Annual Report 2014/15 - PHSDSBC Implementation of the con-arb process ... ccma – Council for Conciliation Mediation and Arbitration ... Annual Report 2014 | 2015 11

2014/15Annual Report

Public Health and Social Development Sectoral Bargaining Council | Annual Report 2014 | 2015 3

This Annual Report is dedicated to the Chairperson of the Public

Health and Social Development Sectoral Bargaining Council

(PHSDSBC), Mr Mahmood Fadal.

The Secretariat has the honour of presenting the 2014/15 Annual

Report of the PHSDSBC.

Dedication

Table of ConTenTs

PART A: PROFILE OF THE PHSDSBC ................................................................................................... 6

1. General information ............................................................................................................... 7

2. abbreviations/acronyms ....................................................................................................... 8

3. secretariat .................................................................................................................................. 10

3.1 Organisational structure .......................................................................................................... 10

3.2 Staff matters ............................................................................................................................ 11

3.3 Governance structures ............................................................................................................ 14

3.3.1 OfficeBearers............................................................................................................. 14

3.3.2 The Council ................................................................................................................ 14

3.3.3 Executive Committee ................................................................................................. 15

PART B: ORGANISATIONAL OVERVIEW ................................................................................................ 18

1. corporate strateGy .................................................................................................................. 19

1.1 Vision ....................................................................................................................................... 19

1.2 Mission .................................................................................................................................... 19

1.3 Values ...................................................................................................................................... 19

1.4 Strategic goals ......................................................................................................................... 21

2. foreword (tHe CHAiRPeRSon) .................................................................................................. 22

3. executive summary (tHe GeneRAl SeCRetARy) ................................................................... 24

PART C: LEGISLATIVE FRAMEWORK .................................................................................................... 26

1. labour relations act ............................................................................................................... 27

2. scope ............................................................................................................................................... 28

3. objectives ...................................................................................................................................... 28

4. powers and functions ............................................................................................................. 29

4 Public Health and Social Development Sectoral Bargaining Council | Annual Report 2014 | 2015 5

PART D: PROGRAMME PERFORMANCE ............................................................................................. 30

1. introduction ............................................................................................................................... 31

2. proGramme 1: administration .............................................................................................. 32

2.1 OfficeoftheGeneralSecretary.............................................................................................. 32

2.1.1 Role of the sub-programme ...................................................................................... 32

2.1.2 Review of strategic and annual performance plans .................................................. 33

2.1.3 Internationalstudyandresearchtours...................................................................... 34

2.1.4 Policies,procedures,processesandsystems.......................................................... 34

2.1.5 Monitoringandevaluationsystem............................................................................ 35

2.2 Corporate Services ................................................................................................................. 38

2.2.1 Income ....................................................................................................................... 39

2.2.2 Expenditure ............................................................................................................... 40

2.2.3 Cash and reserves ..................................................................................................... 41

2.3 Organisational Transformation ................................................................................................ 42

2.3.1 Branding, marketing and communications ............................................................... 42

2.3.2 Officespace.............................................................................................................. 42

2.3.3 Socialresponsibility.................................................................................................. 43

3. proGramme 2: collective barGaininG .............................................................................. 45

3.1 Strategic priorities .................................................................................................................. 45

3.2 The Council ............................................................................................................................. 45

3.2.1 Management of collective bargaining processes ...................................................... 45

3.2.2 Capacitybuildingprogrammes................................................................................. 53

3.2.3 Development of Chambers ........................................................................................ 53

3.2.4 Prominent issues ........................................................................................................ 57

3.3 Collective bargaining Chambers ............................................................................................ 58

3.3.1 Legislative framework ................................................................................................ 58

3.3.2 Keyresultareas......................................................................................................... 59

3.3.3 Chambers information ............................................................................................... 59

3.3.4 Bargaining processes ................................................................................................ 62

3.3.5 Status of meetings ..................................................................................................... 63

3.3.6 Development of Chambers ........................................................................................ 64

3.3.7 Conclusion of collective agreements ......................................................................... 64

3.3.8 Agenda items in the Chambers ................................................................................. 70

3.3.9 Ageanalysisofagendaitems................................................................................... 70

3.3.10 Chambers’ performance ........................................................................................... 81

3.4 Chambers’ prominent issues .................................................................................................. 82

3.4.1 Challenges ................................................................................................................. 89

4. proGramme 3: dispute manaGement ................................................................................... 83

5. statistical analysis.................................................................................................................. 97

5.1 Disputes referred per province ................................................................................................. 97

5.2 Disputes referred per department ............................................................................................ 98

5.3 Nature of disputes referred ..................................................................................................... 98

5.4 Unfair labour practice disputes ............................................................................................... 99

5.5 Unfair dismissals ..................................................................................................................... 100

5.6 Interpretation and /or application of agreements ..................................................................... 101

5.7 Unilateralchangetotermsandconditionsofemployment.................................................... 102

5.8 Matters of mutual interest ....................................................................................................... 102

5.9 Refusal to bargain .................................................................................................................... 102

5.10 Pre-dismissal arbitrations ....................................................................................................... 102

6. trends and patterns: 2013/2014 & 2014/2015 ..................................................................... 103

6.1 Disputes referred per month ................................................................................................... 103

6.2 Disputes referred per province ................................................................................................. 104

6.3 Disputesreferredbytradeunionsandindividuals.................................................................. 105

6.4 Disputes out of jurisdiction ..................................................................................................... 106

6.5 Implementation of the con-arb process ................................................................................. 107

6.6 Summary................................................................................................................................ 108

7. jurisprudence ........................................................................................................................... 109

7.1 Settlement agreements ............................................................................................................... 109

PART E: ANNUAL FINANCIAL STATEMENTS ........................................................................................ 114

PaRT aPROFILE OF THEphsdsbc

1. General information

registered name Public Health and Social Development

Sectoral Bargaining Council

registration number LR2/6/6/144

physical address Public Service Bargaining Centre

PHSDSBC

Building A & E

260 Basden Avenue

Lyttelton

Centurion

0176

postal address P.O. Box 11467

Centurion

0046

telephone +27 12 644 8118

fax +27 12 664 0745 / +27 12 664 8045

email address [email protected]

website www.phsdsbc.org.za

external auditor SizweNtsalubaGobodo

banker Nedbank


2. abbreviations/acronyms

aGm – Annual General Meeting

app – Annual Performance Plan

bcea–BasicConditionsofEmploymentAct

cbc – Collective Bargaining Committee

ccma – Council for Conciliation Mediation and Arbitration

con-arb – Conciliation-Arbitration

ceo–ChiefExecutiveOfficer

cput–CapePeninsulaUniversityofTechnology

denosa – Democratic Nursing Organisation of South Africa

doh – Department of Health

dosd – Department of Social Development

dpsa – Department of Public Service and Administration

ec – Eastern Cape

ems–EmergencyMedicalServices

exco – Executive Committee

fincom – Finance Committee

fri – Failure to Re-Instate

fs – Free State

Gp – Gauteng

Gs–GeneralSecretary

h&s –HealthandSafety

hcm – Human Capital Management

hiv/aids –HumanImmunodeficiencyVirus/AcquiredImmuneDeficiencySyndrome

hod – Head of Department

hospersa – Health and Other Service Personnel Trade Union of South Africa

hr – Human Resources

iaca – Interpretation or Application of Collective Agreements

ilera–InternationalLabourEmploymentRelationsAssociation

imlc – Institutional Management and Labour Committees

irasa – Industrial Relations Association of South Africa

Kpi–KeyPerformanceIndicator

Kpm –KeyPerformanceMeasures

KZn – KwaZulu-Natal

lp – Limpopo

lra – Labour Relations Act (of 1998 as amended)

mi – Mutual Interest

mp – Mpumalanga

mtef – Medium Term Expenditure Framework

nat – National

nc – Northern Cape

nehawu – National Education Health and Allied Workers’ Union

npswu – National Public Service Workers Union

nupsaw – National Union of Public Service and Allied Workers

nw – North West

oGs–OfficeoftheGeneralSecretary

ohs–OccupationalHealthandSafety

ohsc–OfficeofHealthStandardsCompliance

osd–OccupationalSpecificDispensation

pawusa – Public and Allied Workers Union of South Africa

pd – Protected Disclosure

pda – Pre-Dismissal Arbitration

pfma – Public Finance Management Act

phc–PrimaryHealthCare

phsdsbc – Public Health and Social Development Sectoral Bargaining Council

phwsc – Public Health and Welfare Sectoral Council

pmds–PerformanceManagementDevelopmentSystem

popcru – Police and Prisons Civil Rights Union

psa – Public Servants Association

pscbc – Public Service Coordinating Bargaining Council

rb – Refusal to Bargain

s&t – Subsistence and Travel

saepu–SouthAfricanEmergencyPersonnel’sUnion

sama – South African Medical Association

sanc – South African Nursing Council

tb – Tuberculosis

uctce–UnilateralChangetoTermsandConditionsofEmployment

ud – Unfair Dismissal

ulp – Unfair Labour Practice

us – Unfair Suspension

ws – Western Cape


3. secretariat

3.1 organisational structure

TheorganisationalstructureoftheSecretariatreflectstwenty(20)fundedposts.

Figure 1: Organisational structure

PHSDSBC ORGANOGRAM

GeneralSecretary

ResidentPanellist

PersonalAssistant

manager: Corporate Services

manager: Dispute

Management

manager: Collective Bargaining

manager: Organisational Transformation

DisputeManagement

Officer

CollectiveBargainingOfficer

DisputeManagement

Officer

CollectiveBargainingOfficer

Receptionist

Administrator Administrator

Administrator

CollectiveBargaining Officer

ITEngineer

DisputeManagement

Officer

Finance andAdministration

Officer

LogisticsAdministrator /

Driver

Cleaner

Senior FinanceOfficer

3.2 staff matters

Duringthe2014/2015financialyeartheSecretariatrecruited,affectingtheequitytargetandemployment

status and there where labour relations issues in terms of misconduct.

Table 1: Employment and vacancies

programme

baseline

2013/20142014/15 2014/15 2014/15

percentageno. of

employeesno. of posts

no. of

employeesvacancies

Officeofthe

GeneralSecretary2` 2 2 0 0%

Corporate

Services4 5 5 0 0%

Organisational

Transformation2 3 2 1 33%

Collective

Bargaining4 5 5 0 0%

Dispute

Management4 6 6 0 0%

total 16 21 20 1 33%

Table 2: Employment changes

salary band

employment

Beginning of

financial year

appointments terminations

employment

end of

financial year

Managers 5 0 0 5

Officers 5 3 1 7

Administrators 4 1 0 5

Assistants 1 1 1 1

total 15 5 2 18


Table 3: Reasons for staff leaving

reason number percentage

Death 1 5%

Resignation 1 5%

Dismissal 0 0%

Retirement 0 0%

Ill-health 0 0%

Expiryofcontract 0 0%

Transfers / Promotions 0 0%

total 2 10%

Table 4: Labour relations: misconduct and disciplinary action

nature of disciplinary action number

Verbal warning 2

Written warning 0

Final written warning 0

Dismissal 0

total 2

levels

male

black coloured indian white

current target current target current target current target

Senior

Managers3 0 0 0 0 0 0 0

Officers 3 0 0 0 0 0 0 0

Administrators 2 0 0 0 0 0 0 0

General

Assistants0 0 0 0 0 0 0 0

total 8 0 0 0 0 0 0 0

Table 5: Equity Target and Employment Equity Status - Male

levels

female

black coloured indian white

current target current target current target current target

Senior

Managers0 0 1 0 1 0 0 0

Officers 4 0 1 0 0 0 0 0

Administrators 4 0 0 0 0 0 0 0

General

Assistants1 0 0 0 0 0 0 0

total 9 0 2 0 1 0 0 0

Table 6: Equity Target and Employment Equity Status - Female


3.3 Governance structures

3.3.1 OfficeBearers

Section 14 of the constitution of the Council provides for the election of a Chairperson and Vice-Chairpersons.

TheChairpersonisappointedforaperiodoftwentyfour(24)monthsandtheVice-Chairpersonsforaperiod

of twelve (12) months.

3.3.2 the council

TheCouncilisthehighestdecision-makingstructureandisconstitutedbythefollowingtradeunionparties:

a) NEHAWU;

b) DENOSA;

c) PSA;

d) HOSPERSA; and

e) NUPSAW.

Clause 12 of the constitution of the Council sets the criteria for the appointment of representatives and

theiralternates.Intermsofclause12.2,thetradeunionsintheCouncilmayeachberepresentedbytwo(2)

representativesforthefirsttenthousand(10000)members,thenone(1)additionalrepresentativeforevery

additionaltwentythousand(20000)members,orpartthereof,uptoamaximumoffive(5)representatives.

ThetablebelowindicatestheauditedmembershipfiguresascalculatedinDecember2013.

Table 7: Membership figures as at 31 December 2013

union no. of members vote weight percentage no. of representatives

nehawu 103 813 32 5

psa 67 178 22

5(NPSWU) 6 305 2

Total 73 483 24

denosa 71 306 22

5(SAMA) 7 834 2

Total 79 140 25

hospersa 45 786 14 4

nupsaw 15 775 5

3(SAEPU) 3 380 1

Total 19 155 6

Grand total 321 377 100 22

Theemployerdelegationistheequivalentofthetotalnumberofrepresentativesofthetradeunionpartiesand

is drawn from the government departments of health and social development at provincial and national levels.

3.3.3 executive committee

The ExCo is the highest administrative structure of the Council and is assigned the following functions:

(a) to exercise and perform the powers, functions and duties of the Council relating to the supervision and

controloftheday-to-daymanagementandadministrationoftheCouncil;

(b) to determine standing orders for all committees, including the ExCo, sub-committees and ad hoc sub-

committees of the Council;

(c) to decide on the manner, in which matters that are referred to the Council, shall be dealt with and, if

necessary,torefermatterstoanothercommitteeorsub-committeeforadviceorrecommendation(s),

ortoanyotherbargainingcouncil;

(d) to appoint sub-committees and ad hoc sub-committees of the ExCo;

(e) toconsiderrecommendationssubmittedtoitbyothercommittees,sub-committeesandadhocsub-

committees;

(f) toidentifyresearchtobeundertaken;

(g) toconsiderallproposalssubmittedbythepartieswhenpreparingtheagenda,aswellasanysupporting

documentation for meetings of the Council and for the AGM;

(h) todealwithallmattersrelatingtostaffing;

(i) toinvestigateandreportonanymatterregardingtheregisteredscopeoftheCouncil;

(j) todoanythingnecessarytogiveeffecttodecisionsoftheCouncil;

(k) to monitor and enforce collective agreements concluded in the Council;

(l) toappointanactingGS toactwhen theGS isnotable to fulfilhisorher functions,or review the

appointmentofanactingGSthatwasmadebytheGSintermsofclause15.2.11,andtoappointa

different person to act as the GS;

(m) tofacilitatebilateralmeetingsbetweentheemployer,admittedtradeunionsandsectorChambers;

(n) to make recommendations to the Chairperson of the Council to discuss urgent matters that need to be

resolved; and

(o) toexerciseandperformanypoweranddutythatisconferredorimposedontheExCointermsofthe

Council’sconstitution,orthatisdelegatedbytheCounciltotheExCo,providedthattheCouncilmay

not delegate to the ExCo the powers and duties contemplated in clauses 7.8, 18.4, 24, and 25 of the

constitution and the power of the Council to delegate.


The ExCo is constituted as follows:

Table 8: The ExCo

executive committee

OfficeBearers

chairperson

Mr Mahmood Fadal

General secretary

MrMpumeleloSibiya

vice-chairpersons

Mr Tshepo Maseleme Mr Michael Shingange

employer labour

main alternate main alternate

Adv Maile Ngake Mr Thathi Tau Mr Tshegofatso Moralo Mr December Mavuso

MrMkhululiMntuyedwa Mr Moeketsi Radebe MrKhayaSodidi Adv Daniel Madiba

MrJoeyRoman Mr Gadizwe Nkomo Mr Jannie Oosthuizen Mr Leon Gilbert

Chairperson Mr Mahmood Fadal

General seCretaryMrMpumeleloSibiya

ViCe-Chairperson(eMployer)

Mr Tshepo Maseleme

ViCe-Chairperson(laBoUr)

Mr Michael Shingange

exeCuTive CommiTTeeo f f i c e b e a r e r s

e m p l o y e r

Adv Maile Ngake

Main Member

Mr Mkhululi

MntuyedwaMain Member

MrJoey

RomanMain Member

Mr Thathi

TauAlternate Member

Mr Moeketsi

RadebeAlternate Member

Mr Gadizwe

NkomoAlternate Member

l a b o u r

N E H A W U D E N O S A P S A

Mr Tshegofatso

MoraloMain Member

MrKhaya

SodidiMain Member

Mr Jannie

OosthuizenMain Member

Mr December

MavusoAlternate Member

Adv Daniel

Madiba Alternate Member

Mr Leon

GilbertAlternate Member

PaRT bORGANISATIONAL OVERVIEW

1. corporate strateGy

1.1 vision

Our vision is to be a leading bargaining council in the world.

1.2 mission

Our mission is to promote labour peace in the public health and social development

sectorsofSouthAfricaby:

(a) engaging in constructive collective bargaining, regarding issues of mutual interest

to all the parties to the Council; and

(b) facilitating dispute prevention measures to pre-empt the occurrence of disputes,

withinthesector,andtheresolutionofallsector-widelabourdisputes,speedilyand

to the satisfaction, of all the parties involved.

1.3 values

The Council’s values, as an organisation, and the basis for interaction between parties to

theCouncil,theCouncilitself,theSecretariatandexternalstakeholders,aswellasany

person or organisation that comes into contact with the Council, is outlined in the table.


values supporting statements

sound

relations

TheCouncilmanagesandnavigatesamyriadofrelationswithinternalandexternal

stakeholdersandserviceproviders.Managingtheserelationswithintegrity,mutual

respectandprofessionalismwillrepresentthehighestpriorityfortheCouncil.

harmony

As amultilateral entity theCouncil will always bemindful of the interests (even

whensometimesopposing)ofitspartiesandshalltreatsuchdiversityasastrength

and a cornerstone of the fulfilment of itsmission. Against this background, the

Council shall go to great lengths and efforts to accommodate the parties and to

manageinter-partyrelationsinamannerthatwillpromoteharmonyandpeaceful

coexistence.

ethics

The Council, the ExCo, the Chambers, the Secretariat and those who do business

in the name of the Council will uphold the highest ethical standards of conduct.

TheCouncil’s ethical conductwill be guided, first and foremost, by the respect

for, and adherence to South Africa’s constitution and its laws and the constitution,

rulesandregulationsoftheCouncil.TheCouncilwillensurethatall inits‘family’

iscapacitatedtoleadanethicalexistence.Consequently,unethicalbehaviourand

conductwillnotbetolerated,andwillbedealtwithappropriately.

fairness

Fairness shall guide theCouncil’s every action, aswell as its behaviour, as the

Councilinteractswiththeparties,theemployeeswhoseekrelieffromtheCouncil

andallitsstakeholders.TheCouncilshallalwaysdispenseitsservicesinafairand

impartial manner without fear or favour; and shall demand to be treated in a fair and

justmannerbythosewhocomeintocontactwithit.

sKills

The Council values professionalism and competent services and commits to

ensuring that all representatives of the parties to the Council, the Secretariat and

otherserviceproviderswillbeappropriatelyskilledandcapacitated to fulfil their

dutieswithconfidenceanddistinction.

shefs (sound relations, harmony, ethics, fairness and skills) shallbethewayoflifeintheCounciland

will inspire the Council to go the extra mile, in the pursuit of its mission of promoting labour peace in its sector.

Table 9: The Council’s values 1.4 strategic goals

The strategic goals provide the high level targets for services, and the priorities for the organisation for the

nextfive(5)years,whichistheperiodinwhichthestrategicplanwillbeimplemented.Inthiscasethestrate-

gic plan covers the period 2013/14 to 2017/18.

Figure 2: Strategic goals

promote labour peace in the sector

1 2enhance the visibility and

accessibility of the council

transformationof the council 3


2. foreword (tHe CHAiRPeRSon)

The Council has, over the financial year under

review, increased its capacity to manage the

disputes and conflicts referred to it, from the

workplace. However, the increased workplace

conflicts and the prevalence of dispute referrals

to theCouncil require all stakeholders toput the

citizenryexpectations,needsandaspirationsfirst,

as a basis for managing the relationship between

the Employer and Labour. This requires the

EmployerandLabourtoidentifyacommonground

fortheircoexistence,inrelationtothecitizenry,in

order to manage their respective concerns.

I am pleased to report that, through the collective

efforts of the Employer and Labour, these two

(2) constituencies, operating as partners within

the Council, have marched forward together, to

improve the public health and social development

serviceswithin the country, and therefore should

continue to initiate appropriate programmes within

the Council, for the benefit of public health and

social development workers in South Africa.

TheCouncilnowhasinplace,anoutstandingseniormanagementteam,headedbyMrMpumeleloSibiya,

theGeneralSecretary.IfIweretobeaskedwhattheCouncil’sgreatestassetis,Iwould,withouthesitation,

statethatitisthepeople,atalllevelswithintheCouncil.Werequirethismajor,humanintellectualinputifwe

aretoremainahead,prosper,andgrow,inthefuture.Wehavemanagedtoundertakeasystematicprocess

tooverhaultheinternalsystemsandcapacityoftheCounciltobetterachieveitsmandate,andservethe

sectorwithreneweddeterminationandproficiency,andsubsequently,wehavemanagedtoimproveonall

performanceefficiencies,acrossmostoftheoperations.

Thestrategicplanwilldeliversignificant improvementstotheCouncil’soperatingperformance,overtime,

fromthesmaller,lowercostoperatingbasetoafinanciallysoundbase.Importantly,thisisaplanforwhich

the current management, operational personnel and the Council, can be held accountable. The strategic plan

has,asitscentraltheme,thepromotionoflabourpeacewithinthesectorbydevelopinganeffectivesector

widesystemandcapacitytopreventtheoccurrenceoflabourstrifeandtackleanythreattolabourpeace,

swiftlyanddecisively.

The underlying basis for these strategic goals is facilitating effective and productive utilisation of

humancapital,by theEmployer, for sustainable, social andeconomicdevelopment, to reducepoverty,

Chairperson Mr Mahmood Fadal

unemployment,historical imbalancesandgender inequality.This isbeingachievedthroughcontributing

towardsthemanagementofalongandhealthylifeforallSouthAfricans,andcreatingacaringandintegrated

systemofsocialdevelopmentservicesthatfacilitateshumandevelopmentandimprovesthequalityoflife.

TributegoestoallmembersoftheCouncilwhohaveparticipatedinitsdevelopment.Intoday’sglobalworld,

buildingonthepresent isno longersufficient.Today,organisationsmustkeeppacewithchanges intheir

environment,tosecurerelevanceintheirfuture.ItisimperativethattheCouncilremains,asrelevanttoday

andtomorrow,aswhenitwasestablished.Itisimperative,thatitsbeneficiaries,finditnotonlyrelevant,but

worthwhile.

Withouttheenthusiasticparticipationfromthemembers,ourprocessesandthequalityofthedebatesinthe

Council,wewouldnothaveprogressed.Thefuturechallenges,particularlyinrespectoftherecentlabourlaw

amendments,arevaried,andinmanyinstancesrequireinternalexcellence,beforeexternalperceptionscan

change.WelookforwardtoparticipatingintheILERAconferencethatwillbehostedbySouthAfrica,inCape

Town, in September 2015.

Iconveymypersonalgratitudetoallthepeople/organisationswithintheCouncil,inparticulartheEmployer

and the Labour parties, together with the Council staff, for their continued support. Let us therefore march

forward together, to a healthier and more productive future.

chairperson

Mr Mahmood Fadal

31 March 2015


3. executive summary (tHe GeneRAl SeCRetARy)

On behalf of the Secretariat, I would like to present

the 15th Annual Report of the Council for the

2014/15 financial year. The premise within which

this report is construed, is located within the

strategic plan; because without an understanding

ofthephilosophicalconceptionuponwhichspecific

actions were based, the actions themselves

can neither be adequately understood, nor fairly

judged. This account of a year of intense action,

in the face of a number of headwinds, begins with

a brief review, of the challenges on which these

actions rest.

The period under review posed a new challenge,

due to a shrinking resource envelope, which meant

that the Council had to tighten its belt, through

the introduction of austeritymeasures.While this

objectiverealityconstraineditscapacitytodeliver

fullyon itsmandate,ascontained inthestrategic

plan, the Council managed to register a resilient

performance,andmadesignificantstridestowards

its core business of meaningful collective bargaining

and prompt dispute management.

Aspart of itsmission toprovide efficient andeffective collectivebargainingprocesses, theCouncil held

thirtysix(36)meetingsduringtheperiodunderreview,whichresultedintheconclusionoftwo(2)important

resolutionsonmattersofmutualinterest,viz,Resolution1of2014–RecognitionofImprovedQualifications

and Resolution 2 of 2014 - Transfer of Port Health Services. Complementing these resolutions, was also the

conclusion of Resolution 3 of 2014 - Increase in Levies.

In keeping with its undertaking of strengthening the support for the Chambers and the co-ordination between

the Council and its Chambers, the Gauteng and Limpopo Chambers were able to conclude resolutions on

theperformancemanagementanddevelopmentsystems.Anumberofpolicieswerealsoconsultedupon,

throughout the Chambers.

Consistentwithitsdesiretobuilditsprofile,theCouncilattendedthe7th ILERA African Regional Congress on

15 and 16 September 2014, in Botswana; the theme being: “The African Perspective on a Changing World of

Work: The increase of foreign investment in Africa, the extent of informal work, the impact of labour migration

andthegrowingimportanceofthepublicsectorimpactonthelabourmarket,employeerelationsandsocial

protection in Africa”.

General seCretary MrMpumeleloSibiya

In terms of dispute prevention, management and resolution, the Secretariat recorded a 5% increase in dispute

referrals from a total of 1 089 disputes in 2013/14 to 1 147 in 2014/15. Of the 1 147 cases received, 98%

werescheduledwithintheprescribedthirty(30)dayperiod.The2%shortfallwaslargelyduetorequestsfor

extensions. The increase in dispute referrals, is comprised of ULP, UD and the Interpretation or IACA.

Notably, fromanadministrativepointofview, the98%compliancewith theprescribed turnaround times,

bears testimony to the resolve of theCouncil to improve themanagement and expeditious resolutionof

disputes,inlinewiththeCCMAefficiencies.Notwithstandingtheprogress,theCouncilisstillchallengedwith

regards to the following matters of mutual interest:

• FinalisationofoutstandingOSDmatters

• Transferoffunctions(Directorate:InspectionstotheHSC)

• Constitutionalamendments

• Reviewofallcollectiveagreements

Theprogresswouldnothavebeenpossible,withouttheleadershipprovidedbytheChairperson,MrMahmood

Fadal,thevaluablecontributionandsupportoftheOfficeBearers,theExCo,theCBC,theDMC,theFinCom,

the Council and the tireless efforts of the staff members of the Secretariat.

General secretary

MrMpumeleloSibiya

31 March 2015

PaRT CLEGISLATIVE FRAMEWORK

1. labour relations act

TheexistenceoftheCouncil,whichwasformerlyknownasthePHWSC,untilthe

name change in 2007, can be traced back to the LRA, in section 37 which states:

The public service coordinating bargaining

Council may, in terms of its constitution and by

resolution designate a sector of the public service

for the establishment of a bargaining council.

Pursuant to the aforementioned section, the PSCBC designated the Council as a

bargaining council in 1999.

“ “


2. scope

TheCouncilencompassestheStateastheemployer,anditsemployees,whofallwithintheregisteredscope

oftheCouncil,viz.employersandemployeesemployedin:

(a) the department of health in the national sphere of government;

(b) the nine (9) departments of health in the provincial spheres of government;

(c) the department of social development in the national sphere of government;

(d) the nine (9) departments of social development in the provincial spheres of government; and

(e) allotheremployees,whoareemployedinhealthandsocialdevelopmentfacilitiesunderthePublicService

ActandtheCorrectionalServicesAct,theiremployers,andotherhealthandsocialdevelopmentworkers

asdefinedinschedule1oftheCouncil’sconstitutionandemployedunderthePublicServiceAct.

TheCouncilwasregisteredwiththeDepartmentofLabouron28July1999.

3. objectives

The strategic objectives of the Council are to:

(a) promote labour peace in the public health and social development sector;

(b) promoteandmaintainsoundrelationsbetweentheemployeranditsemployees;

(c) promote negotiations and collective bargaining to conclude collective agreements on matters of mutual

interesttotheemployerandemployees,fallingwithinthescopeoftheCouncil;

(d) supervise and enforce collective agreements;

(e) promote the effective and expeditious resolution of disputes in the public health and social development

sector between:

i. theemployerandtradeunionsadmittedtotheCouncil;

ii. theemployerandtradeunionsnotadmittedtotheCouncil;

iii. theemployerandemployees,wheretheemployerhastherequisiteauthority toresolvesuch

disputes; and

iv. a party to the Council, and the Council itself or the GS, in relation to specific issues in its

constitution.

(f) promoteeffectivecommunicationbetweentheemployer, itsemployeesandthetradeunions inthe

public health and social development sector;

(g) promote effective communication and the coordination of the Council and its Chambers;

(h) complywithitsdutieswithinthescopeofitspowers,intermsoftheLRAandtheconstitution;and

(i) consideranddealwithothermattersthatmayaffecttheinterestsofthepartiestotheCouncil.

4. powers and functions

The Council derives its mandate from section 28 of the LRA, which is inclusive of, but not limited to the

following:

(a) conclusion of negotiated collective agreements on matters of mutual interest;

(b) implementation, monitoring and enforcement of collective agreements concluded in the Council;

(c) prevention and resolution of labour disputes;

(d) performanceofanydisputeresolutionfunctionimposedonitbytheprovisionsofitsconstitutionorthe

LRA,includingmanagementandthemaintenanceofcasemanagementsystemsandpolicies;

(e) raising,borrowing,lending,levyingoffeesandinvestmentoffunds;

(f) collection of levies and the administration of a fund to be utilised for resolving disputes, collective

bargaining, general administration and the human resources of the Council, in terms of the relevant

PSCBC resolutions;

(g) development of policies on matters within the Council’s jurisdiction and proposals to be made to

anotherinstitutionthatmayaffectthesector;

(h) determination,by collective agreement, of anymatter thatmaynotbean issue indispute, for the

purposes of a strike or a lock-out;

(i) promotion and establishment of training and education schemes;

(j) establishment, amalgamation or dissolution of Chambers of the Council within the sector and within

the variation of its scope;

(k) coordination amongst Chambers and between such Chambers and the Council, of the functions and

operations of such Chambers, including those related to collective bargaining and administration;

(l) determinationofappropriatestandardsoffinancialcontrolfortheCouncilandChambers,andservices

that must be maintained;

(m) provisionofaccommodationandoperationalservicestoChambers for thepurposeofefficiencyor

administrative convenience and, if appropriate, for the sharing of skills, expertise or resources;

(n) formulationandmaintenanceofsystemsandpoliciespertainingtotheCouncil;and

(o) the exercisingof anyotherpoweror performanceof anyother function thatmaybenecessaryor

desirable to achieve the objectives of the Council.

The aforementioned legislative framework provides the historical background that precipitated the

establishment of the Council.

PaRT dPROGRAMME PERFORMANCE

1. introduction

The mandate of the Council is managed through three (3)

programmes, viz:

programme 1 Administration

programme 2 Collective Bargaining

programme 3 Dispute Management


2. proGramme 1: administration

This programme has three (3) sub-programmes:

• Sub-Programme2.1:OfficeoftheGeneralSecretary

• Sub-Programme1.2:CorporateServices

• Sub-Programme1.3:OrganisationalTransformation

2.1 OfficeoftheGeneralSecretary

2.1.1 role of the sub-programme

TheOGSisresponsiblefortheoverallcoordinationofthefunctionsoftheSecretariat,andbyextension,that

oftheCouncil.TheGSistheaccountingofficerandreportstotheChairpersonandtheExCo,whichactsas

theboardofdirectorsfortheCouncil.ThemandateoftheGSisderivedmainlyfromtheconstitutionofthe

Council and its policies, procedures and regulations. Under the leadership of the GS, this sub-programme

was responsible for, inter-alia the following:

(a) Coordination of the development and adoption of the strategic plan that will serve as a roadmap for the

objectives of the Council;

(b) management of the development and implementation of the annual performance plan;

(c) management of the coordination of collective bargaining processes and dispute management functions;

and

(d) managementofthecoordinationofcorporateservicesandinformationcommunicationsandtechnology

services of the Council.

These functions are realised through three (3) programmes, viz. OGS, Corporate Services and Organisational

Transformation. Over and above these functions, the OGS is also responsible for projects. Despite these

projects being part of the strategic priorities of the Council, as per the strategic plan, when the annual

performanceplanwascosted,itbecameapparentthattheresourceenvelopewasinadequateforprojectsof

this magnitude, to be undertaken during the reporting period. This led to the Council assessing the level of

risk; whether to proceed with these projects, in spite of the limited resources; however, the results indicated

thattheriskfactorwastoohigh.Basically,shouldtheseprojectsbeundertaken,theorganisationwouldnotbe

abletosustainitscorebusinessinthesubsequentyears,whichwouldhavehadfarreachingrepercussionsfor

itsclients,stakeholdersandmostsignificantly,labourpeace.Consequently,theCouncilhadtoactprudently

byintroducingausteritymeasures,whichmeantthatcapitalexpenditureprojectshadtobefrozenforthetime

being, in favour of the operational expenditure programmes.

Paralleltothisintervention,theriskwasmitigatedbyinitiatingaprocessofreviewingtheCouncil’sfinancial

funding model, with a view to addressing the resource challenge. The outcome of this exercise will be reported

undercorporateservices.Belowisthedetailoftheprojectsthatwerefrozenduetofinancialchallenges.

Table 10: Sub-Programme 1.1 OGS

strategic goalundertake a systematic process to overhaul the

internal systems and capacity

strategic objective baselineactual

performancevariance comments

Organisational re-

engineering process

Manual

processes / silo

operations and

understaffed

Partiallyachieved Business process

reengineering,

appropriate

servicedelivery

model and

organisational

structure

Placed in

abeyance

Research and

developmentcapacity

None Not achieved Research and

development

capacity

Placed in

abeyance

Governance and

leadership model and

structures

Constitutional

amendments

Not achieved Reviewed

governance and

leadership model

and structures

Placed in

abeyance

Stakeholder (parties)

engagement framework

None Not achieved Reviewed

governance and

leadership model

and structures

Placed in

abeyance

2.1.2 review of the strategic and annual performance plans

Bearinginmindtheaforementionedcontextualbackdrop,theOGShadtocoordinatethereviewofthefive(5)

yearstrategicplan,andadjustittothenewMTEF.Thisexercisewasundertakenon23and24February2015,

andledtothedevelopmentandadoptionofanewroadmapforthe2015/2016-2017/2018MTEFcycle.

Complementing this process was also the development and adoption of the 2015/2016 APP. The strategic

prioritieswerere-inforcedandarereflectedbelow:

(a) Topromotelabourpeacewithinthesectorbydevelopinganeffectivesectorwidesystemandcapacity,

topreventtheoccurrenceoflabourstrifeandtackleanythreattolabourpeace,swiftlyanddecisively.

(b) ToimprovetheimageoftheCouncilasaserviceprovidertothemanyemployeesinthesectortowhom

theCouncilisthefirstpointofrecoursewhentheirrightsarethreatenedinthesector.

(c) Toundertakeasystematicprocess tooverhaul the internalsystemsandcapacityof theCouncil to

betterachieveitsmandateandtoservethesectorwithreneweddeterminationandproficiency.


Theabovestrategicprioritieswereboostedbytheadoptionofthenewfinancialmodel,whichpromisesto

bring more resources to enable the organisation to deliver on its mandate.

2.1.3 international study and research tours

The Council, as part of its continuous stride towards obtaining international standards of practice, attended

the 7th ILERA African Regional Conference from 15 to 16 September 2014 in Botswana. This event was

coordinatedby IRASA,a fullmemberof the ILERAsince1995, incollaborationwiththeBotswanaPublic

Service Bargaining Council. The theme of the conference was: “The African Perspective on a Changing

World of Work: The increase of foreign investment in Africa, the extent of informal work, the impact of labour

migrationandthegrowingimportanceofthepublicsectorimpactonthelabourmarket,employeerelations

and social protection in Africa”.

2.1.4 policies, procedures, processes and systems

The Council relies on a network of partners and progressive policy and legislative frameworks, viz, the

Secretariat,partiestotheCouncil,policies,procedures,processesandsystems,toexecuteitsfunctions.At

theleveloftheSecretariat,theCouncilhasanappropriatelyqualifiedandprofessionalworkforce,committed

and dedicated parties, and enlightened workplace management practices that facilitates the achievement of

its vision and mission.

Succefull strategy execution is highly dependent on how quickly, important, strategic and operational

decisions, are translated into action. This also depends greatly on howwell programmes aremanaged,

implementedandsupportedbyapolicyandregulatoryframeworkthatincludesaconstitution,financepolicy

andproceduremanual,disputeresolutionrulesandproceduresguideandahumanresourcespolicyand

procedure manual.

In acknowledging these imperatives, the Council undertook an extensive and intensive constitutional

amendmentexercise,assistedbythereputablelegalfirm,BowmanGilfillan.Thiswasoccasioned,bynotonly

theever-changingmacro-environment(political,economic,social,technologicalandlegislative)butalsoby

theefficiencyandeffectivenessofthemicro-environment(supportactivities,e.g.theCouncil’sinfrastructure,

humanresourcesmanagement,technologyandprocurementandprimaryactivities,e.g.inboundlogistics,

operations, outbound logistics, marketing and communication services).

With regard to the macro-environment, the Council took into cognizance the changes enforced by the

amendmentstotheindustryspecificlegislativeframeworks,suchastheLRA,BCEAandEmploymentEquity

Act.Atasocio-economiclevel,dueregardwasgiventothepressures,occasionedbypooreconomicgrowth,

whichexacerbatedthetriplechallengesconfrontingthecountry,viz.poverty,unemploymentandinequality.

This had a direct impact on the respective mandates of the stakeholders of the Council, which were, to

facilitatealongandhealthylifeforallSouthAfricans,acaringandself-sufficientsocietyandfacilitationofa

conducive working environment, through decent work.

TheunintendedconsequenceofthesechallengeswastheincreasedtensionbetweentheEmployerandtrade

unions in the sector. As such, prioritisation was given to the collective bargaining and dispute management

programmes; the results thereof are reported under the respective programmes. In taking into cognizance

themicro-environment, theCouncil, in itsmid-year reviewprocess,prioritised the information technology

infrastructure andoffice refurbishmentprojects.Pursuant to this, tenderswere advertised in thenational

newspapers for prospective service providers to submit their bids. The actual implementation of these

projectsisenvisagedtotakeplaceinthenewfinancialyear.

TheCouncilconductedareviewoftheHumanResourcePolicyandProcedureManualwhichprovidesfor,

amongstothers, thePMDS,disciplinarycodeandgrievanceprocedure.Thiswas intended tostrengthen

the selection, recruitment and retention of all staff, in a manner that ensures accountability and good

governanceprinciples,whichapplyequallytoallstaff.Thereviewtookintoaccounttherelevantlegislative

framework,coveringtransformationandchangemanagement,employeeassistanceandrelations,human

resourcespolicydevelopment,strategyandimplementationandassessedtheimplementedhumanresource

management activities.

Strengtheningoftheprimaryactivitieswasearmarkedforthenewfinancialyear,duetotheausteritymeasures

alluded to.

2.1.5 monitoring and evaluation system

MonitoringandevaluationcontinuestobeakeyelementoftheCouncil’sstrategicplanningandimplementation

cycle.Itisalsoavitalaspectofperformancemeasurement.Toensuretheeffectivemonitoringandevaluation

oftheprogrammes,thefollowingprocesseswereinitiatedbytheCouncilduringthestrategicplanningreview:


Tabl

e 11

: Mon

itorin

g an

d ev

alua

tion

fram

ewor

k

per

iod

org

anis

atio

nal

acti

vity

out

com

et

imin

gm

ain

pro

cess

esr

esp

ons

ibili

ty

mt

ef

pe

rio

d

(5 y

EA

RS

)

Str

ateg

ic p

lann

ing

exer

cise

Five(5)year

stra

tegi

c p

lan

Bef

ore

Mar

ch

every5t

h year

Str

ateg

ic p

lann

ing,

sta

keho

lder

con

sulta

tions

, ad

optio

n

bytheboardand

ratificationbytheparties.

GS

Rev

iew

of t

he

orga

nisa

tiona

l

stru

ctur

e

Str

uctu

re t

hat

is

totallyalignedto

thestrategy

Bef

ore

Mar

ch

every5t

h year

Inte

rnal

pro

cess

of c

heck

ing

orga

nisa

tiona

l alig

nmen

t,

pro

pos

al o

f org

anis

atio

nal a

men

dm

ents

to

the

ExC

o

and

ap

pro

val o

f the

rev

iew

ed o

rgan

isat

iona

l str

uctu

re

bytheExC

o.

GS

Rev

iew

of t

he

MTE

F b

udge

t

MTE

F b

udge

tB

efor

e M

arch

every5t

h year

Internalprocessofcostingthestrategy,p

roposalofthe

bud

gettotheExC

o,and

approvalbytheExC

o.

GS

Op

erat

iona

l

pla

nnin

g ex

erci

se

Ann

ual

Per

form

ance

Pla

n

(AP

P)

Bef

ore

Mar

ch

everyyear

Con

sidertheannualrep

ortofthepreviou

syeartogain

insi

ght

into

suc

cess

es a

nd p

ersi

stin

g ch

alle

nges

, rev

iew

ofthestrategicplantoidentifying

targetsfo

rtheyearin

question,resolveonthetargetsfortheyeartakinginto

acco

unt

the

AP

P, s

ubm

it th

e d

raft

AP

P t

o th

e E

xCo,

approvalbytheExC

oandperform

ancecon

tracting

acro

ss t

he o

rgan

isat

ion.

GS

Ann

ual

per

form

ance

rep

ortin

g

Ann

ual r

epor

tA

fter

Mar

ch

everyyear

Reviewoftheperform

ancefo

rthefinalquarterofthe

financialyear,consolidationofallfour(4)q

uarters

reports,p

resentationofthefinaldrafttotheExC

oand

approvalbytheExC

o,sub

mission

oftheannualrep

ort

to t

he s

hare

hold

ers

and

the

pub

licat

ion

of t

he r

epor

t.

GS

Ann

ual b

udge

ting

Ann

ual b

udge

tB

efor

e M

arch

everyyear

Inte

rnal

pro

cess

of c

ostin

g th

e A

PP,

bud

get

pro

pos

al t

o

theExC

oandapprovalbytheExC

o.

GS

Qu

ar

te

rly

Quarterly

per

form

ance

asse

ssm

ents

Quarterly

per

form

ance

rep

ort

1st w

eek

of

June

, Oct

ober

,

Dec

emb

er a

nd

Ap

ril

Dep

artm

enta

l man

ager

s su

bm

it an

d d

iscu

ss r

epor

ts

withtheGS(ind

ividually),seniorm

anagem

entmeets

to c

onsi

der

all

the

rep

orts

, am

end

men

ts a

re m

ade

beforead

optionandthedep

artm

entalquarterlyrep

orts

areconsolidated

intoasinglequarterlyorganisational

rep

ort.

Dep

artm

enta

l

man

ager

s

mo

nt

hly

Mon

thly

per

form

ance

asse

ssm

ents

Mon

thly

per

form

ance

rep

orts

1st weekofevery

mon

th

Sta

ff su

bm

it an

d d

iscu

ss t

heir

rep

orts

with

dep

artm

entalm

anagers(individually),dep

artm

ental

mee

tings

con

sid

ers

all s

taff

rep

orts

, am

end

men

ts

are

mad

e b

efor

e ea

ch a

dop

tion

and

all

rep

orts

are

consolidated

intoasinglequarterlydep

artm

ental

rep

ort.

Dep

artm

enta

l

man

ager

s


Complementing the above framework, were the following mechanisms:

(a) progress reports to the Chairperson of the Council;

(b) one-on-one meetings between the GS and the Chairperson;

(c) SecretariatreportstotheExCoandsubsequentExCoreportstotheCouncilontheprogrammes;

(d) quarterlyandannualreports;

(e) monthlyExComeetings;and

(f) bi-monthlyCouncilmeetings.

In terms of managing the internal performance of the programmes, the GS utilises the following mechanisms:

(a) weeklyschedules;

(b) weeklyreports;

(c) weeklymanagementmeetings;

(d) weeklystaffmeetings;

(e) monthlyreports;

(f) quarterlyreports;

(g) annual reports;

(h) quarterlyreviewmeetings;

(i) one-on-one meetings with managers; and

(j) ad-hoc progress reports on relevant issues.

Progressonprojectsisreportedonbytheprojectmanagersineachdepartment.Thereportsarecompiled

against the approved project plans of the Council and are funded through the Council’s budget allocation.

Each project has an agreed set of KPIs and KPMs that are used to measure its success.

Theaccountingrequirements,asspelledoutinthePublicFinanceManagementAct(PFMA),andtheregular

monthlyandquarterlyreportsonfinancialandnon-financialmatters,aresubmittedtotheFinCom,theExCo

andsubsequentlytotheCouncil.

2.2 corporate services

This sub-programme provides overall for the Council’s financial administration and corporate services

management.ThedivisionwasresponsibleforallthefinancialmattersoftheCouncilthroughouttheyear.

These activities included:

(a) ensuringintegrity,objectivityandtransparencyintheadministrationoftheCouncil’sfinances;

(b) implementingstrategy,policyandsystemsofinternalcontrol;

(c) enhancingallsystemsandprocedurestodeliverserviceexcellence;

(d) identifyingrisksandimplementingprocessestominimisesuchrisks;and

(e) ensuring overall compliance and good corporate governance.

2.2.1 income

ThetotalincomeincreasedfromR17221033.00toR17977406.00forthefinancialyearending

31March2015,asreflectedbelow.

Figure 3: Income

INCOME

18 000 000.00

16 000 000.00

14 000 000.00

12 000 000.00

10 000 000.00

8 000 000.00

6 000 000.00

4 000 000.00

2 000 000.00

-

Levies Interest Rent Income CCMA Subsidies Recoveries

2013/14 15 982 318.00 709 041.00 528 956.00 0.00 0.00

2014/15 15 930 622.12 623 297.00 704 904.00 374 096.00 281 604.00

2013/14 2014/15

(a) TheCouncil’smainsourceofincomeistheleviesimposedonpublicserviceemployeesthatfallwithin

thescopeoftheCouncil,asperitsconstitution,whichisusedtofundtheCouncil’sobjectives.Thelevy

incomedecreasedby0.32%fromR15982318.00toR15930622.00.

(b) Significantprogresshasalsobeenmadetowardsensuring that longoutstanding funds, thatwhere

due to the Council, were recovered. CCMA subsidies were received for settlement and arbitration

agreements.Theoccupationofthetwo(2)buildingsthathavebeenacquiredbytheCouncil,isdueto

take place during 2015; in the interim one (1) building was leased during 2014/15.


2.2.2 expenditure

TheCouncil’stotaloperationalexpendituredecreasedby5%,fromR21055830.00toR20067572.00for

theyearunderreview.

Figure 4: Expenditure

ExPENDITURE

10 000 000.00

8 000 000.00

6 000 000.00

4 000 000.00

2 000 000.00

-

Collectivebargaining

Disputemanagement

Administration Human resources

2013/14 1 806 991.00 8 282 572.00 3 070 298.00 7 895 990.00

2014/15 1 613 809.20 6 316 263.33 3 846 565.25 8 290 933.78

2013/14 2014/15

a) For the year under review, the Council encouraged an organisation-wide, cost-saving culture.

The Council’s various departments undertook cost-saving initiatives, in areas such as travelling,

accommodation,officestationeryandofficesupplies.

b) Theyear-to-datetotalexpenditurewas7%withinthebudget;stringentcostcontrolmeasureshave

beenbuiltaroundsystemsandprocesses.

c) The Council is dedicated to creating opportunities for skills development, and the development and

implementationtoretainskills.Staffmembersattendedanumberoftrainingcourses,duringtheyear

underreview.BursariestothevalueofR90000.00,wereissuedtoenhanceemployees’knowledge

andskills, therebyenablingtheCouncil tomeet itsorganisationalgoals,andensurealignmentwith

theskillsdevelopmentplan,andtheSecretaraitproudlyacknowledgesthecompletionoftheCCMA

commissioners’course,bythree(3)staffmembers.

2.2.3 cash and reserves

TheCouncil’stotalcashdecreasedby23%fromR15709774.00toR12145942.00,asdepictedbelow.

Figure 5: Cash and reserves

CASH & RESERVES

22 000 000.00

20 000 000.00

18 000 000.00

16 000 000.00

14 000 000.00

13 000 000.00

12 000 000.00

10 000 000.00

8 000 000.00

6 000 000.00

4 000 000.00

2 000 000.00

-

Quarter 1 Quarter 2 Quarter 3 Quarter 4

2013/14 20 983 953.00 17 890 601.00 16 380 934.00 15 709 774.00

2014/15 15 316 389.00 14 347 378.00 13 638 730.00 12 145 942.00

2013/14 2014/15

(a) Anaverageof23%oftheCouncilsreserveswerewithdrawnforthefinancialyear.

(b) TheCouncil has invested its reserve funds ina very low riskprofile,designed togenerateoptimal

interest income, while protecting its capital investments; an average of 5% interest was earned on the

reserves of the Council.


2.3 organisational transformation

Organisations are using communications, marketing and branding to build an image of being a good

corporate citizen. While branding creates general awareness about the organisation, communications and

marketingalertsthecommunityastowhattheorganisationisaccomplishing.Allthree(3)aspectshelpdefine

an organisation’s relationships with its clients. The digital age has introduced new and innovative methods

of communicating with clients. One thing that cannot be stressed enough is that marketing, communications

andbrandingareintegralelementsofanyorganisation’ssuccess.Withthisawareness,theCouncilconcluded

that inorder toachieve itsobjective, itneededtocreatenewstrategies for theorganisation tosupply its

servicesto itsmembers.FormemberstoutilisetheCouncil’sservicestheyfirstneededtoknowthat the

Council exists and what services it offers. Marketing, communications and branding is essential to position

the Council as being on par with its peer organisations and launch the organisation to the next level.

ThroughitsstrategicplanningprocesstheCouncilhadapprovedafive(5)yearstrategicplantoachieveits

goals.TheCouncilhadthree(3)strategicgoalsforthenextfive(5)yearperiod,andtwo(2)ofthegoals,viz.

totransformtheCouncilandtoenhanceitsprofile,werenewinitiatives.Inorderforthestrategicplantobe

realised, at an operational level, a new department, Organisational Transformation (OT), was established to

achievecertainobjectives,inordertofulfilltheCouncil’sultimatemission,i.e.topromotelabourpeaceinthe

public health and social development sector of South Africa.

AmongstthestrategicobjectivesidentifiedintheadoptedstrategicplanoftheCouncilwasto:

1) develop branding, marketing and communications strategy to improve the profile of the Council

nationallyamongstallthestakeholders;

2) undertake a sustained employee and public awareness campaign and strategy to popularise the

Councilanditsserviceofferingnationally;and

3) develop the Council’s website into a well-managed portal that serves the needs of the parties and

employees.

2.3.1 branding, marketing and communications

One of themost important aspects of any organisation is branding,marketing and communications. As

this was a new direction for the Council, a set of principles and norms, to guide behaviour, relating to the

Councilscommunicationsystemsneededtobedeveloped.Thedepartmentdevelopedapolicywhichaimed

to provide guidelines for the practice of branding, marketing and communications within the Council, to

ensurethattheCouncilispositivelyportrayed,andtoensurethatitisnotnegligentlyorwillfullybroughtinto

disrepute.ThepolicyhasyettoservebeforetheCouncilforapproval.

2.3.2Officespace

Forthelastfifteen(15)yearstheCouncilhasbeenleasingofficespace,andin2013,theCouncilundertook

topurchase itsownbuildings,aspartof its initiative tomovetowardsgreaterfinancialsustainability.The

officespaceprojectentailedtheredesignofthetwo(2)purchasedbuildings,toincludeamongstothers,a

parliamentstyleboardroomtoaccommodatethefortyseven(47)Councilmembers,telecommunications,a

mediaroomandwheelchairfriendlyelevatorfacilities.TheCounciliscurrentlyintheprocessofappointinga

serviceprovidertoundertakethisproject,whichwillbecompletedinthenextfinancialyear.

2.3.3 social responsibility

NelsonMandelaDay

(a) nelson Mandela Day

Undertakingcharitableactivities,isonewayforanorganisationtobuildanimageofbeingagoodcorporate

citizen,apartfromtheinherentobligationthatorganisationshavetoacttobenefitsociety,asawhole.The

departmentconductedacharityeventonNationalMandelaDay,18July2014,inpartnershipwiththeChildren

of theLightFoundation, in theLoveandJoy InformalSettlement, inOlifantsfontein.The items thatwere

distributedtothecommunity,included,amongstothers,blankets,food,groceries,seedsforafoodgarden,

educationalposters for thecommunitycrèche,HIVand tuberculosis testing,brochuresonhealth issues,

children’stoysandclothes.

(b) World aids Day, 16 Days of activism (Violence against Women and Children) and

nelson Mandela Commemoration

The Council, in collaboration with the other public sector bargaining councils, coordinated an event which was

wellattendedbyallthesectorsandtheCouncilmembers.ApresentationwasgivenbyaSANCrepresentative

and a person living with HIV, and the event proved to be informative and inspiring.

(c) public awareness

TheCouncil’smarketingobjectivesfocusedonaspecificaudienceinteraction,inordertobuildrelationships

withitsmembers.Byprovidingmembersinformationandpromotionalproducts,theCouncilwasabletobuild

lasting relationships with its stakeholders. The Council was invited to give presentations to the Botswana

Public Service Bargaining Council and the Namibian Police Commission, and took these opportunities to

promoteitsservices,todelegatesfromtheseforeignorganisations,bydistributingbrochureshighlightingthe

dispute procedures of the Council, and corporate gifts.


WorldAidsDay2014

Botswana Trip 2014

(d) WebsiteAwebsite isessential foranyorganisationbecause itenables theorganistaion tosupply informationandservicesindirectly,onaseven(7)day,twentyfour(24)hourbasis.MemberscanconvenientlyvisittheCouncil’swebsite,whenevertheylike,withouthavingtoabidebyprescribedofficehours.Byofferingconvenience,theCouncil’s members experience a higher level of customer satisfaction. As the Council’s current website was no longer achieving the purpose for which it was intended, the Council’s website needed to be redesigned. In keeping with the Council’s vision to be a leading bargaining council in the world, the Council needed to reach usersbeyonditsboundaries,astheinternethadallowedorganisationstobreakthroughthegeographicalbarriersandbecomeaccessible,virtually,fromanycountryintheworld.

The new website was launched on 18 November 2014. The website has proven to be a helpful resource for theCouncil, as its customer friendly aspects, like easyaccessibility todisputeawardsandcollectiveagreements,hasincreasedservicedelivery.

(e) Customer service satisfaction survey In it’s strive towards providing premium service to the Council’s members, the department undertook acustomer satisfaction surveyamongst its internal clients (Councilmembers) andexternal clients (Stateemployees),toestablishthelevelofcustomersatisfactionregardingtheservicesprovidedbytheCouncil.

(f) Council’s year end functionTheCouncil’syear-endfunctionwasheldon12December2014,attheRiversideSunResortintheVaal,inconjunctionwiththemid-yearreviewprocessoftheCouncil’sstrategicplan.

3. proGramme 2: collective barGaininG

3.1 strategic priorities

TheCouncil’sfive(5)yearstrategicplanfortheperiod2013/14-2017/18,identifiedthefollowingstrategicpriorities for the 2014/15 APP, for the collective bargaining programme:

(a) efficientandeffectivemanagementofcollectivebargainingprocesses;(b) successful hosting of the ExCo Chamber Management Workshops;(c) conclusion of all collective agreements within three (3) months of starting negotiations;(d) development of provincial Chambers into active and valuable structures that advance the work of the

Council in all provinces; and (e) development of a comprehensive monitoring and evaluation tool for Chambers.

3.2 the council3.2.1 management of collective bargaining processes

Intermsofthisstrategicpriority,aminimumofsix(6)Councilmeetings,includingtheAGM,Eleven(11)ExComeetings and eleven (11) CBC meetings should have been coordinated in compliance with the norms and standards and performance management and evaluation tool in the preceding twelve (12) month period.


year End Function 2014

MEETINGS

10

9

8

7

6

5

4

3

2

1 v

-

Council ExCo CBC

2013/14 6 10 8

2014/15 6 7 7

Meetings Meetings 2013/14 2014/15

Figure 6: Year to year comparison of meetings

i. Therewasanequalnumberofsix(6)Councilmeetingsheldinbothyears,inkeepingwiththe

constitutional provision.

ii. Therewerethree(3)lessExComeetingsin2014/15,comparedtoten(10)inthepreviousfinancial

year,duetothecancellationofmeetings.

Table 12: efficient and effective bargaining processes

strategic

objective

Toimprovetheefficiencyandeffectivenessofmanagingthecollectivebargaining

processes, by ensuring adherence to the prescribed turnaround timeframes and in

compliance with the norms and standards

target baseline actual variancesource of

evidencecomment

National

meetings

(Quantity)

28 meetings;

Council - 6

ExCo - 11

CBC - 11

71.4% Partially

achieved

71.4%

20

Council - 6

ExCo - 7

CBC - 07

28,6%

- 8

Approved

yearplanner,

monthly,

quarterly

and annual

reports

OnlytheCouncilmeetingsconvened,

as planned, both the ExCo and the

CBC, each had four (4) meetings

which were cancelled, due to the

unavailabilityofthepartiesorthelack

of agenda items to be transacted.


Table 13: Special National Meetings

strategic

objectivespecial national meetings

annual target baseline actual variancesource of

evidencecomment

Special

meetings i.e.

Special ExCo

= 3

Special

Council = 3

Special CBC

= 0

14

Special ExCo

= 12

Special Council

= 2

Special CBC

= 0

14

Special ExCo

= 6

Special Council

= 7

Special

CBC

= 1

N/A Monthly

meeting

schedules and

reports

All these special

meetings were

necessitated

bytheneedto

address urgent

agenda issues

for the effective

functioning of

the Council.

SPECIAL MEETINGS

12

10

8

6

4

2

-

Council ExCo CBC

2013/14 2 12 0

2014/15 7 6 1

Special SpecialMeetings Meetings 2013/14 2014/15

Figure 7: Year to year comparison of special meetings

i. Therewerefive(5)moreSpecialCouncilmeetings,necessitatedbyurgentagendaitems.

ii. There were six (6) less ExCo meetings, compared to twelve (12) in the previous reporting period.

Figure 8: Meetings

excomeetings

15% 13%

councilmeetings

cbcmeetings 8%

N.BTherewerethirteen(13)Councilmeetings,fifteen(15)ExComeetingsandeight(8)CBCmeetings.Atotal

ofthirtysix(36)meetingswereconvenedwithinthereportingperiodatnationallevel.


COUNCIL MEETINGS

14

12

10

8

6

4

2

-

NEHAWU DENOSA PSA HOSPERSA NUPSAW Employer

Sched-uled

13 13 13 13 13 13

Attend-ed

13 9 13 13 13 13

Scheduled Attended

Figure 9: Attendance of Council meetings

i. NEHAWU attended all meetings.

ii. DENOSA was absent in four (4) meetings.

iii. PSA attended all meetings.

iv. HOSPERSA attended all meetings.

v. NUPSAW attended all meetings.

ExCO MEETINGS

14

12

10

8

6

4

2

-

NEHAWU DENOSA PSA Employer

Scheduled 13 13 13 13

Attended 13 12 10 13

Scheduled Attended

Figure 10: Attendance of ExCo meetings

i. NEHAWU attended all meetings.

ii. DENOSA was absent in one (1) meeting.

iii. PSA was absent in three (3) ExCo meetings.

iv. TheEmployerattendedallmeetings.


CBC MEETINGS

8

7

6

5

4

3

2

1

-


Scheduled 8 8 8 8 8 8

Attended 6 7 6 7 7 8

Scheduled Attended

Figure 11: Attendance of CBC meetings

i. NEHAWU was absent in two (2) meetings.

ii. DENOSA was absent in one (1) meeting.

iii. PSA was absent in two (2) meetings.

iv. HOSPERSA was absent in one (1) meeting.

v. NUPSAW was absent in one (1) meeting.

vi. TheEmployerattendedallmeetings.

a. Committees of Council

i. collective bargaining committee

Although the CBC, did not utilise four (4) of its scheduled eleven (11) meetings, it processed six

(6) draft collective agreements, three (3) of which emerged into resolutions, while the other three

(3) are awaiting negotiations at the level of the Council.

ii. transformation committee

There were no activities undertaken in this reporting period.

iii. StaffingCommittee

Theactivitiesofthiscommitteewereundertaken,inthisreportingperiod,bytheExCo.

b. task teams

i. Recognitionofimprovedqualifications

A task team processed the draft agreement that was signed into a collective agreement.

ii. transfer of port health services

AtaskteamprocessedtheinitialdraftagreementthatwasreferredbytheCouncil,tothe

National Chamber, for the parties to consult, before a collective agreement could be signed

to enable the transfer to be processed.

c. Constitutional amendments

Ataskteamfinalisedtheprocessthatwasstartedinthepreviousreportingperiod;however;theamendments

tothelabourlawwarrantedafurtherreviewinthecurrentfinancialyear.

3.2.2 capacity building programmes

ThefollowingcapacitybuildingprogrammeswerecoordinatedandattendedbytheCouncilmembersand

the Secretariat:

i. 7TH ILERA Regional Congress in Botswana: 15 - 17 September 2014

ii. Labour Law Amendments Workshop: 18 October 2014

3.2.3 development of chambers

This strategic priority tracks Council’s efforts and intervention through workshops and capacity training

interventions.

a. Chamber workshops

DuetothecompetinginterestsoftheCouncil,onlyone(1)trainingprogramme,ontheconstitution,including

Resolution 2 of 2007 (Operations of Chambers), was conducted in September 2014, for the NC Chamber. Owing

toausteritymeasures,theExCoChamberManagementWorkshopwasdeferredtothenextfinancialyear.

The Council guided, by its strategic and operational plans, resolved that following the signing of every

substantive collective agreement there should be a roll out of implementation and monitoring workshops.

It was against this backdrop that the Chamber workshops were rolled out and completed in the month of

February2015.

TheworkshopswereconductedontheResolution1of2014-ImprovedQualificationsandResolution2of

2014 - Transfer of Port Health Services. All Chambers had established implementation and monitoring task

teamsandreportsontheprogressoftheimplementationwerebeingsubmittedbyChambers,accordingly.


no chambers date venues

1 Western Cape 09February2015 Cape Town - Strickland Hospital

2 Mpumalanga 09February2015 Nelspruit - Provincial DOH

3 KwaZulu-Natal 11February2015 Pietermaritzburg–GreysHospital

4 Eastern Cape 11February2015 East London – Frere Hospital

5 Limpopo 13February2015 Polokwane – Polokwane Provincial Hospital

6 Free State 13February2015 Bloemfontein - Bains Clinic

7 North West and 20February2015 Mafikeng–ProvincialDOH

8 Northern Cape 20February2015 Kimberly–ProvincialDOSD

9 Gauteng and

National

Chambers

27February2015 Johannesburg–AnnlaskyNursingCollege

Table 14: Collective agreements workshops

b. conclusion of collective agreements

ThisstrategicprioritytrackstheextenttowhichtheCouncilisabletoconcludenegotiations,onmattersof

mutual interest, within the prescribed timeframe. The Council has not been able to conclude negotiations,

within three (3)monthsof thecommencementofnegotiations,owing to thecomplexityof themandating

processes of both parties.

strategic

objective

to conclude and or review collective agreements within the

prescribed turnaround timeframes

target baseline actual variancesource of

evidencecomment

Conclusion or

reviewoffive

(5) collective

agreements or

policies within

(3) three months

of starting the

negotiation

process

2 collective

agreements

concluded with

none reviewed

annually

Partially

achieved

2 collective

agreements

1 collective

agreement

reviewed

3

60%

2

- 40%

There were three

(3) collective

agreements

signed i.e. two

(2) substantive

collective

agreements

and one (1)

administrative

(levyincrease)

agreement was

reviewed; no

policies were

consulted for

the period under

review. The CBC

and the ExCo

had forwarded

three (3) draft

administrative

resolutions to

the Council and

negotiations were

being awaited, as

at 31 March 2015.

c. signed collective agreements

Table 15: Collective agreements


The following three (3) collective agreements were signed within the reporting period:

Table 16: Collective agreements

no agreement objective

1 Resolution 1 of 2014 –

RecognitionofImprovedQualifications

The objective of the agreement is to give effect to clause

7 of the PSCBC’s Resolution 1 of 2012, which commits

the parties of the public sector bargaining councils, to

conclude collective agreements to recognise improved

qualificationswithintheirrespectivesectors.


The Transfer of Port Health Services

Theobjectivewastofacilitatethetransferofemployees

performing port health services, from the provincial DOH

to the national DOH, in line with the provisions of the

Public Service Act and the LRA.


Increase in Levies

Theobjectivewastoincreasethelevycontribution,in

order to maintain the operations of the Council.

d. adopted policies

There were no policies that were adopted, following consultation in the Council, for the reporting period.

3.2.4 prominent issues

Table 17: Prominent issues

item background progress

OSD TheEmployerhadindicatedthatitwasinthe

process of securing a mandate on the issues

containedintheexecutivesummaryofthe

agreement,asthemattercarriedhugefinancial

implications. After much deliberation on the matter,

the parties reached a deadlock, and reserved their

rights in law.

The matter was

removed from the

agendainFebruary

2015.

Transfer of functions

(Directorate: Organisation

for Health Standards

Compliance (OHSC))

The Council mandated the National Chamber to deal

with the consultation process, on the transfer from

the Department of Health, to the OHSC. A collective

agreement was to be signed at Council level for the

transfers to be effected; however, Labour indicated

thattherewasresistancefromtheemployees

affected, Consultation occurred between the

Employer,Labourandtheaffectedemployees.

TheEmployerwas

yettoprovidea

comprehensive report

on the matter.

Constitutional

Amendments

The discussions on the amendments to the

constitution of the Council had not been concluded

bytheendofthefinancialyear.TheDispute

Management Rules for the conduct of proceedings,

were being revised, to be in line with the latest

amendments.

The matter remains

on the agenda of the

Council.

Review of Collective

Agreements

The Council had adopted a list of collective

agreementsforreview;onlyone(1)relatingtothe

levyincrease,wasconcludedandsignedwhilethe

other sixteen (16) were awaiting tabling of proposals,

byparties.

The matter has

been removed from

the agenda of the

Council.


3.3 collective bargaining: chambers

3.3.1 legislative framework

Chambers are established in terms of clause 16 of the Councils’ constitute; to deal with matters and to

concludeagreementsonissuesthatareexclusivelyapplicabletoemployeesemployedintheprovincefor

which the Chamberwas established; provided that such agreements do not conflict with any collective

agreementconcludedintheCouncil,whichdoesnotapplytomorethanone(1)province.

Resolution 2 of 2007 – Operations of Chambers, is a collective agreement that sets out to align PHSDSBC

Chambers in each province and at a national level, in terms of Clause 16 of the PHSDSBC Constitution (the

Constitution).

The objectives of the Chambers are to:

(a) maintain and promote labour peace;

(b) prevent and resolve labour disputes;

(c) promote collective bargaining;

(d) conduct research; and

(e) promotetrainingandbuildcapacity.

Chambersalsohavearesponsibilityto:

(a) refermattersthatfalloutsideitsscope,andwhichmattersshouldbedealtwithbytheCouncilorthe

PSCBC, to the GS;

(b) deal with such matters and conclude agreements, referred or delegated to it terms of the constitution;

(c) concludeagreementsonmattersapplicabletoemployeesemployedintheareaorsectorforwhich

theChamberwasestablished,fallingwithinthescope,powerandfunctionsoftheexecutiveauthority

oftherelevantorganisationalcomponentofanEmployerrepresentedinthatChamber,providedthat

suchagreementsmaynotconflictwithanycollectiveagreementconcludedintheCouncil,andmaynot

applytomorethanoneprovince;theCouncilandthePSCBC;

(d) periodicallyestablishanddisestablishtaskteamsasrequiredforaspecificprogramme,identifiedby

the Chamber;

(e) refer agreements reached within the Chamber to the Council for endorsement and/or extension; and

(f) reporton itsactivities to theCouncilonaquarterlybasis,and implementandmonitoragreements

reached at Council level;

The role of the Chambers is to ensure the achievement of the goals of the Council, as active and valuable

structures that advance the work of the Council.

3.3.2 Key result areas

Inpursuitofitsstrategicgoals,theCouncilidentifiedthefollowingKRAsforChambers:

(a) coordinate, through adherence to the prescribed turnaround times and in compliance with the norms

andstandards,Chambermeetings,bi-monthly;

(b) manage the development of Chambers into active and valuable structures that advances the work of

the Council;

(c) managetheprocessofensuringtheconclusionofcollectiveagreementsandalternativelyensurepolicy

consultation;

(d) manage the implementation of a comprehensive Chamber monitoring and evaluation tool; and,

(e) manage the coordination of relevant special projects and other special activities of the Council.

3.3.3 chambers information

There are nine (9) provincial Chambers and one (1) national Chamber established for the national DOH and

national DOSD. The Chambers Management Committees as constituted for 2014/15 period is tabulated on

the following page.


Tabl

e 18

: Cha

mbe

rs in

form

atio

n

cha

mb

erOffice

bea

rers

par

ties

mee

ting

ven

uec

hair

per

son

vic

e-c

hair

per

son

lab

our

em

plo

yer

Nat

iona

lMsTinyikoKho

sa

(NE

HA

WU

)

Ms

Teb

ogo

Mal

oba

(Employer)

PS

A

NE

HA

WU

HO

SP

ER

SA

NU

PS

AW

DO

H D

OS

DC

entu

rion

- th

e C

ounc

il’s

offices

Eas

tern

Cap

eMrMnyam

ezeliB

omeni

(Employer)

Mr

Dav

id K

ing

(PS

A)

NE

HA

WU

DE

NO

SA

PS

A

HO

SP

ER

SA

NU

PS

AW

DO

H D

OS

DE

ast

Lond

on -

Fre

re H

osp

ital

and

Cec

ilia

Mak

iwan

e H

osp

ital

Free

Sta

teM

r M

ohlo

phe

hi N

kala

(Employer)

MsDollyTshitlho

(DE

NO

SA

)

DE

NO

SA

HO

SP

ER

SA

NE

HA

WU

NU

PS

AW

PS

A

DO

H D

OS

DB

loem

font

ein

- D

OH

Gau

teng

Mr

Veli

Mb

ense

(Employer)

Ms

Pul

eng

Mp

haga

(NU

PS

AW

)

DE

NO

SA

HO

SP

ER

SA

NE

HA

WU

NU

PS

AW

PS

A

DO

H D

OS

DJo

hann

esb

urg

- D

OH

and

DO

SD

Kw

aZul

u-N

atal

Mr

Cas

sim

Lek

hoat

hi

(DE

NO

SA

)

Ms

Mar

gare

t D

lam

ini

(NE

HA

WU

)

DE

NO

SA

HO

SP

ER

SA

NE

HA

WU

NU

PS

AW

PS

A

DO

HP

iete

rmar

itzb

urg

- D

OH

Lim

pop

oM

s M

alet

e M

amas

hela

(DE

NO

SA

)

Mr

Nok

o R

amod

ike

(EM

PLO

yE

R)

DE

NO

SA

HO

SP

ER

SA

NE

HA

WU

NU

PS

AW

PS

A

DO

SD

Pol

okw

ane

- P

olok

wan

e

Hos

pita

l

Mp

umal

anga

Mr

Sile

nce

Mat

sane

(DE

NO

SA

)

Mr

Ger

rie M

ashi

le

(Employer)

NE

HA

WU

DE

NO

SA

PS

A

HO

SP

ER

SA

NU

PS

AW

DO

H

DO

SD

Nel

spru

it -

DO

SD

and

Witb

ank

Hos

pita

l

Nor

ther

n C

ape

Ms

Lera

to S

egot

sane

(Employer)

Mr

Oth

usits

e

Mot

hib

anto

a

(NE

HA

WU

)

NE

HA

WU

DE

NO

SA

PS

A H

OS

PE

RS

A

NU

PS

AW

DO

H

DO

SD

Kimberley-DOSDand

PSA

Offices

Nor

th W

est

Mr

Em

anue

l Moe

ng

(EM

PLO

yE

R)

Ms

Fina

Set

shed

i

(DE

NO

SA

)

DE

NO

SA

HO

SP

ER

SA

NE

HA

WU

NU

PS

AW

PS

A

DO

H

DO

SD

Mah

iken

g -

DO

H

Wes

tern

Cap

eM

s Li

esl S

trau

ss

(EM

PLO

yE

R)

Ms

Fald

ela

Mar

tin

(PS

A)

DE

NO

SA

HO

SP

ER

SA

NE

HA

WU

NU

PS

AW

PS

A

DO

H

DO

SD

Cap

e To

wn

- H

osp

ital a

nd

TygerbergHospital


3.3.4 bargaining processes

Intermsofthisstrategicpriority,aminimumofsix(6)meetingsweresupposedtohavebeencoordinated,

in compliance with the norms and standards and the performance management and evaluation tool, in the

preceding twelve (12) month period.

Table 19: Chamber’s efficiencies and effectiveness

strategic

objective

Toimprovetheefficiencyandeffectivenessofmanagingthecollectivebargaining

processes, by ensuring adherence to the prescribed turnaround timeframes and in

compliance with the norms and standards

target base-

lineactual variance

source of

evidencecomment

chamber

meetings

60 meetings

98.3% Partially

achieved

59

98.3%

- 1

1.7%

Approved

yearplanner,

monthly

schedules,

quarterly

and annual

reports

All the Chambers, with the

exceptionofFS,successfully

complied with the norms and

standards and the performance

management tool. The Free

State Chamber convened

onlyfive(5)times,duetothe

postponementofitsyear-

end meeting; because of the

unavailabilityoftheparties.

30 Special

meetings

13

43%

15

50%

- 15

50%

Monthly

schedules,

quarterly

and annual

reports

Most Chambers were able

to discuss their agenda

items,withoutanyneedfor

special meetings. While some

Chambers utilised their special

meetings,onlytheLimpopo

Chamber exceeded its allocated

three (3) special meetings, due

to and instruction of the Council

toconcludeontheratificationof

its Chamber resolution.

Table 20: Chambers’ meetings

par

ties

nat

iona

l

eas

tern

cap

e

free

sta

te

Gau

teng

Kw

aZul

u-n

atal

lim

po

po

mp

umal

ang

a

no

rthe

rn c

ape

no

rth

wes

t

wes

tern

cap

e

NEHAWU 8/8 8/8 5/5 7/7 6/6 10/10 9/9 8/8 5/7 6/6

DENOSA 0/8 8/8 5/5 7/7 6/6 10/10 8/9 8/8 7/7 6/6

PSA 8/8 8/8 5/5 7/7 6/6 10/10 9/9 8/8 7/7 6/6

HOSPERSA 8/8 8/8 5/5 7/7 6/6 10/10 9/9 8/8 5/7 6/6

NUPSAW 8/8 8/8 4/5 7/7 6/6 10/10 5/9 3/8 4/7 6/6

Employer 8/8 8/8 5/5 7/7 6/6 10/10 9/9 8/8 7/7 6/6

3.3.5 status of meetings

Figure 12: Year to year comparison of Chambers’ meetings

2013/14 V 2014/2015 COMPARISON

10

8

6

4

2

-

NAT EC FS GP KZN LP MPU NC NW WC

2013/2014 8 7 7 7 7 7 6 8 7 8

2014/2015 8 8 5 9 6 10 9 8 7 6

2013/2014 2014/2015


1) The graph reflects a comparison of the number ofmeetings between the 2013/14 and 2014/15

reporting periods.

2) All the Chambers, with the exception of the Free State, convened for the minimum six (6) meetings, as

prescribedforbothperiods.TheFreeStateChamberconvenedforfive(5)meetings.

3) The Mpumalanga, National, Eastern Cape, Northern Cape, North West, Gauteng and North West

Chambersheldspecialmeetings,necessitatedbyurgentagendaitems,tobetransacted.

4) TheLimpopoChamberexceededitsallocationofspecialmeetings,duetoarequestfromtheCouncil,

toreconveneandreviseitsresolutionbeforeitcouldberatifiedbytheCouncil.

3.3.6 development of chambers

This strategic priority concerns the Council’s efforts and intervention, through workshops and capacity

training interventions, forChambers.OwingtootherCouncil’sprioritiesonly theNorthernCapeChamber

had a workshop on the constitution of the Council, including Resolution 2 of 2007 - Operation of Chambers.

Owingtoausteritymeasures,theExCoChamberManagementworkshopwasdeferredtothenextfinancialperiod.

3.3.7 conclusion of collective agreements

This strategic priority monitors the extent to which the Chamber meetings yield meaningful collective

bargainingprogresses,intheformofcollectiveagreementsandpolicyconsultations.Whereapplicable,the

Chambers have complied with the conclusion of negotiations on collective agreements, within the prescribed

timeframe of three (3) months.

chamber resolution purpose

Gauteng Gauteng Chamber

Resolution 1 of 2014

ToprovideforthepaymentofthePMDS2013/2014

incentivebonusandpayprogressionintheGauteng

provincial DOH

Gauteng Gauteng Chamber


ToprovideforpaymentofthePMDS2013/2014

incentivebonusandpayprogressionintheprovincial

DOSD

Limpopo Limpopo Chamber


ToprovideforpaymentofthePMDS2013/2014

incentivebonusandpayprogressionintheprovincial

DOSD

a. signed collective agreements

Table 21: Signed Chamber collective agreements

The collective agreements were concluded in Gauteng and Limpopo Chambers, and were concerning

PMDS backlogs.

Table 22: Chambers’ collective agreements

strategic

objectiveto conclude ten (10) collective agreements or policy consultations

target base-

lineactual variance

source of

evidencecomment

chamber

meetings

60 meetings

98.3% Partially

achieved

59

98.3%

- 1

1.7%

Approved

yearplanner,

monthly

schedules,

quarterly

and annual

reports

All Chambers, with the

exception of the Free State

Chamber,successfully

complied with the norms and

standards and the performance

management tool. The Free

StateChamberconvenedonly

five(5)times,sinceitsyear-end

meeting, which was postponed

duetounavailabilityofthe

parties.


b. adopted policies

Table 23: Policies

chamber policy purpose

Gauteng S&T To ensure that the practice of acting in

higherpostsismanagedinanequitableand

transparent manner to enhance organisational

performance

Acting in higher posts ToclearlydefinetheS&Trelatedexpenses

thatmaybefundedbyprovincialDOH,setout

theconditionsandauthorisationrequired,and

clarifytheprocessesandresponsibilities

Resettlement Toprovideprocedureswherebythe

compensation for resettlement expenditure,

incurredbyemployees,canbemanaged

efficientlyandeffectively,ensureconsistent

applicationofthisbenefitandsetresettlement

expenditure limits in the provincial DOSD

free state Nopolicyadoptedinthisperiod

north west Nopolicyadoptedinthisperiod

KwaZulu-natal Frameworkforthefilling

of posts of CEO for small

district hospitals, TB

hospitals,communityhealth

centresandidentified

mediumandpsychiatry

hospitals

Toprovideaframeworkforthefillingofthe

posts of CEO, in line with the government

gazette, dated 02 March 2012, regarding the

policyonthemanagementofpublichospitals


limpopo Organisational design To provide clear guidelines and a

transformational framework for the training,

developmentandeducationofemployees

Job evaluation Toensureefficientandeffectiveinternalwork

organisation

OHS Toprovideadequatecontrolofthehealthand

safetyrisksarisingfromtheworkenvironment

HIV, AIDS and TB in the

workplace

To provide guidelines on the effective

management of HIV and AIDS in the DOSD,

in order to minimise its adverse impact on

individualemployees,theirimmediatefamilies,

and the DOSD, at large

Healthandproductivity To provide guidelines for the DOSD and its

employeesforrespondingtohealthand

productivitychallengesintheworkplace

Wellness To provide guidelines for the effective

implementationoftheemployeehealthand

wellness programmes in the DOSD

mpumalanga Nopolicyadoptedinthisperiod

northern cape H&S To ensure that the DOH is committed to the

promotionofthegeneralhealthofitsemployees

through awareness, education, risk assessment

and support

eastern cape Nopolicyadoptedinthisperiod

Table 23: Policies



western cape State and other housing for

governmentemployees

To provide for the allocation of the provincial

DOH’sresidentialpropertyportfolioas,“Stateor

Other Housing”, and to regulate the relationship

between the lessor and the tenant

OHS ToprovideforacomprehensiveOHSpolicyand

addressthelegalresponsibility,withregardsto

providing an optimal environment to address the

OHS in all facilities under the auspices of the

DOH

Productive Management To strengthen and improve the integrated

management of health risks, for chronic

illnesses, occupational injuries and diseases and

mental diseases and disabilities

Recruitment and Selection Toprovideforacomprehensivepolicyon

recruitment and selection in the DOH

OnlineRecruitmentSystem Toprovideforanonlinerecruitmentsystem.

Health Care 2030 ToammendthepreviouslyconsultedHealthcare

2020 Plan, to 2030

Table 23: Policies


national

chamber

PMDS Toprovideauser-friendlyframeworkfor

performance management and assessment,

employeedevelopmentandtherewardingof

above average performance within the DOH

Resettlement Torenderassistancetonewlyrecruited

employees(whoarefromoutsidetheir

workplace/province)andpermanentemployees

whoarebeingtransferredbytheemployer,

with accommodation and transportation for a

determined period, and to regulate procedures

to be followed, and remuneration and

allowance(s)thatarepayabletoemployeeswho

qualifyforresettlementbenefits

OperationalSecurity

Uniform

Toregulateanddefineallthetypesofuniform/

dresswornbyoperationalsecuritystaff

Leave To regulate the granting of leave of absence,

within the framework of current applicable

statutes, provisions, measures and collective

agreements in the provincial DOH

Dress Code Toprovideaguidetodefineappropriateoffice

wear in order to ensure that the appearance

ofemployee’sduringworkinghoursisneat,

appropriate,professionalandreflectstheethos

and image of the DOH

Table 23: Policies


3.3.8 agenda items in the chambers

Figure 13: Year to year agenda items comparison

AGENDA ITEMS

40

35

30

25

20

15

10

5

-

Nat

iona

l

Eas

tern

Cap

e

Free

Sta

te

Gau

teng

Kw

aZul

u-N

atal

Lim

pop

o

Mp

umal

anga

Nor

ther

n C

ape

Nor

th W

est

Wes

tern

Cap

e

2013/2014 15 23 38 13 31 18 19 29 16 22

2014/2015 12 23 36 25 23 18 15 24 17 35

2013/2014 2014/2015

a) On average, the Chambers had the same number of agenda items, with the exception of the North

West, Western Cape, KwaZulu-Natal and Gauteng Chambers.

b) While the Western Cape and Gauteng had a reduction of agenda items, North West and KwaZulu-Natal

recorded an increase.

c) The Free State and KwaZulu-Natal Chambers had the most agenda items.

3.3.9 age analysis of agenda items

It must be borne in mind that matters on the agenda are not straightforward, and often meetings are postponed,

byagreementoftheparties,andmoreoverdecisionsontheagendaitemsmayhavebeenawaitingaresolution

from the Council, e.g. danger allowance and OSD implementation challenges.

ThegraphsbelowdepicttheageanalysisofagendaitemsandtheaverageamountoftimeittakesChambers

to resolve matters.

a. national

NationalChamberregisteredfifteen(15)itemsonitsagenda.

Figure 15: National

i. About87%ofitemswerelessthanayearontheagenda.

ii. About13%ofitemswereoverayearontheagenda.

53%

13%

0-6mths 6mths-1yr 1-3yrs 3yrs+

34%

0%


b. eastern cape

EasternCaperegisteredtwentythree(23)itemsonitsagenda.

Figure 17: Eastern Cape



28% 32%


20% 20%

c. free state

FreeStateregisteredthirtyeight(38)itemsonitsagenda.

Figure 21: Free State



53%

26%


21%

0%


d. Gauteng

Gauteng registered thirteen (13) items on its agenda.

Figure 22: Gauteng



15%


77%

0%

8%

e. KwaZulu-natal

KwaZulu-Natalregisteredthirtyone(31)itemsonitsagenda.

Figure 19: KwaZulu-Natal



68%


23%

3%

6%


f. limpopo

Limpopo registered eighteen (18) items on its agenda.

Figure 20: Limpopo



64%

12%


4%

20%

g. mpumalanga

Mpumalanga registered nineteen (19) items on its agenda.

Figure 14: Mpumalanga



37% 37%


16% 10%


h. northern cape

NorthernCaperegisteredtwentynine(29)itemsonitsagenda.

Figure 16: Northern Cape



35% 41%


14% 3%

i. north west

North West registered sixteen (16) items on its agenda.

Figure 23: North West



31%

19%


44% 6%


0%

j. western cape

WesternCaperegisteredtwentytwo(22)itemsonitsagenda.

Figure 18: Western Cape


ii. Noitemswereoverayearontheagenda.

64% 36%


0%

3.3.10 chambers’ performance

a) All Chambers convened their meetings as planned, including special meetings, indicating that there

was social dialogue between the parties.

b) Somemattersontheagendahadbeenresolvedbeyondthetwelve(12)monthperiod,asindicatedby

theageanalysisreport.

c) SomeChambershadrecycledthesameagendaitems,asthepreviousyear,becauseofthelackof

mandates, on those matters.

d) Some Chambers had a large number of agenda items which were not resolved within the prescribed

period of six (6) months, or within three (3) Chamber meetings.

e) Some Chambers did not utilise the special meetings to transact urgent matters, but rather to address

standing agenda items.

f) There was a lack of direction regarding the utilisation of IMLCs and multilaterals, at provincial level, to

process consultation on policies.

g) While Gauteng has continued to be one (1) of the top performing Chambers, the Western Cape had

emerged to be the best performer for the period under review.


3.4 chambers’ prominent issues

Table 24: Chambers’ prominent issues

free state


mandating processes LabourrequestedthattheEmployer

submitproofthatthepremier’sofficehad

mandated one (1) of the two (2) provincial

DOH/DOSD, to coordinate the collective

bargaining activities on behalf of the

EmployerintheChamber.TheEmployer

had not secured such evidence as

at 31 March 2015.

The matter has remained on

the agenda as unresolved,

since no communication on the

mandating process had been

presented before the Chamber.

GautenG


implementation of

service packages and

24 hours for phc

Labourhadindicatedconcernsonstaffing

capacity,equipmentandinfrastructurefor

successful implementation of the 24 hours

service packages for PHC. It appealed

thattheinstitutionsbespecifiedwhere

implementation would be taking place, and

requestedmonitoringoftheimplementation

process.TheEmployersubsequently

proposed that a process of consultation

on the implementation, be addressed

through a task team and that it would also

lend support to the process through its

management team in the person of the Chief

Director: PHC.

The item was referred to a

multilateral and remains on the

agenda of the Chamber.

hours of work policy -

ratifications

The parties reached a

deadlock on the content of the

consultation. The Chamber

noted that, notwithstanding

thedeadlock,theEmployer

intended to proceed with the

implementation, pending the go-

ahead from the DPSA.


KwaZulu-natal


upgrade of

inconsistencies

in the advertised

requirements for

the posts of senior/

principal security

officer

This matter has been on the Chambers

agenda since 12 October 2011. Labour

complained about the upgrading of the

safetyofficerpostfromlevel2tolevel4,

indicating that the members who were

safetyofficerswerestillonlevel2,whereas

other institutions were advertising the

same post on level 4, due to the document

whichwassignedbytheHOD,upgrading

the post from level 2 to level 4 in 2006.

TheEmployerhadupgradedpostsonly

inPietermaritzburg.TheEmployerhad

undertaken to conduct investigations on

the allegations and provide a report in the

Chamber.

TheEmployerpresentedareport

advising that it had conducted

investigations and had submitted

over 300 cases for upgrades to

theHOD.TheEmployerwould

submit the progress report on

the translation of approved

submissions on personnel

affectedbythetranslation

process.Labourrequestedtobe

furnished with the criteria used

for the upgrades.


limpopo


abnormal working

hours for ems

operational personnel

This matter had been on the Chamber’s

agenda since 2011/12. Labour complained

that EMS operational personnel worked

overtime but were not allowed to claim

overtimesince2005.TheEmployer

indicated that the working hours were in line

with the BCEA. The Chamber noted that

there were differences in understanding and

interpretation, and resolved that the Council

shouldberequestedtosourceexpertise

on working conditions and hours of work

from the Departments of Labour, DPSA and

DOH to assist with proper interpretation on

working hours for EMS personnel.

TheCouncilrespondedby

advising that the Chamber

parties should escalate the

matter through their national

representatives at the Council.

The matter was removed from

the Chamber’s agenda.

north-west


osd implementation

monitoring task team

report on phsdsbc

resolution 3 of 2007

Following the Council’s directive that

Chambers should re-establish the OSD

taskteamstofinalisetheoutstandingOSD

challenges, several meetings were held.

Some challenges were resolved; however,

at the last meeting the Task Team deadlock

and the ExCo’s intervention was sought

byLabour.Thepartiesweredirectedto

reconvene and reconsider those challenges.

The Task Team had been re-

established and at its meeting,

Labourindicatedthatthey

would want the Council to send

a delegation to support the

Task Team when discussing the

outstanding issues.


western cape


the possible

incorporation of the

western cape nursing

college into the cput

TheEmployerreportedthattheDOHwas

intended to incorporate the Western Cape

Nursing College into the CPUT. The CPUT

had received approval in 2012 to offer a

BachelorofTechnologyinNursing.Labour

sought to understand the rationale behind

the incorporation of the Western Cape

Nursing College into the CPUT.

The item was removed from the

agenda, pending progress.

redevelopment of

tygerberg hospital

The matter was deferred to the HR task

teamwheretheEmployerpresentedthe

plansfortheredevelopmentofTygerberg

Hospital.TheEmployerindicatedthat

transversal consultations had taken place

within the stakeholders including the staff,

and other users of the hospital.

TheEmployerwouldprovidea

progress report to labour on a

quarterlybasis.



national


the restructuring and

migration plan in the

dosd

TheEmployerpresentedamigration

plan in the Chamber, to consult on the

migration principles and process that

would facilitate the implementation of the

proposed organisational structure of the

DOSD. Labour submitted its inputs on the

restructuring and migration plan.

WiththeStatereconfiguration

process, the DOSD had been

allocated two (2) more functions,

i.e. rights of children and rights

of disable people; this meant the

DOSD would will have to redo

the organisational structure,

which had been awaiting

approval. The process would

take long, and the Chamber

resolved to withdraw the item

from the agenda, until the

Employerwouldtabledtheitem

again.

administrative support

model

TheEmployerhadconductedan

investigation to assess the utilisation of

administrative support staff and assess

the needs of various units with regards

toadministrativesupport.Subsequently,

documentation on migration principles,

process and the implementation plan

was consulted in the Chamber; however,

the structure that had been consulted on

needed to be revised.

The Minister had sought a

briefingonthismatter,before

implementation. The Chief

Directorate HCM would brief the

Minister before she approved

the Administrative Support

Model. The matter was retained

on the agenda for feedback on

the implementation.

transfer and

placement of

the compliance,

inspections and

complaints functions

from the national doh

to the ohsc

The Council mandated to the Chamber to

deal with the transfer from the DOH to the

OHSC. Labour indicated that there was

resistancefromtheeffectedemployees.

Consultations took place between the

Employer,Labourandtheaffected

employees.

The parties have agreed that

theemployershouldissue

letters of transfer to the affected

employees.

Table 25: Age analysis

eastern cape


outstanding matters of

pscbc resolution 1 of

2007 (filling of vacant

funded posts)

The Chamber established a Task Team on

PSCBC Resolution 1 of 2007. The Task

Team has submitted progress reports to the

Chamber. Vacant funded posts were aligned

to the new organogram and Clinical posts

were being prioritized.

TheTaskTeamwasyetto

prepareaninclusivefinalreport

to be submitted to the Chamber.

outstanding matters of

pscbc resolution 1 of

2007 (hr backlogs)

The Task Team has submitted progress

reports to the Chamber on the matter.

PaymentsofHRAccrualshadbeen

centralizedbymeansofaprojectsituated

atBundyParkwitheffectfrom01August

2013. The Department of Health had

allocated R384 Million for HR Accrual

payments.

The Task Team would prepare

aninclusivefinalreporttobe

submitted to the Chamber.

mpumalanGa


organogram TheEmployerpresentedanorganogramfor

theDOHforconsultation.Labourrequested

that a workshop should be convened to

interrogate the organogram.

TheEmployerwastoconvenea

workshop to engage Labour on

the organogram.

non-payment of long

service awards

Laboursubmittedalistofemployeeswho

had not been paid for the long service.

TheEmployerindicatedithadmadea

paymentandthattheonlyoutstanding

matterwastheissuingofcertificatesto

thoseemployees.Labourdidnotconcur

andtheEmployerrequestedtoresubmit

alistofemployeeswhohadnotreceived

theiroutstandinglongservicepayment.

TheEmployerwouldconsolidateareport

intermsoftheemployeeswhohadnot

beenpaid,issuecertificatestoallqualifying

employees.

The item remained on the

agenda of the Chamber to track

progress.

Table 25: Age analysis

88

northern cape


task team reports

(overtime on ems)

A task team was established to deal with the

overtime for EMS. The reports on overtime

for EMS from districts in Northern Cape

were submitted to the Chamber.

TheEmployerwasrequestedto

prepare a status report on the

implementation of EMS overtime.

Furthermore,theEmployerwould

also source a mandate on the

termsofpayments(70/30split).

water crisis at Kagisho

clinic (Kuruman)

Labour submitted an agenda item on the

water crisis at Kagisho Clinic in Kuruman,

and reported that there was a shortage of

waterinthefacility.Theconditionsinthe

facilitywereunacceptabletotheemployees

andpatients.TheEmployerreportedthat

there was a contractor on site to resolve the

matter and two (2) new water pumps had

beeninstalledatthefacility.

The Chamber established a task

team and discharged it to the

facilitytoconductaninspection

ofthefacility.Areportwouldbe

presented to the Chamber on

thefindings.

western cape


Noitemsexceedingayearontheagenda.

Table 25: Age analysis 3.4.1 challenges

Table10belowdepictsthechallengesthatwereencounteredbytheCouncilduringtheyearunderreview.

Table 26: Challenges

problem manifestation causes effects

preva-

lence

level

rate of

growth

failure to

conclude

collective

agreements

Matters of mutual

interest remain on

the agenda of the

Council without

being resolved.

There is a lack

of mandates and

therearebudgetary

constraints.

Disillusionment,

and strained

relations and

an increase in

disputes and

labour unrest

High Increasing

diminishing

number of items

on matters of

mutual interest

The agenda of

the Council is

dominatedby

administrative

items.

The parties are not

submitting items on

matters of mutual

interest.

Dissatisfiedand

disillusioned

employees

with possible

increase in

disputes and

labour unrests

High Increasing

high number

of items on

the agenda of

chambers

The Chambers’

agendas are long.

There is failure to

secure mandates

byrepresentatives

and there is poor

relationships

amongst the

parties.

Unproductive

meetings

and fruitless

expenditure

High Increasing

implementation of

chamber agree-

ments before

ratificationbythe

council

The Chambers

agree on an

implementation

date that is

not subject to

ratificationbythe

Council.

There is a lack of

understanding

oftheratification

process.

Rendering

the Council’s

ratification

process

artificial.

High Increasing

poor monitoring

of labour unrest in

the sector

The Council learns

of sporadic labour

unrest in the news.

There is a failure

to resolve issues

at Chamber level

which leads to a

lossofconfidence

in the process.

Servicedelivery

to the public is

compromised.

Medium Low

administrative

postponements

minutes docu-

mentation multi-

lateral forum

•Unavailability

•Timespent

•Shortage

•Presence

•Lackof

Alternates

•Standard

•Livingitat

home

Uneffective

andunefficient

administration.

High Constant


COUNCIL MEETINGS

10987654321-

Council ExCo CBC

2013/14 6 10 -

2014/15 6 7 7

Ordinary OrdinaryMeetings Meetings 2013/14 2014/15

Figure 24: Council meetings

SPECIAL COUNCIL MEETING

121110

987654321-

Council ExCo CBC

2013/14 2 12 -

2014/15 7 6 1

Special SpecialMeetings Meetings 2013/14 2014/15

Figure 25: Special Council Meeting

ATTENDANCE OF COUNCILScheduled Attended

Figure 26: Attendance of Council

ATTENDANCE OF ExCOScheduled Attended

Figure 27: Attendance of ExCo

1413121110987654321-


Scheduled 13 13 13 13 13 13

Attended 13 9 13 13 13 13

1413121110

987654321-

NEHAWU DENOSA PSA Employer

Scheduled 13 13 13 13

Attended 12 2 10 13


ATTENDANCE CBCScheduled Attended

Figure 28: Attendance CBC

9

8

7

6

5

4

3

2

1

-


Scheduled 8 8 8 8 8 8

Attended 6 7 6 7 7 8

4. proGramme 3: dispute manaGement

ThepurposeoftheDisputeManagementdepartmentistoefficientlyandeffectivelymanagetheresolution

of disputes in the public health and social development sector.

The programme is responsible for the following functions:

• themanagementofdisputeresolutionandprevention;and

• theperformanceofanydisputeresolutionfunctionimposedonitbytheprovisionsofitsconstitution

or the LRA.


str

ateg

ic g

oal

to p

rom

ote

lab

our

pea

ce w

ithi

n th

e se

cto

r b

y d

evel

op

ing

an

effe

ctiv

e se

cto

r w

ide

syst

em a

nd

cap

acit

y to

pre

vent

the

occ

urre

nce

of

lab

our

str

ife a

nd t

ackl

e an

y th

reat

to

the

lab

our

pea

ce s

wift

ly

and

dec

isiv

ely.

und

erta

ke a

sys

tem

atic

pro

cess

to

ove

rhau

l the

inte

rnal

sys

tem

s an

d c

apac

ity

str

ateg

ic o

bje

ctiv

eb

asel

ine

2013

/201

4

act

ual

per

form

ance

vari

ance

co

mm

ents

Tocom

ply100%withthethirty(30)day

turn

arou

nd t

ime

for

conc

iliat

ions

hea

rd a

nd

finalised

withinthirty(30)days:

*Tot

al c

onci

liatio

ns: 6

56

*Totalcon

ciliationsfinalised

withinthirty(30)

days:641

88%

98%

- 2%

The100%

targetwaspartiallyachieved,h

encethe

varianceof-2%;w

hichwasduetorequestsfrom

the

partiestoextendthethirty(30)dayturnaroundtimeto

exp

lore

set

tlem

ent

pos

sib

ilitie

s.

Tocom

ply60%

withthesixty(60)day

turn

arou

nd t

ime

for

arb

itrat

ion:

*Tot

al a

rbitr

atio

ns: 8

38

*Totalarbitrationsheardand

finalised

within

sixty(60)days:254

11%

30%

- 30

%Th

etargetwaspartiallyachieved,h

encethevariance

of-30%

duetothepartieson

lybeing

availableto

resumewithpartheardarbitrationsaftersixty(60)

days,thetwentyone(21)dayarbitrationno

ticeperiod

impactingon

thesixty(60)dayturnaroundtime,

arb

itrat

ions

bei

ng p

ostp

oned

sin

e d

ie o

r at

the

hea

ring

whichim

pactedonthesixty(60)dayturnaroundtime,

anddelaysinthem

andatingprocessesoftheparties

to d

eal w

ith t

he a

rbitr

atio

ns.

TheCou

ncilhassinceresolved

toreview

thesixty(60)

dayefficiencytarget.

Tabl

e 27

: Per

form

ance

revi

ew in

line

with

CC

MA

str

ateg

ic o

bje

ctiv

eb

asel

ine

2013

/201

4

act

ual

per

form

ance

vari

ance

co

mm

ents

Tocom

plywith85%

ofarbitrationsheard

andfinalised

:

*Tot

al a

rbitr

atio

ns: 8

38

*Totalarbitrationsheardand

finalised

:499

72%

60

%

- 25

%Th

e100%


encethe

varia

nce

of -

25%

due

to

the

reas

ons

high

light

ed

abov

e. T

he C

ounc

il ha

s re

solv

ed t

o re

view

the

85%

efficiencytargetwiththeCCMA.

Tocom

ply100%onaw

ardssubmitted

withinthefo

urteen(14)dayturnaroundtime.

22%

91

%-

9%Th

e100%


ence

the

varia

nce

of -

9%

due

to

def

aulti

ng p

anel

lists

sub

mitt

ing

awar

ds

late

.

Pen

altie

s w

ere

effe

cted

on

the

awar

ds

that

whe

re

submitted

late,asperthepanellistsfeepolicy,and

pan

ellis

ts a

re r

epor

ted

to

the

CC

MA

, to

take

into

cons

ider

atio

n w

hen

rene

win

g th

e ac

cred

itatio

n st

atus

of t

he p

anel

lists

.

Fina

lise

50%

or

mor

e of

con

-arb

cas

es in

a

sing

le e

vent

(inc

lud

es ‘s

ettle

d’ a

nd ‘a

war

d

rend

ered

‘):

*Tot

al c

on-a

rb r

efer

rals

: 134

*Tot

al c

on-a

rb o

bje

ctio

ns: 1

02

*Tot

al c

on-a

rbs

sche

dul

ed: 1

2

*Totalcon

-arbsheardand

finalised

ina

sing

le e

vent

(inc

lud

ing

with

dra

wn

and

sett

led

con

-arb

s): 2

0

Non

e 15

%-

35%

Thecon-arbprocessiscurrentlybeing

pilotedas

of01July2015;thetargetwasnotm

etduetocon-

arbcasesnotbeing

finalised

withinasingleevent/

sitt

ing,

and

the

incr

easi

ng n

umb

er o

f ob

ject

ions

to

the

pro

cess

.

Tabl

e 27

: Per

form

ance

revi

ew in

line

with

CC

MA


str

ateg

ic o

bje

ctiv

eb

asel

ine

2013

/201

4

act

ual

per

form

ance

vari

ance

co

mm

ents

Tocom

plywiththe20%

settlementrateof

all c

ases

hea

rd fo

r al

l pro

cess

es:

*Tot

al c

ases

(con

-arb

s/co

n an

d a

rb):

1526

*Tot

al s

ettle

d: 1

79

* To

tal w

ithd

raw

n: 1

41

16%

21

%+

1%

The

20%

tar

get

was

ach

ieve

d.

*Tocomplywiththem

aximum

of1

0%

pos

tpon

emen

ts o

f all

pro

cess

es h

eard

:

*Tot

al c

ases

(con

-arb

s/co

n an

d a

rb):

1526

*Tot

al p

ostp

onem

ents

: 105

27%

7%

+ 3

%Th

e 10

% t

arge

t w

as a

chie

ved

; hen

ce t

he +

3%

varia

nce,

and

the

em

ergi

ng t

rend

was

the

incr

ease

of

pos

tpon

emen

ts a

t th

e he

arin

gs.

Tabl

e 27

: Per

form

ance

revi

ew in

line

with

CC

MA

5. statistical analysis performance overview Disputereferralsforthe2014/2015financialyear

Atotalofonethousandonehundredandfortyseven(1147)disputeswerereferredtotheCouncil forthe

2014/2015financialyear.Thismarkeda5%increaseofdisputesreferredtotheCouncilascomparedtothe

2013/2014financialyear;withatotalofonethousandandeightynine(1089)disputesthatwerereferred.

5.1 disputes referred per province

Forthe2014/2015financialyear,KwaZulu-Natalreferred20%ofthetotalnumberofdisputesreferredtothe

Council.Thisconstitutedthehighestpercentageascomparedtotheotherprovinces.Gautengfollowedby

17%, Eastern Cape accounted for 16%, Western Cape and Free State for 12%, North West for 7%, Limpopo

for 6%, Northern Cape and Mpumalanga for 5%.

Table 28: Month to month dispute referrals per province

pro

vinc

e

ap

ril

2014

may

201

4

jun

201

4

jul

2014

aug

201

4

sep

t 2

014

oct

201

4

no

v 2

014

dec

201

4

jan

201

5

feb

201

5

mar

201

5

tota

l

ec 21 19 12 13 13 21 13 11 9 9 9 30 180

fs 12 10 13 7 10 11 19 5 11 5 8 21 132

Gp 13 17 20 13 14 22 22 15 18 7 17 16 194

KZn 29 16 8 12 35 19 16 15 17 18 23 22 230

lp 1 2 2 8 9 7 11 7 4 4 7 7 69

mp 4 12 1 6 3 6 10 4 3 1 1 8 59

nc 4 6 10 1 7 7 2 5 5 3 4 6 60

nw 7 5 6 5 9 14 10 5 6 6 6 7 86

wc 14 11 11 7 7 9 12 8 11 21 8 18 137

tota

l

105 98 83 72 107 116 115 75 84 74 83 135 1147


5.2 dispute referred per department

The provincial DOH referred the highest number of disputes of the total number of disputes referred to the

Councilinthe2014/2015financialyear.Itaccountedfor89%ofthetotaldisputesreferred.Itwasfollowed

bytheprovincialDOSDwith9%,theDepartmentofCorrectionalServiceswith1%,thenationalDOHwith

1%; the national DOSD, and the Department of Education, the Department of Defence and the Department

of Justice accounted for 0%.

Table 29: Disputes referred per department

department number of disputes percentage

Provincial Department of Health 1019 89%

National Department of Health 7 1%

Provincial Department of Social Development 106 9%

National Department of Social Development 0 0%

Department of Correctional Services 12 1%

Department of Education 1 0%

Department of Defence 1 0%

Department of Justice 1 0%

total 1147 100%

5.3 nature of disputes referred

ThenatureofdisputesreferredtotheCouncilinthe2014/2015financialyear,predominantlyrelatedtoULP.

Oftheeleventhousandonehundredandfortyseven(1147)disputesreferred,fivehundredandfiftyfour(554)

referrals were received for ULP, three hundred and seven (307) referrals were received for UD disputes, two

hundredandforty(240)referralswerereceivedforIACAdisputes,thirtyfive(35)referralswerereceivedfor

UCTCE disputes, six (6) referrals were received for matters of MI disputes, four (4) referrals were received for

RBdisputes and one (1) referral was received for PDA.

Figure 29: Nature of disputes referred

NATURE OF DISPUTES REFERRED

600

500

400

300

200

100

-

ULP UD IACA UCTCE MI RB PDM

554 307 240 35 6 4 1

5.4 unfair labour practice disputes

Thefivehundredandfifty four (554)wasattributed to theULPdisputes relating topromotion,demotion,

training,probation,benefits and transfer.Onehundredand thirty four (134)disputeswere related toUS,

three (3) disputes related to PD disputes, eight (8) disputes related to FRI and one (1) dispute related to PDA

dispute.

Figure 30: Unfair Labour Practices

UNFAIR LABOUR PRACTICE CASES

400

350

300

250

200

150

100

50

-

Promotion, demotion, training, probation

andbenefits

Unfair suspension

Protected disclosure

Failure to re-instate

Transfer

408 134 3 8 1


(a) Breakdownofpromotion,demotion,training,probationandbenefitsdisputes

TheULPdisputesrelatedtopromotion,demotion,training,probationandbenefitsconsistofthefollowing

breakdown:

Table 30: Unfair Labour Practice

unfair labour practice dispute total

Promotion 165

Demotion 55

Training 25

Probation 8

Benefits 155

total 408

5.5 unfair dismissals

Three hundred and seven (307) disputes related to UD, two hundred (200) disputes related to misconduct

disputes, fourteen (14) related to constructive dismissal disputes, seventy eight (78) related to reasons

unknowndisputes,four(4)relatedtooperationalrequirementsdisputes,six(6)relatedtoincapacitydisputes

andfive(5)relatedtonon-renewalofcontractdisputes.

Figure 31: Unfair dismissals

UNFAIR DISMISSAL CASES

200

150

100

50

-

MisconductConstructive

dismissalReason

not knownOperationalrequirements

IncapacityNon renewal of contract

200 14 78 4 6 5

5.6 interpretation and /or application of agreements

Twohundredandforty(240)disputeswerereportedintermsofsection24(2)oftheLRAontheinterpretation

and / or application of agreements. For the period under review, the collective agreements in dispute were

as follows:

Table 31: Interpretation and/or application of agreement

resolution description

Resolution 3 of 2000 The implementation of disputes resolution procedures for the PHWBC - one

(1) dispute (out of jurisdiction)

Resolution 1 of 2002 Actingallowance-thirtytwo(32)disputes

Resolution 1 of 2003 Feepolicyonadministrationofthedisputesand/ordisciplinary-one(1)

dispute

Resolution 1 of 2004 Recruitment and retention allowance - one (1) dispute

Resolution 2 of 2004 Rural allowance - two (2) disputes

Resolution 1 of 2007 Amendment to the constitution of the PHWBC - three (3) disputes (the

disputes related to overtime and were later withdrawn)

Resolution 3 of 2007 OSDfornurses-seventy(70)disputes

Resolution 1 of 2009 OSD for social services professionals and occupations - sixteen (16) disputes

Resolution 2 of 2009 OSD for social services professionals and occupations - nine (9) disputes

Resolution 3 of 2009 OSDformedicalofficers,medicalspecialists,dentists,dentalspecialists,

pharmacologists,pharmacistsandemergencycarepractitioners-fiftyfour

(54) disputes

Resolution 1 of 2010 AddendumtoResolution3ofOSDformedicalofficers,medicalspecialist,

dentalspecialist,pharmacologists,pharmacistsandemergencycare

practitioners - ten (10) disputes

Resolution 2 of 2010 OSD for therapeutic, diagnostic and related allied health professionals -

thirteen (13) disputes

Resolution 3 of 2011 Appointmentoffull-timeshop-stewardsandofficebearers-eleven(11)

disputes

Resolution 2 of 2012 OSD for engineers, technologist, technicians, artisans and scientists

employedinthepublichealthsector-four(4)disputes

Resolution 1 of 2013 Dangerallowanceforidentifiedemergencymedicalservices-nine(9)

disputes

Resolution 1 of 2014 Recognitionofimprovedqualifications-one(1)dispute

Three(3)outofjurisdictioncasesrelatedtoleavepayandstudyleavewerereferred

as interpretation disputes


5.7 unilateral change to terms and conditions of employment

Atotalofthirtyfive(35)disputeswerereportedonunilateralchangetotermsandconditionsofemployment.

5.8 matters of mutual interest

A total of six (6) disputes were reported on matters of mutual interest.

5.9 refusal to bargain

A total of four (4) disputes were reported on refusal to bargain disputes.

5.10 pre-dismissal arbitrations

A total of one (1) dispute was reported on pre-dismissal arbitration disputes.

6. trends and patterns: 2013/2014 & 2014/2015

6.1 disputes referred per month

Inthe2014/2015financialyear,thedisputesreceivedbytheCouncilincreasedby5%intotalascompared

to the2013/2014financialyear.Thedisputes increasedby20% inApril2014, increasedby21% inMay

2014,decreasedby30%inJune2014,decreasedby42%inJuly2014,decreasedby4%inAugust2014,

increasedby22%inSeptember2014,increasedby5%inOctober2014,decreasedby13%inNovember

2014, increasedby 50% inDecember 2014, decreasedby 10% in January 2015, decreasedby 22% in

February2015andincreasedby59%inMarch2015.

Figure 32: Number of disputes referred per month

DISPUTES REFERRED PER MONTH

160

140

120

100

80

60

40

20

0

Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar

2013/14 84 77 118 124 112 91 109 86 42 82 107 56

2014/15 105 98 83 72 107 116 115 75 75 84 83 135

April 2013-March 2014



6.2 disputes referred per province

Inthe2014/2015financialyear,KwaZulu-NatalreferredthehighestnumberofdisputestotheCouncil.As

comparedtothe2013/2014financialyear,EasternCapedecreasedby6%disputes,FreeStatedecreasedby

8%,Gautengincreasedby39%,KwaZulu-Natalincreasedby16%,NorthWestincreasedby23%,Northern

Capedecreasedby8%,WesternCapedecreasedby2%,Mpumalangadecreasedby49%andLimpopo

increasedby15%.

Figure 33: Disputes referred per province

DISPUTES REFERRED PER PROVINCE

250

200

150

100

50

0

Eas

tern

Cap

e

Free

Sta

te

Gau

teng

Kw

aZul

u-N

atal

Nor

th W

est

Nor

ther

n C

ape

Wes

tern

Cap

e

Mp

umal

anga

Lim

pop

oApril 2013-

March 201492 44 118 193 66 49 140 116 71


180 132 194 230 86 45 137 59 84



6.3 disputes referred by trade unions and individuals

In the2014/2015financialyear,PSA referred thehighestnumberofdisputes to theCouncil, followedby

NEHAWU, and individuals.

As compared to the 2013/2014 financial year, individuals decreasedby 7%,DENOSA increasedby 7%,

HOSPERSAdecreasedby8%,NEHAWUincreasedby11%,NUPSAWincreasedby20%,PSAdecreased

by20%,NPSWU increasedby83%,PAWUSAdecreasedby8%,POPCRUdecreasedby50%,SAEPU

decreasedby18%,SOLIDARITYincreasedby100%,SASAWUincreasedby33%andSAMAincreasedby

48%.

Figure 34: Disputes per trade union

DISPUTES PER TRADE UNION

300

250

200

150

100

50

0

Ind

ivid

uals

DE

NO

SA

HO

SP

ER

SA

NE

HA

WU

NU

PS

AW

PS

A

NP

SW

U

PAW

US

A

PO

PC

RU

SA

EP

U

SO

LIR

AR

ITy

SA

SA

WU

SA

MA


230 75 176 225 38 275 7 17 2 11 0 6 27


215 81 162 253 48 257 42 15 1 9 3 9 52




6.4 disputes out of jurisdiction

Twohundredandtwentysix(226)disputeswerescreenedoutofjurisdictioninthe2014/2015financialyear.

Individualsreferredthehighestnumberofdisputesthatwerescreenedoutofjurisdiction.Seventytwo(72)

disputeswerereferredbyindividuals;NEHAWUaccountedforfiftysix(56)disputes,PSAforfortyone(41)

disputes,HOSPERSAfortwentyseven(27)disputes,NUPSAWfornine(9)disputes,DENOSAforseven(7)

disputes, PAWUSA and SAMA for four (4) disputes, NPSWU for three (3) disputes, SAEPU for two (2) disputes

and SOLIDARITy for one (1) dispute.

Table 32: Out of jurisdiction disputes

party number

Individual 72

DENOSA 7

HOSPERSA 27

NEHAWU 56

NUPSAW 9

PSA 41

SAEPU 2

NPSWU 3

SOLIDARITy 1

PAWUSA 4

SAMA 4

Gauteng referred the highest number of disputes that were screened out of jurisdiction. As compared to the

2013/2014financialyear,EasternCapeandFreeStateincreasedby8%,KwaZulu-Nataldecreasedby35%,

Mpumalangaincreasedby75%,NorthWestincreasedby8%,NorthernCapedecreasedby48%,Western

Capedecreasedby14%andLimpopodecreasedby25%.

Figure 35: Disputes per province

DISPUTES PER PROVINCE

60

50

40

30

20

10

0

Eas

tern

Cap

e

Free

Sta

te

Gau

teng

Kw

aZul

u-N

atal

Mp

umal

anga

Nor

th W

est

Nor

ther

n C

ape

Wes

tern

Cap

e

Lim

pop

o


6 3 45 60 2 23 21 35 32


32 16 41 39 8 25 11 30 24



6.5 implementation of the con-arb process

Asof01July2014theCouncilhadbeenimplementingthecon-arbprocessintermsofsection191(5A)of

theLRA,toassessthepossibilityoffinalisingdisputespromptlyandcosteffectively.Thecon-arbprocessis

currentlybeingpilotedandthedecisiontoformallyadopttheprocesswillbetakeninduecourse.

For the period under review, there were one hundred and eleven (111) con-arb referrals. The Council received

sixty(60)objectionstothecon-arbprocessandfiftyone(51)referralswerescheduledthroughthecon-arb

process.


6.6 summary

In light of the above statistical information, the following factors manifested in the Council in the 2014/2015

financialyear:

(a) 89% of the disputes resulted from the provincial DOH;

(b) the nature of disputes referred to the Council in the main were as a result of ULP, which related to

promotionandbenefits;

(c) dismissals related to misconduct were the highest nature of dismissals that were reported;

(d) agreements on the implementation of OSDs, constituted a great number of disputes referred to the

Council for interpretation and /or application of agreements; and,

(e) KwaZulu-Natal referred the highest number of disputes to the Council for the period under review.

7. jurisprudence

7.1 settlement agreements must always be worth more than the paper they are written on

(article written by the resident panellist: Mr James Matshekga)

a. introduction

TheLRAhasasone(1)ofitsprimaryobjectsthepromotionofeffectiveresolutionoflabourdisputes(section

(1) (d) (iv)). In Mackay v Absa Group & Another [1999] 12 BLLR 1317 (LC) the Labour Court held that, in

keeping with the LRA’s main objective, “alldisputesarisingfromtheemployer-employeerelationshipmustbe

effectivelyresolved.Suchdisputesareresolvedthroughconciliation,arbitrationandadjudication,andthose

of a collective nature through collective bargaining. In the light of the afore-going it is clear that it could never

havebeenintendedthatsomedisputesarisingoutoftheemployer-employeerelationshipareincapableof

resolution in terms of the Act”.

EffectiveresolutionofdisputesintermsoftheLRApresupposesexpeditious,speedy,simple,quick,non-

legalistic and inexpensive resolution of disputes (see in this regard CWIU v Darmag Industries (Pty) Ltd [1999]

8 BLLR 754 (LC), Kolobe v Proxenos (Sophia’s Restaurant) [2000] 11 BLLR 1291 (LC), CWIU v Johnson &

Johnson (Pty) Ltd [1997] 9 BLLR 1186 (LC), and Gibb v Nedcor Limited [1997] 12 BLLR 1317 (LC)).

Section 28(1) (c) of the LRA empowers bargaining councils to prevent and resolve labour disputes. Section

37(5)oftheLRAfurthergivesthevarioussectoralbargainingcouncilswithinthepublicservicetherequisite

authoritytoresolvelabourdisputes.TheCouncilisoneofthesectoralbargainingcouncilswithinthepublic

servicethathasbeenmandatedtopreventandresolvelabourdisputes,specificallyinthepublichealthand

social development sectors.

ItistritethattheLRAplacesprimacyandemphasisonconsensus,seekingthisasafirststepintheeffective

resolution of labour disputes. In general, no labour dispute can be the subject of industrial action or adjudication

(either in the form of arbitration or court processes in the Labour Court) before an attempt to conciliate the

disputehasbeenmade.Itismostlyduringtheconciliationprocessthatthepartieshaveanopportunityto

come to a mutual resolution of their dispute. However, should conciliation fail, section 138(3) of the LRA gives

thepartiesafurtheropportunitytoattempttoresolvethedispute,throughconciliation,duringarbitration,if

all parties consent.

The parties resolve disputes that have been referred to the Council or which fall within the Council’s mandate

by entering into settlement agreements.Over the years, theCouncil has been bedeviledwith a growing

number of applications from the parties to make settlement agreements arbitration awards, in terms of section

142A of the LRA.

Themajority,ifnotall,ofthesettlementagreementsinquestion,donotresolvethedisputethatwasreferred

to theCouncil or the issue(s) in dispute raisedby thedispute, but dealwith peripheral (process-related)

issuesthathaveverylittle,ifanything,todowiththedisputeortheissuesindispute.Forinstance,analleged

unfair labour practice dispute relating to promotion would have been referred to the Council, and the parties


willenterintoa“settlementagreement”thatsimplystatesthat“thepartiesagreethatanapplicantwillbe

assessed or the position evaluated.” In other instances an applicant will refer an alleged unfair labour practice

disputerelatingtounfairsuspensionandthenthepartieswillenterintoa“settlementagreement”thatsimply

states that “the parties agree that the applicant will be sent for mental evaluation to determine whether or not

the suspension should be lifted.” The examples are too numerous and grave to mention.

The purpose of this paper is to explain what a settlement agreement is for purposes of section 142A of the

LRA,whatshouldbecontainedinthatsettlementagreement,theminimumrequirementsthatthesettlement

agreementmustcomplywithinordertobemadeanarbitrationaward,intermsofsection142AoftheLRA

and the circumstances under which the Council will exercise its discretion to make the settlement agreement

an arbitration award in terms of section 142A of the LRA.

b. what is a settlement agreement for purposes of section 142a of the lra?

Section142A(1)oftheLRAprovidesthattheCouncilmay,byagreementbetweenthepartiesoronapplication

byaparty,makeanysettlementagreementinrespectofanydisputethathasbeenreferredtotheCouncil,

an arbitration award.

Section 142A (2) further provides that for the purposes of subsection (1), a settlement agreement is a written

agreementinsettlementofadisputethatapartyhastherighttorefertoarbitrationortotheLabourCourt,

excludingadisputethatapartyisentitledtorefertoarbitrationintermsofeithersection74(4)or75(7).In

Molaba v Emfuleni Local Municipality [2009] 7 BLLR 679 (LC) the Labour Court held that (at paragraph 6):

The wording of s142A suggests that for an agreement to constitute a settlement agreement, a

numberofrequirementsrelatingtonatureandformmustbemet.First,thedisputethatisthesubject

of the settlement must have been “referred to the Commission”. “Referred” cannot mean referred

toarbitrationintermsofs136-s142A(1)requiresthatthedisputemustbeonethatapartyhas

the right to refer either to arbitration or to the Labour Court. “Referred to the Commission” therefore

meansreferredforconciliationintermsofsection134.Thissection,readwiththerequirementthat

thedisputebeonethatapartyhastherighttorefereithertoarbitrationortotheLabourCourt,means

thatitisonlysettlementsofdisputesaboutamatterofmutualinterestthatareeitherarbitrableor

justiciableby thisCourt thatmaybe thesubjectofanarbitrationaward in termsofs142A.This

excludes, for example, a settlement agreement in respect of a dispute aboutwages. Finally, the

agreementmustbe inwriting.Thosecasesthatdealwith thedefinitionofacollectiveagreement

(whichintermsofs213mustbea“writtenagreement”)wouldobviouslybehelpfulingivingcontent

tothisrequirement.(See,forexample,SAMWUvWeclogo[2000]10BALR1160(CCMA)).

Insummary,toconstituteasettlementagreement,forpurposesofsection142AoftheLRA,thesettlement

agreement must:

(a) be in writing; and

(b) beinsettlementofadisputethatapartyhastherighttorefertoarbitrationortotheLabourCourt,

excludingadisputethatapartyisentitledtorefertoarbitrationintermsofeithersection74(4)or75(7).

c. the content of settlement agreements

Theprimaryaimofenteringintoasettlementagreementistoresolveadisputeandbringfinalitytothematter.

Theaimisnottodealwithoraddressperipheralorancillaryissuesrelatedtothedispute.Thepartiesmust;

thereforealwaysensurethatsettlementagreementsthattheyenterinto:

(a) address the dispute and bring a fair closure to the dispute;

(b) are implementable and enforceable;

(c) areself-containedanddonotrelyonotherdocuments;and

(d) are not conditional.

d. when can a settlement agreement be made an arbitration awards in terms of section 142a

of the lra?

Section 142A(1) of the LRA provides that settlement agreements that meet the criteria set out in section

142A(2)oftheLRAmaybemadearbitrationawards.Theusageoftheword“may”inthesectionpresupposes

andimpliesthatitisnotcompulsoryfortheCounciltomakesettlementagreementsarbitrationawards.In

other words, the Council has the discretion whether to make settlement agreements arbitration awards or not

(See in this regard Greef v Consol Glass (Pty) Ltd [2013] 34 ILJ 2385 (LAC) and PSA obo members v Gwanya

NO and Another [2015] 3 BLLR 300 (LAC)).

In Dell v HPD Construction [2010] 6 BLLR 626 (LC) the Labour Court, per Molahlehi J, held that “in both

formandsubstancetheprovisionsofsections142Aand158(1)(c)oftheLRAarethesame.”Accordingly,

theprecedentestablishedbyourcourtsintheirinterpretationofsection158(1)(c)oftheLRAapplywiththe

necessaryandequalforce,toapplicationsbroughtbeforetheCouncilintermsofsection142AoftheLRA.

In SAPO Ltd v CWU obo Permanent Part-time Employees [2013] 12 BLLR 1203 (LAC), the court warned

againstsimplymakingsettlementagreementsarbitrationawards,preciselybecauseagreementsalltoooften

containconditionsthatmustbefulfilledforthehappeningornothappeningofanevent,ortheagreement

containsambiguityoruncertaintyrequiringextraneousevidencetoascertaintheagreedtermsandgiveeffect

to the terms of the agreement.

The court specifically stated that the purpose ofmaking settlement agreements arbitration awards is to

enforcecompliance,andthereforethesettlementagreementmustbeunambiguousandunequivocal,andnot

opentoanydispute.Thecourtalsogaveclearexamplesofsettlementagreementsthatshouldnotbemade

arbitration awards.

Thefirstexamplerelatestoasituationwheretherewascompliancewiththeagreement.Thecourtstatedthat

whereasettlementagreementprovidesforanemployertopayanemployeeR5000.00byaparticulardate

andtheemployerpaysthisamountonorbeforetheduedate,theemployeewouldbefoolhardytoapproach

theCounciltomakethesettlementagreementanarbitrationaward,asnopurposewouldbeservedbydoing

so, and the Council will refuse to make it an arbitration award.


Thesecondexamplerelatestosituationswhereapartyisgivendiscretioninthesettlementagreement.The

courtstated thatwhere thesettlementagreementprovides that theemployer ‘will re-employadismissed

employeeifhefeelslikedoingso’,andtheemployerdoesnotre-employtheemployee,theemployeewould

be ill advised to approach the Council and seek to make that agreement an arbitration award, because no

purposecanbeservedbymakingsuchanagreementanarbitrationaward.

The court further stated that before the Council can make settlement agreements arbitration awards, the

Councilmustbesatisfiedthat:

(a) the agreement is one which meets the criteria set in section142A of the LRA;

(b) the agreement is sufficiently clear to have enabled the defaulting party to know exactlywhat it is

requiredtodo,inordertocomplywiththeagreement;and

(c) therehasnotbeencompliancebythedefaultingpartywiththetermsoftheagreement.

In exercising its discretion to make settlement agreements arbitration awards, the Council will, while taking

thecircumstancesofeachandeverycaseintoaccount,beguidedby,amongstothers:

(a) thetimeittookapartyseekingrelief,tolaunchtheapplicationtomakethesettlementagreementan

arbitration award; and

(b) the purpose for which the application is brought; bearing in mind that the purpose of making a settlement

agreement an arbitration award is to compel enforcement.

e. conclusion

Byplacingemphasisonconsensusseekingprocesses,theLRAplacestheultimatepowerinthehandsof

thepartiestoresolvedisputesontheirownterms.Withpowerliterallyintheirhands,thepartiesmustensure

thattheyusethepowercorrectly,efficiently,effectivelyandfortheirmutualbenefit.Settlementagreements

thatdonotaddressthedisputeandtheparties’underlyingneeds,areofnousetothepartiesthemselvesand

alsodonothingtoenhancetheCouncil’sstatutorydisputeresolutionfunctions.Ifanything,suchsettlement

agreements result in further disputes and prejudice to the parties.

Thepartiesmustthereforeensurethatthesettlementagreementsthattheyenterinto:

(a) address the dispute and bring a fair closure to the dispute;

(b) are implementable and enforceable;

(c)areself-containedanddonotrelyonotherdocuments;and(d)arenotconditional.

When bringing applications in terms of section 142A of the LRA, parties must further ensure that:

(a) the settlement agreement is one which meets the criteria set in section142A of the LRA; (b) the

settlementagreementissufficientlycleartohaveenabledthedefaultingpartytoknowexactlywhatit

isrequiredtodoinordertocomplywiththeagreement;

(c) therehasnotbeencompliancebythedefaultingpartywiththetermsofthesettlementagreement,

(d) theapplicationisbroughtwithoutunduedelay;and

(e) the application is brought with the sole purpose of enforcing compliance with the settlement agreement.

PaRT eANNUAL FINANCIALSTATEMENTS

116

tel: 012 644 8118fax: 012 664 8045/7248email: [email protected]: www.phsdsbc.co.za

physical address:PHSDSBCOfficesPublic Service Bargaining Centre260BasdenAvenue|Centurion|Lyttelton|0176

postal address:PO Box 11467Centurion0046

Documents

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