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Dáil Éireann debate -
Thursday, 21 Mar 2002

Vol. 550 No. 5

Written Answers. - Labour Relations Commission.

Brian Hayes

Question:

12 Mr. B. Hayes asked the Tánaiste and Minister for Enterprise, Trade and Employment if he envisages a changed role for the Labour Relations Commission; and if she will make a statement on the matter. [9354/02]

There are no plans to change the role of the Labour Relations Commission. What is envisaged, however, is a refocusing of the activities of the commission to comprehensively embrace all the aspects of its role. Under the Industrial Relations Act, 1990, the Labour Relations Commission was given general responsibility for promoting the improvement of industrial relations. The Act sets out the detailed functions of the commission including the provision of conciliation and advisory services, the preparation of codes of practice relevant to industrial relations, the conduct or commissioning of research into industrial relations matters and to review and monitor developments in the area of industrial relations.

In the years since its establishment, the Labour Relations Commission has become an important part of Ireland's industrial relations landscape. It has worked hard to promote good industrial relations in the economy and has provided first-rate conciliation and advisory services to its clients. The environment in which the Labour Relations Commission operates is undergoing a period of rapid and significant change. In such an ever-changing environment it is important for an organisation like the Labour Relations Commission to take a long hard look at how it carries out its role and to examine the services it provides to ensure that they remain relevant to its clients.

In this context, the commission embarked last year on a comprehensive review of its strategy and direction for the period 2002-04. Following this review, the commission published its strategy framework 2002-04 earlier this year. The key points addressed by the strategy framework are the identification of challenges for the future and a set of strategic actions which the commission will take over the next three years to ensure the effective fulfilment of its remit. I fully support the commission's strategy and, together with the Department of Finance, my Department has agreed terms of reference with the commission for a review of its staffing and operations which will commence shortly. The terms of reference cover: functions of the Labour Relations Commission; industrial Relations Act, 1990; providing a conciliation service; providing an industrial relations service; preparing codes of practice relevant to industrial relations after consultation with unions and employer organisations; offering guidance on codes of practice and help to resolve disputes concerning their implementation; appointing equality officers of the commission and provide staff and facilities for the equality officer service – service transferred to the Office of the Director of Equality Investigations in 1999; selecting and nominating persons for appointment as rights commissioners and providing staff and facilities for the rights commissioner service; conduct or commission research into matters relevant to industrial relations; reviewing and monitoring developments in the area of industrial relations and assisting joint labour committees and joint industrial councils in the exercise of their functions.

Key points of the Labour Relations Commission strategy framework are that it identifies the following major strategic challenges for the future: continues to deliver effective service; needs to anticipate and adapt to change; corrects positioning in the industrial relations sector; maintains and effective and committed workforce; maintains support from principals.
In order to meet the challenges identified earlier, the commission outlines the key responses that will be needed: a clear, focused goal and mission; fast, effective dispute resolution; focused, relevant and timely inputs to develop and improve Irish industrial relations; focus on client needs and service levels; adapting to change; communications and education; management, resources and organisation.
On the strategic action programme the commission has decided on a number of actions designed to meet the challenges it faces. With regard to dispute resolution – conciliation service it will continue to provide and upgrade conciliation service; publish deadlines for making hearings available; clarify prioritisation policy and contact points; encourage appropriate use of rights commissioners; review and revise policy on post-Labour Court involvement and investigate provision of mediation and arbitration services.
With regard to dispute resolution – rights commissioners it will review the future organisation, resourcing and management of the rights commissioner service; encourage use for individual and small group disputes not involving wider policy issues; encourage Government as employer to use the rights commissioner service and will consider the need to structure guidelines, standards, procedures and accountability.
On development and improvement of industrial relations it will review scope and value of services and modify if needed; upgrade frequent user initiative and feedback results; execute further sector reviews in selected areas; carry out focused research to agreed annual programme; confirm effectiveness and upgrade efficiency of diagnostic audits; evaluate codes of practice and propose future policy; consider means to increase effectiveness of code on essential services; review impact and response to non-compliance with established procedures and evaluate operational effectiveness using client surveys.
On client needs and service levels it will implement feedback system on client experience with LRC; develop and publish client service charter; programme annual meetings with major users; organise focused workshops on specific issues; further develop education programme and extend website and database co-operation.
On relationships in the industrial relations sector it will maintain good relationships with primary agencies and client groups; win active support and backing for LRC's future role; ensure early involvement in development of new legislation; participate in development of Irish inputs to EU directives; organise annual meetings with specialist agencies and finalise and implement autonomy agreement with D/ETE.
On range of services it will confirm and strengthen the LRC's two core roles – dispute resolution and dispute avoidance; develop voluntary mediation package for small claims; consider offering selective arbitration service and investigate future role in and lessons from new growth economy.
On communications and education it will publish comprehensive quarterly bulletin; consider optimum image for effective communication; encourage reportable focused research outputs, often jointly executed; it will hold regular meetings with key players; investigate joint organisation of national forum; enhance website and consider e-business role and implement a comprehensive education programme.
On management, resources and organisational issues it will upgrade top management focus on external relations, organisation, systems, resourcing and delivery of priority action programmes; create new senior position responsible for upgrading information services and day to day management; back up operational staff with improved executive support; maintain full current services staffing with experienced personnel; appoint senior information officer with back up; broaden recruitment base to whole public sector; implement formal training and development programmes for staff; further develop innovative resourcing for specific tasks and complete the review of staffing levels-grades with the Department of Enterprise, Trade and Employment.
Question No. 13 answered orally with Question No. 7.
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