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Resolutions of the 1st Central Committee 1. Introduction The Central Committee takes place on the April to assess progress in implementation of organisational review resolutions adopted by the 1st Central Committee. The findings of the review, should be used to gauge strengths and weaknesses and on that basis develop a Plan for organisational Renewal The September Commission dealt at length with the need for organisational change in the light of the new reality in which we operate.
The Report from the Commission devoted two chapters to the question of organisational change, namely chapter 9 Transforming ourselves to transform society: Nonetheless, aspects of the Commission Report were implemented for example the establishment of the Central Committee.
In the meantime some affiliates also embarked on organisational renewal programme but the results were mixed. Some affiliates used the Financial constraints of want beverages to reorganise themselves whereas some abandoned the project midstream.
The main weakness was that the organisational renewal programme was not driven and co-ordinated by the Federation, and it was generally not prioritised by both affiliates and the Federation.
Since the 6th Congress resolutions on organisational renewal or aspects of organisational renewal were adopted. With few exceptions most of these resolutions have not been implemented. Against, this background, the 7th Congress established an Organisational Review Commission to review the Federation and affiliates and present its proposals to the Central Committee.
Thereafter, affiliates were to report back on progress in the following Central Committee. Initially, the Central Committee was supposed to take place in May but after assessing the situation it was clear that we were not ready.
For that reason, the Central Committee was postponed to April The objectives and outcomes of the Central Committee include: Develop a common understanding on the need for, and the programme of organisational renewal.
Between April and 16 August affiliates that have not yet begun with a systematic organisational review would have initiate the process. Those that have already begun would have to continue with the process.
The Organisational Review Commission will meet to assess progress and finalise a report to Congress. Develop a package of measures to help affiliates that are currently facing or likely to face organisational difficulties.
Some of these measures would have to be implemented immediately and then a report tabled at Congress.
On that basis develop a proposal for tabling at the Congress. In terms of the 7th Congress Resolution progress report on cartels and super unions should be tabled at the 8th Congress. All of the above have clear implications for the Federations capacity to drive these process.
For that reason, the C. The document is divided in five main sections. The first section analyses broad changes in the environment in which we operate and implications for internal organisation. Following this section is an analysis of the state of the Federation and some proposals for change.
Thereafter, the report analyses the state of affiliates and on that basis offer recommendations for discussion.
The last section sketches the process after the Central Committee. Why we Need Organisational Review 2. As such, the Commission was arguing for a conscious change management process in which we set ourselves goals to ensure a growing and vibrant union movement.
Therefore, a review process is first and foremost about analysing changes in the landscape and how they impact on internal organisation. On that basis develop a programme for organisational renewal to address weaknesses and to consolidate areas of strength.
Although the Federation as a whole retain its vibrancy and dynamism, the Central Committee take place in the midst of unprecedented organisational challenges facing the Federation.
As a result, progress in achieving self sufficiency has been undermined. In addition, programme funding especially for political education has either declined or is non-existent.If you’re an exceptional communicator, have a passion in financial services and are skilled at building connections this might be the work for you.
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