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civil air navigation services organisation
Focus
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EUROCONTROL was created in the early 1960s as an
international intergovernmental organisation,
reporting to its ‘owners’, the Member States.
Accountability, to the equivalent of what is today the
Provisional Council and Permanent Commission,
reflected the mood of the times, and was appropriate
for several decades. However, as the corporatisation of
air navigation service provision became the
norm in Europe, along with growing involvement of
airspace users in the decision-making chains
of air traffic management (ATM),
this arrangement began to come under pressure.
Patrick Bernard, Senior Policy Advisor
to the Director General, explains.
EUROCONTROL’s
new governance arrangements
Review
After extensive reflection about how
best to adapt EUROCONTROL to this
changing world, in November 2008,
the Provisional Council unanimously
approved new governance arrangements
for EUROCONTROL.
The key principle behind the changes is
that while EUROCONTROL continues to
be an intergovernmental Organisation,
the governance on all matters relating
to, or supporting service provision
will increasingly come from industry,
including air navigation service providers
and airspace users. So exactly what do
these governance arrangements consist
of? They are essentially composed of
three different levels.
First, at project and programme level,
consultative groups (Stakeholders
Consultation Group, Operations
Coordination Group) and the Military
ATM Board are confirmed in their role of
providing advice to the Director General.
The Military ATM Board also reports to
the Provisional Council upon request.
Second, at the level of organisational
units within the Agency, Supervisory
Boards are created, with three foreseen
from the beginning: one for the Central
Flow Management Unit, one for the
Cooperative Network Design Directorate,
one for the Central Route Charges Office.
One is also planned at a later stage for
the Directorate of Resources. Supervisory
Boards will be relatively small groups,
with typically some five or six members
mostly external to the Agency, and will
be chaired by one of these non-executive
Directors (i.e. non-Agency staff). Their
role will be to provide advice and recommendations
to the Director General, like
consultative groups, but this time at the
aggregate business level of large organisational
entities within the Agency. The
business plans of these units will be the
main tool for the functioning of these
Supervisory Boards.
Third, at the corporate level of the
Agency, a new Air Navigation Services
Board has been created, with 15
members: 8 from air navigation service
providers, 5 from airspace users, 1 from
airports, and 1 from the military. The
essential new feature here, which forms
the core part of the new governance,
is that the new Air Navigation Services
Board is formally given a mandate by
the Provisional Council to approve the
Agency’s Business Plan, including the
endorsement of financial elements.
This use of the mandate goes far beyond
the advisory role of the previous Air
Navigation Services Board and former
Chief Executive Standing Conference.
The mandate will be exercised within
a specific remit formally given to the
Air Navigation Services Board by the
Provisional Council, which includes a
large part of the Agency’s activities, only
excluding regulatory and military activities,
as well as the Maastricht Upper
Area Control Centre.
Skyway 51 - Spring 2009 37
In parallel with this, the role of the
Standing Committee on Finance is
unchanged, as is the Provisional
Council as the validating authority
for the Agency Business Plan, and
the Permanent Commission as the
approving authority for the Agency’s
budget. This means that conceivably
diverging positions could develop
between the Air Navigation Services
Board and the Standing Committee
on Finance, since the Air Navigation
Services Board has a role in endorsing
financial elements, and for this reason
the arrangements foresee in that case
a role for the Director General to seek
to broker a common position between
these two bodies. Success on that
will require a new business planning
process ensuring alignment with the
budgetary process, and work has
started on this new business planning
process with the new Air Navigation
　
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本文鏈接地址：Skyway Magazine Spring 2009(26)