If we are serious about improving public services for all our citizens that should be the mantra for our Ministers taking decisions on the Review of Public Administration for Northern Ireland.

Decisions on big changes in the organisation of district councils, education boards, health boards and trusts are expected before the end of 2005.

The Labour Relations Agency believes that up to 150,000 public sector employees may experience changes to their contracts, and terms and conditions of employment, over the next two years.

In addition, the Secretary of State recently announced his intention to review the Northern Ireland Civil Service. We are facing the largest change management programme in Northern Ireland's history.

No change management programme has ever been successful without the involvement of employees. Their interests should be fully taken into account.

They are the people expected to implement the changes and manage the transition while continuing to improve public services for all. The consultation document did not address this point. Was this a deliberate omission?

Restructuring and reorganisation cannot take place without affecting many people's working lives. Many employees could face job changes, changes in terms and conditions, careers and career prospects, or moves to new locations. Pension entitlements could be affected.

In 1973, when local government was last being re-organised in Northern Ireland, there was a no detriment clause in the legislation and there was an appeals panel for the determination of problems. That was before the LRA was created and before the current raft of employment rights and human rights in employment was enacted.

Now each employee in any part of our health and social services (over 60,000), education (up to 40,000) and local authorities (12,000) may have an entitlement to take a case on any one of up to 80 jurisdictions to an industrial or fair employment tribunal.

That is why, when the principles and strategies emerging from the review are agreed, there should be an acceptance that the changes will be implemented using the highest standards of good employment practice.

Consideration should be given to setting up a high level implementation body to ensure consistency and coherence, particularly where there is the potential for people to be made redundant or be transferred from one employer to another.

Additionally, the practices applied should be screened to ensure they respect human rights legislation and are consistent with European and domestic laws. All the relevant parts of employment codes of practice should be observed.

Given the potential for employment disputes, whether with individuals or on a collective basis, the LRA will be making available conciliation and mediation services.

The LRA has strongly recommended to government and those implementing the changes that a strategic approach should be taken using good employment practice to avoid or minimise disputes. The agency will fully support the use of alternative dispute resolution (ADR) processes which should substantially reduce the number of cases requiring legal recourse.

Expertise in ADR processes has been developed in the LRA both to facilitate in-house problem solving and by making available trained people who can provide third-party ADR assistance.

This makes available professional assistance independent from, and impartial of, those charged with making decisions about the changes and their implementation.

The LRA believes the Northern Ireland arrangements should be based on an acceptance of the principles of ADR and in addition guided by a suitable code of practice. The agency has offered to facilitate the drafting of a best-fit code for Northern Ireland.

The changes in public administration are likely to be wide-ranging and motivated by the search for improved public services. All this can happen only if the people employed to deliver the services are offered high standards in working conditions and are treated with respect. There will certainly be a significant programme of consultation required about the impact of the changes and how to manage conflict.

The need for reform and value for money with effective public services for all is paramount, but the interests of 150,000 employees are an important component of these changes, and without protecting these interests the changes envisaged cannot be successfully implemented.

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