OPEN LETTER: Dear Captain Rufus Lekala

From Colleen Jacka, Editor Maritime Review Africa

Dear Captain Lekala

I think I can speak on behalf of many in the South African maritime industry when I say we are looking forward to seeing a permanent CEO take up position at the South African Maritime Safety Authority (SAMSA). When the cabinet announced your appointment in September, however, I had hoped you would join earlier than the now anticipated April start date.

You should know that there is a good level of concern within the industry. Many believe SAMSA to be challenged by lack of resources. This is evidenced by the long delays in response times for critical documentation as well as the noted inconsistency of customer service delivery from SAMSA’s port offices.

The fact that most industry stakeholders who reveal their distress to me will only do so under assurance of anonymity, highlights the sense of frustration and even fear that they feel of being prejudiced in future interactions. Those who speak out are often targeted instead of supported.

While there have been some notable improvements, the overall impression remains that delivery of certain SAMSA services is far from optimal and that feedback from the industry is dismissed.

As an industry we have seen the establishment of several interventions, policy documents and draft legislation. Sadly, however, many of these well-intentioned initiatives have stalled and left the stalwarts of the industry cynical and the potential incumbents frustrated.

I am not saying that the fault lies entirely at SAMSA’s door, but it is now more important than ever to see strong, insightful and relevant leadership within all of our maritime organisations.

Based on recent interactions with industry as well as some of the staff that you will soon be leading, sentiment reveals that a priority focus should be on creating a unifying culture within the organisation that fosters a cohesive workforce. Feedback suggests that factions are becoming an ever-increasing corrosive element that exacerbates the pressure SAMSA employees are under to deliver on their mandate.

On this topic, it would also be conducive to address the fissions that have evolved between SAMSA and the Department of Transport. The industry needs these two critical government bodies to understand that there is no need to compete for agency within the maritime industry; and to work seamlessly to unlock the potential of Maritime South Africa.

South Africa’s neighbours and other regional players have been stepping up to take advantage of the gaps that our inefficiencies have created. Their quick and decisive actions have seen South Africa lose out on opportunities created by global geopolitical factors. We are losing ground and scuttling our own ambitions to re-establish the country as an international maritime hub by 2030. The goals for job creation and economic impact outlined within Operation Phakisa now appear wholly unattainable while the Oceans Economy Master Plan remains an unfinished document.

Captain Lekala, the current approach is not working, and I call upon you to consider the following:

1. Fill Critical Vacancies: staff shortages need to be addressed with suitably qualified, skilled, and experienced individuals that are appointed on merit to help rebuild confidence and improve operational efficiency.
2. Skills Audit and Development: a comprehensive skills audit within the organisation should provide a focused plan that addresses the need to develop scarce skills.
3. Fostering Team Cohesion: promoting a cohesive team that fosters trust, consistency and knowledge sharing within a unified organisational culture.
4. Robust Resource Allocation: ensuring that SAMSA is appropriately and adequately equipped to deliver on its full mandate.
5. Improved Customer Service: reinforcing the importance of respect, professionalism, and support provided by SAMSA offices as well as officers in a manner that ensures clients are assisted without fear of reprisal. 
6. Industry Collaboration and Engagement: establishing robust, cooperative relationships through relevant engagement with industry stakeholders across the maritime sub-sectors.
7. Strengthen International Reputation: enhancing South Africa's standing within the International Maritime Organisation and global maritime industry. 
8. Actively Promoting Maritime South Africa: promoting the country and its coastline as a preferred destination for maritime services, investment and innovation.

SAMSA needs to be a protagonist and not an antagonist within South Africa’s maritime narrative and there will be many looking to you to apply measures to course correct within your first few months in Pretoria. While there will be many people and issues vying for your attention the minute you walk through those doors, I would submit that you need to address what seems to be a systemic failure of organisational culture with some urgency.

The cost of inaction far exceeds the benefits of change. Every day that we delay further compromises our position within the global maritime community. We do have the technological capabilities, economic resources and technical understanding to regain traction, but we need SAMSA to be an agent that actively works to unlock our potential. It can only be this agent if it is well-resourced and well-managed.

The time for incremental steps has passed. We need transformative action, and we need it now. I look forward to seeing you take up your position and lead the organisation towards these goals.

Regards

COLLEEN JACKA | Founding Editor
Maritime Review Africa

Call to Africa to build a responsible O&G sector