ࡱ> LNK7 <bjbjUU +M7|7|2l$B B B B N $$?!~ ~ ~ ~ ~ Y Y Y FTlT $;# [% Y Y Y Y Y ( ~ ~ Y T~ ~ Y >VT@~ r 7a$B  $!0?! U&qU&$$Croatian Transport Strategy Draft S. Steiner, J. Bozicevic, A. Brkic University of Zagreb Faculty of Transport and Traffic Engineering Mrs. Sanja Steiner, Ph.D. is assistant professor at University of Zagreb Faculty of Transport and Traffic Engineering, and head of Chair of Air Traffic Engineering and Safety. She is principal researcher on project field of Air Traffic within the Government project of National Development Strategy Croatia in 21st Century. Mr. Josip Bozicevic, Ph.D. is professor at University of Zagreb Faculty of Transport and Traffic Engineering in which he has been dean in several mandate. He has been minister of Transport and Communications in first Croatian Government (1991/1992). He is member of Core Council by Government Office of Strategy and leads Transport project task. He is member of Presidency of Croatian Academy of Sciences and Arts. Mr. Alojz Brkic, Ph.D. is professor and at presents the Dean of the Faculty of Transport and Traffic Engineering. Overview The transport policy in Croatia has the characteristics of inconsistency and fragmentation per transport branches, lacking clear development concept at the level of a system, lacking comprehensive objectives and consideration of the real conditions, exclusively founded on financial sources of the public sector (budget). There is no inter-department co-ordination and no harmonisation of regulation measures in key issues, mainly of the legal, tax and social policy, as well as in solving critical problems restructuring of unprofitable state-owned companies in the transport sector, irrational management of transport infrastructure, absence of equal conditions of market economy for all the transport branches, lack of implementation of traffic management principles (mainly urban traffic) by inducing demand for non-road transport modes and public transport, non-defining of external traffic costs(and also no implementation of reduction measures), and finally, of special significance taking no advantage of the scientific potential. The implementation of strategic guidelines of transport development through legal instruments should solve in the first place: fair charging for the infrastructure usage (internalisation of external costs), corporatisation/privatisation of service providers, provision of operator competitiveness, preventing monopolies, tax and price policy in accordance with the strategic objectives of sustainable development of the transport system on the principle of integration and intermodality, involving of private sector into the transport infrastructure investment programs. Those assumes primarily qualified administration staffing of transport department and consistent co-operation with other government departments, in order to provide the efficiency of transport policy instruments in key aspects: regulative policy, traffic management, investment, tax and price policy, physical planning and social policy. Institutional and legal framework Transport planning and the transport policy at the government level are not under the exclusive authority of the Ministry of Maritime Affairs, Transport and Communications, so that the problems of strategic transport development are treated in the Government Departments of Public Works, Civil Engineering and Reconstruction, Tourism, Internal Affairs, Foreign Affairs, and elsewhere. The main problem of the existing organisational structure of the Ministry of Maritime Affairs, Transport and Communications is the absence of a central body for the transport policy at the level of the system. The department authorities submit independently proposals of development programs and policy, each in the field of its respective activities, thus preventing strategic planning of the transport system according to the principle of integrity and intermodality, resulting in parallel and non-complementary development concepts of individual transport branches. The problem of legal regulations refers to the lack of co-ordination of regulations in the process of economic transition (transition to the free market), and in achieving the strategic goal of integrating into the European Union (lack of harmonisation with the EU regulations). The newly brought acts have partly taken into consideration the basic guidelines of the relevant international conventions, but what is lacking is the implementation of the international standards, especially the technical and safety standards in the sub-legal regulations. Management Although the Government has declared its readiness for the processes of economic transitions, no preconditions at the administration and organisational level have been insured for the structural reforms towards the commercial management. Therefore, the management and exploitation, except partly for telecommunications, have kept all the attributes of the public sector as an irrational manager. In an attempt to separate the functions of the regulators and the operative, the newly founded public companies, i.e. the predominantly state-owned limited liability companies (Croatia Control, Croatia Airlines, airports) have been left without the commercial management (management functions are performed according to the political, instead of the professional key), and at the same time the regulatory domain of authority (CAA) within the respective Ministry has been reduced. Due to redirecting of international air routes and loss of air transit, which participated in pre-war conditions with 75% in the total traffic, and due to direct war damage on facilities and air traffic control systems, it is logical that the loan for air traffic control was also reallocated to the reconstruction program, mainly of the aerodrome air traffic control centres. The most significant investments were realised in communications, radar control and the essential navigation systems. The equipping of the Zagreb area control centre failed to be realised, as well as appropriated staffing. Therefore, the traffic demand in conditions of substantial growth of overflying traffic is not being followed, after the expected opening of the existing international air routes and establishing of the important Adriatic corridor.   Only three international airports in commercial sense achieved satisfactory results. In this context, legal framework for corporatisation and privatisation of inefficacious airports need to be established. The efficiency of the Croatia Airlines fleet measured by load factor was 51.2%. The profitability limit, however, is at more higher efficiency level. Since the national air carrier is predominantly state owned, the data on efficiency of the modern aircraft fleet leads to the conclusion that there is a need to revise management business policy with assessment possibilities of joining to operators alliance, a need for greater involvement of private sector, and for re-analysing of development guidelines of further fleet purchase. Infrastructure Apart from the obvious differences in the development level of the transport branches, the main characteristic in the analysis of infrastructure development is the overcapacity compared to the traffic demand. On the other hand, the qualitative aspects, expressed by the level of service and exploitation characteristics, are unsatisfactory. Seven airports have runways that can accommodate conventional airplanes almost without any restrictions. Two are located in the continental part of Croatia (Zagreb and Osijek-Klisa, which is still out of service), and five along the coast (Pula, Rijeka, Zadar, Split and Dubrovnik). Eleven aerodromes have also been registered for aircraft with up to 50 seats or smaller, of which four are international. Ten international airports represent almost 1% of the world infrastructure, and according to the realised passenger traffic, the Croatian airports participate with less than 0.5, and the cargo traffic and aircraft operations indicators are even worse. In comparing the existing and the potential air traffic in transit, apart from the North (Pannonian) and new Adriatic corridor, the development guideline is the establishment of a transversal corridor Baltic-Adriatic/Mediterranean. The development guideline of air traffic infrastructure (verti-ports or small airports 2C) in the Adriatic coastal area may be considered only in the context of tourist development options offering higher level services and dominant financial share of local government and private sector i.e. it is not the priority in budgetary investments. Realisation of the goals Strategic transport planning and modelling of the transport policy has to be under the exclusive authority of the Ministry of Maritime Affairs, Transport and Communication. This requires also organisation of transport policy (and international relations) authority, which should be the moderator of strategic plans (dynamic programs, action measures). Transport policy authority should treat transport at the level of the system and dictate the framework of activities to the branch authorities (for railway, road, water, air, sea and other transport modes). Such organisation requires professional improvement of the Ministry, which has to have a certain advanced analytic and statistic sector. Regulations (legislation, control and sanction) within department authorities have to be insured (by organisation, equipment and personnel) for all the operational segments (infrastructure, transportation etc.). The guidelines of the necessary legislative changes result from the status of Croatia in the process of political and economic transition, as well as the strategic goal of integration into the European Union. Two levels of necessary legislative adjustment in transport department can be generalised: by establishing the framework of transition to the free market system with controlled influence on the transport infrastructure management (structural reforms) by harmonising the national transport sector with the EU regulations, primarily regarding institutional and legal aspects of regulators, and of technical as well as safety standards of exploitation. In order to realise the strategic guidelines of transport development by legal instruments the following has to be solved in the first place: fair definition of costs incurred by the use of infrastructure (internalisation of external costs) commercialisation/privatisation of service providers providing operators' competitiveness preventing monopoly tax policy and pricing in compliance with the strategic goals of sustainable development of the transport system on the principles of integrity and intermodality involving private sector into the investment programs of the transport infrastructure. The introduction of the institution of responsibility is extremely important for the implementation of the development programs and strategic documents. The experience shows that the previous concrete suggestions for solutions, and even the whole strategic documents (e.g. Transport Development Strategy, 1999), which had passed full Parliament procedure of acceptance, as well as certain important legally stipulated conditions (e.g. legal deadlines for accepting sub-legal documents) have not been implemented due to the failure of assigning responsibility to those who had been entrusted with implementation. The introduction of the institution of responsibility would at the same time contribute to the solving of the problem of unrealistic development planning and inadequate legal drafting. In this sense, the logic of the already determined postulates of harmonising transport regulations in the process of EU integration should be followed: by transposition of the required conditions in the transport sector (transport aquis communautaire) into the national legislative system; by their implementation through determining the institutions and appropriations for the drafting and accepting of legal and sub-legal regulations; by their enforcement through determining the control and sanction mechanisms necessary to insure consequent application of the accepted regulations. Conclusion The paper deals with the key aspects of the new Transport Strategy Draft within the Governmental project Croatia in 21st Century. According to this document, development guidelines of the Croatian air traffic have been articulated through policy-institutional and legal issues, infrastructure and management issues. Main problems can be recognized in administration management (CAA) as well as in commercial management in public sector (ATS, airports, airlines). Strategic guidelines are directed toward full adopting of international, particular EU standards in national transport regulations, strict separation of regulatory and operational functions as well as governmental measures for free market strengthening in transport sector, primarily through commercialisation and privatisation of state-owned companies. REFERENCES  Steiner, S.: Air Traffic Management Evolution from Croatian point of view. Air Traffic Control Association, International Technical Conference Era of Transition, Vienna (Austria), June 8-11, 1999.  Steiner, S., Bozicevic, J., Ivakovic, C.: Air Traffic Flow Management in Croatia Possibilities of International Airways Return. Air Traffic Control Association, 44th International Conference ATCA 99 Eve of Millennium, Conference Proceedings, San Diego, California (USA), September 26-30, 1999, p. 166-170.  Steiner, S., Musinovic, E., Brkic, A.: Adriatic corridors Traffic Evolution. Air Traffic Control Association, 45th International Conference ATCA 99 Eve of Millennium, Conference Proceedings, Atlantic City, New Jersey (USA), October 22-26, 2000, p. 217-221.  Steiner, S., Galovic, B., Zubak, Z.: Adriatic Airports as Possible Crew Training Locations. 17th Annual FAA/JAA International Harmonization Conference, Conference Materials Package, Chicago, Illinois (USA), June 5-9, 2000, 11 p.  Galovic, B., Steiner, S.: Baltic-Adriatic Air Carriers Cooperation Aspects. 18th Annual JAA/FAA International Conference, Conference Materials Package, Geneva, (Switzerland), June 4-8, 2001, 7 p.  Steiner, S.: ATM Aspects of Better Connection Between the Baltic and the Adriatic/Mediterranean. Croatian Academy of Sciences and Arts, Scientific Council for Traffic, Symposium Proceedings, International Scientific Symposium Traffic Connection between the Baltic and the Adriatic/Mediterranean, November 22-23, 2000, Zagreb, p. 145-150. "RSTUVW%&?N$$u%%n3y33366666677777)8+88888.9099999":$:::::::n;o;p;q;<<<ÿÿCJH*CJ j0JU5CJH*mH sH j0JUmH sH  CJmH sH 6CJH*mH sH 6CJmH sH mH sH D"#Fvw7  C8 q  1$]$ 1$]a$ $ ]a$$a$$ 1$]a$  ]6<2X'>?N 8"5#$t%u%%))F**+;,$ & F ^a$  1$]$a$;,,,, --.i0"11F22n3y34J56666789:o;$a$$ & F ^a$$a$$ & F ^a$o;<<<$a$)hxhxhxhxhxhxhxhxhxoooBB> 0P/ =!p"p#p$p%8$ iD@D Normal1$5$7$8$9DH$_HmH sH tH :@: Heading 1$$@&a$5CJ4@4 Heading 2$@&5CJ6@6 Heading 3$@& 5>*CJB@B Heading 4$$1$@&a$ 5mH sH B@B Heading 5$$1$@&a$ 5mH sH B@B Heading 6$$1$@&a$ 6mH sH <@< Heading 7 $1$@& 5mH sH F@F Heading 8$$1$@&a$5CJmH sH <A@< Default Paragraph Font4B@4 Body Text$a$5CJ8P@8 Body Text 2$a$6CJ.Q@. Body Text 3CJJR@"J Body Text Indent 2$`a$CJ0>@20 Title $1$a$5CJDP@BD Body Text 2$S1$`Sa$mH sH 6@R6 Header 9r 1$mH sH :*@a: Endnote ReferenceCJH*,+@r, Endnote TextB@B Footnote Text1$OJQJmH sH , @, Footer  p#@P@@ Body Text 2$`a$OJQJlOl liter_nast)$d(1$5$7$8$9DH$a$CJOJQJ_HmHsHtH RTV% 88L"#Fvw7C 8 q2X'>?N85 t!u!!%%F&&';(((( ))*i,"--F..n/y/0J122223456o788000000000000000000 0 0 0 0 0 0000000000?0?0?0?0?0?00u!0u!0u! 0u! 0u!0u! 0u! 0u! 0u! 0u! 0u! 0u!0u!0u!0u! 0u! 0u! 0u!x0u!0n/0n/0n/0n/@0@0@0@0@0@0@0@0 0< ;,o;<!#$%<"8@0(  B S  ?2;@E{  KWW \ )) ....2333344445555668F&H&&&;(?(((((() ))))--F.H...24455 666n78333333333333333E/P/8 Sanja Steiner'D:\Doc\ATCA\atca.wash.paper.steiner.doc Sanja Steiner$D:\Doc\ATCA\44atca_paper_steiner.doc Sanja Steiner$D:\Doc\ATCA\44atca_paper_steiner.doc?/iYHm@xh h^h`OJQJo(@xh ^`OJQJo(o@xh 8^8`OJQJo(@xh ^`OJQJo(@xh ^`OJQJo(o@xh p^p`OJQJo(@xh  ^ `OJQJo(@xh @ ^@ `OJQJo(o@xh  ^ `OJQJo(@xh h^h`OJQJo(@xh ^`OJQJo(o@xh 8^8`OJQJo(@xh ^`OJQJo(@xh ^`OJQJo(o@xh p^p`OJQJo(@xh  ^ `OJQJo(@xh @ ^@ `OJQJo(o@xh  ^ `OJQJo(@xh h^h`OJQJo(@xh ^`OJQJo(o@xh 8^8`OJQJo(@xh ^`OJQJo(@xh ^`OJQJo(o@xh p^p`OJQJo(@xh  ^ `OJQJo(@xh @ ^@ `OJQJo(o@xh  ^ `OJQJo(/i?YHm2288@HP C LaserJet 4550 PCL5cLPT1:winspoolHP Color LaserJet 4550 PCL 5cHP C LaserJet 4550 PCL5c?dXXLetter.HP Color LaserJet 4550 PCL 5c2xV[!*EU65v2c]J͏mhrWBbH範<.8q.4$|U` wɩHP C LaserJet 4550 PCL5c?dXXLetter.HP Color LaserJet 4550 PCL 5c2xV[!*EU65v2c]J͏mhrWBbH範<.8q.4$|U` wɩm/m/.m/m/8P@UnknownGz Times New Roman5Symbol3& z Arial?5 z Courier New;WingdingsiCRO_Dutch-NormalTimes New Roman_ HNews SerifTimes New Roman"Ah?@ABDEFGHIJMRoot Entry FaO1Table'U&WordDocument+MSummaryInformation(;DocumentSummaryInformation8CCompObjjObjectPoolaa  FMicrosoft Word Document MSWordDocWord.Document.89q