by Tim Rees 

Last month I introduced the new ‘service’ methodology that Australian ATC is progressing towards. This ‘Service Delivery Environment’ (SDE) is divided into four areas: East Coast Services (ECS), Regional Services (REG), Upper Airspace Services (UAS) and Network Management Services (NMS). This month we are discussing Regional Services.

Regional Services’ airspace is defined as the portion of airspace that is outside our major city pairs. This airspace covers all of Australia underlying both our major east coast city traffic and our long haul international traffic that transits our continental airspace. While this airspace is less dense than ECS it has its own unique demands and requires a different ATC skill set with a unique ‘service approach’ to cater for its requirements.

This airspace feeds the inbound stream to our capital cities and will be subject to the normal ATM constraints associated with that airspace/ aerodrome. So while the focus will still be on optimum route and delay management, the primary focus is to match our service with their requirement.

This matching of service requires us to fully understand the needs of the users in that

airspace. These needs will be diverse; driven by differing business models and must include general aviation. Those RPT flights that service our major capital cities will require services similar to ECS. This will include improvements in managing delay around our capital cities and would include such initiatives as ground holds and delayed departures (obviously managed through regional airports). Once the aircraft leave regional airspace they would be managed by ECS and be exposed to the service provision applicable for that portion of flight in that environment.

One of the major considerations for operations in regional airspace is the need to match cost of service to expectation. While one could argue that an ATC control tower service in Port Macquarie would be en enhancement to safety and efficiency, would the regional operators appreciate the cost increase for operations into this airport – especially considering the cost to build, maintain and staff it?. Would it then make it cost prohibitive for operators to service this airport: the flow on effect for the region without this service would be a diminishing tourism return, industry support issues etc.

What if this service could be provided remotely, via intense camera/ADS-B surveillance at the airport, serviced only at times of RPT arrivals and within the cost-benefit model for a regional operator? This possible remote tower technology is being developed and a trial of this technology has been done in Sweden. This technology is quite immature and the procedures are yet to fully developed and scrutinised through normal regulatory and ICAO processes. This concept would provide a real cost appropriate service and still provide an enhancement to safety and efficiency.

There are, of course, limitations to this emerging technology as the trial project has discovered. These include fatigue for ATC staring at large projected screens and dealing with constant projector fan noise – limitations of course that could be managed. Currently ICAO procedures do not allow for this type of service and would require a significant body of work to identify all the required changes and to provide sufficient guidance to States to implement such a change.

Understanding the community needs for a regional service requires communication. Each community’s expectations are different; one common point to note is that support for both RPT services and general aviation is required to sustain economic changes currently facing communities across Australia. Many mining communities and regional towns that have relied on industry to provide the stimulus for development may need a change to the service provision. Cost reductions for regional airlines including subsidies and priorities for tracking, navigation fitment are all areas that require ‘regional servicing’.

This service methodology for ATC requires a greater involvement between the operator and user. This development is fundamental to enrich this regional service. Air traffic control provided at many of the out-station towers have always developed relationships with the communities they serve. This has meant they knew the person on the other end of the microphone. They know the needs of local businesses, aero- clubs and RPT operators. This model could be lost if we remove locally operated provision – or may never be developed if we don’t actively seek it. The airspace I operate covers the portion of airspace from 40NM north of Sydney to Coffs Harbour. This includes the Hunter Valley, the townships of Port Macquarie, Taree and Kempsey. While I speak to many of the local operators and certainly recognise voices over the airwaves, I do not know what the priorities of these aircraft are, nor do I know how I could change my behaviour or responses to better serve the community they serve. This will have to change as our service delivery ethic will demand that I better modify my decision making to continually provide a more complete and appropriate service.

An example of how we can manage this now is to provide better notification of localised constraints. When an aircraft flight plans around a Williamtown (WLM) restricted area, this diversion, mandated through ERSA may only be required if Williamtown ATC are active. Even if WLM ATC is active they may not need to use that airspace and therefore may offer a transit clearance and save the regional operator many track miles. Another example would be to manage airborne delays for aircraft inbound to Sydney on the ground or by delaying their taxi by a few minutes to absorb this delay- saving airborne time and fuel. While ATC try to provide this service now, this is done locally and adhoc. A behavioural change to make this the ‘service norm’ would considerably enhance an already marginalised industry.

A ‘service delivery’ mentality is a considerable step in responding to our customers needs. This forward step is only as affective as the opposing step that is required from the industry we endeavour to serve. Continual dialogue will help us better understand how to service the regional industry. Like all behaviour that is developed over many years, finding motivation to change is hard. Often it only comes after a revelation that something needs to change. We have had this revelation, now we need substance to provide the backbone for change – hope you can help.