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0,0
4,0
6,0
8,0
10,0
12,0
14,0
Number of ATM students
Contribution by Member States (in EUR million)
Students Contributions
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PAGE
The Institute Management Board (IMB), chaired
by the Director General, is responsible for overseeing
the direction and strategy of the Institute.
At the November 2003 IMB, the Board discussed
the vision of the Institute. It confirmed that the
Institute should concentrate on the following
areas, mainly to:
continue to support the Agency vision to be
"the architect and manager of the pan-
European air traffic management network";
identify how it can support the European
Commission, Member States and relevant
Agency Bodies in the development of
European-wide implementation of regulations;
seek alternative financing, also through the
European Commission, where appropriate;
support the ATM 2000+ Strategy, in close
cooperation with EATM, in order to fulfil its
commitment to the Agency objectives. The
training will also support the implementation
of regulations;
expand and develop the area of pan-
European ATM training in order to meet
demand from the Member States. The training
is to be delivered in a cost-efficient manner,
commensurate with the resources made
available, giving the Member States added
value;
continue to provide ab-initio ATC training for
Maastricht controllers and, when requested,
for Luxembourg controllers;
develop and provide first class ATC training
and act as a role model for others and as a test
and development facility for new methodologies,
in cooperation with EATM;
operate a clearing-house function for training
resources in Europe, facilitating the efficient
use of resources throughout the Member
States;
achieve a leading position in pan-European
ATM training development;
become the European focal point for development
and provision of e-learning in the area of
ATM training;
be an attractive centre for workshops and
seminars in the ATM sector.
The Director General and the Director of the
Institute are advised on training policy and strategy
matters by the Training Consultation Group
(TCG).The TCG meets twice a year. It is composed
of representatives from Members States who
have expertise and responsibility on training
matters in their own countries.
At its last session, the TCG supported the IMB
vision outlined previously. Furthermore, the TCG
acknowledged that the Institute was not in a
competitive situation with other ATM-ATC training
establishments.
CORE BUSINESS ACTIVITIES
The core business of the Institute is the provision
of leading-edge training for air traffic management
personnel.
The Training Division carries out all core business
activities:
ATM training
ATC initial training
Training development and training support
to States
E-learning
Provision of library and documentation
services
Organisation of workshops and seminars.
In 2003, the number of participants at courses
and workshops slightly increased with 3,757
attendees, compared with 3,641 in 2002.
49
PAGE
INSTITUTE OF AIR NAVIGATION SERVICES
AIR TRAFFIC MANAGEMENT (ATM)
On-site training was provided at customers’
premises. The current level of resources makes it
possible to meet 50% of on-site course requests.
Cooperation with the Central Flow Management
Unit (CFMU) proved to be very successful
through the delivery of Flow Management
Position (FMP) training courses. CFMU training
was an excellent example of how traditional
training courses can be complemented by distance
learning.
In 2003, the Institute ATM Training Programme
included several courses responding to Member
States requests for assistance with the introduction
of ESARRs:
Review and development of new courses in
the area of safety management and safety
regulation.
Competency training for air traffic controllers.
The course for On-the-Job-Training Instructor
(OJTI) remained very popular. To reduce the
course participants’ time spent in Luxembourg,
the initiative was taken to develop a Blended
OJTI course: the combination of a distance-learning
module, followed by a one week traditional
training module at the Institute. The first course
was successfully delivered in November 2003.
Initial contacts with the Safety Regulation Unit
and the mandate received from the Provisional
Council on safety regulation training have indicated
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本文链接地址：
EUROCONTROL Annual Report 2003(23)
