Civil Aviation Authority, ChairClosed
|Body:||Civil Aviation Authority|
|Appointing Department:||Department for Transport|
|Sectors:||International, Regulation, Transport|
|Skills required:||Change Management, Regulation|
|Number of Vacancies:||1|
|Remuneration:||£130,000 per annum|
|Time Requirements:||2 days per week|
Closed for Applications
Final Interview Date
Gareth Davies Added 23/07/2019
Director General, International and Security, DfT • Departmental Official
David Gray Added 23/07/2019
Non-Executive Member, Civil Aviation Authority • Representative of Organisation
Olivia Grant OBE DL Added 23/07/2019
Senior Independent Panel Member
The Chair’s role has a diverse remit falling into five key areas:
Strategic development and policy oversight
- Work proactively with the board and with Government to keep the strategic objectives under continual review so that the CAA has clear direction and leadership.
- Build strategic consensus across the board and guide strategy development and delivery.
- Provide strong and constructive challenge to the executive, ensuring policy delivery follows strategic direction.
- Whilst the CAA operates in a complex, safety and security critical environment, you will ensure that it continues to put consumers’ needs first.
The board members
- Manage the non-executive board members to ensure strong performance and engagement.
- Maintain a well-informed, authoritative and cognitively diverse board
- Make optimum use of board member’s skills and experience through appropriate allocation to sub-committee of other work. You will develop their skills and appraise their performance, as well as lead on succession planning, recruitment and induction
- Work closely with the Remuneration Committee to review and secure the performance and continuing development of executive board members
- Chair board meetings to deliver collegiate decision-making and consistent application of policy:
- Ensure robust board scrutiny of executive recommendations. Drive shared understanding of complex issues and deliver decisions informed by appropriate papers, well-founded through balanced engagement between board and executive. This will permit the Board to appropriately meet their statutory duties
- Plan and lead the board’s business according to strategic priorities and support the Board to be accountable
- Understand and balance the CAA’s various duties set out in legislation
- Ensure good governance is in place, maintained and reviewed
- Lead the CAA Board, developing this high-performing team and lead by example, including demonstration of the CAA’s established Values and Behaviours; Clarity, Integrity, Respect, Collaboration, Learning and Energy.
- Ensure that the CAA’s responsibilities to Parliament are delivered, including protecting its independence:
- Maintain and develop relationships with the Department for Transport and relevant parliamentary bodies to further the interests of the CAA, consumers and other key stakeholders
- Deal effectively with parliamentary, media and public scrutiny and where necessary adopt a public profile as CAA spokesperson
- Maintain a network of agreed stakeholder relationships both across the UK and internationally to support CAA’s strategic and business objectives. To include maintaining strong and effective relationships with government ministers, senior officials, Parliamentary members and committees and international institutions.
Senior Leadership through change
- Ensure appropriate succession planning is in place for key executive and board roles:
- Make sure board members (particularly non-executives) understand and deliver on their roles and responsibilities, especially during periods of change or uncertainty
- Take the lead on the recruitment of any Chief Executive.
- Be able to chair the board of a complex national body with a wide range of responsibilities
- Have experience of complex organisations including change management, ideally working at a senior level within one or more of; central government, an international body, the aviation industry, a major regulator or a major regulated organisation
- Be able to understand and represent the customer perspective, putting it at the heart of board discussions
- Be able to influence and represent the work of the CAA by building effective relationships with senior stakeholders across the aviation sector including politicians, senior officials, consumer, industry and employee representatives and other regulators
- Demonstrate both commitment and ability to make evidence-based and transparently arrived at decisions- across complex, cross-sector issues.
- Demonstrate an understanding of the longer-term and interactional impact of decisions across the public and private sectors and on customers
- Possess a well-developed strategic understanding and strong tactical sensibility