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Title: STRATEGIC%20PLAN


1
STRATEGIC PLAN PRESENTATION TO THE PARLIAMENTARY
PORTFOLIO COMMITTEE ON TRANSPORT 14 March
2007 by ZAKES MYEZA Chief Executive Officer
2
INDEX
  • Vision, Mission, Values and SACAA Act
  • Operational Environment
  • SACAA Profile
  • Purpose of Strategic Document
  • Situational Analysis
  • Set Priorities
  • Five (5) Strategic Objectives
  • Key Analysis Current Situation
  • Strategy Planning Process

3
INDEX Cont..
  • Implementation of Strategy
  • Strategy Roll out
  • Financial Implications
  • Conclusion

4
VISION
  • REGULATORY EXCELLENCE IN AVIATION SAFETY AND
    SECURITY

5
MISSION
THE SACAA IS A PLAYER IN THE INTERNATIONAL ARENA
THAT SEEKS TO PROMOTE AND MAINTAIN A SAFE AND
SECURE CIVIL AVIATION ENVIRONMENT IN SOUTH
AFRICA, BY REGULATING AND OVERSEEING THE FUNCTION
OF THE INDUSTRY IN AN EFFICIENT, COST EFFECTIVE,
SUSTAINABLE AND CUSTOMER FRIENDLY MANNER
6
SACAA VALUES
  • COMMITMENT
  • RESPONSIBILITY
  • ACCOUNTABILITY
  • CONSISTENCY
  • KNOWLEDGE-SHARING
  • INTEGRITY AND
  • TRANSPARENCY

7
OBJECTIVES OF SACAA
  • The SACAA was established on 01 October 1998
    under
  • South African Civil Aviation Act No 40 as a stand
    alone civil
  • aviation authority. Its objectives are as
    follows
  • To control and regulate civil aviation in the
    Republic, and
  • To oversee the functioning and development of the
    civil aviation industry, and, in particular, to
    control, regulate and promote civil aviation
    safety and security.

8
SACAA PROFILE RACIAL COMPOSITION

9
SACAA PROFILE Cont GENDER COMPOSITION

10
PURPOSE OF STRATEGIC DOCUMENT
  • The purpose of the strategic document is to
  • Define the process involved in strategy
    formulation
  • Document the short-term strategy for ICAO
    readiness by June 2007
  • Document other short to medium term strategies
    by prioritising outcomes, and stratifying them
    in the expected years
  • Use the document for performance agreements
    with stake holders
  • Use the document for divisional score cards and
    in turn individual scorecards that are linked to
    the Performance Management System.

11
SITUATIONAL ANALYSIS SACAA LEGACY
  • The CEO appointed March 2006 conducted a
    situational analysis/ review of SACAAs business
    environment. The findings identified the
    organisation as a dysfunctional one and was
    manifested by the following
  • Conflict of interest, e.g. Execs and Senior
    Managers are also Union members
  • Incoherent and misaligned structure leading to
    structural conflicts and process disconnects.
  • Culture of non-performance.
  • Low employee morale and no confidence in top
    management.
  • Poor systems and processes
  • Poor industry view of organization's competence.

12
SITUATIONAL ANALYSIS - SACAA LEGACY Cont..
  • Negative findings in 1999 audit and 2001
    follow-up by the International Civil Aviation
    Organization (ICAO).
  • Many of these findings were not corrected in the
    six (6) years since the audit
  • This was reconfirmed by United States Federal
    Aviation Authority technical review
    conducted in June 2006.
  • In September 2006 an immediate survival strategy
    was developed and continues to be in place
    focusing mainly on strategic objective one.
  • (Emphasis will be on human resource
    requirements, strategic objective 5, as this is
    the ultimate risk in ICAO compliance)

13
SET PRIORITIES
  • Following the remedial actions submitted to, and
    approved by
  • the Board in 2006, the following actions were
    prioritised.
  • To pass the July 2007 ICAO audit
  • Build technical and managerial staff and skills
    levels
  • Implement the performance management system and
    set meaningful targets
  • (The Board formulated five (5) strategic
    objectives to address short-term and long-term
    strategic goals)

14
STRATEGIC OBJECTIVES
  • Below is a summary of five objectives of the
    SACAA that were
  • approved by the Board
  • 1. Set civil aviation safety and security
    standards and regulate industry compliance in
    accordance with International Civil Aviation
    Organisation (ICAO) standards and global best
    practices.
  • 2. Facilitate aviation industry functioning,
    development and growth by participating in joint
    fora, making safety and security recommendations
    and promoting safety and security through
    campaigns and information dissemination
  • 3. Build effective organization systems and
    processes in order to ensure financial stability,
    good corporate governance and performance
    excellence that meet or exceed stakeholder
    expectations.

15
STRATEGIC OBJECTIVES Cont..
  • 4. Ensure growing customer satisfaction by
    creating a knowledge-based and customer-focused
    organization
  • 5. Attract, develop and retain skilled human
    capital.

16
KEY ANALYSIS
  • Having gone through the background of the
    organisation, it is
  • important to note the current situation of the
    SACAA by taking
  • you through the findings of a recent Strengths,
    Weaknesses,
  • Opportunities, and Threats (SWOT) analysis.

17
KEY ANALYSIS - STRENGTHS
  • The following were strengths identified in the
    SWOT analysis
  • The SACAA was recognised as an international
    player of note in Africa.
  • A Chief Executive Officer had been appointed by
    the Board and given a mandate and resources to
    turn the organisation around
  • Department of Transport (DoT) support for
    positive change.
  • ISO accredited status.
  • Some committed staff members needing leadership
    and motivation.

18
KEY ANALYSIS - WEAKNESS
  • The following are weaknesses identified in the
    SWOT
  • analysis
  • Unresolved negative audit findings identified
    in the ICAO Audit in 1999 and 2001.
  • Insufficient technical skills
  • Top management skills gap
  • Poor systems of control
  • Lack of customer focus
  • Lack of some key staff
  • Lack of SACAAs credibility in the industry.

19
KEY ANALYSIS OPPORTUNITIES
  • The following opportunities were identified in
    the SWOT analysis
  • International respect and recognition. (ICAO
    compliance is a global status for SACAA).
  • Status as Africas gateway, with significant
    economic spin-offs for South Africa.
  • Remarkable influence on the development of
    policies and standards affecting the civil
    aviation industry in SADC and Africa in general.
  • Becoming a benchmark for efficiency in the
    regulation of civil aviation.

20
KEY ANALYSIS - THREATS
  • The following threats were identified in the SWOT
    analysis
  • Failure to pass the ICAO audit could lead to
    dire consequences.
  • Failure to pass the International Aviation
    Safety Assessment (IASA) audit
  • Industrial unrest due to the implementation of
    a Performance Management System (change
    resistance)
  • Negative influences on some staff by previous
    management to prevent exposure of past
    mismanagement.
  • Loss of existing critical skills

21
STRATEGY PLANNING PROCESS- CONTENT
  • The following strategic section is made up of
    the sub-topics
  • tabulated below.
  • Strategy development and roll out process
  • Strategy objectives and implementation
  • Conclusion

22
STRATEGY PLANNING PROCESS CONTENT Cont
  • The following are two major divisions of the
    strategy development
  • process
  • Strategy Development Process
  • The first slide will tabulate the meticulous
    strategy development process demonstrating the
    all inclusive approach.
  • Strategy Roll Out
  • The Second slide tabulates the roll out of the
    strategy i.e the implementation or use of the
    strategy. In this case the end result is the
    completion of employee scorecards laying a good
    foundation for performance management.
  • A good strategy not implemented, is of no
    use.

23
STRATEGIC PLANNING PROCESS
DOT Performance Agreement
Board Strategic Objectives
Key Accountability Matrix
Management Strategic Planning Workshop
Development of Strategic Framework
Board Strategic Planning Workshop
Development of SACAA Strategic Plan
ICAO Critical Elements
SACAA Strategic Plan Roll-out
Identified Core Business
24
STRATEGY ROLL-OUT MAP
25
STRATEGIC OBJECTIVESAND IMPLEMENTATION
26
STRATEGIC OBJECTIVES IMPLEMENTATION
  • The following slides will address implementation
    on the five
  • strategic objectives by categorising them under
    the following
  • Outcomes per year of focus
  • The desired outcomes are listed per strategic
    objective with the percentage of focus in each
    year.
  • Critical Success Factors
  • Critical success factors to enable outcomes are
    noted under each strategic objective.
  • Action Plan
  • Action plans to achieve the stated outcomes are
    tabulated under each strategic objective

27
STRATEGIC OBJECTIVES IMPLEMENTATION
  • Instrument of Control
  • Each strategic objective has tools to view or
    ensure progress
  • on the stated outcomes.
  • The following three instruments of control will
    be used on the
  • five strategic objectives accordingly
  • Project Plans
  • Performance Scorecards
  • Executive Management Feedback

28
STRATEGIC OBJECTIVE 1
  • Set civil aviation safety and security standards
    and regulate
  • Industry compliance in accordance with
    International Civil
  • Aviation Organisation (ICAO) standards and global
    best
  • practices.

29
OBJECTIVE 1 - OUTCOMES
OUTCOMES Yr 1 Yr 2 Yr 3
Understandable and comprehensive legislation to effectively oversee the industry and meet requirements of (ICAO) 90 10
Civil Aviation Regulations and Technical standards to be fully implemented and updated simultaneously with ICAO pronouncements. 100
Meet oversight requirements by implementing a functional organisational structure that will provide effective oversight and the resolution of findings and perform in depth audits. 100
Technical personnel appropriately trained to maintain and enhance their competence at the desired level. 90 10
A comprehensive technical library that is easily accessible and is consistent with best practice. 70 20 10
Civil Aviation Regulations (CAR's) and Civil Aviation Technical Standards (CATS) personnel are all appropriately licensed and all licences and certificates are issued in time in a computerised environment. 100
Proactive system to proactively perform audits and inspections in accordance with CARs, CATS ICAO requirements resulting in a reduction of accidents/incidents/occurrences 70 20 10
Enhanced safety levels that facilitate a paradigm shift in industry mentality to voluntary compliance rather than punitive. 60 20 20
30
OBJECTIVE 1 CSF
  • Critical Success Factors
  • The following are critical success factors in
    meeting the above
  • objective and realising the desired outcomes
  • Enforcement capability through adequate and
    trained staff
  • Timeous promulgation of Acts
  • Thorough consultation with industry during the
    Act amendment
  • Effective administrative processes and systems
    to be put in place
  •  

31
OBJECTIVE 1 ACTION PLAN
  • Action Plan
  • The following action plans will ensure the
    achievement of the
  • stated objective.
  • Establish electronic links with ICAO to obtain
    alerts to the Standards and Recommended
    Practices (SARPS)
  • Facilitate the combination of the CEO and
    Commissioner for Civil Aviation (CCA) positions
    into one
  • Redesign the organisational structure to
    support effective oversight and resolution
    findings
  • Develop and implement a comprehensive skills
    plan programme.
  • Establish a comprehensive technical library
  • Develop an integrated surveillance system

32
STRATEGIC OBJECTIVE 2
  • Facilitate aviation industry functioning,
    development and
  • growth by participating in joint fora, making
    safety and
  • security recommendations and promoting safety and
  • security through campaigns and information
    dissemination.

33
OBJECTIVE 2 - OUTCOMES
OUTCOMES Yr 1 Yr 2 Yr 3
A developed industry with more aviation institutions whilst improving safety and security infrastructure. 20 50 30
More HDIs in technical positions 80 10 10
BEE partnerships established and the aviation charter implemented. 100
Increased industry and public awareness in matters of safety and strategic partners identified. 100
Increased support of the DOT programs. 100
Increased involvement in SADC and African and Indian Ocean Islands aviation development. 15 75 10

34
OBJECTIVE 2 CSF
  • Critical Success Factors
  • The following are critical success factors in
    meeting the objective
  • and realising the desired outcomes
  • A regional and global focus to
    facilitate/support growth of local aviation
    industry.
  • Clear guidance, complete practical
    regulations, and faster legislative processes.
  • Use of experts to ensure rule-making
    implications are fully recognised.
  • Accurate statistics and accessibility to
    information.

35
OBJECTIVE 2 CSF Cont..
  • Industry liaison, workshops and awareness
  • Support from tertiary institutions.
  • DOT plans and programmes communicated in advance
    for proper resource allocation and time for
    planning purposes.
  • Harmonisation of regulations and systems through
    SADC
  • Promotion of BEE Partnerships.

36
OBJECTIVE 2 ACTION PLAN
  • Action Plan
  • The following action plans will ensure the
    achievement of the
  • Stated objective.
  • Establishment of detailed operator guidelines
  • Develop a comprehensive talent management plan
    that addresses HDI requirements.
  • Establish policies and procedures to promote
    BEE partnerships
  • Develop a communication and awareness programme
    that includes institutions of higher learning.
  • Include the attendance of DOT as a generic KPA
    on the performance scorecard.
  • Institute exchange programmes with SADC and
    other international aviation authorities.

37
STRATEGIC OBJECTIVE 3
  • Build effective organization systems and
    processes in order
  • to ensure financial stability, good corporate
    governance and
  • performance excellence that meet or exceed
    stakeholder
  • expectations.

38
OBJECTIVE 3 - OUTCOMES
OUTCOMES Yr 1 Yr 2 Yr 3
Best practice in corporate governance in use. 100
A comprehensive risk management plan in use. 100
An accessible and secure information management system with reduced reliance on a manual record system with the aim of moving to a paperless system. 100
An integrated decision support system that enables access of key information and global statistics by management as well as support system for effective decision making. 80 20
A sustainable income stream commensurate with the challenges of ICAO, improved financial control and adherence to the PFMA. 100
Improved organizational performance and a flexible organisation structure to achieve strategic goals. 90 10
ISO compliance. 100
39
OBJECTIVE 3 CSF
  • Critical Success Factors
  • The following are critical success factors in
    meeting the objective
  • and realising the desired outcomes
  • Initiate project to move to a paperless
    environment.
  • Improvement of budgetary controls.
  • A solid project plan to improve systems and
    processes.

40
OBJECTIVE 3 ACTION PLAN
  • Action Plan
  • The following action plans will ensure the
    achievement of the
  • stated objective
  • Development and implementation of an accessible
    and secure information management system that
    will lead to reduced reliance on a manual record
    system.
  • Implement software for statistical input
    analysis
  • Obtain approval from DOT and cabinet for the
    increase of rates of various income streams.

41
OBJECTIVE 3 ACTION PLAN Cont..
  • Implement the performance management system
  • Distribute PFMA to management and obtain
    acknowledgement
  • of receipt.
  • Develop and implement an enterprise wide risk
    management plan.
  • Conduct ISO audits to ensure compliance.

42
STRATEGIC OBJECTIVE 4
  • Ensure growing customer satisfaction by creating
    a
  • knowledge based and customer focused organization

43
OBJECTIVE 4 - OUTCOMES
OUTCOMES Yr 1 Yr 2 Yr 3
The use of a secure, comprehensive, accurate and relevant information system providing industry knowledge base, allowing online access to customers. 50 50
Improved and standardized inspector skills and guidance material contributing to improved service levels and guidance to the industry. 70 30
Adherence to the customer service charter 100
An effective customer communication strategy implemented. 100
Primary source / hub of industry information and knowledge resource 30 70
44
OBJECTIVE 4 CSF
  • Critical Success Factors
  • The following are critical success factors in
    meeting the above
  • objective and realising the desired outcomes
  • Customer oriented culture developed.
  • Fully developed guidance material.

45
OBJECTIVE 4 ACTION PLAN
  • Action Plan
  • The following action plans will ensure the
    achievement of the
  • stated objective.
  • Establish an online industry information hub
  • Enhance and standardise inspectors guidance
    material
  • Conduct customer surveys and service audits
  • Implementation of an effective customer
    communication strategy

46
STRATEGIC OBJECTIVE 5
  • Attract, develop and retain skilled human
    capital.

47
OBJECTIVE 5 - OUTCOMES
OUTCOMES Yr 1 Yr 2 Yr 3
A cost effective tool providing accurate, reliable employee information to the Company to facilitate timeous, strategic business decisions 45 45 10
An overarching HR Strategy which is aligned to the overall business strategy and strategic business objectives 70 30
A transformed organization that embraces diverse individual capabilities and affords equal opportunities for meaningful participation. 50 40 10
An HR business approach that will deliver value adding strategic partnerships and HR best practices. 100
Aligned and standardized HR processes, policies, practices and procedures. 80 20
Management of Human Capital through integrated and aligned HR process (that forms part of employee life cycle) to meet future business needs 45 45 10
Efficient day-to-day processing of transactions and delivery within the HR Department 50 50
Sound cooperative relationships between the leadership and employees established and maintained. 70 30
48
OBJECTIVE 5 CSF
  • Critical Success Factors
  • The following are critical success factors in
    meeting the objective
  • and realising the desired outcomes
  • HR credibility within the business
  • Developed policy and procedural frameworks
  • HR record systems developed
  • Informed and skilled HR staff
  • Talent management system implemented
  • Formulation of partnership structures and their
    function working agreed upon between employee
    representatives and the leadership

49
OBJECTIVE 5 ACTION PLAN
  • Action Plan
  • The following action plans will ensure the
    achievement of the
  • stated objective.
  • Audit the Human Resources Systems and
    processes
  • Implement a Human Resources Information
    Management System
  • Development of an effective Human Resources
    Strategy
  • Facilitate organisational transformation and
    change management policy

50
OBJECTIVE 5 ACTION PLAN Cont..
  • Facilitate organisational transformation and a
    change management policy
  • Establish procedures and policies to facilitate a
    Human Resources Business Partner mindset
  • Establish a HR Governance Framework through
    Policies and Procedures
  • Institute control mechanisms to ensure effective
    transactional delivery
  • Perform employee / position cross matching.

51
STRATEGY ROLL - OUT
  • The completion of the strategic document mean the
    following
  • actions will be taken
  • DOT performance agreement can now be finalised
  • SA CAA Organisational Scorecard based on
    expected outcomes may be completed (Key
    Accountability Matrix of the organisation
    already completed)
  • Divisional scorecards based on the
    accountability matrix can be completed.
  • All staff performance scorecards based on
    their divisional ones can be completed.

52
FINANCIAL IMPLICATIONS
53
FINANCIAL IMPLICATIONS CLASS A1 PROJECT
  • The pending International Civil Aviation
    Organisation (ICAO)
  • audit in July 2007 resulted in the following
  • A review of the organisation done in 2006
    highlighted long outstanding unresolved findings
    that address the 8 ICAO critical elements.
  • Class A1 project being implemented after Board
    approval in
  • September 2006 to ensure a clean audit by ICAO.
  • R56m budget approved for the Class A1 Project
    that takes place in the 2006/ 7 and 2007/ 8
    financial years.

54
FINANCIAL IMPLICATIONS CLASS A1 PROJECT
  • The Class A1 project funds were to be used for
    addressing the
  • legacy of the dysfunctional SA CAA by
  • Training of existing technical personnel to bring
    them to an
  • acceptable level of competence.
  • Recruitment of locals and expatriate technical
    skills in order to be compliant by set date.
  • Procuring assistance from the ICAO to ensure
    readiness for June 2007 audit.
  • Improving of processes and systems in order to
    implement best practice.
  • Sub-contracting critical elements in the project
    plan in order to ensure delivery by set date.
  • Class A1 project being implemented after Board
    approval in September 2006 to ensure a clean
    audit by ICAO.
  • R56m budget approved for the Class A1 Project
    that takes place in the 2006/7 and 2007/8
    Financial years

55
FINANCIAL IMPACT 2007/ 8
The following 2007/ 8 figures are inclusive of
the A1 project. R Revenue 197,812,355
Expenses 243,064,658 Deficit
(45,252,303) Capital Expenditure
16,557,000 (There is cash available to finance
the deficit)
56
FINANCIAL IMPACT 2007/ 8
The Class A1 project causes the following
deficits 1. In 2006/ 7 a R1,5m surplus was
budgeted, however, a revised budget/forecast
shows a deficit of R11,5m as a result of the A1
Project spreading over two financial years. 2.
In 2007/ 8 a deficit of R45,2m is budgeted
otherwise this would have been a break even
budget. It should be noted that the the R45,2m
deficit is an accounting deficit as there are
cash reserves to finance the above amount.
Therefore this is not a request for funding.
57
CORPORATE GOVERNANCE
In line with corporate governance the following
processes will follow in order to approve the
budget deficit for 2007/8. 1. An exemption
has been applied for in terms of section 53 (3)
of the Public Finance Management Act that states
that public institutions can not budget for a
loss unless prior approval is granted by National
Treasury. 2. The SACAA Board approval has
been put in motion and the date of the
deliberation on the above matter is set for the
15th of March 2007.
58
CONCLUSION
Finally, the SA CAA demonstrated inclusivity,
transparency, and analytical prowess in its
development of this strategy. The SA CAA believes
that its business strategy is not only
relevant to the challenges facing the
organisation but also progressive and in line
with the aims and objectives of the new South
Africa. The portfolio committee is accordingly
requested to take note of, and endorse the SA
CAAs Strategic Plan for the period 2007 to 2010.
59
THANK YOU!!
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