Hello PPMA colleagues and friends,

I love this time of year – we’re entering into what we villagers called turning times, heralding a new season. Early morning walks with Ellie and Jenny (my two amazing chocolate Labs) over the last week have had me thinking about a few things. Firstly it’s apparently Labrador fruit foraging (and farting – sigh) time again; secondly, foraging may be the reason why the girls have developed yet another bout of selective deadness and thirdly, how on earth are we hurtling towards the end of yet another year?!

I’m not sure that I have a meaningful answer to any of the those three questions. However, crisp and peaceful early morning walks (well apart from the woofers) have me reflecting on what a year it has been. Policy wise it feels like the national debate about public services funding and the future of health and social care is really coming to a head. We’ve seen a shift in the pay cap which had seemed immovable for such a long time. Whilst that is welcome we still have a way to go in my view – both in terms of delivering fair increases across public sector, but also in thinking about how we can afford higher pay without further cutting into service delivery.

In health and social care, there certainly seems to be a collective strategic understanding and urgency at policy maker level. LG and NHS employer, provider and other organisations have gained traction both in terms of highlighting the urgency, but also making the case for an integrated and inclusive response. We’ve not quite had that level of integrated action and thought reflected in Government’s response. but there’s no question in my mind that the LGA #futureofasc green paper, together with the recognition that a longer term funding plan is critical take us substantial steps forward. There is a substantial way to go, but we at least seem to be heading in the same direction, which is a blessed relief.

We’ve also seen various Government committees publish reports on age discrimination, the ongoing challenges experienced by women in their careers and the status of gig economy workers. It’s clear that workforce related issues are on everyone’s agenda – and arguably that is a very good thing, provided of course well thought through policy and legislation follows. We all have the war stories on IR35 and it’s by no means clear that the legislation will be rolled out across the private sector yet. It will be interesting to see, particularly in advance of Brexit next year, what additional spotlight will be focused on workforce related matters. From a PPMA perspective we are committed to ensuring that we proactively and reactively respond on policy matters as they arise.

As well as taking a national position on policy, we’re also ensuring that we are in a position to influence policy and the development of our HR & OD colleagues over a much longer timeframe.  You’ll be hearing from us very shortly about our preferred proposals for restructuring PPMA. I’m very excited about these and hope that you will take time to consider the efforts that have gone into that work on your behalf.

I always fondly remember the dog days of summer (no pun intended) as the prelude to going back to school/college and university. The rhythm of public services is often the same for some of us – a relatively quiet summer which allows us to draw breath and then the mad hurtle towards the end of the year. This cycle is becoming very familiar to us too – Northern Summit is becoming a real milestone during the year and we’re really looking forward to that.

We’re also looking forward to publishing our new Let’s Talk Themes. I’ve talked about these before – but I’m really delighted to share with you that we’re making great progress. We’re using the work we are doing here to both update our website content – so each of our themes will have a dedicated page – and downloadable descriptions of each themes that you can use to share with colleagues. They are essentially scoping statements that will help us define future thought leadership and content and research topics. You’ll see these soon and you will see in our new structure how we plan to move these forward. You will be a key part of that too – so please look out for them and let us know what you think.

Before we get into that mad end of year rush, I want to thank every single one of you for your ongoing support of PPMA and our broader public service workforce. I’ve said it time and time again before, but the work that all of you do is absolutely fundamental. Your contributions will often be invisible but I have no doubt that without them public services would be in a much more challenging place.

Until next time, keep well.

Best

Hello PPMA members and friends

In our blog post this week we hear from Neil Lupin who is Managing Partner of Green Park Interim & Executive Search , March 2018 was the anniversary of the changes to IR35 and we’re very interested to find out from Neil what impact he believes these have had. Green Park are PPMA sponsors and specialists in interim management, executive search and diversity consulting.

“It’s a year now since HMRC dropped the revised version of IR35 in our laps. Last year I saw panic, confusion, misinformation (fake news as some might say), and a lot of very worried clients and interims. So, a year has passed. How have we got on? Did we all survive relatively unscathed or has IR35 had the negative impact on Local Government’s ability to procure the very interim talent it so desperately needs that we predicted?

So here we are, a year on from the changes. Did we survive? Well broadly yes, but arguably Local Authorities, hardest hit of all, are still adjusting to the effects of IR35 with some adapting brilliantly and others sadly still floundering. In wishing IR35 many happy returns, through gritted teeth, I thought it would be useful to recap some of the most profound changes and anecdotes of the last 12 months.

It all felt very rushed and poorly thought through. Publishing draft legislation on 5 December for implementation 4 months to the day later with very little guidance and an online ‘ESS’ assessment tool which wasn’t even out of development until March was hardly helpful.

It wasn’t just like the clock was reset. If all we’d had to do was simply to adjust how new assignments from 5 April were assessed it would have been far easier. Not easy, but definitely easier. As it was, the biggest challenge was transitioning ongoing assignments even though the only actual change was that responsibility for the determination of IR35 status would now sit with the end client and not the interim. That’s it in one sentence. That’s what all the fall out was (and is still) about.

Since IR35 first reared its head in the noughties interims could legally determine their own tax status with no recourse to either their recruitment agency or the end client. In many cases that enabled them to perfectly legally pay a lower suite of taxes than technical they should have, and certainly lower than their PAYE counterparts. These changes have put a stop to that and rightly so, but it is the unintended consequences of the legislation that clients and interims alike are still grappling with.

Interims determining their own tax status before last April, or working outside IR35 since, are paid gross to their limited company. They can offset their expenses but pay corporation tax and some National Insurance contributions so £ for £ they are better off than those operating inside IR35. Of course, they accrue no holiday and get no benefits such as pension contributions but sympathy in that regard has always been lacking so I won’t go there. If they’re outside IR35 the only real change is that the client makes that decision, not them but that has now pushed a significant proportion of assignments outside, which has skewed the entire system.

On paper it shouldn’t have been difficult but a year on problems abound. Many Local Authorities took the opportunity to purge interims from their books and forced those remaining to operate inside IR35 regardless of whether that was the outcome of HMRC’s own test. In some cases, it was take it or leave it, with the policy line being that these changes had to be delivered with no additional cost to the Authority. What was ignored was that the cost of delivering that assignment rose by about 25% for any interim transitioning inside IR35, yet the subject of personal taxation had become so emotive that rational, commercial negotiations often failed, leading to many interims leaving and not being replaced even when their expertise was critical.

Such a policy shift seemingly sought, in a small minority of cases, to punish interims for operating legally in the existing tax system because it was tax efficient. It was a visceral reaction to the point that interims were actually labelled, formally in published policy documents, as ‘tax dodgers’. Authorities seemed to now fear a knock on the door from HMRC nearly as much as a Tuesday morning call from Ofsted which isn’t how things should be.

The algorithms behind the HMRC test are constantly changing, meaning more and more assignments are inside IR35, but if your interim is doing a job in the structure and managing staff, they’re inside. End of. True programme / change management remains largely outside.

Because it now costs an interim about 25% more £ for £ to take an assignment inside IR35 instead of outside, the cost to hire has risen and the number of interims willing to take such assignments has gone down. If they travel and stay away for work then, because they can no longer offset their expenses, they’re even worse off. In fact, because the umbrella company system they now have to use deducts both employee’s and the 13.8% employer’s NICs from them (the latter of which the client would pay if the role was on the payroll), they are often paid less overall than their permanent counterparts.

All that means Authorities now pay at least a quarter more for interims inside IR35 and find them harder to attract, and an increasing number of roles can no longer be deemed outside. So, while the market remains buoyant overall, interims cost more than before, yet they’re needed more than ever. What a dilemma. There’s so much more to say on the subject from all angles that I could go on forever, but I’ve aimed here to summarise some of the wranglings of the last 12 months and will pause there. If you’d like to pick up a further discussion with me about any aspect of IR35 or hiring interim managers in general, I can be contacted at neil.lupin@green-park.co.uk or 020 7399 3247 or https://www.linkedin.com/in/neillupin/.

Neil Lupin , Managing Partner of Green Park Interim & Executive Search. Green Park are PPMA sponsors and specialists in interim management, executive search and diversity consulting.