PLANNING TO ORGANISE Benchmarks and work plans 0

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

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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. BENCHMARKS AND WORK PLANS 3

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What will we do if we do not reach our benchmark percentages? BENCHMARKS AND WORK PLANS 8

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. BENCHMARKS AND WORK PLANS 9

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. BENCHMARKS AND WORK PLANS 10

We may want to lower our benchmarks, but there should be clear reasons that are thoroughly debated and discussed. BENCHMARKS AND WORK PLANS 11

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. BENCHMARKS AND WORK PLANS 12

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. BENCHMARKS AND WORK PLANS 13

Planning to organise What are the benefits of planning? What are the problems with planning? BENCHMARKS AND WORK PLANS 14

Planning to organise What are the benefits of planning? What are the problems with planning? • Common focus and motivation • Wiser use of resources • Essential for delegating • Otherwise we are just reacting • Shows our strengths and weaknesses • Takes time and effort, especially to get started • Holds us all accountable • Shows our weaknesses • Useless if not implemented • Plans must be flexible BENCHMARKS AND WORK PLANS 15

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). BENCHMARKS AND WORK PLANS 16

Why delegate? Why do we not delegate? BENCHMARKS AND WORK PLANS 17

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 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 If we are not delegating, we are not organising. BENCHMARKS AND WORK PLANS 18

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. BENCHMARKS AND WORK PLANS 19

Evaluation sessions are a part of the work plan In 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. BENCHMARKS AND WORK PLANS 20

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. BENCHMARKS AND WORK PLANS 21

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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. BENCHMARKS AND WORK PLANS 24

ACTIVITY: Calendar form Sunday Monday Tuesday Wednesday Thursday Friday Saturday BENCHMARKS AND WORK PLANS 25

Don’t over-plan If 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. BENCHMARKS AND WORK PLANS 26

Anything else to discuss regarding benchmarks and work plans? BENCHMARKS AND WORK PLANS 27