1. PRESENTATION TO THE portfolio committee on labour 18 MARCH 2015
A BRIEFING ON THE CCMA SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/ /20 STRATEGY AND APP
PRESENTATION TO THE portfolio committee on labour
18 MARCH 2015 1

2. NAVIGATING THE PRESENTATION
CCMA CONSTITUTIONAL AND LEGISLATIVE MANDATE
INTRODUCING THE CCMA SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/ /20 STRATEGY
PRESENTING THE CCMA APP
OVERVIEW OF THE BUDGET YEAR ENDING AND THE MTEF ESTIMATES
UPDATE ON LABOUR LAWS AMENDMENTS IMPLEMENTATION 2

3. CCMA GOVERNANCE
The Commission for Conciliation, Mediation and Arbitration (CCMA) is a statutory body established in terms of section 112 of the Labour Relations Act of 1995 (LRA), as amended.
The CCMA is governed by the Governing Body (GB) in terms of section 116 of the LRA.
The CCMA is governed by a Governing Body made up of an non-executive independent chairperson and representatives from Government, Organised Labour and Organised Business. The members of the GB are appointed by their constituencies at NEDLAC and confirmed by the Minister of Labour.
The GB is the Accounting Authority in terms of the PFMA.
The GB appoints the Director, who fulfills the functions of a Chief Executive Officer
The LRA specifically tasks the GB with appointing Commissioners and determining their conditions of service. The GB may not delegate appointment of the Director, appoint /remove Commissioners, deposit or invest surplus money, accreditation and subsidy functions.
In terms of section 115 make rules that regulate proceedings, practices and procedures. 3

4. THE PURPOSE OF THE CCMA Constitutional Mandate Discretionary Functions
The CCMA Constitutional Mandate is drawn from Section 23 of the Constitution
Conciliate Workplace Disputes;
Arbitrate disputes that remain unresolved after conciliation;
Facilitate the establishment of workplace forums and statutory councils;
Compile and publish information and statistics about its activities;
Consider applications for accreditation and subsidy from Bargaining Councils and private agencies;
Essential Services Committee established under the auspice off the CCMA with the Director functioning as the Accounting Officer;
Provide administrative assistance to an employee who earns below the stipulated threshold
Supervise ballots by unions and employer organisations
Provide training and information on employment laws
Advise parties to a dispute about the procedure to follow
Offer to resolve a dispute that has not been referred to the CCMA and
Publish guidelines on any aspect of the LRA and to make rules
Constitutional Mandate
Discretionary Functions
Mandatory Functions 4

5. INTRODUCING CCMA SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 STRATEGY

6. STRATEGY DEVELEOPMENT PROCESS
THE BROAD MANDATE IS AT THE HEART OF THE STRATEGY
THE STRATEGY IS INFORMED BY THE PRINCIPLE OF PUBLIC VALUE
IT IS FLEXIBLE AND DYNAMIC TO DEAL WITH A CHANGING OPERATING ENVIRONMENT
IT IS NOT BUSINESS AS USUAL
EVALUATION OF SIYAPHAMBILI STRATEGY
STAKEHOLDER SURVEYING
DEVELOPMENT OF STRATEGIC PLATFORM
DEVELOPMENT OF STRATEGIC FRAMEWORK
DEVELOPMENT OF MONITORING & EVALUATION MEASURES
VISION
MISSION
VALUES
GOALS
STRATEGIC OBJECTIVES
KPA’s
TARGETS
STRATEGIC IMPACT INDICATORS
SITUATIONAL
ANALYSIS
STAKEHOLDER ENGAGEMENT
STAKEHOLDER ENGAGEMENT
STAKEHOLDER ENGAGEMENT
DEVELOPMENT OF OPERATIONAL PLANS
STRATEGY
2020
STAKEHOLDER ENGAGEMENT 6

7. SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 VISION, MISSION AND VALUES
To be recognised and valued by everyone for changing working life by promoting social justice and transforming workplace relations
MISSION
To give effect to everyone’s Constitutional right to fair labour practices.
VALUES
Respect
Excellence
Accountability
Diversity
Integrity
Transparency 7

8. SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 GOALS
Enhance and extend service delivery to transform workplace relations and advance development
Strive for organisational effectiveness 8

9. SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 STRATEGIC OBJECTIVES
Goal 1: Enhance and extend service delivery to transform workplace relations and advance development
Goal 2: Strive for organisational effectiveness
SO1 : Enhancing the labour market to advance stability and growth
SO 2: Advancing good practices at work and transforming workplace relations
SO3: Building knowledge and skills
SO4 : Optimising the organisation 9

10. PRESENTING THE CCMA APP 2015-201610

11. Enhancing the labour market to advance stability and growth
GOAL 1: ENHANCE AND EXTEND SERVICE DELIVERY TO TRANSFORM WORKPLACE RELATIONS AND ADVANCE DEVELOPMENT
SO1
Enhancing the labour market to advance stability and growth
KPA 1.1. Provide thought leadership and facilitating social dialogue
KPA 1.2. Advance employment security
KPA 1.3. Strengthen partnerships  for better delivery
KPA 1.4.Enhance accessibility to services
KPA 1.5. Pro-actively respond to labour market developments 11

12. Performance /Measure Indicator
Pg 28
SO 1
Enhancing Labour market to advance stability and growth
KPA #
Key Performance Area
Performance /Measure Indicator
Target 2015/16
Quarterly Outcome Q1 Q2 Q3 Q4 1
Provide thought leadership and facilitating social dialogue
Number of engagements
Four (4) engagements held to provide thought leadership / facilitate social dialogue on identified strategic labour market issues in existing / new strategic platforms
One (1) engagements held to provide thought leadership / facilitate social dialogue on identified strategic labour market issues in existing / new strategic platforms
One (1) engagements held to provide thought leadership / facilitate social dialogue on identified strategic labour market issues in existing / new strategic platforms
One (1) engagements held to provide thought leadership / facilitate social dialogue on identified strategic labour market issues in existing / new strategic platforms
One (1) engagements held to provide thought leadership / facilitate social dialogue on identified strategic labour market issues in existing / new strategic platforms
No of advocacy sessions conducted
Advocacy campaign on Ekurhuleni Declaration conducted with sixteen activities (16)
Four (4) Advocacy campaign on Ekurhuleni Declaration activities conducted
Four (4) Advocacy campaign on Ekurhuleni Declaration activities conducted
Four (4) Advocacy campaign on Ekurhuleni Declaration activities conducted
100% of s135(3)(c) Advisory Award advocacy campaign conducted
25% of s135(3)(c) Advisory Award advocacy campaign conducted
50% of s135(3)(c) Advisory Award advocacy campaign conducted
75% of s135(3)(c) Advisory Award advocacy campaign conducted
100% of s135(3)(c) Advisory Award advocacy campaign conducted 12

13. EFFECT OF ADVISORY ARBITRATION AWARDS (2011-2014)
101 Advisory Arbitration awards issued bet
In 97% of the matters, award found favour with parties - majority abided by the award unchanged.
Advisory Arbitration Awards aid in the resolution of mutual interest and potential strike related matters
EFFECT OF ADVISORY ARBITRATION AWARDS ( ) 13

14. Performance /Measure Indicator
Pg 29 & 30
SO 1
Enhancing Labour market to advance stability and growth
KPA #
Key Performance Area
Performance /Measure Indicator
Target 2015/16
Quarterly Outcome Q1 Q2 Q3 Q4 2
Advance employment security
% of jobs saved compared to employees facing retrenchment
20% of jobs saved compared to employees facing retrenchment
Number of industry sustainability processes conducted
One (1) industry sustainability process conducted in an identified sector
Industry sustainability process sector identified
Stakeholder Consultation completed
Industry sustainability framework developed
Industry sustainability process conducted in the identified sector 3
Strengthen partnerships for better delivery
Number of strategic partnerships / accords
Strengthened six (6) established strategic partnerships with labour market institutions.
Strengthened one (1) established strategic partnerships with labour market institutions
Strengthened two (2) established strategic partnerships with labour market institutions
Develop one (1) new mutually benefit partnership with a labour market institution
Labour market institution identified
Partnership framework developed
one new mutually benefit partnership with a labour market institution developed
One (1) strategic labour market accord facilitated
Opportunities for facilitating strategic accords identified
Labour market accord framework developed
One (1) strategic labour market accord facilitated 14

15. Job Saving Initiatives
The CCMA job saving efforts in saved jobs
DPRU research shows that the CCMA’s job saving efforts generates a financial impact to the national economy times our annual expenditure
CCMA Commissioners Indaba 2014 Panel Discussion on National Minimum Wage and the Decent Work Country Programme 15

16. Industry Sustainability Processes
This CCMA facilitated process for business and labour formulates collective strategies to addressing the growth, competitiveness and long term sustainability of the Industry, which would in turn lead to the protection of existing jobs and the creation of new jobs.
A pilot Industry Sustainability Process has been conducted in the Glass Sector. 16

17. Performance Indicator
SO 1
Enhancing Labour market to advance stability and growth
KPA #
Key Performance Area
Performance Indicator
Target Year 2015/16
Quarterly Targets Q1 Q2 Q3 Q4 4
Enhance accessibility to services
Number of reports on measures to enhance accessibility
Further measures to enhance accessibility investigated
Current accessibility reviewed
Accessibility measures benchmarked
CMS rolled out to three (3) DOL provinces (Eastern Cape, Limpopo & Free State), where the READ Only CMS currently exist
Roll out plan developed
CMS rolled out to DOL province Eastern Cape, where the READ Only CMS currently exist
CMS rolled out to DOL provinces (Limpopo where the READ Only CMS currently exist
CMS rolled out to DOL provinces Free State), where the READ Only CMS currently exist
100% of measures (Section 115(B)) established to assist users on means test to enforce the awards and execute awards
25% of measures (Section 115(B)) established to assist users on means test to enforce the awards and execute awards
50% of measures (Section 115(B)) established to assist users on means test to enforce the awards and execute awards
75% of measures (Section 115(B)) established to assist users on means test to enforce the awards and execute awards
100% of measures (Section 115(B)) established to assist users on means test to enforce the awards and execute awards
Number of capacity building and awareness raising activities conducted
Sixty (60) capacity building and awareness raising activities conducted to embed the employment law amendments
Ten (10) capacity building and awareness raising activities conducted to embed the employment law amendments
Ten (10) capacity building and awareness raising activities conducted to embed the employment law amendments
Twenty (20) capacity building and awareness raising activities conducted to embed the employment law amendments
Twenty (20) capacity building and awareness raising activities conducted to embed the employment law amendments 5
Pro-actively respond to labour market developments
Labour Market monitoring and response analysis reporting mechanism
Labour Market monitoring and response analysis reporting mechanism design.
Review CCMA labour market monitoring and reporting capacity
Labour Market monitoring and response analysis reporting mechanism business Case developed
Labour Market monitoring and response analysis mechanism designed
Pg 31 & 32 17

18. ENHANCING ACCESSIBILITY TO CCMA SERVICES BY EVERYONE
The CCMA operates 21 regional offices, and hears matters in1191 hearing rooms and 122 DOL offices nationally
The CCMA opened two new offices in 2014/2015 (Vaal and Welkom)
Two new offices will be opened in 2015/2016 in Umtata and Vryburg
The Case Management System will be rolled out to three (3) DOL provinces (Eastern Cape, Limpopo & Free State), where the READ Only CMS currently exist
Launching a digital tool to track service delivery coverage 18

19. CCMA & DOL Labour Law Amendments Tshwane Road Show (CSIR)
In the last year the CCMA spoke to ±28 million radio listeners on how to exercise their rights and access the CCMA as well as holding awareness raising and capacity building activities.
An advocacy campaign will informing those users that earn below the prescribed threshold (R ) that assistance will be provided by the CCMA & DOL in alleviating sheriffs cost
The labour laws amendments awareness and capacity building campaign includes an overview for users training, specialist training and sector/ company training
Spoke to ±28 million radio listeners on how to exercise their righs and access the CCMA
Held awareness raising and capacity building activities
CCMA & DOL Labour Law Amendments Tshwane Road Show (CSIR) ) 19

20. Advancing good practices at work and transforming workplace relations
GOAL 1: ENHANCE AND EXTEND SERVICE DELIVERY TO TRANSFORM WORKPLACE RELATIONS AND ADVANCE DEVELOPMENT
SO 2
Advancing good practices at work and transforming workplace relations
KPA 2.1. Proactively facilitate improved bargaining
KPA Manage conflict in the workplace
KPA 2.3. Transform workplace relations 20

21. Performance/ Measurement Indicator
Pg 33 & 34
SO 2
Advancing good practices at work and transforming workplace relations
KPA #
Key Performance Area
Performance/ Measurement Indicator
Targets Year 2015/16
Quarterly Targets Q1 Q2 Q3 Q4 1
Proactively facilitate improved bargaining
Number of Collective Bargaining Improvement Processes (CBIP) conducted
Collective Bargaining Improvement Processes conducted in one (1) identified matter
One (1) matter identified
Stakeholder consultation s completed
Collective Bargaining Improvement Processes Framework developed
Collective Bargaining Improvement Processes conducted in one (1) identified matter
Number of Research Reports
Research conducted and published on international and national applicability of Mutual Gains Bargaining
Research terms of reference developed
Research conducted
Research reports drafted and published
Number of capacity building programmes
Deliver one (1) capacity building programme for effective negotiation
Scope of capacity building programme developed
Training material developed
Deliver one (1) capacity building programme for effective negotiation 2
Manage conflict in the workplace
Managing conflict in the workplace tools designed
Adapted for South African conditions workplace mediation model designed
Terms of reference developed
Benchmarking and researching
Adapted for South African conditions workplace mediation model designed
Tool to measure and predict conflict in the workplace designed.
Workplace dispute management self- assessment tool designed
Workplace dispute management self-assessment tool designed 3
Transform workplace relations
Best Practice transformation of workplace relations. mechanisms
Transformation of workplace relations mechanisms updated with best practice
Research and benchmarking conducted
Transformation of workplace relations mechanisms updated with best practice 21

22. Advancing good practices at work and transforming workplace relations
Collective Bargaining Improvement Processes (CBIP) conducted
This process provides a structured approach for joint analysis of the wage negotiation process. It identifies issues that impact (both negatively & positively) on effectiveness and develops and implements initiatives to address them both jointly and individually. This improves effectiveness of the bargaining process. Piloted in Civil Engineering Sector
A tool to measure and predict conflict in the workplace
The tool provides a structured approach to monitoring the regional labour market, which in turn informs an intervention strategy that balances proactive and reactive measures. 22

23. The CCMA dealt with cases in the last finical year and conducted arbitrations with only 45 awards sent to parties late
In order to advance good practices at work and transform workplace relations the CCMA Building Workplace Relations Problem Solving Interventions (WRP) and Managing Conflict in The Workplace (MCW) will be reviewed and updated with best practice
An innovative Workplace Negotiations Skills Training programme will be rolled out
CCMA & DOL Labour Law Amendments East London Road Show (Osner Leisure Hotel) 23

24. Building knowledge and skills
GOAL 1: ENHANCE AND EXTEND SERVICE DELIVERY TO TRANSFORM WORKPLACE RELATIONS AND ADVANCE DEVELOPMENT
SO.3
Building knowledge and skills
KPA 3.1. Developing and delivering capacity building programmes for users aligned with the needs of the labour market
KPA 3.2. Professionalising the practice of labour relations 24

25. Performance/ Measurement Indicator
Pg 35
SO 3
Building Knowledge and Skills
KPA #
Key Performance Area
Performance/ Measurement Indicator
Target Year 2015/16
Quarterly Outcomes Q1 Q2 Q3 Q4 1
Developing and delivering capacity building programmes for users aligned with the needs of the labour market
Capacity building programmes Training manual
Develop two (2) new capacity building programmes aligned with the needs of the labour market
Review current CCMA workplace knowledge and skills initiatives
User needs analysis conducted
Design two (2) new capacity building programmes
Develop two (2) new capacity building programmes 2
Professionalising the practice of labour relations
% compliance with the CCMA set standard for delivery of the Labour Dispute Resolution Practice programme by contracted universities
75% compliance with the CCMA set standard for delivery of the Labour Dispute Resolution Practice programme by contracted universities
75% compliance with the CCMA set standard for delivery of the Labour Dispute Resolution Practice programme by contracted universities
75% compliance with the CCMA set standard for delivery of the Labour Dispute Resolution Practice programme by contracted universities
75% compliance with the CCMA set standard for delivery of the Labour Dispute Resolution Practice programme by contracted universities
75% compliance with the CCMA set standard for delivery of the Labour Dispute Resolution Practice programme by contracted universities
Benchmarking report produced
Benchmarking against best practice means to further professionalise the labour relations practice
Research terms of reference developed
Research and benchmarking conducted
Benchmarking report on best practice means to further professionalise the labour relations practice 25

26. Professionalising the practice of labour relations
A World First Partnership between CCMA, Bargaining Councils and 6 universities is delivering the Labour Dispute Resolution Practice Qualification which promotes accessibility to quality skills development across the labour market
In this financial year the focus will be on further bedding down the programme and in particular ensure compliance with a stringent set of CCMA standards. 26

27. GOAL 2: STRIVE FOR ORGANISATIONAL EFFECTIVNESS
SO.4
Optimising the organisation
KPA 4.1. Embed a culture that facilitates implementation of the new strategic direction
KPA 4.2. Utilise resources optimally
KPA 4.3. Provide for continuous professional development aligned with the needs of the organisation and our people 27

28. Performance / measurement IndicatorPg
SO 4
Optimising the Organisation
KPA #
Key Performance Area
Performance / measurement Indicator
Targets Year 2015/16
Quarterly Outcomes Q1 Q2 Q3 Q4 1
Embed a culture that facilitates implementation of the new strategic direction
Number of initiatives conducted on the new strategy
Conducted thirteen (13) national promotion initiatives on the new strategy.
Conducted four (4) national promotion initiatives on the new strategy.
Conducted three (3) national promotion initiatives on the new strategy.
Conducted three (3) national promotion initiatives on the new strategy.
Conducted thirteen (13) midterm performance roadshows
Conducted thirteen (13) midterm performance roadshows 2
Utilise resources optimally
% of Talent Management and Succession Plan implemented
100%of Talent Management and Succession Plan implemented
100%of Talent Management and Succession Plan implemented
% of n supply chain management turnaround plan implemented
100% of supply chain management turnaround plan implemented
100% of supply chain management turnaround plan implemented
100% of supply chain management turnaround plan implemented
100% of supply chain management turnaround plan implemented
% increase in income from rendering services year on year
5% increase in income from rendering services achieved year on year
5% increase in income from rendering services achieved year on year 3
Provide for continuous professional development aligned with the needs of the organisation and our people
No of persons developed
Facilitate specialist capacity development for enhancement of skills and competency levels for each organisational level 30 28

29. Optimising the Organisation
Supply chain systems will be strengthen to ensure absolute compliance with all supply chain management standards. This is especially in light of the Cape Town lease challenges.
Emphasise will be on ensuring the effective adoption of the new dti codes, new Treasury regulations and further fostering good governance practices.
Review and considering innovative ways to recover costs 29

30. CCMA IMPACT
Intervened in 236 incidents of public interest industrial action and resolved 85.3% of these.
Defended equal access for all by having successfully challenged the right for limited legal representation in arbitration
CCMA & DOL Labour Law Amendments Kimberley Road Show (Protea Hotel Big Hole ) 30

31. OVERVIEW OF THE BUDGET YEAR ENDING 2016 AND THE MTEF ESTIMATES31

32. OVERVIEW OF 2015 BUDGET AND MTEF ESTIMATES
Audited Outcome
(R Thousands)
Budget
Medium-Term Estimate
(R Thousand)
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
Administration
Institutional Development
13 871
17 069
30 890
50 051
53 598
57 307
61 217
Corporate Governance
1 849
1 819
3 224
2 361
2 498
2 636
2 776
Social Services
Total Expense
Administration includes expenditure for Operations, CMS, HRr, Facilities, Supply Chain, Finance, Internal Audit and Risk Management Unit.
Institutional Development includes expenditure for Capacity Building and Outreach, Jobs Savings Unit and Opening new offices.
Corporate Governance includes expenditure for the Governing Body.
Social Services includes expenditure for Dispute Resolution, Labour Law Amendments, Legal Services, Mediation and Collective Bargaining. 32

33. OVERVIEW OF 2015 BUDGET AND MTEF ESTIMATES
Statement of Financial Performance
Audited Outcome
(R Thousand)
Revised Estimate
Medium-Term Estimate
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
Revenue
Non-tax revenue
12 051
18 040
13 680
14 428
15 150
15 907
16 701
Sale of goods and services other than capital assets
2 755
2 466
2 741
Other non-tax revenue
9 296
15 574
10 939
11 673
12 395
13 152
13 946
Transfers received
Total revenue
Expenses
Current expenses
Compensation of employees
Goods and services
Depreciation
1 828
8 279
11 223
13 675
14 469
15 265
16 073
Total expenses
Surplus/(Deficit)
32 232
(8 800)
25 621 – 33

34. OVERVIEW OF 2015 BUDGET AND MTEF ESTIMATES NOTES
The budget for the financial year 2015/2016 has been informed by the CCMA SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/ /20 STRATEGY.
The New STRATEGY calls for realigned budget in the delivery areas of dispute prevention and management, workplace mediation and awareness raising activities in order to embed the broadened mandate . The organisational structure is under review to ensure that it supports the delivery of the new strategy. This possibly may create new vacancies and require enhancing existing support structures. 34

35. UPDATE ON LABOUR LAW AMENDMENTS IMPLEMENTATION31

36. 1105 EE cases have been referred. In summary;
The challenge is in parties lack of skills in bringing such cases
Unfair discrimination and in particular sexual harassment continues despite constitutional & legislative prohibition of unfair discrimination
CCMA Commissioners Indaba 2014 swearing in of Labour Law Amendments Specialist Commissioners
Arbitrary Grounds and General Discrimination
634
Equal Pay for Work of Equal Value
298
Sexual Harassment 97
Colour & Race
104
Religion & Belief 15
Gender & Sexual Orientation 18 . 35

37. Implementation of Employment Laws Amendments
CCMA & DOL road shows have been held nationally A broad-based muliti-platformed CCMA national communication campaign will start on the 1 April 2015

38. CCMA MANAGEMENT COMMITTEE
Revolutionising Workplace Relations 37