arc news 82 apr/may 2016

“I WANT TO HOLD HMRC TO ACCOUNT AS IT MOVES TOWARDS REGIONAL CENTRES.” Vicky Johnson—p4

“’MY HOUSE BURNT DOWN YESTERDAY AND I SHOULD LIKE SOME INSURANCE PLEASE”’ Graham Flew—6

“THE STORMING PARTY FAILED, AS ONE OF THE REBELS SHOT FOUR OF THEM DOWN WITH A REVOLVER THROUGH THE LETTERBOX.”

arcnews

EASTER RISING EYEWITNESS—14

ISSUE 82 | APR-MAY 2016

Tony’s final bow President Wallace takes his final curtain–10

EDITORIAL

EDITORIAL

JULIE BLAYNEY

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eceiving my third invite to a retirement party this month, and having very recently started a new job, I can’t help but think sbout the impact of change. Change is inevitable, and dealing with it positively has been a focus of HMRC since it came into existence. It can feel difficult to see the positive for the Department when our experienced colleagues retire, taking their knowledge with them (though trust us, retirees, those of us still working are mostly envious of the positives for you personally!).

Hopefully, younger colleagues benefitted from the experience of those nearing the end of their working life, and the vacancy left when someone retires gives colleagues an opportunity to change jobs, bringing personal and often team development, so there are clear positives to be had if appropriate thought and planning has been done.

This is where most people seem concerned about the BoF changes – the pace of change is so rapid it may not allow for that planning. Where staff are not retiring, but having their office closed with no viable alternative, there is no balance of positives. HMRC must do what can be done to gain the benefit of the years of experience these staff have to give, whilst also recognising the difficulties (and often hurt) for these colleagues. It is a balance that doesn’t currently seem to have been struck. Likewise ARC must focus its resources on both those staff who know they do not have a future in the Department, and those within RDT of a Regional Centre, ensuring that the promises of better technology, more flexible working and varied career paths for all are delivered.

Speaking of the challenges ARC faces, there is more change afoot.

Vicky Johnson is President and Paula Houghton her deputy. You can read their brief introductions on pages 4 and 5 (the next issue will include all the reports from the 2016 AGM in Nottingham). Supporting them is a new Committee with plenty of familiar faces and some new ones too. We will publish introductions to the new members and details of the new roles for everyone in upcoming editions.

So, I’ll keep going to those retirement parties and I’ll keep worrying about the rapid pace of change on ARC members, but I won’t worry about all change. Some of it is quite exciting.

Julie Blayney Deputy Editor

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FIRST

Photo Competition The winner of the new photo competition is deputy editor Julie Blayney with this shot of an FDA bag on the beach... Not really, we didn’t receive any entries and Julie was inspired by some interesting artwork on a hotel room wall. If you can do better, send us a shot of your arc goodies in use somewhere different to arcnewseditor@gmail.com. The best picture wins. Entries by 30 May please.

LETTERS

Letters

Letters on all topics are welcome. We may edit letters for sense and syntax; please email them to arcnewseditor@ gmail.com and mark them clearly for publication, or write to ARC, 8 Leake Street, London SE1 7NN.

arcnews

is published by the Association of Revenue and Customs (ARC) 8 Leake Street London SE1 7NN

Membership:

020 7401 5590 membership@fda.org.uk Editor:

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Will Richardson arcnewseditor@gmail.com Mobile: 07973 895887

President:

Deputy Editors:

President’s Secretary:

Design & Production:

Vicky Johnson, 020 7401 5559 020 7401 5573

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APR-MAY 2016: ISSUE 82

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The views expressed in arcnews are not necessarily the views of the editor or the union. arcnews is printed on environmentallyfriendly paper produced from sustainable forests and wrapped in biodegradable polywrap.

Please recycle after you have finished reading this magazine.

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NEW COMMITTEE

Introducing the new president...

Vicky Johnson I THINK WE HAVE A REAL BASIS TO MOVE FORWARD AND MODERNISE OUR UNION. WE HAVE THE BUILDING BLOCKS IN PLACE TO CONSULT AND WE ARE STARTING TO SEE REAL EFFORTS TO ENGAGE WITH US IN REAL TIME.

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hen I wrote my last piece for arcnews I had just joined Committee as an Officer, now I am the next President. I am alternatively excited and petrified at what lies ahead for the next two years.

I am lucky that I have the support of my husband Mark who has now retired after 38 years in HMRC and both of its predecessor departments. As with many who retire we often forget to thank them. So I am thanking him now for all the work he did for ARC, USRO, AIT (what’s in a name?) over the years and in particular for his casework.

So why did I agree to stand as President and what do I want to achieve? Well firstly I need to acknowledge the work that the current Committee and Tony have done to bring us back into the fold. When Tony took over in 2014 we were in dispute with our employer and as a union we had become disjointed. Tony and

Committee have worked hard and while we are far from perfect we have improved.

So my first task is to continue to build on that work. That is why I agreed to stand; I think we have a real basis to move forward and modernise our union. We have the building blocks in place to consult and we are starting to see real efforts by some to engage with us in real time. We have a new dynamic at the top of both ARC and HMRC; Paula and I are the first all female team to lead ARC, working with two new people at the top of HMRC (well one new and one we already knew) and with a new Head of Employee Relations.

Secondly I want to hold HMRC to account as it moves us towards Regional Centres. I want to make sure it follows its own guidance throughout the one-to-one processes and throughout the transitional period when some regions have extra buildings being provided to help accommodate the business expansion plans. I want each and every one of you to be involved in this. We need you on the ground, attending the Regional Implementation Groups, feeding back the issues to your regional Committee Liaison Officers, so we can get an overall

picture across the country. We can then go to meetings armed with the current issues as reported back by our membership – it makes us more powerful. We are seeing this with the results of the survey Paula put together – with almost 1,000 members responding it gives us a good representative sample of how the plans will affect us.

So there are the two big ticket items, modernisation, including consideration of how we can move our Centre structure towards a Regional structure – and consultation on BoF and Regional Centres.

But what else?

Those who know me well will know that I have been a Centre Manager for graduate recruitment for the last eight years and that trainees and training courses are a subject I remain involved with. I want ARC to help the department as it seeks to change these courses so that we ensure the future of our training and keep our ability to fight, successfully, those who attack our legislation.

Then there’s pay, terms and conditions, pensions, the grievance process, workloads, TOIL and PMR; all of which we continue to discuss. There will be many more as we move through the next two years. I’m prepared to work hard to try and make a difference on as many of these issues as I can.

Who’s with me? arcnews

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and the new deputy president.

FIRST

Paula Houghton

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here do I start?

Writing an introduction piece is always tricky – most of us don’t really like talking about ourselves do we?

As a starter for ten I looked back at my previous introduction pieces for arcnews, and it’s interesting to see how many things change and what remains the same. Every time I write one of these I highlight the importance of having representation outside London, and this definitely hasn’t changed as so many of us face drastic and in some cases lifechanging decisions in the run up to the full introduction of Regional Centres. I have also highlighted the diversity of Committee in the past; this has improved but at time of writing I don’t know what the make-up of the new Committee will be, so I hope we continue to make gains in making Committee reflect the membership.

I don’t think any of us are under any illusions about the next two years; we aren’t going to have any easy ride with changes to our working lives, terms and conditions and everything related coming at us almost constantly for the last few years. There is no respite on the horizon. I know that Vicky is absolutely committed to ensuring that HMRC listens to you, our members in all these issues, and I am committed to supporting her in that aim.

So in these difficult times what inspires someone to stand and put their head above the parapet arcnews

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as we have done? For me it’s a determination to have our voices heard, to ensure fair representation for all and to continue the work that our predecessors have done in re-engaging with both the Department and the membership; it’s putting together a team at the top of the union to achieve the aims you set out for us at every AGM and continuing the great work we have been doing on communications, negotiations and personal representation. I’ve been on ARC Committee for six years now and the word “unprecedented” seems to be used by each successive group of Officers and Committee to describe the challenges we face, but the pace and scale of the changes we face now really do exceed anything which has gone before. Never one to shy from a challenge, when Vicky asked me to join her as her Deputy I was pleased to accept the role, fully understanding that this isn’t going to be an easy ride!

My day job is as a Professional

Development Manager in BT, leading on knowledge management, technical updates and various other areas. I am a Tax Professional, having graduated from the IDP programme in 2009 but I have been working in various training roles for the last 4 years developing my skills in this area and thoroughly enjoying the opportunity to assist with the development of new projects.

Outside work I spend a lot of time looking after my Squadron of Air Cadets, organising and supervising activities as diverse as flying, gliding, shooting, hill walking, lots of sports and fundraising. Ask me sometime about my 75 Challenges for the 75th Anniversary and I’ll bore you to death before sending you a link to my fundraising page! In the brief moments I actually have to myself I love travelling, reading, a little bit of crochet, scuba diving, watching rugby and maybe a nip or two of good gin. If I’m not answering emails it’s usually because I’m attempting to indulge myself in one or two of these (or in a muddy field somewhere with 50+ teenagers running riot!).

I’m genuinely looking forward to the challenges ahead and I hope I can do justice to the role with which I have been entrusted.

I DON’T THINK ANY OF US ARE UNDER ANY ILLUSIONS ABOUT THE NEXT TWO YEARS; WE AREN’T GOING TO HAVE ANY EASY RIDE WITH CHANGES TO OUR WORKING LIVES, TERMS AND CONDITIONS AND EVERYTHING RELATED TO THEM.

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RECRUITMENT

Why should I join the Union? (& when?)

GRAHAM FLEW HELPS YOU MAKE THE CASE. “I am prepared for the worst, but hope for the best.”

Benjamin Disraeli 1804-1881

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ne of the roles of being an arc Officer is to promote the union and to recruit new members. This is, of course, a responsibility of all of the members but I am happy to accept my share of that responsibility.

So how do I convince the nonmember that it is a good idea to join?

I know that the main reason given for not joining is “no one asked me”. Well, that is all well and good but we must ask in the right way. This is a mixture of pointing out the benefits of membership and mentioning some of the potential down sides of not being a member.

There is plenty written elsewhere about the benefits the union brings by way of collective bargaining, having a voice in the workplace and protecting jobs so my words here are about dealing

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with problems that may arise.

A major part of my responsibilities over recent years has been to look after the personal casework and the personal caseworkers and this, inevitably, means I have heard many tales of woe. I usually describe this as: “Think of something silly/daft that could be done to/by someone and I shall find you an example of it”.

We are all subject to potentially challenging issues with our staff, our managers, our colleagues, our customers and life in general.

All of these areas can bring our working life under some sort of challenge and facing them alone may not be the best way of reaching the best outcome. To have support at times of trouble is an obvious benefit but all too often I find myself turning away those who need assistance because they had taken the view that it could never happen to them.

Here’s a recording from many a phone call: CALL CENTRE OPERATIVE: “Hello Mutual Union Insurance Co, how can I help you? “ NON CUSTOMER: “My house burnt down yesterday and I should like some insurance please.”

ARC MEMBER: “Can you help me please? I got a letter last week saying that I have been accused of bullying (or computer misuse,

poor performance etc.).”

ARC: “Yes of course, I shall find you a caseworker to assist” or ARC: “You joined the Union yesterday so I am not able to help” The last response would not actually be as harsh as this but it is blatantly unfair on “paid up” members to offer our services and support to those who have arrived with a pre-existing problem. The solution is to be a member and not use the service at all, which I think is how we want to operate in respect of all of our insurance dealings. The Disraeli quote at the beginning seems to sum it up.

The purpose of this is to help with recruitment without listing all the things that could go wrong which could be made better by having someone on your side.

On a purely practical note please refer potential ARC members to www.fda.org.uk where they can join online. If you have any HO or SO colleagues interested they may want to look at wearekeystone.org.uk.

And finally, here is a photo of me on a fully insured motorcycle – I am prepared for the worst (helmet, gloves, boots and armoured clothing and I have spare fuel in the red bag) and my expectations of the best were fully met • GRAHAM@FDA.ORG.UK arcnews

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EQUALITY

FIRST

An ignored condition HELEN BAIRD-PARKER INTRODUCES AN ANONYMOUS REPORT ON THE WIDELY MISUNDERSTOOD ISSUE OF THE MENOPAUSE.

This is an anonymous article from an ARC member. Menopause is still something which is rather difficult to talk about openly at work. And due to issues this member has faced at work, she’d rather not have her name in print. That in itself is a cause for concern for ARC – members shouldn’t experience problems like this, and when they do, they should be able to talk about them.

That, unfortunately, isn’t where we are right now. I am in discussion with HMRC about getting a detailed HR policy in place, and to ensure proper guidance and support is available to managers and managed. We have plentiful health and safety guidance – we even have one on ionising radiation – so I’m not sure why we don’t have one on an issue that affects a larger number of our staff.

Menopause is something which can have a profound impact on how a woman feels, day to day.

Menopause is not, in general, a disability, but women may need a level of adjustment at work to enable them to give their best. As ever, if ARC members need support and assistance, you can come to us.

HELEN BAIRD-PARKER ARC DIVERSITY OFFICER

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enopause is when a woman stops having periods and is no longer able to get pregnant naturally.

Perimenopause is the phase immediately before menopause and can last for a number of years.

Perimenopause does not arrive with a visible name-tag; there is no definitive moment to herald its onset, yet the symptoms some women experience can be both debilitating and worrying. It is a time in life when a woman’s performance at work may also be affected by the symptoms associated with this natural event.

One of the major difficulties women face (aside from a general reluctance to discuss) is the problem of ‘identifying’ that ‘the change’ has begun. A hormone test is not always definitive in the perimenopausal phase. When a woman reports unusual symptoms to her G.P., a doctor may view the symptoms as a natural part of reproductive life, something simply to be ‘coped with’.

Some doctors may refer a woman to specialists so that serious or life-threatening conditions can be ruled out. Menopause and perimenopause may only get discussed once all other illnesses have been dismissed as a potential cause.

It is important to be aware that many women will not have a definitive diagnosis for

perimenopause. As a consequence it can be very difficult to get appropriate support and understanding from managers at the time when symptoms are troublesome: “I found it very difficult to talk to my younger male manager about this subject. I had experienced a number of different symptoms over 18 months. My manager had been very sympathetic and understanding about the symptoms. We ran in to difficulty when discussing the cause. I was aware that my symptoms fitted the menopause picture but I felt uncomfortable discussing the physical details. I also felt reluctant to be seen as ageing. One of the most debilitating symptoms for me was that I cried more readily. I feel that this trait affected how my capability was perceived.

Had there been better guidance for managers about menopause, in particular around performance management and menopause symptoms, my manager might have been better able to support me through what was a very difficult time.”

Given that the retirement age for women has risen from 60 to 68, women may find that menopause happens in the middle of their working lives. It may coincide with a time in their career when they are seeking promotion or taking on greater responsibility or undertaking professional qualifications at work. Menopause and perimenopause are subjects which are as important and relevant as pregnancy when contemplating career paths and career barriers for women. We recognise that pregnancy should represent only a necessary pause in a woman’s career and should not curtail or derail it. Menopause and perimenopause are not yet similarly viewed or understood • MORE INFORMATION ABOUT MENOPAUSE, PERIMENOPAUSE AND ITS SYMPTOMS IS AVAILABLE ON THE NHS WEBSITE: WWW.NHS.UK/CONDITIONS/MENOPAUSE/ PAGES/SYMPTOMS.ASPX 7

TRAINEES

Trainees quiz Tax Academy chief GRAHAM TURNBULL REPORTS FROM THE NORTH EAST CENTRE MEETING WITH TAX ACADEMY DIRECTOR TONI BOVILL.

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n the afternoon of Friday 5 February, the ARC North East Centre meeting took place and, in keeping with tradition, there was a guest speaker. In this case ARC welcomed Toni Bovill, the Tax Specialist Programme (TSP)/ Tax Professional Development Programme (TPDP) Course Director, to talk about her role and experience in the Tax Academy.

In a first for ARC Toni also kindly agreed to a two hour Q&A session with the trainees, giving them a chance to put their questions and concerns straight to her.

Thanks go to ARC’s North East trainee representative, Frances Clapham, for organising the event.

So, how did it go?

Frances and I welcomed Toni to the event; Anna Crawley (North East Regional Lead BLM) was also present. Just before 10am a few trainees turned up, followed by a few more, and then a flood. The large conference room soon filled to standing room only with trainees from all years and BLMs in attendance. It was great to see such an enthusiastic turnout, and most of them were union members.

Frances introduced the session and passed to Toni who gave a great presentation: “six months in the life of newbie course director”, opening with ‘June 2015: the good news is I got the job, the bad 8

news is I got the job!’. Toni explained she arrived into the role to find herself a team of one with the Tax Academy deep in the throes of reorganisation; she knew she had her work cut out for her, but forged ahead with determination. She then talked through her next five months: July saw praise for the new degree structure of TSP, winning an award for being innovative and business-focused. Toni, just getting to grips with the role, also went through the External Examiner’s Report with excellent results.

August and September saw her tackle the lack of tutors, alongside dealing with the latest intake of TSP 2015, and issues of exemptions, deferrals and the double fail process.

In October it was streaming, timetables and course content to name just a few.

To end her first six months, in November Toni tackled improving the support of the BLMs and communication with them.

What came across strongly was that Toni was willing to take on board new ideas and implement change, both things that ARC welcomes. Many of the issues Toni touched on then arose as part of the Q&A. Following Toni’s presentation, Frances opened the floor to questions. The Q&A was lively, with trainees putting across issues close to their hearts. Toni had

questions to field on a range of topics; here are some of the points raised and discussed.

Possible new directions for the course could include bespoke degrees, taking on A-Level students, the possibility of reducing the course length to three years and the concept of using ‘blocks’ of study at the start of the course when there is little casework to kick-start the learning. Questions were raised about the suitability and ‘fit’ of such initiatives, particularly in terms of potential diversity issues. Toni was clear in her response that these are ideas, open to discussion and that she welcomes the feedback.

T&S was raised, particularly the difficulties it causes to trainees by preventing them from taking on opportunities where the Line of Business (LoB) in which they are based does not have the budget to meet their T&S requirements. Toni indicated that Tax Academy are aware of the issue and the problems it can cause.

Although there are no plans to change the existing arrangement of T&S being met by LoBs, Tax Academy is trying to reduce T&S costs, for example by moving exams to a later starting time to allow for morning travel instead of trainees being required to stop overnight.

Questions were asked around last minute changes to timetables: for example, TPDP 2013s entering the Employer Compliance and arcnews

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FIRST VAT streams had found themselves with an extra module and exam to squeeze in. Toni invited feedback via the Course Director’s mailbox to ensure such issues did not reoccur and reassured trainees that timetabling was being looked at, but said that inevitably, sometimes last-minute changes are needed.

Gender imbalance in the recruitment process was broached and Toni had lots of good news on this front. The process at assessment centres has been reviewed and updated to ensure the exercises are fair across the board. Additionally, marketing of the programme now includes advertising through websites aimed at women who have graduated with science, technology, engineering & maths (STEM) degrees.

There were also some contentious issues which were passionately debated.

Streaming was raised, a topic the TPDP 2013s (recently streamed) and TSP 2014s (about to stream) have particular interest in. The main concern was the change from deciding placement by a national preference exercise (2013s) to a non-preference local exercise (2014s). Anna, in her capacity as Regional Lead BLM, explained that the 2013 process had not worked well (a point with which the 2013s agreed), so something new was being tried. Anna said that although trainees have no direct say in the decision-making process, they could still express their thoughts to their BLMs as to where they believed they would be best suited. It was good to hear open discussion on what is arguably the biggest point of change on the programme.

Differences in treatment between Band Ts and HOs recruited from the same exercise became the hottest topic of the Q&A. The issues being that the recruitment exercise was also used by the business to offer HO and O band arcnews

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positions to those candidates who had almost succeeded in getting through on TSP. It was pointed out that TSP trainees have found themselves working side-by-side with people who have come in on different T&Cs, and that those terms offer better job security, higher pay and an earlier start date. Toni emphasised that successful candidates had been placed into the job they applied for, that it does not make economic sense for the business, which has gone through all the costs of recruitment, not to use the exercise to fill further posts.

The programme and the HO posts are on different T&Cs as they are separate jobs, she said. Due to strong feelings on the subject, Newcastle trainees have drafted a motion to AGM around the job security point, which was the most contentious issue.

It was also raised that the various routes to contact Tax Academy (such as First Class, Course Directors Inbox, direct emails, etc.) can be confusing and that

national dial-ins between trainees and Tax Academy had fallen by the wayside. Impressed by the level of dialogue coming out of the Q&A, Toni took on board the trainees’ enthusiasm for good communication and invited them to put forward a delegate from each year to work directly with the Tax Academy to setup better and clearer routes of communication. This is a great opportunity for the trainees as a direct result of the Q&A. Overall the Q&A went really well, Toni said she enjoyed the day and the trainees have fed back that they found it very worthwhile and enjoyable. The links between ARC and Tax Academy have created great opportunities for such events and if anyone out there has points they would like to raise and discuss I would encourage them to contact their ARC representative and see what they can setup in their region • GRAHAM TURNBULL 9

OUR JOB AS A UNION IS TO MAKE SURE THAT OUR MEMBERS ARE FRONT AND CENTRE IN THE MINDS OF OUR EMPLOYER AS HMRC MOVES THROUGH TO THAT NEW STRUCTURE.

IN THE TWINKLING OF AN EYE Tony Wallace says goodbye.

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wo years ago I became ARC President, an ambition I have held since becoming a member more than a dozen years ago, and I cannot quite believe that I am already writing my valedictory piece; time really does fly.

In fact it amazes me that I am now into my 33rd year working for HMRC and that has got me thinking about what has changed and what has not.

When I joined the then Inland Revenue as a Clerical Assistant at Cumbernauld Accounts Office on 2 August 1983, the world was a very different place. For a start our employer had a few different names. One seemingly irrelevant thing that struck me recently was that one of our younger graduates had no idea whatsoever what carbon paper was. In 1983 carbon paper was ubiquitous but now its only 10

residual existence is in the use of the term c/c on email. The messy paper itself is now consigned to the dustbin of history and physical paper is going the same way. Paper, in one form or another, has been around since the days of the ancient Egyptian and Chinese cultures; the paper technology on which civilisation has been built for thousands of years has started to disappear quite rapidly over the past ten.

In 1983 we had “tea ladies”, and, at the Accounts Office, a pool of 700 people (almost all of whom were women) whose job it was to key in, by hand, the millions of pounds worth of cheques that arrived in the building in sack loads of post every day. The Accounts Office was nothing less than a paper processing factory staffed mainly by women working in what was a predominantly male-led organisation.

That gender imbalance at senior levels is certainly one of the things that has

changed and changed very much for the better. Now; if only HMRC would do something to sort out the ongoing impact on our pay system that world created we could settle our pay inequality cases an awful lot sooner.

In fact, Cumbernauld was at that time utilising, very effectively, cutting edge computing technology. PC’s had not yet arrived in any but a very few offices and the mainframes at the accounts offices were beasts. That movement to personal computers is another huge difference between then and now. I am typing this piece in a Ryanair jet half way across the Irish Sea on my way to Galway to meet with colleagues from our Irish sister union the AHCPS; it really is possible to work anywhere. And it goes on – we are now entering the age of tax digitalisation and personal tax accounts, and even that trusty old stalwart and foundation for most of what I have been arcnews

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doing over the past 30 years – the annual tax return – will soon be going the way of the carbon paper.

Change has been a constant feature over the greater part of my career within HMRC and, as it accelerates, ARC has to continue its own process of changing and adapting to a different world. We can only ever be effective by remaining contemporary and alive to our members’ needs and aspirations. That challenge is not going to get any easier. In the last two years alone HMRC’s plans have moved rapidly from the early BOF events through to the announcement of Regional Centres, with one-to-ones now already underway. Committee will be looking at our national structure to make sure that it aligns with HMRC’s planning; it is essential that our members closest to business locations have the opportunity to become more involved in the planning for their own business area arcnews

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and geographical location. In that way we can make sure that as a union we are better sighted on the granularity of the new structure.

Our job as a union is to make sure that our members are front and centre in the minds of our employer as HMRC moves through to that new structure.

If “Building Our Future” is to mean anything beyond a hollow soundbite HMRC cannot be allowed to forget the use of the possessive determiner at the centre of the message “Building Our Future”. I know that I am starting to sound like a broken record but, with some thought and a relatively small investment, there are solutions available for skilled professionals who are in the wrong place at the wrong time to continue doing the excellent job that they currently do for our employer and the state. My plea once again is for HMRC to make that commitment to allow distance working or help who

are prepared, or want, to move to do so. The cost of these solutions is small in comparison to the alternative of losing skilled people in both the short and long term. We have been widely-and wrongly-criticised in the press recently over some of the work we do. How much louder would that criticism become if we no longer have the essential skills and brainpower which we need. This is not about doing people a favour, it is about recognising that skills essential to the smooth running of HMRC’s business cannot be lost without risk.

As a union we have taken a progressive stance in all of our dealings with our employer over the years. We know that to accomplish an end that works, for both HMRC and the senior leaders and professionals we represent, takes a dedication and commitment to talk early, often and constructively. Things are getting better but sadly there → 11

← are still far too many occasions where that effort to discuss is not reciprocated and we are still finding that insufficient time has been built into consultation processes to allow us to make the positive contribution on behalf of our members that we can.

We know that we will not always agree with our employer on everything and HMRC knows that too but there is plenty of evidence to show that where consultation is done properly there are clear benefits for both parties.

I have to say that the most disappointing feature of recent years has been the yawning gulf between HMRC’s keenness to embrace technology in an everaccelerating dash into tomorrow while simultaneously and steadfastly remaining rooted to the past when it comes to the pay and rewards that accrue to the professionals and leaders who are making that change a reality. Without a shadow of a doubt our members are significantly less well off than they were in 2010 and there is, as yet, no sign of that changing. Our members have worked hard to help secure the resources to allow HMRC to deliver, and it is fair to say that the settlements this department has had from Treasury over the last six years have not been as bad as those in many other areas of the civil service. It is our members who 12

have done the heavy lifting to help to bail out our economy but they have received scant reward for doing so.

And when it comes to talking about reward, HMRC often speaks about the numbers of people who have been promoted to more senior positions and seen their pay increase accordingly.

That is a good thing but the reality is that, though it may be true for colleagues at lower grades, it is certainly not the case in a world where we see ever-diminishing numbers of grade 6 and SCS posts. On top of all of that we have seen the imposition of a whole series of detrimental changes to many of our terms and conditions over the same period. Is it any wonder that our staff survey results

THE MOST DISAPPOINTING FEATURE OF RECENT YEARS HAS BEEN THE YAWNING GULF BETWEEN HMRC’S KEENNESS TO EMBRACE TECHNOLOGY IN AN EVERACCELERATING DASH INTO TOMORROW WHILE STEADFASTLY REMAINING ROOTED TO THE PAST WHEN IT COMES TO PAY

are still amongst the worst in the Civil Service?

The last few years have been difficult ones for trade unionists but we have a long and proud tradition. My father was the President of the now long-gone Scottish Carpet Workers Union in the 1970’s and through that I got to see first-hand what the world looked like at that time. Things were not universally rosy but neither were they as relentlessly bad for working people as is now portrayed, and some significant changes to the rights of people in the workplace were achieved, notably in the field of gender equality. I am not advocating that we go back to the days of industrial strife, that would be madness, but being a trade unionist back then was not that hard; things are much easier when you are in the ascendancy.

On some of my tougher mornings I have speculated that it might be nice to have a bit of industrial clout; but of course that is misleading. Our union is not, and never has been, an industrial union and our membership base is a world apart from the people my dad represented in a very different political climate. The truth is that it is in times like these, when we are under pressure as individuals and as a collective body, that we really need our arcnews

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union and I would not swap my experience and opportunity for his. I would be fooling no one if I were to suggest that the working lives of our members have improved dramatically in recent years, and many of our members are going to be faced with some very difficult decisions over the next few. It will only be through hard work and organisation that we will be in a position to support those members collectively and individually. Difficult it may be, but do it we will.

I want to draw this piece to a close by saying a few words about my Committee colleagues over the past two years.

They have worked tirelessly on behalf of our members but inevitably some of what they do is done quietly and that means that they do not always get the credit they deserve. Without their dedication ARC would simply not be able to function. And, while I have had the opportunity to work with a great team of hard-working individuals, there are a few people who do deserve a special mention.

Helen Baird-Parker has worked like a Trojan on the diversity and inclusiveness front. She has done an immense amount of work in getting our equal pay cases in front of the Employment Tribunal despite what has appeared to be at times a glacially arcnews

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slow process. Not only has Helen been tenacious in the extreme to see these cases progress she has also saved us a great deal of money by keeping much of the work of informing our claimants in-house.

Iain Campbell has raised our public profile enormously with the professions and we are now seen as a go-to organisation for comment on tax affairs through Iain’s work. Not only that but we now have many allies who are prepared to call for the resources that HMRC needs in both a public and a private capacity. As an example of that, Iain is joining me in Ireland today to meet with our Irish sister union; during which time he has also taken the opportunity to spread our resourcing message to the Irish professionals in Dublin this morning.

We have made a major change in our conference arrangements this year, moving out of London for the first time.

It is a real challenge for us but we absolutely believe that, as a union representing members from across the United Kingdom, it was essential that we do it. It is also worth pointing out that the ExCom meeting in Nottingham on the same day is not a coincidence.

That in itself is a measure of the influential position that we are in. I would like to thank Dave Cooper, Loz Hutton

and Paula Houghton for their work in making this a reality; it has been very much a learning process and a bit of a leap into the unknown for us all.

Our communications team, led by Julie Blayney, Steve McFarlane and Will Richardson, has done a great job over the last couple of years; our new website is being built and will be going live very soon with a refreshed and relaunched forum.

I also get the pleasure of handing over the reins to a great new Presidential team with yet another first. ARC will have women in the positions of both President and Deputy President.

Vicky Johnson and Paula Houghton will make a formidable pairing; both are long serving and experienced officers with a clear sense of direction and firm views on how to keep delivering for our members. They have a great team to work with them and a solid foundation on which to build.

And finally finally, a huge thanks to all of you for your support for me over the past two years; without our members we are as nothing. So that’s it from me as President although I will be remaining on Committee to support our new team, I am really looking forward to that next chapter.

All the best, Tony • 13

Diary of a Dublin Resident JEREMY BURROWS REPRODUCES AN EYE-WITNESS ACCOUNT FROM 100 YEARS AGO.

EASTER WEEK, 1916, DUBLIN The following is an eye-witness account of some of the events in Dublin during the Easter Rising, written by a member of the Association of Tax Surveying Officers, a predecessor union of both ARC and the Revenue branch of the Association of Higher Civil and Public Servants, the FDA’s sister union in the Republic of Ireland. It was published in the July 1916 issue of Quarterly Record. On the centenary of the Easter Rising we are reprinting it as an important historical document of our union.

Readers should remember that it was written from the perspective of a British civil servant at the height of empire (some of his comments about “brogue” hint

Easter Monday This morning we heard rifle firing close to our house. We did not pay much attention to it, thinking it was either the military at Beggars’ Bush Barracks just round the corner in Haddington Road, or the Sinn Feiners “playing at soldiers.” We had an early lunch and left the house at 1.30, but a young officer warned us at the end of the road that the Sinn Feiners were up in earnest, and had seized the G.P.O. and several other important positions. There were three trams waiting in Northumberland Road, and we boarded one, only to leave it within a minute, as we heard firing ahead, and decided to go home again. We 14

that he is not himself Irish). The language used and the sympathies displayed reflect this. The relative social and financial position of the author will also seem foreign to modern readers.

Following the Anglo-Irish Treaty of 1921, members in what was then the Irish Free State had a different employer from the rest of the membership, and they formed their own union.

The same edition of Quarterly Record carries, at page 363, an announcement of the promotion to third class of one Browne, R. F. from Dublin 2 to Dublin 5. Possibly this is the author, with the middle initial in one or other of the two pieces mis-transcribed (E and F being very close, especially when handwritten).

watched the officer walk coolly on into danger quite unarmed, and thinking more of others’ danger than his own. An old beggarwoman said “Sure the lad’ll be shot.” I expect he was. The rebels had taken possession of several houses in the neighbourhood of Haddington Road, and were shooting down every soldier they saw.

There was one house in particular, No. 25 Northumberland Road, just at the corner of Northumberland Road and Haddington Road, and commanding the highway on the former (which is part of the artery from Dublin to Kingstown) and the barracks in the latter. It was thus an important “strategic position.” We heard that the

unfortunate inmates of this house had been driven out by the Sinn Feiners. In the afternoon a halfcompany of “veterans” (General Reservists) marched down our road on their return from a routemarch. They were stopped and warned at the bottom of the road that the rebels were ahead, but they pooh-poohed the idea of danger, and marched unarmed as they were, straight on to Haddington Road. In one minute the men in No. 25 opened fire on them, and the sound of the shooting was awful. Shortly afterwards a neighbour ran by and told us she had seen the whole business, being actually between the house and the victims, and the bullets arcnews

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“BIRTH OF THE IRISH REPUBLIC” BY WALTER PAGET, DEPICTING THE GPO DURING THE SHELLING

flying over her head. Two of the men were killed and five others badly wounded, F. H. Browning, the old cricketer and Rugby footballer, being shot through the spine and sinking rapidly. The rest of the party scattered and took refuge in a house in Northumberland Road, sending out later for old clothes to enable them to get home safely. Heard that the G.P.O., public offices and railway stations were all in the rebels’ hands.

Easter Tuesday Walked to Balls Bridge Post Office to telegraph to our nursemaid in Co. Wicklow, to keep the kiddie there until further notice. They went there last Thursday for the holidays with nurse’s people.

Found the post office closed and absolutely no means of communicating. Fortunately she could not have returned even if she had wanted to, as no trains are running. We decided to walk towards the city for news. Carisbrook House was stated to be occupied forcibly by the Sinn Feiners. This is another “strategic position” at the corner of Northumberland Road, Lansdowne Road and arcnews

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Pembroke Road. It looked peaceful enough, and the blinds were all drawn as though the owners were away for the holidays.

Heard that Lieut. Ramsay had been killed and several other officers and men shot. Met Lt. ________ , home on leave from Aldershot. He had prudently changed into mufti, only escaping death by a miracle the previous day. We warned an officer in khaki to get into safe clothes, but he said he was on duty and couldn’t. He turned away from the city and perhaps got off safely. We walked on towards the city. It was quite safe for civilians, and all the world and his wife were out. We passed the spot where the veterans were shot and the marks of bloodstains were still on the footpath. Facing us at this point was the fateful No.25, with windows wide open, and a sinister-looking masked gun pointing straight up the road over our heads. It was variously described as a machine gun and an elephant rifle. A Sinn Feiner was walking about the room, no doubt the same gentleman that did the shooting. A few yards farther on were more strongholds, the one on the left

being a parochial hall, and on the right a national school. The windows were barricaded with mattresses and other articles. One rebel looked out as we passed, to observe a motor-cyclist. Fortunately the latter was a civilian or he’d have been winged. We saw more than one unmistakable British officer motor past in mufti, one man going full-speed on a motor-bicycle, with a soft felt hat on, and a “British-warm” overcoat.

He ran the gauntlet of Northumberland Road, and deserved to win through. Called in at my office, where I found no one but the caretaker. Three of my staff had turned up, but went home when I failed to appear. No letters in, naturally. Strangely enough the telephone service is intact, though the telegraph system is “bust up,” and wires cut all over the place. In Mount Street, for instance, the telegraph wires were hanging down over the electric overhead wires, and thence to the street. The rebels are said to be entrenched in Stephen’s Green, and are reported to hold Dublin Castle, though the Custom House is in our hands.

Passed down into College Green and found the front windows of Trinity College full of O.T.C. boys, safely sheltered behind sandbags and with rifles pointed up Dame Street. The Sinn Feiners are very strong up in the vicinity of City Hall, and have seized the “Mail” office – another “strategic point”.

No sign of any business proceeding: apparently it is paralysed. At the Irish Times office we got a copy of the only paper. Nothing in it but the Viceroy’s proclamation.

The statement as to “stern measures,” “situation well in hand,” and so forth, made us smile as we looked around us. Bar the Trinity men, not a single soldier or policeman in sight, and the streets absolutely at the mercy of the mob. We were curious enough to go a little further. It was quite safe just now (11.30) for the military from the Curragh were not expected till after noon. Sackville Street was → 15

really a sight. The Sinn Feiners were in force in the upper storeys round about. In Abbey Street they had pulled out all the bicycles and crates from some cycle shops and stacked them into a barricade across the road. The G.P.O. was surrounded with wire entanglements, and had the flag of the new Republic disported on high. We turned back at this point. The rebels showed themselves quite freely at all the windows and chatted with the crowd below. It is said that British officers are held as hostages in the G.P.O. Quite likely too, as the surprise was complete, and many officers and higher officials were at the races on Monday.

The officials in the G.P.O. were released by the rebels and immediately telephoned to England.

Why in the world did not the Sinn Feiners seize the telephone exchange? Several shops had been looted on Monday night. The 16

Dublin mob invariably raid boot shops on these occasions. Sweetshops have also engaged their attention. We now walked quietly home, observing on the way that all public houses were open, a folly that was soon rectified. As far as we were concerned the rest of the day was quite quiet. One of my clerks came to see me in the evening, and was greatly reassured when I told him to avoid the office and stay at home like a sensible man.

Wednesday 26 April, 1916 A day of days! The most exciting in my life, and I wouldn’t have missed it for worlds! About noon the soldiers began to steal into Northumberland Road and opened fire on the rebels in No. 25. They made our terrace a sort of base, for it is a backwater running from Northumberland Road to Baggot Street, and parallel to Haddington Road. We

were therefore well shielded from the beleaguered “fortress.” The rebels in No. 25 were evidently several in number, and well supplied with ammunition. They were good shots too. The soldiers gradually crept up, more and more coming from the Kingstown direction, and a small group of officers was standing at the bottom of our street. Soon a hot fusillade commenced. The rebels were well protected and our fellows took what cover they could.

Needless to say, we and all our neighbours were out in the street, watching from safe places. Now and again a soldier would be winged and taken to the Baggot Street Hospital above. The rifle-fire went on for two or three hours, and once a storming party of seven men rushed the steps and tried to batter down the front door with their rifle butts. We heard an officer give the order, “Go for the door. Knock it down with anything. Take it at all costs.” The storming party failed, as one of the rebels shot four of them down with a revolver through the letter box, fortunately not fatally, and they got away safely. I spoke to one of the other three afterwards.

He was quite cool and unconcerned. These were good lads, real good lads, of the Notts and Derbyshire Regiment (Sherwood Foresters) in Kitchener’s Army. They had come without knowing, until well at sea, where they were bound for or what was on. They said that England knew nothing. The poor fellows were tired out with travelling and lack of sleep. More than one of them was fated for a very long sleep this day! All we neighbours began to be neighbourly by now, both amongst ourselves and with the Tommies. About 4 or 5 p.m. it was decided that rifle-fire was no good and hand grenades were brought up. The Tommies carried them to “the front” in commandeered pails. We never got our bucket back again! After a while we heard a most terrific roar. I believe there was an expert bomber in our party, and a storming-party soon arcnews

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HENRY STREET, DUBLIN, AFTER THE RISING. THE SHELL OF THE GPO IS ON THE RIGHT, MAY 1916.

blew the inside of the place out.

They found five dead bodies within when they took possession. Certainly the rebels fought well, but they were desperate men. The house was not set on fire, and to external appearances is still intact.

While our men were attacking in Northumberland Road they were taken in the flank by some rebels in another house, a few doors from the bottom of our road. They knocked the door down, however, and killed two men. Presumably a prisoner was taken here, as we saw a man being led off towards Carisbrook House, bleeding from a bayonet wound in the neck. Carisbrook House, by the way – the other end of Northumberland Road – was in our hands. One of our men told us that he was one of the storming party that went through it with fixed bayonets, but nary a rebel did they find. They must have cleared out through the back gardens, as they were certainly there previously. After No. 25 was cleared, other strongholds remained – the usual difficult house-to-house fighting.

They were bombed out of the schools, and the house in Clanwilliam Place, facing Northumberland Road, was burnt to the ground. The fighting this day was quite hot, and many officers and men were killed arcnews

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and wounded. Several wounded men were taken off in the ambulance, and the local medical men were very busy and plucky.

One poor fellow called Stoddart was shot down at ambulance work, and other civilians suffered also.

Some of our men got up into the steeple of the Catholic Church above in Haddington Road, from whence they had a fine shot at No. 25. Two could play at that game, however, for the rebels themselves kept up a hot fire, winging one man who only exposed himself for two seconds. A doctor told me that two ambulance men who went up were kept there for a long time, as the trap-door was in full sight of the house. There were many thrilling interludes for us non-combatants.

It was exciting for all of us to see fighting and yet not be in danger.

Sometimes we heard the whine of a bullet going over our heads. The pleasantest time was tea-time, when everybody turned out with tea and bread and butter and cakes for the men in khaki. Some of those

AFTER A WHILE WE HEARD A MOST TERRIFIC ROAR. I BELIEVE THERE WAS AN EXPERT BOMBER IN OUR PARTY, AND A STORMING-PARTY SOON BLEW THE INSIDE OF THE PLACE OUT. THEY FOUND FIVE DEAD BODIES WITHIN WHEN THEY TOOK POSSESSION.

Tommies needed good digestions!

About 9pm the soldiers had apparently finished the business, and there was a crowd of 19 prisoners in their custody at the bottom of our road. More tea was dispensed, which, of course, the Tommies insisted on sharing with the prisoners. Most of these men were captured in the street. About this time the house in Clanwilliam Place was making a terrific blaze, but we did not wait to hear the final crash. On saying good-night one of the Tommies shook hands with my wife and left in hers a service button, which will form an interesting relic of an interesting day.

Thursday 27 April, 1916 Rifle firing lulled us to sleep last night, and at daybreak we were awoke by a steady prmp – prmp – prmp – the magic sound of soldiers marching, and accompanied by the rumbling noise of military wagons. To-day fell rather flat after yesterday’s excitement, but it was pre-eminently the day of rumours and gossip. We started off for a tour of inspection, but were not allowed to go up Northumberland Road, sentries guarding every exit there. These were of the N. Staffordshire Regt. arrived this morning, → 17

obviously part of the lot we heard tramping in at daybreak. I then went up Baggot Street to get into town that way, which was quite open as far as Stephen’s Green. A doctor in the hospital told me there were 80 wounded within.

Met ________ who told me he had actually been to his office in Dame Street. A man was shot down near him. The cross-firing in Dame Street and College Green was very hot. I managed to get a paper, the Irish Times. Nothing in it but the proclamation of martial law. News from England nonexistent. To all intents we are cut off from the world. We are wondering many things. Has Kut been relieved? Is the government still standing? What happened at the Secret Session? – an extraordinary feeling to be aching for news and have no newspaper. Met ________ , a neighbour, also on the prowl for news. Heard that the rebels had still got the Post Office, and Boland’s bakery, and Jacob’s factory. They are very strong at the latter place. One is uncertain whether Guinness’s is in the rebels’ hands. One hopes not. It would be impossible to get them out without shelling them. We decided to go home and see about a stock of provisions. Already food is getting scarce, and prices 18

are rising. Much looting in the city last night. The Dublin mob in its best form. B_______ told me he had seen women walking off with heavy silver salvers worth £20 apiece under their shawls. Boots, toys, watches, jewellery, exchanging hands for a song, and men’s hats sold for 3d. each. A_______ said he had seen little street boys masquerading in pyjamas and silk hats, and filthy women in costly furs. Incongruously enough, the spring show is proceeding all this time at Balls Bridge. This was also the greatest fortnight of our theatrical year, the welcome visit of the D’Oyley Carte Company, when the theatre is booked up for days beforehand. Shall we get our money back, one wonders. Met

Mrs. ________ , who said they had an awful time in Herbert Place yesterday. She was off to-day to do ambulance work. “I’m in a quandary,” said she, “I’m damned if I’ll nurse a Sinn Feiner, and I suppose I’ll be damned if I don’t!” Got home and left again with my wife to forage for food. Fortunately quite possible to get bread in Baggot Street at ordinary prices. No shortage of milk, either. Also managed to get ham, butter and eggs, but meat can’t be had for love or money. One pities the people with no coal in the house, as it can’t be bought. No coal means no cooking, for gas is turned off. Met ________ , who said the rebels had been severely handled in Stephen’s Green. Two or three people

A BRITISH ARMOURED TRUCK, HASTILY BUILT FROM THE SMOKEBOXES OF SEVERAL STEAM LOCOMOTIVES AT INCHICORE RAILWAY WORKS

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we met had walked aimlessly into the Green and seen dead bodies there in makeshift trenches. We all stayed out gossiping till 7.30 and then had to go indoors, as sentries were still posted down the road. That evening we were startled by a soldier knocking at our door and ordering us to extinguish all lights at the front, failing which we would be raided. He said there would be trouble here shortly, and we were in suspense till bedtime, but nothing happened except intermittent firing.

On going to bed I noticed a great red glare in the sky, and guessed it was the College of Surgeons in Stephen’s Green. There were also flash-lights from the direction of the barracks, and what seemed to be a distant searchlight from a warship at sea.

Friday, 28 April, 1916 A day of restrictions. Sentries were posted all around us, challenging all comers and constantly sending us indoors. We as constantly crept out again like children. Galling, but only for our own good, as the Sinn arcnews

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Feiners were scattered all around us. The rebels have been admitted or have forced their way into many houses. There was a story of one man having his morning tub and two Sinn Feiners entered his bathroom window. The rebels apparently changed their locus during the night. Heard to-day that the fire last night was the blaze of Sackville Street, a valuable block of premises being gutted. Rumour as to the G.P.O. are conflicting. Boland’s bakery and the old distillery apparently still untaken, for the green flag was still flying. Much looting again last night, and it is said the Trinity boys were out with hockey-sticks and golf clubs to quell the looters. A prominent solicitor also, Sir ________ , a fine old man, did great execution with a heavy niblick. Spoke to ________ , who told me a bullet had only missed him by two inches, and a civilian had been killed before his eyes. Said four of his men were Sinn Feiners, and he had seen two of them in the G.P.O. windows. One of them was a motorman, who had gone off with a brand new van. It made part of a barricade, no doubt.

Many other cars were seized and put to this use. One man had just bought a new car, and had taken it out for a maiden run on Monday, but he was collared in Stephen’s Green and told to “git.” Spoke to Miss ________ . Her father had just got back in time from a short motor run on Monday, but the two men taking the car back to the garage were held up and one shot. This car was returned safely the same night, as one of the workmen in the garage – a Sinn Feiner – was much attached to the machine and hadn’t the heart to see it ruined. Much gossiping going on this afternoon, and many the rumours a-flying around (how they abound, how they astound!) None of us has yet seen an English paper, though ________ the architect has spoken to ________ the solicitor, who had talked with ________ the bank manager, who had met ________ the engineer, who heard a man reading out aloud from a Daily Mail. Kut was relieved (and so were we!) Verdun had fallen! Mr Asquith had resigned! Birrell had been superseded by Campbell! 40,000 troops now in Dublin! Many Sinn Feiners court-martialled and shot this morning! Two miles of big guns stretched from Balls Bridge to Blackrock! Heavy artillery posted at Dundrum ready to bombard the city! The gunners on the warships perpetually at station, prepared to open fire at a second’s notice! The Germans had acted in concert with the Sinn Feiners and had attempted a big invasion of England! Lowestoft wiped out! 30,000 Germans sent to glory with all their transports!

Fourteen British warships sunk by Zeppelins! And greatest of all, 5,000 Germans had landed with Sir Roger Casement on the coast of Kerry!

Some of these yarns were possibly true, but as each one was trotted out our smiles grew wider, and we heard of the culminating tragedies with roars of laughter. My wife went foraging again, and was again successful. Butter, 6s. a pound in some places, and the Daily Mail 1s. a copy! Later on a Dublin soldier → 19

BRITISH SOLDIERS SEARCHING THE RIVER TOLKA IN DUBLIN FOR ARMS AND AMMUNITION AFTER THE EASTER RISING

named Private Muldoon (that is not his real name, but it will pass) was busy in our neighbourhood after signallers, spies and arms. He was an old regular, and looked it. Not at all the sort of person I should care to meet at the wrong end of a bayonet. He was an interesting man with a powerful imagination, and did his best to make our blood curdle. “Ye see that house there? I was potted from there. If ever a house was going to be blown up, that house is.

Ye see that man with the green hat at that top-winder? I’ve had my eye on him and I’m going to have his house raided. Ye’d better be careful to get out all your firearms and declare them. We’re going to search every house to-night, and God help the man with firearms!” (This so impressed one man that he instantly carried off an old collection of Indian weapons to headquarters!)

Afterwards I saw the gentleman disappear into a neighbour’s house.

“Well,” said I later, “did he search your house?” “He did,” said ________ , “through the bottom of a glass of whiskey!”

20

Saturday, 29 April, 1916 More restrictions to-day. It is getting quite difficult even to walk outside the house. My wife was allowed to pass out for bread and later I followed her. Found her outside the hospital talking to a sergeant of the Leicester regiment, and actually with a Daily Mail. There was indeed but little in it, but it settled many of our doubts and surmises. Kut was not relieved. Verdun was still standing, and so was the Government!

General Maxwell now in command in Ireland. Birrell and Campbell both at the Castle, and apparently a meeting of the Privy Council, for the Recorder was on his way to the Castle from his house this morning. Our sentries “confined us to barracks” for the rest of the day. One of them was a cocky little chap with a proper sense of his importance. “Ave yer a pass?” said he to me. “No,” said I. “Then get in!” said he. I got!

Sunday, 30 April, 1916 Unable to poke our noses outside

the front door this morning, as firing was going on all around us.

I looked out of the window and saw a soldier in cover behind a tree opposite our house firing up at the steeple of the church above us. How the rebels managed to get up there is a mystery, as it was in our hands on Wednesday. Once I went into the drawing room for a book, but retired in haste, as I heard the smack of a bullet against our palings. The sniper in the steeple was at last dislodged, and we were able to go out in the afternoon, getting as far as Ranelagh and back. A glorious day; indeed it has been a delightful Easter so far as weather is concerned. Somebody had got a Sunday Chronicle and other papers, and it was interesting to hear what England had to say, and to get Dublin news outside our own neighbourhood. We saw 130 prisoners escorted along Northumberland Road. From all accounts the trouble is pretty well scotched now, though there is still plenty of sniping. We dined arcnews

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sumptuously on sausage and mashed to-day, for the second time this week. Other days we have fared on cold ham and were lucky to get that. It will seem quite strange next week to return to our normal, placid life. Heard to-day a delightful yarn, which unfortunately, I cannot repeat in the brogue of its narrator. It seems that an old, old man limped along by himself on the Wednesday morning and arrived at long length at another suburb about three miles from home. Feeling rather tired, he went and sat down in a chemist’s shop. Just as he got seated, a crowd of armed men ran in from the back-shop.

“C’mon on” C’mon on!” they shouted, “the military are on us!” He had wandered unawares into a Sinn Fein stronghold! They rushed him out into the street and scattered, and he escaped worse damage by falling on his nose. He

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picked himself up very battered and shaken, and started to walk home, choosing back streets for safety. He came, after many adventures, into Baggot Lane, and was just beginning to congratulate himself when another crowd of armed men jumped over a wall almost on top of him. He was carried on the crest of the wave for some yards down the lane, when to his horror the English soldiers appeared straight ahead. In that agonizing moment he had to decide between the soldiers and the now departing Sinn Feiners.

He plumped for the soldiers, and with his hands above his head he ran towards them as fast as his poor old legs would carry him.

The Tommies charged past and over him, leaving him with his feet in the air. He got up and tottered to a seat in Northumberland Road. Even then his troubles were not ended, for he was ordered

away out of that by a fierce-looking corporal with a thirsty-looking bayonet. He got home eventually and was put to bed, and I believe he’s there yet!

Afterword The above narrative does not profess to be a full or even accurate description of the incidents in Dublin. It merely chronicles the personal impressions of the writer. There is little to tell as to general service experiences, as the Custom House and all the Surveyors’ offices were left intact. We suffered one casualty, however, in the most lamentable death of young Mr Playfair, of Dublin 6 Survey. Son of the commandant of the Magazine Fort in Phoenix Park, he was shot by a Sinn Feiner while hastening to telephone for assistance • R.E.B.

21

COMING SOON! YET MORE CHANGE TO OUR TERMS AND CONDITIONS. FRAN HUNTER & NAOMI COOKE SET OUT THE MAIN POINTS ON EXIT PAYMENT REFORM.

Exit Terms and Conditions – again FRAN HUNTER & NAOMI COOKE

R

eform of our exit compensation is coming from four separate directions with the longest serving and the highest paid being particularly hit. In the meantime, most civil service employers are in the process of reducing their headcount significantly.

Technically these four elements come from three separate departments: Business, Innovation and Skills (£95k cap via the Enterprise Bill), HM Treasury (Exit Payment Recovery and Public Sector Exit Payment Reform), and Cabinet Office (Civil Service Compensation Scheme Reform).

The latest developments have come from the most recent two consultations from HM Treasury and Cabinet Office.

HM Treasury (HMT) Consultation The last spending review announced the aim to reform public sector exit arrangements.

The HMT consultation seeks to set the parameters of these at levels closer to those perceived to be a private sector norm and for more consistency across the public sector.

The consultation seeks to set limits on various parts of the redundancy payment package that people working in any area of the 22

public sector can receive. It then expects public sector employers to amend their arrangements so they fall in line with the pronouncements made by HMT following the consultation. Treasury explicitly reserves the right to make primary legislation to ensure employers comply.

The main proposals in HMT’s consultation are set out below (the current CSCS terms are in italics). »» Setting the maximum tariff for calculating exit payments at three weeks’ pay per year of service. One month pay per year of service. »» Capping the maximum number of months’ salary that can be used when calculating redundancy payments to 15 months. 21 months. Where employers distinguish between voluntary and compulsory redundancies there may be a case for maintaining a differential by applying a lower limit to the latter. Likewise, where employers offer voluntary exit packages that are not classed as redundancies there may be a case for applying a slightly higher limit to those as part of an overall package. »» Setting a maximum salary for the calculation of exit payments. This limit could be set at various levels and could potentially align with the NHS redundancy scheme’s salary cap of £80,000. Around £150,000. »» Enabling the amount of lump sum compensation an individual is entitled to receive to be tapered as they get close to the Normal Pension Age (NPA) or target retirement age of the pension scheme to which they belong, or could belong, in that employment. Tapering for those within 15 months of NPA. arcnews

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EXIT PAYMENTS

»» Reducing the cost of employer-funded pension top up payments, such as limiting the amount of employer-funded top ups for early retirement, or removing access to them, and/or increasing the minimum age at which an employee is able to receive an employer-funded pension top up. The latter would link the minimum age more closely with the individual’s Normal Pension Age in the scheme in which they are currently accruing, or have accrued, pension benefits.

Employer-funded early access to unreduced pension at 50/55 in voluntary redundancy situations and in voluntary exit cases at the employer’s discretion.

Cabinet Office Consultation Following (as in the next working day after) the launch of the HMT consultation, Cabinet Office published its proposals to change the Civil Service Compensation Scheme (CSCS). In the covering letter to the communication with the unions, Cabinet Office says it is “looking to consult with a view to reaching agreement” on the proposals.

The five ‘principles’ behind these proposals are:

»» to align with wider compensation reforms proposed across the public sector, including the Government’s manifesto commitment to prevent excessive pay-outs by ending six-figure exit packages; »» supporting employers in reshaping and restructuring their workforce to ensure it has the skills required for the future; »» to increase the relative attractiveness of the scheme for staff exiting earlier in the process, and to maintain flexibility in voluntary exits to support this aim; »» to create significant savings arcnews

APR-MAY 2016: ISSUE 82

→ on the current cost of exits and ensure appropriate use of taxpayers money; and »» to ensure any early access to pension provisions remains appropriate.

Cabinet Office hasn't provided any evidence that the current system, agreed as a lasting and sustainable settlement in 2010, is not working; but the Minister is clear that he wants the reforms to result in a further 33% reduction in the cost of exits. This follows the 40% reduction that resulted from the changes in 2010.

The main proposals in the documents are as follows (again with current terms in italics):

»» set the standard tariff to three

weeks’ salary per year of service (one month); »» set the Voluntary Exit cap at 18 months’ salary (21 months); set the Voluntary Redundancy cap to 12 months’ (21 months); and set the Compulsory Redundancy cap to nine months’ (12 months). »» only allow employer-funded top up for early access to pension where the member has reached the minimum pension age for a new entrant to the scheme (i.e. 55 at a minimum) (currently available from 50 for those in schemes before 2006); »» to introduce an absolute cap on CSCS payments at £95,000 in line with proposed legislation (that is current ministerial policy but an absolute cap would remove

that discretion); and »» set notice periods for all exits from the Civil Service under the CSCS at three months (contractual right for six months for some in compulsory exits).

As is evident from the second bullet point, these proposals will make a fundamental change to the agreement, that no one who is placed ‘at risk’ could be made compulsorily redundant without having the opportunity to receive the maximum terms. This change would mean that the best terms would only be available at Voluntary Exit stage.

Cabinet Office makes no mention of redeployment, a facility for partial buy out of the reduction for early payment (an issue raised by many members caught by the £95k cap) or changes to the protocols around redundancy handling.

ARC and the FDA urge you to respond to the consultation by the deadlines below. It would also be helpful for members to copy in the FDA at cscs@fda.org.uk

Timing HM Treasury Consultation – closes 3 May: www.gov.uk/government/consultations/ further-consultation-on-limiting-public-sector-exit-payments Cabinet Office Consultation – closes 4 May: www.gov.uk/government/consultations/ consultation-on-reform-of-thecivil-service-compensationscheme Exit Payment Recovery Regulations – intended to be implemented by end February but now delayed Enterprise Bill – currently going through Parliament, intended for Royal Assent in April for implementation in October • 23

Double trouble?

HMRC & DWP surveys

IAIN CAMPBELL PRESENTS HIS ANNUAL DETAILED ANALYSIS OF THE RESULTS OF THE PEOPLE SURVEY.

L

ast year I wrote an article called 'A Trio of Surveys'. This year you get a cut-down version as we have not got an equivalent ARC Survey. (But do read the recent ARC Survey on the location strategy to see the big divergence between members and the Department on things like RDT.)

Some headline results The first number to look at is the very significant rise in the response rate to 65%. I think this can only be the effect of PCS deciding to drop opposition to its members taking part. (According to the Cabinet Office there was a 75% median response rate across the 100 participating organisations.) This has not led to a big swing in HMRC’s Engagement Index in either direction.

It has risen to 45%, a modest gain over last year’s 43% and the 2013 score of 44%, yet still 97th overall. (But spare a 24

thought for what morale must be like in the Border Force, whose response was 32% and Engagement 40%, the lowest.) In line with previous articles I have tried to provide some key results, so that we can see the trends and contrasts that exist. I use DWP as a comparison because it is a large organisation, with a huge customer base, a compliance function, and suffering similar cuts in budgets, changes to Terms and Conditions, introduction of Performance Management and significant public criticisms of the organisation (think Universal Credit.)

Whae’s like us?

HMRC’s figures are still very much in contrast to DWP, where 73% took part and engagement scored 56%. DWP outscores HMRC on every measure, but HMRC scores very similar to the Benefits and Credits part of DWP (even on pay and benefits). Indeed, I wonder if

can be seen as evidence that where the two departments are similar then so are staff views? I believe these survey results over many years confirm that the “traditional” tax and duties work of C&E and IR, and the accompanying culture, is significantly different from other Government Departments (OGDs). It may simply be a coincidence but across OGDs the ones with lower engagement scores are places like Border Force (32%), HM Prison Service (50%), Immigration Enforcement (51%), and National Crime Agency (52%).

Nonetheless, HMRC is generally not far adrift of the CS Benchmark, or in some cases even slightly above it. Once again, the double digit differences from the CS Benchmark are in the overall Engagement index, and Leadership and Managing Change, but the gap has narrowed for My Work. By comparison neither DWP, nor Benefits and Credits, is so adrift. So we clearly need further analysis on other factors, such as grade mix, length of service, geographical concentrations, etc. Why, for example, should PT and BT report 44% Engagement Index but differ so much on the My Work question (56% v 72%)? (table 1)

Good News Across HMRC people overwhelmingly report positive messages on their work and how they are treated, with results near to or above both DWP and the CS Benchmarks (table 2).

Bad News When it comes to their views on the wider organisation there are other, less positive findings, with people overwhelmingly unhappy about pay and conditions (something shared across the whole Civil Service). The answers on being safe to challenge are not reassuring and seem, if anything, to have risen slightly. We intend to take this up with HR in wider discussions (table 3). arcnews

APR-MAY 2016: ISSUE 82

PEOPLE SURVEYS TABLE 1

RESPONSE RATE ENGAGEMENT INDEX MY WORK MY LINE MANAGER PAY AND BENEFITS LEARNING & DEVELOPMENT RESOURCES & WORKLOAD

2014

CS DWP BENCHMARK

HMRC

PERSONAL TAX

BUSINESS TAX

ENFORCEMENT & COMPLIANCE

BENEFITS & CREDITS

–

60

53

50

53

51

62

2015 –

73

65

67

62

64

67

2014

59

55

43

40

43

42

52

2015 58

56

45

44

44

42

54

2014

76

71

64

53

70

66

72

2015 74

72

65

56

72

65

72

2014

68

71

64

62

60

64

72

2015 68

73

65

65

62

64

72

2014

28

28

20

15

19

17

33

2015 30

29

21

20

19

17

32

2014

49

53

46

39

50

47

54

2015 49

59

50

53

48

58

2014

74

73

66

63

65

66

73

2015 73

74

66

65

65

65

76

2014

ORGANISATIONAL OBJECTIVES AND PURPOSE

83

85

78

73

78

77

85

2015 83

86

79

76

80

77

86

MY TEAM

2014

79

83

81

80

79

80

88

2015 80

85

83

83

79

82

88

2014

76

76

69

64

50

69

76

2015 74

77

70

68

69

69

78

2014

43

41

28

24

28

25

43

2015 43

44

30

29

32

25

45

INCLUSION AND FAIR TREATMENT LEADERSHIP AND MANAGING CHANGE TABLE 2 QUESTION

CS BENCHMARK

B19. The people in my team can be relied upon 2014 to help when things get difficult in my job 2015

84

87

85

84

89

87

2014

84

87

84

2015

85

88

86

2014

88

86

82

2015

88

87

83

2014

90

87

81

2015

89

88

82

2014

77

80

75

2015

79

81

76

2014

80

78

75

2015

81

79

77

2014

79

79

73

2015

78

79

74

2014

56

53

43

2015

56

53

43

B49. I think it is safe to challenge the way things 2014 are done in HMRC 2015

41

43

30

B27. I am treated with respect by the people I work with B58. I am trusted to carry out my job effectively B01. I am interested in my work B14. My manager recognises when I have done my job well B11. My manager is open to my ideas B26. I am treated fairly at work

DWP

HMRC

TABLE 3 B04. I feel involved in the decisions that affect my work

B39. Compared to people doing a similar job in other organisations I feel my pay is reasonable

arcnews

APR-MAY 2016: ISSUE 82

41

44

32

2014

24

24

18

2015

25

24

19

→ 25

TABLE 4 STRONGLY AGREE The current HMRC approach to managing performance (introduced in April 2013) is 2 helping me to improve my performance

AGREE

NEITHER

DISAGREE STRONGLY DISAGREE

17

23

28

30

discussions with HMRC (see tables 4 and 5).

Long-term trends in HMRC TABLE 5 CS BENCHMARK

DWP AGREE

HMRC AGREE

HMRC DISAGREE

70

16

B15 I receive regular feedback on my performance 2013

64

2014

72

78

69

16

2015

67

80

70

12

61

15

B16 The feedback I receive helps me to improve my performance 2013

60

2014

61

69

59

18

2015

61

72

61

17

61

18

B17 I think that my performance is evaluated fairly 2013

63

2014

63

65

57

22

2015

62

67

57

23

41

22

B18 Poor performance is dealt with effectively in my team 2013

39

2014

41

50

39

24

2015

39

52

40

22

The impact of PMR Last year I asked if the survey provided any evidence on the operation of PMR. Well, somebody must have been listening and taken pity on me. We now have a specific question on PMR, instead of having to infer from some other questions on performance. Last year we used our own survey to report serious misgivings about the operation of PMR and the value it added.

That negative view is now fully supported by Qs F01 – fewer than one in 26

five agree PMR works.

And on top of that the other questions on performance say that feedback is good and is used but that nearly one person in four does not think their performance is being evaluated fairly. Nor has it made any difference to perceptions on how poor performance is dealt with. All this data supports ARC’s belief that the current PMR system is, to use an old cliché, not fit for purpose. We will continue to make this case in PMR

Tables 6 and 7 show a complete history of the answers to certain key questions since the Surveys began.

While HMRC is not at the nadir of 2010, and there are some small positive shifts on managing change, we should not lose sight of the fact that the CS benchmark on being proud to work for the organisation is 57% – HMRC scores 30%. We hope the new CEO will accept one of his main challenges is to tackle this fundamental lack of engagement.

ARC and engagement ARC obviously supports attempts to improve engagement (not from the perspective of getting the numbers up but at getting to the heart of the underlying causes of low scores). We do not seem to be seeing signs that initiatives like Own To Act are translating into higher scores in the People Survey. But we should not forget that HMRC’s performance has improved year on year, regardless of the survey scores. So it may be that people are now using the survey to, as it were, kick the cat and are not really reflecting what is happening to them in their own work. (If so, what have they got against cats?)

The element with the largest impact on engagement is Leadership and Managing Change. I can only assume that Location strategy and Building Our Future (with either uncertainty or definite office closures) are unlikely to improve engagement scores.

Another significant theme is Pay and Benefits, which is most certainly outside the control of Directorates, and perhaps even HMRC. Only 18% of staff believe their pay adequately reflects their performance, and 65% do not.

Equally, 65% feel their pay is not arcnews

APR-MAY 2016: ISSUE 82

PEOPLE SURVEYS

TABLE 6: I FEEL THAT CHANGE IS MANAGED WELL IN THIS DEPARTMENT

MAY 2005

reasonable compared to people doing a similar job in other organisations.

With the certainty of limited pay awards, and real problems in recruiting at ARC grades, this too seems not likely to improve scores.

The big continuing question is why HMRC falls so far short in the key area of leadership and managing change?

This is the theme where HMRC falls behind the most, 13% below a relatively low CS Benchmark of only 43%.

How much of this is down to poor leadership at senior grades? 43% of staff believe that senior managers in HMRC will take no action on the results from this survey. I wonder if they assume these senior staff are you, me and other ARC members? And yet most ARC members are trusted by the staff they line manage, have helped bring in significant additional yields, and led the delivery of successive change plans.

Recall that 82% agree I am trusted to carry out my job effectively, 65% agree my manager inspires my team to do our best, 59% agree my manager actively role models the behaviours set out in the Civil Service Leadership Statement. So how does this balance against the report that only 29% believe that senior managers in HMRC actively role model the behaviours set out in the Civil Service Leadership Statement?

Consultation ARC does not claim a monopoly on views about the causes of HMRC's poor results. But the solutions to increasing the level of engagement by ARC members do not lie entirely in their hands. In ARC’s view it also lies with the Department demonstrating that it values the views of its people, that it wants to engage and consult, including with the trade unions who represent them. ARC members want to be properly valued and arcnews

APR-MAY 2016: ISSUE 82

STRONGLY AGREE

AGREE

NEITHER

DISAGREE

STRONGLY DISAGREE

1

15

29

37

19

NOV 2005

-

13

27

60

-

MAY 2006

1

17

24

40

18

NOV 2006

1

11

23

35

30

MAY 2007

1

11

27

36

25

1

9

33

NOV 2007

MAY 2009

NOV 2009

20

38

POSITIVE

NEITHER

NEGATIVE

11

20

70

STRONGLY AGREE

AGREE

NEITHER

DISAGREE

STRONGLY DISAGREE

1

11

21

37

30

AUTUMN 2010

1

10

19

38

32

AUTUMN 2011

1

14

22

37

25

AUTUMN 2012

2

15

23

38

23

AUTUMN 2013

2

18

23

36

21

AUTUMN 2014

1

18

22

37

22

AUTUMN 2015

3

19

22

35

22

TABLE 7: I AM PROUD TO WORK FOR THIS DEPARTMENT

STRONGLY AGREE

AGREE

NEITHER

DISAGREE

STRONGLY DISAGREE

MAY 2005

6

37

36

17

4

NOV 2005

-

40

36

24

-

MAY 2006

5

37

38

16

4

NOV 2006

6

30

34

21

9

MAY 2007

5

34

38

17

5

NOV 2007

4

28

35

24

10

NEITHER

NEGATIVE

POSITIVE MAY 2009

25

38

37

STRONGLY AGREE

AGREE

NEITHER

DISAGREE

STRONGLY DISAGREE

NOV 2009

2

16

34

28

20

AUTUMN 2010

1

13

29

30

27

AUTUMN 2011

4

18

32

28

19

AUTUMN 2012

4

19

33

27

17

AUTUMN 2013

5

23

32

25

15

AUTUMN 2014

5

22

32

25

16

AUTUMN 2015

6

24

30

24

16

remunerated for the work they do.

But they are also the Department’s senior leaders and managers, with substantial experience and views,

who are committed to delivering business objectives. Even in a digital world people are HMRC’s greatest asset • 27

WHAT IS HMRC'S APPROACH TO FLEXIBILITY? INFLEXIBLE, SAYS EUGENE MITCHELL.

Following the trend?

EUGENE MITCHELL

IT’S A TERRIBLE IRONY THAT WE ARE PROVIDING THE WHEREWITHAL TO FACILITATE FLEXIBLE WORKING AT THE SAME TIME AS ADOPTING A SEEMINGLY INFLEXIBLE APPROACH TO WHERE PEOPLE MUST WORK.

28

T

here was a very interesting report published recently by Lancaster University’s Work Foundation. According to this report the UK is on the verge of a flexible working ‘tipping point’ – when working away from the office becomes more common than working solely from a desk.

Interviews with academics, business leaders and the public sector revealed 2017 as the time when over half of organisations in the UK are likely to have adopted flexible working. The report also predicts that over 70% of organisations will have followed suit by 2020.

The report – ‘Working anywhere: A winning formula for good work?’ can be accessed at www.theworkfoundation. com/Reports/398/Working-Anywhere. The report acknowledges that there are issues to be resolved if employees and businesses are to benefit fully from working away from the office.

The report noted four key reasons for implementing a flexible working policy: increased productivity, improved employee well-being, talent attraction and retention

and reduction in accommodation costs.

This report was published just at the time that the first phase of tablets were being issued as part of HMRC’s device strategy.

I’m lucky to have been issued with a Surface Pro and while I know I’m not using it to its full capability I could see immediately that it should be hugely beneficial to me personally and to the Department. I’m not sure that it will have much of an impact in respect of talent attraction but that one tool should result in increased productivity and could produce significant gains in terms of improved employee well-being, talent retention and reduction in accommodation costs.

It’s a terrible irony that we are providing the wherewithal to facilitate flexible working at the same time as adopting a seemingly inflexible approach to where people must work. (Although business expansion plans in Enforcement and Compliance and in Personal Tax mean that we are looking for additional premises in some locations!)

Voluntary exits have been offered in Norwich and, if accepted, will result in people being lost to the Department. Our investment in these people’s training and development will be worthless and their experience will be lost for ever. And this will be replicated throughout the UK as offices close if the Department maintains its inflexible approach. I’ve even heard suggestions that some folk, about to come off the department’s key training scheme as grade 7s, have been told they are likely to be placed straight into the redeployment pool. We can’t stop the private sector poaching our arcnews

APR-MAY 2016: ISSUE 82

FLEXIBLE WORKING LAST

trainees – after all we recruit great people, we provide great training and then we pay well below the market rate – but it does seem quite a perverse approach to put someone through this expensive training process only to say, in effect, “we don’t want you”.

The public sector always follows new trends and initiatives from the private sector. Unfortunately, by the time the public sector has decided to adapt, these things are no longer new. For example, in the 1990s when I worked in the private sector, the introduction of effective knowledge management practices was a key issue. In arcnews

APR-MAY 2016: ISSUE 82

HMRC we’re still trying to get to grips with it although there’s general acknowledgment of its importance.

So I’m sure that in due course we will adopt flexible working. Even Cabinet Office advocates it through The Way We Work (TW3). Unfortunately, based on the current mood music and our institutionalised inability to implement change at any sort of pace, I suspect that by the time we do this the expertise and experience of an awful lot of people will have been irretrievably lost to HMRC and UK plc – and everyone will be poorer as a consequence • 29

Committee’s roles We weren’t able to update this table in time for publication. The next issue will reflect the new committee and the changed roles.

CONSULTATIONS ARRANGEMENTS AND TEAMS NAME

CONSULTATION /BUSINESS AREA(LEAD IN BOLD)

PORTFOLIO

BUSINESS PLAN

Tony Wallace – President

Chief People Officer Chief Finance Officer Corporate Finance Corporate Communications CPO Finance CPO HR Policy & Operations

Strategic oversight Stakeholder Management Organisation & Recruitment Terms & Conditions External tax group Facilities Time Pay Ways of Working Equal pay

Oversight

John Parkhouse – Deputy President

PT Change PT Process Transformation BT Change E&C Change B&C Change CFO Organisational Development

Stakeholder Management Pay Terms & Conditions Ways of Working Change

Business Focus

Helen Baird-Parker – Officer

Solicitors Office Sols-PT and Corporate Tax Services Tax Litigation Sols-Business Tax Sols-Business change,caseworkers and Cross Cutting

Equal Pay Diversity and Inclusion

Diversity and Inclusion

Tax Assurance Commisioner Finance HR – Tax Assurance Commisioner BT Operations Commisioners Advisory Accountant

SCS Treasurer

Oversight

Business Tax Lead BT- Financial Performance & Change Large Business BT-HR

Jegs/Jesp/Applications Website project team

Member Engagement

Personal Tax PT Finance PT HR CDIO-Security &Information

External Stakeholders

External Focus

Benefits and Credits PT Operations Customer Products and Processes B&C Operations B&C Customer Strategy & Policy Universal Credit B&C Finance B&C HR

Deputy Treasurer PMR AGM Dinner Procedures sub Committee Facilities Time Casework support

Organisation

E&C FIS

arcnews Diversity and Inclusion Members below G7 Website project team

Business Focus

CLO: Manchester & Nottingham

CLO – 100PS & Brighton

CLO – Legal & Governance

Eugene Mitchell – Treasurer CLO – Glasgow

Lawrence Hutton – Officer CLO-Hull & Leeds

Iain Campbell – Officer CLO – Edinburgh

Graham Flew – Officer CLO – Cambridge & Leicester (Euston Tower, Temp)

Julie Blayney – Officer CLO – North East

30

arcnews

APR-MAY 2016: ISSUE 82

COMMITTEE

CONSULTATIONS ARRANGEMENTS AND TEAMS NAME

CONSULTATION /BUSINESS AREA(LEAD IN BOLD)

PORTFOLIO

BUSINESS PLAN

Vicky Johnson – Officer

Chief Digital and Information Officer Financial Operations CFO Finance Interrnal Audit Commercial Government Banking CDIO- Finance CDIO-HR Aspire CDIO-Account & Portfolio Management

Training and Professionalism

Members Priorities

Website project team

Member engagement

Change

Members priorities

SRM

Members Priorities

CLO – Bristol

Blair Gardner Jim Rogers

CLO – Reading & South Coast David Cooper

KAI RIS Mid size

Casework Lead

Website project team

Eva Braniff

SME

IT – Delivery CPD CDIO-Technology arcnews CDIO – Digital CDIO-Development, testing & operations

Diversity & Inclusion

CLO – Northern Ireland

Jeremy Burrows

Debt Management & Banking

Casework

External Focus

Amy Carr

Specialist Personal Tax

Diverstity and Inclusion Casework Members below G7

Diversity & Inclusion

James Ewington

HMRC Central Customer Strategy Central Policy Tax Professionalism & Assurnace

External focus

External Focus

Paula Houghton

BT – Business Customer & Strategy BT-Corporation Tax, International and Stamps

Organisation and Recruitment Organisation T&S President’s Office Information ARC H&S Website project team

Steve McFarlane

BT/Customs Counter-Avoidance Indirect Tax Workforce Planning

Business Workforce Management

Business Focus

CLO – London BCD (South West – Temp)

Frances Hunter

Tax Free Childcare ESS CFO-Change Programme

Green Issues

External Focus

Spencer Munn

Civil Service Resourcing

Members below G7

Member engagement

arcnews

Members Priorities

CLO – Sheffield

CLO – Gloucester & Oxon & Bucks CLO – Preston & Liverpool

CLO – West Midlands

CLO – Norfolk & Suffolk (South Wales – Temp)

Will Richardson CLO – Croydon (London South)

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APR-MAY 2016: ISSUE 82

arcnews

Business Workforce Management

Training and Professionalism (James, Julie and Spencer)

31

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