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CASA Annual Report 2004-05 - Part 2: Operational Report

Part 2: Operational Report

Performance framework

The performance framework within which CASA operates is shown in Figure 7.

Corporate planning process

The strategies and initiatives CASA pursued in 2004-05 were developed in the rolling three-year corporate planning process.

This process focuses on the factors that CASA believes will be critical to success in:

  • meeting the challenge of leading the aviation community in providing Australia with a world class air safety environment, which has public trust and confidence
  • achieving the vision of 'Safe Skies for All'; and
  • making an effective contribution to the portfolio outcome of 'A better transport system for Australia'.

The four outputs shown in Figure 7 are closely interrelated in how well CASA achieves its vision and in the contribution CASA makes to the portfolio outcome. This interrelationship is reflected in the effectiveness indicators shown on the chart, each of which draws on the achievement of objectives across the outputs. Achievement of CASA's Corporate Plan for 2004-05 to 2005-06 was monitored during the year by way of quarterly performance reports, reviewed internally.

The Minister, to whom the plan was submitted in June 2005, received a performance report with CASA's submission of its new corporate plan for 2005-06 to 2006-07.

Figure 7 - Performance Framework

Figure 7 - Performance Framework

As part of the October 2003 corporate governance changes, CASA's corporate plans are now formally subject to the Minister's approval under section 44 of the Civil Aviation Act. CASA submitted a corporate plan to the Minister at the end of June 2005.

Output cost attribution

CASA has a fully integrated budget and costing framework, which has been in place for several years. This cost attribution model has been consistently applied to obtain the cost of outputs. The general methodology of determining direct costs and controllable expenses to outputs is based on the daily capture of staff time against approved business activities, which aggregate to CASA's four outputs. Accordingly, the direct costs of business activities are known and each business activity linked to an individual CASA output. Overhead costs are attributed to CASA's outputs based on the direct staff-hours being consumed in the delivery of CASA's four outputs.

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