Building Active and Vital Local Unions Goals of the AFT Membership Consolidation/Internal Organizing Program (MC/IO)

2 An active and vital local union is... visionary and inspiring issues-driven member- and workplace-centered open and democratic proactive highly visible and engaging high involvement and prepared for mobilization This demands that a local union approach organizing as a ongoing activity--not something that has already been done.

3 Organizing the “Life Cycle” of a Unionist ENGAGEMENT Person is given reason to become interested in/pay attention to the union.. I ACTIVATION / RECRUITMENT & RETENTION Person begins voluntary action in support of the union Person joins and remains a member. I INDUCTION Person is oriented to union/comes to know its history, structure, values, etc. I CONTINUAL ACTIVATION Person continues voluntary action in support of the union. I SECONDARY LEADERSHIP Person assumes a formal leadership role. (Building site team, committee and task force work, etc.) I PRIMARY LEADERSHIP Person advances to highest levels of union leadership. (Site rep, area or program coordinator, union officer, etc.)

4 Transactional vs. Transformational Rational Benefits, services Passive Marketing, sales Talking, selling Event Union is protection Members join the union Member Psychological Issues Active Relationship, experience Listening, connecting Ongoing activity Union is power Members take a stand! Unionist

5 Key questions.. Do new employees receive a quality introduction to their union? Do we recruit (transact)? Or, do we organize (transform)? Does the union clearly articulate a substantive, issues-focused message that inspires commitment and activism? Is union membership presented as an active proposition? Do we create things to do in order to get people doing things? Is the worksite and the workday the primary reference point for members with their union? Do we focus adequately on worksite- and job-specific strategies and plans for organizing? What is the quality of the worksite leadership structure? Do worksite leaders actually function as organizers? Do we place the highest premium as possible on one-on-one communication and listening? For new employees, is there regular, sustained personal contact over time that is relevant to their needs? Is there a balance between servicing and organizing? Are we looking hard enough for organizing ways to do things?

6 How to achieve changes needed? By building the “Four Pillars” Better Use of Data Issues-Based Organizing Reps/Stewards As Organizers New Employee Outreach

7 Data Collection and Management, Assessment and Targeting Maintenance of a comprehensive database that contains up-to-date, accurate information on members and potential members (e.g., name, home address, phone number(s), work location, address, job title or classification, date of birth, date of hire, voter registration status and political affiliation). Enhancement of database using the results of periodic, personal assessments of individual potential members to determine degree of support for the union, thereby allowing the union to determine priority targets for organizing, either individually, by interest group or on the basis of worksite type or specific location. Enhancement of database by collecting and adding information specific to individual potential members that can be used to guide organizing strategies specific to them (e.g., issues of concern, professional interests and associations, union events attended, interests and activities that bring them in contact with union members outside of work). Regular use of polls, surveys, focus and discussion groups to collect information supportive of effective organizing (e.g., job satisfaction/dissatisfaction, issues of concern, union performance ratings, effective appeals for membership, identified, objections to membership). Effective utilization of data to identify priority targets for organizing and to inform the development of programs and issues advocacy

8 Issues Advocacy-Based Organizing Regular development of advocacy campaigns on issues of concern to members and potential members that seek to maximally involve them in the resolution of these issues (e.g. in collective bargaining, in school district and administrative policy-making processes, in political and legislative action, in public outreach). Utilization of such campaigns as a vehicle for assessing individual potential members on their degree of support for the union and for engaging them in activities that move them closer to union membership and activism (e.g., completing union surveys or participating in union discussion groups, petition signing, letter writing, phone banking, attending rallies or demonstrations, leafleting, monetary contributions, public displays of support). Development of effective appeals for membership based on the union’s recent accomplishments or current efforts in issues advocacy and incorporation of these appeals into all forms of union communications, including one-on-one contacts, publications and websites.

9 Building Reps as Organizers Programs of training and ongoing support to encourage building reps to act as leaders of internal organizing in their worksites—internal organizing that draws upon the abilities of all union members to serve as goodwill ambassadors and membership recruiters for the union. Development of internal organizing plans specific to worksites, utilizing worksite-specific data on, and assessments of, potential members to develop priority targets among potential members for organizing and, when possible, worksite-specific issues. Emphasis on transformational (vs. transactional) organizing that positions the union as a cause (vs. a service) and is based on developing personal relationships between union members and potential members over time, using continuing contact to motivate potential members to higher and higher levels of engagement and involvement with the union that leads to membership and membership activism. Ongoing attention to maintaining an optimal environment for internal organizing as the worksite level (e.g., effective employee advocacy, union visibility, union site meetings and other forms of two-way communication, social and good and welfare activities).

10 Comprehensive New Employee Outreach Timely identification of newly hired potential members. Quality, personal introduction of new hires to the union as soon as possible utilizing methods that complement “captive audience” opportunities such as orientation events. “First friend, best friend” programs that make the union relevant for the variety of ways in which it assists the newly hired get acclimated and become successful on the job (e.g., helpful resources, professional development programs, hotlines, mentor and buddy systems, rap and support groups, social activities). Specifically defined outreach programs led by union building reps and membership at the worksite level (e.g., walkaround tours and introductions, union and contract orientation, ongoing personal support, periodic drop-in visits). Integration of issues of concern to the newly and more recently hired in the union’s issues advocacy agenda.

11 MC/IO’s Four Pillars of Effective Internal Organizing Better Use of Data Issues-Based Organizing Reps/Stewards As Organizers New Employee Outreach