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Snapshot of results - corporate goals

Goal 1: Maintain and enhance a fair, effective and efficient aviation safety regulation system

Key performance indicators
89% of measures completed or on track
11% of measures delayed

Key achievements in 2019–20 included:

  • The final tranche of the flight operations regulations was made in December 2019, comprising Civil Aviation Safety Regulations (CASR) Part 103 (sport and recreation aircraft), Part 105 (parachuting from aircraft) and Part 131 (balloons and hot air airships), and bringing the long-running regulatory reform program to a close.
  • CASA continued to engage with the Department of Infrastructure, Transport, Regional Development and Communications and other agencies in the review of Australia’s State Safety Program and the development of the associated national aviation safety plan. The draft national aviation safety plan and revised State Safety Program are awaiting ministerial approval prior to proceeding to public consultation, which was placed on hold due to COVID-19.
  • New flight crew fatigue rules were made in Civil Aviation Order 48.1 Instrument 2019 in September 2019. Critical guidance material and training was completed for the June 2020 transition date prior to CASA proactively deferring transition to accommodate COVID-19 disruption to industry.
  • The first Part 149 certificate for an approved self-administering aviation organisation was issued, to the Australian Parachute Federation, on 25 April 2020.
  • CASA introduced an acceptable means of compliance with the CASR Part 67 colour vision standard through the recognition of the New Zealand operational colour vision assessment (OCVA). Development of an Australian OCVA was delayed by COVID-19.
  • Legislation was made in July 2019 to support remotely piloted aircraft registration and operator accreditation, to commence for commercial operators on 30 September 2020.
  • A range of regulatory activities was completed to enable the commissioning of new runways at Sunshine Coast Airport and Brisbane Airport.
  • Publication of the new Part 139 Manual of Standards for aerodromes was completed, with a commencement date of 13 August 2020.
  • CASA provided support during bushfire events through airspace solutions and post-event forums to enhance the safety of airspace users in future bushfire events.

Progress against CASA’s strategies and plans: Of the 24 intended outcomes against Goal 1, 83 per cent were completed, 13 per cent were delayed and 4 per cent were not achieved.

See the annual performance statement for full results against CASA’s corporate plan key performance indicators for Goal 1

Goal 2: Collaborative engagement with the aviation industry and wider community to promote and support aviation safety

Key performance indicators
100% of measures completed or on track

Key achievements in 2019–20 included:

  • CASA conducted 48 public consultations and feedback surveys via the web-based CASA Consultation Hub, on a range of policy proposals and initiatives.
  • CASA relaunched a print edition of Flight Safety Australia, available via subscription.
  • In March 2020, CASA relinquished its status as an Aviation Security Identification Card issuing body. This ended 15 years of responsibility for issuing the cards.
  • During the reporting period, CASA reduced the backlog of open applications relating to flight crew licensing and aviation medicine by 66.7 per cent. The proportion of applications for flight crew licensing and aviation medicine processed outside service delivery targets decreased from 60.7 per cent to 29.5 per cent. At 30 June 2020, the proportion of flight crew licences processed within service standards was 92.1 per cent, compared to 33.3 per cent at 30 June 2019.
  • The Flight Test Management system was reviewed and enhanced to enable the automation of proficiency checks and real-time updates to client licences through the CASA Self Service portal. We also introduced an enhanced CASA telephony system capability to enable client aviation reference number entry identification to better support external client systems contact.

Progress against CASA’s strategies and plans: Of the 13 intended outcomes against Goal 2, 92 per cent were completed or on track. Development of an engagement program with state and local government was delayed due to travel and social distancing restrictions associated with the COVID-19 pandemic.

See the annual performance statement for full results against CASA’s corporate plan key performance indicators for Goal 2.

Goal 3: Continuous improvement of organisational performance

Key performance indicators
89% of measures completed or on track
of measures delayed

Key achievements in 2019–20 included:

  • Our online services platform continued to grow. Aviation reference numbers for individuals and organisations are online along with remote pilot licences and remotely piloted aircraft operator certificates.
  • CASA’s inclusion strategy and action plans for 2019–20 to 2022–23 were released on 2 March 2020 with a four-year rolling plan.
  • CASA implemented several initiatives to improve staff awareness of risk management. An e-learning risk module was developed and made available to all staff as part of the CASA learning portfolio. Risk is addressed as a key component of CASA’s orientation program and the manager orientation training program. Three successful program risk assessment workshops were conducted for key programs of work that CASA is undertaking.
  • In late 2019, CASA reviewed its business continuity plans to consolidate them and ensure that they were fit for purpose and aligned with best practice and standards.
  • Key achievements that shaped and supported CASA’s diverse and inclusive workplace included:
    • implementing cultural appreciation training as an ongoing business-as-usual training program
    • building workforce preparedness for people with disability by collaborating with the Australian Network on Disability to educate and support our workforce to understand and positively engage with people with disability
    • fulfilling CASA’s ongoing commitment to affirmative recruitment measures through entry-level programs that work towards our diversity targets
    • engaging and working with our Aboriginal and Torres Strait Islander employees to provide opportunities to influence and participate in CASA’s policies and programs, through the Reconciliation Action Plan Working Group and the CASA Aboriginal and Torres Strait Islander Employee Network.

Progress against CASA’s strategies and plans: Of the 12 intended outcomes against Goal 3, 83 per cent were assessed as completed or on track, while 17 per cent were not achieved.

See the annual performance statement for full results against CASA’s corporate plan key performance indicators for Goal 3.