Caribbean
Congress of
Labour
Strategic Plan –
2016 to 2019
EXECUTIVE SUMMARY ...................................................................................................4
1.0
INTRODUCTION........................................................................................................8
1.1
1.2
1.3
BACKGROUND ..............................................................................................................8
METHODOLOGY ......................................................................................................... 10
STAKEHOLDER NEEDS ANALYSIS ................................................................................ 10
2.0
CCL GUIDING PRINCIPLES................................................................................... 12
2.1
2.2
2.3
2.4
VISION ........................................................................................................................ 12
MISSION ..................................................................................................................... 12
VALUES ...................................................................................................................... 13
CRITICAL SUCCESS FACTORS ..................................................................................... 13
3.0
TOWS ANALYSIS .................................................................................................... 13
3.1
3.2
SITUATION ANALYSIS OF CCL ............................................................................................. 13
STRATEGIC PRIORITIES BY TOWS ANALYSIS ............................................................. 14
4.0
DESCRIPTION OF THE WORK PLAN ................................................................... 17
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
INTRODUCTION ........................................................................................................... 17
PRIORITY RESULT 1: RELEVANCE .............................................................................. 17
PRIORITY RESULT 2: SUSTAINABILITY ........................................................................ 20
PRIORITY RESULT 3: IMPROVED USE OF KNOWLEDGE ............................................... 23
PRIORITY RESULT 4: EFFECTIVE COMMUNICATION ................................................... 24
PRIORITY RESULT 5: SUCCESSFUL IMPLEMENTATION OF EU-FUNDED PROJECT ........ 30
ORGANISATIONAL EFFECTIVENESS............................................................................. 31
SUMMARY ACTION PLAN .................................................................................................. 34
Figure 1: Stakeholder Analysis Summary ..................................................................................................... 10
Table 1: Summary Situation Analysis ............................................................................................................ 5
Table 2: Summary Stakeholder Analysis ..................................................................................................... 11
Table 3: SO Strategies .................................................................................................................................. 15
Table 4: ST Strategies .................................................................................................................................. 15
Table 5: WO Strategies ................................................................................................................................ 16
Table 6: WT Strategies ................................................................................................................................. 16
1
Table 7: Internal Communication Audience Analysis ................................................................................... 27
Table 8: Summary of External Communication Audiences .......................................................................... 28
Table 9: Action Plan ...................................................................................................................................... 34
Table 10: Results and Planning Logic Matrix .............................................................................................. 39
2
The preparation of this Strategic Plan was facilitated by:
André Vincent Henry PhD
Principal Consultant
Ideas to Business Limited
6 Veriel Drive, Beau Sejour
Blue Basin, Diego Martin
Trinidad and Tobago
[email protected]
3
Executive Summary
Background
The last attempt at developing a strategic plan for the Caribbean Congress of Labour was
in 2003. A review of that plan reveals that the stated objectives were, for the most part, not
achieved. This Plan was developed in a situation that has the following characteristics,
among others:
i.
ii.
iii.
iv.
v.
vi.
vii.
The processes of globalization and liberalisation in the global economy continue
unabated;
Caribbean countries continue to struggle with adjustment in the face of
globalization;
The level of unionisation continues to decline in all Caribbean countries;
The nature and organisation of work continue to change, making traditional
mobilisation of union membership less effective;
The changing mind-set of workers especially young workers is not favourable to
unionisation;
As governments increasingly embrace the processes of liberalisation, the labour
movement is further relegated to junior partner in favour of the private sector (as
demonstrated by the energy and expense expended to ensure that the private sector
has a seat and a point of entry in the deliberations of CARICOM);
The process of regional integration is increasing the flexibility of regional
businesses to exploit the most favourable organisational strategies, in terms of
location of operations, without consideration of the impact on working people.
The overarching objective of the strategic plan, therefore is to propose a road map by which
the combined strengths of the CCL affiliates can be mobilised to take advantage of the
opportunities available and reduce the impact of the threats faced.
CCL Value Proposition
i.
Solidarity – In the face of threats to the labour movement, the CCL can mobilise
regional and extra regional solidarity and support.
ii.
Development Partners Interface – Development partners and other collaborators
tend to prefer working with regional and other networks to reduce their operational
costs.
iii.
Knowledge Maximization – CCL can provide a platform to disseminate
information and knowledge in a dynamic knowledge-driven environment.
4
Guidelines
The programming and operation of the CCL will have the following:
i.
Vision: A just and equitable Caribbean community in which the value and rights
of working people are recognized and respected.
ii.
Mission: To advance and drive the development of policy through advocacy
informed by the best interests of working people within the prevailing global social
economic and political environment.
iii.
Values: The CCL shall be guided by the following operating principles:
a.
b.
c.
d.
e.
f.
g.
h.
i.
Reciprocity – CCL is committed to working together and sharing the benefits of
association.
Mutual Respect – In their interactions, members of the CCL will treat each other as they
wish to be treated.
Democracy – CCL systems and processes will ensure that decisions, priorities and
programmes are made on the basis of the widest possible consultations and collaboration.
Equity - CCL will work to close deficits faced by disadvantaged workers’ organisations.
Partnerships – CCL will foster and facilitate partnerships and mutual support between and
among affiliates.
Impartiality – CCL will pursue programmes without consideration of any other factors but
the needs of its key constituents.
Transparency – CCL shall make all its decisions openly and subject to the scrutiny of all
its members.
Needs driven – CCL shall be guided at all times by the needs of working people and their
organisations.
Rigour – CCL will only propose solutions and initiatives that are informed by rigorous
evidence-based analysis.
Situation Analysis
Table 1: Summary Situation Analysis
Internal Strengths
 A cadre of individuals committed to the CCL
 Important experience, skills sets and
knowledge among affiliates
 Regular triennial meetings allowing
opportunities for affiliates to shape the
organisation
 Some regional recognition of CCL as a voice
of labour
 An established secretariat
Internal Weaknesses
 Poor communication processes and practices
 Financial constraints
 Significant delinquency among members
 Low level of support from affiliates
 Limited management and administrative
capacity
 No succession planning
 Limited research and policy development
capacity
5








External Opportunities
 Leverage information and communication
technology as a means to improve
communication with internal and external
stakeholders
 Available donor assistance
 Openings to influence trade, economic and
social development policy in the region
 Full-time Office Staff
 Network with organisations with
complementary missions
 Effective voice of labour at the highest levels
 Regional and international affiliation and
networking
Poorly or inadequately communicated vision
Ineffective leadership selection process
Low visibility in the public domain
Failure to effectively utilize available
resources, including access to CARICOM
Top down approach to decision-making
Tensions between private sector and public
sector unions
Inadequate networking
Fractured national trade union movements
External Threats
 Political anti-unionism
 Union busting
 Political alignment
 Withdrawal of support from traditional
partners
 Rapidly changing global conditions
 International trading agreements
 Governments and employers encouraging
precarious work
 Competition reaching out to CCL
constituencies
 Changing organization of work (outsourcing,
atypical)
 Relevance
Critical Success Factors
i. Understanding the range and diversity of CCL affiliates.
ii. Actively networking with key stakeholders, development partners and others
whose work interact with and complement CCL’s objectives.
iii. Developing robust and transparent operating procedures to achieve maximum
results.
iv. Paying special attention to women and young workers.
v. Paying special attention to physically challenged workers
Summary of Strategy
The strategy has six main work outcomes
Priority Result Package 1 – Relevance
1.1. Development of policy positions to advance the interests of workers and their
organisations in the Caribbean;
1.2. Targeted policy advocacy programme;
6
1.3. Knowledge sharing among affiliates; and
1.4. Fraternal solidarity.
Priority Result Package 2 – Sustainability
2.1. Resource mobilisation;
2.2. Human resource development; and
2.3. Succession planning.
Priority Work Result 3 – Improved Use of Knowledge
3.1. Design and implement a knowledge management system.
Priority Work Result 4 – Effective Communication
4.1. General promotion of CCL activities, policies and positions;
4.2. Effective internal communication; and
4.3. Effective external communication
Priority Work Result 5 – Efficient Implementation of EU Project
5.1. Successful implementation of the CCL component
5.2. Successful implementation of the Joint CCL-CEC component
Priority Work Result 6 - Organisational Effectiveness
6.1. An Improved Governance structure for the CCL aligned to the network
model of organisation
7
1.0
Introduction
1.1
Background
The History of the CCL:
The Caribbean Congress of Labour was established in 1960. The formation of the CCL
was an expression of both worker solidarity and West Indian nationalism and the
culmination of many decades of agitation going back to the 1920s. Trade union leaders
stung by the breakup of the short-lived Federation of the West Indies were committed to
ensuring that interests of regional workers were protected.
Operating Environment
Since its founding, CCL has benefited from the support of international fraternal
organisations as well as from institutions in the international donor community, which are
sympathetic to human rights, equitable development and the struggle of workers.
Notwithstanding, however, the CCL has faced an external environment in the Caribbean
and internationally that is growing increasing hostile for organised labour.
Additionally, processes of globalization and trade liberalisation have led to changing
production patterns, which have, in turn affected the organisation of work in the Caribbean.
Regional processes, mainly the Caribbean Single Market and Economy (CSME) have
placed an additional layer of complexity in the operating environment. Freer movement of
capital, the rights of establishment and the movement of labour have served to regionalize
employment. While these processes have created opportunities for some categories of
workers, they have negatively impacted others; made organisation of labour and the
protection of workers’ rights more challenging.
Regionalisation of production by both international and regionally-based enterprises has
opened the way for some companies to play one country’s workers against another and to
create a level of flexibility that has contributed to employment insecurity.
At the same time, the changing nature of the regional labour force has seen a reduction in
the inclination toward union membership, especially among younger workers, who tend to
see unions almost as outmoded and not necessary to their economic advancement. This
trend is reinforced often by the failure of the labour movement to demonstrate proactive
flexibility to respond to the changing needs of the labour force. Outmoded ways of thinking
and undemocratic practices, among other factors, have contributed to a devaluation of the
trade union movement in the eyes its constituency.
A further challenge is caused by prevailing thinking among other social partners.
Employers in the Region as a group continue to have a predominantly adversarial
relationship with trade unions, with some employers, both major regional actors and
smaller employers actively engaging in anti-union activities. There has also been a
discernible shift as governments seeking to attract international investments and to gain
advantage in the international economy are becoming more prepared to compromise
workers’ rights.
8
Most recently, in 2015, the European Union provided CCL with financial support for a
three-year project. The project has components specific to CCL as well as components,
which are jointly executed with the Caribbean Employers Confederation. The International
Labour Organization serves as the principal resource in supporting the implementation of
the project.
Experience with Strategic Planning
The last attempt at developing a strategic plan for the Caribbean Congress of Labour was
in 2003, with support from the ILO. The plan was updated in 2007. However, for the most
part the strategic plan was minimally implemented.
This Plan was developed in a situation that has the following characteristics, among others:
i.
ii.
iii.
iv.
v.
vi.
vii.
The processes of globalization and liberalisation in the global economy continues
unabated;
Caribbean countries continue to struggle with adjustment in the face of
globalization;
The level of unionisation continues to decline in all Caribbean countries;
The nature and organisation of work continue to change, making traditional
mobilisation of union membership less effective;
The changing mind-set of workers, especially young workers, is not favourable to
unionisation;
As governments increasingly embrace the processes of liberalisation, the labour
movement is further relegated to junior partner in favour of the private sector (as
demonstrated by the energy and resources expended to ensure that the private sector
has a seat and a point of entry in the deliberations of CARICOM);
The process of regional integration is increasing the flexibility of regional
businesses to exploit the most favourable organisational strategies, in terms of
location of operations, without consideration of the impact on working people.
The overarching objective of the strategic plan, therefore is to propose a road map by which
the combined strengths of the CCL affiliates can be mobilised to take advantage of the
opportunities available and reduce the impact of the threats faced.
9
1.2
Methodology
The method used to develop this plan had three fundamentals:
Stakeholder identification – the process identified the various stakeholders of the CCL and clarified
what their respective interests and impacts on the work of the CCL were.
ii. Reality testing – a situation analysis was conducted to establish the boundaries for strategy.
iii. Results-based management planning – a results-based management provided the planning
framework.
i.
1.3
Stakeholder Needs Analysis
The main objective in the stakeholder engagement was to clarify CCL’s value proposition
for its stakeholders, particularly member affiliates and, through them, workers. The
stakeholders identified and their primary stake in the work of the CCL is summarized in
Figure 1.
Figure 1: Stakeholder Analysis Summary
10
Key
1.
2.
3.
4.
5.
6.
7.
8.
9.
Affiliates
ILO
Governments
International Workers’ Organisations
Caribbean Employers Confederation
European Union
Labour Colleges
Employers
Caribbean Public Services Association CPSA
10.
11.
12.
13.
14.
15.
16.
17.
Other Regional Worker Organisations
Media
Heads of Government
General Education Institutions
CARICOM Secretariat
Non Affiliated Labour Organisations
Young Workers
Civil Society/NGOs
Table 2: Summary Stakeholder Analysis
Stakeholders
Stake
Level of
Interest
Level of
Influence
Affiliates
 Efficient and effective functioning of
the CCL
 Policy development
 Solidarity support
 Technical support
 High
 High
International Labour
Organization
 Efficient and effective functioning of
the CCL
 Observance of international labour
standards
 Industrial peace for economic
development
 Unconditional support particularly
when there are unpopular policies
 General health of the movement
 Needs and offers of solidarity
 Collaboration with regional
secretariats
 Efficient programme implementation
 Collaboration
 Efficient programme management
 Labour movement as a constituency
for their training
 A vibrant labour movement
 Industrial peace
 A compliant labour movement
 Inclusion and equity in the CCL
 Network and partnerships
 High
 High
 Medium
 High
 Medium
 Medium
 Medium
 Medium
 Medium
 Medium
 High
 Medium
 Medium
 High
 Medium
 Medium
 Medium
 Medium
 Value proposition of the labour
movement for regional development
 Constituency for training, concerned
primarily with numbers
 Low
 High
 Low
 Low
Governments
International Workers
Organisations
Caribbean Employers’
Confederation
European Union
Labour Colleges
Employers
CPSA
Other Regional
Worker Organisations
Regional Political
Leadership
General Education
Institutions
11
Stakeholders
CARICOM
Secretariat
Non-Affiliated
Workers
Organisations
Young Workers
Civil Society/NGOs
Stake
Level of
Interest
Level of
Influence
 Minimise the influence of the labour
movement in the deliberations of
CARICOM
 Value proposition of the CCL
 Support for policy positions and
workplace struggles
 Medium
 Medium
 Medium
 Low
 Employment stability
 Professional development
 Economic advancement
 Network and partnerships for
complementary activities
 Low
 Low
 Low
 Low
1.3.1 CCL Value Proposition
The CCL value proposition has been identified as:
•
Solidarity – The capacity and the network to act in defence of the interests of its affiliates and their
members across the Caribbean Region.
•
Donor interface – The donor community tends to prefer working with regional and other networks
to reduce their operational costs, especially when dealing with small recipients such as individual
trade unions.
•
Knowledge maximization – CCL can provide a platform to disseminate knowledge about protecting
the interests of workers in a dynamic environment.
Given resource limitations, it is essential to keep the work of the CCL as focused as
possible. An important part of programme planning is to identify points of entry at which
the CCL can make the most significant impact.
2.0
CCL Guiding Principles
2.1
Vision
The Vision of the CCL is: A just and equitable Caribbean community in which the value
and rights of working people are recognized and respected.
2.2
Mission
The Mission of the CCL is: To advance and drive the development of policy through
advocacy informed by the best interests of working people within the prevailing global
social economic and political environment.
12
2.3
Values
Reciprocity – CCL is committed to working together and sharing the benefits of association.
Mutual Respect – In their interactions, members of the CCL will treat each other as they wish to be
treated.
Democracy – CCL systems and processes will ensure that decisions, priorities and programmes are
made on the basis of the widest possible consultation and collaboration.
Equity - CCL will work to close deficits faced by disadvantaged workers’ organisations.
Partnerships – CCL will foster and facilitate partnerships and mutual support between and among
affiliates.
Impartiality – CCL will pursue programmes without consideration of any other factors but the needs
of its key constituents.
Transparency – CCL shall make all its decisions openly and subject to the scrutiny of all its
members.
Needs driven – CCL shall be guided at all times by the needs of working people and their
organisations.
Rigour – CCL will only propose solutions and initiatives that are informed by rigorous analysis.
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
2.4
Critical Success Factors
Achievement of the objectives of this plan will depend on:
i.
ii.
Understanding the range and diversity of CCL affiliates.
Actively networking with key stakeholders, development partners and others whose work
interact with and complement CCL’s objectives.
iii. Developing robust and transparent operating procedures to achieve maximum results.
iv. Paying special attention to women and young workers.
v. Creating an environment where affiliates respect and tolerate each other’s opinion and point of
view.
3.0
TOWS Analysis
3.1
Situation Analysis of CCL
Internal Strengths





Level of commitment by some affiliates
A cadre of individuals committed to the CCL
Important experience, skills sets and knowledge among affiliates
Regular triennial meetings allowing opportunities for affiliates to shape the organisation
Some regional recognition of CCL as a voice of labour
13

An established secretariat
Internal Weaknesses














Poor communication processes and practices
Financial constraints
Significant delinquency among members
Low level of support from affiliates
Limited management and administrative capacity
No succession planning
Limited research and policy development capacity
Poorly or inadequately communicated vision
Ineffective leadership selection process
Low visibility in the public domain
Failure to effectively utilize available resources, including access to CARICOM
Top down approach to decision-making
Tensions between private sector and public sector unions
Inadequate networking
External Opportunities







Leverage information and communication technology as a means to improve communication with
internal and external stakeholders
Available donor assistance
Openings to influence trade, economic and social development policy in the region
Full-time Office Staff
Network with organisations with complementary missions
Effective voice of labour at the highest levels
Regional and international affiliation and networking
External Threats
•
•
•
•
•
•
•
•
•
•
3.2
Political anti-unionism
Union busting
Political alignment
Withdrawal of support from traditional partners
Rapidly changing global conditions
International trading agreements
Governments and employers encouraging precarious work
Competition reaching out to CCL constituencies
Changing organization of work (outsourcing, atypical, flexiblisation)
Irrelevance
Strategic Priorities by TOWS Analysis
The recommended strategic priorities are proposed based on the overarching objectives
and the analysis of the current situation.
14
3.2.1 Strength Opportunity (SO) Strategies
These strategic priorities are designed to use the strengths of CCL to leverage existing and
potential opportunities.
Table 3: SO Strategies
Strategic Priority
Mobilise established and wellknown members of the
movement for advocacy and
outreach
Development of knowledge
management systems and
processes
Strength Leveraged
 A cadre of experienced,
sympathetic and
committed individuals
 Some recognition as the
regional voice of labour
 An existing secretariat
with some infrastructure
 Some recognition as the
regional voice of labour
 Important experience and
knowledge among
affiliates
Opportunity Leveraged
or Sought
 Openings to influence the
development of trade,
economic and social policy
 Partnerships with
development partners
 Openings to influence the
development of trade,
economic and social policy
3.2.2 Strength Threat (ST) Strategies
These strategies are designed to use the strengths of CCL to mitigate the impact of the
threats faced by the CCL.
Table 4: ST Strategies
Strategic Priority
Strength Leveraged
Design an appropriate
governance structure
 Commitment by affiliates
Identify complementary
organisations for partnerships
and network
 A cadre of experienced,
sympathetic and committed
individuals
 Some recognition as the
regional voice of labour
Threat Addressed
 Loss of support from
traditional partners
 Irrelevance
 Loss of support from
traditional partners
 Rapidly changing global
economic environment
 Irrelevance
15
3.2.3 Weakness Opportunity (WO) Strategies
These strategies are designed to use opportunities to counter the internal weaknesses of
CCL.
Table 5: WO Strategies
Strategic Priority
Weakness Addressed
Design and implement a
comprehensive knowledge
management system
 Financial constraints
 Low level of support
among affiliates
 Limited research and
policy development
capacity
 Poor communication
processes and practices
Improve the delivery and
implementation of projects
 Low level of support
among affiliates
 Financial constraints
Opportunity Leveraged
or Sought
 Effective voice of labour at the
highest levels
 Openings to influence trade,
economic and social
development policy
 Regional and international
affiliation and networking
 Network with organisations
with complementary missions
 Relations with development
partners
3.2.4 Weakness Threats (WT) Strategies
These are strategies that are designed to address and reduce the impact of internal
weaknesses of, and external threats to CCL
Table 6: WT Strategies
Strategic Priority
Weakness
Addressed
Articulate a clear value
proposition, mission, purpose
and strategy
 Financial constraints
 Low level of support
from affiliates
 No succession
planning
Raise awareness of CCL and
its programmes by improving
marketing and promotion
Design an appropriate
governance structure
 Poor communication
processes and
practices
 Low level of support
from affiliates
 Limited management
capability
Threat Addressed
 Political anti-unionism
 Union busting
 Withdrawal of support from
traditional partners
 Rapidly changing global
environment
 Low creditability and recognition
among key stakeholders and the
general public in the Region
 Irrelevance
 Withdrawal of support from
traditional partners
16
Weakness
Addressed
Strategic Priority
Develop and observe clear
standard operating procedures
Improve the functioning of the
CCL Secretariat
Develop a process of succession
planning
 Ineffective leadership
selection process
 Low level of support
from affiliates
 Low level of support
from affiliates
 No succession
planning
4.0
Description of the Work Plan
4.1
Introduction
Threat Addressed
 Withdrawal of support from
traditional partners
 Withdrawal of support from
traditional partners
 Irrelevance
The overarching desired result of the CCL strategy is the protection of the interests of
Caribbean workers by helping to shape the development agenda in the region. To do so,
the CCL shall pursue four strategic priorities:
i.
ii.
iii.
iv.
Relevance – the CCL shall be recognized by key stakeholders – workers, government, employers,
development partners as the authentic voice of workers at the regional level;
Sustainability – the CCL shall become a learning organisation marked by agility and flexibility to
meet the changing challenges faced by Caribbean workers;
Effective knowledge management – CCL shall be able to generate, integrate and use information
in a manner that supports its objectives; and
Organisational Effectiveness – CCL shall be a model of effective and efficient organisation with
its structure, systems and processes aligned to its purpose.
In operating this plan, CCL will integrate the project outputs from the EU-funded project,
including those activities, which are jointly implemented with the CEC.
4.2
Priority Result 1: Relevance
The objective of the relevance priority result is to offer a set of services and products that
will add value to the key stakeholders of the CCL. The key stakeholders are:
i.
ii.
iii.
iv.
v.
Affiliates (and through them working people);
Governments;
Employers;
Regional organisations; and
Development partners.
17
The main demonstration of relevance will be:
i.
ii.
iii.
The successful design and advocacy of positions that shape regional economic and social
development policy to advance the interests of working people in the Caribbean;
Recognition by governments and regional institutions that CCL is a source of important, if not
critical, information for shaping regional policy and therefore is a key partner in the development
of policy;
Support from development partners, who recognize CCL as a legitimate and valuable partner for
realising the development of the region’s working people.
4.2.1 Policy Development
CCL will identify a priority list of policy areas which are critical to the protection of
workers’ interests. The priority list shall be developed by the General Council through
widest possible consultation. The priority list will be submitted to the Triennial Congress
in 2016 for validation and ratification. The priority list will incorporate the areas that are
already included in the EU-funded project.
For each priority area, CCL will schedule the development of policy positions. CCL will
be mindful of the human and financial resources that will be necessary to undertake the
development of policy positions and will seek to mobilise human and financial resources
for the purpose.
For the mobilisation of human resources, CCL will seek to involve the widest cross section
of its membership which is competent, willing and able to participate as well as the data
base of experts that will be developed under the sustainability outcome of the strategic
plan.
4.2.2 Advocacy Programme
The policy positions developed in 4.2.1 above will form the basis of the advocacy
programme of the CCL. For each of the policy positions developed, the CCL will develop
an advocacy programme, using project management principles as far as possible. For each
advocacy project, the CCL Executive will designate a project leader. The project leader
may be a member of the Executive or any other suitably qualified person.
Each advocacy programme will have the following components:
i.
ii.
iii.
iv.
Clear identification of the desired results of the advocacy – e.g. change of national or regional
regulations, development of a regional code;
Beneficiaries of the change desired;
Targets of the advocacy – national governments for national changes, national governments to move
regional change, direct advocacy of regional institutions;
The method of advocacy – direct lobbying, use of the media, use of eminent persons, partnerships
with compatible interests;
18
v.
vi.
Advocacy plan of action – start of process, resources to be mobilised and timing (e.g. occasion of
meetings etc.); and
Monitoring and evaluation of advocacy process – what is working (or worked), what is not working
(or did not work), lessons learnt.
4.2.3 Knowledge Sharing
In addition to information gathered for the purposes of advocacy, CCL shall build an
information base, which shall be placed in the knowledge management system outlined in
Priority Result 3 below.
The content of the information shall include, but shall not be limited to:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
Constitutional and other documents of the CCL;
Regional policies and regulations related to workers and the world of work (such as CSME policies
related to movement of labour) with interpretations and guidelines as necessary;
National policies and regulations related to workers and the world of work (such as HIV and AIDS
policies) with interpretations and guidelines as necessary;
Background information and profiles and reports from affiliates;
Advocacy and other policy positions being pursued by the CCL;
Any other information provided by affiliates and other fraternal organisations that is deemed to be
useful to CCL and its affiliates;
Reports on good practices at the union, affiliate and regional levels that have learnings that are
applicable and useful to affiliates; and
Information of technical and financial assistance, training and other such opportunities that are
available to affiliates and/or their members.
4.2.4 Solidarity
A core responsibility of workers’ organisations is expression and demonstration of
solidarity. Solidarity will be pursued on a need-driven basis and will have two elements.
CCL will provide solidarity to fraternal organisations (these may be national, regional or
extra-regional) and CCL will request expressions and demonstrations of solidarity when
needed.
Requests for solidarity shall be assessed by the CCL Executive to ensure that the requests
are legitimate and consistent with the values of the CCL. CCL shall also seek to determine
whether a request for solidarity is consistent with the interests of the CCL and its affiliates.
The Executive of the CCL shall conduct widest possible consultations with affiliates to
determine the form that any solidarity action will take.
19
When affiliates are seeking demonstrations of solidarity from CCL, they shall provide the
earliest possible indication of the need.
4.3
Priority Result 2: Sustainability
The overarching objective of sustainability is to ensure that the CCL continues to learn,
grow and improve by adjusting to a rapidly changing environment, meeting the needs and
expectations of its stakeholders, especially Caribbean workers through:
i.
ii.
iii.
iv.
Passionate, committed, consistent and reliable leadership;
Strategic approach to fund development;
Effective communication and marketing; and
An effective, efficient and motivated secretariat.
4.3.1 Resource Mobilisation
It is unlikely that CCL will be able to effect its work programme solely or even mainly
based on membership fees from affiliates. Many affiliates are having their own financial
difficulties. More importantly, the complexity of the issues faced by the regional labour
movement will require greater and more sophisticated human and technological resources
than can be reasonably afforded under the present and foreseeable circumstances.
Accordingly, a significant aspect of the CCL work programme will have to be the
mobilisation of resources. The resource mobilisation work programme will have five
main components:
i.
Establish resource priorities – CCL will prioritise its objectives and aim for the clearest programme
focus, which will add the greatest value to the working people of the Caribbean and will establish
its resource needs based on those priorities.
ii.
Effective and realistic budgeting – CCL will engage in realistic budgeting, which will take into
account its external environment as well as its internal situation.
iii. Identification of partners – CCL will develop and update an annotated list of potential partners,
analysed and ordered according to their compatibility with CCL values and objectives. As
appropriate and as far as possible, CCL will seek to establish standing relationships with the partners
identified and will periodically research for calls for proposals which are consistent with CCL
objectives. CCL will also make unsolicited approaches to potential partners.
CCL will subscribe to free donor identification on-line resources including submitting required
profiles of CCL to ensure that it is alerted to calls for proposals.
iv. Develop capacity to manage donor relations – To maximise mutual benefit for CCL and its donor
partners, CCL will train a cadre to manage these relationships, the training will include project
design, proposal preparation, project implementation and monitoring and evaluation.
20
v.
Project preparation – CCL will periodically scan information from its identified potential partners
and others to identify calls for proposals and other opportunities and will prepare and submit
proposals as appropriate.
4.3.2 Human Resource Development
The objective of this output is to widen the cadre of women and men who can contribute
to the achievement of the goals of the CCL. At present, the number of unionists actively
involved in the CCL is limited mainly to the members of the Executive Committee and to
a lesser extent, the General Council. In addition, every three years representatives of
affiliates gather for the Triennial Congress.
Indeed, members observe that when the time comes for election to the Executive by the
Congress, the meeting is disadvantaged in that representatives often do not have a basis on
which to judge the suitability of candidates for office. A wider pool of persons involved in
the on-going work of the CCL will not only relieve the Executive from bearing the full
burden of implementation but will also develop the talent pool and provide a better basis
for assessment of persons offering themselves for office.
To develop this talent pool CCL will:
i.
ii.
iii.
Receive recommendations from Affiliates: Affiliates will be invited to identify potential
representatives, who may be provided with training and opportunities for service. In particular,
affiliates would be asked to identify young workers and women.
Recruit volunteers - CCL will make a general call for workers who would like to offer themselves
for service. These calls for volunteers may be general or specific. For example, for the building and
maintenance of the knowledge management system, CCL could make a call for workers with
expertise in information technology to offer their services pro bono or for an honorarium.
Provide training - CCL will identify cost-effective training opportunities for persons identified. In
particular, CCL will identify on-line training, which can be accessed at little or no cost. CCL will
also seek to partner with fraternal organisations and other partners to identify such opportunities as
attachments (at fraternal organisations) and sponsored and structured training.
4.3.3 Succession Planning
The objective of this output is to identify the future generations of leadership for CCL. In
addition to the efforts to reach out to young workers undertaken in the human resource
development output, CCL will engage in specific activities designed to build a cadre of
next generation of leaders for the regional labour movement.
To this end, CCL will identify partners who could provide technical and financial
assistance for the development of the next generation of leaders. In particular, CCL in
21
collaboration with fraternal organisations or other appropriate partners, including Labour
Colleges, will structure a trade union leadership programme designed specifically to equip
trade unionists with the skills required for leadership at the regional level. Efforts will be
made to have the leadership course certified by an accredited institution. The skills shall
include areas such as:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
Public Policy Development
Advocacy
Caribbean International relations
International Trade
International Business
Regional Trade Law
Organising skills and method (with particular emphasis on special groups such as youth, women
and the physically challenged)
Research methods
Labour standards
Labour law
CCL through its affiliates and through a general call will recruit participants for the
structured programme.
4.3.4 Roster of Experts
As noted the range of issues which impact on the interests of working people is wide and
varied. Within its human resource base it will be a great challenge for CCL to effectively
meet most, far less all, of these challenges. CCL will therefore seek to build a roster of
experts on which will be persons of competence, who share the values of equity and social
justice and are committed to support the work of the CCL. The process of building the
roster of experts shall have the following steps:
Designate a Lead: Designate a senior member of the Executive, preferably the President,
as the lead for the Roster of Experts
Call for Nominees: Issue a call to affiliates to identify past trade unionists, academics,
former business people and government officials and civil society activists, who are
friendly to the trade union movement and are committed to equity and social justice.
Nominees could also include institutions.
Initial Screening: Conduct an initial screening of nominees to ensure that they fit the
criteria of the CCL.
Invitation to Participate: Invite the accepted nominees to be included in CCL’s roster of
experts.
22
Recognition and Reward: Although it is not expected that CCL will provide market-level
compensation for effort expended, CCL will develop a means of recognition for experts.
4.4
Priority Result 3: Improved Use of Knowledge
4.4.1 Integrated Knowledge Management System
CCL has a small Secretariat made up of a well-experienced part time Administrative
Assistant and, more recently, a Project Officer funded under the EU CCL-CEC project.
Moreover, representatives of affiliates express concern about the flow of information
among the various organs and constituents of the CCL. Knowledge management systems
(KMS) have been found to be cost-effective methods to assist organisations to share
knowledge and information by leveraging information and communication technologies.
A KMS has the advantage that it can be designed and scaled to meet the needs of any
organisation in which participants are physically dispersed.
A KMS is a set of “knowledge repositories”, designed to improve knowledge access and
sharing as well as communication through collaboration, thereby enhancing the knowledge
environment and managing knowledge as an asset for an organization. The key components
for a KMS for CCL will be a framework for ease of:
i.
ii.
iii.
iv.
v.
Decision making
Creating knowledge
Packaging knowledge
Using knowledge
Finding knowledge
The CCL KM component of the strategy will comprise a range of practices to be used by
CCL, affiliates and individual workers to identify, create, represent, distribute and enable
adoption of insights and experiences.
In particular, the KMS for CCL will focus on:
i.
ii.
iii.
iv.
Industrial Relations:
a. Laws and regulations,
b. Good practices,
c. Success stories,
d. Partnership opportunities;
Regional Labour Policy and Advocacy
Capacity Development:
a. Harvesting knowledge and information from various relevant sources;
b. Creation of directories, bibliographies;
Improved Governance:
a. Codification of standard operating procedures with CCL,
b. Improved collaboration among affiliates;
23
v.
Stakeholder Engagement:
a. Internal communication,
b. External communication,
c. Feedback.
The CCL Executive Committee will appoint a Lead and a Task Force to manage the process
of building the KMS. The task force will assess the knowledge management needs of the
Congress itself, affiliates and individual workers, paying particular attention to the needs
of workers and their representatives to protect the interests of the labour movement.
Using that information, the task force will establish the KM programme objectives and
define the processes to be included in the system. Based on the KM framework defined,
CCL will determine the technology architecture and establish the KMS, including:
i.
ii.
iii.
iv.
v.
4.5
Designing the system;
Acquisition of hardware and software;
Establishing rules and protocols;
Populating the KMS; and
Maintaining the KMS
Priority Result 4: Effective Communication
4.5.1 Overview
The objective of this outcome is to keep CCL stakeholders informed and engaged with the
Congress. The Communication programme will have three main components:
i.
ii.
iii.
General communication and promotion;
Structured internal communication; and
Key Stakeholder External Communication.
The general communication and promotion activities component aims at non-specific
audiences. Its purpose will be to convey CCL positions on issues of importance and raise
general awareness of the existence and mission of the CCL. The internal and external
communication components are directed at specific audiences.
The internal communications component is focused on four sets of internal audiences and
will have the primary objectives of (a) facilitating decision making among the Executive,
General Council and Triennial Congress and (b) keeping the membership informed of
developments in the CCL and engaged in its processes. The breakdown of the audience for
internal communications is:
i.
ii.
Officers of the CCL
Affiliates; and
24
iii.
Individual workers.
The external communication audiences are a wider variety. The focus in this regard are the
key stakeholders identified in Figure 1 above, which are further broken down below.
Messages to the key stakeholders will vary according to the objectives that CCL wishes to
achieve from the communication.
The overarching consideration of all of CCL’s communication is ensuring that messages
are addressing needs and are structured to match the specific stakeholders targeted. The
strategy will include a dynamic multimedia presence linked to and integrated with the KMS
to provide real time information for the use of key stakeholders.
To oversee its communication efforts, CCL will appoint a Communications Committee to
be chaired by an officer of the Executive or other suitable person. The deliberations of the
communication committee shall be undertaken by Skype or other such medium in order to
reduce cost.
4.5.2 Communications Management
Oversight
CCL will appoint a Communications Committee. The Communications Committee may or
may not be chaired by a member of the Executive; although it would be desirable for the
Committee to be chaired by an executive member once the member has requisite skills.
The Executive will seek as far as possible to have one member from each of the countries
in which CCL has affiliates. Further, affiliates in the respective countries will be asked to
ensure that the member from that country is in the media or has a communication
background, as far as possible.
Media Relations
Working with affiliates, CCL will seek to identify at least one focal point in each media
house in the respective countries. The focal point will be the person or persons with whom
CCL will liaise for the purposes of ensuring coverage.
Institutional Focal Points
With regard to institutional key external stakeholders, CCL will also identify main focal
points at which communications will be directed. The main focal point will be the first
point of contact with the institution. The main focal point will guide the CCL on specific
communication interventions. For example, the main focal point will recommend to whom
a particular intervention should be directed, the main focal point might even make
suggestions concerning the wording of an engagement, etc.
The relationship with both media house focal points and institutional focal points should
be developed according to specific characteristics of the institution and the inclinations of
25
the respective focal points. The specifics of the relationship cannot be mandated and will
require tact and judgment.
Communications Database
As part of the KMS, CCL will have a database of communication contacts. Every effort
will be made to ensure that the database is annotated and analytical and is kept up to date.
4.5.3 General Communication and Promotion
The CCL general communication and promotion output will be directed at all audiences
including the internal audiences and the key stakeholder external audiences. It will have
four components as follows:
Create an Internet and social media presence
CCL will create a task force to design an Internet communication programme. The task
force will be drawn from affiliates and their members and will collaborate electronically.
The task force will make recommendation concerning the mix of products and media in
the programme. The task force will do this by assessing the needs of CCL respective
audiences. Among the desired features of the Internet communication programme will be
a heightened web presence and links with affiliates and other stakeholders’ Internet
activities.
CCL Newsletter
CCL will produce a periodic newsletter, highlighting activities, success stories,
testimonials, and good practice. CCL will give consideration to whether the newsletter will
have any print editions or whether it will be solely electronic. CCL will designate an editor
for the newsletter. The editor may or may not be a member of the established institutions
of the CCL.
Media Conferences, Media Releases and News Stories
CCL will convene media conferences at the start and/or at the conclusion of major
initiatives or activities organised by CCL or in which CCL is participating.
From time to time CCL will issue media releases when in the view of the Executive it is
important to make a CCL position known on a particular issue.
Specific Marketing Activities
Whenever a new initiative is introduced, CCL will develop and execute an appropriate
public communication intervention to ensure that stakeholders, particularly beneficiaries
and potential beneficiaries and other key stakeholders are made aware.
26
4.5.4 Effective Internal Communication
As noted, CCL has three main categories of internal audiences – affiliates, members of
affiliates and working people. Cognizant of resource constraints, CCL shall aim for cost
effectiveness and will concentrate its internal communication on electronic formats.
Audience Analysis
The audiences for internal communication in order of level of involvement is summarized
in Table 7. The table also shows the information that each audience will require.
Table 7: Internal Communication Audience Analysis
Audience
1. Executive Committee

2. Trustees











3. General Council
4. Representatives of
Affiliates
Information
General background information on developments in
CCL
Financial information
Decision making processes
Requests for decisions
Strategic considerations
Programme considerations
Policy
Advocacy initiatives
Extensions of solidarity
Critical public positions and statements
General background information on developments in
CCL, policy decisions and progress of work
Financial information
 General background information on developments in
CCL and progress of work
 Financial information
 Decision making processes
 Requests for decisions
 Strategic considerations
 Programme considerations
 Policy
 General background information on developments in
CCL and progress of work
 Policy decisions
5. Leaders of Affiliates
 General background information on developments in
CCL and progress of work
 Requests for solidarity
6. Membership of
Affiliates
 General background information on developments in
CCL and progress of work
 New initiatives
 Opportunities for individual growth and development
 Opportunities for individual participation in CCL
activities
 Policy decisions
Media
 Telephone
 Email
 Personal
visits
 Telephone
 Email
 Personal
visits
 Telephone
 Email
 Personal
visits
 Telephone
 Email
 Personal
visits
 Telephone
 Email
 Personal
visits
 Web
presence
 Social
media
27
Audience categories 1-4 in Table 7 are involved directly in the management of the CCL.
Members of these audiences require the most intense and on-going information about CCL.
By far, the greatest flow of information must be among members of the Executive
Committee and to a lesser extent members of the General Council. In this context, the
Executive Council is required to have a more in-depth knowledge of developments. Among
these members, social media and internet communications are relatively insignificant. The
most important forms of communication are direct personal contacts in person, by phone,
email, Skype and other forms of electronic communication. These very personal forms of
communication are important to ensure that there is continually improving trust and
confidence among these parties.
Representatives of affiliates and leaders of affiliates need to be kept informed and engaged
in a general sense most of the time and the information required relates to general
developments in CCL. Communication with these groups will have to be ramped up for
specific issues (e.g. requests for solidarity or major initiatives for which mobilisation of
support maybe necessary) and at specific times (e.g. in advance of the Triennial Congress).
For routine communication the periodic newsletter, the internet and social media should be
adequate. However, for ramped up communication more individual and personal
communication will be necessary.
Communication to members of affiliates will relate to general information on
developments in CCL and opportunities to participate at the individual level. For this
audience the periodic newsletter, the internet and social media will be the media of
communication.
4.5.5 Effective External Communication
The requirements for external communication are more complicated because the audiences
are more diverse. As noted in Section 4.5.2 above, to maximise the effectiveness of these
communications, CCL will seek to identify a focal point in each of the institutions. In some
institutions the choice of focal point will be easy. In the case of the ILO, for example, the
Senior Specialist for Workers’ Activities is a natural fit. In others it will be necessary to
exercise greater judgment and to even cultivate the focal point. In the case of CARICOM
for example, where the Labour Desk has been suspended there is no natural position that
will be open and sympathetic to the labour movement.
Table 8: Summary of External Communication Audiences
Audience
ILO
Information
 Requests for technical assistance including
training, policy advice, clarification of
labour standards
 Requests for intervention with regional
governments
Media
 Periodic newsletter
 Direct mail
 Personal interaction (inperson, by telephone,
email, etc.)
28
Audience
Governments
Information
 Policy development
 Expressions of solidarity
 Representations for transmission to
CARICOM and other regional
organisations
Non- Affiliated
Caribbean Workers’
Organisations
 Information on programme developments
 Information on opportunities for
collaboration
 Information on the benefits of affiliation
and collaboration
 General developments in the Caribbean
world of work
 Requests for solidarity
 Requests for technical assistance
International Workers
Organisations
Employers and
Employers’
Organisations
Donor Partners
Education Institutions
CARICOM
Secretariat
 Requests for collaboration in policy
development or proposals for technical
assistance from development partners
 Expressions of concern about employer
practices, including interventions in
solidarity with affiliates and other workers’
organisations
 Expressions of relevance
 General developments in the Caribbean
world of work
 Specific reporting on technical assistance
projects
 Requests for assistance
 Requests for collaboration for training and
development of workers
 Request for conduct or partnerships in
research on issues related to the world of
work
 General information
 Request for opportunity to represent
 Advocacy for policy development
 Transmission of information to regional
political leadership
Media
 Periodic newsletter
 Good offices of third
parties
 Direct correspondence
 Personal interaction (inperson, email etc.)
 Periodic newsletter
 Direct correspondence
 Personal interaction
 Periodic newsletter
 Direct correspondence
 Personal interaction
 Good offices of third
parties
 Periodic newsletter
 Direct correspondence
 Good offices of third
parties
 Periodic newsletter
 Direct correspondence
 Prescribed reports
 Good offices of third
parties
 Periodic newsletter
 Good offices of third
parties
 Periodic newsletter
 Direct correspondence
Communication interactions with these key stakeholders would benefit immensely from
good office third parties. In this regard, the experts identified in Roster at 4.3.4 will be
particularly useful, especially in the early stages where CCL is seeking to rebuild relevance
and respect. In some of these institutions a former employee or someone who has the
respect of the institution would be the best entrée for communications and influence.
Accordingly, one of the categories of experts who should be sought should be persons who
command respect in key institutions.
29
4.6
Priority Result 5: Successful Implementation of EU-Funded Project1
As noted, CCL is in receipt of support from the European Union for a joint project with the
Caribbean Employers Congress. The activities in that project are fixed by agreement with
the EU. Successful implementation of that project will not only bring immediate benefits
to the CCL and its constituents but will also demonstrate capacity and relevance, which in
turn would build confidence in partners and could attract additional resources and greater
inclusion of the CCL in the process of regional development.
Accordingly, successful implementation of that project must be a strategic priority of the
CCL. The project has a component that is focused exclusively on the CCL and one that is
joint with the CEC. As expected, the CCL has greater control and responsibility for the
successful implementation of its component.
4.6.1 CCL Component
The outputs of the CCL component are:
i.
ii.
iii.
Reinforcing the institutional capacity of CCL and its constituents
Scaled up research and education capacity to reinforce the analytical capabilities of CCL
Effective internal trade union communication, media outreach and public information campaign
4.6.2 Joint CCL-CEC Components
The outputs of the joint component are:





Build capacity of employer and workers’ perspectives
Advocacy strategy campaign
Desk review of labour legislation
Prepare position paper on Fundamental Principles and Rights at work
Develop joint paper on curriculum activity
1
Challenges to CARIFORUM Labour, Private Sector and Employers to fulfil their EPA Obligations: Caribbean
Employers’ Confederation (CEC) and the Caribbean Congress of Labour (CCL) Component of the Support to Facilitate
Participation of CARIFORUM Civil Society in Regional Development and Integration Process.
30
4.7
Organisational Effectiveness
4.7.1 Structural Alignment
The CCL has appointed a committee to examine and make recommendations, as
appropriate, to the CCLs’ constitution. The Committee is mandated to report its
recommendations to the Triennial Congress carded for the end of 2016. The following are
the recommendations which the Committee is asked to consider:
i.
Philosophy
a. The structure of the CCL should be aligned to the attainment of the overarching goals of
the Congress;
b. The structure should have as its operating goals effectiveness (doing the right things) and
efficiency (doing things right);
c. The structure should take into account the resource realities of the CCL;
d. The structure should take into account the present state of the CCL; and
e. The structure should take into account the operating environment of the CCL.
ii.
Contents:
a. Preamble
i. Value Proposition
ii. Vision
iii. Mission
iv. Values
b.
Objectives
i. Promote the welfare and interest of all affiliated organizations and their members
ii. Work to consolidate itself as the umbrella body for the Caribbean labour
movement
iii. Promote the ideal of social equity in accordance with the aspirations of the
working people of the Caribbean
iv. Build and strengthen ties with international trade union organizations
v. Support the governing principles of the International Labour Organization
[standards?]
vi. Maintain the independence and autonomy of the CCL as the regional organization
for Caribbean Labour
vii. Encourage the establishment of national trade union centres across the Caribbean
viii. Undertake and coordinate the defence of trade unions against any action or
campaign aimed at the destruction or at the restriction of their rights or at the
infiltration and/or subjugation of labour organizations
ix. Maintain and develop a regional clearing house of information and research on
the problems of trade union organisations, wages and working conditions, labour
legislation, collective bargaining and any other matter related to the
implementation of the aims of the CCL
x. Lobby for change and influence decision-making which redounds to the benefit
the Caribbean labour movement and the people
c.
Membership and Affiliation
31
i. Workers organisations in the Caribbean
1. National Trade Union Centres, Congresses and Federations;
2. Registered Trade Unions
ii. Process for approval of applicants
d.
Organs:
i. Triennial Conference
ii. General Council
iii. Executive
1. President
2. Vice Presidents (one designated for a woman and one designed for
public sector unions)
3. Designated Vice President for Finance or a Treasurer
4. General Secretary
iv. Standing Committees
v. Ad Hoc Committees
e.
Financial Management
i. Specify the start and end of the financial year
ii. Include provision for resource mobilisation by investment, and project financing
from partners
iii. Affiliate fees to be paid within the year due and not later than 31 March of the
ensuing year based on agreement by Executive
iv. Late payment to attract a penalty
v. Executive Officers to be suspended if their sending organisations are in arrears
vi. Funds to be paid in a convertible currency to bank account of the CCL (may be
placed in the Finance Annex rather than the body of the constitution)
f.
Amendments
i. Shall be made only by the Triennial Conference
ii. Shall require a minimum specified time period for consideration
iii. Shall require a special majority
g.
Annexes
i.
Financial Regulations
ii.
Standing Operating Procedures
iii.
Code of Conduct
1. Affiliates
2. Officers
3. Representatives
32
4.7.2 Organisational Efficiency
CCL shall appoint a working committee under the chairmanship of a member of the
executive to make recommendations to the Triennial Conference scheduled for 2016 on
the structure of the Secretariat. The membership of the committee shall be drawn from
affiliates and may not necessarily be members of the Executive. The Executive will request
affiliates to make their recommendations on representatives who have qualification,
expertise and experience in management, including management in a non-union context.
Terms of reference shall be developed for the Working Committee. The main focus,
however, will be to design a management structure that is mindful of the financial and other
resource situation of the CCL and shall seek to leverage technology as far as possible to
minimise cost and improve efficiency.
4.7.3 Monitoring and Evaluation
CCL shall institutionalize and mainstream monitoring and evaluation in its operations.
CCL shall use the Results and Design Framework contained in Table 8 below as the basis
for its monitoring and evaluation. A member of the Executive will be designated as having
the primary responsibility for M&E.
The designated officer shall prepare a summary report for each meeting of the Executive
Committee indicating the progress of the work programme. A suggested template for the
summary report is attached to the Strategic Plan.
33
4.8
Summary Action Plan
Table 9: Action Plan
Strategic Objective/ Result
1.0
Increased relevance of CCL to its
key stakeholders and in particular
affiliates and working people in the
Caribbean
Output
1.1 Policies developed to
advance the interest of
working people
1.2 Improved advocacy
1.3 Effective knowledge
sharing
1.4 Fraternal solidarity
Activities
1.1.1 Identification of priority lists of policy areas
1.1.2 Ratification of priority list
1.1.3 Schedule development of priority list of policy
positions
1.1.4 Mobilise resources
1.1.5 Validate positions
1.2.1. Assign lead for each advocacy
1.2.2. Develop an implementation plan in a project format
for execution of the advocacy
1.2.3. Execute the advocacy project
1.2.4. Monitor implementation and periodically report to
the Executive and General Council
1.2.5. Evaluate exercise, identifying lessons learnt,
successes to be repeated and pitfalls to be avoided in
the future
1.3.1. Designate lead to develop knowledge sharing
programme
1.3.2. Appoint knowledge sharing working committee
1.3.3. Design knowledge sharing programme with
identified results
1.3.4. Commence process to populate knowledge sharing
data base.
1.4.1. Designate lead for coordinating solidarity
1.4.2. Establish protocols for dealing with requests for
solidarity, including criteria and process for
consultations
1.4.3. Mobilise participants in solidarity exercise
Time
Lines
By end June
2016
By end 2016
By end 2016
On-going
On-going as
necessary
By end June
2016
By Jan 2017
On-going
On-going
Dec 2017 Dec
2018
By June 2016
By June 2016
By Sep 2016
By Jan 2017
By June 2016
By Sep 2016
As required
34
Strategic Objective/ Result
Output
Activities
1.4.4. Execute, evaluate and report on results of solidarity
exercise, capturing the lessons to be learnt
2.0
Institutional and reputational
sustainability of the CCL as a
defender of the rights of working
people in the Caribbean
2.1 Resource Mobilization
2.2 Human Resource
Development and
Succession Planning
2.3 A Roster of Experts
2.1.1
2.1.2
2.1.3
2.1.4
2.1.5
2.3.1
Effective and realistic budgeting
Establish resource priorities
Identify partners
Develop capacity to manage donor relations
Prepare and submit individual projects
Designate a lead to chair a standing committee on
human resource development
2.3.2 Develop a master list of areas in which CCL will
want to mobilise human resources of its members
2.3.3 Issue a call to affiliates and an open call for
volunteers who wish to avail themselves of capacity
development and to be more actively involved in
CCL
2.3.4 Finalise a human development programme for CCL
including a future leaders component
2.3.5 Using the method outlined in Output 2.2 identify and
secure required resources to conduct training and
development programme
2.3.6 Identify opportunities for involvement in the work of
CCL of volunteers and others
2.3.7 Continuously monitor and report on the operation of
the human resource development programme
2.5.1. Designate a senior member of the Executive,
preferably the President, as the lead for the Roster of
Experts
2.5.2. Issue a call to affiliates to nominate experts
2.5.3. Conduct an initial screening of nominees and invite
the approved nominees to be included in CCL’s
roster
2.5.4. Build out data base of experts according to areas of
expertise
2.5.5. Maintain and update database
Time
Lines
At end of
each
solidarity
activity
By Sep 2016
On going
On going
On going
On going
By Dec 2016
By Dec 2016
By Jan 2017
By Mar 2017
By Mar 2017
On-going
On-going
By Dec 2016
By Mar 2017
By Jun 2017
By Jun 2017
Ongoing
35
Strategic Objective/ Result
3.0
Improved management and use of
knowledge in advancement of the
objectives of the CCL
4.0
Effective communication to the
relevant publics of the CCL
Output
3.1 A comprehensive and
scalable knowledge
management system
4.1. Sound communication
management
4.2. Effective general
communication and
promotion
4.3. Effective internal
communications
Activities
2.5.6. Develop a mechanism for recognition of the services
provided by experts to CCL
3.1.1 Assess the knowledge needs of CCL
3.1.2 Design the architecture of the system
3.1.3 Mobilise resources
3.1.4 Build a roadmap
3.1.5 Acquire hardware and software
3.1.6 Develop usage protocols
3.1.7 Begin population
3.1.8 Advertise and promote KMS
3.1.9 Continuously populate, maintain and improve
3.1.10 Monitor and evaluate system
4.1.1 Appointment of communication committee
4.1.2 Identification of media focal points
4.1.3 Identification of focal points in key stakeholder
institutions
4.1.4 Creation of communication contacts database
4.2.1 Create and maintain a dynamic internet and social
media presence
a. Appoint internet task force
b. Approve recommendations for
architecture
c. Implement
d. Maintain
4.2.2 Produce a CCL periodic e-newsletter
a. Appoint editorial committee
b. Solicit content
c. Produce and circulate the newsletter
4.2.3 Specific ad hoc marketing activities:
a. Develop a marketing project for each new
or special initiative
b. Execute project
c. Assess learnings
4.3.1 Ensure that internal audiences receive required
information to facilitate their active participation in
the affairs of CCL
Time
Lines
By Jun 2017
By Dec 2016
By Mar 2017
By Jun 2017
By Jul 2017
By Sep 2017
By Sep 2017
On going
On going
On going
On going
By Dec 2016
By Jan 2017
By Jun 2017
By June 2017
By Mar 2017
By Mar 2017
As necessary
On-going
36
Strategic Objective/ Result
Output
4.4. Effective external
communications
5.0
Successful implementation of EUFunded Project
5.1.
CCL Components
5.2.
Joint CCL-CEC
Components
6.1.
Structural realignment
6.0
Organisational effectiveness of the
CCL
6.2.
Organisational
efficiency
Activities
4.3.2 Constantly monitor internal communication processes
focusing especially on distribution of information and
feedback
4.3.3 Adjust communication processes as necessary
4.4.1 Ensure that stakeholders receive required information
to facilitate their active participation in the affairs of
CCL
4.4.2 Constantly monitor external communication
processes focusing especially on distribution of
information and feedback
4.4.3 Adjust communication processes as necessary
5.1.1 Reinforcing the institutional capacity of CCL and its
constituents
5.1.2 Scaled up research and education capacity to
reinforce the analytical capabilities of CCL
5.1.3 Effective internal trade union communication, media
outreach and public information campaign
5.2.1 Build capacity of employer and workers’ perspectives
5.2.2 Advocacy strategy campaign
5.2.3 Desk review of labour legislation
5.2.4 Prepare position paper on Fundamental Principles
and Rights at work
5.2.5 Develop joint paper on curriculum activity
6.1.1. Appoint constitutional review committee
6.1.2. Committee considers recommendation of strategic
planning workshop
6.1.3. Committee drafts new constitutional and related
instruments
6.1.4. Committee circulates draft to member organizations
6.1.5. Committee finalizes draft based on feedback
6.1.6. Committee circulates second draft to Admin
Committee and General Council before finalizing
proposal to be submitted to Triennial Congress
6.1.7. Draft submitted to Triennial Congress for
consideration
6.2.1. Develop terms of reference for working committee
on organisational efficiency
Time
Lines
On-going
As necessary
On-going
On-going
As necessary
April to May
2016
June to Jul
2016
July 2016
August 2016
August
Nov
By April
2016
37
Strategic Objective/ Result
Output
Activities
6.2.2. Appoint committee
6.3.
Mainstreamed
monitoring and
evaluation
6.2.3. Prepare recommendations including
implementation plan and resourcing
6.2.4. Seek validation from General Council or Triennial
Congress as appropriate
6.3.1. Designate officer with responsibility for M&E
6.3.2. Approve terms of reference for M&E
6.3.3. Conduct periodic monitoring and reporting for
consideration by Executive Committee
6.3.4. Harvest learnings
Time
Lines
By April
2016
By Oct 2016
By Dec 2016
By Dec 2016
By Dec 2016
On going
On going
38
Table 10: Results and Planning Logic Matrix
Design Summary
Targets
Means of
Verification
Assumptions
Impact: Provisions for the respect for
the rights of workers improved in
regional legislation and regulations
 At least half of the policy
recommendations made by CCL at
the regional are accepted and
implemented
 Records of
CARICOM
 Records of
CCL
 CCL cultivates relationship with
political leadership
 Supportive advocacy at the at
the national level from
individual affiliates
Outcome: CCL recognized as the main
representative of the regional labour
movement
 A regular and standard interface for CCL
at organs of CARICOM and other
appropriate regional institutions
 Records of
CCL
 Reduced resistance from
CARICOM bureaucrats
Result 1.0
 CCL invited to comment on at least
seventy-five percent of proposed
regional policies affecting workers by
2019
 Records of
CCL
 At least seventy-five percent of the
proposals made by CCL for changes in
regional labour market policies
considered by relevant political organs
of CARICOM
 At least fifty percent of
recommendations made by CCL
accepted by CARICOM
 Records of
CCL
 CCL cultivates relationship with
political leadership
 Supportive advocacy at the at the
national level from individual
affiliates
 Reduced resistance from
CARICOM bureaucrats
 Supportive advocacy at the at the
national level from individual
affiliates
 Supportive advocacy at the at the
national level from individual
affiliates
 Reduction in complaints by
representatives of affiliates that they are
not informed of developments in the
CCL
 Successful resolution of at least fifty
percent of issues for which solidarity
actions were requested
 Records of
CCL
 Affiliates accept responsibility for
engaging
 Records of
CCL
 Request for fraternal solidarity are
consistent with CCL principles and
interests
Output 1.1.
Increased relevance of CCL to
its key stakeholders and in
particular to affiliates and
working people in the
Caribbean
Policies developed to advance the
interests of working people
Output 1.2.
Improved advocacy
Output 1.3.
Effective knowledge sharing
Output 1.4.
Fraternal solidarity
 Records of
CCL
39
Design Summary
Result 2.0
Output 2.1.
Institutional and reputational
sustainability of the CCL as a
defender of the rights of
working people in the
Caribbean
Resource mobilisation
Means of
Verification
Targets
 Programme for the three years after 2019
fully resourced
 Records of
CCL
 Availability of compatible
partners
 Programme for duration of strategic plan
resources
 Training in at least five priority areas
completed and participants certified
 Records of
CCL
 Records of
CCL
 No negative changes in the
resources of compatible partners
 Willingness of trade unionists,
especially young workers to
accept opportunities for
involvement in the movement
 Willingness of current leadership
to embrace successor training
 Willingness of experts to devote
skills to CCL
Output 2.2.
Human resource development and
succession planning
Output 2.3.
A roster of experts
 Roster populated with at least two
experts in each identified area
 Records of
CCL
Result 3.0
Improved Management and Use
of Knowledge
 At least 50 discrete visits to the KMS per
month by end 2018

Data tracking
on KMS
Output 3.1.
A comprehensive and scalable
knowledge management system
 KMS full operational and continuously
updated

Data tracking
on KMS
Records of
CCL

Result 4.0
Effective Communication to
the Relevant Publics of the
CCL
Output 4.1. Sound communication
management
Assumptions
 Newsletter produced once a quarter
 Website updated once every two
weeks
 At least one like on Face Book each
day
 Communication team in place
 Affiliates promote the availability
of the KMS
 Access to internet connectivity by
affiliates and their members
 Computer literacy by potential
end-users
 Affiliates promote the availability
of the KMS
 Access to internet connectivity by
affiliates and their members
 Computer literacy by potential
end-users
 Data tracking
on various
media
 Availability of appropriately
skilled volunteers
 Records of
CCL
 Availability of appropriately
skilled volunteers
40
Design Summary
Means of
Verification
Targets
Assumptions
Output 4.2. Effective general
communication and promotion
 At least XX discrete visitors to the
CCL Website per month
 At least ten instances of feedback to
the various CCL communications
media per month
 Data tracking
on various
media
Output 4.3. Effective internal
communication
 Zero instances of EC or GC members
not receiving information for decision
making
 Zero negative feedback from external
 Records of
CCL
 Internet access by internal
audiences
 Computer literacy by internal
audiences
 Willingness to embrace new
media by internal audiences
 Affiliates accept responsibility
for engagement


 At least 80% of project outputs
accomplished
 Records of the
CCL
Output 5.1. Successful implementation of
the CCL component
Output 5.2. Successful implementation of
the CCL-CEC component
 100% of project outputs accomplished
 Records of the
CCL
 Records of the
CCL
 Appropriate support from the
ILO
 Timely disbursements
 CEC fulfils its obligations
 CEC fulfils its obligations
 Timely disbursements
 Appropriate support from the
ILO
 Timely disbursements
 CEC fulfils its obligations
Result 6.0
 75% implementation of work
programme on time and within budget
 New constitution and related documents
approved by the Triennial Congress in
2016
 Records of the
CCL
 Records of the
CCL

Output 6.1
Organisational Effectiveness of
the CCL
Structural realignment
Output 6.2
Organisational efficiency


Output 6.3
Mainstreamed monitoring and
evaluation
 Quarterly reports on the implementation
of the work programme
 Records of the
CCL
 Records of the
CCL
Output 4.4. Effective external
communication
Result 5.0
Successful implementation of
the EU-Funded Project
 At least 60% of project outputs
accomplished


Affiliates and their
representatives engage in the
process and provide
feedback to drafts
Availability of the required
skills
Availability of skilled and
dedicated M&E resources
41