1 / 38

CCMA Senz'Umehluko Strategy 2015-2020: Making a Difference

A presentation outlining the CCMA's strategic plan for 2015-2020, focusing on enhancing service delivery, transforming workplace relations, and advancing development. The strategy is informed by public value, flexibility, and stakeholder engagement.

jaclynm
Download Presentation

CCMA Senz'Umehluko Strategy 2015-2020: Making a Difference

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. A BRIEFING ON THE CCMA SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 STRATEGY AND APP 2015-2016 PRESENTATION TO THE portfolio committee on labour 18 MARCH 2015 1

  2. NAVIGATING THE PRESENTATION 2

  3. CCMA GOVERNANCE • The Commission for Conciliation, Mediation and Arbitration (CCMA) is a statutory body established in terms of section 112 of the Labour Relations Act of 1995 (LRA), as amended. • The CCMA is governed by the Governing Body (GB) in terms of section 116 of the LRA. • The CCMA is governed by a Governing Body made up of an non-executive independent chairperson and representatives from Government, Organised Labour and Organised Business. The members of the GB are appointed by their constituencies at NEDLAC and confirmed by the Minister of Labour. • The GB is the Accounting Authority in terms of the PFMA. • The GB appoints the Director, who fulfills the functions of a Chief Executive Officer • The LRA specifically tasks the GB with appointing Commissioners and determining their conditions of service. The GB may not delegate appointment of the Director, appoint /remove Commissioners, deposit or invest surplus money, accreditation and subsidy functions. • In terms of section 115 make rules that regulate proceedings, practices and procedures. 3

  4. THE PURPOSE OF THE CCMA The CCMA Constitutional Mandate is drawn from Section 23 of the Constitution Conciliate Workplace Disputes; Arbitrate disputes that remain unresolved after conciliation; Facilitate the establishment of workplace forums and statutory councils; Compile and publish information and statistics about its activities; Consider applications for accreditation and subsidy from Bargaining Councils and private agencies; Essential Services Committee established under the auspice off the CCMA with the Director functioning as the Accounting Officer; Provide administrative assistance to an employee who earns below the stipulated threshold Supervise ballots by unions and employer organisations Provide training and information on employment laws Advise parties to a dispute about the procedure to follow Offer to resolve a dispute that has not been referred to the CCMA and Publish guidelines on any aspect of the LRA and to make rules Constitutional Mandate Discretionary Functions Mandatory Functions 4

  5. INTRODUCING CCMA SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 STRATEGY 5

  6. STRATEGY DEVELEOPMENT PROCESS • THE BROAD MANDATE IS AT THE HEART OF THE STRATEGY • THE STRATEGY IS INFORMED BY THE PRINCIPLE OF PUBLIC VALUE • IT IS FLEXIBLE AND DYNAMIC TO DEAL WITH A CHANGING OPERATING ENVIRONMENT • IT IS NOT BUSINESS AS USUAL EVALUATION OF SIYAPHAMBILI STRATEGY STAKEHOLDER SURVEYING DEVELOPMENT OF STRATEGIC PLATFORM DEVELOPMENT OF STRATEGIC FRAMEWORK DEVELOPMENT OF MONITORING & EVALUATION MEASURES STRATEGIC IMPACT INDICATORS VISION MISSION VALUES GOALS STRATEGIC OBJECTIVES KPA’s TARGETS SITUATIONAL ANALYSIS STAKEHOLDER ENGAGEMENT STAKEHOLDER ENGAGEMENT STAKEHOLDER ENGAGEMENT DEVELOPMENT OF OPERATIONAL PLANS STRATEGY 2020 STAKEHOLDER ENGAGEMENT 6

  7. SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 VISION, MISSION AND VALUES • VISION • To be recognised and valued by everyone for changing working life by promoting social justice and transforming workplace relations • MISSION • To give effect to everyone’s Constitutional right to fair labour practices. • VALUES • Respect • Excellence • Accountability • Diversity • Integrity • Transparency 7

  8. SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 GOALS GOAL 1 GOAL 2 • Enhance and extend service delivery to transform workplace relations and advance development • Strive for organisational effectiveness 8

  9. SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 STRATEGIC OBJECTIVES Goal 1: Enhance and extend service delivery to transform workplace relations and advance development Goal 2: Strive for organisational effectiveness SO1 : Enhancing the labour market to advance stability and growth SO 2: Advancing good practices at work and transforming workplace relations SO3: Building knowledge and skills SO4 : Optimising the organisation 9

  10. PRESENTING THE CCMA APP 2015-2016 10

  11. GOAL 1: ENHANCE AND EXTEND SERVICE DELIVERY TO TRANSFORM WORKPLACE RELATIONS AND ADVANCE DEVELOPMENT SO1 Enhancing the labour market to advance stability and growth KPA 1.1. Provide thought leadership and facilitating social dialogue KPA 1.2. Advance employment security KPA1.3. Strengthen partnerships  for better delivery KPA 1.4.Enhance accessibility to services KPA 1.5. Pro-actively respond to labour market developments 11

  12. Pg 28 12

  13. 101 Advisory Arbitration awards issued bet 2011 - 2014 • In 97% of the matters, award found favour with parties - majority abided by the award unchanged. • Advisory Arbitration Awards aid in the resolution of mutual interest and potential strike related matters EFFECT OF ADVISORY ARBITRATION AWARDS (2011-2014) 13

  14. Pg 29 & 30 14

  15. Job Saving Initiatives The CCMA job saving efforts in 2013-2014 saved 33 694 jobs DPRU research shows that the CCMA’s job saving efforts generates a financial impact to the national economy 8-14 times our annual expenditure CCMA Commissioners Indaba 2014 Panel Discussion on National Minimum Wage and the Decent Work Country Programme 15

  16. Industry Sustainability Processes • This CCMA facilitated process for business and labourformulates collective strategies to addressing the growth, competitiveness and long term sustainability of the Industry, which would in turn lead to the protection of existing jobs and the creation of new jobs. • A pilot Industry Sustainability Process has been conducted in the Glass Sector. 16

  17. Pg 31 & 32 17

  18. ENHANCING ACCESSIBILITY TO CCMA SERVICES BY EVERYONE • The CCMA operates 21 regional offices, and hears matters in1191 hearing rooms and 122 DOL offices nationally • The CCMA opened two new offices in 2014/2015 (Vaal and Welkom) • Two new offices will be opened in 2015/2016 in Umtata and Vryburg • The Case Management System will be rolled out to three (3) DOL provinces (Eastern Cape, Limpopo & Free State), where the READ Only CMS currently exist Launching a digital tool to track service delivery coverage 18

  19. In the last year the CCMA spoke to ±28 million radio listeners on how to exercise their rights and access the CCMA as well as holding 1 862 awareness raising and capacity building activities. • An advocacy campaign will informing those users that earn below the prescribed threshold (R205433.30) that assistance will be provided by the CCMA & DOL in alleviating sheriffs cost • The labour laws amendments awareness and capacity building campaign includes an overview for users training, specialist training and sector/ company training • Spoke to ±28 million radio listeners on how to exercise their righs and access the CCMA • Held 1 862 awareness raising and capacity building activities CCMA & DOL Labour Law Amendments Tshwane Road Show (CSIR) ) 19

  20. GOAL 1: ENHANCE AND EXTEND SERVICE DELIVERY TO TRANSFORM WORKPLACE RELATIONS AND ADVANCE DEVELOPMENT SO 2 Advancing good practices at work and transforming workplace relations KPA 2.1. Proactively facilitate improved bargaining KPA 2.2. Manage conflict in the workplace KPA 2.3. Transform workplace relations 20

  21. Pg 33 & 34 21

  22. Advancing good practices at work and transforming workplace relations • Collective Bargaining Improvement Processes (CBIP) conducted • This process provides a structured approach for joint analysis of the wage negotiation process. It identifies issues that impact (both negatively & positively) on effectiveness and develops and implements initiatives to address them both jointly and individually. This improves effectiveness of the bargaining process. Piloted in Civil Engineering Sector • A tool to measure and predict conflict in the workplace • The tool provides a structured approach to monitoring the regional labour market, which in turn informs an intervention strategy that balances proactive and reactive measures. 22

  23. The CCMA dealt with 170 673 cases in the last finical year and conducted 43 033 arbitrations with only 45 awards sent to parties late In order to advance good practices at work and transform workplace relations the CCMA Building Workplace Relations Problem Solving Interventions (WRP) and Managing Conflict in The Workplace (MCW) will be reviewed and updated with best practice An innovative Workplace Negotiations Skills Training programme will be rolled out CCMA & DOL Labour Law Amendments East London Road Show (Osner Leisure Hotel) 23

  24. GOAL 1: ENHANCE AND EXTEND SERVICE DELIVERY TO TRANSFORM WORKPLACE RELATIONS AND ADVANCE DEVELOPMENT SO.3 Building knowledge and skills KPA 3.1. Developing and delivering capacity building programmes for users aligned with the needs of the labour market KPA 3.2. Professionalising the practice of labour relations 24

  25. Pg 35 25

  26. Professionalising the practice of labour relations A World First Partnership between CCMA, Bargaining Councils and 6 universities is delivering the Labour Dispute Resolution Practice Qualification which promotes accessibility to quality skills development across the labour market In this financial year the focus will be on further bedding down the programme and in particular ensure compliance with a stringent set of CCMA standards. 26

  27. GOAL 2: STRIVE FOR ORGANISATIONAL EFFECTIVNESS SO.4 Optimising the organisation KPA 4.1. Embed a culture that facilitates implementation of the new strategic direction KPA 4.2. Utilise resources optimally KPA 4.3. Provide for continuous professional development aligned with the needs of the organisation and our people 27

  28. Pg 36 7 37 28

  29. Optimising the Organisation • Supply chain systems will be strengthen to ensure absolute compliance with all supply chain management standards. This is especially in light of the Cape Town lease challenges. • Emphasise will be on ensuring the effective adoption of the new dti codes, new Treasury regulations and further fostering good governance practices. • Review and considering innovative ways to recover costs 29

  30. CCMA IMPACT 2014-2015 Intervened in 236 incidents of public interest industrial action and resolved 85.3% of these. Defended equal access for all by having successfully challenged the right for limited legal representation in arbitration CCMA & DOL Labour Law Amendments Kimberley Road Show (Protea Hotel Big Hole ) 30

  31. OVERVIEW OF THE BUDGET YEAR ENDING 2016 AND THE MTEF ESTIMATES 31

  32. OVERVIEW OF 2015 BUDGET AND MTEF ESTIMATES Administration includes expenditure for Operations, CMS, HRr, Facilities, Supply Chain, Finance, Internal Audit and Risk Management Unit. Institutional Development includes expenditure for Capacity Building and Outreach, Jobs Savings Unit and Opening new offices. Corporate Governance includes expenditure for the Governing Body. Social Services includes expenditure for Dispute Resolution, Labour Law Amendments, Legal Services, Mediation and Collective Bargaining. 32

  33. OVERVIEW OF 2015 BUDGET AND MTEF ESTIMATES 33

  34. OVERVIEW OF 2015 BUDGET AND MTEF ESTIMATES NOTES The budget for the financial year 2015/2016 has been informed by the CCMA SENZ’UMEHLUKO MAKING A DIFFERENCE 2015/16-2019/20 STRATEGY. The New STRATEGY calls for realigned budget in the delivery areas of dispute prevention and management, workplace mediation and awareness raising activities in order to embed the broadened mandate . The organisational structure is under review to ensure that it supports the delivery of the new strategy. This possibly may create new vacancies and require enhancing existing support structures. 34

  35. UPDATE ON LABOUR LAW AMENDMENTS IMPLEMENTATION 31

  36. 1105 EE cases have been referred. In summary; The challenge is in parties lack of skills in bringing such cases Unfair discrimination and in particular sexual harassment continues despite constitutional & legislative prohibition of unfair discrimination CCMA Commissioners Indaba 2014 swearing in of Labour Law Amendments Specialist Commissioners . 35

  37. Implementation of Employment Laws Amendments CCMA & DOL road shows have been held nationally A broad-based muliti-platformed CCMA national communication campaign will start on the 1 April 2015

  38. CCMA MANAGEMENT COMMITTEE Revolutionising Workplace Relations 37

More Related