Cooperation Program between the Norwegian Confederation of Trade Unions and the State Enterprises Workers

Title of the evaluation report: Report of the Evaluation on the 2010-2014 Cooperation Programme between the Norwegian Confederation of Trade Unions (LO-Norway) and the State Enterprises Workers’ Relations Confederation (SERC-THAILAND)

Background: The Norwegian Confederation of Trade Unions (LO-Norway) has since 2001 supported the State Enterprises Workers' Relations Confederation (SERC) in its work to strengthen its role as an active trade union organization, defending the interests of its members. Through training and education, SERC and its affiliated unions have improved its ability to develop strategies on how to improve labour rights. After a series of collaborative programs, SERC and LO-NORWAY agreed to a 4 year Cooperation Program for the period, 2011-2014.

Purpose/objective: The purpose of the evaluation is to provide LO-Norway with the necessary information to assess the progress, current status and results achieved in the programme. 

Methodology: The field survey was conducted using (1) Interviews with SERC Executive Board members, SERC committee member at provincial level, and other key persons in the past; (2) A focus group with SERC Executive Board members and core group of implementers to validate the interview results; and (3) Questionnaires

Key findings: No doubt, the State Enterprises Workers’ Relations  Confederation or SERC is one of the more  recognized, respected and well-established labour organizations in Thailand.  The decision of LO-NORWAY in supporting SERC’s various programs for more than a decade contributed not only to what SERC has achieved so far, but also to the worldwide struggle for workers and trade union rights. This present cycle has enhanced this partnership.

To date (November 2014), 4 out of 8 short term indicators have already achieved. (Hire additional full-time staff / Recruit two more affiliates with an increase of three percent grassroots members/More women representation in decision-making bodies/ Develop a structure that ensures better representation from all member sectors )

Two incomplete indicators (Better database which would ensure a better dues collection/20 trainers new trainers who are capable of running their own courses for others) are expected to be achieved by this year, while the last two are challenged by the union’s organisational structure, political impacts and external factors (Establish four more provincial branches/An organizational structure that is more democratic).

It is recommended to organize a consultation meeting between SERC and LO-Norway to discuss about the expected outputs and clear methodology toward goal sets, including suggestions on evaluation method. It is clear from the work plan that the activities, outcomes and indicators are not well linked, resulting in unclear goal, evaluation and follow up activities.

Relevance and effectiveness of the training, trainers and result of the trainings were rated above 80 per cent. Notably, the empowerment impact was only around 50-65 per cent, which implies that the trainings were well-provided, but there is a lack of opportunities where they can apply the knowledge they gained.

A half-year progress report is regularly submitted; however, the purpose of the report is to update and provided initial comments from limited group of people without an effective feedback to the Executive committee. As a result, only few people, who contribute to the progress report, understand the report, with no further discussions toward a better and productive approach.

It is highly recommend setting up and implementing a long-term plan for reference. The high turn-over rate of Executive committee is resulting in the work continuity. While SERC is trying to tackle this problem, it is the lack of a strategic development plan that is also a problem. To ensure that the strategic/action plans will be successfully implemented toward a long-term goal. It must be noted that this long-term plan should be dependently designed for SERC long-term goals, where a SERC/LO NORWAY project must be integrated.

Recommendations: Aside from the need to appoint a full-time project coordinator (which everybody  interviewed agrees with), the following are recommended: a) pre and post diagnostic tests be put in place in each training, b) come up with a better selection process of participants, finish the data base of trainings attended by members, c) complete the collation of evaluations of trainings which is valuable in improving future trainings, and d) development of modules which is key in providing  exposures and experiences to newly   trained trainers. Assistance from an IT person is needed to accomplish this.

Comments from the organisation, if any: LO and SERC agree on the serious finding that the indicators, outcomes and activities in the work plan were not well-linked. This will be improved for 2015-2018. SERC agrees that the organization needs a full-time project manager to successfully implement the next 2015-2018 cooperation project.

In 2015 SERC will arrange a seminar to reconsider of SERC’s vision, mission-goals, and yearly plan as the guideline to move forward to the success.