Portfolio outcome and performance information
CASA is part of the Infrastructure and Transport portfolio, which has three portfolio outcomes:
- Outcome 1: Improved infrastructure across Australia through investment in and coordination of transport and other infrastructure.
- Outcome 2: An efficient, sustainable, competitive, safe and secure transport system for all transport users through regulation, financial assistance and safety investigations.
- Outcome 3: Coordinated community infrastructure and services in rural, regional and local government areas through financial assistance.
CASA’s appropriations and responsibilities are derived from the second portfolio outcome and supported by CASA’s specific single outcome with program objectives, key performance indicators and program deliverables. The program deliverables are the CASA goals identified in the Corporate Plan and linked explicitly to CASA’s contribution to the portfolio outcome.
Therefore, CASA’s single portfolio outcome will be achieved by delivering its strategic direction, articulated in the Corporate Plan, and by performing its day-to-day regulatory functions and activities as presented in CASA’s divisional business and risk management plans. Figure 2.1 shows the link between the Portfolio Budget Statements outcome program structure and the Corporate Plan.
At the portfolio level, two key performance indicators are used to assess CASA’s performance (see Table 2.1).
A detailed review against the program deliverables (CASA goals, which include objectives, initiatives and performance measures set out in the CASA Corporate Plan 2009-10 to 2010-11) is presented in the next section.
|Number of accidents per hours flown, by industry sector||Reducing trend||
For commercial air transport—high-capacity regular public transport (RPT), low-capacity RPT and charter—although the accident rate had climbed in 2007 and 2008, the number of accidents reduced from 29 (2008) to 11 in 2009. There were no fatal air transport accidents in 2009.
The accident trend was mostly driven by changes in the accident rate for charter operations. Charter has an accident rate that is about five times that of low-capacity and high-capacity RPT.
For general aviation—aerial work, flying training, and private/business and (VH-registered) sport aviation—the number of accidents has remained generally consistent since 2007. In 2009, there were 126 accidents, including 18 fatal accidents. Compared with flying training, aerial work has an accident rate per million hours that is two times higher, and private/business has an accident rate that is 2.5 times higher. In terms of fatal accidents per million hours, the fatality rate in aerial work is three times higher than in flying training, and private/business is at least six times higher.
|Number of incidents per hours flown, by industry sector||Reducing trend||
The number of serious incidents for commercial air transport reduced from 45 (2007 and 2008) to 26 in 2009.
For general aviation, numbers of serious incidents have remained generally consistent since 2007. In 2009, there were 95 serious incidents.
a Aviation occurrence statistics 1999 to 2009, Air Transport Safety Bureau transport safety report.
Note: Many government agencies and the wider aviation industry contribute to these key performance indicators.
|Portfolio Budget Statements and outcome program structure||
Maximise aviation safety through a regulatory regime, detailed technical material on safety standards, comprehensive aviation industry oversight, risk analysis, industry consultation, education and training
Civil Aviation Safety Authority
Develop and maintain a quality safety regulatory framework and oversight its application through effective entry control, surveillance, education and enforcement to maintain, enhance and promote civil aviation safety
Program key performance indicators:
(CASA Corporate Plan 2009-10 to 2010-11)
Enhanced focus on regulating aviation safety
Enhanced governance and operational efficiency
Enhanced relationships with key aviation participants
|Initiatives and performance measures|
Note: Four program deliverables were identified in the 2009-10 Portfolio Budget Statements (PBS), in contrast to three program deliverables shown in this figure. This is due to the streamlining of program deliverables to align with the CASA goals identified in the Corporate Plan 2009-10 to 2010-11, which occurred after the publication of the 2009-10 PBS. The 2010-11 PBS correctly identifies the three program deliverables as shown in Figure 2.1.