NUI Galway, Partnership

Introduction and Context

The terms of reference, as outlined below, have been jointly agreed by representatives of management and staff through the University’s Partnership Committee.
The University’s Strategic Plan (2003-2008) is a clear statement of the strategic aims of the university over the next few years. It acknowledges the extent of change occurring, both on a local and a global level, and highlights the challenges posed by such change. Introducing change and working for continuous improvement is of concern to everybody in the University. Partnership presents a new way of working which will help facilitate the change process. It involves new sets of relationships, understandings and expectations. Building partnership is not a simple task or short-term strategy to deal with short-term problems. It is an on-going process that requires change from everybody in the University and which concerns itself with both short-term and long-term issues.
At the heart of partnership is a joint approach to problem solving and decision making for the benefit of all. Employee involvement in organisational decision-making is the only way to tap into and recognise the skills and expertise of staff across the University. 
Working in partnership allows employees and their representatives to be fully involved in identifying change/improvement needs and implementing new measures. Most importantly, change/improvement through partnership ensures that the views and needs of all stakeholders (employer, employee/union representatives and management) are considered.
The partnership approach is also in line with national policy through the various agreements that have evolved between the Social Partners, and is particularly emphasised in the modernisation agenda outlined for the public service. 

Partnership Structures

Partnership requires the commitment of senior management and this commitment needs to be reflected in the organisational structures. The Partnership Committee has a right to be consulted on the development and implementation of the strategic plan of the University by the Governing Authority. The Partnership Committee, in return, will be responsible for ensuring that regular feedback is relayed into the Governing Authority, through the Human Resources Committee. The Partnership Committee will also feedback regularly to the University Management Team through its common, senior management, members. 

Main Partnership Committee

The role of the Partnership Committee is to effectively manage and steer the process of change throughout the University. It will do this by creating a forum for the sharing of ideas and information, and the identification of opportunities for change and development through partnership. Through the use of joint problem-solving techniques and consultation with all the stakeholders it will endeavour to achieve a consensus approach to the management of change with cognizance of the University’s strategic goals and its obligations under social partnership agreements. The Partnership Committee will adopt a strategic role rather than addressing, in detail, operational issues. 
The Committee also has a role in embedding and mainstreaming the partnership approach and has scope to establish partnership working groups to deal with specific issues by involving people who may be affected by the issues concerned.
The Partnership Committee will not replace established industrial relations procedures and practices. The Committee will not involve itself in individual grievances or issues relating to terms and conditions of employment. The Committee will operate in parallel with, and will complement, the existing industrial relations machinery. Issues of conflict can be referred to the Partnership Committee on a voluntary basis by either side. The Partnership Committee may take a view on the issues presented before them. The issue will be explored and referred back if the Committee can not add any value. 

Partnership Working Groups and Departmental Groups

The partnership working groups will be small task/project focused groups which will be set up, when necessary, by the main Partnership Committee to explore, examine, analyse, research or make recommendations on issues or opportunities which have been identified by the Committee. Once the Partnership Committee has agreed an action plan, and consulted with all stakeholders to make them aware of this plan they may delegate responsibility for implementation to partnership work groups. The Partnership Committee will identify the key stakeholders for these groups and employees from all levels, grades and departments are eligible for inclusion. Usually these employees will be selected on the basis of their area of work, their expertise their knowledge or experience.
The work groups will disband when their task is completed.
Also as a means of embedding partnership as a way of working throughout the University the Partnership Committee will facilitate the introduction of permanent partnership groups across departments. The Partnership Committee will provide terms of reference to both these groups.
Training will be provided to ensure that participants have requisite skills to engage in joint problem solving and consensus decision making. Sufficient human and financial resources will be made available to each partnersip work group. Both groups will report to the Partnership Committee.

Composition of the Partnership Committee

This is a joint union/management committee with membership drawn from senior management and union representatives in equal numbers. The members of the committee should be reviewed and agreed as representative of the different stakeholder groupings. Management representatives should be nominated by the President/UMT and union representatives by the unions. The union representatives will be active members of their respective union committees. The Vice-President with responsibility for human resources will be an active member of the committee. 
Committee members should have their mandate renewed every two years with the option of renomination or replacement with due cognisance to the need for continuity of membership.

Workings of the Partnership Committee

Chairing
The Committee will be chaired by an independent representative agreed by the unions and management.
A set of ’standing orders’ will be agreed to direct the day-to-day workings of the Committee 
Facilitation
A full-time facilitator will be responsible for supporting the overall partnership process.
Secretarial
The University will supply secretarial back-up and other resources to the Committee (e.g. time, training, visits, website maintenance etc.). A group secretary should be responsible for recording and circulating the meetings agenda and minutes.
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 monthly as per the dates and times agreed for the year.
Members of the Committee are expected to attend all meetings. If a member is unable to attend they may send along a nominated substitute.

Communication

Communication is an essential part of any partnership. The partnership committee will communicate jointly on a frequent and consistent basis with all employees. Individual members will also commit themselves to updating their constituencies. Generating commitment to the process and building trust with all the stakeholders is essential.
Communication methods should include a web-site, regular bulletins, notice boards and partnership newsletters. Surveys, focus groups, networks and small group meetings are other more direct communication methods which can be used by the partnership committee to consult with and get feedback from a wide group of employees.
Awareness training will be provided for all employees in the University. Joint training will be provided for members of the Partnership Committee 

Training

Ongoing training is a central part of the partnership process. Building partnership involves changing the culture of the organization. Participants will need to acquire new competencies, attitudes and behaviours. Training, time, an opportunity to practice these new competencies and visible top management and union support for the process will all facilitate the development of the new culture.
All participants in the process will be provided with training.
Training interventions will vary from the provision of awareness training to all University employees and managers to the provision of specialised training for members of the partnership committee and working groups which will concentrate on the competencies and skills required for the development of effective partnership. (e.g. teamworking and group dynamics, project management, effective meeting skills, communication skills, consensual decision making, joint problem solving, report writing, presentation skills).
Facilitation training will be given to ensure that the University has sufficient facilitators to develop partnership at all levels.

Consensus Decision-making

It is essential that decisions made by the partnership committee are agreed on the basis of consensus. A useful way of conceptualising consensus is where everyone present must be at least 70% comfortable with the decision and 100% committed to its implementation. Everyone has an equal say and members are encouraged to express their views. An agreed quorum must be present for a decision to be taken. Individual members will consult with their constituents as appropriate.

Updated 21/05/2004

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