National Academies Press: OpenBook

Guidebook for Developing Ramp Control Facilities (2017)

Chapter: Chapter 2 - Decision Process and Decision Support Tool

« Previous: Chapter 1 - Introduction
Page 6
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 6
Page 7
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 7
Page 8
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 8
Page 9
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 9
Page 10
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 10
Page 11
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 11
Page 12
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 12
Page 13
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 13
Page 14
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 14
Page 15
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 15
Page 16
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 16
Page 17
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 17
Page 18
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 18
Page 19
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 19
Page 20
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 20
Page 21
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 21
Page 22
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 22
Page 23
Suggested Citation:"Chapter 2 - Decision Process and Decision Support Tool." National Academies of Sciences, Engineering, and Medicine. 2017. Guidebook for Developing Ramp Control Facilities. Washington, DC: The National Academies Press. doi: 10.17226/24668.
×
Page 23

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

6C h a p t e r 2 Figure 2 illustrates the four-step decision process, which is a problem solving method designed to take the user through the process of defining ramp-related problem(s), determining the scope of the problem(s), evaluating the items that should be considered, and determining the best implementation alternative. The Four-Step Decision Process Step 1: Define Ramp-Related Problem: The airport operator and interested stakeholders must determine whether there are ramp-related operational concerns in one or more con- sideration topics. It is important to discern whether alternatives to resolve/mitigate the chal- lenges or constraints require implementation of formal ramp control or whether they can be accomplished through a change in operational procedures. Consideration topics are reviewed in Section 2.1.1. Users can also balance these concerns with executive-level considerations as described in 2.1.4. Questions that guide the user through this critical step can be found in Appendix A. At the end of this step, if an airport operator, with the input from stakeholders, determines that ramp control is not required to resolve or mitigate ramp-related operational challenges or constraints, then they are finished with this process and can focus on other solutions includ- ing development and/or changes to existing procedures. If it is determined that ramp control is required as part of a ramp-related solution, then the reader is directed to complete Steps 2, 3, and 4. Step 2: Scope the Problem: An airport operator and interested stakeholders must deter- mine the degree (scope) to which operational efficiency, safety, construction, or administra- tive challenges impact local stakeholders. More details on scoping the problem can be found in Section 2.2. Questions associated with this step can be found in Appendix A, Table A-2. Step 3: Evaluate Ramp Control Considerations: The airport operator must now determine which entity (airline, third party, airport operator, or a hybrid solution) is best suited to perform ramp control at the airport by considering each of four major areas of concern—people, tech- nology, facility and supporting infrastructure options, and administrative/budget. A discussion on these topics can be found in Section 2.3. Questions associated with this step can be found in Appendix A, Table A-3. Step 4: Determine the Best Alternative: In this step, the guidebook user focuses on decid- ing who will manage the ramp and from what type of location. More details on this step can be found in Section 2.1.5. Decision Process and Decision Support Tool

Decision process and Decision Support tool 7 The Decision Support Tool A Decision Support Tool was created to accompany this guidebook. Guidebook users are not required to use the tool in order to follow the process but it provides the benefits of automation over paper and pencil. The tool is an easy-to-use, GUI aid that guides the user through the four- step decision process, mirroring the questions contained in Appendix A of this guidebook. The tool allows the user to create a record of his/her responses, which can be generated into reports Figure 2. Decision process. Decision Support Tool Tip: When more than one management option is being considered (e.g., airport operations vs. airline) or ramp facility location (e.g., new ramp tower vs. a virtual facility), separate records in the Decision Support Tool must be created for each consideration. Caution! The more complex the decision-making process, the more complex the tool inputs. If a user is considering more than one management option and more than one facility type, then each management option will need to be populated for each type of facility being evaluated in order to complete a full analysis using the tool.

8 Guidebook for Developing ramp Control Facilities in HTML format. These can be printed and shared with stakeholders for collaborative discus- sions and decision making. The Decision Support Tool is available for download from the report summary page at http://www.trb.org/Main/Blurbs/175172.aspx. Please open and read the “Instructions for Ramp Control Decision Support Tool” file first as it contains instruc- tions for using the tool. As indicated in Figure 3, users can use guidance from all of Chapter 2 to help them populate the Decision Support Tool. Furthermore, guidebook users can access the Decision Support Tool during Steps 1, 2 and 3 as described in the following sections. Once all inputs are recorded in the Decision Support Tool, a report can be generated that summarizes the information from Steps 1, 2, and 3 for review by the airport operator and stakeholders as described in Step 4: Determine the Best Alternative. Users are encouraged to be familiar with all steps in the guidebook prior to using the Decision Support Tool and to pay close attention to the “tool tips” that are provided. This format ensures that the considerations made and the conclusions reached are documented as they are developed and are available for collective review following the evaluation process. Figure 3. How the design support process (this guidebook) relates to the Decision Support Tool. What the Decision Support Tool Does and What It Does Not Do What it does: The Decision Support Tool is an aid that receives inputs from the user and can generate reports in HTML format that can easily be printed and shared with the stakeholders involved with ramp control. What it does not do: The Decision Support Tool does not generate a ramp control decision for a user. It simply provides a report that contains the key factors involved in ramp control decision making.

Decision process and Decision Support tool 9 2.1 Define Ramp-Related Problems (Step 1) The first step in the decision process is to determine what challenges or constraints are occur- ring or projected to occur related to ramp operations at an airport, and to consider potential solutions to mitigate the challenges or constraints. Operational challenges and constraints gener- ally fall into one of four areas of concern—operational efficiency, safety, construction, or admin- istrative. As airport operators consider these challenges, they may discover that ramp-related problem areas overlap. They may also find that they are only acknowledging the symptoms of a ramp-related issue (e.g., a complex airport terminal layout may cause ramp congestion issues that may intensify if new construction increases ramp activity). Some major questions to consider include: • What ramp-related operational challenge(s) or constraints are occurring or are projected to occur at an airport? • Do the ramp-related operational challenges or constraints require action on the part of the airport operator or airport community? • Are suggested ramp-related actions in alignment with executive-level policies (e.g., hiring freeze, budgetary constraint)? • What are the potential solutions to mitigate the operational challenges or constraints? Has a change in operational procedures been investigated? • What lessons can be learned from other airports that have implemented ramp control? The airports that have implemented ramp control are listed in Appendix E. To help illustrate the importance of these types of questions, the scenario in Figure 4 provides a typical situation in which an airport and its stakeholders need to discuss whether there are Figure 4. Example of multiple ramp-related considerations. Example: Multiple Ramp-Related Considerations Scenario: The airport operator and a number of interested stakeholders have determined that growth at the airport is increasing and the trend is expected to continue. In past years, ramp congestion had not been a problem; however, with the increased activity, ATC has noticed a rise in the number of arrivals delayed getting to their gate due to increased traffic. ATC added that the situation is manageable, but some of the airlines noted their on-time arrival performance has been negatively affected. The airport is planning to add an additional concourse, but the construction is not expected to start for another year and may affect existing ramp space during the construction period. Challenges/Constraints: Continued growth is creating ramp congestion. On-time performance is negatively impacted. Construction may exacerbate the problem before improvement is seen.

10 Guidebook for Developing ramp Control Facilities ramp-related operational challenges affecting the airport. A more in-depth review of these types of consideration topics is detailed in subsequent sections. 2.1.1 Efficiency Efficiency refers to an airline’s ability to operate as scheduled (e.g., an arrivals gate and ramp access ways are available after landing and a departure is able to pushback and exit the ramp at its scheduled time of departure). Airports with ramp control noted the following concerns that can directly impact efficiency: • Gate adjacency issues. These often arise due to the varying sizes of aircraft vying for gate access. For example, an aircraft may not be able to pull up to a gate adjacent to another aircraft whose wingspan extends into its gate space, thereby causing delays. Ramp control can manage these situations. Additionally, gate adjacency agreements can be developed that address the type and sizes of aircraft that can utilize specific parking spots. • Ramp congestion. Ramp congestion, as shown in Figure 5, can occur when the movement of an aircraft (e.g., pushback, tow, taxi) is restricted by other aircraft moving in the ramp, espe- cially at airports with narrow ramps. The significance of ramp congestion can be determined by the number of conflicts that occur within a period of time. For example, if there is an occa- sional conflict between arriving and departing flights, this may not be considered significant; however, if this is a frequent or routine occurrence, then ramp congestion may be considered significant enough to require active ramp control. Irregular operations (IROPS) may be a sig- nificant contributor to ramp congestion or the cause of occasional ramp congestion, depend- ing on the specific airport. • Demand/capacity imbalance. This can occur when there are more arrivals or departures than the gates are able to accommodate. Temporary demand/capacity imbalances may result due to IROPS caused by events such as severe weather. • Terminal complexity. Terminal design affects the layout of the gates and taxi lanes, which impact the movement of aircraft within ramp (apron) areas. As shown in Figure 6, terminal complexity can cause the following issues: – With parallel concourses or terminals, departures may be pushed back in such a way that they block other departures from simultaneously pushing back or taxiing to a transfer point, or prevent arriving aircraft from getting to their gate. – Restrictions on portions of a ramp area, as shown in Figure 7, may prevent simultaneous aircraft movement; therefore, it is important to understand both the restrictions as well as the type of aircraft being moved in the ramp area. Figure 5. Congested ramp space can hamper efficiency.

Decision process and Decision Support tool 11 • Holding pad management. Determining who manages holding pads located within the ramp area may affect efficiency and equity. Choosing a third-party or airline stakeholder to manage holding pads, thereby enabling them to determine the order in which aircraft can enter/ exit a holding area, can potentially result in additional coordination between stakeholders and raise potential concerns about equity. 2.1.2 Safety The airport operators and airlines interviewed both agreed that safety is a number one priority as the consequences of apron accidents and incidents can be substantial in terms of personnel injury and equipment damage. However, ramp control may not be the answer for every safety- related situation. For example, ramp control is not likely to prevent someone from failing to follow established procedures; however, ramp control may be able to alert an airline’s pilot when procedures are not followed. Figure 6. Multiple concourses can complicate ramp operations. Figure 7. Ramp configuration at Charlotte/Douglas International Airport.

12 Guidebook for Developing ramp Control Facilities To further understand the significance of safety concerns at an airport, it is beneficial to dis- tinguish between accidents (e.g., events that cause equipment damage or personnel injury) and incidents (e.g., situations where an accident might have occurred, but did not due to some sort of intervention). It is important to analyze known safety concerns as well as potential safety-related issues in order to fully understand which ones directly relate to ramp control. 2.1.3 Construction Not all construction at an airport will directly affect a ramp, but may impact operational effi- ciency (e.g., gate capacity). Therefore, it is important to determine whether construction proj- ects will improve or diminish operational efficiency not only during the construction phase, but also once construction projects are finished. For example, Figure 8 illustrates how a construction project designed to improve efficiency might also cause ramp-related operational challenges in the near term. During the validation sessions, some airport operators noted that ramp control may be a recommended solution for a short-term construction project that has a significant impact on ramp congestion. Understanding how upcoming capital improvement programs may affect ramp operations in the future is a significant consideration when determining overall ramp control management. 2.1.4 Administrative- and Executive-Level Policies Administrative decisions that may concern ramp control include strategizing long-range expansion plans based on the projected growth of an airport, choosing to implement or expand the use of common-use gates (e.g., common-use gates may impact existing lease agree- ments and also affect which stakeholders are responsible for managing the gate assignment process), or agreeing to provide better management of the ramp (e.g., if a significant number of airlines request that the airport implement ramp control). Additionally, if ramp control is pursued and based on the services that will be provided by the ramp control service providers, Example: Construction Project Scenario: A construction project, which is expected to last six months, will increase the number of ramp exits/entrances and reduce congestion on the ramp. However, for two months in the middle of the construction period, several gates will be unavailable due to their proximity to the construction site. The final result of the project will be improved efficiency, but the interim effect on gate availability and the resulting ramp congestion may be significant enough to warrant considering ramp control. Results: Improved efficiency Impact: Short-term reduction in gate capacity Figure 8. Example: construction project.

Decision process and Decision Support tool 13 Decision Option 2: No. Airport operator and interested stakeholders have initially deter- mined that ramp-related operational challenges or constraints are not likely to be resolved by ramp control, but rather by changes to existing processes or procedures. Ramp control is not currently a viable option. agreements with the FAA to re-adjust portions of the movement areas to non-movement areas may be in order. Understanding how each potential administrative decision may affect ramp operations in the future is significant in the determination of overall ramp control management. For example, senior airport management may be looking to reduce costs or freeze hiring within certain airport departments. These constraints may dictate that ramp control be considered at a later time or be escalated for review before policies are implemented. This type of information is important to obtain prior to doing any further significant analysis related to ramp control decision making. 2.1.5 Decisions from Step 1 Decision Option 1: Yes. Based on the responses to Step 1 questions in Appendix A, Table A-1, or from the Decision Support Tool, an airport operator and interested stakeholders have initially determined that ramp-related operational challenges or constraints are likely to be resolved via ramp control. The airport operator should proceed to Step 2. The Decision Support Tool is available for download from the report summary page at http://www.trb.org/Main/Blurbs/175172.aspx and may be accessed by opening the index.html file in a web-browser. Tool Tip: If ramp control is not considered at this time, information collected may be recorded in the Decision Support Tool as part of formal record- keeping processes. A tool report can be printed, documenting the decision made, and may be used in future discussions in the event circumstances change. 2.2 Scope the Problem (Step 2) The questions listed in Appendix A, Table A-2 (and in the Decision Support Tool) provide a more in-depth look into the ramp-related operational challenges and constraints identified by the airport operators and interested stakeholders. The questions are designed to help the air- port operator understand the impact (significance) of the ramp-related operational challenges. It should be noted that questions asking, “How would you characterize the significance,” of a

14 Guidebook for Developing ramp Control Facilities 2.3 Evaluate Ramp Control Considerations (Step 3) Once the airport operator has determined that a significant ramp-related operational chal- lenge exists, the next step is to evaluate the various ramp control management options based on four areas of concern—people, technology, facility and supporting infrastructure, and administrative/budget. Figure 9 illustrates the consideration topics associated with each area of concern. To evaluate the consideration, the user will use the questions listed in Appendix A, Table A-3. 2.3.1 People It is important to not only understand the roles and responsibilities of those involved in ramp- control-related duties, but also the anticipated staffing levels, training needs, and any procedures that will be required for personnel quality assurance/control. Roles and Responsibilities As noted in Chapter 1, airports vary widely in the type of roles and responsibilities ramp control personnel perform; therefore, it is important that the airport operator identify ahead of time the specific tasks that ramp control is expected to perform. The tasks, or more specifically, the responsibilities of the tasks, may influence the hiring and selection of personnel, i.e., personnel with or without some sort of direct or related ramp con- trol experience. Understanding the specific roles and responsibilities can help determine the particular ramp-related operational challenge or constraint are asking for a subjective evaluation of the impact. It should be understood that the individual stakeholder may perceive the impact differently (e.g., ramp congestion affecting an airline that operates one flight a day and that flight is routinely impacted by ramp congestion may be perceived differently than an airline with a significant presence at the airport and the impact of ramp congestion is spread to other flights). Therefore, in scoping the problem, it may be important to take into account the differences in the perceived problem and impact on the individual stakeholders. 2.2.1 Decision from Step 2 Answers from questions in Appendix A, Table A-2 (and from the Decision Support Tool) can help identify which stakeholders are affected most by the ramp-related operational challenges and constraints, and may provide an initial indication as to which stakeholder could/should perform ramp control. At this point, the user has narrowed down which stakeholders are most affected by ramp-related management options and to what degree. The airport operator should proceed to Step 3. The Decision Support Tool is available for download from the report summary page at http://www.trb.org/Main/Blurbs/175172.aspx and may be accessed by opening the index.html file in a web-browser.

Decision process and Decision Support tool 15 level of effort of and workload expected from ramp control personnel. The number of person- nel required will be determined by the complexity of the responsibilities to be performed, the number of positions needed to divide the work so that it can be performed by a single individual, and the number of hours per day the position must be staffed. This will influence the initial and recurring costs, depending on which management option is selected. The scenario in Figure 10 illustrates the type of information the user may be able to provide when evaluating ramp personnel, including the specific tasks expected to be performed by ramp control personnel and any known initial or recurring costs. If specific costs are not avail- able, the user can enter the information at a later time. Initial and recurring costs are discussed in Chapter 3. Figure 9. Step 3—Evaluate ramp control considerations. Figure 10. Evaluate roles and responsibilities. Example: Evaluate Ramp Control Consideration Scenario: It was determined that ramp control personnel would be expected to perform the following tasks: Authorize pushback and control movement into, out of, and on the ramp. Apply local safety directives (e.g., gate adjacency/wingtip clearances, engine start, disconnect, tow-in). Coordinate with ATC or other stakeholders as necessary. To accomplish the ramp control tasks above, a portion of the movement area has been designated as a non-movement area. Specific initial and recurring costs were not known at this time.

16 Guidebook for Developing ramp Control Facilities Staffing Staffing is the number of individuals necessary to operate the ramp control facility. This num- ber of staff is normally based on the number of positions, the number of hours that ramp control is expected to operate, and whether all positions are necessary during all hours of operation. After determining the responsibility of the tasks to be performed, as discussed above in Roles and Responsibilities, determine how many positions are needed. Consider the physical layout of the terminal area to be controlled (e.g., number of gates, number of ramp entrances/exits, the ability to maneuver aircraft on the ramp, and any holding areas on the ramp) when determin- ing the area of jurisdiction/responsibility for each position. Typically, the area of jurisdiction is designed along the natural boundaries of the terminal. However, in cases where the natural boundary may cause one position to control a significantly larger number of gates, adjustments may be necessary. The number of hours ramp control is expected to operate is normally based on the need of the specific operation. However, there may be times when ramp control positions may be combined; thereby reducing the amount of time coverage is needed. It is also important to consider whether ramp control personnel will be full time or part time, whether they will be dedicated staff, and whether they will perform other duties in addition to ramp control (flexible). Appendix B may provide some high-level insight into the initial and recurring costs associated with staffing for each type of ramp control management option (e.g., airport operator, air carrier, or third party). Given that there is no formal guidance on ramp control staffing available, airports should consider conferring with their peers or airlines that have implemented ramp control in order to gain insight about the proper level of staffing. (For more information on staffing considerations see Appendix G.) An additional area of consideration is whether supervisory/managerial personnel are needed to provide oversight for ramp control personnel. Staff at this level can significantly impact an airport’s budget. Training Ramp-related training can be accomplished in a variety of ways (e.g., classroom, in-position, computer-based). Some ramp control operations use a formal training process where trainers provide guidance and direction to trainees until the trainee has progressed to a point that they Decision Support Tool Tip: In ramp decisions involving multiple manage- ment options where more than one operator (airport, airline, or third party) is being considered, it is recommended that separate records be completed for each of these organizations in the Decision Support Tool in order to understand the costs and benefits associated with each choice so that the following can be assessed: • Cost of solution alternative, • Value of expected benefits for solution alternative, and • Determination of return on investment. For example, if a user wants to analyze the differences between an airport operator and an air carrier managing ramp control, the tool should be used to populate one record for the airport operator option and another record for the air carrier option.

Decision process and Decision Support tool 17 can work unmonitored. Other airports rely more heavily upon on-the-job training. To deter- mine how best to conduct training, it is important to understand the roles and responsibilities expected of ramp control personnel, the complexity of the operations, and the qualification of newly hired or current personnel. Appendix B may provide some high-level insight into the initial and recurring costs associated with training personnel for each type of ramp control management option (e.g., airport operator, air carrier, or third party). To gain insights into the training procedures used in other operations, airports are encouraged to confer with peers or airlines that operated successful ramp control. Quality Assurance/Quality Control (QA/QC) Research indicated that some airports that performed ramp control had some form of QA/QC programs. These programs often track personnel performance as well the effectiveness or lack of effectiveness of operating procedures put in place to ensure safety. Formal programs may include development of target levels of safety as well as metrics to measure both personnel performance, stakeholder feedback and/or the overall effectiveness of ramp control at the airport. An informal QA/QC program may simply include an informal process for investigating and responding to issues brought to ramp tower management. As ramp control operations evolve, it may become more important to include performing quality assessments when operating procedures are devel- oped and prior to their implementation. Since the airport operator generally authorizes the activity of all tenants and sub-tenants through leases, operating agreements, or licenses, the airport opera- tor may want to ensure that QA/QC processes and procedures are available to address concerns that may arise from personnel or equipment performance or from an operating procedure. 2.3.2 Technology Research indicated that the technology needed to support the ramp control function is depen- dent on two main considerations: the type of facility from which it is operated (traditional ramp tower or virtual ramp control facility) and the tasks ramp controllers are expected to perform, including other ramp-related duties. For example, if a traditional ramp control tower is planned from a site that has good visibility of its area of jurisdiction, the need for cameras or surface surveil- lance technology to control its ramp may not be necessary. However, a similar facility that has a partially or fully obstructed view of the ramp may need cameras or surface surveillance technology to better assist ramp controllers with managing aircraft on the ramp. Additionally, a ramp control facility that only authorizes pushback or entrance into the ramp may need less technology than a similar facility that sequences departures leaving the ramp based on departure fix restrictions. It is important to assess the airport’s existing equipment capabilities and investigate tech- nologies that may support ramp control tasks, including technologies currently under devel- opment by the FAA NextGen program. For example, line-of-sight issues may be mitigated by the use of high-definition cameras, while an ATC request for ramp controllers to sequence departures exiting the ramp based on departure fix, queue length, or other factors may be miti- gated by an information display system. Some tools available today have the added benefit of providing post-event data that can be analyzed and used in a QA/QC program. Some questions related to understanding necessary technology include: • What technology is required to perform the ramp control function or will serve to enhance the ability to provide a ramp control function? • Is the required technology available and sufficient for the desired operation? – If insufficient, what is needed? – What are the initial and recurring costs of obtaining and maintaining the technology? • Does the technology under review support future enhancements to the ramp control function?

18 Guidebook for Developing ramp Control Facilities Surface Surveillance The airport operator will likely be aware of surface surveillance technology available at the airport, as well as have the knowledge of which stakeholders have access to surface surveillance technology. It is important to determine if surface surveillance technology is needed to sup- port ramp control. This will require looking into the initial and recurring costs associated with obtaining surface surveillance technology, such as licensing fees, maintenance, etc. Interoperability Responses by airport operators with ramp control facilities noted that adding technology often creates space issues; therefore, to the extent possible, it is important to consider the inter- operability of the technology when determining technology needs. The airport operator may want to determine whether automation can support multiple tools, rather than having to pur- chase and support multiple pieces of technology. Appendix F provides examples of technology that may be considered when identifying whether to utilize virtual technology to implement ramp control. 2.3.3 Facility and Supporting Infrastructure This consideration topic explores the physical location where ramp control is expected to be performed, which can sometimes involve mitigating existing siting issues or determining a loca- tion from which to operate virtual ramp control. It is important to understand which type of ramp control facility is desired or best suited for the airport. The three major types of location considerations include: • Traditional ramp tower—This is typically a structure above the terminal area that provides line of sight to the controlled ramp area. Some gates may be partially obscured by a building or equipment on top of a building, but the bulk of the area is viewed by the ramp controller. • Virtual ramp control facility—This could be a room with or without windows and does not necessarily need to be at the airport. Automation is used to provide ramp controllers visibility of the ramp area. Figure 11 illustrates how cameras can provide visibility for the gates and access to the gates, and how surface surveillance may provide location information for aircraft moving on the airport, and in some cases, within the ramp area as well. Virtual facilities have the advantage of being able to make use of the existing infrastructure—saving cost and space. • Mixed facility—This operation combines a traditional ramp tower that offers good line of sight to some of the controlled ramp areas with automation that enables virtual control over parts of the ramp that cannot physically be seen by tower personnel. Figure 11. Virtual configuration.

Decision process and Decision Support tool 19 In order to analyze which type of facility and supporting infrastructure is best, the airport operator needs to consider a number of questions, including: • Is there an existing facility available from which to conduct ramp control activities? – Is the existing facility sufficient to meet the projected need for the ramp control positions? – Are there any siting issues that need to be resolved or mitigated? • If a facility is not currently available, what are the facility requirements for a traditional ramp tower or virtual ramp control facility? Requirements may include: – A site that allows an unencumbered view of the area under control by the ramp controllers; or – A site that may not allow an optimum view but can be enhanced by camera technology; – A facility of sufficient square footage that can support the number of positions and all associated equipment needed now and in the future; – Consideration could be given to multi-purposing the facility such as by creating a contin- gency site for ATC use. – Is a virtual facility the most appropriate option? (i.e., no location for a traditional tower exists; the cost of building a structure cannot be justified by the expected benefits of ramp control; locations that allow a good view of the area to be controlled do not support a tra- ditional tower but do offer good sites for cameras that can be fed to monitors at a location away from the ramp.) Appendix B identifies some of the initial and recurring costs associated with the facility and supporting infrastructure for each type of ramp control management option. Decision Support Tool Tip: In ramp decisions involving multiple facility options (tower vs. virtual), it is recommended that separate records be completed for each of these facility types in the Decision Support Tool in order to understand the costs and benefits associated with each choice so that the following can be assessed: • Cost of solution alternative, • Value of expected benefits for solution alternative, and • Determination of return on investment. Caution! The more complex the decision-making process, the more complex the tool inputs. If a user is considering more than one management option and more than one facility type, then each management option record will need to be populated for each type of facility being evaluated in order to complete a full analysis using the tool. 2.3.4 Administrative/Budget It is important to know any administrative or budget considerations that may influence the decision to implement ramp control or which management option is selected, for example: • Are there any administrative concerns that may influence which management option is best suited to perform ramp control?

20 Guidebook for Developing ramp Control Facilities • Are there any administrative concerns (e.g., hiring freeze, cost-reduction effort) that may influence the decision whether to have airport operator personnel perform ramp control or whether to contract the service with a third party? • Is the airport operator willing to accept the liability of performing ramp control? • What are the start-up costs in terms of personnel, equipment, maintenance, and training? • What, if any, are the long-term costs in terms of personnel, equipment, and equipment maintenance? Appendix B can be used to help the airport operators understand the initial and recurring costs for each of the consideration topics. 2.3.5 Step 3 Summary The summary in Appendix A, at the bottom of Table A-3, can be used to document information that may need further clarification or may also be used to record the advantages and disadvantages related to the management option being evaluated. Also refer to Appendix C, Advantages and Disadvantages which contains the advantages and disadvantages related to each management option based on responses from interviews with ramp management personnel. An advantage to the airport operator may be a disadvantage to another stakeholder; therefore, the table describes the advantages and disadvantages from the perspective of the airport operator. For example: • Airport operator—The advantage is that the airport operator may have greater control of the response to future changes and have less of an issue regarding fairness and equity with other stakeholders. However, the disadvantage is that the airport operator may not have personnel with the desired expertise to perform ramp control and would incur additional costs to oper- ate and perform the ramp control service. • Third party—The advantage is that individuals with the desired expertise can be contracted to perform ramp control, even if the third party is contracted by an airline. However, the dis- advantage may arise in that the third party must establish relationships with stakeholders and, if contracted by an airline, the airport operator will need to go through the airline to affect changes with the third party. • Air carrier—In the event an air carrier will perform ramp control, the advantage is that the costs associated with ramp control will be the responsibility of the air carrier; however, the disadvantage may be that the airport operator has less direct control of ramp operations, and there may be some perception of inequity by other air carriers. 2.4 Deciding the Best Alternative (Step 4) Having completed Step 3, the user should have a firm grasp of the ramp-related operational challenges, the considerations associated with the initial and recurring costs, and any advantages and disadvantages of the management option being evaluated. Step 4 is the review of all of the information that was documented in order to determine which management option is best suited for the airport. The Decision Support Tool is available for download from the report summary page at http://www.trb.org/Main/Blurbs/175172.aspx and may be accessed by opening the index.html file in a web-browser.

Decision process and Decision Support tool 21 Figure 12 is a copy of a notional ramp control consideration summary report from the Decision Support Tool for use in Step 4 of the decision process. The user will enter the appropriate information into the Decision Support Tool, which will be presented in a printed report, as shown in Figure 13. This review may occur either internally by the airport operator or in a group by sharing the report with and obtaining feedback from local stakeholders that have a vested interest in the decision. If the second option is chosen, stakeholders should be brought together for a discus- sion of the pros and cons related to each ramp control alternative. The purpose of this joint discussion is to determine if a consensus can be reached on how best to proceed. During this meeting, two questions should be discussed: who is going to perform ramp control and where will ramp control be performed. The print feature of the Decision Support Tool can provide a report that contains the information needed for this type of meeting. Who is going to perform ramp control? Evaluate which organization (airport, airline, or third party) is best suited to manage ramp control. Of all the considerations related to providing ramp control, the most important factor to consider is the willingness of the organization chosen to accept the responsibility to do what is required to successfully implement new ramp control operational procedures. Some general pros and cons of different options include: • Airport management consideration: ramp control provided by the airport can provide greater flexibility for the airport to adapt to future changes driven by increased traffic or revisions in Figure 12. Ramp control consideration sample summary report.

22 Guidebook for Developing Ramp Control Facilities Figure 13. Sample printed report.

Decision process and Decision Support tool 23 airline service. However, additional staffing, ramp control location, and associated technology may have considerable cost implications. • Airline consideration: An airline that also provides ramp control at another airport may pro- vide more cost-effective ramp control due to greater experience and economy of scale. How- ever, airline control could raise equity and coordination issues. In other words, a fear of lack of fairness for all users. This must be addressed and the appropriate agreements reached through consensus in order to eliminate these fears. • Third party consideration: A third party has the potential to (a) be almost as flexible as the air- port through management of their contract structure and (b) have almost as much experience and economy of scale as an airline. However, if a third party is an option, be sure to discuss which entity (airline or airport operator) will contract with and oversee the third party. • Combination of management options: Considering one or more airlines or third-party opera- tors may have economy of scale benefits, but it also may require more coordination on the part of the airport. Regardless of who performs ramp control, any possible liability concerns should be fully investigated by all parties involved. Where will ramp control be performed? Identify the location from which the ramp will be controlled. Options may range from building a new facility (e.g., a tower) or rehabbing an old one (e.g., a former FAA ATC Tower), to utilizing equipment that will allow ramp control activi- ties to be conducted from a remote location. Some pros and cons of different options include: • Traditional ramp tower—Towers may be the most cost-effective, but may not be possible due to line-of-sight issues. • Virtual ramp control facility—Virtual facilities ensure adequate line of sight and may be con- ducted from a room anywhere. However, technology associated with this option may be costly. • Mixed facility—Utilizing cameras or other technology to control a ramp in a traditional ramp tower. This operation may offer cost-effective solutions for airports, but may require additional coordination efforts. In addition, various location factors may influence other airport operator’s decisions, including: • What are the initial and recurring costs associated with ramp control? • What are the facility requirements? – Which is desired, a traditional ramp tower or a virtual facility? – Are there any siting issues that need to be resolved or mitigated? – Are there engineering and/or infrastructure issues? • What will be the responsibility of ramp control? • What would be the staffing requirements? – Are there requirements for management or supervisory personnel? • What technology is needed?

Next: Chapter 3 - Initial and Recurring Costs »
Guidebook for Developing Ramp Control Facilities Get This Book
×
MyNAP members save 10% online.
Login or Register to save!
Download Free PDF

TRB's Airport Cooperative Research Program (ACRP) Research Report 167: Guidebook for Developing Ramp Control Facilities provides guidance to airport operators considering providing ramp control services. An accompanying Ramp Control Decision Support Tool assists users through most considerations before providing ramp control services, including facility requirements, staffing, training, and technology and other factors, allowing the user to determine the best way to move forward.

The Ramp Control Decision Support Tool is implemented in a sequence of HTML files and Javascript libraries that can be navigated using a web browser. The current version of the tool supports Google Chrome and Mozilla Firefox browsers.

In order to use the install and start the tool please use the following steps:

1. Copy the provided zip file with the tool to a local directory.

2. Unzip the contents of the zip file to this directory.

3. Open index.html file using either Google Chrome or Mozilla Firefox.

4. The welcome page provides a general overview of the tool.

5. Click on the Get Started button to start uisng the tool. This will lead to Step 1 questions.

6. Provide responses to questions included in Step 1 and when done click on the Next button.

7. Repeat for Steps 2 and 3.

8. When done answering the questions for all three steps click on Report to automatically generate a report with all provided answers.

9. The report can be printed by clicking on Print button.

Disclaimer: This software is offered as is, without warranty or promise of support of any kind either expressed or implied. Under no circumstance will the National Academy of Sciences, Engineering, and Medicine or the Transportation Research Board (collectively "TRB") be liable for any loss or damage caused by the installation or operation of this product. TRB makes no representation or warranty of any kind, expressed or implied, in fact or in law, including without limitation, the warranty of merchantability or the warranty of fitness for a particular purpose, and shall not in any case be liable for any consequential or special damages.

  1. ×

    Welcome to OpenBook!

    You're looking at OpenBook, NAP.edu's online reading room since 1999. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.

    Do you want to take a quick tour of the OpenBook's features?

    No Thanks Take a Tour »
  2. ×

    Show this book's table of contents, where you can jump to any chapter by name.

    « Back Next »
  3. ×

    ...or use these buttons to go back to the previous chapter or skip to the next one.

    « Back Next »
  4. ×

    Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book.

    « Back Next »
  5. ×

    To search the entire text of this book, type in your search term here and press Enter.

    « Back Next »
  6. ×

    Share a link to this book page on your preferred social network or via email.

    « Back Next »
  7. ×

    View our suggested citation for this chapter.

    « Back Next »
  8. ×

    Ready to take your reading offline? Click here to buy this book in print or download it as a free PDF, if available.

    « Back Next »
Stay Connected!