20041 overview. 2 vision to promote social justice and economic growth with the social partners by...
DESCRIPTION
20043 MISSION STATEMENT For ourselves we hold dear professionalism, integrity and service and the value of sharing trustworthy relationships For the CCMA we hold ourselves accountable for sustaining our vibrant diverse community, united by a thirst for learning and strengthened by self-discipline For the public we hold fast to our commitment to transforming labour relations by resolving disputes fairly and sharing our knowledge widely For Africa we hold high the ideals of equity, social justice and shared prosperity CCMATRANSCRIPT
20042004 11
OVERVIEWOVERVIEW
20042004 22
VISIONVISION
To promote social justice and economic growth with the social partners by transforming relations in the labour
market
This will be achieved by delivering high quality, low cost, dispute resolution and prevention services
CCMACCMA
20042004 33
MISSION STATEMENTMISSION STATEMENTFor ourselves we hold dear professionalism, integrity and service and the value of sharing trustworthy relationships
For the CCMA we hold ourselves accountable for sustaining our vibrant diverse community, united by a thirst for learning and strengthened by self-discipline
For the public we hold fast to our commitment to transforming labour relations by resolving disputes fairly and sharing our knowledge widely
For Africa we hold high the ideals of equity, social justice and shared prosperity
CCMACCMA
20042004 44
CCMA VALUESCCMA VALUES
Integrity
Non-discrimination, embracing diversity
Maturity
Accountability
Service and teamwork
CCMACCMA
20042004 55
CCMA STRUCTURECCMA STRUCTURE
CCMACCMA
Governing Body
Director
NationalRegistrar
NSCDispute Management
NSCDispute Resolution
NSCInstitution Building
CSCProvincial
Operations & Information
Finance
Information Technology
Administration
ETD
Human Resources
Commissioners
Registry
20042004 66
AREAS OF FOCUSAREAS OF FOCUSDispute resolution:
o Pre-conciliationo Conciliationo Arbitrationo Con/Arbo Facilitation
Dispute management
Institution building
CCMACCMA
20042004 77
CCMACCMA
Key statistics for
2003/2004
20042004 88
82%
7%
3%
3%
3%
2%
Dismissal
Unfair Labour Practice
Mutual Interest
Collective Bargaining
Other
Severance pay
CCMACASELOAD BY ISSUECASELOAD BY ISSUE
Note: Other includes BCEA, EEA, SDA, UIA
20042004 99
CCMACCMACASELOAD BY SECTORCASELOAD BY SECTOR
(OTHER SECTORS LESS THAN 5%)(OTHER SECTORS LESS THAN 5%)
5%
5%
7%
7%
11%
12%
17%Retail
Domestic
Private Security
Building/Construction
Business/Professional
Food/Beverage
Agriculture
20042004 1010
35%
20%
13%
7%6% 6%
5% 5%2%
Gauteng KZ/Natal W.Cape N.West Free State E.Cape Mpum Limpopo N.Cape
CCMACCMACASELOAD BY PROVINCECASELOAD BY PROVINCE
20042004 1111
DISPUTE RESOLUTION EXPERIENCE (past 8 years)DISPUTE RESOLUTION EXPERIENCE (past 8 years)
Average of 86 000 disputes referred per annum
Some 510 cases referred per day – 1 per minute of every working day
97% of all jurisdictional cases are scheduled within 30 days
More than 80% are dismissal disputes – majority individual dismissals
Over 75% of referrals not represented by a Trade Union
More than 70% of cases settled by conciliation – some settled by conciliation only at the arbitration hearing (expensive settlements)
CCMACCMA
20042004 1212
DISPUTE RESOLUTION EXPERIENCE (Amendments)DISPUTE RESOLUTION EXPERIENCE (Amendments)
s188A Pre-dismissal arbitration
o 99 referrals - increase of 725% over 2002/2003
s189A Facilitation
o 182 referrals - increase of 379% over 2002/2003
s143 applications received : 4648
o CCMA (66%)
o Bargaining Councils (37%)
CCMACCMA
20042004 1313
CCMACCMA
Improve the basic CCMA dispute resolution services
Implement a performance management system to ensure adherence to all dispute resolution requirements
Make optimal use of expedited dispute resolution process
Design & implement a quality control system to ensure a nationally consistent dispute resolution service
STRATEGIC FOCUS FOR NEXT THREE YEARS
20042004 1414
CCMACCMA
Establish specialist services with distinctive competencies
Conduct high impact dispute management and institution building interventions
Conduct strategically important and complex dispute resolution interventions
Effectively market the specialised services
Generate income from specialist services
Develop legal capacity to effectively deal with legal matters and challenges facing the institution
STRATEGIC FOCUS FOR NEXT THREE YEARS
20042004 1515
CCMACCMA
Develop appropriate regulatory system
Regulate dispute resolution delivery
Regulate labour relations education, training and development
STRATEGIC FOCUS FOR NEXT THREE YEARS
20042004 1616
CCMACCMA
Strengthen research capabilities
Conduct well targeted, high quality research to guide and support the work of dispute resolution, specialised services and registry
Establish networks and links with research institutions
STRATEGIC FOCUS FOR NEXT THREE YEARS
20042004 1717
CCMACCMA
Improve support services
Develop and implement a culture of internal customer service
Develop and implement a comprehensive functional HR service
Continually enhance fully functional, accessible, world class operating and reporting systems, ensuring data integrity
STRATEGIC FOCUS FOR NEXT THREE YEARS
20042004 1818
CCMACCMA
DISCUSSION