The CAA Board requires a full range of competencies across its members to be effective. Prospective candidates must be highly experienced directors and have competencies that complement those of existing Board members.
Under section 72A(4) of the Civil Aviation Act 1990, the Minister must appoint “persons who [he/she] considers will represent the public interest in civil aviation.” Section 29(2b) of the Crown Entities Act 2004 also states that “in appointing or recommending an appointment, [the responsible Minister] must take into account the desirability of promoting diversity in the membership of Crown entities.” In addition, section 30(2) of the Crown Entities Act 2004 sets out the criteria for being considered as a member of a Crown entity Board.
The successful candidate will be able to demonstrate more than one of the following core competencies and experiences:
- governance and leadership – experience in governance, preferably in both the public and private sectors, with the ability to ask the right questions of management, distinguish between governance and management, and understand and perform governance functions. The successful candidate will be able to engage with a range of stakeholders, deliver on government policy and direction and a have a clear understanding of the role of a governor.
- technology change – experience in delivering technological change across medium to large organisations, and recognition of the investment required to ensure an organisation’s technological capability remains fit-for-purpose. Ideally, has knowledge the aviation sector’s changing technology needs, regulatory information technology systems such as EMPIC, and/or an awareness of innovation within the sector.
- regulation – strong experience of regulatory environments practice and impacts, as well as regulatory frameworks and their application in either a regulated industry or as a regulator. A deep understanding of the fundamentals of a modern regulator and the impacts of regulation is required.
- public sector knowledge (including local government) – understanding of the operating requirements and processes of the public sector. Experience at an operational level of local government is desirable.
- culture change – ability to identify and influence organisational culture change and drive positive change, as required.
- judgement and critical thinking – demonstrated experience of exercising judgement and critical thinking, preferably within a regulatory environment. In addition, you should be an active listener, open thinker, and be able to draw from your own personal experiences to contribute towards discussions at the Board table.
- an ability to work collaboratively to reach consensus – demonstrated understanding of the individual and collective duties Boards possess (particularly within a Crown context), and an ability to reach a collective decision as a Board while respectively and constructively evaluating each other’s personal views on a matter. Accepts the need for collective responsibility for the final decision reached.
- stakeholder/iwi engagement – identifies and engages with co-directors, management, key individuals, stakeholders and iwi to establish and maintain effective relationships.
In addition, successful candidates may also have either:
- transport sector knowledge – a strong understanding of the transport sector in general, including an understanding of system-level strategies, processes and outcomes.
- health, safety and legal obligations – an understanding of all the legislative requirements of directors and entities, in particular the Health and Safety at Work Act 2015 and Hazardous Substances and New Organisms Act 1996 and ideally experience in embedding a health and safety culture within a complex organisation.