About
TAA:
Tanzania Airports Authority is now in its fourth year
of operations since it was launched as an Executive Agency
on 3rd December 1999.
The Authority assumed the functions of the former Directorate
of Aerodromes under the Ministry of Communications and Transport,
has adopted a commercial management style so as to become
financially self sufficient in the provision of airport services.
Within a period of three years i.e. 2000/2002, 2001/2002,
TAA strived to carry out various improvements in accordance
with the developed Strategic and Business Plans.
In the endeavour to enhance capacity building, participation
in preparations of Strategic and Business Plans has been growing
from a few senior members of staff at Head Office, namely;
the Director General, Directors and Chiefs
to widened scope-involving managers from departments and airports.
Others have been required to submit their priority requirements
as per the Authority’s strategic objectives.
This practice is geared to inculcate a sense of responsibility,
involvement and participation in planning and decision-making
to and from all levels of the Authority.
THE
VISION
The vision of TAA is to become a model
in the provision of airport facilities and services in Eastern
Africa by 2010.
THE
AIM
The aim of Tanzania Airports Authority (TAA) is to
provide high quality airport services and facilities in a
most cost-effective manner.
THE
ROLE
The roles of the Tanzania Airports Authority are:
- To operate, manage, maintain and develop airports
in Tanzania mainland in a professional and cost effective
manner.
- To provide comfortable, efficient and secure services
and facilities for the movement of passengers and cargo
in it’s airports thereby giving a positive image of
the country to the outside world.
- To give technical advice to the Government on the
development of airports.
- To ensure that the Government’s airport policies,
regulations, procedures and international standards are
implemented accordingly.
- To advice the Government on national and international
aspects of airport management.
- To support national economic development by providing
the necessary airport infrastructure, facilities, and services.
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BUSINESS
ENVIRONMENT
Tanzania Airports Authority since it’s
establishment on the 29th November, 1999 under the Executive
Agencies Act No. 30 of 1997, was empowered with a good measure
of freedom to operate commercially by raising loans, formulating
its own Strategic and Business plans etc. At the same time
it has an awesome task of reconstruction and rehabilitation
of airports in the country all of which are in derelict condition.
For the three and a half years of its existence, TAA has managed
to make some major improvements in terms of improving the
existing facilities/infrastructure at airports. Nevertheless,
the cost of rehabilitating or reconstructing the derelict
airports in the country is immense. Given the limited resources
(capital expenditure) that TAA has, various efforts have been
undertaken to salvage this state of affairs. Of importance
include the formulation of TAA’s commercial policy to
attract direct investments airports. In view of the fact that
the Government has enacted a law for establishment of Export
Processing Zones (EPZ) in the country, TAA has engaged a consultant
towards establishment of a Free Trade Zone at Dar Es Salaam
International Airport (DIA). Also the Authority has submitted
to the Government recommendations on airport management privatisation
study.
The economy of Tanzania is growing at a satisfactory
pace and its initiative on poverty alleviation is expected
to enable more of the travelling public to use air transport.
An appreciable amount of investment from various sectors coupled
with increased volume of business transactions inward and
outward, offer a unique opportunity for more growth of air
traffic at our airports. Major improvements at airports are
anticipated to be carried out in the coming years in terms
of facilities and equipment thereby enhancing standards and
recommended practices for the safety of the airports.
The trend in world airports is to relieve air transport’s
highly taxed industry with alternative ways of raising funds
through non- aeronautical commercial activities such as duty-free
shops, fuel throughput, in-flight kitchens, etc. and at the
same time embark on cost cutting measures. The past years
did not offer TAA with opportunities to diversify its sources
of revenue due to, among others terrorist and war threats.
These threats continue to exert a major negative impact in
terms of revenue generation while at the same time much more
resources are needed in enhancing security.
The dynamic and competitive business environment dictates
TAA to have airport facilities, equipment and services, which
can and will attract more air operators and airport users.
Within the country, improved road networks and introduction
of coastal/Lake high-speed hydrofoils in the marine sector
present stiff competition, which TAA has to reckon with despite
the fact that inter-modal transport is also crucial in the
development of airports. Linkages with other inter-modal transport
at both National and sectoral level are vital. On the other
hand ICAO’s requirement on airport certification by
November 2003 is a challenge, which in TAA has look into seriously.
Encroachment on the airport land threatens security
and environment despite the major fact of depravation of areas
of development. This is of critical concern to the targeted
airlines with tremendous potential of increasing traffic growth.
Consequently, TAA has to resolve the problem of major demands
on safety and security such as equipment and facilities like
X-rays, fencing, communications, remuneration and training
in the context of limited budget resources and the ever demanding
threats on security at Airports. TAA cannot provide these
services/facilities single-handedly. Therefore increased allocation
of government subvention in the provision of these services
for airports cannot be re-emphasised.
Major vestment by TAA in human resources development
is the key factor towards achieving the transfer of skills
and expertise to employees at all manning levels in this highly
volatile industry.
TAA is beset with an enormous task of managing and
operating a huge number of non-traffic airports. The Government
stand (policy) toward this matter is not to close any of these
non-traffic airports. Thus, to make them meaningfully sustainable
the Government has to provide subvention for the management,
operations and maintenance of these airports as well as construction
of new airports
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KEY
RESULTS AREAS |
| |
The
Tanzania Airports Authority has the following Key
Results Areas that represents its major business
functions. These are: This
reflects the performance of activities, which
aim at building up capabilities of the authority
to effectively manage resources in delivery of
services to customers. These include:
-
Ensuring existence of effective and efficient
workforce
-
Ensuring effective and efficient management
of financial resources in delivery of required
services.
- Provision
of professional advice to the Government on
matters pertaining to legislation and policy
formulation in respect to airports development,
management and operation.
|
|
Safety and Security of Airports |
Safety
and Security of airports entails the performance
of activities aimed at ensuring existence of adequate
safety and security measures to passengers, freight,
aircraft and other airport users. These include:
- Ensuring
the provision of appropriate fire and rescue
services in accordance with ICAO Standards and
Recommended Practices (SARPS).
- Ensuring
the provision of appropriate and adequate measures
in terms of facilities, equipment and procedures
to enhance safety and security of airports.
- Provision
of insurance cover to installations, facilities
and equipment and third party war risk insurance
for TAA airports
|
|
Airport Operations and facilitation |
| This
Key Result Area involves the provision and maintenance
of equipment and facilities, which give assurance
of comfort and reliability to the movement of aircraft,
passengers and cargo. |
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STRATEGIC OBJECTIVES |
| The
Key Results Areas are achieved through Strategic
Objectives, and the implementation of Strategies
for each Strategic Objective. These are: |
|
Key Results Area No.1: |
| Competent
and Effective Management of TAA |
| Strategic
Objectives: |
|
Improving the effectiveness and efficiency of TAA’s
workforce through the best practices of Human Resource
Management in recruitment, development and maintenance
by 2005. |
|
Efficient and Effective Financial Management and
Control in accordance with generally accepted accounting
practice and in the form in which the Accountant
General may direct by 2004 |
| Key
Results Area No.2: |
| Safety
and Security of Airports |
| Strategic
Objectives: |
|
To provide appropriate fire and rescue services
commensurate with particular level of the airport
fire coverage as prescribed by ICAO Standards by
2005 for DIA, Mwanza, Arusha and Mtwara, airports
and aim at attaining recommended practices for other
airports. |
| To
provide fully, equipment, facilities and procedures
in accordance with Annex 14 (Aerodromes) ICAO standards
and recommended practices to enhance safety by 2004
for DIA, Mwanza, Arusha and Mtwara airports. |
| To
provide security in accordance with ICAO Annex 17
(Security) by meeting requirements basing on findings
of ICAO Security Audits and the Aerodrome licensing
& Control Act of 1974, by 2005. |
| To
provide insurance cover to installations, facilities
and equipment at DIA by June 2004 and third party
war risk insurance for TAA airports |
| Key
Results Area No.3: |
| Airport
Operations and Facilitation |
| Strategic
Objectives: |
| Provision
of fast, efficient and comfortable facilitation
of passengers, aircraft and cargo in compliance
to international standards and practices, by December
2004. |
To
provide good amenities, facilities, equipment
and services at Mwanza, DIA, Arusha, Mtwara and
other airports, by 2005.
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