5_ Org Review Executive Summary of final report

seen to include the degree of „accompaniment‟ that the office staff provide to the affiliates –particularly at sub-regional level; staff in “empathy” with union principles and values and withrelevant concrete working experience; effective communication and timely responses toaffiliates‟ requests and channelling information on PSI‟s activities outside of the sub-region.Some areas of concern included the apparent displacement of affiliate leaders by PSI staff;staff not respecting established communication channels; no engagement of affiliates inrecruitment processes of key positions and internal divisions or differences of opinionleading to „mixed messages‟ to affiliates, and thus creating confusion. However, manyinformants were happy to stress that they appreciate the changes being introduced by theGeneral Secretary, particularly as evidenced in the Head Office.3.5. Secretariat structure and functionsThe secretariat is expected to serve PSI in terms of meeting its objectives; constitutionalobligations of meetings, ensuring programmes of action are implemented. These functionshave developed over time in response to the demands from affiliates as well as a result ofinternal reflections, and are appropriate to the nature of the organisation. With regard toexternal engagement, the secretariat also plays a key role in representing the organisationand in communicating to a broader public. PSI has competent staff carrying out thesefunctions, both at the Head Office and in the regions and sub-regions. Nevertheless thereare some functional challenges at Head Office and in the regions. It would appear that thereis insufficient capacity within the secretariat to ensure that research information is producedin an easily accessible form, and there is a need to identify a broader range of providers ofresearch services able to produce appropriate materials. Another challenge at Head Officehas been to ensure effective oversight of workload planning and distribution amongst thesupport staff. In the regions, in addition to the implementation of the functions of regional andsub-regional secretaries being dependent on the interests of the individual in post (asdescribed in the section 3.4.), it would appear that the functions of the sub-regionalsecretaries are too broad.The structure at Head Office had, up until recently, clustered a number of functions into units(UDIS, COMIT, FiS). However, the functions related to sector or cross-cutting themes werenot clustered in this way, which reinforced individualistic ways of working and led tocompartmentalisation and communications difficulties. The proposed new structure shouldgo some way in addressing these issues. In terms of the decentralised structure, thepresence of the secretariat at the regional and sub-regional level is greatly appreciated byaffiliates. However, there appear to be no clear criteria regarding the location of regional andsub-regional offices/staff, with decisions appearing to have been made on the basis ofpersonal situations of individuals, rather than on organisational needs. There has been nodecentralisation of sector functions, with the resulting weak capacity at the regional and subregionallevels to support sectoral programmes.3.6. Secretariat ways of workingTo a large extent it would appear that staff are clear on the membership nature of PSI, albeitin certain cases there may be contradictory behaviour when staff take on attributes bestsuited to the affiliates. Arguably the greatest challenge lies in the issue of power dynamics,and particularly regarding global policy development where there are some concerns that thedynamics have swung too far in the direction of the secretariat staff, due partly to thechallenges identified in the functioning of the Executive Board. However, there areweaknesses in programme management methods which compound this situation, with noapparent common methodology or tools for shaping and planning within programme areas. Itis not clear whether a strategy is expected to be produced for each area, what that shouldconsist of, what the process of consultation and engagement with affiliates is, what the5

indicators of success should look like and how they will be monitored and recorded. Withregard to projects, more attention has been paid to the different challenges presentedthroughout the project cycle, and in general there is satisfaction amongst affiliates. A fewspecific challenges appear to exist about approval criteria, managing donor-definedconditions, the role of project coordinators and ensuring effective impact assessment. Inrelation to the use of participatory methods generally, affiliates across the world wish forimprovements. There was reference to „top-down‟ processes; poor consultation on agendaor methods to be employed in activities; too much weight given to external actors (projectdonors, external „experts‟ etc). When participatory methods have been used during events,they have been well received and informants expressed the desire to see more of this way ofworking. Of course, affiliates themselves must take on the responsibility to engage, andthere were positive examples of more „bottom-up‟ processes.There exists a cultural legacy within the secretariat that has affected internal ways of workingand particularly affected Head Office staff and team working. Much is changing as this reportis being written, with many critical leadership, line management and performancemanagement issues now being addressed. Secretariat staff will need to break out ofingrained ways of working that are highly individualist in nature. They will have to improvetheir communications with each other, move beyond individual loyalties and embrace asense of collective commitment. Team leaders will need to learn new skills about managingindividuals and teams, and particularly about effective delegation. Change also entails beingprepared to clarify and negotiate expectations, and be held mutually accountable for theiractions.3.7. External relationsInterviews took place with a few union-related donors, umbrella bodies, one global unionfederation (GUF), a regional ITUC team and a few non-governmental organisations, but ingeneral the resource parameters limited the time that the consultants could spend on thisarea. The consultants believe that the issue is less one of merger with other GUFs, but morerelated to PSI itself having a strong profile, clear focus and effective work which enables it toengage in collaboration initiatives with other actors. A number of concrete collaborationopportunities were identified which would require continued dialogue with the specificorganisations. The consultants heard positive opinions of PSI from current civil society allies,and there is a perception of PSI having a fundamental openness to working with suchorganisations, stemming from shared concerns around social justice and development.Finally, it is felt that PSI would benefit from taking a strategic approach to its relationshipsand developing a collaborations policy would facilitate prioritisation of effort and guidance onparameters.3.8. Human resources managementA number of policies and procedures have been developed in order to provide guidance tothe organisation on employment issues, and the Head Office in particular has ensured thatthe French law is strictly followed. However, there are quite a number of significant gapswith regard to good practice in human resources management as well as inconsistentapplication in the regions of existing policies and procedures. As mentioned elsewhere, theweaknesses in performance management, poor delegation, lack of staff developmentpolicies and practices for example, do impact on PSI‟s overall performance. Similarly, thegaps in provision of appropriate reward and representation systems for field-based staff runscounter to the values and identity of PSI as a global union. Overall, there has been no clearleadership on human resource management and this is an essential function for anyeffective organisation. The repercussions of weak line management and poor humanresource management policies and practices can be felt throughout the organisation. It is6

Specific Recommendations (Summary Table)1 VALUE-ADDED/RELEVANCE1.1 Achieving focus:a. Define a „Programme focus‟ which clearly indicates PSI‟s value-added and relevance to itsmembers (See Strategic Option 1 for a proposed model).b. Develop and implement a set of methods and criteria to ensure transparent and effectiveprioritisation of PSI‟s resources (See Strategic Option 1).c. Review all generic campaigns and reduce to an absolute minimum in accordance withcriteria to be established.1.2. Whatever the outcome of discussions on Strategic Option 1, the consultants strongly.recommend increased priority and resources be allocated to sector work and work on globalissues/institutions.1.3. With regard to International Solidarity:a. Further development/investment of PSI secretariat‟s role of facilitator of internationalsolidarity via the establishment of a webpage for peer support; facilitation of concrete andpractical exchange initiatives and implementation of „capacity audits‟ within the regions.b. EB to discuss and agree a set of guiding principles regarding the implementation of bilateralsolidarity initiatives.c. Develop case examples of how to build solidarity support.d. Ensure mechanisms of follow up and feedback on concrete solidarity actions.1.4. With regard to Information Provision:a. Review and improve practices and outputs linked to information provision, as part of theprocess of developing a communications strategy (see Strategic Option 5)b. Complete the redesign of the website urgently.c. Review the nature of the research-based materials used for education & information andestablish guidelines to ensure accessibility (length, form, terminology etc.)1.5. With regard to Global Issues & Institutions: Develop strategic policies and accompanying advocacy strategies which proactively engagewith global issues affecting public services, and which clearly convey the PSI „niche‟position. Within the advocacy strategies, every effort should be made to link global lobbying activitieswith regional and country level lobbying implemented by affiliates.1.6. With regard to the Sector approach:a. See section 6 for specific recommendations on improving programme planning and use ofparticipatory methods to ensure that all sector initiatives identify concrete and measurableoutcomes, and ensure effective affiliate engagement.b. Address the challenges of coherence, and learning, across the different sector initiatives, asindicated in the section on non-constitutional bodies where there is a specificrecommendation on the role of the PSSG.1.7. A continuous process of reviewing how PSI is perceived by its membership is recommended, forexample via a simple annual process of reviewing PSI‟s performance against a set of indicators.2. CONSTITUTIONAL BODIES2.1. Making EB more effective and content driven:a. Establish a Management Committee, to meet „virtually‟, with delegated decision-makingauthorities and responsibility to respond to emerging issues in between meetings.b. No verbal reports to be presented at the meeting. Concise written reports to be circulated inplenty of time for reading and questions for clarification raised beforehand. Only discussionof implications and decisions at meeting.c. Ensure that the focus of the agenda is on strategic and policy level items.d. Updates on Global issues/institutions should be a constant item on agenda. Whereappropriate, invite external speakers on specific issue of policy debate.e. Review of actions agreed should be a constant agenda item.8

2.2. Informing and Preparing EB/REC members:a. Notes of Management Committee (or Steering Committee if that is retained) to be circulatedto all EB members.b. Development of an induction programme/materials for new EB/REC members.c. Guidelines and templates are developed to ensure concise and clear briefing papers areproduced by anyone responsible for preparing a document for discussion.2.3. Addressing the gender dimension effectively:a. Review progress on 50:50 at all levels and identify difficulties and ways to address them.b. Prioritise WOCs at national and global levels. Other levels to operate with Women‟s‟ Caucusmeetings before relevant Committee meetings.2.4. Consider the elimination of regional conferences. Alternative methods of electing representativeson the Regional Executive Committee, WWC etc should be identified. Resources saved onthese meetings could be reallocated to sector/occupational focused activities.3. NON-CONSTITUTIONAL BODIES3.1. Regarding the PSSG:The consultants recommend the establishment of a policy/programme development advisorybody (a kind of technical committee ensuring affiliate engagement in the oversight on design andreview of PSI‟s programme of work). The body would operate at the global level, and act as asounding board for secretariat staff. It would primarily be responsible for:a. Scanning the environment.b. Collaboration with secretariat staff in striving towards achieving programme focus (seeStrategic Option 1).c. Overview on sector work – contributing towards ensuring a coherent approach and helpingthe Secretariat staff develop and implement a methodology for quality control.d. Ensuring effective learning.e. Collaborating in the development of specific sector and global issues/institutions initiatives.3.2. Recognise the National Coordinating Committee as a constitutional body:Resource-related issues are linked to potential reconfiguration of regions/sub-regions, where it ispossible to obtain savings (see Strategic Option 4 – Regional Configuration). Alternative modelsof resourcing these bodies should be explored, together with discussions of an in-principledecision for these bodies to be self-financing unless certain criteria were met.3.3. Where monies have been freed up from savings on constitutional bodies, consider the reallocationof these resources to non-constitutional programme activities.3.4. Establish a database in the Head Office of all non-constitutional bodies, contact details ofleading affiliates, coordinators etc.3.5. Develop a set of guidelines for the establishment of non-constitutional bodies containing „goodpractice‟ indicators with regard to the setting up of such a body.4. REGIONAL AND SUB-REGIONAL PROGRAMME WORK4.1. Regarding designing initiatives to operate in specific geographical areas:The consultants recommend that there should be flexible ways of working to determine theoptimum geographic scope of each specific initiative, rather than work to the existingconstitutionally defined boundaries. It would be advisable to develop a common methodology forworking in this way, including guiding principles.4.2. Regarding regional or global events (workshops, conferences etc):It is recommended to avoid a „one size fits all‟ approach, and use methodologies that permitaffiliates working in distinct contexts to meet and discuss their specific perspectives andinterests, as well as bringing people together across the diverse contexts.4.3. Regarding union development work: (see Strategic Option 2 for more)a. The consultants recommend that there be an Impact Assessment of project work, to identifywhat real difference projects have made to individual affiliates, and to PSI as a whole.b. Explore new approaches to training and organisational development support e.g. e-training;decentralised initiatives with regional/sub-regional civil society and TU support centres;using the method of rolling „curriculum‟ (Escuela Sindical); development of a stronger9

component of education on International/Global Issues and Institutions, for use withaffiliates in all regions.c. Ensure union development work addresses fragmentation of unions.4.4. Agendas at meetings of NCCs, SUBRACs and RECs should include an item on affiliaterecruitment which includes the setting of a target for recruitment, priority countries, andopportunities via sector/occupational based initiatives.4.5. Ensure protocols are clear, agreed and monitored re: staff inviting individual members ofaffiliated unions to participate in PSI initiatives.4.6. There should be consideration given to having affiliate representation on panels recruiting somekey positions e.g. regional/sub-regional secretaries, sector officer positions.5. SECRETARIAT STRUCTURE AND FUNCTIONS5.1. With regard to functions related to sector work:a. Consider increasing capacity for sector work by sharing sector lead responsibilities withexisting field-based staff. This should only be considered if there are means to pass onsome other areas of their current workloads.b. Develop capacity for sector work at the regional level by ensuring collaboration withresearch institutions and centres.c. Discuss and define the desired mix of roles of the sector officers, arriving at greater clarityon the balance between „knowledge facilitator‟ and „knowledge originator‟.5.2. With regard to union development structure and functions:a. If Strategic Option 2 is adopted, review new secretariat structure to ensure it adequatelyreflects new approach to Union Development and Mobilisation. This will include redefiningthe functions of UDIS.b. If Strategic Option 2 is not adopted, develop and support staff to have a broader view ofunion development beyond it being associated solely with southern affiliates.5.3. With regard to regional and sub-regional structures and functions:a. Develop criteria for location of regional and sub-regional offices.b. Aside from any decisions to reconfigure the regions/sub-regions (see Strategic Option 4), itis proposed that there be a new position of North America sub-regional secretary combinedwith a function related to Washington-based International Organisations, centres etc.c. Review functions of sub-regional secretaries with a view to addressing workload issues.5.4. Ensure use of performance management processes to ensure all functions are carried out bystaff as per job descriptions. If there are difficulties that go beyond individuals‟ performance, thenthe allocation of responsibilities and functions should be reviewed.5.5. Continue the revision of the secretariat structure to ensure increased opportunities for team work(progress has been made in this regard).6. SECRETARIAT WAYS OF WORKING6.1. Review the methods and tools used for planning and managing PSI‟s programme of work, withthe aim of achieving the following: consistency and coherence in planning across all areas of PSI‟s work a shared understanding on planning concepts and terminology amongst all staff engaged inthe design and delivery of PSI‟s programme of work improvements in definitions of expected outcomes clarity on what is expected to be achieved at which level of engagement i.e. global, regional,sub-regional, national clarity on the process to be employed to identify appropriate affiliate engagement in thedesign, implementation and monitoring of programme strategies, learning and communications objectives are integral to the resulting strategies gender, diversity, youth and climate change dimensions are mainstreamed into thestrategies wherever feasible.6.2. Review experiences of implementing the gender mainstreaming policy – gender impact analysis.The purpose would be to identify lessons learnt from that experience in order to ensure thatmainstreaming on gender, diversity and climate can be effective.10

6.3. Regarding project management: Once decisions have been taken on the Strategic Options andRecommendations contained in this report, convene a meeting with project sponsors, donors,project staff with representation from participating affiliates. The purpose of this meeting wouldbe to discuss implications for the design and implementation of project work, and come toagreements on the ways forward regarding improvement of project design and management(including learning and impact assessment).6.4. Consider the feasibility of developing an Organisational Learning strategy. This is a systematicapproach to ensuring that an organisation is effectively learning from its experience and adaptingits work accordingly.6.5. With regard to facilitating effective at-distance working methods, it would be useful to reviewothers‟ experiences of diverse methods of e-collaboration. : there is a good summary in thePSO paper called „I Collaborate, E-Collaborate, We Collaborate‟ on www.pso.nl6.6. Discuss possibility of establishing a staff secondment programme aimed at encouragingexchange of staff amongst affiliates and PSI offices. Objectives to include increasedunderstanding of PSI and its work; staff development; responding to capacity needs; facilitatingexchange of practical experience and skills etc. Investigate possibility of establishing asecondment fund and also obtaining funding from donor capacity strengthening/exchangeprogrammes.7. EXTERNAL RELATIONS7.1. Develop a Collaborations Policy to analyse and identify which organisations it would prioritisefor building strategic relationships. Such a Policy could incorporate: Identification of pockets of excellence and expertise A stakeholder map indicating the nature of existing relationships (strength, power dynamics,frequency of contact etc) Criteria for prioritisation Typology of relationships (describing what is meant by certain terms such as „partner‟ or„ally‟ etc).On the basis of this, develop a strategy for relationship building at all levels (global, regional,sub-regional, national).7.2. Follow up on collaboration opportunities identified during this Review process.8. HUMAN RESOURCES MANAGEMENT8.1. A strategic approach to Human Resources Management should be applied. This includes:a. Delegated responsibility for human resources to a position requiring relevant expertiseb. Implementing a plan to develop HR policies and practices over the next 2 yearsc. Review of good practice in HR Management elsewhere.8.2. Regarding regionally based staff:a. Investigate process of collective bargaining for regional staff and/or delegate negotiationauthority to regional secretaries on behalf of the General Secretaryb. Review all local staff posts and establish generic job descriptions accompanied by acommon salary scale. Investigate appropriate means of „indexing‟ this scale against localcost of living and market conditions.c. Define which regional/sub-regional posts are open for international recruitment and designan appropriate terms and conditions for such staff.d. Establish a coherent global reward system e.g. consistent terms and conditions.8.3. Finalise the appraisal system for implementation as soon as possible.8.4. Invest in „managing individuals‟ training for all staff who have responsibility to line manageothers. Develop awareness of the issues related to line management amongst all staff.8.5. Train relevant staff on the application of the policies.11

9. FUNDS USE AND INCOME BASE9.1. Budget Management:a. Secretariat staff to clarify with members of the Executive Board/Steering Committee re: levelof detail required in the budget proposal to be discussed by them.b. Secretariat to review current format of the budget. In particular, the usefulness of indicatingclearly the resources spent on „PSI Business‟ and those spent on „PSI Programme‟.c. Monthly reporting to UDIS on project expenditures should be extended to all regions.9.2. Costs savings:a. Secretariat to review costs associated with constitutional meetings – in particular travelcosts, translation (look at holding more „virtual‟ meetings; purchasing travel tickets viadiscounted and local agents; holding more meetings back-to-back etc.).b. EB to review the commitment by PSI to pay affiliates‟ expenses. It may be feasible toestablish a set of criteria for reimbursement depending on the type of activity, fundingsources, and ability to contribute some portion of the expense.c. Secretariat to analyse possibility of consolidation of various regional/sub-regional offices.Criteria could include – achievement of cost savings by shared fixed costs vs increasedtravel costs; increased opportunities for sharing and exchange; increased opportunities forcollaboration (sharing with an affiliate, GUF, ITUC etc).d. Secretariat to review use of office space at Ferney-Voltaire with a view to reducing footageuse and hence reduce fixed costs.e. A costing exercise could be carried out to identify whether savings can be made by sometranslation services being carried out in the regions.9.3. Fundraising:a. Discuss and agree the „funding mix‟ desired for PSI over the remaining Congress period.b. Through collective bargaining processes, explore opportunities for employers to supportsolidarity initiatives (see Dutch experience).c. Review the draft TOR for fundraising research and identify an individual who can work onthat project. Consider the possibility of an affiliate seconding a specialist for this.d. EB to identify and agree the guiding principles for fundraising/income generation.12