Iata Adrm 10th Oct2016 [PDF]

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Air ort Deve o ment Re erence Manua 4th Release, Effective October 2016



AIRPORTs couNCIL INTERNATIONAL



Forecasting and Planning sections produced in collaboration With ACI



th Edition



NOTICE DISCLAIMER. The information contained in this publication is subj ect to constant review in the light of chang ing government requirements and regulations. No subscriber or other reader should act on the basis of any such information without referring to applicable laws and regulations and/ or without taki ng appropriate professional advice. Although every effort has been made to ensure accuracy, the International Air Transport Association shall not be held responsible for any loss or damage caused by errors, omissions, misprints or misinterpretation of the contents hereof. Furthermore, the International Air Transport Association expressly disclaims any and all liability to any person or entity, whether a purchaser of this publication or not, in respect of anything done or omitted, and the consequences of anything done or omitted, by any such person or entity in reliance on the contents of this publication.



© International Air Transport Association. All Rights Reserved. No part of this publication may be reproduced, recast, reformatted or transmitted in any form by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system, without the prior written permission from: Senior Vice President Airport, Passenger, Cargo and Security International Air Transport Association 800 Place Victoria P.O. Box 113 Montreal, Quebec CANADA H4Z 1M1



Airport Development Reference Manual, 4th Release, October 2016 Material No.: 9044-10 ISBN978-92·9252-947-5 © 2016 International Air Transport Association. All rights reserved. Montreal- Geneva



Table of Contents Ac knowledgements .............................. ................................................................... .......................................... vii Section 1- lntroduction ..................................................................................................................................... 1 1.1



lATA- Who We Are; What We Do ...................................................................................................... 1



1.2



lATA's Airport Activities ......................................................................................................... ............. 1 1. 2. 1



Airport Consultative Committees (ACCs) .............................................................................. 2



1. 2. 2



lATA Consulting Services for Airports ................................................................................... 2



1.2.3



International Industry Working Group ............................................. ...................................... 3



1.3



Other lATA Airport Activities .............................................. ......................................................... ....... 4



1.4



Airports Council International (ACI) Collaboration ............................................................................. 4 1.4.1



Introduction to Airports Council International (ACI) ..................................... .......................... 4



1.5



Purpose of the Airport Development Reference Manual ................................................................... 5



1.6



How to Use the ADRM ...................................................................................................................... 6



1.7



ADRM: New Format ........................................................................................................................... 7



1.8



Reference Marks ................................................................................................................................



a



Sectio n 2-Forecasting ...................................................................................................................................... 9 2.1



Introduction and Definition ............................................................................................................... 10



2.2



Economic Base for Air Travel. ............................................ ......................................................... ..... 12



2.3



2.2.1



Airport Catchment Area ....................................................................................................... 12



2.2.2



Socioeconomic Base ........................................................................................................... 13



2.2.3



Transfer Traffic ............... .................................................................. ................................... 14



2.2.4



Airline Yields ................ ................................................................... ..................................... 14



2.2.5



Tourism ...................... ......................................................................................................... 15



2.2.6



Trade .......................................................................................... ......................................... 17



2.2.7



lntermodal Transportation .................................... .......................................................... ..... 17



2.2.8



Economic Base Data Analysis ............................................................................................ 17



Historical Aviation Activity ................................................................................................................ 18 2.3.1



Data Collection .......................... ................................................................... ....................... 19



2.3.2



Airport Role ......................................................................................................................... 23



2.3.3



Historical Passenger Volumes ............................................................................................ 23



2.3.4



Top Domestic and International Destinations ..................................................................... 23



2.3.5



Histori cal Market Share by Airline ....................................................................................... 24



2.3.6



Historical Air Cargo Tonnage .............................................................................................. 24



2.3.7



Historical Movements by Segment ............................................ .......................................... 25



2.3.8



Forecast Impact Factors...................................................................................................... 25



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2.4



Competitive Analysis ......................................................... .. ............................................................. 26



2.5



Review of Existing Forecasts ..................................... ............................................................... ....... 26



2.6



Common Forecasting Techniques .................................... ............... ...................................... .......... 26



2.7



2.6.1



Trend/Time Series ........................... ................................................................... ............ ..... 27



2.6.2



Consensus Forecasts ................ ................................................................... ....................... 27



2.6.3



Market Share Forecasts .......................... ................................................................... ......... 28



2.6.4



Econometric/Regression Model .................................. ........................................................ 29



Passenger Activity Forecast. ....................... ......... ................................................................... ......... 32 2.7.1



Passenger Activity Segments.................................... .......................................................... 32



2. 7.2



Passenger Activity Benchmarking ....................................................................................... 33



2. 7.3



Passenger Activity Alternative Scenarios ................................................ ............................ 34



2.8



Baggage Forecast ................................................................................................ ............................ 34



2.9



Air Cargo Activity Forecast. .......................... ................................................................... ................. 35



2.10



2.9.1



Air Cargo Supply and Demand ........................................................................................... 36



2.9.2



Cargo Data Analysis..................................................................................................... ....... 37



2.9.3



Cargo Market Forecast Benchmarking ............................................................................... 38



2.9.4



Cargo Activity Forecast ............................ ........................................................................... 39



Air Transport Movement Forecast. ............................... ....................................................... ............ .40 2.10.1 ATM Segments .........................



I . I . I . I . I . I . I ...................... ... ............................. I . I . I . I . I . I . I •••••••••••



40



2.10.2 Passenger ATMs ............................................... .................................................................. 41 2.1 0.3 Freighter ATM Forecast .................................................... .................................................. 44 2.1 0.4 General Aviation ATM Forecast .............................................. ............................................ 45 2.1 0.5 Military/Government ATM Forecast.. ................................................................................... 47 2.10.6 Total ATM Forecast ............................................. ................................................................ 47 2.11



Peak Period Forecast.. ............................. ................................................................... ..................... 47 2.1 1.1 Peak Period Traffic Measure ............................................. .................................................. 48 2.11.2 Incorporating Directionality into Peak Hour Analysis .......................................................... 49 2.11.3 Peak Period Forecasts .......................... ........................................................................... ... 49 2.1 1.4 Conclusions Regarding Peak Period Analysis .......... .......................................................... 50



Section 3-Pianning .................................................................................................. ....................................... 53



.IV



3.1



lntroduction ......................... ................................................................... ........................................... 53



3.2



Master Planning ........................................................................................ ....................................... 53 3.2.1



Introduction .......... .............. ..................................................... .............. ............................... 54



3.2.2



Consultation ........................................ ....................................................... ............ ............. 58



3.2.3



The Master Planning Process ·························· ~ · ~ ................................................................ 63



3.2.4



Preplanning ............................. ............................................................................................ 66



3.2.5



Traffic Forecasts ....................... ............................................................................ ............... 70



3.2.6



Data Collection, Site Evaluation and Facility Potential ......................................... ............. .71



3.2.7



Requirements Analysis ........................................................................................................ 77



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3.2.8



Development of Options ...................................................................................................... 94



3.2.9



Environmental Responsibility ............................................................................................ 109



3.2.1 0 Land Use Planning ............................................................................................................ 119 3.2.11 Outline Development Plan ................................................................................................. 126 3.2.12 Financial Assessment ....................................................................................................... 130 3.2.13 Reporting/Deliverables ...................................................................................................... 142 3.2.14 Master Planning on a Greenfield Site ............................................................................... 147 3.2.15 Operational Readiness and Training ................................................................................. 160 3.2.16 References ........................................................................................................................ 162 3.3



3.4



Airside Infrastructure ................................................ .................................................................. .... 163 3.3.1



Runways ............................................................................................................................ 163



3.3.2



Taxiways and Taxi-lanes ................................................................................................... 172



3.3.3



Aircraft Parking Stands...................................................................................................... 175



3.3.4



Aircraft Ground Servicing .................................................................................................. 204



3.3.5



Air and Ground Navigation Aids .................................. ...................................................... 243



Passenger Terminal .............................................. ......................................................................... 255 3.4.1



Introduction ........................................................................................................................ 255



3.4.2



Terminal Design Considerations ....................................................................................... 256



3.4.3



Terminal Planning Concepts ........................ ............................ ........................... .............. 273



3.4.4



Terminal Capacity and Level of Service ........................................................................... 302



3.4.5



Level of Service Concept and Planning Guidelines .......................................................... 310



3.4.6



Demand- Capacity Assessment ........................................................................................ 316



3.4. 7



The "Optimum" Solution and Balanced Capacity .............................................................. 319



3.4.8



Passenger Process ........................................................................................................... 320



3.4.9



Segregation and Security Requirements in Airport Terminals .................................... ...... 325



3.4.1 0 Vertical and Horizontal Circulation .................................................................................... 336 3.4.11 Departures ......................................................................................................................... 338 3.4.12 Transfers ........................... ................................................................... ............................. 424 3.4.13 Arrivals .............................................................................................................. ......... ....... 429 3.4.14 Commercial and Retail Opportunities ...............................................................................459 3.4.15 Access to Air Travel for Persons with Reduced Mobility .................................................. 467 3.4.16 Toilet Provisions ...................................................................................... ......... ................. 476



3.4.17 Passenger Wayfinding and Signage ................................................................................. 478 3.4.18 Landside Access Systems and Forecourts ....................................................................... 482 3.4.19 Baggage Handling System ................................................ ................................................ 490 3.5



Cargo Terminal. ............................................................................................................ ....... ........... 504 3.5.1



Introduction ................... .................... ............................................... .................... .............. 504



3.5.2



Cargo Operations ............. ................................................................................................. 505



3.5.3



eBusiness .......................................................................................................................... 513



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3.5.4



A.i r/Rail Cargo ..................... .................. ................................................. .................. .......... 513



3.5.5



The Cargo Apron ............................................................................................................... 514



3.5.6



The Cargo Facility ............................................................................................................. 520



3.5. 7



Forecasting and Sizing ...................................................................................................... 521



3.5.8



Sizing Parameters ............................................................................................................. 525



3.5.9



Cargo Design Considerations: Scope of Evaluation ......................................................... 529



3.5.1 0 Typical Cargo Flows .......................................................................................................... 540 3.5.11 Cargo Communication Controls ........................................................................................ 541 3.5.12 Cargo Control Regulations ................................................................................................ 542 3.5.13 Cargo Security Controls ............................................... ..................................................... 543 3.5.14 Cargo Safety Controls ....................................................................................................... 544 3.5.15 Cargo Government Controls ............................................................................................. 544 3.5.16 Cargo Facilitation .............................................................................................................. 544 3.5.17 Express Cargo Processing ................................................................................................ 546 3.5.1 8 Perishable Cargo ........................... ................................................................... ................. 555 3.5.19 Mail Facilities ..................................................................................................................... 563 3.6



Airport Support Elements ............................................................................................................... 566 3.6.1



Aircraft Maintenance ......................................................................................................... 566



3.6.2



Airline Administration Buildings ....................................... .................................................. 569



3.6.3



Airport Authority Administration ......................................................................................... 570



3.6.4



Airport Maintenance and Logistics .................................................................................... 571



3.6.5



Aircraft Deicing/Anti-Icing Facilities ................................................................................... 576



3.6.6



General Aviation .......................................................................................................... ...... 580



3.6.7



Ground Service Equipment Maintenance ......................................................................... 581



3.6.8



Aircraft In-Flight Catering Facilities ................................................................................... 582



3.6.9



Airport Security/Controlled Access .................................................................................... 584



3.6.1 0 Vehicle Refueling and Recharging Stations ...................................................................... 593 3.6.11 Airport Fire Services .......................................................................................................... 597 3.6.12 Utilities ............................................................................................................................... 601 3.7



Surface Access Systems ............................................................................................................... 609



3.8



Airport Simulation ........................................................................................................................... 610 3.8.1



lntroduction ........................................................................................................................ 610



3.8.2



Definitions and Basic Considerations ................................................................................ 614



3.8.3



Areas of Application .......................................................................................................... 619



3.8.4



Project Methodology.......................................................................................................... 629



3.8.5



Best Practice Project Life Cycle Examples ....................................................................... 640



3.8.6



General Considerations and Lessons Learned ................................................................. 655



Glossary ............................................................... .................................................................. ......................... 665 Acronyms ....................... ................................................................................................................................. 673



.



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Acknowledgements



Acknowledgements lATA and ACI gratefully acknowledge the technical assistance and input provided by lATA Members (including lATA Consulting, lATA Subject Matter Experts and support staff), ACI Members and the organizations and individuals listed below.



lATA Members Document Review • Mr. Alessandro D'Amico • Mr. Tony Edwards • Mr. Hans Smeets • Mr. Allan Young



Panel: Air Canada British Airways KLM Virgin Atlantic



ACI Members Document Review Panel: • ACI World Facilitation and Services Standing Committee Content Contributions: Forecasting Section • Mr. Russell Blanck • Mr. Dilwyn Gruffydd • Mr. Mark Heusinkveld Master Planning Chapter • Mr. Gordon Hamilton Passenger Terminal Chapter • Ms. Nathalie Martel • Ms. Marion White • Ms. Nicola Morton • Mr. Jeffry Fucigna • Mr. Christopher Chalk • Mr. Alan Lamond • Mr. Hendrik Orsinger • Mr. Martin Leprohon Airport Simulation Chapter • Uta Kohse • Richard Page



Landrum & Brown Landrum & Brown Landrum & Brown SNC Lavalin AECOM HOK HOK HOK Mott MacDonald Pascali+Watson Pascali+ Watson Airbiz Airport Research Center GmbH CH2M



lATA and ACI also wish to thank the following individuals, through the Airport Consultants Council (ACC), for their document reviews.



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ACC Members Document Review Panel: ACC Review Team Leaders L:::,. • Mr. TJ Schulz Airport Consultants Council (3'd release & 41" release) Bechtel Corporation (1st & 2"d release) Mr. Steve Riano • Forecasting Section Bechtel Corporation • Mr. Steve Riano • Dr. Michel Thome! Bechtel Corporation • Mr. lan Kincaid lnterVISTAS Group Master Planning Chapter AviAIIiance GmbH • Dr. Alexander Ising Bechtel Corporation • Mr. Steve Riano CHA Consulting, Inc. • Mr. Paul Puckli ESA Airports • Mr. Mike Arnold Landrum & Brown • Mr. Doug Goldberg Parsons Brinckerhoff Mr. John van Woensel • Airside Infrastructure Chapter Bechtel Corporation • Mr. Steve Riano CH2M HILL, Inc. • Mr. Joel Harry CH2M HILL, Inc. • Mr. Jeff May CH2M HILL, Inc. • Ms. Ania Taylor CH2M HILL, Inc. • Mr. Timothy Ward RS&H • Mr. Jeffrey Warkoski Passenger Terminal Chapter ATKINS • Mr. Timothy Hudson • Ms. Amy Sonbuchner Architectural Alliance • Mr. Greg Casto AvAirPros AviAIIiance • Mr. Alexander Ising Bechtel Corporation • Mr. Steve Riano Bechtel Corporation • Mr. Cliff King Bechtel Corporation • Mr. Andy Griffiths CAGE, Inc . • Mr. Greg Blunt CAGE, Inc. • Mr. Udaya Kasaju CAGE, Inc . • Mr. John Rogerson CAGE, Inc . • Mr. Howard Scheffler Gensler • Mr. Pat Askew Gensler • Mr. Keith Thompson Hatch Mott MacDonald • Mr. Phillip Vigor Kimley-Horn and Associates • Mr. Nate Walnum L3 • Ms. Patricia Krall Landrum & Brown • Mr. Bruce Anderson Lang & Associates, LLC • Mr. Mark Lang Lea+EIIiott • Ms. Jenny Baumgartner Lea+ Elliott • Mr. David Casselman • Ms. Jennifer Banks Herrmann Morpho Detection Munich Airport • Mr. Ralf Gaffal PRT Consulting • Mr. Peter Muller



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Acknowledgements



• • • • • • • • • • • •



Mr. Shiva Kumar Mr. David McGhee Mr. lhab Osman Mr. Stephen Harrill Ms. Susan Prediger Mr. Larry Studdiford L:::,. Mr. Art Kosatka Belinda Hargrove 0 Ms. Gloria Bender Paul Fishburn 0 Yoges Warren 0 Mr. Gaylloyd Dadyala Cargo Terminal Chapter • Ms. Stacey Peel • Mr. Rene Reider • Mr. Alexander Ising • Mr. Cliff King • Mr. Steve Riano • Mr. Pat Brown 0 Airport Support Elements • Tim Hudson Airport Simulation • Farzam Mostoufl • Dr. Michel Thomet • Phillip Vigor • Marion White • Christopher Blasie • Belinda Hargrove



Rapiscan Labs Ross & Baruzzini Ross & Baruzzini RS&H SP Consulting Studdiford Technical Solutions TranSecure TransSolutions TransSolutions TransSolutions TransSolutions Vanderlande, Inc . ARUP ARUP AviAIIiance Bechtel Corporation Bechtel Corporation Burns & McDonnell Gensler Bechtel Corporation Bechtel Corporation Hatch Mott MacDonald HOK Rockwell Collins TransSolutions



If you would like to contribute to the update of the Airport Development Reference Manual, please submit your request to [email protected].



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Introduction-lATA's Airport Activities



Section 1-lntroduction 1.1



lATA-Who We Are; What We Do



International air transport is one of the most dynamic and fast-changing industries in the world. The International Air Transport Association (lATA) is the industry's responsive and forward-looking trade association. lATA operates at the highest level of global professional standards. !:::,. Founded in 1945, lATA brings together approximately 265 airlines, including the world's largest. Flights by



these airlines comprise more than 83 per cent of all international scheduled air traffic. lATA airlines recognize that cooperation helps them meet the needs of a rapidly changing aviation industry. This cooperation allows airlines to offer a seamless service at the highest possible levels of quality to passengers and cargo shippers. Much of this cooperation is expressed through lATA, whose mission is to "represent, lead and serve the airline industry". lATA helps to ensure that its members' aircraft can operate safely, securely, efficiently and economically under clearl y defined and understood rules. Continual efforts by lATA ensure that people, freight and mail can move around the intricate global airline network as safely, simply and cost-effectively as possible. lATA proactively supports joint industry action essential for the sustainable development of the air transport system. lATA's role is to identify issues, help establish industry positions and communicate these to governments and other relevant authorities.



1.2



lATA's Airport Activities



The Airports and Fuel (AF) section of lATA's Airports, Passenger, Cargo and Security (APCS) division aims to influence airport planning and development projects worl dwide to ensure that the needs of the airports' primary business partners, the airline community, are recognized and incorporated into the planning, design and development of airports. These needs are expressed in terms of appropriateness, efficiency and costeffectiveness. The revised lATA Airport Development Reference Manual (ADRM) provides guidelines and recommendations that enhance airport planning and design. Where major airport capital programs are being planned or are underway, lATA supports the aviation industry by convening Airport Consultative Committees (ACCs). The purpose of ACCs is to help gather airline requirements and recommendations and to centralize this input for the benefit of airport operators and owners. lATA also provides specialized commercial airport consultancy services worldwide.



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1.2.1 Airport Consultative Committees (ACCs) Consultation with airport authorities via the Airport Consultative Committee (ACC) mechanism brings together the airlines' airport planning expertise, the lATA secretariat and airport authorities worldwide. ACCs serve as a focal point for consultation concerning the planning, delivery and cost-effectiveness of airport expansions, the development of new airports or enhancements to the airport experience for both passengers and staff.



1.2.2 lATA Consulting Services for Airports IATA offers a wide range of consulting services to assist airports in their successful development. Airport development is cyclical, with very different needs at each step of the cycle. lATA Consulting addresses the specific challenges associated with each step, assisting airport operators, airport shareholders and/or regulatory bodies successfully deliver their project.



Exhibit 1.2.2: Consulting services for each stage of the airport lifecycle



Airport Development



Business and Revenue Development



- Capacity/demand analysis



, Traffic forecasts



Master plan review and studies



.., Revenue forecasts



Airport land-use plan



Air service development



.., Terminal concepts Commercial concepts



Transactions .., Buyer Due Diligence Vendor Due Diligence - Privatization program for governments Airport charges regulatory regime



"" Connectivity studies Commercial development



Operations & Security -



Operational readiness Level of Service studies and improvement programs , Security management Operational performance KPI ., Commercial performance KPI



Source: lATA Consulting



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Introduction-lATA's Airport Activities



1.2.2.1 Planning and Construction Phase In the planning and construction phase, lATA Consulting offers airport development solutions to facilitate the planning and design of airport infrastructure. The primary element of this phase is the definition of the airport master plan. It is important to note that lATA Consulting does not take part in construction projects and will not supervise any construction work.



1.2.2.2 Commercialization Phase In the next phase of the airport lifecycle, the commercialization phase, IATA Consulting offers a complete portfolio of business development solutions. Among the most popular are air services and airport commercial revenues.



1.2.2.3 Optimization Phase When airports are in the optimization phase, lATA Consulting provides solutions to monitor and improve operations, performance and level of service. Demand and capacity analysis studies are key solutions in this phase.



1.2.2.4 Change in Ownership Phase Eventually, for those airports that may experi ence a change in ownership, lATA Consulting offers solutions for privatization. Airport due diligence is the most popular service for both vendors and buyers. Included in this privatization support offering is the design of the regulatory regime applicable to the new owners and the environment. For more information, please contact us at [email protected].



1.2.3 International Industry Working Group The IIWG brings together lATA, Airports Council Intern ational (ACI) and the International Coordinating Council of Aerospace Industries Associations (ICCAIA). The IIWG was founded in 1970 and its main goal is to review airport/aircraft compatibility issues in order to improve the development of the air transport system. For more information, click on 1/WG.



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1.3



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Other IATA Airport Activities



In addition to its airport planning and development activities, lATA's APCS division participates actively in many other airport-related areas such as charges and tariffs, fuel, taxation, ground handling, security, passenger experience and cargo services. Special working groups constituted from various committees may also be formed on an ad hoc basis to address specific industry issues (i.e., introduction of the A380-800).



1.4 Airports Council International (ACI) Collaboration The new edition of the ADRM is being released in joint collaboration with our colleagues at ACI. The interests of airlines and airports are very closely linked. The success of one group contributes to the success of the other. As such, airlines and airports are very close business partners. A close and collaborative working relationship with ACI ensures that the ADRM meets the needs of the aviation community as a whole. Intrinsically, best practice airport planning, including the affordability of major airport developments, is beneficial for airline customers and passengers.



1.4.1 Introduction to Airports Council International (ACI) Airports Council International (ACI), the only worldwide association of airports, has 573 member airport authorities that operate over 1,751 airports in 174 countries. It advances the collective interests of, and acts as the voice of, the world's airports and the communities they serve. ACI's mission is to promote professional excellence in airport management and operations. This mandate is carried out through the organization's multiple training opportunities, its customer service benchmarking program as well as a wide range of conferences, industry statistical products and best practice publications. ACI's main objectives and roles are to: •



Maximize the contributions of airports to maintaining and developing a safe, secure, environmentally compatible and efficient air transport system.



•



Achieve cooperation among all segments of the aviation industry and their stakeholders, including governments and international organizations.



•



Influence international and national legislation, rules, policies, standards and practices based on established policies representing airports' interests and priorities.



•



Advance the development of the aviation system by enhancing public awareness of the economic and social importance of airport development.



•



Maximize cooperation and mutual assistance between airports.



•



Provide members with industry knowledge, advice and assistance, as well as foster professional excellence in airport management and operations.



•



Build ACI's worldwide organizational capacity and resources to serve all members effectively and efficiently.



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Introduction-Purpose of the Airport Development Reference Manual



ACI pursues airports' interests in discussions with international organizations. The most important relationship is with the International Civil Aviation Organization (ICAO), where international standards for air transport are debated and developed. ACI has five regional offices that play a very important role in the relationship with ACI members and the spread of best practices. The five regional offices are: •



ACI Africa in Casablanca (Morocco)



•



ACI Asia-Pacific in Hong-Kong (China)



•



ACI Europe in Brussels (Belgium)



•



ACI Latin America-Caribbean in Panama City (Panama)



•



ACI North America in Washington, DC (USA)



ACI has six standing committees (Airport IT; Economics; Environment; Facilitation and Services; Safety and Technical; and Security) mandated by the ACI Governing Board to provide guidance and council, as well as help shape current policy issues for Governing Board endorsement in their areas of expertise. They are also required to assist the Governing Board, Executive Committee and Secretariat, as appropriate.



1.5



Purpose of the Airport Development Reference Manual



The lATA Airport Development Reference Manual (ADRM) is recognized as one of the aviation industry's most important guides for airlines, airports. government authorities, architects. engineers and planning consultants engaged in planning new airports or extending existing airport infrastructure. The ADRM brings together aviation industry best practices with respect to the development of world-class airports through better comprehension, briefing and design. Its content represents the consolidated recommendations of worldrenowned industry specialists and organizations seeking to promote the development of sustainable worldclass airport facilities. The previous edition of the ADRM (91h Edition published in 2004) was published in traditional bound paper format. The traditional format has some obvious constraints; most notably the difficulty of responding quickly to what is an inherently dynamic, fast-chang ing industry as well as the editorial need to limit the published material to manageable proportions. The latest edition adopts a different approach that allows for more regular updates and linkages to a vast array of material contained in other relevant articles and publications prepared and monitored by recognized industry specialists. authorities and organizational partners. In order to take fu ll advantage of the opportunities offered by this new approach, the structure of the new manual has been completely revised and reformatted. Material contained in earlier editions that continues to be relevant has been revamped and expanded to address the quickly evolving nature of the aviation industry. One of the key aspects of the new manual is the ability to offer a comprehensive overview of the many complex topics that are involved in any airport project, especially at large international airports. However, the complexity associated with all airport developments means that the information contained within this manual must be carefully considered. As with any complex concept, there are many variables that are subject to different interpretations and can lead to significantly different conclusions. 10TH EDITION, 4 1" release, OCTOBER 2016



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Recommendation: Required Expertise It is recommended that all commissioning airlines, airports and government authorities select experienced professionals to assist them.



1.6



How to Use the ADRM



The ADRM should be used by airport planners worldwide as a complementary source of best practice airport design guidance. Other key ICAO references include Annex 14 (in particular for airfield and apron design), the Airport Planning Manual (Doc 9184), the Aerodrome Design Manual (Doc 9157), and the Airport Services Manual (Doc 9137). lATA recognizes that international standards will vary from region to region around the world. While the ADRM should be the initial source of design guidance for airport development, the airport design professional should always seek to clarify national standards and decide appropriately on any potentially conflicting requirements. Professional engineering and architectural guidance should be used to assess and resolve differences between the ADRM and national standards. The ADRM should be used in conjunction with relevant international and national legislation. regulations and standards. Examples include, but are not limited to: •



•



•



International and national government aviation and security authorities: o



International Civil Aviation Organization (ICAO)



o



European Civil Aviation Conference (ECAC)



o



Federal Aviation Administration (FAA)-United States of America



o



Transportation Security Administration (TSA)-United States of America



o



Department for Transport (DfT)- United Kingdom



o



Transport Canada



o



Canadian Air Transport Security Authority (CA TSA)



National and international legislation defining design and engineering standards published by: o



American National Standards Institute (ANSI)



o



British Standards Institute (BSI)



o



International Organization for Standardization (ISO)



Best practice engineering and architectural standards and codes of best practices: Architectural:



6



o



American Institute of Architects (AlA)



o



Royal Institute of British Architects (RIBA)



o



Royal Architectural Institute of Canada (RAIC)



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lntroduction-ADRM: New Format



Engineering: o



Institution of Civil Engineers (ICE)



o



Institution of Structural Engineers (/StructE)



o



Institution of Mechanical Engineers (/MechE)



Building Services: o



The Chartered Institute of Building Services Engineers (CIBSE)



Fire Mitigation Engineering: o



Institution of Fire Engineers



There are many instances around the world where even competent professionals have misunderstood or misinterpreted the range of complex data provided in the ADRM due to the lack of specific experience with airport design projects and have consequently delivered wholly inappropriate solutions. Therefore, as stated above, it is recommended that all commissioning airlines, airports and government authorities select experienced professionals to assist them. ACI and lATA are able to assist with Requests for Proposals (RFPs) and assist with evaluations and/or recommendations where deemed appropriate.



1.7



ADRM: New Format



The revised format allows the new ADRM to adopt a flexible structure that can be adjusted as and when required. The ADRM currently has two primary sections: •



Forecasting



•



Planning



!:::, A third section, Economics/Finance, was added in the third release. This new edition of the ADRM is provided in an electronic format that will facilitate ongoing updates and additions. Sub-sections are referred to as chapters. In the first release of the 1Oth edition, the chapters focus on:



•



Forecasting o



Economic Base for Air Travel



o



Historical Aviation Activity



o



Competitive Analysis



o



Review of Existing Forecasts



o



Common Forecasting Techniques



o



Passenger Activity Forecast



o



Baggage Forecast



o



Air Cargo Activity Forecast



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•



o



Air Transport Movement Forecast



o



Peak Period Forecasts



Planning o



Master Planning



o



Passenger Terminal (including Levels of Service and Capacity Calc ulations)



1:::. The second release included chapters on: •



Airside Infrastructure



•



Cargo Terminal



•



Baggage Handling System



•



Passenger Security Screening (amended chapter)



•



Operational Readiness and Training



•



Airport Automated People Mover Systems



1:::. The third release included chapters on: •



Airport Simulation



•



Boarding Pass Check before Security Screening



•



Economics and Finance



1:::. This fourth release includes a chapter on: •



Airport Support Elements



•



Amendments to the Level of Service section



1:::. A fifth and final release is planned in early 2017 to include the Surface Access Systems chapter. Any comments or questions about the ADRM should be addressed by email to [email protected].



1.8



Reference Marks



The following symbols placed against an item indicate changes from the previous version: Symbol



D ,6.



®



8



Meaning Addition of a new item Change to an item Cancellation of an item



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Forecasting



Section 2-Forecasting Vision Airport forecasts should produce: •



A set of professional long-term traffic forecasts that drive the long-term development of airports; and



•



Airport traffic forecasts that encompass both market demand and airline capacity, addressing two fundamental questions: o



What will be the future air travel demand for a given airport?



o



How will this demand be served by airlines at this airport?



Po licy Airport forecasts should consider that: •



Each airport requires a specific forecasting approach to be defined depending on multiple factors, such as: o



Airport size;



o



Relationship between capacity and demand;



o



Airport traffic dynamic; and



o



Anticipated changes in the nature of the demand.



•



Econometric models are well suited in most circumstances, however they may not be sufficient to capture non economic factors like the interaction between market demand and airline capacity.



•



Airport forecasts are not simple recipes. A robust forecast relies on: o



Traceable and tran sparent assumptions;



o



Explicit models and equations; and,



o



A comprehensive review of economic and non economic changes in the airport business environment. Typical long-term changes to be considered include airline strategies, airport competition, modal competition and regulation.



•



Annual traffic forecasts are used to determine the scale and timing of facility expansion buy means of an Airport Master Plan. Forecasts should generate a range of data that can be used by planners to determine floor area, building footprint and plot sizes.



•



Peak hour passenger forecasts are appropriate for sizing individual facility subsystems (e.g., immigration, check-in, and baggage claim).



•



Forecasting air traffic movements (ATM) is important to determine runway and airside capacity requirements.



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Introduction and Definition



Forecasts of future levels of aviation activity form the basis for effective decisions in airport infrastructure planning. Forecasts should provide a plausible and robust guide to future activity levels based upon the latest available data. Forecasts should: •



Use appropriate forecasting techniques;



•



Be supported by information in the study; and



•



Provide an adequate justification for airport planning and development.



Any activity that could potentially create a facility need should be included in the forecast. The level of effort required to produce a planning forecast will vary significantly from airport to airport and project to project. The use of elaborate forecasting tools and techniques may be warranted in the case of large airports and more complex projects. An existing forecast may be all that is required for simpler projects. Stakeholders should agree on the appropriate level of forecasting effort required in the pre-planning and scoping phase of the study. Aviation activity forecasts used for airport infrastructure planning are typically developed for a 20- to 30-year time horizon due to the capital intensive nature of airport infrastructure projects and their life cycle. Forecasts are usually presented in five-year increments. Annual forecasts may be desirable for the first five-year period. Aviation forecasts provide the basis for: •



Determining the airport's role in the aviation system;



•



Determining the improvements to the airfield, terminal facilities, apron areas, landside access, car rental, and parking facilities needed to accommodate growth in demand;



•



Estimating the potential environmental effects, such as noise and air quality, of the airport's operation on the surrounding community;



•



Assessing market risk; and



•



Evaluating the financial feasibility of alternative airport development proposals.



This section provides an overview of the information required and approach to developing airport forecasts for passenger volumes, air cargo tonnage, and air transport movements (ATMs). The section is organized into the following key chapters: •



Chapter 2.2 Economic Base for Air Travel provides a summary of the key socioeconomic indicators that drive the underlying or latent demand for air travel.



•



Chapter 2.3 Historical Aviation Activity provides an overview of the types of aviation activity data and their sources. The purpose of this chapter is to provide a context for how air carri ers have added supply in response to the latent demand for air travel (passenger demand} and the need to ship goods (air cargo demand}.



•



Chapter 2.4 Competitive Analysis describes the competitive position of the subject airport including strengths and weaknesses that may affect future aviation activity volumes.



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•



Chapter 2.5 Review of Existing Forecasts evaluates the previous forecasting efforts in order to understand available data, assumptions, and methodologies.



•



Chapter 2.6 Common Forecasting Techniques provides a narrative summary of aviation forecasting methodologies used to develop aviation forecasts, including time series, econometric/regression, market share, and consensus techniques.



•



Chapter 2. 7 Passenger Activity Forecast discusses the key segments of passenger traffic: domestic versus international, Origin and Destination (O&D) versus transfer, and segmentation.



•



Chapter 2.8 Baggage Forecast provides guidance on how to derive baggage forecasts from the passenger forecasts using bags-per-passenger ratios.



•



Chapter 2.9 Air Cargo Activity Forecast discusses the primary demand and supply factors, impact factors, and key activity segments (e.g., belly versus freighter, import, export, and transfer) that should be considered when developing an air cargo forecast.



•



Chapter 2.10 Air Transport Movement (ATM) Forecast summarizes how to develop ATM forecasts for key segments of activity (i.e., passenger, cargo, general aviation, and military) and provides guidance on how to develop aircraft fleet mix forecasts.



•



Chapter 2. 11 Peak Period Forecast provides an overview of methodologies employed to convert annual forecasts into peak hour equivalents. The chapter also discusses the importance of understanding peak hour flows by direction and the development of day flight schedules.



This chapter significantly expands on the previous version of the ADRM by providing more guidance and concrete examples. While most of the metrics used in the ADRM edition 9 remain the same, it is anticipated that further updates to recommended practices may be made as feedback is collected from the airlines and ADRM users. The approach described in the following chapters provides guidance on how to develop forecasts of marketdriven aviation demand for air service. These forecasts are considered "unconstrained". In other words, for the purposes of estimating demand, the approach assumes facilities will be provided to meet the forecast demand. However, when there are financial, capacity or regulatory constraints, these specific cases should be applied to the outcome of the unconstrained passenger or ATM demand forecast. Several other reference publications provide guidelines on airport traffic forecasting. The main ones are: •



UK Aviation Forecasts, OfT (2013)



•



Airport Traffic Forecasting Manual, ACI (2011)



•



Airport Aviation Activity Forecasting, ACRP (2007)



•



Manual on Air Traffic Forecasting, doc 8991, ICAO (2006)



•



Advisory Circular on Airport Master Plans, FAA (2005)



•



Forecasting Aviation Activity by Airport, FAA (2001)



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Economic Base for Air Travel



The intrin sic links between the level of aviation activity and economic growth are well documented. Simply put, growth in population, income, and business activity typically lead to increased demand for air travel and the shipment of goods by air. An individual's demand for air travel is often referred to as "underlying demand" or "latent demand" in that it cannot be realized without the presence of air service at a price that results in a decision to fly. Consequently, one of the first steps in developing an aviation activity forecast is to collect data relating to the business, economic, trade, and tourism characteristics of the regions served by the subject airport. These help to explain the economic basis for air travel at the airport. In most cases, economy and tourism are the primary drivers of air passenger traffic while economy and trade are the main stimulus for air cargo traffic. These vari ables identify historical and/or future trends that can potentially stimulate growth at the airport. Air passenger demand depends on the combination of trends in the: •



Airline industry;



•



National and international economies (especially at major transfer hubs); and



•



Socioeconomic conditions within the airport catchment area .



2.2.1 Airport Catchment Area The airport catchment area is the geographic region where the majority of originating passengers (or goods for cargo) begin their journey prior to arriving at the subject airport. When developing an economic base, it is essential to determine the catchment area of the airport. Understanding the region where passengers originate prior to arriving at the airport will help determine what economic data best describes the underlying market potential. Catchment areas range in size depending on the airport, its accessibility and its surrounding environment. The passenger and cargo catchment areas of a given airport are often different. Cargo activities tend to be more concentrated in the vicinity of the airport, but cargo payloads are often transported over long distances to reach the airport. Although it can be time consuming and costly, a passenger survey is the best method of identifying the catchment area for an airport by determinin g where a local passenger's trip originated from. Catchment area passenger surveys most commonly ask passengers if they are: •



A resident or visitor to the region;



•



Where they came from prior to arriving at the airport;



•



Mode of transportation to the airport;



•



Reason for travel; and



•



Length of stay.



Alternatively, specialized databases (such as PaxiS/AirportiS) provide information on where a ticket was issued. This gives a high-level indication of the origin of a passenger's trip.



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Catchment areas also depend on competing airports as well as the geographic and economic characteristics of the surrounding region. It should be noted that it is common to find overlapping airport catchment areas, particularly in large metro areas served by multiple airports. In overlapping catchment areas with more than one choice of airport, passengers typically decide to use a specific airport based on: •



Price;



•



Nonstop service;



•



Frequency of flights;



•



Destinations served; and



•



Proximity to their point of origin or destination.



All other variables being equal, theory dictates that passengers will tend to choose the closest airport. In reality, homogeneity in airport choice rarely occurs. As a result, it is important to not assess the subject airport in isolation, but to understand the catchment area dynamics of the region as a whole. It should also be noted that catchment areas are dynamic and change over time, particularly in multi-airport regions. Examples of factors that could cause a catchment area to shift are: •



A new model airline initiates service at the subject airport causing a higher proportion of traffic to be captured from a neighboring airport due to attractive low fares that outweigh the increased ground travel time;



•



A new or expanded highway results in shorter travel times to a competing airport; and



•



Urban sprawl puts an increasing proportion of a metropolitan area's population in proximity to the subject airport.



2.2.2 Socioeconomic Base Once the catchment area has been determined, the next step is to collect relevant historical and forecast socioeconomic indicators. Socioeconomic historical trends and forecasts are key indicators of air service activity. Examples include: •



Population;



•



Employment;



•



Per capita personal income (PCPI);



•



Trade; and



•



Gross domestic product/gross regional product (GDP/GRP).



Growth in population and employment are important indicators of the overall health of the local economy. Population and employment changes tend to be closely correlated as people migrate in and out of areas



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largely depending on their ability to find work in the local economy. Income statistics such as PCPI and GDP/GRP are broad indicators of the relative earning power and wealth of the region. Thus, inferences can be made relative to a resident's ability to purchase air travel. PC PI is calculated by dividing total income by total population. Trade and GDP/GRP are important determinants of air cargo activity. When working with socioeconomic variables over time, all currency values should be converted to constant units to eliminate any distortions resulting from inflation. The specification of the currency units (US$, Euro or local units) is also critical and should be made consistently. Sources for socioeconomic data and statistics include:



•



Woods & Poole;



•



The World Bank;



• • • •



The Intern ational Monetary Fund;



•



Consensus Economics; and



•



Government agencies .



IHS Global Insight; Moody's economy.com; The Economist Intelligence Unit;



When choosing a source for socioeconomic data, it is important to check its coverage, both in terms of scope and time range (historical and forecast). When organizing the socioeconomic data to serve as input to various projections, historical and forecast data should be arranged in compatible formats.



2.2.3 Transfer Traffic Unlike origin/destination traffic, transfer traffic has little relevance to the catchment area and its dynamic. The factors that influence the number of transfer passengers at an airport will differ from those affecting the number of originating/terminating passengers. Therefore, airport forecasters will often analyze and forecast these traffic segments separately. Forecasts of transfer passengers at an airport are particularly sensitive to the strategies, networks and service densities of the carriers at the airport.



2.2.4 Airline Yields Understanding the cost of air travel and its associated affects is the next step in developing an economic base. Airline passenger yields are the aviation industry's measure for average ticket prices. Yield is defined as the average revenue an airline obtains from carrying a passenger one mile or one kilometer. It reflects fare, length of haul, level of competition, carrier costs, and other factors. Yield is a commonly accepted measure of the price of air travel, but excludes airport taxes and charges.



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If prices decline, passengers can better afford to fly and traffic typically increases. Indeed, potential travelers make air travel decisions based primarily on the following three factors: 1. Availability of air service; 2.



Price; and



3.



Distance of an airport from point of trip origin/destination.



Competitive pri ces will often cause travelers to select airports that are not necessarily the closest to where their trip begins or ends. Yields have a direct impact on the associated level of air travel demand. When data is available, understanding historical yield trends and making inferences regarding their future direction is an important component in the forecasting process. Similarly, businesses looking to ship goods will examine the cost of shipping by air versus other transportation modes (i.e., truck, rail, sea) balanced against the required timeframe for shipment delivery. Air freight is typically the most expensive form of transportation, but also the most time efficient. Therefore, it will generally be used for high-value commodities (per unit weight) or time-sensitive goods such as fruits or fashion apparel. Forecast analysts must understand how the cost of shipping air freight affects air cargo volumes at the subject airport versus other airports and other modes of transportation. It is important to note, however, that the availability of data makes understanding air cargo shipping costs difficult to evaluate. As with socioeconomic data, when working with historical yield and average air fares, all currency values should be converted to constant units to eliminate any distortions resulting from inflation. Historical yield values should be arranged in the same format as the other socioeconomic variables in order to be compatible with various projection techniques.



2.2.5 Tourism Airports play a critical role in facilitating tourism. Collecting statistics about tourism trends in the airport catchment area is an important part of the forecasting process. Tourism indicators include: •



Number of visitors to the region;



•



Nationality or world region of origin of foreign visitors;



•



Number of hotel room nights and average duration of stay; and



•



Seasonality of visitor travel.



2.2.5.1 Number of Visitors Quantifying changes in the number of visitors to a region provides an indication of how attractive the airport catchment area is as a place to visit. Attractions that often bring visitors to a region include: •



Theme parks;



•



National/state parks;



•



Beaches;



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• • • • • • • •



Prevailing climate; Historic/heritage sites; Convention centers; Museums; Religious sites; Professional sports; Concert venues; College campuses, and more .



Visitors to airports also drive facility requirements such as nonresident Customs and Border Protection (CBP), car rentals, hotels, restaurants, retail outlets, etc.



2.2.5.2 Nationality/World Region of Foreign Visitors When an airport is kn owledgeable about the nationality or home region of foreign visitors, the airport will have a better understanding of how the worl d economic climate may affect the airport's traffic volumes. Indeed, these trends can be explicitly modeled in aviation forecasts if the visitor data is available by city, country or world region. Moreover, the airport can also target emerging markets that have been historically less well linked to the airport's surrounding catchm ent area.



2.2.5.3 Number of Hotel Room Nights and Average Duration of Stay To support visitor travel and tourism, hotels and conference facilities are critical for any airport. Understanding the number of hotel room nights and the average length of stay of passengers gives airports insight into the economic impact of tourism on the region as well as the need for development of new facilities in the future.



2.2.5.4 Seasonality of Visitor Travel The traffic demand patterns experienced by an airport are subject to seasonal variations that are monthly, daily, and even hourly. All airports experi ence seasonal highs and lows in terms of their volume of activity. Airports that cater to a high percentage of tourist traffic often exhibit more variability in their monthly traffic volumes. For example, airports near popular ski venues are used more often in winter than in the summer months. Understanding peaking patterns and seasonality characteri stics is critical in the assessment of the ability of existing facilities to accommodate forecast increases in passenger and aircraft activity. The objective of these forecasts is to size facilities so they are neither underutilized nor overcrowded too often.



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2.2.6 Trade Air cargo plays a critical role in the world economy by facilitating trade, especially international trade. As previously mentioned, air cargo tends to be oriented toward high-value or time-sensitive goods. Indeed, air cargo is estimated to account for less than 10 percent of the world's freight volume, but over a third of the value of goods exchanged worldwide. The forecast analyst should seek to understand historical trade patterns, estimate future growth in trade, and evaluate the implications of trade growth for air cargo volumes at the subject airport.



2.2.7 lntermodal Transportation lntermodal transportation involves the use of two or more modes of transport within a given trip, whether it is for individuals or freight. The Air Transport Action Group (ATAG) considers intermodal transportation for passengers to be a combination of: •



Access to airports: local transport services between the airport and the neighboring city (e.g., commuter train, metro, bus or even boat);



•



Complementary feeder services between the airport and various destinations in the surrounding region (mainly provided by train, high-speed rail, bus, or ferry);



•



Competing services between major city centers of neighboring region s (i.e., a passenger uses air tran sport for one leg of the trip and rail or bus for a second leg); and



•



Alternative services that fully replace airline feeder services to airports (in general, for trips of less than three hours).



It is clear that other modes of transport have the potential to affect air traffic volumes at the subject airport in both complementary and competitive manners. It is incumbent on the forecast analyst to quantitatively or qualitatively evaluate whether or not changes in the ground transportation infrastructure and/or multimodal offerings are likely to impact air traffic volumes at the subject airport.



2.2.8 Economic Base Data Analysis The final step in developing the economic base is analyzing the key data collected. The forecast analyst should: •



Tabulate the key socioeconomic and demographic data in a format compatible with forecast models so they can serve as inputs to various projection techniques;



•



Create compound annual growth rates for each economic category in order to summarize trends over the histori cal period; and



•



Document socioeconomic and regional demographic data in a narrative assessment to better explain how these variables affect airport activity.



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This collection and analysis of socioeconomic and demographic data will be key when developing models for the aviation forecast.



2.3



Historical Aviation Activity



The past is not always a perfect predictor of the future; however, an analysis of historical data provides the opportunity to understand factors that may have caused traffic to increase or decrease and how those factors may change in the future. Understanding the historical relationships between the economy (demand) and aviation activity (supply) at the subject airport will help form the building blocks of the forecast. The objective of this chapter is to discuss the updating and compiling of historical data for passengers, air cargo, and aircraft movements. Passenger activity data should include all segments: •



Domestic;



•



International;



•



Origin and Destination (O&D);



•



Transfer (connecting); and



•



Transit.



Air cargo data should include all volumes for: •



Import;



•



Export; and



•



Transfer.



Aircraft movement data should include: •



Domestic and international commercial passenger movements;



•



Cargo;



•



Air taxi;



•



General aviation;



•



Military/government; and



•



Total movements.



As discussed in the previous chapter, when evaluating historical activity, the analysis should include an evaluation of the importance of the airport's role in the region as well as an overview of current domestic and international air service offered at the subject airport. The analysis should also include an evaluation of the competing air service offered at other airports serving the same catchment area.



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2.3.1 Data Collection The data sources available from which to develop the historical time seri es will vary depending on the subject airport. Recommended sources for historical aviation activity data include, but are not limited to: •



Airport records;



•



Airline schedules (such as the Official Airline Guide or SRS Analyzer);



•



Airline data/information;



•



Airports Council International publications;



•



ICAO publications;



•



Civil Aviation Authority and government reports;



•



Surveys, such as: o



U.S. DOT Schedule T-100;



o



U.S. DOT Air Passenger Origin-Destination Survey; and



o



FAAATADS;



•



lATA PaxiS/AirportiS;



•



CargoiS; and



•



MIDT.



The importance of these data sources are described below.



2.3.1.1 Airport Records The first place to look when collecting data of historical aviation activity is the airport itself. Airport data is considered the most accurate source for histori cal aviation activity. It is assumed that the airport has access to historical activity statistics as well as previous forecasts that can be easily provided to the forecaster. Additionally, any future air service initiatives being implemented or considered should have been discussed with the airport. Not all airports will have the same level of detail available. At minimum, the forecast analyst should gather historical activity data for monthly and annual enplanements by carrier as well as aircraft movements and total cargo tonnage. The following is the suggested list of items that should be requested from the airport (and/or the Air Navigation Service Provider) when conducting an aviation forecast: •



Total passengers (annual: 20 years): domestic, international, transit and transfer, and total; by world region and by direction (resident/visitor), if available;



•



Passengers by carrier (monthly: five years): domestic, international, transit and transfer, and total;



•



Total air cargo tonnage (annual: 20 years): domestic, international, O&D, transshipment, and total;



•



Air cargo tonnage by carrier (monthly: five years): domestic, international, and total; import, export, and transshipment; passenger belly and freighter;



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•



Total aircraft movements (annual: 20 years): commercial passenger domestic, international, and total; by aircraft type and/or category;



•



Aircraft movements (monthly: five years): commercial passenger, cargo, general aviation, military/government, and total;



•



Based aircraft (annual: 10 years): by category;



•



Radar data/ATC flight strips



o •



Daily flight activity for the peak month for the past three to five years; and



Other forecast-related studies



o



Recent aviation forecasts;



o



Air service development studies;



o



Air service marketing or strategy reports;



o



Visitor counts by world region;



o



Leakage studies;



o



Economic impact studies;



o



Passenger surveys;



o



Prior master plan(s);



o



Financial feasibility studies/bond documents; and



o



Regional tourism/economic development studies.



2.3.1.2 Airline Schedules There are a number of comprehensive global data sources for historical and planned airline schedules1 . The forward-looking fl ight schedules provide data up to 12 months in advance. Airline schedules are valuable sources for understanding air service trends at an airport in terms of:



• • • • •



Airline market share;



•



The profile of activity across the day.



Destinations served; Route frequency; Route competition; Aircraft fleet mix; and



It is important to note that airline schedules capture scheduled activity (i.e., what was planned to happen) rather than what actually occurred. They do not take into account flig ht delays or cancelations.



1



SRS Analyzer, OAG, lnnovata.



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While the majority of large commercial passenger airlines file schedules with the schedule aggregators, many non scheduled and charter operators do not due to the ad hoc nature of their operations. Freighter activity is also typically underrepresented in the airline schedules.



2.3.1.3 Airline Data/Information Airlines are key stakeholders in airport development across the globe. As such, airline consultation is an important element in aviation forecasting. Airlines can provide input on market potential and how they plan to deploy aircraft in the market over the forecast period. Airline consultation is particularly important at transfer hubs where a significant proportion of the airport passenger base is a function of the dominant airline's strategy versus the economics of the local market.



2.3.1.4 Airports Council International Airports Council International (ACI) publishes an annual world traffic report in which total passengers, total cargo, and total movement statistics from member airports are reported and ranked in an internationally comparable form at. This report is particularly useful when benchmarking the subject airport to other airports of interest.



2.3.1.5 Civil Aviation Authority/Government Publications National Civil Aviation Authorities and National Transportation Departments often publish an array of statistics and reports for the airlines and airports under their jurisdiction. Available inform ation may overlap what can be gathered from each airport, but it ensures a higher level of accuracy and consistency. The United States Department of Transportation collects arguably the most detailed set of aviation activity statistics. It requires all operating U.S. and foreign carriers to report passenger, cargo, and air traffic movements (ATMs) at the aircraft and segment level on a monthly basis. Large U.S.-certificated air carriers conducting scheduled domestic and international passenger operations are also required to complete a quarterly Origin & Destination survey. This is a 10 percent sample of U.S. carrier tickets. The Origin & Destination survey allows the forecast analyst to understand itinerary level passenger flows from the subject airport and the associated fares paid. In countries where this level of detail is not available, the analyst can use the other data sources listed in this sub-chapter. ICAO also publishes passenger, cargo and ATM-related statistics by world region and sub-region.



2.3.1.6 PaxiS/AirportiS Data Passenger Intelligence Services (PaxiS)/Airport Intelligence Services are products developed by lATA's Business Intelligence Service. This program is a comprehensive airline passenger market intelligence database that captures airline data through the IATA Billing and Settlement Plan (BSP). The IATA BSP is the central point through which data and funds flow between travel agents and airlines. Instead of every agent



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having an individual relationship with each airline, all of the information is consolidated through the BSP database. The PaxiS/AirportiS database is able to provide detail on the: •



Location of ticket issuance;



•



Point of origin/final destination airport;



•



Connecting airports;



•



Fare category;



•



Average fare value;



•



Month of ticket issuance/travel.



PaxiS/AirportiS also provide statistical estimates to cover: •



Direct sales;



•



New model airlines (NMA);



•



Charter flight operators;



•



Under represented BSP markets; and



•



Non-BSP markets, including the United States.



2.3.1.7 CargoiS Data Millions of air waybill (AWB) records feed into CargoiS's database every month. They are sourced from lATA's Cargo Accounts Settlement Systems (CASS) global freight billing systems. Airlines and freight forwarders settle billions of dollars' worth of airfreight charges into CASS. Because CargoiS reflects actual transactions between carriers and their forwarders, the accuracy of that intelligence is indisputable. CargoiS provides information on more than 100,000 airport-to-airport lanes covering over 500 airlines and 15,000 agents.



2.3.1.8 MIDT Data Marketing Information Data Transfer (MIDT) is a database that provides detailed information about the worldwide booking activities of airlines and travel agencies. MIDT data is sourced from the Global Distribution Systems (GDS). This database captures booking transactions from passenger name records to provide detailed information about the worldwide booking activities of airlines and travel agencies. MIDT was designed to provide airlines with competitive information to enable them to make well-informed decisions regarding existing and new route opportunities. Data available through MIDT includes: •



Directionality;



•



Booking itineraries on a monthly basis;



•



Yield per kilometer; and



•



Average fares.



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2.3.2 Airport Role The next step in developing the historical aviation activity is to define the airport's role, or primary uses. The following factors need to be considered and examined when defining an airport's role: •



Historical passenger activity;



•



Cargo;



•



Fractional jet operators;



•



General aviation; and



•



Military.



During this exercise, other airports in the region should be considered and studied to have a better understanding of their roles and competition within the catchment area. Defining airport roles provides insight into the capabilities of the subject airport and other airports in the region.



2.3.3 Historical Passenger Volumes As a first step in organizing the passenger forecast, time series should be developed to display histori cal domestic and international passenger data. The purpose of this table is to determine trends over the historical period to use as context for developing the passenger forecast. To the extent data is available and reliable, the domestic and international passenger segments should be further disaggregated into historical originating and transfer (connecting) passengers. When analyzing historical passenger trends, it is essential to keep in mind that numerous factors may have caused demand to fluctuate over the historical period including: •



Economic cycles such as expansions and recessions on the local, national and global levels;



•



Fuel price spikes;



•



Airline capacity changes resulting from new entrants, new business models, bankruptcies or cessation of operations;



•



Price changes for air travel and shipment; and



•



Exogenous shocks (e.g., terrorist attacks, war, pandemics, and natural disasters).



It is incumbent on the forecast analyst to provide not only the data time series, but also to tell the story of why demand and supply have changed over the historical period. This will provide context for the forecasts.



2.3.4 Top Domestic and International Destinations As mentioned above, the purpose of the historical activity analysis is to build a context for the forecast. It answers questions such as what markets are served from the airport and why. It is imperative to research the airport's key domestic and international markets to have a better understanding of the current and future direction of air service at the airport. This analysis also provides a geographic context for the forecast. The 10TH EDITION, 4 1" release, OCTOBER 2016



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mix and range of domestic and international markets will inform what types of aircraft are deployed over the forecast period.



2.3.5 Historical Market Share by Airline The analysis of historical market share by passenger airline and/or airline segment provides insight into the recent history of the main carriers at the airport, including shifting shares between new model airline (NMA) and legacy carrier segments. The allocation of traffic between NMA and legacy segments is an important consideration from both a physical planning and financial feasibility perspective. NMAs typically exhibit higher utilization, require fewer amenities, and place a significant emphasis on their costs (including airport costs).



2.3.6 Historical Air Cargo Tonnage Air cargo is shipped in three ways: 1. In the cargo compartment, or belly, of passenger aircraft; 2. On all-cargo aircraft (freighters); and 3. In "combi" aircraft (where the main deck is shared between passengers and cargo). Most passenger airlines accommodate air cargo as a by-product to the primary activity of carrying passengers. They fill belly space in their aircraft that would otherwise be empty. The incremental cost of carrying cargo in a passenger aircraft is negligible, and includes only ground handling expenses and a modest increase in fuel consumption. Road and sea substitution have become major components in the evolution of air cargo activity in the past few years. At the continental level, trucks have nearly replaced regional air freight service due to cost savings and increased efficiency. Truck services have expanded to provide transport of freight to gateway airports for consolidation. A number of air carriers also transport cargo by truck to build their own volumes. Many air cargo faci lities are operating more and more as truck terminals, yet requirements to report truck-to-truck tonnage are rare. At the intercontinental level, improved containerization has allowed sea shipments to become more competitive in terms of transportation time and reliability. Technology advances in containerized shipping and the increasing speed of ocean-going vessels have been eroding the time advantage of air freight. Before the 2008 financial crisis, the tonnage carried by containerized ships grew at an average rate of around eight percent (i.e., twice the pace of air freight ton kilometers). To determine historical trends for cargo tonnage at the subject airport, the forecast analyst should compile historical cargo tonnage in a time series, displaying domestic and international cargo for belly and freighter tonnage separately. It should be noted that cargo volumes are very different from passenger volumes when it comes to directionality. Obviously, cargo does not require return flights. Many airports observe very imbalanced import/export cargo flows reflecting the mono-directionality of cargo shipments and the nature of the local economy.



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2.3.7 Historical Movements by Segment For purposes of developing the air transport movements (ATM) forecast, historical movements should be classified into the following categories:



• • • • •



Commercial passenger; All-cargo; General aviation; Military; and Total.



ATM forecasts will be developed separately for each segment; therefore, historical trends will need to be analyzed in the same manner. A time series should be developed for historical ATM volumes in each category.



2.3.8 Forecast Impact Factors Factors that may affect aviation demand need to be addressed when developing the passenger, air cargo and ATM forecasts. Forecast impact factors could include, but are not limited to:



• • • • • • •



Airline industry changes;



•



Regulatory changes (e.g., air services agreements, travel policy, and trade policy); and



•



Airport initiatives.



Economic cycles; New aircraft types; Fuel prices;



Alliance initiatives; Airline costs; Addition/removal of airlines;



Other impact factors to consider include seasonal trends and special events that stimulate air travel. It is recommended that all factors be considered and documented when analyzing historical trends and fluctuations at the subject airport. Defining historical and anticipated impact factors will improve the assumptions and accuracy of the aviation forecast. A summary discussion should also be included to describe the trends and anticipated changes that may affect the development of projections of aviation activity at the airport.



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Competitive Analysis



It is beneficial to include a competitive analysis of the airport and its surrounding competition when developing a forecast. A competitive analysis assesses the strengths and weaknesses of current and potential competitors, including other modes of transportation. It may be necessary to carry out different competitive analyses for each specific air traffic segment. For example: •



Origin/Destination passengers may choose between several airports serving the same catchment area. Markets such as New York, Tokyo, London, Los Angeles, Shanghai, Chicago, and Washington D.C. have multiple major airports within the same catchment area that passengers could select based on air service, price and/or location;



•



Connecting passengers may be offered multiple routings through competitive hubs;



•



Short-haul passengers may travel by air, road or rail depending on their travel purpose, budget or schedule; and



•



Depending on cargo yields, the logistics chain and available cargo capacity, freight may be trucked for hundreds or even thousands of kilom eters before being loaded on an aircraft.



The purpose of this analysis is to display the competitive position of the subject airport versus other airports in the catchment area. When developing a competitive analysis, consideration should also be given to the potential advantages, disadvantages, and practical limitations from the point of view of airline passengers using this airport. An effective competitive analysis within a forecast document should provide a narrative overview with supporting graphics describing the competitive market within the region and nationally.



2.5



Review of Existing Forecasts



Before developing models and assumptions for the passenger forecast, it may be valuable to review prior forecasts developed for the airport. This is done in order to obtain an understanding of previous forecasting efforts, available data, the assumptions made, and the methodology employed. In particular, comparing the actual results with the forecast will show its predictive accuracy and validate the methodology used.



2.6



Common Forecasting Techniques



There are a number of approaches and techniques to develop aviation forecasts. The most common techniques include: •



Time series/trend analysis;



•



Consensus forecasts;



•



Market share forecasts; and



•



Econometric/regression models.



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These techniques can be used to develop forecasts at the airport level, at the multi-airport level, or at the regional level. Each of these techniques has its own set of advantages and drawbacks, and they may be used independently or in combination. The following sub chapters demonstrate appropriate forecasting techniques for various uses.



2.6.1 Trend/Time Series Time series analysis projects historical trends into the future using time as the independent variable. As time series forecasts are "one-variable" models, they require only the data for the variable to be forecast. In general, time series data can be described by trends, seasonal effects and cyclical effects. The first step in putting together a time series forecast is to analyze a time seri es of historical data for the specific market in order to determine the growth trend. The easiest procedure for isolating the trend in a time series is to plot the historical data in graphic form, on an x and y axis. The traffic data is plotted on the vertical (y) axis. Time, the independent variable, is plotted on the horizontal (x) axis. Then a best-fit curve is obtained by minimizing the sum of the errors squared . Different curves may be tried to find the best fit, such as linear or exponential. In simple forecasts, it is possible to extend this line into the future to estimate future traffic. Growth rates, positive or negative, can be calculated from the slope of the line. The time series technique is useful for the following situations: •



When detailed data is not available;



•



When the financial and technical resources required for a more rigorous forecast are not available;



•



When the anticipated growth is expected to be relatively stable; and



•



When the operating and economic environment is expected to be relatively stable.



Time seri es analysis is a relatively expedient forecasting technique and, as such, is commonly used. However, one of the major limitations of a time series forecast is that there may be factors that can reasonably be expected to affect aviation activity at the subject airport in the future that are not reflected in the historical time series. For example, many aviation markets have histori cally been tightly controlled by government policy and regulation, which has in turn limited growth in aviation activity. A future policy loosening these restrictions could result in aviation activity growing at a faster rate than has been experi enced historically. A basic time series analysis is not able to reflect these changes in the underlying aviation environment.



2.6.2 Consensus Forecasts This approach involves applying aggregate aviation market growth rates developed by a third party (or third parties) to the subject airports traffic base. This approach is often used when there is a lack of historical information for the subject airport. It is also useful to provide a context or cross-check to validate a subject airport's forecast that has been developed using more airport-specific techniques.



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Governments, aviation authorities, non governmental organizations and aircraft manufactures publish their own national and/or regional forecasts for aviation activity, including growth rates for a defined period of time. While these forecasts are typically not developed at the airport level, they may provide a consensus outlook for aviation activity as a whole for the region where the subject airport is located . The U.S. Federal Aviation Administration (FAA), for example, publishes an annual aerospace forecast that contains forecasts for passengers, air cargo, and air traffic movements (ATMs) for the U.S. as a whole over a twenty-year horizon. The growth rates promulgated in the annual forecasts are often used by planners, particularly at small U.S. airports where general aviation is a higher percentage of the activity, to provide a guide as to how activity might change at the subject airport. Similarly, Airports Council International, Boeing and Airbus publish twenty year market outlooks for passenger and cargo volumes by world region. The growth rates published in these forecasts can be used as a guide as to how aviation demand may develop at the subject airport given its location and traffic mix. It is important to be prudent when developing a forecast using the consensus forecast method. Industry forecasts may be predicting higher growth than is reasonable for the subject airport. The forecast analyst should adjust the industry growth rates accordingly when there is a disconnect between industry forecasts and historical activity at the airport. The Delphi Method is a specific type of consensus forecast whereby a panel of experts is requested to provide their views on the future market growth through stru ctured questionnaires. Several rounds of questionnaires are sent out. Responses are aggregated and shared anonymously with the panel after each round. The experts are invited to adjust their answers in subsequent rounds based on the answers from the panel. The Delphi Method seeks to reach the "correct" response through consensus.



2.6.3 Market Share Forecasts Market share forecasts project airport activity as a percentage of a larger aggregate forecast (i.e., national-. state- or regional-level forecasts). This approach is used when the forecast for the larger market is more readily available or easy to produce than for the airport itself. This includes the case of large metropolitan areas with multiple airports. The market share for a specific airport can be calculated by taking the historical dataset for a specific period and dividing it by the amount of the total market over the same period. If the share of the subject airport has exhibited relatively little variation over the historical period, extrapolating this share into the future is a reasonable and relatively efficient way of developing a forecast for the subject airport. Equally, if the share analysis indicates increasing or decreasing shares of the larger benchmark that are readily explainable, the forecast analyst can estimate future changes in market share and apply these to the aggregate level forecast. Forecast impact factors, industry trends, and market outlooks should be considered when developing the market share forecast.



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2.6.4 Econometric/Regression Model On a worldwide scale, demand for passenger air travel (or air cargo) is intrinsically linked to the performance of the global economy. By comparison, exogenous shocks such as political turmoil, terrorist attacks, weatherrelated disruptions (e.g., hurricanes, volcanic ash clouds), and pandemics (e.g., severe acute respiratory syndrome, SARS) tend to have a shorter transitory impact on air travel demand. Air travel demand typically increases during periods of economic expansion and declines during economic contractions. Due to the strong correlation of air travel (or air cargo) demand with economic conditions, econometric or regression modeling is one of the most robust and commonly applied aviation forecasting techniques. The purpose of an econometric or regression model is to quantify the relationship between a single dependent variable (e.g., O&D domestic passenger traffic or international air cargo traffic) and one or more independent variables (e.g., per capita income and air fares). Econometric forecasting is used to demonstrate how predicted changes in the independent variables would affect future traffic. The following steps are used when developing an econometric forecast: 1. Specify the independent variables for testing; 2. Collect data; 3. Select a statistical model; 4. Determine the model's ability to accurately predict historical values; 5. Evaluate combinations of independent variables in context of historical traffic patterns; 6. Use the model to derive forecast traffic values; 7.



Evaluate the results in the context of historical traffic patterns;



8.



Introduce adjustments to the forecasts to reflect anticipated changes in the airport environment (e.g., regulation, competition, airline strategies); and



9. Compare with benchmarks (i.e., Boeing, Airbus, FAA).



2.6.4.1 Specify Independent Variables Prior to selecting a model, the forecaster must determine what combination of independent variables should be considered in the forecast. The following is a list of potential independent variables that the forecaster may consider: •



Population;



•



Output (gross domestic or regional product);



•



Personal income;



•



Per capital personal income;



•



Employment;



•



Exchange rates;



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•



Tourism factors such as hotel rooms;



•



Air fares/yield; and



•



Exogenous shocks (e.g., terrorist attacks, weather-related events, transportation mode shift).



A few additional variables may be used for air cargo, including: •



Regional trade (imports and exports)



•



Global trade



•



Manufacturing activity



2.6.4.2 Collect Data As discussed in Chapter 2.2 Economic Base for Air Travel, economic data to be used as independent variables must be collected. All data should be collected as a time series. Economic data sets, including forecasts, can be obtained from a number of sources, such as:



•



The International Monetary Fund;



•



World Bank;



•



Bureau of Labor Statistics;



•



U.S. Census;



•



Woods & Poole;



•



National Bureau of Economic Research;



•



Moody's economy.com;



•



IHS Global Insight;



•



Economist Intelligence Unit, and



•



Consensus Economics .



It is preferable to obtain the histori cal and forecast data from the same source.



2.6.4.3 Select a Statistical Model There are many kinds of econometric or regression models. Common types are expressed either in linear or logistic format, as shown in the equations below: Linear Regression Model: Y



=a + b X



Logistic Regression Model: Log(Y)



30



1



1



+ b) 0::



-)



Outline Development Program [short (a 5yrs) to medium (5 10yrs) term]



10 yr. Rolli ng CAPEX Program



---------------- -~



Financial Ana lysis



L---------~• .---------~



CAPEX Program Affordability [ProiecJBd !mpacl on Aii{JOrl Cha~ges]



.. .. .. .. ................



Proceed with Development Program



Source: lATA



3.2.3.2 Key Steps It is important to stress the need for the airlines, through the ACC process, to be allowed the opportunity to review, comment on and provide input to the master plan throughout the planning process. The key steps in the master plan development are: •



Preplanning:



o



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Scope the effort;



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•



o



Determine the scale and requirements of the master plan;



o



Determine terms of reference for consultants;



o



Determine how planning will be funded;



o



Scope potential environmental issues; and



o



Establish high-level financial parameters on the maximum feasible level of capital investment over the period of the master plan;



Air Traffic/Demand: o



•



Site Evaluation/Inventory: o



•



•



Forecast future aircraft movements, passenger and cargo traffic;



Assess existing facilities and services in terms of their capacity, constraints and condition;



Requirements Analysis: o



Compare the capacity of existing facilities to current and forecast demand;



o



Identify floor area/footprinUplot sizes to accommodate incremental expansion leading to the ultimate development phase;



o



Establish the demand levels that will trigger the need for facility expansion;



o



Determine the relative importance and priorities for expansion or replacement;



o



Check compliance with applicable safety/design standards and recommended practices (e.g., ICAO Annex. 14);



o



Understand the strategic business and functional requirements of the aviation community going forward; and



o



Test operational assumptions to ensure they meet evolving user needs;



Strategic Choices: Identify prim ary strategic drivers and priorities, including: o



Government policy on aviation;



o



Environmental constraints in which airlines operate;



o



Home base carrier policy and influence;



o



The plans of alliances and their airline partners;



o



New model airlines policy;



o



Cargo operations policy;



o



Fleet development, new aircraft types and their impact on runways, taxiways, aprons and gates;



o



The hub operator's demands, influence and benefits (this is sometimes in line with the alliance/airline partnerships, sometimes not);



o



Positioning of the airport in relation to competing airports (e.g., is the emphasis primarily on transfers or on Origin/Destination traffic?); and



o



Catchment areas and presence of airlines with special policies;



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•



•



Development of Options/Site Selection:



o



Develop concepts and alternatives;



o



Facilitate projected fu nctional requirements; and



o



Evaluate these options from an operational, environmental and financial perspective;



Environmental Evaluation :



o •



Outline Development Program:



o



•



•



Determine potential environmental impacts from development and possible mitigation measures;



Recommend the most acceptable and appropriate development option, including phased development in the short (0-5 years) and medium (5- 10 years) terms, and to integrate this within a land use plan for the airport;



Financial Assessment:



o



Estimate the investment capital costs by year;



o



Identify how these costs will be financed;



o



Evaluate the affordability of these costs, including any possible impacts on airport charges;



o



Modify the plan as needed through continued consultation;



o



Develop a viable financial plan; and



Reporting and Deliverables:



o



Finalize and publish the written Master Plan report, including airport layout plans, land use plans and drawings that convey the future plans of the airport.



The particular order of the plan components may vary, and there may be several elements running in parallel during the planning process (e.g., forecasting and site evaluation), with information from one component impacting on another. For example, it is recommended that a preliminary financial analysis start at the preplanning stage and be updated throughout the development of the plan. In the sub chapters that follow, each of the plan elements will be discussed in greater detail.



3.2.4 Preplanning A master plan, even a master plan update, is a major project typically taking a year or more. Therefore, the planning effort needs to be thoughtfully scoped in advance to match the local conditions.



3.2.4.1 Initial Needs Determination The need for the study should be based on: •



A change in the type or nature of traffic;



•



Evidence of demand exceeding capacity today;



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•



A forecast that demand will exceed capacity in the future if growth continues;



•



Identification of new capacity or capabilities by the airlines at the airport;



•



Changes in the types of aircraft using the airport;



•



Consultation with the user community (i.e., ACC) regarding ongoing business development strategies;



•



Emerging environmental challenges;



•



Changes in national, regional and/or local planning regulations; and



•



A management objective or regulatory requirement that master plans be undertaken regularly (e.g., every five years).



The reasons for the master plan should be identified and prioritized (i.e., what are the key business and regulatory drivers?).



3.2.4.2 Master Plan Objectives The preplanning should identify objectives, including specifically identifying the development issues that the plan will need to address. In simple terms, the objectives should answer the following questions: •



Why is the plan being undertaken?



•



What are the key issues to be resolved?



3.2.4.3 Data Availability The availability of data is one factor in determining the scope of and level of effort required for the master plan. The airport may already possess recent inventory data on the capacity and condition of the facilities, meaning that the master plan scope can be reduced. Data availability will vary from jurisdiction to jurisdiction and from airport to airport.



3.2.4.4 Level of Detail The level of detail for each study element should be broadly determined at the preplanning stage based on the issues facing the airport, available data, budgets and regulatory requirements.



3.2.4.5 Land/Facility Surveys The source and quality of land/facility surveys should be reviewed as part of the preplanning stage. Their level of detail and accuracy must be adequate to support the master plan.



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The required contour intervals for topographic maps should be determined at this time. New base mapping may be required. If that is the case, the determination of the area to be mapped should consider: •



Any possible expansion of the airport beyond current boundaries;



•



Ground access issues and the possible need for new surface access routes;



•



The areas that may be required for approach surface drawings;



•



The possible extent of noise contours; and



•



The location of other, possibly environmentally sensitive, areas.



3.2.4.6 Concession Agreements For airports operated privately under concession agreements, particularly those lasting less than 25 years, the master plan should project beyond the life of the concession in order to address possible capacity enhancement programs and related capital expenditure requirements that may be required immediately following the concession end date.



3.2.4.7 Method of Planning The preplanning stage should determine which elements, if any, will be undertaken by in-house subject matter experts and which by external consultants. In today's lean airports, master planning is typically a consultant responsibility coordinated by a small in-house administrative team.



3.2.4.8 Work Program Preplanning should include the development of work programs, terms of reference, requests for proposals, schedules and budgets. The schedule should show milestones and deliverables. If the master plan is to be undertaken by consultants, then selection criteria should be established. These should be based on the consultants' experience on similar work and their professional credentials. Input to this process by consultants is important for the evolution and refinement of the detailed scope and budget.



3.2.4.9 Data Management The preplanning should include a framework for data management to guide the retention of data, data formats, and data responsibilities.



3.2.4.1 0 Coordination and Monitoring Whether undertaken by airport staff or consultants, part of the preplanning stage is to plan for coordination and monitoring of the work, including the structure and composition of review committees.



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3.2.4.11 Planning Public Consultation As described in detail in Chapter 3.2.2 Consultation, consultation with stakeholders is essential. The extent and type of broader public consultation should be determined by: •



General practices within the jurisdiction;



•



Policies of the airport's funding agencies;



•



The goals and business strategy of airport management; and



•



The perceived level of interest. If the airport is far away from the city in a remote area, there may be a low level of interest in public consultation.



3.2.4.12 Preliminary Environmental Considerations The preliminary environmental evaluation includes an initial identification of likely environmental issues and scope based on national and local policies and regulations. Any required documentation of environmental issues, monitoring of results or planned mitigation actions should be identified.



3.2.4.13 Preliminary Financial Framework A master plan that recommends "solutions" that are unaffordable is a waste of resources, including time. Unfortunately, this is a relatively common outcome when no financial guidance is provided to the planners/consultants on the possible range and sources of financing available. At the preplanning stage, the airport's financial officer should provide an estimate of the affordable capital for the first five years of the forecast, for the second five years, for the following 10 years and, in board term s, for the period thereafter. If there is a possibility of receiving external grants for part of the capital, an approximate value of the grants should be included in this initial guidance. The preliminary financial framework should also be subject to consultation with primary stakeholders.



3.2.4.14 Master Plan Funding The source(s) of funding for the master plan project itself should be identified in the preplanning phase. For many airports, this requires budgeting to undertake the plan in the next fiscal year. For airports with external funders for the master plan, identifying the source and amounts is followed by application for funding. The need to acquire these services by way of a bidding process may also need to be factored into the overall planning timeframe.



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3.2.5 Traffic Forecasts



3.2.5.1 Introduction There are numerous methods used to undertake air traffic forecasts. These are covered in detail in Section 2 Forecasting.



3.2.5.2 Capacity Enhancement-Scale and Timing Air traffic forecasts are a critical element in identifying the potential scale and timing of each facility expansion within the master plan. Forecasts should generate a range of data that can be used by planners to determine floor area, building footprint and plot sizes for all airport facilities.



3.2.5.3 Data Required by Airport Planners The planning team needs to know: •



Annual and, even more importantly, peak period aircraft movements with load factors by market segment, airline segment and aircraft category (e.g., Code A, B, C, D, E and F). These will determine the operational stand requirements;



•



Annual departing and arriving passenger numbers by market segment (e.g., charter, domestic, intern ational), the number of passengers transferring to/from individual market segments and the projected peak period figures determined from these;



•



Annual departing and arriving cargo volumes (e.g., freight, peri shables, express, mail, etc.) by market segment, the volume of cargo transferred on site and the percentage split of cargo carried by market segment and by scheduled movements and/or dedicated cargo aircraft. Also required is the daily fleet composition of freight aircraft by all aircraft categories.



•



Design day schedules whenever simulation is envisaged. Such schedules will include all flights during the busy day with related information on:



70



0



Airlin e name;



0



Aircraft type and sub-type;



0



Origin/destination;



0



Arrival/departure time;



0



Seating capacity;



0



On-board passengers;



0



On-board cargo; and



0



Flight regime.



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3.2.5.4 Accuracy and Limitations Forecasts are an attempt to predict future traffic growth or decline. In reality, accurate forecasts are very difficult to obtain. No one can predict with absolute certainty world events that might impact traffic growth, (e.g., SARS in 2002- 03 or the Global Financial Crisis in 2007- 08). In addition, the airline industry is: •



Constantly evolving;



•



Increasingly reliant on more fuel-efficient next-generation aircraft, with different ranges, operational req uirements, wingspans and/or fuselage lengths that will impact on current traffic patterns and facility planning;



•



Fixated on short-term planning, often only looking as far forward as the next season's schedule; and



•



Reacting to competition for traffic from newly competitive airports and/or regions.



Because of the uncertainty of forecasts, planners should: •



Conceive flexible master plans that can easily cater to variations in the pace of traffic growth (i.e., individual facilities within the master plan should be capable of incremental modular expansion); and



•



Determine development triggers and gear facility capacity enhancement programs to traffic levels rather than specific time frames (i.e., terminal expansion will be required when passenger traffic reaches 30 million passengers per annum, rather than terminal expansion will be required in 2017.



To enable airport planners to conceive flexible master plans, forecasters will provide potential upper and lower range scenari os as well as their underl ying driving forces. The difference between high/low traffic scenari os and the base scenario will be outlined not only in terms of demand, but also in terms of supply (i.e., aircraft type, airline types). Recommendation: Development Triggers Development plans and phasing should be linked to traffic volumes, not specific years. For example, a specific development is required when the airport has 32 million enplaned/deplaned passengers, not for year 2022. This approach provides flexibility and will not trigger expansion until it is actually needed.



3.2.6 Data Collection, Site Evaluation and Facility Potential



3.2.6.1 Data Collection At many airports, a significant amount of the data needed for the master plan may be readily at hand in airport data bases or in recent reports. It is important to verify the source and relevancy of this existing data to ensure it is accurate and reflects current conditions.



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When the material at hand has been assessed, the task of collecting missing data can begin. This may include:



3.2.6.1.1 Airport Drawings and Maps The site evaluation starts with the assembly of all relevant airport drawings, including: •



Airspace drawings identifying obstacles (existing and planned), adjacent airports, etc.;



•



Runway departure surface drawings for instrument runways;



•



Airport property plans;



•



Land use plans within and adjacent to the airport boundary;



•



Geological survey maps of the airport, identifying any areas unsuitable for constru ction;



•



Environmental mapping (wetlands, floodplains, archeological sites, etc.);



•



Topographic maps in sufficient detail that terrain differences can be determined (e.g., at 0.2 meter contour intervals);



•



Utility drawings identifying major airport service runs and their connections to public networks;



•



Surface access drawings identifying major routes by mode;



•



Jurisdictional site plans of the adjacent areas;



•



Airport layout plans; and



•



Floor plans of primary facilities (e.g., passenger and cargo terminals).



These drawings and maps will be used to determine areas, geometries and capacities. They will also be used in the condition surveys of the existing facilities.



3.2.6.1.2 Environmental Data Environmental data is needed to establish current baseline conditions and to support the analysis of options. See Chapter 3.2.9 Environmental Responsibility for details.



3.2.6.1.3 Financial Data The financial data will be used to establish a financial framework for the master plan and evaluate development options. This will establish broad guidelines regarding the levels of capital that are likely to be affordable. See Chapter 3.2.12 Financial Assessment for details.



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3.2.6.1.4 Land Use and Regional Setting The land use in and around the airport needs to be determined by: •



Consulting airport boundary plans;



•



Reviewing information on the political entities that are contiguous with the airport, including maps of the areas that these jurisdictions control;



•



Compiling land uses in the areas near the airport by category, including identification of noise sensitive uses (e.g., residences, schools, hospitals) or other incompatible uses (e.g., lakes, stockyards, landfills);



•



Identifying land uses that could have an effect on the safe use of the airport, including obstru ctions and adjacent airports;



•



Determining the zoning of undeveloped land near the airport, including height and use restrictions;



•



Highlighting any unique airport protection zoning established by regulation or legislation;



•



Where available, including geographic information systems (GIS) data, to be combined with aerial photos, topographic maps, aeronautical maps and approach plates; and



•



Consulting topographic and hydrographic information to expose possible flood ing issues.



3.2.6.1.5 Recent Studies Recent studies can provide pertinent information on the history of the airport and how it developed. It can be useful to identify major development milestones on a simple timeline (e.g., from airport opening through different capacity expansion phases to the present day).



3.2.6.1.6 Regulatory Information All regulations that could influence development of the airport needs to be collected, including; •



Any provisions of the airport license, lease or enabling legislation;



•



Any legislation or planning studies that may have an impact on future development;



•



National aeronautical regulations on airport design or operation; and



•



Local zoning bylaws, if applicable to the airport.



3.2.6.1.7 Socioeconomic Data Socioeconomic data is needed to determine the market that the airport serves and the characteristics of the local community. These will provide specific inputs for econometric analysis within the traffic forecast. See Chapter 2.2.2 Socioeconomic Base for details.



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3.2.6.1.8 Traffic Statistics Historical traffic data covering the past 10 years is the basis for traffic forecasting. This data is usually readily available at the airport, but should be checked to ensure that the data is complete and accurate. The data collected typically covers: •



Passenger traffic (i.e., origin-destination, transit and transfer) by market segment. In some countries, this may be available by air carrier;



•



Aircraft movements by operator and market segment (i.e., scheduled, charter, cargo, military, general aviation) and by aircraft type;



•



Historical demand for overnight parking by aircraft category;



•



Cargo and mail tonnage for both belly and all-freighter by market segment; and



•



A detailed schedule of arrival and departure times for all traffic.



These statistics can often be obtained in electronic format from the ANSP. Among other things, this data is used for noise modelling, for developing nominal schedules for future gate planning, and for airfield demandcapacity simulations. One area where the data may be incomplete or confusing is transit and transfer passengers. Some airports count same-plane in-transit passengers (i.e., on a through flight) as transfers in enplaned/deplaned data. Some airports are missing data on transfers (i.e. between different aircraft). It is important for planners to understand the data they collect and what is included or excluded.



3.2.6.2 Site Evaluation and Facility Potential The purpose of the site evaluation is to collect data on the current form, condition and performance of all elements of the airport infrastructure. This data and the related time spent on site will enable planners to have an understanding of the development potential of existing facilities. This baseline data will be used to: •



Confirm current land uses on the airport, including leases and boundaries;



•



Determine the remaining useful life and potential timing of major refurbishment and expansion projects; and



•



Determine the capacity and capability of existing infrastructure.



Site evaluation data can be extensive and is usually assembled in the following categories: airfield/airspace, passenger terminal, airport support elements and surface access systems.



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3.2.6.2.1 Airfield/Airspace Data to be collected includes: •



Airspace management information, including noise abatement procedures;



•



Identification of obstacles;



•



Air and ground navigation aids and traffic control aids;



•



Meteorological data including ceiling, visibility, wind speed/direction;



•



Geometry of runways, taxiways, holding aprons;



•



Pavement centerline separation and obstacle clearance distances to assure they are in compliance with ICAO Annex. 14; and



•



Airport perimeter, including roads and access control systems (e.g., CCTV)



In parallel with the collection of this basic data on the airport's airside facilities and systems, the condition of each of these requires an assessment that includes: •



Identification of the original installation data and estimated remaining useful life (i.e., lighting and approach aids); and



•



An engineering study of airfield pavements identifying: o



Original construction dates;



o



Pavement strength ratings;



o



Current conditions;



o



Estimated remaining useful life;



o



Problem areas; and



o



Major rehabilitation projects likely required during the master plan life, including estimated capital costs.



Some airports will have this survey undertaken on a regular basis and the information will be available without a dedicated study.



3.2.6.2.2 Passenger Terminals The site assessment of passenger terminals will evaluate condition, determine sizes of rooms and list the numbers of processors. For all building systems, a condition assessment may be required if the airport does not keep ongoing records of the age and condition of terminal systems (e.g., structures as well as mechanical, electrical and special systems such as baggage handling systems and security systems). Passenger processing rates (e.g., check-in, security, customs, etc.) will help to determine potential bottlenecks and need for improvements. See Chapter 3.4, Passenger Terminal for more detail.



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3.2.6.2.3 Airport Support Elements The quantity, type and condition of airport support elements as well as remaining periods on ground leases should be determined for: •



Aircraft maintenance;



•



Airline administration;



•



Airport authority administration;



•



Airport maintenance;



•



Cargo/Express/Mail handling: The quantity and area of buildings and aprons is needed to determine the capacity of these facilities. The condition of the facilities, including estimates of remaining useful life should also be evaluated. At many airports, the cargo buildings are on ground leases and the remaining peri od of the lease should also be determined;



•



Car rental: The number of cars per million 0/D passengers by market segment;



•



Customs/Immigration;



•



Deicing: The method of deicing fluid recovery (on stand or on a dedicated apron);



•



Fuel supply, storage and distribution: The current volumes of fuel stored, the means of supply, the peak daily/weekly volume dispensed and the method delivery to aircraft;



•



General aviation: The assessment of facilities should determine the number, size, location, condition and ownership of general aviation hangars, aprons, tie-down areas, fixed-base operators and flight schools. In addition, the number and mix of based aircraft should be determined;



•



Ground service equipment maintenance and storage;



•



In-flight caterin g;



•



Parking: This includes the quantity of multistory short-term and at grade long-term public car parking, staff car parking, car rental parking, taxi parking including taxi pool staging areas and parking for buses coverin g local, regional and international routes as well as those serving airport or city hotels and/or charters and tours;



•



Police/Security/Controlled access points;



•



Refueling stations: Both airside and landside;



•



Rescue and firefighting services: This will include a fire training area with the capability to recover aqueous firefighting foam if used during hot training. Depending on the size of the airport this may also include a crisis control center;



•



Utilities: An inventory of utilities (e.g., high-voltage electricity, gas, water, sanitary sewer, storm sewer, communications, heating and air conditioning is required. This should include capacity determination, age, remaining useful life assessment and any possible future constraints. Waste disposal systems, incinerators and deicing facilities should also be inventoried; and



•



Other: The airport lands may include other facilities that are not directly related to aviation, including industri al parks, golf courses, parks, retails businesses and agricultural areas. These need to be inventori ed and included on site plans.



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3.2.6.2.4 Surface Access Systems An inventory of surface access systems to/from/on the airport needs to be taken, including access/circulation/service roads, parking, and forecourt space. This should cover alignment, condition and capacity. Public transportation services should also be assessed for capacity and modal split (e.g., percentages carried by bus, rail, taxi, limousine, private car). The surface access inventory also requires dialog with the jurisdictions that provide primary road and rail access networks to/from the airport to determine their future plans.



3.2.6.3 Documentation Much of the data collected will become working files used to create summaries of condition, existing capacity and potential capability of all airport facilities and sub systems. The inventory should use drawings, tables, aerial photos and GIS data to assemble the information in a simple and readable format.



3.2.7 Requirements Analysis Whether using simple tables, formu lae or simulations, the purpose of the requirements analysis is to determine the capacity of the existing facilities (i.e., airspace, runways, aprons, gates, passenger terminal subsystems, surface access systems, etc.). The analysis should determine a level that is appropriate for the size of the airport and the potential for airside demand exceeding capacity in the future. At the completion of the requirements analysis, the shortfall five, 10 and 20 years into the future should be determined.



3.2.7.1 Introduction The requirements analysis phase can be relatively simple at a small airport, or a long, complex process involving simulation models of airfield use and of passenger flows in the terminal at a large airport. The size and capability of every element of the airport is translated into a capacity that can be compared to demand: •



Airspace, runway and taxiway capacities are determined on an annual and peak period or peak hour basis;



•



Capacities of aprons and gates are calculated in terms of numbers of aircraft by category (e.g., Code C);



•



Capacities of every passenger terminal subsystem (e.g., security) is determined in terms of static capacity for floor areas (i.e., passengers per area) and dynamic capacity for processors (i.e., passengers per hour);



•



Surface access systems, including road (e.g., number and length of lanes available), rail and vehicle parking; and



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lATA



•



Airport support elements, including: 0



Aircraft maintenance;



0



Airline administration;



0



Airport authority administration;



0



Airport maintenance;



0



Cargo/Express/Mail handling;



0



Car rental;



0



Deicing;



0



Fuel supply, storage and distribution;



0



General aviation;



o



Ground service equipment maintenance and storage;



o



In-flight catering;



o



Operations;



o



Parking;



o



Police/Security/Controlled access points;



o



Refueling stations;



o



Rescue and firefighting services; and



o



Utilities.



Current and forecast demands on each element of the airport are compared to the current capacity of each element and any excesses of demand over supply are identified, typically in five year increments. Shortfalls are determined in terms of facility requirements. For example, a shortfall capacity to handle 800 additional enplaning passengers is defined as a facility requirement of 1,280 square meters of additional space and seating for 640 people. The requirement for new or additional facilities can be driven by: •



Increased demand in terms of numbers of aircraft, passengers. and/or cargo;



•



New demands in terms of aircraft sizes (i.e., span and length) and/or new traffic segments (e.g., international traffic at a previously domestic airport);



•



Changes in or non compliance with existing ICAO standards and recommended practices;



•



Changes in security requirements; and



•



Obsolete or unsuitable facilities.



The types and sizes of new facilities are determined through this requirements analysis. By clearly defining the issues and the reasons that a solution is required, the requirements analysis lays the groundwork for the development of options.



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3.2.7.2 Airfield and Airspace Analysis Airspace and airfield requirements are developed considering forecast traffic and the compliance of existing facilities with design and safety standards. In addition, consideration must be given to how the airport and its air traffic will integrate with other traffic flows. The analysis must consider both capability and capacity.



3.2.7.2.1 Airfield Capability Capability is the compatibility of the facilities with the size and type of existing and forecast traffic. The assessment of capability includes: •



Size: Are runways long enough for the aircraft types and stage lengths to be served? Do widths and separation of runways and taxiways meet ICAO recommendations?



•



Obstacles: Are there current or planned obstacles, both natural and manmade, that could limit the use of one or more runways for arrivals and departures?



•



Pavement strength: Are the pavements adequate for the demands of the forecast aircraft types and numbers?



•



Orientation: Does the orientation of the existing runways provide sufficient wind coverage to provide adequate usability during all weather conditions? How do the runway alignments fit with other nearby airport runway alignments?



•



Instrumentation: Are the runways equipped with appropriate navigational aid facilities to provide landings during all anticipated weather conditions?



3.2.7.2.2 Navigation Aids Key conventional navigation aids include: •



Approach Lighting Systems (ALS);



•



Distance Measuring Equipment (DME);



•



Instrument Landing Systems (ILS);



•



Precision Approach Path Indicators (PAPI); and



•



VHF Omnidirectional Range (VOR).



Newer Performance-based Navigation (PBN) procedures can be augmented by Ground-based Augmentation Systems (GBAS). The requirements analysis for new or additional navigation aids should examine: •



The condition and remaining useful life of the existing aids;



•



The forecast fleet mix and its PBN capabilities;



•



The usability of the airport: that is, the percentage of the time that the wind, ceiling and visibility conditions are suitable for operations with the navigation aids and PBN procedures that are in place. The target usability is very high, typically 97.5 percent; and



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•



A full cost-benefit analysis for all navigational infrastructure on the airport, including the cost to users of diversions when the airport is unusable.



Many of the ground-based navigation aids require protected zones for their effective operation (see Exhibit 3.2.10.2.2 Navaid Protection Areas). Some of these zones are horizontal, others are sloped. It is useful to delineate any protected areas, as they may preclude development in areas that otherwise may be considered for other uses as options are developed. These protected areas may affect the overall capacity of the airport.



3.2.7 .2.3 Air Traffic Management (ATM) Facilities ATM facilities include control facilities such as: •



Towers and approach control units;



•



Air and ground surveillance systems8 ;



•



Remote radio transmitters and receivers;



•



Wind shear detectors; and



•



Weather observation equipment.



At most airports, these are the responsibility of the ANSP, but are primarily situated on the airport. During the requirements determination phase, the planning team will need to consult the ANSP to determine: •



Future requirements;



•



Division of responsibility for capital investment (e.g., the airport may be responsible for constructing a new ATC tower structure); and



•



Future land use requirements to meet the requirements of the ANSP, including any protected areas for ANSP equipment.



Consultations with the ANSP should be an ongoing collaborative process as options are developed. For example, the need for an additional runway may trigger the need for a new tower to meet the requirement to see all controlled maneuvering surfaces.



3.2.7.2.4 Airside Capacity Airside capacity is defined in terms of the number of aircraft operations that can be conducted in a period of time, most often provided as annual and hourly capacity. For a master plan at low volume airports, it is often sufficient to estimate runway capacity potential using examples of current best practice.



8



These systems include air and ground radar systems. multi-lateration systems. Automatic Dependent Surveillance (ADS) systems, camera systems and other sensors.



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Exhibit 3.2.7.2.4 is a summary table of best practice hourly and annual theoretical maximum runway capacities. It should be noted that theoretical maximums can be reduced by: •



Operating restrictions;



•



Air traffic control practices and procedures;



•



Fleet mix;



•



The absence of rapid exit taxiways (RETs};



•



The location of aprons and parking in relation to the runways; and



•



Poor airport pavement geometry.



Exhibit 3.2.7.2.4: Theoretical Capacities for Various Runway Configurations Runway Configuration Single runway Dependent parallel Independent parallel Intersecting runways 3 runways: all independent 4 runways: 2 pairs of close parallels



Example used LGW CPH MUC VIE AMS COG



Best practice mvts/hr 55 83 90 68 110 117



Max mvts/annum recorded to date 266,550 (2007) 288,793 (2001) 432,296 (2008) 266,402 (2008) 446,693 (2008) 551 ' 174 (2008)



Theoretical max mvts/annum 331 ,238 499,868 542,025 409,530 662,475 698,610



Source: lATA



Notes:



1.



Mixed mode is assumed to add -15 percent to segregated mode capacity.



2.



Actual achieved runway capacities vary with aircraft mix. A large proportion of large aircraft or a wide range of aircraft sizes will reduce total movement capacity.



3.



The inability to clear runways to allow following aircraft to land (insufficient or poorly positioned RETs), to reposition aircraft prior to take off (inadequate holding bays) and the need to cross active runways will significantly reduce movement maximums.



4. Annual movement figures derived by taking best practice mvtslhr figures as shown and assuming a 16.5 hour operating day (06:00am to 10:30 pm) and 365 day operation.



5. The theoretical annual maximum figures stated are based on a 100% take up of slots over each day and throughout the year. 100 percent take up of slots is not possible or desirable. As highlighted, maximum mvtslannum recorded to date better reflect achievable maximums. As such, a detailed capacity assessment should be made that considers the arrival versus departure demand mix. If the airfield is complex or nearing capacity, a more detailed approach using an airfield simulation modeling tool is recommended. However determined, the capacity of the existing runway system is compared to current and forecast demand. If there is an excess of forecast demand over capacity, then alternative airfield configurations will



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need to be developed to address the shortfalls. The magnitude of the shortfall may point to the alternatives that may be feasible.



3.2.7.2.5 Runway Geometry Reference should be made to the minimum distances between parallel runways as recommended by ICAO in their Annex. 14- Aerodromes. Exhibit 3.2.7.2.5 below provides an indication of the large areas taken up by primary infrastructure systems. Here, the runway separation is 2,250 meters, the runway stagger is 1,500 meters and the total site area is 1,297 .5 hectares. The cross-over taxiways are 195 meters apart. This dimension allows for a further code F taxiway to be inserted between the two shown at some later date. In this example, the area required to support the movement of aircraft represents approximately 53 percent of the total area available.



Exhibit 3.2.7.2.5: Primary Infrastructure System- Example Land Area



('



\



-



......



_



.......



\"'!>:fi.? '(\'a



\



\ \



\



Runway Alignment Angle



\



Prevailing Wind Directions



S



Source: ADRM , 9th Edition



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3.2.7.2.6 Runway Length Requirements Exhibit 3.2.7.2.6: Summary of Runway Length Requirements AIRCRAFT



ICAO AERODROME REFERENCE CODE-CODE ELEMENT 2



MAX TAKEOFF WEIGHT (KG) 59,000



A318 A319 A320 A321



c c c c



A300-600 *



D D



170,500



A330-200 A330-300 A340-200 * A340-300 *



E



238,000 235,000 275,000



A340-500 * A340-600 * A350-900



E E



A310-300 *



E E



64,000 73,500 89,000



164,021



TAKE-OFF RUNWAY LENGTH (M) AT ISA + 20°C



1,828 2,080 2,105 2,286 2,645 2,450 2,590 2,657



E



276,500 380,000 380,000 268,000



3,260 3,230 3,050 3, 100 2,830



A380-800



F



575,000



2,750



8717-200 * 8737-600 8737-700



54,885 65,091 70,080



1,840 1,960



8737-800 8737-900



c c c c c



8767 -200(200ER) 8767-300ER 8767-400ER



D D D



151 ,954 (179,169) 2,200 (2,640) 186,880 2,920



8787-8 8777-200 8777-200ER 8777-300



E



8777-300ER 8747-200 8747-300 8747-400 8747-400ER 8747-8



E



E



E E E E



79,016 79,016



204,117



3,580



219,539 247,208 297,557 299,371



3,100 2,620 3,480



E



351 ,535 377,843 340,195 396,894 412,770



F



439,985



E



E



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2,160 2,640 2,860



3,500 3,160 3,190 3,320 3,018 3,090 3,090



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MAX TAKEOFF ICAO AERODROME REFERENCE CODE-CODE ELEMENT 2 WEIGHT (KG) 288,031 D



TAKE-OFF RUNWAY LENGTH (M) AT ISA + 20°C 3,560



c c



1,450 1,490 1,463 1,890



AIRCRAFT



MD-11 * MRJ 70 MRJ 90 CS100 CS300



36,850 39,600 58,967 65,317



c



c



Source: Am ended from ADRM, 9th Edition



Notes:



1.



MTOW, /SA +20. C/Sea Level, no wind and a dry runway, FAA add 15 percent for a wet runway. •• MTOW, /SA +15. C/Sea level. When considering new runways at existing airports, it is important to consider the existing and projected traffic mix. In this way, the proposed runway length can be tailored to suit the predominant traffic type so that planned capacity enhancements suit the largest percentage of forecast movements.



2. Boeing aircraft data courtesy of Boeing Aircraft Company Inc. Airbus data courtesy of Airbus Industries website. Others via published Airplane Characteristics Manuals. • denotes aircraft no longer in production 3.



The runway lengths listed do not consider the effects of aerodrome elevation, runway slope, wind or obstacles. Airport planners should refer to the document types listed below for each specific aircraft. These are provided by the relevant aircraft manufacturers and detail the recommended landing and departing runway length data: 1.



Airplane Characteristics for Airport Planning; and



2.



Airplane Flight Manual.



3.2.7.2.7 Runway Land Requirements The land area required to support the movement of aircraft on and around an airfield can often exceed 50 percent of the total area of an airport. For example, the following table outlines the approximate area required given twin parallel taxiways with associated clearance (with code F separation) for a single runway of varying lengths:



Exhibit 3.2.7.2.7: Example of Runway Land Requirements Runway length Area required (hectares)



2000 125.3



2500 149.4



3000 173.5



3500 197.6



4000 221.7



Source: ADRM , 9th Edition



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Note: The above table includes the area required to support runway end safety areas (RESA), but excludes approach/departure and missed approach surfaces, glide slope areas and airside roads.



3.2.7.2.8 Taxiway Requirements The prin cipal function of taxiways is to provide access for aircraft moving between runways and passenger terminal areas, cargo areas and maintenance hangars. Taxiways should be arranged so that arriving aircraft do not obstruct and delay departing aircraft. The extent of taxiway layouts is determined by the volume and frequency of traffic to be handled in the peak hour and the expected aircraft taxi routings to support planned runway use. Exhibit 3.2. 7.2.8 summarizes the capacity of various configurations of parallel taxiways serving a runway. Should peak hour movements not require a full parallel taxiway, then a partial parallel layout can be used to minimize construction costs. The partial parallel taxiway can be extended to a full parallel as traffic demand warrants.



Exhibit 3.2.7.2.8: Capacity of Parallel Taxiways Number of taxiways



Taxiway capacity (mvts/hr)



0 1 2



0- 15 16-20



Landing only Takeoff only



50- 55 30



Notes Backtracking required on runway Runway capacity will be the limiting factor



Source: ADRM 9th Edition



3.2.7.2.9 Exit Taxiways Exit taxiways allow landing aircraft to leave a runway so that it is then clear for use by other arriving and departing aircraft. At airports with peak traffic periods and continuous flows of arriving and/or departing aircraft, the capacity of the runway is dependent to a large degree on how quickl y landing aircraft can exit the runway. An aircraft that has landed delays succeeding aircraft until it has cleared the runway. Taxiways at right-angles to the runway are possible, but this geometry restri cts the speed of exit and hence increases runway occupancy time. A rapid exit taxiway (RET}, with exit angles between 25 and 45 degrees, permits higher exit speeds. This in turn allows succeeding landing aircraft to be more closely spaced, or it might allow a take off to be released between two landings. When carrying out a requirements analysis in a situation where runways are nearing capacity and simulation is being undertaken to determine capacity and delays, the configuration of the taxiways should be incorporated into the model. The modeling may indicate that additional capacity could be added if RETs are considered in the development of options.



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3.2.7 .2.10 Runway Holding Positions Runway holding positions are established on the taxiway at the intersection of a taxiway and a runway. A runway holding position shall be established on a taxiway if the location or alignment of the taxiway is such that a taxiing aircraft or vehicle can infringe an obstacle limitation surface or interfere with the operation of radio navigation aids. Peak traffic volumes at many airports may exceed the capacity of a holding position, resulting in aircraft queuing on the taxiway leading to the runway end. In such circumstances, multiple runway entrance taxiways should be established to allow aircraft sequencing on departure.



3.2.7 .2.11 Holding Aprons Holding aprons can be placed at convenient locations on the airport for the temporary storage of aircraft. These can be required at large airports where the number of gates is insufficient to handle demand during peak periods of the day. If this is the case, aircraft are routed by air traffic control to a holding apron and are held there until a gate becomes available. Holding aprons can also permit a departing flight to vacate a needed gate and to wait near the runway without obstructing either the arriving aircraft or the departure flow, pending further clearance. They can also be used for aircraft with long turnaround times, where staying on the stand would unnecessarily tie up capacity, or for temporary overflow situations caused, for example, by diversions. This is particularly true of airports where contact stands are limited. Holding aprons are not usually required if capacity exceeds demand even slightly. However, fluctuations in future demand are difficult to predict. Therefore, a temporary holding facility may be necessary.



3.2.7 .2.12 Other Aprons Other aprons are airside areas intended to support aircraft as they load and unload passengers and cargo, or await entry into an aircraft maintenance facility. They also serve as platforms from which all ground service equipment can operate.



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3.2.7 .2.13 Apron Requirements The size and extent of aircraft aprons is dependent on the forecast fleet mix by type of traffic (e.g., charter, domestic, intern ational, etc.) and the number and type of aircraft to be accommodated in the peak hour. The areas required for aircraft aprons, both contact and remote, with associated taxiway clearances for varying wingspans, is approximately:



Exhibit 3.2.7.2.13: Approximate Apron Area Required by Aircraft Category ICAO Ref. Code Area Required (hectare) -contact Area Required (hectare) -remote



B



c



0.22 0. 19



0.41 0.37



D 0.75 0.69



E 1.14 1.07



F 1.50 1.42



Source: ICAO



The diagram below and the table that follows are based on the recommended separation distances for taxiways/aprons as outlined by ICAO in Annex. 14 as well as head of stand dimensions recommended by lATA.



Exhibit 3.2.7.2.14a: Recommended Layouts for Contact and Remote Stands



e I I I



I



e



(t •



Source: ICAO



It should be noted that lATA does not recommend that a rear-of-stand service access road be provided for either contact or remote stands. This aids in avoiding the potential for collisions between ground support equipment and aircraft maneuvering on and off stand.



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Exhibit 3.2. 7.2.14b: Recommended Stand Clearances



B



c D



E



F



15m up to but not including 24 m



24 m up to but not including 36m



36 m up to but not including 52 m



52 m up lo but not including 65 m



66 m up to but not including 80 m



Type



Length



Span



CRJ



26.78



2 1.21



A319



33.84



34.10



A320· 200



37.57



34.10



8737· 800



39.50



34.30



8767· 300ER



54.94



47.57



A340· 600



75.30



63.45



A350· 900 8 787-8



66.89



64.80



56.70



60.10



8777200



63.73



60.95



8 747400



70.67



64.94



8747-8



76.25



68.45



a



•



b



c



d



33.50



21.50



30.00



3.00



44.00



26.00



45.00



4.50



66.50



40.50



55.00



7.50



20.00



30.00



9



25·35



80.00



47.50



80.00



7.50



97.50



57.50



85.00



7.50



Note: 8737-800 figures are from the variant without winglets. Source: ICAO (Replaced with table from ADRM 9th edition on 6 May 2014. Revised taxiway minimum separation distances are currently under consideration by ICAO's Aerodrome Panel, with these not due to take affect until late 2016.)



3.2.7.3 Terminal Analysis The requirements analysis for passenger terminals needs to address the linear frontage of gates/stands, the passenger terminal building and the terminal's forecourts. See Chapter 3.4 Passenger Terminal for more details.



3.2.7 .3.1 Gates and Aprons The requirement for contact and remote stands is derived from the forecast and compared to the existing number of gates to identify shortfalls. This comparison needs to be made by aircraft category and by market segment (e.g., international, domestic, charter, etc.). Requirements for ground service equipment storage and cargo staging areas (if required) should also be identified. The percentage of flights to be accommodated on contact stands should be subject to a service level agreement between the airport and the airline community.



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3.2.7.3.2 Passenger Terminal Building The requirements analysis for the terminal buildings will determine the floor area, footprint and plot size. This by using simple Square Meters per Peak Hour Passenger (SQM/PHP) figures derived from the forecast to provide preliminary area estimates. An analysis of floor area requirements on a sub system-by-sub system basis, indicating primary areas and passenger flow routes through the building complex, can be provided if specifically requested. This can form the basis of the conceptual design phase for the passenger terminal that may follow the master plan study.



3.2.7.3.3 Forecourts The requirements for terminal forecourts are a function of: •



Modal splits of current arriving and departing passengers and in the future;



•



Dwell times on the forecourt; and



•



Forecourt management practices.



Demand calculations result in a forecast of the required forecourt length. This is compared to the existing forecourt to determine the shortfall that needs to be addressed as options are developed. Determination of the forecourt requirements for dedicated commercial vehicles (e.g., hotel courtesy vans, rental car vans, and buses) should also be undertaken and compared to existing facilities. For larger airports, the requirement will be influenced by: •



The means of reaching hotels (e.g., by public transport, by dedicated services for individual hotels or by a consolidated bus service serving multiple hotels); and



•



The means of reaching car rental facilities (e.g., on foot, by dedicated bus services or by consolidated bus tran sfers).



3.2.7.4 Airport Support Elements Analysis Aircraft Maintenance: The scale of aircraft maintenance facilities is dependent on several factors, including:



•



The base carrier(s) and whether or not they elect to carry out base maintenance for all or part of their fleet at their home base;



•



The base carrier(s) fleet(s) in terms of number and type of aircraft, the number of aircraft maintained per maintenance bay, annual utilization rate, level of maintenance check performed (A, 8, C or D);



•



The extent of third party line and base maintenance;



•



The availability of certified engineering staff and access to spare part holdings; and



•



Whether facilities are to offer a one-stop service including engine test and paint spraying.



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Airline Admini stration: Space can be made available on site for airline offices in addition to those provided within the passenger terminal building. Base carriers may also have supplemental needs in terms of a headquarters building and training facilities. Airport Authority Administration : At smaller airports, authority offices can be located within the passenger terminal building complex or in an annex. Airport Maintenance: The airport requires buildings for storage and maintenance of airport equipment, workshop space, and for storage of supplies. Current facilities should be compared to airport facility needs in the future. Cargo Handling: The capacity of existing cargo and freight forwa rder facilities needs to be assessed and compared to future requirements, taking into consideration: •



The volumes and types of cargo handled (e.g., general freight, express, mail, perishables, dangerous goods, high-value, etc.);



•



The type of aircraft used (i.e., belly cargo in passenger aircraft, combi aircraft (main deck shared between passengers and cargo) or dedicated freighters; and



•



The method of handling (i.e., manual, semi-automatic or fully mechanized).



In addition to statistical volumes and recent trends, consultations with cargo operators, freight forwarders and ground handlers on their future plans are an important input to determining future facility requirements. In many jurisdictions, the airport does not provide cargo buildings or aprons, but simply leases serviced land for their development. Car Rental : The requirements for rental car service need to be assessed, including ready and return facilities, in-terminal service desks, service areas, etc. At large airports, the requirements may point to consolidated car rental facilities, sometimes located remotely from the main passenger terminal. Facility sizing is derived through an analysis of current and projected car hire demand per million 0/D passengers. Deicing: Airports that require deicing facilities need to evaluate forecast peak needs to existing facilities and to identify any requirement for expansion of these facilities in the future. Deicing facil ities require a substantial contained area and should be located within close proximity of runway departure ends. Alternatively, deicing on stand may be considered. Fuel Supply, Storage and Distribution: Fuel farms are usually provided by others, such as an airline consortium, fuel suppliers, supplier joint ventures or independent fuel infrastructure providers. Requirements for fuel storage depend upon peak day/week consumption and the number of days' storage to be held in reserve. The reserve required is driven by supply resilience and the method and number of supply sources. Sufficient land should be held in reserve for expansion of these facilities up to and including the ultimate development phase. Click here to find out more on the lATA Guidance on Airport Fuel Storage Capacity. General Aviation : General aviation includes a wide variety of users including corporate flight operations, recreational flying, flight training and the fixed-based operators that support these activities. The requirements



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of general aviation include aircraft hangars, aircraft outdoor tie-downs, transient aircraft parking and terminal facilities. Forecasts of future requirements primarily use a forecast of future based aircraft and transient operations. The current waiting list for hangars and tie-downs can provide an indication of unsatisfied demand. The airport's own strategic plan will also influence the forecast of requirements. If the airport is primarily focused on air carrier services, then general aviation requirements may take a lower priority as alternatives are developed. Ground Service Equipment Maintenance and Storage: Maintenance of apron support vehicles is performed in workshops. The number and size of the workshops is related to the scale of the airport operation, the number of ground handlers and the number of vehicles being maintained at any one time. Some equipment may need to be stored on a semi-permanent basis (e.g., snow removal equipment). In-flight Catering: The size of in-flight catering facilities is related to the number of international, domestic and charter passengers departing on a busy day. These faci lities can be located off-site, although this will increase traffic levels through security posts. Operations: Enhancements, if required, to ATC, airfield ground lighting, meteorological facilities and navigational aids need to be discussed with the ANSP. Parking: For calculations of passenger related vehicular traffic and the resulting facilities and capacity needed, the design year average day and peak hour forecasts will provide figures for volumes of originating and terminating passengers, as well as for transfer passengers for inter- and intra-terminal traffic. To estimate volumes of vehicular passenger traffic entering or leaving the airport, there is a need to determine the: •



Arrival rates for arriving and departing passengers for the average day of the peak month. Peak hour and peak minute information may also be required;



•



Modal split of passengers, i.e. the percentage that are dropped off and picked up, park (short or long term) or use taxi, hotel shuttles, bus, rail or water access. The modal split for passengers and staff will for example vary depending on the pricing policy of individual access modes, ease of access, discounted travel schemes, etc.;



•



Potential impact of a multi-modal interchange and/or "Airport City", i.e. are there large volumes of nonairport traffic;



•



Occupancy of each vehicle (occupants per car) relevant for vehicle numbers and forecourt requirements;



•



Numbers of meeters and greeters per passenger, as this can vary significantly according to the local culture and customs.



Total passenger related trips by mode can be estimated to determine annual, peak day and peak hour vehicle volumes. This is needed for planning the size and number of entry and exit points, the airport road requirements. and the required capacity of the following parking facil ities. •



Public: In general, short term parking (e.g. less than eight hours) should be reasonably close to the passenger terminals and are often located in multi-story structures. Long term (e.g. over eight hours) can be remote, often at grade level, with shuttle bus or people mover access;



•



Staff: The location of staff parking, whether this is accommodated in close proximity to their place of work or not, is heavily influenced by the local culture and customs;



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•



Car Rental (see entry earlier in this sub-section);



•



Taxi: The requirement to provide a continual supply of taxis to the arrivals forecourt can be accommodated by creating a taxi pool staging area. This needs to be reasonably close to the terminal area, and provision for orderly staging and sequential dispatch of taxis to the forecourt is necessary. A means of alerting drivers to the need for taxis at the forecourt (and, in multi-terminal airports, which forecourt), is also needed. At those airports were taxi drivers may be held for long periods, support accommodation is often provided through the provision of catering, washrooms and toilets facilities.



•



Bus: There are various types of buses and coaches, all of which have different needs, namely: o



Charter and tour buses require dedicated forecourt space. At airports serving popular tourist destinations, dedicated bus stances are often located at the end of the terminals or in a centralized zone, ideally with some form of communication for drivers meeting arriving passengers;



o



Hotels often provide free of charge shuttles. These also need dedicated forecourt space for loading and unloading, and facilities for waiting passengers (including phones for communicating with hotels). In order to reduce on airport traffic, some airports have consolidated hotel shuttles into a number of fixed route services, each one serving a number of local hotels;



o



Long distance buses and coaches. These are usually accommodated at a dedicated transportation center. This can be a valuable facility for local residents, who generally are more likely to need a bus than a plane. A dedicated transportation center needs good walking routes if centrally located or a people mover link if located remote, especially at airports with multiple terminal locations.



o



Local buses. These are particularly valuable for employees. A number of airports have provided a direct subsidy, start-up funding, or assistance with marketing for buses on core routes, especially those operating 24 hours a day. Some are demand responsive, deviating from a fixed route if pre-booked, a useful answer to personal security concerns. Some airports have introduced free or discounted travel schemes for employees to reduce car traffic and to increase their pool of labor. The reputation of the airport depends in part on the quality of (often low paid) retail and cleaning staff, and increasing the ability of all shifts to get to work at an acceptable price is useful. A few large airports have negotiated free-fare zones around the airport to encourage employees to use the bus for travel between on-airport sites (for example to meetings) rather than to use a car.



Police/Security: The number of airsidellandside security gates should be kept to a workable minimum, with the size reflecting the volume of authorized vehicles handled. The need for facility expansion should be reviewed with existing police/security providers, particularly if the site perimeter is proposed to be enlarged. Recharging Stations: Airside recharging stations should be located in convenient locations to avoid excessive distances to/from primary work areas. Multiple locations may be required depending on the scale of operation and the number of ground handlers operating on site. Refueling Stations: An area should be set aside to allow cars to refuel. At smaller airports, off-site petrol/diesel stations may suffice. Rescue and Fire Fighting Services (RFFS): In accordance with ICAO Annex. 14, Chapter 9.2, airports should be categorized for rescue and firefighting purposes and the level of protection provided should be appropriate to the airport category. The category level is based on the aircraft size and traffic operating at an airport.



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At large airports, if alternatives for airfield development involve additional runways, satellite rescue and firefighting service facilities may also be required to meet the required response times. Utilities: The forecast requirements for water supply, sewers and sewage treatment, solid waste handling and disposal, natural gas, electrical power, centralized heating and cooling plants and communications need to be determined. This will involve determining existing capacities and comparing them to forecast requirements. Most of the utility requirements will increase with passenger demand and, at the master plan stage, forecast requirements are usually undertaken using a simple relationship of requirement to passenger numbers. Where data is available, these relationships can be developed from records of past traffic levels and usage. Other Requirements: The potential use of airport land for other compatible, non aviation related uses (e.g., "Airport City"), needs to be evaluated taking into consideration existing leases for these purposes. In developing the master plan, these uses are always secondary to the primary aviation requirements, but if there is sufficient land the forecast needs for these other operations can be considered. Further planning requirements for airport support elements will be detailed in futu re releases of ADRM.



3.2.7.5 Surface Access Analysis Airports should be considered as part of a broader transportation node where customers change to and from one mode of transportation to another (i.e., air to rail; air to private vehicle, etc.). The primary focus of the requirements analysis for surface access is on-airport roads and parking as well as primary road and rail access. For the latter, detailed consultations with local/regional transportation officials will be necessary. The capacity of on-airport roads needs to be compared to forecast peak hour demands, taking into consideration the total traffic that will be using a particular road including passengers, well-wishers, greeters and employees. All modes of transportation need to be considered, including taxis, limousines, shuttle buses, courtesy cars, coaches, buses and delivery vehicles. Similarly, the capacity of existing parking facilities and access lanes, taxi staging areas, mobile phone lots, and employee parking are compared to forecast demand and shortfalls identified. If consultations indicate the potential development of a multi-modal interchange, then the requirement for access routes and terminal linkages should be identified. Further planning requirements for airport surface access will be detailed in future releases of ADRM.



3.2.7.6 Documentation The requirements analysis is documented in a dedicated chapter of the master plan. It sets the stage for the development of alternatives. If the requirements analysis is effective, a reader of the master plan will understand the need for additional facilities or services and how these requirements were established.



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3.2.8 Development of Options



3.2.8.1 Introduction to Option Development With a firm understanding of the strategic direction and a clear definition of the requirements, the planners can now develop options to satisfy the forecast demand. Options can include: •



Airside Infrastructure: o



Runways- number, length, configuration and phasing;



o



Taxiways-number, width, configuration and phasing; and



o



Aprons- remote and/or contact, configuration (multiple aircraft use), ground service equipment parking areas, cargo staging areas, ULD storage, size and aircraft parking configuration;



•



Air and Ground Navigation and Traffic Control Aids: Tower location and height;



•



Passenger Terminal Building: For new terminals, options can initially consider the various terminal configurations available. For all terminal developments, there will be options with respect to configuration, size, number of levels, etc.;



•



Cargo Facilities: Options for location, size, access routes, customs office, vehicle parking and access;



•



Surface Access: Alternatives for access modes, multi-modal interchanges, road configuration, type and size of public and staff parking, location of rental car parking, taxi holding areas; and



•



Airport Support Elements and Utilities: Location of administration, main electrical station and back-up power generation, location of rescue and firefighting services, location and size of general aviation facilities, location of fuel farm and method of distribution, etc.



A structured approach to develop and evaluate options is recommended (as shown in Exhibit 3.2.8.1 Alternatives Development and Analysis Process). Each of the steps is described in the sections that follow. While the exhibit illustrates a continuous flow from the first step to the last, in reality the process is iterative: •



As options are short listed, additional options may be identified;



•



As preliminary cost estimates are prepared, some options may not appear to be feasible and additional development work may be needed;



•



Environmental planning (see Chapter 3.2.9 Environmental Responsibility) is undertaken in parallel to option development and may cause options to be modified or eliminated;



•



User and public consultations may cause options to be added, modified or deleted; and



•



As airfield, terminal and access options are integrated into an overall plan, compatibility issues may cause options to be modified or reconsidered.



The process of option identification, evaluation and selection should involve all airport stakeholders.



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Exhibit 3.2.8.1: Alternatives Development and Analysis Process Prionl:izalioo



Ml.efns.bile



ldo&ntillcalion



Environme nlal A~&&menl



Screenllns Preliminary ILand Use l'lan



OewiGPrnenl -



Prel rnin..,. Co&t E~tl imates



1 Alllllnatillo E\!lllu!llion



! Integration



Anai~SiS



-



Rlll!:ommencled



Plan



1mpl!lm & nt.aiiM Plan



Source: SNC-Lavalin Group Inc.



3.2.8.2 Prioritization At the start of the option development process, the master planners need to establish priorities. Priorities are established by considering two factors: 1. Importance in the continuing operation of the airport; and 2.



Flexibility in terms of location.



Typically, this means that priorities must be determined for options for: •



Airfield operational areas (i.e., runways, taxiways and aprons);



•



Passenger terminals;



•



Airport support elements;



•



Surface accesses; and



•



Non aviation airport land uses.



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The rea son that priorities need to be considered is that they may vary from airport to airport. For example, if the requirements analysis has shown that the existing airfield will provide sufficient capacity for the forecast period and beyond, then the top priority for development of options will change, likely to terminal development. The planning team should establish priorities based on the local situation.



3.2.8.3 Identification of Options Initially, options for airfield, passenger terminal, airport support elements and surface access systems are developed separately. They will be integrated later in the option development process. In each of these areas, an initial list of options should be developed that satisfy the requirements that were identified. There is almost always more than one way to provide facilities that will add the needed capacity and capability. At this stage in the planning process, it is valuable to identify all reasonable options in a collaborative, brainstorming approach. No unreasonable options should be included, however, even at this early stage. All options should be potentially feasible. Simple variations on an approach should be avoided. Each option should be a different way of fulfilling the requirements. The aviation industry has evolved quickly and will continue to do so. These variables will impact on the size, type and quantity of facilities needed. Master planners should be familiar with industry trends and be conscious of variations in the pace of growth (i.e., traffic can rise, fall, or stall). To accommodate this unpredictable operating environment, planners should ensure that flexibility, modularity and expandability are built into options at all times.



3.2.8.4 Link to Environmental Planning Environmental planning (see Chapter 3.2.9 Environmental Responsibility) is undertaken in parallel with the alternatives development and evaluation process. A two-way flow of information is needed with the location and layout of alternatives feeding the environmental assessment and early feedback from that assessment causing changes to alternatives. This back and forth work should continue until both the recommended development plan and the environmental plan are complete.



3.2.8.5 Screening It is important to reduce the number of options to a manageable number before detailed quantitative analysis is undertaken on a short list of options. The screening process is a preliminary evaluation of options. Screening at this stage is primarily qualitative and involves the assessment of technical, environmental and financial feasibility. The screening results for both retained and eliminated options should be documented. This documentation should include the reasons for the retention or dismissal of options. A list of screening criteria and an evaluation matrix should be prepared and agreed to by the planning team and airport authorities.



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3.2.8.6 Development Working with the short list of retained options, the planners begin to detail them by assessing all quantitative elements (i.e., capability, capacity) and preparing conceptual layouts. The specific options will vary from airport to airport, but there are recommended approaches to developing options for airside infrastructure, the passenger terminal, cargo, airport support elements and surface access systems.



3.2.8.6.1 Runway and Taxiway Options The airfield must accommodate the forecast peak hour aircraft demand for arrivals and departures during both instrument and visual meteorological conditions IMC and VMC). This will then define the land area for the terminal and aircraft stand. lATA recommends that apron layouts be configured such that: •



For midfield passenger terminal development, staggered independent parallel runways should be considered with a minimum separation of 2,000 meters9 ;



•



When planning new runways, sufficient space should always be allowed for a dual parallel taxiway system to be located adjacent and parallel to all runways. Where land availability does not allow dual parallel taxiways, the airport planner should note that the capacity of the single taxiway will be the limiting factor that determines runway capacity;



•



There should be a capability to construct dual parallel taxiways in phases, as required to support increasing peak hour aircraft movement rates;



•



Airfield layouts should include the shortest possible and most direct taxiway routes between rapid exit taxiways and aircraft parking positions, and between aircraft parking positions and holding/bypass positions at runway thresholds. An exception can occur at existing airports were aircraft crossings reduce the optimal declared runway capacity. In these circumstances it may be beneficial, if sufficient land is available and following a cost-benefit analysis, to provide an indirect end-around taxiway;



•



For rapid exit taxiways, the location of the Optimal Turn-off Segment (OTS) should be determined after considering:



9



o



For which operational conditions runway capacity should be enhanced (i.e., peak period, special weather conditions, particular group of aircraft, mixed mode);



o



The representative fleet-m ix that the exit is intended to serve after eliminating those with less than five or 10 percent of the total;



o



The separation distance between runway and taxiway (i.e., on non instrument runways, the separation distances may not allow for design of a satisfactory RET); and



o



Aircraft characteristics (e.g., threshold speed, braking ability and turn-off speed for differing wind conditions);



Other configurations are possible; see /GAO Doc. 9184. The land available for airside, landside and airport support elements should support the capacity potential of the runway(s).



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•



Dual parallel taxiways should also be incorporated into a master plan to cross between two widely spaced parallel runways. The number of crossover taxiways should be related to the ultimate development potential of the site and should be checked using a simulation model;



•



At runway ends, by-pass taxiways allow queuing aircraft awaiting take off to be reordered as determined by ATC. This airline-approved re-sequencing of aircraft can assist in relieving climb and en route ATC constraints. The holding position should be designed to accommodate two to four aircraft and allow sufficient space for one aircraft to bypass another. The area allotted for waiting aircraft will depend on their size and maneuverability. Holding aircraft should be placed outside the bypass route so that jet blast from the holding aircraft will not be directed toward the bypass route. Runway end holding positions should be orientated to permit aircraft departing them to access the runway at an angle of less than go•. Runway access points oriented in this way allow aircraft a rolling start to their take off and thereby reduce runway occupancy time.



•



For aircraft operating at or near maximum take off weight, the entry point should be as close to the end of the runway as possible. Small- and medium-sized aircraft that do not require the full length of the available runway may be permitted to access the runway at intermediate access points leading up to the runway end. This provides another means by which ATC can reorder departing aircraft. Such access points should also have intermediate holding positions with all the associated clearances.



3.2.8.6.2 Apron Options In developing apron options, planners should consider the following recommended approaches: •



Aircraft exiting parking positions do not restrict the timely maneuvering of other aircraft on the airfield;



•



Aircraft parking stands are capable of accommodating multiple aircraft types throughout the planning period through the use of Multiple Aircraft Ramp System (MARS);



•



Vehicular traffic at head of stand is reduced to a viable operational minimum. Tail of stand roads should be avoided;



•



Aircraft stands are positioned in order to expedite the movement of aircraft between parking positions and runways. The positioning, orientation and phasing of stands should relate to the ultimate development stage, particularly if additional runways are envisaged in subsequent phases;



•



Aircraft stands and maneuvering areas meet cl earances and separation distances as indicated in ICAO Annex. 14;



•



The layout provides maximum flexibility to accommodate varying aircraft types at differing times of day;



•



The stand layout allows for differing aircraft types on individual routes as a result of seasonal variations in demand that require increases or decreases in capacity;



•



The largest aircraft are positioned as close to the main passenger processing complex as possible; and



•



Aprons can accommodate all associated ground service equipment, vehicles and forward staging areas for baggage and cargo.



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3.2.8.6.3 Terminal Options Various passenger terminal configurations are provided, as examples only, in the following photographic 1mages.



Exhibit 3.2.8.6.3a: Pier/Finger Configuration-e.g., Toronto, Canada



Source: SNC-Lavalin Group Inc.



Exhibit 3.2.8.6.3b: Linear Configuration-e.g., Detroit, USA



Source: Aaron Headly from Ann Arbor, Michigan, USA



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Exhibit 3.2.8.6.3c: X Configuration-e.g., Pittsburgh, USA



Source: SNC-Lavalin Group Inc.



Exhibit 3.2.8.6.3d: Y Configuration-e.g., Hong Kong



Source: SNC-Lavalin Group Inc.



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Exhibit 3.2.8.6.3e: Satellite Configuration-e.g., Atlanta, USA



Source: Craig Butz/Creative Commons



The area available for the passenger terminal/apron complex is heavily dependent on the runway configuration, the land available between or adjacent to the runway(s) and the ability to handle the mix of aircraft anticipated to use the airport. At existing airports, terminal/apron options may be restricted by the type of development that has gone before or be limited by the nature and extent of support infrastructure. If so, their age and condition should be scrutinized further, with a cost benefit analysis undertaken to determine if demolition/realignment is a viable option. In looking at future terminal facility requirements, planners should take into consideration: •



The automation plans of the carriers serving the airport (e.g., self-service check-in, self-service bag tag, automated boarding);



•



lATA's Fast Travel and Passenger Facilitation Program; and



•



National streamlining steps with respect to immigration, customs and security.



These initiatives have the potential to change the number and configuration of processors as well as the size of areas required to support them. There are several key concepts that planners should keep in mind when developing terminal options: •



Experience has shown that, when designing facilities, the maximum SQM/PHP figure should not exceed 25 square meters for purely domestic passengers, 30 sqm for charter passengers and 35 sqm for



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international passengers. Exhibit 3.2.8.6.3g Airport Floor Area and Design Passenger Numbers provides examples of terminal floor areas globally:



Ex hibit 3.2.8.6.3g: Airport Floor Area and Design Passenger Numbers Airport Termina l



mppa



Assumed Floor Area sqm/ mppa PHP



Floor Area based on a ssumed PHP (Dom I Dom + Inti / Inti) 30sqm 25sqm 35sqm



Design index to obtain PHP as% of Annual Passenger Volumes 0.04% "'Q. Marrakesh Menara 4.5 42,000 9,333 1,800 Q. 45,000 10,000 1,800 4.5 E Carrasco - Montevideo ....0 San Francisco T2 5.5 59,500 10,818 2,200 55,000 I Haneda Inti Terminal 7.0 159,000 22,714 2,800 0 Queen Alia- Amman 9.0 103,000 11,444 3,600 Design index to obtain PHP as% of Annual Passenger Volumes 0.035% 172,000 4,200 Sheremetyevo D 12.0 14,333 "'Q.Q. Termina l E Man ila T3 13.0 182,500 14,038 4,550 0 Hyderabad 15.0 162,000 10,800 5,250 I 0 Dublin T2 15.0 100,000 6,667 5,250 .... Chubu Centrair 20.0 220,000 11,000 7,000 163,000 El Dorado · Bogota 20.0 8,150 7,000 Design index to obtain PHP as% of Annual Passenger Volumes 0.03% Changi - Singapore T3 22.0 380,000 17,273 6,600 10,370 8,100 Berlin Brandenburg 27.0 280,000 London Heathrow T5 30.0 353,020 11,767 9,000 30.0 465,000 15,500 9,000 "'Q.Q. Jeddah Hajj Terminal E Miami North Terminal 330,000 11,000 9,000 30.0 0 35.0 470,000 13,429 10,500 "'II Madrid- Barajas T4 Dubai T3 43.0 1,713,000 39,837 12,900 44.0 496,000 11,273 13,200 Seoul - lncheon Beiji ng Capital T3 60.0 986,000 16,433 18,000 Hong Kong 60.0 710,000 11,833 18,000 Average Figs: 13,715



"'



63,000 63,000



sqm/ PHP



98,000 126,000



23 25 27 57 29



147,000



41



159,250



40 31 19 31 23



157,500 183,750 210,000 210,000 231,000 283,500 315,000 315,000 315,000 315,000 451,500 462,000 540,000 630,000



58 35 39 52 37 45 133 38 55 39 42



Source: Amended from ADRM, 9th Edition



•



If at all feasible, options that include rehabilitation and expansion of existing terminals should be included. This can be a far less expensive approach than new terminal construction;



•



All airlines, and at large airports all alliance partners, should be co-located under one roof;



•



Low-cost terminals, piers and satellites available to all airlines and capable of incremental expansion should be included as options;



•



At smaller airports, single-level terminal options should be included. However, consideration should be given to making provision for a second level during later phases should expansion be required;



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•



At airports where Code F operations are forecast to be deployed, separation distances as recommended in ICAO Annex. 14 should be established;



•



Experience has shown that the distance between the apron and the terminal access road is often too small, constraining future development as terminal requirements change. For example, a degree of flexibi lity needs to be built into the head of stand dimension to accommodate unforeseen expansion of the terminal/pier/satellite in later stages;



•



The mix of contact stands and remote stands will depend on the business strategies of the airlines serving the airport. Consultation on this issue is important; and



•



Piers should be sized and positioned to facilitate free flow of aircraft and to allow for timely passenger and baggage connection within an agreed Minimum Connecting Time (MCT}.



Throughout the planning process, the terminal options must be closely coordinated with the airfield options, so that only viable terminal options that accommodate the forecast demand are proposed for evaluation.



3.2.8.6.4 Airport Support Elements Options While developing concepts for airport support elements, planners should consider: (a) Aircraft Maintenance: These facilities should be located where they do not restrict incremental expansion of piers, satellites and aprons. At large airports with widely dispersed terminal locations and apron positions there may be a need to locate smaller line maintenance facil ities in more central areas to reduce the time required for towing between operational stands and remote maintenance areas. The location and size of the engine run-up facility will need to be carefully considered. (b) ATC Towers and Rescue and Fire Fighting Services: Should be located as stipulated in ICAO Annex. 14. (c) Cargo Handling: It is important that the strategic link between cargo faci lities and aircraft parking positions be established at an early stage in the planning process. At larger hub airports, it is common for dedicated cargo aircraft to be accommodated on a frequent, perhaps daily basis. At smaller airports, a high percentage of cargo is transported solely on scheduled passenger flights. As such, there is a strong interdependency between cargo handling and passenger processing facilities. Therefore, there is a need for the two areas to be located adjacent to one another in order to reduce transfer distances to a workable minimum. However, this adjacency requirement creates a dilemma in so far as each facility requires significant land area to exploit and expand to their full potential. Therefore, for smaller airports with less than one million passengers per annum or 50,000 tons of cargo, the individual facilities should be positioned apart such that each can expand without restricting the growth potential of the other. In the short-term this may result in separation distances between the two being somewhat greater than appears necessary. However, airports should allow for unrestricted expansion to the ultimate development stage wherever possible. When possible, cargo stands should be adjacent to cargo processing faci lities. The distance between cargo processing facil ities and passenger stands (where passenger aircraft will be used for the shipment



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of cargo) should be less than 2.5 kilometers. However, at small airports a dedicated cargo apron may not be cost-effective and as such schedules should be analyzed to determine if aprons can be jointly used. It is also important to note the differing types of cargo that may need to be accommodated. These can include general freight, express freight, perishables, pharmaceuticals and airmail. Development of options for future cargo operations should consider: •



The types of cargo operators serving the airport and likely to serve the airport in the future;



•



Forecast annual cargo volumes;



•



Types of cargo operations (e.g., truck-to-truck, truck-to-aircraft, aircraft-to-aircraft);



•



Access for trucks serving cargo terminals; and



•



Security requirements.



(d) Deicing Pads: Should be adjacent to primary departure runway thresholds, if possible; and (e) Fuel Farms: These should be fed from two independent sources and be located away from the primary operational area.



3.2.8.6.5 Surface Access Options Surface access systems need to be very carefully assessed within the master plan and the facilities required will need to be balanced against the requirements of locating the terminal building and stands. The need to provide links from rail and road infrastru cture should be of prime concern to the airport planner, as these can have substantial cost and environmental impacts. In developing surface access options, planners should consider that: •



At large airports, alternatives for future access should consider the possibility of high-speed, regional, local and city-center express rail running to and through the site. These planned rail access options may be directly connected immediately under or adjacent to the main terminal building complex. Connections for passengers and staff departing and arriving on foot should be as short as possible;



•



New terminals and access routes should retain a capability to accommodate multi-modal transport interchanges in later stages of development; and



•



Planning for well-located public parking of sufficient capacity should be part of option development. The viability of parking structures depends on the parking rates and should be the subject of a business case analysis.



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3.2.8.7 Preliminary Land Use Plan A preliminary land use plan should be initiated early-on in the option development and evaluation process to determine if concepts will fit within the land area available. This preliminary plan can be simple sketches.



3.2.8.8 Preliminary Cost Estimates Capital costs are important criteria in evaluating and comparing options. Preliminary cost estimates based on simple unit cost determinations should be prepared for the shortlist of options. The most effective way to prepare these estimates is to use a cost estimator/quantity surveyor that is familiar with local unit costs for construction. All hard and soft costs should be included in this estimate. Hard costs occur once project construction commences (e.g. site preparation, labor, materials, equipment, building services, etc.). Soft costs generally occur prior to project start (e.g. marketing, legal fees, design fees, taxes, finance charges, insurance, etc.). As preliminary cost estimates are prepared, a comparison of an option's costs to the financial framework developed at the preplanning stage may mean that the option is eliminated or modified to reduce the overall cost.



3.2.8.9 Option Evaluation



3.2.8.9.1 Process The process of option evaluation involves: •



Development of evaluation criteria;



•



Development of weighting factors for the cri teria because not all criteria will be equally important;



•



Consultation on the criteria and weight factors with stakeholders;



•



Evaluation of options using the criteria by a multi-disciplinary team;



•



Consultation on the results of the evaluation with stakeholders and the public;



•



Documentation of the options, the evaluation criteria and evaluation results; and



•



Preliminary recommendations illustrated on a draft airport layout plan.



The options analysis process should be tailored to the airport size and the issues it faces. Complex analysis and evaluation methods should only be used when needed. Any method used should reflect good planning practices, be replicable and be consistently applied.



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3.2.8.9.2 Evaluation Criteria Evaluation criteria should be determined before the evaluation of options begins. The selection of evaluation criteria can influence the outcome of the evaluation so care needs to be taken to develop a balanced mix of criteria. A broad range of criteria is preferable so that the differences between options can be highlighted. Evaluation criteria can be considered in four categories: operational performance, flexibility and growth, environmental and financial: (a) Operational performance criteria: How will the option perform in terms of capacity (e.g., hourly and annual), capability of meeting objectives, and efficiency? (b) Flexibility and growth criteria: These criteria consider whether or not an option: •



Enables growth beyond the planning horizon;



•



Provides balance between elements, typically in the form of capacity;



•



Provides the flexibility to adjust to unforeseen changes;



•



Conforms with ICAO Annex. 14 standards and to best practices for safety and security;



•



Implements the airport's strategic plan (i.e., its goals and objectives);



•



Is compatible with the plans of the surrounding jurisdictions; and



•



Is socially and politically feasible.



(c) Environmental criteria: These vary in number and complexity from airport to airport. At some airports it will be sufficient to have a limited list dealing with key issue areas only (e.g., noise, wetlands, social impact, etc.). In some jurisdictions a much more detailed environmental assessment is needed and this will be reflected in the list of criteria. (d) Financial criteria: These should include: •



Financial feasibility including preliminary capital cost estimates;



•



Non aeronautical revenue potential;



•



Significant incremental operating costs for the airport; and



•



Significant incremental operating costs for users.



The financial criteria may also include a cost-benefit analysis of the options.



3.2.8.9.3 Airfield Options Evaluation Key criteria in evaluating runway, taxiway and apron options include: •



Costs associated with aircraft operational delays;



•



Savings associated with improved efficiency;



•



Aircraft capacity.



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3.2.8.9.4 Terminal Options Evaluation Evaluating terminal options can involve a wide range of criteria. Planners should select criteria appropriate for their airport in consultation with stakeholders. This can be a two or three stage evaluation process as the terminal options are refi ned with greater detail added following each stage. Examples of criteria used for evaluating termin al options at this stage includ e: (a) Passenger Convenience •



Direct flow routes and minimum w alking distances;



•



Ease of wayfinding;



•



Ease of transfer; and



•



Convenient access to surface acce ss systems, vehicle parking and car rental facilities.



(b) Operating Efficiency •



Optimum gate flexibility and utilization;



•



Logical, convenient vehicle flows;



•



Apron effectiveness; and



•



Taxiing distances.



(c) Airline Competitive Advantage •



Operational cost efficiency;



•



Maximum flexibility in use;



•



Flexibility in the face of changing demands by sector;



•



Ease of expansion; and



•



Ease of passenger processing at peaks.



(d) Government Agencies •



Meets current and forecast security requirements; and



•



Provides for governm ent inspection services.



(e) Construction Issues •



Enables safe and efficient operations while under constru ction;



•



Limits undue disruption of operations.



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(f) Financial •



Affordable capital through all development phases;



•



Minimum life-cycle costs- minimizes staffing and maintenance costs, not only capital costs;



•



Maximum commercial revenue; and



•



Low risk.



3.2.8.1 0 Integration The fina l stage in developing and evaluating options is to integrate the various elements of the airport into an overall recommended development. Compromises may need to be made. A good plan arrives at an overall optimization that has balanced capacity with an efficient overall operation. Although integration is shown as a fina l step after the evaluation of various options, in reality the planners should be considering integration throughout the development of options. A final integration check is needed to evaluate how successful the selected integrated plan is at providing for the highest and best use of airport land.



3.2.8.11 Analysis and Review The analysis and review step involves additional detailing of the preferred option and consultation with stakeholders and the public on the options, the evaluation process and the preferred option. During this additional analysis and consultation, the planners may develop or receive additional information that can refine the preferred option or even cause a review of the evaluation.



3.2.8.12 Recommended Plan Following the analysis and review step, the recommended option is selected based on the results of the evaluation, the additional analysis and the stakeholder/public consultations. The recommended plan, drawings and text should demonstrate how: •



Projected growth in all types of traffic can be accommodated throughout the entire life of the project until saturation is achieved in the ultimate development stage;



•



All users can operate efficient, effective and profitable operations within the proposed plan;



•



Long-term sustainable development can be achieved;



•



The environmental impact on surrounding communities and stakeholders will be minimized and maintained at acceptable levels;



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•



Additional capacity can be brought into play without negatively impacting on current operations; and



•



Associated surface access systems will be introduced in staged developments to support forecast traffic levels and demand.



3.2.8.13 Constrained Site In some cases, political or site limitations may mean that the airport cannot grow to meet forecast demand. In these cases, the master plan should document the reasons for constrained growth and identify the consequences in terms of how the constraint will impact on the traffic mix, markets served and the financial and economic costs of capping the demand.



3.2.8.14 Documentation The options development and evaluation leading to the recommended option is documented in a dedicated chapter in the master plan. There may be a substantial amount of technical data related to this work (e.g., capacity analysis, modeling results, records of consultations, etc.) and these should be contained in appendices to the master plan. The documentation should be thorough and clear, allowing a reader to understand how options were developed, why some were discarded, how the evaluation criteria were developed, the results of the evaluation, and the results of the consultations that were undertaken throughout this step in the master plan .



3.2.9 Environmental Responsibility



3.2.9.1 Introduction Since the Second World War, air transport has grown into one of the world's most important and innovative industries, driving both economic and social progress. It has brought employment and prosperity to millions of people while expanding world trade and increasing opportunities for travel and tourism. The air transport industry is committed to meeting its customers' growing demands in a sustainable manner while maintaining an optimal balance between economic progress, social development and environmental responsibility. This means balancing the needs of passengers, society, the economy and the environment by making the best use of existing facilities while addressing the challenge of new developments. In delivering these benefits, air transport has had less of an impact on the world's environment than most people realize. Indeed, by continually improving its fuel efficiency, reducing noise and introducing new, more sustainable technologies, air transport has been able to reduce or contain its environmental impact:



•



Carbon dioxide (C0 2) emissions: Continuous improvements in aircraft engine technology have reduced C02 emissions per passenger-kilometer (PKM) by 70 percent since the advent of the first jets in the 1960s. As a result, the fuel consumption of most modern aircraft does not exceed 3.51iters per 100 pkm.



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Industry research efforts are aiming to achieve a further 50 percent reduction in C0 2 emissions for equipment entering service in 2020; •



Local air quality: Improved technology has also meant that carbon monoxide emissions have come down by 50 percent and smoke and unburned hydrocarbons by 90 percent. Nitrogen oxide (NOx) emissions from aircraft have been reduced by 40% since the early 1980s. Ambitious research goals in the European Union and elsewhere are targeting a reduction in NOx emissions by future aircraft of 80 percent by 2020; and



•



Noise: Today's aircraft are typically 75 percent quieter at take off or landing than the first jets in the 1960s. Research efforts are targeting a further 65% reduction in perceived noise from aircraft by 2050 compared to 2000.



In spite of these achievements and the technological progress that lies ahead, the growing demand for air travel is expected to increase air transport's absolute contribution to climate change. Aviation emissions currently account for some 3.5 percent of human contribution to global warming and could grow to 5 percent by 2050, according to the most probable scenario identified by the IPCC 10 . Such trends sharpen the public focus on aviation's environmental performance. At the local level, noise is the main political obstacle to airport development. At the global level, C0 2 emissions and greenhouse effects at cruising altitude represent a major challenge for the air transport industry in the coming years. This illustrates why some politicians and non governmental organizations (NGOs), especially in Europe, consider managing growth through capacity constraints and taxation. Recommendation: Environmental Policy IATA fully recognizes society's expectations towards further environmental progress and is committed to achieving such progress through all appropriate means, such as technological advances, more stringent standards, and operational improvements. Good practices and voluntary measures are also encouraged, as well as the adoption of a single global market based measure for aviation's C02 emissions. The industry is, however, strongly opposed to the use of environmental taxes that are considered both economically and environmentally inefficient and may even be contrary to international law.



3.2.9.2 Environmental Evaluation Airports must manage their environmental responsibilities carefully, or their future development may be constrained. The extent of environmental analysis to be undertaken as part of a master plan varies according to two main factors: •



Jurisdictional issues: The planning team should be completely fami liar with national and local requirements for environmental assessment; and



•



The future development of the airport: The preplanning process should have determined the possible scale and issues in the development. For example, at an airport where the airfield is already completely



10



United Nations tntergovemmental Panel on Climate Change.



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developed and the master plan will primarily be focused on terminal expansion, only minimal environmental analysis may be required. The environmental assessment element of a master plan should: •



Be scaled to a planning phase document, not a design document. A more detailed environmental assessment may be required at a later design phase, but the master plan only needs to deal with environmental issues to determine feasibility, impacts and possible mitigation actions; and



•



Environmental analysis should provide sufficient detail to enable differentiation between options. Does one option achieve the desired operational objectives, but has less environmental impact (e.g., noise) than other options?



The environmental analysis should be undertaken in parallel with the development of options, in sufficient detail so it can form part of the option evaluation. Airports are increasingly being held to account for their energy use, emissions and effects on the environment. Many are introducing efficiency measures in the context of planning. An environmental management plan is the first step for airports seeking to implement environmental improvements, as it provides the framework for an airport's environmental management activities. The purpose of such a plan is to ensure that activities undertaken at the airport are carried out in an environmentally responsible manner; ensuring compliance with applicable laws, regulations and best management practices, as well as with respect for community and public concern s.



3.2.9.3 Sustainability Sustainability is a broad concept encompassing almost all elements of the airport that could have an impact on the environment. Sustainability attempts to reduce the environmental impact of developed infrastructure, but also ensures the airport's viability as an ongoing business initiative. At the master plan stage, many of the details cannot be resolved, but the plan can set the direction for sustainability that will subsequently be implemented as new facilities are designed. Many of the following steps have the added advantage of reducing operating costs and some can be considered on a rate-of-return basis.



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3.2.9.3.1 Aircraft Noise Managing and finding solutions to aircraft noise is an important priority for airports. Addressing aircraft noise requires working in partnership with airlines, air navigation service providers, aircraft and engine manufacturers, national governments, international organizations and the local community. Voluntary agreements with partners can be successful, as can developing technical, operational and planning measures to improve the noise environment. There are formalized approaches and noise parameters that are used to determine the noise "footprint" of an airport and the relationship of noise levels within that footprint to acceptable land uses near to the airport. At the master planning stage, noise is considered from a mitigation perspective. Aircraft noise has been the subject of years of research. The noise caused by a single aircraft on departure and/or arrival is not an adequate measure to assess the impact of noise, so noise metrics have been developed to capture the cumulative effect of noise over longer periods. There are several of these cumulative noise metrics in use, including: •



Noise Exposure Forecast (NEF);



•



Day-Night Noise Level (LDNL);



•



Day-Evening-Night (LDEN);



These metrics represent 24-hour cumulative noise exposure. A time-weighting element recognizes that sleep disturbance is the most significant impact of noise. Night operations are weighted more than day operations in terms of noise impact. These metrics attempt to estimate the level of community disturbance from aircraft noise in the areas around an airport by assessing noise levels produced from the frequency and mix of aircraft at given altitudes, and the time of day at which the operation occurs. These metrics result in contours plotted on a map of the airport and the surrounding land area. Specialized software is used to determine these contours. In the case of NEF, it is standard practice to display NEF values of 25, 30, 35, and 40 when plotting onto a base map of the airport.



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Exhibit 3.2.9.3.1: Example NEF Contour



LEGEND -



40 NEF Contour



-



35 NEF Contour



-



30 NEF Contour



-



25 NEF Contour



- • - Airport Boundary



Source: GAIA Inc./Leigh Fisher



The plotting of the noise contours is only the first stage of the noise assessment element of the master plan . The planners use the information to determine how noise impacts can be mitigated: •



Can a new runway be reoriented slightly to reduce noise impacts?



•



Would 'ground profiling' techniques reduce noise disturbance for neighboring communities?



•



Do increased traffic levels mean that new departure abatement procedures may be needed to reduce noise impacts?



•



Does the changing traffic mix mean that noise levels are increasing or decreasing?



•



Do changing noise levels mean that the adjacent communities should be limiting the development of noise sensitive uses like hospitals and schools in areas that were not previously a problem?



•



Does the airport need to acquire additional land to protect itself from encroachment into noise-impacted areas?



Promotion of noise exposure contours (current or forecast) should be undertaken with care to ensure that interested parties understand that properties located outside of the noise exposure contour may still be exposed to aircraft noise.



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The master plan will develop the optimum scenario for noise management without sacrificing the need to meet the long-term forecast demand. Many of the available solutions to mitigate noise in the vicinity of airports, including those obtainable from land-use planning, can often only be realized in the longer term. However, this should not be seen as a reason by those responsible for seeking reductions in noise levels to apply minimal effort. This particularl y holds true for existing airports where the ability to make immediate changes in land use is limited. For existing airports, it is also important that aircraft-source noise reductions and the resultant contraction of noise contours do not allow local authorities to relax their guard against encroachment upon the airport boundary.



3.2.9.3.2 Airport Design The scope for environmental improvement at an airport is determined by its physical layout in terms of the terminal and airport buildings, facilities, taxiways, runways and their associated infrastructure. Infrastructure design can reduce environmental impact. Examples include: •



The provision of high-speed runway exits shortens aircraft taxiing time and helps to prevent ground congestion;



•



The provision of fixed electrical ground power (FEGP) at gates and maintenance areas helps to reduce noise and emissions; and



•



Rail access to airports can help take cars off the road, thereby reducing local emissions.



Recommendation: Efficient Apron Design Characteristics In an effort to reduce fuel consumption and emissions from aircraft, the length and geographical position of runways should be optimized wherever possible. The objective should be to maximize aircraft efficiency during take off and landing procedures. Particular attention should be given to the design of rapid exit taxiways, which should be designed in accordance with ICAO Annex. 14 clause 3.8. Particular attention should be paid to the requirements of Figure 3-2, Rapid Exit Taxiway.



3.2.9.3.3 Ecology and Natural Habitat Airports are often located in greenbelt areas. They therefore have a role to play in the preservation and enhancement of the biodiversity of their surrounding areas by maintaining and restoring these habitats and creating new ones where they have been damaged. This could include, for example, involving local schools in a tree-planting scheme, or furthering local authorities' work in the local community. An airport should develop a landscaping strategy to utilize specific endemic species plantings that are not attractive roosting sights for birds in order to minimize the potential for bird strikes. Obstacle limitation surfaces also need to be considered when planting near runway ends.



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3.2.9.3.4 Emissions Aircraft and motor vehicles emit regulated pollutants including carbon monoxide, volatile hydrocarbons, nitrogen oxides, sulfur oxides and particulate matter. The amount of pollution at an airport is a function of aircraft and ground access traffic levels, congestion (ground and air delays can increase pollution), prevailing winds, and the airport's approach to reducing emissions. Solutions can include: •



A reduction in ground service equipment through the use of fixed ground power and fixed preconditioned air systems. Hydrant-based systems are also available that can deliver fuel, potable water and remove wastewater from aircraft;



•



Reducing vehicle emissions through conversion of airport vehicles, airline vehicles and ground support equipment to low emission versions. These can include electric or alternative fuel (propane) vehicles;



•



Encouraging taxis, shuttle vehicles, and car rental companies to use low emission vehicles by providing the necessary infrastructure to support these vehicles and by implementing fee structures to provide incentives for the use of low emission vehicles;



•



Modifying road access to, from and within the airport to minimize congestion and delay;



•



Discouraging private vehicle use through the construction of remote car parks; and



•



Encouraging greater use of public transport (e.g. dedicated public transport routes).



A valuable tool for forecasting regulated emissions from the airport at the planning stage is the FAA's Airport Emission and Dispersion Modeling System (EDMS). This computer model, which requires inputs on air traffic, ground traffic, ground service equipment and any other emission sources, provides forecasts of the emission levels from:



• • • • • •



Aircraft; Auxiliary power units; Ground support vehicles; Power plants; Fuel storage tanks; and Ground access vehicles .



Interdependencies should also be considered. For example, a change to a departure procedure in an attempt to reduce noise may significantly increase emissions.



3.2.9.3.5 Energy Consumption Energy reductions can be achieved in a variety of ways, including technical improvements and raising staff and business partner awareness through environmental campaigns. The former can include: •



The removal of older, outdated equipment in buildings and replacement with new energy efficient technology;



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•



Energy conservation efforts assisted by automated systems for controlling heating and lighting (with high yield bulbs or daylight sensitive lighting devices); and



•



Monitoring electricity consumption of baggage handling systems, passenger conveyor belts, escalators, air conditioning systems, lighting, etc.



3.2.9.3.6 Global Climate Change Airports can work to reduce energy and ground fleet fuel consumption. This has a beneficial effect on C0 2 and other emissions affecting climate change. Airports can also influence the sources and types of energy and fuel, design for lower consumption, and manage their use and storage of ozone depleting substances. For example, all CFC equipment at airports can be removed and replaced by more modern equipment.



3.2.9.3.7 Ground Noise Managing ground noise involves technical improvements to equipment. This can include: •



The provision of fixed servicing equipment that avoids the use of aircraft auxiliary power units and ground power units;



•



Management instructions and controls to ensure that correct use is made of equipment and that construction activities do not produce excessive noise;



•



The construction of special 'noise suppression facilities' used for engine ground running and engine testing; and



•



The constru ction of 'sound walls' or 'ground profiling' to reduce noise disturbance for neighboring communities.



3.2.9.3.8 Landscaping Landscaping can improve the quality of the environment for people who work at, travel to, or live near an airport. It can also play a role in integrating the airport into the surrounding community if partnerships are developed with local communities, local authorities, environmental charities and land owners.



3.2.9.3.9 Land Use Planning and Management Noise nuisance from overflight, take off or landing is primarily due to the absence of adequate land-use planning and management in and around airports. In many countries, land-use planning and zoning is the responsibility of national, regional and local municipalities. Each airport has its own geographical, political, economic and historical characteristics and there is no single land-use planning and management approach. Compatible land-use planning and management helps to minimize noise impact around airports and to safeguard traffic growth. In addition, identification of specific noise exposure contour zones for property purchases as well as noise protection or insulation programs also help to optimize the benefits from quieter



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aircraft. They also help to prevent the unnecessary encroachment of residential development into noisesensitive airport areas. A close relationship with the local municipality or council is important to ensure that land-use planning measures are implemented and noise impact reduction realized.



3.2.9.3.1 0 Materials Particular care must be taken regarding the management and treatment of hazardous waste and chemicals. Environmentally hazardous materials like toxic chemicals, heavy metals, etc. should be replaced by more responsible alternatives whenever possible.



3.2.9.3.11 Renewable Energy Following a favorable cost-benefit analysis, alternative heating methods in buildings can be deployed. These include the use of geothermal energy, incineration of non recyclable goods, solar power, heat exchangers, etc.



3.2.9.3.12 Waste Management Solutions to waste management must generally involve the airport's business partners, since many airports handle waste on behalf of airlines, retailers and tenants. These partners need to be encouraged to reduce waste generation and to recycl e where it is operationally practical. Other measures for consideration are: •



How can the volume of hazardous waste generated at the airport be reduced?



•



How is recycled material and waste disposed of after collection?



•



How can the fi nancial benefits of waste minimization and recycling be passed back to airlines and airport tenants?



•



Are there specialized training and awareness programs to minimize the risk of air, ground and water contamination from fuel, chemical waste, dangerous materials and oil spills?



Airports generate a number of waste-streams, including the following: •



Cabin waste (galleys and cleaners);



•



Terminal waste from shops, restaurants, business lounges, security (e.g., confiscated liquids), etc.;



•



Catering waste;



•



Maintenance Repair and Operations (MRO) waste (e.g., oils, lubricants, dust, paints, solvents, scrap metal, batteries, waste electri cal equipment, etc.). Some small volumes will be generated on stand, but most in separate MRO shops. This can also include off-spec (contaminated) fuel and fuel-contaminated absorbents (from spillages).



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These waste-streams are often subject to regulation and may require specialized treatment (e.g., incineration). A comprehensive review of waste management legislation and waste characteristics must be undertaken to ensure that appropriate waste management systems are implemented that encourage waste minimization and recycling.



Recommendation: Business Partner Environmental Strategy Airport operators should actively work with their business partners, such as airlines, ground handlers, aircraft fuel suppliers, as well as water companies and building electricity and gas suppliers, etc., to ensure that all hazardous materials are properly used and disposed of while at the airport. The airport operator and all its business partners should collectively work together to ensure operational efficiency of the airport by developing specific energy efficiency targets.



3.2.9 .3.13 Water Consumption Airports are often located in water-stressed regions. As such, usage in washrooms, kitchens, laundry, MRO facilities, vehicle cleaning and for horticultural purposes needs to be reduced whenever possible. In addition, alternative sources of non potable water, such as groundwater wells, should be considered. The reduction of water consumption at an airport can be achieved by: •



Installing equipment that is water efficient (e.g., replacing old sanitary equipment);



•



Finding ways to influence or provide incentives to airport tenants and other airport users to lower their consumption of water;



•



Harvesting rainwater; and



•



Recirculating and recycling water.



3.2.9.3.14 Surface and Ground Water Quality Water management, retention and the avoidance of contamination can be achieved in a number of ways. For example, if: •



New or replaced airfield paved areas are being considered, how will additional volumes of surface water be handled? Large paved areas create large runoffs that can cause erosion, loss of fish habitat and downstream flooding. Have retention ponds to control runoff been considered?



•



Deicing is required, has consideration been given to dedicated aprons where deicing fluids are collected and treated? Have alternative methods been considered (e.g., infrared)? Can pavement deicing be performed using geothermal water?



•



Swale drains are incorporated to accommodate storm water runoff in non paved areas. Do they increase water retention and aid drainage away from runway and taxiways? Caution should be exerted, however, as standing water may attract some bird species and other wildlife.



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•



New fuel farms are planned. Do they include consideration for the removal of old underground tanks and clean-up of the sites to reduce ground water contamination?



•



New ground service vehicle parking areas are included in the plan, does the plan point out that oil separators will be needed to prevent oil and hydraulic fluid leaks from entering the ground water?



Staff awareness and training programs are important to prevent careless behavior and accidents. Clear instructions and controls can ensure that potential contaminants are properly disposed of and that drainage systems are used correctly. To monitor contamination levels, soil and water quality testing is recommended at servicing and maintenance sites. To reduce the risk of water contamination, aircraft should be washed and deiced in specially-designed enclosed areas.



3.2.9.3.15 Wildlife Control Tends to be more of an operational issue than a master planning problem, but land uses near the airport need to be taken into consideration in planning to minimize the possibility of bird attractions, in particular.



3.2.9.4 Documentation Some environmental issues will be documented in the evaluation of alternatives. The environmental chapter of the master plan will normally address: •



Baseline conditions today, particularly if measurements are carried out;



•



Identification of key issues and sensitivities; and



•



Documentation of impacts from the recommended alternative and a proposed mitigation plan for their reduction. This should focus on carbon dioxide, methane, nitrous oxide, sulfur hexafluoride, hydro fluorocarbons and per fluorocarbons. It should also provide carbon dioxide equivalencies for these greenhouse gasses (GHGs) so a common metric can be established.



3.2.1 0 Land Use Planning



3.2.1 0.1 Introduction One of the key products of a master plan is an airport land use plan that: •



Clearly identifies the lands under the airport's control;



•



Protects the operational areas of the airport from constraints;



•



Prioritizes the uses of airport lands;



•



Optimizes the use of airport lands to enhance commercial revenues;



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•



Coordinates airport land use planning with local and regional development plans;



•



Identifies lands outside the airport boundary that are affected by airport operations; and



•



Identifies the potential need to acquire additional lands to meet the aviation requirements of the airport in the future.



3.2.1 0.2 Airport Land Use Planning



3.2.1 0.2.1 Control of Airport Lands One of the most fundamental elements of a land use plan is a clear definition of what lands the airport controls through ownership, leasing, easements, etc. In many countries this is clear-cut and easy, but in others there may be control issues, including squatters on airport land. Forecasts of increased demand may point to the need for the airport to acquire new land to support the ultimate development potential of the site.



3.2.10.2.2 Operational Areas and Priorities Airport land use is planned according to a priority system: •



The top prio rity is land needed for aviation operational areas, both existing and planned. These include: o



All aircraft maneuvering areas and areas set aside to protect these;



o



Protection areas for existing and planned navigation aids (see Exhibit 3.2.10.2.2 Navaid Protection Areas); and



o



Areas for current and future passenger terminals, ground service equipment storage, etc.;



•



The second priority is aviation-related uses, with an emphasis on those facilities requiring airside access (e.g., aircraft maintenance, cargo, fuel distribution and storage, in-flight catering, etc.);



•



The third priority is airport-related commercial uses that do not require airside access (e.g., car rental facilities, hotels); and



•



The lowest priority is non aviation commercial uses (e.g.: farming, shopping centers, etc.).



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Exhibit 3.2.10.2.2: Navaid Protection Areas



I ll~ Reltrlctlon ~HIIIaht



Realrlclon (I)



r iVMC



,r~!



-



--------..... 1-



z.-



""""""



a.a .o.b



~



""' .....



s.uo ...... lbp Cclco'l»



--



OX¥



.......... """"' Q,...



.......



.._



T....... Om»



-



-



So.A>K«o> Chit



eNd G>bon



c-...



""' ...... ....... 8oM1n



--""'



USA



0 ,....



B 3.75m ::; 4 .50 ;;:: 4.50



Source: ADRM, 9th Edition



Note: All dimensions in meters Recommendation: Rotunda Height The link bridge connects the fixed rotunda to the terminal building. It is good practice and recommended to be able to separate the routes of arriving and departing passengers, starting at the point where the rotunda connects to the link bridge. It is also good practice and recommended to provide means of access to the apron for passengers and staff at the point where the rotunda meets the link bridge.



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Exhibit 3.3.3.6.4d: Typical Link Bridge Connection - Preferred Ramps Configuration



Source: ADRM, 9th Edition



In summary, if an individual were standing where the rotunda meets with the link bridge, that individual should be able to follow one of the following available routes: •



Access to the aircraft



•



Access to the terminal- transfer passenger



•



Access to the terminal- arriving passenger



•



Access to the apron- emergency evacuation or staff access.



Recommendation: Access and Passenger Route Separation It is good practice and recommended to be able to separate the routes of arriving and departing passengers, starting at the point where the rotunda connects to the link bridge. It is also good practice and recommended to provide access to the apron for passengers and staff at the point where the rotunda meets with the link bridge, as fully defined in Section 3.3.3.6.4.



3.3.3.6.5 Emergency and Other Safety Considerations In the common situation where passenger boarding bridge emergency escape stairs are fitted, it is recommended that they not move with the rotation of the cab. Instead, they should remain parallel with the length of the telescopic section(s) at all times. Consideration should be given to the fire protection properties of the passenger boarding bridges. Where the relevant authority agrees that such protection is necessary, the passenger boarding bridges must maintain their integrity and provide a means of escape from the aircraft in the event of a fuel spillage fire, commensurate with the requirements of the National Fire Protection Association (NFPA) 415 Standard of Airport terminal Buildings, Fuelling Ramp Drainage and Loading Walkways. All floor finishes used in the loading bridge must be non-slip. Means must be provided to minimize any tripping or slipping hazards.



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A means of communicating with passengers queuing between the gate and aircraft must be provided to direct passengers back to the gate in the event of an emergency at the aircraft or in the access link.



3.3.3.6.6 The Apron Slope Effect The slope of the apron can have a significant effect on the ability of the passenger boarding bridge to serve an aircraft, and on the safe operation of the stand in general. The slope will effect drainage, the height of the aircraft and the gradient of the passenger boarding bridge tunnels. The correct recommended balance between drainage and stability is to set the apron slope such that it declines away from the head-of-stand line at a slope of 0.5 to 1.0% (running parallel to the stand centerline). It is also recommended to try to set the position of the main rear undercarriage assemblies of the aircraft such that they will naturally roll away from the terminal structure and toward the taxiway. This will ensure that pushback loads are minimized.



Recommendation: Apron Slope It is recommended to set the apron slope such that it declines away from the head-of-stand line at a slope of 0.5 to 1.0%. It is also recommended to try to set the position of the main rear undercarriage assemblies of the aircraft such that they will naturally roll away from the terminal structure and toward the taxiway.



3.3.3.6.7 Apron Floodlighting Guidance on apron floodlighting is given in ICAO's Aerodrome Design Manual (Doc 9157).



3.3.4 Aircraft Ground Servicing



3.3.4.1 Introduction The apron must provide for the maneuvering and parking requirements of the various units of ground equipment employed in connection with aircraft handling and servicing. Airport planning documents published by the aircraft manufacturers give typical servicing arrangements (in composite drawings) identifying each service vehicle for each aircraft type.



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Exhibit 3.3.4.1a: Example of an Aircraft Servicing Arrangement-Typical Ramp Layout (Contact Stand) for the A380-800 FEET



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STAND SAFETY LINE



Source: Airbus - Aircraft Characteristics- Airport and Maintenance Planning (AC A380)



Note: The Stand Safety Line delimits the Aircraft Safety Area (minimum distance of 7.5 m (24.61 ft.) from the aircraft). No vehicle must be parked in this area before complete stop of the aircraft (wheel chocks in position on landing gears).



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Exhibit 3.3.4.1 b: Example of Ground Servicing Connections-8787-9 (Preliminary Data)



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Source; Boeing-Airplane Characteristics for Airport Planning



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Please refer to Exhibit 3.3.4.1 c below for a summary listing of the more common ground equipment types and sizes. For more comprehensive details in this regard, please refer to the lATA Airport Handling Manual. Aircraft ground servicing equipment varies widely according to the types of aircraft and airline standard operating procedures (SOPs). Categories of ground servicing equipment include the following: Passenger boarding: All the devices used to transfer passengers between the terminal and aircraft (e.g., air bridges, stairs and transporters). Baggage, cargo and mail processing : All equipment used to transport baggage, cargo and mail between the terminal and aircraft, or for loading or unloading at the aircraft. Among the most widely used are: •



Tugs and baggage carts



•



Container and pallet dollies



•



Belt conveyors



•



Transporters, loaders and tru cks



Aircraft catering and cleaning: All equipment used to provision the aircraft for passenger in- flight service (e.g., hi-lift catering trucks, lavatory service trucks, water trucks, and cabin service vehicles). Aircraft pushback/towing: Tow tractors used for aircraft towing and push-out operations. The size and weight of this equipment is related to the size of the aircraft handled. Aircraft fuelling: Includes mobile tankers as well as hydrant dispensers. Other equipment: Includes fixed facilities and mobile equipment such as ground power units, air starters, air conditioners, de-icing vehicles, etc.



Exhibit 3.3.4.1c: Aircraft Ground Handling Equipment Type of Equipment



Main Deck Loader Lower Deck Loader Transporter Aircraft Tow Tractor (Wide-Body) Aircraft Tow Tractor (Narrow-Body) Pallet Dolly-Side Loading (End Towing) Pallet Dolly- End Loading (Side Towing) 6 m ULD Dolly Container Dolly Baggage Cart Belt Conveyor Passenger Stairs (Wide-Body) Catering Truck (Wide-Body)



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lATA AHM Number 932 931 969



966 966 967 965 963 925 920 927



Length (m)



Width (m)



Area (sqm)



Height (m)



12.0 8.5 6.5 9.0 5.5 4.5 3.8 8.0 4.0 3.5 7.5 10.0 9.0



4.5 3.5 3.5 2.8 2.5 2.6 3.4 2.6 1.8 1.5 2.0 2.5 2.5



54.0 29.7 22.8 25.2 13.7 11 .7 14.4 20.8 7.2 5.3 15.0 25.0 22.5



3.0 2.9 1.5 2.0 2.3 3.0 3.0 3.5 2.2 2.0 1.0 4.0 4.0



Turning Radius (m) 20.0 12.0 5.5 7.5 5.5 5.5 5.5 8.0 4.5 6.0 7.6 12.2 12.2



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Type of Equipment



Aircraft Ground Heater Aircraft Air-Conditioning Unit Lavatory Vehicle Potable Water Vehicle ULD Transport Semi-Trailer (4 Pallet) Tugs (Ramp Tractors)



lATA AHM Number 973 974 971 970 960 968



Length (m)



Width (m)



Area (sqm)



Height (m)



3.38 6.5 6.5 6.5 16.0 2.5



1.73 2.5 2.5 2.5 2.5 1.3



5.85 16.3 16.3 16.3 40.0 6.5



1.98 2.5 2.2 2.2 4.0 1.7



Turning Radius (m) 6.5 6.5 8.0 9.0 2.5



Source: GSEE



The lATA Ground Support Equipment and Environment (GSEE) Task Force has developed the above table of dimensions of typical aircraft ground handling equipment for use in producing the layout of airport terminal aprons. Numerous models of each type of ground handling equipment are produced by many manufacturers in at least a dozen countries. The dimensions provided should be considered as typical of each type of equipment and should be used as a 'rule of thumb' for general airport planning purposes.



3.3.4.2 Access



3.3.4 .2.1 Pedestrian Pathways Pedestrian pathways across service roads should be provided and painted with white stripes across the roadway surface to the following specifications: • • •



Width of line: Length of line: Gap between lines:



0.5 m 2.0 m 0.8 m



Pedestrian walkways should be clearly indicated and located so as to keep pedestrians clear of hazards.



3.3.4.2.2 Vehicular Traffic/Service Roads Basic planning requirements for airside roads are as follows: •



Access to the non-public road network must be restricted to service vehicles directly linked with aircraft handling activities



•



The service roads between the cargo terminal and the aircraft must be capable of accepting ULD transporter equipment



•



Adequate bearing strength, height clearances and turning radii must be provided to accommodate existing and projected service and ground support equipment, including tow tractors, when applicable



•



Must comply with the requirements of ACI's Apron Markings and Signs Handbook



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•



Minimum width of 10 m (preferably 12 m) and a clearance height of 4.2 m (preferably 4.6 m). The latter is of particular concern with regard to service roads that pass under sections of the terminal building and/or passenger loading bridges



•



The figures provided in this section are design guidelines and should be adjusted to local conditions



•



Should accommodate self-propelled equipment with a swept turn radius of at least eight meters;



•



Adequate separation must be provided from runways, taxiways or other areas where aircraft maneuver, in accordance with ICAO Annex 14



•



Where necessary, adequate roadway width to permit overtaking of slow-moving ground support equipment must be provided



In planning airside road systems, it must be recognized that many restrictions exist, especially in areas where aircraft ground handling activities are required. Safety and security aspects, together with the special needs of slow traffic (e.g. , tugs and dollies), as well as wide and very high vehicles, all need to be taken into account. Exclusive use of part of the system by some vehicle categories may be necessary. Special attention should be given to: •



Ground servicing equipment should be moved via service roads and not across aprons



•



Designated handling and parking areas should be properly marked



•



The size of aircraft loaders, passenger buses, mobile lounges, firefighting equipment and fuel tankers may require special arrangements for maneuvering and storage



•



The use of private cars on the airside should be restri cted



•



Aircraft tow tractors may have to operate at right angles to service roads; special provisions may be necessary



There are two possible locations for a service road: •



Behind the aircraft (not a preferred solution)



•



Between the front of the aircraft stand and the terminal building (preferred solution)



Each location has its advantages and disadvantages. Since a lot of operational activity tends to occur around the forwa rd portion of the aircraft, a frontal service road is preferred. However, the disadvantage with this type of service road is that the clearance height necessary to allow certain types of service vehicles (i.e., aircraft catering vehicles) to pass underneath may create a major problem with the height or slope of the passenger loading bridge or the elevation of the departure gate lounge. When the service road is located next to the terminal building, adequate room must be provided for the aircraft pushback tractor to maneuver (i.e., the tractor, at 90°, must not encroach into the service road). This often occurs, however, and traffic congestion on the service road follows. In situations where a service road can only be located behind the aircraft, outside of the stand perimeter, the service road should be very clearly marked and must not be allowed to infringe on apron taxiway operations. Proper clearances must be defined and maintained, from the rear of the aircraft to the service road and to the apron taxiway. Rear service roads will involve traffic coming off the service road and past the aircraft wings



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and engines when approaching the front of the aircraft. Movement around these areas must be done with extreme caution. Service Road Marking Standard: Service roadway markings should be painted white and consist of double solid outer lines which indicate that crossing is not permitted. A single solid outer line should mark the areas where crossing is permitted. In the case of two opposing directions of travel, there should be a center (broken) line to divide traffic. The width of each lane of a road shall be of a minimum width to accommodate the widest vehicle in use at that location. The general service road marking characteristics are as follows: •



Double line: do not cross



•



Single line: cross with caution



•



Broken line: roadway centerlin e



•



Dotted line: yield/give way



Colors used must be highly visible (e.g., reflective and consistent with every-day off-airport use), but must not conflict with the yellow color already established for aircraft movement on the apron (ICAO Annex 14). Recommended colors are RED for safety and WHITE for traffic markings. It is recommended that the following minimum specifications be adopted: •



Width of line: 10 em



•



Gap between lines: 5 em



•



Broken line: 1.5 m



•



A STOP line: 20 em



Directional signs should be in the form of a white arrow painted on the roadway surface. An arrow could be unidirectional or multi-directional. Arrows should be positioned at points where traffic enters or exits a roadway with the objective of clarifying the direction of travel. Speed-limit signs should also be painted on the roadway surface and be in the form of a white circle, with the maximum speed displayed inside the circle.



3.3.4.3 Distributed Electrical Power



3.3.4.3.1 400Hz Systems Power req uired by aircraft can be supplied either directly through a fixed installation providing 400 Hz to each stand, or through 50/60 Hz industrial-type power that can be converted into 400 Hz by means of mobile converters. This latter solution has broader applications (e.g., heating or air-conditioning).



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Available Technologies: Fixed installations for supplying 200 V/400 Hz alternating current (AC) electric power to aircraft include a variety of available technologies, such as: •



Centralized systems distributing 400 Hz power to a number of stands, based on either a pair of highcapacity rotary converters or static converters located in an electrical room in the terminal



•



Decentralized or point-of-use solid-state units mounted on the passenger loading bridge near the aircraft closure or at remote stands Mobile, plug-in electric converters connected to a 50/60 Hz power outlet of sufficient capacity, when provided at each stand



Design Guidance: Detailed technical information concerning the design and evaluation of the various types of 400 Hz systems is contained in the Airlines for America (A4A) 400 Hz Fixed Power Systems Design Guidebook. The engineering advice provided in this design guidebook has been established jointly by the airline and equipment manufacturing industry's best specialists, and should be followed in order to evaluate or design any proposed system.



Economic Justification: The economic justification for a fixed 400 Hz installation must be established versus the use of aircraft auxiliary power units (APUs), mobile diesel ground power units (GPUs), or mobile electric converters connected to 50/60 Hz power outlets at each stand. Such justification usually depends on how many hours a day, calculated based on the average year, a typical stand will be occupied by an active (being serviced) aircraft. It should be noted that wherever the local climate requires aircraft air conditioning for a significant part of the year, there may be little or no economic justification for a fixed 400 Hz installation alone, since it would also be necessary to run the APUs for air-conditioning purposes. In this case, installation of a fixed 400 Hz system should be considered only together with a fixed aircraft air-conditioning (pre-cooled air) system. The economic justification should be assessed for both systems simultaneously.



Distribution to Aircraft: The 400 Hz mode of distribution to the aircraft is critical because of potential apron congestion and aircraft servicing constraints. It is recommended that 400 Hz distribution cable should run on the ground for a maximum distance of three meters from the aircraft inlet. The cable should run perpendicular to the aircraft fuselage and not parallel to it. The cable should not constitute an obstacle to aircraft servicing and loading vehicles. Additionally, whenever possible, distribution by pits should be avoided. The following distribution systems are recommended: •



Stands equipped with a passenger loading bridge(s): the cable should run to the head of the (most forward) bridge (pantograph or equivalent system for the telescopic part of the bridge) and include a length stored on a reel to reach the aircraft inlet.



•



Nose-in stands without a passenger bridge: a general feeder cable should run in a trench along the front line of the stands and should include a series of connection points where service posts can be installed according to future changes in aircraft layout. This is in order to provide flexibility in future airport developments.



•



Taxi-in/power-out stands without a passenger bridge: installation of a fixed 400 Hz distribution system is generally not recommended, since such stand arrangements are generally used for low-frequency stand utilization.



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Recommendation: 400 Hz Systems In addition to the design guidance in ADRM sections 3.3.3.4 and 3.3.3.5, further detailed technical information concerning the design and evaluation of the various types of 400 Hz systems is contained in the Airlines for America (A4A) 400 Hz Fixed Power Systems Design Guidebook. This additional reference material should be used in the design planning of 400 Hz fixed power systems used on the apron/stand areas. The economic justification for a fixed 400 Hz installation must be established versus the use of aircraft APUs, mobile diesel GPUs, or mobile electric converters connected to 50/60 Hz power outlets at each stand. A full justification is required to access the benefits of providing 400Hz equipment at the head of stand.



3.3.4 .3.2 50/6 0Hz System s An alternate solution to providing 200 V/400 Hz AC electric power outlets is to provide multi-purpose 50/60 Hz industrial power outlets on each stand. This solution frequently offers more flexibility and a lower mean operating cost, The same outlets, or a set of outlets on the same distribution system, may be used for a variety of requirements, such as: •



Supplying 200 V/400 Hz AC electric power to aircraft by means of mobile plug-in electric converters. Such units are usually significantly smaller, cheaper and require less maintenance than conventional dieselpowered GPUs.



•



Heating the aircraft in cold weather by means of mobile, plug-in electric heaters. Such units, again, are usually significantly smaller, cheaper and have less maintenance requirements than diesel-powered heating units. They have an additional advantage in that they can be safely left operating (e.g., during night stops to avoid the risk of water circuits freezing) without the need for staff supervision, which is necessary for diesel units. The economic justification should include an analysis of the local cost of diesel fuel versus electrical power.



•



Cooling the aircraft in hot weather by means of mobile, plug-in electric air-conditioning units (ACUs). Similarly, electric ACUs are usually significantly smaller, cheaper and have less maintenance requirements than diesel-powered units.



Design Guidance: No specific technical design information is currently available for industrial power supply at an airport stand, as such guidance would form part of the local building and electrical installations codes. However, the following may be used as general guidelines for "first step" evaluations: •



The power to be used should be the local standard for industrial applications o



380 V/3-phase/50 Hz AC in Europe



o



230 V/3-phase/60 Hz AC in North America



•



Power requirements in kilovolt amperes (kVA) per stand for aircraft power supply should be estimated according to the A4A 400 Hz Fixed Power Systems Design Guidebook



•



Power requirements for either a heater or an electric ACU, capable of maintaining cabin temperature in a wide-body aircraft in transit without APU operation, should be estimated between 72 and 96 kVA per stand, depending on local extreme weather conditions



Economic Justification: The economic justification of a fixed 50/60 Hz installation must be established versus the use of either aircraft APUs or a combination of diesel powered units (GPUs, ACUs, heaters, etc.)



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according to local conditions. An estimate of acquisition and operating costs for electric plug-in units as compared to diesel-powered ones must also be included in any evaluation. Additionally, an economic comparison must be established between a multi-purpose 50/60 Hz installation and a combination of specialized, fixed aircraft-servicing facilities such as a 400 Hz power system and an airconditioning (pre-cooled air) system. The lower initial investment cost and higher flexibility of a multi-purpose 50/60 Hz installation may often result in significantly lower overall costs. The cost per kilowatt hour (kwh) of local electrical power as well as the cost of diesel fuel vary widely and must, of course, be taken into consideration as part of this study. Distribution at the Stand: The distribution requirements for 50/60 Hz industrial power at a stand are basically similar to those for a 400Hz system:



•



Care should be taken to reduce the distance power cables run on the ground between the fixed outlets and mobile plug-in units, and to minimize potential interference with aircraft servicing and loading vehicles.



•



Whenever possible, distribution by pits should be avoided.



•



When a 50/60 Hz industrial power plug-in facility is used for aircraft air conditioning or heating, preference should be given to mobile units in order to minimize the length of hose, with the advantages of increased system efficiency, reduced ramp congestion and less hose wear.



•



In addition, in order to benefit fully from the system's flexibility, care should be taken to standardize the connectors used in order to allow any mobile unit to plug in.



•



Standard connectors, such as described in the lATA Airport Handling Manual (AHM) 960 o



Appendix C for use on the North American continent, 230 V/3 phase/60 Hz AC



o



Appendix D for use on the European continent, 380 V/3 phase/50 Hz AC



•



Also refer to The Society of Automotive Engineers (SAE) Aerospace Recommended Practice (ARP) 1372A and International Standard ISO 7715 (which are equivalent). These references should be used whenever compatible with the maximum kVA requirements, and particularly whenever ULD Transport Vehicles (UTVs) are considered.



•



A local connector standard should be established at the airport whenever the maximum kVA requirements exceed those compatible with the applicable international standard.



3.3.4.4 Preconditioned Air Available Technologies: Fixed installations for supplying low-pressure, preconditioned (i.e., heated or cooled) air to aircraft include a variety of available technologies, such as:



•



Centralized systems distributing low-pressure, preconditioned air to a number of stands from a heating or cooling plant located in a central technical room. The plant may be independent technologies (e.g., electrical, ice storage, peak shaving, etc.) or based on heat exchangers fed by the terminal building's own hot or chilled water distribution system.



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•



Decentralized systems including a fixed air-conditioning/heating unit at each stand, with a heat exchanger fed by the hot or chilled water distribution system of the terminal building or an independent system (e.g., electri cal, ice storage, peak shaving, etc.).



•



Decentralized systems including an independent fixed air-conditioning/heating unit at each stand.



Also, preconditioned air supply to aircraft can be accomplished by means of mobile ACUs or heaters, either connected to a 50160 Hz power outlet of sufficient capacity, when provided at each stand, or powered by fossil fuel. Design Guidance: General technical information concerning design and evaluation of the various types of preconditioned air systems is contained in Airlines for America (A4A) Spec. 101: Ground Equipment Technical Data. The engineering and economic evaluation advice provided in the A4A publication has been established jointly by the most qualified specialists of the airline and equipment manufacturing industries, and should be followed in order to evaluate any proposed system. Economic Justification: Fixed, preconditioned air supply must be evaluated versus the use of aircraft APUs, or mobile diesel ACUs, or mobile electric ACUs connected to 50/60 Hz power outlets at each stand. The decision usually depends on the combined result of: •



How many hours per day in an average year a typical stand will be occupied by an active (being serviced) aircraft



•



How many days per year heating or cooling of the aircraft cabin will be necessary, according to local weather averages



Usually, the economic justification needs to be assessed together with a fixed 400 Hz power system, since obviously the main purpose of a preconditioned air installation is to eliminate or reduce the use of aircraft APUs. Distribution to Aircraft: The mode of distribution of preconditioned air to the aircraft low-pressure air inlet(s) can utilize one or more hoses. This is particularly critical in relation to apron congestion and aircraft servicing constraints, due to the large size (usually minimum 20 em diameter) of the required hose(s). Based on the general objectives in the planning of apron fixed facilities, it is recommended that: •



The hose(s) should run perpendicular to the aircraft fuselage rather than parallel to it, and should not constitute an obstacle to aircraft servicing or loading vehicles. If this arrangement is made impossible by the stand layout for a given type of aircraft, the hose should run on the ground as close as possible to the aircraft centerline and side-transfer loading equipmenUmethods should be eliminated for this type of aircraft.



•



The hose length should be minimized in all circumstances in order to reduce the loss of pressure and improve air-conditioning efficiency. When a stand serves aircraft types with either a forward or aft-located air-conditioning inlet, the hose length should be determined for those aircraft types with a forward inlet location. An extension hose should be used for aircraft types with an aft inlet location. It should be noted that many systems are experiencing significant wear-and-tear on hoses, resulting in frequent replacements and higher operating/maintenance costs.



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For stands equipped with passenger loading bri dges, two locations for mounting the pre-conditioned air units are at the rotunda end and at the bridgehead. If the rotunda location is selected, the preconditioned air should be supplied through an over-bridge distribution system (telescopic ducts are required on the telescopic part of the bri dge). A hose retrieval and/or storage system in the vicinity of the bridgehead is preferred. The location of the telescopic duct should be such as to preserve the clear passage of ground support equipment under the bri dge.



Exhibit 3.3.4.4: Preconditioned Air Unit



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Source: lATA



For stands without a passenger bridge, however, fixed preconditioned air installations are generally not recommended. In these cases, consideration should be given to the use of mobile electric ACUs or heaters connected to a 50/60 Hz power outlet, since the connecting power cable creates much less interference with servicing vehicles than an air-conditioning hose of comparable length. Recommendation: Preconditioned Air and Pneumatic Systems In addition to the design guidance defined in sections 3.3.3.4 and 3.3.3.5, further detailed technical information concerning design and evaluation of the various types of preconditioned air systems and pneumatic systems is contained in the Air Transport Association of America (ATA) Aircraft Ground Support Air Systems Planning Guidebook. This additional reference material should be used in the design planning of preconditioned air and general pneumatic systems used on the apron/stand areas.



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3.3.4.5 Pneumatic Air Pneumatic generation and distribution systems for high-pressure air supply to aircraft are intended to provide the compressed air necessary to start jet engines on the stands when the APU pneumatic function is inoperative. This is a short-duration requirement at each stand, since all the engines of an aircraft can be started within a period of one to five minutes, depending on the aircraft type. Due to the high peak of power consumption (flow+ pressure) required, no decentralized alternative (except conventional mobile ASUs of either the diesel or turbine-powered type) has been made available. Des ign Guidance: General technical information concerning design and evaluation of pneumatic compressed air systems is contained in two Airlines for America (A4A) publications: Spec. 101: Ground Equipment Technical Data and SG 901: Facility Planning Guidelines: Baggage Handling- Passenger Terminal. Economic Justification: In general, installation of a pneumatic system is considered when it is a requirement to start the aircraft on the stand, although the use of mobile ASUs with either a diesel or turbine engine is more typical than a permanent installation. Distributio n to Aircraft: The hose(s) location is relatively secondary, since when it is time to start the engines most servicing operations on an aircraft have ended. However, consideration should be given to minimizing the length of the hose in order to reduce pressure loss and increase system efficiency. A powered hose retrieval and storage system should be provided for any fixed distribution using hose lengths over nine meters. Recommendation: Preconditioned Air and Pneumatic Systems In addition to the design guidance defined in sections 3.3.4.4 and 3.3.4.5, further detailed technical information concerning design and evaluation of the various types of preconditioned air systems and pneumatic systems is contained in the Airlines for America (A4A) Aircraft Ground Support Air Systems Planning Guidebook. This additional reference material should be used in the design planning of preconditioned air and general pneumatic systems used on the apron/stand areas.



3.3.4.6 Aircraft De-icing/Anti-icing Safe and efficient aircraft operations are of primary importance in the development of any aircraft de-icing facility. The requirements for a de-icing operation will differ greatly for each airport. While remote primary deicing may be desirable at one airport, gate de-icing (with or without remote secondary facilities) may be appropriate at others. Operational and ATC matters may be paramount at one airport, while environmental concerns may predominate at another. These are just some of the many options to be considered where deicing operations are concerned. In general, however, it is important to keep in mind that each airport will have varying priorities, and that many factors will need to be weighed before responsible, safe and efficient decisions can be arrived at. The manner in which the ATC system operates during icing conditions is critical. If the ATC system imposes significant delays before takeoff, the de-icing problem is increased, not only because of the need to de-ice



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again, but also because of the extra taxiing required. In addition to concerns for safety, the airlines and the airport authorities must work with ATC to minimize delays. The first and most important task for designers contemplating the development of de-icing facilities is to evaluate the type of facility best suited to the airport needs. This evaluation will entail an assessment of the actual physical layout, the operational requirements and the environmental sensitivity of the airport. The following variables should be considered: •



Aircraft movement flows



•



Frequency and severity of icing events



•



Realistic capacity required in snow/ice conditions



•



Physical space available



•



Length of routes to departure points



•



Available and potential drainage



•



Kinds of fluid in use (Type 1, 2, 3 or 4; see definitions in Section 3.3.4.6.1)



•



Fluid collection/retention/recycling options



It is important to recognize that the requirements for, and economics of, recycling and reuse vary widely. The airport's environmental circumstances can range from: •



The proximity of the airport to ri vers and other water sources



•



The runoff patterns to be expected



•



The types of receiving water



•



The movement rates of water bodies



•



The type of soil



•



The potential for soil contamination



3.3.4.6.1 Types of De-icing Operations In general, there are four types of de-icing operations: 1. At passenger terminal gates, where aircraft are de-iced just before departure after passengers and baggage/cargo are loaded 2.



At designated de-icing areas at or near the passenger terminal ramp



3.



At designated remote de-icing areas en route to the departure runway;



4.



At specially designed, centralized de-icing centers.



Historically, the principal method of de-icing has involved the application of heated freeze depressant fluids. In recent years, new thickened fluids have been implemented that offer extended protection times (fluid holdover times). Other new developments also need to be considered, including the application of infra-red heat.



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Designated De-icing Area at or Near the Terminal: For some airports, decentra lized de-icing facilities at or adjacent to terminals can adequately meet the demands of airlines, while still allowing acceptable taxiing time to the departure runways under varying weather conditions. Improvements to, or expansion of, the facilities at terminal stands should include apron drainage areas that collect glycol runoff for proper disposal or recycling. Alternatively, de-icing run-off should be collected on the spot by sweeper/vacuum cleaning vehicles. The collected slush is either stored or directly transported to disposal/recycling contractors. Remote De-icing Facilities: Remote de-icing facilities located near departure runway ends or along taxiways are recommended when taxiing times from terminals frequently exceed holdover times. Under changing weather conditions they can compensate for icing conditions or blowing snow expected to occur along the taxi route to the departure runway. These facilities can improve flow control by permitting retreatment of aircraft without having to return to a more distant de-icing pad. Remote de-icing facilities have the following components: •



Aircraft de-icing pad(s) for the maneuvering of aircraft and the de-icing gantry or mobile de-icing vehicles



•



Bypass taxiing capability



•



Environmental runoff mitigation measures



•



Portable lighting system



Centralized De-icing Facilities: Centralized de-icing facilities off the terminal are recommended when terminal de-icing facilities experience excessive gate delays, taxiing times, or suffer from severe weather conditions conducive to aircraft icing conditions. Terminals whose de-icing gates lack permanent environmental runoff structures are candidates for off-terminal de-icing facilities, as the construction costs for runoff mitigation is not cost-effective. Centralized de-icing facilities usually have the following components: •



Aircraft de-icing pad( s) for the maneuvering of aircraft and mobile de-icing vehicles



•



Bypass taxiing capability



•



Environmental runoff mitigation measures



•



Permanent or portable night-time lighting system



•



Support facilities that include: o



Storage tanks, transfer systems for aircraft de/anti-icing fluids



o



De-icing crew shelter



o



Fixed fluid applicator



Considerable inform ation on the various considerations that must be examined regardless of the level of sophistication of the proposed de-icing facility can be found in Reference 1, SAE ARP4902. An overview of these considerations follows.



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Exhibit 3.3.4.6.1: Ground De-Icing Operation at a Central De-Icing Facility



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3.3.4.6.2 Location Considerations Thoughtful siting of de-icing facilities is critical in order to maximize the benefits of the de/anti-icing process while minimizing the potential adverse impacts on airfield efficiency, safety and operations. Certain considerations in siting de-icing facilities facilitate compliance with the 'clean aircraft' concept. Foremost among such considerations is the need to site de-icing facilities so that the maximum time interval between the start of the last step of the de/anti-icing process and the start of takeoff does not exceed the estimated holdover times of the applied fluids. Other major considerations include the need to site de-icing facilities so that aircraft, de-icing facility stru ctures, mobile de-icing vehicles or fixed de-icing equipment does not penetrate the object clearing criteria or airway facility critical areas. Engine exhaust velocities also need to be considered.



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3.3.4.6.3 De-icing Facility Design and Construction A de-icing facility has to be properly planned, designed and constructed to perform as intended. Elements of these preparations include such items as: •



Facility siting



•



Number and size of de-icing pads



•



Pad configuration and layout



•



Visual guidance considerations



•



Floodlighting



•



Construction phased implementation



•



Construction materials



•



Drainage facilities



•



Storm water capability



Most of the design cri teri a for these components are addressed in ICAO Annex 6 and FAA advisory circulars (AC No: 150/5300-14C). A de-icing facility is intended to provide an area for parking of aircraft to receive de/anti-icing treatment. To perform this function, the de-icing pad requires a pavement system that supports the anticipated loads and a positive drainage system to collect runoff containing spent de-icing fluids.



3.3.4.6.4 Environmental Considerations Since de/anti-icing fluids are chemical products with environmental consequences, de-icing facilities shall have runoff mitigating structures. The recommended structures are those that comprise a mitigating alternative that collects and retains runoff for proper disposal or recycling. In terms of structural best management practices (BMPs), this approach to 'control the source' offers airport managers an effective and economical means to comply with environmental requirements.



3.3.4.7 Equipment Parking



3.3.4.7.1 Introduction Ground servicing equipment must be parked in areas adjacent to the aircraft stands to be readily available when required. If required turnaround times are to be achieved, it is essential that such equipment is conveniently located in reasonably close proximity to its regular place of use and is readily accessible to ground handling staff. Such areas should be sized to accommodate all equipment used on a regular basis to support aircraft servicing for all types of aircraft usually served in a particular apron sector. Such areas should be clearl y defined by appropriate apron markings.



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Long-term parking facilities must be provided for ramp equipment with convenient access to the apron area. At airports with harsh winter weather conditions, a heated ground equipment shelter will be required for parking certain types of ground-servicing equipment overnight.



3.3.4.7.2 Restraint Lines These are lines behind which ground support equipment is kept during the movement of an aircraft onto or off the aircraft parking position. They are also used as a safety stop for all ground support equipment prior to final approach to the aircraft and as a safety zone to allow for jet engine intake and/or propeller clearance. This restraint marking should be defined by an unbroken red line with a white line inside the aircraft parking area indicating the boundary of the aircraft parking area. The line must be painted so as to allow for the safe movement of the largest aircraft onto or off the parking position. The minimum width of the line is 10 em.



3.3.4.7.3 No Parking Areas Prohibited parking areas on the apron include such zones as the apron drive loading bridge movement area, fuelling pits, etc. These areas should be marked by red hatch lines and bordered by a solid line of the same color. The lines should have the following dimensions: •



Minimum width of lines: 10 em



•



Gap between lines: 20 em



The lines must be painted at 45• in reference to the aircraft parking position centerline.



3.3.4.7.4 Equipment Parking Areas These are specific areas set aside for the parking of ground handling equipment, and include: •



Long-term parking



•



Short-term parking



•



Staging areas



The lines delineating these areas should be painted white, with a minimum line width of 10 em. When designing equipment parking areas, consideration should be given to coordinating the long-term, short-term and staging area requirements, including the size and type of equipment. Particular attention should be paid to the staging areas close to the aircraft.



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3.3.3.7.5 Typical Ground Equipment Layouts Exhibit 3.3.3.7.5 illustrates the ground equipment movement and parking areas around typical aircraft parking positions. It should be noted that the parked position of all aircraft served should be taken into account when determining the position and plan profile of the apron safety line, which should be indicated on the apron using a solid red line.



Exhibit 3.3.3.7.5: Apron Marking for Aircraft Parking Position



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With reference to the LoS Space-Time Matrix to be used for processing facilities, the interpretation of the resulting LoS categories is as follows: •



If both space and time LoS axes show acceptable service (i.e. both the space and time LoS parameters fa ll into the 'Optimum' range), then the facility provides an OPTIMUM LoS. Additionally, an OPTIMUM LoS can also be provided when one LoS parameter falls into the 'Over-Design' range and the other is in the 'Optimum' range.



•



When one of the parameters functions is in the 'Optimum' range but the other falls into the 'Sub-Optimum' range, then the resulting LoS of this facility is SUB-OPTIMUM meaning that improvements need to be considered. Such improvements may be operational in nature (i.e. increasing staffing level and/or improving processing rates) or physical in nature (i.e. moving circulation flows out of a queuing area, reorganizing queues to provide more space or adding more processing units).



•



If both axes show poor conditions {both LoS parameters fall into the 'Sub-Optimum' range), the resulting LoS of this faci lity is UNDER-PROVIDED, offering an unacceptable LoS in terms of both space and



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waiting time. In this case, typically immediate actions need to be taken as major improvements and reconfigurations are required. •



0



At the other extreme, when a facility ranks as "Over-design" with respect to both space and waiting time, then the resulting overall LoS for this sub-system is considered to be OVER-DESIGN.



Note: Depending on the timeframe (usually between 5 and 10 years) and forecast milestones being considered in the planning stage, facilities may sometimes be planned to fall into the OVER-DESIGN category during the new facility's initial start-up period particularly when the airport is forecast to continue to achieve



very high growth rates. However, OVER-DESIGN is an important planning consideration that needs to be discussed with and by airport management as well as with and within the overall airline/aviation community to ensure that the parties involved understand and support the inherent planning strategy. When an overdesigned sub-system will not reach its full capacity until well into the future (10+ years), the result of OVERDESIGN is likely to be empty space, overprovision of resources and unnecessary costs.



!::::. The boundaries comprising the optimum space allocation and the optimum waiting time represent the "not to exceed" limits that should be observed in order to reach an optimum solution. In some cases, due in part to very high demand peaks, an airport owner/operator may choose, together with the aviation community, to set agreed limits within the specified range to better fit the prevailing reality at that particular airport at that time.



!::::. When planning/designing a major expansion or new airport, targeted LoS may be considered for initial sizing of sub-system areas. The target values shall be within the specified optimum LoS parameter range. Again, the target should reflect the local realities and be responsive to passenger behavior and needs. For example, if the ratio of baggage to passengers is higher in a region, then the space target for the passenger processing area might be deemed to be higher.



0



In addition, the target LoS parameters set forth during the planning/development stage should be used as the basis for a Service Level Agreement going forward into the operating phase of the new facilities.



0



Note: The appropriate LoS value should always be established in consultation with all stakeholders, including the airport's airline community, airport management and other service providers.



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Again, a corollary can be applied to waiting times. In this case, target waiting times could be determined based on: •



!::::. •



The operating cost of providing the service and the capital cost of providing the processing facilities combined with the capital cost of providing the waiting and queuing space per individual. The service level agreement between the service provider and the owner of the facility, as long as these targets fall within the optimum LoS Parameter boundaries given in the LoS table in Exhibit 3.4.5.3 below.



0



A similar matrix concept is used to define the prevailing LoS during a capacity assessment exercise for holding facilities where there is no formal queuing process, thus no resulting waiting times. For example, in gate lounges or departure lounges, passengers dwell until boarding is completed, hereby requiring space for circulation, standing and seating. While the matrix space axis defines the overall average space per occupant (space for seating and standing as per LoS guidelines below), the time axis is replaced by the occupancy rate axis (the proportion of seats and amount of standing space actually occupied). Like with processing facilities, both axes are required to define the resulting LoS. In the case of gate lounges or departure lounges, the availability of space and its occupancy define the perceived LoS.



0



For the public arrival or departure hall, occupancy rates are typically not applied. Therefore, basically only the space axis of the matrix is applied. In cases where the available space does not meet the defined optimum target value, then the degree to which the space provision varies from the OPTIMUM condition determines whether the resulting LoS is SUB-OPTIMUM (needing minor improvements such as circulation modifications or limited expansions) or UNDER-PROVIDED (requiring major reconfigurations).



0



RECOMMENDATION: Arrival and Departure Halls are deemed to be UNDER-PROVIDED when the space per occupant is 80% or less than the target optimum LoS parameter.



3.4.5.3 Level of Service Guidelines !::::. Exhibit 3.4.5.3 provides the Level of Service (LoS) guidelines for each airport terminal facility/sub-system. The table provides new guidelines to be used when undertaking capacity and LoS analysis. Guidelines have been supplemented to include facilities involving self-service processing and also for Customs control. The LoS Guidelines have been adjusted to better reflect the current global aviation market. It is recognized, however, that different regions, countries and markets require adjustments to the airport environment to better equate with their service needs. The revised LoS benchmarks now include a range of values for space and time to better enable an airport to tailor its service level to the market and region it serves.



0



Note: The appropriate LoS value should always be established in consultation with all stakeholders, including the airport's airline community, airport management and other service providers.



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10TH EDITION, 41" release, OCTOBER 2016



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