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Goal 3 outcomes

To achieve Goal 3, CASA closely monitors its organisational performance and seeks to continually improve its operational activities, regulatory services and other support functions. CASA is adopting a comprehensive systems approach to quality management to drive continuous improvement across all facets of the organisation.

Status of intended outcomes

At 30 June 2019, of the five intended outcomes in place against this goal, 80 per cent were assessed as being completed or on track and 20 per cent had possible delays.

Key achievements

  • To ensure alignment with the CASA ICT strategic plan, the National Archives of Australia’s Digital Continuity 2020 policy and the Digital Transformation Agency’s cloud-first approach, the CASA Cloud Strategy and Implementation Plan was finalised in November 2018. Cloud computing provides computing services (servers, storage, databases, networking, software, analytics, intelligence and more) over the internet, to offer faster innovation, flexible resources and economies of scale.
  • An independent review of CASA’s ICT operations was conducted in early 2019 and made 14 recommendations. Key outcomes of those recommendations will see improved internal product development and planning procedures, greater transparency about the value and impact of the ICT strategy, and several structural initiatives to ensure greater collaboration across all teams that deliver ICT components of CASA’s Service Delivery Transformation program.
  • In addition to work undertaken on the myCASA portal, reducing average processing times from 24 days to approximately five minutes and enabling simultaneous processing of multiple applications, further improvements were made to CASA’s client-facing forms requesting proof of identification. The instances of needing to provide identification have been significantly reduced and streamlined as a result of clients providing their information as part of the online aviation reference number application process.

Progress in key focus areas

CASA tracks its progress in achieving Goal 3 in four key focus areas across two key performance areas: ‘Robust structures, systems and processes supporting good governance’ (focus areas 3.1, 3.2 and 3.3); and ‘CASA continually develops its capability and capacity’ (3.4).

Key performance area – Robust structures, systems and processes supporting good governance

Focus area
3.1

Continue to improve CASA’s governance arrangements and quality of our activities

Intended outcome

Continue to implement a quality framework with a particular focus on supporting continuous improvement and improved quality measurement and reporting

Progress

GREEN

Seventeen continuous improvement workshops were held in 2018–19, of which 12 were identified by business areas and five supported major projects. Topics covered included consistency in issuing authorisations for low flying and flying over crowds, Aircraft Register digitisation, records management post-audit improvements, and flight crew licensing workflows.

CASA’s Quality Network met five times and assisted with the development of assurance maps, processes for assurance reviews and training in assurance audits.

Over 100 staff attended continuous improvement training, workshops or post-workshop improvement activities in 2018–19.

Focus area
3.2

Continue to maintain sound financial management

Intended outcome

Contribute to the Government’s consideration of funding arrangements for CASA

Progress

GREEN

CASA met with the Department of Infrastructure, Transport, Cities and Regional Development, Department of Finance and Department of the Prime Minister and Cabinet to approve the terms of reference of a detailed review of CASA’s regulatory activities and funding arrangements and determine the way the review is to be validated. An approach to market was conducted for the engagement of a contracted service provider to assist with development of the review. Delivery of the detailed review by November 2019 is still achievable.

Intended outcome

Progress development of simplified cost recovery arrangements

Progress

AMBER

The development of simplified cost recovery arrangements is underway but the finalisation of the arrangements is dependent on government consideration of the detailed review, which is expected to be part of the 2019–20 Mid-Year Economic and Fiscal Outlook update.

Focus area
3.3

Adopt, develop and drive a digital service delivery environment incorporating contemporary technology environments

Intended outcome

Deliver enhanced digital capability in accordance with CASA’s Service Delivery Transformation

Progress

GREEN

CASA completed the first phase of the Service Delivery Transformation program (technical delivery) and made progress on projects funded through the Capital Management Plan along with ongoing operational ICT activities.

Development of the client records management portal is well underway and the new portal will be put into production in early 2019–20. It will deliver enhanced dashboard reporting using data-rich content. As well as simplifying the technical environment, the new portal has delivered significant savings in development time and costs.

CASA has engaged with the Department of Health to learn from its experience in automating the deployment of a cloud solution.

Key performance area – CASA continually develops its capability and capacity

Focus area
3.4

Develop CASA’s capability and capacity and implement the capability development framework incorporating structured management and leadership pathways

Intended outcome

Continue to implement CASA’s workforce plan

Progress

GREEN

CASA has delivered the majority of initiatives (31 of 41, or 76 per cent) identified in the CASA Strategic Workforce Plan 2017–2021. In particular, CASA has:

  • expanded analysis and embedded use of workforce data to inform evidence-based decision-making through the development and maturation of the people dashboard
  • reconsidered the regulatory approach to low-risk sectors through the National Surveillance Selection Process
  • enhanced environmental scanning and planning capabilities through the formation of the Aviation Safety Committee
  • renewed its involvement in the International Civil Aviation Organization State Safety Program and secured funding through a new policy proposal
  • streamlined its recruitment processes and enhanced its bulk recruitment practices and onboarding and training of regulatory staff
  • released the Capability Development Framework tool to prioritise the development of core capabilities in support of CASA’s regulatory philosophy
  • introduced the Manager Orientation Program training course as mandatory training for all managers, to build capability across a range of responsibilities including financial and people management
  • contracted overseas training providers to facilitate the delivery of specialist training in Australia, which has resulted in significant cost savings in relation to travel expenditure
  • embedded a new shared services structure within the Aviation Group to standardise and streamline processes and services.

Looking ahead

  • CASA will continue to deliver systems and solutions to support the Service Delivery Transformation program, with a key focus on drone registration, and to create a better user experience through digital enablement for aircraft registration and pilot and flight crew licensing. This will enable clients to use self-service options, significantly reducing processing times and providing the ability to view application status in real time.
  • Management of cyber security risks and compliance with the Australian Cyber Security Centre’s Essential Eight mitigation strategies will continue to be a key focus. An upgrade to the wide area network will deliver a more robust network to CASA offices. CASA will implement the ICAO protocol question management system, to simplify ICAO compliance reporting, and make further improvements to CASA’s permissions and licensing management system.
  • CASA will implement a workforce plan designed to support the CASA Workforce Strategy 2019–2023. Activities will focus on the identified people priorities of capability, culture and composition. The plan will be reviewed annually and adjusted as required to reflect changes in CASA’s work environment.