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Overview of South African Civil Aviation Authority's Strategy and Achievements

This presentation provides an overview of the South African Civil Aviation Authority's strategy and achievements from 2006 to 2007. It covers organizational overview, strategic objectives, key priorities, progress on objectives, financial review, and aircraft incidents.

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Overview of South African Civil Aviation Authority's Strategy and Achievements

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  1. Parliament Of Republic Of South Africa Portfolio Committee On Transport Presentation Of The South African Civil Aviation Authority 2006 - 2007 Mr. Zakes Myeza Chief Executive Officer South African Civil Aviation Authority 21st November 2007

  2. OUTLINE • Purpose of the Presentation • Background • Organizational overview • SACAA Legacy • Key Drivers of the strategy • Strategic Objectives • A1 Project • Key Priorities (short – medium term and Long term) • Board approval and support • Progress on Strategic Objectives • Financial Review • Audit Performance • Critical Success Factors • Overview Recent Aircraft Incidents • Conclusion 2

  3. PURPOSE OF PRESENTATION • Provide a brief background of the SA Civil Aviation Authority. • Provide a brief overview of achievements realized during the past financial year. • Capture short-medium term projects and progress thereof. • Capture the long-term projects. • Provide an outline of how we plan to achieve our long-term goals. 3

  4. BACKGROUND • Organizational overview. • SACAA Legacy. • Key Drivers of the strategy. • Strategic Objectives. • Towards A Class A1 Project. • Key Priorities (short –medium term and Long term). 4

  5. ORGANIZATIONAL OVERVIEW Our Vision “Regulatory EXCELLENCE in aviation safety and security”. Our Mission “The SACAA is a player in the international arena that seeks to promote and maintain safe and secure civil aviation environment in SA, by regulating and overseeing the functioning of the industry in an efficient, cost- effective, sustainable and customer friendly manner”. 5

  6. SACAA LEGACY • CEO appointed on 16 March 2006 and inherited the following situation: • Lack of capacity; • Dysfunctional organization • ICAO non-compliance. • Conflict of interest with management and unions; • Incoherent and misaligned structure; 6

  7. SACAA LEGACY (Cont) • A culture of non-performance; • Low employee morale; • Poor systems and processes; • A poor view from the industry; • A serious lack of management ; • Poor customer service. 7

  8. KEY DRIVERS OF THE STRATEGY According to the SACAA Act, the objectives of the Authority are to: • Control & regulate civil aviation; • Oversee functioning & development of the civil aviation industry; • Specifically, to control, regulate & promote civil aviation safety & security. 8

  9. KEY DRIVERS OF THE STRATEGY (Cont) • ICAO Critical Elements determine the international requirements for the functioning of SACAA (8 critical elements); • DOT Performance Agreement defines the specific performance contract between the Government and the SACAA for a period of time (6 Key Objectives); • SACAA Board strategy is designed to meet all of these requirements (5 Strategic Themes); 9

  10. STRATEGIC OBJECTIVES ICAO CONVENTION & STANDARDS SA CAA ACT & AVIATION ACTS DOT PERFORMANCE AGREEMENT SA CAA ORGANISATIONAL STRATEGY 2. Aviation Industry Functioning & Growth 1. Civil Aviation Compliance 3. Effective Systems & Processes 4. Growing Customer Satisfaction 5. Human Capital • The Board has identified five strategic objectives based on the SACAA’s mandate. • These take into account the requirements laid down by ICAO, South African legislation and the Department of Transport 10

  11. STRATEGIC OBJECTIVES (Cont) • Five (5) strategic objectives have been identified • Establish and enforce regulations in order to ensure aviation safety and security. • Oversee industry functioning and development to facilitate industry growth. • Build effective organizational systems and processes in order to ensure financial stability, good corporate governance and performance excellence. • Ensure growing customer satisfaction and exceed shareholder expectations. • Attract, develop and retain skilled human capital. 11

  12. TOWARDS A CLASS A1 PROJECT • “Towards an A1 CAA” project was launched in June 2006 as a turnaround strategy with the following 4 objectives: • To raise the bar on aviation safety and security. • To transform SACAA into a professional, efficient and effective organisation. • To deliver superior customer service. • To make SACAA an employer of choice. 12

  13. KEY PRIORITIES Short – Medium Term Plans • Meet ICAO Compliance; • Address SACAA leadership challenge; • Improve on Customer Service; • Narrowing the skills gap and address skills shortage; • Implement a Performance Management System; • Improve business processes and support systems 13

  14. KEY PRIORITIES (Cont) Long Term Plans • 3- year Strategic Plan • Address ICAO & FAA audit findings • Change management • Financial discipline • Work Ethic • Human Capital – HR Transformation Strategy 14

  15. BOARD APPROVAL & SUPPORT • A budget to support Project A1; • Recruitment of more skilled technical personnel; • Approval of Performance Management System and implementation. 15

  16. PROGRESS ON STRATEGIC OBJECTIVES 16

  17. STRATEGIC OBJECTIVE NO 1 • Organizational structure was re- designed and approved to enable SACAA to deliver more effectively on its mandate . • New Structure on next slide. 17

  18. Minister of Transport CAA BOARD SAFETY BOARD COMMITTEE Executive: Legal & EWRM CCA Executive: Company CEO Office Secretary GM: Executive: GM: ASO HR Finance Executive: Aircraft STRATEGIC OBJECTIVE NO 1 (Cont) SACAA STRUCTURE : EXCO CEO Executive: AS Investigations GM: GM: AS Infrastructure AVSEC 18

  19. STRATEGIC OBJECTIVE NO 1 (Cont) • Safety and security oversight was conducted in all the operational areas, namely: Air Safety Operations, Air Safety Infrastructure and Aviation Security. Need for more resources identified. In addition the following achievements were realized: • Most of the FAA recommendations were addressed; • Introduction and implementation of New Technical Guidance Material; • Increased Technical Personnel; • NTCA Strategy Formulation; • AVMED Strategy Formulation; • Development of a Surveillance Programme; • Milestones with the Aircraft Register clean-up project; 19

  20. STRATEGIC OBJECTIVE NO 1 (Cont) • The Internal Accident Review Committee met 16 times during the year. A total of 90 accident reports were approved and 154 safety recommendations were forwarded to the CCA. • The Air Safety Investigation department acquired an ECCAIRS system which is an accident / incident database. The benefits of using this system will be felt once the department has fully trained its personnel. 20

  21. STRATEGIC OBJECTIVE NO 1 (Cont) 5-Year Comparison The table below compares accidents reported during the past 5 calendar years: 21

  22. STRATEGIC OBJECTIVE NO 1 (Cont) AVIATION ACCIDENTS, FATALITIES AND REGISTER GROWTH 22

  23. STRATEGIC OBJECTIVE NO 1 (Cont) Causal factors The table below shows the main causal factors of accidents extracted from finalized aircraft accidents: 23

  24. STRATEGIC OBJECTIVE NO 1 (Cont) CAUSAL FACTORS OF ACCIDENTS 24

  25. STRATEGIC OBJECTIVE NO 1 (Cont) • Based on the Class A1 project plan the SACAA has registered the following milestones: • The following Operating Regulations were approved by the Minister and Gazetted on 13 July 2007: • Part 24 – Airworthiness Standards • Part 94 – Operation of NTCA • Part 96 – Commercial Operation of NTCA • Part 48 – Aircraft Leasing • Part 61 – Personnel Licensing • Part 62 – National Licensing • Part 185 – Fine Structure 25

  26. STRATEGIC OBJECTIVE NO 1 (Cont) • Technical Personnel • As approved by the Board in September 2006, SACAA has already filled 41 of 70 technical positions and 18 of non-technical positions, as shown in the graph below: 26

  27. STRATEGIC OBJECTIVE NO 1 (Cont) • Information and Document Management A state of the art technical library was established for quick dissemination of reliable information and for ICAO Compliance. • Technical Guidance New ICAO-compliant Technical Guidance Material was developed to ensure consistency in our oversight activities, mainly in the area of licensing. 27

  28. STRATEGIC OBJECTIVE NO 1 (Cont) • Licensing SACAA’s PPL Examination System was standardised to comply with global best practices. • Surveillance Obligations A Surveillance Programme was developed in line with FAA recommendations. Further work on this Programme is still ongoing to make it as comprehensive as required 28

  29. STRATEGIC OBJECTIVE NO 1 (Cont) • Aircraft Register Major work on the clean-up of the SA Aircraft Register has been achieved but still needs further refinement. • Technical Personnel Qualifications & Training plus career ladders The organizations has developed a new Qualifications Training Framework which is being implemented in 4 phases as follows: • Phase 1 – ASO (complete) • Phase 2 - ASI • Phase 3 – AVSEC • Phase 4 – AS Investigations 29

  30. STRATEGIC OBJECTIVE NO 2 BEE PROCUREMENT – 2006/7 30

  31. STRATEGIC OBJECTIVE NO 2 (Cont) • SADC INVOLVEMENT Participated in benchmarking and information sharing exercises with the following regional CAA’s: • Uganda • Botswana • Tanzania • Exchange programme with Namibia (2 employees). • Participated in SADC Civil Aviation Commission. • Plans to engage SADC once our house is in order. 31

  32. STRATEGIC OBJECTIVE NO 2 (Cont) • Corporate Social Investment • The SACAA Sponsorship Policy informs the expenditure of the organization’s CSI budget. The policy dictates that the bulk of our budget would be spent on promoting aviation careers amongst PDI’s. • The SACAA is a member of the Joint Aviation Awareness Programme (JAAP) and has been holding the chairpersonship role until the end of the financial year 2006/7. The projects of this forum have been directed at PDIs. 32

  33. STRATEGIC OBJECTIVE NO 2 (Cont) • Corporate Social Investment cont. • During the period under review the JAAP activities benefited PDIs in the following provinces: North West, Eastern Cape, Gauteng, Free State, KwaZulu Natal, Northern Cape. • Each year we spend a portion of the budget in supporting HIV/AIDS related projects or homes, specifically around World Aids month in December. In the past financial year the same pattern was followed as with the previous years. 33

  34. STRATEGIC OBJECTIVE NO 2 (Cont) • Skills Development • Negotiations entered into with airlines to partner in skilling and experience for SACAA inspectors. • Secondment of junior inspectors to airlines to gain required flying experience. • SACAA has an employee development program agreement with Nationwide Airlines, Comair and SA Express. • MOU with TETA. 34

  35. STRATEGIC OBJECTIVE NO 3 • Corporate Governance • The Board consisted of five non-executive members and the CEO, Mr Zakes Myeza. • The three year term of the current Board will expire on • 1 May 2008. • During the year under review, all scheduled meetings were convened by the Board and the Board Committees, namely: • The Finance and Audit Committee, • The HR and Remuneration Committee, • The Safety Committee 35

  36. STRATEGIC OBJECTIVE NO 3 (Cont) • Financial discipline • Financial Discipline has been instilled mainly through the improvement of internal control systems. 36

  37. STRATEGIC OBJECTIVE NO 4 • Customer Satisfaction • Aviation Community hosted the SACAA during “CAA Day” which was an initiative of the industry in appreciation of the strengthening relationship growing between the authority and the industry. • The Industry Liaison Forum met for all scheduled meetings and relations have improved dramatically and the forum has been used to consult on relevant issues as well as give feedback on important SACAA business. 37

  38. STRATEGIC OBJECTIVE NO 4 (Cont) • Customer Satisfaction cont. • The Industry Communiqué's via the website was introduced and the feedback from industry regarding this is very positive. • As part of Strategic Objective No. 4, the SACAA is working on a reporting system where client queries are recorded, tracked and monitored. 38

  39. STRATEGIC OBJECTIVE NO 5 • Performance Management System • A new Performance Management System was successfully implemented for the period up to July 2007; • The objective of this system is to encourage a culture of high performance amongst employees. 39

  40. STRATEGIC OBJECTIVE NO 5 (Cont) • Make SACAA an employer of choice • An HR Transformation Strategy was developed and is being implemented with the following Key objectives: • Development of an HR Business Partner Mindset; • Human Resource Information Management System (HRIS); • Transformation and change management framework; 40

  41. STRATEGIC OBJECTIVE NO 5 (Cont) • HR Governance Framework through Policies and Procedures; • Talent Management and development and partnering; • Effective Transactional Service Delivery; • Employee Relations. 41

  42. FINANCIAL REVIEW 2006 - 2007 • Key Extracts from Financial Results: • SACAA’s is reporting a deficit of R5,5m compared to a deficit of R5,3m in 2006. • The deficit is mainly attributable to: • A1 Project. • Labour costs which increased by 15% due to performance bonuses and an increase in staff numbers. • Infrastructure costs at Ikhaya Lokundiza. • Repairs and maintenance costs increased by 34%. • Premises costs increased by 15%. • AUDIT REPORT • The independent auditors have presented an unqualified audit report. 42

  43. FINANCIAL REVIEW 2006 – 2007 (Cont) Income Statement for the year ended 31 March 2007 43

  44. BALANCE SHEET – YEAR ENDED 31 Mar 2007 44

  45. SACAA AUDIT PERFORMANCE • The SACAA participated in various local and international audits. The organizational performance in these audits was as follows: ICAO Security Audit (August 2006) • This audit was conducted on SACAA, ACSA, SAA and Interlink Airlines. • The outcome of this audit was overwhelmingly positive and was an indication to us that we rate amongst the best in world. ISO Audit (September 2006) • The SACAA was issued with a new 3-year Certificate of Conformance to the ISO 9001:2000 Quality Management Systems Standard. 45

  46. SACAA AUDIT PERFORMANCE (Cont) TSA (January 2007) • The outcome of the US Transport Security Administration audit was very positive confirming once again that the SACAA is on par with international standards. ICAO Universal Safety Oversight Audit Programme (USOAP) (July 2007) • The SACAA went through a 14-day audit of which the preliminary outcome was encouraging and positive. (See next slides). FAA IASA (July/August 2007) • Consultation with FAA on the preliminary audit report and corrective action plan scheduled for 19 and 20 December 2007. 46

  47. SACAA AUDIT PERFORMANCE (Cont) Preliminary results of the measurement utilizing the Critical Element Classification of Protocol Questions (PQs) found to be satisfactory provides the following graph: • Critical elements • 1. Primary aviation legislation. • . Specific operating regulations. • . State civil aviation system and safety oversight functions. 4. Technical personnel qualification and training. • . Technical guidance, tools and the provision of safety-critical information. • . Licensing, certification, authorization and approval obligations. 7. Surveillance obligations. 8. Resolution of safety concerns. 48

  48. SACAA AUDIT PERFORMANCE (Cont) COMPARISON WITH OTHER COUNTRIES 49

  49. CRITICAL SUCCESS FACTORS • Tariff Increases: • The last tariff increases were between 1999 and 2004; • Organizational challenges have increased since the last increase; • Consultation with industry has taken place regarding the proposed review; • The Minister’s approval has been obtained; • The SACAA envisages implementation in January 2008; • This increase will enhance SACAA’s safety and security oversight of the industry. 50

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