Terms of Reference
TERMS OF REFERENCE FOR DEVELOPMENT OF PARTNERSHIP IN UNIVERSITY COLLEGE CORK MAY 2002
INTRODUCTION
This document is an agreement between University College Cork and the recognisedtrade unions for the development of partnership in the university. The context of thisagreement is the commitment that the parties have entered into through Partnership 2000 and the Programme for Prosperity and Fairness for the development of partnership in the University sector.
DEFINITION OF PARTNERSHIP
Partnership has been defined in national programmes as follows:
Partnership is an active relationship based on recognition of a common interest to secure the competitiveness, viability and prosperity of the enterprise. It involves a continuing commitment by employees to improvements in quality and efficiency; and the acceptance by employers of employees as stakeholders with rights and interests to be considered in the context of major decisions affecting their employment.
Partnership involves common ownership of the resolution of challenges, involving the direct participation of employees/representatives and an investment in their training, development and working environment.
OBJECTIVES OF PARTNERSHIP
The objectives agreed for partnership are:
- Providing an additional and meaningful voice for staff on university matters
- Providing a means for having an input to the development of organization strategy
- Enhancing communications and participation
- Helping to improve organization performance and efficency, delivery of services, the
- working environment, relationships with clients and students
- Providing a forum for consultation and participation on major strategic proposals
- Addressing the issue of non-monetary reward and recognition
- Achieving consensus on issues before the Partnership Steering Group
- Making partnership a reality for people in their daily work.
ISSUES COVERED BY PARTNERSHIP
By definition, the parties must agree on what issues they will discuss and deal withthrough partnership and it is not intended that parties can force other parties to discussissues which they do not wish to address through this process. Any issue, therefore, thatthe parties agree as appropriate may be dealt with through the partnership process. The following list is indicative of the types of issues that are likely to arise and it is not intended to be an exhaustive list:
- Strategic plans and the strategic planning process
- Issues agreed through national programmes or agreements that are appropriate to the Partnership Steering Group
- Improving services to internal and external customers/clients/users of services
- New organization structures and changes to work organization
- The management of change in the university
- Safety, health and welfare issues
- Training and development
- Information and communications
- Accommodation, equipment and facilities
- Quality of working life issues including staff morale and recognition.
Issues that are being processed through the industrial relations systems may be discussed through partnership but may not be processed at the same time through partnership.
PARTNERSHIP AND COLLECTIVE BARGAINING
While it is intended that partnership will help to improve the conduct of industrial relations, it is not intended that partnership will replace the collective bargaining process. There will continue to be a necessity for a separate process through which the management and trade unions will negotiate and, where negotiations do not lead to agreement, refer issues to third parties such as the Labour Relations Commission and Labour Court.
PARTNERSHIP AND MANAGEMENT DECISION MAKING
While it is intended that partnership will help to improve the quality of decision-making,it is not intended to inhibit day-to-day management decision-making within the University. Where appropriate, recommendations from the Partnership Steering Group will be transmitted to the appropriate decision making body in the University and in the event of the recommendations not being acted on a considered response will be communicated to the Steering Group.
PARTNERSHIP STRUCTURES
Main Partnership Group
Role
The Steering Group will have a strategic role in planning and developing partnership rather than addressing in detail operational matters. The Steering Group has scope to establish working groups to deal with specific issues by involving people who may be affected by and who know about the issues concerned.
Composition
The composition of the Steering Group will be as follows:
- Eight nominees of management
- Eight nominees of the trade unions
Duration
The Steering Group will remain in existence for two years and then the parties will
appoint a new Group, which may include members of the outgoing Group.
Chairing
The Steering Group will have two chairs, one nominated by the management and one by the unions. The chairs will agree between them what the chairing arrangements for meetings will be.
Secretarial
The university will provide the Steering Group with the services of a secretary/administrator.
Replacing Members
The parties will replace any members that vacate their positions in accordance with their own arrangements.
Frequency of Meetings
The Steering Group will meet on a bi-monthly basis (generally at 9.30 am on the firstWednesday of the relevant month) and special meetings will be arranged by agreement between the parties. The two Chairs will decide the practical arrangements to be carried out by the secretary/administrator. Members of the Steering Group are expected to attendall meetings.
Communiques
The parties will agree on the content and dissemination of any joint communiques coming from the Steering Group.
Working Groups
Role
The Steering Group will establish working groups or sub-groups to address particular issues. These groups will report to the Steering Group, which will ensure that these groups have clear terms of reference before being established. The Steering Group will decide the composition of working groups and other practical arrangements such astraining for working group members, chairing, secretarial services, frequency of meetings, communications, timescales for completing work etc.
Resources for Making Partnership Effective
The Steering Group anticipates that a budget to support time off and other resources will be required and that this will be provided through the Finance Committee of the University.
PARTNERSHIP PROCESS
Decisions made by the Steering Group or any working groups will be made on a consensus basis.
PARTNERSHIP GROUND RULES
The Steering Group will agree ground rules for the conduct of its meetings.
COMMUNICATIONS
The Steering Group will develop a communications strategy to ensure the widest distribution of information about partnership issues and activities.
DIFFICULTIES AND DISPUTES
The parties agree that in the event of difficulties arising either within the partnershipprocess or outside the process but in such a manner as to influence the operation of partnership that they will in the first instance always meet to discuss such difficulties rather than cancel meetings or refuse to attend meetings of the Steering Group.
REVIEW
The parties agree to review each year the operations of the Steering Group and any other groups established by it and to distribute a summary report of its their activities.
