Compensation Fund Briefing to the Portfolio Committee on CF Preliminary Annual Performance, Strategic Plan for 2013 -2018 and 2013/14 Annual Performance Plan Overall Responsibility: Compensation Commissioner: Mr. S. Mkhonto
Table of Contents 1. Overview & Objectives of the Fund 2. CF Measurable Objective 3. Service Delivery Outcomes 4. Vision and Mission PART A : PRELIMINARY ANNUAL REPORT 5. CF Performance 6. Challenges contributing to non achievement of some indicators and how we are responding to them 7. Auditor General’s Report 8. Summary of Budget allocated and expenditure as at end of Dec 2012 PART B: 2013 -2018 STRATEGIC PLAN AND 2013/2014 ANNUAL PERFORMANCE PLAN 9. Issues that were in the plan but not finalised 10. Priorities for 2013/14 11. Compensation Fund Strategic Plan and APP for 2013/14 12. Budget Allocation and MTEF Estimates 13. CF expectations of the Portfolio Committee 2
Overview & Objectives of the Fund • The Compensation Fund is a public entity of the Department of Labour. • The Fund administers the Compensation for Occupational Injuries and Diseases Act no. 130/1993 as amended by the COIDA 61/1997. • The main objective of the Act is to provide compensation for disablement caused by occupational injuries or diseases sustained or contracted by employees, or for death resulting from such injuries or diseases, and provide for matters connected therewith. 3
CF Measurable Objective “To pay compensation for death or disablement caused by occupational injuries and diseases sustained or contracted by employees within 90 days of receipt of full documentation” 4
Service Delivery Outcomes Government Service Delivery Outcomes DOL Strategic Objectives CF Strategic Objectives Accountable Programme Outcome 4: Decent employment through inclusive economic growth Strategic Objective 3: Protecting vulnerable workers Promote policy advocacy Communication Strengthening corporate governance Risk Management, Internal Audit Integration of CF with the comprehensive social security reforms Legal Services Providing an efficient social safety net Compensation, Medical Improve financial viability Finance Provide professional, efficient and client orientated human resources HRM Improve corporate support and services ICT Enhance quality and access to COIDA services and information Organisational Effectiveness, PMO, ICT Strategic Objective 5: Strengthening social protection Outcome 12: An efficient, effective and development oriented public service and an empowerment and inclusive citizenship. Strategic Objective 8: Strengthening the institutional capacity 5
Vision • To be an employer of choice and an internationally reputable provider of compensation for occupational injuries and diseases, rehabilitation and reintegration services. 6
Mission • To utiliseleverage automated solutions to provide efficient, quality, client-centric and accessible Compensation Fund services. • To ensure effective rehabilitation and re-integration services, through reputable (proven) programmes. • To ensure financial viability through efficient collections and prudent investments. • To promote job creation initiatives through social responsible investments. • To develop and retain a competent and content workforce. 7
PART A PRELIMINARY ANNUAL REPORT (CF PERFORMANCE AGAINST THE 2012 -13 ANNUAL PERFORMANCE PLAN)
Summary of Performance Status Legend Achieved 100% + of Target Partially Achieved 50% - 99% of Target Not Achieved 0% - 49% of Target No of Indicators 28 (62%) 7 (16%) 10 (22%)
Compensation Claims April 2012 - March 2013 Claims Registered Accepted Claims Number of Awards Amount E-Claims 26584 SAP 175140 201 724 E-Claims SAP 14936 84290 47 539 969 99 226 48 508 986 687 432
Compensation Fund Claims (Comparison with previous financial years) 2009/2010/2011/2012/2013 Claims registered 200560 215493 141437 201 724 Claims Accepted 178293 190168 110180 99 226 Claims Repudiated 361 447 129 323 Claims with outstanding information/not accepted 21906 24878 31128 83552 Number of Payments issued 340159 329109 205150 48 508 Monetary value Paid R 771 801 533 R 801 774 215 R 549 000 702 R 986 687 432
Claims breakdown per benefit : April 2012 - March 2013 Benefit Type Number awarded Amount awarded (R) 3 2 753 026 Burial Expenses 207 1 686 996 Lump sum To Widow 459 5 913 711 partial Dependency 14 437 870 PD Lump sum 3 567 107 418 213 Pension (Employee and fatal) 25 536 783 804 057 TTD 18 722 84 673 559 TOTAL 48 508 986 687 432 Additional Compensation(Sect 56)
Claims breakdown and comparison with the previous years Benefit type Awards 2011/2012 Awards 2012/2013 Amount awarded 2011/2012 Amount awarded 2012/2013 1 3 200 000 275 3026 184 207 1 372 866 1 686 996 8 641 - 12 520 809 - 240 459 2 467 344 5 913 711 7 14 77 843 437 870 4 206 3 567 93 395 328 107 418 213 Pension 168 310 25 536 344 526 553 783 804 057 TTD 23 561 18 722 94 439 959 84 673 559 Totals 205 150 48 508 549 000 702 986 687 432 Additional Compensation sect 56 Burial Expenses CAA Lump sum to Widows Partial Dependency PD Lump sum payment (30%)
Claims per Province April 2012 –March 2013 PROVINCE CLAIMS REGISTERED CLAIMS ADJUDICATED Eastern Cape 276 114 Free State 212 117 23 201 13 092 Gauteng (JHB Office) 750 447 Kwazulu-Natal 768 462 Limpopo 189 92 Mpumalanga 136 52 North West 166 97 Northern Cape 53 32 Western Cape 833 431 Other SAP 175 140 84 290 TOTAL 201 724 99 226 Gauteng (Pretoria Office)
Claims Comparison per Provincial Office Province Claims registered 2011/2012 Claims registered 2012/2013 Claims accepted 2011/2012 Eastern Cape 24, 452 276 24, 491 114 Free State 3, 516 212 3, 375 117 Gauteng Pretoria Office 93, 407 23 201 Gauteng Johannesburg Office 1, 685 750 1, 332 447 Kwa -Zulu Natal 4, 853 768 4, 008 462 Limpopo 1, 672 189 573 92 Mpumalanga 3, 362 136 6, 276 52 North West 870 166 1, 983 97 Northern Cape 2, 561 53 778 32 Western Cape 4, 906 833 4, 145 431 Other SAP-ICM 23248 175 140 13, 647 84 290 Totals 164, 532 201 724 160, 554 99 226 103, 974 Claims accepted 2012/2013 13 092
STRATEGIC OBJECTIVE: PROVIDING AN EFFICIENT SOCIAL SAFETY NET Ø A total of 21 SCSF projects were funded and monitored namely, Qholaqhwe, Mangaung; Maokeng; Hope Town; Marydale; Sika Sonke; Mooi River; Bergville; UKZN; Himville; Matatiele; Aliwal North; Leandra; Nkomazi; Nkunzi; Opret; Mamadi; Community Regeneration; Swellendam; Lethabong and Workers World Media Productions. Ø All these projects have finalised their respective workshops for the first tranche payment by 31 December 2012. Ø Reviewed compensation benefits by end of financial year. Proposal was signed by the Minister and already gazetted for public comments.
STRATEGIC OBJECTIVE: PROVIDING AN EFFICIENT SOCIAL SAFETY NET Medical claims 2012 / 2013 Financial year Ø A 12 % increase noted in Invoices processed this financial year. Ø A decrease of 22 % noted in Rand Value this financial year. 2011/2012 / 2013 No. paid Amount No. Paid Amount 824 924 R 1 872 583 374. 00 934 834 R 1 426 189 044. 00 Ø Over the last five financial years , the Fund has paid an average of 800 000 invoices per year. Ø The Fund was experiencing a decrease in payments due to challenges on the implementation of the new IT system. This trend was noted up to Quarter 3 , however there were mitigations such as the Medical Backlog project (Electronic processing of invoices), and the Claims backlog project in Quarter 4. Ø The drop of Rand value is attributed to the project processing a high number of invoices with low monetary value and the controls on the electronic system used during the Backlog Project.
STRATEGIC OBJECTIVE: PROVIDE PROFESSIONAL, EFFICIENT AND CLIENT ORIENTATED HUMAN RESOURCE (HRM) Ø More than 100% of the identified training needs were met against the annual target of 82%. 40 training needs were identified and 62 were addressed, which translates to 117% achievement. Ø In contributing towards job creation, 111 interns were appointed by the end of 31 st March 2013 against the annual target of 100 set by CF. Ø The Fund consistently maintained its vacancy rate. The vacancy rate is 2. 81% against the 10% vacancy norm.
STRATEGIC OBJECTIVE: STRENGTHENING CORPORATE GOVERNANCE (RISK MANAGEMENT) Ø Out of 142 Fraud and corruption cases 86 finalized within 4 months which resulted in two medical health care providers convicted and sentenced to three years house arrest and five years suspended for both. they were also ordered to pay back R 2, 1 m and R 455, 212. 60 with 15% interest respectively. Ø Another 4 Medical health care providers are still on trial for defrauding the Fund the value of R 1, 359, 876. 7 Ø 7 Ex-employees are also on trial for colluding with Health care providers. Ø Two Health care providers were on trial by HPCSA and the rest are outstanding.
STRATEGIC OBJECTIVE: INTEGRATION OF CF WITH THE COMPREHENSIVE SOCIAL SECURITY REFORMS (LEGAL SERVICES) Ø Draft amendments of COIDA, which includes a chapter in Reintegration and Rehabilitation to work, were completed and submitted to the LP&IR branch of the Department of Labour for quality assurance and further consultation.
STRATEGIC OBJECTIVE: PROMOTE POLICY ADVOCACY (COMMUNICATION) § Communication Strategy was successfully implemented. Educational adverts covering employers, employees and beneficiaries ran on national TV (SABC 1, 2, 3 and Etv), national radio stations in all official languages. Educational advert covering beneficiaries ran on community newspapers in different languages. Educating them on what services the Fund is offering and what their rights are. Radio interviews were conducted on community radio stations in different languages educating and responding to enquiries relating to covering all COIDA. Adverts were ran on Commuta net (train stations and buss stations) covering employees and beneficiaries TO ENSURE MAXIMUM REACH. -
. NOTICE TO EMPLOYERS - Advertorial ran on national newspapers informing employers of the deadline and how to submit RETURN OF EARNINGS - Television adverts on SABC 1 -3 and etv. - Radio advertorials ran on national radio stations in all official languages. - Alive advertising, adverts for beneficiaries ran on alive screen nationwide from February to March 2013, - On-line advertising ran on news sites from Feb to March 2013, - Billboard advertorials ran on all Gautrain stations from the month of March 2013, - Airport screens advertorials ran from the month of March 2013.
IMPACT OF THE RETURN OF EARNINGS ADVERTS Ø As at 28 February 2013, before the advert, we already had 39 000 employers registered on the ROE Website. Ø 85 000 submissions have been filed successfully on the ROE Website between 1 April to 30 April 2013. Ø The Call Centre and Walk in Centre online submission statistics as of March to 30 th April: 16, 654 calls and 9, 822 emails.
STRATEGIC OBJECTIVE: IMPROVE FINANCIAL VIABILITY (FINANCE) Ø R 1, 6 Billion was collected in total in quarter 4 against the annual target of R 1 billion per annum of the debt book as at 31 March 2011. Ø The implementation of the Ro. E website in 2012 for online submissions has been successful. For the period until the end of March 2013 94, 302 online submissions were received with total revenue of R 3, 3 billion. In the last two months when the 2012 submissions were opened for submission we have received 82, 870 submissions with total revenue of R 3, 4 billion. Ø 8. 10 billion was invoiced by the end of quarter 4 against a target of R 5. 6 bn
STRATEGIC OBJECTIVE: IMPROVE FINANCIAL VIABILITY (FINANCE) Ø The Fund maintained its financial ratio target. The current ratio was 4: 1 against a target of 2: 1 Ø For the 4 th quarter the Fund received returns on the Compensation Portfolio of 1. 39% against a targeted benchmark of 1. 24% and on the Pension Portfolio 1. 09% against a targeted benchmark of 1. 06%.
STRATEGIC OBJECTIVE: IMPROVE CORPORATE SUPPORT AND SERVICES / ENHANCE QUALITY AND ACCESS TO COIDA SERVICES AND INFORMATION (ICT) Ø The Fund’s IT governance framework was finalised and approved. Ø A Business Continuity Plan was developed and approved. Ø The call centre infrastructure was upgraded to newer technologies. Ø The Return of Earnings website went live and is being extensively used by employers to submit returns. Ø The Fund is in the process of procuring a new IT solution to pilot in the new year.
STRATEGIC OBJECTIVE: STRENGTHENING CORPORATE GOVERNANCE (Internal Audit) Ø Risk-Based 3 year and Annual Audit Plan Drafted approved by Audit Committee on the 11 th June 2012. Ø Reporting of quarterly reports to the Audit Committee. 4 Audit Committee meetings took place between April 2012 – 31 st December 2012. Ø As at December 2012, a total of 52% (12 out of 23) of audits were finalised and presented at Audit Committee. Ø Developed and implemented the internal audit Methodology. Teammate software acquired and the methodology is fully incorporated. Ø A combined assurance model (IA, RM and AG) was drafted and will be implemented in the new financial year.
SOME OF THE KEY CHALLENGES FACING THE COMPENSATION FUND AND HOW WE ARE RESPONDING TO THEM Challenge Ø Inadequate IT Systems. Ø Turnaround time in processing of compensation claims. Ø Backlog in processing claims and payments. Ø Document management. Ø Records management system. Intervention Ø Process automation Ø Pilot the RMA system. Ø Initiated a Backlog Project. 28
SOME OF THE KEY CHALLENGES FACING THE COMPENSATION FUND AND HOW WE ARE RESPONDING TO THEM (CONT. ) Challenge Ø Delay and/or non-reporting of accidents Ø Employer non-compliance Intervention Ø Include employers in Educational Campaigns Ø Engage Enforcement Inspectorate 29
SOME OF THE KEY CHALLENGES FACING THE COMPENSATION FUND AND HOW WE ARE RESPONDING TO THEM (CONT. ) Challenge Ø Human capacity constraints Intervention Ø Full implementation of the new structure, especially by filling critical posts in the area of Finance and the post of Chief of Operations. 30
Auditor-General Report
* 2009 Revenue contributions and assessment debtors Bank (reconciliations/ suspense accounts /balances) Claims incurred Disclaimer 2010 and 2011 Disclaimer Qualification Cleared Disclaimer Accounts payable Disclaimer Qualification Cleared Property, plant and equipment Disclaimer Qualification Cleared IFRS 7 2012 Qualification
Audit Qualification 2011/12 Assessment Revenue and Receivables Compensation Fund does not have an adequate system and process in place to ensure that all employers are correctly assessed and billed. Therefore I was unable to verify completeness and accuracy of revenue contributions for the year of R 4, 9 billion (2011: R 4, 8 billion ) as well as completeness and valuation of assessment debtors of R 5, 7 billion (2011: R 4, 9 billion. The completeness and valuation of the accrual for assessments not raised totalling R 1, 5 billion. No further alternative procedures could be performed. Challenges: Ø Ø Ø Ø Inadequate IT Systems Capacity and skills shortages Prior year backlog reduction Unregistered/untraceable employers No link between CIPC (CIPRO) and FC Employer non-compliance Slow networks
Assessment Revenue and Receivables (cont. ) Action Plan: Short-Term • Improvement on standards and norms • Appoint additional managers –new proposed structure • Managers to manage- monitor performance more strongly • Update employer contact details • Accurate Assessment of all received employer ROE • Follow up and clear all queries timeously • Raising of Estimates for employers who did not return ROE’s • ROE project implemented to remove the backlog • Implementation of ROE website and online submission
Assessment Revenue and Receivables (cont. ) • Action Plan: Medium - Long term • Comparison of CF employer database to UIF or SARS database. • Adopt a simpler tariff model in order to standardise tariff rates/Actuarial rates. • Appoint payroll auditors
Audit Qualification 2011/12 Interest and Penalties on assessment employers I was unable to verify the accuracy and completeness of interest and penalties for late submissions of return of earning’s and late payment of assessment due to interest and penalties incorrectly charged to assessment debtors. The entity’s records and system did not permit the application of alternative procedures relating to interest on assessment of employers. Consequently I did not obtain all the information and explanations I considered necessary to satisfy myself as to the accuracy and completeness of interest and penalties on assessment employers amounting to R 347 million. Action Plan: Short term-Medium term • • • Identify debt collection service provider Ensure proper system configuration Implement moratorium on interest and penalties until such time as system configuration resolved.
Audit Qualification 2011/12 Medical claims I was unable to express an opinion on the completeness, accuracy and occurrence of benefits paid. Included in the R 2, 2 billion disclosed in note 4 of the financial statements is an amount of R 43 million relating to permanent disability and medical claims that have been paid but could not be reconciled to the benefits claims listing. The entities lack of internal control processes did not allow the performance of alternative audit procedures to confirm the completeness and accuracy of benefits paid. Action Plan: Short- term • • Recruit appropriately skilled financial staff Ensure proper system configuration Perform monthly reconciliations Ensure proper management review of reconciliations
Matter of Emphasis Material losses Included in Material Losses of R 26 million disclosed in note 24 to the financial statements is an amount of R 4, 8 million relating to (new cases) that were finalised in the current year. The balance of R 21, 2 million relates to cases reported in the prior year but only finalised in the current year. An amount of R 3, 1 million relating to these cases was recovered. Action Plan: Short -term • Review the Fraud prevention Strategy • Review effectiveness of fraud prevention controls • Implement the fraud Hotline.
Performance Information Presentation of information The reported performance information was deficient in respect of the following criteria: Presentation of information: Performance against predetermined objectives is reported using the National Treasury guideline Usefulness of information Of the total number of planned targets only eight out of twenty two targets were achieved during the year under review. This represents 63. 64% (>20%) of total planned targets that were not achieved during the year under review. This was as a result of the Fund not adequately following up on quarterly targets not achieved during the quarterly monitoring reporting process and implementing action plans to address the non achievement. Action Plan: Short-term o. Strategic plan – SMART principles adopted in setting objectives o. Monthly/ Quarterly reporting of Performance information o. Identify action plans to address non achievement of targets.
CF 2012/13 BUDGET ALLOCATION& SPENDING
2013/14 BUDGET AND MTEF ESTIMATES
PART B 2013 – 2018 STRATEGIC PLAN AND 2013/14 ANNUAL PERFORMANCE PLAN
Issues that were in the plan but not finalised Ø Enhancement of the Integrated Claims and Financial Management Systems to deal with AG findings. The systems development which are in progress include MIS, Letters of Good standing, Remittance advices, Electronic Portal). Ø Implementation of the Revenue Management Strategy. Marketing the ROE Website to increase employers access and invoicing Incentives for filling on line and paying within specified period Source Pay Roll Auditors to enforce compliance Ø Backlog management (The Rescue Plan: Claims Registration and Adjudication Projects is in progress). Ø Implementation of the approved Organisational Structure. The structure is implemented on PERSAL system Critical posts are being advertised
Issues that were in the plan but not finalised (cont. ) Ø Decentralisation of COIDA services to Provinces. Ø Amendment of COID Act. Ø COIDA Stakeholder engagement.
Priorities for 2013/14 Ø Ø Ø Ø Piloting the RMA system Engage with the medical service in the bargaining chamber Full implementation of the organisation structure Capacitate the Fund in the area of Finance and fill the post of Chief of Operations within the Fund Decentralisation of COID services Finalisation of the Turn-around Strategy and the implementation thereof. The amendment of COIDA Claims management strategy
Strategic Objective: Provide an efficient social safety net 1. 1 1. 2 1. 3 Strategic Goals / Outputs Key Performance Indicators Improvement in % of new compensation Fund claims turn claims around adjudicated within months of registration Advocacy of Fund, monitor policy to prevent and evaluate accidents number of projects 2013/14 2014/15 2015/16 80% of new compensatio n claims adjudicated within 2 months of registration Fund, monitor and evaluate 12 projects 80% of new compensatio n claims adjudicated within 2 months of registration Fund, monitor and evaluate 18 projects in all provinces 90% of new compensation claims adjudicated within 2 months of registration Improve compensation benefits Review compensatio n benefits by end of financial year Review compensation compensatio benefits by end of n benefits by financial year end of financial year Review compensation benefits by end of financial year Fund, monitor and evaluate 18 projects
Strategic Objective: Provide an efficient social safety net Strategic Goals / Outputs Key Performance Indicators 2013/14 2014/15 2015/16 2. 1 Finalise 100% of medical claims (valid, accurate and complete documentation) finalised within 30 days of receiving an invoice by 2016 % of medical claims 90% of medical 100% of medical finalised within number claims finalised of months of receiving within 2 months an invoice of receiving an invoice 2. 2 Provide medical advice on all medical claims within 24 hours by 2016 % medical advice on all medical claims provided within specified time 80% medical advice on all medical claims provided within 10 days 90% medical advice on all medical claims provided within 10 days 2. 3 Develop a rehabilitation and reintegration policy framework and participate in consultative processes by 2014 Stakeholder consultation and workshops Submission of the draft Policy to the Minister Approval of the draft policy by the Minister 100% medical advice on all medical claims provided within 5 days 10% Implementation of the rehabilitation and reintegration policy framework
Strategic Objective: Provide professional, efficient and client orientated human resource Strategic Goals / Outputs Key Performance Indicators 2013/14 2014/15 3. 1 95% compliance with the Full compliance and performance enforcement of the management system performance annually management policy 95% compliance and enforcement of the performance management policy 3. 2 Improve competency % of identified needs 82% of identified needs levels of CF staff by 82% addressed as per PDP needs addressed as per PDP alignment and aligned with WSP per PDP aligned with as per PDP aligned with WSP implementation of work WSP with WSP skills development plan (WSP) BY 2016 3. 3 2015/16 Implement Internship 100 Interns / Leanership programme Achieve a conducive Employee wellness Implement PILLAR 3 Implement PILLAR Maintain all PILLARS working environment by strategy implemented 4 implementing an annually employee wellness strategy by 2016
Strategic Objective: Provide professional, efficient and client orientated human resource ( Cont. ) Strategic Goals / Outputs Key Performance Indicators 2013/14 2014/15 2015/16 3. 4 Implement recruitment and % vacancy rate retention strategy through maintained annually maintenance of 7% vacancy rate by 2016 7% 7% 7% 3. 5 Implement Employment Equity Plan by 2016 40% women employed in Senior Management Service (SMS) 39% youth 3. 5% people with disability (PWD) 40% women employed in Senior Management Service (SMS) 40% youth 41% youth 3. 6% people with 3. 7% people with disability (PWD) Eliminate work place discriminatory and social prejudice and achieve realistic target by 2016
Strategic Objective: Strengthening corporate governance 4. 2 4. 3 Fraud Investigation Prevention and Detection strategy implemented Implement an Enterprise Risk Management (ERM) system by 2016 2014/15 2015/16 Full Implementation of communication security according to MISS % of cases registered 100 % of fraud and finalised within agreed corruption cases time frame received/detected finalised within 4 months Full Implementation of document security according to MISS 100 % of fraud and corruption cases received/detected finalised within 3 months Number of risk awareness sessions conducted 4. 1 Strategic Goals / Outputs Full implementation of Minimum Information Security Standard (MISS) by 2016 Key Performance Indicators Full compliance with MISS by 2016 2013/14 4 awareness sessions conducted Implement Enterprise Risk Assessment and Risk in accordance with Risk registers reviewed Risk Management and updated annually Framework
Strategic Objective: Integration of the Fund with the comprehensive social security reforms 5. 1 5. 2 5. 3 Strategic Goals / Outputs Submit COID Act Amendment draft to LMP office for consultation by 2013 and Monitor the process of the promulgation of the ACT by 2015 Resolve 95% of received application for increased compensation where there is no dispute of fact. Resolve 95% of received objections that have been decided by the Review Committee within 60 days by 2016 Key Performance Indicators COIDA Amendment draft submitted to LMP by 2013 and monitor the process for promulgation by 2015 2013/14 2014/15 2015/16 Monitor and participate in Consultation process with the stakeholders Monitor submission of the draft Bill to Parliament and % of application for increased compensation finalised within 60 days of receipt % of Section 91 objections finalised within 60 days from the date of receipt from the Review Committee 75% of Application for increased compensation finalised within 60 days of receipt 85% Application for increased compensation finalised within 60 days of receipt 95% Application for increased compensation finalised within 60 days of receipt 75% of objections finalised within 60 days from the date of receipt from the Review Committee 85% objections finalised within 60 days from the date of receipt from the Review Committee 95% objections finalised within 60 days from the date of receipt from the Review Committee
Strategic Objective: Integration of the Fund with the comprehensive social security reforms (Cont. ) Strategic Goals / Outputs Key Performance Indicators 2013/14 5. 4 Resolve 95% of litigation cases 95% of litigation received litigation resolved within days of cases resolved cases where there is receipt within 15 days no factual dispute within 5 days by 2016 5. 5 90% of legal advice requests and contracts finalised within 5 days of receipt by 2016 % of legal advice and contracts provided within days of receipt 2014/15 2015/16 95% of litigation cases resolved within 10 days 90% of legal advice and contracts provided within 5 days of receipt
Strategic Objective: Promote policy advocacy 6. 1 Strategic Goals / Outputs Key Performance Indicators 2013/14 2014/15 2015/16 Implement Communication Strategy/Marketing by 2017 Communication strategy implemented by 2017 Run 3 Media Adverts Run 3 Educational campaigns
Strategic Objective: Improve financial viability Strategic Goals / Outputs Key Performance Indicators 2013/14 2014/15 2015/16 7. 1 Eliminate debt book R 1 billion per annum R 1 billion debt of R 5 Billion by of the debt book as recovered 2016 at 31 March 2011. R 1 billion debt recovered 7. 2 Increase revenue by % increase in 5% increase in revenue 5% Annually revenue as compared as compare to the to previous year 5% % increase in revenue as compared to previous year 7. 3 Enforce compliance Appointment and of COIDA through management of payroll audits of payroll employer declarations Appoint payroll auditors Implement payroll audits Maintain payroll audits 7. 4 Development of revised employer assessment model. Development of revised Implement new employer assessment model Maintain. 7. 5 Obtain a clean audit Implement all AG opinion by 2014 recommendations Implement 100 % previous years AG recommendations Obtain and maintain clean audit Fully functional assessment model. Obtain and maintain clean audit
Strategic Objective: Improve financial viability (Cont. ) Strategic Goals / Outputs Key Performance Indicators 2013/14 2014/15 2015/16 7. 6 Improve efficiency of processes by full implementation of an integrated financial system to improve payment to 30 days by 2016 All payments processed within 30 days of receipt of invoice Sundry payments processed within 30 days of receipt of invoice and claims processed within 60 days of receipt of banking details Sundry payments All payments processed within 30 days processed within of receipt of invoice and 30 days of receipt claims processed within of invoice 60 days of receipt of banking details 7. 7 Improve asset: Financial ratio liability ratio to 2: 1 maintained by 2016 2: 1 Financial ratio maintained 7. 8 Maximise investment return to above benchmark Receive above the (STEFI) benchmark returns 7. 9 Allocate 5% of Investment Funds towards SRI initiatives 5% of Investment Funds to be ringfenced in SRI initiatives R 1. 5 bn R 2. 6 bn R 3 bn
Strategic Objectives: Improve corporate support and services / Enhance quality and access to COIDA services and information Strategic Goals / Outputs 8. 1 To define IT Strategy and implement systems and infrastructure to support business goals by March 2013 Implement 100% customer services at all customer touch points Key Performance Indicators CF IT strategy developed, supporting systems and infrastructure implemented % Customer service support provided at all customer service touch points (phone-in, web, walk-in) 8. 3 Improve customer satisfaction for call centre by 40% of baseline Achieve % increase of customer satisfaction rating on baseline 8. 4 Finalisation of governance Finalisation of a measures and policies governance plan and within the ICT implementation environment by March 2013 8. 2 2013/14 2014/15 2015/16 Finalisation of the IT Strategy Implement 70% of IT strategy Implement 100% of IT strategy 80% Customer 90% Customer 100% Customer service support provided at all customer service customer touch points service touch (phone-in, web, points (phonewalk-in) in, web, walk-in) Improve customer satisfaction rating by 15% of rating by 20% of rating by 30% of baseline Review and Roll out of 50% ICT development of ICT awareness Policies programme Roll out of 100% ICT awareness programme
Strategic Objective: Enhance quality and access to COIDA services and information Strategic Goals / Key Performance Outputs Indicators 2013/14 2014/15 2015/16 9. 1 Annual Strategic planning as per NT Framework for Performance Information Strategic Plan and Annual Performance Plan developed in line the with the NT Framework for Performance information Coordinate the development and approval of the Strategic plan and Annual Performance plan a per NT Framework 9. 2 Annual organisational performance management Quality, relevance and timeliness of performance reports in line with the NT Framework for Performance Information Monitor and evaluate organisational performance to ensure that quarterly, mid-term and annual reports are tabled as per NT Framework
Strategic Objective: Enhance quality and access to COIDA services and information (Cont. ) Strategic Goals / Key Performance Outputs Indicators 2013/14 2014/15 2015/16 9. 3 Implement change management programme by 2016 Develop and Implement 40% of the Implement 70% of the Implement 100% of the implement change management organisational wide management programme change programme management programme by 2016 9. 4 Decentralise COIDA services to 9 provinces by 2016 COIDA services decentralised to 9 provinces COIDA services decentralised to 2 provinces COIDA services decentralised to 3 provinces COIDA services decentralised to 4 provinces
Strategic Objective: Enhance quality and access to COIDA services and information 10. 1 Strategic Goals / Outputs Key Performance Indicators 2013/14 2014/15 2015/16 Coordinate and monitor all priority projects currently running in the Compensation Fund. Co-ordinate and Submit Quarterly monitor the monitoring reports implementation of all on progress CF priority projects within committed project plan/ schedule with measurable targets and budget as per PMBOK
Strategic Objective: Strengthening corporate governance Strategic Goals / Outputs 11. 1 Developing and executing a risk based internal audit plan with 100% coverage annually Key Performance Indicators 2013/14 Preparation, approval and implementation of the 3 year risk based internal audit plan and the Annual coverage plan by the Audit Committee 2014/15 2015/16 Approval and implementation of the 3 implementation of year and annual risk the 3 year and based and annual risk based coverage internal audit and annual plan on the 1 st April coverage internal 2013 2014 audit plan on the 1 st April 2015 100% completion of the annual audit plan 100% completion of the annual audit plan Reporting quarterly reports 4 quarterly reports to to the Audit Steering audit steering Committee committees annually 4 quarterly reports to audit steering committees annually Reporting quarterly reports 4 quarterly reports to to the Audit Committee audit committees annually 4 quarterly reports to audit committees annually
Strategic Objective: Strengthening corporate governance (Cont. ) Strategic Goals / Outputs Key Performance Indicators 11. 2 Conform with IIA % conformance with standards by 2016 (100% IIA Standards, Internal compliance) – Develop Audit Methodology, and implement Internal Policies and Audit Methodology, Procedures Manuals. Policies and Procedures 2013/14 2014/15 2015/16 80% Customer 85% Customer Satisfaction Index General Conformance Full Conformance Assessment by National Assessment by IIASA Treasury 11. 3 Streamline all assurance Combined assurance Approved Combined Implementation of functions into one methodology plan and assurance methodology Combined assurance enterprise-view by 2014 reports. and plan. methodology and plan. Development and Implementation of Key Implementation of Approval of Key Control Assessment Methodology and plan Methodology and plan 11. 4 Learning and Growth Implementation of IAT Approval and Full Implementation of Produce qualified Learnership program Implementation of Internal Audit Technician –IAT Learnership Technicians –IAT Learnership program.
CF EXPECTATIONS OF THE PORTFOLIO COMMITTEE Ø Support the Amendment of COIDA process. Ø Provide support, advice and guidance on any initiative that the Fund is undertaking.
THANK YOU 63
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