Our History
Since the establishment of the Department of Civil Aviation of Aruba (DCA) in 1986, DCA has been providing the air traffic control services in the Beatrix Control Zone.
Privatization of the Air Traffic Services department has long been a desire of the Aruban government, but this desire has never been materialized at that time. The main objective here was to separate the oversight from operation. In 2009, DCA was reorganized (first phase), in which internally the operations and oversight duties of air traffic control were separated.
On April 3, 2014, a steering committee (involving several government departments) was formed by ministerial decree. The steering committee was responsible for preparing and coordinating the privatization process (second phase).
The privatization law (Ordinance privatization Air Traffic Services) was approved by the parliament of Aruba on November 25, 2014.
Shortly thereafter, on December 3, 2014 the notarial deed was signed by the Minister of Transport. The privatization agreement between the government of Aruba and the CEO of Air Navigation Services Aruba (ANSA) was signed on December 16, 2014.
Finally, on January 1, 2015 ANSA started its operation.
Services
As the Aruban air navigation services provider (ANSP), ANSA focuses primarily on the provision of air traffic services (ATS) within the Beatrix Control Zone.
Furthermore, ATC provides flight information which includes information on weather conditions along the flight route, information on changes in the use of navigation tools and changes in the condition of airport sites and facilities.
ATC is also responsible for alerting services, to notify the relevant authorities of aircraft requiring assistance in the form of search and rescue and to assist these authorities, as required.
Mission
Our mission is to provide safe, efficient and reliable Air Navigation Services to the aviation industry within the Beatrix Control Zone.
Vision
Our vision is to become a regional leader in the provision of Air Navigation Services with the highest standards.
Core values
- Safety first
- Service excellence
- Involvement and motivation
- Courage and innovation
- Excellent professionals
- Pioneering technology
- Partnership
Strategy
The operation of ANSA will focus on four Key Performance Areas (KPAs). These KPAs, together with the associated strategic objectives, Key Performance Indicators (KPIs) and strategic means are described below.
1. Safety
- Reduction of incidents.
- Prevention of accidents.
- # of aircraft proximity events (losses of separation).
- # of runway incursions/ excursions.
- # of unstable approaches.
- # of incident reports filed.
- # of incidents investigated.
- # of recommendations from incident investigation reports implemented.
- Promote a strong safety culture.
- Implementation of a Safety Management System (SMS).
- Improve coordination procedures with Curacao Area Control Center (CUR/ACC).
- Introduce ATC surveillance service.
- Continuously update the tower manual.
- Implement runway safety and incursion prevention programs.
- Implement proficiency checks and refresher training on a yearly basis.
- Pursue proper legal framework with DCA and assure compliance.
- Optimize equipment reliability program.
- Introduction of updated aeronautical charts.
- Implementation of a Quality Management System (QMS).
2. Efficiency and quality of service
- # of ANSA-attributable gate departure delays: if the time difference between start-up clearance request and start-up clearance exceeds 5 minutes.
- # of ANSA-attributable en route clearance delays: if the time difference between en route clearance request and en route clearance exceeds 5 minutes.
- # of ANSA-attributable taxi-out delays: if the time difference between start taxi and take-off exceeds 10 minutes.
- # of ANSA-attributable arrival delays: if the actual landing time is later than the Beatrix TWR/APP expected landing time (after responsibility for the control of the aircraft was transferred from CUR/ACC to Beatrix TWR/APP).
- Operational availability of the equipment necessary to provide ATM service: the maximum facility service hours minus outage time divided by the maximum facility service hours.
- Implement proficiency checks and refresher training on a yearly basis.
- Improve coordination procedures with CUR/ACC.
- Reduce amount and complexity of Approach and Departure Procedures.
- Implement Air Traffic Flow Management (ATFM)
- Introduce ATC surveillance service.
- Introduction of Standard Instrument Departure Routes (SIDs) and Standard Arrival Routes (STARs).
- Implement Performance Based Navigation (PBN).
- Implementation of QMS.
- Improve and update the Aruba Aeronautical Information Publication (AIP).
- Introduce preventive maintenance program.
- Optimize equipment reliability program.
- Implement continued investment program.
3. Cost-effectiveness
- Cost per aircraft movement.
- Employment cost for ATCOs per aircraft movement.
- Implement cost control program.
- Effective billing and collection policy.
4. Productivity and capacity
- # of days on sick leave.
- # aircraft movement per ATCO in operations.
- Maximum # of aircraft handled per hour in VMC conditions.
- Maximum # of aircraft handled per hour in IMC conditions.
- Enhance working environment.
- Implement program of organizational culture change.
- Implementation of an employee performance evaluation system.
- Implement proficiency checks and refresher training on a yearly basis.
- Improve coordination procedures with CUR/ACC.
- Reduce amount and complexity of instrument approach and departure procedures
- Implement Air Traffic Flow Management (ATFM)
- Introduce ATC surveillance service.
- Introduction of effective SIDs and STARs.
- Implement PBN.
- Match manpower availability with demand for ATS.
- Implement Electronic Flight Strip (EFS).
- Implement geographical separation procedures.
- Implement Visual Flight Rules (VFR) procedures.
Organizational chart
