NEFAB Project Feasibility Study Report Initiative 5 Optimisation … · 2016-09-22 · NEFAB FEASIBILITY STUDY Appendix 5 Optimisation of Ancillary Services Page 3 of 24 1. EXECUTIVE

NEFAB FEASIBILITY STUDY

Appendix 5 Optimisation of Ancillary Services

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NEFAB Project

Feasibility Study Report

Initiative 5

Optimisation of Ancillary Services



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TABLE OF CONTENTS

1. EXECUTIVE SUMMARY.................................................................................... 3

2. DESCRIPTION OF THE INITIATIVE.................................................................. 4

2.1 Scope of the Initiative 4

2.2 AIS/AIM 5

2.3 MET 5

2.4 Briefing 6

3. RATIONALE AND PURPOSE OF THE INITIATIVE ........................................... 7

4. DESCRIPTION OF CURRENT STATUS OF SERVICES................................... 8

4.1 Aeronautical Information Service 8

4.2 MET 9

4.3 Briefing 9

5. ONGOING DEVELOPMENT............................................................................ 10

5.1 Baseline Assumptions 10

6. FUTURE SERVICE CONCEPT........................................................................ 11

6.1 Minimum Scenario 11

6.2 Performance Scenario 12

7. DESCRIPTION OF EXPECTED BENEFITS .................................................... 14

8. IMPLEMENTATION COSTS FOR BENEFIT REALISATION............................ 17

8.1 Minimum Scenario 17

8.2 Performance Scenario 19

9. HIGH LEVEL TIME LINE FOR REALISATION................................................. 20

9.1 Briefing 20

9.2 AIS/AIM 21

9.3 MET 22

10. IMPLEMENTATION RISKS .......................................................................... 23



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1. EXECUTIVE SUMMARY

The purpose of this initiative is to explore ways in which optimisation of ancillary services of the five participating NEFAB ANSPs can be developed through centralisation of ARO, Briefing, AIS/AIM and joint procurement of MET services to improve the efficiency and cost effectiveness of the ancillary services.

This initiative describes potential for the centralisation of ARO, Briefing and AIS/AIM, in order to achieve a common interface for customers, providing the same services throughout the NEFAB area. At the same time the initiative enables more cost efficient operations through reduced use of staff resources, reduced costs related to systems and a reduction in duplication of tasks and common digitalisation (AIM).

The SES FAB description specifies 9 requirements for the declaration of a FAB. The optimisation of ancillary services initiative facilitates benefits related to cost efficiency, as the cost–benefit analysis demonstrates an overall positive financial result for the establishment of the FAB.

Using a framework of a minimum scenario and a performance scenario the initiative defines a future concept for ancillary services. The first milestone is the initiation and declaration of NEFAB.

The rationale behind the minimum scenario is to describe a minimum level of harmonisation and integration that could be implemented in order to deliver benefits to the ANSPs and their customers.

The rationale behind the performance scenario as a conceptual target is that it contains an ambitious, yet practically achievable scenario, which is planned to be implemented by 2015.

A high level time line is found in Chapter 9, providing an overview of functions and concepts that are expected to be available at each point in the planned time line.

Implementing a FAB that requires the cooperation of 4 different countries entails many risks to be considered. This report identifies implementation risks that can be expected. The risks are assessed and mitigations are proposed.



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2. DESCRIPTION OF THE INITIATIVE

This initiative describes the potential for the centralisation of ARO, Briefing and AIS/AIM, in order to achieve a common interface for customers, providing the same services throughout the NEFAB area. At the same time the initiative enables more cost efficient operations through the reduced use of staff resources, reduction of system costs and reduced duplication of tasks and common digitalisation (AIM).

During the complex transition to consolidated Ancillary Services’ provision, NEFAB regulators and service providers will need to work together to achieve the best results. NEFAB States are going to group their resources to introduce new equipment and new structures for the provision of common services over their common airspace.

2.1 Scope of the Initiative

The scope of the Optimisation of Ancillary Services includes:

• ARO:

• Handling, distribution and supervision of Flight Plans (FPL);

• New enhanced Services providing Automated Flight Plan handling.

• AIS/Briefing:

• AIS and MET information to pilots.

• AIS/AIM:

• NOTAM (reception, validation, distribution);

• AIP production;

• Data management;

• New enhanced AI services providing:

o Aeronautical e-Charts products (including AIS, MET and ATM information);

o Technical service providing digital datasets to end users and ATM systems.



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2.2 AIS/AIM

• Consolidated improvement and automation of overarching AIS Data Process and Procedures to fully meet the ICAO Annex 4 and the 15 requirements, and the Commission regulation (EU) No 73/2010 provision.

• Produce in an advanced manner the following aeronautical data and information:

• Integrated aeronautical information package (IAIP), which consists of the following elements:

o Aeronautical information publications (AIP), including amendments;

o Supplements to the AIP;

o The NOTAM and pre-flight information bulletins;

o Aeronautical information circulars;

o Checklists and lists of valid NOTAMs.

• Electronic obstacle data;

• Electronic terrain data;

• Aerodrome mapping data.

• Agreed transition from AIS to AIM to support ICAO initiative presented in ICAO Roadmap for the Transition from AIS to AIM;

• Support all the NEAP ATM network components by quality assured aeronautical data/information in digital form and standardized formats.

2.3 MET

• Production of MET products;

• Distribution of MET products;

• Pre-flight briefing (MET consultation);

• MET observations.



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2.4 Briefing

The term briefing comprises ARO and AIS services. Today also MET services in many countries are an integrated part of the briefing services.

• Pre-flight briefing services as described in ICAO Doc 8126, which includes elementary functions and describes the responsible organization. ICAO Annex 15 defines tasks and procedures of pre-flight services.

• Reception, handling, distribution and supervision Flight Plans (FPL) as described in ICAO Doc 4444, ICAO Doc 7030, Eurocontrol CFMU Handbook, Eurocontrol IFPS User’s Manual. This also includes the ATFCM-issues described in CFMU Handbook and the ATFCM User’s Manual.

• Maintenance of systems in terms of parameter updates.

• Development of the service.

• Management and administration of the service.

• Technical support (technical maintenance and development).



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3. RATIONALE AND PURPOSE OF THE INITIATIVE

Current ancillary services are structured in a way that creates limitations to ATS providers on a European-wide scale. This chapter describes the reasoning behind this NEFAB proposal and its purpose in ATM.

The purpose of the initiative is to harmonise and optimise ancillary services in NEFAB and at the same time identify areas for cost reductions.

Through a closer cooperation between the NEFAB partners and a planned harmonisation of operational rules and procedures, significant benefits can be achieved in relation to the provision of ancillary services.

The overall objective with the initiative is to:

• Reduce costs for the ancillary services;

• Avoid creation of constraints to the forecast traffic increase;

• Contribute to maintaining or decreasing the safety critical ATM induced incidents;

• Meet customers’ expectations.

The initiative is a driver of benefits, but there are implementation costs related to the realisation of the initiative. The identification of these benefits and costs are presented in chapter 8 and 9.

The optimisation of ancillary services will help achieve performance targets primarily through improved quality of service, taking into account updated ICAO SARPs and Commission regulation (EU) No 73/2010, describing requirements for quality assured aeronautical data and provision of information.

The improved cost efficiency of the service can be achieved through a commonly agreed development rather than the individual solution implemented by each ANSP.



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4. DESCRIPTION OF CURRENT STATUS OF SERVICES

In order to plan how the NEFAB initiatives will progress, the current situation in terms of ancillary services needs to be defined. This chapter aims to clarify how these services are organised today in the context of the seven participating NEFAB ANSPs.

4.1 Aeronautical Information Service

The following result on the transition from AIS to AIM has been achieved by the NEAP:

• Monitoring of differences in relation to ICAO Annexes 3, 4 and 15;

• AIRAC adherence monitoring;

• WGS-84 implementation;

• QMS in AIS;

• EAD solution to support AICM/AIXM.

Although the AIS/AIM is relatively well regulated by international regulations, there are small differences within NEFAB related to AIS/AIM. The differences in the organisation of AIS in the NEFAB states should be investigated.

In some countries (Estonia, Latvia, Finland) procedure design is a part of AIS. NEAP has made a feasibility study of establishing a common PANS OPS production among the North European ANS Providers. The conclusion of the feasibility study was that “PANS-OPS design is just a small part of the chain of events, and the TF would like the study to consider the whole chain of events from when the decision is taken to the design of the new procedure, until a chart is drawn and ready for being published in the national AIP”.

Most of the ANSP’s AIS departments are cooperating or integrated into EAD. However, there are still different levels of cooperation. In most countries the AIP is available in both paper and electronic format, either through local web-sites or through EAD. In Estonia the AIP is only available in electronic format since 1st of September, 2009. Latvia produces an eAIP according to the Eurocontrol specification.

For smaller AIS departments there is often a problem with shortage of skilled personnel leading to reduced capacity in relation to demand or situations with staff overload.



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4.2 MET

Currently there are several MET service providers (state institutions and private organisations) in the NEFAB area and those organisations are not members of the NEAP cooperation of ANSPs. Some of the NEAP ANSPs perform observation services at local airports. This function is to a large extent automated. The forecast services are normally produced by a designated MET provider and the ANSPs only deliver the information received from those designated MET providers to the pilots. There are examples of cross-border cooperation solutions in the NEFAB area (e.g. FMHI providing some services for EANS).

There are several underlying and politically motivated cash flows. The current setup for the ANSPs and the limitations therefore need to be investigated.

4.3 Briefing

To a large extent briefing services are provided through e-briefing with some exceptions at local airports. In most states the briefing service is centralised, or is in the process of centralisation. Briefing is either organised as a part of the AIS department or as a part of an Area Control Centre.

As briefing services are relatively well regulated by international regulations, there are only small differences in NEFAB briefing solutions. E-briefing is predominantly used. E-briefing systems are different and developed by each ANSP separately, which also requires additional resources for each ANSP.

The issue of handling military flight plans needs to be resolved in terms of handling these in a centralised solution. Such flight plans are currently handled and stored nationally. National language requirements also need to be catered for when developing a centralised solution.

ICAO requires that self-briefing facilities are installed at local airports. Another product is e-briefing services, allowing pilots to do pre-flight briefing through a web based solution, without being physically present at the airport. The centralised briefing office plays a central role in providing these services through handling of flight plans and supervision and maintenance of pre-flight briefing material.



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5. ONGOING DEVELOPMENT

5.1 Baseline Assumptions

AIM

It is expected that by 2020 the Transition from AIS to AIM will be completed and the new products and services will be developed. This will support a new AIM function for air navigation service providers, enabling the provision of the new data that will be required by the future ATM components.

MET

There are limited cross-border developments within the MET domain. By 2020 there would most likely be one MET provider in each state and limited or no cooperation between national MET providers. It is assumed that all core MET services will be nationally centralised, with one or more providers for each state and limited or no cooperation between these providers.

Briefing

In most states the briefing service is centralised, or is in the process of centralisation. By 2014 it is foreseen that all core briefing services are nationally centralised and in electronic format. The electronic format means that one can use web-based solutions to file flight plans and to receive all relevant aeronautical information when preparing the flight.

While reduced need for staff can be expected through the use of electronic tools, the forecast need for a capacity improvement of 50% will also increase the need for ancillary services. A simplified assumption based on historical data has been made for this cost benefit assessment. The assumption is that costs will correlate to traffic increases until 2020, in the same way as they have done in the years 2003-2007.

A relative reduction of FTEs of 40 % is estimated as a consequence of a physically or virtually centralised briefing service with full functionality established during 2014.



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6. FUTURE SERVICE CONCEPT

The NEFAB initiative is built around a vision of how ancillary services can be harmonised and integrated in a future ATM environment, considering such things as regulatory and political issues. The future service concept explains what the NEFAB project aims to achieve.

A minimum scenario of harmonisation and integration has been developed. This scenario is developed and considered to constitute the minimum level of harmonisation and integration that could be implemented in order to deliver benefits to the ANSPs and their customers.

6.1 Minimum Scenario

6.1.1 Briefing

One common Briefing organised in a centralised function (virtual or physical), taking into account the different language requirements and other national regulations by member states (stakeholders).

• National briefing facilities developed according to national plans.

• Common FPL requirements for the NEFAB area.

• Common eFPL system in the NEFAB area.

• Common electronic briefing system resulting in a harmonised service level.

6.1.2 AIS/AIM

One common AIP and one NOTAM office for the NEFAB area are in place.

• Common AIS web-site, where all the AIPs within the NEFAB area can easily be found and accessed.

• Common AIS database/EAD achieved by national AIS to AIM migration plans.

• Common Airspace definition to enable data consistency throughout the system.

Having a common AIS database could reduce the required local resources, ease the access of data and would enable common electronic briefing.



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6.1.3 MET

There will therefore be one common MET service Provider for the NEFAB area.

• Common MET database for the entire NEFAB area available for all stakeholders (ATM, AIM, briefings, airspace users etc.).

For the initiative ‘Optimization of Ancillary Services’ the following is regarded as a more ambitious performance scenario, enabling improved benefits. This should be regarded as a conceptual target for the harmonisation and integration of ancillary services.

6.2 Performance Scenario

6.2.1 Briefing

Centralised function (virtual or physical), taking into account the different language requirements and other national regulations by member states (stakeholders).

6.2.2 AIS/AIM

One AIP (NEAIP) and one NOTAM office for the NEFAB area, taking into account national requirements. The AIP and NOTAM shall be produced and distributed by and under the responsibility of one centralised function (virtual or physical).

Remark: the development within the AIS/AIM area might totally change the distribution of aeronautical data/information. The necessity of classic NOTAMs and AIPs might be superfluous. It is therefore recommended that the NEAIM working group considers the terms of reference for the AIS/AIM activity, and consequently the scenarios could be totally changed.

It is expected that the following results on the transition from AIS to AIM are going to be achieved:

• Electronic aeronautical charts based on digital databases and GIS with possibility of deploying these products over the Internet;

• Digital NOTAM to provide dynamic aeronautical information to all NEFAB stakeholders with an accurate and up-to-date common representation of the aeronautical environment in which flights are operated;

• Aeronautical information briefing in digital net-centric environment in all phases of a flight;

• Common data communication network to distribute the new data products and services;



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• Interoperability with meteorological products.

6.2.3 MET

The specification and procurement of MET services are done for the entire NEFAB area through one common process. There will therefore be one common MET service Provider for the NEFAB area.



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7. DESCRIPTION OF EXPECTED BENEFITS

The underlying driver for the creation of the NEFAB is the requirement to provide a more efficient Air Navigation Service. In order to determine improvements attributable to NEFAB the following Key Performance Areas (KPAs) are used:

• Cost efficient operations for the ANSP;

• Cost reductions for the airspace user;

• Capacity;

• Level of safety;

• Environmental effects.

This chapter describes the expected benefits that airspace users and Air Navigation Service Providers can expect as a result of the formation of NEFAB in relation to the centralisation of ARO, Briefing and AIS/AIM.

The benefits likely to be achieved through the performance scenario for ancillary services are described below. There are risks associated with the implementation of the concepts and they are addressed separately in chapter 10 – Implementation Risks.

The main benefit from common briefing is a more cost efficient operation as a result of staff reductions and reduced systems operating costs.

The main benefit from a common AIP and NOTAM office is improved cost efficiency as a result of staff reductions and reduced systems’ operating costs. Fewer people are required to monitor and enter information into the system. Common digitalisation (AIM) is also assumed to be cheaper than performing it independently, due to avoided costs for system specifications and procurement.

The main benefit from the common MET services is cost efficiency driven by lower procurement costs (percentage decrease) through a common NEFAB contract. It is assumed that the cost would be lower if all services were procured together.

Cost efficiency:

• Potential for lower procurement and operating cost for MET, as certain countries may choose to cooperate to avoid duplication of data or have common area forecasts in low density areas;

• Harmonised or common systems enable common procurement and maintenance (of the eFPL system, e-briefing system etc.).



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Customer orientation:

• Easier access for stakeholders and improved data integrity, due to enhanced coordination of AIS material affecting operations at the FIR/UIR interface;

• Gathering MET and AIS/AIM information in one database will create harmonised services and ensure easier access for users;

• Increased quality through improved data integrity due to enhanced coordination of AIS material affecting operations at the FIR/UIR interfaces.

Cost efficiency:

• Lower operating costs due to centralisation of briefing, enabling a more flexible use of manpower (briefing officers). Flexible use of manpower also enables uninterrupted services in case of technical malfunctions or emergencies;

• Lower operating cost due to more efficient production of AIP and thereby a reduction in manpower needed (AIS/AIM staff).This will also result in a lower cost for the associated AIS/AIM products;

• Harmonised service level for MET is an enabler of the tender. Lower MET service cost based on centralised procurement is expected as duplication of data will be removed and economies of scale can be achieved;

• A centralised physical function may enable cost savings on the systems side due to a better utilisation of software, e.g. maps can be produced from one location and flight planning licences can be reduced.

Customer orientation:

• Increased customer orientation due to one common service concept to meet stakeholders requirements;

• Harmonised briefing services to stakeholders from a single source will create safer and better services to the customers. Regardless of where flight plans are filed within the NEFAB area, the customers will receive the same type of information, which is presented in the same way. A common function will enforce this even further than the minimum scenario. The single source implies that the airlines will no longer be required to gather data from all seven ANSPs, and the decreased need for coordination and compilation of data should enable cost reductions for the airlines;

• A single set of MET data will increase the data quality in NEFAB. There is also a potential for staff reductions as less manpower is needed to enter the data;



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• Improved quality and consistency across NEFAB, as duplication of work can be avoided in production and updates of AIP material. For example, general chapters only have to be written once for all AIPs. Quality is also increased through better use of specialist competencies, such as map production and procedure design (flight procedures).



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8. IMPLEMENTATION COSTS FOR BENEFIT REALISATION

When establishing the time line for activities within the NEFAB program it is necessary to make certain assumptions and to rely on activities within other initiatives. Such preconditions and assumptions include:

• Cooperation between NSAs is established for approval of common rules and procedures;

• Internal resources, time and costs are not limiting factors for the high level time estimate;

• The initiative is harmonised and supported by HR development plans.

8.1 Minimum Scenario

8.1.1 Briefing

It is assumed that the activity, one common Briefing is implemented by 2015 through:

• Identification of national regulations or restrictions;

• Harmonisation of briefing procedures and methods;

• A detailed, agreed design of the common briefing functions including a detailed business case;

• National adjustments as a consequence of the common briefing and design, and necessary national decisions are taken;

• Adaptations for systems, facilities and so on agreed;

• Systems and facilities accepted and ready for going operational;

• Plans for staff and retrenchment negotiated and agreed;

• Safety case approved;

• Staff trained and in place for operation.



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8.1.2 AIS/AIM

It is assumed that one common AIS/AIM services provision will be established in the following way:

• A detailed, agreed design for the common transition to AIM and consolidated AIS/AIM service provision including a detailed business case;

• National adjustments as a consequence for the common transition to AIM and consolidated AIS/AIM service provision;

• A detailed, agreed design for AIS/AIM systems and facilities adaptation to provide consolidated AIS/AIM service;

• Systems and facilities adaptation and improvement approval;

• Systems and facilities modernization;

• Plans for staff and retrenchment negotiated and agreed;

• Staff trained and in place for operation;

• NSA approval (as the ANSPs do not own the question);

• Common AIS/AIM service provision.

The time line for realisation of the AIS/AIM activities is presented in Chapter 9.

8.1.3 MET

It is assumed that the activity, one MET provider for the NEFAB Area, has reached the following progress on the road for one MET provider by 2016:

• Identification of national regulations or restrictions;

• Harmonisation of requirements on MET products;

• A detailed, agreed specification for the procurement of MET products from one MET provider including a detailed business case;

• National adjustments as a consequence of one common MET provider and necessary national decisions are taken;

• Adaptations for systems, facilities and so on agreed;

• The contractor prepared, systems and facilities accepted and ready for going operational.



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8.2 Performance Scenario

8.2.1 Briefing

Language requirements differ today and may affect the business case. If local language requirements remain, more people will be required to deliver the service. The assumptions of savings are based on a virtually centralised unit where availability of briefing services in specific language is assured through a net-centric type of solution.

8.2.2 AIS/AIM

• The scenario is valid given that the NSAs give the AIP/NOTAM task to one certified provider within the NEFAB area;

• Language requirements differ today and may affect the business case;

• AIM and PANS-OPS are dependent on each other. PANS-OPS are out of scope of this project. Cooperation and data exchange shall be resolved.

8.2.3 MET

• It must be verified (or assumed) that there is a provider that can deliver MET in the entire NEFAB area and that it is possible to designate a NEFAB provider;

• From a systems perspective the national required formats to deliver MET need to be standardised. The ANSPs do not own this issue, and an assumption needs to be made.



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9. HIGH LEVEL TIME LINE FOR REALISATION

In order to gain an appreciation of how the optimisation of ancillary services initiative is expected to progress over the duration of the program, this chapter sets out a high level time line in a table format to provide a quick and simple overview.

The table below describes the forecasted time line for the implementation of the NEFAB initiatives.

9.1 Briefing

High level roadmap Start date Duration

1. A detailed, agreed design of the common briefing functions including a business case.

January, 2012 6 months

2. National adjustments as a consequence of the common briefing are design, and necessary national decisions are taken.


3. Adaptations for systems, facilities and so on agreed.


4. Systems and facilities accepted and ready for going operational.

January, 2012 6-12 months (depending on req.)

5. Plans for staff and retrenchment negotiated and agreed.


6. Safety case approved (starts with systems adaptations, approved for implementation).


7. Staff trained and in place for operation. January, 2013 12 months

8. Common Briefing office implemented and operational

June, 2014



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9.2 AIS/AIM


1. A detailed, agreed design for the common transition to AIM and consolidated AIS/AIM service provision including a detailed business case.


2. National adjustments as a consequence for the common transition to AIM and consolidated AIS/AIM service provision.


3. A detailed, agreed design for AIS/AIM systems and facilities adaptation to provide consolidated AIS/AIM service.


4. Systems and facilities adaptation and improvement approval.


5 Systems and facilities modernization. January, 2013 24 months

6. Plans for staff and retrenchment negotiated and agreed.


7. Staff trained and in place for operation. January, 2014 12 months

8. NSA Approval (as the ANSPs do not own the question).


9. Common AIS/AIM service provision January, 2015



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9.3 MET


1. A detailed, agreed specification for the procurement of MET products from one MET provider including a business case.


2. National adjustments as a consequence of the common MET provider and necessary national decisions are taken.


3. Adaptations for systems, facilities and so on agreed.


4. The contractor prepared, systems and facilities accepted and ready for going operational.


5. The new common MET service is operational.

January, 2013



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10. IMPLEMENTATION RISKS

The NEFAB implementation is a large undertaking requiring many inputs and much cooperation. Such a large scale project is subject to many and varying risks. This chapter describes the risks associated with the implementation of NEFAB. The Optimisation of Ancillary Services initiative team has identified relevant risks and listed these together with an assessment of how significant the risks are (risk classification). The risks associated with the implementation are not limited to the following list.

The risks are mostly legal and/or political and as such need to be further detailed and processed by the relevant legal tracks within the NEFAB development. Risks regarding the implementation of NEFAB-wide Optimisation of Ancillary Services include at least the following items:

Risk Name

Risk Description Probability Impact

1. ANSP commitment, resources and skills available.

M H

2. Trade union resistance impacting the establishment of the NEFAB scenarios.

H M

3. Military impact. For example concerning common data management.

L L

4. NSA requirements – National language requirements.

M L



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NEFAB Project Feasibility Study Report Initiative 5 Optimisation … · 2016-09-22 · NEFAB FEASIBILITY STUDY Appendix 5 Optimisation of Ancillary Services Page 3 of 24 1. EXECUTIVE