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by the Member States and
should take into account local conditions,
such as airspace complexity,
investment cycles, previous cost
efficiency plans, local constraints
and policies.
n Driving the right behaviour
Targets that incentivise the right
ANSP behaviour will drive good
performance. This means that the
links between the different performance
areas will need to be recognised
and targets set in a way
that ensure they meet customer requirements
in a safe and cost-effective
manner. Performance targets
will have to recognise trade-offs
between sometimes conflicting
objectives.
n Focus on outcomes
Targets and processes should be
devised to generate desired performance
outcomes and allow for
national differences in how the
outcomes are achieved.
n Maturity of metrics
Targets should be based on mature
key performance indictors where
there is a history of performance
data and should be binding only
when the KPIs are mature enough.
Additional work is required to
adopt commonly agreed metrics
for safety and the environment. Potential
unintended consequences
need to be identified and to the
greatest extent possible eliminated
prior to implementation.
work functions are directly linked to the
services they provide. The scope and
content of those services determine the
specification of the supporting network
functions. For example, the ANSPs calculate
the need for the network services
from their operational requirements,
and from traffic demand perspectives.
The network functions have to take
into consideration that the ANSPs deal
with capacity, safety and environmental
issues, coordinate with their HR and
training plans, make and adapt the
business plans, cost-benefit analyses
and unit cost corrections, and carry out
coordination with the customers, adjacent
service providers and the military.
Therefore the governance should be
adapted to ensure that network functions
and services are specified, steered
and, where necessary, run by industry.
They should be supported by a proper
regulatory framework established by
the corresponding ATM regulator and
supervised by the appropriate supervisory
authority.
Thirdly, network improvements need collaborative
decision-making. The planned
improvements at the pan-European network
level can only be addressed by a
partnership approach by all aviation
players. The airlines have an important
role to play when future capacity is proposed
by ANSPs. Correct forecasts are a
fundamental element of cost-effective
capacity planning, and appropriate consultation
is necessary.
The airlines also have an important
role to play in ensuring the best use of
Single European Sky II
CANSO’s viewpoint
Net work
mana gement
CANSO supports the network management
concept and acknowledges
the benefits to be gained from Europe-
wide coordination. However, we
believe that there are some key points
to consider in the effective application
of the network management concept.
Firstly there are some basic governance
principles which should be applied
for network functions:
n The separation between regulatory
functions and service provision
has to be ensured at all phases
and for all tasks, including pan-
European activities and network
functions.
n The ANSPs are accountable in
a performance framework and
therefore they have to be part of
the decision-making for service
provision functions. This is also
valid for the concerned parties in
network management.
n Network functions in the operational
field require collaborative
decision-making involving organisations
at local, regional/FAB and
pan-European level.
n The basic principles of Common
Requirements and Performance
Review should be applied also to
the network services.
Secondly, the operational needs
should determine the scope and content
of network functions. ANSPs are
strongly of the opinion that the netSkyway
52 Summer & Autumn 2009 41
available capacity by corresponding
flight plans and slots, contributing to
a better predictability for the whole
system. To enable this, ANSPs and
airlines have established efficient
“customer-service provider” relationships.
The positive evolution of EUROCONTROL’s
governance is based on
the industry steering requested for
network management. Further developments
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Skyway Magazine, Summer & Autumn 2009(28)
