Education in the Midlands / President’s column

C ATALYST’S recent initial report on the future of our railways has caused a lot of interest and once more exposed the chaotic nature of the privatised network. I recently spoke at a Labour Party fringe meeting hosted by the think-tank in Brighton. The packed event was another sign that transport policy and the railways in particular are moving rapidly up the political agenda. There is now a near-universal consensus that the Tory privatisation of the railways was a disaster. But it is also becoming clear that the government has yet to find a lasting solution to the problems this legacy has created. The logic of the situation, as revealed by welcome responses such as Network Rail’s decision to bring maintenance back “in house”, appears to point toward the inevitable re-integration of the industry under public ownership. There is mounting evidence that the fragmentation of the industry and multiplication of commercial interfaces is a key factor in escalating costs. But there is no widely accepted or agreed route-map towards extending public ownership further, nor is it clear that the political will exists to take this process to its logical conclusion. I believe that it is necessary to present an alternative vision to privatisation and the under-invested state enterprise known as British Rail. While I am loathe to use the hideous term ‘third way’, there is growing support for a publicly-owned, publicly-accountable set-up which provides a real transparent partnership between those who work on the railway, those who use it and the government. In fact, this template could be employed for all our transport needs. Unfortunately, progress on the government’s alleged integrated transport strategy – which pledged a major “modal shift” of passenger and freight traffic from road to rail – has been frustrated by the continuing problems of the inefficient and unresponsive privatised network. Recent attempts to come to grips with this problem, most recently the “streamlining” of regulation proposed in the rail white paper, have left its central problems of fragmentation and private sector profiteering largely untouched. However, there are immediate steps, highlighted by Catalyst, which could be taken to bring down costs and prove popular with a weary public that has suffered so much under privatisation. This includes direct public ownership of Network Rail for clearer accountability to the public interest and better value for money through reduced borrowing costs. The reintegration of track renewals work could extend the significant savings and reductions in delays already achieved by Network Rail bringing maintenance “in house”. A moratorium on the costly refranchising of train operations to the private sector and taking them back in house as franchises expire could emulate the success of South Eastern Trains after it was taken back into the public sector. One of the most urgent reforms required is the regulation of the rolling stock companies who, despite mixed performances, are currently converting colossal public subsidies into staggering profit margins of 30 to 40 per cent. Tough and independent safety regulation must be maintained and not dangerously subordinated to questions of cost as proposed in the government’s White Paper. Catalyst’s work in this area will continue over the months ahead, with further research, and events and the publication of a final report early next year. This important work could indeed prove to be a real catalyst for change for the better. G For more information please contact the Catalyst on 020 7733 2111 or go to www.catalystforum.org.uk TONY DONAGHEY A real catalyst for change OVER the past few years the Midlands regional council has initiated an education programme designed to equip reps with the latest information and techniques to improve representation available to members. Regional organiser Ken Usher explained that training begins with newly-elected reps attending the TUC ten-day course, explaining that the office did not wait for members to apply for these courses. “As we are involved in scrutinising nomination forms we can allocate new reps to the first available course within weeks,” he said. The regional office work closely with the TUC to tailor courses at Sandwell College for reps. The regional organiser and the local RMT tutor also attend to give new reps an insight into the workings of the union. The regional council has appointed education officer Paul Walker to liaise with the office and branches and assess what training needs are required. The union has also organised special one day schools for stage one disciplinary advocates, negotiating skills, recruitment and retention, public speaking. Courses covering the Working Time Directive and other advocacy courses are also planned. “The one day schools are designed to cover specific areas which cannot be covered by the TUC courses,” Paul said. Many company council reps have attended the stage-two TUC course and found it very rewarding, indicating that they wish to take advantage of additional education opportunities. The fact that the region has a member of the union’s panel of tutors, Dave Jones, working in the office makes it much easier the organise specialist courses. “It really doesn’t matter how many are on a course, we can now provide one to one training if required,” said Dave. Ken Usher sums up the region’s attitude towards training: “Our members deserve the best possible representation and that can only be provided by trained, confident reps, we like to think that our programme fills the gap between TUC courses and the unions own national scheme,” he said. TUTOR: RMT tutor Dave Jones can provide one to one training in the office if required Education in the Midlands Tony speaking at Labour Party fringe 25