Go to top of page

Annual Report 2005-06: Systems and processes

Systems and processes

Information technology management

The CASA Improvement Program is a major program to deliver improved business processes and systems to give CASA the capabilities it requires to support the CASA High Level Business Model. CASA formed an alliance contract with Accenture Australia Holdings Pty Limited to undertake the work. Accenture’s services are provided under a performance-based risk–reward arrangement.

As forecast in last year’s annual report, the key deliverable of this contract, the Aviation Industry Regulatory System (AIRS), was implemented in September 2005.

Quality management

In 2005–06, the Regulatory Services Quality Management System (QMS) was restructured to accommodate changes announced as part of ‘Building a New CASA’. As part of the changes, the Aviation Regulatory Services Division was disbanded and the QMS was redesigned to enable ISO 9001/2000 certification to continue for the CASA Service Centre. Changes to the QMS’s authorities and responsibilities and to the quality management documentation were completed in time for the SAI Global recertification of the CASA Service Centre, which was achieved without any nonconformances in November 2005.

Change implementation team

A change implementation team was formed within the Office of the CEO in February 2005 to assist with the practical aspects of implementing reform.

The team was tasked with helping managers and staff drive and manage the ‘Building a New CASA’ reforms, including development of specific tasks and projects that must be completed to align CASA operations with the new priority policy. The team also coordinated work to implement the new organisational structure and completed the development of a sustainability strategy for CASA.

During 2005–06, the team liaised with CASA people, industry and stakeholders in a range of reviews aimed at discovering better ways of operating. The object was to define CASA’s performance against four criteria:

  • safety effectiveness, with a focus on passengers
  • efficiency
  • industry relations
  • accountability.

The reviews led to many of the change initiatives announced by the CEO on 9 February 2006.

‘Building a New CASA’ reforms

Most of the change initiatives announced by the CEO on 9 February have been completed, or are close to finalisation.

Among the completed tasks are:

  • the recruitment of field safety advisers
  • the appointment of the first three safety system specialists
  • the first general aviation safety assurance program audit
  • establishment of new operational positions based in Brisbane and the establishment of CASA’s operational headquarters in Brisbane
  • consolidation of operational control of general aviation field offices
  • setting up of the office of the Industry Complaints Commissioner.

Good progress is being made using the European model as the basis for new Australian maintenance regulations, an extensive restructuring of the Manufacturing Certification and New Technology Office is close to completion, and work is progressing on delegating more responsibilities to industry.

Table 3 shows progress to 30 June 2006 in implementing the reforms.

Table 3 – Building a New CASA reforms: progress to 30 June 2006
Announced initiative Progress
Effectiveness measures
Review of people in key management positions across CASA. Majority of management positions have been filled.
Focus on bringing in a wider range of staff skills. Safety system specialist role created and three positions filled.

Field safety advisers now recruited.

Air Transport Operations Group creating the air transport inspector role.
Creation of a new role, the safety system specialist. Three safety system specialists recruited.
Creation of special teams to provide revised and increased independent oversight of higher risk, passenger-carrying operations. General Aviation Operations Group has initiated the process for the surveillance of higher risk operators.

The initial audit has been completed.
Six staff within the program delivery section of the Personnel Licensing, Education and Training group will be relocated from Canberra to field offices to create field safety adviser positions. Field safety advisers have been recruited.
Three legal counsel positions will be relocated from field offices to Canberra. Legal counsel positions will be reduced by two. These changes will be completed by the end of this year. Legal Services Group has reduced the number of legal counsel positions.
Announced initiative Progress
Efficiency measures
Approximately 50 Air Transport Operations Group and General Aviation Operations Group positions will be abolished in Canberra. A number of positions will be created in Brisbane and other field offices, according to operational needs. Positions in Canberra have been abolished.

Final stages of staff disengagement from Canberra are in progress.

Positions in the field have been established.
Headquarter functions of both the Air Transport Operations and General Aviation Operations groups will be moved to Brisbane. Air Transport Operations Group and General Aviation Operations Group headquarters have been established in Brisbane.
The NSW Country field office in Canberra will be closed. The Canberra annex of the NSW Country field office is to be closed in October 2006.
Townsville office will close in the longer term and management functions will be moved from the Townsville field office to the Cairns field office. Ongoing.
Where suitable opportunities exist, tasks currently undertaken by the Manufacturing, Certification and New Technologies Office (MCANTO) will be delegated to industry. MCANTO has established delegation processes and a dedicated delegations function.
Operational control of general aviation field offices will be consolidated to Darwin, Brisbane, Melbourne and Perth, with Sydney continuing to act as a separate general aviation field office. The creation of the General Aviation Operations Group regions has been completed.
Delegation options will be explored for the evaluation process of Licensed Aircraft Maintenance Engineers licence applications. Ongoing.
Outsourcing options will be explored for the Licensed Aircraft Maintenance Engineer licence examination process. Personnel Licensing, Education and Training group has carried out a study into the implementation of this initiative, with a further review scheduled at the end of the calendar year (to allow the other changes within the organisation to consolidate).
MCANTO reporting lines in the certification and manufacturing areas will be reduced. Changes to be implemented by the end of the year. Extensive restructuring within MCANTO has been completed. Recruitment to the new structure is almost complete.
Announced initiative Progress
Industry relations measures
CASA’s Service Centre in Brisbane will, in the longer term, become the entry point for all requests for regulatory services currently handled by the field offices and MCANTO. Ongoing.
The European model will be adopted as a starting point for the new Australian maintenance regulations. The Maintenance Regulations Project is implementing this initiative.

Progress has been delayed by lack of Office of Legislative Drafting and Publishing resources, but the project is continuing with innovative solutions to implement the benefits of the European Aviation Safety Agency model through an early transition.
An Industry Complaints Commissioner will be established. The office of the Industry Complaints Commissioner has been established.