1.1. The purpose of this regulation is to establish the structural, functional and hierarchical framework of the International Virtual Aviation Organization (IVAO), determining its main bodies, the organizational relationships among them, the criteria for the distribution of competencies and the general principles of internal governance.
1.2. This standard regulates the composition, functions, competencies and mechanisms of articulation between the different bodies that make up IVAO's institutional structure, from the highest sovereign body to the executive and operational levels, including the headquarters departments and divisions.
1.3. This regulation is of direct and mandatory application to all collegiate and unipersonal bodies, staff members, department heads, members of the Executive Council, the Board of Governors and other members or collaborators participating in IVAO's organizational structure.
1.4. This regulation does not regulate the relationship of individual users with the organization or the general conditions of use of IVAO services, which will be regulated separately through the corresponding terms of use, operating rules and specific policies. 1.5. This regulation shall be interpreted in accordance with the general principles of IVAO's internal policy, with particular attention to the principle of structural coherence, functional complementarity and balance between strategic, executive and functional authority.
2.1. This regulation is part of IVAO's fundamental body of rules and constitutes a structural instrument designed to establish and guarantee the organizational and functional coherence of the institution.
2.2. This regulation is placed at a hierarchical level immediately below the organization's Statutes, and shall prevail over any other internal rules - including regulations, manuals, circulars or resolutions - that oppose it, unless expressly provided for in the Statutes themselves.
2.3. In the event of contradiction between this regulation and other internal provisions, the one that is most favorable to the stability, coherence and effectiveness of the institutional system shall apply, without prejudice to the competent body expressly resolving the contradiction by means of interpretation or regulatory reform.
2.4. The bodies with regulatory powers shall ensure that any rule or policy adopted complies with the provisions of this rule, and shall incorporate the necessary hierarchical references to guarantee its correct integration into the general system.
2.5. Modification of this standard shall be subject to enhanced requirements in order to preserve the structural stability of the organization. The conditions for its reform are established in Article 12 of this regulation.
3.1. IVAO's institutional structure is composed of hierarchically organized bodies that perform strategic, executive, operational and decentralized management functions, within the framework of the principles established by the Bylaws and this regulation.
3.2. For organizational and functional purposes, the following bodies are recognized as an integral and active part of IVAO's institutional structure:
a. The General Assembly
b. The Board of Governors
c. The Board Advisory Council
d. The Chief Executive Officer
e. The Executive Council
f. The HQ Departments
g. The Divisions
3.3. Each of these bodies shall perform their functions in accordance with the provisions of this regulation and the documents that complement or develop it, without prejudice to the provisions of the Statutes regarding the General Assembly and its exclusive powers.
3.4. The existence of additional bodies, internal substructures or functional units shall depend on their express creation by the competent bodies, and they shall be structurally aligned with the levels defined herein, guaranteeing an orderly integration into IVAO's institutional system.
4.1. The General Assembly constitutes the sovereign body of the organization and its supreme deliberative and decision-making body, under the terms and conditions established in IVAO's Statutes.
4.2. Its powers, composition, operation and system of convocations and meetings shall be governed exclusively by the provisions of the said Statutes, without prejudice to the references that this rule may make when appropriate, in relation to the general structural framework of the organization.
4.3. Any reform or modification of the Statutes that directly or indirectly affects the institutional structure of IVAO shall be interpreted in accordance with this rule, and, in the event of contradiction, the provisions of the Statutes shall prevail.
5.1. The Board of Governors (BoG) is the highest body for strategic guidance, institutional oversight, and regulatory management of IVAO, responsible for ensuring compliance with the founding purposes and ensuring the sustainable, independent, and consistent development of the organization.
5.2. The BoG acts collegially and with functional independence from the other executive bodies, without prejudice to its power of supervision over them. Its decisions shall be binding on the entire institutional structure, unless expressly provided otherwise in the Statutes or this rule.
5.3. Without prejudice to the functions assigned to it by the Statutes or the Bylaws of the organization, the BoG shall exercise, among others, the following complementary functions:
a. Establish and review the general strategic lines of the organization, its development priorities, and its long-term objectives.
b. Approve and amend, where appropriate, the general rules governing the internal functioning of IVAO, including this regulation.
c. Appoint and, where appropriate, dismiss the Chief Executive Officer (CEO), in accordance with the relevant regulatory procedure.
d. To supervise the institutional performance of the CEO and the Executive Council, ensuring alignment with the approved strategy.
e. To create, modify, or dissolve strategic HQ Departments, as well as to establish their powers.
f. To directly direct and manage the Strategic HQ Departments.
g. To create working committees or technical analysis groups, including the Board Advisory Council and its specialized committees.
h. Approve annual reports, institutional balance sheets, and strategic reports on the network's development.
i. To suspend the implementation of General Assembly decisions that conflict with the Statutes, this regulation, applicable legal obligations, or IVAO’s ethical standards, and to initiate appropriate corrective measures.
j. Any other function expressly assigned to it by complementary rules or internal regulations.
5.4. For the purposes of this document, HQ Departments of a strategic nature are those whose main purpose is innovation, technological development, external representation, and the management of institutional image and identity. At the time of entry into force of this regulation, the following are recognized as such:
a. Development Operations Department
b. Public Relations Department
5.5. The BoG may modify, by means of a reasoned resolution, the list of strategic departments, as well as redefine their powers, internal structure, and relationship with other IVAO bodies, always ensuring that they remain under its direct supervision.
5.6. The decisions of the BoG shall be adopted in accordance with the internal rules of operation of the body, which must respect the principles of collegiality, traceability, motivation, and transparency.
6.1. The Chief Executive Officer (CEO) is the highest executive authority in the organization, responsible for the overall operational management of IVAO and for implementing the policies and strategies defined by the Board of Governors.
6.2. The CEO performs his or her duties under the direct supervision of the Board of Governors, to which he or she must report periodically on the status of implementation of strategic guidelines, the functioning of the Executive Council, and the overall performance of the operational departments.
6.3. The CEO is exclusively and non-delegably responsible for the management of the Executive Council, acting as a liaison between that body and the Board of Governors. His leadership shall be based on principles of coordination, shared responsibility, and results-oriented management.
6.4. The CEO's responsibilities are:
a. To direct and coordinate the activities of the Executive Council, establishing operational priorities and ensuring compliance with the action plans approved by the BoG.
b. To promote collaboration between the various HQ Operational Departments and ensure their alignment with institutional objectives.
c. Collaborating with the competent body or committee in the periodic evaluation of the performance of the members of the Executive Council, providing the necessary elements for the objective assessment of their performance.
d. Submit periodic monitoring reports and proposals for improving executive performance to the Board of Governors.
e. Participate, with voice but no vote, in Board of Governors meetings when called upon to do so.
f. Execute all decisions, plans, or specific mandates issued by the Board of Governors.
g. Any other function expressly assigned to him by the BoG or derived from this rule.
6.5. The CEO can assign specific technical, organizational, or logistical tasks to Executive Council members, as long as this delegation does not impact their own authority or final accountability for the tasks performed.
6.6. The CEO must perform his/her duties with complete institutional commitment, neutrality, executive accountability, and fidelity to the core goals and principles of IVAO.
7.1. The Executive Council is the collegiate body responsible for the day-to-day operational management of IVAO. It performs coordination, planning, implementation, and operational oversight functions under the direction of the Chief Executive Officer (CEO) and in accordance with the strategic guidelines established by the Board of Governors.
7.2. The Executive Council acts as a collective decision-making unit. There is no hierarchical or departmental division among its members, who jointly assume responsibility for all of its functions and decisions, without prejudice to the internal distribution of tasks or areas of priority attention.
7.3. The composition of the Executive Council shall be determined jointly by the Board of Governors and the Chief Executive Officer (CEO), in accordance with the criteria they establish. All its members shall hold the status of Executive Directors and shall act with equal rank within the body.
7.4. Executive Assistants appointed may attend Executive Council meetings and shall perform functions related to day-to-day management. Executive Assistants shall have the right to speak but not to vote, and shall not be part of the collegiate body for the purposes of decision-making.
7.5. The functions of the Executive Council are:
a. To implement the operational policies approved by the Board of Governors and coordinated with the CEO.
b. To establish operational priorities and work plans within the scope of its powers.
c. To supervise the functioning of the HQ Operational Departments, promoting efficiency, cooperation, and continuous improvement.
d. Support the implementation of operational initiatives at the user level, in coordination with other internal structures.
e. Ensuring cross-departmental coordination, avoiding duplication and promoting collaborative work.
f. Propose organizational, operational, or technological improvement measures to the CEO.
g. Coordinate, in conjunction with the Board of Governors and under the direction of the CEO, the institutional response to unforeseen situations that require joint or urgent action.
h. Prepare internal reports on the status of implementation of operational policies.
i. Participate in internal institutional evaluation mechanisms, in accordance with the criteria defined by the BoG.
j. Any other operational function assigned to it by the CEO or inherent to its executive nature.
7.6. The Executive Council may establish internal working mechanisms, such as regular meetings, coordination protocols, assignment of rotating responsibilities, or creation of temporary working groups, always within the regulatory framework and under the supervision of the CEO.
7.7. The decisions of the Executive Council shall be adopted by consensus or, failing that, by a simple majority of its members present, unless the CEO determines another procedure for specific cases. Decisions shall be documented and communicated to the relevant bodies or departments where appropriate.
8.1. The HQ (Headquarters) Departments constitute the technical and functional structure of IVAO, responsible for carrying out specialized and operational tasks that require centralized coordination and institutional supervision.
8.2. For the purposes of this regulation, HQ Departments are classified into two categories:
a. Strategic Departments, under the direct supervision of the Board of Governors.
b. Operational Departments, managed collegially by the Executive Council under the direction of the CEO.
8.3. Strategic Departments are defined in accordance with Article 5.4 of this regulation, including their purpose, scope, and current list.
8.4. The Board of Governors is responsible for defining the composition and internal operating mechanisms of the Strategic Departments.
8.5. Operational Departments are those that perform functions directly related to the daily activity of the network, relations with users and divisions, training, flight operations and air traffic control, membership management, among others.
8.6. The supervision and coordination of the Operational Departments is the responsibility of the Executive Council acting collectively, under the direction of the CEO. These departments shall not be attached to any individual Executive Director, but to the body as a whole.
8.7. All HQ Departments shall actively collaborate with each other, with special attention to the principles of horizontal coordination, institutional efficiency, and regulatory consistency. Any conflict of competence between departments shall be resolved by the body to which they report, or by the CEO or the BoG, depending on their scope of authority.
8.8. The heads of HQ Departments, both strategic and operational, shall report regularly to the body to which they report, submit activity reports, and participate, when required, in institutional evaluation processes or interdepartmental coordination meetings.
8.9. Each HQ Department shall be structured under a management team consisting of a Director and an Assistant Director, who shall be responsible for planning, coordinating, and supervising the department's functions in accordance with the objectives established by the body to which they report.
8.10. The appointment of the Director and Assistant Director of each department shall be governed by the following principle of authority:
a. In Strategic Departments, the appointment shall be the exclusive responsibility of the Board of Governors.
b. In Operational Departments, the appointment shall be made by the Executive Council, acting collegially and under the direction of the CEO.
Directors and Assistant Directors shall:
a. Coordinate the internal functioning of the department and lead its work team.
b. Ensure the efficient execution of assigned tasks and the fulfillment of their functional responsibilities.
c. Represent the department before other IVAO bodies, when required by the competent body.
d. Submit periodic activity reports to the body that supervises the department.
e. Actively participate in interdepartmental coordination meetings, if called upon to do so.
f. Conduct interviews and selection processes for internal departmental staff, in coordination with the relevant supervisory body.
9.1. The IVAO chain of command establishes the hierarchical order and vertical distribution of responsibilities among the various bodies that make up the institutional structure of the organization. Its purpose is to ensure organizational clarity, operational efficiency, and consistency in decision-making.
9.2. The hierarchical structure of IVAO is organized in the following descending order:
a. The General Assembly
b. The Board of Governors
c. The Chief Executive Officer
d. The Executive Council
e. The HQ Departments
f. The internal staff of the departments
g. The Divisions Staff
9.3. Each body and hierarchical level shall exercise its functions within the framework of powers defined by this regulation, the Statutes, and any applicable supplementary regulations.
9.4. Any delegation of functions must be formally documented, respect the institutional hierarchy, and remain within the applicable legal and statutory limits.
9.5. No body may assume powers belonging to a higher level without the express written authorization of the competent body, which shall be granted on an exceptional basis.
9.6. Decisions taken by a higher-level body shall be binding on lower-level bodies, unless expressly provided otherwise. However, management based on collaboration and shared responsibility between levels shall be encouraged.
9.7. The Board Advisory Council (BAC) is not part of IVAO's operational chain of command. Its position is advisory and technical in nature, and it acts exclusively under the authority of the Board of Governors, to which it reports directly. The BAC is not functionally or hierarchically dependent on the CEO, the Executive Council, or the HQ Departments.
10.1. Institutional coordination is a fundamental principle of IVAO's internal functioning and aims to ensure organizational effectiveness, consistency in decision-making, and the proper implementation of approved policies.
10.2. Institutional oversight shall be exercised in accordance with the principle of hierarchical responsibility, without prejudice to the functional autonomy of each body under this rule.
10.3. The Board of Governors is responsible for the overall supervision of the organization, including the evaluation of the CEO, the Executive Council, and the Strategic HQ Departments. This supervision may be exercised through periodic reports, internal control mechanisms, functional audits, or special commissions.
10.4. The CEO is responsible for overseeing the implementation of BoG decisions and the overall performance of operational bodies, as detailed in Article 6.4.
10.5. The Executive Council coordinates the Operational HQ Departments horizontally, ensuring their alignment with institutional objectives and promoting collaboration among them.
10.6. The Directors and Assistant Directors of the HQ Departments shall actively collaborate with the bodies to which they report, maintain open channels of communication, and participate in evaluation, review, or continuous improvement processes.
10.7. The supervisory bodies may establish formal mechanisms for interdepartmental coordination, such as regular joint meetings, shared protocols, or liaison committees. These mechanisms shall promote institutional efficiency without encroaching on the powers of each body.
0.8. In the event of a functional conflict between bodies or departments, the resolution shall fall to:
a. The CEO, if the conflict arises between operational departments.
b. The Board of Governors, if it involves strategic departments or the Executive Council.
c. The Board of Governors itself, in any other case that cannot be resolved directly.
10.9. The Board Advisory Council may be consulted by the Board of Governors for the preparation of technical reports, independent assessments, or strategic recommendations, particularly in matters of legality, ethics, regulatory compliance, or organizational functioning. Under no circumstances may the BAC exercise direct supervisory functions over operational or executive bodies.
10.10. The BAC shall operate with full independence from executive influence and shall preserve the confidentiality of its internal deliberations unless otherwise mandated by the Board of Governors.
11.1. Each body within IVAO shall exercise its powers strictly within the scope defined by this regulation or other approved provisions, respecting the functional autonomy of other bodies and departments.
11.2. No higher-level body may assume or carry out tasks assigned to a lower-level body unless expressly authorized by regulation or in cases of exceptional necessity, which shall be justified.
11.3. Micromanagement—understood as unjustified or excessive interference by a superior body in the internal functioning, technical decisions, or routine operations of a subordinate body—is contrary to the principles of autonomy, efficiency, and responsibility that govern IVAO’s institutional system, and shall be avoided.
11.4. In cases where a responsibility is not clearly assigned by this regulation or related policies, the body whose functions are most closely related to the matter shall provisionally assume responsibility, pending clarification or formal designation by the Board of Governors or the Chief Executive Officer, as appropriate.
12.1. This Regulation may only be amended by means of a reinforced procedure that guarantees the legitimacy, stability, and consistency of the proposed changes with the structural principles of the organization.
12.2. Any proposal for modification must be initiated by at least one of the following bodies:
a. The Board of Governors, by simple majority agreement.
b. The Chief Executive Officer, by means of a reasoned proposal addressed to the Board of Governors.
c. The Executive Council, acting collectively, by means of a formal proposal to the Board of Governors.
12.3. For final approval, any amendment shall require the favorable vote of at least two-thirds (2/3) of the members of the Board of Governors. In the event of a tie or absence of a qualified majority, the proposal shall be deemed rejected.
12.4. Before the final vote, the proposal shall be submitted to an internal consultation process open for a minimum of thirty (30) calendar days. This process shall ensure the possibility of technical review by the required bodies, as well as the submission of comments by the CEO and the Executive Council.
12.5. The approved text shall expressly indicate the date of entry into force of the reform, the bodies responsible for its implementation and, where applicable, any applicable transitional or adaptation provisions.
12.6. No reform may be applied retroactively or remove structural guarantees without an express, reasoned and proportionate provision contained in the reformed text itself.
An organizational chart shall be annexed to this regulation, illustrating the current structure and institutional relationships within IVAO. The chart is for reference purposes and shall be maintained and updated by the Board of Governors as needed. Updates to the chart do not require amendment of this regulation.