## CHANGE REQUEST COVER SHEET

## Change Request Number: *06-05* 

## 

## Date Received: 12/16/05 

Revised: 2/2/06

**Title:** JRC Guidance and Templates

# **Name:** Brandy Ingargiola  **Routing Symbol:** JRC Secretariat Team Lead, ATO-A

**Phone:** (202) 385-8188

**Policy OR Guidance:** Guidance

**Section/Text Location Affected:** All

**Summary of Change:** Document replacement and addition of presentation
templates for Initial Investment Decision, Final Investment Decision,
and Rebaseline Decision JRC meetings.

**Reason for Change:** To reflect the FAA Acquisition Management System
(AMS) changes from October 2004. These include new requirements for an
Exhibit 300 Program Baseline and attachments, Service-Level Mission Need
Statement and changes to roles and responsibilities.

**Target Audience:** The Acquisition Executive and all FAA
organizations, appropriations, and investment programs

**Potential Links within FAST for the Change:**
http://fast.faa.gov/jrc/jrcguide.htm

#### Attachments: JRC Guidance and presentation templates for Initial Investment Decision, Final Investment Decision, and Rebaseline Decision JRC meetings.

### Development, Review, and/or Concurrence:

### 

### ASAG Briefing Conducted: August 2, 2005 

**ASAG Decision:** Concurred

**Federal Aviation Administration**

**Joint Resources Council**

**Guidance**

![](media/image1.jpeg){width="2.5694444444444446in"
height="2.5694444444444446in"}

Acquisition Planning and Policy Division (ATO-A)

[Table of Contents]{.smallcaps}

+----------------------------------------------------------------+-----+
|                                                                |     |
+----------------------------------------------------------------+-----+
| TOPIC                                                          | **  |
|                                                                | Pag |
|                                                                | e** |
+----------------------------------------------------------------+-----+
|                                                                |     |
+----------------------------------------------------------------+-----+
| [What is the purpose and scope of the JRC                      | 1   |
| Guidance?]{.smallcaps}                                         |     |
+----------------------------------------------------------------+-----+
| [What is the reference source for the JRC                      | 1   |
| Guidance?]{.smallcaps}                                         |     |
+----------------------------------------------------------------+-----+
| [What is the JRC?]{.smallcaps}                                 | 1   |
+----------------------------------------------------------------+-----+
| [Who are the JRC Members?]{.smallcaps}                         | 1   |
+----------------------------------------------------------------+-----+
| [What is the role of the JRC?]{.smallcaps}                     | 1   |
+----------------------------------------------------------------+-----+
| [How does the JRC make decisions?]{.smallcaps}                 | 2   |
+----------------------------------------------------------------+-----+
| [How can the JRC process be tailored?]{.smallcaps}             | 3   |
+----------------------------------------------------------------+-----+
| [What is the sequence of lifecycle management                  | 3   |
| decisions?]{.smallcaps}                                        |     |
+----------------------------------------------------------------+-----+
| [What are the]{.smallcaps} [supporting]{.smallcaps} [Roles and | 4   |
| Responsibilities]{.smallcaps} [for the JRC?]{.smallcaps}       |     |
+----------------------------------------------------------------+-----+
| > Role of the Executive Secretariat, Acquisition Planning and  | 4   |
| > Policy Division                                              |     |
+----------------------------------------------------------------+-----+
| > Role of the Organization Seeking a JRC Decision/ Lead        | 5   |
| > Organization                                                 |     |
+----------------------------------------------------------------+-----+
| > Role of the Acquisition Executive/JRC Chair                  | 6   |
+----------------------------------------------------------------+-----+
| > Role of the Deputy Administrator                             | 6   |
+----------------------------------------------------------------+-----+
| > Role of the JRC Subordinate Boards                           | 6   |
+----------------------------------------------------------------+-----+
| > Role of the ATO Executive Council                            | 7   |
+----------------------------------------------------------------+-----+
| > Role of the AVS Management Team                              | 7   |
+----------------------------------------------------------------+-----+
| > Role of the Information Technology Executive Board (ITEB)    | 7   |
+----------------------------------------------------------------+-----+
| [What is the JRC meeting procedure?]{.smallcaps}               | 7   |
+----------------------------------------------------------------+-----+
| > Scheduling                                                   | 8   |
+----------------------------------------------------------------+-----+
| > Attendance                                                   | 8   |
+----------------------------------------------------------------+-----+
| > Materials                                                    | 8   |
+----------------------------------------------------------------+-----+
| [What activities occur prior to a JRC meeting?]{.smallcaps}    | 9   |
+----------------------------------------------------------------+-----+
| [What activities occur during a JRC Subordinate Board          | 9   |
| meeting?]{.smallcaps}                                          |     |
+----------------------------------------------------------------+-----+
| [What activities occur during a JRC meeting?]{.smallcaps}      | 9   |
+----------------------------------------------------------------+-----+
| [What activities occur after a JRC meeting?]{.smallcaps}       | 10  |
+----------------------------------------------------------------+-----+
| [What if the ato]{.smallcaps} [ec avsmt or iteb is the         | 10  |
| decision authority?]{.smallcaps}                               |     |
+----------------------------------------------------------------+-----+
|                                                                |     |
+----------------------------------------------------------------+-----+
| Appendices                                                     | 11  |
+----------------------------------------------------------------+-----+
|                                                                |     |
+----------------------------------------------------------------+-----+
| [A.]{.smallcaps} [Roles & Responsibilities]{.smallcaps} [at    | 12  |
| JRC meetings]{.smallcaps}                                      |     |
+----------------------------------------------------------------+-----+
| [B. AMS Documents Table]{.smallcaps}                           | 14  |
+----------------------------------------------------------------+-----+
| [C. Initial Investment Decision Template]{.smallcaps}          | [   |
|                                                                | 15] |
|                                                                | {.s |
|                                                                | mal |
|                                                                | lca |
|                                                                | ps} |
+----------------------------------------------------------------+-----+
| [D. Final Investment Decision Template]{.smallcaps}            | [   |
|                                                                | 15] |
|                                                                | {.s |
|                                                                | mal |
|                                                                | lca |
|                                                                | ps} |
+----------------------------------------------------------------+-----+
| [E. Rebaseline Decision Template]{.smallcaps}                  | [   |
|                                                                | 15] |
|                                                                | {.s |
|                                                                | mal |
|                                                                | lca |
|                                                                | ps} |
+----------------------------------------------------------------+-----+
| [F. Paper JRC Process]{.smallcaps}                             | 16  |
+----------------------------------------------------------------+-----+
| [G. Acronyms]{.smallcaps}                                      | 18  |
+----------------------------------------------------------------+-----+

+------------------+---------------------------------------------------+
| ***What is the   | This document provides information on the         |
| purpose and      | investment decision-making process used by the    |
| scope of the JRC | Joint Resources Council (JRC). Included are the   |
| Guidance?***     | types of decisions and prerequisite actions,      |
|                  | roles and responsibilities, and procedures*.*     |
|                  | This guidance is provided as a supplement to the  |
|                  | information in the Acquisition Management System  |
|                  | (AMS) policy.                                     |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What is the   | The Acquisition Management System (AMS) policy is |
| reference source | the reference source for the JRC guidance. AMS    |
| for the JRC      | establishes policy and guidance for all aspects   |
| Guidance?***     | of lifecycle acquisition management for the       |
|                  | Federal Aviation Administration (FAA).            |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What is the   | AMS policy establishes the Joint Resources        |
| JRC?***          | Council (JRC) as the FAA's investment review      |
|                  | board. The JRC makes corporate-level resource     |
|                  | decisions, including authorization and funding    |
|                  | for new investment programs, and approves         |
|                  | investment resources.                             |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***Who are the   | Members of the JRC represent all agency Lines of  |
| JRC Members?***  | Business (LOBs) whose support is essential to the |
|                  | success of an investment program. These LOBs      |
|                  | include the service organizations that operate or |
|                  | maintain the products as well as the functional   |
|                  | disciplines of budget, safety, and legal counsel. |
|                  |                                                   |
|                  | The Joint Resources Council has the following     |
|                  | core members:                                     |
|                  |                                                   |
|                  | > Acquisition Executive                           |
|                  | >                                                 |
|                  | > Chief Operating Officer                         |
|                  | >                                                 |
|                  | > Associate Administrator for Aviation Safety     |
|                  | >                                                 |
|                  | > Chief Information Officer                       |
|                  | >                                                 |
|                  | > General Counsel                                 |
|                  | >                                                 |
|                  | > Chief Financial Officer                         |
|                  | >                                                 |
|                  | > Associate Administrator for Region and Center   |
|                  | > Operations                                      |
|                  | >                                                 |
|                  | > Associate Administrator for Airports            |
|                  | >                                                 |
|                  | > ATO Financial Officer                           |
|                  |                                                   |
|                  | The following members attend JRC meetings when    |
|                  | the decision concerns their organizational        |
|                  | responsibilities:                                 |
|                  |                                                   |
|                  | > Associate Administrator for Commercial Space    |
|                  | > Transportation                                  |
|                  | >                                                 |
|                  | > Assistant Administrator for Aviation Policy,    |
|                  | > Planning, and Environment                       |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What is the   | The JRC makes investment decisions, monitors      |
| role of the      | investment program performance, and provides      |
| JRC?***          | oversight to various subordinate boards, which    |
|                  | feed into the investment decision-making process. |
| ***Investment    | The JRC may delegate decision making authority    |
| decisions***     | for specific programs to subordinate boards.      |
|                  |                                                   |
| ***Service level | The JRC makes several types of investment         |
| reviews***       | decisions:                                        |
|                  |                                                   |
| ***Subordinate   | -   Initial and final investment decisions        |
| board            |                                                   |
| decisions***     | -   Baseline change decisions                     |
|                  |                                                   |
|                  | -   Production decision if retained at the        |
|                  |     investment decision                           |
|                  |                                                   |
|                  | -   In-service decisions if retained at the       |
|                  |     investment decision                           |
|                  |                                                   |
|                  | -   Budget approval of Facilities and Equipment   |
|                  |     (F&E) and Research, Engineering and           |
|                  |     Development (R, E&D) annual submissions       |
|                  |                                                   |
|                  | -   The Operations and Maintenance (O&M) budget   |
|                  |     is approved by the FAA Administrator          |
|                  |                                                   |
|                  | -   Baseline of the FAA Enterprise architecture   |
|                  |                                                   |
|                  | > In addition to making investment decisions, the |
|                  | > JRC also has an obligation to monitor and       |
|                  | > control the performance of investment programs  |
|                  | > and fielded systems. Through semi-annual        |
|                  | > service level reviews, the JRC evaluates        |
|                  | > performance against quantified measures for     |
|                  | > investment programs and fielded assets managed  |
|                  | > by service organizations. Guidance and          |
|                  | > direction is provided at these reviews, but     |
|                  | > decisions involving investments are reserved    |
|                  | > for JRC meetings. For additional information,   |
|                  | > see the Service Level Review Guidance document  |
|                  | > on the JRC Secretariat Intranet Web site        |
|                  | > <http://app.faa.gov/jrc/>.                      |
|                  |                                                   |
|                  | The JRC provides oversight and direction for      |
|                  | subordinate boards including the ATO Executive    |
|                  | Council, the AVS Management Team and the          |
|                  | Information Technology Executive Board. The JRC   |
|                  | subordinate boards make the following decisions:  |
|                  |                                                   |
|                  | -   Service level mission need decisions          |
|                  |                                                   |
|                  | -   Investment analysis readiness decisions       |
|                  |                                                   |
|                  | -   Investment decisions (when delegated by the   |
|                  |     JRC)                                          |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***How does the  | The JRC uses two approaches for decision-making.  |
| JRC make         |                                                   |
| decisions?***    | The primary approach is to convene a JRC meeting  |
|                  | to bring participants together for discussion and |
| ***JRC           | input on the requested decision. The JRC Chair    |
| Meeting***       | uses the information provided in the briefing and |
|                  | seeks input and consensus from the JRC members to |
| ***Paper JRC***  | make the decision.                                |
|                  |                                                   |
|                  | See Appendices C-E for briefing templates for     |
|                  | investment and rebaseline decisions.              |
|                  |                                                   |
|                  | The other approach is the "Paper JRC." The JRC or |
|                  | Acquisition Executive chooses this method upon    |
|                  | determining that a formal JRC meeting is not      |
|                  | needed. All information normally presented at a   |
|                  | formal meeting is instead provided to JRC members |
|                  | for individual review, input and signoff. Note    |
|                  | that the lack of a formal meeting is the only     |
|                  | difference between the two approaches. The same   |
|                  | process and AMS documents requirements apply for  |
|                  | both decision approaches. JRC members have the    |
|                  | option of requesting a JRC meeting in lieu of the |
|                  | paper JRC.                                        |
|                  |                                                   |
|                  | An example of when to use a paper JRC is when a   |
|                  | document is presented at a JRC meeting but not    |
|                  | approved due to the need for revisions. The JRC   |
|                  | could request the use of the "paper JRC" process  |
|                  | for the final signature approval. See Appendix F  |
|                  | for further information on the paper JRC process. |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***How can the   | The JRC Executive Secretariat provides both       |
| JRC process be   | leadership and advice to service organizations or |
| tailored?***     | investment analysis teams requesting to tailor    |
|                  | the JRC-related policy in the Acquisition         |
|                  | Management System. The Secretariat processes all  |
|                  | requests to tailor, which must be approved by the |
|                  | Acquisition Executive. The JRC tailoring request  |
|                  | should:                                           |
|                  |                                                   |
|                  | -   be brief and identify the AMS policy to be    |
|                  |     tailored                                      |
|                  |                                                   |
|                  | -   provide sufficient information to enable a    |
|                  |     sound decision by the Acquisition Executive   |
|                  |                                                   |
|                  | -   contain important facts relevant to the       |
|                  |     request, including background information,    |
|                  |     the scope of the proposed tailoring and the   |
|                  |     impact of not approving the tailoring request |
|                  |                                                   |
|                  | After receiving the tailoring request, the JRC    |
|                  | Secretariat:                                      |
|                  |                                                   |
|                  | -   requests supporting information, analyzes     |
|                  |     factors and issues, and forwards the          |
|                  |     tailoring request to the Acquisition          |
|                  |     Executive for approval                        |
|                  |                                                   |
|                  | -   informs the service organization or           |
|                  |     investment analysis team of the decision      |
|                  |                                                   |
|                  | The JRC Secretariat also maintains a case history |
|                  | of all tailoring actions.                         |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What is the   | The sequence of lifecycle management decisions is |
| sequence of      | shown in the table below. The first four listed   |
| lifecycle        | decisions build upon each other. For example, the |
| management       | service area mission need decision precedes the   |
| decisions?***    | investment analysis readiness decision. The       |
|                  | budget decisions are made annually; enterprise    |
|                  | architecture baseline decisions are made to       |
|                  | approve major revisions.                          |
|                  |                                                   |
|                  | **Table 1.2.6-1 Lifecycle Management              |
|                  | Decision-Making**                                 |
|                  |                                                   |
|                  | +---------------+-------------+--------------+    |
|                  | | **Decision**  | **Decision  | **Decision   |    |
|                  | |               | Body**      | Chair**      |    |
|                  | +---------------+-------------+--------------+    |
|                  | | Service-Level | ATO         | Chief        |    |
|                  | | Mission Need  | Executive   | Operating    |    |
|                  | |               | Council,    | Officer or   |    |
|                  | |               | AVS         | Associa      |    |
|                  | |               | Management  | te/Assistant |    |
|                  | |               | Team,       | A            |    |
|                  | |               | Information | dministrator |    |
|                  | |               | Technology  | for the line |    |
|                  | |               | Executive   | of business  |    |
|                  | |               | Board or    |              |    |
|                  | |               |             |              |    |
|                  | |               | Line of     |              |    |
|                  | |               | business    |              |    |
|                  | |               | Review      |              |    |
|                  | |               | Board       |              |    |
|                  | +---------------+-------------+--------------+    |
|                  | | Investment    | ATO         | Chief        |    |
|                  | | analysis      | Executive   | Operating    |    |
|                  | | readiness     | Council,    | Officer or   |    |
|                  | | decision      | AVS         | Associa      |    |
|                  | |               | Management  | te/Assistant |    |
|                  | |               | Team,       | A            |    |
|                  | |               | Information | dministrator |    |
|                  | |               | Technology  | for the line |    |
|                  | |               | Executive   | of business  |    |
|                  | |               | Board or    |              |    |
|                  | |               |             |              |    |
|                  | |               | Line of     |              |    |
|                  | |               | business    |              |    |
|                  | |               | Review      |              |    |
|                  | |               | Board       |              |    |
|                  | +---------------+-------------+--------------+    |
|                  | | Initial and   | JRC         | Acquisition  |    |
|                  | | final         |             | Executive    |    |
|                  | | investment    |             |              |    |
|                  | | decisions\    |             |              |    |
|                  | | *(Including   |             |              |    |
|                  | | new programs  |             |              |    |
|                  | | and extension |             |              |    |
|                  | | of current    |             |              |    |
|                  | | capability)*  |             |              |    |
|                  | +---------------+-------------+--------------+    |
|                  | | Program       | JRC         | Acquisition  |    |
|                  | | baseline      |             | Executive    |    |
|                  | | change        |             |              |    |
|                  | +---------------+-------------+--------------+    |
|                  | | F&E and RE&D  | JRC         | Acquisition  |    |
|                  | | budget        |             | Executive    |    |
|                  | | approvals     |             |              |    |
|                  | +---------------+-------------+--------------+    |
|                  | | O&M budget    | N/A         | FAA          |    |
|                  | | approval      |             | Adminstrator |    |
|                  | +---------------+-------------+--------------+    |
|                  | | FAA           | JRC         | Acquisition  |    |
|                  | | Enterprise    |             | Executive    |    |
|                  | | Architecture  |             |              |    |
|                  | | baseline      |             |              |    |
|                  | +---------------+-------------+--------------+    |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What are      | Every organization that is responsible for        |
| the***           | acquiring NAS systems or administrative and some  |
| ***supporting*** | mission support services is impacted by the JRC   |
| ***Roles and     | process. Listed below are several organizations   |
| Res              | which have a major role in supporting JRC         |
| ponsibilities*** | decisions and oversight.                          |
| ***for the       |                                                   |
| JRC?***          | JRC Executive Secretariat                         |
|                  |                                                   |
|                  | Organizations Seeking a JRC Decision              |
|                  |                                                   |
|                  | Acquisition Executive/JRC Chair                   |
|                  |                                                   |
|                  | Lines of Business                                 |
|                  |                                                   |
|                  | ATO Executive Council                             |
|                  |                                                   |
|                  | AVS Management Team                               |
|                  |                                                   |
|                  | Information Technology Executive Board (ITEB)     |
|                  |                                                   |
|                  | Other subordinate boards developed within LOBs    |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***Role of the   | The Manager for the Acquisition Planning and      |
| Executive        | Policy Division is the Executive Secretariat for  |
| Secretariat,     | the JRC. The Manager is also the Executive        |
| Acquisition      | Secretariat for the ATO Executive Council for     |
| Planning and     | investment decisions. The JRC Secretariat Staff   |
| Policy           | manages the investment decision-making process    |
| Division***      | and participates in outreach and coordination     |
|                  | processes with service organizations seeking      |
|                  | investment decisions. Weekly readiness meetings   |
|                  | facilitate this coordination and provide guidance |
|                  | on any issues that require resolution before or   |
|                  | during the JRC meeting.                           |
|                  |                                                   |
|                  | The JRC Secretariat Staff is responsible for:     |
|                  |                                                   |
|                  | -   Providing advisory and liaison support to     |
|                  |     determine readiness for ~~pre-~~investment    |
|                  |     decisions                                     |
|                  |                                                   |
|                  | -   Evaluating the status of each program during  |
|                  |     the readiness meetings using readiness        |
|                  |     criteria and checklists to determine whether  |
|                  |     a program should be placed on the subordinate |
|                  |     board or JRC meeting agenda                   |
|                  |                                                   |
|                  | -   Coordinating and determining JRC and ATO      |
|                  |     Executive Council meeting dates, arranging    |
|                  |     logistics, and managing attendance            |
|                  |                                                   |
|                  | -   Documenting and processing JRC related        |
|                  |     tailoring actions                             |
|                  |                                                   |
|                  | -   Preparing and issuing the final JRC meeting   |
|                  |     minutes, called record of decision, and       |
|                  |     action items within 30 business days of the   |
|                  |     JRC meeting                                   |
|                  |                                                   |
|                  | -   Preparing and issuing the notes from ATO      |
|                  |     Executive Council investment decision         |
|                  |     meetings                                      |
|                  |                                                   |
|                  | -   Maintaining files which document all JRC      |
|                  |     decisions and ATO Executive Council           |
|                  |     investment decisions                          |
|                  |                                                   |
|                  | -   Maintaining the official repository for       |
|                  |     AMS-required documentation                    |
|                  |                                                   |
|                  | -   Providing JRC-related information to the Air  |
|                  |     Traffic Services Committee                    |
|                  |                                                   |
|                  | -   Obtaining briefing material in support of JRC |
|                  |     meeting and providing these to the JRC        |
|                  |     members and the Deputy Administrator          |
|                  |                                                   |
|                  | -   Providing the synopsis of JRC investment      |
|                  |     decision meetings to the Deputy Administrator |
|                  |     for concurrence                               |
|                  |                                                   |
|                  | As requested by the FAE, the JRC Secretariat      |
|                  | Staff reviews the effectiveness of the AMS and    |
|                  | JRC processes.                                    |
+------------------+---------------------------------------------------+
| ***Role of the   | The lead organization is responsible for          |
| Organization***  | coordinating the preparation and presentation for |
|                  | a subordinate board or JRC decision meeting       |
| ***Seeking a JRC | although multiple organizations may have          |
| Decision/ Lead   | specified responsibilities. The lead organization |
| Organization***  | for investment decisions is the program           |
|                  | implementing organization. The lead organization: |
|                  |                                                   |
|                  | -   Requests a subordinate board or JRC meeting   |
|                  |                                                   |
|                  | -   Participates in JRC Secretariat Staff led JRC |
|                  |     readiness review meetings                     |
|                  |                                                   |
|                  | -   Coordinates preparation of the briefing       |
|                  |     materials and documentation                   |
|                  |                                                   |
|                  | -   Ensures coordination with agency senior       |
|                  |     leadership and stakeholders having an         |
|                  |     interest in the program, including providing  |
|                  |     briefings                                     |
|                  |                                                   |
|                  | -   Briefs the Executive Council, Information     |
|                  |     Technology Executive Board, or head of the    |
|                  |     line of business subordinate board three      |
|                  |     weeks before a JRC meeting                    |
|                  |                                                   |
|                  | -   Offers pre-briefs to appropriate              |
|                  |     organizations, including the Deputy           |
|                  |     Administrator                                 |
|                  |                                                   |
|                  | -   Prepares and distributes the appropriate      |
|                  |     draft materials to the JRC Secretariat        |
|                  |                                                   |
|                  | -   Presents the requested decision with          |
|                  |     background information and justification at   |
|                  |     the JRC meeting                               |
|                  |                                                   |
|                  | -   Follows up with the JRC Secretariat Staff in  |
|                  |     coordination of the minutes and completion of |
|                  |     action items                                  |
|                  |                                                   |
|                  | -   Develops presentation materials in support of |
|                  |     service level reviews                         |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***Role of the   | The Acquisition Executive:                        |
| Acquisition      |                                                   |
| Executive/JRC    | -   Chairs all JRC meetings                       |
| Chair***         |                                                   |
|                  | -   Solicits input from other JRC members         |
|                  |                                                   |
|                  | -   Works to bring consensus for the decisions    |
|                  |     requested                                     |
|                  |                                                   |
|                  | -   Assigns further actions as needed             |
|                  |                                                   |
|                  | -   Provides oversight and direction of the       |
|                  |     investment decision making process and the    |
|                  |     AMS policy                                    |
|                  |                                                   |
|                  | -   Approves waivers, deviations, or tailoring of |
|                  |     the investment decision making process and    |
|                  |     the AMS policy                                |
|                  |                                                   |
|                  | -   Signs off on records of decision from JRC     |
|                  |     meetings                                      |
|                  |                                                   |
|                  | -   Presides over service level reviews           |
+------------------+---------------------------------------------------+
| ***Role of the   | The Deputy Administrator:                         |
| Deputy           |                                                   |
| Administrator*** | -   Attends JRC meetings and Service Level        |
|                  |     Reviews at his discretion                     |
|                  |                                                   |
|                  | -   Reviews JRC briefing materials prior to       |
|                  |     presentation at a JRC meeting                 |
|                  |                                                   |
|                  | -   Reviews the synopsis and concurs with the JRC |
|                  |     investment decisions                          |
+------------------+---------------------------------------------------+
| ***Role of the   | The heads of the Lines of Business or the Chief   |
| JRC              | Operating Officer have overall responsibility for |
| subordinate***   | investment program execution by service           |
| ***boards***     | organizations within the line of business         |
|                  | organization. LOBs establish JRC subordinate      |
|                  | boards to:                                        |
|                  |                                                   |
|                  | -   Review service area analysis for designated   |
|                  |     business areas within the line of business    |
|                  |                                                   |
|                  | -   Approve the service-level mission need        |
|                  |     statement                                     |
|                  |                                                   |
|                  | -   Provide staff support to the business case    |
|                  |     staff during investment analysis for service  |
|                  |     needs within the line of business             |
|                  |                                                   |
|                  | -   Approve the investment analysis readiness     |
|                  |     decision                                      |
|                  |                                                   |
|                  | -   Implement a non-material solution to a        |
|                  |     service need that emerges any time during     |
|                  |     mission analysis or investment analysis       |
|                  |                                                   |
|                  | -   Review JRC briefing materials prior to        |
|                  |     presentation at a JRC meeting                 |
|                  |                                                   |
|                  | -   Approve programs to enter the AMS process for |
|                  |     a JRC decision                                |
|                  |                                                   |
|                  | -   Approve programs to proceed to a JRC decision |
|                  |                                                   |
|                  | -   Approve investments when delegated by the JRC |
|                  |                                                   |
|                  | -   Approve the production and/or in-service      |
|                  |     decision when delegated by the JRC            |
|                  |                                                   |
|                  | The existing subordinate boards are:              |
|                  |                                                   |
|                  | -   ATO Executive Council                         |
|                  |                                                   |
|                  | -   AVS Management Team (AVSMT)                   |
|                  |                                                   |
|                  | -   Information Technology Executive Board        |
|                  |                                                   |
|                  | Other subordinate boards will be established over |
|                  | time.                                             |
+------------------+---------------------------------------------------+
| ***Role of the   | The ATO Executive Council is a subordinate board  |
| ATO Executive    | under the JRC. The Executive Council is composed  |
| Council***       | of the Vice Presidents for the service            |
|                  | organizations under the Air Traffic Organization  |
| ***(ATO EC)***   | and chaired by the Chief Operating Officer. The   |
|                  | Council:                                          |
|                  |                                                   |
|                  | -   Reviews and recommends investments related to |
|                  |     air traffic control services and the National |
|                  |     Airspace System                               |
|                  |                                                   |
|                  | -   Determines which proposed programs should     |
|                  |     proceed into the AMS/JRC processes            |
|                  |                                                   |
|                  | -   Reviews new programs or baseline changes of   |
|                  |     \$1M or greater, F&E expenditures with        |
|                  |     significant Ops expenses or any breach of 5%  |
|                  |     or more in a JRC approved baseline            |
|                  |                                                   |
|                  | -   Makes investment decisions for those          |
|                  |     investment programs assigned by the Joint     |
|                  |     Resources Council                             |
+------------------+---------------------------------------------------+
| ***Role of the   | The AVS Management Team is a subordinate board    |
| AVS Management   | under the JRC. The AVSMT is chaired by AVS 1/2    |
| Team***          | and is composed of Office/Service Directors and   |
|                  | Deputies and Staff Managers. The Management Team: |
| ***(AVSMT)***    |                                                   |
|                  | -   Reviews and recommends investments (including |
|                  |     major acquisitions) related to Safety         |
|                  |     Oversight of the NAS and includes regulation, |
|                  |     certification, and security activities        |
|                  |                                                   |
|                  | -   Determines which proposed programs should     |
|                  |     proceed into the AMS/JRC processes            |
|                  |                                                   |
|                  | -   Makes investment decisions for those          |
|                  |     investment programs assigned by the Joint     |
|                  |     Resources Council                             |
+------------------+---------------------------------------------------+
| ***Role of the   | The Information Technology Executive Board is a   |
| Information      | subordinate board under the JRC. The Board is     |
| Technology       | chaired by the Chief Information Officer. The     |
| Executive Board  | Board:                                            |
| (ITEB)***        |                                                   |
|                  | -   Reviews and approves all OMB Exhibit 300      |
|                  |     Reports each year before submission to OMB as |
|                  |     part of the annual budget cycle               |
|                  |                                                   |
|                  | -   Reviews and recommends to the Joint Resources |
|                  |     Council for approval investment opportunities |
|                  |     for certain elements of the Enterprise        |
|                  |     Architecture (e.g., administrative systems,   |
|                  |     some mission support services, certain NAS    |
|                  |     investments)                                  |
|                  |                                                   |
|                  | -   Coordinates and integrates activity across    |
|                  |     service organizations for assigned elements   |
|                  |     of the Enterprise Architecture to ensure      |
|                  |     resources are directed at priority FAA        |
|                  |     strategic and performance goals and to ensure |
|                  |     there is no overlap or redundancy             |
|                  |                                                   |
|                  | -   Makes investment decisions for IT investments |
|                  |     assigned by the JRC                           |
|                  |                                                   |
|                  | -   Provides information on the entire IT         |
|                  |     portfolio in support of service level reviews |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What is the   | The JRC will hold multiple program JRC meetings   |
| JRC meeting      | about six times a year to align investment        |
| procedure?***    | decisions with the budget cycle and provide       |
|                  | contextual information. Programs ready to go      |
| ***Scheduling*** | before the JRC should plan to brief at a future   |
|                  | multiple-program JRC meeting, unless              |
| ***Attendance*** | congressional or other major constraints force a  |
|                  | program to be briefed separately. (For more       |
| ***Materials***  | details on JRC meeting preparation, refer to the  |
|                  | JRC FAQs on the JRC Secretariat Intranet Web site |
|                  | [ht                                               |
|                  | tp://app.faa.gov/jrc](http://faa.gov/app/)/**.**) |
|                  |                                                   |
|                  | JRC meetings will be scheduled around the         |
|                  | calendars of the FAE, the sponsoring Associate    |
|                  | Administrator or Vice President, and the ATO      |
|                  | Chief Operating Officer (ATO-1). Changes in the   |
|                  | schedule are coordinated in the same manner. The  |
|                  | JRC Secretariat Staff will notify other members   |
|                  | of the meetings and schedule changes.             |
|                  |                                                   |
|                  | To schedule a JRC meeting, a representative of    |
|                  | the lead organization should contact the JRC      |
|                  | Secretariat Staff as soon as possible, ideally as |
|                  | soon as he/she knows of a need to seek a JRC      |
|                  | decision. Because extensive coordination is       |
|                  | necessary to schedule a JRC meeting, changes in   |
|                  | scheduling should be avoided. See the JRC         |
|                  | Preparation Cycle that can be found on the JRC    |
|                  | Secretariat Intranet Web site at                  |
|                  | [h                                                |
|                  | ttp://app.faa.gov/jrc](http://faa.gov/app/)/**.** |
|                  |                                                   |
|                  | The JRC Secretariat also schedules ATO Executive  |
|                  | Council JRC subordinate board meetings for ATO    |
|                  | programs. The Secretariat in other LOBs are       |
|                  | responsible for scheduling their JRC subordinate  |
|                  | board meetings.                                   |
|                  |                                                   |
|                  | Attendance at JRC meetings is limited to the JRC  |
|                  | members, JRC Secretariat Staff, service           |
|                  | organization representatives, and persons with    |
|                  | unique information relating directly to the       |
|                  | decision. The limited attendance provides an      |
|                  | environment that encourages open communication    |
|                  | and frank discussion of issues. The JRC will      |
|                  | request representation by other offices on an ad  |
|                  | hoc basis as the subject matter warrants. Only    |
|                  | Federal employees are permitted at JRC meetings   |
|                  | with the exception of the JRC Secretariat Staff   |
|                  | support contractors.                              |
|                  |                                                   |
|                  | Maintaining continuity of representation in the   |
|                  | case of participating individuals is important.   |
|                  | Core JRC Members are expected to attend           |
|                  | personally even when they have no program on the  |
|                  | agenda. The lowest level of delegation of member  |
|                  | representation at JRC meetings is an FAA          |
|                  | Executive Service manager empowered to represent  |
|                  | the member or a designated person acting in place |
|                  | of the member. This takes into consideration the  |
|                  | fact that a senior executive in a small           |
|                  | organization may not always be available.         |
|                  |                                                   |
|                  | The lead organization is responsible for          |
|                  | developing, updating, and coordinating required   |
|                  | materials prior to the JRC meeting. The           |
|                  | organization prepares and distributes the         |
|                  | appropriate draft materials to the JRC            |
|                  | Secretariat at least ten business days prior to   |
|                  | the JRC meeting and five business days prior to   |
|                  | the JRC subordinate board meeting. This time is   |
|                  | set aside to allow JRC and subordinate board      |
|                  | members to review the materials prior to the      |
|                  | meeting. The materials must include all briefing  |
|                  | charts plus the documents required for the        |
|                  | decision as specified in the Acquisition          |
|                  | Management System. If there is not adequate time  |
|                  | for advance preparation, the JRC members may      |
|                  | refuse to make the requested decision. The JRC    |
|                  | meeting or JRC subordinate board meeting will be  |
|                  | canceled if the required material has not been    |
|                  | provided in advance of the meeting.               |
|                  |                                                   |
|                  | Please refer to the JRC FAQs and the JRC          |
|                  | Readiness Criteria and Checklist documentation on |
|                  | the JRC Secretariat Intranet Web site at          |
|                  | [http://app.faa.gov/jrc](http://faa.gov/app/)/.   |
|                  | Also, see Appendices C-E for briefing templates   |
|                  | for investment and rebaseline decisions.          |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What          | The JRC Secretariat identifies specific guidance  |
| activities occur | on the work and documentation that needs to be    |
| prior to a JRC   | done prior to a JRC meeting. Please refer to the  |
| meeting?***      | JRC FAQs and the JRC Readiness Criteria and       |
|                  | Checklist available on the JRC Secretariat        |
|                  | Intranet Web site at                              |
|                  | [http://app.faa.gov/jrc](http://faa.gov/app/)/.   |
|                  | Below is a brief synopsis of the activities:      |
|                  |                                                   |
|                  | -   The lead organization engages in the JRC      |
|                  |     process, resolves issues, and completes all   |
|                  |     the JRC criteria checklist items.             |
|                  |                                                   |
|                  | -   The JRC Secretariat Staff obtains potential   |
|                  |     ATO Executive Council and JRC meeting dates,  |
|                  |     conducts weekly readiness meetings, ensures   |
|                  |     that programs have completed JRC criteria     |
|                  |     checklist items and resolved issues, and      |
|                  |     places programs on the agenda for a JRC       |
|                  |     meeting about two weeks prior to the          |
|                  |     subordinate board meeting, which is about     |
|                  |     five weeks before the JRC date.               |
|                  |                                                   |
|                  | -   The lead organization briefs the ATO          |
|                  |     Executive Council or appropriate JRC          |
|                  |     subordinate board about six to seven weeks    |
|                  |     prior to the JRC date.                        |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What          | During the JRC subordinate board meeting, the     |
| activities occur | lead organization provides information that will  |
| during a JRC     | be forwarded to the JRC. The subordinate board    |
| subordinate      | approves or disapproves decisions to go forward   |
| board            | to the JRC.                                       |
| meeting?***      |                                                   |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What          | During the JRC meeting, there is discussion of    |
| activities occur | information provided in the briefing and other    |
| during a JRC     | factors/issues leading to approval or disapproval |
| meeting?***      | of the requested decision. See Appendix A for     |
|                  | specific roles during the JRC meeting. Below is a |
|                  | brief synopsis:                                   |
|                  |                                                   |
|                  | -   The JRC Secretariat Staff monitors            |
|                  |     attendance, takes minutes and action items,   |
|                  |     answers questions and provides input as it    |
|                  |     relates to the investment decision-making     |
|                  |     process.                                      |
|                  |                                                   |
|                  | -   The lead organization provides copies of the  |
|                  |     briefing package to attendees, identifies up  |
|                  |     front the types of decisions being requested, |
|                  |     presents funding and programmatic needs,      |
|                  |     determine impacts to other program baselines  |
|                  |     and/or to the agency, and offers              |
|                  |     recommendations with supporting data.         |
|                  |                                                   |
|                  | -   Additional presenters may include             |
|                  |     representatives of key stakeholder            |
|                  |     organizations, such as budget, safety, and    |
|                  |     human factors.                                |
|                  |                                                   |
|                  | The JRC Chair leads discussion on the requested   |
|                  | decision(s), solicits inputs from attendees,      |
|                  | approves or disapproves the requested             |
|                  | decision(s), signs off on approved decision       |
|                  | documents, and assigns future direction and       |
|                  | action items as needed.                           |
+------------------+---------------------------------------------------+
| ***What          | Several activities occur to close out the JRC     |
| activities occur | meeting decisions and actions.                    |
| after a JRC      |                                                   |
| meeting?***      | The JRC Secretariat Staff develops and            |
|                  | coordinates the Record of Decision and assigned   |
|                  | action items with the lead organization and other |
|                  | parties for comments, and with the Acquisition    |
|                  | Executive for review and signature. Action items  |
|                  | include a statement of required actions,          |
|                  | scheduled completion dates, and responsible       |
|                  | individuals or organizations. The status of all   |
|                  | JRC action items is reported by the service       |
|                  | organizations at subsequent service level reviews |
|                  | as appropriate.                                   |
|                  |                                                   |
|                  | The organization that is assigned an action item  |
|                  | completes it and notifies the JRC Secretariat     |
|                  | Staff of its completion.                          |
|                  |                                                   |
|                  | The lead organization follows up on all action    |
|                  | items assigned at a JRC meeting, provides         |
|                  | lower-level signatures on documents requiring     |
|                  | them, makes JRC-directed document changes,        |
|                  | coordinates these with other interested           |
|                  | organizations, and submits the documents to the   |
|                  | JRC Secretariat Staff for processing and          |
|                  | signature by the responsible JRC members. Please  |
|                  | refer to the AMS document templates on the FAA    |
|                  | Acquisition System Toolset (FAST) for the         |
|                  | required signatures.                              |
+------------------+---------------------------------------------------+
|                  |                                                   |
+------------------+---------------------------------------------------+
| ***What if the   | The JRC Secretariat hosts a weekly JRC Readiness  |
| ATO EC, AVSMT or | Meeting to provide a forum for agency             |
| ITEB is the      | stakeholders to review and discuss the            |
| decision         | preparedness of program\'s seeking investment     |
| authority?***    | decisions. If the decision authority for a        |
|                  | program has been delegated to a subordinate       |
|                  | board, the service organization will have to      |
|                  | provide a pre-brief to the Capital Investment     |
|                  | Team (CIT) using the CIT briefing template. The   |
|                  | ATO Vice President of Finance (ATO-F) chairs the  |
|                  | CIT.                                              |
|                  |                                                   |
|                  | In this presentation, the service organization    |
|                  | should provide rationale as to why a program      |
|                  | should not be managed at the JRC level (e.g.      |
|                  | non-major per OMB criteria, ATO specific, short   |
|                  | duration, 10% breach has not occurred, etc.).     |
|                  |                                                   |
|                  | Once it has been determined through the readiness |
|                  | process that the required AMS documentation and   |
|                  | associated coordination have been completed, the  |
|                  | JRC Secretariat staff will schedule the EC        |
|                  | meeting for ATO programs. AVSMT and ITEB meetings |
|                  | are scheduled by those organizations. Visit our   |
|                  | Frequently Asked Questions page at                |
|                  | http://app.faa.gov/jrc/docs/faqs.pdf or review    |
|                  | the JRC Readiness Criteria for additional         |
|                  | information.                                      |
+------------------+---------------------------------------------------+

**[APPENDICES]{.underline}**

[A. JRC Roles & Responsibilities]{.smallcaps}

B.  [AMS Documents Table]{.smallcaps}

C.  [Initial Investment Decision Template]{.smallcaps}

D.  [Final Investment Decision Template]{.smallcaps}

E.  [Rebaseline Decision Template]{.smallcaps}

[F. Paper JRC Process]{.smallcaps}

[G. Acronyms]{.smallcaps}

Appendix A. Roles & Responsibilities at JRC Meetings

***1. Acquisition Executive/JRC Chair***

Calls meeting to order

> Asks for discussion/acceptance on action items
>
> Discusses issues related to decisions requested with JRC members
>
> Assigns follow-on actions, if needed
>
> Summarizes decisions/documents approved
>
> Signs documents

***2. JRC Members***

Participate in discussion

> Strive to achieve consensus on recommendations and requested decisions
>
> Assign follow-on actions, if needed
>
> Sign documents

***3. Executive Secretariat, Manager, Acquisition Planning & Policy
Division***

Takes notes on significant discussions/JRC agreements

> Provides guidance on investment decision-making process

***4. Service Organization/Program Office Seeking JRC Decision***

Provides signature-ready documents to the JRC Secretariat Staff

> Leads the briefing
>
> Identifies decisions requested at beginning of briefing

***5. Air Traffic Organization Finance (ATO-F)***

Provides F&E and O&M budget impact assessment

> Addresses 10% or 50% reporting requirement if applicable
>
> Reviews and approves all business cases for ATO programs
>
> Reviews and approves all budget impact assessments for ATO programs
>
> Participates in development of business cases for non-ATO programs

***6. Air Traffic Organization Operations Planning (ATO-P)***

Provides architectural assessment for NAS systems, including 5-year
Capital Investment Plan (CIP) impacts

Briefs the R, E&D budget

> ***7. Chief Information Officer***
>
> Provides architectural assessment for non-NAS systems
>
> Provides scores for Exhibit 300s
>
> ***8. AIO Value Management Office***
>
> Provides process, guidance, training, and consultation to service
> organizations in the preparation of OMB Exhibit 300s and Exhibit 300
> Program Baselines.
>
> Independently scores OMB Exhibit 300s and provides feedback to service
> organizations
>
> Independently scores Exhibit 300 Program Baselines and provides
> feedback to the JRC Secretariat and to the service organizations.

***9. Sponsor (for non ATO Programs)***

Briefs requirements

**Appendix B: AMS Documents Table**

**Table 1.2.15-1 AMS** **2 Lifecycle Acquisition Management Policy
Planning and Control Documents**

+----------+--------------+-------------+------------+----------------+
| ***Doc   | *            | ***Decision | ***R       | ***Approving   |
| ument*** | **Purpose*** | Point       | esponsible | Official***    |
|          |              | Req         | Organiza   |                |
|          |              | uirement*** | tion(s)*** |                |
+----------+--------------+-------------+------------+----------------+
| **Servi  | Defines and  | Approved at | Service    | Chair of the   |
| ce-Level | prioritizes  | Mission     | or         | JRC            |
| Mission  | capability   | Need        | ganization | Subordinate    |
| Need     | shortfalls   | Decision    |            | Board or       |
| Sta      | and          |             | Operations | Associate      |
| tement** | t            | Reviewed    | planning   | Administrator  |
|          | echnological | annually    | staff      | of the line of |
|          | o            | and updated |            | business       |
|          | pportunities | as needed   |            |                |
|          | within the   |             |            |                |
|          | service area |             |            |                |
|          |              |             |            | ** **Vice      |
|          |              |             |            | President,     |
|          |              |             |            | ATO-P          |
|          | Provides     |             |            |                |
|          | basis for    |             |            |                |
|          | service area |             |            |                |
|          | planning     |             |            |                |
+----------+--------------+-------------+------------+----------------+
| *        | Preliminary  | Preliminary | Investment | Acquisition    |
| *Exhibit | baseline     | baseline    | analysis   | Executive      |
| 300      | defines      | required at | team       |                |
| Program  | alternatives | the Initial |            |                |
| Ba       | and          | Investment  |            |                |
| seline** | summarizes   | Decision    |            | Chair of the   |
|          | pros and     |             | Im         | JRC            |
|          | cons of each |             | plementing | Subordinate    |
|          |              |             | service    | Board or       |
|          |              |             | or         | Associate      |
|          |              |             | ganization | Administrator  |
|          |              |             |            | of the line of |
|          |              |             |            | business       |
|          | Final        | Final       |            |                |
|          | baseline     | baseline    |            |                |
|          | establishes  | approved    |            |                |
|          | the          | and         |            | Chief          |
|          | performance, | established |            | Financial      |
|          | cost,        | at the      |            | Officer        |
|          | schedule,    | Final       |            |                |
|          | and benefits | Investment  |            | Chief          |
|          | baselines    | Decision    |            | Information    |
|          | for an       |             |            | Officer        |
|          | investment   |             |            |                |
|          | program      |             |            | ATO Senior     |
|          | phase        |             |            | Vice President |
|          |              |             |            | for            |
|          |              |             |            |                |
|          |              |             |            | Finance, ATO-F |
|          |              |             |            |                |
|          |              |             |            | Deputy         |
|          |              |             |            | Administrator  |
|          |              |             |            | concurs        |
+----------+--------------+-------------+------------+----------------+
| *        | Defines the  | Preliminary | Im         | Vice           |
| *Exhibit | operational  | Program     | plementing | Presidents     |
| 300      | framework    | R           | service    | (ATO) or       |
| Program  | and          | equirements | or         | Directors      |
| Ba       | performance  | required    | ganization | (non-ATO) of   |
| seline** | requirements | for         |            | the service    |
|          | an           | Investment  |            | organization   |
| **At     | investment   | Analysis    |            | with the       |
| tachment | program must | Readiness   | Operating  | mission need   |
| 1        | achieve      | Decision    | service    | and the        |
| Program  |              |             | or         | operating      |
| Requir   |              |             | ganization | service        |
| ements** |              |             |            | o              |
|          |              | Revised     |            | rganization(s) |
|          |              | Program     |            |                |
|          |              | R           |            |                |
|          |              | equirements |            |                |
|          |              | required    |            |                |
|          |              | for Initial |            |                |
|          |              | Investment  |            |                |
|          |              | Decision    |            |                |
|          |              |             |            |                |
|          |              |             |            |                |
|          |              |             |            |                |
|          |              | Final       |            |                |
|          |              | Program     |            |                |
|          |              | R           |            |                |
|          |              | equirements |            |                |
|          |              | required    |            |                |
|          |              | for Final   |            |                |
|          |              | Investment  |            |                |
|          |              | Decision    |            |                |
+----------+--------------+-------------+------------+----------------+
| *        | Provides the | Initial     | Investment | Vice President |
| *Exhibit | analytical   | BCAR        | analysis   | for Finance    |
| 300      | and          | required    | team,      |                |
| Program  | quantitative | for Initial | headed by  | ATO-F          |
| Ba       | basis for    | Investment  | the        |                |
| seline** | investment   | Decision    | service    |                |
|          | decisions.   |             | or         |                |
| **At     |              |             | ganization |                |
| tachment |              |             | with the   |                |
| 2:       |              | Final BCAR  | mission    |                |
| Business |              | required    | need       |                |
| Case     |              | for Final   |            |                |
| Analysis |              | Investment  |            |                |
| Report   |              | Decision.   |            |                |
| (BCAR)** |              |             |            |                |
+----------+--------------+-------------+------------+----------------+
| *        | Defines      | Required    | Im         | Vice           |
| *Exhibit | overall      | for the     | plementing | Presidents     |
| 300      | strategy and | Final       | service    | (ATO) or       |
| Program  | im           | Investment  | or         | Directors      |
| Ba       | plementation | Decision    | ganization | (non-ATO) of   |
| seline** | planning for |             |            | th             |
|          | an           |             | Operating  | e implementing |
| **At     | investment   |             | service    | and operating  |
| tachment | program      |             | or         | service        |
| 3:       |              |             | ganization | organizations  |
| Implem   |              |             |            |                |
| entation |              |             |            | Director,      |
| Strategy |              |             |            | IOT&E          |
| and      |              |             |            | co-approves    |
| Pl       |              |             |            | the test       |
| anning** |              |             |            | section for    |
|          |              |             |            | programs       |
|          |              |             |            | designated for |
|          |              |             |            | IOT&E          |
|          |              |             |            |                |
|          |              |             |            | Updates        |
|          |              |             |            | approved       |
|          |              |             |            | within the     |
|          |              |             |            | implementing   |
|          |              |             |            | service        |
|          |              |             |            | organization   |
+----------+--------------+-------------+------------+----------------+

**Appendix C: Initial Investment Decision Template**

**Appendix D: Final Investment Decision Template**

**Appendix E: Rebaseline Decision Template**

Appendix F: Paper JRC Process

A.  **Criteria for a paper JRC:**

Paper JRCs are used at the request of the JRC or FAE.

1.  A paper JRC can be used to document items for which there has been
    previous agreement by the JRC, such as revising an Exhibit 300
    program baseline.

2.  A paper JRC can be used for other decisions for which prior written
    approval has been given by the FAE through a waiver or discussion at
    a JRC meeting.

```{=html}
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```
B.  **Procedure for a Paper JRC:**

    1.  The lead organization prepares appropriate material (AMS
        required documentation) depending on decision requested.

    2.  The list of required paper JRC materials is discussed with the
        lead organization by ATO-A.

    3.  The lead organization submits material (15 copies) to ATO-A
        including a cover memo stating specific decision and approvals
        being requested. (See the sample on the next page.)

    4.  ATO-A prepares proposed record of decision and cover sheet
        requesting comments from JRC members.

    5.  ATO-A distributes material including proposed record of decision
        to all JRC members for review with a reasonable deadline for
        comment, generally 7 business days.

        a.  Comments may only be submitted by JRC members.

        b.  If a JRC member has an issue, ATO-A will review the issue
            with the organization and provide a response to the JRC
            member.

        c.  Any JRC member may request that the proposed decision be
            brought before a full JRC meeting.

    6.  JRC members submit comments to ATO-A by deadline.

    7.  Unless a full JRC meeting is requested, ATO-A provides the JRC
        chair with all comments received from JRC members in addition to
        required material.

    8.  The JRC chair signs the Record of Decision and any other
        documentation requiring signature.

    9.  ATO-A distributes copies of the signed Record of Decision and
        documentation to all JRC members.

    10. ATO-A presents a synopsis of the decision at the next scheduled
        JRC meeting.

**From:** Acquisition Planning and Policy Division, ATO-A

**To**: JRC Members

**Action:** Concur/Non-concur on (name of program) dated

**Due Date:** (one week distribution)

A paper JRC has been requested for the (name) program by (requesting
organization). This paper JRC is being coordinated with all JRC members
for review, comments and approval. Please indicate your
concurrence/non-concurrence below. You also have the option of
requesting a full JRC in lieu of the paper JRC.

Background: (List reason for paper JRC. Cite SLR or JRC relationship if
relevant.)

JRC Decisions: (List decisions requested, e.g., Approval of Investment
Decision)

Review and: (List applicable documents, e.g.,Exhibit 300 baseline
document(s), etc.)

Decision

Documents

  -----------------------------------------------------------------------
  ***Please indicate your response below and return to ATO-A. If you have
  any questions, please call LeiJuona Bolden at 385-8192 or Rebecca T.
  King at 385-8185. For pickup after signature, please call Linda Durrett
  at 385-8194.***

  -----------------------------------------------------------------------

  ---- ------------------------------- ---- ------------------------------
                                            

       Concur, no comments                  Concur, comments attached

                                            

       Non-concur, no comments              Non-concur, comments attached

                                            

       Request full JRC, no comments        Request full JRC, comments
                                            attached

                                            
  ---- ------------------------------- ---- ------------------------------

  ------------------------------------- -- ------------- -- ---------------
  JRC Member Signature                     Routing          Date
                                           Symbol           

  ------------------------------------- -- ------------- -- ---------------

**Appendix G. Acronyms**

> AMS Acquisition Management System
>
> ATO Air Traffic Organization
>
> ATO-A Vice President for Acquisition and Business Services
>
> ATO-F Vice President for Finance
>
> ATO-P Vice President for Operations Planning
>
> AVSMT AVS Management Team
>
> CIP Capital Investment Plan
>
> EC ATO Executive Council
>
> FAE Acquisition Executive
>
> FAST FAA Acquisition System Toolset
>
> F&E Facilities and Equipment
>
> IPT Integrated Product Team
>
> ITEB Information Technology Executive Board
>
> JRC Joint Resources Council
>
> LOB Line of Business
>
> NAS National Airspace System
>
> O&M Operations and Maintenance
>
> OMB Office of Management and Budget
>
> OPS Operations
>
> R,E&D Research, Engineering, and Development
>
> SLR Service level review