Airservices CEO resigns
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Ranga, you are have hit the nail on the head. Here's part of a post of mine on another thread only last week, including part of the transcript of the Senate estimates hearings.
I remember in 2006 and prior, Id be lucky to do three ED's a year. Now I get called every second or third cycle for an AD, including on rec leave (last week)! In that time, the organisation has grown by 900 people, yet the annual reports show that controllers numbers have essentially stayed the same...
Can someone remind me, what our core function is again?...
...Cheers
Hoboe
P.S.: A bit of thread drift but you know what else really pi$$e$ me off - when they boast in Azimuth about the new AWB refurbishment and how staff are encouraged to come down to their mockup (for want of a better word) to, amongst other things, select their preferred design of chair for their workstation! Have you seen the sad excuse for controller chairs in Brisbane Centre, and I'm sure its the same in Melbourne, and Towers around the country.
And for those asking, I sent an email to an ALM in 2009, (yes I've kept it), outlining my concern for the quality of chairs in our aisle in Brisbane Centre, and the response was - wait for it - don't hold your breath - NOTHING!. Did not even bother to acknowledge my request verbally, let alone respond to my email, guess there was more important things like the imminent deployment of FPCF...
Decode for those unfamiliar:
ED - Emergency duty i.e. controllers called in to fill a hole at short notice
AD - Additional duty - essentially the renaming of ED, as it was occurring more often and continues to do so. If it was still an ED maybe people would start to ask questions about staffing requirements.
Azimuth - Internal magazine
AWB - Allan Woods Building - ASA headquarters in Canberra
ALM - Middle level manager
Senator XENOPHON: I go to the issue of Airservices Australia's expense of staff numbers since you took over the CFO role. You have been CFO since when—2006-07?
Mr Clark: Correct.
Senator XENOPHON: Back then, the expenditure was in the order of $575 million, with staff numbers of 2,996. Is that about right?
Mr Clark: Broadly, Senator, yes.
Senator XENOPHON: In 2010-11, the figures I have are that the expenditure is $772.6 million, with staff numbers of 3,886, an increase of 29.7 per cent and 890 extra staff members. Of that 29 per cent increase, what increase was there in air traffic controllers in that time?
Mr Clark: The number of air traffic controllers has increased slightly over that period of time. I can certainly provide more detail on notice.
Senator XENOPHON: Not by 29 per cent, though.
Mr Clark: No. Not by 29 per cent.
Senator XENOPHON: I suggest to you maybe only two or three per cent?
Mr Clark: Correct.
Senator XENOPHON: Back then, the expenditure was in the order of $575 million, with staff numbers of 2,996. Is that about right?
Mr Clark: Broadly, Senator, yes.
Senator XENOPHON: In 2010-11, the figures I have are that the expenditure is $772.6 million, with staff numbers of 3,886, an increase of 29.7 per cent and 890 extra staff members. Of that 29 per cent increase, what increase was there in air traffic controllers in that time?
Mr Clark: The number of air traffic controllers has increased slightly over that period of time. I can certainly provide more detail on notice.
Senator XENOPHON: Not by 29 per cent, though.
Mr Clark: No. Not by 29 per cent.
Senator XENOPHON: I suggest to you maybe only two or three per cent?
Can someone remind me, what our core function is again?...
...Cheers
Hoboe
P.S.: A bit of thread drift but you know what else really pi$$e$ me off - when they boast in Azimuth about the new AWB refurbishment and how staff are encouraged to come down to their mockup (for want of a better word) to, amongst other things, select their preferred design of chair for their workstation! Have you seen the sad excuse for controller chairs in Brisbane Centre, and I'm sure its the same in Melbourne, and Towers around the country.
And for those asking, I sent an email to an ALM in 2009, (yes I've kept it), outlining my concern for the quality of chairs in our aisle in Brisbane Centre, and the response was - wait for it - don't hold your breath - NOTHING!. Did not even bother to acknowledge my request verbally, let alone respond to my email, guess there was more important things like the imminent deployment of FPCF...
ED - Emergency duty i.e. controllers called in to fill a hole at short notice
AD - Additional duty - essentially the renaming of ED, as it was occurring more often and continues to do so. If it was still an ED maybe people would start to ask questions about staffing requirements.
Azimuth - Internal magazine
AWB - Allan Woods Building - ASA headquarters in Canberra
ALM - Middle level manager
Last edited by hoboe; 1st Jun 2012 at 21:17. Reason: spelling
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like the imminent deployment of FPCF
Won't the airlines be pleased, didn't happen on TFNs watch though, he left before it was canned. I hate to think of the waste.
Thread Starter
Tontine,
Slight thread drift but then again.....
Is your info that the TAAATS Eurocat Seamless Upgrade is dead???
Wow if true, goodbye automatic conflict detection and UPRs as you say.
Gosh, wait until the minister and airlines hears about this.
The next Senate Estimates will be even more interesting.
If true Not a good week re AsA's relationship with Thales.
Cause the other rumour also going round BN Centre was that because of some issues, AsA will not be upgrading the Eurocat software for 2012 Flight Plan...
Be interested if you know what Plan B is?
Slight thread drift but then again.....
Is your info that the TAAATS Eurocat Seamless Upgrade is dead???
Wow if true, goodbye automatic conflict detection and UPRs as you say.
Gosh, wait until the minister and airlines hears about this.
The next Senate Estimates will be even more interesting.
If true Not a good week re AsA's relationship with Thales.
Cause the other rumour also going round BN Centre was that because of some issues, AsA will not be upgrading the Eurocat software for 2012 Flight Plan...
Be interested if you know what Plan B is?
Last edited by ER_BN; 8th Jun 2012 at 00:35.
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Employee Opinion Survey - Spin, Spin Spin
So, only 65% staff bothered to even complete the survey (indicating that 35% of staff couldn't give a sh*t about the place - and of those who did complete the survey, there must have been some of them who were totally p*ssed off about the place), yet the AWB spin-doctors are trumpeting a magnificent "70% engagement of staff" outcome from the survey - the best ever!
So no doubt the Exec will pat themselves on the back and award themselves a nice bonus for excelling.
How on earth can they compare these surveys between years (when they use a different methodology and was conducted by a different mob this year), then have the hide and audacity to trumpet an all-time high 70% engagement!!
What a lot of nonsense.
AFS supposedly had a 100% return rate, yet some in that camp claim to have never opened let alone submit the survey.
So, yet again more lies and spin from BS-castle.
So no doubt the Exec will pat themselves on the back and award themselves a nice bonus for excelling.
How on earth can they compare these surveys between years (when they use a different methodology and was conducted by a different mob this year), then have the hide and audacity to trumpet an all-time high 70% engagement!!
What a lot of nonsense.
AFS supposedly had a 100% return rate, yet some in that camp claim to have never opened let alone submit the survey.
So, yet again more lies and spin from BS-castle.
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Seamless upgrades given up. Confirmed with techs.
FPCF cannot be used as envisioned without seamless upgrades. Therefore no universal free flight.
Plan B will probably be the usual i.e. 5 year plans every year, engagement surveys, doing more with less, SDE, accountability, listen to industry stakeholders, waffle, waffle, promise,promise,deny,deny, renegade controllers fault.
FPCF cannot be used as envisioned without seamless upgrades. Therefore no universal free flight.
Plan B will probably be the usual i.e. 5 year plans every year, engagement surveys, doing more with less, SDE, accountability, listen to industry stakeholders, waffle, waffle, promise,promise,deny,deny, renegade controllers fault.
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We have a refurb of 'empire central' in Canberra where our participants are invited to choose their favourite chair! I can show you photos of chairs in the centre that haven't been replaced for 10 years with the fabric worn through where your legs rest on it. I'd say 30-40% of the seat backs are broken or defective. BUT, let's make sure the haters in Canberra are sorted.
I think there is also an ingrained lack of respect for operational staff and the jobs they do; whether they be pilots, air traffic controllers, or the multitude of other workers who keep aircraft in the air. There is little recognition of the daily pressure faced by operational staff or the skills they have, because the perception is that if those people were worthy of respect, wouldn't they be managers? They're not, so they must be failures and they can safely (ha ha
) be ignored and dismissed as 
wits. When those operational people raise issues about safety, staffing or bad practice all too often they're dismissed as whingers, drama queens or trouble makers, because after all...accidents can't happen.
Accidents can and do happen, often because a systemic failure allowed one person's poor decision to lead to a catastrophic outcome. Often, aviation activities are only two or three human errors away from an accident. Sometimes it's less than that. However, to the average manager, that's an undefined, fuzzy risk when weighed up against the actual risk to them (no bonus, career suicide) of a budget blowout or bringing bad news to the organization's leaders. All too frequently they surround themselves with happy, ignorant little people who subscribe to the same world view, and distance themselves from the crusty cynics with actual experience who challenge their rosy garden outlook.
In too many aviation organizations the medium has become the message and Management has become the organization's prime focus at the expense of the core business the organization is supposed to provide, whether that be aircraft transport, air traffic control or operational support. The core business becomes sidelined in a sea of budget wrangles, buzzwords and managerial one-upmanship, leaving the people who make the core business function floundering with no support, ageing equipment and a lack of training and staff.
Additionally, as Jack points out, many aviation managers these days have little or no frontline experience in the service they're tryng to manage. They don't understand the often complex and stressful duties their staff perform day after day, and value their skills somewhere below giving a good presentation to the board about Outcomes and doing up a beaut Powerpoint slideshow to accompany it. Addtionally, many operational staff are inherently bad at blowing their own trumpets, so they get left behind with their concerns unheard while the organization's leaders pat each other on the back about being underbudget and get themselves some fancy new chairs.
Meanwhile, about those accidents...They can't happen, right?
Last edited by Worrals in the wilds; 3rd Jun 2012 at 12:37.
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asa and Ministerial Directions - Oversight
From the annual report of 2011, the following may go somewhat to explain the situation now occurring:
Look at the time delays and the long term safety implications!!
AND Further:
Safety???
To me that adds up to in fact - 2.21 breakdowns of seperation/ 100,000 movements
Please explain Mr. AirServices.
Core Business indeed
Ministerial directions 1996 – Handling of aircraft noise complaints
Airservices dedicated Noise Enquiry Unit provides information about noise complaints. Airservices created a Community Relations section on 25 October 2010 within its Environment group to liaise with Airport consultative forums and communities impacted by aircraft noise.
Airservices has also agreed to implement all 18 recommendations in the initial report
of the Aircraft Noise Ombudsman (refer to Aircraft Noise Ombudsman for more detail).
1997 – Sydney Long Term Operating Plan Airservices continues to provide air traffic management in Sydney under the provisions of the Long Term Operating Plan (LTOP) which seeks to provide a safe and efficient air traffic environment while minimising, as much as possible, noise intrusions on surrounding suburbs. Airservices continues to closely monitor and report on LTOP operations via its website.
1999 – Responsibilities in relation to the environmental effects of aircraft
Airservices promotes high quality environmental practices in regard to aircraft operations and is working closely with airlines and airports. The introduction of new technologies will deliver benefits in safety and efficiency and savings in fuel, time and emissions. Airservices continues to provide noise and flight path monitoring systems
and the Noise Enquiry Unit to provide information to the public on noise issues.
2004 – Provision of approach radar services at specific airports
Ten airport locations are subject to this direction. In July 2010, CASA completed a
safety assessment of these locations and found no immediate safety concerns. Airservices released a plan for the phased implementation of enhanced surveillance and air traffic management services at these locations for industry consultation. The first of these enhancements occurred in Tasmania in early June 2011.
Airservices dedicated Noise Enquiry Unit provides information about noise complaints. Airservices created a Community Relations section on 25 October 2010 within its Environment group to liaise with Airport consultative forums and communities impacted by aircraft noise.
Airservices has also agreed to implement all 18 recommendations in the initial report
of the Aircraft Noise Ombudsman (refer to Aircraft Noise Ombudsman for more detail).
1997 – Sydney Long Term Operating Plan Airservices continues to provide air traffic management in Sydney under the provisions of the Long Term Operating Plan (LTOP) which seeks to provide a safe and efficient air traffic environment while minimising, as much as possible, noise intrusions on surrounding suburbs. Airservices continues to closely monitor and report on LTOP operations via its website.
1999 – Responsibilities in relation to the environmental effects of aircraft
Airservices promotes high quality environmental practices in regard to aircraft operations and is working closely with airlines and airports. The introduction of new technologies will deliver benefits in safety and efficiency and savings in fuel, time and emissions. Airservices continues to provide noise and flight path monitoring systems
and the Noise Enquiry Unit to provide information to the public on noise issues.
2004 – Provision of approach radar services at specific airports
Ten airport locations are subject to this direction. In July 2010, CASA completed a
safety assessment of these locations and found no immediate safety concerns. Airservices released a plan for the phased implementation of enhanced surveillance and air traffic management services at these locations for industry consultation. The first of these enhancements occurred in Tasmania in early June 2011.
AND Further:
Safety???
Air traffic service (ATS) attributed en route breakdowns of separation rate
[3-year average per annum to 2010–11 2010–11 target 2010–11 actual]
ATS attributed number of en route breakdowns of separation per 100,000 flight hours (12-month moving average) 1.06 <1.25 1.26 1
ATS attributed terminal area breakdowns of separation rate
ATS attributed number of terminal area breakdowns of separation per 100,000 movements (12-month moving average) 0.98 <1.50 1.00
ATS attributed tower breakdowns of separation rate
ATS attributed number of tower breakdowns of separation per 100,000 movements (12-month moving average) excluding GAAP towers 0.56 <1.50 0.21
[3-year average per annum to 2010–11 2010–11 target 2010–11 actual]
ATS attributed number of en route breakdowns of separation per 100,000 flight hours (12-month moving average) 1.06 <1.25 1.26 1
ATS attributed terminal area breakdowns of separation rate
ATS attributed number of terminal area breakdowns of separation per 100,000 movements (12-month moving average) 0.98 <1.50 1.00
ATS attributed tower breakdowns of separation rate
ATS attributed number of tower breakdowns of separation per 100,000 movements (12-month moving average) excluding GAAP towers 0.56 <1.50 0.21
Please explain Mr. AirServices.
Core Business indeed
Worrals, your concerns refer to the same state of mind as NASA'a managers prior to Two Space shuttle accidents.
Feynemans famous appendix refers:
Feynman's Personal Observations On The Reliability Of The Space Shuttle
Personal observations on
the reliability of the Shuttle,
by R.P. Feynman
Introduction
It appears that there are enormous differences of opinion as to the probability of a failure with loss of vehicle and of human life. The estimates range from roughly 1 in 100 to 1 in 100,000. The higher figures come from the working engineers, and the very low figures from management. What are the causes and consequences of this lack of agreement? Since 1 part in 100,000 would imply that one could put a Shuttle up each day for 300 years expecting to lose only one, we could properly ask "What is the cause of management's fantastic faith in the machinery?"
Feynemans famous appendix refers:
Feynman's Personal Observations On The Reliability Of The Space Shuttle
Personal observations on
the reliability of the Shuttle,
by R.P. Feynman
Introduction
It appears that there are enormous differences of opinion as to the probability of a failure with loss of vehicle and of human life. The estimates range from roughly 1 in 100 to 1 in 100,000. The higher figures come from the working engineers, and the very low figures from management. What are the causes and consequences of this lack of agreement? Since 1 part in 100,000 would imply that one could put a Shuttle up each day for 300 years expecting to lose only one, we could properly ask "What is the cause of management's fantastic faith in the machinery?"
Last edited by Sunfish; 3rd Jun 2012 at 19:38.
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Incoming Angus has a hell of a job to do; if the Minister and the mandarins are chuffed to bits with the current AsA the 100 million profit and very nicely insulated (thank you) against the remote chance of repercussions, the title Mission Impossible springs to mind.
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Roll up- roll up
.Albo 's – 4 ball juggling act. Coming to a circus near you – soon.
Watch this amazing artiste manage the "Balls of Death"; as the lights dim and the drum roll softly dies away Albo the Amazing is balance on a sword blade, suspended high above a trough of boiling pony pooh.
But this is not the thing our hero fears most; no the most deadly part of this world famous juggling act is the dismount. The applause at the end triggers both the airbag and safety net, no applause the system will not work.
The difficulty is increased by a noisy crowd hurling unpleasant truths, aircraft parts, wrecked careers and really nasty figures, such as the research costs to ensure the reduction of kerosene showers over Albo 's remote village.
So lets sit still as little mice and watch quietly as this great artiste performs the worlds most dangerous act; trying to convince the world that his potential for disaster ball has not conflicted his safety control ball and his airport ball does not bounce off the legal tricks ball.
The secret is in the Amazing Separation Science developed in a publicly funded underground laboratory, if this fails – all bets are off. Drop one, drop all.
Book ahead. (pensioners and children half price for the matinee performance).
Watch this amazing artiste manage the "Balls of Death"; as the lights dim and the drum roll softly dies away Albo the Amazing is balance on a sword blade, suspended high above a trough of boiling pony pooh.
But this is not the thing our hero fears most; no the most deadly part of this world famous juggling act is the dismount. The applause at the end triggers both the airbag and safety net, no applause the system will not work.
The difficulty is increased by a noisy crowd hurling unpleasant truths, aircraft parts, wrecked careers and really nasty figures, such as the research costs to ensure the reduction of kerosene showers over Albo 's remote village.
So lets sit still as little mice and watch quietly as this great artiste performs the worlds most dangerous act; trying to convince the world that his potential for disaster ball has not conflicted his safety control ball and his airport ball does not bounce off the legal tricks ball.
The secret is in the Amazing Separation Science developed in a publicly funded underground laboratory, if this fails – all bets are off. Drop one, drop all.
Book ahead. (pensioners and children half price for the matinee performance).
Last edited by Kharon; 3rd Jun 2012 at 23:48. Reason: Make more sense than current policy
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Jack Ranga - We move more and more traffic every day with the same amount of controllers, we are amongst the most efficient in the world when it comes to movements verse staff members. You will get no thanks from ASA for what you do.
Seeing as this is to do with expenditure I felt he(the senator) could have pursued it further instead of trying to be a know it all about Butson and other superscillious matters.
EOS result are in!
So I just attended the EOS presentation...here are the figures for ATC
60% Response Rate : 66% Engagement index
So lets have a look at real numbers.
60% of 1283 = 770 people responded (Which means 513 people didn't)
Of that 770 ony 66% said thay had positive engagement (508 people).
Of the 1283 that makes only 40% of people that have positive engagement.
The problem is we don't know exactly who responded and who didn't but I think they are coming to incorrect conclusions based on incomplete data. For example, how many active ATCers are there? about 480-490. You could make the conclusion that not one active ATCer completed the questionare. Now I am pretty sure some of them did, but it does highlight how many people they are excluding from their results.
Interesting that there seems to be about about 800 support staff for about 500 active controllers. Thats nearly 2 support staff per controller just in ATC.
Other interesting points of note from those that did respond;
1. It seems we are all happy with out work. No surprises there, I am sure most of us actually like our job
2. There seems to be alot of disappointment with the performance of management. Surprisingly the comment was made that they don't understand that and they will have to look into why that is....I can give them a hint.....your Mangement sucks!!
3. Nearly all of the ATC support areas (Ops and Business) had 100% response rate....what people will do for a chocolate.
So its all onward and upward as far as Management is concerned.
Alpha
60% Response Rate : 66% Engagement index
So lets have a look at real numbers.
60% of 1283 = 770 people responded (Which means 513 people didn't)
Of that 770 ony 66% said thay had positive engagement (508 people).
Of the 1283 that makes only 40% of people that have positive engagement.
The problem is we don't know exactly who responded and who didn't but I think they are coming to incorrect conclusions based on incomplete data. For example, how many active ATCers are there? about 480-490. You could make the conclusion that not one active ATCer completed the questionare. Now I am pretty sure some of them did, but it does highlight how many people they are excluding from their results.
Interesting that there seems to be about about 800 support staff for about 500 active controllers. Thats nearly 2 support staff per controller just in ATC.
Other interesting points of note from those that did respond;
1. It seems we are all happy with out work. No surprises there, I am sure most of us actually like our job
2. There seems to be alot of disappointment with the performance of management. Surprisingly the comment was made that they don't understand that and they will have to look into why that is....I can give them a hint.....your Mangement sucks!!
3. Nearly all of the ATC support areas (Ops and Business) had 100% response rate....what people will do for a chocolate.
So its all onward and upward as far as Management is concerned.
Alpha
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The numbers and asa [airservices]
For the data on traffice movements, which are not even found in the annual treport, but are in the Departments site at:
Airport traffic data
So if we do the sums, that gives us 13.75 [100,000 movements] and 2,21 breakdowns of seperation per 100,000
Explain ASA - 30 breakdowns of seperation - Is this why tha data is not in your annual report??
Airport traffic data
So if we do the sums, that gives us 13.75 [100,000 movements] and 2,21 breakdowns of seperation per 100,000
Explain ASA - 30 breakdowns of seperation - Is this why tha data is not in your annual report??
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When you say "explain ASA" who are you suggesting is responsible for failing to separate aircraft?? I don't really get where this is going? Who are you trying to blame?
I know that if I have a loss of separation - in the end it is MY FAULT. If I do my job properly (which is what I am trained and paid very well to do) it is also my fault. People make mistakes but you still have personal responsibility for your stuff ups. That's why you get paid what you do.
I don't get this blame everyone else attitude...
EDIT - OK am I way off track here? Yep. Sorry
I know that if I have a loss of separation - in the end it is MY FAULT. If I do my job properly (which is what I am trained and paid very well to do) it is also my fault. People make mistakes but you still have personal responsibility for your stuff ups. That's why you get paid what you do.
I don't get this blame everyone else attitude...
EDIT - OK am I way off track here? Yep. Sorry
Last edited by Baileys; 4th Jun 2012 at 02:57.
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I think the overiding view from most ATC's is that ASA as an organisation lacks integrity from it's management. There is no accountability for failed projects.
ASA massively over-promises and under-delivers. And for that the industry pays, which in turn is passed onto YOU the taxpayer. I'd like to see Russell's remuneration, in particular any bonuses that were paid and for what reason?
ASA massively over-promises and under-delivers. And for that the industry pays, which in turn is passed onto YOU the taxpayer. I'd like to see Russell's remuneration, in particular any bonuses that were paid and for what reason?
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Let's just hide the truth...
Article below has purported by 'Roxton, the Minister for Manly Hairstyles'!
This is how government and associated departments will ensure you don't get to see what your hard earned taxpayer funds are actually getting blown on!
And they call this 'transparency'? Don't fix the problem, just paper over the facts. No wonder Fort Fumble and ASA are dysfunctional basket case's.
This is how government and associated departments will ensure you don't get to see what your hard earned taxpayer funds are actually getting blown on!
And they call this 'transparency'? Don't fix the problem, just paper over the facts. No wonder Fort Fumble and ASA are dysfunctional basket case's.
Slipper's epenses out of the bag but rest likely to stay secret
Linton Besser, Matthew Moore
June 4, 2012
PETER SLIPPER'S new coat and tails cost taxpayers $1248.
His total travel bill in his first six months as Speaker of the Parliament was
more than $18,000. He has spent more than $8500 on catering.
It will be the first - and probably only - time the Parliament discloses what
perks it pays federal politicians.
Mr Slipper's spending figures were obtained by the Herald under
freedom of information in what is believed to be the first successful
application in the Parliament's history. <iframe id="dcAd-1-3" src="http://ad-apac.doubleclick.net/adi/onl.wa.news/opinion/politicalnews;cat=opinion;cat1=politicalnews;ctype=article;p os=3;sz=300x250;tile=3;ord=3.1679004E7?" width='300' height='250' scrolling="no" marginheight="0" marginwidth="0" allowtransparency="true" frameborder="0"> < /iframe>
But the Attorney-General, Nicola Roxon, has said the government will shield remaining MPs from such scrutiny by moving Parliament outside the reach of FOI.
Her office said she was considering a bill to ensure the perks Parliament
paid or administered - as well as the $230 million a year its departments
managed - remained secret. ''It has been long-accepted practice that the
parliamentary departments are exempt from FOI,'' her spokesman said in a statement. ''The government is considering its options to correct this
anomaly.''
An FOI expert, Peter Timmins, said the planned legislation was a serious
setback for accountability, noting that the government had failed to properly overhaul the way politicians were remunerated after a landmark inquiry in March last year recommended root-and-branch reform.
'They receive or administer significant amounts of public money that are not subject to the same standards of accountability and transparency that other government agencies are subject to,'' Mr Timmins said.
''Why don't we have a single system that is transparent so that we can see online how this money is being spent in real time?'' he said, citing the
Scottish Parliament as an example of where such measures were in place.
Since freedom-of-information laws were introduced in Australia, the Federal Parliament has been considered off limits. The bureaucracy might have to account for its spending but the Parliament and its politicians do not, despite the recommendations of the Law Reform Commission that Parliament should be covered.
But in 1999, when a new parliamentary services law was introduced, the three agencies that run the Parliament were accidentally exposed to the legislation. No one noticed until now.
In late April, the serjeant-at-arms of the House of Representatives, Robyn
McClelland, denied the Sunshine Coast Daily access to information about
Peter Slipper's expenses as deputy speaker: ''Such details have not been
released previously and we do not propose to make the details that you have requested available to you at this time.''
But the matter came to the attention of the Australian Information
Commissioner, John McMillan, who made a surprise ruling that the Department of the House of Representatives, the Department of the Senate and the Department of Parliamentary Services had all been subject to the law since 1999.
On May 1, the Herald tested the ruling. Last Thursday it received a
table of all money paid to Mr Slipper first as deputy speaker and then, since November, as speaker.
In all, Mr Slipper has cost taxpayers $407,000 in the two roles.But on the day the Parliament was preparing to give the Herald this information, Ms Roxon announced the government deemed such disclosure an
''anomaly''.
The Greens senator Lee Rhiannon said all MPs should be covered by FOI and their expenses should be readily available to the public.
"Public money is what keeps the House of Representatives and the Senate
functioning and the public have a right to know how that money is spent,'' she said. ''Parliament should not be beyond the reach of FOI.''
When Britain passed FOI laws 12 years ago, its Parliament and MPs were
included and the media and others sought details of their expenses. The
Parliament tried to stop the release but the courts said it was public money and public information.
The Parliament continued to resist until the entire file of MPs' expense
claims and disbursements was leaked to the media in 2009 and caused a national scandal. Some MPs were claiming ''second-home'' allowances while renting those properties out, some were inflating council tax rates on these properties and pocketing the difference, and many were claiming inflated costs for renovations or repairs to their properties.
The speaker and several ministers were sacked, the then prime minister,
Gordon Brown, issued a public apology and several MPs were prosecuted and given jail sentences.
In case the Australian government does try to move the Parliament out of the reach of FOI, on Friday the Herald asked the Parliament for the
expenses of every member of the House of Representatives and the
Senate.
Linton Besser, Matthew Moore
June 4, 2012
PETER SLIPPER'S new coat and tails cost taxpayers $1248.
His total travel bill in his first six months as Speaker of the Parliament was
more than $18,000. He has spent more than $8500 on catering.
It will be the first - and probably only - time the Parliament discloses what
perks it pays federal politicians.
Mr Slipper's spending figures were obtained by the Herald under
freedom of information in what is believed to be the first successful
application in the Parliament's history. <iframe id="dcAd-1-3" src="http://ad-apac.doubleclick.net/adi/onl.wa.news/opinion/politicalnews;cat=opinion;cat1=politicalnews;ctype=article;p os=3;sz=300x250;tile=3;ord=3.1679004E7?" width='300' height='250' scrolling="no" marginheight="0" marginwidth="0" allowtransparency="true" frameborder="0"> < /iframe>
But the Attorney-General, Nicola Roxon, has said the government will shield remaining MPs from such scrutiny by moving Parliament outside the reach of FOI.
Her office said she was considering a bill to ensure the perks Parliament
paid or administered - as well as the $230 million a year its departments
managed - remained secret. ''It has been long-accepted practice that the
parliamentary departments are exempt from FOI,'' her spokesman said in a statement. ''The government is considering its options to correct this
anomaly.''
An FOI expert, Peter Timmins, said the planned legislation was a serious
setback for accountability, noting that the government had failed to properly overhaul the way politicians were remunerated after a landmark inquiry in March last year recommended root-and-branch reform.
'They receive or administer significant amounts of public money that are not subject to the same standards of accountability and transparency that other government agencies are subject to,'' Mr Timmins said.
''Why don't we have a single system that is transparent so that we can see online how this money is being spent in real time?'' he said, citing the
Scottish Parliament as an example of where such measures were in place.
Since freedom-of-information laws were introduced in Australia, the Federal Parliament has been considered off limits. The bureaucracy might have to account for its spending but the Parliament and its politicians do not, despite the recommendations of the Law Reform Commission that Parliament should be covered.
But in 1999, when a new parliamentary services law was introduced, the three agencies that run the Parliament were accidentally exposed to the legislation. No one noticed until now.
In late April, the serjeant-at-arms of the House of Representatives, Robyn
McClelland, denied the Sunshine Coast Daily access to information about
Peter Slipper's expenses as deputy speaker: ''Such details have not been
released previously and we do not propose to make the details that you have requested available to you at this time.''
But the matter came to the attention of the Australian Information
Commissioner, John McMillan, who made a surprise ruling that the Department of the House of Representatives, the Department of the Senate and the Department of Parliamentary Services had all been subject to the law since 1999.
On May 1, the Herald tested the ruling. Last Thursday it received a
table of all money paid to Mr Slipper first as deputy speaker and then, since November, as speaker.
In all, Mr Slipper has cost taxpayers $407,000 in the two roles.But on the day the Parliament was preparing to give the Herald this information, Ms Roxon announced the government deemed such disclosure an
''anomaly''.
The Greens senator Lee Rhiannon said all MPs should be covered by FOI and their expenses should be readily available to the public.
"Public money is what keeps the House of Representatives and the Senate
functioning and the public have a right to know how that money is spent,'' she said. ''Parliament should not be beyond the reach of FOI.''
When Britain passed FOI laws 12 years ago, its Parliament and MPs were
included and the media and others sought details of their expenses. The
Parliament tried to stop the release but the courts said it was public money and public information.
The Parliament continued to resist until the entire file of MPs' expense
claims and disbursements was leaked to the media in 2009 and caused a national scandal. Some MPs were claiming ''second-home'' allowances while renting those properties out, some were inflating council tax rates on these properties and pocketing the difference, and many were claiming inflated costs for renovations or repairs to their properties.
The speaker and several ministers were sacked, the then prime minister,
Gordon Brown, issued a public apology and several MPs were prosecuted and given jail sentences.
In case the Australian government does try to move the Parliament out of the reach of FOI, on Friday the Herald asked the Parliament for the
expenses of every member of the House of Representatives and the
Senate.
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2. There seems to be alot of disappointment with the performance of management. Surprisingly the comment was made that they don't understand that and they will have to look into why that is....I can give them a hint.....your Mangement sucks!!
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More information on asa [airservices]
Here are some more data following upon the table that I posted earlier. It makes interesting reading just the data, now have a look at that graph. There is also some information about passenger numbers.
Be interesting to put those with what was charged per trip.
I will leave somebody else to do that!!!
and for Passenger Numbers:
Be interesting to put those with what was charged per trip.
I will leave somebody else to do that!!!
and for Passenger Numbers:
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So have a look at those pax numbers between 2003 and now, close to double. I would hazard a guess that ATC numbers between now then are roughly the same, if anything we may have had more in 2003.
Yet, in the last 2 years alone there are 840 more NON-ATC staff. How many NON-ATC staff are there from 2003???
If it is a per pax charge where has the money gone?
2003-2012 Pax numbers around doubled.
2003-2012 ATC numbers static, may even be a decrease.
2003-2012 ASA admin, managers, whomever, up 840 in the last two years alone, could even be up 1000-1500.
Well?......................
Core business?..................
Yet, in the last 2 years alone there are 840 more NON-ATC staff. How many NON-ATC staff are there from 2003???
If it is a per pax charge where has the money gone?
2003-2012 Pax numbers around doubled.
2003-2012 ATC numbers static, may even be a decrease.
2003-2012 ASA admin, managers, whomever, up 840 in the last two years alone, could even be up 1000-1500.
Well?......................
Core business?..................
Last edited by Jack Ranga; 4th Jun 2012 at 11:01.