This section discusses the activities undertaken by CASA in 2009-10 to ensure that the organisation had a workforce that was motivated and capable of meeting CASA’s vision of Safe skies for all.
On 30 June 2010, CASA had 702 employees, which included 63 temporary staff and 15 staff managed as inoperative. Staff who were managed as inoperative included those on long-term leave for maternity or paternity reasons or on long-term leave pending formal retirement.
Part 6, Tables C.1 to C.5 show a detailed year-end breakdown of employee numbers by division and category, by classification and region, and by classification and age group. They also show permanent and temporary employees by classification and gender, and workplace diversity data by classification and gender.
CASA had an average of 9.21 days unplanned absence per employee in 2009-10. This was lower than the 10.68 days reported in 2008-09. Unplanned absence includes sick leave, carers leave and compassionate leave.
In 2009-10, CASA’s rate of staff turnover for permanent staff was 12.79 per cent, a reduction from the 13.7 per cent reported in 2008-09. Turnover is calculated as the number of permanent staff who have left the organisation as a percentage of the number of permanent positions in the organisation at the time.
Staff training and development
Regulatory and technical training
A four-part framework for regulatory training of CASA personnel was developed in 2009-10:
- Part A covers all CASA regulatory personnel.
- Part B is specific to roles, such as airworthiness or flight operations.
- Part C is training for regional delegates in specific areas such as fatigue risk management.
- Part D relates to specialist technical training in areas such as composites, avionics and specific aircraft types.
Two courses in minimum equipment lists and permissible unservicabilities were conducted during 2009-10, with eight CASA personnel and 10 aviation industry personnel trained in this area.
CASA also developed a training program for regulatory staff entering CASA. The program covered ICAO’s key requirements for technical personnel qualification and training. The program aimed at providing world-leading training for safety regulators in aviation. The first ten-day model course for flying operations inspectors’ mandatory training was delivered in March 2010. A seven-week airworthiness inspectors course began in May 2010.
CASA supports the development of professional capabilities through training courses, coaching, on-the-job training, external courses, conferences or workshops, management and leadership, communication and improving people skills.
Executive development programs in 2010 comprised two Growing Leaders to Achieve Safe Skies (GLASS) programs for staff in Corporate Services 4 and Corporate Services 5 levels and a Fostering Leadership Innovation Through Excellence (FLITE) program for Senior Management Group D level staff. These programs, significantly expanded from the previous year, involved more than 80 executive staff. Four orientation programs were conducted for 100 new CASA staff.
Ongoing workshops were conducted to support the Certificate IV and diploma in aviation safety regulations, developed in conjunction with Swinburne University. These included online learning and face-to-face workshops in subjects such as dealing with conflict, workplace change, representing and promoting CASA, effective work teams, working in an aviation regulatory environment and areas requested by other CASA business units through the internal e-learning network.
The professional development section of CASA administered Licensed Aircraft Maintenance Engineers (LAME) scholarships, developed a more robust learning management system, and introduced senior executive coaching. This involves senior executives meeting regularly with outside coaches to discuss their performance and ways to maximise their effectiveness. The New Leaders at CASA program will focus on team leader training and development.
CASA staff are employed under the powers vested in the Director of Aviation Safety by the Civil Aviation Act. The terms and conditions of most staff are prescribed in the CASA Enterprise Agreement 2010-11, which came into effect on 2 June 2010.
The terms and conditions of staff not covered by the collective agreement are contained in common law employment contracts. Under the Bargaining Framework for Government Employees, CASA staff currently employed under individual arrangements who are not Australian Public Service staff, Senior Executive Service staff or equivalent or who are engaged under an Australian Workplace Agreement are being transitioned to the enterprise agreement as their individual arrangements reach their nominal expiry dates.
At 30 June 2010, approximately 90 per cent of CASA staff were employed under the CASA Enterprise Agreement 2010-11 and 10 per cent under individual workplace agreements. CASA also had a number of service contractors and individuals temporarily engaged through contracted employment agencies. This included some short-term project staff and people engaged to oversee licensing examinations.
CASA provides access for staff to a confidential employee assistance program. The program helps staff to resolve any work-related or personal problems that could affect their performance or wellbeing.
Recognising high performance
In 2009-10, CASA continued its recognition scheme for high-performing staff, which is designed to reinforce its values and behaviours. The Employee of the Month award recognised staff whose work displayed a level of service that met or exceeded CASA’s standards for excellence, while the Above and Beyond award recognised individuals or teams who demonstrated outstanding and exceptional work or work on projects of importance to CASA (see inside back cover for the recipients of the awards in 2009-10).
Employees are nominated for recognition under the scheme by their managers or colleagues. CASA also uses a recognition scheme to honour the achievements and service of employees for their 10, 15, 20, 25, 30 and 40 year milestones.