Facility Management at the Civil Aviation Authority of Zimbabwe

Abstract

The Civil Aviation Authority of Zimbabwe (CAAZ) manages the country‟s aviation facilities, which are a key enabler to international air transportation. CAAZ is the custodian of all the country‟s eight airports. Facilities offered at these airports include aircraft refuelling, repairs and maintenance, air navigation, passenger and cargo handling services as well. Central to this is giving assurance on the safety and security of all aviation related facilities in the country whether publicly or privately operated. Aviation is mainly about facilitation. It appears obvious that there is an inextricable link between facilities and achievement of the goals since the industry is deep rooted in facilities. It is rather unwelcomed that the Civil Aviation Authority of Zimbabwe seems oblivious to that link. This study sought to identify the critical drivers and consequences of poor facility management at the Civil Aviation Authority of Zimbabwe, a state-owned entity. Studies reveal that state-owned entities rank high in poor facility management. There are derelict cascades of public institutions which used to stand proud but are now dysfunctional as a result of this mismanagement. This dissertation employed case study as a research design with both quantitative and qualitative research methodologies but biased towards the latter. Purposive sampling was used to select the most informed respondents. The resultant sample was 158. Funding was largely to be blamed for the poor facility management. Other issues raised included inadequate knowledge on the subject matter in relation to corporate strategy on the part of the decision makers, lack of performance management systems of the actual facilities for informed decisions and late or little involvement of stakeholders especially in infrastructure development projects. Again these were indicators of funding challenges. Literature reviewed emphasised on the importance of having qualified and experienced facility managers who would direct the works of this pertinent but often overlooked function facility management. The study revealed that consequences of poor facility management include poor service delivery and thereby unsatisfied customers, financial erosion of institutions, malfunctioning and abandonment of buildings. To annihilate poor facility management, the study recommended to the major stakeholder the government privatisation not only for capital but also for expertise. The government could also introduce facility management in tertiary institutions so as to develop the area and increase knowledge. For in knowledge there is power. To CAAZ, adoption of a framework, supporting structure and inclusivity of facility management in strategy and financial planning were recommended.