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BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE

This briefing provides an overview of the CCMA's Tsoso strategy, its new organizational structure, operational achievements, qualitative improvements, financial aspects, and areas of focus, challenges, and interest. It also outlines the goals and strategies for the next three years, including promoting social justice, delivering user-friendly and quality services, and ensuring operational effectiveness and cost efficiency.

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BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE

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  1. BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27th February 2008

  2. SYNOPSIS • Tsoso strategy • New organisational structure • Operational achievements 06/07 • Qualitative improvements • Finance • Areas of focus, challenges & interest BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  3. SYNOPSIS TSOSO STRATEGY“Revive, Re-awaken” BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  4. Vision Mission Values Core Business Delivery Dispute Resolution Dispute Prevention Institution Building Information Services Advisory Services Training Services Legal Services Supervisory Services Proactive Dispute Services Organisation System Business Processes Organisation Design Organisation Culture Finance People Information Systems Corporate Governance LOOKING BACK BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  5. LOOKING FORWARD Goals for next 3 years: • Promote social justice through the professional delivery of services, while ensuring compliance with legislation at all times • Ensure user-friendly, quality services that are delivered with speed • Maintain operational effectiveness while ensuring services are cost effective BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  6. LOOKING FORWARD STRATEGY FOCUS AREAS • Reposition the CCMA in the Labour Market (intensifying and broadening outreach), where social justice and restoring dignity are a focus of our processes • High performance, high impact delivery of compliant services, where there is a balance between quality and quantity • Reposition the organisation to meet the future strategic needs of the organisation • Enhance and entrench internal processes and systems to ensure effective deployment of resources. BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  7. STRATEGY 2007 – 2010 : GOALS 1. Promote social justice though the professional delivery of services, while ensuring compliance with legislation at all times Measures of success for this goal are: • In 2010, the external perception of the services delivered by the CCMA will have shifted - from [baseline] PLUS 25% • By 2010 be an established “quality control” role player and provider of continuous professional development through education, training and skills development services. BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  8. STRATEGY 2007 – 2010 : GOALS 2. Ensure user-friendly, quality services that are delivered with speed Measures of success for this goal are: • By 2010, 70% of all disputes will be settled at conciliation phase [minimum target = 50%, ideal target = 75%] • By 2010, not more than 10% of decisions will be challenged in the Labour Court • By 2010, all administrative rework will be 0% • By 2010 , all process rework will be reduced by 20% from baseline set in 2007 • By 2010, all conciliations will be conducted within the statutory time frame (30 days) • By 2010, there will be no late awards (0%) • By 2010, 70% of all public interest interventions (S150) will be settled • In 2010, our value-add services will fund 1% of our annual budget. BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  9. STRATEGY 2007 – 2010 : GOALS 3. Maintain operational effectiveness while ensuring services are cost effective Measures of success for this goal are: • By 2010, staff turnover will be halved from 2007 baseline • By 2010, key skills loss will not exceed 7% • By 2010 we will have strategic redundancy in job skills (job-coverage ratio); we will be able to meet case management demands with ‘normal’ resource levels. This means that the case management administration will be completed with a variance of no more than 5% of planned workload • In 2010, the ‘unit cost’ for delivery of compulsory services will have stabilised to ensure that there is not more than a 5% variance from budget allocation • In 2010, a budget model will be in place that will enable funding from government based on unit cost per projected number of services BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  10. National Structure Revisited BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  11. REVISED NATIONAL OFFICE STRUCTURE BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  12. Operational achievements 06/07 BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  13. OPERATIONAL IMPROVEMENTS (06/07) BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  14. OPERATIONAL IMPROVEMENTS (06/07) BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  15. OPERATIONAL IMPROVEMENTS(06/07) BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  16. OPERATIONAL IMPROVEMENTS(06/07) BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  17. OPERATIONAL IMPROVEMENTS(06/07) BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  18. OPERATIONAL IMPROVEMENTS(06/07) BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  19. Qualitative achievements BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  20. Capacity Building & Outreach A Dispute Prevention & Management • Large demand for services • Focus on Capacity Building for organised labour & business • Emphasis on awareness raising & information sharing for vulnerable & unorganised workers & small businesses • 6,975 learners were engaged in the process through 164 workshops, 23 seminars and 92 half or one-day presentations.   • 7 lead projects • best practice use of the CCMA workshops, user forum meetings, community radio sessions, Imbizo meetings / road shows, one or half-day presentation workshops, bilateral briefings and breakfast seminars. • All national measurable outcomes set in the 2006/7 Year Plan were met B Training • Focus level change • Re-look at all training • Improve level, standards and quality of training • Delivered training to external stakeholders C Bargaining Councils • Strategy to reposition relationship with Bargaining Council’s so as to strengthen them to achieve their mandates & supporting them with infrastructure & technology & web-enabling case management. BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  21. Dispute Resolution A Arbitration Awards • Focus on quality improvement • Training B Mediation • Begin a strategic focus C Celebration of targets of CCMA • Reflection • Focus on achievements BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  22. Finances BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  23. BUDGET TO RESOURCES BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  24. BUDGET BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  25. Areas of Focus, Challenges & Interest BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  26. CONSTITUTIONAL COURT CHALLENGE Sidumo & other vs Rustenburg Platinum Mines • Is the CCMA arbitration process administrative action? • Has the SCA extended too much lee-way to employers when it held that employers’ determinations on sanction should be deferred to? • What is the role of the Labour Courts in reviewing CCMA awards? BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  27. CONSTITUTIONAL COURT CHALLENGE - Answers Sidumo & other vs Rustenburg Platinum Mines • The CCMA arbitration process is administrative action, but not subject to PAJA. • Yes, the SCA did extend too much lee-way to employers when it held that employers’ determinations on sanction should be deferred to; Commissioners must decide on the fairness of the sanction. • The Labour Courts in reviewing CCMA awards must consider whether the award is justifiable and reconcilable with the evidence. BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  28. CASE MANAGEMENT ENHANCEMENTS Process • Web enhancement through support of DoL. Benefits • Improve access to the CCMA in rural areas. • Allow all Bargaining Councils to use case management system. • Give good picture of status of Dispute Resolution. • Support the NEPAD- able to offer quicker services to SADEC Re Dispute Resolution system. BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  29. Research on Labour Market and CCMA’s role BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  30. Stakeholder engagement BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  31. Internally- getting the organisation to walk and live the new Strategy & Direction BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

  32. Thank You ! BRIEFING TO PARLIAMENTARY PORTFOLIO COMMITTEE 27/02/08

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