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BY 1992, THE ONCE PEACEFUL relationship between the Saskatchewan Public Service Commission and the Saskatchewan Government Employees Union (SGEU) had taken a marked adversarial turn. The Saskatchewan government's first collective agreement was achieved in 1946; its first public service strike occurred in 1973. Other strikes followed in 1975, 1979 and 1986, the latter resulting in a legislated return to work. But it was the four-month strike of 1992-93 that was the culminating event. Occurring during a harsh winter, this series of rotating strikes and slow downs at vulnerable sites left union and management exhausted. While both parties eventually achieved a collective agreement they could live with, they generally believed that gains had been achieved at a significant cost. At the end of negotiations, both sides agreed to explore ways of improving their working and negotiating relationships.
Although, initially, both sides had been sceptical and hesitant to participate, in January 1994, the deputy ministers of all government departments and elected SGEU officials and selected staff members met, eventually agreeing on the following shared goals: the public service should provide quality service to the public, provide a safe work environment, and respect the roles of union and management.
They also agreed on the values that would guide their future relationship: it should be open and participatory -- cooperative rather than adversarial; they should share information regularly; and employ ees should be delegated more responsibility.
The parties took steps to create union/management committees in government departments that would permit more influence on operational matters by employees and the union. A greater sharing of information and openness began to occur. Several projects were initiated that, for the first time, involved a high degree of union and employee participation, including a redesign of the public service job classification system, and joint development and delivery of training initiatives.
However, the existing collective agreement was to expire in October 1994. Key union and management members recognized the need for a negotiating method congruent with their new working relationship. Returning to an adversarial form of bargaining would put this relationship at risk.
After...