AN-WP/8176

International Civil Aviation Organization 14/11/06

WORKING PAPER

AIR NAVIGATION COMMISSION

ANC Task No. ANB-0611: Implementation strategies for the AFI Region

CIVIL AVIATION SAFETY AND EFFICIENCY IN THE AFI REGION

(Presented by C. Cirilo, S. Creamer, M. De Jong, M. Dieng, J. Lopez, H. Moussa, O. Nundu)

SUMMARY
This paper advocates that ICAO must exercise an increased leadership role in
program coordination and management across the AFI region. This leadership
can only be demonstrated by emphasizing increased accountability through
proven program management and metrics-centered results reporting. This
activity must be charged to the Directors in the Regional Offices, with close
support and guidance from ICAO Headquarters and involving all stakeholders
in the region.

Action by the Air Navigation Commission is in paragraph 2.

REFERENCES
∗APIRG/15
This working paper relates to Strategic Objectives A, B, D and E.
∗ ∗ ∗ ∗

∗Principal references

1. INTRODUCTION

1.1 From 11 to 29 August the ANC undertook its annual familiarisation visit with the
industry by visiting four States in the AFI region; namely, Senegal, Kenya, United Republic of Tanzania
and the Republic of South Africa. While there the ANC also had the opportunity to visit the ICAO
regional offices in Dakar and Nairobi, the AFCAC office in Dakar and the IATA office in Johannesburg.
On 11 October 2006, the Air Navigation Commission held an informal forum to discuss their impressions
of the trip so as to chart out an approach that the Commission could follow in applying their experience to
the future work of the ANC and the evolving ICAO Business Plan.

(15 pages)
AN.2006.WP.8176.en.doc
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1.2 A group of Commissioners and Observers volunteered to write a report on the subject.
The group prepared a draft Council Working Paper for approval by the ANC. A more detailed review of
the situation facing the States in the AFI region is provided at the appendix for consideration by the ANC.

2. ACTION BY THE AIR NAVIGATION COMMISSION

2.1 The Air Navigation Commission is invited to:

a) approve the attached draft report to the Council; and

b) note the information presented in this working paper, and the more detailed review
contained in the appendix.

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Appendix

APPENDIX

CIVIL AVIATION SAFETY AND EFFICIENCY IN THE AFI REGION

1. AN OVERVIEW OF OPERATIONAL
CONSTRAINTS AND ECONOMICS OF
SCALE WITHIN THE AFI REGION

1.1 Low level of air transport activity

1.1.1 There are several reports that have shown that the realized air transport demand in Africa
is very low while its potential for growth is high but is constrained by the lack of political will to open up
the markets and benefit from economies of scale within the context of the Yamoussoukro Decision. There
are hardly more than five intra-Africa routes where the level of air transport activity could be described as
mature. These include JNB-CPT, JNB-DBN and JNB-GBE (Traffic Forecast done by IATA on behalf of
AFI GNSS Study Group). Not all the cities have direct flights between them which makes traveling
within Africa difficult and expensive. Worse still, there is a worsening vicious cycle effect between
dwindling demand, diminishing revenue ratios and yet higher fares to compensate which continuously
plunges the industry into more difficult situations!

1.1.2 Consequently, the industry fails to generate enough revenue to meet its operating cost and
infrastructure development cost, which force its dependence on foreign aid or direct subsidy from
governments that can hardly afford to do that. Superficially, governments that opt out of subsidizing the
industry can be seen as lacking the political will to address their safety problems, but the reality is that
they just cannot support the industry from their meager resources.

1.1.3 Our concern in ICAO is the effect of this lack of support in implementation of SARP’s
and other ICAO projects in the continent and the consequential jeopardy to aviation safety and aviation
security that the ANC trip party witnessed in some of the States visited despite clear efforts being made to
improve the situation.

1.2 Air transport liberalization efforts

1.2.1 Liberalization of the of the industry has been cited as the key to breaking the above
mentioned vicious cycle to turn many routes into profit-centers, to fund operations and to finance
infrastructure development and maintain the industry.

1.2.2 Unfortunately, despite several efforts including the current Yamoussoukro Decision
strategy, there is obvious reluctance to engage in this undertaking, yet there has been a proliferation of
meetings to devise competition rules that have been spanning a period of more than six years to-date
without any tangible results. There is obvious lack of political will in this area and the only way ICAO
can help is to cultivate that political will among the States concerned with clear leadership, guidance and
financial support if necessary. This requires sensitizing the highest authorities in the States on the benefits
of implementing the Yamoussoukro Decision.
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Appendix A-2

1.3 Economies of scale

1.3.1 The need for the industry to grow to critical mass levels is fundamental for effective and
sustainable development of the civil aviation industry in Africa in all its facets: infrastructure
development and maintenance, efficient and effective air traffic management, aviation safety and
adequate human resource. This can be achieved through a combination of solutions to operational
problems. Cooperation is essential for effective implementation of market growth strategies such as
liberalization approach of the Yamoussoukro Decision. However, given the poor economic status of many
of the countries liberalization alone is not enough. States with few operators and light activity may benefit
from pooling expert resources with other similarly situated States. This relieves the pressure on training
investment and the ongoing maintenance of compensation necessary to retain experienced personnel.
Further efforts are required to group together equal-minded States to pool their resources into regional
institutions to benefit from economies of scale. Fortunately, there are already efforts and existing
institutions to that end in the form of example the EAC and ASECNA, respectively.

1.3.2 It is necessary for ICAO to take the lead in helping these groups realize their goals.
Despite perceived reluctance to share resources located in one country, in general the political will to go
this way is high within Africa and further efforts could be made to anchor this will with commitment by
the highest authorities possible in the States. In doing so it would be advisable for ICAO to work with the
groups to develop cooperation approaches that befit their particular situations rather than impose
approaches that seem to work elsewhere but might not work in the African situation. Contracting States
should be convinced to give and take in establishing their cooperative ventures so that no single state is
seen benefit disproportionally from its regional affiliation. The emphasis should be put on establishing a
win-win situation in which all States benefit individually and in parallel.

1.4 Organizational, operational and infrastructure reengineering by State Authorities

and Industry

1.4.1 There are many areas that could be restructured from national institutions to regional
ventures or shared institutions. Efforts are already on going to establish some of them and what is now
required is for ICAO to join in and help in earnest.

1.4.2 This is an area which need further study and situational evaluation to establish exactly
what is happening in the whole continent and therefore chart out how ICAO could help in exact terms.
The need of this rough study notwithstanding, there are approaches that have and could be tried that we
list here as an initial contribution. Already efforts are on going to restructure the government departments
of civil aviation into autonomously financed institutions support by charges or fees relating directly to the
activities they oversee. Additionally, further functional breakdowns are often found to operate airports
and air navigation systems. Most of those functional units are still within the government or closely held
by the government. Finally, some of the operational air navigation functions are operated by regional
organizations like ASECNA.

1.4.3 The different models need careful study to establish what could be applied under which
condition. However, this is only a first step. The target should be to establish regional institutions to
conduct the operational business of these institutions and other civil aviation undertakings. Areas that
could be targeted for collaborative ventures and joint use include:
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A-3 Appendix

1.4.3.1 Air traffic and navigation services for which there are already efforts to establish Upper
Airspace Control Centers (UACC) in SADC, EAC and COMESA.

1.4.3.1.1 The difficulty in establishing regional UACC has always been in defining the support that
the LACC can receive from the regional organization. Recognizing that major investments will have to be
made to the Low-level Airspace Control Centers (LACC), while almost all States collect more than
80 per cent of their revenues from activities in the upper airspace, this issue remains a key obstacle to
progress. An exception is ASECNA’s UACC, which has been in existence for many years. Its benefits
can be demonstrated in many ways and the mechanisms employed to implement it are a model others may
use to resolve implementation issues.

1.4.3.2 Aircraft maintenance facilities

1.4.3.2.1 Performance of major maintenance is still done outside the continent by many countries.
This also include engine overhaul despite the existence of a few facilities with such capability in the
continent. There have been efforts dating back to 1988 to identify and assign specialized maintenance
work to maintenance facilities in the COMESA States. Six specific centers were identified and assigned
such work:

a) Addis Ababa and Harare (wide-body airframe and turbojets airplanes);

b) Nairobi and Madagascar (narrow body airplane and turboprop engines), and

c) Kilimanjaro and Lusaka (avionics).

1.4.3.2.2 But, this collaborative effort could not develop further due to rivalries among the States.
This effort needs to be rekindled taking into consideration developments that have taken place since then.

1.4.3.3 Private airlines and cross-border ownership

1.4.3.3.1 There are private airlines in all States which makes government influence in merging
them into fewer large regional carriers more difficult than it would have been fourteen years ago when all
airlines were 100 per cent government owned. The Yamoussoukro Declaration of 1988 was intended to
merge those individual airlines in an eight-year period, but even under their control and ownership the
governments failed to achieve this noble cause. It would be impossible to force the private airlines to do
so now.

1.4.3.3.2 Here facilitation of cross border ownerships of airlines and associated businesses like
ground-handling might set the right atmosphere for airlines to merge ultimately and establish their own
approaches to doing business. As an example Kenya Airways shares are currently accessible to Tanzania
since Kenya Airways is listed in the Tanzania stock market. Swissport  a global ground-handling
company has its shares subscribed by private individuals through the same Tanzania stock market. We
also found out that Air Maroc has shares in Air Senegal and Kenya Airways has shares in Precision Air.
States should be encouraged to have more and more of these airline ownership and operational
arrangements.
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Appendix A-4

1.4.3.4 Sub-regional safety oversight operations

1.4.3.4.1 Posting airworthiness inspectors and field safety offices into regional institutions is an
effective way of using less to do more. The Contracting States of ASECNA already formed AAMAC, an
institution that covers harmonization of regulations and harmonization of prerequisite oversight to
granting AOCs. The EAC has harmonized its regulations and it’s now preparing for the establishment of a
regional safety oversight organization. ICAO should continue to promote this cooperation initiative
throughout the AFI region.

1.4.3.5 Training schools

1.4.3.5.1 In 1988 the same Nordic study that came up with the proposal for six PTA (COMESA)
designated aircrafts maintenance facilities also covered training schools and eventually two were
identified – Niamey, Niger and Addis Ababa, Ethiopia. Again, nothing materialized in terms of
implementation.

1.4.3.5.2 Currently these are no obvious efforts to establish regional schools although SADC had
been discussing this possibility in depth. What is seen is shared use of some national institutions which
more or less provide similar courses. Specialization of course offerings should be evaluated to see how
that could be of benefit to all States.

2. AN INVENTORY OF LONG-TERM ENABLING

CULTURE CHANGE ACTIONS FOR ICAO

2.1 The situation described in the previous section is almost overwhelming to the outside
observer searching for ways to contribute to improved air safety and efficiency in the African Region.
With over fifty individual State governments and more numerous regional and industry entities involved,
spanning a number of cultural and language boundaries, it seems almost arrogant to suggest “new”
solutions that will help improve the situation. However, experiences rooted in history and observations of
the current situation can be contrasted with outcomes in other regions which face many of the same
constraints, albeit in different combinations.

2.2 With this view, the Air Navigation Commissioners recognize through their own diverse
experience in the aviation industry that certain common denominators appear in virtually all problem
areas facing the region. Further, they are also common to many other regions, leading the ANC to suggest
that ICAO focus on those issues as part of the emerging global strategy to emphasize SARPs
implementation over creation of new SARPs.

2.3 Contracting States worried about the cost of transforming ICAO’s role to include SARPs
implementation will likely see common themes as an opportunity to centralize the ICAO Secretariat and
consolidate resources. However, States requiring ICAO’s assistance and leadership derive enormous
benefit from close contact with the organization when sufficient resources are available to sustain the
relationship. We witnessed throughout the trip that ICAO is truly seen as the authoritative international
leader in determining standards and practices for a safe, efficient aviation industry. However, when we
queried States and industry on the influence of ICAO to benefit their particular operational situation they
generally expressed a very different, less complementary opinion. This is a direct reflection on ICAO’s
recent steady reduction in field resources involved with States at the point of service delivery in the field.
This is a situation that must be addressed.
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A-5 Appendix

2.4 ICAO’s current diminished leadership role overlaps and duplicates with efforts by other
multi-national bodies such as the African Union’s African Civil Aviation Council (AFCAC) and even the
efforts of some of the regional service organizations. Yet, none of the organizations has the broad
mandate, experience and capability possessed by ICAO to achieve long-term growth and stability to the
aviation industry. With this in mind, five key fundamental activities should be coordinated with all States
and regional stakeholders and centrally managed by the regional offices.

2.5 TRAINING FOR INDIVIDUALS IN

TECHNICAL, MANAGEMENT AND
LEADERSHIP SKILLS

2.5.1 Diagnosis

2.5.1.1 Impact of human resource deficiencies on the development of civil aviation in Africa.
The problem of human resources in Africa can be quantitatively described in terms of lack of manpower,
but also and more specifically in terms of lack of qualified manpower. The reasons for this include:

2.5.1.1.1 Due to inadequate financial resources and the priority granted to the primary needs of the
populations, the States, which are main stakeholders of civil aviation, do not have sufficient means to
devote to the training of personnel in technical, management and leadership disciplines.

2.5.1.1.1.1 The situation results in the following consequences:

a) insufficient number of high-level training schools;

b) limited number of graduates available; and/or

c) continuing training or maintenance of competency of technicians in service is below

the requirements of the regions’ civil aviation administrations and industry.

2.5.1.1.1.2 While a few key training resources are used by many States in the region, they vary in
their financial capacity to invest in equipment and learning resources. Also, their small number has not
contributed to specialization, exacerbating resource issues as aviation training increasingly demand
significant infrastructure investment. If specialization could be coordinated among the existing and new
institutions, the market may benefit from the economies of scale within the region.

2.5.1.2 On another scale, African technicians participate in very few meetings, and have little
contact with the rest of the aviation community. Moreover, access to technical documents and specialized
magazines is limited due to the lack or scarcity of technical libraries in most civil aviation administrations
or aviation industry.

2.5.1.2.1 To these problems of resources are added institutional constraints which prevent the civil
aviation personnel to carry out their work efficiently:

a) the powers and prerogatives of civil aviation structures and staff in Africa are not
always clearly defined (laws and regulations);

b) since they do not have guidance, decision and supervision powers, civil aviation
personnel depend on decisions taken at other levels;
 AN-WP/8176
Appendix A-6

c) African civil aviation personnel often do not have enough resources or power to solve
problems;

d) the lack of competition, sanctions or control structures leads to lethargy at the head of
civil aviation structures in Africa.

2.5.2 Remedies

For a positive improvement of the quality of resources for the development of civil
aviation in Africa

a) Determine the level of knowledge and the minimum experience that a civil aviation
technician should have.

b) Provide adequate training to meet the needs of Africa in the technical field.

c) Focus on basic training and develop good continuing education training.

d) Establish recruitment rules and policies as well as job descriptions for technical
personnel.

2.5.3 Role of ICAO

a) Periodically provide Africa with high level experts for the conduct of Seminars,
workshops, conferences, etc.

b) Coordinate training policies in Africa by encouraging States to establish relations of

cooperation in this area (leads to state recognition of licenses and experience).

c) Harmonize the curricula of the different schools to have an adequate training level
and to focus investments in training resources.

2.6 PROGRAMME MANAGEMENT

2.6.1 Fundamentally, every action taken within the AFI region (or any other region) benefits
from disciplined, metrics-based program management. While ICAO is not directly responsible for
implementation of programs and projects within the region, its Contracting States are. As their key
coordinating body for action, ICAO is ideally suited to serve as the coordinating and program
management focal point for change.

2.6.2 Recently, ICAO has recognized the need for someone to lead in this way, and has
described action in Assembly Resolution 35-7 that logically demands a move in this direction; however,
the organization has not begun to redeploy its resources for this task. The Air Navigation Implementation
Plan (ANIP) and other headquarters Business Planning tools must be extended to the regional offices and
implemented there as well.

2.6.3 Regional office personnel will need to be extensively trained in program management
disciplines. Their activities must be aligned with and guided by the global planning activities of ICAO
Headquarters, and their input into those processes must gain increased influence in that process as the
process matures. This will become more essential as the regional offices are transformed into empowered
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A-7 Appendix

coordination and communication entities who are viewed by their client States as an integrated point of
entry for all ICAO interaction.

2.6.4 Briefly, regional offices must increase their leadership role to assure:

a) Stakeholder involvement in SARP development.

b) Evaluation of safety and/or cost impact of new SARPs.

c) Regional Implementation schedules for SARPs - outreach to measure progress.

d) Evaluation of progress internally and through audits.

e) Feedback to ICAO HQ on corrective action needed globally.

2.6.5 All of this activity within the region must be transparently measured and reported to
ICAO Headquarters through a series of tailored metrics designed to encourage innovation and problem-
solving while maintaining accountability to ICAO and the Contracting States.

2.7 CAPITAL INVESTMENT TO ACHIEVE

SERVICE OBJECTIVES

2.7.1 ICAO can enhance and focus the capital investment programs of Contracting States and
interested donor organizations by leading the coordination of those efforts. The specific activities of the
Technical Cooperation Bureau, COSCAPs, CAD and other regional initiatives sponsored by global
assistance organizations or donor States can be harmonized to avoid duplication of effort or even
incompatible effort. By delivering effective implementation of key SARPs in the form of the necessary
human technical skill and infrastructure deployment, ICAO-coordinated international assistance activities
will develop a reputation for success that encourages further investment.

2.8 POLITICAL LEADERSHIP AND COMMITMENT

2.8.1 The importance of civil aviation is something that aviation professionals take for granted
as fact. We are proud of our involvement in an industry that truly brings the world together! Our
presumption of importance belies the reality that leaders in government are faced with myriad problems
of social and political significance. As political leaders rise to positions of increasing influence, they often
overlook the portions of their economy that work well in their own right, or that they don’t understand
well. And, expensive initiatives are almost universally viewed with suspicion by decision-makers who see
requests for support and assistance every day.

2.8.2 ICAO can assist the situation in Africa by establishing a coordinated outreach program to
educate and familiarize new political leaders with the value and importance of their aviation
infrastructure. In today’s rapidly growing global economy, a legitimate aviation link to the rest of the
world is a prerequisite for success, and ICAO can help new leaders understand their responsibility to
develop and maintain this asset.
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Appendix A-8

2.8.3 As an initial step, this outreach can be done across the region during the proposed AFI
RAN planned for the next triennium. Going forward, ICAO should invest in outreach efforts to each new
government that takes power in the region. The outreach should outline:

a) The benefits aviation brings to their economic growth and stability.

b) ICAO’s evaluation of their current status using audit results and other available data.

c) Recommendations for improvement, including familiarization with regional

organizations who may be able to assist.

2.9 IMPROVE SHARING OF SAFETY-RELATED

INFORMATION

2.9.1 ICAO is already taking important steps to facilitate information sharing among State
regulatory authorities. The regional offices should be included in this activity as coordinators and mentors
to State authorities and regional authorities as they emerge. ICAO and other sponsor-supported activities
to develop safety oversight structures must empower a regional Safety officer to serve as a coordinator
among States and as a mentor. This activity will logically extend to recommendations influencing the
priority of the previously identified technical areas of focus: training and infrastructure development.

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International Civil Aviation Organization ../11/06

WORKING PAPER

COUNCIL — 179TH SESSION

Subject No. 14: Subjects relating to air navigation

CIVIL AVIATION SAFETY AND EFFICIENCY IN THE AFI REGION

(ANC Task No. ANB-0611)

(Presented by President of the Air Navigation Commission)

SUMMARY
This paper advocates that ICAO must exercise an increased leadership role in
program coordination and management across the AFI region, culminating in a
Regional Implementation Plan. This leadership can only be demonstrated by
emphasizing increased accountability through proven program management
and metrics-centered results reporting. This role must be charged to the
Directors in the Regional Offices, with close support and guidance from ICAO
Headquarters. They should involve all stakeholders in the region.

Action by the Council is in paragraph 5.

REFERENCES
∗APIRG/15 Report ANC 173-..
AN-WP/….
This working paper relates to Strategic Objectives A, B, D, and E.
∗ ∗ ∗ ∗

∗Principal references

1. INTRODUCTION

1.1 In recent years the In recent years the Air Navigation Commission (ANC) has
endeavored to increase member familiarity with the needs of contracting States and the aviation
community through field missions to places of particular importance to the technical work program of the
Commission. Participation is voluntary and usually paid for by the member’s sponsoring State.

1.2 From 11 to 29 August the ANC undertook its annual familiarisation visit with the
industry by visiting four States in the AFI region; namely, Senegal, Kenya, United Republic of Tanzania
and the Republic of South Africa. While there the ANC also had the opportunity to visit the ICAO
regional offices in Dakar and Nairobi, the AFCAC office in Dakar and the IATA office in Johannesburg.

(5 pages)
C.179.WP.ANB0611.en.doc
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On 11 October 2006, the Air Navigation Commission held an informal forum to discuss their impressions
of the trip so as to chart out an approach that the Commission could follow in applying their experience to
the future work of the ANC and the evolving ICAO Business Plan.

1.3 Following concerns expressed in Council, it was agreed that the ANC would produce a
consolidated report for Council (C-DEC 179/3) that would highlight problem areas and suggest possible
solutions. This C-WP was discussed and approved by the Commission on xx November 2006.

2. DISCUSSION

2.1 Safety is essential for the existence of civil aviation and is recognized as one of the key
enablers of the rapidly developing global economy. ICAO is recognized as the organization responsible
for ensuring that contracting States apply harmonized civil aviation standards and recommended practices
to facilitate aviation’s continued growth and expansion. Recognizing the critical importance of this
mandate, the 35th Assembly resolved that ICAO should lead a Unified Strategy to resolve safety-related
deficiencies that threaten the viability of civil aviation and the economies that depend on its safety and
regularity.

2.2 Despite this mandate, ICAO and contracting States have struggled to meet the challenges
posed by civil aviation difficulties in the African region. The details of the many challenges facing
aviation in the AFI region can be found in numerous ICAO working papers and meeting reports and in the
notes and meetings of other multinational bodies, such as the African Civil Aviation Commission
(AFCAC).

2.3 Drawing upon this material, the Commission also reviewed personal notes that had been
prepared by some of the commissioners that participated in the trip, information presented by the
organisations and institutions visited as well as other documents such as the Report of APIRG/15 that
gave background information and more insight into the problems observed and discussed during the trip.
Additionally, members reflected upon their work in the Commission dealing with standards development
and implementation, the filing of differences, safety and security audit follow-up and other structural
issues inherent in the present deployment of ICAO resources and the respective tasks of the involved
offices. Finally, the group considered the shift of ICAO’s activity from standards development to a
broader activity relating to standards implementation.

2.4 What emerged was a realization that the problems facing the States in the AFI region and
many other States are similar in nature; however, the acute economic and political issues influencing the
situation in the AFI region pose a complex challenge that truly demand a new approach if ICAO is
expected to fulfil its mandate. This approach must emphasize a heightened leadership role supported by
strong program management and coordination activity. The approach must involve the regional offices in
a leading role in the development and implementation of response plans arising from the various audit
tools in use throughout the region. Additionally, those plans must be integrated with ongoing COSCAP
and USP activities and must involve donor organizations and States. Finally, this leadership must
emphasize accountability through metrics development and reporting that is carefully integrated with
other programs in the region and with the ICAO Headquarters Business Plan. This regional plan must
emphasize:
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a) Political Leadership – Creating and gaining support for the plan.

b) Program Management – Aligning political and technical priorities within an

achievable schedule.

c) Capital investment to achieve service objectives – Working through the Unified

Strategy program and other venues.

d) Improved sharing of safety-related information – aiming to increase the integrity of

safety oversight.

e) Training for individuals in technical, management and leadership skills – to reinforce

and build upon the experience developed in this effort.

2.5 The long-term objectives of these initiatives are:

a) Increased credibility of States and regional organizations, attracting investors and

customers for the industry.

b) Increased relevance of the global SARP development process to the region.

c) Heightened transparency into the region’s aviation oversight activity, enabling more
rapid problem solving and regionally prioritized action.

2.6 Enhancement of this “leadership role” by ICAO will require a substantial investment of
energy and capital by the Organisation and both political and financial support by Contracting States and
other interested organizations over a period of several years.

3. RECOMMENDED PLANNING ACTION

3.1 Each contracting State has important obligations and responsibilities under the Chicago
Convention. Often, they are not apparent to high-level government leaders until something “goes wrong”.
ICAO must engage new governments that need help, particularly, to assist them in developing a plan to
address their safety, security and efficiency issues. Additionally, as a new program plan is developed,
ICAO must organize high-level political support for this plan. The ANC recommends two specific action
steps:

3.1.1 Development of a Regional Implementation Plan

3.1.1.1 Within the next six months, ICAO should develop a unified regional implementation plan
that builds upon the AFI PIRG report, USOAP audit results, the ICAO Global Air Navigation Plan and
Air Navigation Implementation Plan (ANIP), ongoing Technical Cooperation Bureau activity and the
Unified Strategy Program. The plan should strive to coordinate and rationalize these activities towards
achieving the results outlined in para 2.6 above. Resource requirements to achieve the plan should be
included in the ongoing development of budget priorities for the next triennium.
C-WP/xxxx -4-

3.1.2 Call for the Convening of a Special Meeting to Address Safety Oversight and the Unified
Strategy to Address Deficiencies

3.1.2.1 The Air Navigation Commission reviewed the technical need for a Regional Air
Navigation Meeting (RAN) during the 172nd session. During the mission to Africa, government and
industry leaders were asked about the value of such a meeting. While the views were mixed, principally
due to the traditional focus of a RAN meeting on air navigation issues, consensus was clear on the need
for high-level political commitment to support safety improvements in aviation. The outcome of the
mission was clear for the Commission: a high-level meeting is needed to address solutions to safety-
related operational oversight and airworthiness issues in the region, led by ICAO, and supported by a
comprehensive plan that can be endorsed by the meeting. Recognizing that previously scheduled meetings
will likely have priority for scarce Secretariat resources, the ANC encourages action to schedule this
meeting as soon as feasible, and certainly before March 2008.

4. NEAR TERM PRIORITY ISSUES

4.1 In addition to these long-term objectives, the Commission believes that the following
issues deserve immediate attention:

a) Implementation of RVSM.

b) Action to address deficiencies noted in the Air Navigation regional plan.

c) Encouragement for governments to establish autonomously funded safety oversight

authorities.

d) Unified strategy in the continent.

e) The role of COSCAP in the creation of sub-regional safety organizations.

f) Language proficiency standards.

g) State capability to respond to State Letters .

h) Training.

5. ACTION BY THE COUNCIL

5.1 The Council is invited to:

a) Note the information presented in this paper concerning the integration of the
regional office activities with the global ICAO Business Plan and the need to enhance
the Organization’s leadership in civil aviation issues in the Continent through the
regional offices;

b) when considering the upcoming schedule of meetings, especially the proposed AFI
RAN meeting in 2008, note the more urgent need for a regional meeting to address
safety-related issues, as discussed in paragraph 3.1.2;
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c) agree that ICAO develop and recommend a comprehensive regional implementation

plan for the AFI region as described in para. 3.1.1. to be presented to the Council
during its 181st Session; and

d) note that the Air Navigation Commission will integrate the near term priorities issues
listed in paragraph 4.1 into the Air Navigation Integrated Programme (ANIP) for
follow-up action and provide a report to Council during the 181st Session.

— END —