1. ICAO’s ROLE in DISASTER PREPAREDNESS, PLANNING & RESPONSE International Civil Aviation Organization Brian Day, Air Traffic Management Section Air Navigation Bureau

2. 2 SAR1 The airplane from an instrument of war to an agent for peace

3. 3 SAR1 CHICAGO CONVENTION 188 Contracting States188 Contracting States 96 Articles96 ArticlesFundamentals: every State has complete sovereignty over its airspace;every State has complete sovereignty over its airspace; no scheduled international air service may operate into a State’s territory without consentno scheduled international air service may operate into a State’s territory without consent

4. 4 SAR1 Legal Obligation Article 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

5. 5 SAR1 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. 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 ë regions of responsibility, ë rescue coordination centers, ë communication facilities, ë rescue units and equipment.

6. 6 SAR1 ANNEX 12 Chapter 3 Co-operation ë between States within a region, and ë between administrators and operations personnel.

7. 7 SAR1 SPECIALNESS!! of SAR Aviation support services are characterised by Aviation support services are characterised by physical sciences; ë The SAR service is characterised by social sciences SAR is driven by humanitarianism; other services driven by commerce.

8. INTERNATIONAL AERONAUTICAL AND MARITIME SAR (IAMSAR) MANUAL expounds SHARED USE of ASSETS, andSHARED USE of ASSETS, and COOPERATION, betweenCOOPERATION, between government & industry, civilian and military, aeronautical & maritime, ATC & SAR.

9. 9 SAR1 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.

10. 10 SAR1 Aeronautical SAR is ë a high technology & ë high reliability service, as is nuclear energy & defence.

11. 11 SAR1 International aviation is: ë low risk with high stakes. SAR is: ë medium risk with high stakes. ë low risk with high stakes. SAR is: ë medium risk with high stakes.

12. 12 SAR1

13. 13 SAR1 Tension: SAR requires stability and reliability in a context of unprecedented and continuous change

14. 14 SAR1 Technology is ë smart & complex; and ë introduces new realm for error. Cause & effect are more difficult to find out.

15. INCONGRUITY Constant improvements in technology, but human errors remain constant

16. 16 SAR1 Demands prompt flexibility ë Some organizations have responded to changing demands with: ë JRCCs and multi-skilled workers.

17. 17 SAR1 Internal pressures : Changes in ë job functions, ë responsibilities, ë skill & knowledge requirements.

18. 18 SAR1 INFORMATION TECHNOLOGY Greater capabilities /increased complexities. Skill demands grow and change. Change begets change.

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

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

21. 21 SAR1 Traditional organizational boundaries ë blurred, ë fused and ë uncertain ë uncertain. hange ë Is SAR being driven by change

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

23. 23 SAR1 Paradox: Change demands: adaptability,adaptability, innovation &innovation & sophistication, butsophistication, but Non-universal Standards cause weak links, and intervention of chance will exploit weaknesses.

24. 24 SAR1 Personal Dimension RCCs are volatile workplaces, causing ë stress, ë disillusionment, ë fear of job loss, and ë lack of certainty.

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

26. 26 SAR1 The Social Sciences of SAR human beings need to be: ë properly equipped, ë supported, and ë encouraged.

27. Motivation: a product of personality. Personality: dependent on environment. dependent on environment.Motivation: a product of personality. Personality: dependent on environment. dependent on environment.

28. 28 SAR1 Workers need: ë to achieve, ë an affiliation, ë to express potential. There is a substantial role for managers in facilitating high performance.

29. 29 SAR1 ORGANISATIONAL STRUCTURE Human Error can be found in ë procedures, ë arrangements and ë system construction.

30. 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” lay higher up in the company …From the top to the bottom, the body corporate was infected with the disease of sloppiness” 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” lay higher up in the company …From the top to the bottom, the body corporate was infected with the disease of sloppiness”

31. F28 at Dryden, Ontario Commissioner Moshansky: 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” F28 at Dryden, Ontario Commissioner Moshansky: 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”

32. 32 SAR1 ICAO Publication Human Factors Guidelines for Air Traffic Management Systems@ (Doc 9758) - requires a pro-active approach to be taken to accident prevention. to be taken to accident prevention. - a basis for Preventive SAR

33. 33 SAR1 The fundamentals: While much is changing, yet much of consequence remains the same, the challenge is to: ë uphold the Convention’s standards, â in a spirit of co-operation, â with a vision that extends beyond insular practices & geographic boundaries, â and willing participation in global plan.

34. 34 SAR1 International Provisions CHALLENGES ARE INCREASING ë international provisions of Chicago Convention will stand the test, and ë give the lead for SAR into 21 st century