Sustaining Progress - Department of Taoiseach

(vi) In the event of a grievance arising, and where a staff member(s) is/are working under protest,
a meeting with senior management will be held within three working days of the request being
received.
(vii) The framework for processing issues at both national and local level will therefore involve:
■ each stage having stated time limits;
■ real engagement/negotiation on the issue before referral to external parties; and
■ where agreement is not possible speedy referral to the Labour Relations Commission, the
Labour Court or other independent third party where appropriate.
23.5 It is agreed that no form of industrial action will be either initiated or threatened while issues are
being progressed through the above framework.
23.6 It is recognised that difficulties with the implementation of agreements have caused tensions in
workplace relations. Management and unions at both national and individual employment level will
ensure that discussions take place in a timely fashion, negotiation teams have authority, third party
referrals are processed promptly and comprehensive communication takes place with all relevant
managers and union members. Both sides recognise the importance of proper training for all those
participating in the negotiation process.
23.7 Partnership in the health service clearly has a key role in helping to deliver on the objective of better
industrial relations. The mainstreaming of partnership in the health service will help realise its full
potential in driving and managing the change and modernisation process. This will, in turn, ensure
that a broad range of issues amenable to resolution through a partnership approach are not
permitted to develop into industrial relations difficulties impeding the capacity of industrial relations
structures in the health service to focus on resolving priority issues. Progress in implementing the
detailed actions set out in the Action Plan for People Management to significantly improve the
capacity for people management in the health service will help transform the climate within which
employee relations are managed.
23.8 The parties agree that such a new approach to industrial relations is required to complement and
secure the future of the partnership approach and structures, which are at the heart of the Health
Strategy “Quality and Fairness”. This includes both sides’ commitment to the related Action Plan for
People Management and to the modernisation and change process in the health sector generally.
Matching Working Patterns to Service Needs
23.9 More efficient user-centred and quality health service delivery is conditional on major changes in
current forms of work organisation and in particular on extended hours of service. The health service
must become more accessible and “customer friendly” with healthcare provision service-led and
designed around public need.
Part 2 Pay and the Workplace
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