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Trade Union Development Effectiveness Profile ToolFormat adapted from NGO Learning Questionnaire (Britton, Helvetas)Developed by ITUC (with support of HIVA-KU Leuven)

Your NameYour Role/Position in

Your organisation Receiving partnerYour Country

Number of years of experience

Characteristic

Thank you for taking the time to complete this questionnaire (those who have tried it have found that it takesaround 30 minutes). When you have completed it, switch to the 'Analysis Sheet'.

Please read through each of the following statements and place a tick in the box that best describes the development approach in your trade union work. Give one (!) answer for EVERY question (→ one x per line)!

1 Not at all

2 Rather not

3 More or

less

4 Rather yes

5 Totally

Arguments(Optional)

1. All relevant stakeholders and target groups (of the receiving partner) are involved in programme planning.

2. The programme planning process results in planning documents with clearly defined, goals, strategies, and activities.

3. The programme planning document is agreed upon by the required leadership levels (of the receiving partner).

4. The programme design is based on a needs analysis made with relevant levels of membership and target groups (of the receiving partner).

5. Relevant stakeholders and target groups (of the receiving partner) are informed about the programme progress, and this is done through formal trade union structures.

6. Relevant stakeholders and target groups (of the receiving partner) are encouraged to actively participate in monitoring and evaluation of the programme activities.

7. The programme design is demand driven, based on the priorities of the receiving partner

8. The programme design supports the receiving partner with a balanced mix of financial, technical and political inputs.

9. The programme design is in line with the receiving partner's Congress resolutions, policies and strategies.

10. The programme design is aimed at strengthening capacities of people, of the receiving partner as an organisation, and towards the creation of an enabling environment for the receiving partner ('enabling environment' refers to a supportive institutional, legal and policy environment).

11. The programme design is aimed at strengthening the capacity of of the receiving partner to be responsive to the needs and demands of its constituencies (members and workers in their sectors).

12. As far as cooperation with supporting partner is concerned, the receiving partner manages to preserve and strengthen its autonomy, and to avoid unwanted external influences.

13. The programme design pays sufficient attention to strengthening the receiving partner's financial system and financial autonomy.

14. Core-funding is used selectively, in a balanced and sustainable way, and based on a risk assessment.

15. Programme cooperation between both partners is formalised through written and signed agreements spelling out the values, principles, objectives, and financial & organisational procedures.

16. The programme management is run by a group of relevant representatives of the receiving partner, and involves regular dialogue on progress with the supporting partner.

17. The receiving partner has the primary role and responsibility in the programme development, implementation and coordination.

18. The programme design pays sufficient attention to strengthening the management capacity of the receiving partner, building on existing human resources and expertise.

19. The programme support involves strengthening the receiving partner's ability to successfully implement the programme.

20. The programme support involves the sharing of relevant information on various trade union models and structures.

21. The supporting partner shares information about its bilateral, regional and global partnerships (including funding)

22. The receiving partner shares information about its bilateral, regional and global partnerships (including funding)

23. Both partners communicate sufficiently about their programme activities, i.e. both internally and externally.

24. The programme reports concerning progress and evaluations are accessible to both partners as well as to relevant stakeholders.

25. The supporting partner provides full clarity on the source, time frames, and conditions of programme funding.

26. Both partners use shared programme monitoring & evaluation tools, that serve both accountability and learning needs.

Please fill in blue fields


27. Both partners have external financial audit processes in place, and share relevant programme audit results between themselves as well as with their members.

28. The programme monitoring and evaluation processes use and strengthen existing structures and procedures of the receiving partner.

29. The supporting partner provides feedback on the programme reports of the receiving partner.

30. The receiving partner provides the necessary reports & feedback, i.e. as required by the programme funding guidelines.

31. The programme design pays sufficient attention to strengthening the accounting capacities of the receiving partner.

32. The programme design aligns itself with global, regional and national policies and commitments of the labour movement (eg. Decent Work, ...).

33. Bothe partners support the role of ITUC and other relevant global, regional and subregional trade union structures in coordination of information-sharing and in keeping oversight of cooperation programmes.

34. Both partners participate in relevant joint platforms with various trade unions.

35. Both partners regularly measure how a programme contributes towards achieving the Decent Work Agenda.

36. The programmes aim at contributing to development objectives of the trade union movement at both policy and institutional levels.

37. The receiving partner supports regional trade union networking on development cooperation.

38. Both partners form alliances to integrate the Decent Work Agenda in the national development strategies of their country.

39. Both partners actively identify complementary links for the receiving partner with other supporting partner or third party programmes.

40. Generally, both partners collect and analyse membership data and aim at increasing the representativeness of their organisations.

41. The programme design pays sufficient attention to integrating union policies and strategies on mainstreaming gender equality.

42. The programme design pays sufficient attention to integrating union policies and strategies for participation and representation of young workers.

43. The programme design integrates the findings from regular updates of the receiving partner's statistics concerning women, young workers and disadvantaged groups.

44. The programme support involves strengthening capacities for gender mainstreaming while avoiding a donor-driven dynamic.

45. The programme design involves the strengthening of the capacities for reaching out to young workers.

46. The programme design involves the development of a clear exit-strategy agreed upon before the start of the cooperation in view of the viability of the programme outcomes, including the development of strategies for the post-programme period.

47. Both partners adopt learning attitudes for continuous improvement of the programme capacity strengthening strategies by drawing lessons learned from joint experiences as well as from regional and global trade union structures.

48. The programme design pays sufficient attention to organisational sustainability by strengthening capacities for fulfulling organisational missions and aims concerning membership recruitment and fees, internal organisation, service provision, and adaptation to changing contexts.

49. The programme design pays sufficient attention to political sustainability by strenthening the receiving partner's strategies towards relevant policy makers and the general public.

50. Both partners analyse and consider the impact of their actions on climate change, and support the development of green policies and jobs (where relevant and feasible).

51. The receiving partner develops strategies for mobilising more membership fees or alternative resources in order to guarantee financial sustainability after the end of programme cooperation with the supporting partner.

52. The receiving partner optimises its financial systems management for making better use of existing resources.

Trade Union Development Effectiveness Profile ToolFormat adapted from NGO Learning Questionnaire (Britton, Helvetas)Developed by ITUC (with support of HIVA/KULeuven)

Autonomy Partnership Transparancy Accountability Coherence Sustainability

Statement DemocraStatement AutonoQuestion PartneQuestion TranspQuestion AccounQuestion CohereQuestion Inclus Question Sustainability 1Statement 1 5 Statement 1 5 Statement 15 5 Statement 21 5 Statement 26 5 Statement 32 5 Statement 40 5 Statement 46 5Statement 2 5 Statement 4 5 Statement 16 5 Statement 22 5 Statement 27 5 Statement 33 5 Statement 41 5 Statement 47 5Statement 3 5 Statement 9 5 Statement 17 5 Statement 23 5 Statement 28 5 Statement 34 5 Statement 42 5 Statement 48 5Statement 4 5 Statement 10 5 Statement 18 5 Statement 24 5 Statement 29 5 Statement 35 5 Statement 43 5 Statement 49 5Statement 5 5 Statement 11 5 Statement 19 5 Statement 25 5 Statement 30 5 Statement 36 5 Statement 44 5 Statement 50 5Statement 6 5 Statement 12 5 Statement 20 5 Statement 16 5 Statement 31 5 Statement 37 5 Statement 45 5 Statement 51 5Statement 7 5 Statement 13 5 Statement 2 5 Statement 5 5 Statement 6 5 Statement 38 5 Statement 35 5 Statement 52 5Statement 8 5 Statement 14 5 Statement 9 5 Statement 20 5 Statement 24 5 Statement 39 5 Statement 38 5 Statement 10 5

Total 40 Total 40 Total 40 Total 40 Total 40 Total 40 Total 40 Total 40Av 5 Av 5 Av 5 Av 5 Av 5 Av 5 Av 5 Av 5SD 0 SD 0 SD 0 SD 0 SD 0 SD 0 SD 0 SD 0

(Av = Average; SD = Standard Deviation) Average Score 40Average II 5

The totals from each column will give you an indication of your organisation’s broad strengths andweaknesses since the maximum score is 20 for each column.

Democratic Ownership

Inclusiveness & equality

Clarifying the link between principles & statementsPrinciple Statement

Partnership

Accountability

Democratic ownership













17. The receiving partner has the primary role and responsibility in the programme development, implementation and coordination.







Accountability






Inclusiveness and equality









Comments PrincipleAutonomy

Transparency

Coherence

Coherence

Sustainability

Statement Comments






11. The programme design is aimed at strengthening the capacity of of the receiving partner to be responsive to the needs and demands of its constituencies (members and workers in their sectors).














Trade Union Development Effectiveness Profile ToolFormat adapted from NGO Learning Questionnaire (Britton, Helvetas)Developed by ITUC (with support of HIVA-KU Leuven)

Your NameYour Role/Position in

Your organisation Supporting partnerYour Country

Number of years of experience

Characteristic

Thank you for taking the time to complete this questionnaire (those who have tried it have found that it takesaround 30 minutes). When you have completed it, switch to the 'Analysis Sheet'.

Please read through each of the following statements and place a tick in the box that best describes the development approach in your trade union work. Give one (!) answer for EVERY question (→ one x per line)!

1 Not at all

2 Rather not

3 More or

less










10. The programme design is aimed at strengthening capacities of people, of the receiving partner as an organisation, and towards the creation of an enabling environment for the receiving partner ('enabling environment' refers to a supportive institutional, legal and policy environment).11. The programme design is aimed at strengthening the capacity of of the receiving partner to be responsive to the needs and demands of its constituencies (members and workers in their sectors).





16. The programme management is run by a group of relevant representatives of the receiving partner, and involves regular dialogue on progress with the supporting partner.17. The receiving partner has the primary role and responsibility in the programme development, implementation and coordination.



















Supporting partner

Value

5

5

5

5

5

5

5

5

5

5

5

5

Thank you for taking the time to complete this questionnaire (those who have tried it have found that it takes

Please read through each of the following statements and place a tick in the box that best describes the development approach in your trade union work.

4 Rather yes

5 Totally

Arguments(Optional)


5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

5

Trade Union Development Effectiveness Profile ToolAdapted from NGO Learning Questionnaire (Britton, Helvetas)Developed by TUDCN (with support of HIVA/KULeuven)

Autonomy Partnership Transparancy Accountability Coherence

Statement democStatement AutonQuestion PartneQuestion Trans Question AccouQuestionStatement 1 5 Statement 1 5 Statement 15 5 Statement 21 5 Statement 26 5 Statement 32Statement 2 5 Statement 4 5 Statement 16 5 Statement 22 5 Statement 27 5 Statement 33Statement 3 5 Statement 9 5 Statement 17 5 Statement 23 5 Statement 28 5 Statement 34Statement 4 5 Statement 10 5 Statement 18 5 Statement 24 5 Statement 29 5 Statement 35Statement 5 5 Statement 11 5 Statement 19 5 Statement 25 5 Statement 30 5 Statement 36Statement 6 5 Statement 12 5 Statement 20 5 Statement 16 5 Statement 31 5 Statement 37Statement 7 5 Statement 13 5 Statement 2 5 Statement 5 5 Statement 6 5 Statement 38Statement 8 5 Statement 14 5 Statement 9 5 Statement 20 5 Statement 24 5 Statement 39

Total 40 Total 40 Total 40 Total 40 Total 40 TotalAv 5 Av 5 Av 5 Av 5 Av 5 Av

SD 0 SD 0 SD 0 SD 0 SD 0 SD

(Av = Average; SD = Standard Deviation)

The totals from each column will give you an indication of your organisation’s broad strengths andweaknesses since the maximum score is 20 for each column.

Democratic Ownership

Coherence Sustainability

CohereQuestion InclusQuestion Sustainability 25 Statement 40 5 Statement 46 55 Statement 41 5 Statement 47 55 Statement 42 5 Statement 48 55 Statement 43 5 Statement 49 55 Statement 44 5 Statement 50 55 Statement 45 5 Statement 51 55 Statement 35 5 Statement 52 55 Statement 38 5 Statement 10 5

40 Total 40 Total 405 Av 5 Av 5

0 SD 0 SD 0

Average Score 40Average II 5

The totals from each column will give you an indication of your organisation’s broad strengths and


Democratic Ownership Autonomy Partnership Transparancy

Accountability Coherence Inclusiveness & equality Sustainability

Statement 1

Statement 2

Statement 3

Statement 4

Statement 5

Statement 6

Statement 7

Statement 8

0

5

Supporting partner Receiving partner

Statement 1

Statement 4

Statement 9

Statement 10

Statement 11

Statement 12

Statement 13

Statement 14

0

5


Statement 15

Statement 16

Statement 17

Statement 18

Statement 19

Statement 20

Statement 2

Statement 9

0

5


Statement 21

Statement 22

Statement 23

Statement 24

Statement 25

Statement 16

Statement 5

Statement 20

0

5


Statement 26

Statement 27

Statement 28

Statement 29

Statement 30

Statement 31

Statement 6

Statement 24

0

5


Statement 32

Statement 33

Statement 34

Statement 35

Statement 36

Statement 37

Statement 38

Statement 39

0

5


Statement 40

Statement 41

Statement 42

Statement 43

Statement 44

Statement 45

Statement 35

Statement 38

0

5


Statement 46

Statement 47

Statement 48

Statement 49

Statement 50

Statement 51

Statement 52

Statement 10

0

5


0

1

2

3

4

5

Organisational Profil Plot

Receiving partner

Supporting partner

This plot provides an in-dica-tion of your 'De-vel-op-ment Ef-fect-ive-ness Pro-file'. It de-scribes the alignment of your or-gan-isa-tion with the Trade Union De-vel-op-ment Ef-fect-ive-ness Principles. You can see from the pro-file where your or-gan-isa-tions strengths and weaknesses lie.

Democratic ownership

Autonomy

Partnership

Transparency

Accountability

Coherence


Sustainability

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