1. ANNUAL PERFORMANCE PLAN (APP) 2016/17
CCMA
ANNUAL PERFORMANCE PLAN (APP) 2016/17
QUARTER 3 AND QUARTER 4 PERFORMANCE RESULTS

2. NON – FINANCIAL PERFORMANCE: 2016/17 FINANCIAL YEAR QUARTER 3 AND QUARTER 4
Chief Directorate Communication |

3. INTRODUCTION: CONSTITUTIONAL 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’ organisation, federation of trade unions or federation of employers’ organisations.

4. INTRODUCTION-CONSTITUTIONAL MANDATE OF THE CCMA
MANDATORY STATUTORY FUNCTIONS
Conciliate Workplace dispute.
Arbitrate disputes that remain unresolved after Conciliation.
Facilitates the establishment of workplace forums and statutory councils.
Compile and publish information about its activities .
Consider application of accreditation and subsidy from Bargaining councils and private agencies.
Supervise ballots for employer union organizations.
Provide training and advise on the establishment of collective bargaining, workplace restructuring, consultation process, termination of employment, employment equity programmes and dispute prevention.

5. INTRODUCTION THE CONSTITUTIONAL MANDATE OF THE DOL
DISCRETIONARY STATUTORY FUNCTIONS
Supervise ballot for Unions and trade organisation.
Provide training and information relating to primary objective of the LRA.
Advice parties on disputes on procedure to follow.
Offer to resolve disputes that has not been referred to the CCMA.
Publish guidelines of any aspect and to make rules.

6. 2016/17 QUARTER 3: performance per strategic objective

7. QUARTER 3 PERFORMANCE PER STRATEGIC OBJECTIVE: 2016/17 APP
STRATEGIC OBJECTIVES
PERFORMANCE :QUARTER 3
Annual Planned Targets
Achieved
Not Achieved
Overall Performance %
SO1: Enhancing labour market to advance stability and growth 7 6 1
86.%
SO2: Advancing good practice at work and transforming workplace relations 4
100%
SO3: Building knowledge and skills
SO4: Optimising the organisations 9 2
78% 21 18 3
86%

8. UNDER – PERFORMING TARGETS FOR 2016/17 QUARTER 3
PERFORMANCE
REASON FOR DEVIATION
Roll Out Plan of the Case Management System developed
Roll Out Plan of the Case Management System not developed
Non- performance on this target is attributed to the fact that this target is reliant on the buy - in and co - operation from DOL. Much effort has been made the CCMA to escalate performance, however, due to this dependency, the CCMA is to follow the DOL project execution processes. Not much progress could be made during the quarter under review due to the non - availability of DOL resources due to the December break.
Eighty percent (80%) of the Talent Management and Succession plan implemented
Thirty percent (30%) of the Talent Management and Succession plan implemented
Non - achievement of this target is attributed to the fact that the target was poorly drafted to mean that the five (5) year Talent Management and Succession Plan will be executed in one (1) year, which is incorrect. It can therefore be said that under - performance of this target is attributed the wording of the target being inconsistent with the actual planned execution.
Eighty percent (80%) of Procurement Plan implemented
Sixty percent (60%) of Procurement Plan implemented
Non-performance on this target is attributed to the fact that the plan being implemented is inconsistent with the delivery of the target. Furthermore, the challenge encountered is that the procurement plan is revised mid - year, with additional projects being added. This addition at mid - term therefore means that the additional projects must then finalised by year end in order to achieve the annual target of hundred percent (100%) implementation of the plan, which is challenging

9. QUARTER ON QUARTER PERFORMANCE COMPARISON: 2015/16 VS 2016/17 QUARTER 1 TO QUARTER 3

10. 2016/17 QUARTER 4 performance: performance per strategic objective

11. UNDER – PERFORMING TARGETS FOR 2016/17 QUARTER 4
PERFORMANCE
REASON FOR DEVIATION
One (1) industry sustainability process concluded in identified national sector
The industry sustainability process was not concluded in identified national sector. Terms of Reference (TORs) for the Pulp and Paper sector were developed and signed by all parties.
Non-achievement of this target was hindered by a strike at SAPPI.
Hundred percent (100%) of the Talent Management and Succession plan implemented
Cumulatively between the 2015/16 and 2016/17 financial years, three (3) main projects were delivered, which translates into a thirty percent (30%) performance.
Non - achievement of this target is attributed to the fact that the target was poorly drafted to mean that the five (5) year Talent Management and Succession Plan will be executed in one (1) year, which is incorrect. It can therefore be said that under - performance of this target is attributed the wording of the target being inconsistent with the actual planned execution.
Hundred percent (100%) implementation of the Procurement Plan
Effective demand management achieved through implementing sixty percent (60%) of the Procurement Plan (nine (9) projects).
Non - achievement of this target is attributed to delays in the procurement process.

12. COMPARISON OF 2015/16 AND 2016/17 quarter 4 PERFORMANCE

13. THE CCMA IS MAKING A DIFFERENCE ANNUAL DASHBOARD 1APRIL 2016 – 31 MARCH 2017
is the registered caseload (compared to the of the 2015/16 financial year)
3 592 outreach activities were conducted (awareness raising activities, capacity building activities and social justice blockages activities)
24 days was the average to deal with conciliation cases as compared to the legislated target of 30 days
people were capacitated to better understand the law and their rights through the outreach activities conducted
52% of jobs ( out of jobs at stake) were saved compared to employees facing retrenchments (cases referred to the CCMA) (Section 189A)
60 days was the average to deal with arbitration cases against a set target of 60 days
4 Thought Leadership Conversations were convened:
1. “South Africa faces retrenchment crisis”
2. “Equity in the workplace”
3. “Equal Pay for Work of Equal Value”
4. “The Proposed National Minimum Wage”
143 public interest matters were settled (Section 150)
7.4 out of 10 (74%) of cases were settled through conciliation
530 complaints were received and all complaints were investigated and responded to

14. OUTREACH MAP: 1 APRIL 2016 – 31 MARCH 2017
Limpopo:
186 Capacity Building & Outreach Activities
Gauteng:
902 Capacity Building & Outreach Activities
North West :
194 Capacity Building & Outreach activities
Northern Cape :
177 Capacity Building & Outreach Activities
Mpumalanga:
191 Capacity Building & Outreach Activities
KwaZulu- Natal:
346 Capacity Building & Outreach Activities
Free State:
261 Capacity Building & Outreach Activities
Western Cape:
741 Capacity Building & Outreach Activities
National Office
Regional Offices
Awareness Raising
Capacity Building
Eastern Cape:
594 Capacity Building & Outreach Activities
Outreach Services
Social Justice

15. IMPACT ANALYSIS: CONTRIBUTION TO GOVERNMENT OUTCOMES AND TRIPLE CRISIS
OUTCOME 4: The CCMA saved 52% of jobs of employees facing retrenchments (cases referred to the CCMA), translating into more than jobs saved.
OUTCOME 4: The CCMA facilitates pre – or – post wage negotiations. The CCMA continues to stabilize the labour market and promote economic development through the facilitation of public interest matters to resolve protracted strikes that costs the South African economy billions of rands, investor confidence and consequently job losses. CCMA facilitated public interest matters in the following sectors during the period under review: (1) Agriculture (2) Aviation (3) Government (4) Metal (5) Mining (6) Motor (7) Public Transport (8) Pharmaceutical (9) Petrochemical
OUTCOME 11, 14: The CCMA has established strategic partnerships in order to contribute towards the protection of vulnerable groups against worst effects of poverty and ensure an inclusive society and economy which minimises inequality. As at 31 March 2017, a total of vulnerable employees were assisted through the CCMA and Sheriffs Board partnership whereby CCMA awards have been enforced

16. IMPACT ANALYSIS: CONTRIBUTION TO GOVERNMENT OUTCOMES AND TRIPLE CRISIS (CONT…)
OUTCOME 4: The CCMA has a number of transformation in the workplace interventions and a number of capacity building programmes that aims to directly respond to the Sub – Outcome of Outcome 4 which states that “Workplace conflict is reduced and collaboration between government, organised business and organised labour is improved”. 342 interventions have been delivered as at the end of 31 March 2017 to enable timely intervention with the ultimate goal of minimizing workplace disputes.
OUTCOME 11, 14: The CCMA has, conducted outreach services (inclusive of awareness raising activities, capacity building activities and social justice blockages activities and helped people better understand the law and their rights.
OUTCOME 11: The CCMA is playing an instrumental supportive role to other similar Commissions, both in Africa and internationally. The CCMA recently hosted the Bangladesh delegation who were on a study tour to study CCMA’s business model. The CCMA’s Case Management System is being extend to the Labour Court and some SADC countries. The CCMA has initiated the resuscitation of the SADC Forum . CCMA training has been expanded to other SADC countries.

17. FINANCIAL PERFORMANCE: 2016/17 FINANCIAL YEAR QUARTER 3 AND QUARTER 4
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18. FINANCIAL PERFORMANCE: 2016/17 FINANCIAL YEAR QUARTER 3
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19. 2016/17 THIRD QUARTER FINANCIAL PERFORMANCE( ECONOMIC CLASSIFICATION)

20. 2016/17 THIRD QUARTER FINANCIAL PERFORMANCE(Strategic Objective)

21. FINANCIAL PERFORMANCE: 2016/17 FINANCIAL YEAR QUARTER 4
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22. 2016/17 FOURTH QUARTER FINANCIAL PERFORMANCE( ECONOMIC CLASSIFICATION)
Item
Unaudited Mar 2017
Budget
Mar 2017
Variance
% Variance
Comments
R'000
Government Grant
 0%
Other Income
23 580
20 046
3 534
18%
Other Income exceeded the budget mainly due to rendering services income being demand base, variable interest rates and investments timing differences.
Total 0%
Compensation of Employees
11 868 4%
The saving is mainly due to unfilled vacancies
Transfer Payments
5 982
8 125
2 143
26%
The saving is results from Bargaining councils subsidised claims on estimated settled and awarded cases
Case Disbursement
-5 372
-2%
The negative variance is as a result of increase in case load as well as increase in utilisation of part time commissioners as well as the increased footprint activities and Materials development.
Goods & Services
27 311
15%
The saving is resulting from timing difference in relation to travel costs, maintenance costs for software and computer equipment and other administrative expenses that are on demand base.
Capital Expenditure
8 768
10 523
1 755
17%
The saving is resulting from the Delays in procurement of Furniture
Total Expenses
37 707 5%
Surplus/(Deficit)
-9 424
68%
The year end deficit will be absorbed from the approved prior surplus roll over of R50 662m

23. 2016/17 FOURTH QUARTER FINANCIAL PERFORMANCE(STRATEGIC OBJECTIVE)
Actuals March 2017
Budget March 2017
Variance
Comments
R‘000
SO1: Enhancing labour market to advance stability and growth
13 525
18 755
5 230
The saving is mainly due to unfilled vacancies
SO2: Advancing good practice at work and transforming workplace relations
16 782
8 238
(8 544)
The negative variance is mainly due to increased footprint activities.
SO3: Building knowledge and skills
17 278
10 348
(6 930 )
The negative variance is mainly due to the development of training materials
SO4: Optimising the organisations
47 948
The saving is resulting from timing difference in relation to travel costs, maintenance costs for software and computer equipment and other administrative expenses that are on demand base. Delays in procurement of Office Furniture.
 TOTAL
37 707

24. Thank You…