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n developing performance management and transparency
within the Agency, striving for costeffectiveness.
Added value of the Agency
Many parties in the aviation community have a vested
interest in catering for their political, societal, regulatory
and business needs. This fact reinforces the need to
organise system design and operation collaboratively,
taking a global perspective.
The EUROCONTROL Agency, following a network
approach, brings value to the development of European
ATM by:
n working for the common good of the aviation
system;
n taking an impartial pan-European view;
n consulting with all stakeholders at all stages;
n providing a unique pan-European civil-military
interface;
n focusing its ATM expertise on pan-European issues.
Internal reform
In 2008, the Agency progressively aligned its organisational
structure with changing environment and stakeholder
needs with the aim of improving internal efficiency
and cost-effectiveness.
With this in mind, Cooperative Network Design (CND)
was created at the beginning of 2009 as a single business
unit, integrating all the activities of the participating
EUROCONTROL:
A partnering organisation
EUROCONTROL Annual Report 2008 15
directorates into a single work programme with governance
ensured by a Supervisory Board assuming responsibility
for overall activity and the related budget. This will reduce
internal fragmentation, enhance synergies and improve the
implementation of the Single European Sky and the European
ATM Master Plan.
Furthermore, within the support functions a reorganisation
has also taken place, resulting in the grouping of the
activities of the General Secretariat, Finance and Human
Resources Directorate into the Directorate Resources. These
rationalisation processes are expected to deliver more clarity
and cost-efficiency.
An internal reorganisation process is also being assessed
for the CFMU with a view to the establishment of a network
management function.
Agency governance
The Agency’s vision is to be a partnering organisation with
strong stakeholder relations based on transparent cooperation.
It is determined to reinforce industry involvement and to
enhance stakeholder partnerships to improve its governance.
A significant milestone in this direction was achieved in
2008 when the Provisional Council approved new governance
arrangements for EUROCONTROL, introducing a new
decision-making process, which will see the Organisation
modernised and realigned so that it can respond fully to the
objectives of the Single European Sky.
The key principle behind the changes is that while EUROCONTROL
continues to be an intergovernmental Organisation,
governance on all matters relating to or supporting
service provision will increasingly come from industry, including
air navigation service providers, airspace users, the
military community and airports.
In essence, the governance arrangements break down
into three different levels:
n At corporate level, a reinforced Air Navigation
Services Board (ANSB) has been created to oversee
areas of relevance to service provision and to
approve the Agency’s Strategy and Business Plan,
endorsing associated financial commitments.
n At organisational level, Supervisory Boards will be
created within the Agency (CND, CRCO, CFMU) with
membership open to external non-executive Directors.
These boards will provide advice and guidance
to the respective Directors and the Director General
on the execution and management of major Agency
tasks.
n At project and programme level, consultative
bodies (Stakeholder Consultation Group, Operations
Coordination Group, etc.) and the Military ATM
Board (MAB) are confirmed in their role of providing
advice to the Director General. The MAB, composed
of national heads of military air traffic management,
also reports to the Provisional Council on request.
Strong coordination between these groups will ensure
that the Agency is fully aligned with the strategic priorities
and objectives agreed with stakeholders.
The route charges system will continue to be governed,
supported and monitored by the enlarged Committee
for Route Charges, and MUAC by the Maastricht Coordination
Group.
16
The average safety maturity level for
ANSPs has increased from a baseline
of 55% in 2002 to 81% in 2008 –
a 5% increase on the 2007 figure of 76%.
Regulators have also shown steady
progress with an average maturity level
rising from the 2002 baseline figure of
　
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