1. CANSO Global Benchmarking
Presented by
Alison MacMaster
Director Industry Affairs
CANSO
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2. Overview Background Different Stakeholder perspectives
Purpose of CANSO Global Benchmarking
Progress and Achievements
Challenges & Opportunities
Deliverables
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3. Different Stakeholder perspectives
Regulation should focus on establishing appropriate checks & balances
Customers require a common basis for sensible dialogue and consultation
ANSPs best placed to manage & improve own performance
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4. Purpose of CANSO Global Benchmarking
Goal is to support performance-based ATM globally.
Provide transparency of ANS Performance
Facilitate setting performance targets & support business decisions
Support effective dialogue & customer consultation
Support harmonisation of global ANS Provision:
Common performance language required to understand opportunities for improvement
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5. Getting Started Pragmatic approach to managing ANSP Performance
Keep it simple, effective and directly relevant:
Building on what has gone before:
PRU; Asia Pacific benchmarking; IATA
Individual member capabilities
Guard against costly data collection
Focus on a few key measures
Focus on results, not process
Build Confidence and Trust
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6. CANSO Members Broad Spectrum of ANSPs…
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7. ….all of whom are unique !
Wide variety of ANSP operating / institutional environments
Different ANSP starting points / levels of maturity
Concern how data will be used
Differing accounting standards:
Data Variability:
Validity / accuracy of data / different KPIs
Various data collection mechanisms to be aligned
Availability of data – timeliness and timescales
Different definitions for traffic & service
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8. European Member data submitted by the PRU
34 ANSPs: Goal is 45
Airports Authority of India
AENA - Spain
AEROTHAI - Thailand
Airservices Australia
Airways NZ - New Zealand
ANS of the Czech Republic
ATNS - South Africa
ATSA Bulgaria
Austrocontrol - Austria
Avinor - Norway
Belgocontrol - Belgium
DFS - Germany
DHMI - Turkey
DSNA - France
EANS - Estonia
ENAV - Italy
FAA ATO - USA
Hungarocontrol - Hungary
Irish Aviation Authority
LGS - Latvia
LFV - Sweden
LPS - Slovak Republic
LVNL - The Netherlands
MATS - Malta)
MoldATSA - Republic of Moldova
NATS - UK
NAVCANADA
NAV Portugal
NAVIAIR - Denmark
ORO Navigaciia - Lithuania
ROMATSA - Romania
Skyguide - Switzerland
Sloveniacontrol - Slovenia
UkSATSE - Ukraine
European Member data submitted by the PRU
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9. CANSO Progress & Achievements
Committed workgroup members
Environment based on trust & shared values
confidentiality
Analytical sub-group
Working to create common performance language
Refined definitions & data sets
Improved understanding of different perspectives
Comprehensive Data collection template & Process
Inclusivity through alternative data sets
Clarifying what is possible: Data Availability
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10. CANSO Progress & Achievements
Initial KPI sets:
ATCO Productivity
ANS Cost comparisons
Operational & Capital Costs
New measures under development:
Capital investment
Service delivery
Operational & Support staff ratios
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11. Other CANSO Performance related activities
Human Resources workgroup
ATCO salaries
ATCO shortages and rostering efficiency
Environment Workgroup
Voluntary Environment Code of Conduct
Supporting Metrics
Safety Standing Committee
Safety metrics & risk assessment
Safety Culture
Just Culture is essential
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12. Ongoing Challenges
Access to information in a timely fashion to support management decisions
Understanding differences in national accounting standards
How to address complexity
Increasing levels of participation
Understanding the interdependencies between various aspect of performance
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13. CANSO Global Benchmarking: Output
Annual Global Report refined overtime
Initial set of performance indicators
Additional cost metrics
Service delivery
Capital Investments & return on investment
Database
Shared repository of data – For CANSO members
Supports Individual ANSP tailored analysis
CANSO global Benchmarking Process and Templates
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14. Effective Global Benchmarking will take time
Conclusions
Any performance framework must be kept simple:
ANSPs must be allowed to manage their organisations
guard against costly processes of data collection
few key measures
focus on results, not process
incentive-based
recognise interdependency for different performance areas
Effective Global Benchmarking will take time
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15.
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