Objectives of the campaign

The following objectives will be achieved after completing this campaign.

a) Data will be collected so that information about the members and committee-level status of GEFONT up to the basic level can be stored in the GEFONT app.
b) Identification of conflicts that may arise or have already occurred from the center to the local level and initiatives will be taken to resolve them concretely, thus setting the basis for resolution.
c) In addition to theoretical political training at the basic level of GEFONT, GEFONT will reach the basic class.
d) Women under 40 years of age and young people under 30 years of age who have potential will be identified.
e) The class perspective of the leaders and workers will be clear, and the relationship between leaders and workers and workers will be harmonious.
f) A sense of unity will be developed between the constituent unions and the structures of GEFONT.
g) After the campaign, the goals set by the GEFONT Representative Council will be achieved and GEFONT's influence will expand.

Campaign format
To conduct the said campaign, a team should be formed in the following geographical units as per the campaign guidelines (procedures) from both the GEFONT Geography Working Area and the constituent unions and a plan should be prepared and deployed accordingly. For this, the following clusters will be established.

Province Cluster 1 Cluster 2 Cluster 3
Koshi Province Jhapa and Ilam Morang and Sunsari Udayapur
Madhesh Province Bara, Parsa, Rautahat Siraha, Saptari, Dhanusha
Bagmati Province Kathmandu Valley and Kavre Makawanpur, Chitwan and the remaining districts of Bagmati
Gandaki Province Kaski, Syangja, Nawalpur, Tanahun and the remaining districts of Ganadaki
Lumbini Province Rupandehi, Kapilvastu, Parasi Banke, Bardiya, Dang
Karnali Province Surkhet, Jajarkot, Dailekh All the districts of these two provinces will be operated accordingly.
Far Western Province Kailali, Kanchanpur

Campaign Period

This campaign will be conducted from Mangsir 1, 2081 BS to Chaitra Masant. Provincial level team building, preparation and orientation should be completed in the month of Mangsir. Membership and organization strengthening up to the municipal level should be conducted from Paush 1 to Falgun Masant. Data collection, review, report writing, data archiving and full report should be published within Chaitra 1 to 25.

The team structure for conducting the campaign

Based on the geography and density of work of member unions under GEFONT, the team structure is formed as follows under the leadership of the provincial chairmen with the facilitation of the national committee secretaries and the involvement of GEFONT national committee members, constituents and provincial leaders.

A. GEFONT Provincial Committee
B. Central chairmen from among the available constituents
C. GEFONT National Committee members
D. Central leaders of all constituents of the concerned province
E. Constituent union provincial committee chairmen and secretaries
F. GEFONT Women's Committee, Youth Provincial Committee Coordinator and Secretary
G. Central Secretary GEFONT (facilitator) as specified

Works to be done within the campaign

Team leaders will do the following within the campaign.

A. Based on the previous year's details, verification or mapping of the work details of all active and in contact committees - central, provincial, district, municipal committees will be completed and the details will be finalized.
B. A description of the workplace should be prepared during the same period. Within that,
- Details of the office bearers and members (of the entire team) of your union should be noted.
- Background of the office bearers and committee members, political journey, family status, educational status, spoken language and other languages, especially English and technical skills, if any, should be mentioned.
- The subject-specific skills of the committee members should be mentioned.
- The number of women and youth in the entire labor force, our number of members should be found and written in it.
- The position of competing unions should be noted, including;
The strengths of those unions and the strengths and weaknesses of local leaders.
- The name of the investor or group and other useful facts should be included in the business description.
- Interaction and guidance should be given to ensure that labor inspection reports are collected every 3 months.
D. A plan should be made for holding local conventions of workplace-level committees.
D. When forming a new committee, if there are shift or thematic sub-committees, their heads should be made members of the committee.
E. When determining the office bearers of the new committee, an environment should be created where one of the two people with the same status becomes the leader of the committee and the other is a representative of the federation, for example, 25 to 50 workers should have 1 leader and 1 deputy leader.
F. To the extent possible, local committees should be encouraged to form sub-committees (with work plans), and a separate team should be developed for collective bargaining, such as an education or OSH committee.
G. If a workplace-level committee has recently held a meeting, a meeting of that committee should be convened on a certain date (considered a cut-off date) and the issues of representation should be corrected in the same manner as above. These meetings should be conducted in a spirit of consolidation, without publicity and formality.

H. In provinces and districts that do not fall within the scope of the immediate work team, the provincial president should form a team of central leaders of member unions in those provinces and districts, members of the Federation Provincial District Committee, GEFONT Women's Committee and District Union Council and take forward the work of refining local committees. In establishments with a large number of women, a team of women leaders should also be included in the work team and mobilized.
J. Stages of work to be done within the campaign
Establishment/workplace level committee strengthening meeting.
Meeting for the reorganization of the GEFONT Council with new representatives.
Provincial and district level cadre meeting.
GEFONT municipal convention/phased convention of member unions.
GEFONT municipal level meeting.

Basis for committee monitoring
A. Committee subject
How many of our committees are executive?
How often and at what time do our committee meetings take place? Are the conventions held on time?
How much importance do the decisions made by our committees give to the members and ordinary workers?
What is the relationship with the local union management?
How strong are our unions? To what extent has the union organized the workers in the workplace and the working community around it?
What is the relationship of the local union with the workers in the workplace?
What plans have our comrades made to expand the influence of the union?
What makes our unions special compared to other unions in terms of dynamism, honesty, character and expansion?
B. Issues related to leaders, workers and members
How close are our comrades to each other (comrades in arms)?
Are our comrades who provide leadership dutiful or unproductive (dead wood)?
What training is needed to make our comrades ‘strong’?
What are the subjects that our comrades lack in order to be ‘leaders’?
What is the homework of building alternative leadership with the local union?
What is the ‘theoretical’ basis of our comrades? How do our comrades combine caste, gender and regional identity with class affiliation?
What is your opinion on religion, tradition, culture and customs, our comrades?
The last question – why are our comrades joining the union?
C. Issues to be investigated by central leaders at the local level
How many days a week or month or year do the comrades of any committee working in the district work?
Pay attention to whether the relationship and information flow between all local structures of the union (including the state-district-local-community club, workplace and all union council components are 'loose' or 'tight'.

If it is necessary to strengthen the committees, clarify the structure of the federation and members, find practical methods to simplify membership distribution if there is a problem, and suggest alternative measures that respect the legal arrangements of the unions, and encourage the members to mobilize the union effectively.

Inspire them to hold regular committee meetings/conventions as per the statute. If committee meetings are not regular, at least direct them to hold meetings as mentioned in the statute. Even if some comrades belonging to committees are chairmen, they may not know how to chair/rule, and the secretaries or other office bearers may not know how to perform their duties as per their official responsibilities. Therefore, if the above committees have not provided training in this, please inform them that training will be arranged for them and encourage them to work.

Committee conventions are not a forum for factionalism and selecting favorites. Please explain what kind of ability is required to be an official of our committee and clarify how much 'heavy' a leader should carry without 'murmuring' and how much tolerance he should have.

Topic to inspire strengthening internal democracy
Like a couple who "lives and dies together", we unionists should also clarify the feeling that "when one person is hurt, everyone is hurt".
Discourage channels based on 'partisanship' of the leader of the party or union federation that are liked, contrary to the legal system of the union. This can develop cordiality between comrades at all levels.
Whatever conflict there is at the local level, 'clean it up' during monitoring. Do not hesitate to call 'black for black and white for white'. Do not be biased towards anyone and give justice to innocent comrades 'in their place', even if the comrades in the team do not like them personally.
We are followers of multi-party democracy. Therefore, leadership is not achieved through trickery, trickery, or trickery; it is understood that it is achieved through methods. The methods we adopt are,
1) Initiative,
2) Competition, and
3) Excellence.
The one who proves to be the best in the first two stages is the leader of the committee. It is also the responsibility of the upper committee to create, raise, and advance such leaders.

Pay attention to work-family balance
The work of the union is not 'seasonal' like that of farmers or casual like that of students/youth. Work is done as long as there is life. Our diligence in the union is necessary as long as there is work. This is our life, so suggest maintaining a balance between work and family responsibilities.