PRESENTATION BY THE CCMA DIRECTOR: CAMERON SELLO MORAJANE 4 MAY 2017

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Presentation transcript:

PRESENTATION BY THE CCMA DIRECTOR: CAMERON SELLO MORAJANE 4 MAY 2017 2017/18 CCMA ANNUAL PERFORMANCE PLAN PRESENTATION TO THE PORTFOLIO COMMITTEE ON LABOUR PRESENTATION BY THE CCMA DIRECTOR: CAMERON SELLO MORAJANE 4 MAY 2017

LEGISLATIVE MANDATE OF THE CCMA The Commission for Conciliation, Mediation and Arbitration (CCMA’s) Constitutional mandate is drawn directly from Section 23 of the Constitution of the Republic of South Africa that deals with Labour Relations The CCMA is a statutory body established in terms of section 112 of the Labour Relations Act of 1995 (LRA), as amended In terms of section 113 of the LRA, the CCMA is independent of the State, any political party, trade union, employer, employers’ organization, federation of trade unions or federation of employers’ organizations CCMA 2017/18 ANNUAL PERFORMANCE PLAN 2

2017/18 ANNUAL PERFORMANCE PLAN: DEVELOPMENT PROCESS The 2017/18 APP has been developed: In alignment with the Ministry of Labour, MTSF and Government Programme of Action; In compliance with all the relevant guidelines and frameworks; Utilising the audited 2015/16 actual performance and estimated 2016/17 performance serve as a baseline; In consultation with the Auditor – General’s Audit Report of the 2015/16; and With interactions between the Department of Performance Monitoring and Evaluation, National Treasury and Auditor – General to reduce the number of targets to ensure concentration on more strategic targets, as well as to ensure the alignment of targets to the “SMART” principle. CCMA 2017/18 ANNUAL PERFORMANCE PLAN 3

2017/18 ANNUAL PERFORMANCE PLAN PRIORITIES Effectively and efficiently implement the legislated mandate of the CCMA with respect to conciliations and arbitrations Enhance and expand the Employment Security mechanisms to save jobs and alleviate business distress Facilitate improved Collective Bargaining to promote orderly and healthy labour relations Intensify Dispute Management & Prevention interventions to reduce conflict in the workplace and transform workplace relations Improve governance processes and strive for maximum compliance to prescripts and best practice to improve business processes CCMA 2017/18 ANNUAL PERFORMANCE PLAN 4

2017/18 ANNUAL PERFORMANCE PLAN PRIORITIES Although the base of the 2017/18 APP is the legislated mandate of the CCMA, focus is more on the discretionary, value add services of the CCMA DISPUTE MANAGEMENT AND PREVENTION The CCMA is to play a more proactive role in addressing the high levels of workplace conflict, disputes and job losses: Empowering workplaces to practice fair labour practices; Early intervention and detection of potentially volatile situations; and Facilitation of the creation of an environment in which parties have the knowledge and skills to resolve their impasses at the workplace. IMPROVED COLLECTIVE BARGAINING Priority is to promote orderly and healthy labour relations Facilitating improved Collective Bargaining calls for: Confronting challenges facing Collective Bargaining Revisiting negotiation tactics in this dynamic environment EMPLOYMENT SECURITY CCMA 2017/18 ANNUAL PERFORMANCE PLAN 5

2017/18 ANNUAL PERFORMANCE PLAN: EXECUTIVE SUMMARY The CCMA 2017/18 APP has four (4) programmes which are linked to four (4) strategic objectives There are a total of fifteen (15) strategic set targets set for 2017/18 Other operational activities and projects of importance, are implemented and monitored through the Director’s Ten Point Plan CCMA 2017/18 ANNUAL PERFORMANCE PLAN 6

2017/18 ANNUAL PERFORMANCE PLAN STRATEGIC OBJECTIVE 1: ENHANCING THE LABOUR MARKET TO ADVANCE STABILITY AND GROWTH (PROGRAMME 3: SOCIAL SERVICES) NATIONAL DEVELOPMENT PLAN CHAPTER: 3, 11 AND 15 GOVERNMENT OUTCOMES: 4, 11 AND 14  KPA PERFORMANCE INDICATOR REPORTING PERIOD 2017/18 ANNUAL TARGET Provide thought leadership and facilitate social dialogue Number (#) of engagement convened with strategic labour market stakeholders to provide thought leadership on identified strategic labour market topics Annually One (1) engagement convened with strategic labour market stakeholders to provide thought leadership on identified strategic labour market topics Number (#) of engagement convened with Users to facilitate social dialogue on identified strategic labour market issues Quarterly Four (4) engagements convened with Users to facilitate social dialogue on identified strategic labour market issues Advance employment security Percentage (%) of jobs saved as compared to employees likely to be retrenched (as per cases referred to the CCMA) Thirty five percent (35%) of jobs saved as compared to employees to be retrenched ( as per cases referred to the CCMA) Partnerships for strategic collaboration Number (#) of new strategic partnerships established for strategic collaboration to accelerate service delivery in the labour market to the benefit of the Users Four (4) new strategic partnerships established for strategic collaboration to accelerate service delivery in the labour market for the benefit of the Users CCMA 2017/18 ANNUAL PERFORMANCE PLAN 7

2017/18 ANNUAL PERFORMANCE PLAN (CONT…) STRATEGIC OBJECTIVE 2: ADVANCING GOOD PRACTICES AT WORK AND TRANSFORMING WORKPLACE RELATIONS (PROGRAMME 2: INSTITUTIONAL DEVELOPMENT) NATIONAL DEVELOPMENT PLAN CHAPTER: 3, 11 AND 15 GOVERNMENT OUTCOMES: 4 AND 14 KPA PERFORMANCE INDICATOR REPORTING PERIOD YEAR 2017/18 Proactively facilitate improved Collective Bargaining Number (#) of capacity building interventions on effective negotiation skills delivered to Users Quarterly Twelve (12) capacity building interventions on effective negotiation skills delivered to Users Number (#) of Collective Bargaining Improvement Processes conducted for identified User in an identified sector Annually One (1) Collective Bargaining Improvement Processes conducted for identified User in an identified sector Number (#) of Collective Bargaining Support Processes proactively conducted for Users Four (4) Collective bargaining Support Processes proactively conducted for Users Transformation workplace relations Number (#) of transformation in the workplace interventions delivered for Users Two (2) transformation in the workplace interventions delivered for Users CCMA 2017/18 ANNUAL PERFORMANCE PLAN 8

2017/18 ANNUAL PERFORMANCE PLAN (CONT…) STRATEGIC OBJECTIVE 3: BUILDING KNOWLEDGE AND SKILLS (PROGRAMME 1: ADMINISTRATION) NATIONAL DEVELOPMENT PLAN CHAPTER: 3, 11 AND 15 GOVERNMENT OUTCOMES: 12 KPA PERFORMANCE INDICATOR REPORTING PERIOD YEAR 2017/18 Develop and deliver capacity building programmes for Users aligned with the needs of the labour market   Number (#) of capacity building interventions delivered to Users Quarterly Forty eight (48) capacity building interventions delivered to Users CCMA 2017/18 ANNUAL PERFORMANCE PLAN 9

2017/18 ANNUAL PERFORMANCE PLAN (CONT…) STRATEGIC OBJECTIVE 4: OPTIMISING THE ORGANISATION (PROGRAMME 4: CORPORATE GOVERNANCE) NATIONAL DEVELOPMENT PLAN CHAPTER: 13 GOVERNMENT OUTCOMES: 12   KPA PERFORMANCE INDICATOR REPORTING PERIOD YEAR 2017/18 Effectively and efficiently implement the legislative mandate of the CCMA Percentage (%) of all registered cases’ first event heard within thirty (30) days (excludes agreed extension) Quarterly Hundred percent (100%) of all registered cases’ first event heard within thirty (30) days (excludes agreed extension) Percentage (%) of arbitration awards sent to parties by the fourteenth (14th) day after completion of the arbitration process Hundred percent (100%) of arbitration awards sent to parties by the fourteenth (14th ) day after completion of the arbitration process Number (#) of Determinations and Minimum Service Agreements monitored and reports produced Eight (8) Determinations and Minimum Service Agreements monitored and reports produced CCMA 2017/18 ANNUAL PERFORMANCE PLAN 10

2017/18 ANNUAL PERFORMANCE PLAN (CONT…) STRATEGIC OBJECTIVE 4: OPTIMISING THE ORGANISATION (PROGRAMME 4: CORPORATE GOVERNANCE) NATIONAL DEVELOPMENT PLAN CHAPTER: 13 GOVERNMENT OUTCOMES: 12   KPA PERFORMANCE INDICATOR REPORTING PERIOD YEAR 2017/18 Prioritise organisational sustainability CCMA Financial Sustainability Strategy developed Bi-Annually CCM Financial Sustainability Strategy developed Strive for maximum compliance to prescripts and best practice to improve business processes Defined compliance maturity level attained Annually Provide for Continuous Professional Development aligned with the needs of the organisation and our people Number (#) of training interventions delivered to capacitate the workforce for efficient and effective delivery of the CCMA mandate Quarterly Thirty nine (39) training interventions delivered to capacitate the workforce for efficient and effective delivery of the CCMA mandate CCMA 2017/18 ANNUAL PERFORMANCE PLAN 11

CONTRIBUTION OF TARGETS INTO GOVERNMENT OUTCOMES AND TRIPLE CRISIS Thirty five percent (35%) of jobs saved as compared to employees to be retrenched ( as per cases referred to the CCMA) OUTCOME 4: One (1) Collective Bargaining Improvement Processes conducted for identified User in an identified sector One (1) of Collective Bargaining Support Processes proactively conducted for Users Twelve (12) capacity building interventions on effective negotiation skills delivered to Users OUTCOME 4: Two (2) transformation in the workplace interventions delivered for Users CCMA 2017/18 ANNUAL PERFORMANCE PLAN 12

Forty eight (48) capacity building interventions delivered to Users CONTRIBUTION OF TARGETS INTO GOVERNMENT OUTCOMES AND TRIPLE CRISIS (CONT…) OUTCOME 5, 13: Forty eight (48) capacity building interventions delivered to Users OUTCOME 11, 14: Four (4) new strategic partnerships established for strategic collaboration to accelerate service delivery in the labour market for the benefit of the Users One (1) engagement convened with strategic labour market stakeholders to provide thought leadership on identified strategic labour market topics Four (4) engagements convened with Users to facilitate social dialogue on identified strategic labour market issues CCMA 2017/18 ANNUAL PERFORMANCE PLAN 13

2017/2018 BUDGET ALLOCATION ITEM UNAUDITED 2017 FINAL BUDGET 2018 ESTIMATES 2018/2019 ESTIMATES 2019/2020 GOVERNMENT GRANT 770 501 864 090 913 066 947 152 OTHER INCOME 23 580 21 221 24 404 28 064 TOTAL INCOME 794 085 885 311 937 470 975 216 EMPLOYEES COSTS 282 164 308 520 334 744 363 197 TRANSFER PAYMENTS 5 502 23 056 24 647 14 262 GOODS & SERVICES 520 703 548 953 573 015 592 410 CAPITAL EXPENDITURE 4 796 4 782 5 064 5 347 TOTAL EXPENSES 813 166 High fiscal constraint 5% average increase on Grant is mainly from the normal baseline increase, over the MTEF period. Income from Rendering Services increase by 15% year on year as per projected collections. An Average growth of 5% for Compensation of Employees within the Projected growth of 8.5% over MTEF Bargaining Councils ,Statutory Councils and Public Service Bargaining councils subsidised claims on estimated settled and awarded cases and projected cases related to the MEIBC project Case Disbursements estimates increase by 10% as a result of increase in projected workload Goods and Services estimates increase with an average of 5.75% within the CPI thresholds, as per MTEF guidelines , with the effect of 5% budget reduction in cost containment line items. CCMA 2017/18 ANNUAL PERFORMANCE PLAN 14

OVERVIEW OF THE 2017/18 BUDGET AND MTEF PROGRAMME 2014/15 AUDITED OUTCOME 2015/16 AUDITED OUTCOME 2016/17 UNAUDITED OUTCOME 2017/18 BUDGET 2018/19 2019/20 RAND THOUSAND MEDIUM-TERM ESTIMATES P1: ADMINISTRATION 353 579 409 226 415 935 331 183 304 636 335 100 P2: INSTITUTIONAL DEVELOPMENT 43 987 51 484 35 343 31 789 58 507 61 229 P3: CORPORATE GOVERNANCE 3 499 3 533 4 939 6 432 6 830 7 254 P4: SOCIAL SERVICES 281 133 300 717 356 949 515 906 567 497 571 633 TOTAL 682 198 764 959 813 166 885 311 937 470 975 216 CCMA 2017/18 ANNUAL PERFORMANCE PLAN 15

BUDGET ALLOCATION PER STRATEGIC OBJECTIVE UNAUDITED OUTCOME BUDGET MEDIUM-TERM ESTIMATE R THOUSAND 2016/17 2017/18 2018/19 2019/20 SO1: ENHANCING THE LABOUR MARKET TO ADVANCE STABILITY AND GROWTH 16 335 10 885 20 507 21 272 SO2: ADVANCING GOOD PRACTICES AT WORK AND TRANSFORMING WORKPLACE RELATIONS 18 821 42 123 9 007 9 344 SO3: BUILDING KNOWLEDGE AND SKILLS 16 871 17 367 16 116 16 718 SO4: OPTIMISING THE ORGANISATION 761 139 814 935 891 777 927 882 TOTAL EXPENSE 813 166 885 310 937 470 975 216 CCMA 2017/18 ANNUAL PERFORMANCE PLAN 16

THANK YOU MAKING A DIFFRENCE