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CASA Annual Report 2002 03 Part 5: Corporate management report

Part 5: Corporate management report

Systems and processes

CASA's objective is to achieve a high performance organisation through effective and efficient systems, processes, techniques, structures, knowledge and information management.


Initiatives, developments and issues in 2002–03

CASA's strategies to meet this objective were developed as part of Critical Success Factor 8 in our Corporate Plan for 2002–03 to 2004–05.

Value proposition

Last year CASA formulated a value proposition to guide our assessment of new capital investments or business cases for work improvements. Figure 23 identifies the benefits streams we have taken into account in our infrastructure development decision making in 2002–03.

Figure 23: Achieving core safety functions, Government policy objectives and international commitments

CASA Improvement Program

In July 2002, the CASA Board approved implementation of the Foundation Stage of the CASA Improvement Program to be completed over three to four years at an estimated total cost of $34.5 million. CASA has formed an alliance contract with Accenture Australia Holdings Pty Limited for the work. Accenture is providing specified services to CASA under a performance-based, risk/reward arrangement.

Figure 23: Achieving core safety functions, Government policy objectives and international commitments


The key objectives of the Foundation Stage are to establish the infrastructure that is central to CASA's regulatory role and that is required to support the successful implementation of the Regulatory Reform Program.

The Foundation Stage will deliver the following outcomes:

  • development of core entry control business systems and processes using the new integrated technical platforms and infrastructure
  • replacement of the existing legacy IT principal operating system, which has limited development potential and high maintenance cost
  • development of CASA's business capabilities, as defined by the High Level Business Model (see Figure 24)
  • integrated technical platforms and infrastructure that support implementation of the long-term vision for CASA, as defined by the 'User Requirements and Software Selection' project
  • establishment of a clearly defined framework for implementing the future CASA organisation, which supports the High Level Business Model (see Figure 24).

Figure 24: High Level Business Model

Figure 24: High Level Business Model


During 2002–03, the alliance (CASA and Accenture) was assessed as meeting expected performance (based on a series of fee-linked key performance indicators) on all projects for the year.

The first major milestone of the Program was completed in April 2003.

The CASA Board approved an updated Program Business Case for the Foundation Stage that was based on tendered costs for IT products, revised estimates for each project and revised scheduling or sequencing of the work into two phases.

Approval was also given to award contracts for IT software products that will be used to develop the new business processes.


Strategic management

During the year we continued to refine the high-level business model developed in 2001–02 to identify CASA's future capability requirements. A particular focus was work on a 'segment model' designed to use CASA's resources more effectively and efficiently by matching our organisational set up to that of the aviation industry. Under the model, organisational units in CASA would be responsible for the entire safety life cycle of organisations and individuals within the corresponding industry segments.

IT management

The contract with IPEX as CASA's IT service provider has entered the third year of its five-year term. A mid-term review has been conducted across all agencies in our Group (Group 8) as part of considering the two-year extension options contained in the contract.

CASA implemented a number of interim systems during 2002–03 as part of the Small Projects Program. In addition a PC Rationalisation Program was undertaken to reduce the CASA PC fleet by up to 20 per cent.

Quality management

We are working towards a CASA-wide quality management system. A significant accomplishment this year was achievement of ISO9001:2000 quality certification for some regulatory services delivered through the CASA Service Centre.

As part of reviewing and consolidating our quality management practices, we have developed our business plans consistent with quality management principles. We also have begun to design an associated reporting structure to suit strategic alignment with CASA's performance management framework.

We are developing benchmark frameworks to measure organisational performance. In particular, we have undertaken preliminary research to find international benchmarks for indicators of aviation safety.


Contracting arrangements

CASA is working to bring contracting arrangements with service providers into line with best practice.

The most significant action CASA has taken in recent years has been adoption of an alliance model or performance-based contract arrangement for the CASA Improvement Program. The alliance model was considered particularly suitable for this program as there was uncertainty of scope and CASA lacked program management and IT development skills. The results achieved in 2002–03 were most encouraging with all projects being delivered on time and on budget.

In addition, in 2002–03 we reviewed telephone services and fleet motor vehicles. The reviews resulted in a tendering of telephone services and changes in arrangements for ownership and management of vehicles.

Mick Toller, Jack Percy, Ray Comer and Harry Hickling

Mick Toller and Jack Percy (seated) with Ray Comer and Harry Hickling (standing) at the signing of the Alliance Contract.


Small projects program

Consistent with the Working Smarter Strategy CASA developed during 2001–02, the Small Projects Program continued during 2002–03. Projects undertaken during the year included:

  • Airworthiness Directives - Electronic Workflow System
  • Notice of Proposed Rule Making - Registration and Response System
  • Credit Card Acquittal System
  • Overseas Travel System
  • Case Management System
  • Human Resource Management System upgrade
  • AOC Online System.


Where to from here

CASA Improvement Program

Implementation of the Foundation Stage of the CASA Improvement Program will continue in two major phases:

  • Phase 1 (scheduled for completion by November 2004) covers implementation of all individual industry participant details as part of the Aviation Reference Number system as well as related Aircraft Maintenance Engineer and Flight Crew Licensing functionality. This phase also includes implementation of a records and document management system to support the foundation systems.
  • Phase 2 (scheduled to start in November 2004 and to be completed by January 2006) covers implementation of the Aviation Reference Number functionality to support organisations and functionality for issuing operating certificates.

Information technology management

CASA will undertake a small program of new systems development to support short-term business requirements arising from CASA change programs. We will undertake a number of information technology and telecommunications infrastructure projects to modernise and optimise CASA's infrastructure. These projects will support the new business systems CASA Improvement Program is delivering and reduce risks associated with existing legacy systems.

A comprehensive IT Governance framework will be implemented during 2003–04 to ensure all IT investments are aligned with strategic business initiatives, and to enable CASA business and technical organisations to work together to make critical IT decisions.