Sustaining Progress - Department of Taoiseach

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eGovernment 22.24 The parties commit to full co-operation with the further development and implementation of eGovernment policy as outlined in ‘New Connections’, the Government’s Action Plan to realise the potential of the Information Society, including organisational and structural change which is required. Equality 22.25 Equality of opportunity is an essential part of Human Resource Management in the Civil Service. Policies dealing with equality issues in the Civil Service have been announced and are being implemented by Departments. The parties agree to continue to work to promote equality of opportunity for all Civil Service staff in accordance with these policies. 22.26 Consideration will be given to widening access to family friendly initiatives. The Government has allocated funds for a Civil Service Childcare Initiative to provide crèches throughout Ireland for the children of Civil Servants. This Initiative will continue to be implemented in partnership with the Civil Service unions. 22.27 This year, 2003, has been designated as European Year of People with Disabilities. The Government’s 3% target for the employment of people with a disability in the Civil Service has a key role to play in creating employment opportunities which might not otherwise be available. Following a study by independent consultants, the Department of Finance is currently drawing up proposals with a view to developing action plans to ensure that the Government’s policy is implemented as effectively as possible. Particular consideration will be given to improving monitoring arrangements. Section 23: Modernisation of the Health Service Context 23.1 The Health Strategy, “Quality and Fairness”, contains a clear and comprehensive statement of sectoral modernisation objectives for a transformation of the health and personal social services. The key principle guiding the change agenda overall is aligning the delivery of services to the preferences and requirements of service users and the need for accountability in relation to very substantial investment levels. Stable Industrial Relations Environment 23.2 The parties to this Agreement recognise the paramount importance of a stable industrial relations climate. The need for stability is all the greater in the context of implementing the Health Strategy, which envisages improving and extending services, underpinning investment, and the requirement for modernisation, change and reform. A decisive initiative is essential to transform the poor industrial relations of the past to structures, processes and conduct which are closely aligned with the vision contained in the Health Strategy of the health service being an employer of choice. This will require major changes by both sides and an unequivocal commitment by all stakeholders to a culture of cooperation, collaborative working and partnership in the management of the industrial relations climate in the health sector. Part 2 Pay and the Workplace 115
Part 2 Sustaining Progress 116 23.3 The parties accept that the recommendations of the May 2001 Review of Industrial Relations in the Health Service, carried out by the Advisory, Development and Research Service of the Labour Relations Commission, point the way forward. 23.4 The parties are committed to the promotion and practice of a partnership characterised by a commitment, on their part, to dispute resolution through the use of due process. In order to achieve this objective the parties hereby commit themselves to the following measures to ensure industrial relations matters are dealt with effectively and efficiently: (i) A small, strategic, problem-solving group comprised of top level sectoral representatives, from unions and management, will meet quarterly to monitor and oversee developments at a macrolevel in the evolution of the industrial relations environment in the health service. This will include reviewing progress in the proposed new approach to the management of industrial relations, to identify and consider appropriate responses to major potential emerging difficulties ahead. (ii) The National Joint Council (NJC) will in future be the primary forum for the management of industrial relations in the health service. Its procedures will be revised to ensure the attendance and active participation of representative Chief Executive Officers, relevant trade union leaders and senior Department of Health and Children officials. The joint secretaries will agree and make arrangements for the conduct of business between meetings and the Council will be given administrative support. A formal register of claims with national implications will be maintained and agreed minutes of the NJC and its subcommittees will be kept and circulated. The reconstitution of the NJC will support enhanced co-ordination of industrial relations in the health sector with the State’s third party industrial relations machinery. Appropriate resources will be provided in order to allow the NJC adequately fulfill its proposed new role. Priority items for the future work programme of the NJC include the Action Plan for People Management under the theme “Promote Improved Employee Relations and Industrial Relations in the Health Sector”. (iii) It is recognised that greater clarity is required in relation to the appropriate allocation of responsibilities, as between local and central management in the management and resolution of disputes, consistent with the principles of the Strategic Management Initiative, the recommendations of the LRC review and the arrangements set out in the Action Plan for People Management in relation to partnership and improved industrial relations. (iv) Arising from the constant pace of change and innovation the parties recognise the vital importance of, and commit to, early notification and discussion, where possible, in advance of changes being made at individual employment level. In that context, disputes that arise at individual employment level, covering pay, pay related and operational issues (e.g. employment levels, alterations to activity levels etc.) should be assessed jointly and prioritised in accordance with the provisions of paragraph 23.4 (vii) so that they are dealt with by the parties locally and/or nationally as appropriate. (v) To achieve this aim both sides commit themselves to the deployment of senior local representatives to engage on local issues in order to maximise the potential for agreement at that stage. The involvement of senior local representatives is collectively viewed as imperative to ensure that issues can be addressed immediately and any agreements reached are implemented quickly and adhered to consistently.
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Sustaining Progress - Department of Taoiseach

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