
Why We Recommended Acceptance
With the second year of the Home Office three-year pay deal now appearing in members’ pockets, it is worth reflecting on the decisions that led to the agreement and why the LU led Home Office GEC ultimately recommended acceptance.
Negotiating any major agreement is rarely straightforward. The deal that was put before members was not perfect. It involved difficult choices and included contractual changes that required careful consideration. As negotiators, we had a responsibility to look not only at the headline figures but also at the long-term position of our members and the realities of the negotiating environment.
What became clear during the negotiations was that many of the terms attached to the deal had already been eroded or removed elsewhere. In several cases, the number of staff still covered by particular arrangements was steadily declining. The judgement we had to make was whether preserving those elements indefinitely was realistic, or whether we should use them to secure substantial and lasting improvements in pay for tens of thousands of members.
Our view was that waiting would not strengthen our position. If anything, the value of those negotiating levers would diminish further over time. That is why we concluded that this was the right moment to secure the best deal possible for Home Office members.
The outcomes speak for themselves. Administrative Assistants now earn £27,740, with pay rising to more than £15 per hour next year. Administrative Officers will see pay increase to £30,920 nationally and £34,920 in London. Executive Officers are on track to reach £36,000 nationally and £40,000 in London next year, while Higher Executive Officers and Senior Executive Officers have also secured significant improvements. The agreement has transformed Home Office pay rates, placing our members among the highest paid in the Civil Service at equivalent grades.
Importantly, these decisions were not made in isolation. Before reaching a final recommendation, a wide-ranging consultative process was undertaken. We gathered feedback from every category of staff affected by the contractual changes. In each affected group, the majority supported acceptance of the proposals. We also held numerous meetings across the country, ensuring members could ask questions, challenge assumptions and understand every aspect of the agreement before casting their vote.
The final result demonstrated the strength of that engagement. Around 19,000 members were balloted over a three-week period. The outcome was decisive: 93.7% voted in favour on a turnout of 60.4%. Whatever views existed before the ballot, the membership delivered a clear verdict.
Throughout the process, support from the then Left Unity NEC members was important. They understood both the opportunities and the challenges presented by the negotiations and backed the Home Office GEC as we worked to secure the best outcome available for members.
There were, of course, differing opinions within the union. Both BLN and Independent Left opposed acceptance of the agreement and argued that members should reject it. That was their position, and members had the opportunity to weigh those arguments against the case put forward by the negotiators.
It is also noteworthy that during discussions with the Home Office GEC while the deal was being developed, the current National President Bev Laidlaw expressed support for the agreement as our then NECLO, reportedly stating that “we would be fools” not to accept it. However, she did an about-face and later argued that the deal should be rejected. For those directly involved in the negotiations, this reversal was surprising given the earlier support expressed for the agreement. The overwhelming 93% vote in favour demonstrated that the current National President was out of touch with the views of the membership
Ultimately, our responsibility was never to win an internal argument. It was to make the recommendation we believed was in the best interests of Home Office members. Looking at recent payslips, the improved pay scales, and the position Home Office staff now enjoy relative to the rest of the Civil Service, I remain confident that recommending acceptance was the right decision.
Looking back, it is difficult to escape the conclusion that this deal may never have reached members had negotiations begun under the current IL/BLN majority NEC. What is beyond dispute is that the agreement has delivered real benefits and established a benchmark that members in other departments can point to when seeking improvements to their own pay structures. In that respect, the Home Office deal represents not only a gain for Home Office members, but a positive example of what can be achieved more widely across the Civil Service.






