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Goal 3 – Continuous improvement of organisational performance

CASA measures its success in achieving Goal 3 in two key performance areas:
‘Robust structures, systems and processes supporting good governance’ and ‘CASA continually develops its capability and capacity’.

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

Key performance indicator

Governance structures are effective

Measure
of success

CASA’s governance structures align with better practice

On track

A review of CASA’s governance committees undertaken in 2018–19 resulted in 15 of the 16 agreed recommendations being implemented in 2019–20. The final recommendation will be finalised in the first quarter of 2020–21.

As a result of a review of CASA’s business planning and risk reporting process, the reporting process was elevated from branch level to divisional level, with a more strategic focus linking to organisational objectives and priorities.

Throughout the year, several initiatives were implemented to improve staff awareness of risk management. These include introducing an e-learning risk module, introducing risk as a key component of staff and manager orientation programs, and completing three risk assessment workshops for key CASA work programs.

In late 2019, ahead of the COVID-19 pandemic being declared, CASA initiated a review of its business continuity plans to ensure that they were fit for purpose and aligned with best practice and standards.

Measure
of success

Unqualified audit of financial statements

On track

The interim audit of CASA’s financial statements was conducted in the fourth quarter of 2019–20. No issues of concern were identified in the interim audit, and there have been no issues raised that would cause anything other than unqualified financial statements.

Measure
of success

Continuous improvement towards better practice portfolio, program and project management

On track

CASA introduced a new tool to support improved management and reporting for CASA’s enterprise portfolio of programs and projects. The new application streamlines the process for the collation of project- and program-related information, provides an enhanced reporting capability, and supports improved dependency management between initiatives.

A forms improvement project was launched in early 2019. More than 200 forms and supporting business processes were reviewed and redesigned to be clear, consistent, and easier for clients to use. Client feedback has been consistently positive and some of the forms now have online functionality with pre-populated information.

Key performance indicator

CASA has the information and communication technology platform and enabling support to achieve business improvement and transformation

Measure
of success

Delivery and management of an agreed, transparent ICT work program

On track

CASA delivered 16 development projects and four procurement projects included in the Capital Management Plan. The four projects covered:

  • business intelligence and analytics – The initial phase of a new data platform that enables users to access datasets in a self-service approach to dashboarding and reporting was developed.
  • end user computing – The rollout of the new desktop standard operating environment commenced, enabling faster deployment of applications and more efficient support and maintenance of the desktop fleet. All sites will be upgraded in 2020–21.
  • a wireless access network upgrade – The upgrade provides greater utilisation of CASA’s telephone services. The upgrades for Darwin, Sydney and Melbourne offices were completed and the rollout to other offices remains on schedule, for completion by 31 July 2020.
  • IT security – In addition to constant threat monitoring, staff education and alert updates, CASA remained focused on increasing CASA’s maturity level against the Australian Cyber Security Centre Essential Eight and reducing the severity of the high-risk items identified in the service delivery transformation program’s security risk management plan.

Measure
of success

The increase in the total number of interactions completed by clients through digital channels

On track

The volume of applications passing through the myCASA portal continued to increase as new digitised processes came online. During 2019–20, CASA issued:

  • 23,566 individual aviation reference numbers
  • 674 organisation aviation reference numbers
  • 3,494 remote pilot licences
  • 244 remotely piloted aircraft operator certificates.

CASA also received 4,060 applications to link aviation reference numbers to myCASA accounts.

Measure
of success

Availability of ICT services (excluding scheduled maintenance) to support 24/7 anywhere, any device client access

On track

CASA implemented significant changes to its ICT environment in response to the COVID-19 pandemic, enabling 92 per cent of staff to work from home within two weeks. The high demand to support staff through the transition was effectively managed throughout the April–June 2020 quarter. The increased workload for open service desk request tickets peaked at more than 600 at the end of March 2020 before returning to a low of less than 350 by mid-May 2020.

During March–May 2020, CASA completed the implementation of video and voice functionality for all CASA remote users and assisted in extending the use of a new communication and collaboration platform for planning, communications, document collaboration/sharing and reporting.

Key performance area – CASA continually develops its capability and capacity

Key performance indicator

CASA maintains and grows capability to effectively deliver aviation safety regulation

Measure
of success

Initiatives within the rolling four-year workforce plan are focused on deploying capability and capacity in line with current and future business models

Impact on deliverable

CASA reviewed how to deliver a diverse and inclusive workplace reflecting the outcomes in an employee value proposition, policy directives and work-based tools that influence and shape culture, conduct and work-based interactions with each other and our stakeholders.

The CASA Inclusion Strategy 2019–2023 was released on 2 March 2020 with a rolling four-year plan. The strategy set employment targets to create a focus and commitment to achieve tangible outcomes, particularly for Aboriginal and Torres Strait Islander peoples, women and people with disability.

CASA staff were provided with cultural appreciation training to enable a greater appreciation of Aboriginal and Torres Strait Islander culture, customs and traditions. The training provides tools and techniques to help CASA staff to communicate and engage effectively with Aboriginal and Torres Strait Islander peoples and communities. The program was completed by 100 staff nationally.

CASA developed a work health and safety strategy that came into effect in 2020, focusing on enhancing staff wellbeing, advancing collaboration and consultation, and continuously improving the work health and safety management system.

The Early Intervention Assistance Program became an ongoing program, in recognition of the benefit of providing timely support to staff who suffer minor work-related injury or illness.

Initiatives such as the Psychosocial Safety Climate Program and diversity events were unable to be delivered, due to the impact of social distancing and business disruption resulting from the COVID-19 pandemic, and have been held over to the next financial year.

Measure
of success

Training opportunities are provided to all staff each year in accordance with their personal training plan

On track

Staff completed 1,325 classroom training sessions and 9,337 e-learning sessions delivered by CASA. Additionally, staff completed 454 courses and accessed 17,509 training videos online through LinkedIn Learning.

CASA transitioned to a new learning management system, providing greater functionality and capabilities for delivering training for CASA staff and industry. The new system introduced capability for new delivery methods, improved reporting, and a more intuitive user interface.

CASA implemented virtual classroom training in response to COVID-19 restrictions. This enabled a mix of training solutions to be used, improved efficiency and increased flexibility in training delivery.

Key performance indicator

CASA maintains staff engagement and builds a culture that enables the achievement of CASA’s mission

Measure
of success

Staff engagement

On track

CASA effectively managed the ongoing health and wellbeing of CASA staff during the national bushfire crisis and the global COVID-19 pandemic, including through the release of three all-staff surveys.

CASA recognised the outstanding contributions of 46 staff members through the CASA Award Scheme and delivered targeted training, education and development opportunities for our senior and emerging leaders through the CASA Leadership Program.

In response to staff feedback, CASA committed to implement strategies and workplace practices to improve CASA’s approach to risk management, change management and senior leadership teamwork.