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main building to cater for these staff
increases have been in place for some
time now ?but due to the crisis which hit
the air transport industry following the
events of 9/11, the project had been
postponed.
During 2002, Member States released the
required funds to begin work on the
extension in 2003. Completion of this project
is now set for the start of 2005. This
expansion programme remains an important
symbol of the commitment by stakeholders
to the Centre抯 future.
BUSINESS PLANNING AND
KEY PERFORMANCE INDICATORS
Improved efficiency is an imperative
During 2002, the business planning
process continued to play a central
management role, and the business plan
for the year was developed around a number
of core objectives ?safety, capacity,
efficiency, governance, staff, validation and
maintenance of multinational systems. The
business plan reflects the Centre抯
commitment to improving levels of safety
and capacity, responding to customer
needs and improving, where possible, its
cost-efficiency performance.
Improving performance: quantifying
operational improvements
During 2002, a prototype of a tool aimed
to quantify operational performance more
precisely was developed ?the
Operations Performance Cockpit ?
whereby current reporting parameters
are combined with additional information
on productivity, trends and short-term
forecasts. This powerful information
platform will be used by management as
an additional support facility in the
decision-making process. A feasibility
study for the introduction of the tool will
be undertaken to explore its possible
introduction in 2003.
The centre抯 business plan reflects
its commitment to improve levels of
safety and capacity, responding
to customer needs and improving
its cost-efficiency performance.
54 - 55 I Maastricht Upper Area Control Centre
QUANTIFYING AND IMPROVING
QUALITY
ISO 9000-2000: the measure of
quality in performance
A survey by an independent company to
establish current status, size and scope of
the work required in the Centre to create a
system compatible with ISO 9000-2000
was completed in Summer 2002. After
evaluation of the audit report findings, it
was decided to build a global management
system (including safety, quality and
security processes). The target year to
achieve a certificate of compliance with
ISO 9000-2000 quality management
standards is 2005.
EFQM: a further measure of quality
During 2002, work continued on implementing
the European Foundation for
Quality Management (EFQM) business
excellence model. The self-assessment
programme determines how best to refine
current management practices and procedures.
This will build on work that began
in 2000 with the introduction of key
performance indicators to measure
efficiency levels and the development of
divisional business plans.
In June 2002, a third annual EFQM Self-
Assessment was carried out and a plan
drawn up for Maastricht UAC to realise its
ambition to achieve excellence. The
review team identified over 120 areas for
improvement across all criteria, but also
noted major improvements over the previous
review.
Improving quality in the Operations
Division
During 2002, an important study into the
culture, quality and structures of the operations
division was started to look at ways
a customer-oriented, more efficient service
could be delivered. The Operations
Division Quality Improvement Programme
began with an in-depth study of processes
and practices within the department,
examining what was done well and what
could be improved.
In particular, this meant looking at the
planning process in some depth, to learn
the lessons of the past. During 2002 some
early results of the programme included
the development of a new Manpower
Planning Project, which has replaced the
former pen-and-paper rostering system
with a new, electronic format to increase
transparency and flexibility for both
individuals and the organisation.
Much of the important diagnostic work
was completed in 2002 and a reorganisation
of the division will be carried out in
2003.
2002 HIGHLIGHTS
揟hree Pillars?strategy (e-learning, increased
external cooperation and on-site courses) was
implemented to help meet increased demand
for training.
3,641 people attended courses and workshops
at the Institute, compared to 3,739 in 2001.
　
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本文鏈接地址：EUROCONTROL Annual Report 2002(29)