SACAA strategic plan focuses on safety, oversight and financial viability

SOUTH AFRICAN CIVIL AVIATION AUTHORITY
STRATEGIC PLAN - 2009/12

Commitment
Responsibility
Accountability
Consistency
Knowledge
Sharing
Integrity
Transparency
Towards being a Credible and Dynamic

World class Regulator
1
CONTENTS Page
Vision - Mission 4
Executive Summary 5
Organisational Structure 7
Organisational Overview
SWOT Analysis 8
International Bench Marking 9
Level Of Compliance 10
Accident Category 11
Industry Environment 12
Risks 13
Strategy
Development 14
Previous Objectives 15
New Strategic Objectives 16
Goals and Key Performance Areas 17
Development Map 24
Performance Management
(Balanced Scorecard)
Improvement of Safety Objective 25
Improvement of Internal Processes 26
Objective
Build Human Capital Objective 27
Ensure Financial Viability Objective 28
Oversight Technical Departments 29
Air Safety Operations
Capacity of Inspectors 30
Definitions 31
Oversight Activities 32
South African Civil Aviation Authority
Strategic Plan: 2008 - 2012 2
CONTENTS Page
Aircraft Safety Oversight

Capacity of Inspectors
Air Safety Infrastructure 34
Oversight
Aerodrome Oversight 35
Surveillance Activities 36
Aviation Security 37
Human Resources 39
Company Demographics
Training 41
Various Departments 42
Financial 43
Assumptions and Notes
Three Year Budget 47
Information Technology 48
Introduction
Current Infrastructure 49
Road Map 50
Planned Infrastructure 51
52

Vision
To be a credible and dynamic world class civil

aviation regulator
Mission
• To promote and maintain a safe, secure and sustainable

civil aviation environment while adhering to international
standards
• To regulate and oversee the functioning and development
of the industry in an efficient, cost effective, and
customer friendly manner
• To promote an enabling environment for transformation
and development

Executive Summary
SACAA Mandate Strategic Plan Development Process
The South African Civil Aviation Authority (SACAA) is an agency of The Management of the SACAA has developed the Strategic Plan
the Department of Transport (DoT) and as a result, its activities are and is submitting to the Board as a discussion document to solicit
governed by a performance agreement signed between the Board of input and further incorporate such in the final Strategic Plan. It is
Directors and the Minister of Transport. Its mandate, defined more hoped that the next Strategic Plan development process will be
fully in the South African Civil Aviation Authority Act No. 40 of 1998, handled more efficiently due to continuity
can be summarised as follows:
Financial Plan
“Regulating the civil aviation industry to ensure security and safety
The authority has budgeted an increase of Passenger Safety Levy of
by complying with International Civil Aviation Organisation ( ICAO)
R2.00 from the 1st of April 2009 bringing the total levy to R12.00 per
and taking into consideration the local context.”
passenger ticket. The same levy is set to increase from the 1st of
Background of SACAA Development April 2011 by a further R1.30 bringing the total Passenger Safety
Charge to R13.30 per ticket.
The Civil Aviation Authority (SACAA) was established on 1 October
1998 following the enactment of the South African Civil Aviation The Financial Plan has been based on the increase in passenger
Authority Act, No 40, in September of the same year. The Act activity of 8% in the 2010 financial year, 15% in the FIFA 2010
provided for the establishment of a stand-alone authority charged World Cup year, and finally 8% on the 2012 year based on the first
with promoting, regulating and enforcing civil aviation and security year (2010). These assumptions result in operating losses for all the
standards. three years, however Interest Income brings the Net Income to
positive balances throughout the budgeted years. It is important to
The creation of the SACAA reflected the Government’s then
note that although the three years are budgeted at an operating loss,
priorities of policy development, economic restructuring, addressing
cash flows will remain positive a result of high depreciation figures.
social inequalities and reducing the burden on the general taxpayer,
by expanding the application of the “user pays” system. The additional capacity increase of Inspectors for the FIFA 2010
World Cup is expected to cost the Authority R12m in 2011 and
In terms of its enabling legislation, the SACAA is mandated to
R14m during the subsequent year.
generate its funding requirements from mainly from user fees, a
charge on departing scheduled passengers and a fuel levy payable Part of the financial burden results from a cost under recovery of
by the general aviation industry. Another significant income stream Accidents and Incident Investigation, a function SACAA administers
stems from charges for various services of the organisation eg on behalf of the Department of Transport. The budgeted income for
aircraft registration, pilots examination and registration, various the current year DoT subsidy is R7.5m, however total expenses for
licensing activities etc. The following has been the revenue the seven months to date are R5,8m excluding communication costs
component of the SACAA. and rent. At this rate there will be an under recovery of R2,5m with
an all inclusive possible cost under recovery of R3,5m. Discussion
Sources of Revenue:
with the DoT are being undertaken to fully recover these expenses.
Safety Charge 77%
User Fees 21.5%
Fuel Levy 1.5%
Dept of Transport 3% (Accident Investigation)
Executive Summary (cont’d)
The Company Support Departments
The South African Civil Aviation Authority is a Schedule III company with Finance and Information Technology
a total staff compliment of 384 and a forecast turnover of over R200m for Risk, Compliance, Exams & Licencing
the year ending March 2009. Human Resources
Since inception the company has had a high turnover of Executive Legal
Management which led inter alia to a lack of adequate technical Strategy and Corporate Communications
resources to provide the required industry oversight as required by Strategic Focus
international agreements. This resulted in international compliance The strategic focus is on the technical departments with other
challenges in 2007 that threatened the downgrading of South Africa’s departments playing a supportive role. To ensure delivery, all the
Category 1 status by the Federal Aviation Administration (FAA). Such divisions are covered in detail by the new Balanced Scorecard that
an action would have had severe implications for the economy and the forms the basis of detailed divisional plans that reconcile to the Strategic
FIFA 2010 World Cup. Plan. The Performance Management system is the implementation tool
The international compliance challenge meant that a major recruitment of the strategy.
drive had to be undertaken in order to fill various vacant posts with Human Resource Planning
skilled personnel. Unpaid overtime had to be taken by dedicated
employees in order to cover for lost time during the unproductive years. In comparison to national demographics, the SACAA has under
employed Africans by 16% and over employed White Males by 18%.
Consequently this hard work yielded dividends when the organization This position exists because of the aforementioned need to employ pilots
was officially notified by FAA in October 2008 that it had maintained its and technicians who are qualified and experienced on all the types of
Category 1 Status. This success was achieved with direct assistance aircraft currently on the South African Aircraft Register, in order to
from the Minister of Transport, who appointed a Task Team to steer the conduct oversight in accordance with Conventions on International Civil
many if the initiatives required. Aviation, to which South Africa is a signatory. These skills have
The last eighteen months have been focused on passing audits traditionally been the domain of white males and are also in great
International Civil Aviation Organization (ICAO) and the FAA, as a result demand word-wide as is evidenced on the section on International
systems and processes were less prioritized. The era has come to Benchmarking. Recruitment and internal training efforts are actively
improve these systems and processes in order to be the best regulator geared to address these imbalances wherever possible in accordance
in the world. To achieve this objective the company is implementing a with the requirements of the Employment Equity Act. To this end, 6.5%
Balanced Scorecard system. The company further believes that it is of payroll has been allocated for training of employees, which is more
values like Commitment, Responsibility, Accountability, Consistency, than double the national average.
Knowledge Sharing, Integrity and Transparency will improve service Technology Plan
excellence and consequently contribute to the vision.
SACAA is in the process of developing the full Technology Plan. The
As a regulator the organization is made up of various divisions, some
current plan will be revised once this exercise has been completed. Part
purely technical and others supportive.
of the Systems intended to be procured in the next financial year is the
Technical Departments Executive Dashboard, Safety Management System, Surveillance
System and a Quality Management System.
Air Safety Operations
Aircraft Safety
Air Safety Infrastructure South African Civil Aviation Authority
Aviation Security. Strategic Plan: 2008 - 2012 6
SACAA Organisational Structure as at Oct 2008

Organisational Overview – SWOT Analysis
In order to comprehend SACAA’s strengths, weaknesses, opportunities and threats, a table is presented below. Most of the weaknesses and threats
have been addressed through the Balanced Scorecard as referenced in the table. Management believes in such a coordinated approach in eliminating
these threats and weaknesses. Much still needs to be done in the pursuit of maximizing current strengths and opportunities.
Strengths, Weakness, Opportunity and Threats Analysis
STRENGTHS ( SCORECARD) OPPORTUNI TIES ( SCORECARD)

1. Compliant with ICAO standards CAAIm1.1 1. Knowledge and skills sharing with the rest of Africa
2. Category 1 FAA IASA assessment CAAIm1.2 2. Transfer of skills and knowledge from inspectors nearing retirement age
3. Comprehensive technical training programme CAAL4.1 through mentorship programmes CAAL3.1
4. Committed and competent work force CAAL8 3. Improve teamwork across diverse cultures CAAL1
5. Autonomous Agency, independently funded 4. Planning process and efficiency improvements CAAL5.1
6. Sustained ISO 9001 compliance (7 years) CAAI6.1 5. Recently concluded internal survey highlights factors that can be addressed
7. Healthy Financial Position CAAF in order to improve the organization CAAL8.1
WEAKNESS ( SCORECARD) THREATS ( SCORECARD)

1. Statistics gathering process inadequate CAAI4.1 1. Worldwide demand for pilots affecting attraction and retention of flight
2. Inadequate financial controls CAAF3.1 inspectors CAAC2.2
3. Lack of an integrated information technology CAAI4.1 2. Scarcity of black and female pilots in the industry affects employment equity
4. Inadequate strategy on General Aviation sector CAAC2.2 objectives CAAL2.1
5. Misalignment of remuneration and reward system CAAL6.1
6. Bureaucratic approvals process CAAI7.1
7. Lack of representivity in accordance with
demographics of country in certain depts.
8. Revenue model not updated since inception

Organisational Overview – International Benchmarking
In the recent International Civil Aviation Organization audit results, SACAA performed well above international standards in the technical
areas. Although there are challenges in the areas of Technical Personnel Qualification & Training, Surveillance Obligations, and
Resolution of Safety Concerns. The international aviation community seems to be experiencing greater challenges in the same areas.
These results make the 2012 vision of being the best regulator a serious possibility.
SAFETY OVERSIGHT AUDIT RESULTS UNDER

THE COMPREHENSI VE SYSTEM AAPROACH
State : South Africa Audit Period 5 to 16 July
Level of Implementation of the Critical Element s of a Safety Oversight System

1 = Not Implemented
10 = Fully Implemented
CRITICAL ELEMENT ¢ = State’s Level of Implementation
£ = Global Average
01 02 03 04 05 06 07 08 09 10
Primary Aviation Legislation £ £ £ £ £ £ £ £ ¢ £
Specific Operating Regulations £ £ £ £ £ £ £ £ ¢ £
State Civil Aviation System and Safety
£ £ £ £ £ £ £ £ ¢ £
Oversight Functions
Technical Personnel Qualification and Training £ £ £ £ £ £ £ ¢ £ £
Technical Guidance, Tools and the provision of

£ £ £ £ £ £ £ £ ¢ £
Safety Critical Information
Licensing, Certification, Authorisation and
£ £ £ £ £ £ £ £ ¢ £
Approval Obligations
Surveillance Obligations £ £ £ £ £ £ £ ¢ £ £
Resolution of Safety Concerns £ £ £ £ £ £ £ ¢ £ £
9
Organisational Overview – Level of Compliance
Despite current ICAO compliance status on the eight critical elements, a lot still needs to be accomplished to realize the new vision of being the best
regulator. The table below indicates significant improvement within a year in areas of Qualified Technical Personnel and CAA Structure & Safety
Oversight Functions. However areas such as Primary Aviation Legislation have a long lead time as they are dependent on parliamentary procedures
that have similar time frames, this cycle could extend to 18 months.
ICAO CORRECTIVE ACTION PLAN IMPLEMENTATION

100%
90%
80%
70%
% Non-Compliance
60%
50%
40%
30%
20%
10%
0%
CAA Structure
Primary Specific Qualified Technical Licensing and Continued
and Safety Resolution of
Aviation Operating Technical Guidance Certification Surveillance
Oversight Safety Issues
Legislation Regulations Personnel Material Obligations Obligations
Functions
Status at July 07 25% 31% 28% 30% 32% 7% 13% 17%
Status at March 08 21% 28% 18% 10% 31% 6% 12% 17%
Expected status at Dec 08 17% 4% 0% 0% 2% 0% 0% 0%
10
Organisational Overview – Accident Category
A review of the March 2008 Incident Category indicates various causes of incidents and accidents in the general aviation sector. Most of the recent
accidents reported in the media belong to this category. In a view to reduce these Incidents and Accidents by 50% in 2012, the Authority has gathered
industry role players through the General Aviation Safety Initiative (GASI) to suggest ways to drastically improve the country’s safety record. This
requires a fresh outlook of challenges by the industry, to be implemented by the same industry. South Africa still maintains a good record within the
scheduled category.
CATEGORIES OF INCIDENTS APRIL 07- MARCH 08
800
700
600
Airspace Violations
NUMBER OF INCIDENTS
500 Bird Strikes

Go Around
Other
400 Procedures
TCAS
Technical Aircraft
300 Weather
Aborted Take Off
200
100
0
Airspace Bird Strikes Go Around Other Procedures TCAS Technical Weather Aborted
Violations Aircraft Take Off
INCIDENT CA TEGORY South African Civil Aviation Authority
Organisational Overview – Industry Environment
Technical skills, namely pilots and

maintenance engineers, are in great
demand by countries from the East and
Middle East. Serious concerns regarding
the exodus of these skills have been
raised in various fora including the media.
A recent research by the SACAA
revealed that there is a healthy
distribution of professional pilots (ATP’s
and Com’s) throughout the industry.
Meanwhile such results are positive for
the country, more needs to be done to
retain such scarce skills. The attached
schedules shows a healthy distribution of
pilots in the industry from an age
The current healthy distribution of the perspective.
ages of professional Pilots throughout
the industry has to be compared with
the entrants of the industry. The same
recent research by the Authority
revealed a high number of entrants in
the industry between the ages of 21
and 29 as tabulated in the adjacent
Commercial Pilots table. This means
that there is growing interest in the
industry to supply future Pilot needs of
the country.
It must be stressed that although the

situation is encouraging, more needs
to be done to counter any possible
massive exodus in future. A further
breakdown of Commercial Pilot
holders according to race and gender
would give valuable insight of the
industry. South African Civil Aviation Authority
Organisational Overview – Risk
In late 2008 the following Top 7 Risks were identified with the assistance of the internal auditors. These were initially scored at a potential 20, however after
considering mitigating factors these were later scored lower as indicated in the table. At the point of identification, management had already assigned
responsible persons to address these risks as tabulated in the Balanced Scorecard.
SEVEN TOP RISKS

RISK DESRIPTION INHERENT RESIDUAL MITIGATING ACTIONS PER
RISK RISK BALANCED SCORECARD
LEVEL LEVEL
1 Qualified audit report resulting in reputational risk and 20 16 CEO, Address Audit findings, CAAL7.1,
reporting to SCOPA CFO
2 Inadequate financial controls and procurement processes 20 16 CFO, Address Audit findings, CAAF3.1
resulting in inefficiency, possibility for fraud and non
compliance with legislation
3 SACAA non-adherence to all aviation legislation, including 20 12 GM AS, Implement Guidance Service,
misinterpretation, this may result in compromise of aviation CAAC6.1
safety and security
4 Inadequate examination and licensing integrity, resulting in 20 12 CEO, improve Safety & Security CAAC2.1
the compromise of aviation safety and security, and
legal/reputation risk exposure.
5 Inadequate human capital managem ent including 20 12 GM HR, improve Rewards System CAAL6.1
attraction, retention, development and succession planning
6 Inadequate performance managem ent and measurement 20 12 GM HR, Robust Performance Managem ent
systems resulting in failure to achieve milestones and System CAAL5.1
improve SACAA HR efficiency and effectiveness
7 Non-compliance to ICAO Annexes and SARPS and FAA 20 10 CEO, improve Compliance to International
requirements. Standards CAAC5.1

Strategy - Development
Historical Background The strategic development and roll out process is expected to follow
The SACAA has in the past developed a number of strategic the tabulated sequence. Ideally the strategic session should have
plans. All of these plans lacked the Balanced Scorecard that included the new inputs from the Board. Management used existing
ensures delivery of key performance areas. This situation mandate and prior Board Objectives in developing the current
meant that although there were noble objectives accomplished Strategic Plan. It is expected that the current Board will provide input
in a less structured environment, an era has come where a
more coordinated effort has to be applied to improve service to the current strategy and adjustments incorporated in the final
delivery, efficiencies, development of the organization and Strategic Plan. It is anticipated that the next Strategic Plan will be
drastic reduction of accidents. handled better after having cleared teething problems.
The current Strategic Plan offers a structured approach in
pursuit of achieving organizational goals. SACAA
Strategic Process
Strategic
In a strategic session in June 2008, the Executive Management Session
of SACAA developed a new vision in cognizance of the
milestones covered and the challenges that lay ahead. This
process was administered by an external consultant in order to
ensure objectivity and progress. The exercise culminated in the
development of the Strategic Map and the organization's SACAA DOT
Balanced Scorecard.
Subsequently divisional scorecards have been developed in line Organisational Performance
with the organization's and consequently the executive Scorecard Agreement
management scorecards adjusted. This process is being
cascaded to employees and for the first time the employee’s
performance to the organization's are being synchronised.
Strategic Approach
The approach in compiling the 2009 -2012 Strategic Plan is that Divisional
it had to be concise and yet articulate in its goals. As a result the
technical department’s oversight activities and capacity are a Scorecards
significant feature. This approach does not compromise overall
organization delivery as the Balanced Scorecard is designed
specifically to harness technical and administrative roles.
All Staff
The Strategic Plan includes oversight activities and capacity,
however supporting detailed divisional plans exist separate from Performance
it. Scorecards

Strategy – Five Previous Objectives
The Current SACAA Board was appointed

HISTORIC OBJECTIVES in May 2008. The previous Board was
appointed in April 2005 and in late 2006
developed the tabulated objectives and
consequently the 2007/8 and 2008/9
1 Set civil aviation safety and security standards and regulate industry compliance in accordance strategic plans were based on these
with International Civil Aviation Organization (ICAO) standards and global best practice. objectives.
A revised strategic session of the SACAA

2 Facilitate aviation industry functioning, development and growth by participating in joint forum, Executive Committee in July 2008
making safety and security recommendations and promoting safety and security through developed the vision, “to be a world
campaigns and information dissemination. leader”. From this vision customer
deliverables as indicated in the following
Strategic Map were mapped out. These
3 Build effective organization systems and processes in order to ensure financial stability, good deliverables were then grouped in basic
corporate governance and performance excellence that meet or exceed government and four logical areas giving rise to the
industry expectations following new strategic objectives.
4 Ensuring growing customer satisfaction by creating a knowledge-based and customer-focused The major difference of the new objectives
organization is that there are much clearer and concise.
This has resulted in the reorganization of
the second and fourth objectives, the rest
remain the same in content. Customer
5 Attract, develop and retain skilled human capital satisfaction is no longer a separate
deliverable, it is the output of meeting key
performance objectives. The adjacent first
two objectives have been combined to
“Improving aviation safety.” Finally, in
spirit the four new objectives have not
departed from the original ones, but these
have been better organized to allow for
adherence to new statutory reporting
requirements and better accountability on
the Balanced Scorecard.

Strategy – Strategic Objectives
STRATEGIC MAP DISCUSSION
New Strategic Objectives from the
Strategic Impact
Strategic Mapping Process
The impact of the 2009/10 strategy is the current vision of the
organization, that is to be a credible and dynamic world class civil
aviation regulator. This vision will be achieved by maximum
possible compliance with ICAO, maintaining FAA Category 1 status Comply with Legislation and International
and reducing the general aviation fatality rate by 50%. Civil Aviation Standards and
Recommended Practices (SARPS)
Strategic Map Development
In the development of the strategic map in June 2008, Accelerate Transformation and Promote a
management had to outline deliverables that would have to be Value Based Organisation
accomplished in order to realise the new vision.
The first segment was dedicated to actions that need to be taken in Improve Corporate Governance,
order to satisfy customers and consequently achieve the vision. The Financial Sustainability and
customers referred to in this section are targeted external stake
Empowerment
holders of the organization. These customers include DoT, Pilots,
AMOs, ATOs, Aircraft Owners, Airlines, Media etc
The second segment of the Strategic Map focuses on the internal Attract , Develop and Retain Skilled
processes that make it possible to deliver on the stake holders Human Capital
referred to in the first paragraph. Without a concerted effort
towards these processes, it is almost impossible to deliver a good
service externally.
Improve Internal Systems and Processes
The third segment covers developmental imperatives where issues
of employee capacity building and morale are addressed in order to Increase assistance to improve Africa’s
effect changes in the internal processes and provide a good service
to the external stake holders. Civil Aviation Capacity
The financial aspect is the final category of the organization that is

necessary to realize the vision. Improve Stakeholder Relations
All the four elements are critical in realising the vision hence they
form the four main objectives of the Balanced Scorecard.
Strategy – Goals and Key Performance Areas
PRIORITY Aviation Safety and Security
Objective 1 Comply with Legislation and International Civil Aviation Standards and
Recommended Practices (SARPS)
Performance Indicator Level of Implementation by the Country and the SACAA of the Critical Elements
of a Safety Oversight System
Critical Issues • Primary Aviation Legislation
• Specific Operating Regulations
• State Civil Aviation System and Safety Oversight Functions
• Technical Personnel Qualification and Training
• Technical Guidance, Tools and the provision of Safety Critical Information
• Licensing, Certification, Authorisation and Approval Obligations
• Surveillance Obligations
• Resolution of Safety Concerns

PRIORITY Transformation and Growth
Objective 2 Accelerate Transformation and Promote a Value Based Organisation
Performance Indicator Level of Implementation of the Requirements of the Employment Equity Act
and the BBBEE Charter of the Aerospace Sector
Critical Issues • Identification of programmes that will achieve accelerated transformation without
impacting safety
• Implementation of succession planning
• Ensure skills development

Objective 3 Improve Corporate Governance, Financial Sustainability and Empowerment
Performance Indicator Adherence to PFMA, unqualified financial audits, performance against budget,
BEE spend
Critical Issues • Establishment of own internal audit capability
• Supply chain management
• Robust monthly financial reports including procurement issues
• Quarterly reports to Auditor General
• Review Revenue Model

PRIORITY Aviation Safety and Security, Transformation and Growth
Objective 4 Attract , Develop and Retain Skilled Human Capital
Performance Indicators Staff Turnover, Results of Internal Climate Survey,
Critical Issues • Competitive Remuneration Structures
• Favourable Working Environment
• Commitment by Management to Training Development
• Creation of a Managerial Development Programme
• Staff Morale

PRIORITY Corporate Governance
Objective 5 Improve Internal Systems and Processes
Performance Indicator Consolidated Performance Contracts – Balanced Scorecards, Progress on

integration of IT systems
Critical Issues • Robust performance management system in place
• Establishment of regional offices
• Migration of CPL and ATP exams to modern IT systems
• Eliminate possibility of Exam and Licensing Fraud
• Implementation of an Electronic Records and Data Management System

Objective 6 Increase assistance to improve Africa’s Civil Aviation Capacity
Performance Indicators Number of AFI workgroups participated in; Assistance given to other countries;
jet accident rate in Africa, excluding South Africa
Critical Issues • Harmonisation of Regional Aviation Regulations (COSCAP projects)
• Recruit and train additional capacity to assist other countries with implementing ICAO
Corrective Action Plans – budget considerations
• Support for Common Upper Airspace Control Centre for SADC and EAC

Objective 7 Improve Stakeholder Relations
Performance Indicator Results of Customer Satisfaction Surveys, Compliments vs. Complaints
Critical Issues • Qualified and Experienced Inspectorate
• Well trained staff
• Promote Culture of Excellence in Service Delivery
• Performance Management of underachievers

Strategy – Development Map
To be a Credible
To be a world
Impact
World Class
leader
Regulator
Improve Improve
Customer
Improve Implement Promote

Improve access to and Improve compliance to Improve
safety and guidance industry
service dissemination quality international brand image
security service growth
of information standards
Continue with
Improve Improve data Improve Improve Improve Improve Improve
processes
Improve external
consistency analysis certification supply chain
Internal
communica- quality internal

efficiency process
process tion process management processes process management
alignment
Implement
client solution
process
Learning and growth
Implement a
Compliance Implement robust Improve
Ensure the Ensure skills Improve Improve
to BBBEE succession performance rewards Improve I.C.T.
right staff development governance staff morale
requirements planning management system
system
Maintain Review Improve Improve

Financial
Manage cost Improve

current charge financial revenue
to budget productivity
income structure controls collection

Performance Management – Balanced Scorecard
Improving Safety is a major objective of the SACAA and directly deals with the mandate of the organization. The accountable persons in
this important deliverable are indicated below, however the technical departments in conjunction with campaigns from communications
contribute significantly to this cause.
A A A A R Fi Le H
IMPROVE SAFET Y S S S v is n ga R
O I s k a l
Key Performance Areas Key Performance Indicators Accountable e & n
c C c
o e
m
Improve Service Customer satisfaction survey Compliance x x x x x
Customer complaints x x x x x
Improve Safety and Audit findings CEO/Comm x x x x
Security
Progress against plan for safety campaign CEO/Comm x
Progress against safety improvements CEO/Comm x x x x x
Improve Access and Progress against plan Compliance x
dissemination of
information Number of Hits on the Website Compliance x
Improve Quality Customer Satisfaction Survey Compliance x x x x x x x x

Customer Compliments Compliance x x x x x x x x
Improve Compliance to Adherence to ICAO standards CEO/Comm x X x x x x
International Standards
Implement Guidance Progress Against Plan Air Safety
Service
Improve brand Image Top Mind Awareness (55) Exec (CEO)
Number of Customer Queries Exec (CEO)
Promote Industry Industry Growth Passengers/Tonnage CFO/Comm x x x x
Growth
25
Performance Management - Balanced Scorecard
Risk and Compliance is a significant role player in improving internal processes through its Quality Assurance Department. This department
verifies management assertions on compliance against approved plans through audits to ensure achievement of objectives. All the
departments are affected and responsible for some aspect of this objective.
A A A A R F L H
IMPROVE INTERNAL PROCESSES S S S v is i e R
O I s k n g
Key Performance Areas Key Performance Indicators Accountable e & a a
c C n l
o c
m e
Improve Efficiency Deadlines Missed Compliance x x x x x x x x
Number of Errors Compliance x x x x x x x x
Improve Consistency Compliance to Master Surveillance Plan ASO/Comm x x x x
Internal Audit Findings Compliance x x x x x
Continue With External Progress Against Plan Compliance
Process Allignment
Improve Data Analysis Progress Against Plan Compliance
Internal Customer Survey Compliance
Improve Communication Internal Customer Survey Exec/CEO x x x x x x x x
Improve Quality Progress Against Plan Compliance

Management
Non Conformances to Standard Compliance x x x x x x x x
Improve Internal Progress Against Plan CFO
Processes
Improve Certification Progress Against Plan Air Safety x
Processes
Improve Chain Supply Number of Deadlines Missed CFO x
Management of Cost CFO x
26
Performance Management - Balanced Scorecard
Attracting and Retaining Human Capital is a major responsibility of Human Resources although it affects all departments as indicated by the scorecard
A A A A Ri F L H
ATTRACT AND RETAIN HUMAN CAPITAL S S S v s i e R
O I s k n g
e & a a
Key Performance Key Performance Indicators Accountable c C n l
Areas o c
m e
Ensure the Right Number of Resignation within the first 6 Months HR x x x x x x x x
Personnel
Staff Turnover HR x x x x x x x x
Number of Staff that Achieve Performance Standard HR x x x x x x x x
Compliance to % Compliance CEO/Comm x x
BBBEE Requirements
Implement All Critical Posts Backed UP HR x x x x x x x x
Succession Planning
Ensure Skills Progress Against WSP HR x x x x x x x x
Development
Implement a Robust Progress Against Plan HR
Performance
Management Number of Performance Review On time HR x x x x x x x x
Improve Rewards Progress Against Plan HR

System
Staff Satisfaction Survey HR x x x x x x x x
Improve Governance External Audit Qualification CEO x x
Improve Staff Morale Climate Study Results CEO/Comm x x x x x x x x
Progress Against Previous Survey Corrections CEO/Comm x x x x x x x x

Absenteeism Numbers CEO/Comm x x x x x x x x
Disciplinary Hearings Non Performance CEO/Comm x x x x x x x x
Improve I.C.T Progress Against Plan CFO x x
Internal Customer Survey CFO x x 27
Performance Management – Balanced Scorecard
Ensuring financial viability is a responsibility of Finance although Legal may assist in Ministerial submissions seeking approval to increase
tariffs.
A A A A R F L H
ENSURE FINANCIAL VIABILITY AND GOOD GOVERNANCE S S S v is i e R
O I s k n g
Key Key Performance Indicators Accountable e & a a
Performance c C n l
Areas o c
m e
Maintain Actual Income Vs Target CFO x x x x
Current
Income Progress Against Fine System Legal
Review Progress Against Plan Legal

Income
Structure
Improve Internal Audit Findings CFO x x x x x x x x
Financial
Controls
Improve Actual Revenue Collected Against Target CFO x x x x x x
Revenue
Collection
Manage Cost Actual Expenditure Vs Budget CFO x x x x x x x x
to Budget
Improve Cost per Employee CEO/Comm x x x x x x x x
Productivity

Oversight – Technical Departments
AVSEC Continued
TECHNICAL DEPARTMENTS
This is regulated under Part 121, 135, 127 and 141 where the division
The SACAA performs its oversight duties through four technical divisions performs oversight on operators and relevant training institutions. Another
namely Air Safety Operations, Aircraft Safety, Air Safety Infrastructure and important function of the AvSec department is the direct oversight on
Aviation Security. This section will discuss human resources capacity in airlines and airports in order to prevent unlawful acts of interference. Also
line with surveillance requirements within these technical divisions. First, a new to the stable is General Aviation section intended to regulate the
summary of each of the technical divisions’ activities is given. general aviation sector.
Air Safety Operations (ASO) Another recent introduction to the stable is Part 108 pertaining to the
regulation of air cargo operators. The effective date of implementation is 1
The ASO division performs oversight on scheduled fixed wing aircraft February 2009. The initial phase of application by prospective air cargo
under part 121 and 135. Helicopters and Flight Schools are administered operators to become Regulated Agents and Known Consignors has
under Part 127 and 141. Testing Standards within the ASO division commenced.
administers Pilot exams for both the entry level Commercial Pilots and the
more advanced ATPs. Another function of the division is the training and certification of personnel.
The department administers Part 109 which deals with Avsec Training
Another important function of ASO is the Flight Inspection Unit (FIU) that including the approval and or accreditation of training organizations.
calibrates navigation equipment. As additional service to the airlines and
DFE’s, AvMed department of ASO, regulates the medical aspect of these Certification of personnel in the aviation security industry is regulated under
institutions. Part 110
Aircraft Safety (AS) Air Safety Infrastructure (ASI)
The AS division’s major role is to license air craft and perform oversight The ASI division performs various safety oversight functions in the Aviation
activities on Aircraft Maintenance Organizations or similar institutions. Infrastructure. One of the main duties is to license Aerodromes under nine
Other active departments within the division are Certification, Managem ent regions. In addition, the division issues annual licenses to commercial
and Standards Development and Certification Engineering. The division is airports after having successfully concluded oversight duties.
poised to introduce Defect Reporting & Technical Agreements and Aviation Communications, Navigations and Surveillance oversight is also performed
Environment Protection. on designated airports of the country. ATSU approvals and Surveillance
duties are also performed under the Air Traffic Services.
The AS division provides technical assistance to the ASO division in
performing its oversight role in order to issue AOCs. This coordinated effort Other Departments
is important in order to provide comprehensive oversight on DFEs.
The Technical Departments are supported by the Finance Department,
Aviation Security (AVSEC) Legal, Human Resources, Risk and Compliance and Strategy and
Communications.
The AVSEC department provides security oversight in various areas. One
of the important functions is to ensure safe transportation of dangerous
goods.

Oversight – Air Safety Operations
The Oversight capacity of the Flight Inspection Unit is at 65 Inspectors with the total number rising to 73 in 2009 and stabilizing at 83. This steady increase is
attributable to the projected increase in activity resulting in proportionate increase in oversight capacity. While there has been aggr essive recruitment, the
employee turnover in this area is quite high due to the global demand for the Inspector skills/Pilot skills. This situation has been worsened by the slow
recruitment cycle due to uncontrollable circumstances. The current Inspector figures indicate that more stringent measures need to be implemented to retain
skills within SACAA.
CAPACITY OF INSPECTORS
Operations Current Number of Targeted Targeted Targeted
Inspectors Inspector AOCs* and Inspector Inspector Inspector
Complement ATOs**/DFE Complement Compliment Compliment
2010 2011 2012
Part 121 20 55* 22 25 25
Part 135 14 142* 15 17 17
Part 127 6 67* 6 7 7
Part 64 7 43 8 9 9
TSO Officers 9 130 10 12 12
Part 141 5 237** 6 7 7
FIU 2 0 3 3 3
Avmed 2 0 3 3 3
TOTAL 65 73 83 83

Oversight Plan Oversight Assumptions
The Air Safety Operations (ASO) Division performs oversight on 1. Plan based on number of DFEs and DEs as per information
all of the 10 ATOs tabulated in the oversight plan. The SACAA received from Aviation Personnel Standards as at 9 October
intends to conduct a minimum of 1 audit per annum on all 2008
DFEs & DEs that are performing Designated Examiner duties 2. Subsequent attrition/new appointments of DFEs and DEs will be
at the relevant Airlines/ATOs. The attached summary incorporated into this plan accordingly
Surveillance plan captures a high level scenario with detailed
plans available at the division.
3. Oversight of South African Airways DFEs are planned during the
Airline's Primary Pilot Recurrent assessment period (Jan - June)
*DFE - Designated Flight Examiner (Pilots) - designated by the 4. To ensure that all DFE and DE oversights are completed timeously
Commissioner (SACAA) in terms of Section 5 (4)(b) of the Aviation before 31 December 2009, no DFE or DE oversights are
Act & CARs Part 61.36 planned for December 2009. This will allow for timeous
processing of the renewal applications of all DFEs and DEs.
**DE - Designated Examiner (Cabin) - designated by the However should there be any oversights not conducted by end
Commissioner (SACAA) in terms of Section 5 (4)(b) of the Aviation November, these outstanding oversights will be conducted in
Act & CARs Part 64.01.09 December 2009.

April May June July Aug Sept Oct Nov Dec Jan Feb March
NAME OF 2009 2009 2009 2009 2009 2009 2009 2009 2009 2010 2010 2010 TOT
AIRLINE D D D D D D AL
DF D DF D D D D D D D D D D DF D DF D
F DFE F F F F F
E E E E FE E E E E E E E E E E E E
E E E E E E
DFE 1 1 1 1 1 5
1 Time
DE 1 1
DFE 1 1 1 1 4
Airlink
DE 1 1
DFE 2 1 1 3 2 2 2 2 1 16
Comair
DE 1 1 1 1 4
Global DFE 1 1 2
Aviation DE 1 1
South DFE 12 12 11 7 13 13 68
African
Airways DE 1 1 1 3
DFE 1 2 2 1 1 1 8
Saafair
DE 1 1
DFE 1 3 2 2 2 1 1 1 1 14
SA Express
DE 1 1 1 3
Star Air DFE 1 1 2

Cargo DE 0
DFE 1 1
Stars Away
DE 0
DFE 1 2 1 1 2 7
Tulca/Mango
DE 0
TOTAL 14 1 13 2 14 1 11 2 11 1 9 2 9 1 9 1 0 0 9 1 14 1 14 1 141
32
Oversight – Aircraft Safety
The Aircraft Safety department is the most capacitated division in SACAA as a result of an aggressive recruitment drive initiated late last year
coupled with much lower employee turnover rates. Notably new areas requiring Inspectors have been planned for next year including the following
FIFA World Cup year. It is expected that the demand for these Inspectors will stabilize after the mentioned global event. The future Inspector
requirements are depended on oversight including affordability. There are 63 current Inspectors rising to 78 in March 2010 and finally stabilizing to
86.
Operations Inspectors Current Number of Inspector Inspector Inspector
Inspector AMO/ Complement Complement Complement
Complement Manufacturing 2010 2011 2012
Organisations
Large Aircraft (Part 121) Inspectors 11 55 12 14 14
Small Aircraft (Part 135) Inspectors 16 121 17 20 20
Rotorcraft (Part 127) Inspectors 6 46 6 7 7
NTCA 4 19 5 5 5
Manufacturing Inspectors 7 7 7 7 7
Certification Engineers 7 - 11 13 13
Aircraft Registrations 11 0 13 13 13
Defect Reporting 0 - 2 2 2
Environmental Protection 0 2 2 2 2
Unmanned Aircraft 1 - 3 3 3
TOTAL 63 250 78 86 86

Oversight – Aircraft Safety
The surveillance function of the Aircraft Safety division is made up of four major departments as indicated below. Tabulated below are types
of institutions to be visited per month, detailed names and dates are available at the division.
The current Surveillance Plan has been compiled based on the current institutions, this plan will be adjusted by additional institutions that will
be registered.
SUMMARY AIR SAFETY OVERSIGHT PLAN

Month Aircraft Maintenance Organizations (AMO’s) Manufacturing
Organizations
Part 121 Part 135 Part 127 NTCA MPT
Apr 2009 4 9 5 2 4
May 2009 3 13 2 0 3
May 2009 4 9 4 1 2
Jun 2009 6 7 6 2 3
Jul 2009 5 10 3 2 2
Aug 2009 4 8 4 1 1
Sep 2009 3 11 3 1 3
Oct 2009 6 10 3 3 2
Nov 2009 4 8 3 2 3
Dec 2009 6 7 1 2 3
Jan 2010 3 12 4 0 4
Feb 2010 4 9 3 1 2
Mar 2010 3 8 5 2 1
TOTAL 55 121 46 19 33

Oversight – Air Safety Infrastructure
The steady growth of Inspector numbers is determined by the passenger activity growth. Aerodromes Registered is notably a new section within
this division. 28 is the current Inspector compliment rising to 34 in March 2010 and stabilizing at 38 in 2011 and 2012.
Inspectors (Exclude Current Number of Inspector Inspector Inspector
Admin and Managerial) Inspector Aerodromes*, Complement Complement Complement
Complement ATSU’s**, heli- 2010 2011 2012
stops***
Aerodromes- 10 134* 13 13 13
licensed and approved 59***
Aerodromes - 0 1200* 2 4 4
registered
Communication, 3 67 NDB, 26 VOR, 4 5 5
Navigation, Sur- 39ILS, 30 Comm
veillance,Fre-quency mgmt. fcility inspections.
Air Traffic Services 3 22** 4 4 4
AIS 4 Collection, verification, 4 4 4

dissemination of
aeronautical information,
Notam Summaries,
oversee Briefing office.
Proc. Design & Cartography 8 Procedure Design, 7 8 8

Approval, Obstacle
assessments, Scoping
Reports
TOTAL 28 34 38 38

The Surveillance of the 2009/10 Aerodrome Infrastructure The following designated and non designated airports are
has been segmented to nine regions. Full months have subjects of annual license renewal process.
been designated to perform oversight duties in each region.
While nine months have been set aside for surveillance of The 2009/10 Surveillance Plan has allocated dates to
Aerodrome infrastructure, certification of commercial perform oversight activities on these aerodromes as
airports will take place concurrently indicated in the next page.
DESIGNATED AIRPORTS’S AERODROMES SUBJECT TO OVERSIGHT

AERODROME OVERSIGHT
Mafikeng Pietermaritzburg Polokwane
NUMBER OF SURVEILLANCE Umtata Durban Phalaborwa
PROVINCE AERODROMES DATE Upington Kimberley Mala-Mala
Pilanesburg Cape Town KMIA
Gauteng 18 May
Margate East London Lanseria
O.R. Tambo Port Elizabeth Richards Bay
Free State 10 June
George Bloemfontein
Western Cape 7 July
Mpumalanga/Limpopo 26 August
NON DESIGNATED AIRPORTS SUBJ ECT LICENSE RENEWAL INSPECTIONS
Kwa Zulu Natal 19 September
Grand Central Virginia Sabi-Sabi
Nothern Cape 19 October Rand Plettenberg Bay East Gate
Wonderboom Ulundi
Eastern Cape 15 November
Karoo 11 December
North West 15 January

TOTAL 140 Strategic Plan: 2008 - 2012 36
SURVEILLANCE ACTIVITIES
LICENSING OVERSIGHT OCCURRENCE 2009/10
6
5
No. Of Audits
The Air Safety Infrastructure has developed surveillance plans
4
for the three departments. These plans indicate various dates
for auditing various institutions, however for confidentiality 3
purposes the monthly activities of such oversight duties have 2
been tabulated and the names of specific institutions and dates 1
withheld.
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COMMUNICATION, NAVIGATION, SURVEILLANCE AIR TRAFFIC SERVICES INSPECTION OVERSIGHT
OVERSIGHT 2009/10 2009/10
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Oversight – Aviation Security
A number of the Aviation Security (AvSec) division departments are undergoing a promulgation process. Some of the personnel needed to
assist in these new functions have already been recruited in the current year. While more Inspectors have been requested than budgeted for,
inspector numbers have been apportioned based on activity increase and recent appointments amongst others. Financial affordability is another
factor considered in the budgeting of Inspector numbers. 22 is the current Inspector complement rising to 27 and stabilizing at 31 in 2011 and
2012.
Operations Inspectors Current Number of Targeted Target Target Inspector

Inspector Operators per Inspector Inspector 2011 / 2012
Complement Category 2009/2010 2010 / 2011
Airlines, Airports (121, 139, 4 57 Airlines, 4 4 4

NASP) 20 Airports
General Aviation 2 Promulgation process, 3 4 4
current on
database 272 for 10
Designated Airports
Avsec Training Section(109) 2 Promulgation 3 3 3
process
Certification of Personnel 2 Promulgation 3 4 4
(110) process
Dangerous Goods (121, 7 215 8 9 9
135, 127, 141,139, Operators
and 92)
Air Cargo Security (108) 5 Promulgation 6 7 7
Process
TOTAL 22 27 31 31

The (AVSEC)’s oversight plan is summarized below. While the number of oversight activities in the six departments are indicated, detailed
names and audit dates are kept by departmental personnel for confidentiality’s sake. The oversight plan will be adjusted by any increase or
decrease of institutions to be audited.
OVERSIGHT ACTIVITIES
PERIOD DANGEROUS CARGO TRAINING CERTIFICATION AIRPORTS & GENERAL TOTAL per
GOODS AIRLINES AVIATION MONTH
Apr 2009 67 48 8 16 28 20 187

May 2009 68 39 8 16 54 25 210
Jun 2009 58 31 8 16 44 45 202

Jul 2009 53 28 8 16 21 50 176
Aug 2009 51 40 8 16 34 50 199
Sep 2009 84 37 8 16 25 45 215
Oct 2009 80 27 8 16 49 45 225

Nov 2009 60 49 8 16 34 50 217
Dec 2009 33 - 8 16 40 25 122
Jan 2010 27 25 8 16 37 40 153
Feb 2010 50 45 8 16 31 55 205

Mar 2010 68 36 8 16 32 50 210
TOTAL 699 405 96 192 429 500 2321

Oversight – Aviation Security
Avsec will be performing oversight duties on the following designated air ports.
DESIGNATED AIRPORT S SUBJECT TO SECURITY OVERSIGHT
Mafikeng Pietermaritzburg Polokwane

Umtata Durban Phalaborwa
Upington Kimberley Mala-Mala
Pilanesburg Cape Town KMIA
Margate East London Lanseria
O.R. Tambo Port Elizabeth Richards Bay
George Bloemfontein

Overview - Human Resources
SACAA has a current employee complement of 386 made up of 63% Africans, 4% Coloureds, 5% Indians and 28% Whites. The Coloured and
Indian segments are more or less in line with national demographics. While the Demographics are much closer to broad population representivity
than any other organisation in the Aviation Industry in South Africa, segments that differ significantly are Africans being 16% below the national
demographic benchmark, and the White segment being 19% above. What is also evident in the attached table is that Black Female Manager
numbers including Black Female Professionals numbers need to be improved. Future recruitment will take this situation into account.

Training
The South African Civil Aviation Authority is an organization heavily reliant on hum an capital due to the nature of the business. As a result,
training is a significant component in the normal business operations of the organization.
Part of the significant training costs are based on training of technical personnel in order to adhere to minimum standards required by
international organizations like ICAO. In other cases, the industry does not offer formal training in a specific area hence an ICAO or IATA
qualification may be sought in order to skill the new recruits as in the case of Aviation Security.
Flight Operations Inspectors very often have to receive conversion and recurrent training offshore, typically in Europe or the USA due to the
non-availability of simulators for certain aircraft types being operated on the South Africa Aircraft Register and therefore account for the bulk of
the training costs.
The following table indicates the summary training costs budgeted 31 March 2010. Thereafter individual technical training is tabulated
indicating the various courses to be undertaken.
DEPARTMENT AMOUNT
Aviation Security R1,919,650
Aviation Safety Infrastructure R1,191,900
Air Safety Operations R6,502,450
Aircraft Safety R1,733,000
Support Structures R1,618,568
Total R12,965,568

Training – Aircraft Safety
Number of
employees Amount
Intervention Institution
to be trained Required
per course Attached is the Aircraft Safety training
budget for the current year. During the
Advanced Safety Management budget subm issions a higher figure
3 Aviation Training Academy R 60,000
Systems was submitted, however, subsequent
discussion with the General Manager
23 Airworthiness Auditors Course Bureau Veritas Quality Int. R 230,000 indicate that the R1,7m total budget
will be ideal. A revised schedule
1 Airworthiness Conferences/Seminars To be advised R 300,000
reconciling with the attached total has
Sector Education & Training been requested and will be available
1 Assessor Training R 100,000 during the budget discussion with the
Agenc
Board.
1 Aviation Law in an African Context IATA R 20,000
It is important to attach this schedule in
NAC Tech Training order to give an idea of the type of
3 Beech Baron Aircraft Type Systems R 30,000
Academy courses that are being enrolled by
inspectors. Some of the significant
4 Composites Course SAAT R 20,000 courses will be undertaken when new
inspectors are recruited. An accurate
4 Customer Services DMT Seminars R 8,000 employee turnover figure can not be
1 Diploma (Civil Aviation Management) Singapore Aviation Academy R 40,000 determined at this stage in order to
inform the impact of natural attrition on
2 Human Factors in Aviation IATA R 40,000 training. This is largely due to a major
Inspector component that was
3 Lead Auditor Course A C& T R 255,000 employed within the last seven
months.
Management advancement
1 Wits Business School R 40,000
Programme
4 Managing Aviation Policy & Regulation IATA R 100,000
Managing the Safety Oversight
2 IATA R 40,000
Function
2 Practical Aircraft Maintenance 43 Air School: Port Alfred R 100,000
4 Rotax Engine Course Aviation Engines R 20,000
61 R 1,733,000

Training – Air Safety Operations
Number of CORE TRAINING &

DEVELOPMENTAL TOTAL
employees in Section MAINTENANCE OF
TRAINING AMOUNT
Section PROFICIENCY
6 ASO SENIOR MANAGEMENT R 279,500 R655,000 R934,500

12 ADMINISTRATION OFFICERS R0 R126,000 R126,000
23 FLIGHT OPERATIONS - PART 121 R 918,300 R 400,800 R1,319,100
6 FLIGHT OPERATIONS - PART 127 R 274,500 R243,400 R517,900
13 FLIGHT OPERATIONS - PART 135 R 1,053,300 R350,400 R1,403,700
7 FLIGHT OPERATIONS - PART 64 R 68,450 R 251,400 R319,850
AVIATION PERSONNEL STANDARDS
7 R346,500 R78,000 R424,500
- PART 141
AVIATION PERSONNEL STANDARDS
14 R 396,500 R197,500 R594,000
- TESTING STANDARDS
OPERATIONS PLANNING &
10 R0 R357,100 R357,100
ADMINISTRATION
4 AVIATION MEDICINE R 91,500 R29,500 R121,000
PART TIME INDEPENDENT
7 R 334,800 R50,000 R384,800
CONTRACTORS
102 R3,763,350 R2,739,100 R6,502,450
The Air Safety Operations training budget accounts for approximately half of the total training budget, due to the high cost of
flying training. Fifty eight percent of the budget is required to provide core training and maintenance of proficiency. Airline
Transport pilots and Commercial Pilots with Instrument Ratings are required to undergo proficiency checks every 6 months
and license renewals flight tests every 12 months.

Training – Air Safety Infrastructure
This Air Safety Infrastructure training

budget has been compiled on Zero
Based model. Training of existing
employees including that of new
employees has been taken into
account.

Training – Aviation Security
Number of employees
to be trained per Intervention Institution Amount Required
course
10 Airline Security Operations IATA R 400,000
10 Airport Security Operations IATA R 440,000
8 Basic Aviation Security Course IATA R 104,000
3 Instructors Certification ICAO R 54,000
7 Management of Aviation Security IATA R 105,000
4 Managing Aviation Security risk IATA R 126,400
15 National Inspectors ICAO R 281,250
5 Report Writing Skills TBN R 25,000 The 31 March 2010 training budget
was compiled with the input of the
General Manager.
10 Screener Certification Workshop ICAO R 150,000
The training budget is inline with
2 Security Crisis Management IATA R 30,000 current inspector numbers including
additional inspectors to be recruited
2 Security Quality Control IATA 30,000 as a result of the expected 8%
increase in passenger activity.
3 Senior Aviation Security Management IATA R 150,000
Senior Management of Civil Aviation

1 IATA R 24,000
Security
6 Air Cargo Security IATA R 90,000
92 R 1,919,650

Financial – Notes to 3 Year Budget
3 year Budget Income Statement (Years 1 to 3)
General: Operating Costs increase by 17% 2008/09 FY to 2009/10 FY, driven by the additional staff
required for oversight in the approved employment plan. In the following two years, costs increases
are in line with projected inflation.
Notes to the Statement:
1. User fees have been increased by 10% per annum
2. The Safety Charge has been increased by multiplying the projected passenger numbers received
from ACSA by the Projected Safety Charge which is R12.00 in Year 1, R12.00 in Year 2 and
R13.30 in Year 3. Increased passenger activity in year 2 is due to the hosting of the 2010 FIFA
World Cup by South Africa, hence no need to increase the Safety Charge. Approval will have to
be obtained from the DoT and Treasury for these increased charges.
3. The General Aviation Fuel Levy has been increased by 10% per annum
4. The Dept of Transport Income ceases in Year 2 when the Aviation Safety Investigation Board
becomes totally independent
5. Salaries have been increased by 11% per annum and provision made for additional inspectors
and support staff being employed
6. Training has been set at 6.5% of Payroll per annum
7. Office rentals and maintenance has been increased by the projected annual rental increase of
12% per annum
8. Communication (which includes mailing printing and mailing of official documents to all aircrew
and maintenance personnel has been increased by 13% per annum. All expenditure in the Non
Staff Category not noted has been increased by 13% per annum
9. Public Relations Expenditure in Year 1 has been adjusted for once-off expensed in 2008 and
inflated by 13% in years 2 and 3.
10. Depreciation has been increased by 25% per annum to allow for new CapEx write-off
11. International Consultancy fees have been terminated in years 2 and 3 as the ICAO expert work
should have been completed

Financial – 3 Year Budgeted Income Statement

INFORMATION TECHNOLOGY
An exercise to consolidate different activities in various application programs is currently

underway. It is expected that finally a system that will include an efficient Master
Surveillance Plan, Safety Management System, Quality Assurance, Management Dash
Board will be implemented during the 2010 financial year. Such a system will
streamline database management systems to facilitate efficient use of technology and
resources.
The following slides will indicate the current foot print, road map and the expected
outcome. At the time of preparation of this road map, the already mentioned complex
systems had not been taken into account as the ideal systems architecture had not
been determined.

Current I.T. Infrastructure

Strategic Plan: 2008 - 2012
IT Infrastructure Road Map
Hardware
•Intrusion Prevention Systems for IT Security Hardware requirements will
•Storage Area Network Devices for Disaster Recovery depend on future technology,
•IT Lab for testing systems user and system requirements
Back--Office
Back
Training on operating system for
•Operating System, Win XP and Vista, Ms Office 2007 Vista, Office and applications will
be arranged in conjunction with
Office Suite Human resources
•Fax to Mail, Mail to Cellphone, Unified Modified Language,
•Microsoft OCS, .Net Compatibility Platform
Business Application
Application
•AvMed Software
•Customizing Certification for Av
Av--Sec
Database Upgrade •Business Process Management Methodology
•Enterprise Resource Planning
•Customer Relationship Management
•EDRMS (SharePoint
(SharePoint,, DMS and Workflow process
•Systems Centre Operations Manager
Integrated Business Systems Layer
•Top Layer for all Business Applications
•Able to retrieve information through Business Intelligence/Dashboard

Upgrade / Planned I.T. Infrastructure Upgrade New
Implementation Version / Model
Hardware
UPS TAPES SAN Blue Coat PABX Environmental
Servers Desktop Laptops Printers Scanners IPS Router NTU Switch
(BC) (DR) Device (ITS) (VOIP) Monitoring
IT Lab
Business Process Management Methodology
Systems Centre Operations Manager
BACK-OFFICE
Operating Systems Microsoft Suite and Other Services
Microsoft Office 2007
Lexis Nexis Photo Shop Corel Draw Adobe Prof ATP
UML
XP Vista
MS Projects Visio .Net Compatibility Fax To
Mail Framemaker Winscribe Avantext
Win Server 2003
Internet Explorer Visual Source Safe Ms OCS Mail to Auto CAD
Cellphone Butterworths In-Magic
Local Area Network Win Server 2008
Upgrading Wide Area
Network
(ATNS / ISP) Anti-Virus (IT Security)
Least Cost Routing
ERDMS (Sharepoint, Document Management Software and Workflow process)
Business Applications
CAA Pan Ops CAA
VIP ABC Radical Eccairs Licensing Surveillance ATC AMO Examinations
Projects Bentley Website
Aircraft System Management Accident Transponder

Registry WSUSS Av-Sec Av-Med
Server Incident Code
Enterprise Resource Planning
Customer Relationship Management
Business Integrated Systems Layer
Business Intelligence / Dashboards
BPMM (SOA) SQL 2008 SQL2005 SQL2005 SQL 2008 SQL 2008
52
IMPLEMENTATION OF STRATEGY
The Balanced Scorecard Performance

Management System is the implement ation tool
for the Strategy of the SACAA


SACAA strategic plan focuses on safety, oversight and financial viability

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SOUTH AFRICAN CIVIL AVIATION AUTHORITY

STRATEGIC PLAN - 2009/12

Towards being a Credible and Dynamic

Aircraft Safety Oversight

South African Civil Aviation Authority

To be a credible and dynamic world class civil

• To promote and maintain a safe, secure and sustainable

South African Civil Aviation Authority

South African Civil Aviation Authority

Strengths, Weakness, Opportunity and Threats Analysis

STRENGTHS ( SCORECARD) OPPORTUNI TIES ( SCORECARD)

WEAKNESS ( SCORECARD) THREATS ( SCORECARD)

South African Civil Aviation Authority

SAFETY OVERSIGHT AUDIT RESULTS UNDER

Level of Implementation of the Critical Element s of a Safety Oversight System

Technical Personnel Qualification and Training £ £ £ £ £ £ £ ¢ £ £

Technical Guidance, Tools and the provision of

ICAO CORRECTIVE ACTION PLAN IMPLEMENTATION

CATEGORIES OF INCIDENTS APRIL 07- MARCH 08

500 Bird Strikes

Technical skills, namely pilots and

It must be stressed that although the

SEVEN TOP RISKS

South African Civil Aviation Authority

South African Civil Aviation Authority

The Current SACAA Board was appointed

A revised strategic session of the SACAA

South African Civil Aviation Authority

The financial aspect is the final category of the organization that is

PRIORITY Aviation Safety and Security

• Specific Operating Regulations

• State Civil Aviation System and Safety Oversight Functions

• Technical Personnel Qualification and Training

• Technical Guidance, Tools and the provision of Safety Critical Information

• Licensing, Certification, Authorisation and Approval Obligations

• Resolution of Safety Concerns

South African Civil Aviation Authority

PRIORITY Transformation and Growth

Objective 2 Accelerate Transformation and Promote a Value Based Organisation

• Implementation of succession planning

• Ensure skills development

South African Civil Aviation Authority

PRIORITY Aviation Safety and Security

Objective 3 Improve Corporate Governance, Financial Sustainability and Empowerment

• Supply chain management

• Robust monthly financial reports including procurement issues

• Quarterly reports to Auditor General

• Review Revenue Model

South African Civil Aviation Authority

PRIORITY Aviation Safety and Security, Transformation and Growth

Objective 4 Attract , Develop and Retain Skilled Human Capital

Performance Indicators Staff Turnover, Results of Internal Climate Survey,

Critical Issues • Competitive Remuneration Structures

• Favourable Working Environment

• Commitment by Management to Training Development

• Creation of a Managerial Development Programme

South African Civil Aviation Authority

PRIORITY Corporate Governance

Objective 5 Improve Internal Systems and Processes

Performance Indicator Consolidated Performance Contracts – Balanced Scorecards, Progress on

• Establishment of regional offices

• Migration of CPL and ATP exams to modern IT systems