The 2016-17 to 2020-21 CASA corporate plan provides a detailed outline of the organisation's key priorities for the period ahead.
In recognition of the broad range of variables which will impact on the operating and regulatory environment of CASA over the coming years, I have looked to extend the planning framework beyond CASA's conventional four to five year planning cycle through the development of Flight Plan 2030. This will be a statement of CASA's longer term strategic intent over the next 15 years and is expected to be finalised later this year by the end of 2016.
Work will continue on completing CASA's implementation of the Government's response to the Aviation Safety Regulation Review (ASRR) in 2016. A number of initiatives were completed through 2015, while others are ongoing or are now a part of CASA's day-to-day activities.
A comprehensive program of change, known as Renewing CASA, is well advanced. This program is expected to deliver structural adjustments to simplify governance, strengthen decision making and improve the delivery of functions and services. Along with removing a 'silo' approach to business, Renewing CASA will focus on building a new and stronger culture within CASA to support consultation, communication and collaboration with the aviation community.
Performance measurement is ongoing and will be an area of particular focus in the coming 12 months and will be a key pillar in my drive for continuous improvement across the organisation.
In addition to putting more work into the refinement of key performance indicators, CASA will also establish an external performance validation panel as part of the requirements under the Government's Regulator Performance Framework.
This panel will be drawn from the Department of Infrastructure and Regional Development, a comparable regulatory agency, and representatives from the aviation industry. The panel will provide their assessment as to whether or not CASA has met its performance targets as outlined in the corporate plan.
The results of CASA's aviation community survey conducted in late 2015, has confirmed the need for all of us to put some additional work into the way we engage with industry.
Improving our stakeholder engagement will be a key organisational focus over the period of this corporate plan and is reflected in a range of initiatives and performance measures.
A great deal of my first year as CASA's Chief Executive Officer and Director of Aviation Safety has been spent meeting people in the wider aviation industry and listening to their issues and concerns.
It has been rewarding to see for myself the areas where we can make a difference as well as being able to reinforce CASA's purpose as a regulator to those in industry as well as explaining what our binding responsibilities are under the Civil Aviation Act 1988 and other applicable legislation.
As Australia's aviation safety regulator, my team and I are committed to an appropriate 'safety partnership' with everyone in the aviation community.
Achieving change does not happen in isolation and I recognise the role we all have to play in ensuring our relationships are respectful and based on a shared commitment to ensuring Australia's enviable aviation safety record is maintained.
Mark Skidmore AM
Chief Executive Officer and Director of Aviation Safety