Siyaphambili Strategy. . . we are moving forward . . .

PRESENTATION TO PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR 18 APRIL 2012

SIYAPHAMBILI STRATEGY 2011 - 2015

The Siyaphambili strategic plan was crafted on previous plans as the basis for business continuity, and includes input from all key stakeholder groups (internal and external).

The plan sets out the Goals and Strategic Objectives, Key Performance Areas & Targets for the for the organisation for 2011 to 2015.

The strategic plan will determine the allocation of resources and will drive the performance management system of the CCMA.

The plan outlines the strategy for the organisation as an entity and will be the basis for each team within the organisation to determine their priorities in order that the overall organisational goals may be achieved.

This presentation will concentrate on the Key Performance Areas & Targets for the 2012/2013 financial year, the 3rd year of the strategic plan.

VisionMission

Values

Goals

Strategic Objectives

Key Performance Areas & Targets

VISION, MISSION and VALUES

VISION• To be the premier dispute

prevention, management and dispute resolution organisation.

MISSION• The purpose of the CCMA

is to promote social justice and economic development in the world of work and to be the best dispute management and dispute resolution organisation trusted by our social partners.

VALUES• Integrity, diversity,

transparency, excellence, accountability & respect

GOALS

GOAL 1• We will position the

CCMA to impartially promote social justice and economic development in the world of work.

GOAL 2• We will deliver

professional, user-friendly, quality services with speed.

GOAL 3• We will maintain

organizational effectiveness and strive for continuous improvement.

STRATEGIC OBJECTIVES

SO1 : Enrich the role of the CCMA in the Labour Market.

SO2 : Build skills to achieve professionalism.

SO3 : Deliver excellent service rooted in social justice ensuring a balance between quality and quantity.

SO4 : Enhance and entrench internal processes and systems for optimal deployment of resources.

SO5 : Align the structure that will enable optimal implementation of the strategy.

SO6 : Entrench an organisational culture that supports the delivery of our mandate.

KEY PERFORMANCE AREAS 2015 2012/2013

1.1 The CCMA plays a leading and dynamic role in the facilitation of social dialogue and economic development on identified labour market issues related to the CCMA’s mandate locally and internationally.

• The CCMA plays a leading and dynamic role in the facilitation of social dialogue with a rising focus on social justice economic development and labour peace on identified labour market issues related to the CCMA’s mandate through published research papers, published Labour Market Review and effective participation in all relevant forums.

• The quality & impact of CCMA social partner structures, engagements & inputs reviewed.• A minimum of two (2) papers/ articles on topical

issues produced.• One hundred and twenty (120) relevant labour

market events held or participated in, including CCMA User and Sector forums. • Participate in relevant labour market events

KEY PERFORMANCE AREAS 2015 2012/2013

1.1 The CCMA plays a leading and dynamic role in the facilitation of social dialogue and economic development on identified labour market issues related to the CCMA’s mandate locally and internationally.

• The CCMA plays a leading and dynamic role in the facilitation of social dialogue with a rising focus on social justice economic development and labour peace on identified labour market issues related to the CCMA’s mandate through published research papers, published Labour Market Review and effective participation in all relevant forums.

• The quality & impact of CCMA social partner structures, engagements & inputs reviewed.• A minimum of two (2) papers/ articles on topical

issues produced.• One hundred and twenty (120) relevant labour

market events held or participated in, including CCMA User and Sector forums. • Participate in relevant labour market events

1.2 Provide technical case management support and assistance to local, regional and international organizations.

• Case Management System fully rolled out to Department of Labour, Bargaining Councils and other identified agencies and an improved shared services system maintained.

• Implementation of agreed project with identified organizations reviewed and reported on.

1.3 Enhance the quality of dispute resolution under the auspices of the Bargaining Councils and Private Agencies.

• An accreditation and subsidy system that promotes the improvement of dispute resolution services in Bargaining Councils and Private Agencies.

• 20% more Bargaining Councils accredited and subsidised

• Compliance of Bargaining Councils with the accreditation criteria monitored and evaluated with 100% compliance of criteria and conditions .• Bargaining Councils Subsidy reviewed.• Investigation into accreditation of Private

agencies completed• Establishment of Bargaining Councils in identified

sectors facilitated with partner department.

Strategic Objective 1: Enrich the role of the CCMA in the Labour Market.

KEY PERFORMANCE AREAS 2015 2012/20131.5 Promotion of employment security. • The CCMA is recognized as a leader in the

promotion of employment security through high level S189 interventions and Dispute Management interventions.

• Approaches and strategies used to support employment security and capacity building initiatives evaluated and improved. • Two (2) national, internal capacity building

interventions held on the delivery of the CCMA’s employment saving strategy for facilitators, training layoff coordinators and administrators. • A minimum of hundred and forty four (144)

publicity and capacity building activities developed and delivered in 100% of identified subject areas.• The CCMA’s role in the NEDLAC Training Layoff

Scheme effectively delivered.• A minimum of six (6) partnerships in place.

Strategic Objective 1: Enrich the role of the CCMA in the Labour Market.

KEY PERFORMANCE AREAS 2015 2012/20131.4 User and Stakeholder empowerment

capacity building.• Capacity and awareness levels for targeted

sectors improved by 75% (with vulnerable sectors prioritised).

• Awareness raising & skills development interventions• reviewed & enhanced.• Publicity and promotional materials translated

into at least two other official languages.• Awareness raising and skills development

activities conducted nationally, with a minimum of two hundred and forty (240) interventions held and identified sectors / constituencies engaged. • Seventy - two (72) interventions held nationally,

with 50% of activities delivered devoted to the Agri-sector and 50% to one other vulnerable sector following identified criteria.• A total of four (4) new capacity building

interventions researched and developed.

1.5 Promotion of employment security. • The CCMA is recognized as a leader in the promotion of employment security through high level S189 interventions and Dispute Management interventions.

• Approaches and strategies used to support employment security and capacity building initiatives evaluated and improved. • Two (2) national, internal capacity building

interventions held on the delivery of the CCMA’s employment saving strategy for facilitators, training layoff coordinators and administrators. • A minimum of hundred and forty four (144)

publicity and capacity building activities developed and delivered in 100% of identified subject areas.• The CCMA’s role in the NEDLAC Training Layoff

Scheme effectively delivered.• A minimum of six (6) partnerships in place.

SUPPORTING THE ECONOMY

17 businesses / 6, 083 employees - Training completed

32 businesses / 2, 737 employees - Training in process 34 businesses / 2, 965 employees - Being processed by SETAs & NSF Active applications of the scheme involve 85 companies and 12,014 employees

From inception of the scheme in 2009, CCMA has processed applications for 153 businesses involving 18,057 employees in various sectors (including cases not recommended / withdrawn)

PROMOTING THE TRAINING LAYOFF SCHEME

SUPPORTING THE ECONOMY

Employees likely to be affected

Total Retrenchments

Forced Retrenchments

Voluntary retrenchments

Jobs saved

129,955

42,020

32,011

10,009

43,2742009 to date

SAVING JOBS THROUGH FACILITATION

KEY PERFORMANCE AREAS 2015 2012/2013

1.7 Assist, support and promote collective bargaining and intervene in bargaining matters of public interest.

• CCMA is recognized as the leader in assisting, supporting and promoting collective bargaining.• 70% Settlement rate on all matters of public

interest (section 150 matters).• Make high impact offers of assistance in matters

of public interest.• Three (3) voluntary collective bargaining

structures established in significant under-organised sectors.

• Specialist dispute resolution service and post dispute support services maintained.• At least 66% Settlement • rate on all matters of public interest (section 150

matters).• Relevant offers of assistance made, including all

key national disputes and reported on.• Commence establishment of 2nd bargaining

structure.

KEY PERFORMANCE AREAS 2015 2012/2013

1.6 Participate in the process of amending CCMA relevant Employment Law and policy development.

• Participated in employment legislation and policy review process.

• Participate in process by providing information to social partners as required.• Evaluate impact of amendments (when finalised)

on the organisation and take necessary steps to address, if necessary

1.7 Assist, support and promote collective bargaining and intervene in bargaining matters of public interest.

• CCMA is recognized as the leader in assisting, supporting and promoting collective bargaining.• 70% Settlement rate on all matters of public

interest (section 150 matters).• Make high impact offers of assistance in matters

of public interest.• Three (3) voluntary collective bargaining

structures established in significant under-organised sectors.

• Specialist dispute resolution service and post dispute support services maintained.• At least 66% Settlement • rate on all matters of public interest (section 150

matters).• Relevant offers of assistance made, including all

key national disputes and reported on.• Commence establishment of 2nd bargaining

structure.

Strategic Objective 1: Enrich the role of the CCMA in the Labour Market.

SUPPORTING THE ECONOMY

Establishment of a voluntary bargaining structure in the Private Security Sector (2009) Close to doing the same for the Legislative sector (Provincial Legislatures and Parliament)

Maintained relative industrial peace in the run up to and during the 2010 FIFA World Cup©. Achieved through implementing a structure, process and monitoring mechanism to deal with disputes that had potential to impact adversely on the event (2009 – 2010)

Successful intervention in major national disputes:

Private Security (2009, 2012), Clothing Sector (2009, 2010, 2011), Civil Engineering Sector (2009), Transnet (2010), Metrorail (2010), Eskom (2010), Motor Industries (2010), Road Freight (2011), Chemical sector (2011)

Improved user confidence as evidenced by a 94% increase in acceptance of offers of assistance in public interest disputes from 2007 to 2011

PROMOTING INDUSTRIAL PEACE

KEY PERFORMANCE AREAS 2015 2012/20132.1 Ensuring the development and delivery

of a Conflict Resolution Practitioner occupational qualification.

• Oversee the establishment of training provider to deliver Conflict Resolution Practitioner qualification, with Conflict Resolution Practitioner courses delivered.• LRP Professional Body established with

Continuous Professional Development courses delivered

• At least one (1) Higher Education and Training institution identified, engaged and contracted to develop and deliver an academic Dispute Resolution Practitioner (DRP) qualification.• Performance of the contracted higher education

institutions monitored and evaluated the in line with the contract signed.• Research conducted into the establishment of a

Professional Body for the Labour Relations Practice Industry and a report produced.

Strategic Objective 2: Build skills to achieve professionalism.

KEY PERFORMANCE AREAS 2015 2012/20132.1 Ensuring the development and delivery

of a Conflict Resolution Practitioner occupational qualification.

• Oversee the establishment of training provider to deliver Conflict Resolution Practitioner qualification, with Conflict Resolution Practitioner courses delivered.• LRP Professional Body established with

Continuous Professional Development courses delivered

• At least one (1) Higher Education and Training institution identified, engaged and contracted to develop and deliver an academic Dispute Resolution Practitioner (DRP) qualification.• Performance of the contracted higher education

institutions monitored and evaluated the in line with the contract signed.• Research conducted into the establishment of a

Professional Body for the Labour Relations Practice Industry and a report produced.

2.2 Design & development of training materials & courses to ensure the continuous professional development

• Training materials designed, developed & updated in terms of CCMA and user needs.

• Four new Commissioner training courses completed and piloted • Three new training courses’ material completed

for CCMA users. • Initial drafts of two new training material for

CCMA users commenced,• Review and updating of the six modules of the

entry-level Commissioner and Interpreter training materials including the the Substantive Law course modified for CMO training. In line with promulgated statutory amendments, if promulgated.

2.3 To ensure continuous research & development of effective adult training methodology and techniques

• Quality training methodologies developed & applied.

• Further research conducted on the application of enhanced facilitation methods and tools. Report compiled. • The effectiveness of the training methodology

evaluated.

Strategic Objective 2: Build skills to achieve professionalism.

KEY PERFORMANCE AREAS 2015 2012/20132.4 Development & updating of assessment

& mentoring methods • Quality assessment & mentorship methods

developed and applied. • Review and enhance assessments for

commissioner recruitment, and identified organisational training including mentoring methods for Commissioners

2.5 Develop and deliver effective human capital training to align with the needs of the organisation and its people

• Effective Human capital training delivered. • Training plan developed with at least 80% of the training plan implemented.• Establish monitoring and evaluation systems to

measure the impact and effectiveness of training delivery.• At least 3 new customised in-house training

interventions implemented. • Implement a personal development planning

system • Capacity building enhanced through adult

learning techniques with at least one new methodology applied.• The ETD role and impact in supporting the

CCMA to deliver on its strategy assessed and a report produced.

KEY PERFORMANCE AREAS 2015 2012/20133.3 Review the impact of the extended

mandate.• Provide a detailed report on the impact of the

extended mandate in the organization.• Current Training Layoff Scheme fully entrenched

and integrated within the organisation.

Strategic Objective 3: Deliver excellent service rooted in social justice ensuring a balance between quality and quantity

KEY PERFORMANCE AREAS 2015 2012/20133.1 Entrench social justice in all CCMA

services, processes and outcomes• All services delivered in compliance with CCMA

best practice requirements• 80% improvement in the Quality settlement

agreement and arbitration awards and ruling

• Monitor Commissioner Performance and address Non Compliance• Monitor and evaluate quality of settlement

agreements, arbitration awards and rulings to ensure continuous improvement.

3.2 Improve accessibility of CCMA services to users

• Ensure 20 % improvement in the accessibility of CCMA services

• Review and rationalize existing CCMA services. • Report on the investigation of alternate models to

improve accessibility produced.• Maintain and monitor CMS services to DOL

offices and Bargaining Councils.

3.3 Review the impact of the extended mandate.

• Provide a detailed report on the impact of the extended mandate in the organization.

• Current Training Layoff Scheme fully entrenched and integrated within the organisation.

3.4 Transformation of workplace relations with a view to embedding economic development, industrial peace and promotion of social justice.

• 20% improvement in workplace relations improved in targeted constituencies.• Impact assessments conducted on Build

Workplace Relations, Managing Conflict in the Workplace & Unfair Discrimination interventions.

• Review and enhance BWR, MCW and Unfair Discrimination interventions. • Building Workplace Relations and Managing

Conflict in the Workplace projects marketed and delivered with twenty four (24) interventions held. • Forty eight (48) presentations and workshops on

unfair discrimination delivered

KEY PERFORMANCE AREAS 2015 2012/20133.6 Improve the quality of service delivery to

ensure speedy dispute resolution.• Meet and maintain agreed efficiency targets. • Review and agree new efficiencies (where

necessary) • A minimum of 63% of efficiencies met by all

regions with all statutory efficiencies met. • s143 applications filed with Registrar of the

Labour Court within 14 days of referral• s145 applications complied with within ten (10)

days in terms of the provisions of Rule 7(A)(3) of the Labour Court rules

KEY PERFORMANCE AREAS 2015 2012/20133.5 Promotion of user compliance and

removal of social justice blockages in the CCMA DR processes

• 50% improvement in the use of CCMA DR processes of identified problem areas by targeted users, along with the removal of identified social justice blockages.

• User compliance problems and blockages identified, analysed and forty (40) bilateral meetings held with users. • Social justice blockages identified within the

CCMA DR processes and analysed with forty (40) engagements held with Regional DR structures

3.6 Improve the quality of service delivery to ensure speedy dispute resolution.

• Meet and maintain agreed efficiency targets. • Review and agree new efficiencies (where necessary) • A minimum of 63% of efficiencies met by all

regions with all statutory efficiencies met. • s143 applications filed with Registrar of the

Labour Court within 14 days of referral• s145 applications complied with within ten (10)

days in terms of the provisions of Rule 7(A)(3) of the Labour Court rules

Strategic Objective 3: Deliver excellent service rooted in social justice ensuring a balance between quality and quantity

KEY PERFORMANCE AREAS 2015 2012/20134.4 Best practice policies and governance

structures implemented.• Review and update all policies to ensure

alignment with legal and governance prescripts.• Continue the policy review process with at least

10 policies revised. Implement approved policies.• Arrange capacity building initiatives for the

Governing Body and its sub committees

Strategic Objective 4: Enhance and entrench internal processes and systems for optimal deployment of resources

KEY PERFORMANCE AREAS 2015 2012/20134.1 Entrench a culture that focuses on

performance and service delivery excellence.

• Organisation that is performance driven that rewards excellence.

• Entrench the performance management framework linking organisational and individual performance • Implementation of the revised Remuneration

policy commenced.

4.2 Improve and strengthen organisational capacity for holistic internal communication.

• Ensure effective internal communication resulting in well informed employees regardless of their position in the CCMA.

• Assess the impact of the communication strategy and mechanisms• Monitoring of risk activities and compliance with

best practice

4.3 Top of mind awareness of risk management principles and consideration in all planning and decision making throughout the organisation.

• Entrench risk, control and good governance values in the organization.

• Risk activities monitored in line with best practice.• Entrench the awareness of current governance

and legal prescripts• Implement a Risk Management System (tool)• Ensure competitive and better cover for the org.• Embed a Risk Management process in the org.

by implementing an Enterprise Risk Management (ERM)• Evaluate Risk Management Strategy which will

include an annual strategic risk assessment tool

4.4 Best practice policies and governance structures implemented.

• Review and update all policies to ensure alignment with legal and governance prescripts.

• Continue the policy review process with at least 10 policies revised. Implement approved policies.• Arrange capacity building initiatives for the

Governing Body and its sub committees

Strategic Objective 4: Enhance and entrench internal processes and systems for optimal deployment of resources

KEY PERFORMANCE AREAS 2015 2012/20134.5 Ensure public finance management

compliance and that the organisation operates as a going concern.

• Unqualified audit reports.• Revised funding model implemented.• Implement viable income generation models.

• Unqualified audit reports• Planning and budgeting process reviewed• Maintain liquidity• Investigation into revised business model

commenced• Processes to ensure compliance with supply

chain management regulations maintained and enhanced

4.6 Review the Information Communication Technologies (ICT) application architecture to meet the strategic needs of the organization.

• Appropriate ICT systems implemented that enable effective business use.

• Maintain, review and improve where appropriate

MANAGING THE GOING CONCERN

In order to address the going concern, measures were implemented to improve liquidity and reduce the accumulated deficit.

Results as at the end of February 2012 were as follows:

The liquidity ratio was recorded at 0.96 : 1. This exceeded the target of 0.5 : 1 that was set for the year and also represented an improvement over the prior year’s result of 0.58 : 1

An accumulated surplus of Rm 7 was reported compared to the deficit of Rm14.5 in the prior year

KEY PERFORMANCE AREAS 2015 2012/20135.2 Promote skills development, employment

equity and women in Commissioner and leadership positions.

•More women in leadership and Commissioner roles. Continuous professional development of staff, embedded.

• Entrench a Management Development strategy• Streamline organizational structures as

necessary • Remuneration strategy implemented

Strategic Objective 5: Align the structure that will enable optimal implementation of the strategy

KEY PERFORMANCE AREAS 2015 2012/20135.1 Source and retain the best talent for the

organisation.• Skilled Human Capital plan implemented with

depth in staffing levels as well a fully functional Succession and Retention Strategy.

• Continue the implementation of the retention and succession planning strategy.

5.2 Promote skills development, employment equity and women in Commissioner and leadership positions.

•More women in leadership and Commissioner roles. Continuous professional development of staff, embedded.

• Entrench a Management Development strategy• Streamline organizational structures as

necessary • Remuneration strategy implemented

5.3 Align the organizational design that facilitates delivery of the strategy.

•Optimal organisation design. • Finalise implementation of organisational design.

KEY PERFORMANCE AREAS 2015 2012/20136.3 The organisation adds value to the labour

market as determined by its mandate• The CCMA has enhanced and entrenched its

mandate and is recognized for the value that it adds in the labour market

• Conduct impact assessment exercises of at least two organisational initiatives

Strategic Objective 6: Entrench an organisational culture that supports delivery on our mandate

KEY PERFORMANCE AREAS 2015 2012/20136.1 Ensure effective development,

implementation, evaluation and reporting on the strategy.

• Strategy fully implemented with all targets achieved.

• Planning, budgeting and reporting cycle aligned.• Annual review of the five year rolling strategy

conducted.• Planning for the Service Delivery Improvement

Plan (SDIP) methodology commenced.

6.2 Foster a dynamic organisational culture informed by the values of the organization.

• An organizational culture that supports a performance orientated organization that is recognized as the employer of choice in the field of conflict resolution.

• Initiatives to change organizational culture implemented and effectiveness evaluated

6.3 The organisation adds value to the labour market as determined by its mandate

• The CCMA has enhanced and entrenched its mandate and is recognized for the value that it adds in the labour market

• Conduct impact assessment exercises of at least two organisational initiatives

Progress of the strategy is tracked and reported quarterly and annually using a Scorecard.

The Scorecard reflects the 6 Strategic Objectives of the organisation with the Key Performance Areas under each Strategic Objective.

Each Key Performance Area has Measurable Outcomes for 2015 and for the year under review (2012/2013)

Results for each Measurable Outcome are evaluated on a weighted 5 point scale

The following symbols are used to report results:

- Target achieved - Target partially achieved - Target not achieved

The overall weighted score out of 5 for each Key Performance Area is utilised for internal performance management purposes

MEASURING PERFORMANCE

SYNOPSIS OF 2011/2012 3rd QUARTER SCORECARD

STRATEGIC OBJECTIVE KPA’s SCORE

SO1: ENRICH THE ROLE OF THE CCMA IN THE LABOUR MARKET

1.1 1.2 1.3 1.4 1.5 1.6 1.73.8

4.6 2.9 3.3 4.5 5.0 3.0 3.5

SO2: BUILD SKILLS TO ACHIEVE PROFESSIONALISM

2.1 2.2 2.3 2.4 2.53.5

4.0 4.0 3.0 3.1 3.5

SO3: DELIVER EXCELLENT SERVICE ROOTED IN SOCIAL JUSTICE ENSURING A BALANCE BETWEEN QUALITY AND QUANTITY

3.1 3.2 3.3 3.4 3.5 3.6 3.73.9

3.3 3.0 4.6 4.5 3.9

SO4: ENHANCE AND ENTRENCH INTERNAL PROCESSES AND SYSTEMS FOR OPTIMAL DEPLOYMENT OF RESOURCES

4.1 4.2 4.3 4.4 4.5 4.6 4.73.2

3.0 2.9 3.0 3.0 4.5 3.0 2.9

SO5: ALIGN THE STRUCTURE THAT WILL ENABLE OPTIMAL IMPLEMENTATION OF THE STRATEGY

5.1 5.2 5.33.1

3.1

SO6: ENTRENCH AN ORGANISATIONAL CULTURE THAT SUPPORTS DELIVERY ON OUR MANDATE

6.1 6.2 6.33.0

3.0 3.0

OVERALL SCORE 3.4

RECOGNITION FOR EXCELLENCE

CCMA nominated as one of the top three organisations in the Legal Sector by the citizens of South Africa

Received awards for Public Sector Excellence in the category ‘Best Reputation: Legal Sector’ three years in a row.

The Awards are a significant indicator of recognition of the work and the role the CCMA plays in South Africa.

Thank you !