ICAO

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ICAOs ROLE in DISASTER PREPAREDNESS, PLANNING
RESPONSE

• International Civil Aviation OrganizationBrian
  Day, Air Traffic Management SectionAir
  Navigation Bureau

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The airplane

• from an instrument of war
• to an agent for peace

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CHICAGO CONVENTION

• 188 Contracting States
• 96 Articles
• Fundamentals
• every State has complete sovereignty over its
  airspace
• no scheduled international air service may
  operate into a States territory without consent

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Legal ObligationArticle 25 to Chicago
Convention

• Each Contracting State undertakes to provide
  such measures of assistance to aircraft in
  distress in its territory as it may find
  practicable..
• Each Contracting State, when undertaking search
  for missing aircraft, will collaborate in
  coordinated measures which may be recommended
  from time to time

Annex 12 SARPS
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First Standard

• Contracting States shall arrange for the
  establishment and provision of search and rescue
  services within their territories. Such services
  shall be provided on a 24- hour basis.

• States must provide for
• regions of responsibility,
• rescue coordination centers,
• communication facilities,
• rescue units and equipment.

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ANNEX 12Chapter 3 Co-operation

• between States within a region, and
• between administrators and operations
  personnel.

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SPECIALNESS!! of SAR

•   Aviation support services are characterised by 
• physical sciences
• The SAR service is characterised by social
  sciences

 
SAR is driven by humanitarianism other services
driven by commerce.
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INTERNATIONAL AERONAUTICAL AND MARITIME SAR
(IAMSAR) MANUAL

• expounds
• SHARED USE of ASSETS, and
• COOPERATION, between
• government industry,
• civilian and military,
• aeronautical maritime,
• ATC SAR.

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THE GLOBAL CONCEPT

• ICAO Goal To provide a world-wide SAR system
  that will provide assistance to all persons in
  distress regardless of nationality or
  circumstance
• The fastest, most effective and practical way to
  achieve this goal is to develop regional systems
  associated with each ocean area and continent.

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Aeronautical SAR is

• a high technology
• high reliability service,
• as is nuclear energy defence.

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International aviation is

• low risk with high stakes.
• SAR is
• medium risk with high stakes.

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Tension

• SAR requires stability and reliability
• in a context of unprecedented and continuous
  change

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Technology is

• smart complex and
• introduces new realm for error.
• Cause effect
• are more difficult
• to find out.

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• INCONGRUITY
• Constant improvements in technology, but human
  errors remain constant

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Demands prompt flexibility

• Some organizations have responded to changing
  demands with
• JRCCs and multi-skilled workers.

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Internal pressures

• Changes in
• job functions,
• responsibilities,
• skill knowledge requirements.

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INFORMATIONTECHNOLOGY

• Greater capabilities /increased complexities.
• Skill demands grow and change.
• Change begets change.

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• New technology
• and the incessant
• demands of industry
• and society have
• led to the very
• re-conceptualisation
• of work.

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• SYSTEM EVOLUTION
• practice spawns policy,
• policy gives rise to heightened expectations.

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Traditional organizational boundaries

• blurred,
• fused and
• uncertain.
• Is SAR being driven by change

?
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• STANDARDS
• should be considered and
• be pro-active not re-active.
• Managers must take charge!

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Paradox

• Change demands
• adaptability,
• innovation
• sophistication, but
• Non-universal Standards
• cause weak links, and
• intervention of chance will
• exploit weaknesses.

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Personal Dimension

• RCCs are volatile workplaces, causing
• stress,
• disillusionment,
• fear of job loss, and
• lack of certainty.

?
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• SAR does not need
• technical investment,
• but
• socio-technical investment,
• acknowledging the human at the core.

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The Social Sciences of SAR

• human beings need to be
• properly equipped,
• supported, and
• encouraged.

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• Motivation
• a product of personality.
• Personality
• dependent on environment.

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Workers need

• to achieve,
• an affiliation,
• to express potential.
• There is a substantial role for managers in
  facilitating high performance.

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ORGANISATIONAL STRUCTUREHuman Error can be
found in

• procedures,
• arrangements and
• system construction.

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• Herald of Free Enterprise
• Mr Justice Sheen
• The underlying faults
• lay higher up in the company From the top to
  the bottom, the body corporate was infected with
  the disease of sloppiness

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• F28 at Dryden, Ontario
• Commissioner Moshansky
• Had the system operated effectively, each of the
  factors might have been identified and corrected
  before it took on significance. It will be shown
  that this accident was a failure in the air
  transportation system

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ICAO Publication

• Human Factors Guidelines for
• Air Traffic Management
• Systems_at_
• (Doc 9758) -
• requires a
• pro-active approach
• to be taken to accident prevention.
• - a basis for Preventive SAR

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The fundamentals

• While much is changing,
• yet much of consequence remains the same, the
  challenge is to
• uphold the Conventions standards,
• in a spirit of co-operation,
• with a vision that extends beyond insular
  practices geographic boundaries,
• and willing participation in global plan.

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International Provisions

• CHALLENGES ARE INCREASING
• international provisions of Chicago Convention
  will stand the test, and
• give the lead for SAR into 21st century