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Key Focus Areas

1. Standards Development

SWASA’s started the process of adopting its first set of standards in 2008 and these were 6 systems and one laboratory standard. These standards are currently in the process of being gazetted in preparation for publication. 22 new projects are since in the pipeline of development and these cover a wide range of sectors in the Swaziland economy. The public have already been taken through the Committee and Public Review Stages meaning that they too will soon be taken through the process of being gazetted for publication. The Standards Development Unit is already looking out for new projects that will have an impact on the Swaziland economy; industry, Government and the public have also submitted some projects to be considered for standardisation.

SWASA is currently working with over 200 Swazi citizens who participate in the technical committee work. These represent various associations and organisations who have an active interest in the standards being developed. This is in line with the ISO IEC Directive Part 1 which spells out the role of Technical Committees in standards development as well as their composition. This division has set the following indicators for success:

  • Development, publication and enforcement of standards
  • Developing technical expertise to be at par with the region
  • Ensure adherence to introduced standards
  • Achievement and publication of target number of standards
  • Continual renewal of licences
  • Maintenance of a motivated pool of technical committee volunteers

2. Positioning SWASA as a Business Partner

SWASA’s mandate of promoting the use of standards is aimed at enhancing the economic climate in Swaziland, especially by ensuring that local businesses are adequately equipped to compete with the rest of the world in the provision of quality products and services. For SWASA to achieve the set mandate and for local manufacturers to realise this potential, there has to be an amicable working relationship, with the manufacturers taking a keen interest in SWASA’s sustenance and productivity. Through various forums SWASA will be in constant contact with practitioners to keep interaction lines open for a “fluid” and mutually beneficial relationship. Measures of success will include:

  • Effective branding of SWASA
  • Utilisation of SWASA services
  • Educated business community on SWASA
  • Regional knowledge of SWASA
  • Signed Memoranda of Understanding (MoUs) with reputable companies and regional organisations

3. Investment in Human Resources

For SWASA to effectively realise its goals there needs to be a solid structure in place with dedicated and motivated personnel whose drive will be to see SWASA grow and become an internationally recognised Standards Body. Core competencies will include an appropriate qualification, a general understanding of standardisation and quality related issues, fast learner with a drive for success, and a passion for quality. SWASA realises that its people are a very important resource in its endeavour to achieve effective growth thus policies and procedures that provide for a motivating and conducive working environment will be put in place, with particular emphasis on training. Measures of success will include:

  • Value and results driven organization
  • Recruitment & selection of competent staff  
  • Continuous development of skills
  • Personnel policies
  • Benchmarked, competitive labour costs
  • Performance appraisal system

4. Growth and Capacity Development

Effective growth strategies have to be developed for SWASA to realise sustained growth and for the Authority to effectively carry out its mandate. Establishing and sustaining a National Standards Body is a costly exercise and requires a substantial amount of “scarce” resources, thus there has to be means of acquiring means of such resources. Measures of success will be:

  • Effective branding and marketing
  • Maintaining similar quality levels with international NSBs
  • Adequately skilled human resource
  • Local companies fully utilising SWASA services
  • Securing facilities and premises suitable for SWASA operations

5. Financial Management and Reporting

Given the scarcity of resources at the Authority’s disposal against the amount of work that will be required of it, it is a given that management of these resources be as logical as possible. Being a Standards Body promoting quality and standardisation, the Authority will have to lead by example by having in place sound management systems, and insist on quality output from all its functions. Measures of success will include:

  • Monthly management and audited accounts
  • Cost effective procurement practices  
  • Value adding budgeting and planning
  • Benchmarked cost of services rendered
  • Minimize financial risk

6. International Liaison with a Relevant International Standards Body (ISB)

For credibility and for up to date information on global standards related developments, SWASA has to gain affiliation with ISBs such as the International Organisation for Standardisation (ISO), African Regional Organisation for Standardisation (ARSO), International Electro-Techno Commission (IEC), CODEX Alimentarius and others.

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