PROJECT ADVISORY BUREAU FOR AFRICA PABA
MANAGEMENT OF MEMBERS AND DUES IN A
TRADE UNION ORGANISATION
Handbook for Trade Unions
August 2008
Lot 661 –B Les Cocotiers
01 BP 2522 RP – Cotonou - Rép. Bénin - Tél. (229) 21 30 20 71 – Fax : (229) 21 30 44 63
Email : ctpbcpa@intnet.bj
CONTENTS
INTRODUCTION
The need for a handbook on the management of members and dues of trade unions.
MANAGEMENT OF MEMBERS
1.1 The procedure
1.1.1 Data collection and analysis
1.1.2 Data structuring
1.1.3 Data codification
1.1.4 Data filing and storage
1.2 Tools for the management of members
1.2.1 Documents for the management of members
1.2.2 Model documents for the management of members
MANAGEMENT OF UNION DUES
2.1 The various methods of collecting union dues
Check off
Voluntary payment
Stamp system
Other means of payment
2.2 The experience of Unions in the collection of dues
The experience of DIGNITE in Côte d’Ivoire
The check list
2.3 Dues management procedure
2.3.1 Collection of dues
2.3.2 Distribution of resources accruing from dues
2.3.3 Allocation of resources accruing from dues
2.4 Dues management tools
2.5 Model tools for dues management
2.5.1 Individual membership cards issued annually
2.5.2 Local unions’ dues collection register (slip)
2.5.3 Higher level dues distribution register (slip) (local sector-based union, local trade federation, national trade
federation): a standard example to be adapted at each level
2.5.4 Dues collection registers for trade federations, local or regional trade unions.
CONCLUSION
Handbook on the management of Union members and Union dues
INTRODUCTION
THE NEED FOR THIS HANDBOOK ON THE MANAGEMENT OF MEMBERS AND UNIONS DUES.
Membership strength is a key factor as far as the representativeness of an organisation at the local
(enterprise), sectoral and the national level is concerned; and also in the mobilisation of internal resources (dues)
and finally in the definition of the strategy for action or focussing the action of an organisation from the individual
and the collective perspective. Hence, it is of capital importance that they are properly managed in order to
control the movement (migration) within the branches, sectors, at the inter-trade and national levels. The
experience of organisations highlights the need to first of all know the number of members and, secondly,
institute a system to manage the members with a view to having a perfect quantitative control (numbers) and a
qualitative control (classification based on specific criteria) of them.
An organisation, in its scope of work, works both for the unionised-employees and non-unionised-employees.
Unionised-employees are card-bearing members and are members of one union organisation or the other. Such
employees who are members of a union organisation are referred to as actual members of the union. Nonunionised employees are those that do not belong to any union organisation, i.e. those who do not carry
membership cards. These employees are considered potential members. They are likely to become actual
members when they are recruited by one union organisation or the other.
Thus, two types of members will have to be managed by a system determined through a procedure involving
tools and stakeholders. This handbook, apart from building up on the experiences of the union organisations,
proposes a system approach with standard tools that make it possible to take many aspects on board and
facilitate the management of members.
‘‘Union dues are like blood that flows through the veins without which a trade union cannot live’’, a leader of
a union organisation once declared.
In other words, a trade union cannot successfully accomplish its mission without financial resources the first and
major source of which is undeniably membership dues. It is the dues that grant members their right to benefit
from the various services of the confederation, the trade federation or its national union, by ensuring a certain
level of financial autonomy for the union.
The dues do not only enable the trade union organisation to achieve its objectives and to translate its strategic
orientations into operational actions, but also to successfully implement its social policies independent of other
social partners, employers and the Government for that matter.
Dues as the major internal resources of a trade union organisation have the advantage of being regular and
fixed. However, other occasional special voluntary contributions (subscriptions) from members or union
supporters supplement them. However, apart from those, there are other special voluntary contributions
occasionally made by members or supporters to the trade union.
The experiences of the Unions have shown that union dues could be mobilised through membership fees, union
membership cards issued annually or on a long-term basis or a periodical contribution (monthly, quarterly).
Other sources of revenue may be mobilised by providing food and lodging service facilities, undertaking socioeconomic activities (purchasing cooperative, rebate for workers co-operatives…), publications (labour news
bulletins), disposal of obsolete equipment, the capitalization of bank reserves, fairs, sale of promotional items,
etc.
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2
These internal revenues can be supplemented with external ones such as donations and grants, particularly
some specific projects and action plans funded within the framework of international trade union solidarity.
However, under no circumstance should a union focus its financial autonomy strategy solely on its external
resources, and even less on the above-mentioned specific external resources.
On the contrary, unions ought to develop their own internal resource mobilisation capacity, and more particularly
be able to manage them effectively through a reliable system and through appropriate tools for the management
of dues.
This handbook is part of a support process to partner with trade organisations to enable them build their financial
resource mobilisation capacities, the bulk of which is union dues.
Furthermore, it is worth noting that following the winds of democracy of the 90s, the establishment of union
pluralism in most African countries after two decades of post-colonial monolithic union system, the resources of
many trade union organisations dwindled drastically, mainly as a result of the fact that the acceptance of union
pluralism went hand-in–hand with the disappearance of the check-off system (compulsory deduction of dues and
its replacement by less compelling but less reliable systems).
In a democratic country, union dues should be paid out of free will as freedom of association means free and
voluntary membership. However, for members of a trade union organisation to freely pay their dues, there should
first be a reliable and transparent system of collection and management of the number of members and their
dues and, secondly, the willingness, commitment and the competence of members towards the task of collecting
and managing the funds.
It is for this purpose that this handbook has been prepared with the aim of assisting trade union organisations to
better collect and manage their most reliable resources, such as union dues. In this regard, the handbook offers
a range of tools for the management of members and union dues, which each union organisation would have to
adapt to its environment.
This document will be sub-divided into two major parts but closely-linked, namely: the Management of Union
Dues and Management of Members. In effect, there can be no efficient management of dues without a good
system for the management of members. .
The first part will deal with some documents for the management of members and the format of some model
tools to be used.
The second part will tackle aspects related to the various dues management systems and the experience of
some trade unions in the management of dues.
Handbook on the management of union members and union dues
3
I.
MANAGEMENT OF MEMBERS
In a trade union organisation, the management of actual members is generally a procedure involving tools and
stakeholders.
1.1 The procedure
The procedure has several stages:
- Data collection and analysis
- Structuring
- Codification
- Archiving
1.1.1
-
1.1.2
Data collection and analysis – a process that takes place in several stages
1st stage – dispatch and distribution of individual forms to workers in companies, establishments, etc.
2nd stage – collection of already-filled-out forms from workers by designated census officials. The form
should be authenticated and jointly signed by the worker and the census official. In addition, three
passport size photographs should be attached to the form.
3rd stage – cross-checking (counting) of forms per production unit (company, establishment), per branch
and per sector in the local unions
4th stage – forwarding/centralisation of forms by the regional unions
Duration of the process : the process may take between fifteen (15) and thirty (30) days for instance
Frequency of the process: once or twice in the year – the timing could be fixed based on the frequency,
1st and 4th quarter for instance.
Structuring
As the forms are sorted according to unit of production, branch and sector, members are classified on the basis
of the data sheets and according to qualitative and quantitative references.
Qualitative references :
- Membership card
- Payment of unions fees
- Mandate
- Level of responsibility
- Sex
- Marital status (married/single/widower/widow)
- Type of accommodation (rented premises/own property)
- Means of transport (public/private)
- Qualifications (level of education)
- Method of payment
- Social security system
Quantitative references :
- Age
- Number of children
- Number of children in school
- Number of wives
Handbook on the management of union members and union dues
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-
Income level
NB : These are just a few references. Other references can be defined based on the need and the
information requirement for the development of the action.
1.1.3
Codification
This involves the counting of the number of members and issuing them with registration numbers depending on
whether the member is a leader or not and coming from a structure (a confederation, a regional union, a local
union and the union section of a company or an establishment) by a numeric or alphabetic coding.
1.1.4
Archiving
It consists of recording data/information prepared on physical (registers for example) or digital (Compact Disks)
aids.
1.2
Tools for the management of members
These tools are designed according to the structure of each union at the trade (vertical) and inter- trade
(horizontal) level. In many countries, union structuring goes in hand with administrative breakdown. The very
common union structures are the following:
Level
1. Company
2. Sub-district or district
Trade structure
Companies or work place union
Local trade federation (education, health, local
communities, …)
3. District or Department Trade federation (prefecture or departmental)1
(or town councils)
4. Region (or Province) Regional trade federation (or provincial)
5. National
National trade federation)
National grassroots union (per sector)
1.2.1
Inter-trade structure
Local inter-trade union
Local union (prefecture or
departmental)
Regional or provincial union
Confederation
Documents commonly used by national unions in the management of members are :
1. Individual data sheet
2. Membership card
3. Members’ register per section within the company (establishment) where the union is represented and its
members
4. Members’ register per local union (at the district or sub-district level)
5. Register of members of affiliated unions and their members per trade federation at the local level (prefecture
or departmental)
6. Register of members of affiliated unions and their members per trade federation at the regional or provincial
level
7. Register of affiliated unions and their members per local unions (inter-trade at the prefecture or departmental
level)
8. Register of affiliated unions and their members per regional union (inter- trade from the regions or provinces)
9. Register of federations, national affiliated unions and their members within the confederation.
1
Sometimes, there may be several units of activities within a federation : for instance primary education, secondary,
vocational education, and higher education
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1.2.2
Proposed documents
Membership card
These cards are usually issued by the confederation and distributed to members. Some confederations apply a
standard price, while others distribute the cards to national confederations at a price and they in turn distribute
them to their members at a generally higher price. Below is a sample of a membership card.
LOGO
REPUBLIC OF…….…
Work-Justice-Solidarity
(to be adapted
CSI-C NTG (Adapt acronyms)
Photo
MEMBERSHIP CARD
N° 00000 (to reflect what is in register)
Year 20… (for instance 2005) Price: 5000
N.B.
1. Other types of cards (annual or long-term)
2. The card is at the same time a proof of union membership, evidence of payment of dues or even a means of
recovering contributions.
List of local unions (sub-district level) per branch of activities covered by the sector (grassroots unions)
Sub-district
1. Bangouya
Name of Chapter
Men
Number of members
Women
Total
Number of members in previous year
Men
Women
Total
Local tailors union
Local dyers union
Sub-total informal
economy trade federation
Local teachers union
PTT local union
Local authorities union
Total Bangouya
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Register of members per local union and per trade union (Kindia Local tailors union): fill as much tables as there are of local
labour unions and trades unions as is possible in a register.
Branch Full name
of
activities
Tailors Fodé
Moussa
Total :
6
Diallo
Abdoulaye
Koffi
Jeanine
Djibril
Manassé
Konate
BAH
Mahan
Josée
Semana
Uzziel
Total
Sex
N° of
Marital
membership status
card
Place of
residence
Profession Place
of W
Annual
contributions
Method of Instalment
payment
M
5000 payment
M
5000 Payment
2 instalments
(June and
December)
idem
F
5000 Payment
idem
M
5000 Payment
idem
M
5000 Payment
idem
F
5000 Payment
idem
M
5000 Payment
1 instalment
M:4
F:2
T:6
Member’s
photo
30000
Kadiogo
local
teachers
union
BAH
Abdoulaye
KANTE
Vestine
KABAJ
Manassé
Mahoro
Jean
Mahan
Manuelle
Semana
Justine
ADOKOU
Joëlle
Total
M
10000 Check off
F
10000 Check off
M
10000 Check off
M
10000 Check off
F
10000 Check off
F
10000 Check off
F
10000
M:3
F:4
T:7
70000
1 instalment in
June
1 instalment in
June
1 instalment in
June
1 instalment in
June
1 instalment in
June
1 instalment in
June
1 instalment in
June
Register of members of affiliated unions and their members per local trade federation (prefecture or departmental)
Confederation:
Prefecture trade federation (departmental or regional) :
Date :
Name of grassroots union (or local company /
establishment union)
1.
2.
3.
4.
5.
6.
7.
8.
Etc.
Total
Number of members
H
F
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T
Number of new members (current year)
H
F
T
7
II. MANAGEMENT OF UNION DUES
2.1 Various methods of collecting union dues2
Four main systems were identified:
The deduction at source or check off: this system enables the manager to deduct the union dues of workers
who are members of a union at source and pay them to the union confederation.
The voluntary payment: members pay their monthly dues to the union on their own volition. In view of the
distance between the work place (company or establishment) and the confederation, many workers pay their
dues at grassroots trade union structures: local company branch, or local geographical branch, and this makes it
often difficult to ensure that the portion reserved for the top echelons (federations at all levels, and confederation)
reach them.
Use of membership cards: the card is proof of affiliation. It may be required for union meetings or any other
purpose. It is also used to record the payment of dues. Some unions renew members’ cards annually, as it is the
only method of ensuring that membership dues are paid. Resources mobilised are thus distributed among the
various structures of the trade union organisation.
The stamp system: the dues collector issues stamps worth the equivalent of the amount against the amount of
the dues paid by the member. The stamps are then pasted in the member’s card.
In all the systems with methods of payment other than the « check-off », the collector plays a key role. He or she
is supposed to inform the union branch of any progress made as far as collection of dues from members is
concerned. He or she is also a faithful messenger between the grassroots and the top.
2.2 The experience of Unions in the collection of dues
Some partner organisations are fortunate to still have in place an operational check-off system, especially those
unions where majority of their members come from the formal economic sectors. The most prominent of such
trade organisations are CONSAWU of South Africa, or CDT of Morocco. However, for almost all of the unions,
particularly those in Francophone West Africa, the check-off system no longer exists : CNTG/Guinea,
CGTB/Benin, DIGNITE/Côte d’Ivoire, UDTS/Senegal, CNT/Niger, etc. For other unions, the check-off system and
that of the voluntary payment co-exist. For more details, see table in annex.
Countries
1. South Africa
2. Benin
3.Burkina Faso
4. Cameroon
5. Central Africa
6. Côte d’Ivoire
7. Gabon
8.The Gambia
9. Ghana
10. Guinea
11. Madagascar
12. Malawi
13. Morocco
14. Mauritius
Organisation
CONSAWU
CONSAWU, COSI
CNTB
USLC
CNTC, CSTC
DIGNITE
COSYGA
GWC
GFL
CNTG
SEKRIMA, USAM
COMATU
CDT, UGTM
NTUC
Predominant systems
Check off
Voluntary payment
Voluntary payment
Voluntary payment and check-off
Voluntary payment
Check off and voluntary payment
Voluntary payment and check off
Voluntary payment and check off
Check off and voluntary payment
Voluntary payment
Voluntary payment
Voluntary payment and check off
Check off
Voluntary payment
Remarks
2
This section is equally based on the report of the regional seminar on capacity building for trade union in financial resources management and
mobilisation, DOAWTU , 20-24 September 04, p.35
Handbook on the management of union members and union dues
8
14. Mauritania
15. Namibia
16. Niger
17. DR Congo
18. Rwanda
19. Senegal
20. Sierra Leone
21. Chad
22. Togo
23.Zambia
CLTM
TUCNA
CNT
CSC
COTRAF
UDTS
CCOTU
CLTT
CSTT
FFTUZ
Voluntary payment
Check off
Voluntary payment and check off
Voluntary payment and check off
Voluntary payment
Voluntary payment and check off
Voluntary payment
Voluntary payment
Voluntary payment
Check off
In view of the difficulties encountered in collecting union dues especially in cases where the check-off system no
longer exists, we present below the case of a trade union called DIGNITE, as a case study.
At DIGNITE, there are two dues collection systems: deduction at source and voluntary payment.
How is the deduction at source done?
According to the statutes of DIGNITE, dues should be paid latest the 31 st March of each year. In its campaigns,
meetings and training sessions, DIGNITE always insists that dues payment schedules are observed.
Below is the approach adopted by DIGNITE:
-
-
-
-
January of each year : letters are sent out to the various grassroots unions together with new year greeting
cards
February : Secretaries General from the grassroots unions or dues collecting officers meet with their
members and sensitise them on the need to pay their dues in line with DIGNITE’s union policies. A meeting
is also held with the various employers to inform them that payment will be made through check-off system.
March: grassroots union leaders draw up a list of deductions to be made at source in every local union or
department. Every member is expected to append his/her signature to certify that they agree to the deduction
+ Collection of old members’ cards.
April: The lists are sent to the Headquarters and a copy to the accounts department. The employer is
informed that the cheque should be made payable to the DIGNITE confederation.
May: The accounts department of a grassroots union of DIGNITE may receive the cheque and the list of
deduction or simply call for a regular employee to fetch it. After the cheques from the various local unions or
departments have been deposited, members’ cards are sent for signature. The employer who so wishes may
directly transfer the contributions to DIGNITE.
June: cheques are cashed and (10%) rebates are paid and cards are released with signatures to the
members.
The direct payment system is equally applied at DIGNITE. It is applied specially for workers of the informal
economic sector or in companies where workers are not properly organized. A counter is open at the
confederation from 8: 00 AM to 6: 00 PM during working days for this purpose. Thus, workers can pay their
contributions directly into the coffers of DIGNITE.
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9
The amount of dues applied at DIGNITE?
At DIGNITE, the amount of the dues fixed since the creation of the union till today 1996 is F CFA 2.000 per
annum. This amount became insignificant as some members got pay raises thanks to the action of DIGNITE.
Some grassroots unions increased membership dues up to F CFA 6.000 per annum, but still continue to pay
FCFA 2000 to DIGNITE, pending the possible revision of the laws fixing the rate of the dues.
What are dues management tools used at DIGNITE?
-
Two models of dues management tools at DIGNITE
o Daily income statement: a statement per local union.
o Monthly contribution form at the confederation level
2.3 Dues management procedure
Irrespective of the dues collection method, the dues managing procedure generally comprises three stages:
-
The collection of dues
The distribution of resources accruing from the dues
Allocation of resources accruing from the dues.
2.3.1
The collection of dues
In considering the use of cards as a dues collection-method that is gradually gaining ground among the unions
due to its efficiency, we may say there are two stages involved in the collection of dues:
1st stage – Dispatching of membership cards
This stage is conducted as follows:
- A clearly defined period
- A given duration
- A process conducted by persons selected based on criteria (willingness, commitment, competence…) and
with tools such as membership cards, distribution register, etc.
2nd stage – funds recovery and transfer
This stage is conducted with:
- A clearly defined period
- A deadline for the transfer of recovered funds
- A process conducted by persons selected based on criteria (willingness, commitment, competence…) and
with tools such as membership cards, distribution register, etc.
2.3.2
The distribution of resources accruing from the dues
Generally, resources accruing from dues are distributed using a formula defined by consensus, taking into
account the component structures (trade and inter-trade) of the umbrella organisation (confederation)
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Example of distribution formula in a confederal organisation
Grassroots trade union organisation
Prefecture local union
Prefecture or local community union
Regional union
Federation
Confederation
2.3.3
20%
10%
10%
10%
20%
30%
____________
100%
Allocation of resources accruing from dues
In this case, it concerns budgeting, allocating these resources to specific items. For example, going by what
normally pertains in trade unions; these funds are often allocated to:
-
Costs related to membership management
Costs related to the printing of membership cards
Expenses (material and financial) related to dispatching operations, the recovery and transfer of funds
Social actions (development and structuring of services to members)
Training and education for members
Functioning
Etc.
2.4 Dues management tools
-
Membership card
Registers or forms for distributing membership cards
Registers or forms for recovery of dues
Registers or forms for distribution/allocation of resources accruing from dues
2.5 Sample of dues management tools
2.5.1
Individual cards issued annually
Based on the cards issued by the organisation (the confederation, the federations or the grassroots unions), it is
easy to tell how much revenue the various components of a confederation can make.
Levels
Numbers of cards
issued
Level
Federations
Nat. unions.
Pref. union.
Reg. union.
Local union
2. National unions and trade federations towards local Reg. Trade
unions local branches
federation
Pref. trade fed
Local union
1. Confederation towards national unions or trade
federations
Grand Total
Number of cards allocated for each
level (cf. distribution key)
Nb
Distribution key
(in Percentage)
Confederation :
Federation :
National union :
Pref. local union (or
departmental) :
Reg. union :
Local branch
Confederation
Federations
Nat. union
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Local union
Reg. union
Local branch
Total
2.5.2
Register (slip) for dues collection at the local branches
Branch Name
Sex Card
Profession Place Annual
1st
Date 2nd
Date 3rd
Date Total
of
Number and trade of W contributions instalment
instalment
instalment
accrued
activity
contributions
Tailors Fodé
M
Moussa
Diallo
M
Abdoulaye
Total : Koffi
F
6
Jeanine
Djibril
H
Manassé
Konate
M
BAH
Mahan
F
Josée
Semana
M
Uzziel
Total
M:
4
F:
2
T:
6
Branch
of
activity
Name
Se
x
Card
numbe
r
Professio
n and
trade
Plac
e of
W
Annual
contribution
s
1st
instalmen
t
Dat
e
2nd
Dat
instalmen e
t
3rd
Dat
instalmen e
t
Total
accrued
contribution
s
Teacher
s local
union
BAH
Abdoulay
e
KANTE
Vestine
KABAJJ
Manassé
Mahoro
Jean
Mahan
Manuelle
Semana
Justine
ADOKOU
Joelle
Total
M
F
M
M
F
F
F
M:
3
F:
4
T:
7
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2.5.3
Register (slip) for dues distribution at the higher level (sectoral local union, local trade federation, national trade
federation) : a standard example to be adapted at each level
Confederation: CNTB
Local union: Kadiago primary teachers
Number of dues paying members: 7 teachers: 4 women and 3 men
Rate of contributions: CFA F 10.000 a year
Number of instalments: two instalments of CFA F 5 000 (January and July)
Amount paid
Beneficiary
1st instalment Date 2nd instalment Date Total Remarks
1. Contributions paid to the local
35.000
35.000
70.000
union (or confederation)
2. Contributions transferred
Local union
5.000
10.000
15.000
Pref. local federation
5.000
5.000
Regional local federation
Nat. federation
5.000
5.000
10.000
National union
Confederation
20.000
20.000
40.000
Total
35.000
2.5.4
Dues collection register in the trade federations, local unions or regional unions :
Grassroots unions Number of
members
1. Bangouya dyers
6
union
2. Kinda tailors
50
union
3.Kadiogo teachers
7
union
TOTAL
Total
dues Amount paid Date Means of Amount paid Date Means of Total
contribution
(1st instalment)
payment
(2nd instalment)
payment
60.000
500.000
70.000
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CONCLUSION
This handbook is a product of the improvement on the experiments implemented in many union organisations
and the systematization of the procedure and tools related to the management of union dues and members.
As the saying goes that the success of a policy depends only on those who implement it, the use of the
procedure and tools proposed in this handbook could only facilitate and make the management more efficient in
terms of procedure and outcome, if the stakeholders in charge of its implementation meet the following
conditions :



Being up to the task, i.e. having the minimum knowledge and know-how
Willing, i.e. being fully committed to the process
Being committed, i.e. having a sense of responsibility as far as the mission of the union is concerned.
However, far from being a panacea, a magical formula, this handbook is to serve as a reference tool that can be
adapted by the national unions and their various sectoral and inter-trade components for the establishment of an
appropriate system.
Based on the need and the demand of national unions, the technical officers of the sub-regional (WSM) and
continental (of WSM and of CNV Internationaal) coordination office could provide technical support and the
needed supervision to establish this system.
After two or three years of experimentation of this handbook by national unions, the continental office of
WSM/CNV International and the sub-regional coordination, in line with a research-action approach, will improve
on it with a view to fine-tuning its procedures and enhance the tools and ensure its relevance, simplicity and
accessibility.
ACKNOWLEDGEMENTS
Our acknowledgements go to persons who contributed from far and near, to the preparation
of this handbook, especially:

Former DOAWU technical staff members.

Members of trade unions affiliated to the former DOAWTU

The technical team of the Project Advisory Bureau for Africa (PABA) of WSM and
CNV Internationaal.
Handbook on the management of union members and union dues
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