CASA Annual Report 2004-05 - Part 3: Corporate Report
Part 3: Corporate Report
CASA's objective is to achieve a high performance organisation through motivated and capable people. It therefore aims to provide an environment that supports the ongoing development and effective management of staff at all levels.
Learning and development
During 2004-05, CASA continued with its Learning and Development Strategy, which is designed to build organisational capability.
Learning and development initiatives and activities were grouped around:
- High Performance Leaders and Managers
- Core and Specialist Development Programs
- Corporate development initiatives
- Individual Learning Support
- Infrastructure Development.
The CASA Team Leadership Program continued to be successfully employed, with a majority of CASA's frontline managers participating during the year. The program focuses on coaching, counselling and performance management skills and is also used for succession planning purposes.
Throughout the year, there was a major effort to strengthen CASA's learning and development infrastructure, with a focus on efficient and effective production and delivery. A number of technical training programs were developed using quality standardised templates and a partnership approach between technical and training specialists. Following direction from the Chief Executive Officer, the CASA staff Induction Programme is being re-examined with a focus on production during 2005-2006.
Core and specialist development programs are offered through an annual training calendar. CASA will continue to deal with the high demand for learning and development utilising the most cost effective and appropriate delivery mechanisms. A challenge for the future will be balancing the need for CASA staff to have training in the new regulations (as part of the regulatory reform implementation) with day-to-day operational requirements.
This year there was an average of 5.53 training days per employee, which was above CASA's target of five days and slightly below the external benchmark of six days.
CASA continued work on the initiatives contained in the CASA Certified Agreement 2002-2005. Progress was made in a number of areas, including developing a human resources guide, finalising the implementation of salary classifications for Flying Operations Inspectors and advancing the development of a broadbanding methodology for CASA. These issues are being progressed as part of the negotiations for the revised CASA Certified Agreement.
The Workplace Relations Group, which is the peak level union-staff-management consultative forum, met four times during 2004-05, providing the opportunity for consultation on significant strategic, organisational and people management issues during the year.
Following a review of CASA's existing occupational health and safety (OH&S) policies in 2002-03, work was finalised on a number of key elements that will help achieve CASA's OH&S commitments and targets.
- an undertaking by the CEO to sign an Employer Statement of Commitment between CASA and Comcare, to manage and support OH&S issues in the workplace
- development of a draft Strategic Plan, and draft OH&S Policy and Agreement to provide CASA with a strategic approach to implementing and supporting workplace safety.
During the reporting period, CASA finalised the OH&S Strategy and it has been implemented throughout the organisation. In addition, a revised OH&S Policy has been finalised. As part of the ongoing Safety Management System review and implementation, a CASA framework for the provision of Personal Protective Equipment based on appropriate job safety analysis was also drafted within the reporting period, and will be finalised early in the 2005-2006 reporting year.
The OH&S sub-committee, which comprises union officials, workplace delegates and senior managers, met four times during 2004-05. The role of the sub-committee is to provide strategic comment, advice and assistance on OH&S issues, and to develop programs and measures to continuously improve the health and safety of all CASA employees.
The sub-committee's work during the year included:
- the OH&S Management System; and
- Developing the CASA OH&S strategy; and
- Developing the OH&S Plan
An occupational health and safety report, in accordance with section 74 of the Occupational Health and Safety (Commonwealth Employment) Act 1991, is provided in part 5.
Recognising high performance
CASA's people management policies and practices seek to support high performance across the organisation. Two important components of the performance arrangements in place within CASA are:
- the Performance Communication Scheme
- CASA's Recognition Scheme.
The Performance Communication Scheme aims to link individual contributions to organisational objectives. The Scheme is based around twice-yearly discussions between managers and staff, focusing on work goals and outcomes. A further important facet of the Scheme is the discussion between a staff member and their manager, addressing learning and development needs.
The Recognition Scheme provides an opportunity for staff and managers to nominate high performers for CASA's Employee of the Month Award, or for an 'Above and Beyond Award'. The Scheme is designed to reinforce the CASA values and associated behaviours, and encourages staff to see these values and behaviours as an important feature of high performance in CASA.
The Scheme also includes recognition of an employee's ongoing CASA service and contribution service, at five-year milestones, commencing at 10 years' service.
The Scheme has been widely embraced by staff and managers and is recognised as contributing positively to morale.
Employee of the Year - 2004
Brett Owens was named both the November 2004 CASA Employee of the Month and 2004 Employee of the Year.
Brett received his award as part of the CASA Staff Recognition Scheme, which was introduced in 2003 and recognises staff for years of service as well as individuals and teams for consistently working hard and going beyond what is expected of their role.
The Employee of the Month is awarded to an individual whose work is regarded as displaying excellence in service that meets or exceeds CASA's values. Employees recognised under the scheme are nominated by their managers or colleagues.
Brett, a facilities asset manager from CASA's Head Office in Canberra has been with CASA for almost 10 years, and in his role coordinates the day-today running of all the CASA buildings, office fit-outs, the supply of assets, the procurement and disposal of fleet vehicles and the management of national office cleaning contracts.
He received nominations from a range of colleagues who recognised him for his thoughtfulness, willingness to help others and provision of timely and quality service.
Nominees also noted his professionalism at all times, and maintaining a sense of humour even under difficult circumstances, while still delivering a quality service.
Addressing priority concerns, dealing with all matters effectively and efficiently, as well as his integrity and professionalism with both staff and external clients, were also listed in the nominations.
Above and Beyond award
As part of the CASA Staff Recognition Scheme, the Above and Beyond award is presented to both individuals and teams whose outstanding and exceptional performance is seen as going 'above and beyond' the call of duty.
Craig Hinder was named as Above and Beyond award winner for August 2004.
Arthur White (L) and Craig Hinder(R)
Craig is a senior officer with the Air Transport Operations Group Policy and Development branch.
Nominated for the award by his manager, Craig was recognised for taking the initiative and providing the drive and dedication to develop group outcome and output reports for the Chief Executive Office and Chief Operating Officer meetings.
These reports detail the group's performance and highlight significant trends which may impact on safety in the industry and CASA's response to those trends.
Providing such detail and insight on the industry has been a challenge in the past and Craig's initiative is working to overcome the issues behind the challenge.
Craig was also nominated for establishing systems and schedules to ensure the group provides quality products within required deadlines, his dedication to a quality and timely service, meeting deadlines and striving to improve the performance of his team.
Max McRae, Simon Astill and Wayne Jones, as the three Extended Range Operations by Turbine-engined Aeroplanes (ETOPS) course project team members received a CASA Above and Beyond award during the reporting period.
The team members were recognised for their partnership approach to developing an ETOPS training module for CASA's inspectors. Feedback from both CASA people and industry members who have attended the ETOPS presentations included comments on the professionalism of the package, usefulness to staff and industry and the opportunities it provides to enhance working relationships. Feedback also indicated that the dedication shown by the three project members was exceptional.
They worked long hours to produce the learning materials, with some training attendees - most notably major airline representatives - commenting that it was one of the best presentations they had seen.
Max McCrae and Simon Astill
During the reporting period, CASA continued its focus on a workforce planning reporting framework. As part of the framework, topical workforce planning issues, such as the issues related to an ageing workforce, are elevated for discussion to the CASA Chief and Deputy Chief Executive Officers.
As CASA continues to evolve through its new business model, further work will be undertaken, in conjunction with the 'Building a New CASA' reform programme in the area of workforce planning, with a particular emphasis on ensuring that CASA has the right skills mix within its staff for its aviation safety responsibilities.
Equity and diversity
CASA maintains its commitment to equity and diversity in its workforce and throughout the workplace. The Workplace Diversity Sub-committee is a part of CASA's workplace relations arrangements. It provides a forum for workplace delegates, union officials and CASA management to meet to discuss and promote these issues. The sub-committee met four times in the past year.