Memorandum by the Public and Commercial
Services Union (PSR 18)
1. INTRODUCTION
1.1 PCS is the largest Civil Service union
with more than 270,000 members in the Civil Service, non-departmental
public bodies and the private sector. PCS members work in the
administrative, executive, managerial and support grades in every
government department including those which support the devolved
assemblies in Scotland and Wales.
1.2 PCS members are engaged in a wide variety
of work from local Jobcentres to remote coastguard stations. The
average British resident will come into contact with a PCS member
on a weekly, if not daily basis. As the trade union for civil
servants and related areas, PCS is a major stakeholder in public
services.
1.3 At the same time, PCS members are also
consumers of public services. As a public service union, PCS has
obligations not just to the immediate workplace interests of our
members, which is our primary role, but also to the wider community
interests in public services. PCS takes a long-term view of public
services and our interest in public service reform is based on
both the need to represent our members' interests and from our
deep concern for the provision of public services.
1.4 Up until the 1980s, private sector involvement
in central government (ie Civil Service and Non Departmental Public
Bodies) was restricted largely to building works, and the purchase
of some goods and equipment. Since then, many areas of work in
the bulk of departments and agencies have been contracted out,
including IT, secretarial, personnel, cleaning, catering, security,
the messenger service, and drivers. Many services within the MOD
have been privatised and Royal Navy bases are currently under
threat of privatisation. Earlier this year National Air Traffic
Service (NATS) was partially privatised as a public private partnership.
1.5 PCS and its predecessor unions have
supported the aim of the Labour Government to deliver public services
capable of meeting the challenges of the twenty first century.
Our members, who are on the front line of public services, recognise
the inadequacies of the status quo. They want better resourced
public services, improved equipment and systems; better workplace
management, clearer career paths and more opportunities to fulfil
their potential.
1.6 However, they also see these objectives
as achievable within the public sector. It is important to remember
that, far from resisting change, civil servants have been central
to the delivery of key commitments during Labour's first term
in office. The minimum wage, Working Family Tax Credit, Scottish
Parliament, Welsh Assembly and the New Deal are just a few of
the landmark reforms which have been delivered in partnership
with PCS and our members.
1.7 PCS signed a partnership agreement in
2000 with the Cabinet Office and Head of the Civil Service establishing
the framework within which we work with the government to deliver
public service reform. PCS committed itself to work with the government
and other stakeholders to deliver high quality public services
tailored to the need of users, ensuring public services are democratically
accountable to the communities they serve, championing the adequate
funding of public services, demonstrating the effectiveness of
public sector alternatives to privatisation, and delivery of excellent
workplaces.
1.8 Among the commitments in the Civil Service
Partnership agreement is a recognition that government departments
and agencies should regard the civil servant as the provider of
choice for the services they deliver. Significant improvements
in the delivery of Civil Service output have been achieved without
the use or threat of use of the private sector. In particular,
management and trade union sides are working in partnership in
a range of Civil Service departments from the former DSS (now
DWP), Customs and Excise and the Inland Revenue to the MOD and
Coastguards, to achieve higher quality public services. In many
cases throughout the Civil Service, improvements have occurred
because privatisation has been taken out of the equation, enabling
civil servants to focus on improving services rather than job
threats.
1.9 In contrast, we believe that an extension
of the use of PFI, PPPs or outright privatisation is likely to
lead to poorer quality public services. The private sector has
had some notable failures when delivering public services, such
as chaos in the Immigration and Nationality Department, a huge
backlog in delivering new passports and a collapse of the National
Insurance computer system.
1.10 PCS has therefore committed itself
to a campaign to ensure that public services remain in the public
sector, and at the same time to positively promote the work that
is done by our members in the public sector. We recognise that
much work still needs to be done to improve service delivery,
and have developed a focus for our campaign around "Nine
criteria for successful change". PCS's evidence is focused
on the issues that reflect our priorities. We have organised our
response under the main headings, to fit into the structure of
the Select Committee enquiry, but will use our own framework of
"Nine Criteria for successful change" within that.
Our nine criteria for successful change are
as follows:
— building commitment to change;
— improved public sector management;
— valuing and strengthening public
sector ethos;
— celebrating our successes;
— accountability and transparency;
and
2. PRINCIPLES
AND STRATEGY
FOR REFORMING
PUBLIC SERVICES
(QUESTIONS 1-5)
2.1 PCS believes that the key principles
and strategy for reforming public services are building commitment
to change, fairness at work, effective delivery, improved public
sector management and adequate funding. We will look at each of
these five aspects below, using examples to illustrate our points.
Building Commitment to Change
2.2 Civil and public servants have faced
a barrage of change in the past 20 years. Sometimes this change
is inadequately explained and therefore poorly understood. Change
is often accompanied by much activity that fails to deliver significant
if any improvements to the service. More change is then built
on change, and the service delivery requirements are lost along
the way. Far greater consultation with those at the front-line
of delivering services is needed, so that public service staff
can have a sense of ownership of, and consequent greater commitment
to, the changes. In particular the Government needs a far more
sophisticated understanding of the impact that change has had
on existing organisational cultures. Too often when major restructuring
occurs, two completely different organisational cultures are thrown
together without any understanding of the need for gradual adaptation
through experimentation and negotiation. Chaos combined with resentment
frequently follows.
2.3 Earlier this year PCS commissioned the
Cranfield School of Management to conduct a survey of PCS members,
which was aimed at developing at the national level a more precise
understanding of the views of members towards working life. (1)
The key message from the survey was that Civil Servants are not
resistant to change. Rather, they have concern about the way in
which change is managed in the Civil Service, and have too often
seen the downside of job threats instead of the potential benefits
of workplace improvements.
2.4 The Cranfield survey demonstrated that
the public service ethos exists in the Civil Service. Overall,
members were positive about their work, seeing the value of the
service, which they provide the public. Almost four times as many
respondents agreed than disagreed with the statement "My
job is interesting and enjoyable". Most respondents also
pointed to a high level of teamwork in their workplaces and said
that they want the union to develop better relationships with
their employers in order to facilitate improvements in the workplace
and public services.
2.5 However, the survey also showed members
were concerned about how change was taking place. Just over half
of the respondents agreed with the statement "My job is secure"
against around a quarter that perceived their jobs as insecure.
While job security in the Civil Service is better now than five
years ago, these figures do not compare favourably with data taken
on workplace attitudes in other sectors.
2.6 According to Workplace Employee Relations
Survey (WERS) data (2), six in 10 permanent employees feel secure
in work, a national average above the Civil Service. Sales workers,
personal service employees and managers in the private sector
feel more secure than civil servants. For public service reform
to be successful, it is crucial that stakeholders, in particular
the Government and PCS, address the causes which have made civil
servants feel less secure at work than the average British employee.
While we recognise that civil servants no longer have a job for
life, we do see as achievable a return in the Civil Service to
the ideals of the model employer. Developing clearer promotion
prospects, providing more help with training and development,
and improving family friendly policies so that Civil Servants
with domestic commitments do not lose out, are all goals on which
PCS is committed to work with the Government to achieve within
the next five years.
2.7 The PCS survey found evidence that job
insecurity was as a result of real events which, if not threatening
members actual jobs, at least would have unsettling effects on
members views of their job security. Events most frequently mentioned
by respondents were changes in work routine due to reorganisation
or restructuring. Just about half of the respondents said they
had experienced some change within the past year, and two thirds
said that they experienced a change at some point in their careers.
Over a third of respondents had experienced a transfer from one
employer to another (either between sectors or within the civil
service) at some point in their careers, with one in 12 experiencing
a transfer in the past year.
2.8 Also relevant to perceptions of job
security was place of work. While the level of job security was
low for civil service members, it was even lower for members who
are working in the private sector providing services to the Civil
Service with around a third of these members agreeing that their
jobs are secure. The evidence suggests that career displacement
as a result of transfers between employers, the two-tiered workforce
in privatised areas and the isolation which many members in privatised
areas feel have contributed to a sense of insecurity.
2.9 Civil service reform will only come
about if civil servants feel that they and the services they provide
can benefit from change. The survey indicates that members do
not recognise the benefits of change. It is not just the constant
cycle of organisational change which is affecting members, but
also the feeling that they have little control over their careers,
and are hostages to fortune of decisions which are made above,
on which they have little say. One of the myths about civil servants
is that they are resistant to change, yet the PCS members' survey
showed that despite their concerns about change and attendant
job insecurity, they were more concerned about both union and
employer working to deliver better career prospects and better
equipment and systems. PCS members are eager to contribute to
the modernisation of the services they provide, but want to see
the benefits change can provide.
Fairness at Work
2.10 PCS believes that there should be an
increased emphasis on high quality skills, training and career
development, as well as remuneration packages and working conditions
that facilitate retention and recruitment of quality staff at
every level. There needs to be a greater commitment at departmental
level to creating learning organisations. The Cranfield survey
showed a strong desire on the part of members for improved career
development opportunities, and PCS wishes to give more emphasis
to career development and training within partnership arrangements.
PCS has established its own Learning Centre in Central London,
which is currently engaged in the training and support of a network
of learning representatives whose brief is learning in the workplace.
It also runs a range of other courses for members including trade
union education, learning and development for members, and IT.
We have also demonstrated our commitment to learning by our participation
in National Training Organisations (NTOs).
2.11 PCS would also like to see an end to
the belief that private sector human resource systems (often American
in origin) are a panacea for the problems in the British Civil
Service. Performance-related pay is a case in point—most
evidence in the UK suggests that extra rewards based on individual
performance erodes teamwork and leads to disillusionment for the
majority of workers who although not poor performers, do not reach
the top markings for entitlement to extra pay.
2.12 PCS members can no longer be assured
of a job for life, and require the marketable skills and assistance
necessary to compete in the job market. While the Civil Service
has a tradition of providing clear career paths to its workforce,
a new generation of civil servants has joined the Crown since
previous Governments began dismantling the unified Civil Service
structure. Most of our members made a clear career decision to
work in the public sector, and transfers to the private sector
have disrupted the career development of many staff, particularly
those who have faced multiple transfers. Many of the services
contracted out under the previous government's Market Testing
programme have undergone at least one, and often two, transfers
of service providers.
2.13 Public service reform therefore needs
to be underpinned by a system of fair employment practices for
all public service providers. Wherever public service staff work
in the private sector, they must have the same rights, and conditions
and training opportunities no worse than those in the public sector.
This could best be achieved by a fair wages clause in public contracting.
Such a measure would prevent contracts being awarded to the private
sector under which transferred staff and new employees receive
worse pay, conditions and pensions. Such provisions have recently
been shown to work in a major building management contract in
the Civil Service. The Steps contract in Customs and Revenue covering
building management services contains a fair wages resolution
whereby if a transferred member of staff leaves, newly recruited
staff will be employed on the same terms and conditions as departing
staff.
Effective Delivery
2.14 PCS shares the Government's aim of
delivering high quality and effective services. However, experience
shows that expanded private sector involvement in public sector
activity is likely to result in deteriorating service quality
and efficiency as private operators cut corners and distort priorities
to increase profitability. The private sector has had some notable
failures when delivering public services, such as chaos in the
Immigration and Nationality Department, a huge backlog in delivering
new passports and a collapse of National Insurance computer system.
2.15 In the last case, the Contributions
Agency, formerly an Executive Agency of the Department of Social
Security, but now a part of the Inland Revenue, let a PFI contract
(NIRS2) to Andersen Consulting (now Accenture) in February 1997
for a replacement for the National Insurance Recording System
(NIRS1) to support the pensions payment system. It would develop
the new system and operate it for seven years from April 1997.
By December 1998, the Public Accounts Committee reported that
the system was still not fully operational (3). Seventeen million
contributions to individual national insurance accounts had not
been posted, and by March 1999 4.5 million items remained unposted.
As a result, pensioners, widowers and child benefit claimants
suffered uncertainty and loss of income. When the Contributions
Agency merged with the Inland Revenue, the Revenue was unable
to get details of an estimated 5.2 million records, which resulted
in the loss of billions of tax revenue for 1998-99 and 1999-2000.
2.16 PCS is particularly concerned about
the lack of public sector alternatives with which to compare privatisation
proposals. Without an in-house proposal, it is difficult to assess
whether the private sector is offering a service which is either
more efficient or higher quality than can be provided by the public
sector. Our concern is shared by the IPPR, which highlighted the
lack of public sector comparators in the evaluation of proposals
for the partial privatisation of air traffic control.(4)
2.17 We would also highlight proposals to
privatise Royal navy refit services at the Royal Dockyards. It
was only through a high profile joint campaign by non-industrial
and industrial unions that public sector alternatives were developed.
Without this campaign, most of the services would have been outsourced
without any competition.
Adequate Funding, including investment in infrastructure
and IT
2.18 The public services need long-term
investment, in infrastructure and in IT. For too long, the use
of private finance to pay for capital investment has been held
up as a means of enabling the government to undertake more projects
than would otherwise be the case. In fact, as the June 2001 report
from the IPPR Commission on Public Private Partnerships has shown,
all PFI projects are publicly funded and incur future liabilities
for the exchequer. The public sector repays the full cost of the
private sector providing the infrastructure and services in annual
payments over periods of 20-30 years, thereby potentially storing
up debt for future generations.
2.19 In their November 2001 response to
the IPPR paper, Catalyst authors argue that more and more of the
current budget is committed to new forms of public procurement
which leaves less and less to the discretion of the public agencies
and reduces flexibility. "Furthermore, since the PFI/PPP
payments have first call on public finances, any further public
expenditure cuts, efficiency savings or increases in prices charged
by the contractors will be at the expense of those services that
remain in-house. De facto, the giant corporations that carry out
these contracts will more and more come to control public expenditure
and public policy". (5)
2.20 PCS would also like to see greater
investment in IT and IT training. There is perhaps something to
be said for the idea of starting from scratch with a new IT system
built around the needs of the citizen, rather than the service
providers. In some cases manual systems have been simply automated,
without any strategic review of how IT should be used to deliver
better systems overall. PCS agrees with the recommendation made
in the 2000 Cabinet Office Review of Major Government IT projects.
"A change of approach is needed. Rather than think of IT
projects, the public sector needs to think in terms of projects
to change the way Government works, of which new IT is an important
part. Our recommendations aim to achieve this change." (6)
2.21 Some of the systems, for example in
the Benefits Agency are outdated and staff lack upskilling opportunities.
Again the Government's own report indicated that skills were needed
to deliver improvements in the handling of IT-related change.
"They include developing, implementing and monitoring a framework
for the skills we need and make links to other work on Civil Service
Reform". (6)
2.22 Contracting out and privatisation have
unfortunately led to a proliferation of providers, and a serious
loss of in-house expertise. The catalogue of IT failures under
the PFI—some a lot more serious than others—has been
publicly documented and include those already referred to in this
report such as the Contributions Agency and the Passport Agency.
One of the ongoing difficulties is that of getting all the major
private sector IT providers to talk to each other about developing
IT systems to complement each other and simplify the collection
and storage of data on individuals.
Invest in public sector management
2.23 Against this scenario, PCS would like
to see greater investment to improve public services currently
provided by the public sector. PCS supports the TUC campaign for
public sector management academies, and making greater use of
existing centres of excellence. As the TUC points out, "too
many public sector managers have been managing cuts for 20 years
or so. Now they must manage expansion successfully, spend the
monies allocated in an efficient manner, and be given help to
do so". (7)
2.24 There is a need in the public sector
for a stronger focus on the development of project management,
financial management, people management and the so-called "emotional
intelligence" skills, as well as a better understanding of
organisational cultures. Where transfers, mergers and restructuring
occur within the public sector (let alone when a service is transferred
to the private sector), difficulties frequently occur with the
clash of organisational cultures.
3. THE CONCEPT
OF A
PUBLIC SERVICE
ETHOS AND
THE INVOLVEMENT
OF THE
PRIVATE SECTOR
(QUESTIONS 6-18)
3.1 PCS believes that the concept of a public
sector ethos is real and valid, and that it needs to be promoted
rather than denigrated or denied. One of the best ways of doing
this is to celebrate our success stories in the public services
and raise awareness among the general public about the valuable
work performed by civil and public servants.
Value and strengthen the public sector ethos
3.2 PCS is bemused by the current debate
about public services ethos. To suggest that there is no such
thing, is akin to suggesting that there is no such thing as society.
While it will always be true that pursuing certain policies can
go a long way towards breaking down citizens' sense of connectedness
with and responsibilities towards other members of society, there
will always remain a need for human beings to co-operate together,
share common ideals and values, and support each other in the
business of life. Nowhere in the world have universal public services
been delivered solely by the private sector. There will always
be a need for a public service to provide those services that
the free market alone cannot adequately provide.
3.3 "Ethos" is defined according
to the Chambers Twentieth Century Dictionary as an "habitual
character and disposition of individual, group, race etc: moral
significance". The moral significance of the public sector
is that it exists to provide necessary services to citizens that
the free market alone is unable to provide. For example, as citizens
we believe in law and order and we believe in the need for an
existing army to defend us from external or internal threat. Here
we have not just a self-interested concern for our own safety
and welfare, but a deeper moral commitment to protecting the integrity
of our country and way of life. We rest in the confidence that
our police force and army are committed to the same shared public
values and goals as ourselves. Indeed in some countries where
law and order has broken down, one finds warring armies often
answering first to large companies with a stake in the wealth
and resources of the country rather than to the well being of
the citizenry.
3.4 PCS believes that although the public
service has taken a battering in recent decades, there still exists
within it a "habitual character or disposition" that
consists of a sense of commitment to the common good, rather than
to private gain or to the well-being of a particular community
or group. That is not to say that within the public sector one
cannot find people motivated strongly by private gain, or that
a concern for the common good is entirely absent in the private
sector. But it would be fair to say that the prevailing collective
"character or disposition" of the public sector remains
one of service to the common good, that of the private sector
is profit maximisation, and that of the voluntary sector is the
promotion of the rights or needs of particular, sectional interests
within society. Not all individuals working within particular
sectors will share the prevalent collective ethos and to the extent
that morale is low within a sector the ethos may well be eroded.
However this does not negate the point that a public sector ethos
does exist, and should be valued and strengthened.
3.5 PCS would have concerns not just about
further private sector provision of public services, but also
provision by the voluntary sector. Just as for-profit provision
can undermine or distort the public sector ethos, so too the incursion
of the voluntary sector into the public service will bring its
own set of problems. Voluntary sector organisations have as their
aim improvements in the position of a particular group within
society. They are primarily concerned with sectional representation,
rather than the overall public good. Perhaps even more importantly,
there is limited accountability within voluntary sector organisations,
and the sector has a poor track record in both people and financial
management.
3.6 Private sector providers, as profit
maximisers, will always face the temptation to reduce costs by
cutting quality, and to worsen terms and conditions of employees
thereby reducing their incentive to provide a quality service.
It will also be subject to short-term pressures from shareholders,
anxious to maximise dividend income, and therefore it may be reluctant
to undertake long-term planning.
3.7 PCS has seen these processes at work
in several areas where the private sector has taken over a public
service. A recent example was that of Reed Employment Services
which won an Employment Service contract to run some of the New
Deal pilots. Reed's performance lagged well behind that of the
Employment Service run pilots. The company's December 1998 target
in Hackney and City District for subsidised placings (the scheme
giving employers £60 a week for each job they provide for
18-24 year olds) was 425. They achieved just 11. (8) Despite poor
performance, Reed went on to win further contracts running ONE
and the Employment Zones. Reed's track record on employment was
poor. Earnings consisted partly in bonuses dependent on getting
clients into work, thereby putting pressure on staff to increase
the number of placements rather than put people into quality,
sustainable jobs (9). From the private sector point of view, short-term
job placements were desirable as another placement fee became
available. Reed's own Candidate Placement Data reported that during
the period 1 April—2 November 1998, 47.5 per cent of Reed's
placings failed to last 13 weeks.
3.8 Five years ago, the Efficiency Unit
published a report on its extensive scrutiny of the Competing
for Quality (CFQ) Programme. The report identified issues which
have never really been resolved. These include problems with "joined-up
working", and with quality. The review panel conceded that
quality of service was a secondary factor in the awarding of contracts
under CFQ:
"Although quality formed part of the evaluation
criteria for selecting contractors, it carried considerably less
weight than cost in the final decision". (para 4.39)
3.9 Users of the service expressed dissatisfaction
with the effect of Competing for Quality on quality of service.
By a ratio of nearly two to one (32 per cent to 17 per cent) users
surveyed said that the quality of service had declined rather
than improved during the introduction of a new contract. Among
the reasons cited for the deterioration of service post CFQ were
"lack of knowledge on the part of service suppliers; not
enough staff; slower service; inflexibility; poor staff morale,
poor communications, poor calibre of staff and lack of resources".
(para 4.21) PCS notes that some of these problems were clearly
in evidence recently when privatised security guards in government
buildings refused to action an "amber alert", as the
actions required of them (bag-searching) were not part of their
contract. In the currently heightened atmosphere of fear and risk,
it is vital that high quality security is provided to all Government
buildings and installations as a matter of course. PCS will be
making a case to Government in the coming months that it is now
timely to bring privatised security guards back into the civil
service.
Celebrate our successes
3.10 As noted at the beginning, civil servants
have been central to the delivery of most, if not all of the Government's
first term commitments. Both the Scottish Parliament and Welsh
Assembly were delivered through partnership with PCS, and the
commitment of Inland Revenue staff has been crucial to the enforcement
of the national minimum wage. Far from resisting change, civil
servants have helped deliver significant reforms set by this Government.
3.11 Concerning the delivery of service
quality and efficiency improvements, PCS representatives at the
workplace and departmental level have been working in partnership
with management to develop viable alternatives to competition.
In many departments, PCS representatives and management are jointly
using the European Foundation Quality Management (EFQM) model
to identify ways to deliver higher quality public services. PCS
representatives have been able to bring staff on board by demonstrating
the benefits of reform to members' working lives.
4. ACCOUNTABILITY
ISSUES (QUESTIONS
19-26)
Accountability and transparency
4.1 PCS believes that accountability and
transparency have been weakened and eroded with all the changes
that have taken place in the public sector over the past twenty
years. To use a current and obvious example, the break-up of the
rail industry graphically highlighted the dangers of fragmentation
of service delivery and the subsequent erosion of responsibility,
quality and accountability.
4.2 Although the public sector bureaucracy
may be prone to rigidity and cumbersome processes, it is nevertheless
the one structure which is best suited to meet the needs of the
state. A single hierarchy, for example, in which responsibility
leads to the office of the head of the government may, arguably,
inhibit innovative thinking by junior civil servants, but it is
the one way in which to ensure political accountability for public
services. Conversely, a private company may in some cases be attuned
to the demand of the customer, but it is not the proper mechanism
for collective decision-making through government, particularly
if the political decisions prove unpopular.
4.3 The Government's emphasis on contracting
out the PPP's has reduced the amount of information available
to the public. The contracting process itself is usually subject
to strict commercial confidentiality.
4.4 PCS would like to see the re-establishment
of Parliamentary accountability, and greater use made of Select
and Standing Committees. We also support the IPPR proposal (4)
that the National Audit Office (NAO) should have statutory powers
to access information on private providers relating to public
contracts above a certain size.
5. SERVICE USERS
AND PUBLIC
SERVICES REFORM
(QUESTIONS 27-32)
Equality of access
5.1 PCS believes that public services should
be available to all, regardless of gender, race, sexual orientation,
disability, age or economic circumstance. They should also be
far more responsive to customer need, with more work done to research
how people want their services provided. We wonder what happened
to the People's Panel, established in 1997 as a way of gauging
what the public wanted in the way of service provision. Although
in practice the People's Panel focussed more on monitoring how
departments and agencies were performing rather than on what customers
needed, something similar could perhaps be re-instituted, with
the focus very much on proactive customer service and managing
customer needs.
5.2 There is clearly a need to deliver the
Government's targets for E-Government. However this should not
be at the expense of high quality services delivered in local
and accessible locations. Recent research suggests that Internet
usage has peaked in the UK, with fewer than 50 per cent of households
logging on. If this is the case, it is unlikely that government
services will in the foreseeable future be delivered electronically
to the majority of citizens.
REFERENCES
1. A Report by the International Trade Union
Centre Cranfield School of Management In Conjunction with PCS
Policy, Research and Information Department, 2001.
2. Mark Cully, Britain at Work as
depicted by 1998 Workplace Relations Survey, Routledge New York
1999, ISBN 0415206367.
3. Public Accounts Committee, (1999). Twenty-second
report: Delays to the new National Insurance Recording System,
HC182, London TSO.
4. IPPR, Building Better Partnerships:
the final Report from the Commission on Public Private Partnerships,
June 2001, ISBN 1 86030 158 4.
5. Allyson Pollock, Jean Shaoul, David Rowland
and Stewart Player, "Public Services and the Private Sector:
A response to the IPPR". Catalyst Working Paper, November
2001.
6. Cabinet Office, Review of Major Government
IT Projects.
7. TUC General Council Statement on Public
Services 2001.
8. Employment Network (Unemployment Unit)
Briefing, Hackney and City District, January 1999.
9. Liverpool Daily Post, 27 August 2001.
December 2001
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