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I’d like to thank Hilary for his very interesting speech – which actually redresses some of the imbalance in the growing commentary on trade union fortunes and prospects. It is heartening to hear that we are not irrevocably doomed and that there is recognition that trade unions should be part of the solution to a fairer society, with better work, fairer treatment and better reward for all employees. And if we are to be honest, such views need greater prominence in this Labour government, which should be prouder of its links with the trade union movement, and building firmer foundations upon them.
I’d like, in my response, to concentrate on some key themes raised by Hilary. The first is the changing world of work, and how trade unions should respond to the challenge this places upon them. I agree strongly with David Coates analysis in ‘Raising Lazarus’ that unions play one of their most valuable roles as a ‘strong friend in the workplace they are there when people get into trouble, but more than this- unions must articulate what good work looks like – and that successful workplaces offer good conditions of employment, and that unions work with employers to improve organisational performance.
This means that unions have to be very aware of what the current conditions in the workplace are for their members. What their members’ current experience is and what their potential needs are likely to be.
ATL has, in the past four years, examined these issues very closely. We work in a crowded market – teaching is the most heavily unionised workforce with over 90% density in the state sector. If we are to survive, we must be, and be seen to be relevant. And in the 21st century, relevance has to be more than an insurance policy (we’ll protect you if you get into trouble), because other outfits can do insurance. And relevance has to be based on more than an oppositional stance – because members do not want consistently to be in opposition – either to their employers or to the elected government.
Unions have to be able to tell their members an aspirational story. They have to be able to convince members and potential members that being part of a union is part of the solution to the problems they face. And unions have to demonstrate that, membership of a union enables members to be better at their work.
That is why ATL invests so heavily in the skills development of its membership through its union learning programme. ATL now has over 120 union learning reps, working in schools and colleges to develop their colleagues with relevant and effective CPD. That is why ATL invests so heavily in its training programme – giving members the skills and expertise they need to join in the union and to get on at work. That is why, in September, all our members got a free CD rom, linking directly onto our web site, where we give them regularly updated and essential advice on changing aspects of their work – in this case the new performance management system rolling out in state schools from September . We tell them about the new arrangements, how to prepare for them, and how to benefit from them professionally. Our message to our members is: join in and get on.
I would also like to talk a little bit about partnership working. Hilary referred to the Warwick agreement which has had lots of profile. I’d like to refer to another example of social partnership. It’s one of the best kept secrets in Whitehall that education unions have been working in social partnership with the government since 2003. The social partner unions, ATL, the NASUWT, PAT, UNISON, GMB and the T& G, worked together to sign the National Agreement on Raising Standards and Tackling Workload which provided the framework and the rolling programme of contractual entitlements to remodel the school workforce. Social partnership has changed the way in which teachers in state schools in England and Wales work. It has taken them away from routine clerical work; given them allocated planning, preparation and assessment time, and refocused their professional energies on raising standards of teaching and learning. Now social partner unions have access to policy makers on an unprecedented basis – and we use our influence to good effect. In recent months we have, with in social partnership, negotiated on the new set of teaching standards and a revised performance management policy which directly links teachers’ pay with their performance.
You can see from the last example that social partnership working does involve hard negotiations on difficult issues for our members. But at ATL we believe that we should be in there, doing the deal and representing our members, even through those aspects of the policy agenda which have no quick wins. This is responsible, effective trade unionism, and the government should create more opportunities for unions to be engaged with them in this way.
At ATL are working hard to articulate to our members that membership of their union means that they are better informed, better equipped to meet the challenging and changing needs of the workplace. And we do this by enabling our members to be better involved. Over 70 percent of our membership is female. We had to look beyond the evening branch meeting to involve them in the union. This year, we set a target to directly reach 3,000 members through email surveys, the findings of which feed directly into union policy. We have smashed this target – and we will double it next year. Members are asked for their opinion, and we go back to them to say what we have done with their responses, and how we are using their opinions to shape government policy or to influence employers or other stakeholders.
And all this work, as Hilary says, also needs to also have an international dimension.
Our members are also represented in social partnership at the EU level through our involvement in the ETUCE (European Trade Union Committee for Education). ATL is involved in the international education world though Education International and we are increasing supporting trade union colleagues more directly, with the Colombian situation probably the highest profile issue for our members.
So, in conclusion, I hope, Hilary, that in your list of good trade union practice, in the future you will add ATL. ATL has demonstrated that it is possible to reverse membership decline, to grow the union and to raise its profile and influence. We are working hard to learn from our members, to reflect their views and concerns and to represent these effectively – and we are growing membership up by 4% this year alone. Unions can buck the trend. They can increase their density, and they will survive if they work in ways which meet the needs of their membership in the modern world.
