ANNEX
D (see Q 129)
Letter to the Chairman of the Committee
from the Lord Chancellor
I promised in evidence to let you have a detailed
response to the letter written to you by Brian Sturtevant of the
Public and Commercial Services Union (PSCU). The issues are dealt
with in turn.
PRESSURE OF
WORK/UNPAID
OVERTIME
I have no evidence that large numbers of staff
are routinely working excessive hours, doing unpaid overtime or
accruing flexitime credits they are unable to take. A Staff Opinion
Survey has recently been conducted as part of the Investors in
People accreditation process. Staff had the opportunity to express
concerns as part of the survey. The responses received showed
concern about proper investment in training and development, but
did not reveal a unanimous view that "they are working under
excessive pressure".
Following publication of the results the Court
Service Management Board has prepared an agenda for change covering
priority for training, support for development, better communication
on change, listening to staff, recognition for good work and helping
managers to fulfil their obligations towards staff.
INDUSTRIAL ACTION
The union recently balloted staff at Bromley
and Birkenhead County Courts on industrial action in response
to disputes about resource allocation. At Birkenhead County Court
staff voted against industrial action. Since the vote in favour
of industrial action at Bromley local management and the Union
have worked constructively together, as Brian Sturtevant acknowledges.
The action has now been suspended and the Union has not indicated
that other County Courts are to be balloted.
DEPARTMENTAL
WHITLEY COUNCIL/MEETING
WITH THE
CHIEF EXECUTIVE
The Departmental Whitley Council was held on
25 September 1998. The issues of workload and morale were raised
by the Trade Union Side. My officials stated it was their responsibility
to ensure there was an open discussion with Ministers as to what
was achievable given the resources available. A series of bi-lateral
meetings between the Permanent Secretary and Heads of Group and
Agencies were being held to ensure this process was as comprehensive
as possible.
My officials emphasised:
— local management's role in monitoring
targets and letting senior management know what the pressures
are;
— the role of the Trade Union Side
in encouraging their members to communicate problems upwards so
that pressures could be addressed.
Earlier this month, Ian Magee, the new Chief
Executive of the Court Service, met the Trade Union. Whilst staff
shortages and low morale were mentioned in the context of resources
generally; I understand that the Union welcomed the Chief Executive's
new approach to people management. Ian Magee has asked to see
a copy of the report that the Union are currently compiling so
that he can take any positive steps that are possible. The Union
have welcomed this.
RESOURCES/BUDGETS
The Unions have pointed out that £2.5 million
was transferred from the Court Service baseline to Lord Chancellor's
Department (LCD) Headquarters in 1998-99. Following consideration
of conflicting priorities within the Department as a whole, and
the need to strengthen LCD Headquarters, the Departmental Management
Board was satisfied that the Court Service could meet the targets
which I had set within a reduced baseline.
The Court Service has been successful in achieving
the majority of its Key Performance Indicators over the last three
years. I recognise the real commitment of staff in doing so against
tight budgets. However, the staff survey indicated that there
were real issues to be addressed in convincing people that they
were indeed valued; and that management was paying sufficient
attention to preparing staff for the many changes which they were
facing in the Courts. The Chief Executive has these issues at
the top of his agenda.
REDUNDANCIES
The implementation of a new computer system
in the County Courts has reduced the need for staff to undertake
more mundane tasks. Over the last two years, the number of posts
in the County Courts has reduced by 1,000. These savings were
based on precise calculations of time savings in the courts. The
redundancy programme covered the gap between losses through natural
wastage and total losses required. All staff who departed did
so voluntarily. The Union were fully involved in the discussion
on the criteria for selecting volunteers and on actual numbers
departing from each office.
FUTURE PRESSURES
To enable the civil courts to prepare for the
implementation of the civil justice reforms in April 1999, Ian
Magee has adjusted resources so that an additional £1.5 million
has been made available to front-line managers. This broadly equates
to 180 man years over the next six months.
He has also decided that in 1999-2000 staffing
levels in the County Courts will be maintained, at least at the
number set at the beginning of 1998-99. This is against a background
of declining workload and the implementation of further IT systems
which have delivered further efficiencies.
FURTHER ACTION
Over the coming months Ian Magee will continue
to take a personal interest in the issue of change, resourcing
and, above all, people management. I believe the Unions recognise
both his commitment and my own in ensuring that staff are treated
fairly and properly.
22 November 1998
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