south african civil aviation authority (sacaa)
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SOUTH AFRICAN CIVIL AVIATION AUTHORITY (SACAA). A presentation to the Portfolio Committee Tuesday, 6 May 2008. Budget and Strategic Plan Briefing. Captain Colin Jordaan Chief Executive Officer: SACAA & Commissioner for Civil Aviation. - PowerPoint PPT PresentationTRANSCRIPT
SOUTH AFRICAN CIVIL AVIATION SOUTH AFRICAN CIVIL AVIATION AUTHORITY (SACAA)AUTHORITY (SACAA)
A presentation to the Portfolio CommitteeTuesday, 6 May 2008
Captain Colin Jordaan
Chief Executive Officer: SACAA & Commissioner for Civil Aviation
Budget and Strategic Plan BriefingBudget and Strategic Plan Briefing
1. PURPOSE1. PURPOSE
The purposepurpose of this presentationpresentation is to give an overview of the strategic direction of the SACAA.
2. ORGANISATIONAL OVERVIEW2. ORGANISATIONAL OVERVIEW(Vision and Mission)(Vision and Mission)
• Our VisionOur Vision– “Regulatory EXCELLENCE in aviation safety and
security”.
• Our MissionOur Mission– The SACAA is a player in the international
arena that seeks to promote and maintain safe and secure civil aviation environment in SA, by regulating and overseeing the functioning of the industry in an efficient, cost- effective, sustainable and customer friendly manner.
3. MATTERS FROM PREVIOUS MEETING 3. MATTERS FROM PREVIOUS MEETING
The following four major issues were highlighted in the Portfolio Committee on Transport held on 17 March 2007
1. Lack of Skills Capacity
2. A high level of vacancies
3. The role of the CEO and that of Commissioner as stipulated in the legislation
4. More disclosure on equity performance
Negative ICAO and FAA Findings
Dysfunctional Institution
Lack of Technical CapacityLack of Technical CapacityNew Technical Qualified CEO Appointed in December 20073 Flight Operations Experts contracted from ICAO for skills transfer2 Additional Experts budgeted for in 2008/9 in other technical departmentsAll Air Worthiness Inspectors AppointedFlight Operations Inspectors 85% staffed, to fully recruit within 60 days
The Role of CEO and that of The Role of CEO and that of Commissioner as Stipulated in the Commissioner as Stipulated in the regulationsregulationsPositions consolidated in current draft bill consolidating Aviation Acts
High Level of VacanciesHigh Level of Vacancies55 specialists recruited and appointed since the beginning of the year
3. ACTIONS TAKEN PREVIOUS 3. ACTIONS TAKEN PREVIOUS MEETING MATTERS (Cont)MEETING MATTERS (Cont)
3. ACTIONS TAKEN PREVIOUS 3. ACTIONS TAKEN PREVIOUS MEETING MATTERS (Cont)MEETING MATTERS (Cont)
RACIAL COMPOSITION GENDER COMPOSITION
Race Percentage Gender Percentage
Black 70% Males 57%
White 30% Females 43%
Equity Performance – Gender and RaceEquity Performance – Gender and Race
While SACAA strives for better equity figures, the current figures are encouraging considering the historical background of the
industry
GRADE DESCRIPTION AM AF CM CF IM IF WM WF TOTAL
BLACK % FEMALE %
CEO/Executive Managers/GM 6 1 0 0 0 0 2 0 9 77.8 11.2
Senior Managers 4 2 1 0 1 0 1 2 11 72.7 36.3
Managers /HOO's 13 4 0 1 0 1 9 2 30 69.2 26.9
Professionals 45 33 4 1 6 1 59 8 157 58.7 28.1
Technicians & ass. professionals 6 7 0 0 3 1 0 0 17 73.1 38.5
Clerks 25 56 3 4 1 1 1 21 112 81.5 73.2
Elementary 8 6 0 0 0 0 0 0 14 100 41.2
GRAND TOTAL 107 109 8 6 11 4 72 33 350 70.3 42.9
Disabled Employees 0 3 0 0 1 0 0 1 5 80.0 80.0
Equity Performance - Employee ProfileEquity Performance - Employee Profile
3. ACTIONS TAKEN PREVIOUS 3. ACTIONS TAKEN PREVIOUS MEETING MATTERS (Cont)MEETING MATTERS (Cont)
GAUTENG CAA GAP
Pop. No Pop
(%) Pop. No Pop. (%) (%)
Male 4,444,679 50.30 198 56.57 6.28
Female 4,392,499 49.70 152 43.43 -6.28
TOTAL 8,837,178 100 350 100 0
Africans 6,521,837 73.8 216 61.71 -12.09
Coloureds 335,813 3.8 14 4.00 0.20
Indians 220,929 2.5 15 4.29 1.79
Whites 1,758,598 19.9 105 30.00 10.10
TOTAL 8,837,178 100 350 100 0
GAUTENG vs. CAA DEMOGRAPHICSGAUTENG vs. CAA DEMOGRAPHICS
Even though there are challenges, SACCA is not far out of line with Gauteng stats.
3. ACTIONS TAKEN PREVIOUS 3. ACTIONS TAKEN PREVIOUS MEETING MATTERS (Cont)MEETING MATTERS (Cont)
4. FROM THEN TO NOW -4. FROM THEN TO NOW -ICAO FINDINGSICAO FINDINGS
Lack of Effective Implementation (%)
28.05
38.11
45.59
42.35
57.83
33.43
43.39
46.6
25
31.1428.71
30.2331.88
7.08
12.94
17.02
20.83
27.55
18.18
10.08
30.63
6.1
11.76
17.02
0
10
20
30
40
50
60
70
Primary AviationLegislation
Specific OperatingRegulations
CAA Structureand SafetyOversightFunctions
TechnicalGuidance Material
QualifiedTechnicalPersonnel
Licensing andCertificationObligations
ContinuedSurveillanceObligations
Resolution ofSafety Issues
Critical Elements
% N
on
-co
mp
lian
ce
Global: 79 Audited States (41.66%) South Africa - July 2007 South Africa - March 2008
SACAA is well below the international average of non complaint findings, and the adoption of the current regulation changes will
further reduce findings considerably.
4. FROM THEN TO NOW -4. FROM THEN TO NOW -FAA FINDINGSFAA FINDINGS
FAA SUMMARY FINDINGS
Critical ElementsNo of findings
Number Closed Outstanding
Status Complete
Primary Legislation 6 6 0 100%
Operating Regulations 4 2 2 80%
Organization & Staffing 4 3 1 60%
Qualifications and Training of Personnel 5 3 2 60%
Licensing & Certification Obligations 8 5 3 50%
Surveillance Obligations 6 4 2 95%
Resolution of Safety Concerns 1 1 0 50%
Excellent progress has been achieved in closing the FAA findings and no complications are anticipated during the pending follow up
visit planned by the FAA in June 2008
4. FROM THEN TO NOW -4. FROM THEN TO NOW -FAA FINDINGSFAA FINDINGS
5. Challenges and Interventions5. Challenges and Interventions
The SACAA experienced challenges in the following three major areas.
5.1 International Regulatory Compliance5.1 International Regulatory Compliance
Includes major findings by the International Civil Aviation Organization (ICAO)
and the Federal Aviation Administration (FAA)
5.2 Industry Oversight Challenges5.2 Industry Oversight Challenges
Challenges encountered in the oversight of local and international operators,
regulation of different sectors, application of technology in order to enhance
aviation safety
5.3 Civil Aviation Regulations5.3 Civil Aviation Regulations
Finalisation and implementation of outstanding regulations as well as
revamping of the promulgation process.
International Regulatory ComplianceInternational Regulatory Compliance
Speedy resolution of all FAA and ICAO audit findings;
Accelerated implementation of both FAA & ICAO Corrective
Action Plans (CAP);
Implementation of ICAO-compliant Technical Guidance
Material (TGM) for the SA Civil Aviation Industry;
Implementation of Safety Management Systems within the
industry as required by ICAO;
Separation of the Air Safety Investigation Unit from the CAA
5.1 - Challenge5.1 - Challenge
International Regulatory ComplianceInternational Regulatory Compliance
Ministerial Task Team and CAA Project team formed and is
functioning to ensure speedy resolution of audit findings
Corrective Action Plans for both FAA and ICAO audit findings
are monitored tracked on a 2 weekly basis
Implementation of TGM and SMS to be addressed through
industry training and workshops;
Independence of Air Safety Investigations to be addressed
through amendments to regulations (Draft Bill Aviation Act 2008)
5.1 - Interventions5.1 - Interventions
Oversight IssuesOversight Issues
Roles and functions of the Commissioner and CEO of
SACAA to be clearly defined;
Oversight of the Non Type Certified Aircraft (NTCA) sector
remains a big challenge for the SACAA;
Adequate oversight of numerous SA operators and
organizations based in foreign countries
5.2 - Challenge5.2 - Challenge
Oversight Issues (continued)Oversight Issues (continued)
Oversight of foreign operators coming into the country;
Enforcement action against non-compliant industry players;
Compulsory registration of all airstrips in the country
5.2 - Challenge5.2 - Challenge
5.2 CHALLENGE – OVERSIGHT IMPACT5.2 CHALLENGE – OVERSIGHT IMPACT
The following graph indicates accidents statistics which is one of the indicators of oversight performance.
The graph will further indicate a general decrease in accidents during the 2007/8 year with the exception of Gauteng. This situation is attributed to the increase in air traffic movement in Gauteng.
Current statistics are not based on accidents / incidents per 1000 flights because many general aviation flight do not file flight plans. This will be addressed in the current year.
5.2 CHALLENGE - ACCIDENTS GRAPH5.2 CHALLENGE - ACCIDENTS GRAPH
06/07 VS 07/08 Accidents Statistics
10
3
34
11
18
11
17
6
12
6
13
9
48
1614
9
14
5
8
13
0
10
20
30
40
50
60
E. Cape Free State Gauteng KZN Limpopo Mpumal North West NorthCape
W. Cape Overborder
06/07 Fin Year
07/08 Fin Year
Prov-ince
E/Cape F/State Gauteg KZN Lim-popo
N/West N/Cape W/Cape O/B
Oct – Dec 06
20 615 3 723 72 342 20 449 1 897 2 140 4 164 26 614 N/A
Oct – Dec 07
21 183 3 703 86 160 20 936 1 884 2 218 4 659 31 496 N/A
5.2. Interventions to address challenges5.2. Interventions to address challenges
Oversight IssuesOversight IssuesDraft bill has been submitted for public comment addressing the roles of the CEO and Commissioner.
New NTCA Strategy has been developed to re-organize the oversight of NTCA sector;
SA operators based in foreign countries: Enhanced oversight by the SACAA where local authorities do not have oversight capability and entering into Memoranda of Understanding (MOUs) to transfer regulatory responsibilities (article 83 bis);
Foreign operators coming into SA: Enhanced ramp aircraft inspections and closer scrutiny of aircraft documentation;
5.2. Challenge 5.2. Challenge
Oversight Issues (continued)Oversight Issues (continued)
Industry readiness for the implementation of the Global
Navigation Satellite System (GNSS);
Improving the quality, depth and scope of our industry
surveillance programme;
Lowering the aircraft accident and incident rate in SA and
improving safety standards;
Apply appropriate enforcement action against non-compliant
industry players, such as suspensions, penalties and
laying of criminal charges;
5.2. Interventions to address challenges5.2. Interventions to address challenges
Oversight Issues (continued)Oversight Issues (continued)
Amendments to current CARS and CATS to ensure registration of
all airstrips in the country;
Conduct industry education and readiness workshops for the
implementation of SMS and GNSS;
Resolution of safety concerns emanating from aircraft accidents
and incidents;
Recruitment and training of key technical personnel to enhance
industry surveillance programme and improve safety standards.
5.3. Challenge5.3. Challenge
Civil Aviation RegulationsCivil Aviation Regulations
Finalization of all outstanding regulations and technical
standards;
Revamping of CARCOM processes to ensure speedy
promulgation of regulations;
Speedy implementation of Part 108 (Security
Regulations) without compromising aviation security.
5.3. Interventions to address challenges5.3. Interventions to address challenges
Civil Aviation Regulations Civil Aviation Regulations
Identify and draft all outstanding CARS and CATS;
Streamline the regulations development processes to
ensure speedy promulgation of civil aviation regulations
by chairing CarCom self and more frequent meetings;
Conduct industry workshops to ensure smooth
implementation of Part 108 and solicit industry support
and commitment. Aviation Security Managers Forum.
6. ORGANISATION OVERVIEW6. ORGANISATION OVERVIEW(Key Drivers of Strategy)(Key Drivers of Strategy)
The following are the Authority’s Objectives according to the SACAA Act:
Oversee functioningOversee functioning & developmentdevelopment of the civil aviation industry;
Specifically, to controlcontrol, regulateregulate & promotepromote civil aviation safety & security.
ICAO Critical ElementsICAO Critical Elements determine the international requirements for the functioning of SACAA (8 critical elements shown on graph);
6. ORGANISATION OVERVIEW6. ORGANISATION OVERVIEW(Key Drivers of Strategy Cont..)(Key Drivers of Strategy Cont..)
DOT Performance AgreementDOT Performance Agreement defines the specific
performance contract between the Government and the
SACAA for a period of time;
SACAA Board strategySACAA Board strategy is designed to meet all of
these requirements (5 Strategic Themes);
ICAO CONVENTION & STANDARDS
SA CAA ACT & AVIATION ACTS
DOT PERFORMANCE AGREEMENT
SA CAA ORGANISATIONAL STRATEGY
1. Civil Aviation
Compliance
2. Aviation Industry
Functioning & Growth
3. Effective Systems & Processes
4. Growing Customer
Satis-faction
5. Human Capital
• The Board has identified five strategic objectives based on the SACAA’s mandate.
• These take into account the requirements laid down by ICAO, South African legislation and the Department of Transport
10
6.ORGANISATION OVERVIEW6.ORGANISATION OVERVIEW(5 Strategic Objectives)(5 Strategic Objectives)
7. STRATEGIC KPA’s and KPI’s (2008)7. STRATEGIC KPA’s and KPI’s (2008)
KEY PERFORMANCE AREA KEY PERFORMANCE INDICATORS
Revise Regulations in accordance with ICAO and best practice.
Consolidation of Aviation Acts and Technical Guidance Material Developed.
Compliance with the FAA IASA Maintenance of Category 1 Status
Facilitate Industry Growth locally and in SADC and AFI countries
Local growth at 11% maintained and leadership within SADC (YD etc.)
Implement Systems and Processes to Ensure Operational Efficiency
All Operational Policies implemented and an Integrated System Solution implemented.
Technical Personnel Capacity is DevelopedAppointment of the 9 remaining Airworthiness Inspectors required for surveillance, and retention thereof.
To Create an Information Resource for the Industry
Valuable Statistics available on an Interactive Website, Call Centre Implemented.
To ensure financial viability with current tariffs Status as a “going concern” maintained
9. FINANCIALS9. FINANCIALS
FY 07/08 Year 1 Year 2 Year 3
R(m) R(m) R(m) R(m)
Revenue 201 267 311 360
Total Expenses (210) (281) (301) (329)
Interest Income 5 4 5 5
Net Income (4) (10) 15 36
9. FINANCIALS (NOTES)9. FINANCIALS (NOTES)
The following material Three Year Financial Plan figures discussed in the interest of clarity.
• RevenueRevenue
There was a significant safety charge increase in FY07/08 as a result of a R4 per passenger ticket increase implemented 1 Jan 08. These charges have been constant for many years.
• Staff CostsStaff CostsStaff Costs increased drastically from Jan 08 to Year 1 as result of the recruitment drive gathering momentum in the last quarter of the March 08 and the first quarter of Year 1. Therefore FY08/09 staff costs includes a much higher staff complement at a technical level. There is a global shortage of pilot and technical skills with high demand.
• Operating CostsOperating CostsThe rest of the operational costs have increased as a result of anticipated enforcement action in addition to inflation related increases as well as increased flying activity.
10. FUTURE DEVELOPMENT10. FUTURE DEVELOPMENT
The SACAA is currently undertaking feasibility studies to procure a site that may be developed soon after 2010 before the current lease expires in five years.
Current leases are costing the SACAA R13.5 m per year for the two separate buildings currently occupied.
Maintenance costs account for a further R3,4m
The two separate sites are inherently causing an administrative burden.
Space is becoming a problem even before the recruitment is completed.
The ideal site should be next to an airport for logistical purposes and to provide hangarage for the CAA calibration aircraft.
Current and future short-term reserves are expected to finance the building.
SOUTH AFRICAN CIVIL AVIATION SOUTH AFRICAN CIVIL AVIATION AUTHORITY (SACAA)AUTHORITY (SACAA)
A presentation to the Portfolio CommitteeTuesday, 6 May 2008
Captain Colin Jordaan
Chief Executive Officer: SACAA & Commissioner for Civil Aviation
Budget and Strategic Plan BriefingBudget and Strategic Plan Briefing