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that all EUROCONTROL activities are aligned and consistent with the Plan. The document
also replaces the EUROCONTROL ATM strategies that had been developed in
the past for various subjects. It provides the rationale behind the European ATM Master
Plan information and is described from four complementary perspectives of the
ATM system: performance, network, information management and infrastructure,
and guidance on deployment.
In particular, it describes how the phased delivery of operational improvements seen
from the network perspective will exploit the evolving capabilities described in the
areas of infrastructure and information management in order to deliver ATM operational
services in line with the performance requirements. It is a living document and
will be updated to reflect any future agreed changes to the European ATM Master
Plan.
€700 million during the lifetime of the
SJU, i.e. until the end of 2016.
EUROCONTROL’s contribution is broken
down as follows:
The majority of the contribution is inkind
(€535 million), mainly taking into
account the efforts of the Agency staff
who will intervene as team members
or project managers in the various
technical work packages and projects
of the SJU Work Programme, working
in partnership with the teams of the
other SJU members. The in-kind contribution
also includes resources to
sub-contract additional studies, and/
or specific developments of R&D tools
and instruments requiring specialised
skills not available to the other members.
It also includes a significant contribution
to the overall Programme
management through a dedicated
team supporting the SJU on the SJU
premises.
The other part of the contribution
(€165 million) is a cash contribution
and will be used for several purposes:
to allow the direct co-financing
by the SJU of the contribution of its
members to several work packages,
in particular those dealing with network
operations and a number of
topics transversal to the ATM system;
for the Agency to place contracts on
behalf of SJU to ensure the active
participation of airspace users, staff
associations and the military in the
SJU projects and to co-finance the
work packages related to airline operations
systems and long-term and
innovative research. The latter will
be through research projects and
networks that will facilitate the involvement
of academia and SMEs in
the programme. The Agency will also
contribute to SJU running costs.
SESAR impact on
Agency activities
SESAR has already had a major impact
on the Agency, starting right from the
early days of the Definition Phase. The
impact of SES and SESAR on work organisation
culminated in the recent
reorganisation, resulting in the establishment
of CND – Cooperative Network
Design – specifically designed to
provide the most transparent and direct
support to SES and SESAR activities
through two of its programme pillars.
In addition, the participation in the
SJU projects will result in significant
changes in working practices, in particular
an increased partnership with
the members of the SJU.
In this evolving context, EUROCONTROL
has taken a significant step
towards full alignment of its activities
with the European ATM Master Plan.
This has required a general increased
focus on partnership and transparency
in handling activities, rather than
a change in technical orientation. The
aim is overall consistency and synchronisation
of information, capitalising on
the efforts deployed during the Definition
Phase, which are quite simply
needed even more now in the Development
Phase.
With the Air Navigation Services
Board, the Stakeholder Consultation
Group (SCG) and the newly created
CND Supervisory Board, tools are now
available to the entire ATM community
to ensure that they are fully involved
in helping the Agency to deliver its
best possible contribution to SES and
SESAR.
Conclusion
EUROCONTROL is fully united behind
the delivery of the European ATM
Master Plan and our aim is to help our
members and stakeholders to be likewise
united.
With the agreements now signed and
the projects being initiated, the SESAR
Development Phase is now entering its
productive phase. The signs are there
– all partners are keen to deliver the
studies, validation and experiments
which will enable the decisions to be
made on the next implementation
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Skyway Magazine, Summer & Autumn 2009(12)
