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CIVIL AVIATION AUTHORITY
ORGANISATIONAL DESIGN REVIEW
Consultation Document
May 2019Foreword
| 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