First Draft
Presentation on ELRC
Budget
Three-Year Strategic Plan &
Annual Performance Plan
For the Fiscal Years: 2013-
2015
13 March 2012
Honourable members of the
Education Portfolio Committee:
Ms HH Malgas, Chairperson
ANC
Ms N Gina
Ms NW Madikizela-Mandela
Mr ZS Makhubele
Ms AC Mashishi
Ms FF Mushwana
Mr JJ Skosana
Mr DC Smiles
Mr WG James
Ms L Adams
Mr AM Mpontshane
Ms HS Msweli
Mr MH Hoosen
Mr NM Kganyago
Mr RB Bhoola
Ms C Dudley
ANC
ANC
ANC
ANC
ANC
ANC
DA
DA
COPE
IFP
IFP
ID
UDM
MF
ACDP
Introduction
• The strategic objectives and operations of the ELRC
have been aligned with government’s priority
outcome 1 (improved quality of basic education);
Action Plan to 2014 and Sadtu’s vision 2030.
The strategic principles:
• To engage in reasearch that prioritizes the study of
factors which promote labour peace, educator morale
and educator wellbeing;
• To provide dispute resolution services through
proactive dispute prevention, in a bid to ensure
labour peace, and to prevent disputes of rights and
mutual interest through intervention and mediation;
Introduction (Cont.)
• To provide collective bargaining services by maximising
the scope of the parties to Council, and promoting the
best fit between good educational outcomes and a fair
deal for the teaching profession;
• To provide training for dispute resolution practitioners,
panellists, prosecutors and intermediaries to ensure a
rights based approach to dispute resolution, with a
central focus on the rights of children; and
• To participate in special initiatives and campaigns,
such as the Quality Learning and Teaching Campaign
(QLTC), Teacher Laptop Initiative (TLI), Teacher
Development (TD) and the ELRC-Prevention Care and
Treatment Access (PCTA) project.
Legislative Mandates
Key legislation related to the mandate of the Council
Constitution of RSA:
• Section 23
• Section 28(2)
• Section 29(1)
• Labour Relations Act 66 of 1995
• Basic Conditions of Employment Act 75 of 1997
• Employment of Educators Act 76 of 1998
• Further Education and Training Colleges Act 16 of 2006
Legislative Mandates
• Childrens’ Bill of Rights of 2007
• Sexual Offences Act 32 of 2007
• Child Care Act 74 of 1983 amended 01-04-2010
• Criminal Procedures Act 65 of 2008
Supporting Legislation
• Employment Equity Act 55 of 1998
• Skills Development Act 97 of 1998
• Public Finance Management Act 1 of 1999
• Promotion of Access to Information Act 54 of 2002
Other Mandates
• Delivery agreement between the Minister of Basic
Education and the President
• Action Plan to 2014: Towards the Realization of
Schooling 2025 – Gazette Number 752 of 2010
• SADTU’s 2030 Vision
ELRC Programmes
• Programme 1: Dispute Management Services
• Programme 2: Collective Bargaining Services
• Programme 3: Executive Services
• Programme 4: Corporate Services
• Programme 5: Capital Expenditure
ELRC Organogram
Situational Analysis
• The Medium Term Strategic Framework (MTSF) of the
Government for 2009 – 2014 has been taken into
account in the development of the ELRC’s strategic
Plan. The priority area of access to quality education
guides the strategic plan in terms of outcome 1
(Improved Quality of Basic Education) which is at the
centre of the government’s approach.
• The ELRC commits to ensure that Strategic Priority 1 of
the government’s priorities and programmes is
paramount in the strategic planning process as it
relates to teachers’ conditions of service and career
prospects.
Organisational Environment
• Adequate human resources
• Outsource panellists
• Professional development for Dispute Resolution
Practitioners
• All of the above contributes to a culture that is
achievement oriented
Strategic Planning Process
• Governing structures provide direction.
• All members of the management team are involved.
Strategic Outcome Oriented
Goals
Strategic Objectives
The following strategic goals are incorporated in the ELRC
programmes:
• Strategic Goal 1: Provide efficient resolution of disputes
within prescribed and pre-approved time limits
• Strategic Goal 2: Assist Provincial Departments of
Education in the improvement of resolving grievances by
decreasing the number of grievances registered
• Strategic Goal 3: Strengthen the arbitration and conciliation
skills of dispute resolution practitioners by providing
relevant pre-approved training and development to all
parties concerned
Strategic Objectives (Cont.)
• Strategic Goal 4: Facilitate and Promote the
collective bargaining process on matters of mutual
interest
• Strategic Goal 5: Monitor the implementation of
Collective Agreements
• Strategic Goal 6: Maintain good corporate
governance and promote organisational effectiveness
and efficiency
Risk Management
Collective Bargaining
• The economic situation and lack of commitment from
parties to Council towards bargaining may impede the
conclusion of matters being negotiated.
• Reduce the time taken for obtaining mandates and
follow up regularly on progress made
Risk Management (Cont.)
Dispute Resolution Management
• The attitude of parties towards a speedy resolution of
disputes may negatively impact the processes of
speedy resolution of disputes.
• The sensitivity of disputes involving children as victims
or witnesses need to be handled with care and thus
may affect the speedy resolution of such disputes.
• Special training is being provided to panellists and
other role players in the resolution of such disputes.
Special venues are arranged to hear these disputes.
Risk Management (Cont.)
• Frivolous disputes relating to appointments may delay
the resolution of these.
• Continuous update of referral forms to complement
these types of disputes. Continuous training of dispute
resolution practitioners.
Risk Management (Cont.)
Funding Operations
• The delay in agreeing to a levy increase will greatly affect
the ability of Council to carry out its duties towards the
achievement of objectives.
• Ensure that negotiations for a levy increase start early
before the expiry of the two year period it normally
takes to reach agreement.
ELRC Annual Performance Plan
Introduction
• This Annual Performance Plan (APP) 2012/13 is
guided by the long-term plans of government, the
MTSF and subsequent political priorities.
• The priorities that have guided development of the
plan are:
• The replacement of the Ministry of Education (1994 –
2009) with two Ministries – the Ministry of Higher
Education and Training and the Ministry of Basic
Education – has led to the need to produce two APPs.
An APP has been produced for Basic Education.
Introduction (Cont.)
• The Action Plan to 2014: Towards the Realization of
Schooling 2025 (DBE, 2010) provides a significant and
detailed plan for the improvement of basic education, to
which the Council must contribute within the scope of
its mandate.
• A second important influence on this APP is the Delivery
Agreement for Outcome 1 (Improved Quality of Basic
Education) signed by the Minister of Basic Education on
29 October 2010.
• Particular attention has also been given to SADTU’s
Vision 2030.
Introduction (Cont.)
• The key steps the Council will be implementing in the
fiscal years 2013 – 2015 to realise the objectives set
out in the APP are set out below:
• Research and monitoring and evaluation activities will
provide an evidence base for improved policies and
policy implementation in basic education which will
promote labour peace, educator morale and educator
wellbeing.
• Disputes of rights and mutual interest will be
prevented where possible through intervention and
mediation and collective agreements will be enforced;
the rights of children involved in disputes will be given
special attention.
Introduction (Cont.)
• Collective bargaining processes will maximise the scope
of the parties’ shared interest to achieve the best
possible fit between good educational outcomes and a
fair deal for the teaching profession.
• Appropriate support and training will be provided for all
involved in dispute resolution and collective bargaining.
• Training of DRPs, intermediaries and panellists will
provide the basis for an effective, rights-based
approach to the core activities of the Council.
• Sound communication strategies, special initiatives and
campaigns will complement the core activities of the
Council
Situational Analysis – Performance
Delivery Environment
• The ELRC operates in the public education labour relations
environment. Since 1994 it catered for the employer and
employees in terms of the Employment of Educators Act.
The ELRC renders its services of labour relations in terms of
the Labour Relations Act and discharges its services to both
employers and employees.
These services include:
• Collective Bargaining Services both nationally and in the
provinces primarily facilitating consultations between the
parties.
• The promotion of labour peace through the resolution of
mutual interest disputes and the resolution of individual
rights disputes.
Situational Analysis – Performance
Delivery Environment (Cont.)
• The Council expanded its services over time to
include research and development of pertinent
matters to employment relations in public education,
training and development, and special initiatives to
support delivery in public education.
• Council currently caters for 410 000 educators in
basic education.
• Over the last three years the education environment
has been split into two distinct areas: Basic Education
and Higher Education and Training (FETC).
• Possible establishment of an Adult Education and
Training (AET) bargaining unit.
Organisational Environment
• With specific reference to the challenges of performance
delivery the Council for Basic Education primarily operates
through nine provincial chambers and a national office. The
funding model is an equal contribution from the employer
and the employees, presently R5 from each party, totalling
R10 per month per employee.
• Our organisational structures and processes are well
established to deliver labour relations services to Basic
Education.
• Deliver services to FETC sector.
• In respect of the AET process the Council is still to engage
in processes to establish structures to deliver services.
Overview of 2013 Budget & MTEF Estimates
Notes to Budget
INCOME
1. Income remain static over the MTEF period
2. Based on 400K contributors
3. Strategic outcome oriented goals have not been
compromised
4. The available accumulated reserves supplement incomer
EXPENDITURE
FUNDING OF PROGRAMMES
•
•
•
•
Dispute Management Services – 19.5%
Collective Bargaining and Related Services - 43%
Support Services - 26%
Capital Expenditure – 11.5%
Notes to Budget Cont.)
3. The budgeted income for 2011/2012 is based on a
levy of R10 which is the same as in the previous year.
4. Income and Expenditure for FETC sector is excluded
Allocation of Budget to Various
Programmes
Expenditure 2012/13
Capital Expenditure
12%
Dispute Management
Services
19%
Support Services
26%
Collective Bargaining
Services
43%
Programme 1: Dispute Management
Services
• The purpose of Programme 1 is to manage disputes
proactively. This includes prevention of disputes by,
for example, defusing conflicts that can disrupt
teaching and learning; it also includes dispute
resolution. Professional development and training is
included in Programme 1 to ensure that DRPs and
Panellists can operate effectively; particular
emphasis is placed on training that helps to protect
the rights of children involved in special disputes.
Strategic Objectives: DMS
• Strategic Objective 4.1.1 (a): Provision of dispute
resolution services
• Strategic Objective 4.1.1 (b): Resolution of
special disputes
• Strategic Objective 4.1.2: Prevention of disputes
• Strategic Objective 4.1.3: Training &
Development Services
• Strategic Objective 4.1.4: Professional
development and training
Annual Targets for 2013: DMS
• 4.1.1 (a): Provision of dispute resolution services
• Target: 100%
• 4.1.1 (b): Resolution of special disputes involving children
• Target: 70% of arbitrations to be resolved
• 4.1.2: Prevention of disputes
• Target: 60% of grievances finalised per province
• 4.1.3: Training & Development Services
• Target: 240 DRP and panellists
• 4.1.4: Professional development and training
• Target: 70 DRP in all provinces
Programme 2: Collective Bargaining
Services
The purpose of Programme 2 is:
• To contribute to the Council’s vision of a strengthened
social contract between government, teacher unions
and civil society that helps to create a conducive
environment for improved quality in teaching and
learning.
• To maximise the scope of the parties’ shared interest,
promoting the best possible fit between good
educational outcomes and a fair deal for the teaching
profession.
Programme 2: Collective Bargaining
Services (Cont.)
• To promote collective bargaining at national and
provincial levels to ensure the development of
effective policies for quality public education in a nondisruptive environment for teaching and learning.
• To promote respect for international conventions,
Constitutional rights and values and labour legislation
in the management of collective bargaining.
• To support and facilitate special initiatives and
campaigns.
Strategic Objectives: CBS
• Strategic Objective 5.1.1 (a): Collective
bargaining on matters of mutual interest in
public education
• Strategic Objective 5.1.1 (b): Provision of
facilitation services to support collective
bargaining at national and provincial levels
• Strategic Objective 5.1.2:Research on teacher
wellfare and national development issues
Annual Targets for 2013: CBS
• 5.1.1 (a): Collective bargaining on matters of
mutual interest in public education
• Target: 20% of agreed matters of mutual
interest
• 5.1.1 (b): Facilitation services - To ensure
adequate post provisioning in all nine provinces
• Target: 90% distribution of posts)
• 5.1.2: Research services - Evidence based
teacher wellfare and national development
issues identified
• Target: Attend Education Conference
Quarterly Targets for 2013: CBS
Provincial
• 5.1.1(a): Preparing for and managing collective bargaining
(Annual workshops, PPN
• Target: Evaluation and planning done by 4th quarter
•
•
•
•
5.1.1(b): Information sharing
Employee wellness – Target: Declining rate of absenteeism
School safety – Target: Incidents and schools declined
Skills development – Target: Teachers with skills gaps trained
• 5.1.2: Implementation and monitoring of collective
agreements
• PPN – Target: Reports received and analysed by chamber
• PILIR – Target: Reduction in number of PILIR cases
• Temporary educators – Target: Temporary educators utilised
maximally and effectively
Programme 3: Executive Services
The purpose of Programme 3 is:
• To manage all the service divisions of the
Council to ensure that stakeholders derive
maximum value from all the activities of the
Council and to intervene in order to circumvent
labour unrest, nationally and provincially.
• To ensure the sound financial and risk
management of the Council.
Programme 3: Executive Services (Cont.)
• To ensure sound governance of the Council.
• To support continuous quantifiable
productivity of knowledge efforts internally.
• To build the corporate image of the ELRC.
Strategic Objectives: ES
• Strategic Objective 6.1.1: Facilitation
Services
• Strategic Objective 6.1.2: Financial
management, accounting and compliance
services
• Strategic Objective 6.1.3: Communication
services
Annual Targets for 2013: ES
• 6.1.1: Facilitation Services - Prevention of disputes and
promoting collaboration and collective bargaining
• Target: Capacity to prevent disputes is enhanced in
collaboration with PEDs and unions
• 6.1.2: Financial management, accounting and
compliance services - To ensure an unqualified audit
an no repeat audit findings
• Target: 0
• 6.1.3: Communication services
• Target: Compile quarterly publications on
developments in labour law and collective bargaining.
Conduct annual market research on quality of services
offered by the council.
Programme 4: Corporate Services
• The purpose of Programme 4 is to provide
financial, HR and administrative support to the
core operational functions to deliver an efficient
and effective service on its mandates.
• The programme is made up of the following sub
– programmes:
• Financial and accounting services
• Administration services which include
Information Technology
• Mobilising employees services
Strategic Objectives: CS
• Strategic Objective 7.1.1: Maintain and improve
financial and administrative systems
• Strategic Objective 7.1.2: Procure goods and
services within policies and guidelines
• Strategic Objective 7.1.3: Maintain good labour
relations
• Strategic Objective 7.1.4: Train and develop staff
Strategic Objectives: CS (Cont.)
• Strategic Objective 7.1.5: Ensure a healthy and
safe work environment
• Strategic Objective 7.1.6: Maintain and improve
the premises and security systems respectively
• Strategic Objective 7.1.7: Provide reliable
information technology and communication
systems
Annual Targets for 2013: CS
• 7.1.1: Maintain and improve financial and
administrative systems.
• Target: No adverse impact on operations
• 7.1.2: Procure goods and services within policies
and guidelines
• Target: No major disruptions to operations
• 7.1.3: Maintain good labour relations
• Target: Zero grievances
• 7.1.4: Train and develop staff
• Target: 80% of employees trained and developed
Annual Targets for 2013: CS (Cont.)
• 7.1.5: Ensure a healthy and safe work
environment
• Target: Zero injuries at work
• 7.1.6: Maintain and improve the premises and
security systems respectively
• Target: No major incident
• 7.1.7: Provide reliable information technology
and communication systems
• Target: Systems not older than five years
Programme 5: Capital Expenditure
• The purpose of Programme 5 is to provide
the necessary capital resources to ensure
effective and efficient delivery of the
Council’s operations to fulfill their mandate.
Strategic Objectives: CE
• Strategic Objective 8.1.1: Manage the
property and assets of the Council with
focus on increasing effectiveness, economy,
transparency and integrity
• Strategic Objective 8.1.2: Timeous
procurement to be delivered.
Annual Targets for 2013: CE
• 8.1.1: Manage the property and assets of the
Council with focus on increasing effectiveness,
economy, transparency and integrity
• Target: 30% of plan completed
• 8.1.2: Timeous procurement to be delivered.
• Target: Services not hampered due to non
delivery or procurement
THANK YOU.