Framework for social partnership and agreement-making in
Nedlac
A key focus of Nedlac debate during its first year has been on
the need to develop aframework for social partnership and
agreement-making. At its simplest level, this debatehas been about
the importance of coordinating the work of Nedlac's chambers. As
early asMarch 1995, the parties began expressing the need for a
mechanism or strategic frameworkto coordinate and align the work of
the chambers, recognising that areas under discussionin one chamber
often had a bearing on the work of other chambers.
Other origins of the debate include the need to avoid a
piecemeal, or ad hoc, approachto policy-making, and a recognition,
after the LRA negotiations, that on many criticalissues a
superficial consensus existed. The debate has also been about
acknowledging theneed in South Africa for an agreed economic-policy
vision and implementable strategy forgrowth and jobs where the
responsibilities or requirements of the Nedlac social partnersare
spelt out and negotiated in Nedlac and at industry or sectoral
level. In the course ofthese debates the possibility and
feasibility of the social partners reaching a broadsocial accord or
a series of accords has been discussed.
To take these debates forward, the Executive Council in July
1995 tasked thesecretariat with the development of a document which
would address the strategic thrustand agenda for the Nedlac work
programme. This document, entitled "Framework forsocial partnership
and agreement-making in Nedlac", was developed in a
consultativemanner and has reference to the thinking and discussion
taking place in each of the Nedlacconstituencies. In October 1995,
the Nedlac Management Committee agreed that the documentshould be
formally tabled before the Executive Council and be made public. It
was placedbefore the Executive Council in November 1995.
In the document's introductory comments, the need for a
strategic framework wasmotivated as follows:
"Addressing the challenges of unemployment, poverty and crime,
as well as low productivity, low economic growth and low rates of
investment, requires the social partners to have a common approach
to their broad goals of creating jobs, economic growth, equity and
participation, to how these goals can be achieved and on how each
of the constituencies can contribute. In the past social and
economic policy-making has been characterised by conflict and
adversarialism. This reflects the era from which South Africa has
emerged-an era based on sharp inequalities and polarisation. In
creating Nedlac, the social partners have acknowledged that each
has the means to both enhance or hinder the transformation process.
Cooperation between the constituencies towards a common approach
must be based on an explicit recognition by the constituencies of
the need to work towards a longer-term vision, and to consider the
need, where necessary, for specific shorter-term trade-offs to
achieve this vision.
"The essence of a social partnership consists of a cooperation
between the key social forces based on an exchange of clearly
defined trade-offs made by each constituency. Agreements should be
made which go beyond the different and potentially conflicting
interests of the constituencies and instead seek a partnership
which in a long-term perspective produces a higher value than that
which each party can reach on its own. This approach to
agreement-making can only succeed if the constituencies act within
an agreed national framework."
The November 1995 Executive Council meeting agreed that the
secretariat document shouldbe followed by the development of a
joint constituency document which should take accountof the issues
raised in the secretariat document. It also agreed on a process for
takingdiscussions forward. As input to the joint document, Nedlac
constituencies began work onconstituency proposals. To date the
following documents have been developed:
- Labour: "Social equity and job creation-the key to a stable
future, proposals by the South African labour movement".
- Business South Africa: "Background document for 'social accord'
process".
- Nafcoc: "Growth and development with equity strategy".
It is quite evident from an analysis of these documents that
there are certain quitefundamental issues on which the
constituencies' views are far apart and where substantialdialogue
and negotiation would be needed to forge a closer agreement. There
are, however,also areas where there is a high degree of commonality
of interests and views.
The Executive Council reviewed the process underway at its April
1996 meeting, andagreed to realign the process and adjust
timeframes. It was agreed that the next stepshould be the
preparation of a consolidated document which would take account of
theproposals in the constituency documents and also other inputs
from the constituencies. Thedocument should identify areas of
potential agreement and disagreement, and should serveas the basis
for a series of senior planning meetings which should commence in
May 1996.
It is seen as vital that this process assists not only in
bringing even greater focusto the work of the Nedlac chambers, but
that it goes some way to contributing towards thedevelopment and
implementation of economic programmes and policies that
substantiallyaddress the goals of sustainable economic growth and
job creation.