Setting up and Running a Successful Trade Union Organization

Setting up and running a successful trade union organization

The Swedish experience with an international outlook

MANUAL LABOUR MARKET DIALOGUE

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About this manual

This manual is intended for trade unions within the Labour Market Dialogue Ukraine project (LMDU), in connection with the capacity building workshops for trade unions and employers. The content is in line with the presentations made by the experts during the workshops.

The manual is made primarily as a guide for those who are setting up, building, developing and managing national or sectoral (branch) trade union organizations dealing with collective bargaining and other union issues.

The experience and examples are mainly chosen from the Swedish system. Much of it is based on the author’s personal knowledge from a long career in Swedish trade unions, with added European and global trade union outlooks. It very much relies on the author’s own experience of what does and does not work in day-to-day practice. The Swedish blue collar trade union IF Metall, a merger of the Swedish Industrial Workers’ and the Swedish Metal Workers’ Union, is used as a model of Swedish trade unions in this manual. Examples from other Swedish unions are also used, especially from the Unionen, a newly merged large white-collar union organization.

Naturally, the Swedish experience cannot be automatically transposed to Ukraine, but hopefully this guide will be a good basis for further discussion and useful for the trade union organizations of Ukraine.

Even if the wordings at times have the character of “good advice”, this manual should not be considered as any policy statement. Such a statement must be outlined by the trade unions themselves.

Stockholm, February 2010

On behalf of the LMDU Expert Team

Henning Carlsson

CONTENTS

About this manual 3 Introduction 7 The challenges of trade unions 7 Key areas in organization building 8 Chapter 1 Trade union governance 9 1.1 Sound governance 9 1.2 The Statutes 11 1.3 Membership 12 1.4 Institutions of governance 17 1.5 The Structure of the Organization 19 1.6 International trade union activity 20 1.7 The Staff 21 Chapter 2 Building demand-driven services, activities and training 22 2.1 Main tasks 22 2.2 Advisory services 23 2.3 Activities 23 2.4 Training 28 Chapter 3 Strategic planning 31 3.1 Key elements 31 3.2 Vision 32 3.3 Strategic priorities 33 3.4 Objectives and Activity Plan 34 3.5 Evaluation 35 Chapter 4 Communication 36 4.1 Elements of communication/information 36 4.2 Target groups 37 Chapter 5 Advocacy 41 5.1 What is Advocacy? 41 5.2 Advocacy policy and strategy 41 5.3 Advocacy tools 41

Introduction The challenges of trade unions Trade unions exist first and foremost for their members. In many countries they play an important role as independent, competent and responsible organizations that contribute to the development not only of the labour market but also of civil society. This is mostly done in good cooperation with employers’ organizations and governments, for instance by strengthening democracy through participation in social dialogue, but also by training members to take part in the democratic procedures within their own union. This in turn gives union members knowledge and tools to improve their ability to take active part in democratic civil society as well. It also creates valuable opportunities to promote the interests of the union and its members. This of course is a good model also in a country like Ukraine, which is in a transition period into a market economy.

The current situation for employees and trade unions is strongly affected by the fast and large changes in the surrounding world. Jobs are changing; companies are sold and move abroad. Cross-border trade is increasing and countries are growing more and more dependent on each other. We see changes involving an unprecedented global industrial structural transformation.

The labour force of the free world market has trebled in the course of twenty-five years. Many new countries and companies participate in the international division of labour, create new values, contribute to new knowledge and offer new markets. This has brought about a remarkable sharpening of competition in traditional branches.

Companies must adjust to the new situation in order to stay competitive and survive in a global economy. They will chose different strategies. Whatever strategies they will use, consequences for the workers and their trade unions are bound to follow.

We recognize the effects of globalization in our own workplaces in various ways. Companies want more flexibility as to employment forms and wage systems. They will also increase the part of leased staff and short-term employments, to be able to adjust their work organization to customer demand. Many jobs disappear due to technical changes and other jobs get a new content related to new demands. A consumer of today has other demands and expectations on a producer or a service provider than a consumer of yesterday.

Unions must also give heed to the companies’ needs for competitive strength and growth, for the benefit of employment, development and job security.

Hence trade unions face many challenges when all these factors related to globalization create demands on union members to organize their activities to meet new needs. This has been the case for trade unions in Sweden and other countries with a long experience of acting in a market economy environment. Obviously, the Ukrainian unions, still in the process of changing their role from an earlier economic system into the life of a private global market economy, are very much aware of this shift. 8

A vital necessity for countries in transition is to develop independent, competent and representative organizations in the labour market, for trade unions as well as for employers. To be really legitimate for their members, it is important for the organizations to establish democratic structures and decision-making procedures.

Other means for trade unions to meet the present challenges are to improve their cooperation with other unions in the country, for instance through coordination in collective bargaining and other relevant issues of common interests. The globalization of economy, industry and trade also makes it important and necessary for the unions to establish and maintain international trade union contacts and cooperation, through membership in relevant international trade union federations.

This is a recommendable approach for Ukrainian unions in the transition period. By doing so, the Ukrainian unions acquire knowledge from sister organizations with a long experience of union activity in market economy countries.

The greatest future challenge of all for trade unions is to recruit new members. Recruitment is a never-ending process and must be included in the core strategy for the future in all unions.

Key areas in organization building This manual will cover the most important circumstances, situations and platforms, the basic principles, structural features and driving forces that have to be considered when setting up and running a successful trade union organization – in short, the key areas in organization building.

As a readable format is desirable, the manual does not claim to be exhaustive. In the first place, attention is paid to situations that frequently occur in the real life of a trade union organization; to a great extent this means dealing with day-to-day business and practical matters within the organization.

The identified key areas and chapters are:

• Trade union governance • Building demand-driven services, activities and training • Strategic planning • Communication • Advocacy 9

Chapter 1 Trade union governance 1.1 Sound governance Sound governance is the foundation upon which a successful trade union organization is built. It is important that an organization has the necessary institutions and tools to ensure credibility, integrity and authority in all its activities.

Failures in good governance damage the reputation and reduce the effectiveness of the organization, and have a negative impact on the reputation of those it seeks to represent. Bad governance is also detrimental to the recruitment of new members.

Especially in countries in the midst of reform and transition, as Ukraine, it is essential that trade union organizations provide good examples of sound governance practice, since governance models from an earlier regime may be inferior.

1.1.1 Key factors for a sound trade union To establish the capacity to run a strong and successful trade union, it is necessary to regularly review the strength and unity of one’s own organization, the competence of its members and their representatives, and the functioning of the institutions and the tools. Weak, splintered unions do not have the ability to act for their members as a heavy counter-weight to well managed companies and employers’ organizations, nor can they be respected in the civil society.

A well-developed and strong trade union may be described as having:

• Legitimacy through a high level of member density • An efficient representation and defence of its members • A foundation of democratic values and a well functioning internal democracy • Good cooperation with other trade unions • Recognition and influence as an actor in civil society and on the political scene

1.1.2 Independent, democratic and competent structures The main task for trade unions is to consolidate their influence and enhance their capacity to protect all employees. In order to do so, the unions must strive to make their organizations relevant to the employees, and make them see the advantage of trade union membership. This requires independent and democratic union structures. Accordingly, unions must be representative and competent in order to attract potential members, and be accepted by the civil society as serious actors.

Therefore it is necessary to train the members to cooperate in a democratic organization, where they have a real influence on the decision-making process, and also educate them to become responsible leaders. Such internal cooperation increases the legitimacy and the representativity of the trade union objectives 10 and of trade union work in the society. In a country in transition such as Ukraine, it is particularly important for unions to function as independent and democratic organizations, and show that they have a mission and competence adjusted to the new situation in a private market economy.

A trade union based on democratic values and aided by strong internal democracy has the following characteristics:

• A democratic ideology and a democratic approach • Leaders and elected representatives who are eligible and representative as to the composition of the decision making bodies (gender, ethnicity, age, sexual orientation, disability) • Knowledgeable and educated leaders • A democratic structure which is transparent and open • Elected representatives in all workplaces • Good internal communication practices • A good relationship with its employees/staff • Independence of external funding

The independence relates to “outsiders” like

• The state • Political parties, government, parliament, authorities • Employers

To be independent does not exclude that the union should strive to be a recognized and influential actor in society and politics, and therefore it must have sound relations to political parties.

Characteristics of a successful union in this sense:

• Capability to advance its members’ interests politically • A fruitful cooperation with political parties and the ability to influence them • Capability to form relevant partnerships with other organizations in civil society • Acknowledgement by the employers and their organizations, the state and other stakeholders, as the force representing employees and union members • Media impact for union issues • The shouldering of broad social responsibilities

A high level of organization with many regularly paying members and the ability to secure good collective agreements are crucial for the strength of trade unions, for their influence at workplaces and in society, and also for their representativity and legitimacy.

It is equally important for a successful union to have competent, experienced and well-trained leaders and staff that deliver good service to the members, and to provide its members and elected representatives with a resourceful education in relevant areas.

This is also the basis for another important criterion of a strong union organization, namely the capacity to make difficult decisions. Such decisions may in the short run appear unpopular among the members, but in the long run they 11 are necessary to safeguard jobs, retain competitiveness, develop welfare, and other things.

1.1.3 Transparency in decision making Every member of a democratic trade union organization should have the opportunity to fully participate and have a clear view of the union business at all levels, directly or through elected representatives. A prerequisite of a trustful participation is the presence of transparency and openness in decision-making and activities. Methods and instruments for auditing the activities and the financial situation is a part of this.

1.1.4 Education, agitation, organizing and recruitment The prime task of the union is to recruit every possible member and gather all employees for the common interest; preferably also to encourage as many as possible to partake in union work. A non-organized workplace is weakening the total union strength. To strengthen the position of employees it is necessary to expand the trade unions’ membership base. This goal can only be achieved by a purposeful and regular recruitment, training, and advocacy among the workers. All representatives and union staff must be well trained for these tasks (see below in this guide).

The purpose of being a union member is to work along with others for a common interest. The real power of the organization rests with the members. The development of the union is dependent on its many competent and educated members and representatives. Therefore, an increased participation in trade union training is a key factor for a sound trade union (see below).

1.2 The Statutes 1.2.1 The foundation of the organization The Statutes make up the main framework of trade union regulations, adopted by the supreme decision-making body, the Congress. The statutes are the rules of the game for members and representatives in the development of the democratic forms of the union. They lay down all of the important regulations regarding the governance of the union and describe in detail the mandate and function of the main institutions.

The statutes stipulate the length of the congressional period, generally three or four years. The Congress also passes resolutions on changes and amendments to the statutes.

1.2.2 Appropriate provisions The detailed content of the statutes may vary between the unions. The following provisions are typical for most Swedish trade unions.

• The name • The location of the head office • The scope of the union • Membership; criteria, rights, privileges, influence, duties and fees • Objectives, values and tasks • Institutions of governance 12

• National, regional and local activities • Negotiations • Benefits at industrial disputes • Auditing • Amendment of statutes

1.2.3 Objectives A trade union is an organization governed by its members.

A typical general objective in Swedish trade union statutes is that the union shall take charge of the common interest and strength of the members in order to create the best conditions possible in working life and in society.

Other basic values are that all activities be permeated by the fact that the union defends a democratic social system and builds its activities on the idea that all people, women and men alike, have equal value and equal rights. Additional values that guide the activities of the union are equality, solidarity and freedom.

1.3 Membership 1.3.1 Regulations concerning trade unions The regulation regarding organizations on the labour market differs between countries. In Sweden there is no obligation to register a trade union or their statutes, as in Ukraine.

The freedom of association is laid down in the Swedish Constitution and in national legislation. It is also stipulated that if a group of workers wants to start a trade union to protect their interests, the basic and only requirements are to have a board and statutes, including a policy document.

The International Labour Organization ILO, the United Nations agency for working life matters, has passed a number of conventions, which the member countries are called upon to ratify. Eight of these conventions are considered so important that they have been raised to the level of Human Rights.

Three conventions have a direct bearing on trade unions. No. 87, Freedom of Association and Protection of the Right to Organise, lays down the right for workers and employers to build and join any organization defending and supporting their interests. This convention also stipulates that the organizations are guaranteed to stay independent of involvement by public authorities. If for instance the authorities in some way try to influence the content of the trade union statutes, this may be a violation of Convention No. 87.

Another convention of great interest is No. 98, Right to Organise and Collective Bargaining Convention. This one protects against anti-union discrimination, against making membership in a trade union a hindrance to employment or a cause of dismissal or harassment because of union activities. Convention No. 98 also stipulates the facilitation of voluntary collective negotiations with the purpose to settle working conditions in collective agreements. Workers' and employers' organizations shall enjoy adequate protection against any acts of interference in each other’s activities.

No.154 promotes collective bargaining in countries according to national conditions and encourages the establishment of rules of procedure agreed between employers' and workers' organizations.

All of these conventions are ratified by Sweden and Ukraine.

1.3.2 Membership criteria The union organizes all employees within the scope of the union as stipulated in the statutes, regardless of race, sex, country of origin, political or religious belief.

Regarding the blue-collar workers’ unions in Sweden, the Swedish Trade Union Confederation decides the division of the activity areas of the affiliated unions. The white-collar unions have settled agreements with each other regarding the division of branches.

By tradition union membership in Sweden has also implied membership in the unemployment fund of the union. In many unions this is no longer mandatory. An employee can choose to be a member of a union only, or just of an unemployment fund.

For a number of reasons pensioners often remain members of the union and enjoy a special membership.

Students are also offered membership on special terms. It is important for trade unions to give priority to recruitment activities within this group. Through information and discussion with students, they may be ready to become union members when they enter the labour market.

1.3.3 Termination of membership Voluntary resignation of union membership is granted for personal reasons like retirement or the transfer to another union.

A compulsory exclusion may be caused by:

• not paying the member fee during a time period stipulated in the statutes • supporting activities inconsistent with the purpose of the union • strike breaker activity • other actions with the intention to violate the statues, or disloyalty against the organization

1.3.4 Membership influence As mentioned above, a successful union that wants to be respected must be built on a democratic ground. A democratic organization, in turn, needs well-trained and informed members who are willing to be active and enterprising. To take part in training courses and conferences is consequently a good way to improve one’s influence in the union.

Other means for members to be active and influence the union are to

• take part in meetings at the workplace or in the regional union • assume commissions of trust on some level of the organization • submit motions to congresses, representative assemblies and other decision- making bodies 14

• use email, telephone and visits, to make individual contact with representatives and staff persons.

A union that wants to stimulate the active participation of its members must facilitate the possibilities and encourage the members to take part in and influence the decisions of the organization in various ways. It should be easy to engage in union activities. Well-developed websites, union newspapers and other modern means of communication should be used to spread information.

Union members in Sweden, in particular younger ones, tend to be less willing to get involved in or take an active part in the organization’s work. They might regard the union as more of an insurance company, which naturally pose new challenges for the unions.

1.3.5 Members’ privileges and rights The privileges and rights linked to membership are important parts of the advantages of belonging to a union. It goes without saying that members demand access to the services and activities the union may offer at all levels, such as individual and collective bargaining, legal support, codetermination, issues of working environment, working time, union training, development of work organization, information, gender issues, research activities, insurances, compensation in case of industrial action and international trade union activities.

The good image of an organization stems from services conducted with professionalism and “member feeling”.

1.3.6 Member fees and other obligations The membership comprises not only privileges. There are also obligations. A member is obliged to follow the statutes and decisions made according to the statutes. A member should also act for the unity and development of the union and be loyal to the union.

Union activities must be financed and therefore demand adequate and sustainable revenues. The indisputable main source for the union is member fees. In other words, the union is based on solidarity among its members and the members themselves finance the activities. To increase and maintain the membership is consequently a crucial mission. Other common sources are receipts from own capital. Grants from the state, the European Union and other institutions may also be achieved. But bear in mind what was said earlier about independence.

The construction and level of member fees are a matter of discussion in unions worldwide. In Sweden the fee normally includes a national and a regional fee. The national union fee is paid as a percentage share of the gross wage, decided by the Congress. The regional assembly decides the regional fee. The workplace trade union may also decide on a fee related to local activities.

The national Executive Committee annually decides on a minimum fee that may be applicable to unemployed members and others with no earned income, who receive an income-related allowance.

In Sweden the fee is paid through deduction from the regular wages. This deduction is made by the employer, based on a mandate of the individual member, and sent directly to the national union headquarters. 15

The Swedish system gives the national union financial power to use its position to serve the members in an equal way, with due consideration to the situation in different parts of the country.

1.3.7 Fee spending Fees are spent for activities such as

• Services: individual and collective bargaining, reviews of collective agreements, legal aid/advice, working environment, research etc. • Insurances • Information, union newspaper • Training • The Executive Committee and the Congress • International TU work • Funding for industrial action • Trade union national centre and the like

A certain part of the fee goes to the unemployment fund, in unions where membership in the unemployment fund is mandatory.

A portion of the nationally collected member fees is also distributed to the regional unions, to facilitate their activities and cover their costs.

The local branch of the trade union may decide on a local fee for its members. It also receives a financial contribution from the regional union for administrative costs.

It should be added that according to the Swedish labour legislation, union representatives at workplace level are granted leave of absence for doing union work that is reasonable, in view of their assignment and the situation at the workplace. The definition of what might be “reasonable” is established in negotiations between the employer and the local union.

Union representatives are also entitled to paid leave (with no deduction from their wages) when they act on behalf of the members at their workplace in issues regarding the relation of union member vs. employer, such as negotiations, working environment issues etc.

1.3.8 Member recruitment A trade union that wants to be strong, well developed and successful must constantly strive to organize as many members as possible. This is the most efficient way to build up union legitimacy and to be a respected actor in negotiations with counterparts and in society as a whole. In Sweden, as in many other countries, there is a general trend of decrease in union membership; certainly from a very high level in Sweden, but still this is troublesome for many unions. The basic mission to recruit members is therefore more urgent than ever. Even if recruiting is a daily task for every elected trade union representative, it is also important for the union as a whole to launch regular and carefully planned campaigns. Policies and recruitment planning should be high on the leadership agenda of every trade union organization.

A successful recruitment campaign should start with: 16

• Analysis of the in- and outflow of members • A joint strategy for the head office and regional offices to recruit new members, keep existing members and win back lost members • Raising the level of competence among members.

Recruitment activities are for instance:

• Training of local/regional board members, staff and members in recruitment argumentation • Systematic workplace visits • Recruitment of student members • Campaigns, phone calls • Information events • Use of websites, folders, advertisements

1.3.9 Examples from Swedish unions Some time ago the Swedish blue-collar trade union IF Metall (a merger of the Industrial Chemical Workers’ and the Metalworkers’ Union) decided to start a two-year recruitment campaign. The background of the project was the considerably lower level of membership at small enterprises, when compared to big companies. The reasons were in turn an earlier failed mission to improve the knowledge of recruitment among representatives and ordinary members. Many of them lacked good arguments.

The purpose and objectives of the project • Recruiting new members shall be a constant process of lasting high priority. Recruitment to executive union missions shall also have a high priority. • A strong commitment among the regional unions will be necessary. • At the end of the project, both the regional unions and the head office should have a well-established sustainable way of working, where member recruitment should be a fundamental task (with a supply of good methods and tools). • The project should be self-financed in a maximum of two years by an increasing number of members and additional income of fees.

Some additional objectives of the project: • To increase the organizational level and the union presence, mainly in smaller enterprises. • Every single employee within the agreement areas of the IF Metall shall be invited to become a member. • To make clear the responsibility of the union to recruit leased staff as well. • To increase the number of student members.

Some of the methods used: • All regional unions are offered three days of special recruitment training courses for their elected representatives and staff. • Member training in the workings of the IF Metall organization, collective agreements and labour law, and the role of elected representatives. • At every workplace visit, all unorganized employees shall be invited to join the union.

Some other missions for the regional unions: • Meetings with employees at workplaces, information to students on union matters, production of information materials, the development of local branches, the training of members, two recruitment weeks per year. • The financial costs should be divided 50/50 between the national union and the regional unions. • A special evaluation programme will be used when the project period is over.

Another newly merged Swedish trade union, Unionen, composed of the two biggest unions for white-collar workers in private industry and commerce/service, has decided to allocate all its recruitment resources to the regional and local levels. Just a handful of strategic recruitment planners are kept at the head office, while the main force of recruiters will operate at workplace level.

1.4 Institutions of governance Well functioning institutions of the union are of vital importance for the success of the organization. Therefore the rules regarding the democratic decision bodies are clearly stipulated in the statues. The institutions are:

• Congress • Executive Committee • Auditors • Advisory committees

1.4.1 The Congress In most Swedish trade unions the Congress is the supreme decision-making body of the trade union organization. The length of the Congress period is laid down in the statutes; usually it is 3 or 4 years.

The Congress delegates are elected by the regional unions in a number related to the number of members in the region.

The members of the national Executive Committee are obliged to be present during the Congress. They have the right to speak on any matter and to initiate all kinds of issues; they also have the right to vote, except when it comes to the question of discharge from their own liability. The presence of the elected auditors is also required in the Congress, just like the presence of employed officers, who also have the right of free speech and initiation.

The ordinary Congress deals with matters of statutes and elections of regular members and deputies of the Executive Committee, the Auditors and various committees, among them the important nomination committee. Amendments to the statutes can only be decided by the ordinary Congress.

The Congress shall also decide on

• policies and motions proposed by the members and the regional and local unions • proposals by the national Executive Committee regarding the position of the activity of the union • member fees and other financial issues • approval of the activities and financial reports and the discharge of the responsibility of the Executive Committee 18

An Extra Congress shall be convened if the Executive Committee so decides, or if a stated number of members so requests in writing.

1.4.2 The Executive Committee The Composition The Executive Committee in Swedish trade unions consists of a qualified majority of active members at the workplace level. Persons employed by the union are also eligible for the Executive Committee, provided that they are members of the union.

Naturally, the elected members must be eligible and generally representative of the membership of the union. In the preparations of the Congress, the Nomination Committee strives for a fair gender balance and takes measures to avoid the undue domination of any specific sector. It is important that the Executive Committee is representative for the members of the whole union in cases where the union, as often in Sweden at present, covers many different sectors.

Responsibilities The Executive Committee leads the union activities in accordance with the statutes and decisions of the Congress, and is the supreme decision body between the Congresses. The Congress may decide that certain issues, for instance activity planning and budget, will be given to another decision-making body of the union.

Normally the elected President is responsible for the daily business of the union, and the execution of the decisions of the Congress and the Executive Committee. In some Swedish unions an Administrative director takes charge of the daily run of affairs, although the responsibility lies with the President.

The Executive Committee is also responsible for

• Reports to the Congress on activities and auditing • Financial management • Other Congress preparations • Negotiations, collective agreements • Industrial action • Other duties according to the statutes

Normally the Executive Committee meets once a month.

A Working Committee composed of officers at the head office, elected by the Congress, prepares the meetings.

1.4.3 The Auditors The Congress elects auditors and deputies among the members for the next Congress period. An authorized, professional accountant who will take part in the auditing is also chosen. The Auditors shall check regularly that decisions conform to the statutes and Congress decisions, that accounts are correctly kept and that properties have adequate insurance. They submit an annual auditors’ report and propose adoption (or not). They also propose discharge of responsibility (or not) of the Executive Committee.

1.4.4 Advisory committees The statutes lay down rules as to when advisory committees, such as Negotiation Council and Union council, are to be set up. The latter may also be given the role of a decision-making body, appointed by the Congress for special issues.

1.5 The Structure of the Organization The activities of a Swedish national branch trade union are normally structured in the following way:

• Local level – through club board/ workplace representatives • Regional level – through board, representative assembly, office • National level – through Congress, Executive Committee, Union Council, Head office • International level – through Global Union Federations, European Federations, Nordic Federations

1.5.1 Local level The workplace level is the most important arena of the union. The Member meeting is the decision body at this level. A club board consisting of at least 3 persons is elected, plus auditors. Other elections may concern representatives for safety, gender issues, insurances, training, young people, special sections and negotiations, depending on the scope and size of the workplace. As mentioned above, the club may also decide on a special club fee for members.

The tasks of the club:

• To recruit members • To take care of the interests of the members in relation to the employer; handle legal disputes, wage bargaining, codetermination at work, working environment, equality between women and men, daily member service and the like.

If no club exists at the workplace, the regional union is responsible for union activities. A representative of the workers is elected as a contact between the workplace and the regional union.

1.5.2 Regional unions The supreme body of the branch union is a regional Representative assembly, with elected representatives from clubs and workplaces where no local club exists. The assembly elects a board from the region. The regional board consists of an uneven number of members, seven at the least. A president, a deputy president, a secretary and a cashier are elected. The board is part of the assembly. A first officer is responsible for the daily activities at the regional level, supported by other full-time officers and administrators.

The tasks for the regional union are:

• Recruitment of members • Development of the local organization • Negotiations, collective bargaining • Union training 20

• Information • Member assistance to improve working conditions • Environmental issues • In-service training • Wage systems • Legal disputes • Unemployment fund • Financial issues • Issues in relation to authorities

As noted earlier, the regional union is also responsible for activities in enterprises where no local club exists.

1.5.3 National level The Executive Committee is served by the union Head office, with specialists working in units for negotiations, research, statistics, information, public opinion, the union paper, trade union training, international issues, working conditions, economy, staff, unemployment fund, IT, administration and more.

The qualities and performance of the head office will largely determine the overall success of the organization.

1.5.4 Union cooperation within a company group Clubs in a company group may set up a joint organization for common issues in the units of the group. The statutes stipulate the forms of representation and elections.

1.6 International trade union activity The globalization of economy, industry and trade increases the demand for wider international trade union cooperation. The global issues of democracy and justice are part of the challenges we face on our home ground. The conditions in other countries near and far affect the employees in every country, be it Sweden or Ukraine. If wages are low and conditions are poor in other countries, companies may move there, and it will be more difficult to protect our wage levels and working conditions at home. When Swedish trade unions contribute to strengthening union organizations and democracy in other countries, they also improve the conditions of Swedish employees.

The tools of Swedish international trade union work are regular contacts and active cooperation with other trade unions in Europe and globally. Swedish unions are affiliated to global, European and Nordic branch federations. Areas of cooperation include international framework agreements, European Work Councils, European social dialogue, international development assistance.

Swedish trade unions also maintain a bilateral international cooperation with unions in different countries, facilitating the exchange of experiences and knowledge support.

The Swedish trade union movement also works within the UN system, first and foremost through the International Labour Organization ILO, as well as with TUAC, the Trade Union Advisory Committee to the OECD, and the International Trade Union Confederation ITUC. 21

1.7 The Staff It is important for the union to have a competent staff that can meet the needs of the members. Trade union members have specific demands on the service offered by the union and its personnel. Many union employees in Sweden have a background as elected trade union representatives at the enterprise level, experienced in dealing with collective bargaining and working environment issues. Along with these internally recruited employees, unions employ well- educated specialists such as economists, lawyers, researchers, journalists, information officers etc. But regardless of their background, it is important that they all have a “union soul” that permeates their thoughts and values and actions.

The sum total of shared experience and knowledge among the elected representatives and the employed personnel is a great asset to the union. Therefore it is important not only to provide regular union training for members and elected representatives but also for the staff, to give them a high degree of competence. In its employer capacity, the union must provide development programmes and fair remuneration systems for its employees, as well as a good psychological working environment.

To maintain good relations and interaction between staff and members is vital for a reliable trade union.

Chapter 2 Building demand-driven services, activities and training 2.1 Main tasks 2.1.1 Member needs and priorities In this manual three typical tasks for a demand-driven trade union will be described, namely advisory services, activities and training.

Advisory services are the one-way provisions of advice and support the members receive in special fields.

Activities are interactive forms of collaboration between members, representatives and specialists, for instance in collective bargaining.

Training concerns the education and training of members, leaders, other elected representatives and employed staff in trade union policies and techniques.

According to the statutes, services and union activities shall be governed by the needs and priorities of the members. Priorities and budget limits may influence the scope and content of the tasks.

2.1.2 Mandatory tasks Priority should be given to what we may call mandatory tasks. They are specified in the statues and in resolutions from various decision-making bodies of the organization. Such tasks are for instance investigations on wage development, comparisons of male and female wages, reviews of working environment issues, changes in the organization and cooperation with other unions. In Sweden, these kinds of tasks are often carried out as projects.

2.1.3 Objectives and work plans After an internal process, the requests of the members are restated as objectives and work plans laid down by the Executive Committee. (See more in chapter 3). Any activity thus decided has top priority.

2.1.4 Experience from daily business To find out the needs and wishes of the members, various methods are used. The most common and simple way to assess member opinion is to listen to the union members in your daily contacts, at visits, in telephone calls, e-mails etc.

Frequent disputes and questions that arise at the enterprise level are also a good source to find out urgent matters. These tasks are primarily the business of the regional unions.

2.1.5 Member surveys, evaluations and motions All members do not have the ability or opportunity to voice their wishes through the traditional union channels. A survey can let them have their say. Professional support in carrying through certain surveys may be an efficient way to evaluate the members’ wishes and how they value the activities and performance of the 23 organization. Obviously, the views of the members are also expressed in motions and other proposals from the members, presented at different levels.

2.2 Advisory services The needs and priorities of the members govern the union’s provision of services. Even if budget and priorities constrain the wishes of the members, a trade union still provides a large assortment of services and expertise.

Here are some examples from a Swedish trade union.

• Swedish and EU labour law • Collective agreement knowledge, application and interpretation, wage policy, wage systems • Legal aid in disputes and court cases • Codetermination at workplaces • Working environment/health and safety • Working hours, shift work systems • Trade union training, in-service training • Research activities • Work development; organization, content • Gender and integration issues • Insurances • Information • International trade union cooperation • Unemployment fund (especially when fund membership is mandatory on union membership)

(Note: Unlike the common Ukraine union service model, no social issues like housing, sports, culture and health care appear in this list.)

Services can be initiated by individual members, representatives, clubs, regional unions or the union at national level, Executive Committee, head office officers and other specialists.

Service is provided through telephone, e-mail, circular letters, the union newspaper, courses, conferences, negotiations, participation in local/regional union meetings, and discussions with local/regional union leaders.

Large Swedish unions have specialists in many fields. Unions with fewer specialists may get support from their Trade Union Confederation.

The credibility of a trade union organization stems from a high-quality service to the members, and a staff committed to union goals and “member feeling”.

2.3 Activities Negotiations are at the heart of trade union activity in most countries. In Sweden there are negotiations regarding:

• Collective agreements • Legal disputes • Codetermination

Below we will discuss negotiations on collective bargaining and legal disputes. The special system of codetermination negotiations will be described only briefly.

In all negotiation environments there is a need of a clear mandate, a relevant opposite party, established routines, trained negotiators, competent specialists, member interactivity and so on.

As regards the carrying out of collective bargaining on wages and working conditions and of legal disputes, we refer to the two manuals produced within the LMD Ukraine project, Quality in Collective Bargaining and The Settling of Legal Disputes.

We will here dwell a little on the organizational environment of negotiations.

2.3.1 Collective bargaining The basic right to collective bargaining is stipulated in the ILO convention No. 98. A more detailed regulation is laid down in national legislation. In Sweden a trade union has the right to negotiations with employers in all areas that concern the relation between members and employers.

Collective bargaining is the process or activity leading up to the conclusion of a collective agreement between the social partners on behalf of their members. Collective bargaining is a voluntary process, used to determine terms and conditions of work and the regulation of relations between employers, workers and their organizations.

A vital part of the effective recognition of the right to collective bargaining is “the bona fide principle”. This is important for the maintenance of the harmonious development of labour relations. This principle implies that the social partners work together and make every effort to reach an agreement through genuine and constructive negotiations, and that both partners avoid unjustified delays in negotiations.

Items In Sweden collective bargaining can be divided into four groups:

• Wages and working conditions • Cooperation agreements • Social systems such as insurances and pensions • Employment redundancy issues

The purpose of collective bargaining is, as noted above, to conclude a new agreement or agree on an extension, changes or amendments to a current agreement. In Sweden you have a right to resort to industrial action to put pressure on the opposite party, as long as an agreement is not in force. Wages and working conditions Every two or three years the collective agreements are renegotiated at branch level. The confederations on both sides in Sweden have only a coordinating role.

On the other hand, the branch trade unions collaborate closely when they deal with the collective bargaining rounds. The same goes for the employer organizations. (See below: “Collaboration with other trade unions.”)

The first major agreements in a pay round are used as models for subsequent contracts.

• Agreements on cooperation The Swedish branch level parties conclude long term agreements on cooperation issues such as vocational training, research, education related to employers etc. There is also an agreement on negotiation procedures, notably the Industrial Agreement, which is accounted for in the LMDU-project.

• Insurances, sick pay and pensions These matters are dealt with at the confederation level in Sweden, in long- term agreements between the umbrella organizations.

• Agreements on redundancies The Swedish confederations for respectively white-collar and blue-collar sectors have set up a collective agreement system for the funding of redundancy pay in case of job losses, including support to find a new job, retraining activities and the like.

Prerequisites of collective bargaining Mandates The trade union needs a mandate to represent the members in collective bargaining. The mandate may be given on a permanent basis, for instance according to the statutes, or based on decisions taken from time to time depending on the circumstances. The mandate to the negotiation delegation must be very clear and agreed upon in advance. The same goes for the mandate from the delegation to the negotiation team and team leader. Mandates can be very detailed or very wide. A proper order is that supreme bodies give guidelines within a relatively wide framework. Mandates that are too detailed may cause a standstill in the negotiations.

In addition to clear mandates, it is important to gain member support by efficient information and a trustful performance by team and team leader. The members must feel that they have an open line to their representatives. A legitimate and relevant opposite party A functioning collective bargaining environment requires legitimate and relevant parties with clear mandates on either side. That is an obligation that every party must fulfil towards their counterpart and the collective bargaining system. Competence Competence, efficiency and professionalism must prevail in the trade union as important elements in negotiations. This in turn requires training of the representatives and development of the policies and methods to be used. Such capacity building is frequent in every Swedish collective bargaining organization. It is also of vital importance to promote knowledge and awareness of these matters among the members. (For details, please refer to the above-mentioned manual.) Collaboration with other trade unions The capacity to cooperate with other trade unions is vital in all union business, in particular in collective bargaining.

In Sweden there is a deep collaborative relationship between unions, first of all between unions affiliated to the same national union confederation. Cooperation 26 also takes place between unions of different confederations, especially when they share the same labour market sector.

For several years past, all trade unions in the manufacturing industry sectors in Sweden have cooperated very closely. The obvious reason for this is that they want to be able to act as a strong and influential joint actor in the Swedish labour market, primarily in collective bargaining.

The cooperation is voluntary and respects the sovereignty of each individual union. The unions agree that their cooperation should in no way restrict their powers to act on their own, and that cooperation within the group should not be obstructed by their different opinions on specific issues.

Some of the main tasks of union cooperation are:

• To coordinate the unions’ contacts with employer representatives within the industry • To strengthen cooperation between unions on the one hand and unions and employer organizations on the other, in order to develop Swedish industry • To promote closer and more solid collaboration between unions at all levels (from the local to the international) • To seek cooperation on policy issues and practical matters, to improve efficiency and thereby facilitate a better use of union resources

Before the negotiation rounds the industrial unions lay down a common agreement platform that forms the basis of the unions’ demands during collective bargaining in all spheres: wage increases, reductions in working hours, in-service training etc.

Other parts of the joint cooperation system are certain rules of procedure during the collective bargaining:

• Information and consultation among the unions before any demands are presented to a signing opposite party • Opportunity for other unions to comment before the signing of an agreement or before giving notice of industrial action

When the bargaining process is in its most intensive phase the unions are cooperating on a daily basis. Competing trade unions As noted earlier, the domain of the unions in Sweden is settled by their respective national confederation or in agreements between the unions concerned.

However, it may happen that more than one trade union claim the right to cover a certain sector and be the rightful bearer of the agreement. If such a competition between trade unions escalates into a union “war” it is disastrous for the unions involved, and for the public trust in the whole union movement. When such a situation arises it is of utmost importance to make all efforts to solve the problem early and peacefully. The national trade union confederations, as umbrella organizations, are duty bound to step in and sort things out. In Sweden, a certain procedure is laid down to settle disputes of this kind.

Mergers between trade unions are frequent in many countries today. In most cases mergers are forced by financial problems caused by loss of members, or 27 made in the hope of a more efficient organization. Mergers may also be a radical way of resolving boundary disputes between unions.

The merging of trade unions might be described as the ultimate form of cooperation. In Sweden there have been lots of union mergers during the last decades. The two unions IF Metall and Unionen, used as models in this guide, are recent examples.

The purpose of union mergers is to boost the number of members and improve efficiency, which in turn will result in a better financial situation and activities of a higher quality. A larger organization also improves the unions’ position and voice in the labour market, in public opinion and, perhaps, in the trade union confederation to which it belongs. The unions involved always perform a very thorough analysis and other preparations in various committees and work groups prior to any decision on a merger. All members must have the opportunity to participate in discussions on the different steps in the preparations. The union leaders are obliged to keep spirits high in the sometimes cumbersome work at both national and local level. Experience shows that most mergers turn out well, however, though the transition period of integration between union cultures may take a while. Competing employer organizations More than one employer organization may claim that they have the right and mandate to negotiate within a given branch or area. This can be the case during a transition period, when the organizations have not settled their demarcation lines. Although this primarily is a problem for the employer side, it may also affect the trade union. The union must analyse the situation: what is the strength, representativity and mandate among the competitors? Which one has a structure that will fit the union? Which one is most credible and best for a long-term relation? Which one can deliver an agreement and stand up for it?

2.3.2 Legal disputes The other heavy part of negotiations, legal disputes, deal with legislative application and interpretation, collective and individual agreements, and other contracts regarding the employer–employee relation. In Sweden and many other countries, industrial action cannot be used to put pressure on the opposite party during a dispute. Instead, a labour court or some other independent body normally makes the final decision.

Two levels Before the possible need arises to carry the case to the final court of appeal, the Swedish Labour Court, legal disputes are handled at two levels:

• The local level – the company and the local or regional trade union • The central, branch level – the national trade union and the employer organization

The union offers this service when the collective agreement between the parties is under dispute, and in individual cases, for instance in disputes concerning the violation of labour legislation, collective or individual contracts. This service is included in the member fee.

Mandate and execution If the union is to act in a legal dispute, it must have a clear mandate to do so. The union must act professionally and have a proper knowledge of rules and practice.

In Sweden the signatories of the collective agreements, the branch organizations, have the sole right to interpret “their” collective agreement. This means that they are allowed to intervene in any interpretive situation concerning the agreement. Naturally this must be done within the legal framework, whether it be legislation or regulations agreed upon by the social partners.

The partners involved are jointly responsible towards the members for the outcome. They are also responsible for the execution of the ensuing settlement.

For further reading, please refer to the manual The Settling of Legal Disputes.

2.3.3 Codetermination negotiations Swedish labour market legislation has established rules for codetermination negotiations. These negotiations differ from the ones earlier described. They might as well be called consultations, as the final decision is left with the employer when the procedures have been carried out in due order.

Negotiations of this kind generally deal with issues of work supervision and management, where a decision by the employer causes a change in the company’s activities or in the employment conditions of the individual employee. Before the employer makes any decision involving a substantial change, the employer must enter into negotiations with the union organization at the workplace level. This rule is laid down to guarantee the employees a voice and allow them to influence the decision. Should the parties fail to come to terms, the union has the legal option to carry the case to a higher negotiating level, between the organizations on each side. If the outcome is a deadlock, the employer has the final say, and the employer’s decision cannot be appealed. The trade union has no legal right to use industrial action in support of its opinion in the matter.

Here too, the above-mentioned elements of a negotiation environment play an important role.

2.4 Training A corner stone for the development of the organization is the body of well-informed members and representatives. A prerequisite of this is an extensive and lively trade union study activity. IF Metall manifesto

The Swedish workers’ movement realized about a hundred years ago that it was necessary to educate its members. Subsequently the Swedish Trade Union Confederation started its instructional programme for union officials. The distinguishing format of this programme was the study circle.* In addition to

* A study circle is a group of people who meet regularly and study together. Anyone can start one, and they can meet anywhere, at times that best suit the group. Study circles have been crucial to the fight for democracy in Sweden, and have contributed to making Swedish popular movements among the strongest in the world. But democracy is not hereditary. A democracy needs people who dare to re-analyse things and have the courage to question things that are wrong. This sort of courage and security can be developed in small groups using the educational methods of the study circle. Modern society is flooded with information, but to convert this information into knowledge requires understanding, a view of the big picture and processing. Dialogue and 29 knowledge on a given subject, the courses provided training in democratic working methods. These efforts paid off. In five years, union membership was more than doubled.

Trade union training is a means to create and maintain a well functioning organization. The members are to know enough of the conditions in the labour market and their union to be able to govern their organization and exercise their civic duties and rights in a sensible manner.

A successful union must have many active members. It may take some time to arouse a deeper interest among the members. Therefore all members should get regular offers to participate in trade union education.

The union representatives enjoy the trust of the members and have taken on the responsibility for tasks that sometimes claim extensive knowledge. To map needs and offer training, the union study organizer and the representatives have regular and systematic talks on what new knowledge is required.

As a complement to traditional studies such as workshops, seminars and courses, the unions offer network-based on-line training to members and representatives.

Outside the normal field of trade union training, there are other educational domains of importance to the union.

In-service training is important, both for company competitiveness and for employees to increase their self-esteem and career opportunities. Unions push hard to promote programmes in this field.

The access to education for everyone in a country, and the opportunity to develop your knowledge and skills, are of great importance in a free and equal society. Education furthers cultural exchange. It also furthers people’s power to influence their circumstances and make use of their rights. This is fundamental to a well functioning democracy. Accordingly, Swedish unions are much engaged in the educational system.

2.4.1 Training linked to advisory services The union offers training within the fields of the advisory services mentioned above. The interest and need may shift, depending on changes in legislation and new collective agreements.

The target groups are normally national and regional officers, local negotiators and representatives who are responsible for various advisory service domains. Ordinary members are also offered information on the same issues. Union training of this kind is mostly arranged by the regional unions.

action are important parts of the study circle method. Dialogue is still unsurpassed as a means of creating a connection, understanding the entirety, and developing a critical disposition. The learning and liberal adult education environment of the study circle is unique, and the method is a true exercise in practical democracy. The size of the group, 8 to 12 participants, is optimal for collective learning. The study circle is open to everybody, with no requirements for prior knowledge or admission tests. Those who choose study circles do so out of their own interest and free will. The participants decide for themselves the content and working methods of the study circle, and then jointly seek new knowledge, skills and insights. The study circle leader has expertise in the topic and guides the discussions, making sure that everyone has a say and that all participants’ experiences and personalities are respected. 30

2.4.2 Training linked to negotiations Topics related to negotiations make a large part of the training programmes. The courses contain the whole process of a legal dispute or a collective bargaining round: preparations, analyses, goals, carrying out, negotiation techniques, information, follow-ups, and evaluations.

2.4.3 Training related to topical union policy Unions normally lay down training programmes for a whole year of activity. Long- term training programmes, however, do not fill every need. Conditions may suddenly change due to political or other decisions, not least when it comes to decisions by the EU. Thus it may be necessary to offer proper training at short notice. A suitable flexibility is maintained when the regional unions conduct most of the training.

Sometimes special union campaigns are combined with customized training activities, for instance in the recruitment of new members or in issues concerning the global economic market.

Chapter 3 Strategic planning

Strategic planning may be described as a defined analysis of the present and the desired future conditions of the trade union. The objective of strategic planning is to clarify and create conditions that make it possible to adjust the organization to the environment, thus securing the long-term development of the union.

3.1 Key elements Trade unions are free and democratic organizations. They owe their existence to the political and economic support of their members. The persons who manage their affairs, whether they are elected or appointed, are accountable to the members. Because of these characteristics, trade unions are continuously assessed and criticised. This may be uncomfortable to officials, but it is a natural thing for a successful trade union organization. It also makes strategic planning all the more crucial.

A responsible planning is important and necessary

• to give members, clubs and regional unions the means to influence the work of the whole union • to seize the initiative; if you do not have a clear view of your own goals, you run the risk of being overtaken by the agenda of your counterpart, and forced to cater to their initiatives/activities • to ensure a more efficient trade union work, and better results • to use resources wisely

A common planning model for Swedish unions comprises a common structure for the whole union, a long time perspective, distinct objectives and an evaluation of the results. Often the higher levels of the union need to support the clubs in their planning.

Normally the planning process in the unions consists of

• the Action programme adopted by the Congress – this lays the foundation, often for a period of 3–4 years • guidelines, confirmed by the national Executive Committee, for prioritized areas and economic framework of the activity planning during the topical budget year • information to clubs, regional unions and head office units on prioritized areas and goals

Then the needs and the goals of the clubs and the regional unions are assessed. This is the basis of the planning at the upper levels, as their role often is to support union work at lower levels.

Then follows activity planning at different levels; the Head office, the regions and the clubs, and finally the confirmation of the activity plans and the budget at the respective level: Executive Committee, regional board, club board.

When the year of activity has ended, an evaluation is carried out and added to the foundations of the next planning period.

The key elements in strategic planning may be identified as vision, strategic priorities, objectives and work plans.

3.2 Vision A good way to start a planning process is to formulate the vision of your union, an overall and succinct description of what the union sets out to achieve. It is not “how” the mission will be delivered or “what” is to be done.

A vision should be a clearly visible guiding-star and it should point out

• the overall purpose of everybody’s work • the role of the trade union and its position in society in the future • the ideas behind the trade union, which motivate and inspire its members and leaders

Many unions have their basic vision laid down in the statutes. Here is a quote from IF Metall:

“The IF Metall shall take charge of the joint strength of the members in order to create the best possible conditions in working life and society [...]”

“The union is a democratic organization that defends a democratic society system and builds its activities on the idea of the equal value of everyone [...]”

3.2.1 Overall Objectives After having finalized the vision, and before setting up the goals, you have to decide upon the objectives of the union. Now there is a gradual movement from the abstract vision towards the operational level. At the end of the process you should end up with an action plan, which tells who is going to do what, and when.

Samples of overall objectives:

• A democratic and equal society and working life • Everyone’s right to an employment • Justice, good wages and working conditions • Employment security, a meaningful job and a good working environment (IF Metall Statutes).

3.2.2 Goals/activities The union shall strive for the overall objectives in ways such as:

• The organizing of all employees within the union activity field • The handling of negotiations and signing of collective agreements • The cooperation with other unions, nationally and internationally (IF Metall)

As regards the never-ending discussion on how to define vision, objective and goal, please consider a national football team:

Vision: World championship Objective: to enter the Finals Goal: to win the next match

Vision vs. goal: A vision is more far-reaching and not as precise as a goal.

3.3 Strategic priorities Above we have accounted for the vision and the goals and what we want to achieve. Now it is important to get a clear picture of the present situation, to be able to consider what is needed to achieve the goals.

• How is our organization functioning? • What must be done to make it more functional and better suited for its purpose/objectives? • What is the surrounding world like? • How can the order of things support or block our goals?

Strategic planning is also a means to develop the organization. To be successful, analyses must be done in a systematic way. Strategic management points out the direction in which the union should develop, and the decisions you must make to ensure you are ready to face the future.

3.3.1 Analysis The next step is to agree on strategic priorities. Organizations can make internal and external analyses on their standing in a number of ways. The point is to collect experiences and reviews from many sources, and get a more grounded understanding of the present needs of the organization. A plain approach is suitable. Whatever methods used, they should generate a list of potential strategic options, from which one can select matters of priority.

3.3.2 SWOT analysis The objectives of a SWOT analysis are to clarify the Strengths, Weakness, Opportunities and Threats related to the organization. The assessments are noted in a matrix. The first two parameters are related to the internal working situation and the two others to the external environment.

• Use your strong points • Try to eliminate the weak points • Use your opportunities • Protect yourself against threats

The SWOT analysis is suitable in a group context, as it may be easier to find the various factors in a brainstorming session with many people involved.

Another method is the PEST analysis. The PEST analysis is a good complement to SWOT and more related to external conditions and the macro-environment in which the union operates. The factors analysed are usually beyond the control of the organization.

PEST is an acronym for Political, Economic, Social and Technological factors. For a labour market organization it may also be relevant to add a Legal factor. 34

This method might be of special interest to organizations operating in an economy in transition, such as Ukraine.

3.3.3 Views from members and staff Since unions exist for their members, it is important in the planning work to know how the members feel about the direction the organization is going. It is also of great import to know their view on how the union functions in reality; do they get the support they need? What about participation, availability etc?

Member meetings and surveys can shed light on this subject. The experience of the employed officials, experts and administrators must also be taken into account.

3.4 Objectives and Activity Plan 3.4.1 Setting objectives – the SMART method By now you have a fair understanding of the areas that will be prioritized over a given planning period. Now is the time to address organizational matters. The possible objectives must be refined and ordered by priority. Each objective should contain a precise and measurable goal and an idea of who will be the persons responsible.

Examples of measurable goals:

• to make 300 workplace visits in the region during the year of activity • to increase the number of members in the regional union at 1000 members per year within five years • to reduce working accidents by 20 percent per year within three years

Please note that some important goals are not easily measured. This fact should not stop us from acknowledging them as real goals.

The SMART method of setting the objectives is well known. SMART is an acronym, formed in this manner:

Specific: Do the goals specify what they are supposed to achieve? Measurable: Can you measure whether you are meeting the goals or not? Achievable: Are the objectives achievable? Realistic: Can you realistically achieve the goals with available resources? Time bound: When do you want to achieve the objectives?

3.4.2 Activity Plan and Budget When the objectives are set you must organize the activities and make a budget. Then it is time for the final approval of the plan by the decision making body.

The core of the plan will be the strategic objectives and the financial and organizational implications of their implementation. In the material put forward to the decision maker it may be wise to have an introduction, a recapitulation of the mission statement and the strategic priorities, a description of how the plan will be put into action, and finally, how the plan is to be assessed and reviewed.

Finally the plan needs to be implemented in daily action at all levels of the union, and reviewed internally. 35

It will be of great value if the persons who are appointed to carry out the work at different levels also are involved in the planning of the activities. They can also share their experiences. Without involvement, you run the risk of getting detailed plans that these persons do not understand or care about.

Please remember the evaluation of the work and activities of the previous year! Even with the best of preparations it might be difficult to formulate everything logically and succinctly, and translate it into activities. The wordings must be very hands-on.

Here are some samples from a Swedish unions’ work plan:

“Once a year the officials shall participate in an information and discussion week at the workplaces on the role of the collective agreements, rights and duties [...]”

“The regional unions have a responsibility to arrange at least three yearly visits at every workplace.”

“Special recruitment activities shall be carried out at all workplaces with a lower level of membership than 95 percent.”

3.5 Evaluation To improve future activities it is important and necessary to evaluate the results of the work of the present and previous years. The evaluation may also be seen as a starting point for the next planning process. Therefore you need to find out:

• Did you achieve what you set out to do? • If not, what do you need to change? • What functioned well? • What can be improved? • Is the result worth the allocated resources?

It is not sufficient to do things right, you must also do the right things.

Chapter 4 Communication

A democratic organization such as a trade union must be open and transparent, and ready to communicate with many groups and persons, especially with its own members. There are also other actors around who are interested in the activities of the union: the media, government/authorities, political parties and other organizations, the public. The communication may concern the mission and objectives of the union or its daily activities. Sometimes the media approaches the organization, in other cases the organization wants to express its views on topical items.

“Communication” includes information and discussion, or readiness to discuss any item on the agenda of the organization. Communication and advocacy (see below) are often brought together, as the organization uses both instruments to promote the members’ interests. Communication is also an important factor in the recruitment of new members and, obviously, a tool for the education of members.

In other words, communication is vital as

• a means to achieve trade union targets • a support to carry out union tasks • a tool to strengthen the whole organization • a part of the total union activities

Below we will dwell upon the normal day-to-day communication within a trade union organization. In the Nordic countries, the wage negotiations are of great interest to “outsiders” such as the media.

4.1 Elements of communication/information Swedish unions normally try to uphold a strategy and policy of communication. Here are some basic points, used by Swedish trade unions in their communication activities.

4.1.1 Objectives A successful trade union communication strategy might begin with outlining some objectives of a good communication policy:

• to support and stimulate discussions at the workplaces • to strengthen the communication and participation within the union • to support and share knowledge and make clear the idea, the values, the objectives and resolutions of the union • to strengthen the communication between the union and the world around • to strengthen the union trademark

4.1.2 Purposes The Information may have different purposes, such as:

• giving answers – reporting facts • agitating for the ideas and objectives of the members 37

• inviting communication and discussion • creating opinion • influencing decision-makers • achieving an activity • long-term change and influence on behaviour and attitudes

4.1.3 Significant reflections Before you launch an information campaign on a specific issue, some questions must be posed:

What do you want to achieve by the information?

• Create a debate? • Supply facts? • Create participation and commitment? • Call for action?

What do you know about the persons addressed?

• Their knowledge of the issue? • Their level of interest? • Interested, in which way? • How much time can you use for this purpose? • Competing interests?

When is the best timing, to get the ultimate impact?

• When is the issue important for the person(s) you address? • When can they (still) have an influence? • Is there anything in the surrounding world that may increase the interest?

Please remember this:

• Focus on one message and use that same message in all channels • Fit your message into the total mass of information that the target group is exposed to • Keep strictly to the facts

4.2 Target groups The target groups for trade union communication/information are normally the following:

• Members, including potential members, elected representatives • Media, editorial writers, political parties • The public opinion • Companies, workplaces, company managers • Authorities, institutions • Organizations; other trade unions, opposite parties • Individual persons • NGOs

The target groups may be both receivers of the information and possible actors.

4.2.1 The members The members always come first and should stay in focus in every communication situation. Here we include potential members. Even when you communicate with other groups, the impact on members must be considered and assessed.

The technology of today has brought us advanced information methods. Just keep in mind that the best instrument in trade union business still is a talk face-to- face.

Daily business Besides daily talks between members and elected representatives at company level, meetings, conferences, training courses still are the most frequent and efficient means of member communication/information, just like contacts by e- mail, fax and telephone. Other common ways of contact include daily activities such as negotiations and workplace visits. To talk with the employees on working environment issues is a safe way to commence any kind of discussion related to their workplace.

Websites In many countries union websites have become a useful forum for member communication. All Swedish unions strive to build a first-rate interactive website, where members can pose questions and take part in discussions.

Today, most unions have a website partly open to anyone, partly protected by password. The area with free access typically states the mission and general objectives of the organization and provides information and news that can be quoted by the media.

The members’ area contains more or less detailed information on things like the advisory service items of the organization, with frequent questions and answers, and may provide breaking news regarding the situation in a current pay negotiation. This is an important tool for the elected representatives.

Questionnaires may also be embedded in a web page, to get the members’ opinion on different issues.

Member newspaper Swedish unions have a long tradition of member newspapers, owned by the union itself. Typically they are published once a month. There are also daily updated website versions of the papers.

A top quality newspaper must have a high competence in the form of journalists and other qualified personnel, and considerable resources. Therefore some Swedish unions cooperate in a jointly owned publication that covers general labour market issues. Each edition contains some pages where every specific cooperating union can inform its members, and different editions are distributed.

Other information in print Most Swedish unions distribute a special information bulletin to their elected representatives about topical issues within the union, with reports on the work in different parts of the country.

Other information channels in print are booklets and reports on different subjects. However, more and more information is digitalized.

Whatever communication channel chosen, the membership perspective must always prevail.

4.2.2 Media – strategy/policy Modern trade union organizations should have a media policy that can be more or less elaborated. It must at least be clear who are entitled to represent the union vis-à-vis media. Normally there is at least one person in the office who is in charge of media contacts, and who can pass matters on to other persons.

Many unions have media training for persons who might be addressed by media. To know how media works is as important as to know how to behave in interview situations.

A good rule is to be open and honest with the media. If the union is perceived as secretive or dishonest, your actions will not get any positive media coverage. The openness should characterize the willingness to communicate not only the mission etc., but also to comment on daily matters of public interest.

Experience teaches that if you do not comment something in your own sphere that is considered to be of general interest, then someone else will fill the information gap. So every “no comment” strategy is doomed to failure.

4.2.3 Media contacts – building network In all strategies it is important to have a long-term perspective. The same goes for working with media, and you must not give in if your first try fails. A useful approach is to create good personal and professional contacts with journalists. Active unions build up contacts with media, and identify journalists and others who cover the matters of the organization. These persons are constantly informed and invited to contact the organization whenever they want.

Make clear your readiness to cooperate, and demand respect when something cannot be commented. Treat all reporters alike. Even if you trust a reporter, consider any information you give to be “on the record”.

4.2.4 Media contacts – offensive strategy A good rule is to be on the offensive in media contacts. Reporters of today often spend most of their time at the editorial office, looking for information and news from other media, websites and more. Therefore, it might pay off to get in touch with them, for instance by e-mail, when you have a message or information to be spread.

Before a planned event takes place, a note in advance should be sent to the media. If you call a couple of reporters and let them know that they are favoured in this case, it might give a better result than a press release. Also provide them with names and contact information for persons in different regions who can give them local information.

When it comes to collective bargaining, it is advisable to give the background and the unions’ view on the situation before the real negotiations start. Written information on e.g. the development of wages, differences between groups, living costs and working environment problems are welcome. 40

4.2.5 Press releases, press conferences Press releases have a limited impact on the great media supply of today. Still, press releases are used by organizations when they want to make relevant facts widely known, such as the result of collective wage bargaining. They may also be issued to comment on an employer organization or a government/EU opinion or proposal that has occurred without prior warning.

Press releases may also be used as invitations to press conferences or other events, specifying the day, time and place, and participants. Such distinct press releases will facilitate the journalists’ work and give them a signal that the union is active.

Too many press releases tend to devalue media interest, so use them sparingly.

Press releases should be short and to the point, starting with the most relevant facts and the core message. Well substantiated research makes good publicity: “An investigation among IF Metall members shows that 34 % consider that the working environment has grown worse during the last five years [...]”

A press release can also include useful material related to the topic.

Neither press releases nor conferences are that attractive, unless you have got something very important for the media and can stage a photo occasion. If you want to present organizational changes, collective bargaining opening events or results of the negotiations it may fit. Regarding negotiations, experience teaches that if you can have a joint presentation of the outcome with your employer counterpart, media interest will be twice as large or even more.

The bottom line, by Swedish experience, is that personal contacts with journalists pay off better than press releases and events when you want to send a message.

Chapter 5 Advocacy 5.1 What is Advocacy? Advocacy, including lobbying, are acts of long-lasting influence on political decisions by creating opinion and good contacts with politicians, locally, regionally and nationally.

Trade unions and other organizations have a long tradition of action on behalf on their members, trying to influence society’s decision makers. The efforts mostly concern legislation and the regulation of labour market related issues and welfare questions.

The activities of the unions in Swedish industry are mainly designed to influence

• Employment and working conditions in industry and trade • Social welfare and its fair distribution • Good in-service training • Positive development of industry and trade

5.2 Advocacy policy and strategy To be a successful lobbying organization you must develop a system of regular contacts with decision makers. This includes good communication relations with government officials.

Foundations of an effective advocacy strategy:

• Create clear and serious advocacy priorities • Communicate the members’ needs – by examples from shopfloor perspective • Use first-rate research and analysis capacity • Know and participate in the processes of governments and administrations

If you do not have a strategy for advocacy you will only run around complaining and nobody will listen. Do not advocate the problems but the solutions!

5.3 Advocacy tools When a strategy is settled you must plan for tools. Here are some examples.

• Settle an agenda with important issues from Congress decisions and the activity plan priorities of the Executive Committee • Meet regularly with decision makers • Produce a briefing folio with a background and arguments to hand over to decision makers in all contacts. It should also be presented on the website • Mobilize the members. Politicians listen when an organization with a great number of members argues its case. Members are also voters • Cooperate with allied groups, such as other trade unions • Use the media strategy of the union