20 September

Graeme Martin, the Chair of the Aviation New Zealand Board, wrote to you last week.  As President, this week it is my turn. Graeme give a great outline of what the role of the Governance Board is, who are the Board and what they plan to do.  It would not be unreasonable to now ask "what is the rest of this organisation, what do they do and how does that benefit me?"  The last part of that question is the key to it.  We are a membership organisation; we exist to further the interests of our members.  We always have and I hope always will.  If we do our job well then all industry members will see the benefits of belonging and will do so.  A strong united industry organisation invariably means a strong united industry.  If Aviation NZ does not perform well, then eventually the industry it represents is also likely to decline.    

Graeme and the Governance Board have the full responsibility and authority to make Aviation NZ all it needs to be.  Their exact mandate is section 17.1 of our constitution; "The Governance Board shall have the entire government and management of the Association and the control of its property and funds, and is empowered on behalf of the Association to do, execute and carry out all matters and things which the Association is authorised to do."  It can't be much clearer; the Board know that and Graeme told you last week how they plan to do it; I know we all wish them well.
 
As well as our good wishes though they need our support, our advice and occasionally a report card.  How did we get this Board that can and will do all we want?  Simple, that is the prime role of the Aviation Council and the Council is the body that you, the members elect.  It is the President, Vice Presidents, Immediate Past President and the Chairs of the six Divisions plus a major user representative.  The President and VPs are elected directly for two year terms at our AGM, held each year as part of the Conference.  The Division Chairs (and committees) are elected at the Division AGMs by their members.  The Vice Presidents are Ken MacKenzie and Kevin England and the IPP is John Jones.  Alan Beck chairs the AAA Division, Lloyd Matheson NZHA and Peter Turnbull EMS; Errol Burtenshaw is the major user rep.  The other three divisions, Logistics, Operational, plus Training and Development did not have elections at the last conference as they were newly formed at the Aviation NZ AGM.  The election process will occur at various dates next month, until then the past chairs are continuing to act.
 
So the Aviation Council that you elect appoints the Governance Board.  The Council meets quarterly and as its members are all directly in touch with those actually practising aviation rather than talking about it, it also provides advice to the Board.  The advice the Council gave to the Board when they first met on the 7th August emphasised the requirement to provide membership value; we told them we wanted them:  


 1. To continue to grow the membership of Aviation NZ largely through the perception that there is value in membership.  Membership must be seen as not just a good but essential investment. We have failed if it is simply another cost. The industry growth agenda, $16B by end of 2016 is clearly part of that; a larger cake benefits all but there are other issues members want addressed as well under the heading of value.

  2. To raise the profile and general perception of the industry and the organisation that represents it. To include in that profile and perception the belief that it is a safe, efficient, competent and united industry.  If asked most Kiwis could answer the question, who are farmers represented by, who are builders, but could they answer, who represents the aviation industry?  From my conversations few can; you will be at least partly successful if you correct that.  The second part of the growth agenda; grow the image and reputation. 

  3. Improve communication and networking channels with our key stakeholders.  That certainly includes but is not restricted to government and the departments that have such a large   influence over the regulatory framework in which this industry operates.  The quality of communication with a number of agencies has improved markedly over the last year or two. That must continue and the number of agencies to whom that statement applies must also grow;    the third part of the growth agenda.

  4.The financial position of the organisation must improve. Many in the Council agree with the view that we must re-orientate the whole attitude to finance.  Rather than asking what is the financial resource available and then delivering the service that allows, it should be the other way round. What is it that this organisation should be doing, what will that cost, and then how do we generate the funds required? As well as the first three items we must grow the resources, human   and otherwise, available to industry members and participants. 
 These four points make a neat circle as the last one co-ordinates nicely with the first, to ensure membership provides value.   
 
In summary. the Board is an appointed team of experts who are tasked with running your organisation and to be our voice to government, its agencies and the wider community.  They also need to do all the other things that are required to make your subscription a valuable investment.  They have made a great start on that.
 
The Council are your elected representatives; it appoints and advises the Board as well as encouraging and co-ordinating the six divisions of our organisation.  The divisions address the issues specific to the different parts of aviation. This division is necessary as it is a pretty broad industry.
    
To conclude; as Graeme said last week, I am personally happy to discuss any aspect of the structure, direction and strategy of our organisation.  The organisation that represents aviation, One Industry, Our Industry.
 
Best regards,
 
 Dale Webb
 
Dale Webb
President – Aviation New Zealand

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