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www.askhelios.com Space Telecoms Air Traffic Management Airports Rail Maritime MIDRAR overview MEAUSE Conference 4 December 2012 Alan Corner Director, Helios
www.askhelios.com
Space
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Air Traffic Management
Airports
Rail
Maritime
MIDRAR overview
MEAUSE Conference
4 December 2012
Alan Corner
Director, Helios
MIDRAR An overview
The Middle East Regional Airspace Review (MIDRAR) was established
by CANSO in 2011 to find ways of increasing airspace capacity through
regional cooperation. It is the key programme for the CANSO Middle
East region.
The approach
• Phase 1 – A ‘top down’ review of the existing situation, the
identification of high level challenges and the development of a
framework and initiatives to overcome the challenges (2011-2012)
• Phase 2 – The establishment of the MIDRAR organisation and the
implementation of Phase 1 activities (2012+)
• Phase 3 – The development of a strategic plan to prepare the region
for future challenges (2013+)
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MIDRAR Where does MIDRAR fit?
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MIDRAR Phase 1 - The agreed and targeted challenges
Phase 1 identified and prioritised challenges by considering the
potential benefits, how quickly they could be implemented and their
inter-relationship. The agreed challenges were:
• Bahrain FIR capacity - ‘the Bahrain hotspot’: Airspace restrictions,
which force the main NW-SE flow and traffic departing UAE airports
to the north of Bahrain and the Qatar peninsular, the resulting
confluence of routes and the close proximity of several FIR
boundaries contribute to what is locally referred to as the ‘Bahrain
hotspot’.
• ‘Empty Quarter’ utilisation: One of the most significant contributing
factors to inefficient routings and reduced airspace capacity is the
poor utilisation of ‘the Empty Quarter’. Whilst it is seen by many as a
solution to the region’s need to increase capacity, the lack of CNS
infrastructure and large volumes of adjacent restricted airspaces has
prevented its full utilisation. Better utilisation of the airspace as part
of a wider regional initiative could provide additional capacity.
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MIDRAR Phase 1 - The agreed and targeted challenges
• Muscat FIR transition to Mumbai FIR: The transition of traffic from
the Muscat FIR to the Mumbai FIR was identified as a contributing
factor to the congestion in the Bahrain FIR and causal for the delayed
departures from airports, particularly in the UAE.
• Increased access to restricted areas: Restricted or ‘military’
airspace currently covers over 30-40% of all airspace in the
geographical scope. In some areas of the Middle East the figures
range closer to 50% and more. Whilst the MIDRAR project cannot
tackle airspace management at the political or strategic level, it has
identified some specific areas where increased access would be
commercially beneficial and where a precedent has already been
established.
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MIDRAR Phase 1 - The agreed and targeted challenges
• FIR Boundary interfaces: A key constraint in the Middle East is the
diverse range of ATM/CNS capabilities across a large number of FIRs.
These result in the fragmentation of service provision but also a large
number of potential bottlenecks at FIR boundaries.
• Access to and capacity of Damascus, Baghdad and Tehran FIRs:
There are some FIRs within the Middle East that cannot be exploited
commercially to their full extent. These include the Tehran and
Baghdad FIRs and, more recently, the Damascus FIR. Access to even
some of this airspace would provide more flexibility to airspace users
and planners which would provide more direct routings and relieve
pressure on some of the currently congested airspace (in particular
the Bahrain FIR).
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MIDRAR Phase 1 – Proposed initiatives
• Phase 1 proposed four
initiatives aimed at
addressing a number of
regional challenges and
a fifth initiative to
create an organisational
structure to deliver the
initiatives.
• Initiatives and
challenges are not
matched one-to-one.
Each initiative is
planned to address a
number of challenges.
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MIDRAR Phase 1 – Proposed initiatives
• Initiative 1: South Qatar Peninsular: The aim is to reduce
congestion in the Muscat, Bahrain and Emirates FIRs to the north of
the Qatar peninsula (or the ‘Bahrain hotspot’) by relocating some of
the traffic (through new/additional routes) to the south of the
peninsula and into the north-eastern part of the ‘Empty Quarter’.
• Initiative 2: Western Gulf: The second initiative builds on the
‘limited’ new route structure proposed in the first initiative and
make further use of the ‘Empty Quarter’. It aims at optimising some
of the NW-SE routes potentially utilising airspace in the Muscat,
Bahrain, Emirates, Jeddah, and even up to the Amman and Cairo
FIRs if necessary.
• Initiative 3: Access to NE FIRs: The third initiative aims to open up
and make use of airspace in the north-east of the Middle East region
to further increase capacity and provide more optimum routings.
Furthermore, it aims to equip the region with the necessary
operational concepts if this airspace becomes available and make
use of it as soon as possible. 7
MIDRAR Phase 1 – Proposed initiatives
• Initiative 4: FIR harmonisation: This initiative is intended as an
overarching action that seeks to coordinate and, where possible,
prioritise national projects to ensure that there is an overall gain to
the region.
• Initiative 5: Programme oversight and management: This initiative
will provide the appropriate oversight and programme management
functions to ensure the effective implementation of the MIDRAR
programme.
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MIDRAR Phase 1 – Overview of Initiative 1
• Initiative 1 will reduce congestion in the Muscat, Bahrain and
Emirates FIRs to the north of the Qatar Peninsula (or the ‘Bahrain
hotspot’) by relocating some of the routes to the south of the
peninsula and into the north-eastern part of the ‘Empty Quarter’. It
comprises four work packages, each will be developed from the
regional perspective and will take account of the existing and
planned CNS/ATM infrastructure and traffic forecasts.
• WP1 is focused mostly on the research site of the project identifying the
current RNAV capabilities of the airspace south to the Qatar Peninsula.
It deals with the identification of existing ATM/CNS infrastructure and
airspace design.
• WP2 identifies requirements from airlines and other airspace users.
• WP3 focuses on the development of proposed solutions in terms of the
identification and development of potential quick wins and interim
route network/airspace structure.
• WP4 is responsible for the implementation of the identified quick wins
and interim airspace structure.
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MIDRAR Phase 1 – Outline Gantt chart for Initiative 1
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MIDRAR Phase 1 – Overview of Initiative 2
• Initiative 2 builds on the ‘limited’ new route structure proposed in
Initiative 1. It proposes to make more use of the ‘Empty Quarter’
and will begin to optimise some of the NW-SE routes potentially
utilising airspace in the Muscat, Bahrain, UAE and Jeddah FIRs.
• If appropriate, it will consider the introduction of free route airspace,
across more of the Arabian Peninsula and the adjacent Mediterranean
coast or could investigate efficiency gains for East-West traffic in North
Africa (Libya, Algeria, Tunisia and Morocco) and areas of the African
continent. A start has been made with the IATA iFlex project.
• It will take account of the existing and planned CNS/ATM infrastructure
and traffic forecasts and will seek to address, at the operational level,
airspace management and civil-military cooperation requirements.
• The initiative comprises three separate interdependent stages with a
similar structure. Each stage includes four active WPs.
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MIDRAR Phase 1 – Outline WBS for Initiative 2
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MIDRAR Phase 1 – Outline Gantt chart for Initiative 2 Stage 1
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MIDRAR
Transitioning to Phase 2
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MIDRAR Phase 2
• It is essential that we make the transition to Phase 2 – this is where
the benefits will be realised.
• There are several steps that have to be taken over the next few
months:
• Ensuring the buy-in and commitment from regional stakeholders
(ANSPs, airlines etc). Focal points will play a key role.
• Establishing a MIDRAR organisational structure to ensure
appropriate governance, progress and stakeholder participation.
This will include setting up the MIDRAR Board, ICG and the PMO.
• Implementing the plan set out in Phase 1, including MIDRAR
funding arrangements, establishing, managing and coordinating
projects leading to the realisation of regional benefits.
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MIDRAR Proposed organisational structure
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MIDRAR The MIDRAR Board
• The MIDRAR Board will be the highest level body providing strategic
advice and direction to the MIDRAR programme.
• It is proposed that the Board will comprise representatives of:
• ICAO
• CANSO (representing member ANSPs)
• IATA (representing member airlines)
• ACI
• A representative of non-CANSO member ANSPs
• A representative of non-IATA airlines
• The Board will be supported by a number of observers, including:
• Military representatives
• Individual representatives from ANSPs, airports and airlines
• Political, government and regulatory representatives
• Other aviation interest groups (e.g. MEAUSE, ACAC, BA etc.)
An inaugural MIDRAR Board meeting is planned for 17 January 2013. 17
MIDRAR The MIDRAR Board
• The MIDRAR Board will be responsible for:
• Providing direction to the MIDRAR programme to deliver the agreed
outcomes and benefits;
• Ensuring the MIDRAR programme is operating efficiently/effectively and
conforms with relevant legislation;
• Providing strategic direction and guidance and to act as the final arbiter
to manage programme interdependencies, risks, issues and opportunities
and to direct mitigating and corrective actions as appropriate;
• Ensuring MIDRAR programme assumptions relating to planning, budgeting
and benefits are consistent, coherent and current;
• Providing oversight of the development/agreement and implementation
of the Programme Management Plan.
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MIDRAR The MIDRAR Implementation and Coordination Group (ICG)
• The ICG will ensure the effective coordination and manage the
interdependencies, risks and issues within the programme and
between related initiatives and projects. The group is expected to
comprise a sub-set of suitably qualified and experienced
representatives from airspace users and service providers involved in
the active initiatives.
• The core membership of the ICG is expected to be made up of the
initiative team leaders; however, additional members could be co-
opted as necessary.
• Individual initiatives will be managed and coordinated by an
‘initiative leader’ who will be responsible to the ICG for the timely
and effective delivery of specific tasks and for supporting and
coordinating activities through the ICG with stakeholders and other
initiatives. The ‘initiative leader’ will be drawn from one of the
airspace users and service providers engaged in a particular
initiative.
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MIDRAR The PMO
• The programme management function is responsible for the conduct
of the project and the timely achievement of tasks agreed by the
MIDRAR Board and ICG and described in the Programme Management
Plan.
• It is proposed that programme management is facilitated by the
establishment of a dedicated PMO. The use of a PMO is industry best
practice and is employed in most major programmes. It is proposed
to establish a full-time MIDRAR PMO which will provide an essential
dedicated resource for the programme which will, on behalf of the
MIDRAR Board and ICG, ensure that the programme is progressed in a
coherent manner and at the required pace.
• In addition to tasks such as establishing the programme management
plan and the processes to ensure that the initiatives are properly
coordinated and delivered according to the plan, the PMO could also
assume some of the responsibilities normally undertaken by, for
example, the leaders of the various initiatives.
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MIDRAR Next steps
• The MIDRAR Report has been formally endorsed and will be published
on the CANSO website and in hardcopy.
• The buy-in process continues including a road show to specific
stakeholders
• The inaugural MIDRAR Board meeting is planned for 17 January
2013. The meeting will:
• Formalise and agree the membership of the MIDRAR Board
• Agree the process for implementing Phase 2 and endorse an initial
high-level 18-month plan
• Establish the ICG and PMO and agree the approach to MIDRAR
funding.
The engagement and contribution of all regional ANSPs and airspace
users is essential if real regional benefits are to be realised.
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MIDRAR PMO roles and responsibilities
The PMO will typically be responsible for:
• Developing, maintaining and implementing a detailed programme
management plan to include:
• Programme approach and plan;
• Programme schedule with reporting and decision milestones;
• Work breakdown structure and resource plan;
• Information management plan to include procedures for cooperation/coordination,
reporting and decision making;
• Quality and risk management plans.
• Developing a financial plan and managing the MIDRAR budget on behalf of the
MIDRAR Board;
• Developing and implementing a stakeholder management plan;
• Providing support to the MIDRAR Board and Steering Committee;
• Actively coordinating all MIDRAR initiatives and State-level projects where
appropriate and providing planning, management, technical and
administrative support to the MIDRAR initiatives;
• Establishing and maintaining a MIDRAR website (internet and intranet) and
other communication activities.
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