74 CATEGORY A:
This Conference instructs the incoming National Executive Council to produce a report published no later than November 2011 with regards the future vision of the union in the next five years and beyond.
The report must include the full scope of the union's activities from the workplace to CWU headquarters. The review will also look at the current branch structure and how it works between the region and headquarters.
The viability and upkeep costs of 150 the Broadway must also be looked at to include the following issues.
1. The annual building running costs.
2. Loss of revenue if the CWFS move out.
3. Benefits of London Division Committee utilising Space.
4. Current value of building.
5. Ability to rent out unused/ under utilised space.
6. Availability of a smaller property with lower running costs away from Wimbledon (not necessarily London).
7. Utilisation of other CWU properties.
The report will look at all officers' roles and their responsibilities and the size of their relevant departments, taking into account the Regional / Field costs associated with each one. It will also determine if any workloads can be taken out, workloads can be better balanced, to cut out multiplication of tasks, better communications between departments.
Both NEC along with Postal and Telecoms executives to be reduced in line with the percentage drop in membership levels since merger.
All national advisory committees to also be reduced in line with percentage decreases in membership since merger.
The following departments should also look at the following ideas to reduce costs or generate further income.
The Education & Training Department to do a feasibility report on generating additional finance by delivering courses to other institutions, hiring out the Alvescot training facility for at least 3 months a year to other trade union / institutions and the promotion of the Elstead Hotel for training / briefing events.
The Equal Opportunities Department should also report back the benefits of merging some equality briefings and conferences to reduce costs whilst safeguarding the role and responsibilities of the department, the report will also look at any avenues the department could use to generate some income by sharing its expertise with other like minded organisations.
The Health & Safety, Communications, Research, Legal Services and International Affairs departments should also look at utilising the services they provide to the CWU to service other like minded organisations and smaller unions to generate income and further expertise. Furthermore they should also look at ways of reducing any multiplication of tasks and continue to seek value for money in services they use.
The current branch structure should also be reviewed to look at our changing industrial future; closures, downsizing and relocations of workplaces will have a detrimental effect on branches and their ability to serve their members. The report will also look at how we represent the member's expectations during these changes and safeguard some of our more active branches. The report will also provide the platform to move branches from across the three constituencies closer and give a better alignment of branches; this would also bring savings with reduced multiplication of tasks and workloads.
The report will need to deal with both reducing staff in a sensitive manner and also look at how we deal with appointed officers as we move forward over the next five years.
Finally the report should also consider how to resolve the current pension problems and look at the following ideas.
1. Closure of the three schemes and opening of a new scheme
2. Introduce employee contributions / increased employee contributions
3. Introduction of a CARE based scheme.
This list is not exhaustive and any other views or ideas to be included in the report. The report must also include the views of branches and regions.