Fairness and Public Value
Partnership for Quality Agreement 2007
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New agreement signed
A new Partnership for Quality agreement was signed in May 2007 by the government, the state services commissioner on behalf of public service employers, and the PSA. This is the third such joint commitment to building quality jobs and quality public services. The first one was in 2000 and the second in 2003. Pictured at the signing is prime minister Helen Clark and PSA president Keith Gutsell.
What is Partnership for Quality?
Partnership for Quality is a model of good workplace practice that is expected to be reflected across the public sector as a whole.
The PSA led the way in New Zealand with Partnership for Quality. It recognises that union members have as big an investment in the success of their organisation as do employers and government. It's now seen by the Council of Trade Unions as the way forward to building decent, productive workplaces and quality jobs.
Worksite partnership agreements are based on the union and the employer engaging on the issues that confront them – talking around the table, not across it – so members have a voice in decisions that improve the quality of their work and the services they provide.
It demands a relationship based on good faith – that is, upfront, honest and transparent.
It is not, however, a cosy relationship. Nor does it mean we can't disagree: as an independent union, we reserve the right to disagree and not to shy away from conflict. Partnership is a declaration of engagement, not a guarantee of undisturbed industrial tranquility.
Our partnership agreement with government is just as critical. Through the tripartite forum, the PSA sits down with ministers and public service chief to discuss the big issues affecting members in the public service – and to seek solutions. This has brought some real benefits:
- improved staffing levels
- funding for pay improvements
- the retirement savings scheme
- a plan to redress pay and employment inequities
- a commitment to improving work/life balance
- an extra week's statutory leave
A similar model has been adopted in the health sector through the tripartite forum representing CTU health unions, district health board employers and the health ministers.
Being a PSA member is part of building decent workplaces, not just for now but also for the next generation of workers.
Summing up the Partnership for Quality Agreement 2007
What’s new in the agreement
Comprises three parts instead of two. The new part is an agreement between the PSA and the SSC on behalf of public service employers.
Strengthens accountabilities.
Gives effect to the objectives of the Employment Relations Act: promotes collective bargaining and union representation.
Identifies the features of productive, responsive, high performing workplaces Introduces a comprehensive delegate framework.
Identifies priorities: productivity initiatives and common employment provisions.
The preamble
The preamble outlines some key themes embodied in the agreement. These include a common interest in developing a modern, innovative and highly successful public service, and a continued commitment to building a high-wage, high-skill, and high-performance public service.
It also sets out the principles and expectations that underpin this new agreement:
- Engagement: timely and constructive participation in decision-making
- Good faith: genuine involvement in issues affecting the working lives of employees
- Respect: recognition of the government’s role to represent the interests of New Zealanders, the PSA’s right to independently represent the collective interest of members, and the responsibility of chief executives to manage their department or agency under legislation.
The Government and the PSA agree on the need to continue to invest in quality jobs and public services. A quality public service:
- shows agencies working together, and engaging with citizens
- strengthens management and employee commitment to deliver quality services
- recognises the collective interests of employees represented through their union
- invests in people delivering services, building skills and encouraging innovation
- demonstrates leadership and best management practice, inclusive of employees through their union
A productive, responsive public service must include:
- a culture of high trust
- networked services
- being an employer of choice
- good, productive work practices
- support for delegates
- learning environments; support for innovation
- good work design; meaningful work
- development of leadership potential
Part 2
This sets out the expectations and responsibilities of employers and the PSA in advancing partnership. It also outlines the work programme needed to put PfQ in place.
It summarises the key elements that will contribute to building and supporting highly productive, responsive, and quality public services. A key aspect is that it sets out a framework of provisions to recognise, promote, and support delegates.
Another key feature is a new work programme of projects and activities that the parties will work on together, with two priorities - joint initiatives to improve productivity across the state sector and the development of common employment provisions and approaches to bargaining.
The delegate framework
The PSA is committed to ensuring good delegates are chosen, regular elections are held, and that delegates are accountable. The PSA will also work to see that union roles are clarified and will establish a range of roles to encourage delegates’ participation and to maximise each of their strengths. The provisions and resources to support delegates include:
- Paid time off for delegates to carry out their role
- Comprehensive management and delegate training
- Access to facilities
- Establishing structures to enable delegates and managers to meet.
- How these elements will be put into place will be subject to discussions between specific employers and the PSA. The PSA and the SSC will provide additional information for departments and agencies on how the delegate framework will be implemented.
Part 3
This is about the relationship at workplace level between the PSA and employers in individual agreements and reflects the principles and expectations set out in Parts 1 and 2. It emphasises a strengthened relationship between management and delegates.