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SOUTH AFRICAN CIVIL AVIATION AUTHORITY
STRATEGIC PLAN2012/13 - 17
2
FOREWORD BY CHAIRPERSON 3
FOREWORD BY DIRECTOR OF CIVIL AVIATION 4
OFFICIAL SIGN-OFF 5
PART A: STRATEGIC OVERVIEW 7
1. Situational analysis 7
External Factors 7
2. Legislative and other mandates 15
3. Vision 16
4. Mission 16
5. Values 16
6. Strategic Outcome-Oriented Goals 17
PART B: STRATEGIC OBJECTIVES 19
1. STRATEGIC OBJECTIVES 19
Programme One: Financial Sustainability 19
Programme Two: Corporate Governance 20
Programme Three: Industry Development and Transformation 21
Programme Four: Aviation Safety and Security 22
Programme Five: Organisational Capability, Capacity and Culture 23
2. RISK MANAGEMENT 24
3. RESOURCE CONSIDERATION 25
PART C: LINKS TO OTHER PLANS 27
TURNAROUND STRATEGY 27
CRITICAL SUCCESS FACTORS 29
TABLE OF CONTENTS
3
It is a great pleasure for me to present this Strategic Plan on behalf the South African Civil Aviation Authority. The process of crafting the strategy was inclusive and took into consider-ation the views and ideas of my colleagues in the Board and the entire Management team of the Authority.
We sought to define a strategy for SACAA that is implementable and achievable, taking into account our current industry forces and our internal dynamics. The process yielded a new
strategic focus for the organization that provides for a step change in performance. The new vision of the organization, places emphasis on being a “model” regulator, which means striving for excellence will become the “SACAA-Way”. This strategic direction is fully aligned with our legislative mandate as well as our stakeholder’s expectations.
Whilst building a capable and capacitated organisation in order to deliver on the mandate is given particular attention, the needs of the industry, global advances in aviation, the role our country must play in promoting aviation safety and security within the SADC region and transformation of the local industry form the crux of the strategy.
SACAA exists to ensure that South African skies are safe; accidents in the general aviation sector remain a concern that the strategy will precisely address.
Over the next five years, delivery on the following Strategic Goals will ensure that SACCA successfully enhances safety and security of the South African aviation industry:
A. To develop, optimize and manage revenue streams and financial management systems.B. Demonstrate that the principles of corporate governance are underpinning the work of every SACAA team member and every SACAA service.C. Influence the breadth and pace of the industry development and transformation agenda.D. Build a continuously improving safety and security (operations, aircraft, aviation security and infrastructure) environment.E. Build a resilient organization with adequate capacity, capabilities and a high performance culture.
In addition, during the planning period, we will embark on a turnaround programme that seeks to ensure that SACCA posseses the fundamentals required for organisational sustainability and delivery on mandate.
Yours in Aviation Safety
Phindile RibaChairperson of the Board
FOREWORD BY CHAIRPERSON
4
It is indeed a great privilege to submit the Strategic Plan of the South African Civil Aviation Authority, which is formulated a few months after the newly appointed SACAA Board took office. The appointment of the Board will go a long way in providing stability to the organisa-tion.
This strategy outlines SACAA’s contribution to delivery of our Government’s National Out-comes. Specifically, the goals set in this Strategic Plan are aligned to the priorities and deliv-erables of the Department of Transport as contained in the Department’s Strategic Plan. The
key elements emanating from this Strategic Plan include ensuring that the organisation is financially sound; putting our customers at the heart of our business; and enhancing the safety of South African skies.
This Strategic Plan provides a compass that will provide direction for the SACAA leadership as they steer the organisation towards a quantum leap in performance.
As we embark on a journey to implement the strategy, we will ensure that all the key organisational enablers are in place to promote a high-performance culture. The immediate challenge is to get the organisation’s financial wellbeing into a desirable state. For example, the process of implementing an increase in passenger safety fees needs to be fast tracked, inter alia. The separation of the accident investigation function, through the creation of the Aviation Safety Investigation Board will enable the SACAA to focus on its core mandate of promoting and maintaining a safe, secure and sustainable civil aviation environment.
SACAA’s role of enhancing safety and security in compliance with ICAO Protocols and SARPs will be attained through commitment and dedication of SACAA staff. Ultimately, the ambition of ensuring safe and secure South African skies will be feasible and achievable.
Yours sincerely,
Zakhele ThwalaActing Director of Civil Aviation
FOREWORD BY DIRECTOR OF CIVIL AVIATION
5
OFFICIAL SIGN-OFF
It is hereby certified that this Strategic Plan:
• Was developed by the management of the South African Civil Aviation Authority under the guidance of the SACAA Board;• Has been approved and endorsed by the Board;• Takes into account all the relevant policies, legislation and other mandates for which SACAA is responsible; and• Accurately reflects the strategic outcome-oriented goals and objectives which SACAA will endeavour to achieve over the period 2012 to 2017.
Phindile Riba Zakhele ThwalaChairperson of the Board Acting Director of Civil Aviation
STRATEGIC OVERVIEWPART A:
7
PART A: STRATEGIC OVERVIEW
External FactorsGlobal Trends
In considering the trends impacting on the South African Civil Aviation Authority, a number of perspectives were considered, namely, Global trends, African industry dynamics, South African industry trends, and internal organisational challenges. The strategic planning process for the five-year period commencing in 2012/13, was aimed at addressing the impact of these forces to provide the foundation for building a sustainable organisation and a springboard for success into the future.
Aviation provides a powerful impetus for global economic development. A healthy and growing national air transport system provides access to global markets, enables movement of goods & people, and allows social and cultural exchange amongst nations. Moreover, the aviation industry has a meaningful contribution to the global economy, according to the Oxford Economics Publication - Aviation, the Real World Wide Web, the industry:
• Constitutes an estimated US$ 3,560 billion (8%) of the global GDP from a turnover of approximately US$ 1 trillion;• Moves over 1.5 billion passengers and 30 million tonnes of freight across the globe annually;• Is a big contributor to tourism, a major engine of economic growth, particularly in developing countries - over 40% of international tourists now travel by air; and• Generates over 32 million jobs globally, through direct, indirect, induced and catalytic impacts.
During the past financial year, the industry had to contend with mixed fortunes namely, enduring recovery of the global economy following a double dip recession; demand diminution as a result of a number of tragic natural disasters suffered in various parts of the globe; and pressure on industry margins as a result of political unrest, leading to fuel price increases. That said the industry’s outlook is positive, ICAO’s 20-year forecasts for aviation estimated that the number of commercially operated aircraft would jump from about 62,000 in 2011 to some 152,000 in 2030. During the same period, the number of aircraft movements should jump from 26 million to about 52 million, annually.
IATA reported that in 2011, the aviation industry profit margins would continue to be squeezed although there has been some recovery in the outlook for profitability in the 12 months ahead.
There was a sharp decline in industry confidence, driven by expectations of further escalation in fuel prices and demand shocks due to events in the Middle East, North Africa and Japan. While fuel prices remain high, expectations of further sharp increases have dissipated and traffic demand remains strong, helping to drive the pick up in sentiment on future profitability.
8
While both cargo and passenger demand continued to improve during the second quarter of 2011, the trend is flattening due to weakening demand-supply conditions and concerns that markets may not bear further fare/rate increases.
Safety and security in this industry is by far, the most important factor for success and sustainability.
Civil aviation authorities provide the mechanism by which nations ensure the safety of their skies through safety and security regulation. When a regulator cannot keep pace with the industry it oversees, aviation safety will be compromised. Thus, civil aviation authorities need to ensure that they have the necessary human, financial and technological resources required to ensure effective oversight for a rapidly evolving industry. Challenges faced by some States with regards to a secure, safe and orderly growth of civil aviation cannot be met in isolation, which has resulted in emergence of regional fora and organisations to drive attainment of safety and security imperatives.
Environmentally sustainable aviation is gaining momentum. For example The 17th session of the Conference of Parties (COP) guided by United Nations Framework Convention on Climate Change (UNFCCC), will be held in Durban in Novem-ber 2011. COP17 seeks to advance, in a balanced fashion, the implementation of the Convention and the Kyoto Protocol, the Bali Action Plan, agreed at COP 13 in 2007, and the Cancun Agreements, reached at COP 16 last December. The framework and guidelines flowing from COP17 will oblige signatory nations to implement programmes to meet global climate change initiatives, as they pertain to civil aviation.
African Industry Dynamics
African aviation industry has achieved good growth rates in the past decade. Air travel is essential to the African continent to drive economic growth, job creation and tourism. However, to exploit aviation’s full po-tential in the region, all role players must ensure that it is secure, safe and sustainable.
According to studies conducted by Africa Infrastructure Intercontinental, air traffic in on the continent relies heavily on the three major hubs of Johan-nesburg, Nairobi, and Addis Ababa. These countries act as gateways to the continent, with Johannesburg carrying the greatest traffic.
Source: Africa Infrastructure Country Diagnostic - Challenges to Growth in Africa’s Air Transport Industry
9
Africa has a fragmented and inadequate road infrastructure that limits the continent’s ability to connect via land transpor-tation. Air travel and transportation is a logical solution to circumvent this challenge. Further investment is required for infrastructure development and improvement of safety and security.
The continent still suffers from poor safety ratings; according to IATA, Africa had an accident rating of 7.41 in 2010, dem-onstrating a 25% improvement compared to 2009 but still more than 12 times the world average. Although there has been steady progress, a lot remains to be done. Whilst African carriers that completed IATA Operational Safety Audits (IOSA) boasted safety record 46% better than non-IOSA members, no single country can celebrate it’s achievements if the same cannot be said of the continent as a whole. Poor safety statistics hurt the continent as a whole.
Unfortunately, there is no single solution to the African safety issue because there is a multitude of issues to contend with. For example, heightening demands for environmental protection, lack of a safety culture, lack of resources, a growing skills gap, poor infrastructure, and inadequate safety oversight capacity must be addressed concurrently. In addition, implemen-tation of safety management system by carriers and regulators needs to gain momentum to fully utilise the capabilities of the system.
Africa needs a united approach in addressing it’s safety and security challenges, the regional aviation safety and security programme currently being debated in SADC requires strong leadership and commitment from all African nations to make a noticeable impact towards implementation of a single coherent safety strategy for the continent.
Progress has been made towards this ideal, for example, the Co-operative Development of Operational Safety and Con-tinuing Airworthiness Program (COSCAP) is such an initiative. COSCAP aims to “enhance the safety and efficiency of air transport through the establishment of self sustaining sub regional corporative entities providing technical services in safety oversight to member states”. In addition, workgroups have begun work on harmonisation of regulation in the SADC region, which would bring great benefits in promoting aviation safety in the region.
Aviation industry activity in the country is vigorous, with two new airlines launched since last year, Velvet Sky and Santaco Airline. Sustained economic growth and a growing middle class are maintaining the positive outlook for the local industry. Seven major domestic airlines operate in South Africa. These include the full-service carriers South African Airways, British Airways the low-cost carriers kulula.com, Mango and 1 time, and the smaller regional carriers such as SA Express. A num-ber of smaller charter airline companies also operate in this market. The recent growth in passenger numbers and aircraft activity can be attributed to the price war that has ensued in this industry over the past few years, the increase in disposable income and aggressive marketing efforts undertaken by the Low Cost Carriers (Kulula, Mango, 1time and recently, Velvet Sky). However, should airport charges increase drastically the market may shrink my as much as 70% as low cost travel becomes unaffordable to the emerging market.
South Africa has experienced an increase in total departing passengers for 2010 - 2011, with year-on-year traffic show-ing a positive increase of six percent compared to the previous year. This improvement in traffic is attributable to the global economic recovery and the 2010 FIFA World Cup.
Source: ACSA Annual Report 2011
South African Industry Trends
10
According to Airports Company South Africa traffic volumes for the South African airport network are projected to grow by 5% to 8% in the number of passengers and in aircraft movement. With developed markets struggling under debt crisis, tourists are making emerging markets their holiday destination.
The positive outlook for the local industry further challenges SACAA to ensure that it has the necessary capacity and capa-bilities needed to match the growing industry.
Furthermore the National Department of Transport in its 2010-13 Strategic Plan, has outlined at least three National Out-comes that SACAA contributes to in order to advance the development of the transport sector in South Africa, namely:
• Outcome2: A transport sector that is safe and secure;• Outcome 5: Increased contribution to job creation; and• Outcome 6: Increased contribution of transport to environmental protection.
The SACAA needs to consider the external environment and adequately plan for mitigating any risks it poses to its func-tions. During the planning process, factors affecting the organisation from an external perspective were reviewed and impact on the organisation explored.
11
In seeking a comprehensive understanding of the organisation’s challenges, an analysis of key external influences was undertaken. Importantly, the impact of these factors on SACAA was evaluated. The tables below highlight the key fac-tors and impact thereof.
+: Positive, -: Negative, 0: Neutral
PESTLE ANALYSIS
9 | P a g e SACAA STRATEGIC PLAN 2012/13 – 2016/17
PESTLE ANALYSIS
In seeking a comprehensive understanding of the organisation’s challenges, an analysis of key external influences was undertaken. Importantly, the impact of these factors on SACAA was evaluated. The tables below highlight the key factors and impact thereof.
+: Positive, -: Negative, 0: Neutral Political Factors Impact on SACAA’s Business Impact
Revisions and amendments to economic development strategies such as the millennium goals (2014), the New Growth Path and IPAP2
Emphasis on the creation of decent employment;
Transformation and development of the industry including regulatory advocacy to encourage new entrants into the industry;
Requirement to encourage and facilitate research and development in the local aviation and aerospace industry; and
Regional harmony and integration.
+
+
-
+
Change in policy due to the possible review of organs of state and the outcome(s) from the ANC conference 2012
Possible mandate & scope change or and perhaps a split in functions. 0
Developments in Arab states and Europe
Impact on oil price will put pressure on industry margins and SACAA’s revenue streams; and
Reduced tourism into Europe and increase in Africa as a destination could be positive for SACAA’s revenue.
-
+
Inclusion of South Africa in BRICS and the rapid growth of the Chinese and Indian economies
SACAA must explore cooperation opportunities in the sphere of aviation industry developments and expand awareness of being the gateway into Africa.
+
Government call to keep aviation charges down Put pressure to SACAA’s revenue streams. -
Economic Factors Impact on SACAA’s Business Impact
Double dip recession and the EURO debt crisis
Reduced air travel traffic and thus a reduction in revenue. -
Increase in competition in domestic markets and entrants of new players
Increase in safety audits; Increased demand for aviation skills and other SACAA resources; and Impact on revenue streams.
0
-
+
Increasing oil prices result in an increase in cost of air travel
Decrease in revenue
-
12
10 | P a g e SACAA STRATEGIC PLAN 2012/13 – 2016/17
Social Factors Impact on SACAA’s Business Impact
Labour union strikes Negative impact of aviation industry activity. -
High illiteracy and unemployment levels, and high levels of poverty
Pressure for creation of jobs to address high demand for skills in industry, to maintain a healthy pipeline. +
Slow transformation of the industry Inability to meet Transport Charter requirements. -
Growing middle class and related demand for air travel
Increase in revenue due to an increase in passenger numbers;
Increase in recreational aviation and demand for better regulations and safety reporting.
+
0
Technological Factors Impact on SACAA’s Business Impact
Rapid advances in aircraft and aerospace technology
New developments and technologies will require different skill sets within SACAA; Anticipate new technologies such as the unmanned aircraft systems as they require safety and security oversight; and Introduce new regulations and guidelines applicable to new technologies.
+
+
+
Glass-cockpit syndrome Loss of practical skills. -
Legal (and Regulatory) Factors
Impact on SACAA’s Business Impact
The Act is in conflict with a number of key pieces of legislation – such as the Constitution; PFMA; and Statutes governing ATNS, ACSA, Air Licencing Council and Economic Regulator.
Grey areas amongst various entities; and
Ambiguity with respect to accountability and co-ordination of mandate.
Possibility of a single DoT regulator would change the role and constitution of SACAA
-
-
-
13
In conclusion, the findings from PESTLE analysis reveal opportunities in the following areas:
• Establishment of a robust revenue model that is able to sustain the SACAA mandate through economic cycles;• Robust management information and risk management capabilities;• Strengthening efforts in promoting and investing in aviation skills development to enable the growth of the industry;• Delivery against the role that the organisation must play in promoting and developing harmornised civil aviation activities and promoting civil aviation safety and security within the SADC region; • Delivery against environmental obligations such as conducting industry awareness campaigns on scheduled emissions deadlines, regulations and the impact thereof;• Strengthening the legislation for optimal operation of the SACAA; and• Engaging stakeholders in a proactive and meaningful manner to advance the growth of the industry.
11 | P a g e SACAA STRATEGIC PLAN 2012/13 – 2016/17
Environmental Factors Impact on SACAA’s Business Impact
Climate change (drastic change in weather patterns) and natural disasters
Reduced air travel traffic and thus a reduction in revenue; and
Climate change and natural disasters (i.e. volcanic eruptions, earthquakes) may put pressure on the aviation industry and general air travel.
-
-
Emissions regulations SACAA may have to impose restrictions on ‘older’ aircraft; and
Increase in aviation charges possibly resulting in fewer passengers.
+
- COP17 resolutions Implementation of COP17 commitments on the
implementation of the Convention and the Kyoto Protocol, the Bali Action Plan, agreed at COP 13 in 2007
+
In conclusion, the findings from PESTLE analysis reveal opportunities in the following areas:
• Establishment of a robust revenue model that is able to sustain the SACAA mandate through economic cycles; • Robust management information and risk management capabilities; • Strengthening efforts in promoting and investing in aviation skills development to enable the growth of the
industry; • Delivery against the role that the organisation must play in promoting and developing harmornised civil
aviation activities and promoting civil aviation safety and security within the SADC region; • Delivery against environmental obligations such as conducting industry awareness campaigns on scheduled
emissions deadlines, regulations and the impact thereof; • Strengthening the legislation for optimal operation of the SACAA; and • Engaging stakeholders in a proactive and meaningful manner to advance the growth of the industry.
14
South Africa as a signatory to the Chicago Convention of 1944, is a member of the International Civil Aviation Organiza-tion (ICAO), and thereby bound by the 8 ICAO Annexes and Standards & Recommended Practices (SARPs) contained therein. The strategic planning process included a review of the business to identify areas for improvement to build an aviation regulator that is able to fulfil its function within the aviation industry value chain.
In order for SACAA to effectively discharge it’s mandate, a strategy that addresses the external and organisational chal-lenges outlines above was developed.
Organisational Perspective
12 | P a g e SACAA STRATEGIC PLAN 2012/13 – 2016/17
Organisational Perspective
South Africa as a signatory to the Chicago Convention of 1944, is a member of the International Civil Aviation Organization (ICAO), and thereby bound by the 8 ICAO Annexes and Standards & Recommended Practices (SARPs) contained therein. The strategic planning process included a review of the business to identify areas for improvement to build an aviation regulator that is able to fulfil its function within the aviation industry value chain.
SWOT ANALYSIS STRENGTHS
OPPORTUNITIES
South Africa has a Cat1 Status in terms of the 8 critical ICAO elements.
Visible industry enforcement and improved scope and depth of inspections
Regional & International participation to promote aviation safety
ICAO recognition for SA leading role in Avmed in Africa as a centre of excellence
Universal Safety Oversight Programme (USOAP) Audit was above world average in all 8 Safety Critical areas.
Safety programmes and regulations in place to ensure the successful implementation of industry Safety Management System (SMS).
Leadership in regional aviation safety oversight integration
Creation of National Aviation Academy to address transformation
Strengthening of legal framework to enable industry innovation and growth
Inclusion of cargo fees in the revenue model Implementation integrated aviation safety management
system Effective stakeholder engagement
WEAKNESS THREATS
Lack of integrated IT infrastructure to coordinate and analyze oversight outcomes.
Lack of rigorous performance management and productivity measurement.
Poor information management capabilities Sub-optimal revenue model Sub-optimal human resources management processes Substandard inspectorate knowledge on legal matters
IT security (Inherent risk) Skills drain in technical sectors African safety record. SACAA Act is not aligned to other key pieces of
legislation and leaves grey areas in terms of roles of other Transport agencies
Stakeholder engagement and industry co-ordination
In order for SACAA to effectively discharge it’s mandate, a strategy that addresses the external and organisational challenges outlines above was developed.
Organisational Structure
The management structure of SACAA as of the 31st March 2011 is outlined below.
15
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16
The South African Civil Aviation Authority was established on the 1st October 1998 following the enactment of the South African Civil Aviation Authority Act. The South African Civil Aviation Authority is an agency of the Department of Trans-port. The Act provides for the establishment of a stand-alone authority mandated with promoting, regulating, supporting, enforcing and continuously improving levels of safety and security throughout the civil aviation industry. The above is to be achieved by complying with the International Civil Aviation Authority (ICAO) Standards and Recommended Practices (SARPs) whilst considering the local context.This mandate relates to aviation safety and security oversight of airspace, airports, aircraft, operations and personnel. In discharging the mandate, SACAA’s role encompases:
•Regulation- Developing and promoting appropriate, clear and concise regulatory requirements, and technical aviation safety and security standards;- Formulating and approving supporting regulations and technical standards through a consultative process with the aviation industry in terms of section 156 of this Act; and- Overseeing and regulating the flight inspection of navigational aids to aviation.
•AviationSecurity,AircraftSafetyandAirSafety- Developing effective enforcement strategies to ensure compliance with aviation safety and security standards;- Conducting regular reviews of the system of civil aviation safety and security - The enhancement of aviation security by the development and dissemination of progressive administrative and technical practices, promoting their use by security services, airport administrators and air service operators;- Reviewing and ensuring the adequacy of security programs and associated documentation produced by airports, air service operators and cargo operations, monitoring their implementation to ensure continuing effectiveness and incorporation of amendments as required;- Conducting comprehensive aviation industry surveillance, including assessment of safety and security related decisions taken by industry management at all levels for their impact on aviation safety and security;- Monitoring, implementing and enforcing the National Aviation Security Program (NASP);- Conducting regular and timely assessment of international safety and security developments; and- The formulating of a national aviation disaster plan.
•StakeholderManagement- Encouraging a greater acceptance by the aviation industry of its obligation to maintain high standards of aviation safety and security, through:
• comprehensive safety and security education and training programs; • accurate and timely aviation safety and security advice; &• fostering an awareness in industry management, and within the community generally, of the importance of aviation safety and security and compliance with relevant legislation.
- Promoting communication with all interested parties on aviation safety and security issues; and- Issuing certificates, licenses, registrations and permits.
2. LEGISLATIVE AND OTHER MANDATES
17
3. VISION
To be a model enabler ensuring sustainability in a safe, secure, and environmentally complaint aviation industryTo be a model enabler of a safe, secure and sustainable aviation environment and industryTo be a model enabler ensuring sustainability in a safe, secure and environmentally friendly aviation industry
4. MISSION
To oversee and regulate civil aviation safety and security, inline with international standards;To foster an environmentally friendly aviation industry; To minimize the impact of the aviation industry on the environment; andTo promote transformation and development of the industry in a sustainable manner.
5. VALUES
VALUES BEHAVIOURAL ATTRIBUTES
Commitment Demonstrate a genuine shared vision of the organization, through our high quality performance and service that we deliver to our stakeholders consistently.
Integrity Maintaining high ethical standards and approaching issues professionally without any bias and in a transparent manner that solicits trust amongst all our stakeholders.
Customer Focused
Ensure that each of our Customers will receive high quality Customer Service and an experience of our organisation that will exceed their expectations on each and every interaction.
Collaboration
Recognize that through partnerships with various stakeholders, we will create new opportunities, building mutually beneficial relationships, whilst generating better decisions for SACAA.
Accountability We are answerable to successes and failures of our actions and seek not to unduly apportion blame to others.
18
In response to the industry dynamics and strategic challenges outlined in the Situational Analysis above, the strategic focus for SACAA during the 2012/13 – 17 planning period will be maintaining delivery on mandate whilst driving organisational sustainability, from a financial, organisational capability & capacity as well as corporate governance perspectives. In addition, this strategy proposes a turnaround programme that seeks to renew the organisation, through targeted, high impact initiatives.
The table below outlines a summary of strategic goals for 2012/13 – 17 as well as the strategic objectives that would be key in driving each. These strategic goals inform the programmes of the South African Civil Aviation Authority for the afore-mentioned planning period.
16 | P a g e SACAA STRATEGIC PLAN 2012/13 – 2016/17
6. Strategic Outcome-Oriented Goals In response to the industry dynamics and strategic challenges outlined in the Situational Analysis above, the strategic focus for SACAA during the 2012/13 – 17 planning period will be maintaining delivery on mandate whilst driving organisational sustainability, from a financial, organisational capability & capacity as well as corporate governance perspectives. In addition, this strategy proposes a turnaround programme that seeks to renew the organisation, through targeted, high impact initiatives.
The table below outlines a summary of strategic goals for 2012/13 – 17 as well as the strategic objectives that would be key in driving each. These strategic goals inform the programmes of the South African Civil Aviation Authority for the afore-mentioned planning period.
DoT Outcomes Strategic Goal Strategic Objectives
Organizational enabler for effective strategy execution
To develop, optimize and manage SACAA’s revenue streams and financial management systems.
Optimized revenue streams Enhanced financial
management processes, systems and controls
Organizational enabler for effective strategy execution
Demonstrate that the principles of corporate governance are underpinning the work of every SACAA team member and every SACAA service.
Attain zero external audit findings
Well-managed / mitigated internal risks
Corporate reporting in line with applicable statutes and regulations.
Outcome 5: Increased contribution to job creation
Influence the breadth and pace of the industry development and transformation agenda.
Equitable and successfully implemented BBBEE plan
Harmonized industry development and transformation initiatives
Outcome 2: A transport sector that is safe and secure & Outcome 6: Increased contribution of transport to environmental protection.
Build a continuously improving safety and security (operations, aircraft, aviation security, infrastructure) environment.
Continuously review regulations for alignment, application, relevance and benchmarking
Establish a safety and security systems audit capacity
Organizational enabler for effective strategy execution
Build a resilient organisational capacity, capability with a high performance culture
Become an employer of choice
Establish a high performance culture
Establish an stable but flexible organizational structure
6. Strategic Outcome-Oriented Goals
STRATEGIC OBJECTIVES
PART B:
20
PART
B: ST
RATE
GIC O
BJEC
TIVES
1.
STRA
TEGIC
OBJ
ECTIV
ES
Progra
mme O
ne: F
inanc
ial Su
staina
bility
STR
ATE
GIC
GO
AL
1: T
o de
velo
p, o
ptim
ise
and
man
age
reve
nue
strea
ms
and
finan
cial
man
agem
ent s
yste
ms.
O
UTC
OM
E: F
inan
cial
via
bilit
y an
d su
stain
abili
ty
STR
ATE
GIC
O
BJE
CTI
VES
O
UTP
UTS
IN
DIC
ATO
RS
Ba
selin
e (2
01
1/1
2)
TAR
GET
(S)
12
/13
1
3/1
4
14
/15
1
5/1
6
16
/17
Op
tim
ised
rev
enue
stre
am
s Ef
ficie
nt m
ix o
f re
venu
e str
eam
s
Perfo
rman
ce
agai
nst R
even
ue
Mod
el R
oll-o
ut
Plan
EXC
O a
ppro
val o
f pl
an b
y 31
Mar
20
12
Boar
d A
ppro
val b
y 30
Sep
201
2
Trea
sury
En
dors
emen
t of
by
15 D
ec
2013
With
in 1
0% o
f Im
plem
enta
tion
Plan
by
31
Mar
201
4
With
in 1
0% o
f Im
plem
enta
tion
Plan
by
31
Mar
201
5
Com
plet
ion
of
Impl
emen
tatio
n by
30
Jun
2016
Repo
rt on
the
Revi
ew o
f M
odel
by
31
Mar
201
7
Enha
nce
d f
ina
nci
al
ma
na
gem
ent
pro
cess
es,
syst
ems
and
contr
ols
Best
Prac
tice
SCM
pr
oces
ses
Num
ber
of A
G
SCM
non
-co
mpl
ianc
e fin
ding
s
No
repe
at A
G S
CM
au
dit f
indi
ngs
by
31 M
ar 2
012
No
repe
at
SCM
find
ings
an
d 10
%
redu
ctio
n in
to
tal f
indi
ngs
by 3
1 M
ar
2013
No
repe
at
SCM
find
ings
an
d 10
%
redu
ctio
n in
to
tal f
indi
ngs
by 3
1 M
ar
2014
No
repe
at
SCM
find
ings
an
d 10
%
redu
ctio
n in
to
tal f
indi
ngs
by 3
1 M
ar
2015
< 3
sig
nific
ant
AG
SC
M
findi
ngs
per
annu
m
< 3
sign
ifica
nt
AG
SC
M
findi
ngs
per
annu
m
Effic
ient
Fi
nanc
ial
man
agem
ent
proc
esse
s
Num
ber
of
sign
ifica
nt
finan
cial
m
anag
emen
t (FM
) A
G fi
ndin
gs
No
repe
at F
M A
G
audi
t fin
ding
s b
y 31
Mar
201
2
No
sig
nific
ant
FM fi
ndin
gs
and
10%
re
duct
ion
in
tota
l fin
ding
s by
31
Mar
20
13
No
sig
nific
ant
FM fi
ndin
gs
and
10%
re
duct
ion
in
tota
l fin
ding
s by
31
Mar
20
14
No
sig
nific
ant
FM fi
ndin
gs
and
10%
re
duct
ion
in
tota
l fin
ding
s by
31
Mar
20
15
< 3
sig
nific
ant
FM A
G
findi
ngs
per
annu
m
< 3
si
gnifi
cant
FM
A
G fi
ndin
gs
per
annu
m
LIN
K/D
EPEN
DEN
CIE
S
21
Progra
mme T
wo: C
orpora
te Go
verna
nce
STR
ATE
GIC
GO
AL
2: D
emon
strat
e th
at th
e pr
inci
ples
of c
orpo
rate
gov
erna
nce
are
unde
rpin
ning
the
wor
k of
eve
ry S
AC
AA
team
mem
ber
and
ever
y SA
CA
A s
ervi
ce.
OU
TCO
ME:
Com
plia
nce
to le
gisla
tive
requ
irem
ents;
adh
eren
ce to
inte
rnal
con
trols;
ack
now
ledg
ed fo
r su
stain
abili
ty a
chie
vem
ents
and
corp
orat
e so
cial
ent
repr
eneu
rshi
p.
STR
ATE
GIC
O
BJE
CTI
VES
O
UTP
UTS
IN
DIC
ATO
RS
Ba
selin
e (2
01
1/1
2)
TAR
GET
(S)
12
/13
1
3/1
4
14
/15
1
5/1
6
16
/17
Wel
l-m
ana
ged
ris
ks
& in
tern
al c
ontr
ols
Effe
ctiv
e In
tern
al
Aud
it an
d Ri
sk
Man
agem
ent
Num
ber
of
Inte
rnal
Aud
it fin
ding
s
Num
ber
of 1
1/12
au
dit f
indi
ngs
by
Inte
rnal
Aud
it se
t ba
selin
e at
31
Mar
20
12
No
repe
at
sign
ifica
nt
findi
ngs
&
10%
Re
duct
ion
in
tota
l fin
ding
s by
31
Mar
20
13
No
repe
at
sign
ifica
nt
findi
ngs
&
10%
Re
duct
ion
in
tota
l fin
ding
s by
31
Mar
20
14
No
repe
at
sign
ifica
nt
findi
ngs
&
10%
Re
duct
ion
in
tota
l fin
ding
s by
31
Mar
20
15
No
repe
at
sign
ifica
nt
findi
ngs
&
10%
Re
duct
ion
in
tota
l fin
ding
s by
31
Mar
20
16
No
repe
at
sign
ifica
nt
findi
ngs
&
10%
Re
duct
ion
in
tota
l fin
ding
s by
31
Mar
20
17
Corp
ora
te r
eport
ing
Acc
urat
e an
d re
leva
nt a
nnua
l co
rpor
ate
perfo
rman
ce
repo
rting
AG
Aud
it O
pini
on
Unq
ualif
ied
Perfo
rman
ce A
G
audi
t rep
ort f
or 3
1 M
ar 2
012
Unq
ualif
ied
AG
aud
it re
port
for
31
Mar
201
3
Unq
ualif
ied
AG
aud
it re
port
for
31
Mar
201
4
Unq
ualif
ied
AG
aud
it re
port
for
31
Mar
201
5
Unq
ualif
ied
AG
aud
it re
port
for
31
Mar
201
6
Unq
ualif
ied
AG
aud
it re
port
for
31
Mar
201
2
LIN
K/D
EPEN
DEN
CIE
S
22
Progra
mme T
hree:
Indus
try De
velop
ment
and T
ransfo
rmati
on
STR
ATE
GIC
GO
AL
3: I
nflu
ence
the
brea
dth
and
pace
of t
he in
dustr
y de
velo
pmen
t and
tran
sfor
mat
ion
agen
da.
O
UTC
OM
E: A
ckno
wle
dged
as
mod
el o
f goo
d pr
actic
e in
the
avia
tion
indu
stry
in th
e ar
eas
of d
evel
opm
ent a
nd tr
ansf
orm
atio
n.
STR
ATE
GIC
O
BJE
CTI
VES
O
UTP
UTS
IN
DIC
ATO
RS
Ba
selin
e (2
01
1/1
2)
TAR
GET
(S)
12
/13
1
3/1
4
14
/15
1
5/1
6
16
/17
Equita
ble
and
su
cces
sfully
im
ple
men
ted
BB
BEE
p
lan
3 yr
BBB
EE
strat
egy
impl
emen
ted
Ach
ieve
men
t of
Publ
ic S
ecto
r BB
BEE
targ
ets
BBBE
E V
erifi
catio
n by
31
Mar
ch 2
012
Perfo
rman
ce
agai
nst P
ublic
Se
ctor
BBB
EE
targ
ets
by M
ar
2013
Per
form
ance
ag
ains
t Pub
lic
Sect
or B
BBEE
ta
rget
s by
Mar
20
14
Per
form
ance
ag
ains
t Pub
lic
Sect
or B
BBEE
ta
rget
s by
Mar
20
15
Per
form
ance
ag
ains
t Pub
lic
Sect
or B
BBEE
ta
rget
s by
Mar
20
16
Per
form
ance
ag
ains
t Pub
lic
Sect
or B
BBEE
ta
rget
s M
ar
2017
Impl
emen
ted
EE
Plan
Ach
ieve
men
t of
Publ
ic S
ecto
r Em
ploy
men
t Eq
uity
targ
ets
Ach
ieve
men
t of
Publ
ic S
ecto
r Em
ploy
men
t Eq
uity
targ
ets
Ach
ieve
men
t of
Publ
ic S
ecto
r Em
ploy
men
t Eq
uity
targ
ets
Ach
ieve
men
t of
Publ
ic S
ecto
r Em
ploy
men
t Eq
uity
targ
ets
Ach
ieve
men
t of
Publ
ic S
ecto
r Em
ploy
men
t Eq
uity
targ
ets
Ach
ieve
men
t of
Publ
ic S
ecto
r Em
ploy
men
t Eq
uity
targ
ets
Ach
ieve
men
t of
Pub
lic S
ecto
r Em
ploy
men
t Eq
uity
targ
ets
Dev
elop
men
t in
itia
tive
s a
re
ha
rmonis
ed w
ith
rele
vant
sta
keh
old
ers
Impr
oved
St
akeh
olde
r re
latio
nshi
ps
Stak
ehol
der
surv
ey
Surv
ey
cond
ucte
d on
sta
keho
lder
s by
31
Mar
201
2
Surv
ey
cond
ucte
d by
31
Aug
ust
2% r
atin
g Im
prov
emen
t 2%
rat
ing
impr
ovem
ent%
2% r
atin
g im
prov
emen
t%
1% r
atin
g im
prov
emen
t
Incr
ease
d pa
rtici
patio
n
inA
FI r
egio
n in
itiat
ives
Leve
l of
parti
cipa
tion
Base
line
bei
ng
parti
cipa
tion
for
year
end
ing
31
Mar
ch 2
012
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in A
FI r
egio
n
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in A
FI r
egio
n
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in A
FI r
egio
n
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in A
FI r
egio
n
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in A
FI r
egio
n Es
tabl
ishe
d re
gion
al
(SA
DC
) co
rpor
atio
n ov
ersi
ght
capa
city
Leve
l of
parti
cipa
tion
Base
line
bei
ng
parti
cipa
tion
for
year
end
ing
31
Mar
ch 2
012
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in S
AD
C r
egio
n
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in S
AD
C r
egio
n
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in S
AD
C r
egio
n
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in S
AD
C r
egio
n
80%
pa
rtici
patio
n on
IC
AO
initi
ativ
es
in S
AD
C r
egio
n
LIN
K/D
EPEN
DEN
CIE
S D
oT O
utco
me
5: In
crea
sed
cont
ribut
ion
to jo
b cr
eatio
n
23
Progra
mme F
our: A
viatio
n Safe
ty an
d Secu
rity ST
RA
TEG
IC G
OA
L 4
: Bu
ild a
con
tinuo
usly
impr
ovin
g sa
fety
and
sec
urity
(ope
ratio
ns, a
ircra
ft, a
viat
ion
secu
rity,
and
infra
struc
ture
) env
ironm
ent.
O
UTC
OM
E: In
tern
atio
nal a
ckno
wle
dgem
ent f
or c
onsi
stent
hig
h pe
rform
ance
in s
afet
y an
d se
curit
y.
STR
ATE
GIC
O
BJE
CTI
VES
O
UTP
UTS
IN
DIC
ATO
RS
Ba
selin
e (2
01
1/1
2)
TAR
GET
(S)
12
/13
1
3/1
4
14
/15
1
5/1
6
16
/17
Reg
ula
te,
Pro
mote
and
O
vers
ee
Civi
l A
via
tion
Safe
ty a
nd
Se
curi
ty
Safe
ty A
dviso
ry
Boar
d re
com
men
datio
ns
impl
emen
ted
Redu
ced
in
num
ber
of
acci
dent
s pe
r an
num
Esta
blish
ed
inde
pend
ent A
IID
advi
sory
co
mm
ittee
by
31
Mar
201
2
80%
of
impl
emen
tabl
e Sa
fety
Re
com
men
datio
ns
impl
emen
ted
by 3
1 M
ar 2
013
80%
of
impl
emen
tabl
e Sa
fety
Re
com
men
datio
ns
impl
emen
ted
by 3
1 M
ar 2
014
80%
of
impl
emen
tabl
e Sa
fety
Re
com
men
datio
ns
impl
emen
ted
by 3
1 M
ar 2
015
80%
of
impl
emen
tabl
e Sa
fety
Re
com
men
datio
ns
impl
emen
ted
by 3
1 M
ar 2
016
80%
of
impl
emen
tabl
e Sa
fety
Re
com
men
datio
ns
impl
emen
ted
by 3
1 M
ar 2
017
Stan
dard
ised
risk
base
d M
aste
r Su
rvei
llanc
e Pl
an
(MSP
)
All
MSP
sta
ndar
dise
d by
31
Mar
ch 2
012
Indu
stry
prof
iling
im
plem
ente
d by
31
Sept
201
3
MSP
Info
rmed
by
indu
stry
risk
prof
iling
31
Mar
20
14
MSP
Info
rmed
by
indu
stry
risk
prof
iling
31
Mar
20
15
MSP
Info
rmed
by
indu
stry
risk
prof
iling
31
Mar
201
6
MSP
Info
rmed
by
indu
stry
risk
prof
iling
31
Mar
ch 2
017
Impr
oved
Gen
eral
A
viat
ion
over
sight
ca
paci
ty
Esta
blish
men
t of
Enfo
rcem
ent b
ase
line
statis
tics
by
31 M
arch
201
2
At l
east
5%
impr
ovem
ent o
n en
forc
emen
t sta
tistic
s ba
sed
on
histo
rical
dat
a (A
nnua
lly)
At l
east
5%
impr
ovem
ent o
n en
forc
emen
t sta
tistic
s ba
sed
on
histo
rical
dat
a (A
nnua
lly)
At l
east
5%
impr
ovem
ent o
n en
forc
emen
t sta
tistic
s ba
sed
on
histo
rical
dat
a (A
nnua
lly)
At l
east
5%
impr
ovem
ent o
n en
forc
emen
t sta
tistic
s ba
sed
on h
isto
rical
da
ta (A
nnua
lly)
At l
east
5%
impr
ovem
ent o
n en
forc
emen
t sta
tistic
s ba
sed
on h
isto
rical
da
ta (A
nnua
lly)
ICA
O U
nive
rsal
Se
curit
y A
udit
Prog
ram
find
ings
re
solv
ed
Prog
ress
aga
inst
Cor
rect
ive
Act
ion
Plan
App
rove
d C
orre
ctiv
e A
ctio
n Pl
an b
y Bo
ard
by
31 D
ec 2
011
10 V
aria
nce
Prog
ress
aga
inst
plan
A
ll fin
ding
s cl
osed
n/
a n/
a n/
a
Com
plia
nce
to
ICA
O
Redu
ced
exem
ptio
ns
Subm
issio
n of
SA
CA
A A
ct
amen
dmen
ts to
D
oT b
y 31
Mar
ch
2012
SAC
AA
Act
am
ende
men
ts su
bmitt
ed b
y 31
M
arch
201
2
CA
Rs a
nd C
ATS
al
igne
d to
New
SA
CA
A A
ct b
y 31
M
arch
201
4
n/a
n/a
n/a
Man
aged
avi
atio
n im
pact
on
the
envi
ronm
ent
Prog
ress
aga
inst
Avi
atio
n En
viro
nmen
tal
Prot
ectio
n (A
EP)
Boar
d A
ppro
ved
AEP
Fra
mew
ork
by 3
1 M
arch
20
12
EAP
Fram
ewor
k A
ppro
ved
by 3
1 M
arch
201
2 n/
a n/
a n/
a n/
a
prog
ram
A
lignm
ent w
ith
Con
fere
nce
of P
artie
s 17
/D
oT G
uide
lines
on
env
ironm
ent
Prog
ress
aga
inst
Plan
Boar
d ap
prov
ed
Envi
ronm
enta
l Pr
otec
tion
Plan
by
Mar
ch 2
012
Dev
elop
men
t of
Envi
ronm
enta
l re
gula
tions
by
31
Mar
ch 2
013
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
4
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
5
10%
var
ianc
e ag
ains
t pl
an b
y 31
Mar
20
16
10%
var
ianc
e ag
ains
t pl
an b
y 31
Mar
20
17
Ann
ual A
udits
co
nduc
ted
acco
rdin
g to
MSP
Var
ianc
e to
pla
n ta
king
into
acc
ount
in
dustr
y m
ovem
ent
Base
line
esta
blis
hed
31
Mar
ch 2
012
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
3
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
4
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
5
10%
var
ianc
e ag
ains
t pl
an b
y 31
Mar
20
16
10%
var
ianc
e ag
ains
t pl
an b
y 31
Mar
20
17
Esta
blish
ed
Man
agem
ent
Info
rmat
ion
Syste
m
(MIS
)
Pro
gres
s ag
ains
t M
IS r
oll o
ut p
lan
Boar
d A
ppro
ved
IT S
trate
gy a
nd
Plan
by
31
Mar
ch 2
012
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
3 n/
a n/
a n/
a n/
a
Opt
imise
d bu
sines
s sy
stem
s an
d pr
oces
ses
Prog
ress
es a
gain
st Bu
sines
s Pr
oces
s O
ptim
isatio
n Pl
an
Boar
d ap
prov
ed
busi
ness
pro
cess
op
timisa
tion
plan
31
Dec
embe
r 20
11
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
3
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
4 n/
a n/
a n/
a
LIN
KS
DoT
Outc
om
e 2
: A
tra
nsp
ort
sec
tor
tha
t is
sa
fe a
nd
sec
ure
D
ot
Outc
om
e 6
: In
crea
sed
contr
ibution o
f tr
ansp
ort
to e
nvi
ronm
enta
l pro
tect
ion
24
STR
ATE
GIC
GO
AL
5:
Build
res
ilien
t org
anis
atio
nal c
apab
ility
and
cap
acity
that
em
bras
es a
hig
h-pe
rform
ance
cul
ture
. O
UTC
OM
E: A
dequ
atel
y re
sour
ced
orga
nisa
tion
for
strat
egy
impl
emen
tatio
n
STR
ATE
GIC
O
BJE
CTI
VES
O
UTP
UTS
IN
DIC
ATO
RS
Ba
selin
e (2
01
1/1
2)
TAR
GET
(S)
12
/13
1
3/1
4
14
/15
1
5/1
6
16
/17
Beco
me
an e
mpl
oyer
of
cho
ice
In to
p 50
of t
he
annu
al E
mpl
oyer
of
Cho
ice
Surv
ey
Empl
oyer
of c
hoic
e ra
ting
Firs
t res
ult o
f Em
ploy
er o
f Cho
ice
Surv
ey R
atin
g by
31
Mar
ch 2
010
Impr
ove
2 po
sitio
ns o
n pr
evio
us y
ear’s
ra
ting
by 3
1 M
arch
201
3
Impr
ove
2 po
sitio
ns o
n pr
evio
us y
ear’s
ra
ting
by 3
1 M
arch
201
4
Impr
ove
2 po
sitio
ns o
n pr
evio
us y
ear’s
ra
ting
by 3
1 M
arch
201
5
Impr
ove
2 po
sitio
ns o
n pr
evio
us y
ear’s
ra
ting
by 3
1 M
arch
201
6
Impr
ove
2 po
sitio
ns o
n pr
evio
us y
ear’s
ra
ting
by 3
1 M
arch
201
7
Con
duci
ve
orga
nisa
tiona
l cul
ture
Em
ploy
ee C
ultu
re
Surv
ey R
atin
g C
ultu
re S
urve
y Ra
ting
by 3
1 M
arch
201
2
10%
of r
ed is
sues
ad
dres
sed
by 3
1 M
arch
201
3
20%
of r
ed is
sues
ad
dres
sed
by 3
1 M
arch
201
4
25%
of r
ed is
sues
ad
dres
sed
by 3
1 M
arch
201
5
30%
of r
ed is
sues
ad
dres
sed
by 3
1 M
arch
201
6
35%
of r
ed is
sues
ad
dres
sed
by 3
1 M
arch
201
7
Redu
ctio
n in
sta
ff tu
rnov
er
Ann
ual s
taff
turn
over
ra
te
Base
line
set o
n 31
M
arch
201
2
5% r
educ
tion
YoY
by 3
1 M
arch
20
13
5% r
educ
tion
YoY
by 3
1 M
arch
20
14
5% r
educ
tion
YoY
by 3
1 M
arch
20
15
5% r
educ
tion
YoY
by 3
1 M
arch
20
16
5% r
educ
tion
YoY
by 3
1 M
arch
20
17
Esta
blish
a h
igh
perfo
rman
ce c
ultu
re
Effe
ctiv
e Ta
lent
M
anag
emen
t
Prog
ress
aga
inst
succ
essi
on
impl
emen
tatio
n pl
an
Boar
d ap
prov
ed
succ
essi
on
impl
emen
tatio
n pl
an
by 3
1 M
arch
201
2
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
3
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
4
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
5
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
6
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
7
App
ropr
iate
rew
ard
struc
ture
FAC
app
rove
d C
ompe
nsat
ion
plan
by
31
Mar
ch 2
012
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
3
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
4
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
5
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
6
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
7
Effe
ctiv
e Pe
rform
ance
M
anag
emen
t Sys
tem
Cle
ar a
nd w
ell
unde
rsto
od
perfo
rman
ce
deliv
erab
les
and
ratin
g pr
oces
s
Boar
d A
ppro
ved
Perfo
rman
ce
Man
agem
ent S
yste
m
by 3
1 M
arch
201
2
Impl
emen
tatio
n of
pl
an b
y 31
Mar
ch
2013
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
4
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
5
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
6
10%
var
ianc
e ag
ains
t pla
n by
31
Mar
201
7
Esta
blish
an
orga
nisa
tiona
l str
uctu
re th
at e
nabl
es
deliv
ery
of s
trate
gy
Opt
imal
or
gani
satio
nal
capa
city
Dep
loy
right
rol
es a
t th
e rig
ht ti
me
Boar
d A
ppro
ved
Org
anisa
tiona
l St
ruct
ure
by 3
1 Se
ptem
ber
2012
Impl
emen
tatio
n of
ne
w s
truct
ure
by
31 M
arch
201
3 n/
a n/
a n/
a n/
a
Cap
able
wor
kfor
ce
Trai
ning
and
de
velo
pmen
t in
line
with
the
busin
ess
strat
egy
Boar
d A
ppro
ved
Wor
kfor
ce S
kills
D
evel
opm
ent P
lan
by
31 M
arch
201
2
10%
var
ianc
e ag
ains
t D
evel
opm
ent
plan
by
31 M
ar
2013
10%
var
ianc
e ag
ains
t D
evel
opm
ent
plan
by
31 M
ar
2014
10%
var
ianc
e ag
ains
t D
evel
opm
ent
plan
by
31 M
ar
2015
10%
var
ianc
e ag
ains
t D
evel
opm
ent
plan
by
31 M
ar
2016
10%
var
ianc
e ag
ains
t D
evel
opm
ent
plan
by
31 M
ar
2017
LIN
KS
Progra
mme F
ive: O
rganis
ation
al Ca
pabil
ity, C
apac
ity an
d Cult
ure
25
The table below outlines a list of the key risks that may affect the realisation of each of the Programmes above and mitigation plans for the respective risks:
RISK MANAGEMENT
23 | P a g e SACAA STRATEGIC PLAN 2012/13 – 2016/17
2. RISK MANAGEMENT The table below outlines a list of the key risks that may affect the realisation of each of the Programmes above and mitigation plans for the respective risks:
NUMBER Risk Mitigating Action
1
Financial sustainability of SACAA compromised as a result of volatile revenue streams
Poor management of fraud Inadequate financial management
processes, systems and controls
Implementation of a new revenue model that is not reliant on a single income stream
Regular internal audits, monitoring and evaluation
Strengthening financial management systems
2
Breakdown of internal processes and controls
Qualified performance audit opinion
Implementation of improved business processes and systems
Implementation of integrated information management systems
Implementation of corrective action plans
3
Delayed transformation of the aviation sector
Deterioration of Safety and Security levels in AFI & SADC
Development and implementation of BBBEE plans that address transformational imperatives
Increased participation regional safety and security oversight and in AFI and SADC region
4
Deterioration of national aviation safety and security levels
Exemptions may become the norm rather than the exception
Non- Compliance with International environmental & sustainability initiatives
Reputational risk due to decisions based on incorrect statistics
Implementation of Safety Advisory Board Recommendations
Enforcement of regulations Effective oversight processes Implementation of COP /DoT guidelines Improved risk based oversight in General
Aviation
5 Organization will not have the right skills
at the right place at the right time for effective execution of strategy
Implement initiatives geared towards delivering a capacitated, capable organisation.
26
Succ
essf
ul im
plem
enta
tion
of th
e str
ateg
y is
depe
nden
t on
the
reso
urce
s the
org
anisa
tion
will
hav
e at
its d
ispos
al, i
n-cl
udin
g fin
anci
al, p
erso
nnel
, inf
rastr
uctu
re, e
tc.
Furth
erm
ore,
SA
CA
A is
com
mitt
ed to
add
ress
ing
all i
nter
nal f
acto
rs,
whi
ch m
ay d
irect
ly o
r ind
irect
ly im
pact
it’s
abili
ty to
mee
t it’s
set
targ
ets,
suc
h as
tech
nolo
gy, p
eopl
e an
d pr
oces
ses.
Fina
ncia
l res
ourc
es th
at a
re re
quire
d fo
r im
plem
enta
tion
of th
e str
ateg
y ar
e de
pict
ed in
the
tabl
e be
low
.
3.
RESO
URC
E C
ON
SID
ERAT
ION
LINKS TO OTHER PLANSPART C:
28
“Business as usual” would not be adequate to address the strategic challenges SACAA faces as outlined in the situ-ational analysis above. The Board and EXCO are aligned in the view that SACAA needs to drive a holistic turn-around programme with expedience. The turnaround would address the fundamentals required for organisational sustainability and discharging its mandate. The organisation has in the past paid more attention to its core opera-tional delivery, evident in the exceptional levels of compliance with ICAO standards, with little effort being made to build the organisation that must maintain and sustain these achievements. Monitoring ongoing delivery of SACAA’s core mandate is outlined in the programmes in Part B, above.
The turnaround programme is aimed at building the foundation for organisational sustainability. The Board will manage the turnaround programme through its subcommittees, with sponsorship by Chairs of relevant subcommit-tees to ensure strategic leadership.
Strategic Initiatives for each of the pillars will be driven by the organisation in the coming fiscal, to provide traction and maintain momentum for the turnaround.
PART C: LINKS TO OTHER PLANSTURNAROUND STRATEGY
Turnaround Pillars
25 | P a g e SACAA STRATEGIC PLAN 2012/13 – 2016/17
PART C: LINKS TO OTHER PLANS
TURNAROUND STRATEGY “Business as usual” would not be adequate to address the strategic challenges SACAA faces as outlined in the situational analysis above. The Board and EXCO are aligned in the view that SACAA needs to drive a holistic turnaround programme with expedience. The turnaround would address the fundamentals required for organisational sustainability and discharging its mandate. The organisation has in the past paid more attention to its core operational delivery, evident in the exceptional levels of compliance with ICAO standards, with little effort being made to build the organisation that must maintain and sustain these achievements. Monitoring ongoing delivery of SACAA’s core mandate is outlined in the programmes in Part B, above.
The turnaround programme is aimed at building the foundation for organisational sustainability. The Board will manage the turnaround programme through its subcommittees, with sponsorship by Chairs of relevant subcommittees to ensure strategic leadership.
Turnaround Pillars
Strategic Initiatives for each of the pillars will be driven by the organisation in the coming fiscal, to provide traction and maintain momentum for the turnaround.
Organisational Renewal and Capacity Building
Revenue Model Enhance-ment
Industry Transforma-tion
& Develop-ment
Operating Model Redesign
Customer Service Delivery
Stakeholder Engagement, Marketing and Communication
29
Turnaround Pillars
Turnaround Pillar Strategic InitiativesOrganisational Renewal and Capacity Building 1.Drive culture change in line with the organisation’s values
and required behaviours, mobilisation and communication.
2. Map capacity and capability requirements and develop and deploy a plan for fulfillment.
Revenue Model Enhancement 3. Revise and implement revenue model to optimise & expand revenue streams.
4. Review pricing strategy for all SACAA’s products and ser-vices informed by a robust activity-based costing model.
5. Develop and deploy the financial system’s management & controls improvement strategy and plan.
6. Develop and implement a cost containment plan.
Industry Transformation and Development 7. Develop and implement industry transformation strategy with clear initiatives including, harmonising efforts with relevant government departments and stakeholders, raising awareness of opportunities within the aviation sector, promote the aviation charter (aviation sub-charters) and development of Aviation Academy.
Operating Model Redesign 8. Design operating model to enable deployment of strategy and drive operational efficiency.
Customer Service Delivery 9. Develop and deploy strategy for optimal customer service approach.
10. Develop a customer service charter to drive a customer-centric approach in the organization.
Stakeholder Engagement and involvement 11. Establish and implement a stakeholder management strategy (map stakeholder matrix, understand stakeholder expectations, develop mutually beneficial plans to meet ex-pectations and agree a stakeholder engagement process with clearly defined accountabilities).
12. Create cohesiveness and common goals for the aviation industry.
13. Strengthen existing legislation.
30
CRITICAL SUCCESS FACTORS
To ensure success of the turnaround programme, a number of prerequisites must be in place, such as:
• Cohesive turnaround aspiration agreed and bought-into by all relevant stakeholders;• Adequate resources, financial, human, etc;• A change management process to take the organisation along; and• Implementation programme management discipline to ensure delivery of the turnaround according to agreed timelines.
