CCMA ANNUAL REPORT

Commission for Conciliation, Mediation and Arbitration Annual Report 2022/23

2.4. PROGRESS TOWARDS ACHIEVEMENT OF INSTITUTIONAL IMPACT AND OUTCOMES The CCMA produced a Mid-Term Impact Assessment Report in line with several policy provisions. The Mid-Term Impact Assessment covered the progress made during the CCMA’s first two (2) and half years’ implementation of the outcome indicators and five (5)-year targets as set out in the 2020/21-2024/25 Strategy. The results in the Mid-Term Impact Assessment highlighted that the CCMA remains on track with its delivery on all outcome indicators as well as its realisation of the impact. In this regard, a total of 12 out of 15 (80%) outcome indicators have been achieved and exceeded in some instances. Overall, the majority of the interventions delivered by the CCMA over the last two and half years are realising the intended results in the South African labour market. The CCMA commits to navigating through the numerous challenges experienced in order to ensure that the impact statement is achieved by the end of the current five (5)-year Strategy. 3. INSTITUTIONAL PROGRAMME PERFORMANCE INFORMATION ADMINISTRATION The CCMA aims to successfully deliver on its objectives through a cohesive, well-structured organisation, in which people, processes and systems perform optimally. As a publicly accountable entity, the focus will continue to be a clean administration and resources optimisation. The focus is on the development of human and organisational capacity towards building a world-class institution. This requires a series of strategic human resource interventions aimed at attracting, developing and retaining talent. By its very nature, the CCMA is an information-intensive organisation, requiring a strong, reliable and integrated Information Management System, underpinned by the best in range ICT platforms, leveraging on opportunities presented by the Fourth Industrial Revolution (4IR) to sustain a high performing institution. • Enhanced financial viability for organisational sustainability • Improved employee turn-over rate • Improved ICT service quality 3.1.1. OUTCOMES, OUTPUTS, OUTPUT INDICATORS, TARGETS AND ACTUAL The CCMA introduced a case recording repository known as the “eServices Portal” , which will be used for the purposes of uploading, storing and retrieving recordings done using portable digital recorders. This newly-created platform replaces platforms like DropBox, WeTransfer, FileGooi, etc. thus enabling the CCMA to have one universal and standardised platform for audio file storing and sharing. The ICT embarked on a parallel process to configure the Microsoft Teams’ advanced features to augment the current decentralised Call Centre portion as a way of in-sourcing a contact centre solution. Microsoft Power Business Intelligence (BI) is being used to generate activity contact centre reports. The ICT has rolled out a technology known as Software Defined Wide Area Network (SDWAN) which ensures the central manageability, reduced costs and improvement in connectivity across all CCMA offices nationally thus minimising network downtime. As part of the adoption of cloud-first technologies, the CCMA has onboarded a significant number of servers into the Microsoft Azure cloud services under the Infrastructure as a Service offering. Some services such as Application and Virtual Private Network (VPN) Gateways have been rolled out under the Platform as a Service banner. 3.1. PROGRAMME ONE (1): ADMINISTRATION TABLE 2: PROGRAMME ONE (1): ADMINISTRATION PROGRAMME ONE (1)

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