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Gavi aVAATION AUTECARDTY ND OF NEW ZFALA natal @ Aono ‘Te Mame Roar CIVIL AVIATION AUTHORITY ORGANISATIONAL DESIGN REVIEW Consultation Document May 2019 Foreword | write these opening comments to this consultation document with mixed emotions, On the one hand | am very satis‘ied that the type of organisational change outlined in this document is absolutely necessary if we are to improve our performance, but on the other | am aware that the changes proposed wil introduce considerable uncertainty to many staff — primarily those in management positions due to the nature of the changes - as they reflect on the impact that the document may have ‘on their existing roles within the CAA. | wes appointed CE ofthe Authority two thirds of the way through the most significant organisation cchange it had experienced for many years. This change occurred in three phases during the period 2011-13. I'm very minoful ofthe stress and uncertainty that such large scale change causes and when it was completed | exoressed my preference to avoid change on such a scale in the future, ! went on to ‘ote that while the external and internal drivers for change would be ongoing I'd prefer the organisation to respond often and incrementally in future rather than wait until the pressure bul up to the stage that large scale change was required, (On that theme, almost exactly three years ago, in May 2016, additional changes were made to the structure of our organisational enabling/support services, our communications/safety outreach functions were combined and the regulatory investigations functions were relocated. This change continues the drive for continual improvement. Given that the purpose of the change proposed in this document is to support improved performance, it is noteworthy that since mid-2013 the three work streams of the Regulatory Craft Programme (RCP) have been focussed on improving the petformance of our regulatory functions. It is pleasing to record the progress made as a result of the programme, | am convinced that the CAA cf 2019 is a considerably more effective organisation than that of 2011. Nevertheless, recent assessments of our regulatory effectiveness show that we need to do better. The pace of change, of improvernent, has simply not been fast enough, When you consider that lives depend on our effectiveness we must step Up the pace at which we improve, The proposed organisational changes promote improved performance of our core regulatory functions and the areas that enable them While a great deal of consideration has gone into the development of the proposals herein — supported by a good deal of research and advice from a wide range of people - | do not claim that the proposals are perfect and could not be improved. Indeed I acknowledge that in some cases I have made a call to propose a particular approach when itis clear that there are alternative approaches with brosdly comparable benefits. Accordingly | strongly encourage your engagement in this review process. I want {0 be clear that | will consider submissions made on the proposals with an open mind. Ifa compelling case is made to change what is proposed that will stl achleve the objactives | have then I am open to change. ‘Your participation and response will assist in ensuring that we jointly develop en organisation best structured to support the effectiveness of its functions — and fo provide a produetive and satisfying work envitonment for staff. Graeme Harris Chief Executive

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