Published on Australian Maritime Safety Authority (https://www.amsa.gov.au)

Part 2: Strategic priorities, performance, risk and core business

2.1 Strategic priorities

The following part outlines our strategic priorities, the initiatives that contribute to those priorities, related enterprise risks, and non-financial performance measures.

Strategic priority 1: Risk-based regulation

2023-24 initiativesAMSA Strategy 2030Regulator Performance Principle

1.1 Continue to work in parallel with the Department of Infrastructure, Transport, Regional Development, Communications and the Arts on the Independent Review of Australia’s Domestic Commercial Vessel (DCV) Safety Legislation and Costs and Charges. AMSA will position itself to respond to the Government’s response to the Independent Review recommendations by:

  • developing a regulatory work program to address the Government’s response and 
  • enhancing AMSA’s financial model by implementing a robust bottom-up activity-based costing methodology to allow for determination of cost efficiencies and benchmarking
SO 1, 2 & 31, 2, 3
1.2 Develop and implement policy, specific requirements, and guidance in relation to navigation safety matters to assist proponents of Offshore Renewable Energy Installations (OREIs)SO 3
SE 4		2, 3
1.3 Lead Australia’s participation in the worldwide trial of the Very High Frequency (VHF) Data Exchange Service (VDES) to test the feasibility of exchanging new digital maritime services over VHF terrestrial and satellite radio channelsSO 2 & #
SE 2 & 4		1, 2, 3
2024-27 initiativesAMSA Strategy 2030Regulator Performance Principle
O1.1 Research and develop policy and regulations to respond to emerging technologies to ensure appropriate safety and environmental standards are maintained.SO 1, 2 & 3
SE 4		1, 2

 

Primary Enterprise riskResidual Risk:
Moderate (Note 1)		Key mitigation strategies
AMSA is an ineffective regulator

Risk Appetite & Tolerance (Note 2)

Regulatory approach

Gradient arrow with a bar spanning from red to green

AMSA has a regulatory plan, policies and an annual compliance program.

Key mitigation strategies (controls) are monitored through AMSA’s internal audit program and integrated management system, established regulatory scheme, ship inspection program, effective national network of aids to navigation and other navigational services and ongoing engagement with industry.

Risk tolerance statement:

We have low tolerance for regulatory approaches that are inconsistent with our mandated obligations under the AMSA Act 1990. We have low to moderate tolerance for risk in the pursuit of innovative regulatory approaches, for example alternative means of compliance—consistent with our Act and Statement of Regulatory Approach 2022. 

In very specific instances, we have moderate to high tolerance for the application of contemporary and potentially ground-breaking regulatory approaches (including research) that allow us to respond dynamically to changes in our operating environment.

Note 1 The overall risk rating is a combination of likelihood and consequence – see the risk matrix at the end of this section 

Note 2 The risk appetite and tolerance range is indicated by the width and placement of the bar within the coloured arrow. The red end of the arrow indicates a low appetite and tolerance, and the green end of the arrow is high.

Strategic priority 2: Incident management capabilities

2023-24 initiatives

AMSA Strategy 2030

Regulator Performance Principle

2.1 Conduct a review of the National Plan for Maritime Environmental Emergencies in collaboration with the Department of Infrastructure, Transport, Regional Development, Communication, and the Arts to improve incident response capability across Australia.

SO 1, 2 & 3

2, 3

 

Primary Enterprise risk

Residual Risk:

Moderate

Key mitigation strategies

AMSA does not respond effectively to significant incidents resulting in avoidable loss of life, environmental damage or harm to the community, critical infrastructure and socio-economic resources.

Risk Appetite & Tolerance

Search and rescue

 

Key mitigation strategies include National Response Capability Statement and National Plan for Maritime Environmental Emergencies, real time maritime and aircraft positional information system for identifying assets for emergency response purposes, mature incident management arrangements, maritime safety and distress communication services and 24/7 operation of response centre.

Risk tolerance statement:

We have low tolerance for practices which jeopardise the outcomes of our search and rescue operations – saving lives. We have low tolerance for risks associated with the conduct of search and rescue operations by our contracted panel providers, recognising that the nature of those operations pose an inherent risk to our contractors, their staff and the public. We prioritise training and awareness for our search and rescue staff, contractors, and stakeholders to minimise this risk.

We have low to moderate tolerance for providers we use on a non-panel tasking basis. Non-panel tasking carries increased risk as the assets have not been specifically assessed prior for suitability for search and rescue. However, this risk is balanced against the potential loss of life if the resources were not deployed – and we have several specific controls in place to minimise the risk.

 Strategic priority 3: Environment protection

2023-24 initiatives

AMSA Strategy 2030

Regulator Performance Principle

3.1 Contribute to the revision of the IMO Greenhouse Gas Strategy for shipping, including new levels of ambition for emission reduction, and to the development of mid- and long-term technical measures to help meet these ambitions.

SO 3

2

3.2 Influence planned IMO regulations that will require fishing gear to be marked and for operators to report gear lost or discharged into the sea.

SO 3

2

3.3 Establish a nationally consistent framework to enable ships to discharge clean segregated recyclable materials at Australian ports to divert this waste from landfill

SO 3

2

2024-27 initiatives

AMSA Strategy 2030

Regulator Performance Principle

O3.1 Develop and implement measures identified in the IMO Action Plan to address marine plastic litter from ships.

SO 3

2

O3.2 Undertake a full review of the North-East Shipping Management Plan to ensure the plan is fit for purpose in relation to current and forecast shipping activity, including technologies and an assessment of present and future risks and mitigation measures.

SO 3

2, 3

 

Primary Enterprise risk

Residual Risk:

Moderate

Key mitigation strategies

AMSA does not respond effectively to significant incidents resulting in avoidable loss of life, environmental damage or harm to the community, critical infrastructure and socio-economic resources.

Risk Appetite & Tolerance

Search and rescue

 

Key mitigation strategies include National Response Capability Statement and National Plan for Maritime Environmental Emergencies, real time maritime and aircraft positional information system for identifying assets for emergency response purposes, mature incident management arrangements, maritime safety and distress communication services and 24/7 operation of response centre.

Risk tolerance statement:

We have low tolerance for practices which jeopardise the outcomes of our search and rescue operations – saving lives. We have low tolerance for risks associated with the conduct of search and rescue operations by our contracted panel providers, recognising that the nature of those operations pose an inherent risk to our contractors, their staff and the public. We prioritise training and awareness for our search and rescue staff, contractors, and stakeholders to minimise this risk.

We have low to moderate tolerance for providers we use on a non-panel tasking basis. Non-panel tasking carries increased risk as the assets have not been specifically assessed prior for suitability for search and rescue. However, this risk is balanced against the potential loss of life if the resources were not deployed — and we have several specific controls in place to minimise the risk.

Strategic priority 4: Engagement

2023-24 initiatives

AMSA Strategy 2030

Regulator Performance Principle

4.1 Conduct an analysis and review of AMSA’s website and digital presence to determine the extent to which AMSA can meet the needs of stakeholders accessing our online information and services. The review will inform a potential website redevelopment project

SO 1

SE 2

1. 3

4.2 Commence the development of an annual stakeholder survey to measure stakeholder satisfaction and inform continuous improvement action plans.

SO 1

1, 3

4.3 Deliver AMSA’s technical cooperation program of work to support development of maritime and search and rescue capability in the Asia-Pacific region including provision of support to Asia-Pacific Heads of Maritime Safety Agencies (APHoMSA).

SO 2

3

 

Primary Enterprise risk

Residual Risk:

Moderate

Key mitigation strategies

AMSA does not effectively engage with customers and stakeholders

Risk Appetite & Tolerance

Relationship management

 

Key mitigation strategies include Service Charter, review of consultative bodies, IMO work program, increased regional presence/footprint, AMSA Connect telephone service, Customer issue management via CRM, regulatory customer experience feedback (informal and online/phone), periodic AMSA communications, social media/websites, stakeholder consultative forums, public and community engagement initiatives.

Risk tolerance statement:

We have a moderate tolerance for risk as we nurture and develop our relationship and reputation with stakeholders. We acknowledge that we will be subject to ongoing scrutiny, particularly from National System stakeholders. 

We are not adverse to criticism.

Strategic priority 5: Business transformation

2023-24 initiatives

AMSA Strategy 2030

Regulator Performance Principle

5.1 Undertake a review of existing processes and systems to inform the design, development, and implementation of an enhanced Future Regulatory Operating Model (FROM). The FROM will be supported by a new regulatory information technology (IT) platform that will incorporate:

• a web portal to improve client engagement

• risk-based decision support tools to support consistent and transparent regulatory decision making

• risk-based inspection targeting solution for domestic commercial vessels and port state control to inform inspection and compliance activities

• user-centred service delivery process design to streamline delivery of AMSA’s regulatory functions. 

•

SO 1, 2 & 3

SE 1, 2 & 3

1. 2

5.2 Relocate AMSA’s head office ensuring new arrangements support flexible work practices and ways of working through property, people and technology refresh.

SE 2, 3 & 4

1, 3

5.3 Complete an assessment to understand AMSA’s current security environment and establish a baseline for the physical and governance security forward work program.

SO 3

1

5.4 Develop a ‘fit-for-purpose’ portfolio, program and project management (P3M) capability to help AMSA improve how it selects, prioritises, governs and delivers projects. 

SO 2

1, 2

5.5 Gather design requirements for a new Incident Management System that supports the full range of incident management events (maritime assistance, pollution response, search and rescue).

SO 1, 2 & 3

SE 1, 2 & 4

1, 2

2024-27 initiatives

AMSA Strategy 2030

Regulator Performance Principle

O5.1 Build a focused data analytics capability to ensure that AMSA has the people, tools, techniques and culture to derive value from data, improve our services and make informed risk-based decisions. 

SO 1, 2 & 3

SE 1, 2, 3 & 4

1, 2

O5.2 Implement the 2022–2027 AMSA Strategic Workforce Plan. 

SE 3

1

O5.3 ntegrate AMSA’s invoice system with Commonwealth Pan European Public Procurement On-Line (PEPPOL) platform to meet the Australian Governments mandate for e-invoicing arrangements. 

SO 2

SE 1

1, 2, 3

O5.4 Implement the enhanced FROM and regulatory IT platform. 

SO 1, 2 & 3

SE 1, 2 & 3

1, 2

 

Primary Enterprise risk

Residual Risk:

Moderate

Key mitigation strategies

AMSA fails to have the right capability to respond appropriately to the changing environment

Risk Appetite & Tolerance

People capability and capacity

 

Key mitigation strategies include annual review of the work program, strategic workforce plan and capability framework, digital plan, disaster recovery plans and testing, Information and Data Governance Committee, Lessons Board, Interim Portfolio Management Office, AMSA’s Futures Program and Future Capability Program.

Risk tolerance statement:

We have a moderate tolerance for risk in our approach to recruiting, developing and engaging staff.

We understand that to compete and secure good candidates in a resource constrained environment we must develop more efficient and innovative ways to attract and retain staff.

Risk matrix

 Consequences
LikelihoodNegligibleMinorMediumHighCatastrophic
Almost certainModerateModerateHighExtremeExtreme
LikelyLowModerateHighHighExtreme
PossibleLowLowModerateHighHigh
UnlikelyVery lowLowModerateModerateHigh
RareVery lowVery lowLowModerateModerate

Contents

Non-financial performance measures

Non-financial performance measures
Anonymous (not verified)

Consistent with section 16EA of the PGPA Rule 2014 and the Department of Finance’s Resource Management Guide 131 Developing good performance information, AMSA reviews its non-financial performance measures annually to ensure they: 

  • remain relevant to our purpose and key activities 
  • are reliable, verifiable and unbiased 
  • contain an appropriate mix of quantitative and qualitative measures 
  • include output measures, and effectiveness/efficiency measures if appropriate 
  • provide a basis for assessment of our performance over time.

Our measures are predominantly at an outcome level and measure the achievement of our purpose and vision – safe and clean seas, saving lives. We also include some measures that demonstrate our performance against the three principles of regulator best practice described in the Department of Prime Minister and Cabinet’s Regulator Performance Guide (June 2021):

  • continuous improvement and building trust
  • risk-based and data-driven 
  • collaboration and engagement

To help readers follow year-on-year performance, any changes to measures are explained in the rationale and footnotes.

Consistent with the PGPA Act section 37, AMSA has a measures library which provides the detailed evidence base for reporting, including measure owners, definitions, targets, tolerances, data sources and calculation methods.

Safe seas

#MeasureTargetMethodSystem7RPG
1Safety of foreign-flagged ships and Australian-flagged ships (under the Navigation Act 2012) operating in Australian waters is demonstrated through the proportion of very serious and serious incidents to total port arrivals<1.5%QuantitativeShipsys2. Risk-based and data driven
Portfolio Budget Statement (PBS) measure
Rationale: Indicates whether standards are being met
Marine incidents are classified by AMSA into one of three severity levels: (1) very serious; (2) serious; and (3) less serious. Several factors are considered by AMSA to decide whether an incident is deemed very serious and/or serious. These include, fatalities, serious injuries, loss of vessel, damage to vessel and equipment; serious pollution and other incidents that result in serious consequences (i.e. fire; grounding; collisions etc.) Incidents are categorised individually
2Port State Control (PSC) risk-based inspection targets are met100%QuantitativeShipsys2. Risk-based and data driven
Rationale: Demonstrates that AMSA’s PSC inspections are focused on higher risk ships which ensures resources are concentrated on those ships that pose the greatest threat to safety and the environment
Using the risk profile (P1=high, P4=low) of individual ships as a basis, our inspection regime – as a preventative measure – ensures we concentrate our resources on those ships that pose the greatest threat to safety and the environment.
3Improvement in the safety of domestic commercial vessels is demonstrated through:
3.1The average number of passenger fatalities on domestic commercial vessels since 2018 trending downwardsTrending downwardsQuantitativeIncident reporting system1. Continuous improvement and building trust
3.2The five-year rolling average fatality rate (crew)8 on domestic commercial vessels in Australia.≤79QualitativeIncident reporting system2. Risk-based and data driven
Rationale: Both sub-measures indicate whether AMSA’s regulatory regime and compliance monitoring are increasingly preventing serious safety incidents. The monitoring of this data focuses AMSA on regulatory changes to those areas which will have the greatest impact and our compliance activities to the highest risk operations.

Clean seas

#

Measure

Target

Method

System7

RPG

4

Reducing trend in the number of significant pollution incidents10

Trending downwards

Quantitative

NEMO

1. Continuous improvement and building trust

 

Rationale: AMSA’s operations, such as ship inspections, safety education and regulation, are preventative measures that reduce the risk of a significant pollution incident. A reducing trend in the number of significant pollution incidents is an indicator of the success of these measures, which collectively contribute to preventing marine pollution.

A significant pollution incident is now defined as a Level 2 (or higher) incident in accordance with the National Plan for Maritime Environmental Emergencies.

 

 

 

 

5

Timeliness of response to significant oil spill incidents

within 4 hours of report received

Quantitative

NEMO and audit reports

1. Continuous improvement and building trust

 

PBS measure

Rationale: The time taken to ready AMSA oil spill response equipment and response personnel for mobilisation to a Level 2 (or higher) oil spill incident is an indicator of the effectiveness and efficiency of AMSA’s marine pollution response arrangements.

 

 

 

 

Saving lives

#

Measure

Target

Method

System7

RPG

6

Coordinate responses within the Australian Search and Rescue (SAR) region to save as many lives as possible of those at risk11

100%

Quantitative12

Nexus

Not applicable

 

PBS measure

Rationale:

Measures AMSA’s overall search and rescue (SAR) coordination capability to respond to persons at risk within the Australian search and rescue region.

A person at risk includes both the NATSAR defined “person in distress” (a person is considered to be in distress when threatened by grave and imminent danger and requiring immediate assistance); and any person who, without a SAR response, is in danger of being in distress.

A life is considered to have been saved (as defined by NATSAR and AMSA) “when the person has been retrieved from a distress situation, provided for initial medical or other needs, and delivered to a place of safety.”

Lives assisted are defined by NATSAR and AMSA as, “persons that were not in distress but were provided assistance and, if not assisted, would be at risk of exposure to grave and imminent danger.”

AMSA’s intention is to coordinate the response to save all lives at risk (100 per cent). In practicality, the circumstances surrounding individual incidents — for example, severe medical conditions requiring specialist treatment, bad weather— affect the possibility of success of a search and rescue response. This reality is reflected in the previous results, ranging between 95-99 per cent annually.

 

 

 

 

Regulatory performance

#

Measure

Target

Method

System7

RPG

7

Specific activities and performance that contribute to continuous improvement and building trust

Various

Qualitative

Various13

1. Continuous improvement and building trust

 

Rationale: Responsiveness, resolution of issues and inquiries, clarity of guidance and simple access to quality, consistent material and interactions build trust in a regulator.

Information from stakeholders through reported issues, difficulties and inquiries, assists AMSA to refine its guidance, understand industry concerns and improve accessibility of materials and systems. This in turn, demonstrates we understand the issues, are listening and evolving our systems and capabilities to improve.

A focus on continuous improvement is a key requirement of ISO certification, evidenced by case studies.

Composite measure: contributing measures: satisfaction with the resolution of inquiries through AMSA Connect (quantitative – target 90%); maintenance of ISO certification (quantitative – achieved); business improvement case studies (qualitative).14

 

 

 

 

8

Specific activities and performance that contribute to collaboration and engagement

Various

Qualitative

Various15

3. Collaboration and engagement

 

Rationale: It is important that AMSA provides stakeholders with the opportunity to influence regulation that impacts on them through open, transparent and timely consultation.

It is also important that AMSA provides clear, up-to-date guidance and information so our regulated community understand their obligations and responsibilities, which in turn encourages voluntary compliance.

Feedback from our stakeholders helps us to improve, including understanding how effective and practical the regulation was to implement and apply.

Composite measure: contributing measures: effective communication to stakeholders (quantitative – target annual increase in audience reach and engagement across AMSA’s digital channels); level of regulated community awareness of their obligations and responsibilities (quantitative – target 10% of website users and sessions have resulted from campaigns); consultation with our regulated community and key stakeholders is open, transparent, and timely (Quantitative – target 100% of regulatory changes publicly consulted with impacted stakeholders and outcomes informed by industry feedback); regulator stakeholder survey (quantitative – target average greater than or equal to 3 on a scale of 1–6).16

 

 

 

 

 

Footnotes

  • 7 ShipSys: IT system used to manage vessel and cargo inspections, a range of approvals, certificates and determinations, etc, vessel surveys and marine incidents.
    NEMO (National Environmental Marine Operations) System: web-based customisable incident management system, based on Noggin OCA (Organise, Communicate, Act) designed to manage and monitor all national pollution and casualty incidents.
    NEXUS: system providing operational Search and Rescue (SAR) staff with the ability to communicate with other SAR authorities including SAR crew, air traffic control, state and territory authorities. Incident reporting and recoding system (SharePoint) is used to collect and collate data on passenger fatalities
  • 8 “crew” means individuals employed or engaged in any capacity on board the vessel on the business of the vessel (including the master of the vessel).
  • 9 AMSA target is less than the average of comparative industries (n=7) – agriculture; forestry and fishing and transport; postal and warehousing. AMSA will continue to monitor and review to ensure selected industries remain relevant.
  • 10 Proxy efficiency measure
  • 11 Replaces previous measure 6: ‘Save as many lives as possible of those at risk’. The change reflects the reality that while AMSA is the coordinating authority for rescue efforts in Australia’s search and rescue region, the rescue may be executed by one of our public or private sector partners.
  • 12 The AMSA Response Centre (ARC) has established an Incident Evaluation Panel to conduct a quarterly review of each operational incident where AMSA was the coordinating authority and life was lost to determine whether any action by the ARC could have prevented the loss of life. For the purpose of KPI 6, lives at risk which could not have been saved by any SAR response will be subtracted from the total number of lives at risk.
  • 13 Includes: automated and ad hoc surveys; results of ISO surveillance audits
  • 14 Case studies: Inspections Targeting Solution, Domestic Stakeholder Engagement, National System Costing, Diversity and Inclusion Strategy
  • 15 Includes: website data and campaign dashboards; consultation records/TRIM; online survey results
  • 16 The purpose of the Commonwealth 2015 Regulator Performance Framework (RPF) was to encourage regulators to undertake their functions with the minimum impact necessary to achieve regulatory objectives, and to effect positive ongoing and lasting cultural change. The RPF consisted of six outcomes-based key performance indicators (KPIs). In 2021 the RPF was superseded by the Regulator Performance Guide (RPG) which has three principles. Due to strong alignment between the six previous RPF KPIs and the RPG principles, AMSA has maintained the same survey question set throughout, providing continuity and the opportunity to identify trends etc over a longer time period.

Core business

Core business
Anonymous (not verified)
 SAFE SEASCLEAN SEASSAVING LIVES
Legislated role1. Promote maritime safety and protection of the marine environment2. Prevent and combat ship sourced pollution in the marine environment 
3. Provide infrastructure to support safe navigation in Australian waters4. Provide a national search and rescue service 
to the maritime and aviation sectors
5. Provide, on request, services to the maritime industry on a commercial basis 
 6.     Promote the efficient provision of services
Strategic priorities 2023–20271. Risk-based regulation: our actions and interventions as a safety regulator must be proportionate to the risk being managed and should not unnecessarily impede the efficient operations of those we regulate. Improving safety of navigation, seafarers and vessels must be at the core of what we do. We also need to make sure that we are anticipating and planning for new industries operating in the maritime environment, for example offshore wind farms, whilst continuing our traditional role of ensuring safety of navigation.2. Incident management capabilities: we want to take full advantage of improving capability in the areas of search and rescue coordination and environmental incident response by investing in our people and integrating new systems andtechnologies into our existing capabilities.
 3. Environment protection: the IMO has agreed goals that will significantly reduce greenhousegas emissions from international shipping. Australia has committed to these emission reductions and AMSA will be engaged in their implementation for many years to come. Broader environmental impacts from shipping and a changing risk landscape due to alternative fuels as the industry decarbonises will also be a focus. 
4. Engagement our stakeholder engagement is a critical element of our business. We engage with a diverse range of domestic and international stakeholders on a variety of issues, including seeking and receiving feedback, communicating regulatory and compliance issues, raising awareness and educating, shaping outcomes, delivering services, and coordinating responses, or other activities.It’s crucial that all our communication and engagement activities are effective, that is, coordinated, targeted, customised and fit-for-purpose. Our multilateral international engagement aims to shape global standards and agreements to meet Australia’s maritime interests. Our engagement with our bilateral partners serves two purposes: to collaborate to share information, knowledge and technology; and to work with key partners to help build their capability and resilience in maritime safety, environment pollution response, and search and rescue.
5. Business transformation: our organisation – its systems, processes, and people, must continue to evolve to meet government and community expectations. Our technology infrastructure and data management must keep pace with the rate of change in our regulated community and meet its demand for digital service delivery. As a government regulator we need to be vigilant with our service delivery transactions and utilise the data we collect to make evidence-based and risk-based decisions. Ensuring our people have the capability and capacity to deliver our core business and support business transformation is pivotal to realising AMSA’s Strategy 2030. To ensure our business transformation priorities maximise the benefits to both AMSA and our regulated community, we have established aPortfolio Board and Program Boards to ensure investment is being made in the right areas and there is appropriate oversight to achieve our strategic goals.
Key
activities		Promote maritime safetyProtect the marine environment from pollution from ships and other environmental damage caused by shippingProvide for a national search and rescue service
Core businessPromoting and enforcing standards for regulated vesselsMinimising pollution from shippingSaving lives daily through search and rescue coordination
Education, compliance and enforcement  
Supporting safe navigation 
Pre-emptively intervening to assure vessel safety
Seafarer competency and welfareDelivering an effective marine pollution response capability 
Delivering an effective incident response capability
International and domestic engagement
Contributing to and implementing international conventions

Core business enablers

  • Workforce engagement, development and safety
  • Good governance
  • Effective data management
  • Sound financial management
  • Reliable and responsive information technology