SASK PLAN OF ACTIVITIES 2009-2011
Strategic level
SASK’s overall objective:
Trade unions work to achieve decent working and living conditions for all
SASK’s strategic goals:
- SASK will provide support for trade unions to help them become strong, committed, independent and democratic.
- SASK will support relevant initiatives aimed at improving workers’ working and living conditions.
- SASK will effectively communicate its goals to Finnish trade unions and the general public, as well as to its partners, in order to gain public support and promote international solidarity.
- SASK will improve its funding, human resources and networking in order to achieve its strategic goals.
Program level
Strategic goal:
1. SASK will provide support for trade unions to help them become strong, committed, independent and democratic.
Strategic results:
1.1. Unionisation:
Increased trade union membership (particularly among women and young people) has improved trade unions’ organisational structures
Strategic indicators and measurement:
1.1.1. Non-unionised workers organised
- No. of members according to age and sex
- No. of participants in TU activities according to age and sex
- No. of women and young people on decision-making bodies
1.1.2. Progress towards trade union unification
- No. of ongoing unification processes
1.1.3. Voting or other democratic electoral process that represents the will of members
- Quality of the decision-making process
- Quality of the leadership-selection process
Strategic results:
1.2. Collective bargaining:
Trade unions are able to effectively negotiate, implement and improve collective agreements
Strategic indicators and measurement:
1.2.1. Improved quality of CBAs
- Union recognition
- Ability of the union to negotiate
- No. of CBAs
- Improved skills among negotiators, leaders and shop stewards to negotiate, monitor and analyze CBAs
Strategic results:
1.3. Education, capacity building and research:
Trade union leaders are skilled (in leadership, facilitation and administration) and aware of the basic principles of a democratic trade union movement
Strategic indicators and measurement:
1.3.1. Existence of education programmes and policies on various TU levels
1.3.2. Appropriate workers’ education methodologies and competent educators
1.3.3. More relevant, participatory TU research projects
1.3.4. Better research skills and capacities among TUs, and networking with other research institutions
- Necessary core competences in TUs:
o Knowledge of labour legislation
o Negotiating
o Organising
o Leadership
o Communication
o Dispute settlement
Strategic results:
1.4. Finance:
More independent, self-sustaining trade unions through dues collection and improved financial status
Strategic indicators and measurement:
1.4.1. Dues-collection system in place (flat vs. % and check-off )
- Increased dues collection
1.4.2. Percentages of main sources of income (focus on dues collection)
1.4.3. Transparency in financial management
- System in place
- Audits passed
- Reporting to members
Strategic goal:
2. SASK will support relevant initiatives aimed at improving workers’ working and living conditions.
Strategic results:
2.1. Support for research and studies on working conditions and job satisfaction
Strategic indicators and measurement:
2.1.1. Research results are relevant and accurate, and help formulate strategies on various TU concerns
- Research results are used to improve:
o Lobbying, advocacy and campaigning (among employers, governments and other bodies)
o Negotiation and agreements
o Working conditions
o Education (knowledge, capacity, attitudes)
o Networking
Strategic results:
2.2. Promoting ILO core labour standards and other international agreements and initiatives favourable to workers
Strategic indicators and measurement:
2.2.1. Ratification of ILO core labour standards and other conventions
2.2.2. Signing International Framework Agreements
2.2.3. Monitoring of Corporate Social Responsibility and similar initiatives by the trade union movement
- Increased awareness
- Effective lobbying
- Ratification and adoption
- Practical implementation
- Efficient monitoring
- ILO and national standards are incorporated into CBAs
Strategic results:
2.3. Social and environmental initiatives being developed
Strategic indicators and measurement:
2.3.1. Trade union involvement in labour platforms, social networks and alliances, mass movements, social dialogue, drafting of new policies and legislation on, for instance:
- HIV-AIDS
- Climate change and green jobs
- Racism and xenophobia
- Child labour and children’s education
Strategic results:
2.4. Workers have safe, healthy workplaces
Strategic indicators and measurement:
2.4.1. The existence of preventative and educational methods for monitoring occupational health and safety, methods for dealing with OHS and discrimination cases (HIV positive individuals and people with disabilities) and OHS policies.
- Government and employer support and involvement
Strategic purpose:
3. SASK will effectively communicate its goals to Finnish trade unions and the general public, as well as to its partners, in order to gain public support and promote international solidarity.
Strategic results:
3.1. Stable, growing support for trade union solidarity work among Finnish unions
Strategic indicators and measurement:
3.1.1. Trade union activists in Finland are familiar with the Decent Work concept
3.1.2. Decent Work related issues are kept on the agenda in the mass media.
- Media hits
- Opinion polls
Strategic results:
3.2. An effective, functioning information network exists to provide up-to-date information on project work and channels for participation
Strategic indicators and measurement:
3.2.1. Decision makers and relevant actors in the member unions are acquainted with the (project) work being done by SASK and its partners.
3.2.2. Rank & file members use the channels of participation provided by SASK.
- Website visits
- Number of participants
- Active response to Urgent Appeals
3.3. SASK is well known and respected as an expert organisation in Finland and among its partners
Strategic indicators and measurement:
3.3.1. SASK is known and used as a reliable source of information on global labour issues by the mass media and member unions
- SASK is asked to train trade union members on issues related to Decent Work.
- SASK is used by the mass media as a source of information on global labour issues.
Strategic goal:
4. SASK will improve its funding, human resources and networking in order to achieve its strategic goals.
Strategic results:
4.1. SASK will secure sufficient funding to resource its work and carry out its current strategic plan
Strategic indicators and measurement:
4.1.1. Increased local self-contribution
4.1.2. Increased GUF-funding for self-contribution
4.1.3. SASK’s own fund-raising
Strategic results:
4.2. SASK will ensure that it has an adequate number of competent staff both in Finland and in the regions
Strategic results:
4.3. SASK will fully utilise the existing networks (SSOs, GUFs, Finnish trade unions)
