1. Intensive organising course Why organise, the organisers role and techniques

2. The Union Movement At our peak in 1979 – 13.2 million workers in union membership. Decline started in 1979, the sharpest decline was in the mid 1980’s. 1998 there was a levelling out of membership. April 2010 – 6.5 million workers in union membership 27% union density overall.

3. The Union Movement Collective bargaining coverage overall is 31%. Higher density of members are women. 3 million workers are ‘free riders’. 2006 – 2008 – 50% of employees have never been a member of a union (60% in the private sector). Membership declining again across the movement.

4. What About UNISON? UNISON started to look at organising around ten years ago. In the last decade we have grown in real terms by about 130,000 members. About 140,000 members leave the union every year. We are below 50% density in every service group (Police 55%)

5. Why? Why do you think the union movement has lost members? What impact has this decline had on the trade union movement and workers themselves? What is the perception of workers of trade unions?

6. Where We Are Now? A Tory led government which is dismantling the welfare state, cutting public services, more outsourcing and attacking our members terms and conditions and pensions. Our membership is holding but it may not for much longer. Workers are joining us. But its not enough...

7. The Change to Organising Where do we want to be? An organising union. What does this mean for: –Potential members –Members –Activists –Staff –Leadership

8. 2 – Building a Stronger Union The Organising Approach Targetted, strategic, well planned and systematic. Talking to workers where they are and when they are free One to one conversation is the foundation for good organising Listening to workers and don’t assume we know the issues Keep going back and build strong relationships

9. Building a Stronger Union The Organising Approach Identifying leaders at the workplace. Ask them to do small tasks and help to build the union around an issue that is important to the workforce. Help workers and members to experience acting collectively. To set up sustainable and active workplace organisation.

10. The Organisers Role To help build UNISON and win with workers. To learn the techniques and never stop learning! Balance between collective and individual. Numbers do count. Recruitment is an esential part of everyones role in UNISON. To advocate the organising approach. To show it works! To be able to know which tactics / techniques to use and when to use them. Any others...

11. “The function of an organiser is to raise questions that agitate, that break through the accepted pattern.” Saul Alinsky – Rules for Radicals

12. Reflective Organising Practice Good organisers: –Be aware of the ebb and flow of organising. –Be objective about your own practice. –Ask others for ideas, members are often very creative. –Have a plan and be prepared to review and amend as required. – Circumstances sometimes intervene. –When you lose momentum think about why.

13. 4 – One to One Organising Ask don’t tell. Their experience is their experience. Major shifts come from an individual shifting their conciousness and making their own choice.

14. Levels of Conversation Quickie conversation Ten Minute A longer conversation

15. Overall Principles Consider how you will try to access workers and members. Is there a hook? Listening is absolutely key! Try to build a relationship of trust. Find out more about what makes the worker tick. What is the agenda for the conversation?

16. Overall Principles Build a picture of the workplace. Find an opportunity to go back. Record your findings (bus test). Test out who might be active. Conversations change during a campaign. Don’t build unrealistic expectations. Practice! Its about mobilising people.

17. Quickie What will you say to introduce yourself? Strike up a rapport. Good opening questions. End the conversation with a hook to go back. Recruit if you can. Pick up on vital clues.

18. 5 – Ten Minute Conversation More about the person. Probing questions. Agitating around workplace concerns. Clarifying questions? Questions that agitate, do you think its fair? Make an assessment. Essential to ask about joining the union. Talking about the union in an organising way.

19. In Depth Conversation Usually with a potential activist. Introducing ourselves, explaining why we are there. Asking questions, exploring the issues, digging deep. Explaining the union vision and giving hope. Calling the question, getting workers to sign a pledge, give us their contact details and sign the union form.

20. 6 – Principles of Mapping Guides your strategy and tells you what to do next. Should be continually evolving. Should be owned and developed by stewards. Should use an appropriate method for your campaign. Don’t get too hung up on it!!

21. Four Levels of Mapping The purpose of 4 level mapping is to: - Provide a common language and understanding of the workplace map - Provide a clear outline of the progressive levels of successful mapping - Enable realistic and relevant target setting for mapping (levels) depending on resources, aims and objectives

22. Level 1 – Mapping Members by name, location, job, rep constituency. Activists / potential activists identified (ie accurate RMS data).

23. Level 2 – Density Map Step 1 plus: –Staffing levels by location / job Overall %age density and density by location / job Initial relational information / observations (ie how different workers / groups of workers interact with each other within the employer. Any existing lines of contact /communication)

24. Level 3 – The Workplace Map Step 2 plus: –All Staff by name, location, job, department, role, rep constituency. Detailed relational information More detailed profiles of leaders and potential leaders –Managers and their attitudes towards the union.

25. Level 4 – Campaigning Map Step 3 plus: –Individual detail of other Union membership, potential SOG constituency, attitude towards membership / activity (eg 1-5 scale). Non members, date of last and next recruitment approach Members, date of last and next activity / action / approach

26. 7 — Principles of Talent Spotting Identifying activists who are: –recommended by workmates –involved in the community –speak out about issues –respected by other workers –ask questions –organise social events –contacted union about a workplace issue –natural leader in the workplace

27. Different approaches to ratings leadership 1.LEADER –Proven leader. Well respected by work mates. Talks to others. Does agreed actions. Speaks up. 2.ACTIVIST –Shows promise. Well respected by others. Has agreed to do a small organising task. Eager to be contacted again. 3.MEMBER –A union member. Useful to note if a member of another union. 4.NON MEMBER 5.ANTI UNION –May be an Anti Union ‘Leader’

28. Different Approaches to Ratings Relational 0 – means the activist doesn’t know who the member is K – means the activist knows the member, but has no relationship with them R – means the activist has a relationship with the member.

29. Different Approaches to Ratings Attitudes to the Union 1 – Pro union. Member and Active 2 – Pro union. Potential member. 3 – Neutral 4 – Anti-union 5 – Anti union and influences others.

30. Principles of Leadership Development Testing potential leaders. Ask a worker to do a small task. If they do it you know they will be active. Be very specific in what you ask a potential leader to do. Give small organising tasks. Don’t set people up to fail. Be very clear about what we are asking people to do and why it will have a positive impact on the campaign.

31. Principles of leadership development cont... Explain the importance of their role in building a strong and powerful union. Set a short time span. Always follow up to see if the person has managed to do the task.

32. Taking an Organising Approach to Meetings Opportunity – use it effectively Maximise your resources – branch officers and organisers should do one to ones in a meeting Use small groups work as a way of encouraging participation Plan who will speak to who in the room

33. Taking an Organising Approach to Meetings When people come into the room use as an opportunity for conversations. At the end of the meeting stay behind and use opportunity to talk. Find out who isnt in the union and ensure you get the form filled in. Debrief afterwards for follow up actions (ie approaching non members and potential contacts.