التقـــــــــــــــريــــــــــــــــــــر

جامعة الدول العربية

2017نوفمبر 10و 9الرباط،

للجنة المالحة والثالثون بعساالاالجتماع

الجوية

قائمة المرفقات

سم المرفقإ رقم

مشاركين: قائمة ال 1

: جدول األعمال 2

3 نموذج الخطة التنفيذية المتعلقة بتنفيذ توصيات دراسة :

CNS/ATM

4 فريق عمل تدفق الحركة الجوية تحديث خطة عمل :

(ATFM لسنتي )2018-2017

5 خل أو فقدان جزئي أو كامل إلشارة انموذج إبالغ عن تد:

(GPSاألقمار االصطناعية )

6 مخرجات ورشة عمل المالحة عبر األقمار الصناعية :

بالرباط 2017نوفمبر 8و 7المنعقدة يومي

7 الهيئة العربية استراتيجيةتحديث مشروع مسودة :

للطيران المدني حول المالحة عبر األقمار االصطناعية

-1-رقم مرفق

-2-رقم مرفق

Page 10/11/2017

6

-2-المرفق

جدول األعمال

افتتاح االجتماع

جدول األعمال.: إقرار البند األول

56اجتماع المجلس التنفيذي رقم توصياتو المالحة الجوية للجنة 36االجتماع توصيات متابعة :نيالثاالبند

المشاريع الفنية :الثالثالبند

دراسةمشروع تحديثCNS/ATM

o دراسة نموذج الخطة التنفيذية المتعلقة بتنفيذ توصياتمناقشة(ATM/CNS )

الحركة الجويةمشروع تدفق

o مناقشة الخاصيات المرجعية للمنظومة اآللية إلدارة تدفق الحركة الجوية

o 2018-2017مناقشة خطة عمل فريق العمل لسنتي

دعم المالحة باألقمار الصناعية مشروع

o مشروع تمديد تغطية نظام تعزيز المالحة باألقمار عرض ومناقشة دراسة الجدوى حول

للمنطقة العربية EGNOSالصناعية األوروبي

o مناقشة مخرجات ورشة العمل حولGNSS WS Interference/Vulnerabilities

ما يستجد من أعمال. :الرابعالبند

--------------------

للجنة المالحة الجوية والثالثون بعالسا االجتماع 2017نوفمبر 10-9، الرباط المملكة المغربية

-3-رقم مرفق

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1. AIP data is not uniformly available across all ACAC Member

States. (PIA-2)

2.Individual operating and support systems are not fully

interoperable nor share common functionalities and flight data with

adjacent FIRs. (PIA-2)

3. Various individual air navigation service providers’ (ANSPs)

strategic planning efforts are advancing with insufficient adjacent

ANSP acceptance and integration.

4. A common framework for increasing the level of cooperation in

conducting accident investigations appears to be in development.

There is no mention of a framework for increasing communications

and cooperation for conducting other safety analysis. (PIA-3)

5. There is no clear indication that standardisation, consistency, and

uniformity practices exist in the development and application of Air

Traffic procedures. (All PIAs)

6. CDM organisation and processes vary among the ACAC members,

ranging from full and effective inter- and intra-agency participation

to minimal participation. (PIA-3)

7. Current staffing levels at select facilities are

inadequate for the required service provision,.

Rec7: Implement automation and decisionsupport

systems, including meteorological, flight data and alert

functions that are fully interoperable and integrated

with functionalities that share data with adjacent FIRs. Far

Term

ACAC Road Map of CNS/ATM recommendations

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

Applicable

Rec 2: Implement a Region-wide joint aviation

information responsibility that monitors, gathers and

distributes AIP information to the member States and

external interests.

Near

Term

AN

SP In

tero

pe

rab

ility

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

8. Insufficient effective procedures exist for the

inter-facility coordination of traffic and

constraint information to prevent

oversaturation of operational sectors. As an

example, in Gulf region FIRs where routine

holding occurs, there are instances where interfacility procedures

and responsibilities are not as thoroughly defined as they should be.

(PIA-3)

Rec1: Establish a common framework for conducting

internal safety analysis (PIA-3) similar to the work that

has been done for external accident and incident

analysis. For example, establish a common

Policy/template to be used as the mainstayof an

internal and regional Quality Assurance process. The

process should include goals such as a non-punitive

selfreporting system (for the operator and ANSP),

investigation guidelines, trend monitoring procedures,

and a follow-up process that includes training and

briefings for all personnel.

9. Operational sectors become oversaturated,

very often at predictable times and flows.

(PIA-3)

Rec3:Encourage standardisation consistency and

uniformity in the development and application of air

traffic procedures wherever possible. (All PIAs)

10. Geopolitical and security uncertainty

(Lebanon, Libya, Iraq, Syria, and Yemen) are

affecting ANSP interoperability, airspace and

route usage,

Rec4: Increase frequency and span of communications

between adjacent FIRs. Focus on improving the

capabilities and efficiency of operations within the

region and between adjacent facilities. Work

groups should be developed to include operational and

staff support level participants. (PIA-3)

Rec5: Continue to move toward creating,

strengthening, and revising existing agreements

between adjacent FIRs. These agreements should

incorporate: Holding responsibilities and

procedures, and TFM techniques (e.g., offloading

traffic to lower density routes when

tracks threaten to become saturated, dynamic

airspace procedures). (PIA-3)

AN

SP In

tero

pe

rab

ility

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

Rec 6:If not currently under development,

integrate various individual air navigation

service providers’ (ANSPs) strategic

planning efforts into a Regional Airspace

and ATM strategic plan.

Far

Term

11. Airspace design among ANSPs while generally

effective for local operations do not always

provide seamlessness with adjacent FIR airspace

designs. (PIA-3,4)

Rec 8:Ensure operational procedures and agreements

contain handoff and transfer of ontrol/communication

points that are acceptable to affected facilities to avoid

unplanned holding. (Best Practice)

12. Coordination procedures are limited to manual

capabilities among many regional ANSPs.

Rec 9:Ensure operational procedures and practices

within the FIR utilise existing technological and

procedural capabilities to their full advantage. This will

enable and assist in the movement towards a

more seamless application of services within the FIR.

(PIA 1-4) [This is both a near-term and far-term

recommendation]

13. Based on available information, existing and

authorised ATC procedures are not being

utilised to their fullest capabilities (e.g., radar

separation, automated flight data transfer, visual

separation). (PIA 1-4)

Rec 10:Establish sector structures that utilise common

features that are agreed upon with adjacent FIRs (e.g.,

uniform altitude strata; matching boundaries,

routing connections), beginning with high-altitude

sectors. (PIA-3,4)

14. Sector designs are often based on legacy aircraft

capabilities, and thus have become inefficient

relative to modern aircraft capabilities and

operator desires. (PIA-4)

Rec 11:Develop and implement flight procedures and

sector designs that foster continuous/optimised climb

and descent to the maximum extent possible. (PIA-4)

15. PBN advancement in the en-route environment

is continuing; however, there was no clear

indication provided that these advancements are

being extended beyond the local FIR boundary

in an integrated effort. (PIA-1)

Rec12:Develop airspace plans to transition to a

Performance-Based Navigation (PBN) airspace

environment. Where plans have been or are being

developed, continue towards implementation. (PIA-1)

[This is both a near-term and far-term

recommendation]

AN

SP In

tero

pe

rab

ility

Air

spac

e P

olic

y &

Pro

ced

ure

s

Near

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

16. Significant changes to homogenous area traffic

flows are expected that will have substantial

effects on current airspace design and procedures

as sequentially depicted. An example of a

significant change to a homogeneous area in the

ACAC Region.

Rec 13:Base airspace access, procedural development,

and flight prioritisation planning are on a shift

in policy towards Best Capable–Best Served during

congested periods, accommodating exceptions to that

policy will reduce over time. (PIA-1,3)

17. Insufficient data to determine the use of effective

aircraft ground staging. (Training)

Rec 14:Develop airspace plans to transition to a

Performance-Based Navigation (PBN) airspace

environment. Where plans have been or are being

developed, continue towards implementation. (PIA-1)

[This is both a near-term and far-term

recommendation]

Rec 15:Ensure operational procedures and practices

across FIR boundaries utilise existing technological and

procedural capabilities to their full advantage.

This will enable and assist in the movement towards a

more seamless application of services with internal

facilities and adjacent ANSPs. (PIA 1-4) [This is both a

near-term and farterm recommendation]

Rec 16:To increase airspace capacity and efficiency, we

recommend all States develop concepts and

implementation strategies for: • Dynamic Airspace

Management procedures to strategically mitigate

airspace design, traffic volume, or other operational

constraints affecting efficiency and safety.

• Flexible Use of Airspace plans that will result in the

transition to integrated civil-military airspace

management. End of 2019 (as an

example)

Air

spac

e P

olic

y &

Pro

ced

ure

sA

irsp

ace

Po

licy

& P

roce

du

res

Near

Term

Far

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

Rec 17:Expand SID/STAR usage and design to extend

SIDs from the airport to top of the climb, and

STARs from the top of descent to airport.

Rec 18:Identify locations where space-based ADS-B can

be used to supplement current ground-based

surveillance to enable full airspace surveillance.

18. The application of separation standards exceeds

the minimum standard required for the

operational environment (i.e., using significantly

increased values within and across ANSP

boundaries). (PIA-3)

Rec19. At High- and Medium-activity airports, increase

airport throughput via application of visual separation

between arrivals on the same runway,

arrivals to parallel runways, and arrivals from

departures. (Training)

19. ATC conflict alert or conflict resolution advisory

features are not available in all ANSP operating

systems. (PIA-3)

Rec20. At High- and Medium-activity airports and ACCs

increase airspace capacity through the application of

visual separation in the approach

control and en-route environs.(Policy and Training)

20. There was no clear indication available to

determine if there is an effective use of terminal

aircraft ground staging. (training)

Rec21. At High- and Medium-activity airports increase

airport throughput via application of diverging

departure heading separation procedures for

both same runway and parallel runways. (Policy and

Training)

21. There was no clear indication available to

determine if there is an effective use of visual

separation between arrivals on the same runway,

arrivals to parallel runways, and arrivals from

departures. (Training)

Rec22. Plan for and implement the transition of

separation methods from human-centric tactical

ATCdeveloped instructions to the use of

ground and airborne automation decision support. (PIA-

3)

Air

spac

e P

olic

y &

Pro

ced

ure

sSe

pe

rati

on

Sta

nd

ard

s

Far

Term

not

applica

ble

Far

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

22. Based on available information, existing and

authorised ATC procedures are not being

utilised to their fullest capabilities (e.g., visual

separation, parallel runway operations, and

diverging departure headings.). (Policy and

Training). (PIA 1-4)

Rec23. Provide enhanced system monitoring and

alerting of separation and spacing that supports

multiple separation modes and standards between

aircraft with trend analysis. (PIA-3)

Rec24. At currently Low-activity airports that are

forecasted to increase airport activity, improve

airport throughput via the application of visual

separation between arrivals on the same runway,

arrivals to parallel runways, and arrivals from

departures. Developing and training on these

techniques in simulation training will help prepare for a

future increase in traffic. (Policy and Training).

Rec25. At currently Low-activity airports and ACC,

increase airspace capacity via application of visual

separation in the approach control and en-route

environs. Developing and training on these echniques

in simulation training will help prepare for a future

increase in traffic. (Policy and Training).

23. Regional North Africa States have route structures that largely

consist of single routes between city pairs and general en-route

airspace overflights.

Rec26. In High-activity areas, develop additional

routes offset from primary routes to allow greater

flexibility, i.e., fast track/slow track capability.

24. Regional North Africa route structures are largely based on

conventional ground-based NAVAIDs, with limited RNAV routes,

leading to route bottlenecks at NAVAIDs.

Rec27. Utilise single direction routes bidirectionally

when operationally feasible. The

development of additional routes offset from

primary routes that would allow a fast track/slow

of offload track capability is not evident.

25. It is not uncommon for the North Africa ANSPs

to have multiple routes converge into a single route at an adjacent

FIR boundary fix— presuming a procedural requirement by that

ANSP. NOTE: Finding is often consistent with the State’s national

boundary.

Rec28. Consider flexible point-to-point routing for

high-altitude operations, to eliminate dog-legs

common within the fixed route structure, except

where structured routing is required. (PIA-3)

26. The use of full-time single direction routes could

have a negative effect on the overall efficiency of the airspace and

controller resources; this is most noticed in the Gulf Region States

Rec29. Develop or enhance existing Flexible Use

of Airspace (FUA) procedures to provide

allocation (joint use, shared use, separate use) of

airspace based on tactical needs within the FIR.

(PIA-3)

27. Regional Middle East States have route structures that largely

consist of closely spaced parallel RNAV routes within the majority of

their airspace.

Sep

era

tio

n S

tan

dar

ds

Ro

uti

ng

Far

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

28. Regional Middle East (KSA and Gulf States)

route structures are largely based on RNAV capabilities. The major

national airlines in the gulf region are bringing increased levels of

technology and sophistication to their operations. Capabilities are

being added to not

only improve monitoring their flights but also to help manage the

impacts of capacity limitations in the system. While such

investments lead to internal efficiency improvements, what is not

evident are significant CDM procedures and technology to improve

common tuationalawareness and share these data points between

the operators, airports, and the ANSP.

Rec30. In Medium- and Low-activity areas where

activity is forecasted to increase either within the FIR or

on routes servicing High-activity areas, develop

additional routes offset from primary routes to allow

greater flexibility, i.e., a fast track/slow track capability.

Rec31. Revise current route structures

and develop new route structures to ensure

that the routes are contiguous across FIR

boundaries, especially in North Africaconnecting to

Central & South Africa.

29. If SAA is adversely affecting commercial

operations, then there is an immediate need to

develop and/or enhance existing Flexible Use of

Airspace (FUA) procedures to provide an

allocation of airspace based on tactical needs

within the FIR. (PIA-3)

Rec32. Consider development of a

regional grid system that is formed through

the definition of points created by the

intersection of lines (latitude and longitude)

from the Geographic Coordinate System

onto a repeating matrix of regionally

defined parameters, (i.e., an intersection

every 30 seconds of latitude and every 2

degrees of longitude).

30. Several States have conducted a detailed

analysis of operational position needs within

each State through 2030, and are developing a

plan to meet those needs with optimum

effectiveness and efficiency. Growth planning

is critical for continued safe and efficient

operations; however, many States did not

respond to this data request, and thus there is a

great amount of uncertainty as to whether the

regional as a whole is prepared to

accommodate projected traffic growthErreur !

Source du renvoi introuvable. and spectively

denote regional ANSP ACC Sector and APC

Sector forecasts through the near- and far-term

periods.

Rec33. Ensure contingency plans exist

and include agreements with adjacent

FIRs in the event of technical failures

such as communication and/or

surveillance. Conduct a vulnerability

and risk assessment study to ensure a

continuity of operations is provided

should system failure(s) occur.

Ro

uti

ng

Co

nti

nge

ncy

& G

row

th P

lan

nin

g

Far

Term

Near

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

31. A determination could not be made if all

regional facilities could ensure continuity of

operations in the event of a system failure.

NOTE: The UAE in particular, is fully capable

to indefinitely sustain such an event.

Rec34. Ensure contingency plans for potential

expansion of temporary and/or sudden geopolitical

uncertainty or security constraints are in place. An

example, as illustrated shows the potential loss of

overflight approval over Iran. This example

would then result in immense volumes of traffic routing

through Egypt, Jordan, Saudi Arabia, and the

Gulf States (as outlined in green), requiring intense

preparation and coordination to support air traffic

operations

32. From the reporting ANSPs, there are several

significant facility expansion needs and

planning through 2020 as indicated

Rec35. Conduct detailed analysis of operational position

(workstation) needs within each State through 2030

and develop a plan to meet

those needs with optimum effectiveness and efficiency.

Rec36. Establish collaborative constraint analysis

processes to understand how projected annual

traffic growth will translate to hourly time frames and

airspace sector traffic levels.Far

Term

Rec37: Enhance Flexible Use of Airspace

procedures to provide an allocation of

airspace based on tactical needs, by

developing high-level agreements and

plans that will result in the transition to an

integrated civil-military airspace

management.(PIA 1-4) Near

Term

Civ

il-M

ilita

ryC

on

tin

gen

cy &

Gro

wth

Pla

nn

ing

33. Limited data was submitted regarding the

development of high-level agreements and

plans that would result in a transition to

integrated civil-military airspace management.

(PIA 1-4)

34. Limited data was submitted regarding

enhancing Flexible Use of Airspace procedures

to provide an allocation of airspace based on

tactical needs. (PIA-3)

35. While limited data was provided, through

assumptions and involvement with the UAE

Airspace Study, there does not appear to be

Region-wide involvement in negotiations, for

the provision of air navigation services and

information sharing for the civilian use of SAA

between representative parties of ANSPs,

Military stakeholders, and commercial

operators. (PIA 1-4)

Near

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

Rec38: Develop and implement regionwide

Enterprise Architecture for the

provision of air navigation services and

information sharing, including with the

military. Establish processes to ensure

common standards and requirements for

air navigation service provision within

each FIR. (PIA 1-4)Far

Term

Rec39. At High-activity airports, routinely usemixed-use

runway procedures when there are

peak traffic periods with higher numbers ofarrivals or

departures. (PIA 1,3)

Rec40. Review airport procedures and masterplans to

ensure they supportminimising

operations on runways for other than actual

takeoffsand landings.

Rec41. Increase airport throughput and capacity

through the application of global best practice

procedures. For those airports where demand

nears or exceeds capacity, leverage emerging

best practices for wake turbulence by developingor

revising separation standards. (PIA-1)

Near

Term

Civ

il-M

ilita

ry

36. A determination could not be made

regarding the routine use of mixeduse

runway procedures when there

are peak periods with higher numbers

of arrivals or departures. (PIA 1,3)

Air

po

rt P

olic

y &

Pro

ced

ure

s

33. Limited data was submitted regarding the

development of high-level agreements and

plans that would result in a transition to

integrated civil-military airspace management.

(PIA 1-4)

34. Limited data was submitted regarding

enhancing Flexible Use of Airspace procedures

to provide an allocation of airspace based on

tactical needs. (PIA-3)

35. While limited data was provided, through

assumptions and involvement with the UAE

Airspace Study, there does not appear to be

Region-wide involvement in negotiations, for

the provision of air navigation services and

information sharing for the civilian use of SAA

between representative parties of ANSPs,

Military stakeholders, and commercial

operators. (PIA 1-4)

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

Rec42. Where airports are forecasted to increase

operations, develop procedures and training

plans to routinely use mixed-use runway

procedures in the event there are peak periods

with higher numbers of arrivals or departures.

(PIA 1,3)

Rec43. For those airports where demand is

forecasted to exceed capacity, begin to develop

procedures and training plans to leverage

emerging best practices for wake turbulence by

developing or revising separation standards.

(PIA-1)

Rec44. Develop daily planning actions to ensure

that any project activities are coordinated with

all stakeholders. This will ensure capacity and

efficiency impacts are understood and

mitigated to the maximum extent possible.

(PIA-1)

Far

Term

36. A determination could not be made

regarding the routine use of mixeduse

runway procedures when there

are peak periods with higher numbers

of arrivals or departures. (PIA 1,3)

Air

po

rt P

olic

y &

Pro

ced

ure

s

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

37. Airport planning project information was

insufficient to reach a meaningful finding or

identify a gap.

38. Based on current and forecasted airport

demand, it is unsure from the data received that

any accelerated planning and construction for

rapid exit taxiways to be optimally located to

minimise runway occupancy time for typical

aircraft is underway. (PIA-1) At least one

ANSP reported current inadequacy in runway,

taxiway, gate, terminal and other airport

infrastructure.

Rec45. Ensure future airport planning

projects are coordinated with all

stakeholders to ensure capacity and

efficiency impacts are understood

and mitigated to the maximum extent

possible. (PIA-1)

Rec46. Based on current and forecasted

airport demand, accelerate planning

and construction of rapid exit

taxiways to be optimally located so

that they will minimise runway

occupancy time for typical aircraft.

(PIA-1)

Air

po

rt P

hy

sic

al

Infr

as

tru

ctu

re

Far

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

39. Limited information was provided indicating

the establishment of Air Traffic Flow

Management (ATFM) as a core function with

dedicated operational personnel within FIRs.

Generally, centralised ATFM functions do not

exist within facilities. (PIA-3)

Rec47. Future traffic projections indicate there is a

need for enhanced Arrival Manager (AMAN)

capabilities, including tactical adjustments to

rates, wake category inclusion, and multiple

arrival runways.

40. There appears to be insufficient identification

and collection of metrics that can assist in

capturing current performance data such as

sector and runway capacity, which can aid in

determining the need, cost, or benefit of

procedure modification or development and

equipment acquisition. (PIA 1,3)

Rec48. Where high traffic exists, establish Air Traffic

Flow Management (ATFM) as a core function with

dedicated operational personnel within FIRs.

Establish as an additional duty, ATFM procedures

within FIRs of lower traffic density. Incorporate

ATFM procedures into all ATC training

programmes. (PIA-3)

41. Many reporting ANSPs did not indicate

whether an implemented traffic situational

display capability exists or is planned for

ANSPs and stakeholders, including Airport

Operators, which will provide a common

situational awareness of aircraft within or

destined for the FIR. (PIA-3)

Rec49. Establish metrics that can assist in capturing

current performance data such as sector and

runway capacity, and delay statistics (i.e., minutes

off-ground delay, taxi time, airborne holding,

diversions reroutes, MIT / MINIT), which can aid

in determining the cost/benefit of new procedure

development and equipment acquisition. (PIA 1,3)

42. In FIRs where routine holding occurs, data did

not indicate planning for and implementation of

time-based trajectory management. (PIA-3)

Rec50. Enhance departure constraint management

capabilities, including tactical adjustments to flight

levels, route assignments, etc. (PIA-1)

43. Many ANSPs have A/D/E-MAN capabilities;

however, implementation of fully integrated

capabilities of the systems has not been

realised. (PIA-1)

Rec51. Reduce static ATC restrictions, such as those

embedded in agreements and standard operating

procedures, with more strategic and tactical traffic

flow management initiatives, i.e., MIT and

restrictions ‘regardless of altitude’, or multiple

routes ‘as one’. (PIA 1,3)

44. No indication that enhanced departure

constraint management capabilities exist which

include tactical adjustments to flight levels,

routes, and broad stakeholder substitution

automation capabilities. (PIA-1)

Rec52. Establish Collaborative Decision Making

(CDM) capabilities and processes for exchanging

strategic and tactical information and to enable

decision-making between the ANSPs and

stakeholders. (PIA-3)

TFM

/CD

M

Near

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

45. Many static MITs exist within the region that

appear to be embedded in agreements andstandard operating

procedures additionally;

some MIT restrictions appear to be “regardless

of altitude” restrictions. (PIA 1,3) Erreur !

Source du renvoi introuvable. depicts those

State flow restrictions that were provided

Rec53. Establish CDM processes for making

tacticaldecisions to adjust pre-departure flight

trajectories

to aid in minimising demand-capacity imbalances.

(PIA-1)

Rec54. Where demand requires it, establish a process

for the automated substitution of slot times

between stakeholders. (PIA-2)

Rec55. Where needed, enhance Arrival Manager

(AMAN) capabilities, including tactical

adjustments to rates, wake category inclusion, and

multiple arrival runways. (PIA-1)

Rec55. Where needed, enhance Arrival Manager

(AMAN) capabilities, including tactical

adjustments to rates, wake category inclusion, and

multiple arrival runways. (PIA-1)

Rec56. Plan for and implement flight plan and

trajectory information capabilities for ANSPs and

stakeholders that support both strategic and tactical

CDM. (PIA-3)

Rec57. Implement traffic situational display

capability for ANSPs and stakeholders, including

Airport Operators, which will provide a common

situational awareness of aircraft within or destined

for the FIR. (PIA-3)

TFM

/CD

MTF

M/C

DM

46. There is limited indication that CDM processes

are utilised for flight plan and trajectory

information exchanges. Examples of the types

of situations where CDM would provide

opportunities for improved efficiency and

situational awareness: (PIA-3)

a. It could not be determined if information

or data to indicate capabilities and

processes for exchanging strategic and

tactical information and decision-making

are available between the ANSPs and

stakeholders. (PIA-3)

b. It could not be determined if regional

CDM processes existed to disseminate

the information collected in (a) above to

affected stakeholders.

Near

Term

Far

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

47. No data supplied or other information indicates

airports of major demand airports have established process for the

automated substitution of slot times between stakeholders. (PIA-2)

Rec58. In FIRs where routine holding occurs, plan

for and implement time-based trajectory

management. (PIA-3)

Not Applicable

Rec59. In anticipation of changes to the homogenous

areas based on forecasted traffic levels develop and

empower multi-national ANSP work groups from the

affected areas to identify and design changes in

procedures and airspace that are necessary to

accommodate the flows of traffic. Design

characteristics would include:

• Equipment and automation requirements

• An effect on local operations

• Coordination and communication with tier 2

and 3 facilities • Strategic and tactical planning

documentation changes

• Identification of regional support to affected

ANSPs

• Greater involvement and coordination with

regional stakeholder support organisations (i.e.,

ACAC, flight operators)

TFM

/CD

M

Far

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

48. From a regional perspective, there are insufficient

numbers of trained and experienced procedure

designers. [27]

49. For those States that have procedure designers, there is

often insufficient design work or refresher training to

attain or maintain adequate proficiency. [27]

50. Regionally there is a lack of airspace and procedure

training covering the following required training

concentrations: initial, OJT, and recurrent. [27]

51. There is a lack of skilled expertise to effectively

integrate procedure design with airspace development

and to then perform an appropriate quality assurance

assessment/report. [27]

There is a lack of skilled expertise to oversee the

process leading to procedure documentation. [27]

Based on review of regional charters for various

current projects affecting operation and

administration (ARNOP, MID FPP, NCLB, VTC,

RSOOP), our findings support the following

initiatives: 60 - 64

Rec60. Provide full support to the MID FlightProcedure

Program (MIDD FPP). Projectsassists States in

developing sustainablecapabilities in instrument flight

procedure

(IFP) design, PBN airspace design and PBNOPS approval,

including regulatoryoversight. The objective is to meet

State

commitments under Assembly ResolutionsA37-11 for

Performance Based Navigation(PBN) implementation

and the regionalrequirements, and comply with ICAO

provisions related to flight procedure design

and PBN. [27]

Rec61. Provide full support to the VirtualTraining

Centre project that will support stafftraining activities.

[31]

Rec62. Develop or improve trainingprogrammes for

procedure and airspacedesigners. A formal training

programme willensure consistency in procedural

development. (Training)

Near

Term

Tech

nic

al &

Ad

min

istr

ativ

e E

xpe

rtis

e, P

rofi

cie

ncy

, an

d T

rain

ing

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

53. The region is advancing under the guidelinesestablished in the

Global Aviation Safety Plan,tilising the USOAP protocols and audit

procedures

to monitor and judge compliance with globalindicators and targets.

54. The ICAO world member States safety audit result isat 63%, the

ACAC geographic Africa State average is49%, and the Middle East

geographic State average is68% (based on August 9, 2016, data).

55. The ACAC Africa geographic States have largely

met (Tunisia, Sudan, Morocco, and Mauritania) the2012 Africa

Ministerial target of a 60% EffectiveImplementation target by 2017,

three States have notand may not by 2017 (Libya, Egypt, and

Algeria).

56. Six of the ACAC Middle East geographic States (theUAE, KSA,

Kuwait, Oman, Bahrain, and Qatar)exceeded the ICAO world safety

audit average of63% Effective Implementation. Three States (Syria,

Jordan, and Lebanon) are within a range of ~53-60%Effective

Implementation, while no data is availablefor Iraq, Syria, and

Yemen. There was insufficientdata to determine if a Ministerial

target is in place forthe Middle East geographic area.

57. As the majority of ACAC Member States have

attained Effective Implementation of more than 60%,and other

States approach that benchmark, they willbe required to begin the

development andimplementation phase of the State Safety

Programmes, an area in which virtually all theMENA States require

assistance.

58. Critical Element 4 (technical staff and qualifiedtraining) and

Critical Element 8 (resolution of safetyconcerns) represent the

lowest ACAC RegionalEffective Implementation values at 44% and

55%,respectively.

Rec63. Provide full support to the No Country Left

Behind (NCLB) Initiative, whose objectives are assisting

States in enhancing

their oversight capabilities through conducting ICAO

assistance missions to States, providing required

training—particularly the Government Safety Inspector

courses, and supporting the certification of

international airports. [27]

Rec64. Provide full support to the Regional Safety

Oversight Organisation Project (RSOO) whose core

objective is to assist

member States in meeting their safety oversight

obligation. [30]

Rec65. Consider an engagement process with Agência

Nacional de Aviação Civil (ANAC), European Aviation

Safety Agency (EASA),

the Federal Aviation Administration (FAA), and

Transport Canada Civil Aviation (TCCA) for expansion of

and inclusion in the

Certification Management Team (CMT) established May

2016. The CMT oversees and manages collaboration

efforts to permit

the development and implementation of regulatory

and policy solutions common to certification issues and

support greater

harmonisation of systems. CMT strategic focus areas

are (1) Partnership Leveraging, (2) Continued

Confidence Building, (3)

Global Leadership, and (4) Certification Policy

Alignment. [38]

Near

TermSafe

ty

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

59. It is uncertain, but likely, that the number of Regional

Aviation Safety Groups (3 – EUR, AFI, and MID)responsible for

geographic and administrative ACACjurisdictional States may have a

constraining regionalimpact on the development, coordination,

datacollection and implementation of ACAC regionalsafety

nhancements.

60. Geopolitical and safety uncertainty within the region

has resulted in several ACAC jurisdictional ANSPs(Iraq, Libya, Syria

and portions of Yemen) beingincluded in the highest level (Level 1)

riskclassification as identified in the Flight ServiceBureau [3]

Airspace Safety Risk assificationpublication. Other ACAC State

ANSPs are identifiedat a lesser risk classification.

61. Recognised in the ICAO Safety Report 2015 is the United Arab

Emirates (UAE) for significant contributions in improving the

coordination of accident and incident investigation activities in the

ACAC Member States. Holding workshops in 2012

and 2013 and attended by representatives from Bahrain, Egypt,

Jordan, Kuwait, Lebanon, Libya, Mauritania, Morocco, Oman, Saudi

Arabia, Tunisia, and the UAE, led to the establishment of the Middle

East and North Africa Society of Air Safety

Investigators (MENASASI), affiliated as a regional chapter of the

International Society of Air Safety Investigators (ISASI), whose goal is

to promote cooperation and to act proactively in establishing

cooperation in air accident investigation across the Middle East and

ACAC Member States [4].

Near

TermSafe

ty

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

Rec66. Identify conditions and locations where

technical simulation capabilities would be beneficial to

simulate ATC procedures and

flight deck capabilities in support of significant changes

to operational systems, services and requirements, if

not already in use.

Rec67. Identify conditions where non-technical

simulation (table-top exercises) would be beneficial to

simulate ATC procedures, if not

already engaged in the process. (Best Practice)

Rec68. Develop or improve effective agency policy

guidance that will govern decisional criteria affecting

systems, personnel, procedures, actions, and reactions

to defined metrics. The policy should be tailored to

modern systems and training practices and be

adaptable to future changing conditions. Policy

categorisations would minimally fall into two groups:

• Management and Administration Policy

• Operational Policy

Rec69. It is recommended that a dedicated regional

study focused on surveillance availability, coverage,

continuity, and reliability beconducted.

Oth

er

Dyn

amic

s

62. The capabilities of the regional training organisations are

constrained by the differences of regulatory

requirements for recognition of credits, certificates, diplomas, or

degrees among ACAC Member

States.[5]

63. Of the ACAC study States, only Mauritania has made formal

arrangements to develop a Memorandum of Agreement (MOA) for

ConOps development with the space-based ADS-B service provider.

No other ACAC member has either entered into a contract or MOA

to develop a ConOps, as illustrated in Erreur ! Source du renvoi

introuvable. , and enhanced in Erreur ! Source du renvoi

introuvable.(Green signifies formal space-based ADS-B contract

agreement, Blue signifies Memorandum of Agreement for space-

based ConOps development,and Grey signifies no formal

agreement with the

space-based ADS-B service provider). As depicted in these figures,

the 17 States that compromise the Agency for the Security of

Aviation in Africa and Madagascar (ASECNA) have entered into an

MOU with an ADS-B Space-Based service provider. [39] A clear

opportunity exists to harmonise surveillance among the two

organisations (ACAC and ASECNA).

Rec70. Develop a ConOps for the use of spacebased

ADS-B to supplement existing groundbased equipment

that would lead to the

provision of full regional/State surveillance coverage

where needed (i.e., in remote and oceanic non-

surveilled airspace). A resulting

concept should include elements such as surveillance

coverage that would be

expanded to (1) entire airspace volumes (i.e.,surface to

unlimited), or (2) select volumesof airspace that could

be classified as exclusionary to those aircraft that are

not yet equipped, (i.e., an airspace band FL340 and

above to accommodate equipped overflight traffic,

while non-equipped traffic would still have access to

high-altitude airspace while

they transition to ADS-B equipage). NOTE: A prominent

ADS-B vendor provides a comparison chart of its

services relative to the ICAO Aviation System Block

Upgrades, it is available at: [41]

http://aireon.com/resources/block-upgrades/

Rec71. Through potential Space-Based ADS-B

interest/adoption, an opportunity can be created to

harmonise surveillance capabilities, systems,

procedures, and services among the two core

organisations

(ACAC and ASECNA) that have the greatest regional

impact in working towards a single African sky reality.

Near

Term

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Recommendation

area Recommendation

Time

FrameStatus

Progress

%

expected implemntation date

Comments (*)2017 2018 2019Finding

(*) : Fully Implemented

Partially Implemented

Not Applicable

End of 2019

Specific comment

Oth

er

Dyn

amic

s

62. The capabilities of the regional training organisations are

constrained by the differences of regulatory

requirements for recognition of credits, certificates, diplomas, or

degrees among ACAC Member

States.[5]

63. Of the ACAC study States, only Mauritania has made formal

arrangements to develop a Memorandum of Agreement (MOA) for

ConOps development with the space-based ADS-B service provider.

No other ACAC member has either entered into a contract or MOA

to develop a ConOps, as illustrated in Erreur ! Source du renvoi

introuvable. , and enhanced in Erreur ! Source du renvoi

introuvable.(Green signifies formal space-based ADS-B contract

agreement, Blue signifies Memorandum of Agreement for space-

based ConOps development,and Grey signifies no formal

agreement with the

space-based ADS-B service provider). As depicted in these figures,

the 17 States that compromise the Agency for the Security of

Aviation in Africa and Madagascar (ASECNA) have entered into an

MOU with an ADS-B Space-Based service provider. [39] A clear

opportunity exists to harmonise surveillance among the two

organisations (ACAC and ASECNA).

Rec70. Develop a ConOps for the use of spacebased

ADS-B to supplement existing groundbased equipment

that would lead to the

provision of full regional/State surveillance coverage

where needed (i.e., in remote and oceanic non-

surveilled airspace). A resulting

concept should include elements such as surveillance

coverage that would be

expanded to (1) entire airspace volumes (i.e.,surface to

unlimited), or (2) select volumesof airspace that could

be classified as exclusionary to those aircraft that are

not yet equipped, (i.e., an airspace band FL340 and

above to accommodate equipped overflight traffic,

while non-equipped traffic would still have access to

high-altitude airspace while

they transition to ADS-B equipage). NOTE: A prominent

ADS-B vendor provides a comparison chart of its

services relative to the ICAO Aviation System Block

Upgrades, it is available at: [41]

http://aireon.com/resources/block-upgrades/

Rec71. Through potential Space-Based ADS-B

interest/adoption, an opportunity can be created to

harmonise surveillance capabilities, systems,

procedures, and services among the two core

organisations

(ACAC and ASECNA) that have the greatest regional

impact in working towards a single African sky reality.

Near

Term

-4-رقم مرفق

التقـــــــــــــــريــــــــــــــــــــر

التقرير

جامعة الدول العربية

2017أكتوبر 25و 24، تونس

2017لسنة الثانياالجتماع

فريق عمل إدارة تدفق الحركة الجوية

/31Page Wednesday, October 25, 2017

2017 لسنة ثانيال الجوية الحركة تدفق إدارة عمل فريقل الثاني جتماعاال

المقدمة -1

فريق ل 2017لسنة ثانيعقد االجتماع الب المدنيللطيران االدارة العامة بالهيئة العربيةقامت

ي يوم (الجمهورية التونسية) تونس -مطار تونس قرطاجب إدارة تدفق الحركة الجويةعمل

الجمهورية ين منوقد حضر هذا االجتماع ممثل الهيئة وممثل ،2017أكتوبر 25و 24

ة والمملكة العربية السعودي العربية التونسية في حين اعتذر ممثلي كل من جمهورية مصر

.-1-جدول الحضور بالمرفق رقم عبر الهاتف. هـذا االجتماع فيوشاركا عن الحضور

تلتها ،اركينالمش بالحضور يةبكلمة ترحيبرئيس الفريق أكرم حيدريالسيد/افتتح االجتماع

، حيث تم التأكيد على اهمية الجوية بالهيئة والسالمة خبير المالحة محمد رجبكلمة السيد /

بدول أعضاء الهيئة العربية للطيران المدني وضع منظومة آلية إلدارة تدفق الحركة الجوية

طاقاتها االستيعابية. الرفع مناالجواء و مردوديةتحسين لوسط بمنطقة الشرق األ

وطبقا للبند األول، تم استعراض بنود جدول الفريقألعمال ثم بدأت جلسة العمل المخصصة

األعمال:

البند األول: إقرار جدول األعمال .2

الجدول حديث( وبعد المناقشرررة تم تWP1بعد االطالع على مشرررروع جدول األعمال )

.2وفق المرفق رقم هواعتماد

التقرير

2017أكتوبر 25و 24تونس

/32Page Wednesday, October 25, 2017

الفريق.تحديث خطة عمل البند الثاني : .3

التي و 2018و 2017لسنتي الفريق تحديث خطة عمل ودةالصدد تم تقديم مسفي هذا

ل تحدد تحديث خطة عمل الفريق من صررررررورة . هاإلطار الزمني الالزم إلنجاز أعما

-3-رقمالمرفق ب

،والتداول وبعد المناقشة

يلى :إتفق الفريق على ما

-2017لسنتي عمل فريق العمل خطة حديث العتماد تلجنة المالحة الجوية دعوة -

2018.

(2017-2/ف ع-1رقم )توصية

إدارة تدفق الحركة الجويةدراسة الخاصيات المرجعية لمشروع : البند الثالث .4

عدة توصيات من 2016التي نفذتها الهيئة العربية سنة CNS/ATMدراسة من مخرجات

الحد من العوائق واالرتقاء بآداء خدمات المالحة الجوية وشرررررأنها مسررررراعدة المنطقة العربية

لى إ الدراسررررة خلص تقرير. كما في اجواء الدول العربية الحركة انسرررريابيةالتي تحول دون

التي قد تشرركل، إل لم يتم و قليم الشرررق األوسررطإلوجود ازدحام واختناقات في المجال الجوي

تجاوزها، تهديدا حقيقيا للسالمة الجوية بالمنطقة.

لقريب المسرررتوي ا علىيتم تنفيذها ةاعداد اسرررتراتيجيتحديد ووسرررعيا للحد من هذه البوادر تم

بات دول المنطقة عات تطوتلبي تسررررررتجيب الى متطل خدمي ل ما ع .األجواءمسررررررت هذه ل أن

نعقداذي ال 23الجمعية العمومية رقم خالل اجتماع واعتمادهاعرضررررررها تم االسررررررتراتيجية

اعتمدت توصية المجلس ، حيث 2016مايو 19و 18 يومي المملكة العربية السعودية–بجدة

التي تضمنت الموافقة على توصيات لجنة المالحة الجوية الصادرة 52.م ت/3التنفيذي رقم

(.23ج ع/ –. 6( القرار )رقم 34و 33و 32في اجتماعاتها أرقام )

، على مشررروع إنشرراء وحدة لاليورو كونتروبالتشررارم مع منظمة تم العمل هذا اإلطار وفي

تعلقة الم االسرررتراتيجيةبدءا بالمرحلة األوسرررطإدارة تدفق الحركة الجوية في منطقة الشررررق

.بإدارة تدفق الحركة الجوية

.اي تقدمهذا المشروع لم يسجل نظرا لمجموعة من العوامل و

نموا نسررررب خطورة الموضرررروع وعدم قبوله للتأجيل، حيث تسررررجل المنطقة إلى وباإلشررررارة

عة به رجم المجهودات مرتف عا قل الجوي لن يتم اسررررررتي ية من بيرةالكلحركة الن لدول المعن ل

مية مقاربة من قبل التكتالت االقلي والتي تسرتدعياسرتثمارات مهمة على المسرتويات الوطنية

من تبعيات هذا النمو على أجوائها. تعانيالتي

ريق فرئيس بالهيئة و الجوية والسررالمة لمالحةخبير اوللمضرري قدما في هذا الموضرروع، قام

المخطط ATFM ةالمنظومة اآلليوية بإعداد مسودة مقتضيات عمل إدارة تدفق الحركة الج

/33Page Wednesday, October 25, 2017

الل دراسررتها خ توالتي تم بدول أعضرراء الهيئة بمنطقة الشرررق األوسررط إدخالها حيز التنفيذ

.االجتماعهذا

الخاصيات المرجعية لمشروع إدارة تدفق الحركة الجوية:تضمن مسودة تو

،الهيكل التنظيمي لمنظومة إدارة تدفق الحركة الجوية

،مكونات المنظومة ووظائفها

،مسؤوليات وأدوار جميع المتداخلين بالمنظومة

ةالقيادة والتحكم المركزي وحدة( من ATFMإدارة تدفق الحركة الجوية )منظومة تألف تو

(CCC) إدارة الحركة الجوية االستراتيجية والتكتيكية المنظومة بمعلومات ديزوقوم بتتالذي

بمساعدة وحدات التحكم في (ACC)إدارة الحركة اتمن جميع أنحاء المنطقة. وستقوم وحد

بووحدات االقترا مراكز مراقبة المنطقة( الموجودة في جميع TMUالحركة الجوية )

(APP) ( ووحدات المطارTWR ) التي ستعمل بوصفها وحدات محلية إلدارة تدفق الحركة

تدفق من أجل التنفيذ الفعال إلدارة( CCC) ةالقيادة والتحكم المركزي وحدةتنسق مع والجوية

ختالالت فياالبتنبؤات استراتيجية وقبل التكتيكية لتحديد اهديوتزو ATFM الحركة الجوية

تحت مسؤولية وحدة القيادة والتحكم ةالجوي تالمجاالالطلب / القدرة للمطارات وجميع عملية

.المركزية

على ( TMUوحدات التحكم في الحركة الجوية )هذه المسؤولية المشتركة، فإن وباإلشارة ل

المناطق الجغرافية المرتبطة بها. حسبالمستوى الفردي سيكون لها مسؤوليات تشغيلية

المسؤولية العامة عن تنسيق وتنفيذ مبادرات إدارة تدفق الحركة الجوية من صالحيات وتبقى

-4-رقم لمرفقامن الخاصيات المرجعية صورة وحدة القيادة والتحكم المركزية.

،والتداول وبعد المناقشة

:يلى مابالفريق اوصي

للجنة 39و 38بالتزامن مع اجتماعي 2018برمجة ورشتي عمل، خالل سنة -

مختلف مكونات المنظومة اآللية إلدارة تدفق لعرض ومناقشة المالحة الجوية،

:بالذكر منها خصنوالتي الحركة الجوية

o تحديد وحدات إدارة الحركة(TMUs) التي سيتم تركيزها في المرحلة

األولى للمشروع،

o .تحديد مواقع تركيز مكونات المنظومة الرئيسية والثانوية بالمنطقة

الخاصيات المرجعية لمشروع إدارة تدفق الحركة النسخة النهائية من مسودة عرض -

وعرضها على المجلس عتماداللدرس قصد على أنظار لجنة المالحة الجوية الجوية

.التنفيذي

(2017-2/ف ع-2توصية رقم )

/34Page Wednesday, October 25, 2017

.زيارة مركز المالحة الجوية بتونس: البند الرابع .5

واالطالع على المنظومة اآللية زيارة مركز المالحة الجوية بتونس تم في هذا اإلطار

لمعالجة خطة الطيران ومعطيات الرادار ووحدة إدارة تدفق الحركة الجوية بتونس

والمرتبط بشبكة العمليات التابعة للمنظمة األوروبية لسالمة المالحة الجوية يوروكنترول.

من أعمال د: ما يستجخامسالبند ال .6

تدفق الحركة الجوية على التنسيق مع رئيس لجنة تم االتفاق مع رئيس فريق عمل إدارة

قصد تحديد تاريخ ومكان المالحة الجوية وخبير المالحة بالهيئة العربية للطيران المدني

.للفريق المقبلاالجتماع

المالحة والسالمة الجويةخبير

العربية للطيران المدنيالهيئة الحركة الجويةإدارة فريق تدفق رئيس

حيدريأكرم رجبمحمد

لفريق عمل إدارة الحركة الجوية ثانياالجتماع ال

الدولة االسم المهنة الجوال الهاتف الفاكس ريد االلكترونيkram.hydri@oaca.nat.tna +21670729201 +21658377070 +21697477568 السيد/ أكرم حيدري رئيس فريق العمل

الجمهورية التونسية

ماهر دهانالسيد/ المدير المركزي للتجهيزات

للطيران مدير باإلدارة العامة مساعد 99246828 216+

المدني ماجد بوزويتةالسيد/

باإلدارة العامة للطيران مهندس

المدني هيثم الفوزاعيالسيد/

mohamed.rejeb65@gmail.com

الهيئة العربية للطيران المدني السيد/ محمد رجب خبير السالمة الجوية بالهيئة +376583235212 212537658154+

1مرفق

ـــة ــــقائم

ـــورــــــالحض

2017 أكتوبر 25و 24تونس،

2ق المرف

إقرار جدول األعمالالبند األول:

خطة عمل الفريق. تحديث: البند الثاني

اإلطار الزمني الالزم إلنجاز أعمال الفريق. دتحدي

.الدراسات والتقارير المطلوب انجازها

.إدارة تدفق الحركة الجويةدراسة الخاصيات المرجعية لمشروع :لثالثاالبند

زيارة مركز المالحة الجوية بتونس :رابعالالبند

المنظومة اآللية لمعالجة خطة الطيران ومعطيات الرادار

منظومة انسياب إدارة تدفق الحركة الجوية

ما يستجد من أعمال :خامسالالبند

األعمالمشروع جدول

الحركة الجوية تدفق لفريق عمل إدارة االجتماعACAC ATFM WG2/2017

م2017 أكتوبر 25-24تونس، الجمهورية التونسية

-3-المرفق

لفريق عمل إدارة تدفق الحركة الجويةالخطة التنفيذية

2018-2017لسنتي

2018سنة 2017 سنة المهام

1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

تنظيمية للفريق ةتحديث الالئح -1إعداد خطة العمل لسنتي -2

2017-2018

دراسة مخرجات ورشة العمل -3التي انعقدت بدولة اإلمارات

2016خالل شهر ديسمبر

إعداد عناصر إجابة حول -4مشروع نظام إدارة تدفق الحركة الجوية بالمنطقة

العربية لتوجيهها إلى المنظمة األوروبية لسالمة المالحة

(Eurocontrolالجوية )

عقد أول اجتماع لفريق العمل -5المراسلة لمنظمة توجيه -6

يوروكنترول

إعداد مسودة اتفاقية مع -7وروكنترول حول تركيز يال

منظومة إلدارة تدفق الحركة الجوية

إعداد الخاصيات الفنية -8 ATFMلمنظومة

2اجتماع فريق العمل عدد -9إنجاز ورشة عمل حول -10

االستغالل المرن للمجال الجوي

إنجاز ورشة عمل حول إدارة -11 تدفق الحركة الجوية

3اجتماع فريق العمل عدد -12تحديد سعة مختلف قطاعات -13

ATS)المراقبة والمطارات capacity)

تكوين مكونين حول المبادئ -14النظرية إلدارة تدفق الحركة

الجوية

4اجتماع فريق العمل عدد -15

المرفق رقم -4-

AIR TRAFFIC FLOW MANAGEMENT SYSTEM

(ATFMS)

CONTENTS 1. INTRODUCTION ..................................................................................................................................................... 4

2. REFERENCE DOCUMENTS ................................................................................................................................... 6

3. OVERVIEW OF ATFM SYSTEM ........................................................................................................................... 6

3.1. Need for ATFM system in ACAC Middle East Region ................................................................................... 6

3.2. Overview of ATFM System ............................................................................................................................. 7

4. ATFM SYSTEM ORGANIZATIONAL STRUCTURE ........................................................................................... 9

4.1. Organizational Structure of ATFM .................................................................................................................. 9

4.2. Organizational Structure .................................................................................................................................. 9

4.3. Roles and Responsibilities................................................................................................................................ 9

4.4. Central Command and Control Unit ............................................................................................................... 10

4.4.1. General Responsibilities ............................................................................................................................ 10

4.4.2. The ATFM Functions of CCC ................................................................................................................... 10

4.5. Area Control Center Traffic Management Unit (ACC TMU) ...................................................................... 11

4.5.1. General Responsibilities: ........................................................................................................................... 11

4.5.2. Main Responsibilities: ............................................................................................................................... 11

4.6. Terminal (Approach) Traffic Management Unit (APP TMU) ..................................................................... 11

4.6.1. General Responsibility ............................................................................................................................... 11

4.6.2. Main Responsibilities: ............................................................................................................................... 12

4.7 . Airport ATC Tower Traffic Flow Management Unit (TWR TMU) ........................................................... 12

4.7.1. General Responsibility: .............................................................................................................................. 12

4.7.2. Main Responsibilities: ............................................................................................................................... 12

4.8. Other Units Related to ATFM ........................................................................................................................ 12

4.8.1. Regulator ( DGCA) .................................................................................................................................... 12

4.8.2. Airlines and Other Aviation Service Providers........................................................................................... 13

4.8.3. Airports ...................................................................................................................................................... 13

4.8.4. Military ...................................................................................................................................................... 13

4.8.5. Neighboring Countries and Countries Having Close Aviation Contact with ACAC Middle East States .... 13

5. ATFM SYTEM PERSONNEL - RESPONSIBILITIES AND TRAINING ............................................................ 14

5.1. Roles and Responsibilities.............................................................................................................................. 14

5.2. Training Requirements ................................................................................................................................... 16

6. ATFM SYSTEM – OPERATION- GENERAL GUIDELINES ............................................................................. 17

6.1. OVERVIEW .................................................................................................................................................. 17

6.2. SYSTEM ARCHITECTURE ......................................................................................................................... 17

6.2.1. Architecture Type ...................................................................................................................................... 18

6.2.2. Components of the ATFM Concept of Operation ...................................................................................... 18

6.3. PHASES OF OPERATION............................................................................................................................ 19

6.3.1. Strategic Phase ........................................................................................................................................... 19

6.3.2. Pre-tactical Phase ....................................................................................................................................... 20

6.3.3. Tactical Phase ............................................................................................................................................ 21

6.3.4. Post Analysis Phase ................................................................................................................................... 22

6.4. ATM PLANNING ......................................................................................................................................... 23

6.5. Types and Identification of Flow Management Problems .............................................................................. 24

6.5.1. Airport Demand-Capacity Balancing ......................................................................................................... 24

6.5.2. Airspace Demand-Capacity Balancing ...................................................................................................... 25

6.5.3. Problems Due to Avoidance of Unusable or Undesirable Airspace (Constrained Airspace)..................... 26

7. ATFM SYSTEM COMPONENTS- ROLES AND RESPONSIBILITIES ............................................................. 27

7.1. CCC – OPERATIONS ................................................................................................................................... 27

7.2. TMU – OPERATIONS ................................................................................................................................. 27

7.3. Responsibilities of the TMU ........................................................................................................................ 28

7.4. Responsibilities of ACC TMU ..................................................................................................................... 28

7.5. Responsibilities of APP TMU ...................................................................................................................... 29

7.6. Responsibilities of TWR TMU .................................................................................................................... 30

7.7. Responsibility of ATS Units ........................................................................................................................ 30

7.8. Responsibility of Airspace Users ................................................................................................................. 31

7.9. Responsibility of Airport Operators ............................................................................................................ 31

1. INTRODUCTION

Optimization of network operations is essentially about the increasingly fine balancing of variable capacity

and variable demand to ensure that each available capacity opportunity (airspace or runway slot) in the

system is consistently presented for use, and that the users are given an opportunity to consistently access

that presented capacity – not just at a single node or location, but across their integrated operations.

In circumstances where capacity consistently exceeds demand, there is generally no significant need to

introduce flow or capacity management initiatives – slots are always available, and are used as required.

Where there is competition for a particular slot, basic ATC interventions (vectoring, speed control, etc)

manage the conflict.

In the past, where flow management initiatives were introduced, their primary application was either in the

protection of the ATC system against overload, or to manage environmental or other expectations at a

particular node. Rarely were such initiatives implemented for the benefit of the broader stakeholder

community. Now, where demand does start to regularly exceed capacity, whilst some focus is placed on

developing new capacity, given the long lead times for major infrastructure improvements (new runways,

taxiway upgrades, new parking gates etc.) most emphasis is on better utilization of currently available

capacity – or in many cases, simply transferring the capacity shortfall to the user through ground delay

programs, demand limiting, and so on.

This is exacerbated by the traditionally tactical and reactive nature of the system – from an ANSP

perspective aircraft are managed as they present on a ‘first come first served’ basis, and from a user

perspective aircraft are presented to the system when they are ready, generally regardless of scheduled

times. It is further exacerbated by the open nature of the system – that is, the inability to consistently control

significant variables such as weather, system outages, landside disruptions, etc‐ and the relative lack of

fidelity in strategic forecasting and tactical interpretation of available capacity. To a large extent, given the

relative situational awareness monopoly, network management is currently a unilateral decision making

process, managed by the ANSP.

Effectively managing the expected increase in traffic demand within a limited capacity environment, whilst

promoting an environment within which airspace users can continue to grow their businesses, requires a

change in network management paradigm that integrates a much larger volume of situational awareness

information, and establishes an increasingly fine granularity of decision-making and business rules. This

cannot be done unilaterally – it requires distribution of responsibilities, flexibility in system responsiveness,

and integration of management.

The key to further improving demand/capacity management is in utilizing all available information from

affected stakeholders to support a collaborative environment where all stakeholders participate in

determining the best actions to balance demand against available capacity. This is best achieved through

the implementation and use of collaborative decision-making capabilities.

Such a system termed as Air Traffic Flow Management (ATFM) is strongly advocated by ICAO in it’s the

Global Air Navigation Plan developed by ICAO (Doc 9750) which is a strategic document to guide States

for implementation of the global plan with horizon up to and beyond 2025. The document lists out several

“Global Plan Initiatives” (GPIs) to be taken by the States to ensure that a safe, secure, efficient and

environmentally sustainable air navigation system is available at global, regional and national levels.

The ICAO Global ATM Operational Concept (GATMOC) provides following vision for future demand and

capacity balancing, which envisages: “…Demand and Capacity Balancing will strategically evaluate system‐

wide traffic flows and aerodrome capacities to allow airspace users to determine when, where and how they

operate, while mitigating conflicting needs for airspace and aerodrome capacity. This collaborative process

will allow for the efficient management of the air traffic flow through the use of information on system‐wide

air traffic flows, weather and assets. Key conceptual changes include:

a. through collaborative decision making at the strategic stage, assets will be optimized in order to

maximize throughput, thus providing a basis for predictable allocation and scheduling;

b. through collaborative decision making at the pre‐tactical stage, when possible, adjustments will be

made to assets, resource allocations, projected trajectories, airspace organization, and allocation of

entry/exit times for aerodromes and airspace volumes to mitigate any imbalance; and

c. at the tactical stage, actions will include dynamic adjustments to the organization of airspace to

balance capacity, dynamic changes to the entry/exit times for aerodromes and airspace volumes,

and adjustments to the schedule by the users….”

Further to the 48th recommendation ACAC CNS/ATM study, it is recommended the establishment of Air

Traffic Flow Management (ATFM) system as a core function with dedicated operational personnel within

ACAC Middle East States FIRs.

Whilst ANS and airport infrastructure initiatives will continue to be undertaken to increase capacity, it will

become increasingly necessary to develop capabilities to both balance available capacity against demand, ensuring

that the user community has equitable and consistent access to all potentially available capacity in the system ‐

and to fully utilize new capacity as and when created.

All the aspects of Air Traffic Management service optimization and for meeting and exceeding the user and

community expectations for flight efficiency, predictability, flexibility and environmental effectiveness, be

achieved through the implementation of Air Traffic Flow Management (ATFM) system as an integrated network

management of ATM resources in a collaborative manner.

This operational concept of ATFM outlines a range of changes in network management that will evolve

through the next few years. Key to the concept is the principle of resource utilization with a network

optimization view, management and interchange of relevant information, thus enabling a significant change

in the roles of all participants and stakeholders’ within the ATM system. This philosophy is based on

evolution of a holistic Collaborative Decision Making environment, where the diverging expectations and

interests of all members of the ATM community are balanced cooperatively to achieve an optimum network

outcome for all stakeholders.

The concept of operation discussed in this document lays a broad outlay of procedures, roles and

responsibilities for the various components of the ATFM system.

The hardware configuration of ATFM system will be defined later.

2. REFERENCE DOCUMENTS 1. ICAO Annex 10

2. ICAO Annex 19

3. The ICAO Global ATM Operational Concept (GATMOC)

4. ICAO Doc 9750: Global Air Navigation Plan

5. ICAO Doc 4444 de l’OACI : Air Traffic Management

6. ICAO Doc 7030 de l’OACI : Regional Supplementary Procedures

7. ICAO Doc 8168 de l’OACI : Aircraft Operations

8. ICAO Doc 8400 de l’OACI : ICAO Abbreviations and Codes

9. ICAO Doc 9060 de l’OACI : Reference Manual on the ICAO Statistics Programme

10. ICAO Doc 9426 de l’OACI : Air Traffic Services Planning Manual

11. ICAO Doc 9854 : Global Air Traffic Management Operational Concept

12. ICAO Doc 9882: Manual on Air Traffic Management System Requirements

13. ICAO Doc 9883: Manual on Global Performance of the Air Navigation System

14. ICAO Doc 9896: Manual on the Aeronautical Telecommunication Network (ATN) using

Internet Protocol Suite (IPS) Standards and Protocols

15. ICAO Doc. 9965: Manual on Flight and Flow — Information for a Collaborative

Environment (FF-ICE)

16. ICAO Doc 9971: Manual on Collaborative Air Traffic Flow Management

17. AFTM_MAN: ATFM Users Manual

18. IFPS_MAN : EUROCONTROL IFPS User Manual

3. OVERVIEW OF ATFM SYSTEM

3.1. Need for ATFM system in ACAC Middle East Region 3.1.1. The Middle East saw the most growth over 2015 with a 12.1% increase. The region currently carries

14% of the world’s revenue passenger kilometers (RPKs), and this number is anticipated to grow at the

percentages depicted in the Figure below:

Figure 1: Middle East 2015 Traffic Increases

3.1.2. Airlines in the Middle East are forecasted to require 3,180 new airplanes over the next 20 years,

with rapid fleet expansion in the region driving an estimated 70% of that demand. Air traffic in the Middle

East is expected to grow 5.9% annually during the next 20 years. Approximately 80% of the world's

population lives within an eight-hour flight of the Arabian Gulf. This geographic position, coupled with

diverse business strategies and investment in infrastructure is allowing carriers in the Middle East to

aggregate traffic at their hubs and offer one-stop service between many city pairs that would not otherwise

enjoy such direct itineraries. The Middle East growth can be partly attributed to the continued development

of airport hub operations as focal points between the East and West and supplemented by the rise of trade

links between Africa, the Middle East, and Asia. [Ref ACAC CNS/ATM Study-2016]

3.1.3. ACAC Middle East region must satisfy this increased demand. Today, the primary method for

long-term balancing demand with system capacity is to restrict demand by allocating a fixed number of

arrival/departure slots to scheduled aircraft operating into and out of ACAC Middle East States’s, congested

airports. Slot allocations are made on a bi-annual basis, with the numbers adjusted for seasonal weather and

traffic conditions. The slots equitably distribute the restricted airport and airspace capacity to aircraft

operators. Short-term (e.g., during a flight day) balancing is accomplished by air traffic control (ATC)

imposing delays on aircraft and airlines’ decisions to divert to alternate airports during periods of weather-

restricted capacity.

3.1.4. Airport capacity information is made available to ATC and flights via ACAC Middle East

States’s Aeronautical Information System (AIS). Each party makes independent decisions about how to

restrict and manage flights during problem periods. This often results in less than optimal utilization of

available airspace, airports, and aircraft resources.

3.2. Overview of ATFM System

3.2.1. Keeping in view the current and future growth of traffic and to ensure safe and efficient flow of

traffic through various airports and airspace, the Air Traffic Flow Management system (ATFM) shall

integrate various stakeholders as part of the system to program various operational constraints strategically

and tactically in such a way that the demand and capacity are optimally balanced through Collaborative

Decision making process.

3.2.2. The solutions must dynamically balance capacity and demand, while providing a CDM

capability to allow airlines to most effectively utilize available capacity for the maximum benefit of their

business, operations and passengers.

3.2.3. The proposed ATFM System will balance demand and capacity in ACAC Middle East States

region airspace and airports for most efficient operations that will include both international and domestic

traffic.

3.2.4. A key part of the future ATFM concept shall be Collaborative Decision Making (CDM) which

helps ATC achieve its goal of managing the ATC system and the operators achieve their goal of managing

their schedules. The result of CDM is a shared situational awareness and collaborative resolutions for “win-

win” solutions for both ATC and stakeholders. Collaboration leads to enhanced options, resulting in

improved decision making, stakeholder acceptance and support, and increase service performance.

3.2.5. The ATFM system shall consist of a Central Command and Control Unit (CCC) which will be

provided with strategic and tactical ATM information from across the region. The CCC will be aided by

Traffic Management Units (TMU) located at all the major ACC and APP units which will function as local

ATFM units coordinating with CCC for effective ATFM implementation and will be provided with strategic

and pre-tactical demand predictions to determine periods of excess demand compared to the available

capacity.

3.2.6. The ATFM system shall provide, notably:

ACAC Middle East States and Aircraft Operator users with significant capabilities to perform

strategic, pre-tactical, and tactical ATFM and CDM associated with sectors demand of ACAC

airspace and arrivals into major airports of ACAC Middle East States.

ACAC Middle East States and Aircraft Operator users with access to aircraft operator schedule data

and operational flight data from ACAC’s ATC automation system, strategic and pre-tactical demand

predictions to determine periods of excess demand compared to the available capacity.

capabilities to model and implement Traffic Management Initiatives (TMIs) to smooth the demand

to the available capacity via Ground Delay Programs. TMIs are shared with aircraft operators as an

integral part of the CDM process. For periods of significant, unexpected capacity reductions, Ground

Stop TMIs will also be modelled and implemented.

updated demand predictions to monitor TMI performance. Updated predictions are driven by tactical

flight data updates from the automation systems as well as flight specific updates provided by aircraft

operators (Once a TMI is implemented).

a web portal access to all stakeholders to have an increased situational awareness of the current

ATFM status. Web is an important part of the enhanced ATFM system, as it allows

Airline/aerodrome operators and ATS Units, access to information about TMIs. AOs will be able to

view flight details and manage their own ATC slots during a TMI. ATS Units, Airline and aerodrome

operators will be able to view all flights arriving and departing from their aerodrome

real-time and post operational reports to help stakeholders evaluate system performance and lessons

learned.

3.2.7. In addition to the operational capabilities, ATFM system shall provide System Administration

and Adaptation Management functions to monitor and control the operational system and support the

preparation and validation of system reference data.

3.2.8. The ATFM will cover all airports to support ATFM and CDM for airspace programs and arrivals

into airports throughout ACAC Middle East States and ACAC region airspace.

3.2.9. The ATFM System shall have initially the capability to support:

A total of (…..) TMU (both APP and TWR) will be functional.

The TMUs will be networked with ACC TMU and CCC.

In addition other TWR TMUs will be able to interact with CCC through secured WEB Access.

The CDM partners will access CCC through secured CDM portal with different levels of privilege.

The general public will be able to access ATFM information on the CCC web portal.

The WEB portal will display actual traffic situation in ACAC Middle East States skies.

3.2.10. The ATFM system shall need to be a part of sub-regional and regional ATFM system for

optimum and seamless ATM across ACAC region. The ATFM system shall have capabilities to expand as a

sub-regional/regional ATFM system.

3.2.11. The ATFM system shall enhance Airport ATFM capabilities and shall introduce Airspace ATFM

measures, thus, playing a major role in reducing the demand and capacity gaps.

3.2.12. The ATFM development shall involve developing functionalities, which will enable ATFM

system for exchanging ATFM information with adjacent ATFM systems and participate in a regional ATFM

process.

3.2.13. The system shall interface for seamless data exchange with other ATFM systems in the sub-

region and region, thus supporting evolution of an international ATFM system.

The technology used should be the most recent and should give to the ATFM System the best performances

with a minimum cost of maintenance. On-site installation, testing of all equipment and applications and the

supply and installation of necessary cables and accessories shall be borne by the supplier.

4. ATFM SYSTEM ORGANIZATIONAL STRUCTURE

4.1. Organizational Structure of ATFM

4.1.1. The ATFM structure shall consist of a Central Command and Control Unit (CCC) networked with

Traffic Management Units (TMU) at major ACCs, APP units, Aerodrome Towers (TWR). The CCC should be

accessible via WEB through secured access from selected Towers not directly connected to ATFM network.

4.1.2. The ATFM shall be envisaged to function in a collaborative manner. Access to the ATFM system

for selected CDM Partners shall be granted through secured CDM portal.

4.1.3. The CCC will be located at [State/alternate] along with a backup and training facility.

4.2. Organizational Structure

4.2.1. ATFM shall be managed through the use of flow management units at each of the different ACAC

Middle East States operational levels.

4.2.2. The ATFM organizational structure shall be broken into three layers. The first layer is the Central

Command and Control Unit (CCC). The second layer includes all the Area Control Center (ACC) Traffic

Management Units (TMUs). The third layer includes selected Approach Control facilities with Approach

Traffic Management Units (APP TMUs) and selected Airport Traffic Control Tower (TWR) facilities with

Airport ATC Tower Traffic Flow Management Units (TWR TMUs).

4.3. Roles and Responsibilities 4.3.1. The different ATFM units will be responsible for collectively identifying and resolving

demand/capacity imbalances for airports and all airspace under Central Command and Control Control.

However, in carrying out this shared responsibility, traffic management units at the individual facilities will

have operational responsibilities consistent with their associated geographic areas. Overall responsibility for

the coordination and execution of Traffic Management Initiatives (TMIs) will reside with the CCC’s traffic

flow management positions.

4.3.2. The decisions made at local levels impact flows across the network and therefore they must be

taken in collaboration with stakeholders.

4.4. Central Command and Control Unit

4.4.1. General Responsibilities

4.4.4.1. The CCC shall have the primary ATFM responsibility for ACAC Middle East States. The CCC

shall establish and adjust to meet the demand of ATFM of ACAC Middle East States in both current operation,

mid-term (3 to 5 years out) and future (5 to 20 years out) development.

4.4.4.2. Specifically, the CCC is:

Responsible for balancing capacity/demand at all airports within airspace for which ACAC

Middle East States has control authority. This is achieved by analyzing capacity/demand

imbalances using available manual and automation tools and defined processes and procedures.

The final authority in resolving any conflicts concerning civil airspace capacity/demand.

Responsible to ensure that a “system approach” to ATFM is utilized when consideration is being

given to the implementation of Traffic Management Initiatives (TMIs). TMIs that cross ACC

boundaries are the responsibility of the CCC. Authority for TMIs and operations that do not cross

ACC boundaries may be delegated, through policy or procedures, to the appropriate ACC.

4.4.2. The ATFM Functions of CCC

The ATFM Functions of CCC are:

4.4.2.1. Flight Data Management: Manage flows in strategic and pre-tactical phases

The CCC includes a Flight Data Management Unit responsible for planning, co-ordination and

implementation of ATFM measures ATFM area. The Flight Data Management Unit (FDMU) of the CCC is

responsible for collecting, maintaining and providing data on all flight operations and the air navigation

infrastructure. FDMU includes the Integrated Flight Planning System (IFPS). The CCC shall have the

following features:

arrange and maintain scheduled flight table,

handle international and inter-regional initial flight plan applications,

manage various flight plans and their alterations,

develop TMIs during large (special) events,

organize ATFM fixed schemes,

assess static sector capacity and static airport arrival rates/airport departure rates (AAR/ADR),

participate in the allocation and adjustment of airspace structures.

4.4.2.2. Tactical ATFM:

Manage flow in tactical phase,

Organize ACAC Middle East States ATFM facilities, units and positions to identify air traffic flow

problems in tactical phase,

Organize and collaborate with relevant ATFM facilities and personnel to develop and revise ATFM

initiatives,

Organize to initiate and terminate the nationwide implementation of tactical ATFM measure,

Supervise ACAC Middle East States ATC facilities during their implementation of ATFM initiatives

and collect feedback,

Collect operational logs and analyze post information,

Participate in developing large (special) event TMIs, and

Participate in the management of ATFM fixed scheme.

4.4.2.3. Operation Evaluation:

Take charge of statistics,

Post analysis and summarization of ATFM logs and operational data,

Inspect and evaluate the operational safety and efficiency of air traffic operation facilities, and

Solve problems on site.

4.4.2.4. Equipment Operations Monitoring:

Collect basic and operational information of ACAC Middle East States communication, navigation

and surveillance, and ATC automation system, and

Participate in the evaluation of the operational capacity of airspace and airport.

4.4.2.4 Operation Floor:

The positions on the operation floor are mainly kept watch by the managers from the tactical ATFM office.

Representatives from Flight Data Management, operation evaluation, and equipment operation monitoring

will join to keep watch in certain positions in the operation floor and fulfill due responsibilities.

4.5. Area Control Center Traffic Management Unit (ACC TMU)

4.5.1. General Responsibilities: 4.5.1.1. ACC TMU, as a second level of the ATFM organization, is responsible for helping the CCC to

organize relevant ACC, terminal, airport ATC towers, and other stakeholders within its geographical area to

conduct ATFM.

4.5.1.2. The ACC TMU duties include communication, collaboration, and coordination of ATFM issues

with surrounding and internal stakeholders.

4.5.2. Main Responsibilities:

4.5.2.1. Identify and assess sector capacity decline due to weather, military activity, aircraft operations,

ATC facilities operations, ATC equipment status, airport capacity, etc.;

4.5.2.2. Study capacity changes of relevant sectors and airports within area of responsibility and convey the

same to CCC.

4.5.2.3. Collaborate with CCC to adjust the threshold of arrival/departure rates of sectors and airports;

4.5.2.4. Participate in CCC organized planning conference calls for nationwide ATFM;

4.5.2.5. Make executive plans of ATFM initiatives in its area and inform relevant ATC positions;

4.5.2.6. Feedback implementation status of ATFM initiatives and operation plans to CCC;

4.5.2.7. Suggest adjustment or termination of implementation;

4.5.2.8. Log local operations, and help CCCs complete post analysis tasks, such as collecting air traffic

operational data.

4.6. Terminal (Approach) Traffic Management Unit (APP TMU)

4.6.1. General Responsibility:

4.6.1.1. APP TMUs will be established in high density Terminal (Approach) areas where ongoing

capacity and demand issues require regular ATFM initiatives and ATFM terminal will be set up in other

approach control units, as needed. The Traffic Flow Manager of the ACC TMU facility will take charge of

ATFM in Terminal (Approach) control facilities without APP TMUs. The Tower TFM or local controller in

airport ATC tower will fulfill the relevant responsibilities in airports without APP TMU facilities.

4.6.2. Main Responsibilities:

4.6.2.1. Manage air traffic demand and constraint within their area of responsibility;

4.6.2.2. Find out AAR/ADR and monitor changes due to weather, military information, aircraft operation,

ATC operation, ATC equipment, airport operation and other reasons;

4.6.2.3. Coordinate with airport tower and ACC TMU to properly adjust capacity threshold;

4.6.2.4. Participate in nationwide ATFM decision making organized by the CCC on its own initiative

or invited by ATMU;

4.6.2.5 Participate in decision making organized by ACC TMU for ACC ATFM initiatives complying

with flight plan and airport operation

4.6.2.6. Inform the relevant ATC position of ATFM initiatives;

4.6.2.7. Feedback implementation status of the facility and suggestions to ACC TMU;

4.6.2.8. Log local operations, and collect and report air traffic operational data and other statistical data

to ACC TMU.

4.7 . Airport ATC Tower Traffic Flow Management Unit (TWR TMU)

4.7.1. General Responsibility:

4.7.2. TWR TMU will be set up in some large airport ATC towers according to traffic amount and

operation environment of the airport. At middle size towers, a traffic management position may be established

and supported with an ATFM automation system terminal. There are full-time TFMs in these towers during

busy time periods. The TFM or local controller will take ATFM charge during non-busy time periods. The

controllers on duty take charge of ATFM in small airport towers. Towers without APP TMU facilities take

the ATFM charge of ATFM in that terminal area.

4.7.2. Main Responsibilities:

4.7.2.1 Assist in the management of air traffic demand and constraint issues at the tower;

4.7.2.2. Identify and assess AAR/ADR changes due to weather, military information, aircraft operation,

ATC operation, ATC equipment, airport operation or other reasons;

4.7.2.3. Coordinate with APP TMU and/or ACC TMU to properly adjust threshold of AAR/ADR,

participate in nationwide ATFM decision making organized by ACC on its own initiative or invited by ACC

TMU;

4.7.2.4. Participate in decision making organized by ACC TMU for ACC ATFM initiatives complying

with flight plan and airport operation;

4.7.2.5. Inform the relevant ATC position of ATFM initiatives; feedback implementation status of the

facility and suggestions to ACC TMU;

4.7.2.5. Log local operations, carry out post evaluation of daily ATFM, and report statistical data to ACC

TMU.

4.8. Other Units Related to ATFM

In addition, there are some units that directly affect the efficiency of civil aviation ATFM. The ATFM

facilities/units/positions of civil aviation should effectively collaborate with these units to achieve orderly

ATFM and optimize resource allocation.

This section discusses the roles of the units in civil aviation ATFM.

4.8.1. Regulator ( DGCA)

4.8.1.1. Draft or develop national laws, regulations, rules, and standards of air traffic flow management;

4.8.1.2. Help develop the standards of air traffic operation management;

4.8.1.3. Help develop performance metrics for the ATFM network system;

4.8.1.4. Supervise the implementation and compliance of relevant laws, regulations, rules, and

standards by all ATFM Stakeholders and

4.8.1.5. Further develop legislative requirements based on analysis of air traffic operations.

4.8.2. Airlines and Other Aviation Service Providers

4.8.2.1 Many airlines have Air Traffic Operations Coordination Positions inside their AOCs, to

collaboratively coordinate air traffic issues with the ATS provider. As a contact point, these air traffic

coordination positions should directly contact ATFM facilities as follows:

Participate actively in the ATFM process as CDM Partners;

They should master and respond to the ATFM information related to the company;

They could file flight plans, provide latest updates on the active and planned flight plans; and

Participate and comply with the ATFM tactical operation plan according to the advisory from air

traffic flow management initiatives.

4.8.3. Airports

4.8.3.1. The Air Traffic Operations Coordination Position, or a similar function, of an airport is located

inside the airport operations control center (AOCC). This position, or other positions designated by the airport

operator, is a contact point for airport operation control units directly contacting ATM facilities.

4.8.3.2. They should master and respond to the ATFM information related to the airport and participate

in decision making for air traffic operation related to the airport, according to the airport’s resource allocation.

4.8.4. Military

4.8.4.1 The ATFM concept envisages active Civil-Military coordination and cooperation in sharing of

data, resources thus enabling an optimal use of national airspace system.

4.8.4.2. The Military representative is an active participant in the CDM process of ATFM.

4.8.4.3. They communicate with civil aviation and provide feedback on information required by civil

aviation and advise civil aviation of relevant flights of military aviation, and their airspace use.

4.8.5. Neighboring Countries and Countries Having Close Aviation Contact with ACAC Middle East States

4.8.5.1. The ATFM system will be designed to be interoperable with ATFM systems of neighboring

countries, regional or sub regional systems.

4.8.5.2. The ATFM system will be flexible to have interactions with other ATFM system at different

levels, like from exchanging ATFM tactical information to actively participating in the regional ATFM

process.

4.8.5.3. The CCC will be the focal point of contact between ACAC Middle East States and its

neighboring countries, as well as countries and regions having close aviation contact with ACAC Middle

East States.

4.8.5.4. This ATFM system will develop procedures for communication and coordination on

international flow problems and ATFM methods.

4.8.5.5. In future, it can achieve international CDM and solve cross-border ATFM problems

effectively.

5. ATFM SYTEM PERSONNEL - RESPONSIBILITIES AND TRAINING

5.1. Roles and Responsibilities

The ATFMS shall allow the following operational roles at the CCC and TMUs.

CCC (and TMU) ATFM Operations Supervisor: The CCC (and TMU) ATFM Operational

Supervisor acts as the top principal of ATFM operation management system to fully master and

manage regional/nationwide daily ATFM operations, direct daily operations of

regional/nationwide ATC facilities, coordinate air traffic operation problems, make final decisions

on air traffic flow management initiative (ATFM initiatives), and have liability for the operability,

effectiveness, and safety of decision makings.

The Flow Manager is responsible for planning the use of airspace and the execution of tasks related

to flow management, such as slot allocation and re-routing. The presentation of current and future

air situation in the console display, as well as view filters, are at the Flow Manager´s disposal to

assist in analysis and decision-making on specific issues.

The CCC ATFM Operational Supervisor is assisted in ATFM operations by appropriately trained

ATFM personnel in the following areas of specialization.

o Operations Planning: Conduct complex analysis of system capacity and airspace users

demand, full master status and movements of regional/nationwide air traffics, focus on key

problems in regional/nationwide air traffic operations, periodically or timely have CDM in

regional/nationwide operations, study and develop regional/national air traffic operation

management plans and TMIs, and direct operations of all positions on the operation floor.

o Airspace User Coordination: Handle flight plans occasionally added and adjusted within

the operation day, communicate with airspace users on operation plan, receive their

comments, and resolve air traffic problems of airspace users in their operations. The

Airspace Operator is responsible for editing airspace data in the database–points of

notification, aids, airways, SIDs, STARs, corridors, airports – defining airport capacity,

defining notification points and sectors, and setting FIRs boundaries and respective sectors.

Besides editing features, Airspace Operator has at its disposal an environment for

simulation and visualization of the Air Situation to assist in the optimization of aeronautical

infrastructure.

o Capacity Analysis: Organize or participate in capacity analysis of nationwide air traffic

operation management system, keep contact with relevant facilities and units, and analyze

system capacity decline due to weather, military activities, airport operation,

communication/navigation/surveillance equipment and other reasons.

o ACC Monitoring: Monitor air traffic operations within its responsible ACC, keep contact

with local ATC facilities, supervise the execution of relevant ATFM initiatives and plans,

receive feedback, and coordinate with relevant positions to study the solutions of conflicts

in air traffic operations.

o CDM Coordinator: At the heart of ATFM concept is CDM with CDM partners. The

CDM Coordination ensures effective and timely coordination mechanism with all CDM

Partners (Airports, Airlines, and Military etc.) to arrive at most efficient decision to meet

the DCB challenges. The CDM process also involves airspace coordination when

necessary, under the FUA concept with Military.

o Special Flight handling: For handling VVIP flight plans and flight plans with other special

requirements, advise relevant facilities and publish the information on schedule, monitor

special flight operations, contact aircrew of these flights as necessary, and coordinate to

resolve problems occurred in operations.

o International Coordination: Communicate with relevant domestic ATC facilities and

foreign airspace users, coordinate international ATFM affairs, and collaborate to make

decisions and focus on implementation of relevant domestic air traffic operation facilities

when it is necessary to extend the management measure and operation plan abroad.

o Weather Impact Analysis: Analyze and master the trends of relevant weather systems,

track, collect, organize, and evaluate nationwide weather conditions and forecasts, and

inform relevant positions on the operation floor of this information; offer directive

suggestions to weather analyzers in ATC facilities, airspace users operation units, and

airport operation units; participate in operation CDM meetings (planning conference calls)

or CDM when necessary.

o Large (Special) Event Coordinator: Supervise joint initiative implementations of air

traffic operation facilities coming across large (special) events, communicate with and

provide feedback to organizers, and coordinate solutions to various problems in civil

aviation.

The CCC shall have the following specific positions for providing appropriate and relevant

information about demand and capacity.

o Flight Plan Information Management: Collect and handle all flight plan information

from Fax, AFTN/AMHS (e.g., from Societe Internationale de Telecommunication

Aeronautiques (SITA)), Aeronautical Telecommunication Network (ATN)), e-mail, etc., to

build the flight plan database for strategic, pre-tactical and tactical demand analysis. The

Flight Plan Operator is responsible for maintaining the integrity of the flight plan workflow.

o Aeronautical Information: Collect, organize, and provide, in a timely fashion and to

relevant positions, aeronautical information such as Notice to Airmen (NOTAM), manage

and update all paper and electronic aeronautical information in the operation floor,

collaboratively draft and publish the information of operation decision-makings in form of

NOTAM when necessary. The Aeronautical Information Operator is ultimately responsible

for the operational function of capacity management, assuming the following

responsibilities:

Reception and processing of conventional aeronautical messages in text format-

NOTAM, making this information available to other operators in the center. With

the aid of decision support tools, the operator interprets the NOTAM texts capturing

the corresponding effects on the capacities of the regulated elements;

Reception and processing of meteorological messages, such as, METAR, SPECI,

TAF, GAMET, SIGMET, AIRMET and wind forecast (GRIB), the latter used in

the route extraction process of a flight plan and the correction of estimates;

Acquisition and interpretation of meteorological images. With these data and with

the aid of decision support tools, the Aeronautical Information Operator interprets

the information received capturing the corresponding effects on the capacities of

the regulated elements;

Monitoring and maintenance of operational status of the aeronautical and airport

infrastructure, capturing the corresponding effects on the capacities of the regulated

elements;

Establish operational priorities for maintenance and restoration of the technical

equipment, following up the corrective actions.

Communication, Navigation, and Surveillance (CNS)/ATM Equipment

Monitoring: Communicate with equipment monitoring systems on equipment

operations, master equipment status such as periodic shutdown and repair, help the

Capacity Position (CP) analyze the influence on system capacity due to abnormal

equipment operation, etc

The CCC is also equipped for conducting post operations analysis and data mining. The

functions of the unit are: Collect and analyze various operational data, gather

regional/nationwide system operation logs, evaluate the safety, effectiveness, and

operability of ATFM initiatives and plans already in the execution state or finishing

execution, edit and release various statistical report forms and operation information.

System Maintenance: Maintain various equipment on the operation floor, ensure operation

of equipment, and offer consultation services to operation and maintenance personnel in other units.

o System Software Maintenance: Monitor software operations of air traffic operation

management systems, ensure safety and orderliness of various networks and databases, and

offer consultation services to operation and maintenance staff in other units.

o The System Administrator is responsible for:

Supervision of technical equipment, communication links and working positions;

Maintenance of operational configuration data (VSPs); Update system date and time;

Management of flight plan storage;

Implementation of routine data backup; Registration of subscribers/users of ATFM system with their privileges and

restrictions

The CCC also makes provisions for having CDM partners and Stakeholders at the CCC.

Some of the Positions are:

o Airlines Observer: Act as representative of air transport enterprises to supervise the

publicity, fairness and justness of air traffic operation management, communicate with

airlines to reflect the various demands, coordinate operation conflicts, and participate in

emergent handling and decision making for significant air traffic operation problems when

invited.

o General Aviation Observer: Act as representative of general aviation enterprises to

supervise the publicity, fairness and justness of air traffic operation management,

communicate with airlines to reflect the various demands, coordinate operation conflicts,

and participate in emergency handling and decision making for significant air traffic

operation problems when invited.

o Airport Observer: Act as representative of airport enterprises to supervise the publicity,

fairness and justness of air traffic operation management, communicate with airports to

reflect the various demands, coordinate operation conflicts, and participate in emergency

handling and decision making for significant air traffic operation problems when invited.

o Military Coordinator: Act as representative of the ACAC Middle East States military

to monitor civil air traffic operations for the military, advise civil aviation of military

activity plans and actual activities that affects civil air traffic operations; help relevant civil

ATC facilities continuously evaluate the scope and duration of military activity influence

on civil use of airspace capacity; try to reduce undesirable influence of military activities

on safety and efficiency of civil air traffic operation; and exchange information with a

Special Flight Position (SFP) on special flight plan and movements

5.2. Training Requirements

[TBD]

6. ATFM SYSTEM – OPERATION- GENERAL GUIDELINES

6.1. OVERVIEW

6.1.1. The ATFM System shall provide ANSPs and Aircraft Operators with a decision support

capability to safely, efficiently, and predictably manage demand when it exceeds capacity at constrained

resources (e.g., airports) within the ANSP area of responsibility.

6.1.2. The ATFM System shall provide the functions necessary for integrated strategic, pre-tactical

and tactical flow management for balancing aggregate capacity with predicted air traffic demand. In

addition, the ATFM System shall enable CDM so that all system stakeholders have a role in optimizing

system efficiency and safety.

6.1.3. The ATFM System shall provide ANSP users the ability to proactively manage capacity

reducing events through the ability to create and modify Traffic Management Initiatives (TMIs). The

ATFM System shall provide a framework for exchanging data among users who share the need for a

common view of air traffic flow operations. When conditions such as weather, controller staffing,

equipment outage or spikes in air traffic demand affect a resource’s capacity, easy-to-understand visuals

enable users to monitor the impact of those conditions.

6.1.4. The ATFM System shall permit users to identify a capacity/demand imbalance, model the

impact of candidate TMIs, coordinate TMIs with CDM participants, and determine which candidates yield

optimal solutions to address the capacity/demand imbalance. The ATFM System shall continually update

the known and predicted demand so that ANSP users can monitor the operational conditions and modify

the TMI to adapt to the changing environment.

6.1.5. The ATFM System shall fully embrace and supports the goals and processes of CDM. The

ATFM System shall enable an Aircraft Operator to exchange slots between their flights in real time, thus

optimizing their use of the overall capacity created by the ANSP to achieve the Aircraft Operator’s business

goals. CDM slot substitutions and Aircraft Operator flight data changes are realized through a Web-based

interface, a more advanced component, and via a direct system-to-system interface between the Aircraft

Operator and the ATFM System.

6.1.6. The ATFM System shall provide the following principal functions:

6.1.6.1. Predict demand of ANSP-specified resources

6.1.6.2. Monitor demand and capacity of ANSP-specified resources

6.1.6.3. Evaluate alternatives to address capacity/demand imbalances

6.1.6.4. Perform CDM with stakeholders

6.1.6.5. Initiate, monitor, and modify TMIs (ATFM Measures) for constrained resources

6.1.6.6. Report metrics and analyze performance

6.2. SYSTEM ARCHITECTURE

The high level architecture of ATFM system shall have the following supporting infrastructure which is

critical to the success of ATFM system:

Seamless aircraft surveillance through all phases of flight that can provide a digitized

national aircraft position;

Voice and data communication between all participants in the ATFM system;

A national weather picture that includes integrated weather sensor data and accurate forecasts;

and,

Automated decision support and display tools to aid all ATFM and collaborative decision making

(CDM) participants to maintain situational awareness and assess potential impacts of Traffic

Management Initiatives (TMIs) under consideration at any time.

The high level architecture of ATFM system is shown below.

6.2.1. Architecture Type

ATFMS shall be designed as an open architecture system. The intent is to provide a system as flexible as

possible to allow the system to grow and evolve as the operations, technology, and environment evolves in

ACAC Middle East States. Therefore, the open architecture will allow the integration of future ATFM

capabilities into this system’s architecture.

6.2.2. Components of the ATFM Concept of Operation

There are three primary components to the ATFM Concept of Operation that will increase its effectiveness

and acceptance by the user community.

Developing effective CDM mechanisms;

Establishment of ATFM function for balancing demand and capacity;

An efficient ATM System for providing capacity at airports and in airspace.

6.2.2.1. Effective Use of Collaborative Decision Making (CDM)

The effectiveness of CDM is greatly improved by all units and stakeholders sharing the same situational

awareness and using common flow planning tools to arrive at optimal Traffic Management Initiatives (TMIs).

TMIs are actions taken to balance current or anticipated demand with available capacity. Examples include

imposing a minimum Miles-in-Trail (MIT) between aircraft in an en route flow or stopping departures of

all aircraft destined for a particular city (a Ground Stop, or GS). TMIs work best when all participants work

together to create technological and procedural solutions to traffic flow problems, and respond

collaboratively to real-time operational constraints.

CDM provides a unified approach to improve the ATM system and services through increased information

exchange and a common situational awareness among stakeholders resulting in enhanced options, improved

decision-making, and stakeholder acceptance and support.

6.2.2.2. Establishment of an Air Traffic Flow Management Function

The ATFM function includes staff at every appropriate level of the ATC system: Airport, Approach, Area

Control, and ATFM Central Command Center. These staff plus representatives from military organizations,

Airline Operations Centers (AOCs), and airports are responsible for facilitating and implementing TMIs.

The ATFM function shall utilize advanced tools for strategic planning, as well as pre-tactical and tactical

management of traffic flows within the available capacity of the ATM system. The system shall provide

with comprehensive ATFM capabilities to model, implement, and analyze all traffic management initiatives

for both airport and airspace volumes in ACAC Middle East States. TMIs are used to dynamically balance

air traffic demand with capacity to keep traffic flowing as smoothly and efficiently as possible.

As a minimum, implementing ATFM will require seamless voice and data communications between all

participants in the system:

Ground to ground voice and data communications between Units and the numerous

stakeholders (e.g., AOCs, military, airports) in order to implement ATFM CDM;

Seamless surveillance that provides a digitized regional/national aircraft position for use

by all participants in the ATFM process; and

Automation and display tools to aid all ATFM and CDM participants to maintain

situational awareness and assess potential impacts of TMIs under consideration at any

time.

A national weather picture that includes integrated weather sensor data and FORECASTS

The proposed ATFM system shall describe in detail the implementation of the three mainly components

mentioned above.

6.3. PHASES OF OPERATION

At the top level, ATFM is an iterative process that can be divided into four phases to gain a better focus on

its particular tools. This iterative process will increase the effectiveness and efficiency of air traffic

operations. Each phase is differentiated by factors including time, scale, focus, and goals. Regardless of the

phase, it is important to note that adjustments in one phase or area may potentially impact other phases in

the ATFM system.

6.3.1. Strategic Phase

The strategic management phase occurs prior to events up to one week before the execution date. Its

management focus is mainly on scheduled flight plans. The goals are to pre-arrange scheduled flight plans,

based on the system’s general capacity, to avoid planned flow demands exceeding capacity, develop ATFM

schemes for large airspace use events, and offer suggestions on improving long-term development of ATC

methods and airspace design.

The ATFM strategic phase seeks a greater dialog between ATFM partners and capacity “providers” in order

to analyze airspace, airport and ATC restrictions, seasonal weather changes and significant meteorological

phenomena. It also seeks to identify, as soon as possible, any possible discrepancies between demand and

capacity in order to jointly define possible solutions with the least impact on traffic flows. These solutions

would not be frozen in time, but would be applicable according to the demand foreseen in this phase.

The main output of this phase is the creation of a list of hypotheses, some of which are disseminated in

aeronautical information publications that, through capacity forecasts, allow planners to find solutions for

problem areas while improving support to ATFM by anticipating the solution to possible traffic

configurations.

The strategic phase may be divided into two parts:

A continuous data collection and interpretation process, with a systematic (information

quality control) and regular review of procedures and measures.

A process of coordination with the units or positions (TMUs) with a view to ensuring

the compatibility and efficiency of national requirements.

The ATFM strategic phase has the following objectives:

Identify demand/capacity imbalances in ATC systems, whether in underutilized or saturated areas.

Use that information to recommend measures leading to the achievement of additional capacity or to

an effective use of the existing one.

Regarding the above, a comparison between available traffic forecasts and known capacity data is a method

that could be used to detect demand/capacity imbalances.

Gathering of demand and capacity data DEMAND data may be obtained from different sources, such as:

Demand-adjusted databases.

Recent traffic history, comparable to the one to be analyzed (the same day of the previous week or of

some high-demand period).

Traffic trends provided by national authorities, user organizations (e.g., IATA), etc.

Repetitive flight plans (RPL) filed by the AOs.

Other related information (air shows, major sports events, military maneuvers) and, in general, events or

situations that might entail an additional or extraordinary demand that affects available ATC capacity.

CAPACITY data is provided by the different ATCs. Despite that, it is important to have close coordination

among ATFM components to make sure that available capacity is distributed in such a way that it meets

the existing demand. The ATFM specialists should also consider factors such as personnel availability

forecasts, possible medium-term changes in ATC procedures; installation of new equipment, airport

infrastructure works that affect runways or parking positions, etc.

6.3.2. Pre-tactical Phase

The pre-tactical management phase occurs about seven days to one day before the execution date. Its

management focus is mainly on non-scheduled flight plans, planned large (special) events, and applying

forecast airspace constraints to the ATFM models. The goals are to avoid flow demands exceeding capacity

given the forecast conditions of the existing flight plan and predicted system capacity, and to adjust the

schemes of large (special) events.

Measures to be taken from one day to six hours prior to the operation, a definition which differs from the

one described in the Procedures for Air Navigation Services - Air Traffic Management document (PANS-

ATM), which specifies that the measure has to be taken more than one day prior to the date in which it will

become effective. The pre-tactical phase involves the study of the demand for the day of the operation (since

48 hours before), comparing it with the capacity available on that day, adjusting the plan developed in the

ATFM strategic phase, or determining different measures as necessary.

The main objective of the pre-tactical activity is to optimize capacity through a more effective organization

of resources, based on the foreseen traffic demand (for example, sector configuration management, use of

alternate flight procedures, etc.).

The work methodology consists in maintaining an optimum collaborative capacity (CDM) and is based on

a close relationship between the ATFM unit, the air traffic management positions (TMUs) at the air traffic

control centers or ATC units and the other corresponding partners (airspace managers, airlines).

The final result is a plan that describes the necessary capacity resources and the measures still pending for

regulating traffic. This activity uses hypotheses developed in the strategic phase and adjusts them to the

expected situation. The time limits of the activity are related to the precision of the forecasts (one week at

the most) and to the capacity of the different partners.

The flight intention of air operators should be consistent with the plan developed during the strategic phase

and with the adjustments made during the pre-tactical phase. The success of the activity depends to a large

extent on the quality of human relations and mutual trust, as well as on the precision, reliability and

timeliness of the information exchanged. All this requires an effective combination of technical and

diplomatic abilities to attain optimum results.

Once the process has been completed, the agreed measures, including restrictions, should be disseminated

through an ATFM or ANM message, which may be distributed through the AFTN or the various

aeronautical communication networks.

The tasks to be performed during this phase may include the following:

Determine the capacity available in the various areas, based on the particular situation that day.

Estimate the existing demand.

Conduct a comparative demand/capacity study.

Study the sectors that are expected to have saturation, flows affected, calculating the acceptance

rates to be applied according to system capacity.

Prepare a summary of ATFM measures to be proposed and submit them to the ATFM community

for CDM.

Twenty four hours before the operation, a last review should be carried out in consultation with the affected

ATC units, in order to determine the definitive ATFM measures, which shall be published through the

corresponding ATFM messaging before the operations are affected.

Acceptance rates may be established taking into consideration the following:

They should be expressed as the number of flights in a period of time over a given point.

Acceptance rates that are applied for extended periods of time must be periodically calculated.

It is advisable to conduct a subsequent study to assess the impact of the measures and to adjust them,

inasmuch as possible, based on the information received from the various units that make up the

system, and to be able to make the necessary tactical adjustments.

6.3.3. Tactical Phase

Tactical management generally starts on the day of execution and lasts to the completion of the day’s ATFM

initiatives. Since traffic flow projections increase in accuracy as they approach the real time event, often

the tactical phase has a rolling boundary between it and the pre-tactical or strategic phase of only hours. Its

management focus is on executing flight plans, monitoring air traffic, evaluating capacity and demand

issues/constraints, and implementing TMIs. The goal is to avoid flow demands exceeding capacity by

recognizing and managing the differences that occur between the proposed flight plans, the Filed Flight

Plans (FPL), and the active, in-the-air flight paths.

During this phase, measures are adopted six hours in advance of the operation. Tactical management of

traffic flows and capacity involves considering, in real time, those events that affect the plan, and making

the necessary modifications.

The main objective is to minimize disturbances and take advantage of any opportunities that may arise. The

need to adjust the original plan may result from staffing problems, significant meteorological phenomena,

crises and special events, unexpected opportunities or limitations related to ground or space infrastructure,

more precise flight plan data (FPL), the revision of sector capacity values, etc.

The provision of real information is of vital importance in this phase, since it permits short-term forecasts,

including the impact of any event. There are different types of solutions that may be applied, depending on

whether the aircraft are already airborne or about to take off. Interaction with traffic synchronization is

essential to reach the best compromise.

Proactive planning and management phases use all the information available on forecasts. It is also of vital

importance to make improvements to the aforementioned phases based on relevant information.

The tactical activity is aimed at ensuring that the measures taken during the strategic and pre-tactical phases

solve the demand/capacity problems in the flows or areas of application, and that the measures taken are

the minimum required and unnecessary measures are avoided. It also seeks to ensure that ATC resources

are properly used and that the existing capacity is maximized without jeopardizing safety.

It should also be borne in mind that existing delays are equitably distributed among operators. To this end,

real-time monitoring of the ATFM Plan is required in close contact with the ATC.

In this tactical phase, the main ATFM measure is the application of ATFM slots, trying to avoid major

penalties for the operators.

6.3.4. Post Analysis Phase

Post analysis begins after the completion of the day’s ATFM process. Its analysis object is executed flights.

The goal is to record, collect, and analyze the air traffic operations and ATFM process. Analysis of ATFM

allows for ongoing review of ATFM initiatives and results. This phase feeds relevant information regarding

airspace management, ATC, and ATFM back to all levels of the ATFM team and system stakeholders. Post-

analysis is also a static process since it aims at statistics and analysis of existing facts.

However, from the perspective of the airspace users, the requirement to file accurate flight plans early in

order to solve flow problems during the strategic and pre-tactical phases conflicts with the requirement of

using airspace flexibly. Therefore, while developing the ATFM system, emphasize ATFM in the strategic

and pre-tactical phases, but keep in mind that the tactical phase is the most important phase. In fact, the

tactical ATFM process is by far the most diversified and complicated and will be the focus of this Concept

of Operations. This operational concept will explore the tactical ATFM in detail and briefly describe the

process of strategic management, pre-tactical management, and post analysis.

Because the time boundaries between most phases are difficult to distinguish in actual operations, detailed

attention should be given to the management processes and methods rather than trying to identify a particular

management phase. In fact, as automation technology allows greater collaboration between different ATFM

elements, pre-tactical and even tactical decisions can be made with a greater awareness of the strategic plan

for an overall system approach to solutions.

Regardless of the phase, the important concept is that Traffic Management Specialists (TMSs) may take

various ATFM initiatives, based on their awareness, at different times to adjust the balance of system

capacity and traffic demand. Some initiatives are best suited for the earlier phases, and many are only suited

for the tactical phase. For example, an airspace user requests to add a scheduled flight from this week and

continue it till the end of the flight season. On such a request, TMSs should arrange the corresponding

scheduled time of takeoff and landing as well as routes, in accordance with existing ATFM principles and

procedures at the strategic level, but also in coordination with all impacted areas of flight—from the airport

to terminal to en route—at the pre-tactical level of forecasting capacity and demand. Another example,

flight plan adjustments are normally initiated in the tactical phase (i.e., on the day of execution, during

severe weather, etc.). However, in special weather conditions, like a typhoon that moves slower and affects

a larger scale area, airspace users will usually file adjusted flight plans to combine flights or revise flight

routes one or two days before the execution date. As a result, some ATFM initiatives will be continued

from the pre-tactical phase through the tactical phase since integrated management should be performed on

these kinds of large-scale route changes. The above‐mentioned phases constitute an integrated ATFM

process across time. While TMSs should take ATFM initiatives as soon as possible to achieve orderly.

The proposed ATFM system shall describe in detail the implementation of the four operation’s phases

mentioned above.

6.4. ATM PLANNING

In order to optimize ATM system performance in the ATM Planning phase, the ATFM system shall establish

available capacity and then compare it to the forecasted demand and to the established performance targets.

Measures taken by the system in this step shall include:

reviewing airspace design (route structure and ATS sectors) and airspace utilization policies to look

for improvements;

reviewing the technical infrastructure to assess the possibility of improving capacity through

upgrading various ATM support tools;

reviewing and updating ATM procedures as required by changes to airspace design and

technical infrastructure;

reviewing staffing practices to evaluate potential for matching staffing resources with workload and

the eventual need for an increase in staffing levels; and

Reviewing the training that has been developed and delivered to ATFM stakeholders.

Such analysis will provide an idea of the magnitude of a possible imbalance between demand and capacity

and based on the imbalance, mitigating measures may need to be developed. However, before this is done,

it is very important to:

Establish an accurate picture of the expected traffic demand through the collection, collation, and

analysis of air traffic data.

In order to identify a demand excess, airports and airspaces should be monitored in order

to identify significant changes in:

forecast demand;

ATM system performance targets;

Demand data can be obtained from different sources, such as:

Comparison of recent traffic history (e.g., comparing the same day of the previous week

or comparing seasonal high-demand periods);

Traffic trends provided by national authorities, user organizations (e.g., IATA), etc.;

and

Other related information (e.g., air shows, major sports events, large-scale military

manoeuvres).

Take into account the complexity and cost of these measures in order to ensure optimum

performance, not only from a capacity point of view but also from an economic perspective.

The analysis made and the measures taken will result in a declared ATC capacity and only in those cases

where demand exceeds the declared capacity should there be a requirement to consider the utilization of

ATFM measures in the next phase, ATFM execution.

6.5. Types and Identification of Flow Management Problems

There are generally three types of flow management problems:

Airport capacity/demand imbalance;

Airspace capacity/demand imbalance; and

Avoidance of unusable and undesirable airspace.

These three problems, at both the terminal and en route levels, exist throughout the ATFM process and are

often interrelated. TMSs need to spend most of their time identifying and solving these problems as a

whole—a problem in one may generate a problem in another. Identifying the problem and seeking solutions

are the main responsibilities of all ATFM specialists at different levels.

During daily operations, flow managers monitor system capacity and demand and are regularly alerted to

potential airport capacity/demand imbalances and their severity from automation systems or other channels.

When TMSs find this kind of imbalance, they should figure out the cause and impact of the imbalance

through analysis and collaboration with other levels of flow control, and then work out preliminary solutions

and collaboratively develop successive ATFM initiatives. In order to clearly identify the cause of potential

flow problems, flow managers should have continual situational awareness of air traffic flow, which requires

that TMSs be provided with accurate and timely knowledge of flight movements and system operation

conditions pertaining to their areas of responsibility. This allows TMSs to estimate the scope, duration, and

features of ATFM problems as soon as possible, and identify the range of flights that might be affected

when they solve these problems. While individual situational awareness is an important precondition to

identify all air traffic flow problems and can help solve minor, local issues, collaboration of ATFM

specialists from multiple Traffic Management Units (TMUs), and other system stakeholders, is required to

solve complicated flow problems. These specialists should have common situational awareness, (i.e., the

same timely and accurate knowledge of air traffic flow situation and operation conditions) in order to

effectively solve large scale flow problems through collaborative analysis, decision-making and action.

6.5.1. Airport Demand-Capacity Balancing

Airport capacity/demand imbalance or terminal area imbalance can be predictors or symptoms of arrival or

departure delays. Automation system predictions, mental calculations of experienced TMSs, stakeholder

collaboration, clear and timely communication, and ongoing coordination between the different levels of

ATFM are all indispensable factors to estimate whether the current airport capacity will affect airport arrival

and/or departure flows. These processes are critical in determining if airport constraints will result in delays

at some point in the future.

The allocation of runways between arrival and departure flows is a major factor in determining whether

arrival and departure flows will result in delays. Overall airport arrival and departure capacity is determined

by the airport configuration (i.e., utilization of runway(s) and arrival/departure procedures, navigational

aids, runway/taxiway availability) and is adjusted as conditions change. Since a runway may be shared by

arrival and departure flows, the two kinds of flows are related. Excessive demand of one flow may cause

the restriction on using or taxiing across a busy runway and result in the delay of another flow. Therefore,

traffic flow managers should weigh the two flows separately, but consider them together, when evaluating

the traffic capacity or demand of an airport.

During non-constrained operations, an important principle in the airport ATFM process for safety, fuel

saving, and environmental protection purposes is that arrival flow typically has priority. In fact, an optimum

arrival flow would occur when ATC spaces aircraft, so that just as a preceding aircraft vacates the runway,

the trailing aircraft crosses the runway threshold. However, over time, this can lead to serious ground delays,

as no room exists for departures. The results are excessive wait times, long lines of aircraft awaiting

departure, passenger crowding as they wait for delayed aircraft, and in the worst case, an airport gridlock

where no room exists to taxi or get into or out of a gate.

This is in fact what often occurs, as airport TMSs usually minimize arrival delays at the cost of increasing

departure delays, with the departures being released when adequate space between arrivals can be provided.

In addition, long departure delays can also occur if the overhead stream of en route traffic is too congested

to allow departures to fit into the stream. Without adequate en route slots, departure aircraft remain on the

ground, leading to the same type of ground delays as with too many arrivals.

Both of these problems have the same symptoms, i.e., departure delays, but are solved in different manners.

Thus, traffic managers must coordinate among levels of control to determine the cause before taking action.

To reduce arrival rates, lower average arrival rates or increased arrival spacing can be adopted to reduce

arrival demand and increase the departure rate. To increase departures into a congested overhead stream,

coordination between terminal and en route TMSs can lead to the en route structure building slots, either

manually or via time-based metering. Departure traffic can be accommodated by TMSs applying TMIs en

route or from feeder airports.

6.5.2. Airspace Demand-Capacity Balancing

The route capacity is usually weighed from the capacity of its minimal operation unit, namely the control

sector. The sector capacity threshold is a maximum capacity value obtained from capacity evaluation

calculation, known constraints, and personnel experience. It represents the level of system capacity when

no tactical flow problem occurs and is related to factors such as airspace structure, communication,

navigation and surveillance/ATC automation system, ATC methods, controllers’ human factors, and so on.

Its capacity is ultimately determined by evaluating the ability of controllers to handle aircraft in this sector

within a certain period of time (Ref 3).

The ATFM automation system uses the pre-estimated static threshold values of various sectors. It will give

an alarm when it predicts the future sector flow exceeds the threshold. Since the threshold has been

evaluated in advance under some ideal condition, while the internal features of the traffic flow are relatively

simple (e.g., flow direction is consistent or no climbing and descending), the controller might still be able

to deal with the existing or predicted flows when the system alarms. However, when receiving a sector

capacity alarm, the TMS should coordinate with the sector supervisor to confirm whether ATFM initiatives

should be taken.

When the TMS determines ATFM initiatives are required, they should coordinate with other sector/en route

center specialists as well as with terminal specialists to decide on the best measures for implementation. A

system approach should be part of this process. Executing the wrong measure may solve the specific sector

issue, but cause greater delays in adjacent centers or terminal areas. Collaboration, coordination,

communication, and automated modeling can help TMSs determine the best course of action. Once

measures are instituted, the TMS should monitor and periodically coordinate with the sector supervisor to

adjust those measures, as needed. All significant activities and actions should be documented to assist in

post event analysis.

6.5.3. Problems Due to Avoidance of Unusable or Undesirable Airspace (Constrained Airspace)

A route or airspace may sometimes be unusable due to severe weather (e.g., thunderstorm or air turbulence),

a dangerous situation (e.g., volcanic ash) or Special Use Airspace (SUA) activities (e.g., military activities).

The pilots sometimes are also unwilling to use airspace with air turbulence or strong headwind.

Most cases of unusable or undesirable airspace are quite difficult to forecast in the strategic and pre-tactical

phase, becoming key issues to be resolved in the tactical phase. Pilots, controllers, and TMSs may obtain

information on unusable or undesirable airspace by monitoring weather conditions, contacting the military,

and so on. The CCC should be aware of and monitor these selective constrained areas as well.

Regardless of who obtains the information and from which source, the important element in effective

handling of these problems is dissemination of information. As a result, all levels of ATFM, ATC, the

military, and the users (pilots, airlines, etc.) have the same situational awareness of changes in the airspace

system due to unusable or undesirable (constrained) airspace. With this information, a coordinated approach

to route aircraft around unusable or undesirable airspace can be taken. Changing flight levels (FLs) and

radar vectoring are the most commonly used control measures when unusable or undesirable airspace

appears in an area. Since these measures will increase the workload of the controller, lower the capacity of

the sector, and eventually cause flow restrictions, the TMS should use a “traffic preview tool” to assess and

determine the result of ATFM initiatives to confirm and model the outcome of different TMIs allowing

selection of the least restrictive initiative to accomplish the impact mitigation.

The proposed ATFM system shall describe in detail the implementation of the three flow management

problems mentioned above.

7. ATFM SYSTEM COMPONENTS- ROLES AND RESPONSIBILITIES

7.1. CCC – OPERATIONS

The ATFM System shall allow the establishment of an ATFM facility (the Central Command and Control Unit,

or CCC) at [State] where all capacity and demand data and information can be acquired, merged, displayed,

and distributed to participating CDM partners and ATFM units.

The ATFM System shall allow the ATFM CCC continually make decisions to hold or cancel flights at

airports because of delays, traffic congestion, weather problems, emergencies, and other conditions. This

will require an ability to communicate with any impacted air traffic control facility and all affected AOCs,

allowing the [ATFM Authority] to collaborate on optimizing mitigating responses before a final decision.

The airports/AOCs need to efficiently coordinate all airport operational activities and ensure security of the

airport infrastructure at all times. Up-to-date information needs to be shared between various shareholders

(airlines, airports, military, etc.) in order to maximize throughput capacity, maintain safety and minimize

delays and impact on the environment.

The ATFM System shall provide CCC with a decision support tools that can propose optimized arrival and

departure sequences for maximum inbound and outbound punctuality, while reducing runway queues. By

considering separation requirements for the successive arrivals and takeoffs at all planning stages, these

decision support tools ensure maximum safety.

A typical coordination hierarchy could consist of the following:

Control towers (TWR) coordinate with Approach Control Facilities (APP).

Approach Control Facilities (APP) coordinate with an Area Control Center (ACC).

Area Control Centers coordinate with ATFM authority.

ATFM authority would be responsible for dissemination within their respective region.

The ATFM System shall allow the CCC Supervisor to be responsible for the day to day monitoring, planning

and co-ordination of all ATFM measures affecting traffic entering, leaving, overflying or remaining within the

ACAC Middle East States Airspace.

7.2. TMU – OPERATIONS

The ATFM System shall allow the TMU to be responsible for all co-ordination between ATC and the CCC

and for providing ATFM support to Aircraft Operators.

TMUs monitor and balance traffic flows within their areas of responsibility in accordance with air traffic flow

management directives. They also direct traffic flows and implement approved traffic management measures.

TMU duties may include:

o collecting all relevant information, such as meteorological conditions, capacity constraints,

infrastructure outages, runway closures, automated system outages, and procedural changes that

affect ATS units. This may be accomplished through various means available, such as

teleconferences, e-mail, internet, automated data gathering, etc.;

o documenting a complete description of all ATFM measures (for example, ground delay

programs, miles-in-trail) in a designated log. It should include, among other data, the times of

start and end, the affected stakeholders and flights, and the justification;

o coordinating procedures with the affected stakeholders;

o conducting daily telephone and/or web conferences, as required; and

o continuously monitoring the ATM system, make service delivery adjustments where necessary,

manage ATFM measures and cancel them when no longer required.

The local ATFM unit (TMU) manager shall be responsible for all ATFCM activities in the designated area

and within its area of responsibility and shall act as the focal point for administrative and organizational

matters in dealings with the central unit for ATFM.

The local ATFM unit (TMU) manager shall be required to meet the following criteria:

o have extensive knowledge of the overall ATC/ATFCM operation in the area of responsibility of

the designated area;

o have an extensive understanding of the ATC/ATFCM operations in adjacent designated areas;

o have a comprehensive knowledge of the central unit for ATFM organization and its systems;

o have undergone appropriate ATFCM training

o have an extensive understanding of the factors influencing Aircraft Operations in so far as they

may affect ATFCM.

Local ATFM (TMU) units shall:

o act as the interface between the central unit for flow management and:

o designated areas and their associated aerodromes and ATS units (military and civil) within

their area of responsibility aircraft operators

o inform local AOs of their role in providing advice and information by arranging for the

relevant TMU telephone numbers to be published in the National AIP with a short description

of the service provided.

o establish local ATFM unit procedures and practices to ensure that local ATFM unit staff are

fully conversant with the latest central unit for ATFM operational procedures and any ATFM

local instructions or Temporary Instructions applicable to their local ATFM unit.

o monitor the effectiveness of such procedures and, where necessary, recommend changes.

o act as the point of contact within an designated area for coordination on ATFM matters

o ensure that the central unit for flow management has all the data and information required in

each of the ATFM phases to make the most effective use of available capacity in order to

implement the most effective ATFM plan and for checking the accuracy of that data

o ensure the local promulgation, by the appropriate means (national NOTAM, AIP, ATC

operational instruction, etc.), of procedures which affect ATC Units or aircraft operators

within the local ATFM unit’s area of responsibility.

o include the provision of all the relevant updated information and documentation so that

information and advice passed to AOs by the local ATFM unit is relevant, up-to-date and

fully conforms with current ATFCM manual operating procedures.

o act as the local ATFCM partner for the designated area, other ATS units (military and civil)

within the local ATFM area of responsibility and local AOs.

7.3. Responsibilities of the TMU

The name/Location/Area of Responsibilities of TMU will be defined in due course. TBD

7.4. Responsibilities of ACC TMU

ACC TMU, as a second level of the ATFM organization, is responsible for helping the CCC to organize relevant

ACC, terminal, airport ATC towers, and other stakeholders within its geographical area to conduct ATFM. The

ACC TMU duties include communication, collaboration, and coordination of ATFM issues with surrounding and

stakeholders. All ACCs also have Initial Flight Plan Management Positions, Operation Coordination Positions,

and Flight Plan Processing Positions to fulfill relevant ATFM responsibilities.

General responsibility of ACC TMU

Create and distribute the action plan prior consultation with the designated facilities and customers

Collect all relevant information, such as meteorological conditions, delays, interruption of

navaids/radar, runway closures, telecommunication failures, deficient operation of computers, and

procedural changes affecting air traffic facilities. This may be accomplished through various means

available, such as teleconferences, e-mail, internet, etc.

Analyze and distribute all data

A complete description of all TMIs (for example, ground delay programs, miles in track - MIT) is

recorded in a designated log, which must include, among other data, the time of start and end, the

affected facilities/operations and the justification.

Coordinate procedures with the parties involved.

Create a structure for dissemination of information; for example, a website

Conduct daily teleconferences, as required

Monitor/review the flow management system, make adjustments where necessary, and cancel when

no longer required.

In general, the ACC TMU is responsible to monitor air traffic operations within their area, participate in

periodic nationwide planning conference calls for ATFM, help CCC develop and adjust TMIs, communicate

with area airspace users and airports on flow problems. Specific responsibilities include:

Identify and assess sector capacity decline due to weather, defense activity, aircraft operation, ATC

facilities operation, ATC equipment outages, airport impacts, etc.

Help APP TMUs in its area study capacity changes of relevant sectors, departure and arrival fixes,

and airports.

Collaborate with CCC to adjust the capacity threshold of sectors and arrival/departure rates at

threshold airports.

Analyze capacity/demand imbalance of area sectors based on flight plan and traffic in the air.

Plan TMIs within its area of responsibility and inform relevant ATC positions.

Feedback status of TMIs, planned and executed, to CCC. Suggest adjustment or termination of

implementation.

Carry out post evaluation of daily ATFM, and report evaluation results as required to the CCC.

7.5. Responsibilities of APP TMU

APP TMU: As appropriate, APP TMUs should be established in Terminal (Approach) where ongoing

capacity and demand issues require regular ATFM initiatives. ATFM Authority should set up APP TMUs in

main Terminal (Approach) control facilities according to flow and environment status and set up ATFM

terminal in other approach control units, as needed. The MIC of the facility will take charge of ATFM in

Terminal (Approach) control facilities without APP TMUs. The Tower MIC or local controller in airport

ATC tower will fulfill the relevant responsibilities in airports without APP TMU facilities

General responsibility of APP TMU

In general the APP TMU is responsible to manage air traffic demand and constraints within their area

of responsibility. Specific responsibilities include:

Identify and assess sector capacity decline due to weather, defense activity, aircraft operation,

ATC operation, ATC equipment outages, airport impacts, etc.

Collaborate with relevant ACC TMU and TWR TMU to adjust the capacity threshold of sectors and

arrival/departure rates threshold of airports.

Collaborate with TWR(s) and ACC TMU to identify Airport Arrival Rate/ Airport Departure Rate

(AAR/ADR), arrival and departure fix demand/capacity, and monitor the changes due to weather,

military information, aircraft operation, ATC operation, ATC equipment, airport operation or other

reasons.

When required participate in nationwide ATFM decision making organized by CCC on its own

initiative, invited by ACC TMU or invited by the CCC.

Participate in decision making organized by ACC TMU for regional TMIs complying with flight plan

and airport operation.

Support relevant ACC TMUs in the development of regional TMIs.

Feedback implementation status of TMIs and recommend operation plans to ACC TMU.

Inform the relevant ATC position of ATFM initiatives.

As required report statistical data to ACC TMU.

7.6. Responsibilities of TWR TMU

To set up TWR TMU in some large airport ATC towers according to traffic amount and operation

environment of the airport. At middle size towers, a traffic management position may be established and

supported with an ATFM automation system terminal. There are full-time TMSs in these towers during busy

time periods. The MIC or local controller will take ATFM charge during non- busy time periods. The

controllers on duty take charge of ATFM in small airport towers. Towers without APP TMU facilities take

the ATFM charge of ATFM in that terminal area. General responsibility of TWR TMU

In general, the TWR TMU has the responsibility to assist in the management of air traffic demand and

constraint issues at the tower. Specific TWR TMU responsibilities include:

Collaborate with APP TMU to identify AAR/ADR changes due to weather, military information,

aircraft operation, ATC operation, ATC equipment, airport operation or other reasons.

Collaborate with APP TMU and/or ACC TMU to properly adjust threshold of AAR/ADR and

departure fix demand issues.

When required participate in nationwide ATFM decision making organized by CCC on its own

initiative, invited by ACC TMU, or invited by the CCC.

Participate in decision making organized by ACC TMU for regional TMIs complying with flight plan

and airport operation.

Inform the relevant ATC position of ATFM initiatives

Feedback implementation status to ACC TMU.

Carry out post evaluation of daily ATFM, and report statistical data to ACC TMU.

7.7. Responsibility of ATS Units

ATS Units shall be responsible for ATFM slot compliance at departure aerodromes. Whereas the

exact procedures to be followed will depend on the way ATS is organized at each aerodrome, the

following requirements shall apply in all cases, unless otherwise coordinated:

a) a slot tolerance (-5' to +10') is available to ATS units to organize the departure sequence;

b) ATS units shall provide all possible assistance to operators to meet ATFM slots or to

coordinate a revised ATFM slot.

c) The ATC unit at the departure airport, when in receipt of a notification of a rejected or

suspended flight plan, shall not give take-off clearance to the affected flight. The ATC unit

at the departure airport shall ensure that procedures are in place to enable it to be aware of

current expected off blocks times for flights operating from that airport and does not give

take-off clearance to those flights that have missed its estimated off blocks time, taking into

account the established time tolerance.

d) ATC shall deprioritize the flights that are non-compliant behind flights that are compliant and

the flights that are exempt from ATFM measures. This re-prioritization will be applied only

once at departure airports ( which are subject to ATFM regulations ) or at arrival airports .

e) ATS units shall provide the central unit for ATFM with the necessary data concerning the

progress of airborne flights including actual take-off time and significant deviations from the

flight plan route.

f) ATS units shall provide the central unit for ATFM with the following data and subsequent

updates, in a timely manner and ensuring its quality:

updated flight positions,

deviations from flight plans,

actual flight take-off times.

7.8. Responsibility of Airspace Users

TBD

7.9. Responsibility of Airport Operators

TBD

-5-رقم مرفق

CNS SG/7-REPORT APPENDIX 4G

APPENDIX 4G

- Guidance for GNSS Interference Reporting to States

GNSS Interference Reporting form to be used by ATS Personnel:

Originator of this Report: Organisation: Department: Street / No.: Zip-Code / Town: Name / Surname: Phone No.: E-Mail: Date and time of report:

Description of Interference Affected GNSS Element: [ ] GPS

[ ] GLONASS [ ] other constellation [ ] EGNOS [ ] WAAS [ ] other SBAS [ ] GBAS (VHF data-link for GBAS)

Observablility of the interference: Interference was noticeable: [ ] only on board of aircraft [ ] only on ground [ ] both

Source of initial interference report: Pilot [ ], Engineer/Technician [ ], Other [ ]

Degradation of GNSS performance: [ ] Large position errors (details): [ ] Loss of integrity (RAIM warning/alert): [ ] Complete outage [ ] Loss of satellites in view/details: [ ] Lateral indicated performance level changed from:___to ___ [ ]Vertical indicated performance level changed from: __ to __ [ ] Indicated Dilution Of Precision changed from __ to__ [ ] Information on PRN of affected satellites (if applicable) [ ] Low Signal-to-Noise (Density) ratio [ ] other

CNS SG/7-REPORT APPENDIX 4G

4G-2

In case of Report by Pilot: Airline Name: Aircraft Type and Registration:

Flight Number: Airway/route flown:

Coordinates of the first point of occurrence / Time (UTC):

UTC: Lat: Long:

Coordinates of the last point of occurrence / Time (UTC):

UTC: Lat: Long:

Flight level or Altitude at which it was detected: Affected ground station [e.g. GBAS]

Name/Indicator; Lat: Long:

In case of Report by ATS Personnel Coordinates of the first point of occurrence / Time (UTC):

UTC: Lat: Long:

Coordinates of the last point of occurrence / Time (UTC):

UTC: Lat: Long:

Affected area: Affected flight route: Problem duration: Days, Hours, Minutes, Seconds____________

_______________________ [ ] continuous [ ] intermittent

Information on Presumed Source of Interference Presumed location of interference source:

Lat/Long: or Nearest City or Landmark

Interfering frequency (if known:) Signal strength and reference bandwidth: (if known) Further descriptions of the interference case:

[ ] Spectrum plot [ ] Map Other material:

- GNSS interference reporting form to be used by pilots: Note: Only applicable fields need to be filled!

Originator of this Report: Organisation: Department: Street / No.: Zip-Code / Town: Name / Surname: Phone No.: E-Mail: Date and time of report

-6-رقم مرفق

GNSS Vulnerability WorkshopSummary of Discussion

7-8 November 2017

Rabat, Morocco

Attendance

- (43) Participants

- Jointly organized by ACAC and ICAO and supported by

European Commission

- (9) States: Algeria, Egypt, Lebanon, Libya, Morocco,

Tunisia, France, India and Yemen

- (6) International Organizations: ACAC, ICAO, GCC,

IATA, IFALPA, JPO

- (5) Industries (Telespazio, Thales Alenia Space, DLC

Consultant, ESSP), Resys Consultant, Abus Salam

International Centre for Theoretical Physics (ICTP) and

Universities

Objectives

• To provide a forum for sharing the current and future

developments related to GNSS with a focus on SBAS,

GBAS and GNSS vulnerability.

Conclusions/Recommendations

• The workshop was apprised of the Global and Regional

Developments related to GNSS implementation,

including the MID Region Air Navigation Strategy, the

MID Region PBN Implementation Plan and the ACAC

GNSS Strategy.

Conclusions/Recommendations

• The Workshop was apprised of EGNOS Status,

roadmap and extension to EUROMED.

• It was noted that five (5) ACAC/EUROMED States have

already officially notified their interest in EGNOS

implementation (Algeria, Jordan, Lebanon, Libya, and

Tunisia)

• Extension of EGNOS coverage to EUROMED States

requires the deployment of three (3) additional RIMS.

Conclusions/Recommendations

• Interested States to use EGNOS SoL service need to

initiate negotiation with EC for the signature of an

EGNOS International Agreement in parallel with the

RIMS installation, and provision of technical assistance

• EGNOS provision of SoL Service includes NPA, APV-I

and LPV-200 service levels.

Conclusions/Recommendations

• The workshop was apprised of the results of the study

case carried out by Thales related to the implementation

of an Autonomous SBAS system for the GCC States,

Iraq and Yemen. The workshop noted the outcomes of

the CBA and the methodology used, as well as the

recommendations from CBA related to ANSPs and

States.

• The Workshop noted the availability on the EU side of a

pool of industries, which can provide a complete range of

support needed for the development of and operation of

a turn-key SBAS system up-to service provision.

Conclusions/Recommendations

• The Workshop was apprised of the Programme

management Office (JPO) activities related to GNSS,

including the benefits analysis for SBAS implementation

in East Africa. The Cost Benefit Analysis is foreseen as

the next step to support the choice of the technical

scenario.

• The workshop noted the challenges faced by JPO

related to the data collection from some States for the

development of the CBA.

• The Workshop was apprised of the GAGAN

developments and the possibility to extend services to

the MID States. Interested states need to approach CAAINDIA for further coordination

Conclusions/Recommendations

• The workshop noted that SARPs are available for GBAS

CAT I. For CAT II/III the SARPs are under development

• The workshop was apprised of France experience

related to GBAS Implementation, including the outcomes

of the Paris CDG GBAS Study, which was not very

positive in terms of replacement of the current ILSs by

GBAS, due mainly to low level of fleet equipage, lack of

standards (for CAT II/III) and need to modify the ATC

tools.

Conclusions/Recommendations

• GBAS implementation is currently not economical for

small airports (1 RWY). The cost of 1 GBAS is around

1.5 to 2 Million Euros per Station (# cost of 3 ILSs).

• Need for business case before any GBAS

implementation, considering inter-alia, fleet equipage

• It was noted that GBAS CAT I is being implemented in

few parts of the world, however, overall GBAS CAT I

deployment remains limited.

Conclusions/Recommendations• The workshop was apprised of the effects of solar radio

bursts on GNSS operations by Prof. Sandro RADICELLA,

Abdus Salam International Center for Theoritical Physics.

• As part of the GNSS vulnerability issues, Dr. Adlen

LOUKIL, from Tunisia University made a presentation on

Cybersecurity, safety and resilience, and the need of

developing national Security policy against cyber threats

including awareness and training programmes.

• States are encouraged to implement best practices related

to GNSS Vulnerabilities mitigation measures, as per ICAO

guidance material, including the coordination between CAA

and Military Authorities related to GNSS interferences

Conclusions/Recommendations

• The workshop was apprised of and supported the

MIDANPIRG outcome related to the reporting of GNSS

Vulnerability incidents/occurences, including the

development RASG-MID safety advisory related to

GNSS vulnerabilities and mitigations measures,

• The Workshop noted the IATA position with regard to

SBAS implementation

Conclusions/Recommendations

• The workshop reiterated the ANC/12 recommendations related to

GNSS Vulnerabilities:

Recommendation 6/6 – Use of multiple constellations

Recommendation 6/7 – Assistance to States in mitigating global

navigation satellite system vulnerabilities

Recommendation 6/8 – Planning for mitigation of global navigation

satellite system (GNSS) vulnerabilities

Recommendation 6/9 – Ionosphere and space weather information for

future global navigation satellite system implementation

Conclusions/Recommendations

• States are encouraged to embrace early benefits from Basic GNSS

(ABAS) implementation (PBN RNP APCH operations)

• States to keep pace with GNSS global and regional developments,

and explore all possible solutions to achieve the required

performance objectives, in accordance with the GANP and regional

priorities and plans.

• The regional and national GNSS implementation plans/strategies

should be linked to the regional ASBU implementation Plans

approved by the relevant PIRG

• Airspace users should be involved in the planning of any GNSS

implementation, in order to take into consideration operational needs

and fleet capabilities

-7-رقم مرفق

االصطناعية استراتيجية تطبيق نظام المالحة الجوية باألقمار

ACAC GNSS Strategy

2017

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الفهرس

3إستراتيجية تطبيق نظام المالحة الجوية باألقمار اإلصطناعية 3 ................................................................................................................................ مقدمة -1 3 .......................................................................................... وضع النظم المالحية المستخدمة حاليا-2 4 ....................................................................................................................اعتبارات التطبيق-3

4 ..................................... (GNSSمنظومة المالحة باألقمار االصطناعية ) .1.3 Augmentation Systems: ..................................... 5نظم التعزيز والدعم ) .2.3 6 ..................................... مقاييس وتوصيات المنظمة الدولية للطيران المدني .3.3 6 ..................................... تجهيزات الطائرات .4.3 6 ..................................... إجازة تجهيزات الكترونيات الطيران واألنظمة والمقاييس .5.3 7 ..................................... لتدريب وتأهيل العاملين بالقطاعا .6.3 7 ..................................... الجوانب التأسيسية .7.3 7 ..................................... نظـام جاليليو .8.3 7 ..................................... نظام احتياطي .9.3

8 ..................................... التكلفة والفوائد .10.3

8 ......................................................................................................... نهج استراتيجية التنفيذ: -4

8 .................................. المرحلة األولى المدى القريب .1.4 8 ........................................................................................ )الخطوة التمهيدية(: 0.الخطوة 1.1.4 9 .......................................................................................................................... :1-. الخطوة 2.1.4

9 ......................................................................................................................... :2-الخطوة 3.1.4

9 ........................................................................................................................... :3-.الخطوة 4.1.4

10 ........................................................................................................................... 4-.الخطوة 5.1.4

10 ........................................................................................................................... 5-.الخطوة 6.1.4

10 ................................ المرحلة الثانية: المدى البعيد .2.4

11 ............................... (GNSSنفيذية للتحـول إلى النظام العالمي للمالحة باألقمار األصطناعية )لخطة التا-4

11 ................................ نظم المالحة بواسطة األقمار االصطناعية .1.5 11 ................................ ات المالحة بواسطة األقمار االصطناعيةخدم .2.5 12 ............. (GPMSنظام مراقبة أداء إشارات النظام العالمي للمالحة باألقمار االصطناعية ) .3.5

12 ................................................ لجدول الزمني للتطبيق استراتيجية نظام المالحة باألقمار االصطناعيةا-6 12 ............................................................................................................................. الخـاتـمة-7

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اإلصطناعيةإستراتيجية تطبيق نظام المالحة الجوية باألقمار ران المدنيالعربية لطي الهيئة

مقدمة -1

( في مؤتمرها العاشر للمالحة الجوية ICAOاعتمدت المنظمة الدولية للطيران المدني ) .1.1

وحثت الدول ،( كأداة مالحية مساعدة جديدةGNSS) اإلصطناعيةالنظام العالمي للمالحة باألقمار

فى عمليات ( الجديدGNSSم )نظا من إستخدام للتحققوعمل التجارب البدء باألبحاثاألعضاء على

بتأسيس لجنة فنية لتطوير معايير ومقاييس (ICAO) الطيران المدني الدولي . وقامت منظمةالحركة الجوية

( وأكملت اللجنة أعمالها وتم GNSS) االصطناعيةللمالحة باألقمار العالمي نظاملل SARPS)وممارسات )

-المدنيالدولية حول الطيران لالتفاقية لملحق العاشرل 76التعديل رقم كجزء مناعتمادها وتضمينها

. م 2001عام في( Annex 10, Volume 1) (01األول )المالحية، المجلد االتصاالت

( ثم أعدت دراسة GNSSبتطبيق نظام ) هاقرار العربية لطيران المدني الهيئةاتخذت .2.1

الدراسة على تهه تاشتمل .األوروبيةالمفوضية عاالجواء العربية بتنسيق مفي بيق النظام استشارية لتط

منبثق بناء على نتائج وتوصيات الدراسة تم تشكيل فريق عمل .العربيةاالجواء توصيات بتطبيق النظام في

ويقدم ،المنطقة العربية( في GNSSعن تطبيق نظام ) الفريق مسئوالهذا يكون .الجوية من لجنة المالحة

للطيران المدني. لعربيةالهيئة ب لجنة المالحةلعمل إلى تقريرا عن تقدم سير ا

المستخدمة حاليا لنظم المالحيةا وضع-2

اإلرشاد المالحي على نظم بالدول العربية الحالية المالحية المساعدات نظمتشتمل .1.2

ديم الدعم بالمطارات وعلى طول ممرات خدمات الحركة الجوية لتق معدات قياس المسافةأنظمة و اإلتجاهي

وتستخدم مرافق نظم .(VOR, DME, NDB, ILS) المطاراتلعمليات الحركة الجوية على الطرق وفي

في بهاوالهبوط على المدارج المجهزة الدقيق معدات قياس المسافة لتقديم خدمات االقتراب الهبوط اآللي/

المطارات.

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:التاليةالمالحة الجوية ات خدمليوفر نظام المساعدات المالحية الحالي الدعم .2.2

.الدول العربيةعلى طول الطرق الجوية في جميع أجواء خدمات المالحة -1

المطارات.االقتراب غير الدقيق لمدرجات جميع -2

.(ILS/DME)االقتراب الدقيق أينما توفرت نظم الهبوط اآللي/ معدات قياس المسافة -3

التطبيق اعتبارات-3

( يجب أن يؤخذ في الحسبان GNSS) اإلصطناعيةالجوية باألقمار ظام المالحةتطبيق نتطوير استراتيجية ل

اآلتي:

(GNSS) االصطناعيةاألقمار المالحة ب ةمونظم .1.3

من األقمار تكون( المGNSSالجزء الفضائي لنظام )منظومة المالحة باألقمار االصطناعية تمثل

نخص بالذكر منها:نظم اربعةها، ويتم تناول ونظم المراقبة والتحكم األرضية المرتبطة بإلصطناعية ا

( المملوك للواليات المتحدة األمريكية الذي يوفر خدماتGPSتحديد الموقع )ل العالمي نظامال -أ

والتحكم فيهعلى مستوى العالم، ويتم تشغيله ( GNSS) اإلصطناعيةالمالحة باألقمار

األمريكية.بواسطة وزارة الدفاع

( المملوك لجمهورية GLONASS) االصطناعيةري للمالحة باألقمار النظام العالمي المدا -ب

لفيدرالية.روسيا ا

وتقوم اإلصطناعيةوهو النظام الجديد للمالحة عبر منظومة األقمار (Galileo)نظام جاليليو -ج

وتقدم خمسة حزم من م2020بتطويره المفوضية األوروبية ومخطط أن يتم تشغيله في عام

ستخدام المدني ويتم التحكم فيه لإل مهو مصمم تحت التصميم واإلنشاء وهذا النظا الخدمات.

.بواسطة مشغلين مدنيين

( وهو النظام الجديد للمالحة عبر منظومة األقمار اإلصطناعية وتقوم BeiDou)بيدو نظام -د

م وتقدم خمسة حزم من 2020ومخطط أن يتم تشغيله في عام جمهورية الصينبتطويره

تحكم فيه لنظام تحت التصميم واإلنشاء وهو مصمم لإلستخدام المدني ويتم الالخدمات. هذا ا

.بواسطة مشغلين مدنيين

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:Augmentation Systems) نظم التعزيز والدعم .2.3

يمكن أن تتأثر (GNSS) االصطناعيةنظام المالحة الجوية باألقمار ل األساسية شاراتاإل .1.2.3

ات األقمار الصناعية وتأثر الغالف األيوني. ولتالفي هذا النقص، على مدى ساعات من الزمن بسبب تحرك

لمختلف يةالتعزيز النظم . ويوجد ثالثة أنواع منلرصد هذه التغييرات والحد منها تعزيزية تم تصميم أنظمة

أنواع العمليـات:

المالحة ويتحقق بتوحيد أو دمج إشارات نظام :(ABAS)الطائرة عتمد على أنظمةنظام التعزيز الم -أ

(GNSS) وسوف يؤدي نظام التعزيز الطائرة.مع البيانات المالحية األخرى المتوفرة على متن

(ABAS) :إلى تحسين ما يلــي

a. فحص وتدقيق التكاملية مثل نظام المراقبة المستقلة التكاملية بالطائرة(AAIM) المراقبة نظام أو

. (RAIM)ل استقبإلا جهازالمستقلة ل التكاملية

b. . االستمرارية والتوفر والدقة

c. بالنسبة لنظام (RAIM)يجب أن يكون في استطاعة الطائرة استقبال إشارات نظام المالحة

(GNSS) ( أقمار صناعية كحد أدنى في وقت واحد، وذلك بمساعدة نظام استقبال 5من خمسة )

(.GNSS)معتمد لنظام المالحة

هو نظام تعزيز تم إنشاؤه لتغطية منطقة واسعة :(SBAS)نظام التعزيز المعتمد على القمر الصناعي -ب

(GNSS) إشارات نظام المالحة دقة لرصدبواسطة عدد مناسب من محطات المراقبة األرضية

وهذه سوف يتم الموقع،لتصحيح والتي سوف يتم معالجتها في محطة تحكم لتحديد إشارة التعزيز

ومن ثم بثها إلى (Geostationary) تقراريربطها عن طريق االتصال الصاعد بقمر صناعي اس

(SBAS)أسفل إلى منطقة خدمة معينة. جميع المستخدمين الموجودين في منطقة خدمة نظام التعزيز

، وهناك العديد من نظم (SBAS)والمزودين باألجهزة المناسبة سوف يستقبلون إشارة نظام التعزيز

:(SBAS)التعزيز

a. سعة نظام التعزيز للمنطقة الوا(WAAS) في الواليات المتحدة األمريكية

b. اإلصطناعيةباألقمار األوروبي للمالحةتعزيز نظام ال (EGNOS)

c. االصطناعيةنظام التعزيز باألقمار (MSAS ) في اليابان والمخطط تعويضه بنظامQZSS

.2020والمتوقع دخول حيز التشغيل في عام

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d. ( نظام التعزيز الهنديGAGAN)

e. - الصينيزيز نظام التع (BeiDou)

نظام التعزيز األرضي يزود الطائرة بمعلومات تصحيح الموقع :(GBAS) نظام التعزيز األرضي -ج

في منطقة المطار مما يتيح للمستخدمين المزودين باألجهزة المناسبة تنفيذ عمليات اقتراب دقيق

( GBAS)لتعزيز األرضي . ويتم نقل تصحيحات نظام ابالمطار في المنطقة المحيطةومالحة منطقة

وتستخدم لتصحيح معلومات نظام المالحة بث أرضىعن طريق (GNSS)لنظام المالحة

(GNSS) .على متن الطائرة أو لتصحيح الموقع الذي تم تقديره

مقاييس وتوصيات المنظمة الدولية للطيران المدني .3.3

قاييس توصيات منظمة بتطوير م( ICAO)( التابعة لمنظمة GNSSقامت لجنة نظام ) .1.3.3

مالحق فى ( و76التعديل رقم ) ،1المجلد وتم إدراج المواد في الملحق العاشر،الدولي للطيران المدني

فى وإدراجها (GNSS)تم إكمال المواد اإلرشادية لتنفيذ وتطبيق نظام . المنظمة األخرى ذات العالقة

رقم في وثيقة المنظمةو (Annex 10, Volume 1( للملحق العاشر )Attachment D) (المرفق د

(9849 AN/457 الخاص بتطبيق النظام العالمى للمالحة باألقمار )ويحتوى على مواد األصطناعية

( الخاصة SARPSوكذلك تطبيق مقاييس وتوصيات المنظمة ) إرشادية فى النواحى الفنية والتشغيلية للنظام

بهذا النظام.

تجهيزات الطائرات .4.3

( يلزم توفير إجراءات على الطرق وإجراءات االقتراب وخدمات GNSSيق نظام )لتطب .1.4.3

هذه من االستفادة( ولذلك يجب التأكد من قدرة شركات الطيران على GNSSأخرى تعتمد على نظام )

لتوفير ستهدفوضرورة التنسيق مع شركات الطيران لمعرفة تجهيزات الطائرات والتاريخ الم الخدمات،

.(GNSS) خدمات نظام

مقاييسالنظمة واألو تجهيزات الكترونيات الطيران إجازة .5.3

ةوطنيال السلطة التنفيذية هىللطيران المدنى بالدول العربيةقطاع السالمة والتراخيص .1.5.3

المالحة كترونيات الطيران المطلوبة لخدمات المالحة بواسطة نظامإجازة األجهزة الخاصة بإللتنظيم و

اإلعالن الرسمي عن تبني النظم والمعايير ذات العالقة. ويقتضي ذلك، (GNSS) طناعيةاإلصباألقمار

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تأهيل العاملين بالقطاعالتدريب و .6.3

تدريب موظفي المراقبة ( GNSS) اإلصطناعيةالمالحة باألقمار تطبيق نظاميتطلب .1.6.3

تدريب علىا على وضع برامج أيضويتضمن .الجوية والطيارين على المفاهيم الجديدة في مجال المالحة

وفحص الطيران تصميم اإلجراءاتو األصطناعيةتقييم سالمة تطبيقات النظام العالمى للمالحة باألقمار

التأكد مستخدمي النظاموعلى .توفير الخدمات المطلوبة أعالهل الخاصةالطيران وصيانة المعدات إجراءات

(.GNSS) اإلصطناعيةالمالحة باألقمار نظام استخداممن تدريب وإجازة الطيارين على

الجوانب التأسيسية .7.3

( GPSتوفر حاليا باستخدام النظام العالمي لتحديد الموقع ) (GNSS)جميع خدمات نظام .1.7.3

سلطاتتتحمل من الجهة االخرى وهو نظام يتم تشغيله والتحكم فيه بواسطة وزارة الدفاع األمريكية و

لذلك الخدمات.كامل المسئولية القانونية الناتجة عن هذه GPSالطيران المدني التي تقدم وتعتمد خدمات

وانه وقت أي في لالنقطاع( قد تتعرض GPSتحديد المواقع ) يجب األخذ بعين االعتبار أن خدمات نظام

يجب توفير النظام المالحي البديل في مثل هذه الحالة.

نظـام جاليليو .8.3

وتفيمن جانب آخر سوف يتم تشغيل والتحكم في نظام جاليليو بواسطة مشغلين مدنيين .1.8.3

( SoLجاليليو خدمة سالمة األرواح ) قدمها نظامي التيومن ضمن الخدمات التأسيسية.بالمتطلبات بذلك

محتمال .المدنيبمتطلبات الطيران يتف التيالخدمة وهي لمالحة باألقمار ل ويعتبر نظام جاليليو نظاما

. من الناحية التأسيسية يفي بمتطلبات الطيران المدني االصطناعية

احتياطينظام .9.3

مرحلة النضج تظل ( GNSS) اإلصطناعيةالمالحة باألقمار إلى أن يصل تطبيق نظام .1.9.3

يتم المحافظة الحالية توفر الدعم على الطرق وخدمات االقتراب والهبوط. وسوف التقليدية النظم المالحية

على نظم المساعدات المالحية الحالية وسوف تبقى اإلجراءات الحالية قائمة حتى يتم التنسيق بشأن سحب

إقليم الشرق للمالحة لدولالخطة اإلقليمية مع مستخدمي األجواء و نظم المساعدات المالحية الموجودة حاليا

. األوسط

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التكلفة والفوائد .10.3

اإلصطناعيةالمالحة باألقمار نظام تطبيق وفوائد ةتكلفدراسة التي تمت لجميع الدراسات .1.10.3

(GNSS ) توصلت إلى أن الفوائد ستفوق بصورة كبيرة تكاليف تطبيق النظام الحالي. وحيث أن الدقة

في وتحسين الفعالية التوجيه المباشروازدياد السعة االستيعابية وازدياد بين الطائراتالفصل تقليلالزائدة و

، وبما أن معظم (GNSS)إجراءات االقتراب ومنطقة المطار جميعها تؤكد فوائد تطبيق نظام المالحة

ولم تعد جزءا من المعادلة فإن معدومةاالستثمارات الكبيرة في الكترونيات الطيران قد اعتبرت تكاليف

وليس أي من هذه الحسبان،في التكاليف األقل التي تمكننا من استخدام النظم هي فقط التي يجب أن تؤخذ

التكاليف تعتبر تكاليف باهظة.

التنفيذ: استراتيجيةنهج -4

إستخدام النظام العالمى فى تقدم مستمر لإلعتماد التطبيق مبنية على خطوات استراتيجيةسوف تكون

مع مراعاة الخطط وسوف يتم تعديلها لتأخذ بعين االعتبار الظروف المحلية األصطناعيةللمالحة باألقمار

اللزوم.العالمية واإلقليمية لمنظمة الطيران المدني الدولي عند

على مرحلتين على المدى القريب والمدى البعيد. االستراتيجيةتنفيذ سوف تكون

المرحلة األولى المدى القريب .1.4

:تتلخص هذه المرحلة في الخطوات التالية

:(التمهيدية)الخطوة 0الخطوة .1.1.4

بإستخدام (GNSS) اإلصطناعيةاإلعداد لتطبيق النظام العالمي للمالحة الجوية باألقمار .1.1.4

وضع اإلطار التنظيمى للنظام تشمل تحضيرية،إن تطبيق هذا النظام يتطلب إجراءات . (GPSنظام )

م المالحة بواسطة نظا استراتيجيةيتعلق بإعداد والتخطيط فيما االصطناعيةالعالمى للمالحة باألقمار

وخطة السالمة وتقييم مدى السالمة/ الخطر، وتوفر جميع اإلحداثيات فـي النظام اإلصطناعيةاألقمار

وغير ذلك من الشروط المسبقة لالستخدام اآلمن والفعال لنظام (WGS-84) (84)الجيوديسي العالمي

.كوسيلة للمالحة الجوية اإلصطناعيةالمالحة عبر منظمة األقمار

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:1-الخطوة .2.1.4

القتراب غير ( لGNSS) اإلصطناعيةاألقمار واسطة تطبيق النظام العالمي للمالحة ب .1.2.4

هذا يتيح تحقيق فوائد مبكرة خاصة عندما يتم تصميمها كنظم اقتراب مستقلة. ويتم تطبيق . (NPA) الدقيق

حيثما دعت الحاجة. سوف لن (STAR) سيوالوصول اآللي القيا (SID) إجراءات المغادرة اآللية القياسية

طالما لن تأتي بأي فائدة مقارنة باألساليب التقليدية الموجودة. (Overlay) يتم استخدام إجراءات اإلحالل

:2-الخطوة 3.1.4

( بإستخدام نظام GNSSالنظام العالمي للمالحة بواسطة األقمار اإلصطناعية )تطبيق .1.3.4

(GPS )ةعلى الطرق الجوي ( بناءا على خطة إستراتيجية الهيئة لتطبيق المالحة حسب األداءPBN) . هذا

. (3الخطوة )المطار منطقة التطبيق على الطرق الجوية يرتبط ارتباطا وثيقا بالتطبيق فـي المجال الجوي ل

يران على هو النظام األفضل كمصدر لتحديد الموقع فى الط األصطناعيةالنظام العالمى للمالحة باألقمار

لكن يفضل أن تكون البداية على ( المتميزة. PBNالطرق الجوية لإليفاء بتطلبيقات المالحة حسب األداء )

. أما إذا اقتضى الحال بصورة جوهرية يقتضي إعادة تخطيط للمجال الجويال الطرق أوال حيث أن ذلك

قتراب/ المغادرة والطرق الجوية، فإن ذلك تطبيق اإلجراءات لمنطقة المطار أوال والتي تمثل الرابط بين اال

يعني أنه يجب إعادة تصميمها بعد التطبيق على الطرق الجويـة.

:3-الخطوة .4.1.4

( GNSSالنظام العالمي للمالحة الجوية بواسطة األقمار اإلصطناعية )تطبيق .1.4.1.4

تعتبر إجـراءات . (2-الخطوةبقة )الخطوة السالمنطقة المطار كما هو موضح فـي ( GPSبإستخدام نظام )

لمنطقة المطار حلقة الوصل بين االقتراب/ المغادرة والطرق الجوية. لذلك GNSS (GPS)تطبيق نظـام

سوف يتم تطبيق اإلجراءات الخاصة بكل منها بعد إعادة تخطيط المجال الجوي للطرق. وحيث أن تطبيق

جزئيا،الطرق ومنطقة المطار يقتضي إجراءات مماثلة على (GNSS) اإلصطناعيةنظام المالحة باألقمار

فـي آن واحد بغرض تحقيق الفاعلية. 3و2فإنه يجب القيام بجزء كبير من العمل المضمن فـي الخطوتين

:APVتطبيق إجراءات اإلقتراب مع اإلستدالل باإلرتفاع ) فيالبدء بخطوات حثيثة .2.4.1.4

Baro-VNAV and/or augmented GNSS) لنهايات المدارج كإجراءات رئيسية أو كمساندة

(. PBNإلجراءات الطيران الدقيق حسب إسترتيجية الهيئة لتطبيق الطيران حسب األداء )

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4-الخطوة .5.1.4

( GNSSالنظام العالمي للمالحة الجوية بواسطة األقمار اإلصطناعية )تطبيق 1.5.1.4

.APVاإلستمرار فى تطبيق ال مع لالقتراب الدقيق( GPSبإستخدام نظام )

على الهيئة العامة للطيران المدني أن تتخذ قرارات استراتيجية بشأن الخطوات أيضا يتعين 2.5.1.4

ويمكن أن يكون ذلك عن طريق إدخال نظام اقتراب دقيق مبنى (GNSS)الالحقة الخاصة بتطبيق نظام

و باستخدام نظام جاليليو كوسيلة إضافية أ (GBAS)باستخدام نظام تعزيز أرضي (GNSS)على نظام

. (SBASمع نظام تعزيز ) اإلصطناعيةللمالحة بواسطة األقمار

إن استخدام كما لإلقتراب الدقيق قد تمت إجازتهكوسيلة ( GBAS) نظام التعزيز األرضي .3.5.1.4

قمر 15بـــ 2016اية عام األولية في نه هبدأت خدمات و يعتمد على تقدم مجمل البرنامج والذيينظام جاليل

.ناعيطاص

5-الخطوة .6.1.4

بناء على النظام العالمي للمالحة لدول العربيةلتحليل ومراجعة شكل المجال الجوي .1.6.1.4

والعناصر األخرى لنظم االتصاالت والمالحة واالستطالع/ إدارة الحركة الجوية االصطناعيةباألقمار

(ATM\CNS) الهيئة ةاستراتيجي بالتوافق مع وكذلك( للمالحة حسب األداءPBN) من أجل تحقيق أفضل

.العربيطاقة استيعابية ومرونة للمجال الجوي

بعيدالمدى ال :الثانيةالمرحلة .2.4

تحقيق مفهوم االستقالل الفني واالستراتيجي عن المنظومات الخارجية تنفيذ المالحة باألقمار الصناعية عبر

مة عربية لألقمار الصناعية الصالحة للمالحة الجوية على غرار نظيره من االقاليم ومحاولة إعداد منظو

والصين واليابان وأمريكا...(. )اوروبااالخرى

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األصطناعيةللمالحة باألقمار العالميإلى النظام لتحـولالخطة التنفيذية ل -4

(GNSS)

أن تؤخذ بعين اإلصطناعيةلمالحة باألقمار يتطلب التحول من نظم المالحة التقليدية إلى النظام العالمي ل

وتتمثل المستخدمة والخدمات التي توفرها تلك النظم. اإلصطناعيةاالعتبار نظم المالحة بواسطة األقمار

:كاآلتيلهيئة العامة للطيران المدني فـي هذا الصدد التنفيذية ل ةخطال

االصطناعيةنظم المالحة بواسطة األقمار .1.5

هو النظام الوحيد قيد التشغيل حاليا، فإن جميع النظم والخدمات GPSظام العالمي لتحديد الموقع حيث أن الن

وتتمثل . نظام جاليليواألنظمة التى يتم تطويرها حاليا ك مالتاك لحين GPSسوف تكون مبنية على نظام

:فيما يلي المدني للتحولخطة الهيئة العامة للطيران

/ نظام التعزيز المعتمدد علدى إشدارات الطدائرة GPSلتحديد الموقع النظام العالميإستخدام -ABAS ( حسب خطة إستراتيجية الهيئة للمالحة حسب األداءPBN.)

.EGNOSروبي للمالحة واأل التعزيز/ نظام GPSالنظام العالمي لتحديد الموقع إستخدام -

ي هدذه المرحلدة وفد GPS /EGNOS /GALILEOلتحديد الموقع ةنظم العالميالإستخدام - جاليليو. نظام إشارات بتعزيزقيد التشغيل وسوف يقوم أيضا EGNOSسوف يكون نظام

االصطناعيةالمالحة بواسطة األقمار خدمات .2.5

بصورة مستقلة وبالترتيب التالي: GNSSسوف يتم تقديم خدمات تشغيل نظام .1.2.5

.لجميع المدارج (NPA) دقيقةالغير اإلقتراب خدمات -

خدمات مالحية على الطرق الجوية لجميع طرق خدمات الحركة الجوية. -

فـي جميع المطارات. (TMA)منطقة المطارعمليات خدمات -

.المطلوب حسب (PA) االقتراب الدقيقعمليات خدمات -

يتم تطبيقها بالكامل وفقا ( GNSS) االصطناعيةالمالحة باألقمار حيث أن خدمات نظام .2.2.5

م(، وسيتICAO) بها من قبل المنظمة الدولية للطيران المدني الموصي (SARPS) التوصياتوللمعايير

الخبرة الالزمة فى إستخدام اكتسابالحالية حتى يتم التقليدية اإلبقاء على األنظمة المالحية في االستمرار

ومنظمة المجال الجوي يتم التنسيق بشأن تقليص خدمات المالحة التقليدية مع مستخدمي النظام الجديد. س

على المستويين األقليمي والدولي.( ICAO) الدوليالمدني الطيران

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االصطناعيةللمالحة باألقمار العالمينظام مراقبة أداء إشارات النظام .3.5

(GPMS)

ألجواء األصطناعيةإنشاء نظام لمراقبة أداء إشارات النظام العالمى للمالحة باألقمار .1.3.5

(FIRو )( إصدار اإلعالنات المالحيةNOTAM) لعرض الحالة التشغيلية للنظام للمراقبين الجويين وذلك

بمراكز مراقبة المنطقة لتنبيه المراقبين الجويين عند حاالت عدم وجود التغطية.

االصطناعيةنظام المالحة باألقمار استراتيجية الزمني للتطبيق الجدول-6

والتحضير لتطبيق نظام إعداد اإلستراتيجية والتخطيطGNSS.

.إعداد التنظيم والضوابط اإلطارية إلستخدام نظام المالحة باألقمار اإلصطناعية

.اإلنتهاء من تركيب وتشغيل نظام مراقبة أداء إشارات نظام المالحة باألقمار اإلصطناعية

على إلصطناعية،اإلنتهاء من تركيب نظام مراقبة أداء إشارات نظام المالحة باألقمار الحين

تكون:أن RNAV (GNSS)إجراءات ال للطرق الجوية والطائرات المستخدمة

o مجهزة بال RAIM نظام ال فيABAS الطائرة. في

o معدة ببرنامجRAIM Prediction .لمعرفة وجود الخدمة بمطار الوصول

الخـاتـمة-7

قمار اإلصطناعية المبنية على مقاييس إعداد التنظيم والضوابط اإلطارية إلستخدام نظام المالحة باأل

والدولية.والخبرات اإلقليمية المدني( المنظمة الدولية للطيرن SARPSومواصفات )

( تطبيق النظام العالمي للمالحة الجوية باألقمار اإلصطناعيةGNSS(GPS) كنظام لالقتراب غير )

الدقيق لجميع المطارات والطرق الجوية ومنطقة المطار.

التدريب فـي المجاالت المتعلقة بنظام تقديمGNSS للمهندسين والمراقبين ومصممي اإلجراءات

وأخصائيي السالمة.

( تطبيق إجراءات اإلقتراب مع اإلستدالل باإلرتفاعAPV: Baro-VNAV and/or

augmented GNSS لنهايات المدارج كإجراءات رئيسية أو كمساندة إلجراءات اإلقتراب الدقيق )

(.NPAإجراءات اإلقتراب غير الدقيق )وكذلك

خالل مراحل التنفيذ والمراحل االنتقالية لهذه لتنسيق مع مستخدمي المجال الجوياالستمرار فـي ا

اإلستراتيجية وتحديثها حسب الحاجة.

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المالحة تطبيق نظامالعالقة فيما يخص برنامج والدولية ذاتات اإلقليمية التنسيق الالزم مع الهيئ

.(GNSS) اإلصطناعيةة باألقمار الجوي

نظام المالحة باألقمار اإلصطناعية استخدام ( لعمليات اإلقتراب الدقيقPA.عند الحاجة )

األوروبي للمالحةتعزيز منطقة خدمة نظام ال االوروبية لتوسيعية ضالمفوالتنسيق مع

(EGNOS).

توفير خدمات جاليليو لسالمة األرواح في خدمة الطيران.

التعزيز االفضل بين األرضي والفضائي ء دراسة لمعرفةاجرا