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Section 2: Outcomes and Planning Performance

2.1: Outcomes and performance information

The Australian Government requires agencies to measure their intended and actual performance in terms of outcomes. Government outcomes are the results, impacts or consequences of actions by the Government on the Australian community. Agencies are required to identify the output groups which demonstrate their contribution to Government outcomes over the coming year.

CASA's outcome and output are described below, along with performance indicators and targets used to assess and monitor the performance of CASA in achieving government outcomes.

2.1.1: Outcomes 1: Fostering an efficient, sustainable, competitive, safe and secure transport system

Outcome 1 strategy

CASA continues to have one outcome, 'Fostering an efficient, sustainable, competitive, safe and secure transport system', through CASA's vision 'Safe skies for all'. CASA's vision will be achieved by delivering its strategic direction articulated in the Corporate Plan and by performing its day-to-day functions and activities as presented in the group business plans.

Section 1 above outlines the major strategic elements CASA will undertake over the course of the budget year that will contribute to CASA achieving its outcome.

Summary of changes to outputs

There has been a change to CASA's output structure from the 2007-08 Portfolio Budget Statements. In 2008-09 CASA has moved to one output, reducing CASA's outputs from the existing four to one.

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Output 1

Aviation Safety Standards and Oversight:

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

CASA has undergone significant change over the past four years and as a result the 2007-08 structure of four outputs now provides limited value to stakeholders as it no longer reflects CASA's strategic direction as articulated in its Corporate Plan. Reporting against the four outputs became an independent process with no link to CASA's internal planning and reporting framework. The change to one output establishes consistency with CASA's strategic goals and ensures an efficient alignment for reporting against agreed performance measures.

Financial details of CASA's outcome and output are contained in Section 3.2 while non-financial information appears in Section 2.2.

Outcome 1 resource statement

Table 2.1 provides additional detail of Budget appropriations and the total resourcing for outcome 1.

Table 2.1: Total resources for Outcome 1

Contributions to Outcome 1

Performance information identified for Outcome 1 in terms of the departmental output that contributes to its achievement, is detailed below.

Performance information for Outcome 1 - 'Fostering an efficient, sustainable, competitive, safe and secure transport system'.

Contribution to the achievement of the portfolio outcome is assessed through the achievement of the output through realisation of CASA's goals. Refer to Section 1 for an outline of CASA's goals. There are four performance indicators aligned to CASA's goals. CASA has identified a number of measurable targets, as listed below, which will be reported against to measure the attainment of CASA's goals.

Output 1: Aviation Safety Standards and Oversight
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. Components of Output 1: Price of output funding Price of output appropriations. Revenue from other sources. Special Appropriations Aviation Fuel Revenues (Special Appropriation) Act 1988.
Key Performance Indicators	2008-09 Target
Enhanced level of safety effectiveness in the aviation industry.
Number of accidents per hours flown by industry sector.	Reducing trend.
Number of incidents per hours flown by industry sector.	Reducing trend.
Number of fatal accidents involving uncontrolled flight into terrain.	Reducing trend.
Enhanced level of efficiency through CASA services.
Continuous improvement in CASA service delivery.	Service levels maintained in accordance with CASA service delivery standards.
Online Payment System.	Deploy in 2008-09.
Management Succession Program.	Implement in 2008-09.
First stage of the CASA Self-Service Portal.	Implement in 2008-09.
Standardised operational and administrative support procedures for use by all Air Transport Operations Group field offices.	Develop standardised operational and administrative support procedures in 2008-09.
Workforce Capability Framework.	Implement in 2008-09.
Improved industry and other stakeholder relations.
Public perception of air safety in Australia.
Perception of aviation safety in Australia versus leading aviation nations.	Increasing trend in positive perception.
Confidence in the safety of scheduled air travel between capital cities as well as to or from regional centres in Australia.	High or increasing trend in confidence.
Public perception of CASA's performance.	High or increasing trend in positive perception.
Industry perception of CASA's contribution to aviation safety at their specific organisations.
Identification of important safety issues in the individual aviation organisations.	High or increasing trend in industry rating of the usefulness of CASA services.
Provision of useful guidance on setting up safety management systems in organisations.	High or increasing trend in industry rating of the usefulness of CASA services.
Provision of useful information about risk management principles and concepts.	High or increasing trend in industry rating of the usefulness of CASA services.
Improved accountability
Annual number of complaints about CASA regulatory services.	Reducing trend.
Review Audit and Risk Committee Charter and meet all requirements contained in the Charter in view of effective and efficient operation of the Audit and Risk Committee.	Review Audit and Risk Committee Charter by February each year.
Review CASA's risk management framework and provide risk management awareness and educational services to enhance risk management practices throughout CASA.	Review CASA's risk management framework by July each year.
Develop and review the three year Strategic Internal Audit Plan and continue to deliver high quality internal audit services throughout CASA.	Develop and review the three year Strategic Internal Audit Plan by June each year.
Implement revised programs on fraud, ethics and privacy to ensure that CASA staff are aware of their obligations in relation to fraud, ethics and privacy awareness.	Implement programs in 2008-09.
Publish the Annual Procurement Plan.	Publish on AusTender by June 2009.

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