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Capacity development

Capacity development. Issues for discussion. Capacity development. Fundamental challenge for trade union development cooperation Basket – concept Education and training Advocacy Organising Administration Project management. Trade Unions ARE value based (=political).

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Capacity development

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  1. Capacity development Issues for discussion

  2. Capacity development • Fundamental challenge for trade union development cooperation • Basket – concept • Education and training • Advocacy • Organising • Administration • Project management

  3. Trade Unions ARE value based (=political) • Independent/autonomous = Not dependent from outside “powers” • Financially • Politically/ideologically/ “thinking” • Plan of action • Democratic/participative • “controlled/member driven” • Structures and democratic accountability • Representative • Affiliation and support from workers • Able to represent the voice of the members

  4. SOLIDARITY • Solidarity and international cooperation • Role of regional and international structures and frameworks • Interaction between national, regional and international level in practice and in principles (standards – control mechanisms) • Solidarity is foundation of our strength

  5. TU Principles & Guidelines on development effectiveness • Ownership & autonomy • Plan of action • Need assessment • Transparency and accountability (democratic structures) • Inclusiveness and Equality (representativity) • Coherence (interaction) • Sustainability (dues, governance, solidarity, …)

  6. Capacity development beyond training • An integrated approach on CD • Integrated in TU “objectives” and “time = embedded in national action plans • linking all aspects of trade union organising work into a coherent approach • Cooperation programmes are only a part, a “contribution” to this embedded approach • Sustainability comes from “within”

  7. 5 Dimensions of CD • Policy development • A TU wants to influence improvement of working and living conditions, and therefore economic and political governance etc… • TU need to have their own “thinking”/political, social, economic, cultural, ecological alternatives • Advocacy • TU want their proposals to be “adopted” • Advocacy strategies are diverse and contextual

  8. 5 Dimensions of CD • Promotion and advertisement of TU views, strategies, results, … • Representation and representativeness have to be ensured beyond private and sectorial interests • Training • Is an essential part of the process but not the whole process. Training without the other strategic elements is not sustainable. • Research • TU need to prepare and support policy, training, promotional activities and advocacy

  9. The challenges of CD for DC See also principles • Dialogue between partners on the TU-owned plans of action are essential and a prerequisite for sustainable CD • CD should be “holistic” and based on the partners’ need • Donor needs (programme administration and “justification”) should not be a burden on the implementation of national action plans

  10. Challenges of CD for DC • Coherence and interactivity should allow to approach pluralism and atomisation of the trade union landscape at national/local level in, a shared and more effective/objective manner. • Donors should be aware of the implicit transfer of “donor-models” to their partners and make these also an element of dialogue • DC and CD should not serve TU (bilateral) “diplomacy” but contribute “strengthen the parts and the whole”

  11. Challenges of CD for DC • Northern driven “priorities” or “thematic and geographical concentration” by back donors (or by TU themselves) are incompatible with a “national action plan driven” cooperation, leading to the atomisation of trade union actions in the south (gender, child labour, ….) • Coherence has to give strength to the local trade union CD action and DC should enable that.

  12. Other Questions: Trade Unions as social movement • The TU: social movement in a (local) context • Beyond the direct interests of (formal) workers • Taking up the challenge of participative democracy as a prerequisite for effective trade union work and impact on policies • Taking up the challenge of working class needs beyond the workplace (education, housing, public services, gender equality, environment,…) • Cooperatives and solidarity organizations • Political and CSO alliances

  13. Other questions: CD for social dialogue • CD for social dialogue • Cooperating with employers • Role of/for the ILO • New challenge for DC (donor priorities) • Linking CD for TU and CD for Social Dialogue

  14. The TUDCN and CD in DC Proposal for year 1 (October/November) • International Seminar of CD • Share practices of CD in DC • Discuss long term CD strategy based on • Sustainability of its impact in political terms (strong and effective unions) • Sustainability in terms of trade union organising • Taking advantage of the “new ITUC” momentum • Take the DW in DC debate to the national level and make it part of the national development agenda’s

  15. The TUDCN and CD in DC Year 2 • Regional seminars on contribution of DC for more effective and sustainable CD in the region (at national/sector level) • Create conditions for CD on CD in the regions to enable CD at national and local level as a contribution to more effective impact of TUDC

  16. The TUDCN and CD in DC The longer term • Link to be established with regional DC networks and also with DC coordination in the region (donor “harmonisation” and “alignment”).

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