1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

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
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

11. 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

12. 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

13. 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

14. 2017/2018 BUDGET ALLOCATION ITEM UNAUDITED 2017 FINAL BUDGET 2018
ESTIMATES 2018/2019
ESTIMATES 2019/2020
GOVERNMENT GRANT
OTHER INCOME
23 580
21 221
24 404
28 064
TOTAL INCOME
EMPLOYEES COSTS
TRANSFER PAYMENTS
5 502
23 056
24 647
14 262
GOODS & SERVICES
CAPITAL EXPENDITURE
4 796
4 782
5 064
5 347
TOTAL EXPENSES
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

15. 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
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
TOTAL
CCMA 2017/18 ANNUAL PERFORMANCE PLAN

16. 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
TOTAL EXPENSE
CCMA 2017/18 ANNUAL PERFORMANCE PLAN

17. THANK YOU
MAKING A DIFFRENCE