TUC Strategic Framework Partnership Arrangement: Evaluation report of the International Development Learning Fund

TUC Strategic Framework Partnership Arrangement:

Evaluation report of the International Development Learning Fund

Karan Green

Education Consultant

38 Fir Street

Sheffield

S6 3TH

Karan_green@hotmail.com

07981 866084

July 2009

Contents

Section		Page
1.0	Introduction and Recommendations	3
	Introduction
2.0	Aims/Objectives 2.1 Focus of the Evaluation 2.2 List of participants	3
3.0	Success measures 3.1 Year 2 lessons learnt 3.2 Outputs and Outcomes 3.3 Early successes in year 3	5
	3.4 Specific feedback on stages
4.0	Impact on Strategy	10
	4.1 Relationships with DfID and other partners 4.2 Union strategy and policy
5.0	Moving Forward 5.1 Key successes 5.2 Learning Points 5.3 Future Objectives 6.0 Recommendations	11 12
6.0	Conclusion	13

1.0 Introduction and Recommendations

1.1 Introduction

The TUC commissioned a two hour, independent evaluation of their International Development Learning Fund (IDLF) which had been a key component of their Strategic Framework Partnership Agreement (SFPA) with DFID. The focus of the evaluation was to work with affiliates of the TUC who had benefited from the IDLF, to assess the strategic and operational impact of the IDLF on international development work within unions.

The IDLF was established by the TUC in 2006 to offer advice, training and funding to assist affiliate unions to develop 'credible proposals' to DFID's competitive funds - the Development Awareness Fund (DAF) and the Civil Society Challenge Fund (CSCF).

The SFPA was a three year funded project which ended on 30th June 2009. A Partnership Programme Arrangement (PPA) has subsequently been signed for a further 21 months which will enable some elements of the SFPA, including the IDLF to continue.

This is a report of the feedback and views expressed during the evaluation. The last section of the report pulls together from that information a list of recommendations for the TUC to consider applying to their future international development work.

2.0 Aim/Objectives

The evaluation session was planned in conjunction with Gemma Freedman, TUC Project Officer, European Union and International Relations Department, in order to:

Evaluate the TUC affiliate experience of the IDLF, its effectiveness and how the TUC can best continue to support is affiliates

With the specific objectives to:

Understand the TUC's affiliates point of view of the strengths and weaknesses of the IDLF

Examine the impact of the IDLF projects on those unions both specific and in general terms

Develop ideas about how the TUC can further support the capacity of its affiliates to engage in international development

2.1 Focus of the evaluation

The 2 hour evaluation session was designed to focus on:

How success has been measured by each union

What worked and what didn't

The support received from the TUC

The impact on the policy and strategy within each union

The impact on relationships with DfiD and other partners

Future improvements

2.2 Affiliates

Participants from the following affiliated unions contributed to the evaluation:

Prospect (Beverley Hall, Research and Specialist Services)

PCS (Gary Willis, IDLF project worker)

NUT (Samidha Garg, Principle Race Equality and International Officer)

NUT (Amy Norrish, International Assistant)

NUJ (Michelle Stanistreet, Deputy General Secretary)

GMB (Joni McDougall, International Solidarity Officer)

GMB London Region (Jenny Webber, Education Officer)

TSSA (Neil Davies, Policy Advisor)

ATL (Joseph O'Reilly, International IDLF Officer)

3.0 Success measures

3.1 Outputs and Outcomes

The session clarified with participants that they understood the difference and complimentary nature of Output and Outcome. It was agreed that in the context of this project outputs were more related to the process undertaken and the actual practical work delivered to get the project up and running. Outcomes were in terms of actual results and successes for project beneficiaries.

3.2 Early successes

At the beginning, each participant was asked to choose a benefit from the IDLF which was seen as an early success for their union:

Benefit from incremental learning

Offer a step-by-step approach starting with mini-grant, IDLF and culminating in DAF.

Change tack along the way - flexibility of process and outcomes for officers and members

Develop parallel projects to manage expectations if DfiD funds became unavailable or applications were not successful

Allow members to make practical contributions to international projects ie fund-raising events etc

Raise the profile and awareness of international work within the union and its membership

Make re-connections with projects that had previously been successful but had lost momentum

Appoint a dedicated member of staff to drive forward international work

Develop policy on international development work within the union

Develop campaigning materials for wider audiences

3.3 Specific feedback on stages

The participants were split into cross-union groups of 3 to discuss and provide feedback on the different stages of the process namely:

The application process

Advice and assistance offered from the TUC

Training provided

Money/resources available

Reporting requirements of the IDLF

Application to the DfID

For each stage they were asked to say:

What worked well?

What didn't work?

The impact on union priorities

Suggested improvements

Further support required

The Application Process

What works?

All participants felt that:

Is straightforward and simple

TUC staff were accessible with support and advice

Flexible approaches encouraged

Gave credibility to international work within the union

Ensured accountability for all stakeholders

Suggested improvements

All participants wanted criteria to be developed to define the scope of projects - didn't know how large the project could be and therefore may have to spend time to scale it up/down after feedback from concept stage

Some felt that unions could be encouraged to cross reference projects to the relevant Millennium Development Goals to give a common framework for all projects

Further support

All participants requested:

More guidance on the inter-relationship of the IDLF to the DAF/CSCF - the similarities and differences

How to align international development work to other strategies

Impact on union priorities

Focused information is required to prepare unions for what is involved in making a bid and, if successful, the impact on related policy development and budgeting (especially relevant for small unions)

More guidance is needed for all participants on how to ensure organisational buy-in to international development issues and ensuring appropriate governance for projects

Support from the TUC

What worked?

All participants agreed that:

Dedicated staff who were available and accessible

Rapid responses in a timely manner

Having someone at the end of the phone helps with a sense of isolation

Rigourous approach

What didn't work?

The majority of participants agreed that:

At the beginning the TUC staff lacked experience and sometimes gave conflicting advice

The TUC staff lack experience of working in a union 'on the ground'

The TUC staff complicated the language of bid writing unnecessarily (maybe this was due to a lack of understanding?) and this led to complicated feedback that led to further mis-understanding about requirements

Advice on DAF - Some felt advice was too opinionated (the TUC has to remember the union is putting in an application to DfID not to the TUC)

Workload issues sometimes led to advice not being clear or focused

Suggested improvements

All participants requested that the language used for feedback could be simplified

One affiliate felt strongly that the TUC should ensure that all projects meet the fundamental requirements of all trade union work ie health and safety and organising

Future support from TUC

The participants all agreed that they and other unions would benefit from:

Establish a system of peer support from those unions/individuals that have now gone through the process to those new to the role

Establish an e-bank of projects/materials for each stage of the process showing exemplars of best practice

Establish an e-forum so project officers can ask questions and receive answers visible to all

Training

Feedback on this element of the SFPA varied between participants with some stating they had found the training very beneficial to others being critical of certain elements eg BOND trainers

What worked?

All agreed:

Excellent input

Helped with planning my project

What didn't work?

Time commitment was difficult (All)

Timing of training not always convenient and didn't always link to where each individual was as his/her stage of the application process (All)

Lack of case study material (All)

Advice was generic across all strands of funding (at least 2 unions)

Too much NGO language used (All)

Some trainers did not understand the union context (at least 3 unions)

Some trainers over-complicated the process (at least 3 unions)

Some trainers were condescending (at least 2 unions)

Some information later proved to be incorrect when it came to applying it to the application process (this could have been due to changes in the process occurring after the training had been delivered) (at least 3 unions)

Trainers presumed prior knowledge of international development issues (All)

System improvements

Could split the training - start with a general introduction to globalisation/rights-based working, general introduction to making an application then moving on to specific sessions on DAF/CSCF (All agreed with this suggestion)

Large groups are OK at the general training stages as you get to know about the broad range of potential projects however....

Smaller groups at the specific stages could help with peer support and mentoring. (The majority of unions agreed with this suggestion)

Need trainers with both NGO and Trade Union backgrounds (All)

Need more translation of processes (what this means is......). (at least 2 unions)

Future support from TUC

All participants requested further training specific to the international development context is required on:

Campaigning

Marketing

Project management

Implementation

All felt it would be useful if case study material could be developed to support benchmarking of best practice and to promote the work being undertaken around international development issues.

Money available/resources

What worked

All participants felt that this was sufficient, flexible and enabling. The fact that the money was provided in the form of an advance was welcomed.

Suggested improvements

All agreed that the process of how unions get to know that there is money available could be improved. One affiliate made the suggestion of a presentation at Congress of actual projects could aid dissemination and encourage wider, more diverse union involvement.

Reporting

What worked

All agreed that the light touch and straight-forward approach was welcomed both for the narrative and financial reporting requirements. The mid term and end of year deadlines were manageable and the criteria set were clear and fair.

No improvements to the reporting stage were suggested on the day.

Application to DfID

Those that had reached the stage of application to DfID felt that sometimes there was a tight timeframe from the end of the training to concept and application stage. However, all agreed that the quick feedback that had been received by the TUC to help this process

Future support from the TUC

All agreed they would benefit from:

More help in managing the momentum (or lack of) between IDLF stages and DAF/CSCF bid being successful and moving into implementation.

How to prepare for the implementation stage or having a 'Plan B' if you are not successful

More information/support on skill level required of project managers to both prepare an application and, if successful, how to implement the project

4.0 Impact on Strategy

4.1 Impact on strategic relationship with DfID and other partners

The following issues were raised by those affiliates who had reached the stage of linking with DfID and there was consensus on the comments made:

Unions are encouraged to make contact with individuals in DfID at an early stage and to encourage a sense of partnership

Sister unions overseas are encouraged to make links with DfID staff in country offices

DfID staff are friendly and helpful

Problems in-country can sometimes get in the way of projects succeeding

Make relationships with other partners eg Tripleline to ensure successful implementation

The TUC encourages unions to develop a direct relationship with DfID staff

4.2 Impact on strategy/policy within unions

Involvement in the SFPA process had highlighted the following issues that had impacted on union strategy/policy and there was general agreement on the comments made:

The need for longer term planning within unions, on issues of international development

The need for resources to be made available within unions for follow-up work and to build on DfID funding

Being part of SFPA had strengthened buy-in within certain unions to international development work and developed a network of individuals committed to taking the work forward

Twinning opportunities had been formalised

International Development was now seen thematically and therefore the need for a professional approach to it was recognised - it was not 'just a cause'

TU visits from developing countries had raised the profile of the issues that needed to be addressed, had personalised the agenda and had ensured that unions from both countries could provide mutual benefit

The link with other union work sometimes seen as greater priority had raised the profile of international work

5.0 Moving Forward

At the end of the evaluation session, participants were asked to state individually what their key success, learning point and future objective were.

The following summarises their individual responses

5.1 Key Successes

Overall higher profile/visibility of international work within my union

Closer working links with union in country developed

Sister union led successful strike in March 09 of 20,000 shipbuilders in part due to technical assistance given as part of this project

Established a women's group in an male-dominated environment

Re-activating relationships with International Sugar - and putting resources back into international networking

Project planning skills - the training helped with key skills that will be, and already have proved, useful in other areas of work

Personal growth and skill/knowledge base through incremental stages

IDLF led to DAF success

Getting the money/developing the project

5.2 Learning Points

That it is a major challenge to interest members in development issues - they joined the union to protect their terms and conditions primarily rather than being NGO supporters who join specifically for international development issues

Need to involve other people in both unions at various levels

Problem solving tree as an effective tool

Process of developing project with Guyanese partners

How important it is to create sustainability in this project and our future work in the region

How to develop and deliver a project

Need to plan the application form process earlier

Learning more about the union environment

5.3 Future objectives

To achieve organanisational buy-in, recognising the full implications of a successful DAF bid

To keep Zimbabwe on union's agenda and strengthen links

To resolve the FRCA situation with sister union so that the project can commence

To embed support from Guyanese unions in particular and international development in general into regional/branch activity

To learn from issues other unions that have come up against, who are further down the process eg concept note - getting it submitted in plenty of time to allow feedback and amending

Build global project via the CSCF

Succeed in CSCF in 2010

To create a permanent international function at the union

6.0 Recommendations

The following recommendations assume that there will be more active involvement of affiliates and union international development project managers in the next stages. Also that a more formal process of embedding the learning that has taken place will be utilised in future work.

General Recommendation

That best practice identified in year three be shared, built upon and extended into all projects

At application/concept stage

1 TUC to consider establishing formal criteria to define the scope of projects

2 TUC to consider encouraging unions to cross reference projects to the relevant Millennium Development Goals to give a common framework for all projects

3 TUC to develop guidance on the inter-relationship of the IDLF to the DAF/CSCF highlighting the similarities and differences

4 TUC to simplify the language used for feedback on the applications and translate the application processes so that individuals can understand what is required ie 'what this means for you is....'

At policy level

5 Focused information is required on resource requirements to prepare unions for what is involved in making a bid and, if successful, the impact on related policy development and budgeting (especially relevant for small unions)

6 TUC to develop guidance on how to align international development work to other strategies

7 TUC to offer formal protocols on how to ensure organisational buy-in to international development issues and on how to ensure appropriate governance is in place for projects

8 TUC to ensure that all projects meet the fundamental requirements of all trade union work ie health and safety and organising

Training, Development and Skills support

9 Establish a system of peer support by those unions/individuals that have now gone through the process for those new to the role

10 Establish an e-bank of projects/materials for each stage of the process showing exemplars of best practice

11 Establish an e-forum so project officers can ask questions and receive answers visible to all

12 TUC to consider re-configuring the training package moving from the generic to the specific.

13 TUC to consider the size of groups for each stage of the training

14 TUC to ensure that all trainers have appropriate Trade Union experience

15 TUC to consider developing further training specific to the international development context on:

Campaigning, Marketing, Project management and Implementation

16 TUC to develop case study material to support training activities

17 TUC to provide more information/support on the skill level required of project managers to both prepare an application and, if successful, how to implement the project

Implementation stage

18 TUC to offer more support in managing the momentum drift between IDLF stages and a DAF/CSCF bid being successful, especially to deal with the time lag before a project moves into the implementation stage.

19 TUC to provide guidance on how to prepare for the implementation stage or having a 'Plan B' if a union is not successful

Mainstreaming International Development Work and raising awareness of the SFPA and DfID funding

20 TUC to consider a presentation at Congress of live projects to aid dissemination and encourage wider, more diverse union involvement in future international development activity.

Trade Union Expertise

21 Where possible, and if recruitment opportunities arise, the TUC to consider appointing people who have worked in trade unions to the project team

7.0 Conclusion

It is clear from this very short evaluation that much learning has taken place and expertise built up both within the TUC and its affiliates on International Development work. Work needs to continue on how this will fit into the overall strategy of trade union activity and how it will impact on external strategic relationships and partnerships as the TUC's international development work moves forward whether that be with sister unions or within government departments.

The future offers even more opportunity to embed the successes of this work and continue to ensure that International Development issues become a real part of the mainstream of union work in 2009 and beyond.