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UNISON BRANCH GUIDE TO Lifelong Learning Revised December 2009
UNISONBRANCHGUIDETO
Lifelong Learning
RevisedDecember2009
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FOREWORDDave Prentis UNISON General Secretary
ThelearningagendaishelpingUNISONoffernewopportunitiestoourmembers,organisearoundkeyissueslikelackofaccesstotraining,andrecruitnewmembersandactivistsaroundapositiveagenda.Sofarover3,360unionlearningrepshavebeentrainedinover756branches,andasaunionwearecommittedtocontinuingtosupportthiswork.
UNISON’suniqueapproachtolearning-offeringcoursesdirecttoourmembers,inpartnershipwithemployers,andworkingdirectlywithbranchestobuildalearningculture-ishelpingustobuildaunionfitforthe21stcentury.Thisguidewillhelpyoutogetstarted.
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OVERVIEW OF STEPS Themainstepsyou’llneedtotaketogetorganisedaroundlearninginthebrancharesetoutbelow. Thisisn’tastrictstep-by-stepguide–thestepswilloverlap–butitdoessetoutthebasicstohelpyoutackleinequality,buildyourmembers’confidenceandskills,andbuildyourbranchintheprocess.
Step 1 Raise awareness 7lOrganisingaroundlearning–what’sinitforaUNISON
branch?lWhatbrancheswhoarealreadyinvolvedsayabout
organisingaroundlearning
Step 2 Getting organised in the branch 10lFindoutmoreaboutUNISON’slearninginitiativeslStarttodevelopabrancheducationteamlWhatdounionlearningrepsactuallydo?lTrainingforunionlearningrepslHowdoyoubecomeaunionlearningrep?lThebranchlifelonglearningco-ordinatorlWhyateamapproach?
Step 3 Practical initiatives to promote learning 13lSurveysandquestionnaireslNoticeboardslOpendayordropinlGatheryourinformationlPublicisespecificcourseslUNISONmemberanddevelopmentandworkplace developmentcourses
Step 4 Talk to your employer 16lDosomefactfindinglDecidewhatyouwanttonegotiateonlNegotiatingchecklistlPlanyournegotiation
Step 5 Systems and procedures 18lTheunionlearningrepshandbooklProcedureforaccreditingunionlearningreps
USEFUL INFORMATION Appendix 1 Modelworkplacelearningagreement 19 Appendix 2 ACAScode 26 Appendix 3 Servicegroupspecificinformation 27 Appendix 4 Someusefulcontactsandresources 31 Appendix 5 Examplelearningandskillssurveyform 34
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RAISE AWARENESSOrganising around learning - what’s in it for a UNISON branch?
ManythousandsofUNISONmembershavebenefitedfromaccesstofreeeducationcourseseversincetheintroductionofReturntoLearnin1988.
Withtheintroductionofrightstotimeoffforunionlearningreps,UNISONisnowgoingastepfurtherandencouragingbranchestoengagepositivelyaroundthelearningagenda.So,what’sinitforhardpressedUNISONbranches?
Regionshavebeenworkingwithtargetbranchessince2002topromotelearningandtomakethelinkbetweenlearningandorganising.Hereiswhattheysay.
Organising around learning helps UNISON to campaign on key workplace issues Timeofffortraining,accesstoacomputer,opportunitiestohaveadevelopmentreview,supportforpersonaldevelopmentintheworkplace,rightstotrainingforparttime,shiftandnightworkers,supportforworkerswithdyslexia,negotiatingtrainingtomeettheskillsforlife(literacy,numeracyandIT)needsofUNISONmembers:thesearejustsomeoftheworkplaceissueswhichunionlearningrepsaretakingupwithmembersinbrancheswhicharealreadyorganisingaroundlearning.
Organising around learning helps recruit ‘ThroughgainingagoodunderstandingoftheimpactoftheKnowledgeandSkillsFramework(KSF)onmembersandtacklingissuesthatarise,ourbranchhasgained10newactivistsandseenmembershipincrease7.32%overthepast year’-IanKelly,brancheducationco-ordinator,KetteringHealthcarebranch.
NorthWiltshireLocalGovernmentbranchreportsasimilarstory. ‘SinceItrainedasaunionlearningrepthreeyearsago,thebranchhasseenmembershipincreaseby15%,anewbrancheducationteamhasbeenestablishedwithsevenunionlearningrepsrecruited’-IreneDocherty,brancheducationco-ordinator,NorthWiltshireLocalGovernmentbranch.
‘I’vealwaysencouragedpeopletojointheunionbuttheyoftenquestionwhatthey’llgetfortheirmoney.Theunionisagoodwaytoreachpeoplewho’dneverthinkofgettingintolearningotherwise.Nowthat’svalueformoney’- RobertPeters,UNISONmember.
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Organising around learning helps develop members’ skills and confidence‘Thedifferenceitmakesforthebranchisthatitletsallourmembersknowwecareaboutthemandshowswe’reallpartoftheunion.Peoplewho‘vebeeninvolvedinlearningareoftenmoreabletoraiseissuesandgettheirvoicesheard’-EveCole,RedcarandClevelandBoroughCouncil.
‘WhenIjoinedUNISONIthoughttheunionwasmoreabouthelpingwithgrievances.NowwhatIseeisthateducationbringschangeandactivatespeopletogetinvolvedsotheycanmakeadifference.Likeme,peoplearerealisingtheunionisthemandnotfromoutside’-IreneDocherty,brancheducationco-ordinator,NorthWiltshireLocalGovernmentbranch.
Organising around learning brings in new activists Gettinginvolvedinlearningencouragesmemberstogetinvolvedinotherways,too.UNISON’slearningprogrammesaretargetedatnontraditionallearners–thosewhohavebeentraditionallyexcludedfromlearningandwhodon’tgeteasyaccesstotrainingatwork.
Sofar:
l 69%ofunionlearningrepsarewomen,asopposedtoaround45%ofstewards
l 51%ofUNISON’sunionlearningrepshaveneverbeentrainedforanyotherroleintheunionand58%ofthatgrouphaveprogressedtotakeonotherunionrolesaswell.
Evidenceshowsthatlearninginitiativesarealsoattractingblackandethnicminoritymembersintounionactivitytoo.
‘Ayearagothebranchsetouttoturnlearningintoacollectivematter. Sofarwehaverecruitedninenewunionlearningreps,sevenstewards,ahealthandsafetyrep,threebranchofficers,alifelonglearningco-ordinatorandapproximately100newmembers. InadditionIaminvolvedinnegotiatinganationallearningagreementwithBritishGas’- MargaretAtkin,nationalnegotiatingrep,YorkshireandHumbersideGasbranch.
‘Wenowhave23trainedunionlearningrepswithinLambethLocalGovernmentbranch.19ofthe23areblackand14arewomen.Thelearningagendaoffersapotentmixtureofpersonaldevelopmentandpeergroupempowerment,welldemonstratedbythelargenumberofblackwomenwhoarenowactivewithinLambethUNISON’- SheilaSimpson,branchlifelonglearningco-ordinator.
Organising around learning helps with the bargaining agenda Workingtogetheraroundlearningcanbebeneficialbothtotheunionandtoemployers.UNISONhasworkedwithmorethan700employersinrecentyears,negotiatingagreementsthatincludetimeoffforlearningandforunionlearningreps(URLs).
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‘Industrialrelationshavereallyimproved’-BirminghamWomen’sHospital.
‘Workinginpartnershipwithunionlearningrepsisapositivewayofensuringstaffdevelopmentneedsaremet.Therelationshipthusfarhasbeenverypositiveandwehaveplansformorejointprojectsinthefuture’-JohnWilliams,leaderofDerbyshireCountyCouncil.
‘Weallgotaverystrongsenseofcollectiveownershipoftheprogrammeandimprovedstaffmanagerrelationsalongtheway.Turnoverisdown.Loyaltyisup.Thechangeistangible,someofourstaffcanhardlybelievewhattheyhaveachieved.It’swonderfulseeingthetransformation.’GeraldineOpreshko,headoflearninganddevelopment,BrightonandHoveCityCouncil.
Organising around learning creates opportunities for personal and career developmentBeingabletoaccesscoursessuchasReturntoLearnandCommunicationSkillsthroughUNISONisabigplusforourmembers.ManyUNISONcoursesofferaccesstohighereducation-weworkwiththeWorkers’EducationAssociationandtheOpenUniversitytodevelopthecoursesthatmeettheneedsofUNISONmembersacrossallourservicegroupsandsectors.
‘It’schangedmylifedoingfurthereducation.NowI’mconfidentwithcomputersanddomoreatwork’-RobertPeters,UNISONmember
Organising around learning =Lifechancesforourmembers + Theopportunitytorecruitand organisearoundapositive agendatobuildastronger union
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GETTING ORGANISED IN THE BRANCHInterested in finding out more? Here are some first steps
FindoutabitmoreaboutUNISON’sapproachtolearning.
Readthroughthisguide-it’llgiveyouagoodstart.
TalktoyourUNISONregion-keycontactsareinthebackofthisbook(seepage30).
Yourregionaleducationofficer,regionallearningdevelopmentorareaorganiserwillbeabletotellyouaboutwhatishappeninginyourregionandbeabletoputyouintouchwithbrancheswhoarealreadyorganisingaroundlearning.
HavealookattheUNISONpublicationsonlearning
TheseareavailableontheUNISONwebsitetodownloadorcanbeordereddirectlyfromUNISONLearningandOrganisingServicesandfromCommunications.Afulllistisonpage31.
Start to develop a branch education teamWhat is a branch education team?
Unionlearningrepsandotheractivemembersinterestedinlearning,ledbyanelectedbranchofficer,usuallythebrancheducationorlifelonglearningco-ordinator,whomeetregularlytoplanactivityaroundlearning.
What are the first steps?
l raisetheideaoforganisingaroundlearningatabranchmeetingandwithcolleagues,andinvitetheregionaleducationofficerorregionallearningdevelopmentorganisertoabranchmeeting
l gettogetherafewinterestedmembersandactivists-yourbrancheducationco-ordinatorislikelytobeakeyperson
l haveastallonlearningataUNISONoranemployerevent
l circulateinformationabouttrainingasaunionlearningreparoundthebranchandinviteeveryoneinterestedinlearningtoameeting
l starttobuilduptheteam.Obviouslyyouwon’tdothisovernight,butthebranchwillprobablyalreadyhaveaneducationco-ordinator,andasinterestinlearninggrowssowillinterestintrainingasaULR.
What do union learning reps actually do?Unionlearningrepsareenthusiastsandadvocatesforlearning.Theirpreciserolewillvaryaccordingtotheirowncircumstances.Itcaninclude:
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l raisingawarenessoflifelonglearningissuesintheworkplace,especiallyfornon-traditionallearners
l findingoutmoreaboutlearningneedsintheworkplaceandmakingsuretheygetraisedinthebranch
l withbranchofficers,talkingtoyouremployeraboutlifelonglearningworkplace
l recruitingnewmembersintothebranchandencouragingexistingmemberstogetmoreinvolvedthroughtheirinterestinlearning
l contactingandtalkingtomembersandpotentialmembersabouthowUNISONcanassistthemintheirdevelopment
l supportingmemberswhoareonalearningprogramme
l helpingmembersinterestedinlearningfindoutwhichcourseisrightforthem
l representingandnegotiatingonbehalfofmembersonissuesaroundlearning.
Training for union learning repsUNISONhasdevelopedatrainingprogrammetoequipunionlearningrepswiththeskillsandknowledgethattheyneedtodothejob.Thefirststagecourselooksatissuesfornon-traditionallearners,skillsforlife,workingwiththebranchandtheemployer.SecondstagecoursesincludeSkillsforLife,DyslexiaintheWorkplace,InformationAdviceandGuidanceandsectorspecifictrainingonissuesrelevanttodifferentservicegroups.AlltrainingisaccreditedbytheOpenCollegeNetwork.
How do you become a union learning rep?Ifyouareinterested,contactyourbranchsecretaryoreducationco-ordinatortofindoutmore.Theycanputyouintouchwithotherlearningrepsandwiththeregionalorganiserwhosupportslearning.Youwillneedtoattendtraining,whichyouremployershouldgiveyoutimeofffor.Yourbranchwillofficiallyendorseyouasaunionlearningrep-youdon’thavetobeelected,butthebranchwillformallyratifyalltheULRseachyear.
Branch lifelong learning co-ordinatorTheUNISONrulebooknowincludestheroleoflifelonglearningco-ordinator.Thisnewrolewouldbeidealforaunionlearningrepelectedbybranchmemberstoleadondevelopinglifelonglearninginthebranch.Thelifelonglearningco-ordinatorwill:
l workcloselywiththebrancheducationco-ordinator-thesamepersonmaytakeonbothroles
l co-ordinatetheactivityofunionlearningrepsinthebrancheducationteam
l workwithcolleaguestorecruitnewunionlearningreps
l becloselyinvolvedinnegotiatingaroundlearningwiththeemployer
l co-ordinateinformationonlearningopportunitiesforthebranch
l ensurethattheworkofunionlearningrepsisfullyintegratedintothebranch,sothatforexampletheopportunitiestorecruitnewmembersandnewactivistsaroundlearningistakenupfully.
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Why a team approach?Workinginateammeansthatthebranchcanhelpmakesurethat:
l unionlearningrepsaresupportedandinvolvedinthebranch
l recruitingandorganisingaroundlearningiseasier
l learningissuessuchastimeoffforlearningandaccesstopersonaldevelopmentarenotsidelined,butarehighonthebargainingagenda
l thelinkbetweenlearningandtheequalitiesagendaishighlighted-thosegroupsexcludedfromlearningarealsooftendiscriminatedagainstinsocietyandunderrepresentedinUNISON
l therecruitmentanddevelopmentofunionlearningrepscanbecomepartofthenormalbranchdevelopmentprocess
l thereisaclearprogressionrouteforunionlearningrepswhowanttogetinvolvedinotheraspectsofthebranch.
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PRACTICAL INITIATIVES TO PROMOTE LEARNING
So,you’vefoundoutsomemoreaboutUNISON’sapproachtolearningandyou’vefoundafewpeoplewhoareinterestedingettingmoreinvolved.Whatnext?Thissectionincludessomepracticalsuggestionsforinitiativesandsomeexamplesofresourceswhichyoucanuseinyourbranch.
Surveys and questionnairesAgoodwaytostarttoraiseawarenessistocirculateaquestionnairetomembers.Youcantargetthisatparticularworkplaceswheretherearespecificlearningneedsoryoucoulduseitaspartofarecruitmentinitiativetoraiseawareness.AnexamplefromSheffieldHallamUniversitybranchinYorkshireandHumbersideregionisincludedinthisguideonpage34.
Surveysarealsoausefultoolforunionlearningrepstousewhentheyareintroducingthemselvestomembers-itmaybeeasiertogoandtalktopeopleifyouhavesomethingspecifictoaskthemabout.
NoticeboardsMostworkplaceswhereUNISONisrecognisedwilleitherhavenoticeboardsorwillhavetheemployer’sagreementinprincipletohaveanoticeboard.Makethebestuseofthem-UNISONproducesanumberofdifferentleafletsandposterspromotingdifferentlearningopportunities.
Open day or drop in?Manybrancheshavesuccessfullytriedoutlearningopendays-oftenduringAdultLearnersWeekinMay.Activitiescanincludesettingupastallwithinformationontrainingopportunities,UNISONrecruitmentliterature,lifelonglearningbrandedgoodies.(Allavailableviayourregionallearningdevelopmentorganiseroreducationofficer).
Thishasbenefitsallround-in2003, PortsmouthHealthbranchreported‘unprecedented’interestoveradultlearnerweek,recruiting82peopletolearningcourses,20newmembers,twonewhealthandsafetyrepsandthreeworkplacecontacts.
Get together all the information you can on learning and training opportunitiesItwillbeextremelyhelpfulforthebranchtohaveacentralstoreofinformationaboutlearningopportunitiessothatwhenmembersorpotentialmembersexpressaninterestinaparticularkindofcourse,youhavesuggestionsathand.
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Herearesomegoodplacestostart:l theemployer’strainingprogrammel UNISON’sregionaleducationprogrammeforactivistsandmembersl regionalTUCeducationprogrammel prospectusfromyourlocalcollege(s)offurthereducationl UNISONleaflet‘Realiseyourpotential’l informationfromthelocalLearningandSkillsCouncill providersoftraininginyoursector–inhealth,forexample,courses
providedbyyourstrategichealthauthority.
Publicise specific coursesOnceyou’veidentifiedatrainingneed-computercourses,forexample-thenextstepwillbetofindoutaboutcoursesthatareavailable.Theinformationyouhavegatheredaboveshouldgiveyouplentyofideas.
UNISON LAOS member development and workforce development coursesTomaximisetherecruitmentandorganisingpotentialofyourcoursesfindoutmoreaboutUNISON’smemberdevelopmentandworkforcedevelopmentcourses.Thinkaboutapproachingyouremployertoruntrainingaspartofaworkplacepartnership.Thatwaycourseswillbeavailabletopotentialmembers,providinganexcellentrecruitmentopportunity.
Thecoursesaretargetedatpeoplewithoutqualificationsandconcentrateonkeycommunicationandstudyskills(includingIT),andconfidencebuilding.Deliveryisthroughtutor-ledgroupstudyandself-study.
Themembershipdevelopment,or“internal”programme,isaimedatbrancheswhocanrecruitstudentsfortheReturntoLearn,Women’sLivesandEnglishforYoucourses.Thecoursesarerunforyourbranch,ormoreoftenagroupofbranches,andcanbepublicisedalongsidetheLAOScoursediscountssothatmembersandpotentialmemberscanbeofferedarangeofUNISON-supportedlearningopportunities.
EmployerpartnershipsandlearningagreementsarearrangedinconjunctionwiththeemployersothattheemployerprovidestimeofforprotectedtimeforlearningwhileUNISONarrangesthedeliveryoftheaccreditedprogramme.
UNISON/WEA Learning at Work programme
Membership Development (“Internal”) Programme Thesecoursesareprovidedfreetomembers.TheyareorganisedatregionallevelanddeliveredbytheWEAtostudentsfromoneormorebranchesonageographicalbasis.Membersattendeveningstudygroupsandoneresidentialweekend.
Return to Learn Thiscourseisdesignedforthosewithfewornoqualificationsandprovidesaneffectivesteppingstoneintovocationalandprofessionaltrainingorforlearnersconsideringgoingbackintoeducation.
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Women’s Lives Women’sLivesisforwomenwhohaveexperiencedlittle,ifany,recenteducation.Itaimstobuildconfidenceanddevelopstudyskillsinreadingandcomprehension,notetaking,writing,analysingandbasicresearch.
English for You ThiscourseisforUNISONmemberswhosemainlanguageisnotEnglish.Itwillhelpdevelopself-confidenceandcommunicationskillsatworkandunderstandworkplacehealthandsafetyissues.
Employer partnership programmeThesecoursesareprovidedinworkplacesbytheWEAunderarrangementsagreedbetweenUNISONandtheemployer.Employeeshavepaidtimeofftoattendandtheemployermeetsthefullcostofthecourse.
Thefollowingareexamplestakenfromarangeofavailablecourses
Communication at Work Developspracticalandrelevantskillsinwrittenandverbalcommunication.
Improve your Study Skills Brushupacademicstudyskillsforthosewhowanttostudyforaqualification.
Learning for You AnalternativeshortercourseforthosereturningtoeducationwithsimilaraimstoReturntoLearn.
Development Review Workshop Introducesemployeestothedevelopmentreviewprocessandbuildsconfidencetohelpthemgetthemostoutofit.
UNISON/Open University (OU) PartnershipUNISONhasanagreementwiththeOpenUniversitytoprovideaccesstoarangeofcoursesathighereducationlevel.
Openings Programme Shortintroductorycoursesthatofferanaccessiblestarttohighereducationlearning.Alsoavailablethroughemployerpartnershiparrangements.
K101 Understanding Health and Social Care Avocationallyrelevantqualificationforlearnerswithfewornoqualificationsthatprovidestheknowledge,valuesandskillsneededincareworkofallkinds.Availablethroughemployerpartnershiparrangements.
Discounts UNISONmembersareentitledtoadiscountonallOULevel1courses,onallhealthandsocialcarecourses,andonallbusinessschoolcourses.
Careconnect Learning ThroughCareconnectLearning,theUNISONhealthandsocialcarehubofLearndirect,UNISONalsooffersaccesstoextensiveITtrainingcoursesandcoursesforlearnersinthehealthandsocialcaresectors.
National Extension College (NEC) TheNECoffersUNISONmembersadiscountonawiderangeofcourses.
FormoreinformationonLAOSsupportformemberandworkforcedevelopment,seeourwebsite.
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TALK TO YOUR EMPLOYERDo some fact finding
Nowthatyou’vegotsomeinterestinlearninginthebranch,youshouldstartmakingaplanabouthowbesttoworkwithyouremployer.It’suptoyouwhenyoustarttodothis-youneedtomakesureyou’vegotsupportinthebranchfororganisingaroundlearning,buthavingalearningagreementandsomepartnershipcoursesrunningisalsoareallygoodwayofrecruitinglearningrepsandmembers.
Beforeyoudoanything,findoutwhatyoucanaboutexistingagreements.You’llneedtoexplorethefollowing:
l yourexistingfacilitiesagreement-doesitsayanythingaboutunionlearningreps?Whenwillitnextbereviewed?
l anypreviouslearningagreements
l whethertherearekeypeoplewhomightbeinterestedinthelearningagenda–thetrainingmanagerforexample?
l whatistheemployer’scurrentprovisionoftraining?Whichgroupscurrentlyaccessit?
l thestanceofanyotherunionswhoarerecognisedintheworkplace.
Decide what you want to negotiate onYouneedtoagreewhatyourprioritiesare.Someofthemainissuesyouwillwanttoaddressaresetoutinthechecklistbelow. Manyofthesenegotiatingissuesmaybeincludedwithinaworkplacelearningagreement.Theseagreementswilldifferfromemployertoemployer.Somewillrelatetothedeliveryofaparticularsetofcourses.Otherswillbeabroaderstatementofprinciplecommittingtheemployerandtheuniontobuildalearningworkplace.
Amodellearningagreementwithexplanatorynotesisincludedinthisguideonpage19.
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Checklist for negotiating around learningSomekeypointsareincludedhere.Pleaseseethemodellearningagreementforadditionalpointsandexplanations.
Isthiscovered?
Where?
Timeoffandfacilitiesforunionlearningrepstocarryouttheirwork–thisshouldbepartofyourrecognitionagreementandfacilitiesagreement,sincetheunionlearningrepshouldbeattractingtimeoffinthesamewayasanyotherworkplacerep.Notethatyoushouldbeaskingforextratime,notare-allocationoftimefromotherrecognisedreps.
Definitionsofwhatyoumeanbylearning–itshouldbebroaderthanjusttheskillsyouneedtodoyourjob.
Timeoffforlearningorprotectedtimeforlearningforallstaff,includingbackfillorotherarrangementsforlinemanagersinordertocoverstaffabsence.
Commitmenttoequalities,toincluderegularauditstoensurethataccesstotrainingisnotlimitedtocertaingroupsandtoensurethatissuesaroundtimeoffarebeingdealtwith.
Theestablishmentofalearningcommitteewhichmeetsregularly.
AgreementaboutrunningspecificcoursesegfromtheUNISONLearningatWorkprogramme.
Plan your negotiationWorkwiththebrancheducationteamandthebranchcommitteetoplanthestepsofyournegotiation.UsetheactionplanningsheetsfromtheBranchDevelopmentandOrganisingToolkit(availablefromtheUNISONwebsiteactivistzoneorfromyourregionalorganiser)tohelpplanyourstrategy.Youwillneedtothinkabout:
l whatarethebigissuesaroundlearningandtrainingfacingyourmembers
l what’sinitfortheemployer
l howyoucanrecruitnewmembersaroundthecampaign
l howyoucanencouragememberstogetmoreinvolvedandtrainasunionlearningreps
l howtobuildinregularmonitoringandevaluation.
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SYSTEMS AND PROCEDURESNow you have put your team together and generated some interest in learning, it is time to make sure that the branch and the employer’s procedures are all up to date.
UNISON Union Learning Reps HandbookAllunionlearningrepsshouldhaveacopyofthehandbookandthepostcardsandrecordsheetswhichaccompanyit.Thesehelprecordthemembersandpotentialmembersunionlearningrepshavehadcontactwith–crucialsothatthebranchcanorganisetargetedrecruitment.Therecordsheetscanalsobeusedasawayoftrackinglearningneedsintheworkplace,whichshouldbefedintothebargainingagenda.
Itisimportantthatthebrancheducation/lifelonglearningco-ordinatorkeepsrecordsheetsandotherinformationaboutlearnerssecurelyinordertocomplywiththeDataProtectionAct.
UNISON procedures for accrediting union learning repsWhenanewunionlearningrepisappointedtheregionaleducationofficerandregionalRMScontactshouldbeinformedsothatproceduresfortrainingthemandnotifyingyouremployeroftheirappointmentcanbeputinhand.Thenewrep’sdetailsshouldbesubmittedontheactivistupdateform.
Employersshouldbenotifiedinadvanceoftheunionlearningrepseekingtimeofffortraining.Oncenotificationisissued,therephassixmonthstoattendtraining.Ifthisdeadlineismissedyouremployerhastherighttowithdrawrecognitionfromthemandrefusetoacceptanewnotificationoftheirappointment.
Oncethenotificationisreceivedbyyourregion,trainingwillbeofferedtotheunionlearningrepandonceadefinitetrainingcourseisacceptedbythemeither:
Youremployerwillbenotifiedoftheunionlearningrep’sappointmentandthedateofthetrainingcourse,
Or
Ifyourbranchnotifiestheemployerofnewlyappointedrepresentatives,youwillbesentthedetailsofthetrainingcoursethattheunionlearningrephasacceptedandyoucanthennotifytheemployeryourself.
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Appendix 1
MODEL WORKPLACE LEARNING AGREEMENT
Inthissectionyouwillfindanoutlineofamodelworkplacelearningagreement.ThismodelincludesallofthesectionsthatUNISONthinksshouldbeinanagreement,butdoesnotgointodetailabouthoweachsectionshouldbeworded.
AgreementsarenormallyworkedoutindetailbetweentheemployerandUNISONlocally,andtheirexactshapewillreflectlocalcircumstancesaswellastheexistingconsultativemechanisms.Theremayalsobeaneedfortheinclusionofreferencetootherunionsifyourlocaljointconsultativearrangementsarechannelledthroughajointstaffside.Thefollowingmodelagreementisincludedasaresourceforbranchuseatlocallevelandincludessomegeneralideasandgroundrulesthatbranchescanadapttosuitlocalcircumstances.
Youwillfindageneralguidetowhatneedstobeinanagreementwithguidancenotesinitalicsbeloweachsection.
SECTION 1. INTRODUCTION1.1 Who is involved
Thisagreementcoversthefollowingparties:
Union
Employer
If you are negotiating a multi-union agreement each union will need to be included here. The agreement may cover an entire employer or it may be restricted to certain departments. This should be reflected in this section. It would not normally be the case that the learning provider will be included at this formal point of the agreement.
1.2 Links to external organisations
Theemployerandtradeunionwillliaisejointlywithexternallearningprovidersandotherbodiesasappropriatetomeettheneedoflearners.
In UNISON’s case this may be Careconnect Learning, the Worker’s Education Association (WEA), Open University, National Extension College.
Employers and unions may also have relationships with other potential funding bodies including learning and skills councils, sector skills councils and, in the NHS, strategic health authorities.
1.3 Statement of intent
The..policyhasbeendrawnuptoreinforcetheimportanceofworkplacelearningto….(employer)andunion.Itisdesignedasanoverarchingpolicystatementwhichwilldelivereffectivelearningforemployeesof(employer)
Even if the agreement is relatively narrow in scope try to include a statement demonstrating UNISON’s commitment to learning which is focused on non-traditional learners, which aims to benefit not just the employer but also the learner outside work and as a member of the community.
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SECTION 2. PRINCIPLES2.1 Principles
Thispolicyisbasedonthefundamentalprinciplethatlearningshoulddeveloptheconfidenceandtheskillsoftheindividual,whichwillbenefitthematwork,athomeandascitizens.
2.2 Definitions
Learninginthisdocumentreferstolearningwhichisaccessibletoeveryone,forlifeandforwork,andespeciallyforthosewhohavebeentraditionallyexcludedfromlearning.Learningshouldbeflexibleandresponsivetotheneedsoflearners.Learningisaboutindividualselfdevelopmentbutitisalsoaboutworkingtogethertomeetacollectiveneed–beitintheworkplace,intheunionorinsociety.
PartnershipApartnershipisoneinwhichbothsideshaveacontributiontomake,andinwhichallpartnersrecognisethestrengthsofeachpartner.Thepartnershiphastobeembeddedthroughoutthestructuresofeachpartnerorganisation.Aneffectivepartnershipisonewhichhasatitscentretheneedsoflearnersandwhichisflexibleanddynamic.
SECTION 3. STATEMENT OF INTENT3.1 Commitments
Employer
Itistheresponsibilityandaimof(employer)toraiseeducationalachievementanddeveloplifelonglearningsothateveryindividualwhatevertheirageorstartingpointcanrealisetheirfullpotentialinlearning,workandwithinthecommunity.The(employer)commitstoimplementingthelearningstrategyfromthehighestlevel,toraisingawarenessandsupportforthestrategythroughalllevelsoftheorganisation,andtoprovidingthenecessaryresourcestoenablethistohappen.
UNISON
Tradeunionsarecrucialtothesuccessofencouragingnon-traditionallearnersbackintolearning.UNISONiscommittedtoworkingwithitsmembersandactiviststosupportlearninginitiativesandtodevelopingunionlearningrepstoencourageandsupportlearnersandtoenthuseaboutthebenefitsoflearning.
Theunionbringstothepartnershipitsexperienceofchampioninglearningwithnon-traditionallearners,itsnationalLearningatWorkprogramme,anditsbranchorganisation.
Theunionhas/willdevelopedanetworkofunionlearningrepswhoseroleissetoutbelow.
UnionlearningrepsareanintegralpartoftheUNISONbranchstructureandassuchwillbesupportedbythebranchcommitteeandwillworkcloselywiththebrancheducationco-ordinatoraspartofthebrancheducationteam.Theunion’snetworkofstewardsandworkplacecontactsarealsopointsofcontactforpotentiallearnerswhocanthenbechannelledtotheunionlearningrepsforappropriatesupportandsignposting.
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Theunionprovidestwostagesoftrainingforunionlearningreps,allofwhichisaccreditedbytheOpenCollegeNetwork.
A learning agreement with an employer involves more than union learning reps. This section sets out the central function of the branch and its education or lifelong learning co-ordinator and team. Any learning agreement should be negotiated by or with the close involvement of the branch secretary and relevant lead officers.
3.2 A learning audit
(Employer)willcarryoutanauditoflearningacrosstheorganisationonanannualbasistoidentifywhoiscurrentlyaccessinglearning,andthenatureandleveloflearningtakingplace,andwillmonitorregularlyaccesstolearning.
It is important not to confuse this with a skills audit – the focus should be on how the employer is currently providing for its staff, and on what percentage of training budget and support goes to different groups of staff and on who has personal development plans.
3.3 Combating inequality
(Employer)willworktotacklethebarrierstolearningtoensurethatallstaffcanaccesslearningwhichmeetstheirneedsandtheneedsoftheorganisation.(Employer)resolvestoworkwith(union)andthelearningprovidertoidentifyandaddressbarrierstoequalityinaccesstolearningincludingaccess,andflexibilityinlearningmaterialsanddelivery.
A specific further point to include here should cover how the employer will tackle access – eg ensuring flexibility of delivery to meet the needs of part-time workers and shift workers.
3.4 Time for learning and other resources
(Employer)commitstoresourcingfullythelearningagreementinordertomeettheneedsoflearners,whichmayincludeprotectedlearningtime,paidtimeoff,physicalspaceinwhichtolearnorothersupport.
(Employer)commitstoprovidingphysicalspaceandtimeoffandappropriatebackfilltoenabletherunningof(specificcourses)eachyear(tobereviewedasappropriate).
Different learners will have different support needs. While many learners will want to take advantage of paid time off to learn, others may wish to learn with a group of their colleagues outside of their work hours, or they may wish to take advantage of protected time for learning in the workplace. The agreement needs to acknowledge that learners’ needs will vary and that the approach of the employer, union and learning provider should be flexible.
This section of the agreement should include the specific commitments of the union to identify and develop union learning reps and recruit learners.
3.5 Facilities and time off for union learning reps
Note: this should be in line with existing arrangements for other workplace representatives, and time agreed should be in addition to existing facility time. This section should formally update the recognition and facilities agreement.
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SECTION 4. MECHANISMS AND ROLES4.1 General statement
Thisstatementrecognisesthecommitmentofthe(employer)toanemployeelearningprogrammethatwillhelpstaffpursuelearninganddevelopmentopportunitieswithsupportfrom(employer).Itisrecognisedthatinordertosupportstaffindevelopingtheirskillsandabilities,arangeofsupportmechanismswillneedtobeputinplaceasfollows.
Thisincludes:
Anannualdevelopmentassessmentreviewwiththeirlinemanagertosetoutaplanfordevelopmentopportunitiesfortheyearahead. Theplanshouldbereviewedandupdatedbymutualagreementatleastonceduringthecourseoftheyear. ThisisconsistentwithgoodInvestorsinPeople(IIP)practice.
Aclearentitlementtolearninganddevelopmentwhichisappropriatelyresourcedandsupportedeachyear.
Anemployeeassistanceprogrammewhichwillprovideinformationandsupportforstaffwhowishtotakepartinwiderlearningopportunities.
Allstaffwillhavetheopportunityfortrainingandlearningwhichmeetstheirowndevelopmentneeds.
The entitlement to access learning may be linked to a specific joint union/employer training programme.
4.2 Roles and responsibilities
Employer
(Nameofemployer)hasaclearresponsibilitytoallemployeesinrelationtotheirlearning,traininganddevelopmentinlinewiththecommitmentstatedabove.
Chief officer and senior management team.Itisthedutyofthechiefofficerandtheseniormanagementteamtoensurethatalltheiremployeeshavetheirrighttolearningupheld.Thisreflectsanequalentitlementtolearningforallstaff.
Managers and supervisors.Managershaveresponsibilityforensuringthatallstaffhaveaccesstolearningandtrainingopportunities,cangetthenecessarytimeoffandthattheirworkisproperlycoveredwhiletheyareattendingcoursesorotherlearningopportunities.Allmanagersandsupervisorshaveacentralresponsibilityforthetraininganddevelopmentofemployeesreportingtothem. Theyarealsoresponsibleforensuringthateachemployeeismadeawareoftheworkplacelearningpolicyandthelearningopportunitiesavailabletothem.
Organisational development/training specialist. Allofficerswithspecificresponsibilitiesfortheco-ordination,managementand/ordeliveryoflearninganddevelopmentmustcomplywiththeworkplacelearningpolicy.
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Employees.Employeesshouldthinkcreativelyabouttheirowndevelopmentneedsandbepreparedtomakesuggestionstotheirmanagers.
Trade unions.Tradeunionsarecrucialtothesuccessofencouragingnon-traditionallearnersbacktolearning. Theyneedtohelpenthuseworkersoftheopportunitieslearningcreates,andoffersupportandencouragementtounionlearningrepresentatives.
Union learning representatives.UnionlearningrepresentativeswillworkwithmembersofstaffinaccordancewiththedutiesandresponsibilitiesoutlinedintherelevantACASCodeofPractice.Youwillfinddetailsoftheirroleonpage10-11ofthishandbook.
4.3 A learning committee
AlearningcommitteewillbeestablishedcomprisingrepresentativesofUNISON/thejointunions,includingrepresentativesoflearners,andseniormanagement,wherethearrangementsforandmonitoringofthesuccessofthelearningagreementwillbethesubjectofjointdiscussionbetween(employer)and(UNISON/thejointunions).
There are different approaches to the learning committee: one option is to see it as a negotiating committee which should be a sub committee of the joint consultative committee, another is to see it as a consultative committee on which learners can also sit.
If you adopt the learning committee approach you will need to include some reference to important matters including:
l who will sit on the committee
l what will be its functions and remit – eg will it be advisory or will it be a negotiating committee?
Some issues it may discuss:
l setting up courses
l reviewing learning audits and acting on its their findings
l how it will address equalities issues
l how the committee will fit in to the existing negotiating and consultative arrangements
l how the views of learners and union learning reps will be represented on the committee
l how often it will meet.
The committee’s membership should reflect the interests and needs of learners who should, along with union learning reps, be represented on the committee.
4.4 Communications strategy
Mattersreferredtointhispolicywillbecommunicatedtostaffthroughinclusioninteambriefingsessions,noticeboards,staffbulletinsandviajointlyagreedstatementsfromthelearningcommittee.
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Meetingsoflearnersengagedinlearningprogrammesandmeetingsofthebrancheducationteamshouldbefacilitated,andtheirviewsfedintothelearningcommittee.
The agreement will need to define how these issues will be communicated to staff, how any new learning initiatives will be advertised to staff and how staff will have the opportunity to have some input in terms of raising issues or suggesting how learning needs can be met.
4.5 Representation and recognition
(Theemployer)and(UNISON/thejointunions)recognisethekeyroleofunionworkplacerepsinthesuccessfulrealisationoflifelonglearning.
Theunionwillappointunionlearningrepresentativesinaccordancewithitsrules.Thesewillbenotifiedtotheemployerbytheunion.
Theemployerwillnormallyallowtimeofffortrainingwithinsixmonthsofnotificationofappointmentbytheunion.UnionlearningrepresentativeswillbeaffordedtimeofftoperformtheirdutiesinaccordancewiththerelevantACAScodeofpractice.
UNISONwillprovideappropriatetrainingforunionlearningrepresentatives.
Note that if you are negotiating a multi union agreement it should be made clear that each union will have the right to train its own union learning reps.
The agreement needs to spell out the fact that communication is a two way process and that communications going out from the learning committee need to be jointly owned, clear and accessible for all members of staff and preferably use different methods to ensure that the message gets across.
The inclusion of paid time off for regular meetings of learners and union learning reps is also important, in order to ensure that their issues are heard and addressed and that the quality and effectiveness of the programme is monitored.
SECTION 5. RESOLVING DISAGREEMENTSShoulddisagreementsarisebetween(theemployer)and(UNISON/thejointunions)aboutanymatterscoveredbythisagreement,theywill,inthefirstinstancebediscussedatthelearningcommittee.Shouldresolutionnotbereachedatthelearningcommittee,(theemployer’s)normaldisputeresolutionprocedureshallbeapplied.
This could be by joint agreement of the learning committee or through the operation of your employer’s grievance or disputes procedure if all else fails. You should try to specify different levels for airing such disagreements so that both sides have the chance to resolve them at the lowest level possible.
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SECTION 6. REVIEW AND MONITORING Itisrecognisedthatchangessometimesoccurwhichmayaffectanyofthepartiestothisagreement.Thereforeanysuchchangesmayneedtobeconsideredthroughjointconsultationinthelearningcommittee.
Ifnecessarythisagreementmaybeamendedthroughthenormaljointconsultativearrangementsthatexistbetween(theemployer)and(UNISON/thejointunions).
Aminimumofthreemonthsnoticewillbegivenforproposedchangestothisagreement,unlessbothpartiesjointlyagreetoalessernoticeperiod.
You will need to include details of:
l how the agreement (and the workplace learning that it supports) will be monitored
l who will collect and distribute the information to enable you to do this
l how often the information will be provided
l what sort of information you will require
l what the learning committee will do with the information.
Qualitative information about learners’ reactions to learning, for example, as well information about numbers accessing training, is important.
Finally in this section you may want to add a section that gives you the right to review the agreement as a whole after a defined period. This will give you the opportunity to amend it if that is necessary.
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Appendix 2
ACAS CODE – GUIDANCE ON UNION LEARNING REPS
TheEmploymentAct2002gaveunionlearningrepsthesamestatutoryrightsasotherunionrepresentatives.TheserightscameintoforceinApril2003andaresetoutintherevisedACASCodeofPracticepublishedinFebruary2003.
Section 1: time off for trade union duties1.3 Union learning representatives:employeeswhoaremembersofanindependenttradeunionrecognisedbytheemployercantakereasonabletimeofftoundertakethedutiesofaunionlearningrepresentative,providedthattheunionhasgivennoticeinwritingthattheemployeeisalearningrepresentativeofthetradeunionandthetrainingconditionismet.
Thefunctionsforwhichtimeoffasaunionlearningrepresentativeisallowedare:
l analysinglearningortrainingneeds
l providinginformationandadviceaboutlearningortrainingmatters
l arranginglearningortraining
l promotingthevalueoflearningortraining
l consultingtheemployeraboutcarryingonanysuchactivities
l preparationtocarryoutanyoftheabove
l undergoingrelevanttraining.
Section 2: training of officials in aspects of employment relations and employee development2.2 Training for union learning representatives:Employeeswhoaremembersofanindependenttradeunionrecognisedbytheemployerareentitledtoreasonablepaidtimeofftoundertakethefunctionsofaunionlearningrepresentative.Toqualifyforpaidtimeoffthemembermustbesufficientlytrainedtocarryoutdutiesasalearningrepresentative:
eitheratthetimewhentheirtradeuniongivesnoticetotheiremployerinwritingthattheyarealearningrepresentativeofthetradeunion
or
withinsixmonthsofthatdate.
All Information taken from ACAS Code of Practice 3:TimeoffforTradeUnionDutiesandActivities.Foracopypleasecontactyourbranchsecretaryorsee
www.thompsons.law.co.uk/ltext/dload/tiofguid.pdf
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Appendix 3 LEARNING IN SERVICE GROUPS AND SECTORSUNISONactivityatlocallevelissupportedbynationalframeworkagreementsaroundlearningforsectorsandservicegroupswherepossible,andbyworkingwiththesectorskillscouncilstoensuretheinterestsofUNISONmembersaretakenintoaccount.
UNISON and sector skills councils (SSCs)
25*SectorSkillsCouncilscover85%ofUKworkforce.Thereisalegalrequirementforaunionplaceontheboard.SSCsofferunions:
l labourmarketinformation
l opportunitiestoinfluencecontentandqualityofqualifications
l accesstoemployers
l addedcreditabilityforcampaignsaroundlearningandskills.
UNISONhasrepresentationonthemajorityofSCCs.
Therepresentativesareabletoidentifyopportunitiestoshapenationalandregionalskillsagendasandmachinery.Ifsuccessful,theycaninfluencethecontentofsectorskillsagreements(SSAs),actionplansandregionalanddevolvedadministrations’skillsstrategiessotheseprovideasupportiveframeworkforbranchestomaximisebenefitsformembers,ourunionandthewiderworkforce.
AsaUNISONrepresentativeonaSSCtheycanplayastrategicroleininfluencingthesebodiesto:
l fullyrecogniseexistinggoodpracticewithinpublicsectororganisations,andpromotethediversetrainingandworkforcedevelopmentprioritiesofthepublicserviceworkforce
l acknowledgetheimportantcontributionthatunionsandULRsmaketoachievingnationalskillsobjectives,andrecogniseunionsasfullpartnersinpromotingtrainingatalllevels
l ensurethereisaccesstoqualifications,andprogressionandcareerpathwaysforworkersinlowerskilledoccupations,aswellasforthoseinhigherleveljobs
l doeverythingtheycanwithintheirremittopromoteequalityofopportunity.
*thisnumberislikelytobereducedby2012followingthepublicationofSkillsforGrowth–theNationalSkillsStrategyNovember2009
Local Government Service Group
ABranchGuidetoLifelongLearninginLocalGovernment(stockNo.2466)hasbeenwrittentoprovideguidancetobranchesonhowbesttocreateaframeworktopursuepoliciesonlifelonglearninginthebranch.Thekeypointsofthenationalagreement(greenbook)ontraininganddevelopment,part2,paragraph3andpart4,paragraph8,aresetoutbelow:
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Part 2 (Part 2.3, from paragraphs 3.1 – 3.3)
3.1 Authoritieswilldeveloplocal‘workforcedevelopmentplans’.Stafftraininganddevelopmentshouldmeetbothcorporateandserviceneedsofauthoritiesandtheindividualneedsofemployees.Itshouldenableaccesstolearningforallemployees,includingpart-timeandshiftworkersanditshouldincludethefullrangeoflearningmethods.
3.2 Employeesundertakingrequiredtrainingareentitledtopaymentofnormalearningsandrelevantexpenses.Theyarealsoentitledtopaidleavewhensittingrequiredexaminations.Whenattendingtrainingcoursesoutsidecontracteddailyhours,part-timeemployeesshouldbepaidonthesamebasisasfull-timeemployees.(Assistanceforotherformsoflearning,forexamplethatdirectedatindividualdevelopment,willbelocallydetermined).Sometrainingcanbeveryexpensiveandauthoritiesmayrequirerepaymentofallorpartofthecostsincurredshouldanemployeeleavetheauthoritybeforeareasonabletimeperiodhasexpired.Theauthority’spolicyinthisregardshouldbemadeexplicit.
3.3 Objectivesfortraininganddevelopmentprogrammesshould:
l enablecouncilstoattaintheirstrategicobjectivesviainvestment intheiremployees
l promoteequityofaccesstolearning
l encourageemployeestodeveloptheirskillsandlevelof responsibilitytothemaximumoftheirindividualpotential
l widenandmodernisetheskillsprofileofemployeestomaximise theirversatility,employabilityandso,jobsecurity
l enableemployeestoraiseproductivity,qualityandcustomer serviceinpursuitofsustainableimprovement.
3.4 Authoritiesshouldestablishlocalpartnershiparrangements,toincluderecognisedtradeunions,todeveloptheirlocalworkforcedevelopmentplans.
3.5 TheNJCendorsespartnershipprovisionsuchasthe“ReturntoLearn”scheme.Authoritiesandtherecognisedtradeunionsshallencourageandsupportemployeestakingonthestatutoryunionlearningrepresentative(ULR)role.Thiswillincludeagreeingfacilitiesandpaidreleaseinaccordancewithstatutoryprovisions.
Part 4.8: (Guidance) Workforce Development Plan Guidelines
2.1 TheNJCrecommendsthatplansinclude:
l targetsandcommitmentsonaccesstolearning
l theapproachtodevelopingLearningPartnershipsincludingany deliveryofprogrammesjointlywiththetradeunions
l provisionsforensuringthatmanagersandtradeunion representativesarejointlytrainedtodelivertheplan
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l theapproachexpectedofcontractorsinrelationtoworkforce traininganddevelopment.
2.2 Theplanshouldalsocovertheroleofunionlearningrepresentativesandspecifythefollowingindetail:
l paidtimeofftoattendunionlearningrepresentativetrainingand accreditation
l paidtimeofftoattendjointtrainingwithmanagersinconnection withdevelopingandimplementingtheagreement
l paidtimeoffandfacilitiestocarryoutunionlearning representativeduties
l anypaidtimeoffarrangementforemployeestoconsultunion learningrepresentatives.
Section2.3containsfurtherguidanceandactionpointsoncorporatestrategy,investinginthecurrentandfutureworkforce,implementationandgeneralinformationandadvice.
360localauthoritybranchesalreadyhaveULRsactivearoundlearningandgettinginvolvedinworkforcedevelopmentplansprovidesanidealopportunitytoexpandthatworkandforbranchesnewtothelearningagendatogetonboard.
TheGetoninLocalGovernmentAwards(GOAwards),whichanincreasingnumberofauthoritieshavesignedupto,givesanongoingcommitmenttoencourageallstafftogainanup-to-dateSkillsforLifequalificationinliteracyand/ornumeracywiththesupportofunionlearningreps.TheGOFireAwardisreplicatingthisworkinfireandrescueauthorities.AnumberofbranchesareusingthisaspartoftheirstrategyaroundworkforcedevelopmentplansandtoengageemployersaroundSkillsforLife.
Health Care Service Group
WithintheNHSthereisastrongcommitmenttoextendlearningopportunitiestoallgradesofhealthservicestaff.Itisrecognisedthatfortoolongtrainingresourceshavegravitatedtowardsthosewithprofessionalqualificationsattheexclusionofsupportstaffwithinthehealthteam.
Thegovernment’splantomodernisehealthservicesincludedacommitmenttoprovideallNHSstaffwithopportunitiestodeveloptheircareers,toencourageacultureoflifelonglearningandtoenablestafftorenewandextendtheirskillsandknowledge.WiththeintroductionoftheKnowledgeandSkillsFramework(KSF)everymemberofstaffemployedonAgendaforChangetermsandconditionsnowhasacontractualrighttolearninganddevelopmentopportunities.TheKSFisnowbeingembeddedacrossthehealthservice.ItrepresentsthelargestcommitmenttotraininganddevelopmenteverseenintheUK.
AgendaforChangeandtheKSF(oritsequivalent)alsoappliestoprivatecontractorstaffinsoftfacilitiesmanagement(catering,cleaningdomestic,portering,linenandlaundryandotherrelatedservices).Thesestaffareemployedontermsandconditions‘nolessfavourable’thanthoseapplyingtodirectlyemployedstaff.
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LIFELONG LEARNING 30
UNISONhasworkedcloselywithhundredsofNHStruststoenrichtheirtrainingprogrammeswithauniquerangeofcoursesavailablethroughUNISON-employerlearningpartnerships.Thesecourses,encouragingstafftogetbackintolearningandprogression,arenowmappedagainsttheKnowledgeandSkillsFrameworkdimensionsthusmakingthemindispensableinthesuccessofAgendaforChange.
AProfessionalPortfoliohasbeendevelopedtohelphealthcareassistantsidentifytheirskillsandknowledgeandtoenablethemtousethisinformationtocreatenewcareerandlearningopportunitiesforthemselves.Theportfolioincludesadviceonwritingacurriculumvitae,applyingforjobsandimprovingwritingandstudyskills.ThiswillalsosupporttheirprofessionaldevelopmentundertheKnowledgeandSkillsFramework.
Progresshasthereforebeenmadeinpromotingthelearningneedsofsupportstaffinhealthbutmuchstillneedstobedoneifthecommitmenttoan‘entitlement’istobemadeareality.
Other sectors and service groups: Joint learning agreements with employers
LearningisprovidingausefulorganisingtoolinsomesectorswhereemployersarekeentoworkwithUNISONarounddevelopmentopportunities.
Forexample,attheenergycompanyE.ONuk,theUNISONPowerbranch,whichoperatesnationally,organisedaroundlearningtogain500newmembersin2009andexceededitsrecruitmenttargetby360%.NewmemberssignedupforthelearningopportunitiesnegotiatedbyUNISONunionlearningrepsandanemployer/unionjointnationallearningagreementwillbesignedshortlytoformaliseandsupporttheworkgoingonacrossthecompanywithULRs.
Knowledgeofotherlearningagreementsthathavebeenreachedcanhelpwhennegotiatingwithemployers.Tofindoutaboutlearningagreementsinyoursectororservicegroup,contactyourareaorganiseroryourbargaininginformationservicecontactwithinyourregion.
UNISON’slearningandorganisingservicesalsoproducesanumberofspecificlearningoffersformembersindifferentservicesgroupsandsectors,includingthepolicesupportstaff,fireservicesstaff,cleanersandadminworkers.
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A BRANCH GUIDE 31
Appendix 4SOME USEFUL CONTACTS AND RESOURCES
Regionaleducationofficers[REOS]regionallearningdevelopmentorganisers[RLDOs]andareaorganiserswithlearningdevelopmentresponsibility[AOs]
EASTERNREO Jane Rudd / RLDO Philip KempTelNo:01245608905 [email protected]
EAST MIDLANDSREO Janet Guest and Angela Gerrard / RLDO Gavin McCannTelNo:01158475457 EMail:[email protected]
LONDONREO Les Perkins / RLDO Richard SoerTelNo:02075356645 EMail:[email protected]
NORTHERNREO Keith Hodgson / AO Dawn NicholsonTelNo:01912450802
NORTHERN IRELANDREO Cath Friel and REO (Learning) Fidelma CarolanTelNo:02890270190 EMail:[email protected]
NORTH WESTREO Helen Titherington / RLDO Cleve TaitTelNo:01616616777 EMail;[email protected]
SCOTLANDREO Anne Cascarino TelNo:01413422833 EMail:[email protected]
SOUTH EAST REO Sam WinesTelNo:01483406533
SOUTH WESTREO Kay Mackenzie /RLDO Edna WarwickTelNo:01823285335 EMail:[email protected]
CYMRU/WALESREO Gareth John / RLDO Helen HuelinTelNo:02920729414 EMail:[email protected]
WEST MIDLANDSREO Fred Cattle /RLDO Gurdeep SinghTelNo:01216853122 EMail:[email protected]
YORKSHIRE & HUMBERSIDEREO Sue Cookman /RLDO Sultan MahmoodTelNo:01132182626 EMail:[email protected]
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Publications 10 things you need to know about UNISON and learning-memberrecruitmentleafletpromotinglearning.AvailablefromUNISONCommunicationsUnit–StockNo.2373
U-Train–amapofUNISONroutestolearningforrepresentativesandmembers.AvailablefromUNISONCommunicationsUnit–StockNo.2370
Spread the Word-aleafletexplainingandrecruitingunionlearningreps.AvailablefromUNISONCommunicationsUnit,stocknumber1893
Learning Angles–aseriesoffactsheetstohelpunionlearningrepspromotelearningaroundcurrentissues.Availabletodownloadfromwww.unison.org.uk/laos/publications.asp
Union learning rep –posterwithblankspaceforULRstoadvertisecontactdetailsandevents.AvailablefromUNISONCommunicationsUnit–StockNo.2165
Branch guide to lifelong learning in local governmentavailablefromUNISONCommunicationsUnit–StockNo.2466
Skills at work –UNISON’sworkplacelearningpartnerships:aguideforemployers.AvailablefromUNISONLearningandOrganisingServices,1MabledonPlace,LondonWC1H9AJoremailLearning&[email protected]
Agenda for change:aUNISONguidetotheKnowledgeandSkillsFramework(KSF)-availabletodownloadfromunison.org.uk/healthcare/a4c/ksf
Skills for Work in the NHS–introducingtheNHSSkillsEssentialsone-daycourses.AvailablefromUNISONLearningandOrganisingServices,1MabledonPlace,LondonWC1H9AJoremailLearning&[email protected]
UNISON – your passport to learning in the Police Service-memberrecruitmentleafletforpolicestaffpromotinglearning.AvailablefromUNISONCommunicationsUnit–StockNo.2587
Fire and rescue staff: improve your skills with UNISON-leafletforfireandrescuestaffpromotinglearning.AvailablefromUNISONCommunicationsUnit–StockNo.2577
The Learning Rep -availablefromTUClearningServicesTel02070796920ororderonlinehttp://www.unionlearn.org.uk/publications
OtherpublicationsmaybeavailablefromyourRegionalEducationOfficer.
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A BRANCH GUIDE 33
WebsitesFormoreinformationaboutthelifelonglearningagendathefollowingwebsitesmaybeuseful:
UNISON–unison.org.uk
UNISONLearningandOrganisingServices–unison.org.uk/laos
Unionlearn-unionlearn.org.uk
WorkersEducationAssociation–wea.org.uk
NationalInstitutionforAdultandContinuingEducation–niace.org.uk
CampaignforLearning–campaign-for-learning.org.uk
LearningandSkillsCouncil–lsc.gov.uk
LifelongLearning–lifelonglearning.co.uk
Directgov-AdultLearningandSkills–Aportalforthoselookingforadviceorwishingtofindoutaboutgovernmentpolicyonadultlearning.-direct.gov.uk/en/EducationAndLearning/AdultLearning/
MoveOn-move-on.org.uk
TraintoGain-traintogain.gov.uk
OpenUniversity–open.ac.uk
UKCommissionforEmploymentandSkills-ukces.org.uk
SkillsforSchools-skills4schools.org.uk
DepartmentforBusinessInnovationandSkills-bis.gov.uk
18677-Lifelong_adviser.indd 33 01/12/2009 15:23
A BRANCH GUIDE 34
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A BRANCH GUIDE 35
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Designed,producedandprintedbyUNISONCommunications.PublishedbyUNISON,1MabledonPlace,LondonWC1H9AJ.CU/December2009/18677/2098/UNP10921/10,000
UNISONhasmorethanamillionmembersdeliveringessentialservicestothepublic.Servicesthatprotect,enrichandchangelives.Wewanttoseechangesthatputpeoplebeforeprofitandpublicinterestbeforeprivategreed.Addyourvoicetoourcampaigntocreateafairersociety.
Tofindoutmoreoraddyourvoicetoourmillionvoicesforpublicservicesgotounison.org.uk/million
TojoinUNISONtoday,gotounison.org.uk/joinorcall08343550845
18677-Lifelong_adviser.indd 36 01/12/2009 15:23
