Action 6: cultural learning | Civil Aviation Safety Authority

Action 6: Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.

Deliverables	Timeline	Responsibility
Conduct a review of cultural learning needs within our organisation via a review of CASA’s Cultural Learning Strategy.	September 2023, 2024 & 2025	Lead BM People & Capability
Consult local Traditional Owners and/or Aboriginal and Torres Strait Islander advisors on the implementation of a cultural learning strategy.	August 2024 & 2025	Lead BM People & Capability
Revise CASA’s Cultural Learning Strategy and inform our employees of updates and where and how to access the Strategy.	October 2023, 2024 & 2025	Lead BM People & Capability
Commit all RWG members, HR managers, senior executive group (EC and Senior Leadership Team - SLT) and all new staff to undertake formal and structured cultural learning.	February 2024, 2025 & 2026	Lead BM People & Capability
Staff undertake formal and structured cultural learning via online and face-to-face delivery methods resulting in year-on-year growth in completion rates (90% in 2023 – 2024, 92% in 2024 – 2025 and 94% in 2025 – 2026). Training is provided: commencement of employment a 2-year recurrency training schedule.	Reported on at end of June 2024, 2025, and 2026	Lead BM People & Capability

Published date: 5 July 2023

Back to Reconciliation Action Plan 2023 to 2026

Reconciliation Action Plan July 2023 - June 2026

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In this section

Introduction

Find our acknowledgement of country, terms of respect, and how we use photographs in our Reconciliation Action Plan 2023 to 2026.
Message from CASA Chief Executive Officer and Director of Aviation Safety, Pip Spence

Pip Spence, CASA’s Chief Executive Officer (CEO) and Director of Aviation Safety (DAS) shares reconciliation reflections, achievements, and thoughts for the future.
Message from Reconciliation Australia's Chief Executive Officer, Karen Mundine

Karen Mundine, Reconciliation Australia’s (RA) Chief Executive Officer (CEO) reflects on CASA’s reconciliation journey and the opportunities that exist for Australia’s civil aviation regulator.
Message from CASA's Indigenous Champion, Philippa Crome

Philippa Crome, CASA’s Executive Manager Corporate Services (EMCSD) and Indigenous Champion, reflects on CASA’s reconciliation achievements, the contributions of those involved in developing our Stretch Reconciliation Action Plan (RAP), and opportunities to continue our reconciliation journey.
CASA RAP Working Group (RWG) members

This section acknowledges the current and continuing contribution of 30+ CASA team members that form our RAP working group.
CASA’s RAP Advocates

This section acknowledges our RAP Advocates and their support for our Stretch RAP, the education of the broader CASA team, and achievement of our RAP’s actions and deliverables.
Our vision for reconciliation

This section documents our vision for reconciliation, the seamless integration of reconciliation into our business practices, and responsibilities as a workplace and employer, information provider, and safety authority.
Our business

This section provides an overview of CASA’s history and responsibilities as a government body with a national reach and connection with several Indigenous lands and First Nations peoples.
Our RAP

This section connects our RAP with our core reconciliation goals of consolidating our accomplishments, growing Indigenous employee representation, increasing staff cultural capability, and fostering supportive and productive relationships.
CASA’s Reconciliation milestones

This section documents some of our reconciliation milestones since the start of our conscious journey with the first Indigenous Inclusion Consultation Network in 2013.
Relationships

This RAP pillar documents our strategies to build constructive working partnerships and relationships, and positive understanding of reconciliation, through our sphere of influence. Through these relationships we create a safe and supportive space for learning and personal growth.
Jawun Secondment Program

This case study highlights CASA’s involvement in the Jawun secondment program; sharing the stories of CASA’s Jawun alumni and our ongoing commitment to this opportunity.
Respect

This RAP pillar documents our strategies to take meaningful steps for learning, growing, acknowledging, and celebrating Indigenous culture, history, and heritage. Through these strategies we connect, bond, and walk together.
National Reconciliation Week and CATSIEN

This case study shares the story of our second CASA Aboriginal and Torres Strait Islander Employee Network (CATSIEN) conference (Cairns 2022), and the conference’s elements and outcomes.
Opportunities

This RAP pillar documents our internal and external strategies where CASA supports our Indigenous team members growth and career development, builds, and consolidates positive business partnerships, and extends our reconciliation strategies into the aviation community.
Career pathways - women in CASA

This case study recognises the valuable contribution of strong, determined Indigenous women and our responsibility to ensure career progression is provided to all staff members, irrespective of their chosen direction.
Governance

This RAP pillar explores the supporting mechanisms to ensure our RAP actions and deliverables are controlled, monitored, managed, and captured.
Procurement, property and security

This case study documents the extensive progress and achievements in integrating reconciliation within our procurement, property, and security business activities.
Surveillance and Cultural Learning Strategy

This case study highlights our internally focused cultural learning strategy as the mechanism to drive individual and organisational reconciliation understanding and explores the external-facing action of conducting surveillance events on Country where operators work.

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