1. Parliamentary Portfolio Committee Presentation
2008/2009 Budget & Planning
25th March 2008

2. Presentation Synopsis
BUDGET 2008 / 2009
Methodology & Policy
2008/2009 Budget Proposal
Challenges
Planning 2008 / 2009
Tsoso Strategy
Vision, Mission & Values
Strategic Focus Areas
Goals and Measures
2008/ 2009 Year Plan
2008 / 2009 Year Plan excerpts
Operational Efficiencies

3. Budget 2008 / 2009

4. Budget Methodology & Policy
Zero based budgeting methodology adopted in line with Government’s Medium Term Expenditure Framework (MTEF)
2% increase projected in the grant received for the 2008/09 year and a 6% increase for the two financial years to the end of March 2011
For all other expenditure items the projection is an average 6% increase for the two financial years to end March 2011
The accumulated surplus for the MTEF projections as a percentage of the grant is 6% for the 2007/08 financial year, the policy position of the organization is to have it at 5% and for the MTEF projected period it is at 5%
The current ratio for the 2007/08 financial year is at 1.07:1 and for the 2010/11 financial year is at 1.51:1; the organisation will be able to meet its short term obligations
The organisation has taken a policy position to have cash on hand at all times to meet two months worth of obligations which translates to R45 million.

5. 2008 / 09 BUDGET PROPOSAL

6. Budget Challenges
The budget presented above will enable the Commission to carry out its mandate, however additional funding will assist in addressing the following challenges:
Implement digital recording for arbitration hearings
To ensure the quality of records filed for reviews in the Labour Court
Increase geographic access
Open new offices in areas such as Benoni and Rustenburg to improve access to the public
Implement full staff complement
The current budget caters for only 460 posts, while the budgeted staff for the organisation is 495 fulltime staff
Go green & show our support for the power crisis
Use renewable energy (Solar energy) in some offices to reduce reliance on power from Eskom

7. Planning 2008 / 2009

8. Tsoso Strategy ( “ revive, re-awaken” ) 2007 to 2010

9. Vision
In 2010 …
We will be trusted by our social partners to lead and facilitate the transformation of labour relations in South Africa. We will be evaluated by the quality of our processes and the value of our mediation, judgements and decisions, as well as our ability to resolve disputes fairly.
Our ideals of social justice, equity and shared prosperity are principles that will govern everything that we do. We will be proudly South African, and will be willing learn, and in turn to share our knowledge, skills and experience with our other African partners.
We will hold dear the principles of professionalism, integrity, service and the value of sharing trustworthy relationships – our employees and associates will be proud to build careers that are associated with the CCMA.

10. Mission
The purpose of the CCMA is to promote social justice and fairness in the workplace. This will be done through the delivery of ethical, quality, innovative and cost-effective services of Dispute Prevention and Dispute Resolution that are in accordance with the law.

11. Values Integrity, Honesty and Ethics Diversity
Transparency and Openness
Quality
Accountability, Responsibility and Commitment
Respect and Trust

12. Strategic 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.

13. 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

14. TSOSO STRATEGY GOALS GOAL 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 20%
By 2010 be an established ‘quality control’ role player and provider of continuous professional development through education, training and skills development services

15. Ensure user-friendly, quality services that are delivered with speed
TSOSO STRATEGY GOALS
GOAL 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 (process of 1st instance) [minimum target = 50%, stretch 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 , al process rework will be reduced by 20%
By 2010, all conciliations will be conducted within the statutory time frame
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

16. TSOSO STRATEGY GOALS GOAL 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, a budget model will be in place that will enable funding from government based on unit cost per projected number of services
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

17. Revised Structure (National)

18. 2008 / 2009 Year Plan
Year 2 of a comprehensive 3 year plan (refer Document Pack)
Addresses Strategic Focus Areas, Goals & Measures and Responsibilities
Delegated across Organisational Functions
Review of Year 1 plan accounted for
Communicated throughout Organisation via Provincial workshops
Translated into Provincial Year Plans

19. Capacity and Outreach Year 2 Plan
(excerpt)

20. 2008 / 2009 Year Plan
Mediation Year 2 Plan
(excerpt)

21. Operational Efficiencies
2008 / Year Plan
Operational Efficiencies

22. Revolutionising Workplace Relations
Thank you!
Revolutionising Workplace Relations