PARTNERSHIP WORKING FREE LABOUR



Partnership Working Free Labour

Table of Content

Introduction3

Partnership Background3

Concept of Free Labour6

Partnership and Free Labour and Public Sector organizations11

Efficency and Effectiveness of joint resources15

Conclusion20

References22

Partnership Working Free Labour

Introduction

Partnership working is playing an increasingly important role in effective modern local government activity. To do this, we need to make sure that we are doing the right things, in the right way, at the right time for the right people in an open, honest and accountable manner. (Novitz Skidmore 2001 pp.67-78)

The benefits of partnership working have been the focus for many public, private, voluntary and community organisations recently and the Council has in the past, played a lead role in establishing and developing partnerships. A range of issues have been identified that we need address to ensure that the Council has a consistent and rigorous approach to partnership working, so that we can get the full benefits from it. Clear processes and procedures are necessary to enable us to deliver services to our residents efficiently, effectively and properly with our partners.

Partnership Background

The partnerships are intended to involve free labour and their union representatives as full partners with management representatives to identify problems and craft solutions to serve the agency's customers and mission better. This idea is part of the trend toward employee empowerment in the private sector and complements the concept of self-directed work groups.

The partnership culture maintains that the best way to accommodate the interests of patients, labor, and management is by cooperative rather than confrontational interactions and decision making. Like all successful partnerships, this relationship is built around mutual and common interests and is based on trust, respect, full disclosure, and accountability. (Sisson 2000 pp.90-95)

In general, a partnership enlists trained facilitators (from the Council as well as from outside the group) to work with a balanced labor-management working group composed of issue stakeholders Stakeholders

All parties that have an interest, financial or otherwise, in a firm-stockholders, creditors, bondholders, free labour, customers, management, the community, and the government. Partnership working is a central feature of New Labour's approach to social policy in the United Kingdom (Asthana Richardson Halliday 2002 pp.780-95). Nowhere is this more evident than in the series of area-based initiatives such as Health Action Zones (HAZs), Employment Zones, Education Action Zones, New Deal for Communities, Neighbourhood Renewaland Sure Start. These programmes, focused on areas of high deprivation, are based on the ethos that problems connected to social exclusion and inequality require joined-up solutions (Amery, 2000; Painter and Clarence, 2001). They have thus served to place a considerable premium on partnership across the political agenda. Moreover, these areas are intended to pilot ways of working that will become the norm for the country as a whole (see e.g. Powell and Moon, 2001), an expectation that has been fostered by the introduction of Local Strategic Partnerships (LSPs). Whilst accreditation has focused initially on the 88 deprived areas targeted for the local neighbourhood renewal strategy, LSPs are thus expected to develop across the country and play a key strategic role in: (Sisson 2000 pp.90-95)

• developing community strategies;

• bringing together and looking at ...