casa annual
report 07-08
i
This report provides a concise picture of the Civil Aviation Safety Authority (CASA)
and its performance in the year ended 30 June 2008, for the Parliament, the aviation
community, and the public.
The report is presented for tabling in both Houses of Parliament of the Commonwealth
of Australia, in line with CASA’s requirements under Part 1, Schedule 1 of the
Commonwealth Authorities and Companies Act 1997 and the relevant Finance
Minister’s Orders. A compliance index is provided.
The report is presented in a number of parts:
Overview of CASA gives an overview of CASA’s operating
environment, its people and its business. Also included are key
highlights and achievements during the year, and an outline of what
lies ahead in 2008–09.
Performance report provides a detailed report of CASA’s activities
and achievements during the year, as measured against its Portfolio
Budget Statement goals and outputs.
Corporate Report provides information about CASA’s corporate
governance, probity safeguards, and strategic relationships with its
stakeholders.
Accountability and external scrutiny reports on the accountability
safeguards and other statutory reporting requirements not dealt
with in other parts of the report, such as freedom of information,
environmental sustainability and occupational health and safety.
Financial statements contains CASA’s audited financial statements
for 2007–08, including CASA’s financial position and cash flows
during the year. It also includes the Australian National Audit Office’s
independent audit of these statements.
Appendices contains additional statistical information that supports
the operational and performance reporting in the body of the report.
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casa at a glance
iii
CASA’s role
Our vision
The Civil Aviation Safety Authority (CASA) was established on 6 July 1995 as an
independent statutory authority.
Our mission
CASA’s primary function is to conduct the safety regulation of civil air operations
in Australia and the operation of Australian aircraft overseas. It is also required to
provide comprehensive safety education and training programs, cooperate with the
Australian Transport Safety Bureau, and administer certain features of Part IVA of
the Civil Aviation (Carriers’ Liability) Act 1959.
Safe skies for all
To enhance and promote aviation safety through effective safety regulation and by
encouraging industry to deliver high standards of safety
Our values
The Civil Aviation Regulations 1988 and the Civil Aviation Safety Regulations 1998,
made under authority of the Civil Aviation Act 1988, provide for general regulatory
controls for the safety of air navigation.
Our behavioural attributes
Commitment to
CASA’s vision
CASA employees show commitment to CASA’s vision
‘safe skies for all’. For many CASA employees aviation
represents a genuine life-long interest and they are proud
to work for CASA and what it stands for.
Achieve results,
show initiative
and innovation
CASA employees find solutions and strive to improve
performance. They operate efficiently and effectively
and take action to drive improvements. They encourage
innovation and adapt to changing environments.
CASA’s locations
Darwin
Cairns
Northern
region
Stakeholder focus CASA employees respond to the requests of stakeholders
and influence
and the broader aviation community. They identify
underlying needs of stakeholders, whilst demonstrating
the role of CASA as a regulator. They educate and
empower stakeholders to take responsibility for safety and
influence the industry to achieve safety outcomes.
Integrity and
professionalism
C
CASA employees take a flexible approach to deliver
outcomes of the organisation. They make balanced
judgments and take ethical decisions based on relevant
information with a focus on risk assessment.
Teamwork and
leadership
CASA employees acknowledge that CASA is one
organisation rather than a collection of individuals. High
performing team leaders create the conditions that enable
their team to be a success. Employees support one
another to achieve CASA’s goals.
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Eastern
region
Western
region
Brisbane
Perth
CASA employees act fairly and with integrity. They show
high levels of professionalism at work and make decisions
without personal bias. They maintain the highest ethical
standards.
Flexibility and
good judgment
Townsville
Sydney
region
Adelaide
Southern
region
Tamworth
Sydney
Canberra
Melbourne
How to contact CASA
Phone:131 757 (local call)
Email:
0
feedback@casa.gov.au
Mail:GPO Box 2005
Canberra ACT 2601
Website: www.casa.gov.au
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iv
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contents
CASA key statistics: five-year summary 1
Letter of transmittal
2
Review by the Chief Executive Officer
3
PART 1
OVERVIEW OF CASA 6
Highlights in 2007–08
Summary of financial outcomes
Financial performance
Financial position
CASA’s environment
Our Minister and portfolio
Our legislation
Our industry
CASA’s people
Our Executive
Our Senior Management Group
Our organisational structure
Our locations
Our groups
Staffing summary
CASA’s business: achieving our
vision of Safe skies for all
Setting rules
Securing compliance
Encouraging industry
Controlling entry
Into the future
The industry
CASA’s initiatives
Financial forecasts
8
10
10
14
15
15
16
18
19
19
22
26
28
29
32
32
32
33
34
36
36
36
37
38
PART 4
ACCOUNTABILITY AND
EXTERNAL SCRUTINY
Performance framework 42
Outcome and outputs framework 42
Corporate Plan framework
43
Output 1 – Aviation Safety Standards 45
Output 2 – Aviation Safety Compliance 52
Output 3 – Aviation Safety Promotion 60
Output 4 – Aviation Regulatory Services71
Corporate support services
76
88
Governance
Ministerial directions
Executive responsibility
Audit and Risk Committee C
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PART 5
FINANCIAL STATEMENTS 134
Independent auditor’s report
136
Statement by chief executive and
financial officer
138
Income statement
139
Balance sheet
140
Statement of changes in equity
141
Cash flow statement
142
Schedule of commitments
143
Schedule of contingencies
145
Notes to and forming part of the financial
statements
146
PART 6
APPENDICES
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Appendix 1 Audit and Risk Committee
members
Appendix 2 Regulatory development
Appendix 3 Operating statistics
Appendix 4 Staffing Appendix 5 Consultants, contractor,
legal, advertising and
direct mail expenses
Appendix 6 Documents available
from CASA
Parliamentary Oversight
112
Senate Committees
112
Parliamentary Questions
112
Complaints and investigations
112
Commonwealth Ombudsman
112
Industry Complaints Commissioner 113
Coronial inquiries
114
External scrutiny
115
Information flow and media coverage 115
Review of CASA’s regulatory
decisions
115
Federal court prohibition orders
119
Administrative Appeals Tribunal
review of freedom of
information decisions
119
Other reviews and review
mechanisms
119
Statutory reporting
120
Significant events 120
Other major events
120
Significant judicial decisions and
administrative review decisions 121
Freedom of Information Act
122
PART 2
PERFORMANCE REPORT 40
PART 3
CORPORATE REPORT
Ecologically sustainable development127
Commonwealth Disability Strategy 128
Occupational health and safety
129
Purchasing
131
Insurance and indemnities
132
Competitive tendering and
contracting
133
Advertising and market research 133
Effective management
93
Internal audit
93
Risk management services
95
Legal instruments
95
Probity measures
96
Whistleblower policy
96
Code of conduct
96
Fraud control
96
Conflicts of interest
96
Strategic relationships
97
Standards Consultative Committee 97
Aviation Safety Forum
98
Australian Transport Safety Bureau 99
Expert Panel on Aircraft Air Quality 100
Industry Briefings
100
International stakeholder
engagement
100
Leadership, valuing and developing
staff
103
Terms and conditions of
employment
103
Staffing profile
105
Learning and development
105
Workplace relations
106
Recognising high performance 106
REFERENCES
190
193
201
214
219
227
230
Acronyms and abbreviations Compliance index
Cameos, figures and tables
Alphabetical index
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1
key statistics–5 year summary
change
2007–08 2006–07 to
2007–08
2003–04
2004–05
2005–06
2006–07
More information
Total operating expenses
110.8
110.1
120.5
115.8
131.8
r
Year in review; Part 5
Total operating revenue
106.8
122.6
118.0
129.8
143.9
r
Year in review; Part 5
3.9
12.5
(2.5)
14.0
12.1
s
Year in review; Part 5
Current ratio
1.28:1
1.69:1
0.96:1
1.57:1
1.84:1
r
Part 5
Debt ratio
0.58:1
0.47:1
0.54:1
0.43:1
0.40:1
s
Part 5
$19.55m
$33.17m
$31.07m
$45.96m $59.66m
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Part 5
Staff numbers – total (excludes agency staff)
701
683
672
621
653
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Part 3; Appendix 4
Average absenteeism
7.5
7.5
6.99
6.82
8.21
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Part 3
2
0
1
5
0
s
Part 4
12,160
12,401
12,672
12,718
13,270
r
Appendix 3
Air Operator’s Certificates current at 30 June – General aviation
606
859
840
843
839
s
Appendix 3
Air Operator’s Certificates current at 30 June – Airline operations
89
27
41
32
40
r
Appendix 3
Certificates of approval current at 30 June – General aviation
671
671
641
663
650
s
Appendix 3
Certificates of approval current at 30 June – Airline operations
43
60
69
80
80
no change
Appendix 3
4,564
3,920
9,083
7,551
7,681
r
Appendix 3
32,965
32,668
36,722
33,272
35,021
r
Appendix 3
6,274
6,274
6,341
6,403
6,474
r
Appendix 3
15,590
15,223
16,651
18,841
22,840
r
Appendix 3
534
607
695
530
458
s
Appendix 3
CORPORATE AND FINANCIAL
Financial performance ($m)
Operating result
Financial position
Total equity
Staffing
Notifiable OHS Accidents or dangerous occurrences
The industry
Aircraft ‘VH’ registered as at 30 June
Flight crew licences issued
Flight crew licences current at 30 June
Aircraft maintenance engineer licences current at 30 June
Australian flight crew licensing exams – total passed, private pilot licence and above
Australian airworthiness directives produced
Type acceptance certificates issued
Attendance at safety seminars and conferences
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24
13
25
20
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Appendix 3
5,446
2,562
2,750
3,051
5,221
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Part 2
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letter of transmittal
3
review by the
chief executive officer
2007–08 has been a year of strong progress and important achievement in
building a more efficient and effective organisation.
In last year’s report I highlighted the achievement of some important targets in our
reform process of developing a ‘new CASA’, a more industry facing organisation
with a clear focus on producing meaningful safety outcomes, with the best people
in the right positions, and with our skilled safety staff spending more time where it
matters, in the field and on the tarmac. These were critical goals in a process that
began soon after my appointment as CEO, and has involved major changes to our
structure, our geographic locations, and the way we conduct our operations.
During 2007–08 the process of building a better organisation has continued, and
with the framework for reform largely in place, the focus has been rather more on
‘fine-tuning’ than on introducing further substantial change.
Our three major undertakings for the year, the Aviation Safety Oversight Program to
define how individual staff do their work with airlines and operators, adjustments to
our organisational groups to facilitate our dealings with industry, and our workforce
capability project which relates to the qualifications and experience of our key
people, are each through the development phase and are being implemented.
The final key element of CASA’s new management structure was realised in
December 2007 with the appointment of Mick Quinn as Deputy CEO Operations,
based at our new Operational Headquarters in Brisbane. The basic organisational
structure has also been finalised with the establishment of the Airworthiness
Engineering Group in July 2008, which further improves the delivery of CASA’s
safety oversight of engineering activities.
A key achievement during the year was consolidating our Brisbane-based operational
staff from three separate office locations to a single new building on Brisbane Airport,
to establish CASA’s Operational Headquarters. This was the final major step in
achieving the goal I had set several years ago for CASA to have closer operational
engagement with the industry for which we have safety oversight responsibility.
One of the early measures I initiated was to move a large number of operational roles
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out of Canberra and locate them in Brisbane, a significant aviation hub, and at our
regional offices around Australia. The bringing together of our Brisbane people into
one office has obvious benefits for operational coordination and more efficient use of
resources, as well as providing a modern workplace environment for staff. However, it
also reflects an outwardly oriented organisation, well placed to engage with industry.
Other important achievements during 2007‑08 included a new focus on the key
area of pilot training, with the establishment of the Flight Training and Testing Office
within CASA and the commencement of CASA officers conducting flight testing of
new flying training instructors. The new Office of Airspace Regulation opened for
business on 1 July 2007, and has operated successfully in regulating Australian
airspace and managing airspace change proposals.
At an operational level, there has been a substantial increase in CASA’s surveillance
of the passenger air transport industry compared to previous years. Protection
of the travelling public is CASA’s key priority and the increase in surveillance in
this sector has been an important achievement. We significantly increased the
number of Aviation Safety Advisor positions, in recognition of the success of these
important industry liaison and advice providing roles. We undertook a survey of new
and emerging risk factors in the aviation industry, to encourage operators to look
beyond existing risks and to think ahead as to how new risks might be identified and
addressed. These are just a selection of CASA’s achievements for 2007‑08 which
are discussed in more detail later in this report.
At a more strategic level we have continued our focus both in terms of regulatory
development, and in providing direction to the aviation industry on the value of safety
outcomes rather than a simplistic adherence to rules and regulations. The rules and
regulations continue to be important, and CASA will continue to enforce them. But
we are now moving towards a regulatory environment that requires the industry to
focus on its own safety outcomes, and not just on an adherence to process. We
have been encouraged by the industry’s acceptance of this approach, as well as the
industry’s acceptance that the primary responsibility for aviation safety lies with those
who fly and maintain aircraft, manage aerodromes, and train pilots and engineers,
rather than with the regulator. CASA can write and enforce the rules, it can ensure
operators have proper safety systems in place to manage their risks, it can assist
industry with safety education and information, and it can and will act independently
and decisively against operators unwilling or unable to maintain appropriate safety
standards. While the regulator undertakes surveillance, and is directing even more
resources to that end, it cannot be everywhere, checking everything, so the dayto-day responsibility for the safety of a particular operation inevitably lies with the
operator. CASA is working hard to ensure everyone in the industry is aware of their
safety responsibilities and achieving the best possible safety outcomes.
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CASA’s performance as a regulator on the international stage was also brought
under scrutiny this year, with the International Civil Aviation Organization audit
of Australia’s safety oversight capabilities in February 2008. The results of this
audit were extremely positive, as were the outcomes of a US Federal Aviation
Administration visit to review CASA’s parts manufacturing approval and oversight
processes. All these reviews have provided opportunities for CASA to reflect on its
performance and to identify and enact opportunities for improvement.
This year has seen an almost unprecedented level of external scrutiny of CASA. The
Senate Inquiry into the administration of CASA was announced in May 2008 and
reported in September 2008, and saw some 61 submissions and two days of public
hearings. The government is currently considering the recommendations from the
report. The Aviation Regulation Review Taskforce met throughout 2007 and its report
was made public in June this year. Meanwhile the Miller Review examined in detail
the relationship between CASA and the independent aviation safety investigator,
the Australian Transport Safety Bureau. CASA has accepted the Miller Review’s
recommendations and will continue to progress these in the coming year.
The government has announced its intention to appoint a Board for the future
governance of CASA. This will of course be subject to the usual government and
parliamentary decision-making processes, but it seems likely the Board will be in
place during 2009, somewhat after the completion of my formal five-year appointment
as CEO of CASA on 30 November 2008. I will relinquish my responsibilities as CEO
with the satisfaction that the goals I set at the beginning of my term have essentially
been realised. I believe the new CEO and Board, when appointed, will find a
renewed and re-invigorated organisation operating with a high degree of efficiency
and effectiveness and well placed to meet the challenges of overseeing the safety
of a dynamic and ever-changing aviation industry.
Bruce Byron AM
Director of Aviation Safety
and Chief Executive Officer
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PART
6
7
Highlights in 2007–08
overview
of casa
8
Summary of financial outcomes
10
CASA’s environment
15
CASA’s people
19
CASA’s business: achieving our vision of Safe skies for all 32
Into the future
36
2007–08 has been a year of strong progress towards building a
more efficient and effective organisation. This section provides
an overview of the people, projects and resources involved in
regulating aviation safety in Australia, and progressing CASA’s
vision of Safe skies for all. Key achievements in 2007–08 are
identified, as well as some of the initiatives and challenges
that lie ahead for the organisation in the coming year.
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Introduction of new specialist safety roles, including air transport
inspectors, safety systems specialists, and aviation safety advisors to meet
the demands of regulating a changing industry.
■■
Opening of CASA’s new Operations Headquarters at Brisbane airport.
Findings in a national public survey that the proportion of people who think
CASA is doing a good or great job has improved significantly, while the percentage
of people who think CASA is doing a poor or bad job has declined.
Significant progress with regulatory and policy development for the alcohol
and other drugs testing program, including commissioning of a Virtual
Resource Centre, appointment of an Independent Testing Provider for
random testing, and training of several medical review officers. Regulations
came into effect on 23 September 2008, and an educational campaign for
industry has commenced.
Proactive identification of new and emerging risks that may affect
the aviation industry, including a comprehensive industry survey and
the publication of An assessment of trends and risk factors for further
discussion in 2008–09.
Successful transfer of the responsibility for regulating and administering
Australia’s airspace from Airservices Australia to CASA.
Significant progress with the review of all unique Australian Airworthiness
Directives (ADs) to determine whether they are still necessary to address unsafe
conditions: Of the 3,600 unique Australian ADs in existence, 1,230 have been
reviewed and 748 have been cancelled.
An above average result in the February 2008 International Civil
Aviation Organization (ICAO) audit of Australia’s overall safety oversight
capabilities, particularly in relation to CASA’s risk-based surveillance
approach, airworthiness directives, defect-reporting system and safety
promotion campaigns.
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Amendments to Civil Aviation Order (CAO) 40.0 to progressively introduce
specific language standards for flight crew, consistent with the ICAO
standard on language proficiency.
A
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AOD promotions
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Increased oversight and surveillance in the priority area of passenger
carrying operations.
Trends & risk factors booklet
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Continued implementation of a risk-based approach to oversight
surveillance and entry control, enabling CASA to target areas of high risk,
and assess each surveillance and entry control process specifically for each
operator rather than taking a ‘one size fits all’ approach.
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AvSafety seminars
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New operations headquarters
highlights in 2007–08
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English proficiency booklet
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Active representation of CASA internationally, including attendance
at ICAO Assembly and Directors-General Civil Aviation meetings, and
participation on a number of other international bodies such as the
Navigation Systems Panel, the Instrument Flight Procedures Panel, the
Aerodromes Panel and the Separation and Safety Panel.
Commencement of the Certificate IV and Diploma in Aviation Safety
Regulation, in collaboration with the Swinburne University of Technology,
with 58 participants enrolled in the program as at 30 June 2008.
Development of online solutions for the aviation industry to do business
with CASA, such as cyber-exams and the CASA web portal.
Completion of a Workforce Capability Framework and an Internal
Capability Analysis, both of which position CASA to better define and
put in place the skills required to deliver current and future operational
and support functions.
Completion of two comprehensive aeronautical studies, at
Williamtown, NSW and Avalon, VIC, aerodromes, the findings of which
will be actively implemented to ensure a greater level of safety at the
two sites.
Formation of the Expert Panel on Aircraft Air Quality to address
concerns about the quality of aircraft cabin air, and to provide
recommendations to government through the Cabin Air Quality
Reference Group.
Establishment of the Accident Investigation Report Review Board
(AIRRB), an internal mechanism utilising CASA’s technical expertise to
provide commentary on material released by the Australian Transport
Safety Bureau (ATSB).
Successful engagement of the industry through the AvSafety seminars,
attended by over 5,000 people during 2007–08.
Increased safety promotion activity by CASA’s new Aviation Safety
Advisors, who conducted a total of 992 individual visits to operators
during 2007–08.
Achievement of a score of 8.1 out of 10 in the Comcover risk management
benchmarking survey, well above the average of 5.8, which will result in
an 8.1 per cent discount on CASA’s insurance premium.
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summary of financial outcomes
Figure 1.1 A
ctual results for 2006–07 and actual and budgeted results for
2007–08
11
Financial performance
Table 1.1 compares the actual audited results for 2007–08 to budget and to actual
results for 2006–07.
Table 1.1
Actual 2007–08
C
omparison of actual and budget results for 2007–08 with actual
results for 2006–07 ($ million)
Actual
2007–08
Actual
2006–07
Revenue
143.9
Expenses
Budget 2007–08*
Variance
Budget*
2007–08
129.8
14.1
143.9
142.4
1.5
r
131.8
115.8
16.0
131.8
131.6
0.2
r
12.1
14.0
(1.9)
12.1
10.8
1.3
r
Operating result
Revenue
Actual 2006–07
Actual
2007–08
Expenses
Variance
0
20
40
60
80
100
$ million
120
140
160
* Budget figures are 2007–08 estimated actuals based on the figures published in the Portfolio Budget
Statements 2008–09.
* Budget figures are 2007–08 estimated actuals based on the figures published in the Portfolio Budget
Revenue
Statements 2008–09.
CASA had an operating surplus of $12.1 million in 2007–08, compared with a
$14.0 million surplus in 2006–07. This difference of $1.9 million reflects an increase
in revenue of $14.1 million and an increase in expenses of $16.0 million.
CASA was funded for four New Policy Proposals (NPPs) in 2007–08 including the
Office of Airspace Regulation (OAR), part of the Transport Safety Assistance to
Indonesia initiative and the Air Transport Safety Risk Mitigation initiative. CASA was
also funded for the development of an Alcohol and Other Drugs testing regime for
the aviation industry.
Figure 1.2 shows the change in revenue from 2006–07 to 2007–08 and compares
actual revenue to budgeted revenue.
Figure 1.2Actual revenue for 2006–07 and actual and budgeted results for 2007–08
Other
Actual 2006–07
Budget 2007–08
Actual 2007–08
Interest
The increase in revenue is primarily associated with a $5.6 million increase in
revenue from aviation fuel excise and a $4.9 million increase in the sale of goods
and rendering of services. The latter is due to the recognition of revenue associated
with two of the NPPs in 2007–08, namely the OAR and transport safety assistance
to Indonesia. The increase in expenses is primarily due to costs associated with all
four NPPs from 1 July 2007 as well as expenses attributed to new projects.
Sale of goods and
rendering of services
Aviation fuel excise
Revenue from government
0
10
20
30
40
50
60
70
80
The unbudgeted 2007–08 surplus of $1.3 million is represented by a $1.5 million
revenue surplus and a $0.2 million overspend in expenses. The majority of the revenue
surplus is from the receipt of aviation fuel excise, which is collected on aviation fuel
purchased in domestic air travel. The over budget expense is primarily associated
with an increase in leave provisions as a result of updated actuarial assumptions.
The $14.1 million increase in operating revenue from 2006–07 to 2007–08 is
represented by:
Figure 1.1 shows the change in revenue and expenses.
■■
$ million
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an increase in government appropriations ($1.8 million) associated with the
Alcohol and Other Drugs and Air Transport Safety Risk Mitigation activities
an increase in aviation fuel excise ($5.6 million) in line with strong aviation fuel
excise collected from the growing aviation sector
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Expenses
an increase in the sale of goods and rendering of services ($4.9 million)
mainly associated with cost-recovery arrangements with Airservices Australia
for airspace regulation, and revenue collected from the Department of
Infrastructure, Transport, Regional Development and Local Government for
a purchaser–provider arrangement to cover the provision of transport safety
assistance to Indonesia
The $16.0 million increase in operating expenses from 2006–07 to 2007–08 is
attributable to the following factors:
■■
an increase in miscellaneous revenue ($1.8 million) reflecting an increase in
interest income ($1.2 million) due to higher-than-anticipated cash balances and
increases in interest rates throughout the year, in addition to increases in other
sources of miscellaneous revenue ($0.6 million).
The revenue excess ($1.5 million) to budget is represented by:
■■
■■
■■
13
■■
■■
an increase in aviation fuel excise ($0.3 million) over budget estimates
an increase in the sale of goods and rendering of services ($0.5 million)
primarily due to increased volumes of renewals for Aviation Security
Identification cards in the latter part of the year
■■
an increase in sundry revenue ($0.7 million).
■■
In 2007–08, approximately 53 per cent of CASA’s revenue was from aviation fuel
excise and around 31 per cent was from government appropriations. This compares
to 2006–07 when approximately 55 per cent of CASA’s revenue was from aviation
fuel excise and around 32 per cent was from government appropriations. The
remainder of 2007‑08 revenue was derived from the sale of goods and rendering
of services (including the Indonesia and OAR activities), interest and other minor
sundry revenue (see Figure 1.3).
Figure 1.3 Sources of revenue, 2007–08
Other 0.9%
Interest 2.4%
Sale of goods and
rendering of services
13.0%
Employee costs increased by $3.7 million primarily due to an increase in
average staffing levels from 625 in 2006–07 to 637 in 2007–08. The increase
in average staffing levels in 2007–08 is associated with the four NPPs.
Expenditure on consultancies and contracts increased by $5.6 million in
2007–08. Approximately $3.0 million of this increase is attributed to new
projects during the year as well as consultancies associated with the four
NPPs.
Property operating expenses increased by $3.2 million due primarily to the
occupation of new premises in Brisbane and Perth.
Domestic travel and transport costs increased by $2.3 million in 2007–08 due
to travel associated with the creation of a new flight training and testing office,
the commencement of the four NPPs and travel associated with projects.
Overseas travel costs increased by $1.1 million in 2007–08 in part due
to overseas travel associated with the Indonesia program and increased
attendance at working and advisory groups and conferences held overseas.
Expenses in 2007–08 were $0.2 million above budget as a result of:
■■
■■
Employee costs were higher than budget by $0.6 million primarily due to an
increase in leave provisions as a result of updated actuarial assumptions.
Write-down and impairment of assets during the year was $1.8 million and was
not budgeted for. The write-down and impairment were associated with the
surrender of old premises in Brisbane and the expiration of a lease in Perth, as
well as the revaluation of assets held under finance lease.
These were offset by depreciation and amortisation under budget by $2.0 million
due to assets and projects being capitalised late in the year.
In 2007–08, CASA spent approximately 54 per cent of total expenditure on
employee costs (compared to 59 per cent in 2006–07) and about 40 per cent on
suppliers (compared to 34 per cent in 2006–07). The remainder largely comprised
depreciation and amortisation (see Figure 1.4).
Revenue from
Government
30.8%
Aviation fuel excise
52.9%
ActualC2007-08
2007-08
A S A (%)
A NActual
N U A
L
R (Amount)
E P O R
T
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Total
Figure 1.4 Expenditure, 2007–08
Write-down and
impairment of assets 1.3%
Figure 1.5 Financial position, 2006–07 to 2010–11
15
Net Assets
Total Liabilities
Total Assets
Finance costs 0.1%
Depreciation and
amortisation 5.2%
2010–11 Forward Estimate
2009–10 Forward Estimate
Employee benefits
53.9%
2008–09 Budget
2007–08 Actual
Suppliers 39.5%
2006–07 Actual
0
20
40
60
80
100
$ million
Note: 2008–09 budget and forward estimates are based on the forward estimates provided in CASA’s
Portfolio Budget Statements 2008–09.
Cash flow
CASA’s cash balance (including short-term investments) at 30 June 2008 was
$49.0 million (2006–07: $38.0 million).
Actual
2007-08 (%) Actual 2007-08 (Amount)
The increase in the cash balance is represented by
net cash generated from
operating activities ($22.8 million), offset by cash used to purchase property, plant
and equipment and intangibles ($11.8 million). The purchase of property, plant
and equipment reflects fit-out costs associated with the new Brisbane and Perth
buildings, as well as expenditure on computer software and hardware.
Financial position
Key indicators of the health of CASA’s financial position are its ability to sustain
its asset base, the ability to pay debts as they fall due in the short term, and the
maintenance of prudent levels of long-term liabilities.
The ability of CASA to sustain its asset base is indicated by changes in net assets.
Figure 1.5 shows that net assets are stable in relation to 2006–07 and forward
estimates.
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casa’s environment
Our Minister and portfolio
As an independent statutory authority within the Infrastructure, Transport,
Regional Development and Local Government portfolio, CASA is accountable to
the Commonwealth Parliament through the Minister for Infrastructure, Transport,
Regional Development and Local Government (see Figure 1.6 below).
CASA, the Department of Infrastructure, Transport, Regional Development and
Local Government (which includes the Australian Transport Safety Bureau and
Office of Transport Security) and Airservices Australia form a tripartite aviation safety
structure. Each has separate and distinct functions, but the three organisations work
together as an integrated system.
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Figure 1.6 Portfolio structure
CASA is progressively combining and updating the requirements currently set out in
the CARs and Civil Aviation Orders into the new CASRs under its regulatory reform
program.
Department of Infrastructure, Transport,
Regional Development and Local Government
Section 9A of the Act requires CASA to regard the safety of air navigation as the
most important consideration in the exercise of its powers and the performance of
its functions.
Office of Transport Security
aviation security, including regional
aviation
Australian Transport Safety Bureau
independent investigator of accidents
and incidents
The Airspace Act 2007 (the Airspace Act) and Airspace (Consequentials and Other
Measures) Act 2007 gave CASA the power to regulate and administer Australia’s
airspace from 1 July 2007. This is a new authority and responsibility for CASA.
Policy and governance oversight of CASA and Airservices Australia
Policy management of aviation environment
Policy advice on the industry
Oversight of leased federal airports
CASA
Airservices Australia
safety regulator of
service provider of air
airports, aircraft, airspace,
traffic management and
air operators and
fire fighting services
personnel
The Airspace Regulations 2007 were developed to enable CASA to perform the
functions and exercise the powers needed to administer and regulate Australianadministered airspace in accordance with the Airspace Act. The Airspace Regulations
include provisions for classifying and designating airspace to determine the level of
air traffic service that can be provided in individual volumes of airspace, and to
restrict access to particular volumes as necessary. They also include details about
the timing of reviews of decisions made by the airspace regulator, and how such
reviews are to be conducted.
Australian Maritime
Safety Authority
search and rescue
including aviation
Until the federal election on 24 November 2007, the portfolio was known as the
Transport and Regional Services portfolio, with its Minister the Hon Mark Vaile,
MP Following the election, the portfolio was changed to its present name and the
Hon. Anthony Albanese, MP, was appointed Minister for Infrastructure, Transport,
Regional Development and Local Government.
Our legislation
The following legislation also affects CASA’s exercise of powers and performance
of functions:
■■
Administrative Appeals Tribunal Act 1975
■■
Administrative Decisions (Judicial Review) Act 1977
■■
Air Navigation Act 1920
■■
Air Navigation Regulations 1947
■■
Air Services Act 1995
CASA was established on 6 July 1995 as an independent statutory authority by an
amendment to the Civil Aviation Act 1988 (the Act).
■■
Air Services Regulations 1995
■■
Airports Act 1996
Under section 9 of the Act, CASA’s primary function is to regulate the safety of civil
air operations in Australia and the operation of Australian aircraft overseas. CASA’s
other functions include providing comprehensive safety education and training
programs, working with the Australian Transport Safety Bureau, and administering
certain features of the Civil Aviation (Carriers’ Liability) Act 1959, in particular
ensuring that operators hold insurance that complies with that Act.
■■
Auditor-General Act 1997
■■
Aviation Transport Security Act 2004
■■
Aviation Transport Security Regulations 2005
■■
Freedom of Information Act 1982
The Civil Aviation Regulations 1988 (CARs) and the Civil Aviation Safety Regulations
1998 (CASRs), made under the authority of the Act, provide for general regulatory
controls for the safety of air navigation. The Act and CARs empower CASA to issue Civil
Aviation Orders on detailed regulatory matters. The CASRs empower CASA to issue
manuals of standards providing detailed technical information that support the CARs.
■■
Legislative Instruments Act 2003
■■
Ombudsman Act 1976
■■
Privacy Act 1988
■■
Transport Safety Investigation Act 2003.
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Commonwealth Authorities and Companies Act 1997
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Criminal Code Act 1976
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Our industry
CASA’s operating environment comprises over 42,000 licensed industry personnel
(including pilots, licensed aircraft maintenance engineers and air traffic controllers);
over 13,000 registered aircraft; around 840 general aviation operators; more than
40 airline operators; over 700 maintenance organisations; more than 170 certified
aerodromes and more than 130 registered aerodromes; and 26 air traffic control
(ATC) facilities including major ATC centres in Brisbane and Melbourne.
CASA also conducts surveillance on over 70 foreign operators and oversees ten
self-administering organisations.
CASA’s ongoing challenge is to keep pace with the dynamic nature of the industry and
its associated technologies, in order to deliver on our commitment to ensuring Safe
skies for all. As the industry has evolved, so too has CASA. The year 2007–08 brings
to fruition a period of uncompromising reform, delivering ‘the new CASA’ – a more
industry-facing organisation with a clear focus on risk-based safety outcomes.
CASA’s people
Our Executive
This means that CASA operational staff are constantly engaged with all sectors of
industry, not only carrying out our core safety regulatory responsibilities, including
audit and surveillance, but also responding to requests for information and assistance
and providing education and training.
The aviation industry in Australia is dynamic and increasingly complex, involving:
■■
■■
the introduction of new domestic and international carriers
the introduction of new aircraft types (such as Embraer jets and Airbus A380
and Boeing 787 aircraft) and the investment in new models, such as corporate
jets and new-generation helicopters
■■
an ageing Australian aircraft fleet
■■
a growing self-administration sector
■■
an increasing number of aircraft on the Australian aircraft register
■■
an increase in airport movement statistics at key airports
■■
■■
L-R: Mick Quinn, Bruce Byron, Shane Carmody
Bruce Byron, AM—Director of Aviation Safety and Chief Executive Officer
a shortage of suitably qualified and experienced personnel, i.e. pilots, aircraft
maintenance engineers and air traffic controllers
Mr Byron began his career in aviation in the Royal Australian Air Force in the mid1960s. His service with the RAAF includes a 12-month tour with No. 35 Squadron
in Vietnam, flying Caribou aircraft in 1,600 operational sorties.
an increase in activity in the flying training industry, particularly the
establishment of numerous foreign airline training schools in Australia.
Australia’s domestic and international airlines have continued to show resilience
through steady growth in the past decade, with market share becoming more
competitive for established and new-generation airlines.
In 1986–87, when Australia’s domestic airline industry operated under the regulated
‘two airline policy’, 36.7 million passengers passed through Australia’s airports. In
2006–07, that figure had grown to 112.8 million passengers, an average annual
growth rate of 5.8 per cent.
Patterns of air transport are changing, with the emergence of low-cost carriers,
larger aircraft, regional jets and a range of new point-to-point services driving further
growth in the industry.
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Mr Byron then moved into flying training with the RAAF as an instructor, the
beginning of a long association with training in both military and civilian flying.
He was promoted to Wing Commander in 1980 and during 1982 and 1983 was
Commanding Officer of the RAAF Central Flying School, responsible for the training
and checking of all military flying instructors in Australia. In 1984, he was invested
as a Member of the Order of Australia.
After leaving the RAAF, Mr Byron became an Examiner of Airmen with the Department
of Aviation, flying more than 20 different types of aircraft and flight testing pilots up
to senior commercial level. In 1988, he moved to private enterprise, taking over
the management of North Broken Hill Ltd’s private jet operations and subsequently
occupying senior positions with Kendall Airlines, Ansett Australia and Virgin Blue.
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He has also worked as an aviation safety consultant in the areas of flight training,
human factors and aviation safety management.
Mr Byron holds an airline transport pilot licence, a command instrument rating and a
Grade 1 instructor rating. He has flown more than 10,000 hours during his aviation
career.
Mr Byron has had a long involvement with CASA. From 1997 to 1999, he was
a member of the CASA Board, chairing the Safety Committee and guiding the
development of CASA’s new safety compliance and promotion activities.
Between 2000 and 2003, he chaired the Aviation Safety Forum, a high-level industry
group providing strategic advice to CASA on aviation safety. His term of appointment
as CASA’s Chief Executive Officer began in December 2003.
Michael Hart—Industry Complaints Commissioner
21
Michael Hart joined CASA in June 2007. He gained wide experience in the
management of complaints and complex investigations involving the public sector
through positions at the NSW Attorney General’s Department, the Australian
Security Intelligence Organisation, and the NSW Independent Commission
Against Corruption. He was the general manager for the Aircraft Owners and Pilots
Association in 1999 during the (Mobil) Avgas fuel contamination crisis.
Mr Hart has flown more than 6,000 hours in his flying career and has held aviation
industry positions including qualified flying instructor with the RAAF, and check and
training captain with Coastwatch.
Shane Carmody—Deputy Chief Executive Officer, Strategy and Support
Shane Carmody joined CASA in October 2006. Before this, he held senior executive
positions in the Department of Defence between 1995 and 2006, including as Deputy
Secretary, Intelligence and Security, and Deputy Secretary, Strategy. Mr Carmody has
had an extensive career in the public service, most of this in the Department of Defence.
He also held a senior position in the Department of Finance and Administration. After
serving in the Australian Army for 14 years, specialising in intelligence operations, he
moved to the civilian side of the Defence portfolio in 1989.
Mr Carmody was a member of the Defence Committee (managing the operations of
the Department of Defence) from 2001 to 2006 and was also a member of numerous
other senior defence and whole-of-government committees.
Mr Carmody oversees the work of the Legal Services Group, the Planning and
Governance Office, the Information Services Group, the Finance Office, the Personnel
Licensing, Education and Training Group, and the Human Resources Group.
Mick Quinn—Deputy Chief Executive Officer, Operations
Mick Quinn has had a wide variety of experience in the aviation and transport industry
including as a pilot holding Australian and US licences and in airline operations and
safety management, accident investigation, and transport safety regulation.
Mr Quinn has flown a range of aircraft types, from gliders to general aviation and
corporate aircraft. He has also completed type ratings on numerous narrow and
wide-body Boeing and Airbus airliners.
He has held the posts of Manager, Air Safety Investigation, Qantas Airways; Senior
Vice President, Group Safety, and Vice President, Flight Training, Emirates; and
Executive Director, NSW Independent Transport Safety and Reliability Regulator.
CASA CEO Bruce Byron (r) and Deputy CEO Shane Carmody brief staff in Canberra.
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Our Senior Management Group
Peter Cromarty—General Manager, Airspace and Aerodrome Regulation Group
Peter Cromarty has more than 30 years of experience in the international aviation
industry. He has worked as both a pilot and an air traffic controller, starting his
career as an area radar controller in the London Air Traffic Control Centre. He also
worked in the United States and the Middle East before moving back to the United
Kingdom to work in various roles in the regulation of air traffic services at the United
Kingdom’s Civil Aviation Authority (CAA). Before joining CASA in June 2007, Mr
Cromarty was a senior manager at Air Safety Support International, a not-for-profit
subsidiary company of the CAA.
Betty Edwards—Chief Financial Officer
Betty Edwards joined CASA in August 2004. Before moving to Canberra, she was
based in Adelaide and held several senior finance roles in the private sector, including
National Finance Manager for Co-operative Retirement Services (Adelaide Bank),
and General Manager, Finance and Administration, for Great Southern Railway.
She is a Fellow of CPA Australia and has a Bachelor of Economics and a Master of
Business Administration.
Chris Farrelley—Chief Information Officer
Front row L-R: Peter Boyd, Greg Hood, Chris Farrelley, Betty Edwards, Jonathan Aleck, Michael Hart,
Greg Vaughan. Back row L-R: Gary Harbor, Malcolm McGregor (for Peter Cromarty), Shane Carmody,
Mick Quinn. Absent: Rob Wight; Peter Cromarty
Dr Jonathan Aleck—Head of Legal Services Group
Jonathan Aleck started work with the then Civil Aviation Authority in 1993 as a
legal officer. Before joining CASA, he lectured in law and politics at universities in
Australia, Papua New Guinea and the United States, and for many years was the
director of a private legal research and consultative organisation.
From 1998 until 2003, he was the Australian representative to the International Civil
Aviation Organization, based in Montreal. During that time, he also lectured on an
occasional visiting basis at the Institute of Air and Space Law at McGill University.
Dr Aleck is currently a member of the National Executive Committee of the Australian
Institute of Administrative Law.
Chris Farrelley started with CASA in October 2005 after 18 years with the Health
Insurance Commission, two years as Medibank Private’s Chief Information Officer
and five years consulting with Acumen Alliance in technology and business roles
for the Australian Communications Authority, the Commonwealth Scientific and
Industrial Research Organisation, and the Department of Defence.
Gary Harbor—Head, Human Resources
Gary Harbor joined CASA in April 2005, with an extensive private sector background
in human resources. He has been a personnel manager for Toyota; General
Manager, Human Resources, at Email Metals; and head of human resources at the
pharmaceutical firm Sigma Company. He has degrees in arts and economics and
an MBA.
Peter Boyd—Head of Planning and Governance Office
Greg Hood—Group General Manager, Personnel Licensing, Education and
Training Group
Peter Boyd started with CASA in 1999. A professional engineer, he moved from
technical management work to a senior management role at Telarc Ltd, a New
Zealand management system auditing organisation. He came to CASA with
experience in the development and assessment of safety management systems
and has since served in many management positions within CASA.
Greg Hood began his career as an air traffic controller with the RAAF. In 1990
he joined Airservices Australia, where, during his 17-year tenure, he carried out a
variety of roles, including Manager, Regional Services, and Manager, Melbourne Air
Traffic Control Centre, before joining CASA in June 2007. Mr Hood is a glider pilot
and private pilot.
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Rob Wight—Acting Group General Manager, Air Transport Operations Group
(from February 2008)
25
Mr Rob Wight joined CASA in 2002 and has served as the acting General Manager
of the Air Transport Operations Group since February 2008. Mr Wight’s substantive
position is as the Operations Manager, Air Transport Operations Group. Prior to
working with CASA, Mr Wight was the General Manager Operations with Kendall
Airlines and was the accountable AOC Manager, and before that was a Training &
Check Captain.
Patrick Murray—Group General Manager, Air Transport Operations Group,
June 2005 – February 2008
Patrick Murray joined CASA in 2005 in this newly created role. Before this, he
conducted aviation safety research and chaired CASA’s Standards Consultative
Committee. He began his aviation career as a pilot with the UK RAF. Mr Murray
also served with the RAAF, and as a pilot and senior check and training captain with
Cathay Pacific.
Greg Vaughan—Group General Manager, General Aviation Operations Group
Greg Vaughan has had a career as a design and development engineer in the
United States and Canada, including manager of air safety investigations at Pratt
and Whitney Canada. He has also held senior safety and technical positions at
Ansett and Kendall. Mr Vaughan joined CASA in October 2004.
Green credentials
for Brisbane operational headquarters CASA’s Air Transport and General Aviation operational headquarters
completed its move to its new Brisbane office during the year. The building
has received a four-star Green Star Australian Building Greenhouse rating,
representing ‘World Leader’ status, from the Green Building Council of
Australia.
The building is energy and water efficient, incorporating thermal and solar
design principles, flexible air conditioning systems and balanced natural
and artificial lighting. All the concrete used on the project contains recycled
content; highly efficient water systems and extensive recycling facilities are
also in place. Other environmentally sustainable principles incorporated into
the design include measures to reduce waste and landfill as well as facilities
recycling for co-mingled and organic waste.
Senior management changes during the year
There were a small number of changes in CASA’s senior management during
2007–08:
■■
■■
■■
■■
C
Mr Mick Quinn was appointed as Deputy Chief Executive Officer, Operations.
Mr Patrick Murray resigned as Group General Manager, Air Transport
Operations Group, and was replaced on an acting basis by Mr Rob Wight.
Mr David McBrien was appointed as Manager, International Programs.
Mr Mark Sinclair was appointed as General Manager, Airworthiness
Engineering Branch, and from 14 July 2008 the acting Group General
Manager, Airworthiness Engineering Group.
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Our organisational structure
26
27
Figure 1.7 shows CASA’s organisational
structure as at 30 June 2008.
David Andersen
Strategic
Communications
Bruce Byron
Chief Executive Officer
Shane
Carmody
Deputy CEO
Strategy and
Support
Figure 1.7 CASA’s organisational chart
Michael Hart
Industry
Complaints
Commissioner
Peter Cromarty
Group General
Manager
Airspace &
Aerodrome
Regulation Group
Mick Quinn
Deputy CEO
Operations
Gary Harbor
Head of
Human
Resources
Jonathan Aleck
Head of
Legal Services
Group
Chris Farrelley
Chief
Information
Officer
Peter Boyd
Head of
Planning &
Governance
Office
Greg Hood
Group General
Manager
Personnel
Licensing,
Education &
Training Group
Betty Edwards
Chief Financial
Officer
Rob Wight
A/g Group
General
Manager
Air Transport
Operations Group
Brian Calder
Manager HR
Services
Adam Anastasi
Manager Legal
Services
Steven Stolk
A/g Manager
Business
Systems &
Testing Branch
Paul Trotman
Manager
Corporate
Relations
Richard Farmer
Manager
Aviation
Licensing
Fiona
Johnstone
Financial
Controller
Walter Slaven
A/g Manager
Operations
Michael
Whitfield
Manager
Workplace
Relations
Narelle Tredrea
Manager
Enforcement
Policy &
Practice
Simon Denby
Manager
Information &
Infrastructure
Branch
Grant
Mazowita
Manager
Regulatory
Development
Management
David Pattie
Manager
Safety
Promotion
Ian Lonsdale
A/g Manager
Property &
Security
Graeme
Marchant
Manager
Workforce
Capability
Ebenezer
Banful
A/g Manager
Legislative
Drafting
David Williams
Manager
Strategy
& Support
Ross Barnes
Manager
Risk
Management
&
Internal Audit
Ian Hosegood
Principal
Medical
Officer
Greg Vaughan
Group General
Manager
General Aviation
Operations
Group
David McBrien
Manager
International
Programs
Senior Manager
Operations
(Vacant)
Manager
Policy &
Business
Development
(Vacant)
Graeme Rogers
Operations
Manager
Tarryn Kille
Manager
Policy &
Business
Development
John Bromley
Manager
Safety
Oversight
Roger Weeks
Manager
GA Field Office
Sydney Region
Malcolm
McGregor
Manager
Airspace
Change
Richard White
Manager
AT Field Office
Brisbane
Terry
Farquharson
Manager
GA Field Office
Western
Region
Stewart
McAlister
Manager
GA Field Office
Southern
Region
Kim Jones
Manager
Airways &
Aerodromes
Jim Marcolin
Manager
AT Field Office
Sydney
Steven Bennett
Manager
GA Field Office
Northern
Region
Peter John
A/g Manager
GA Field Office
Eastern Region
Rick Leeds
Manager
AT Field Office
Melbourne
Peter Fereday
A/g Manager
CASA Service
Centre
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Mark Sinclair
A/g General
Manager
Airworthiness
Engineering
Branch
Dinh Nguyen
Manager
Certification
Policy &
Programmes
David Villiers
Manager
Airframes &
Structures
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Stephen Ginpil
Strategic
Research
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Manager
Manufacturing
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Manager
New
Technologies &
Systems
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Our groups
Changes to structure and office moves
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CASA’s operational headquarters, located in Brisbane, moved to new premises
at Brisbane Airport.
Reconfiguration of the General Aviation Operations Group to better align
CASA’s operations with the aviation industry.
The creation of a new International Programs Section in the first half of
2007–08.
29
Staff by group
As shown in Figure 1.7, CASA consists of a number of operational groups. The
distribution of staff across each group is shown in Figure 1.9.
Figure 1.9 Staff by operational groups
CASA’s airspace regulation and oversight functions (which were transferred
from Airservices Australia in June 2007 to a newly established CASA Office of
Airspace Regulation) expanded during 2007–08 to become the new Airspace
and Aerodromes Regulation Group (AARG).
Office of CEO
Airspace & Aerodrome Regulation Group
Finance Office
15
Human Resources
Legal Services Group
Planning & Governance Office
24
Information Services Group
34
The Manufacturing, Certification and New Technologies Office was transferred
to the General Aviation Operations Group to become the new Airworthiness
Engineering Branch (AEB).
Air Transport Operations Group
General Aviation Operations Group
Personnel Licensing, Education
& Training Group
Relocation of Western regional office at Perth airport in May 2008.
Our locations
CASA’s corporate head office is located in Canberra, and CASA’s operational
headquarters are now located at Brisbane airport. Figure 1.8 shows the location of
these offices and CASA’s offices.
42
31
25
44
107
224
107
0
50
100
150
200
250
Note that the Air Transport Operations Group included the Airworthiness Engineering Branch, which from
14 July 2008 became the Airworthiness Engineering Group.
Airspace and Aerodrome Regulation Group
Figure 1.8 Geographical location of CASA’s offices
The Airspace and Aerodrome Regulation Group (AARG) is responsible for regulating
airspace and managing airspace change proposals to ensure the safe, orderly
and efficient flow of air traffic, cognisant of national security, the protection of the
$ million
environment, and the equitable use of Australian airspace.
It is also responsible for
aerodrome certification and oversight of providers of communication, navigation,
surveillance and air traffic management services.
Darwin
Cairns
Northern
region
Townsville
Air Transport Operations Group
The Air Transport Operations Group (ATOG) is responsible for the safety oversight
of aviation organisations for large passenger carrying aircraft (weighing more than
5,700kg). ATOG also monitors safety performance of airlines and maintenance
organisations in the air transport sector across Australia and maintains safety
oversight of foreign aircraft operating into and out of Australia.
Eastern
region
Western
region
Brisbane
Tamworth
Sydney
region
Perth
Adelaide
Sydney
Southern
region
Canberra
ATOG conducts surveillance activities on foreign and domestic airlines. As part
of CASA’s overall risk-based approach, ATOG surveillance consists of regular
scheduled auditing of operators, as well as ‘no notice’ and adhoc surveillance
activities.
Melbourne
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ATOG is also responsible for certifying air operators within Australia. ATOG also
ensures that maintenance organisations who carry out work on Australian registered
aircraft in Australia and overseas are appropriately certified.
Finance Office
The Finance Office is responsible for the functions of finance, procurement,
and property and security. It provides strategic advice and guidance to senior
management on all matters relating to these functions, with its main purpose being to
facilitate the achievement of CASA’s corporate goals. The office is also responsible
for implementing relevant statutory requirements and undertaking all associated
corporate and financial reporting.
General Aviation Operations Group
The General Aviation Operations Group (GAOG) deals with operations with aircraft
of less than 5,700kg maximum take-off weight. This includes fixed and rotary
wing aircraft, sports aircraft and parachuting activities. GAOG functions include
regulatory services, surveillance and development of initiatives that contribute to
aviation safety.
In 2007–08 GAOG also included the Airworthiness Engineering Branch, which is
responsible for the overall safety oversight of engineering activities in the aviation
industry, including the policy and process development for engineering, initial
and continuing airworthiness and engineering standards. From 14 July 2008 the
Airworthiness Engineering Branch became a Group of its own, due to the importance
and the increasing complexity and range of activities undertaken by this area.
Human Resources
Human Resources Group consults with and advises CASA staff on all employment
and workplace related matters. The Group’s aim is to develop and maintain an
integrated approach to managing CASA’s human resource and staffing strategies
to meet the goals of the organisation. Human Resources Group facilitates CASA’s
organisational development strategies and the national training program. It drafts
and implements policy on staff and industrial relations, including conditions of
service, payroll, occupational health and safety, and learning and development.
Legal Services Group
31
The Legal Services Group (LSG) provides a full range of legal assistance, advice
and support to CASA staff, as well as handling matters in the Administrative Appeals
Tribunal and Federal Court, responding to summonses and subpoenas, and
assisting in aspects of CASA’s involvement in coronial inquests and litigation.
LSG also provides advice on legislative drafting matters and assists staff in the
preparation of regulatory and other documents, such as drafting instructions. It
is responsible for drafting subordinate civil aviation legislation and all manner of
statutory instruments.
The Group is also the focal point for the coordination of all CASA’s enforcement
activity. It issues infringement notices, carries out investigations under Part IIIA
of the Civil Aviation Act and refers briefs to the Commonwealth Director of Public
Prosecutions.
Personnel Licensing, Education and Training Group
The Personnel Licensing, Education and Training Group (PLET) develops and
administers standards for air transport and general aviation operations. PLET
performs critical service delivery functions for CASA, including:
■■ aircraft registration
■■
licensing of flight crew and maintenance personnel
■■
aviation medical certification
■■
certification of maintenance training organisations.
PLET also develops and delivers safety education and communication programs,
including the magazine Flight Safety Australia, a range of safety communications
products, the Aviation Safety Advisor (ASA) program and the human factors and
flight development initiatives.
Planning and Governance Office
Information Services Group
The Planning and Governance Office (PAGO) coordinates CASA’s interaction with
a range of government, industry and international stakeholders, as well as providing
support to CASA staff with handling of correspondence, ministerial briefings, and
other parliamentary related matters such as Senate Estimates and Parliamentary
inquiries.
The Information Services Group (ISG) supports CASA’s ongoing information and
communication technology (ICT) operations, including the periodic refreshment and
upgrading of technology employed by CASA to improve the stability of business and
corporate systems. ISG is also involved in the development of new ICT solutions
and the ongoing enhancement of CASA’s information management systems.
PAGO also manages and coordinates CASA’s standards setting function, from
managing consultation with the industry on regulatory development proposals
through the issue of Discussion Papers (DPs), Notices of Proposed Rule Making
(NPRMs) and Regulation Impact Statements (RISs). PAGO also liaises with the
Office of Best Practice Regulation in relation to new regulatory proposals.
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PAGO is also responsible for the delivery of a range of communication services,
including media relations, internal communications, communication evaluation and
content management of CASA’s Internet and intranet. Finally, PAGO coordinates
and communicates CASA’s corporate and operational strategies and plans.
Staffing summary
At 30 June 2008, CASA had 653 employees. This number included 30 temporary
staff and 4 staff managed as inoperative staff. (Staff who are managed as inoperative
include those on long-term leave for maternity/paternity reasons or on long-term
leave pending formal retirement.)
Figure 1.10 shows CASA’s staff profile.
11.6% part time
88.4% full time
65.7% male
39.8% under 45
60.2% over 45
49.8% Regional based
50.2% Canberra based
casa’s business: achieving our vision
of safe skies for all
200
300
A Notice of Final Rule Making (NFRM)—incorporating a Summary of Responses
(SOR)—is prepared in response to an NPRM. It contains a consolidation of
comments received and CASA’s response to these comments. NFRMs and SORs
are made available to the general public.
Securing compliance
34.3% female
100
CASA must, in accordance with Government policy and legislation, conduct
consultations on proposals to make new or amended regulations. This may take
place initially through the publication of a Discussion Paper (DP). Once the policy
and associated advisory material have been developed, an NPRM is issued for
public comment.
In addition to addressing newly emerging issues and risks that require more
immediate regulatory amendments, CASA is undertaking a general regulatory
reform program to update, consolidate and reform the aviation safety regulations.
Figure 1.10 Staff profile as at 30 June 2008
0
members for project teams, who assess safety issues and data, consider options
and make recommendations for regulatory change.
400
500
A key role of CASA is the oversight of the aviation industry, through various
surveillance techniques such as operational surveillance and spot checks, scheduled
audits, special audits and desktop audits. These activities are undertaken at intervals
appropriate to the risk profile of the organisation or individual. For example, an
organisation with a large, complex charter operation is inspected more often than an
600
CASA’s mission is ‘to enhance and promote aviation safety through effective safety
regulation and by encouraging industry to deliver high standards of safety’. We do
this by setting and enforcing rules and standards, working with industry to ensure
they understand and adopt these rules and standards, and applying controls to
the types of aircraft and personnel permitted to operate in Australian airspace. Our
commitment to these functions is critical to meeting our vision of Safe skies for all.
Setting rules
Setting aviation safety standards, or rules, is a key function for CASA. Subjectmatter experts from CASA and the aviation industry work in teams to develop new
and amended rules and implementation plans.
Input from the aviation community is essential in the development of new regulations.
CASA gathers the widest possible range of advice during the development of
each new regulation. The industry chaired Standards Consultative Committee and
its six subcommittees are an essential part of consultation. They identify industry
CASA inspector at Melbourne airport
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aerial work operation with occasional charter. CASA uses many other surveillance
mechanisms, such as annual information returns, safety trend indicators and safety
reports.
The Civil Aviation Act 1988 places responsibility on CASA to conduct the safety
regulation of civil air operations in Australian territory and the operation of Australian
aircraft outside Australian territory, by means that include ‘developing effective
enforcement strategies to secure compliance with aviation safety standards’ (Civil
Aviation Act, s. 9(1)(d)).
To encourage compliance with regulations, CASA conducts information sessions for
industry personnel and arranges seminars and roadshows when new regulations are
being promulgated. The trend towards the adoption of safety management systems
by industry is encouraging, as it sets a framework for consistent compliance with
legislation.
Ensuring compliance with the provisions of the Act and Regulations is critical
to CASA meeting its commitment to Safe skies for all. CASA’s enforcement
function may involve the variation, suspension or cancellation of an authorisation;
enforceable voluntary undertakings; infringement notices or referral of the matter to
the Commonwealth Director of Public Prosecutions for criminal action.
Encouraging industry
CASA continues to engage industry through various stakeholder groups and forums
including the Standards Consultative Committee and Aviation Safety Forum; safety
education seminars; and safety publications such as Flight Safety Australia.
CASA’s safety promotion role involves shaping attitudes to safety, encouraging
safe behaviour and achieving the safest possible outcomes. Safety promotion
encourages the adoption of best-practice safety principles, practices and standards.
CASA does this by using a range of communication channels to deliver carefully
considered safety information, education materials and messages.
CASA goes to great lengths to educate the industry through safety seminars
held throughout the country; around 3,000 individuals attended such seminars in
2007–08. It is anticipated that, by December 2008, 80 per cent of manufacturing
certificate holders will have attended an educational seminar.
35
Flight Training and Testing Office
up and running Over 40 per cent of fatal accidents in general aviation can be attributed to
a pilot losing control of the aircraft, according to an analysis carried out in
2004—and this loss of control has been closely linked to deficiencies in basic
flying training.
This finding was the catalyst for CASA to develop a new approach to improving
aviation safety—by improving flying training and flight testing standards. This
initiative came to fruition in January 2008, with the opening of CASA’s new
Flight Training and Testing Office.
The office, located at the Sydney regional office in Bankstown, is responsible
for implementing CASA’s new Flight Testing and Approved Testing Officer
Management Program. Under the program, CASA will conduct flight tests for
licences and ratings, centralise oversight of approved testing officers, and
introduce a professional development program for approved testing officers.
Eight new positions were created to form the office. Recruitment was
completed in mid-June 2008 and training was conducted in the last two
weeks of June 2008.
The new flight training examiners are responsible for conducting flight tests
for industry members and providing comprehensive surveillance of approved
testing officers. They also carry out assessments and mentoring for those
applying to become approved testing officers and educate approved testing
officers and flight instructors.
The aim of the program is to improve flight testing and training standards and,
over time, reducing the accident and incident rate within general aviation.
CASA recognises that supply and retention of qualified pilots is a key to safe
operations. It will continue to support the development of the flying training industry
and has initiated the Flight Testing and Approved Testing Officer Management
Program to further enhance the safety of operations.
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Controlling entry
A key component of ensuring Safe skies for all is requiring safety standards to be
met by potential operators and personnel.
Increasing costs are a major challenge for the entire industry and will have flow-on
effects for safety as operators endeavour to maintain viable businesses. Cost increases
due to the price of oil, compliance requirements relating to increased security and
environmental measures, and new, more expensive technology will all have an impact
on the industry and on CASA as a regulator. Australia also has its own additional
challenges, particularly for some regionally based operators who are affected by the
drought and the decline of local industries. Increasing costs and diminishing margins
will continue to challenge the aviation industry in the near future.
CASA applies entry controls in a number of ways, including enforcing standards for:
■■
■■
■■
■■
■■
■■
■■
as the Airbus A380, the Boeing 777 and Boeing 787. CASA is prepared, in terms of
compliance, surveillance and approvals, for the entrance of these new aircraft types
to the Australian register.
design and manufacture of, or repairs to, an aeronautical product (aircraft,
engine, propeller)—to ensure it meets all the safety standards
authorised persons—by ensuring they are competent and skilled to perform
airworthiness functions
flight simulators—by ensuring the simulator meets the performance
requirements of the simulated aircraft
foreign-manufactured aircraft—by ensuring the aircraft meets the airworthiness
standards acceptable to CASA
minimum equipment lists for aircraft—by ensuring that aircraft with
unserviceable equipment meet the required minimum safety standards
aerodromes—an increasing number of larger aircraft at many aerodromes
requires those aerodromes to be certified to minimum standards
Instrument Approach Procedures—by ensuring that designers of such
procedures must be verified to be competent.
CASA also grants permission for general aviation operators to enter into commercial
activities via the Air Operator’s Certificate (AOC) system. AOCs are issued for a
specified period of time; to continue operating, an AOC holder must apply for, and
be issued with, a new AOC prior to the expiry of the existing AOC.
The CASA Service Centre and regional offices also work together to grant a range of
other entry control permissions, such as Certificates of Approval (COA), delegations
for maintenance approvals through Instruments of Appointment (IOA), and approvals
for approved testing officers, maintenance controllers and chief pilots.
into the future
As is the case for other major general aviation aircraft fleets in the world, aircraft used
in commercial operations are ageing. When new models, systems and technologies
are developed, the potential safety benefits must be assessed simultaneously with
the additional complexity and change to the industry that they bring. In Australia, fleet
replacement programs have been constrained by the shortage of suitable new models
compatible with the operational requirements of the smaller end of the Australian market.
Global skills shortages have not left the aviation industry untouched. Aviation in
particular relies on skilled pilots, engineers and air traffic controllers to provide
services and meet the growth needs of the industry. Attracting and retaining skilled
people will be an ongoing challenge for the industry.
CASA’s initiatives
In response to some of the issues outlined above, the year ahead for CASA will
include the following initiatives:
■■
■■
The industry
Aviation in Australia is a dynamic, changing environment, so it is inevitable that there will be
challenges ahead – both for the aviation industry, and for CASA as its safety regulator.
Domestic airline operations are continuing to trend to a larger average size of
aircraft, and an increase in low-cost carrier activity. New aircraft deliveries have
slowed due to production schedules slipping and some airlines delaying the
delivery of new aircraft due to economic uncertainty. However, the domestic and
international sectors are seeing the addition of new, large air transport aircraft such
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Establishment of the Airworthiness Engineering Group in July 2008 to better align
CASA’s operations with the aviation industry and make our oversight of engineering,
initial and continuing airworthiness, and engineering standards even more effective
and consistent with other international authorities.
Establishment of a National Helicopter Office in response to the specific challenges
in the helicopter industry in Australia, which currently has an annual growth of
approximately 30 per cent. The complexity of the Australian helicopter fleet is also
increasing as larger and more complex multi-engine instrument flight rules (IFR)
helicopters are brought online. Demand for helicopter-specific services is growing
commensurately, as are CASA’s education and compliance responsibilities, and the
National Helicopter Office will respond to these demands.
Continued work on assessing and mitigating trends and risk factors in passenger air
transport, particularly in light of cost pressures, environmental change, the impact of
ageing and new aircraft, and the impact of a tight labour market.
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■■
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■■
■■
■■
A strategic approach to the continuing development of the Unmanned Aircraft
Systems (UAS) sector within Australia. This includes identifying emerging
issues and risks as well as operational safety considerations. Australia is in a
unique position to progress UAS activities, in particular through the availability
of airspace, infrastructure and open spaces. CASA will establish a national UAS
office to progress this work.
39
Future aviation trends
and safety risks identified Continued encouragement to appropriate segments of the general aviation
industry towards self-administration. In doing so, CASA seeks an appropriate
balance when determining activities that are suitable to be devolved for industry
oversight and activities that, in terms of the wider public safety interest, have to
stay under CASA’s direct oversight.
A report compiled by CASA following extensive industry consultation has
identified the trends and risk factors expected to influence aviation over the
next three to five years.
Consolidation of a revised data-driven safety oversight program that incorporates
the principles of safety management and risk where the operator has
responsibility for the safety of their organisation. Safety management systems
for passenger-carrying operators will be progressively mandated through the
introduction of new legislation. There will be a transition process for those
existing organisations for the implementation of safety management systems.
Establishment of a task force to examine the impact of pilot shortages on
regional airlines and low-capacity regular public transport operators to identify
how CASA can monitor and regulate operators accordingly. A number of
strategies are being considered including the development of CASR Part 119
—Air Operator Certification—Air Transport to provide for a strategic as well as
an operational focus on safety. Options and further recommendations, including
industry consultation, will be developed and conducted during 2008‑09.
Contribution to the development of the government’s National Aviation Policy
Statement.
CASA’s total forecast revenue for 2008–09 is $149.1 million, derived as follows:
■■ $123.0 million from government appropriations and the aviation industry
through collection of excise revenue on aviation fuel used in domestic air travel
■■
■■
■■
Revenue and financial plan
■■
■■
■■
Financial forecasts
■■
The review identified four main drivers expected to influence—or continue to
influence—aviation over the coming years:
$22.2 million collected for regulatory services provided to the aviation industry
the global demand for aviation services,
with new players entering the market, and
the expansion of existing operations
environmental awareness,
with a corresponding demand
for new technologies to reduce
emissions, alternative fuel sources
and the development of new aircraft
materials
technological advances—for example,
in navigation—that bring both safety
benefits and risks
international instability and the need
for increased security. Airlines, for
example, now have to spend money on
security that in the past could have been
channelled into other areas.
The report also examines the impact of these broad factors on aviation
safety systems, under the key headings of aircraft (new and ageing), airports
and infrastructure, airspace and air traffic management, personnel, and
regulators and administrators.
A series of CASA and industry working groups are being convened to
develop strategies to mitigate the key risks identified in the report; their
recommendations will be compiled and will contribute to policy development
throughout 2008–09.
$3.6 million from interest from investment and cash deposits and the sale of
goods and services
$0.3 million from sundry income.
This revenue base broadly reflects the beneficiaries of CASA’s functions undertaken
as part of its responsibilities under the Civil Aviation Act 1988.
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40
41
performance
report
Performance framework 42
Output 1 – Aviation Safety Standards
45
Output 2 – Aviation Safety Compliance
52
Output 3 – Aviation Safety Promotion
60
Output 4 – Aviation Regulatory Services
71
Corporate support services
76
CASA measures its performance using a range of goals,
targets and performance measures set out in the Portfolio
Budget Statements for the Infrastructure, Transport, Regional
Development and Local Government Portfolio, and the CASA
Corporate Plan 2007–08 to 2009–10. This section provides
a detailed assessment of CASA’s activities during the year,
and how CASA has worked to achieve its Portfolio outcome
of fostering an efficient, sustainable, competitive, safe and
secure transport system.
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performance framework
42
Corporate Plan framework
Outcome and outputs framework
As articulated in Part 1, CASA is one of a number of agencies in the Infrastructure,
Transport, Regional Development and Local Government portfolio. Under
the Portfolio Budget Statements 2007–08 (PBS), the portfolio consists of two
outcomes:
Outcome 1:Fostering an efficient, sustainable, competitive, safe and secure
transport system
Performance against each of the four outputs is assessed in conjunction with
the performance framework contained in CASA’s Corporate Plan 2007–08 to
2009–10 (the Corporate Plan).
The Corporate Plan reporting framework sets out goals, strategies and performance
targets for CASA’s groups, which report their progress on a monthly basis.
Figure 2.1 shows CASA’s performance framework as articulated in the Corporate
Plan.
Figure 2.1 Corporate Plan performance framework
Outcome 2: Assisting regions to manage their own futures.
CASA’s appropriations are derived from the first of these two outcomes. The PBS
allocates CASA’s budget according to four distinct outputs within Outcome 1.
(Note that CASA moved to a single output structure from 1 July 2008).
CASA’s portfolio outcome:
Fostering an efficient, sustainable, competitive, safe and secure transport system
CASA’s budgeted and actual expenditure under each of these four outputs is
addressed in Table 2.1.
Table 2.1
Achieve safety effectiveness
Outcome 1: Summary of budgeted and actual expenditure 2007–08
Output
Budget
2007–08
$’000
Actual
$’000
25,926
Output 1:
Aviation Safety
Standards
A safer aviation community achieved
through development and application of
quality safety standards
24,514
Output 2:
Aviation Safety
Compliance
Compliance with Australian aviation safety
legislation is secured through effective
surveillance, education and procedurally
fair enforcement
58,740
An informed and safety-motivated aviation
community is achieved
18,030
Output 3:
Aviation Safety
Promotion
Output 4:
Regulatory services provided in a timely
Aviation Regulatory and consistent manner, aligned with
Services
CASA's safety obligations
Improve industry oversight
including entry control and
certificate management
Improve
workforce
capability to
increase CASA’s
operational
effectiveness and
efficiency
Work with the aviation industry
to develop clear aviation
standards and rules which
enhance safety
Allocate
CASA resources
proportional to risk
and policy priorities
Identify and address the most
significant safety-related trends
and risk factors in the system of
civil aviation safety in Australia
52,317
37,349
Improved efficiency
20,432
Improve the safety of aircraft
operations
33,087
Improve the safety of
aerodromes and associated
services
138,633
Ensure the safety of
international operations
131,762
A summary of CASA’s financial performance is in Part 1, and CASA’s audited
financial statements are in Part 5 of this report.
Improved
accountability
Engage
cooperatively
with industry
and other
stakeholders
Maintain a
high level of
awareness of
government
policy directions
Maintain
Australia’s
international
aviation safety
reputation
Improve
transparency
and consistency
of regulatory
decisions
Inform the
public of the
health of
aviation safety
in Australia
Increase overall
efficiency by
optimal use of
CASA resources
Improve enforcement regime
TOTAL
Improved
industry
& other
stakeholder
relations
Encourage greater industry
acceptance of its responsibilities
for aviation safety
Administer and regulate
Australian-administered airspace
Increase
overall efficiency
and continuous
improvement in
CASA services,
processes,
techniques,
systems,
knowledge and
information
management
Deliver
enhanced
level of
organisational
integrity,
ethics, probity,
governance and
accountability
Corporate support strategies
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For the purpose of assessing accountability against CASA’s four outputs, the
Corporate Plan strategies have been aligned with the four PBS outputs to create a
robust annual reporting framework.
The goals and strategies from CASA’s Corporate Plan are used as a means to illustrate
CASA’s performance against its four outputs and in meeting its statutory requirements
under the PBS. Therefore not all of the Corporate Plan goals and strategies are included
for the purpose of the 2007–08 Annual Report. For a full report of CASA’s activities from
the perspective of the Corporate Plan, see www.casa.gov.au.
Key:
Output 1
Aviation Safety Standards
Work with the aviation industry to develop clear aviation standards and rules which
enhance safety.
Identify and address the most significant safety related trends and risk factors in the
system of civil aviation safety in Australia.
Improve the safety of aircraft operations.
Improve the safety of aerodromes and associated services.
CASA’s performance in delivering the portfolio outputs, in conjunction with the
Corporate Plan strategies, is described below.
Key features
■■
Output 3
Aviation Safety Promotion
Identify and address the most significant safety related trends and risk factors in the
system of civil aviation safety in Australia.
Encourage greater industry acceptance of its responsibilities for aviation safety.
Engage cooperatively with industry and other stakeholders.
Inform the public of the health of aviation safety in Australia.
Maintain Australia’s international aviation safety reputation.
■■
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Output 4
Aviation Regulatory Services
Improve transparency and consistency of regulatory decisions.
Increase overall efficiency and continuous improvement in CASA services, processes,
techniques, systems, knowledge and information management.
Corporate support services
Improve workforce capability to increase CASA’s operational effectiveness and efficiency.
Allocate CASA resources proportional to risk and policy priorities.
Increase overall efficiency and continuous improvement in CASA services, processes,
techniques, systems, knowledge and information management.
Maintain a high level of awareness of government policy directions.
Deliver enhanced level of organisational integrity, ethics, probity, governance and accountability.
S
A
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N
N
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2
0
0
7
–
2
0
Delayed/rescheduled

Output 2
Aviation Safety Compliance
Improve industry oversight including entry control and certificate management.
Improve enforcement regime.
Ensure the safety of international operations.
Administer and regulate Australian administered airspace
A
Partly achieved/issues being managed

output 1: aviation safety standards
Figure 2.2 Relationship between PBS outputs and Corporate Plan strategies
C
45
Completed/on track

0
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8
P
The Safety Management Systems (SMS) concept has been broadened from
its earliest applications, including in aerodrome regulation, to be formally
incorporated into CASA’s processes fostering a systematic approach to the
management of safety risks. ICAO has mandated that SMS be implemented
in early 2009 for aircraft operators and maintenance providers. During the
reporting period, CASA commenced the process to amend the relevant Civil
Aviation Orders to reflect the ICAO mandate. In the interim, CASA has been
working with industry to encourage voluntary compliance. CASA is actively
adopting a risk-based approach to oversight surveillance and entry control,
enabling CASA to target high areas of risk, and assess each surveillance and
entry control process specifically for each operator rather than taking a ‘one
size fits all’ approach.
The Regulations relating to drug and alcohol management plans and testing
were developed during 2007–08, and came into effect on 23 September 2008.
CASA intends to submit drafting instructions for outstanding priority CASR
Parts to the OLDP by the end of 2008, as per recommendation 1 of the Aviation
Regulation Review Taskforce Report. As has been acknowledged by industry
stakeholders, the availability of legal drafting services has been a significant
factor in delaying the finalisation of some outstanding regulatory parts. OLDP
drafting services are a shared resource and the ability of OLDP to work on
CASA Regulations is subject to other Government drafting priorities. CASA and
the Department of Infrastructure have provided funding to engage additional
drafting resources in OLDP to work exclusively on CASA regulations.
Australia is one of the first countries to trial the Multi-Crew Pilot Licence (MPL).
The MPL was introduced by ICAO to facilitate a means of better training copilots; emphasising use of simulators; and enhancing and adopting human
factors, teamwork and threat and error management concepts. The MPL
represents an evolution in pilot training. A Notice of Proposed Rule Making
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with draft rules and guidance material related to the MPL will soon be published
for industry comment.
46
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C
CASA initiated a project in 2007 to review all unique Australian Airworthiness
Directives (ADs) to determine whether they are still necessary to address unsafe
conditions. So far the project has identified over 3,600 unique Australian ADs,
reviewed 1,303 of these and cancelled 780. It is expected that the review will be
completed by June 2009.
Strategy 1.1
Work with the aviation industry to develop clear aviation
standards and rules which enhance safety
Initiative
Performance targets
Progress
Review
all unique
Australian
Airworthiness
Directives (ADs)
By June 2009, all unique
Australian ADs reviewed.
Review of all unique Australian ADs
as at 30 June 2008:
— 1,303 ADs have been assessed.
— 780 have been recommended for
cancellation.
The Flight Instructor Manual – Helicopter was published. Work continues with
the Helicopter Association of Australasia to further improve the manual.
CASA has established an industry consultation committee to ensure direct industry
input into the development of a Flight Testing and Approved Testing Officer (ATO)
program, with a National Flight Training and Testing Office established within
General Aviation Operations Group. The office is responsible for improving
aviation safety through the improvement of flying training and testing standards
and by increasing standardisation in the conduct of flight tests.
Completion of a cost–benefit study to inform a potential whole-of-government
policy determination about satellite navigation augmentation systems –
Approaches with Vertical Guidance. The study will improve the operational
safety of aircraft by introducing systems that aid in approaches to aerodromes,
especially in marginal weather.
Advice was provided to all aerodrome operators on their regulatory responsibilities
regarding safety management systems. This has been a continuing process via
education prior to promulgation of CASR Part 139, in conference presentations
since and as part of the continuing surveillance activity.
A
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47
— 2,286 ADs remaining to be reviewed.
Status: 
Amend Civil
Aviation Safety
Regulations
(CASR) Part 39‑
‘Airworthiness
Directives’
By June 2009, amendment
to CASR Part 39 completed
Draft regulations to allow automatic
acceptance of ADs issued by the
country of manufacture were received
in June 2008 and are currently under
review and expected to be finalised in
the second half of 2008.
Status: 
In conjunction
with the Aviation
Regulation
Review
Taskforce
(ARRT),
establish a
detailed plan
for developing
aviation safety
regulations and
standards based
on known and
likely risks to
aviation safety
Adopt European model
regarding maintenance
regulations
Drafting instructions have been
submitted to Office of Legislative
Drafting and Publishing (OLDP) for legal
drafting. Some delays with OLDP.
Status: 
Develop regulatory
framework for drug and
alcohol management plans
and testing (CASR Part 99)
Regulations came into effect on
23 September 2008.
Status: 
Develop and complete
new regulations for the
design and classification
of airspace (CASR Part
71–‘Airspace’)
Reprioritised pending progress of
other projects.
Status: 
Complete the sports and
recreational aviation
operations regulations
package (CASR Parts
103, 105, 115 & 149)
Legal drafting under way by OLDP.
Status: 
Complete the operational
and management systems
regulations for air operators
engaged in passenger
transport activities
Legal drafting under way by OLDP
for Parts 91 and 121, and policy
development in progress for Parts 119
and 135.
Status: 
Complete the flight crew
licensing and training
regulations
Drafting instructions being developed
and on track for submission to OLDP by
end 2008.
Status: 
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Strategy 1.1 continued
Work with the aviation industry to develop clear aviation
Strategy 1.1
standards and rules which enhance safety
Initiative
Performance targets
Progress
Continue to
amend existing
regulations
By May 2008, produce
Civil Aviation Order
(CAO) to introduce Safety
Management Systems
and Crew Resource
Management requirements
Delayed due to drafting resource
constraints and conflicting priorities.
NPRM to be published in 3rd quarter
and rule making now forecast for 4th
quarter 2008.
Status: 
By June 2008, complete
amendment to introduce
Multi-crew Pilot Licence
category
Australia is one of the first countries to
trial the Multi-Crew Pilot Licence (MPL).
The MPL represents an evolution in
pilot training. A Notice of Proposed Rule
Making with draft rules and guidance
material related to the MPL completed.
Status: 
Continue
to improve
regulatory clarity
and conciseness
Post Implementation
Review (PIR) to commence
within one year following
CASR Part finalisation
Identify and address the most significant safety-related
trends and risk factors in the system of civil aviation safety in
Australia
Strategy
1.2
Initiative
Performance
targets
Progress
Continue
flying training
industry
development
By December 2007,
publication of Flight
Instructor Manual—
Helicopter completed
Manual completed and industry working group met
to review and discuss the next version of the manual
in March 2008.
By June 2008,
flight test guides
completed
Majority of the fixed-wing guides completed; work
on rotary-wing guides has commenced.
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Working with the Helicopter Association of
Australasia on implementation issues.
Status: 
Flight test guides will be withdrawn and replaced
by the Delegate Instructions and guidance material
contained within the new Approved Testing Officer
Manual, expected to be published by the Flying
Training & Testing Office (FTTO) by end 2008.
Ongoing. PIRs currently under way
for CASR Parts 65, 45, 47 and 92.
Status: 
Status: 
Enhance
CASA’s
safety
research
and analysis
capability
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By June 2008,
flying training
role specialists
commence flight
testing of initial
Grade 3 instructor
ratings
CASA has established an industry consultation
committee to ensure direct industry input into the
development of a Flight Testing and Approved Testing
Officer (ATO) program. Key outcomes include CASA
conducting flight tests for licence and rating issue,
centralised oversight of ATOs and the introduction of
a professional development program for ATOs. The
first of these professional development programs – a
two-week training course for ATOs – took place in June
2008.
Status: 
By June 2008,
develop wholeof-CASA safety
indicators and
outcome targets
Safety indicators contingent on progress of the
first draft of the CASA Safety Management Program
(which includes safety targets). Safety Management
Program to be developed by end 2008.
Status: 
By June 2008,
develop a process
to fund, approve and
manage internal and
strategic research
projects
Senior Management Research Steering
Committee has been formed to coordinate CASA’s
research efforts and meets quarterly.
Status: 
By June 2008
develop an analysis
and reporting
system to identify
risk factors and
trends
The Aviation Safety Oversight Program (ASOP) is
enabling CASA to assess the safety of air operators
and other permission holders through a structured
approach based on systems safety and risk
management principles.
Status: 
2
–
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New helicopter flight instructor manual In response to approaches from industry for helicopter-related safety products,
CASA has invested significant effort into developing a new helicopter flight
instructor manual, which was completed and released to industry in July
2007.
The Flight Instructor Manual – Helicopter is based on a similar publication of the
Department of Transport Canada, with input from the Helicopter Association of
Australasia (HAA). The manual is a basic guide to assist flying instructors to
conduct flying training, covering areas such as take-off and landing, hovering,
low-level operations, steep turns and emergencies.
Strategy 1.3
Improve the safety of aircraft operations
Initiative
Performance targets
Progress
Improve the
operational safety of
aircraft by introducing
systems that aid
in approaches
to aerodromes,
especially in
marginal weather,
and extend CASA’s
regulatory oversight
responsibilities to
include Aeronautical
Information Services
By April 2008, completion of
a cost-benefit study to inform
policy on satellite navigation
augmentation systems
First draft received and
reviewed; new draft expected in
first quarter 2008–09.
Status: 
By July 2008, completion
of a study on requirements
to support the equivalent of
Cat II/III Instrument Landing
Systems operations in
Australia
CASA commenced a review of
low-visibility operations, in October
2007. The review team studied
local and international standards,
consulted with industry
and published a Discussion Paper
(DP0805AS) for industry review
and comment.
Status: 
By December 2008 establish
capacity to provide regulatory
oversight of Aeronautical
Information Services
Internal business case
submitted for funding and staff to
progress this project.
Status: 
Accompanying the manual is a series of posters and flyers on wire strike,
spatial disorientation and the effects of fatigue and alcohol and drugs when
flying. A cattle mustering poster and flyer were also developed with the
assistance of the HAA and the Cattle Council of Australia.
The manual has been sent out to all helicopter instructors; the posters and
flyers were sent to helicopter operators and individual helicopter pilots; and
the cattle mustering material was sent to all mustering firms.
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Strategy 1.4
Improve the safety of aerodromes and associated
services
Initiative
Performance targets
Progress
Reinforce the
requirement for
aerodromes and
associated services
to have integrated
safety management
system and airport
emergency plans
By December 2007, provide
advice to all aerodrome
operators on their regulatory
responsibilities regarding
safety management systems
A new Manual of Standards
has been completed for
aerodromes as part of CASR
Part 139, and an Advisory
Circular (AC) issued to provide
guidance and advice. These
standards are now incorporated
into ongoing CASA surveillance
activity.
Status: 
By December 2008,
provide advice to all
aerodrome operators on their
responsibilities regarding
airport emergency plans
Guidance and advice available
through the Advisory Circular,
and ongoing advice and support
being provided to aerodrome
inspectors.
Status: 
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output 2 – aviation safety compliance
52
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Key features
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C
Following publicly expressed concerns about the lack of an operating control
tower at Avalon airport, CASA assessed the existing procedures. Avalon has
significant passenger carrying operations and the assessment recommended
that Class C airspace, with the associated air traffic control services, be activated
around Avalon airport at appropriate times to accommodate passenger transport
operations. Stakeholders are moving forward to implement Class C at Avalon.
Australia has regulatory standards for precision approach category I: the only
precision approach type in general use. In recent times, some aerodrome
operators have decided to upgrade aerodrome facilities to support precision
approach category II or III operations, and there is now a need for appropriate
regulatory standards for such approaches. CASA commenced a review of
low-visibility operations in October 2007. The review team studied local and
international standards, consulted with industry and published a Discussion
Paper for industry review and comment.
The Aviation Safety Oversight Program (ASOP) exemplifies CASA’s progressive
attitude to industry oversight. ASOP created an oversight philosophy and
framework for how CASA will conduct oversight in the future. The project
has now moved to implementation by CASA’s operational groups, including
development of the information technology support tools needed to implement
the new oversight processes.
CASA received increased government funding in the 2007–08 budget for 18
additional positions under the Air Transport Safety Risk Mitigation New Project
Proposal. Despite the tight labour market for these highly specialised skills, as
at 30 June 2008 CASA has filled 16 of these 18 positions.
CASA has been tasked with the introduction of the Government’s alcohol and
other drugs testing program including random drug testing by CASA authorised
testers, and the introduction of Drug and Alcohol Management Plans for
operators who employ people in safety-sensitive aviation roles.
CASA has enhanced its focus on the oversight of foreign aircraft operations into
and out of Australia under the Foreign Aircraft Air Operator’s Certificate regime.
Part of the enhanced oversight of foreign operators involves closer surveillance
of individual operators where risk-based analysis indicates this is required.
With the passage of the Airspace Act 2007, as of 1 July 2007 CASA assumed
responsibility for regulating and administering Australia’s airspace, previously the
responsibility of Airservices Australia. The Australian Airspace Policy Statement,
issued by the previous Government, was developed to address issues raised by
a number of airspace users. CASA is working collaboratively with the Department
to develop a revised policy statement.
After assuming responsibility for airspace regulation on 1 July 2007, the Airspace
and Aerodrome Regulation Group conducts regular meetings with industry
through the Airspace Consultative Forum.
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54
Strategy 2.1 continued
Improve industry oversight including entry control and
Strategy 2.1
certificate management
Strategy 2.1
Improve industry oversight including entry control and
certificate management
Initiative
Performance targets
Progress
Initiative
Performance targets
Progress
Establish a revised
data-driven safety
oversight program
that incorporates the
principles of safety
management and
risk and will improve
entry control
and certificate
management
processes including
surveillance
By March 2008,
recruit an additional
13 specialists with a
focus on system safety
aspects
Performance target moved to July
2008 as recruiting difficulties made the
March 2008 target date unattainable.
Five system safety specialists were
employed as at 30 June 2008.
Develop internal
guidance material
and external
advisory material for
holders of Australian
Parts Manufacturer
Approvals (APMAs)
to increase
consistency of entry
control
By March 2008, APMA
manual developed
All materials developed and in place,
and reviewed during February–June
2008.
Status: 
By December 2007,
complete audit
of manufacturing
certificate holders
A comprehensive audit program of all
production approval holders, including
APMA holders, commenced in December
2006, and was completed at the end of
December 2007.
Status: 
By March 2008,
a policy for the
surveillance of the drug
and alcohol testing
regime developed
Policy developed, and approved in
September 2007. Regulations expected
to be in place in September 2008.
Status: 
By June 2008, an
industry program
established and a
random testing regime
commenced
Random alcohol and other drug
testing by CASA authorised testers and
the introduction of Drug and Alcohol
Management Plans (DAMPs) for
operators who employ people in safetysensitive aviation roles regime has been
established. Independent testers to be
appointed by end 2008.
Status: 
By December 2008,
ensure DAMPs are
in place; surveillance
activity established
Educational material developed and
surveillance to commence immediately
after Regulations are in place.
Status: 
Implement the
requirements of
the International
Civil Aviation
Organization (ICAO)
Standards and
Recommended
Practices for
English-language
proficiency
By March 2008, the
framework to test and
accredit Australian flight
crew licence holders
published
NPRM published in November 2007.
Status: 
P
–
A campaign to resolve these
recruitment difficulties has been
developed in conjunction with Human
Resources, and a total of 18 of these
new specialists are now on staff. The
new positions are located in Brisbane,
Sydney and Melbourne.
Status: 
By December 2008,
entry control and
certificate management
policy and procedures
developed
Develop a
surveillance regime
to monitor operators’
processes for drug
and alcohol testing
for safety-sensitive
aviation workers
The Aviation Safety Oversight Program
(ASOP) is enabling CASA to assess
the safety of air operators and other
permission holders through a structured
approach based on systems safety and
risk management principles.
The project has now moved to
implementation by CASA’s operational
groups, who are developing the business
rules and information technology support
tools needed for implementation of the
new oversight processes.
Status: 
By June 2008, revised
safety management
and risk approach
developed
The ASOP delivered an Operational
Safety Risk Management (SRM)
Framework. This framework provides
best practices in system safety and
safety risk management, and serves to
develop the principles of the oversight
philosophy into a practical application of
risk management for CASA’s operational
areas.
Roll-out of this framework will take
a staggered approach and will be
incorporated into the ASOP Program
Plan.
Status: 
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CASA approves new aerodrome
in Antarctica It’s hard to find, is built on 500 metres of solid blue ice, needs to be covered
in crushed snow to improve traction, and moves approximately 15 metres
every year.
But the glacial runway—allowing passenger flights into Casey Station in
Antarctica—heralds an exciting era for Australian scientists and researchers
who have, until now, been forced to spend valuable weeks at sea to reach
the southern continent.
Inspection and approval of the runway was just one part of the challenge for
CASA. Permissions and approvals for the operation of a permanent air link
from Hobart were also required. And the announcement by the Australian
Government that the aircraft would also conduct surveillance of whaling
activities in the Southern Ocean necessitated separate and additional CASA
safety assessments.
Strategy 2.2
Improve enforcement regime
Initiative
Performance targets
Progress
Continue effective
enforcement
Increased approbation
and decreased criticism
by tribunals about
CASA’s enforcementrelated decision-making
processes
This is an ongoing performance
measure and overall assessment is
positive.
Status: 
Establish effective
analytical methods for
assessing the safetyand compliancerelated effects of
CASA’s enforcement
strategies and
practices
By March 2008, have
in place a system for
collecting and analysing
enforcement data
and identifying the
most appropriate and
effective enforcement
tools
Preliminary work has been initiated.
Further assessment and analysis
required. Progress has been delayed
largely as a result of the need to ensure
consistency with Industry Oversight
Project processes and goals.
Status: 
Develop procedures
to ensure
enforcement actions
are consistent and
appropriate
By December 2007,
implement coordinated
enforcement decisionmaking procedures
Procedures completed. Roles and
responsibilities of CASA staff in relation
to enforcement decision making have
been articulated and communicated to
staff.
Status: 
By February 2008,
amend and reissue
CASA’s Enforcement
Manual
Amendments to Enforcement Manual
completed and undergoing final editorial
review. Delay due in part to efforts to
ensure consistency with processes
envisaged by the Industry Oversight
Project.
Status: 
By March 2008, initiate
implementation of all
aspects of CASA’s
new approach to
enforcement
Aspects of the approach may continue
to be governed by policy notices
pending finalisation of amendments to
the Enforcement Manual.
Status: 
The unique nature of the runway and flying operations also posed some
interesting challenges for CASA inspectors. For example, because aircraft
are prohibited from refuelling or de-icing in Antarctica for environmental
reasons, adequate contingency plans have had to be developed to cater for
this one-of-a-kind set of circumstances in case of emergency.
The flight in January 2008 was a historic occasion, marking the first time an
aircraft had ever touched down in Antarctic territory under the auspices of
an air operator’s certificate. The Airbus A319 landed on the purpose-built
runway, which is situated around 70kms from Casey station, on Sunday
9 December 2007, and returned to Hobart the following day.
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Strategy 2.3
Ensure the safety of international operations
Initiative
Performance targets
Progress
Strategy 2.4
Administer and regulate Australian administered
airspace
Further develop
the regulatory
oversight of foreign
air transport
operators coming
to Australia and
Australian air
transport operators
operating overseas
By April 2008, develop
a proposal for the
Department to consider
adopting a whole-ofgovernment approach
to foreign air transport
operators coming to
Australia
CASA has enhanced its focus on the
oversight of foreign aircraft operations
into and out of Australia under the
Foreign Aircraft Air Operator Certificate
(FAAOC) regime. CASA is working
with the Department, which issues
International Airline Licences, to identify
solutions and reduce complexity in the
administration and policies associated
with the issue of International Airline
Licences and FAAOCs.
Status: 
Initiative
Performance targets
Progress
Support the
safe and timely
implementation of
government aviation
initiatives
Develop
implementation
program for airspace
reform priorities in
accordance with the
Australian Airspace
Policy Statement
(AAPS)
The AAPS has been reviewed
by CASA, in conjunction with the
Department, and an updated AAPS has
been drafted and sent to Defence and
Airservices Australia.
Status: 
Review the airspace
classification of
Australian regional
aerodromes
Complete a review of
airspace classification
over the ten Australian
aerodromes in the
Australian Airspace
Policy Statement
CASA will implement a program of
airspace assessments of aerodromes
based on risk criteria and seek
commonality with those aerodromes
identified by risk and the ten Class D
aerodromes identified in the AAPS. The
need for additional human resources
to address capacity shortfall has been
identified and recruitment process
commenced.
Status: 
Pro-active ongoing
assessment of
aviation activity
Develop and implement
a program of
aeronautical studies
The Aerodrome Risk Register
has been established; currently 58
aerodromes have been assessed and
11 aerodromes are included in the
current work program.
Actively participate
in ICAO's audit
of Australia to
assess Australia's
capability to
provide aviation
safety oversight
By July 2008, develop
the transition plan
to move towards the
revised ICAO processes
regarding the issue of Air
Operator’s Certificates
(AOC)
The CASA position on ICAO
processes regarding the issue of AOCs
is being informed by participation in
the ICAO task force on this matter. The
processes for authorisations, conditions
and limitations on foreign operators are
currently under development.
Status: 
By July 2008, review the
policy and associated
regulations regarding
foreign operators coming
to Australia
Ongoing liaison with state authorities
and introduction of tighter controls on
operators who continue to seek nonscheduled permissions.
Participate in the ICAO
audit and meet the
timeframes imposed by
ICAO
Conditions are now progressively
being placed on all FAAOCs, at
renewal, to facilitate increased oversight
by CASA.
Status: 
A schedule for aeronautical studies
has been established – reviews are
almost complete for Adelaide, Broome
and Kununurra.
CASA is conducting surveillance of
the progress of the Airservices Unicom
trial.
Status: 
Review of technical development
frameworks completed.
Review of technical recruitment and
selection processes completed.
Enhance safety and
performance of the
Australian airspace
system
Corrective Action Plans completed,
and implementation plan being
developed.
Implementation of Audit outcomes to
take place during 2008–09.
Status: 
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Complete an
examination of
existing and emerging
technologies
The Airways and Aerodromes
Regulation Group (AARG) work program
incorporates this initiative. Internal
and external stakeholders have been
identified, and include the Department,
Defence and Airservices.
AARG is conducting an examination of
ADS-B air traffic surveillance technology.
Status: 
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output 3 – aviation safety promotion
60
■■
Key features
■■
■■
■■
■■
■■
■■
C
The communication strategy to enhance awareness of flight into terrain issues
was developed. Promotional activity has included seminars and workshops,
and the Good Aviation Practice booklet aimed at the general aviation pilot and
one aimed at commercial pilots. As part of the campaign approach, CASA’s
magazine Flight Safety Australia will carry awareness information and material
to build upon the resources produced. The new on-line capabilities expected in
2008­–09 will also be utilised to deliver tools to pilots.
CASA’s Aviation Safety Advisors (ASAs) provide safety information and advice to
industry on topical safety issues separate from CASA’s surveillance operations,
via the AvSafety Seminar series. The target groups for these seminars are
aero clubs and flying schools. Over 5,000 industry participants attended these
seminars during 2007–08.
■■
■■
The Safety Management Toolkit has been printed and is to be distributed when
CASA’s e–commerce arrangements are finalised. A survey has been conducted
into views of users on the website as it stands and areas where it might be
improved. Focus Groups are being arranged to review findings from the survey
results.
CASA continues to enhance effective working relationship with industry bodies.
Communication and interaction with industry is a priority for CASA. CASA staff
are in regular dialogue with industry and participate extensively in industry visits
and forums. Operational communication and safety education messages, and
newer initiatives such as the ‘industry briefing’ electronic newsletter are targeted
attempts to reach as many industry members as possible.
■■
Industry briefing meetings were instituted to enable industry to hear directly from
CASA’s senior management and also to provide CASA with high level feedback
on the key issues facing industry and how industry is delivering safe systems.
These meetings are led by the CEO CASA and Deputy CEO Operations and
Deputy CEO Strategy and Support with senior industry members.
Australia signed a Bilateral Aviation Safety Agreement (BASA) with the United
States (US) on 21 June 2005 which came into force in November 2006. CASA
is currently considering amendments to the BASA to incorporate acceptance of
Australian Parts Manufacturing Approvals (APMA). This will enable Australian
industry to be more internationally competitive, and will reduce the certification
processes for Australian manufacturers exporting to the US.
Earlier this year the European Aviation Safety Agency (EASA) undertook
a review of CASA management and control of the Australian design and
production sectors. This was done with a view to set up cooperation in relation
to the oversight by CASA of maintenance and training organisations approved
by EASA and located in Australia. The visit was very successful in that EASA
determined the CASA internal procedures were aligned to those of EASA and
therefore feasible to progress a working arrangement which will significantly
reduce costs to industry.
The training assistance program to Indonesia commenced in February 2008. It is
designed to flexibly respond to the requirements of the Director General of Civil
Aviation in Indonesia. The flagship activity is the Inspector Mentoring component
which brings up to 40 Indonesian inspectors to Australia each year for a period of
four weeks. The training assistance also includes project visits by the Indonesian
staff to Australia on specific topics, industry education workshops in Indonesia
provided by subject matter experts, the tailoring of Australian-sourced safety
promotion material for distribution in Indonesia, and governance assistance (for
example corporate planning and risk management).
In February 2008, Australia’s aviation agencies were audited by ICAO as part
of the Universal Safety Oversight Audit Program. CASA achieved an aboveaverage result in the International Civil Aviation Organization (ICAO) audit of
Australia’s overall safety oversight capabilities. CASA is currently addressing
the audit findings, by implementing Corrective Action Plans in the short, medium
and long term.
Australia was re-elected to Category 1 (States of Chief Importance in Air
Transport) of the ICAO Council at the ICAO General Assembly held in September
2007.
A
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Strategy 3.1
Identify and address the most significant safetyrelated trends and risk factors in the system of civil
aviation safety in Australia
Initiative
Performance targets
Progress
Review publication of
material concerning
flight into terrain with
longer-term goal of
reducing trend in fatal
accidents
By May 2008,
communication strategy
to enhance awareness of
flight into terrain issues
A final plan has been developed.
Support has been provided to
Aviation Safety Foundation
Australasia (ASFA) to run the Flight
Safety Foundation Approach and
Landing Accident Reduction (ALAR)
workshops in Australia. These were
run in May 2008. The remaining
communications strategies include
a Good Aviation Practice booklet
aimed at the general aviation pilot
and one aimed at the commercial
pilots.
Status: 
Develop safety
communication and
education material
based on analysis of
current and emerging
safety trends
Review human
factor capability
and implement
recommendations for
CASA provision of
human-factor specialist
advice
C
A
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A
N
N
By December 2008,
initial communication
and education products
released
Under discussion with the National
Flight Training and Testing Office
and other operational Groups.
Status: 
By December 2007,
track and analyse issues
raised through Aviation
Safety Advisor program
Data now collected as enquiries
and aviation-related concerns.
Enquiries are split by general topic
whereas aviation-related concerns
are analysed at the macro level as
unclassified, minor long-term trends,
medium and critical. Further in-depth
analysis will be developed over time.
Status: 
By June 2009, establish
capability to better target
education programs
Initial capability to better target
education programs to identified
safety trends established.
Status: 
By December 2007,
strategic review of
human factors conducted
and future direction of
CASA capability drafted
Review completed,
recommendations accepted. Project
plan being developed to implement.
Status: 
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CASA leads the world
in human factors training This year, CASA became one of the first regulators in the world to specify a
requirement that all pilots be trained and assessed in the practical application
of human factors, and are able to apply this in every flight they undertake.
The new human factors flight standards were introduced into pilot training for
all licences issued from 1 March 2008.
Statistics show that around 75 per cent of aircraft accidents are caused by
deficiencies in human performance such as situational awareness, decision
making, workload management and communications between flight crew.
Previously, knowledge of these factors was gained through ‘book learning’
and experience rather than via structured training.
Human factors is sometimes perceived by pilots as an intangible subject that
is hard to measure. However, by identifying those things that are known to
adversely affect flight safety and allocating behavioural markers that make the
standards measurable, it is possible to teach and assess human factors.
This innovative step has been taken after consultation with flight training and
testing experts from industry and with human factors specialists, and is seen
as a positive way of increasing aviation safety.
Flight training organisations are now required to develop and implement
training methods that ensure pilots meet the human factors standards.
Formal assessment of these skills will commence on 1 July 2009.
8
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Strategy 3.2 continued
64
Strategy 3.2
Encourage greater industry acceptance of its
responsibilities for aviation safety
Strategy 3.2
Encourage greater industry acceptance of its
responsibilities for aviation safety
Initiative
Performance targets
Progress
Initiative
Performance targets
Progress
Use safety
communication and
education programs
to raise awareness of
key safety issues
By December
2008, 80 per cent
of manufacturing
certificate holders
participated in
education programs
Manufacturing and certification
seminars conducted in May 2007,
November 2007 and May 2008,
involving over 300 participants and
representing over 50 per cent of
manufacturing certificate holders. Final
seminar to be held in November 2008.
Status: 
Ensure CASA
safety information is
available to industry
and recognised as
a credible source of
safety information
By December 2007,
industry attitudes
towards CASA material
analysed
Most recent survey has found that
nearly 70 per cent of respondents rated
CASA’s educational material as having
a positive impact on their own safety
behaviour and attitudes to safety.
Status: 
By December 2008,
safety communication
and education to
include consideration
of delivery across all
media formats
Work has commenced, including
initial stages of redevelopment of the
CASA website. Input from internal
and external focus groups has been
obtained. Other components of the
project—the content management
system, data migration and acceptability
testing—are being carried out in
2008–09.
Status: 
By June 2009, all
safety communication
and education
programs available
electronically
Most materials already available on
CASA website.
Status: 
80 per cent of
respondents rate
CASA’s safety
promotion material
as assisting them to
understand their safety
responsibilities
Survey of aviation safety needs and
concerns has found that the majority
of respondents (67 per cent) felt that
issues regarding aviation safety were
well communicated throughout the
industry.
Status: 
CASA education
seminars are based on
established risk areas
and CASA priorities
5,221 attendees at AvSafety
Seminars or similar workshops in 2008–
09, in which the risk-based approach
to safety, and CASA’s key priorities are
covered.
All safety issues raised with CASA
inform the ongoing business of the
Safety Promotion branch.
Status: 
CASA safety
communication and
education materials
will include ‘train the
trainer’ type material
Ongoing development of materials
such as the Safety Management Toolkit
and the Briefing in a Box. New materials
continue to be developed in response to
industry need.
Status: 
By June 2008, the
initial components
of the Safety
Management Toolkit
completed
The Safety Management Toolkit has
been printed and is to be distributed
when e-commerce arrangements
are finalised by end 2008. This initial
release includes instructional DVDs,
message to CEOs and booklets on best
practice and change management.
Status: 
65
CASA’s new Safety Management Toolkit
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Strategy 3.3
Initiative
Performance targets
Progress
Initiative
Performance targets
Progress
Ensure CASA staff
understand their
responsibilities
under the
regulations
By December 2007,
Freedom of Information
Manual prepared for
CASA decision makers
Manual completed and distributed.
Status: 
By December 2008,
appropriate training is
provided to all relevant
CASA personnel
Arrangements made with HR to
commence legal services training in
November 2008.
Further
enhancement
of industry
consultation
activities
Positive trends in
results of annual
benchmarking surveys
on CASA’s standing in
the industry
Preliminary analysis of a safety
questionnaire completed by AOC holders
suggests that about 42% of those
surveyed had recently received, and
highly valued, input on at least one of the
three CASA-related items.
Regular
consultation with
industry on costrecovery proposals
to promote
acceptance of
regulatory fee
regime
Involvement of the
Department and CASA
business units in
development of new fee
structure
Part of CASA’s overall safety promotion
program (see Strategy 3.2).
Increase Aviation
Safety Advisor
(ASA) program
coverage and
increase industry
engagement
By June 2008,
additional ASAs
engaged
New ASAs commenced work on
29 January 2008. ASAs provide safety
information and advice to industry on
topical safety issues separate from
CASA’s surveillance operations, via the
AvSafety Seminar series. The ASA team
now numbers 11 and conducted a total of
992 individual visits to operators during
2007–08.
Status: 
Explore exchange
programs
with industry,
incorporating
scholarships,
cadetships and
rotations of CASA
and industry staff
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Roy Morgan research (see page 115)
showed positive trends in the way CASA
is viewed by the public.
Status: 
Personal engagement
by the CEO with
key industry groups,
organisations and
individuals and through
industry briefings
Liaising with the Department on future
of funding options; linked to consultation
process regarding the development of a
National Aviation Policy Statement.
Status: 
E
During the year, the CEO met with
senior executives of a number of
passenger-carrying operations, from
major airlines to smaller operators. He
also visited a large number of individual
operators at both metropolitan and
regional centres.
The CEO spoke at a number of industry
association conferences in Australia and
New Zealand, and participated in the
series of quarterly CASA-initiated industry
briefings that were held in various capital
cities during the year.
The CEO met with the Aviation Safety
Forum (ASF) during the year and
discussed issues including risk-based
approach to safety, air traffic control,
flying training, fatigue and human factors.
More information on the ASF’s activities
can be found on page 98.
Status: 
Initial work commenced.
Status: 
Continue to offer
Licensed Aircraft
Maintenance Engineer
(LAME) scholarships;
by December 2008,
extend the program to
other specialties
67
Benchmarking survey to be conducted
in 2008–09.
Other legal services training and
presentations are ongoing as part of
normal operational activities.
Status: 
By December
2008, study of
ASA effectiveness
and contribution to
behavioural change
commenced
C
Strategy 3.3 continued
Engage cooperatively with industry and other
Strategy 3.3
stakeholders
Engage cooperatively with industry and other
stakeholders
Five scholarships awarded in 2008.
Review of program completed,
including work commenced in May
2008 to expand the program to other
specialties.
Status: 
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Strategy 3.5 continued
Maintain Australia’s international aviation safety
Strategy 3.5
reputation
Strategy 3.4 Inform the public of the health of aviation safety in Australia
68
Initiative
Performance targets
Progress
Provide
timely and
accurate
information
to aviation
industry,
general public
and media
Analysis of media
index shows majority of
CASA's media profile is
neutral or positive
Roy Morgan research has completed a
national survey of public attitudes to aviation
safety and CASA. The preliminary analysis
shows a high level of confidence in safety and
in CASA’s performance. Detailed analysis of the
survey can be found on page 115.
Performance targets
Progress
Maintain effective
interaction with
overseas regulatory
authorities
By April 2008, settle
Federal Aviation
Administration (FAA)
acceptance of Australian
Parts Manufacturer
Approval (APMA) and
associated products
A review by the FAA in August 2007
confirmed the FAA's satisfaction with
Australia's regulation and oversight
of aviation parts manufacturing. The
FAA has provided draft amendments
to the Implementation Procedures
for Airworthiness (IPA) to provide for
acceptance of APMA parts by the United
States under the Bilateral Aviation Safety
Agreement (BASA).
Status: 
By April 2008, finalise
bilateral arrangement with
the European Aviation
Safety Agency (EASA)
for mutual recognition of
airworthiness certification
The EASA and CASA have settled
technical aspects of the arrangement. The
draft arrangement has been circulated
to EASA and CASA legal staff for their
assessment.
Status: 
By June 2008, make
substantial progress
towards signing a
technical arrangement
with China for
mutual recognition of
airworthiness certification
CASA has engaged in further
discussions with China to progress drafting
of an arrangement and has undertaken to
develop a draft for further discussion. This
matter was discussed with the Chinese
Vice-Minister for Aviation during his visit to
Australia in late June 2008.
Status: 
By December 2008,
finalise technical
arrangements with
Canada and Brazil
There has been limited progress on
these arrangements over the last few
years due to other identified priorities.
Work will recommence in 2008–09.
Status: 
By December 2008,
discussions initiated
towards establishment of
technical arrangements
with New Zealand, India
and Hong Kong civil
aviation authorities
Preliminary discussions have been
held with New Zealand with a view to
moving ahead with an arrangement
for mutual acceptance of airworthiness
certification.
High-level communication and media
strategies were reviewed and adjusted at the
start of 2008.
A total of 2,497 stories mentioning CASA
appeared in the media in 2007–08, the majority
of which were in print media. Detailed analysis
of media coverage for the year can be found on
page 115.
Continual monitoring of CASA website for
relevance, and updating with new information in
response to industry and public needs.
Status: 
Maintain Australia’s international aviation safety
reputation
Strategy 3.5
C
Initiative
Performance targets
Progress
Contribute to the
Government’s
initiative to
provide support to
Indonesia under
the Indonesian
Transport Safety
Assistance
Package (ITSAP)
By December 2007,
develop the aviation
safety assistance
program for delivery in the
first half of 2008, and by
June 2008, develop the
program for delivery in
2008–09
The approved training program
commenced in February 2008, and the
program for delivery in 2008–09 has also
been developed. Further details are on
page 103.
Status: 
Work cooperatively
with portfolio
agencies in
accordance with
the tripartite
memorandum of
understanding
on Australia’s
participation in
ICAO
Maintain Australia’s status
as an ICAO Member
State of Chief Importance
in Air Transport, and
contribute to the ICAO
global strategy for aviation
safety
Australia was re-elected to
Category 1 (States of Chief Importance
in Air Transport) of the ICAO Council
at the ICAO General Assembly held in
September 2007.
Continue to support
establishment and
operation of the Pacific
Aviation Safety Office
(PASO)
CASA continues to provide support
to the Australian representative on the
Council of PASO through attendance at
council meetings and participation in the
Technical Subcommittee of the Council.
Status: 
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CASA continues to be involved in the
ongoing implementation of the outcomes of
ICAO's Global Strategy for Aviation Safety.
Status: 
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Initiative
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Discussions with India and Hong Kong
to commence in 2008‑09.
Status: 
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output 4 – aviation regulatory services
70
CASA works to open up US market
for aviation parts manufacturing ■■
Representatives of the US Federal Aviation Administration (FAA) visited
Melbourne from 13 to 16 August 2007 to review Australia’s legislation,
procedures, policies and methods for approval and oversight of design and
authorisation for manufacture of modification and replacement aviation parts.
The review was conducted for the purpose of expanding the scope of the
Implementation Procedures for Airworthiness under the Bilateral Aviation
Safety Agreement between Australia and the United States, which came into
effect in November 2006.
■■
The visit followed an earlier review in August 2004, at which time the FAA
identified a number of shortcomings in the Australian Parts Manufacturer
Approval (APMA) Procedures for Airworthiness.
The favourable outcome of the review opens the way for negotiations to
commence to amend the Implementation Procedures for Airworthiness
under the bilateral agreement to include acceptance in the United States
of Australian-manufactured modification and replacement aviation parts,
thereby opening up the market for Australian manufacturers.
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Service standards for CASA’s operational groups were implemented in 2006.
These are published so that industry is informed about the extent to which CASA
is meeting the service delivery standards it has set. In addition, CASA established
the CASA Licensing and Registration Centre in 2005 which effectively provides
a ‘one-stop-shop’ for pilots, engineers, aircraft owners and others in the aviation
industry. For the 12 months to March 2008 the centre handled over 340,000
enquiries and transactions. CASA has also implemented improvements to the
function of the CASA Service Centre to further enhance service provision.
CASA has improved its transparency and accountability through the establishment
of the Office of the Industry Complaints Commissioner, a comprehensive and
well-developed complaints handling structure.
Improve transparency and consistency of regulatory
decisions
Strategy 4.1
In 2007 the FAA review determined that Australia’s APMAs are satisfactorily
documented and effectively implemented.
C
71
Key features
8
Initiative
Performance targets
Progress
Establish a
centralised
complaintshandling
process in
CASA
By March 2008,
redesign Industry
Complaints
Commissioner
processes to gather data
and report on service
charter compliance
The Industry Complaints Commissioner
(ICC) is part of CASA’s accountability and
transparency mechanisms. ICC processes
and database have been redesigned
to ensure consistency and greater
transparency. More information on the ICC’s
activities is on page 113.
Status: 
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Figure 2.3 ATOG service delivery statistics
Increase overall efficiency and continuous improvement
in CASA services, processes, techniques, systems,
knowledge and information management
Strategy 4.2
73
Application for AOC/COA certificates,
variations and permissions
(by next working day)
Initiative
Performance targets Progress
Progressively
transfer
regulatory
services to the
CASA Service
Centre
By December
2007, 80 per cent
of Airworthiness
regulatory services
proceed through
CASA Service Centre
Completed.
Status: 
Continue
to improve
CASA service
delivery and
achieve cost
efficiencies
Service levels
maintained in
accordance with
CASA service delivery
standards
Service delivery standards for CASA’s
operational groups were introduced in 2006,
and 2007–08 is the first full year of reporting
against these standards. An overview of
performance for an indicative sample of
CASA’s regulatory services across the three
operational groups in 2007–08 is at figures
2.3, 2.4 and 2.5. Note that the service level
targets assume all documents are delivered
to CASA in total and complete and, where
applicable, fees are paid. Service level targets
are expressed in working days.
Approval of key personnel (within 20 days)
Consideration of an AOC application
from a new operator or addition of an
aircraft type on the certificate (within 130 days)
Consideration of a new foreign operator
or the addition of an aircraft type on
the certificate within (130 days)
Respond to ‘statement of intent’ for AOC
Application and provide cost estimate
(within 20 days)
AOC/COA variation (within 60 days)
Certification of new Certificate
of Approval or Part 145 Approved
Maintenance Organisation (within 90 days)
Other initiatives to enable CASA to better
meet its service delivery standards are also
underway, such as the new Medical Records
System to further enhance CASA’s ability
to process and review flight crew medicals
and other related medical records and
examinations.
0
20
40
60
80
100
Per cent (%)
Current year achievement
Performance target
Draft service level agreement for recruitment
and selection processes to be finalised and
implemented in early 2008–09.
HR service delivery standard (responses
to employee queries) maintained at 95% for
2007–08.
Status: 
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Figure 2.4 GAOG service delivery statistics
Figure 2.5 PLET service delivery statistics
Appointment of a person as an
Authorised Testing Officer (within 42 days)
Initial application for registration
(within 14 days)
Instrument of Appointment
– Authorised person (within 31 days)
Appointment or cancellation
of registered operator (within 14 days)
Appointment of Chief Flying Instructor
of a flying school (within 14 days)
Flight crew licence issued based on
Australian civil qualifications – includes
security check (within 35 days)
Issue of a special flight permit (within 7 days)
Flight crew licence issued based on
Australian civil qualifications
– no security check (within 14 days)
Approval of a permissible
unserviceability (within 7 days)
Flight crew licence issued based on
foreign qualifications – includes
security check (within 56 days)
Authorisation for a person to carry
out maintenance (within 14 days)
Flight crew licence –
Trans Tasman Mutual Recognition
Agreement (within 28 days)
Certificate of Airworthiness (within 90 days)
Flight crew licence – certificate of
validation issued (within 28 days)
Issue of an AOC or operating certificate
– Initial use (within 80–100 days)
Maintenance licence
variation (within 28 days)
Approval of a person as a check pilot/training
and checking manager (within 30 days)
Maintenance authority
– initial issue (within 56 days)
74
75
0
Issue of an Australian Parts Manufacture
Approval (within 84 days)
0
20
40
S
A
A
N
N
U
A
L
R
E
P
100
60
80
100
Per cent (%)
Current year achievement
Performance target
O
R
T
2
0
0
7
–
2
Current year achievement
Performance target
Current year achievement
Performance target
A
80
40
Current year achievement
Performance target
C
60
Per cent (%)
20
0
0
8
P
A
R
T
2
–
P
E
R
F
O
R
M
A
N
C
E
R
E
P
O
R
T
corporate support services
76
■■
Key features
■■
■■
■■
■■
■■
■■
C
Completion of the CASA Workforce Capability Framework. The Workforce
Capability Framework and the Internal Capability Analysis will position CASA
to better define and put in place the skills required to deliver current and future
operational and support functions.
Realignment of CASA’s operational groups was completed. The rationale behind
this move is a closer integration between the regulation of airspace and the
regulation of the infrastructure sector.
Amendments to the Act to include security requirements have led to CASA
becoming an issuing body for Aviation Security Identification Cards (ASICs).
Delays, largely outside the control of CASA, initially occurred in relation to security
checking. CASA has taken steps to improve ASIC delivery including business
process re-engineering, structural changes and engaging sub-contractors.
CASA has reduced the average time for processing an ASIC application from
106 days in January 2006, to 28 days in May 2008.
The development of CASA’s client relationship management is moving from
decentralised, paper-based interactions towards a centralised, on-line system.
Technology solutions such as Cyber-exams (which allows delivery of exams at
a greatly increased number of venues, and on demand), the Aviation Industry
Regulatory System (which contains records of all aviation industry personnel,
organisations and registered aircraft) and the first phase of the Self Service
Portal (where industry personnel and organisations can update their details online, using this system) have aided this progress. This approach continues to
enable efficiencies and standardisation to occur in service delivery.
■■
■■
■■
Over the last three years CASA has progressively improved its risk management
performance rating measured through the annual Comcover Risk Management
Benchmarking Survey and is now in the top quartile of all Commonwealth
agencies. In 2008, CASA received a score of 8.1 out of 10 in the Comcover
risk management benchmarking survey, placing it in the top 17 per cent of all
Commonwealth agencies. This is substantially above the average of 5.8 for all
participating agencies, and will result in an 8.1 per cent decrease on CASA’s
insurance premium.
The content of the fraud, ethics and privacy programs was completed and used
in a number of CASA orientation programs for new staff to educate on CASA
obligations under broad corporate governance.
The Long Term Funding Strategy (LTFS) covered the years 2005–06 to 2008–09
inclusive. Since the LTFS was developed, CASA’s operating environment has
changed. CASA has been funded for additional regulatory responsibilities,
including airspace regulation and alcohol and other drugs testing and these need
to be considered in any comparison of actual financial performance relative to
the LTFS.
The new Project Management procedures have been in place since
August 2007 and ongoing support has being provided to project managers.
Additional support material has also been developed to aid staff in understanding
the process. Work is being finalised on developing a strategy to move CASA to
managing projects via a portfolio of programs where strategic alignment of all
projects will be tested.
CASA’s Security Plan and Policy was published in late 2007. The objective of the
Plan is to ensure that all CASA staff, consultants and contractors to CASA, and
outsourced service providers, are aware of their responsibilities for complying
with the principles and requirements of protective security.
CASA has developed a comprehensive enterprise-wide risk management
framework to ensure risk exposures throughout the organisation are identified
and managed in accordance with best practice and the Australia/New Zealand
Standard on Risk Management (AS/NZS 4360:2004). This standard provides
CASA staff at all levels with a consistent systematic approach to managing risk.
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
2
–
P
E
R
F
O
R
M
A
N
C
E
R
E
P
O
R
T
77
Strategy 5.1 continued
78
Strategy 5.1
Improve workforce capability to increase CASA’s
operational effectiveness and efficiency
Strategy 5.1
Improve workforce capability to increase CASA’s
operational effectiveness and efficiency
Initiative
Performance targets
Progress
Initiative
Performance targets
Progress
Develop a
CASA workforce
capability
framework to
ensure CASA
has the right
people in the
right positions
to fulfil its
regulatory
requirements
By March 2008, develop a
framework that describes the
range of roles within CASA
and the knowledge, skills and
behaviours associated with high
performance
Framework completed; implementation
and integration to progress during
2008–09 to identify the right mix of skills
and training required to enable optimal
job performance.
Status: 
Create a work
environment
that attracts
capable and
high-performing
candidates
By September 2007, CASA’s
recruitment processes aimed at
improving CASA’s placement in
the general candidate market
reviewed
Changes to CASA recruitment strategy
completed, including review of position
descriptions; development of promotional
campaigns to attract candidates and to
increase CASA’s reputation and impact in
the marketplace.
Status: 
Develop a
CASA workforce
plan that will
provide strategic
guidance
to CASA’s
workplace
strategies and
initiatives
By March 2008, development
of a demand forecast model
to assist in the alignment of
CASA’s capability requirements
with changes in the aviation
industry
Model completed; implementation and
integration to progress during 2008–09.
Status: 
By March 2008, appropriate
recruitment strategies to
improve CASA placement in
specific specialist candidate
markets developed
Review of development of ‘CASA
Career Site’ (on CASA website)
conducted. Implementation of
recommendations to take place in early
2008–09.
By June 2008, a process for
the assessment of CASA staff
capabilities developed
Development of Capability
Assessment process completed.
Status: 
By June 2008, assessment of
capabilities of current CASA
staff completed
Assessment of current CASA
capabilities completed. Use of
capability assessment process to be
considered for integration into wider
CASA capability analysis activities
Status: 
By June 2008, CASA
workforce plan that incorporates
the new capability framework
developed
C
A
S
A
A
N
N
U
A
L
R
E
P
Changes to specialist market approach
implemented.
Ongoing monitoring for focus and
relevance.
Status: 
High-level demand forecast developed.
Detailed workforce plan to be completed.
Development to continue in early
2008–09.
Status: 
O
R
T
2
0
0
7
–
2
79
0
0
8
P
A
R
T
By June 2008, recruitment
strategies to align with CASA’s
workforce capability framework
reviewed
Implementation plan for workforce
capability project approved by project
board in June 2008.
By June 2008, CASA
remuneration strategy that
enables CASA to attract
suitable high-performing staff
developed
Remuneration strategy reviewed, to
be implemented in parallel with Certified
Agreement negotiations.
Status: 
2
–
P
E
R
F
O
R
Alignment of recruitment strategies to
occur in early 2008–09.
Status: 
M
A
N
C
E
R
E
P
O
R
T
80
Strategy 5.1 continued
Improve workforce capability to increase CASA’s
Strategy 5.1 operational effectiveness and efficiency
Strategy 5.2
Allocate CASA resources proportional to risk and
policy priorities
Initiative
Performance targets
Progress
Initiative
Performance targets
Progress
Create an
environment
that retains
and develops
capable and
high-performing
staff
By June 2008, CASA
management capability strategy
to improve CASA management
and leadership capability
developed
All new senior managers attending
Australian Public Service (APS) Senior
Executive Service (SES) orientation.
Reallocate CASA’s
operational resources
to meet the changing
demands of the industry
By December 2007,
an Air Transport
Operations Group
presence in Western
Australia established
Three inspectorate positions have
been established in Perth.
Status: 
Transfer oversight
responsibility of all
multi-pilot air transport
operations from the
General Aviation
Operations Group
(GAOG) to the Air
Transport Operations
Group (ATOG)
By December 2007,
transfer the oversight
responsibility of all
multi-pilot air transport
operations to ATOG
In partnership with ATOG, GAOG
has identified Low Capacity Regular
Public Transport AOC operators,
operating with multi-crews. GAOG
has transferred files to ATOG meeting
the December 2007 deadline.
Status: 
Realign CASA’s
operational groups to
better support aviation
safety outcomes
By December
2007, complete the
realignment of the
operational groups
under the Operational
Group Adjustment
Project
Transition of the oversight of
19 selected low-capacity regular
passenger transport operators from
GAOG to ATOG completed.
Realign CASA
resources to ensure
that passenger-carrying
operations are given the
highest priority
By July 2008, review
internal allocation of
resources across CASA
to ensure passengercarrying operations
are adequately
resourced to achieve
the highest safety
priority, standards and
regulatory oversight
The allocation of resources is being
reviewed as a result of the transition
of oversight of operators from GAOG
to ATOG.
Build on the
improvements achieved
in the Airworthiness
Engineering Branch
(AEB)
By April 2008,
practices in the AEB
reviewed with the aim
of increasing efficiency
In a bid to increase the efficiency
of the organisation, CASA Service
Centre will be used to manage the
administrative and financial aspects
of all Airworthiness Engineering
Group’s certification, manufacturing
and engineering projects.
Status: 
Integration of workforce capability
framework in leadership capability stream
to commence in early 2008–09.
New Manager Orientation and
Leadership programs to be launched in
early 2008–09.
Status: 
By March 2008, the first intake
of students commenced in the
Certificate IV and Diploma in
Aviation Safety Regulation
Contract negotiations with Swinburne
University of Technology completed.
Communication strategy for launch of
program completed and implemented.
Enrolments commenced in February
2008, and as at 30 June 2008 there
were 58 enrolments in the Certificate IV
program, and 10 in the Diploma program.
Status: 
By June 2008, specific
strategies targeted at
improvements to the retention
of key staff developed
Improvements to recruitment
processes to improve new employees’
initial contact with organisation
completed.
Changes to orientation and integration
processes completed.
Remuneration arrangements reviewed.
Learning and development policy
reviewed and approved, including
finalisation of e-learning approach.
Leadership and management training
scheduled for early 2008–09.
Status: 
By June 2008, CASA
remuneration strategy that
enables improvements to the
retention of key staff developed
C
A
S
A
A
N
N
U
A
L
R
E
P
Remuneration strategies reviewed and
to be implemented in parallel with CA
negotiations.
Status: 
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
2
–
P
E
R
F
O
R
81
The amalgamation of the Airways
and Aerodromes Branch and the
Office of Airspace Regulation resulted
in the formation of the Airspace and
Aerodrome Regulation Group.
Status: 
Surveillance plans for 2008–09
have been completed, affording the
highest priority to passenger-carrying
operations. Surveillance continues in
accordance with planned oversight
to maximise safety outcomes and is
implemented in conjunction with riskbased auditing.
Status: 
M
A
N
C
E
R
E
P
O
R
T
82
C
Strategy 5.3 continued
Increase overall efficiency and continuous improvement
in CASA services, processes, techniques, systems,
knowledge and information management
Strategy 5.3
Strategy 5.3
Increase overall efficiency and continuous improvement
in CASA services, processes, techniques, systems,
knowledge and information management
Initiative
Performance targets
Progress
Initiative
Performance targets
Further enhance
the accounting
team business
support focus
By March 2008, internal
budget preparation in both
systems and procedures
streamlined
This has been delayed in order to
link in with the workflow solution being
implemented as part of the integrated
time–cost system (see below).
Status: 
By April 2008, complete
Delays due to unforseen additional
the implementation of new work required in documentation phase.
document management
Staff training commenced.
system (TRIM)
Status: 
Ensure efficient
procurement
by identifying
opportunities
to streamline
procurement
processes
By June 2008, electronic
procurement processes
implemented
Forms automation has been developed
and is awaiting a workflow solution before
being implemented.
Status: 
Improve
Information
Technology (IT)
infrastructure,
business
processes and
systems
Identify bestpractice financial
procedures and
promote these
across CASA
By June 2008, review
regulatory services
procedures in each group
and promote best practice
in billing and receipting
Project under way to obtain and
implement integrated time-costing system
that will standardise billing for regulatory
services. Initial implementation of the time
management system likely by the second
quarter of 2008–09.
Status: 
Online payment
options for
regulatory
services to be
delivered for
CASA clients
By June 2008, in
conjunction with online
payment team, implement
online payment options
that integrate with
Financial Management
Information System
Influences external to the project have
delayed the pilot of online payments. The
pilot is expected to commence early in
2008–09.
Status: 
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
Update and
continue
implementing
CASA’s
knowledge
management
strategy,
including
improved
information and
communication
technology (ICT)
governance
processes
8
P
A
R
T
2
Progress
By July 2008, develop
strategy to deal with
Access databases and
develop an Intellectual
Property (IP) policy
Additional stage approved for
decommissioning of Access databases
and IP processes.
By July 2008, have the
first three phases of the
AIRS Self-Service portal
functionality implemented
The development of CASA’s client
relationship management is moving from
decentralised, paper-based interactions
towards a centralised, on-line system.
Technology solutions such as Cyberexams, the Aviation Industry Regulatory
System and the first phase of the
Self Service Portal have aided this
progress. This approach continues to
enable efficiencies and standardisation to
occur in service delivery.
Status: 
By July 2008, CASA
knowledge management
strategy updated
Work commenced.
Status: 
By December 2008, a
training plan developed
and the first round of the
plan implemented
Training officer engaged in July 2007,
and user manuals and guides published
on CASA intranet.
–
P
E
R
F
83
Awaiting input from Industry Oversight
Project before delivering management
response to Deputy CEO.
Status: 
O
Plan yet to be developed; training
officer’s time is taken up in national TRIM
training (see above).
Status: 
R
M
A
N
C
E
R
E
P
O
R
T
84
Strategy 5.4
Initiative
Performance targets Progress
Initiative
Performance targets Progress
Maintain a high
level of awareness
of government
policy directions
and statutory
requirements
in relation to
accommodation
By December 2007,
develop and implement
an environmental
management
system, and publish
an Environmental
Management System
Manual
Manual published. CASA’s Environmental
Management System has been designed
for CASA’s Corporate Headquarters,
specifically to help CASA to reduce
environmental impact and manage its
environmental performance.
Status: 
Maintain
sound working
relationship with
the Minister, the
Minister’s office,
the Department
and other portfolio
agencies
Achievement of agreed
timelines and delivery
of accurate and
relevant information
and advice in a timely
manner
By March 2008,
security plan and
security policy
developed
CASA’s Security Plan and Policy was
published in late 2007.
Status: 
By June 2008,
CASA security plan
implemented
Group implementation plans will be
monitored on an ongoing basis; online
training is under way.
Status: 
By December 2007,
initiatives for the
ongoing management
of Aviation Security
Identification Card
(ASIC) renewals
established
Outsourcing of ASIC renewals
commenced on 19 November 2007.
Support aviation
security initiatives
as specified by the
Government
C
Strategy 5.4 continued
Maintain a high level of awareness of government policy
Strategy 5.4
directions
Maintain a high level of awareness of government policy
directions
A
S
A
A
N
N
U
A
L
R
P
O
R
T
2
0
0
7
–
2
0
Daily contact with ATSB and Department
maintained, particularly in relation to
correspondence, Ministerial paperwork
and draft safety investigation and research
reports.
Participation in Aviation Policy Group and
Aviation Implementation Group.
Ongoing contribution to the government’s
General Aviation Industry Action Agenda
and the National Aviation Policy Statement.
268 representations from the Australian
Transport Safety Bureau were reviewed
in 2007–08, consisting of 41 Section 32
requests, 23 requests under the Aviation
Safety Confidential Reporting Scheme
(REPCON), and 204 reports. More detail
on each of these documents can be found
in Part 3.
Status: 
Amendments to the Act finalised to
enable CASA to be an issuing body for
ASICs.
Status: 
E
85
0
8
P
A
R
T
2
–
P
E
R
F
O
R
M
A
N
C
E
R
E
P
O
R
T
86
Strategy 5.5
Initiative
Performance targets Progress
Initiative
Performance targets Progress
Promote
financial
accountability
within CASA
Enhanced
understanding of
governance-related
legislation by CASA
managers evidenced
through compliance
reporting process
Compliance surveys completed twice yearly.
Status: 
By September 2007,
content of the relevant
programs on fraud,
ethics and privacy for
new staff reviewed
Review of fraud, ethics and privacy
completed.
By June 2008, LTFS
implemented
CASA’s LTFS implemented and subject to
ongoing review as part of budget processes.
Ensure that
CASA staff are
aware of their
obligations
in relation to
fraud, ethics
and privacy
awareness
Effective
and efficient
operation of
the Audit and
Risk Committee
(ARC)
Review ARC charter
annually and meet
all requirements
contained therein
ARC met six times during the year as
scheduled.
Develop,
implement
and maintain
a single,
consistent risk
management
framework and
enhance risk
management
practices
throughout
CASA
Maintain and
promote CASA’s
risk management
framework, including
annual business risk
assessment
Awareness training on the CASA risk
management framework delivered to all
groups and offices in Canberra and Brisbane.
Manage
CASA’s
activities and
costs within the
approved LongTerm Funding
Strategy (LTFS)
LTFS covered the years 2005–06 to
2008–09 inclusive. Since the LTFS was
developed, CASA’s operating environment has
changed. CASA has been funded for additional
regulatory responsibilities, including airspace
regulation and alcohol and other drugs
testing and these need to be considered in any
comparison of actual financial performance
relative to the LTFS. Future LTFS will be
developed with this changed environment in
mind.
Status: 
By June 2008, provide
procurement training
to relevant staff
Procurement training to all Financial
Authorising Officers and CASA officers
involved in procurement completed.
Status: 
By June 2008, CASA’s
annual procurement
plan published on
AusTender for the
ensuing year
Completed for June 2008.
Status: 
Develop and
implement a
single project
management
framework and
enhance project
management
activities
By December
2007, complete
implementation of
project management
framework
This milestone was met in August 2007.
Ongoing support provided to project
managers.
Status: 
Continue
to improve
the quality
of external
reporting
Delivery of accurate
corporate performance
information to enable
better decision making
2008–09 Portfolio Budget Statements
finalised within given timeframes.
Propagate
best-practice
procurement
throughout
CASA
C
Strategy 5.5 continued
Deliver enhanced level of organisational integrity, ethics,
Strategy 5.5
probity, governance and accountability
Deliver enhanced level of organisational integrity, ethics,
probity, governance and accountability
A
S
A
87
Revised elements included CASA orientation
program for new staff.
Ongoing review as part of normal business.
Status: 
ARC charter was reviewed by the ARC and
approved by the CEO.
Status: 
Project-specific risk management assistance
and workshops were also provided.
Development of the Risk Management
and Audit Program (RMAP) 2008–09 was
completed as a subset of the Strategic Risk
Management and Internal Audit Plan 2008–09
to 2010–11.
The RMAP 2008–09 was presented to and
endorsed by the ARC on 27 June 2008.
Status: 
By July 2008, develop
and review the threeyear Strategic Risk
Management Plan
Group risk management plans have
been reviewed and key elements are being
extracted to inform the draft Strategic Risk
Management and Internal Audit Plan 2008–09
to 2010–11.
Status: 
Ongoing monthly reporting against existing
corporate plan.
New corporate plan under development.
Status: 
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
2
–
P
E
R
F
O
R
M
A
N
C
E
R
E
P
O
R
T
PART
88
89
corporate
report
Governance
90
Effective management
93
Probity measures
96
Strategic relationships
97
Leadership, valuing and developing staff
103
CASA has a range of measures in place to ensure it remains
accountable to the Australian public, and to support its vision
of Safe skies for all. This section details CASA’s corporate
governance structures, including risk management, internal
audit, complaints procedures and probity safeguards. Critical
to CASA’s work as a regulator is the input of the aviation
community, and CASA’s strategic relationships with its
stakeholders and the international aviation community are
also outlined in this section of the report.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
C
A P SA AR
TA
N3 N
U
–
A CL O RR EP PO OR RA TT
E 2
0R 0E 7 P – O 2 R0 T0
8
governance
90
Industry Complaints Commissioner
Ministerial directions
Under the Civil Aviation Act 1988 (the Act), the Minister may require CASA to act in
accordance with directions or notifications about:
■■
the way its functions are performed and powers are exercised (section 12)
■■
strategic directions (section 12A)
■■
supplying documents and information to specified nominees (section 12B)
■■
reporting (section 12D).
Role
The ICC is the central coordinating point for:
■■
Section 12C of the Act also gives the Minister the power to enter into an agreement
with the Director of Aviation Safety (the Chief Executive Officer, or CEO) about the
performance of CASA’s functions and the exercise of CASA’s powers. The Director
of Aviation Safety must take all reasonable steps to comply with the terms of any
such agreement.
To ensure regulatory independence, directions from the Minister about the
performance of CASA’s regulatory function may be of a general nature only. This
restriction also applies to notices under section 12A and any agreement under
section 12C.
There were no statutory directions or notifications under sections 12A, 12B or 12D
of the Act in 2007–08.
Executive responsibility
Under the Act, the Director of Aviation Safety and Chief Executive Officer is directly
responsible to the Minister for CASA’s management. The Director of Aviation Safety
is the sole director of CASA for the purposes of the Commonwealth Authorities and
Companies Act 1997 (the CAC Act).
Under the CASA corporate governance arrangements, the role of the Director of
Aviation Safety and CEO includes:
■■
■■
■■
C
deciding the objectives, strategies and policies to be followed by CASA
ensuring that CASA works within the broad framework of the Government’s
policies and priorities
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
■■
all complaints made about CASA and about the conduct of any of CASA’s
officers by a person who is not an employee of CASA
all complaints or expressions of concern about matters related to or potentially
affecting air safety, which have been referred to the ICC by or on behalf of a
person who is not an employee of CASA.
The ICC provides industry stakeholders with an independent and accessible means
of investigating complaints about CASA and of reviewing CASA actions. The ICC,
however, does not replace formal or legal avenues of appeal. The ICC has the
authority to investigate complaints and make recommendations to resolve the
complaints or amend CASA processes or decisions based on the outcome of the
ICC’s review or investigation.
The primary objective of the ICC is to resolve complaints by the most appropriate
means possible, consistent with the requirements of the law.
Staff
The current Commissioner, Mr Michael Hart, has been in the position since
June 2007, and has a full-time staff of one.
Activities
The Office provides a means for stakeholders to make complaints about CASA and
provide information related to aviation safety. The Office receives on average about
one new matter daily, involving either CASA or the aviation industry.
The CASA website provides current information about the ICC and allows easy
access for online complaint submissions.
The Office is also responsible for the CASA Hotline, which provides a dedicated
1800 number to allow anybody, including members of the public, to report matters
confidentially that are affecting, or may be affecting, air safety.
ensuring that CASA performs its functions in a proper, efficient and effective
manner.
A
The Office of the Industry Complaints Commissioner (ICC) was established in 2006
and is independent of CASA management and business, reporting directly to the
CEO. The ICC contributes to the CEO’s commitment to a ‘Fair CASA’ and is integral
to CASA’s risk management strategy.
In addition to the work of reviewing, investigating and reporting on complaints,
the ICC attends certain CASA senior management meetings and aviation industry
briefings and meets regularly with industry members. In keeping with providing
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an accessible service, the ICC has travelled widely and personally met with many
complainants throughout Australia.
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Activities
The committee met on six occasions in 2007–08. During the year, the committee:
Further information on the activity of the ICC during the year is reported on page
103.
■■
Audit and Risk Committee
■■
In accordance with the CAC Act, CASA continued to maintain the Audit and Risk
Committee in 2007–08.
■■
The committee’s functions are broad, and include:
■■
■■
■■
■■
■■
assisting CASA to comply with its statutory obligations under the Act and the
CAC Act
■■
assisting CASA to comply with government policy, regulations, guidelines and
codes of practice and conduct
providing a forum for communication between CASA’s senior managers and its
internal and external auditors
■■
overseeing CASA’s risk management and internal audit function.
The committee operates under a charter, which was reviewed during the year to
ensure best audit and risk committee practice. It reports to the CEO and has direct
access to internal and external auditors; the Chief Financial Officer; the Manager,
Risk Management and Internal Audit; and all other senior managers.
Members
Barbara Yeoh (Chair)
■■
Rod Alfredson (member)
■■
Dale Boucher (member)
■■
Mick Quinn (member).
■■
■■
93
provided a forum for communication between the CEO, CASA’s senior
managers and the internal and external auditors
endorsed CASA’s Strategic Risk Management and Internal Audit Plan and the
annual internal audit work program
provided guidance on the effective identification, management and monitoring
of CASA’s financial and business risks, including fraud
reviewed the financial statements and satisfied itself of the adequacy of the
systems of internal controls
advised the CEO on the adequacy of internal audit procedures, accounting
procedures, systems, internal controls and financial reporting
made recommendations for improving efficiency, effectiveness and ethics in all
areas of CASA’s operations
promoted accurate, high-quality and timely disclosures of financial and other
information to the CEO and other key stakeholders
reviewed internal audit reports and monitored management’s implementation
of internal audit recommendations.
effective management
At 30 June 2008, members of the Audit and Risk Committee were:
■■
■■
assisted the CEO and CASA to comply with CASA’s legislative and other
statutory obligations under the CAC Act and other relevant legislation
Internal audit
In accordance with the Audit and Risk Committee charter, a majority of the members
of the committee are independent of CASA.
See Appendix 1 for details of the qualifications and experience of the Audit and Risk
Committee members.
CASA continued its outsourcing of internal audit service provision to external
professional organisations, with a senior CASA manager providing coordination.
The 2007–08 year was the second of a three-year contract for the provision of
internal audit services with two professional audit organisations. The audit function
has benefited from the expertise and independence of auditors external to CASA.
The internal audit program focuses on high-risk areas throughout CASA. It provides
independent review of policies, procedures and practice and recommends ways in
which to improve the efficiency and effectiveness of CASA operations. By monitoring
and reviewing compliance with statutory obligations, the program is a key element
in the corporate governance of CASA.
Outcomes of each internal audit review are provided to the group or officers involved
and are reported to the Audit and Risk Committee.
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In 2007–08, the internal audit function focused on CASA’s key financial and business
risk exposures. Individual risk management plans from CASA’s groups, strategic
risk workshops and individual interviews with senior executives and internal and
external auditors were used to develop priorities for the ongoing CASA-wide internal
audit program.
The internal audit charter was reviewed during the year to ensure it reflected best
practice and to emphasise the focus on a risk-based approach to the audit function.
A program to monitor the implementation of audit recommendations continued to
work well, and was backed by a comprehensive database of audit information.
Many of the 20 audits completed during 2007–08 focused on CASA’s core business
and corporate functions, processes and systems. The following audits were
completed during the year:
■■
■■
Uhrig transition project assurance engagement (from 2006–07 program;
completed in 2007–08)
Commonwealth Authorities and Companies (CAC) compliance certification –
Outcome 3 (from 2006–07 program; completed in 2007–08)
procurement
■■
payroll system – review (Peoplesoft), phases 1 & 2
■■
instruments of appointment – quality assurance review
■■
administration of flight crew licensing cyber exams
■■
review of post-audit implementation
■■
self-service project (Internet portal)
■■
post-implementation audit of Bevington (Personnel Licensing) Review
■■
aviation medicine (including the Medical Records System)
■■
compliance with statutory obligations
■■
credit card access and usage
■■
travel policy
■■
aerodrome safety inspection
■■
regional office compliance reviews
■■
contract management
■■
oversight of foreign operators
■■
records management
■■
property and security review.
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It is critical that CASA, as Australia’s aviation safety regulator, understands the
nature and full dimension of the risks it oversees. CASA is systematically identifying
and analysing a wide range of issues and risks to make informed decisions that
contribute to its vision of Safe skies for all.
All aviation activity involves risks. CASA faces a variety of possible risks including,
but not limited to: the failure to detect breaches of safety and maintenance standards;
incorrect or inconsistent application of regulatory standards; and failure to properly
carry out statutory responsibilities. Risks can arise from a range of sources such as
the introduction of new and advanced technologies, availability of a suitably skilled
workforce, or natural events.
The identification and management of risk, in conjunction with other CASA
management functions, is integral to achieving CASA’s performance goals.
Consequently, CASA needs to understand the nature and context of risk in its
immediate area of responsibility in order to systematically identify, assess, treat,
monitor and review those risks.
CASA manages its risks in accordance with best practice and adheres to the
principles outlined in the current Australian and New Zealand Standard for Risk
Management (AS/NZS 4360).
■■
C
Risk management services
During 2007–08, CASA implemented a revised Risk Management Framework to
enhance the effectiveness of the existing practices and to embed a consistent and
comprehensive enterprise-wide approach to risk management.
A measure of the success of the revised approach is the high score that CASA
achieved in Comcover’s risk management benchmarking survey. CASA’s score of
8.1 out of 10 will result in an 8.1 per cent discount in CASA’s insurance premiums
for 2008–09.
As Australia’s aviation safety regulator, CASA will always face decisions of where best
to apply its resources to achieve the most effective industry oversight and to ensure
public accountability for the resources it uses. For this reason, CASA continues to
implement specific initiatives such as risk-based surveillance, which allocates priority
to the sectors, operations and operators that pose the greatest safety risk.
Legal instruments
CASA legal staff prepare between 50 and 70 legislative and other instruments in
any given month, not including amendments to the Civil Aviation Orders (CAOs).
They are also responsible for producing compilations of the amending orders, the
Civil Aviation Regulations 1988 (CARs) and the Civil Aviation Safety Regulations
1998 (CASRs) for the CASA website. CASA prepared more than 700 instruments
during 2007–08.
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probity measures
strategic relationships
Whistleblower policy
Standards Consultative Committee
CASA has continued its internal and external protected disclosure arrangements
(whistleblower) to enable confidential reporting of fraud and matters related to
organisational corruption.
During 2007–08, CASA received three protected disclosure reports through its
confidential reporting service, STOPline. All matters were considered and were
found to be administrative complaints.
Code of conduct
All CASA staff must comply with a comprehensive code of conduct as a condition of
their employment or engagement.
The CASA code of conduct fully reflects the values and behaviours expected of
CASA employees working within the Australian Government framework.
Fraud control
The CASA Fraud Control Framework identifies fraud control activities to be
undertaken during the year. CASA has maintained confidential internal and external
reporting arrangements to enable staff and contractors to report any instances
of suspected fraud. Areas of high risk are managed in conjunction with the Risk
Management and Internal Audit area. Fraud control has been incorporated into the
CASA orientation program and all staff have access to the CASA Fraud Control
Framework.
The SCC’s principal task is to consider safety regulatory issues in relation to the civil
aviation safety regulations, orders, manuals of standards and advisory circulars.
CASA is committed to—and highly values—consultation with the aviation industry in
the regulatory development process, through the SCC and its subcommittees. Both
CASA and the aviation industry have a common safety goal and have much to gain
from the engagement of technically competent, highly experienced and diversely
qualified individuals. This involvement enables CASA to deliver aviation safety
regulations that are contemporary and practical, reflect industry best practice, and
are capable of responding to changes in the industry in the future.
The objectives of the SCC are to:
■■
■■
There have been no incidents of fraud reported during the year.
■■
Conflicts of interest
As a regulatory authority, CASA takes particular care to guard against actual,
potential or perceived conflicts of interest for all its staff.
All employees complete a conflict of interest declaration form on commencement of
their duties. Staff receive an annual reminder of their obligations and are asked to
update their declaration.
With consultants and contractors, CASA’s standard form of contract of engagement
imposes the obligation to declare any conflict of interest that may arise during the
life of the contract.
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The Standards Consultative Committee (SCC) brings together representatives
from a diverse range of aviation industry groups to work with CASA on regulatory
change. Thirty-nine organisations are represented on the main committee, which
is chaired by industry. More than 200 CASA and industry participants are involved
in the SCC and its six subcommittees. CASA considers that the commitment, effort
and coordination involved deliver significant benefits.
consider regulatory proposals that have been submitted by CASA, and to
recommend a level of priority for the regulatory work involved
identify individual industry experts to work with CASA staff on the development
of regulatory proposals
provide input and make recommendations to CASA on formal proposals for
regulatory change.
In addition, the SCC is a source of information to CASA about the aviation industry.
Through the SCC, the industry informs CASA of developments that have an impact
on the industry and on safety issues requiring action. This ensures that the diverse
yet significant needs of each industry sector are recognised and considered during
the rule-making process.
The SCC also serves as a forum for consultation on a broad range of issues relating
to CASA’s responsibilities. The SCC receives feedback from CASA on how CASA
has managed SCC recommendations, so that the decision-making process is open,
transparent and accountable.
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The SCC considers recommendations from its subcommittees, and helps resolve
conflicting industry views on regulatory issues and CASA proposals.
At 30 June 2008, the membership of the ASF was as follows:
■■ Mr John Bartlett
In summary, the SCC provides a forum where CASA and the aviation industry can
raise and exchange new ideas, test new initiatives and discuss future developments.
This enables both CASA and the industry to keep abreast of industry trends and
issues and to be well placed to commence planning for development of new
standards or regulations that might be required.
■■
Mr Owen Batchelor
■■
Mr Jim Davis
■■
Mr Stephen Fankhauser
■■
Ms Pamela Graham
■■
Mr Rob Graham
■■
Dr Bob Hall
■■
Mr James Kimpton
■■
Mr Keith Morgan
■■
Dr Heather Parker
■■
Captain John Raby (Chair)
■■
Mr Adrian Verkerk.
Activities in 2007–08
The SCC met three times during 2007–08. Some of the key issues considered were
the maintenance regulations project, the alcohol and other drugs testing for safetysensitive personnel project as well as further development of the operational suite
of CASRs. The SCC also discussed various amendments to the CASRs, CARs and
CAOs and related issues.
The SCC also reviewed nine NPRM consultation documents before they were
issued by CASA for formal public comment.
Further information
Further information about the SCC can be found on CASA’s website at
www.casa.gov.au/newrules/scc.
Aviation Safety Forum
The Aviation Safety Forum (ASF) is a high-level advisory body helping the aviation
community and CASA work effectively together to improve aviation safety in
Australia.
The ASF is comprised of experienced aviation specialists who advise the CASA CEO
on strategic issues. These people have worked in every area within aviation, including
passenger transport, aviation medicine, engineering, aerial agriculture and general
aviation. The fixed-wing and helicopter sectors of the industry are both represented.
There is also representation from Airservices Australia, the Department of Defence,
and the Department of Infrastructure, Transport, Regional Development and Local
Government (the Department).
The ASF provides strategic advice directly to the CASA CEO. In 2007–08, the ASF
met four times and discussed a range of issues including a risk-based approach
to safety, air traffic control, flying training, fatigue and human factors. The ASF
also made a submission to the Australian Government’s issues paper Towards a
National Aviation Policy Statement.
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Australian Transport Safety Bureau
This year CASA and the Australian Transport Safety Bureau (ATSB) are working on
a revised memorandum of understanding (MoU) that sets out safety objectives and
underlying values to guide the ongoing relationship between the two organisations.
The MoU will maximise aviation safety outcomes and enhance public confidence in
aviation safety.
As part of the MoU, CASA reviews and comments on ATSB reports into aspects
of aviation safety, including investigations into aircraft accident or incidents. CASA
is considered a ‘directly involved party’ who may be either directly involved in the
occurrences or their immediate aftermath or who may be affected by the findings.
In 2007–08, CASA responded to 204 such reports.
CASA also responded to 41 requests for information, as required under section 32
of the Transport Safety Investigation Act 2003. Section 32 requests can require the
appearance of people or the provision of documents by a specified date to assist in
an investigation.
Under the Air Navigation (Confidential Reporting) Regulations 2006, administered
by the ATSB, CASA is required to respond to safety concerns reported through
the Aviation Confidential Reporting Scheme (REPCON). REPCON is a voluntary
scheme, which enables any person who has an aviation safety concern to report it
to the ATSB confidentially. In the event that the concerns are relevant to CASA’s
business, these reports are forwarded for comment back to the ATSB. In 2007–08,
CASA responded to 23 such reports.
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Complementing activities under the MoU is CASA’s Accident Investigation Report
Review Board (AIRRB—the Review Board), established in November 2007. The
Review Board is a monthly forum, designed to review material released by the
ATSB, using CASA’s aviation expertise to provide commentary on draft reports.
Advice provided by the Review Board assists the ATSB in developing practical
recommendations that can be implemented by industry, ensuring the continuous
improvement of aviation safety standards. The Review Board meets monthly and is
chaired by the Deputy CEO, Operations.
Expert Panel on Aircraft Air Quality
In 2007–08, CASA finalised plans to establish an Expert Panel on Aircraft Air
Quality. The panel has been established under the auspices of the Cabin Air Quality
Reference Group, an airline, union and industry body that was established in 2002.
The panel will review the cabin air issues, provide expert advice on the quality of
information available, and determine what gaps exist and whether further study is
needed. It will meet up to eight times during 2008 and 2009 and is due to submit a
final report by the first quarter of 2010.
Industry briefings
During the year, CASA’s senior management attended two industry briefings, one in
Brisbane in November 2007 and one in Perth in April 2008. The briefings allow senior
management to brief the industry on CASA’s current work and give the industry an
opportunity to ask questions or raise concerns they may have.
International stakeholder engagement
CASA’s strong support for ICAO activities continued in 2007–08 through its
participation on panels and working groups at both international and regional
levels. This included work on the standards for performance-based navigation
(important in a technology-driven operating environment); carriage of dangerous
goods; maintenance of ageing aircraft; standards for structures around airports; and
standards for the certification of operators.
Audit of Australia’s safety oversight
In addition to assisting ICAO with its international standardisation and procedural
work, Australia was audited by ICAO as part of its cyclical Universal Safety Oversight
Audit Program (USOAP). The audits have the objective of ensuring that the 190
countries that are a party to the Convention are meeting its articles and the ICAO
SARPs.
ICAO undertook the audit of Australia’s safety oversight of the aviation industry from
18 to 28 February 2008. The nine-member audit team spent the majority of its time
examining those areas—notably industry safety standards—for which CASA has
responsibility.
While the final report will not be published until November 2008, a preliminary report
has been provided to CASA. Australia has responded to ICAO on its proposed
Corrective Actions as a result of the audit.
Bilateral arrangements
Bilateral aviation safety arrangements reduce regulatory duplication and provide
greater market access opportunities for international aviation business.
International Civil Aviation Organization
Australia is a signatory to the Convention on International Civil Aviation (the Chicago
Convention), which provides for the safe and orderly development of international
civil aviation. Under the Convention, the International Civil Aviation Organization
(ICAO), through its international panels and working groups, develops international
Standards and Recommended Practices (SARPs). The SARPs are published in
18 annexes to the Convention.
The Infrastructure, Transport, Regional Development and Local Government portfolio
has carriage of Australia’s participation in ICAO, with the various portfolio agencies
taking responsibility for ICAO activities falling within their legislative functions. CASA
is responsible for seven of the 18 annexes and shares responsibility for a further
two annexes with Airservices Australia.
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United States—aviation parts manufacturing
102
Representatives of the US Federal Aviation Administration (FAA) visited Australia
in August 2007 to review CASA’s oversight of aviation parts manufacturing. The
visit took place within the framework of the Bilateral Aviation Safety Agreement
(BASA) between Australia and the United States. The focus was on Australian Parts
Manufacturer Approvals (APMAs) issued by CASA with a view to their acceptance
under the agreement.
The FAA has subsequently confirmed its satisfaction with Australia’s legislation,
procedures and oversight, and provided draft amendments to the agreement to
incorporate APMAs. CASA is now in negotiations with the FAA on technical elements
of the amendments. Finalisation of the amendments will enable much easier access
to the US aviation market for Australian parts manufacturers.
CASA and the European Aviation Safety Agency (EASA) are currently considering
the feasibility of a working-level arrangement for the oversight, by CASA, of
Australian maintenance organisations that maintain aircraft for European Union
(EU) countries. Such an arrangement might allow CASA to provide oversight of
Australian holders of EASA maintenance organisation approvals. This could lead
to increased international recognition for Australia, its regulatory environment
and its maintenance industry. This may also increase the ability of the Australian
maintenance and maintenance training sectors to compete internationally and will
lay the foundations for work on any future bilateral agreement between Australia
and the EU.
New Zealand—air operator certification
From March 2007, legislation was put in place to enable the mutual recognition of
air operator certification between Australia and New Zealand. The Senate Standing
Committee on Rural and Regional Affairs and Transport recommended that a safety
assessment should be conducted by CASA 12 months after the commencement of
mutual recognition of air operator’s certificates. CASA is working to complete this
review.
Regional activities
Pacific Aviation Safety Office
CASA continued to provide technical support to the Australian representative on the
Council of the Pacific Aviation Safety Office (PASO) throughout 2007–08. PASO is
now in the final stages of becoming fully operational, with the recruitment of technical
personnel and commencement of safety oversight operations in the Pacific region.
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Papua New Guinea
During the year, CASA continued to participate in an Interagency Implementation
Working Group with the Department, to develop a new strategic direction for civil
aviation regulation under the Australian Government’s Enhanced Cooperation
Program for Papua New Guinea.
Indonesia
European Union—aircraft maintenance
C
Loan funding from the Asian Development Bank, together with additional grant
funding from ICAO, enabled a review of aviation legal and technical systems to
be undertaken in Pacific Island States that will receive safety oversight services
through PASO. The review will assist in determining the scope of services that
PASO will provide across the region.
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Implementation of the three-year, $23.9 million Indonesian Transport Safety
Assistance Package (ITSAP) commenced in February 2008, following the signing of
a Scope of Approved Works by the Australian and Indonesia Ministers for Transport
in January 2008.
ITSAP addresses issues associated with aviation and maritime safety and includes
a number of activities: training Director General Civil Aviation Indonesia inspectors in
Jakarta and Australia (18 trained to date); project visits to Australia (four conducted to
date); industry education workshops in Jakarta (two conducted to date); safety promotion
assistance (ongoing); and the provision of advice on aviation industry oversight issues
(ongoing). This work will continue to broaden over the next two years.
The program is managed by the Department on behalf of the Government, with
CASA’s role relating to the provision of training activities, which accounts for
approximately 25 per cent of the funding.
leadership, valuing and developing
staff
Terms and conditions of employment
CASA staff are employed under the employment powers vested in the CEO of CASA
by the Civil Aviation Act 1988. The terms and conditions of the majority of staff are
prescribed in the CASA Certified Agreement 2006–2008. The terms and conditions
of staff not covered by that agreement are contained in Australian Workplace
Agreements or common law employment contracts. All new CASA staff have been
employed under the certified agreement following the change in government policy
in early 2008.
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Indonesian inspectorate mentoring program 104
The Indonesian inspectorate mentoring program is in full swing, with the first two
rotations of Indonesian inspectors completing their safety training in Australia.
The initiative follows the formal signing of a Memorandum of Understanding on
Cooperation in the Transport Sector between Australia and Indonesia.
At 30 June 2008, approximately 55 per cent of CASA staff were employed under
the CASA Certified Agreement and 45 per cent under either Australian Workplace
Agreements or common law contracts. CASA commenced negotiating a replacement
collective agreement with unions in the reporting period.
CASA also had a number of service contractors and individuals temporarily engaged
through contracted employment agencies. This included some short-term project
staff and persons engaged to oversee licensing examinations.
CASA staff have access to salary packaging and a choice of superannuation fund as
allowed or required by legislation. Unless they are engaged as casual employees, staff
have access to paid annual leave, paid and unpaid personal leave, a paid Christmas
close-down, and paid or unpaid studies assistance. In addition, where it is operationally
viable, staff may receive a range of non-salary benefits including purchased leave
arrangements, flexible working hours and flexible work location arrangements.
Under the agreement, Australia is providing almost $24 million over three years
for training and technical assistance through CASA, Airservices Australia, the
Australian Maritime Safety Authority, the Australian Transport Safety Bureau
and the Department of Infrastructure, Transport, Regional Development and
Local Government.
CASA provides access for staff to a confidential employee assistance program. The
program helps staff resolve any work-related or personal problems that could affect
their performance or wellbeing.
Up to 40 Indonesian inspectors will be trained under the program in 2008,
spending time at each of the participating agencies throughout the year.
During their time at CASA, the Indonesian inspectors are being taught the
fundamentals of Australian licensing procedures and processes, initial and
continuing maintenance certification, manufacturing certification, practical rule
making and safety promotion.
Staffing profile
At 30 June 2008, CASA had 653 staff. This number included 30 temporary staff
and four staff managed as inoperative staff. Staff who are managed as inoperative
include those on long-term leave for maternity/paternity reasons or on long-term
leave pending formal retirement.
In addition to inspector training, other proposed activities include study visits to
Australia, industry education workshops in Jakarta, provision of CASA aviation
safety promotion material, and assistance to the Indonesian Director General
of Civil Aviation in improving its management tools and safety oversight
processes.
Unplanned absences
CASA had an average of 8.21 days of unplanned absence per employee in 2007–08,
which was higher than the 6.82 days reported in 2006–07. Unplanned absence
includes sick leave, carer’s leave and compassionate leave.
Staff turnover
In 2007–08, CASA’s rate of staff turnover for permanent staff was 17.87 per cent
(21.24 per cent in 2006–07). The underlying voluntary rate was 15.37 per cent
(11.44 per cent in 2006–07).
Learning and development
Learning and development initiatives during 2007–08 continued to support CASA’s
business reforms. CASA’s Certificate IV and Diploma in Aviation Safety Regulation
were launched in March 2008 in collaboration with Swinburne University of
Technology, with 58 CASA staff enrolled as at 30 June 2008.
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The Learning and Development Section worked with CASA staff during 2007–08
to develop a technical training matrix. The matrix enables managers to identify
specific learning and development needs and ensure their regulatory and technical
staff remain current in their technical or professional fields.
During 2007–08, CASA delivered in-house training in a range of technical and nontechnical skills such as project management, customer service, recruitment, auditing,
human factors, safety management systems, regulatory and legal awareness, report
writing and leadership. CASA’s successful orientation program continued as a way
to transition new staff into the organisation, and 87 staff completed the two-day
course during the year.
The year 2008–09 will see continued support for the Diploma and specialist training
activities along with the implementation of new training initiatives such as the
development of an online learning capability, orientation for new managers, and
several CASA leadership programs.
Workplace relations
CASA undertook investigations into a number of allegations of breaches of its code
of conduct over the reporting period. These investigations, and any subsequent
actions, were undertaken in accordance with the code.
The Workplace Relations Section undertook a number of investigations in line with
the CASA bullying, harassment and discrimination policy during the year.
Recognising high performance
CASA continued its recognition scheme, under which high performers may be
nominated for CASA’s Employee of the Month award or Above and Beyond award.
The scheme is designed to reinforce the CASA values and associated behaviours,
and encourages staff to see these values and behaviours as an important feature
of performance in CASA.
New tertiary qualifications
in aviation safety regulation 107
CASA staff are now able to further their skills and knowledge in aviation
safety regulation with qualifications available through Swinburne University of
Technology.
Coursework for the Diploma, designed for CASA’s regulatory employees, and
Certificate IV, aimed at all other CASA staff, is being delivered flexibly through
online and workshop-based learning.
With the assistance of a pilot group of staff who provided valuable feedback
on content and delivery, the result is a flexible, relevant and challenging
qualification.
The courses are competency based in both learning and assessment,
with participants required to demonstrate real work examples of how they
have applied the knowledge they acquire to a practical work situation. The
coursework includes modules on working in an aviation regulatory environment,
dealing with conflict, and providing and monitoring quality client service. The
Diploma also covers technical skills such as undertaking compliance audits
and evaluating safety management practices in an aviation context.
In conjunction with CASA’s suite of internal and external learning and development
courses, the Diploma and Certificate IV program reflects CASA’s commitment to
ensuring it has the right staff, with the right skills, in the right jobs.
Employee of the Month awards are given to individuals whose work displays a level
of service that meets or exceeds CASA’s standards for excellence. Employees
recognised under the scheme are nominated by their managers or colleagues.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
3
–
C
O
R
P
O
R
A
T
E
R
E
P
O
R
T
Employees of the Month, 2007–08
108
■■
Ian Lonsdale
■■
Delene White
■■
Michelle Kranenburg
■■
Annette Munce
■■
Murray McQueen
■■
Irene King
■■
Alison Hayward
■■
Kylie Grieves
■■
Leanne Bradbury
■■
Steven Manton
Public service medal for staff member
109
In June 2008, CASA’s Steve Swift was recognised as an international safety
innovator. Steve earned a place in the Queen’s Birthday Honours List and
joined the rare ranks of those whose achievements have been recognised with
the award of the prestigious Public Service Medal.
The Australian Public Service Medal recognises outstanding service by
employees of the Australian Government and state, territory and local
government; it is awarded only twice a year by the Governor-General.
The Above and Beyond awards recognise individuals or teams who have
demonstrated outstanding and exceptional work or work on projects of importance
to CASA.
Above and Beyond, 2007–08
■■
Wayne Abbott
■■
Airworthiness Engineering Branch Manufacturing Staff
■■
Philip Astley
■■
Talia Nikpalj
■■
Josh Ryan
■■
Sarah Hayden
■■
Andrew Warland-Browne
■■
Julie Codrye
■■
David Coulston
■■
Aussie Pratt
■■
Tanya Rush
■■
Steven Manton
Steve, Principal Engineer, Airframe Durability, was nominated by Greg Vaughan,
Group General Manager, General Aviation Operations Group, with support from
acting CEO Shane Carmody and a range of CASA and industry colleagues.
In conjunction with a colleague at the US Federal Aviation Administration,
Steve developed a tool—known as the ‘diamond model’—to help the aviation
industry keep aircraft safe from fatigue cracks. He has now extended the
utilisation of the diamond model to corrosion applications.
In addition, Steve was the first Australian to be awarded the international
Whittle Safety Award by the International Federation of Airworthiness in 2007,
in recognition of his work in developing this model.
CASA also uses a recognition scheme to honour the achievements and service of
CASA employees for their 10, 15, 20, 25, 30 and 40 year milestones.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
3
–
C
O
R
P
O
R
A
T
E
R
E
P
O
R
T
PART
110
111
accountability
and external
scrutiny
Parliamentary oversight
112
Complaints and investigations
112
External scrutiny
115
Statutory reporting
120
As a government entity, CASA is accountable to the Australian
public, and therefore has a number of statutory reporting
requirements. These include reporting on its occupational
health and safety record, freedom of information activity, steps
taken towards environmental sustainability and any significant
events that may have impacted on CASA’s business during
the reporting period. This part also details how CASA remains
open and accountable to the Australian public through its media
presence, appearance at Senate Committees and Inquiries
and through ongoing review of its regulatory decisions.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
C A AR TS 4A – AA CN C N
O UU N A
T ALB I L RI T EY PA N
O D R E TX T E2 R 0N A0 L 7 S –C R
2 U0 T 0
I N 8Y
parliamentary oversight
Industry Complaints Commissioner
Senate committees
112
CASA appeared before the Senate Standing Committee on Rural and Regional
Affairs and Transport in February 2008 and May 2008. A total of 23 questions on
notice were directed to CASA by the committee.
On 29 May 2008, the committee resolved, under Standing Order 25(2)(b), to conduct
a formal inquiry into the administration of the Civil Aviation Safety Authority (CASA)
and related matters, with the closing date for submissions on 30 June 2008.
Noting the Government’s announced intention to release a National Aviation
Policy Green Paper in the latter half of 2008 and the importance of maintaining
Australia’s strong aviation safety record, the committee issued the following terms
of reference:
■■
■■
■■
to assess the effectiveness of administrative reforms undertaken by CASA’s
management since 2003
During 2007–08, the ICC received:
■■
173 complaints about CASA actions, decisions and service
■■
143 complaints about the aviation industry
■■
■■
to consider ways to strengthen CASA’s relations with industry and ensure
CASA meets community expectations of a firm safety regulator.
■■
Parliamentary questions
CASA responded to 10 written parliamentary questions, and provided input to
112 pieces of ministerial correspondence during the year.
complaints and investigations
Commonwealth Ombudsman
In 2007–08, the Commonwealth Ombudsman received one complaint relating
to CASA (two in 2006–07). On 10 April 2008, the Commonwealth Ombudsman
recorded an administrative deficiency on the basis of inadequate advice, explanation
or reasons, in that CASA did not assist an applicant to make a valid request for
access to documents under section 15(3) of the Freedom of Information Act 1982
when the applicant first attempted to request documents.
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
82 information reports relating to the aviation industry and safety from both the
industry and the public.
ICC investigations during 2007–08 resulted in 19 formal confidential reports to
the CEO with recommendations for changes, amendments to CASA processes or
other initiatives to resolve complaint issues. The reports covered issues such as the
following:
to examine the effectiveness of CASA’s governance structure
CASA made a submission to the inquiry and appeared at the public hearings
on 2–3 July 2008. On 18 September 2008 the Committee tabled its report. The
government is considering the recommendations of the report.
C
This year, complaints about CASA to the ICC have declined compared to previous
years. They continued to be received over a broad range of areas and issues
concerning CASA’s oversight and regulatory responsibilities for aviation and aviation
safety.
CASA aircrew licensing and medicals
CASA regulatory processes and CASA audits of a small air operator certificate
holder
■■
complaints from a high-capacity operator and CASA oversight
■■
Licensed Aircraft Maintenance Engineer licensing issues
■■
small airports and complaints relating to them
■■
CASA oversight of a regional airline
■■
two investigations on the basis of complaints to the Commonwealth
Ombudsman
■■
helicopter mustering industry
■■
complaints by individuals concerning CASA decisions
■■
private flying operations and charity flights.
Information on the timeframes for complaint resolution and the means of lodgement,
are at tables 4.1 and 4.2.
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
113
Table 4.1
external scrutiny
Timeframes for complaints resolution by the ICC
Timeframe for response and resolution
114
Complaints (%)
Same day
38
Within 28 days
36
Within 60 days
11
Within 120 days
7
Greater than 120 days
8
Total
Information flow and media coverage
As an organisation committed to accurate and timely communication with the
Australian public on all matters relevant to aviation safety, CASA endeavours
to maintain open relationships with all sections of the media and with its
stakeholders.
As part of this approach, CASA monitors the Australian media for coverage of
stories mentioning CASA. During 2007–08, there were 2,497 such stories. Of these,
62 per cent were on the radio, 28 per cent in the print media and 10 per cent on
television.
100
Table 4.2
Means of lodgement of complaints to the ICC
Means of lodgement
CASA had an active voice—that of spokesperson—in 70 per cent of these stories.
The tone of the coverage was recorded as neutral in 92 per cent of stories; 1 per
cent actively praised CASA and 7 per cent were negative in tone, actively criticising
CASA.
Complaints (%)
Email
43
CASA Hotline
33
CASA web-based online form
9
Letters and facsimiles
6
Direct telephone call
5
Internal referrals
4
Total
In February 2008, CASA again engaged Roy Morgan Research to conduct a public
survey, to investigate perceptions of a range of aviation safety issues. The survey
found that most respondents rate CASA’s performance positively, with only four per
cent indicating that they thought CASA was doing a ‘poor’ or ‘very poor’ job. CASA’s
approval rating has increased significantly since the first of these surveys in 2000,
with over 55 per cent of respondents thinking CASA is doing a ‘good’ or ‘great’ job.
100
Coronial inquiries
Table 4.3 shows the number of coronial inquiries in which CASA was involved during
2007–08 and during the previous four financial years.
Table 4.3
Coronial inquiries, 2003–04 to 2007–08
2003–04
C
2004–05
2005–06
2006–07
2007–08
Inquiries on hand from
previous year
1
3
1
4
2
New inquiries
3
1
5
3
3
Total
4
4
6
7
5
Conclusions handed down
2
3
1
5
3
Inquiries remaining in
progress as at 30 June 2008
2
1
4
2
2
Total
4
4
5
7
5
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
This year’s survey also found that most respondents see flights between capital cities
in Australia as being safer than comparable flights in countries like Canada and the
United States. About 20 per cent of survey respondents rated the level of safety as
having changed in the last 12 months, most of whom felt that it had improved.
Review of CASA’s regulatory decisions
Certain types of regulatory decisions by CASA are subject to review by the
Administrative Appeals Tribunal. ‘Merits’ review involves the reconsideration of an
administrative decision. On the facts before it, the tribunal decides whether the
correct decision (or, in a discretionary area, the preferable decision) has been made
in accordance with the applicable law.
A person who is the subject of a CASA decision may apply direct to the Federal
Court for a review of the decision under the Administrative Decisions (Judicial
Review) Act 1977. In some cases, a decision of the Administrative Appeals Tribunal
may be reviewed in the Federal Court.
8
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
115
Table 4.4 shows the status of merits reviews of CASA regulatory decisions by the
tribunal for 2007–08 and for the previous four years. Table 4.5 details the categories
of decisions appealed to the tribunal during 2007–08, while Table 4.6 summarises
the status of applications to the Federal Court for the period 2003–04 to 2007–08.
116
Table 4.5Categories of CASA decisions appealed to the Administrative Appeals
Tribunal, 2007–08
Aviation
maintenance
Flight crew
licence or
licence
maintenance
(including
authority
Air
Certificate Certificate of
Chief Maintenance
ratings and
(including
Medical operator’s
of
registration or pilot
controller
endorsements)
ratings)
certificate certificate approval airworthiness approval approval
Total
Table 4.4Administrative Appeals Tribunal—merits review of regulatory
decisions, 2003–04 to 2007–08
2003–04
2004–05
2005–06
2006–07
2007–08
16
15
18
14
10
Applications on hand from
the previous year
Applications lodged during
the year
19
18
21
12
24
Total
35
33
39
26
34
Decisions affirmed
3
2
7
5
1
Decisions varied
1
0
2
4
2
A–Matters dealt witha
Decisions set aside
2
1
6
1
3
Matters dismissed
2
2
2
1
1
Subtotal
8
5
17
11
7
B–Status of other matters
a
Applications withdrawn by
the applicant
8
10
8
5
8
Applications remaining on
hand at 30 June
16
18
14
10
19
Subtotal
24
28
22
15
27
Total A+B
32
33
39
26
34
Refusal to
issue
3
0
7
1
0
0
0
0
11
Issue
subject to
conditions
not sought
by applicant
for the
authorisation
0
0
0
0
0
0
0
0
0
Cancellation/
suspension
4
1
0
0
2
0
1
0
8
Variation/
imposition of
conditions
not sought
by holder
0
0
8
0
0
0
0
0
8
Total
7
1
15
1
2
0
1
0
27
Does not include interlocutory decisions (that is, decisions made during the progress of an action).
Note: The types of decisions that can be appealed to the tribunal are listed on its website at
http://www.aat.gov.au/LegislationAndJurisdiction/JurisdictionListC.htm.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
117
Federal Court prohibition orders
Table 4.6Applications to Federal Court for judicial review of regulatory
decisions, 2003–04 to 2007–08
2003–04
2004–05
2005–06
2006–07
2007–08
Filed by Filed Filed by Filed Filed by Filed Filed by Filed Filed by Filed
subject by subject
by
subject by subject by subject by
person CASA person CASA person CASA person CASA person CASA
118
Matters with the Court
In accordance with the Civil Aviation Act 1988, CASA may suspend a civil aviation
authorisation for five business days where there is a serious and imminent safety
risk. Such suspensions then cease unless CASA applies to the Federal Court for a
prohibition order before the expiry of the five-day period.
CASA made one application to the Federal Court for a prohibition order during
2007–08 (see ‘Significant Judicial Decisions’ on page 121). This was in relation to a
pilot holding both a private and a commercial licence.
Applications
on hand from
the previous
year
0
0
1
1
2
1
2
0
0
0
Applications
filed during
the year
Administrative Appeals Tribunal review of freedom of information
decisions
1
2
4
1
3
0
1
0
2
0
Total
1
2
5
2
5
1
3
0
2
0
Two applications were made in 2007–08 to the Administrative Appeals Tribunal to
review decisions made by CASA under the Freedom of Information Act 1982.
Other reviews and review mechanisms
Matters dealt with
Decisions
affirmed
0
0
0
0
0
0
0
0
0
Regulatory Advisory Panels
0
Decisions
set aside/
overturned
0
0
1
1
0
0
0
0
0
0
Matters
dismissed
0
0
1
0
0
1
1
0
0
0
Subtotal
0
0
2
1
0
1
1
0
0
0
As mentioned elsewhere in this report, CASA is progressively combining and
updating the requirements currently set out in the Civil Aviation Regulations and
Civil Aviation Orders into new Civil Aviation Safety Regulations (CASRs) under its
regulatory reform program.
In 2004, the CASA CEO issued CEO Directive 017/2004, which was subsequently
repealed in 2006 by CEO Directive 003/2006, requiring that a Regulatory Advisory
Panel (RAP) be established in relation to each Civil Aviation Safety Regulation
(CASR) Part under development.
Status of other matters
Proceedings
discontinued
0
0
1
0
3
0
2
0
0
0
Applications
on hand
1
2
2
1
2
0
0
0
2
0
Subtotal
1
2
3
1
5
0
2
0
2
0
Total
1
2
5
2
5
1
3
0
2
0
Decisions
arising from
Administrative
Appeals
Tribunal
decision
1
0
1
0
0
1
0
0
0
0
The role of a RAP is principally to ensure that ‘due process’ has been followed
when developing a CASR Part and that the aviation community’s views were fully
considered. The RAP is to review whether the development of the particular CASR
Part was consistent with the Guiding Principles for Regulatory Framework set out
in CEO Directive 001/2007, and to ensure that the regulatory impact, costs and
benefits have been adequately considered and are consistent with CASA policy and
the Government’s regulatory best practice for reviewing and reforming legislation. The RAP is not intended to conduct a general review of technical/policy content
relating to the particular CASR Part, although the RAP may identify, consider and
make recommendations on technical/policy issues newly arising or not addressed
in the CASR Part.
The RAP convenes and reports to the CEO prior to submission of the CASR Parts
to the Minister.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
119
A RAP was convened in September 2007 to consider CASR Part 137–‘Aerial
Applications Operations–other than rotorcraft’.
120
statutory reporting
Significant events
Under section 15 of the Commonwealth Authorities and Companies Act 1997, CASA
must notify the Minister of significant events.
A significant event is defined as any proposal to:
■■
■■
form a company or participate in the formation of a company
participate in a significant partnership, trust, unincorporated joint venture or
similar arrangement
■■
acquire or dispose of a significant shareholding in a company
■■
acquire or dispose of a significant business
■■
commence or cease a significant business activity
■■
make a significant change in the nature or extent of an interest in a significant
partnership, trust, unincorporated joint venture or similar arrangement.
Other major events
Under the Commonwealth Authorities and Companies Orders 2005, CASA must
report on any significant changes in accordance with:
■■
subclause 10(1)(e)—significant changes in the authority’s state of affairs or
principal activities that have occurred during the financial year
subclause 10(1)(f)—developments since the end of the financial year, giving
particulars of any matter or circumstance that has arisen and has significantly
affected or may significantly affect:
●●
the results of those operations in future years or
●●
the authority’s state of affairs in future financial years.
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
On 29 May 2008, pursuant to section 30DC of the Civil Aviation Act 1988 (CAA),
CASA suspended a holder’s commercial pilot (aeroplane) licence and a private
pilot (aeroplane) licence (the licences). This was on the basis that a CASA officer
formed the view that the holder engaged in, was engaging in or was likely to engage
in conduct that contravened section 30DB of the CAA – namely, conduct that
constitutes, contributes to or results in a serious and imminent risk to air safety. On
16 May 2008, the holder flew an aircraft with seven passengers. The holder landed
at an incorrect location in a remote area in Western Australia. Without checking the
take-off area, the holder immediately turned the aircraft around and took off in or
near the location where he had landed, and, as a result, the aircraft hit a tree. The
aircraft sustained substantial damage to its wing.
[The CASA officer] gave evidence concerning the likely effect of the damage that
had been sustained to the aircraft on its handling, particularly at low levels. He
stated that in his opinion the road or track used by the respondent to land and
take off did not meet the relevant criteria and was otherwise unsuitable because
of its narrowness, its close proximity to trees, the poor conditions of the road
and the location of the fence running across the track. [The CASA officer’s]
evidence is in itself sufficient to convince me that in what occurred there was a
real risk to air safety. However, in assessing the conduct under consideration the
Court is not making that assessment at large but is governed by relevant CASA
regulations and other civil aviation standards. In the circumstances, it is not
necessary for me to go into these, other than to say that I am satisfied that there
are reasonable grounds to believe the respondent’s handling of the aeroplane
on the day in question did not meet the standard in CASA’s regulations or other
civil aviation standards.
The judgment is significant in that it is the first occasion under the scheme established
by Division 3A of the Act in 2003 that the court has made a prohibition order. While
the order was made by the Federal Court after the year ending 30 June 2008, it is
included in this report because of the significant impact it had on CASA’s operations
in the reporting period.
There were no reportable major events during 2007–08.
C
Civil Aviation Safety Authority v. Bell [2008] FCA 1049, Federal Court of
Australia
On 14 July 2008, the Federal Court made an order pursuant to section 30DE(2)
of the CAA that the holder be prohibited from doing anything authorised by the
licences he held until the period expiring on 14 July 2008. The court concluded in
its judgment:
There were no significant events within the meaning of section 15 during 2007–08.
■■
Significant judicial decisions and administrative review decisions
7
–
2
0
0
8
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
121
Freedom of Information Act
Section 8 of the Freedom of Information Act 1982 (FOI Act) requires each Australian
Government agency to publish detailed information about the following:
122
■■
the way the agency is organised
■■
the functions and decision-making powers of the agency
■■
■■
Facilities for inspection of documents, and preparation of copies if required,
are provided or arranged by CASA’s Freedom of Information Coordinator. The
coordinator can help applicants identify particular documents being sought.
Requests under the FOI Act for access to documents in CASA’s possession, or
enquiries about access, should be directed to:
Freedom of Information Coordinator
Legal Services Group
Civil Aviation Safety Authority
GPO Box 2005
Canberra ACT 2601
the document categories held by the agency and how members of the public
may obtain access to documents
arrangements for public involvement in the work of the agency.
Section 8 statement
This statement is published to meet the requirements of section 8 of the FOI Act.
Further information on the organisation, powers and functions of CASA can be
found in Part 1 of this report.
Telephone: 131 757 (local call)
Facsimile: (02) 6217 1607
Email: freedomofinformation@casa.gov.au
Categories of documents
Establishment of CASA
CASA was established on 6 July 1995 by an amendment to the Civil Aviation Act
1988 (the Act).
Organisation
The organisation chart on pages 26–27 shows the structure of the organisation.
The categories of documents (including internal administration papers and records,
working drafts, statistical records, copies of emails, telexes, cables and facsimiles)
that CASA holds include:
■■
human and financial resource management records
■■
ministerial, interagency and general correspondence and papers
■■
Functions and decision-making powers
Section 9 of the Act provides that CASA has the function of conducting the safety
regulation of civil air operations in Australian territory, and the operation of Australian
aircraft outside Australian territory, in accordance with the Act and Regulations made
under the Act. CASA also has other safety-related functions, including encouraging
a greater acceptance by the aviation industry of its obligation to maintain high
standards of aviation safety.
Under section 15 of the FOI Act, any person is entitled to apply for access to
documents that fall within the scope of the Act. A request under the FOI Act should
be in writing, be accompanied by a $30 application fee, and state an address in
Australia to which notices under the Act can be sent. In certain circumstances, the
fee is not required or may be remitted by CASA.
For a quick response, the applicant should give as much information as possible
about the documents sought. It is advisable also to include a telephone number in
case clarification is necessary.
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
■■
■■
Freedom of information procedures and contact point
C
■■
0
7
–
2
0
0
8
■■
■■
policy documents, including recommendations and decisions, media releases
and position papers
papers relating to new and amended legislation, drafting instructions and draft
legislation
briefing papers and submissions prepared for the Chief Executive Officer and
Director of Aviation Safety, Deputy Chief Executive Officers and previous Chief
Operating Officer, members of the senior management group and the previous
CASA board
papers and records relating to certification, registration, manufacture,
maintenance and operation of aircraft
papers and records relating to licensing of flight crew and maintenance
personnel, and certification of air service operators, maintenance organisations
and other organisations involved in aviation activities
papers and records relating to licensing, maintenance and operation of
aerodromes
■■
papers and records relating to development of aviation safety standards
■■
papers and records relating to aviation safety education
■■
documents relating to aviation industry surveillance.
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
123
124
Decision-making procedures
Freedom of information requests during the year
In accordance with section 9 of the FOI Act, CASA maintains a list of manuals and
other documents that CASA officers use as a guide to the procedures and practices
to be followed when making decisions or recommendations that affect the public.
Appendix 6 lists those documents.
There were 46 new requests for documents under the FOI Act in 2007–08. Tables
4.7, 4.8 and 4.9 provide information on the status of CASA’s FOI requests from
2003–04 to 2007–08.
Documents available in hard copy can be purchased from the CASA online store at
www.casa.gov.au/manuals/store.htm.
Table 4.7
Freedom of information requests, 2003–04 to 2007–08
2003–04
2004–05
2005–06
2006–07
2007–08
5
10
10
3
4
Matters with CASA
For further information about CASA documents, contact:
Requests on hand from the
previous year
Document Control Officer
Civil Aviation Safety Authority
GPO Box 2005
Canberra ACT 2601
Telephone: 131 757 (local call)
New requests received
62
76
51
46
46
Total
67
86
61
49
50
21
Matters decided
Email: document.control.unit@casa.gov.au
Arrangements for outside participation
Subsection 9(2) of the Act states that one of CASA’s functions is to promote full
and effective consultation and communication with all interested parties on aviation
safety issues.
37
34
40
27
5
23
8
7
11
Access refuseda
12
11
5
7
10
Subtotal
54
68
53
41
42
Requests withdrawn by applicant
2
8
5
4
4
Requested transferred in whole to
another agency
1
0
0
0
2
10
10
3
4
2
Status of other matters
Section 16 of the Act states that, in the performance of its functions and the exercise
of its powers, CASA must consult where appropriate with government, commercial,
industrial, consumer and other relevant bodies and organisations, including the
International Civil Aviation Organization and bodies representing the aviation
industry.
The Aviation Safety Forum (ASF) is a special consultative body helping the aviation
community and CASA work effectively together to improve aviation safety in
Australia. The forum advises CASA on important strategic issues. More information
on the ASF can be found on page 98.
Access granted in full
Access granted in part
Requests remaining on hand at
30 June
a
Subtotal
13
18
8
8
8
Total
67
86
61
49
50
Includes matters where the reason for refusal was that the document or documents did not exist.
The CASA Standards Consultative Committee (SCC) is a joint CASA–industry
forum set up to involve the aviation industry formally during the development phase
of new regulations, and amending existing regulations. The committee and its
subcommittees bring together more than 200 CASA staff and representatives from
industry and government organisations. More information on the SCC can be found
on page 97.
CASA also complies with government requirements for the preparation of regulation
impact statements. As part of this process, CASA issues Notices of Proposed Rule
Making in relation to any significant changes to civil aviation regulations and orders
made under the Act.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
125
Ecologically sustainable development
Table 4.8Time taken to make decisions on freedom of information matters,
2003–04 to 2007–08
2003–04
126
2004–05
2005–06
2006–07
No.
%
No.
%
No.
%
No.
%
No.
%
50
93
55
81
50
94
40
98
48
96
0–30 days
Under subsection 516A(3) of the Environment Protection and Biodiversity
Conservation Act 1999, CASA must report on its actions and operations during the
financial year in accordance with subsection 516A(6) of that Act.
2007–08
31–60 days
3
5
13
19
2
4
1
2
2
4
61–90 days
0
0
0
0
1
2
0
0
0
0
More than
90 days
1
2
0
0
0
0
0
0
0
0
Under subsection 9A(1) of the Civil Aviation Act 1988, CASA must regard the safety
of air navigation as the most important consideration when exercising its powers
and performing its functions. However, subject to this overriding safety obligation,
CASA is also required by subsection 9A(2) to exercise its powers and perform its
functions in a manner that ensures, as far as is practicable, that the environment is
protected from:
Table 4.9Internal review of CASA freedom of information decisions, 2003–04 to
2007–08
2003–04
2004–05
2005–06
2006-07
2007–08
Matters on hand
0
0
2
1
0
New applications received
2
7
2
0
5
Total
2
7
4
1
5
Decisions upheld
0
2
3
1
4
Greater access given
2
3
1
0
1
Charges increased
0
0
0
0
0
Charges reduced
0
0
0
0
0
Subtotal
2
5
4
1
5
Applications withdrawn
0
0
0
0
0
Applications remaining on
hand at 30 June
0
2
0
0
0
Subtotal
0
2
0
0
0
Total
2
7
4
1
5
■■
effects of the operation and use of aircraft
■■
effects associated with the operation and use of aircraft.
CASA has regard to section 9A in regulatory standards development and compliance
activities, in accordance with the principles of section 3A of the Environment
Protection and Biodiversity Conservation Act.
CASA has developed an environmental management system (EMS) as defined
under Australian/New Zealand Standard AS/NZS ISO 14001:2004. CASA’s EMS
is a tool designed to improve the organisation’s environmental performance and
reduce the environmental impact of our operations.
Matters decided
CASA’s environmental policy is a key element of the EMS. The policy formalises
CASA’s commitment to environmental protection and provides a framework for
achieving continuous improvement in environmental performance.
CASA reviews the EMS regularly to assess its effectiveness in achieving the organisation’s
environmental objectives and targets, and to explore opportunities for continual
improvement in environmental performance through improvements to the EMS.
Status of other matters
CASA is committed to achieving best practice in office management and general
operations. We are an active participant in the Australian Government’s energy
efficiency policy, which drives our initiatives to reduce energy consumption and
greenhouse gas emissions.
In addition, CASA employs waste-reduction initiatives such as programs for recycling
waste paper, fluorescent lamps and general office waste, and programs to recycle
building waste when undertaking building fit‑outs and refurbishments.
During 2007–08, CASA consolidated its three Brisbane offices into one new building
at Brisbane Airport as its operational headquarters. The design of the office fit‑out
incorporated many ecologically sustainable features, including passive thermal and
solar design principles, flexible air-conditioning systems and balanced natural and
artificial lighting. All the concrete used on the project contained recycled content, and
highly efficient water systems and extensive recycling facilities are also in place.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
127
In 2007–08, CASA was not involved in any actions likely to have a significant impact
on matters of national environmental significance or on Commonwealth land.
Commonwealth Disability Strategy
128
CASA’s operations encompass the typical activities of a regulator (with elements
of policy advisor), service provider, employer and purchaser, as those roles are
defined in the Commonwealth Disability Strategy.
CASA’s recruitment policy ensures that our recruitment advertising does not
dissuade people with disabilities who have the necessary experience, skills and
qualifications from submitting applications. The policy also ensures that selection
processes take into account the special needs of applicants, so that those with
disabilities are not disadvantaged.
CASA’s formal standards and performance requirements for premises leased by the
organisation require access for people with disabilities to be provided to buildings
and to all areas of offices in accordance with Australian Standard AS 1428.
Occupational health and safety
The following occupational health and safety (OHS) report is provided in accordance
with the requirements of section 74 of the Occupational Health and Safety Act 1991.
129
Health and safety management arrangements
At the commencement of the reporting period, CASA released the interim health
and safety management arrangements (HSMA) to meet the transition requirements
arising out of the amendments to the Occupational Health and Safety Act 1991.
The key components of the interim HSMA set out the new arrangements for the:
■■
■■
■■
corporate OHS policy
variation and reinstatement of the National Occupational Health and Safety
Committee under the new arrangements
process to establish and vary the designated work groups in consultation with
the affected employees
communication and consultation mechanisms for employees on health and
safety matters
In addition, we provide car parking to staff with permanent or temporary disability.
In the case of temporary disability, parking is made available for the period
recommended by a medical practitioner.
■■
CASA’s standard office desks and chairs are ergonomically designed to meet
Australian Standard AS 4443 and Australasian Furniture Research and
Development Institute standards. We provide special chairs for staff for whom
standard chairs are unsuitable.
At the time of reporting, CASA had commenced the process to review the interim
HSMA with a view to finalise and formalise the arrangements in consultation with
employees by the end of 2008.
We also provide, as needed, suitable information technology (IT) equipment and/or
software to aid staff with disabilities. Contractual arrangements with CASA’s IT
service provider require the support and maintenance of all occupational health
and safety and disability assistance equipment associated with desktop computers.
Support through our help desk can be tailored for staff with special needs. CASA
will also provide appropriate voice facilities, such as TTY telephones, to any staff
member who needs them.
In purchasing furniture, equipment and software to meet special needs, CASA
consults with the staff concerned and seeks the advice of relevant organisations.
■■
processes to resolve health and safety issues.
Designated work groups
CASA continued to maintain the 12 designated work groups (DWG) that were
established in the previous reporting period. The elected health and safety
representatives commenced the second year of their two-year term in 2008–09.
Each DWG has a management representative, nominated by the CEO, with
responsibility for health and safety matters for the DWG, including the administration
of a local consultative committee as a forum for communication and consultation
with employees on workplace health and safety matters.
By-elections occurred for four DWGs to fill vacancies arising from resignations or
transfer to new DWGs. All new Health and Safety Representatives (HSRs) and
Deputy HSRs were provided with accredited training within three months of their
appointment.
In June 2008, CASA proposed to vary the DWGs to accommodate the changed
work locations and realignment of work groups for employees in the Bowen Hills
and Eastern region DWGs. At the time of reporting, consultation with employees
affected by the variation was under way.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
National Occupational Health and Safety Committee
130
CASA’s National OHS Committee compromises four employee representatives
and four senior management representatives. The committee meets on a quarterly
basis and is provided with secretariat support by Human Resources. Meetings
occurred as scheduled on 11 October 2007, 12 December 2007, 5 March 2008 and
25 June 2008.
The role of the committee is to provide strategic direction on OHS matters and
monitor the implementation of planned programs through data provided by the
OHS function on incident reporting, lost-time indicators, project reports, prevention
activities and injury management (compensation data) reports. The chair of the
committee regularly reports to the Deputy CEO, Strategy and Support.
Through its injury prevention program, CASA continued to demonstrate its
commitment to workplace health and safety for its employees and contractors. A
particular emphasis was on improved processes for communication and consultation
through the designated work groups and local consultative forums on health and
safety matters, as discussed above. In addition, the injury prevention program
undertook the following measures during 2007–08:
■■
■■
■■
■■
■■
■■
■■
C
revision of the OHS policy
implementation of the interim health and safety management arrangements,
and commencement of the consultation process with employees to formalise
these arrangements in line with the provisions of the transition arrangements
for the new legislation
introduction of new equipment to improve first aid treatment and resuscitation
capabilities for all first aid officers at all CASA sites
introduction of a CASA-wide influenza vaccination program, with a take-up rate
of 30 per cent
N
improved reporting systems to monitor the effectiveness of health and safety
measures.
Health and safety outcomes
CASA’s lost-time occurrence incidence rate has decreased from the previous year,
maintaining a downward trend. CASA’s rate of lost-time occurrences per 100 Full
Time Equivalent in 2007 was 0.45, significantly below the average for Australian
Government departments (1.34) (Mercer, August 2007).
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
CASA’s revised workers’ compensation premium rate for 2007–08 was 1.19 per
cent of total payroll, as a result of CASA’s improved claims record over the previous
four years (2003–04 to 2006–07). CASA’s premium rate continues to be well below
the Commonwealth average of 1.55 per cent. Improved performance is attributed to
CASA’s early intervention program, initiated under its injury and illness management
policy and guidelines. Additional improvements have been made to the systems in
place to receive, lodge and process claims to ensure that the lifetime costs of claims
reflect the true nature of active claims.
0
There were no Provisional Improvement Notices (section 29), Prohibition Notices
(section 46) or Improvement Notices (section 47) issued or investigations undertaken
by Comcare arising out of CASA’s undertaking as an employer in accordance with
the Occupational Health and Safety Act 1991.
Purchasing
a revised framework for first aid services, with more first aid officers and
better systems for appointment, training, certification levels, reporting and
precautions for infection control
A
■■
Investigations conducted during the year
introduction of CASA-wide Personal Protective Equipment standards, including
allocation of equipment based on the requirements of the specific work task,
location and work environment
A
introduction of a safe work practice to prevent the risk of workplace violence
During the 2007–08 reporting period, there were no notifiable accidents or dangerous
occurrences reported to Comcare as prescribed by section 68 of the Occupational
Health and Safety Act 1991.
review of the arrangements and functions of the designated work groups and
employee roles in OHS consultative arrangements
S
■■
Accidents or dangerous occurrences during the year
reinstatement of the National OHS Committee under the new legislative
framework
A
workstation assessments undertaken for 9.7 per cent of employees
Workers’ compensation premium
Injury prevention
■■
■■
0
8
CASA adheres to the principles of value for money; encouraging competition among
actual/potential suppliers; efficient, effective and ethical use of resources; and
accountability and transparency when considering and undertaking procurement.
These principles are set out in the Commonwealth Procurement Guidelines—January
2005 (CPGs) and are applied to CASA’s activities through a Chief Executive’s policy
notice and supporting agency operational guidelines.
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
131
132
CASA uses a devolved procurement model to ensure performance against core
purchasing policies and principles. This model includes providing information about
procurement policies and procedures to all staff, and maintaining a single point of
contact for staff to seek advice on complying with CPGs and adhering to CASA’s
policies and tendering processes. CASA conducts regular training sessions covering
procurement policies and procedures.
CASA promotes participation by small to medium-sized enterprises in its
procurement practices. In July 2007, CASA published an Annual Procurement Plan
on AusTender (as required under the CPGs) to facilitate early procurement planning
and draw businesses’ attention to CASA’s planned procurement for the 2007–08
financial year.
Insurance and indemnities
The following information about CASA’s Commonwealth and commercial indemnities
and insurance is provided in accordance with clause 16 of the Commonwealth
Authorities and Companies (Report of Operations) Orders 2005.
When CASA was established, certain indemnities in relation to its responsibilities
were provided by the Australian Government. Since then, commercial insurances
have been arranged to cover these risks.
Nevertheless, the Commonwealth remains obliged to indemnify CASA in relation to
liabilities associated with acts or omissions that occurred before the expiry of two
deeds of indemnity in July and August 1998.
Current arrangements
In 2007–08, CASA held aviation and general liability, professional indemnity,
directors’ and officers’ liability, and a range of other corporate insurance.
Aviation and general liability
Aviation and general liability insurance provides coverage for injuries caused to
third parties or to the property of third parties as a result of negligence arising out of
the performance of CASA’s functions under the Civil Aviation Act, the Civil Aviation
(Carriers’ Liability) Act 1959 and other applicable legislation, and for which indemnity
by the Commonwealth does not apply.
A
S
A
A
N
N
U
CASA’s professional indemnity coverage applies for claims arising from breaches of
duty by CASA officers, generally involving the provision of skilled services or advice.
133
Directors’ and officers’ liability
During 2007–08, CASA held insurance protecting directors and officers from liability
for the consequences of managerial misconduct or negligence, to the extent that the
provision of the indemnity is not prevented by applicable legislation.
Competitive tendering and contracting
Competitive tendering and contracting (CTC) is the contracting out of the delivery
of activities previously performed by an Australian Government agency. It can relate
to either goods or services. During 2007–08, CASA operated with one existing CTC
contract from earlier years; there were no CTC contract extensions, and no new
CTC contracts were entered into.
Existing CTC contracts from earlier years
Previous arrangements
C
Professional indemnity
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
Following an open tender process, IPEX ITG (now Volante Group, a subsidiary of
Commander Communications) was engaged on 26 June 2000 to provide information
technology and telecommunications services. The original contract was for five
years with the option of two, two-year extensions. The contract is currently up to the
second of these extensions, with the contract due to expire in 2009.
Advertising and market research
In accordance with amendments to the Commonwealth Electoral Act 1918, all
Australian Government departments and authorities are required to set out, in
their annual reports, details of amounts paid by or on behalf of them during the
year to advertising agencies, market research organisations, media advertising
organisations and direct mail organisations.
The amounts CASA paid during 2007–08 are detailed in Appendix 5.
P A R T
4
–
A C C O U N T A B I L I T Y
A N D
E X T E R N A L
S C R U T I N Y
PART
134
financial
statements
Independent auditor’s report
136
Statement by chief executive and financial officer
138
Income statement
139
Balance sheet
140
Statement of changes in equity
141
Cash flow statement
142
Schedule of commitments
143
Schedule of contingencies
145
Notes to and forming part of the financial statements
146
This part provides the entirety of CASA’s financial statements,
audit opinion and explanatory notes for 2007–08. The
Australian National Audit Office has provided an unqualified
independent audit of these financial statements
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
C AA RS TA
5A
N –N
UF AI
N
L
A RN EC PI
O
A
LR
T S
T2 A0 T0 E7 M
–
2E 0N 0T 8S
135
136
137
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
STATEMENT BY CHIEF EXECUTIVE AND CHIEF FINANCIAL
OFFICER
CIVIL AVIATION SAFETY AUTHORITY
INCOME STATEMENT
For the year ended 30 June 2008
138
In our opinion, the attached financial statements for the year ended 30 June 2008 are
based on properly maintained financial records and give a true and fair view of the
matters required by the Finance Minister’s Orders made under the Commonwealth
Authorities and Companies Act 1997.
In our opinion, at the date of this statement, there are reasonable grounds to believe
that the Authority will be able to pay its debts as and when they become due and
payable.
Notes
2007
$’000
139
INCOME
Revenue
Revenue from Government
3A
44,316
42,500
Aviation fuel excise
3B
76,120
70,484
Sale of goods and rendering of services
3C
18,751
13,890
Interest
3D
3,504
2,314
Other revenues
3E
Total revenue
2008
$’000
1,124
584
143,815
129,772
Gains
Net gain from disposal of assets
3F
11
-
Reversals of previous asset write-downs
3G
79
-
90
-
143,905
129,772
4A
70,964
67,240
Suppliers
4B
52,047
40,508
Depreciation and amortisation
4C
6,827
6,849
Finance costs
4D
146
151
Write-down and impairment of assets
4E
1,778
889
Net loss from disposal of assets
3F
Total gains
TOTAL INCOME
EXPENSES
Employee benefits
TOTAL EXPENSES
SURPLUS / (DEFICIT)
-
124
131,762
115,761
12,143
14,011
The above statement should be read in conjunction with the accompanying notes.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
45,962
52,597
The above statement should be read in conjunction with the accompanying notes.
40,454
3,868
3,358
3,195
2,150
59,660
141
Closing balance at 30 June
-
1,045
1,045
-
1,045
1,045
-
-
-
-
Appropriation (equity injection)
Contributions by Owners
T
Sub-total Transactions with Owners
Transactions with Owners
12,143
A
-
14,892
12,653
881
510
14,011
Total income and expenses
I
12,143
C
14,011
14,011
12,143
881
881
510
510
-
-
881
881
N
Surplus (Deficit) for the year
I
510
510
Subtotal income and expenses recognised directly in equity
F
-
Revaluation adjustment
31,070
31,070
45,962
45,962
Opening Balance
Income and Expense
Retained
Earnings
STATEMENT OF CHANGES IN EQUITY
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
2,150
44,580
36,265
28,387
6,496
2,150
54,621
44,423
29,620
9,764
2,150
Current assets
Non-current assets
Current liabilities
Non-current liabilities
2,150
2,150
3,358
40,454
45,962
2,477
3,195
3,868
52,597
59,660
2,477
EQUITY
Contributed equity
Reserves
Retained surplus
TOTAL EQUITY
3,358
45,962
3,358
59,660
26,443
NET ASSETS
26,443
34,883
40,454
39,384
40,454
TOTAL LIABILITIES
Adjusted Opening Balance
18,983
410
19,393
Balance carried forward from previous period
19,644
1,325
20,969
$’000
9A
9B
Provisions
Employee provisions
Other provisions
Total Provisions
$’000
1,542
1,542
$’000
1,789
1,789
$’000
8
Interest Bearing Liabilities
Leases
Total Interest Bearing Liabilities
$’000
10,161
3,787
13,948
$’000
11,099
5,527
16,626
Payables
Supplier payables
Other payables
Total Payables
$’000
7A
7B
LIABILITIES
$’000
80,845
2007
99,044
TOTAL ASSETS
2008
1,909
11,804
22,552
2,772
31
39,068
2007
1,755
18,681
23,890
331
1,219
22
45,898
2008
6A,D
6B,D
6C,E
6F
6G
6H
Non-Financial Assets
Buildings
Infrastructure, plant and equipment
Intangibles
Inventories
Other non-financial assets
Assets held for sale
Total Non-Financial Assets
2007
4,010
1,213
2,554
34,000
41,777
2008
3,521
1,826
2,299
45,500
53,146
2007
5A
5B
5C
5D
ASSETS
Financial Assets
Cash and cash equivalents
Trade and other receivables
Accrued revenue
Investments under s18 of the CAC Act
Total Financial Assets
2008
$’000
Contributed
Equity /
Capital
2007
$’000
Asset
Revaluation
Reserve
140
2008
Notes
Total Equity
BALANCE SHEET
as at 30 June 2008
The above statement should be read in conjunction with the accompanying notes.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
N
A
A
L
S
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
CIVIL AVIATION SAFETY AUTHORITY
CASH FLOW STATEMENT
For the year ended 30 June 2008
SCHEDULE OF COMMITMENTS
as at 30 June 2008
Notes
142
2008
2007
$’000
$’000
OPERATING ACTIVITIES
Cash Received
Appropriations
Aviation fuel excise
Goods and services
Interest
Net GST received from ATO
Total Cash Received
Cash Used
Employees
Suppliers
Borrowing costs
Net GST paid to ATO
Total Cash Used
Net cash from or (used by) operating activities
10
46,319
74,329
19,575
3,191
5,359
148,773
41,144
71,453
14,800
2,412
129,809
(70,353)
(55,529)
(138)
(126,020)
22,753
(74,484)
(36,937)
(151)
(245)
(111,817)
17,992
Cash Used
Purchase of property, plant and equipment and intangibles
Total Cash Used
Net cash from or (used by) investing activities
303
303
252
252
(11,828)
(11,828)
(11,525)
(5,333)
(5,333)
(5,081)
1,045
1,045
-
Cash Used
Finance lease
Total Cash Used
Net cash from or (used by) financing activities
Net increase / (decrease) in cash held
Cash and cash equivalents at the beginning of the
reporting period1
Cash and cash equivalents at the end of the
reporting period
10
(1,262)
(1,262)
(217)
(1,355)
(1,355)
(1,355)
11,011
38,010
11,556
26,454
49,021
38,010
The above statement should be read in conjunction with the accompanying notes.
1
C
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
$’000
9,749
9,749
7,327
7,327
Capital commitments
Capital commitments1
Total capital commitments
10,074
10,074
1,897
1,897
Other commitments payable
Operating leases2
Other commitments 3
Total other commitments payable
82,718
14,444
97,162
77,354
1,344
78,698
Net commitments by type
97,487
73,268
1,973
3,594
4,182
9,749
1,172
2,060
4,095
7,327
Capital commitments payable
One year or less
From one to five years
Over five years
Total capital commitments payable
2,626
7,448
10,074
3,241
3,241
Operating lease commitments payable
One year or less
From one to five years
Over five years
Total operating lease commitments payable
7,961
28,757
46,000
82,718
9,655
22,659
45,040
77,354
Other commitments payable
One year or less
From one to five years
Over five years
Total other commitments payable
11,120
3,324
14,444
-
Net commitments by maturity
97,487
The above schedule should be read in conjunction with the accompanying notes.
Total cash and cash equivalents include investments under section 18 of the CAC Act
A
$’000
BY MATURITY
Commitments receivable
One year or less
From one to five years
Over five years
Total commitments receivable
FINANCING ACTIVITIES
Cash Received
Appropriations - Contributed equity
Total Cash Received
2007
BY TYPE
Commitments receivable
GST Receivable
Total commitments receivable
INVESTING ACTIVITIES
Cash Received
Proceeds from sale of property, plant and equipment
Total Cash Received
2008
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
143
73,268
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
CIVIL AVIATION SAFETY AUTHORITY
SCHEDULE OF COMMITMENTS
as at 30 June 2008
SCHEDULE OF CONTINGENCIES
as at 30 June 2008
Note: Commitments are GST inclusive where relevant.
Contingent liabilities
As at 30 June 2008, capital commitments comprise contracts for the acquisition and
configuration of software for new business processes and systems.
1
144
2
Operating leases included are effectively non-cancellable and comprise:
Guarantees
Total
2008
2007
2008
2007
2008
2007
2008
2007
$’000
$’000
$’000
$’000
$’000
$’000
$’000
$’000
Balance from previous
period
-
1,500
-
-
-
-
-
1,500
Nature of Lease
General Description of Leasing Arrangements
New
-
-
-
-
151
-
151
-
Lease for office
accommodation
Lease payments may be subject to annual increase with upward
Re-measurement
-
(1,500)
-
-
-
-
-
(1,500)
movements in Consumer Price Index and/or market review.
Liabilities crystallised
-
-
-
-
-
-
-
-
The initial period of office accommodation leases (majority) are
Obligations expired
-
-
-
-
-
-
-
-
Total contingent
liabilities
-
-
-
-
151
-
151
-
still current and each may be renewed for up to 5 years at the
Authority’s option, following a once-off adjustment of rentals to
current market levels.
Lease for provision
of information
technology
infrastructure
Contingent assets
Lease in relation to provision of information technology
and Network Printers.
N
N
2008
2007
2008
2007
2008
2007
$’000
$’000
$’000
$’000
$’000
$’000
-
-
-
-
-
-
the provisions of the Group 8 Services Agreement for an initial
New
-
-
-
-
151
-
151
-
period of 5 years ending 30 June 2005 (to be extended by 2 x 2
Re-measurement
-
-
-
-
-
-
-
-
Assets crystallised
-
-
-
-
-
-
-
-
Expired
-
-
-
-
-
-
-
-
Total contingent assets
-
-
-
-
151
-
151
-
its options to extend its information technology agreement with
Net contingent assets /
(liabilities)
-
-
-
-
-
-
-
-
Commander Volante Solutions Pty Ltd. The term of this extension
The above schedule should be read in conjunction with the accompanying notes.
is for another 2 x 2 years ending on 25 June 2009.
Details of each class of contingent assets and liabilities, including those not disclosed above because
they cannot be quantified or are considered remote, are disclosed in Note 11: Contingent Assets and
Liabilities.
As at 30 June 2008, other commitments primarily comprise contracts for services.
A
2007
$’000
-
In conjunction with all other Group 8 agencies, CASA has exercised
A
2008
$’000
-
if deemed appropriate. To date such purchases have been minor.
S
Total
Balance from previous
period
Service Agreement to source IT&T equipment from other suppliers
A
Guarantees
CASA’s computer equipment and software requirements under
years at the Authority’s option). CASA retained the right under the
3
Claims for
damages/costs
Restructure
infrastructure, excluding Desktop Workstations, Portable Laptops
Commander Volante Solutions Pty Ltd meets the majority of
C
Claims for
damages/costs
Restructure
U
A
L
R
E
P
O
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T
2
0
0
7
–
2
0
0
8
P
A
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T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
145
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
146
Page
Note 1:
Summary of Significant Accounting Policies
147
Note 2:
Events after the Balance Sheet Date
160
Note 3:
Income
161
Note 4:
Expenses
162
Note 5:
Financial Assets
163
Note 6:
Non-Financial Assets
165
Note 7:
Payables
172
Note 8:
Interest Bearing Liabilities
173
Note 9:
Provisions
173
Note 10:
Cash Flow Reconciliation
175
Note 11:
Contingent Assets and Liabilities
176
Note 12:
Director Remuneration
176
Note 13:
Related Party Disclosures
176
Note 14:
Executive Remuneration
177
Note 15:
Remuneration of Auditors
178
Note 16:
Financial Instruments
179
Note 17:
Appropriations
185
Note 18:
Reporting of Outcomes
186
Note 1: Summary of Significant Accounting Policies
147
1.1 Basis of Preparation of the Financial Report
The Financial Statements and notes are required by clause 1(b) of Schedule 1 to the
Commonwealth Authorities and Companies Act 1997 and are a General Purpose
Financial Report.
The continued existence of the Civil Aviation Safety Authority (CASA) in its present
form and with its present programs is dependent on Government policy and on
continuing appropriations by Parliament for CASA’s administration and programs.
The Financial Statements and notes have been prepared in accordance with:
■■
■■
Finance Minister’s Orders (or FMOs) for reporting periods ending on or after
01 July 2007; and
Australian Accounting Standards and Interpretations issued by the Australian
Accounting Standards Board (AASB) that apply for the reporting period.
The financial report has been prepared on an accrual basis and is in accordance
with historical cost convention, except for certain assets at fair value. Except where
stated, no allowance is made for the effect of changing prices on the results or the
financial position.
The financial report is presented in Australian dollars and values are rounded to the
nearest thousand dollars unless otherwise specified.
Unless an alternative treatment is specifically required by an Australian Accounting
Standard or the FMOs, assets and liabilities are recognised in the Balance Sheet
when and only when it is probable that future economic benefits will flow to the Entity
and the amounts of the assets or liabilities can be reliably measured. However,
assets and liabilities arising under agreements equally proportionately unperformed
are not recognised unless required by an Australian Accounting Standard. Assets
and liabilities that are unrealised are reported in the Schedule of Commitments and
the Schedule of Contingencies (other than unquantifiable contingencies, which are
reported at Note 11).
Unless alternative treatment is specifically required by an Australian Accounting
Standard, revenues and expenses are recognised in the Income Statement when
and only when the flow, consumption or loss of economic benefits has occurred and
can be reliably measured.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
148
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
1.2 Significant Accounting Judgements and Estimates
Adoption of new Australian Accounting Standard requirements
In the process of applying the accounting policies listed in this note, CASA has
made the following judgements that have the most significant impact on the amounts
recorded in the financial statements:
No accounting standard has been adopted earlier than the effective date in the current
period. CASA intends to adopt all of the standards upon their application date. The
following new standard is applicable to the current reporting period:
■■
The fair value of buildings has been taken to be the market value of similar
properties as determined by an independent valuer.
Financial Instrument Disclosure
No accounting assumptions or estimates have been identified that have a significant
risk of causing a material adjustment to carrying amounts of assets and liabilities
within the next accounting period.
1.3 Correction of error in recording of revenue in the previous financial year
In 2006-07 Revenue from Government for a new policy proposal was recognsied
on the basis of expenses incurred, when in fact it should have been recognised
as the full amount appropriated in 2006-07. This had the effect of understating
Revenue from Government by $1,356,000 in 2006-07. As a result, there has been
a restatement of the comparative year to correct Revenue from Government. The
following line items for the year ended 30 June 2007 have been restated:
■■
■■
■■
■■
Revenue from Government (Note 3) has increased by $1,356,000 from
$41,144,000 to $42,500,000 in 2006-07;
2007-7 Amendments to Australian Accounting Standards [AASBs 139, 132, 1, 1023
and 1038]
Note 17A: Appropriations for ordinary annual services has been restated.
Interpretations
Australian Accounting Standards require an explicit and unreserved statement of
compliance with International Financial Reporting Standards (IFRSs) to be made
where the financial report complies with these standards. Some Australian equivalents
to IFRSs and other Australian Accounting Standards contain requirements specific
to not-for-profit entities that are inconsistent with IFRS requirements. CASA has
applied the not-for-profit paragraphs contained in AASB 116 Property, Plant &
Equipment, so while this financial report complies with Australian Accounting
Standards including Australian Equivalents to International Financial Reporting
Standards (AEIFRSs) it cannot make this statement.
S
A
A
N
N
U
A
The following amendments, revised standards or interpretations have become
effective but have had no financial impact or do not apply to the operations of CASA.
2007-4 Amendments to Australian Accounting Standards arising from ED 151 and
Other Amendments and Erratum: Proportionate Consolidation
Accrued revenue (Note 5C) has increased by $1,356,000 from $681,000 to
$2,037,000 in 2006-07; and
A
Other effective requirement changes
Amendments
Operating surplus has increased by $1,356,000 from $12,655,000 to
$14,011,000 in 2006-07;
1.4 Statement of Compliance
C
AASB 7 Financial Instruments: Disclosures is effective for reporting periods
beginning on or after 1 January 2007 (the 2007–08 financial year) and amends
the disclosure requirements for financial instruments. In general, AASB 7 requires
greater disclosure than that previously required. Associated with the introduction
of AASB 7, a number of accounting standards were amended to reference the
new standard or remove the present disclosure requirements through 2005-10
Amendments to Australian Accounting Standards [AASB 132, AASB 101, AASB
114, AASB 117, AASB 133, AASB 139, AASB 1, AASB 4, AASB 1023 & AASB 1038].
These changes have no financial impact but will affect the disclosure presented in
future financial reports.
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
UIG Interpretation 11 AASB 2 - Group and Treasury Share Transactions and 2007-1
Amendments to Australian Accounting Standards arising from AASB Interpretation 11
Future Australian Accounting Standard requirements
The following new standards, amendments to standards or interpretations have been
issued by the Australian Accounting Standards Board but are effective for future
reporting periods. It is estimated that the impact of adopting these pronouncements
when effective will have no material financial impact on future reporting periods. P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
149
150
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
AASB Interpretation 12 Service Concession Arrangements and 2007-02 Amendments
to Australian Accounting Standards arising from AASB Interpretation 12
Receivables for goods and services, which have 30 day terms, are recognised at the
nominal amounts due less any provision for bad and doubtful debts. Collectability
of debts is reviewed at balance date. Provisions are made when collectability of the
debt is no longer probable.
AASB 8 Operating Segments and 2007-3 Amendments to Australian Accounting
Standards arising from AASB 8
Interest revenue is recognised using the effective interest method as set out in
AASB 139 Financial Instruments: Recognition and Measurement.
2007-6 Amendments to Australian Accounting Standards from AASB 123
AASB Interpretation 13 Customer Loyalty Programmes
AASB Interpretation 14 AASB 119 - The Limit of a Defined Benefit Asset, Minimum
Funding Requirements and their Interaction
1.5 Revenue
Revenue from goods and services
■■
The seller retains no managerial involvement nor effective control over the goods;
■■
The revenue and transaction costs incurred can be reliably measured; and
1.6 Gains
Sale of Assets
Gains from disposal of non-current assets are recognised when control of the asset
has passed to the buyer.
It is probable that the economic benefits associated with the transaction will
flow to the Entity.
Revenue from rendering of services that is reciprocal in nature is recognised by
reference to the stage of completion of contracts at the reporting date. The revenue is
recognised when:
■■ The amount of revenue, stage of completion and transaction costs incurred
can be reliably measured; and
■■
The probable economic benefits with the transaction will flow to the Entity.
The stage of completion of contracts at the reporting date is determined by reference to the
proportion that costs incurred to date bear to the estimated total costs of the transaction.
A contribution occurs when the company receives an asset, including the right to
receive cash or other forms of asset without directly giving approximately equal
value to the other party or parties to the transfer. CASA recognises such contributions
received or receivable immediately as revenue when it obtains control of the
contributions, and it is possible that the economic benefits comprising the contribution
will flow to CASA and the amount of the contribution can be measured reliably.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
Amounts appropriated for Departmental outputs appropriations for the year (adjusted
for any formal additions and reductions) are recognised as revenue, except for
certain amounts that relate to activities that are reciprocal in nature, in which case
revenue is recognised only when it has been earned.
Accrued appropriations are recognised at their nominal amounts.
Revenue from the sale of goods is recognised when:
■■ The risks and rewards of ownership have been transferred to the buyer;
■■
Revenues from Government
0
0
8
1.7 Transactions with the Government as Owner
Equity injections
Amounts appropriated which are designated as ‘equity injections’ for a year (less
any formal reductions) are recognised directly in Contributed Equity in that year.
Other distributions to owners
The FMOs require that distributions to owners be debited to contributed equity
unless in the nature of a dividend.
1.8 Employee Benefits
Liabilities for services rendered by employees are recognised at the reporting date
to the extent that they have not been settled.
Liabilities for short-term employee benefits’ (as defined in AASB 119) and termination
benefits due within twelve months of balance date are measured at their nominal
amounts.
The nominal amount is calculated with regard to the rates expected to be paid on
settlement of the liability.
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
151
152
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
All other employee benefit liabilities are measured at the present value of the
estimated future cash outflows to be made in respect of services provided by
employees up to the reporting date.
The liability for the CSS, PSS and AvSuper defined benefits is recognised in the
financial statements of the Australian Government and are settled by the Australian
Government in due course. This liability is reported by the Department of Finance
and Deregulation.
Leave
The liability for employee benefits includes provision for annual leave and long
service leave. No provision has been made for sick leave as all sick leave is nonvesting and the average sick leave taken in future years by employees of CASA is
estimated to be less than the annual entitlement for sick leave.
CASA makes employer contributions to the Employee Superannuation Scheme at
rates determined by an actuary to be sufficient to meet the cost to the Government
of the superannuation entitlements of CASA’s employees. CASA accounts for the
contributions as if they were contributions to defined contribution plans.
The leave liabilities are calculated on the basis of employees’ remuneration at the
end of the financial year adjusted for expected increases in remuneration effective
from 1 July 2008. The leave liability includes CASA’s employer superannuation
contribution rates, to the extent that the leave is likely to be taken during service
rather than paid out on termination.
An ancillary on-cost liability, based on actuarial assessment, has been recognised
in the Balance Sheet for employer superannuation contributions payable on
accrued annual and long service leave as at the end of the financial year. Employer
superannuation contributions are payable on leave benefits that are taken during
service, but are not payable on leave benefits paid out on termination.
The liability for long service leave as at 30 June 2008 is measured at the present
value of estimated future cash flows to be made in respect of all employees at the
end of the financial year. The estimate of the present value of the liability takes
into account attrition rates and pay increases through promotion and inflation, as
assessed by the Australian Government Actuary. The Australian Government Actuary
has recommended the application of the shorthand method, as prescribed in Division
43 of the FMOs, for determining the present value of the long service leave liability.
The liability for superannuation recognised as at 30 June represents outstanding
contributions for the final fortnight of the year.
Separation and Redundancy
Provision is made for separation and redundancy benefit payments. CASA recognises a
provision for termination when it has developed a detailed formal plan for the terminations
and has informed those employees affected that it will carry out the terminations.
Superannuation
The Public Sector Superannuation Accumulation Plan (PSSap) is the CASA
nominated employed default fund for persons employed under the Civil Aviation Act
1988. Some CASA staff remain eligible to be members of closed Commonwealth
defined benefits schemes. These schemes are the Commonwealth Superannuation
Scheme (CSS), the Public Sector Superannuation Scheme (PSS) and the AvSuper
defined benefits scheme.
The CSS and PSS are defined benefit schemes for the Australian Government. The
PSSap is a defined contribution scheme. AvSuper provides for both defined benefits
and defined contributions.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
1.9 Leases
A distinction is made between finance leases and operating leases. Finance leases
effectively transfer from the lessor to the lessee substantially all the risks and
rewards incidental to ownership of leased non-current assets. An operating lease is
a lease that is not a finance lease. In operating leases, the lessor effectively retains
substantially all such risks and benefits.
Where a non-current asset is acquired by means of a finance lease, the asset is
capitalised at either the fair value of the lease property or, if lower, the present
value of minimum lease payments at the inception of the contract and a liability is
recognised at the same time and for the same amount.
The discount rate used is the interest rate implicit in the lease. Leased assets are
amortised over the period of the lease. Lease payments are allocated between the
principal component and the interest expense.
Operating lease payments are expensed on a straight line basis which is
representative of the pattern of benefits derived from the leased assets.
1.10 Borrowing Costs
All borrowing costs are expensed as incurred.
P
A
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T
5
–
F
I
N
A
N
C
I
A
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A
T
E
M
E
N
T
S
153
154
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
1.11 Cash
receivables’. They are included in current assets, except for maturities greater than
12 months after the balance sheet date. These are classified as non-current assets.
Loans and receivables are measured at amortised cost using the effective interest
method less impairment. Interest is recognised by applying the effective interest rate.
Cash means notes and coins held and any deposits held at call with a bank or
financial institution. Cash is recognised at its nominal amount.
1.12 Financial Risk Management
CASA’s activities expose it to normal commercial financial risk. As a result of the
nature of CASA’s business and internal and Australian Government policies dealing
with the management of financial risk, CASA’s exposure to market, credit, liquidity,
and fair value interest rate risk is considered to be low.
1.13 Financial assets
Loans and receivables primarily comprises receivables for goods and services and
accrued revenue. Loans and receivables are initially recognised at fair value and are
subsequently measured at amortised cost. Loans and receivables are non-interest
bearing and their fair values approximate their carrying values.
Impairment of financial assets
The classification depends on the nature and purpose of the financial assets and is
determined at the time of initial recognition.
Financial assets held at amortised cost are assessed for impairment at each balance
date. If there is objective evidence that an impairment loss has been incurred for loans
and receivables or held-to-maturity investments held at amortised cost, the amount of
the loss is measured as the difference between the asset’s carrying amount and the
present value of estimated future cash flows discounted at the asset’s original effective
interest rate. The carrying amount is reduced by way of an allowance account. The
loss is recognised in the income statement.
Financial assets are recognised and derecognised upon ‘trade date’.
1.14 Financial liabilities
Effective interest method
CASA classifies its financial liabilities as other ‘financial liabilities’ and does not
recognise any financial liabilities ‘at fair value through profit or loss’.
CASA classifies its financial assets into the following categories:
■■
‘held to maturity investments’; and
■■
‘loans and receivables’.
The effective interest method is a method of calculating the amortised cost of a
financial asset and of allocating interest income over the relevant period. The effective
interest rate is the rate that exactly discounts estimated future cash receipts over
the expected life of the financial asset, or, where appropriate, a shorter period.
Held to maturity investments
Non-derivative financial assets with fixed or determinable payments and fixed
maturity dates that CASA has the positive intent and ability to hold to maturity
are classified as held-to-maturity investments. Held-to-maturity investments are
recorded at amortised cost using the effective interest method less impairment, with
revenue recognised on an effective yield basis.
Held to maturity investments comprises term deposits and bills of exchange held
with an approved bank. Held to maturity investments are initially recognised at fair
value and are subsequently measured at amortised cost.
Loans and receivables
Trade receivables, loans and other receivables that have fixed or determinable
payments that are not quoted in an active market are classified as ‘loans and
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
Financial liabilities are recognised and derecognised upon ‘trade date’.
Other financial liabilities
Other financial liabilities are initially measured at fair value, net of transaction costs.
Other financial liabilities are subsequently measured at amortised cost using the
effective interest method, with interest expense recognised on an effective yield basis.
The effective interest method is a method of calculating the amortised cost of a financial
liability and of allocating interest expense over the relevant period. The effective
interest rate is the rate that exactly discounts estimated future cash payments through
the expected life of the financial liability, or, where appropriate, a shorter period.
Finance Lease payables
Other financial liabilities incorporate finance leases for certain information
technology equipment. These are recognised at the amounts at which they expect
to be settled.
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
155
156
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Supplier and other payables
1.18 Acquisition of Assets
Supplier and other payables are recognised at amortised cost. Liabilities are
recognised to the extent that the goods or services have been received (and
irrespective of having been invoiced).
Assets are recorded at cost on acquisition except as stated below. The cost of
acquisition includes the fair value of assets transferred in exchange and liabilities
undertaken. Financial assets are initially measured at their fair value plus transaction
costs where appropriate.
Supplier and other payables represent trade creditors and accruals and are
recognised at the amounts at which they expect to be settled. Supplier and other
payables are non-interest bearing and their fair values approximate their carrying
values.
1.15 Derecognition of Financial Assets and Liabilities
Financial assets are derecognised when the contractual rights to the cash flows from
the financial assets expire and substantially all the risks and rewards of ownership
have been transferred to another party.
Financial liabilities are derecognised when the obligation under the contract is
discharged, cancelled or expires.
Assets acquired at no cost, or for nominal consideration, are initially recognised as
assets and revenues at their fair value at the date of acquisition, unless acquired as a
consequence of restructuring of administrative arrangements. In the latter case, assets
are initially recognised as contributions by owners at the amounts at which they were
recognised in the transferor Entity’s accounts immediately prior to the restructuring.
1.19 Inventories
Inventories held for sale are valued at the lower of cost and net realisable value.
Inventories held for distribution are valued at cost, adjusted for any loss of service
potential.
Costs incurred in bringing each item of inventory to its present location and condition
are assigned as follows:
1.16 Impairment of Financial Assets
Financial assets are assessed for impairment at each balance date.
■■
Financial Assets held at Amortised Cost
If there is objective evidence that an impairment loss has been incurred for loans
and receivables or held to maturity investments held at amortised cost, the amount
of the loss is measured as the difference between the asset’s carrying amount and
the present value of estimated future cash flows discounted at the asset’s original
effective interest rate. The carrying amount is reduced by way of an allowance
account. The loss is recognised in the Income Statement.
■■
raw materials and stores - purchase cost on a weighted average cost basis; and
finished goods and work-in-progress - weighted average cost of direct
materials and labour plus attributable costs that are capable of being allocated
on a reasonable basis.
Inventories acquired at no cost or nominal consideration are initially measured at
replacement cost at the date of acquisition.
1.20 Property, Plant and Equipment
1.17 Contingent Liabilities and Contingent Assets
Asset Recognition Threshold
Contingent Liabilities and Contingent Assets are not recognised in the Balance
Sheet but are reported in the relevant schedules and notes. They may arise from
uncertainty as to the existence of a liability or asset, or represent an existing liability
or asset in respect of which settlement is not probable or the amount cannot be
reliably measured. Contingent assets are reported when settlement is probable,
and contingent liabilities are recognised when settlement is greater than remote.
Purchases of property, plant and equipment are recognised initially at cost in the
balance sheet, except for purchases costing less than $5,000, which are expensed
in the year of acquisition (other than where they form part of a group of similar items
which are significant in total).
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
The initial cost of an asset includes an estimate of the cost of dismantling and
removing the item and restoring the site on which it is located. This is particularly
relevant to ‘make good’ provisions in property leases taken up by CASA where there
exists an obligation to restore the property to its original condition. These costs are
included in the value of the CASA’s leasehold improvements with a corresponding
provision for the ‘makegood’ taken up.
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
157
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Revaluations
158
Asset Class
Fair values for each class of asset are determined as shown below:
2008
2007
Buildings
Life of tenancy
Life of tenancy
Asset Class
Fair value measured at:
Leasehold improvements
Lease term
Lease term
Buildings
Market selling price
Plant and equipment
1 to 25 years
1 to 25 years
Leasehold improvements
Depreciated replacement cost
Motor vehicles
5 years
5 years
Infrastructure, plant and equipment
Market selling price or depreciated
replacement cost
Motor vehicles
Market selling price
159
Impairment
Following initial recognition at cost, property plant and equipment are carried at
fair value less accumulated depreciation and accumulated impairment losses.
Valuations are conducted annually to ensure that the carrying amounts of assets do
not differ materially from the assets’ fair values as at the reporting date. Revaluation adjustments are made on a class basis. Any revaluation increment
is credited to equity under the heading of asset revaluation reserve except to the
extent that it reverses a previous revaluation decrement of the same asset class
that was previously recognised in the income statement. Revaluation decrements
for a class of assets are recognised directly in the income statement except to the
extent that they reverse a previous revaluation increment for that class.
Any accumulated depreciation as at the revaluation date is eliminated against the
gross carrying amount of the asset and the asset restated to the revalued amount.
Depreciation
Depreciable property plant and equipment assets are written-off to their estimated
residual values over their estimated useful lives to CASA, using, in all cases, the
straight-line method of depreciation.
Depreciation rates (useful lives), residual values and methods are reviewed at each
reporting date and necessary adjustments are recognised in the current, or current
and future reporting periods, as appropriate.
Depreciation rates applying to each class of depreciable asset are based on the
following useful lives:
All assets were assessed for impairment at 30 June 2008. Where indications of
impairment exist, the asset’s recoverable amount is estimated and an impairment
adjustment made if the asset’s recoverable amount is less than its carrying amount.
The recoverable amount of an asset is the higher of its fair value less costs to
sell and its value in use. Value in use is the present value of the future cash flows
expected to be derived from the asset. Where the future economic benefit of an
asset is not primarily dependent on the asset’s ability to generate future cash flows,
and the asset would be replaced if CASA were deprived of the asset, its value in use
is taken to be its depreciated replacement cost.
1.21 Intangibles
CASA’s intangibles comprise internally developed software for internal use. These
assets are carried at cost.
Software is amortised on a straight-line basis over its anticipated useful life. The
useful lives of CASA’s software are 3 to 10 years (2006-07: 3 to 10 years).
All software assets were assessed for indications of impairment as at 30 June 2008.
1.22 Taxation
CASA is exempt from all forms of taxation except fringe benefits tax (FBT) and the
goods and services tax (GST).
Revenues, expenses and assets are recognised net of GST:
■■
■■
except where the amount of GST incurred is not recoverable from the
Australian Taxation Office; and
except for receivables and payables.
1.23 Insurance
CASA has insured for risks through the Government’s insurable risk managed fund,
called ‘Comcover’. Workers’ compensation is insured through Comcare Australia.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Note 2: Events after the balance sheet date
160
At the time of signing of the financial statements, CASA’s information technology
service provider, Commander Communications Pty Ltd (parent company of
Commander Volante Solutions Pty Ltd), was trading under voluntary administration
arrangements with the appointment of a receiver. The receiver, McGrathNicol,
has given CASA a commitment to continue providing the full range of managed
IT services from Commander until decisions regarding its future are finalised. The
contract with Commander for provision of IT services ends on 26 June 2009. In
accordance with its procurement plan, CASA is progressing to go to tender to select
a vendor to provide these services after the end of the contract; the Commander
receivership situation has not affected this tender process.
This post balance date event has not resulted in changes to the reported financial
statements.
2008
2007
$’000
$’000
161
Note 3: Income
Revenue
Note 3A: Revenue from Government
Appropriations for departmental outputs
44,316
42,500
Total revenue from government
44,316
42,500
Aviation Fuel Revenues (Special Appropriation) Act 1999
76,120
70,484
Total aviation fuel excise
76,120
70,484
Civil Aviation (Fees) Regulations 1995
14,282
13,890
Rendering of services - related parties
4,469
-
18,751
13,890
432
488
Investments - bank bills and term deposits
3,072
1,826
Total interest
3,504
2,314
Sale of forms & documents
300
174
Advertising in Flight Safety Magazine
148
134
39
35
359
-
278
241
1,124
584
Note 3B: Aviation fuel excise
Note 3C: Sale of goods and rendering of services
Total sale of goods and rendering of services
Note 3D: Interest
Cash at bank and deposits at call
Note 3E: Other revenues
Administrative fines
Reimbursement of property services
Other sundry revenue
Total other revenue
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
162
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
2008
2007
$’000
$’000
Gains
Note 4C: Depreciation and amortisation
Note 3F: Net gain from disposal of assets
Depreciation
Infrastructure, plant and equipment:
Infrastructure, plant and equipment
2007
$’000
$’000
163
1,562
87
168
1,891
Intangibles - Computer Software
3,955
3,740
Note 3G: Reversals of previous asset write-downs
Assets held under finance leases
1,223
1,218
Asset revaluation increment
79
-
Total Amortisation
5,178
4,958
Total reversals of previous asset write-downs
79
-
Total depreciation and amortisation
6,827
6,849
Finance leases
146
151
Total finance costs
146
151
9
31
Carrying value of assets sold
Selling expenses
Net gain / (loss) from disposal of assets
303
314
(284)
(438)
(8)
-
11
(124)
Buildings
1,723
1,649
Proceeds from sale
Total Depreciation
Amortisation
Note 4: Expenses
Note 4D: Finance Costs
Note 4A: Employee benefits
Wages and salaries
54,737
51,229
Superannuation
8,284
7,821
Leave and other entitlements
6,519
5,369
Separation and redundancies
662
1,914
Other employee benefits
762
907
70,964
67,240
Total employee benefits
Note 4E: Write-down and impairment of assets
Financial Assets
Bad and doubtful debts expense
Non-Financial Assets
Note 4B: Suppliers
Provisions of goods - external parties
2,438
2,119
Rendering of services - related entities
2,766
1,535
Rendering of services - external parties
34,970
26,624
Operating lease rentals*
11,377
9,319
496
911
52,047
40,508
Workers compensation premiums
Total suppliers
A
S
A
A
N
N
U
A
L
R
E
P
Plant, equipment and intangibles – revaluation decrement
793
15
Plant, equipment and intangibles - write-down
976
843
Total write-down and impairment of assets
1,778
889
9
8
Deposits at call
3,512
4,002
Total cash and cash equivalents
3,521
4,010
Note 5: Financial Assets
Note 5A: Cash and cash equivalents
Cash on hand
* These comprise minimum lease payments only
C
2008
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
164
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
2008
2007
$’000
$’000
Note 5B: Trade and other receivables
Goods and services
874
545
960
680
1,834
1,225
(8)
(12)
1,826
1,213
1
Net GST receivable from the Australian Taxation Office
Total trade and other receivables (gross)
Less: Allowance for doubtful debts (goods and services)
Total trade and other receivables (net)
2007
$’000
$’000
165
Reconciliation of the allowance for doubtful debts
(goods and services)
Opening balance
Amounts written off
(12)
(45)
12
-
-
45
(8)
(12)
(8)
(12)
1,824
2,037
418
104
57
413
2,299
2,554
Term deposits
45,500
34,000
Total investments under s18 of the CAC Act
45,500
34,000
1,755
1,909
-
-
1,755
1,909
Amounts recovered and reversed
Increases / decrease recognised in net suplus
Closing balance
All receivables are current assets.
Note 5C: Accrued revenue
Receivables are aged as follows:
Not overdue
1,517
Accrued appropriation revenue
1,087
Accrued interest
Overdue by:
Less than 30 days
30 to 60 days
271
-
24
78
61 to 90 days
Total receivables (gross)
Miscellaneous
Total accrued revenue
4
33
18
27
317
138
1,834
1,225
-
-
Note 6: Non-Financial Assets
-
-
Buildings – at fair value
Accumulated depreciation
More than 90 days
Note 5D: Investments under s18 of the CAC Act
All investments are current assets.
The allowance for doubtful debts is aged as follows:
Not overdue
Note 6A: Buildings
Overdue by:
Less than 30 days
30 to 60 days
-
-
61 to 90 days
-
(7)
Total buildings
(8)
(5)
No indicators of impairment were found for buildings.
(8)
(12)
More than 90 days
Total provision for doubtful debts
1
2008
Receivables for Goods & Services
Credit terms are up front payment prior to service delivery in accordance with the Civil
Aviation Act 1988 or due within 28 days of invoice date.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
166
2008
2007
$’000
$’000
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Plant and equipment under finance leases are subject to revaluation.
All revaluations are conducted in accordance with the revaluation policy stated in Note 1 and were
conducted by an independent valuer.
Note 6B: Infrastructure, plant and equipment
Technical equipment – at fair value
1,843
804
(13)
-
1,830
804
104
409
Revaluation increment of $97,419 for buildings (2007: decrement of $131,344), $20,544 for
motor vehicles (2007: decrement of $23,608), $41,477 for technical equipment (2007: decrement
of $23,608),and $350,903 for office fit-out (2007: increment of $1,036,726), were credited to the
asset revaluation reserve by asset class and included in the equity section of the balance sheet.
Revaluation increments of $32,320 for technical equipment and $46,863 for office equipment were
recognised in the income statement as these represent reversals of previous asset write-downs.
-
-
As at reporting date, no indicators of impairment were found for infrastructure, plant and equipment.
104
409
1,593
1,272
Accumulated depreciation
Total technical equipment
Motor vehicles – at fair value
Accumulated depreciation
Total motor vehicles
Office furniture and equipment – at fair value
Accumulated depreciation
Total office furniture and equipment
(18)
-
1,575
1,272
14,394
7,284
2008
2007
$’000
$’000
Note 6C: Intangibles
Computer software at cost:
Internally developed - work in progress (non-current)
Office fitout – at fair value
Office fitout – work in progress
-
551
(161)
-
14,233
7,835
Accumulated depreciation
Total office fitout
Internally developed - in use (non-current)
Accumulated amortisation
Total internally developed computer software
3,119
909
30,452
31,826
(11,308)
(10,959)
22,263
21,776
1,029
394
Purchased - work in progress (non-current)
Total infrastructure, plant and equipment (non-current)
excluding assets under finance lease
17,742
10,320
Computer equipment under finance lease - at fair value
1,654
4,032
Accumulated amortisation
(715)
(2,548)
939
1,484
18,681
11,804
Total computer equipment under finance lease
Total infrastructure, plant and equipment (non-current)
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
Purchased - in use (non-current)
Accumulated amortisation
2,213
3,023
(1,615)
(2,641)
1,627
776
23,890
22,552
Total purchased computer software
Total intangibles (non-current)
As at reporting date, no indicators of impairment were found for intangibles.
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
167
168
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Note 6D: Analysis of Property, Plant and Equipment (as at 30 June 2008)
Note 6D: Analysis of Property, Plant and Equipment (as at 30 June 2007)
TABLE A - R
econciliation of the opening and closing balances of property, plant and equipment
TABLE A - R
econciliation of the opening and closing balances of property, plant and equipment
Item
As at 1 July 2007
Gross book value
Accumulated depreciation/amortisation
Net Book Value 1 July 2007
Buildings
$’000
Other
Infrastructure,
plant and
equipment
$’000
Assets
under
finance
lease
$’000
Total
Infrastructure,
plant and
equipment
$’000
TOTAL
$’000
1,909
1,909
10,320
10,320
4,032
(2,548)
1,484
14,352
(2,548)
11,804
16,261
(2,548)
13,713
Additions:
By purchase
Reclassifications:
Gross value
Accumulated depreciation
Disposals:
Gross value of disposals
Accumulated depreciation on disposals
Reclassifications
TOTAL
$’000
2,293
2,293
7,836
7,836
3,238
(1,892)
1,346
11,074
(1,892)
9,182
13,367
(1,892)
11,475
90
4,392
1,356
5,748
5,838
Net revaluation increment/(decrement)
Depreciation/amortisation expense
Recoverable amount write-downs
(306)
(168)
-
999
(1,723)
(715)
(1,218)
-
999
(2,941)
(715)
693
(3,109)
(715)
1,909
(469)
10,320
1,484
(469)
11,804
(469)
13,713
1,909
10,320
Item
As at 1 July 2006
Gross book value
Accumulated depreciation/amortisation
Net Book Value 1 July 2006
Additions:
By purchase
9,508
1,486
10,994
10,994
-
150
(6)
-
150
(6)
150
(6)
20
78
(671)
1,163
(1,540)
747
(2,211)
1,910
(2,191)
1,988
Disposals:
Other disposals
Net Book Value 30 June 2007
(144)
(302)
26
-
(2,324)
2,303
-
(2,626)
2,329
-
(2,626)
2,329
(144)
Net Book Value as of 30 June 2007
represented by:
Gross book value
Accumulated depreciation/amortisation
(30)
9
(1,071)
187
-
(1,071)
187
(1,101)
196
(87)
1,755
(1,562)
17,742
(1,217)
939
(2,779)
18,681
(2,866)
20,436
Write-down of assets:
Gross Value
Accumulated depreciation
Depreciation/amortisation charge for the year
Net Book Value 30 June 2008
Buildings
$’000
Infrastructure,
plant and
equipment
$’000
Total
Infrastructure,
plant and
equipment
$’000
-
Revaluations:
Gross Value
Accumulated depreciation
4,032
14,352 16,261
(2,548)
(2,548) (2,548)
1,909
10,320
1,484
11,804 13,713
Buildings: The class of buildings includes 2 buildings, which are located on Federal Airports. The Authority does
not have legal title to the land upon which the buildings are constructed.
Net Book Value as of 30 June 2008
represented by:
Gross book value
Accumulated depreciation/amortisation
1,755
17,934
1,654
19,588 21,343
(192)
(715)
(907)
(907)
1,755
17,742
939
18,681 20,436
Buildings: The class of buildings includes 2 buildings, which are located on Federal Airports. The Authority does
not have legal title to the land upon which the buildings are constructed.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
169
Assets
under
finance
lease
$’000
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
170
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Note 6E: Analysis of Intangibles (as at 30 June 2008)
Note 6E: Analysis of Intangibles (as at 30 June 2007)
TABLE A - Reconciliation of the Opening and Closing Balances of Intangibles
TABLE A - Reconciliation of the Opening and Closing Balances of Intangibles
Item
Computer
software
internally
developed
Computer
software
purchased
Other
intangibles
internally
developed
Other
intangibles
purchased
$’000
$’000
$’000
$’000
As at 1 July 2007
Gross book value
Accumulated amortisation
Net Book Value 1 July 2007
TOTAL
3,417
(2,641)
776
-
-
36,152
(13,600)
22,552
1,155
61
-
-
1,216
3,119
1,030
-
-
4,149
Write-down of assets:
Gross Value
Accumulated amortisation
(1,237)
1,185
(1,266)
1,246
-
-
(2,503)
2,431
Other movements:
Gross Value
Accumulated amortisation
(2,201)
2,201
-
-
-
(2,201)
2,201
Amortisation expense
Net Book Value 30 June 2008
(3,735)
22,263
(220)
1,627
-
-
(3,955)
23,890
33,571
(11,308)
22,263
3,242
(1,615)
1,627
-
-
36,813
(12,923)
23,890
Additions:
B
y purchase/internally
developed
Assets under construction
Net Book Value as of
30 June 2008 represented by:
Gross book value
Accumulated amortisation
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
Computer
software
internally
developed
Computer
software
purchased
Other
intangibles
internally
developed
Other
intangibles
purchased
$’000
$’000
$’000
$’000
$’000
31,752
(6,673)
25,079
3,941
(3,451)
490
-
-
35,693
(10,124)
25,569
281
570
-
-
851
Reclassifications:
Amortisation expense
Impairments recognised in the
operating result
(3,577)
(7)
(163)
(121)
-
-
(3,740)
(128)
Net Book Value 30 June 2007
21,776
776
-
-
22,552
32,735
(10,959)
21,776
3,417
(2,641)
776
-
-
36,152
(13,600)
22,552
Item
$’000
32,735
(10,959)
21,776
0
0
8
171
As at 1 July 2006
Gross book value
Accumulated amortisation
Net Book Value 1 July 2006
Additions:
B
y purchase/internally
developed
Net Book Value as of
30 June 2007 represented by:
Gross book value
Accumulated amortisation
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
TOTAL
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
2008
2007
2008
2007
$’000
$’000
$’000
$’000
102
229
331
-
Note 6F: Inventories
172
Inventories held for sale (finished goods)
Inventories held for distribution
Total inventories (current)
Note 8: Interest Bearing Liabilities
173
Leases
Finance lease commitments payable:
Within one year
Minimum lease payments
Deduct: future finance charges
During 2007–08, $1,030 of inventory held for sale was recognised as an expense (2006-07: nil).
During 2007–08, $435,063 of inventory held for distribution was recognised as an expense
(2006-07: nil).
1,062
(88)
974
986
(70)
916
850
(35)
815
652
(26)
626
Total finance lease liability
1,789
1,542
Finance lease liability is categorised as follows:
Current
Non-current
Total finance lease liability
974
815
1,789
916
626
1,542
In one to five years
Minimum lease payments
Deduct: future finance charges
No items of inventory are recognised at fair value less cost to sell.
Note 6G: Other non-financial assets
Prepaid property rentals and other prepayments
Lease incentive - asset
Total other non-financial assets (current)
1,219
1,219
846
1,926
2,772
Note 6H: Assets Held for Sale
Non-current assets held for sale
Total assets held for sale
22
22
31
31
Finance leases exist in relation to certain information technology equipment assets. The leases
are non-cancellable and for a maximum term of five years. The Authority guarantees the residual
values of all assets leased. The interest rate implicit in the leases averaged 6.5% (2006-07:
6.5%). The lease liabilities are secured by the leased assets. There are no contingent rentals.
Assets held for sale comprise motor vehicles. These are measured at lower of carrying value
and fair value less costs to sell and are expected to be sold during the next financial year.
Note 7: Payables
Note 7A: Supplier Payables
Trade creditors
Total supplier payables (current)
Settlement is usually made net 30 days.
11,099
11,099
10,161
10,161
594
4,933
5,527
542
3,245
3,787
Note 9: Provisions
Note 9A: Employee Provisions
Note 7B: Other Payables
Revenue received in advance
Lease incentive - liability
Total other payables
Other payables are represented by:
Current
Non-current
Total other payables
1,133
4,394
5,527
699
3,088
3,787
Salaries and wages
Leave
Superannuation
Ancillary cost on leave provision
Separation and redundancy provision
Total employee provisions
1,806
15,329
367
2,116
26
19,644
1,562
14,910
278
1,443
790
18,983
Employee provisions are represented by:
Current
Non-current
Total employee provisions
16,413
3,231
19,644
16,611
2,372
18,983
The classification of current employee provisions includes amounts for which there is not
an unconditional right to defer settlement by one year, hence in the case of employee
provisions the above classification does not represent the amount expected to be settled
within one year of reporting date. Employee provisions expected to be settled within twelve
months from the reporting date are $9,507,000 (2007:$9,482,000).
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
2008
2007
2008
2007
$’000
$’000
$’000
$’000
Provision for onerous rental contract
Provision for ‘makegood’
Total other provisions
244
1,081
1,325
410
410
Other provisions are represented by:
Current
Non-current
Total other provisions
1,325
1,325
410
410
Note 9B: Other Provisions
174
Note 10: Cash Flow Reconciliation
175
Reconciliation of cash and cash equivalents
as per balance sheet to cash flow statement
Cash at year end per Cash Flow Statement
49,021
38,010
9
8
Balance Sheet items comprising cash and cash equivalents:
Cash on hand
Deposits at call
Investments
Total cash and cash equivalents
3,512
4,002
45,500
34,000
49,021
38,010
-
-
Difference
Provision
for
separation
and
redundancy
Provision
for onerous
rental
contract
$’000
$’000
$’000
790
-
410
26
244
781
Amounts used
(480)
-
(32)
Amounts reversed
(310)
-
(99)
-
-
21
Carrying amount as at 1 July 2007
Additional provisions made
Unwinding of discounted amount or change
of discount rate
Amount owing as at 30 June 2008
26
Reconciliation of operating result to net cash from operating activities:
Operating result
Provision
for
makegood
244
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
2
0
0
Non-cash supplier expense
269
(1,185)
Reversals of previous asset write-downs
(79)
-
Net write down of non-financial assets
1,769
858
(Gains) / losses on disposal of assets
(11)
124
(613)
979
255
149
(Increase) / decrease in prepayments
1,081
–
6,849
(Increase) / decrease in accrued revenue
(373)
(102)
Increase / (decrease) in employee provisions
661
(6,500)
Increase / (decrease) in supplier payables
938
2,341
Increase / (decrease) in other provisions
915
310
Increase / (decrease) in other payables
52
158
22,753
17,992
Net cash from / (used by) operating activities
During 2007–08 CASA entered into a lease for a new building in Brisbane, which CASA is
now occupying. CASA is no longer occupying the previous three premises in Brisbane and
has agreed to surrender contracts with two of its landlords, however, CASA has not entered
into a surrender contract for the third premise. A provision to reflect the onerous rental
payments for the third premise has been recognised.
A
14,011
6,827
(Increase) / decrease in net receivables
CASA currently has seven agreements for the leasing of premises which have provisions
requiring CASA to restore the premises to their original condition at the conclusion of the
lease. CASA has made a provision to reflect the present value of this obligation.
C
12,143
Depreciation and amortisation
Deposits are recognised at their nominal amounts. Interest is credited to revenue as it
accrues. Temporary surplus funds, mainly from fortnightly draw downs of appropriation and
excise claims are placed on deposit at call with the Authority’s banker. Interest is earned on
the daily balance at the prevailing rate for cash at bank and money on call and is paid at the
beginning of the following month.
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Note 11: Contingent Assets and Liabilities
Note 14: Executive Remuneration
There are no quantifiable contingent assets and liabilities as at the balance date.
176
The number of senior executives who received or were due to receive total remuneration
of $130,000 or more:
2008
2007
No.
No.
$ 130,000 - $ 144,999
3
1
$ 145,000 - $ 159,999
3
1
$ 160,000 - $ 174,999
2
2
$ 175,000 - $ 189,999
2
3
$ 190,000 - $ 204,999
2
2
$ 205,000 - $ 219,999
3
6
$ 220,000 - $ 234,999
2
$ 235,000 - $ 249,999
2
1
$ 250,000 - $ 264,999
2
1
$ 265,000 - $ 279,999
$ 280,000 - $ 294,999
1
$ 295,000 - $ 324,999 1
$ 325,000 - $ 349,999
1
$ 350,000 - $ 369,999
$ 370,000 - $ 384,999
1
23
18
Total
Unquantifiable remote contingencies
As at 30 June 2008, CASA had three legal claims against it for damages relating to property
damage, personal injury and economic loss. CASA has denied liability and is defending the
claims. These claims are considered to have a remote chance of success and it is deemed
not possible to estimate the amounts of any eventual payments that may be required in
relation to these claims.
Note 12: Director Remuneration
The number of directors of the Authority included in these figures are shown below in the
relevant remuneration bands.
2008
2007
No
No
$400,000 to $414,999
1
$460,000 to $474,999
1
1
1
Total number of directors of the Authority
Total remuneration received or due and receivable
by directors of the Authority
$402,594
$463,456
The director of the Authority is appointed by the Minister for Infrastructure, Transport, Regional
Development and Local Government. The Officer receives no additional remuneration for
performing his duties of director. The total remuneration of this Officer whilst in the capacity
of Director is $402,594 (2007: $463,456). This amount is not included in Note 14 Executive
Remuneration.
The remuneration for the Director in 2006-07 included a back adjustment relating the
correction of superannuation and leave movements from 2005-06 back to 2003-04.
The aggregate amount of total remuneration of executives
shown above.
$4,735,599
$3,706,230
$121,669
$119,914
The aggregate amount of separation and redundancy/
termination benefit payments during the year to executives
shown above.
1
Note 13: Related Party Disclosures
177
Remuneration bands combined where no executives appear in this band
The executive remuneration includes all executives concerned with or taking part in the
management of the Authority during 2007–08. This excludes the CEO who is included in
Directors Remuneration at Note 12.
Directors of the Authority
The Director of the Authority during the year was:
Mr B Byron - Appointed Director of Aviation Safety 1 December 2003
The aggregate remuneration of Directors is disclosed in Note 12.
Transactions with Directors or Director related entities
There are no loans to directors, or director related entities.
Transactions with related parties
Transactions between related parties are on normal commercial terms and conditions
unless otherwise stated.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Note 15: Remuneration of Auditors
178
2008
2007
$
$
92,300
64,000
2007
$’000
Note 16: Financial Instruments
179
Note 16A: Categories of financial instruments
Financial assets
Loans and receivables
Cash on hand
Deposits on call
Receivables for goods and services
Accrued revenue
Carrying amount of loans and receivables
Financial statement audit services are provided to the
Authority by the Auditor-General:
The fair value of the services provided was:
2008
$’000
Included in the 2007–08 balance is an amount of $81,000 for the 2007–08 financial
statement audit and an additional $11,300 relating to audit services provided by the AuditorGeneral for the 2006-07 financial statement audit.
No other services were provided by the Auditor-General.
9
3,512
1,826
2,299
7,646
8
4,002
1,213
2,554
7,777
Investments held to maturity
Investments
Carrying amount of investments held to maturity
45,500
45,500
34,000
34,000
Carrying amount of financial assets
53,146
41,777
Financial Liabilities
Other financial liabilities
Finance lease liabilities
Supplier payables
Other payables
Carrying amount of financial liabilities
1,789
11,099
5,527
18,415
1,542
10,161
3,787
15,490
432
432
488
488
Investments held to maturity
Interest revenue
Net gain/(loss) investments
3,072
3,072
1,826
1,826
Total gain/(loss) from financial assets
3,504
2,314
Note 16B: Net income and expense from financial assets
Loans and receivables
Interest revenue
Net gain/(loss) loans and receivables
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
CIVIL AVIATION SAFETY AUTHORITY
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
2008
2007
$’000
$’000
Note 16D: Fair Values of Financial Assets and Liabilities
2008
180
Note 16C: Net income and expense from financial liabilities
Financial liabilities - at amortised cost
Interest expense
146
151
Net gain/(loss) financial liabilities - amortised cost
146
151
Total gain/(loss) from financial liabilities
146
Total
Carrying
Amount
$’000
Notes
2007
181
Aggregate
Fair Value
Total
Carrying
Amount
Aggregate
Fair Value
$’000
$’000
$’000
Financial Assets
151
Cash on hand
5A
9
9
8
8
Deposits at call
5A
3,512
3,512
4,002
4,002
1,213
The interest income from financial assets not at fair value through profit and loss is
$3,504,000 (2006-07: $2,314,000).
Receivables for goods and services
5B
1,826
1,826
1,213
Accrued Revenue
5C
2,299
2,299
2,554
2,554
The interest expense from financial liabilities not at fair value through profit and loss is
$146,000 (2006-07: $151,000).
Investments
5D
45,500
45,500
34,000
34,000
53,146
53,146
41,777
41,777
8
1,789
1,789
1,542
1,542
Suppliers payables
7A
11,099
11,099
10,161
10,161
Other payables
7B
5,527
5,527
3,787
3,787
18,415
18,415
15,490
15,490
Other guarantees
-
151
-
-
Total financial liabilities (unrecognised)
-
151
-
-
Total financial assets
Financial Liabilities
Finance lease liabilities
Total financial liabilities
Financial Liabilities (Unrecognised)
Financial Assets
The net fair values of cash, deposits on call and non-interest bearing monetary financial assets
approximate their carrying amounts. The investments are short term in nature and as such the fair
value of these investments at year end approximate their carrying values.
Financial Liabilities
The net fair values of all finance leases are based on discounted cash flows using estimates of
interest rates implicit in the leases.
The net fair values for supplier payables, which are short-term in nature, are approximated by their
carrying amounts.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
182
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Note 16E: Credit risk exposures
C
redit Risk of financial instruments not past due or individually determined as impaired:
The maximum exposure to credit risk is the risk that arises from potential default of a debtor or
financial institution. The Authority’s maximum exposure to credit risk at reporting date in relation to
each class of recognised financial assets is the carrying amount of those assets as indicated in the
Balance Sheet. This amount is detailed in the table below. CASA has assessed the risk of the default
on payment and has allocated $8,000 in 2008 (2007: $12,000) to an allowance for doubtful debts
account.
CASA is exposed to low overall credit risk. The majority of loans and receivables are cash,
appropriation made under law (which guarantees fixed amounts of funding that CASA can drawdown
as required) or amounts owed by the Australian Tax Office in the form of a Goods and Services Tax
refund. Investments held to maturity represent investments held with financial institutions with an
approved credit rating, in accordance with CASA Investment Policies, and are within limits set for one
particular institution.
Not past
due nor
impaired
Past
due or
impaired
Not past
due nor
impaired
Past due or
impaired
2008
$’000
2007
$’000
2008
$’000
2007
$’000
9
8
-
-
Deposits at call
3,512
4,002
-
-
Receivables for goods and services
1,826
1,213
317
138
Accrued Revenue
2,299
2,554
-
-
Cash on hand
Investments
The Authority’s maximum exposure to credit risk at reporting date in relation to each class of recognised
financial assets is the carrying amount of those assets as indicated in the Balance Sheet.
45,500
34,000
-
-
53,146
41,777
317
138
The Authority has no significant exposures to any concentrations of credit risk.
CASA manages its credit risk by undertaking reviews of payment history before giving lines of credit,
otherwise all payments for goods and services are to be paid in advance. In addition, CASA has
policies and procedures that guide employees debt recovery techniques that are to be applied.
Ageing of financial assets that are past due but not impaired for 2008:
0 to 30
days
CASA holds no collateral or other security to mitigate against credit risk.
31 to 60
days
61 to 90
days
2008
$’000
2008
$’000
2008
$’000
90+
days
Total
2008
$’000
2008
$’000
Receivables for goods and services
271
24
4
10
309
Total
271
24
4
10
309
Ageing of financial assets that are past due but not impaired for 2007:
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
0 to 30
days
31 to 60
days
61 to 90
days
90+
days
Total
2007
$’000
2007
$’000
2007
$’000
2007
$’000
2007
$’000
Receivables for goods and services
-
78
26
22
126
Total
-
78
26
22
126
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
183
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
CIVIL AVIATION SAFE TY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
Note 17: Appropriations
Note 16F: Liquidity risk
184
Note 17A: Acquittal of authority to Draw Cash from the Consolidated Revenue Fund for Ordinary Annual
Services Appropriations
CASA’s financial liabilities are payables and finance leases. The exposure to liquidity risk is
based on the notion that CASA will encounter difficulty in meeting its obligations associated
with financial liabilities. This is considered highly unlikely due to the internal policies and
procedures put in place by CASA to manage cash and investments balances to ensure
there are appropriate resources to meet its financial obligations.
Particulars
CASA is appropriated funding from the Australian Government. CASA manages its budgeted
funds to ensure it has adequate funds to meet payments as they fall due. In addition, CASA
has policies in place to ensure the timely payment of financial liabilities are made when due
and has no past experience of default.
Finance lease liabilities
Suppliers payables
Other payables
Total
On
demand
2007
$’000
-
Finance lease liabilities
Suppliers payables
Other payables
Total
Within
1 year
2008
$’000
974
11,099
1,133
13,206
Within
1 year
2007
$’000
916
10,161
699
11,776
> 5 years
2008
$’000
2,330
2,330
1 to 5
years
2007
$’000
626
972
1,598
2007
2008
2007
2008
2007
2008
2007
$’000
$’000
$’000
$’000
$’000
$’000
$’000
$’000
2,003
-
-
-
-
-
-
-
44,521
42,500
-
-
-
-
44,521
42,500
(205)
-
-
-
-
-
(205)
-
Total appropriations available for
payments
46,319
42,500
-
-
-
-
46,319
42,500
Cash payments made out of CRF
46,319
40,497
-
-
1,045
-
47,364
40,497
Balance carried forward to next year
-
2,003
-
-
(1,045)
-
(1,045)
2,003
Represented by: Unlapsed, undrawn
departmental appropriation
-
2,003
-
-
-
-
-
2,003
Appropriation Act No.1 ( 2007–08)
Reductions of appropriations
(Appropriation Act section 9)
Total
2007
$’000
1,542
10,161
3,787
15,490
This table reports on appropriations made by the Parliament of the Consolidated Revenue Fund (CRF) for payment
to the Authority. When received by the Authority, the payments made are legally the money of the Authority and do
not represent any balance remaining in the CRF.
Note 17B: Acquital of authority to Draw Cash from the Consolidated Revenue Fund - Special
Appropriations (Unlimited Amount)
Note 16G: Market risk
CASA holds basic financial instruments that do not expose it to certain market risks. CASA
is not exposed to ‘currency risk’ or ‘other price risk’.
Special Appropriation (Act)
Interest rate risk
Aviation Fuel Revenues (Special Appropriation) Act 1999
The only interest bearing items in the balance sheet are finance leases, cash and cash
equivalents, and investments.
Purpose: Payment to CASA for entitled share of aviation fuel excise collected
Cash on deposit is held in a bank account with a floating interest rate. The finance lease
and investments bear fixed interest rates and will not fluctuate due to changes in the market
interest rate.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
Total
Appropriation Act:
Total
2008
$’000
1,789
11,099
5,527
18,415
> 5 years
2007
$’000
2,116
2,116
Equity
2008
Balance carried forward from previous
year
1 to 5
years
2008
$’000
815
2,064
2,879
Loans
Year ended 30 June
The following table illustrates the maturities for financial liabilities:
On
demand
2008
$’000
-
Departmental
Outputs
8
2008
2007
$
$
Cash payments made during the year (expenditure)
74,329,258
72,100,000
Total charged to appropriation
74,329,258
72,100,000
Estimated actual
75,800,000
67,382,000
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
S
185
26,127 143,905 129,648
32,526
19,843
22,779
55,728
.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
5
–
F
I
N
A
N
C
I
A
L
S
T
A
T
E
M
E
N
T
187
S
The Authority’s outcomes and outputs are described at Note 18A.
60,084
27,950
28,516
Total operating revenues
584
1,203
134
268
76
191
257
505
117
239
Other
(124)
11
(28)
2
(16)
2
(55)
5
(25)
2
Net gains / (losses) on disposal of assets
2,314
3,504
532
779
301
557
1,018
1,470
463
698
Interest
13,890
18,751
13,890
16,881
1,870
-
33,704
17,621
15,932
Aviation fuel excise
-
12,687
11,888
34,537
8,271
19,971
24,400
9,774
11,645
Revenues from Government
Sale of goods and services
70,484
5,639
14,596
5,960
6,795
33,087
15,034
20,432
50,880
52,317
23,127
25,926
Total operating expenses
76,120
42,500
44,316
26,596 131,762 115,637
151
146
35
37
20
22
66
58
30
29
Finance costs
889
1,778
204
446
116
276
391
706
6,849
6,827
1,575
1,714
890
1,059
40,508
52,047
9,235
13,070
5,293
8,071
15,547
17,820
8,715
11,004
29,558
17,851
67,240
70,964
$’000
$’000
$’000
$’000
$’000
Output 4
2008
2007
Output 3
2008
$’000
$’000
3,014
2,711
1,370
178
350
Write-down of assets
Funded by:
The net costs shown include intra-government costs that would be eliminated in calculating
the actual Budget outcome.
1,343
70,484
2,314
584
(124)
73,258
73,258
28,489
Depreciation and amortisation
76,120
3,504
1,124
90
80,838
80,838
36,642
20,665
13,890
13,890
8,129
14,282
14,282
10,241
115,637
115,637
28,177
131,762
131,762
Suppliers
Departmental
Total expenses
Costs recovered from provision of goods and services
to the non-government sector
Departmental
Total costs recovered
Other external revenues
Departmental
Aviation fuel excise
Interest
Other
Gains
Total Departmental
Total other external revenues
Net cost/(contribution) of outcome
13,420
$’000
13,963
$’000
Expenses
Employees
2007
$’000
Outcome 1
2008
$’000
Note 18B: Net Cost of Outcome Delivery
Operating expenses
Regulatory services are provided in a timely and consistent manner, aligned with the Authority’s
safety obligations.
2007
Output 4 - Aviation Regulatory Services
Output 2
An informed and safety motivated aviation community is achieved.
2008
Output 3 - Aviation Safety Promotion
2007
Compliance with Australian aviation safety legislation is secured through effective education,
surveillance and procedurally fair enforcement.
Output 1
Output 2 - Aviation Safety Compliance
2008
A safer aviation community achieved through development and application of quality safety
standards.
Outcome 1
Output 1 - Aviation Safety Standards
Note 18C: Major classes of Departmental Revenues and Expenses by Output Groups and Outputs
2007
CASA is structured to meet a sole outcome ‘Fostering an efficient, sustainable, competitive,
safe and secure transport system’ through CASA’s vision of ‘Safe skies for all’. This outcome
is achieved through four core outputs:
$’000
Note 18A: Outcomes of the Authority
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
186
Total
Note 18: Reporting of Outcomes
2008
2007
CIVIL AVIATION SAFETY AUTHORITY
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
For the year ended 30 June 2008
PART
188
appendices
Appendix 1 –
Audit and Risk Committee members
190
Appendix 2 –
Regulatory development
193
Appendix 3 –
Operating statistics
201
Appendix 4 – Staffing 214
Appendix 5 –
C
onsultants, contractors and
legal expenses
219
Appendix 6 –
Documents available from CASA
227
189
The appendices herein provide detailed statistical information
to support the narrative elsewhere in the body of the report.
C
A
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A
A
N
N
U
A
L
R
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P
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2
0
0
7
–
2
0
0
8
C
A
S
A
PA AN RN TU
A6 L
– R
E
A P
P O
P
R
E
T
N
D 2 I 0C 0E 7 S –
2
0
0
8
appendix 1
audit and risk committee
Rod Alfredson
Member, Audit and Risk Committee, November 2006 to present
Meeting dates
190
In 2007–08, the Audit and Risk Committee held six meetings, all in Canberra, on
the following dates:
■■
24 August 2007
■■
16 November 2007
■■
15 February 2008
■■
18 April 2008
■■
28 May 2008
■■
27 June 2008.
Mr Alfredson held several senior positions in the Australian National Audit Office,
including that of ‘signing officer’ for financial statements, reporting to the boards of
agencies, the responsible Minister and Parliament on the results of audits.
Mr Alfredson serves as an independent member on a number of audit committees
in the Commonwealth public sector and in the ACT Government.
Barbara Yeoh
Chair, Audit and Risk Committee, April 2004 to present
Barbara Yeoh is the principal of Barbara Yeoh & Associates Pty Ltd. Before establishing
her own financial consultancy, Ms Yeoh held the position of Director, Corporate
Advisory, with Oxley Corporate Finance Ltd between 1992 and 2000. This followed
six years as General Manager of the Treasury Corporation of Victoria, and two years
with the Victorian Ministry of Transport as Assistant Director General, Financial
Management, including a period as Acting Deputy Director General. Ms Yeoh’s early
career was spent with Telecom Australia and the Australian Bureau of Statistics.
Ms Yeoh is a member of the boards of Southern & Eastern Integrated Transport
Authority, Eastern Health and Victoria State Emergency Service Authority. She chairs
the Finance and Audit Committee, the Finance Committee, and the Governance,
Finance and Audit Committee, respectively, of those organisations.
She is also a director of the Melba Memorial Conservatorium of Music and a member
of the conservatorium’s Finance Committee.
In addition, she chairs the Compensation Assessment Panel (Fisheries Act Victoria)
and the ACT Treasury Investment Advisory Board, and is a member of the Victorian
Gambling and Lotteries Licence Review Panel.
Ms Yeoh has held numerous previous appointments on a wide range of boards,
councils and committees.
She is a Fellow of the Australian Institute of Company Directors.
A
S
A
A
N
N
In his last senior management position in the Australian Public Service, Mr Alfredson
headed the Office of Evaluation and Audit (Indigenous Affairs) in the Department of
Finance. The position was a statutory appointment reporting directly to the Portfolio
Minister on the work of the office.
Mr Alfredson has held senior positions in the Indigenous Portfolio including that of
Chief Finance Officer, reporting to the Minister, the Chief Executive Officer and the
board on budgetary matters, financial management and risk management.
Member biographies
C
Rod Alfredson has an extensive background in the Commonwealth public sector in
evaluation and auditing, budget policy and financial management, major technology
implementation and change management.
U
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E
P
O
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2
0
He is a member of two professional accounting bodies—the Institute of Chartered
Accountants and the Australian Society of Certified Practicing Accountants.
Dale Boucher
Member, Audit and Risk Committee, December 2007 to present
Dale Boucher is a solicitor and consultant specialising in conducting investigations,
inquiries and reviews and complex public and private sector management consulting and
committee assignments. He has expertise in corporate governance and corporate and
public sector law, and in advising on sensitive management issues.
He also has board experience over many years. He is currently the Chairperson of the
ACT Department of Disability, Housing and Community Services’ Audit and Review
Committee and Chairperson of the Comcare Audit Committee. He is also a presiding
member of the Mortgage and Finance Association of Australia Tribunal.
Mr Boucher has substantial legal experience in various fields. He previously spent
four years in private legal practice, including three years as a partner and one year as
general counsel with Minter Ellison Lawyers. Before that, he was a member of the APS
Senior Executive Service for 16 years. He led the commercialisation of the legal services
elements of the Australian Government Solicitor (AGS) from 1990. For over five years, he
was the Australian Government Solicitor and was designated as the first CEO of the AGS.
He also has substantial legal experience in various fields.
He is a Fellow of the Australian Institute of Management and is a member of several other
professional bodies and societies. He also has board experience over many years.
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
191
Mick Quinn
Member, Audit and Risk Committee, December 2007 to present
Mick Quinn has had a wide variety of experience in the aviation and transport industry
including as a pilot holding Australian and US licences and in airline operations and
safety management, accident investigation, and transport safety regulation.
192
Mr Quinn has flown a range of aircraft types, from gliders to general aviation and
corporate aircraft. He has also completed type ratings on numerous narrow and
wide-body Boeing and Airbus airliners.
He has held the posts of Manager, Air Safety Investigation, Qantas Airways; Senior
Vice President, Group Safety, and Vice President, Flight Training, Emirates; and
Executive Director, NSW Independent Transport Safety and Reliability Regulator.
Mr Quinn has spent the last 10 years developing, implementing and regulating safety
management systems. He is currently Deputy CEO, Operations, with CASA.
appendix 2
regulatory development
Notices of Proposed Rule Making published
NPRM 0709CS
Proposal to Automatically Mandate
Compliance with Airworthiness
Directives issued by a State of
Design – Proposed amendment to
Part 39 of the Civil Aviation Safety
Regulations 1998 (CASR)
Published: 27 September 2007
NPRM 0707AS
Amendments to CASR Part 65
– Air traffic services licensing
Published: 19 July 2007
NPRM 0704OS
Recreational Aviation Administration
Organisations – Proposed Part
149 of the Civil Aviation Safety
Regulations 1998 (CASRs)
Published: 26 July 2007
NPRM 0710OS
Instrument rating renewals using an
overseas flight simulator training
provider – Proposed amendment to
CAO 40.2.1
Published: 24 October 2007
NPRM 0703SS
Drug and Alcohol Testing
Programme for the Aviation Industry
– Proposed Part 99 of the Civil
Aviation Safety Regulations 1998
(CASR)
Published: 26 July 2007
NPRM 0714FS
Flight Crew English Language
Proficiency for Radiotelephony
Communications (Proposed
amendment to CAO 40.0)
Published: 16 November 2007
NPRM 0711SS
A Proposal to Require AOC Holders
to Provide Information via a Biannual
Survey – Proposed Amendments to
Civil Aviation Orders (CAOs) 82.1,
82.3, 82.5 and 82.7
Published: 26 August 2007
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
6
–
NPRM 0706OS
Balloons used for Non-recreational
Operations
Published: 1 February 2008
A
P
P
E
N
D
I
C
E
S
193
Draft Advisory Circulars published
Notices of Final Rule Making published
NFRM 0608OS
Extended Diversion Time Operations
(EDTO) – Amendment to Civil
Aviation Order (CAO) Part 82.0
Published: 25 July 2007
194
NFRM 0705OS
Use of NVG in helicopter operations
– proposed CAO 82.6
Published: 26 July 2007
NFRM 0711SS
Requirements for AOC Holders to
Provide CASA Information via a
Biannual Survey (Amendments to
CAOs 82.1, 82.3, 82.5 and 82.7)
Published: 26 October 2007
Draft AC 21-09(2)
Special Flight Permits
Published: 11 September 2007
NFRM 0714FS
Implementation of ICAO SARP on
English language proficiency for
aeroplane and helicopter flight crew
Published: 5 March 2008
AC 45-01(1)
Nationality and Registration Marks
Published March 2008
Draft Civil Aviation Advisory Publications published
Draft CAAP 30-6(0)
Certificate of Approval
– Design Organisations
Published: Oct 2007
NPC 139/04
Proposed Amendments to
Manual of Standards (MOS)
Part 139 – Aerodromes (Chapter 1
– Introduction, and Chapter 9
– Visual Aids Provided by
Aerodrome Lighting)
Published: 7 January 2008
Civil Aviation Advisory Publications published
A
N
N
U
A
5.14-1(0)
Instrument Rating Renewals Using
an Overseas Flight Simulator
Training Provider
Published: December 2007
82-1 (0)
Extended Diversion Time Operations
(EDTO)
Published: July 2007
NFC 139/03
Proposed Amendments to
Manual of Standards (MOS)
Part 139 – Aerodromes
Published: 25 January 2008
A
5.81-1(0)
Flight Crew Licensing Flight
Reviews
Published: November 2007
5.23-2 (0)
Syllabus of training initial issue
of a multi-engine aeroplane type
endorsement [Rating]
Published: July 2007
Notices of Final Change published
S
Draft CAAP 5.14-1(0)
Instrument Rating Renewals Using
an Overseas Flight Simulator
Training Provider
Published: December 2007
Draft CAAP 5.81-1(0)
Flight Crew Licensing
– Flight Reviews
Published: Oct 2007
NPC 139/03
Proposed amendments to the
Manual of Standards (MOS) for
Part 139 Aerodromes
Published: 24 August 2007
A
195
Advisory Circulars published
Notices of Proposed Change published
C
Draft AC 45-01(1)
Nationality and Registration Marks
Published: March 2008
NFRM 0710OS
Instrument Rating Renewals Using
an Overseas Flight Simulator
Training Provider (Amendment to
CAO 40.2.1)
Published: 21 December 2007
30-6(0)
Certificate of Approval
– Design Organisations
Published: December 2007
174-1(1)
Night Vision Goggles – Helicopters
Published: October 2007
L
R
E
P
O
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T
2
0
0
7
–
2
0
0
8
P
A
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T
6
–
A
P
P
E
N
D
I
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E
S
Regulatory Impact Statements published
Amendments to the Civil Aviation (Fees) Regulations 1995
Automatic Mandate of Airworthiness Directives – 7008/20-12-07
New, lower fees for issue of medical certificates took effect on 1 July 2007 under the
Civil Aviation (Fees) Amendment Regulations 2007 (No. 1), which were registered
on 14 May 2007.
Manuals and amendments published
The new fees regulations also increased the fees for aviation security status checking,
removed fees equivalent to travel and related expenses for services delivered within
Australia, established fees equivalent to travel and related expenses for audits and
inspections outside Australia where CASA has provided a relevant service outside
Australia, and introduced a power of fee waiver if exceptional circumstances make
it inappropriate to charge a fee.
Air Operator Certification Manual (last update December 2007)
196
AME Licensing Procedures (last update June 2008)
Certificate of Approval Procedures (last update December 2007)
Cost Benefit Analysis Procedure Manual (last update November 2007)
Flight Crew Licensing Procedures (last update April 2008)
Details of specific fee items can be found in the Explanatory Statement to the
regulations.
Maintenance Regulation Team Procedures Manual (last update October 2007)
Operational Standards and Requirements – Approved Synthetic Trainers
(FSD-2) (last update April 2008)
Regulatory Development Management Manual (last update February 2008)
Standard Economic Values Guidelines Manual (last update November 2007)
Amendments to the Civil Aviation Act 1988 promulgated
No. 131, 2007, An Act to amend legislation relating to aviation, and for related
purposes
Amendments to the Civil Aviation Regulations 1988
None.
Amendments to the Civil Aviation Safety Regulations 1998
Select legislative
instrument
Amendment
SLI 2007 No. 226
C
A
S
A
A
N
These Regulations amend the Civil Aviation Safety
Regulations 1998 (CASR 1998) and deal with
exemptions from CASR 1998 for single place
gyroplanes with an empty weight of not over 250 kg.
The amendment ensures that the requirement under
regulation 200.003 of CASR 1998 is consistent with
Civil Aviation Order 95.12.
N
U
A
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R
E
P
O
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T
2
0
0
7
–
2
0
0
8
P
A
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T
6
–
A
P
P
E
N
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I
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E
S
197
Civil Aviation Orders made or promulgated
198
Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order C
A
S
A
A
N
100.7 100.96 82.0 20.11 82.6 82.0 82.6 100.66 82.6 82.1 82.3 82.5 82.7 20.11 103.13 103.15 95.7 103.31 103.18 108.22 108.23 108.32 108.41 108.26 108.50 103.4 103.8 103.10 103.11 103.16 103.40 108.42 82.0 95.34 100.17 101.4 100.23 100.24 100.26 100.27 N
U
A
Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Civil Aviation Order Amendment Order (No. 1) 2007
Instrument 2007
Amendment Order (No. 3) 2007
Amendment Order (No. 1) 2007
Instrument 2007
Amendment Order (No. 2) 2007
Amendment Order (No. 1) 2007
Amendment Order (No. 1) 2007
Amendment Order (No. 2) 2007
Amendment Order (No. 2) 2007
Amendment Order (No. 2) 2007
Amendment Order (No. 2) 2007
Amendment Order (No. 1) 2007
Amendment Order (No. 2) 2007
Repeal Order 2007
Repeal Order 2007
Amendment Order (No. 1) 2007
Repeal Order 2007
Repeal Order 2007
Repeal Order 2007
Repeal Order 2007
Repeal Order 2007
Repeal Order 2007
Amendment Order (No. 1) 2007
Instrument 2007
Repeal Order 2007
Repeal Order 2007
Repeal Order 2007
Repeal Order 2007
Repeal Order 2007
Repeal Order 2007
Repeal Order 2007
Amendment Order (No. 4) 2007
Instrument 2007
Repeal Order 2007
Repeal Order 2007
Instrument 2007
Instrument 2007
Instrument 2007
Instrument 2007
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
100.28 Instrument 2007
100.37 Instrument 2007
108.10 Instrument 2007
108.8 Instrument 2007
103.3 Instrument 2007
103.5 Instrument 2007
103.19 Instrument 2007
103.20 Instrument 2007
103.21 Instrument 2007
103.22 Instrument 2007
103.24 Instrument 2007
103.25 Instrument 2007
103.26 Instrument 2007
103.27 Instrument 2007
103.28 Instrument 2007
108.34 Instrument 2007
40.2.1 Amendment Order (No. 1) 2007
100.7 Amendment Order (No. 2) 2007
20.16.1 Amendment Order (No. 1) 2007
100.96 Instrument 2007
104.0 Instrument 2007
108.28 Instrument 2007
108.29 Instrument 2007
108.36 Instrument 2007
108.56 Instrument 2007
108.6 Repeal Order 2007
40.0 Amendment Order (No. 1) 2008
100.5 Amendment Order (No. 1) 2008
82.3 Amendment Order (No. 1) 2008
40.6 Amendment Order (No. 1) 2008
40.1.7 Amendment Order (No. 1) 2008
100.66 Amendment Order (No. 1) 2008
82.6 Amendment Order (No. 1) 2008
40.1.0 Amendment Order (No. 1) 2008
R
T
6
–
A
P
P
E
N
D
I
C
199
E
S
appendix 3
operating statistics
New legislative change projects initiated
■■
■■
200
■■
■■
■■
■■
■■
■■
■■
■■
■■
C
AS 07/06 – Amendments to MOS Part 139
– Aerodrome requirements for Airbus A380
Project initiated: 16/07/07
Aerodromes
CS 07/08 – Amendment to AC 21-09
– Special Flight Permits
Project initiated: 31/08/07
Table A.1
Aerodromes at 30 June 2006–07 and 2007–08
201
2006–07
SS 07/09 – CASR Part 11 – Machinery changes to
consolidate related procedural provisions in CAR 1988
and CASR 1998 into CASR Part 11
Project initiated: 31/08/07
SS 07/10 – CASR Part 13 – Machinery changes to move
items from CAR 1988 to CASR 1998
Project initiated: 31/08/07
2007–08
Certified
157
175
Registered
138
119
Total
295
294
Aircraft
Table A.2
CS 07/11 – New CAAP 30-6 – Certificates of Approval
– Design Organisations
Project initiated: 6/09/07
Aircraft registrations, 2003–04 to 2007–08
2003
–04
Initial registrations
AS 07/12 – Amendments to MOS Part 139,
Chapter 9 – Visual Aids Provided by Aerodrome Lighting
Project initiated: 27/09/07
2004
–05
2005
–06
2006
–07
2007
–08
487
497
630
671
748
Changes of registration holder
1,176
567
766
1,410a
1,578
Changes of property interest holder
1,611
678
1,261
–
_
256
258
759
191
213
11
87
95
119
103
Cancellations of registration
AS 07/13 – Regulation of Low Visibility Operations
Project initiated: 02/10/07
Changes of registration marksb
Reservations of registration marks
1,440
1,027
1,484
1,390
1,106
CS 07/15 – Proposed Airworthiness Directive
– Microair T2000SFL Air Traffic Control Transponder
Project initiated: 06/12/07
Reissues of certificates of registrationc
1,261
1,490
236
22
250
12,160
12,401
12,672
12,718
13,270
1,098
954
752
1,350
730
Aircraft registered as at 30 June
Marks reserved as at 30 June
FS 08/01 – CAO 40.1.7 – Minor Machinery Amendments
to clarify ‘Instructor Experience’
Project initiated: 28/01/08
a
CS 08/02 – Consequential amendments relating to
airworthiness requirements for RPT aircraft with MTOW
not above 5700 kg
Project initiated: 5/02/08
nder the legislative and reporting requirements of the new CASR Part 47, this figure includes data
U
previously reported under the category ‘Changes of property interest holder’.
b
c
Due to changes of address, loss, etc.
ue to the certificate of registration holder ceasing to be an entitled person, dying/ceasing to exist or
D
notifying CASA that they no longer wish to be the certificate of registration holder.
SS 08/03 – Operational and technical amendments
for emergency locator transmitters (ELTs)
Project initiated: 20/02/08
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
Table A.3
Average age of the Australian fleet of civil aircraft as at 30 June 2008
More
than
56
years
Aircraft group by airframe and propulsion characteristics
202
Between
56 and
47 years
Between
46 and
37 years
Between
36 and 27
years
Between
26 and
17 years
Between
16 and 7
years
Between
6 and 2
years
Less
than 2
years
Total by
aircraft
group
Percentage
of total by
aircraft
group
Unmanned vehicles
0
0
0
0
0
0
0
0
0
0.00
Gliders
7
57
175
449
138
64
42
8
940
7.08
Powered gliders
0
0
18
32
49
48
18
10
175
1.32
0
0
0
15
71
136
90
32
344
2.59
Balloons
Amateur-built
aircraft
Single-engine
Aeroplane
Multi-engine
Helicopter
Single-engine
Piston
0
0
14
77
130
380
308
84
993
7.48
Turboprop
0
0
0
0
0
2
2
0
4
0.03
Jet
0
0
0
0
0
0
1
0
1
0.01
Rotary
0
0
0
0
1
0
0
1
2
0.02
Piston
0
0
0
0
2
2
3
0
7
0.05
Piston
0
3
0
0
0
40
20
11
74
0.56
Turboshaft
0
0 0
0
0
0
2
0
2
0.02
Piston
0
11
69
53
174
175
274
169
925
6.97
Turboshaft
0
2
47
173
91
48
44
13
418
3.15
Single-engine
Helicopter
Up to 5,700 kg MTOW
Multi-engine
0
0
0
30
48
22
12
5
117
0.88
0
0
0
0
17
1
1
5
24
0.18
610
567
1,534
2,928
411
366
272
129
6,817
51.37
Turboprop
0
2
1
24
53
119
37
11
247
1.86
Jet
1
9
10
11
6
0
0
0
37
0.28
0.02
Turboshaft
Over 5,701 kg MTOW
Piston
Up to 5,700 kg MTOW
Single-engine
Over 5,701 kg MTOW
Productionbuilt aircraft
Up to 5,700 kg MTOW
Aeroplane
5,701 to 20,000 kg MTOW
Multi-engine
20,001 to 50,000 kg MTOW
50,001 to 100,000 kg MTOW
over 100,001 kg MTOW
Piston
2
1
0
0
0
0
0
0
3
Turboprop
0
0
0
0
1
20
5
1
27
0.20
Jet
0
5
0
0
0
0
0
0
5
0.04
Piston
9.17
14
32
263
800
57
22
11
18
1,217
Turboprop
3
0
10
90
37
23
9
6
178
1.34
Jet
0
0
5
6
1
4
3
5
24
0.18
Piston
22
2
1
0
0
0
0
0
25
0.19
Turboprop
0
0
0
5
105
103
18
4
235
1.77
Jet
1
0
1
25
14
23
12
5
81
0.61
Piston
1
3
0
0
0
0
0
0
4
0.03
Turboprop
0
4
2
1
7
5
7
2
28
0.21
Jet
0
1
1
0
26
18
6
4
56
0.42
Piston
0
1
0
0
0
0
0
1
0.01
Jet
0
0
1
7
14
43
89
23
177
1.33
82
0.62
0
1
0
0
36
19
20
6
Total by age bracket
Jet
661
701
2,152
4,726
1,489
1,683
1,306
552
Percentage of total by age bracket
4.98
5.28
16.22
35.61
11.22
12.68
9.84
4.16
13,270
Note: MTOW = maximum take-off weight
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
100
203
Table A.4
Certificate of airworthiness category
Number
Special certificate of airworthiness
Primary category
Intermediate category
Restricted category
Limited category
Amateur built
Provisional certificate
Experimental certificate
204
Table A.6
Number of civil aircraft holding a valid certificate of airworthiness as
at 30 June 2008
2005–06
2006–07
2007–08
4a
1
0
n/a
n/a
5
4a
3
1
n/a
n/a
8
2a
3
0
n/a
n/a
5
2
1
0
n/a
n/a
3
5a
1a
0
1
1
8
21
5
4
30
16
2
6
24
7
3
3
13
15 – transport
10 – other
n/a
n/a
25
5 – transport
12 – other
0
3
20
22
11
26
16
2
2
35
5
0
3
52
15
5
1
36
0
2
2
55
2
0
2
16
18
0
7
50
0
148
195
212
291
1
1
12
3
6
1
n/a
1
0
n/a
4
35
1
16
8
0
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
11c
7
1
30
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
1
67
31
32
Aeroplanes
Lighter than air
Rotorcraft
Subtotal
7,918
318
562
362
53
668
313
51
28
11,567
Other authorisations, certificates and approvals
Special Flight Authorisation
4
Supplemental Type Certificate
25
Australian Parts Manufacturer
12
Approvalb
Australian Technical Standard
Order Authorisation
4
Special Flight Permit
17
Experimental Certificate
50
Production Certificate
3
Exclusions against
Airworthiness Directives
20
CASR 21.133(2B) Production
Certificate
–
Australian Parts Manufacturer
Approvals (APMA) Variations
–
Other Production Approvals
–
Maintenance Authority
n/a
Generated Master Minimum
Equipment List
n/a
Simulator Certifications
n/a
Certificates of Approval
n/a
Instruments of Appointments
n/a
Unmanned aerial vehicles
Operators’ Certificate
n/a
Design Advices
n/a
Flight Manual Supplements
n/a
Flight Manual Approval Pages
n/a
Airworthiness directives and bulletins, 2007–08
Type of directive
Australian Airworthiness Directive
New issue
Cancellation
Amendment
Normal
Urgent
Australian unique
Based on foreign airworthiness directive
Exclusion from airworthiness directive
Review of airworthiness directive
Airworthiness bulletin
2004–05
Type acceptance certificate
Note: The difference between the total number of aircraft registered and the number of aircraft holding
certificates of airworthiness (COA) is due to those aircraft that either do not have a COA issued yet or
have had their COA cancelled or suspended under applicable regulatory requirements.
Table A.5
2003–04
Type certificate
Aeroplanes
Lighter than air
Rotorcraft
Engine
Propeller
Subtotal
5
0
152
216
322
0
599
Standard certificate of airworthiness
Normal
Utility
Acrobatic
Agricultural
Commuter
Transport
Manned free balloon
Special class
Light sports aircraft
Total
Certification/airworthiness certificates, authorisations and approvals,
2003–04 to 2007–08
Number
1,361
458
705
196
1,133
228
2
645
291
3
61
a
b
Includes amendments to type certificate data sheets.
his figure is for initial issue only. It does not reflect the level of activity; for example, aerostructures and
T
plastics now have some 500 different parts and it is common to process them in batches of about 20 to 40.
c
Includes development and variation to Generated Master Minimum Equipment Lists.
Note: n/a = not available
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
205
Table A.7
Aircraft service difficulty reports (SDRs), 2006–07 and 2007–08
Status
2006–07
2007–08
Received during the year
1,686
1,864
Closed during the year
2,391
1,600
274
547
Open as at 30 June 2008a
206
a
Table A.10 Australian flight crew licensing examinations taken, 2007–08
Open SDRs are usually open due to the requirement to wait for additional information or for investigations to
be carried out prior to the final closure of the SDR.
Air traffic control licensing
Table A.8
Air traffic control licences and ratings, 2005–06 to 2007–08
2005–06
New
issue
ATC licences
ATC ratings
2006–07
Exchanged
New
issue
50
53
93
16
At 30
June
2008
2007–08
Exchanged
New
issue
Exchanged
Total
active
43
6
43
6
912
72
9
84
10
n/a
Flight operations and personnel
Air operator’s certificates, 2005–06 to 2007–08
2005–06
Type of application
2006–07
2007–08
General
aviationa
Airline
operationsb
General
aviationa
Airline
operationsb
General
aviationa
Airline
operationsb
45
14
40
2
48
1
Subsequent issue
338
4
202
6
163
6
Subsequent issue
with variation
3
9
6
2
5
Variation
270
66
230
70
205
105
Total
656
93
472
84
418
117
Current certificates
at 30 June 840
41
843
32
839
40
Initial issue
Private Pilot Licence
Aeroplane Overseas Conversion
Helicopter Overseas Conversion
Private Pilot Licence – Aeroplane
Private Pilot Licence – Helicopter
Subtotal
Ratings
Grade 1 Flying Instructor
Agricultural Pilot – Aeroplane
Agricultural Pilot – Helicopter
Command Instrument Rating
Private Instrument Flight Rules
Subtotal
TOTAL ALL EXAMINATIONS
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
–
A
P
P
Pass
(%)
AALW
AASA
AASH
AFPA
AFPH
AHUF
AMET
ANAV
APLA
APLH
949
844
74
816
71
841
784
833
667
70
5,949
726
562
52
497
56
757
721
602
562
54
4,589
77
67
70
61
79
90
92
72
84
77
CADA
CADH
CFPA
1,981
369
1,806
1,254
274
1,145
63
74
63
CFPH
346
212
61
CHUF
CLWA
CLWH
CMET
CNAV
CSYA
CSYH
2,116
1,764
441
1,986
1,658
1,779
386
14,632
1,660
1,302
286
1,606
1,430
1,347
281
10,797
78
74
65
81
86
76
73
PAOS
PHOS
PPLA
PPLH
109
2
2,035
91
2,237
76
2
1,518
58
1,654
70
100
75
64
22
6
27
122
17
14
1,616
25
1,816
24,634
100
9
7
1,136
18
1,276
18,316
82
53
50
70
72
AFR1
AGRA
AGRH
IREX
PIFR
6
Pass
(No.)
Total
Commercial Balloon Pilot Licence
Note: Includes operators involved in one or more of aerial work, charter, charter (cargo), flying training,
foreign aircraft (passengers and cargo), foreign aircraft (cargo), scheduled cargo services, scheduled
passenger services and unmanned aerial vehicles.
a
Processed by the CASA Service Centre. Includes some low-capacity regular public transport
operators.
b
Processed by CASA airline offices.
C
Air Transport Pilot Licence
Air Law – Aeroplane and Helicopter
Aerodynamics and Aircraft Systems – Aeroplane
Aerodynamics and Aircraft Systems – Helicopter
Flight Planning – Aeroplane
Flight Planning – Helicopter
Human Factors – Aeroplane and Helicopter
Meteorology – Aeroplane and Helicopter
Navigation – Aeroplane and Helicopter
Performance and Loading – Aeroplane
Performance and Loading – Helicopter
Subtotal
Commercial Pilot Licence
Aerodynamics – Aeroplane
Aerodynamics – Helicopter
Operations, Performance and Flight Planning –
Aeroplane
Operations, Performance and Flight Planning –
Helicopter
Human Factors – Aeroplane and Helicopter
Flight Rules and Air Law – Aeroplane
Flight Rules and Air Law – Helicopter
Meteorology – Aeroplane and Helicopter
Navigation – Aeroplane and Helicopter
Aircraft General Knowledge – Aeroplane
Aircraft General Knowledge – Helicopter
Subtotal
Note: n/a = not available
Table A.9
Exam
code
Examination type
E
N
D
I
C
E
S
207
Table A.11
Flight crew licensing examinations, 2003–04 to 2007–08
2003–04
208
Examination
type
Air Transport
Pilot Licence
Commercial
Pilot Licence
Private Pilot
Licence
Total
2004–05
Total
%
pass
4,271
9,422
1,897
2005–06
Total
%
pass
72.90
4,312
79.23
69.20
9,011
69.91 10,739
75.30
15,590
1,900
75.20
15,223
2006–07
Total
%
pass
4,110
73.80
78.69
16,651
2007–08
Total
%
pass
Total
%
pass
4,818
76.50
5,949
77.2
75.90 14,654
73.7
76.43 11,918
1,802
Table A.12
2,105
77.72
18,841
2,237
Flight crew licences issued and current, 30 June 2004 to 30 June 2008
2003–04
Type of
licence
2004–05
2005–06
2006–07
2007–08
Issued
Current
Issued
Current
Issued
Current
Issued
Current
Issued
Current
Air Transport
373
6028
332
6,103
378
6,024
488
6,226
521
6,564
Commercial
804
Aeroplane
73.9
22,840
4,019
670
4,220
987
3,712
1,162
3,686
1,352
4,103
Private
1,342
15,498
1,134
15,014
1,377
15,304
1,279
11,448
1,130
11,041
Student
GFPT
1,628
4,564
1,476
4,449
1,630
3,704
1,138
3,085
1,104
3,005
Subtotal
4,147
30,109
3,612
29,786
4,372
28,744
4,067
24,445
4,107
24,713
53
429
33
433
40
500
48
551
62
544
a
Helicopter
Air Transport
Commercial
249
930
185
955
216
1,282
212
1,337
239
1,453
Private
102
376
78
388
99
770
103
566
78
564
Student
GFPT
10
41
6a
15a
4
31
4
9
5
12
Subtotal
414
1,776
302
1,791
359
2,583
367
2,463
384
2,573
Commercial
Balloonb
3
90
6
90
3
96
7
110
6
106
Student
(no GFPT)c
0
0
0
0
4,345
5,299
3,110
6,038
3,184
6,736
Flight
Engineerd
0
252
0
247
0
0
0
216
0
208
Restricted
Flight
Engineerd
0
738
0
754
4
0
n/ae
n/ae
0
685
Subtotal
3
1,080
6
1,091
4,352
5,395
3,117
6,364
3,190
7,735
4,564
32,965
3,920
32,668
9,083
36,722
7,551
33,272
7,681
35,021
Other
Total
a
These figures differ from those reported in previous annual reports due to database coding errors.
b
Balloon total current for 2004–05 is an approximation only.
c
he number of Student Pilot Licences (SPLs) issued annually has only been included in the Annual Report from
T
July 2005 following the introduction of the Aviation Transport Security Regulations 2005 and changes to the
process for granting SPLs.
d
e
Flight engineers may also hold another flight crew licence and will be included in both figures.
Figure not available.
Note: GFPT = General Flying Progress Test (test taken if a student pilot wishes to be able to take passengers).
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
209
Table A.15 Aircraft maintenance engineer licences/ratings, 2003–04 to 2007–08
Maintenance organisations and personnel
2003–04
2004–05
2005–06
2006–07
2007–08
Category Technical
Competency Assessment
123
143
159
159
158
Trans-Tasman Mutual
Recognition Assessment
15
14
10
315
46
Aircraft Maintenance Engineer
Licences—initial issue
198
224
217
206
238
Current Aircraft Maintenance
Engineer Licences at 30 June
6,274
6,274
6,341
6,403
6,474
Table A.13 Certificates of approval, 2005–06 to 2007–08
2005–06
Type of
application
210
Licence assessment
2007–08
General
aviationa
Airline
operationsb
General
aviationa
Airline
operationsb
General
aviationa
Airline
operationsb
Initial issue
35
9
38
11
45
5
Subsequent
issue
22
23
34
16
19
23
Subsequent
issue with
variation
Variation
Total
Current
certificates
at 30 June
a
2006–07
2
3
0
77
42
116
136
77
188
13
1
4
36
65
39
76
130
71
Licence/rating
Airworthiness/welding authorities
641
69
663
80
650
Examiner authorities
—initial issue
80
Processed by the CASA Service Centre.
b
12
15
8
37
12
Maintenance authorities
230
250
361
668
233
Non-destructive testing
authorities
Processed by CASA airline offices.
Note: Includes organisations involved in one or more of aircraft and component maintenance, design
(aircraft, components and materials), distribution (components and materials), aircraft maintenance
engineer training and examinations.
34
27
24
172
5
Weight control authorities
9
5
5
46
9
Welding authorities
7
4
14
45
11
Table A.14 Aircraft maintenance examinations, 2005–06 to 2007–08
Current airworthiness/welding
authorities at 30 June
1,785
1,791
1,826
1,856
1,953
Examination type
2006–07
2007–08
Scheduled examination sittings
2005–06
5,724
4,399
4,626
Special examination sittingsa
1,518
1,554
3,322
176
137
152
0
0
13
7,418
6,090
8,113
Category technical competency examinationsb
Weight control authority examinations
Total
a
b
Table A.16
Training course approvals, 2003–04 to 2007–08
Course type
2003–04
2004–05
2005–06
2006–07
2007–08
12
28
22
25
41
9
11
5
3
7
Specific type aircraft theory
Practical training
Special examination sittings may be approved for individuals who are unable to sit an examination
at a scheduled sitting date and have a particular reason to sit for an examination for the issue of an
aircraft maintenance engineer (AME) licence. Training organisations may also seek special sittings to
coincide with completion of their courses.
These examinations are for Australian Defence Force and overseas licence holders only.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
211
Table A.20
Medical
Action
Table A.17 Medical certificates, 2003–04 to 2007–08
2003–04
Certificate
Class 1
Class 2
212
I
F
2,130 16,365
R
22
6,519 23,191
15,428
24,580
653
5
737
8,736 40,209
66
40,745
87
2005–06a
F
39
Class 3
Total
R
2004–05a
R
22 17,630
42 28,031
2
2006–07
F
R
F
24
34 5,403 18,479
2
52
I
57 7,343 32,098
90
2006–07
2007–08
107
109
146
Matters referred to the Director of
Public Prosecutions
21
6
12
17
F
32
Prosecutions finalised
16
9
12
10
39
Acquittals
5
1
0
4b
10
7
12
6
7,105 21,066
1
2005–06
79
3,175 15,243
40
635
R
2004–05
Infringement notices issueda
2007–08
21 1,888 12,984
661
66 46,322
I
Infringement notices and prosecutions, 2004–05 to 2007–08
575
2
65 10,370 38,884
73
I = Initial R = Renewal F= Fail
Due to changed reporting arrangements, initial and renewal data for 2004–05 and 2005–06 are
amalgamated.
Note: The certificate classes are Class 1–Professional pilots and flight engineers; Class 2–Student and
private pilots; Class 3–Air traffic control and flight service providers.
a
Convictions
The issue of infringement notices is linked to the Demerit Points Scheme, which was established
on 21 February 2004. Demerit points are incurred in relation to offences committed since that date
where the penalty specified in the infringement notice has been paid (in whole or part) or the holder is
convicted or found guilty of the offence.
b
One matter was withdrawn.
a
Enforcement
Table A.18 Licence and certificate action, 2003–04 to 2007–08
Action
2003–04
2004–05
2005–06
2006–2007
2007–08
Show cause notices issued
26
42
22
27
21
Conferences held
11
14
9
10
10
Variations
1
0
5
0
1
Suspensionsa
8
5
1
4
15
8
13
8
6
7
56
53
45
64
36
Cancellations
Other enforcement action
b
a
These include suspensions under section 30DC of the Civil Aviation Act 1988 and regulations 265
and 269 of the Civil Aviation Regulations 1988.
b
oes not include action in relation to medical certificates (see Table A.19) or variations processed by
D
the CASA Service Centre.
Table A.19 Medical certificate action, 2003–04 to 2007–08
Certificate
2003–04
2004–05
2005–06
2006–07
2007–08
C
C
C
C
C
S
S
S
S
S
Class 1
8
6
20
8
6
2
6
6
10
6
Class 2
20
9
29
4
12
6
8
12
11
13
Class 3
5
2
2
5
0
0
0
1
1
0
C = Cancellation S = Suspension
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
213
appendix 4
staffing
Table A.21
Table A.22 Staff by classification and region as at 30 June 2008
Canberra Brisbane Eastern Northern
Air Transport Inspector
Staff by group and category as at 30 June 2008
Airworthiness &
Aerodromes
Category
214
Approved
permanent
positions
Group
Permanent
staff
Corporate Services
Temporary
staff
Total staff
Sydney West Total
4
7
0
5
0
0
17
42
9
19
11
28
18
18
145
227
37
14
11
17
13
10
329
Aviation Safety Advisor
(Safety Promotion) b
6
0
0
2
0
1
2
11
a
Office of CEO
15
13
2
15 Airspace & Aerodrome
Regulation Group
Flying Operations
(Airlines)
3
0
6
0
5
7
2
23
44
39
3
42 Finance Office
38
28
3
31
Flying Operations
(General Aviation)
4
4
12
9
6
12
10
57
Human Resources
28
19
5
24 Legal Services Group
28
22
3
25 Flight Training
Examiner c
0
0
0
0
0
0
1
1
Planning & Governance Office
42
38
6
44 Professional Services d
8
0
2
0
0
1
0
11
Information Services Group
40
32
2
34 Safety Systems
Specialist
0
2
1
0
1
1
0
5
120
100
7
107
Air Transport Operations Group
General Aviation Operations
Group
Personnel Licensing, Education
& Training Group
273
210
14
224
85
76
31
107
713
577
76
653
Senior Management
Total
a
Total
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
d
b
c
Note: Excludes staff temporarily employed through agencies.
C
South
1
8
37
7
3
1
3
2
1
54
328
63
64
34
65
55
44
653
Includes staff in Legal Services Group, Information Services Group, Planning and Governance Office,
Human Resources Group, Personnel Licensing, Education and Training Group.
Aviation Safety Advisors were previously referred to as Field Safety Advisors.
New category
Includes Medical Officer category previously reported separately
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
215
Table A.23 Staff by classification and age grouping as at 30 June 2008
Employment classification
Age grouping
<25
35 to
44
45 to
54
55 to
64
0
3
5
7
2
Airworthiness & Aerodromes
0
0
19
58
60
8
145
81
76
76
48
5
329
Aviation Safety Advisor (Safety
Promotion)a
0
0
7
2
2
0
11
Flying Operations (Airlines)
0
0
0
9
13
1
23
Flying Operations (General Aviation)
0
1
8
17
28
3
57
Flight Training Examinerb
0
0
0
0
1
0
1
Professional Services
0
1
1
4
4
1
11
Safety Systems Specialist
0
0
4
0
1
0
5
Senior Management
0
1
10
19
23
1
54
43
87
130
192
182
19
653
6.58
13.32
19.91
29.40
27.87
2.91
100
% of total staff
a
Aviation Safety Advisors were previously referred to as Field Safety Advisors.
b
New category
Male
Permanent
17
0
Total
Employment
classification
>64
43
Corporate Services
216
Total
25 to
34
Air Transport Inspector
Table A.24 Permanent and temporary staff by classification and gender as at
30 June 2008
Air Transport
Inspector
15
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
Permanent
0
Total
Temporary
Female
17
5
0
145
3.45
165
43
329
63.22
1
0
11
9.09
1
0
0
23
0.00
52
3
2
0
57
3.51
Flight Training
Examinerb
1
0
0
0
1
0.00
Professional
Services
8
1
2
0
11
18.18
Safety Systems
Specialist
5
0
0
0
5
0.00
49
1
4
0
54
7.41
396
33
181
43
653
34.30
131
9
Corporate Services
103
18
Aviation Safety
Advisor (Safety
Promotion)a
10
0
Flying Operations
(Airlines)
22
Flying Operations
(General Aviation)
2
%
0
Total
A
Temporary
Airworthiness &
Aerodromes
Senior
Management
C
Female
a
Aviation Safety Advisors were previously referred to as Field Safety Advisors.
b
New category
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
11.76
217
appendix 5
consultant, contractor, legal,
advertising, media and direct mail
expenses
Table A.25 Equal employment opportunity staffing by classification and gender
as at 30 June 2008
Classification
218
Males
Females
Total
Disability
ATSI
NESB
Disability
ATSI
NESB
3
0
0
0
%
Female
Air Transport Inspector
0
0
Airworthiness &
Aerodromes
3
0.00
1
0
7
0
0
1
9
11.11
Corporate Services
1
0
14
3
2
18
38
60.53
Aviation Safety Advisor
(Safety Promotion)a
0
0
0
0
0
0
0
0.00
In accordance with amendments to the Commonwealth Electoral Act 1918, details
of payments are set out below.
Flying Operations
(Airlines)
0
0
1
0
0
0
1
0.00
Table A.26 Advertising costs, 2007–08
Advertising and market research
Flying Operations
(General Aviation)
0
0
5
0
0
0
5
0.00
Vendor
Professional Services
0
0
1
0
0
0
1
0.00
hma Blaze Pty Ltd
Safety Systems Specialist
0
0
0
0
0
0
0
0.00
Tamworth Times
Senior Management
1
0
3
1
0
0
5
20.00
Tanner Menzies
Total
3
0
34
4
2
19
62
40.32
TMP Worldwide Pty Ltd
13,475
Total advertising costs
53,617
a
Aviation Safety Advisors were previously referred to as Field Safety Advisors.
Notes:ATSI = Aboriginal and Torres Strait Islander
NESB = non–English speaking background
Only 5% of current staff have voluntarily completed EEO forms.
C
219
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
Amount ($)
29,972
4,696
5,474
Note: Excludes GST. Expenditure relates to amounts over $1,500. Amounts are rounded to whole dollars.
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
Table A.27 Media costs, 2007–08
Table A.28 Direct mail costs, 2007–08
Vendor
Amount ($)
AAP Information Services Pty Ltd
Arthur Sanderson (Vic) Pty Ltd
220
Vendor
Amount ($)
6,528
Australia Post
586,537
3,580
Australian Air Express Pty Limited
63,357
Australia-Pacific Aviation Services Pty Ltd
23,100
Australian National Couriers
5,543
Avtex Air Services Pty Ltd T/A Airtex
10,540
Balfran Holdings Pty Ltd – Balfran Removals
14,002
CD Manufacturers Pty Ltd
9,753
Border Express
Catherine Hoare T/A Luminus Photography
4,000
Canberra Mailing
Department of Parliamentary Services
5,757
Cope Transport
1,606
Elite Media
1,545
Croff Commercial Services
1,780
Goanna Print Pty Ltd
2,954
Decipha Pty Ltd
5,017
Grapevine
14,400
1,962
27,006
DHL Express (Aust) – DHL International
6,763
John Mulcair
5,084
Freight Moving Australia
1,850
Juanita Franzi – T/A Aero Illustrations
4,954
GBC Mail
4,749
1,818
Koomarri Association ACT Inc.
Goals Office
2,002
Liquid Animation
13,636
Lane Print Group – Lane Laser Printers
7,921
Macarthur Job
12,072
Mail Plus Moorabbin
1,740
Media Monitors Australia Pty Ltd
58,729
Mcmillan Print Group Pty Ltd
1,630
Montage Productions Pty Ltd
7,800
National Capital Printing & CMW
7,933
Moorabbin Flying Serv. – J & J Aviation
1,949
National Mailing & Marketing
2,227
Richard Quinn Design
1,530
Pedemont Furniture Transport Pty Ltd
Salli-ann Ward T/A Wardair
2,100
Premier Office Relocations (NSW)
6,253
Silver & Ballard (Aus) – Silver trak digital
7,550
14,740
Reworrah Pty Ltd T/A Red Dog Couriers
3,043
The Promotional Shop
51,720
Speedipost
2,220
Wild Digital
10,295
Spring (Formerly TNT International Mail)
5,188
Wordsworth Writing
Total media costs
7,603
TNT Australia
24,708
267,701
TNT Express
82,584
Note: Excludes GST. Expenditure relates to amounts over $1,500. Amounts are rounded to whole dollars.
Universal Express Courier Service
6,378
Waypoint
2,261
Total direct mail costs
892,296
Note: Excludes GST. Expenditure relates to amounts over $1,500. Amounts are rounded to whole dollars.
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
221
Table A.30 continued
Table A.29 Legal costs, 2007–08
Vendor
Nature and purpose
Aussiehq Pty Ltd
Information Technology (IT) service
consultant to develop and support the Air
Operators Certificate survey
Australian National Audit
Office
Audit of financial statements
Aviation Consultants
International
Development of policies and procedures
and training for the aviation safety
oversight program
198,686
Aviation Id Australia Pty Ltd
Aviation Security Identification Card
(ASIC) renewals
573,977
Aviation Projects Pty Ltd
Development of policies and procedures
and training for the aviation safety
oversight program
Barbara Yeoh & Associates
Pty Ltd
Audit committee fees
Bearcage Productions –
Bearcage Media
Production of a non-technical skills DVD
Bevington Group – Bevington
Consulting
Process and organisational review and
consultancy for the Personnel Licensing,
Education and Training Group, Information
Services Group and General Aviation
Operation Group.
260,133
Booz Allen Hamilton
(Australia) Ltd
Assessment of technical options and
cost–benefit analysis of global navigation
satellite system augmentation systems
and consultancy to develop a cost-benefit
methodology for use by the Office of
Airspace Regulation
362,458
61,897
Broome Airspace
Consultancy services on aeronautical
study
46,500
43,560
Bruce Malcolm Davis
Flight crew licence exam questions
13,755
Centurion Services Limited
Consultancy services for training on nontechnical skills
10,800
Clear Lead Pty Ltd
Intellectual Property audit as extension of
knowledge and mapping services
13,785
Cms Global Pty Ltd
Development of policies and procedures
and training for the aviation safety
oversight program and technical training
framework
159,782
Amount ($)
Andrew Luchich
24,818
Australian Government Solicitor
14,464
Blake Dawson Waldron Solicitors
24,067
Bny Trust Company
222
Vendor
3,544
Ian Harvey
73,408
Mallesons Stephen Jaques
282,080
Michael Green
1,636
Phillips Fox
102,810
Total legal costs
526,828
Note: Excludes GST and disbursements. Expenditure relates to amounts over $1,500. Amounts are
rounded to whole dollars.
Table A.30 Service contractor and consultant costs, 2007–08
Vendor
Nature and purpose
Accenture Australia Holdings
Pty Ltd
Surveillance analysis work
Acumen Alliance (NSW) Pty Ltd
Total Records Information Management
System (TRIM), project management,
consultancy services
266,842
63,349
Adelaide Aeronautical
Consultancy services on aeronautical
study
Advance Industries Consulting
Preparation of International Civil Aviation
Organization (ICAO) documentation
Aero Support Pty Ltd
Night-vision goggles operations manual
development
Altara Group Pty Ltd
Consultancy services relating to review
and assessment of Air Operator Certificate
application
87,824
Amaroo Associates Pty Ltd
Financial advisory services
85,398
Apis Consulting Group Pty Ltd
International comparison of cost of
maintenance engineer training and flying
training
70,002
Ascent Governance Pty Ltd
Asia Pacific Aviation
Consultants
C
Amount ($)
A
S
A
A
N
N
U
A
150,636
Financial consultant services, capital
budget plan, security review of CASA
common network
130,628
Threat and error management training
courses
45,489
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
Amount ($)
90,300
Architectural design services
Collins Family Trust – Rod
Collins & Assoc
Project management services
Colmar Brunton Social
Research
Focus group sessions in relation to the
CASA website
A
R
T
6
–
A
P
P
76,610
37,772
Collard Clarke Jackson
(Architects)
P
68,182
E
N
D
135,451
19,060
66,720
I
C
29,584
E
S
223
Table A.30 continued
224
Table A.30 continued
Vendor
Nature and purpose
Dalmahoy Graham Consulting
Services as chairman of the SCC
Committee
Davidson Trahaire Corpsych
Pty Ltd
Employee assistance program
Davpac Pty Ltd – Dr Jeremy
Davey
Alcohol and other drug testing project
Department of Finance &
Deregulation
Intra Government Communications
Network fibre services
Department of Infrastructure,
Transport, Regional
Development and Local
Government
ICAO representative
Dfp Recruitment Services
Recruitment services
27,000
17,750
40,203
11,960
268,126
25,527
Donna Bull
Alcohol and other drug testing project
Dr David M Coles T/A D M
Coles Pty Ltd
ECG reporting
Duesburys Nexia
Assistance in relation to CASA financial
statements
18,600
Dun & Bradstreet
Regulatory requirement to undertake risk
management service
21,600
Error Management Systems
Australia Pty Ltd
Better-pilot training project
Flicks Australia Pty Ltd
Production of CD-ROM on aerodrome
safety
21,525
GHD Pty Ltd
Inspection and report for engineering
services
17,250
GMT Canberra Pty Ltd – GMT
Consulting Group
Services for various contract staff
Goodrick & Associates
Providing consultancy work to Indonesia
safety assistance
GR Consulting Group Pty Ltd
Oversight of industry risk management
and certificate management project
Gray Management Systems
Pty Ltd
Lead auditor training courses
Green & Green Group –
Catalyst Recruitment
Services for various contract staff
Han-Bry Pty Ltd
ICAO audit
Hay Group Pty Ltd – Hay
Management Consultants
Demand forecast model, implementation
strategy, workforce capability framework,
planning and communication project
Hays Personnel Services
(Australia) Pty Ltd
A
S
A
A
N
N
U
10,448
22,727
329,075
42,949
330,067
45,000
55,582
43,200
376,283
261,531
Safety management profile segment for
DVD on best practice
A
L
R
E
P
O
R
T
2
0
0
Vendor
Nature and purpose
Hudson – Was Tmp/Hudson
Global Resources
Services for various contract staff
Ice Media Pty Ltd
Online document authoring and
assessment tool
31,600
Indigo Pacific Pty Ltd
Creation of delegations and authorisations
in the Aviation Industry Regulatory System
21,431
Inthink Pty Ltd – The Ian Dix
Family Trust
ICAO audit manager
25,097
7
–
2
0
0
8
Amount ($)
146,495
234,000
Ipex ITG Pty Ltd – Volante
Support for project services
ISM Group Pty Ltd
Services for various contract staff
124,827
John & D Raby
Aviation Safety Forum chairperson
13,658
KPMG
Internal audit services, provision of tax and
accounting services, CASA's process for
upgrading Air Operators Certificates from
Charter to Regular public transport
129,278
Services for various contract staff
Holdson Pty Ltd – Thinktank
Editing
C
Amount ($)
38,321
355,228
Kununurra Airspace
Consultancy services on aeronautical
study
46,500
Leading Edge Safety Systems
Case study and presentation at human
factors community meeting
19,800
LPC Australia Pty Ltd –
Management
Tenancy management services
29,118
LPC Australia Pty Ltd – Trust
Tenancy management services
21,882
Maxem Aviation
Aircraft hire
74,250
Maxnetwork Pty Ltd –
Maximus Solutions Aust.
Accounting services, contract staff,
stakeholder management plan, contract
and procurement review
93,980
Montage Productions Pty Ltd
Post-production quotation, non-tech skills
DVD
14,000
Netimpact Online Publishing
Pty Ltd
CASA CD-ROM library for financial year
2007–08
104,696
Oakton AA Services Pty Ltd
TRIM, IT market testing consultancy,
internal audit services
471,497
Opcomm Pty Ltd
Information and architecture professional
services
169,361
Oracle Systems (Australia)
Pty Ltd
Services for various contract staff
Pacific Data Systems
Initial verification testing of alcohol and
other drugs testing equipment
71,548
14,400
Patricia Denham
English-language proficiency consultancy Peoplebank Australia Pty Ltd
Services for various contract staff
PricewaterhouseCoopers
Accounting advice
Program Planning
Professionals Pty Ltd
Enterprise project management services P
A
R
T
6
–
A
P
P
59,340
340,918
55,400
E
N
D
I
C
E
263,239
S
225
Table A.30 continued
226
Vendor
Nature and purpose
R2a Pty Ltd – Risk &
Reliability Associates
Assessment of current practices in risk
management
115,523
Radiola Aerospace
Instrument approach design work
634,959
Recall
File sentencing project
Regulatory Consulting
(Services) Pty Ltd
Contractor services
Richard Purdie
ICAO audit
82,541
appendix 6
documents available from casa
Amount ($)
This table lists the manuals and other documents used by CASA officers when making
decisions or recommendations that affect the public and the aviation industry.
39,331
Table A.31 Documents available from CASA
105,350
Part of CASA
CD‑ROM
library
Ross Telfer
Cyber exams review, internal audit
12,990
Roy Morgan Research Pty Ltd
Services of a market research company to
conduct a survey
44,564
Safety Management Pty Ltd –
J De Landre
Consultant support for human factors
training course
Aerodrome Certification, Registration and Approved
Persons Procedures Manual


17,500
Safety Wise Solutions Pty Ltd
Develop range of education and training
resources to assist with non-technical
skills development of pilots
Aerodrome Rescue and Fire Fighting Services Procedures
Manual


72,876
Aeronautical Telecommunication and Radionavigation
Service Providers Entry Control Procedures Manual


Sheryl Margaret Gallagher
Cabin safety consultancy
61,486
Air Displays: Safety and Administrative Arrangements


Signet Group International
Pty Ltd
Investigations – whistleblower
Sirius Safety Pty Ltd
Fatigue risk management systems
(FRMS) steering group
Sirius Telecommunications Ltd
– Sirius Tel
Provision of security and reception
services
259,424
Staff Check Pty Ltd
Security clearance for CASA staff
10,808
Stopline Pty Ltd
Protection disclosure policy
18,000
The Ambidji Group Pty Ltd
Common traffic advisory frequency (CTAF)
versus common traffic advisory frequency
- (radio) CTAF(R) study
287,950
Costing model, inventory management
processes
130,600
University Of Canberra
English-language consultancy services
35,000
Verossity Pty Ltd – Spherion
Recruitment
Services for contract staff
Visual Jazz Pty Ltd
CASA's website development
96,225
Wd Scott Asia Pty Ltd
Intellectual property audit as extension of
knowledge and mapping services
Wilton Hanford Hanover Pty
Ltd
CASA’s annual report for 2006–07
Wordware
CASA manuals for July 2007
Total Decision Support Pty Ltd
Document
Air Operator Certification Manual


32,501
Air Traffic Service Licensing Manual


28,259
Air Traffic Service Providers Entry Control Procedures
Manual


Air Traffic Service Training Providers—Entry Control
Procedures Manual


Air Transport Pilot Licence (Aeroplane) Aeronautical
Knowledge Syllabus

Air Transport Pilot Licence (Helicopter) Aeronautical
Knowledge Syllabus

Air Transport Pilot Licence (Helicopter) Examination
Information Book

Aircraft Maintenance Engineer Licensing Procedures
Manual

Aircraft Maintenance Engineers Invigilators Handbook

Aircraft Register Procedures Manual


Airworthiness Directives Procedures Manual


99,950
Australian Air Transport Pilot Licence (Aeroplane)
Examination Information Booklet

44,564
Australian Air Transport Pilot Licence (Helicopter) S76
Performance and Operations Handbook

Aviation rulings

Carriers’ Liability Insurance Compliance Procedures
Manual

174,253
54,512
Total service contractor and consultant costs
10,584,615
Note: Excludes GST. Expenditure relates to amounts greater than $10,000. Contractors and consultants
employed in projects are included in this listing. Amounts are rounded to whole dollars
C
Available
from CASA
website
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I

C
E
S
227
Table A.31 continued
Table A.31 continued
Available
from CASA
website
Document
228
C
Part of CASA
CD‑ROM
library
Available
from CASA
website
Document
CASA policy notices

Service Charter

CEO directives

Standard Economic Values Guidelines Manual

Certificates of Airworthiness and Special Flight Permits


Certificate of Approval Procedures Manual


Syllabus of Examination Aircraft Maintenance Engineer
Licences—Electrical, Instrument and Radio Categories

Commercial Pilot Balloon Syllabus of Training

Syllabus of Examination Aircraft Maintenance Engineer
Licences—Mechanical Category

Syllabus of Training—Aircraft Radio Operator Certificate
of Proficiency

Traffic Alert and Collision Avoidance System (TCAS
II) Competency Standards for CAS II Operations and
Aeronautical Knowledge Syllabus of Training

Cost Benefit Analysis Procedure Manual


Day Visual Flight Rules Syllabus (Aeroplanes)


Day Visual Flight Rules Syllabus (Helicopters)


Designated Medical Examiners Handbook


Enforcement Manual


Trans–Tasman Mutual Recognition Agreement Bulletin
—AME Licensing—TTMRA Information Bulletin

Flight Crew Licensing Industry Delegates Handbook


Type Certificate Procedures Manual

Flight Crew Licensing Procedures Manual


Industry Delegates and Authorised Persons Management
Manual


Maintenance Regulation Team Procedures Manual


Manual of Operational Standards


Minimum Equipment List/Permissible Unserviceable
Procedures Manual


MOS Part 60, Synthetic Training Devices


MOS Part 65, Standards Applicable to Air Traffic Services
Licensing and Training Requirements


MOS Part 139, Aerodromes


MOS Part 139H, Standards Applicable to the Provision of
Aerodrome Rescue Fire Fighting Services


MOS Part 143, Air Traffic Services Training Providers


MOS Part 171, Aeronautical Telecommunication and
Radionavigation Services


MOS Part 172, Air Traffic Service Providers


MOS Part 173, Standards Applicable to Instrument Flight
Procedure Design


Operational Standards and Requirements for Approved
Synthetic Trainers (FSD‑2)


Private Pilot Licence Examination Information Book
—Helicopter and Aeroplane

Production Approval Procedures Manual

A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
Part of CASA
CD‑ROM
library

229

Note: MOS = Manual of Standards

0
7
–
2
0
0
8
P
A
R
T
6
–
A
P
P
E
N
D
I
C
E
S
Acronyms and abbreviations
230
references
Acronyms and abbreviations 231
Compliance index
233
Cameos, figures and tables
235
Alphabetical index
238
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
AAPSAustralian Airspace Policy Statement
AARGAirspace and Aerodrome Regulation Group
AAT Administrative Appeals Tribunal
AC Advisory Circular
AD Airworthiness Directives
AEB Airworthiness Engineering Branch
AEG Airworthiness Engineering Group
AIRRB Accident Investigation Report Review Board
AOC Air Operator Certificate
APMAAustralian Parts Manufacturing Approvals
APS Australian Public Service
ARC Audit and Risk Committee
ARRT Aviation Regulation Review Taskforce
ASA Aviation Safety Advisor
ASF Aviation Safety Forum
ASFA Aviation Safety Foundation Australasia
ASIC Aviation Security Identification Card
ASOP Aviation Safety Oversight Program
ATC air traffic control
ATO Approved Testing Officer
ATOG Air Transport Operations Group
ATSB Australian Transport Safety Bureau
BASA Bilateral Aviation Safety Agreement
CAC Commonwealth Authorities and Companies
CAO Civil Aviation Order
CAR Civil Aviation Regulations
CASA Civil Aviation Safety Authority
CASR Civil Aviation Safety Regulations
COA Certificates of Approval
CPG Commonwealth Procurement Guidelines
CTAF common traffic advisory frequency
CTC competitive tendering and contracting
DP Discussion Papers
DWG designated work groups
EASA European Aviation Safety Agency
EDTO Extended Diversion Time Operations
EU European Union
FAA Federal Aviation Administration
FAAOC Foreign Aircraft Air Operator Certificate
FRMS fatigue risk management systems
FOI freedom of information/Flying Operations Inspector
FTTO Flying Training & Testing Office
GAOG General Aviation Operations Group
HAA Helicopter Association of Australasia
HSR Health and Safety Representative
R
E
F
E
R
E
N
C
E
231
S
Compliance index
Acronyms and abbreviations continued.
232
ICAO International Civil Aviation Organization
ICC Industry Complaints Commissioner
ICT information and communication technology
IFR instrument flight rules
IOA Instruments of Appointment
IP Intellectual Property
IPA Implementation Procedures for Airworthiness
ISG Information Services Group
IT Information Technology
ITSAP Indonesian Transport Safety Assistance Package
LAME Licensed Aircraft Maintenance Engineer
LSG Legal Services Group
LTFS Long-Term Funding Strategy
MOS Manual of Standards
MoU memorandum of understanding
MPL Multi-Crew Pilot Licence
NFRM Notice of Final Rule Making
NPP New Policy Proposals
NPRM Notice of Proposed Rule Making
OAR Office of Airspace Regulation
OHS occupational health and safety
OLDP Office of Legislative Drafting and Publishing
PAGO Planning and Governance Office
PASO Pacific Aviation Safety Office
PBS Portfolio Budget Statements
PIR Post Implementation Review
PLET Personnel Licensing, Education and Training Group
REPCON Aviation Confidential Reporting Scheme
RIS Regulation Impact Statements
RMAP Risk Management and Audit Program
SCC Standards Consultative Committee
SES Senior Executive Service
SOR Summary of Responses
SRM Safety Risk Management
UAS Unmanned Aircraft Systems
USOAP Universal Safety Oversight Audit Program
C
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
Requirement
Reference
Advertising and market research
CAC Orders 2005, subclause 17(2),
ref Commonwealth Electoral Act 1918,
section 311A
Pages
Audit Committee
CAC Orders 2005, subclause 15(2)
133,
219–266
92–93,
190–192
Certification
CAC Orders 2005, clause 4
Clear links between outcomes,
strategies for achieving those
outcomes and the principal
outputs
CAC Orders 2005, subclause 10(2)(b)
2
Commonwealth Disability Strategy
CAC Orders 2005, clause 18
128
90
233
42–87
Directors
CAC Orders 2005, clause 14
Ecologically sustainable
development and environmental
performance
CAC Orders 2005, subclause 17(2), ref
Environment Protection and Biodiversity
Conservation Act 1999, section 516A
Effects of ministerial directions
and notification of general policies
of the government
CAC Orders 2005, clause 12
Efficiency and effectiveness of
the operations in producing its
principal outputs
CAC Orders 2005, subclause 10(2)(a)
Enabling legislation, functions and
objectives
CAC Orders 2005, clause 8
Exemptions to requirements for
financial statements
CAC Financials 2005, clause 1D
Factors, events or trends
influencing performance
CAC Orders 2005, subclause 10(1)(b)
Financial statements
Subclause 1(b) and subclause 2(1) of
Schedule 1 to the CAC Act
Financial statements certification:
a statement, signed by the
directors
Subclause 2(3) of Schedule 1 to the CAC
Act
Financial statements certification:
Auditor-General’s Report
Subclause 1(c) of Schedule 1 to the CAC
Act
136–137
Fraud risk assessment and
control
Commonwealth Fraud Control Guidelines
2002
96
Freedom of information
CAC Orders 2005, subclause 17(2),
ref Freedom of Information Act 1982,
subsection 8(1)
Indemnities and insurance
premiums for officers
CAC Orders 2005, clause 16
R
127–128
90
42–87
E
F
E
R
E
N
C
E
S
16–17
n/a
3–5,
42–87
136–187
138
122–126
132–133
Compliance index continued.
234
C
Requirement
Reference
Judicial decisions and decisions
of administrative tribunals
that have had, or may have, a
significant impact on operations
CAC Orders 2005, clause 11
Location of major activities and
facilities
CAC Orders 2005, clause 9
Cameos, figures and tables
Pages
Cameos
121
iii, 28
Ministerial directions on
performance of functions,
exercise of powers
CAC Orders 2005, subclause 12(1)(a),
ref Civil Aviation Act 1988, sections 12
and 49
90
Ministerial directions regarding
documents and information
CAC Orders 2005, subclause 12(1)(a),
ref Civil Aviation Act 1988, sections 12B
and 49
90
Ministerial directions regarding
reporting
CAC Orders 2005, subclause 12(1)(a),
ref Civil Aviation Act 1988, sections 12D
and 49
90
Notification of minister’s views
CAC Orders 2005, subclause 12(1)(a),
ref Civil Aviation Act 1988, sections 12A
and 49
90
Occupational health and safety
CAC Orders 2005, subclause 17(2),
ref Occupational Health and Safety
(Commonwealth Employment) Act 1991,
section 74
1.5
Financial position, 2006–07 to 2010–11
15
1.6
Portfolio Structure
16
1.7
CASA’s organisational chart
26
1.8
Geographical location of CASA’s office
28
1.9
Staff by operational groups
29
1.10
Staff profile as at 30 June 2008
32
2.1
Outputs and Corporate Plan performance framework
43
2.2
Relationship between PBS outputs and Corporate Plan strategies
44
2.3
ATOG service delivery statistics
73
2.4
GAOG service delivery statistics
74
2.5
PLET service delivery statistics
75
Significant events per s. 15 CAC Act
CAC Orders 2005, subclause 10(1)(c)
CAC Act
Commonwealth Authorities and Companies Act 1997
CAC Orders 2005
Commonwealth Authorities and Companies (Report of
Operations) Orders 2005
CAC Financials 2005
Commonwealth Authorities and Companies Orders
(Financial Statements for periods ended on or after
1 July 2005)
0
0
15
7
109
14
CAC Orders 2005, subclause 10(1)(f)
2
Public service medal for staff member
Expenditure, 2007–08
Significant developments since
end of the financial year
T
107
1.4
42–87
120
R
104
New tertiary qualifications in aviation safety regulations
26–27
CAC Orders 2005, subclause 10(1)(e)
O
Indonesian inspectorate mentoring program
11
Significant changes in state of
affairs or principal activities during
the financial year
P
70
12
CAC Orders 2005, subclause 10(1)(a)
E
63
CASA works to open up the US market for aviation parts manufacturing
Sources of revenue for 2007–08
Review of performance
R
CASA leads the world in human factors training
1.3
112
L
56
1, 10–15
CAC Orders 2005, subclause 8(b)
A
50
CASA approves new aerodrome in Antarctica
Actual revenue for 2006–07 and actual and budgeted results for
2007‑08
Responsible minister(s)
U
New helicopter flight instructor manual
1.2
CAC Orders 2005, clause 11
N
39
Actual results for 2006–07 and actual and budgeted results for
2007‑08
Reports on the operations of the
authority by the Auditor-General,
a parliamentary committee or the
Commonwealth Ombudsman
N
35
Future aviation trends and safety risks identified
Figure
CAC Orders 2005, clause 9
A
25
Flight Training and Testing Office up and running
1.1
Organisational structure
A
Green credentials for Brisbane operational headquarters
No.
129–131
CAC Orders 2005, subclause 10(1)(d)
S
Page
Figures
Operational and financial results
during the year, including principal
outputs, major investing activities,
key financial and non-financial
activities
A
Cameo
160
120
–
2
0
0
8
Page
R
E
F
E
R
E
N
C
E
S
11
235
Appendices continued.
Tables
No.
Table
Page
Part 1
1.1
Comparison of actual and budgeted results for 2007–08 with
actual results for 2007–07 ($ million)
10
Part 2
236
2.1
Outcome 1: Summary of budgeted and actual expenditure
2007–08
42
Part 4
No.
Table
Page
A.12
Flight crew licenses issued and current, 30 June 2004 to 30
June 2008
209
A.13
Certificates of approval, 2005–06 to 2007–08
210
A.14
Aircraft maintenance examinations, 2005–06 to 2007–08
210
A.15
Aircraft maintenance engineer licences/ratings 2003–04 to
2007–08
211
A.16
Training course approvals 2003–04 to 2007–08
211
A.17
Medical certificates, 2003–04 to 2007–08
212
A.18
Licence and certificate action, 2005‑06 to 2007–08
212
A.19
Medical certificate action, 2005–06 to 2007–08
212
A.20
Infringement notices and prosecutions, 2004–05 to 2007–08
213
4.1
Timeframes for complaints resolution by the ICC
114
A.21
Staff by group and category as at 30 June 2008
214
4.2
Means of lodgment of complaints to the ICC
114
A.22
Staff by classification and region as at 30 June 2008
215
4.3
Coronial inquiries 2003–04 to 2007–08
114
A.23
Staff by classification and age grouping as at 30 June 2008
216
4.4
Administrative Appeals Tribunal – merits review of regulatory
decisions 2003–04 to 2007–08
A.24
Permanent and temporary staff by classification and gender as at
30 June 2008
217
4.5
Categories of CASA decisions appealed to the Administrative
Appeals Tribunal, 2007–08
A.25
Equal employment opportunity staffing by classification and
gender as at 30 June 2008
218
4.6
Applications to Federal Court for judicial review of regulatory
decisions, 2003–04 to 2007–08
118
A.26
Advertising costs, 2007–08
219
4.7
Freedom of information requests, 2003–04 to 2007–08
125
A.27
Media costs, 2007–08
220
4.8
Time taken to make decisions on Freedom of information matters,
2003–04 to 2007–08
A.28
Direct mail costs, 2007–08
221
126
A.29
Legal costs, 2007–08
222
4.9
Internal review of CASA freedom of information decisions,
2003–04 to 2007–08
A.30
Service contractor and consultant costs 2007–08
222
126
A.31
Documents available from CASA
227
116
117
Appendices
C
A.1
Aerodromes at 30 June 2006–7 and 2007–08
201
A.2
Aircraft registrations, 2003–04 to 2007–08
201
A.3
Average age of the Australian fleet of civil aircraft at 30 June 2008
202
A.4
Number of civil aircraft holding a valid certificate of airworthiness
as at 30 June 2008
204
A.5
Airworthiness directives and bulletins 2007–08
204
A.6
Certification/airworthiness certificates, authorisations and
approvals, 2003–04 to 2007–08
205
A.7
Aircraft service difficulty reports (SDRs), 2006–07 and 2007–08
206
A.8
Air traffic control licences and ratings, 2005–06 to 2007–08
206
A.9
Air operator’s certificates, 2005–06 to 2007–08
206
A.10
Australian flight crew licensing examinations taken, 2007–08
207
A.11
Flight crew licensing examinations, 2003–04 to 2007–08
208
A
S
A
A
N
N
U
A
L
R
E
P
O
R
T
2
0
0
7
–
2
0
0
8
R
E
F
E
R
E
N
C
E
S
237
Alphabetical index
A
238
Above and Beyond award
106, 108
absences, unplanned
105
Accident Investigation Report Review Board
(AIRRB)
9, 100
accidents (staff)
131
acronyms and abbreviations
231–2
Administrative Appeals Tribunal
appeals against CASA decisions
117
merits reviews of CASA decisions
115, 116
reviews of freedom of information decisions
119
Administrative Appeals Tribunal Act 1975
17
Administrative Decisions (Judicial Review)
Act 1977
17, 115
administrative review decisions
121
advertising
133, 219
Advisory Circulars
51, 195
Aerodrome Risk Register
59
aerodromes
52, 56.
see also Avalon airport
airspace of regional
59
CASA compliance strategy
52–3
CASA safety strategy
51
certified and registered
201
safety management systems
46
studies
9
Aerodromes Panel
9
aeronautical information services
51
Air Navigation Act 1920
17
Air Navigation (Confidential Reporting)
Regulations 2006
99
Air Navigation Regulations 1947
17
air operator certification
206
Air Operator Certification—Air Transport
38
Air Operator’s Certificate (AOC)
36, 58
safety questionnaire
67
Air Services Act 1995
17
Air Services Regulations 1995
17
air traffic control
licences and ratings
206
technology
59
Air Transport and General Aviation
operational headquarters
25
air transport inspectors
52
Air Transport Operations Group (ATOG)
29–30, 81
service delivery statistics
73
Air Transport Safety Risk Mitigation
10
New Project Proposal
52
aircraft
civil, average age
202–3
maintenance
102
maintenance examinations
210
parts see parts manufacturing
registrations
201
service difficulty reports
206
aircraft operations
CASA safety strategy
51
Airports Act 1996
17
Airservices Australia
8, 15, 28, 52, 98, 100, 104
Airservices Unicom trial
59
Airspace Act 2007
17, 52
Airspace and Aerodrome Regulation Group
(AARG)
28, 29, 52, 81
Airspace (Consequentials and Other Measures)
Act 2007
17
Airspace Consultative Forum
52
airspace regulation
CASA strategies
52, 59
design and classification
47, 59
Airspace Regulations 2007
17
Airways and Aerodromes Regulation Group
(AARG)
59, 81
C
A
S
A
A
N
N
U
A
L
R
E
airworthiness
certificates
204, 205
directives
8, 46, 204
regulatory services
72
Airworthiness Engineering Branch (AEB)
28, 30, 81
Airworthiness Engineering Group (AEG)
37, 81
alcohol and other drugs testing regime 8, 10, 45, 52, 55
Annual Procurement Plan
132
Antarctica aerodrome
56
Approaches with Vertical Guidance
46
appropriations
42
Approved Testing Officer Manual
49
Asian Development Bank
103
An Assessment of Trends and Risk Factors
in Passenger Air Transport (CASA)
8, 39
ATOG. see Air Transport Operations Group
ATSB. see Australian Transport Safety Bureau
Audit and Risk Committee (ARC)
87, 92–3
members
92, 190–2
Auditor-General Act 1997
17
auditor’s report
136–7
audits
see also Universal Safety Oversight Audit Program
internal
93–4
safety
8, 33
AusTender
86, 132
Australasian Furniture Research and Development
Institute standards
128
Australia/New Zealand Standards
EMS (AS/NZS ISO 14001:2004)
127
Risk Management (AS/NZS 4360:2004)
76
Australian Airspace Policy Statement (AAPS)
52, 59
Australian Airworthiness Directives (ADs)
8, 46, 47
Australian and New Zealand Standard for
Risk Management (AS/NZS 4360)
95
Australian Maritime Safety Authority
104
Australian National Audit Office
136–7
Australian Parts Manufacturing Approvals
(APMAs)
55, 61, 69, 70, 102
Australian Standards
office furniture (AS 4443)
128
Australian Transport Safety Bureau
(ATSB)
15, 16, 85, 99–100, 104
Australian Workplace Agreements (AWAs)
103, 105
Avalon airport
9, 52
Aviation Confidential Reporting Scheme (REPCON) 99
aviation industry
18–19
see also general aviation industry
audit of Australia’s safety oversight
61, 101
briefing meetings
60, 67, 100
consultation
39, 46, 60, 67, 124
cooperation with CASA
66–7
exchange programs
66
future
36–7
risks
8, 39
safety responsibilities
64–5, 122
skills shortages
37, 38
Aviation Industry Regulatory System (AIRS)
76, 83
Aviation Regulation Review Taskforce (ARRT)
45, 47
aviation regulatory services
budget
42
features
71
fees
66
outputs
44
service standards
71
strategies
71–2
transparency and consistency
71
aviation safety
bilateral arrangements
101–2
compliance
features
52–3
role in securing
33–4
strategies
54–9
international reputation
68–9
promotion
features
60–1
P
O
R
T
2
0
0
7
–
2
0
0
8
role
34
strategies
62–70
public attitude survey
67, 68, 115
public concern
52
standards
features
45–6
setting
32–3
strategies
47–51
Aviation Safety Advisors (ASAs)
9, 60, 62, 66
Aviation Safety Confidential Reporting
Scheme (REPCON)
85
Aviation Safety Forum (ASF)
34, 67, 98–9, 124
Aviation Safety Foundation Australasia (ASFA)
62
Aviation Safety Oversight Program (ASOP) 52, 54, 57
aviation safety seminar series
9
Aviation Security Identification Cards (ASICs)
76, 84
Aviation Transport Security Act 2004
17
Aviation Transport Security Regulations 2005
17
AvSafety seminars
9, 60, 64, 66
B
Bilateral Aviation Safety Agreement (BASA) 61, 69, 102
Brazil
69
Briefing in a Box
64
C
Cabin Air Quality Reference Group
9, 100
Canada
69
Casey Station aerodrome
56
Certificate IV in Aviation Safety Regulation
9, 80, 105,
106
certificate management
CASA compliance strategy
54–5
Certificates of Approval (COA)
36
Certified Agreement 2006–2008 (CASA)
103, 105
Chicago Convention
100
Chief Executive Officer
19–20
directives
90, 119
industry engagement
67
report
3–5
role and responsibilities
90
China 69
Civil Aviation Act 1988
iii, 16, 31, 34, 38, 90, 103, 119,
121, 122, 127, 132
civil aviation advisory publications (CAAPs)
195
Civil Aviation (Carriers’ Liability) Act 1959
iii, 16, 132
Civil Aviation (Fees) Regulations 1995
amendments
197
Civil Aviation Orders
(CAOs)
8, 16, 17, 48, 95, 98, 119, 198–9
Civil Aviation Regulations 1988
(CARs)
iii, 16, 17, 95, 98, 119, 196
civil aviation safety
trends and risks strategies
49, 62
Civil Aviation Safety Authority v. Bell [2008]
121
Civil Aviation Safety Regulations 1998
(CASRs)
iii, 16, 17, 47, 95, 98, 119, 196
client relationship management
76
code of conduct
96, 106
Comcare
131
Comcover benchmarking survey
9, 95
common law employment contracts
103, 105
Commonwealth Authorities and Companies
Act 1997
i, 17, 90, 120
Commonwealth Authorities and Companies
Orders 2005
120
Commonwealth Authorities and Companies
(Report of Operations) Orders 2005
132
Commonwealth Director of Public Prosecutions
34
Commonwealth Disability Strategy
128
Commonwealth Electoral Act 1918
133, 219
Commonwealth Ombudsman
112
R
E
F
E
R
Commonwealth Procurement Guidelines
131
communication. see education and communication
competitive tendering and contracting (CTC)
133
complaints. see also Industry Complaints Commissioner
about CASA
112–14
handling process
71
compliance. see aviation safety, compliance
compliance index
233–4
compliance reporting process
86
conflicts of interest
96
consultants
222–6
consultation
39, 46, 60, 67, 98, 124
see also Standards Consultative Committee
contracting. see competitive tendering and contracting
contractors
105
costs
222–6
Convention on International Civil Aviation
100
coronial inquiries
114
corporate governance
77
Corporate Plan
goals
44
relationship to PBS outputs
43
reporting framework
43–4
strategies
44
Corporate Plan 2007–08 to 2009–10
43
corporate support services
44
features
76
strategies
78–87
Corrective Action Plans
61
Criminal Code Act 1976
17
Cyber-exams
76
D
dangerous occurrences (staff)
131
Department of Defence
98
Department of Infrastructure, Transport,
Regional Development and Local Government
15, 16, 45, 66, 85, 98, 103, 104
Deputy Chief Executive Officers
20–1, 100
design and production sectors
61, 70
designated work groups (DWG)
129
Diploma in Aviation Safety Regulation 9, 80, 105, 106,
107
direct mail costs
211
Director General of Civil Aviation in Indonesia
61
Director of Aviation Safety
see Chief Executive Officer
Disability Strategy, Commonwealth
128
Discussion Papers (DPs)
31, 33
document management system (TRIM)
83
documents available
227–9
categories
122
online
124
domestic airline industry
18
Drug and Alcohol Management Plans (DAMPs) 52, 55
drugs. see alcohol and other drugs testing regime
E
EASA
see European Aviation Safety Agency (EASA)
ecologically sustainable development
127–8
education and communication
9, 60, 62, 64, 65, 66
Employee of the month award
106, 108
employment terms and conditions
103, 105
enforcement
CASA strategies
56, 57
function
31, 34
Enforcement Manual (CASA)
57
Enhanced Cooperation Program for
Papua New Guinea
103
entry control
36
CASA compliance strategy
54–5
E
N
C
E
S
239
permissions
Environment Protection and Biodiversity
Conservation Act 1999
environmental management system (EMS)
ethics
European Aviation Safety Agency (EASA)
European Union (EU)
executive
Expert Panel on Aircraft Air Quality
36
127
84, 127
87
61, 69, 70
102
19–21
9, 100
F
240
Federal Aviation Administration (US FAA)
69, 70, 102
Federal Court
115
applications for judicial review
118
prohibition orders
119, 121
Finance Office
30
financial accountability
86
Financial Management Information System
82
financial performance
10–14
cash flow
14
expenses
13–14, 42
financial position
14–15
forecasts
38
improvement initiatives
82
revenue
11–12
financial statements
134–87
flight crew
examinations and licensing
55, 207–9
language standards
8, 55
Flight Safety Australia (magazine)
31, 34, 60
Flight Safety Foundation Approach and
Landing Accident Reduction (ALAR)
62
Flight Testing and Approved Testing Officer
Management Program
34, 35, 46, 49
flight training organisations
63
The Flight Instructor Manual – Helicopter
46, 49, 50
flying training
deficiencies
35
human factors flight standards
63
industry
34
Flying Training & Testing Office (FTTO)
49
foreign air transport operators
58
Foreign Aircraft Air Operator’s Certificate regime 52, 58
foreign aircraft operations
52
fraud
87
Fraud Control Framework
96
freedom of information
122–6
Administrative Appeals Tribunal review
of decisions on
119
decisions
126
requests
122–3, 125
Freedom of Information Act 1982
17, 112, 119, 122,
124, 125
Freedom of Information Manual (CASA)
66
G
general aviation industry
self-administration
38
General Aviation Industry Action Agenda
85
General Aviation Operations Group (GAOG) 28, 29, 46,
81
service delivery statistics
74
general aviation operators
36
Good Aviation Practice booklet
60, 62
governance
90–3
government policy directions
84–5
Green Star Australian Building Greenhouse
25
Guiding Principles for Regulatory Framework
119
C
A
S
A
A
N
N
U
A
L
R
E
H
health and safety management arrangements
(HSMA)
129
Helicopter Association of Australasia (HAA) 46, 49, 50
helicopter flight instructor manual
46, 49, 50
Hong Kong
69
Hotline (CASA)
103
human factors training
62, 63
Human Resources Group
30
I
ICAO. see International Civil Aviation Organization
ICC. see Industry Complaints Commissioner
Implementation Procedure for Airworthiness
70
indemnities
132–3
India
69
Indonesia
10, 61, 103, 104
Indonesian Transport Safety Assistance
Package (ITSAP)
68, 103
industry. see aviation industry; general aviation industry
‘industry briefing’ electronic newsletter
60
Industry Complaints Commissioner
(ICC)
21, 71, 91–2, 113–14
industry oversight project
52, 54, 57
Information Services Group (ISG)
30
Information Technology (IT)
83
injury prevention
130–1
inspectors. see air transport inspectors
Instrument Flight Procedures Panel
9
instrument landing systems operations
51
Instruments of Appointment (IOA)
36
insurance
132–3
Interagency Implementation Working Group
103
internal audit
93–4
Internal Capability Analysis
9, 76
international airline industry
18
International Airline Licences
58
International Civil Aviation Organization
(ICAO)
45, 100–1, 124
Air Operator Certificates (AOCs)
58
audit
8, 61
Category 1 election
60, 68
Standards and Recommended Practices
55
International Federation of Airworthiness
109
international operations, CASA safety strategy
58
International Programs Section
28
international relations
9
international stakeholder engagement
100–3
J
judicial decisions
121
L
landing systems
language standards
leadership capability
learning and development initiatives
Learning and Development Section
legal costs
legal instruments
Legal Services Group (LSG)
legislation
legislative change projects
Legislative Instruments Act 2003
Licensed Aircraft Maintenance Engineer
(LAME) scholarships
Licensing and Registration Centre (CASA)
P
O
R
T
2
0
0
7
–
2
51
8, 55
80
105–6
106
222
95
31
16–17
200
17
66
71
0
0
8
Long Term Funding Strategy (LTFS)
lost-time occurrence incidence rate
low-visibility operations
77, 86
131
51
Office of Transport Safety
15
Ombudsman
112
Ombudsman Act 1976
17
online services
9, 68
AIRS Self Service Portal
83
career site
79
complaints
91
flying training
76
learning
106, 107
legal instruments
95
payments
82
operating statistics
201–13
operational groups
29–32
realignment
76
service standards
71, 72
Operational Safety Risk Management
(SRM) Framework
54
Operations Headquarters, Brisbane airport8, 25, 28, 127
organisational chart
26–7
outcomes
42
framework
42
Outcome 1: fostering transport system
42, 43
Outcome 2: assisting regions
42
outputs
expenditure 2007–08
42
framework
42
Output 1: aviation safety standards
45–51
Output 2: aviation safety compliance
52–9
Output 3: aviation safety promotion
60–70
Output 4: aviation regulatory services
71–5
performance framework
43
relationship to Corporate Plan
44
M
maintenance industry
102
maintenance organisations
61
aircraft examinations
210
certificate action
212
certificates of approval
210
infringement notices
213
licence action
212
prosecutions
213
maintenance personal
certificates of approval
210
engineer licences/ratings
211
infringement notices
213
medical certificates
212
prosecutions
213
training course approvals
211
major events
120
manuals
46, 49, 50, 57, 66, 196
Manufacturing, Certification and New Technologies
Office (MCANTO)
28
see also Airworthiness Engineering Branch (AEB)
market research
133, 219
media
costs
220
coverage of CASA
68, 115
medical certificates
212
Medical Records System
72
Memorandum of Understanding on Cooperation
in the Transport Sector
104
Minister for Infrastructure, Transport, Regional
Development and Local Government15, 85, 90, 119
ministerial directions
90
Multi-Crew Pilot Licence (MPL)
45, 48
P
Pacific Aviation Safety Office (PASO)
68, 102–3
Pacific Island States
103
Papua New Guinea
103
Parliament, responses to
90
parts manufacturing
55, 61, 69, 70, 102
US market
61, 70, 102
passenger air transport
39
passenger statistics
18
performance
corporate
86
financial
10–14
framework
43
workforce capability
9, 76, 78–80
Personnel Licensing, Education and Training Group
(PLET)
31
service delivery statistics
75
pilot licences
207–9
pilot training. see flying training
Planning and Governance Office (PAGO)
31–2
portfolio
agencies
15, 100
structure
16, 42
Portfolio Budget Statements 2007-08 (PBS)
outcomes
42
outputs (see outputs)
relationship to Corporate Plan
43
precision approach category II or III operations
53
privacy
87
Privacy Act 1988
17
probity
96
procurement
82, 86, 131–2
Project Management procedures
77, 86
protected disclosure arrangements
96
public attitudes
aviation safety survey
67, 68, 115
CASA
68
public concern for safety
52, 99
Public Service Medal
109
publications and safety products
62, 64, 66
purchasing
82, 86, 131–2
N
National Airspace Policy
38
National Aviation Policy Statement
85
National Flight Training and Testing Office
35, 46, 62
National Helicopter Office
37
National Occupational Health and Safety Committee 130
national public survey
8
Navigation Systems Panel
9
New Policy Proposals (NPPs)
10
New Zealand
69, 102
Notices of Final Change
194
Notices of Final Rule Making (NFRMs)
33, 194
Notices of Proposed Change
194
Notices of Proposed Rule Making (NPRMs) 31, 45, 98,
124, 193
O
occupational health and safety
injury prevention
130–1
interim HSMA
129
investigations
131
outcomes
131
work groups (DWGs)
129
Occupational Health and Safety
(Commonwealth Employment) Act 1991 129, 131
Office of Airspace Regulation (OAR)
10, 28, 81
see also Airspace and Aerodromes Regulation
Group (AARG)
Office of Best Practice Regulation
31
Office of Legislative Drafting and Publication
(OLDP)
45, 47
R
E
F
E
R
E
N
C
E
S
241
R
242
recruitment
54, 72, 79, 80
Regulation Impact Statements (RISs)
31, 124, 196
regulatory advisory panels
119–20
regulatory decisions
freedom of information procedures
119
reviews
115–18
transparency and consistency
71
regulatory standards
53
reputation for aviation safety
68–9
risk management
87
see also Audit and Risk Committee; internal audit
Comcover benchmarking survey
9, 95
framework
76
and ICC
91
services
95
Risk Management and Audit Program (RMAP)
87
Risk Management Framework
95
Roy Morgan Research
67, 68, 115
S
safety management and risk approach
54
Safety Management Program
49
safety management systems
45, 46, 48, 51
Safety Management Toolkit
60, 64
safety oversight program
54
Safety Promotion Branch
64
safety research and analysis capability (CASA)
49
safety roles, specialist
8
safety seminars
9, 34, 60, 64, 66
satellite navigation augmentation systems
cost–benefit study
46
SCC. see Standards Consultative Committee
security cards
76, 84
Security Plan and Policy
76, 84
Self Service Portal
76
Senate Rural and Regional Affairs and Transport
Committee
90
Senate Standing Committee on Rural and
Regional Affairs and Transport
102
senior management group
22–4
Senior Management Research Steering Committee 49
Separation and Safety Panel
9
Service Centre (CASA)
71, 72, 81
significant event, definition
120
sports and recreational aviation operations regulations47
staff
awards
106, 108, 109
conflicts of interest
96
with disabilities
128
employment terms and conditions
103
executive
19–21
learning and development
80, 105–6
leave
105
occupational health and safety
129–31
operational groups
29
profile
32, 105
recruitment
54, 72, 79, 80
remuneration strategy
79, 80
senior management
22–4
short-term project
105
statistics
29, 32, 214–18
turnover
105
unplanned absences
105
workplace relations
106
standards. see aviation safety, standards
Standards and Recommended Practices (SARPs) 100
Standards Consultative Committee
(SCC)
32, 34, 97–8, 124
States of Chief Importance in Air Transport
60
Strategic Risk Management and Internal Audit Plan 87
Summary of Responses (SOR)
33
surveillance
8, 33–4, 46, 81
C
A
S
A
A
N
N
U
A
L
R
E
Swinburne University of Technology
system safety specialists
9, 80, 105, 106
54
T
time-costing system
82
Towards a National Aviation Policy Statement (report) 98
training assistance to Indonesia
61
training course approvals (maintenance)
211
training organisations
61, 63
Transport and Regional Services portfolio
16
see also Department of Infrastructure, Transport,
Regional Development and Local Government
Transport Safety Assistance to Indonesia
10, 61
Transport Safety Investigation Act 2003
17, 99
U
United States of America
agreements
Universal Safety Oversight Audit Program
(USOAP)
Unmanned Aircraft Systems (UAS)
US Federal Aviation Administration
61, 70, 102
61, 101
38
69, 70, 102
V
Volante Group
133
W
website. see online services
Western Australia
whistleblower policy
Whittle Safety Award
whole-of-government policy
workers’ compensation premium
Workforce Capability Framework
Workplace Authority
Workplace Relations Section
P
O
R
T
2
0
0
81
96
109
46, 58
131
9, 76, 78–80
105
106
7
–
2
0
0
8