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a new directorate to bring together
Agency activities under one banner. Cooperative
Network Design (CND) includes
some 18 areas of expertise and roughly
700 staff . It is structured to deliver results
Reforming
EUROCONTROL
As Europe nears the Holy Grail of a Single European Sky, EUROCONTROL
is reforming itself to make sure it stays relevant. Jill Taylor explains
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u The Single European Sky pillar includes
the regulatory work the Agency does for
the Member States and the EC. It covers
support for rule making, oversight of
activities and developing the architecture
for the Single European Sky.
u The second pillar centres on
EUROCONTROL’s network activities and
includes the Central Flow Management
Unit (CFMU), network operations and
traffi c fl ow management functions. SESAR
identifi es elements such as arrival and
departure managers, slot coordination
between airports and en-route capacity as
key enablers of a more effi cient system. The
Agency is already associated with several
network management functions such as
the European Aeronautical Information
Database, and the ground-ground pan-
European communications network, as
well as data-sharing via the System Wide
Information Management network.
u The third pillar is the SESAR contribution,
which amounts to €700 million research
and development work – delivered in kind
and in cash – up to the end of 2016.
The pillars are supported by a separate
directorate of resources that manages the
Agency’s fi nance and human resource needs.
Bo Redeborn, CND director, explains the
thinking behind the new directorate: “The
CND structure breaks down the walls or silos
of the past. It brings people together from
research, programmes and regulation. There
is a danger you can develop splendid solutions
in splendid isolation, and implement
them without any real impact on the performance
of the network.” The pillar approach
will be rolled out across the Agency during
2010, and will combine the various activities
of research, training, regulation, civil military
coordination and programme activity into
one organisation.
EUROCONTROL is in the process of reinventing
itself through this more focused
internal structure. The organisational
reform, coupled with direct stakeholder
involvement in the ANS Board, has brought
promising results. Redeborn says: “In the
past, when we’ve not had the commitment
of the system providers, we’ve not always
been successful. If you look at history, our
success is basically limited to the areas
where all the stakeholders have agreed on
the benefi ts.”
Quick wins
The ANSB already has two achievements.
In mid-2009, EUROCONTROL won approval
and the military, and makes decisions that
would otherwise be subject to lengthy
debate in the Provisional Council.
Aligning with the European Commission
“We’ve come to the point where we need
to get our relationship with the European
Commission (EC) properly cemented-in
for the long term. We need to make lasting
changes to our structure to refl ect what
has been going on in Europe, in particular
separating the work we do to support the
Member States, such as regulatory work, and
the practical work we do in direct services,”
explains McMillan. The separate activities fall
into three distinct areas or pillars within the
CND directorate.
to pursue the Centralised Code Assignment
and Management System to overcome a
shortage of Special Service Request codes
in Europe. This was followed by the contract
award for a pan-European communications
network to support IP voice and data exchange.
Both programmes were processed
quickly, with the service providers committed
to the outcome.
The new structure also brings some
deeper changes within the Agency. The air
traffi c services provided by the Maastricht
Upper Area Centre are not included in the
pillar approach, and are eventually expected
to become part of the Functional Airspace
Block – Europe Central in the future.
Likewise, the Central Route Charges Offi ce
already operates as an independent entity,
funded by surcharges. While it could reside
in the network management pillar, it could
equally be managed segregated from the
　
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