BENCHMARKS AND WORK PLANS PLANNING TO ORGANISE Benchmarks and work plans 0.

BENCHMARKS AND WORK PLANS

PLANNING TO ORGANISE

• Benchmarks and work plans

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BENCHMARKS AND WORK PLANS 2


What are “benchmarks”?• In our organising strategy, “benchmarks” are specific goals that measure levels of worker involvement.

• In our strategic framework, there are four key benchmarks.


What will we do if we do not reach our benchmark percentages?


What will we do if we do not reach our benchmark percentages?Stick to our strategy but at a slower pace.• Continue mapping, training and keeping in touch with the workers.• Plan for the long term with fewer resources.

Increase resources.

Keep prepared for additional developments.• Increase worker interest.• Political and economic changes in the industry and the country.• Change in employer behaviour.


As we grow stronger, a false sense of security can occur• Workers from strong areas or shifts may not realise what other workers are facing.

• The employer may underestimate the union’s strength and therefore hold back its anti-union campaign.

We hope that momentum will build naturally. But usually workers slow down their involvement once the employer increases the pressure on them.


We may want to lower our benchmarks, but there should be clear reasons that are thoroughly debated and discussed.


Remember…Benchmarks should be high enough to build a strong union power for the future, not simply enough to meet a mobilisation event or a legal requirement for union recognition.


ACTIVITY: Creating benchmarks

Aim: To understand how to use benchmarks as a key part of organising strategically.To create benchmarks.Tasks: Select a facilitator and timekeeper.Review the benchmark form.Fill in the name of the employer and the approximate number of workers we will be organising.Decide what the benchmark percentages should be.Fill out the box with specific numbers you will need to reach to accomplish the benchmark percentages.


Planning to organiseWhat are the problems with planning?

What are the problems with planning?

What are the benefits of planning?



Planning to organiseWhat are the problems with planning?

• Takes time and effort, especially to get started• Holds us all accountable• Shows our weaknesses• Useless if not implemented• Plans must be flexible

What are the problems with planning?

• Takes time and effort, especially to get started• Holds us all accountable• Shows our weaknesses• Useless if not implemented• Plans must be flexible


• Common focus and motivation• Wiser use of resources• Essential for delegating• Otherwise we are just reacting• Shows our strengths and weaknesses


• Common focus and motivation• Wiser use of resources• Essential for delegating• Otherwise we are just reacting• Shows our strengths and weaknesses


Skills inventory• List the skills you have that can help with organising.

• List the skills of others who can help with the organising (include people not present in this workshop).


Why do we not delegate?Why do we not delegate?

Why delegate?Why delegate?


Why do we not delegate?• Need time, effort and planning• Easier and quicker to do it alone• You are the only one with all the information• Everyone expects you to do everything

Why do we not delegate?• Need time, effort and planning• Easier and quicker to do it alone• You are the only one with all the information• Everyone expects you to do everything

Why delegate?• Can’t do it alone• Need additional skills and information• To build the collective• New ideas and energy• Others want to help

Why delegate?• Can’t do it alone• Need additional skills and information• To build the collective• New ideas and energy• Others want to help

If we are not delegating, we are not organising.


Creating a work plan• Decide who you need to be involved, such as top leadership, workers, delegates or staff.• Decide how often you will plan and evaluate.• Decide on the approximate time frame for your plan and when you will evaluate your plans.• List the most important tasks that need to be done immediately.


Evaluation sessions are a part of the work planIn an evaluation session, you might ask each other:• What worked best?• What worked least well?• What suggestions do you have for the future?

Record suggestions and incorporate them into your future work plans.

Work plans and strategies should change as the circumstances change.


ACTIVITY: Creating a work plan

Aim: To create a work plan.Tasks: Select a facilitator and timekeeper.Decide on some part of your organising work that needs to be done.Give yourself a time frame.Review the work plan form.List the tasks that need to be done.For every task, decide who will be responsible and when and who they will report to. The person responsible does not have to do all the work but is responsible for working with others to get it done.Do not agree to anything that you are not prepared to accomplish. Be specific and realistic.Include an evaluation plan.Prepare to share your ideas with the large group.


ACTIVITY:


ACTIVITY: Creating a calendar

Aim: To create a calendar.Tasks: Select a facilitator and timekeeper.Review the calendar form.Decide on the time period you are planning, and fill out blank calendars for the appropriate months.Write in all major union events and holidays.Add in tasks and deadlines from your work plan.Adjust as needed.


Calendar formSunday Monday Tuesday Wednesday Thursday Friday Saturday

ACTIVITY:


Don’t over-planIf you are spending more time planning than implementing your plans, find out why:

• Fear of taking action• Not able to do the amount of work• Not enough time and resources• Lack of capacity or skill

Stop planning and take action.

Planning is a way to help us organise, not an end in itself.


Anything else to discuss regarding benchmarks and work plans?

BENCHMARKS AND WORK PLANS PLANNING TO ORGANISE Benchmarks and work plans 0.

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