2019/20 ANNUAL PERFORMANCE PLAN Plans/SACAA Annual Performance... · 2019-11-18 · 8.2 Pestle...

ANNUAL PERFORMANCE PLAN2019/20

Keeping you safe in the sky

SACAA_2019_20_Annual_Performance_Plan.indd 1 2019/09/16 08:39

SACAA ANNUAL PERFORMANCE PLAN 2019/20 | 1

CONTENTS

1. Abbreviations ............................................................................................................................................. 2

2. Foreword by the Minister ........................................................................................................................... 3

3. Foreword by the Chairperson .................................................................................................................... 5

4. DCA Operational Overview ........................................................................................................................ 7

5. Official Sign-off .......................................................................................................................................... 10

6. Legislative and Other Mandates ................................................................................................................ 11 6.1 The Act ........................................................................................................................................... 11 6.2 ICAO Critical Elements ................................................................................................................... 11

7. Strategy Development Process ................................................................................................................. 12

8. Situational Analysis .................................................................................................................................... 14 8.1 Strengths, weaknesses, threats and opportunities ........................................................................ 14 8.2 Pestle Analysis ................................................................................................................................ 16

9 Organisational Overview ............................................................................................................................ 19 9.1 South African Aviation Landscape.................................................................................................. 19 9.2 Stakeholder Analysis ...................................................................................................................... 20 9.3 Organisational Structure ................................................................................................................. 21 9.4 Employee Demographics................................................................................................................ 22 9.5 Culture, Ethics and Values .............................................................................................................. 23

10 Risk Management ...................................................................................................................................... 24

11 Strategy ...................................................................................................................................................... 25 11.1 Core Ideology ................................................................................................................................. 25 11.2 SACAA Regulatory Principles ......................................................................................................... 26 11.3 Strategy Alignment: Global and Local ............................................................................................ 27

12 Strategy Deliverable Tables ........................................................................................................................ 33

13 MTEF EXPENDITURE ................................................................................................................................ 48

14 SACAA FINANCIAL POSITION .................................................................................................................. 49

15 MTEF STRATEGY RECONCILIATION ........................................................................................................ 50



AIID Accident and Incident Investigation DivisionAI Aviation InfrastructureAPP Annual Performance PlanASO Aviation Safety OperationsATPL Air Transport Pilot’s LicenceAU African UnionAvMed Aviation MedicineAvSec Aviation SecurityB-BBEE Broad-based Black Economic EmpowermentBRICS Brazil, Russia, India, China, South AfricaCAASA Commercial Aviation Association of South AfricaCAC Civil Aviation CommissionCAP Corrective Action PlanCA Act Civil Aviation ActCE Critical ElementsC-FARP Cross-functional Accident Reduction PlanCMA Continuous Monitoring ApproachCMP Change Management ProgrammeCNS Communication Navigation SurveillanceCPL Commercial Pilot’s LicenceDCA Director of Civil AviationDOD Department of DefenceDSSL Department of Safety, Security and LiaisonDoT Department of TransportEBS Enterprise Business SystemERDMS Electronic Records and Documents Management SystemEXCO Executive Management CommitteeFIU Flight Inspection UnitFN Foreign NationalsFSTD Flight Simulator Training DeviceGA General AviationGDP Gross Domestic ProductHR Human ResourcesHRC Human Resources and Remuneration CommitteeICAO International Civil Aviation Organization

ICS ICAO Compliance SectionICT Information and Communication TechnologyICVM ICAO Coordinated Validation MissionIT Information TechnologyMP Member of ParliamentMO&SP Master Oversight and Surveillance PlanMTEF Medium-term Expenditure FrameworkNASP National Aviation Security ProgrammeNATS National Aviation Transformation StrategyNCLB No Country Left BehindN/A Not Applicable NDP National Development PlanNGO Non-Governmental OrganisationNPL National Pilot’s LicenceOSR Organisational Structure ReviewPAIA Promotion of Access to Information ActPESTLE Political, Economic, Social, Technological, Legal & Environmental PFMA Public Finance Management ActPOPI Protection of Personal InformationPPL Private Pilot’s LicencePSC Passenger Safety ChargeRAASA Recreational Aviation Administration of South AfricaRPAS Remotely Piloted Aircraft SystemsSA South AfricaSACAA South African Civil Aviation AuthoritySADC Southern African Development CommunitiesSARPs Standards and Recommended PracticesSKA Square Kilometer ArraySME Small and Medium EnterprisesSMP Stakeholder Management PlanSOE State-owned EnterprisesSONA State of the Nation AddressSWOT Strengths, Weaknesses, Opportunities, ThreatsUN United NationsUSAP Universal Security Audit ProgrammeUSOAP Universal Safety Oversight Audit Programme

ABBREVIATIONS



2. FOREWORD BY THE MINISTERThe civil aviation industry plays a key role in matters of economic development and in supporting long-term economic growth. This sector also facilitates integration into the global economy and provides economic and other benefits for direct users as well as downstream sectors. Without a proper transport infrastructure there is limited positive impact on productivity and economic performance.

It is thus not surprising that the African Union has identified air transport as critical to the realisation of the Agenda 2063 flagship projects. The Agenda prescribes that by 2063, the necessary infrastructure to support Africa’s accelerated integration and growth, technological transformation, trade and development should be in place. In addition, it is further envisaged that interconnectivity between African island States and mainland States would be achieved through the implementation of the Yamoussoukro Decision.

Further, as envisaged in the Abuja Treaty, regional integration as a strategy for achieving sustainable economic growth remains the way forward in achieving an economic prosperity in Africa. The air transport industry is expected to play a significant catalytic role in this regard and serve as the necessary engine for inter- and intra-regional integration through increased accessibility between economic hubs as well as reduction in travel cost and time.

The contribution of the air transport sector and related industries to economies is crucial and can help improve living standards on the continent. The fact that alternative modes of transport remain under-developed in most countries on the continent make air transport all the more important.

It is thus crucial that African States and their respective airlines position themselves to take advantage of these opportunities. If African operators do not take advantage of this window of opportunity, operators from other parts of the world will dominate the entire African air transport value chain. The time is now to

make inroads so that interconnectivity hurdles within the African continent are addressed.

Rock-solid compliance to global aviation safety and security standards is the only bedrock of a sustainable air transport network. As African States, we have various levels of a compliance, which inevitably becomes an impediment to reliable air transport connectivity.

It has thus become necessary for Regulators to shape themselves up to be empowered and credible entities that can uplift the air transport sector by ensuring that there is a

conducive operational infrastructure and regulatory framework. This will ensure that operators do not struggle in isolation, and are able to work with their own civil aviation authorities to ensure that the operational environment is conducive in countries that they operate in, or would like to operate in.

It is with immense pride and conviction that I can say that the South African Civil Aviation Authority (SACAA) has not faltered in this regard, and continue to discharge its mandate with distinction. Hence, I call on the SACAA to ensure that its stellar work and approach to regulating the air transport industry does not become a well-kept secret; but is rather shared with peers across the continent.

Similarly, it should be second nature for our Regulator to regularly venture across the continent and the globe to compare notes and pick up on techniques used by other civil aviation authorities.

On the home front, I implore the SACAA to continue taking the lead in ensuring that the aviation sector put a little bit more effort in ensuring that the sector transforms, not only in relation to employee demographics but also business ownership. As it is, the sector is not only short-changing itself but the entire country by continuing to rely primarily on the aging population of the white males

Mr Fikile April Mbalula, MPMinister of Transport



as the key skills resource pool. It is important that the civil aviation sector embrace transformation promptly.

Lastly, but certainly not least, I wish to welcome the SACAA’s newly appointed Board of Directors. I am sure that their combined wisdom and skills will not only suitably see through this remaining year of the SACAA’s five-year Strategic Plan but will most probably see to it that this final lap is ended on a high note.

Allow me to also congratulate the Director of Civil Aviation on her appointment for the second term. Both her appointment and the return of some of the Board members, coupled with the stability at the top echelon of the SACAA provides the necessary assurance that there will be continuity in providing befitting civil aviation safety and security oversight in South Africa.

If statistics and accolades are anything to go by, then the SACAA will once again deliver beyond expectations.

As the Executive Authority, I hereby declare my support and endorsement of the SACAA’s 2019/2020 Annual Performance Plan, which is the last one in terms of the five-year strategy.

Keep on keeping us safe in the skies!

Yours sincerely,

-------------------------------------Mr Fikile April Mbalula, MPMinister of Transport Date: 21/08/2019

2. FOREWORD BY THE MINISTER CONTINUED



I am honoured to have the privilege of presenting, on behalf of the Board of Directors, the South African Civil Aviation Authority’s 2019 - 2020 Annual Performance Plan (APP), the last one from the organisation’s five-year Strategic Plan.

As the Minister has already alluded, the employment contract of the Director of Civil Aviation (DCA) was recently extended by another five years, with effect from 01 December 2018. The DCA’s reappointment coincided with the appointment of a new Board, which I have the honour of chairing. These two appointments give credence to the notion of upholding continuity that is also infused with an invigorated approach. This assertion is supported by the fact that there is a good balance in terms of the number of new Board members and those that served on the previous Board.

This approach is essential and visible in this APP, which struck a good balance in relation to continuity with the strategic themes, some of which were slightly adjusted in order to respond appropriately to the dynamic and ever-changing civil aviation landscape.

As was the case in previous years, the development of this APP took into account the global (United Nations Sustainable Development Goals (UNSDG), continental (African Union Agenda 2063) and national imperatives (National Development Plan). The national imperatives are derived from the National Development Plan (NDP), its pillars and in particular the 7 apex priorities of the 6th Administration.The current Strategic Plan and APP documents took into consideration the SACAA’s mandate and ongoing stakeholder diagnostic results.

It is worth pointing out that the proposed goals for the 2019/2020 financial year have decreased from seven (7) to six (6) due to the achievement of a goal during the preceding reporting period, which will now be delivered through the operational plan. The undermentioned six (6) strategic themes will serve as the organisation’s flight plan for the upcoming 2019/2020 financial year.

1. Regulate the aviation industry effectively and efficiently.

2. Improve financial sustainability of the Regulator.

3. Drive stakeholder management and regional cooperation.

4. Achieve customer service excellence.5. Improve organisational efficiency and

effectiveness.6. Enhance human capital and accelerate

organisational transformation.

In relation to Goal 1, it is worth noting that South Africa has an effective and appropriate civil aviation legislation. The test always lies in whether there is absolute compliance with the said regulatory

framework.

In relation to Goal 2, the focus shifts towards ensuring improved financial sustainability of the SACAA. The funding models and plans have been aptly defined.

Goal 3, which entails driving stakeholder management and regional cooperation, has been one of the SACAA’s focus areas in the last few years. Continuation in this regard is crucial and validates the fact that South Africa has heeded the call by the International Civil Aviation Organization (ICAO) to ensure that assistance is provided wherever necessary to ensure that “No Country is Left Behind” in terms of capacity and compliance.

Goal 4, which seeks to achieve and continuously improve customer service excellence, has been given impetus in the last two financial years. The envisaged return on investment has started to yield results and show in the way that the Regulator provides client services. There is still room for improvement and hence the SACAA has retained customer service excellence as one of its organisational goals.

Improving organisational efficiency and effectiveness is also a priority and hence it is captured as a strategic theme and Goal 5. This has been gradually taking effect and the investment that the SACAA has made into the Enterprise Business System

3. FOREWORD BY THE CHAIRPERSON

Mr Ernest KhosaChairman: SACAA Board



speaks volumes about this commitment. We look forward to the acceleration of all business systems within the organisation to match the technological maturity of the aviation industry.

Further, enhancing human capital and accelerating organisational transformation is critical and is captured as the SACAA’s Goal 6. Progress in this regard, which is in line with the Human Resources Strategy, is encouraging and more is expected during the upcoming financial year.

The starting point, foundation, and cornerstone for the kind of success we desire to achieve, especially at a large scale, hinge on collaboration. This collaboration is required at many levels, i.e. at a global and regional level and through the contribution of ideas to the civil aviation administration discourse. It is also applicable at a national level where consistent dialogue and engagement between the Regulator and licence-holders is necessary.

An important point to consider is also the fact that the envisaged increased air traffic or growth in the transportation of goods and people will require an extremely efficient, safe, and secure network.

This necessitate an investment in research and development. This will ensure that Regulators such as the SACAA are not left behind when it comes to innovation and technology. It is an undisputable fact that the continued success of the aviation

industry has largely been driven by innovation. Aircraft designs are getting better, sleeker, faster and evolves at a very rapid pace. However, the biggest challenge

has been the lack of synchronisation between the development of aviation technology and innovation and the appropriate regulation to manage

such changes so as to ensure safety and security is not lost or compromised. At present, it is often the case that the aviation

industry develops impressive technology in isolation, and then introduces them with the expectation that

States and their Regulators would instantly embrace the innovation with the relevant

regulatory framework and expertise. The reality is very often the opposite, with Regulators having to play catch-

up. The time it takes for Regulators to test innovations and satisfy themselves that such innovation is safe and secure, can be very long and frustrating for the industry. Hence collaboration becomes key to ensuring the speedy adoption of technology and innovation thereby improving the responsiveness of States.

In the light of the forecasted growth patterns, we also need to ask ourselves the question: ‘how will we address the impact such activity will have on the environment?’ Are our operators geared towards meeting global standards set out in ICAO’s environmental protection programme? How will non-compliance affect operations?

Having said all that, there is absolutely no doubt that the SACAA will once again rise above expectations and deliver on its mandate. It is a great privilege to be presiding over an organisation that has over several years met, and in several instances exceeded, expectations.

I wish to thank the previous Board for the stellar work they have done in steering this organisation to greater heights. I wish to thank and echo the Board’s appreciation to the outgoing Minister of Transport, Dr Bonginkosi Nzimande, MP and Deputy Minister, Ms Sindisiwe Chikunga, MP for their support and efforts in guiding and supporting the work of the SACAA and the aviation sector at large during their tenure at the Ministry. We wish them well in their new roles in the South African Cabinet and 6th Administration.

We look forward to working hand-in-hand with all stakeholders as well as the Management and Staff of the SACAA to ensure that we keep our skies safe!

Yours sincerely,

-------------------------------------Mr Ernest KhosaChairman: SACAA BoardDate: 01 July 2019

3. FOREWORD BY THE CHAIRPERSON CONTINUED



I am honoured to join the Board to present the SACAA’s 2019/2020 Annual Performance Plan (APP) to the Minister of Transport, Mr Fikile Mbalula, MP since his appointment in June 2019. This same APP is the first for the newly appointed SACAA Board of Directors who took over the baton on 01 December 2018. I have no doubt that their expertise and guidance will ensure that the SACAA once again continues to deliver on its mandate.

As has become the norm as in the past several years, the SACAA is committed to once again meet all its annual targets as outlined in this APP, which is the last of a Strategic Plan spanning five years. In the process of drafting this APP, the national imperatives outlined in the National Development Plan (NDP), the Department of Transport’s Strategic Outcomes, the President’s State of the Nation Address (SONA), seven (7) apex priorities and the Minister’s Budget Vote speech were taken into consideration. As indicated in the Chairperson’s Foreword, this process resulted in the realignment of the SACAA’s strategic goals. Moreover, the principles of good corporate governance, which are second nature to Team SACAA, were taken into account, thereby aligning the organisation’s Strategic Objectives not only to national imperatives but also governance requirements, as stipulated in the Public Finance and Management Act (PFMA) and other regulatory prescripts.

A review of the SACAA’s performance against its Annual Performance Plans over the last few years indicate that the SACAA has been on an upward trajectory, achieving a 100% performance against targets set for each of the previous four financial years. In addition, the SACAA has continued to achieve a clean audit for six (6) years in a row whilst decreasing the number of immaterial findings from each audit cycle. In the process, the SACAA has also cemented its name among best-performing entities that have also fully adopted the principles of good corporate governance.

It is Management’s and the entire Team SACAA’s wish to uphold these revered standards, whilst elevating aviation safety and security oversight and the delivery of day-to-day services to customers and stakeholders.

The development of the 2019/2020 APP took into account various key factors including the ongoing feedback from the Executive Authority as well as a SWOT and PESTLE analysis. The process also included taking a look at global trends to ensure that the organisation is not just aware of its operating environment, but responds where possible to the prevailing changes within the aviation world. The outcome of the process yielded the following revised Strategic Goals, which are supported by strategic objectives listed later in this plan.

1. Regulate the aviation industry effectively and efficiently.2. Improve financial sustainability of the Regulator.3. Drive stakeholder management and regional cooperation.4. Achieve Customer Service excellence.5. Improve organisational efficiency and effectiveness.6. Enhance human capital and accelerate organisational transformation.

The proposed goals for 2019/2020 as outlined above have decreased from 7 to 6 due to the achievement of a goal during the 2018/2019 financial year which will now be delivered through the operational plan. The goal in question is the decentralisation of the Regulator’s services that has since been deferred to the operational plan for execution.

Given the above Strategic Goals, our work has been clearly cut out, and the focus will need to be on the following objectives:

1. Achieve a step-change in regulating Aviation Safety and Security 2. Reduce the aircraft accident rate in the general aviation sector3. Establish a platform to manage safety risk4. Establish a platform to manage security risk5. Ensure effective civil aviation safety and security oversight – ASO MOSP6. Ensure effective civil aviation safety and security oversight – AvSec MOSP7. Ensure effective civil aviation safety and security oversight – AI MOSP8. Diversify and expand sources of revenue

4. DCA OPERATIONAL OVERVIEW

Ms Poppy KhozaDirector of Civil Aviation



9. Improve stakeholder engagement10. Enhance regional cooperation aligned to the ICAO NCLB programme11. Improve customers’ service experience12. Achieve integrated ICT Systems13. Drive a performance culture14. Accelerate internal transformation15. Demystify aviation to previously disadvantaged communities

Having said that Team SACAA has in the last few years managed to make incredible inroads in many spheres. Notably, the SACAA has managed to achieve the following:

◗ South Africa improved its effective implementation rating on the critical safety elements from 83% to 87,41% now positioning South Africa as number 2 in Africa and number 37 in the world. Over and above this South Africa did not attract a Significant Safety Concern in the audit and scored 100% in two audit areas namely, Primary Legislation and Operating Regulations and in the Organisation audit area;

◗ The organisation kept a healthy financial position over a number of years thereby meeting the mandate the entity was established for;

◗ The SACAA achieved six (6) clean audits since 2013 and was recognised by the Auditor-General for a clean audit for five (5) successive years before the AG halted the issuance of awards in 2018;

◗ The SACAA continues to develop and maintain an effective and appropriate civil aviation legislation;

◗ In the past four years the organisation is the only entity within the Transport public sector to receive a Best Performing Institution awards from the Department of Transport.

◗ The SACAA in collaboration with ICAO hosted the first ever Global Aviation Gender Summit whose aim was to support the SDG on gender parity and women empowerment.

◗ The SACAA Executive Leadership team mirrors the demographics of the South African society by boasting a 50% female and black team;

◗ Develop trust that led to the recognition as an expert Aviation Regulator by peers; and

◗ The SACAA fosters a robust regional cooperation and collaboration programme that sees the Regulator participating in several missions to support and assist our counterparts with their respective safety systems, amongst others.

Notwithstanding the remarkable achievements listed above, there is always opportunity for growth and improvement given the changing aviation landscape, the growth of the industry and the advancement of technology. With this in mind, the SACAA would need to tackle several challenges and upcoming major projects, notably:

◗ The Universal Security Audit Programme – Continuous Monitoring Approach which is expected to take place in 2019 subject to the finalization of the Memorandum of Understanding by the Department of Transport. The last time South was audited on aviation security was in 2011 and in that audit the country achieved an effective implementation level of 81, 30% against a world average of 66, and 34% in the critical elements on security. The organisation has been preparing for this audit in the previous and current financial years and we are confident that the country will do well in this audit;

◗ Inadequate office space. The organisation has been granted approval to lease a building for the new Head Offices. This new space will accommodate future organisational growth for the next 5-7 years;

◗ Client service inefficiencies. Various initiatives were launched by the organisation in the past two years to address client service satisfaction. The current financial year saw the conclusion of the Service Level Agreements for all internal and external clients. All these have been signed off by management and will be published to external clients;

◗ Fragmented ICT systems to support business. The organisation implemented its biggest project in terms of scope and financial investment to date, namely the Enterprise Business System. The three-year project is being finalised and additional modules purchased to ensure the integration of the different modules has already started as well. The organisation is currently finalising the business case for the implementation of an Electronic Records and Document Management system that will ensure that the organisation fully migrates to a paperless environment;

◗ Lack of brand awareness and visibility. The organisation is finalising the development of a Brand Strategy that will be implemented in the new financial year.

◗ The proliferation of drone technology and lack of monitoring tools. The organisation successfully introduced the RPAS regulations in July 2015 and the process of refining the regulations to cater for the growing need in this new sector of the industry is under way.

◗ Work-life balance continues to pose as a challenge to the work force and various programmes are being explored to ensure that the employees are able to fulfil their career aspirations and be fully present at home.

4. DCA OPERATIONAL OVERVIEW CONTINUED



Team SACAA will also need to re-skill its staff towards future work ecosystems. There is also room to optimize stakeholder engagements by using new technology platforms. Team SACAA must also improve oversight on recreational aviation. There is a need to keep an eye on the rapid advancement of technology especially artificial intelligence and robotics. The same applies to the proliferation of RPAS in the civil aviation space.

Other challenges include rapidly changing global weather patterns as well as the need to have aviation infrastructure that meets acceptable environmental laws.

New developments and technologies will require revised processes and skill sets within SACAA. Moreover, Management is aware that culture distinguishes organisations. More and more employees look for organisations with a culture that will fit their own beliefs and preferences. The SACAA already has a good reputation in the execution of its strategy and mandate what is critical is to ensure that the organisation attracts talent that aligns to its values and belief system. Regardless, there is a need for a clearly defined SACAA culture that must be lived and understood by all employees. The Human Resources Strategy, which is a core deliverable of the Organisational Strategy and Annual Performance Plan, outlines the tabulated steps to be achieved in this regard.

In line with the Minister of Transport’s directive for the organisation to implement a cost containment measure in relation to salary increases given the fiscal constraints, the SACAA will adhere to this requirement as communicated for the new financial year.

C O N C L U S I O Ndue to its ability to provide safe, coordinated air transport connectivity to trade partners and to the global community. A successful aviation regulatory model is therefore a high priority towards securing the delivery of safety and security standards and recommended practices (SARPs) as defined by the International Civil Aviation Organization (ICAO). The SACAA is a public entity delivering aviation regulation and continuously striving to review, assess and enhance its oversight mandate in order to achieve governmental outcomes and add value to the aviation community globally.

As audacious as this APP may seem, I have no doubt, as was the case during the previous year that the goals set in here are within reach. For Team SACAA it is all about giving effect to and maintaining our brand promise, which is “keeping you safe in the sky”.

On behalf of the SACAA Management and staff, I wish to echo the sentiments of the Board in welcoming the new Minister of Transport, Mr Fikile Mbalula, MP, and the Deputy Minister of Transport, Ms Dikeledi Magadzi, MP. I also take this moment to welcome the new Board and pledge Team SACAA’s unwavering support towards our common vision. Let me take this opportunity to also thank Team SACAA for their diligence in implementing the mandate of the Authority which ensures aviation safety and security in the country.

Allow me to lastly convey special words of gratitude to the outgoing Minister of Transport, Dr Bonginkosi Nzimande, MP as well as the Deputy Minister, Ms Sindisiwe Chikunga, MP, for their unwavering support and responsive leadership during their tenure at the Ministry, which has propelled the SACAA to becoming one of the best performing State entities.

Yours sincerely,

-------------------------------------Ms Poppy KhozaDirector of Civil AviationDate: 01 July 2019

4. DCA OPERATIONAL OVERVIEW CONTINUED



It is hereby certified that this Annual Performance Plan:

◗ Was developed by the Executive and staff of the South African Civil Aviation Authority under the guidance of the Board and in consultation with the Department of Transport.

◗ Takes into account all the relevant policies, legislation and other mandates for which SACAA is responsible.◗ Accurately reflects the strategic outcome-oriented goals and objectives which the SACAA will endeavour to achieve over the period 2015/16 to 2019/20.◗ Has been approved by the Board.

………………………..…….……………….. ………………………..…….………………..Ms Brenda Mashika Mr Asruf SeedatSenior Manager: Strategy and Performance Executive: FinanceDate: 01 July 2019 Date: 01 July 2019

………………………..…….……………….. ………………………..…….………………..Ms Poppy Khoza Mr Ernest KhosaDirector of Civil Aviation Chairperson of the BoardDate: 01 July 2019 Date: 01 July 2019

………………………..…….……………….. Mr Fikile April Mbalula, MPExecutive Authority Date: 21/08/2019

5. OFFICIAL SIGN-OFF



6 . 1 T H E A C T

The South African Civil Aviation Authority (SACAA) is an agency of the Department of Transport (DoT), established on 01 October 1998, following the enactment of the now repealed South African Civil Aviation Authority Act, 1998 (Act No. 40 of 1998). This Act was replaced by the Civil Aviation Act, 2009 (Act No. 13 of 2009), which came into effect on 31 March 2010.

As outlined in the Public Finance Management Act (PFMA), 1999 (Act No. 1 of 1999) (as amended by Act No. 29 of 1999), the SACAA is a Schedule 3A public entity. The PFMA designates the SACAA Board as the organisation’s Accounting Authority, whilst the Minister of Transport is the Executive Authority.

The Civil Aviation Act provides for the establishment of a stand-alone authority, mandated with controlling, promoting, regulating, supporting, developing, enforcing and continuously improving levels of safety and security throughout the civil aviation industry. The above is achieved by complying with the Standards and Recommended Practices (SARPs) of the International Civil Aviation Organization (ICAO), whilst considering the local context.

6 . 2 I C A O C R I T I C A L E L E M E N T S

ICAO Contracting States, in their effort to establish and implement an effective safety and security oversight system, need to consider the critical elements (CE) for safety and security oversight. Critical elements are essentially the safety and security defence tools of a safety and security oversight system and are required for the effective implementation of safety and security related policies and associated procedures. States are expected to implement the safety and security oversight critical elements in a way that assumes the shared responsibility of the State and the aviation community.

The critical elements of a safety and security oversight system encompass the whole spectrum of civil aviation activities. The effective implementation of the CEs is an indication of a State’s capability regarding safety and security oversight.

The following diagram demonstrates the regulatory areas depicted under the different critical elements. Critical Elements 1 to 5 pertain to the establishment of the safety and security systems, while CE 6 to 8 address the effective implementation of such systems by the Regulator.

Diagram 1: ICAO Safety and Security Critical Elements

6. LEGISLATIVE AND OTHER MANDATES

Establish

Implement

Aviation SecurityLegislation

Prog

rammes

&

Regu

lation

s Primary AviationLegislation

Spec

if c O

pe

rating

Regu

lation

s

Appropriate

Authority

State Civil Aviation

System & Safety

Oversight

Functions

Guidance, Tools&

Info

Technical Guidance, Tools and the

Provision of SafetyCritical Info

Quality Control

Obligations

Surveillance

Obligations

Resolution ofSafety Concerns

Resolution ofSecurity Concerns

Certif ca

tion &

Approval O

bliga

tions

Pers

onne

l Qua

lif c

atio

n&

Trai

ning

Certif ca

tion &

Approval

Obligati

ons

Tech

nica

l Per

sonn

el

Qual

if ca

tions

&

Trai

ning

CE 2

CE 1

CE 3CE 5

CE 7CE 8

CE 6

CE 4

SACAA Core Business

Eight Critical Safety Elements

Eight Critical Security Elements



The SACAA APP Review took into account historical data from the original strategy, along with the National Development Plan, in considering its revised outcomes. The end result was the goal adjustment articulated in the Chairman’s overview, and up-scaled interventions highlighted in the Director of Civil Aviation’s Operational Overview. It can be concluded that the SACAA Strategy process is informed by and adheres to the governance requirements stipulated in the Public Finance and Management Act (PFMA).

Diagram 2 – Strategy Development Process

7. STRATEGY DEVELOPMENT PROCESS

Web-based survey (industry and staff)

DoT outcomes

Situational analysis

Focus group discussion(industry and staff)

PESTLE analysisNational Development Plan

(NDP) inputs

Board and Managementstrategy session

Industry and staffengagement

Strategy development

• National Growth Path (NGP)

• Inputs SONA speech outcomes

SACAA strategy development process



7 . 1 O R G A N I S A T I O N A L G O A L S

The Strategy review process has enabled the review and amendment of the Organisational Goals. The following table provides the current goals and the proposed new goals for the organisation in the delivery of its strategy and annual performance plan.

The proposed goals for 2019/20 have decreased from 7 to 6 due to the achievement of a goal from the 2018/19 financial year, which will now be delivered through the operational plan. The goal that has since been deferred to the operational plan for execution, was previously Goal no 2: Increase the national footprint of regulatory services.

ORGANISATIONAL GOALS 2018/19

REVISED ORGANISATIONAL GOALS 2019/20

AMENDMENT RATIONALE

1. Regulate aviation industry effectively and efficiently

1. Regulate the aviation industry effectively and efficiently

No change

2. Secure financial sustainability 2. Improve financial sustainability of the Regulator

The reviewed financial model and plans are in implementation. The focus will be on the improvements of the financial status.

3. Effective stakeholder management and regional cooperation

3. Drive stakeholder management and regional cooperation

Slight amendment to the wording. Essence of goal still the same.

4. Customer service excellence 4. Achieve customer service excellence Slight amendment to the wording. Essence of goal still the same.

5. Drive organisational systems innovation 5. Improve organisational efficiency and effectiveness

Changed to ensure goal is holistic in driving innovation.

6. Enhance human capital and accelerate organisational transformation

6. Enhance human capital and accelerate organisational transformation

No change



The strategic review included a SWOT and PESTLE analysis, demonstrated by the tables below. The outcome of this exercise ensured that the 2019/20 activities address the factors unearthed through this process.

8 . 1 S T R E N G T H S , W E A K N E S S E S , T H R E A T S A N D O P P O R T U N I T I E S

Table 1: SWOT ANALYSIS

STRENGTHS Addressed by: WEAKNESSES Addressed by:

Healthy financial position Goal 2 Fragmented ICT systems to support business Goal 5

Effective and appropriate civil aviation legislation Goal 1 Client service inefficiencies Goal 4

Highly skilled human capital Goal 6 Overreliance on Passenger Safety Charge (PSC) Goal 2

Transformed organisation Goal 6 Lack of critical skill continuity plan Goal 6

Consistently performing transport entity Goal 5 Lack of “on-the-spot” discretionary recognition Goal 6

Strong internal control environment and clean audit (6 years in a row)

Goal 2 Lack of brand awareness and visibility Goal 3

Good governance and ethics Goal 5 Work – life balance not optimised Goal 6

Transformed and stable leadership team Goal 6 Inadequate office space Goal 6

Strong, favourable international reputation Goal 3

Rated among the top 100 Employers of Choice in South Africa Goal 6

Transformational Leadership Goal 6

Continuous investment in human capital development Goal 6

Attained above world average Effective Implementation of ICAO critical elements

Goal 1

Trusted and recognised as expert Aviation Regulator by peers Goal 1

8. S ITUATIONAL ANALYSIS



STRENGTHS, WEAKNESSES, THREATS AND OPPORTUNITIES

OPPORTUNITIES Addressed by: THREATS Addressed by:

Leverage from No 1 CAA status in Africa and other global certifications

Goal 1 Legal liabilities arising from litigation against the SACAA Goal 5

Advances in technological advancements (external systems) Goal 5 Increased cyber-attacks on critical infrastructure globally Goal 5

Increasing the national footprint and visibility of the SACAA Goal 3 The proliferation of drone technology and lack of monitoring tools

Goal 1

Fostering robust regional cooperation and collaboration Goal 3 Terrorism (innovative and adaptive) Goal 1

Promote growth, development and transformation of the civil aviation industry

Goal 3

Re-skill towards future work ecosystem Goal 6

Optimise stakeholder engagements using new technology platforms

Goal 3

Improve oversight on recreational aviation Goal 1

Introduce a formal alternative dispute resolution mechanism in the form of mediation

Goal 5



8 . 2 P E S T L E A N A LY S I S

The PESTLE analysis, tabulated below, serves as an additional source for strategy input. A Regulatory Factor is included to cater for those elements which are not purely legal in nature.

Table 2: PESTLE ANALYSIS

POLITICAL FACTORS ECONOMIC FACTORS SOCIAL FACTORS

◗ Rising geopolitical shifts between various States. ◗ Increasing terrorist activities globally and a change

in the modus operandi of terrorists◗ Potential policy changes due to global political

influence ◗ Changes in political leadership, affecting continuity

and thereby affecting responsive regulatory functions

◗ International, bilateral and multilateral agreements, e.g. SKA, Open Skies, African Passport, AU and BRICS

◗ Waning sustainability of airlines◗ Lacklustre GDP growth◗ Volatility in exchange rate◗ Low commodity prices in emerging markets◗ Technical recession that affects sovereign and

corporate ratings◗ Rising fuel prices ◗ Increased tax◗ Reduced disposable income, affecting propensity

to fly◗ Those with the financial muscle dictating the

operational landscape (Africa vs the 1st world)◗ Reduced international passenger numbers as a

result of external dependencies

◗ Industrial action and community protests◗ High rate of unemployment and crime◗ Communicable diseases – Zika virus, Ebola◗ Slow aviation industry transformation ◗ Declining disposable income and cost of living◗ Social media impact on humans◗ Changing workforce ecosystem◗ Widening inequality gap and increasing poverty

levels

Impact:

Aviation is a global business, and rising political tensions affect flights, airlines and passengers through restrictions placed on the use of airspace, airline operations, and bilateral arrangements.

Impact:

SACAA revenue may decrease as a consequence, due to the dependence on the Passenger Safety Charge (PSC), therefore an adverse impact on the SACAA revenue.

Impact:

Business environment adversely affected and this leads to low / disrupted productivity and service

Unemployment leads to poverty, causing an adverse impact on economic growth and productivity

Decreased tourism and passenger numbers

Inability to meet the future SA Aviation professional requirements and Transport Charter requirements



POLITICAL FACTORS ECONOMIC FACTORS SOCIAL FACTORS

Action:

SACAA to monitor the political events and aviation security threats. Enhance better understanding of political risks and provide effective mitigation.

Action:

Implementation of revised Financial Model recommendations in progress

Exercising internal financial prudency through cost-containment plans

Action:

Ensure effective coordination of Business Continuity response plan

Create opportunities for youth employment through Enterprise Development initiatives

Ensure containment and preparedness by industry through guidelines and coordinated programmes

TECHNOLOGICAL FACTORS ENVIRONMENTAL FACTORS LEGAL FACTORS

◗ Rapid advancement of technology, especially Artificial Intelligence and Robotics

◗ Proliferation of RPAS in the civil aviation space◗ Increased cyber-espionage and ransomware attacks◗ Ageing aircraft fleet globally◗ Air taxis (flight-sharing platforms)◗ New aircraft technologies

- electric aircraft- supersonic- commercial space transport- autonomous flight- flying golf carts- solar-powered aircraft

◗ Infrastructural advancements (smart airports, 3D airspace system)

◗ Changing global weather patterns◗ Suppression of poorer countries as a result of the

introduction and adoption of Global Market-based Measures

◗ Ageing aircraft fleet globally◗ Climate Change and increased natural disasters◗ Aviation infrastructure that meets acceptable

environmental laws (green airports)◗ Consumption footprint (water, electricity domestic

and globally)

◗ Proposed Civil Aviation amendment Bill, 2017◗ Amendments to existing or the introduction of new

legislation, e.g. the amendment of the Immigration Law, introduction of the POPI Act, PAIA Act, Taxation Laws, B-BBEE transport codes, Air Services Bill and Labour laws, environmental laws

◗ International treaties – impact on the CAA’s legal position, e.g. Wassenaar Agreement

◗ Possible revision of National Civil Aviation Policy◗ Growing privatisation or commercialisation of

historical State functions ◗ (Self-regulation)

Table 2: PESTLE ANALYSIS (continued)



TECHNOLOGICAL FACTORS ENVIRONMENTAL FACTORS LEGAL FACTORS

Impact:New developments and technologies will require revised processes and skill sets within SACAA

Cyber threats have an adverse impact on business systems, confidential client data and industry information

Impact:Adverse impact on aviation sector due to flight operation suspensions and effect on the safety of passengers, aircraft, and staffImprovement in global aviation environmental protection and development of relevant standards

Impact:Regulatory changes, revisions to some business operations and business processes

Adverse reactions from affected parties or possible litigation Impact on tourism, which could result in changes in passenger numbers and SACAA revenue

Action: Proactively monitor technological developments and consider impact on human behaviour

Revise regulations in alignment with ICAO RPAS standards development

Cyber security strategy and investment into proactive threat analysis, monitoring and risk assessment. Provide continuous awareness tools for employees regarding cyber risks

Action: Ensure preparedness by industry through guidelines and coordinated programmes

Continued input and implementation of State Action Plan (Environmental Protection)

Action: Expedite amendment process through the Shareholder

Conduct Gap Analysis and prepare organisation for compliance

Conduct joint SACAA and industry regulation reviews and engagements

REGULATORY – OVERSIGHT FACTORS

◗ Review of the RPAS regulations◗ Growing need to regulate landside and airside security at airports◗ Introduction of artificial intelligence that affects the civil aviation industry◗ Regulations that address emissions and the use /carrying of technological devices on board the aircraft• Introduction of a new regulatory landscape that targets or keeps up with new technology (responsiveness,

speed)◗ Realignment of the regulatory functions and responsibilities◗ The legislative process to match technological advancement / to be responsive to technological advancements

Impact:All changes in the PESTLE environments result in regulatory changes for the civil aviation industryA lack of responsive regulatory environment/framework may result in the industry self-regulating

Action: SACAA to monitor the changes and ensure proactive regulatory revisions.

Table 2: PESTLE ANALYSIS (continued)



9 . 1 S O U T H A F R I C A N A V I A T I O N L A N D S C A P E

9. 9 ORGANISATIONAL OVERVIEW

The South African Civil Aviation Authority (SACAA) is a governmental Schedule 3A entity, established to provide oversight over civil aviation, and is managed in accordance with the prescripts of the International Civil Aviation Organization (ICAO), a United Nations specialised agency.

The table below highlights various aviation associations in South Africa, supported by ICAO, which standardise civil aviation functions and provide guidance to the Department of Transport, which in turn is responsible for the enabling legislation and policy direction. The SACAA further develops regulations aligned to the enabling Act and implements them.

There are areas of collaboration between the SACAA, the Department of Defence (DOD), the Department of Police, the Department of Health and the State Security Agency, amongst others, that make them stakeholders in the SACAA strategy. Even though these two departments do not have jurisdiction over civil aviation matters, they contribute in joint committees that seek to foster the safety and security of the skies. There are many other government departments with varying degrees of impact on, or collaboration in the civil aviation safety and security system; they are not elevated in this diagrammatic representation below, e.g. the Department of Communications, the Department of Environmental Affairs, etcetera.

International Civil Aviation Organization (ICAO)

South Africa signatory to Chicago Convention – SACAA subscribes to the 8 ICAO Critical Safety and Security Elements

Department of Police

SA Police Service

Pilot’s Licences

• Airshow South Africa• Balloon & Airship Fed of SA• Experimental Aircraft Assoc• Homebuilders Assoc of SA• Microlight and light sport• Aeroplane Assoc of SA• Parachuting Assoc of SA• SA gyroplane Assoc• SA Hang- and Paragliding Association• SA Model Aircraft Association• SA Power Flying Association• Soaring Society of SA• Sport Aerobatic Club of SA• Transformation and Development

• Assoc of Aviation Training Orgs• Airports & Aerodromes• Association of SA• Assoc of Aviation Maintenance

Organisations• The Helicopter Assoc of SA• Airside operators• SA Aerospace Traders and Allied

Industries• Association of No-Scheduled Operators

• Scheduled Airlines Association• Airline Pilot Association• Non-scheduled airlines• Airline Maintenance• Vintage airlines

• Airline Transport Pilot’s Licence (ATPL) 1 500 hours (fixed wing / helicopters)

• Commercial Pilot’s Licence (CPL) 200 hours (fixed wing / helicopters)

• Private Pilot’s Licence (PPL) (fixed wing / helicopters)• National Pilot’s Licence (NPL) 25-35 hours, depending on type

Airlines Commercial Aviation

Type Certifed Aircraft Owners

Commercial Aviation Association(CAASA)

Sport & Recreation

Commercial Aviation

Department of Transport

South African Civil Aviation Authority

Department of Defence

InternationalSouth African Context

SA Air Force

Diagram 3: The South African Aviation Landscape



The Board reviewed the stakeholder landscape of the civil aviation industry and in this regard reviewed the normative, functional, public, regulatory and international standards groups. These are explained below:

Normative Groups: Normative linkages are associations or groups with which the organisation has a common interest. Stakeholders in the normative linkage share similar values, goals or problems and often include competitors that belong to industrial or professional associations. Examples are the shareholder (Department of Transport), the Minister and Deputy Minister of Transport and Members of the Portfolio Committee on Transport.

Functional Groups: Functional linkages are those that are essential to the functioning of the organisation, and are divided between input functions that provide labour and resources to create products or services (such as employees and suppliers) and output functions that consume the products or services (such as consumers and retailers). Examples of functional groups in the SACAA context include employees, unions, service providers and Board Members.

Public Groups: Diffused linkages are the most difficult to identify because they include stakeholders who do not have frequent interaction with the organisation, but become involved, based on the actions of the organisation. These are the public groups that are often formed during a time of crisis. This linkage includes the media, the

community, activists, customers, licensees, operators, non-governmental organisations, community-based organisations, interest groups, associations, etcetera.

Regulatory Groups: The enabling linkages identify stakeholders who have some control and authority over the organisation, such as stockholders, boards of directors, governmental legislators and regulators, etcetera. These stakeholders enable an organisation to have resources and the autonomy to operate. When enabling relationships falter, the resources can be withdrawn and the autonomy of the organisation restricted. Examples of regulatory stakeholders include the Standards Bodies, Regulators, the Department of Environmental Affairs, the Department of Communications, the Department of Defence, the Department of Police, the Department of Labour, the National Treasury, the Department of Basic Education and the Department of Higher Education, amongst others.

International Standards Groups – these are bodies that are critical to the existence and relevance of the Regulator, and they determine whether the Regulator can participate in the global arena. The SACAA, as mandated by the government, subscribes to certain international standards bodies and regional groups. Compliance to the internationally established standards and recommended practices qualifies the organisation to be a global and regional player. These groups include the International Civil Aviation Organization (ICAO), the African Civil Aviation Commission (AFCAC), SADC-CAC, etc.

9 . 2 S T A K E H O L D E R A N A LY S I S



The diagram below is the SACAA approved organisational structure; an end result of a detailed Organisational Structure Review (OSR) process concluded during the 2015/16 financial year. The process took into account industry input as well as departmental process reviews in order to optimise service delivery. The staffing process is an ongoing process that is gaining momentum. It is worth noting that the Executive positions were all filled between the 2016/17 and 2017/18 financial years.

9 . 3 O R G A N I S A T I O N A L S T R U C T U R E

Diagram 4: SACAA Structure

Minister of Transport

Board of Directors

Audit and Risk Committee

Director of Civil Aviation

Company Secretary

Flight Inspection Unit

Aviation Infrastructure

Aviation Safety Operations Aviation Security Finance Legal and Aviation

Compliance Human Resources Corporate Services

Minister of Transport

Divisions tasked with Independent Mandates

Positions perform a Governance and Board support role

Board and Board Committee

Members of the SACAA’s Executive Management Committee

Direct functional reporting

Administrative reporting

Governance reporting

Regulatory oversight

Accident and Incident Investigations

Chief Audit Executive



CONSOLIDATED EMPLOYMENT EQUITY PLAN 2018/19

Male Female Foreign Nationals TOTAL

Occupational Level African Coloured Indian White African Coloured Indian White Male Female

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Top management 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 1 1 0

Senior management 4 4 0 0 1 1 1 1 3 3 0 0 1 1 0 0 0 0 0 1 10 10 0

Professionally qualified and experienced specialists and mid-management

44 34 4 2 5 2 8 10 27 27 2 1 0 0 4 3 0 0 0 1 94 80 14

Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents

141 137 25 7 18 22 32 34 118 111 20 9 10 10 21 23 0 0 0 0 385 353 32

Semi-skilled and discretionary decision- making

9 10 0 0 0 0 0 0 42 41 3 1 5 3 1 1 0 0 0 0 60 56 4

Unskilled and defined decision-making

9 0 0 0 0 0 0 0 3 2 0 0 0 0 0 0 0 0 0 0 3 2 1

TOTAL 198 185 29 9 24 25 41 45 194 185 25 11 16 14 26 27 0 0 0 1 553 502 51

9 . 4 E M P L O Y E E D E M O G R A P H I C S

Table 3: SACAA employment demographics that indicate a transformed entity.



9 . 5 C U L T U R E , E T H I C S A N D V A L U E S

Research shows that culture distinguishes organisations. Increasingly, employees look for organisations with a culture that will fit their own beliefs and preferences. SACAA already has a good reputation for the execution of its strategy and mandate in ensuring that SACAA continues to attract talent that will align to its values and belief system; it follows that its culture must be clearly defined and understood by all employees.

The Human Resources Strategy, which is one of the key deliverables of the Organisational Strategy and Annual Performance Plan, outlines the tabulated steps to be achieved in the adjacent diagram. Within the three years of delivery, the organisation will define its culture, review the current one and analyse gaps. These gaps will be addressed by a Change Management Plan (CMP) that will include communication of the new culture. Continuous review of the culture plan will take place and the CMP will be amended accordingly.

The organisation is committed to responsible business conduct and best practices. SACAA’s success and reputation is built on its honesty and integrity, which is evident from the way SACAA discharges its legislative mandate and its engagement with all stakeholders. During the 2017/18 and 2018/19 financial years, more emphasis was placed on ethics and this culminated in the Ethics Policy and Code of Conduct being approved by the Board in March 2018. The training of all staff on these governance instruments commenced in 2018/19. As an ethical organisation, SACAA constantly strives to promote its employees’ awareness of the role that ethics plays in operations, and has since developed an implementation plan to further ingrain SACAA’s ethical culture.

Define the Culture Needed to Support Long-Term Success (“Desired Culture”)

Identify the Current Culture

Identify and Analyze Significant Gaps Between Desired and Current Culture

Develop Culture Managment Plan

Communicate the “New” Culture and the Steps Being Taken to

Manage It

Monitor Implementation of Desired Culture and Update/Refine the Culture

Management Plan



The organisation reviewed at a high level the key risks of the organisation prior to the confirmation of the strategic objectives. The table below highlights the SACAA Risk Register based on the adopted Strategic Objectives and demonstrates that residual risk is being maintained, more or less at a moderate level.

SACAA STRATEGIC RISK REGISTER 2019/20

Risk No. Strategic Objective Strategic Goal Risk Name

Evaluation before Considering Current Control Strategies

Evaluation after Considering Current Control Strategies

Impact Likelihood Inherent Risk Rating (IRR) Impact Likelihood Residual Risk

Rating (RRR)

1 Reduce the aircraft accident rate in the general aviation sector

Regulate the aviation industry effectively and efficiently

Safety and security oversight 4 5 20 4 4 16

2 Accelerate internal transformation Enhance human capital and accelerate organisational transformation

Organisational transformation4 4 16 3 4 12

3 Achieve a step-change in regulating Aviation Safety and Security

Regulate the aviation industry effectively and efficiently

Civil Aviation safety and security 5 5 25 5 2 10

4 Improve customers’ service experience

Achieve customer service excellence Customer Services4 5 20 3 3 9

5 Drive a performance culture Enhance human capital and accelerate organisational transformation

Human Capital5 3 15 3 3 9

6 Achieve integrated ICT Systems Improve organisational efficiency and effectiveness

Information and cyber security 5 4 20 3 3 9

7 Achieve integrated ICT Systems Improve organisational efficiency and effectiveness

Innovation and efficiencies in processes

4 4 16 4 2 8

8 Diversify and expand sources of revenue

Improve financial sustainability of the Regulator

Financial sustainability5 4 20 3 2 6

9 Improve stakeholder engagement and enhance regional cooperation aligned to the ICAO NCLB programme

Drive stakeholder management and regional cooperation

Stakeholder management

4 4 16 3 2 6

10. RISK MANAGEMENT LEGEND

Extreme Risk 17 to 25

High Risk 10 to 16

Moderate Risk 5 to 9

Low Risk 1 to 4



11. STRATEGY1 1 . 1 C O R E I D E O L O G Y

MISSION The mission is maintained as - To regulate civil aviation safety and security in support of the sustainable development of the aviation industry.

VISION The reconfirmed vision is as follows – Ranked among the Top 10 civil aviation authorities globally by 2020.

BRAND PROMISE The following brand promise is maintained – keeping you safe in the sky. This is what employees must have in mind in conducting SACAA business, that is, that they are contributing to keeping people safe in the sky. The outcome of employee conduct through exemplified values must give a sense of safety in the skies to consumers of SACAA services.

VALUES SACAA values remained the same and are explained below:

Diagram 5: SACAA Values

Maintain high ethical standards and approach

issues professionally with integrity, without

any bias and in a transparent manner that engenders trust

amongst all our stakeholders.

Always giving your best effort and seeking to improve the quality of the service offering.

Service delivery ahead of customer

expectation, striving to always exceed

customer expectation.

Working with others and taking joint

accountability for the end result.

Good is never good enough

IntegrityService

ExcellenceTeamwork

and Partnering


1 1 . 2 S A C A A R E G U L A T O R Y P R I N C I P L E S

The South African aviation system is an important and strategic asset of the government of South Africa, due to its ability to provide safe, coordinated air transport connectivity to trade partners and to the global community. A successful aviation regulatory model is therefore a high priority towards securing the delivery of safety and security standards and recommended practices (SARPs) as defined by the International Civil Aviation Organization (ICAO). The SACAA is a public entity delivering aviation regulation and continuously striving to review, assess and enhance its oversight mandate in order to achieve governmental outcomes and add value to the aviation community globally. In implementing best practice regulatory responsibilities, the SACAA has recently adopted the Regulatory Principles below to guide its work, and to live by when making any regulatory or administrative decisions.

Regulations may broadly be defined as any government measure or intervention that seeks to change the behaviour of individuals or groups. It seeks to give people rights or to restrict their behaviour. The SACAA has a responsibility to ensure that regulations are necessary, fair, effective, and affordable, and are in the public interest. To achieve this, the SACAA will ensure that any policy intervention and its administrative decisions meet the following principles:

◗ Consistency◗ Transparency◗ Accountability

◗ Proportionality◗ Targeted Regulations / Oversight◗ Rule of Law.

These principles shall be used for measuring and improving the quality of SACAA’s regulatory processes, administrative decisions and enforcement actions, and they are described below:

Principle Description

Consistency Legislation and regulations will be applied and implemented fairly for similar situations

Transparency Decision-making processes will be open and reasons for decisions will be provided;

Accountability Obligation to account for the execution of responsibilities;

Proportionality Our decisions should be proportionate to the action taken;

Targeted Regulations / Oversight

Regulation and administrative decisions will focus on the problem;

Rule of Law All are treated equally before the law.




1 1 . 3 S T R A T E G Y A L I G N M E N T : G L O B A L A N D L O C A L

In revising the strategy and developing the 2019/20 Annual Performance Plan, the SACAA conducted a holistic review of global, continental and national imperatives to ensure that the impact of the SACAA strategic objectives deliver positive societal contributions. In the development of the APP, SACAA considered the United Nations General Assembly adopted 2030 Agenda. The Agenda is a commitment to eradicate poverty and achieve sustainable development by 2030 worldwide, ensuring that no one is left behind. The 17 Sustainable Development Goals (SDGs) are highlighted in the diagram below:

Diagram 6: United Nations Sustainable Development Goals (UN SDGs):

An efficient air transport system in any economy has been recognized as a significant catalyst for sustainable development. In fulfilling its mandate of regulating aviation safety and security, SACAA achieves its work through the effective implementation of the ICAO Global Plans, namely:

1. The Global Air Navigation Plan;

2. The Global Aviation Safety Plan; and

3. The Global Aviation Security Plan.



SACAA’s purpose and mission statement; To regulate civil aviation safety and security in support of the sustainable development of the aviation industry is the driving force behind the SACAA’s successful delivery of the three ICAO global plans which are effectively aligned to the UN Sustainable Development goals.

African Union Agenda 2063 Aspirational Goals:On a continental level, SACAA recognizes the African Union (AU) Agenda 2063, the strategic framework for socio-economic transformation of the continent over the next 50 years. The Agenda is crafted along 7 Aspirations. The statement below reflects the collective AU vision on the aspirations;

Table 4: The seven (7) Africa Agenda 2063 aspirations are as follows:

OUR ASPIRATIONS FOR THE AFRICA WE WANT1. A prosperous Africa based on inclusive growth and sustainable development;

2. An integrated continent, politically united and based on the ideals of Pan-Africanism and the vision of Africa’s Renaissance;

3. An Africa of good governance, democracy, respect for human rights, justice and the rule of law;

4. A peaceful and secure Africa;

5. An Africa with a strong cultural identity, common heritage, shared values and ethics;

6. An Africa whose development is people-driven, relying on the potential of African people, especially its women and youth, and caring for children;

7. Africa as a strong, united and influential global player and partner;

The SACAA delivers on this continental vision and the delivery of the Africa Agenda 2063 through its continuous contribution to the African Civil Aviation Commission (AFCAC), which is a specialized agency of the African Union responsible for civil aviation matters in Africa. The SACAA, also through the Shareholder, ensures the provision of resources to the commission to ensure effective implementation of the African civil aviation programmes. Additionally, the SACAA contributes to the Africa 2063 Aspirational goals through the implementation of its Regional Cooperation Strategy that enhances collaboration, cooperation and the provision of technical assistance proactively and with the intention to improve the African civil aviation safety record and effective implementation of ICAO Standards and Recommended practices (SARPs).

The Republic of South Africa: National Imperatives

As a State-owned and a Department of Transport (DoT) Agency, the SACAA is mandated to deliver on the State’s services to provide regulatory oversight over the holistic civil aviation system. This is to ensure that the Republic of South Africa, through the South African Civil Aviation Authority, achieves its international

obligations as a signatory to the ICAO Chicago Convention.

The aviation sector is an enabler for sustainable development, and in the development of the APP, SACAA ensure cognizance and alignment to the National priorities and plans. The National Development Plan (NDP) has been a pivotal guide for the organization in achieving the sustainable

development agenda highlighted above in 7 UNSDGs and Agenda 2063 Aspirational Goals.

On the domestic front, SACAA continues to recognize the aviation sector contribution to achieving sustainable economic, social and environmental development through alignment to the national priorities and NDP outcomes.

“The aspirations reflect our desire for shared prosperity and well-being, for unity and integration,

for a continent of free citizens and expanded horizons, where the full potential of women and

youth, boys and girls are realized, and with freedom from fear, disease and want”.



The SACAA, recognizes the NDP Pillars and priorities of the 6th Administration which were also delivered at the State of the Nation address. The three NDP Pillars on which the 7 apex priorities are based are:

Pillar 1: A STRONG AND INCLUSIVE ECONOMYPillar 2: CAPABILITIES OF SOUTH AFRICANSPillar 3: A CAPABLE STATE

Diagram 6: The South African Government Seven (7) Apex Priorities encapsulated within the three (3) pillars of the National Development Plan (NDP)

The Government has identified the seven (7) Apex priorities to be undertaken during the 2019-2024 period to put the country on a positive trajectory towards the achievement of the NDP 2030 vision.

Even though not all the aspects of these interventions apply to the SACAA environment, ongoing collaboration with other stakeholders and contribution towards the NDP implementation is shared with the Shareholder, where applicable. The table below highlights the alignment of the apex priorities (where applicable) into the SACAA APP.



Table 4: Alignment of National Imperatives (7 APEX PRIORITIES) to SACAA Strategic Objectives 2019/20

NO NDP Pillars SEVEN (7 APEX PRIORITIES) PROGRAMMES TO SUPPORT THE 7 PRIORITIES LINK TO SACAA STRATEGIC OBJECTIVES

1 PILLAR 1:

A STRONG AND INCLUSIVE ECONOMY

Apex Priority 1: Economic Transformation and Job Creation

◗ More Jobs

◗ Innovation

◗ Broadening and Sustaining Ownership

◗ Reduce Illicit Activities and Corruption

◗ Cross-cutting Priorities (Youth, Women and Persons with Disabilities)

◗ State-Owned Enterprises

◗ Achieve a step-change in regulating Aviation Safety and Security

◗ Diversify and expand sources of revenue

◗ Accelerate internal transformation

◗ Demystify aviation to previously disadvantaged communities

2 PILLAR 2:

CAPABILITIES OF SOUTH AFRICANS

Apex Priority 2: Education, Skills and Health

◗ Education and Skills

◗ Training Programmes

◗ Internships and Learnerships

◗ Bursaries

◗ Achieve integrated ICT Systems

◗ Drive a performance culture

◗ Accelerate internal transformation


3 Apex Priority 3: Consolidating the social wage through reliable and quality basic services

◗ Use of labour-intensive methods

◗ Access to social assistance


4 Apex Priority 4: Spatial integration, human settlements and local government

◗ Environmental Management ◗ Ensure effective civil aviation safety and security oversight

5 Apex Priority 5: Social cohesion and safe communities

◗ Public participation and community outreach programmes

◗ Improve stakeholder engagement




NO NDP Pillars SEVEN (7 APEX PRIORITIES) PROGRAMMES TO SUPPORT THE 7 PRIORITIES LINK TO SACAA STRATEGIC OBJECTIVES

6 Pillar 3:

A CAPABLE STATE

Apex Priority 6: A capable, ethical and developmental state

◗ Reduced public-sector corruption resulting in improved level of trust in the public sector and credibility of public institutions

◗ Achieve a step-change in regulating Aviation Safety and Security

◗ Diversify and expand sources of revenue

◗ Improve customer service experience

◗ Achieve integrated ICT Systems

◗ Drive a performance culture


7 Apex Priority 7: A better Africa and World

◗ International Relations (Bilateral and multilateral agreements)

◗ Adherence to international obligations (UN, AU, SADC, ICAO, IMO, etc.)


◗ Enhance regional cooperation aligned to the ICAO NCLB programme

◗ Ensure effective civil aviation safety and security oversight



Adopted SACAA Strategic Objectives:

The Authority has formulated Strategic Objectives that give rise to game-changing targets which are also set out in the subsequent annual and quarterly tables. The 2019/20 reviewed Strategic Objectives are as follows:

1. Achieve a step-change in regulating Aviation Safety and Security

2. Reduce the aircraft accident rate in the general aviation sector

3. Establish a platform to manage safety risk

4. Establish a platform to manage security risk

5. Ensure effective civil aviation safety and security oversight – ASO MOSP

6. Ensure effective civil aviation safety and security oversight – AvSec MOSP

7. Ensure effective civil aviation safety and security oversight – AI MOSP

8. Diversify and expand sources of revenue

9. Improve stakeholder engagement

10. Enhance regional cooperation aligned to the ICAO NCLB programme

11. Improve customer service experience

12. Achieve integrated ICT Systems

13. Drive a performance culture

14. Accelerate internal transformation

15. Demystify aviation to previously disadvantaged communities



2019/20 Annual Targets

SACAA Revised Strategy – Annual Targets TABLE A

Integrated Category Outcome Strategic Objective Performance Indicators 2018/19

Annual Target 2018/19





Organisational Goal 1: Regulate the aviation industry effectively and effciently

NDP: Building Safer Communities DoT Outcome: An efficient and integrated transport infrastructure network for social and economic development

Safety and Security Effective, efficient and technologically sound oversight systems

Achieve a step-change in regulating Aviation Safety and Security SACAA specific

USOAP CMA CAP implementation

Implement 80% of the SACAA specific USOAP CMA CAP and report to EXCO

Implement 90% of the ICAO USOAP CMA SACAA specific CAP for recommendation to the Board

Undergo an ICAO Coordinated Validation Mission to validate RSA rating.

Implement Phase 1 of the ICVM CAP and report to EXCO

Implement Phase 2 of the ICVM CAP and report to EXCO

EXCO approved USAP CAP based on Peer Assessment Report

Develop a Peer Assessment USAP CMA Corrective Action Plan (CAP) for EXCO approval

Implement 80% of the Peer Assessment SACAA specific USAP CMA CAP and report to EXCO.

Implement 85% of the Peer Assessment SACAA specific USAP CMA CAP and report to EXCO



EXCO approved examinations project plan implementation

Implement 90% of Phase 1 Examinations project plan and report to EXCO

Implement 100% Phase 2 Examinations project plan and report progress to Board

Complete project to extend examinations to Annex 1 licences by March 2021 and submit close-out report to EXCO

N/A N/A

EXCO approved business case for RPAS Operations Monitoring System

Develop a business case for RPAS Operations Monitoring System

Implement 80% Phase 1 of RPAS Operations Monitoring System project plan and report progress to the Board

Implement Phase 2 of RPAS Operations Monitoring System – submit close-out report to EXCO quarterly

N/A N/A

Improved Personnel Licensing Approach approved by EXCO

Develop Improved Aviation Personnel Licensing Approach and submit to EXCO for approval

Implement 80% Phase 1 of Improved Personnel Licensing Approach project plan and report progress to the Board

Implement Phase 2 of Improved Personnel Licensing Approach and report to EXCO

Evaluate effectiveness of Improved Personnel Licensing Approach and align to ICAO standards

N/A

12. STRATEGY DELIVERABLE TABLES









Reduce the aircraft accident rate in the General Aviation Sector

Fully implemented C-FARP

100% Implementation of C-FARP and report to EXCO

Develop the General Aviation (GA) safety strategy and implementation plan for approval by DCA

Implement Phase 1 of General Aviation strategy and report quarterly to EXCO

Implement Phase 2 of General Aviation strategy and report quarterly to EXCO

Implement Phase 3 of General Aviation strategy and submit close-out to EXCO

Establish a platform to manage safety risk

Phase 1 of Safety Data Analysis project plan implemented

Implement 100% of Phase 1 approved Safety Data Analysis project plan and report to EXCO

Implement 100% of Phase 2 approved Safety Data Analysis project plan and report progress to the Board

N/A N/A N/A

Establish a platform to manage security risk

Phase 1 of Security Data Analysis project plan implemented

Implement 100% of Phase 1 approved Security Data Analysis project plan and report to EXCO

Implement 100% of Phase 2 approved Security Data Analysis project plan and report progress to the Board

N/A N/A N/A

Safety and Security Effective, efficient and technologically sound oversight systems

Ensure effective civil aviation safety and security oversight – Aviation Safety Operations, Master Oversight Surveillance Plan (MOSP)

95% of Aviation Safety Operations, Master Oversight and Surveillance Plan achieved

Achieve 95% of the Aviation Safety Operations, Master Oversight and Surveillance Plan

Achieve 95% of the Aviation Safety Operations, Master Oversight and Surveillance Plan approved by DCA




Ensure effective civil aviation safety and security oversight – Aviation Security Master Oversight Surveillance Plan (MOSP)

95% of Aviation Security Master Oversight and Surveillance Plan achieved

Achieve 95% of the Aviation Security Master Oversight and Surveillance Plan

Achieve 95% of the Aviation Security Master Oversight and Surveillance Plan approved by DCA




Ensure effective civil aviation safety and security oversight – Aviation Infrastructure Master Oversight Surveillance Plan (MOSP)

95% of AI Master Oversight and Surveillance Plan achieved

Achieve 95% of the Aviation Infrastructure Master Oversight and Surveillance Plan

Achieve 95% of the Aviation Infrastructure Master Oversight and Surveillance Plan approved by DCA




SACAA Revised Strategy – Annual Targets TABLE A (continued)









Organisational Goal 2: Improve fnancial sustainability of the Regulator

NDP: Reforming the public service DoT: An efficient and integrated transport infrastructure network for social and economic development

Organisational Sustainability

Sustainable organisation

Diversify and expand sources of revenue

Funding Model Project plan implementation

Develop annual Funding Model project plan, seek EXCO approval, implement 90% of Phase 1 of the plan and report to EXCO

Implement 90% of Phase 2 of the Funding Model project plan and report progress to the Board.

Revise funding model and implementation plan. Report quarterly to EXCO

Implement revised funding model and report quarterly to EXCO

Implement revised funding model and report quarterly to EXCO

N/A N/A Develop a framework for FIU sustainability for approval by the Board

Implement FIU sustainability plans and report to EXCO and Board



Organisational Goal 3: Drive stakeholder management and regional cooperation


Social and Relationship Demystify aviation to the public

Improve stakeholder engagement

Stakeholder Management Plan (SMP) Implementation

Implement 90% of the Stakeholder Management Plan (SMP) and report to EXCO

Develop a revised Stakeholder Management Strategy for approval by the Board.

Implement the revised Stakeholder Management Plan according to set milestones and report to Board



Enhance regional cooperation aligned to the ICAO NCLB programme

Board-approved Regional Cooperation Strategy and Plan

Develop a Regional Cooperation Strategy and Plan and seek Board approval

Implement 100% Phase 1 of Board-approved Regional Cooperation Plan and report progress to the Board

Implement Phase 2 of Board-approved Regional Cooperation Plan and report progress to the Board

Revise Regional Cooperation Strategy and submit to Board for approval

Implement Board-approved Regional Cooperation Plan and report progress to the Board

Organisational Goal 4: Achieve customer service excellence


Social and Relationship Improved client experience

Improve customer service experience

EXCO approved Change Management ProgrammeImplementation

Review and Implement 90% of Phase 2 of the Change Management Programme and report to EXCO

Develop a Customer Contact Centre business case for approval by the Board

Implement 90% of Phase 1 of the Customer Contact Centre project plan

Implement 90% of Phase 2 of the Customer Contact Centre project plan

Implement 90% of Phase 3 of the Customer Contact Centre project plan and submit close-out report to EXCO










Organisational Goal 5: Improve organisational effciencies and effectiveness


Systems and Innovation

Smart approach in maintaining high performance levels in a transformed organisation

Achieve Integrated ICT system

EBS project plan fully implemented

Complete 100% of the EBS project plan and report progress quarterly to EXCO

Develop a 3-year ICT Strategy and an implementation plan for Board approval

Implement Phase 1 of the ICT plan and report progress quarterly to the Board



EXCO approved ERDMS business case

Develop EXCO approved Electronic Records and Document Management System business case

Implement 80% Phase 1 of the approved Electronic Records and Document Management System (ERDMS) project plan and report progress to the Board

Implement Phase 2 of the project plan and report to Board quarterly

N/A N/A

Organisational Goal 6: Enhance human capital and accelerate transformation

NDP: Transforming society and uniting the country DoT: Increased contribution to Job Creation

Human Capital Smart approach in maintaining high performance levels in a transformed organisation

Drive a performance culture

HR Plan implementation achieved

Implement 90% of the HR Plan and report to the HRC

Develop an annual HR plan for approval by Board. Implement 90% of HR plan, reporting progress to Board

Develop a 5-year HR Strategy and plan for approval by the HRC

Implement 90% of Phase 2 of the HR Strategy and report to the HRC

Implement 90% of Phase 3 of the HR Strategy and submit close-out report to HRC

Human Capital Smart approach in maintaining high performance levels in a transformed organisation

Accelerate internal transformation

EXCO approved SACAA B-BBEE plan and implementation

Review and implement 75% of Phase 1 B-BBEE (Transformation) Plan aligned to the Transport sector codes and report to EXCO

N/A N/A N/A N/A

Demystify aviation to previously disadvantaged communities

N/A N/A Develop and implement 90% Phase 1 of the outreach programme to expose designated groups to aviation career opportunities

Implement outreach programme to expose designated groups to aviation career opportunities



2019/20 Quarterly Targets




SACAA Revised Strategy – Quarterly Targets TABLE B

Strategic Objective

Audited Actual PerformanceAnnual Target

2018/19Annual Target

2019/20

PerformanceIndicator2019/20


Year 3 Year 2 Year 1 Quarter 1 Quarter 2 Quarter 3 Quarter 4

Organisational Goal 1: Regulate the aviation industry effectively and effciently

Organisational Goal Estimated Cost: R382m

NDP: Building Safer Communities DoT Outcome: An efficient and integrated transport infrastructure network for social and economic development

Achieve a step-change in regulating Aviation Safety and Security

2013 ICAO ICVM Audit with no significant findings

Performance according to ICAO Corrective Action Plan (CAP)

Develop and implement CAP to close findings in time for the Pre-ICAO Assessment Audit in 2016/17 financial year, and final audit in 2017/18

Implement 80% of the SACAA specific USOAP CMA CAP and report to EXCO

Implement 90% of the ICAO USOAP CMA SACAA specific CAP for recommendation to the Board

90% of the ICAO USOAP CMA SACAA specific CAP implemented and recommended to Board

Review and revise the ICAO USOAP CMA CAP for approval by the DCA

83% Closure of ICAO USOAP CMA CAP and report progress to the Board



N/A N/A N/A Develop a Peer Assessment USAP CMA Corrective Action Plan (CAP) for EXCO approval


80% of the Peer Assessment SACAA specific USAP CMA CAP implemented and reported to EXCO

Review and revise the Peer Assessment USAP CMA CAP and submit to EXCO for approval

30% Closure of ICAO USAP CMA CAP and report progress to the Board



N/A N/A N/A Implement 90% of Phase 1 Examinations project plan and report to EXCO

Implement 100% Phase 2 Examinations project plan and report progress to Board

100% of the Phase 2 Examinations project plan implemented and progress reported to Board

Review Phase 2 Examinations project plan for approval by EXCO

Implement 40% of approved Examinations project plan report progress to Board

Implement 75% of approved Examinations project plan and report progress to Board

Implement 100% of approved Examinations project plan and report progress to Board

N/A N/A N/A Develop a business case for RPAS Operations Monitoring System

Implement 80% Phase 1 of RPAS Operations Monitoring System project plan and report progress to Board

80% of the Phase 1 of RPAS Operations Monitoring System project plan implemented and progress reported to Board

Draft Phase 1 of RPAS Operations Monitoring Systems project plan and submit to EXCO for Approval

Implement 40% of Phase 1 of RPAS Operations Monitoring Systems project plan and report progress to Board

Implement 60% Phase 1 of RPAS Operations Monitoring Systems project plan and report progress to Board

Implement 80% Phase 1 of RPAS Operations Monitoring Systems project plan and report progress to Board



Strategic Objective

Audited Actual PerformanceAnnual Target

2018/19Annual Target

2019/20




N/A N/A N/A Develop Improved Aviation Personnel Licensing Approach and submit to EXCO for approval

Implement 80% Phase 1 of Improved Personnel Licensing Approach project plan and report progress to Board

80% of Phase 1 of Improved Personnel licensing Approach project plan implemented and progress reported to Board

Implement 20% of approved Phase 1 Improved Personnel Licensing project plan and report progress to Board




Reduce the aircraft accident rate in the General Aviation Sector

N/A Approved Cross- Functional Accident Reduction Plan (C-FARP) implemented

Achieve a minimum of 33% of C-FARP deliverables and report quarterly

100% implementation of C-FARP and report to EXCO

Develop the General Aviation (GA) safety strategy and implementation plan for approval by DCA

DCA approved GA safety strategy and implementation plan

Consult industry stakeholders on the development of the GA safety strategy

Draft first version of the GA safety strategy and submit to Exco for comments

Submit final version of the GA safety strategy to Exco for comments

Submit the final GA safety strategy and implementation plan to DCA for approval

Establish a platform to manage safety risk

N/A N/A N/A Implement 100% of Phase 1 approved Safety Data Analysis project plan and report to EXCO

Implement 100% of Phase 2 approved Safety Data Analysis project plan and report progress to the Board

100% of Phase 2 approved Safety Data Analysis project plan implemented and progress reported to Board

Implement 25% of approved Safety Data Analysis project plan and report progress to Board




Establish a platform to manage security risk

N/A N/A N/A Implement 100% of Phase 1 approved Security Data Analysis project plan and report to EXCO

Implement 100% of Phase 2 approved Security Data Analysis project plan and report progress to the Board

100% of Phase 2 approved Security Data Analysis project plan implemented and progress reported to Board

Implement 25% of approved Security Data Analysis project plan and report progress to Board




SACAA Revised Strategy – Quarterly Targets TABLE B (continued)




Ensure effective civil aviation safety and security oversight Aviation Security Master Oversight and Surveillance Plan Reporting period

Annual Target 2019/202019/20 Quarterly Targets

Quarter 1 Quarter 2 Quarter 3 Quarter 4

R =Renewals S = Surveillance Renewals Surveillance R S R S R S R S

Airports and Airlines

QuarterlyAchieve 95% of the MOSP for safety and

security

31 211 7 52 8 61 11 42 5 56

Regulated Agents and Known Consignors 153 187 75 4 43 45 10 80 25 58

Dangerous Goods Safety Oversight 186 234 47 69 48 61 42 57 49 47

Training Organisations 29 58 7 14 8 15 7 14 7 15

Screening Organisations 20 40 5 10 5 10 5 10 5 10

Performance Indicator: Total - Minimum 95% of annual target 419 730 141 149 112 192 75 203 91 186

Aviation Infrastructure Master Oversight and Surveillance PlanReporting period



R = Renewal S = Surveillance Renewals Surveillance R S R S R S R S

Air Traffic Services

Quarterly Achieve 95% of the MOSP for safety and

security

28 28 8 10 9 3 6 8 5 7

Aerodrome Licence Inspections & Surveillance 128 19 29 3 45 2 32 8 22 6

CNS 0 56 0 23 0 12 0 13 0 8

Aviation Environmental Protection 0 12 0 3 0 4 0 2 0 3


Aviation Safety Operation Master Oversight and Surveillance PlanReporting period



R = Renewal S = Surveillance Renewals Surveillance R S R S R S R S

Aircraft Maintenance OrganisationQuarterly Achieve 95% of the MOSP

for safety and security

429 86 107 21 108 22 107 21 107 22

Manufacturing Organisation 20 4 5 1 5 1 5 1 5 1

Air Operator Certificate Holders 228 54 57 13 57 13 57 14 57 14

Aviation Training Organisations 50 260 14 66 12 66 14 66 10 62



RPAS Operator Certificate Holders 39 10 10 3 10 3 9 3 10 1

Flight Simulator Training Device 143 0 36 0 36 0 36 0 35 0

Airports (Aviation Medicine) 0 13 0 4 0 3 0 3 0 3

Design Organisations 13 4 4 1 4 1 4 1 1 1

Foreign Air Operators (Safety Assessment of foreign aircraft) 0 50 0 12 0 13 0 12 0 13

Aviation Recreational Organisations 9 9 3 3 2 2 1 1 3 3


Strategic Objective

Audited Actual Performance Annual Target 2018/19





Organisational Goal 2: Improve fnancial sustainability of Regulator

Organisational goal estimated cost: R71.7m

NDP: Reforming the public service DoT: An effcient and integrated transport infrastructure network for social and economic development

Diversify and expand sources of revenue

Updated funding model approved by Board

Approved financial model development project plan

Board approval of revised funding model and commence implementation

Develop annual funding model project plan, seek EXCO approval, implement 90% of the annual plan and report to EXCO

Implement 90% of Phase 2 of the Funding Model project plan and report progress to the Board

90% of Funding Model Project Plan implemented and progress reported to Board

Develop Phase 2 of Funding Model project plan and seek EXCO approval

Implement 30% of Funding Model project plan and report progress to Board



N/A Develop a framework for FIU sustainability for approval by the Board

Board-approved FIU Sustainability Framework

Develop a sustainability framework for FIU and submit progress report to EXCO

Submit Final FIU sustainability framework for Exco approval

N/A Submit FIU Sustainability framework for Board approval




Strategic Objective



PerformanceIndicator2019/20Year 3 Year 2 Year 1 Quarter 1 Quarter 2 Quarter 3 Quarter 4

Organisational Goal 3: Drive Stakeholder Management and Regional Cooperation

Organisational goal estimated cost: R50m


Improve stakeholder engagement

Board approved Stakeholder Management Plan

Organisation Design – diagnostic customer concerns mapped

Revise and implement Board-approved Stakeholder Management Plan

Implement 90% of Stakeholder Management Plan (SMP) and report to EXCO

Develop a revised Stakeholder Management Strategy for approval by the Board.

Board-approved Stakeholder Management Strategy

Consult internal and external stakeholders and report outcome to EXCO

Develop first draft Stakeholder Management Strategy and submit to EXCO for comments

Submit Stakeholder Management Strategy to EXCO for approval

Submit Stakeholder Management Strategy to Board for approval.

Enhance regional cooperation aligned to the ICAO NCLB programme

N/A N/A N/A Develop a Regional Cooperation Strategy and Implementation Plan and seek Board approval

Implement 100% Phase 1 of Board- approved Regional Cooperation Plan and report progress to Board

100% Phase 1 of Regional Cooperation Plan implemented and progress reported to Board

Implement 25% of Regional Cooperation Plan and report progress to Board




Organisational Goal 4: Achieve customer service excellence


Improve customers’ service experience

N/A N/A N/A Review and Implement 90% of Phase 2 of the Change Management Programme (CMP) and report to EXCO

Develop a Customer Contact Centre business case for approval by the Board

Board Approved Customer Contact Centre Business Case

Conduct Stakeholder consultations

Develop Customer Contact Centre business case and report progress to Board

Submit Final Customer Contact Centre business case to EXCO for approval

Submit Final Customer Contact Centre business case to Board for approval

Organisational Goal 5: Improve organisational effciencies and effectiveness


Achieve integrated ICT systems

N/A Approved Enterprise Business System Tender

Implement IT Systems strategy

Complete 100% of the EBS Project plan and report progress quarterly to EXCO

Develop a 3-year ICT Strategy and an implementation plan for Board approval

ICT Strategy and an implementation plan approved by Board

Consult with stakeholders and report outcome to EXCO

Develop first draft of the ICT strategy and submit to Exco for comments

Submit final ICT strategy and an implementation plan for EXCO approval

Submit final ICT strategy and an implementation plan to Board for approval




Strategic Objective






N/A N/A N/A Develop EXCO approved Electronic Records and Document Management System (ERDMS) business case

Implement 80% Phase 1 of the approved Electronic Records and Document Management System (ERDMS) Project Plan and report progress to Board

80% Phase 1 of ERDMS Project Plan Implemented and progress reported to EXCO and Board

Develop Phase 1 of the ERDMS project plan and submit to EXCO for approval

Implement 20% of the ERDMS Project plan and report progress to EXCO and Board



Organisational Goal 6: Enhance human capital and accelerate transformation


NDP: Transforming society and uniting the country DoT: Increased contribution to Job Creation

Drive a performance culture

N/A N/A Implement Board-approved HR strategy in accordance with roll-out plan milestones

Implement 90% of the HR Plan and report to the HRC

Develop an annual HR Plan for approval by Board. Implement 90% of HR plan, reporting progress to Board

Board approved annual HR plan. 90% of HR Plan implemented and progress reported to Board

Develop an annual HR plan and submit to Board for approval

Implement 30% of the annual HR Plan and report progress to Board



Demystify aviation to previously disadvantaged communities

N/A N/A N/A N/A Develop and implement 90% Phase 1 of the outreach programme to expose designated groups to aviation career opportunities

Achieve 90% Phase 1 implementation of outreach programme and report progress to EXCO

Develop the Outreach programme for DCA approval

Implement 30% Phase 1 of Outreach programme and report progress to EXCO






Indicator Indicator title

Short defnition

Purpose/Importance

Source collection data

Method of calculation

Data limitation

Type of indicator

Calculation type

Reporting cycle

New indicator

Desired Purpose

1. Regulate aviation industry effectively and effciently

90% of the ICAO USOAP CMA SACAA specific CAP implemented and recommended to Board

SACAA USOAP CMA CAP

Implementation of SACAA USOAP CMA Safety CAP

Ensuring the closure of findings in the ICAO USOAP CAP

USOAP CMA CAP Report

Percentage of findings closed as per CAP report

Limited to SACAA specific CAP

Quantitative % percentage completion or closure of findings in CAP

Quarterly No Improvement of civil aviation safetyoversight

80% of the Peer Assessment SACAA specific USAP CMA CAP implemented and reported to EXCO

Peer Assessment CAP

Implementation of aviation security Peer Assessment CAP

Ensuring the closure of the security Peer Assessment CAP

USAP CMA CAP Report

Percentage of findings closed as per CAP report

Limited to SACAA specific CAP

Quantitative Cumulative quarterly % percentage completion of closure of findings in CAP

Quarterly No Improvement of civil aviation security oversight

100% of the Phase 2 Examinations project plan implemented and progress reported to Board

Licensing assurance

Examination project plan implementation

Improved licensing oversight system

Examinations project plan

% percentage completion of project plan

None Quantitative Cumulative quarterly and % percentage completion of project plan

Quarterly No Effective safety and security oversight

80% of the Phase 1 RPAS Operations Monitoring System project plan implemented and progress reported to Board

RPAS Operations Monitoring System implementation

Implementation of RPAS Operations Monitoring System business case

To provide a structured approach to RPAS Operations oversight

RPAS project Plan and Report


Only measuring RPAS Commercial Operations

Quantitative Cumulative quarterly and % percentage completion of project plan

Quarterly Yes RPAS Operations effective monitoring through technology

2019/20 Technical Indicator Per Division – Table C



Indicator Indicator title

Short defnition

Purpose/Importance



Data limitation

Type of indicator

Calculation type

Reporting cycle

New indicator

Desired Purpose

80% of Phase 1 of Improved Personnel licensing Approach project plan implemented and progress reported to Board

Implementation of Improved Personnel Licensing Approach

Quality assurance Process to improve licensee assessment

Improve quality of licensees

Personnel Licensing approach Project Plan



Quarterly No Improved quality of licence holders

DCA approved GA safety strategy and implementation plan

General Aviation Strategy Development

General Aviation Strategy and implementation plan

Reduce the number of aircraft accidents

GA Safety strategy

N/A None Qualitative N/A Quarterly Yes Holistic strategy on General Aviation oversight

100% of Phase 2 approved Safety Data Analysis project plan implemented and progress reported to Board

Safety Data Analysis project plan implementation

Safety Data Analysis

Implement a risk-based approach to industry safety oversight

Safety data close-out report and EXCO resolution

N/A None Qualitative N/A Quarterly No Quality safety data available instantly and used to predict trends

100% of Phase 2 approved Security Data Analysis project plan implemented and progress reported to Board

Security Data Analysis project plan implementation

Security Data Analysis

Implement a risk-based approach to industry security oversight

Security data close-out report and EXCO resolution

N/A None Qualitative N/A Quarterly No Quality security data available instantly and used to predict trends

2019/20 Technical Indicator Per Division – Table C (continued)



Area of Oversight 2019/20 Annual Target



Data limitation Type of indicator

Calculation type

Reporting cycle

New indicator Desired Purpose

R = RenewalsS = Surveillance

R S

AvSec Airports and Airlines 31 211 Quarterly Report Addition of Total Annual Target and % achievement overall

Applications Quantitative Cumulative quarterly

Total annual %

Quarterly No Effective safety and security oversightRegulated Agents and Known Consignors 153 187

Dangerous Goods Safety Oversight 186 234

Training Organisations 29 58

Screening Organisations 20 40

AI Air Traffic Services 28 28

Aerodrome Licence Inspections & Surveillance

128 19

CNS 0 56

Aviation Environmental Protection 0 12

ASO Aircraft Maintenance Organisation 429 86

Manufacturing Organisation 20 4

Operator Certificate Holders 228 54

Aviation Training Organisation 50 260

RPAS Ops Certificate Holders 39 10

FSTD 143 0

Airports (AvMed) 0 13

Design Organisations 13 4

Foreign Air Operators (Safety Assessment of foreign aircraft)

0 50

Aviation Recreational Organisations 9 9




Indicator Indicator title Short defnition Purpose/Importance




Calculation type

Reporting cycle


2. Maintain fnancial sustainability

90% of Funding Model Project Plan Implemented and progress reported to Board

Funding Model implementation and completion

Funding model project plan

Reduces overreliance on single income stream

Funding model project Plan



Quarterly No Implement diverse income streams

Board- approved FIU Sustainability Framework

Development of FIU sustainability framework

FIU sustainability framework

Continued sustainability of FIU

Approved FIU Sustainability Framework



Quarterly Yes Sustainability Framework

3. Drive Effective Stakeholder Management and Regional Cooperation

Board- approved Stakeholder Management Strategy

Stakeholder Management Plan Implementation

Implementation of Stakeholder Management Plan

Business that meets stakeholder expectation

Board- approved Stakeholder Management Strategy and resolution

N/A None Qualitative Quarterly submission of Progress of Stakeholder Management Strategy development

Quarterly No Improved stakeholder engagement

100% Phase 1 of Regional Cooperation Plan implemented and progress reported to Board

Regional Cooperation Strategy Implementation

implementation of Regional Cooperation Strategy

Contribute and learn from regional counterparts

Regional Cooperation Plan implementation plan

N/A None Qualitative N/A Quarterly Yes Enhance safety and security on the continent through cooperation

4. Achieve Customer Service Excellence

Board- Approved Customer Contact Centre Business Case

Customer Contact Centre

Development of Customer Contact Centre business case

Improve organisational customer service delivery

Customer Contact Centre business case

N/A none Qualitative N/A Quarterly Yes Improved customer experience




Indicator Indicator title Short defnition Purpose/Importance




Calculation type

Reporting cycle


5. Improve organisational effciencies and effectiveness

ICT Strategy and an implementation plan approved by Board

ICT Strategy Development of ICT Strategy

ICT Strategy development

Approved ICT Strategy

N/A none Qualitative N/A Quarterly No Revised ICT Strategy

80% Phase 1 of ERDMS Project Plan Implemented and progress reported to EXCO and Board

Electronic Records and Document Management System

ERDMS project plan implementation

To improve information and Records Management

ERDMS Project implementation plan

% percentage completion of ERDMS project plan


Quarterly Yes Improved Records Management

6. Enhance human capital and accelerate transformation

Board approved annual HR Plan. 90% of HR Plan implemented and progress reported to Board

HR Strategy Development of HR Strategy

Improve organisational effectiveness

HRC Board approved Strategy and Plan

N/A none Qualitative N/A Quarterly No Maintain an effective human capital system

Achieve 90% implementation of Outreach programme and report progress to EXCO

Outreach Programme

Development and Implementation of Outreach programme

Aviation careers programme

Outreach Programme implementation report

% percentage completion of Outreach Programme

none Quantitative Cumulative quarterly and % percentage completion of Outreach programme

Quarterly Yes Transformation initiative




13. MTEF EXPENDITURE



14. SACAA FINANCIAL POSITION



15. MTEF STRATEGY RECONCIL IATION



NOTES

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


Keeping you safe in the sky

Physical Address Ikhaya Lokundiza 1 16 Treur Close Waterfall Park Bekker Street Midrand Johannesburg

Postal Address Private Bag X 73 Halfway House 1685

Telephone No. +27 11 545 1000Fax. No. +27 11 545 1465

Email Address [email protected] Address www.caa.co.za

RP No. RP130/2019ISBN No. 978-0-621-47322-3


2019/20 ANNUAL PERFORMANCE PLAN Plans/SACAA Annual Performance... · 2019-11-18 · 8.2 Pestle...

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