無論任何新機場,空域和航空程序的設計都是極之重要。張炳良至今還不肯向市民交代。
在當年的赤鱲角新國際機場的興建時,其工作是香港民航處聘請國際顧問公司做的。
華盛頓顧問集團(WCG)
華盛頓顧問集團(WCG)在1994年為當時興建的赤鱲角國際機場(CLK)設計空域。其工作包括一系列的航空交通控制(ATC)的技術安排。
當中包括新機場的4條跑道方向(南北跑道的東北方向和西南方向,Rwy07L,Rwy07R,Rwy25L,Rwy25R),符合國際民航組織(ICAO)的準確進場和落地程序。
華盛頓顧問集團以其設計的板塊設計分析工具(電腦程式)模擬香港的地勢和空域限制,設計離場程序,並根據國際民航組織要求防撞要求進行電腦模擬。
華盛頓顧問集團將近場空域分成版塊,對在途中、進場和離場航空圖設計以電腦模擬延後量度模型(SIMMOD)進行,並設計空域板塊。
華盛頓顧問集團為定翼和直升機設計了儀表航行和目視航行的程序。其目標是為赤鱲角國際機場設計獨立的進場和離場模式,以支持其長遠發展。
華盛頓顧問集團的最終工作成果是設計了所有的航空程序,和它們相關的航空圖、最低安全高度圖。它也為航空交通控制中心人員、和航空公司設計了管理手冊
。
華盛頓顧問集團除了空域設計之外,還對航空交通控制員的訓練、地面滑行道設計、機場大綱計劃和購置導航系統等提供意見。(注一)
最後報告
從赤鱲角空域設計顧問集團在1994年12月15日交給香港民航局的最後報告中,我們看到它分為9部份。當中包括第3部的儀表進場(ILS)和復飛程序(missed approach);第4部的標準儀表進場路徑(STAR)和環飛等待(holding);第5部的標準儀表離場(SID);第6部的最低飛行高度圖。那就是說,確定了新機場的空域要求。
預算案
從88至92年的預算案中的民航局總目中,其第三項總目(objective 3)為管理和發展國際機場,分別開支為65.8、77.8、91.5和114.1百萬元。
它在91-92年預算案中表示,較上年度增加20.1%,因為外判出一批資本項目。
其在92-93年預算案將第三總目更改為,參與策劃新機場。在94-95年的預算案則再改為技術及策劃,預算費為136.9百萬。
當年預算案沒有披露顧問費用和招標過程。可見,我們看到民航局在空域問題上有很重要的角地,而且需要增加撥款。
後記
當年,英國人臨走時拋出玫瑰園計劃,引起社會強烈分化,受到中方責難。但我們至少看到它根據程序行事,不會如現今的,只要求我們相信。
注一
The Washington
Consulting Group, Inc.
Aviation
Group—Overview
Chek Lap Kok
Airspace Design
Government of
Hong Kong
Under a
competitive contract award, The Washington Consulting Group (WCG) supported the
Director of Civil Aviation, Hong Kong in development of transition requirements
for the new Chek Lap Kok (CLK) Airport. This work involved a wide range of air
traffic control (ATC) technical Tasks.
The work
included design and development of precision approach and landing procedures to
each of the four runways. These designs met the International Civil
Aviation
Organization (ICAO) standards. We applied the ICAO collision risk model to each
procedure to validate the metrics. We simultaneously designed departure
procedures which were complicated by terrain intrusions and proximity of boundaries
of other entities. Both of these two initial Tasks generated requirements for
certain ATC equipment. During the development of the en route structure and the
arrival and departure transitions, WCG utilized a computer-generated delay
measurement simulation and model (SIMMOD) to produce animation of the air
traffic and to assist in the design of sector boundaries.
Instrument and
visual flight procedures were defined for both fixed and rotary wing aircraft.
Our goal was to develop simultaneous independent approach and departure
procedures that would facilitate long term traffic demands.
WCG’s final
product included the production of all flight procedures and their associated
charting, minimum safe altitude charts and other pertinent publications ready
for publication. These deliverables were created in AutoCad and on electronic
media. The final report included an Airspace Management Organizational Plan for
ATC managers, controllers, and aviation users.
During the
development processes we conducted coordination with all formal international
aviation organizations and, in some instances, other ATC directorates.
Government of
Hong Kong
As a
subcontractor to The Ralph M. Parsons Company, WCG conducted a series of air
traffic control and airport analyses of the Hong Kong TMA, Kai Tak Airport and
the new Chek Lap Kok Airport. These studies involved:
• Examining the
current Hong Kong Air Traffic Control (ATC) Training Program;
• Providing
parameters of simulation of existing and planned airside capacity at the Kai
Tak and Chek Lap Kok Airports;
• Evaluating risks of
overflight and runway and taxiway separations versus SARPS standards for Kai
Tak Airport and presenting capacity-enhancing improvements; and
• Reviewing and
updating the Chek Lap Kok Airport Master Plan Consultancy.
Our review of
the ATC Officer Training Program focused on identifying existing training
objectives and defining additional or modified objectives to improve ATC
operations and, thereby, enhance airport capacity. We examined current ATC procedures,
reviewed curriculum and courseware, interviewed facility experts, and evaluated
new training requirements resulting from the introduction of advanced
technologies. After conducting this study, WCG prepared an ATC training status
report that enumerated training objectives and requirements designed to
increase controller skills and augment the capacity of the system.
The analysis of
the Chek Lap Kok Master Plan focused on validating plans and projects involved
in building the air traffic control system. In performing this analysis, WCG
examined the technical demands on the system and evaluated whether the proposed
system and air space configuration provide for adequate levels of safety and
operational efficiency, given forecast traffic patterns. We also validated and
recommended changes in system requirements and then updated cost estimates for
purchasing and installing all ATC equipment: radar, radar displays,
communications and navigation systems.
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