Background

 

CAA's reporting to the Board was simply a mash-up of existing reports produced by various areas, or a combination of data that lacked the "so what".  The reports produced were backward looking and neglected information that gets to the heart of the reason for why CAA exists: to make people safe and feel safe.

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This created the opportunity to rethink their reporting approach to the Board by shifting the focus to communicating how well the organisation was delivering value and meeting its outcomes across the Aviation industry.

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My Role

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To reboot the reporting process to enable a shift in focus from reporting on activities to a more integrated approach which includes both integrated thinking and the connecting of information. This will provide an improved understanding of whether the CAA is delivering value​.

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Step 1 - Getting started

 

We started by examing the overall purpose of the Board reporting and what it was aiming to achieve. What we discovered was that the current reports did not provide the insights that the Board needed to provide the appropriate level of governance.

  

Step 2 - Getting to outcomes

 

After doing some initial research, I made the proposal that we move to an integrated reporting model where we could bring together the data and information across CAA so we could tell a story of value, delivery of outcomes and what we were doing to support both of these.

 

A component of this shift required us to build outcome models for both the Safety and Security side of the Authority which we ran workshops to develop.

 

Step 3 - Shifting to integrated reporting

 

Following approval from the Leadership team, we designed the reporting templates and built the initial data models using a sample of data extracted from the main platforms. 

 

The majority of the time was spent in two areas - firstly, connecting the various sets of data to understand the relationships and secondly, designing the reports in a user friendly way that focused on the areas of value.

 

The proof of concept was presented to the Board who were hugely supportive of the changes.

 

Step 4 - Ongoing work

 

We designed the reporting into two phases. The first focused on the data extraction and developing the infographics. The second looked at having our SMEs review the data and provide the insights and commentary. 

 

Having completed the first phase, we recruited a Strategy and Reporting Manager who took over the ongoing development.

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Outcome

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We improved the reporting creating the ability to look at success in a broader sense and understand those areas which are important to create long term sustainable value across a range of CAA's regulatory responsibilities.

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Doing so led to an improved understanding in a broader sense of what was happening across each sector in the aviation system and the impact that CAA was having in the performance of its regulatory activities.

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The reporting that was developed provided guidance that went beyond simply conveying past performance.  It helped the Board understand the areas of risk across the sector and encouraged the conversation on how best to address those risks.

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What was delivered

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• Integrated reporting framework and reporting principles

• A whole-of-system approach that combines both the regulatory and supporting functions such as people and digital

• A value creation and outcomes model

• Improved reporting that reflects the combination, relationships and dependencies across CAA to communicate where value is created and identify areas of risk that needs to be addressed