Corporate plan 2012 - Civil Aviation Safety Authority

CORPORATE PLAN

Civil Aviation Safety Authority

2012-13 to 2014-15

CORPORATE PLAN

ContentsAbout CASA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Our key role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Tripartite structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Letter to the minister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

What CASA stands for . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Our vision, mission and values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Chair’s foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Director’s preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Emerging challenges and CASA’s response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Low-fare carrier model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Greater utilisation of airspace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Innovations in technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Amateur-built aircraft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Ageing aircraft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Shortage of safety-critical personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Regulatory implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

CASA’s strategic approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Planning assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

CASA goals, strategies, initiatives and performance measures 2012–13 to 2014–15 . . . . . . . . . . . . 14

Goal: Comprehensive, consistent and effective regulation to enhance aviation safety . . . . . . . . . . . 14

Goal: Good governance and continuous improvement of organisational efficiency . . . . . . . . . . . . . 19

Goal: Effective and appropriate relationships with the wider aviation community . . . . . . . . . . . . . . 23

Performance against the previous Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Compliance table, acronyms and key terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

ISSN: 1328-5521

ISBN: 978-1-921475-31-3

© Civil Aviation Safety Authority 2012

This work is copyright . Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from CASA . Requests and enquiries concerning reproduction and rights should be directed to: Manager, Governance Systems, Civil Aviation Safety Authority, GPO Box 2005, Canberra ACT 2601, AUSTRALIA .

1202 .1662

CIVIL AVIATION SAFETY AUTHORITY 1

About this planThe Corporate Plan presents the Civil Aviation Safety Authority’s (CASA’s) direction for the period 2012–13 to 2014–15. It is designed to ensure that CASA meets the Government’s and the Australian public’s aviation safety expectations. The Plan positions CASA to contribute to the effective and efficient management of aviation safety risks and to improve appropriate relationships with the wider aviation community within a strong governance framework.

The Plan is presented for tabling in both Houses of Parliament of the Commonwealth of Australia.

About CASACASA is Australia’s aviation safety regulator and was established on 6 July 1995 as an independent statutory authority under the Civil Aviation Act 1988 . The main purpose of the Civil Aviation Act is to establish a regulatory framework for maintaining, enhancing and promoting the safety of civil aviation, with particular emphasis on preventing aviation accidents and incidents .

Our key roleCASA’s key role is to conduct the safety regulation of civil air operations in Australian territory and the operation of Australian aircraft outside Australian territory . CASA is also responsible for ensuring that Australian-administered airspace is administered and used safely .

Tripartite structureCASA, the Department of Infrastructure and Transport, and Airservices Australia constitute a tripartite structure for providing safe aviation in Australia, each with separate and distinct functions, but working together as an integrated system .

34,300

PiLOTS

14,360 OwNERS Of AiRCRAfT

850 AiR OPERATOR’S CERTifiCATE

(AOC) hOLdERS

7,000 LiCENSEd AiRCRAfT

MAiNTENANCE ENgiNEERS (LAMEs)

700 MAiNTENANCE ORgANiSATiONS

900

AiR TRAffiC CONTROLLERS

300OPERATORS Of CERTifiEd

ANd REgiSTEREd AEROdROMES

22 AEROdROME RESCuE ANd fiREfighTiNg LOCATiONS

100,000 PEOPLE iNvOLvEd iN

ThE AviATiON iNduSTRy

2 CORPORATE PLAN

Letter to the minister


what CASA stands for

Our vision Safe skies for all

Our mission To enhance and promote aviation safety through effective regulation and by encouraging the wider aviation community to embrace and deliver higher standards of safety .

Our valuesThese are the principles that guide CASA’s internal conduct, as well as its relationship with the wider aviation community .

we are committed to CASA’s missionWe show commitment to CASA’s mission and our roles and responsibilities under the Civil Aviation Act . We are proud to work for CASA and all it stands for .

We act as a single unified organisation .

we value our peopleWe are committed to attracting and retaining the highest quality of skilled, professional people and providing a desirable work environment in which they can maximise their talent and potential .

We provide rewarding careers, promote work-life balance, support professional and personal development, and show respect for others at all times .

we perform our functions to maintain Australia’s status as a leading aviation nationWe act at all times with fairness and integrity . We maintain the highest levels of professionalism and act with high ethical standards and without bias .

We make balanced judgements which are risk based and evidence driven . We act innovatively and with flexibility to meet our responsibilities .

we understand our relevance and responsibilities to the wider aviation communityWe engage actively and appropriately with the wider aviation community, identifying and understanding their needs whilst at all times exercising the prudent use of our powers as the Australian aviation safety regulator .

We educate and empower the wider aviation community to take responsibility for safety and influence them to achieve safety outcomes .

we encourage effective leadership, management and a team approachWe encourage effective leadership to promote a culture and create an environment which enables people to optimise performance through cooperation and teamwork whilst being accountable and responsible .

We deliver standardised and consistent management practices and continuously strive for greater efficiency and effectiveness .

CASA’s Board is required to prepare a Corporate Plan each year . The Plan must cover a period of at least three years, and is submitted to our Minister for approval before it is laid before each House of Parliament . It includes a review of our previous performance, an analysis of the risk factors likely to affect aviation safety, our current strategies, and how we intend to assess our performance .

It enables our business directions to be considered from a fresh perspective in an environment where the aviation industry becomes more complex and varied each year . The Plan is therefore a document of substance and importance to everyone with an interest in aviation safety .

This Plan will be used by the Director of Aviation Safety (the Director) as the basis for operational planning within all CASA work areas . It provides a framework for the individual work areas, under the Director, to develop their own more detailed business and risk plans .

At the highest level, this Plan will guide us as we implement the Government’s priorities and position CASA for the challenges ahead, and, at the individual level it shows how our daily work contributes directly to aviation safety and the maintenance of Australia’s enviable aviation safety record .

Chair’s foreword

The strategies in this Plan are essentially about our future direction, and much less about ‘business as usual’ activities . This should not, however, be seen to diminish the importance of our ongoing regulatory work, which is fundamental to our role and reputation .

The Board expects that staff will find that this Plan looks and feels much the same as the previous Plan . This is intended, because our core purpose has not changed, our core organisation will not change, and the Government’s direction remains unequivocal that the primary consideration in all aviation activity is safety .

The Board anticipates that the Director will use the Plan to continue to improve CASA in everything it does . All staff have a role in this and the Plan provides a framework within which staff can innovate and take initiatives in harmony with CASA’s direction .

By implementing this Plan and regularly referring to it, we will maximise our opportunities for success . What we accomplish will depend in part on how well the directions in this Plan are understood, accepted and pursued by all staff . The Board values the commitment and contribution of all CASA people, and looks forward to working with them over the period covered by this Plan . I commend it to you .

4 CORPORATE PLAN


Allan Hawke AC Chair, CASA Board

By implementing this Plan and regularly referring to it, we will maximise our opportunities for success.

In this Plan we have set three clear goals:

È comprehensive, consistent and effective regulation to enhance aviation safety

È good governance and continuous improvement of organisational efficiency

È effective and appropriate relationships with the wider aviation community .

In the first half of this Plan, we will see improvements in our surveillance processes through the introduction of a new surveillance manual and its supporting IT platform . Other new IT platforms will also be implemented for our people and performance and financial management processes, and I expect these to provide measurable improvements in our efficiency . These initiatives, together with other initiatives detailed in this Plan, will improve the way we operate and deliver our business every day .

One area that will show appreciable progress in 2012−13 is the regulatory reform program with the finalisation of new regulations covering operations and licensing . This will build on the new suite of maintenance regulations and help harmonise us with the rest of the world, but will represent a major change for the industry and CASA .

The successful implementation of the new regulations will be a task that requires skilful work by all CASA people, and I am confident we can meet this challenge in the months and years ahead . Our hard work will be rewarded and will help us to achieve the goals that we have set in this Plan .

I expect everyone, from our frontline inspectors to the people who perform support functions, to play an important role in achieving the work program set out in this Plan .

The CASA Corporate Plan 2012–13 to 2014–15 presents CASA’s goals, strategies and initiatives to support the Government’s aviation policy agenda as principally set out in the National Aviation Policy White Paper, the Minister’s Statement of Expectations to the CASA Board, and the Australian Airspace Policy Statement . The Plan expresses what we have set out to achieve and how we will measure our performance to improve aviation safety in Australia and also contribute to global aviation safety initiatives through the International Civil Aviation Organization .

We have a number of demanding challenges facing us as an organisation over the period covered in this Plan . To meet these challenges and deliver optimal aviation safety outcomes for all Australians we will need to work together as a cohesive and motivated team . Like other regulators, CASA must cope with the dynamics and pressures of industry, and the influence of the international and national economic environment .

By acknowledging these internal and external pressures, the work covered in this Plan will place CASA in the best position to improve key performance standards associated with the regulation of aviation safety .

The growth and changes in the industry and the environment in which CASA must operate are reflected in the goals we set in the Corporate Plan; and it is the achievement of these goals that will help us to be the best possible aviation safety regulator that we can be .

director’s preface

6 CORPORATE PLAN


John F . McCormick Director of Aviation Safety

... the work covered in this Plan will place CASA in the best position to improve key performance standards associated with the regulation of aviation safety.

8 CORPORATE PLAN

Greater utilisation of airspaceOver twenty-seven and a half million (27 .6 million) passengers travelled to and from Australia in the year ended June 2011, an increase of 7 .3 per cent compared to 2009−10 . This substantial growth in air traffic reflects positive economic prospects worldwide . Domestically, there were over 54 .1 million passenger movements through Australian airports in the year to 30 June 2011 . On average, figures suggest 5 .9 per cent growth over 2009−10 (source: Bureau of Infrastructure, Transport and Regional Economics (BITRE), Avline 2010–11) .

This air traffic growth requires airspace procedures to complement it and presents significant challenges for the organisations responsible for managing Australian airspace . To address some of these challenges, CASA continues to implement airspace reform initiatives, as identified in the Australian Airspace Policy Statement .

Innovations in technologyOne of the key challenges CASA has identified is the rapid development of unmanned aircraft systems (UAS) . Over the next five years, CASA expects to see solid growth in the use of civil UAS in Australia .

The Australian aviation industry and CASA continue to develop expertise to manage the risks and challenges inherent in our complex aviation environment . An important part of CASA’s planning process involves regular reviews of the system of civil aviation safety in Australia and a detailed assessment of international safety developments . The key safety risks and challenges upon which CASA will be focusing are presented below:

Low-fare carrier modelThe growth of low-fare carriers has led to significant changes from traditional carrier structures, with leaner and more streamlined management practices . The expanding geographic locations of low-fare operations in Australia, and Australian low-fare airline networks throughout Asia, will require an effective risk-based approach to industry surveillance . CASA is developing an enterprise-wide, risk-based surveillance system and progressively training relevant CASA personnel in the application of this new approach to better deal with the challenges of this industry segment .

Emerging challenges and CASA’s response


Among other nationally beneficial applications, UAS have potential in resources exploration, law enforcement, aerial surveillance and firefighting .

Australia, a world leader in the regulation of civil UAS, was the first country to have a UAS operations regulation . World-first safety regulations and cutting-edge research and development place Australia at the forefront of this emerging aviation sector . Australia’s new regulations for UAS will cover design, certification, manufacture, operations, training, operating personnel, maintenance, ground control systems and air traffic control . CASA is also developing and implementing a comprehensive, coordinated UAS operations education strategy targeting the industry and the general public .

The decade 2010−20 will see a continuing worldwide transition to satellite technology for navigation and surveillance . The introduction of new air traffic management technologies will require the development of regulatory standards and mandatory requirements for future aircraft fitment of navigation equipment .

While many innovations in the industry enhance safety, any change must be assessed for its potential to introduce new risks so that appropriate mitigation strategies can be developed and implemented .

Amateur-built aircraftAmateur-built aircraft are among the fastest growing categories of aircraft in Australia . These aircraft are mainly used for sport and other recreational purposes . As the amateur-built fleet expands over the next five years, CASA will be implementing an optimal organisational model to deliver regulatory oversight of recreational aviation administration organisations (RAAOs) . CASA has also stepped up its unscheduled surveillance activity, as well as its routine corporate and functional audits, to enhance oversight of operations of RAAOs .

Ageing aircraftThe use of ageing aircraft is a feature of the Australian aviation environment . Older aircraft are not necessarily a risk to safety, but with regard to maintaining continuing airworthiness, an ageing fleet has clear safety implications for both industry operators and regulators .

The implementation phase of CASA’s ageing aircraft management plan (AAMP) is now underway . At the same time, CASA continues to deliver a series of ageing aircraft awareness seminars and educational products to industry delegates, authorised persons, licensed aircraft maintenance engineers and registered operators to raise awareness of the risks associated with the continued use of ageing aircraft and associated technology .

10 CORPORATE PLAN

Shortage of safety-critical personnelAustralia faces the potential for a growing shortage of safety-critical personnel in the pilot, aircraft maintenance and air traffic control categories .

With an increasing age demographic and a competitive international market, a sustainable supply of air traffic controllers will be dependent on increased training throughput . The market for aircraft maintenance personnel is also highly competitive and will become increasingly so, with the Asia-Pacific region expected to be among the world’s highest growth aviation sectors . CASA continues to work closely with industry to address the risks posed by shortages of key personnel .

Regulatory implementationThe aviation industry has high expectations for delivery of the new suites of operations and licensing regulations . The new regulations are designed to enhance aviation safety and align the Australian legislation with modern international regulatory practices .

A range of new Civil Aviation Safety Regulations (CASRs) are scheduled to be finalised by the end of 2012 and implemented over the coming years . A new operations regulations implementation division has been created to ensure that CASA provides effective planning and support necessary to ensure successful implementation of the new regulations . The challenge for CASA is to balance the implementation with its business as usual activities, whilst continuing to maintain the highest standards of aviation safety regulation .


12 CORPORATE PLAN

A comprehensive planning methodology has informed CASA’s strategic direction and set the platform for effective and measurable corporate planning and performance management . This evolutionary approach (see figure 1), following many years of planning and refinement, positions CASA to deliver the best possible aviation safety outcomes .

In March 2009, amendments to the Civil Aviation Act 1988 introduced important changes to the legislation to improve CASA’s governance by creating a CASA Board and providing for the appointment of the Director of Aviation Safety . CASA is now firmly established as a highly competent and effective regulator, with its internal structure fully aligned with the Civil Aviation Act .

CASA’s strategic direction is consistent with the Government’s aviation policy agenda as this was principally set out in the National Aviation Policy White Paper and the Australian Airspace Policy Statement .

The development of a Corporate Plan and annual updates of its direction ensure that CASA is committed on a journey to:

È provide comprehensive, consistent and effective regulation to enhance aviation safety

È strive for good governance and continuous improvement in organisational efficiency

È endeavour to form effective and appropriate relationships with the wider aviation community .

CASA continues to make positive changes towards the achievement of higher levels of aviation safety . While many initiatives contributed to achieving the goals set out in the Corporate Plan, CASA continues to focus heavily on the following key deliverables:

È improving standardisation, consistency and efficiency

È continuing to build the skills of CASA staff

È building new IT platforms to improve internal and external service delivery

È effective delivery of regulatory services to a growing aviation industry

È successful implementation of the new maintenance regulations and effective planning for the delivery of the new suite of operations regulations

È ongoing surveillance of the Australian aviation industry .

The direction in which CASA is heading will further strengthen an already strong and cohesive organisation, and enhance its reputation among its key stakeholders and the wider community .

CASA’s strategic approach

CASA is firmly established as a highly competent and effective regulator, with its internal structure fully aligned with the Civil Aviation Act.


Planning assumptionsThis Plan is based on the following assumptions regarding CASA’s operating environment:

È The dynamic nature and competitive pressures in the aviation industry will continue in the long term, including (but not limited to):

- growth and increasing competition through the introduction of new aircraft in the passenger carrying sector

- continued above-average growth in rotary wing aircraft numbers

- increased passenger numbers in regional areas to support the resource sector

- increased activity in the recreational sector of the aviation industry .

È The majority of the aviation industry will continue to behave responsibly .

È The aviation industry will continue to support CASA’s strategic direction .

È CASA’s functions and legislative framework will remain fundamentally unchanged .

È CASA’s funding will be sufficient to deliver the Government’s key aviation safety priorities .

Governance changes and Government direction

2009-10 2010-11

Continuous improvement in consistency, standardisation and efficiency

Sign

ifica

nt in

itiat

ives

/prio

ritie

s

2011-12 2012-13 2013 and beyond

Priority setting and adoption of change

Implementation Implementation/consolidation

Implementation/consolidation

Australian Airspace Policy Statement

Restructure to align with the functions of the Act

Appointment of the Director of Aviation Safety

Train staff and build skills

New suite of maintenance regulations

Strengthen industry oversight and surveillance

Strengthen governance arrangements

Focus on regulation of aviation safety

Upgrade key information systems and tools

New suite of operations regulations

Implementation of maintenance regulations

Strengthen engagement with wider

aviation community

Minister’s Statement of Expectations

Effective delivery of regulatory services

Delivery of key projects

Detailed implementation plan for remaining CASRs

Implementation of maintenance regulations

Increased focus on workforce planning

Focus on service delivery standards

Expand and enhance communication channels

Implementation of operations regulations

Implementation of Single Service Centre

Improve capability in knowledge management

and IT tools

National Aviation Policy Statement

Establishment of Board

figure 1–evolutionary approach in refining CASA’s strategic direction

14 CORPORATE PLAN

CASA goals, strategies, initiatives and performance measures 2012–13 to 2014–15

goal: Comprehensive, consistent and effective regulation to enhance aviation safetyCASA will focus its efforts on maintaining, enhancing and promoting aviation safety, as set out in the Civil Aviation Act . CASA’s work will centre on enhancing oversight and surveillance, completing the regulatory reform program, continuing to reform Australian-administered airspace and continuing effective enforcement to secure compliance with safety standards .

we will achieve this by (initiatives) we will measure success by (performance measures)

1.1.1 maintaining CASA’s specialist surveillance capability to oversee:

È the increased number of carriers and locations used by passenger-carrying operators

È safety risks associated with foreign operators

È the helicopter industry sector

È unmanned aircraft systems (UAS) industry

È deploying resources as appropriate to conduct targeted risk-based surveillance to oversee passenger transport operators

È continuing to oversee the helicopter industry and allocating resources accordingly within an appropriate operational structure (by June 2013)

È refining and publishing a comprehensive set of entry control and surveillance procedures and practices for UAS operators (by June 2013)

1.1.2 achieving more targeted and efficient risk-based surveillance

È delivering a risk-based surveillance system (by December 2012)

È implementing further enhancements to the enterprise-wide, risk-based surveillance system (by June 2013)

È progressively training relevant CASA personnel in the application of risk-based surveillance methodology (by June 2013)

1.1.3 improving the oversight of dangerous goods transportation by air

È finalising dangerous goods guidance material (by June 2013)

Enhance oversight and surveillance of the aviation industry1.1 Strategy:



1.1.4 continuing to improve flying training standards and oversight of approved testing officers (ATOs)

È delivering ATO entry control courses for all general aviation flight testing approvals (by June 2013)

È developing the flight simulator operational plan (by December 2012)

1.1.5 continuing to improve the sport and recreational sector’s capacity to self administer

È implementing the optimal organisational model to deliver regulatory oversight of recreational aviation administration organisations (RAAOs) (by December 2013)

È conducting corporate and functional audits of RAAOs based on risks to aviation safety

È conducting unscheduled surveillance activity on RAAOs to enhance oversight of their operations

1.1.6 ensuring ongoing competency of CASA delegates and authorised persons through efficient delegate management

È conducting surveillance of delegates and authorised persons exercising CASA’s regulatory powers

È implementing professional development and recurrent training program for CASA delegates and authorised persons (by June 2013)

1.1.7 continuing to focus on the safety of ageing aircraft in Australia

È further implementing top priority actions arising from the ageing aircraft management plan Stage 1 recommendations (by March 2013)

È continuing to deliver a series of ageing aircraft educational products, including industry delegate, authorised person, licensed aircraft maintenance engineer and registered operator education programs

1.1.8 continuing to support the maintenance of Australia’s State Safety Program

È continuing implementation of CASA’s regulatory safety management program

È being a contributing member to the State Safety Program working group

16 CORPORATE PLAN


1.3.1 ensuring CASA has effective enforcement powers and procedures

È finalising proposed amendments to the Civil Aviation Act 1988, including coercive evidence gathering powers (by June 2013)

È reviewing CASA’s enforcement powers and finalising necessary amendments to the Civil Aviation Act 1988 as required (by June 2013)

È finalising proposed new enforcement procedures and powers for inclusion in Part 13 of the Civil Aviation Safety Regulations 1998 (by June 2013)

1.3.2 ensuring the effectiveness of CASA’s drug and alcohol testing regime for safety-sensitive personnel in the Australian aviation sector

È the number of successful enforcement actions relative to the number of people returning a positive test result

Complete the Regulatory Reform Program in a timely manner

Develop effective enforcement methods to secure compliance with aviation safety standards

1.2

1.3


1.2.1 developing new aviation safety regulations, taking account of best international practice and aligning Australian requirements with relevant overseas practices

È finalising the remainder of the key operations regulations, such as the sport and recreational aviation and aerial work regulations (by December 2013)

È finalising Phase 2 of the maintenance regulations for the non-regular public transport sector (by June 2013) for UAS operators (by June 2013)

1.2.2 implementing the new aviation safety regulations

È completing Phase 1 transition of regular public transport (RPT) operators and associated maintenance organisations to the new maintenance regulations (by June 2013)

È completing preliminary planning work for the implementation of the operations and licensing regulations and Phase 2 of the maintenance regulations (by June 2013)

Strategy:

Strategy:



1.4.1 continuing to implement airspace reform initiatives as identified in the Australian Airspace Policy Statement

È completing aeronautical risk reviews consistent with the Australian Airspace Policy Statement

È completing the Sydney Basin airspace review (by December 2014)

È continuing the research on best practice to support future Australian airspace modelling (by March 2013)

1.4.2 overseeing the implementation of approach procedures with vertical guidance in Australia

È providing resources to assist International Civil Aviation Organization (ICAO) to develop standards and recommended practices for Baro-VNAV approaches

È establishing Australian regulations and standards based on the ICAO standards and recommended practices for Baro-VNAV approaches

È developing a methodology to oversee the implementation of Baro-VNAV approach procedures

È conducting surveillance of the implementation of Baro-VNAV approach procedures

1.4.3 reviewing the need for airspace change

È reviewing and implementing the recommendations from the Western Australian Air Traffic Task Force report and developing an implementation plan (by December 2013)

Continue reform of Australian administered airspace1.4 Strategy:

Identify safety-related trends and risk factors nationally and internationally and promote the development and improvement of the civil aviation safety system1.5

Strategy:

18 CORPORATE PLAN


1.5.1 conducting regular reviews of the system of civil aviation safety

È continuing to improve data analysis and risk reporting mechanisms to determine key aviation safety risks

È developing an industry sector risk profile framework by June 2013 and completing the industry risk profiles (by June 2014)

È establishing a memorandum of understanding with Airservices Australia that allows sharing of safety data and other information (by December 2012)

È developing proactive promotional and educational programs based on identified key aviation safety risks and trends

1.5.2 conducting regular and timely assessment of international safety developments

È continuing to work with ICAO and the Safety Management International Collaboration Group on safety performance measurement

1.5.3 exploring opportunities to adapt new technologies that improve safety

È working with ICAO to develop UAS guidance material (by April 2013)

È further developing the existing rule set for UAS (by June 2013)

È developing and implementing a comprehensive, coordinated education strategy targeting the aviation industry and the general public in relation to UAS operations (by June 2013)

È working with ICAO to establish UAS standards (by November 2014)

È continuing to develop international networks for the identification of emerging technologies

goal: Good governance and continuous improvement of organisational efficiency

CASA is committed to being accountable to the Minister, Parliament and the Australian people . CASA monitors governance arrangements and continues to improve our operational activities, regulatory services and other support functions . CASA is working to make sure our decisions are fair, consistent and reflect systematic evaluation .


2.1.1 positioning CASA as an organisation that attracts and retains qualified, high-performing and engaged staff through the implementation of the strategic workforce plan

È developing a systematic approach to talent management (by June 2013)

È implementing an integrated workforce planning program (by April 2013)

È establishing an enhanced development pathway for critical roles (by June 2013)

2.1.2 continuing to develop leadership and management capability within CASA

È defining the leadership and management capabilities required by CASA (by June 2013)

2.1.3 developing a comprehensive performance management scheme

È employees trained in and start using the new CASA-wide performance achievement system (by December 2013)

È implementing a performance support process (by December 2013)

2.1.4 developing a workforce that understands CASA’s obligations and accountability on a whole-of-organisation basis

È providing comprehensive induction and ongoing learning and development programs to facilitate the smooth assimilation of new staff into CASA

Attract and retain an adequate number of appropriately skilled staff and optimise their capability and performance to meet CASA’s obligations2.1

Strategy:


20 CORPORATE PLAN


2.2.1 standardising processes and procedures to improve consistency and efficiency

È establishing processes for the standardisation of airworthiness activities across all CASA divisions (by March 2013)

È acquiring a business process mapping management tool (by December 2012)

2.2.2 developing a long-term funding strategy to provide a framework for financial sustainability for CASA

È completing the long-term funding strategy for 2014–18 including viability assessment of appropriate cost recovery arrangements (by October 2013)

2.2.3 improving information technology, business processes, databases and systems

È implementing CASA’s new regulatory database system covering licensing, registration, exams, organisational approvals and medicals (by December 2013)

È completing development of the CASA online services portal to further enhance service delivery (by December 2013)

È replacing current human resource management systems (by December 2012)

È replacing current learning management system (by March 2013)

2.2.4 establishing a standardised and consistent practice for the processing of all regulatory service applications, utilising a single service centre to improve the applicant service experience

È completing the transfer of regulatory service processing activities to the Permissions Application Centre, in conjunction with the upgrade and/or replacement of existing systems

2.2.5 implementing information and communications technology (ICT) governance processes in accordance with industry standards

È reviewing the findings and implementing appropriate remedial action to address any shortcomings arising from the ICT governance audit

2.2.6 implementing policies and controls in support of government guidelines and best practices for ICT security

È reviewing and updating key ICT security policies and associated practices (by December 2012)

Continuously improve the consistent and efficient delivery of operational activities, regulatory services and other support functions2.2

Strategy:



2.2.7 rationalising the current corporate applications portfolio by mapping extant ICT capabilities against business processes

È mapping applications against business processes (by June 2013)

2.2.8 introducing cost-effective end user technologies that support mobility and business continuity processes

È arranging efficient and effective remote access to ICT applications (by June 2013)

2.2.9 reviewing current strategies for the acquisition of ICT goods and services to maximise value for money

È developing and implementing best practice guidelines (by June 2013)

2.2.10 establishing a knowledge and information management system that allows CASA to enhance its evidence-based, decision-making capability

È establishing an up-to-date record management and enterprise content management scheme (by December 2013)

È completing the data quality project to improve the quality of CASA’s information stores (by June 2014)

È implementing collaborative tools to improve the efficiency of knowledge and information sharing (by December 2013)

2.2.11 implementing online services for application and payment of regulatory services

È developing a new online facility to enable payment and multiple services (by December 2014)

2.2.12 implementing medical certificate issue at designated aviation medical examiners (DAMEs) office level

È allowing all DAMEs with internet access to issue aviation medicine certificates (by December 2014)

È significantly reducing service complaints associated with the issue of medical certificates

2.2.13 improving the CASA website to more efficiently deliver services to the wider aviation community

È completing a CASA-wide project to improve functionality of the existing website in line with industry best-practice web design and delivery standards (by December 2013)


2.3.1 embedding mature and unified risk management practices through implementation of enterprise-wide communication, promotion and education programs

È maintaining CASA’s high-level rating in the annual Comcover risk management benchmarking survey

È undertaking an annual risk management training needs analysis survey of CASA divisions

2.3.2 promoting an accessible, transparent and rigorous complaint-handling system

È working collaboratively with the other government aviation complaint handlers to improve access to complaint handling channels and streamline the resolution process

È acknowledging all complaints within one working day

2.3.3 improving governance, oversight and reporting of business change initiatives, programs and projects

È advancing the development of a program management tool (by December 2012)

Ensure clearly defined lines of accountability, responsibility and authority across the organisation2.3

Strategy:

22 CORPORATE PLAN

goal: Effective and appropriate relationships with the wider aviation community

CASA maintains a constructive working relationship with the Australian Government and promotes effective consultation and communication with the wider aviation community . Through its educational efforts and promotional campaigns, CASA encourages the aviation industry to understand its safety obligations and contribute to achieving higher levels of safety .


3.1.1 maintaining sound working relationships with the Minister for Infrastructure and Transport

È providing accurate information and advice on key aviation safety regulatory issues, in accordance with agreed timeframes

3.1.2 maintaining sound working relationships with the Department of Infrastructure and Transport

È continuing to attend regular meetings with the Department of Infrastructure and Transport and work collaboratively on all matters of mutual interest

3.1.3 maintaining sound working relationships with other Australian government agencies

È conducting regular executive meetings between CASA and the Australian Transport Safety Bureau to achieve the objectives stated in the memorandum of understanding

È conducting regular safety oversight meetings with Airservices Australia

È maintaining appropriate executive-level participation in, and providing advice to, the Aviation Policy Group and Aviation Implementation Group

È providing accurate and timely advice to other government agencies as required

Maintain constructive working relationships with the Government and other agencies3.1

Strategy:


24 CORPORATE PLAN


3.2.1 providing comprehensive safety education and training programs

È establishing a CASA safety education framework (by December 2012)

È seeking endorsement for a CASA training centre to deliver ICAO-recognised training programs (by June 2013)

È establishing the CASA centre for aviation education and training (by December 2013)

3.2.2 fostering an awareness of the importance of aviation safety and compliance with the regulations, in industry management and to the wider aviation community

È implementing specific initiatives of the safety promotion stakeholder engagement plan (by December 2013)

3.2.3 expanding the range of communication channels for promotional and educational programs, using digital delivery capability

È developing user-friendly applications and interactive multimedia products (by December 2013)

3.2.4 continuing to build capacity to support the adoption of safety management systems in the aviation industry

È further developing and publishing guidance material to enable effective implementation of safety management systems by RPT maintenance organisations, including small operators (by July 2013)

È developing guidance material for CASR Part 119 (by December 2012)

È developing and delivering educational programs and promotional campaigns to support the implementation of safety management systems (by July 2013)

3.2.5 assisting the Department of Infrastructure and Transport to address potential risks to aviation safety arising from inappropriate developments in the vicinity of aerodromes

È participating in and supporting the National Airports Safeguarding Advisory Group

È participating in and providing advice to the joint agency Airspace Protection Taskforce

3.2.6 conducting assessment of human factors and non-technical skills training in RPT organisations

È completing the skills training assessment (by December 2012)

Encourage a greater acceptance by the aviation industry of its obligations to maintain high standards of aviation safety3.2

Strategy:



3.3.1 contributing to the achievement of aviation safety objectives through active membership of the International Civil Aviation Organization (ICAO)

È maintaining commitment to the memorandum of understanding between CASA, the Department of Infrastructure and Transport, and Airservices Australia, regarding the management of Australia’s ICAO responsibilities

È maintaining appropriate participation in ICAO panels and working groups

3.3.2 contributing to the establishment of bilateral aviation safety arrangements with other countries and national aviation authorities

È demonstrating progress in the establishment of appropriate mutual recognition arrangements, including bilateral aviation safety arrangements with key international partners

3.3.3 contributing to Australia’s engagement in the region through participation in a range of aviation forums and relevant assistance programs

È undertaking approved activities with Indonesian counterparts through the Indonesia Transport Safety Assistance Package to enhance Indonesia’s aviation safety oversight capacity

È maintaining active engagement with Asia Pacific regulatory counterparts, including through CASA’s role as technical advisor to the Australian representative to the Pacific Aviation Safety Office (PASO) Council

È providing capacity-building assistance to Papua New Guinea, in line with the PNG-Australia memorandum of understanding on cooperation in the transport sector

È continuing to participate in ICAO regional safety and technical groups as appropriate

È offering appropriate regulatory education, training assistance, and advice, in support of Australia’s engagement in the region

Foster strong working relationships with the international aviation community3.3Strategy:


3.4.1 enhancing CASA’s relationship with the wider aviation community

È continuing to provide accurate and timely information to the wider aviation community on aviation safety issues, including making effective use of the news and social media to deliver key messages

3.4.2 exchanging information on important aviation safety matters and other relevant issues with the appropriate consultative groups

È working with consultative groups that appropriately represent the wider aviation community, including the Regional Aviation Safety Forum, Sports Aviation Forum, Airspace Consultative Forum and Standards Consultative Committee

È timely and effective resolution of action items arising from the above forums, including taking appropriate action on feedback from participants

È reviewing and providing recommendations on regulatory issues affecting activities and participants within the general aviation sector through the General Aviation Task Force

Promote broad and effective consultation and communication with the wider aviation community on aviation safety issues3.4

Strategy:

26 CORPORATE PLAN

Performance against the previous PlanThis section presents a high-level summary of performance information against key initiatives that contribute to the achievement of CASA goals. This publication only includes information to 31 March 2012. A more comprehensive performance review will be presented in the CASA Annual Report 2011–12. As of 31 March 2012, CASA has performed well in completing or substantially progressing over 85 per cent of our performance targets against the Corporate Plan 2011–12 to 2013–14. The balance represents initiatives with long-term measures, or initiatives that CASA is progressing with some delays.

È Extensive work has been undertaken to establish an appropriate management model for the national helicopter sector to further strengthen CASA’s overall oversight capability .

È Risk-based surveillance auditing processes, procedures and guidance for Air Operator’s Certificate and Certificate of Approval permissions are currently being documented in the CASA Surveillance Manual . This will contribute to achieving better targeted and more efficient risk-based surveillance across industry .

È Corporate compliance auditing of recreational aviation administration organisations (RAAOs) continues, with two of the major RAAOs completed and a further three scheduled to be completed by June 2012 .

È RAAO deeds of agreement are progressing between the RAAOs and CASA . These deeds have been rewritten to emphasise more stringent accountability of RAAO functions and include industry risk profile requirements .

È The Delegate Management Notification System (DMNS) is proving effective in providing meaningful data on the activities of CASA delegates and authorised persons . The industry delegate advisory panel has provided valuable feedback on the system’s functions and enhancements .

È CASA delivered a number of communication campaigns to increase understanding and awareness of the risks associated with the

continued use of ageing aircraft . CASA used a wide range of communication channels, including seminars, direct mail, printed material, Flight Safety Australia magazine and the web .

È Industry workshops and consultations were held on draft CASR Parts 61, 64, 91, 119, 132, 138, 141 and 142 . Industry workshops on draft CASR Parts 133 and 135 were also held and legal drafting is progressing .

È CASA continues to finalise policy work for Phase 2 of the maintenance regulations . A series of discussion papers is under development to address the key areas of maintenance programs, annual airworthiness reviews, continuing airworthiness management, approved maintenance organisations and aircraft maintenance licensing requirements for aerial work and general aviation operations .

È CASA made solid progress in building its capacity and capability to ensure the effectiveness of our drug and alcohol testing regime for safety-sensitive personnel in the Australian aviation sector .

È CASA participated in the joint aviation agency safety analysis collaboration group, comprising members from the analysis areas of the Australian Transport Safety Bureau; Bureau of Infrastructure, Transport and Regional Economics; Airservices Australia; and Defence . This group fosters interagency sharing of analysis methodologies, safety data and findings .

goal: Comprehensive, consistent and effective regulation to enhance aviation safety


28 CORPORATE PLAN

goal: Good governance and continuous improvement of organisational efficiency

È CASA has filled all ongoing positions identified in the four-year additional funding provided by the Government in 2010 .

È CASA is reviewing its strategic workforce plan with the aim of finalising it by June 2012 . A planning workbook to support CASA divisions to develop divisional level workforce and resource utilisation plans has already been finalised .

È All CASA’s key policies have been reviewed . Most have been published and made available to staff, or are in the final stages of drafting . Policies will continue to be reviewed .

È Staff information sessions on the upgrade and/or replacement of existing systems (URES) have been run in Brisbane, Sydney, Melbourne and Canberra .

È Considerable progress has been made towards an improved record management and enterprise content management scheme . Planning is also underway for an updated content management capability .

È CASA is working collaboratively with the other government aviation complaints handlers to improve access to complaints handling channels and improve the efficiency and consistency of complaints handling .

goal: Effective and appropriate relationships with the wider aviation community

È Weekly updates and regular communication on relevant issues continue to be provided to the Minister’s office . Timeframes for responses to parliamentary questions and ministerial correspondence were met during the reporting period .

È CASA continues to provide accurate and timely information to the wider aviation community on aviation safety issues . There were 395 stories in the Australian media mentioning CASA during the first quarter of 2012 . Thirty-three per cent of these were in newspapers, 16 per cent on TV and 51 per cent on radio . Ninety-seven per cent of stories were neutral in tone towards CASA, one per cent were positive and two per cent negative .

È CASA is engaged in an ongoing process of communication and promotional activities using a variety of channels, including the bi-monthly Flight Safety Australia magazine, its online interactive version, and other online interactive media such as OnTrack .

Themes include improved awareness around pre-flight planning for VFR pilots, wildlife strike, use of radio (and correct frequencies), ageing aircraft, dangerous goods, cabin safety and the maintenance regulations .

È The ATSB and CASA continue to foster their relationship and have committed to a schedule of meetings to exchange views and liaise with each other, as documented in the formal MoU .

È CASA maintains appropriate executive-level participation in the Aviation Policy Group and Aviation Implementation Group .

È Revision 1 of the Australia-US bilateral aviation safety agreement (BASA) implementation procedures for airworthiness (IPA) was formalised . CASA is working with the Federal Aviation Administration (FAA) to begin negotiations for Revision 2 to the IPA to cover enhanced recognition of design approval, production activities, export airworthiness approval, post-design approval activities and technical assistance between the authorities .


Key terms used in this Plan

Term Meaning

Goals CASA’s broader aims

Strategies Specific statements of how CASA will work towards achieving its goals

Initiatives Specific activities, including projects to support strategies

Performance measures

Clear, unambiguous indicators, including both qualitative and quantitative measures, against which the progress of each initiative will be tracked and reported

Wider aviation community

Government, commercial, industrial, consumer and other relevant organisations, including the International Civil Aviation Organization (ICAO) and bodies representing the aviation industry

È CASA continues to contribute to Australia’s engagement in the region through participation and active engagement with the Pacific Aviation Safety Office (PASO) .

È CASA continues its involvement in, and support of, the Cooperative Development

of the Operational Safety and Continuing Airworthiness Program-South East Asia (COSCAP-SEA) .

È The Director of Aviation Safety has been appointed as the inaugural Chairman for the Asia Pacific ICAO Regional Aviation Safety Group (RASG) .

Compliance tableThe Corporate Plan has been prepared in accordance with the statutory provisions of Section 44 of the Civil Aviation Act 1988 . CASA has an obligation to provide details of the following matters:

Requirement Page(s)

Assumptions about CASA’s operational environment 13

CASA’s strategies 14−26

CASA’s performance measures 14−26

Review of performance against previous Corporate Plans 27

Analysis of risk factors likely to affect safety in the aviation industry 8−11

Human resource and industrial relations strategies 19

Acronyms

CASA Civil Aviation Safety Authority

CASR Civil Aviation Safety Regulation

iCAO International Civil Aviation Organization

iCT Information and Communications Technology

RAAO Recreational Aviation Administration Organisation

uAS Unmanned Aircraft Systems

CASA National headquarters

Aviation House 16 Furzer Street Phillip ACT 2606

GPO Box 2005 Canberra ACT 2601

T 131 757 (local call) F (02) 6217 1209 E feedback@casa .gov .au W www .casa .gov .au

twitter .com/CASABriefing

Corporate plan 2012 - Civil Aviation Safety Authority

Documents