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Implementation
Implementation
In many ways the implementation of this
resolution has formed the basis of the EC’s work
over the last two years with many new initiatives
and two highly successful events for affiliates held
and a new suit of services offered.
All elements of the resolution were implemented
Implementing 2015 Resolutions
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Resolution 14 (continued)
East Coast Trains was commended by the Office of Rail Regulation as the
most cost effective train operator as it received virtually no subsidy and has
returned over £800 million in premium payments to the Treasury to date,
more than any other operator. Despite the political dogma, most passengers
and workers want a rail network that works in the social, economic and
environmental interests of all citizens, not just those who want to turn a profit
to line the pockets of shareholders.
(3) As such, Conference calls on the GFTU to support the work of affiliates,
community groups and passengers in campaigning for an alternative rail
system that is both publicly owned and publicly accountable in line with the
vision created by the Transport for Quality of Life’s “Rebuilding Rail” report.
Resolution 15
Supporting Affiliates
(1) This BGCM recognises that both the British and Irish trade union movements
are distinctive in their organisation. Both have a combination of specialist
trade unions organised around particular trades and occupations and
industrial groups within larger general unions.
(2) The BGCM reaffirms the important role that the GFTU plays in complimenting
the work of the TUC by offering practical, educational, campaigning and
other support for specialist unions and groups within general unions.
This BGCM further notes the great number of workers organisations and
associations not yet consolidated into trade unions and the tremendous
potential that exists for supporting the development of trade unionism
amongst the two thirds of workers not currently in unions. The GFTU, jointly
with its affiliates, needs to develop a strategy to help nurture trade union
growth among these workers.
(3) The BGCM therefore believes that the GFTU could play an essential role in
supporting affiliates in their attempts to build a stronger movement through
freeing resources that are often duplicated. This should involve looking at the
potential to:
a) Pool and share resources including looking at the possibility of building
a multi-union HQ and also sharing office space throughout Britain and
Ireland;
b) Negotiating shared services and facilities between affiliates, the GFTU
and third parties to create economies of scale and other savings that
individual unions’ could not otherwise deliver on their own;
c) Develop a strategy that helps generate new income for both the GFTU
and its affiliates;
d) Develop a plan which delivers membership growth among affiliates and
also looks to deliver a strategy to nurture trade union growth among
unorganised sectors of our economy.
e) Signpost affiliates to companies and service providers who are unionised
and offering value for money and quality to trade union clients. The
BGCM believes that the combined purchasing power for GFTU affiliates
and the development of customised, but shared benefits and services
could play a significant role in maintaining the strength of small and
specialist trade unions and reaching out to new recruitment areas.
(4) The BGCM calls upon the Executive to:
1) Produce a discussion paper for affiliates and potential new affiliates
on where shared facilities, services and fund raising schemes could be
considered and to consider some of the best practice and arrangements
that unions have made that could be extended and shared;
2) Organise a working Conference as soon as practical and ideally within