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.
Vision
Mission
Values
Goals
Strategic Objectives
Key Performance Areas & Targets
VISION, MISSION and VALUES
GOALS
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.
Strategic Objective 1:
Enrich the role of the CCMA in the Labour Market.
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
2015 participation in all
relevant forums.
• The CCMA plays a leading and dynamic role in
facilitation
of social
dialogue
rising
• the
Case
Management
System
fully with
rolleda out
to
focus
on
social
justice
economic
development
Department of Labour, Bargaining Councils and
and labour peace on identified labour market
other identified agencies and an improved shared
issues related to the CCMA’s mandate through
services
maintained.
publishedsystem
research
papers, published Labour
• 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.
2012/2013
• Participate in relevant labour market events
• The quality & impact of CCMA social partner
engagements
inputswith
reviewed.
• structures,
Implementation
of agreed&project
identified
•A
minimum
of
two
(2)
papers/
articles
on
organizations reviewed and reported on. topical
issues produced.
• One hundred and twenty (120) relevant labour
market events held or participated in, including
CCMA User and Sector forums.
• Compliance
Bargaining
Councils
the
Participate inofrelevant
labour
marketwith
events
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.
KEY PERFORMANCE AREAS
1.1 The CCMA plays a leading and dynamic
in the
facilitation
social dialogue
1.2 role
Provide
technical
caseofmanagement
and
economic
development
on identified
support and assistance to local,
regional
labour market issues related to the
and international organizations.
CCMA’s mandate locally and
internationally.
1.3 Enhance the quality of dispute resolution
under the auspices of the Bargaining
Councils and Private Agencies.
Market Review and effective participation in all
• relevant
An accreditation
forums. and subsidy system that
promotes the improvement of dispute resolution
services in Bargaining Councils and Private
Agencies.
• 20% more Bargaining Councils accredited and
subsidised
Strategic Objective 1:
Enrich the role of the CCMA in the Labour Market.
KEY PERFORMANCE AREAS
1.4 User and Stakeholder empowerment
capacity building.
2015
• Capacity and awareness levels for targeted
sectors improved by 75% (with vulnerable
sectors prioritised).
KEY PERFORMANCE AREAS
1.5 Promotion of employment security.
2015
• The CCMA is recognized as a leader in the
promotion of employment security through high
level S189 interventions and Dispute
Management interventions.
•
•
•
••
•
•
•
•
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.
2012/2013
Awareness raising & skills development
interventions
reviewed & enhanced.
Publicity and promotional materials translated
into at least two other
official languages.
2012/2013
Awareness
raising
and
skillsused
development
Approaches and strategies
to support
activities
conducted
nationally,
with
a minimum
employment security and capacity building
of
two
hundred
and
forty
(240)
interventions
held
initiatives evaluated and improved.
and
sectors
/ constituencies
engaged.
Two identified
(2) national,
internal
capacity building
Seventy
- twoheld
(72)on
interventions
nationally,
interventions
the deliveryheld
of the
CCMA’s
with
50%
of
activities
delivered
devoted
to the
employment saving strategy for facilitators,
Agri-sector
andcoordinators
50% to oneand
other
vulnerable
training layoff
administrators.
sector
following
identified
criteria.
A minimum of hundred and forty four (144)
A
total ofand
fourcapacity
(4) new building
capacityactivities
building
publicity
interventions
researched
and
developed.
developed and
delivered in
100%
of identified
subject
areas.and strategies used to support
Approaches
The
CCMA’s security
role in the
employment
andNEDLAC
capacityTraining
buildingLayoff
Scheme
initiativeseffectively
evaluateddelivered.
and improved.
•• Two
A minimum
of sixinternal
(6) partnerships
in place.
(2) national,
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
PROMOTING THE TRAINING LAYOFF SCHEME
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)
SUPPORTING THE ECONOMY
SAVING JOBS THROUGH FACILITATION
2009 to date
Jobs saved
Voluntary retrenchments
Forced Retrenchments
Total Retrenchments
Employees likely to be affected
43,274
10,009
32,011
42,020
129,955
Strategic Objective 1:
Enrich the role of the CCMA in the Labour Market.
KEY PERFORMANCE AREAS
1.6 Participate in the process of amending
CCMA relevant Employment Law and
policy development.
KEY PERFORMANCE AREAS
1.7 Assist, support and promote collective
1.7 Assist, support and promote collective
bargaining and intervene in bargaining
bargaining and intervene in bargaining
matters of public interest.
matters of public interest.
2015
2012/2013
• Participated in employment legislation and policy • Participate in process by providing information to
social partners as required.
review process.
• Evaluate impact of amendments (when finalised)
on the organisation and take necessary steps to
2012/2013
2015
address, if necessary
• Specialist dispute resolution service and post
• CCMA is recognized as the leader in assisting,
• Specialist
dispute
resolution
service and post
• CCMA is recognized as the leader in assisting,
dispute support
services
maintained.
supporting and promoting collective bargaining.
dispute
support
services
maintained.
supporting and promoting collective bargaining. • At least 66% Settlement
• 70% Settlement rate on all matters of public
•• At
66%
Settlement
• 70% Settlement rate on all matters of public
rateleast
on all
matters
of public interest (section 150
interest (section 150 matters).
• rate
on all matters of public interest (section 150
matters).
interest (section 150 matters).
• Make high impact offers of assistance in matters • matters).
offers of assistance made, including all
• Make high impact offers of assistance in matters • Relevant
Relevant
offers
of assistance
made,on.
including all
of public interest.
key
national
disputes
and reported
of public interest.
key
national
disputes
and
reported
on.
• Three (3) voluntary collective bargaining
• Commence establishment of 2nd
bargaining
nd bargaining
• Three (3) voluntary collective bargaining
• Commence
establishment
of
2
structure.
structures established in significant understructure.
structures established in significant underorganised sectors.
organised sectors.
SUPPORTING THE ECONOMY
PROMOTING INDUSTRIAL PEACE
 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
Strategic Objective 2:
Build skills to achieve professionalism.
KEY PERFORMANCE AREAS
2.1 Ensuring the development and delivery
of a Conflict Resolution Practitioner
occupational qualification.
•
•
KEY PERFORMANCE AREAS
2.1 Ensuring the development and delivery
of a Conflict Resolution Practitioner
2.2 Design
& development
of training
occupational
qualification.
materials & courses to ensure the
continuous professional development
•
•
•
2015
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
2015
delivered
Oversee the establishment of training provider to
deliver Conflict Resolution Practitioner
Training
materials
designed,
developed
&
qualification,
with Conflict
Resolution
Practitioner
updated
in terms of CCMA and user needs.
courses delivered.
LRP Professional Body established with
Continuous Professional Development courses
delivered
•
•
•
•
•
••
•
•
•
2.3 To ensure continuous research &
development of effective adult training
methodology and techniques
• Quality training methodologies developed &
applied.
2012/2013
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.
2012/2013
Research conducted
into the establishment of a
At
least
one
(1)
Higher
Education
and Training
Professional Body for the
Labour Relations
institution
identified,
contracted to
Practice Industry
andengaged
a report and
produced.
develop
and
deliver
an
academic
Dispute
Four new Commissioner training courses
Resolution
Practitioner
completed and
piloted (DRP) qualification.
Performance
of
the contracted
higher completed
education
Three new training
courses’ material
institutions
monitored and evaluated the in line
for CCMA users.
with
contract
signed.
Initialthedrafts
of two
new training material for
Research
conducted
into the establishment of a
CCMA users commenced,
Professional
for the
Labour
Relationsof the
Review and Body
updating
of the
six modules
Practice
Industry
and
a
report
produced.
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.
• 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
2.4 Development & updating of assessment
& mentoring methods
2015
• Quality assessment & mentorship methods
developed and applied.
2012/2013
• 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.
Strategic Objective 3:
Deliver excellent service rooted in social justice ensuring a balance between quality
and quantity
KEY PERFORMANCE AREAS
3.1 Entrench social justice in all CCMA
services, processes and outcomes
2015
• All services delivered in compliance with CCMA
best practice requirements
• 80% improvement in the Quality settlement
agreement and arbitration awards and ruling
2012/2013
• 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
KEY PERFORMANCE AREAS
3.3 Review the impact of the extended
mandate.
3.3 Review the impact of the extended
mandate.
2015
• Provide a detailed report on the impact of the
extended mandate in the organization.
• Provide a detailed report on the impact of the
extended mandate in the organization.
• Review and rationalize existing CCMA services.
• Report on the investigation of alternate models to
improve accessibility produced.
• Maintain and monitor CMS services to DOL
2012/2013
offices and Bargaining
Councils.
• Current Training Layoff Scheme fully entrenched
and integrated within the organisation.
• 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
Strategic Objective 3:
Deliver excellent service rooted in social justice ensuring a balance between quality
and quantity
KEY PERFORMANCE AREAS
3.5 Promotion of user compliance and
removal of social justice blockages in the
CCMA DR processes
KEY PERFORMANCE AREAS
3.6 Improve the quality of service delivery to
ensure speedy dispute resolution.
2012/2013
2015
• User compliance problems and blockages
• 50% improvement in the use of CCMA DR
identified, analysed and forty (40) bilateral
processes of identified problem areas by targeted
meetings held with users.
users, along with the removal of identified social
• Social justice blockages identified within the
justice blockages.
CCMA DR processes and analysed with forty
(40) engagements held with Regional DR
structures
2012/2013
2015
• Review and agree new efficiencies (where
• Meet and maintain agreed efficiency targets.
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 4:
Enhance and entrench internal processes and systems for optimal deployment of
resources
KEY PERFORMANCE AREAS
4.1 Entrench a culture that focuses on
performance and service delivery
excellence.
2015
• Organisation that is performance driven that
rewards excellence.
2012/2013
• Entrench the performance management
framework linking organisational and individual
performance
• Implementation of the revised Remuneration
policy commenced.
4.2 Improve and strengthen organisational
capacity
holistic internal
KEY for
PERFORMANCE
AREAS
communication.
4.4 Best practice policies and governance
• Ensure effective internal communication resulting
in well informed employees
2015 regardless of their
in the
CCMA.
• position
Review and
update
all policies to ensure
structures
4.3 Top
of mindimplemented.
awareness of risk
management principles and
consideration in all planning and
decision making throughout the
organisation.
withcontrol
legal and
prescripts.
• alignment
Entrench risk,
andgovernance
good governance
values in the organization.
• Assess the impact of the communication strategy
and mechanisms
2012/2013
• Monitoring of risk activities and compliance with
• Continue
the policy review process with at least
best practice
10 policies revised. Implement approved policies.
• Risk activities monitored in line with best practice.
• Arrange capacity building initiatives for the
• Entrench the awareness of current governance
Governing Body and its sub committees
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
4.5 Ensure public finance management
compliance and that the organisation
operates as a going concern.
2015
• Unqualified audit reports.
• Revised funding model implemented.
• Implement viable income generation models.
•
•
•
•
•
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.
2012/2013
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
• 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
Strategic Objective 5:
Align the structure that will enable optimal implementation of the strategy
KEY PERFORMANCE AREAS
5.1 Source and retain the best talent for the
organisation.
2015
• Skilled Human Capital plan implemented with
depth in staffing levels as well a fully functional
Succession and Retention Strategy.
2012/2013
• Continue the implementation of the retention and
succession planning strategy.
5.2 Promote skills development, employment
equity KEY
and women
in Commissioner
PERFORMANCE
AREAS and
leadership positions.
5.2 Promote skills development, employment
in Commissioner
5.3equity
Alignand
thewomen
organizational
design thatand
leadership
facilitatespositions.
delivery of the strategy.
•More women in leadership and Commissioner
roles. Continuous professional development of
2015
staff, embedded.
•More women in leadership and Commissioner
roles.
Continuous
professional
•Optimal
organisation
design. development of
staff, embedded.
• Entrench a Management Development strategy
• Streamline organizational structures as
2012/2013
necessary
•• Entrench
a Management
Development strategy
Remuneration
strategy implemented
• Streamline organizational structures as
• Finalise implementation of organisational design.
necessary
• Remuneration strategy implemented
Strategic Objective 6:
Entrench an organisational culture that supports delivery on our mandate
KEY PERFORMANCE AREAS
6.1 Ensure effective development,
implementation, evaluation and reporting
on the strategy.
2015
• Strategy fully implemented with all targets
achieved.
6.2 Foster a dynamic organisational culture
• An organizational culture that supports a
informed by the values of the
performance orientated organization that is
organization.
recognized as the employer of choice in the field
KEY PERFORMANCE AREAS
2015
of conflict resolution.
6.3 The organisation adds value to the labour • The CCMA has enhanced and entrenched its
market as determined by its mandate
mandate and is recognized for the value that it
6.3 The organisation adds value to the labour • The CCMA has enhanced and entrenched its
adds in the labour market
market as determined by its mandate
mandate and is recognized for the value that it
adds in the labour market
2012/2013
• 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.
• Initiatives to change organizational culture
implemented and effectiveness evaluated
2012/2013
• Conduct impact assessment exercises of at least
two organisational initiatives
• Conduct impact assessment exercises of at least
two organisational initiatives
MEASURING PERFORMANCE
 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
SYNOPSIS OF 2011/2012 3rd QUARTER SCORECARD
STRATEGIC OBJECTIVE
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 DELIVERY ON OUR
MANDATE
KPA’s
SCORE
1.1
1.2
1.3
1.4
1.5
1.6
1.7
4.6
2.9
3.3
4.5
5.0
3.0
3.5
2.1
2.2
2.3
2.4
2.5
4.0
4.0
3.0
3.1
3.5
3.1
3.2
3.3
3.4
3.5
3.3
3.0
3.6
3.8

3.5

3.9

3.2

3.1

3.0

3.4

3.7
4.6
4.5
3.9
4.1
4.2
4.3
4.4
4.5
4.6
4.7
3.0
2.9
3.0
3.0
4.5
3.0
2.9
5.1
5.2
5.3
3.1
6.1
6.2
3.0
3.0
6.3
OVERALL SCORE
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 !
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