Each branch may complete the Organising Framework in a different way

Completion might first involve the branch secretary and regional organiser together, or it could involve the core branch officers and the regional organiser. It is recommended that the framework is completed as part of a sit-down discussion between the branch and the regional organiser. It is important to ensure that the process is as objective as possible, with conclusions based on evidence and without excuse, criticism or blame. Improvements are easier to make when we are frank about any weaknesses. The framework helps you to look at key areas of activity, and suggests ideas for what you could be doing. It shows you what has worked well for other branches in the form of case studies.

To assist with drafting an Organising Framework submission, branch chairs and treasurers can also edit a draft submission.

What are the benefits?

The Organising Framework assists branches and the union as a whole in assessing existing and new challenges. It works by collecting, storing and analysing data around our core objectives. This data can be used to break down challenges into smaller, more manageable pieces that can be addressed by identifying specific actions. These actions start to build into a draft action plan, with tasks allocated to individuals or groups of individuals and completion dates.

How does the process work?

Each year we're asking branch reps to sit down with their regional organisers and complete the framework together. This involves looking at some provided branch information, answering some short discussion questions and committing to a some actions. On average this should take about an hour. The actions that branches agree with their organisers can then be reviewed at regular intervals throughout the year to ensure progress is being made. You can access the framework at any time through the year to view your responses and actions.

History of the Organising Framework

The Organising Framework is the next generation of the Joint Branch and Regional Assessment.

The branch assessment process arose from a decision of the 2007 UNISON National Delegate Conference that emphasised the importance of ensuring we have and maintain strong and effective branch structures. It represents a partnership approach to building stronger branches where regional organisers are charged with supporting to build branch organisation and to make change where it is needed. This is undertaken collaboratively between a branch and a regional organiser to identify and share information efficiently about what the branch is planning and identify any support needs.