TANZANIA CIVIL AVIATION AUTHORITY - tcaa.go.tz TCAA/Corporate Plans/3RD FIVE YEARS... · KRA Key Result Area ... Service Delivery Targets and Key Performance Indicators appear in

TANZANIA CIVIL AVIATION AUTHORITY

ISO 9001: 2008 Certified

3RD

FIVE –YEAR STRATEGIC PLAN 2014/15 – 2018/19


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Document No: TCAA/QSP/DGs/CP 01

Title: Strategic Plan Page 1 of 94

This is a controlled document Issued on: 1 July 2014

ABBREVIATIONS

ACC Area Control Centre ACIP Africa Comprehensive Implementation Program ADS-B Automatic Dependency Surveillance - Broadcast AFCAC African Civil Aviation Commission AFTN Aeronautical Fixed Telecommunication Network AIB Accident Investigation Branch AIS Aeronautical Information Services AMEs Aircraft Maintenance Engineers ANS Air Navigation Services ATCL Air Tanzania Company Ltd ATCOs Air Traffic Control Officers ATMO Air Traffic Management Officer ATS DS Air Traffic Services Direct Speech AVSEC Aviation Security AWOS Automated Weather Observation System BASA Bilateral Air Service Agreement CASSOA Civil Aviation Safety and Security Oversight Agency CATC Civil Aviation Training Centre CCC Consumer Consultative Council CCs Compliance Checklists CCU Complains Consultation Unit CNS Communications, Navigation and Surveillance CS Corporation Secretary CVOR Conventional Very High Frequency Omni-Directional Radio Range DANS Director Air Navigation Services DAR-FIR Dar es salaam Flight Information Region DCS Director Corporate Services DER Director Economic Regulation DME Distance Measuring Equipment DSR Director Safety Regulation DVOR Doppler Very High Frequency Omni-directional Radio Range EAC East African Community EFOD Electronic Filing of Differences FAA Federal Aviation Administration FAL Facilitation FPL Flight Plan GASP Global Aviation Safety Plan GASR Global Aviation Safety Roadmap GDP Gross Domestic Product GNSS Global Navigation Satellite Systems GPS Global Positioning System


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IATA International Air Transport Association ICAO International Civil Aviation Organisation ICT Information and Communication Technology IET Institute of Engineers of Tanzania ILS Instrument Landing System ISO International Organisation for Standardisation JNIA Julius Nyerere International Airport KIA Kilimanjaro International Airport KRA Key Result Area PBN Performance Based Navigation RVSM Reduced Vertical Separation Minima SADC Southern Africa Development Cooperation SARPs Standard and Recommended Practices SMS Safety Management System SSP State Safety Plan UACC Upper Area Control Centre UFIR Unified Upper Flight Information Region USAP Universal Security Audit Programme USOAP Universal Safety Oversight Audit Programme VCCS Voice Communication and Control System VHF Very High Frequency VOR Very High Frequency Omni-directional Radio Range VSAT Very Small Aperture Terminal WAN Wide Area Network WGS-84 World Geodetic System-84 YD Yamoussoukro Decision


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TABLE OF CONTENTS

EXECUTIVE SUMMARY ......................................................................................... 4

1. INTRODUCTION ...................................................................................................... 5

2. OVERVIEW OF THE AVIATION INDUSTRY .......................................................... 6

3. BUSINESS ENVIRONMENT AND CHALLENGES FACING THE INDUSTRY ..... 19

4. STAKEHOLDERS’ EXPECTATIONS .................................................................... 24

5. SWOT ANALYSIS ................................................................................................. 25

6. RISKS AND MITIGATION MEASURES………………………………………………28

7. MISSION, VISION, MOTTO AND VALUE STATEMENTS .................................... 29

8. KEY RESULT AREAS ........................................................................................... 31

9. ORGANISATION STRUCTURE ............................................................................ 35

10. FINANCIAL PROFILE . ......................................................................................... 38

APPENDIX I: STRATEGIC OBJECTIVES………..…………….………...…..39 - 76

APPENDIX II: ACTION PLANS…………………………………......………….77– 88

APPENDIX III: ANS FACILITY REQUIREMENT 2011-2014......................…89- 90

APPENDIX IV: ORGANISATION STRUCTURE……..…….……..……………..…….91 APPENDIX V: FINANCIAL PROFILE…………………………......…………….92- 94


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STRATEGIC PLAN OF THE AUTHORITY FOR THE YEARS 2014/15 TO 2018/2019

EXECUTIVE SUMMARY

The third five year Strategic Plan covers the financial years from 2014/15 to 2018/2019, and succeeds the second Strategic Plan that ended on 30 June 2014. This Plan became effective on 1 July 2014. The second Plan consolidated the achievements made in the first Plan and steered the Authority into a more effective and efficient organisation by benchmarking its services against best practices. The third Plan while building on the experience gained from implementation of the Authority’s mandate under the previous plans, takes into account the existing changes seen in Tanzania’s social, political and economic environment. In particular, it takes into account Tanzania participation in regional economic communities as well as the aviation industry’s international nature outlook in respect of safety, security and operational requirements spearheaded under the International Civil Aviation Organization (ICAO) and other major international collaborators. Although the Statements, Key Result Areas (KRAs) and Strategic Objectives have remained more or less the same as they were in the second Plan, some few changes have been introduced in some areas. The Plan is presented in ten Chapters. Chapter 1 is Introduction, while Chapter 2 reviews the performance of aviation industry globally, regionally and nationally. Chapter 3 gives an overview of the business environment and the challenges likely to be faced in the planning period. Chapter 4 summarizes the major stakeholders expectations. Chapter 5 takes note of strengths, weaknesses, opportunities and threats. Chapter 6 has been added to highlight the Risks and Mitigation measures. Chapter 7 presents the high level Statements - Vision, Mission, Motto and Core Values. Chapter 8 summarizes the Key Result Areas and the corresponding Strategic Objectives. The Authority’s Organisation Structure is presented in Chapter 9 while Chapter 10 concludes with the financial profile of the five years planning period. The Strategies, Service Delivery Targets and Key Performance Indicators appear in Appendix 1 while Appendix II has the associated implementation Action Plans with its Annex of the Equipment Replacement Plan. Appendix III contains the Air Navigation (ANS) facility requirements. Appendix IV is the Authority’s Organisation Structure. Appendix V summarizes the Financial Profile.


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THIRD FIVE YEAR STRATEGIC PLAN OF THE AUTHORITY (2014/15 TO 2018/2019)

CHAPTER 1: INTRODUCTION

The Tanzania Civil Aviation Authority (the Authority) was established on 1 November 2003 as a corporate body, pursuant to the Civil Aviation Act, Cap. 80 (R.E. 2006). The Act mandates the Authority to provide safety, security and economic oversight of the civil aviation industry in Tanzania. The regulated services fall in three categories: air transport services, aeronautical airport services (airside airport operations, ground handling, in-flight catering and aviation fuelling) and air navigation services. During the planning period, it is envisaged that the Authority will separate its services from the service provider (Air Navigation Services). Subsequent to its establishment, the Authority prepared its first Five-year Strategic Plan that covered the 2004/05 to 2008/09 financial years. The first Plan guided the Authority to put into place the organizational infrastructure and basic tools for carrying out the Authority’s mandate. The tools included the regulations, policies and procedures both for the oversight and administrative functions. This third Plan covers the five financial years - from 2014/15 to 2018/2019. This Plan builds on the experience which has been gained during the implementation of the second Plan by consolidating the achievements from it and improving on the areas of that Plan which were less successful. This Plan sets out the Authority’s Mission and Vision statements, Core Values and Key Result Areas (KRAs). For each KRA, strategic objectives and service delivery targets are stipulated. The Plan assigns responsibilities to key staff to oversee its implementation. In addition, the performance of each individual employee is derived from the Plan. Therefore, the Plan provides a basis for the periodic evaluation of the performance of the Authority based on measurable key performance indicators. In developing this Plan, due consideration has been taken to ensure it fits in well with the objectives of the National Development Vision 2025 and the National Transport Policy of 2003 which is under review.


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CHAPTER 2: OVERVIEW OF THE AVIATION INDUSTRY INCIDENTS AND ACCIDENTS

According to ICAO Regional Aviation Safety Group, the year 2013 was the safest year ever

recorded in terms of fatalities for scheduled International Air Transport operations. Although

the number of aviation accidents involving fatalities remained steady at 9 during 2013,

fatalities were down by 53.5% from 2012, dropping to 173 compared to 372 of the previous

year. Using 2010 a baseline, fatalities have fallen by 76% in 2013 represents the third

consecutive year in which air transport fatalities have estimated to decrease.

The Middle East Region had no fatal accidents, while Africa and Asia/Pacific Regions each

had one. Europe had two, and the Americans saw the highest number with a total of five

fatal accidents in 2013. Of the 9 total fatal accidents Worldwide, seven occurred during the

approach or go–around phase of flight.

Fatalities according to aircraft classification:

60 percent of all fatalities were attributed to accidents involving narrow body jet aircraft

37 percent of all fatalities were attributed to accidents involving turboprop aircraft

3 percent of all fatalities were attributed to accidents involving wide-body jet aircraft


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Source: According to ICAO Regional Aviation Safety group, 2013

Table1: Fatalities trend 2009-2013

Fatalities Trend 2009/2013

2009 2010 2011 2012 2013

Fatalities 430 705 410 372 173

Source: According to ICAO Regional Aviation Safety Group, 2013


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Source: According to ICAO Regional Aviation Safety Group, 2013 Note: RASG-AFI=African and Indian Ocean Region, RASG-APAC= Asian and Pacific Region, RASG-EUR=European Region, RASG-MID=Middle East Region, RASG-PA=American Region


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Tanzania situation In Tanzania during the year 2013 there were fifteen (15) recorded occurrences 6 (six)accidents and 9 (nine) incidents as compared with the year 2012 which had 16 concurrencies (14 incidents and 2 accidents). During the period under review only one person was killed in an accident that occurred in Arusha. The average for the five year period (2009-2013) is 13.4 occurrences per year,

Table 2: AIR ACCIDENTS / INCIDENTS STATISTICS FOR THE PERIOD FROM 2009- 2013

Incidents Accidents Total

2009 13 - 13

2010 7 6 13

2011 10 2 12

2012 14 2 16

2013 9 6 15

Source: TCAA


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Tanzania Incidents and accident Trend from 2009 - 2013

0

2

4

6

8

10

12

14

16

Numbers

2009 2010 2011 2012 2013

Year

Incidents and Accidents report from 2009 - 2013

Incidents

Accidents

Total

Source: TCAA

Environmental Protection; Tanzania Civil Aviation Authority recognizes the critical need of dealing with climate change and to make effort to find ways and means to limit or reduce the impact of greenhouse gas emissions (GHG) and noise from international civil aviation on the world’s climate. The Authority agrees to pursue a strategy and consolidating efforts designed to achieve the global objectives with regard to mitigating contribution of the international aviation sector. In order to confront this global challenge, a strategic approach to mitigate effects emanating from greenhouse gas emissions (GHG) is pursued in line with ICAO Strategic Objectives and within initiatives under the Kyoto Protocol of the United Nations Framework Convention on Climate Change (UNFCCC). The Authority has taken measures to ensure ICAO strategic objectives on environmental protection are implemented within the available resources and to ensure contribution towards global goals as agreed in ICAO Assembly resolutions and decisions. Since year 2012, The Authority has conducted the following activities in pursuance of the global goals:


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a) Participated in ICAO meetings with a view to understand and implement agreed

decisions at State level;

b) Implemented the ICAO Assembly Resolution A37/19 requiring States to voluntarily

submit Action Plan on Emission Reduction (APER) before 30 June 2012;

c) Constituted an inter-institution Working Group to develop and promulgate Civil Aviation

(Environmental Protection) Regulations;

d) Consulted and obtained comments from the stakeholders regarding the Draft Civil

Aviation (Environmental Protection) Regulations;

e) Established mechanism for enforcement of the promulgated Civil Aviation

(Environmental Protection) Regulations;

It is noteworthy that the Authority has made progress in implementation of the activities mentioned above including submission of the APER through ICAO Portal before the set deadline, participating in ICAO environmental meetings to keep track with the current global progress and drafting of the Civil Aviation (Environmental Protection) Regulations. The draft regulations are currently in the process for their promulgation, additionally, the need for relentless participation in global environment fora, particularly those facilitated by ICAO cannot be overemphasized as these provide the Authority with the understanding and knowledge of progress on global environmental goals and directions. This will inevitably enable the Authority develop activities in line with the global directions and expected deliverables at a State level.


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Traffic Performance: World Passenger Traffic

During the preceding period, world passenger traffic decreased from 4,796 million in 2009

to 3,627 million in 2010, recording 24.4% decline. The decline was contributed by the

world financial crisis during 2008 through 2010. However, in year 2011 passenger traffic

increased to 5,440 million recording a growth of 49%. During 2012 passenger traffic

reached 5,724 million, equivalent to 5.2% increase. A number of factors contributed to the

world traffic growth, one being the global economy. The economy continued to experience

a recovery in the wake of threats of a disintegrated.

Additionally, emerging markets felt the risk burden emanating from these regions in 2012,

that was marked by the recession in the Euro area coupled with the looming American

fiscal cliff, overall demand for goods and services from emerging markets and developing

economies softened. As world trade volumes lost steam in 2012, global commerce

remained sluggish.

By and large, the aviation sector was resistant to the contagion from the global economy.

The demand for air transport measured by airport passenger traffic, outpaced growth in

world output. With output growing by 3.2 percent, passenger traffic remained resilient with

year-over-year growth of 4.4 percent, despite global economic uncertainties that plagued

the aviation industry throughout 2012. The world’s airports handled over 5.7 billion

passengers in 2012. While airports in the advanced economies of Europe and North

America experienced only modest gains in passenger traffic, with year-over year growth of

1.7 and 1.3 percent respectively, air transport markets in emerging economies continued to

show buoyant activity. Brazil, Russia, India, China and South Africa (BRICS) experienced

growth of 7.4 percent, although Indian passenger traffic showed a slight decrease in 2012.

The broader group of emerging markets achieved even more solid growth of 8.7 percent.

Strong demographics and a rise in per capita incomes in these markets are the main

engines driving this phenomenon. By the end of 2013 passenger traffic worldwide was


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expected to grow by 4.8%, reaching 5,999 million passengers. Passenger traffic

performance for the past 5 years is depicted in Figure 2 below:-

Figure 2: World Passenger Traffic

Source: ACI


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World Cargo Traffic In 2012 cargo increased by a moderate 0.5%, from 92.5 million tons in 2011 to 93 million

tons in 2012. Traffic in air cargo reveals a different story. As a direct consequence of the

slowdown in the growth of the volume of goods and services traded around the world, air

cargo growth was stagnant for a third year in a row. While macroeconomic conditions were

responsible for air cargo’s sluggish revival, microeconomic factors such as competitive

pressures from alternative modes of freight delivery also played a role.

However airfreight was expected to reach 94.1 million tons by the end of 2013, a slight

increase of 1.1%. The anticipated increase being the result of increased investments on

emerging economies and avenues for new markets worldwide.

Figure 3: World Cargo Traffic (Millions Tons)

Source: ACI.


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Africa Passenger Traffic

Regarding Africa, traffic rose to 152.3 million passengers in 2011, recording a growth of

52%, from 89.6 million passengers in 2010, a tremendous increase was a result of the

world economy recovering from recession. In 2012 the region experienced a passenger

increased to 163 million (a 6.1% growth), though some northern African-Arab countries a

sharp drop of passenger traffic was experienced as a result of civil uprising characterized

by a wave of protests and civil unrest that took the Arab world by storm. As a result, tourist

destinations experienced sharp declines in airport traffic. Egypt and Tunisia saw passenger

traffic drop by more than 25 percent at key airports in 2011. The African continent has not

been able to regain pre-Arab up-rising traffic levels. By 2013 passengers traffic in Africa is

expected to grow moderately (i.e. 1.4%) to reach 165 million passengers.

Figure 4: Africa Passenger Traffic

Source: ACI.


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Africa Cargo Traffic Cargo uplifts during 2012 decreased to 1.84 million tons (a 0.2% decrease). The decrease

in African airfreight was due to combined effects of Euro area crisis and the African-Arab

civil uprising. Similarly, investment activities on the continent were hampered. However,

investment activities by 2013 were expected to increase at a slight of 0.8% increase to

reach 1.86 million tons.

Figure 5: Africa Cargo Traffic (Millions Tons)

Source: ACI


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Tanzania Passenger Traffic

Tanzania has continuously recorded passenger traffic increase, from 3,057,249 in

2008/2009 to 4,034,152 passengers in 2011/2012, recording a growth of 32%. The number

reached 4,431,162 in 2012/2013 which is 9.8% growth. By the end of 2013/14, passenger

traffic is expected to reach 5,059,739. The traffic increase and the anticipated traffic

increase is due to increased in domestic passengers, brought about by increase in air

carrier including Fastjet and opening of new airports including Songwe airport in Mbeya.

The signing of more Bilateral Air Services Agreements (BASAs), government efforts in

promoting Tanzania tourism worldwide, investment activities within the country and

upgrading of domestic airports including Mpanda, Kigoma, Tabora and Musoma.

Figure 6: Tanzania Passenger Traffic:

Source: TCAA (2013/14 figures are estimates)


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Tanzania Cargo Traffic Airfreight in Tanzania grew by 34.8%, from 24,490.7 tons in 2009/10 to 33,618.2 tons in

2011/12. However, the volumes of cargo decreased to 29,871.6 tons in 2012/13, being a

12.5% decrease compared to 2011/12 traffic. A number of factors has contributed to the

cargo decrease for example, importation of telecom, textile and mining/exploration

equipments of which a significant share used air as a mode of transport have shifted to

using ships. British Airways stopped operations in Tanzania on March 2013; the airline had

a significant share on airfreight business. Mtwara gas unrest had significantly reduced

cargo importation for equipments used for gas exploration and mining. Notwithstanding,

cargo is expected to increase by 6.7% by 2013/14.

Figure 7: Tanzania Cargo Traffic (Tons)

Source: TCAA (2013/14 figures are estimates)


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Tanzania GDP in Billion Shillings at 2001 Prices The aforementioned, notwithstanding Tanzania’s GDP has grown from 15,721 billion

shillings in 2009 to 19,156 billion shillings in 2012, hence growing at an average rate of

7.3% per annum. According to the National Bureau of Statistics (NBS) the GDP forecasts

for 2013 is Tanzania shillings 20,439 billion, as shown in figure 8 below:

Figure 8: Tanzania GDP in Billion Shillings at 2001 Prices;

Source: National Bureau of statistics (2013/14 figures are estimates)


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CHAPTER 3: BUSINESS ENVIRONMENT AND CHALLENGES FACING THE AVIATION INDUSTRY Safety Regulation During the five years of the Plan, the Authority shall endeavour to align itself to global aviation best practices and those driven by ICAO. Effective implementation of the eight critical elements of the safety and security oversight system remain a priority. The global arrangement has migrated from the comprehensive system approach (CSA) to the continuous monitored approach (CMA) of the ICAO-USOAP program, a self driven safety risks/hazard mitigation process. Consolidation of the CMA methodology in our systems should enhance effective safety and security oversight. The full implementation of the SSP program at the Authority will usher in the collection or real time safety data when used appropriately and effectively should enhance effective oversight processes. Collaborative efforts through regional arrangements in safety and security oversight should continue to be given a push by the Authority. The steady industry growth and change in equipage seen in recent years has mandated the evolvement of safety and security oversight processes and approaches. Training and retention of qualified personnel still remains a challenge, to ensure there is satisfactory capacity and capability to conduct effective oversight without overburdening the system and the Authority. The implementation of the 10 years Effective Safety Oversight System is expected to address the deficient. The accident investigation branch (AIB), at the Ministry of Transport continues to face challenges because of its continued dependence on the Authority for staff and financing. This limits the efficacy of the branch in both the quality of its work output. The ministry should seek a lasting solution. The safety strategic objectives of ICAO through regional initiatives and the Global Aviation Safety Plan under the Global Safety Initiatives and Global Aviation Safety Roadmap (GASR) initiatives will continue to remain in focus as a means to enhance safety by emulating comprehensive and tested safety systems. Efforts should continue to support and strengthen regional safety initiatives, (such as CASSOA, AFCAC, SADC COSCAP Project) in complementing national capabilities through pooling of resources. The ICAO iSTARS and its continuous use by the Authority should enhance the Electronic Filing of Differencing (EFOD) on the Annexes and, at a glance, identify the needed amendments of implementing regulations and guidance material for the State to remain compliant to the standards and recommended practices of the Annexes.


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Operationalization of the Training Fund for the training of flight crew and maintenance personnel will partially address the problem, other alternatives including support for the establishment and development of local training institutions meeting local and international standards should be explored. The Authority will continue to enhance recruitment and train safety and security inspectors for an effective oversight of aviation system. A sustainable methodology for attracting these persons will be explored. Economic Regulation

Tourism is one of the principal industries that underpin the Tanzanian economy. The tourism and hospitality industry are key pillars of the country’s socio-economic development and poverty reduction endeavours and it has an incredible multiplier effect, better than many other sectors. This fact, coupled with the country’s strategic geographical location, gives the country a big potential for the development of an air transport hub.

To facilitate this potential, the country needs competitive strong national airlines, modern and adequate airport and air navigation infrastructure and development of appropriate and sufficient human resources. It is the duty of the Authority, during this strategic plan period, to continuously advocate the need for strong national airlines ,improvement of airport and air navigation infrastructure and development of appropriate and sufficient human resource.

The focus during this period will encompass comprehensive and effective facilitation of air transport by implementation of Annex 9 (Facilitation) of the Chicago Convention. This includes the facilitation of implementation of ICAO Collaborative Arrangement for the Prevention and Management of Public Health Events in Civil Aviation (CAPSCA) and Machine Readable Travel Documents (MRTD) at all major airports in Tanzania. Liberalisation of air transport is gaining momentum as the implementation of the Yamoussoukro Decision (YD) gradually takes off. In order to achieve an efficient and effective implementation of YD, the Authority is committed to prepare a Civil Aviation Master Plan (CAMP) which will take on board the industry needs and policy issues for at least the next 25 years. It is expected that the Master Plan will guide the execution of the Aviation Plan in Tanzania. Regarding the economic regulatory framework, the Authority needs to enhance the capacity and address challenges promptly, especially with respect to revising existing guidelines and regulations. This includes the Tanzania Civil Aviation (Licensing of Air Services) Regulations, 2006 whose revision is at final stages prior to its promulgation and Tanzania Civil Aviation (Ground Handling Services) Regulations, 2007.


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The Authority is expected to embark into developing new regulations including regulations on Facilitation of Air Transport, Air Navigation Services, Airport user charges, among others, on air services, which form a principal part of the regulatory framework for the industry economic oversight. The Authority needs to embark on stakeholders outreach in enhancing education on the need and rationale for economic regulation of the industry due to the existing market imperfections. However, the challenge here is to make sure that the industry is not overregulated and that economic regulatory activities are not unnecessarily a burden to the industry. The objective should always be that economic regulatory activities act as a catalyst to aviation development and sustainability. Air Navigation Services. During the five year plan, air navigation services will continue to be provided in accordance with the required standards, quality, efficiency and cost-effectiveness that reflects the needs and aspiration of stakeholders. The overall performance of the air traffic management network will be improved by the application of the performance based processes, provision of timely and accurate aeronautical information as well as maintaining serviceable, reliable and efficient communication, navigation and surveillance infrastructure. Air navigation services is expected to commence to be provided at stations which are currently not covered taking into consideration the safety aspect, user requirements as well as traffic volume analysis and construction of new aerodromes. Aeronautical Search and Rescue operations in the Dar es Salaam FlR will continue to be coordinated by the Division. This will be achieved by ensuring that the Rescue Coordination Centre at JNIA is always in a state of preparedness for immediate action and with facilities, data and well trained personnel. Additionally, operationalization of Search and Rescue Agreements with neighbouring states in the EAC and SADC and the enactment of the new SAR Bill will be enhanced. The transition from the current Air Traffic Management environment to a more harmonious performance-based navigation system aimed at mitigating the aviation challenges in regard to air space congestion, most efficient routes user preferred profiles taking into consideration fuel consumption and environmental protection requirements having less carbon emission will continue to be given greater impetus so as to enhance flight safety, efficiency, capacity and usability of available airspace and resources. The Performance Based Navigation (PBN) concept and the application of Area Navigation (RNAV) and Required Navigation Performance (RNP) will be implemented. During this period the Division will transit from round based systems to satellite based systems (GNSS) in order to improve facilities reliability by implementing block upgrades using the standardized modules for global harmonization and interoperability in line with ICAO ASBU-


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Aviation System Block Upgrades. Close relationships with ICAO, CANSO and other International organizations will be enhanced. Efforts will also be directed towards the implementation of WGS-84 for all information on coordinates/positions published in the AIP and the eventual implementation of electronic Terrain and Obstacle data (e-TOD). Additionally, the automation of the AIM by installation of Aeronautical Information Exchange Model AIXM database, in order to implement electronic Aeronautical Information Publication (e-AIP) and digital NOTAM will be carried out. Installation of new and replacement of aging equipments, including software, will be carried out including installation of VOR/DME at Msalato (Dodoma) Airport (to be funded by the Government), VOR/DME at Mbeya Installation of NDBs at Shinyanga, Mpanda and Lake Manyara Airports, and the replacement of the current Extended Range VHF equipment by using VSAT Technology in the Dar es Salaam FIR. Priority will also be given to establishing VSAT links with Comoro, Nairobi and Mombasa. During the same period the division will re-introduce the HF Communication Services as a Contingency plan and fallback position to supplement the VHF. The surveillance system will be upgraded so as to improve coverage by installing a combination of Radar and ADS-B and MLAT. Furthermore, the Division will continue with monitoring and evaluation of the implementation of the safety management system (SMS) in air traffic services to maintain compliance with ICAO annex 11 and other relevant SARPs. The Division will strive to meet the needs and expectations of its customers through continuous improvement of Quality Management System (QMS) based on ISO 9001:2008 standards in the provision of air navigation services in the United Republic of Tanzania and its delegated airspace. At the regional level, the Authority will continue to collaborate with its partners and other regional and international bodies to implement a unified Upper Flight Information Region for the EAC States by 2014 and possibly with the SADC States. The Division will continue implementing and mutually updating the Letters of Procedures, Letters of Agreement and Service Level Agreements with other stakeholders regionally and domestically. During the planning period the Division of Air Navigation Services will be separated from the Regulatory Authority. In order to increase efficiency and reduce space congestion the Division plans to re-locate the ACC by constructing a new ACC Building. The current ACC space and equipment will be kept intact to serve as a Contingency and fall back position in case of any eventualities.


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Corporate Services

The Aviation Industry is unique compared to other industries, the Environment under which the Industry operates is governed by laws and rules under the International Civil Aviation organization (ICAO). During the next five years, the Authority will continue to put more emphasis on recruiting and retaining qualified and competent inspectors in order to meet ICAO requirements. The Authority is facing inadequate inspectors due to the fact that there are not readily available in the labour market as the ones available are absorbed by the airlines. Likewise, due to undeveloped airlines, the Authority faces few operators who are the key players in the Industry. Though the economic Environment for the Industry to grow is conducive, there are a number of challenges such as lack of serious investors, low investment return on investor’s capital, poor and undeveloped infrastructure such as airports and airstrips. Also, there are inadequate of training institutions within the country which results to high training costs abroad for both the Authority and airline operators. In the next five years, facilities at the CATC will be up-graded to meet the increased demand for its services and its capacity to run other ICAO courses beside the purely air navigation ones, will be enhanced so as to make the Centre more appealing to the industry and thus enable it to attract more clients within and outside Tanzania. Efforts to construct new premises for the Centre will be given greater emphasis, with a view of relocating it from the current premises by 2018.


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CHAPTER 4: STAKEHOLDER’S EXPECTATIONS During 2014/15 to 2018/19 the Authority will continue to address the various concerns of its stakeholders and customers by taking the necessary measures promptly. In particular, the following will be given priority: a) Having adequate qualified and skilled regulatory staff to meet industry demand.

b) Availability of up to date information on the Authority’ Website.

c) Civil Aviation Master Plan should be in place;

d) Promotion of air cargo business;

e) Development of sub-sector capacity to engage in public-private partnerships;

f) Distinct separation of the Air Navigation Services from the regulatory function

g) Availability of local aviation technical experts

h) Availability of efficient and affordable air transport services

Further, the Authority will continue to implement both scheduled and non-scheduled consultations with its stakeholders on a wide range of issues of common interest such as policy formulation, regulations and strategies to enhance safety and security.


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CHAPTER 5: SWOT ANALYSIS

5.1 The following are considered to be the strengths, weaknesses, opportunities and threats facing the Authority during this period;

STRENGTHS

1 Autonomy

2 Available committed and qualified core staff

3 Acceptable air navigation infrastructure

4 The Civil Aviation Training Centre.

5 Own office accommodation

6 Creditworthy

7 Adequate ICT resources

8 Compliant to Quality Management - ISO 9001/2008 Certified

9 In house capacity to develop technical standards and guidance

10 Good collaborative relationship with relevant institutions

WEAKNESSES

1 Inadequate number of specialist staff in regulatory and ANS Staff functions

2 Charges are not cost based

3 Lack of Civil Aviation Master Plan( Including airspace master plan)

4 Inadequate premises for Civil aviation Training Centre

5 Unfriendly and Underutilized Information Management system (including filing and

storage systems)

6 Structure - No distinct separation of ANS and Regulatory functions

7 Old technology equipment

8 Dependence of TTCL Links

9 Expensive importation of technical equipments which includes govt taxes -Custom

taxes

10 Lack of recruitment and structured capacity development system


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11 Inability of the CATC to support all technical relevant courses

12 Inadequate schemes of service

13 Inefficient procurement system

OPPORTUNITIES

1 Political stability

2 Conducive investment environment

3 Increase liberalization and globalization of air transport

4 Growing horticulture industry

5 Economic and tourism growth

7 Regional Technical and Economic cooperation (EAC, CASSOA, SASO-SADC,

AFCAC

8 Good collaborative relationship with relevant external institutions (FAA, ICAO,

AFCAC, SAA, COICA)

9 Transfer of knowledge and skills from retired technical personnel.

10 Potential of industry growth.

THREATS

1 Poor airport infrastructure

2 Lack of strong national carriers

3 Emerging terrorism threats to aviation

4 Underdeveloped export industry

5 Shortage of local Pilots and AMEs relative to demand

6 High fuel prices

7 Low household disposable incomes

8 Theft at technical sites

9 Interoperability of old and new equipment

10 Inadequate modern Navigation system

11 Inadequate number of qualified personnel in the industry


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12 Weak accident investigation organisation

13 Local institution do not conduct aviation training and no effective participation/

support from Government sponsorship

14 International terrorism and other organised crimes


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CHAPTER 6: RISKS AND MITIGATION MEASURES The following are considered to be the risks which might impact on the plan and the proposed mitigation measures.

RISKS Risk rate MITIGATION MEASURES

1

Listed as a State with Significant

Safety Concern and our airlines

black listed

High (i) Address findings

identified in ICAO Audit

(ii) capacity building in

oversight by Implementing

recruitment plan in all

sections of Inspectorate

Division

2 Expensive and unfriendly

investment and unsafe operations of

the industry

Medium Establish and operationalize

Training Fund effectively.

Local training institutions

need to start aviation training

curriculum

Government sponsorship in

the development of the

technical aviation personnel

3 International terrorism and

organized crimes

High Strengthen security capacity

at airports and aviation

infrastructure

4 Rise in inflation rate Low Annual review of the Plan

5 Pandemic Medium Pandemic Aviation

preparedness Plan and

business continuity plan


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6 Complete failures of Air Navigation

services (CNS Facilities failure ,

occurrence of natural calamities)

High Put place contingency plan

and implement it.


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CHAPTER 7: MISSION, VISION, MOTTO AND CORE VALUE STATEMENTS The Mission and Vision Statements are directly derived from the mandate of the Authority and do also subscribe to the Tanzania Development Vision 2025, which aims for “an economy, which is competitive with sustained growth for the benefit of all people”. The Statements are also formulated within the context of the Vision of the National Transport Policy, 2003 (under review), which is “To have efficient and cost effective domestic and international transport services to all segments of the population and sectors of the economy with maximum safety and minimum environmental degradation”. The Motto captures one of the most important roles of the Authority – that of ensuring aviation safety and recognizes that this can only be achieved in partnership with the industry and other stakeholders. The core values portray the fundamental principles guiding the Authority’s corporate and individual employee’s character. The Vision Statement: “The civil aviation system in Tanzania to be amongst the safest, most orderly and sustainable in the world”. The Mission Statement: “To ensure safety, security and regularity of civil aviation in Tanzania by providing effective oversight and efficient air navigation services while maintaining quality, protecting the environment and safeguarding the interest of our Stakeholders. Motto: Aviation Safety, Security and Efficiency. Our Commitment. In Partnership. Core Values The Authority, and each of its employees will be distinguished by their adherence to the five fundamental beliefs while discharging their responsibilities as mandated: Integrity We are firm, transparent and fair in all our undertakings. Professionalism Our Staff are highly competent and adhere strictly to laid down rules, procedures and their professional codes of ethics and conduct.


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Efficiency The Authority’s performance is results oriented. We ensure the value for money of the services we provide. Quality We guarantee quality of the services we provide within and outside the Authority. People Centredness We treat employees and stakeholders with respect. We listen to their opinions and their contributions are always valued.


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CHAPTER 8: KEY RESULT AREAS The following key result areas and strategic objectives together with their rationales prescribe the Authority’s service delivery outcomes for the planning:

KRA 1: SAFE AND SECURE CIVIL AVIATION SYSTEM Strategic Objective 1 - To decrease accident and incident rates by 15% from 2013/14 rate of 1.6 accidents and 12.2 incidents per 100,000 departures over the five year period. Rationale: A safe aviation system is a result of all concerned parties, the regulator and the industry working together, consistently identifying and applying appropriate interventions, which enhance safety. Oversight enhances compliance and identifies preventive and corrective measures to mitigate risks and hazards in the system. A decrease in accident and incident rates is an indication of an industry applying safety standards and adopting best practices. Strategic Objective 2 - To prevent the acts of unlawful interferences against civil aviation. Rationale: A secure aviation system is a result of overseeing the implementation of security regulations and requirements, identifying the deficiencies and follow up on their resolution. Oversight promotes compliance and provides preventive measures against acts of unlawful interference and enforcement against terrorist threats. Strategic Objective 3 - To minimise the adverse effects of civil aviation activities on the environment. Rationale: Civil aviation activities contribute to the degradation of the environment. Particular environmental concern is in the areas of noise levels and local pollution at and around airports and emission of gases which adversely impact on the ozone layer. Measures need to be taken so that while the industry develops and contributes to the economic development of the country, it does so with minimum adverse effects to the environment in which it operates and that it contributes to the international initiatives in preserving the environment. Strategic Objective 4 - To implement the building of an ‘Effective Safety Oversight System’. Rationale: For the Authority to meet its safety oversight obligation effectively an Effective Oversight System will be implemented in period of 10 years from 2013/14 to address the shortage of skilled oversight inspectors, (Critical Element No. 4) a critical deficiency in the Safety Regulation. With the growth of the industry, the available skilled safety inspectors face more challenges to meet increased demand on safety oversight work. The retirement of the skilled inspectors requires quick solution since safety inspectors are not created


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overnight. Changing environment of aviation industry equipment and type of operations will exacerbate this problem. KRA 2: ORDERLY DEVELOPMENT OF AIR TRANSPORT Strategic Objective 1 - To undertake active advisory role in civil aviation policy making. Rationale: The growth of the industry and the effectiveness and efficiency of the civil aviation system are largely impacted by the macro, sectoral and intersectoral policies. Subsequently, the Authority must continuously play its advisory role to the Government by providing researched and factual inputs to positively influence such policies. Strategic Objective 2 - To promote effective competition and economic efficiency. Rationale: Usually, liberalization does lead to effective competition and economic efficiency. However, markets are sometimes imperfect and to avoid ruinous and wasteful competition, regulation is necessary. Further, in monopoly or quasi-monopolistic situations, there is little incentive to operate efficiently. Consequently, economic oversight is necessary to ensure effective competition and economic efficiency. Strategic Objective 3 - To protect the interest of consumers and investors. Rationale: Satisfied consumers (in terms of quality of services and value for money) of regulated goods and services will enable the air transport to be a mode of their choice even on short sectors. Similarly, assurance of investors that they will be allowed to generate a fair returns to their investment will attract more investors which are key to the development of the industry. Strategic Objective 4 - To facilitate air transport. Rationale: Good facilitation of air transport will attract more users of our airports. More traffic can also be accommodated with efficient facilitation.


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KRA 3: SAFE, ORDERLY AND EXPEDITIOUS FLOW OF AIR TRAFFIC Strategic Objective 1 - To prevent aircraft collision and reduce the rate of air traffic incidents by 50% over the five years period from the 2013/14 rate of 1.77 per 10,000 aircraft movements. Rationale: The reduction of air traffic incidents is a measure of enhanced safety in the airspace and thus translates into a provision of a safe and expeditious air traffic services. Strategic Objective 2 - To ensure the efficient provision of air navigation services. Rationale: An increase in the productivity and cost effectiveness of the provision of air navigation services is a measure of the efficiency of the services. Strategic Objective 3: To strengthen and build capacity of Area Control Centre Rationale: A strengthened ACC will resonate with improvement of safety in conformity with

increased traffic demand as well as modernization of the infrastructure in line with the new technological advancements KRA 4: ORGANIZATIONAL EXCELLENCY Strategic Objective 1 – Financial sustainability maintained Rationale: Proper billing, Revenue Collection and proper management of the utilization of Authority’s funds. Strategic Objective 2 – Human Resource management improved Rationale: Strengthening Human Resources will support the Authority in performing its functions effectively and efficiently Strategic Objective 3 –.Governance and Accountability issues mainstreamed Rationale: Mainstreaming Governance and Accountability issues in the Authority will be enhance for the provision of quality of services in accordance with the pillars of good governance Strategic Objective 4 – HIV/AIDS infections reduced and supporting services improved Rationale: Reduction the effects of HIV/AIDS infections by introducing HIV/AIDS programmes at workplace and improve support services for the aim of a healthy workforce will be enhanced


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Strategic Objective 5 –.Conducive working environment enhanced Rationale: Conducive work environment enhances occupational safety and health. Strategic Objective 6 – Human Resources Information systems enhanced Rationale: Human Resource Information management system will ensure that human resource data are installed, stored and be timely available for management decision making. Strategic Objective 7 – ICT Management Improved Rationale: An improved ICT management will reduce operational costs and ensure client satisfaction in service provision. Strategic Objective 8 – Corporate Image enhanced Rationale: Positive Corporate enhances trust by corporate customers and the general public. It supplements attraction and retention of employee. Strategic Objective 9 – Improve internal systems and process Rationale: Benchmarking the services provided by the Authority against international standards and subjecting them to constant feedback will ensure that quality is maintained and the needs of customers are met. Strategic Objective 10 – Strengthen and build capacity of the Civil Aviation Training Centre Rationale: A strengthened CATC will reduce the Authority’s cost by providing more training of its staff at the Centre. This will also enhance the Centre’s revenues and make it less dependent on the Authority. Strategic Objective 11 – Participate and influence the development of civil aviation regionally and internationally. Rationale: Effective participation in industry matters at regional and international levels puts the Authority in the limelight and provides the Authority with rare opportunities of development of its human capital. This will place the Authority at the forefront of adoption of new recommendations and emerging strategies which give the Authority and the country a competitive edge. The Strategies, Key Performance Indicators and Service Delivery Targets are detailed in the Appendix I, while the respective Action Plans appear in Appendix II.


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CHAPTER 9: ORGANISATION STRUCTURE The Organisation Structure, which is presented in Appendix IV, is a relatively flat one, which facilitates the delegation of authority for specialist activities and enhances effectiveness and efficiency. In addition, the simple structure enhances communications. The Structure will be supported by clear policies, systems, and procedures to make the Authority more responsive to its stakeholders. The Structure is derived from Act. The Act provides for a Board of Directors and a Director General and for the functions and their associated activities to be carried out in divisions. Some activities are carried out in staff units in the Director General’s Office. The Structure features four Divisions, three of which carry out the core functions of the Authority and the fourth provides corporate and support services.

A brief description of the roles of the staff units and divisions is presented below: Staff Units

The Staff Units provide the Director General with expertise advise for key activities that would otherwise be part and parcel of her/his responsibilities. The Units include:

Corporation Secretary The Corporation Secretary doubles as the Authority’s chief legal counsel and secretariat to the Board of Directors. The Corporation Secretary has custody of all the Authority’s legal and statutory documents.

Performance Audit Unit The Unit is responsible for technical, management and financial audit.

International Affair Office The Authority supports the Tanzania’s Representative to the International Civil Aviation Organization in Montreal, Canada. This is expected to continue during the Plan period. Public Information Unit The Unit is the interface between the Authority and the public. It is responsible for issuing public information; preparing and issuing press releases, advertisements, facilitation of the Authority’s visitors and attendance to customers’ enquiries on services of the Authority. The Unit also coordinates social functions and manages the Authority’s Public Register.

Corporate Planning Unit This unit is responsible for coordinating the Authority planning functions by formulating and producing comprehensive strategic and business plans as well as annual reports and quarterly performance reports. The Unit also coordinates the establishment of the Civil Aviation Master Plan.


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Quality Assurance Management Unit The Unit has been established to ensure that the Authority achieves and adheres to ISO- 9001:2008 standards and other quality management systems.

Procurement Management Unit. The Unit is responsible for procurement activities for the Authority in accordance with the Public Procurement Act and Regulations of 2004. The Authority has also a Tender Board which is responsible for authorizing all purchases.

Civil Aviation Training Centre The Centre provides basic and refresher training of air traffic controllers, aeronautical information officers, air navigation engineers, aviation security and other airport operations courses. It is envisaged that the Centre will now grow to be autonomous beyond this period. Functional Divisions

The divisions have delegated authority to carry out specialized functions. These functions are carried out in sections. The functional divisions are responsible for the following activities:

Division of Safety Regulation The Division is responsible for oversight of flight safety and aviation security.

Division of Economic Regulation The Division is responsible for economic oversight of air services and airports/air navigation operations. It also issues industry statistics for planning purposes and provides secretariat to the Ministry in matters of bilateral air service agreements.

Division of Air Navigation Services The Division is responsible for the provision of air navigation services; air traffic management communication navigation surveillance and aeronautical information management within Dar es Salaam Flight Information Region (DAR – FIR) and at fourteen Stations countrywide. The Division also coordinates search and rescue services in Tanzania.

Division of Corporate Services The Division is responsible for provision of management support services to the Authority in areas of general administration, personnel, financial, information communication technology, and procurement and supplies management and to enhance teamwork among departments.


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CHAPTER 10: PROJECTED FINANCIAL PERFORMANCE The Authority’s financial performance, which is closely linked with the traffic performance, is expected to be growing steadily with revenues increased annually by about 9% on the average. This trend could change mid term if new proposals of widening the Authority’s revenue base are approved. The financial profile, which includes the proforma income and expenditure statements; projected balance sheet statements and summary cash flow statements for the first two years, are provided for in Appendix V.


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APPENDIX I


DIVISION OF SAFETY REGULATION

KRA 1: SAFE AND SECURE AVIATION SYSTEM

Strategic Objective 1: To decrease accident and incident rates by 15% from 2013/2014 rate of 1.6 accidents and 12.2 incidents per 100,000 departures

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATOR RESPONSIBILITY

1. Review, amend, and develop regulatory requirements and guidance manuals.

Manuals:

(i)Maintenance Control Manual (ii)Maintenance Procedures Manual (iii) Aircraft Maintenance Programs (iv) Maintenance Reliability Programs (v) Quality Assurance Manual (vi) General Operations Manuals (vii) Safety Management Manuals (viii)Training Manual (ix) Cabin Crew Manual (x) Security Manuals (xi) Aircraft Operating Manual (xii)Risk Management Manual

Implementing regulations and guidance manuals reviewed/amended in line with Annex SARPS annually.

(i) Review operator’s regulatory manuals not more 3 months from date of receipt.

(ii) Amend and promulgated regulations

not more than 6 months from Annex amendment implementation date.

(iii) Develop not more 1 new set of

regulations in a year.

i. Reduction in accidents rate by 15% by June 2019 at an average rate of 3% per annum.

Year Projected rate

2014/15 1.55

2015/16 1.50

2016/17 1.45

2017/18 1.41

2018/19 1.36

ii. Reduction in incidents rate by 15% by June 2019 at an average rate of 3% per annum.

Year Projected rate

2014/15 11.83

2015/16 11.47

2016/17 11.10

2017/18 10.74

2018/19 10.37

Division of Safety Regulation/Division International Affairs


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APPENDIX I


(xiii)Emergency Response Manual (xiv)Configuration Deviation List (xv)Dangerous Goods Manual (xvi) OPSPECS (xvii)Dispatch/flight following/flight locating procedures (xviii)route and Airfield Manual (xix)Cockpit Checklists (xx)Weight and Balance Manual Regulations (i)Civil Aviation(Personnel Licensing) Regulations (ii)Civil Aviation (Air Operations Certification and Administration) Regulations (iii) Civil Aviation(Airworthiness) Regulations


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APPENDIX I


Strategic Objective 1: To decrease accident and incident rates by 15% from 2013/14 rate of 1.6 accidents and 12.2 incidents per 100,000 departures

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITY

(iv) Civil Aviation(Approved Maintenance Organizations) Regulations (v) Civil Aviation (Operations of Aircraft) Regulations (vi)Civil Aviation(Rules of the Air and air Traffic Control) Regulations (vii) Civil Aviation(Aviation Security) Regulations (viii)Civil Aviation(Air Navigation Services) Regulations (ix) Civil Aviation(Air Accident and Incident Investigation) Regulations (x)Civil Aviation(Aerial Work) Regulations (xi) Civil Aviation (Aerodromes) Regulations (xii) Civil Aviation (Parachute Operations) Regulations. (xiii) Civil Aviation(Commercial Air Transport Operations by Foreign Operator) Regulations (xiv)Civil Aviation(A aircraft Registration and Marking)


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APPENDIX I


Regulation (xv)Civil Aviation (Instruments and Equipment) Regulations (xvi)Civil Aviation(Approved Training Organization) Regulations (xvii)And develop a completely new set of regulations to cater for Annex 6 part 2 on General Aviation Operations

(These amendments are necessitated by changes in Annexes)

2. Conduct safety oversights

(i) Scheduled inspections-operations

2014/15 27

2015/16 32

2016/17 36

2017/18 36

2018/19 40

(ii) Ad-hoc inspections-operations

2014/15 94

2015/16 104

2016/17 110

2017/18 122

2018/19 135

i. Reduction in accidents rate by 15% by June 2019

at an average rate of 3% per annum.

Year Projected rate

2014/5 1.55

2015/16 1.50

2016/17 1.45

2017/18 1.41

2018/19 1.36

Division of Safety Regulation/Division International Affairs


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APPENDIX I


(iii) Scheduled inspections-airworthiness

2014/15 24

2015/16 25

2016/17 25

2017/18 25

2018/19 25

(iv) Ad-hoc inspections-airworthiness

2014/15 30

2015/16 36

2016/17 44

2017/18 52

2018/19 60

(v) Scheduled inspections ANS

2014/15 27

2015/16 27

2016/17 27

2017/18 27

2018/19 27

(vi) Ad-hoc inspections ANS

2014/15 27

2015/16 30

2016/17 33

2017/18 37

2018/19 41

ii. Reduction in incidents rate by 15% by June 2019 at an average rate of 3% per annum

Year Projected rate

2014/15 11.83

2015/16 11.47

2016/17 11.10

2017/18 10.74

2018/19 10.37


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APPENDIX I


(vii) Scheduled aerodromes

2014/15 150

2015/16 150

2016/17 150

2017/18 150

2018/19 150

(viii) Ad-hoc aerodromes

2014/15 20

2015/16 40

2016/17 75

2017/18 75

2018/19 100

ix) Scheduled Inspections – Personnel Licensing (Engineers’ licences, Pilots’ licences and ATM licences; and ATO inspections)

2014/15 36

2015/16 44

2016/17 58

2017/18 74

2018/19 96

(ix) Ad hoc Inspections – Personnel Licensing

(Engineers’ licences, Pilots’ licences and ATM licences; and ATO inspections)

(x)


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APPENDIX I


3. Develop State Safety

Program (SSP) and ensure implementation of SMS and Quality Management System (QMS).

2014/15 48

2015/16 56

2016/17 78

2017/18 82

2018/19 110

(a) National SSP developed by December

2014 (b) SMS and QMS fully implemented by

December 2017 (i) 30 for air operators

2014/15 5

2015/16 10

2016/17 15

(ii) 10 maintenance/airworthiness

2014/15 2

2015/16 4

2016/17 4

(iii) 2 for ANS

2014/15 0

2015/16 2

2016/17 0

(iv) 3 for aerodromes

2014/15 2

2015/16 0

2016/17 1


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APPENDIX I


(v) review SSP

2014/15 0

2015/16 1

2016/17 2

2017/18 2

4. Implement 2013 ICAO USOAP recommendations

(i) USOAP recommendations implemented by 100% by June 2019

5. Established hazard and risk assessment database for the Authority

(i) Database for safety performance indicators established by 2015

(ii) Safety communication and education

material based on analysis of current and emerging safety trends developed by 2016

6. Encourage the industry to accept compliance responsibility in aviation safety by holding interactive meetings

(i) 4 Meetings with stakeholders annually (ii) 4 visits to stakeholders annually

i. Operators compliant to implementing regulations by 100% by 2019

7. Strengthen regional initiatives for economies of scale

(i) Pooling of regional inspectors resources by 2019


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APPENDIX I


8. Strenghthen the established training fund and encourage local training institutions to offer aviation training and build technical capacity of aviation industry

(i) Training Fund established (ii) 43 pilots and 50 AMEs trained by 2019 $50k pilots and $10k local AMEs

Year Pilots AME Amount US $

2014/15 5 10 600,000

2015/16 8 10 900.000

2016/17 10 10 1,200,000

2017/18 10 10 1,200,000

2018/19 10 10 1,200,000

i. Training Fund operational. An average number of 5 Pilots and 10 AME trained per annum

9. Promote the adoption of GASR best practices across the industry in Africa and in Tanzania

(i) Safety issues and related solutions through gap analysis identified by June 2015

(ii) Regional systems and arrangements for

addressing safety issues in cooperative way established

i. Implementation of the GAPs identified by GASR by 30% by December 2016

ii. Regional mechanism

Tanzania Mission to ICAO

Strategic Objective 2: To mitigate the acts of unlawful interferences against civil aviation


1. Review, amend, develop regulatory requirements and guidance manuals

avsec legislation, regulations and technical guidance manuals amended/ developed i. Aviation Security Regulations, 2007

reviewed/amended annually ii. NCSP reviewed/amended annually

iii. NCASTP reviewed/amended annually

iv. NCASQP reviewed/amended annually

iii. Establish baseline of unlawful interference by December 2015 and decrease by 15% annually

Division of Safety Regulation


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APPENDIX I


Strategic Objective 2: To mitigate the acts of unlawful interferences against civil aviation


v. Certification of Screener Manual

reviewed/amended annually vi. Inspector’s Manual

reviewed/amended annually

2. Conduct aviation security oversight

(i) oversight of aircraft and airport operators, handling agents, caterers and regulated agents conducted

(ii) Security concerns resolved

3. Encourage the industry to accept voluntary compliance responsibility in aviation security

(i) Quarterly meetings with stakeholders to discuss rectification of security concerns and effective oversight

4. Implement June 2009 USAP Recommendations

(i) Implement June 2009 USAP Recommendations by 100% by 2019

5. Strengthen regional initiatives for economies of scale

(i) Pooling of regional inspectors resources by 2019


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APPENDIX I


Strategic Objective 3: To minimise the adverse effect of civil aviation activities on the environment


1. Develop and implement environmental protection manuals

(ii) Environmental protection procedures developed by both regulator and industry on noise, emission and land use management by airport operators by 2015

(iii) Air operators and ANS adoption of operational procedures to improve efficiency and reduce engine emissions (reduction in fuel burns) by June 2016.

i. Retain same levels of emission 0.1 tons CO2 of aviation greenhouse gas emissions on the global climate pollution

ii. Sustain noise level currently till we

establish country thresholds by study and sustain or reduce 15% annually

Division of Safety Regulation

2. Require any civil aviation

infrastructure development with impact on environment to undertake an Environmental Impact Assessment

(iv) Ensure all aerodrome facilities comply by 100% EIA by 2016


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APPENDIX I


Strategic Objective 3: To minimise the adverse effect of civil aviation activities on the environment


3. Assess frequently level of environment impact around airports, particularly major airports (JNIA, KIA, MZA)

(i) Reduce delays, holdings and design and provide shortest routes for operators to fly

(ii) Database for emission trading schemes

developed by December 2015 to ensure sustenance of same levels of greenhouse emission

(iii) Establish baseline for noise pollution by

December 2015 (iv) Operators’ acquisition of environment

compliant equipment by June 2019

Stra Strategic Objective 4 – To implement the building of an Effective Oversight System


1. Building internal capacity to meet certification, surveillance and enforcement requirements

Recruitment of 45 Inspectors ( by 2018/19) 1. 10 Airworthiness inspectors to be recruited

by 2018/19 2. 16 Flight Ops Inspector to recruited in

2018/19

45 Inspectors recruited and trained as per ITS system together with old inspectors.

DSR/DCS


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APPENDIX I


3. 3 Personnel licensing officers (1 Chief Personnel Licensing Officer, 1 Personnel Licensing Officer) by 2014/15

4. 5 AGA inspectors to be recruited (1 Chief

AGA, 1 Inspector) by 2015/16 5. 6 AvSec Inspector to be recruited by

2018/19.

Implementation of the Inspectors Training System (ITS) for all inspectors.


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APPENDIX I


DIVISION OF ECONOMIC REGULATION KRA 2: ORDERY DEVELOPMENT OF AIR TRANSPORT INDUSTRY

Strategic Objective 1: To undertake active advisory role in civil aviation policy issues


(i) Compile key issues bi-annually and organise quarterly meetings with the Ministry on the same

(ii) Undertake research work on policy issues on aviation matters and present to MOT at quarterly meetings

(iv) Brief the Ministry on

coming regulations, review of the same or their implementation

(i) Issues compiled at least twice a year (ii) Reports of bi-annual meetings (iii) At least two researches conducted annually (iv) Bi-annual briefing on key issues as applicable (v)

i. Ministry annual consultations meetings

ii. A concept paper to advise the Ministry on

separation of ANS during the financial year 2014/15

iii. ANS separation achieved by 2018/19

iv. Economic regulation expanded to ATOs and

AMOs by 2018/19

DER

DER

DER


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APPENDIX I


Strategic Objective 2: To promote effective competition and economic efficiency


(i) Effectively implement liberalisation in air transport

(i) Licensed Air Transport Operators to increase from 55 to 66 (20%)

FY No. of Air Operators

2014/15 55

2015/16 58

2016/17 61

2017/18 63

2018/19 66

DER

(ii) Ground Handling Operators to increase from 20 to 28 (for handling passengers, baggage, cargo), which is 40% growth. This excludes self handling

FY No. of Ground Handling Operators

2014/15 20

2015/16 22

2016/17 24

2017/18 26

2018/19 28

DER

(iii) Licensed fuel suppliers to increase from 10 to 14 (40% growth)

FY No. of Fuel Suppliers

2014/15 10

2015/16 11

2016/17 12

2017/18 13

2018/19 14

DER

(iv) Licensed in-flight caterers to increase from 5 to 8 (60% growth)

FY No. of Fuel Suppliers

2014/15 5

2015/16 5

2016/17 6

2017/18 7

2018/19 8

DER


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APPENDIX I


Strategic Objective 2: To promote effective competition and economic efficiency


(i) Domestic destinations to increase from 31 to 34 (10% growth rate)

FY No. of Domestic Destinations

2014/15 31

2015/16 31

2016/17 32

2017/18 33

2018/19 34

DER

(ii) Weekly frequencies for international flights to increase from 258 to 270 ( 5% growth rate)

FY No. of Frequencies

2014/15 258

2015/16 261

2016/17 264

2017/18 268

2018/19 270

DER


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APPENDIX I


(iii) Fleet capacity to increase from 2,593 seats to 2,770 seats ( 7% growth rate)

FY No. of Seats (Capacity)

2014/15 2,593

2015/16 2,650

2016/17 2,700

2017/18 2,700

2018/19 2,770

DER


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APPENDIX I


Strategic Objective 3: To protect the interests of consumers and Investors


(i) Promote effective competition and economic efficiency

(i) CAMP developed, financed, and started to be implemented by 2019

CAMP developed by 2nd

Quarter 2014/15 DER

Implementation of CAMP to start from 2015/16

(ii) Passenger traffic to grow from 5,363,323 in 2014/15 to 7,591,200 in 2018/19 (a growth of 42%)

FY Passengers Aircraft Movements

2014/15 5,363,323 269,616

2015/16 5,760,209 283,097

2016/17 6,221,026 302,913

2017/18 6,780,918 327,146

2018/19 7,591,200 359,861

DER

(iii) Aircraft movements to grow from 269,616 in 2014/15 to 359,861 in 2018/19 (a growth of 33%)

(iv) Average On Time Performance (OTP) target for major operators to increase from 86% in 2014/15 to 96% in 2018/19

FY On Time Performance

2014/15 86%

2015/16 92%

2016/17 92%

2017/18 94%

2018/19 96%


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APPENDIX I


(v) Average Fares (in equivalent USD) and in constant prices (Base year 2014) to grow below 3% per annum

FY Growth in Tariffs

2014/15 1.5%

2015/16 2.0%

2016/17 2.0%

2017/18 2.5%

2018/19 2.7%

(vi) Customer satisfaction level to reach 88% by 2018/19

FY Customer Satisfaction

2014/15 80%

2015/16 80%

2016/17 83%

2017/18 85%

2018/19 88%

DER

Undertake quarterly public awareness campaign on Authority’s obligation on consumer complaint handling quarterly

(vii)

Action and response on complaints to be done within sixty days

DER/PPIO


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APPENDIX I


Strategic Objective 4: To facilitate air transport


Undertake effective consultation with stakeholders and regulatory enforcement

(i) Consult with stakeholders at least two times a year

(ii) Full implementation of CAPSCA

(iii) Enforcement of Regulations, Rules, Standards and Procedures

(iv) Effective implementation of Annex 9 to the ICAO Convention

(i) Consultation Programme

1st Quarter of Financial Year

3rd

Quarter of Financial Year

(ii) CAPSCA project to be implemented at all international airports

(iii) At least one Regulation/Rules per year

(iv) At least one Standard/Procedure per year

(v) At least twice inspection visits at major airports and one inspection visit at small airports

(vi) At least two inspection visits to each air and ground handling services operator per year

(vii) Identify and deal with issues raised during the Facilitation Meetings held at National, EA and ICAO levels

DER


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APPENDIX I


DIVISION OF AIR NAVIGATION SERVICES

KRA 3: SAFE, ORDERLY AND EXPEDITIOUS FLOW OF AIR TRAFFIC

Strategic Objective 1: To prevent Aircraft collisions and reduce rate of air traffic incidents by 50% over the five years period from the rate of 2013/034rate of 1.77 per 10,000 aircraft movements.


(i) Implement Safety Management System (SMS) in the air traffic management

(i) Incident rate of 0.60 per 10,000 movements achieved by 2019

i. Reduction in the number of incidents reported per 10,000 movements from 1.77 in 2013/14 to 0.60 in 2018/19

Year Projected Rate

Actual

2013/14 0.31 1.77

2014/15 1.08

2015/16 0.96

2016/17 0.84

2017/18 0.72

2018/19 0.60

Division of Air Navigation Services

(ii) Improve the availability of the Communication, Navigation and Surveillance services

(i) Serviceability of facilities increasing from 94% in year to 98% in year 2018/19

New facilities: (i) Radar Equipment through Government Funding by 2018

(ii)(DVOR / DME ) at Mbeya and Dodoma June 2017

(iii) AIM Database, FDPS, Billing System at JNIA installed June 2015

CNS facilities operated at 98 serviceability in 2018/19

Year Projected Rate

Actual

2013/14 96% 94

2014/15 94

2015/16 95

2016/17 96

2017/18 97

2018/19 98


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APPENDIX I



(iv) AIM automation system at AIM HQs installed by June 2016

(v) ADS-B fully implemented (east and West) by June 2016 (vi) NDBs for Shinyanga & Mpanda installed by December

2016

(vii) Implement VSAT by 2017

(viii) Revival of HF Communication services by June 2015

(ix) Improve the accuracy and the timely availability of aeronautical information

Accuracy of promulgated aeronautical information increased from 94% in year 2013/14 to 98% in year 2018/19 i) Installation of IP-VPN b June 2015 ii) Implement WGS 84 by June 2015 v) Install AIXM Database at JNIA, HQ and KIA by June 2017 vi) Implement eTOD, eAIP by June 2016 vii Revival of HF Mobile services by June 2016

Year Projected Rate %

Actual Rate %

2013/14 98 93

2014/15 94

2015/16 95

2016/17 96

2017/18 97

2018/19 98

(x) Provide adequate number of trained and proficient staff

600 ANS staff trained in various disciplines by June 2019

ATM

13/14 14/15 15/16 16/17

17/18 18/19

Recruit 15 - 20 - 20 -

Trained 35 40 45 50 55 60

Proficiency 90 120 140 140 140 160

AIM

Recruit - 15 15 15

Trained 20 40 40 50 50 50

Proficiency 30 40 40 40 40 40


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APPENDIX I



CNS

Recruit 10 - 10 - 10

Trained 20 25 30 25 20

Proficiency - - - - -

Note: The tabulated figures are based on training slots.

(xi) Develop and implement Quality Management System in the Division of Air Navigation Services

(i) ANS maintain ISO 9001 standards license by January 2015 and January 2018 by consolidation of a Quality Team to ensure continuous improvement of ANS activities as per Quality Management System Manuals

Strategic Objective 2: To ensure efficient provision of air navigation services


2. Increase the productivity of the services;

(i) EAC and the SADC UACC/UFIR study ready by 2016

(ii) Air space Master Plan available by 2016

(iii) Career development plan for ANS personnel by 2017

(iv) ANS provided at L. Manyara, Bukoba and Mpanda Airports by

2018

(v) New ATS roués established by June 2016

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APPENDIX I




(vi) Single sky in EAC in place by 2018

3. Increase the cost effectiveness of the services.

(i) ATC delays for IFR aircraft reduced from 12 minutes per

movement in the year 2013/14 to 2 minutes in the year 2018/19

Year Projected Rate

Actual

2013/14 2

2014/15 2

2015/16 2

2016/17 2

2017/18 2

2018/19 2

(ii) Airspace re-organised by 2016 (iii) GNSS , CPDLC, D ADS-B, ATS-DS data-link fully

implemented by 2017

Maximum delay of only 2 minutes achieved subject to availability of radar services

4. Provide efficient coordination of Search and Rescue Services (SAR) in the Dar es Salaam Flight Information Region

Time taken to accomplish a search and rescue operation after notification of an incident reduced from 17 hours in 2013/14 to 15 hours in 2018/19 (i) A SAR legislation to ensure provision of SAR services is a

legal obligation to SAR agencies enacted by 2015;

Year Projected

rate Actual

2013/14 17 hrs 17hrs

2014/15 17 hrs

2015/16 17 hrs


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(ii) ELT database for satellite-aided SAR service established at the RCC by 2015;

(iii) Software for SAR programmes installed at the RCC by 2015; (iv) EAC SAR Agreement operationalized by 2016; (v) SADC SAR Agreement operationalized by 2017

2016/17 15 hrs

2017/18 15 hrs

2018/19 15 hrs

Strategic Objective 3: Strengthen and Build Capacity of Area Control Centre


1.Re-location of ACC Feasibility study on the design of a new ACC carried out by June 2015

i. Requirement for a feasible ACC identified by December 2015

DANS/CATM/ CANE/CAIM

(i) New ACC Building designed by 2016

(ii) Develop appropriate funding mechanism to support ACC Building infrastructure project

(i) Agree on appropriate funding mechanism for new ACC by June 2016

DG /DANS

Separation of Aerodrome and Approach control services into two control positions KIA & ZNZ

(i) Separate aerodrome control and Approach control at KIA, AAKIA by June 2016

1. Provision of Aerodrome and Approach Services independently

DANS/CATM/ CANE/CAIM


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APPENDIX I


DIVISION OF CORPORATE SERVICES: KRA 4: ORGANIZATIONAL EXCELLENCY:

Strategic Objective 1: Financial sustainability maintained


1.To Integrate Billing System and Revenue Collection System

i. Billing Software Acquired installed, tested and commissioned by June 2015

Correct costs & Pricing of Services

Reduction of Debts Collection period from 90

days to 60 days

Liquidity Ratio of 2:1

DCS/CA

2. Monitor Costs of Fixed Assets

i. Monitoring of Fixed Assets (Clean up) by June 2014

Clean Financial Audit Report

Clean Quality Audit Report

DCS/CA

3. Review and effectively implement credit policy

i. Credit Policy Reviewed by December 2015

Reviewed Credit Policy in place Reduction of Long Outstanding debts by 90%

DCS/CA

4. Implementation of Sound Internal Control System

i. Implementation of Sound Internal Control System

i. Clean Financial Audit Report DCS/CA

5. Maintain Effective Accounting System

i. Effective accounting system maintained by June 2016

Clean Quality Audit Report

Timely management and other reports

DCS/CA

6. Review and establish new Charges, Fees and Levies

Charges, Fees and Levies Reviewed

S/n Activity/item Target

1 DSR Fees 2014/15

DCS/CA


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APPENDIX I


Strategic Objective 1: Financial sustainability maintained


2 DER Fees 2016/17

3 ANS Charges 2018/19


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APPENDIX I


Strategic Objective 2: Human resource management improved


Strengthen human

Resources capacity to

deliver quality services

Competent and qualified staff recruited as per

Human Resources Plan by June, 2019.

Improved level of customer satisfaction from 80 % to 90% DCS/HRM

Three years Training Programmes developed and

implemented by June 2019

Trained Staff

2014/2015 120

2015/2016 120

2016/2017 120

2017/2018 120

2018.2019 120

Percentage number of customers satisfied with the delivery of services

DCS/HRM

Develop and strengthen

performance

Management Systems

Client Service Charter promulgated by June 2016

Satisfied employees by 90% and reduction in complains by 50%

DCS/HRM

Open Performance Review and Appraisal System operationalized annually by June 2019

Percentage number of staff performance improved DCS/HRM

Gender issues mainstreamed in the authority’s operations annually by June 2019

DCS/CPO

Staff Rules sensitization seminars conducted annually by June 2019

Percentage number of Staff working behaviour improved DCS/HRM

Develop retention and motivation schemes

Review staff Benefit manual by June 2016 Reviewed Staff Benefit package in place DCS/HRM


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APPENDIX I


Strategic Objective 2: Human resource management improved


Enhance Staff welfare

Enhanced participatory and harmonious industry relations annually by June 2019

Enhanced workers harmony by 100% DCS/HRM

Strategic Objective 3: Governance and accountability issues mainstreamed


Integrate Governance and accountability issues in TCAA

Code of Conduct reviewed according to Governance and accountability guideline by June 2016

Guidelines of accountability in place

DCS/HRM

Awareness seminars on governance and accountability matters conducted annually to staff by June, 2019

Staff ethical behaviour change and morale

DCS/HRM

Develop a staff complaint unit by June, 2015

Percentage of staff complains reported overtime DCS/HRM

Strategic Objective 4: HIV/AIDS infections reduced and supporting services improved


Enhance preventive measures against HIV/AIDS infection

HIV/AIDS Workplace Policy developed by June 2015

Awareness level of staff on HIV/AIDS increase from 90% to 95%

DCS/HRM

Awareness Seminars to staff on HIV/AIDS conducted annually by June,2019

Percentage of staff volunteering in attending testing and counselling for HIV/AIDS

DCS/HRM

HIV/AIDS situational Analysis conducted by June,2015

Report in place

DCS/HRM


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APPENDIX I


Sensitization seminars to HIV/AIDS Technical Committee and Peer Educators conducted by June 2016

HIV/AIDS infection reduced

DCS/HRM

Establish support services to identified staff living with HIV/AIDS

Support services to identified staff living with HIV/AIDS improved annually by June 2019

Percentage number of Staff satisfied with support services provided

DCS/HRM

HIV/AIDS Preventive gears distributed annually by June,2019

Reports in place DCS/HRM

Strategic Objective 5: Conducive working environment enhanced


1. Improve working environment

i. Aviation House maintained annually by June 2019

i. Improved working environment and cleaning level maintained to 80%

DCS/H DCS/HRM

i. Procure office equipment and facilities and re-tool offices according to plans annually by June,2019

ii. Physical facilities and infrastructure rehabilitated and maintained annually by June,2019

iii. Value of stocks determined and verified twice per year by June 2019

100% of staff satisfied with working equipment provided

ii. 90% of office equipment in place

RM/TUGHE

2. Implement Procurement management plans and control systems to sustain

i. Procurement of works, goods and services managed in line with approved procurement annually by June 2019

i. Procurement plan in place DCS/PM


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APPENDIX I


Strategic Objective 6 : Human Resources Information Management system enhanced


1. Improve record management system

i. Records management information system improved by June 2016

i. Record management system in place DCS/HRM

2. Improve human resource information system

i. Employee data entered in the oracle system by June 2015

Strategic Objective 7 – ICT Management Improved


1. Maintain secured and reliable ICT infrastructure (Network and hardware)

i. ICT Policy Reviewed and Implemented by June 2019

ii. ICT Security Policy Document in place 90 % of staff sensitized on ICT Security Policy

DCS/ITM

ii. Disaster Recovery Program Developed and implemented by June 2019

i. Disaster Recovery Document ii. Existence of disaster recovery site

iii. Reports of disaster recovery testing

iv. Availability of reports of various system backup

set

v. Number of users trained/oriented on disaster recovery

procedure

DCS/ITM


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APPENDIX I




iii. Network connectivity infrastructure upgraded by June 2019

i. Report of infrastructure upgrade

DSC/ITM

iv. 14 Authority Stations Connected to HQ and each other by December 2015

Existence of IP communications between HQ and

stations

Usage of Oracle ERP in all stations

DSC/ITM

Central storage Infrastructure established and implemented by June 2016

i. Number of users oriented on central storage

ii. Computers connected and synchronized with central

storage

DCS/ITM

ICT Hardware, Software and Connectivity Services maintained by June 2019

iii. Report of preventive maintenance conducted

iv. Software Licenses updated

v. Smooth system operations

DCS/ITM

Automate business processes to foster accuracy and efficiency

Oracle ERP reviewed and findings of review implemented by December 2015

Review Report

Oracle ERP modules are functioning and utilized by

respective departments

Existence of system generated reports

DCS/ITM

Data exchange from TAA to TCAA automated Operational of Import and Export Statistical system DCS/ITM


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APPENDIX I




by June 2014

Business Process flow documented by June 2015

Business process flow charts available

DCS/ITM

Development and implementation of system management reports dashboards by June 2019

User Requirements Specification (URS) in place DCS/ITM

Strategic Objective 8: Corporate image enhanced


1.Ensure Efficiency on matters related to legal and Board Directors

I. Board of Directors and legal Resolutions Implemented quarterly by June 2019

95% of Resolutions to be implemented within the time frame

CS

1.Ensure SP, BP and Budget prepared as per agreed time frame

ii. Strategic Plan, Business Plan and Budget formulated in March annually by 2018/19

SP, BP and Budget in place CPO

ii. Quarterly, Mid and annually performance reports coordinated annually by 2019

Prepare CAMP iii. Civil Aviation Master Plan prepared by 2016

CAMP in place CPO

Improved stakeholders relations i. Stakeholders regular meetings facilitated annually by 2019

i. Positive feedbacks on TCAA services complains declined

DG/ DCS/ DSR/DANS/CS/ PPIO

1. Improve overall public awareness on TCAA.

ii. Authority’s activities sensitized annually by June 2019.

ii. Public awareness on TCAA improved annually regular and accurate media coverage.

PIO

2. Maintain Authority’s Community involvement.

iii. Philanthropic activities carried annually by 2019

iii. Recognition of the Authority’s give back to the community

DG/ PIO


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APPENDIX I


Strategic Objective 9: Improve Internal Systems and Processes


1. Ensure Sustainable Quality

Management System

i. Internal and External quality audits conducted annually by 2019

i. Increase Customer satisfaction by 85%

ii. Reduce Customer Complaints by 80%

QAM

ii. Quality documents reviewed annually by 2019

i. Reviewed documents in place QAM

iii. Sensitized and trained user divisions on Compliance to ISO9001 standards annually by June 2019

i. Successful Recertification process

ii. Reduce total non compliance to 50

QAM

2. Enhance Effective

performance Audits System

i. Corporate Governance enhanced annually

by 2019

ii. Corporate Risk Management established

by June 2019

i. Clean Financial Audit Report

ii. Clean Procurement Audit Report

iii. Improvement of Performance Standards

iv. Enhanced rules and regulations

v. Compliance of rules and regulations of the Authority

DG/CIA/Audit Committee


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APPENDIX I


Strategic Objective 10: Strengthen and build capacity of the Civil Aviation Training Centre, (CATC)


1. Existing Infrastructures I. TX Building Renovated and Extended by

June 2015

i. Renovated TX building in place DG/P/CATC

2. Construct New CATC

Complex

I. New Block Constructed by June 2019 ii. Completion of CATC block complex by 2018/19 DG/P/CATC

3. Acquire Modern Training

Facilities

I. Appropriate Airport for Training identified

by June 2018

II. Minibus for the Center Acquired by June

2015

III. Modern Facilities acquired

S/n Activity/item Target

1 Upgrade 3D ADC

Simulator to cater for

APPR/AREA/RADAR

2014/15

2 Screen Machine 2016/17

3 AIS Automation

Training Lab

2017/18

4 Engineering Lab 2018/19

i. Airport identified

ii. Improved transport facility in place

iii. Facilities installed

DG/P/CATC DG/P/CATC DG/P/CATC


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APPENDIX I


Strategic Objective 10: Strengthen and build capacity of the Civil Aviation Training Centre, (CATC)


4. Develop Human Capacity of

the CATC

i. Quality and Effective training services

ii. Instructors succession plan in place

iii. Qualified/Certified instructors

i. Development of 3 years instructors development plan by June 2015

ii. Recruitment of new instructors by June 2015 iii. Certification of instructors by June 2015

DG/P/CATC

5. Enhance Research and

Consultancy Services

i. Build Instructors Capacity i. Development of 3 years instructors development plan by June 2015

DG/P/CATC

6. Restructure CATC i. Feasibility Study prepared by June 2015

ii. Strategic Plan prepared by June 2015

iii. CATC Instructors Scheme of Services by

June 2016

i. Feasibility study in place by 2015

ii. Strategic Plan prepared and in place by 2015. iii. Scheme of service prepared by 2015

DG/P/CATC DG/P/CATC DG/P/CATC


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APPENDIX I


Strategic Objective 11: Participate and influence the Development of civil aviation Regionally and Internationally


1. Develop human resources

focusing on regional and

international demands

i. Effective representation of SADC at the

ICAO council for the 2014 – 2019 triennium

i. Presence of Tanzanians in regional and International initiatives increased

DG/DIAF

2. Support corporate and

individual efforts in contributing

to the development of the

industry at regional and

international levels

ii. High Level representation at EAC and

SADC


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APPENDIX II


ACTION PLANS

The following actions will be undertaken to achieve the above strategic objectives.

KEY RESULT AREA 1: Safe and Secure Aviation System.

Action 2014/15 2015/16 2016/17 2017/18 2018/19

1.0 Carry out inspection, certification & surveillance of the civil aviation system

1.1 Review, approve and implement inspection and surveillance programmes

1.2 Increase number of technical staff to meet requirements as per the recruitment plan and established structure

1.3 Train and retrain inspectors/auditors to acquire modern skills as per the Inspector Training Systems (ITS)

1.4 Carry out appropriate procedures for issue/renewal of aviation personnel licences/certificates.

1.5 Ensure technical library contains necessary up to date documents covering aircraft types on Tanzania register for use by technical staff.

1.6 Implement USOAP audit findings CAPs to ensure LEI is below global average

2.0 Review civil aviation regulations, procedures & requirements in conformity to ICAO SARPS

2.1 Set or adopt aviation safety and security standards for equipment, personnel and services.

2.2 Review annually safety and security requirements and guidance materials.

2.3 Document and review regularly relevant guidance materials

3.0 Implementation of accident/incident prevention programme and Safety Management System

3.1 Timely issue of safety bulletins on incidents and accidents.


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Action 2014/15 2015/16 2016/17 2017/18 2018/19

3.2 Analyze regularly causes of accidents/incidents, then define and recommend prevention measures.

3.3 Ensure air operators, aircraft maintenance organizations and airport operators put in place approved safety and security programmes which will prevent incidents (prevention of accidents before they happen)

3.4 Promote reporting of both mandatory and confidential incidents/reportable occurrences.

3.5 Schedule and implement programme for interactive workshop with industry on safety and security regulations and requirements so as to create safety awareness.

4.0 Build technical capacity of the industry

4.1 Strengthen training fund for the training of pilots and Aircraft Maintenance Engineers.

4.2 Train pilots and Aircraft Maintenance Engineers annually

4.3 Train 200 Aviation Security Officers annually.

5.0 Strengthen Regional initiatives

5.1 Consolidation of CASSOA/ SADC COSCAP activities

6.0 Establish an industry committee on environment

6.1 Carry out initial assessment of impact of civil aviation on environment

6.2 Review regulations to include environmental aspects and prepare guidance manual on environmental protection

6.3 Develop market based measures regarding aircraft engine emission.


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KEY RESULT AREA 2: Orderly Development of Air Transport Industry

Action 2014/15 2015/16 2016/17 2017/18 2018/19

1.0 Rules/Regulations/ Procedures/Standards for Economic Efficiency and Effective Competition

1.1 Meetings of the Legislative Review Committee

1.2 Stakeholders to discuss drafts and provide inputs

1.3 Inputs consolidated and drafts sent to AGC and MCT

1.4 Publication by the Govt. Printer

2.0 Air Services Licensing

2.1 Revise Forms and Procedures

2.2 Meetings of the Licensing Committee of the Board

2.3 Recruitment of Enforcement Officers

3.0 Training on Enforcement and Regulation

4.0 Educate and Sensitize Industry

4.1 FAL Meetings

4.2 Stakeholders’ workshops

4.3 Sensitization Seminars

4.4 Destination Tanzania Promotion

5.0 Ensure Fair competition

5.1 BASA Meetings

5.2 Enforcement Inspections

5.3 Issuing of Operating Permits

6.0 Participate in Regional and International Fora

6.1 ICAO Meetings

6.2 AFCAC/ AU Meetings

6.3 SADC Meetings

6.4 EAC Meetings


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APPENDIX II


KEY RESULT AREA 3: Safe, Orderly and Expeditious Flow of Air Traffic

Action 2014/2015 2015/2016 2016/2017 2017/2018 2018/19

1.0 Provision of Services

1.1 Continue with current services

1.2 Provision of new services

1.3 12 Hr AIS to be provided at Tabora and Kigoma

1.4 12 Hr AIS to be provided at Pemba, Tanga and Mtwara

1.5 Separate aerodrome Control and Approach Control at KIA and AAKIA

1.6 Installation of IP-VPN

1.7 Installation of CPDLC and FDPS

2.0 Recruitment of new staff

2.1 Recruit 20 ATM staff

2.2 Recruit 15 AIO trainees

2.3 Recruit 10 ANEs

3.0 Train as per TP

4.0 Participate in Regional and International Forum

4.1 ICAO Meetings

7.0 Facilitate International and Regional Initiatives

8.0 Accurate Industry Data Collected and Published

8.1 Collect, collate and analyse industry data

8.2 Prepare and distribute Quarterly, Annual Reports

8.3 Carry out Industry Periodical Surveys and Research

8.4 Carry out Bi-annual Industry Evaluation


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APPENDIX II


Action 2014/2015 2015/2016 2016/2017 2017/2018 2018/19

4.2 SADC Meetings

4.3 EAC Meetings

5.0 Performance audit

6.0 Replacement of equipment as per equipment replacement plan

6.1 Purchase VOR / DME Mbeya

6.2 Purchase VOR / DME Dodoma

6.3 Re-design the airspace and new routes

6.4 Six VHF extended relay stations connected with VSAT net work

6.5 VCCS Zanzibar

6.6 ILS Zanzibar

6.7 VCCS JNIA and KIA

6.8 Install ( AIXM Database) System HQ, JNIA and KIA

6.9 ATIS System

6.10 Implementation of ADS B Phase II

6.11 ILS Mwanza

6.12 Install DVOR/DME at Dodoma ad Mbeya

6.13 ILS Songwe

6.14 Establish ANS at Manyara , Bukoba and Mpanda Airports

6.15 FDPS System

6.16 VCCS System AAKIA

6.17 PBN implementation

6.18 Maintenance of equipment

6.19 Purchase of equipment spares

6.20 Flight check of NAVAIDs

7.0. New ACC in place


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APPENDIX II


Action 2014/2015 2015/2016 2016/2017 2017/2018 2018/19

8.0 Put in place contingency plan

9.0 SMS fully implemented

9.1 ISO 9001 (QMS) for ANS/Authority

9.2 Implement e-AIP

10.0 Implement WGS 84

11.0 Migrate from leased line to VSAT

12.0 Determine costing of ANS

13.0 Submission of Performance Reports

14.0 Single sky for EAC UACC Study


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APPENDIX II


KEY RESULT AREA 4: Organizational Excellency

Action 2014/15 2015/16 2016/17 2017/18 2018/19

1.0 Financial sustainability maintained

1.1 Billing Software Acquired installed, tested and commissioned by June 2015

1.2 Fixed Assets Register monitored (Clean up) by June 2014

1.3 Credit Policy Reviewed by December 2015

1.4 Train all staff involved in Financial Management especially CAM and Accounts staff by June 2019

1.5 Effective accounting system maintained by June 2019

1.6 DSR Fees and Levies Reviewed

1.7 DER Fees and Levies Reviewed

1.8 ANS Charges Reviewed

1.7 Maintain outstanding debt to the maximum of 60 days only by December 2019

2.0 Human resource management improved

2.1 Competent and qualified staff recruited as per Human Resources Plan by June, 2019

2.2 Three years Training Programmes developed and implemented

by June 2019

2.3 Client Service Charter promulgated by June 2016


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APPENDIX II


Action 2014/15 2015/16 2016/17 2017/18 2018/19

2.4 Open Performance Review and Appraisal System operationalised annually by June 2019

2.5 Gender issues mainstreamed in the authority’s operations annually by June 2019

2.6 Staff Rules sensitization seminars conducted annually by June 2019

2.7 Review staff Benefit manual by June 2016

2.8 Enhanced participatory and harmonious industry relations annually by June 2019

3.0 Governance and accountability issues mainstreamed

3.1 Code of Conduct reviewed according to Governance and accountability guideline by June 2016

3.2 Awareness seminars on governance and accountability matters conducted annually to staff by June,2019

3.3 Develop a staff complaint unit by June,2015

4.0 HIV/AIDS infections reduced and supporting services improved

4.1 HIV/AIDS Workplace Policy developed by June 2015

4.2 Awareness Seminars to staff on HIV/AIDS conducted annually by June,2019

4.3 HIV/AIDS situational Analysis conducted by June,2015

4.4 Sensitization seminars to HIV/AIDS Technical Committee and Peer Educators conducted by June 2016

4.5 Support services to identified staff living with HIV/AIDS improved annually by June 2019


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APPENDIX II


Action 2014/15 2015/16 2016/17 2017/18 2018/19

4.6 HIV/AIDS Preventive gears distributed annually by June,2019

5.0 Conducive working environment enhanced

5.1 Aviation House maintained annually by June 2019

5.2 Procure office equipment and facilities and re-tool offices according to plans annually by June,2019

5.3 Physical facilities and infrastructure rehabilitated and maintained annually by June,2019

5.4 Value of stocks determined and verified twice per year by June 2019

5.5 Procurement of works, goods and services managed in line with approved procurement annually by June 2019

6.0 Human Resources Information Management system enhanced

6.1 Records management information system improved by June 2016

6.2 Employee data entered in the oracle system by June 2015

7.0 ICT Management Improved

7.1 ICT Policy Reviewed and Implemented by June 2019

7.2 Disaster Recovery Program Developed by June 2019

7.3 Disaster Recovery Program implemented by June 2019

7.4 Network connectivity infrastructure upgraded technology by June 2019


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APPENDIX II


Action 2014/15 2015/16 2016/17 2017/18 2018/19

7.5 14 Authority Stations Connected to HQ and each other by December 2015

7.6 Backup internet link established by December 2019

7.7 Central storage Infrastructure established and implemented by June 2016

7.8 Oracle ERP reviewed and findings of review implemented by December 2015

7.9 Data exchange from TAA to TCAA automated by June 2014

7.10 Business Process flow documented by June 2015

7.11 Development and implementation of system management reports dashboards by June 2019

8.0 Corporate image enhanced

8.1 Board of Directors and legal Resolutions Implemented quarterly by June 2019

8.2 Strategic Plan, Business Plan and Budget formulated in March annually by 18/19

8.3 Quarterly, Mid and annually performance reports coordinated annually by 2019

8.4 Civil Aviation Master Plan prepared by 2016

8.5 Stakeholders regular meetings facilitated annually by 2019

8.6 Authority’s activities sensitized annually by June 2019

8.7 Philanthropic activities carried annually by 2019


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APPENDIX II


Action 2014/15 2015/16 2016/17 2017/18 2018/19

9.0 Improve Internal Systems and Processes

9.1 Internal and External quality audits conducted annually by 2019

9.2 Quality documents reviewed annually by 2019

9.3 Sensitized and trained user divisions on Compliance to ISO9001 standards annually by June 2019

9.4 Corporate Governance enhanced annually by 2019

9.5 Corporate Risk Management established by June 2019

10.0 Strengthen and build capacity of the Civil Aviation Training Centre, (CATC)

10.1 TX Building Renovated and Extended by June 2015

10.2 New Block Constructed by June 2019

10.3 Appropriate Airport for Training identified by June 2018

10.4 Minibus for the Center Acquired by June 2015

10.5 Upgrade 3D ADC Simulator to cater for APPR/AREA/RADAR

10.6 Screen Machine procured

10.7 AIS Automation Training Lab

10.8 Engineering Lab

10.9 Quality and Effective training services


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APPENDIX II


Action 2014/15 2015/16 2016/17 2017/18 2018/19

10.10 Instructors succession plan in place

10.11 Qualified/Certified instructors

10.12 Build Instructors Research Capacity

10.13 Feasibility Study for restructuring CATC prepared by June 2015

10.14 CATC Strategic Plan prepared by June 2015

10.15 CATC Instructors Scheme of Services by June 2016

11.0 Participate and influence the Development of civil aviation Regionally and Internationally

11.1 Effective representation of SADC at the ICAO council for the 2014 – 2019 triennium

11.2 High Level representation at EAC and SADC


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APPENDIX III


AIR NAVIGATION SERVICES (ANS) FACILITY REQUIREMENTS 2014- 2015

SNo.

Facility/ Equipment

Station(s)

2014/15

2015/16

2016/17

2017/18

2018/19

Total Costs

in USD

01 ATIS/AWOS Mwanza and

Songwe

900,000.00

02 ATIS/AWOS KIA 550,000.00

03 VHF Extended Range Station KIA &Iringa 600,000.00

04 Replacement of VCCS for KIA and JNIA 1,400,000.00

VCCS for AAKIA(Zanzibar) 700,000.00

05 VSAT FIR 700,000.00

06 Replacement of extended VHF Relay station. 1,235,000.00

07 Multi channel Voice Recorder Songwe 70,000.00

08 ADS-B 1090 MHZ Mode S E/Squitter Phase

2

FIR(W) 1,200,000.00

09 New ACC in place FIR 1,500,000

10 DVOR/DME Dodoma 1,200,000.00

11 DVOR/DME Songwe

1,200,000.00

12 Instrument Landing System (ILS) Songwe 900,000.00


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APPENDIX III


13 Instrument Landing System (ILS) Mwanza 2,000,000.00

14 Instrument Landing System (ILS) Zanzibar 2,000,000.00

15 Flight Calibration Equipment JNIA 300,000.00

16 Re-design the airspace and new routes

17 UACC/UFIR Phase 1 JNIA 700,000.00

18 UACC/UFIR Phase 2 JNIA 700,000.00

19 eAIP/AIXM Database HQ/ JNIA 980,000.00

20 Spares & Accessories CNS 400,000.00

TOTAL FOR EACH FINANCIAL YEAR USD 1,300,000 2,230,000 8,050,000 9,435,000

2,400,000

23,415,000.00


CORPORATE PLANNING

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APPENDIX V


BOARD OF DIRECTORS

DGCA

ECONOMIC REGULATION

AIR NAVIGATION

SERVICES

SAFETY REGULATION

CORPORATE SERVICES

AIRWORTHNESS

FLIGHT OPERATION

PERSONNEL LICENSING

AIR NAVIGATION SERVICES

AIR TRANSPORT REGULATION

BUSINESS ANALYSIS &

FORECASTING

AIR TRAFFIC MANAGEMENT

COMMUNICATION NAVIGATION

SURVIALLANCE

AERONAUTICAL INFORMATION

MANAGEMENT

STATIONS

FINANCE

HUMAN RESOURCES &

ADMINISTRATION

INFORMATION AND

COMMUNICATION TECHNOLOGY

SUPPLIES

LEGAL AFFAIRS UNITPUBLIC INFORMATION UNIT

QUALITY ASSURANCE

MANAGEMENT UNIT

PERFORMANCE AUDIT UNIT

PROCUREMENT MANAGEMENT

UNITCORPORATE PLANNING UNIT

TCAA CONSUMER

CONSULTATIVE COUNCIL

SEARCH & RESCUE

AERONAUTICAL AIRPORT

SERVICES

AERODROME AND GROUND AID

CIVIL AVIATION TRAINING

CENTRE

AVIATION SECURITY

INTERNATIONAL AFFAIRS

OFFICE


CORPORATE PLANNING

Revision: 3



APPENDIX V


FINANCIAL PROFILE

Table 1: PROFORMA INCOME AND EXPENDITURE ACCOUNT FOR YEAR ENDING JUNE 30, 2015 (all figures in '000)

PARTICULARS AUDITED ACCOUNTS

PROFORMA INCOME STATEMENT






30-Jun-13 30-Jun-14 30-Jun-15 30-Jun-16 30-Jun-17 30-Jun-18 30-Jun-19

AMOUNT AMOUNT AMOUNT AMOUNT AMOUNT AMOUNT AMOUNT

NET REVENUE 30,980,315 40,016,134 47,553,238 49,330,900 52,627,445 58,048,817 58,801,258

OTHER INCOME 1,136,236 293,370 304,000 281,000 295,050 309,803 325,293

SUB TOTAL 32,116,551 40,309,504 47,857,238 49,611,900 52,922,495 58,358,620 59,126,551

LESS

STAFF COSTS -17,903,108 -18,453,613 -20,149,507 -21,761,468 -23,284,770 -24,681,857 -24,681,857

OPERATING & ADMIN EXPENSES -12,885,863 -21,099,915 -25,487,388 -27,526,379 -29,453,226 -31,220,419 -31,220,419

FINANCE(COSTS)/INCOME-NET 194,140 -110,000 -58,864 199,102 280,000 -2,392,341 -2,392,341

INTEREST EXPENSE -364491 -55,400 -390,000.00 -221,132 -150,000 -453,824

SUB TOTAL -30,959,322 -39,718,928 -46,085,759 -49,309,877 -52,607,996 -58,294,617 -58,748,441

SURPLUS FOR THE YEAR 1,157,229 590,576 1,771,479 302,023 314,499 64,003 378,110

GAIN ON AVAILABLE FOR SALE 1,784 1,980 1,990 2,100 2150 2200 2220

TOTAL COMPREHENSIVE INCOME 1,159,013 592,556 1,773,469 304,123 316,649 66,203 380,330

SURPLUS(DEFICIT) B/ F 22,594,129 23,753,142 24,345,698 26,119,167 26,423,290 26,739,939 26,806,142

ACCUMULATED SURPLUS 23,753,142 24,345,698 26,119,167 26,423,290 26,739,939 26,806,142 27,186,472


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APPENDIX V


Table 2: PROJECTED BALANCE SHEET AS AT 30.06.2015 (All figures in ‘000)


PROFORMA B/SHEET

PROFORMA B/SHEET

PROFORMA B/SHEET

PROFORMA B/SHEET

PROFORMA B/SHEET PROFORMA B/SHEET

30.06.2013 30.06.2014 30.06.2015 30.06.2016 30.06.2017 30.06.2018 30.06.2019

NON CURRENT ASSET 27,703,141.00 29,919,392.28 32,312,943.66 34,897,979.16 37,689,817.49 40,705,002.89 40,961,403.12

CURRENT ASSETS 5,933,662.00 5,319,079.00 4,735,032.95 5,171,784.60 4,630,373.83 3,111,892.52 3,617,487.14

CASH & CASH EQUIVALENT 2,603,887.00 2,734,081.35 2,870,785.42 3,014,324.69 3,165,040.92 3,323,292.97 3,489,457.62

TOTAL ASSETS 36,240,690.00 37,972,552.63 39,918,762.03 43,084,088.44 45,485,232.24 47,140,188.37 48,068,347.88

EQUITY & LIABILITIES

CAPITAL FUND 6,694,229.00 6,694,229.00 6,694,229.00 6,694,229.00 6,694,229.00 6,694,229.00 6,694,229.00

ACCUMULATED FUND 22,984,918.00 23,753,142.00 24,345,698.00 26,119,167.00 26,423,290.30 26,739,939.33 26,806,142.36

NON CURRENT LIABILITIES 1,761,000.00 2,708,481.35 3,614,439.03 4,325,808.44 6,907,206.54 8,429,716.20 8,906,465.71

CURRENT LIABILITIES 4,800,543.00 4,816,700.28 5,264,396.00 5,944,884.00 5,460,506.40 5,276,303.84 5,661,510.81

TOTAL EQUITY & LIABILITIES 36,240,690.00 37,972,552.63 39,918,762.03 43,084,088.44 45,485,232.24 47,140,188.37 48,068,347.88


CORPORATE PLANNING

Revision: 3



APPENDIX V


Table 3: SUMMARY OF CASH FLOW FOR FINANCIAL YEAR AS AT 30.06.2015 (all in figures '000)


PROFORMA CASH FLOW

PROFORMA CASH FLOW

PROFORMA CASH FLOW

PROFORMA CASH FLOW

PROFORMA CASH FLOW

PROFORMA CASH FLOW

30.06.2013 30.06.2014 30.06.2015 30.06.2016 30.06.2017 30.06.2018 30.06.2019

CASH INFLOWS (INTERNAL REVENUE) 32,312,475 40,201,484 47,800,364 49,813,102 53,204,645 55,968,479 56,736,430

CASH INFLOWS (SPECIAL ACCOUNT FUNDS-FDR) -

BANK LOAN

TOTAL CASH INFLOWS 32,312,475.00 40,201,484.00 47,800,364.00 49,813,101.90 53,204,644.90 55,968,478.64 56,736,429.62

CASH OUTFLOWS

OPERATING EXPENDITURE 27,052,950.00 34,460,552.00 40,999,709.00 44,230,022.73 48,416,226.85 49,231,315.56 50,000,150.96

CAPITAL EXPENDITURE 4,100,512.00 5,787,190.00 5,020,618.00 4,483,179.17 4,008,418.04 5,037,163.08 5,106,278.67

TOTAL EXPENDITURE 31,153,462.00 40,247,742.00 46,020,327.00 48,713,201.90 52,424,644.90 54,268,478.64 55,106,429.62

NET CASHFLOWS 1,159,013.00 -46,258.00 1,780,037.00 1,099,900.00 780,000.00 1,700,000.00 1,630,000.00