Safety and Airspace Regulation Group a three year vision ( ) Mark Swan Director Safety and Airspace Regulation Group 1
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1 Safety and Airspace Regulation Group a three year vision ( ) Mark Swan Director Safety and Airspace Regulation Group 1
2 SARG organisation structure 2
3 The case for change The expectations of our stakeholders are changing Political environment & better regulation principles The regulatory map is evolving Need to modernise and the pressure on Our funding model Performance Based Regulation New / changing technology 3
4 4
5 The SARG vision at a glance Commercial PBR PPI Hub TOM CAA Projects SARG Vision Protecting the public by delivering excellent safety outcomes GA Unit SSP FAS EASA Spectrum MoD 5
6 SARG vision some highlights for today PBR - ESP has enabled us to be the first in Europe to transform to a Performance Based Regulator (PBR), delivering improved value for industry stakeholders, improved safety for UK citizens and putting CAA at the forefront of the regulatory market for PBR as industry business models change. PPI - PPI has delivered the transformational change required to ensure people, processes, systems and tools deliver effectiveness, efficiency and help make PBR a reality. GA - The GA Unit is working effectively and is reducing the regulatory burden on the GA community. 6
7 SARG vision some highlights for today FAS - SARG has enabled airspace changes to occur that meet the Future Airspace Strategy(FAS) objectives, are consistent with EU targets for improved efficiency and capacity, leveraging technology and delivering environmental benefits. EASA - We have enhanced our relationship with EASA through partnering and influencing its work to improve safety and supported UK industry in its transition to the EASA regulatory framework. Hub The shared services hub has delivered improved performance in service levels across the CAA and increased customer satisfaction in their interaction with us for both existing and newly migrated services. 7
8 Next steps for this year Delivering Performance Based Regulation through the Enhancing Safety Performance (ESP) Programme, which is aligned to EASA direction and enhances regulatory relationship and implementing better regulation principles Produce a strategy plan for spectrum release in 2023 Implement the Future Airspace Strategy Implement offshore helicopter review actions and monitor/follow-up recommendations and expectations Provide governance and assurance of the CAA delivery of the state safety plan 8
9 Next steps for this year Deliver the GA Unit regulatory approach and GA programme delivery Refine and improve hub shared services Deliver business change across SARG in support of the implementation of the CAA strategic objectives and SARG vision statements. Deliver options for a future commercial framework that adjusts to market trends Work with CAAi through the creation of new products and services to exploit opportunities for improving safety performance worldwide. 9
10 Areas relevant to BBGA Red Tape Challenge The final report contained a number of recommendations aimed at the wider GA community and the broader CAA (e.g. adoption of PBR approach, regulate airspace as shared resource, avoid goldplating) Hub The ARC renewal online portal is now being used by the BGA. This provides a quicker, easier and lower cost certificate renewal process for owners and maintainers. The Hub itself will provide organisations with a single, coordinated point for contact for all their CAA customer services needs. 10
11 The Hub and efficiencies Brings together transactional activities, previously distributed across the CAA to provide a better service and much greater efficiency General hub services Key stats Pilot licence 50,000 Engineer licence 3,000 Air Traffic licences 2,500 Examinations circ, per month 2,900 Registered aircraft 20,000 Maintenance approvals 1,300 Commercial observations (AoC) 1,180 Certificates of Airworthiness 9,640 Permits to Fly 4,351 Flight tests (inc. complex overseas tests) 1,700 Average of 300+ telephone enquiries per day and 40 same day services provide at our public counter Customer feedback This is so much better than it used to be Cannot believe the difference since last visit. A lot more efficient and pleasing experience well done most helpful and courteous excellent service all round..strong sense of customer satisfaction, not only me but all other applicants sitting around me. Well done. Excellent all round service and a pleasure to renew the EASA licence. Personnel licensing snapshot Delivering 70% more this year with 30% less resources Issued 60,000+ services between 01 Jan Dec 13 Handled average of 300 telephone calls per day Averaged 40 applications for same day services Next Steps Development of online portals Development of premium and fast track service with other public and private sector organisations. 11
12 Standardised European Rules of the Air (SERA) Regulation (EU) No 923/2012 became law 4 December 2012 Essentially transposition of ICAO Annex 2 + parts of Annex 11 Most EU Member States (including UK) deferred implementation to 4 December 2014 UK implementation requires changes to the Rules of the Air 2009 CAA consulted on change proposals, consultation report on CAA website 12
13 Standardised European Rules of the Air (SERA) 64 current UK rules down to 27, these cover issues not addressed by SERA Engaging with EASA regarding VMC below 3,000 ft impacts on Class D CTRs/CTAs, especially VFR transits SERA development continues into 2015 SERA Part C (mostly ATCrelated) 13
14 Performance Based Regulation 14
15 The ESP transformation is focused on Move from compliance based activities over organisations we traditionally regulate; to Target all areas that represent a major risk to UK passengers and the public; Which requires a risk and performance based approach across the total aviation system; And embedding of the better regulation principles. 15
16 Performance based oversight delivery 16 Entities go live in April 2014 Two year Deployment Schedule Apr 14 Jul 14 Oct 14 Q1 ( 15) Q2 ( 15) Q3 ( 15) Q4 ( 15) Q1 ( 16) Q2 ( 16) Entity Groups Flight Ops led Entities 90 AOC led Entities Fixed: Phase 1 60 Helicopter Led Entities: Phase 1 90 AOC led Entities Fixed: Phase 2 60 Helicopter Led Entities: Phase 2 Aerodrome led Entities 50 EASA Aerodromes and 30 additional to be rolled out over 15 months ANSP led Entities Planning ANSP led entities (numbers/schedule to be determined) Airworthiness led Entities Other (GA, CPG, PPT). AW led entities (numbers/schedule to be determined) Proportionate involvement; e.g. adoption of ESP principles Enabling Tool development & deployment (PPI) IT Tools Project Influence tech roadmap, planning Project Priority #1 for Q1/ is Q-Pulse roll-out to Flight Ops (and ASSI), then wider Project Priority #2 for Q2/Q is to develop the next generation of the tools to enable PBO ways of working 16
17 What ESP and PBR means for BBGA BBGA, as with other stakeholder groups, will be prioritised on a risk basis Hazard triangle work, allocating resource to greatest risk Lower risk receive reduced levels of oversight, or lighter touch Expect light touch (unless there is an interface with large public transport) Managed in line with the better regulation principles 17
18 What ESP and PBR means for BBGA Will need your help to develop a sector position on risks and actions to mitigate The PBR rollout has started with the large, high volume, multiple approval organisations and will expect to begin work with BBGA sometime in the early part of next year Compliance has not gone away completely, our focus is to ensure all areas focus on real risks to safety for the public and themselves. 18
19 SARG flight operations and GA Unit The majority of the BBGA aircraft are defined as complex (operated for commercial air transport) They require an AOC and will fall under the oversight of the SARG flight operations team. For complex aircraft operated non-commercially, they will be subject to a future declaration process and any (light touch) oversight will still be with SARG flight operations team. Any BBGA member aircraft which are non complex, and operated noncommercially will be overseen by the SARG the SARG GA unit. Both flight operations team and the GA Unit are developing EASA transition projects in concert to ensure there are no cracks in between. 19
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