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SIYAPHAMBILI STRATEGY 2011 - 2015

Siyaphambili Strategy . . . we are moving forward . . . PRESENTATION TO THE PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR May 2013. SIYAPHAMBILI STRATEGY 2011 - 2015.

ethan-garner
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SIYAPHAMBILI STRATEGY 2011 - 2015

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  1. Siyaphambili Strategy. . . we are moving forward . . .PRESENTATION TO THE PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR May 2013

  2. 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.

  3. THE FOUNDATION

  4. GOALS

  5. STRATEGIC OBJECTIVES

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

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

  8. IMPLEMENTING THE TRAINING LAY OFF SCHEME CHALLENGES • Significant blockages prevail at post-CCMA stage. • 57 cases at post-CCMA stage that have not reached the training stage and are older than 4 months. • 17 of these cases go back to 2011. • The situation has deteriorated in the 2012/13 financial year. • Out of the 33 cases at post-CCMA stage involving 5,612 workers, none have reached the training stage

  9. SUPPORTING THE ECONOMY SAVING JOBS THROUGH FACILITATION

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

  11. SUPPORTING THE ECONOMY PROMOTING INDUSTRIAL PEACE Successful intervention in major national disputes: • Mining Sector – LonminMarikana • Agricultural Sector - Farm Workers and Agri South Africa • Hospitality Sector - SACCAWU and Sun International • National Bargaining Council for the Road Freight and Logistics Industry (NBCRFLI)

  12. Strategic Objective 2: Build skills to achieve professionalism.

  13. Strategic Objective 2: Build skills to achieve professionalism.

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

  15. ACCESSIBILITY

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

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

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

  19. MANAGING THE GOING CONCERN ISSUE The CCMA has maintained a healthy liquidity position in all quarters of the financial year under review. The liquidity ratio for each quarter exceeded the targeted ratio of 1:1. These results were achieved through good management of cash flow which included monthly cash flow forecasting and short term investments yielding better returns. Results as at the end of February 2013 compared to February 2012 were as follows: • The liquidity ratio was recorded at 1.14 : 1 (2013) compared to 0.96:1( 2012) • Cash and Cash Equivalent was at R121m (2013) compared to R114m (2012)

  20. Financial StatusPRESENTATION TO THE PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR May 2013

  21. Statement of Financial Position – March 2013 Non-current assets Non current assets increased by R8,1million from R26,6 to R34,7 million in the current year. The increase on capital expenditure was mainly for the replacement of IT equipment, ERP system upgrade and risk management tool Current assets Accounts receivable balance was R339k of which R312k is under current. Cash and cash equivalents balance was R71.7m which will enable the CCMA to meet its short term obligations.

  22. Statement of Financial Position (Continued) Non-current liability increased by R4.4m from R12,9 to R17,3 million in the current year. The increase is mainly due to escalation increase on operating rental leases and new leases. Current liabilities grew by R18,1 million from R72,6 to R90,7 million in the current year. The increase is mainly from projects that were put on hold in the prior years as a result of financial constraints.

  23. Statement of Financial Position (continued) CCMA maintains a policy of paying creditors in 30 days. Accounts payable balance was R9,4m of which R80k was over 30 days . Accumulated surplus decreased by R17,3m from R17,7m to R0,445m in the current year. The reduction in accumulated surplus is due to the approved rollover of prior year surplus by National Treasury for use in acquisition of non-current assets, other projects such as ERP upgrade and training.

  24. Statement of Financial Performance – March 2013 Government grant increased by 7% from R448,1m to R481,6 million in the current year. Other revenue increased by 82% or R3.7m from R4,5m to R8,2 million in the current year due to increased training demand from the users. This is in line with our strategy to increase self generated income as per National Treasury requirement. Income from investments increased by 30% from R7,6m to R9,8 million in the current year due to strategic investment in funds yielding favourable returns with low volatility on short term investments. Total expenditure of R515,576 million was 3% higher than budget due to: Approved rollover by National treasury of the prior year accumulated surplus of R17,7m to fund acquisition of non-current assets, projects such as ERP upgrade and training that were put on hold in the prior year as a result of financial constraints.

  25. Statement of Financial performance (continued) Total expenditure of R515,576 million increased by 21% compared to prior year actuals due to: • Inflationary increases of approximately 7% • Non- inflation related increases such case disbursement which is volume driven ,approximately 13% for annual contract escalation on rentals of existing leases and new leases and on average of 12% electricity price hikes and prior projects and training that were put on hold in the prior years as a result of financial constraints.

  26. Plans for 2013/14 Financial Year The CCMA has been allocated R594m for the upcoming year 2013/14 of which R80m will be used towards the following projects: • Implementation of Employment Law Amendments • Web enablement of the case management system • Opening new offices in Welkom , Tzaneen and the VAAL triangle in line with expansion of accessibility strategy. • Establishment of a job savings unit These projects will enable the CCMA to extend the reach of its services to the public and improve infrastructure for the planned Employment Law Amendments.

  27. Thank you !

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

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

  30. OPEN, RESPONSIVE AND ACCOUNTABLE • Strong good governance policy framework Operates a call centre providing information, guidance and complaints and compliments recording • Continuous awareness and information campaign • Feed back box in all regional offices • Robust monitoring of quality of service delivery • Anonymous corruption line • Act decisively, fairly and transparently

  31. OPERATIONAL STATISTICS

  32. AVERAGE TURNAROUND TIME - CONCILIATION

  33. 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 (2013/2014) • 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 Monitoring and Evaluation

  34. THE BROAD MANDATE • Current labour market conditions require a shift in strategic direction - enhancing of certain aspects of delivery of discretionary functions in order to respond to the current context and • Arising out of 3rd year Review of Siyaphambili Strategy by Governing Body • Recognition of an increased call for the CCMA to perform a more proactive role in line with its statutory mandate. • Two key strategic directions were identified: • Maintain focus predominantly on the Mandatory Functions of the CCMA • Focus on Mandatory and Discretionary Functions of the CCMA (Broad Mandate of the CCMA)

  35. MANDATORY AND DISCRETIONARY FUNCTIONS • CCMA mandate is drawn from the purpose of the LRA itself, which is “to advance economic development, social justice, labour peace and the democratisation of the workplace”.   • Section 115(1) (a) to (d) of the LRA identifies the “MUSTS” – the mandatory functions that the CCMA is required to perform. The mandatory functions are extensive and far-reaching. • Section 115(2) and (3) identifies the “MAYS” – discretionary functions that enhance delivery of the CCMA mandate and do not replace the delivery of the mandatory functions.

  36. DELIVERING TO THE BROAD MANDATE

  37. Thank you !

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