[Peetwo]

Off with the fairies! 

Well now that CC Beaker is back from Toulouse we finally get a mad flurry of activity from the embarrassingly poor performing ATSB...

From off @atsbinfo twitter account:

@atsbinfo Aug 30

ATSB releases corporate plan outlining its priorities and objectives over the next 4 years http://www.atsb.gov.au/about_atsb/corporateplan2015.aspx …

..&

@atsbinfo Aug 30

ATSB corporate plan also responds to Minister's statement of expectations http://www.atsb.gov.au/about_atsb/ministers-statement-of-expectations.aspx#.VeOnS-H8uLU.twitter …

After reading the ATSB CP the tweet directly above is absolute bollocks...   

Corporate Plan 2015–16


Introduction

As the accountable authority of the Australian Transport Safety Bureau (ATSB), I am pleased to present the ATSB’s Corporate Plan for 2015–16, which covers the period 2015–16 to 2018–19.

This Corporate Plan sets out the ATSB’s purpose, its strategies for achieving that purpose and how the effect of the strategies and the attainment of the ATSB’s purpose will be measured. It has been prepared in accordance with paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013. The Plan takes account of the relevant provisions of the Transport Safety Investigation Act 2003 (the TSI Act), which establishes the ATSB. It also has regard to the views of the Minister for Infrastructure and Regional Development on the ATSB’s strategic direction as notified under Section 12AE of the TSI Act.

The TSI Act provides that the ATSB’s primary purpose is to improve the safety of aviation, rail and marine transport through accident investigation, data analysis and safety education. It must do so independently, but in cooperation with the other organisations that share responsibility for transport safety, including counterpart organisations in other countries. Successive governments, including the current one, have indicated that, in carrying out its role, the ATSB should give priority to the safety of the travelling public.

The ATSB is required to maintain the people, information and systems to be a world leader in its field. This includes the standing capability to respond immediately to a significant transport safety event, whether it be a major accident or, as is the current case, to undertake a major safety project such as the search for the missing Malaysia Airlines flight MH370. This plan sets out its strategies for doing so in an environment of fast technological advances, constrained resources and significant demographic change in its workforce.

The ATSB has consistently proven itself to be at the forefront internationally in its capability and in its results. I look forward to continuing that achievement as the ATSB implements this Corporate Plan.
 
Martin Dolan
Chief Commissioner
31 August 2015
 
Purpose
Environment
Performance
Capability
Risk oversight and management
Values and principals

This section is so full of horse-pooh & bollocks I simply had to quote it LOL...

Risk oversight and management


The ATSB has established a risk management framework which facilitates the assessment of risk across the ATSB’s broad range of business activities. The ATSB uses its enterprise risk assessments to identify obstacles to the ATSB achieving its objectives as well as to identify opportunities for improved service delivery. Risk management in the ATSB is about improving organisational performance and resilience, providing the ATSB with confidence to make difficult decisions and seize opportunities.

The ATSB’s Risk Management Policy and Guidelines are reviewed and updated annually and approved by the Chief Commissioner as the Accountable Authority, the Commission and the Audit Committee. The Policy and Guidelines are intended to be read with the ATSB Enterprise Risk Register and Management Plan. These documents facilitate an agency-wide understanding of the ATSB’s risk profile which, in turn, informs the identification, control and treatments of risk at both the Enterprise and business unit level.

As Australia’s national aviation, maritime and rail safety investigator, the ATSB is experienced in risk management for the purpose of identifying safety risks in the industry so that they can be effectively managed. In a risk management framework, these safety risks are shared risks where the ATSB, the regulator and industry participants need to work together in order to be able to improve safety.

In its Enterprise Risk Register the ATSB has recognised that its ability to identify significant risks to aviation safety is at risk due to factors such as the tight resource environment which affects the ATSB’s capacity to analyse data and conduct systemic investigation. The ATSB has a number of controls in place to try and manage this risk including scoping and prioritising investigations. The ATSB Strategic Workforce Plan will assist the agency with the management of its tight resources to the greatest effect.

The ATSB continues to implement its risk management framework to assist the agency with overcoming major challenges related to growth and change. Recently the ATSB risk managed its expansion to become the national rail investigator as part of the National Rail Safety Reforms. The ATSB is currently using a mature approach to risk management to guide its activities in the search for the missing Malaysia Airline aircraft MH370.

Searching for missing aircraft and planning for their recovery are not part of the ATSB’s core business. However, the ATSB has been able to undertake the lead role in the search by ensuring that it is proactive in identifying the obstacles to a successful operation and adapting and mobilising resources expediently to overcome these obstacles.
 
To ensure the ATSB continues to overcome risks to its core business and take on challenges that require the agency to adapt and change, the ATSB will advance its risk management framework, in line with the Commonwealth Risk Management Framework.

The ATSB will align its risk management framework with its Corporate Plan and other business planning documents to ensure risk management is fully integrated into all the ATSB’s business activities in order to:

• inform the overall strategic picture with consideration of individual business unit risks
  
• inform strategic planning and the allocation of resources
  
• encourage an appreciation of entity wide risk and allow business units to individually contribute to the ATSB’s enterprise risk mitigation
  
• provide an ATSB-wide perspective on risk management across the range of enterprise and individual business unit risks
  
• inform decision making on optimising the design and efficiency of risk controls
  
• implement a consistent approach to the assessment and management of risks for both operational tasks and corporate service delivery
  
• minimize exposure to risk by having enterprise risk treatments and risk controls integrated into all aspects of the ATSB’s business
  
• ensure that all business units consider contributing treatments at business unit level in mitigating agency enterprise risks
  
• ensure that ATSB management and staff maintain a focus on risk and risk management in their day-to-day activities, contract management, service delivery and forward planning
  
• ensuring that ATSB staff consider risk in both an external and internal context
  
• provide assurance that shared risks are properly identified and addressed
  
• assist in an understanding whether the risks associated with ATSB business processes impact the ATSB and/or external parties
  
• ensure that, for all risks rated medium and above, contingency plans are in place if the risk event is realised.
  

{Comment: The bit in bold to do with the MH370 SIO deep sea search - What a load of bollocks & God help the NOK!}

Dear Miniscule if you cannot see by now that this Muppet is taking the Mickey Bliss of you & the Abbott Government, well put simply - you are off with the fairies??  

MTF..P2

ps Geez those KPIs are a bit dodgy Beaker...