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Nedlac: Promoting Social Dialogue for Inclusive Policy Making

This presentation provides an overview of Nedlac's establishment, structure, and mandate, highlighting the importance of social dialogue in policy making. It discusses the external and organizational challenges faced by Nedlac, as well as its strategic goals and priorities. The presentation also covers the current activities of Nedlac's chambers and task teams, and provides an overview of Nedlac's finances, including income and expenditure.

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Nedlac: Promoting Social Dialogue for Inclusive Policy Making

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Presentation Transcript

  1. Briefing to Parliamentary Portfolio Committee: 18 April 2012

  2. Presentation Outline • Origins, Structure and Mandate of Nedlac • The Importance of Social Dialogue • External and Organisational Challenges • Strategic Goals and Priorities • Current Chamber and Task Team Activities • Nedlac Finances: Income and Expenditure

  3. Nedlac Establishment Nedlac was established through an Act of Parliament. The NEDLAC Act, Act 35 of 1994, was one of the very first pieces of legislations to be signed off by the first democratic Parliament in 1994.

  4. Legal Mandate

  5. Nedlac Business

  6. Nedlac Structure and Governance

  7. Key Outcomes

  8. Nedlac Principals EXECUTIVE DIRECTOR OVERALL CONVENORS LABOUR GOVERNMENT Minister of Public Works T Nxesi Minister of Labour M Oliphant Minister of Finance P Gordhan Minister of Trade and Industry Dr R Davies D George General Secretary FEDUSA M Samela General Secretary NACTU Z Vavi General Secretary COSATU N Majokweni CEO BUSA F Mtoba President BUSA BUSINESS COMMUNITY R Bhengu L Kganyago SANCO WNC T Tshefuta SAYC S Mapailla T Mabuza FSCC NCASA A Madella DPSA L Kettledas Government B Ntshalintshali Labour L Lotter Business L Nare Community

  9. Nedlac Process

  10. Protocol For Engagement • Chamber Convenors • Agenda Setting • Time frames • Break Dead-lock promote Consensus • Time Frames • Cat 1 (3 months) • Cat 2 ( 6 months ) • Cat 3 ( 6 months +) • Task Teams – Mandates and Representation • Report Finalisation – Convenors and Overall Convenors • Coordinator • Agendas, Minutes, Reports , Logistics

  11. Why Social Dialogue? • Promotes inclusive policy making and participation • Reduces social partner conflict • Promotes cooperation through collective ownership of policies • Improves quality of policy and legislation through information sharing by social partners • Fosters more effective policy implementation • Promotes change and innovation, including in response to crises

  12. Dialogue, trust and partnership “Government alone cannot solve the challenges faced by the country, but working together, solutions are possible.” - President Jacob Zuma in his 2012 State of the Nation Address “Our new story, our period of transition, is about building modern infrastructure, a vibrant economy, a decent quality of life for all, reduced poverty, decent employment opportunities. It is a story that must be written by all of us. Not just by government. Not just by business. Not just by unions. By all of us, South Africans from all corners of this country.” - Finance Minister PravinGordhan in his 2012 Budget Speech “The requisite policy stability and coherence will be supported by effective social dialogue that helps establish a broad consensus on long-run policy goals and a vision for the country, and facilitates the necessary tradeoffs and sacrifices by ensuring a visibly fair distribution of the benefits from growth.” - The New Growth Path, p. 6 “Moving onto this new trajectory of high, sustained and job-creating growth implies a break from our current path dependency. It requires commitment by all sectors of society to contribute to the efforts required to meet our common objectives. There will be moments when difficult choices will have to be made… The ability to do this is a function of leadership among all social partners.” - The National Development Plan, p. 134

  13. Challenges in Nedlac’s external environment

  14. Challenges in Nedlac’sorganisational environment

  15. “The strategic thrust over the next period is to upgrade and strengthen the capacity of the institution on the one hand while promoting more effective forms of engagement between the social partners.” - Minister Oliphant in the Forward to Nedlac’s 2012 Strategic Plan

  16. Strategic Goals and Priorities

  17. Strategic Outcome Oriented Goals

  18. Leadership and Strategic Engagement

  19. Promoting A Culture of Social Dialogue

  20. Organisational Renewal

  21. Enhancing the NEDLAC Core Mandate

  22. Chamber and Task Team Activities

  23. Nedlac Finances: Income

  24. Nedlac Finances: Expenditure

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