Management and functional review ministry of transport and aviation
Download 224.8 Kb.
|
- Navigate this page:
- Records Management
- Human Resource Management
- Training
- Material Resources
- CIVIL AVIATION AUTHORITY
Communication with the PublicThe Ministry has set up a website, but this seems to be at the early stages of development and very little information is available on it. As with most other government institutions, it lacks a mechanism for holding dialogue with the public on matters relating to its work or to obtain feedback. There is no Complaints Unit, which could be used to assess the performance of the Ministry or the agencies under its supervision. The Ministry is one of those with a direct link to the public and it is important that they have a mechanism for addressing issues that arise. One of the most effective mechanisms for facilitating dialogue with the public is through a Service Charter, and we recommend that the Ministry seek the assistance of the PSRU in developing a Service Charter. We also recommend that the Ministry is provided with an ICT officer by the HRMO who will responsible for updating the website which should include a section for queries and concerns. Records ManagementThe Ministry does not have a records office or a professional records management officer. The need for this specialty in the Ministry was immediately apparent to the review team, when none of the senior management could lay claim to recent documentation relating to the legislative or functional mandate of the Ministry. All the documents provided to the team were at least five years old and most are no longer relevant. The Ministry lacks recorded institutional memory which all becomes all the more significant considering that both the PS and Deputy Secretary are new and the team could only rely on the recollections of one of the Senior Assistant Secretaries. The lack of proper records management is unfortunate because the Ministry is expected to collect, collate, analyze and report on the activities of the agencies it supervises, and the transport sector as a whole. We recommend that the HRMO deploy a Records officer to the Ministry, and that one of the first tasks is the creation of a library. Human Resource ManagementThe current staff strength of the Ministry stands at twenty-eight including the Ministry and Deputy Minister. Of these, eleven are purely support staff serving as drivers, messengers, and security personnel. Only four staff members can be classified within the middle and senior level. The remainder are clerical staff. In terms of qualifications, all four of the personnel in Grades 8 and above possess at least a Bachelors degree, with two possessing post graduate degrees. Yet still, as a whole capacity remains weak, both in terms of staff numbers and qualifications, and we recommend that the vacancies resulting from this review are filled as quickly as possible by the HRMO. Unlike other ministries, MTA does not have ‘technical professionals’. This situation does not bode well for effective supervision, and we have made relevant recommendations to rectify it, and ensure the Ministry has a range of technical specialties. The breakdown of current staff is illustrated in the staff list in Appendix 5. The proposed organogram illustrates the need for a number of new units to be created and manned. In terms of the current administrative staff, there is a need to ensure that efficient service delivery is maximized by having the right staff mix. The following observations were made in this regard;
Currently, there is no Scheme of Service, and we recommend that the Ministry and HRMO develop one informed by the TORs developed for the existing and new positions. As part of its work, the HRMO has been developing comprehensive job descriptions for all Ministries, and we anticipate that the MTA will be included in this exercise. TrainingAlthough the Ministry has a budget line for training, there is a no comprehensive training plan, and staff have not been exposed to training in a long time. As a supervisory Ministry, staff of the MTA are expected to be au fait with the functions, policies and strategies utilized by the agencies they supervise. By the same token, administrative staff should be exposed to regular training in innovative management practices. We therefore recommend that the Ministry develop a Training Plan in line with the National Training Policy. Material ResourcesIn addition to improving on the staff strength and quality, it is vital that the MTA is provided with additional working tools to ensure that its staff are able to perform and more importantly are able to keep abreast of developments in the sector. This means that in addition to providing computers, printers, and copiers, we recommend that staff have access to Internet services. CIVIL AVIATION AUTHORITYStatutory FrameworkPrior to the establishment of the Sierra Leone Civil Aviation Authority, the Civil Aviation Department was a Division in the Ministry of Transport and Aviation. The Aviation Department was governed by the 1966 Act of Parliament whose provisions are considered inadequate in addressing the new challenges of aviation. In April 2008 the Sierra Leone Civil Aviation Authority (SLCAA) was established by an Act of Parliament to respond to the growing challenges facing the aviation industry and to ensure that the Authority is independent in providing professional oversight of both international and domestic air transport and cargo services in conformity with International standards and obligations. The creation of the Sierra Leone Civil Aviation Authority was precipitated by the Mandatory Universal Safety Oversight Audit Programme conducted by the International Civil Aviation Organization (ICAO) in May 2006. It was discovered during the audit exercise that the Sierra Leone Civil Aviation was faced with several challenges that needed urgent attention. Eight critical areas were identified for reform:
Notwithstanding the establishment of the CAA, there were still challenges to be addressed, such as Air Craft Worthiness and their operations. These required technical expertise, which was not readily available within the CAA, necessitating the recruitment of expatriates. The CAA has drafted a comprehensive policy document indicating its objectives, strategic thrust and regulatory framework that is being considered by management for adoption.
Directory: sites -> default -> files -> sites -> default -> files files -> International programs roel profile files -> Fermi Questions a guide for Teachers, Students, and Event Supervisors Lloyd Abrams, Ph. D. DuPont Company, cr&D/ccas experimental Station Wilmington, de 19880 files -> Personal Information Name: Maha Al-Ammari Nationality: Saudi Relationship Status sites -> Brdzola Khma Vladimir sites -> Berlin Airlift and Stalin's losing Strategy Stalin against Tito sites -> I am here today to urge the commission to act immediately to restore Atlantic menhaden. We need more menhaden in the water sites -> Diary of a walking butterfly files -> Accreditations Download 224.8 Kb. Share with your friends:
|