TRANSPORT SYSTEMS CATAPULT Concept of operations for a...

Concept of operations for a core ACDM solution, version 3.0, August 2016 1

TRANSPORT SYSTEMS CATAPULT

Concept of operations for a core Airport

Collaborative Decision Making solution Version 3.0, August 2016

Table of Contents


Contents

1. Introduction .................................................................................................................... 7

Introduction ...................................................................................................................................... 7

Background ..................................................................................................................................... 7

The Future Airspace Strategy and Single European Sky ............................................................... 7

Airport Integration and Throughput Issues ...................................................................................... 8

Airport Collaborative Decision Making Solutions ............................................................................ 9

Concept of Operations for a Core ACDM Solution .......................................................................... 9

Structure of the CONOPs .............................................................................................................. 10

2. Core ACDM Functions ................................................................................................. 11

Core Function #1: Information Sharing ......................................................................................... 11

Core ACDM Web-Portal ................................................................................................................. 12

The Milestone Approach ................................................................................................................ 12

Information Sharing for Terminal Side Processes .......................................................................... 14

Core Function #2: Pre-Departure Sequencing .............................................................................. 14

Core Function #3: Departure Planning Information Sharing with NMOC...................................... 15

ACDM Stakeholder Groups (operational and non-operational) .................................................... 16

ACDM Functions and Stakeholders .............................................................................................. 18

3. Solution requirements ................................................................................................. 19

General Solution Overview ............................................................................................................ 19

Integration of a Standalone ACDM Platform and System Interfaces ............................................ 21

ACDM Information Inputs .............................................................................................................. 24

Pre-Departure Sequencing Requirements .................................................................................... 25

User Access and Grouping (UAG) Requirements ......................................................................... 25

Safety and Security Requirements (SSR) ..................................................................................... 26

Training Requirements (TR) .......................................................................................................... 26

Solution Capacity Requirements (SCR) ........................................................................................ 27

4. Network Connectivity Options ................................................................................... 28

Option 1: Remote ACDM Server with NMOC Connection via dedicated AFTN ........................... 28

Option 2: Local ACDM servers installed at each airport with AFTN connection to NMOC ........... 29

Option 3: Local ACDM servers installed at each Airfield with B2B connection to NMOC ............. 31

Option 4: Remote ACDM Server with NMOC connection via Eurocontrol B2B services .............. 32


5. Performance Baseline, Operational Improvements & Benefits ............................... 33

Airport Performance Baseline ....................................................................................................... 33

Arrival Sequencing and Metering Area (ASMA) Delays ................................................................. 34

Airport Arrival AFTM Delay ............................................................................................................ 35

Pre-Departure Delay ...................................................................................................................... 36

Taxi Out Delay ............................................................................................................................... 36

Operational Improvements and Benefits ....................................................................................... 37

Benefits Assumptions ..................................................................................................................... 38

Airfield Optimisation Benefits Assessment .................................................................................... 40

Airfield Optimisation Benefits Assessment (Pre-Departure Delay reduction) ............................... 41

Airspace Optimisation Benefits Assessment ................................................................................. 41

Network Resilience Benefits Assessment ..................................................................................... 42

Passenger Time Saving Benefits Assessment ............................................................................. 43

Environmental Performance Improvement Benefits Estimate ...................................................... 44

Growth due to Greater Journey Reliability Benefits Assessment ................................................. 44

6. Implementation Approach, Procedures and Working Practices ............................. 46

Implementation Approach ............................................................................................................. 46

Integrating Activities Across the End to End Passenger Journey ................................................. 46

Adapting Air Traffic Control Procedures and Working Practices .................................................. 47

Adapting Airline Procedures and Working Practices ..................................................................... 47

Programme and Change Management ......................................................................................... 48


ACDM related acronyms

Table 1 provides a list of the ACDM related acronyms referenced in this document.

Acronym Description

ACDM Airport Collaborative Decision Making

ACL Airport Coordination Limited

ADPI ATC Departure Planning Information

ALDT Actual Landing Time

AO Aircraft Operator

AOBT Actual Off Blocks Time

AODB Airport Operations Database

ATC Air Traffic Control

ATM Air Traffic Management

ATMs Air Transport Movements

AFTM Air Traffic Flow Management

AFTN Aeronautical Fixed Telecommunications Network

ATOT Actual Take Off Time

CAA Civil Aviation Authority

C-DPI Cancel Departure Planning Information

CDM Collaborative Decision Making

COBT Calculated Off Blocks Time

CONOPs Concept of Operations

CTOT Calculated Take Off Time

DLA Delay Message

DPI Departure Planning Information

E-DPI Early Departure Planning Information

EIBT Estimated In Blocks Time

EFPS Electronic Flight Progress Strips

EOBT Estimated Off Blocks Time

ETD Estimated Time of Departure

ETOT Estimated Take Off Time

EXIT Estimated Taxi In Time

EXOT Estimated Taxi Out Time


FAS Future Airspace Strategy

FASIIG Future Airspace Strategy Industry Implementation Group

FPL Flight Plan

FUM Flight Update Message

GDP Gross Domestic Product

MOU Memorandum of Understanding

MTTT Minimum Turnaround Time

NPV Net Present Value

NM Nautical Mile

NMOC Network Management Operations Centre

OTP On Time Performance

REA Ready Message

RWY Runway

SES Single European Sky

SID Standard Instrument Departure

SOBT Scheduled Off Blocks Time

STD Scheduled Time of Departure

T-DPI Target Departure Planning Information

TOBT Target Off Blocks Time

TSAT Target Start-up Approval Time

TTOT Target Take Off Time

TWY Taxiway

VTT Variable Taxi Time

Table 1: List of ACDM related acronyms referenced in the CONOPs.


1. Introduction

Introduction

1. This document was produced as part of the UK Future Airspace Strategy (FAS)

Deployment Programme. The content is intended for use by UK Airports, Air Navigation

Service Providers, Airlines and other aviation stakeholders that are engaged in decision

making, development or implementation of Airport Collaborative Decision Making

(ACDM) solutions. The document aims to provide guidance on the core functions that an

ACDM solution should fulfil, the key system requirements and the expected benefits.

Background

2. As a small country with a large demand for aviation that drives business, tourism and

economic growth, the UK needs an effective air transport network. The UK’s air transport

network includes the structure of our airspace, the routes aircraft fly and the technology,

processes and procedures used to manage the flow of traffic. Optimising the flow of

traffic around the network and into/out of airports relies on a broad mix of aviation

stakeholders working collaboratively to balance the demand for runways, taxiways,

stands and airspace with the available capacity.

3. The air transport network currently serves c.240m passengers a year and is struggling to

keep pace as the demand for aviation continues to grow. Flights in UK airspace are

forecast to increase over 30 per cent in 2030.1 With this level of growth and no major

improvements to the air transport network passenger delays are likely to increase

significantly due to the lack of available capacity.

The Future Airspace Strategy and Single European Sky

4. The UK’s approach to improving our air transport network and increasing additional

capacity is set out in the FAS.2 The Civil Aviation Authority (CAA) drew up the strategy

with industry partners. The FAS now forms part of the Government’s Aviation Policy

Framework and describes the major changes required of airports, air traffic controllers,

aircraft operators, and other aviation stakeholders.3

5. Representatives from these sectors have formed a FAS Industry Implementation Group

(FASIIG) to coordinate deployment of the changes proposed in the strategy. The concept

of Airport Collaborative Decision Making (ACDM) to optimise traffic flows and improve

airport throughput is a key part of the FAS. The Single European Sky initiative that joins

up programmes to improve the air transport network across European States also

highlights that ACDM is a key enabler for future operations.4

1 DFT Aviation Forecasts, 2013 2 The UK Future Airspace Strategy, CAA, 2011 3 The Aviation Policy Framework, DfT, 2013

4 The Single European Sky, Air Traffic Management Master Plan, European Commission, 2015


Airport Integration and Throughput Issues

6. In today’s operation many decisions that are linked to when flights plan to arrive at

airports, turnaround (reload, refuel etc.) and then depart are not based on an accurate

set of information that can be accessed by all stakeholders. Airport operators, airlines, air

traffic controllers (ATC), the European Network Operations Centre (NMOC), ground

handlers and passengers all use different information sets, managed by different

systems, and updated at different times.

7. In the absence of accurate flight information most decisions are based on either the

airlines’ published schedules that are developed months prior to the day of operation, or

their flight plans, submitted around three hours prior to departure. Both sources of

information are not regularly updated or shared to reflect the dynamic nature of the

operation. The gaps in information, and the time and effort needed to close them, create

inefficiencies across airports and wider air transport network, generating delays and

weakening the resilience of the network to unplanned events.

8. The issues associated with out of date, poorly integrated flight information are

particularly relevant to regional airports. Many regional airports across Europe are

growing as the demand for aviation increases and the largest hub airports reach

capacity. The scope to invest in additional infrastructure (runways, taxiways, stands etc.)

is often limited, especially in the short term, due to tight budgets and local planning

restrictions. As a result, many regional airports are considering how to deliver more

capacity, operate with greater efficiency and improve resilience using the infrastructure

and resources they already have.

9. The lack of integrated information about inbound, turnaround and outbound traffic flows

impacts punctuality at many regional airports. During busy hours, traffic often bunches

around pinch points, especially runways, taxiways and stands causing passenger delays,

commercial inefficiencies and poor environmental performance. Pre-departure delays at

regional airports regularly exceed 10 minutes per flight during the busy morning period.

For example, 2015 airline data from Manchester, Birmingham, Luton, Glasgow and

Edinburgh suggests c.43% of flights experienced pre departures delays of between 6

and 15 minutes or longer. Approximately 10% of flights experienced pre departure

delays of 30 minutes to an hour or longer. 5

10. A poor first wave often has significant knock on effects throughout the day in the form of

rotational delays that can reduce the airlines on time performance (OTP). Airlines are

strongly incentivised to maintain a high OTP by departing from the stand on time. This

creates pressure for flights to push back from the stand and hold elsewhere on the

airfield, potentially interrupting other flights that are already sequenced for departure and

generating further delays.

5 Flights with an Air Traffic Flow Management Delay, NMOC, 2015


11. A wider community of stakeholders also suffer from the lack of up to date flight

information upon which to base their decisions. Border control agencies, airport terminal

retail providers, taxi, rail and coach operators, members of the public meeting

passengers, freight companies and transport information providers would all benefit from

greater information sharing.

Airport Collaborative Decision Making Solutions

12. ACDM solutions are often considered as an option for airports to deliver more with their

existing assets. Over 30 airports across Europe are at various stages of implementing

ACDM. However, the full scope of ACDM solutions, their benefits and the approach to

implementation is unclear to many airport stakeholders.

13. ACDM involves the introduction of new systems and processes to enable the creation,

refinement and exchange of information about:

the progress of each flight’s turnaround activities,

Up to date off blocks times for each flight, and

The optimal sequence of departures to maximise runway performance.

ACDM solutions also gather the latest estimated landing times for inbound flights to

improve the management of available stands and help ground handlers to decide how

best to focus their resources.

14. ACDM solutions have been shown to generate benefits for a broad range of stakeholder

groups, especially passengers, airlines and air traffic controllers. However, the costs of

developing, implementing and maintaining ACDM solutions, fall almost exclusively to the

airport operators. The misalignment between the costs and benefits of ACDM solutions

has deterred investment and led to missed opportunities to increase the capacity,

efficiency and resilience of airports and the wider air transport network.

Concept of Operations for a Core ACDM Solution

15. The ACDM concept was developed by EUROCONTROL to improve airport and network

efficiency. It has been used to describe a broad range of processes, systems and

working practices – some of which are unique to the requirements of each airport and

some of which are core to all ACDM airports. This Concept of Operations (CONOPs)

document focuses on the core functions that are required at all ACDM airports in order to

generate the majority of airport and network improvements.

16. The CONOPs provides an opportunity to define an ACDM solution tailored for regional

airports that concentrates on minimising the direct costs, generating operational savings

and increasing airport revenue – supporting the airport business case for

implementation. For example, typical ACDM related system implementation and

maintenance costs may be reduced by the development of a cloud based solution that

enables economies of scale by providing a common platform to multiple airports.


Revenue at regional airports may be increased through the creation of an additional

peak capacity slot enabled by punctuality improvements. Operational savings may be

generated by the increasing the availability of stands and gates, avoiding the need to

invest in additional infrastructure.

Structure of the CONOPs

17. Table 2 sets out the structure of the CONOPs document.

# Section Description

1. Core ACDM Functions Describes the core functions required of an ACDM solution tailored for regional airports.

2. Solution Requirements Considers the main requirements, inputs and outputs of a core ACDM solution tailored for regional airports.

3. Network Connectivity Options

Considers the options for connectivity between an airport’s core ACDM solution and NMOC.

4 Performance Baseline, Operational Improvements and Benefits assessment

Provides an illustration of the current performance of inbound, turnaround and outbound traffic flows at typical regional airports; and

Describes the improvements expected across airport and network operations from the introduction of ACDM, along with an assessment of the estimated economic benefits.

5. Implementation Approach, Procedures and Working Practices

Considers the approach to implementation and the changes in operating procedures and working practices required from key stakeholder groups to integrate ACDM successfully into their operations.

Table 2: Structure of the CONOPs for a Core ACDM Solution


2. Core ACDM Functions

18. Based on the feedback provided by the regional airports engaged in the development of

this CONOPs, the core functions of an ACDM solution have been group into three areas:

Information Sharing

Pre-Departure Sequencing

Departure Planning Information Sharing with NMOC

Each functional area is described in greater detail in the sections below.

Core Function #1: Information Sharing

19. The first functional area of a core ACDM solution concentrates on improving the quality

and consistency of the information shared with operational stakeholders to support key

airside processes. The regional airports engaged in development of this CONOPs

consider information sharing to be the most important function of an ACDM solution

because it creates a foundation for greater situational awareness across the operation,

from which stakeholders can take steps to optimise their own performance. Table 3

summarises out the key airside processes that the ACDM information sharing function

aims to support.

Processes Sub-processes

Inbound processes Aircraft approach (descent, arrival sequencing,

approach and landing)

Taxi to stand

Arrival on stand

Turnaround processes Ramp services (towing, stairs/air-bridge, baggage/air-

cargo, fuel, ground power, water and drainage etc.)

Passenger on-boarding

Catering

Outbound processes Departure planning

Push back

Taxi to runway

Take off

Table 3: Key airside processes and sub-processes that ACDM information sharing function aims to support


Core ACDM Web-Portal

20. In today’s operation, information about the key airside processes is typically sourced

from multiple different systems leading to gaps and inefficiencies. ACDM solutions

provide a platform to collate data from existing airport and ATC systems and present it to

operational stakeholders in a format that helps them to make more informed decisions. It

is envisaged that stakeholders will access information about the key airside processes

through an ACDM web portal. It is then incumbent on the stakeholders themselves to

update their plans, resourcing decisions and working practices to make best use of the

information and optimise performance accordingly.

The Milestone Approach

21. To ensure a level of consistency across the European airports that are adopting an

ACDM information sharing function, EUROCONTROL have established a common

milestone process that corresponds to significant events across each of the airside

processes. The successful completion of each milestone triggers operational decisions

for stakeholders concerned with future events in the process. Some milestones are only

shared with operational stakeholders on the airfield (via the ACDM web portal) others are

shared with NMOC, destination airports and the wider air transport network.

22. Table 4 sets out the sixteen most common information sharing milestones that are

considered core to the ACDM solution outlined in this CONOPs. Milestones 1 to 7 in

table 3 relate to inbound processes, 8 to 13 relate to turnaround processes and 14 to 16

to outbound processes.

# ACDM Milestone Airside Process Description

1. ATC Flight Plan Activation

Inbound 3 hours prior to EOBT, ICAO FPL submitted to ATC.

2. EOBT – 2hr Inbound Estimated Off Blocks Time provided by inbound aircraft c. 2 hours prior to departure from the origin (outstation) airport.

3. Estimated Time of Arrival

Inbound Estimated Time of Arrival provided by Flight Update Messages. (ETA)

4. Local Radar Update

Inbound Inbound Flight enters the FIR or local radar area of interest of the destination Airport.

5. Final Approach Inbound Inbound Flight establishes on Final Approach and is given permission to Land.

6. Landing Inbound Inbound Flight lands, exits the runway and is passed its stand number if not already received by ACARS. (ALDT or ATC ATA)

7. In Block Inbound Estimated and Actual In Blocks Time messages.


8. Ground Handling Starts

Turnaround Commencement of Ground Handling Operations, pertinent to the first rotation or long term parked aircraft.

9. TOBT Update Prior to TSAT

Turnaround The time at which the Aircraft Operator or Ground Handling Agent provides their most accurate TOBT.

10. TSAT Issue Turnaround The time ATC issues the Target Start Up Approval Time.

11. Boarding Starts Turnaround The departure gate is open for the aircraft to physically start to board passengers.

12. Aircraft Ready Turnaround When the aircraft is fully boarded, doors are closed, air bridge removed, push back vehicle connected and ready for ATC Taxi instructions.

13. Start-up Request Turnaround The time at which start up is requested.

14. Start-up Approved

Outbound The time at which an aircraft receives its start-up approval.

15. Off-Blocks Outbound The time the aircraft pushes back/vacates the parking position. (AOBT)

16. Take Off Outbound The time at which the aircraft is wheels up from the runway. (ATOT)

Table 4: Core ACDM milestones across inbound, turnaround and outbound processes

23. The creation and refinement of the Target Off Blocks Time (TOBT - milestone 9) is

considered the lynchpin of the ACDM information sharing function. In a non-ACDM

operation, the information supporting airside processes is drawn from a static data set,

consisting of the Flight Plan (milestone 1) and the Estimated Off Blocks Time (EOBT -

milestone 2). This information is typically made available to stakeholders 2 to 3 hours

prior to take off and is not updated thereafter to reflect any actual changes to the flight’s

departure plans.

24. The TOBT is an updated prediction of the EOBT that takes into account a wide range of

potential terminal, airside and network constraints that might have caused the actual

departure plan for a flight to change in the 2 to 3 hours before take-off. The TOBT

prediction is typically made by the aircraft operator or their ground handling agent.

Information provided on completion of the inbound process milestones (1-7) is used to

refine and improve the TOBT. The prediction may be updated several times according to

the dynamics of the operation to ensure it remains as accurate as possible.

25. Airport stakeholders working with an ACDM solution use the up to date information

provided by each flights TOBT prediction (and the supporting inbound process

milestones) to plan their activities with greater accuracy. For example, an inbound flight

that has experienced delays, highlighted during the completion of milestones 3 to 7, will


usually have knock-on effects during the turnaround and outbound phases. The aircraft

operator will update the TOBT with a more accurate off blocks prediction based on the

size of the inbound delays and other operational stakeholders may need to react

accordingly by changing stands and gates, reallocating ground handling resources or

rescheduling connecting flights.

Information Sharing for Terminal Side Processes

26. ACDM solutions typically concentrate on information sharing functions to support key

airside processes. Feedback from the airports that contributed to the development of the

CONOPs highlighted the importance of considering terminal side operations within the

core ACDM solution to improve the end to end passenger journey. The outbound airside

processes described above are preceded by passenger departure processes, including

check in and bag drop, security and transit from lounge to gate. Similarly, the inbound

airside processes are followed by terminal-side passenger arrivals processes that

include arrival at gate, border control, baggage reclaim and customs. The terminal side

passenger arrival and departure processes are also linked to airport surface access

processes and the integration between aviation and other transport modes.

27. The inclusion of terminal side passenger processes within the information sharing

function of ACDM is considered an important potential development to the core solution,

strengthening the overall airport business case for implementation.

Core Function #2: Pre-Departure Sequencing

28. The second functional area of a core ACDM solution is the provision of a Pre-Departure

Sequencing capability to optimise the flow of outbound traffic. Non-ACDM regional

airports typically operate with a standard, fixed taxi time between the runway and the

stands. Actual taxi times at many airports vary significantly depending on the position of

the stands and taxiways, the landing direction and runway in use (for multiple runway

operations), the aircraft type and taxi routeing.

29. The airports engaged in the development of the CONOPs suggested that a core ACDM

solution should include the introduction of variable taxi time calculations, based on

historic data about actual ground movements in different operational conditions. Variable

taxi times enable the ACDM solution to calculate a Target Take Off Times (TTOT) for

each departing flight with greater accuracy and dynamism – by combining the latest

TOBT prediction with the appropriate variable taxi time assessment.

30. The additional precision and detail used to produce accurate TTOT estimates, in turn

enables the introduction of Target Start-up Approval Times (TSATs). In an ACDM

operation the TSAT is the specific time that each aircraft can expect to receive a Start-up

Approval from ATC, incorporating as much operational information as possible to

optimise the sequence of outbound traffic. The information incorporated into each TSAT

sequencing calculation requires a dedicated software support tool (sometimes referred to

as a TSAT Generator or Pre-Departure Sequencing Tool).


31. TOBT predictions and variable taxi times are automatically input into the TSAT support

tool and combined with a range of potential operational constraints that affect the

airport’s overall departure sequence, including:

Stand, taxiway and runway configurations

Runway and NMOC slot information

Aircraft type and wake vortex information

Standard Instrument Departure route

Runway capacity, queueing at the holding points and airspace flow management

regulations (such as mandatory departure intervals)

32. The operational constraints are assessed and extrapolated by the support tool’s

algorithms to determine an optimised sequence of TTOTs and associated TSATs for all

outbound flights. The Pre-Departure Sequencing process is continually refined on a

rolling basis to maintain optimal use of the airfield and runway, cognisant of the

performance of the wider air transport network.

Core Function #3: Departure Planning Information Sharing with NMOC

33. Airport integration with NMOC to share more precise and detailed information about

airside processes and an optimised departure sequence is the third function of a core

ACDM solution.

34. The exchange of Departure Planning Information (DPI) messages is the standard

approach established by NMOC to integrate data from airports about their outbound

traffic flows. DPI messages provide NMOC with accurate updates of each flights TOBT,

TTOT (with sequenced TSAT if available), aircraft type and SID (to calculate ATC sector

demand). In return NMOC provides ACDM airports with Flight Update Messages (FUM)

that include accurate estimated landing times for inbound traffic, which are input

automatically into the Information Sharing and Pre-Departure Sequencing functions.

35. The purpose of DPI provision is to provide NMOC and other aviation stakeholders

outside the airport operation (e.g. En-route ATC, Destination Airports and Airline

Operations Centres) with information about the status of all outbound traffic in the pre-

departure phase through a simple message that can be automatically processed. DPI

messages from multiple ACDM airports are collated by NMOC to develop a common

picture of the demands on the wider air transport network. NMOC and other operational

stakeholders can use this picture to make decisions regarding their own processes with

greater knowledge of the short term traffic situation and the likely impact of their actions

on wider network performance.

36. Table 5 sets out the five types of standard DPI message that should be provided by a

core ACDM solution, offering a progressively more accurate update of the status of

outbound flights:


# DPI Message Description

1. Early DPI (E-DPI) Sent to reflect activation of the flight plan.

2. Target DPI – Target (T-DPI-t) Sent every time the TOBT prediction is updated.

3. Target DPI – Sequenced (T-DPI-s) Sent once the aircraft is sequenced for departure (TSAT generated).

4. ATC DPI (A-DPI) Sent once the aircraft has pushed back.

5. Cancel DPI (C-DPI) Sent if a flight process has been suspended.

Table 5: Standard DPI messages that should be included in the core ACDM Solution

37. The accuracy and timeliness of DPI messages provided by the airport community to

NMOC is a key driver to improve the overall efficiency of the air transport network.

ACDM Stakeholder Groups (operational and non-operational)

38. Table 6 sets out the operational stakeholder groups that are expected to interact with the

core ACDM solution.

# Group Stakeholders

1. Air Traffic Management / Control

Local Airport Air Traffic Controller, Supervisor and Support Staff

Approach Controller (Local or Remote)

En-route or TMA Controller and Supervisor

Network Management Operations Centre

2. Airport Operations

Airport Operations Team

Apron Control & Stand Allocation

Flight Despatcher

Airport Fire Service

Gate Staff

Cargo

Fuel Handlers

Baggage Handlers

Airport Security

Airport Customer Services

Airport Management & Billing


3. Airline Operations

Flight Crew

Aircraft/Ground Handlers and Agents

Airline Operations

Airline Maintenance

Table 6: Operational stakeholders expected to interact with the core ACDM solution

39. Table 7 sets out the non-operational stakeholder groups that may interact with the core

ACDM solution or become the focus of further solution developments to extend the use

of ACDM information sharing beyond the airside operation and strengthen the local

airport business case for implementation.

# Group Stakeholder

1. National Authorities

Police (British Transport and Local Constabulary)

Border Force, Customs and Excise

2. Supply chain stakeholders

Aircraft and Engine Manufacturers

Third party companies (e.g. DHL, FEDEX)

3. Terminal-side commerce

Terminal-side retail providers

Terminal-side transport providers (taxi, rail, coach)

Table 7: Non-operational stakeholders that may interact with the core ACDM solution

DRAFT

Concept of operations for a core ACDM solution, version 1.0, June 2016 18

ACDM Functions and Stakeholders

40. Table 8 provides a summary of the main stakeholder interactions with the core ACDM solution linked to each function.


3. Solution requirements

41. This section of the CONOPs considers the main requirements, inputs and outputs of a

core ACDM solution tailored for regional airports. The purpose of this section is to

specify the main prerequisites, conditions and constraints that will inform further

development and implementation of a core ACDM solution. The section also establishes

initial security, training, capacity and system architecture requirements. This section is

intended to be explanatory. Some technical information has been included to support the

requirements description and should be treated as illustrative rather than part of a

comprehensive design.

General Solution Overview

42. The core ACDM solution is based around a set of rules and procedures about the

exchange of aeronautical data linked to the process milestones in table 4, between the

air traffic control, airport, airline, network and third party stakeholders outlined in table 6.

43. This CONOPs envisages a solution where by the required processes, algorithms and

databases are hosted on an ACDM server which is accessed by stakeholders via a

browser based web application.

44. The solution should be accessible from multiple devices (e.g. tablets, mobile phones,

personal computers and dedicated hardware). The level of access provided to ACDM

solution information and functionality will be dependent on the nature of the stakeholder’s

requirement to interact with the ACDM milestone process or view subsets of data, as

outlined in table 8.

45. Table 9 sets out the specific major solution capabilities (MSC) of the core ACDM solution

in terms of availability, environment(s), device accessibility and technical capability.

# Description

MSC_001 The solution shall be simple, flexible and user friendly.

MSC_002 The solution shall have a system lifespan of 15 years from the start of operations.

MSC_003 The solution shall be available 24 hours per day.

MSC_004 The solution be presented identically at each Regional Airport.

MSC_005 The solution shall be accessed by a Username and Password type login.

MSC_006 The solution shall be able to be logged into without delay by any user via their choice of access medium.

MSC_007 The solution shall have an architecture that will make it available to mobile and static users.

MSC_008 The solution shall have the necessary service support from the manufacturer with a designated Support Desk.


MSC_009 The solution shall have a user interface that allows quick and easy viewing and input of information taking into consideration heavy ATC and Aerodrome workload scenarios.

MSC_010 The solution update automatically in real time from information received via the AFS and Human input without Human intervention.

MSC_011 The solution shall store, retrieve, operate, submit, display and receive Aeronautical messages including system generated CDM, messages. (This is to include but not limited to DPI, CTOT, TOBT. TSAT, TTOT messages to relevant users.)

MSC_012 The solution shall generate and update a Pre-Departure Sequence.

MSC_013 The solution shall have an intra-system messaging capability.

MSC_014 The solution shall have 3 classes of intra-system messages:

Simple Text Message (Lowest priority)

Task Notification: assign, accept, submit, complete (Medium Priority)

Alert - FUM (Highest Priority)

MSC_015 The solution shall generate automatic CDM Alert messages based on event triggers as per the ACDM process milestones in table 3.

MSC_016 The solution shall be able to handle all DPI and FUM messages.

MSC_017 The solution shall clearly indicate the position of aircraft on the airfield and phase of flight, to include, push back, taxiing for a runway hold, return to stand, cleared for take-off, departed/taken off, on approach, landed.

MSC_018 The solution shall display all error, rejection, warning and update messages from NMOC to the relevant user without delay and with high importance.

MSC_019 The solution shall have a username nomenclature based on either specific personnel or job function as required by the customer.

MSC_020 The solution shall have a supplier support desk available 24 hours per day 365 days per year.

MSC_021 The solution shall be able to perform all the processes contained within the Eurocontrol ACDM Implementation Manual, reference 56.

Table 9: Major Solution Capabilities

46. Table 10 sets out the major solution prerequisites (MSP) of the core ACDM solution in

terms of assumptions, constraints and conditions. These conditions may limit the options

available to the solution developer and shape the approach to implementation,

programme and change management.

6 Airport CDM Implementation Manual, version 4, April 2012


# Description

MSP_001 The solution shall be able to handle ICAO 4444 Format for Aeronautical Data.

MSP_002 The solution shall be able to handle ADEXP Format for Aeronautical Data.

MSP_003 The solution shall have the ability to store, query, retrieve and export (in a simple format) the message data for the lifetime of the system.

MSP_004 The solution shall be compliant with System Wide Information Management (SWIM) and service oriented architecture.

MSP_005 The solution shall have its hardware specification and configuration, where necessary, defined and clearly documented.

MSP_006 The solution shall be designed using current IT products and best practise.

MSP_007 The solution shall not present any unacceptable physical, commercial or operational risk to the stakeholder groups using it.

Table 10: Major solution prerequisites

Integration of a Standalone ACDM Platform and System Interfaces

47. The requirements for a core ACDM solution described in this CONOPs concentrates on

the integration of a standalone ACDM platform with existing airport and ATC systems.

48. Many larger regional airports are well placed to implement a core ACDM solution using a

standalone platform because most of the enabling systems and business processes are

already in use. Feedback from the large regional airports community suggests that some

of the data already collected by existing systems is directly relevant to the core ACDM

functions outlined above. The airports also expect that data from existing systems may

be used to accurately extrapolate additional information relevant to the ACDM process

milestones that are not already collected directly.

49. It is envisaged that a standalone ACDM platform would extract process information

about airport and flight operations from a range of existing systems, combine and

evaluate it, then share the updated information back to the key stakeholder groups

required to make interventions.

50. The airports that contributed to the development of the CONOPs highlighted the merits

of deploying a standalone ACDM platform, mainly because it reduces the exposure of

existing critical systems like the AODB and EFPS to the risks of corruption as new

software is introduced. Existing systems can continue to follow their specific roadmaps

for upgrade or replacement without the need to manage dependencies on the new

ACDM solution. It is also envisaged that additional non-core functions relevant to a

broader mix of airport stakeholders, can be added to the standalone ACDM platform

more easily in due course.


51. Table 11 describes the existing systems that may be integrated with the standalone

ACDM platform:

System Description

The Airport Operations Database (AODB)

The AODB drives the airport’s billing. It is also typically used for stand planning and the management of Ground Handlers. Stand information is fed directly to the EFPS. Schedules are downloaded overnight from Airports Coordination Limited (ACL) for the next day’s operation.

Electronic Flight Progress Strip (EFPS) systems

EFPS systems are used to manage aircraft ground movements, including push back, taxi and take off clearances. Flight plan information is received from the AFTN. The AODB provides stand information to EFPS.

Ground Handling Systems Ground handlers often manually input and update information in the AODB regarding aircraft on and off blocks times.

Flight Update Messages (FUM)

FUM messages are received from the en-route ANSP but often don’t provide all the information needed by the airport operators regarding the status of arriving flights.

Air Traffic Monitoring (ATM) system

The ATM typically provides ATC with a full picture of the ground and airborne traffic, fed by the PSR, SSR and SMR.

Secondary Surveillance Radar (SSR)

The SSR uses aircraft transponder information to provide positional information in support of the primary radar, surface movement radar and noise and track keeping systems.

Surface Movement Radar

(SMR)

The SMR supports the management of aircraft and vehicle movements on the airfield, supplementing the visual observations of ATC. At some regional airports the SMR may also be integrated with an Advanced Surface Movement Guidance and Control System (A-SMGCS) that provides routeing and guidance information as well as surveillance.

Passenger Processing Systems

Many passenger processing activities are coordinated by automated systems at large regional airports, including check in desk, bag drop and barcode security scanning functions.


Human Recognition Systems

Some larger regional airport may have passenger flow management systems to measure queue lengths and waiting times and ensure staff are allocated accordingly.

Noise and Track Keeping Systems (NTK)

Airport NTK systems typically extract information from the SSR regarding aircraft identification and position and combine it with acoustic information from noise monitors.

Table 11: Key system interfaces with the core ACDM solution

52. Feedback from the large airports community suggests that although there is typically

some level of integration between the AODB and EFPS, the level of information sharing

across the other existing systems is typically limited. There is usually no single source of

information regarding the status of airport, or wider network operations and valuable data

often goes unshared. Stakeholders often have to input information manually or spend

time searching multiple systems for the required information, increasing the potential for

errors.

53. The lack of integration also means that information in different systems is not

automatically validated. Discrepancies must be identified and resolved through manual

cross checks that create inefficiencies and, where not resolved, can lead to delays. The

information sharing function of a core ACDM solution aims to reduce the inefficiencies

associated with multiple disparate systems, strengthening the local airport business case

for implementation.

54. Table 12 outlines the specific system interface requirements of the solution.

# Description

SI_001 The solution shall have at least one Aeronautical Data connection (via either the AFTN or web services) in order to submit, receive, handle, route and display DPI messages, receive Flight Update Messages, flight plan information, meteorological information and any other aeronautical data that the ACDM system may require.

SI_002 The solution shall generate a real time data stream, consisting of aeronautical and system messages which shall be accessible by authorised third party systems.

SI_003 The solution shall be designed with the capability to interfaces, for aeronautical and business use, with other airport/ATC systems.

SI_004 The solution shall be designed for an admin user to simply disable interfaces to third party systems.

SI_005 The solution shall be designed with the capability to have an email or SMS interface.

Table 12: System Interface Requirements


ACDM Information Inputs

55. Much of the information inputs required for the core ACDM functions can be drawn from

the airports’ existing AODB and EFPS systems, including schedule, stand, flight plan and

traffic movement data. Table 13 summarises the kind of ACDM information inputs that it

should be possible to extract or extrapolate from the existing systems set out in table 11.

# ACDM Information Inputs

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

26.

Flight Created

Flight Suspended

Flight De-suspended

Estimated Taxi-in Time

Actual Taxi-in Time

Estimated in Blocks Time

Estimated Off Blocks Time

Minimum Typical Turnaround Time

Target Off Blocks Time Updated

Target Off Blocks Time Confirmed

Estimated Take Off Time Updated

Target Take Off Time Updated

Target Start-up Approval Time Requested

Target Start-up Approval Time Issued

Target Start-up Approval Time Updated

Estimated Runway Updated

Estimated Stand Updated

De-icing Requested

Estimated De-icing Commencement Time

Actual De-icing Commencement Time

Estimated De-icing Time

Actual De-icing Time

Estimated Taxi Out Time

Actual Taxi Out Time

Estimated Take-off Time

Actual Take-off Time

Table 13: ACDM related information inputs extrapolated from existing systems

56. Inevitably some additional information will be required to support the core ACDM

solution, for example the integration of the TSAT generator and Flight Update Messages.


In addition, the business processes that the existing systems support will need to be

updated and optimised for ACDM.

Pre-Departure Sequencing Requirements

57. The solution will generate a Pre-Departure Sequence by combining an appropriate

algorithm(s) with the information inputs set out in table 13.

58. The solution will react in real time to aeronautical information received and update the

Pre-Departure Sequence accordingly.

User Access and Grouping (UAG) Requirements

59. Users will be able to simply access their required part of the solution without the need for

specialist IT equipment.

60. The solution will be made available to static and mobile users that would require access

via various platforms and mobile devices to include, but not limited to, Windows and Mac

Personal Computers or Laptops, Tablets operating IOS, Android or Windows OS and

Mobile Phones operating IOS, Android or Windows OS. Common ‘commercial off the

shelf’ hardware will be the normal method of access.

61. The solution will be designed with the ability to be integrated into existing Operations

Rooms without the need to purchase and install further hardware.

62. Users will be combined into stakeholder groups according to the nature of their

interaction with the solution (as outlined in table 8).

63. The functionality of User set up and User group set up will be managed by the Airport

ACDM Solution Administrator.

64. The solution will have the functionality to relay ACDM messages and alerts to Users or

User groups when the appropriate triggers occur and/or process milestones are met.

65. Table 14 sets out the specific user profile requirements of the core ACDM solution.

# Description

UAG_001 The solution shall have multiple user profiles.

UAG_002 The solution user profiles shall be configurable according to user task or

function.

UAG_003 The solution user profiles shall to be configured to access multiple tasks or

functions as according to user task or function.

UAG_004 The solution user profiles shall include all functions as described in the

ACDM Implementation Manual, reference 5.

UAG_005 The solution user profiles shall be accessed across multiple web platforms.

UAG_006 The solution shall be able to group users by function or task.


UAG_007 The solution shall be able to handle multiple user profiles, minimum of 60 per

regional airport.

Table 14: User profile and grouping requirements

Safety and Security Requirements (SSR)

66. The solution will form part of a secure system from a physical and cyber perspective.

67. The solution shall be protected from security threats to a sufficient level, in line with

cross-industry standards for internet facing, operational and safety critical systems.

68. Should multiple airports be hosted on a server cluster, each airport’s information and

connectivity arrangements shall be securely partitioned from the others.

69. Table 15 sets out the high level safety and security requirements linked to the core

ACDM solution.

# Description

SSR_001 The solution shall have a documented technical design and operating procedures.

SSR_002 The solution shall be supported by sufficient Hazard Analysis to demonstrate that the introduction of the ACDM process does not increase any operational risk, or any increase in risk to the operation remains tolerably safe.

SSR_003 The solution shall be supported by sufficient Human Factors analysis to demonstrate that the introduction of the system does not increase any operational risk, or increased risk to the operation remains tolerably safe.

SSR_004 The solution supplier shall provide sufficient documentation and information to airport authorities in order for them to comply with their regulation and licencing requirements.

SSR_005 The solution shall be designed with industry standard cyber security protection.

SSR_006 The solution shall prevent unauthorised access to the system and the systems it interacts with.

SSR_007 The solution shall have a documented cyber security Penetration Test performed by an appropriate organisation, (a member of CREST or similar).

Table 15: Safety and security requirements

Training Requirements (TR)

70. Table 16 sets out the high-level training requirements linked to the core ACDM solution.

# Description

TR_001 The supplier of the solution shall provide a system manual.

TR_002 The supplier of the solution shall provide sufficient training to Master Users.


TR_003 Master Users, of the solution shall be responsible for unit training, unit documentation, system outages, system problems and change requests at their Airport.

TR_004 The supplier of the solution shall provide sufficient training material to support the Site Master User training.

TR_005 The supplier of the solution shall deliver Site Master User Training prior to User Acceptance Testing at each Airport.

TR_006 The supplier of the solution shall make available a non-operational sand pit area for Airports to conduct their training and familiarisation.

TR_007 The solution supplier shall assist the airport in designing and implementing local ACDM procedures.

Table 16: Training requirements

Solution Capacity Requirements (SCR)

71. This section outlines the initial capacity requirements for the solution (e.g. transaction

frequency, latency, storage and memory). A capacity estimate has been established

based on current airport system data volumes, planned numbers of users, and the

expected frequency of ACDM interactions.

# Description

SCR_001 The solution shall have sufficient hardware capacity to support a redundant 24-hour operation at 10 regional airports with max 60 users per airport.

SCR_002 The solution shall have sufficient network capacity and access to support a redundant 24-hour operation at 10 Regional Airports with max 60 users per airport.

SCR_003 The solution shall be able to handle efficiently circa 75 messages per aircraft turnaround.

SCR_004 The solution shall be able to handle efficiently circa 300 aircraft turnarounds per 24-hour period.

SCR_005 The solution shall be able to handle efficiently a peak number of 3500 messages, at each airport in a 60-minute period.

SCR_006 The solution shall be able to store 12 months of system data retrievable via the system interface.

SCR_007 The solution shall be able to archive all system data for the lifetime of the system retrievable on request to the support desk within 48 hours.

Table 17: Solution capacity requirements


4. Network Connectivity Options

72. This section outlines four potential options for connecting the airports’ core ACDM solution with NMOC to fulfil the DPI provision function.

Each option is accompanied by a high level schematic that illustrates the system architecture and a brief consideration of the relative

advantages and disadvantages.

Option 1: Remote ACDM Server with NMOC Connection via dedicated AFTN

73. This option describes the solution connectivity as having a remote ACDM server cluster, performing all ACDM functions for multiple airports,

which is connected to NMOC by a dedicated AFTN connection via the UK AFTN Node. ACDM functionality will be presented to

stakeholders as a web-based application or collection of applications which will be logged into securely.

74. The advantages of this system and network architecture option are:

Scalable access to meet a growing number of users.

There is only one set of software, hardware and network testing and Integration to perform.

The AFTN connectivity method is proven, reliable and available now (Dual geographically diverse AFTN connections should be

considered for redundancy).

75. The disadvantages of this system and network architecture option are:

The use of only one set of servers and one method of connection, creates the potential for entire service vulnerability due to server loss.

(Mitigation may be put in place to operate a failover server cluster and more than one gateway to a cloud based redundant system).

Many airports’ data hosted on one set of servers may create commercial sensitivities.

Loss of connectivity to the AFTN. A dual connection may be employed to mitigate this disadvantage. Many airports operate on one

AFTN connection. AFTN telecommunications loss on modern equipment is rare.

76. A single server and AFTN connection is expected to make this option relatively cost effective.


Option 2: Local ACDM servers installed at each airport with AFTN connection to NMOC

77. This option describes the solution connectivity as each airport having an ACDM server or server cluster, performing all ACDM functions for

that airport, which is then connected to NMOC via a dedicated AFTN connection via the UK AFTN Node, CACC NATS. ACDM functionality

will be presented to stakeholders as web-based applications that will be logged into securely.



Local hardware and independent connection to the AFTN produces a more resilient system and service.


Higher cost due to more hardware to purchase, install, test and integrate.

Further costs as each server will require a dedicated AFTN connection, which includes further equipment and installation, maintenance

and support.

80. The requirement for multiple servers and B2B connections is expected to make this option relatively expensive.


Option 3: Local ACDM servers installed at each Airfield with B2B connection to NMOC

81. This option describes the solution connectivity as each airport having an ACDM server or server cluster, performing all ACDM functions for

that airport, which is then connected to NMOC via the Eurocontrol Business to Business (B2B) web services.


Local hardware and independent connection to B2B services produces a more resilient solution and service.


Higher cost due to more hardware to purchase, install, test and integrate and multiple servers.

Further costs as each server will require separate B2B service configuration, maintenance and support.


Option 4: Remote ACDM Server with NMOC connection via Eurocontrol B2B services

84. This option describes the system connectivity as having a remote ACDM server cluster, performing all ACDM functions for multiple airports,

which will be connected to NMOC via the Eurocontrol B2B services. The advantages of this system and network architecture option are:

Scalable access to meet a growing number of users and there is only one set of software, hardware and network testing to perform.


Many airports’ data hosted on one set of servers may create commercial sensitivities and the B2B web service is not proven at this time.

More than 1 B2B connection/service should be considered for redundancy.

86. A single server and B2B connection is expected to make option 4 the most cost effective of the options considered, although there may be

additional overheads linked to development and testing.


5. Performance Baseline, Operational Improvements & Benefits

87. This section provides an assessment of the potential economic benefits associated with

the deployment of a core ACDM solution at multiple regional airports. Standard

economic appraisal methods developed by Eurocontrol, the DfT and CAA have been

used to complete the assessment.7 It is acknowledged that the full extent of the

operational improvements delivered by ACDM at regional airports are not known at this

stage. All reasonable steps have been taken to quantify the potential economic benefits,

but they remain hypothetical estimates in approximate terms.

88. The assumptions used to inform the assessment of potential benefits intend to provide a

clear line of sight back to the operational improvements that drive them. The benefits

estimates are extrapolated out to 2030 and calculated as a net present value (NPV) in

constant 2016 prices. Further work is needed to test the assumptions and gather

evidence to demonstrate their validity and accuracy as the solution outlined in this

CONOPs progresses towards implementation.

Airport Performance Baseline

89. This section provides an illustration of the current performance of inbound, turnaround

and outbound traffic flows at typical regional airports. Performance data from 2014 and

2015 for five airports has been used to examine key parts of the end to end journey that

the core ACDM solution is expected to improve. The airports assessed to create a

performance baseline are considered broadly representative of the large regional airport

community across Europe. Table 18 sets out the airports included in the baseline, along

with the total numbers of passengers and air transport movements managed by each.

Airport 2014 Pax (m) 2015 Pax (m) 2014 ATMs (k) 2015 ATMs (k)

Birmingham 9.7 10.1 89.5 90.0

Manchester 21.9 23.0 16.3 16.5

Luton 10.5 12.2 79.7 92.0

Glasgow 7.7 8.7 77.4 83.3

Edinburgh 10.2 11.1 103.4 109.5

Total 60.0m 65.1m 366.3k 391.3k

Table 18: Airport performance baseline, passenger numbers and air transport movements (2014 and 2015)

90. ATMs and passenger numbers are expected to grow at an annualised growth rate of

c.2.5% between 2016 and 2030. The average estimated number of passengers per

7 Standard Inputs for EUROCONTROL Cost Benefit Analysis, Edition 7, Nov-15; DfT Transport Analysis Guidance (WebTAG), Nov-14; and UK Future Airspace Strategy Deployment Plan, Dec-12.


movement is approximately 170. This assumption is obtained by dividing the number of

passengers by the number of ATMs (excluding cargo; approximately 3.5% of all flights).

91. To illustrate the performance of inbound, turnaround and outbound traffic flows, the

baseline examines four key measures of delay for each airport: 8

Arrival Sequencing and Metering Area (ASMA) Delays;

Airport Arrival AFTM Delay;

Pre-Departure Delays; and

Taxi Out Delays.

Arrival Sequencing and Metering Area (ASMA) Delays

92. The Arrival Sequencing and Metering Area (ASMA) is defined as the volume of a 40NM

virtual cylinder around each airport. The actual time spent by a flight between its entry in

the ASMA (i.e. entry time at 40NM upstream) and the actual landing time is denoted as

the ASMA transit time. An unimpeded ASMA transit time is determined for each group of

flights with the same parameters (i.e. aircraft class, ASMA entry sector, arrival runway)

and represents the transit time in non-congested conditions. The additional ASMA time is

the difference between the actual ASMA transit time and the unimpeded ASMA time.

Additional ASMA time provides an indication of airborne delays to inbound traffic flows

caused by delays in the air and on the ground that the core ACDM solution aims to

mitigate. To provide an appropriate comparison the additional ASMA time is averaged

across all inbound flights, including those that experienced zero delay.

Average ASMA Unimpeded

Time (mins per flight) Average ASMA Additional Time

(mins per flight)

Birmingham 2014 13.50 0.63

2015 12.77 0.33

Manchester 2014 13.53 1.56

2015 13.52 1.87

Luton 2014 No Data Available No Data Available

2015 14.57 0.99

Glasgow 2014 No Data Available No Data Available

2015 13.41 0.37

Edinburgh 2014 13.03 0.71

2015 13.18 0.90

Table 19: Average additional ASMA time (2014 and 2015)

8 Source: Performance Review Unit, Eurocontrol


93. On average across all inbound flights, aircraft experience c.1 minute of airborne delay on

approach to the UK regional airports included in the performance baseline. There were

391,300 ATMs across the five airports included in the baseline during 2015. Half of the

ATMs (195,650) are inbound flights, generating c.1 minute of airborne delay each, or

195,650 delay minutes in total during 2015.

Airport Arrival AFTM Delay

94. Airport Arrival Air Traffic Flow Management (AFTM) Delay provides an indication of

delays on the ground due to capacity constraints. When traffic demand is anticipated to

exceed the available capacity in en-route sectors or at destination airports, ATC units

may request an ATFM regulation. Aircraft expected to arrive during a period of

congestion are given ATFM delay at their departure airport, under the authority of

NMOC, in order to regulate the flow of traffic into the constrained downstream en-route

sector or airport.

95. The resulting ATFM delays are calculated as the difference between the estimated take-

off time calculated from the filed flight plan including updates and the calculated take-off

time allocated by NMOC.

Total inbound flights Total ATFM delay (mins)

Birmingham 2014 47,909 1,356

2015 49,027 29

Manchester 2014 85,207 6,369

2015 86,510 21,805

Luton 2014 51,758 2,779

2015 57,970 16,365

Glasgow 2014 39,795 0

2015 43,135 767

Edinburgh 2014 53,867 341

2015 56,679 27

Table 20: Airport Arrival ATFM Delays (2014 and 2015)

96. Airport Arrival AFTM Delays vary significantly across the airports included in the performance baseline. There was a total of c.39,000 minutes of AFTM delays experienced by aircraft on the ground at the five airports during 2015. Further analysis shows that the majority of the most severe delays are caused by bad weather. The core ACDM solution aims to help airports to better manage the impact of ATFM delays by sharing operational data, optimising the Pre-Departure Sequence and providing real time DPI to NMOC – mitigating disruption and strengthening the airports’ resilience to unexpected events such as bad weather.


Pre-Departure Delay

97. Pre-departure delays measure the additional time that aircraft are held at the stand to

avoid queuing at the departure runway. Table 21 shows the average seconds of pre-

departure delay across all outbound flights reported as IATA Code 89 by the airlines.9

Average ATC Pre-Departure

Delay (Seconds)

Birmingham 2014 34

2015 40

Manchester 2014 40

2015 42

Luton 2014 10

2015 14

Glasgow 2014 12

2015 15

Edinburgh 2014 10

2015 14

Table 21: Airport Pre-Departure Delays (2014 and 2015)

98. On average all outbound flights from the airports included in the performance baseline

were delayed pre-departure for c.30 seconds in 2015 - a total of c.98,000 minutes over

the year. The Pre-Departure Sequencing function of a core ACDM solution aims to better

manage queueing on the airfield, reducing pre-departure delays.

Taxi Out Delay

99. The additional Taxi-out time measures the difference between the actual taxi-out time of

a flight and a statistically determined unimpeded taxi-out time.

Average Unimpeded Taxi-out Time (Minutes per flight)

Average Additional Taxi-out Time (Minutes per flight)

Birmingham 2014 8.78 1.61

2015 8.74 2.25

Manchester 2014 10.75 3.83

2015 10.74 3.83

9 IATA CODE 89 - restrictions at airport of departure with or without ATFM restrictions, including Air Traffic Services, start-up and pushback, airport and/or runway closed due to obstruction or weather, industrial action, staff shortage, political unrest, noise abatement, night curfew, special flights.


Luton 2014 9.02 3.33

2015 9.19 3.81

Glasgow 2014 9.59 1.75

2015 9.83 2.52

Edinburgh 2014 9.82 1.74

2015 9.84 1.64

Table 22: Airport Taxi Out Delays (2014 and 2015)

100. Taxi out delays are some of the most common forms of disruption impacting the

airports included in the baseline and one of the key drivers for airports to invest in

ACDM. On average across all outbound flights from the five airports in 2015, aircraft

experienced c.3 minutes of additional taxiing time – or a total of c.587,000 minutes.

The Pre-Departure Sequencing function of a core ACDM solution aims to better

manage queueing on the airfield, reducing taxi out delays.

Operational Improvements and Benefits

101. This section summarises the main areas of operational improvement linked with the

introduction of a core ACDM solution. Table 23 groups the expected operational

improvements into themes that are used to create a general assessment of the

potential economic benefits, referencing the performance features of the airports

included in the baseline above.

Theme Description Potential benefits (2016 – 2030 NPV)

Airfield Optimisation

Fewer ATFM regulations targeting ACDM airports and shorter taxi-out times.

c.£28.8m

Airspace Optimisation

Aircraft track mile savings from less unplanned tactical vectoring and airborne delays for inbound flights on arrival.

c.£4.7m

Network Resilience

Fewer flight cancellations and diversions from greater network resilience and a reduction in the impact of disruption on passengers.

c.£2.3m

Passenger Time Savings

Passenger time savings from shorter flights and fewer delays across inbound and outbound journeys.

c.£40.3m


Environmental Performance

Reductions in aviation CO2 emissions associated with the airfield and airspace optimisation improvements.

c.£1.2m

Growth due to greater journey reliability

Improvements in the reliability of the overall end to end journey, encouraging passengers to fly more often from ACDM enabled airports.

c.£11.4m

Total c.£88.7m

Table 23: Operational improvements description by theme and potential benefits (2016 – 2030 NPV)

Benefits Assumptions

102. Table 24 sets out the main assumptions used to estimate the potential economic

benefits of introducing a core ACDM solution at the airports included in the baseline,

linked to each of the operational improvement themes in table 23.

# Theme Benefit assumptions

1. Airfield Optimisation

1.1. The project has assumed that the core ACDM solution generates an estimated 20% reduction in the delay minutes associated with ATFM regulations at the airports included in the performance baseline, because better information about inbound and outbound traffic flows enables ATC, Airport Operations, Airline Operations and Ground Handlers to manage the regulations more effectively.

1.2. The project has assumed that the Pre-Departure Sequencing function of a core ACDM solution improves the efficiency of the departure sequence at each airport included in the performance baseline through better management of stands and ground movements, reducing taxi out delays across all outbound aircraft by an average of 20 seconds.

2. Airspace Optimisation

2.1. Better information about flights inbound to ACDM airports, generated by the core ACDM solution, enables Approach Controllers to improve their management of the aircraft on arrival. This is assumed by the project to reduce the level of unplanned tactical vectoring and airborne holding required to sequence 10% of the traffic for landing, generating an estimated average saving of 3 nautical miles (NM) and 30 seconds of time per flight (project assumption).

3. Network Resilience

3.1. The project has assumed that the introduction of a core ACDM solution at the airports included in the performance baseline increases the efficiency of network operations,


leading to a reduction in delays during the busy first wave of departures (06.00 to 09.00). Avoiding delays in the first wave minimises the impact of rotational delays that have knock on effects during the day. Rotational delays can lead to flight cancellations and diversions at the end of the day as crews exceed their working time limitations and airports begin to close (as part of their planning agreements to mitigate night noise). The benefits of reducing rotational delays are likely to be even greater when unplanned events occur that impact network performance, such as severe weather and runway closures. The project has assumed that the regular reduction in rotational delays, particularly on days that experience unplanned events, leads to the avoidance of 2 flight cancellation (due to flight crew working limitations) and 1 diversion (due to airport closure) per year at each airport. (project assumption).

4. Passenger 4.1. The project has assumed that the improvements in airfield and airspace optimisation associated with assumptions 1.1, 1.2 and 2.1 generate value for passengers by reducing the time spent travelling that might alternatively be spent working or at leisure.

5. Environmental Performance

5.1. It is assumed that the flight time and taxi time savings associated with assumptions 1.1, 1.2 and 2.1 generate savings in aviation CO2 emissions.

5.2. A metric tonne of aviation CO2 is costed at £31, based on the central value of carbon for the traded sector between 2016 and 2030, provided by the UK Department for Environment and Climate Change.10

6 Growth due to greater journey reliability

6.1. The project has assumed that the introduction of a core ACDM solution increases the reliability of end to end journeys from the airports included in the performance baseline, encouraging passengers to fly more often and improving the average yield of outbound flights by one additional passenger across 5% of all departures.

7 Discount rate for future benefits and net present value

7.1. The annual rate used by the project to discount future benefits is 8% per cent. This discount rate includes adjustments for a basic risk free time value of money and a risk premium, and is inflation free.

10 A brief guide to the carbon valuation methodology for UK policy appraisal, DECC, October 2011


7.2. The net present value of benefits is quoted in constant 2016 prices.

8 Fuel prices 8.1. A baseline fuel price of £252 (or $362) per metric tonne is used for this assessment and taken from the December 31st 2015 IATA Jet Fuel Price Index provided by Platts Jet Fuel Coverage.

8.2. Fuel prices are assumed to grow by 2% per year in real terms from 2016 to 2030, based on updated fossil fuel price projections from the UK Department for Environment and Climate Change.

9 Traffic Growth 9.1. The estimated annual traffic growth rate from 2016 to 2030 aggregated across the airports included in the performance baseline is 2.5%11.

10 Benefits lifecycle

10.1. The operational improvements and benefits assessment associated with the introduction of a core ACDM solution are modelled to accrue from December 31st 2016 through to December 31st 2030 (14 years).

Table 24: Main assumptions used to estimate the potential benefits of ACDM

103. The rationale and benefit calculations that have been used to estimate the potential

benefits of introducing a core ACDM solution at the airports included in the

performance baseline are described below, based on the assumptions in table 24.

Airfield Optimisation Benefits Assessment

104. There was an estimated c.39,000 minutes of AFTM related delays experienced by

aircraft on the ground across the five airports during 2015.

105. It is assumed that the core ACDM solution generates a 20% (or c.7,800 minutes)

reduction in the delay minutes associated with ATFM regulations at the five airports

because better information about inbound and outbound traffic flows enables ATC,

Airport Operations, Airline Operations and Ground Handlers to manage the regulations

more effectively.

106. The average cost per minute to an airline of ground delays to a passenger air transport

aircraft is estimated at £39,12 generating a potential annual economic benefit of

c.£304,000 (7,800*39).

11 DFT Aviation Forecasts, 2013

12 University of Westminster for EUROCONTROL, European airline delay cost reference values, March 2011.


107. Extrapolating these benefits out to 2030, accounting for annual traffic growth of 2.5%

and applying a standard discount rate of 8% per year, generates an estimated net

present value of c.£3.1m.

Airfield Optimisation Benefits Assessment (Pre-Departure Delay reduction)

108. There was an estimated c.587,000 minutes of taxi out delays experienced by aircraft

on the ground across the five airports during 2015.

109. It is assumed that the Pre-Departure Sequencing function of a core ACDM solution

improves the efficiency of the departure sequence at the five airports through better

management of stands and ground movements, reducing taxi out delays across all

outbound aircraft by an average of c.20 seconds (or a total of c.65,200 minutes per

year across the five airports).

110. The average cost per minute to an airline of ground delays to a passenger air transport

aircraft is estimated at £39,13 generating a potential annual economic benefit of

c.£2,540,000 (65,200*39).


and applying a standard discount rate of 8% per year, generates an estimated net

present value of c.£25.7m.

Airspace Optimisation Benefits Assessment

112. There was a total of c.195,650 inbound flights to the five airports in 2015, growing at

an assumed rate of 2.5% per year to 2030.

113. It is assumed that better information about the inbound flights, generated by the core

ACDM solution, enables Approach Controllers to improve their management of the

aircraft on arrival. This is assumed to reduce the level of unplanned tactical vectoring

and airborne holding required to sequence 10% of the traffic for landing, generating an

estimated average saving of 3NM and 30 seconds of time per flight.

114. It is assumed that the 3NM saving is attributable to 10% of the inbound flights

generating potential track mile savings across the five airports of c.58,700NM per year.

115. The tactical cost of delay reflects the costs associated with ‘unplanned’ airborne

delays. These are marginal costs of the additional nautical miles flown due to the

delay. The additional delay is costed at the actual direct operating costs i.e. fuel,

maintenance, crew cost, ground and air navigation charges and passenger

compensation for long delays.



116. The average cost to an airline of one nautical mile flown by one of its passenger

aircraft experiencing unplanned airborne delays is estimated as £814, generating a

potential annual economic benefit of c.£470,000 (58,700*8).


and a standard discount rate of 8% per year, generates an estimated net present value

of c.£4.7m.

Network Resilience Benefits Assessment

118. It is assumed that the introduction of a core ACDM solution to increase the efficiency

of network operations leads to a reduction in rotational delays (particularly on days that

experience unplanned events) and generates potential economic benefits from the

avoidance of 2 flight cancellations per airport per year and 1 flight diversion per airport

per year, across the five airports.

119. The average flight cancellation rate for European airports was 1.5% of total flights in

2014.15 This is equivalent to 5,870 flights from the five airports included in the

performance baseline. It is assumed that 3 flight cancellations per airport (15 of the

estimated 5,870) is avoided per year due to the introduction of a core ACDM solution.

120. The average cost of cancelling a commercial scheduled flight on the day

of operations is estimated at c.£13,700.16

121. This value refers to cancellation on the day of operation and include service recovery

costs, i.e. passenger care and compensation costs (passenger vouchers, drinks,

telephone calls, hotels); loss of revenues; interline costs; loss of future value, i.e.

passenger opportunity costs (individual passenger delay expressed in value); crew

and catering costs; passenger compensation for denied boarding and missed

connection (estimated on the application of the EU regulation); luggage delivery costs;

operational savings (fuel, airport and navigation fees, maintenance, handling

outstations, lounges outstations).

122. The cumulative cost of avoiding 3 cancellations at each airport per year is estimated at

c.£205,500 (13,700*15).

123. The average cost for a commercial scheduled flight of a diversion to an airport other

than the one initially planned is estimated at £2,500.17

124. In 2014, from the total number of flights with a destination in the Eurocontrol NMOC

Area, 19,390 flights landed at an airport other than initially planned. It is assumed that

14 University of Westminster for EUROCONTROL, European airline delay cost reference values, March 2011. 15 Based on data supplied by airports as per Annex IV of EC Regulation No 691/2010, CODA, 2015.

16 Data supplied by the airline member of the SESAR Cost Benefit Analysis team based on expert judgment derived from an analysis of 2012 total flights performed in Europe.

17 Mid rang estimate for regional flights based on Data supplied by the airline members of the SESAR evaluation team; derived from an analysis of 2006 ECAC data.


2 flight diversions per airport (10 in total) are avoided per year due to the introduction

of a core ACDM solution.

125. The cumulative benefits of avoiding 2 diversions at each of the five airports per year is

estimated at £25,000 (2,500*10).

126. The total potential economic benefits of avoiding cancellations and diversions due to

DPI is estimated at c.£231,000 per year.



of c.£2.3m.

Passenger Time Saving Benefits Assessment

128. The aggregated value to a passenger of time spent travelling that might alternatively

be spent working or at leisure is estimated at £33m per hour for business time and

£13m per hour for leisure time.18

129. The passenger value of time is an opportunity cost which corresponds to the monetary

value associated with a passenger during a journey. It is essentially how much a

traveller would be willing to pay in order to save time during a journey (e.g. by

travelling on a quicker service or by a faster mode), or how much compensation they

would accept, directly or indirectly, for ‘lost’ time.

130. The average distribution of aircraft passengers travelling on outbound flights from the

five airports, according to purpose, is estimated at 20% for business purposes and

80% for leisure purposes.19

131. The cumulative assumed time savings experienced by the passengers of outbound

flights from the five airports, generated by the airfield and airspace optimisation

improvements described above, is c.82,800 minutes (7,800 + 65,200 + 9,800) or

c.1,380 hours.

132. The average number of passengers per flight from the five airports is assumed to be

170.

133. The total passenger hours saved per year is therefore estimated to be c.234,600

(1,380*170).

134. 20% of the passenger hours saved are valued at business rates (£33 per hour) or

c.£1,548,000.

135. 80% of the passenger hours saved are valued at leisure rates (£13 per hour or

c.£2,440,000.

18 European Commission (2006) - HEATCO, Developing Harmonised European Approaches for Transport Costing and Project Assessment - Deliverable 5 Proposal for Harmonised Guidelines, IER Germany, February 2006 Commissioned by the EU (6th RTD Framework Programme).

19 UK Department for Transport (2015) – Aviation Statistics, July 2015, Purpose of travel at selected UK airports.


136. The potential economic benefits of annual passenger time savings associated with

introduction of the core ACDM solution are estimated at c.£3,988,000.



of c.£40.3m.

Environmental Performance Improvement Benefits Estimate

138. It is assumed that an average passenger aircraft burns approximately 17kg of fuel per

minute during taxiing and 10kg of fuel per minute from take-off to landing.20

139. The assumed taxi time saving associated with the airfield optimisation benefits

assessment is c.65,200 minutes per year, which equates to an estimated

c.1,108,000kg (65,200*17) of fuel burn savings per year, or c.1,108 tonnes.

140. The assumed flight time savings associated with the airspace optimisation benefits

assessment is 9,800 minutes per year, which equates to an estimated c.98,000kg

(9,800*10) of fuel burn saving per year, or c.98 tonnes.

141. A total of 1206 tonnes of fuel burn savings generates c.3,800 tonnes of aviation CO2

emissions savings per year across the five airports.21

142. A tonne of aviation CO2 is valued at £31, generating a potential annual economic

benefit of c.£117,800 per year.

143. Extrapolating these benefits out to 2030 accounting for annual traffic growth of 2.5%


of c.£1.2m.

Growth due to Greater Journey Reliability Benefits Assessment

144. It is assumed that the sustained use of a core ACDM solution will increase the

reliability of the end to end journeys from the five airports, encouraging passengers to

fly more often and improving the average yield of outbound flights by one additional

passenger across 5% of all departures.

145. The percentage of total seats filled by fare-paying passengers on regional flights is

estimated at 71% for 2014.22

146. The values are calculated by dividing Revenue Passenger-kilometres flown (paying

passenger x km flown) by Available Seat-kilometres flown (Available seats x km flown)

on revenue passenger services. Note that some low cost carriers report their load

factor as a percentage of tickets sold, not seats filled (i.e. they include no-shows).


21 Forecasting Civil Aviation Fuel Burn and Emissions in Europe, EEC Note No. 8/2001”, EUROCONTROL Experimental Centre, May 2001

22 Association of European Airlines (AEA) website – Statistics, 2014.


147. The benefits to passengers of an average flight are estimated at c.£19,500.23 The

average number of passengers per flight is 170. Therefore, the estimated per

passenger value of an average flight is c.£115.

148. The addition of one passenger across 5% of all departures from the five airports

equates to an estimated 9,780 additional passengers per year each attributing an

assumed average value of c.£115 per flight; or c.£1,125,000 in total per year across

the five airports.



of c.£11.4m.

23 There is no commonly accepted standard for the value of a flight. The value will vary over time and between routes and whether it is a marginal flight or a new scheduled flight. The values quoted above are the result of a study on the benefits in monetary value of an average passenger flight in the EU-28 countries produced by IATA in 2013.


6. Implementation Approach, Procedures and Working Practices

150. This section considers the implementation approach, procedures and working

practices required of the relevant stakeholder groups in order to integrate a core

ACDM solution successfully into their operation.

Implementation Approach

151. The approach to implementation of a core ACDM solution that satisfies the functions

and requirements described in this CONOPs can be grouped into 4 stages:

I. An assessment of the additional information needed to supplement the data that

can be provided or extrapolated from existing airport and ATC systems.

II. The effective integration of existing systems with the standalone ACDM platform.

III. The development and implementation of measures required to generate additional

information for the core ACDM functions that are not already provided or

extrapolated.

IV. The re-design of key stakeholder processes and working practices required to

optimise performance using the information and functionality provided by the core

ACDM solution.

Integrating Activities Across the End to End Passenger Journey

152. Airports should consider integrating other information sources into the ACDM platform

to expand the functions of the solution, covering other parts of the overall end to end

passenger journey. For example, the status of surface access transport options (rail,

taxi’s, pick-up / drop-off zones, car parks and the local road network) may be

integrated with the ACDM solution to provide passengers and other stakeholders with

information and processes that improve the overall arrival experience.

153. The retail community at airports should be encouraged to participate in the

development of new processes and working practices that seek to optimise airport

performance using ACDM information.

154. Access to operational information about inbound, turnaround and outbound traffic

flows, the status airport infrastructure and unplanned events can help retail teams to

refine their commercial strategies in real time. Retailers will be better able to maximise

potential revenue by tailoring or targeting the provision of products and services in

response to operational information. Greater responsiveness to align the retail

approach with operational circumstances, in turn improves the passenger experience,

generating benefits for the retailers, the airport and the consumer.


Adapting Air Traffic Control Procedures and Working Practices

155. A primary goal of the core ACDM solution is to improve the performance of runway

operations, generating benefits for ATC. The introduction of a Pre Departure

Sequencing function is expected to reduce ATC workload, perhaps freeing up time to

support capacity gains generated elsewhere by the core ACDM solution.

156. Better airfield flow and capacity management is expected to improve slot conformance,

supporting the expected reductions in AFTM delays and taxi out delays described

above.

157. ADCM information can also be used by ATC to strengthen their pre-tactical planning.

More informed planning improves the predictability of the operation, generating further

resilience benefits and, when combined with workload reductions, creates the potential

for resources to be re-allocated with related cost avoidance / reductions.

158. Automation, workload reduction and greater situational awareness are all expected to

contribute to an enhancement in the safety performance of airport. There is a trade-off

between workload reductions, capacity improvements, greater resilience and the

potential for cost avoidance/cost reduction. Individual airports and ATC providers will

decide how much of which benefits to realise based on their specific circumstances.

Adapting Airline Procedures and Working Practices

159. The information sharing function of a core ACDM solution is expected to improve the

airlines’ ability to manage their key operational assets (aircraft and flight crew) more

efficiently. For example, ACDM should provide airlines with a more accurate picture of

the status and location of their aircraft to inform decisions about how to maximise the

efficiency of their operational plans.

160. The airlines are also a primary beneficiary of many of the airport and ATC

improvements generated by ACDM, especially those linked to greater punctuality and

reliability which is expected to lead to less queueing, delays and cancellations (see the

Network Resilience Benefits Assessment). Over the longer term, sustained

improvements in journey reliability are expected to enable airlines to reduce strategic

delays, otherwise known as buffers, built into their block times to manage the

accumulation of rotational delays during the day.

161. Ground handlers may also need to adapt their procedures and working practices to

gain from greater information sharing, particularly regarding aircraft arrival times,

allowing them to better plan their operations and improve resource allocation.


Programme and Change Management

162. Implementation of a core ACDM solution following the direction set by this CONOPs is

likely to involve a large scale IT/systems integration programme. The size and

complexity of the programme management activities required to control the

implementation of a core ACDM solution and the associated IT/systems integration

may require airports to engage external specialist consultancy support.

163. One of the key lessons identified from previous ACDM implementations is to consider

the size and nature of the people related changes required to create an ACDM way of

working across an airport. The change management activities needed to guide

stakeholders to a new way of working is often underestimated.

164. Many of the key activities required of stakeholders to maximise the benefits of a core

ACDM solution are considered voluntary (especially in the short term, prior to contracts

and service level agreements being adapted to align with new ACDM process). Some

airports have developed ACDM Memorandums of Understanding (MOUs) that seek to

codify each stakeholder group’s commitment to update their procedures and working

practices and optimise performance in line with the ACDM functions. The MOUs

clearly set out the responsibilities of each stakeholder with regard to the overall ACDM

process and outline where compromises on established working practices and

performance levels may be required in order to enable net improvements elsewhere in

the operation.

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