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 !