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i 

1 INTRODUCTION ................................................................................... 1

1.1 The Capital Investment Plan ............................................................................................1

1.2 Strategic Planning and the CIP ........................................................................................2

1.3 Important Factors Affecting Planning for the Future....................................................3

1.3.1 Economic Considerations ...........................................................................................3

1.3.2 Air Travel Demand .....................................................................................................4

1.3.3 Airport Expansion Projects .........................................................................................5

2 KEY CONSIDERATIONS IN CAPITAL PLANNING ............................ 6

2.1 Sustaining Current System Performance while transitioning to NextGen ...................6

2.2 Planning for the Future through NextGen Investments ................................................8

3 CAPITAL INVESTMENT PLAN SUMMARY ........................................ 8

3.1 FAA’s FY 2014 President’s Budget Request ...................................................................8

3.2 Five Year Capital Plan Overview .....................................................................................8

3.3 Facilities and Equipment Budget Activities ....................................................................9

3.4 Legacy Systems and Infrastructure ...............................................................................10

3.5 NextGen ............................................................................................................................11

4 NEXTGEN OPERATIONAL IMPROVEMENTS AND 

IMPLEMENTATION TIMELINES ........................................................ 13

4.1 Initiate Trajectory Based Operations ............................................................................14

4.2 Increase Arrivals and Departures at High Density Airports .......................................19

4.3 Increase Flexibility in the Terminal Environment .......................................................22

4.4 Improve Collaborative Air Traffic Management (CATM) .........................................26

4.5 Reduce Weather Impact: ................................................................................................29

4.6 Increase Safety, Security, and Environmental Performance .......................................31

4.7 Transform Facilities .........................................................................................................36
ii 

5 ENTERPRISE ARCHITECTURE ROADMAPS .................................. 37

5.1 Automation Roadmaps ....................................................................................................39

5.2 Communications Roadmaps ...........................................................................................47

5.3 Surveillance Roadmaps ...................................................................................................54

5.4 Navigation Roadmaps ......................................................................................................59

5.5 Weather Roadmaps .........................................................................................................64

5.6 Facilities ............................................................................................................................71

6 CONCLUSION .................................................................................... 73

7 APPENDICES ..................................................................................... 74

Appendix A Relationship of Programs to Strategic Plan Goals............................................A-1 

Appendix B Detailed Program Plan Data...............................................................B-1 

Appendix C Estimated Funding Amounts by Budget Line Item.....................................C-1 

Appendix D Response to GAO Report.................................................................D-1 

Appendix E Acronyms and Abbreviations..................................................................E-1 

Figure 1-1 Aviation Percent of State Gross Domestic Product ................................................... 4

Figure 1-2 Air Travel Demand Growth Compared to Growth in GDP ....................................... 5

Figure 3-1 FAA’s Capital Investment Portfolio .......................................................................... 9

Figure 4-1 Service Roadmap Legend ........................................................................................ 14

Figure 4-2 Trajectory Based Operations (1) .............................................................................. 16

Figure 4-3 Trajectory Based Operations (2) .............................................................................. 18

Figure 4-4 Increase Arrivals/Departures at High Density Airports ........................................... 20

Figure 4-5 Increase Flexibility in the Terminal Environment (1) ............................................. 23

Figure 4-6 Increase Flexibility in the Terminal Environment (2) ............................................. 25

Figure 4-7 Improve Collaborative ATM ................................................................................... 27

Figure 4-8 Reduce Weather Impact ........................................................................................... 30

Figure 4-9 Increase Safety ......................................................................................................... 32

Figure 4-10 Improve Security ................................................................................................... 34

Figure 4-11 Improve Environmental Performance ................................................................... 35

Figure 4-12 Transform Facilities .............................................................................................. 36

Figure 5-1 Architecture Roadmap Legend ............................................................................. 39

Figure 5-2 Air Traffic Control and Air Traffic Management Roadmap ................................... 41

Figure 5-3 Oceanic Air Traffic Control and NAS Information Management Roadmap ........... 44

Figure 5-4 Funding amounts in the Automation Functional Area ............................................. 47

Figure 5-5 Telecom and Other Communications Roadmap ...................................................... 48

Figure 5-6 Voice Switches and Recorders Roadmap ................................................................ 49
iii 

Figure 5-7 Air to Ground Voice and Oceanic Communications Roadmap ............................... 51

Figure 5-8 Air to Ground Data Communications Roadmap ...................................................... 53

Figure 5-9 Funding amounts in the Communications Functional Area .................................... 54

Figure 5-10 En Route and Terminal Surveillance Roadmap .................................................... 55

Figure 5-11 Surface, Approach and Cross Domain Surveillance Roadmap ............................ 57

Figure 5-12 Funding amounts in the Surveillance Functional Area ......................................... 59

Figure 5-13 Precision Approach, Surface Navigation and Safety and Enhancements Roadmap

 60

Figure 5-14 Approach and Runway Lights and En Route, Terminal and Non-Precision 

Approach Roadmap .............................................................................................................. 62

Figure 5-15 Funding amounts in the Navigation Functional Area ........................................... 64

Figure 5-16 Weather Sensors Roadmap ................................................................................... 65

Figure 5-17 Weather Dissemination, Processing, and Display Roadmap ................................ 68

Figure 5-18 Funding amounts in the Weather Functional Area ............................................... 70

Figure 5-19 Funding amounts in the Facilities Functional Area .............................................. 72

Table 3-1 Capital Investment Portfolio allocated to Budget Activities ($M) .......................... 10
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1 

Federal Aviation Administration National Airspace System Capital 

Investment Plan for Fiscal Years 2014–2018 

1 Introduction 

1.1 The Capital Investment Plan 

The Federal Aviation Administration (FAA) Capital Investment Plan (CIP) describes the planned 

investments in the National Airspace System (NAS) for the next five years. The Continuing 

Appropriations Act of 2013 continues the requirement from the 2012 Appropriations Act to 

submit the five Year CIP. The language within the 2012 Consolidated and Further Continuing 

Appropriations Act, 2012 H.R. 2112 states ‘That upon initial submission to the Congress of the 

fiscal year 2013 President’s budget, the Secretary of Transportation shall transmit to the 

Congress a comprehensive capital investment plan for the Federal Aviation Administration 

which includes funding for each budget line item for fiscal years 2013 through 2017, with total 

funding for each year of the plan constrained to the funding targets for those years as estimated 

and approved by the Office of Management and Budget.’ 

Section 1 continues with discussions on Strategic Planning and the CIP and Important Factors 

Affecting the Planning for the Future. Section 2 - Key Considerations in Capital Planning 

provides considerations in the development of the plan. Section 3 - Capital Investment Plan 

Summary provides an overview of the FY 2014 budget request and funding amounts for fiscal 

years (FY) 2015 through FY 2018. Section 4 - Next Generation Air Transportation System 

(NextGen) Operational Improvements and Implementation Timelines describes and outlines the 

implementation timelines for the NextGen Operational Improvements (OIs). Section 5 - 

Enterprise Architecture Roadmaps contains the Roadmaps describing the programs and systems 

within the architecture and shows relationships and timelines for all NAS systems. 

Appendix A links capital investment programs to FAA strategic goals, outcomes, and 

performance metrics. Appendix B provides the capital investment program descriptions, links 

programs to performance metrics and provides program milestones and implementation 

schedules. Appendix C provides the FY 2014 President’s budget request and outyear funding 

amounts from FY 2015 through FY 2018 by Budget Line Item (BLI). Appendix D lists major 

new investment and facility programs and identifies any cost or schedule changes from the 

original baseline. Major programs are those classified as Acquisition Category (ACAT) 1, 2 or 3 

which typically are programs with total Facilities and Equipment (F&E) costs greater than 

$100M. For more information on ACAT see, 

http://fast.faa.gov/AcquisitionCategories.cfm?p_title=Special Topics. Appendix E provides 

acronym and abbreviation definitions. 

In accordance with Presidential Sequestration Order dated March 1, 2013, sequestration impacts 

the Facilities and Equipment account in FY 2013, and funding impacts this year will likely have 

a continuing effect in FY 2014 and beyond for program plans (e.g. implementation schedule 

delays and out year cost estimate adjustments). 
2 

1.2 Strategic Planning and the CIP 

Capital programs support the FAA’s Strategic Plan (Destination 2025) Goals, Outcomes and 

Performance Metrics. The Strategic Plan includes the most important goals for improving 

performance in the delivery of aviation services. These goals guide the FAA in upgrading NAS 

systems and operating procedures to meet the demands of current and future growth. Outcomes 

and Strategies have been developed with Performance Metrics to track progress towards 

accomplishment of the Strategic Goals. These Outcomes and Strategies often require capital 

investments to meet the Performance Metrics. To measure success of capital investments actual 

performance is compared to the Performance Metrics and the results are used to determine 

whether adjustments need to be made to achieve the targeted performance. 

The FAA strategic plan (Destination 2025) describes five goal areas as follows: 

 Move to the Next Level of Safety — “By achieving the lowest possible accident rate 

and always improving safety, all users of our aviation system can arrive safely at their 

destinations. We will advance aviation safety worldwide.” 

 Workplace of Choice — “We will create a workplace of choice marked by integrity, 

fairness, diversity, accountability, safety and innovation. Our workforce will have the 

skills, abilities, and support systems required to achieve and sustain NextGen.” 

 Delivering Aviation Access through Innovation — “Enhance the flying experience of 

the traveling public and other users by improved access to and increased capacity of the 

nation’s aviation system. Ensure airport and airspace capacity are more efficient, 

predictable, cost-effective and matched to public needs.”

 Sustaining our Future — “To develop and operate an aviation system that reduces 

aviation’s environmental and energy impacts to a level that does not constrain growth 

and is a model for sustainability.”

 Improved Global Performance through Collaboration — “Achieve enhanced safety, 

efficiency, and sustainability of aviation around the world. Provide leadership in 

collaborative standard setting and creation of a seamless global aviation system.” 

Each capital investment program summary in Appendix B identifies the primary Goal, Outcome 

and Performance Metric that the program supports. Many FAA programs will contribute to 

more than one Goal, Outcome or Performance Metric; however, the program linkage in the CIP 

(appendices A and B) is for the program’s most significant contribution. In the summary tables 

in appendix A, several programs normally appear under each performance measure because 

many programs are interdependent; one program may not be successful in meeting a 

performance metric without completing other supporting programs. Also, in the complex system 

used for air traffic control (ATC), system improvements must address several different operating 

conditions to reach the overall performance target, and often it takes multiple programs to 

address each of the variables, which individually contribute to overall system improvements. 

To better explain how a program contributes to a strategic goal, a section titled “Relationship of 

Program to FAA Performance Metric” in Appendix B gives more specific information about 

how each program helps meet a Strategic Plan Performance Metric. 
3 

1.3 Important Factors Affecting Planning for the Future 

 

1.3.1 Economic Considerations 

Implementing NextGen will contribute to economic growth. NextGen modernizes the existing 

ATC system by introducing new technologies and advanced decision support tools to make air 

travel more efficient, safer and environmentally friendly. A study by the ATO Performance 

Analysis Service Unit, “The Economic Impact of Civil Aviation on the U.S. Economy,”

published in August 2011, estimated that aviation accounted for over $1.3 trillion in economic 

activity in 2009, which is 5.2 percent of the total U.S. economic activity. The spending on 

aviation-related economic activity supported an estimated 10.2 million aviation-related jobs, and 

air carriers transported over 53 billion revenue ton-miles of air cargo. A reliable worldwide 

aviation network is essential for today’s economy. Domestic and international commerce rely on 

the access and passenger and freight capacity it provides to cities around the world to sustain 

economic growth. 

Aviation spending also has a significant impact on the economy of most states as shown in figure 

1-1 below. It encourages the growth of local economies and supports employment opportunities 

in a variety of occupations. Civil aviation’s contribution to state economies is as high as 20.1 

percent in Hawaii. A significant factor in the amount of the economic impact of aviation is the 

contribution from tourism. Spending on air services and the related spending on food, hotels and 

entertainment provide a boost to several segments of local economies. In addition, in states like 

Alaska, air service is an economic necessity for transporting a wide variety of goods and services 

due to lack of other modes of transportation. In several states, economies benefit from a large 

manufacturing base dedicated to producing aircraft and related aviation equipment. 
4 

Figure 1-1 Aviation Percent of State Gross Domestic Product1

1.3.2 Air Travel Demand 

Historically, the demand for air travel is closely related to changes in the economy. As figure 1-

2 shows the growth trend in revenue passenger miles (RPM) over the last 30 years corresponds 

positively with the growth in Gross Domestic Product (GDP). The U.S. inflation-adjusted (real) 

economic output long-term growth trend has supported the continuing increases in the number of 

passengers and the miles traveled. There are some deviations in both GDP and RPM growth, 

which are caused by abnormal events, such as the terrorist attacks of September 11, 2001 and the 

slower than normal pace of economic recovery. Based on the data available for calendar year 

2012, economic growth is still positive. FAA expects continued future growth in air travel, 

which normally leads to more aircraft operations, and translates into increased workload for the 

FAA. It also translates into more pressure on the core airports to handle additional operations. 

Significant increases in operations at these airports could increase delays, therefore advanced 

 

1

 Source: “The Economic Impact of Civil Aviation on the U.S. Economy,” August 2011. 
5 

NextGen capabilities to provide the improved services must be implemented to handle this 

growth. 

Figure 1-2 Air Travel Demand Growth Compared to Growth in GDP 

1.3.3 Airport Expansion Projects 

An ongoing effort to increase airport capacity affects the need for capital investment, especially 

at the core airports, which are experiencing delays. Fort Lauderdale has an active project to 

extend a runway to support air carrier operations. Columbus is nearing completion of its runway 

relocation project. Chicago O’Hare and Philadelphia airports have major airport reconfiguration 

projects underway, and Denver is planning a new runway to improve efficiency of operations. 

Increasing capacity at large, delay-prone airports is critical to overall NAS performance because 

delays at the large airports may propagate to other airports where passengers are waiting for 

incoming flights. In addition passengers on delayed flights may miss connections for their next 

flight. The 29 large hub airports handle about 60% of airline enplanements. The combined total 

of 65 large and medium hubs supports about 88% of all U.S. passenger enplanements. 

0.0

100.0

200.0

300.0

400.0

500.0

600.0

700.0

800.0

900.0

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

Billions of Dollars

Billions of RPM

Demand for Air Travel

Real GDP
6 

When local airport authorities (in coordination with FAA) build new runways or otherwise 

expand capacity, sometimes the FAA may need to consider adding supporting equipment and 

developing procedures to make that capacity fully usable. New or relocated runways often 

require that airspace around the airports be reconfigured to accommodate new approach and 

departure patterns. This frequently requires installing new navigational aids and precision 

landing systems to help pilots in the approach patterns for the runways. To achieve the full 

benefits of precision approach guidance systems, approach lights must be installed and visibility 

sensors positioned along the runway so that precision guidance can be used down to the lowest 

visibility approved for that airport. Some airports need new surveillance systems to cover 

expanded departure and approach patterns. Capital investment may also be needed to expand or 

relocate air traffic control facilities. In cases where significant increases in demand may be 

accommodated, additional controller positions may eventually be needed. 

2 Key Considerations in Capital Planning 

Capital investments normally require extensive planning and development time. They often take 

several years to implement because the systems being purchased are technologically complex 

and require development of both new software and hardware. New systems require extensive 

testing to ensure that they meet the reliability standards before they can be used for air traffic 

control. To be prepared for future increases in air traffic, capital investments to improve the 

capacity of the NAS must be made many years in advance of the anticipated growth. 

Capital investing must also be balanced between adding new capabilities and ensuring the 

existing systems operate reliably until they can be replaced. FAA must provide adequate 

funding to sustain the performance of the current air traffic control system until a more capable 

system to handle future growth is in place. 

2.1 Sustaining Current System Performance while transitioning to NextGen 

The air traffic control system requires very high reliability and availability. Once an aircraft is 

airborne in controlled airspace, maintaining its separation from other aircraft for the entire flight 

from takeoff to landing depends on reliable operation of communication, navigation and 

surveillance systems. Each system in the NAS has a high level of redundancy to support system 

reliability and to minimize service disruptions. Much of this equipment must be replaced 

regularly to avoid the problems of obsolescence and to reduce the potential for system failures 

that cause deterioration in system performance. 

The air traffic control infrastructure is a complex system made up of several thousand 

components. There are 21 air route traffic control centers (ARTCC) that house automation 

equipment used by air traffic controllers to control en route air traffic. There are over 500 towers 

and 167 terminal radar control (TRACON) facilities that control air traffic approaching, landing 

and departing airports. The flow of air traffic is assisted by several hundred surveillance and 

weather radars; navigation systems for en route and airport approach guidance, and thousands of 

communication radios that allow pilots and air traffic controllers to be in continuous contact 

during an aircraft’s flight. 
7 

NextGen will incrementally replace much of this equipment to introduce new efficiencies in 

handling air traffic control, but some existing systems will remain in service. Many of the 

buildings housing existing ATC equipment will remain in service to house the new replacement 

NextGen systems. Communication, navigation and surveillance equipment will stay in operation 

in the future and will supplement or back up NextGen capabilities. To sustain the high level of 

reliability and availability required for the safety of flight, a continued level of investment in this 

valuable infrastructure will be necessary. 

There are ongoing reviews to identify the level of support needed to renovate and replace 

existing infrastructure so that the air traffic control system can continue to operate efficiently. 

Preliminary data indicates that: 

 Many en route control facilities require renovations and physical plant upgrades to 

protect equipment and employees from potentially unsafe working conditions, 

 Tower renovations and replacements to meet operational needs and correct material 

defects in existing facilities will have costs that exceed $100 million per year, 

 Many of the radar systems were replaced in the 1990s will be retained as a back up for 

NextGen so they must be modernized and eventually replaced, 

 Many navigation systems will be retained as either a back up to NextGen or to support 

operational improvements. These systems are old and a portion will have to be replaced 

over the next ten years, 

 Radio communications between pilots and controllers is a key element of air traffic 

control and the radios must be updated with the newer technology that supports NextGen 

operations, 

 Virtually all of the communications, navigation and surveillance systems are housed in 

FAA constructed shelters which must be renovated regularly. Defects that endanger the 

equipment inside must be addressed quickly to avoid disruptions to the flow of air traffic. 

Reliable electrical power is critical for the operation of the system. Super Storm Sandy is a 

recent example of commercial power failing and impacting the operation of the NAS and how 

the FAA Power Services minimize the impact. Massive commercial power outages occurred 

across the middle and northern Atlantic states starting on October 29, 2013. NAS facilities were 

without commercial power for a total of 9,438 hours. The FAA’s backup power systems 

provided power to the NAS facilities for over 4,500 hours of those hours. Because of the backup 

power capability, no flight operations were affected and there were no delays. 

Emergency power generators have been installed at most air traffic facilities, and maintaining 

this backup power requires constant attention and replacement of both the power generators and 

the systems that condition the power so it doesn’t damage ATC automation systems. 

The FAA has numerous other facilities that support operations including: 

 A large training facility for new air traffic controllers and maintenance technicians, 

 A logistics center that warehouses and ships parts to operational facilities, 

 Repair shops that rebuild complex components that can be reused, and 

 Several facilities that support research, test and evaluation of safety systems and new 

equipment. 
8 

2.2 Planning for the Future through NextGen Investments 

NextGen is an umbrella term for the ongoing, wide-ranging transformation of the NAS to ensure 

that future safety, capacity and environmental needs are met. NextGen will fundamentally 

change the way air traffic is managed by combining new technologies for surveillance, 

navigation, and communications with automation system enhancements, workforce training, 

procedural changes, and airfield development. The movement to the next generation of aviation 

is being enabled by a shift from air traffic control to air traffic management, satellite-based 

navigation and surveillance, data communications, enhanced weather predictions and new 

procedures that combine to make air travel more convenient, predictable and environmentally 

friendly. NextGen will enhance safety, reduce delays, save fuel and reduce aviation’s adverse 

environmental impact. NextGen advances will enable precise monitoring of aircraft on the 

ground and in flight, direct routes for travel between cities, improved decision support to manage 

traffic flows strategically on busy routes, and precise navigation aids for fuller use of existing 

airspace and runway capacity. The transition to NextGen is happening now, and the FAA is 

making meaningful progress with the implementation of technologies and procedures on the 

ground and in the airspace surrounding our nation’s airports, at air traffic control facilities, and in 

the cockpit. 

The NextGen Implementation Plan provides more information concerning the vision, benefits 

and implementation details. http://www.faa.gov/nextgen/implementation/plan/

3 Capital Investment Plan Summary 

3.1 FAA’s FY 2014 President’s Budget Request 

FAA’s total FY 2014 Budget Request is $15.6 billion, which includes $9.7 billion for 

Operations, $2.8 billion for Facilities and Equipment, $2.9 billion for Airport Improvement 

Grants and $166 million for Research, Engineering and Development. This capital investment 

plan outlines the out-year projections for only the F&E account. It begins with a base funding 

request of $2.778 billion in FY 2014 reflecting the President’s Budget Request and outyear 

funding totals of $2.852 billion for FY 2015, $2.906 billion for FY 2016, $2.971 billion for FY 

2017 and $3.036 billion for FY 2018. The FAA’s FY 2014 Budget Request can be found at the 

following: http://www.dot.gov/mission/budget/faa-fy-2014-budget-estimates

3.2 Five Year Capital Plan Overview 

Capital investments are typically multi-year investments to support long term Agency goals and 

objectives. New systems or facilities can take several years to plan, procure and implement. 

When a program is approved and baselined, the long term funding requirements to accomplish 

the program are identified and committed. A program may have interdependencies with other 

programs and its success may depend upon the delivery of systems or interfaces implemented by 

other programs. Successful completion of many programs requires a long term commitment. 
9 

FAA’s capital investment portfolio is divided into maintaining Legacy Systems and 

Infrastructure ($1,408M, 51% of CIP funding in FY 2014), Field Installation – program 

management and personnel supporting the installation of equipment for both legacy and 

NextGen systems (Personnel Compensation, Benefits, and Travel (PCB&T)) ($482M, 17% of 

CIP funding FY 2014), and new capabilities through NextGen ($887M, 32% of CIP funding FY 

2014). Figure 3-1 shows the balance between legacy systems and infrastructure investment and 

NextGen over the 5 year window of the CIP. 

Figure 3-1 FAA’s Capital Investment Portfolio

3.3 Facilities and Equipment Budget Activities 

Within the F&E account, the budget is broken down into five different activities. Activity 1 

programs support the initial design, engineering, development, test and evaluation activities 

associated with producing end-product systems, technologies and capabilities for the NAS. 

Activity 2 supports major systems acquisitions and facilities infrastructure programs in the 

implementation phase. Activity 3 supports modernization of systems and support infrastructure 

for non-air traffic control facilities. Activity 4 provides mission support services across the FAA 

organization. Activity 5 covers PCB&T. 

Activity 5 funding is included in the CIP but is not described as a stand alone program plan in 

Appendix B because this activity supports the management and implementation of most of the 

programs in the CIP. 

NextGen

Field Installation

Legacy Programs and Infrastructure

NextGen

F

NextGen

Legacy Systems and Infrastructure Legacy Programs and Infrastructure

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Dollars in Millions

Fiscal Year

NextGen

Field Installation

Legacy Systems and Infrastructure
10 

Table 3-1 presents the Capital Investment Portfolio allocated to budget Activities. The breakout 

shows yearly funding amounts for Activities 1 through 4 by NextGen and Legacy Systems and 

Infrastucture. Activity 5 Field Installation is broken out by NextGen and Legacy for FY 2014 

only. NextGen personnel costs are refined each year in support of the budget submission. 

Table 3-1 Capital Investment Portfolio allocated to Budget Activities ($M) 

A more detailed breakdown of funding amounts for each budget line item within each Activity is 

provided in Appendix C. Outyear programs are grouped and aligned to the FY 2014 budget line 

item structure and as the budget is revised each year the BLI titles and numbers may change to 

adjust for programs that are ending or new programs that are added. 

3.4 Legacy Systems and Infrastructure 

The FAA has a large base of automation, navigation, surveillance, communications, and weather 

systems and thousands of facilities to house personnel and systems. These systems and facilities 

provide the basic infrastructure for the future NAS and must be maintained and replaced as they 

age or when operational needs change. The FY 2014 budget request provides $1,408M for 

legacy systems and infrastructure is distributed to Activities 1 through 4 as shown in Table 3-1. 

The total funding amounts in this area for FY 2015 through 2018 is $5,354M. Most of the 

program funding in FY 2014 have continuing funding requirements in the succeeding years. 

Some areas for investment in 2014 that are key to supporting the NAS long term system 

modernization are: 

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

 Activity 1 - NextGen $339.8 $412.7 $479.4 $595.7 $601.3

 Activity 1 - Legacy $52.5 $51.3 $52.2 $57.6 $59.9

 Activity 2 - NextGen $523.9 $498.4 $488.3 $551.1 $630.0

 Activity 2 - Legacy $999.3 $1,014.1 $994.4 $878.2 $836.4

 Activity 3 - NextGen $15.0 $15.0 $15.0 $15.0 $15.0

 Activity 3 - Legacy $133.6 $117.9 $124.3 $109.3 $106.8

 Activity 4 - NextGen $9.1 $15.0 $15.0 $10.0 $10.0

 Activity 4 - Legacy $222.6 $231.8 $233.5 $237.5 $249.2

 Activity 5 - NextGen $41.0 * * * *

 Activity 5 - Legacy $441.0 $495.9 $503.9 $516.7 $527.4

NextGen Total $887.7 $941.0 $997.7 $1,171.8 $1,256.3

Legacy Total $1,408.0 $1,415.1 $1,404.4 $1,282.5 $1,252.3

Field Installation Total $482.0 $495.9 $503.9 $516.7 $527.4

$2,777.8 $2,852.0 $2,906.0 $2,971.0 $3,036.0
11 

 Terminal automation – A long term effort is underway to upgrade all of the terminal 

automation systems. This effort is needed to replace systems that are not sustainable and 

do not provide the capability to support NextGen operational improvements. In addition, 

tower cab information systems will be upgraded and replaced to provide tower controllers 

information needed to better manage surface flow. 

 Enroute automation – The new ERAM platform is planned to be installed and 

operational at all sites by the end of FY 2014. This new platform will have continuing 

enhancements to support implementation of many NextGen operational enhancements. 

 Navigation/Landing – The WAAS program will continue to augment Global Positioning 

System (GPS) to support the implementation of many operational improvements 

dependent on satellite navigation capabilities. Instrument Landing System (ILS) and 

other Navaid systems will be installed to replace older unreliable and unsupportable 

systems. 

 Surveillance/Weather – Modernization of enroute and terminal primary and secondary 

surveillance radars will be implemented to upgrade or replace aging unsupportable 

systems. Weather sensing and processing equipment will also be renewed. 

 Air Traffic Control Facilities – Air Route Traffic Control Centers, Air Traffic Control 

Towers and Terminal Radar Approach Control Facilities need continual renewal and 

replacement as those facilities age. These upgrades are needed to support installation and 

operation of future systems. 

 Power systems – NAS systems are dependent on reliable and high quality power. 

Emergency backup systems and power system components must be replaced as they age 

in order to maintain overall system reliability. New NAS systems supporting NextGen 

have increased sensitivity to power fluctuations so upgrading and replacing power 

systems is essential for future equipment investments. 

 Decommissioning – The FAA has embarked on a concerted effort to eliminate those 

systems and facilities that are no longer needed. Decommissioning will reduce system 

maintenance, utilities and lease costs. 

  

More details on all of the legacy systems and infrastructure are provided in Appendix B.

3.5 NextGen 

The total NextGen F&E FY 2014 budget request includes $887M for NextGen programs and 

$41M for personnel costs totaling $928M. The $887M for NextGen programs is distributed to 

Activities 1 through 4 as shown in Table 3-1. NextGen includes programs for the development 

and implementation of operational improvements (OIs) and the implementation of 

transformational programs. The total funding amount for FY 2015 through 2018 is $4,366M. 

Development of NextGen operational improvements can include concept development, 

modeling, safety analyses, demonstrations, international coordination, standards development, 

and other pre-implementation activities. When a concept matures and a solution is determined 

the improvement is implemented by procedure changes, system enhancements, air space 

changes, training, and avionics as necessary to support the improvement. Development of 

operational improvements will involve participation by Operations, Research and Development, 
12 

and F&E organizations and NAS users. Capital investment programs in Activity 1 develop the 

solutions for NextGen OIs and support the activities leading up to the initial investment 

management decisions for implementation. A solution, when fully developed, is baselined for 

acquisition and implementation. Activities 2 through 4 support the implementation of the 

solutions by developing system enhancements or new systems. Descriptions of the operational 

improvements in each solution set are provided in Section 4. 

The developmental NextGen work is conducted in support of the following Solution Sets: 

 Trajectory Based Operations (TBO) – Efforts in this set will be developing oceanic 

tactical trajectory management and conflict advisory concepts and procedures (BLI 

1A08), 

 Arrival/Departures at High Density Airports (HD) – Concepts and procedures to 

improve surface tactical flow and surface conformance monitoring will be developed in 

this solution set (BLI 1A10), 

 Flexible Terminal Environment (FLEX) – This set will address wake turbulence, 

closely space runways, ground based augmentation, and alternative positioning, 

navigation and timing (BLI 1A12), 

 Collaborative Air Traffic Management (CATM) – This solution set includes efforts to 

improve strategic flow management, develop concept and procedures for flight object 

information and to standardize and disseminate NAS information (BLI 1A11), 

 Reduce Weather Impact (RWI) – Efforts in this set will be developing improvements 

to weather observation and forecast capabilities (BLI 1A09), 

 Safety, Security and Environment (SSE) – This set will develop concepts to identify 

airborne security threats (BLI 1A16X); and 

 Transform Facilities (FAC) – Efforts in this set will develop concepts for system 

networked facilities (BLI 1A13, System Networked Facilities). 

NextGen Activity 1 BLIs for Demonstrations and Infrastructure Development (BLI 1A06), 

System Development (BLI 1A07) and System Networked Facilities (1A13) provide cross cutting 

support to the above solution sets and do not have Solution Set diagrams. 

NextGen transformational programs are core technologies to provide the foundation that allows 

introduction of new NextGen operational improvements. Each of these technologies supports 

multiple OIs are described below. The six transformational programs are: 

 ADS-B – Automatic Dependent Surveillance-Broadcast provides more accurate and 

timely surveillance data needed to improve NAS operations (BLI 2A13), 

 DataComm – Provides data link communications between controller and pilot to 

facilitate information transfer (BLI 1A05), 

 NVS – The NAS Voice System will provide a nationwide network of digital voice 

switches for terminal and en route air traffic facilities. These new systems will provide 

voice switch configuration flexibility required to support NextGen operational 

improvements (BLI 2B13), 

 CATMT – Collaborative Air Traffic Management Technologies provides improvements 

to the traffic flow management decision support tools that are required to support 

NextGen operational improvements (BLI 2A16), 
13 

 SWIM – System Wide Information Management provides the standards and software to 

enable information management and data sharing required to support NextGen 

operational improvements (BLI 2A12), and 

 CSS-Wx – Common Support Services – Weather provides the FAA and NAS users with 

same-time access to a unified aviation weather picture via the System Wide Information 

Management network, allowing the flexibility to proactively plan and execute aviation 

operations ahead of weather impacts (BLI 2A12). 

More details on all Nextgen programs are provided in Appendix B. 

4 NextGen Operational Improvements and Implementation Timelines 

This section describes the operational capabilities and benefits that have already been realized in 

the solution set. The OI description also identifies significant capital programs and systems that 

support the OI. For information concerning the supporting systems and capital programs, refer 

to the NAS Enterprise Architecture Roadmaps in Section 5. To obtain more information on 

NextGen accomplishments visit the following site: http://www.faa.gov/nextgen/snapshots/ 

The publicly released NextGen Implementation Plan (NGIP) provides the overall roadmap for 

how and when the FAA will accomplish the NextGen operational improvements and capabilities. 

The OI timelines illustrated below are consistent with FAA’s 2013 NGIP (available at 

http://www.faa.gov/nextgen/implementation/plan/), while the grouping of OIs are depicted by 

Solution Sets, consistent with the budget request. 

In the diagrams below, green triangles represent OIs that have been delivered. The bars depict 

the timeframe of when the OI is expected to become available. Note that activities will not 

necessarily be occurring during the entire timeframe, it represents a window of anticipated 

delivery of the improvement. Green bars represent OIs that have been deployed to at least one 

location in the NAS and additional locations or enhancements are planned for implementation. 

OIs planned for development through 2020 are identified and briefly described. Far-term OIs 

shown on the diagrams are still under development and will be described in future plans as they 

mature. 

Each OI has a 6 digit number assigned and these numbers are included as a reference in the text 

below. The first 3 digits identify the NAS Service, for example, ATC Separation Assurance/ 

Separation Management. The second 3 digits are a unique ID. The OIs are grouped by NAS 

Service within the solution set diagrams. Additional information can be found on the NAS 

Enterprise Architecture Web site at: https://nasea.faa.gov
14 

Figure 4-1 Service Roadmap Legend 

4.1 Initiate Trajectory Based Operations 

Summary Description: 

Trajectory-Based Operations (TBO) improve efficiency. Aircraft will be assigned to fly 

negotiated trajectories, which allows airspace to be used more efficiently. Computer 

automation—ground and airborne—creates these trajectories, and the trajectories are exchanged 

with aircraft by DataComm, a data link system that can automatically transmit data from FAA 

facilities to aircraft and receive return messages. ADS-B continually updates the aircraft 

position, so the controller can determine whether the aircraft will remain free of conflicts with 

other aircraft and restricted airspace. Key elements in making TBO work are the accurate 

exchange of complex information that DataComm provides and FAA’s ability to negotiate with 

pilots via DataComm on how to maneuver if they have to deviate from their approved trajectory. 

This solution set focuses primarily on en route cruise operations, although all phases of flight 

will benefit from TBO. 

TBO Operational Capabilities and Benefits Accomplished to Date 

Oceanic In Trail Climb and Descent operational trials have been successfully completed which 

will allow aircraft to achieve user preferred flight level changes improving flight efficiency. 

Key

•NAS Enterprise Architecture (EA) 

Service / NextGen Implementation 

Plan (NGIP) Function

• Far Term Capability

• Mid Term Capability

• Capability Available and 

Enhancements Planned

• Joint Planning Development 

Office (JPDO) is Office of 

Primary Responsibility

• Delivery

* • Operational Improvement 

included in 2013 NGIP

• (Initial Operating Capability targeted 

within the box)
15 

Automatic Dependent Surveillance-Broadcast (ADS-B), continues steady deployment of ground 

based installations to provide surveillance services, with full coverage of the NAS projected by 

2014. NAS users benefiting from this system include: 

 UPS employs ADS-B to maximize the flow of its cargo planes into the Louisville, KY 

hub and improve flow rates at its Philadelphia hub. 

 Helicopter operators experience fewer and shorter delays flying over the Gulf of Mexico 

to and from oil platforms because controllers use ADS-B to gain a more accurate 

depiction of their location. 

 General aviation aircraft on the East Coast have access to broadcasts of air traffic near 

their aircraft and other flight information including up-to-date weather. 

Required Navigation Performance (RNP) departure routes and approaches have been developed 

at several airports. Properly equipped aircraft can fly more precise routes saving time and fuel. 

Airports where RNP benefits have been achieved include Houston, Atlanta, Seattle, Minneapolis, 

Portland and Newark. Some examples of RNP benefits: 

 Redesigned departure and arrival routes for Houston reduce average distance traveled by 

9 miles and time flown by 2 minutes for the new approaches. 

 Atlanta is using RNP procedures to reduce congestion for planes taking off that are 

projected to save the airlines approximately $10 million per year. 

 A major airline has adopted NextGen arrival procedures and estimates savings of 18 

gallons of fuel per flight by flying routes defined by precision satellite navigation. 

 RNP approach procedures were established in Seattle to provide integrated optimal 

decent for reduced fuel consumption and avoidance of noise sensitive areas. 

Use of satellite based navigation is expected to cut a total of seven million nautical miles from 

flight plans around metroplex cities each year. Shorter routes and gradual descents are projected 

to save more than 20 million gallons of fuel annually, resulting in 220,000 metric tons less 

carbon – or the equivalent of taking 43,000 cars off our roads. 

 
16 

Timeline:

Figure 4-2 Trajectory Based Operations (1) 

Operational Improvements

This section describes the mid-term-planned operational improvements associated with TBO. In 

figure 4-2, the ATC Separation Assurance/ Separation Management services area, planned 

improvements are the following: 

1. Delegated Responsibility for In-Trail Separation (102118) would allow pilots, when 

authorized by the controller, to maintain safe spacing with other aircraft. The aircraft 

would have to be equipped with Cockpit Display of Traffic Information (CDTI) and 

Automatic Dependent Surveillance – Broadcast (ADS-B). The CDTI provides a cockpit 

display of surrounding aircraft. Improvements supporting this improvement are En Route 

Automation Modernization (ERAM) Mid-Term Work Package and ADS-B. 

2. Oceanic In-Trail Climb and Descent (102108), when authorized by the controller, would 

allow aircraft to safely reduce separation from the aircraft in front of them for quicker 

entry to their desired altitude on climb, and also fly more optimal descent profiles on 

arrival to save fuel. Separate procedures for ADS-B and ADS-C based In-Trail Climb 

and Decent are being evaluated via trials in the Pacific. The aircraft would have to be 

equipped with ADS-B or ADS-C (a system similar to ADS-B that is used in oceanic 

airspace) and Controller Pilot Data Link Capability (CPDLC) and meet Required 

Initiate Trajectory-Based Operations (1 of 2)

FY

Trajectory Based Management Gate-to-Gate 104126

ADS-B Separation 102123

March 28, 2013 Version 5.1

Delegated Responsibility for In-Trail Separation 102118

Oceanic In-trail Climb and Descent 102108*

Automated Negotiation/Separation 

Management 104121

Reduce Horizontal Separation Standards, En Route - 3 Miles 102117

Reduced Oceanic Separation and Enhanced Procedures 102136

Flexible Routing 102146

Initial Conflict Resolution Advisories 102114

Flexible Entry Times for Oceanic Tracks 104102

Point-in-Space Metering 104120*

Automation Support for Trajectory Negotiation 104105

Automation Support for Conflict Resolution 104127 

Automation Support for Separation Management 102137*

ATC Separation Assurance / Separation Management

TM Synchronization / Trajectory Management

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Self Separation Airspace-Oceanic 102147

Self-Separation Airspace Operations 102148
17 

Navigation Performance 4 (RNP 4). FAA investments would include upgrades to ATOP 

(an oceanic air traffic automation system). 

3. ADS-B Separation (102103) provides aircraft position data in non radar airspace 

allowing controllers to provide radar like separation standards and services. The ADS-B 

positional reports are incorporated into the surveillance data processing systems and 

displayed to the controller. The ADS-B program provides the surveillance service and 

the automation upgrades needed to process the surveillance data. 

4. Automation Support for Separation Management (102137) would provide controllers 

with the tools to manage aircraft with differing navigation capabilities and provide safe 

separation when following aircraft are affected by the wake turbulence of an aircraft in 

front of them. Investment supporting this improvement is the En Route Automation 

Modernization (ERAM) mid-term work package. 

5. Initial Conflict Resolution Advisories (102114) are an enhancement to the existing 

conflict probe software to provide rank-ordered advisories to the controller to better 

accommodate pilot requests for trajectory changes. The investment supporting this 

improvement is ERAM Mid Term Work Package. 

In the TM Synchronization/Trajectory Management services area the planned improvements are 

the following: 

1. Flexible Entry Times for Oceanic Tracks (104102) will allow aircraft to reach their 

preferred trajectories sooner, which will minimize fuel burn. The investments supporting 

this improvement are Time Based Flow Management (TBFM), Dynamic Ocean Track 

System (DOTS) or 4D Oceanic Trajectory Management (OTM4D) system and the 

accelerated Terminal Data Link System (TDLS). DOTS analyzes weather data and 

calculates the most efficient tracks for oceanic flights, and the TDLS provides automated 

departure clearances to aircraft. 

2. Point-in-Space Metering (104120) uses scheduling tools to ensure smooth flow of traffic 

and efficient use of airspace. Pilots are assigned a specific trajectory and scheduled times 

to reach specific points on the assigned trajectory. This maximizes use of airspace by 

reducing the need to alter aircraft flight paths to maintain separation. Investments 

supporting this improvement are Collaborative Air Traffic Management Technologies 

(CATMT); ERAM D-Position Upgrade and System Enhancements (ERAM System 

Enhancements and Technology Refreshments and ERAM Sector Enhancements); System 

Wide Information Management (SWIM) and the TBFM tool. 
18 

Timeline: 

Figure 4-3 Trajectory Based Operations (2) 

In figure 4-3, the Airspace Management/Capacity Management service area’s planned mid-term 

improvements are: 

1. Flexible Airspace Management (108206) upgrades automation to support reallocation of 

aircraft status information to different controller positions and, in some cases, to different 

facilities. These improvements will allow facility managers to better match the volume 

of traffic with available staffing. The FAA investments to implement this capability are 

Airspace Information Management (AIM) system, the ERAM Mid Term Work Package, 

Surveillance Interface Modernization (SIM), System Wide Information Management 

(SWIM) including Common Support Services, and the NAS Voice System (NVS). 

2. Increase Capacity and Efficiency Using Area Navigation (RNAV) and Required 

Navigation Performance (RNP) (108209) expands the number of approach and departure 

routes at airports for those aircraft equipped with highly accurate aircraft navigation 

systems and qualified pilots. The FAA investments to implement this capability include 

CATMT, ERAM mid-term work package and additional Distance Measuring Equipment 

(DME) systems. 

 

Initiate Trajectory-Based Operations (2 of 2)

FY

Airspace Management / Capacity Management (Airspace)

Flexible Airspace Management 108206

Provide Interactive Flight Planning from Anywhere 101103

Dynamic Airspace Performance Designation 108213

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Flow Corridors – Level 2 Dynamic 108106

ATC-Advisory & Flight Planning, Emergency and Alerting, InfrastructureInformation Management / Flight and State Data Management

Flow Corridors – Level 1 Static 108105

Increase Capacity and Efficiency Using RNAV and RNP 108209*

March 28, 2013 Version 5.1
19 

4.2 Increase Arrivals and Departures at High Density Airports 

Summary Description: 

This solution set addresses improving use of available capacity at airports: 

 With large numbers of operations; 

 That have multiple runways with both airspace and taxiing interactions; and 

 In close proximity to other airports that have the potential for airspace interference. 

Operational issues make it difficult for an airport to achieve its maximum arrival or departure 

capacity. If the arrival stream to an airport contains a mixture of small and large aircraft, 

maximizing use of runway capacity is not possible. Differences in aircraft arrival speed or the 

effect of wake turbulence from heavy category aircraft can require increased separation between 

aircraft. Wake turbulence from a heavy category aircraft requires controllers to increase 

separation to 5 miles or more between the two aircraft when a small aircraft is following a heavy 

category aircraft. Multiple runways at an airport can also complicate movement of aircraft on 

the ground and create restrictions on the number of takeoffs from available runways. In major 

metropolitan areas, multiple major hub airports that have overlapping terminal airspace must 

share that airspace, and significant restrictions on terminal operations result, when winds dictate 

that an approach path used for the active runways at one of the airports limits the use of 

approach paths for certain runways at nearby airports. Operational improvements in this solution 

set address some of these limitations in order to make more efficient use of the available 

runways. 

High Density Airport Operational Capabilities and Benefits Accomplished to Date 

Implementing updated criteria for Closely Spaced Parallel Runways have resulted in 

improvements at some of the most challenged airports. In San Francisco, updated criteria will 

enable departure increases of potentially 25 to 50 percent per hour. 

Approved changes for simultaneous dependent parallel approach procedures have been approved 

at Newark and San Francisco resulting in increased airport capacity. 

Enhancements to surface operations at JFK were tested successfully and procedural changes are 

now in use. Holding aircraft at the gate reduces taxi time and congestion on taxiways, and saves 

fuel. Systems that allow improved control of surface operations have also been tested at DallasFt. Worth airport. 

Traffic Management Advisor’s (TMA’s) Adjacent Center Metering (ACM) capability is 

delivering efficiency benefits by providing to controllers better estimates of arrival times 

resulting in more efficient slot and delay allocation. It also enables controllers to better manage 

ground operations which increases the airlines ability to depart on time. Atlanta and Newark 

airports have experience significant saving in miles in trail restrictions (80% reduction at 

Atlanta) and holding events (70% reduction at Atlanta) as a result of ACM. ACM has been 

installed at 19 major airports. 
20 

Timeline: 

Figure 4-4 Increase Arrivals/Departures at High Density Airports 

Operational Improvements

This section describes the mid-term planned improvements associated with Increase Arrivals/ 

Departures at High Density Airports. In figure 4-4 the ATC Separation Assurance/Separation 

Management service area’s planned improvement is: 

Improved Parallel Runway Operations (102141) will recover lost capacity by reducing 

separation standards for two aircraft approaching side by side to closely spaced parallel 

runways. When parallel runways are less than 4,300 feet apart, special procedures are 

required to maintain separation for aircraft approaching the two runways. Depending on 

the amount of runway separation, these procedures can be for dependent (terminal 

controller must adjust separation) or independent (ATC shares separation responsibility 

with the flight deck) operations in lower visibility conditions. The investments 

supporting this capability are Terminal Automation Modernization Replacement (TAMR) 

and Wake Turbulence Mitigation Arrivals (WTMA). 

In the Traffic Management Synchronization/Trajectory Management services area, the planned 

improvements are the following: 

1. Initial Surface Traffic Management (104209) uses automation tools for departure 

scheduling to improve flow of surface traffic at high-density airports. Automation 

provides surface sequencing and staging lists for departures and predicts departure 

Increase Arrivals/Departures at High Density Airports

FY

Delegated Responsibility for Horizontal Separation (lateral and longitudinal) 102143

Improved Parallel Runway Operations 102141

Efficient Metroplex Merging and Spacing 102142

Time-Based Metering Using RNAV and RNP Route 

Assignments 104123*

Initial Surface Traffic Management 104209*

Enhanced Departure Flow Operations 104208

Full Surface Traffic Management with Conformance Monitoring 104206

TM-Synchronization / Trajectory Management

Airspace Management / Capacity Management (Airspace)

Integrated Arrival/Departure Airspace Management 104122

ATC-Separation Assurance / Separation Management

Delegated Separation - Complex Procedures 102149

Reduce Separation – High Density Terminal Less Than 3-Miles 102150

Integrated Arrival/ Departure And Surface Traffic 

Management for Metroplex 104125

Limited Simultaneous Runway Occupancy 102153

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Time-Based Metering in the Terminal Environment 104128

Current Tactical Management of Flow in the 

En Route for Arrivals/Departures 104115*

Improved Management of Arrivals/Surface/Departure Flow Operations 104117*

March 28, 2013 Version 5.1
21 

delays. By better scheduling departures from the gate, the time between leaving the gate 

and takeoff is reduced resulting in fuel and time savings. Investments that support this 

improvement are Time Based Flow Management (TBFM), Tower Flight Data Manager 

(TFDM), Airport Surface Detection Equipment (ASDE), CATMT, and System Wide 

Information Management (SWIM). 

2. Time Based Metering Using RNAV and RNP Route Assignments (104123) allows more 

efficient use of runways and airspace in high-density airport environments. For those 

aircraft that are equipped to fly more precise routes and conform to time metering, arrival 

and departure paths are shortened to save fuel and minimize delays. Investments that 

support this improvement include the ERAM Mid Term Work Package, TBFM, and 

Distance Measuring Equipment (DME). 

3. Improved Management of Arrivals/Surface Departure Flow Operations (104117) 

integrates advanced arrival and departure flow management with advanced surface 

operations to improve overall airport capacity and efficiency. Arrival and departure 

scheduling tools and 4D trajectory agreements are used to make collaborative real-time 

adjustments to aircraft sequencing to optimize use of airport capacity. Investments that 

support this improvement are Collaborative Air Traffic Management Technologies 

(CATMT), TFDM, and SWIM. 

4. Enhanced Departure Flow Operations (104208) incorporate taxi instructions, surface 

movement information, and aircraft wake category in decision support tools. Clearances 

are developed, delivered, monitored and provided in digital data or textual format to the 

flight deck display. Surface decision support and management systems use ground and 

airborne surveillance and a scheduling and sequencing system to develop and maintain 

schedules of departing aircraft to optimize runway use and facilitate transmission of other 

operational information. 

5. Current Tactical Management of Flow in the En Route for Arrivals/Departures (104115) 

provides controllers the tools to sequence and space air traffic thereby maximizing NAS 

efficiency and capacity in the arrival and departure phases of flight. Controllers 

synchronize aircraft by monitoring flows, making control decisions, and modifying flight 

trajectories to meet operational objectives and accommodate user preferences. The 

investment supporting this capability is Time Based Flow Management (TBFM). 

6. Time Based Metering in the Terminal Environment (104128) optimizes use of terminal 

airspace and surface capacity. Automation develops trajectories and allocates time-based 

slots for various points within the terminal environment, using RNAV routes, enhanced 

surveillance, and data communications. It extends current metering capabilities into the 

terminal environment and supports end-to-end metering and trajectory-based operations. 

It also supports capabilities designed to expand the use of terminal separation standards 

in transition airspace, and builds the foundation for future advanced airborne-based 

applications that will use ground-based automation to maintain the sequence of aircraft 

into and out of high density terminal locations. Investments that support this 

improvement include the ERAM mid-term work package, TBFM and TAMR. 

In the Airspace Management/Capacity Management services area, the planned improvement is 

the following: 
22 

Integrated Arrival/Departure Airspace Management (104122) to take advantage of 

terminal procedures and separation standards in adjacent en route airspace to increase 

flow and introduce additional routes and flexibility. Investments that support this 

improvement are CATMT, ERAM Mid Term Work Package, TBFM, TAMR, SWIM, 

and Surveillance Interface Modernization (SIM). 

4.3 Increase Flexibility in the Terminal Environment 

Summary Description: 

This solution set concentrates on improvements in the access, situational awareness, and 

separation services at airports. Unlike the high-density solution set that focuses on increased 

sophistication of traffic management to manage demand at large airports, this solution set reflects 

the common needs that all airports have: precision landing guidance, surface situational 

awareness, and improved management of flight data. 

Flexible terminal operations will serve a mix of Instrument Flight Rules (IFR)/Visual Flight 

Rules (VFR) traffic, with aircraft types ranging from airline transport to small general aviation 

aircraft. Airports can be towered or non-towered, depending on traffic demand. Some satellite 

airports will experience higher traffic demand due to migration of aircraft with less sophisticated 

avionics to these smaller airports to avoid traffic congestion. These airports can serve an 

important role by handling the potential increase in use of personal aircraft for pleasure and 

business. 

Flexible Terminal Operational Capabilities and Benefits Accomplished to Date 

Optimized Profile Descent (OPD) is operational at Anchorage, Atlanta, Charleston, El Paso, 

Honolulu, Las Vegas, Los Angeles, Louisville, Miami, Philadelphia, Phoenix, Raleigh-Durham, 

Reno, Sacramento, San Diego, San Francisco, Seattle and Washington DC. The vertical 

profiles are designed to allow aircraft to descend using reduced thrust settings from the top of 

descent to final approach. OPDs reduce fuel consumption, emissions, and noise during descent. 

Preliminary data from Washington indicate a fuel burn savings of $2.3M per year. 

Traffic Situational Awareness with Alerts (TSAA) is available at Boston, Chicago and Denver to 

warn controllers if a ground vehicle is entering an active runway. 

 

Expanded Low Visibility Operations lowers RVR minima from 2400 feet to 1800 feet (or lower, 

depending on the airport and requirement) at selected airports. This reduced minima increases 

airport capacity during inclement weather. 

Re-Categorized Wake Separation Standards are in effect at Memphis. Estimates are that wake 

re-categorization will allow up to 20 percent more runway throughput when airports are 

operating under IFR. 

Category I Ground Based Augmentation System (GBAS) is operational at Houston and Newark 

which provides precision landing guidance without traditional ILS capability. 
23 

Timeline: 

Figure 4-5 Increase Flexibility in the Terminal Environment (1)

Operational Improvements 

This section describes the mid-term planned improvements associated with Increase Flexibility 

in the Terminal Environment. In figure 4-5 the ATC Separation Assurance/Separation 

Management services area planned improvements are the following: 

1. Wake Turbulence Mitigation for Departures (WTMD): Wind-Based Wake Procedures 

(102140). Based on wind measurements, wake turbulence separation standards can be 

adjusted quickly to allow more departure operations on an airport’s Closely Spaced 

Parallel Runways (CSPR), which would improve use of runway capacity. Observed and 

forecasted airport wind information can be processed and displayed in the tower to 

indicate which runways can be used for immediate departures after a heavy category 

aircraft departs on an adjacent CSPR. The WTMD system measures and forecasts 

runway crosswinds to determine when there will be sufficient crosswind to prevent the 

wake from a departing aircraft from moving into the takeoff corridor of an aircraft 

departing on an adjacent runway. Using WTMD during periods of favorable crosswinds 

will allow controllers to maximize the departure capacity of an airport’s CSPR. 

2. Ground Based Augmentation System (GBAS) Precision Approaches (107107) is a 

capability for airports to provide GPS augmentation to support precision approaches to 

Increase Flexibility in the Terminal Environment (1 of 2)

FY

ATC-Separation Assurance / Separation Management

TM-Synchronization / Trajectory Management Expanded Low Visibility Operations using Lower RVR Minima 107119

Single Runway Arrival Wake Mitigation 102145

Single Runway Departure Wake Mitigation 102151

Dynamic, Pairwise Wake Turbulence Separation 102152

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Low Visibility/Ceiling Approach Operations 107117*

Low Visibility/Ceiling Landing Operations 107118*

Low Visibility Surface Operations 107202

Low Visibility/Ceiling Takeoff Operations 107115*

Low Visibility/Ceiling Departure Operations 107116

Use Optimized Profile Descent 104124

Ground Based Augmentation System (GBAS) Precision Approaches 107107*

Wake Turbulence Mitigation for Departures (WTMD): Wind-Based Wake Procedures 102140*

Wake Turbulence Mitigation for Arrivals: CSPRs 102144

Expanded Radar-Like Services to Secondary Airports 102138

Provide Surface Situation to Pilots, Service Providers and Vehicle Operators for Near-Zero-Visibility Surface Operations 102409

Wake Re-Categorization 102154*

March 28, 2013 Version 5.1
24 

Category I and eventually Category II/III minimums for properly equipped runways. 

GBAS can support curved precision approaches and high-integrity surface movement 

requirements. This is an economical way to increase the number of runways with 

instrument approaches that allow operations in low-visibility conditions. Investment by 

airports in GBAS supports this improvement. 

3. Expanded Radar-Like Services to Secondary Airports (102138) will be available in 

Instrument Meteorological Conditions (IMC) at secondary airports. Equipped aircraft 

will automatically receive airborne broadcast traffic information and, at select airports, 

surface traffic information. Enhanced surveillance coverage will also be available in 

areas of mountainous terrain where radar coverage is limited. 

4. Wake Turbulence Mitigation for Arrivals (WTMA): CSPRs (102144) allows controllers 

to reduce the instrument flight rules wake mitigation separation for two aircraft landing 

on an airport’s adjacent CSPR. When crosswinds are stable and strong enough so that the 

wake of the lead aircraft landing on one runway cannot be transported into the path of the 

following aircraft, controllers can reduce wake mitigation separations. Observed and 

forecasted airport wind information will be processed and provided to controller displays 

to show the minimum diagonal separation between approaching aircraft. Investments 

that support this improvement are: Terminal Automation Modernization Replacement 

(TAMR), WTMA, and Integrated Terminal Weather System (ITWS). 

5. Wake Re-Categorization (102154) - Legacy world-wide air traffic control wake 

mitigation separation standards have been updated based on data collected and 

subsequent analysis of aircraft wake generation, wake decay, and wake encounter effects 

for representative aircraft. The updated standards allow more efficient use of existing 

airport runways. As more automation and information sharing NextGen capabilities are 

enabled, even more efficient wake separation standards can be established that consider 

real-time atmospheric and aircraft configuration information. 

The Traffic Management Synchronization/ Trajectory Management service area (shown in figure 

4-5) planned improvements are the following: 

1. Use Optimized Profile Descent (104124) permits aircraft to minimize power settings 

during descent to an airport to save fuel. These descent profiles are being used, and they 

save significant fuel. Investments that support this improvement include ERAM midterm work package and TAMR. 

2. Low Visibility Surface Operations (107202) will use ground surveillance systems to 

inform controllers of surface movements and runway status lights will alert pilots when it 

is unsafe to enter or cross a runway. Investments that support this improvement are: 

TFDM, ADS-B, Airport Surface Detection Equipment (ASDE-X), Airport Surface 

Surveillance Capability (ASSC) and Runway Status Lights (RWSL). 

3. Low Visibility/Ceiling Approach Operations (107117) improves the ability of aircraft to 

complete approaches in low visibility/ceiling conditions. The user investment that 

supports this improvement is the Enhanced Flight Vision System (EFVS). 

4. Low Visibility/Ceiling Landing Operations (107118) permit aircraft to land in low 

visibility/ceiling conditions when equipped with EFVS. 
25 

5. Low Visibility/Ceiling Takeoff Operations (107115) allows aircraft to takeoff when 

visibility is very limited. The aircraft must have advanced vision capabilities such as a 

heads up display, synthetic vision system, or an enhanced flight vision system. 

6. Low Visibility/Ceiling Departure Operations (107116) allows appropriately equipped 

aircraft to depart in low visibility conditions. The user investment that supports this 

improvement is the EFVS. 

7. Expand Low Visibility Operations Using Lower RVR Minima (107119) provides greater 

access to selected airports during low visibility conditions by lowering RVR minima 

from 2400 feet to 1800 feet (or lower, depending on the airport and requirement). A 

greater number of aircraft can complete scheduled flights thereby reducing diversions or 

delays which can cause a rippling impact throughout the NAS. 

Timeline: 

Figure 4-6 Increase Flexibility in the Terminal Environment (2)

In figure 4-6, the ATC Advisory and Flight Planning, Emergency and Alerting, Infrastructure 

Information Management/Flight and State Data Management service area’s planned 

improvements are the following: 

1. Expanded Traffic Advisory Services Using Digital Traffic Data (103206) provides traffic 

information to the flight deck, including automatic dependent surveillance (ADS) 

information, the rebroadcast of non-transmitting targets and traditional traffic advisories. 

This improves situational awareness in the cockpit by providing more accurate and timely 

digital traffic data directly to aircraft. 

Increase Flexibility in the Terminal Environment (2 of 2)

FY

Provide Full Surface Situation Information 102406*

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

ATC-Advisory & Flight Planning, Emergency and Alerting, InfrastructureInformation Management / Flight and State Data Management

Enhanced Surface Traffic Operations 104207*

Navigation

RNAV Standard Instrument Departure (SID), Standard Terminal 

Arrival Routes (STAR), and Approaches 107103*

Expanded Traffic Advisory Services Using Digital Traffic Data 103206

March 28, 2013 Version 5.1

Improved Runway Safety Situational Awareness for Controllers 103207*

Improved Runway Safety Situational Awareness for Pilots 103208*
26 

2. Provide Full Surface Situation Information (102406) by broadcasting aircraft and vehicle 

position to ground and aircraft displays would provide a comprehensive picture of the 

airport surface to controllers, equipped aircraft and flight operation centers to enhance 

safety and efficiency. This would also help prevent runway incursions. Investments that 

support this operational improvement are TFDM, ASDE X, ASSC and ADS-B. 

3. Enhanced Surface Traffic Operations (104207) would use data communications to 

exchange taxi clearances, amendments and requests between ATC and aircraft. This 

would decrease the time to provide clearances to aircraft and potentially decrease taxi and 

takeoff delays. Investments that support this improvement are DataComm and TFDM. 

4. Improved Runway Safety Situational Awareness for Controllers (103207) will develop 

additional ground based capabilities including improved runway markings and initial 

controller taxi monitoring capabilities. All of these improvements will increase the 

controller’s awareness of the location of surface traffic. Investments that support this 

improvement are TFDM and ASDE. 

5. Improved Runway Safety Situational Awareness for Pilots (103208) improves pilot 

awareness of their location on the airport surface. Equipped aircraft will have a surface 

moving map to display their position and in future enhancements it will show the location 

of other aircraft near them. Investments that support this improvement are TFDM, 

ASDE-X, ADS-B, and Runway Status Lights (RWSL). 

The Navigation service area (shown in figure 4-6) planned improvement is the following: 

Area Navigation (RNAV) Standard Instrument Departure (SID), Standard Terminal 

Arrival Route (STAR), and Approaches (107103) supports the development of departure 

and approach procedures using Global Positioning System (GPS) and Distance 

Measuring Equipment (DME) based avionics to provide the required aircraft position 

accuracy along a specified route. The resulting procedures provide more efficient (time 

and fuel) arrivals and departures. 

4.4 Improve Collaborative Air Traffic Management (CATM) 

Summary Description: 

This solution set covers strategic and tactical air traffic flow management, including interactions 

with operators to guide choices when the FAA cannot accommodate the desired route of flight. 

CATM includes flow programs and collaboration on procedures that will shift flights to alternate 

routings, altitudes, or times when there is severe weather affecting operators’ planned routes, or 

when demand for certain routes exceeds capacity. CATM also includes development of systems 

to distribute and manage aeronautical information, manage airspace reservations, and manage 

flight information from preflight to post flight analysis. 

Existing ATM tools for managing system demand and capacity imbalances are relatively coarse. 

Optimal solutions would minimize the extent to which flights are either over-constrained or 

under-constrained. Flight restrictions can unnecessarily interfere with optimizing operator 

efficiency and increase the cost of travel. Restrictions also inhibit operators from specifying a 

preferred alternative and constrain their involvement in resolving imbalance issues. The overall 
27 

philosophy driving delivery of CATM services in NextGen is to accommodate flight operator 

preferences as much as possible. Restrictions should be imposed only when a real operational 

need exists. If restrictions are required, the goal is to maximize opportunity for aircraft operators 

to maintain operating efficiency based on their priorities while complying with the restrictions. 

CATM Operational Capabilities and Benefits Accomplished to Date 

The Enhanced Congestion Prediction tool matches user preferences to airspace with available 

capacity. This capability provides accurate planning of traffic management initiatives (TMIs) to 

match strategic prediction of congestion and capacity. 

Execution of Flow Strategies provides controllers the ability to make flight specific changes 

incrementally with the ability to observe the effect before taking additional action. This 

capability protects the flight plan from additional reroutes and negotiated trajectories. 

Collaborative Departure Queue Management (CDQM) assigns times to departing aircraft based 

on exchanging airport capacity and aircraft readiness information at Memphis and Orlando. 

This reduces taxi time by providing an efficient flow of aircraft to the runway. 

Broadcast of Flight and Status Data to Pilots is operational at 10 ARTCCs which provides ondemand NAS information to pilots. 

SWIM is currently providing weather information and enterprise messaging services for airport 

surface products to 17 users. 

Timeline: 

Figure 4-7 Improve Collaborative ATM 

Improve Collaborative ATM

FY

Full Collaborative Decision Making 105207

TM-Strategic Flow / Flow Contingency Management (Strategic Flow)

Airspace Management / Capacity Management (Airspace)

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

ATC-Advisory & Flight Planning, Emergency and Alerting, Infrastructure-Information 

Management / Flight and State Data Management

On-Demand NAS Information 103305*

Provide Full Flight Plan Constraint Evaluation with Feedback 101102*

Continuous Flight Day Evaluation 105302*

Traffic Management Initiatives with Flight Specific Trajectories 105208*

Improved Management of Special Activity Airspace 108212*

March 28, 2013 Version 5.1
28 

Operational Improvements 

This section describes the mid-term planned improvements associated with Improve 

Collaborative Air Traffic Management. 

In figure 4-7, the Traffic Management Strategic Flow/Flow Contingency Management service 

area’s planned improvements are the following: 

1. Continuous Flight Day Evaluation (105302) involves both real-time NAS performance 

and post-event analysis of traffic management initiatives. Real-time constraints are 

transmitted to the ATC Command Center to help determine whether ground stops need to 

be implemented or other air traffic constraints are required. Real-time information 

minimizes the delays associated with flow restrictions and continuous evaluation of past 

performance improves future decisions about when they should be used. Investments 

that support this improvement are the Aeronautical Information Management (AIM), 

CATM, and System Wide Information Management (SWIM). 

2. Traffic Management Initiatives with Flight Specific Trajectories (105208) will generate 

and send flight specific trajectory changes for aircraft to FAA facilities for approval when 

these initiatives are implemented. This capability will increase the ability to adjust and 

respond to dynamically changing conditions such as severe weather, air traffic 

congestion, and system outages. Investments that support this improvement are CATM, 

ERAM, and SWIM. 

In the Airspace Management/Capacity Management service area the planned improvement is the 

following: 

Improved Management of Special Use Airspace (108212) calls for upgrading the 

automated links used to transfer information concerning status of airspace reserved for 

special purposes such as military operations. Status changes are transmitted to the flight 

deck via voice or DataComm. Trajectory planning can then be managed dynamically 

based on real-time information. The ability to use special use airspace can shorten route 

lengths and avoid the congestion caused by forcing aircraft into narrow paths between 

restricted areas. This improvement builds on existing systems with the important 

upgrade of almost instantaneous information transfer regarding when it is safe to use this 

airspace. Investments that support this improvement are AIM, CATMT, ERAM, ADS-B 

and SWIM. 

In the ATC - Advisory & Flight Planning, Emergency and Alerting, Infrastructure Information 

Management/Flight and State Data Management service area, the planned improvements are the 

following: 

1. Provide Full Flight Plan Constraint Evaluation with Feedback (101102) incorporates 

constraint information into FAA automation systems and makes this information 

available to users for pre-departure flight planning. The constraint information includes 

equipment outages, air traffic congestion, status of special use airspace, and significant 

weather information. Providing this information will allow selection of the most efficient 

flight path and avoid adjustments while in flight that increase flight time and fuel burn. 
29 

Investments that support this improvement are Future Flight Service Program (FFSP), 

AIM, ERAM mid-term work package, CATMT and SWIM including Common Support 

Services. 

2. On-Demand NAS Information (103305) will provide NAS status and aeronautical 

information to authorized users and equipped aircraft on demand. This will allow pilots 

to make informed decisions on routes and conditions at departure and destination 

airports. Investments that support this improvement include FFSP, AIM, CATMT, 

ERIDS, Information Display System (IDS), ADS-B, and SWIM including Common 

Support Services. 

4.5 Reduce Weather Impact: 

Summary Description: 

Currently, NAS weather data is not well integrated into either manual procedures or automated 

decision-support systems. Moreover, data is not readily available to the full spectrum of decision 

makers, and forecast weather is not sufficiently accurate. To support the predicted volume of 

future air traffic operations, improvements are needed. Unpredicted changes in weather are of 

prime concern because of the significant impact and disruption they create throughout the entire 

NAS. The current system does not respond well to unpredicted weather situations or to weather 

systems that evolve differently than expected. This solution set will improve weather predictions 

to support proactive planning operations rather than adjusting for impacts after the weather has 

changed. 

Improvements include providing accurate, consistent, and integrated weather information to Air 

Traffic Management Specialists, other air traffic control facilities, airline flight operations 

centers (FOC), and the flight deck to support both tactical and strategic operational decisionmaking tools. Other refinements will be developed that improve weather observations, upgrade 

forecasts, and disseminate weather information to mitigate the severity of weather impacts. 

Improved forecasts will incorporate a better characterization of uncertainty and assist operators 

in safely planning and conducting four dimensional, gate-to-gate, trajectory-based operations to 

not only avoid storm hazards and provide comfortable flight conditions, but also to increase 

overall efficiency by improving routing/rerouting decision making. Decision support systems 

will directly incorporate weather data to aid decision makers in developing the best response to 

potential weather-related operational effects, thus minimizing the level of traffic restrictions 

required in 0–8 hours planning horizons. 

The FAA will deploy a Common Data Distribution capability as part of its enterprise solution for 

information management in conjunction with the SWIM Segment 2 Enterprise Solution. The 

Common Data Distribution capability will provide as its first products the dissemination of 

weather information to support both real-time operations as well as strategic planning products to 

enhance collaborative and dynamic NAS decision making. It will provide network access to 

weather information from many different sources. 

 
30 

Weather Operational Capabilities and Benefits Accomplished to Date 

Integration of the Convective Weather Avoidance Model (CWAM) for the Route Availability 

Planning Tool (RAPT) is operational. CWAM helps air traffic controllers and airline dispatchers 

determine which departure routes will be affected by operationally significant convective 

weather up to 90 minutes into the future. 

Corridor Integrated Weather System (CIWS) aviation weather has extended forecast capability 

from 0-2 hours out to 8 hours and provided this capability to Airlines on a trial basis. Airlines 

have estimated a savings of $26M per year since 2010. 

Flight Information Service – Broadcast (FIS-B) is providing weather information to general 

aviation pilots to provide situational awareness of weather conditions and forecasts. 

Timeline: 

Figure 4-8 Reduce Weather Impact

Operational Improvements

This section describes the mid-term planned improvements associated with the Reduce Weather 

Impact solution set. 

In figure 4-8, the Traffic Management Synchronization/Trajectory management service area’s 

planned improvement is the following: 

Initial Integration of Weather Information into NAS Automation and Decision Making 

(103119) will disseminate timely, more accurate weather information to the FAA and 

Reduce Weather Impact

FY

Full Improved Weather Information and Dissemination 103121 

Initial Improved Weather Information from Non-Ground Based Sensors 103116 

TM Synchronization / Trajectory Management

TM Strategic Flow / Flow Contingency Management (Strategic Flow)

ATC-Advisory & Flight Planning, Emergency and Alerting, Infrastructure-Information 

Management / Flight and State Data Management

Full Improved Weather Sensor Network 103122

Full Integration of Weather Information into NAS Automation and Decision Making 103123

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

March 28, 2013 Version 5.1

Initial Integration of Weather Information into NAS Automation and Decision Making 103119

Deploy FIS-B Nationally 103104
31 

airline dispatch decision support tools. Better access to improved weather forecasts and 

integrating this information into decision support tools will improve efficiency of 

operations by avoiding unnecessary deviations from planned flight paths resulting in time 

and fuel savings. Investments that support this improvement are Collaborative Air 

Traffic Management Technologies (CATMT), ERAM Mid Term Work Package, Tower 

Flight Data Manager (TFDM), Time Based Flow Management (TBFM), System Wide 

Information Management (SWIM) and SWIM Common Support Service. 

The ATC Advisory & Flight Planning, Emergency and Alerting, Infrastructure Information 

Management/Flight and State Data Management service area’s planned improvement is the 

following: 

Initial Improved Weather Information from Non-Ground Based Sensors (103116) would 

collect weather information from aircraft in flight and satellites to supplement the 

existing network of ground sensors. It will increase the reliability of forecasts of 

turbulence, convective weather, and in-flight icing. The improved accuracy of this 

weather information will be route and altitude specific improving both safety and 

efficiency. Investments that support this improvement are SWIM and Common Support 

Service. 

4.6 Increase Safety, Security, and Environmental Performance 

Safety: 

Summary Description: 

Safety is FAA’s highest priority. NextGen will interweave safety analysis with every initiative 

that is part of the NextGen effort. As NextGen technologies are introduced in the NAS, crosscutting teams of safety experts from FAA lines of businesses (LOB’s) will ensure that potential 

risks due to system changes are identified and adequately mitigated. Integrated safety 

assessments of NextGen conceptual initiatives will identify hazards and potential contributory 

factors (e.g., high workload, training, fatigue, and situational awareness) to help validate 

requirements for system design and implementation. 

An integrated Safety Risk Management (SRM) capability for NextGen portfolios will enable 

safety stakeholders to take a system-of-systems approach to ensure safe design and 

implementation of NextGen mid-term capabilities. This also includes individual system safety 

risk assessments to ensure that system and procedure related specific hazards are identified and 

controlled. Risk-based models for NextGen concepts/solution sets will be developed at the 

NextGen Integration and Evaluation Capability (NIEC) lab in coordination with the aviation 

research stakeholders on human factors during NextGen development. 

The ATO safety management groups will integrate and fuse ATC safety data sources, current 

and future, to support the safety data analysis for prognostic safety risk management of NextGen 

initiatives. 

 
32 

Safety, Security, and Environmental Performance Operational Capabilities and Benefits 

Accomplished to Date 

Aviation Environmental Design Tool Version 2A was completed providing capabilities for 

integrated environmental analysis for fuel burn, emissions, and noise. The software is available 

for use by external stakeholders. 

Drop-In 50-50% HRJ/HEFA Blend Fuels. ASTM International approved a 50-50 blend of 

hydroprocessed renewable jet (HRJ)/hydroprocessed esters and fatty acids (HEFA) and Jet-A 

fuel for use in aviation. 

Safety Timeline:

Figure 4-9 Increase Safety

Operational Improvements 

This section describes the mid-term planned improvements associated with the Increase Safety 

timeline. 

In figure 4-9, the ATC-Advisory & Flight Planning, Emergency and Alerting, Infrastructure 

Information Management/Flight and State Data Management service area’s operational 

improvements are the following: 

1. Enhance Emergency Alerting (106202) improves a controllers’ ability to assist in 

locating a downed aircraft and in identifying and tracking flights not under ATC control. 

The combination of GPS and ADS-B can provide a downed aircraft’s location and its 

identification number. This capability has proven successful in Alaska and has saved 

Increase Safety, Security, and Environmental 

Performance (1 of 3)

FY

Safety

Safety Information Sharing and Emergent Trend Detection 109303

Enhanced Safety Information Analysis and Sharing 109304*

Improved Safety for NextGen Evolution 109305

Increased International Cooperation for Aviation Safety 109306

Improved Safety Across Air Transportation System Boundaries 109307

Automated Safety Information Sharing and Analysis Scope and Effectiveness 109308

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

ATC-Advisory & Flight Planning, Emergency and Alerting, Infrastructure-Information 

Management / Flight and State Data Management

March 28, 2013 Version 5.1

Enhance Emergency Alerting 106202
33 

lives because it reduces the search time. Aircraft using ADS-B report their position 

frequently, and the coverage can be more comprehensive than radar. Investments that 

support this improvement are Future Flight Services Program (FFSP), ADS-B and the 

integration of ADS-B into all automation systems. 

2. Safety Information Sharing and Emergent Trend Detection (109303). The System Safety 

Management Transformation and the Aviation Safety and Information Analysis and 

Sharing (ASIAS) activities will integrate, evaluate and share high-quality, relevant, and 

timely safety information that is critical to the success of the Safety Management System 

(SMS). These activities directly support safety promotion and safety assurance initiatives 

with analytical results such as baseline information and trends. They also support safety 

risk management through identifying issues and providing tools for analysis of hazards. 

3. Enhanced Aviation Safety Information and Analysis and Sharing (109304) will improve 

system-wide risk identification, integrated risk analysis and modeling, and 

implementation of risk management. 

4. Improved Safety for NextGen Evolution (109305) mitigates the safety risk associated 

with changes to the air transportation system. This improvement provides: advanced 

capabilities for an integrated and predictive safety assessment of new equipment and 

procedures; an improved validation and verification process for certification of new 

equipment; an enhanced focus on developing safe operational procedures; and enhanced 

training concepts for promoting safe system operation. Investments that support this 

improvement are Performance Data Analysis and Reporting System (PDARS), Integrated 

Reporting Information System (IRIS), System Safety Management Transformation, 

implementation of SMS, Independent Operational Test and Evaluation (IOT&E) and 

ASIAS. 

5. Increased International Cooperation for Aviation Safety (109306) will reduce safety risk 

associated with international operations by harmonizing standards, regulations and 

procedures. A special focus will be on the handling of dangerous goods 

6. Improved Safety Across Air Transportation Boundaries (109307) will address similar 

issues to item 5 above. 

7. Automated Safety Information Sharing and Analysis Scope and Effectiveness (109308) 

will automate risk identification and notification processes. This capability will be 

expanded to include additional data sources and enhanced by actions that improve data 

security, quality and scope. Investment required for this operational improvement is 

ASIAS. 

Security: 

Summary Description: 

NAS operations require facility and information security. Facility security deals with protecting 

air traffic control, communication, and navigation facilities. Information security protects the 

data within the NAS and is a baseline requirement of each new and existing NAS program. 

Continuous upgrades are provided as information security technology and best practices 

improve. 
34 

Security Timeline:

Figure 4-10 Improve Security

Operational Improvements 

This section describes the mid-term planned improvements associated with the Improve Security 

timeline. 

In figure 4-10 the ATC-Advisory & Flight Planning, Emergency and Alerting, Infrastructure 

Information Management/Flight and State Data Management service area’s operational 

improvement is the following: 

Operational Security Capability for Threat Detection and Tracking, NAS Impact Analysis 

and Risk Based Assessment (109302) address NAS airborne security threats with more 

effective and efficient prevention, protection, response and recovery based on a netenabled shared situational awareness and a risk-informed decision-making capability. 

Environment: 

Summary Description: 

Increased attention is being directed at aviation’s impact on the environment — not only 

regarding longstanding noise and air quality impacts, but also in global climate change and 

energy consumption. Although aviation has been a relatively small source of emissions and has 

made significant strides in lessening its environmental “footprint,” the anticipated growth in air 

transportation demand will increase pressure on aviation to reduce emissions and fuel 

consumption. NextGen planning must consider and minimize environmental consequences of 

emissions and noise caused by NextGen operational improvements while improving energy 

efficiency. 

 

FY

Operational Security Capability for Threat Detection and Tracking, NAS Impact 

Analysis and Risk-Based Assessment 109302 

Operational Security Capability with Dynamic Flight Risk Assessment 

for Improved Security Airspace Planning and Management 109317

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Increase Safety, Security, and Environmental 

Performance (2 of 3)

Security

ATC-Advisory & Flight Planning, Emergency and Alerting, Infrastructure-Information 

Management / Flight and State Data Management

March 28, 2013 Version 5.1
35 

Environmental Timeline:

Figure 4-11 Improve Environmental Performance 

Operational Improvements 

This section describes the mid-term planned improvements associated with the Improve 

Environmental Performance timeline, figure 4-11. Many of the Operational Improvements 

shown below are supported by the program – Environment & Energy – which provides the funds 

to model and demonstrate the initiatives aimed at achieving these improvements. 

In the Environment service area, the operational improvements include the following: 

1. Implement Environment Management System (EMS) Framework – Phases I and II 

(109309-109310) will refine EMS framework, communication and outreach activities for 

stakeholders' coordination and participation in developing decision support tools to 

mitigate environmental issues. 

2. Environmentally and Energy Favorable Air Traffic Management Concepts And Gate to 

Gate Operational Procedures Phases I and II (109319-109322) will explore, develop, 

demonstrate, evaluate and support the implementation and deployment of operational 

changes to the NAS that have the potential to reduce the environmental impacts of 

aviation. 

3. Implement NextGen Environmental Engine and Aircraft Technologies Phases I and II 

(109315-109318) will reduce aircraft noise, emissions, and fuel burn through 

FY

Increase Safety, Security, and Environmental 

Performance (3 of 3)

Increased Use Of Commercial Aviation Alternative 

Fuels – Phase I 109316*

Implement NextGen Environmental Engine and Aircraft 

Technologies – Phase I 109315*

NextGen EMS Framework Implementation – Phase III 109320

Implement NextGen Environmental Engine and Aircraft 

Technologies – Phase II 109318

Increased Use Of Commercial Aviation Alternative 

Fuels – Phase II 109321

Implement EMS Framework – Phase I 109309*

Environmentally & Energy Favorable Air Traffic Management Concepts 

and Gate-to-Gate Operational Procedures – Phase II 109322

Implement EMS Framework - Phase II 109310

Environment

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Increased Use Of Commercial Aviation Alternative 

Fuels – Phase III 109323

Implement NextGen Environmental Engine and Aircraft 

Technologies – Phase III 109324

Environmentally & Energy Favorable Air Traffic Management Concepts 

and Gate-to-Gate Operational Procedures – Phase III 109325

March 28, 2013 Version 5.1

Environmentally & Energy Favorable Air Traffic Management Concepts 

and Gate-to-Gate Operational Procedures – Phase I 109319*

ATC-Advisory & Flight Planning, Emergency and Alerting, InfrastructureInformation Management / Flight and State Data Management
36 

improvements in engines and airframe technologies based on the Continuous Low 

Emissions, Energy, and Noise (CLEEN) program. 

4. Increased Use of Commercial Aviation Alternative Fuels Phases I and II (109316-

109321) will determine the feasibility and market viability of alternative aviation fuels 

for civil aviation use. This effort will seek to obtain certification of alternate jet fuels 

from fossil and renewable resources that are compatible with the existing infrastructure 

and aircraft fleet and will meet the requirements for a “drop in” fuel. 

4.7 Transform Facilities 

Summary Description: 

Future air traffic control facilities will be more flexible, scalable and maintainable. Airspace 

boundaries will no longer be based on geographical boundaries. Infrastructure, automation, 

equipage, procedures and regulations will support a seamless operational concept as the NAS 

evolves from a geographic focus to a broader air traffic management concept. 

To support this new approach to the NAS, Future Facilities will optimize resources by 

establishing new facilities, changing the number and sizes of existing facilities and 

combining/eliminating other facilities. Allocation of staffing and facilities, continuity of 

operations and training the workforce will also be considered. 

To support the transformation to NextGen facilities, FAA operates specialized test and 

evaluation facilities to support the development and implementation of NextGen capabilities. 

These facilities are unique in their flexibility to assess multiple capabilities; integrate new 

technologies into a realistic NAS environment and assess groups of capabilities. 

Timeline: 

Figure 4-12 Transform Facilities 

Transform Facilities

FY

Airspace Management / Capacity Management (Airspace)

Remotely Staffed Tower Services 109402

NAS Wide Sector Demand Prediction and Resource Planning 105104

ATC-Advisory & Flight Planning, Emergency and Alerting, InfrastructureInformation Management / Flight and State Data Management

Automated Virtual Towers 109404

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Business Continuity Services 109405

March 28, 2013 Version 5.1
37 

Operational Improvements 

This section describes the mid-term planned improvements associated with the Transform 

Facilities solution set. 

In figure 4-12, the Airspace Management/Capacity Management service area’s operational 

improvement is: 

NAS Wide Sector Demand Prediction and Resource Planning (105104) uses an 

integrated model of capacity resource drivers and demand information from collaborative 

decision making (CDM) to determine the capacity impact of key resource constraints 

such as: (1) gate, airspace or runway blockages (for safety, security or weather); (2) fleet 

mix and performance characteristics; (3) flow structure which modifies the complexity of 

the operation; and (4) workload. It also models strategic resources (e.g., airspace, 

sectors, personnel, facilities, NAS systems) in parallel with systemic changes in demand 

due to increases in air traffic, seasonality, or airline business decisions. Future traffic 

loads are modeled against various solutions to mitigate adverse impacts to users. These 

variables will affect the design and location of NextGen facilities. 

In the ATC-Advisory & Flight Planning, Emergency and Alerting, Infrastructure Information 

Management/Flight and State Data Management service area, the operational improvement is: 

Remotely Staffed Tower Services (109402) to provide ATM services for operations into 

and out of selected airports without constructing, equipping and/or sustaining tower 

facilities at these airports. Investments that support this improvement are ERAM midterm work package, Terminal Automation Modernization Replacement (TAMR), Tower 

Flight Data Manager (TFDM), NAS Voice System (NVS), ADS-B, Airport Surface 

Detection Equipment (ASDE), NextGen Facilities and System Wide Information 

Management (SWIM). 

5 Enterprise Architecture Roadmaps 

The detailed roadmaps appearing in the following subsections are an integral part of the NAS 

Enterprise Architecture and show progression from the present system to NextGen. The 

roadmaps show planned modernization that extends beyond the 5-year financial horizon covered 

in the CIP, because planning to meet new demands and technology improvements to the NAS is 

a continuing process. The roadmaps present an executive view of the schedule for modernizing 

or replacing systems and the length of time those systems or their replacements will remain in 

service. They help FAA anticipate future engineering and financial challenges and integrate the 

modernization efforts by showing program managers the schedule for updating systems that 

interact with their program. 

Many changes shown in the roadmaps will also require aviation users to add equipment to their 

aircraft and adopt new procedures so the roadmaps serve to inform them of the schedule they 

should expect for changes to their equipment and crew training. These roadmaps are updated 

annually to reflect results of studies, demonstration projects, and economic analysis related to 
38 

programs; however, the roadmaps are, and should be reasonably stable from year-to-year. For 

more detailed information on the roadmaps, view the Enterprise Architecture and Roadmaps 

(also called Infrastructure Roadmaps) at: https://nasea.faa.gov

The roadmaps in this section organize the architecture based on functional areas, so the programs 

cross into all four different F&E funding activities, which are described in Chapter 3. The 

funding tables within each section contain the BLIs for that functional area. They depict the FY 

2014 budget request and outyear capital investments. To associate the BLIs with the programs 

and systems in the FAA Enterprise Architecture, BLI number references are included at the end 

of each of the descriptions contained within this section. 

The remainder of this chapter is broken down into the following sections: 

 Automation 

 Communications 

 Surveillance 

 Navigation 

 Weather 

 Facilities 

Figure 5-1 shows and defines the symbols used in the roadmaps. The solid red lines indicate the 

time the systems, or their replacements will remain in operation and the dashed lines indicate that 

a system is scheduled to be taken out of service and replaced by better technology. The boxes 

with names identify programs, functions or systems, which are either described in the text or, 

when they are not described, their acronyms are spelled out in appendix E. 
39 

Figure 5-1 Architecture Roadmap Legend 

5.1 Automation Roadmaps 

Automation is a core element of the air traffic control system. Controllers require a real-time 

display of aircraft location as well as information about the operating characteristics of aircraft 

they are tracking — such as speed and altitude — to keep the approximately 50,000 daily flights 

safely separated. Automation gives controllers continuously updated displays of aircraft 

position, identification, speed, and altitude as well as whether the aircraft is level, climbing, or 

descending. Automation systems can also continue to show an aircraft’s track when there is a 

temporary loss of surveillance information. It does this by calculating an aircraft’s ground speed 

and then uses that data to project an aircraft’s future position. 

Other important features of automation include the following: 

 Maintaining flight information and controller-in-charge data from pre-flight to postflight, which supports coordination between air traffic controllers as they hand off 

XYZ System / Service / Support Activity

System successor

System in Draw-Down Mode

X Decommission 

2012 2013 2014 Timeline

XYZ CIP Project related to SWIM Segment 1

XYZ CIP Project related to SWIM Segment 2

Applies to any fill color type

Architecture Roadmap Legend

XYZ CIP Project related to Data Communications Segment 1

XYZ CIP Project related to Data Communications Segment 2

XYZ CIP Project

XYZ Planned (Unfunded) System/Service/CIP Project*

XYZ Operational Node / Procedure / Capability / Other 

Architecture Object

*
40 

responsibility of the flight from the tower to the terminal to the en route sector and then 

back to terminal and tower as the aircraft approaches its destination. 

 Generating symbols displaying information on routes, restricted areas, and several other 

fixed features of the controller’s sector. 

 Providing automated alerts to controllers regarding potential aircraft conflicts and 

warnings that an aircraft may be approaching a terrain hazard. 

 Displaying data from weather sensors, giving the status of runway lights and navigational 

aids, and providing flight plan information on monitored aircraft. 

 Providing traffic management capabilities and decision support tools to forecast and 

provide solutions for future demand. The solutions may involve adjusting routes or 

speed, controlling airport departures, or other actions. 

Automation implementation is broken down into two different roadmaps: 

1. Roadmap 1 (figure 5-2) - Air Traffic Control and Air Traffic Management 

2. Roadmap 2 (figure 5-3) - Oceanic Air Traffic Control and NAS Information Management 

The automation roadmaps in figures 5-2 and 5-3 depict the planned architecture from 2012 to 

2025. They show how FAA will upgrade and ultimately replace current systems with more 

capable systems. These newer systems and the enhanced software will allow controllers to use 

airspace more efficiently and offer more sophisticated services, such as early approval of direct 

routes. They will also allow better allocation of workload among facilities. 
41 

Figure 5-2 Air Traffic Control and Air Traffic Management Roadmap 

The first three systems on the left side of the roadmap are used for traffic management. The 

Traffic Flow Management System (TFMS), Traffic Management Advisor (TMA) and Departure 

Spacing Program (DSP) are installed at air traffic control facilities including the Air Traffic 

Control System Command Center (ATCSCC), en route centers, and busy terminal control 

facilities. They are used to analyze future demand for en route and terminal services and to 

strategically plan for how to best accommodate that demand. These systems use real-time 

displays both of aircraft in flight and of weather affecting aviation to assess which routes are best 

and to prevent severe congestion at airports. The FAA will continue to improve TFMS and 

TMA with a combination of technology refreshment (TR) of the equipment and the 

Collaborative Air Traffic Management (CATM) and the Time Based Flow Management (TBFM) 

work packages which will expand collaboration to individual pilots and improve information 

exchange between the FAA and airline dispatch offices. The TMA will be enhanced to authorize 

trajectory based operations which allow aircraft to fly more direct routes with fewer deviations 

for conflicting air traffic. DSP used by airports will continue to optimize taxi and takeoff 
42 

clearances to efficiently use available runway and airspace capacity. TFMS infrastructure and 

software enhancements are funded through BLIs 2A06 and 2A16. TMA infrastructure and 

software enhancements are funded through BLIs 1A10 and 2A18. 

The next seven blocks on the left side are components of the en route control system. The Host 

ATM Data Distribution System (HADDS) supplies data to the air traffic management systems 

discussed above and will remain in operation throughout the roadmap timeframe. The En Route 

Communication Gateway (ECG), which formats data for the en route automation system, 

remains a separate program and will receive a technology refresh. The En Route Information 

Display System (ERIDS) will continue in service throughout the roadmap timeframe. The En 

Route Automation Modernization (ERAM) program incorporates three of the component pieces 

shown above it (User request Evaluation Tool (URET), Host Computer, and Display System 

Replacement (DSR)). These systems are components of the existing en route automation system 

and are being replaced with new hardware and revised ATC software. ERAM is in deployment, 

and it provides the foundation for the agency's transition to NextGen. ERAM and ECG are 

funded through BLIs 2A01 and 2A03 respectively. 

Improvements to ERAM will be added with a series of releases to add new capabilities to 

support various elements of NextGen. ERAM D-Position Upgrade and System Enhancements is 

being restructured into 2 programs: ERAM System Enhancements and Technology Refresh and 

ERAM Sector Enhancements. The System Enhancements segment is intended to improve 

aircraft separation services by reducing levels of missed and false alerts from tactical and 

strategic conflict alerting functions. ERAM Technology Refresh consists of any necessary 

upgrades or modernization of system components; as well as enhancements outside the scope of 

the original core ERAM system. ERAM enhancements and technology refresh are funded 

through BLI 2A02. 

ERAM Sector Enhancements provides software and hardware enhancements to the ERAM 

system for the En Route sector controller team. It is a multi-year effort to improve the efficiency 

and effectiveness of En-Route Sector operations by facilitating increased strategic and tactical 

cooperation between the Radar Controller position (R-Position) and the Radar Associate position 

(D-Position) as well as establish a common processing platform, with similar tool sets, that may 

be tailored for either position. ERAM Sector Enhancements is funded through BLI 2A02. 

The next five systems (STARS, STARS E/L, ARTS IIIE, ARTS 1E/IIE, and DBRITE) are 

different terminal automation and display models that the FAA will maintain until the Terminal 

Automation Modernization and Replacement (TAMR) program replaces them. STARS TAMR 

Phase 3 Segment 1 (STARS TAMR P3 S1) will initially update 11 larger ARTS systems and 

STARS TAMR Phase 3 Segment 2 will replace all the remaining ARTS systems. The upgraded 

STARS systems will be able to process position information from the ADS-B system along with 

information from terminal radars. DBRITE is a tower display that allows tower cab controllers 

to determine the location of approaching traffic before it becomes visible to them. STARS is 

funded through BLIs 2B03 and 2B04. 

The Tower Flight Data Management (TFDM) system supports a phased implementation of a new 

terminal local area network (LAN)-based infrastructure to reduce redundant displays and 
43 

integrate flight data functions. TFDM will provide System Wide Information Management 

(SWIM)-enabled flight data exchanges with other NAS subsystems. TFDM Core is the initial 

capability that will integrate data from three existing systems. TFDM is funded through BLI 

2B18. 

The Airport Resource Management Tool (ARMT) provides an assessment of available airport 

capacity. The Surface Movement Advisor (SMA) provides the status of aircraft moving from the 

gates to the runways and improves taxiing efficiency. The Electronic Flight Strip Transfer 

System (EFSTS) is a system to transfer flight information to towers and TRACONs 

electronically rather than by paper. 

Information Display Systems (IDS) and SAIDS sites will be updated by the NIDS (NAS IDS) 

program and receive a technology refresh beginning in 2015. The IDS and the System Atlanta 

Information Display System (SAIDS) provide weather and other information to tower 

controllers. IDS is funded through BLI 2B14. 

Flight Data Input/Output (FDIO) provides flight plan and other data to operational facilities. It 

will be replaced incrementally throughout the roadmap timeframe. FDIO is funded through BLI 

2B05. 

The Automated Surface Observing System (ASOS) Controller Equipment-Information Display 

System (ACE-IDS) provides weather information to tower controllers. These services will be 

provided throughout the roadmap timeframe. The Tower Data Link Services (TDLS) provides 

datalink clearances to pilots preparing to depart an airport. The Departure Clearance (DCL) is 

being upgraded in segments. 
44 

Figure 5-3 Oceanic Air Traffic Control and NAS Information Management Roadmap 

Figure 5-3, the first group of five systems on the left side are support oceanic ATC. The DOTS+ 

system uses weather information to determine the most fuel-efficient routes based on wind 

velocity and direction. It will continue in operation through the timeframe of the roadmap. The 

oceanic automation systems process data regarding the position of aircraft on oceanic and 

offshore flights to aid controllers in separating flights in FAA controlled airspace. The FAA will 

be examining a potential replacement for the Offshore Flight Data Processing System (OFDPS), 

Flight Data Processing 2000 (FDP2K), and the Microprocessor En Route automated Radar 

Tracking System (MEARTS) in 2016. Three centers (New York, Oakland and Anchorage) 

house the oceanic control system, Advanced Technologies and Oceanic Procedures (ATOP), 

which remain in operation throughout the roadmap timeframe with ongoing technology refresh 

and upgrades. ATOP is funded through BLI 2A10. 

CY 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

ATOP TR 2

ATOP WP1

ACS

Future Flight Services Program ( FFSP)

Automation Roadmap (2 of 2)

NASE

CARF

AGIS

DUAT(S)

OASIS 

AFSS CONUS

OASIS TR X

AIM Segment 2

FNS

NOP

PDARS

CTS

NAIMES

NASR

TFR Bldr

AISR

OEAAA

SDAT

USNS

SAMS

AIM Segment 3

AISR TR

AIM S1

RMLS

AMMS WP1 AMMS Far- Term

RMLS TR

AMMS WP2 

RMMS-TR

AMMS

ATOP

MEARTS

FDP2K

OFDPS

Offshore Automation Systems Consolidation

DOTS+

ATOP

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012
45 

The Aeronautical Information Management (AIM) Segments 1, 2, and 3 are funded through BLI 

4A09 to consolidate and automate the storage and dissemination of aeronautical data used by 

pilots and aviation planners. They will upgrade the systems shown below: 

 FNS – Federal NOTAM (Notice to Airmen) System – this system collects and provides 

access to NOTAMs, which are notices of temporary changes, such as temporary flight 

restrictions and runway closures for construction. 

 ACS – The Aeronautical Common Services system stores information about airports, 

navigational aids and other aeronautical data. 

The Remote Maintenance Logging System (RMLS) serves two functions. It allows the 

maintenance staff to monitor equipment performance electronically from a central location, and 

it provides software for management of workforce hours and maintenance actions. The existing 

system is undergoing a technology refresh and will be supplemented by the Automated 

Maintenance Management System (AMMS). RMLS technology refresh and AMMS are funded 

through BLI 2B15. 

AFSS CONUS, DUATS and OASIS are automation systems that provide aeronautical and 

weather data to support flight services. Flight services include flight planning and pilot weather 

briefings which are primarily used by general aviation pilots. Flight services in the lower 48 

States and Puerto Rico are provided by contractor flight service personnel using the Automated 

Flight Service System (AFSS CONUS). The Direct User Access Terminal Service (DUATS) is 

a web-based service that allows pilots to access weather and aeronautical data for self-briefings 

and to file flight plans. The OASIS automation system is used at the Flight Service Stations in 

Alaska by FAA flight service specialists to provide flight services to general aviation pilots. 

The Future Flight Service Program (FFSP) is expanding web services and in the long term plans 

to transition flight services away from human delivery to automation for all FSS facilities. FFSP 

is funded through BLI 2C02. 

Figure 5-3 shows fourteen systems that continue in operation, without upgrades beyond 

technology refreshes, through the roadmap timeframe. A brief description of each system’s 

capability and impact of providing service for airports, airspace, and navigation facilities is 

provided below: 

 Aeronautical Information System Replacement (AISR) – distributes information on 

weather, flight plans, NOTAMS, Pilot Reports and other NAS status items to FAA 

facilities, DoD, and pilots; 

 Coded Time Source (CTS) – program is identifying how to standardize the official source 

of time that synchronizes the information flows in the air traffic control equipment. The 

CTS program will also determine an appropriate backup to the primary source that can be 

used in case the primary source fails; 

 NAS Adaptation Services Environment (NASE) – is a system that contains detailed 

information about the airspace, geography, equipment, and procedures required to make 

each ATC system work properly; 

 National Airspace System Resources (NASR) – is a system that contains information 

pertaining to Instrument Approach Procedures (IAPs), Departure Procedures (DPs), 

Standard Terminal Arrival Routes (STARs), and Military Training Routes (MTRs); 
46 

 National Offload Program (NOP) – allows FAA to download radar information from en 

route automation systems for analysis and review; 

 Obstruction Evaluation/Airport Airspace Analysis (OEAAA) – evaluation tool contains 

data about obstructions around airports that would present a hazard for aircraft taking off 

and landing; 

 Performance Data Analysis and Reporting System (PDARS) – is a fully integrated 

performance measurement tool designed to help the FAA improve the NAS by tracking 

the daily operations of the ATC system and its environmental impact. PDARS is funded 

through BLI 1A01B; 

 Special Airspace Management System (SAMS) – informs controllers when airspace 

ordinarily reserved for military use is available for civilian use; 

 Sector Design and Analysis Tool (SDAT) – helps design the shape and size of air traffic 

control sectors; 

 Temporary Flight Restriction Builder (TFR Bldr) – an automated system for establishing 

temporary flight restrictions that prohibit aircraft from flying over areas where special 

events such as the super bowl are being held; 

 United States NOTAM (Notice to Airmen) System (USNS) – an automated system used 

to process, store and distribute NOTAM information. NOTAM information is that 

aeronautical information that could affect a pilot's decision to make a flight; 

 NAS Aeronautical Information Management Enterprise System (NAIMES) – consists of 

a suite of NAS safety/mission critical systems and services that directly support the 

collection, validation, management, and dissemination of aeronautical information in the 

NAS; 

 Central Altitude Reservation Function (CARF) – system used by military and civilian 

pilots to reserve altitudes for their planned flights; and 

 Airport Geographic Information System (AGIS) – stores data on airport configuration 

and physical location and size of all elements of the airport. It is used to develop airport 

modernization plans, and it is necessary for developing new approach and departure 

procedures. 

 
47 

Figure 5-4 shows future capital investments for automation programs. Funding amounts are in 

Millions of Dollars. 

Figure 5-4 Funding amounts in the Automation Functional Area 

5.2 Communications Roadmaps 

Communication between pilots and controllers is an essential element of air traffic control. 

Pilots and controllers normally use radios for communication, and because en route control 

sectors cover areas that extend beyond direct radio range, remotely located radio sites are used to 

provide extended coverage. The controller activates radios at these sites and ground 

telecommunication lines carry the information exchange to and from air traffic control facilities. 

If ground links are not available, communication satellite links can be used to connect pilots with 

controllers. Backup systems are always available to provide the continued ability to maintain 

communications when the primary systems fail. 

Communication system implementation is broken down into four different roadmaps: 

1. Roadmap 1 (figure 5-5) - Telecom and Other Communications 

2. Roadmap 2 (figure 5-6) - Voice Switches and Recorders 

3. Roadmap 3 (figure 5-7) - Air to Ground Voice and Oceanic Communications 

4. Roadmap 4 (figure 5-8) - Air to Ground Data Communications 

BLI 

Number Program Name

FY 

2014 

Budget

FY 

2015

FY 

2016

FY 

2017

FY 

2018

Automation Functional Area $377.1 $371.5 $447.0 $463.4 $464.0

2A01 En Route Automation Modernization (ERAM) $26.1 $0.0 $0.0 $0.0 $0.0

2A02 En Route Automation Modernization (ERAM) – D-Position Upgrade and 

System Enhancements (ERAM System Enhancements and Technology 

Refreshments and ERAM Sector Enhancements)*

$65.0 $71.0 $110.0 $145.0 $187.5

2A03 En Route Communications Gateway (ECG) $2.2 $8.7 $2.9 $2.0 $2.0

2A06 Air Traffic Management (ATM) $13.8 $1.9 $0.0 $0.0 $0.0

2A10 Oceanic Automation System $4.8 $2.0 $0.0 $0.0 $0.0

2A16 Collaborative Air Traffic Management Technologies (CATMT)* $29.4 $3.3 $15.6 $18.0 $30.0

2A18 Tactical Flow Time Based Flow Management (TBFM)* $10.5 $0.5 $3.6 $1.8 $0.1

2B03 Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) $45.5 $56.7 $79.3 $60.0 $46.8

2B04 Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) $136.6 $143.6 $132.2 $89.7 $20.0

2B05 Terminal Automation Program $2.6 $2.6 $2.7 $2.7 $2.8

2B14 Integrated Display System (IDS) $4.1 $16.9 $13.3 $5.7 $1.1

2B15 Remote Monitoring and Logging System (RMLS) Technology Refresh $1.0 $2.2 $1.1 $3.4 $4.5

2B18 Terminal Flight Data Manager (TFDM)* $23.5 $42.0 $55.3 $107.1 $137.4

2C02 Future Flight Services Program (FFSP) $3.0 $5.0 $16.0 $18.0 $21.8

4A09 Aeronautical Information Management Program* $9.1 $15.0 $15.0 $10.0 $10.0

* Titles with asterix represent NextGen BLIs

** Additional funding to cover the cost of construction is included in the proposed Immediate Transportation Investment in FY 2014.

Note: BLI numbers with X represent outyear programs not requested in the FY 2014 President's Budget.

Note: FY 2015-2018 outyear funding amounts are estimates.
48 

Figure 5-5 Telecom and Other Communications Roadmap 

The Low Density Radio Communication Link (LDRCL) and the Radio Communication Link 

(RCL) are microwave systems that transmit radar data from remote radar sites to FAA air traffic 

control facilities, and these systems have been linked in a national network to transmit 

operational and administrative information to and from air traffic control facilities. Many of the 

RCL communication links have already transitioned their functions to the FAA 

Telecommunications Infrastructure (FTI) to carry this data. The LDRCL will remain in service 

because they provide services in areas with limited commercial services. The Band Width 

Manager (BWM) improves efficiency of information flow on the microwave network. It will not 

be needed when the FAA shuts down RCL. The Data Multiplexing Network (DMN) and 

National Airspace Data Interchange Network – Package Switching Network (NADIN PSN) 

transmit flight plans and other important aeronautical information to air traffic facilities. The 

FAA will transition functions of DMN and NADIN PSN to the FTI network and its follow on 

contract. NADIN Message Switching Network (MSN) will be sustained by the NMR (NADIN 

MSN Rehost) to comply with international standards for transmitting flight plans. 

The FTI is a contract service to provide communications services to and from FAA facilities. In 

2020, work will begin on preparing for a transition to a new FTI - Phase 2 (FTI-2) contract. 

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NAS Recovery Communications (RCOM)

Communications Roadmap (1 of 4)

ANICS

LDRCL

RCL

BWM

DMN

NADIN PSN

NADIN MSN

X

X

X

Telecom

Alaskan Satellite Telecom Infrastructure (ASTI)

NMR/Common Platform

X

X

FTI-2

Other Communications

LDRCL TR

ATIS ATIS TR

RCOM

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012

FTI-1
49 

The Alaska National Airspace System Interfacility Communications System (ANICS) consists of 

ground stations that send and receive data from communications satellites to connect the 

operational facilities in Alaska. It has been renamed Alaska Satellite Telecommunications 

Infrastructure (ASTI) program and it is the follow-on effort to ANICS to modernize the 

infrastructure. Because there are far fewer ground telecommunications connections in Alaska, a 

satellite system is used to ensure that important air traffic information is reliably transmitted 

between smaller and larger facilities. ASTI is funded through BLI 2E05. 

Recovery Communications (RCOM) is an emergency network to be used for command and 

control of the ATC system when all other communications systems fail. RCOM is funded 

through BLI 3A04. 

The Automated Terminal Information System (ATIS) broadcasts weather and other pertinent 

information to pilots as they approach an airport. We are planning a technology refresh in 2015 

and will maintain the ATIS functions during the entire timeframe of the roadmap. 

Figure 5-6 shows the Roadmap for NAS Voice switches. Voice switches in air traffic facilities 

enable controllers to select among the different channels they need to communicate with one 

another, with traffic management and weather specialists, with emergency services, and with 

pilots. 

Figure 5-6 Voice Switches and Recorders Roadmap 

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Communications Roadmap (2 of 4)

Voice Recorders Voice Switches

CCS

GSA 400/466

ICSS Type I

VSCS

RDVS I/II

ETVS

RDVS IIA

STVS

IVSR

NVS Segment 2

X

X

X

X

X

X

DVRS/DVRS 2

DALR

X

NVS Segment 1

X

X

CCS-W TR

DALR TR

VSBP

VSCS TR3

TVSR II

VTABS

ICSS Type 3/FFSP ICSS Type 3 Tech Refresh

NVS

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012
50 

The Command Center Conference Control Switch (CCS) installed at the facility in Warrenton, 

Virginia allows the specialists at the Air Traffic Control System Command Center (ATCSCC) to 

stay in contact with air traffic control facilities and external users of the NAS. They can 

coordinate with centers, TRACONs, and users to decide how best to implement traffic 

management initiatives and when to use severe weather avoidance programs. A technology 

refresh is planned to begin in 2017. 

The voice switches shown below the CCS are used in terminal and flight service facilities. 

Voice switches enable air traffic controllers to select lines to communicate with pilots as well as 

other air traffic control facilities. They are: 

 Integrated Communication Switching System (ICSS) Type 1 and 3 – The ICSS Type 3 

will remain in operation and receive a planned technology refresh; 

 GSA 400/466 – A voice switch developed by Litton/Amecom purchased through a 

national program/contract; 

 The Terminal Voice Switch Replacement (TVSR) II program, funded through BLI 2B08, 

replaces terminal voice switches with Interim Voice Switch Replacement (IVSR) at the 

rate of about 5 per year, and installs new voice switches in newly constructed airport 

traffic control towers. TVSR II also refurbishes approximately 2 voice switches per year. 

The switches are: 

o Rapid Deployment Voice Switch (RDVS) I, II and IIA; 

o Small Tower Voice Switch (STVS); 

o Enhanced Terminal Voice Switch (ETVS); 

o IVSR; and 

o Voice Switch By Pass (VSBP) – is a backup voice switch that terminal controllers 

can use to stay in communication with pilots if there is a failure in the primary 

voice switch installed in their facility. 

 

The FAA has awarded the contract for a two segment procurement of the NAS Voice System 

(NVS). The first segment will develop prototype switches for testing to determine operational 

suitability. The second segment will be for the procurement of switches to replace existing 

switches in FAA facilities. The NVS program will include voice switches, air/ground (A/G) 

radio control equipment, and the associated transmission services. NVS will provide flexible 

networking for voice switch-to-voice switch connectivity as well as for voice switch to A/G 

radio connectivity. This architecture will facilitate meeting NextGen requirements for ATC 

workload sharing, unmanned aircraft system (UAS) operations, virtual tower operations, and 

business continuity. NVS will replace ARTCC, ATCT and TRACON voice switches and is 

funded through BLI 2B13. 

The Voice Switching and Communications System (VSCS) is the voice switch used in ARTCCs. 

The FAA is upgrading VSCS with a technology refresh to replace components that have a high 

failure rate. The VSCS Training and Backup Switch (VTABS) will maintain critical air-toground and ground-to-ground communications if the main communications system becomes 

inoperable as a result of a power outage, a catastrophic system failure, or during system 

maintenance or upgrade activities. VSCS is funded through BLI 2A09. 
51 

The Digital Audio Legal Recorder (DALR) is the voice recorder that is replacing Digital Voice 

Recorder Systems (DVRS). DALR is also installed in newly constructed airport traffic control 

towers. These voice recorders provide a legally accepted recording capability for conversations 

between air traffic controllers, pilots, and ground-based air traffic facilities in all ATC domains 

and is used in the investigation of accidents and incidents and routine evaluation of ATC 

operations. DALR is funded through BLI 2B19. 

Figure 5-7 Air to Ground Voice and Oceanic Communications Roadmap 

The third communications roadmap (figure 5-7) shows the replacement programs for the radios 

used for air-ground communications and some of the supporting services to sustain NAS 

operations. 

The Next Generation Air/Ground Communications (NEXCOM) program is upgrading Very 

High Frequency (VHF) radios used by civil aviation and Ultra High Frequency (UHF) radios 

used by military aircraft. NEXCOM Segment 1A replaced the radios used for high and ultrahigh 

en route sectors. Segment 2 will replace the radios that terminal facilities use in a combined 

contract for both VHF and UHF radios. It will also upgrade emergency backup radios (ETR) 

CY 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

RCE Sustainment

NEXCOM Seg. 2 Phase 1 NEXCOM Seg.2 Phase 2

Communications Roadmap (3 of 4)

A/G Voice

UHF Radio

Replacement

UHF Ground

Radios

VHF Ground

Radios

ETR UHF/VHF

Transceivers

VHF

Handheld

BUEC

MDR VHF

Ground Radios

Airport Cable Loop Systems Sustained Support

Interference 

Detection

Location And 

Mitigation

Oceanic HF

Voice Service

Oceanic

Data Link 

Service

Oceanic 

Air-Ground

CFE-RFI ELIM

Airport Cable 

Loop

RCE

CFE – RFI Expansion

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012

NEXCOM Seg. 1A
52 

used if the primary radios are not working. NEXCOM is funded through BLI 2A11. The Back 

Up Emergency Communication (BUEC) program replaced the radios installed at remote sites 

that back up the primary radios that controllers use. 

The Radio Control Equipment (RCE) program is ongoing, and it modernizes the electronic 

equipment that allows controllers to control the radios they use at remote sites. RCE is funded 

through BLI 2A07. 

The Airport Cable Loop program replaces the communications cables that control and report the 

condition of equipment necessary for airport operations such as the Airport Surveillance Radar. 

FAA is replacing copper wires with fiber optics and adding dual path operations so that a break 

in the cable does not stop the flow of information. The Airport Cable Loop program is funded 

through BLI 2E04. 

The Air-to-Ground (A/G) Communications Infrastructure expansion program enhances 

operational efficiency and effectiveness by establishing, replacing and upgrading radio 

equipment. The program is funded through BLI 2A07. 

The Radio Frequency Interference (RFI) and Interference Detection, Location and Mitigation 

(IDLM) programs investigate occurrences of non-FAA transmitters interfering with FAA radios 

and navigation systems, locate the source, and either shut it down or adjust its operations so it no 

longer interferes with FAA controlled frequencies. The RFI and IDLM programs are funded 

through 2A07. 

The last two items on the roadmap are communications systems used for oceanic air traffic 

control. The first one is the high frequency (HF) radio. HF radio allows the FAA to stay in 

touch with aircraft that are several thousand miles from shore. HF radio is supplemented by 

Oceanic Satellite Data Link Services used by newer better equipped aircraft, and this system 

relies on communications satellites to transfer messages to and from aircraft flying over the 

oceans. 
53 

Figure 5-8 Air to Ground Data Communications Roadmap 

The fourth communications roadmap (figure 5-8) shows the planned transition to data 

communications services for routine communications from controllers to pilots that can be data 

linked from en route and terminal ATC automation system. 

Data Comm Segment 1 Phase 1 will provide service for three existing communication 

connections. Future Air Navigation System (FANS), a generic term for capabilities mainly used 

for overwater operations, will take advantage of already installed datalink capability. Aircraft 

that are FANS equipped will experience more sophisticated data link connections with ATC 

facilities as new systems evolve during the roadmap timeframe. The Logon/Protocol Gateway 

(PGW)(ERAM R4) upgrade will enable Data Comm to send information directly to pilots. A 

log-on protocol began development in 2012 to assure security of transmissions to pilots. The 

Terminal Data Link System (TDLS) is currently used to transmit departure clearances (DCL) 

and other information to aircraft preparing to depart the airport. It is being upgraded and 

modernized for the transition to Data Comm Segment 1. 

Data Comm Segment 1 Phase 2 will provide en route services to pilots. More sophisticated 

applications will be developed through the entire period to 2025. Data Comm Network Services 

will establish the ground infrastructure necessary to support communication between aircraft and 

FAA facilities. Data Comm programs are funded through BLI 1A05. 

 

 

CY 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Communications Roadmap (4 of 4)

Data Comm Segment 1 Phase 1 – Tower Service

ATN FANS 3/C 

Equipage: Airborne

Data Comm Segment 2 - Advanced 

Services

TDLS

Tower Services - Segment 2

En Route Services – Segment 2

FANS 1/A + VDL2 Equipage: Airborne

Logon/Protocol Gateway (PGW) (ERAM R4)

FANS

Data Comm Segment 1 Phase 2 – En Route Services

En Route Services (ERAM R6) Segment 1

Tower DCL Services (TDLS) Segment 1

Data Comm Network Services (DCNS)

Data Communications Network Service VDL2: Ground

Data 

Comm 

Segment 

3

ERAM R3

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012

A/G Data Communications
54 

Figure 5-9 shows the future capital investments for replacing communications systems and 

improving and modernizing communications channels. Funding amounts are in Millions of 

Dollars. 

Figure 5-9 Funding amounts in the Communications Functional Area 

5.3 Surveillance Roadmaps 

 

To provide separation services to aircraft, air traffic controllers must have an accurate display of 

all aircraft under their control. Controller displays use a variety of inputs, including radar and 

transponder information, to show the location of aircraft. Surveillance data is provided by the 

following technologies: Primary radar – The radar beam is bounced off the aircraft and reflected 

back to the radar receiver; Secondary radar – A reply is generated by the aircraft transponder 

back to the radar in response to a secondary radar signal; Multilateration – Multiple ground 

sensors receive aircraft electronic signals and triangulate this information to determine aircraft 

position; and ADS-B – The aircraft determines its location using GPS or other navigation 

equipment and broadcasts that information to an ADS-B ground station. Position data is relayed 

to automation systems which process the data and send it to the displays. 

En route facilities use the Air Route Surveillance Radar (ARSR), and terminal facilities use 

Airport Surveillance Radar (ASR) as primary radars. The ARSR and ASR radars are primary 

because they do not require a cooperative transmission from an aircraft to detect and track its 

location. These facilities normally use secondary radars called the Air Traffic Control Beacon 

Interrogators (ATCBI) and Mode Select (Mode S) for traffic separation. Secondary radar sends 

a signal to aircraft equipped with a transponder. The transponder sends a reply, which can be 

processed to determine the aircraft call sign, altitude, speed, and its position. Using ATCBI or 

Mode S enhances the controller’s ability to separate traffic because flight and altitude 

information supplement the position display for each aircraft. 

BLI 

Number Program Name

FY 

2014 

Budget

FY 

2015

FY 

2016

FY 

2017

FY 

2018

Communication Functional Area $216.4 $260.9 $275.7 $322.1 $331.4

1A05 Data Communication in support of Next Generation Air Transportation System 

(NextGen)*

$115.5 $149.5 $177.4 $225.6 $230.0

2A07 Air/Ground Communications Infrastructure $5.5 $3.0 $3.2 $3.2 $3.2

2A09 Voice Switching Control System (VSCS) $20.0 $9.8 $9.9 $11.3 $11.2

2A11 Next Generation Very High Frequency Air/Ground Communications System 

(NEXCOM)

$20.3 $40.0 $42.0 $50.0 $50.0

2B08 Terminal Voice Switch Replacement (TVSR) $5.0 $0.0 $0.0 $0.0 $0.0

2B13 National Airspace System Voice System (NVS)* $16.0 $30.2 $15.1 $15.0 $15.0

2B19 Voice Recorder Replacement Program (VRRP) $6.2 $0.0 $0.0 $0.0 $0.0

2E04 Airport Cable Loop Systems – Sustained Support $5.0 $5.0 $5.0 $5.0 $10.0

2E05 Alaskan Satellite Telecommunication Infrastructure (ASTI) $11.0 $11.4 $11.1 $0.0 $0.0

3A04 National Airspace System (NAS) Recovery Communications (RCOM) $12.0 $12.0 $12.0 $12.0 $12.0

* Titles with asterix represent NextGen BLIs

** Additional funding to cover the cost of construction is included in the proposed Immediate Transportation Investment in FY 2014.

Note: BLI numbers with X represent outyear programs not requested in the FY 2014 President's Budget.

Note: FY 2015-2018 outyear funding amounts are estimates.
55 

The FAA uses several systems for tracking aircraft on or near the airport surface. The ASDE-3 

is a primary radar system that provides a display of aircraft and ground vehicles in the airport 

operating areas (runways and taxiways). This helps controllers manage aircraft on the ground 

and warn them of potential runway collisions. The ASDE-X merges primary and secondary 

radar, multilateration and ADS-B information to improve detection of aircraft and provides a 

clear display of the positions of aircraft and vehicles on or near taxiways and runways. A third 

system which uses multilateration is the Airport Surface Surveillance Capability (ASSC), and it 

will replace nine of the ASDE-3 radars. 

Surveillance systems are broken down into two different roadmaps: 

1. Roadmap 1 (figure 2-10) - En Route and Terminal Surveillance 

2. Roadmap 2 (figure 2-11) - Surface, Approach and Cross Domain Surveillance 

Figure 5-10 En Route and Terminal Surveillance Roadmap 

Figure 5-10, the major systems shown in the en route block are the various ARSR models, the 

fixed position surveillance (FPS) system, Common Digitizer (CD-2), the Air Traffic Control 

Beacon Interrogator (ATCBI), and the Mode S. 

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Mode S SLEP Phase 2

ASR-9 and Mode S SLEP Phase 3 Planning

ASR-11 Tech Refresh, Segment 1

Mode S SLEP Phase 2

ASR-11 Tech Refresh, Segment 2

Mobile Airport Surveillance Radar (MASR)

ASR-9 SLEP Phase 2

Terminal En Route

Surveillance Roadmap (1 of 2)

DoD/DHS funded/FAA maintained

ARSR-1/2/3, FPS X DoD/DHS funded/FAA maintained

CD-2

ARSR-4

MODE S

ATCBI-6

WAM

DoD/DHS funded/FAA maintained

Common ARSR

NBSC

X

X

ASR-7/ASR-8

ASR-9

ASR-11

ATCBI-5

MODE S

Limited Replacement

MASR

NextGen Backup Surveillance Capability 

NextGen Backup Surveillance Capability NBSC

NSWRC

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012

NextGen Surveillance and Weather Radar Capability
56 

The ARSR has a range exceeding 200 miles, and it provides aircraft location information to the 

en route centers. It is a “skin-paint” radar (does not require cooperation from the detected 

aircraft) that transmits radio frequency pulses and processes the reflected energy to determine 

aircraft range based on the total time for the signal to reach and return from the target, and the 

direction from the radar based on the antenna position. Existing long range radars are being 

converted to the Common Air Route Surveillance Radar configuration. The Department of 

Defense will fund FAA maintenance of the ARSR through 2025 due to aviation security 

concerns. ARSR infrastructure upgrades are funded through BLI 2A08. 

The ATCBI and the more advanced Mode S transmit an electronic signal to aircraft, which 

triggers a transponder. An ATCBI triggers all transponders within its beam, while the Mode S is 

able to address each aircraft within its beam separately. Analysis of a Backup Surveillance 

Capability has been ongoing with a decision scheduled for 2017. ATCBI technology refresh and 

Mode S service live extension programs are funded through 2A19 and 2B16 respectively. 

The Wide Area Multilateration (WAM) system uses electronic transmissions from an aircraft and 

multilateration technology to detect aircraft position in areas where the radar signal may be 

unavailable or blocked by mountainous terrain. A WAM system deployed in the Colorado 

mountains is funded through BLI 2A17. 

Figure 5-10, there are four models of terminal radars currently in use. The Airport Surveillance 

Radar Model 11 (ASR-11) is the newest and has replaced radars that were not replaced by the 

ASR-9 program. The ASR-9 will have a Service Life Extension Programs (SLEP) to update and 

modernize its components, and the FAA will decide in 2017 whether to replace existing ASR 7-

8-9 systems with new systems providing NextGen Surveillance and Weather Radar Capability 

(NSWRC). Current planning calls for keeping terminal primary radar systems as a backup to the 

other technologies to address safety, security, and weather detection requirements. ASR-9 

service life extension and ASR-11 technology refresh programs are funded through BLI 2B10 

and 2B11 respectively. Development of NSWRC is funded through BLI 1A01J. 

The Mobile Airport Surveillance Radar (MASR) is a terminal surveillance radar that can be 

moved from site to site to support radar relocations, temporary planned outages of an existing 

radar for installation of upgrades and emergency operations when existing systems are damaged. 

MASR is funded through BLI 2B11. 
57 

Figure 5-11 Surface, Approach and Cross Domain Surveillance Roadmap 

The second Surveillance roadmap (figure 5-11) shows the systems used to track aircraft and 

vehicles on the airport surface and aircraft within the upper area called Surface and Approach. 

The ADS-B system shown in the lower area called Coss-Domain also is used on the airport 

surface and approach areas. 

The Precision Runway Monitor (PRM) can be used to allow simultaneous approaches to closely 

spaced parallel runways. It is a secondary rapid-update radar that provides the precision that 

controllers need to ensure that two aircraft flying side-by-side maintain safe clearance between 

them while approaching closely spaced runways. The electronic scan (E-SCAN) version 

achieves the rapid update by moving the beam electronically rather than relying on a back-toback turning antenna. The PRM-R refers to a program which is exploring alternatives that would 

keep the PRM systems at San Francisco and Atlanta operational. Both systems are facing 

obsolescence issues and increased maintenance costs. PRM-R is funded through BLI 2B20. 

Controllers currently use two systems to maintain aircraft separation on the airport surface. 

Some airports have ASDE-3/AMASS, which uses radar and a display in the tower to depict the 

CY 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

ASDE-3 Service Sustainment

HD ADS-B Future Segments

LCGS

ASDE-X Tech Refresh & Disposition

Surface And Approach Cross-Domain

Surveillance Roadmap (2 of 2)

X

X

PRM E-SCAN

ASDE-X/3X

ASDE-3/AMASS

ASSC

ADS-B

TIS-B/FIS-B

CV-4400

TDX-2000

PRM-R

Surface primary radars removed

from selected ASDE sites

LCGS

SIM

PRM-R

Runway Incursion Reduction Program - ADTP

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012
58 

location of aircraft on or approaching the taxiways and runways. These displays help controllers 

determine aircraft location when weather or darkness makes it difficult to see the airport surface. 

The ASDE-X uses several technologies to perform the same function, and 18 of the 35 ASDE-X 

sites use an existing ASDE-3 radar. Seven ASDE 3 sites have been replaced by ASDE-X, and 

the Airport Surface Surveillance Capability (ASSC) program will replace nine of the ASDE-3 

radar systems. The ASSC will use multilateration and ADS-B aircraft information to display 

aircraft location for the airport tower controllers. The ASDE-X system will have a technology 

refresh to update some of its components. The technology refresh program is funded through 

BLI 2B01. The ASSC program is funded through BLI 2A13. 

The Runway Incursion Reduction Program (RIRP) is evaluating other technologies that could be 

used to track aircraft surface and approach movements. FAA is still evaluating the Low Cost 

Ground Surveillance System (LCGS) to determine whether it would be beneficial to install it at 

lower activity airports. LCGS is funded through BLI 1A01A. 

Over the next 2 years, the FAA will be evaluating whether to install Surveillance Interface 

Modernization (SIM) equipment at terminal and en route radar locations. SIM will modernize 

the interfaces between FAA radars and automation systems, which will improve surveillance 

processing performance, reduce life cycle costs, and enable efficient distribution of radar data in 

the NAS. SIM is funded through BLI 2B17. 

The ADS-B line will support a planned shift toward that technology for providing surveillance 

data to controllers. Nationwide implementation of ADS-B will enable a more frequent 

transmission of location and other flight information from the aircraft to air traffic control 

facilities. ADS-B has a faster update rate (1 second versus 5 seconds for a radar), and unlike 

radar technology, the accuracy remains constant regardless of the distance from the aircraft to the 

receiving site. The Traffic Information Service (TIS-B) broadcasts information on the location 

of nearby aircraft, and the Flight Information Service (FIS-B) broadcasts weather and airspace 

information to aircraft that are equipped with the capability to receive it. Implementation of 

ADS-B, TIS-B and FIS-B are funded through BLI 2A13. 

The CV-4400 is a legacy system that allows use of terminal radar information for en route 

automation systems, e.g., using terminal radar to fill gaps in en route radar coverage at selected 

en route centers. The TDX-2000 is also a legacy system that digitizes the output of legacy 

analog radars (for example, ASR-8) for use by more modern digital automation systems, such as 

STARS. 

 
59 

Figure 5-12 shows the future capital investments associated with upgrading the surveillance 

units. Funding amounts are in Millions of Dollars. 

Figure 5-12 Funding amounts in the Surveillance Functional Area 

5.4 Navigation Roadmaps 

There are two major types of navigational aids: those used for en route navigation, and those 

used for precision approach and landing guidance. The en route aids have traditionally been 

radio transmitters that provide pilots direction and/or distance from their location. The groundbased system commonly used for en route navigation is the Very High Frequency 

Omnidirectional Range with Distance Measuring Equipment (VOR with DME). There are more 

than 1,000 VORs spread across the United States. They enable pilots to determine an accurate 

position and also define the Victor and Jet airways, which are published routes based on straight 

lines from VOR to VOR. 

As NextGen is implemented and more aircraft are equipped, the Global Positioning System 

(GPS) satellite navigation system will be more widely used for en route navigation. Using GPS 

will support more direct routing because pilots will be able to program and fly routes defined by 

geographic coordinates rather than flying from VOR to VOR. 

Precision landing guidance systems and associated equipment support low-visibility operations 

by providing radio signals and approach lights to help pilots land safely in limited visibility. The 

current most widely used precision landing aids are Instrument Landing Systems (ILS) that guide 

pilots to runway ends using a pair of radio beams – one for lateral guidance and the other for 

vertical guidance - to define the approach glidepath - so that pilots can follow it to the runway 

using cockpit instrumentation. There are more than 1,200 ILSs installed in the United States. 

They are essential to airlines for maintaining schedule reliability during adverse weather 

conditions. Augmented GPS satellite signals also provide precision landing guidance. The 

BLI 

Number Program Name

FY 

2014 

Budget

FY 

2015

FY 

2016

FY 

2017

FY 

2018

Surveillance Functional Area $353.1 $309.4 $227.1 $220.8 $211.6

2A08 Air Traffic Control En Route Radar Facilities Improvements $5.9 $5.9 $0.0 $0.0 $0.0

2A13 Automatic Dependent Surveillance - Broadcast (ADS-B) NAS Wide 

Implementation*

$282.1 $246.3 $188.4 $189.6 $174.9

2A17 Colorado ADS-B Wide Area Multilateration (WAM) Cost Share* $3.4 $0.0 $0.0 $0.0 $0.0

2A19 ATC Beacon Interrogator (ATCBI) - Technology Refresh $1.0 $0.0 $0.0 $0.0 $0.0

2B01 Airport Surface Detection Equipment - Model X (ASDE-X) $12.1 $13.4 $10.5 $0.0 $0.0

2B10 Airport Surveillance Radar (ASR-9) Service Life Extension Program (SLEP) $10.9 $13.6 $3.8 $3.5 $1.0

2B11 Terminal Digital Radar (ASR-11) Technology Refresh and Mobile Airport 

Surveillance Radar (MASR)

$19.4 $21.1 $10.1 $6.7 $4.4

2B16 Mode S Service Life Extension Program (SLEP) $7.3 $8.1 $11.3 $14.0 $23.8

2B17 Surveillance Interface Modernization (SIM) $6.0 $0.0 $0.0 $0.0 $0.0

2B20 Precision Runway Monitor Replacement (PRMR) – Multilateration Technology 

Upgrade

$5.0 $1.0 $3.0 $7.0 $7.5

* Titles with asterix represent NextGen BLIs

** Additional funding to cover the cost of construction is included in the proposed Immediate Transportation Investment in FY 2014.

Note: BLI numbers with X represent outyear programs not requested in the FY 2014 President's Budget.

Note: FY 2015-2018 outyear funding amounts are estimates.
60 

Space Based Augmentation System (SBAS) is the FAA’s Wide Area Augmentation System 

(WAAS) that uses a network of 38 ground monitors to calculate corrections to the GPS signals 

and broadcast those corrections from telecommunications satellites. WAAS-equipped aircraft 

can use the information to fly a precision approach to a runway in low-visibility conditions. 

There are currently more than 3,100 WAAS precision approach procedures referred to as 

Localizer Performance with Vertical Guidance (LPV) that use GPS augmented by WAAS for 

both horizontal and vertical guidance. 

Navigational aid implementation is broken down into two different roadmaps: 

1. Roadmap 1 (figure 5-13) - Precision Approach, Surface Navigation and Safety and 

Enhancements 

2. Roadmap 2 (figure 5-14) - Approach and Runway Lights and En Route, Terminal and 

Non-Precision Approach 

Figure 5-13 Precision Approach, Surface Navigation and Safety and Enhancements 

Roadmap 

At the top of the roadmap (figure 5-13) are 3 programs that support the continued operation of 

existing systems. Visual navaids assist pilots in staying on the proper glide path. The navaids 

CY 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Navigation Roadmap (1 of 2)

ILS (I)

LP DME

SBAS / LPV

ALS (I)

RVR

ILS (II / III)

MB

LP DME

ALS (II / III)

RVR

ELVO

PAPI

RWSL

RID

Runway Safety Area - Navigation Mitigation

Safety and Enhancements

CAT I or Equivalent CAT II / III

Precision Approach / Surface Navigation

Runway Status Lights (RWSL) - Implementation

Phase II Phase III (2015 – 2025)

Phase III Phase IV (2014 – 2028)

Approach Lighting System Impr (ALSIP) Continuation

RVR- Replacement/Establishment

Visual Navaids for New Qualifiers

Navaids-Sustain, Replace, Relocate

Runway Status Lights (RWSL) – Segment 2

Sustain Distance Measuring Equipment (DME)

Instrument Landing Systems (ILS)

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012
61 

sustain program updates, replaces and augments the existing inventory of navigational aids. The 

Distance Measuring Equipment (DME) program both renovates and increases the number of 

installed DMEs. Visusal Navaids, navigation aids and DMEs are funded through BLIs 2D06, 

2D07 and 2D09. 

There are three categories of precision approach. Category I is the most common. It guides the 

pilot to the runway end, but it requires that the pilot be able to see the runway when the aircraft is 

no less than 200 feet above the field elevation, and the horizontal visibility is one-half mile or 

more. The Category II and III approaches allow aircraft to descend to lower minimums (i.e., less 

vertical and horizontal visibility is required). Currently, ILS is the primary system used for 

precision approaches. Category II and III ILS have higher redundancy and reliability levels that 

reduce the risk of equipment failures and allow lower minimums. An alternative for precision 

approach guidance is the SBAS LPV. As this alternative comes into broader use, the FAA can 

consider decommissioning ILS. The FAA plans to make an initial decision in 2018 and 2020 on 

the drawdown of Category I ILS. ILSs are funded through BLI 2D02. 

The Low Power DME (LPDME) is being installed to support advanced procedures requiring 

performance based navigation equipage and allow specially trained pilots to minimize approach 

paths and, as discussed below, to replace marker beacons. LPDMEs are funded through BLI 

2D06. 

In both Category I and II/III sections of the roadmap, the Approach Light System (ALS) and the 

Runway Visual Range (RVR) systems are shown. The ALS helps the pilot see the end of the 

runway and transition from instrument to visual flight for landing before reaching runway 

minimums. The RVR informs the tower of the measured visibility so that controllers can inform 

the pilot whether the runway visibility is above or below minimums. In the Category II section 

the existing MB (Marker Beacon) installations are being evaluated to determine how many can 

be replaced by LP DMEs. The FAA is also testing use of light-emitting diodes (LED) to replace 

the incandescent lamps currently in use in ALS to reduce both maintenance and operating costs. 

The approach lights and visibility sensors will need to be sustained and remain in operation for 

precision approach guidance regardless of any decision on decommissioning ILSs. ALSs, RVRs 

and other approaching lighting systems are funded through BLI 2D04 and 2D09. 

The Safety and Enhancements section of the roadmap shows several systems designed to assist 

pilots to operate safely in low visibility conditions. They are: 

 Enhanced Low Visibility Operations (ELVO) – allows pilots to land with lower limited 

visibility conditions than standard procedures. Additional RVRs to support this 

capability is funded through BLI 2D04; 

 Precision Approach Path Indicator (PAPI) – allows pilots to determine visually that they 

are on the proper glideslope for landing funded through BLI 2D10; 

 Runway Status Lights (RWSL) – are designed to give pilots a stop signal if it is 

dangerous to enter or cross a runway, funded through BLI 2B12; 

 Runway Incursion Devices (RID) – are various pieces of equipment to warn aircraft and 

other vehicles of potential runway incursions; 

 Airport Lighting System Improvement Program (ALSIP) – a response to the National 

Transportation Safety Board recommendation to replace steel airport light supports with 
62 

frangible structures to minimize damage to aircraft that descend below the glidepath, 

funded through BLI 2D05; and 

 Runway Safety Area (RSA) – a program to replace structures in the safety area 

surrounding a runway with low-impact supports to minimize damage to aircraft that veer 

off the runway, funded through BLI 2D12. 

Figure 5-14 Approach and Runway Lights and En Route, Terminal and Non-Precision 

Approach Roadmap 

The VORTAC program at the top of the roadmap shows that combined VOR and TACAN sites 

will be supported through 2018 and possibly longer if analysis shows a need to continue them. 

The VORTAC program is funded through BLI 2D01. 

Precision Approach Path Indicator (PAPI) and the Vertical Approach Slope Indicator (VASI) 

will be continued until the PAPI replaces all of the current VASI systems, at a time well into the 

future. The PAPI system is funded through 2D10. 

The Runway End Identification Lights (REIL) help pilots to visually align with the runway for 

both precision and non-precision approaches. The REIL will continue operating throughout the 

CY 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Wide Area Augmentation System (WAAS)

VORTAC

Navigation Roadmap (2 of 2)

Infrastructure

PAPI

VASI

REIL

LDIN

ODALS

ICMS

DME

SBAS (WAAS)

VOR

LOC

NDB

GPS

TACAN

VOT

DF

En Route / Terminal / Non-Precision Approach

APNT

Environmental

More efficient routes using RNAV/RNP

Phase III Phase IV (2014 – 2028)

Replace VASI with PAPI

GPS Civil Requirements

WAAS Surveys

VOR MON Implementation Program

FLEX Separation Mgmt - APNT

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012
63 

roadmap timeframe. The LDIN (Lead In Light System) and the ODALS (Omnidirectional 

Airport Lighting System) are installed at the end of runways to help pilots determine the active 

runway for landing. The Interlock Control and Monitoring System (ICMS) helps controllers 

rapidly activate and deactivate the navigational aids at an airport. 

DME will support NextGen Nav Initiatives for both en route and terminal DME operations. The 

terminal DME will be installed beginning in the 2014 timeframe to support Area 

Navigation/Required Navigation Performance (RNAV/RNP) operations. NextGen Navigation 

Initiatives program is funded through BLI 1A12E. 

Non-precision approaches provide guidance to pilots preparing to land on a runway when there is 

limited visibility; however they only provide lateral guidance, not vertical guidance. These 

approaches do not allow descent to the same minimum altitudes possible with a precision 

approach. VORs support many non-precision approaches; however, SBAS (WAAS) will 

support non-precision approach operations as the VOR population is reduced. The FAA has 

more than 5,000 GPS-WAAS non-precision approach procedures in place. The WAAS is 

funded through BLI 2D03. 

The en route and terminal domains have traditionally relied on the system of VORs to define 

airways within the NAS. As GPS replaces the VOR as a navigation aid, FAA will decrease the 

number of VORs to a Minimum Operational Network (MON). The MON will serve as a backup 

for GPS and will be available for those aircraft that have not equipped with GPS navigation 

systems. The VOR technology refresh or replacement and the MON programs are funded 

through BLI 2D01. 

The Localizer (LOC) is an ILS component that provides horizontal guidance to a runway end. 

When used as a stand-alone system without a Glideslope component, LOC supports nonprecision approach operations; SBAS (WAAS) will begin to replace that functionality at airports 

where only localizers are installed. 

The FAA will continue operating Non-Directional Beacons (NDB), because NDBs are still used 

at some remote areas, where it is not economically justified to install modern navigational 

equipment. 

The Department of Defense operates GPS. There are typically 24 to 30 active satellites in orbit, 

and a navigation receiver can determine an aircraft’s position by interpreting the data transmitted 

by the satellites in view of the aircraft’s antenna. Two GPS upgrades are expected in future 

years. The next generation of satellites will have a second frequency (L5) for civilian safety-oflife use. An aircraft receiver that receives both the existing L1 signal and the new L5 signal can 

internally calculate corrections that enhance the accuracy of the position calculation and 

eliminate the errors caused by ionospheric distortion. The GPS III family of satellites will be 

upgraded with an additional civil signal (L1C) and increased transmitting power. The GPS Civil 

Requirements BLI 2D11 will fund the ground monitoring stations to measure the accuracy and 

reliability of the new civil frequencies. 
64 

The Tactical Navigation System (TACAN) is the military equivalent of VOR and DME systems 

installed jointly. TACAN is often collocated with VOR systems. The VOT (VOR Test Range) 

is used to check and calibrate VOR receivers in aircraft. The Direction Finder (DF) was used to 

help locate lost pilots, but it is being decommissioned because better technology is now 

available. 

The Alternate Positioning Navigation and Timing System (APNT) is a program to determine the 

appropriate back up navigation system in case GPS service is disrupted. It is a NextGen 

initiative to ensure continuity of service if GPS is disrupted. The APNT program is funded 

through BLI 1A12F. 

Figure 5-15 shows the future capital investments for navigation systems. Funding amounts are 

in Millions of Dollars. 

Figure 5-15 Funding amounts in the Navigation Functional Area 

5.5 Weather Roadmaps 

Timely and accurate weather observations and forecasts are essential to aviation safety and for 

making the best use of aviation capacity. They will be even more important when NextGen 

direct routing becomes routine. Pilots need to know the direction and speed of winds aloft so 

that they can take advantage of tailwinds and minimize the effect of headwinds. They also need 

to know if there will be obstructions to visibility that restrict landings at their destination airport, 

and whether the runway is wet or dry and how that will affect braking action. Traffic flow 

managers and pilots use weather observations and forecasts to determine when they need to plan 

alternative routes to avoid severe weather. Pilots must avoid thunderstorms with hail and heavy 

rain, turbulence, and icing because they can damage the aircraft and potentially injure 

passengers. The FAA has a lead role in collecting and distributing aviation weather data – 

particularly hazardous weather. The FAA distributes weather hazard information from its own 

BLI 

Number Program Name

FY 

2014 

Budget

FY 

2015

FY 

2016

FY 

2017

FY 

2018

Navigation Functional Area $238.6 $223.7 $197.8 $143.9 $135.0

2B12 Runway Status Lights (RWSL) $35.3 $26.2 $20.6 $0.0 $0.0

2D01 VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment 

(DME)

$8.3 $2.5 $2.5 $2.5 $2.5

2D02 Instrument Landing Systems (ILS) – Establish $7.0 $7.0 $7.0 $7.0 $7.0

2D03 Wide Area Augmentation System (WAAS) for GPS $109.0 $105.0 $105.7 $97.9 $100.9

2D04 Runway Visual Range (RVR) & Enhanced Low Visibility Operations (ELVO) $6.0 $6.0 $6.0 $6.0 $4.0

2D05 Approach Lighting System Improvement Program (ALSIP) $3.0 $3.0 $3.0 $3.0 $3.0

2D06 Distance Measuring Equipment (DME) $4.0 $3.0 $3.0 $3.0 $3.0

2D07 Visual Navaids - Establish/Expand $2.5 $2.0 $2.0 $2.0 $2.0

2D09 Navigation and Landing Aids – Service Life Extension Program (SLEP) $3.0 $3.0 $3.0 $3.0 $6.0

2D10 VASI Replacement – Replace with Precision Approach Path Indicator $2.5 $5.0 $5.0 $5.0 $5.0

2D11 Global Positioning System (GPS) Civil Requirements $20.0 $20.0 $0.0 $0.0 $0.0

2D12 Runway Safety Areas – Navigation Mitigation $38.0 $41.0 $40.0 $14.5 $1.6

* Titles with asterix represent NextGen BLIs

** Additional funding to cover the cost of construction is included in the proposed Immediate Transportation Investment in FY 2014.

Note: BLI numbers with X represent outyear programs not requested in the FY 2014 President's Budget.

Note: FY 2015-2018 outyear funding amounts are estimates.
65 

systems and uses both the FAA and National Weather Service (NWS) computer forecast models 

based on data available from FAA and NWS sensors to develop forecasts for use by air traffic 

control facilities, pilots, airline operations centers, and other aviation-related facilities. 

The FAA employs two categories of weather systems: weather sensors and weather 

processing/dissemination/display systems. Weather sensors include weather radars and surface 

observation systems that measure atmospheric parameters, such as surface temperature, 

prevailing wind speed and direction, relative humidity, and cloud bases and tops, as well as wind 

shear and microbursts. These weather sensors provide real-time information to air traffic 

facilities and to centralized weather-forecasting models. Weather processing/dissemination/ 

display systems organize and process the sensor’s observed data. Data from multiple sensors 

feed forecast models whose output can be disseminated and integrated in national and local 

processing and display systems to interpret broad weather trends affecting aviation operations. 

This information can then be sent to air traffic controllers, traffic flow managers, dispatchers, 

and pilots. 

Weather system implementation is broken down into two different roadmaps: 

1. Roadmap 1 (figure 5-16) - Weather Sensors 

2. Roadmap 2 (figure 5-17) - Weather Dissemination, Processing, and Display 

Figure 5-16 Weather Sensors Roadmap 

CY 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

WSDS 

Portfolio

Wx Camera –

Future Segments

Dual Pol

Weather 

Channel

ASWON 

Portfolio

Weather Roadmap (1 of 2)

NEXRAD

ASR-9

PIREPS

Lightning

Data

ACFT Wx

Sensors

AWOS, AWSS,

ASOS, SAWS,

DASI, F420

ASWON Tech Refresh Segment 1

TDWR SLEP 1 

LIDAR

JAWS

Non-Fed

AWOS

TDWR SLEP 3

NEXRAD SLEP Phase 1

LLWAS WSDS Work Package 1 - Sustain

TDWR X

ASR-8

ASR-9

ASR-11

TDWR SLEP 2 

Wind Shear Service Radars Surface Weather Observing Service Non-FAA Sensors

Auto PIREP Entry on ERAM R7

JAWS TR

NextGen Surface Observing Capability (NSOC)

Weather Camera

NEXRAD SLEP Phase 2

Wx Camera - Segment 1

WSDS Work Package 2

NSWRC

WSP

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012

NextGen Surveillance and Weather Radar Capability 
66 

Figure 5-16 shows the current and planned status of weather sensors. The Terminal Doppler 

Weather Radar (TDWR) is installed at 46 airports and detects windshear and microbursts so 

controllers can warn pilots of these hazards as they approach the runways and begin landing 

procedures. TDWR is the most sophisticated wind shear detection system. Using Doppler 

technology, the radars can detect the rapid changes in wind speed and direction that indicate 

existence of wind shear hazards for an aircraft approaching or departing a runway. TDWR 

service life extension program is funded through BLI 2B02. 

The Wind Shear Detection Services Portfolio includes: the Airport Surveillance Radar – Weather 

System Processor (ASR-WSP); the Low Level Wind Shear Alerting System (LLWAS); and the 

Light Detection and Ranging (LIDAR) system. ASR-9 airport surveillance radars, wind sensors 

and lasers are used to detect wind shear conditions near the runways and approach areas of 

airport. Airports with significant wind shear risk that have a lower volume of air traffic are 

served by the ASR-WSP, a lower cost alternative to TDWR, which processes the six-channel 

weather from the two dimensional Doppler search radar signals of the ASR-9 to detect wind 

shear and approximate the output of the TDWR. The Wind Shear Detection Portfolio is funded 

through BLI 2A14. 

LLWAS supplements these radar systems, and it consists of wind sensors located at 6 to 29 

points around the runway thresholds to measure surface wind direction and velocity. The 

LLWAS computer systems compare the wind velocity and direction detected by these sensors at 

different locations to determine whether wind shear events are occurring at or near the runways. 

The sensors can only measure surface winds and do not detect wind shear in the approach or 

departure paths as a radar would. LLWAS both serves airports that do not have a TDWR or 

WSP, and at several locations, the system supplements the weather radars with point-specific 

wind measurements to verify the presence and location of wind shear. 

The LIDAR (Light Detection and Ranging) system uses lasers to detect dry microbursts and gust 

fronts that radar systems such as TDWR may not detect. Evaluation of LIDAR is underway at 

airports located in dry high plains or mountain environments, where wind shear is not always 

accompanied by sufficient precipitation for the TDWR to detect with 90 percent reliability. 

The ASR-8/9/11 Weather Channel and the Next Generation Weather Radar (NEXRAD) detect 

precipitation, wind, and thunderstorms that affect aircraft in flight. Replacing the weather 

information that the ASR-8/9 radars generate will be necessary if these radars do not remain in 

operation. The FAA is evaluating the potential to combine these functions into a NextGen 

Surveillance and Weather Radar Capability (NSWRC) if the business case shows that solution to 

be viable. Development of NSWRC is funded through BLI 1A01J. 

Development of the currently operating NEXRAD occurred under a joint program of the 

Department of Commerce National Weather Service, Department of Defense, and FAA. These 

systems are Doppler weather radars that detect and produce over 100 different long-range and 

high-altitude weather observations and products, including areas of precipitation, winds, 

thunderstorms, turbulence, and icing. The NEXRAD radars are essential for forecasting future 

weather. In the short term, upgrades such as Dual Polarization (Dual Pol) and software 

improvements are being funded. Dual Pol is an important addition to NEXRAD that improves 
67 

detection of in-flight icing and is expected to improve the forecasting of areas where in-flight 

icing will occur. A cooperative program with the partner agencies will upgrade the NEXRAD 

radars with a Service Life Extension Program (SLEP) to modernize and renovate the existing 

system of radars. The NEXRAD SLEP program is funded through 2A04. 

The Automated Surface Weather Observation Network (ASWON) Portfolio includes several 

surface sensors (AWOS/ASOS/AWSS/SAWS/DASI/F-420) that measure weather parameters on 

the surface and report conditions to air traffic facilities and pilots. The data they collect is 

important to pilots and dispatchers as they prepare and file flight plans, and it is vital for weather 

forecasting. The Automated Surface Observing Systems (ASOS) and other variants — such as 

the Automated Weather Observing System (AWOS); the Automated Weather Sensor Systems 

(AWSS); and the Stand Alone Weather Sensing (SAWS) system — have up to 14 sensors that 

measure surface weather data, including temperature, barometric pressure, humidity, type and 

amount of precipitation, and cloud bases and amount of sky cover. The Digital Altimeter Setting 

Indicator (DASI) shows tower controllers the current barometric pressure so they can inform 

pilots of the proper setting so the aircraft’s altimeter will read the correct runway elevation at 

touchdown. The F-420 is an indicator that shows the wind direction and velocity on the 

runways. These systems feed data directly to air traffic control facilities and support automated 

broadcast of weather information to pilots. They also provide regular updates for the forecast 

models that predict future weather conditions including adverse weather. These systems will 

remain in operation until a decision is made to implement the NextGen Surface Observing 

Capability. The ASWON Portfolio is funded through BLI 2C01. 

The Juneau Airport Weather System (JAWS) is unique to the Juneau, Alaska area. It provides 

wind hazard information from mountain-peak wind sensors located around Juneau to the Flight 

Service Station and Alaska Airlines to improve the safety of aircraft arriving at and departing the 

airport. 

The Weather Camera program installs cameras along flight routes in Alaska so pilots can have a 

visual picture of the weather they might encounter as they file their flight plans for a specific 

route. Flights can be cancelled if the cameras show poor weather along the planned route. The 

Weather Camera program is funded through 2C04. 

The non-FAA sensors shown at the bottom of the roadmap are valuable sources of weather 

information that improve FAA’s overall knowledge of weather conditions. Some states and 

smaller airports operate AWOS for weather observations. Inputs from these systems are 

valuable additions to the data from FAA sensors. Aircraft weather sensors can provide humidity, 

wind speed and atmospheric pressure readings that are helpful in forecasting weather conditions. 

Pilot Reports (PIREPS) are invaluable because they are real time reports on the weather along 

major flight routes. Lightning Data provides air traffic facilities important information about the 

location and intensity of thunderstorms. 
68 

Figure 5-17 Weather Dissemination, Processing, and Display Roadmap 

Figure 5-17 shows that NextGen systems will consolidate large volumes of weather observations 

and forecast information for processing, display, and dissemination. Weather forecasts are 

integrated into decision support system algorithms to produce the more sophisticated forecasts of 

how weather will impact NAS operations. Common Support Services – Weather (CSS - Wx) 

which is supported by the SWIM program will be the source for weather information and 

provide access to all users throughout the NAS. The CCS-Wx program is funded through BLI 

2A12C. 

Currently, the Weather and Radar Processor Weather Information Network Server (WARP 

WINS) processes and stores data from multiple NEXRAD radars for en route control facilities 

to use. WARP compiles information from a number of sources for interpretation by the Center 

Weather Service Unit forecasting stations. WARP also provides NEXRAD precipitation 

intensity data to controllers’ displays. The WARP FBWTG (FAA Bulk Weather 

Communications Gateway) provides National Weather service data to the center weather service 

units to aid in their forecast of weather conditions in the center’s airspace. The roadmap shows 

that WARP will be upgraded with an Enhanced WINS distribution (WARP EWD) before the 

CY 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025+

Weather Roadmap (2 of 2)

NWP (WP2) NWP (WP3) 

WARP

RAMP

& MDS 

ITWS NFU

WARP WINS

& FBWTG

Center Wx

Services

ALDARS

Satellite Data Services

WMSCR

ITWS

CIWS 

Prototype

NWP

NWS Data

Services

NWP (WP1) w/CWAM 

WIFS

ADAS/RASP

CIWS CDDS

ITWS VOLPE

Common Support

Services Weather

WARP EWD 

X

X

X

X Centralized Functions Localized Functions ITWS Tech Refresh and Disposition 

Dissemination Processing Non-FAA Services

NOAA 4-D Wx

SAS

Non

FAA

WARP Sustain

Common Support Services Wx – Work Package 1

CSS Wx WP2

X

X

X

X

X

CREWS X

X

NAS Infrastructure Roadmaps, Version 7.0 December 18, 2012

NOAA 4-D Wx

Data Cube
69 

WARP functions are incorporated in CSS – Wx. The WARP upgrade program is funded through 

BLI 2A15. 

The Corridor Integrated Weather System (CIWS) gathers weather information along the busiest 

air traffic corridors to help air traffic specialists select the most efficient routes when they must 

divert traffic to avoid severe weather conditions. The CIWS Data Distribution System (CDDS) 

program enabled the existing CIWS system to distribute data to external NAS users so traffic 

management participants have the same information for daily route planning. 

The Integrated Terminal Weather System (ITWS) consolidates weather information from 

automated sensors and surrounding radars (TDWR and NEXRAD) to provide real-time weather 

information for terminal control facilities. The system also projects movement of thunderstorms 

and gust fronts up to 20 minutes into the future. ITWS has been installed at 23 airports. Tower 

and Terminal Radar Approach Control (TRACON) controllers use the information to make more 

precise estimates of when runways should be closed and subsequently reopened. They also use 

the information to plan for a switch in terminal arrival patterns to avoid inefficient maneuvering 

to accommodate a runway change as aircraft approach an airport. The ITWS will have two 

enhancements. The National Weather Service Filter Unit (ITWS NFU) will send data collected 

by FAA to the National Weather Service to use for weather forecasting. The ITWS Volpe will 

web enable the ITWS weather data for external users. 

ITWS will receive technology refresh in the near term, and we will incorporate its weather inputs 

and processing power into the NextGen Weather Processor by 2018. ITWS is funded through 

BLI 2B21. 

The FAA-operated Weather Message Switching Center Replacement (WMSCR) is a network 

with distribution nodes in Salt Lake City and Atlanta that collects and distributes nationwide 

weather information. The FAA will migrate WMSCR functionality into the SWIM Common 

Support Services for weather information distribution. 

The Automated Weather Observation System Data Acquisition System/Regional ADAS Service 

Processor (ADAS/RASP) is a communications link that transmits AWOS/ASOS/AWSS data to 

air traffic facilities. ADAS also correlates lightning groundstroke information to 

AWOS/ASOS/AWSS data to better determine the location of nearby thunderstorm activity. 

The Automated Lightning Detection and Reporting System (ALDARS) will become part of the 

NextGen weather processor after 2018 and its information will be consolidated with other 

weather inputs. 

The Center/TRACON Remote Weather System (CREWS) collects data to help center and 

terminal facility controllers coordinate the flows of air traffic into busy terminal facilities. 

World Area Forecast System (WAFS) Internet File Service (WIFS) is a commercial service that 

provides the information to support global flight operations. 
70 

The NextGen Weather Processor (NWP) will incorporate the functionality of the existing 

Weather and Radar Processing (WARP) system; implement the CIWS functionality (0-2 hour 

convective weather forecast) and develop a 0-6 hour forecast for the TFM system. The NWP 

program will enhance the display of weather information by using new algorithms to portray 

icing conditions, turbulence, and other hazards and ITWS capabilities. Further upgrades of 

weather-predicting algorithms will also be added to include Wind Shear/Microburst and Wake 

Vortex Detection and prediction advisories. The WARP RAMP (Radar and mosaic Processor) 

and MDS (Meteorological Data Server) components which process weather data will remain in 

service until their functions are incorporated in NWP. The NWP program is funded through BLI 

2A20. 

The NOAA 4-D Weather Cube is a distributed “virtual” database that will receive weather data 

directly from sensors and other sources and, either automatically or by request, send data to FAA 

facilities and users so that observations and forecasts can be more widely and consistently 

distributed via network-enabled communications. The 4-D Weather Cube will be hosted by the 

National Weather Service, and FAA will access it as the Single Authoritative Weather Source for 

all users of the NAS. The Single Authoritative Source (4-D Wx SAS) ensures that the most 

accurate and consistent data will be distributed to users so that they can make decisions based on 

correct and coherent weather information. Decision support tools will use this weather 

information to assist users in understanding weather constraints and taking actions to reduce risk 

for aviation operations. Integration of the 4-D Weather Cube into the NAS is funded through the 

CSS-Wx program in BLI 2A12C. 

The non-FAA services provide data from the National Weather Service (NWS) ground and 

satellite sensors to FAA for use by the NWS meteorologist who interpret and forecast weather at 

the FAA en route centers. 

Figure 5-18 shows the future capital investments for weather sensors and weather dissemination 

and processing systems. Funding amounts are in Millions of Dollars. 

Figure 5-18 Funding amounts in the Weather Functional Area 

 

BLI 

Number Program Name

FY 

2014 

Budget

FY 

2015

FY 

2016

FY 

2017

FY 

2018

Weather Functional Area $46.4 $67.3 $57.1 $61.2 $70.4

2A04 Next Generation Weather Radar (NEXRAD) $4.1 $7.1 $6.5 $6.3 $5.5

2A15 Weather and Radar Processor (WARP) $0.7 $0.0 $0.0 $0.0 $0.0

2B02 Terminal Doppler Weather Radar (TDWR) – Provide $3.6 $0.0 $0.0 $0.0 $0.0

2B21 Integrated Terminal Weather System (ITWS) $1.3 $4.4 $5.4 $5.0 $3.8

2A14 Windshear Detection Service (WDS) $2.0 $4.3 $5.2 $4.5 $1.0

2A20 Next Generation Weather Processor (NWP)* $23.5 $43.3 $30.8 $32.3 $46.6

2C01 Aviation Surface Weather Observation System $10.0 $8.0 $8.0 $10.0 $10.0

2C04 Weather Camera Program $1.2 $0.2 $1.1 $3.2 $3.5

* Titles with asterix represent NextGen BLIs

** Additional funding to cover the cost of construction is included in the proposed Immediate Transportation Investment in FY 2014.

Note: BLI numbers with X represent outyear programs not requested in the FY 2014 President's Budget.

Note: FY 2015-2018 outyear funding amounts are estimates.
71 

5.6 Facilities 

The Air Traffic Organization maintains and operates thousands of staffed and unstaffed 

operational facilities that we must regularly upgrade and modernize. The largest facilities are the 

21 en route centers, that house hundreds of employees and the equipment they use to control 

aircraft flying in the en route airspace. The other operational facilities with significant staffing 

are the more than 500 towers and 167 TRACON facilities that control arrival and departure 

traffic to and from airports. 

There are more than 16,000 unstaffed facilities—many in very remote locations—sheltering 

communications, navigation, surveillance equipment and weather sensors. Much of this 

equipment is housed in buildings that have exceeded service live and need renovation. Many 

have deteriorating steel towers and foundations. Some newer unstaffed buildings and structures 

frequently need renovation because they are in remote and/or hazardous locations near the ocean 

or on mountaintops. Replacing roofing, electric power generators, heating/cooling, and 

structural and security components of these structures is essential to successful operation of the 

NAS. Modernization of unstaffed facilities is funded through BLI 2E02. 

The William J. Hughes Technical Center (WJHTC) in Atlantic City, NJ, and the Mike Monroney 

Aeronautical Center (MMAC) in Oklahoma City, OK, each have many buildings. Each year, 

these complexes receive funds to both sustain and replace infrastructure, and to improve and 

modernize buildings to support training, logistics, research, and management functions. The 

MMAC operates under a lease from the Oklahoma City Airport Trust, and funds are requested to 

pay the annual lease costs. The MMAC also receives infrastructure funding for building 

renovation and updated infrastructure. The WJHTC supports research programs to determine the 

feasibility of NextGen concepts, and it also supports the testing of new equipment that will be 

installed in the NAS. The FAA has requested funding for 2014 and beyond to upgrade buildings 

and supporting infrastructure, such as roads. Annual funding is provided to reconfigure the 

research laboratories to accommodate acceptance testing for new equipment and to test 

modifications to existing equipment. The WJHTC is funded through BLI 1A02, 1A03 and 

1A04. The MMAC is funded through BLI 3B01 and 4A04. 

The Terminal Air Traffic Control Facilities – Replace program includes funding for replacement 

of exiting airport traffic control towers (ATCT) and TRACON facilities. Projects are funded in 

five segments and are scheduled based on Agency’s priorities. A project typically spans a period 

of 5-10 years from inception to completion depending on the size of the project. Each segment 

of a project is fully funded in the year requested but it may take more than one year to complete 

that segment and costs for that segment may exceed the original estimate. Funding is allocated 

to the segments based on Agency priorities while maintaining the overall 5 year funding 

estimates for the program. ATCT/TRACON replace program is funded through BLI 2B06. 

The Terminal Air Traffic Control Facilities – Modernize program replaces specific exterior or 

interior components of existing towers, such as elevators, heating ventilation and cooling 

equipment, roofs, or other infrastructure that the FAA must upgrade to keep towers functioning. 

ATCT/TRACON modernization program is funded through BLI 2B07. 
72 

The FAA upgrades and improves Air Route Traffic Control Center (ARTCC) facilities by 

replacing heating and cooling systems, upgrading electrical power distribution systems, and 

providing other facility needs to meet mission requirements. ARTCC modernization program is 

funded through BLI 2A05. 

Figure 5-19 shows the future capital investments for facilities programs for the air traffic control 

system. Funding amounts are in Millions of Dollars. 

Figure 5-19 Funding amounts in the Facilities Functional Area 

 

BLI 

Number Program Name

FY 

2014 

Budget

FY 

2015

FY 

2016

FY 

2017

FY 

2018

Facilities Functional Area $472.4 $516.9 $575.8 $594.3 $604.2

1A02 NAS Improvement of System Support Laboratory $1.0 $1.0 $1.0 $1.0 $1.0

1A03 William J. Hughes Technical Center Facilities $12.0 $12.0 $12.0 $12.0 $12.0

1A04 William J. Hughes Technical Center Infrastructure Sustainment $6.0 $8.1 $9.2 $10.3 $10.0

1A13 Next Generation Air Transportation System (NextGen) – System Networked 

Facilities*

$9.0 $9.0 $10.8 $11.0 $12.0

1A14 Next Generation Air Transportation System (NextGen) – Future Facilities* ** $10.0 $24.7 $61.0 $67.0 $30.0

2A05 ARTCC Building Improvements/Plant Improvements $53.0 $53.0 $61.0 $63.0 $63.5

2B06 Terminal Air Traffic Control Facilities - Replace $72.0 $100.0 $100.0 $110.0 $110.0

2B07 ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve $53.2 $52.7 $52.7 $53.1 $53.1

2B09 NAS Facilities OSHA and Environmental Standards Compliance $26.0 $26.0 $26.0 $26.0 $29.0

2C03 Alaska Flight Service Facility Modernization (AFSFM) $2.9 $2.9 $2.0 $2.0 $2.0

2E01 Fuel Storage Tank Replacement and Monitoring $8.7 $6.8 $14.0 $14.0 $16.0

2E02 Unstaffed Infrastructure Sustainment $33.0 $33.0 $33.3 $34.4 $44.4

2E03 Aircraft Related Equipment Program $10.4 $9.0 $11.4 $9.0 $9.0

2E06 Facilities Decommissioning $6.5 $5.0 $6.0 $6.0 $10.0

2E07 Electrical Power Systems – Sustain/Support $85.0 $100.0 $100.0 $100.0 $125.0

2E08 FAA Employee Housing and Life Safety Shelter System Service $2.5 $0.0 $0.0 $0.0 $0.0

3A01 Hazardous Materials Management $20.0 $20.0 $20.0 $20.0 $20.0

3A03 Logistics Support Systems and Facilities (LSSF) $10.0 $1.0 $1.5 $1.1 $1.4

3A05 Facility Security Risk Management $15.0 $15.1 $15.0 $15.1 $15.1

3A12 National Test Equipment Program $3.0 $2.0 $4.0 $4.0 $4.0

3A13 Mobile Assets Management Program $3.0 $4.0 $2.0 $2.0 $3.0

3B01 Aeronautical Center Infrastructure Modernization $12.3 $13.2 $14.1 $14.0 $14.0

4A04 Mike Monroney Aeronautical Center Leases $17.9 $18.4 $18.8 $19.3 $19.7

* Titles with asterix represent NextGen BLIs

** Additional funding to cover the cost of construction is included in the proposed Immediate Transportation Investment in FY 2014.

Note: BLI numbers with X represent outyear programs not requested in the FY 2014 President's Budget.

Note: FY 2015-2018 outyear funding amounts are estimates.
73 

6 Conclusion 

The capital investment plan shows FAA’s commitment to balancing the needs of maintaining 

legacy facilities and equipment, enhancing redundancy to ensure safety, and investing in the 

future capabilities of NextGen. Operational improvements that rely on capital investment often 

take several years after the appropriation of funding to be routinely used, because the complex 

equipment necessary to support changes needed for operational improvements takes time to 

develop, build, install, test and then train controllers in its use. 

FAA has taken positive steps in implementing NextGen capabilities. The delivery of ADS-B 

services throughout much the United States is already providing safety and efficiency benefits to 

operators in, for example, the Gulf of Mexico. The ability to share airport surface information 

with the airline operators using SWIM has improved the FAA and carriers joint ability to plan 

for surface operations at congested airports, especially in inclement weather where there are 

large surface delays and operationally complexity. The expansion of the Time Based Flow 

Management Capability to more airports and across greater distance assure that the airport 

capacity is fully utilized with minimum delay cost for the users. The focus on providing a 

Metroplex approach to the addition of RNP procedures for terminal approach paths coupled with 

ongoing development of advanced decision tools show both the viability and commitment to the 

delivery of NextGen concepts. These successes demonstrate that efficiency can be improved 

with more advanced equipment and procedures. As time progresses, the use of delivery of 

enhanced procedures coupled with advanced tools will grow and NextGen goals will continue to 

be met. 

In addition to future capacity, efficiency and environmental demand considerations, equipment, 

facilities and IT systems suffer from normal obsolescence. The computer systems and other 

technology that FAA uses for air traffic control have an estimated life of 10 to 20 years. 

Regardless of whether there is growth or decline in air travel, FAA will have to upgrade or 

replace several system components in the next 5 years. FAA is and will continue to be 

committed to modernizing the existing air traffic control system and supporting its infrastructure. 

 
74 

7 Appendices 

The CIP contains five appendices. 

Appendix A 

 Lists FAA strategic goals, outcomes, and performance metrics. 

 Associates CIP programs with strategic outcomes and performance metrics. 

Appendix B 

 Provides CIP program descriptions and the alignment of programs to strategic goals. 

 Describes the programs contribution to meeting the performance metric. 

 Lists performance output goals for FY 2014–2018. 

 Shows system implementation schedules. 

Appendix C 

 Provides funding amounts from FY 2014 through FY 2018 by Budget Line Item (BLI). 

Funding amounts are in Millions of Dollars. 

Appendix D 

 Response to GAO Report 08-42 - Identifies major programs with cost and schedule 

changes from the original baseline and explains the causes of those changes. 

Appendix E 

 Defines acronyms and abbreviations. 
Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix A 

Fiscal Years 2014 – 2018 
i

APPENDIX A 

GOAL MATRIX 

The Capital Investment Plan (CIP) programs have been aligned to the goals, outcomes, and performance metrics in 

the Federal Aviation Administration (FAA) Strategic Plan, Destination 2025, and the Department of 

Transportation’s (DOT) strategic plan. Many FAA programs will contribute to more than one goal, outcome, or 

performance metric; however the program linkages in the CIP (Appendix A and B) are aligned to a single goal, 

outcome, and performance metric where a program’s contribution is most significant. Only CIP programs with 

Fiscal Year (FY) 2014-2018 funding are included in Appendix A, B, and C. 

The FAA’s Strategic Plan has five Goals and the table below shows how they support DOT Goals. 

FAA Strategic Goals DOT Strategic Goals 

1) Next Level of Safety Safety 

2) Workplace of Choice Organizational Excellence 

3) Delivering Aviation Access through Innovation State of Good Repair 

 Economic Competitiveness 

 Livable Communities 

4) Sustaining our Future Environmental Sustainability 

5) Improved Global Performance through Collaboration Economic Competiveness 

Each FAA Goal has Outcomes, Strategies and Performance Metrics identified in Destination 2025. Each program in 

the CIP is aligned with one Goal, Outcome and Performance Metric. Each Goal has several Outcomes that support 

the Goal and each Outcome may have one or more Performance Metric identified that will be used to measure 

accomplishment of the outcome and goal. 

Since Destination 2025 is a long term strategic view, metrics are not focused on near term operational needs such as 

cost savings. Therefore, some metrics have been incorporated from other sources to account for the contribution of 

programs that support these near term operational needs. These metrics and their source are identified in the tables. 

Programs are shown under their respective performance metric and each has the following information, FY 2014 

Budget Line Item (BLI), CIP number, and CIP Program/ Project Name. BLI numbers with an X (i.e., 1A09X) are 

used to designate programs/projects that are not in the FY 2014 President’s Budget. These Programs/projects are 

new starts or future programs not currently in the President's budget but with planned funding within the FY 15-18 

timeframe and will report future year planned activities based on planned funding. 

For clarification, the following definitions generally describe the elements of the FAA Strategic Plan and can be 

used to relate the outcomes and performance metrics to the CIP programs. 

STRATEGIC GOAL

A general statement of the broad agency purpose in carrying out its mission, such as: “By achieving the lowest 

possible accident rate and always improving safety, all users of our aviation system can arrive safely at their 

destinations. We will advance aviation safety worldwide.” 

OUTCOME

A statement of the desired improvement which will contribute to the overall goal, such as: “No accident-related 

fatalities on commercial service aircraft in the U.S.” 
ii

PERFORMANCE METRIC

A quantifiable metric of the improvement in a goal area that sets a target for specific improvements in outcomes that 

affect FAA customers, such as: “Reduce the commercial air carrier fatalities per 100 million persons on board by 24 

percent over a 9-year period (2010-2018). No more than 6.2 in 2018.” 

 
iii

Table of Contents 

1. Strategic Goal: Next Level of Safety ......................................................................................................................... 1

2. Strategic Goal: Workplace of Choice ........................................................................................................................ 4

3. Strategic Goal: Delivering Aviation Access though Innovation ................................................................................ 5

4. Strategic Goal: Sustaining Our Future ..................................................................................................................... 12

5. Strategic Goal: Improve Global Performance Through Collaboration .................................................................... 14
Capital Investment Plan Appendix A 

Fiscal Years 2014-2018 

1 

1. STRATEGIC GOAL: NEXT LEVEL OF SAFETY

By achieving the lowest possible accident rate and always improving safety, all users of our 

aviation system can arrive safely at their destinations. We will advance aviation safety 

worldwide. 

 Outcome 1: No accident-related fatalities occur on commercial service aircraft in the U.S.

 Performance Metric 1: Reduce the commercial air carrier fatalities per 100 million persons on board by 

24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

FY 2014 BLI CIP # CIP Name 

1A01G A28.01-01 Traffic Alert & Collision Avoidance System (TCAS) 

1A07G G07M.02-01 NextGen – Safety, Security, Environment – System Development – Systems 

Safety Management Transformation 

2A14 W05.03-01 Wind Shear Detection Services – Work Package 1 

2B19B C23.01-01 Voice Recorder Replacement Program – New Requirements Safety & Audit 

2D05 N04.03-00 Visual Navaids – ALSIP Continuation 

2D07 N04.01-00 Visual Navaids – Visual Navaids for New Qualifiers 

2D12 N17.01-01 Runway Safety Area – Navigation Mitigation 

2E03B M12.01-03 Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Technology 

Refresh 

2E03X M12.01-04 Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Additional 

Technology Refresh Projects 

3A02 A17.01-02 Aviation Safety Analysis System – Regulation and Certification Infrastructure 

System Safety (ASAS – RCISS) – Segment 2 

3A02X A17.01-03 Aviation Safety Analysis System – Regulation and Certification Infrastructure 

System Safety (ASAS – RCISS) – Segment 3 

3A07 A25.02-01 System Approach for Safety Oversight (SASO) – Phase 2a 

3A07X A25.02-02 System Approach for Safety Oversight (SASO) – Phase 2b 

3A08 A26.01-01 Aviation Safety Knowledge Management Environment (ASKME) – Segment 

2 

3A10 M53.01-01 Aerospace Medical Equipment Needs (AMEN) – Technology Refresh Phase 1 

3A10X M53.01-02 Aerospace Medical Equipment Needs (AMEN) – Technology Refresh Phase 2 

3A11 G07A.02-01 NextGen – Safety, Security, Environment – Aviation Safety Information 

Analysis and Sharing (ASIAS) 

3A14 A35.01-01 Aerospace Medicine Safety Information System (AMSIS) – Segment 1 

4A09 G05A.02-05 CATM – Flight & State Data Management – AIM Segment 2 

4A09X G05A.02-06 CATM – Flight & State Data Management – AIM Segment 3 

 
Capital Investment Plan Appendix A 

Fiscal Years 2014-2018 1. Strategic Goal: Next Level of Safety

2

 Outcome 2: Aviation risk is reduced through all phases of flight (gate-to-gate).

 Performance Metric 1: Maintain the rate of serious runway incursions at or below 0.395 events per 

million operations. 

FY 2014 BLI CIP # CIP Name 

1A01A S09.02-00 Runway Incursion Reduction Program (RIRP) – ATDP 

2B01A S09.01-01 ASDE-X –Technology Refresh & Disposition 

2B01B S01.05-01 Airport Surface Movement Detection – ASDE-3 Service Sustainment 

2B12 S11.01-02 Runway Status Lights (RWSL) – Implementation 

 Performance Metric 2: Ensure no cyber security event significantly degrades or disables a mission 

critical FAA system. 

FY 2014 BLI CIP # CIP Name 

3A06A M31.00-00 Information Systems Security 

3A06B M31.04-01 Federal Identity Credential and Access Management (FICAM) 

3A09 F30.01-01 Data Center Consolidation Initiative 

 Performance Metric 3: Reduce risks in flight by limiting the rate of the most serious losses of standard 

separation to 20 or fewer for every thousand (.02) losses of standard separation 

within the National Airspace System. 

FY 2014 BLI CIP # CIP Name 

1A01I M08.32-03 Operational Analysis and Reporting System (OARS) 

 Performance Metric 4: Exceed Federal Emergency Management Agency continuity readiness levels by 

5 percent. (FAA Business Planning Metric) 

FY 2014 BLI CIP # CIP Name 

1A16X G07A.01-01 NextGen – Security Integrated Tool Set (SITS) 

1A16X G07A.01-02 NextGen – Security Integrated Tool Set (SITS) – Work Package 1 

3A04 C18.00-00 Command & Control Communications (C3) 

 Outcome 3: There is a reduction in the general aviation fatal accident rate.

 Performance Metric 1: Reduce the general aviation fatal accident rate to no more than 1 fatal accident 

per 100,000 flight hours by 2018. 

FY 2014 BLI CIP # CIP Name 

2C0C A34.01-01 Future Flight Service Program (FFSP) 

2C04 M08.31-01 Weather Camera Program – Segment 1 

2C04X M08.31-02 Weather Camera Program – Future Segments 

2D03A N12.01-00 Wide Area Augmentation System (WAAS) 

2D03B N12.01-06 Wide Area Augmentation System (WAAS) – Surveys 

 
Capital Investment Plan Appendix A 

Fiscal Years 2014-2018 1. Strategic Goal: Next Level of Safety

3

 Outcome 4: There are no fatal accidents on certificated airports. 

 Performance Metric 1: Implement 40 percent of mitigating strategies for the top 5 airport risk areas. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Outcome 5: There are no fatalities resulting from commercial space launches. 

 Performance Metric 1: No fatalities, serious injuries, or significant property damage to the uninvolved 

public during licensed or permitted space launch and reentry activities. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 
Capital Investment Plan Appendix A 

Fiscal Years 2014-2018 

4 

2. STRATEGIC GOAL: WORKPLACE OF CHOICE

We will create a workplace of choice marked by integrity, fairness, diversity, accountability, 

safety and innovation. Our workforce will have the skills, abilities, and support systems required 

to achieve and sustain NextGen. 

 Outcome 1: FAA has the right people with the right skills in the right position at the right 

time to achieve our goals.

 Performance Metric 1: Achieve a 90% success rate in the areas of financial management and human 

resources management: Receive annual Unqualified Audits with no material 

weaknesses; Maintain the competitive status of all FAA employees within the 

federal personnel system; Improve the “effective leadership” index score on the 

OPM Employee Viewpoint survey by 8 percent; Improve the “talent 

management” index score on the OPM Employee viewpoint survey by 8 

percent. 

FY 2014 BLI CIP # CIP Name 

2D11 N12.03-01 GPS Civil Requirements 

 Outcome 2: FAA is widely recognized as a workplace of choice.

 Performance Metric 1: The FAA is rated in the top 25 percent of places to work in the federal 

government by employees. 

FY 2014 BLI CIP # CIP Name 

2B09 F13.03-00 NAS Facilities OSHA & Environmental Standards Compliance 

2E08 F20.01-01 FAA Employee Housing and Life Safety Shelter System Services 

 Outcome 3: FAA workforce reflects the diversity of the nation.

 Performance Metric 1: None. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Outcome 4: FAA provides the safest and most secure facilities in which our employees 

and equipment operate.

 Performance Metric 1: None. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 
Capital Investment Plan Appendix A 

Fiscal Years 2014-2018 

5 

3. STRATEGIC GOAL: DELIVERING AVIATION ACCESS THOUGH INNOVATION 

Enhance the flying experience of the traveling public and other users by improved access to and 

increased capacity of the nation’s aviation system. Ensure airport and airspace capacity are more 

efficient, predictable, cost effective and matched to public needs. 

 Outcome 1: System capacity and user demands are matched to ensure reliable, predictable 

and cost-effective air navigation and airport services. 

 Performance Metric 1: Optimize airspace and Performance Based navigation (PBN) procedures to 

improve efficiency an average of 10 percent across core airports by 2018.

FY 2014 BLI CIP # CIP Name 

1A15A G05N.01-01 NextGen – Collaborative ATM (CATM) – NextGen Performance Based 

Navigation (PBN) – Metroplex Area Navigation (RNAV)/Required 

Navigation Performance (RNP) 

2D01B N06.01-01 VORTAC – Minimum Operating Network Implementation Program 

 Performance Metric 2: Achieve a 5 percent reduction in average taxi-time at Core airports, identified by 

the Future Airport Capacity Task 3 (FACT 3) for surface traffic management. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Performance Metric 3: Improve flight predictability by reducing variances in flying time between core 

airports based on a 2012 baseline. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Performance Metric 4: Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. (DOT Strategic Metric) 

FY 2014 BLI CIP # CIP Name 

1A01B M08.28-00 System Capacity, Planning, and Improvements – ATDP 

1A01C M08.29-00 Operations Concept Validation and Infrastructure Evolution – ATDP 

1A01D M08.28-04 Major Airspace Redesign – ATDP 

1A01E M46.01-01 Strategy and Evaluation – ATDP 

1A05 G01C.01-05 NextGen – Data Communications – Segment 1 Phase 1 

1A05 G01C.01-06 NextGen – Data Communications – Segment 1 Phase 2 

1A05X G01C.01-08 NextGen – Data Communications – ATN Gateway 

1A06 G08M.01-01 NextGen – Demonstrations and Infrastructure Development 

1A07A G01M.02-01 NextGen – System Development – ATC/Tech Ops Human Factors 

1A07B G01M.02-02 NextGen – System Development – New ATM Requirements 

1A07C G01M.02-03 NextGen – System Development – Ops Concept Validation Modeling 

1A07E G06M.02-02 NextGen – System Development – Wake Turbulence Re-Categorization 

1A07H G03M.04-01 NextGen – Networked Facilities – System Development – Staffed NextGen 

Towers 

1A08A G01A.01-01 NextGen – TBO – Separation Management – Modern Procedures 
Capital Investment Plan Appendix A 

Fiscal Years 2013-2017 3. Strategic Goal: Delivering Aviation Access

6

FY 2014 BLI CIP # CIP Name 

1A08B G01A.02-02 NextGen – TBO – Trajectory Management – Oceanic Tactical Trajectory 

Management 

1A08X G01A.02-03 NextGen – TBO – Trajectory Management – Conflict Advisories 

1A08X G01S.02-01 NextGen – TBO – ADS-B In Applications – Pre-Implementation Activities 

1A09A G04W.03-01 NextGen – RWI – Weather Forecast Improvements 

1A09B G04W.02-01 NextGen – RWI – Weather Observation Improvements 

1A10A G02A.01-01 NextGen – HD – Trajectory Management – Surface Tactical Flow 

1A10B G02A.01-06 NextGen – HD – Trajectory Management – Time Based Flow Management 

(TBFM) Work Package 3 

1A10X G02A.01-02 NextGen – HD – Trajectory Management – Surface Conformance Monitor 

1A10X G02A.01-08 NextGen – HD – Trajectory Management – Time Based Flow Management 

(TBFM) Work Package 4 

1A11A G05A.01-01 NextGen – CATM – Flow Control Management – Strategic Flow Management 

Integration 

1A11B G05A.01-02 NextGen – CATM – Flow Control Management – Strategic Flow Management 

Enhancement 

1A11C G05A.02-01 NextGen – CATM – Flight & State Data Management – Common Status & 

Structure Data 

1A11D G05A.02-02 NextGen – CATM – Flight & State Data Management – Advanced Methods 

1A11E G05A.02-03 NextGen – CATM – Flight & State Data Management – Flight Object 

1A11F G05A.02-04 NextGen – CATM – Flight & State Data Management – Concept Dev for 

Integrated NAS Design and Procedure Planning 

1A11G G05M.02-01 NextGen – CATM – Collaborative Information Management (CIM) 

1A11H G05M.03-01 NextGen – CATM – System Development – Information Management 

1A11X G05A.04-01 NextGen – CATM – Capacity Management – Dynamic Airspace 

1A12A G06A.01-01 NextGen – FLEX – Separation Management – Wake Turbulence Mitigation 

for Departures (WTMD) 

1A12B G06A.01-02 NextGen – FLEX – Separation Management – Wake Turbulence Mitigation 

for Arrivals (WTMA) 

1A12C G06N.01-01 NextGen – FLEX – Separation Management – Approaches, Ground Based 

Augmentation System 

1A12D G06N.01-02 NextGen – FLEX – Separation Management – Closely Spaced Parallel 

Runway Operations 

1A12E G06N.01-03 NextGen – FLEX – Separation Management – Approaches, NextGen 

Navigation Initiatives 

1A12X G06A.02-01 NextGen – FLEX – Surface/Tower/Terminal Systems Engineering 

1A14 G03F.01-01 NextGen – Networked Facilities – Future Facilities – Segment 1, Project 1 

2A01 A01.10-01 En Route Automation Modernization (ERAM) 

2A02 G01A.01-04 NextGen – TBO – Separation Management – En Route Automation 

Modernization (ERAM) D-Position Upgrade and System Enhancements 

2A12C G05C.01-06 NextGen – CATM – System Wide Info Management (SWIM) – Common 

Support Services Weather (CSS-Wx) 

2A17 G08M.03-01 NextGen – Colorado Wide Area Multilateration (WAM) 

2A18 G02A.01-03 NextGen – HD – Trajectory Management – Time Based Flow Management 

(TBFM) Work Package 2 

2A18X G02A.01-07 NextGen – HD – Trajectory Management – Time Based Flow Management 

(TBFM) Technology Refresh 

2B04A A04.07-01 Terminal Automation Modernization – Replacement (TAMR) – Phase 3, 

Segment 1 
Capital Investment Plan Appendix A 

Fiscal Years 2013-2017 3. Strategic Goal: Delivering Aviation Access

7

FY 2014 BLI CIP # CIP Name 

2B04B A04.07-02 Terminal Automation Modernization – Replacement (TAMR) – Phase 3, 

Segment 2 

2B13 G03C.01-01 NextGen – Networked Facilities – NAS Voice System – Segment 1 

2B18 G06A.03-01 NextGen – FLEX – Terminal Flight Data Manager (TFDM) 

2D02 N03.01-00 Instrument Landing Systems (ILS) 

2D04B N08.03-01 Enhanced Low Visibility Operations (ELVO) 

2D06 N09.00-00 Sustain Distance Measuring Equipment (DME) 

 Performance Metric 5: Maintain a NAS on-time arrival rate of 88 percent at Core airports through 2016. 

(DOT Strategic Metric) 

FY 2014 BLI CIP # CIP Name 

2A06 A05.01-12 TFM-Infrastructure– Technology Refresh 

2A06 A05.01-13 TFM Infrastructure – Field/Remote Site Technology Refresh 

2A10 A10.03-00 Advanced Technologies and Oceanic Procedures (ATOP) 

2A13A G02S.01-01 NextGen – Automatic Dependent Surveillance – Broadcast (ADS-B) – NAS 

Wide Implementation – Segments 1 and 2 

2A13B G02S.03-02 NextGen – ADS-B NAS Wide Implementation – Additional Service Volumes 

Gulf Expansion 

2A13C G02S.03-03 NextGen – ADS-B NAS Wide Implementation – Additional Applications 

ADS-B IN, In Trail Procedures 

2A13X G02S.03-01 NextGen – ADS-B NAS Wide Implementation – Baseline Services and 

Applications 

2A13X G02S.01-02 NextGen – ADS-B NAS Wide Implementation – Future Segments 

2A16 G05A.05-01 NextGen – Collaborative Air Traffic Management Technologies (CATMT) – 

Work Package 2 

2A16 G05A.05-02 NextGen – Collaborative Air Traffic Management Technologies (CATMT) – 

Work Package 3 

2A16X G05A.05-03 NextGen – Collaborative Air Traffic Management Technologies (CATMT) – 

Work Package 4 

2D10 N04.02-00 Visual Navaids – Replace Visual Approach Slope Indicator (VASI) with 

Precision Approach Path Indicator (PAPI) 

4A08 M03.02-00 CIP Systems Engineering & Technical Assistance – MITRE 

 Outcome 2: System capacity, performance and predictability are maintained during 

adverse weather.

 Performance Metric 1: Improve throughput at core airports during adverse weather by 14 percent by 

2018. 

FY 2014 BLI CIP # CIP Name 

2A20 G04W.03-02 NextGen – Weather Forecast Improvements – NextGen Weather Processor 

(NWP) 

2A20X G04W.03-03 NextGen – Weather Forecast Improvements – NextGen Weather Processor 

(NWP) Future Segments 
Capital Investment Plan Appendix A 

Fiscal Years 2013-2017 3. Strategic Goal: Delivering Aviation Access

8

 Outcome 3: Air navigation infrastructure and associate systems are flexible, reliable, cost 

effective and secure.

 Performance Metric 1: Increase throughput at core airports by 12 percent to reduce delays by 27 percent 

using a 2009 operations baseline. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Performance Metric 2: Maintain operational availability of the National Airspace System (NAS) at 99.7 

percent through 2016. (DOT Strategic Metric) 

FY 2014 BLI CIP # CIP Name 

1A12F G06N.01-06 NextGen – Separation Management – Alternative Positioning Navigation and 

Timing (APNT) 

2A03 A01.12-02 En Route Communication Gateway (ECG) – Technology Refresh 

2A04 W02.02-02 NEXRAD – Service Life Extension Program (SLEP) Phase 1 

2A05 F06.01-00 ARTCC Plant Modernization/Expansion – ARTCC Modernization 

2A07 C04.01-01 Radio Control Equipment (RCE) – Sustainment 

2A07 C06.01-00 Communications Facilities Enhancement – Expansion 

2A07 C06.03-01 Communications Facilities Enhancement – RFI Elimination – Technology 

Refresh 

2A08 S04.02-03 LRR Improvements – Infrastructure Upgrades/Sustain 

2A09 C01.02-04 Voice Switching and Control System (VSCS) – Technology Refresh – Phase 3

2A11 C21.02-01 Next-Generation VHF A/G Communication System (NEXCOM) – Segment 2 

– Phase 1 of 2 

2A15 W04.03-01 Weather and Radar Processor (WARP) Sustain 

2A19 S02.03-03 ATC Beacon Interrogator (ATCBI) Model 6 – Technology Refresh 

2B02 W03.03-01 

W03.03-02 

Terminal Doppler Weather Radar – Service Life Extension Program (SLEP) – 

Phase 1 and Phase 2 

2B03A A04.01-01 Standard Terminal Automation Replacement System – Technology Refresh 

(TAMR Phase 1) 

2B03B A04.01-04 STARS – FTI Upgrade 

 2B05 A01.11-01 Flight Data Input/Output (FDIO) Replacement 

2B06 F01.02-00 ATCT/TRACON Replacement 

2B07 F01.01-00 ATCT/TRACON Modernization 

2B08 C05.02-00 Voice Switches – Terminal Voice Switch Replacement (TVSR) II 

2B10 S03.01-09 Terminal Radar (ASR) Program – ASR-9 SLEP, Phase 2 

2B11C S03.02-06 Terminal Radar (ASR) Program – ASR-11 – Mobile Airport Surveillance 

Radar (MASR) 

2B14 A03.05-01 Integrated Display System (IDS) – Replacement 

2B14X A03.05-02 Integrated Display Systems (IDS) – Replacement – Technology Refresh 

2B15A M07.05-01 Automated Maintenance Management System (AMMS) 

2B15X M07.04-02 Remote Monitoring and Logging System (RMLS) – Technology Refresh 

2B16A S03.01-08 Terminal Radar (ASR) Program – MODE S SLEP – Phase 2 

2B16B S03.01-11 Terminal Radar (ASR) Program – ASR-9 and Mode S SLEP – Phase 3 

Planning 

2B17 S13.01-01 Surveillance Interface Modernization (SIM) 
Capital Investment Plan Appendix A 

Fiscal Years 2013-2017 3. Strategic Goal: Delivering Aviation Access

9

FY 2014 BLI CIP # CIP Name 

2B19A C23.01-00 Next Generation Recorders – Voice Recorder Replacement Program (VRRP) 

2B20 S08.01-02 Precision Runway Monitor (PRM) – Replacement (PRMR) 

2B21 W07.01-02 ITWS – Technology Refresh & Disposition 

2C01 W01.03-01 Aviation Surface Weather Observation Network (ASWON) – Technology 

Refresh 

2C03 F05.04-02 Alaska Flight Service Facility Modernization (AFSFM) 

2D01A N06.00-00 Very High Frequency Omni-Directional Range (VOR) Collocated with 

Tactical Air Navigation (VORTAC) 

2D04A N08.02-00 Runway Visual Range (RVR) – Replacement/Establishment 

2D09 N04.04-00 Navaids – Sustain, Replace, Relocate 

2E01 F13.01-00 Fuel Storage Tanks 

2E02 F12.00-00 FAA Buildings & Equipment Sustain Support – Unstaffed Infrastructure 

Sustainment 

2E03A M12.00-00 Aircraft Related Equipment (ARE) Program 

2E04 F10.00-00 Airport Cable Loop Systems Sustained Support 

2E05 C17.02-01 Alaskan Satellite Telecommunication Infrastructure (ASTI)

2E07 F11.01-01 Power Systems Sustained Support (PS3) 

3A03 M21.04-01 Logistics Center Support System (LCSS) – Segment 2 

3A03X M21.04-02 Logistics Center Support System (LCSS) – Technology Refresh 

3A05 F24.01-02 Facility and Infrastructure Security Program – Two 

3A12 M17.01-01 National Test Equipment Program 

3A13 F31.01-01 Mobile Assets Management Program 

 Performance Metric 3: Organizations throughout the agency will continue to implement cost efficiency 

initiatives. FY 2013 Target: 90 percent of targeted savings. (FAA Business 

Planning Metric) 

FY 2014 BLI CIP # CIP Name 

1A01H M08.46-01 Unified Contracting System 

1A01J S14.01-01 Next Generation Surveillance and Weather Radar Capability (NSWRC) 

1A01X F13.04-02 Energy Management and Compliance – ATDP 

1A02 / 1A03 F14.00-00 System Support Laboratory Sustained Support 

1A04 F16.00-00 William J. Hughes Technical Center Building and Plan Support 

1A13A G03M.02-01 NextGen – System Networked Facilities – Networked Facilities – Integration, 

Development and Operations Analysis Capability 

1A13B G03M.03-01 NextGen – System Networked Facilities – Networked Facilities – Test Bed 

Demonstration 

1A15B G05N.01-02 NextGen – Collaborative ATM (CATM) – NextGen Performance Based 

Navigation (PBN) – NAVLean 

2A12A G05C.01-01 NextGen – System-Wide Information Management (SWIM) – Segment 1 

2A12B G05C.01-04 NextGen – System Wide Information Management (SWIM) – Segment 2A 

2A12X G05C.01-07 NextGen – System Wide Info Management (SWIM) – Common Support 

Services Aeronautical Information Management (AIM) 

2A12X G05C.01-08 NextGen – System-Wide Information Management (SWIM) – Segment 2B 

2B11A S03.02-04 Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 1 
Capital Investment Plan Appendix A 

Fiscal Years 2013-2017 3. Strategic Goal: Delivering Aviation Access

10

FY 2014 BLI CIP # CIP Name 

2B11B S03.02-05 Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 2 

2D08 A14.02-02 Instrument Flight Procedures Automation (IFPA) – Technology Refresh, 

Segment 1 

2D08X A14.02-03 Instrument Flight Procedures Automation (IFPA) – Technology Refresh, 

Segment 2 

2E06 F26.01-01 Decommissioning 

3A01 F13.02-00 Environmental Cleanup / HAZMAT 

3B01 F18.00-00 Aeronautical Center Infrastructure Modernization 

3B02 M10.00-00 Distance Learning 

4A01A M03.03-01 CIP Systems Engineering & Development Support – SE2020 

4A01B M08.01-00 Provide ANF/ATC Support (Quick Response) 

4A02 M08.06-00 Program Support Leases 

4A03 M05.00-00 NAS Regional/Center Logistics Support Services 

4A04 F19.00-00 Aeronautical Center Lease 

4A05A M22.00-00 NAS Integration Support Contract (NISC) 

4A05B M03.01-02 Configuration Management Automation (CMA) 

4A06 M02.00-00 Technical Support Services Contract (TSSC) 

 
Capital Investment Plan Appendix A 

Fiscal Years 2013-2017 3. Strategic Goal: Delivering Aviation Access

11

 Outcome 4: NextGen capabilities are fully implemented and utilized based on U.S. 

aviation community system needs.

 Performance Metric 1: Maintain 90 percent of major system investments within 10 percent variance of 

current baseline total budget at completion. 

FY 2014 BLI CIP # CIP Name 

1A01F M47.01-01 Dynamic Capital Planning 

4A07 M08.14-00 Resource Tracking Program (RTP) 

 Outcome 5: Safety, funding, airport infrastructure and environmental issues are advanced 

and leveraged by full utilization of NextGen capabilities.

 Performance Metric 1: None. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Outcome 6: The general aviation airport system supports the full range of functions for 

remote populations and emergency response capabilities.

 Performance Metric 1: Ensure Localizer Performance with Vertical (LPV) or Localizer Performance 

(LP) procedures are available at 5,218 runways in the NAS by 2018.

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 
Capital Investment Plan Appendix A 

Fiscal Years 2014-2018 

12 

4. STRATEGIC GOAL: SUSTAINING OUR FUTURE 

To develop and operate an aviation system that reduces aviation’s environmental and energy 

impacts to a level that does not constrain growth and is a model for sustainability. 

 Outcome 1: U.S. aviation sector is a model for sustainable growth.

 Performance Metric 1: One billion gallons of renewable jet fuel is used by aviation by 2018. 

 Performance Metric 2: A replacement fuel for leaded aviation gasoline is available by 2018 that is 

usable by most general aviation aircraft. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support these Metrics. 

 Performance Metric 3: Improve NAS energy efficiency (fuel burned per miles flown) by at least 2 

percent annually. 

FY 2014 BLI CIP # CIP Name 

1A07D G06M.02-01 NextGen – System Development – Environment & Energy - Environmental 

Management System & Noise/Emission Reduction 

1A07F G07M.02-02 NextGen –Safety, Security, Environment – System Development – 

Operational Assessments 

 Outcome 2: Community noise concerns are not a significant constraint on growth.

 Performance Metric 1: The U.S. population exposed to significant aircraft noise around airports has 

been reduced to less than 300,000 persons. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Outcome 3: Aviation emissions do not contribute to significant adverse health impacts.

 Performance Metric 1: Aviation emissions contribute 50 percent less to significant health impacts and 

are on a trajectory for carbon neutral growth using a 2005 baseline. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Outcome 4: Aviation’s carbon footprint does not become a constraint to growth.

 Performance Metric 1: None. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 
Capital Investment Plan Appendix A 

Fiscal Years 2013-2017 4.Strategic Goal: Sustaining Our Future

13

 Outcome 5: Aviation operations have no significant adverse effect on water and air 

quality.

 Performance Metric 1: None. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Outcome 6: Airports will be environmentally and economically sustainable.

 Performance Metric 1: None. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 
Capital Investment Plan Appendix A 

Fiscal Years 2014-2018 

14 

5. STRATEGIC GOAL: IMPROVE GLOBAL PERFORMANCE THROUGH 

COLLABORATION 

Achieve enhanced safety, efficiency, and sustainability of aviation around the world. Provide 

leadership in collaborative standard setting and creation of a seamless global aviation system. 

 Outcome 1: Reduce aviation accidents and fatalities worldwide.

 Performance Metric 1: World-wide fatal aviation accident rate declines 10 percent compared to 2010. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Outcome 2: Achieve seamless operations integrating advanced technologies and 

capabilities through harmonized air navigation approaches.

 Performance Metric 1: None. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Outcome 3: Reduce aviation’s environmental footprint internationally.

 Performance Metric 1: States representing 85 percent of international activity are taking actions to 

contribute to ICAO’s 2 percent global annual fuel efficiency improvement goal 

by 2018. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 

 Outcome 4: Provide effective global air navigation capacity. 

 Performance Metric 1: 40 percent of all commercial aircraft from the top 25 aviation states are using 

fully interoperable NextGen technologies and capabilities by 2018. 

FY 2014 BLI CIP # CIP Name 

 Currently no Capital programs are required to support this Metric. 
Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix B 

Fiscal Years 2014 – 2018 
(Page intentionally left blank) 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

i

APPENDIX B 

DETAILED PROGRAM PLAN DATA 

LINKING FAA CIP PROGRAMS TO GOALS

The Capital Investment Plan (CIP) programs support the goals, outcomes, and performance metrics in the Federal 

Aviation Administration’s (FAA) and the Department of Transportation’s (DOT) Strategic Plans. Programs are 

linked to a single goal, outcome and performance metric and the data provided in Appendix B describes how these 

programs contribute to the performance metric. For each program, performance output goals are identified for each 

of the 5 years of this CIP. 

FORMAT

Appendix B is organized by Budget Line Items (BLI) consistent with FAA’s fiscal year (FY) 2014 President’s 

submission to Congress. Several CIP programs may be included in one BLI. In those cases when all of the CIP 

programs pertain to one specific purpose, they are grouped. However, when the CIP programs have different 

purposes, they are described with separate CIP entries. 

BLI titles with an asterisk represent Next Generation Air Transportation System (NextGen) BLIs. 

Programs in Appendix B contain a Program Description, Strategic Goal, Outcome and Performance Metric linkage 

and Relationship to Performance Metric description. FY 2014 through 2018 Performance Output Goals are reported 

for the years the program is funded. Where ‘None’ is reflected in the Performance Output Goals section, it denotes 

that no funding was allocated for that fiscal year. Performance Output Goals are written as a measurable / 

quantitative description of a planned accomplishment of specific deliverables or specific work product that will be 

provided during the year specified. 

BLI numbers with an X (i.e., 1A09X) or program titles with X before the name (X, Data Communications – ATN 

Gateway, G01C.01-08) are used to designate programs that are not in the FY 2014 President’s Budget but are 

planned for future years. Programs representing new starts or future programs not currently in the President's budget 

will report future year Performance Output Goals based on projected funding. 

To show the total scope and schedule of baselined programs the write up may have milestones identified even 

though there may be no funding in that year. For those programs, the Performance Output Goals section will 

indicate milestones or planned accomplishments that are funded with prior year funding. 

A System Implementation Schedule is provided for programs deploying systems or upgrades into the NAS. If 

appropriate, other information will be provided to indicate how long the system will be in operation or when a 

system is planned to be decommissioned. The schedule legend is as follows: 

Upgrades 

Development

Implementation 

Operational 

Decommissioning 

Continued
(Page Intentionally Left Blank) 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

iii

Table of Contents 

ACTIVITY 1: ENGINEERING, DEVELOPMENT, TEST, AND EVALUATION ............... 1

1A01, Advanced Technology Development and Prototyping (ATDP) ........................................ 1

A, Runway Incursion Reduction Program (RIRP) – ATDP, S09.02-00 ............................................................ 1

B, System Capacity, Planning and Improvements – ATDP, M08.28-00 ........................................................... 3

C, Operations Concept Validation and Infrastructure Evolution – ATDP, M08.29-00 ...................................... 5

D, Major Airspace Redesign – ATDP, M08.28-04 ............................................................................................ 7

E, Strategy and Evaluation – ATDP, M46.01-01 ............................................................................................... 8

F, Dynamic Capital Planning, M47.01-01 ....................................................................................................... 10

G, Traffic Alert and Collision Avoidance System (TCAS), A28.01-01 ........................................................... 10

H, Unified Contracting System (UCS), M08.46-01 ......................................................................................... 11

I, Operational Analysis and Reporting System (OARS), M08.32-03 .............................................................. 13

J, Next Generation Surveillance and Weather Radar Capability (NSWRC), S14.01-01 .................................. 14

X, Energy Management and Compliance – ATDP, F13.04-02 ........................................................................ 15

1A02/1A03, NAS Improvement of System Support Laboratory ............................................... 17

System Support Laboratory Sustained Support, F14.00-00 ............................................................................. 17

1A04, William J. Hughes Technical Center Infrastructure Sustainment ................................... 20

William J. Hughes Technical Center Building and Plant Support, F16.00-00 ................................................. 20

1A05, Data Communication in support of Next Generation Air Transportation System 

(NextGen)* ................................................................................................................................. 21

Data Communications – Segment 1 Phase 1, G01C.01-05 / Data Communications – Segment 1 Phase 2, 

G01C.01-06 / X, Data Communications – ATN Gateway, G01C.01-08 ......................................................... 21

1A06, Next Generation Air Transportation System (NextGen) – Demonstrations and 

Infrastructure Development* ...................................................................................................... 25

Demonstrations and Infrastructure Development, G08M.01-01 ...................................................................... 25

1A07, Next Generation Air Transportation System (NextGen) – System Development* ......... 28

A, ATC/Technical Operations Human Factors, G01M.02-01 .......................................................................... 28

B, New ATM Requirements, G01M.02-02 ...................................................................................................... 29

C, Ops Concept Validation Modeling, G01M.02-03 ........................................................................................ 33

D, Environment & Energy – Environmental Management System & Noise/Emission Reduction, G06M.02-01

.......................................................................................................................................................................... 34

E, Wake Turbulence Re-Categorization, G06M.02-02 .................................................................................... 37

F, Safety, Security, Environment – System Development – Operational Assessments, G07M.02-02 ............. 39

G, Safety, Security, Environment – System Development – Systems Safety Management Transformation, 

G07M.02-01 ..................................................................................................................................................... 41

H, Networked Facilities – System Development – Staffed NextGen Towers, G03M.04-01 ........................... 43

1A08, Next Generation Air Transportation System (NextGen) – Trajectory Based Operations 

(TBO)* ....................................................................................................................................... 45

A, Separation Management – Modern Procedures, G01A.01-01 ..................................................................... 45

B, Trajectory Management – Oceanic Tactical Trajectory Management, G01A.02-02 ................................... 47

X, Trajectory Management – Conflict Advisories, G01A.02-03 ..................................................................... 48

X, ADS-B In Applications – Pre-Implementation Activities, G01S.02-01 ...................................................... 50

1A09, Next Generation Air Transportation System (NextGen) – Reduce Weather Impact* .... 51

A, Weather Forecast Improvements, G04W.03-01 .......................................................................................... 51

B, Weather Observation Improvements, G04W.02-01 .................................................................................... 52

1A10, Next Generation Air Transportation System (NextGen) – Arrivals/Departures at High 

Density Airports* ....................................................................................................................... 54

A, Trajectory Management – Surface Tactical Flow, G02A.01-01.................................................................. 54
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

iv

B, Trajectory Management – Time Based Flow Management (TBFM) Work Package 3, G02A.01-06 / X, 

Trajectory Management – Time Based Flow Management (TBFM) Work Package 4, G02A.01-08 .............. 56

X, Trajectory Management – Surface Conformance Monitor, G02A.01-02 .................................................... 58

1A11, Next Generation Air Transportation System (NextGen) – Collaborative Air Traffic 

Management (CATM)* .............................................................................................................. 59

A, Flow Control Management – Strategic Flow Management Integration, G05A.01-01 ................................ 59

B, Flow Control Management – Strategic Flow Management Enhancement, G05A.01-02 ............................ 60

C, Flight & State Data Management – Common Status & Structure Data, G05A.02-01 ................................. 62

D, Flight & State Data Management – Advanced Methods, G05A.02-02 ....................................................... 63

E, Flight & State Data Management – Flight Object, G05A.02-03 ................................................................. 66

F, Flight & State Data Management – Concept Development for Integrated NAS Design & Procedure 

Planning, G05A.02-04 ..................................................................................................................................... 68

G, Collaborative Information Management (CIM), G05M.02-01 .................................................................... 68

H, System Development – Information Management, G05M.03-01 ............................................................... 69

X, Capacity Management – Dynamic Airspace, G05A.04-01 ......................................................................... 70

1A12, Next Generation Air Transportation System (NextGen) – Flexible Terminal and 

Airports* ..................................................................................................................................... 71

A, Separation Management – Wake Turbulence Mitigation for Departures (WTMD), G06A.01-01 .............. 71

B, Separation Management – Wake Turbulence Mitigation for Arrivals (WTMA), G06A.01-02 .................. 73

C, Separation Management – Approaches, Ground Based Augmentation System, G06N.01-01 .................... 74

D, Separation Management – Closely Spaced Parallel Runway Operations, G06N.01-02 .............................. 76

E, Separation Management – Approaches, NextGen Navigation Initiatives, G06N.01-03 .............................. 77

F, Separation Management – Alternative Positioning Navigation and Timing (APNT), G06N.01-06 ............ 79

X, Surface/Tower/Terminal Systems Engineering, G06A.02-01 ..................................................................... 81

1A13, Next Generation Air Transportation System (NextGen) – System Networked Facilities*

 .................................................................................................................................................... 82

A, Networked Facilities – Integration, Development and Operations Analysis Capability, G03M.02-01 ....... 82

B, Networked Facilities – Test Bed Demonstration, G03M.03-01 .................................................................. 84

1A14, Next Generation Air Transportation System (NextGen) – Future Facilities* ................. 85

Networked Facilities – Future Facilities – Segment 1, Project 1, G03F.01-01 ................................................ 85

1A15, Next Generation Air Transportation System (NextGen) – Performance Based Navigation 

(PBN) – Metroplex Area Navigation (RNAV)/Required Navigation Performance (RNP)* ..... 87

A, Collaborative ATM (CATM) – NextGen Performance Based Navigation (PBN) – Metroplex Area 

Navigation (RNAV)/Required Navigation Performance (RNP), G05N.01-01 ................................................ 87

B, Collaborative ATM (CATM) – NextGen Performance Based Navigation (PBN) – NAVLean, G05N.01-02

.......................................................................................................................................................................... 90

1A16X, Next Generation Air Transportation System (NextGen) – Safety, Security and 

Environment* ............................................................................................................................. 92

X, Security Integrated Tool Set (SITS), G07A.01-01 / X, Security Integrated Tool Set (SITS) – Work 

Package 1, G07A.01-02 ................................................................................................................................... 92

ACTIVITY 2: AIR TRAFFIC CONTROL FACILITIES AND EQUIPMENT .................... 94

A: En Route Programs ................................................................................................................. 94

2A01, En Route Automation Modernization (ERAM) .............................................................. 94

En Route Automation Modernization (ERAM), A01.10-01 ............................................................................ 94

2A02, En Route Automation Modernization (ERAM) – D-Position Upgrade and System 

Enhancements (ERAM System Enhancements and Technology Refreshments and ERAM 

Sector Enhancements)* .............................................................................................................. 95

Trajectory Based Operations – Separation Management – En Route Automation Modernization (ERAM) DPosition Upgrade and System Enhancements, G01A.01-04 ............................................................................ 95
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

v

2A03, En Route Communications Gateway (ECG) ................................................................... 98

En Route Communications Gateway (ECG) – Technology Refresh, A01.12-02............................................. 98

2A04, Next Generation Weather Radar (NEXRAD) ............................................................... 100

NEXRAD – Service Life Extension Program (SLEP) Phase 1, W02.02-02 .................................................. 100

2A05, ARTCC Building Improvements/Plant Improvements ................................................. 102

ARTCC Modernization, F06.01-00................................................................................................................ 102

2A06, Air Traffic Management (ATM) ................................................................................... 103

TFM Infrastructure – Technology Refresh, A05.01-12 / TFM Infrastructure – Field/Remote Site Technology 

Refresh, A05.01-13 ........................................................................................................................................ 103

2A07, Air/Ground Communications Infrastructure ................................................................. 105

Radio Control Equipment (RCE) - Sustainment, C04.01-01 / Communications Facilities Enhancement – 

Expansion, C06.01-00 / Communications Facilities Enhancement – RFI Elimination – Technology Refresh, 

C06.03-01 ....................................................................................................................................................... 105

2A08, Air Traffic Control En Route Radar Facilities Improvements ...................................... 107

Long Range Radar Improvements – Infrastructure Upgrades/Sustain, S04.02-03 ......................................... 107

2A09, Voice Switching Control System (VSCS) ..................................................................... 108

Voice Switching and Control System (VSCS) – Technology Refresh – Phase 3, C01.02-04 ........................ 108

2A10, Oceanic Automation System ......................................................................................... 110

Advanced Technologies and Oceanic Procedures (ATOP), A10.03-00 ......................................................... 110

2A11, Next Generation Very High Frequency Air/Ground Communications System 

(NEXCOM) .............................................................................................................................. 111

Next-Generation VHF and UHF A/G Communications (NEXCOM) – Segment 2 – Phase 1 of 2, C21.02-01

........................................................................................................................................................................ 111

2A12, System-Wide Information Management (SWIM)* ....................................................... 113

A, System Wide Information Management (SWIM) – Segment 1, G05C.01-01 ........................................... 113

B, System Wide Information Management (SWIM) – Segment 2A, G05C.01-04 / X, System Wide Info 

Management (SWIM) – Segment 2B, G05C.01-08 ....................................................................................... 114

C, System Wide Info Management (SWIM) – Common Support Services Weather (CSS-Wx), G05C.01-06

........................................................................................................................................................................ 116

X, System Wide Info Management (SWIM) – Common Support Services Aeronautical Information 

Management (AIM), G05C.01-07 .................................................................................................................. 118

2A13, Automatic Dependent Surveillance - Broadcast (ADS-B) NAS Wide Implementation*

 .................................................................................................................................................. 119

A, ADS-B NAS Wide Implementation – Segments 1 and 2, G02S.01-01 / X, ADS-B NAS Wide 

Implementation – Baseline Services & Applications, G02S.03-01 ................................................................ 119

B, ADS-B NAS Wide Implementation – Additional Service Volumes Gulf Expansion, G02S.03-02 .......... 123

C, ADS-B NAS Wide Implementation – Additional Applications ADS-B IN, In Trail Procedures, G02S.03-

03 .................................................................................................................................................................... 124

X, ADS-B NAS Wide Implementation – Future Segments, G02S.01-02 ...................................................... 124

2A14, Windshear Detection Service (WDS) ............................................................................ 125

Wind Shear Detection Services – Work Package 1, W05.03-01 .................................................................... 125

2A15, Weather and Radar Processor (WARP) ......................................................................... 126

Weather and Radar Processor (WARP) Sustain, W04.03-01 ......................................................................... 126

2A16, Collaborative Air Traffic Management Technologies (CATMT)* ............................... 128

Collaborative Air Traffic Management Technologies (CATMT) – Work Package 2, G05A.05-01 / 

Collaborative Air Traffic Management Technologies (CATMT) – Work Package 3, G05A.05-02 / X, 

Collaborative Air Traffic Management Technologies (CATMT) – Work Package 4, G05A.05-03 .............. 128

2A17, Colorado ADS-B Wide Area Multilateration (WAM) Cost Share* .............................. 130

Colorado Wide Area Multilateration (WAM), G08M.03-01 ......................................................................... 130
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

vi

2A18, Tactical Flow Time Based Flow Management (TBFM)* ............................................. 132

Trajectory Management – Time Based Flow Management (TBFM) Work Package 2, G02A.01-03 / X, 

Trajectory Management – Time Based Flow Management (TBFM) Technology Refresh, G02A.01-07 ...... 132

2A19, ATC Beacon Interrogator (ATCBI) – Technology Refresh .......................................... 134

ATC Beacon Interrogator (ATCBI) Model 6 – Technology Refresh, S02.03-03 .......................................... 134

2A20, Next Generation Weather Processor (NWP)* ............................................................... 135

Weather Forecast Improvements – NextGen Weather Processor (NWP), G04W.03-02 / X, Weather Forecast 

Improvements – NextGen Weather Processor (NWP) Future Segments, G04W.03-03 ................................ 135

B: Terminal Programs ............................................................................................................... 137

2B01, Airport Surface Detection Equipment - Model X (ASDE-X) ....................................... 137

A, ASDE-X – Technology Refresh & Disposition, S09.01-01 ...................................................................... 137

B, Airport Surface Movement Detection – ASDE-3 Service Sustainment, S01.05-01 .................................. 139

2B02, Terminal Doppler Weather Radar (TDWR) – Provide .................................................. 140

Terminal Doppler Weather Radar (TDWR) – Service Life Extension Program (SLEP) – Phase 1, W03.03-01 

/ Terminal Doppler Weather Radar (TDWR) – Service Life Extension Program (SLEP) – Phase 2, W03.03-

02 .................................................................................................................................................................... 140

2B03, Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) ...... 141

A, Standard Terminal Automation Replacement System – Technology Refresh (TAMR Phase 1), A04.01-01

........................................................................................................................................................................ 141

B, STARS – FTI Upgrade, A04.01-04 ........................................................................................................... 143

2B04, Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) .......... 144

A, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 1, A04.07-01 .......... 144

B, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 2, A04.07-02 .......... 145

2B05, Terminal Automation Program ...................................................................................... 147

Flight Data Input/Output (FDIO) Replacement, A01.11-01 .......................................................................... 147

2B06, Terminal Air Traffic Control Facilities - Replace ......................................................... 148

ATCT/TRACON Replacement, F01.02-00 .................................................................................................... 148

2B07, ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve ................ 149

ATCT/TRACON Modernization, F01.01-00 ................................................................................................. 149

2B08, Terminal Voice Switch Replacement (TVSR) .............................................................. 151

Voice Switches – Terminal Voice Switch Replacement (TVSR) II, C05.02-00 ............................................ 151

2B09, NAS Facilities OSHA and Environmental Standards Compliance ............................... 152

NAS Facilities OSHA & Environmental Standards Compliance, F13.03-00 ................................................ 152

2B10, Airport Surveillance Radar (ASR-9) Service Life Extension Program (SLEP) ............ 154

Terminal Radar (ASR) Program – ASR-9 SLEP, Phase 2, S03.01-09 ........................................................... 154

2B11, Terminal Digital Radar (ASR-11) Technology Refresh and Mobile Airport Surveillance 

Radar (MASR) .......................................................................................................................... 155

A, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 1, S03.02-04 ..................... 156

B, Terminal Radar (ASR) Program – ASR-11 – Mobile Airport Surveillance Radar (MASR), S03.02-06 .. 157

C, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 2, S03.02-05 ..................... 158

2B12, Runway Status Lights (RWSL) ..................................................................................... 159

Runway Status Lights (RWSL) – Implementation, S11.01-02 ...................................................................... 159

2B13, National Airspace System Voice System (NVS)* ......................................................... 160

Networked Facility – NAS Voice System – Segment 1, G03C.01-01 ........................................................... 160

2B14, Integrated Display System (IDS) ................................................................................... 161

Integrated Display Systems (IDS) – Replacement, A03.05-01 / X, Integrated Display Systems (IDS) – 

Replacement – Technology Refresh, A03.05-02 ........................................................................................... 161
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

vii

2B15, Remote Monitoring and Logging System (RMLS) Technology Refresh ...................... 163

A, Automated Maintenance Management System (AMMS), M07.05-01 ...................................................... 163

X, Remote Monitoring and Logging System (RMLS) – Technology Refresh, M07.04-02 ........................... 164

2B16, Mode S Service Life Extension Program (SLEP) ......................................................... 165

A, Terminal Radar (ASR) Program – Mode S SLEP – Phase 2, S03.01-08 .................................................. 165

B, Terminal Radar (ASR) Program – ASR-9 and Mode S SLEP – Phase 3 Planning, S03.01-11 ................. 167

2B17, Surveillance Interface Modernization (SIM) ................................................................. 167

Surveillance Interface Modernization (SIM), S13.01-01 ............................................................................... 167

2B18, Terminal Flight Data Manager (TFDM)* ...................................................................... 168

Flexible Terminal Environment – Terminal Flight Data Manager (TFDM), G06A.03-01 ............................ 168

2B19, Voice Recorder Replacement Program (VRRP) ........................................................... 170

A, Next Generation Recorders – Voice Recorder Replacement Program, C23.01-00 ................................... 170

B, Voice Recorder Replacement Program – New Requirements Safety & Audit, C23.01-01 ....................... 171

2B20, Precision Runway Monitor Replacement (PRMR) – Multilateration Technology Upgrade

 .................................................................................................................................................. 172

Precision Runway Monitor (PRM) – Replacement (PRMR), S08.01-02 ....................................................... 172

2B21, Integrated Terminal Weather System (ITWS) ............................................................... 174

ITWS – Technology Refresh & Disposition, W07.01-02 .............................................................................. 174

C: Flight Service Programs ....................................................................................................... 175

2C01, Aviation Surface Weather Observation System ............................................................ 175

Aviation Surface Weather Observation Network (ASWON) – Technology Refresh, W01.03-01 ................ 175

2C02, Future Flight Services Program (FFSP) ......................................................................... 177

Future Flight Service Program, A34.01-01 .................................................................................................... 177

2C03, Alaska Flight Service Facility Modernization (AFSFM) .............................................. 178

Alaska Flight Service Facility Modernization (AFSFM), F05.04-02 ............................................................. 178

2C04, Weather Camera Program .............................................................................................. 180

Weather Camera Program – Segment 1, M08.31-01 / X, Weather Camera Program – Future Segments, 

M08.31-02 ...................................................................................................................................................... 180

D: Landing and Navigation Aids Programs ............................................................................. 182

2D01, VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment (DME)

 .................................................................................................................................................. 182

A, Very High Frequency Omni-Directional Range (VOR) Collocated with Tactical Air Navigation 

(VORTAC), N06.00-00 ................................................................................................................................. 182

B, VORTAC – Minimum Operating Network Implementation Program, N06.01-01 ................................... 183

2D02, Instrument Landing Systems (ILS) – Establish ............................................................. 184

Instrument Landing Systems (ILS), N03.01-00 ............................................................................................. 184

2D03, Wide Area Augmentation System (WAAS) for GPS .................................................... 185

A, Wide Area Augmentation System (WAAS), N12.01-00 ........................................................................... 185

B, Wide Area Augmentation System (WAAS) – Surveys, N12.01-06 .......................................................... 188

2D04, Runway Visual Range (RVR) & Enhanced Low Visibility Operations (ELVO) Program

 .................................................................................................................................................. 189

A, Runway Visual Range (RVR) – Replacement/Establishment, N08.02-00 ................................................ 189

B, Enhanced Low Visibility Operations (ELVO), N08.03-01 ....................................................................... 190

2D05, Approach Lighting System Improvement Program (ALSIP) ........................................ 192

Visual Navaids – ALSIP Continuation, N04.03-00 ....................................................................................... 192

2D06, Distance Measuring Equipment (DME) ........................................................................ 193

Sustain Distance Measuring Equipment (DME), N09.00-00 ......................................................................... 193
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

viii

2D07, Visual Navaids - Establish/Expand ............................................................................... 194

Visual Navaids – Visual Navaids for New Qualifiers, N04.01-00 ................................................................. 194

2D08, Instrument Flight Procedures Automation (IFPA) ........................................................ 195

Instrument Flight Procedures Automation (IFPA) – Technology Refresh, Segment 1, A14.02-02 / X, 

Instrument Flight Procedures Automation (IFPA) – Technology Refresh, Segment 2, A14.02-03 ............... 195

2D09, Navigation and Landing Aids – Service Life Extension Program (SLEP) ................... 198

Navaids – Sustain, Replace, Relocate, N04.04-00 ......................................................................................... 198

2D10, VASI Replacement – Replace with Precision Approach Path Indicator ....................... 199

Visual Navaids – Replace Visual Approach Slope Indicator (VASI) with Precision Approach Path Indicator 

(PAPI), N04.02-00 ......................................................................................................................................... 199

2D11, Global Positioning System (GPS) Civil Requirements ................................................. 200

GPS Civil Requirements, N12.03-01 ............................................................................................................. 200

2D12, Runway Safety Areas – Navigation Mitigation ............................................................. 202

Runway Safety Area – Navigation Mitigation, N17.01-01 ............................................................................ 202

E: Other ATC Facilities Programs ............................................................................................ 203

2E01, Fuel Storage Tank Replacement and Monitoring .......................................................... 203

Fuel Storage Tank Replacement and Monitoring, F13.01-00 ........................................................................ 203

2E02, Unstaffed Infrastructure Sustainment ............................................................................ 205

FAA Buildings and Equipment Sustain Support – Unstaffed Infrastructure Sustainment, F12.00-00 ........... 205

2E03, Aircraft Related Equipment Program ............................................................................ 207

A, Aircraft Related Equipment (ARE) Program, M12.00-00 ......................................................................... 207

B, Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Technology Refresh, M12.01-03 / X, 

Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Additional Technology Refresh Projects, 

M12.01-04 ...................................................................................................................................................... 210

2E04, Airport Cable Loop Systems – Sustained Support ......................................................... 211

Airport Cable Loop Systems Sustained Support, F10.00-00 .......................................................................... 211

2E05, Alaskan Satellite Telecommunication Infrastructure (ASTI) ........................................ 212

Alaskan Satellite Telecommunication Infrastructure (ASTI), C17.02-01 ...................................................... 212

2E06, Facilities Decommissioning ........................................................................................... 214

Decommissioning, F26.01-01 ........................................................................................................................ 214

2E07, Electrical Power Systems – Sustain/Support ................................................................. 216

Power Systems Sustained Support (PS3), F11.01-01 ..................................................................................... 216

2E08, FAA Employee Housing and Life Safety Shelter System Service ................................ 219

FAA Employee Housing and Life Safety Shelter System Services, F20.01-01 ............................................. 219

ACTIVITY 3: NON-AIR TRAFFIC CONTROL FACILITIES AND EQUIPMENT ........ 221

A: Support Equipment ............................................................................................................... 221

3A01, Hazardous Materials Management ................................................................................ 221

Environmental Cleanup / HAZMAT, F13.02-00 ........................................................................................... 221

3A02, Aviation Safety Analysis System (ASAS) .................................................................... 222

Regulation and Certification for Infrastructure System Safety (RCISS) – Segment 2, A17.01-02 / X, 

Regulation and Certification for Infrastructure System Safety (RCISS) – Segment 3, A17.01-03 ................ 222

3A03, Logistics Support Systems and Facilities (LSSF) ......................................................... 225

Logistics Center Support System (LCSS) – Segment 2, M21.04-01 / X, Logistics Center Support System 

(LCSS) – Technology Refresh, M21.04-02 ................................................................................................... 225

3A04, National Airspace System (NAS) Recovery Communications (RCOM) ...................... 227

Command and Control Communications (C3), C18.00-00 ............................................................................ 227
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

ix

3A05, Facility Security Risk Management .............................................................................. 229

Facility and Infrastructure Security Program – Two, F24.01-02 .................................................................... 229

3A06, Information Security ...................................................................................................... 230

A, Information Systems Security, M31.00-00 ................................................................................................ 230

B, Federal Identity Credential and Access Management (FICAM), M31.04-01 ............................................ 233

3A07, System Approach for Safety Oversight (SASO) ........................................................... 234

System Approach for Safety Oversight (SASO) – Phase 2a, A25.02-01 / X, System Approach for Safety 

Oversight (SASO) – Phase 2b, A25.02-02 ..................................................................................................... 234

3A08, Aviation Safety Knowledge Management Environment (ASKME) ............................. 237

Aviation Safety Knowledge Management Environment (ASKME) – Segment 2, A26.01-01 ...................... 237

3A09, Data Center Optimization .............................................................................................. 239

Data Center Consolidation Initiative, F30.01-01 ........................................................................................... 239

3A10, Aerospace Medical Equipment Needs (AMEN) ........................................................... 240

Aerospace Medical Equipment Needs (AMEN) – Technology Refresh – Phase 1, M53.01-01 / X, Aerospace 

Medical Equipment Needs (AMEN) – Technology Refresh – Phase 2, M53.01-02 ...................................... 240

3A11, Aviation Safety Information Analysis and Sharing (ASIAS)* ..................................... 242

Safety, Security, Environment – Aviation Safety Information Analysis and Sharing (ASIAS), G07A.02-01

........................................................................................................................................................................ 242

3A12, National Test Equipment Program ................................................................................ 244

National Test Equipment Program, M17.01-01 ............................................................................................. 244

3A13, Mobile Assets Management Program ............................................................................ 246

Mobile Asset Management Program, F31.01-01 ........................................................................................... 246

3A14, Aerospace Medicine Safety Information System (AMSIS) .......................................... 247

Aerospace Medicine Safety Information System (AMSIS) – Segment 1, A35.01-01 ................................... 247

B: Training, Equipment, and Facilities .................................................................................... 249

3B01, Aeronautical Center Infrastructure Modernization ........................................................ 249

Aeronautical Center Infrastructure Modernization, F18.00-00 ...................................................................... 249

3B02, Distance Learning .......................................................................................................... 251

Distance Learning, M10.00-00 ....................................................................................................................... 251

ACTIVITY 4: FACILITIES AND EQUIPMENT MISSION SUPPORT ............................ 253

4A01, System Engineering (SE2020) and Development Support ............................................ 253

A, CIP Systems Engineering & Development Support – SE2020, M03.03-01 .............................................. 253

B, Provide ANF/ATC Support (Quick Response), M08.01-00 ...................................................................... 255

4A02, Program Support Leases ................................................................................................ 256

Program Support Leases, M08.06-00 ............................................................................................................. 256

4A03, Logistics Support Services (LSS) .................................................................................. 257

NAS Regional/Center Logistics Support Services, M05.00-00 ..................................................................... 257

4A04, Mike Monroney Aeronautical Center Leases ................................................................ 259

Aeronautical Center Lease, F19.00-00 ........................................................................................................... 259

4A05, Transition Engineering Support ..................................................................................... 260

A, NAS Integration Support Contract (NISC), M22.00-00 ............................................................................ 260

B, Configuration Management Automation (CMA), M03.01-02 ................................................................... 262

4A06, Technical Support Services Contract (TSSC) ............................................................... 263

Technical Support Services Contract (TSSC), M02.00-00 ............................................................................ 263

4A07, Resource Tracking Program (RTP) ............................................................................... 264

Resource Tracking Program (RTP), M08.14-00 ............................................................................................ 264
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

x

4A08, Center for Advanced Aviation System Development (CAASD) .................................. 265

CIP Systems Engineering & Technical Assistance – MITRE, M03.02-00 .................................................... 265

4A09, Aeronautical Information Management Program* ........................................................ 268

Collaborative Air Traffic Management – Flight & State Data Management – AIM Segment 2, G05A.02-05 / 

X, Collaborative Air Traffic Management – Flight & State Data Management – AIM Segment 3, G05A.02-

06 .................................................................................................................................................................... 268
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

1 

 

ACTIVITY 1: ENGINEERING, DEVELOPMENT, TEST, AND 

EVALUATION 

1A01, ADVANCED TECHNOLOGY DEVELOPMENT AND PROTOTYPING (ATDP) 

FY 2014 Request $33.5M 

 A, Runway Incursion Reduction Program (RIRP) – ATDP, S09.02-00 

 B, System Capacity, Planning and Improvements – ATDP, M08.28-00 

 C, Operations Concept Validation and Infrastructure Evolution – ATDP, M08.29-00 

 D, Major Airspace Redesign – ATDP, M08.28-04 

 E, Strategy and Evaluation – ATDP, M46.01-01 

 F, Dynamic Capital Planning, M47.01-01 

 G, Traffic Alert and Collision Avoidance System (TCAS), A28.01-01 

 H, Unified Contracting System (UCS), M08.46-01 

 I, Operational Analysis and Reporting System (OARS), M08.32-03 

 J, Next Generation Surveillance and Weather Radar Capability (NSWRC), S14.01-01 

 X, Energy Management and Compliance – ATDP, F13.04-02 

A, Runway Incursion Reduction Program (RIRP) – ATDP, S09.02-00 

Program Description 

The Runway Incursion Reduction Program (RIRP) will continue research, development, and operational evaluation 

of technologies to increase runway safety. Consistent with standing National Transportation Safety Board 

recommendations and initiatives identified in Destination 2025, research emphasis will remain on technologies that 

provide for direct safety indications and alerts to pilots at large airports as well as those that can be applied cost 

effectively at small to medium airports. The program will test alternative airport surface detection technology and 

the application of these technologies for pilot, controller, and vehicle operator situational awareness tools. Current 

initiatives include Runway Status Lights (RWSL) technology enhancements such as Runway Intersection Lights 

(RIL) logic, Light Emitting Diode (LED) technology, Low Cost Ground Surveillance (LCGS) pilot sites, Runway 

Safety Assessment (RSA) studies, Final Approach Runway Occupancy Signal (FAROS) and Enhanced Final 

Approach Runway Occupancy Signal (eFAROS) for high density airports. When appropriate, investment analyses 

will be performed to support acquisition and implementation of selected solutions. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Reduce aviation risk through all phases of flight (gate-to-gate). 

 FAA Performance Metric 1 – Maintain the rate of serious runway incursions at or below 0.395 events per 

million operations. 

Relationship to Performance Metric 

The program is developing and testing technologies that aim to provide direct and preventive alerting to pilots and 

vehicle operators to reduce both the frequency and risk of runway incursions. Much of the program’s research 

emphasis is based on studies that show that direct pilot and vehicle warning mechanisms are the best defense against 

the most serious runway conflicts. For example, initial operational evaluations of Runway Status Lights (RWSL) 

technology have yielded a reduction in runway incursions of up to 70% at the test runways. Other RIRP technology 

development initiatives will explore other technologies that further support the performance metric. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

2

Program Plans FY 2014 – Performance Output Goals 

 Develop annual technical and operational evaluation report of four LCGS pilot systems. 

 Develop annual technical and operational evaluation report of existing RWSL prototype systems. 

 Develop annual technical and operational evaluation report for RILs at Boston Logan International Airport 

(BOS). 

 Complete the installation and produce operational evaluation report of a runway safety system for direct to pilot 

indications, using a low cost Surface Movement Radar as the surveillance sensor. 

 Complete installation and implementation of eFAROS units at second prototype location and commence 

operational evaluation. 

 Develop readiness report based on coordination of preliminary requirements document and cost benefit analysis 

documents required for eFAROS Investment Analysis Readiness Decision (IARD). 

 Develop annual technical and operational evaluation report of eFAROS units at all prototype locations. 

 Complete report on cockpit simulations at MITRE Center for Advanced Aviation System Development 

(CAASD) testing Human Factors (HF), safety logic, aircraft performance, or any uncertainty or deficiency 

pertaining to surface based RI indications. 

 Complete report on testing of safety logic enhancements to RI detection and prevention products. 

 Publish initial report on field evaluation of alternative direct to pilot testing system at the FAA Tech Center. 

 Complete initial requirements document for eFAROS. 

 Publish the initial project plan and Resource Management Plan (RMP) for the utilization of fiber optics as a 

sensor to drive the activation of direct to pilot alerting safety logic. 

Program Plans FY 2015 – Performance Output Goals 

 Develop annual technical and operational evaluation report of existing RIRP prototype systems. 

 Complete annual report documenting results of cockpit simulators at MITRE CAASD human-in-the-loop 

(HITL) testing HF, safety logic, aircraft performance, or any uncertainty or deficiency pertaining to surface 

based RI indications. 

 Complete report documenting candidate site selection for a system to test the utilization of fiber optics as a 

sensor to drive the activation of direct to pilot alerting safety logic. 

 Publish annual report on field evaluation of alternative direct to pilot testing system at the FAA Tech Center. 

 Publish the initial project plan and RMP for Surface Conformance Monitoring. 

 Complete eFAROS Business Case Analysis Requirements (BCAR) Documentation. 

Program Plans FY 2016 – Performance Output Goals 

 Complete annual report of user and technical evaluation of RIRP test beds. 

 Complete test plan for demonstration and testing of emerging direct to cockpit indication and alerting 

capability. 

 Complete annual report documenting results of cockpit simulators at MITRE CAASD testing HF, safety logic, 

aircraft performance, or any uncertainty or deficiency pertaining to surface based RI indications. 

 Complete annual report documenting results of Surface Conformance Monitoring simulations/HITL’s. 

 Complete preliminary report on Digital-Lighting Application (surveillance integration). 

 Complete report on integration of a system to test the utilization of fiber optics as a sensor to drive the 

activation of direct to pilot alerting safety logic. 

Program Plans FY 2017 – Performance Output Goals 

 Complete annual report of user and technical evaluation of RIRP test beds. 

 Complete test report on safety logic enhancements to RI detection and prevention products or procedures. 

 Complete annual report for development, demonstration and testing of a direct to cockpit indication and alerting 

capability. 

 Complete annual report documenting results of cockpit simulators at MITRE CAASD testing HF, safety logic, 

aircraft performance, or any uncertainty or deficiency pertaining to surface based RI indications. 

 Complete annual report documenting results of Surface Conformance Monitoring simulations/HITL’s. 

 Complete report on results of initial shadow operations testing for the utilization of fiber optics as a sensor to 

drive the activation of direct to pilot alerting safety logic. 

 Develop Digital-Lighting Application modeling and testing plan. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

3

 Complete initial Digital-Traffic Application ConOps development. 

Program Plans FY 2018 – Performance Output Goals 

 Complete annual report of user and technical evaluation of RIRP test beds. 

 Complete test report on safety logic enhancements to RI detection and prevention products or procedures. 

 Complete annual report for development, demonstration and testing of a direct to cockpit indication and alerting 

capability. 

 Complete annual report documenting results of cockpit simulators at MITRE CAASD testing HF, safety logic, 

aircraft performance, or any uncertainty or deficiency pertaining to surface based RI indications. 

 Complete annual report documenting results of using fiber optics as a sensor to drive the activation of direct to 

pilot alerting safety logic. 

 Complete annual report documenting results of Surface Conformance Monitoring simulations/HITL’s. 

 Complete initial prototype of Digital-Lighting Application. 

 Publish the initial project plan and RMP for Digital-Traffic Application. 

B, System Capacity, Planning and Improvements – ATDP, M08.28-00 

Program Description 

The System Capacity, Planning, and Improvements program provides data and analyses on NAS operations to FAA 

executives and managers to help them identify deficiencies and develop proposals to improve NAS performance. 

This work includes: 

 Airport modeling and analysis using actual data collected from ATC systems in the field to determine the 

value of potential improvements in airspace or airfield modifications, 

 Enhancements of the Performance Data Analysis and Reporting System (PDARS) which is a fully 

integrated performance measurement tool designed to help the FAA improve the NAS by tracking the daily 

operations of the Air Traffic Control (ATC) system and their environmental impacts. The PDARS also 

provides operational data to baseline the measurement and analysis of Next Generation Air Transportation 

System (NextGen) capability improvements such as the efforts to support Optimization of Airspace and 

Procedures in the Metroplex (OAPM), 

 Development of new Agency level metrics to enhance management awareness of, and response to, system 

performance, 

 Sponsoring operations research to evaluate concepts to improve future NAS performance in support of the 

Destination 2025 Science, Technology, Engineering and Math (STEM) strategic initiative, and, 

 The benchmarking of ATO performance with other Air Navigation Service Providers (ANSP) to support 

joint projects done as part of ICAO, Civil Air Navigation Services Organization (CANSO) or Aerospace 

Transportation Advisory Group (ATAG) work plans. These efforts are performed to respond to inquiries 

on global flight efficiency performance targets for ATM or more general inquiries on the overall flight 

inefficiency that may be attributed to ATM. 

This program also sponsors NAS performance and airport capacity studies that provide critical information for 

studies such as the FACT3. These studies were completed for submission in the 3rd quarter of FY 2012. The 

program provides a means for experts from the FAA, academia, and industry collaborate to analyze and develop 

recommendations for improving capacity and system efficiency, and reducing delays at specific airports. It has the 

added capability of using its performance measurement systems and operations research to quantify the efficiency of 

the NAS and form the basis of proposals for overall system improvements. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

4

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

This program will facilitate the modeling, measurement and analysis of new runways, airfield improvements, air 

traffic procedures, and other technological implementations to improve airport capacity and system efficiency. 

Study Teams evaluate alternatives for increasing capacity at specific airports that are experiencing or are projected 

to experience significant flight delays. Capacity studies provide recommendations and solution sets for improving 

airspace and airport capacity. Capacity studies to improve operations at Newark Liberty International Airport 

(EWR), John F. Kennedy International Airport (JFK), San Francisco International Airport (SFO), and SeattleTacoma International Airport (SEA) were completed in FY2011/2012. 

Program Plans FY 2014 – Performance Output Goals 

 Complete PDARS connectivity with ASDE-X at up to 30 Core Airports as ASDE-X is available. 

 Initiate PDARS connectivity to ERAM (10 sites). 

 Develop a plan to complete connectivity to ADS-B. 

 Complete Implementation Plan to Integrate Ocean 21 data into a full automated gate-to-gate analysis capability. 

 Complete plan to expand PDARS analysis capabilities to evaluate NextGen technology demonstrations as they 

come on line. 

 Incorporate noise profiling technology via the Aviation Environmental Design Tool (AEDT) module. 

 Complete operations research report to support the Destination 2025 STEM strategic initiative. 

 Prepare Bi-Annual Joint Performance Benchmark Report with EUROCONTROL. 

 Complete PDARS analysis to evaluate and improve the flight predictability metric. 

 Complete PDARS analysis to evaluate and improve the weather metric. 

 Complete PDARS capability improvement evaluation. 

Program Plans FY 2015 – Performance Output Goals 

 Develop concept of operations to convert PDARS into a net centric system. 

 Complete connectivity to ERAM to include remaining sites. 

 Provide PDARS baseline data for before/after analysis of NextGen programs. 

 Initiate integration of Ocean 21 data into a full automated gate-to-gate analysis capability. 

 Complete noise profiling technology via the AEDT module. 

 Complete operations research report to support the Destination 2025 STEM strategic initiative. 

 Produce Bi-Annual Joint Performance Benchmark Report with EUROCONTROL. 

 Complete PDARS modernization plan. 

Program Plans FY 2016 – Performance Output Goals 

 Complete integration of Ocean 21 data into a full automated gate-to-gate analysis capability. 

 Complete design and initiate implementation of PDARS into a net centric system. 

 Improve analysis of NexGen programs other NextGen technologies. 

 Provide airport capacity modeling and annual service volume analysis report to support the Future Airport 

Capacity Task (FACT) report. 

 Complete operations research report to support the Destination 2025 STEM strategic initiative. 

 Prepare Bi-Annual Joint Performance Benchmark Report with EUROCONTROL. 

 Prepare white paper on methodologies to standardize international measurement of system capacity, throughput, 

predictability and efficiency. 

 Initiate PDARS modernization. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

5

Program Plans FY 2017 – Performance Output Goals 

 Complete implementation of PDARS into a net centric system. 

 Complete FACT report with airport capacity modeling and annual service volume analysis. 

 Initiate connectivity of PDARS to SWIM 

 Complete operations research report to support the Destination 2025 STEM strategic initiative. 

 Produce Bi-Annual Joint Performance Benchmark Report with EUROCONTROL. 

 Conduct a workshop to examine development and coordination of international standardized measurement of 

system capacity, through put, predictability and efficiency. 

 Produce Bi-Annual Joint Performance Benchmark Report with EUROCONTROL. 

Program Plans FY 2018 – Performance Output Goals 

 Complete connectivity of PDARS to SWIM 

 Complete operations research report to support the Destination 2025 STEM strategic initiative. 

 Conduct a workshop to examine development and coordination of international standardized measurement of 

system capacity, through put, predictability and efficiency. 

 Prepare Bi-Annual Joint Performance Benchmark Report with EUROCONTROL. 

 Complete PDARS modernization. 

C, Operations Concept Validation and Infrastructure Evolution – ATDP, M08.29-00 

Program Description 

Developing operational concepts is the first step in developing an Enterprise Architecture. This program develops 

and validates NAS level operational concepts that are key to the FAA’s modernization programs and the NextGen. 

This program conducts the overall analysis and planning for NAS evolution by determining the required annual 

updates to the following NAS Enterprise Architecture products: Operational Improvements, Operational 

Sustainment and Operational Requirements. It executes research, engineering analysis, and evaluation in support of 

mission analysis and investment analysis. This program conducts shortfall analyses as part of service analysis and 

ensures the linkage of proposed solutions back to validated operational needs to support budget planning and 

investment decisions. This program develops and maintains detailed second level concepts that support validation 

and requirements development. This work ensures that the NAS level operational concept and sustainment activities 

are integrated and consistent with the overall NAS Enterprise Architecture. In addition, this project supports the 

development and sustainment of analytical and computer models used to assess and validate operational changes to 

the NAS. 

This project contributes to the FAA’s support for the RTCA, a non-profit association that develops standards based 

on manufacturers, government, and aviation operator inputs. RTCA also recommends operational improvements to 

increase the efficiency of air transportation. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Concept validation supports development, analysis, and simulation of new concepts to assess requirements and to 

evaluate the impact of the concept on system capacity, efficiency, safety and human performance. Evaluation 

criteria include the following: 

 Impact/Improvement to Air Traffic Service Providers, airspace users, and automation that could increase 

capacity, 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

6

 Impact/Improvement on airspace structure which may increase productivity and hence capacity, 

 Impact/Improvement on communication, navigation, and surveillance (CNS) requirements to support the 

FAA’s goal of reducing cost, increasing capacity and efficiency and; 

 Impact/Improvement on automation, display, and facility configuration elements to increase productivity 

and hence capacity. 

Program Plans FY 2014 – Performance Output Goals 

 Conduct analyses to support assessments of new air traffic control operational concepts. 

 Develop common concept development, validation, and measurement methodologies to support Single 

European Sky ATM Research (SESAR) Joint Undertaking. 

 Develop concepts of use to describe the operational use of new communication, navigation, automation, 

surveillance and flight deck capabilities. 

 Produce reports on concept development and validation findings including 2nd-level concepts, fast-time 

analyses and human-in-the-loop real time studies. 

 Develop operational, information and performance requirements. 

 Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2013. 

 Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2013. 

Program Plans FY 2015 – Performance Output Goals 

 Conduct analyses to support assessments of new air traffic control operational concepts. 

 Develop common concept development, validation, and measurement methodologies to support SESAR Joint 

Undertaking. 

 Develop concepts of use to describe the operational use of new communication, navigation, automation, 

surveillance and flight deck capabilities. 

 Produce reports on concept development and validation findings including 2nd-level concepts, fast-time 

analyses and human-in-the-loop real time studies. 

 Develop operational, information and performance requirements. 

 Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2014. 

 Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2014. 

Program Plans FY 2016 – Performance Output Goals 

 Conduct analyses to support assessments of new air traffic control operational concepts. 

 Develop common concept development, validation, and measurement methodologies to support SESAR Joint 

Undertaking. 

 Develop concepts of use to describe the operational use of new communication, navigation, automation, 

surveillance and flight deck capabilities. 

 Produce reports on concept development and validation findings including 2nd-level concepts, fast-time 

analyses and human-in-the-loop real time studies. 

 Develop operational, information and performance requirements. 

 Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2015. 

 Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2015. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

7

Program Plans FY 2017 – Performance Output Goals 

 Conduct analyses to support assessments of new air traffic control operational concepts. 

 Develop common concept development, validation, and measurement methodologies to support SESAR Joint 

Undertaking. 

 Develop concepts of use to describe the operational use of new communication, navigation, automation, 

surveillance and flight deck capabilities. 

 Produce reports on concept development and validation findings including 2nd-level concepts, fast-time 

analyses and human-in-the-loop real time studies. 

 Develop operational, information and performance requirements 

 Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2016. 

 Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2016. 

Program Plans FY 2018 – Performance Output Goals 

 Conduct analyses to support assessments of new air traffic control operational concepts. 

 Develop common concept development, validation, and measurement methodologies to support SESAR Joint 

Undertaking. 

 Develop concepts of use to describe the operational use of new communication, navigation, automation, 

surveillance and flight deck capabilities. 

 Produce reports on concept development and validation findings including 2nd-level concepts, fast-time 

analyses and human-in-the-loop real time studies. 

 Develop operational, information and performance requirements. 

 Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2017. 

 Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2017. 

D, Major Airspace Redesign – ATDP, M08.28-04 

Program Description 

The Major Airspace Redesign program (formerly known as the Airspace Management Program) supports increased 

efficiency and enhanced safety by funding changes in facilities necessary to accommodate airspace redesign. 

Implementation of an airspace redesign frequently results in changes to the number and span of control of 

operational positions or sectors, including changes to sector, area or facility boundaries. Transition to a new 

configuration resulting from airspace redesign requires changes in the supporting infrastructure. These 

infrastructure changes can include: radio frequencies, connecting a radio site to a control facility, position to 

position connectivity, surveillance infrastructure modifications to ensure proper radar coverage; automation 

modifications to facility data and flight data processing; interfacility communication modifications; additional 

consoles and communication backup needs; and modifications to facility power and cabling. The program also 

supports the use of risk management and collaborative evaluation capabilities to identify requirements, opportunities 

and threats in the early stages of the design process. 

Current projects include the: 

 New York/New Jersey/Philadelphia Airspace Redesign: Encompasses a complete redesign of the airspace 

in the New York and Philadelphia metropolitan areas to accommodate growth while enhancing safety, 

reducing delay, and taking advantage of new technologies. Planned project implementation is scheduled 

for December 2016. 

 Chicago Airspace Project: Includes airspace modifications in support of runway realignments at Chicago 

O’Hare International Airport. Planned project implementation is scheduled for October 2013. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

8

 Las Vegas Airspace Optimization: Addresses operational problems in the Las Vegas metropolitan area by 

optimizing airspace without any airfield construction. Planned project implementation is scheduled by the 

end of FY 2014. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Airspace Redesign will increase system efficiency by reducing limitations that the airspace places on the system. 

Congestion, complexity and limited departure points in the current airspace can result in restrictions, limiting airport 

throughput. Airspace redesign addresses large, complex, multi-facility changes impacting National Airspace System 

performance. 

Program Plans FY 2014 – Performance Output Goals 

 Implement Chicago Airspace Project final phase. 

 Support infrastructure changes resulting from Las Vegas Optimization. 

 Conduct engineering for airspace redesign implementation. 

Program Plans FY 2015 – Performance Output Goals 

 Conduct post- implementation evaluations. 

 Conduct engineering for airspace redesign implementation. 

 Support infrastructure changes resulting from airspace redesign. 

Program Plans FY 2016 – Performance Output Goals 

 Conduct post- implementation evaluations. 

 Support infrastructure changes resulting from airspace redesign. 

Program Plans FY 2017 – Performance Output Goals 

 Implement NY/NJ/PHL Airspace Redesign. 

Program Plans FY 2018 – Performance Output Goals 

 Conduct post- implementation evaluations. 

 Support infrastructure changes resulting from airspace redesign. 

 Conduct engineering for airspace redesign implementation. 

E, Strategy and Evaluation – ATDP, M46.01-01 

Program Description 

The Strategy and Evaluation Program develops and maintains mathematical models of the National Airspace System 

(NAS) which are used to help guide NextGen investments. FAA’s modeling suite includes models of varying scope, 

from systems dynamics models of the entire air transportation system to detailed airport surface models. 

Several of the existing models are obsolete and cannot support the analysis of advanced Air Traffic Management 

(ATM) concepts. The Strategy and Evaluation program will develop two new computer models to rectify these 

shortfalls. These models will aid organizations throughout the FAA with analyses of proposed new investments, 

trade-off studies, and analyses of the impacts of changes in operational conditions (e.g., weather, air carrier 

schedules, etc.) on NAS performance. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

9

1. An Airport Capacity Model will be developed for use in analyzing new airport capacity-related projects. 

The proposed model will facilitate rapid analysis of airport improvements, the impact of air travel demand 

changes, and ATM technology insertions. The model will be used for runway capacity studies, investment 

analyses, NextGen analyses, and the evaluation of airport infrastructure changes. The model will provide a 

de facto standard for airport capacity analyses. A Beta version of this model, known as ADSIM+, has been 

delivered to the FAA. 

2. A System-Wide NAS Model will be developed to replace the existing National Airspace System 

Performance Analysis Capability (NASPAC) model. A new system-wide model is required to analyze 

advanced ATM concepts and aid with NextGen program trade-off studies, investment analyses, and NAS 

performance analyses. The model is being developed in a “spiral” fashion, which adds enhancements to 

the initial model as they are completed. Components of the new model, now known as the System-Wide 

Analysis Capability (SWAC), are currently being used by FAA and contractors to support ongoing 

analyses. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

In order to achieve this and other capacity metrics, the FAA is undertaking a considerable investment in NextGen. 

NextGen is a wide-ranging transformation of the air transportation system. Numerous cost-benefit and engineering 

trade studies are required to support this massive undertaking. Previously, the FAA relied on a suite of outdated 

models for analyzing the impact of proposed changes to ATM procedures, equipment, and airport infrastructure, as 

well as anticipated changes in the quantity, composition, and distribution of air traffic. These legacy models were 

not capable of analyzing the new technologies and procedures of NextGen. New models will be used for evaluating 

proposed operational improvements such as optimized profile descents, oceanic en trail procedures, trajectory-based 

operations, surface traffic management, collaborative ATM, etc. New and improved models are needed to provide 

the analytical capabilities required to support these NAS improvements and help us realize our capacity objectives. 

Program Plans FY 2014 – Performance Output Goals 

 Delivery of new SWAC executable software incorporating a trajectory-based operations capability. 

 Delivery of new SWAC executable software incorporating an Airline Operations Center (AOC) model. 

 Delivery of new SWAC executable software incorporating an improved aircraft trajectory algorithm utilizing 

the full Eurocontrol Base of Aircraft Data (BADA) model and gross take-off weight estimation. 

 Delivery of new SWAC executable software providing the ability to utilize advanced weather products, 

including the Center Integrated Weather System (CIWS) weather products and the M.I.T. Lincoln Laboratory 

En Route Convective Weather Avoidance Model. 

 Delivery of new ADSIM+ executable software incorporating improvements to the Graphical User Interface 

(GUI) to improve usability as well as bug fixes. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

10

F, Dynamic Capital Planning, M47.01-01 

Program Description 

Dynamic Capital Planning supports FAA acquisition programs by: tracking NAS Plan schedules for all Capital 

Programs; determining and validating quantitative and qualitative economic value and internal benefits for capital 

programs; comparing financial performance to approved baselines for all major programs; tracking field 

implementation status of all NAS programs by site; and capitalizing NAS Plan installed equipment which includes 

final disposal of retired assets in financial statements. 

Relationship of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 –Delivering Aviation Access through Innovation. 

 FAA Outcome 4 – NextGen capabilities are fully implemented and utilized in how US aviation community 

system needs are met. 

 FAA Performance Metric 1 – Maintain 90 percent of major system investments within 10 percent variance 

of current baseline total budget at completion. 

Relationship to Performance Metric 

Dynamic Capital Planning helps capital programs maintain baselines by providing program tracking and analysis 

which leads to better baseline investment decisions and early identification of programs that are not performing so 

corrective actions can be implemented 

Program Plans FY 2014-2018 – Performance Output Goals 

 Provide monthly Capitalization report. 

 Provide monthly program baseline status report. 

G, Traffic Alert and Collision Avoidance System (TCAS), A28.01-01 

Program Description 

The Traffic Alert and Collision Avoidance System (TCAS) warns pilots of collision risks with other aircraft. This 

program will be developing the next generation system to take advantage of future surveillance and separation 

capabilities and requirements. Aircraft flying in the NAS began equipping with the TCAS in 1990. There are 

currently two versions of TCAS: TCAS I is a low-cost version of the system that provides traffic advisories only. 

TCAS II is a more capable version that can provide resolution advisories (RAs) that tell the pilot the specific vertical 

maneuvers that are necessary to avoid potential midair collisions. TCAS II is required in U.S. airspace for all 

commercial aircraft with 30 or more seats and on all cargo aircraft with a maximum certified take-off weight greater 

than 33,000 lb. 

The existing TCAS has been very effective in mitigating the risk of mid-air collisions. Safety studies indicate that 

TCAS II reduces risk of mid-air collisions by 75 – 95 percent in encounters with aircraft that are equipped with 

either a transponder (only) or TCAS II respectively. In order to achieve this high level of safety, however, the 

alerting criteria used by TCAS II often overlap with the horizontal and vertical separation associated with many safe 

and legal airspace procedures. TCAS II monitoring data from the U.S. indicate that as many as 90 percent of 

observed RAs are due to the interaction between TCAS II alerting criteria and normal ATC separation procedures 

(e.g., 500 feet Instrument Flight Rules (IFR)/ Visual Flight Rules (VFR) separation, visual parallel approach 

procedures, level-off with a high vertical rate 1,000 feet above/below IFR traffic, or VFR traffic pattern procedures). 

In order to achieve intended efficiencies in the future airspace, a reduction in collision avoidance alerting thresholds 

may be necessary in order to further reduce separation while minimizing “nuisance alerts”. Initial examination of 

NextGen procedures such as Closely Spaced Parallel Operations (CSPO) or use of three nautical mile en-route ATC 

separation indicate that existing TCAS performance is likely not sufficient to support these future airspace 

procedures. As a result, a new approach to airborne collision avoidance is necessary. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

11

The FAA has been researching a new approach to airborne collision avoidance for the past several years – known as 

Airborne Collision Avoidance System X (ACAS X). This new approach takes advantage of recent advances in 

dynamic programming and other computer science techniques to generate alerts using an off-line optimization of 

resolution advisories (i.e., logic optimization is done on computer systems well before ACAS X is installed on the 

aircraft). This approach uses extensive actual aircraft data to generate a highly accurate dynamic model of aircraft 

behavior and sensor performance. Based on a desired performance outcome (i.e., predetermined cost function) and 

using advance computational techniques, this approach generates an optimized table of actions based on information 

regarding intruder state information. 

Initial evaluations of this approach have been conducted using the same Monte Carlo safety simulation employed in 

recent TCAS v7.1 safety studies. These studies indicate that, compared to existing TCAS II, the new approach 

significantly reduces the probability of a Near Mid-Air Collision (NMAC) while also significantly reducing the 

number of alerts and RA reversals. In addition to enhanced alerting and safety, development of associated new 

surveillance logic also has the potential to dramatically reduce use of the 1030/1090 MHz spectrum. Initial research 

on improved ACAS surveillance logic indicates that a 40 percent reduction in spectrum use can be achieved and 

further reductions are likely. 

This system can accommodate surveillance information in addition to Mode S surveillance and is designed to be 

compatible with legacy TCAS. This program will develop the Minimum Operational Performance Standards 

(MOPS) for RTCA approval which will be used by manufacturers to develop equipment for deployment in aircraft. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

This program is focused on correcting emerging safety issues related to collision avoidance systems carried in 

aircraft; it improves the TCAS system’s ability to resolve near-midair encounters; and the pilot’s ability to react 

correctly to TCAS instructions. An independent collision avoidance system for pilots becomes even more essential, 

when Automatic Dependent Surveillance-Broadcast (ADS-B)-based capabilities enter the NAS, new aircraft 

platforms are introduced into the NAS and more responsibility for aircraft separation is transferred to the flight deck. 

Program Plans FY 2014 – Performance Output Goals 

 Develop initial draft of ACAS X Minimum Operational Performance Standards (MOPS) within the Radio 

Technical Commission for Aeronautics (RTCA) Special Committee 147 (SC-147). 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

H, Unified Contracting System (UCS), M08.46-01 

Program Description 

The Unified Contracting System (UCS) Program will unify the management of FAA procurement processes under 

one system that improves efficiency, reduces costs, standardizes work products, and eliminates redundant and paperbased processes. UCS will be an electronic and secure internet-based purchase card system that incorporates a 

contract lifecycle management system to automate contract formulation and execution (planning, pre-award, award, 

administration/post-award, and close-out). UCS will use a sophisticated Graphical User Interface (GUI) based 

toolset, which will allow future acquisitions process changes to be implemented by the FAA, with minimal external 

support. This automated system will provide accurate and timely acquisition data, electronic storage and retrieval of 

contractual documents and data, and management information reports – such as workload distribution and the list 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

12

and content of each contracting action through the lifecycle of the acquisition. UCS will be utilized at all FAA 

offices and organizations involved in procurement contracts for CIP Projects and other acquisitions. 

UCS will be implemented in an iterative and modular approach. The modules will encompass some or all aspects of 

the following functionality: 

 Automate manual procurement processes; 

 Interface with the FAA’s financial system, Oracle 12i, and; 

 Replace the functionality used in FAA’s current procurement funds obligation and commitment system 

(PRISM), to include: 

o Federal Procurement Data System Next Generation (FPDS-NG) interface – allows the upgraded 

system to send required procurement data to FPDS-NG, which is a congressionally required database 

established to collect historical and statistical information about the government's procurements to 

report how and where tax dollars are spent. 

Specific functionality incorporated into the UCS program will include: 

 Purchase Card Purchasing System (PCPS) – an automated process for purchase card usage Agency-wide; 

 Pre-award Phase process automation (limited scope) – to support contract actions with pre-qualified small 

business vendors providing services, as part of the FAA’s Electronic FAA Accelerated and Simplified 

Tasks (eFAST) Program; 

 Transition from paper procurement documents and content management to electronic management 

(Electronic Document Management System (eDocS)); 

 Automated procurement processes (e.g., routing / approvals) for all contract types and all procurement 

phases (e.g., planning, pre-award, post-award /administration, and close-out); 

 Management of contract funds obligation and commitment system – to process contract financial 

information and coordinate with the FAA’s financial system (Requisition to Obligation (R2O)); 

 Invoicing System – used for managing contractor submitted invoices; 

 Statement of Work (SOW) creator / generator; 

 Contract writing / contract clause generator; and 

 Contractor labor rates engine / repository – a database for all contractor labor rates, allowing for improved 

accuracy in developing Independent Government Cost Estimate (IGCE) and contract rates negation. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

UCS will implement cost effective initiatives by consolidating the FAA’s procurement process under one system 

that will reduce the time for issuing, maintaining and closing out contract actions and eliminating paper-based 

processes. UCS will normalize and streamline the procurement process by providing an integrated system that uses 

automated workflow processes, functions and standards, and electronic document management. UCS will enable 

users and management access to reporting on status, allocation of effort, task durations, and other user and 

management measurements. The Agency has over 300 procurement officers/specialists who process over 44,500 

actions per year (based on FY 2011 calculations). By implementing UCS, the cycle time from receipt of 

Procurement Request (PR) to award will be improved, thus contributing to a 10% reduction in time to award major 

system contracts. Other program performance goals include: Increased productivity through standardized and 

automated processes; improved quality and accessibility to data by eliminating paper based processes; and improved 

cycle time through automation and standardization. UCS will eventually replace the legacy (costly) FAA 

procurement funds obligation and commitment system (PRISM). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

13

Program Plans FY 2014 – Performance Output Goals 

 Complete Critical Design Review (CDR) of UCS, December 2013. 

 Complete Development Test & Evaluation (DT&E) for Contract Writing (ConWrite) module. 

 Complete Development Test & Evaluation (DT&E) for Automated Procurement Process (APP) eFAST (PostAward). 

Program Plans FY 2015 – Performance Output Goals 

 Complete Development Test & Evaluation (DT&E) Invoicing module. 

 Complete Development Test & Evaluation (DT&E) for Automated Procurement Process (APP) Agency Wide 

(Pre-Award). 

 Achieve IOC for official electronic contract filing system (eDocS) for new awards. 

Program Plans FY 2016 – Performance Output Goals 

 Achieve IOC for Requisition to Obligation (R2O) module (PRISM Replacement). 

 Achieve IOC for Automating Procurement Processes (APP) for Agency Wide (Pre-Award). 

Program Plans FY 2017 – Performance Output Goals 

 Achieve IOC for Statement of Work Generator (SOWGen) module. 

 Achieve IOC for Automated Procurement Process (APP) Agency Wide (Post-Award). 

Program Plans FY 2018 – Performance Output Goals 

 Complete Development Test & Evaluation (DT&E) for Rates Engine module. 

 Complete Legacy Document Conversion (UCS becomes the official contract/file system for all active awards). 

(APB milestone) 

System Implementation Schedule 

I, Operational Analysis and Reporting System (OARS), M08.32-03 

Program Description 

The Air Traffic Organization’s (ATO) Operational Analysis and Reporting System (OARS) (previously titled 

“Safety Analysis Tool”) will provide a prognostic approach to identifying and managing NAS-wide safety trends 

and emerging risks before they result in accidents or incidents. This initiative will deliver a suite of analytical 

capabilities and user interfaces not currently available to achieve the next level of safety required to support the 

introduction of NextGen technologies, operational concepts, and procedures into the NAS and to enhance the ATO’s 

Safety Management System (SMS). 

In order to identify safety trends and emerging risks, the ATO collects and analyzes operational data to identify and 

classify potential hazards; it then uses the results of these analyses to make data-driven decisions on how to best 

mitigate any identified potentially unacceptable safety risks. The OARS will provide the ATO with near real time 

automated data sharing capability among legacy and future systems, databases, and tools utilized for safety risk 

analysis across the NAS. By facilitating automated data sharing, OARS will expedite access to a broad range of 

safety-related data integrated from multiple repositories; this will ultimately provide the end-user with quick and 

easy access to consistent, accurate and timely data and allow more efficient, comprehensive, and proactive analyses 

of risk in the NAS. 

At its core, OARS will be a centralized platform for ATO data distribution, fusion from multiple locations, and 

warehousing. It will be an integrated suite of inter-connected databases and applications. OARS will be one system 

Unified Contracting System (UCS) 

First IOC: October 2015 -- Last IOC: September 2018 UCS

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

14

comprised of centralized hardware and software consisting of commercial off the shelf (COTS) items when possible. 

OARS will leverage the technology of existing FAA systems such as the System-Wide Information Management 

(SWIM) system and the FAA Telecommunications Infrastructure (FTI). 

Functionally, OARS will: (1) Directly support the ATO’s safety core business functions by integrating all ATO 

domains to identify, create, standardize, analyze, assess, and disseminate safety data throughout ATO and external 

organizations; and (2) Integrate with operational NAS systems to ensure that the information required to 

successfully implement the SMS is readily available, not only for component-level safety assessments, but also for 

an integrated system safety approach. 

An investment analysis readiness decision (IARD) for this program is planned for June, 2013. The Final Investment 

Decision is planned in FY 2015. 

 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Aviation risk is reduced through all phases of flight (gate-to-gate). 

 FAA Performance Metric 3 – Reduce risks in flight by limiting the rate of the most serious losses of 

standard separation to 20 or fewer for every thousand (.02) losses of standard separation within the 

National Airspace System. 

Relationship to Performance Metric 

To achieve the next level of safety, the traditional methods of identifying operational errors after the fact are not 

enough. OARS will allow the FAA to identify the high risk events for all phases of flight. This data will be used to 

identify corrective action plans to mitigate high risk events in the NAS. This will allow the strategic management of 

financial, equipment, and personnel resources and the prioritization of efforts to obtain the maximum safety 

improvement in the most cost effective manner. 

Program Plans FY 2014 – Performance Output Goals 

 Achieve a JRC Initial Investment Decision. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

J, Next Generation Surveillance and Weather Radar Capability (NSWRC), S14.01-01 

Program Description 

The Next Generation Surveillance and Weather Radar Capability (NSWRC) will provide a cost-effective 

replacement for legacy primary terminal surveillance and weather radars. The FAA currently operates several 

models of Airport Surveillance Radars (ASR) and the Terminal Doppler Weather Radars (TDWR) for terminal 

aircraft surveillance and weather detection. The technology of the majority of these systems is over 20 years old and 

in some cases over 40 years old, and most of these systems have exceeded their service life. Ongoing technology 

refresh and Service Life Extension Programs (SLEPs) may keep these radars operating in the near-term; however, as 

the demands of the NAS increase it is becoming increasingly clear that the present radars will not be capable of 

delivering the required functionality in the future. 

Shortfalls that will be addressed by the NSWRC include: 

 Limited ability to detect and track Unmanned Aircraft Vehicles (UAV) and other non-cooperative aircraft, 

 Reduced ability to detect and track aircraft and weather in the presence of ground clutter, such as wind farm 

interference, 

 Insufficient temporal and spatial resolution of weather data to meet NextGen weather requirements, 

 Inability to independently determine aircraft altitude for terminal surveillance, 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

15

 Increasing Operations and Maintenance (O&M) costs caused by more frequent mechanical failures across 

multiple radar types and models, 

 Inability to collect weather data that falls into radar coverage gaps, 

 Inability to effectively discriminate between different types of low speed airborne targets (aircraft, birds, 

balloons, hang gliders, etc.), and 

 Inability to effectively discriminate between different types of precipitation (rain, ice, sleet, hail, etc.). 

This program plans to acquire and deploy approximately 230 FAA operational radar systems with a 5-7 year 

development period and a 15 year deployment period that will be managed by establishing multi-segmented 

program baselines. 

NSWRC is on track for Concept Requirements Definition Readiness (CRDR) by December 2012; Investment 

Analysis Readiness Decision (IARD) by December 30, 2014; Initial Investment Decision (IID) by 2016; and Final 

Investment Decision (FID) by 2017. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

Significant cost avoidance will be realized by NSWRC by assuming the mission of the 381 legacy radar systems and 

reducing the extensive overlapping coverage of those legacy radars. This could reduce the total number of radars 

needed for terminal surveillance from the current 381 to a predicted 320 systems. In addition, a common NSWRC 

platform will consolidate four separate life-cycle support infrastructure capabilities into one common second level 

engineering, depot and training capability reducing life-cycle support costs. 

 

Program Plans FY 2014 – Performance Output Goals 

 Develop of the following documents required for the IARD: Shortfall Analysis Report, Preliminary 

Requirements Document, Investment Analysis Plan, Preliminary Safety Assessment, Rough Order Magnitude 

Life Cycle Cost Estimate, Enterprise Architecture (EA) Products. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

X, Energy Management and Compliance – ATDP, F13.04-02 

Program Description 

The Energy Management and Compliance (EMC) Program will be a new capability that will centrally 

orchestrate cost-effective reductions of energy and water use at ATO facilities. This will be accomplished by 

coordinating policies, technical support, targeted infrastructure investments, and data analysis and reporting. By 

upgrading older facility infrastructure, such as mechanical and electrical systems, the EMC program will not only 

reduce operational costs to the ATO but also increase reliability of the NAS by reducing the likelihood of facility 

outages and disruptions. The EMC Program shall promote energy and water-use efficiency and the use of off-grid 

power and non-polluting energy sources for all activities and acquisitions. 

The EMC Program will also contribute to FAA’s progress toward meeting federal greening mandates, including: 

 National Energy Conservation Policy Act, 

 Energy Policy Act of 2005 (EPACT), 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

16

 Energy Independence and Security Act of 2007 (EISA), 

 Executive Orders 13423 and 13514, and 

 FY 2012 DOT/FAA Strategic Sustainability Performance Plan (SSPP) Goals 1, 2, and 4. 

The strategy for the EMC Program is to address projects and initiatives that are cost-effective and provide the most 

benefits to the ATO. The EMC Program intends to focus on five specific capability areas: 

1. Improving monitoring of ATO energy performance including engineering, designing, planning and 

testing a cost-effective approach for installing advanced electric meters to comply with the provisions of 42 

U.S. Code Section 8253. 

2. Implementing energy and water efficiency projects at targeted sites to improve ATO performance 

including infrastructure improvements with the greatest cost to benefit ratios and shortest payback periods. 

3. Increasing the number of high performance sustainable buildings in ATO’s portfolio by implementing 

targeted infrastructure improvements at selected large staffed facilities in compliance with Executive Order 

mandates. 

4. Improving building operating performance by designating trained ATO Energy Managers for the 

highest energy-using ATO facilities to monitor energy and water consumption and develop cost-effective 

recommendations to reduce energy and water use. 

5. Benchmarking ATO performance and documenting progress by completing 10 annual data call reports 

mandated by Executive Orders and Legislative statutes. 

Final Investment Decision (FID) is expected in June 2013. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The EMC Program supports the FAA Strategic Goal of “Delivering Aviation Access through Innovation” by 

reducing the utility expenditures (energy and water) of NAS facilities. The EMC Program achieves this by 

providing technical expertise on energy and water management, implementing targeted infrastructure investments, 

training ATO personnel on optimizing facility performance, and tracking and reporting on energy and water usage. 

The EMC Program has the potential to reduce electrical costs annually by approximately 2.5% at facilities where 

advanced meters are installed, 12 - 13% at facilities where energy improvements are performed, and 14% at 

facilities where High Performance Sustainable Building (HPSB) upgrades are performed. 

Program Plans FY 2014 – Performance Output Goals 

 None. 

Program Plans FY 2015 – Performance Output Goals 

 Install 18 advanced electric meters at select EISA covered facilities. 

 Complete the design for energy and water improvements at 12 EISA covered facilities. 

 Complete the design for a High Performance Sustainable Building (HPSB) upgrade at two EISA covered 

facilities. 

 Provide annual reports on progress against legislative and executive order mandates to the Department of 

Energy (DOE) and the Office of Management and Budget (OMB). 

Program Plans FY 2016 – Performance Output Goals 

 Install eight advanced electric meters at select EISA covered facilities. 

 Install five advanced gas meters at select EISA covered facilities. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

17

 Perform energy and water improvements at 12 EISA covered facilities. 

 Perform HPSB upgrade at two EISA covered facilities. 

 Complete the design for energy and water improvements at 12 EISA covered facilities. 

 Complete the design for a HPSB upgrade at two EISA covered facilities. 

 Provide annual reports on progress against legislative and executive order mandates to the Department of 

Energy (DOE) and the Office of Management and Budget (OMB). 

Program Plans FY 2017 – Performance Output Goals 

 Install 10 advanced electric meters at select EISA covered facilities. 

 Perform energy and water improvements at 12 EISA covered facilities. 

 Perform HPSB upgrade at two EISA covered facilities. 

 Complete the design for energy and water improvements at 12 EISA covered facilities. 

 Complete the design for a HPSB upgrade at two EISA covered facilities. 

 Provide annual reports on progress against legislative and executive order mandates to the Department of 

Energy (DOE) and the Office of Management and Budget (OMB). 

Program Plans FY 2018 – Performance Output Goals 

 Install 10 advanced electric meters at select EISA covered facilities. 

 Perform energy and water improvements at 12 EISA covered facilities. 

 Perform HPSB upgrade at two EISA covered facilities. 

 Complete the design for energy and water improvements at 12 EISA covered facilities. 

 Complete the design for a HPSB upgrade at one EISA covered facilities. 

 Provide annual reports on progress against legislative and executive order mandates to the Department of 

Energy (DOE) and the Office of Management and Budget (OMB). 

1A02/1A03, NAS IMPROVEMENT OF SYSTEM SUPPORT LABORATORY

FY 2014 Request $1.0M 

FY 2014 Request $12.0M 

System Support Laboratory Sustained Support, F14.00-00 

Program Description 

The William J. Hughes Technical Center (WJHTC) System Support Laboratory line item sustains the facilities and 

supporting infrastructure necessary for research, development, test, and evaluation of NAS and NextGen systems. 

The WJHTC provides the FAA’s centralized set of laboratories that are used to develop prototype systems and 

NextGen solutions that are tested and integrated into the NAS. Once systems become operational, the prototypes 

become part of the FAA’s test bed and are used to support development and test necessary changes to the 

operational field sites over their lifecycle. It is necessary to sustain these laboratories systems in configurations and 

capabilities that match field sites that currently exist or are planned in the future. Testing and support facilities 

include: 

 En Route System Support Facility; 

 Terminal System Support Facility; 

 Oceanic System Support Facility; 

 NextGen Integration and Evaluation Capability; 

 Integration and Interoperability Facilities; 

 Traffic Management Systems, 

 Weather Systems; 

 Communications Systems; 

 Radar Systems; 

 Navigation and Tracking Systems; 

 Target Generator Facility; 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

18

 Cockpit and Tower Simulation Facilities; 

 Human Factors Laboratory; and 

 Flying Laboratories, which are specially instrumented test aircraft. 

Maintaining a centralized core of test beds reduces the overall cost to the FAA and increases efficiency in testing 

and preparing new systems for operational use. 

The Improvement of the System Support Laboratory Program includes upgrading and enhancing electrical and 

electronic equipment to allow testing of new or modified systems and reconfiguration of laboratory space to support 

the removal of decommissioned systems and installation of new systems. It also procures unique equipment and 

systems that can interface and switch the various systems into multiple test and field support configurations. A 

centralized laboratory has the flexibility to test both individual systems and the interfaces between systems and 

avoids the cost of operating multiple test facilities for new equipment testing and support. 

Laboratory Sustainment: 

The FAA’s centralized set of laboratories located at the WJHTC provide the infrastructure for research, 

development, testing, and field support to FAA’s CIP programs. These laboratories provide around the clock 

operation support to En Route, Terminal, and other ATC facilities throughout the nation. It is necessary to sustain 

these laboratory systems in configurations and capabilities that match field sites that currently exist or are planned 

for the future. This activity provides for the ongoing sustainment of the WJHTC NAS and NextGen laboratories. 

Laboratory Modernization: 

The FAA’s centralized set of laboratories located at the WJHTC provide the infrastructure for research, 

development, testing, and field support to FAA’s CIP programs. It is necessary to upgrade and improve the 

supporting laboratory infrastructure and equipment to provide a laboratory platform capable of supporting FAA 

programs. This activity provides for the modernization of the laboratory infrastructure. The Laboratory Master 

Plan, developed in 2010, identified over 150 improvement areas. The Laboratory Services Division’s Quality 

Management reevaluates the priority list of projects annually to validate needs and review emerging and/or urgent 

projects which may take priority over planned improvements. Additionally, some future improvement projects may 

be implemented sooner because an opportunity existed that would save the government money. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

This centralized testing facility serves as the FAA's research, development, testing and evaluation, and field support 

location. With centralization of these functions, each acquisition program need not establish and maintain separate 

laboratory facilities to support research, development, test, evaluation, and field support for their program. It also 

enables the FAA to evaluate concepts and programs that span more than one domain of the NAS and integrate 

NextGen solutions into the NAS. This reduces the overall cost to the FAA and helps critical acquisition programs 

maintain cost and schedule targets. This results in overall operational efficiency to the FAA. 

Program Plans FY 2014 – Performance Output Goals 

Laboratory Sustainment: 

 Complete independent external surveillance audits of the Laboratory Services Group Quality Management 

procedures and processes. 

 Complete 90% of quality objectives identified for accomplishment in FY 2014. 

 Address 80% of the Opportunities for Improvement identified in the surveillance audits for FY 2014. 

 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

19

Laboratory Modernization: 

 Complete at least 75% of the Laboratory Infrastructure improvements targeted for FY 2014. Target projects are: 

o Upgrade Emergency Power Off System (EPO) and Clean Agent Fire Suppression. 

o Install Uninterrupted Power Supply (UPS) Monitoring System. 

Program Plans FY 2015 – Performance Output Goals 

Laboratory Sustainment: 

 Complete independent external surveillance audits of the Laboratory Services Group Quality Management 

procedures and processes. 

 Complete 90% of quality objectives identified for accomplishment in FY 2015. 

 Address 80% of the Opportunities for Improvement identified in the surveillance audits for FY 2015. 

Laboratory Modernization: 

 Complete at least 75% of the Laboratory Infrastructure improvements targeted for FY 2015. Target projects 

are: 

o Replace Laboratory Signage Replacements. 

Program Plans FY 2016 – Performance Output Goals 

Laboratory Sustainment: 

 Complete independent external surveillance audits of the Laboratory Services Group Quality Management 

procedures and processes. 

 Complete 90% of quality objectives identified for accomplishment in FY 2016. 

 Address 80% of the Opportunities for Improvement identified in the surveillance audits for FY 2016. 

Laboratory Modernization: 

 Complete at least 75% of the Laboratory Infrastructure improvements targeted for FY 2016. Modernization 

projects include ongoing panel board replacements, CAC replacements, raised floor upgrades and other 

infrastructure projects to be determined by laboratory system decommissioning and installations. 

Program Plans FY 2017 – Performance Output Goals 

Laboratory Sustainment: 

 Complete independent external surveillance audits of the Laboratory Services Group Quality Management 

procedures and processes. 

 Complete 90% of quality objectives identified for accomplishment in FY 2017. 

 Address 80% of the Opportunities for Improvement identified in the surveillance audits for FY 2017. 

Laboratory Modernization: 

 Complete at least 75% of the Laboratory Infrastructure improvements targeted for FY 2017. Modernization 

projects include ongoing panel board replacements, CAC replacements, raised floor upgrades and other 

infrastructure projects to be determined by laboratory system decommissioning and installations. 

Program Plans FY 2018 – Performance Output Goals 

Laboratory Sustainment: 

 Complete independent external surveillance audits of the Laboratory Services Group Quality Management 

procedures and processes. 

 Complete 90% of quality objectives identified for accomplishment in FY 2018. 

 Address 80% of the Opportunities for Improvement identified in the surveillance audits for FY 2018. 

Laboratory Modernization: 

 Complete at least 75% of the Laboratory Infrastructure improvements targeted for FY 2018. Modernization 

projects include ongoing panel board replacements, CAC replacements, raised floor upgrades and other 

infrastructure projects to be determined by laboratory system decommissioning and installations. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

20

1A04, WILLIAM J. HUGHES TECHNICAL CENTER INFRASTRUCTURE SUSTAINMENT

FY 2014 Request $6.0M 

William J. Hughes Technical Center Building and Plant Support, F16.00-00 

Program Description 

The FAA William J. Hughes Technical Center (WJHTC) owns and operates about 1.58 million square feet of test 

and evaluation, research and development, and administrative facilities, plus numerous project test sites. The value 

of the buildings and infrastructure is about $190.1 million (FY 2003 figures). These facilities require an annual 

program of capital improvements and modernization. Example projects include: (1) replacing old heating, 

ventilation, and air-conditioning systems; (2) upgrading the electrical distribution systems; and (3) upgrading firesuppression systems to current fire safety codes. The requested expenditure to sustain the WJHTC represents 

approximately 3.2 percent of the Center's FY 2003 value. 

The WJHTC contracted with a private consultant to develop a 20 year facility master plan, which was completed in 

July of 2008. The master plan was developed based upon the consultant’s consideration of life safety issues, code 

compliance issues, equipment age, life expectancy, replacement part availability, and general condition for each 

system. Replacement strategies and priorities were developed based upon Condition Codes and Importance Factors. 

The Condition Codes indicated the operability or need for replacement. The Importance Factors addressed the 

importance of each building and project to WJHTC’s mission. Each of the FY 2014 projects (or Output Goals) has a 

Condition Code of Poor (most severe code) and an Importance Factor of Essential (most critical factor). 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

Infrastructure Modernization at the WJHTC will control costs while delivering quality customer service by replacing 

old systems /equipment before serious problems occur. It will also reduce energy consumption, and cost, on a persquare-foot basis. This line item will update facilities and facility support systems to ensure that the laboratories and 

other facilities operate properly and can handle utility loads of the systems being tested. As the WJHTC plays a key 

role in developing and testing new equipment that will be used in the NAS, it is critical that the facilities operate 

efficiently. WJHTC effectiveness in testing and approving equipment can result in earlier system deployment 

thereby reducing costs for system implementation 

Program Plans FY 2014 – Performance Output Goals 

 Building 287 Roof Replacement and Mechanical Upgrades. 

 Building 301 Fire Detection/Suppression/Annunciation System Upgrades (Phase 1). 

 Design Building 316 Chiller Replacement (No. 1 of 2). 

 Building 301 Roof Replacement. 

Program Plans FY 2015 – Performance Output Goals 

 Center Facility System Improvements (Year 3 of 20 year plan). 

 Building 316 Roof Replacement. 

 Design Building 315 Electrical Substation Replacements. 

 Main Electrical Substation Upgrades (Switchgear Enclosure). 

 Buildings 300 & 301 Fire Detection/Suppression/Annunciation System Upgrades (Phase 2). 

 Building 316 Chiller Replacement (No. 1 of 2). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

21

Program Plans FY 2016 – Performance Output Goals 

 Center Facility System Improvements (Year 4 of 20 year plan). 

 Building 316 Electrical Substation Replacements. 

 Center-wide Building Automation System Expansion. 

 Central Utilities Plant Chiller Replacement (No. 2 of 3). 

 Design Primary Electrical Feeder Replacement to Buildings 315 and 316. 

 Design Life Safety Improvements to Seven Facilities. 

Program Plans FY 2017 – Performance Output Goals 

 Center Facility System Improvements (Year 5 of 20 year plan). 

 Buildings 211 and 303 Roof Replacements. 

 Building 300 Mechanical Equipment Replacement. 

 Creation of a Water Distribution Loop. 

 Life Safety Improvements to Seven Facilities. 

Program Plans FY 2018 – Performance Output Goals 

 Center Facility System Improvements (Year 6 of 20 year plan). 

 Building 300 Mechanical Equipment Replacement (Phase 3 of 3). 

 Primary Electrical Feeder Replacement to Buildings 315 and 316. 

 Building 316 Chiller Replacement (No. 2 of 2). 

 Overhead Electrical Distribution System Refurbishment. 

 Buildings 303 & 316 Chilled Water Systems Interconnection. 

 Storm Water System Remediation. 

1A05, DATA COMMUNICATION IN SUPPORT OF NEXT GENERATION AIR TRANSPORTATION 

SYSTEM (NEXTGEN)* 

FY 2014 Request $115.5M 

Data Communications – Segment 1 Phase 1, G01C.01-05 / Data Communications – 

Segment 1 Phase 2, G01C.01-06 / X, Data Communications – ATN Gateway, G01C.01-08 

Program Description 

The Data Communications program will provide data communications between air traffic control facilities and 

aircraft, and is the primary enabler for NextGen operational improvements. Data Communications will improve 

NAS operations by: 

 Automating delivery of routine clearances to reduce controller workload and improve productivity, 

 Allowing more effective use of NAS capacity and reducing flight delay because existing controller staffing 

will be able to handle increased traffic, 

 Reducing operational errors associated with voice communications to enhance safety, and; 

 Enabling many of the NextGen operational improvements that require negotiation or exchange of 

information that cannot be efficiently delivered via voice. 

Initially, Departure Clearances (DCL) including revisions transmitted to the aircraft on the airport surface will 

enable full route clearances. DCL could provide the potential for use as a NextGen Best Equipped Best Served test 

case. Data Communications (Data Comm) will increase capacity and enable more strategic management of NAS 

resources. 

The “Go Button”, which is a part of the initial En Route services, will automate the delivery of airborne reroutes, 

leverages Traffic Flow Management (TFM) for more direct reroutes reducing flight time and distance. It enables 

quicker recovery from bad weather or other Traffic Management Advisory situations. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

22

Data Comm will be used with current traffic control strategies to reduce controller workload by automating 

repetitive exchanges. As controllers become more productive, the number of aircraft they can handle in their sector 

will grow without the need to assign additional resources. Data Comm benefits will be realized in Tower, Ground, 

En Route, and Terminal Radar Approach Control (TRACON) operations. The busiest positions, whether in en route 

feeder sectors in metro corridors, terminal approach sectors, or airport ground control at major airports, will see the 

most dramatic results. 

These improvements to the NAS will be delivered by the Data Communications project in two segments. Segment 1 

will deliver the initial set of data communications services integrated with automation support tools, which provides 

NAS benefits and lays the foundation for a data-driven NAS. This delivery will occur in multiple phases. Segment 

2 will enable more advanced NextGen operations to include initial trajectory-based operations, which would not be 

possible using the existing voice systems. 

Data Communications – Segment 1 Phase 1 (G01C.01-05): 

Phase 1 provides initial tower service which introduces the basic log-on capability required to initiate all data 

communications in the NAS, and revised departure clearances (DCL) for Future Air Navigation Systems (FANS) 

equipped aircraft. 

Steps for the Data Comm Phase 1 implementation are identified below: 

 Tower Data Link Services (TDLS) hardware and software enhancements to enable Revised Departure 

Clearance (DCL) services. 

 Software development of ERAM for aircraft log-on capability, allowing a direct connection from TDLS-toERAM-flight information. This software incorporates the flight plan correlation function, protocol 

gateway and security boundary development. 

 Integration and test planning and lab development at the William J. Hughes Technical Center (WJHTC). 

 Contract award for Data Comm Integrated Services (DCIS) to include: 

o Integration and engineering activities, 

o Developing a data communications network service (DCNS) which will provide the Air/Ground 

Communication link for Data Comm, and 

o Airplane avionics equipage initiative which will seed the market for equipage by providing incentives 

for airlines to equip 1,900 aircraft with FANS 1/A+ avionics. 

 Trials for revised Departure Clearance service. 

 Deploy revised Departure Clearance service. 

Segment 1 Phase 1 received a Final Investment Decision in May 2012. The decision approved 41 initial tower sites 

with conditional approval of an additional 16 based on updated cost and operational data. 

Data Communications – Segment 1 Phase 2 (G01C.01-06): 

Phase 2 will deliver core En Route FANS services for Controller-Pilot Data Link Communication (CPDLC), which 

automates routine interactions between controllers and flight crews, including transfer of communications and initial 

check-in/out for aircraft flying into and out of sectors, direct-to-fix flight paths, altimeter settings, and flight crew 

reports as a supplement to voice communications. 

Following a planned Final Investment Decision (FID) in FY 2015, the steps for implementation of Phase 2 are 

identified below: 

 TDLS engineering and software enhancements to accommodate flight plan changes correlated in ERAM. 

 Software enhancements to the protocol gateway to support the En Route core services of initial check-in 

and transfer of communications. 

 ERAM software development for En Route Computer-Human Interface upgrades, lower level requirements 

completion and software development for design of En Route Controller Pilot Data Link Communications 

(CPDLC) applications. 

 Integration and testing of core En Route services. 

 Upgrade air/ground network for expanded En Route services. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

23

Data Communications – ATN Gateway (G01C.01-08): 

Initial Data Comm services will be delivered to Future Air Navigation Systems (FANS) 1/A+ compliant avionics 

and ground system. FANS 1/A+ is currently certified to fly in the NAS and many airlines have FANS 1/A+ 

equipped aircraft. At a future date, to be determined, the Data Comm program will implement an Aeronautical 

Telecommunications Network (ATN) compliant ground system to support ATN avionics. The addition of ATN will 

support the implementation of more advanced NextGen services such as advanced Trajectory Based Operations 

(TBO). However, before Data Comm can implement ATN to support advanced services RTCA Special Committee 

214 (SC-214) must complete the standards. These standards are expected to be completed and coordinated in late 

2013, with avionics manufacturers developing and certifying the avionics through the late 2010s. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

The capacity and productivity of the NAS will be improved by data communications. Initially, Data 

Communications will be used in conjunction with the current traffic control strategies as well as planned strategies 

such as Traffic Flow Management (TFM) reroutes. Data Communications will increase controller efficiency by 

automating routine exchanges as well as enabling the initial phase of trajectory based operations. As controllers 

become more productive, sector capacity will grow without the need to assign additional resources. Data 

Communications benefits will be realized in en route, TRACON, and tower/ground operations. The busiest 

positions, whether in en route sectors, en route feeder sectors in metro corridors, terminal approach sectors, or 

airport clearance delivery and ground control positions in the Core airport towers will see the most dramatic 

benefits. 

New services enabled by Data Communications will contribute even more dramatically to air traffic capacity. 

Advanced 4-dimensional trajectories will enable more strategic operations that can ensure the most efficient use of 

airspace resources, with greatly reduced ground management oversight. More predictable traffic flows will yield 

better on-time performance, and minimize service impact associated with weather-related system disruptions. Data 

Comm will enable a more rapid response during adverse weather conditions which will reduce the impact on 

operators. DCL will provide advantages to equipped users by reducing gate and taxi delays, by an average of 2.2 

minutes if the clearance is delivered at the gate and an average 4.6 minutes if the clearance is delivered during taxi. 

Program Plans FY 2014 – Performance Output Goals 

Data Communications – Segment 1 Phase 1 (G01C.01-05): 

 Complete development of the Operational Test Lab. 

 Deliver ERAM R4 Initial Test Release (ITR). (APB Milestone) 

 Deliver TDLS V12 Initial Test Release (ITR). 

 Accept Data Comm Network Services (DCNS) FANS Tower Service at WJHTC. 

 Complete Data Comm Integration Testing. 

Data Communications – Segment 1 Phase 2 (G01C.01-06): 

 Complete ERAM software Preliminary Design Review (PDR). 

Data Communications – ATN Gateway (G01C.01-08): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

Data Communications – Segment 1 Phase 1 (G01C.01-05): 

 Complete ERAM Systems Integration Release Follow-on Contract Integrated Baseline Review (IBR). 

 Complete TDLS V12 Service Acceptance Release to the site. 

 Complete ERAM R4 Service Acceptance Release to the site. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

24

Data Communications – Segment 1 Phase 2 (G01C.01-06): 

 Achieve Final Investment Decision (FID). 

 Complete ERAM software Critical Design Review (CDR). 

Data Communications – ATN Gateway (G01C.01-08): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

Data Communications – Segment 1 Phase 1 (G01C.01-05): 

 Complete Operational Test & Evaluation (OT&E). (APB Milestone) 

 First Site Initial Operational Capability (IOC). (APB Milestone) 

Data Communications – Segment 1 Phase 2 (G01C.01-06): 

 ERAM S1P2 final software drop delivered for vendor’s integration and development testing. 

 Begin vendor software integration and test (I&T). 

Data Communications – ATN Gateway (G01C.01-08): 

 None. 

Program Plans FY 2017 – Performance Output Goals 

Data Communications – Segment 1 Phase 1 (G01C.01-05): 

 Data Comm In-Service Decision (ISD). (APB Milestone) 

 Key Site Operational Readiness Decision (ORD). (APB Milestone) 

Data Communications – Segment 1 Phase 2 (G01C.01-06): 

 ERAM Initial Test Release to WJHTC. 

Data Communications – ATN Gateway (G01C.01-08): 

 Begin planning of ATN ground system. 

Program Plans FY 2018 – Performance Output Goals 

Data Communications – Segment 1 Phase 1 (G01C.01-05): 

 Data Comm directives development and validation for Air Traffic and Tech Ops. 

Data Communications – Segment 1 Phase 2 (G01C.01-06): 

 Software release to the Air Route Traffic Control Centers (ARTCC). 

Data Communications – ATN Gateway (G01C.01-08): 

 Final Investment Decision for ATN ground system. 

System Implementation Schedule 

Data Communications in support of NextGen

Segment 1 Phase 1 Service – Tower Log-on for FANS 1/A+ with DCL

 First site IOC: March 2016 -- Last site IOC: May 2019 Seg 1 Ph 1

Segment 1 Phase 2 Service – En Route core Services for FANS 1/A+

 First site IOC: TBD -- Last site IOC: TBD Seg 1 Ph 2

2015 2020 2025
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

25

1A06, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – DEMONSTRATIONS 

AND INFRASTRUCTURE DEVELOPMENT* 

FY 2014 Request $24.7M 

Demonstrations and Infrastructure Development, G08M.01-01 

Program Description 

Demonstrations and Infrastructure Development provides practical application and analysis of proposed NextGen 

system improvements to validate the benefits of system improvements and to determine which research and 

development (R&D) initiatives might be accelerated. These demonstrations include collaboration with users, 

operators, and other partners, which is important early in the process. This allows for any needed changes, updates 

or alterations to be done before the capabilities are fully cemented. Furthermore, a wide variety of perspectives and 

ideas as well as partner commitment to the benefits can be obtained through early collaboration. 

NextGen Demonstration and Infrastructure Development generally supports 4-5 projects a year. Demonstrations 

normally last about 24 – 30 months. When a demonstration project is completed, the results are assessed to 

determine whether to proceed, and the demonstrated capabilities will be included in solution sets for further 

engineering and maturation. 

FAA’s demonstration, development, and validation planning activities will include the following: 

Airborne Access to SWIM (AAtS): 

This demonstration will begin validation of the preliminary requirements for Airborne SWIM and show the 

capability for the FAA system and airborne aircraft to communicate non-safety critical information via an airborne 

network. This capability allows for the exchange of traffic management information and the ability to quickly 

communicate the information, improving system efficiency. Additionally, using this link, the flight crew could use 

this capability to communicate Estimated Time of Arrivals (ETAs), 4D Intent information, and negotiated reroutes 

back to the FAA system. The link can also be used to transmit updates of weather data and other non-safety critical 

information. 

Airbridge: 

The Airbridge demonstration being completed will provide an integrated decision support to the Airline Operation 

Center and ATC for an end-to-end management of transoceanic traffic between airspaces of different Air Navigation 

Service Providers (ANSPs). The demonstration will allocate track entry times based on the arrival time 

requirements, improving the overall predictability and efficiency of transatlantic flight. Also, the demonstration will 

investigate use of shared flight information between ANSPs to improve tactical flow into major coastal Metroplexes. 

Mini-Global: 

The Mini-Global demonstration will help to increase industry participation and further the use of the Flight 

Information Exchange Model (FIXM) standard. This demonstration provides a unique opportunity for government 

and industry collaboration amongst multiple countries. FIXM is a data interchange format for sharing information 

about flights throughout their lifecycle. The demonstration will show how ANSPs and flight operators across the 

globe can leverage the FIXM standard as a means of sharing common flight information elements. Mini-Global will 

promote international harmonization via data exchange with other international ANSPs, operators, and the aviation 

industry. It will assess the compatibility of partner ATM systems with respect to flight object standards and will 

identify both services and products meaningful to current and future operations. 

UAS Integration into NAS: 

This demonstration project will assess and evaluate capabilities for FAA and Operator ground systems to support 

operation of Unmanned Aircraft Systems (UAS) in the NAS. Capabilities to be investigated include information 

exchanges between operator and FAA systems, architectural alternatives for direct controller pilot communications 

using Voice over Internet Protocol (VoIP), and other FAA tools to support integration of UAS into controller 

airspace. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

26

NextGen Infrastructure Development: 

This activity will develop the Integrated Master Schedule (IMS) system infrastructure to integrate NextGen preimplementation and implementation projects activities within the solutions set areas and portfolios. 

4D Trajectory Demonstration: 

This demonstration will evaluate the feasibility of advanced trajectory management in NextGen timeframes. It will 

report the capability and safety of current standards and recommendations for future standards, and the benefits of 

advanced trajectory management. 

Paired Approach Demonstration: 

This activity will demonstrate the ability to safely utilize ADS-B and Flight-deck-based Interval Management – 

Defined Interval (FIM-DI) when conducting simultaneous instrument approaches in all weather conditions on very 

closely spaced parallel runways. Benefits to be identified include efficiency, improved quality of service and 

reduced customer burden, and others. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

FY 2014-2018 demonstration activities are planned to show how to reduce air traffic delays due to more efficient 

metering and spacing, increased capacity of the airspace, more efficient traffic flow management, and integrated 

arrival/departure routes. Airborne Access to SWIM and Airborne Execution of Flow Strategies will identify key 

implementation issues, assist the FAA in developing its operational improvement plans to meet NextGen goals and 

objectives, and assist with implementing initiatives in FY 2014 and beyond. 

Program Plans FY 2014 – Performance Output Goals 

AAtS: 

 Conduct an operational flight demonstration of bi-directional information exchange between the cockpit, airline 

operations center and air traffic control to enhance collaborative decision making in the NAS. 

 Complete a Post-Demonstration Analysis & Final Report. 

AirBridge: 

 Conduct evaluation and prepare a report on use of shared flight information between ANSPs to improve tactical 

flow into major coastal Metroplexes. 

 Develop demonstration procedures report for testing dynamic track entry time allocation and arrival manager 

sequencing. 

 Develop requirements document for prototypes to support dynamic allocation of tracks. 

Mini-Global Demonstration: 

 Conduct a demonstration and prepare a report of Flight Object concepts validation, such as the Flight 

Information Exchange Model (FIXM) standard. 

 Develop an evaluation strategies document for harmonizing Flight Object concepts. 

 Complete a Post-Demonstration Analysis & Final Report for the Mini Global demonstration. 

UAS Integration into NAS: 

 Complete a demonstration and prepare report to assess feasibility and requirements for integration of UAS 

operations in the NAS including exchange of loss-link procedures using FIXM protocols. 

 Develop a report evaluating NAS Voice System (NVS) capabilities in support of direct controller pilot 

communications in operational trials. 

 Develop a report evaluating conflict probe and alert capabilities to support integration of UAS into Class A 

airspace. 

 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

27

NextGen Infrastructure Development: 

 Develop reports on the management and integration of NextGen demonstrations, projects, and products in 

support of the NextGen Segment Implementation Plan. 

 Maintain and enhance the Integrated Master Schedule (IMS) system to manage and store work associated with 

NextGen projects and demonstration and to provide additional functionality for tracking dependencies and 

cross-program integration. 

4D Trajectory and Demonstration: 

 Develop demonstration requirements and procedures. 

 Development of demonstration scenarios for evaluation. 

Paired Approach Demonstration: 

 Develop demonstration requirements and procedures for evaluation. 

 Develop scenarios for demonstration utilizing ADS-B and FIM-DI to conduct simultaneous instrument 

approaches in all weather conditions on very closely spaced parallel runways. 

Program Plans FY 2015 – Performance Output Goals 

AAtS: 

 Conduct demonstration and prepare report for Integration & Testing of the two-way Airborne Access to SWIM 

information. 

AirBridge 

 Demonstrate and prepare report of dynamic track allocation and arrival manager sequencing. 

 Provide updated requirements for Information Exchange Standard to support strategic oceanic operations. 

Mini Global: 

 Complete post demonstration analysis and final report. 

NextGen Infrastructure Development: 

 Develop reports on the management and integration of NextGen demonstrations projects, and products in 

support of the NextGen Segment Implementation Plan. 

4D Trajectory and Demonstration: 

 Conduct demonstration evaluation. 

 Complete initial report and evaluation analysis report. 

Paired Approach Demonstration 

 Conduct demonstration evaluation. 

 Complete initial report and evaluation analysis report. 

Program Plans FY 2016-2018 – Performance Output Goals 

AAtS: 

 Conduct demonstration and prepare report for Integration & Testing of the two-way Airborne Access to SWIM 

information. 

AirBridge: 

 Prepare demonstration report and analysis for use of shared flight information between ANSPs to improve 

tactical flow into major coastal Metroplexes 

4D Trajectory and Demonstration: 

 Complete post demonstration analysis and final report for advanced trajectory management. 

Prepared Approach Demonstration: 

 Complete post demonstration analysis and final report. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

28

1A07, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – SYSTEM 

DEVELOPMENT* 

FY 2014 Request $61.5M 

 A, ATC/Technical Operations Human Factors, G01M.02-01 

 B, New ATM Requirements, G01M.02-02 

 C, Ops Concept Validation Modeling, G01M.02-03 

 D, Environment & Energy – Environmental Management System & Noise/Emission Reduction, G06M.02-

01 

 E, Wake Turbulence Re-Categorization, G06M.02-02 

 F, Safety, Security, Environment – System Development – Operational Assessments, G07M.02-02 

 G, Safety, Security, Environment – System Development – Systems Safety Management Transformation, 

G07M.02-01 

 H, Networked Facilities – System Development – Staffed NextGen Towers, G03M.04-01 

A, ATC/Technical Operations Human Factors, G01M.02-01 

Program Description 

This program examines human factors for air traffic controllers and maintenance personnel relating to the 

implementation of NextGen procedures and technologies. A significant feature of this program is the annual review 

and updates of the Human System Integration (HSI) Roadmap to complement and reflect changes in the other 

roadmaps in the Enterprise Architecture. The HSI Roadmap will display the roles and responsibilities of the actors 

in the NAS (air traffic controllers, pilots, dispatchers, traffic managers, etc.), their interactions with NextGen 

technologies, and the required changes to personnel selection, training, and required research and development 

activities in the human factors area that are needed to realize the NextGen vision. 

Research will examine the roles of controller and maintenance personnel to ensure safe operations at increased 

capacity levels and the way the roles would be best supported by allocation of functions between humans and 

automation. The success of new NextGen technologies hinges upon the actions of air traffic service providers using 

new decision support tools or automation to achieve the operational improvement. The effectiveness of each of 

these technologies is contingent upon the proper human engineering of the new capability. This human engineering 

is not just the visible interface, but the characteristics of the tool and how the tool is used in the context of the work. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Incorporation of human factors guidance and products into NAS systems will result in sufficient improvement in air 

traffic controller efficiency (e.g. greater number of aircraft handled) to meet the forecast traffic demand and 

effectiveness through automation and standardization of operations, procedures, and information. This program 

enables NextGen by defining the human factors guidance and requirements to support the changes to the interaction 

and integration of activities between pilots and controllers and between humans and automation required to 

implement NextGen. 

Data showing the potential increase in controller efficiency is currently being generated for many of the operational 

improvements in the NextGen portfolio. For example, simulation data has shown the ability, when using Data 

Comm, to handle a 30% increase in traffic while maintaining the baseline workload level. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

29

Program Plans FY 2014 – Performance Output Goals 

 Update NextGen controller strategic job analysis and training needs documents. 

 Prepare research report identifying causes and potential fixes to reduce non-conformance to Performance Based 

Navigation Required Area Navigation/Required Performance Navigation RNAV/RNP standards. 

 Develop a human error/safety database for NextGen Capabilities. 

 Publish the Human System Integration Roadmap. 

 Develop Traffic Management Coordinator (TMC) dispatcher, controller, and pilot information requirements 

document. 

 Develop NextGen human-automation interaction functional requirements and resolution guidance documents. 

Program Plans FY 2015 – Performance Output Goals 

 Develop technical report documenting simulations, findings and requirements to measure human performance 

when using NextGen tools in the airport environment. 

 Develop technical report of demonstrations and analyses for advanced human machine interfaces for integrated 

air traffic workstations using the suite of NextGen operational improvements. 

Program Plans FY 2016 – Performance Output Goals 

 Develop technical report of simulations and findings for increased terminal domain operational efficiencies 

resulting from new human factors guidance. 

 Develop technical report of human factor safety analyses and findings identifying unforeseen NextGen 

implementation issues. 

Program Plans FY 2017 – Performance Output Goals 

 Develop technical report of system capacity improvement model demonstrations and findings for specific 

improvements in controller efficiency. 

 Update controller NextGen Strategic Job Analysis document. 

 Update controller NextGen Strategic Training Needs Analysis document. 

Program Plans FY 2018 – Performance Output Goals 

 Develop implementation strategy for FY 2017 system capacity improvement models that integrate mitigations 

for previously identified human performance hazards. 

 Develop Traffic Management Coordinator (TMC) information requirements for dynamic flow control corridors. 

 Develop controller information requirements for dynamic airspace and dynamic flight trajectories. 

B, New ATM Requirements, G01M.02-02 

Program Description 

The New ATM Requirements Program identifies new opportunities to improve the efficiency and effectiveness of 

air traffic management. It supports the NextGen goal of expanding capacity by developing decision support tools 

that improve the strategic management of operations in the NAS. New ATM requirements will explore the 

following areas for opportunities: 

 Traffic Collision Avoidance System (TCAS): TCAS had extraordinary success in reducing the risk of midair collisions. NextGen airspace will have increased capacity due to decreased aircraft separation made 

possible by new technologies and new procedures, such as the increased use of RNAV/RNP routes and 

Closely Space Parallel Runways operations. As the use of more complex curved and other complex routes, 

it is critical that TCAS be made even more accurate and dependable to ensure continued pilot trust in the 

system. To accomplish this, the FAA is developing a new family of collision avoidance systems (ACAS X) 

based on requests from both the U.S. Commercial Aviation Safety Team (CAST) and the Association of 

European Airlines (AEA) to address the number of nuisance Resolution Advisories in US airspace and 

better support future operations. ACAS X takes advantage of advanced dynamic programming techniques 

to optimize system safety and alerting performance; it also incorporates a plug and play surveillance 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

30

capability to enable use of active surveillance, ADS-B (ARC Recommendation) and other potential 

surveillance sources required for Unmanned Aircraft System (UAS) collision avoidance. 

 New Radar Requirements (Surveillance and Weather): – is a concept maturity and technology development 

initiative in support of the NextGen Surveillance and Weather Radar Capability. The objective of this 

effort is to identify viable solution implementation alternatives that could provide for FAA’s weather and 

surveillance radar needs. It will include identifying the technical challenges, evaluating cost models, 

developing technology approaches and proposed solutions, and concept demonstration through modeling 

and prototyping. The overall project includes four major areas: Multifunction Phased-Array Antenna 

Maturation, Engineering Studies – Technology Assessment, Multifunction Radar Backend Definition, and 

Concept and Requirements Definition. The outcome of this body of work will result in an initial Antenna 

and Radar Backend specification. The information gained through this effort will support an FAA 

investment analysis readiness decision (IARD) in Calendar Year (CY) 2014 and will provide the 

government a greater capability of defining specific requirements for a potential joint radar acquisition. 

 Trajectory Modeling: Trajectory-based operations require multi-domain interaction with aircraft 

trajectories in the far-term future. As a step towards that end, trajectory operations (TOps) have been 

subdivided to focus on the NextGen midterm. The TOps activity requires a common view of the use of 

Communications, Navigation and Surveillance (CNS) components that support TOps in the midterm. The 

Trajectory modeling project will develop NAS-wide trajectory-related requirements for automation 

systems. The project focuses on defining concept of use alternatives for trajectory, what trajectory 

information should be exchanged, the types and quality of trajectory prediction required, an integrated 

solution to achieve trajectory interoperability across multiple domains in the mid-term NAS and defining a 

strategy for global trajectory harmonization. 

 Airborne System-Wide Information Management (SWIM): – will identify performance and bandwidth 

requirements for airborne internet capability to support the exchange of ATM information such as weather, 

aeronautical information and flight information to support Traffic Flow Management. The program will 

establish guidance that will enable third party vendors to develop systems and applications to support 

customer needs. 

 Weather Transition: – ensures that weather concepts coming from aviation weather research are matured 

and technically developed under FAA guidelines to a level of appropriate readiness for operational use in 

the NAS. Weather Transition will manage appropriate activities to include the creation, testing and 

evaluation of prototypes and operational demonstrations for the purpose of defining and refining an 

appropriate operational use concept. 

 Cloud Computing: This project will evaluate current and future NAS systems for potential applicability to 

the cloud environment or data center consolidation. As part of this evaluation, current assumptions for 

system availability and mission criticality will be validated to ensure feasibility for future architectures to 

provide service. 

 Automation Convergence: This project will evaluate the feasibility for the use of common plug and play 

display standards for ATM systems as a step in the transition path towards automation convergence. 

Current ATM systems use different methods and coordinates to display information to the user, this effort 

will evaluate alternatives for a common plug and play display. Evaluation of the current performance 

requirements for displays will be conducted and a prototype will be developed for suitability testing with 

the operational team. 

 Synchronization of Air/Ground Procedures: In an effort to reduce the strain on the limited-capacity storage 

on the aircraft Flight Management System, this project will evaluate methods for the ground systems to 

communicate procedures with the aircraft. This will reduce the need to load the FMS with variations of the 

same procedure for different flight conditions. This will also allow air traffic to provide tactical capacity 

management methods with automation, such as extending the down-wind portion of the approach, 

increasing predictability and efficiency. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

31

 Advanced Air Ground Communications: In partnership with international partners, this project will 

evaluate advanced communications standards such as L-band Digital Aeronautical Communication System 

(LDACS) or Satellite-based communication for operational usage. This project will also evaluate advanced 

communications to support new capabilities such as Push-to-Talk in remote areas and the capability for 

these links to alleviate spectrum congestion issues. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

The analysis and demonstration projects support the development of operational improvements that will increase the 

number of arrivals and departures at major airports. 

Program Plans FY 2014 – Performance Output Goals 

TCAS: 

 Develop Traffic Collision Avoidance System & Automatic Dependent Surveillance-Broadcast Compatibility 

and Future Requirements document. 

 Develop Future Collision Avoidance System (CAS) Logic Development / Future Surveillance Requirements 

document. 

 Develop CAS Logic Assessment / Avionics Model (Future Surveillance Assessment) / TCAS-ADS-B 

Compatibility engineering study. 

New Radar Requirements (Surveillance and Weather): 

 Develop AMS artifacts for Investment Analysis Readiness Decision (IARD) for the NextGen Surveillance & 

Weather Radar Capability. 

 Complete update to the Multi-function Phased Array Radar (MPAR) Concept of Operations. 

 Develop MPAR demonstration strategy. 

Trajectory Modeling: 

 Finalize documentation of data elements needed to support trajectory modeling. 

 Develop standard of use document for different classes of trajectories. 

Airborne SWIM: 

 Conduct validation of the information requirements for Airborne Access to SWIM (AAtS) which will study the 

feasibility and benefit of providing operational, weather and regulatory data to pilots in flight, using Class I and 

II Electronic Flight Bags receiving data via a commercial data provider. 

 Develop operational requirements for AAtS (2-way). 

 Conduct functional analysis and allocation for AAtS (2-way). 

 Develop cost estimates for AAtS (2-way). 

Weather Transition: 

 Develop Requirements Allocation/Validation document with the National Weather Service (NWS). 

 Conduct Weather Concept Demonstration and prepare report of Evaluation of Demonstration. 

 Conduct assessment of mature research for transition to NWS. 

Cloud Computing: 

 Develop engineering study evaluating NAS systems for potential assignment to cloud environment /data center 

rather than local environment. 

 Update technical assumptions documentation based on safety and mission criticality, and ability of current 

architecture to provide service in a point-to-point environment. 

 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

32

Automation Convergence: 

 Develop engineering study identifying potential systems/displays for convergence including plug and play 

displays requirements, common Human Machine Interface implementation requirements. 

 Develop engineering study which analyzes gaps in common display coordinates among current and future 

automation systems. 

Program Plans FY 2015 – Performance Output Goals 

New Radar Requirements (Surveillance and Weather): 

 Develop high level requirements document for MPAR. 

 Complete update of the MPAR Risk Assessment Plan. 

 Complete update to MPAR Cost Model. 

Airborne SWIM: 

 Develop architecture artifacts for AAtS (2-way). 

 Develop investment documentation for AAtS (2-way). 

 Develop implementation plan for AAtS (2-way). 

Weather Transition: 

 Develop engineering study translating weather state information into impacts on individual aircraft / flights / 

trajectories. 

 Develop algorithms for integrating weather into decision support tools using translated weather products. 

 Validate weather information requirements document as part of integrated controller tools. 

 Conduct assessment of mature research for transition to NWS. 

Cloud Computing: 

 Develop architectural alternatives and transition strategy document for NAS Systems identified as potentially 

suitable for long-term cloud computing infrastructures. 

Automation Convergence: 

 Identify alternative approaches document for common plug and play display. 

 Develop common display definitions transition strategy document. 

Synchronization of Air/Ground Procedures: 

 Develop document for two-way communications procedures between FMS and ground systems. 

 Develop FMS database reduction strategies document. 

Advanced Air/Ground Communications: 

 Complete documentation of the development and test of L-Band communications standards with international 

community. 

 Complete documentation of the development of Satellite-based Push-to-Talk communications standards with 

international community. 

Program Plans FY 2016 – Performance Output Goals 

Weather Transition: 

 Evaluate algorithms for integrating weather into decision support tools using translated weather products. 

 Conduct assessment of mature research for transition to NWS. 

Automation Convergence: 

 Laboratory prototype development to evaluate feasibility to meet display performance requirements 

Synchronization of Air/Ground Procedures: 

 Develop validation plan for air/ground procedure synchronization. 

 Develop documentation of air/ground procedures standards with user community. 

Advanced Air/Ground Communications; 

 Development of Test Plan of Satellite-based Push-to-Talk communications standards with international 

community. 

Program Plans FY 2017 – Performance Output Goals 

Weather Transition: 

 Conduct assessment of mature research for transition to NWS. 

Synchronization of Air/Ground Procedures: 

 Conduct trials to validate air/ground procedure synchronization. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

33

Automation Convergence: 

 Develop common display formats for ATM systems (common coordinates and polygon definitions). 

Advanced Air/Ground Communications: 

 Conduct tests of Satellite-based Push-to-Talk communications standards with international community. 

Program Plans FY 2018 – Performance Output Goals 

Weather Transition: 

 Conduct assessment of mature research for transition to NWS. 

Automation Convergence: 

 Develop Common - Human Machine Interface methodologies documentation. 

C, Ops Concept Validation Modeling, G01M.02-03 

Program Description 

The Operations Concept Validation Modeling Program develops and validates future gate-to-gate (flight planning 

through arrival) operational concepts that will increase capacity and improve efficiency and throughput. Special 

emphasis is placed on researching changes in roles and responsibilities between the FAA and airspace users (e.g., 

pilots and airlines), as well as the human interaction with automation systems. 

The Operations Concept Validation Modeling Program will identify procedures to decrease workload and increase 

reliance on automation for routine tasking, in order to increase efficiency of the NAS. The program works toward 

developing operational methods to expand capacity by addressing future growth in demand and reducing transit 

times. 

Products developed by this program include concepts of operations; reports documenting findings of fast-time and 

real-time concept validation studies; operational requirements associated with validated concepts; shortfall and 

benefits analysis; and safety assessments. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

The goal is to improve airport capacity, validate that the proposed benefits for new operational concepts can be 

achieved, and understand the human factors implications of these new concepts. 

Program Plans FY 2014 – Performance Output Goals 

 Conduct concept validation studies and document findings in a concept validation report for end to end and 

lower level operational concepts for implementation in 2020 and beyond. 

 Develop operational requirements and other documents required for technical transfer for validated concepts for 

implementation in 2017-2019 and beyond. 

 Develop research papers on reducing risk/uncertainties of NextGen Mid Term Operational Concepts. 

 Document procedures to decrease workload / increase reliance on automation for routine tasking, to increase 

efficiency of the NAS. 

 Develop operational methods document to address future growth in demand and reduce transit time. 
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Program Plans FY 2015 – Performance Output Goals 

 Conduct concept validation studies and document findings in a concept validation report for end to end and 

lower level operational concepts for implementation in 2021 and beyond. 

 Develop operational requirements and other documents required for technical transfer for validated concepts for 

implementation in 2018-2020 and beyond. 

 Develop research papers on reducing risk/uncertainties of NextGen Mid Term Operational Concepts. 

 Document procedures to decrease workload / increase reliance on automation for routine tasking, to increase 

efficiency of the NAS. 

 Develop operational methods document to address future growth in demand and reduce transit time. 

Program Plans FY 2016 – Performance Output Goals 

 Conduct concept validation studies and document findings in a concept validation report for end to end and 

lower level operational concepts for implementation in 2022 and beyond. 

 Develop operational requirements and other documents required for technical transfer for validated concepts for 

implementation in 2019-2021 and beyond. 

 Develop research papers on reducing risk/uncertainties of NextGen Mid Term Operational Concepts. 

 Document procedures to decrease workload / increase reliance on automation for routine tasking, to increase 

efficiency of the NAS. 

 Develop operational methods document to address future growth in demand and reduce transit time. 

Program Plans FY 2017 – Performance Output Goals 

 Conduct concept validation studies and document findings in a concept validation report for end to end and 

lower level operational concepts for implementation in 2023 and beyond. 

 Develop operational requirements and other documents required for technical transfer for validated concepts for 

implementation in 2020-2022 and beyond. 

 Develop research papers on reducing risk/uncertainties of NextGen Mid Term Operational Concepts. 

 Document procedures to decrease workload / increase reliance on automation for routine tasking, to increase 

efficiency of the NAS. 

 Develop operational methods document to address future growth in demand and reduce transit time. 

Program Plans FY 2018 – Performance Output Goals 

 Conduct concept validation studies and document findings in a concept validation report for end to end and 

lower level operational concepts for implementation in 2024 and beyond. 

 Develop operational requirements and other documents required for technical transfer for validated concepts for 

implementation in 2021-2023 and beyond. 

 Develop research papers on reducing risk/uncertainties of NextGen Mid Term Operational Concepts. 

 Document procedures to decrease workload / increase reliance on automation for routine tasking, to increase 

efficiency of the NAS. 

 Develop operational methods document to address future growth in demand and reduce transit time. 

D, Environment & Energy – Environmental Management System & Noise/Emission 

Reduction, G06M.02-01 

Program Description 

The environmental and energy development efforts under this program will lead to assessments of NextGen 

solutions to reduce emissions, fuel burn, and noise. This effort will focus on explorations, demonstrations, and 

development of methods to integrate environmental impact mitigation and energy efficiency options within the 

NextGen infrastructure. It will also explore ways to adapt the NAS infrastructure to fully exploit the benefits of 

these environmental mitigation and energy efficiency options. 

Environmental impacts from aviation growth could restrict capacity growth and prevent full realization of mobility 

envisioned by NextGen. NextGen environmental goals are to reduce system wide aviation environmental impacts in 
Capital Investment Plan Appendix B 

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absolute terms notwithstanding the growth of aviation. The NextGen Five Pillar Environmental Approach contains 

several options to mitigate environmental impacts of aviation: operational procedures; aircraft and engine 

technologies; alternative fuels, Air Traffic Management improvements and efficiencies, environmental policies and 

standards; and improved tools for environmental analysis. These all enable an increase in capacity while reducing 

environmental impacts. 

There are two environmental projects under this program. 

Environment and Energy – Environmental Management System: 

Solutions to achieve NextGen environmental goals must consider the effect of aviation noise and emissions on 

human health and welfare. The Environmental Management System (EMS) provides a framework to manage, 

mitigate and verify progress towards achieving the environmental goals. The EMS will employ well-developed and 

demonstrated environmental impacts metrics. The EMS approach will allow for the systematic examination of 

advanced options for noise, fuel burn, and emissions reduction to support sustainable growth in demand and 

mobility. Approaches will be developed and analyses conducted to track progress towards meeting emissions, noise 

and fuel burn efficiency goals. 

Environment and Energy – Advanced Noise and Emission Reduction: 

Implementation of advanced aircraft (both engine and airframe) technologies, and improved environmental and 

energy efficient operational procedures are keys to reductions in significant environmental impacts while improving 

system energy efficiency. Policy options, environmental standards and market based measures also provide 

mitigation that will help meet environmental and energy efficiency goals. This program will focus on assessing the 

impacts of mitigation actions and provide guidance on potential adaptations needed in order to maximize benefits 

from the mitigation actions. This program interfaces with the CLEEN (Continuous Lower Energy, Emissions and 

Noise) technologies program being pursued under the NextGen Environment and Energy Research and 

Development program. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 4 – Sustaining our Future. 

 FAA Outcome 1 – US aviation Sector is a model for sustainable growth. 

 FAA Performance Metric 3 – Improve NAS energy efficiency (fuel burned per miles flown) by at least 2 

percent annually. 

Relationship to Performance Metrics 

This program supports the FAA Destination 2025 goal for Sustaining Our Future with an outcome of the US 

aviation sector being a model for sustainable growth. Progress and success of this program will be measured against 

the performance metric to improve NAS-wide energy efficiency by at least 2% per year. This program supports 

accelerated maturation of CLEEN aircraft technologies through testing, demonstration and assessment. In addition, 

it focuses on exploration of energy efficient and environmentally favorable operational procedures. Both of these 

advances lead to improved energy efficiency which will be managed and tracked via the Environmental 

Management System. This program accelerates securing qualification of commercial alternative fuels through 

testing and demonstration as well as analysis of aviation environmental standards on NAS-wide operational 

environmental performance. 

Program Plans FY 2014 – Performance Output Goals 

Environmental Management System (EMS) Framework: 

 Develop report on development and testing of the annual assessment & review process. This includes an 

evaluation of progress made towards meeting NextGen environmental goals with an assessment of knowledge 

gaps and technology needs. 

 Establish Beta EMS website & collaboration portal that includes communication materials. 

 Develop report on refinements to the program offices collaboration protocols and reward/recognition program. 

 Draft initial approach to integrate National Environmental Policy Act (NEPA) considerations into existing FAA 

Acquisition Management System (AMS) guidance. 

 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Advanced Noise and Emission Reduction: 

 Develop report on tests and demonstrations of CLEEN Air Traffic Management (ATM)-related aircraft 

technologies. 

 Develop report on NAS-wide assessments of environmental benefits of CLEEN aircraft technologies. 

 Develop report on exploration, demonstrations and assessments of environmentally and energy efficient gate-togate operational procedures. 

 Develop report on NAS-wide impacts of environmental standards for aircraft noise and emissions and other 

policy measures to limit aircraft emissions and noise and increase fuel efficiency. 

Program Plans FY 2015 – Performance Output Goals 

Environmental Management System (EMS) Framework: 

 Establish Beta operational version of NextGen EMS framework with stakeholder programs developed. 

 Develop report on refinements in the stakeholder outreach programs, communication / collaboration protocols, 

and aviation environmental tools to improve NextGen EMS framework. 

 Complete integration of NEPA considerations into existing FAA AMS guidance 

Advanced Noise and Emissions Reduction: 

 Update report on tests and demonstrations of CLEEN Phase II ATM-related aircraft technologies. 

 Update report on NAS-wide assessments of environmental benefits of CLEEN Phase II aircraft technologies. 

 Update report on exploration, demonstrations and assessments of environmentally and energy efficient gate-togate operational procedures. 

 Update report on NAS-wide impacts of environmental standards for aircraft noise and emissions and policy 

measures to limit aircraft emissions and noise and increase fuel efficiency. 

Program Plans FY 2016 – Performance Output Goals 

Environmental Management System (EMS) Framework: 

 Develop report evaluating progress towards meeting NextGen environmental goals that identifies knowledge 

gaps and technology needs. 

 Update report on refinements in the stakeholder outreach programs, communication / collaboration protocols, 

and aviation environmental tools to improve NextGen EMS framework. 

 Develop report on targeted NEPA guidance to assist FAA program offices with planning and implementing 

NextGen capabilities. 

Advanced Noise and Emission Reduction: 

 Update report on tests and demonstrations of CLEEN Phase II ATM-related aircraft technologies. 

 Update report on NAS-wide assessments of environmental benefits of CLEEN Phase II aircraft technologies. 

 Update report on exploration, demonstrations and assessments of environmentally and energy efficient gate-togate operational procedures. 

 Update report on NAS-wide impacts of environmental standards for aircraft noise and emissions and policy 

measures to limit aircraft emissions and noise and increase fuel efficiency. 

Program Plans FY 2017 – Performance Output Goals 

Environmental Management System (EMS) Framework: 

 Update report evaluating progress towards meeting NextGen environmental goals that identifies knowledge 

gaps and technology needs 

 Update report on refinements in the stakeholder outreach programs, communication / collaboration protocols, 

and aviation environmental tools to improve NextGen EMS framework. 

 Update report on targeted NEPA guidance to assist FAA program offices with planning and implementing 

NextGen capabilities. 

Advanced Noise and Emission Reduction: 

 Update report on tests and demonstrations of CLEEN Phase II ATM-related aircraft technologies. 

 Update on NAS-wide assessments of environmental benefits of CLEEN Phase II aircraft technologies. 

 Update report on exploration, demonstrations and assessments of environmentally and energy efficient gate-togate operational procedures. 

 Update report on NAS-wide impacts of environmental standards for aircraft noise and emissions and policy 

measures to limit aircraft emissions and noise and increase fuel efficiency. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Program Plans FY 2018 – Performance Output Goals 

Environmental Management System (EMS) Framework: 

 Update report evaluating progress towards meeting NextGen environmental goals that identifies knowledge 

gaps and technology needs. 

 Update report on refinements in the stakeholder outreach programs, communication / collaboration protocols, 

and aviation environmental tools to improve NextGen EMS framework. 

 Update report on targeted NEPA guidance to assist FAA program offices with planning and implementing 

NextGen capabilities. 

Advanced Noise and Emission Reduction: 

 Update report on tests and demonstrations of CLEEN Phase II ATM-related aircraft technologies. 

 Update on NAS-wide assessments of environmental benefits of CLEEN Phase II aircraft technologies. 

 Update report on exploration, demonstrations and assessments of environmentally and energy efficient gate-togate operational procedures. 

 Update report on NAS-wide impacts of environmental standards for aircraft noise and emissions and policy 

measures to limit aircraft emissions and noise and increase fuel efficiency. 

E, Wake Turbulence Re-Categorization, G06M.02-02 

Program Description 

Since the last full review of wake separation standards used by air traffic control, fleet mixes have changed 

dramatically, airport runway complexes have changed, and new aircraft designs (A-380, B787, B747-8, very light 

jets, unmanned aircraft systems) have been introduced into the NAS. The approximately 20 year old wake 

separation standards provide safe separation of aircraft from each other's wakes but they no longer provide the most 

capacity efficient spacing and sequencing of aircraft in terminal and en-route operations. This loss of efficient 

spacing has contributed to the gap between demand and NAS capacity. 

The Wake Turbulence Re-Categorization program, in collaboration with EUROCONTROL, has developed new 

airport runway wake separation standards; and, based on that work, will develop tailored leader and follower aircraft 

static pair-wise wake mitigation separation standards for all aircraft. This will result in increased airport runway 

arrival and departure capacity, especially when the airport is experiencing weather or other conditions requiring it to 

operate with instrument landing procedures. By 2020, the final phase of the program will have developed the 

aircraft and ground based capabilities required to achieve the NextGen concept of safe, most capacity efficient pairwise dynamic wake mitigation separations of aircraft which will adjust the required minimum aircraft wake 

mitigation separations based on the weather the aircraft are experiencing. 

This program is part of a joint EUROCONTROL and FAA program that has reviewed the current required wake 

mitigation aircraft separations used in both the USA’s and Europe’s air traffic control processes and has determined 

the current standards can be safely modified to increase the operational capacity of airports and their surrounding 

airspace. Work to address the introduction of large aircraft into the NAS has occurred over the last several years to 

accommodate the A380, B747-8 and B787 aircraft and work will continues to address the introduction of other large 

aircraft into the NAS. This program builds on that joint work and is accomplishing a more general review to include 

regional jets, and is working towards potential procedural mitigations for Unmanned Aerial Vehicles (UAV’s), 

microjets, etc. The work is phased, and started with optimizing the present standards to reflect the change in fleet 

mix that has occurred over the last approximately 20 years. In 2010, the program provided a set of 

recommendations for international review that focused on changes to the present static standards. To accomplish 

this, the program used a data driven, relative risk safety analysis approach. That approach was complimented with 

enhanced analysis tools to link observed wake behavior to standards and provide additional confidence in the 

determined safety risk associated with potential new standards relative to existing standards. Use of the new 

standards in the United States began in Memphis International Airport in November 2012 and is expected to be 

introduced to other airports during FY 2013. In FY 2014, this project will develop a wake separation minimum 

matrix of approximately 100 aircraft type pairs (covering over 99% of all aircraft types operating in the world) for 

use by controllers and associated decision support tools in providing more capacity efficient static wake separations 
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Fiscal Years 2014-2018 Activity 1 

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of aircraft flying into and out of our airports. Future work will encompass modeling and simulation to validate 

potential improved wake mitigation processes and standards and conduct high level analyses to link wake transport 

and demise characteristics to aircraft flight and surrounding weather parameters. The final phase of the program 

will develop aircraft and ground based capabilities required to achieve the NextGen concept of safe, efficient 

dynamic pair-wise wake mitigation separations of aircraft. Unlike the static separations which are constant at all 

times, the dynamic pair-wise separation capability will allow for the refinement of wake separation minima based on 

real-time weather factors, such as winds or atmospheric turbulence, to achieve the greatest airspace capacity to date 

while maintaining the high level of safety observed today. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

This program is addressing one of the major constraints in implementing processes and procedures that will allow 

more aircraft flights into and out of airports and through congested air corridors. In the near term, it is rebalancing 

the wake turbulence separation standards to address today’s mix of aircraft utilizing the nation’s core airports. The 

Wake Turbulence Re-Categorization program is expected to yield additional arrival and departure slots for each of 

these airports which will directly increase the average daily airport arrival and departure capacity. The end goal of 

the project is to increase the core airports’ hourly arrival rate, during instrument flight rules (IFR) operations, by as 

much as 7% to 10% - which equates to about 60 to 90 more arrivals/departures per day per airport. The 6 Category 

wake separation standards already developed by the project and projected to be fully available in the NAS in FY 

2014 are expected to yield a 4 to 7% increase in core airport arrival rate capacity. The first operational use of the 6 

Category standards is expected to occur in the first quarter of FY 2013 at the Memphis International Airport. The 

increased capacity is achieved by reduction in many of the in-trail separation distances of aircraft that are currently 

required. The proposed continued development of Leader/Follower Pair-Wise Static wake separations will allow, 

when implemented, an additional 4-7% increase in airport arrival capacity when the airport is operating using 

instrument flight rules procedures. It is projected that the Leader/Follower Pair-Wise Static wake separation 

standards will be implemented by the FAA in FY 2017. 

Program Plans FY 2014 – Performance Output Goals 

 Complete modifications to FAA Orders for Static 6 Category standards. 

 Complete Leader/Follower Pair-Wise Static standards development. 

 Complete development of a set of enhanced process and procedure modeling tools to evaluate proposed pairwise dynamic aircraft wake hazard mitigation procedures. 

 Complete the implementation plan for the Leader/Follower Pair-Wise Static tailored aircraft wake separation 

standards procedures and processes. 

Program Plans FY 2015 – Performance Output Goals 

 Complete a human-in-the-loop (HITL) simulation of the use of the Leader/Follower Pair-Wise Static wake 

separation procedures. 

 Complete an updated benefit and safety assessments of the FAA developed Leader/Follower Pair-Wise Static 

wake separation standard procedures. 

 Complete development of engineering requirements for modifying FAA ATC automation platforms to support 

the use of Leader/Follower Pair-Wise Static wake separation standards and the associated data fields in aircraft 

flight plans. 
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Fiscal Years 2014-2018 Activity 1 

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Program Plans FY 2016 – Performance Output Goals 

 Complete the description of dynamic wake separation standards and the concept of how they would be applied 

by Air Navigation Service Providers (ANSPs). 

 Deliver briefings to and conduct data gathering with the aviation community concerning the dynamic wake 

separation concept. 

 Complete changes to FAA Orders for implementing Leader/Follower Pair-Wise Static wake separation 

standards. 

 Complete a NAS Change Proposal (NCP) and associated Safety Risk Management Document for operational 

use of the Leader/Follower Pair-Wise Static wake separations. 

 Complete software and adaptation changes for FAA automation platforms to enable them to support the use of 

the Leader/Follower Pair-Wise Static wake separation standards. 

Program Plans FY 2017 – Performance Output Goals 

 Complete development of Leader/Follower Pair-Wise Static wake separation standards for implementation. 

 Complete analyses supporting the development of dynamic wake separation standards. 

Program Plans FY 2018 – Performance Output Goals 

 Complete design of dynamic wake separation standards. 

 Develop process and procedures for the dynamic wake separation standards. 

F, Safety, Security, Environment – System Development – Operational Assessments, 

G07M.02-02 

Program Description 

The Operational Assessment project will support NextGen implementation by performing analyses in three areas: 

Systems Analysis, Environmental Assessments, and NextGen Performance Snapshots. 

NextGen is a complex set of technologies, processes, procedures, and policies, the execution of which is being 

managed by a large number of program offices from within the FAA. Each of these program offices will conduct 

detailed studies to support their specific activities, but, to coordinate these efforts, there must be an integrated 

assessment of the expected costs and benefits, and actual operational performance, of the connected activities 

included in these programs. Systems Analysis will prepare quantitative estimates of the anticipated operational 

benefits of the NextGen portfolio, through the “mid-term” and for the entire investment life-cycle; cost estimates for 

the overall NextGen portfolio, to include aircraft equipage costs; an integrated business case for NextGen, 

combining the costs and benefits to determine the return on investment (for society at large as well as individual 

stakeholder groups); and quantitative assessments of the operational impacts of fielded NextGen components as they 

become available. 

Environmental Assessments will establish the environmental impacts of the current aviation system in order to 

quantify the change in these environmental measures from NextGen implementation. This will be done by using the 

environmental assessment capabilities within the Aviation Environment Design Tool (AEDT) and the Aviation 

Environment Portfolio Management Tool (APMT) and integrating environmental assessment capability with NAS 

design tools, simulation models and performance monitoring systems. Environmental assessment models will be 

used to estimate environmental effects and the related costs/benefits of NextGen initiatives. 

The NextGen Performance Snapshots (NPS) website was created to provide post-implementation performance 

information at 21 Metroplexes, as well as at selected airports and airspace. It is a reporting tool designed to show 

whether progress has been made at specific locations after the implementation of NextGen programs. Performance 

measurement is based on key variables (i.e. capacity, efficiency, predictability, access, safety and environment). The 

website responds to the concerns of the GAO to increase transparency and to show how the goals of the FAA 

(Expressed in Destination 2025) are aligned with actions and commitments listed in the NextGen Implementation 

Plan. NPS will show how operational increments implemented at specific locations, and eventually across the NAS, 

have contributed to improvement in key NAS operational performance areas once they are deployed. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 4 – Sustaining our Future. 

 FAA Outcome 1 – US aviation Sector is a model for sustainable growth. 

 FAA Performance Metric 3 – Improve NAS energy efficiency (fuel burned per miles flown) by at least 2 

percent annually. 

Relationship to Performance Metric 

The program supports the transition to NextGen by providing comprehensive assessment of its environmental 

performance in terms of NAS-wide fuel efficiency improvement. By 2018, this program element will enhance 

assessment capability that will enable quantitative assessment of NAS-wide operational fuel efficiency. This 

assessment will provide guidance for adaptations and improvements in mitigation options needed towards achieving 

any shortfall in the performance metric. In addition, the program reports on ICAO performance metrics and serves 

to measure the impact of the implementation of improvements by NextGen Activities. 

Program Plans FY 2014 – Performance Output Goals 

 Release Aviation Environment Design Tool (AEDT) publicly with capability to perform airport to NAS level 

integrated fuel burn, noise and emissions analyses. 

 Interface AEDT environmental assessment capabilities with NextGen NAS simulation models. 

 Develop Aviation Environment Portfolio Management Tool (APMT) for domestic/ regional NAS-wide 

NextGen environmental performance optimization and impact analysis. 

 Update document which analyzes and assesses NAS-wide environmental benefits of NextGen implementation. 

 Update NextGen cost estimates, benefits estimates, and the overall NextGen business case. 

 Publish an updated NextGen Business Case document. 

 Evaluate the operational performance impacts of NextGen technologies and procedures, and publish an annual 

report. 

 Complete additional upgrades and maintenance of the website for NextGen Performance Snapshots (NPS) to 

aid in the tracking and reporting of progress within NextGen. 

 Update and maintain the NextGen Segment Implementation Plan to aid the planning and deployment of 

NextGen portfolio in the mid-term timeframe. 

Program Plans FY 2015 – Performance Output Goals 

 Update AEDT and APMT capabilities to quantify the change in environmental consequences and impacts as 

well as performance optimization from NextGen implementation from the local airport level to regional and 

NAS-wide evaluations. 

 Integrate environmental assessment capabilities with NextGen NAS simulation models. 

 Publish document assessing environmental performance of NextGen improvements. 

 Update NextGen cost estimates, benefits estimates, and the overall NextGen business case. 

 Publish an updated NextGen Business Case document. 

 Evaluate the operational performance impacts of NextGen technologies and procedures, and publish an annual 

report. 

 Develop document assessing data requirements for display on the web NPS. 

 Maintain and update the NextGen Segment Implementation Plan to aid the planning and deployment of 

NextGen portfolio in the mid-term timeframe. 

Program Plans FY 2016 – 2018 Performance Output Goals 

 Update AEDT and APMT capabilities to quantify the change in environmental consequences and impacts as 

well as performance optimization from NextGen implementation from the local airport level to regional and 

NAS-wide evaluations. 

 Integrate environmental assessment capabilities with NextGen NAS simulation models. 

 Update document assessing environmental performance of NextGen improvements 

 Enhance Safety Model to support NextGen Operational Assessments. 

 Publish an updated NextGen Business Case document. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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 Evaluate the operational performance impacts of NextGen technologies and procedures, and publish an annual 

report. 

 Develop document collecting new NPS data information and NPS data sources for any new metrics based on 

information assessment. 

 Maintain and update the NextGen Segment Implementation Plan to aid the planning and deployment of 

NextGen portfolio in the mid-term timeframe. 

G, Safety, Security, Environment – System Development – Systems Safety Management 

Transformation, G07M.02-01 

Program Description 

This program conducts research to develop a comprehensive and proactive approach to aviation safety especially as 

it relates to the implementation of NextGen. This research enables safety assessments of proposed NextGen 

concepts, algorithms, and technologies and provides system knowledge to understand economic, implementation, 

operational and performance impacts (with respect to safety) of NextGen system alternatives. This project supports 

the development and implementation of integrated safety management systems across the air transportation system 

to ensure that the safety risk throughout the system is managed to an acceptable level. A demonstration will be 

conducted of a National Level System Safety Assessment working prototype that will proactively identify emerging 

risks as NextGen capabilities are defined and implemented. Mechanisms to define and support integrated risk-based 

approaches to safety and safety oversight will be prototyped to monitor operational safety and determine the safety 

implications of operational changes (primarily NextGen related) to the air transportation system. The activities 

included in the Systems Safety Management Transformation program include: 

Airport and Terminal Risk Baseline and Forecast: 

An Airport and Terminal area risk baseline will be periodically calculated and reported through the development, 

validation and implementation of software for surface operations and terminal areas at all 35 major airports. Using 

the airport and terminal area baseline, risk forecasts will be periodically calculated by the development, validation 

and implementation of software for surface operations and terminal areas at all 35 major airports. 

Integrated Safety Assessment Model Baseline and Forecast: 

Integrated system risk analysis baseline software programs and standardized baseline safety metrics for all aspects of 

the NAS will be developed, validated and implemented. Integrated Safety Assessment Forecast will develop, 

validate and implement system risk analysis forecasting software and a report on annual metrics and featuring the 

potential impact of NextGen initiatives on current and future safety baselines for all aspects of the NAS. 

Hazard Risk Tracking System: 

The tracking system will provide the capability for all FAA offices to provide integrated safety data into the baseline 

and to monitor safety baselines and forecasts. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9-year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

The planned growth and complexity in the air transportation system requires a fundamental change in the way the 

air transportation community manages safety. System safety management research provides a shared, proactive 

approach to identifying, assessing and mitigating risk making all stakeholders more effective in their approach to 

managing safety. Processes will be re-engineered, safety cultures will change and new technologies that prevent and 

mitigate incidents and accidents will be deployed within the air transportation system. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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The Systems Safety Management Transformation program delivers prototype systems, functioning models, safety 

tools, information sharing environments and safety management analyses. Capabilities will be integrated using 

multiple data sources and shared across the aviation community through the deployment of local system safety risk 

baseline tools, risk prediction tools and integrated forecasts. Ultimately, NAS stakeholders will use the tools to 

identify precursors and contributing factors to accidents, allowing interventions to be developed and implemented 

before system safety issues manifest as accidents. 

Program Plans FY 2014 – Performance Output Goals 

 Airport and Terminal Risk Baseline and Forecast: 

 Develop standard platform software incorporating previously deployed surface and terminal area risk analysis 

capabilities. 

 Produce an annual comparison of predicted versus actual events and precursor rates for severe accident 

scenarios. 

 Provide a safety report on surface movement for facilities with Airport Surface Detection Equipment (ASDE-X) 

and other surveillance data. 

 Deliver advisory group recommended analyses of operational safety assessments for NextGen concepts. 

 Conduct an annual FAA-wide safety risk management coordination workshop including all Systems Safety 

Management Transformation stakeholders to discuss and critique methodologies, topics and results of recent 

activities. 

 Conduct local surface and terminal area risk impact analyses for potential NextGen improvements with local 

risk forecast modeling assumptions adjusted to reflect the impact of NextGen improvements on throughput, 

delay and potential safety impacts. 

 Deliver stakeholder-required analyses and reports for the advisory group using the integrated safety modeling 

capabilities. User requirements and feedback will be incorporated into changes in airport surface and terminal 

area risk baselines. 

Integrated Safety Assessment Model Baseline and Forecast: 

 Develop baseline event sequence diagrams and probabilistic risk-based calculations for 30 accident scenarios 

relevant to aviation safety, calibrated to US historical data, and accompanying fault tree analysis. 

 Establish an Aviation Safety Information Analysis and Sharing (ASIAS) data interchange protocol and produce 

a report that provides a model-based risk assessment of an airport surface safety risk. 

 Deliver a preliminary peer-review report featuring FAA/Eurocontrol data exchange on Integrated Safety 

Assessment Model (ISAM) and Single European Sky ATM Research (SESAR) Accident Incident Model (AIM) 

for system risk baselines. 

 Deploy model-based risk calculation software in a secure web-based environment and produce a precursor data 

tracking requirements document. 

 Deliver an annual NAS-wide risk impact assessment for NextGen implementation segments. 

 Develop and conduct Human-In-The-Loop protocol for expert-judgment assessment of NextGen safety impacts 

and capture data into the ISAM model. 

Hazard Risk Tracking System: 

 Establish software access to the NextGen program office and other FAA safety and operational organizations so 

that they can provide integrated data collected via FAA-wide hazard tracking systems into the system risk 

baseline analysis. 

Program Plans FY 2015 – Performance Output Goals 

Airport and Terminal Risk Baseline and Forecast: 

 Deliver trend analysis software for top 100 US airports risk estimates with data requirements for validation 

Integrated Safety Assessment Model Baseline and Forecast: 

 Develop baseline event sequence diagrams and probabilistic risk-based calculations for 30 accident scenarios 

relevant to aviation safety calibrated to US historical data as well as additional accident scenarios relevant to 

Unmanned Aerial Vehicle (UAV) activity. 

 Deliver model-based risk calculation software deployed in web-based environment extended to include new 

vehicles (UAV). 

 Produce precursor data tracking requirements document including data requirements for UAV modeling 

Hazard Risk Tracking System: 

 Improved Integration of Hazard Risk Management System tracking data with ISAM and local safety models. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

43

Program Plans FY 2016 – Performance Output Goals 

Airport and Terminal Risk Baseline and Forecast: 

 Develop near real-time risk baseline function for commercial airports including real or model-based data for 

locations not served by ASDE-X. 

 Implement system risk forecasting capability in a test-environment for all commercial NAS locations (top 35 

airports and facility areas) 

Integrated Safety Assessment Model Baseline and Forecast: 

 Complete integration of NextGen and Single European Sky Air Traffic Management Research (SESAR) 

segments as relevant to domestic operations improved through metaware to support data exchange with analysis 

functions. 

 Produce a precursor data tracking requirements document. 

 Deliver annual NAS-wide risk impact assessment for NextGen implementation segments with a risk report and 

metric assessment using ISAM model and expert assessments. 

Hazard Risk Tracking System: 

 Initiate initial integrated Hazard Risk Tracking System capability. 

Program Plans FY 2017 – Performance Output Goals 

Airport and Terminal Risk Baseline and Forecast: 

 Demonstrate near real time (15 minute interval) location specific risk baseline capability at three major airports. 

 Demonstrate near real time (15 minute interval) location specific risk forecasts capability at three major 

airports. 

Integrated Safety Assessment Model Risk Baseline and Forecast: 

 Monthly NAS-wide risk metrics and reports (system baselines and operational impacts of NextGen changes). 

 Monthly NAS-wide risk forecasts, trend modeling and reporting, evaluation of SESAR operational 

improvements as well as NextGen. 

Hazard Risk Tracking System: 

 Inclusion of hazards and operational requirements from an Airline Operational Control Center (AOC) is 

developed for hazard tracking and reporting. 

Program Plans FY 2018 – Performance Output Goals 

Airport and Terminal Risk Baseline and Forecast: 

 Near real time location specific risk baseline capability (35 locations). 

 Near real time location specific risk forecasts capability (35 locations). 

Integrated Safety Assessment Model Risk Baseline and Forecast: 

 Monthly NAS-wide risk metrics and report including system baselines and trends. 

 Monthly NAS-wide risk forecasts, trend modeling and reporting. 

Hazard Risk Tracking System: 

 Inclusion of hazards and operational requirements from an AOC is developed for hazard tracking and reporting. 

H, Networked Facilities – System Development – Staffed NextGen Towers, G03M.04-01 

Program Description 

The Staffed NextGen Tower (SNT) concept provides for a shift from using the out-the-window (OTW) view as the 

primary means for providing tower control services to using surface surveillance approved for operational use. With 

the expected increase in air traffic in the United States over the next several decades, there is a need for new, 

innovative ways to provide tower services. SNT is planned for high density airports as these airports are likely to 

have the surveillance infrastructure and most aircraft equipped with avionics that will support SNT operations. 

In the near-term, this project will develop the necessary requirements, operational procedures, and supporting 

documentation. The application of SNT for small and medium airports (SNT-SMA) is under concept exploration 

and development. The development of both SNT and SNT-SMA is planned as part of this project. In addition, 

solutions for non-towered airports may also be examined. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

44

In future years, operationally approved surface surveillance may be leveraged to provide contingency operations in 

case ATC services at a staffed terminal facility are interrupted for a limited time. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Air Traffic Control Tower (ATCT) operations are projected to increase and SNT will provide surface surveillance 

approved for operational use, future technologies, standards and procedures to accommodate the forecasted demand 

in airport services. SNTs will improve Instrument Flight Rules (IFR) throughput in low visibility and night 

conditions to be comparable with capacity in Visual Flight Rules (VFR), and SNTs will allow the FAA to cost 

effectively expand its service to meet capacity demand. SNT will also allow for delivering aviation services when a 

local air traffic control facility is experiencing a limited duration loss of service by allowing a contingency facility to 

provide those services. This will allow continued access to the airport instead of having to temporarily close the 

airport. 

Program Plans FY 2014 – Performance Output Goals 

 Develop preliminary operational procedure document in support of operationally approved surface surveillance. 

 Complete update of requirement document for operationally approved surface surveillance. 

Program Plans FY 2015 – Performance Output Goals 

 Complete update to the operational procedure document for operationally approved surface surveillance. 

 Prepare report on simulations and analyses of SNT for small and medium airports (SMT-SMA). 

 Prepare concept validation document for contingency operations. 

 Complete development of a SNT Requirements Document. 

 Complete a Business Case Analysis Report. 

 Complete updates to the Enterprise Architecture products and amendments. 

Program Plans FY 2016 – Performance Output Goals 

 Complete final documentation for operational procedure to support approval for operational use of surface 

surveillance. 

 Develop initial concept of operations (CONOPS) document for SNT and validation of SNT. 

Program Plans FY 2017 – Performance Output Goals 

 Develop initial requirements document for SNT. 

 Complete update of CONOPS for SNT. 

Program Plans FY 2018 – Performance Output Goals 

 Develop final requirements document for SNT. 

 Complete updates to the SNT investment decision documentation. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

45

1A08, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – TRAJECTORY BASED 

OPERATIONS (TBO)* 

FY 2014 Request $18.0M 

 A, Separation Management – Modern Procedures, G01A.01-01 

 B, Trajectory Management – Oceanic Tactical Trajectory Management, G01A.02-02 

 X, Trajectory Management – Conflict Advisories, G01A.02-03 

 X, ADS-B In Applications – Pre-Implementation Activities, G01S.02-01 

A, Separation Management – Modern Procedures, G01A.01-01 

Program Description 

Separation Management - Modern Procedures will develop en route automation enhancements to support planned 

NextGen operational improvements. Enhancements will be developed by evaluating operational needs, developing 

operational concepts, developing requirements documents, testing and prototyping of proposed enhancements and 

developing acquisition documents to support a decision for implementation. 

This program is currently planning activities in the following areas: 

 Developing en route NextGen enhancements associated with identifying and resolving conflicts and 

displaying that information on the radar console (Conflict Alert and Conflict Probe) 

 Improving Flight Data display to: 

o notify controllers when an aircraft is not following the flight plan specification; 

o to determine feasibility for selective altitude restriction removal; 

o to alert controllers when an aircraft is predicted to enter active dynamic Special Activity Airspace 

 Conducting operational evaluations for: 

o notifying controllers of potential separation conflicts in non-surveillance airspace; 

o integration of trial planning for flight plan adjustments on the radar console; 

o automating entry of clearances and amendments; 

o automating approval of lateral offsets; 

o automating airborne reroutes generated by TFMS. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Enhancements to ATC automation will allow controllers to make fuller use of available airspace by identifying 

complications along the aircraft’s planned flight path and facilitating modification of the current trajectory. TBO 

requires this capability to increase airspace capacity and provide more efficient routes and altitudes to accommodate 

demand. 

Program Plans FY 2014 – Performance Output Goals 

 Complete requirements document for enhancements to Trajectory Modeling Accuracy and Conflict Alert and 

Detection Algorithms. 

 Complete requirements document for Enhancements to Reduce the Trajectory Conformance Bounds for aircraft 

with performance based navigation capabilities. 

 Complete requirements document for Integration of Trial Planning on the Radar Console. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

46

 Complete requirements document for Approval of User Requests and Resolving Conflicts with Efficient 

Maneuvers in En Route Airspace. 

 Complete test verification for Airborne Reroute Execution (ABRR). 

 Complete risk reduction testing for ABRR. 

 Complete end to end demo at ERAM WJHTC lab ABRR. 

 Complete training (developmental activity) development for ABRR. 

Program Plans FY 2015 – Performance Output Goals 

 Complete requirements document for En Route Radar Controller Conflict Detection. 

 Complete requirements document for Automated Controller-to-Controller Coordination to support conflict 

detection and resolution capabilities. 

 Complete requirements document for Selectively Removing Altitude Restriction in the transition from en-route 

to terminal airspace. 

 Complete procedural mitigations for Wake Turbulence for En Route Operations. 

 Conduct an operational evaluation for the Integration of Trial Planning on the Radar Console. 

 Conduct an operational evaluation for Approval of User Requests and Resolving Conflicts with Efficient 

Maneuvers in En Route Airspace. 

Program Plans FY 2016 – Performance Output Goals 

 Complete requirements document for Extending Trajectory Prediction and Automated Conflict Detection 

capabilities to include a flight management computer (FMC) route offset option for aircraft with performance 

based navigation capabilities. 

 Conduct an operational evaluation for En Route Radar Controller Conflict Detection. 

 Conduct an operational evaluation for Automated Controller-to-Controller Coordination to support conflict 

detection and resolution capabilities. 

 Conduct an operational evaluation for Selectively Removing Altitude Restrictions in the transition from enroute to terminal airspace. 

 Conduct an operational evaluation for wake mitigation procedures for En Route Operations. 

 Validate requirements for Extending the Automated Conflict Detection capabilities. 

 Develop plan for future activities to support development of NextGen capabilities identified in the 2017-2022 

timeframe. 

 Validate requirements for Extending the Trajectory Prediction and Automated Conflict Detection and Routing 

capabilities to utilize data communications. 

Program Plans FY 2017 – Performance Output Goals 

 Conduct an operational evaluation of Introduction of Flight Management Computer (FMC) Route Offset for 

Current Plans, Trial Plans, and Probed Menus. 

 Conduct an operational evaluation for Automation Support for Non-Surveillance Airspace. 

 Validate requirements for Extending the Trajectory Prediction and Automated Conflict Detection capabilities to 

support increased use of high altitude airspace. 

 Conduct an operational evaluation for Extending the Trajectory Prediction and Automated Conflict Detection 

and Routing capabilities to utilize data communications. 

 Develop a plan for transitioning promising NextGen technologies for enhanced separation management from 

the research phase into pre-implementation. 

Program Plans FY 2018 – Performance Output Goals 

 Update the plan for developing NextGen capabilities identified for implementation after 2018. 

 Conduct an operational evaluation for Extending the Trajectory Prediction and Automated Conflict Detection 

capabilities to support increased use of high altitude airspace. 

 Develop an Operational Concepts and Functional Requirements for transitioning promising NextGen 

technologies for enhanced separation management currently in the research phase into pre-implementation. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

47

B, Trajectory Management – Oceanic Tactical Trajectory Management, G01A.02-02 

Program Description 

The Oceanic Tactical Trajectory Management (OTTM) seeks to optimize oceanic trajectories in four dimensions 

(4D). Aircraft will transmit and receive precise data, including aircraft routes and the times the aircraft will cross 

key airspace points. OTTM has adopted specific initiatives that address both the pre-departure and in-flight phases 

of oceanic flight, as well as projects that promote information sharing between the FAA and airspace users. 

OTTM takes advantage of a wide-range of oceanic aircraft capabilities, Airline Operations Center (AOC) 

capabilities, and Air Navigation Service Provider (ANSP) capabilities, as well as evolving technologies (e.g., 

System-Wide Information Management [SWIM]) to develop these potential concepts. These oceanic capabilities 

include procedural and automation changes. The implementation of these capabilities will occur incrementally and 

will eventually affect all domains and phases of flights to improve airspace capacity. OTTM represents a shift from 

clearance-based control to trajectory-based control. By shifting to trajectory-based control, it would allow more 

airspace users to optimize their flight trajectories through collaborative efforts with air traffic management. 

Optimized flight trajectories result in savings of time, fuel, and emissions. 

This program provides the following operational improvements: 

 Aircraft-specific traffic flow management allowing for optimization of flight trajectories 

 Increased management of flows at merge points 

 Improved Air Traffic Management (ATM) by integrating weather information into decision support tools 

 Providing decision support tools for the controllers, resulting in improved efficiency and increased safety 

OTTM focuses on the Controller Capabilities initiative, a suite of capabilities that provide automation support to 

oceanic air traffic control that will enable airspace users to fly closer to their preferred 4D trajectories. These 

controller capabilities would be integrated with ATOP so these enhancements would be permanently available for 

controllers. These Controller Capabilities are: 

 Auto Re-Probe Controller Capability that enables controller to keep track of previously-denied clearance 

change requests & automatically see when they are available. The automation will re-probe the denied 

request & notify the controller when the request is conflict-free, 

 Auto Route Planner Controller Capability calculates wind-efficient reroute in situations where controller 

wants to offer a reroute, and 

 Conflict Resolution Controller Capability that offers resolutions to controller for identified conflicts. The 

automation displays conflict-free resolution advisories to the controller for consideration in formulating a 

clearance. 

This activity will develop web-enabled Collaborative Trajectory Planning (CTP) capabilities to share information 

with airlines so they can optimize planned oceanic routes for aircraft. The planned activity supporting this is: 

 Pre-departure 4D-OTM: Operational trials will be initiated in FY 2016 based on work conducted in FY 

2010-2015. Engineering activities will be focused on prototype requirements development, identifying 

hardware and software components, and prototyping for Web-Enabled Collaborative Trajectory Planning. 

Work will also continue to enhance profile de-confliction analysis and develop preferred profile data source 

requirements. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

48

Relationship to Performance Metric 

Aircraft will be able to fly more efficient, user-preferred oceanic routes. Increased system precision and enhanced 

automation allow the more efficient use of flight levels so that aircraft can more closely fly routes that realize the 

airlines’ goals for fuel efficiency and schedule reliability. Reduced separation standards for aircraft that rely on 

shared state and intent data will lead to fewer predicted problems, and as a result, fewer diversions from the 

preferred routing. Reduced separation standards will also result in increased capacity within flow-constrained 

airspace, allowing more aircraft to fly through those areas, rather than being re-routed or delayed to avoid them. 

 

Program Plans FY 2014 – Performance Output Goals 

 Conduct modeling and simulation for the Auto Re-Probe controller capability. 

 Conduct modeling and simulation for the Auto Re-Planner controller capability. 

 Conduct modeling and simulation for the Conflict Resolution controller capability. 

 Complete benefits analysis and business case. 

 Complete concept validation for the Controller Capability initiative. 

Program Plans FY 2015 – Performance Output Goals 

 Complete development of Controller Capabilities transition package and documentation. 

Program Plans FY 2016 – Performance Output Goals 

 Complete Operational Trial Data Collections & Analysis Report for Pre-Departure Web-Enabled CTP. 

 Refine Requirements for Pre-Departure Web-Enabled CTP. 

Program Plans FY 2017 – Performance Output Goals 

 Develop transition package and artifacts for Web-Enabled CTP. 

 Conduct modeling and simulation and report on results for: 

o Traffic Congestion Depiction; 

o Flight Specific Likelihood Feedback; 

o Re-Profile Alert; and 

o Controller 4D Trajectory Insight. 

Program Plans FY 2018 – Performance Output Goals 

 Complete technology transfer and documentation for: 

o Traffic Congestion Depiction; 

o Flight Specific Likelihood Feedback; 

o Re-Profile Alert; and 

o Controller 4D Trajectory Insight. 

X, Trajectory Management – Conflict Advisories, G01A.02-03 

Program Description 

This project provides the analysis, development and pre-implementation activities required to reduce en route 

controller workload by assisting controllers in determining conflict resolutions. It produces computer generated 

conflict resolution advisories, which are transmitted to aircraft first over voice and data communications, and 

ultimately using only data communications when equipage permits. It investigates the impacts of various equipage 

levels on the benefits associated with this solution as well as on controller workload and task performance. High 

performance aircraft will connect via air-ground data communications that directly link to the flight management 

system, facilitating electronic data communications between the Air Traffic Control (ATC) automation and the flight 

deck automation. As a first step and in mixed performance airspace, the controller will still be responsible for 

aircraft separation by responding to problems predicted by the ATC automation. Instead of monitoring the sector 

airspace display to predict potential problems and mentally calculating problem resolutions, the automation will not 

only predict the problems but determine the best solution. The controller will have option to transmit the solution 

via voice or data link for equipped aircraft. This level of automation support helps manage controller workload as a 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

49

means of safely dealing with the predicted increases in traffic volume. This program will initially prototype 

relatively basic resolution capabilities (such as pre-probed altitude and speed amendments) that can be transferred 

both verbally by controllers and via data link. The program will also evaluate the impact these clearances have on 

the Computer-Human Interface (CHI) design and system performance. As the research matures, more complex 

capabilities will be investigated for future implementation such as multiple horizontal segment maneuvers. The 

research will evaluate the role of the human versus automation in voice clearance, mixed voice and data 

communications environments, and eventually data communications only. 

The project is defined in terms of incremental builds of deployable capabilities. Build 1 capability includes the most 

mature set of tools and menus that support basic two stage maneuvers and an initial ranked list of automation 

generated resolutions. Build 2 will add more complex multiple segment maneuvers and more constraints such as 

time based metering. Future builds may include more complex topics such as the airspace constraints caused by 

convective weather. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Automated problem prediction and resolution will allow the controller to handle more aircraft (i.e., demand) because 

predicted problems will be resolved strategically, reducing the number of situations that require multiple timecritical actions. 

Program Plans FY 2014-2016 – Performance Output Goals 

 None. 

 

Program Plans FY 2017 – Performance Output Goals 

 Update and publish revised operational concept and automation requirements for the Build 1 capability based 

on the latest NAS automation deployments and plans. 

 Update prototype software platform to reflect revised operational concept and automation requirements for 

Build 1 capability. 

 Perform and publish results on validation experiments with subject matter experts on the revised requirements 

for Build 1 capability. 

 Perform simulations and analysis on revised Build 1 capability to support benefits case. 

 Perform safety assessment on Build 1 capability. 

 Begin technical transfer activities for implementation in En Route Automation Modernization (ERAM) baseline 

to support deployment for Build 1 capability. 

Program Plans FY 2018 – Performance Output Goals 

 Complete technical transfer and begin deployment activities for the Build 1 capability. 

 Develop Build 2 version of the operational concept. 

 Update prototype software platform for Build 2 capability. 

 Validate automation requirements for Build 2 capability with experiments with subject matter experts. 

 Perform simulations and analysis to support the benefits case for Build 2 capability. 

 Perform safety assessment on Build 2 capability. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

50

X, ADS-B In Applications – Pre-Implementation Activities, G01S.02-01 

Program Description 

This program will develop Minimum Operational Performance Standards (MOPS) and operational requirements for 

flight deck interval management. This is a key ADS-B IN application for the users. The application comes in two 

phases. The first phase is Flight Deck Interval Management-Spacing (FIM-S), which provides a no-closer-than 

distance for an aircraft to maintain from the aircraft it is following. Phase two will provide a designated interval. 

Designated interval spacing limits address both no closer than and no farther away and both limits provide for the 

most efficient, while maintaining safe separation spacing between aircraft to maximize airport capacity and 

throughput. This application is applicable to oceanic, en route, and terminal airspace and will require investments in 

both separation and flow automation systems as well as flight deck avionics. This activity will include prototype 

avionics, standards development, human-in-the-loop simulations and flight demonstrations. These capabilities will 

be implemented as a future segment of the ADS-B budget line item. 

 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Improved interval management will optimize spacing resulting in maximum utilization of system capacity. It is 

anticipated that by reducing the inter-arrival spacing, utilization of system capacity may be increased. The full 

benefits case is part of the analysis. 

Program Plans FY 2014 – Performance Output Goals 

 None. 

 

Program Plans FY 2015 – Performance Output Goals 

 Develop Interval Management Requirements document. 

 Develop MOPS document. 

 Develop Technical Standard Order (TSO) documentation. 

 Develop Significant Standards Differences (SSD) document. 

Program Plans FY 2016 – Performance Output Goals 

 Develop Automation Requirements document. 

 Develop Automation Vender Specification Requirements document. 

 Develop advisory circular. 

Program Plans FY 2017 – Performance Output Goals 

 Complete integrated system test. 

 Complete operational test. 

 Complete key site automation test. 

 Complete Avionics Certification documentation. 

 Develop operational specifications documentations. 

 Complete integrated system test (all platforms running). 

 Complete Safety Risk Management Document (SRMD). 

 Complete operational benefits validation documentation. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

51

Program Plans FY 2018 – Performance Output Goals 

 Update benefits validation documentation. 

 Complete key site automation test. 

1A09, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – REDUCE WEATHER 

IMPACT* 

FY 2014 Request $6.0M 

 A, Weather Forecast Improvements, G04W.03-01 

 B, Weather Observation Improvements, G04W.02-01 

A, Weather Forecast Improvements, G04W.03-01 

Program Description 

The RWI Weather Forecast Improvements (WFI) program addresses the need to improve weather prediction and the 

use of weather information in the future NAS. National Weather Service (NWS) forecast models will be integrated 

into models that forecast weather impacts for aviation purposes. In today’s NAS, traffic managers and users must 

mentally interpret weather conditions and the potential impact of weather on ATC decisions. RWI-WFI will 

improve the accuracy of aviation weather information and incorporate into collaborative and dynamic decisionmaking. RWI-WFI will: 

1. Enable the integration of weather information into collaborative and dynamic decision-making 

2. Implement advanced aviation weather information 

3. Develop metrics to evaluate how effective weather improvements have been in increasing use of NAS 

capacity 

4. Develop policies and guidance necessary for the allocation of roles and responsibilities in providing and 

using weather information to meet FAA requirements and US commitments to ICAO 

5. Develop a process for quality control and standardization of aviation weather products 

RWI will propose recommendations for near, mid and far time frames which will include a recommendation for 

transition of FAA legacy systems. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Reduce Weather Impact provides improved weather observations and forecasts and tailors weather data for 

integration into decision support tools for collaborative and dynamic NAS decision making. It enhances capacity by 

making fuller use of weather information for operational decision-making. This supports the optimal selection of 

aircraft routing and precise spacing for arriving and departing aircraft. The increased accuracy of forecasts and 

improved observations enables the capability to provide individual trajectory-based profiles, which optimize the 

usage of available airspace. 

Program Plans FY 2014 – Performance Output Goals 

 Provide weather support to analyze benefits for Time Based Flow Management Work Package 3 (TBFM WP3) 

and Collaborative Air Traffic Management Tools Work Package 4 (CATMT WP4). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

52

 Deliver assessment of weather information that can be translated for integration into collaborative and dynamic 

decision-making for Collaborative Air Traffic Management (CATM); Time Based Flow Management (TBFM) 

and Surface Trajectory Based Operations (STBO). 

 Deliver assessment of the suitability of new/emerging weather translation technologies for eventual integration 

into NAS Decision Support Tools (DSTs)/processes. 

 Deliver update to the Assessment of Weather Impact on Core Airports with recommendations for 

improvements. 

 Establish quality management systems (QMS) techniques for AIRMETS. 

 In coordination with EURO CONTROL, deliver initial reports and presentations (e.g., position papers, guidance 

material) to ICAO to support the development of mid-term (2020) global weather standards for NextGen and 

SESAR. 

 

Program Plans FY 2015 – Performance Output Goals 

 Develop strategy plan for the development of weather translation techniques in support of future CATMT, 

TBFM, and STBO work packages. 

 Complete transition of QMS process to NWS. 

 In coordination with EURO CONTROL, deliver final reports and presentations (e.g., position papers, guidance 

material) to ICAO to support the development of mid-term (2020) global weather standards for NextGen and 

SESAR. 

Program Plans FY 2016 – Performance Output Goals 

 Develop operational concepts document for development of weather translation techniques for future CATMT, 

TBFM, and STBO work packages. 

 Develop evaluation plan for weather translation techniques in support of future CATMT, TBFM, and STBO 

work packages. 

 In coordination with EURO CONTROL, deliver initial reports and presentations (e.g., position papers, guidance 

material) to ICAO to support the development of far-term (2025) global weather standards for NextGen and 

SESAR. 

Program Plans FY 2017 – Performance Output Goals 

 Complete initial draft of documentation for weather translation techniques for future CATMT, TBFM, and 

STBO work packages. 

 Complete initial evaluation document of weather translation techniques for future CATMT, TBFM, and STBO 

work packages. 

 In coordination with EURO CONTROL, deliver updated reports and presentations (e.g., position papers, 

guidance material) to ICAO to support the development of far-term (2025) global weather standards for 

NextGen and SESAR. 

Program Plans FY 2018 – Performance Output Goals 

 Complete final document of weather translation techniques for future CATMT, TBFM, and STBO work 

packages. 

 Update evaluation documentation of weather translation techniques for future CATMT, TBFM, and STBO 

work packages. 

 In coordination with EURO CONTROL, complete development of reports and presentations (e.g., position 

papers, guidance material) to ICAO to support the development of far-term (2025) global weather standards for 

NextGen and SESAR. 

B, Weather Observation Improvements, G04W.02-01 

Program Description 

Reduce Weather Impact (RWI) is a planning and development portfolio to ensure NextGen operational weather 

capabilities utilize a broad range of weather improvements and technologies to mitigate the effects of weather in 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

53

future NAS operations. This portfolio has two major elements: weather observation improvements and weather 

forecast improvements. This portfolio will address many weather problems including, but not limited to: 

 optimizing the aviation weather observation sensor network, 

 transition of weather research to operations, 

 development of weather impact metrics, 

 supporting development of weather decision support tools, 

 supporting integration of weather information into operations, 

 supporting weather processor architecture redesign and restructuring, and 

 the transition planning of legacy processor systems. 

RWI will conduct planning, prototyping, demonstrations, engineering evaluation and investment readiness and 

analysis activities leading to an implementation of operational capabilities throughout NextGen near, mid and far 

term. 

RWI-Weather Observation Improvements (WOI) is one of several complementary and interrelated weather 

investments that leverage each other to build integrated capabilities for the future. A consistent and effective 

aviation weather observation sensor network will be a cornerstone to improved NextGen weather capabilities. RWIWOI will focus on evaluating the current observation capability against that needed to support NextGen. This 

evaluation will include a gap analysis to determine the optimal quantity and quality of ground, air and space based 

sensors. The analysis will determine whether cost effective sensor densities and performance, redundancies, or 

inconsistencies impact aviation operations. Improvements to the aviation weather observation sensor network will 

be a collaborative effort between the FAA and other NextGen partners including the National Oceanic and 

Atmospheric Administration (NOAA), and Department of Defense (DoD). 

In the near term, RWI-WOI will develop and evaluate methods to consolidate the collection and processing of 

existing terminal surface weather observation sensor networks information, to provide improved capability, and 

allow sensor outputs to be more universally available. RWI WOI will, 

 Identify and address gaps/shortfalls of legacy surface observation systems, 

 Explore feasibility of potential sensor network consolidation and optimization for the collection and 

processing of data, 

 Study alternatives that best meet the needs of the FAA over the long term, 

 Explore accessibility to legacy and raw sensor products via NextGen standards, and 

 Investigate advantages of multi-purpose sensors. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Reduce Weather Impact provides the analysis and engineering to improve weather observations and forecasts and to 

tailor weather data for integration into decision support tools for collaborative and dynamic NAS decision making. 

It will enhance capacity by allowing fuller use of weather information for operational decision-making. This 

supports the optimal selection of aircraft routes and precise spacing for arriving and departing aircraft. The 

increased accuracy of forecasts and improved observations will enable the capability to provide individual 

trajectory-based profiles, which optimize the usage of available airspace 

Program Plans FY 2014 – Performance Output Goals 

 Complete Acquisition Management System (AMS) artifacts for Concept and Requirements Definition 

Readiness (CRDR) for the NextGen Surface Observation Capability. 

 Develop the Flexible Terminal Sensor Network (FTSN) demonstration strategy plan. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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 Develop high level requirements for FTSN. 

 Deliver initial draft of FTSN Technical and Operational Risk Assessment. 

 Deliver multi-purpose sensor evaluation plan. 

Program Plans FY 2015 – Performance Output Goals 

 Complete AMS artifacts for Investment Analysis Readiness Decision (IARD) for the NextGen Surface 

Observation Capability. 

 Initiate FTSN demonstration. 

 Conduct the multi-purpose sensor evaluation. 

 Deliver update to the FTSN Technical and Operational Risk Assessment. 

 Deliver Terminal Communications Infrastructure Evaluation Plan. 

Program Plans FY 2016 – Performance Output Goals 

 Complete AMS artifacts for Initial Investment Decision (IID) for the NextGen Surface Observation Capability. 

 Deliver FTSN demonstration interim assessment report. 

 Conduct the Terminal Communications Infrastructure evaluation. 

 Deliver update to the FTSN Technical and Operational Risk Assessment. 

Program Plans FY 2017 – Performance Output Goals 

 Complete AMS artifacts for Final Investment Decision (FID) for the NextGen Surface Observation Capability. 

 Complete FTSN demonstration. 

 Deliver final FTSN Technical and Operational Risk Assessment. 

Program Plans FY 2018 – Performance Output Goals 

 Conduct engineering analysis for Next Generation Weather Observation systems. 

1A10, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) –

ARRIVALS/DEPARTURES AT HIGH DENSITY AIRPORTS* 

FY 2014 Request $7.0M 

 A, Trajectory Management – Surface Tactical Flow, G02A.01-01 

 B, Trajectory Management – Time Based Flow Management (TBFM) Work Package 3, G02A.01-06 / X, 

Trajectory Management – Time Based Flow Management (TBFM) Work Package 4, G02A.01-08 

 X, Trajectory Management – Surface Conformance Monitor, G02A.01-02 

A, Trajectory Management – Surface Tactical Flow, G02A.01-01 

Program Description 

The Trajectory Management – Surface Tactical Flow project is focused on the development of trajectory-based 

surface operations in support of the NextGen initiative. It leverages the development efforts of the NASA Surface 

Management System (SMS), and provides guidelines for the development of a collaborative Surface Traffic 

Management (STM) system with tools necessary to achieve a fully collaborative surface environment, where the 

input of airlines, airports and air traffic controllers are all used to provide a shared surface situational awareness. 

This is required to safely improve the use of airport capacity, which is necessary to coordinate surface and airborne 

trajectory based operations. 

The NextGen Concept of Operations, authored by the Joint Planning and Development Office (JPDO), states that 

"4DTs [four-dimensional trajectories] may be used on the airport surface at high-density airports to expedite traffic 

and schedule active runway crossings." Achieving this vision will require a series of advances in procedures and 

supporting automation systems, and collaboration between air traffic control and flight operators. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

55

This project will demonstrate and document requirements for a series of capabilities that build to the NextGen vision 

for surface trajectory-based operations. Examples include local data exchange which leads to the sharing of flight 

readiness information and collaboration enabling pre-planned runway schedules integrated with airborne trajectorybased operations. Surface flow management will reduce engine operating times during surface operations, resulting 

in fuel-savings and reduced environmental impacts, and lead to collaborative resource allocation and avoidance of 

surface gridlock. When work is completed requirements will be transferred to the Program Management 

Organization. 

The Trajectory Management – Surface Tactical Flow project will require changes to procedures in the flight 

operator and Tower environments. The concept and requirements development and acquisition process is designed 

to allow incremental steps toward the complete concept, providing benefits at each step of the way and remaining 

aligned with the introduction of other NextGen technologies. Testing and development of requirements will be 

realized through several phases. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Aircraft will move to and from the runway in a more efficient, predictable, and coordinated manner (complying with 

Traffic Management Initiatives and supporting user preferences), increasing efficiency and capacity while reducing 

controller workload through the automated assignment of runways, taxi routes, and departure queues. 

Program Plans FY 2014 – Performance Output Goals 

 Conduct a field evaluation of Airport and Runway Configuration Management Decision Support Tool, which 

will help tower controllers plan for and predict the need to reroute traffic to different runways based on forecast 

and actual changes in wind direction. 

 Deliver Metrics Report (Fall), characterizing the use of the surface trajectory-based operations capabilities and 

associated benefits. 

 Complete the Year-End Field Evaluation Report, documenting results and findings from all field evaluations. 

Program Plans FY 2015 – Performance Output Goals 

 Conduct a simulation and analysis of Airport and Runway Configuration Management Decision Support Tool 

for an additional airport. 

 Conduct a field evaluation of Airport and Runway Configuration Management Decision Support Tool. Include 

participation of an Airport Authority in runway management decisions via collaborative data exchange. 

 Complete an initial technical transfer of mature capabilities to the Program Management Organization. 

 Complete the Year-End Field Evaluation Report. 

Program Plans FY 2016 – Performance Output Goals 

 Conduct a simulation of Airport and Runway Configuration Management Decision Support Tool in a Metroplex 

environment. 

 Complete a technical transfer of mature capabilities to the Program Management Organization. 

 Complete the Year-End Field Evaluation Report. 

Program Plans FY 2017 – Performance Output Goals 

 Conduct a simulation of a Time-Based Taxi Route Generation tool. 

 Complete the Year-End Field Evaluation Report. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Program Plans FY 2018 – Performance Output Goals 

 Conduct a Human-in-the-Loop evaluation of Time-Based Taxi Route Generation Tool. 

 Complete a technical transfer of mature capabilities to the Program Management Organization. 

 Complete the Year-End Field Evaluation Report. 

B, Trajectory Management – Time Based Flow Management (TBFM) Work Package 3, 

G02A.01-06 / X, Trajectory Management – Time Based Flow Management (TBFM) Work 

Package 4, G02A.01-08 

Program Description 

Time Based Flow Management (TBFM) Work Packages 3 and 4 will modernize and enhance the current Traffic 

Management Advisor (TMA) System. The TMA is a vital part of the NAS and enhances air traffic operations, by 

reducing delays and increasing efficiency of airline operations. TMA is an automation system currently available 

that enables the use of time-based metering to optimize the flow of aircraft as they approach and depart congested 

airspace and airports. TMA has been field-tested over the past 10 years and is already installed in the 20 Air Route 

Traffic Control Centers (ARTCC) and adapted for most of the major airports served by those centers. 

Time Based Flow Management (TBFM) is an evolution of the TMA Program. This system uses Time Based 

Metering (TBM) software to optimize the capacity in the NAS. TBFM will improve upon TMA and directly 

address NextGen Solution Sets. 

TBFM Work Package 3 (G02A.01-06): 

TBFM Work Package 3 is a follow-on phase of TBFM WP2 that will implement additional NextGen concepts, such 

as optimized descent during time-based metering; terminal sequencing and spacing to provide efficient sequencing 

and runway assignment; expansion of the Integrated Departure/Arrival Capability (IDAC) to additional locations; 

and making TBFM more flexible to accommodate reroute operations during adverse weather conditions. The 

design, development and deployment of these concepts will occur during the 2015-2019 timeframe. These 

enhancements support the current NextGen Operational Improvements including: 

 Improved Management of Arrival/Surface/Departure Flow Operations (104117) – Enables access to surface 

information to improve departure time predictions and supports a more integrated arrival/departure operation 

and more efficient flows. 

 Point-in-Space Metering (104120) – Provides the flexibility to enable alternate, Predefined Meter Points 

(PDMP) in en route airspace, which will help to supports metering during reroute operations when nominal 

meter points are not available or useable due to weather or changes to traffic flows. Also adds path stretching to 

advisories to enable meter times to be met more efficiently and more accurately. 

 Time-Based Metering in the Terminal Environment (104128) – Supports a time-based sequencing and spacing 

capability in the terminal environment by providing TBFM runway and sequence assignment information to 

terminal automation for display to controllers. 

 Improved Management of Arrivals/Surface/Departure Flow Operations (104117) – Integrates and automates 

the departure capability with the TMA system (IDAC). 

TBFM Work Package 4 (G02A.01-08): 

TBFM Work Package 4 will improve the management of traffic flow in all phases of flight by using dynamic 

metering; replacing aged equipment with new modern equipment; providing NAS user preferences including 

preferred runway, arrival sequence or slot swapping; and integrating strategic and tactical scheduling to reduce 

delays for departures. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Target 

The TBFM Work Package 3 will continue to provide complete time-based metering solutions across all phases of 

flight. This will increase daily airport capacity by reducing the last minute maneuvering of aircraft as they approach 

their destination airport and assist controllers and traffic management coordinators/specialists in organizing the 

arrival stream for maximum use of that airport capacity. 

Program Plans FY 2014 – Performance Output Goals 

TBFM Work Package 3 (G02A.01-06): 

 Complete investment documentation to achieve a Final Investment Decision for TBFM Work Package 3. 

TBFM Work Package 4 (G02A.01-08): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

TBFM Work Package 3 (G02A.01-06): 

 Award Work Package 3 enhancements/work to approved vendor. 

 Initiate lower level requirements definition and design documentation to enable the implementation of TBM 

WP3 capabilities. 

TBFM Work Package 4 (G02A.01-08): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

TBFM Work Package 3 (G02A.01-06): 

 Continue lower level requirements definition and design documentation to enable the implementation of TBM 

WP3 capabilities. 

 Develop integrated test strategies to test and evaluate TBFM WP3 capabilities. 

 Initiate the development of air traffic and technical operations training regimes and operational procedures to 

support the implementation of TBFM WP 3 capabilities. 

TBFM Work Package 4 (G02A.01-08): 

 None. 

Program Plans FY 2017 – Performance Output Goals 

TBFM Work Package 3 (G02A.01-06): 

 Continue lower level lower level requirements definition and design documentation to enable the 

implementation of TBM WP3 capabilities. 

 Conduct integrated testing. 

 Begin the deployment of TBFM WP3 capabilities. 

TBFM Work Package 4 (G02A.01-08): 

 Complete investment analysis documentation for a TBFM WP4 Investment Analysis Readiness Decision. 

Program Plans FY 2018 – Performance Output Goals 

TBFM Work Package 3 (G02A.01-06): 

 Complete the deployment of TBFM WP3 capabilities. 

TBFM Work Package 4 (G02A.01-08): 

 Complete investment analysis documentation for a TBFM WP4 Final Investment Decision. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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X, Trajectory Management – Surface Conformance Monitor, G02A.01-02 

Program Description 

The Surface Conformance Monitoring (SCM) program is designed to show the potential safety and workload 

benefits that can be achieved through conformance monitoring of an aircraft following an assigned taxi route. The 

Air Traffic Controller would transmit a precise, unambiguous taxi clearance to the aircraft via data link and 

conformance to the clearance would be monitored by automation in the ATCT. An important consideration is the 

development and demonstration of user-friendly, minimal-workload methods to help the controller specify the taxi 

route. Conformance monitoring can be limited to route adherence only, or both route and timing through the 

inclusion of timed check points in the taxi clearance. By using a proactive approach to separation on the airport 

surface, taxiing aircraft can be “de-conflicted” with other aircraft in the taxi, landing, and takeoff phases of flight, 

resulting in safer ground operations. The reduction in taxi time will support use of Trajectory-Based Operations 

(TBO) on the airport surface. 

The demonstrations and validation activities will: 

 Demonstrate and validate procedures for Taxi Conformance Monitoring in an ATCT. 

 Evaluate performance of pre-established taxi routes vs. controller-generated taxi routes in a SCM 

environment. 

 Evaluate performance of prototype surface conformance algorithms. 

 Demonstrate TBO on the airport surface. 

This program will not procure any new system but rather will result in the transfer of mature concepts and 

supporting documentation to the Tower Flight Data Manager program which will develop and implement that 

system with the capacity to host this surface-based capability. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

An automated means to monitor surface conformance and alert controllers to deviations from the expected taxi route 

will reduce controller workload, thereby freeing up controllers to manage more aircraft on the surface environment, 

resulting in improved capacity and efficiency. It can also reduce taxi times resulting in reduced surface delays at 

congested airports. 

Program Plans FY 2014-2016 – Performance Output Goals 

 None. 

Program Plans FY 2017 – Performance Output Goals 

 Develop report documenting Human-in-the-Loop Simulations of Time-Based Surface Trajectory-Based 

Operations (STBO) Surface Conformance Monitoring. 

 Develop field evaluation plan for 2D Surface Conformance Monitoring capabilities. 

 Develop report of shadow mode evaluation of 2D Surface Conformance Monitoring at prototype field site. 

 Develop operational safety assessment report for 2D Surface Conformance Monitoring. 

Program Plans FY 2018 – Performance Output Goals 

 Develop report based on field evaluation of 2D Surface Conformance Monitoring at prototype field site. 

 Develop Concept of Use document for Time-Based Surface Trajectory-Based Operations (STBO) Surface 

Conformance Monitoring including Flight Deck and ground based conformance integration. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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 Complete a technical transfer of mature capabilities to the Program Management Organization. 

1A11, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – COLLABORATIVE AIR 

TRAFFIC MANAGEMENT (CATM)* 

FY 2014 Request $41.0M 

 A, Flow Control Management – Strategic Flow Management Integration, G05A.01-01 

 B, Flow Control Management – Strategic Flow Management Enhancement, G05A.01-02 

 C, Flight & State Data Management – Common Status & Structure Data, G05A.02-01 

 D, Flight & State Data Management – Advanced Methods, G05A.02-02 

 E, Flight & State Data Management – Flight Object, G05A.02-03 

 F, Flight & State Data Management – Concept Development for Integrated NAS Design & Procedure 

Planning, G05A.02-04 

 G, Collaborative Information Management (CIM), G05M.02-01 

 H, System Development – Information Management, G05M.03-01 

 X, Capacity Management – Dynamic Airspace, G05A.04-01 

A, Flow Control Management – Strategic Flow Management Integration, G05A.01-01 

Program Description 

Strategic Flow Management Integration (SFMI) (Execution of Flow Strategies into Controller Tools) provides 

funding for the implementation of the En Route Automation Modernization (ERAM) modifications needed to 

receive/process the Traffic Management Initiatives (TMI) in the ERAM baseline. These improvements include 

automatic identification to controllers of aircraft affected by Traffic Flow Management (TFM) Traffic Management 

Initiatives (TMIs). It also enables traffic managers to electronically transmit reroutes from TFM automation to 

ERAM for delivery to the airline operations center/flight operations center (AOC/FOC), flight crew, and the relevant 

air traffic control (ATC) operational positions. These decision support tools (DST) will help monitor how well 

aircraft are conforming to the TMI, and suggest controller actions to achieve the flow strategy. 

While the process of executing a TMI is time consuming and mostly manual today, improvements in the TFM and 

ATC infrastructure over the next several years will make this process more efficient. ERAM is implementing flight 

information services as part of System Wide Information Management (SWIM) segment 1. Flight Information 

Services will be used to exchange flight data amendments with other Air Traffic Management (ATM) automation. 

SWIM is funding the infrastructure improvements which include the establishment of nodes and bandwidth 

requirements to connect over FAA Telecommunications Infrastructure (FTI) for data exchange, but not the 

applications. SFMI is providing the Concept of Operations (CONOPS), requirements and Interface Requirements 

documents (IRD) for the TMI information exchange to be implemented in ERAM. 

This activity will also fund the requirements definition, risk mitigation and the assessment of possible changes in 

work behavior due to emerging technologies/DST’s for increments of Flow Strategy integration. It will also begin 

engineering analysis for future Airborne Re-route integration needs, such as communication of complex reroutes 

from AOC/FOC to TFMS through ERAM to the aircraft via Data Communications in the Post-release 3 timeframe. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Relationship to Performance Metric 

This program addresses the CATM performance objectives of increased capacity and flexibility. Increased capacity 

is achieved by the integration of strategic flow management with Trajectory-Based Operations (TBO) which 

provides a more structured traffic flow so that the capacity of a given airspace increases to meet demand. Flexibility 

is improved by more frequent use of dynamic reroutes which allows controllers and pilots to react to changing 

operational conditions. New rerouting concept provides controllers, pilots, and flight operators with more choices 

when negotiating dynamic reroutes for active aircraft. 

Program Plans FY 2014 – Performance Output Goals 

 Develop Preliminary Requirements document which will identify expected capabilities. 

 Create Preliminary Design Document which will identify potential changes to current communication process 

between AOC and TMC. 

 Develop Preliminary Operational Impact Document which addresses potential impact on operation. 

Program Plans FY 2015 – Performance Output Goals 

 Develop Initial Concept of Use document. 

 Develop Operational Sequence Diagrams. 

 Develop Human in the Loop (HITL) Plan for Concept Validation. 

 Develop Final Operational Impact Document. 

Program Plans FY 2016 – Performance Output Goals 

 Develop Human in the loop simulation report. 

 Develop Preliminary Computer Human Interface requirements document. 

Program Plans FY 2017 – Performance Output Goals 

 Develop preliminary Gap Analysis document. 

 Develop preliminary benefits analysis document. 

Program Plans FY 2018 – Performance Output Goals 

 Prepare documents to support Concept Requirements Development Readiness (CRDR) decision. 

B, Flow Control Management – Strategic Flow Management Enhancement, G05A.01-02 

Program Description 

The Flow Control Management – Strategic Flow Management Enhancement (SFME) program develops promising 

concepts to address operational Traffic Flow Management (TFM) shortfalls. In addition, the SFME program 

prepares analysis and documentation for the developed concepts in order to achieve Final Investment Decision for 

implementation. 

The fundamental goal of Traffic Flow Management (TFM) is to manage the flow of air traffic to minimize delays 

and congestion due to system stressors such as weather or equipment outages. Today’s operations could be made 

more efficient through establishing strategic methods for mitigating delay and capacity issues. These strategic plans 

may provide predictability as well as a resource to base future decisions. The systems and capabilities that are used 

for TFM today do not provide an adequate foundation for future enhancements. 

As systems and capabilities in TFM evolved, there was little attention paid to their integration. The Traffic 

Management Units of today provide piecemeal operational information and tools, but do not come together to 

formulate a dynamic, complete view of the operation or to provide optimal support to operational decision-making. 

Many of the functions performed by Traffic Managers require manual assimilation of data from various sources. 

Similarly, limited modeling capabilities necessitate mental integration and projection of data into the future. The 

potential impact of some traffic management initiatives is not known until the initiative is implemented. Traffic 

Managers do their best to estimate the impact by gathering data and applying their experience of how the initiative 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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has performed in the past. Not only are these processes cognitively demanding and workload-intensive, they also 

make the effectiveness of the outcome highly dependent on the individuals’ skills and experience. 

A comprehensive view of NAS status and the initiatives that are already in place will provide Traffic Managers with 

the information they need to identify problems earlier and to make better decisions. Better modeling capabilities 

will allow them to assess the effectiveness and potential impact of their decisions before they are implemented and 

eliminate the “wait-and-see” approach that is used today. 

The SFME program will provide analysis and documentation needed for CATMT Work Package 4 (WP4) to 

achieve Final Investment Decision (FID) in 2015. In 2017, the SFME program will begin development of the next 

set, or package, of TFM enhancements. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Implementation of the capabilities in CATMT WP4 (and future TFM enhancements) will provide traffic managers 

with the tools and information they need to implement better, more efficient traffic management initiatives (TMIs). 

More efficient TMIs translates to the improved usage of available NAS resource capacity. 

Program Plans FY 2014 – Performance Output Goals 

 Complete document development to support the CATMT WP4 Investment Analysis Readiness Decision 

(IARD), including a preliminary program requirements document, enterprise architecture products and 

amendments, and a rough order of magnitude (ROM) Cost Estimate. 

 Achieve IARD. 

 Issue Screening Information Request (SIR). 

Program Plans FY 2015 – Performance Output Goals 

 Complete development of documents to support the CATMT WP4 Final Investment Decision. 

 Achieve Final Investment Decision. 

 Complete contract technical and cost proposal evaluations and award the new contract. 

Program Plans FY 2016 – Performance Output Goals 

 None. 

Program Plans FY 2017 – Performance Output Goals 

 Complete Gap analysis document to determine operational, functional and performance gaps associated with 

TFM after WP4. 

 Complete priority ranking document of gaps for next set of TFM enhancements. 

 Develop Initial Shortfalls Analysis Report and Concepts and Requirements Document (CRD) Plan. 

 Achieve Concept Requirements Development Readiness (CRDR). 

Program Plans FY 2018 – Performance Output Goals 

 Develop necessary documentation to support IARD. 

 Achieve IARD. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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C, Flight & State Data Management – Common Status & Structure Data, G05A.02-01 

Program Description 

The Common Status and Structure program will establish the requirements and information flows for the collection, 

management, and maintenance of aeronautical information in a digital format for machine to machine exchange. 

The common data and information services and integration activities enable improved flight planning and pilot 

briefing services, increased on-demand NAS operational performance information and better airspace management 

using timely schedule information and a common awareness of special activity airspace (SAA) status across the 

NAS. This program enables the FAA to improve situational awareness through improved access to aeronautical 

information and a common language so that external (DoD, AOC/FOCs, GA pilots) and ANSP (users of NAS 

automation systems ingesting the aeronautical information feeds – e.g. TFMS) end users can make more informed 

decisions and plans based on the most current information available with regard to SAA, airport configuration, static 

constraints, and NOTAMs affecting the NAS to support NextGen capabilities. 

Key elements of the Common Status and Structure program include: 

 The Aeronautical Common Services (ACS) platform, which will be used to ingest data from the authoritative 

databases, process and combine data from these multiple sources, and distribute the data via the SWIM 

infrastructure. The combination of the ACS, SWIM network, and authoritative NAS databases will provide an 

enterprise level platform for accessing and delivering both (1) the authoritative data and/or (2) products created 

from multiple authoritative data sources. This enterprise level approach will enable delivery of consistent, 

timely, and authoritative data across various user communities including the NAS, DoD, general aviation, etc. 

Cloud, virtualization, and other shared platform designs for SWIM access to the data are being considered as 

part of the larger Agency effort to transition to a set of enterprise information and common support services, 

 Capturing and maintaining digital information about flow constraints, reference data, and NAS status 

information affecting operations, 

 Publishing aeronautical status information digitally using international standards, 

 Providing value added services using aeronautical status information such as fused airspace, NOTAMs, and 

airport reference data in a common data model for improved flight planning and briefing services. Examples of 

value added services are: AI visualization/mapping, relational filtering (e.g. airspace affected by a given 

NOTAM, Letter of Agreement (LOA) constraints affecting a given geographic location, and SAA schedule 

deconfliction services), and 

 Using the status information to improve operational performance metrics calculations and forecasting of 

airspace system performance. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Common Status and Structure Data (CSSD) provides the information, systems and tools necessary to implement 

comprehensive NAS safety and capacity management. CSSD will achieve this by establishing the requirements and 

information flows for the collection, management, and maintenance of aeronautical information in a digital format 

for machine to machine exchange. When fully realized the FAA will have the ability to model how new procedures, 

new regulations and new airspace changes affect current and future NAS capacity. 

Identifying the requirements and benefits of integrated flight planning and briefing (including flight constraint 

information) will lead to better flight planning and arrival/departure capacity plans by supporting preflight, during 

flight and post-operational aeronautical information for exchange and use by NAS automation systems. The 

resulting efficiency gains will enable the FAA to maximize use of NAS capacity. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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An integrated set of data services delivering both static and dynamic data through well-defined exchange 

mechanisms across the NAS will enable users to more easily consume and visualize the NAS status. This synthesis 

of the various data using standard models and ubiquitous availability in the cloud will deliver a greater degree of 

shared situational awareness as data can be integrated, compared, and evaluated using additional constraints and the 

assurance that data are related in clearly defined ways. Thus, enhanced business intelligence capabilities and a 

comprehensive NAS data warehouse along with new benchmarking and forecasting capabilities will enable the FAA 

to intelligently manage the NAS resources to optimize capacity in the face of changing conditions. 

Program Plans FY 2014 – Performance Output Goals 

 Develop concept of operations for the collection and dissemination of standard operating procedure/letters of 

agreement (SOP/LOA) to decision support tools for performing flight planning and providing situation 

awareness. 

 Demonstrate limited SOP/LOA capture and dissemination prototype in line with the concept of operations. 

 Demonstrate limited data fusion of aeronautical information including the static constraint data in SOP/LOA 

such as miles in trail restrictions, boundary crossings, with SAA definitions and schedules, NOTAM status, and 

airport configuration definition data through web services. 

 Document shortfalls met by expansion of SOP/LOA data availability to consumers across a range of 

stakeholders and SOP/LOA scenarios through stakeholder analysis and working group feedback. 

 Perform safety assessments. 

 Develop artifacts to support investment analysis for AIM Modernization future Segment 3. 

Program Plans FY 2015 – Performance Output Goals 

 Develop cross-domain requirements document identifying operational and design requirements for users of 

automation systems and decision support tools to connect and ingest static aeronautical information including 

airspace definitions, airport configurations, schedules, and other constraints such as miles in trail restrictions, 

boundary crossing data, via the Aeronautical Common Services. 

 Conduct IARD for AIM Modernization future Segment 3. 

Program Plans FY 2016 – Performance Output Goals 

 Develop interface requirements document with decision support tools and other automation using AIM 

information, for example, ERAM or TFDM. Specifically this effort will support acquisition engineering for 

those programs within the On-Demand NAS Information Portfolio in the Bravo timeframe (FY2015-FY2018). 

 Conduct IID for AIM Modernization future Segment 3. 

 Develop requirements for ingesting and fusing static SAA and airport configuration data including airspace 

definitions and schedules, airport configuration definitions and business rules with dynamic SAA and airport 

configuration data such as airspace hot/cold status, airport configuration in use, and additional status 

information from NAS systems including ERAM and TFDM respectively to deliver common status and 

structure data and integrated information products through web services. 

Program Plans FY 2017 – Performance Output Goals 

 Develop artifacts to support investment analysis for AIM Modernization future Segment 4. 

 Conduct FID for AIM Modernization future Segment 3. 

Program Plans FY 2018 – Performance Output Goals 

 Conduct IARD for AIM Modernization future Segment 4. 

D, Flight & State Data Management – Advanced Methods, G05A.02-02 

Program Description 

Advanced Methods for Traffic Flow Management (TFM) will explore technologies, infrastructure enhancements, 

and procedural changes to meet current and future traffic management needs. This work will improve airport 

capacity, increase sector throughput, and reduce sector delays by providing the NAS Users and Air Traffic 

Management (ATM) with a common understanding of the NAS Constraints. The Advanced Methods program is 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

64

currently pursuing three areas for improvement: Unified Flight Planning and Filing (UFPF); NAS Common 

Reference (NCR); and Learning Automation. 

Unified Flight Planning and Filing (UFPF): 

The UFPF integrates flight planning and flight filing through an iterative and continuous process that uses a 

common foundation of data and functionality. The UFPF enhances strategic flight planning, improves operational 

performance and reduces air traffic control (ATC) workload. 

NAS Common Reference: 

The NCR is envisioned as an automation application for the correlation and dissemination of NAS operational data. 

NCR is a conceptual multidimensional model that facilitates the storage, management, retrieval, filtering, and 

presentation of the various types of 3-D and 4-D information. NAS operational data must be near real time due to 

rapidly moving aircraft, changing weather and unforeseen constraints such as runway closures or equipment failures. 

The NCR harmonizes and integrates information from disparate systems connecting the data objects to one another 

via the location, time, and functional relationships among them, storing only the relationships that associate them to 

one another. 

Learning Automation: 

Currently, traffic managers at the national level make decisions based on the current state of the NAS, near-term 

predictions of weather and traffic, and personal experience. The Learning Automation will examine historical 

weather and traffic data along with the corresponding Traffic Management Initiatives (TMIs) that were implemented 

and examine impacts to the system and provide recommendations on TMI or other initiates to aid decision-makers 

with the implementation. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Advanced methods for TFM will leverage different technologies, infrastructure enhancements, and procedural 

changes that will improve use of airport capacity, increase sector throughput, and reduce sector delays. 

Program Plans FY 2014 – Performance Output Goals 

Unified Flight Planning and Filing (UFPF): 

 Develop UFPF Specific Functional Allocation – Report. 

 Develop UFPF Cost Analysis for Functional Allocation – Report. 

NAS Common Reference (NCR): 

 Develop NCR Initial Functional Analysis – Report. 

 Develop NCR Initial Functional Allocation Analysis – Report. 

 Develop NCR Operational Integration Strategy – Report. 

Program Plans FY 2015 – Performance Output Goals 

Unified Flight Planning and Filing (UFPF): 

 Develop UFPF Operational Integration Strategy – Report. 

 Develop UFPF Policy Procedure Assessment – Report. 

NAS Common Reference (NCR): 

 Develop NCR Initial Cost Analysis – Report 

 Develop NCR Initial Benefits Analysis – Report. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Learning Automation: 

 Develop Initial Functional Analysis for Learning Automation – Report. 

 Develop Initial Functional Allocation Analysis for Learning Automation – Report. 

 Develop Operational Integration Strategy for Learning Automation – Report. 

Program Plans FY 2016 – Performance Output Goals 

Unified Flight Planning and Filing (UFPF): 

 Develop UFPF Initial Program Requirements – Report. 

 Develop UFPF Range of Alternatives – Report. 

 Develop UFPF Safety Risk Assessments – Report. 

 Develop a Plan for UFPF Initial Investment Analysis – Report. 

 Achieve Investment Analysis Readiness Decision. 

NAS Common Reference (NCR): 

 Develop NCR Initial Program Requirements – Report. 

 Develop NCR Range of Alternatives – Report. 

 Develop NCR Safety Risk Assessments – Report. 

 Develop a Plan for NCR Initial Investment Analysis – Report. 

 Achieve Investment Analysis Readiness Decision. 

Learning Automation: 

 Develop Initial Cost Analysis for Learning Automation – Report. 

 Develop Initial Benefits Analysis for Learning Automation – Report. 

Program Plans FY 2017 – Performance Output Goals 

Unified Flight Planning and Filing (UFPF): 

 Develop Initial Business Case for the UFPF – Report. 

 Develop a plan for the UFPF Final Investment Analysis – Report. 

 Achieve Initial Investment Decision. 

NAS Common Reference (NCR): 

 Develop Initial Business Case for the NCR – Report 

 Develop a plan for the NCR Final Investment Analysis – Report 

 Achieve Initial Investment Decision 

Learning Automation: 

 Develop Learning Automation Initial Program Requirements – Report. 

 Develop a Plan for Learning Automation Initial Investment Analysis – Report. 

 Achieve Investment Analysis Readiness Decision. 

Program Plans FY 2018 – Performance Output Goals 

Unified Flight Planning and Filing (UFPF): 

 Construct acquisition program baseline for the UFPF. 

 Develop final Implementation Strategy and Planning documents for the UFPF. 

 Achieve Final Investment Decision. 

NAS Common Reference (NCR): 

 Construct acquisition program baseline for the NCR. 

 Develop final Implementation Strategy and Planning document for the NCR. 

 Achieve Final Investment Decision. 

Learning Automation: 

 Develop Initial Business Case for the Learning Automation – Report. 

 Develop a plan for the Learning Automation Final Investment Analysis – Report. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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 Achieve Initial Investment Decision. 

E, Flight & State Data Management – Flight Object, G05A.02-03 

Program Description 

NAS systems currently operate as separate entities servicing different flight domains (Preflight, Airport, Terminal, 

Enroute, Oceanic). Similarly, International Air Navigation Service Providers (ANSPs) also operate as separate 

entities servicing their own airspace. Even though flight data may be found in multiple NAS systems, a unified, 

complete, accurate, up-to-date, and easily-accessible picture of any and all flights does not exist today. The primary 

goal of the Flight Object program is to develop an International data standard, “FIXM” (Flight Information 

Exchange Model) and to support systems implementation of this data standard. This data standard will support the 

exchange of flight information between systems across multiple domains (including both NAS and International 

systems). 

The Flight Object will be the standard medium for capturing and sharing the most up-to-date information on any 

flight, and will serve as the single common reference for all system information about that flight. A Flight Object 

will be created for each proposed flight, and the Flight Object information will be updated throughout the entire time 

the flight progresses from gate to gate. The Flight Object will collect, manage and provide flight-specific data, such 

as aircraft identification, aircraft parameters, current flight plan information, operator preferences, flight capabilities, 

and security information. The Flight Object is not envisioned to include environment or weather information, since 

these are system-wide elements that affect multiple flights. The sum of information contained in the Flight Object 

will be much richer than today’s flight data construct. FIXM is part of a family of information exchange models 

(including AIXM - Aeronautical Information Exchange Model and WXXM - Weather information Exchange 

Model) designed to cover the information needs of Air Traffic Management (ATM). FIXM is an International data 

exchange standard, and it will receive annual incremental updates to add/delete/modify FIXM data elements as 

necessary. 

The Flight Object work program will be composed of two major components: 

1. Development of the FIXM standard, and 

2. Engineering and planning of Flight Object Management Service (FOMS). 

Development of FIXM Standard: 

The FIXM Standard will be updated on an annual basis (FIXM V1.1 was approved in 2012). The following artifacts 

will be created for each version: FIXM data dictionary, data models and XML schema. The updates will be created 

with collaboration with FAA stakeholders, International partners, industry, ICAO (International Civil Aviation 

Organization) and IATA (International Air Transport Association). 

Engineering and planning of FOMS: 

The Flight Object Management Service (FOMS) will be the infrastructure to support a consolidated national 

exchange of standardized flight data. FOMS engineering and planning work will produce an implementation plan, 

an investment analysis and strategy, and a technical strategy. FOMS engineering and planning will be conducted in 

partnership with candidate FOMS programs such as TFDM, En Route Automation, Terminal Automation, TBFM, 

and TFMS. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Relationship to Performance Metric 

Use of FIXM will provide a unified, complete, accurate, up-to-date, and easily-accessible picture of any and all 

flights. This use of standardized flight data will increase data quality and availability between stakeholders, 

enabling operational benefits such as increased coordination, common situational awareness, and collaborative 

decision-making across all phases of flight, thereby improving planning, decision making, and NAS capacity. 

Additionally, as new technologies emerge and drive solution development, the use of FIXM will improve system-tosystem interoperability and can alleviate integration challenges between legacy and future systems, thereby reducing 

engineering and deployment costs. 

Program Plans FY 2014 – Performance Output Goals 

Development of FIXM Standard: 

 Develop final FIXM v3.0 artifacts. 

 Develop draft FIXM v4.0 artifacts. 

Engineering and planning of FOMS: 

 Complete engineering and investment analysis in support of the utilization of FOMS by the Traffic Flow 

Management System. 

 Complete Requirements Document for the consolidated national exchange of standardized flight data for 

FOMS. 

Program Plans FY 2015 – Performance Output Goals 

Development of FIXM Standard: 

 Develop final FIXM v4.0 artifacts. 

 Develop draft FIXM v5.0 artifacts. 

Engineering and planning of FOMS: 

 Complete engineering and Investment Analysis planning for utilization of FOMS (FIXM v4.0) by ATM 

Systems (e.g., TBFM, TAMR, and TFDM). 

 Complete Alternative Analysis for consolidated national exchange of standardized flight data for FOMS. 

Program Plans FY 2016 – Performance Output Goals

Development of FIXM Standard: 

 Develop final FIXM v5.0 artifacts. 

 Develop draft FIXM v6.0 artifacts. 

Engineering and planning of FOMS: 

 Complete engineering and Investment Analysis planning for utilization of FOMS (FIXM v5.0) by ATM 

Systems. 

 Complete Investment Analysis for implementation of consolidated national exchange of standardized flight data 

for FOMS. 

Program Plans FY 2017 – Performance Output Goals 

Development of FIXM Standard: 

 Develop final FIXM v6.0 artifacts. 

 Develop draft FIXM v7.0 artifacts. 

Engineering and planning of FOMS: 

 Complete engineering and Investment Analysis planning to incorporate FIXM v6.0 into FOMS. 

Program Plans FY 2018 – Performance Output Goals 

Development of FIXM Standard: 

 Develop final FIXM v7.0 artifacts. 

 Develop draft FIXM v8.0 artifacts. 

Engineering and planning of FOMS: 

 Complete engineering and Investment Analysis planning to incorporate FIXM v7.0 into FOMS. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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F, Flight & State Data Management – Concept Development for Integrated NAS Design & 

Procedure Planning, G05A.02-04 

Program Description 

The program objective is to develop and assess airspace procedures that would allow implementation of NextGen’s 

best equipped best served concept of operations. This concept would allow FAA to use certain altitudes and routes 

for those aircraft with the navigational system accuracy and the flight performance to comply with traffic 

management efforts to maximize the use of airspace capacity. It would also refine airport approach procedures so 

well equipped aircraft use more efficient descent profiles. 

When some aircraft are NextGen equipped and others are not, both types of aircraft can use the airspace in different 

ways. To accommodate this many challenges must be addressed. It may be possible to vary separation standards 

based on the accuracy of the equipment aircraft use to fly approaches and departures. 

Development activities will include enhancing existing fast time models and testing of alternative airspace and 

procedures changes using the simulators and models. Fast time modeling and human in the loop simulation of 

proposed airspace and procedures will be used to valid the proposed changes. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

This program will contribute to the average daily airport capacity metric by providing the modeling and analysis 

needed to modify airspace and procedures. This will result in more efficient use of airspace thereby increasing 

capacity. 

Program Plans FY 2014 – Performance Output Goals 

 Develop a preliminary business case analysis report for Required Navigational Performance to Instrument 

Landing System (RNP to ILS) capture. 

 Develop Design Document for initial Standard Instrument Departure / Standard Terminal Arrival Route 

(SID/STAR) RNP separation procedure. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

G, Collaborative Information Management (CIM), G05M.02-01 

Program Description 

Collaborative Information Management (CIM) is an information sharing capability that promotes inter-agency 

communication and collaboration through the use of modern network enabled tools, technologies, and operational 

procedures. Stakeholders will be provided with the connectivity and interoperability necessary to rapidly and 

dynamically share information. The connectivity and interoperability will be enhanced by validation and 

development of processes and procedures to share relevant information with other government agencies that have 

their own System Oriented Architectures (SOA), such as the Department of Homeland Security (DHS) and the 

Department of Defense (DoD). The Collaborative Information Management project will also look at the use of 

mobile applications in a System-Wide Information Management (SWIM) structure; specifically focusing on the non-
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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safety critical ATM function. The long term goal is to establish the requirements for robust inter-agency SOA 

environment that provides the equivalent of the FAA’s SWIM functionality. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

With collaborative situational awareness tools available to the FAA, DoD and DHS, decision making for flights will 

be done efficiently and with more precise timing. This will greatly enhance the communication needed to handle 

future Unmanned Aircraft flights and the projected increase in air travel. 

 

Program Plans FY 2014 – Performance Output Goals 

 Report on validation of requirements for mobile applications for SWIM to support non safety-critical ATM 

functions, 

 Report on validation of requirements of SOA-to-SOA interchange for interagency network and information 

exchange. Agencies such as DoD and DHS have SOA environment, this work will explore the requirements to 

connect and exchange information. 

Program Plans FY 2015 – Performance Output Goals 

 Develop a concept of use document for joint agency information sharing for operational training scenarios in 

NAS airspace. 

Program Plans FY 2016 – Performance Output Goals 

 Prepare an evaluation report on identity/access management infrastructure for joint agency information sharing. 

Program Plans FY 2017 – Performance Output Goals 

 Develop a prototype a joint agency framework for common computer language information sharing. 

Program Plans FY 2018 – Performance Output Goals 

 Prepare a report evaluating the sharing of enhanced operational data products between FAA and other agencies. 

H, System Development – Information Management, G05M.03-01 

Program Description 

The Information Management Program addresses issues that arise when an agency moves from managing and 

sharing information in a legacy environment, which is controlled through a physical connection into a network 

environment, which only requires a simple subscription. Recent experience in sharing surface data information with 

users in the new service-oriented architecture approach highlighted the need to move from data sharing to full 

information management. This includes allocating information service by type and amount needed based on a 

business case analysis, establishing performance requirements for the delivery of the information and monitoring 

performance, establishing common protocols and standards across classes of information, and establishing the 

governance of how and when the information is provided. Information management is necessary to ensure the 

efficient use of FTI and SWIM as conduits of information. 

The research on Information Management will identify the shortfalls in moving from data sharing to a network 

environment including: governance and evaluation techniques, criteria for managing standards, and performance 

monitoring techniques and policies to ensure compliance. After this analysis is complete, the activities will shift to 

development and implementation of the required capabilities and governance. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

The goal is to ensure that in the transformation to NextGen, the necessary and required information sharing to 

improve situational awareness are provided with guaranteed performance. Implementation of Information 

Management will allow information to be shared at a level of service that will enable the NAS to more efficiently 

manage NAS resources to optimize capacity in the system. Achieving capacity goals requires increased sharing of 

data with guaranteed delivery and performance. To assure this delivery is cost effective within the evolving SWIM 

environment, the agency needs to migrate data sharing from a matter of access and authorization into well-defined 

management of data as information. 

Program Plans FY 2014 – Performance Output Goals 

 Complete Concept of Use Document for Information Management and governance. 

 Complete Information Management Functional Description document. 

 Develop responsibility matrix for information publishing. 

Program Plans FY 2015 – Performance Output Goals 

 Complete analysis and allocate the responsibility for publishing additional sets of information that may be 

required by most sophisticated users. 

 Develop Information Management Governance standards. 

Program Plans FY 2016-2018 – Performance Output Goals 

 Complete report on performance monitoring methods to ensure delivery of agreed service performance. 

 Develop and implement performance monitoring. 

 Complete common information protocols and standards documentation. 

X, Capacity Management – Dynamic Airspace, G05A.04-01 

Program Description 

CATM – Capacity Management – Dynamic Airspace will provide the tools to air traffic managers to reconfigure 

airspace to expand or contract air traffic control sectors to match the overall level of activity in the facility’s airspace 

and to dynamically deactivate restrictions on travel through designated areas. The Airspace Resource Management 

System (ARMS) will provide the tools for controlling the reconfiguration of the NextGen networked 

communications infrastructure in response to an operational requirement for reconfigurable airspace. 

It is expected that airspace reconfiguration will be flexible, so that it can be applied across time horizons of varying 

scale – from year to month to day to hours. It will allow adjacent areas within a facility and adjacent facilities to 

transfer airspace when that would improve efficiency of operations, especially when faced with major constraints 

such as weather. The capability also provides a robust business continuity function. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Dynamic Airspace and ARMS will allow traffic managers to optimize the airspace configuration across the NAS to 

maximize capacity of workload-constrained airspace while addressing weather and Special Use Airspace (SUA). 

Program Plans FY 2014-2016 – Performance Output Goals 

 None. 

Program Plans FY 2017 – Performance Output Goals 

 Prepare case study of spectrum coverage and implementation analysis. 

 Prepare documentation of voice switch requirements. 

 Prepare operational study evaluating processes for moving sector boundaries and airspace configurations. 

 Develop documentation for information loading of new airspace frequency plan into ERAM. 

 Develop documentation of adaptation requirements for surveillance, flight plan posting, etc. 

 Develop operational requirements for implementing Dynamic Spectrum coverage for communication. 

Program Plans FY 2018 – Performance Output Goals 

 Update documentation of adaptation requirements for surveillance, flight plan posting, etc. 

 Update requirements documentation for radio spectrum coverage. 

 Prepare operational study analyzing the reallocation for flight information for airspace among the position of an 

ARTCC. 

 Develop Concept of Use for Dynamic Airspace Management infrastructure. 

 Develop initial interface requirements. 

1A12, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – FLEXIBLE TERMINAL 

AND AIRPORTS* 

FY 2014 Request $15.0M 

 A, Separation Management – Wake Turbulence Mitigation for Departures (WTMD), G06A.01-01 

 B, Separation Management – Wake Turbulence Mitigation for Arrivals (WTMA), G06A.01-02 

 C, Separation Management – Approaches, Ground Based Augmentation System, G06N.01-01 

 D, Separation Management – Closely Spaced Parallel Runway Operations, G06N.01-02 

 E, Separation Management – Approaches, NextGen Navigation Initiatives, G06N.01-03 

 F, Separation Management – Alternative Positioning Navigation and Timing (APNT), G06N.01-06 

 X, Surface/Tower/Terminal Systems Engineering, G06A.02-01 

A, Separation Management – Wake Turbulence Mitigation for Departures (WTMD), 

G06A.01-01 

Program Description 

The Wake Turbulence Mitigation for Departures (WTMD) project will place a decision support tool into FAA air 

traffic control towers (ATCTs) to allow more efficient use of an airport’s closely spaced parallel runways for aircraft 

departure operations by determining when wake turbulence effects on adjacent runways are diminished. WTMD 
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Fiscal Years 2014-2018 Activity 1 

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applies NASA research along with Massachusetts Institute of Technology Lincoln Laboratory (MIT/LL) software 

algorithms to process both surface wind observations and forecast winds aloft, in determining when favorable 

crosswinds exist in relation to an airport’s Closely Spaced Parallel Runways (CSPR). WTMD alerts ATCTs when 

these favorable meteorological conditions would allow reduced departure spacing. The ATCT personnel use 

WTMD inputs and other existing operational decision aids to decide if and when to reduce departure spacing. 

WTMD also provides alarms when such favorable crosswind conditions cease to exist. Reduced spacing on 

departure yields significant improvements in use of available departure capacity at airports with CSPRs. Ten of the 

30 busiest U.S. airports are candidates for WTMD, based on potential capacity benefit for those airports. Benefits 

from the use of WTMD range between 2 to 8 more departures per hour, depending on weather, departure demand 

and fleet mix in the runway departure queue. 

The WTMD project is a multi-year development project that in Phase 1 has developed and built the WTMD 

Operational Demonstration stand-alone systems. WTMD has been installed at Houston George Bush International 

Airport (IAH) and San Francisco International Airport (SFO) and will be installed later in FY 2013 at Memphis 

International Airport (MEM). The demonstration period at all three airports will be for a minimum of one year 

operational evaluation. This then completes the WTMD project Phase 1. If the WTMD evaluations at IAH, MEM 

and SFO indicate that the WTMD does deliver the expected departure capacity increase for these airports, the 

second and final stage of WTMD development and implementation (WTMD project Phase 2) will be proposed for 

implementing WTMD at the remaining seven candidate airports which are Boston (BOS), Detroit (DTW), Newark 

(ERW), Miami (MIA), Philadelphia (PHL), St. Louis (STL), and Seattle (SEA). A JRC decision on Phase 2 is 

planned to occur in FY 2013. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

This project implements a technology based solution that will allow reduction of the required wake mitigation 

separation for aircraft departing on an airport’s closely spaced parallel runways. When the runway crosswind is 

favorable, WTMD will allow waiving the 2 or 3 minute wake mitigation departure delay imposed on aircraft that are 

departing after a Boeing 757 or “heavy” wake category aircraft takes off from the adjacent CSPR. This provides 2 

to 8 more departures per hour for an airport that uses its closely spaced parallel runways for departures and has a 

significant percentage of Boeing 757 and “Heavy” aircraft departure demand. The project will allow airports to 

have an incremental increased departure capacity without having to invest in runway or taxiway expansions. FAA 

and air carrier analyses have projected that even 2 more departures per hour at an airport will have a beneficial 

cascading effect during periods of heavy demand at the airport by reducing the time aircraft (and passengers) spend 

in the runway departure queue and by reducing the missed connections at the next airport. WTMD is also one of the 

first NextGen tools using weather information (in this case airport winds – actual and predicted) to provide enhanced 

capacity efficient air traffic control services. Results from the WTMD development can be used in subsequent 

NextGen era air traffic control decision support tools to service more flights into and out of capacity constrained 

airports and associated airspace. 

Program Plans FY 2014 – Performance Output Goals 

 Provide engineering support of WTMD Operational Demonstrations at Intercontinental/Houston Airport (IAH), 

Memphis International Airport (MEM), San Francisco International Airport (SFO) and additional airports that 

receive the WTMD capability. 

 Conduct MEM airport’s one year WTMD Operational Demonstration. 

 Conduct SFO airport’s one year WTMD Operational Demonstration. 

 Assess system performance with new gridded wind product and identify changes to wind forecast algorithm that 

will safely enhance availability of reduced separation operations. 

 Conduct airspace analyses for airports that are candidates for receiving the WTMD capability. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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 Develop implementation waterfall and service life cycle options. 

 Further deployment of WTMD depending on JRC decision. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

B, Separation Management – Wake Turbulence Mitigation for Arrivals (WTMA), 

G06A.01-02 

Program Description 

This program will evaluate air traffic control wake separation decision support tool capabilities and associated 

prototypes as possible enablers to safely meet the predicted NextGen demand for capacity to handle additional 

flights in the nation’s air transportation system. If the capabilities demonstrated by the prototypes are evaluated to 

be beneficial and are incorporated into the terminal automation systems, more flights can be accommodated by 

existing airport runways and in the existing airspace due to safely reducing the required wake mitigation separations 

between aircraft. This program is taking the results of technology research and development and new wake 

separation concept modeling and simulation efforts and evaluating concept feasibility prototypes for flight safety 

and impact on the NAS capability for meeting the demand for more flights. 

Evaluation of the Wake Turbulence Mitigation for Arrivals (WTMA) capabilities will continue and requirements for 

implementation will be developed. The WTMA procedures would be used by controllers in reducing wake 

separations imposed on aircraft following behind Boeing 757 or Heavy wake category aircraft when landing on an 

airport’s set of closely spaced parallel runways (CSPR) (runways less than 2500 feet apart). 

This project will complete an adaptation of the Advanced Terminal Proximity Alert (ATPA) decision support tool to 

provide controller’s a visual display of the required wake mitigation minimum separations to be applied during of 

WTMA-Procedural (WTMA-P) operations. WTMA-Procedural (WTMA-P) allows reduced wake separations to be 

applied during instrument landing operations at airports that meet certain CSPR layout criteria. 

The WTMA capabilities, when implemented, will provide an economic boost to the nation’s aviation system by 

restoring part of the airport landing capacity lost when an airport has to change its operation from visual approach 

operations to instrument approach operations and apply its attendant required wake mitigation separation minima 

between landing aircraft. High level analyses have indicated that the current air traffic control wake mitigation 

separations process, aided by technology, can be more capacity efficient while at the same time remain safe. It is 

expected that the project’s WTMA evaluation and requirements development products will allow a rapid integration 

of the WTMA capability into the NextGen era FAA automation platforms. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

The procedures and technology evaluated by this project will reduce the gap between an airport’s visual operations 

landing capacity and its instrument operations landing capacity. The WTMA decision support tool capability would 

allow controllers to use diagonal dependent wake separations during instrument approach operations to an airport’s 

closely spaced parallel runways in all wind conditions at some airports and at many other airports when the decision 

support tool is enhanced to factor in favorable crosswinds. – resulting in 8 to 10 more CSPR landings (depending on 

fleet mix) per hour than the airports can currently achieve during instrument operating conditions. The WTMA 

incremental capacity improvement can be achieved without any changes to the aircraft fleet’s equipage and has a 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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compounding beneficial flight delay reduction effect when weather conditions would otherwise have more severely 

cut an airport’s capacity to accept flights. 

Program Plans FY 2014 – Performance Output Goals 

 Complete and submit the WTMA-Procedural (WTMA-P) Safety Risk Management Document (SRMD). 

 Complete adaptation changes to ATPA software for the candidate airport and obtain approval to use 

operationally at the candidate airport. 

 Complete development of WTMA-P training package for candidate airport. 

 Conduct operational demonstration of the WTMA-P procedure and associated modifications to ATPA software 

at the candidate airport. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

C, Separation Management – Approaches, Ground Based Augmentation System, G06N.01-

01 

Program Description 

The Ground Based Augmentation System (GBAS) augments the current Global Positioning System (GPS) service 

for terminal, non-precision and precision approaches in the NAS. GBAS is a cost effective alternative to Instrument 

Landing Systems (ILS) for Category II/III operations because a single device can serve an entire airport versus 

multiple ILS facilities (one at each runway end). GBAS will eliminate the need to install ILS localizers; however, 

approach lighting systems would still be required. The GBAS determines a correction to the GPS signal and that 

correction is transmitted for use by aircraft instrumentation to ensure the accuracy necessary for guidance to a 

runway end during limited visibility conditions. 

GBAS is a component of the FAA plan to transition from a ground-based navigation and landing system to a 

satellite-based navigation system. The Local Area Augmentation System (LAAS) is the United States version of 

internationally accepted standards for Ground Based Augmentation System (GBAS) Category I (GBAS Approach 

Service Type C, GAST-C) services. 

The worldwide community has adopted GBAS as the official term for this type of navigation system. GBAS is a 

ground-based augmentation to GPS that focuses its service on the airport area (approximately a 20-30 mile radius) 

for precision approach, departure procedures, and terminal area operations. GBAS is intended as an alternative to 

ILS with technical, operational, and maintenance advantages over ILS. However, because GBAS is GPS dependent, 

it cannot be utilized as the sole means for approaches and navigation therefore backup systems will be required. 

A GBAS Category I design, the Honeywell SLS-4000, has been approved and design upgrades for radio frequency 

interference (RFI) mitigation are being tested at Newark. Currently a Category III Satellite Navigation (SATNAV) 

solution is still desired worldwide leading to the development of International Civil Aviation Organization (ICAO) 

standards for Category III GBAS, which have been published and are in the validation phase. The FAA work in this 

program builds on the Category I design and experience from that program will be used to validate the ICAO GBAS 

Category III requirements. The goal of this project is to support commercial development of a prototype of a 

Category III GBAS capability (GBAS Approach Service Type D, GAST-D) for validation testing with an option for 

the vendor to seek a Category III non-federal approval using the developed baseline. The Department of Defense 

(DoD) also plans to implement GBAS Technology in their Joint Precision Approach and Landing System (JPALS) 

program. Civil interoperability is a "Key Performance Parameter" to this DoD system. The FAA will support DoD 

developments, facilitating technology transfer as applicable. 

An FAA-owned GBAS (SLS-4000) installed in Atlantic City International Airport (ACY) will continue to be used 

as an interim platform to develop and validate Category III requirements under this project. This program will 

support activities necessary to complete the required integrity reviews and produce documentation describing the 

results. Also, the program will conduct specialized research and development activities to address GPS degradation 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

75

due to Radio Frequency Interference (RFI) issues that were identified in the implementation of a non-Fed LAAS 

(GBAS Cat III systems predecessor). In addition, the program will identify and address GBAS development risks, 

refine system and ground station requirements, and investigate potential development and procurement alternative 

architecture opportunities to provide future GNSS Category II/III services. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

GBAS will allow for increased flexibility in the Terminal Area by eliminating the capacity constraint due to ILS 

critical area limitations and thus reducing arrival and taxi delays. Future enhancements to GBAS when combined 

with surveillance, may allow for reduced aircraft separation in all weather conditions. Similarly, once the capability 

has been validated, GBAS will eventually be able to provide navigation guidance for continuous descent approaches 

and curved-segmented approaches in extremely low visibility conditions. In addition, GBAS will allow for 

increased access by allowing airports to operate in low visibility conditions where there is not sufficient demand for 

ILS or sites where an ILS installation is not possible due to location specific restrictions such as terrain. 

Program Plans FY 2014 – Performance Output Goals 

 Provide engineering analysis reports for Category III landing approach requirements to support commercial 

prototype development contracts. 

 Provide approval documents for commercial system design. 

 Complete validation of compliance with the International Civil Aviation Organization (ICAO) Standards and 

Recommended Practices (SARPS) for the GBAS Category III system. 

 Complete requirements development of GBAS Approach Service Type D (GAST-D). 

 Complete Standards and Recommended Practices (SARPs) validation activities for GAST-D design 

modification to address impact of local GPS RFI. 

 Conduct assessments and flight test support of CAT I non-Federal GBAS systems, to gain operational 

experience for CAT III GBAS. 

Program Plans FY 2015 – Performance Output Goals 

 Complete initial documentation for GBAS System Design Approval (SDA) for GAST-D. 

 Complete data collection and analysis of CAT I non Federal GBAS systems for proof of concept of Cat III 

GBAS. 

Program Plans FY 2016 – Performance Output Goals 

 Complete GBAS SDA activities for GAST-D. 

 Conduct initial studies for Cat III multi-constellation GNSS interoperability and requirements formulation. 

Program Plans FY 2017 – Performance Output Goals 

 Complete studies for Cat III multi-constellation GNSS interoperability and requirements formulation. 

Program Plans FY 2018 – Performance Output Goals 

 Conduct studies for Cat III multi-frequency GNSS interoperability and requirements formulation. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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D, Separation Management – Closely Spaced Parallel Runway Operations, G06N.01-02 

Program Description 

Closely Spaced Parallel Operations (CSPO), which refers to the simultaneous approaches of aircraft pairs to airports 

with parallel and multiple parallel runways that are closely spaced (runways that are closer than 4300 feet), has been 

implemented at several Metroplex airports to meet the increased demand. Independent CSPO operations provide the 

maximum capacity increase while weather conditions are less than visual. But, if High Update Rate (HUR) 

surveillance is used in conjunction with CSPO, these operations can be used when the runway separation is 3400 

feet, or in some cases, 3000 feet if one of the approaches is offset from the opposite parallel approach path. In 

comparison, separation standards for dependent runway operations (separation standards used for a single runway 

apply) can be used when runways are separated by 2500 feet or less at a limited number of airports having approval 

for dependent staggered approaches under specific restrictions. Instrument Meteorological Conditions (IMC) can 

reduce the airport arrival rate for dependent runway operations by half since aircraft are scheduled on the 

assumption of good weather and cleared or released based upon current and forecasted weather. Dependent CSPO 

under IMC conditions cause delays and increase aircraft operating costs. 

The CSPO program will accelerate activities to provide increased arrival, departure and taxi operations to airports 

with closely spaced parallel runways in Instrument Meteorological Conditions (IMC). CSPO will develop the 

performance requirements that enable the implementation of innovative procedures, tools and/or controller/pilot aids 

that increase capacity at airports utilizing multiple independent and dependent operations. This initiative will 

enhance procedures that allow dependent operations to closely spaced parallel runways or converging approaches to 

runways closer than 2500 feet, as well as supporting independent operations to parallel runways between 2500 feet 

and 4300 feet. Furthermore, CSPO will identify potential alternatives for meeting functional requirements such as 

the application of existing and new technologies to current standards, reevaluation of the applicability of the blunder 

model assumptions and the use of the model on risk assessments, the application of emerging NextGen technologies 

to current standards, and the development of new standards to facilitate NextGen applications. 

The research funded by this program is directed towards providing the aircrew with a monitoring capability that 

mimics the visual monitoring the aircrew uses to self-separate from other aircraft and obstacles, as allowed in Visual 

Meteorological Conditions (VMC) operations. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

CSPO research is focused on finding safe ways to recover lost capacity induced by the current aircraft-to-aircraft 

separation procedures required for simultaneous Instrument Meteorological Conditions (IMC) operations to closely 

spaced parallel runways. The goal of CSPO analysis is to maintain arrival rates regardless of weather conditions 

(IMC vs VMC). It is expected IMC arrival rates will be close to VMC rates. Some airports may increase arrival 

rates by as much as 6 to 12 operations per hour, though benefits will vary based on local operations and procedures. 

Program Plans FY 2014 – Performance Output Goals 

 Acquire High Update Rate (HUR) Surveillance Data for future analysis with closely spaced parallel operations. 

 Develop departure concepts for paired aircraft. 

 Prepare engineering analysis based on fast-time simulations for triple approaches or operations using three 

closely spaced parallel runways. 

 Prepare documentation to revise dependent stagger distances from 1.5nm to 1.0nm for aircraft approaches. 

 Complete document analyzing Automatic Dependent Surveillance Broadcast (ADS-B) systems application to 

closely spaced parallel operations. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Program Plans FY 2015 – Performance Output Goals 

 Complete site-specific evaluation report for candidate site with the goal of performing fast-time simulations and 

collecting data via two data collection events (one in the lab and the other on-site). 

 Complete enhancements and upgrades to the Modeling and Simulation Tool Suite. 

 Complete report analyzing and supporting the implementation of the 3400 feet stagger and 3000 feet offset 

approach standards. 

 Finalize Simplified Aircraft-Based Paired Approach (SAPA) Algorithm. 

 Perform Human-in-the-Loop (HITL) simulations using algorithms developed for SAPA. 

Program Plans FY 2016 – Performance Output Goals 

 Complete enhancements to the CSPO blunder model. 

 Complete report analyzing the SAPA concept. 

 Complete development of Timed Paired Departure concepts. 

 Conduct Timed Paired Departure Site-Specific Evaluation at a candidate site. 

Program Plans FY 2017 – Performance Output Goals 

 Conduct human-in-the-loop simulations of paired departure and SAPA concepts. 

 Finalize analysis of paired approaches to CAT I minima. 

 Support the implementation of paired approaches to CAT I approach minima at applicable airports (e.g. safety 

reviews and publishing orders). 

 Finalize analysis of the Timed Paired Departure Concept. 

Program Plans FY 2018 – Performance Output Goals 

 Finalize analysis of SAPA concept for paired approaches to CAT II/III approach minima. 

 Support the implementation of paired approaches to CAT II/III approach minima at applicable airports (e.g. 

safety reviews and publishing orders). 

 Support the implementation of Paired Departures at applicable airports (e.g. safety reviews and publishing 

orders). 

E, Separation Management – Approaches, NextGen Navigation Initiatives, G06N.01-03 

Program Description 

This program supports the NextGen goal to increase capacity of the NAS. It is laying the foundation to increase and 

improve use of area Navigation (RNAV) using Distance Measuring Equipment (DME) in the terminal domain, 

improve situational awareness on the airport surface, especially during low visibility, and develop requirements to 

move difficult new NextGen navigation initiatives forward. The two main program elements address each of these 

areas. 

Terminal RNAV DME-DME: 

This activity supports terminal RNAV through use of DME-DME (use of 2 or more distance measuring navigational 

aids) down to 2000 feet above ground level (AGL) and potentially to the Final Approach Fix (FAF), with and 

without the need for an inertial reference unit (IRU) in the aircraft. The success of this work will allow expansion of 

NextGen RNAV benefits to properly equipped aircraft other than air carriers and high end business jets. Current 

research and testing may lead to significant changes to the National Standard for DME usage within the United 

States, last updated in 1982, as well as associated FAA Orders. Implementing DME-DME RNAV requires a caseby-case analysis on each runway to determine if Expanded Service Volumes (ESVs) are feasible and plan how to 

implement them. The results of the work under this initiative could lead to a future service volume that is larger 

than the currently desired ESV as the new Standard Service Volume (SSV) throughout the NAS. This could be 

achieved by a standalone DME that could also aide in the VOR discontinuance effort. Research and testing is 

focused on determining the technical issues that are required to allow for DME-DME RNAV without IRU. This 

leads to a future where a greater number of operational aircraft can take advantage of RNAV beyond the major 

carriers. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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NextGen Navigation Support: 

This activity focuses on systems engineering support for new and advanced NextGen navigational concepts. This 

effort will provide requirements development to integrate and align development activities with tactical and strategic 

goals. Requirement definition is needed to support development of Enhanced Flight Vision Systems (EFVS) and the 

Enhanced Low Visibility Operations (ELVO) capabilities considering the impact of LED technology. This activity 

will also examine methods to provide improved pilot situational awareness resulting in safe surface operations 

during high traffic density and complex airport layout conditions. This activity would identify the navigation 

requirements for the aircraft to support the new Surface Movement Guidance Control System (SMGCS) Order 

recently published in August, 2012. Other activities include analysis for operational use of advanced technologies 

such as Wide Area Augmentation System (WAAS). 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

This program supports the increased capacity goal by enabling an: 

 Greater number of users to utilize Performance Based Navigation; and 

 Greater throughput through increased surface navigation capability and situational awareness. 

Program Plans FY 2014 – Performance Output Goals 

Terminal RNAV DME-DME: 

 Finalize and coordinate changes to National Standard (1982) for DME usage. 

 Accomplish all testing necessary for NAS implementation of DME/DME RNAV without IRU. 

 Complete implementation and training plan for NAS operations using DME/DME RNAV without IRU. 

NextGen Navigation Support: 

 Complete analysis into obtaining lower minima for satellite-based approaches, that is, ELVO 1800 feet RVR 

minimums for WAAS. 

 Complete report investigating sensor issues for Enhanced Flight Vision Systems (EFVS), Enhanced Vision 

Systems (EVS), and Synthetic Vision Systems (SVS). 

 Prepare report identifying issues associated with the upcoming Surface Movement Guidance Control System 

(SMGCS) Order for the NAS. 

 Develop integrated schedule for all activities, including F&E and O&M. 

Program Plans FY 2015 – Performance Output Goals 

Terminal RNAV DME-DME: 

 Work coordination to move stand-alone DME into NAS operations to include Agency position on increased 

Class B airspace, implementation and acquisition strategy proposal for regional and/or NAS-wide. 

NextGen Navigation Support: 

 Move ELVO Phase III work tying SMCGS and surface control to include at least SMGCS strategies and plans 

for NAS, concept requirements definition documentation, and impact to operations assessment. 

 Develop white paper addressing alignment of strategic and tactical issues associated with NextGen navigational 

challenges. 

 

Program Plans FY 2016-2018 – Performance Output Goals 

Terminal RNAV DME-DME: 

 Work coordination to move stand-alone DME into NAS operations. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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NextGen Navigation Support: 

 Move ELVO Phase III work tying SMCGS and surface control. 

 Develop Action Plan and work activities based on identified need through 2016 analysis. 

 Show results of Action Plan based on performance metrics. 

 Publish final requirements and guidance report for ELVO Phase III SMCGS and surface control. 

 Complete any AMS and pre-implementation work required associated with operations implementation already 

achieved, similar to ELVO Phase II. 

 Complete actions per the integrated plan. 

 Prepare final report on alignment of strategic and tactical issues associated with NextGen navigational 

challenges. 

F, Separation Management – Alternative Positioning Navigation and Timing (APNT), 

G06N.01-06 

Program Description 

The Separation Management – Alternative Positioning, Navigation, and Timing (APNT) project is investigating 

alternatives for providing a back up for Global Positioning System (GPS)-based position, navigation, and timing 

(PNT) services. GPS PNT services are the enablers of performance-based navigation (PBN) and Automatic 

Dependent Surveillance – Broadcast (ADS-B) services that, in turn, enable Trajectory-Based Operations (TBO), 

area navigation (RNAV), Required Navigation Performance (RNP), and other NextGen improvements. National 

Policy (PPD-21/HSPD-7/NSPD-39) requires the FAA to provide a backup in the event of a GPS interference event 

or outage to maintain safety and security and preclude significant economic impact. NextGen APNT will provide a 

means for users to seamlessly continue RNAV and RNP operations to a safe landing and support critical Air Traffic 

Management (ATM) services during periods when Global Navigation Satellite Systems (GNSS) services are 

unavailable. 

 

The FAA currently relies on aging legacy systems for GNSS alternative navigation. Existing systems, consisting of 

Very High Frequency Omnidirectional Range (VOR), Distance Measuring Equipment (DME) and Tactical Air 

Navigation (TACAN), do not fully support RNAV and RNP or Trajectory Based Operation. The NextGen APNT 

will explore the full range of alternatives to provide the NAS with a GPS independent backup solution to support 

performance based navigation. 

The APNT program will conduct engineering analysis and standards development to identify technical and 

operational alternatives based on a concept of operations that will ensure that the services it provides will be 

equivalent or near-equivalent to that provided by GNSS. The APNT program will follow the FAA's AMS process 

to develop products including a shortfall analysis, functional analysis, operational safety assessments, requirements, 

range of alternatives, and cost estimates. The process will yield the best alternative for ensuring the support of 

NextGen operational improvements during a GNSS outage. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

This program supports maintaining operational availability of the NAS by ensuring PNT services remain available 

during GNSS outages. The APNT strategy is consistent with Destination 2025, the NextGen Implementation Plan 

and FAA Strategic Goals 1 and 2 for increased safety and capacity, respectfully. Pilots, dispatchers, and controllers 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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will all benefit from the availability of APNT services. Specifically, pilots will be able to utilize the availability of 

aircraft position, navigation, and timing services during GPS outage. This will avoid inefficiencies for the pilot by 

eliminating an operational transition from performance-based to conventional VHF Omni-directional Range (VOR) 

based navigation. Furthermore, aircraft dispatchers will preserve the ability to continue to schedule operations and 

to choose preferred trajectories during a GPS outage. Controllers in conjunction with automation improvements will 

be able to manage separation services and continue performance-based operations during the loss of GPS. 

Program Plans FY 2014 – Performance Output Goals 

 Develop requirements document for accuracy; integrity; availability; continuity; Time to Alarm (TTA); security 

technology; and common time reference for alternatives’ assessment. 

 Award feasibility study contract(s) to develop and test prototypes for all alternatives. 

 Develop Enterprise Architecture products including: High-Level Operational Concept, Operational Activity 

Model, Operational Event-Trace Description, System Functionality Description, Overview and Summary 

Information, and Integrated Dictionary. 

 Develop and provide documentation for the Investment Analysis Plan. 

 Develop Specialty Engineering Assessments including spectrum and signal analysis, human, and environmental 

factors. 

 Develop safety risk management strategies and documentation. 

 Complete cost estimate and preliminary benefit analysis for Investment Analysis Readiness Decision. 

 Finalize Enterprise Architecture Products. 

 Achieve Investment Analysis Readiness Decision (IARD). 

Program Plans FY 2015 – Performance Output Goals 

 Prepare initial Program Requirements Document. 

 Prepare initial Business Case documentation. 

 Prepare initial Implementation Strategy and Planning Document. 

 Prepare final Investment Analysis Plan. 

 Prepare document analyzing potential candidate solutions. 

 Achieve Initial Investment Decision (IID). 

Program Plans FY 2016 – Performance Output Goals 

 Prepare Business Case with stakeholder involvement. 

 Prepare finalized detailed program requirements. 

 Prepare validated range of alternatives. 

 Prepare Risk Assessment and potential mitigations. 

 Prepare program budget profile. 

 Prepare acquisition program baseline. 

 Achieve Final Investment Decision (FID). 

Program Plans FY 2017 – Performance Output Goals 

 Award contract for implementation of approved solution. 

 Complete key site implementation planning for initial operating capability. 

 Complete Operational Test Report. 

 Complete In-Service Review Checklist Status Review. 

 Finalize In-Service Decision Documentation. 

Program Plans FY 2018 – Performance Output Goals 

 Initiate an APNT implementation plan. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

81

X, Surface/Tower/Terminal Systems Engineering, G06A.02-01 

Program Description 

The Surface/Tower/Terminal Systems Engineering program is an early stage developmental program to refine and 

validate Terminal NextGen concepts for improving the efficiency of traffic flow in the terminal area. This program 

will reduce the risks inherent with introducing new technology and operational procedures using Systems 

Engineering analysis that examines the integrated use of techniques and equipment necessary to achieve these 

efficiencies. System engineering will consider the impact on the NAS architecture and the needed changes 

throughout the product development lifecycle for terminal systems. This program will create specific products for 

use by the Terminal Services organization as they develop the final system configuration. 

The Surface/Tower/Terminal Systems Engineering program will primarily identify issues relative to the proposed 

TRACON automation capabilities as part of a Safety Risk Management activity. The program will refine the 

definition of proposed concepts and validate them as viable necessary additions to the NAS. Concept engineering 

activities include analysis, evaluation, and assessments to develop and mature concepts for changes to Terminal / 

TRACON automation as well as identifying procedure changes needed to support automation change within the 

TRACON domain. The TRACON Automation Work Package has three primary areas of focus: 

 Evolution of terminal operations with an emphasis on TRACON airspace. 

 Analyzing near term benefits available from proposed changes. 

 NextGen concepts, plans and architecture to ensure terminal capabilities developed are in alignment with 

the NextGen vision. 

The activities conducted in support of TRACON Automation Work Package development will reduce technical risk, 

quantify benefits, support alternatives development, and identify safety concerns. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

The Surface/Tower/Terminal Systems Engineering project supports greater capacity by analyzing and evaluating 

concepts that support more efficient transfer of flight information including movement constraints to interconnected 

systems, facilities, controllers, pilots, and airport operators. This project will develop capabilities that will enable 

the Terminal domain to more efficiently balance arrivals, departures, and surface operations. The Terminal domain 

will be better able to sufficiently share or exchange data among the Terminal domain, other NAS domains, and NAS 

stakeholders that are involved in air traffic management decision making. 

Program Plans FY 2014 – Performance Output Goals 

 None. 

 

Program Plans FY 2015 – Performance Output Goals 

 Conduct terminal concept engineering and validation activities. 

 Update the Surface/Tower/Terminal Systems Engineering program requirements document. 

 Develop initial business case for the Surface/Tower/Terminal Systems Engineering program. 

 Develop initial implementation strategy and planning documents for the Surface/Tower/Terminal Systems 

Engineering program. 

 Develop a plan for the Surface/Tower/Terminal Systems Engineering program to go to final investment 

analysis. 

 Achieve Initial Investment Decision. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

82

Program Plans FY 2016 – Performance Output Goals 

 Construct acquisition program baseline for the Surface/Tower/Terminal Systems Engineering program. 

 Develop final Surface/Tower/Terminal Systems Engineering program requirements document. 

 Develop final business case for the Surface/Tower/Terminal Systems Engineering program. 

 Develop final implementation strategy and planning document for the Surface/Tower/Terminal Systems 

Engineering program. 

 Update enterprise architecture products and amendments. 

 Achieve Final Investment Decision. 

Program Plans FY 2017 – Performance Output Goals 

 Conduct analysis for TFDM capabilities not included in the core requirements. 

 Develop high level architecture and requirements for future TFDM capabilities. 

Program Plans FY 2018 – Performance Output Goals 

 Complete concept engineering and requirements definition of future TFDM enhancements. 

 Finalization and technology transfer of future TFDM enhancements. 

1A13, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – SYSTEM 

NETWORKED FACILITIES* 

FY 2014 Request $9.0M 

 A, Networked Facilities – Integration, Development and Operations Analysis Capability, G03M.02-01 

 B, Networked Facilities – Test Bed Demonstration, G03M.03-01 

A, Networked Facilities – Integration, Development and Operations Analysis Capability, 

G03M.02-01 

Program Description 

The NextGen Integration and Evaluation Capability (NIEC) supports the development, reconfiguration, and 

sustainment of a laboratory environment to assess NextGen technologies and concepts in an integrated and rapid 

prototyping environment. The NextGen concepts of operation and supporting technologies are not only 

sophisticated, but very complex. This laboratory allows early evaluations, concept development, and/or 

demonstrations in a real-time environment without being encumbered by the present structure of the NAS. 

The primary goal of NextGen is to address and meet the rapidly changing needs of the United States aviation 

industry. For example, NextGen breaks down the geographical boundaries that characterize air traffic control and 

leads to a more seamless view of traffic, organized not by geographically oriented sectors, but by aircraft 

trajectories. New infrastructure, automation, aircraft equipage, procedures, and regulations are designed to support 

this seamless operational concept which must evolve from a geographical focus to a broader air traffic management 

concept. It will be necessary to test the integration, development, and operations functions in a real-time and 

flexible environment to validate the broad framework of concepts, technologies, and systems introduced by 

NextGen. 

The NIEC has been designed with the intent to support the development, refinement and validation of NextGen from 

concept definition, to requirements maturity, to integration of NAS capabilities across the various NAS domains. As 

such, the NIEC infrastructure provides a flexible (e.g., researchers can select features to include in a project), 

extensible (e.g., additional hardware can be added as well as software/functionality), and reconfigurable 

environment (e.g., capabilities may reside in the NIEC or be networked in) to implement existing and new ATM 

systems, as well as to implement prototypes and capabilities, for the purpose of evaluating and demonstrating 

NextGen concepts. The requirements in this area will continue to grow as NextGen matures. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Key characteristics of the laboratory capability include: 

 A collocated display area to support Human-in-the-Loop simulations; 

 A real-time rapid prototyping and simulation environment that simulates the NAS while integrating 

NextGen enabling components; 

 A low-to-medium fidelity simulation environment; and 

 An integrated federal laboratory capability to support high fidelity simulations. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The integration, development, and operational analysis capability provides the support services, and software and 

hardware required to enhance and sustain the NextGen Integration and Evaluation Capability (NIEC) to conduct 

early proof of concept studies, rapid prototyping, validate and mature concepts, reduce risks, and improve 

operational performance across all NextGen solution sets. With the collocation of NIEC and the William J. Hughes 

Technical Center laboratories, each NextGen program need not establish and maintain separate laboratory facilities. 

It enables the FAA to evaluate concepts and programs that span more than one domain of the NAS and integrate 

NextGen solutions into the NAS. 

Research activities in the NIEC do not require a NAS change proposal and does not fund the acquisition program 

office when changes are required of the NAS system that is simulated in the NIEC. The NIEC has on staff computer 

programmers that can modify the FAA owned source code to add in the new functionality (i.e., increase DataComm 

messages, display new weather information or enhance data blocks). The researcher can conduct their research in 

the NIEC and get the results needed in a timelier and cheaper manner than using the FAA fielded system. The 

programming staff can often add new capabilities in days or weeks rather than the months or years it would take to 

get a NAS change proposal, contract modification, and have code written and tested by the vendor. It should be 

noted that the NIEC offers to the NextGen researcher a laboratory that is available and flexible when compared to 

scheduling other FAA laboratories that is mainly used for 2nd level maintenance support. Utilizing the NIEC for 

research purposes reduces the impact to the FAA’s operational milestones in the areas of test, implementation, and 

2nd level maintenance. This reduces the overall risks and cost to the FAA and helps critical NextGen programs 

maintain cost and schedule targets. This results in overall operational efficiency and cost savings to the FAA. 

Program Plans FY 2014 – Performance Output Goals 

 The NIEC facility will maintain a minimum of 80% up-time for customer availability. 

 Identify and install upgrades and enhancements to NIEC required to support NextGen research and 

development human-in-the-loop simulations, and proof of concept demonstrations for FY 2014. 

 Integrate Traffic Flow Management (TFM) Auxiliary Platform into the NIEC to support the NextGen studies 

such as the Mini Global Study. This will include the ability to manipulate information on the Traffic Situation 

Displays (TSDs) and to drive data to the Florida Test Bed. 

 Complete the Reconfigurable Cockpit Simulator technology refresh. 

Program Plans FY 2015 – Performance Output Goals 

 The NIEC facility will maintain a minimum of 80% up-time for customer availability. 

 Identify and install upgrades and enhancements to NIEC required to support NextGen research and 

development human-in-the-loop simulations, and proof of concept demonstrations for FY 2015. 

 Integration of the En Route Automation Modernization (ERAM) Evaluation System (EES) into the NIEC and 

the ability to use the EES for NIEC projects. 

 Identify and develop additional Traffic Management Unit (TMU) capabilities in the NIEC. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

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Program Plans FY 2016 – Performance Output Goals 

 The NIEC facility will maintain a minimum of 80% up-time for customer availability. 

 Identify and install upgrades and enhancements to NIEC required to support NextGen research and 

development human-in-the-loop simulations, and proof of concept demonstrations for FY 2016. 

 Enhance NIEC System Wide Information Management (SWIM) Segment 1 services to support emulated SWIM 

Implementation Programs in the NIEC. 

 Add a new aircraft model to the Reconfigurable Cockpit Simulator. 

Program Plans FY 2017 – Performance Output Goals 

 The NIEC facility will maintain a minimum of 80% up-time for customer availability. 

 Identify and install upgrades and enhancements to NIEC required to support NextGen research and 

development human-in-the-loop simulations, and proof of concept demonstrations for FY 2017. 

 Augment the Terminal capability in the NIEC with an Automated Safety Alerting Tool. 

Program Plans FY 2018 – Performance Output Goals 

 The NIEC facility will maintain a minimum of 80% up-time for customer availability. 

 Identify and install upgrades and enhancements to NIEC required to support NextGen research and 

development human-in-the-loop simulations, and proof of concept demonstrations for FY 2018. 

 Add a new aircraft model to the Reconfigurable Cockpit Simulator. 

B, Networked Facilities – Test Bed Demonstration, G03M.03-01 

Program Description 

The Florida NextGen Test Bed (FTB) provides a robust platform where early-stage NextGen concepts can be 

integrated, demonstrated, and evaluated. Partnerships with industry are key to the mission of the FTB, where 

industry, airlines, cargo carriers, other Air Navigation Service Providers (ANSPs) and academia have the 

opportunity to work in a joint effort with the FAA to help advance NextGen technologies. The site provides the 

FAA and industry an agile environment for the rapid integration of new and emerging technologies, prototypes and 

applications into existing or planned NAS systems. 

The FTB core infrastructure is architected and configured to enable remote connections with other FAA NextGen 

and industry partner sites to allow for multi-site demonstration capabilities. Through appropriate governance and 

oversight, the FTB provides the ability for industry to bring and integrate new concepts and technologies, maintain 

and sustain their systems at the FTB, and conduct ongoing activities. This unique approach promotes innovation 

from industry, encourages in-kind contributions and R&D investment, and leverages industry’s capabilities to 

provide cost savings to the FAA and help accelerate NextGen development. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The NextGen Test Bed provides a platform for new NextGen demonstrations to be quickly and efficiently conducted 

at an early stage without affecting NAS operations. This reduces risk and overall costs by enabling the FAA to 

evaluate the viability of these new technologies and concepts before making further investments and decisions on 

potential implementation in operations. In addition, the NextGen Test Bed approach of establishing partnerships 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

85

with industry promotes contributions and R&D investment from industry, and leverages industry’s capabilities, 

which provides cost avoidance to the FAA and helps to accelerate NextGen development. 

Program Plans FY 2014 – Performance Output Goals 

 Continue the integration of systems between remote FAA and Industry sites and leverage each other’s 

capabilities including the capabilities required to support global harmonization. 

 Establish core supporting services, including data archiving and data playback capabilities to support growing 

demonstration needs. 

 Install a Target Generation Facility (TGF) system in the FTB to provide simulated CONUS radar data services. 

 Enhance the System Wide Information Management (SWIM) system, NAS Enterprise Messaging System 

(NEMS), infrastructure to align with current SWIM program standards and support future NextGen studies. 

Program Plans FY 2015 – Performance Output Goals 

 Develop bi-directional communications between the ground and aircraft, for the exchange of information 

between ground systems and en-route aircraft to facilitate demonstration concepts. 

 Establish Airline Operation Center (AOC) flight planning, filing, and monitoring capabilities to augment airline 

operations capabilities. 

 Establish connectivity to Department of Defense (DoD) Defense Research and Engineering Network (DREN) 

to support inter-agency research activities. 

 Develop plan for FY 2016 FTB technology refresh. 

Program Plans FY 2016 – Performance Output Goals 

 Perform technology refresh of FTB systems and network equipment to support upcoming NextGen concepts 

and maintain reliability, improve performance, and ensure compatibility with current-day Commercial of the 

Shelf (COTS) systems. 

 Provide additional demonstration scenario development, validation, and analysis tools to facilitate NextGen 

Test Bed demonstrations. 

Program Plans FY 2017 – Performance Output Goals 

 Expand telecommunication infrastructure with increased bandwidth and data services to support additional live 

data streams to the FTB. 

 Expand virtual tower environment to enable Staffed NextGen Tower operational concepts and demonstration 

activities. 

 Review and update the Governance model, document, and associated agreements and supporting documents 

based on lessons learned. 

Program Plans FY 2018 – Performance Output Goals 

 Establish connection to Daytona Beach (DAB) airport tower to provide communication with FTB systems and 

support shadow operations. 

 Review and update FTB website and other outreach materials (brochures, etc.) to promote industry 

participation. 

1A14, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – FUTURE FACILITIES* 

FY 2014 Request $10.0M 

Networked Facilities – Future Facilities – Segment 1, Project 1, G03F.01-01 

Program Description 

The Future Facilities program office is responsible for planning, developing, and designing air traffic control 

facilities of the future. The scope of the Future Facilities Program is focused on the near-term goal of addressing 

facility challenges and air traffic delays in New York (NY). The New York metropolitan area accounts for up to 

46% of delays in the NAS. The FAA plans to integrate the NY TRACON (N90) and NY ARTCC (ZNY), and 

combine operations into an Integrated Control Facility (ICF) – NY ICF. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

86

The NextGen program benefits from redesigned air traffic control systems that are flexible, scalable, and easily 

maintained. FAA’s infrastructure, automation, equipage, procedures, and regulations must evolve from a 

geographical focus to support the seamless operational and broader air traffic management. Air traffic control 

facilities must be redesigned to accommodate new technologies and facilitate new operational approaches. 

The Future Facilities Program received an Initial Investment Decision (IID) on November 16, 2011. The program is 

currently developing a business case for the NY ICF and is actively working with the Airspace Redesign Office to 

determine the share of operational benefits realized by the integration of the New York area En Route and Terminal 

operations. The NY ICF will help the Agency take full advantage of the benefits of airspace redesign efforts, 

increase operational efficiencies, maintain or improve safety, and deliver an improved work environment for 

employees. 

The Future Facilities Program will continue to develop its Portfolio Level Agreements (PfLAs) with FAA’s interdependent programs, such as En Route Automation (ERAM), Advanced Technologies & Oceanic Procedures 

(ATOP), terminal automation replacement (TAMR), NAS Voice System, Power Systems, and other efforts to ensure 

that critical equipment is available for installation and testing at the new NY ICF. 

Site selection, land acquisition and the appropriation of funds for the building construction are required to enable the 

program to move forward. The funding presented in Appendix C assumes that the construction funds proposed in 

the FY 2014 President’s budget as part of the Immediate Transportation Initiative (ITI) are appropriated. Approval 

of the site selection is planned in 2014. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

The Future Facilities Program focuses on delivering an infrastructure that supports the transformation of air 

navigation service delivery unencumbered by legacy constraints. The program will provide for expanded services; 

service continuity; and optimal deployment and training of the workforce all supported by cost-effective and flexible 

systems for information sharing and back-up. Traffic will be assigned to facilities on both a long-term and daily 

basis with service continuity a foremost requirement. Business continuity will be built into the system to provide for 

a more resilient infrastructure, better contingency operations, and a higher degree of service. With these new 

infrastructure capabilities, the ability to efficiently handle current and future demand will be improved resulting in 

increased system capacity. 

Program Plans FY 2014 – Performance Output Goals 

 Conduct internal and external review of land appraisals. 

 Complete final site selection report. 

 Complete draft layout of operational floor configuration. 

Program Plans FY 2015 – Performance Output Goals 

 Complete land environmental assessment. 

 Complete land acquisition. 

Program Plans FY 2016 – Performance Output Goals 

 Complete facility design. 

 Complete site preparation and setup of utility infrastructure. 

 Award construction contract (dependent upon ITI). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

87

Program Plans FY 2017 – Performance Output Goals 

 Complete electronics engineering design. 

 Procure Prime Mission Equipment (PME). 

Program Plans FY 2018 – Performance Output Goals 

 Update operational transition plan. 

 Procure remaining PME. 

1A15, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – PERFORMANCE 

BASED NAVIGATION (PBN) – METROPLEX AREA NAVIGATION (RNAV)/REQUIRED 

NAVIGATION PERFORMANCE (RNP)* 

FY 2014 Request $32.2M 

 A, Collaborative ATM (CATM) – NextGen Performance Based Navigation (PBN) – Metroplex Area 

Navigation (RNAV)/Required Navigation Performance (RNP), G05N.01-01 

 B, Collaborative ATM (CATM) – NextGen Performance Based Navigation (PBN) – NAVLean, G05N.01-

02 

A, Collaborative ATM (CATM) – NextGen Performance Based Navigation (PBN) – 

Metroplex Area Navigation (RNAV)/Required Navigation Performance (RNP), G05N.01-

01 

Program Description 

NextGen Performance Based Navigation – Metroplex RNAV/Required Navigation Performance (RNP) will develop 

procedures at Metroplexes to improve airspace efficiency. The Airspace Optimization Group will begin integrated 

airspace design and associated activities, including traffic flow analysis, arrival and departure route design and 

procedures optimization. This will lay the framework for developing PBN initiatives. Airspace and procedure 

integration for Metroplexes allows: 

 examining use of additional transition access/egress points not tied to ground-based navigation aids; 

 concurrent development and implementation of arrival and departure procedures; 

 ensuring an integrated approach to optimizing procedures; 

 decoupling conflicting operations to and from primary and secondary/satellite airports serviced by the same 

complex terminal airspace; and 

 developing high altitude routes through congested airspace to create more efficient routes between major 

metropolitan areas. 

Implementation of RNAV and RNP routes and procedures will address the RTCA Task Force 5 recommendations, 

maximize benefits, and accelerate NextGen concepts. 

Optimization of Airspace and Procedures for Metroplexes (OAPM): 

Airspace Redesign and procedure development will target specific Metroplex areas that have been designated as 

high priority by criteria established by FAA with input from RTCA, through the use of quantitative and qualitative 

metrics. The current plan (study team through implementation) will address 13 Metroplex efforts. These can be 

unique Metroplex locations (e.g. North Texas with Dallas/Fort Worth (DFW), Dallas Love Field Airport (DAL), and 

other regional airports) or consolidated Metroplex locations (e.g. Central and Southern Florida Metroplexes 

(Orlando (MCO), Miami (MIA), Tampa (TPA), Palm Beach (PBI), Fort Lauderdale (FLL) and other regional 

airports) combined into a single effort to take advantage of overlapping areas of concern. This approach will begin 

in FY 2010 and will complete implementation at the selected locations by FY 2017. Study Teams’ results will guide 

the implementation of those improvements that have the highest benefits. Design work will include analyses and 

simulations, assessments of alternatives, and modeling of projected airspace and procedures benefits. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

88

Optimization of Airspace and Procedures in the Metroplex Waterfall with Phases Schedule. 

 Study and Scoping: The Study Phase is conducted by teams that identify issues and propose potential 

solutions through facility and industry interface meetings. Lead carriers will provide industry 

representatives. This phase will produce a set of conceptual designs, with a high-level assessment of 

benefits, costs, and risks. 

 Design and Procedure Development: The Design Phase creates the detailed Integrated Airspace and 

Procedures design work. The work conducted in this phase uses the results of the study teams and is 

conducted by a D&I team. Lead carriers will provide industry representatives. When appropriate and 

justified, on-site Human-in-the-Loop (HITL) simulations and other design analyses may be part of this 

phase. 

 Evaluation: The Evaluation Phase is conducted by the D&I team after design and procedure development. 

It includes all necessary operational modeling, safety management system (SMS) analyses, and 

environmental reviews. Lead carriers will provide industry representatives. If analyses are conducted 

during the Design Phase, they may be used for the Evaluation Phase. 

 Implementation and Training: The Implementation Phase is the last part of the OAPM process conducted 

by the D&I team. This phase includes all steps required for implementation of the OAPM project including 

flight inspections, publishing procedures, planning and executing training. Lead carriers will provide 

industry representatives. 

 Post Implementation Review and Modifications: The Post-Implementation Phase includes a review of the 

implemented airspace and procedures changes to determine if they have delivered desired benefits and/or 

caused other impacts. Modifications or refinements may be made to better achieve desired benefits or 

address unforeseen impacts. 

NextGen Safety: 

Changes to the NAS require safety analyses and documentation. Funding will be used to obtain support services 

from the Aviation Safety organization to review and approve the implementation of these new flight procedures. 

Safety inspectors, engineers and other safety staff will be needed to support RNAV and RNP approvals and the 

associated surveillance techniques to ensure pilots follow the procedures. Safety personnel will also update 

standards to be consistent with modern aircraft capabilities such as PBN operations utilizing a Dual Heads-Up 

Display (HUD). A contract will fund technical support and training material including course development, video 

production, maintenance of training equipment, and course implementation. 

 

Site 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q

DC DDDD EEEEE I I I I PP

No Tex DDDEEEEE I I I I PP

Houston S S D D EE I I I I PP

Charlotte S D D D E E E E E E I I I I PP

Atlanta SSDDDEEEEE I I I I PP

No Cal S DDDEEEEEE I I I I PP

So Cal S S DDDEE EEEE I I I I PP

Florida SS DDDEEEE I I I I PP

Phoenix SSDDDEEEEE I I I I PPP

Chicago SSDDDEEEEE I I I I PP

Memphis SS DDDD EEEE I I I I PP

Cleveland/Detroit S S DDDEEEEE I I I I PP

Boston SS DDDEEEEE I I I I PP

Key:

S Study

D Design

E Evaluate

I Implement

P Post-Eval

FY16

Western Service Area

FY11 FY12 FY13 FY17 FY18

Eastern Service Area

Central Service Area

FY14 FY15
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

89

Specific areas of work will include: 

 Study and implement improvements to separation standards for arrivals, departures, approaches, and en 

route operations in support of Metroplex operations and evolving PBN criteria. 

 Enhancements to PBN operations through improvements to low visibility operations using Enhanced Flight 

Vision System (EFVS), Synthetic Vision System (SVS), and Combined Vision System (CVS). 

 Provide safety risk analysis and studies, flight simulation and data collection for continued improvements 

to PBN operations. This will provide supporting data to update PBN instrument flight procedure criteria 

and guidance materials. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 1 – Optimize airspace and Performance Based navigation (PBN) procedures to 

improve efficiency an average of 10 percent across core airports by 2018. 

Relationship to Performance Metric 

Developing performance based navigation in Metroplex airspace will allow more efficient use of the airspace and 

increases in arrival and departure flows. 

Program Plans FY 2014 – Performance Output Goals 

Optimization of Airspace and Procedures for Metroplexes (OAPM): 

 Complete analysis and studies at two Metroplex locations. 

 Begin OAPM design work at two Metroplex locations. 

 Begin OAPM pre-implementation/evaluation activities at three Metroplex locations. 

NextGen Safety: 

 Evaluate evolving PBN operations including low visibility operations and determine if revised criteria or 

additional policy and guidance are needed. 

Program Plans FY 2015 – Performance Output Goals 

Optimization of Airspace and Procedures for Metroplexes (OAPM): 

 Completion of the Evaluation Phase at one Metroplex location. 

 Completion of Design and Procedure proposals for three Metroplex locations. 

 Completion of the Evaluation Phase at one Metroplex location. 

NextGen Safety: 

 Perform safety studies to validate criteria development. 

Program Plans FY 2016 – Performance Output Goals 

Optimization of Airspace and Procedures for Metroplexes (OAPM): 

 Completion of the Implementation Phase at three Metroplex locations. 

 Completion of the Evaluation Phase at two Metroplex locations. 

 Complete Post-Implementation and lessons learned evaluation resulting in a complete prioritization of sites for 

Phase two of OAPM. 

 Completion of Study Team Procedure proposals for one Metroplex locations. 

NextGen Safety: 

 Develop criteria, policy, and guidance. 

 Continue to evaluate PBN operations. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

90

Program Plans FY 2017 – Performance Output Goals 

Optimization of Airspace and Procedures for Metroplexes (OAPM): 

 Completion of the Implementation Phase at two Metroplex locations. 

 Completion of Study Team Procedure proposals for two Metroplex locations. 

 Completion of Design Team Procedure proposals for two Metroplex locations. 

NextGen Safety: 

 Issue revised criteria policy and guidance. 

 Perform safety studies to validate criteria development. 

Program Plans FY 2018 – Performance Output Goals 

Optimization of Airspace and Procedures for Metroplexes (OAPM): 

 Initiate the Post-implementation Phase at two Metroplex locations 

 Completion of Study Team Procedure proposals for two Metroplex locations. 

 Completion of Design Team Procedure proposals for two Metroplex locations. 

NextGen Safety: 

 Develop criteria, policy, and guidance. 

 Continue to evaluate PBN operations. 

B, Collaborative ATM (CATM) – NextGen Performance Based Navigation (PBN) – 

NAVLean, G05N.01-02 

Program Description 

The Navigation Procedures Implementation Plan (NAV Lean) was published in June, 2011, in response to the 

Navigation (NAV) Procedures Project Final Report, dated September 2010, containing 21 recommendations to 

streamline the Instrument Flight Procedures (IFP) development process. This program will facilitate 

implementation of the recommendations to include a streamlined version of the current core process (request, design 

and development, approval, implementation, and maintenance) for developing instrument flight procedures. It will 

also clarify the role of auxiliary processes, such as Safety Management System (SMS), environmental, and 

operational approval. The process will be better managed by having all IFP requests submitted through an 

authorized Web-based portal established as the official entry point into a system for processing, tracking, and 

managing the IFP development life cycle. 

NAV Lean will allow participants in the process to obtain up-to-date information concerning an IFP status, 

exchange information with other system users, and will provide an archive function and audit trail. This system will 

also serve as a gateway to the consolidated databases required for IFP design and development, applicable 

publications, and forms and templates. Consolidation and standardization of the databases will provide improved 

data integrity and improved process management. Use of this system will facilitate early screening of requests to 

ensure they are complete and have been assigned a priority, and it will provide transparency for users. It will also 

ensure that safety, airspace, operational approval, and environmental aspects are all considered early in the process. 

Use of this common portal will also facilitate the early recognition of potential requirements for new or modified 

criteria. 

NAV Lean Implementation of the future IFP process is expected to significantly reduce the average time required to 

implement IFPs and will position the FAA to meet the increased demand for instrument flight procedures that are 

the cornerstone for NextGen. Achieving this optimal future process and all of its benefits will require full 

implementation of all recommendations. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

91

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Measure 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

Nav Lean improved processes will result in better managed IFP requests which have been submitted through an 

authorized web-based portal established as the single entry point into a system for requesting, processing, tracking, 

and managing the IFP development life cycle. At least a 40% improvement in processing time is estimated and this 

high quality procedure development will enhance NextGen efforts. 

Program Plans FY 2014 – Performance Output Goals 

 Establish standardized databases with designated custodianship and data stewards. 

 Deliver data layer (data services) for Nav Lean subject areas. 

 Standardize software and data formats. 

 Support provision of a single set of data via web services in conjunction with other NAV Lean 

recommendations. 

 Develop and implement a secured technical solution for authentication and access point for external users. 

 Complete integration and implementation of Survey, Obstacles, and Navaids Authoritative Sources. 

 System development and testing phase of Airports, Points and Holding, Enroute, Departures, and Approaches 

Authoritative Sources. 

 Establish electronic process to allow abbreviated amendments for Standard Terminal Approach Routes 

(STARs). 

 Establish a Web-based Operations Approval Entry portal and a Web-based work package. 

 Establish and implement a Web-based request and access portal as the mandatory entry point for all IFP 

requests and/or inquiries. 

Program Plans FY 2015 – Performance Output Goals 

 Migrate National Airspace System Resource (NASR) functionality into AirNav 2.0. 

 Complete implementation of a secured technical solution for authentication and access point for external users. 

 Complete system development and testing of Airports, Points and Holding, Enroute, Departures, and 

Approaches Authoritative Sources. 

 Complete integration and implementation of Airports, Points and Holding, Enroute, Departures, and 

Approaches Authoritative Sources. 

 Complete Web based Request and Access Portal Testing and Implementation. 

 Complete Web based Request and Access Portal Stakeholder and User Training. 

 Standardize software and data formats that allow auto-population/extraction of data to produce, populate, and 

edit documents that are accessible to all parties for review. 

 Develop, implement, and ensure standards to electronically communicate, transfer, and integrate data among 

tools. 

Program Plans FY 2016-2018 – Performance Output Goals 

 None. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

92

1A16X, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – SAFETY, SECURITY 

AND ENVIRONMENT* 

FY 2014 Request $0.0M 

X, Security Integrated Tool Set (SITS), G07A.01-01 / X, Security Integrated Tool Set 

(SITS) – Work Package 1, G07A.01-02 

Program Description 

The Security Integrated Tool Set (SITS) is part of the NextGen. It is an automated system used to identify airborne 

security threats in the NAS and communicate that information to the appropriate information system or agency. It 

will collect data from several sources to determine the level of the security threat or, in the case of lost pilot or 

NORDO (no radio), whether it is a threat or not. It will collect data from several automation systems and be able to 

share it with agencies with a national security responsibility. This data will be provided to selected FAA users and 

to inter-agency defense and homeland security partners (e.g., Department of Defense, Transportation Security 

Agency, and Customs and Border Protection) through a secure network to allow real-time collaboration and a 

Common Operational Picture to monitor these threats, determine the threat level, and help to facilitate the 

operational response. 

The Security Integrated Tool Suite (SITS) is a suite of applications designed to provide integrated security solution 

support for Air Traffic Management (ATM) operations. SITS automation capabilities will integrate FAA and 

interagency systems to ensure seamless and effective delivery of capabilities. The FAA must ensure the SITS 

automation includes a robust ability for providing shared situational awareness (SSA), decision support (including 

risk analysis leveraging interagency resources), information sharing, automated threat detection, monitoring, and 

post-event analysis and playback. NextGen will see a substantial off-loading of routine tasks from the user to 

automation, so SITS must accommodate this approach while ensuring that there is a “human-in-the-loop” to make 

crucial security decisions when required. The NextGen environment will present new challenges because of the 

volume of information which needs to be processed, consolidated, and interpreted by the SITS system so it can be 

presented to all stakeholders in an efficient and logical way. 

SITS (G07A.01-01): 

Activities will include reviewing prior SITS program documentation and updating as required to complete Initial 

Investment Decision (IID) in FY 2016 and Final Investment Decision (FID) in FY 2017. AMS artifacts developed 

will include the Investment Analysis Plan, Operational Safety Assessment, Critical Concepts 

Identification/Analysis, Initial Program Requirements, Initial Alternative Analysis, Business Case Analysis Report, 

Implementation Strategy and Planning Document, Enterprise Architecture Product Update, and Acquisition Program 

Baseline. 

SITS Work Package One (WP1) (G07A.01-02): 

Establish the acquisition program for SITS WP1. The primary outcome of this project is to produce a fully deployed 

and supported operational capability that fulfills stated requirements, is acceptable to the users, is integrated with 

other NAS products and services, and realizes the benefits in the WP1 product baseline. Product segment 

specifications will be completed as well as FAA internal and external system Interface Control Documents (ICDs). 

Detailed software and hardware design documents will be developed leading to demonstration and initial 

deployment of the SITS capability in 2020. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Reduce aviation risk through all phases of flight (gate-to-gate) 

 FAA Performance Measure 4 – Exceed Federal Emergency Management Agency continuity readiness 

levels by 5 percent 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 1 

93

Relationship to Performance Target 

Provide a system which distributes airspace security related information in a secure infrastructure so that a common 

situational awareness can be achieved among all of the agencies involved in providing for National Security. 

Develop preparedness tools that enable us to sustain this common security situational awareness. 

 

Program Plans FY 2014-2015 – Performance Output Goals 

 None. 

Program Plans FY 2016 – Performance Output Goals 

SITS (G07A.01-01): 

 Complete update of Program Management Plan. 

 Complete documentation for IID in 2016. 

SITS WP1 (G07A.01-02): 

 None. 

Program Plans FY 2017 – Performance Output Goals 

SITS (G07A.01-01): 

 Complete analysis and documentation for SITS FID in 2017. 

SITS WP1 (G07A.01-02): 

 None. 

Program Plans FY 2018 – Performance Output Goals 

SITS (G07A.01-01): 

 Award SITS WP1 development contact. 

SITS WP1 (G07A.01-02): 

 Begin SITS WP1 Implementation with Initial Operation Capability (IOC) in FY 2020. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

94 

 

ACTIVITY 2: AIR TRAFFIC CONTROL FACILITIES AND EQUIPMENT 

A: En Route Programs 

2A01, EN ROUTE AUTOMATION MODERNIZATION (ERAM) 

FY 2014 Request $26.1M 

En Route Automation Modernization (ERAM), A01.10-01 

Program Description 

ERAM replaces hardware and software for the En Route automation system at all 20 Air Route Traffic Control 

Centers (ARTCCs) and at the Technical Center. The baseline ERAM program (A01.10-01) has four segments: 

Enhanced Backup Surveillance (EBUS), En Route Information Display System (ERIDS), ERAM Release 1, and 

ERAM Releases 2 and 3. The first segment, EBUS was completed during FY 2006. The second, ERIDS, was 

completed in FY 2008. ERAM Release 1 replaced the current Host Computer System with a new automation 

system that expands the Host’s capability so the new system can handle additional airspace capacity, and improve 

efficiency and safety. From a functionality standpoint, Release 1, as originally planned, was intended to contain the 

capabilities and performance required to achieve acceptable operational suitability and effectiveness. ERAM 

Release 2 was a planned maintenance software release containing fixes to software problems. ERAM Release 2 also 

allowed the program office to incorporate a substantial amount of core functionality improvements, as articulated in 

the Office of Management and Budget (OMB) improvement plan and reflected as part of the Joint Resource Council 

(JRC) re-baselining in June 2011. Release 3 was planned to incorporate NextGen transformational program 

infrastructure into ERAM including interfaces with Automatic Dependent Surveillance – Broadcast (ADS-B), PreDeparture Re-Route, and address International Civil Aviation Organization (ICAO) 2012 requirements. 

Releases 1-3 were originally scheduled to be complete in FY 2011. However, there were challenges that were 

encountered once operational testing of the software at the key sites began in June 2009. These included problems 

with interfaces with other facilities and other systems that were not identified earlier due to the limitations of the 

testing environments at the William J. Hughes Technical Center and at the contractor’s facility not being fully 

representative of the actual complex operational environment at field facilities. Additionally, there were problems 

with some interfaces that are only needed during the transition from the legacy automation system to ERAM but are 

not needed once ERAM is fully operational. Also, additional familiarization time was needed because ERAM does 

some processing differently than HOST so system behaviors are different than what the field operators have been 

used to and were expecting. These challenges resulted in delaying the implementation of ERAM through FY 2014 

and requiring additional acquisition funding in FY 2011 – FY 2014 of approximately $330M. 

As many of the required fixes were already developed in conjunction with Release 2, the program decided to use 

Release 2 for the waterfall deployment of ERAM. The Salt Lake City (ZLC) key site has been successfully 

operating ERAM Release 2 in a continuous Operational Suitability Demonstration (OSD) phase since October 19, 

2010 and the Seattle (ZSE) site since Dec 28, 2010. Independent Operational Assessment (IOA) was conducted at 

both the Salt Lake City and Seattle key sites and an In-Service Decision was approved on March 29, 2011 with an 

Action Plan to address hazards documented through the IOA process. The core functionality improvements 

necessary to mitigate the identified hazards were implemented in three build phases as part of Release 2 completion. 

The IOA re-assessment against the identified hazards was completed in December 2011 and confirmed that the high 

hazards had been successfully mitigated to sufficient levels to continue with the waterfall deployment. Both Salt 

Lake City and Seattle sites have obtained Operational Readiness Date (ORD) on March 23, 2012 and April 23, 2012 

respectively. Additionally, Seattle achieved ORD on Release 3 on August 20, 2012. Three sites (Denver (ZDV), 

Albuquerque (ZAB), and Minneapolis (ZMP)) successfully achieved Initial Operating Capability (IOC) by the end 

of December 2011. An additional three sites (Chicago (ZAU), Los Angeles (ZLA), and Oakland (ZOA)) 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

95

successfully achieved IOC in the second quarter of FY 2012. FY 2012 funding will complete software updates 

required for deployment to these sites with additional funding required to complete the waterfall deployment to the 

remaining sites in FY 2013. On April 14, 2012, IOC with ERAM Release 3 was achieved with ADS-B at the 

Houston (ZHU) ARTCC Release 3 is planned to be used as the waterfall release for the remainder of the sites 

during the completion of the IOC waterfall through FY 2013. 

All sites are planned to achieve IOC by the end of FY 2013 and the last site ORD is planned to be achieved prior to 

the end of FY 2014. The ERAM program was re-baselined to incorporate the additional cost ($330M) and schedule 

(from December 2010 to the end of August 2014) in June 2011. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

ERAM contributes to the FAA’s strategic goal Delivering Aviation Access through Innovation and the Performance 

Metric for achieving average daily airport capacity by increasing the number of flight plans that can be stored to 

65,536 (versus the current 2,600); providing flexibility in airspace configuration; and extending the radar coverage 

in all En Route Centers by increasing the number of radar feeds from 24 to a maximum of 64. ERAM also provides 

better flight planning data, integrates additional surveillance data which facilitates controllers’ ability to optimize the 

airspace, provides more dynamic routing and situational awareness of the airspace, and quicker updates of critical 

aircraft information. Additionally, improved access to flight conditions and meteorological information provided by 

the ERAM allow controllers to access this information more quickly and efficiently and to integrate it more readily 

into the decision making processes, reducing controller workload. In addition to the baseline improvements, ERAM 

provides the infrastructure to realize improved navigation, communications, and surveillance benefits of NextGen 

which drive efficiency enhancements and will allow the FAA to handle the anticipated growth and complexity of the 

NAS. 

Program Plans FY 2014 – Performance Output Goals 

 Complete ERAM deployment achieving last site ORD. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

System Implementation Schedule 

2A02, EN ROUTE AUTOMATION MODERNIZATION (ERAM) – D-POSITION UPGRADE AND 

SYSTEM ENHANCEMENTS (ERAM SYSTEM ENHANCEMENTS AND TECHNOLOGY 

REFRESHMENTS AND ERAM SECTOR ENHANCEMENTS)* 

FY 2014 Request $65.0M 

Trajectory Based Operations – Separation Management – En Route Automation 

Modernization (ERAM) D-Position Upgrade and System Enhancements, G01A.01-04 

En Route Automation Modernization (ERAM) 

First site ORD: March 2012 -- Last site ORD: 2014 ERAM

2010 2015 2020
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Program Description 

The ERAM D-Position Upgrade and System Enhancements program consists of the following segments: 

“ERAM System Enhancements and Technology Refreshments” and “ERAM Sector Enhancements”. 

ERAM System Enhancements and Technology Refreshment: 

“ERAM System Enhancements and Technology Refreshment” consists of any necessary Technology Refresh; as 

well as enhancements outside the scope of the original core ERAM system which were either identified by ERAM 

users after ERAM was deployed and operational, or are enhancements which were identified and matured through 

NextGen research and development investment. In particular, System Enhancements are intended to improve 

aircraft separation services by reducing levels of missed and false alerts from tactical and strategic conflict alerting 

functions. ERAM System Enhancements also include improvements to Special Activity Airspace (SAA) 

automation and ATOP interaction enhancements. 

Technology Refresh will address ERAM equipment that has become obsolete or is near or at end-of-service life. A 

substantial number of ERAM components were procured in 2006 and require planning for long lead times for 

procurement and deployment to the NAS. 

ERAM Sector Enhancements: 

Sector Enhancements provides software and hardware enhancements to the ERAM system for the En Route sector 

controller team. It is a multi-year effort to improve the efficiency and effectiveness of En-Route Sector operations 

by facilitating increased strategic and tactical cooperation between the Radar Controller position (R-Position) and 

the Radar Associate position (D-Position) as well as establish a common processing platform, with similar tool sets, 

that may be tailored for either position. This program will re-engineer the D-Position computer-human interface 

(CHI) software, along with a modification to the R-Position CHI software, to provide a common interface at both 

positions. The D-Position upgrade would provide commercially-available-off-the-shelf monitors, which are larger 

than the FAA-specific equipment currently installed, and higher capacity processors that can readily manage more 

data. 

Initial and final investment decisions are planned for FY 2014. Prime contractor system engineering, software 

development, and implementation activities are planned to begin in 2015 and complete in 2020. Hardware upgrades 

start in 2015 with deployment to En Route labs in 2016. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

The ERAM effort will enable NextGen capabilities to be implemented allowing the increased efficiency and 

capacity benefits projected for this system enhancement. 

Program Plans FY 2014 – Performance Output Goals 

System Enhancements and Technology Refreshment: 

 System engineering for high priority enhancements based on input from ERAM users. 

 Software design, development and deployment of enhancements based on input from ERAM users. 

 Complete software and hardware requirements documentation for initial enhancements based on inputs from 

ERAM users. 

 Complete system engineering documentation for first round of technology refreshments. 

 
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ERAM Sector Enhancements: 

 Complete Sector Enhancements Requirements Document. 

 Complete Early System Engineering, Risk Reduction and Prototyping activities. 

 Achieve Initial Investment Decision (IID) and Final Investment Decision (FID) in FY 2014. 

Program Plans FY 2015 – Performance Output Goals 

System Enhancements and Technology Refreshment: 

 Procure and install first round of ERAM Technology Refresh equipment at developer and WJHTC facilities. 

 Develop and install candidate high priority ERAM system enhancements that are based on needs identified by 

ERAM users. 

 Complete software development of candidate high priority ERAM System Enhancements with mature 

requirements and software designs, which will likely include Conflict Probe improvements, R-Position Conflict 

Probe, redesigned Aircraft List on the D-Position, ATOP interactions and update of D-Side software to match 

the new “alerts” functionality of the R-Side. 

 Complete software development for En Route Information Display System (ERIDS) enhancements. 

 Commence the integration and test of system enhancements. 

 Commence ERIDS hardware and software installations at supplemental sites. 

 ERAM System Enhancements software installations. 

 Engineer first round of ERAM Technology Refresh. 

ERAM Sector Enhancements: 

 Complete ERAM Sector Enhancements software design. 

 Conduct Software Design Review of ERAM Sector Enhancements. 

 Complete hardware Engineering Analysis, Trade Study, and Selection documentation for the Sector 

Enhancements display and processor. 

Program Plans FY 2016 – Performance Output Goals 

System Enhancements and Technology Refreshment: 

 Complete the integration and test of system enhancements developed in FY 2015. 

 Develop and deploy high priority ERAM system enhancements that are based on needs identified by ERAM 

users. 

 Complete Software Requirements Specifications of additional ERAM System Enhancements. 

 Commence system and software engineering of additional ERAM System Enhancements. 

 Complete software design review of additional ERAM System Enhancements. 

 Complete Technology Refresh Implementation Plan for second round of ERAM Technology Refresh. 

 Develop and test first round of ERAM Technology Refresh solutions. 

ERAM Sector Enhancements: 

 Start Sector Enhancements software development. 

 Complete Sector Enhancements Hardware Design. 

 Procure and install Sector Enhancements hardware at contractor and WJHTC labs. 

 Complete Sector Enhancements Hardware Implementation Plan. 

 Procure Sector Enhancements hardware. 

Program Plans FY 2017 – Performance Output Goals 

System Enhancements and Technology Refreshment: 

 Begin software development of additional System Enhancements. 

 Complete the integration and test of system enhancements developed in FY 2016. 

 Develop requirements documentation for high priority ERAM system enhancements that are based on needs 

identified by ERAM users. 

 Continue investment analysis activity to baseline follow-on program segment to the ERAM D-Position and 

System Enhancements Program. 

 Complete Engineering design for second round of ERAM Technology Refresh. 
Capital Investment Plan Appendix B 

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ERAM Sector Enhancements: 

 Complete software development of ERAM Sector Enhancements. 

 Complete integration and test of the ERAM Sector Enhancements software. 

Program Plans FY 2018 – Performance Output Goals 

System Enhancements and Technology Refreshment: 

 Complete integration and test of ERAM System Enhancements developed in FY 2017. 

 Complete software development of additional ERAM system enhancements. 

 Begin integration and test of additional ERAM System Enhancements. 

 Complete Requirements Document for follow-on program segment to the ERAM System Enhancements and 

Technology Refreshment program. 

 Develop high priority ERAM system enhancements that are based on needs identified by ERAM users. 

 Continue investment analysis activity to baseline follow-on program segment to the ERAM System 

Enhancements and Technology Refreshment program. 

 Develop and test second round of ERAM Technology Refresh solutions. 

 Complete Technology Refresh Implementation Plan for third round of ERAM Technology Refresh. 

ERAM Sector Enhancements: 

 Complete Sector Enhancements hardware acquisition and begin deployment to sites. 

 Complete deployment of Sector Enhancements hardware upgrades at Key Site. 

2A03, EN ROUTE COMMUNICATIONS GATEWAY (ECG) 

FY 2014 Request $2.2M 

En Route Communications Gateway (ECG) – Technology Refresh, A01.12-02 

Program Description 

The En Route Communications Gateway (ECG) system is a computer system that formats and conveys critical air 

traffic data to the En Route Automation Modernization (ERAM), Host Computer System (HCS) and the Enhanced 

Backup Surveillance (EBUS) System at the Air Route Traffic Control Centers (ARTCC’s). The ECG is fully 

operational at the ARTCC’s. 

ECG increases the capacity and expandability of the NAS by enabling the current automation systems to use new 

surveillance technology, such as Automatic Dependence Surveillance Broadcast (ADS-B) and Wide Area 

Multilateration (WAM). ECG introduced new interface standards and data formats which are required for 

compatibility with International Civil Aviation Organization (ICAO) standards. ECG also increased capacity to 

process data to accommodate inputs from additional remote equipment such as radars. ECG provides the system 

capacity and expandability to support anticipated increases in air traffic and changes in the operational environment. 

ECG was a prerequisite to deploying ERAM software and hardware. 

This program is structured in two activities – Performance Monitoring and Technology Refresh. 

Performance Monitoring: 

The ECG Operational Analysis (OA) and Sustainment and Technology Evolution Plan (STEP) activities monitor the 

actual performance of the ECG system and provide valuable input to the ECG Technology Refresh activity. OA 

monitors system availability and performance and documents the results with a quarterly ECG OA Report. STEP 

facilitates Post Production Support of the ECG system and identifies the processes/procedures that will be 

implemented to support the evolution and sustainment of the ECG system. ECG STEP provides a monthly report 

detailing product End-of-Life (EOL), End-of-Service (EOS), support termination and performance or supportability 

limitations. 

 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Technology Refresh: 

Based on input from ECG OA, STEP, and the evolving operational needs of the NAS, the ECG Technology Refresh 

Activity plans, procures, and deploys ECG hardware or software components to maintain a high level of system 

availability. The items refreshed can be for EOL, EOS, or performance issues as well as modifications to increase 

capacity, and new interface and data formats. Upgrades can be required due to various product factors that may 

include cost of maintaining the existing system, system failures, licenses, spare quantities, and repair turn-around 

time. The following components will be deployed to the ARTCC’s to address EOL and EOS status: Interface 

Processor, Magma Chassis and Router Fire Wall. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The ECG Technology refresh project will replace some of the hardware and update critical software in this key air 

traffic control automation system. It is important to keep this system up to date to avoid failures and system 

outages. This investment will reduce supportability limitations and increase the ECG systems availability and 

reliability. Quarterly ECG Operational Analysis Reports indicate an operational availability of 100% from first site 

Operational Readiness Demonstration (ORD) in 2004 through December 31, 2012. 

Program Plans FY 2014 – Performance Output Goals 

Performance Monitoring: 

 Deliver monthly STEP EOL Reports. 

 Deliver quarterly OA Reports. 

Technology Refresh: 

 Complete procurement of Interface Processor production hardware. 

Program Plans FY 2015 – Performance Output Goals 

Performance Monitoring: 

 Deliver monthly STEP EOL Reports. 

 Deliver quarterly OA Reports. 

Technology Refresh: 

 Complete procurement of Magma Chassis production hardware. 

 Complete procurement of Peripheral Component Interconnect – Express (PCI-E) Long Port Cards. 

 Complete procurement of Random Access Planned Position Indicator (RAPPI) hardware. 

Program Plans FY 2016 – Performance Output Goals 

Performance Monitoring: 

 Deliver monthly STEP EOL Reports. 

 Deliver quarterly OA Reports. 

Technology Refresh: 

 Complete procurement of Router Fire Wall production hardware. 

Program Plans FY 2017 – Performance Output Goals 

Performance Monitoring: 

 Deliver monthly STEP EOL Reports. 

 Deliver quarterly OA Reports. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Technology Refresh: 

 None. 

Program Plans FY 2018 – Performance Output Goals 

Performance Monitoring: 

 Deliver monthly STEP EOL Reports. 

 Deliver quarterly OA Reports. 

Technology Refresh: 

 None. 

2A04, NEXT GENERATION WEATHER RADAR (NEXRAD) 

FY 2014 Request $4.1M 

NEXRAD – Service Life Extension Program (SLEP) Phase 1, W02.02-02 

Program Description 

NEXRAD SLEP is a 9-year refurbishment program to extend the service life of 12 FAA-owned NEXRAD systems 

until 2030, when a replacement capability is expected be deployed. NEXRAD is a long range weather radar that 

detects, analyzes, and transmits weather information for use by the ATC System Command Center, en route, 

terminal and flight service facilities. This weather information helps determine the location, time of arrival, and 

severity of weather conditions to determine the best routing for aircraft. The National Weather Service (NWS) 

collects and redistributes NEXRAD weather data from radars they operate and some of the 12 FAA radars and 

creates forecasts that are used in all phases of flight. NEXRAD products and services are processed by FAA’s 

Weather and Radar Processor, Integrated Terminal Weather System, and the Corridor Integrated Weather System. 

Currently there are 160 NEXRAD systems operated jointly by the Tri-Agency partners – the National Weather 

Service (NWS), the Federal Aviation Administration, and the Department of Defense. NWS is the lead agency for 

the NEXRAD program. FAA independently owns 12 of these systems located in Alaska (7), Hawaii (4) and Puerto 

Rico (1). 

NEXRAD radars were initially deployed from 1992-1997 and the FAA-owned NEXRAD systems will be reaching 

their 20-year end-of-life state beginning in 2015. The Tri-Agency partners plan to keep NEXRAD in full operation 

through 2030. A favorable Final Investment Decision for NEXRAD was received on 19 September 2012, and a new 

cost and schedule baseline was established. This program will have four main purposes: 

1. Extend the life of the NEXRAD to 2030, and beyond. There are four NEXRAD subsystems that have been 

identified as needing replacement/refurbishment: 

a. Signal Processor (replace) 

b. Pedestal (refurbish) 

c. Transmitter (refurbish) 

d. NEXRAD shelters and facilities (refurbish) 

2. Provide continued support for product improvements to the Legacy NEXRAD program in accordance with 

the Tri-Agency Memorandum of Agreement (MOA). Each year, the FAA pays its pro-rata share of 

NEXRAD Product Improvement (NPI) Science Evolution costs. 

3. Install hardware and software technology refresh updates on the 12 FAA-owned NEXRADs. In particular, 

the Radar Product Generator (RPG) and Radar Data Acquisition (RDA) computers and peripherals will 

require technology refresh beginning in 2014. 

4. Optimize and validate FAA-specific algorithms that discern and display in real time, incidences of in-flight 

icing and hail. A prime objective is to develop operationally suitable displays to be used by pilots, 

controllers, Flight Service specialists, and dispatchers for use as a decision making tool for avoiding and/or 

mitigating airborne threats due to the presence of airborne icing and hail. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The NEXRAD program contributes to the Delivering Aviation Access through Innovation goal by ensuring 

sustained operational availability of NEXRAD. NEXRAD measures precipitation intensity, storm motion, and 

weather echo tops, and provides this data in varied displays directly or indirectly to all Core airports and most other 

air traffic control facilities in the continental United States. To date, this system has met or exceeded the 96% 

operational availability requirement (98% for FAA systems) to reliably observe weather and detect severe storms. 

Program Plans FY 2014 – Performance Output Goals 

 The Radar Operations Center (ROC) will issue a contract to start development of Signal Processor software. 

Program Plans FY 2015 – Performance Output Goals 

 Conduct Signal Processor Deployment Readiness Review. 

 Complete first Facility SLEP project (Project TBD). 

Program Plans FY 2016 – Performance Output Goals 

 Complete first Transmitter refurbishment. 

 Complete first Signal Processor replacement. 

Program Plans FY 2017 – Performance Output Goals 

 Deliver Upgraded Icing algorithm to ROC 

 Complete last Signal Processor replacement. 

Program Plans FY 2018 – Performance Output Goals 

 Complete first Pedestal refurbishment. 

System implementation schedule 

Next Generation Weather Radar (NEXRAD) SLEP

NEXRAD SLEP

Dual Pol Upgrade: 2012--2013

Legacy, Icing & Hail Algorithms (NLIHA): 2013

In-Flight Icing & Hail Algorithm Optimization: 2014--2020

Hardware/Facility SLEP: 2014--2022

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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2A05, ARTCC BUILDING IMPROVEMENTS/PLANT IMPROVEMENTS

FY 2014 Request $53.0M 

ARTCC Modernization, F06.01-00 

Program Description 

The Air Route Traffic Control Center (ARTCC) Modernization and Expansion program supports En Route Air 

Traffic operations and service-level availability by providing life cycle management of the physical plant 

infrastructure at the 21 ARTCCs and two Center Radar Approach Control (CERAP) facilities. These structures 

were built in the 1960’s and expanded several times since then. As of FY2011 there was a $93.8 million facility 

backlog. This backlog increases the risk of outages and may result in increased maintenance costs. This program 

modernizes and sustains these buildings to meet air traffic service requirements and to reduce the backlog. Each 

year, several major renovation projects and numerous smaller sustain projects are funded. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The ARTCC Modernization/Expansion program contributes to the FAA’s performance metric of maintaining 

operational availability of the NAS by ensuring that buildings that house en route air traffic control equipment are 

sustained and modernized to meet operational requirements. The improvements to ARTCC facility infrastructure 

will extend the service life of facilities and minimize outages that would delay air traffic. Associated risks to 

operations include potential equipment damage, mold and operations interruptions from incidents such as roof leaks 

and pipe ruptures. In FY 2006 there were eight ruptures of aged pipes, one of which required draping plastic sheets 

over controller consoles to maintain operations. In addition, the chiller plants for air conditioning are currently 

approaching and/or past their life expectancies. Replacement of these plants are underway but will not be complete 

until approximately 2019. A catastrophic failure of a chiller plant could ultimately result in the loss of Air Traffic 

services at an ARTCC. 

Program Plans FY 2014 – Performance Output Goals 

 Fund and Award Contract for Control Wing Basement/Major Mechanical projects at the Albuquerque, Boston 

and Houston ARTCCs. 

 Fund and Award Contract for Administration Wing reconfiguration and Seismic Upgrade at Oakland ARTCC. 

 Fund and Award Contract for Control System projects at the Chicago, Ft. Worth, Memphis and New York 

ARTCCs. 

 Fund and Award Contract for M-1 Room reconfiguration at the Los Angeles ARTCC. 

 Fund and Award Contract for Control Wing Basement/Major Mechanical Design Cost for project at the 

Oakland and Anchorage ARTCCs. 

 Provide funding to all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs. 

 Conduct facility condition assessments to update the national Facility Condition Assessment database for four 

sites and paper upgrades for all other ARTCCs and CERAPs. 

Program Plans FY 2015 – Performance Output Goals 

 Fund and Award Contract for Control Wing Basement/Major Mechanical projects at the Indianapolis ARTCCs. 

 Fund and Award Contract for Control System projects at the Albuquerque, Houston and Boston ARTCCs. 

 Fund and Award Contract for Control Wing Basement/Major Mechanical Design Cost for projects at the 

Cleveland, Kansas City and Washington ARTCCs. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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 Fund and Award Contract for Administration Wing Mod at Anchorage ARTCC. 

 Fund and Award Contract for M-1 Room Build Out Phase II for Miami ARTCC 

 Provide funding to all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs. 

 Conduct facility condition assessments to update the national Facility Condition Assessment database for three 

sites and paper upgrades for all other ARTCCs and CERAPs. 

Program Plans FY 2016 – Performance Output Goals 

 Fund and Award Contract for Control Wing Basement/Major Mechanical projects at the Oakland, Cleveland, 

Kansas City and Washington ARTCCs. 

 Fund and Award Contract for Control System projects at the Indianapolis and Anchorage ARTCCs. 

 Fund and Award Contract for Control Wing Basement Design Cost for project at the Los Angeles ARTCC. 

 Fund and Award Contract for Control Wing Basement/ Major Mechanical Design Cost for projects at the 

Atlanta, Salt Lake City and Seattle ARTCCs. 

 Provide funding to all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs. 

 Conduct facility condition assessments to update the national Facility Condition Assessment database for three 

or four sites and paper upgrades for all other ARTCCs and CERAPs. 

Program Plans FY 2017 – Performance Output Goals 

 Fund and Award Contract for Control Wing Basement/Major Mechanical projects at the Los Angeles, Salt Lake 

City and Atlanta ARTCCs. 

 Fund and Award Contract for Control Wing Basement/Major Mechanical Design Cost for project at the Denver 

ARTCC. 

 Fund and Award Contract for Control System projects at the Cleveland, Kansas City, Washington and Oakland 

ARTCCs. 

 Provide funding to all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs. 

 Conduct facility condition assessments to update the national Facility Condition Assessment database for three 

or four sites and paper upgrades for all other ARTCCs and CERAPs. 

Program Plans FY 2018 – Performance Output Goals 

 Fund and Award Contract for Control Wing Basement/Major Mechanical projects at the Seattle and Denver 

ARTCCs. 

 Fund and Award Contract for Control System projects at the Los Angeles, Atlanta, Salt Lake City and 

Minneapolis ARTCCs and Guam CERAP. 

 Provide funding to all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs. 

 Conduct facility condition assessments to update the national Facility Condition Assessment database for three 

or four sites and paper upgrades for all other ARTCCs and CERAPs. 

2A06, AIR TRAFFIC MANAGEMENT (ATM) 

FY 2014 Request $13.8M 

TFM Infrastructure – Technology Refresh, A05.01-12 / TFM Infrastructure – 

Field/Remote Site Technology Refresh, A05.01-13 

Program Description 

The Traffic Flow Management (TFM) system is the automation backbone for the Air Traffic Control System 

Command Center (ATCSCC) and the Traffic Management Units (TMUs) at en route centers and TRACONs that 

assist the ATCSCC in strategic planning and management of air traffic. TFM hosts the software decision support 

systems that are used in managing and metering air traffic to reduce delays and make maximum use of system 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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capacity. These tools help the ATCSCC and TMUs to dynamically balance growing flight demands with NAS 

capacity. The system compares the projected traffic with the capacity of destination airports to determine if steps 

need to be taken to manage the flow and prevent delays. The FAA uses the information from this system to 

collaborate with aviation customers to develop and implement airspace management programs that reduce delays 

and ensure smooth and efficient traffic flow through FAA-controlled airspace. Saving for the flying public and 

airlines are estimated to be in the millions of dollars. TFM benefits all segments of aviation including airlines, 

general aviation, U.S. Department of Defense (DoD), U.S. Department of Homeland Security, and partner countries. 

TFM Infrastructure – Technology Refresh (A05.01-12): 

TFM Infrastructure – Technology Refresh (FY 2011-2015), was approved by the FAA JRC on March 29, 2011. 

This new segment provides a replace-in-kind technology refresh of the central data processing hardware for the 

TFM system (TFMS). The program replaces the hardware used by the TFM Processing Center (TPC) (also called 

TFMS Core), the TFM application National Traffic Management Log (NTML), located at the William J. Hughes 

Technology Center (WJHTC), the TFMS backup system located at the Disaster Recovery Center (DRC), and the 

prime contractor site. Last replaced in 2006, the hardware is no longer produced, and it will be unable to support 

future processing needs. The hardware must be replaced to avoid obsolescence, system performance degradation 

and impact to other programs. 

The baselined TFMS Technology Refresh segment has three elements: 

1. Spares: Procurement of Spares for the TFM TPC is a primary risk mitigation effort so that the TFMS will 

be fully functional until the technology refresh is completed in 2015. The current TFMS hardware is no 

longer produced. This mitigation effort will minimize outages due to equipment failure and will minimize 

the impact to development of CATMT capabilities in Work Package 2 and Work Package 3. 

2. Phase 1: The technology refresh of NTML. The activities include engineering analysis, procurement, test 

and installation of the NTML replacement hardware. The current NTML equipment is no longer produced 

and no longer supported. The NTML is a TFM application that logs actions the Traffic Managers take to 

mitigate congestion and demand and shares this information with other FAA Traffic Management facilities 

for better situation awareness, collaboration and decision support. 

3. Phase 2: Perform technology refresh of TFM Production Center, also called the TFMS Core. The 

activities include: engineering analysis, procurement, test and installation of replacement hardware. 

TFM Infrastructure – Field /Remote Site Technology Refresh (A05.01-13): 

TFM Infrastructure Field/Remote Site Technology Refresh will replace TFMS equipment at field sites (remote 

sites). Purchased in 2008-2009 the field equipment will no longer be produced in 2014 and will require another 

replace-in kind hardware technology refresh. Hardware will be replaced at over 81 TFM-equipped ATC facilities 

around the country including TMUs at En Route Centers, Terminal Radar Facilities, Control Towers, and Airline 

Operation Centers (AOCs). The planned date for the FID is December 2013. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 5 – Maintain a NAS on-time arrival rate of 88 percent at Core airports through 

2016. 

Relationship to Performance Metric 

When the NAS is impacted by severe weather, congestion and/or outages, TFM predicts chokepoints and facilitates 

the collaboration and execution of mitigation initiatives with stakeholders, using common information displays and 

tools to minimize NAS delays. 

The TFM Infrastructure program will support the FAA’s Aviation Access through Innovation goal through the use 

of automated systems that provide more accurate and timely information for all TFM system users, improve operator 

and passenger access to flight information, and reduce system delays. Keeping the TFMS fully mission capable also 

serves as an enabling function for the NextGen CATMT WP 2 & 3 effort, as they both reside and operate on TFMS. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Program Plans FY 2014 – Performance Output Goals 

TFM Infrastructure – Technology Refresh (A05.01-12): 

 Phase 2 – Complete system test, installation and initial deployments of TFM Production Center (also called 

TFMS Core) replacement hardware of the operational, test, development and back-up strings located at 

WJHTC, Disaster Recovery Center (DRC), and prime contractor site. 

TFM Infrastructure – Field /Remote Site Technology Refresh (A05.01-13): 

 Conduct Site Surveys. 

Program Plans FY 2015 – Performance Output Goals 

TFM Infrastructure – Technology Refresh (A05.01-12): 

 Phase 2 – TFMS Core operational - In Service Decision on replacement hardware, September 2015. (APB 

Milestone) 

 Complete TFMS Technology Refresh segment and conduct close out and transition. 

TFM Infrastructure – Field /Remote Site Technology Refresh (A05.01-13): 

 None. 

Program Plans FY 2016-18- Performance Output Goals 

 None. 

System Implementation Schedule 

2A07, AIR/GROUND COMMUNICATIONS INFRASTRUCTURE

FY 2014 Request $5.5M 

Radio Control Equipment (RCE) - Sustainment, C04.01-01 / Communications Facilities 

Enhancement – Expansion, C06.01-00 / Communications Facilities Enhancement – RFI 

Elimination – Technology Refresh, C06.03-01 

Program Description 

The Communications Facilities Enhancements (CFE) and Radio Control Equipment (RCE) programs provide new, 

relocated or upgraded remote communication facilities (RCF’s) to enhance the A/G communications between air 

traffic control and aircraft when there are gaps in coverage or new routes are adopted. Various upgrades to RCF’s 

include building and tower grounding, lightning protection, and replacing the cables from the equipment to antennas 

whenever necessary to improve radio equipment performance. RFI Elimination Technology Refresh will provide 

equipment and support to detect and resolve radio frequency interference. 

Radio Control Equipment – Sustain (C04.01-01): 

The RCE program replaces obsolete radio signaling and control equipment, which allows a controller to select and 

use a remote radio channel. The RCE program improves reliability and maintainability by replacing older nonsupported tone control equipment (e.g. GRIMM and Intelect tone control equipment is no longer supported). 

Additionally, new equipment provides more functionality than older type tone control equipment which improves 

Traffic Flow Management System (TFMS) - Technology 

Refresh

TFMS

Phase 1 - Begin Engineering Analysis: September 2011

Phase 1 - NTML Operational: December 2012

Phase 2 - Begin Engineering Analysis: March 2012

Phase 2 - TFM Production Center (TFMS Core) Operational: Sept 2015

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

106

operational performance. Additional functionality such as split voice/data which splits the control data from the 

voice circuit so the voice circuit can be compressed offering the ability to use less telephone line bandwidth. 

Reduced bandwidth saves operating costs for satellite communications because fees are based on the bandwidth 

used. Also, the new equipment will provide dual control functionality which gives the option of toggling control of 

a remote communications facility between two towers allowing transfer of frequency control to another facility 

when a tower is closed for the night. RCE is required at service delivery sites such as ARTCCs, TRACON facilities, 

ATCTs, CERAP, Radar Approach Control, and AFSSs. This equipment is also installed at supporting facilities such 

as: Remote Center A/G facilities that serve ARTCCs, Remote Transmitter/Receiver facilities that serve terminal 

facilities, and Remote Communications Outlet facilities that serve flight service stations). In FY 2014, a 

supportability life cycle analysis will be initiated. 

Communications Facilities Enhancement – Expansion (C06.01-00): 

The Air-to-Ground (A/G) Communications Infrastructure expansion program enhances operational efficiency and 

effectiveness by establishing, replacing and upgrading radio equipment. This radio equipment is installed at remote 

sites that allow communications between pilots and controllers when an aircraft is beyond normal direct 

transmission range of the radios in the air traffic facility. The program also renovates buildings that house this 

equipment and improves site conditions and access for these remote radio sites. 

Communications Facilities Enhancement – RFI Elimination Technology Refresh (C06.03-01): 

The RFI Elimination and Technology Refresh program is designed to expedite the detection and facilitate the 

resolution of radio frequency interference events to minimize delays and congestion thereby improving air traffic 

capacity, while maximizing the overall throughput of the NAS. This program is needed to provide the Service 

Areas with the tools and support services necessary to quickly restore NAS radio services. 

RFI mitigation can be addressed by adding Receiver (RX) Multicouplers at Radio Communication Facilities 

(RCF’s). The RX Multicoupler allows connection of multiple radio receivers to one antenna. Doing so reduces RFI 

by utilizing the internal filters of the RX Multicoupler and additionally provides greater capacity by installing more 

frequencies on the limited number of antennas located at an RCF. Presently, there are approximately 900 RX 

Multicouplers used in the NAS; however, many of these units were purchased locally, are not supply supportable 

and have failing power supplies that cannot be replaced. In June, 2007, a contract was awarded for 4 & 8-port RX 

Multicouplers. A technology refresh is planned to replace all of the current RX Multicouplers in the NAS that were 

locally purchased and are not depot supported with RX Multicouplers that are new generation FAA logistically 

supported units off of this new 10-year contract. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

CFE projects reduce the number of outages by replacing aging and increasingly unreliable communications 

equipment with modern equipment. In addition, the CFE and RCE projects improve and provide upgrades needed at 

A/G Communication sites and facilities to sustain reliable operation. 

Program Plans FY 2014 – Performance Output Goals 

Radio Control Equipment – Sustain (C04.01-01): 

 Deliver supportability and life cycle analysis documentation. 

Communications Facilities Enhancement – Expansion (C06.01-00): 

 Establish/Replace/Upgrade six CFE sites. 

Communications Facilities Enhancement – RFI Elimination Technology Refresh (C06.03-01): 

 Procure and deliver 110 Receiver Multicoupler units to FAA Depot. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

107

Program Plans FY 2015 – Performance Output Goals 

Radio Control Equipment – Sustain (C04.01-01): 

 None. 

Communications Facilities Enhancement – Expansion (C06.01-00): 

 Establish/Replace/Upgrade four CFE sites. 

Communications Facilities Enhancement – RFI Elimination Technology Refresh (C06.03-01): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

Radio Control Equipment – Sustain (C04.01-01): 

 None. 

Communications Facilities Enhancement – Expansion (C06.01-00): 

 Establish/Replace/Upgrade four CFE sites. 

Communications Facilities Enhancement – RFI Elimination Technology Refresh (C06.03-01): 

 None. 

Program Plans FY 2017 – Performance Output Goals 

Radio Control Equipment – Sustain (C04.01-01): 

 None. 

Communications Facilities Enhancement – Expansion (C06.01-00): 

 Establish/Replace/Upgrade four CFE sites. 

Communications Facilities Enhancement – RFI Elimination Technology Refresh (C06.03-01): 

 None. 

Program Plans FY 2018 – Performance Output Goals 

Radio Control Equipment – Sustain (C04.01-01): 

 None. 

Communications Facilities Enhancement – Expansion (C06.01-00): 

 Establish/Replace/Upgrade four CFE sites. 

Communications Facilities Enhancement – RFI Elimination Technology Refresh (C06.03-01): 

 None. 

2A08, AIR TRAFFIC CONTROL EN ROUTE RADAR FACILITIES IMPROVEMENTS

FY 2014 Request $5.9M 

Long Range Radar Improvements – Infrastructure Upgrades/Sustain, S04.02-03 

Program Description 

The Long Range Radar (LRR) Infrastructure Upgrades/Sustain Program modernizes and upgrades the radar facilities 

that provide aircraft position information to FAA En Route control centers and to other users (e.g., Department of 

Defense and Homeland Security). These planned improvements also support the installation and lifecycle 

modernization of the secondary beacon radars (Mode Select and Air Traffic Control Beacon Interrogator (ATCBI); 

both standalone and those co-located with the long-range primary radars. Secondary radars typically have their 

antennas mounted above the long-range primary radar antennas, and the processors are installed in facilities 

constructed in the 1950’s and 60’s. These facilities have reached the end of their designed service life, and will 

require renovation and upgrades to maintain their current level of serviceability. Some En Route secondary radar 

service outages were due to leaking roofs and antiquated air conditioning systems. These outages can impact air 

traffic flow and in turn cause delay to aircraft departures and arrivals. 

The scope of work of the LRR Infrastructure Upgrades includes: 

 Replacement of engine generators, 

 Replacement of uninterruptible power supply (UPS), 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

108

 Upgrade of existing lightning protection, grounding, bonding, and shielding (LPGBS) systems 

 Upgrade of radar structural components to support LRR Service Life Extension Program (SLEP) and 

ATCBI-6 deployments, 

 Major repair and replacement of access roads, grounds, storm water controls, security lightings and 

walkways, 

 Refurbishment of Heating, Ventilation, and Air Conditioning (HVAC), cooling fans, duct works, elevators, 

wiring and lighting systems, and walkways, 

 Repair or replacement of building and antenna tower roofs, structural components such as foundations, 

beams, columns, bracings, struts, platforms, walls and concrete slabs. 

 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The LRR program supports the FAA’s Strategic Goal 3, Delivering Aviation Access through Innovation by 

providing renovation of existing FAA-owned surveillance facilities and structures serving the NAS. The NAS 

requires reliable and continuous operation of surveillance equipment. Repairs, improvements, and modernization to 

existing infrastructure will enable facilities to meet current operational, environmental, and safety needs 

economically, extend the service life of facilities, and reduce the chance of outages that cause air traffic delays. 

Infrastructure failure resulted in almost 11 percent of Air Route Surveillance Radar (ARSR) outages experienced 

from August 2010 to August 2011. 

Program Plans FY 2014 – Performance Output Goals 

 Complete upgrades of critical infrastructure systems at seven ARSRs including UPS and HVAC systems 

(actuals may vary based upon validation and priority for the year). 

 Complete sustaining improvements to existing facility infrastructures at 20 ARSR, Fixed Position Surveillance 

(FPS), and ATCBI-6 facilities including; roof replacements, tower foundation repairs, power panel retrofits, 

road repairs, alarm system replacements, and security gate replacements (actuals may vary based upon 

validation and priority for the year). 

Program Plans FY 2015 – Performance Output Goals 

 Complete upgrades of critical infrastructure systems at seven ARSRs including UPS and HVAC systems 

(actuals may vary based upon validation and priority for the year). 

 Complete sustaining improvements to existing facility infrastructures at 20 ARSR, Fixed Position Surveillance 

(FPS), and ATCBI-6 facilities including; roof replacements, tower foundation repairs, power panel retrofits, 

road repairs, alarm system replacements, and security gate replacements (actuals may vary based upon 

validation and priority for the year). 

Program Plans FY 2016-2018 – Performance Output Goals 

 None. 

2A09, VOICE SWITCHING CONTROL SYSTEM (VSCS) 

FY 2014 Request $20.0M 

Voice Switching and Control System (VSCS) – Technology Refresh – Phase 3, C01.02-04 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

109

Program Description 

The Voice Switching and Control System (VSCS) controls the switching mechanisms that allow controllers to select 

the communication channel they need to communicate with pilots, other controllers, other air traffic facilities, and 

commercial telephone contacts. It is essential that controllers be able to quickly select the proper channel so they 

can communicate with pilots, coordinate with other controllers and/or contact emergency services as necessary. 

These large switches handle communication connections for 70 to 210 active air traffic control workstations at each 

en route center. 

The VSCS Technology Refresh program will replace and upgrade hardware and software components for the voice 

switching systems in all 21 en route air traffic control centers (ARTCCs). The real time Field Maintenance/Testing 

System at the FAA William J. Hughes Technical Center (WJHTC) and the Training System at the FAA Academy 

will also be upgraded to perform the same as an operational site. These upgrades will ensure that the air-to-ground 

and ground-to-ground communications capabilities are reliable and available for separating aircraft, coordinating 

flight plans, and transferring information between air traffic control facilities in the en route environment. To date, 

this program has replaced VSCS internal control systems, updated the obsolete language used in some software 

programs, and replaced the VSCS Timing and Traffic Simulation Unit at the FAA WJHTC. This WJHTC test bed is 

being used to test the capabilities of the upgraded systems to determine if they meet the formal baseline 

requirements established for VSCS performance. Additional upgrades will be completed to ensure that the VSCS 

continues to provide reliable voice communications, which can support future en route operations. 

VSCS Technology Refresh Phases 1 and 2 included funding for Work Station Upgrades, VSCS Display Module 

Replacement (VDMR), VSCS Integrated Test Suite (VITS) Replacement, Maintenance Test Replacements (MTSRF), Power Supply upgrades, VSCS Training and Backup Switch (VTABS) Test Controller Replacement (VTCR), as 

well as some Programming Language for Microcomputers (PLM) to C software code conversion. 

VSCS Technology Refresh Phase 3 will be dependent upon Engineering Analysis which will include Ground-toGround (G/G) node reduction efforts (approximately 10 nodes), fiber optic tie trunk (FOTT) power supply 

replacements (approximately 500 supplies), LAN Transceiver retrofits (approximately 5,000), and the PLM to C 

software conversion for the Air-to-Ground (A/G) switch. A Final Investment Decision for VSCS Technology 

Refresh Phase 3 was obtained in November 2012. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The VSCS Technology Refresh program supports the Performance Metric to maintain operational availability of the 

National Airspace System by improving the system reliability of en route voice communications for both current 

and future operations by replacing and upgrading components of the obsolete, non-supportable elements of VSCS 

hardware and software. VSCS Technology Refresh Phase 3 is required to maintain both the operational availability 

of the VSCS/VTABS switches and to maintain the ability of the VSCS Depot to support site requisitions. 

Program Plans FY 2014 – Performance Output Goals 

 G/G node reduction: Perform key site test of G/G node reduction. 

 FOTT power supply replacement: Enter production build test. 

Program Plans FY 2015 – Performance Output Goals 

 G/G node reduction: Excess nodes removed from seven additional ARTCCs (10 total). 

 FOTT power supply replacement: Replace 124 out of 404 FOTT power supplies. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

110

Program Plans FY 2016 – Performance Output Goals 

 FOTT power supply retrofits 50% complete. 

Program Plans FY 2017 – Performance Output Goals 

 FOTT power supply retrofits 100% complete. 

Program Plans FY 2018 – Performance Output Goals 

 A/G PLM to C software conversion: Complete deployments to all sites. 

System Implementation Schedule 

2A10, OCEANIC AUTOMATION SYSTEM

FY 2014 Request $4.8M 

Advanced Technologies and Oceanic Procedures (ATOP), A10.03-00 

Program Description 

The ATOP program replaced oceanic air traffic control systems, updated procedures and modernized the Oakland, 

New York, and Anchorage ARTCCs, which house these oceanic automation systems. A support system was 

installed at the William J. Hughes Technical Center. ATOP fully integrates flight and radar data processing, detects 

conflicts between aircraft, provides data link and surveillance capabilities, and automates the previous manual 

processes for oceanic air traffic control. 

A technology refresh for the automation system was completed for all three operational sites and the system 

installed at the William J, Hughes Technical Center (WJHTC). This technology refresh increased system 

performance, capacity, and usability, and made improvements to software functionality. Additional safety and 

efficiency enhancements will be delivered through FY 2016 by planned software modifications that provide 

evolutionary improvements to the ATOP Ocean21 system. These modifications will address needed functionality 

changes to support airspace expansion initiatives, address Agency-required system infrastructure changes (e.g., X.25 

to IP interface upgrades), and support FAA and International Civil Aviation Organization (ICAO) mandated system 

changes. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 5 – Maintain a NAS on-time arrival rate of 88 percent at Core airports through 

2016. 

Relationship to Performance Metric 

ATOP allows properly equipped aircraft (i.e., ADS-C, Controller-Pilot Data Link Communications (CPDLC), 

Required Navigation Performance-4 nm (RNP-4)) and qualified aircrews to operate using reduced oceanic 

separation criteria. This enables more aircraft to fly optimal routes and reduce aircraft flight time (and increase fuel 

and payload efficiency) during oceanic legs of their flights. Reduced lateral (side-to-side) separation provides space 

for additional routes between current locations or new direct markets. Reduced longitudinal (nose-to-tail) separation 

provides more opportunities to add flights without delays (e.g., climbs, descents, reroutes, or speed penalties). By 

reducing the potential for delays (i.e., increasing the number of available routes, increasing airspace capacity, 

Voice Switching and Control System (VSCS) - Tech Refresh

First site IOC: 2002 -- Last site ORD: 2018 VSCS - TR

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

111

enhancing the interfacility coordination of air traffic, reducing flight times, etc.), ATOP facilitates an increase in the 

on-time performance of scheduled air carriers. 

Program Plans FY 2014 – Performance Output Goals 

 Deliver software enhancements in the operational release to address operational problems and system 

improvements to all three Oceanic sites in November 2013 and support transition of Anchorage domestic 

airspace to ATOP. The exact number of enhancements implemented will be determined five months prior to 

the release date. 

 Deliver software enhancements in the operational release to address operational problems and system 

improvements to all three Oceanic sites in June 2014. Enhancements will include changes needed for the 

ATOP system to support Surveillance and Broadcast Services (SBS) Acquisition Program Baseline (APB) 

milestone. The exact number of enhancements implemented will be determined five months prior to the release 

date. 

Program Plans FY 2015 – Performance Output Goals 

 Deliver software enhancements in the operational release to address operational problems and system 

improvements to all three Oceanic sites in November 2014. The exact number of enhancements implemented 

will be determined five months prior to the release date. 

 Deliver software enhancements in the operational release to address operational problems and system 

improvements to all three Oceanic sites in April 2015. Enhancements will include changes needed for the 

ATOP system to support NextGen ADS-C Climb and Decent capability. The exact number of enhancements 

implemented will be determined five months prior to the release date. 

Program Plans FY 2016-2018 – Performance Output Goals 

 None. 

System Implementation Schedule 

2A11, NEXT GENERATION VERY HIGH FREQUENCY AIR/GROUND COMMUNICATIONS SYSTEM 

(NEXCOM) 

FY 2014 Request $20.3M 

Next-Generation VHF and UHF A/G Communications (NEXCOM) – Segment 2 – Phase 1 

of 2, C21.02-01 

Program Description 

The NEXCOM program replaces and modernizes the aging and obsolete NAS air-to-ground (A/G) analog radios 

that allow direct voice communication with pilots. Replacing the radios is part of a larger program to address the 

limitations on increasing the spectrum available that is needed to ensure that the air traffic system’s capability grows 

to effectively manage the projected U.S. air traffic requirements of the future. In addition, replacement of these 

Advanced Technologies and Oceanic Procedures (ATOP) 

First site IOC: June 2004 -- Last site IOC: March 2006 ATOP

ATOP Techology Refresh (TR)

First site Acceptance: February 2009 TR

Last site Acceptance: February 2010

ATOP Enhancements

First Release: February 2006 Enhance

Last Release: 2016

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

112

radios improves A/G radio equipment maintainability and reliability, and enhances A/G information security and 

communications control. Segment 1a of the NEXCOM program will have replaced all en route radios (30,000) with 

Multimode Digital Radios (MDRs) by the end of FY 2013. 

NEXCOM Segment 2 program is replacing radios at terminal and flight services facilities during the period from FY 

2009 to FY 2027. Segment 2 is separated into two phases. Phase 1 has JRC approval from 2011 to 2018. The 

NEXCOM procurement for Segment 2, Phase 1 will have a combined contract to deliver Very High Frequency 

(VHF) radios for civil aviation and Ultra High Frequency (UHF) radios for military aviation. A total of 12,000 

radios will be replaced in Phase 1. The VHF radio can emulate the existing 25 kHz voice mode protocol for channel 

separation, or they can operate in the more efficient 8.33 kHz voice mode currently used in Europe. The 8.33 kHz 

voice-only mode divides the current bandwidth for one channel into three channels and this increase in the number 

of channels recovers the spectrum needed for a stand-alone data communications system (i.e., Datacom program). 

To support the NextGen NAS Voice systems (NVS) program, Voice over Internet Protocol (VoIP) will be integrated 

into Segment 2, Phase 1 VHF and UHF radios. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

NEXCOM will reduce the number of unplanned outages by replacing existing communications equipment with 

modern A/G equipment. An added performance benefit will be the ability to increase capacity by expanding the 

number of communications channels within the spectrum assigned to the FAA. The Mean Time Between Failure 

performance metric, which is closely related to availability, will be increased from 11,000 hours to 50,000 hours at 

the completion of NEXCOM Segment 2, Phase 1. 

Program Plans FY 2014 – Performance Output Goals 

 Achieve In Service Decision for Segment 2 Phase 1, October 2013. (APB milestone) 

 Achieve first site initial operational capability for Segment 2 Phase 1, April 2014. (APB milestone) 

 Deploy 1780 new Terminal Air Traffic Control and Flight Service Radios. 

Program Plans FY 2015 – Performance Output Goals 

 Deploy 2700 new Terminal Air Traffic Control Radios. 

Program Plans FY 2016 – Performance Output Goals 

 Deploy 2700 new Terminal Air Traffic Control Radios. 

Program Plans FY 2017 – Performance Output Goals 

 Deploy 2700 new Terminal Air Traffic Control Radios. 

Program Plans FY 2018 – Performance Output Goals 

 Deploy 2700 new Terminal Air Traffic Control Radios. 

 Achieve IOC at 450 sites. (APB milestone) 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

113

System Implementation Schedule 

2A12, SYSTEM-WIDE INFORMATION MANAGEMENT (SWIM)* 

FY 2014 Request $70.5M 

 A, System Wide Information Management (SWIM) – Segment 1, G05C.01-01 

 B, System Wide Information Management (SWIM) – Segment 2A, G05C.01-04 / X, System Wide Info 

Management (SWIM) – Segment 2B, G05C.01-08 

 C, System Wide Info Management (SWIM) – Common Support Services Weather (CSS-Wx), G05C.01-06 

 X, System Wide Info Management (SWIM) – Common Support Services Aeronautical Information 

Management (AIM), G05C.01-07 

A, System Wide Information Management (SWIM) – Segment 1, G05C.01-01 

Program Description 

In 2007, the FAA established the System Wide Information Management (SWIM) Program to implement a set of 

Information Technology (IT) capabilities in the NAS to provide users with relevant and commonly understandable 

information. The principles behind the SWIM concept include the following: 

 Separation of information provision and consumption in such a way that the number and nature of the 

consumers can evolve through time; 

 Loose system coupling, in which each component has little or no knowledge of the definitions of other 

separate components; 

 Using publicly available open standards; and 

 Using Service Oriented Architecture (SOA) implemented as a suite of interoperable services. 

SWIM maximizes the use of current infrastructure while allowing sharing of information between diverse systems 

enabling the NextGen delivery of the right information to the right places at the right time. The program achieves 

this by providing the IT enterprise infrastructure necessary for NAS systems to share and reuse information and 

increase interoperability. 

SWIM’s enterprise infrastructure will enable systems to publish information of interest to NAS users, request and 

receive information from other NAS services, and support NAS security requirements. Further, SWIM provides 

Governance to NAS Programs to ensure services are SWIM compliant and meet all FAA SOA standards. By 

providing this Governance and the supporting enterprise infrastructure, SWIM will reduce the cost and risk for 

NextGen programs to develop and deploy services. 

SWIM is being developed in segments. In SWIM Segment 1, nine SWIM capabilities are being implemented with 

SWIM-provided governance, standards, and software to support development of reusable SOA services. Segment 1 

results in SOA services deployed to all Air Route Traffic Control Centers (ARTCCs), 39 Terminal Radar Approach 

Controls (TRACONs), the Air Traffic Control System Command Center, the William J. Hughes Technical Center 

(WJHTC), and NAS Enterprise Management Centers (NEMCs). The Segment 1 capabilities are as follows: 

 Aeronautical Information Management (AIM) Special Use Airspace (SUA) Automated Data Exchange, 

Next-Generation VHF A/G Communications (NEXCOM) – 

Segment 2 - Phase 1/2

First site IOC: July 2003 -- Last site IOC: September 2013 NEXCOM Seg 1a

First site IOC: April 2014 -- Last site IOC: September 2018 S2P1

First site IOC: 2019 -- Last site IOC: August 2027 S2P2

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

114

 Integrated Terminal Weather System (ITWS) Data Publication, 

 Corridor Integrated Weather System (CIWS) Data Publication, 

 Weather Message Switching Center Replacement (WMSCR) Pilot Report (PIREP) Data Publication, 

 Reroute Data Exchange, 

 SWIM Terminal Data Distribution System (STDDS), 

 Traffic Flow Management (TFM) Flow Data Publication, 

 Runway Visual Range (RVR) Data Publication, and 

 Flight Data Publication Service (FDPS). 

In FY 2011, ITWS and CIWS capabilities have become operational and AIM SUA Data Exchange achieved an 

Initial Operating Capability (IOC). In FY 2012, WMSCR became operational and STDDS achieved an IOC. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

SWIM will reduce the number and types of unique interfaces, reduce redundancy of information, better facilitate 

information-sharing, improve predictability and operational decision-making, and reduce the cost of service. The 

improved coordination that SWIM will provide will allow for the transition from tactical conflict management of air 

traffic to strategic trajectory-based operations. In addition, SWIM will provide the foundation for greatly enhanced 

information exchange and sharing outside the FAA. 

Program Plans FY 2014 – Performance Output Goals 

 Begin operating on Runway Visual Range (RVR) Publication Service for the SWIM Terminal Data Distribution 

Service (STDDS). (APB milestone) 

 Complete Flight Data Publication Service (FDPS) OT&E. (APB milestone) 

 Continue to operate the NAS Service Registry/Repository, COTs Repository, the SWIM Developer Wiki. 

 Continue to provide SOA governance of the Segment 1 SWIM Implementing Programs (SIPs). 

Program Plans FY 2015 – Performance Output Goals 

 Begin operating on Flow Information Publication. (APB milestone) 

 Begin operating on Flight Data Publication. (APB milestone) 

 Complete Implementation – SWIM Tool Kits. (APB milestone) 

Program Plans FY 2016-2018 – Performance Output Goals 

 None. 

B, System Wide Information Management (SWIM) – Segment 2A, G05C.01-04 / X, System 

Wide Info Management (SWIM) – Segment 2B, G05C.01-08 

Program Description 

In 2007, the FAA established the SWIM Program to implement a set of Information Technology (IT) capabilities in 

the NAS to provide users with relevant and commonly understandable information. The principles behind the 

SWIM concept include the following: 

 Separation of information provision and consumption in such a way that the number and nature of the 

consumers can evolve through time; 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

115

 Loose system coupling, in which each component has little or no knowledge of the definitions of other 

separate components; 

 Using publicly available open standards; and 

 Using Service Oriented Architecture (SOA) implemented as a suite of interoperable services. 

SWIM maximizes the use of current infrastructure while allowing sharing of information between diverse systems 

enabling the NextGen delivery of the right information to the right places at the right time. The program achieves 

this by providing the IT enterprise infrastructure necessary for NAS systems to share and reuse information and 

increase interoperability. 

SWIM’s enterprise infrastructure will enable systems to publish information of interest to NAS users, request and 

receive information from other NAS services, and support NAS security requirements. Further, SWIM provides 

Governance to NAS Programs to ensure services are SWIM compliant and meet all FAA SOA standards. By 

providing this Governance and the supporting enterprise infrastructure, SWIM will reduce the cost and risk for 

NextGen programs to develop and deploy services. 

SWIM – Segment 2A (G05C.01-04): 

Segment 2A includes the following key elements: 

 Development, deployment, and maintenance of SOA Core Services. These SOA Core Services, which are 

comprised of Enterprise Messaging, Enterprise Service Management, Interface Management, and Security 

services, are provided for use by multiple FAA domains and programs; 

 Responsibility for all acquisition, management and maintenance activities for the hardware and software 

associated with developing and deploying those capabilities that will result in a consolidated SOA 

infrastructure (e.g., supporting SOA Core Services). 

SWIM – Segment 2B (G05C.01-08): 

 Plans for Segment 2B include the following: continued on ramping of programs onto the NAS Enterprise 

Messaging Service (NEMS); providing additional NAS enterprise services such as orchestration, 

interaction services, and other support services through additional NEMS capabilities; and enhancement of 

the Flight Data Publication Service (FDPS) to make it independent of HOST/Air Traffic Management Data 

Distribution System (HADDS). 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

SWIM will reduce the number and types of unique interfaces, reduce redundancy of information, better facilitate 

information-sharing, improve predictability and operational decision-making, and reduce the cost of service. The 

improved coordination that SWIM will provide will allow for the transition from tactical conflict management of air 

traffic to strategic trajectory-based operations. In addition, SWIM will provide the foundation for greatly enhanced 

information exchange and sharing outside the FAA. 

Program Plans FY 2014 – Performance Output Goals 

SWIM Segment 2A (G05C.01-04): 

 Complete publication of Integrated Terminal Weather System (ITWS), Time-Based Flow Management 

(TBFM), Enhanced Weather Information Network (EWIN), Terminal Automation Modernization Replacement 

(TAMR) and Collaborative Air Traffic Management Technologies (CATMT) WP2 using SWIM NEMS 

services. (APB milestone) 

 Complete NEMS Dynamic Subscription Capability Development. (APB milestone) 

 Complete NEMS demand assessment and associated deployment of new NEMS Nodes. (APB milestone) 
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 Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2014. 

 Complete Segment 2B JRC Final Investment Decision Approval Process. 

SWIM Segment 2B (G05C.01-08): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

SWIM Segment 2A (G05C.01-04): 

 Complete NEMS demand assessment and associated deployment of new NEMS Nodes. (APB milestone) 

 Complete NEMS Security Services Capability Development. (APB milestone) 

 Complete NEMS Web Services Capability Development. (APB milestone) 

 Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2015. 

SWIM Segment 2B (G05C.01-08): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

SWIM Segment 2A (G05C.01-04): 

 Complete NEMS demand assessment and associated deployment of new NEMS Nodes. (APB milestone) 

 Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2016. 

SWIM Segment 2B (G05C.01-08): 

 Complete Segment 2B Contract Award. 

 Complete transition from Segment 2A to Segment 2B. 

Program Plans FY 2017 – Performance Output Goals 

SWIM Segment 2A (G05C.01-04): 

 None. 

SWIM Segment 2B (G05C.01-08): 

 Complete Run-Time Registry. 

 Begin operating on Basic Interoperability and Enhanced On-Ramping Services Interoperability. 

 Complete NEMS demand assessment and associated deployment of new NEMS Nodes. 

 Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2017. 

Program Plans FY 2018 – Performance Output Goals 

SWIM Segment 2A (G05C.01-04): 

 None. 

SWIM Segment 2B (G05C.01-08): 

 Complete Enterprise Repository. 

 Begin operating on Basic Service Orchestration and Enhanced On-Ramping Service Orchestration. 

 Complete NEMS demand assessment and associated deployment of new NEMS Nodes. 

 Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2018. 

C, System Wide Info Management (SWIM) – Common Support Services Weather (CSSWx), G05C.01-06 

Program Description 

Common Support Services for Weather (CSS-Wx), formerly known as NextGen Network Enabled Weather 

(NNEW), will be the FAA’s first instance of a common support services capability. CSS-Wx will establish an 

aviation weather publishing capability for the NAS. It will enable universal access and the standardization of 
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weather information for dissemination to users by System Wide Information Management (SWIM), a data 

management and sharing system the FAA is implementing for the NextGen. CSS-Wx will filter weather 

information by location and time. Consumers of the information published by CSS-Wx will include air traffic 

controllers, traffic managers, commercial aviation, general aviation and the flying public. CSS-Wx will also make 

weather information available for integration into NextGen’s enhanced decision support tools such as Route 

Availability Planning tool (RAPT) and Collaborative Airspace Constraint Resolution (CACR). CSS-Wx will be the 

FAA’s single provider of aviation weather data, consolidating several legacy weather information systems. CSSWx will also be scalable to facilitate the addition of new users and new systems. The system is scheduled to achieve 

initial operating capability in 2016. 

The CSS-Wx System will ultimately: 

 Provide weather information via Web Coverage Service (WCS), Web Feature Service (WFS), and Web 

Map Service (WMS), 

 Filter weather information by location and time to provide only the specific data requested by a user (e.g., 

along a flight path in support of trajectory-based operations), 

 Provide weather information in common, standardized formats identified by the Open Geospatial 

Consortium (OGC), 

 Store, archive, and retrieve weather information, and 

 Discover weather information in near real-time for users. 

The CSS-Wx System will make improved weather products provided by the NextGen Weather Processor (NWP), 

the National Oceanic and Atmospheric Administration’s (NOAA) 4-Dimensional Weather Data Cube, and other 

weather sources, available to FAA and NAS users for input into collaborative decision making. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access Through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

CSS-Wx is an enterprise service that provides access to common weather observations and forecasts to enable 

collaborative and dynamic NAS decision making. It will enable integration of information from weather sources 

into all applicable NextGen decision-support systems. It fuses weather observations into a common, virtual, 

continuously updated, weather information data set available to all network users. CSS-Wx will enable Airline 

Operations Centers and Traffic Flow Management to better develop weather mitigation plans and replans, by 

selecting flight paths that maximize use of available capacity in weather impacted environments, and it will provide 

NWP mosaics enabling en route and terminal controllers to provide more precise and timely information to respond 

to pilot requests for deviations around hazardous weather CSS-Wx helps maximize use of airport capacity by 

providing more precise information on weather location and movement, which allows runways to remain in use 

longer and reopen more quickly after an adverse weather event. 

Program Plans FY 2014 – Performance Output Goals 

 Complete FID for CSS-Wx. 

 Contract Award for CSS-Wx software development. 

 Contract Award for CSS Cloud Computing Infrastructure/services. 

 Initiate Preliminary Design Review (PDR) for CSS-Wx. 

 Complete deployment of Enhanced Weather Information Network Server (WINS) Dissemination (EWD). 

Program Plans FY 2015 – Performance Output Goals 

 Complete Critical Design Review (CDR) for CSS-Wx. 

 Achieve Initial Operating Capability (IOC) for CSS Cloud Computing Infrastructure/service. 
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 Complete development of Draft Operational Test and Evaluation (OT&E) Plan for CSS-Wx. 

 Complete installation at the FAA’s William J. Hughes Technical Center for CSS-Wx. 

Program Plans FY 2016 – Performance Output Goals 

 Conduct OT&E for CSS-Wx. 

 Perform Key Site Installation of CSS-Wx. 

 Achieve IOC for CSS-Wx. 

Program Plans FY 2017 – Performance Output Goals 

 Installation 70% complete for CSS-Wx. 

 Complete transition to CSS-Wx and decommissioning of FAA Bulk Weather Telecommunications Gateway 

(FBWTG) in Weather and Radar Processor (WARP). 

Program Plans FY 2018 – Performance Output Goals 

 National Deployment completed for CSS-Wx. 

 Complete transition to CSS-Wx and decommissioning of the Data Distribution Service in the Corridor 

Integrated Weather System (CIWS). 

 Complete transition to CSS-Wx and decommissioning of WINS in WARP. 

System Implementation Schedule 

X, System Wide Info Management (SWIM) – Common Support Services Aeronautical 

Information Management (AIM), G05C.01-07 

Program Description 

The Aeronautical Information Management (AIM) Common Support Services (CSS) program will transition the 

Aeronautical Common Service (ACS) from a stand-alone set of web services (i.e., Special Activity Airspace (SAA), 

Airport data, NOTAMs, and other aeronautical information) to a more integrated environment. ACS was developed 

using open standards to enable universal access to aeronautical data and information, but the information is not 

merged. CSS will improve ACS by merging data and information streams including weather, surveillance, and 

flight data and traffic flow. This approach is made possible by the migration to a common hosted environment 

through the cloud. It will streamline the set of common support services and make it easier to manage all 

information in the cloud with a common set of tools for business rules management, identity management, 

Geographic Information System (GIS) and mapping services. This will include other basic information management 

services regardless of the content area. 

The current approach to information management relies on compartmentalized tools and processes for a given data 

content which results in duplicated instances of the same functionality implemented across each data set on each 

system or database with little consistency. In the enterprise environment, where data and information are managed 

as an enterprise asset in the cloud, services can handle multiple information and data streams given the functionality 

is largely the same regardless of the content. 

Transitioning the AIM data and information web services and establishing the common information management 

functions as common support services will improve the uniformity and integrity of information management across 

the data sets. It will standardize information management functionality so that use, development and technology 

refresh of these capabilities are more efficiently executed and broadly applied for the data and information in the 

cloud. This migration to a common support service enterprise approach to information management is consistent 

Common Support Services - Weather (CCS-Wx)

First site IOC: July 2016 -- Last site IOC: February 2018 CCS-Wx

2010 2015 2020
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with the NAS enterprise architecture and supports multiple NextGen improvements including On Demand NAS 

Information and Collaborative air traffic management. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The AIM CSS program moves the legacy ACS to the NAS cloud environment and consolidates services across 

content areas to ensure consistency of data and information management. This consolidation and distribution 

approach will result in increased efficiency and cost effectiveness. This approach recognizes data as an enterprise 

asset and further expands the FAA’s ability to manage data and information in a seamless and coordinated fashion 

enabling operational improvements such as On Demand NAS Information and Shared Situational Awareness. Cost 

efficiencies in using the same services to manage multiple data and information content areas along with the 

common approach to information exchange and business rule enforcement should reduce costs of implementation 

and maintenance of data and information. It should also provide a flexible, reliable platform for additional content 

at minimal cost. This program will begin exploring the magnitude of the shortfalls and quantifying costs and 

benefits as part of the investment analysis planning phase for the common support services acquisition. 

Program Plans FY 2014-2016 – Performance Output Goals 

 None. 

Program Plans FY 2017 – Performance Output Goals 

 Complete program Detailed Design Review. 

Program Plans FY 2018 – Performance Output Goals 

 Complete program Software Release 1 Development and Test. 

2A13, AUTOMATIC DEPENDENT SURVEILLANCE - BROADCAST (ADS-B) NAS WIDE 

IMPLEMENTATION* 

FY 2014 Request $282.1M 

 A, ADS-B NAS Wide Implementation – Segments 1 and 2, G02S.01-01 / X, ADS-B NAS Wide 

Implementation – Baseline Services & Applications, G02S.03-01 

 B, ADS-B NAS Wide Implementation – Additional Service Volumes Gulf Expansion, G02S.03-02 

 C, ADS-B NAS Wide Implementation – Additional Applications ADS-B IN, In Trail Procedures, G02S.03-

03 

 X, ADS-B NAS Wide Implementation – Future Segments, G02S.01-02 

A, ADS-B NAS Wide Implementation – Segments 1 and 2, G02S.01-01 / X, ADS-B NAS 

Wide Implementation – Baseline Services & Applications, G02S.03-01 

Program Description 

ADS-B is an advanced surveillance technology that provides highly accurate and more comprehensive surveillance 

information. ADS-B is the cornerstone technology for the NextGen. This new system promises to significantly 

reduce delays and enhance safety by using aircraft broadcasted position based on the aircraft’s navigation system 
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calculation using the Global Navigation Satellite System or other navigation inputs, instead of position information 

from traditional radar. 

Aircraft position (longitude, latitude, altitude, and time) is determined using the Global Navigation Satellite System 

(GNSS), and/or an internal inertial navigational reference system, or other navigation aids. The aircraft’s ADS-B 

equipment processes this position information, along with other flight parameters, (such as identification, indication 

of climb or descent angle, velocity, next waypoint, and other data that is limited only by the equipment’s capability) 

for a periodic broadcast transmission, typically once a second, to airborne and ground-based ADS-B receivers. The 

information will be used to display aircraft position on en route and terminal automation systems such as Common 

Automated Radar Tracking System (CARTS), Standard Terminal Automation Replacement System (STARS), 

Microprocessor En Route Automated Radar Tracking System (MicroEARTS), En Route Automation Modernization 

(ERAM), HOST, and Advanced Technologies and Oceanic Procedures (ATOP). 

In addition to the ground-based ADS-B receiver, nearby aircraft within range of the broadcast and equipped with 

ADS-B avionics may receive and process the surveillance information of nearby aircraft for display to the pilot 

using the aircraft’s multifunction display. Finally, ADS-B equipment may be placed on ground vehicles to allow 

controllers and pilots to locate and identify them on runways or taxiways. 

The following capabilities are being implemented: Automatic Dependent Surveillance – Broadcast (ADS-B), 

Automatic Dependent Surveillance – Rebroadcast (ADS-R), Traffic Information Service – Broadcast (TIS-B), Flight 

Information Service – Broadcast (FIS-B), and Wide Area Multilateration (WAM). Additional applications are also 

being developed utilizing the ADS-B capabilities. 

ADS-R translates and uplinks ADS-B messages received from aircraft with different data links, making it possible 

for each aircraft and vehicle to receive the information being transmitted by the other. TIS-B is a surveillance 

service that derives traffic information from one or more radar-based surveillance sources, Airport Surface Detection 

Equipment-Model X (ASDE-X) and Wide Area Multilateration (WAM), and uplinks this traffic information to 

ADS-B-in equipped aircraft. TIS-B enables ADS-B-In equipped aircraft to receive position reports on non-ADS-Bequipped aircraft during the transition period to full ADS-B equipage in the NAS. FIS-B broadcasts non-air traffic 

control advisory information such as weather and aeronautical information, by use of a cockpit display. WAM 

surveillance systems have been installed in areas where the installation of radar would be cost prohibitive and/or the 

traffic density dictates the need for surveillance. WAM utilizes signals from legacy/traditional aircraft transponders. 

WAM supported surveillance allows for a rapid and cost effective secondary surveillance radar coverage solution. 

Applications are being developed which will utilize the ADS-B capability such as Ground-based Interval 

Management – Spacing (GIM-S) which will provide for improved spacing of aircraft as they fly through the airspace 

and Surface Advisory Services which will provide better situational awareness and alerting to pilots approaching or 

operating on the airport surface. 

The main ADS-B acquisition has been structured as a multiple year, performance-based service contract under 

which the vendor will install, own, and maintain the ground-based ADS-B equipment that provides the surveillance 

information to FAA automation systems. 

ADS-B National Implementation – Segments 1 and 2 (G02S.01-01): 

Segment 1 developed the standards for operations, the ground equipment and the automation software enhancements 

to FAA systems. ADS-B was implemented in Segment 1 for the following service volumes: Gulf of Mexico; 

Louisville, KY; Philadelphia, PA; Juneau AK; and Expansion of Broadcast Services – East Coast, Midwest to North 

Dakota, Western Arizona through California and Oregon. 

Segment 2 continues the development of automation enhancements to enable ADS-B applications and deployment 

of ADS-B services for the remainder of the NAS. Segment 2 completes NAS-Wide deployment of ADS-B for 

surveillance and air traffic services supporting En Route, Terminal and Airport Surface operations. Segment 2 also 

develops applications: Ground-based Interval Management-Spacing (GIM-S) (En Route only); Surface Advisory 

Services; Flight Deck Based Interval Management-Spacing (FIM-S) flight trials, In-Trail Procedure (ITP) 

operational evaluation, and Traffic Situational Awareness with Alerts (TSAA) flight tests; and software 

development for the ATOP automation platform. 
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The planned completion date for deployment of ADS-B services, including TIS-B and FIS-B, is April 2014. This 

program ends in FY 2014. 

ADS-B National Implementation – Baseline Services and Applications (G02S.03-01): 

This program provides for continuing ADS-B baseline services and applications. The deployment utilizes 

performance based service fees for ADS-B infrastructure owned and operated by the prime contractor. It also 

continues implementation of baseline applications: Ground-based Interval Management (GIM), Traffic Situation 

Awareness, Airport Traffic Situation Awareness, Enhanced Visual Approach, Cockpit Display of Traffic 

Information (CDTI) Assisted Visual Separation (CAVS), Traffic Situation Awareness with Alerts, Weather and 

NAS Situation Awareness. 

Also included in this program is the Colorado WAM project which is operating a Multilateration surveillance 

service capability. The traditional surveillance coverage provided by exiting ground based radar did not allow 

coverage below 9,000 feet due to the mountainous terrain. The lack of surveillance forced controllers to use 

procedural separation standards for the Instrument Flight Rules (IFR) arriving/departing aircraft. To provide this 

surveillance service, receivers / transmitters were placed at multiple locations on the surface to determine the 

location of aircraft by triangulating the transponder signals broadcast by the radar beacon and Mode S avionics. The 

aircraft location information is provided to the automation system at Denver ARTCC to allow controllers to provide 

separation services at the four Colorado airports (Durango, Gunnison, Montrose and Telluride). The increased 

accuracy of this surveillance technique safely expands the capacity of these airports to allow additional aircraft 

operations during instrument landing conditions. 

The WAM system is being managed by a System Integrator that is responsible for design, development, 

deployment, operation and maintenance of the surveillance system. After the system is certified by the FAA and is 

operational, the service provider will charge the FAA an annual service fee to provide the surveillance data. 

Funding for Colorado WAM MLAT is included in the Surveillance and Broadcast Services (SBS) CIP account 

G02S.03-01 for fiscal years 2015 and beyond. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 5 – Maintain a NAS on-time arrival rate of 88 percent at Core airports through 

2016. 

Relationship to Performance Metric 

ADS-B is a technology that will allow implementation of new air traffic control procedures based on more accurate 

aircraft position information that will allow better use of existing airspace. This should result in an increase in 

capacity and will result in fewer delays and more optimal routing for aircraft. The efficiency benefits include 

reductions in weather deviations, reduced cancellations resulting from increased access to some Alaskan villages 

during reduced weather conditions, additional controller automation, and additional aircraft to aircraft applications. 

The efficiency benefits translate to savings in both aircraft direct operating costs and passenger value of time. The 

Business Case Analysis Report dated May 15, 2012 shows $3.2B in capacity and efficiency benefits. 

Program Plans FY 2014 – Performance Output Goals 

ADS-B National Implementation – Segment 1 and 2 (G02S.01-01): 

 Achieve IOC of automation upgrades for ATOP automation platform. 

 Achieve IOC for MEARTS fusion processing for separation services – fusion processing key site for 3nm 

separation (Honolulu HCF). 

 Achieve IOC for Ground-Based Interval Management – Spacing (GIM-S). 

 Achieve En Route ATC separation services IOC at remaining sites (24 cumulative). 

 Achieve IOC for Terminal ATC separation services at 11 sites (61 cumulative). 

 Achieve IOC of Surface Advisory Services at three sites (35 cumulative). (APB milestone) 
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 Install Surface Advisory Services at one Airport Surface Surveillance Capability (ASSC) site. 

 Achieve IOC at one ASSC site. 

 Complete ATC separation services Implementation Service Acceptance Testing (ISAT) at 49 service volumes 

which completes all 306 service volumes. (APB milestone) 

 Establish FAA infrastructure that supports ground vehicle surveillance at Denver (DEN) and Chicago (ORD). 

ADS-B National Implementation – Baseline Services and Applications (G02S.03-01): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

ADS-B National Implementation – Segment 1 and 2 (G02S.01-01): 

 None. 

ADS-B National Implementation – Baseline Services and Applications (G02S.03-01): 

 Provide service at 306 service volumes within specified requirements. 

 Achieve IOC for ATC separation/advisory services & pilot advisory services. 

 Deploy GIM-S NAS wide. 

 Install Surface Advisory Services at one ASSC site. 

 Achieve IOC at one ASSC site. 

 Pay performance based subscription charges on time. 

 Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the three 

Colorado airports. 

Program Plans FY 2016 – Performance Output Goals 

ADS-B National Implementation – Segment 1 and 2 (G02S.01-01): 

 None. 

ADS-B National Implementation – Baseline Services and Applications (G02S.03-01): 

 Provide service at 306 service volumes within specified requirements. 

 Install Surface Advisory Services at five ASSC sites. 

 Achieve IOC at five ASSC sites. 

 Pay performance based subscription charges on time. 

 Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the three 

Colorado airports. 

Program Plans FY 2017 – Performance Output Goals 

ADS-B National Implementation – Segment 1 and 2 (G02S.01-01): 

 None. 

ADS-B National Implementation – Baseline Services and Applications (G02S.03-01): 

 Provide service at 306 service volumes within specified requirements. 

 Install Surface Advisory Services at two ASSC sites. 

 Achieve IOC at two ASSC sites. 

 Pay performance based subscription charges on time. 

 Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the three 

Colorado airports. 

Program Plans FY 2018 – Performance Output Goals 

ADS-B National Implementation – Segment 1 and 2 (G02S.01-01): 

 None. 

ADS-B National Implementation – Baseline Services and Applications (G02S.03-01): 

 Provide service at 306 service volumes within specified requirements. 

 Pay performance based subscription charges on time. 

 Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the three 

Colorado airports. 
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System Implementation Schedule 

B, ADS-B NAS Wide Implementation – Additional Service Volumes Gulf Expansion, 

G02S.03-02 

Program Description 

Three additional ADS-B radio stations will be provided in Mexico which will provide coverage for all of the Gulf of 

Mexico (GOMEX). A Memorandum of Agreement (MOA) was signed between United States and Mexico on May 

22, 2012. The MOA includes the roles of each entity, describes how the added surveillance will improve situational 

awareness and enable more efficient air traffic handoffs between the countries, and contains a requirement to build a 

detailed plan that includes cost share, schedule, and ATC procedures development. 

Three additional ADS-B radio stations in Mexico will provide coverage over all of the Gulf of Mexico air traffic 

routes extending from Houston ARTCC into Mexico. Airlines will use the routes transitioning from North to South, 

or South to North, and the primary area of expanded coverage is the far south of the US Flight Information Region 

(FIR). This will allow for reduced separation resulting in greater airspace capacity. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 5 – Maintain a NAS on-time arrival rate of 88 percent at Core airports through 

2016. 

Relationship to Performance Metric 

The SBS baseline surveillance service includes ADS-B coverage for the U.S. portion of the Gulf of Mexico. Adding 

three ADS-B radio stations in Mexico will provide coverage over all of the Gulf of Mexico air traffic routes 

extending from U.S. airspace into Mexico, thereby allowing reduced separation for both sides of the border and 

enabling more efficient handoffs between U.S. and Mexican airspace. Reduced separation will allow for improved 

on-time arrivals by allowing more volume of traffic to be managed. 

 

Program Plans FY 2014 – Performance Output Goals 

 GOMEX: Radio station site selection complete. 

Program Plans FY 2015 – Performance Output Goals 

 Radio station construction complete. 

Program Plans FY 2016 – Performance Output Goals 

 Expanded GOMEX services operational at Houston – September 2016. (APB milestone) 

 

Program Plans FY 2017 – Performance Output Goals 

 Pay performance based subscription charges on time. 

Automatic Dependent Surveillance-Broadcast (ADS-B) 

National Airspace System (NAS) Wide Implementation 

First site IOC: August 28, 2008 -- Last site IOC: December 2013 ADS-B Nat Impl

Expected operational life: 27 years

2010 2015 2020
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Program Plans FY 2018 – Performance Output Goals 

 Pay performance based subscription charges on time. 

C, ADS-B NAS Wide Implementation – Additional Applications ADS-B IN, In Trail 

Procedures, G02S.03-03 

Program Description 

In Trail Procedures (ITP) allows air traffic control to approve ADS-B equipped aircraft to perform flight level 

changes when there is less than standard separation. ITP enables flight level change maneuvers that are otherwise 

not possible using non-ADS-B based oceanic procedural separation standards. ITP allows ATC to approve these 

flight level change requests between properly equipped aircraft using reduced separation during the maneuver. This 

will allow aircraft to more easily access more efficient altitudes in oceanic airspace. This program develops the 

operational standards, provides for operational testing and develops supporting automation software. 

 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 5 – Maintain a NAS on-time arrival rate of 88 percent at Core airports through 

2016. 

Relationship to Performance Metric 

The objective of this application is to enable more frequent approval of flight level requests between properly 

equipped aircraft using a reduced separation standard in Oceanic Airspace, improving flight efficiency. 

Program Plans FY 2014 – Performance Output Goals 

 Advanced Technologies and Oceanic Procedures (ATOP) ITP draft modifications completed. 

 

Program Plans FY 2015 – Performance Output Goals 

 ATOP ITP modifications completed. 

Program Plans FY 2016 – Performance Output Goals 

 Oceanic ITP operational at Oakland Center. 

Program Plans FY 2017 – Performance Output Goals 

 Oceanic ITP operational at New York and Anchorage Centers. 

Program Plans FY 2018 – Performance Output Goals 

 None. 

X, ADS-B NAS Wide Implementation – Future Segments, G02S.01-02 

Program Description 

The program will develop and implement ADS-B In Applications. Information is sent to aircraft using ADS-B In, 

which shows all aircraft in the area via a cockpit display, even those not equipped with ADS-B technology, 

providing improved pilot situational awareness and advisories. Flight safety improves when pilots can determine 

airborne and airport surface hazards. 
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The FAA chartered the ADS-B In Aviation Rulemaking Committee (ARC) in June of 2010 to provide a forum for 

the U.S. aviation community to define a strategy for incorporating ADS-B In technologies into the NAS. The ARC 

was tasked to provide recommendations that clearly define how the community should proceed with ADS-B In 

while ensuring compatibility with defined ADS-B Out avionics. In September 2011, the ARC published a report 

that included a priority listing of ADS-B In applications from a user perspective. Subsequently, in accordance with 

the FAA Reauthorization Act, Section 211(b), the ARC has been evaluating a variety of equipage implementation 

strategies to frame a targeted ADS-B-In mandate, and is scheduled to publish their recommendations by 31-Oct2012. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 5 – Maintain a NAS on-time arrival rate of 88 percent at Core airports through 

2016. 

Relationship to Performance Metric 

In response to the September 2011 ARC recommendations, the FAA SBS program has been evaluating the business 

case, affordability, and maturity of the various applications. The SBS program is maturing the requirements 

definition of a suite of Interval Management (IM) applications and will pursue a series of final investment decisions 

as each application or a set of applications are deemed suitably defined for implementation. These final investment 

decisions will encompass the work activities and milestones for the Future Segments of the SBS program. 

Program Plans FY 2014-2015 – Performance Output Goals 

 None. 

Program Plans FY 2016 – Performance Output Goals 

 Develop program plan for the next set of IM applications to include Interval Management – Spacing (IM-S) No 

Closer Than, IM-S Arrivals & Approach, and IM-S Cruise. 

Program Plans FY 2017 – Performance Output Goals 

 Key site automation test for IM-S No Closer Than. 

 Achieve operational approval for IM-S No Closer Than. 

Program Plans FY 2018 – Performance Output Goals 

 Key site automation test for IM-S Arrivals & Approach and Cruise. 

 Achieve operational approval for IM-S Arrivals & Approach and Cruise. 

2A14, WINDSHEAR DETECTION SERVICE (WDS) 

FY 2014 Request $2.0M 

Wind Shear Detection Services – Work Package 1, W05.03-01 

Program Description 

Wind Shear Detection Services (WSDS) Work Package 1 is a portfolio program consisting of legacy several wind 

shear detection systems currently deployed in the NAS. The program will address obsolescence of the legacy 

systems Weather Systems Processor (WSP), Low Level Wind Shear Alert System (LLWAS) and Wind Measuring 

Equipment (WME). The program will sustain existing service levels by upgrading components of existing systems 

to mitigate safety hazards and to resolve obsolescence/supportability issues of the 34 WSP, 60 WME, and 50 

LLWAS systems currently deployed in the NAS. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

126

Alignment of Program to FAA Strategic Goal, Objective, and Performance Target 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Measure 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Target 

WSDS WP1 will contribute to the reduction of commercial air carrier fatalities per 100 million persons by 

preventing aircraft accidents in the terminal environment during take-off and landing. WSDS will accomplish this 

by providing hazardous wind shear alerts and warnings to Air Traffic Controllers to be passed on to pilots to avoid 

potential wind shear encounters. 

Program Plans FY 2014 – Performance Output Goals 

 Award WME integration contract. 

 Award Contract for WME Wind Sensors. 

 

Program Plans FY 2015 – Performance Output Goals 

 Deliver LLWAS RS Wind Sensors to FAA Logistics Center. 

 Award production contract for WSP Radar Video Processors (RVP-7) replacement. 

Program Plans FY 2016 – Performance Output Goals 

 First WSP site upgrade complete (1 of 34, 3%). (APB milestone) 

 First WME site upgrade complete (1 of 62, 2%). (APB milestone) 

Program Plans FY 2017 – Performance Output Goals 

 Install WSP site upgrade at 19 sites (20 of 34, 59%). 

 Install WME site upgrade at 30 sites (31 of 62, 50%). 

Program Plans FY 2018 – Performance Output Goals 

 Last WME site upgrade complete (62 of 62, 100%). (APB milestone) 

 Last WSP site upgrade complete (34 of 34, 100%). (APB milestone) 

2A15, WEATHER AND RADAR PROCESSOR (WARP) 

FY 2014 Request $0.7M 

Weather and Radar Processor (WARP) Sustain, W04.03-01 

Program Description 

The Weather and Radar Processor (WARP) system provides accurate, reliable, current and forecast weather 

conditions to air route traffic control center (ARTCC) controllers, traffic management specialists, and center weather 

service unit meteorologists. This weather data allows the FAA to provide timely weather advisories and sustain safe 

and efficient air travel. The WARP Program provides accurate weather data to critical NAS systems such as the En 

Route Automation Modernization (ERAM) and Advanced Technologies and Oceanic Procedures (ATOP). The 

current WARP system: 

 Processes weather radar data so it can be integrated and portrayed on air-traffic controller’s displays; 

 Provides access to radar mosaics and other key weather information for Area Supervisors and Traffic 

Management Personnel; 

 Accepts data from advanced weather sensors; 

 Plots and processes forecasted upper air wind and temperature gridded data, and 

 Provides weather data to other NAS systems. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

127

WARP Benefits include: 

 Reduced delays and the resulting savings in passenger time and airline direct operating costs; 

 Increased safety due to weather advisories that improve pilot awareness of adverse weather conditions and 

help aircraft with or without onboard radar avoid accidents in convective weather; 

 Decreased need for deviations from planned flight paths because more precise information about severe 

weather is available; and 

 Cost Avoidance that result from the elimination of commercial weather service. 

The system became fully operational in December 2002 and provides weather information on controller displays. A 

WARP Maintenance and Sustainment Services (WMSS) Contract was awarded in April 2005 and a subsequent 

WMSS Contract was awarded in June 2010. WARP systems are operational at all 21 ARTCCs and at the Air 

Traffic Control System Command Center (ATCSCC), and there are two WARP systems at the William J. Hughes 

Technical Center (WJHTC) and one system at the vendor’s facility (Harris Corporation), in Melbourne, FL. The 

WMSS contract continues the upgrading of hardware and software necessary to keep this system operational. 

Due to the WARP Program’s aging hardware and software infrastructure (unsupported operating system and 

hardware equipment obsolescence) the existing architecture must be sustained and maintained until it is replaced by 

the NextGen Weather Processor (NWP) and Common Support Services Phase 1 Weather (CSS-Wx) programs. This 

will ensure that the weather processing and distribution capabilities continue to provide data which supports en route 

controllers, traffic management specialists, and center weather service unit meteorologists at FAA’s en route and 

oceanic centers ARTCCs. 

Some current activities include data format changes and selectable altitude layer for improved stratification of 

weather information. Data format adaptation changes are associated with the weather information WARP acquires 

through its interfaces. This task also incorporates National Weather Service (NWS) changes of gridded model data 

from GRIB1 to GRIB2 (bit-oriented data exchange format). This task ensures WARP doesn’t lose weather 

information for air traffic operations due to a format change. The selectable layer task will continue addressing the 

stratification of weather information on controller’s displays. It will provide weather information that is better 

correlated with the altitude responsibilities of a controller’s sector, and the weather information will have a greater 

granularity (e.g. 1,000 ft. increments). This task will reduce controller workload by eliminating the need to report 

weather information which is not applicable to aircraft at its altitudes. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

Accurate weather information presented in an integrated manner in the en route environment gives air traffic 

controllers a comprehensive picture of where aircraft can safely fly while making the most efficient use of airspace. 

Sustainment of WARP is required in order to meet the 0.9996 system availability specified for the WARP System 

Specification Document, FAA-E-2898H. Actual availability since the incremental technology refresh in 2009 is 

recorded as 0.99993. 

Program Plans FY 2014 – Performance Output Goals 

 Complete WARP test, implementation, deployment, and disposal phases of the two engineering Change 

Proposals (ECPs). ECP-01 will provide selectable layer mosaics that have improved resolution and latency. 

ECP-02 will provide data format adaptation along with a hardware refresh for two subsystems. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

128

2A16, COLLABORATIVE AIR TRAFFIC MANAGEMENT TECHNOLOGIES (CATMT)* 

FY 2014 Request $29.4M 

Collaborative Air Traffic Management Technologies (CATMT) – Work Package 2, 

G05A.05-01 / Collaborative Air Traffic Management Technologies (CATMT) – Work 

Package 3, G05A.05-02 / X, Collaborative Air Traffic Management Technologies (CATMT) 

– Work Package 4, G05A.05-03 

Program Description 

The Collaborative Air Traffic Management Technologies program provides enhancements to the Traffic Flow 

Management (TFM) system. The TFM system is the primary automation system used by the Air Traffic Control 

System Command Center (ATCSCC) and the nationwide Traffic Management Units (TMU) that assist the ATCSCC 

in management of air traffic flow and throughput and planning for future air traffic demand. The TFM system is the 

nation’s primary source for capturing and disseminating air traffic information and is the key information source for 

coordinating air traffic in the NAS. TFM hosts the software decision support systems that assist in managing and 

metering air traffic to reduce delays and make maximum use of system capacity to dynamically balance growing 

flight demands with NAS capacity. The FAA also uses the information from this system to collaborate with aviation 

users to develop and implement airspace management programs that reduce delays and ensure smooth and efficient 

traffic flow which result in significant benefits to passengers and airlines. TFM benefits the airlines, general 

aviation, U.S. Department of Defense (DoD), U.S. Department of Homeland Security, industry, and partner 

countries. 

CATMT Work Package 2 (G05A.05-01): 

CATMT Work Package 2 (WP2) will provide new enhancements to the TFM decision support tool suite from FY 

2010 through FY 2014. The FAA baseline for WP2 includes the following capability enhancements: 

 Arrival Uncertainty Management (AUM) – Automates the use of historical data for determining the 

number of arrival time slots to be reserved for flights outside of the regular schedule, when a Ground Delay 

Program is generated; 

 Weather Integration – Integrates high confidence 2 hour weather predictions onto the primary display used 

by Traffic Managers and into TFMS for use as constraint information in decision support tools (called 

Corridor Integrated Weather System (CIWS)). Also locates departure opportunities through impending 

weather gaps and determines if a flight will encounter weather problems on its projected departure route 

(called the Route Availability Planning Tool (RAPT) enhancement); 

 Collaborative Airspace Constraint Resolution (CACR) – Automated decision support tool that identifies 

constrained airspace and provides potential solutions for avoiding those constraints. CACR responds to the 

RTCA Task Force 5 recommendation for automation to negotiate user-preferred routes and alternative 

trajectories; and 

 Airborne Reroute Execution (ABRR) – Provides the ability to electronically send TFM generated airborne 

reroutes to En Route control facility automation for ATC execution. 

CATMT Work Package 3 (G05A.05-02): 

CATMT Work Package 3 (WP3) provides enhancements to the TFM from FY 2011 to 2015. The FAA baseline for 

WP 3 includes the following capability enhancements: 

 TFM Remote Site Re-engineering (TRS-R) – Modernizes the software (SW) infrastructure, backbone of 

the TFM decision support tool suite used by Traffic Managers in the field: 

o Phase 1 – Consolidates three software base codes into one. Allows the airlines to see the same 

information as the FAA for better situational awareness, collaboration and decision support. 

o Phase 2 – Consolidates software communications, control and data management to one modernized 

suite. This is the first and fundamental step for future mid-term CATMT capabilities as well as the 

TFM integrated tool suite and integrated displays planned for future CATMT work packages. 

 Collaborative Information Exchange (CIX) – Manages information exchange between the TFM system and 

external systems through software interfaces: 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

129

o Integrates Special Use Airspace (SUA) status information made available through SWIM Segment 1 

for use in decision support tools and on the Traffic Situation Display. 

CATMT Work Package 4 (G05A.05-03): 

CATMT Work Package 4 (WP4), a future segment, that when approved by the FAA Joint Resource Council (JRC) 

will provide NextGen Midterm TFM/CATM capabilities between FY 2016 through FY 2020. Concept exploration 

analyses are on-going as one part of the NextGen Collaborative Air Traffic Management (CATM) Solution Set, and 

will eventually lead to the identification of the possible CATMT Work Package 4 capabilities. 

CATMT WP4 Final Investment Decision (FID) is planned for April 2015. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 5 – Maintain a NAS on-time arrival rate of 88 percent at Core airports through 

2016. 

Relationship to Performance Metric 

The CATMT program will support the Delivering Aviation Access through Innovation goal through the use of 

automated systems that provide more accurate and timely information for all TFM system users, improve operator 

and passenger access to flight information, and reduce system delays. CATMT will support the Performance Metric 

for On Time Arrival by providing more accurate forecasting of system capacity and user demand; improving 

modeling, evaluation and optimization of traffic management initiatives; improving information dissemination, 

coordination and execution of traffic flow strategies with NAS users; minimizing and equitably distributing delays 

across airports and users; collecting and processing additional performance data to define metrics and identify 

trends; and providing greater ease of use to the traffic management users. 

Program Plans FY 2014 – Performance Output Goals 

CATMT WP2 (G05A.05-01): 

 Complete development, test and deployment of CACR. 

 Complete Detailed Design Review (DDR) of ABRR. 

CATMT WP3 (G05A.05-02): 

 Complete test of CIX. 

 Develop the 1st incremental software release of TRS-R Phase 2. 

 Complete Detailed Design Review (DDR) of 2nd increment of TRS-R Phase 2. 

CATMT WP4 (G05A.05-03): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

CATMT WP2 (G05A.05-01): 

 Deploy ABRR. 

CATMT WP3 (G05A.05-02): 

 Deploy CIX. 

 Deploy the 2nd incremental software release of TRS-R Phase 2. 

CATMT WP4 (G05A.05-03): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

CATMT WP2 (G05A.05-01): 

 None. 

CATMT WP3 (G05A.05-02): 

 Complete CATMT WP3 transition and close-out activities. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

130

CATMT WP4 (G05A.05-03): 

 Pending JRC Final Investment Decision and contract award, begin design and development of CATMT Work 

Package 4. 

 Pending JRC Final Investment Decision, award contract for the TFMS/CATMT WP4. 

Program Plans FY 2017-2018 – Performance Output Goals 

CATMT WP2 (G05A.05-01): 

 None. 

CATMT WP3 (G05A.05-02): 

 None. 

CATMT WP4 (G05A.05-03): 

 Pending JRC Final Investment Decision and contract award, continue design, development and deployment of 

CATMT Work Package 4. 

System Implementation Schedule 

2A17, COLORADO ADS-B WIDE AREA MULTILATERATION (WAM) COST SHARE* 

FY 2014 Request $3.4M 

Colorado Wide Area Multilateration (WAM), G08M.03-01 

Program Description 

Colorado Wide Area Multilateration (WAM) provides surveillance to selected airports in the mountainous areas of 

Colorado so that more operations can occur during poor weather with very low ceiling and visibility conditions. The 

seasonal air traffic volume increases for the ski country of Colorado has resulted in an increased number of delays 

and denied service at mountain airports, especially during bad weather. The FAA has established a reservation 

system known as the Special Traffic Management Program (STMP) during the peak travel months in an effort to 

regulate and systematically meter the traffic to the airports. This solution keeps the traffic volume manageable for 

the Denver Air Route Traffic Control Center (ARTCC), but produces extended delays and, in some cases, diversions 

or denial of Air Traffic Control (ATC) services. 

The Colorado Division of Aeronautics has determined that a lack of surveillance is one of the main reasons behind 

reduced capacity during Instrument Meteorological Conditions (IMC). The problem is compounded by 

mountainous terrain, single instrument runway airport configurations and limited ramp space. The base of existing 

radar coverage is most often at or above 9,000 feet. The lack of more comprehensive surveillance forces controllers 

to use procedural separation standards for the Instrument Flight Rules (IFR) arriving/departing aircraft. This is a 

safe means of providing the service, but it is not efficient enough to provide for Colorado’s air traffic service needs. 

Normally, many arrivals into Colorado Mountain airports are conducted under Visual Flight Rules (VFR). 

Operating under IMC reduces acceptance rates for mountain airports from 12-17 flights per hour to 4 per hour. 

From November to April, when the STMP is in effect, the Colorado DOT estimates 75 aircraft per airport, per day 

are delayed or diverted, creating daily revenue loss for the state, airlines and local communities. The ADSB/Multilateration system will enhance public safety, increase capacity of the FAA NAS system, and provide 

Collaborative Air Traffic Management Technologies 

(CATMT) – Work Package 2, 3 and 4

First Operational Capability (OC): June 2008 -- Last OC: 2019 CATMT

WP2 First Software Enhancement: 2011 -- Last: 2014 WP2

WP3 First Software Enhancement: 2012 -- Last: 2015 WP3

WP4 - Pending final investment decision

2010 2020 2015
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

131

increased services and economic benefit to four Colorado Mountain Communities and their airports: Durango, 

Gunnison, Montrose and Telluride CO. 

In FY 2013, the program completed installation of electronic instrumentation at multiple locations to determine 

aircraft location by integrating data from several ground sites. The increased accuracy of this surveillance technique 

will safely expand the capacity of these airports to allow additional aircraft operations during instrument landing 

conditions. The multilateration component provides 1090/UAT transponder equipped surveillance in the near term 

until the transition to ADS-B is complete. During the aircraft equipage period to ADS-B compliant avionics (DO260B), the system will provide surveillance of traditional ATCRBS and Mode S equipped aircraft through 

Multilateration. For those aircraft that are equipped, ADS-B surveillance is provided. The surveillance data is 

provided to the automation system at Denver ARTCC from a service provider under contract to the FAA. The 

baseline surveillance performance of the system will be equal to that of the existing Air Traffic Control Beacon 

Interrogator – Model 6 (ATCBI-6) currently employed by the FAA in providing En Route Air Traffic separation. 

The system is being managed by a System Integrator that is responsible for design, development, deployment, 

operation and maintenance of the surveillance system and owns the equipment. The System Integrator will integrate 

ADS-B and multilateration under governmental oversight (FAA and the State of Colorado). After the system is 

certified by the FAA and is operational, the service provider will charge the FAA an annual service fee to provide 

the surveillance data. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

ADS-B and Wide Area Multilateration (WAM) are technologies that allow implementation of new air traffic control 

procedures that make better use of existing airspace. This, in effect, is an increase in capacity and will result in 

fewer delays and more optimal routing for aircraft. The financial benefits projected from the increase in capacity is 

approximately $2.4 million per year. 

Program Plans FY 2014 – Performance Output Goals 

 Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the four 

Colorado airports. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None, future program plans are included in the CIP program ADS-B National Implementation – Baseline 

Services & Applications, G02S.03-01. 

System Implementation Schedule 

 Colorado WAM - Initial Operating Capability at Key Site (Montrose) achieved on 9/29/2012. 

 Provide separation services in three additional service volumes by June 2013 

Colorado ADS-B/WAM Cost Share

First site IOC: September 2012 -- Last site IOC: June 2013 CO ADS-B/WAM

Expected operational life: 23 years

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

132

2A18, TACTICAL FLOW TIME BASED FLOW MANAGEMENT (TBFM)* 

FY 2014 Request $10.5M 

Trajectory Management – Time Based Flow Management (TBFM) Work Package 2, 

G02A.01-03 / X, Trajectory Management – Time Based Flow Management (TBFM) 

Technology Refresh, G02A.01-07 

Program Description 

TBFM uses Time Based Metering (TBM) to optimize use of NAS capacity. TBM determines specific time of 

arrival for points in an aircraft’s route. This results in a systemic and efficient flow of aircraft to the terminal 

airspace, starting hundreds of miles away. Aircraft using this technique can arrive properly sequenced and spaced to 

maximize capacity at the nation’s busiest airports. 

Currently, the Traffic Management Advisor (TMA) system provides TBM capability daily throughout the NAS. 

TMA has been field-tested over the past 10 plus years and is installed in the 20 Air Route Traffic Control Centers 

(ARTCC) with supporting equipment in most of the major airports served by those centers. TBFM will improve 

upon the TMA system by adding more sophisticated software to implement the Operational Improvements discussed 

in the NextGen Implementation Plan. TBFM will enhance air traffic operations, by reducing delays and increasing 

efficiency of airline operations. 

TBFM Work Package 2 (G02A.01-03): 

TBFM Work Package 2 will improve the management of traffic flow throughout the cruise phase of flight through 

point-in-space metering or extended metering; resolve the issue of TMA hardware obsolescence; increase airspace 

capacity utilization through flexible scheduling; share metering data with other tools/stakeholders; enable more 

efficient trajectory modeling of the Area Navigation/Required Navigation Performance (RNAV/RNP) routes; enable 

more efficient departure operations with the integrated departure and arrival concept (IDAC); and increase traffic 

manager awareness of severe weather within their area of responsibility. The design, development and deployment 

of these concepts will be occurring through the 2014 timeframe. These enhancements support the current NextGen 

Operational Improvements including: 

 Current Tactical Management of Flow in the En Route domain for Arrivals/Departures (NextGen 

Operational Improvement 104115) – TMA displays are used for organizing traffic flows for tactical flow 

management of transition from en route to terminal airspace, 

 Improved Management of Arrivals/Surface/Departure Flow Operations (NextGen Operational 

Improvement 104117) – Integrating and automating the departure capability with the TMA system (IDAC), 

 Point-in-Space Metering (NextGen Operational Improvement 104120) – Extended Metering – Adding 

additional meter points for more efficient Time Based Metering, and 

 Time-Based Metering Using Area Navigation (RNAV)/Required Navigation Performance (RNP) Route 

Assignments (NextGen Operational Improvement 104123) – Automating the use of RNAV procedures in 

the Terminal environment for a more efficient modeling of an aircraft’s trajectory. 

TBFM WP2 will develop and deliver programs for other operational needs such as flexible scheduling that will take 

advantage of the partial slots that currently causes a loss of efficiency in capacity constrained areas. Also the system 

will be re-architected to reduce the space requirements of the TMA system. The system currently consists of two 

monitors, two keyboards and two mice requiring a significant amount of space which may not be available at all 

needed airports. The reduction will help to continue installing the TMA system at additional airports and the 

expansion of Time Based Metering. 

Under the TBFM program, Time Based Metering will be deployed to five additional airport sites: Teterboro (TEB), 

Westchester County White Plains (HPN), Cleveland-Hopkins (CLE), Ronald Reagan Washington National (DCA) 

and Baltimore/Washington International (BWI)) and five additional Adjacent Center Metering (ACM) Sites that 

support Washington Dulles International (IAD), Los Angeles International (LAX), San Diego International (SAN), 

Hartsfield-Jackson Atlanta International (ATL) and San Francisco International (SFO). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

133

TBFM Technology Refresh (G02A.01-07): 

TBFM Technology Refresh will replace the equipment that was deployed in 2012 with new modern equipment in 

the FY 2016-2017 time frame. The current equipment will begin to reach its end of life/end of maintenance by 

2017. The TBFM program office, starting in the FY 2015 time frame, will begin the acquisition management 

process to reach a Final Investment Decision to replace this hardware. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

TBFM will expand time based metering solutions across additional phases of flight. This will increase daily airport 

capacity and improve flight efficiency by reducing last minute maneuvering of aircraft as they approach their 

destination airport. This will also improve controller efficiency in organizing the arrival stream for maximum use of 

that airport capacity. TMA has provided an average of 3-5% increase in throughput at the airports where it is 

installed. 

Program Plans FY 2014 – Performance Output Goals 

TBFM WP2 (G02A.01-03): 

 Complete development and implementation of NextGen and Operational initiatives such as Integrated 

Departure and Arrival Capability (IDAC) and Extended Metering. 

 Expand TMA to 5 additional facilities. 

TBFM Technology Refresh (G02A.01-07): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

TBFM WP2 (G02A.01-03): 

 None. 

TBFM Technology Refresh (G02A.01-07): 

 Develop a plan to conduct the Technology Refresh of the TBFM system. 

 Develop documentation and complete coordination necessary to gain the acquisition approval for the 

Technology Refresh of the TBFM system, such as requirements, market surveys, cost analysis, and architecture 

artifacts. 

Program Plans FY 2016 – Performance Output Goals 

TBFM WP2 (G02A.01-03): 

 None. 

TBFM Technology Refresh (G02A.01-07): 

 Complete investment analysis documentation for a Final Investment Decision on TBFM Technology Refresh 

Program. 

 Initiate site surveys, TMA software development to assure system component compatibility, end-to-end test 

strategies development, documentation updates, and training regime revisions for both user and maintenance 

personnel. 

 Begin phased roll-out of technology refresh components. 

 Support the training of air traffic and technical operational personnel. 

Program Plans FY 2017 – Performance Output Goals 

TBFM WP2 (G02A.01-03): 

 None. 

 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

134

TBFM Technology Refresh (G02A.01-07): 

 Continue phased roll-out of the TMA Technology Refresh, documentation updates, and training regime 

revisions. 

 Support the training of air traffic and technical operational personnel. 

Program Plans FY 2018 – Performance Output Goals 

TBFM WP2 (G02A.01-03): 

 None. 

TBFM Technology Refresh (G02A.01-07): 

 Complete phased roll-out of the TMA Technology Refresh. 

 Update user and maintenance documentation and revise training documentation. 

 Support the training of air traffic and technical operational personnel. 

System Implementation Schedule 

2A19, ATC BEACON INTERROGATOR (ATCBI) – TECHNOLOGY REFRESH

FY 2014 Request $1.0M 

ATC Beacon Interrogator (ATCBI) Model 6 – Technology Refresh, S02.03-03 

Program Description 

The ATCBI-6 Technology Refresh Program will replace and upgrade obsolete ATCBI-6 Original Equipment 

Manufacturer (OEM) peculiar and Commercial Off-The-Shelf (COTS) hardware and software to ensure the 

continued reliable and cost effective operation of the radar system through its designated lifecycle. The original 

ATCBI-6 program procured 139, Monopulse Secondary Surveillance Radar (MSSR) with Selective Interrogation to 

replace 132 old 4/5's operational beacons, and seven support systems for training, testing, logistics, and operational 

support. The ATCBI-6 provides air traffic controllers with selective interrogation capability, not available in the 

older systems, that significantly improves the accuracy of aircraft position and altitude data provided to ATC 

automation systems. Additionally, the ATCBI-6, in conjunction with a co-located primary Long Range Radar, 

provides back-up Center Radar Approach (CENRAP) surveillance service to numerous Terminal Radar Approach 

Control (TRACON) facilities in the event terminal radar services are lost. The ATCBI-6 program commissioned the 

first system in FY 2002 and commissioned the last system in FY 2013. 

The Technology Refresh Program is in the planning and investment analysis phase and the business case analysis 

will identify parts obsolescence, operational performance deficiencies, and other areas requiring technology refresh 

to ensure continued reliable and cost effective operation of the radar system through its designated lifecycle. The 

Investment Analysis Readiness Decision (IARD) is currently planned for 2014 Q3 and the Final Investment 

Decision (FID) is currently planned for 2015 Q3. This activity will determine the retrofit requirement for the 132 

operational ATCBI-6 systems in the FAA inventory with the identified modification kits. 

Time Based Flow Management (TBFM)

TMA

WP2 First Operational Implementation: December 2012 -- Last: Sept 2014 TBFM WP2

Technology Refresh Operational Implementation: 2016 -- 2018 TBFM TR

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

135

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The program is necessary to ensure the continued reliable and cost effective operation of the ATCBI-6 Secondary 

Surveillance system through its designated lifecycle. A business case analysis will be prepared to identify parts 

obsolescence, operational performance deficiencies, or other areas requiring technology refresh to ensure continued 

reliable and cost effective operation of the radar system through its designated lifecycle. 

Program Plans FY 2014 – Performance Output Goals 

 Achieve Investment Analysis Readiness Decision, Sept 30, 2014. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

2A20, NEXT GENERATION WEATHER PROCESSOR (NWP)* 

FY 2014 Request $23.5M 

Weather Forecast Improvements – NextGen Weather Processor (NWP), G04W.03-02 / X, 

Weather Forecast Improvements – NextGen Weather Processor (NWP) Future Segments, 

G04W.03-03 

Program Description 

The goal of the NextGen Weather Processor (NWP) program is to establish a common weather processing platform 

that will functionally replace three of the legacy FAA weather processor systems and host new capabilities. As an 

input, NWP will use information from the FAA and National Oceanic and Atmospheric Administration (NOAA) 

radar and sensors and NOAA forecast models. NWP will use sophisticated algorithms to create aviation-specific 

current and predicted weather information that will not require meteorological interpretation. NWP will create 

value-added weather information for publishing via Common Support Services-Weather (CSS-Wx). It will perform 

Weather Translation, which will enable the use of weather information by automated decision-support tools (DST). 

NWP will also provide aviation safety related windshear, microburst, gust fronts, storm motion and speed products. 

Altogether, these features will aid in reducing the rising operations and maintenance costs by consolidating the 

following systems over its lifecycle: 

 Corridor Integrated Weather System (CIWS): Provides 0 - 2 hour aviation forecast information to the 

Traffic Flow Management System (TFMS), 

 Weather and Radar Processor (WARP): Provides weather radar information to en route air traffic 

controllers, and 

 Integrated Terminal Weather System (ITWS): Provides weather radar information to terminal air traffic 

controllers. 

Future activities will provide improved aviation weather information and tailored weather data for integration into 

decision support tools and processes for collaborative and dynamic NAS decision making. This will enhance 

capacity by making fuller use of weather information for operational decision-making. This supports the optimal 

selection of aircraft routing and precise spacing for arriving and departing aircraft. The increased accuracy of 

forecasts and improved observations enables the capability to provide individual trajectory-based profiles, which 

optimize the usage of available airspace. Delays in the NAS are primarily attributable to weather. Over the last 

five-year period, over 70% of delays of 15 minutes or more, on average, were caused by weather, based on Aviation 
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System Performance Metrics and Operations Network data. Initial estimates of airline and passenger cost savings 

(including fuel costs, downstream connection delays for passengers, etc.) attributed to these advanced en route 

weather applications exceed $290M per year. 

NWP (G04W.03-02): 

NWP will accomplish the following: 

 Procuring the NWP processor; 

 Rehosting CIWS functionality on the new processor; and 

 Implementing the 2 to 8 hour weather forecast on traffic and performing translation of convective weather 

into weather constraint areas. 

A finial investment decision for NWP is planned in FY 2014. 

NWP Future Segments (G04W.03-03): 

Future Segments will provide NextGen Midterm capabilities such as: 

 Rehosting the Integrated Terminal Weather System (ITWS) and Weather and Radar Processor (WARP) 

functionality on the common weather processor platform. 

 Performing translation of weather elements important to aviation (e.g., In-Flight Icing, Turbulence, Ceiling 

and Visibility). 

An investment decision for Future Segments is planned in FY 2019. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 2 – System capacity, performance, and predictability are maintained during adverse 

weather. 

 FAA Performance Measure 1 – Improve throughput at core airports during adverse weather by 14% by 

2018. 

Relationship to Performance Metric 

NWP provides improved weather radar mosaics and forecasts and tailors weather data for integration into decision 

support tools for collaborative and dynamic NAS decision making. It enhances capacity by making fuller use of 

weather information for operational decision-making. This supports the optimal selection of aircraft routing and 

precise spacing for arriving and departing aircraft. The increased accuracy of forecasts and improved observations 

enables the capability to provide individual trajectory-based profiles, which optimize the usage of available airspace. 

Delays in the NAS are primarily attributable to weather. Over the last five-year period, over 70% of delays of 15 

minutes or more, on average, were caused by weather, based on Aviation System Performance Metrics and 

Operations Network data. Initial estimates of airline and passenger cost savings (including fuel costs, downstream 

connection delays for passengers, etc.) attributed to these advanced en route weather applications exceed $290M per 

year. 

Program Plans FY 2014 – Performance Output Goals 

NWP (G04W.03-02): 

 Obtain Final Investment Decision. 

 Award Contract for NWP. 

NWP Future Segment (G04W.03-03): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

NWP (G04W.03-02): 

 Complete Critical Design Review. 

 Complete Verification and Test Readiness Reviews. 

NWP Future Segment (G04W.03-03): 

 None. 
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Program Plans FY 2016 – Performance Output Goals 

NWP (G04W.03-02): 

 Complete Operational Testing. 

 Install NWP at Key Site. 

 Achieve Initial Operating Capability. 

NWP Future Segment (G04W.03-03): 

 None. 

Program Plans FY 2017 – Performance Output Goals 

NWP (G04W.03-02): 

 Deploy at TBD number of NWP sites. 

 Achieve Full Operational Capability at TBD number of sites. 

NWP Future Segment (G04W.03-03): 

 Deliver assessment report for migration of ITWS functionality to NWP. 

 Deliver assessment report for translation of in-flight icing information from airborne aircraft. 

 Deliver assessment report for translation of turbulence information from airborne aircraft. 

Program Plans FY 2018 – Performance Output Goals 

NWP (G04W.03-02): 

 Deploy at TBD number of NWP sites. 

 Achieve Full Operational Capability at TBD number of sites. 

NWP Future Segment (G04W.03-03): 

 Develop implementation strategy document to complete migration of ITWS functionality to NWP. 

 Develop concept of use document for translation of in-flight icing information from airborne aircraft. 

 Develop concept of use document for translation of turbulence information from airborne aircraft. 

System Implementation Schedule 

B: Terminal Programs 

2B01, AIRPORT SURFACE DETECTION EQUIPMENT - MODEL X (ASDE-X) 

FY 2014 Request $12.1M 

 A, ASDE-X – Technology Refresh & Disposition, S09.01-01 

 B, Airport Surface Movement Detection – ASDE-3 Service Sustainment, S01.05-01 

A, ASDE-X – Technology Refresh & Disposition, S09.01-01 

Program Description 

ASDE-X is a surface surveillance system that provides air traffic controllers with a visual representation of the 

traffic situation on the airport movement area and arrival corridors. It improves the controller’s ability to maintain 

awareness of the operational environment and to anticipate conflicts. ASDE-X Safety Logic (AXSL) uses 

surveillance information from ASDE-X to determine if the current and projected positions and movement 

NextGen Weather Processor (NWP)

First site IOC: September 2016 -- Last site IOC: September 2018 NWP

2010 2015 2020
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characteristics of tracked aircraft and vehicles present a potential collision situation. Visual and audible alerts are 

provided to air traffic controllers when safety logic predicts a potential collision. 

Deployment of the 35 planned ASDE-X systems was completed in FY 2011. The first ASDE-X system was 

delivered in 2002. Some of the equipment has reached the end of its service life and is no longer supportable. The 

ASDE-X Technology Refresh program provides for the replacement and upgrade of hardware and software to 

ensure the continued operation of the surface surveillance system through its designated lifecycle. The ASDE-X 

program baseline included costs for the periodic replacement of Commercial Off-The-Shelf (COTS) system 

components; e.g., processors, displays, computer operating systems and Commercially Available Software (CAS). 

Funding for ASDE-X Technology Refresh began in FY 2012. A study was completed in September 2012 to 

determine the equipment/software that needs to be upgraded, updated, or replaced as part of the ASDE-X 

Technology Refresh effort. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Reduce aviation risk through all phases of flight (gate-to-gate). 

 FAA Performance Metric 1 – Maintain the rate of serious runway incursions at or below 0.395 events per 

million operations. 

Relationship to Performance Metric 

ASDE-X enables air traffic controllers to track surface movement of aircraft and vehicles. It was developed to aid 

in preventing surface collisions and in reducing critical Category A and B runway incursions. ASDE-X provides air 

traffic controllers with a visual representation of the traffic situation on the airport movement area and arrival 

corridors. It improves the ability of controllers to maintain awareness of the operational environment and to 

anticipate contingencies to potential runway incursions. ASDE-X Safety Logic enhances the situational awareness 

for air traffic controllers. It uses surveillance information from ASDE-X to determine if the current and/or projected 

positions and movement characteristics of tracked aircraft/vehicles present a potential collision situation. Visual and 

audible alerts are provided to the air traffic controllers when safety logic predicts a collision. 

The ASDE-X Technology Refresh Program will ensure the continued operation of ASDE-X systems through its 

designated lifecycle. Completing the technology refresh effort will keep the number of Category A&B runway 

incursions at the reduced levels attained during ASDE-X system deployment. Since the program inception in FY 

2014, the cumulative number of Category A&B runway incursions at the 35 ASDE-X airports was projected to be 

65.87 out through FY 2010 (baseline). This number of runway incursions is a cumulative number over 7 years from 

FY 2004 through FY 2010. The target was to reduce the cumulative number of Category A&B runway incursions to 

53.52 and the actual number determined in FY 2010 was 39. 

Program Plans FY 2014 – Performance Output Goals 

 Procure a set of the proposed Technology Refresh processors for testing on one of the ASDE-X support 

systems. 

 Install and begin assessing the Technology Refresh processor solution on one of the ASDE-X support systems. 

Program Plans FY 2015 – Performance Output Goals 

 Complete the Technology Refresh processor solution contract award. 

 Complete installation of the ASDE-X Technology Refresh processor solution at two of the 35 airports. 

Program Plans FY 2016 – Performance Output Goals 

 Complete installation of the ASDE-X Technology Refresh solution at 13 of the 35 airports, 43% complete. 

Program Plans FY 2017 – Performance Output Goals 

 Complete installation of the ASDE-X Technology Refresh processor solution at the remaining 20 airports, 

100% complete. (Prior year funds) 
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Program Plans FY 2018 – Performance Output Goals 

 None. 

System Implementation Schedule 

B, Airport Surface Movement Detection – ASDE-3 Service Sustainment, S01.05-01 

Program Description 

The Airport Surface Detection Equipment, Model 3 (ASDE-3) is a primary radar that provides ground surveillance 

of airport movement areas for use by tower air traffic controllers. The FAA deployed 38 operational ASDE-3 

systems to the 32 largest airports and 2 special interest airports [Reagan National Airport (DCA) & Andrews Air 

Force Base (ADW)] between 1989 and 2003. [Four airports received dual ASDE-3 systems.] All ASDE-3 systems 

were enhanced with Airport Movement Area Safety System (AMASS), a safety logic system, between 1999 and 

2003. AMASS provides visual and aural alerts to controllers when potential runway incursions are detected. 

Between 2002 and 2005, the FAA completed a Service Life Extension Program (SLEP) for the ASDE-3 system. 

The purpose of this SLEP was to extend the useful life of the ASDE-3 radars to 2015. 

The ASDE-3 radar provides valuable data to several of the ASDE-X systems, which are newer versions of surface 

surveillance systems. The main difference between ASDE-3/AMASS and ASDE-X is that the ASDE-X system 

fuses data from multiple sources – the surface surveillance radar, multilateration remote units, and the Airport 

Surveillance Radar - Model 9 (ASR-9). There are 2 ASDE-X configurations – ASDE-X systems that use the 

Surface Movement Radar (SMR) and ASDE-X systems that use the ASDE-3 radar. Of the 34 original ASDE-3 

sites, 18 have been converted to ASDE-X systems that use the ASDE-3 radar, seven have been replaced by ASDE-X 

systems that use the SMR, and the remaining nine are scheduled to be replaced with the Airport Surface 

Surveillance Capability (ASSC) system. Of the 35 ASDE-X sites operational in the NAS, 18 use the ASDE-3 radar 

as the surface surveillance radar input. Four of these 18 sites have dual ASDE-3 radar inputs. Therefore, there are a 

total of 22 operational ASDE-3 radars and two support systems that need to be included in the ASDE-3 service 

sustainment effort. 

Many of the ASDE-3 radar components called line replaceable units (LRUs) are no longer supportable. The ASDE3 Service Sustainment program plans to identify those LRUs that are obsolete, and/or are facing diminishing 

manufacturing sources, and determine a solution to sustain the ASDE-3 service and improve overall system 

availability and supportability. This service sustainment would include both modifications to the ASDE-3 

receiver/transmitter, and structural modifications such as antenna sail, pedestal, rotary joint and radome repair or 

replacement as required. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Reduce aviation risk through all phases of flight (gate-to-gate). 

 FAA Performance Metric 1 – Maintain the rate of serious runway incursions at or below 0.395 events per 

million operations. 

Relationship to Performance Metric 

The ASDE-3 Service Sustainment Program will ensure the continued operation of ASDE-3 radars and extend their 

designated lifecycle. As a critical input to the ASDE-X system, the ASDE-3 service sustainment effort will also 

ensure the continued operation of the ASDE-X system. It will help to keep the number of Category A&B runway 

Airport Surface Detection Equipment – Model X (ASDEFirst ORD October 2003 -- Last ORD: July 2011 ASDE-X

First site Delivery: 2015 -- Last site Delivery: 2017 ASDE-X TR

2010 2015 2020
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incursions at the reduced levels attained during ASDE-X system deployments. Since program inception in FY 2004, 

the cumulative number of Category A&B runway incursions at the 35 ASDE-X airports was projected to be 65.87 

out through FY 2010 (baseline). This number of runway incursions is a cumulative number over 7 years from FY 

2004 through FY 2010. The target was to reduce the cumulative number of Category A&B runway incursions to 

53.52 and the actual number determined in FY 2010 was 39. 

Program Plans FY 2014 – Performance Output Goals 

 Achieve Initial Investment Decision. 

Program Plans FY 2015 – Performance Output Goals 

 Achieve Final Investment Decision. 

Program Plans FY 2016-2018 – Performance Output Goals 

 None. 

2B02, TERMINAL DOPPLER WEATHER RADAR (TDWR) – PROVIDE

FY 2014 Request $3.6M 

Terminal Doppler Weather Radar (TDWR) – Service Life Extension Program (SLEP) – 

Phase 1, W03.03-01 / Terminal Doppler Weather Radar (TDWR) – Service Life Extension 

Program (SLEP) – Phase 2, W03.03-02 

Program Description 

The primary mission of the TDWR is to enhance the safety of air travel through timely detection and reporting of 

hazardous weather conditions including wind-shear events, microburst, gust fronts, and thunderstorms in and near an 

airport’s terminal approach and departure zones. TDWRs are installed at higher-density airports with high 

occurrences of thunderstorms, and provide controllers current information on severe weather so that they can issue 

warnings to pilots. There have been no wind shear accidents at any TDWR-protected airport since its TDWR was 

commissioned. TDWRs are operational at 46 airports. TDWR weather data is transmitted to FAA automation 

systems and to 34 National Weather Service forecast offices. 

The TDWR is an important component of the Federal Aviation Administration (FAA) and National Weather Service 

(NWS) weather information, alerting and forecasting family of monitoring and predicting systems. The current 

system has been in service since 1994 and is facing serious obsolescence issues and must be updated. 

Terminal Doppler Weather Radar – Service Life Extension Program (SLEP) Phase 1 (W03.03-01): 

The TDWRs were installed in the late 1990s and operate with a substantial number of proprietary software and 

hardware components, and many have become obsolete and present significant supportability problems that worsen 

with time. The planned upgrades in this first phase of the TDWR’s service life extension program are scheduled to 

be completed no later than 2017. Although program funding ends in 2014, installations by FAA personnel will 

continue after that time. The Phase 1 TDWR SLEP program replaces Elevation Antenna Drives, Radar Product 

Generator (RPG) Uninterruptible Power Source (UPS), Transmitter Control Circuit Cards, Radio Frequency (RF) 

Filter Amplifier, Radar Data Acquisition (RDA), RPG Computer, Radomes, Facility Air Conditioners, and Antenna 

Drive Motor with Slip-ring. 

Terminal Doppler Weather Radar – Service Life Extension Program (SLEP) Phase 2 (W03.03-02): 

TDWR SLEP Phase 2 will address other TDWR systems that have deteriorated due to aging, and have become 

obsolete or unsupportable. An investment analysis/business case will be prepared which includes the Diminishing 

Manufacturing Sources and Material Shortages (DMSMS) study. This effort will review the logistics supportability, 

Reliability, Maintainability, and Availability (RMA) analysis, site survey to check the integrity of radar equipment 

facilities/shelters and grounding systems, and cost-benefit analysis in preparation for the Investment Analysis 

Readiness Decision (IARD). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

141

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The TDWR's required inherent availability (not including any logistics or administrative delays) is 99.967%. Since 

October 2008 (considering both scheduled and unscheduled outages), the TDWR has been in service about only 

96.7% of the time. Even with a small portion of that time being due to logistics and administrative delays, it is clear 

that significant improvement in the TDWR's reliability and availability are still required. 

Program Plans FY 2014 – Performance Output Goals 

Terminal Doppler Weather Radar – Service Life Extension Program (SLEP) Phase 1 (W03.03-01): 

 Install the Antenna Drive Motor modification at nine sites. 

 Install the RDA modification at 11 sites. 

 Complete RPG Computer evaluation and software development and make production decision. 

 Install the Transmitter Sustainment modification at 47 sites, July 2014 (APB milestone). 

 Install the air conditioners at the last eight sites, July 2014 (APB milestone). 

 Install new radomes at 20 sites. 

Terminal Doppler Weather Radar – Service Life Extension Program (SLEP) Phase 2 (W03.03-02): 

 Complete business case for future SLEP activities. 

 Achieve IARD. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

2B03, STANDARD TERMINAL AUTOMATION REPLACEMENT SYSTEM (STARS) (TAMR PHASE 

1) 

FY 2014 Request $45.5M 

 A, Standard Terminal Automation Replacement System – Technology Refresh (TAMR Phase 1), A04.01-

01 

 B, STARS – FTI Upgrade, A04.01-04 

A, Standard Terminal Automation Replacement System – Technology Refresh (TAMR 

Phase 1), A04.01-01 

Program Description 

The Standard Terminal Automation Replacement System (STARS) is a joint Department of Defense and 

Department of Transportation (FAA) program to modernize terminal air traffic control automation systems. The 

STARS is a digital processing and display system that replaces the aging air traffic control equipment at our 

Automated Radar Terminal System (ARTS) IIIA and other high activity Terminal Radar Approach Control 

(TRACON) facilities and airport traffic control towers. Air traffic controllers use the STARS automation and 

displays to ensure the safe separation of aircraft (both military and civilian) within the nation's airspace. 

The 48 STARS baseline deployments are complete, and STARS is in the hardware technology refresh phase of its 

life cycle. This investment is part of a phased approach to modernizing our terminal air traffic control equipment. 

The program updates existing TRACONs and towers with state-of-the-art systems featuring high-resolution LCD 
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Fiscal Years 2014-2018 Activity 2 

142

color displays, processors, storage devices, and enhanced memory. Communications lines are upgraded to 

accommodate the increased data requirements as a result of the upgrade and system performance requirements. The 

system is expandable to accommodate future air traffic growth and new hardware. TAMR Phase 1 technology 

refresh is necessary to address technology, mobility, and security gaps with the existing systems. Planning for 

technology refresh enables identification and qualification of affected components before they become inoperable 

due to obsolescence. For example, the processor currently used in STARS is no longer available from the 

manufacturer. The consequences of obsolescence have collateral implications in the areas of engineering, training, 

maintenance and many other disciplines. 

Technology refresh is needed to address changes in hardware and to support the STARS upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives. 

Enhancements are needed for the continuation of STARS software enhancements which will include system 

performance, efficiency, safety, corrective/perfective changes and security modifications to the software baseline 

and to continue to provide for program and system engineering, technical support, and operational/suitability testing 

of software and system enhancements. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

During FY 2011, STARS had an overall system availability (software/hardware) of 99.9993% at all operational sites 

(Source: Web NAS Performance Analysis System (WebNASPAS), through March 2012). STARS is fully 

operational at 18 core airports. In addition to high availability, STARS has an improved controller data display and 

data manipulation capabilities, enabling controllers to control increased numbers of aircraft without compromising 

safety. This program will modernize the STARS equipment to sustain this high level of availability. The STARS 

equipment is a Commercial Off the Shelf (COTS) product that has a life expectancy of 10 to 15 years. The current 

STARS equipment has been in the NAS since 1999 and is in need of equipment upgrades. This equipment is also 

reaching end of maintenance. 

Program Plans FY 2014 – Performance Output Goals 

 Procure processors for upgrades from G1 to G4 configuration at three operational sites. 

 Procure flat panel displays for upgrades at three operational sites. 

 Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives. 

 Complete IOC at 2nd site (2 of 48). (APB milestone) 

Program Plans FY 2015 – Performance Output Goals 

 Procure processors for upgrades from G1 to G4 configuration at six operational sites. 

 Procure flat panel displays for upgrades at six operational sites. 

 Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives. 

Program Plans FY 2016 – Performance Output Goals 

 Procure processors for upgrades from G1 to G4 configuration at 12 operational sites. 

 Procure flat panel displays for upgrades at 12 operational sites. 

 Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives. 
Capital Investment Plan Appendix B 

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143

Program Plans FY 2017 – Performance Output Goals 

 Procure processors for upgrades from G1 to G4 configuration at 11 operational sites. 

 Procure flat panel displays for upgrades at 11 operational sites. 

 Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives. 

Program Plans FY 2018 – Performance Output Goals 

 Procure processor for upgrades from G1 to G4 configuration at seven operational sites. 

 Procure flat displays for upgrades at seven operational sites. 

 Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives. 

 Complete IOC at 26th site (26 of 48). (APB milestone) 

System Implementation Schedule 

B, STARS – FTI Upgrade, A04.01-04 

Program Description 

This program will provide a more robust telecommunications network to ensure system survivability in case of 

unforeseeable events (the network already provides a high degree of reliability). As the FAA moves toward systems 

and technology that use Internet Protocol (IP), the survivability of the NAS operations IP infrastructure becomes 

essential. It is critical that FAA ensure the continuity of systems, applications and operations using this 

infrastructure. Although the current operational telecomm IP infrastructure is redundant and reliable with high 

availability, unforeseeable events have caused impacts to Air Traffic operations. This program will establish a 

diverse and redundant core IP infrastructure across the telecommunications backbone that will significantly reduce 

the impacts of any unforeseeable events. The goal is to strengthen the communications infrastructure to ensure 

survivability for system communications so that there will be little or no loss of service. This survivability and 

reliability is essential for a number of the NAS critical applications. 

The FTI Upgrade program will improve the telecommunications system by providing an additional backbone core 

network that mirrors the current backbone system. This will require the service provider to install additional routers 

and connections. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

NAS Operational survivability will be improved by providing a more robust telecommunications system that will be 

able to survive unforeseeable events and will allow system maintenance without interruptions. Most FAA systems 

depend on reliable telecommunications; therefore, operational availability is dependent on this system. 

Standard Terminal Automation Replacement System 

(STARS)

First site IOC: October 2002 -- Last site IOC: September 2007 STARS

STARS Technology Refresh: First IOC 2012 -- Last IOC 2020 STARS Technology Refresh

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Program Plans FY 2014 – Performance Output Goals 

 Award contract for system upgrades. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

2B04, TERMINAL AUTOMATION MODERNIZATION/ REPLACEMENT PROGRAM (TAMR PHASE 

3) 

FY 2014 Request $136.6M 

 A, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 1, A04.07-01 

 B, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 2, A04.07-02 

A, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 1, 

A04.07-01 

Program Description 

The TAMR program employs a three-phased approach to modernizing the air traffic control systems that controllers 

use to control traffic approaching or leaving the nation's major airports. The first phase of the program – TAMR 

Phase 1 – replaced the automated radar processing and display systems at Terminal Radar Approach Control 

(TRACON) facilities, and their associated airport traffic control towers. Phase 1 deployed Standard Terminal 

Automation Replacement System (STARS) to 47 sites. TAMR Phase 2 involved the replacement of automation 

systems at five additional TRACONs and the modernization of air traffic controller displays and system processors 

at four large TRACONs, including Denver and Chicago. The final phase of the program, Phase 3 will address the 

remaining 108 sites. 

On April 21, 2010 the JRC divided the TAMR Phase 3 program into two segments to better address short-term 

versus long-term planning objectives. TAMR Phase 3 Segment 1 program will address infrastructure improvements 

essential for the adoption of Automatic Dependent Surveillance-Broadcast (ADS-B) at 11 Common Automated 

Radar Tracking (CARTS) IIIE sites. TAMR Phase 3 Segment 2 will address the remaining 97 Automated Radar 

Terminal System (ARTS) sites. On December 21, 2011, the JRC approved the Final Investment Decision for 

Segment 1. 

TAMR Phase 3 Segment 1 will replace 11 existing CARTS IIIE facilities with STARS hardware and software 

components. In particular, TAMR Phase 3 Segment 1 will: 

 Begin convergence to a single Terminal Automation hardware and software platform by replacing the IIIE 

facility with STARS at Dallas (D10) by 2013. 

 Replace remaining 10 IIIE facilities with STARS by 2017 to complete the convergence of the IIIE’s to a 

single Terminal Automation hardware and software baseline (Northern California (NCT), Atlanta (A80), 

Southern California TRACON (SCT), Potomac TRACON (PCT), Louisville (SDF), Denver (D01), 

Minneapolis (M98), St Louis (T75), Chicago (C90) and New York (N90)). 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

145

Relationship to Performance Metric 

Improvements to the NAS can reduce flight delays and any resulting decrease in system efficiency. The TAMR 

Phase 3 Segment 1 Program provides a platform to modernize the 11 IIIE facilities in alignment with near-term 

NextGen requirements such as support for ADS-B. 

Program Plans FY 2014 – Performance Output Goals 

 Complete IOC on second build at key site, September 2014. (APB milestone) 

 STARS equipment installation at two sites. 

 Start site prep activities at last three sites. 

 Purchase of STARS hardware for two sites. 

Program Plans FY 2015 – Performance Output Goals 

 Complete ORD at Dallas (D10) on second software build, May 2015. (APB milestone) 

 STARS equipment installation at two sites. 

 Complete site prep activities at last three sites. 

 Purchase of STARS hardware for three sites. 

Program Plans FY 2016 – Performance Output Goals 

 Complete IOC at Minneapolis (M98), October 2015. (Prior year funds) 

 Complete IOC at New York (N90). (Prior year funds) 

Program Plans FY 2017 – Performance Output Goals 

 Complete last IOC. (APB milestone) (Prior year funds) 

 Complete ORD at last site (11th site). (APB milestone) (Prior year funds) 

Program Plans FY 2018 – Performance Output Goals 

 None. 

System Implementation Schedule 

 JRC Decision – Authorization to Proceed – December 2010. 

 Final Investment Decision for Segment 1 – December 2011. 

 Contract Definitization – July 2012. 

B, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 2, 

A04.07-02 

Program Description 

The TAMR program employs a three-phased approach to modernizing the air traffic control systems that controllers 

use to control traffic approaching or leaving the nation’s major airports. The first phase of the program – TAMR 

Phase 1 – replaced the automated radar processing and display systems at Terminal Radar Approach Control 

(TRACON) facilities, and their associated airport traffic control towers. Phase 1 deployed Standard Terminal 

Automation Replacement System (STARS) to 47 sites. TAMR Phase 2 involved the replacement of automation 

systems at five additional TRACONs and the modernization of air traffic controller displays and system processors 

at four large TRACONs, including Denver and Chicago. The final phase of the program, Phase 3, will address the 

remaining 108 sites. 

Terminal Automation Modernization/Replacement 

(TAMR) Phase 3 - Segment 1

First site IOC: October 2012 -- Last site IOC: 2017 TAMR P3 - S1

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

146

TAMR Phase 3 Segment 2 will replace 91 Automated Radar Terminal System (ARTS) IIE systems Terminal Radar 

Approach Control (TRACONs) and their associated Air Traffic Control Towers (ATCTs), and six ARTS IE systems 

(stand-alone ATCT display systems), with Standard Terminal Automation Replacement System (STARS) hardware, 

software, and displays. TAMR Phase 3 Segment 2 will deploy a scaled STARS system, known as STARS 

Enhanced Local Integrated Tower Equipment (ELITE), to the ARTS IIE facilities and STARS Local Integrated 

Tower Equipment (LITE) to the ARTS IE facilities. The STARS automation system is a fully digital system 

capable of tracking all aircraft within the defined terminal airspace using available FAA and U.S. Department of 

Defense (DoD) surveillance systems. 

This approach for TAMR Phase 3 Segment 2 provides the FAA with a strategy to support ADS-B requirements and 

continue with the FAA’s original plan for terminal convergence to one automation platform originally established 

under the Standard Terminal Automation Replacement System (STARS) contract. Once executed, terminal 

convergence will eliminate a redundant need to sustain both STARS and Common Automated Radar Terminal 

System (CARTS) and eliminate the need to continue with redundant software development activities. The Final 

Investment Decision (FID) for Segment 1 was approved in December 2011 and the FID for Segment 2 was 

approved in September 2012. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

TAMR Phase 3 Segment 2 will replace the 91 IIE and six IE systems with modern technology that provides faster 

and more reliable data processing and communication capabilities. As part of the transition from one technology 

platform to another, the FAA will upgrade the processor and display capabilities. The upgrade to current technology 

will support ADS-B implementation and data management requirements associated with improving air traffic 

control management, which can increase and improve the airspace capacity. The new equipment will provide the 

ability to increase the number of aircraft tracked from 256 to 1350 unique aircraft and the number of surveillance 

sensors that can be connected from 1 to 12. These improvements will increase system capacity. 

Program Plans FY 2014 – Performance Output Goals 

 Complete STARS ELITE OT&E. (APB milestone) 

 Achieve IOC at the first ARTS IIE site. (APB milestone) 

 Achieve IOC at two additional ARTS IIE sites. 

 Begin site preparation activities at 10 sites. 

 Deliver hardware to 13 sites. 

 Procure 18 systems. 

Program Plans FY 2015 – Performance Output Goals 

 Procure 37 systems. 

 Deliver hardware to 18 sites. 

 Achieve IOC at five sites. 

Program Plans FY 2016 – Performance Output Goals 

 Procure 34 systems. 

 Deliver 43 systems. 

 Complete IOC at 12th ARTS IIE site. (APB milestone) 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

147

Program Plans FY 2017 – Performance Output Goals 

 Procure 18 systems. 

 Deliver 28 systems. 

 Complete IOC at 34th ARTS IIE site. (APB milestone) 

Program Plans FY 2018 – Performance Output Goals 

 Deliver 13 systems. 

 Complete IOC at 65th ARTS IIE site. (APB milestone) 

System Implementation Schedule 

Final Investment Decision for Segment 2 was approved September 2012. 

2B05, TERMINAL AUTOMATION PROGRAM

FY 2014 Request $2.6M 

Flight Data Input/Output (FDIO) Replacement, A01.11-01 

Program Description 

The FDIO system provides standardized flight plan data, weather information, safety related data, and other 

information to air traffic controllers at more than 650 Terminal NAS facilities. The FDIO system interfaces to the 

En route automation system, both the Host Computer System (HOST) and the En Route Automation Modernization 

(ERAM) system, and provides flight data information to NAS Terminal facilities. The FDIO system retrieves the 

flight data from the HOST/ERAM and prints this information on paper strips for controllers at FAA (TRACON, 

ATCT, and Radar Approach Control (RAPCON)) facilities. This information assists controllers in tracking aircraft 

and anticipating the arrival of aircraft in the sector under their control. The FDIO system also receives data from the 

TRACON, ATCT, and RAPCON facilities and relays this data back to the HOST/ERAM. 

The FDIO Replacement program replaces the end-of–life/obsolete FDIO equipment with fully compatible 

(form/fit/function) COTS and modified COTS equipment. The FDIO system is mainly comprised of computers, 

servers, monitors, keyboards, printers, and circuit cards that are commercially available. The program is based on a 

5 year replacement cycle for the various components in order to maintain system operational availability. Individual 

components are procured and replaced as they reach their end of life. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The FDIO program replaces end-of–life, obsolete FDIO equipment with modern COTS and modified COTS 

equipment, thereby reducing potential outages and delays. Reports indicate FDIO equipment has an average 

operational availability of 99.875% from 2007 through 2010. 

Terminal Automation Modernization/Replacement 

(TAMR) Phase 3 - Segment 2

First site IOC: August 2014 -- Last site IOC: August 2019 TAMR P3 - S2

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

148

Program Plans FY 2014 – Performance Output Goals 

 Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

and monitor) at 100 FAA and DoD ATC facilities. 

 Contract Awarded for Thermal Flight Strip Printer replacement, September 30, 2014. 

Program Plans FY 2015 – Performance Output Goals 

 Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

printer and monitor) at approximately 100 FAA and DoD ATC facilities. 

Program Plans FY 2016 – Performance Output Goals 

 Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

printer and monitor) at approximately 100 FAA and DoD ATC facilities. 

Program Plans FY 2017 – Performance Output Goals 

 Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

printer and monitor) at approximately 100 FAA and DoD ATC facilities. 

Program Plans FY 2018 – Performance Output Goals 

 Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

printer and monitor) at approximately 100 FAA and DoD ATC facilities. 

System Implementation Schedule 

2B06, TERMINAL AIR TRAFFIC CONTROL FACILITIES - REPLACE

FY 2014 Request $72.0M 

ATCT/TRACON Replacement, F01.02-00 

Program Description 

The ATCT/TRACON Replacement program replaces towers and TRACONs that no longer meet operational and 

sustainability requirements. The FAA provides air traffic control services from more than 500 Air Traffic Control 

Tower (ATCT) and Terminal Radar Approach Control (TRACON) facilities and replaces these buildings to ensure 

an acceptable level of air traffic control services and to meet current and future operational requirements. The 

average age of control towers is approximately 30 years, and some are 60 years old. As the volume and complexity 

of terminal air traffic control increases, so does the need to have additional positions in the ATCT/TRACON 

facilities (i.e., helicopter positions, Visual Flight Rule traffic advisories, runway monitors, etc.). Control towers 

built more than 20 years ago often do not meet today’s operational requirements. In addition, some terminal 

facilities must be upgraded to conform to current building codes and design standards. 

The Capital Programming Guide A-11 requires full funding for useful segments or a project. For this program, 

projects are funded in five useful segments and are scheduled based on Agency’s priorities. The five segments are: 

Advance Requirements and Other Direct Costs; Facility Design; Construction Award; Equipment and Utilities 

Installation; and Disposition, Demolition, and Decommissioning. A project typically spans a period of 5-10 years 

from inception to completion depending on the size of the project. Each segment of a project is fully funded in the 

year requested but it may take more than one year to complete that segment and costs for that segment may exceed 

the original estimate. 

Flight Data Input/Output (FDIO)

First site IOC: September 2011 -- Last site IOC: September 2018 FDIO

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

149

The ATO is re-evaluating and strengthening its process for selecting the towers and TRACONs that need to be 

replaced. It includes an economic analysis and operational considerations to ensure that the facilities proposed for 

replacement each year are the facilities in greatest need of replacement. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The Terminal Air Traffic Control Facilities program contributes to the FAA goal of Delivering Aviation Access 

through Innovation by replacing ATCTs and TRACONs to meet current and future operational requirements. Some 

replacements are required to accommodate growth in air traffic; others are needed to provide added space for new 

equipment; and, in some cases, the tower must be replaced to ensure that controllers have an unobstructed view of 

the runways and taxiways, or new ATCTs must be constructed due to airport expansion. As volume and complexity 

of terminal air traffic control increases, so does the requirement for additional positions in ATCT/TRACON 

facilities. This program will ensure facilities are prepared to meet current and future levels of air traffic control 

services while supporting the performance metric of maintaining operational availability of the NAS. 

Program Plans FY 2014 – Performance Output Goals 

 Award construction contract at one site. 

 Award contracts for equipment procurement/installation at two sites. 

 Complete Disposition, Demolition, and Decommissioning at five sites. 

Program Plans FY 2015 – Performance Output Goals 

 Award construction contracts at three sites. 

 Award contracts for equipment procurement/installation at three sites. 

 Complete Disposition, Demolition, and Decommissioning at three sites. 

Program Plans FY 2016 – Performance Output Goals 

 Award construction contracts at three sites. 

 Award contracts for equipment procurement and installation at three sites. 

 Complete Disposition, Demolition and Decommissioning at three sites. 

Program Plans FY 2017 – Performance Output Goals 

 Award construction contracts at three sites. 

 Award contracts for equipment procurement and installation at three sites. 

 Complete Disposition, Demolition and Decommissioning at three sites. 

Program Plans FY 2018 – Performance Output Goals 

 Award construction contracts at three sites. 

 Award contracts for equipment procurement and installation at three sites. 

 Complete Disposition, Demolition and Decommissioning at three sites. 

2B07, ATCT/TERMINAL RADAR APPROACH CONTROL (TRACON) FACILITIES - IMPROVE

FY 2014 Request $53.2M 

ATCT/TRACON Modernization, F01.01-00 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

150

Program Description 

The ATCT/TRACON Modernization program upgrades towers and TRACONs to meet operational and safety 

requirements. The FAA must continually upgrade and improve terminal facilities and equipment to provide an 

acceptable level of service and to meet current and future operational requirements. Improvements include 

replacing facility components that are deteriorating such as: roofs, air conditioners and tower cab consoles. In 

addition to the renovation projects, modernization includes facility upgrades such as adding operating positions for 

controllers including training positions, rehabilitating administrative and equipment space to accommodate facility 

expansion, and expanding base-buildings to support current and future demand. 

ATCT/TRACON facilities have also had to be modernized to address operational and safety issues, including 

upgrading visibility of the entire airport surface, improving accessibility, removing hazardous materials and 

upgrading structures to meet seismic standards that didn’t exist when they were constructed. Facility improvements 

must be completed with minimal impact on existing operations. An initial evaluation by the U.S. Army Corps of 

Engineers found that a number of FAA ATCT/TRACON facilities do not meet current seismic code criteria. This 

program has initiated building improvements to bring the facilities up to a level to withstand a seismic event by 

complying with the Interagency Committee on Seismic Safety in Construction standards and the “DOT Policy for 

Seismic Safety of New and Existing DOT Owned or Leased Buildings”. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The ATCT/TRACON Modernization program upgrades and improves facilities to support the NAS. This program 

will enable facilities to meet current operational, environmental, seismic and safety needs more economically than 

replacing or relocating the entire facility. This effort will result in a smooth and orderly transition of new equipment 

into FAA terminal facilities, minimizing disruption of the operating system. This program will also improve the 

operational efficiency and environmental systems of obsolete and deteriorated ATCT/TRACON facilities. The 

improvements to facility infrastructure such as electrical distribution systems, heating and air-conditioning, and 

structural problems will extend the service life of facilities and minimize outages that would delay air traffic. 

Facility Condition Index (FCI) values are based on independent facility assessments or extrapolations. The FAA 

utilizes the FCI to gain insight into the physical plant condition of our facilities and to help us prioritize facility 

sustainment, modernize and replacement efforts. In FY2011, FCI ranged from 74 percent to 100 percent for towers 

and TRACONs. 

Program Plans FY 2014 – Performance Output Goals 

 Conduct up to 18 planning activities (e.g. Life Cycle Assessments, Condition Assessments, etc.) to determine 

requirements. 

 Award contracts for an average of 70 modernization projects per year. 

Program Plans FY 2015 – Performance Output Goals 

 Conduct up to 18 planning activities (e.g. Life Cycle Assessments, Condition Assessments, etc.) to determine 

requirements. 

 Award contracts for an average of 50 modernization projects per year. 

Program Plans FY 2016 – Performance Output Goals 

 Conduct up to 18 planning activities (e.g. Life Cycle Assessments, Condition Assessments, etc.) to determine 

requirements. 

 Award contracts for an average of 50 modernization projects per year. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

151

Program Plans FY 2017 – Performance Output Goals 

 Conduct up to 18 planning activities (e.g. Life Cycle Assessments, Condition Assessments, etc.) to determine 

requirements. 

 Award contracts for an average of 50 modernization projects per year. 

Program Plans FY 2018 – Performance Output Goals 

 Conduct up to 18 planning activities (e.g. Life Cycle Assessments, Condition Assessments, etc.) to determine 

requirements. 

 Award contracts for an average of 50 modernization projects per year. 

2B08, TERMINAL VOICE SWITCH REPLACEMENT (TVSR) 

FY 2014 Request $5.0M 

Voice Switches – Terminal Voice Switch Replacement (TVSR) II, C05.02-00 

Program Description 

The ongoing TVSR program involves replacing the aging, obsolete voice switches in the Air Traffic Control Towers 

(ATCT) and Terminal Radar Approach Control facilities (TRACON). Voice switches enable air traffic controllers 

to select lines to communicate with pilots as well as other air traffic control facilities. The TVSR program ensures 

that controllers continue to have reliable voice communications in the terminal environment. The program consists 

of several multiyear equipment contracts for voice switches, including: Small Tower Voice Switches, Enhanced 

Terminal Voice Switches, Rapid Deployment Voice Switches model IIA, Voice Switch Bypass System, and Interim 

Voice Switch Replacement. The program also provides contract vehicles for the FAA to procure voice switch 

equipment for new or modernized terminal facilities. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The TVSR program supports the Performance Metric of maintain operational availability of the NAS by replacing 

aging electronic switches with modern digital equipment to improve system reliability of terminal voice 

communications. This reduces outages and prevents delays. 

Program Plans FY 2014 – Performance Output Goals 

 Deliver five terminal voice switches to various FAA facilities. 

 Complete refurbishment of two terminal voice switch systems. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

152

System Implementation Schedule 

2B09, NAS FACILITIES OSHA AND ENVIRONMENTAL STANDARDS COMPLIANCE

FY 2014 Request $26.0M 

NAS Facilities OSHA & Environmental Standards Compliance, F13.03-00 

Program Description 

Implement an Environmental and Occupation Safety and Health Program that ensures the health and safety of all 

ATO employees by complying with Federal, state, and local regulations and bargaining unit agreements. 

OSHA & Environmental Standards Compliance: 

This program develops comprehensive ATO-wide environmental, occupational safety and health management 

initiatives to meet Occupational Safety and Health Administration (OSHA) & Federal Environmental Standards, 

state, and local legal requirements in addition to negotiated agreements with employees. Environment and 

Occupational Safety & Health (EOSH) Services is the lead organization within ATO charged with the protection of 

employee well-being and the environment. Through the development and completion of policy guidance, technical 

assistance, employee training, job hazard assessments, compliance monitoring, and corrective actions, EOSH 

Services designs and manages national compliance programs that integrate risk management into each level of the 

ATO infrastructure lifecycle from system and facility design, through infrastructure management, to 

decommissioning. 

Tower Fire Life Safety: 

The Fire Life Safety program manages the implementation of projects to upgrade Air Traffic Control Towers 

(ATCTs) and other critical NAS facilities to meet current regulatory and industry standards for conducting employee 

evacuation and designing fire suppression consistent with the requirements of negotiated agreements. To date, the 

program has completed projects in 296 of the 377 towers requiring upgrades. In addition to physical infrastructure 

upgrading, the program is responsible for developing policy and guidance, fire prevention and emergency action 

plans, and training tower occupants, resident engineers, maintenance technicians, and employees on maintenance 

requirements for new systems. Effective support and protection of employees and the air traffic control environment 

is essential to limiting the impacts of fire, explosion, or related events on NAS operations and facilities. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 2 – Workplace of Choice. 

 FAA Outcome 2 – FAA is widely recognized as a workplace of choice. 

 FAA Performance Metric 1 – The FAA is rated in the top 25 percent of places to work in the federal 

government by employees. 

Relationship to Performance Metric 

The NAS Facilities OSHA and Environmental Standards Compliance program supports the FAA’s Strategic Goal of 

Workplace of Choice by continuing to improve the safety of the FAA’s workplaces through the implementation of 

such critical programs as fall protection, electrical safety, indoor air quality, including mold, fire life safety, training 

and workplace inspections and abatement of safety hazards. The implementation of these programs results in 

Small-Tower Voice Switches (STVS), Enhanced Terminal 

Voice Switches (ETVS), Rapid Deployment Voice Switches 

(RDVS) model IIA, Voice Switch Bypass Systems (VSBP), 

and Interim Voice Switch Replacement (IVSR).

First site IOC: 1994 (2006) -- Last site ORD: TBD STVS/ETVS/RDVS/VSBP/IVSR

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

153

making the FAA a healthful place in which to work and ranking the FAA in the top 25 percent of places to work in 

the federal government by employees. For example, the FAA ensures that 100% of all staffed and at least 95% of 

all unstaffed Air Traffic Organization (ATO) workplaces listed in the Workplace Inspection Tool and as required by 

FAA policy and Federal regulations, are inspected annually. 

The ATO Workplace Inspections Program is responsible for overseeing the annual EOSH inspection of over 11,400 

separate facilities nationwide. During these inspections, ATO workplaces are evaluated for both Occupational 

Safety and Health and Environmental compliance and deficiencies are noted as workplace hazards. Workplace 

hazards are recorded in the FAA Workplace Inspection Tool (WIT) database, along with a risk assessment and an 

estimated cost to correct each individual hazard. The ATO Hazard Abatement Program then tracks the identified 

hazards until they are completely abated. As of FY 2012 the FAA WIT is tracking 123,071 individually identified 

workplace hazards, of which 113,231 (92.0%) have been completely abated. 

Program Plans FY 2014 – Performance Output Goals 

OSHA & Environmental Standards Compliance: 

 Upgrade 130 fall protection systems 

 Provide fall protection training to 1200 employees. 

 Conduct four Arc-flash analyses at large facilities 

 Provide first aid/CPR training to 2000 Air Traffic System Specialists (ATSSs) and volunteer responders. 

 Conduct OSH Evaluations at six locations. 

 Provide ATO Environmental Management System General Awareness training to at least 50% of ATO 

employees. 

 Complete annual inspection for 100% of designated staffed workplaces by end of FY 2014. 

Tower Fire Life Safety: 

 Complete 20 ATCT fire life safety upgrades. 

Program Plans FY 2015 – Performance Output Goals 

OSHA & Environmental Standards Compliance: 

 Upgrade 100 fall protection systems. 

 Provide first aid/CPR training to 2000 ATSSs and volunteer responders. 

 Provide fall protection training to 1000 employees. 

 Conduct four Arc-flash analyses at large facilities 

 Conduct OSH Evaluations at six locations. 

 Provide ATO Environmental Management System General Awareness training to all 100% ATO employees. 

 Complete annual inspection for 100% of designated staffed workplaces by end of FY 2015. 

Tower Fire Life Safety: 

 Complete 20 ATCT fire life safety upgrades. 

Program Plans FY 2016 – Performance Output Goals 

OSHA & Environmental Standards Compliance: 

 Upgrade 100 fall protection systems 

 Provide first aid/CPR training to 2000 ATSSs and volunteer responders. 

 Provide fall protection training to 1000 employees. 

 Conduct four Arc-flash analyses at large facilities 

 Conduct OSH Evaluations at six locations. 

 Provide ATO Environmental Management System General Awareness training to all ATO employees. 

 Complete annual inspection for 100% of designated staffed workplaces by end of FY 2016. 

Tower Fire Life Safety: 

 Complete 20 ATCT fire life safety upgrades. 

Program Plans FY 2017 – Performance Output Goals 

OSHA & Environmental Standards Compliance: 

 Upgrade 100 fall protection systems 

 Provide fall protection training to 1000 employees. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

154

 Conduct four Arc-flash analyses at large facilities 

 Conduct OSH Evaluations at six locations. 

 Provide ATO Environmental Management System General Awareness training to all ATO employees. 

 Complete annual inspection for 100% of designated staffed workplaces by end of FY 2017. 

Tower Fire Life Safety: 

 Complete 20 ATCT fire life safety upgrades. 

Program Plans FY 2018 – Performance Output Goals 

OSHA & Environmental Standards Compliance: 

 Upgrade 100 fall protection systems 

 Provide first aid/CPR training to 2000 ATSSs and volunteer responders. 

 Provide fall protection training to 1000 employees. 

 Conduct four Arc-flash analyses at large facilities 

 Conduct OSH Evaluations at six locations. 

 Provide ATO Environmental Management System General Awareness training to all ATO employees. 

 Complete annual inspection for 100% of designated staffed workplaces by end of FY 2018. 

Tower Fire Life Safety: 

 Complete 20 ATCT fire life safety upgrades. 

2B10, AIRPORT SURVEILLANCE RADAR (ASR-9) SERVICE LIFE EXTENSION PROGRAM (SLEP) 

FY 2014 Request $10.9M 

Terminal Radar (ASR) Program – ASR-9 SLEP, Phase 2, S03.01-09 

Program Description 

ASR-9 systems provide aircraft detection and weather information to air traffic controllers at the highest activity 

airports. The ASR-9 tracks all aircraft within its range and provides those tracks, as well as six-level weather 

intensity information, to terminal automation systems. Air traffic controllers utilize this information to safely and 

efficiently separate aircraft in the terminal environment. The ASR-9 also provides data to AMASS and ASDE-X to 

aid in the prevention of accidents resulting from runway incursions. 

Without modifications to the ASR-9, the system will continue to experience decreasing reliability and availability 

over time. The supportability of the ASR-9 system is at risk due to the lack of commercial availability of some 

components. The cost of technology refresh has been deemed more cost-effective than acquiring full replacement 

systems, because the current performance is effective in meeting both the safety and capacity needs of the nation's 

air traffic system at major airports. The benefits of this service life extension program will lower O&M costs 

associated with the ASR-9 beginning in 2016. 

The program will continue studies to address obsolescence and supportability issues of system components within 

the ASR-9 system. JRC approved the Final Investment Decision (FID) for the Phase 2 program on June 27, 2012 

with the following projects: 

 Digital Remote Surveillance Communication Interface Processor Replacement (DRSR). 

 Spectrum Analyzer and Power Meter. 

 Transmitter Backplane. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

155

Relationship to Performance Metric 

ASR-9 terminal service provides for maintenance of separation standards, reduces delays, and improves safety at 

congested airports. During instrument meteorological conditions the radar provides air traffic controllers’ 

information that allows closer aircraft operations and increases air traffic arrival and departure operations. This 

program, ASR-9 Service Life Extension Program Phase 2, reduces the risk of unscheduled outages and ensures the 

continuation of service capabilities. Currently ASR-9 systems are functioning at an operational availability of 99.4 

percent, which is below the FAA performance metric of 99.7 percent. Without modifications to the ASR-9, the 

system will continue to experience decreasing reliability and availability over time. The intent of this program is to 

maintain operational availability of the ASR-9 system. 

Program Plans FY 2014 – Performance Output Goals 

 Complete Operational Test Quick Look Report for Transmitter Backplane. 

 Complete Operational Test Quick Look Report for Digital Remote Surveillance Communication Interface 

Processor Replacement (DRSR). 

Program Plans FY 2015 – Performance Output Goals 

 Award contract for Digital Remote Surveillance Communication Interface Processor Replacement Materials. 

 Award Contract for Transmitter Backplane Materials. 

 Installation at first site completed (APB milestone). 

 Operational Test and Evaluation (OT&E) completed for all projects (APB milestone). 

Program Plans FY 2016 – Performance Output Goals 

 Complete Installation of Digital Remote Surveillance Communication Interface Processor Replacement at 25% 

of ASR-9 sites. 

 Complete Installation of Transmitter Backplane at 25% of ASR-9 sites. 

Program Plans FY 2017 – Performance Output Goals 

 Complete installation of Digital Remote Surveillance Communication Interface Processor Replacement at 75% 

of ASR-9 sites. 

 Complete installations of Transmitter Backplane at 75% of ASR-9 sites. 

Program Plans FY 2018 – Performance Output Goals 

 Complete installation of DRSR at 100% of ASR-9 sites. 

 Complete installation of Transmitter Backplane at 100% of ASR-9 sites. 

System Implementation Schedule 

2B11, TERMINAL DIGITAL RADAR (ASR-11) TECHNOLOGY REFRESH AND MOBILE AIRPORT 

SURVEILLANCE RADAR (MASR) 

FY 2014 Request $19.4M 

 A, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 1, S03.02-04 

 B, Terminal Radar (ASR) Program – ASR-11 – Mobile Airport Surveillance Radar (MASR), S03.02-06 

 C, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 2, S03.02-05 

Airport Surveillance Radar-Model 9 (ASR-9) Service Life 

Extension Program (SLEP) Phase 2

Phase 1: Implementation 2005 -- 2010 ASR-9

Phase 2: First Site Install: 2014 -- Last Site Install: 2018 SLEP 2

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

156

A, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 1, S03.02-04 

Program Description 

The ASR-11 Technology Refresh program replaces and upgrades obsolete ASR-11 Commercial Off-The-Shelf 

(COTS) hardware and software to ensure the continued reliable and cost effective operation of the radar system 

through its designated lifecycle. This is an ongoing program to address obsolescence and maintenance issues and 

will be accomplished in separate sequential 5-year segments. 

The ASR-11 Technology Refresh Segment 1 is well defined and provides increased functionality by replacing 

existing Signal Data Processors (SDP’s) with an Advanced Signal Data Processor (ASDP). The existing SDPs are 

1980's technology, and are no longer in production. These SDPs do not have spare processor or memory capacity 

and no possibility for expanding their capacity. By coupling the ASDP modification with software improvements, 

four necessary ASR-11 upgrades identified during the In-Service Decision (ISD) on the technology refresh are 

completed. 

The major objectives of the ASR-11 Technology Refresh Segment 1 are: 

 Install production ready, form-fit function replacement kits for the SDP and eliminate the Low Overhead 

Array Processors. 

 Use scalable hardware and software architecture to permit easy future growth with minimal cost and effort. 

 Address ASR-11 system In-Service Decision recommended actions including increasing memory and 

processing capacity. 

The ASR-11 Technology Refresh Segment 1 was approved in October 2008 and an In-Service Decision was made 

in January 2010. The funding will support the continued installation of these upgrades through FY 2014; and this 

activity will retrofit 68 systems in the FAA inventory with the ASDP modification kits. FY 2014 is the last year of 

funding for Technology Refresh Segment 1. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The ASR-11 Technology Refresh Segment 1 ASDP design reduces the total number of Line Replaceable Units 

(LRU's) required in the system. It will eliminate the need for four LRUs: pulse compressor, synchronizer Low 

Overhead Array Processors, and beam/ Sensitivity Time Constant cards. The ASDP design also reduces the total 

number of supported electronic cards for signal data processing in the ASR-11 system from 14 to 3, and the new 

architecture eliminates the proprietary custom backplane that constrained connectivity to the system. By reducing 

the number of LRUs, future Operation and Maintenance (O&M) costs are reduced. Additionally, the entire 

architecture is scalable and it will accommodate any future software modifications. 

Program Plans FY 2014 – Performance Output Goals 

 Complete installation of ASR-11 retrofit kits at five sites by March 31, 2014. 

 Last site certified for operational use, 100% complete (68 sites). (APB milestone) 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

157

System Implementation Schedule 

B, Terminal Radar (ASR) Program – ASR-11 – Mobile Airport Surveillance Radar 

(MASR), S03.02-06 

Program Description 

The Mobile Airport Surveillance Radar (MASR) is a terminal surveillance radar capability that can be moved from 

site to site to support radar relocations, temporary planned outages to accommodate installation of upgrades to an 

existing radar, and emergency operations when existing systems are damaged. This system includes both primary 

and secondary radar systems and will have the performance capabilities of existing systems. The program will be 

refurbishing two ASR-9 and two Mode S systems and will procure two mobile ASR-11 systems. 

The MASR can be deployed quickly within known, short-duration timeframes and be compatible with all air traffic 

control towers (ATCT), Terminal Radar Approach Controls (TRACON), Air Route Traffic Control Centers 

(ARTCC), and their associated automation systems. 

The MASR system architecture will support a reusable, service-oriented capability with an emphasis on providing 

the terminal surveillance service efficiently and quickly. The system will have interfaces for power, mechanical, 

data, and remote monitoring and control. It will be designed to function as an existing ASR-8, ASR-9 or ASR-11 

terminal radar as needed and be interoperable with each of their associated automation interfaces. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The MASR investment will provide a capability that can be installed quickly to maintain operational availability at 

the goal levels during periods of planned or unplanned outages of terminal surveillance radars. 

Program Plans FY 2014 – Performance Output Goals 

 Issue Delivery Order for Mobile ASR-11 production by September 30, 2014. 

 Critical Design Review (CDR) completed by December 2013. (APB milestone) 

 Complete Refurbishment of first ASR-9/Mode-S System by March 2014. (APB milestone) 

Program Plans FY 2015 – Performance Output Goals 

 Complete Refurbishment of second ASR-9/Mode-S System by March 2015. (APB milestone) 

 Mobile ASR-11 System #1 Factory Acceptance Test (FAT) completed by March 2015. (APB milestone) 

 Mobile ASR-11 System #1 delivered to test and evaluation site by June 2015. (APB milestone) 

Program Plans FY 2016 – Performance Output Goals 

 Development, test and evaluation (DT&E) completed by March 2016. (APB milestone) 

 Operation test and evaluation (OT&E) completed by September 2016. (APB milestone) 

Airport Surveillance Radar - Model 11 (ASR-11) 

Technology Refresh - Segment 1

First site Delivery: September 2009 -- Last site Delivery: March 2014 ASR-11 TR 1

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

158

Program Plans FY 2017 – Performance Output Goals 

 In Service Decision for Mobile ASR-11 by December 2016. (APB milestone) 

Program Plans FY 2018 – Performance Output Goals 

 None. 

C, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 2, S03.02-05 

Program Description 

The ASR-11 Technology Refresh program replaces and upgrades obsolete ASR-11 Commercial Off-The-Shelf 

(COTS) hardware and software to ensure the continued reliable and cost effective operation of the radar system 

through its designated lifecycle. This is an ongoing program to address obsolescence and maintenance issues and 

will be accomplished in separate sequential 5-year segments. 

The ASR-11 Technology Refresh Segment 2 is being structured to address the following shortfalls identified in the 

approved ASR-11 Technology Refresh Segment 2 Shortfall Analysis Report: 

1. Site Control Data Interface (SCDI) /Operator Maintenance Terminal (OMT) obsolescence. 

2. Fault Monitoring/Fault Isolation (FM/FI) reliability. 

3. System Stability performance. 

4. Uninterruptible Power Supply (UPS) capacitor at end of life expectancy. 

The objective of the Segment 2 program is to insure continued reliable and cost effective operation of the radar 

system through its designated lifecycle. The Segment 2 Investment Analysis Readiness Decision (IARD) was 

approved in November 2012 and the Final Investment Decision (FID) is planned for December 2013. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The ASR-11 Technology Refresh Segment 2 will continue upgrading the components and functionality of the ASR11 to reduce operating costs and improve operational efficiency. 

Program Plans FY 2014 – Performance Output Goals 

 Complete modification to Inter-Agency Agreement (IAA) by June 30, 2014. 

 Achieve a JRC Final Investment Decision (FID) by December 2013. 

 Additional activities will be established at the FID. 

Program Plans FY 2015-2018 – Performance Output Goals 

 Future activities will be established at the FID. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

159

System Implementation Schedule 

2B12, RUNWAY STATUS LIGHTS (RWSL) 

FY 2014 Request $35.3M 

Runway Status Lights (RWSL) – Implementation, S11.01-02 

Program Description 

The RWSL system integrates runway lighting equipment with approach and surface surveillance systems to provide 

a visual signal to pilots and vehicle operators indicating that it is unsafe to enter/cross or begin takeoff on the 

runway. The system is fully automated based on inputs from surface and terminal surveillance systems. Airport 

surveillance sensor inputs are processed through light control logic that commands in-pavement lights to illuminate 

red when there is traffic on or approaching the runway. Runway Entrance Lights (REL) provides this signal to 

aircraft planning to cross or enter a runway from an intersecting taxiway. Takeoff Hold Lights (THL) provide a 

signal to aircraft in position for takeoff. The RWSL program received a Final investment Decision in 2010 from the 

JRC for 23 operational and three support sites. 

Due to cost growth the program is returning to the JRC in the third quarter of 2013 for a baseline change decision. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Reduce aviation risk through all phases of flight (gate-to-gate). 

 FAA Performance Metric 1 – Maintain the rate of serious runway incursions at or below 0.395 events per 

million operations. 

Relationship to Performance Metric 

Runway incursions are a significant safety issue and installations of RWSL will contribute toward reducing the rate 

of runway incursions by indicating to pilots and vehicle operators the existence or forecast of a conflict if they cross 

the hold line for a runway. The RWSL also warn pilots or vehicles to stop at the hold line if an aircraft on the 

runway begins its takeoff. The FY 2014 RWSL projected benefits include a reduction in cumulative A&B runway 

incursions at the 23 RWSL airports by ~17% (from 9.68 in baseline to 8.02 with RWSL); and a reduction in 

cumulative runway incursions caused by Pilot Deviations by ~22% (from 41.03 in baseline to 32.17 with RWSL). 

Program Plans FY 2014 – Performance Output Goals 

 Start construction at two of 23 operational sites. 

 Achieve IOC at two of 23 (60%) operational sites. 

Program Plans FY 2015 – Performance Output Goals 

 Start construction at seven of 23 operational sites. 

 Complete installation at six of 23 operational sites. 

 Achieve IOC at two of 23 (70%) operational sites. 

Airport Surveillance Radar - Model 11 (ASR-11) 

Technology Refresh - Segment 2

First site Delivery: TBD -- Last site Delivery: TBD ASR-11 TR 2

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

160

Program Plans FY 2016 – Performance Output Goals 

 Complete installation at one of 23 operational sites. 

 Achieve IOC at seven of 23 (100%) operational sites. 

 Achieve last site ORD at 23rd airport, September 2016. (APB milestone) 

Program Plans FY 2017-2018 – Performance Output Goals 

 None. 

System Implementation Schedule 

2B13, NATIONAL AIRSPACE SYSTEM VOICE SYSTEM (NVS)* 

FY 2014 Request $16.0M 

Networked Facility – NAS Voice System – Segment 1, G03C.01-01 

Program Description 

The NAS Voice System (NVS) will replace current voice switches in both center and terminal facilities. It will be a 

real-time, critical part of the ATC infrastructure that provides the connectivity for efficient communications among 

air traffic controllers, pilots and ground personnel. It connects incoming and out-going communication lines to the 

controller’s workstation. The controller uses a panel on his workstation to select the lines needed to communicate 

with pilots, other controllers and other facilities. 

The current voice system technology deployed in the NAS will not support the expected future NextGen concept of 

operations for capabilities such as networked facilities, dynamic re-sectorization (expanding or contracting a 

controller’s volume of airspace electronically), and off-loading selected sector control to other facilities during nonpeak operations. These capabilities require that lines connected to a controller’s workstation panel be electronically 

changed to add or eliminate lines as the geographical boundaries of the sector change. The NVS will have the 

capacity to support current and forecasted future ATC operations. 

NVS will replace the service that is currently provided by 13 different voice switch configurations including 

Terminal Voice Switch Replacement (TVSR) and Voice Switching and Control System (VSCS). The focus will be 

on designing a replacement system that can be scaled to facility size with standardized components that will reduce 

maintenance and parts inventory costs. 

The NVS contract was awarded in August 2012, and it will be implemented in two segments. This approach is 

intended to achieve program objectives, minimize risk, and align to agency priorities and constraints. Segment 1 

will focus on the demonstration of NextGen capabilities. Segment 2 will focus on the establishment of a production 

system that is capable of meeting the requirements of various size facilities. The program will request a Final 

Investment Decision prior to the beginning of Segment 2. The NVS contract addresses both the demonstration and 

production systems. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Runway Status Lights (RWSL)

First site IOC: July 2011 -- Last site IOC: August 2016 RWSL

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

161

Relationship to Performance Metric 

The NVS program supports the average daily airport capacity by providing an architecture that can handle future 

growth and load-sharing within a flexible network. NVS will support the NextGen concept of operations for 

networked facilities, dynamic re-sectorization and off-loading selected sector control to other facilities during nonpeak operations. These capabilities will increase capacity by improving operational efficiency and by better 

balancing workload in response to demand changes. 

Program Plans FY 2014 – Performance Output Goals 

 Complete demonstration of NextGen capabilities using three demonstration systems. 

 Achieve Final Investment Decision (FID) from Joint Resources Council (JRC). 

 Order first article test system for the William J. Hughes Technical Center (WJHTC). 

Program Plans FY 2015 – Performance Output Goals 

 Deliver first article test system to the William J. Hughes Technical Center (WJHTC). 

 Deliver second article test system to the Mike Monroney Aeronautical Center (MMAC). 

 Order two key site Voice Enterprise Systems. 

Program Plans FY 2016 – Performance Output Goals 

 Deliver two key site Voice Enterprise Systems. 

Program Plans FY 2017 – Performance Output Goals 

 Achieve first site Initial Operating Capability (IOC). 

Program Plans FY 2018 – Performance Output Goals 

 Achieve In-Service Decision (ISD). 

 Deliver systems; quantity to be determined at FID. 

System Implementation Schedule 

2B14, INTEGRATED DISPLAY SYSTEM (IDS) 

FY 2014 Request $4.1M 

Integrated Display Systems (IDS) – Replacement, A03.05-01 / X, Integrated Display 

Systems (IDS) – Replacement – Technology Refresh, A03.05-02 

Program Description 

The Integrated Display Systems (IDS) program provides rapid retrieval and display of a wide range of weather, 

operational support, and administrative information to air traffic controllers and other required users in the terminal 

environment. Integrated Display Systems consolidate operational information to provide a tool to exchange 

information that impacts the control of air traffic. The presentation of multiple sources of data on a single display, 

allows for decision making by controllers thus increasing efficiency of operations. The FAA began regional 

procurements in 1990 and currently has 2,230 IDS-4 workstations located at approximately 390 FAA facilities 

nationwide. Recent obsolescence issues and loss of proprietary software support make it necessary to replace this 

system to sustain its functionality. 

 

NAS Voice System (NVS)

First site IOC: September 2017 -- Last site ORD: September 2027 NVS

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

162

IDS Replacement (A03.05-01): 

The IDS Replacement program modernizes the IDS-4 system with current technology at 71 existing IDS-4 

networks, including 1,944 IDS-4 workstations, at 256 sites. (Instead of replacing systems at some smaller sites, 

existing systems at larger sites will be repurposed to the smaller sites.) The prime contract was awarded in May 

2010 and design efforts were completed in late 2011. The program was rebaselined in March 2013. Deployment 

will occur from 2013 to 2017. By the end of 2013, 6 networks will have been installed. 

IDS Replacement – Technology Refresh (A03.05-02): 

The IDS-4 will be replaced with a state-of-the-art system comprised mainly of Commercial-Off-The-Shelf (COTS) 

components. As in any COTS based system, a technology refresh of the replacement components is absolutely 

essential to sustain system services. Therefore, the FAA plans to perform a system analysis in FY 2016 

(approximately 5 years after original COTS system components are acquired) to identify affected components 

before they become inoperable due to obsolescence. Based on the system analysis, components will then be 

acquired to replace obsolete components. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The IDS-4 is experiencing supportability issues with the existing stock levels of motherboards within the IDS-4 

computers. The current beyond economic repair (BER) rate for motherboards returned to the FAA Logistics Center 

for repair is 21%. Commercial sources for IDS-4 compatible computers/motherboards for long term support are not 

available. By replacing the legacy IDS-4 systems with state-of-the-art equipment, outages are reduced, thereby 

reducing delays at the 390 FAA facilities nationwide, including the 30 core airports. 

Program Plans FY 2014 – Performance Output Goals 

IDS Replacement (A03.05-01): 

 Achieve Initial Operating Capability (IOC) at 16 networks by end of FY 2014. 

IDS Replacement – Technology Refresh (A03.05-02): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

IDS Replacement (A03.05-01): 

 Achieve Initial Operating Capability (IOC) at 21 networks by end of FY 2015. 

IDS Replacement – Technology Refresh (A03.05-02): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

IDS Replacement (A03.05-01): 

 Achieve Initial Operating Capability (IOC) at 21 networks by end of FY 2016. 

IDS Replacement – Technology Refresh (A03.05-02): 

 None. 

Program Plans FY 2017 – Performance Output Goals 

IDS Replacement (A03.05-01): 

 Achieve Initial Operating Capability (IOC) at 7 networks by end of FY 2017. 

 Last Site ORD. (APB milestone) 

IDS Replacement – Technology Refresh (A03.05-02): 

 Award contract for Technology Refresh. 

 Complete system analysis for technology refresh of hardware to replace obsolete components. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

163

Program Plans FY 2018 – Performance Output Goals 

IDS Replacement (A03.05-01): 

 None. 

IDS Replacement – Technology Refresh (A03.05-02): 

 Install technology refresh upgrades at 51 networks. 

System Implementation Schedule 

2B15, REMOTE MONITORING AND LOGGING SYSTEM (RMLS) TECHNOLOGY REFRESH

FY 2014 Request $1.0M 

 A, Automated Maintenance Management System (AMMS), M07.05-01 

 X, Remote Monitoring and Logging System (RMLS) – Technology Refresh, M07.04-02 

A, Automated Maintenance Management System (AMMS), M07.05-01 

Program Description 

AMMS will provide more efficient data input and improved access to information relating to the operation and 

maintenance of FAA NAS systems. Currently FAA technicians who maintain the NAS use multiple stand-alone 

systems to perform their tasks. AMMS will reduce technician’s time to perform these tasks plus provide them the 

information to make more effective decisions. Examples of some of the existing information sharing shortfalls that 

AMMS will address: 

 Technicians do not have easy access to the Logistics Inventory in order to determine the availability of 

replacement parts and to order needed parts. 

 Technicians are needed to support flight inspection activities but do not have direct access to the inspection 

schedules. 

 Technicians have to prepare hand written forms for Notices to Airmen to document a system out of 

operation. This input is untimely and inefficient. 

 Technicians do not have near-real time information on the status of systems and their ability to proactively 

respond to critical system issues is limited. 

AMMS will be the foundation of an open system interface to automate and integrate legacy systems, web-based 

systems, and future NextGen systems in a secure net-centric environment. AMMS will integrate information from 

several current and planned systems being considered as program candidates and provide that information to 

technicians in a useable format. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The AMMS will support the FAA performance metric to maintain operational availability for the NAS by: 

Integrated Display System (IDS) - Replacement

First site IOC: September 2013 -- Last site ORD: July 2017 IDS - Repl

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

164

 Improved Infrastructure Management, 

 Improved Situational Awareness, 

 Improved Event Management, 

 Improved Supply Chain Management – Automating and integrating maintenance and logistic services, and 

 Reliability Centered Maintenance (RCM) – Increasing NAS availability by providing the best available 

data from multiple sources to enhance predictive analysis. 

Program Plans FY 2014 – Performance Output Goals 

 Complete AMMS Investment Analysis requirements for Final Investment Decision (FID) by June 2014. 

 Award Contract to implement beta services for the planned Logistics Center Support System (LCSS) / 2- 

Dimensional Bar Coding (2DBC) system interface candidates. 

Program Plans FY 2015-2018 – Performance Output Goals 

 Activities will be established at the FID. 

X, Remote Monitoring and Logging System (RMLS) – Technology Refresh, M07.04-02 

Program Description 

The RMLS technology refresh project covers future activities required to extend the service life of RMLS hardware 

and software located at the National Operations Control Center (NOCC), Atlantic Operations Control Center 

(AOCC), Mid-States Operations Control Center (MOCC), Pacific Operations Control Center (POCC), Southern 

California TRACON (SCT), the William J. Hughes Technical Center (WJHTC), Air Route Traffic Control Centers 

(ARTCCs), and the Combined Center Radar Approach Control (CERAP) in Hawaii. Technology refresh is 

scheduled to begin in FY 2015 and be completed in FY 2022. RMLS Technology Refresh replaces the commercial 

off the shelf (COTS) logical components of the RMLS. 

The RMLS technology refresh will improve the effectiveness of Technical Operations Services (Tech Ops) 

maintenance processes and practices. The RMLS functions as a single system across the FAA's Technical 

Operations enterprise and oversees the entire event management life cycle, from generation of the initial event 

through assignment, updates, and event closure. In addition, RMLS is responsible for routing status messages to 

field operators, as well as routing commands to NAS devices. RMLS consists of the National Logging Network 

(NLN) and the National Remote Maintenance Monitoring (RMM) Network (NRN). 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The RMLS Technology Refresh supports the FAA operational availability performance metric by upgrading the 

systems used for generating, quantifying, analyzing, measuring, and reporting maintenance information to determine 

operational availability. It also reports error levels, maintenance responsiveness, and utilization of NAS 

components, systems, and services for the NAS as a whole. The RMLS maintenance information is used by the 

FAA to analyze trends and improve performance; make investment decisions and support budget requests for 

replacement, relocation, or modification of existing equipment; detect supportability problems; evaluate the 

efficiency and effectiveness of the overall maintenance program; and provide reports to Congress and FAA 

management. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

165

Program Plans FY 2014 – Performance Output Goals 

 None. 

Program Plans FY 2015 – Performance Output Goals 

 Lifecycle RMLS National Logging Network (NLN) hardware refresh of the database servers at two sites, 

NOCC and WJHTC (two systems – Operational Testing (OT) and Integration Testing (IT)). 

 Lifecycle RMLS National Remote Monitoring Network (NRN) hardware refresh of the database servers at two 

sites, POCC and WJHTC (two systems – OT&IT). 

Program Plans FY 2016 – Performance Output Goals 

 Lifecycle RMLS NLN hardware refresh of the database servers at three sites, MOCC, AOCC and POCC. 

 Lifecycle RMLS NRN hardware refresh of the database servers at two sites, AOCC and MOCC. 

Program Plans FY 2017 – Performance Output Goals 

 Lifecycle RMLS NLN hardware refresh of the servers for the Operations Data Repository at Potomac 

Consolidated TRACON (PCT). 

 Lifecycle RMLS NRN hardware refresh of the Protocol Converter Box (PCB) equipment at six ARTCCs, 

Southern California TRACON and the WJHTC 

Program Plans FY 2018 – Performance Output Goals 

 Lifecycle RMLS NLN hardware refresh of the network support equipment at two sites, NOCC and WJHTC 

(two systems - OT&IT). 

 Lifecycle RMLS NRN hardware refresh of the Protocol Converter Box (PCB) equipment at eight ARTCCs. 

System Implementation Schedule 

2B16, MODE S SERVICE LIFE EXTENSION PROGRAM (SLEP) 

FY 2014 Request $7.3M 

 A, Terminal Radar (ASR) Program – Mode S SLEP – Phase 2, S03.01-08 

 B, Terminal Radar (ASR) Program – ASR-9 and Mode S SLEP – Phase 3 Planning, S03.01-11 

A, Terminal Radar (ASR) Program – Mode S SLEP – Phase 2, S03.01-08 

Program Description 

The Mode S is a secondary surveillance radar system that provides beacon or secondary aircraft surveillance in en 

route and terminal airspace. The Mode S uses selective beacon detection technology to provide target data as digital 

formatted messages to automation and display systems. The Mode S is integrated with collocated Airport 

Surveillance Radar Model 9 (ASR-9) and ASR-8, and Air Route Surveillance Radar Model 1E (ARSR-1E) and 

ARSR-2. The Mode S system is capable of providing correlated radar and beacon reports and weather map reports 

to NAS en route and terminal automation, U.S. Department of Defense (DoD), and other users. Digital data is 

provided in ASR-9/Common Digitizer (ASR/CD) format to FAA automation systems at Terminal Radar Approach 

Control (TRACON) and Air Route Traffic Control Center (ARTCC) facilities, DoD, and other external 

organizations. 

Remote Monitoring Logging System (RMLS)

RMLS NRN Key Site Operational (IOC): April 2011 RMLS NRN RMLS TR

RMLS NRN Final Operational Capability: March 2013

RMLS Technology Refresh: FY15 and beyond

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

166

The Mode S SLEP Phase 2 will implement modifications to the Mode S system to sustain secondary surveillance in 

terminal airspace through 2025. The components that process radar data and the Beacon Video Reconstitutors 

(BVR) will be replaced with more modern components and antennas will be purchased to address obsolescence and 

supply/support issues. The sustainment of the Mode S system is a component of the Surveillance and Broadcast 

Services (SBS) Automatic Dependent Surveillance - Broadcast (ADS-B) back-up strategy. JRC approved the Final 

Investment Decision (FID) for the Phase 2 program on June 27, 2012 with the following projects: 

 Beacon Video Reconstitutor (BVR) 

 High Gain Open Planar Array (HGOPA) Antenna 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 –Delivering Aviation Access through Innovation 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

Mode S terminal and en route service provides for maintenance of separation standards, reduces delays, and 

improves safety at congested airports. During instrument meteorological conditions, the radar provides air traffic 

controllers information that allows closer aircraft operations and increases air traffic arrival and departure 

operations. Providing for the Mode S service life extension modifications reduces the risk of unscheduled outages 

and ensures the continuation of service capabilities. Currently Mode S systems are functioning at an operational 

availability of 99.3 percent, which is below the FAA performance metric of 99.7 percent. Without modifications to 

the Mode S, the system will continue to experience decreasing reliability and availability over time. The intent of 

this program is to maintain operational availability of the Mode S system. 

Program Plans FY 2014 – Performance Output Goals 

 Complete Draft Operational Test Report for BVR. 

 Deliver BVR to Key Site. 

Program Plans FY 2015 – Performance Output Goals 

 BVR installation at first site completed, March 2015. (APB Milestone) 

 Complete installations of BVR at 11 operational sites. 

 Operational Test and Evaluation (OT&E) completed for all projects (APB milestone). 

 Award contract to vendor for High Gain Open Planar Array (HGOPA) Antenna. 

 Start production of two HGOPA and delivery to FAA Logistics Center. 

Program Plans FY 2016 – Performance Output Goals 

 Production of 12 HGOPA and delivery to FAA Logistics Center. 

Program Plans FY 2017 – Performance Output Goals 

 Production of 18 HGOPA and delivery to FAA Logistics Center. 

Program Plans FY 2018 – Performance Output Goals 

 Production of 18 HGOPA and delivery to FAA Logistics Center. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

167

B, Terminal Radar (ASR) Program – ASR-9 and Mode S SLEP – Phase 3 Planning, 

S03.01-11 

Program Description 

This program will perform engineering studies to determine the scope of the future ASR-9 and Mode S SLEP Phase 

3 programs. There are components of these radar systems that may not be supportable through 2025 and these 

analyses will determine the extent of re-engineering and system modifications needed. An investment decision for 

Phase 3 is planned for 2015. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

Currently ASR-9 and Mode S systems are functioning at an operational availability of 99.4 and 99.3 percent 

respectively, which is below the FAA performance metric of 99.7 percent. Without modifications to the ASR-9 and 

Mode S, these systems will continue to experience decreasing reliability and availability over time. The intent of 

this program is to maintain and improve operational availability of the ASR-9 and Mode S systems. 

Program Plans FY 2014 – Performance Output Goals 

 Complete supportability analysis studies to support the investment analysis process. 

Program Plans FY 2015 – Performance Output Goals 

 Complete investment analysis documents in support of a Final Investment Decision (FID). 

Program Plans FY 2016 – Performance Output Goals 

 Complete the FID. 

 Additional activities will be established at the FID. 

Program Plans FY 2017-2018 – Performance Output Goals 

 Activities will be established at the FID. 

2B17, SURVEILLANCE INTERFACE MODERNIZATION (SIM) 

FY 2014 Request $6.0M 

Surveillance Interface Modernization (SIM), S13.01-01 

Program Description 

The Surveillance Interface Modernization (SIM) program will provide more cost efficient and improved 

communication of expanded radar data to multiple air traffic control facilities. SIM will provide greater flexibility 

with the ability to select additional radar information from a wider range of radars to portray aircraft position on Air 

Traffic Control automation systems. This is achieved by converting the radar and automation systems, from rigid 

(point to point) serial interfaces using limited Common Digitizer model 2 (CD2) message formats, to flexible (IP) 

internet addressable interfaces over a secure network with expandable ASTERIX message formats. Changing from 

serial to IP format will allow transition, from the inefficient approach of managing multiple specialized circuits, to a 

standardized Local Area Network (LAN) management function. As a result, of establishing this architecture, the 
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distribution of all available radar system data, to both the FAA and external users, will be made more effective, 

efficient, and information security measures can be applied more consistently. 

SIM will simplify radar data sharing, on the border, between the United States and Canadian radar systems that 

already have ASTERIX/IP capability. The ASTERIX format enables extensive data, which can only be determined 

at the radar sensor, to be delivered to the automation platform. This includes the distinct 24-bit aircraft address, time 

stamp associated with the aircraft position, enhanced Mode S registers and additional resolution bits resulting in a 

more accurate determination of aircraft position. SIM will simplify the calculation for fusion tracking 

(consolidating an aircraft’s position data from more than one source) in the automation system, add increased range 

resolution and enable enhanced Mode S altitude intent for the en route and core airport airspace. Access to 

additional radar data will provide performance enhancement for ATC automation systems, and allow (in the longerterm) more robust support of future operational improvements (OIs), future facilities, as well as providing improved 

backup capabilities when ADS-B surveillance transitions as a primary data source. 

Compliance with SIM protocols will be required for radar sites and air traffic control facilities, and it will reduce the 

cost of yearly maintenance for existing and future systems. To achieve SIM compliance requires improvements, to 

legacy radar (48/ASR-8, 135/ASR-9, 73/ASR-11, 136/Mode-S, 129/ATCBI-6, 61/ATCBI-5) and automation 

systems (166/STARS, 21/ERAM, 6/MEARTS, 3/ATOP). 

An Initial Investment Decision is planned for 3Q FY 2013 and Final Investment decision 4Q FY 2014. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

As part of NextGen, existing surveillance systems will be required to serve as backup to ADS-B surveillance, and to 

provide surveillance data critical to other government agency missions (e.g. Department of Defense, Homeland 

Security). In order to support the transfer and distribution of legacy radar data, these systems must be modernized to 

incorporate modern interface requirements. To align with future NextGen requirements legacy systems will be 

required to provide data distribution other than point-to-point via modern networking techniques and transition to 

standard interface message formats with higher reporting precision which also provide additional target information 

to support future operational improvements (OIs). This program will implement a common industry standard 

communications architecture and format. 

Program Plans FY 2014 – Performance Output Goals 

 Complete development of a Business Case Analysis Report to support the Final Investment Decision. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

2B18, TERMINAL FLIGHT DATA MANAGER (TFDM)* 

FY 2014 Request $23.5M 

Flexible Terminal Environment – Terminal Flight Data Manager (TFDM), G06A.03-01 

Program Description 

The TFDM program is an integrated approach to maximize the efficient collection, distribution, and update of data 

in the terminal area (airspace around an airport and airport surface data) and to improve access to information 
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necessary for the safe and efficient control of air traffic. TFDM will be a NextGen automation system that will 

provide tower air traffic controllers with decision support capabilities and integrated flight, surveillance, and traffic 

management information. This will allow tower controllers to maintain an integrated view of the air traffic 

environment, improving their situational awareness of the airport operations. The decision support capabilities will 

also provide more efficient and safe airport operations, in particular management of airport surface traffic 

sequencing and scheduling. TFDM will automate the manual flight data processes to enable enhanced data sharing 

between the Tower ATC and the En Route ATC, Approach Control ATC, Traffic Flow Management (TFM), and 

Flight/Airline Operations domains. 

Initial deployment of TFDM will be comprised of the following Core functions: 

 Migration to electronic flight data exchange, including enhanced tower/TRACON data exchange, 

 Integration of surface surveillance data with flight data, 

 TFDM scheduler/sequencer, including Traffic Flow Management System (TFMS)/Time Based Flow 

Management (TBFM) integration and Surface Collaborative Decision Making (CDM) implementation, 

 Limited implementation of Surface CDM in advance of the full TFDM Core system, and 

 Enhanced data exchange with flight operators and other airport stakeholders. 

A key component of TFDM Core is the transition from paper flight strips to electronic flight data representation and 

exchange. This will facilitate enhanced flight data exchange between controllers within the tower facility, between 

Air Traffic Control facilities and between Traffic Flow Management systems. This will also facilitate data exchange 

with aviation partners such as the airlines Flight Operations Centers and airport operators to support collaborative 

decision making. Providing flight data in electronic format eliminates the necessity of physical exchange of flight 

data, reduces telephone exchange of data between facilities, and reduces manual re-entry of data among multiple 

ATC systems. 

Another key component of TFDM Core is the introduction of a scheduler/sequencer capability that will provide the 

basis for efficient management of traffic flows on the surface at U.S. airports by transitioning the performance of 

airport surface operations from a “first come, first served” model to a more strategic model that allocates taxi 

clearances to minimize taxi distance and time. 

Initial investment decision is planned for FY 2013 and the scope of the program will be determined at that time. 

Final investment decision is planned for FY 2014. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

TFDM will automate manual processes; integrate existing terminal flight data systems and decision support tools, 

and provide new decision support capabilities. This will improve Air Traffic Control coordination and decision 

making to facilitate more efficient operations and increased airport capacity. The capabilities provided by TFDM 

will provide multiple NAS benefits, such as reduced surface delay, taxi time and fuel burn (with improved 

operational and environmental performance); better performance and airport capacity utilization during severe 

weather and other off-nominal conditions; improved usability and situational awareness and enhanced safety. 

Program Plans FY 2014 – Performance Output Goals 

 Release TFDM Core Screening Information Request (SIR). 

 Complete Final Investment Decision (FID) for TFDM Core. 

 Complete contract award for TFDM Core. 
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Program Plans FY 2015 – Performance Output Goals 

 Conduct System Requirements Review. 

 Conduct Preliminary Design Review (PDR). 

 Deployment of initial surface CDM capability. 

Program Plans FY 2016 – Performance Output Goals 

 Conduct Critical Design Review (CDR). 

 Begin hardware unit testing and incremental software development testing of TFDM Core system. 

Program Plans FY 2017 – Performance Output Goals 

 Deployment of initial Electronic Flight Data capability. 

 Complete hardware unit testing and incremental software development testing of TFDM Core. 

 Complete TFDM Core Key Site installation and checkout. 

Program Plans FY 2018 – Performance Output Goals 

 Complete TFDM System Government Acceptance (GA) Test. 

 Complete TFDM Core Key Site operational test. 

System Implementation Schedule 

2B19, VOICE RECORDER REPLACEMENT PROGRAM (VRRP) 

FY 2014 Request $6.2M 

 A, Next Generation Recorders – Voice Recorder Replacement Program, C23.01-00 

 B, Voice Recorder Replacement Program – New Requirements Safety & Audit, C23.01-01 

A, Next Generation Recorders – Voice Recorder Replacement Program, C23.01-00 

Program Description 

Next Generation Voice Recorder Replacement Program will complete installation of the Digital Audio Legal 

Recorders (DALR). Air-to-ground (A/G) and ground-to-ground (G/G) communications at FAA facilities are 

required to be recorded and stored for later retrieval. This applies to all ATC domains, including ATCT, TRACON 

facilities, ARTCC, AFSS, and the FAA’s ATCSCC. The voice recorder provides the legally accepted recording 

capability for conversations between air traffic controllers, pilots, and ground-based air traffic facilities, and the 

recording is used in the investigation of accidents and incidents and routine evaluation of ATC operations. As the 

voice recorder technology has continued to evolve, early digital voice recorders have experienced obsolescence and 

supportability issues. These digital recording systems are reaching the end of their service life and they use obsolete 

operating systems and parts that are no longer manufactured. The Next Generation Voice Recorder Replacement 

Program (NG VRRP) is replacing the obsolete digital voice recorders and any remaining analog recorders and 

provides digital voice recording functionality at new facilities. The replacement of aging voice recorders will reduce 

operational costs. 

DALR provides a “next generation” voice recorder, as a technically updated and more capable version of the 

computer based digital recording system previously distributed to field sites as the Digital Voice Recording System 

(DVRS) and DVR2. Major improvements are: 

 Elimination of Digital Audio Tape (DAT) drives and DAT tapes, 

Terminal Flight Data Manager (TFDM)

Initial Surface CDM Capability: 2015

Core Capability: First site IOC: 2019 -- Last site IOC: TBD TFDM

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 Capability to copy recordings directly to CD/DVD, thumb drives or transfer files via encrypted .wav files, 

 Larger hard drive capable of storing recordings for a configurable period in one day increments (currently 

up to 45 days for FAA), 

 Capability for automatic erasure after a defined retention period, 

 Capability to move recordings to quarantined storage, 

 Hot swappable components, 

 Enhanced security controls to improve information system security, 

 Sophisticated password protection, and 

 Security audit log. 

Funding in FY 2014 will provide for delivery and installation of the remaining 21 systems and provide for depot 

spares and logistics. The program ends in FY 2014. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The NG VRRP voice recording system will support the goal of maintaining operational availability by replacing 

aging and obsolete equipment currently in the field. System outages and downtime for repair will be significantly 

reduced due to the higher availability and improved operational technology of the next generation of voice 

recorders. 

Program Plans FY 2014 – Performance Output Goals 

 Deliver and install remaining 21 Digital Audio Legal Recorder (DALR) systems. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

System Implementation Schedule 

B, Voice Recorder Replacement Program – New Requirements Safety & Audit, C23.01-01 

Program Description 

Voice Recorder Replacement Program – New Requirements Safety and Audit will provide the capability for 

improved remote voice recorder access. Voice recorders provide the legally accepted recording capability for 

conversations between air traffic controllers, pilots and ground-based air traffic facilities in all ATC domains. Voice 

recordings are used in the investigation of accidents and incidents and routine evaluation of ATC operations. 

New and updated FAA Safety orders are creating additional requirements for reporting that are dependent on access 

to voice data stored on the Digital Audio Legal Recorder (DALR) systems throughout the NAS. These orders 

contain provisions that require safety related data, including recorded voice be captured regularly and analyzed for 

Digital Audio Legal Recorder (DALR)

First site IOC: October 2013 -- Last site ORD: May 2014 DALR

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trends or hazards. The analyses are used to change NAS systems or procedures to reduce or eliminate risks that 

potentially have a safety impact. 

These new requirements include: 

 New capability for remote access and download – Traffic Analysis and Review Program (TARP)/ 

Comprehensive Electronic Data Analysis and Reporting (CEDAR), 

 Unique data transfer requirements for the NTSB, and 

 Ability to accommodate increased number of users. 

The Voice Recorder Safety and Audit initiative will procure Application Program Interface (API) software licenses. 

This will enable implementation of an off-site and centralized remote voice retrieval capability for up to 489 existing 

systems. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

The upgrade to the DALR system will provide a system that will comply with the Safety Management System 

(SMS) and the associated new/updated FAA Safety orders. This will support efforts to reduce air carrier fatalities. 

Program Plans FY 2014 – Performance Output Goals 

 Final Requirements Document approved January 2014. 

 Conduct Final Investment Decision, May 2014. 

 Achieve Product Demonstration Decision, June 2014. 

 Complete first site Acceptance Testing, July 2014. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None; Program Ends in FY 2014. 

2B20, PRECISION RUNWAY MONITOR REPLACEMENT (PRMR) – MULTILATERATION 

TECHNOLOGY UPGRADE

FY 2014 Request $5.0M 

Precision Runway Monitor (PRM) – Replacement (PRMR), S08.01-02 

Program Description 

The purpose of the Precision Runway Monitor Replacement (PRMR) program is to identify the most cost effective 

solution for maintaining the PRM service at San Francisco International Airport (SFO) and Hartsfield-Jackson 

Atlanta International Airport (ATL). The PRM service is currently provided by the legacy PRM Electronic Scan 

Radar (PRM-E). The PRM-E, first installed in 1999, has exceeded its planned 10-year life cycle and is experiencing 

increased obsolescence and other support issues. Repair times have increased significantly, in some cases in excess 

of 26 weeks, due to a limited availability of critical spare parts, and a diminishing sub-vendor repair base, making 

current and long-term support exceedingly challenging. In addition, cannibalization of the Cleveland Hopkins 

International Airport (CLE) system has taken place in order to keep the more critical ATL and SFO systems 

operational. 

The three alternatives evaluated to satisfy the PRM-R program requirements include: 

 PRM-E Service Life Extension Program (SLEP) 
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 PRM Multilateration (MLAT) 

 Automatic Dependent Surveillance – Broadcast (ADS-B) Out (with Augmentation) 

o Space-Based Augmentation System (SBAS) 

o Ground-Based Augmentation System (GBAS) 

The PRM-R program received Joint Resource Council (JRC) initial investment decision (IID) approval on 

September 26, 2012 to proceed into a final investment decision (FID) for the preferred PRM MLAT alternative. A 

FID is scheduled for December 2013. 

The Precision Runway Monitor (PRM) is a high update-rate surveillance radar specifically designed for use during 

inclement weather and reduced visibility conditions. The PRM monitors closely-spaced-parallel-approaches 

(CSPA) in order to sustain or increase capacity, as measured by an Airport’s Arrival Rate (AAR), during Instrument 

Meteorological Conditions (IMC). During IMC, air traffic separation standards require greater distance between 

aircraft, thus reducing the AAR below the number of aircraft arrivals an airport is capable of accepting each hour 

during good visibility conditions. The system also incorporates alert algorithms to predict and warn controllers of 

aircraft deviations from their nominal approach course. A PRM system must be used to conduct independent 

simultaneous instrument approaches to side-by-side runways spaced less than 4300 feet apart. When used with the 

appropriate air traffic procedures, the PRM enables operations in which aircraft fly with reduced separation 

distances than otherwise permitted, thus increasing normal IMC airport capacity.1

 Without the PRM technology, 

airports would be required to conduct dependent simultaneous approaches, significantly reducing the airport’s 

arrival rate (AAR)/capacity. For example, ATL’s and SFO’s AAR increased approximately 23% (81-100/hr) and 

17% (29-34/hr) respectively during ILS conditions when using PRM. 

At present, there are two different PRM configurations deployed within the NAS: The PRM Electronic Scan (PRME) radar, the original PRM system developed by Allied Signal/Raytheon Company, and the newer PRM Alternate 

(PRM-A) system, a Saab Sensis Corporation product, that utilizes the Airport Surface Detection Equipment, Model 

X (ASDE-X) multilateration (MLAT) technology to perform the PRM service. The PRM-E systems are currently 

deployed at five airports throughout the NAS; ATL, SFO, CLE, Lambert-St. Louis International Airport (STL), and 

Philadelphia International Airport (PHL). The current PRM-E systems were installed and commissioned between 

1999 and 2007. The PRM-A is a single site system, installed and commissioned at Detroit’s Metro Wayne County 

Airport (DTW) in June 2009. Both the PRM-E and PRM-A were congressionally mandated programs. 

Due to changing airport conditions, and a subsequent reduction in traffic volume, the need for PRM service at CLE, 

PHL and STL has been essentially eliminated. These airports are able to maintain an acceptable AAR level during 

IMC without the use of the PRM-E. Therefore, the PRM-E systems at CLE, STL and PHL are planned for 

decommissioning and will be returned to the FAA Logistics Center (FAALC) for use as spare parts to support the 

needed SFO and ATL PRM systems until replaced by the PRM-R. The plan to decommission these systems is in 

process. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The PRM replacement solution will ensure the continued operation of PRM service offering the most efficient use of 

airport capacity at ATL and SFO. The selected PRM MLAT solution resolves the obsolescence and supportability 

issues, thus improving overall system maintainability, reliability and availability 

Program Plans FY 2014 – Performance Output Goals 

 

1

 NAS-Wide Precision Runway Monitoring Alternatives Analysis Final Report, September 9, 2004 
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 Pending JRC Final Investment Decision approval in December 2013, procure one system and begin 

environmental and real estate activities at Atlanta (ATL) and San Francisco (SFO). 

Program Plans FY 2015 – Performance Output Goals 

 Start site preparation and construction at ATL. 

Program Plans FY 2016 – Performance Output Goals 

 Install the ATL PRM-R system. 

Program Plans FY 2017 – Performance Output Goals 

 Start site preparation and construction at SFO. 

 Purchase the SFO system. 

Program Plans FY 2018 – Performance Output Goals 

 Install the SFO PRM-R system. 

2B21, INTEGRATED TERMINAL WEATHER SYSTEM (ITWS) 

FY 2014 Request $1.3M 

ITWS – Technology Refresh & Disposition, W07.01-02 

Program Description 

The Integrated Terminal Weather System (ITWS) is an air traffic management tool that provides air traffic managers 

with graphic, full-color displays of essential weather information at major U.S. airports. ITWS was developed to fill 

the need of air traffic managers, controllers, and airlines for a tool that integrated weather data from a number of 

sources and provided customers a single, easily used and understood display of support products. ITWS depicts the 

current weather and short-term forecasts of terminal weather through the integration of data from FAA and National 

Weather Service sensors and systems, as well as from aircraft in flight. ITWS weather information is immediately 

useable by air traffic controllers and managers without further meteorological interpretation. 34 ITWS sites provide 

weather product information to a total of 75 airports. 

Technology Refresh of ITWS will include the systematic replacement of the ITWS Commercial Off-The-Shelf 

(COTS) system components; e.g., processors, displays, computer operating systems, and commercially available 

software, to assure continued supportability over the service life of the system. According to a supportability study 

conducted in 2010, the FAA will be unable to sustain the generation of ITWS Weather Products after 2015, which 

are vital to the needs of the ATC user community, without technology refresh. In addition, the FAA will not be able 

to interconnect ITWS with the NextGen Weather Processor (NWP) and Common Support Services – Weather (CSSWx) systems and those of other NAS “internal” and “external” users (e.g., airport authorities, airlines, etc.) to permit 

seamless interoperability and common situational awareness in support of collaborative decision-making. 

In response to recommendations in the 2010 supportability study, prototype development was planned for FY 2014 

and deployment was scheduled to begin in FY 2015. This schedule mitigated the risks of hardware obsolescence 

issues that were forecasted to begin in FY 2015. The current schedule plans to develop the prototype during FY 

2014 and FY 2015, which will allow deployment beginning in FY 2016, and extend the deployment schedule one 

year to FY 2018. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 
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Relationship to Performance Metric 

ITWS Technology Refresh will support the Performance Metric for operational availability by replacing 

unsupportable equipment. The ITWS Requirements Specification (FAA-E-2900F) states: "The ITWS shall have an 

inherent availability of at least 0.999815" (i.e., 99.98% availability). ITWS has maintained this level of operational 

availability at all commissioned sites, including the 30 core airports where ITWS is currently installed, but the 

technology refresh is necessary to provide this availability in future years. 

Program Plans FY 2014 – Performance Output Goals 

 Complete ITWS Technology Refresh Engineering Study. 

Program Plans FY 2015 – Performance Output Goals 

 Develop ITWS Technology Refresh Hardware and Software prototype. 

Program Plans FY 2016 – Performance Output Goals 

 Complete ITWS Technology Refresh deployment and associated activities at three ITWS sites (9% of total 

program complete). 

Program Plans FY 2017 – Performance Output Goals 

 Complete ITWS Technology Refresh deployment and associated activities at 14 ITWS sites (50% complete). 

Program Plans FY 2018 – Performance Output Goals 

 Complete ITWS Technology Refresh deployment and associated activities at the final 17 ITWS sites (100% 

complete). 

System Implementation Schedule 

C: Flight Service Programs 

2C01, AVIATION SURFACE WEATHER OBSERVATION SYSTEM

FY 2014 Request $10.0M 

Aviation Surface Weather Observation Network (ASWON) – Technology Refresh, W01.03-

01 

Program Description 

The Aviation Surface Weather Observation Network (ASWON) is a portfolio program that consists of the following 

surface weather sensor systems: the Automated Surface Observing System (ASOS), Automated Weather 

Observation System (AWOS), Automated Weather Sensor Systems (AWSS), Stand Alone Weather Sensors 

(SAWS), Digital Altimeter Setting Indicator (DASI), F-420 Wind Sensor, and AWOS Data Acquisition System 

(ADAS). 

Integrated Terminal Weather System (ITWS) - 

Technology Refresh

First ORD: April 2003 -- Last ORD: August 2010 (34th Unit) ITWS

Tech Refresh: First site Deployment: 2016 -- Last site: 2018 TR

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These systems, except the ADAS, are located at airports and measure and report weather conditions such as 

temperature, barometric pressure, visibility, precipitation type and amount, cloud height and coverage, and wind 

speed and direction. The ADAS, located in FAA En Route centers, accepts weather data from ASOS, AWSS, and 

AWOS and retransmits the data to weather processor systems like Integrated Terminal Weather System (ITWS) and 

Weather and Radar Processor (WARP). 

The ASWON Technology Refresh program will provide compatible technology upgrades and/or replacements to 

five legacy ASWON systems (ASOS, AWOS, AWSS, DASI, F-420) experiencing obsolescence, supportability, and 

maintainability issues. This sustainment effort will enable these systems to continue their role of providing weather 

information to allow safe operation of the NAS. Successful implementation will also result in a common hardware 

platform and software baseline -- this will reduce development costs; logistics support costs, and software 

maintenance costs/effort. 

 

Alignment of Program to FAA Strategic Goal, Objective, and Performance Target 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Objective 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Target 

ASWON Technology Refresh contributes to maintaining operational availability by replacing obsolete 

unsupportable equipment experiencing increasing failure rates. Continued failures of weather sensing equipment 

will result in a loss of ASWON services and subsequent inability to maintain current operational availability levels. 

Program Plans FY 2014 – Performance Output Goals 

 Award system integration contract. 

 Install AWOS Technology Refresh mods at 15 sites (15 of 187, 8%). 

 Install AWSS Technology Refresh mods at key site (1 of 44, 2%). 

Program Plans FY 2015 – Performance Output Goals 

 Install AWOS Technology Refresh mods at 40 additional sites (65 of 187, 35%). 

 Install AWSS Technology Refresh mods at 20 additional sites (21 of 44, 48%). 

 Install DASI Technology Refresh mods at key site (1 of 180). 

 Install F-420 Technology Refresh mods at key site (1 of 210). 

Program Plans FY 2016 – Performance Output Goals 

 Install AWSS Technology Refresh at 23 remaining sites (44 of 44, 100%). 

 Install AWOS Technology Refresh mods at 50 additional sites (115 of 187, 61%). 

 Install F-420 Technology Refresh mods at 30 additional sites (31 of 210, 15%). 

 Install DASI Technology Refresh mods at 40 additional sites (41 of 180, 23%). 

 Begin ASOS Software Operational Test and Evaluation (OT&E) at key site. 

Program Plans FY 2017 – Performance Output Goals 

 Install AWOS Technology Refresh at remaining 72 sites (187 of 187, 100%). 

 Install ASOS Technology Refresh mods at 50 sites (50 of 517, 10%). 

 Install DASI Technology Refresh mod at 40 sites (81 of 180, 45%). 

 Install F-420 Technology Refresh mods at 40 sites (81 of 210, 40%). 

Program Plans FY 2018 – Performance Output Goals 

 Install DASI Technology Refresh mods at 40 additional sites (121 of 180, 67%). 

 Install ASOS Technology Refresh mods at 100 additional sites (151 of 571, 30%). 

 Install F-420 Technology Refresh mods at 60 additional sites (141 of 210, 67%). 
Capital Investment Plan Appendix B 

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System Implementation Schedule 

2C02, FUTURE FLIGHT SERVICES PROGRAM (FFSP) 

FY 2014 Request $3.0M 

Future Flight Service Program, A34.01-01 

Program Description 

Current Flight Service automation is provided by three separate contracts: Direct User Access Terminal System 

(DUAT/S); Automated Flight Service Station (AFSS) Flight Service 21; and Operational and Supportability 

Implementation System (OASIS)). FFSP’s goal is to integrate all Flight Service contracts into a single service 

entity. 

The Alaska automation system (OASIS) is contractor owned and FAA personnel provide the services. In the lower 

48 states, contractor personnel use a proprietary system (AFSS CONUS) to provide Flight Services. The DUATS is 

a web-based service that allows authorized pilots to access weather and aeronautical data and file a flight plan, 

eliminating the need to talk to a flight service specialist. 

The objective for FFSP is to integrate these contracts into a single contractual vehicle and to provide the opportunity 

for innovation of the services. The alternatives being examined concern when and how the system in Alaska and the 

web-portal will be integrated. Some of the possibilities for innovation are: 

 Integrating graphical and text-based weather products and other aeronautical information for use in pilot 

briefings; 

 Integrating aeronautical data updates with NOTAM and flight plan data on the displays of FFSP 

automation systems; and 

 The development of a web portal that will provide both flight service specialists and aviation community 

users with access to the same data, improving access to consistent and accurate flight service information. 

In addition there will be consideration of an automatic capability to provide pilots with critical updates that occur 

after having received preflight briefings, and to monitor VFR aircraft in order to be more proactive in search and 

rescue efforts. 

The strategy for FFSP is to move the primary delivery of Flight Services from the more expensive human delivery 

through telephone and radio contact to the more cost effective electronic delivery. The means by which this will be 

accomplished will be through performance incentives and the restructuring of the existing contract vehicles as those 

contracts become amendable or expire. 

Aviation Surface Weather Observation Network 

(ASWON) – Technology Refresh

First site 2014 -- Last site 2020 ASWON TR

AWSS Technology Refresh: First site 2014 -- Last site September 2016 AWSS TR

AWOS Technology Refresh: First site 2014 -- Last site September AWOS TR

DASI Technology Refresh: First site 2015 -- Last site September 2019 DASI TR

F-420 Technology Refresh: First site 2015 -- Last site September 2019 F-420 TR

ASOS Technology Refresh: First site 2017 -- Last site September 2020 ASOS TR

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

178

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 3 – There is a reduction the general aviation fatal accident rate. 

 FAA Performance Metric 1 – Reduce general aviation fatal accident rate to no more than 1 fatal accident 

per 100,000 flight hours by 2018. 

Relationship to Performance Metric 

FFSP anticipates that the new system will foster better safety awareness for pilots by providing critical updates on 

changing weather conditions, which will allow pilots to make decisions to avoid hazardous weather based on near 

real time information. FFSP anticipates that the new system, once selected, will provide through, vendor innovation, 

a more timely Search and Rescue (SAR) response based on conformance with flight plan information. 

Program Plans FY 2014 – Performance Output Goals 

 Implement initial phase of FFSP through expansion of web portal DUATS contract award. 

 Complete analysis documentation of tiered service approach for FFSP. 

Program Plans FY 2015 – Performance Output Goals 

 Begin reduced reliance on human delivery of Flight Service through extension of AFSS contract. 

 Achieve FFSP Initial Investment Decision (IID). 

Program Plans FY 2016 – Performance Output Goals 

 Further reductions in human delivery of Flight Services through integration of technology and contracts. 

 Develop Request For Proposal (RFP)/Screening Information Request (SIR) for FFSP. 

Program Plans FY 2017 – Performance Output Goals 

 Achieve FFSP Final Investment Decision (FID). 

 Finalize Lower 48 implementation of FFSP. 

Program Plans FY 2018 – Performance Output Goals 

 Integration of Alaska into FFSP. 

2C03, ALASKA FLIGHT SERVICE FACILITY MODERNIZATION (AFSFM) 

FY 2014 Request $2.9M 

Alaska Flight Service Facility Modernization (AFSFM), F05.04-02 

Program Description 

The Alaska Flight Service Facility Modernization (AFSFM) program modernizes or replaces the Flight Service 

facilities in Alaska to ensure the security and sustainment of Flight Services, and develop the infrastructure for 

continuity of operations. Over 1/3 of the 17 Alaska Flight Service facilities were constructed in the 1970’s and 

require extensive renovations to meet current building codes, fire life safety, Architectural Barriers Act Accessibility 

Standard (ABAAS) and electrical standards. Specifically, Flight Service buildings will be updated to meet 

Occupational Safety and Health Administration (OSHA) and Americans with Disabilities Act (ADA) requirements, 

and the electrical and safety systems will be upgraded to ensure they meet standards. Notably, the Dillingham Flight 

Service Station (FSS) is currently not compliant with FAA Standards, current local building codes, and current 

fire/life safety regulations. After years of continuous and constant operations in a harsh, maritime climate, the 

facility has far exceeded its expected useful service life. Construction of a new Dillingham FSS began in August 

2012 and is scheduled for completion in summer 2013. A Flight Services Delivery Study is underway to analyze 

facility locations, areas of service demand, conditions of existing facilities and quality of life issues, and identify 

cost effective and efficient means of delivering flight services in Alaska. 
Capital Investment Plan Appendix B 

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In coordination with Alaska Technical Operations and the Western Service Center, plans are developed to maintain 

and sustain Alaskan Flight Services facilities. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The AFSFM program will directly contribute to the FAA’s Aviation Access goal by increasing operational 

availability and capabilities by providing facilities upgrades and addressing quality of life issues in existing Alaska 

Flight Services Facilities. 

Program Plans FY 2014 – Performance Output Goals 

These actions may be superseded if a higher priority need is entered into the Corporate Work Plan (CWP) prior to 

their beginning: 

 Decommission the old Cold Bay FSS building. 

 Refurbish/upgrade building interior (break room, pilot briefing room, rest rooms, etc) at Fairbanks FSS, Juneau 

FSS, Kenai FSS, Northway FSS, and Talkeetna FSS. 

Program Plans FY 2015 – Performance Output Goals 

These actions may be superseded if a higher priority need is entered into the CWP prior to their beginning: 

 Decommission old Nome FSS building. 

 Refurbish/upgrade building interior (break room, pilot briefing room, rest rooms, etc) at Deadhorse FSS, 

Iliamna FSS, Palmer FSS, McGrath FSS, and Sitka FSS. 

 Refurbish equipment room and rest rooms at Ketchikan FSS. 

Program Plans FY 2016 – Performance Output Goals 

These actions may be superseded if a higher priority need is entered into the CWP prior to their beginning: 

 Decommission the old Kotzebue FSS building. 

 Refurbish/upgrade building interior (break room, pilot briefing room, rest rooms, etc) at Barrow FSS and Nome 

FSS. 

 Complete roof replacement at Fairbanks AFSS. 

 Complete refurbishment of the Heating, Ventilation, and Air Conditioning (HVAC) System at Juneau AFSS. 

Program Plans FY 2017 – Performance Output Goals 

These actions may be superseded if a higher priority need is entered into the CWP prior to their beginning: 

 Complete roof replacement at Kenai FSS. 

 Complete roof replacement at Juneau FSS. 

 Complete refurbishment of the Heating, Ventilation, and Air Conditioning (HVAC) system at Talkeetna FSS. 

Program Plans FY 2018 – Performance Output Goals 

These actions may be superseded if a higher priority need is entered into the CWP prior to their beginning: 

 Complete roof replacement at Ketchikan FSS. 

 Complete roof replacement at Talkeetna FSS. 

 Complete refurbishment of the Heating, Ventilation, and Air Conditioning (HVAC) system at Palmer FSS and 

Northway FSS. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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2C04, WEATHER CAMERA PROGRAM

FY 2014 Request $1.2M 

Weather Camera Program – Segment 1, M08.31-01 / X, Weather Camera Program – 

Future Segments, M08.31-02 

Program Description 

The Weather Camera Program provides and installs cameras at airports and strategic enroute locations to provide 

pilots and flight service station specialists with real-time video weather information. 

Between 1990 and 2006, there were 1497 commuter and air taxi crashes in the United States. Of these accidents, 

520 occurred in Alaska (35% of the total). Historically, the National Transportation Safety Board (NTSB) has stated 

that on a national average, 22.6% of all accidents are in some way weather related. For the State of Alaska, this 

would translate into an average of 7.3 weather related accidents per year within the 1990-2006 time frames. Two of 

the Weather Camera Program’s, internal goals are to help reduce weather related accidents in Alaska. The first goal 

is to reduce the En Route or Approach and Landing Low visibility related accident rate per 100,000 operations for 

Non-IFR capable commercial and general aviation aircraft within the state of Alaska. The second goal is to reduce 

the number of unnecessary flight hours caused by lack of weather information. 

In the state of Alaska, flying is equivalent to driving in the contiguous US, making the use of small aircraft essential 

to everyday life. Many times flying is the only means to get children to/from school activities; to transport service 

providers such as clergy, doctors, dentists, and nurses; to deliver patients to medical facilities; and to supply the 

communities with groceries, fuel, and mail. Even though flying is essential, the rapidly changing weather presents 

challenges that affect the accident rate in Alaska. FAA data indicates accident rates in Alaska have been nearly 400 

percent above the national average. 

Limited weather information in Alaska contributes to a higher risk of accidents and can result in flight inefficiencies. 

Without weather information about their destination airport and route of flight, pilots cannot make informed 

decisions on whether it is safe to fly or continue their flight. This can lead to accidents or unnecessary fuel costs, 

caused by the need to circumvent bad weather or, in some cases, to land at an alternate airport. The NTSB Safety 

Study: Aviation Safety in Alaska, November 1995, recommended that the FAA assist the National Weather Service 

(NWS) with an evaluation of the technical feasibility and aviation safety benefits of remote color video weather 

observing systems in Alaska. There is a need for pictorial views of current weather conditions accessible to the 

aviation community in Alaska, and the FAA Weather Camera Program has installed aviation weather cameras as an 

aid to Visual Flight Rule (VFR) pilots operating in Alaska. 

The weather cameras are installed at airports and strategic en route locations, and provide pilots, dispatchers and 

flight service station specialists with enhanced situational awareness, preflight planning and en route weather 

briefing data. Images are updated every 10 minutes and stored for six hours to be used in a loop function for 

weather trending analysis by pilots. These images are made available through a user-friendly, web-enabled 

application: http://avcams.faa.gov. In addition to improving aviation safety benefits, the cameras improve operator 

efficiency by reducing unnecessary flight time caused by weather-related in-flight interruptions. Over the life cycle 

of the Weather Camera Program, this saves millions of dollars of fuel expenses and reduces the overall carbon 

footprint. To date, and according to the Post Implementation Review, the Weather Camera Program is exceeding its 

expected performance metrics in Alaska by reducing weather-related aviation accidents from 0.28 accidents per 

100,000 operations to 0.13 accidents (53% reduction) and by improving aviation efficiency in flight time and fuel 

savings by 63%. This data justifies the continued installation of weather camera sites to provide near-real-time 

weather images to pilots. 

Weather Camera Program – Segment 1 (M08.31-01): 

The program funds procurement and installation of weather camera sites in Alaska. Segment 1 of this program is 

intended to fund the implementation of 221 camera sites through FY 2014. 

 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Weather Camera Program – Future Segments (M08.31-02): 

The Future Segments program funds the renovation and/or rebuilding of structures that house the camera systems 

and replacement of the equipment that allows the transmission of weather images to FAA facilities. Some of these 

facilities are located in high mountain passes. They are powered by solar/wind power plants and use satellite 

communications to transfer data. These sites must be refurbished periodically due to extreme high altitude 

conditions. This is an ongoing need due to the effects of severe weather in Alaska on these sites. The program will 

also replace the legacy system server in Anchorage and allow the periodic replacement of failing camera systems 

and other necessary site improvements at remote locations through 2017. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 3 – There is a reduction the general aviation fatal accident rate. 

 FAA Performance Metric 1 – Reduce general aviation fatal accident rate to no more than 1 fatal accident 

per 100,000 flight hours by 2018. 

Relationship to Performance Metric 

The FAA will continue to enhance aviation safety throughout the state of Alaska by supplying visual meteorological 

information to pilots and expanding the use of weather cameras. The FAA’s Alaska region has established a 

supporting safety goal/metric for this effort, and it is to reduce weather related accidents from the baseline level of 

0.28 to no more than 0.15 accidents per 100,000 operations within the State of Alaska. 

Program Plans FY 2014 – Performance Output Goals 

Weather Camera Program – Segment 1 (M08.31-01): 

 Complete the installation and make operational the final six camera sites for a total of 221 sites by September 

30, 2014. (APB milestone) 

 Conduct implementation closeout activities. 

Weather Camera Program – Future Segment (M08.31-02): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

Weather Camera Program – Segment 1 (M08.31-01): 

 None. 

Weather Camera Program – Future Segment (M08.31-02): 

 Replace the Camera System Central Server at the Anchorage Regional Operations Center (ROC). 

 Replace legacy and failing cameras/routers at five sites. 

Program Plans FY 2016 – Performance Output Goals 

Weather Camera Program – Segment 1 (M08.31-01): 

 None. 

Weather Camera Program – Future Segment (M08.31-02): 

 Replace legacy and failing cameras/routers at five sites. 

 Refurbish or Relocate mountain pass high-sites at: Merrill Pass High and Merrill Pass Low. 

Program Plans FY 2017 – Performance Output Goals 

Weather Camera Program – Segment 1 (M08.31-01): 

 None. 

Weather Camera Program – Future Segment (M08.31-02): 

 Replace legacy and failing cameras/routers at five sites. 

 Refurbish mountain pass high-sites at: Lake Clark Pass East, Lake Clark Pass West and Misty Fiords. 

Program Plans FY 2018 – Performance Output Goals 

Weather Camera Program – Segment 1 (M08.31-01): 

 None. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Weather Camera Program – Future Segment (M08.31-02): 

 Replace legacy and failing cameras/routers at five sites. 

 Refurbish remote powered camera sites: Grave Point, Cape Fanshaw, Skwentna and Summit. 

D: Landing and Navigation Aids Programs 

2D01, VHF OMNIDIRECTIONAL RADIO RANGE (VOR) WITH DISTANCE MEASURING 

EQUIPMENT (DME) 

FY 2014 Request $8.3M 

 A, Very High Frequency Omni-Directional Range (VOR) Collocated with Tactical Air Navigation 

(VORTAC), N06.00-00 

 B, VORTAC – Minimum Operating Network Implementation Program, N06.01-01 

A, Very High Frequency Omni-Directional Range (VOR) Collocated with Tactical Air 

Navigation (VORTAC), N06.00-00 

Program Description 

This program replaces, relocates, or converts VOR and VORTAC facilities to improve NAS efficiency and capacity. 

VOR, Tactical Air Navigation (TACAN) and VORTAC (combination VOR and TACAN) systems provide 

navigational guidance for civilian and military aircraft in both the en route and terminal areas. The FAA navigation 

roadmap indicates that decisions will be made in the future regarding whether VOR or TACAN systems will remain 

in service or be shut down. If they are retained, they will serve as a backup to satellite navigation and continue to 

define VOR routes and procedures for legacy users. Until that transition is complete, VORTACs must remain in 

service and may be relocated, technologically refreshed, or replaced. Currently 60% of the VORTAC systems are 

beyond their estimated service life. It is projected that within 10-15 years all existing VORTAC systems will be 

beyond their estimated service life. 

There are over 1,000 VORTACs or VORs with DME currently operating in the United States. These radio aids to 

navigation help pilots accurately determine their location in all weather conditions. They are used by many pilots as 

a primary navigation aid, and direct lines between VORs are used to define established air routes. 

This program also procures and installs Doppler VOR (DVOR) electronic kits and DVOR antenna kits to dopplerize 

a conventional VOR. There are numerous VORs that have restrictions due to encroachment of the VOR sighting 

criteria caused by natural and manmade obstacles. These restrictions are having a serious impact on both en-route 

and arrival and departure procedures. The main natural encroachment comes from the growth of vegetation, mostly 

trees, which are located outside the sighting restriction area but are now tall enough to cause electromagnetic 

interference. Many manmade obstacles cause the same electromagnetic interference, resulting from the construction 

of tall buildings, new industrial parks with their high concentration of metal buildings, transmission lines, 

radio/TV/cell towers and most recently, wind farms. Dopplerizing a VOR eliminates most of these restrictions. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Relationship to Performance Metric 

The service life of the VOR/VORTAC facilities is either near or past the designed useful life of these systems. 

Sustaining, relocating, or dopplerizing these facilities maintains their operational availability at or above 99.7% in 

the short term. Extending the service life of the VOR/VORTACs will ensure the availability is maintained in the 

mid-term. 

Program Plans FY 2014 – Performance Output Goals 

 Complete installation for one (Dopplerize) Very High Frequency Omnidirectional Range facility. 

 Procure two DVOR Electronic Kits. 

 Procure 10 DVOR Hardware Antenna Kits. 

 Conduct Analysis and new DVOR technology prototype development. 

Program Plans FY 2015 – Performance Output Goals 

 Complete installation for one (Dopplerize) Very High Frequency Omnidirectional Range facility. 

 Procure 10 DVOR Hardware Antenna Kits. 

Program Plans FY 2016 – Performance Output Goals 

 Complete installation for one (Dopplerize) Very High Frequency Omnidirectional Range facility. 

 Procure 10 DVOR Hardware Antenna Kits. 

Program Plans FY 2017 – Performance Output Goals 

 Complete installation for one (Dopplerize) Very High Frequency Omnidirectional Range facility. 

 Procure 10 DVOR Hardware Antenna Kits. 

Program Plans FY 2018 – Performance Output Goals 

 Complete installation for one (Dopplerize) Very High Frequency Omnidirectional Range facility. 

 Procure 10 DVOR Hardware Antenna Kits. 

B, VORTAC – Minimum Operating Network Implementation Program, N06.01-01 

Program Description 

In order to provide navigation services that more efficiently meet the goals of the NextGen, a transition from the use 

of VHF Omni-directional Range (VOR) defined route structures as the primary means of navigation to that of 

Performance-Based Navigation (PBN), using Area Navigation (RNAV) and Required Navigation Performance 

(RNP), supporting satellite navigation (SATNAV), is necessary. The current process for defining airways, routes, 

and developing procedures using VORs will transition to a more efficient means of air navigation that provides 

improved accuracy, availability, integrity, and continuity to support PBN. This transition strategy is described in the 

Federal Register Notice (FRN), which was briefed at the October 31, 2011 NextGen Management Board (NMB) and 

approved for public release in December 2011. 

The VOR Minimum Operational Network (MON) implementation program will prepare the analyses, 

documentation and implementation plan for downsizing the VOR network to the minimum required as a backup 

navigation system for VOR equipped aircraft. It would allow these aircraft to navigate and/or land safely under IFR 

in the event of an unplanned Global Positioning System (GPS) outage; however, the planned backup capability will 

be less robust than the current VOR network. Sufficient facilities will be retained so that navigation and landing can 

be accomplished without the necessity of using radar vectors, thus reducing the reliance on air traffic controllers, 

who may incur a high workload when dealing with the effects of a GPS outage. This Program will transition the 

legacy network of approximately 967 VORs to a MON of approximately 500 VORs by a target date of Jan 1, 2020. 

Downsizing the VOR network to the minimum required for a backup navigation system has a significant cost 

savings over the life of the MON. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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The Program is currently in the Concept and Requirements Definition (CRD) Phase. It is scheduled for an 

Investment Analysis Readiness Decision (IARD) during June 2013. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services 

 FAA Performance Metric 1 – Optimize airspace and Performance Based Navigation (PBN) procedures to 

improve efficiency an average of 10% across core airports by 2018. 

Relationship to Performance Metric 

The use of the GPS for aircraft navigation has increasingly reduced the need for ground based navigation aids for 

most domestic en route and terminal flights under instrument flight rules. The result of development and 

deployment of satellite navigation is that many aviation users no longer use Very High Frequency (VHF) Omni 

Ranges (VORs) for normal navigation and could potentially navigate safely using augmented GPS. However, the 

risk of outages of GPS and other GNSS systems is well known, both from scheduled interference (e.g., Department 

of Defense [DoD] testing and exercises) or unscheduled events. Accordingly, the FAA is planning to maintain a 

backup navigation capability to provide service in case of a GPS outage. 

Program Plans FY 2014 – Performance Output Goals 

 Finalize the national discontinuance criteria and process document. 

 Complete the Program Safety Plan (PSP) and Safety Risk Management Document (SRMD). 

 Provide analysis documentation for expansion of the VOR service volume from 40 nautical miles (nmi) to 77 

nmi. 

 Prioritize the VOR Minimum Operational Network (MON) List to establish a MON Goal. 

 Discontinue 4% of the candidate VORs using discontinuance criteria and processes. 

 Provide white paper of recommendations for national policy updates for air traffic and airspace procedures 

relating to VOR MON. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

2D02, INSTRUMENT LANDING SYSTEMS (ILS) – ESTABLISH

FY 2014 Request $7.0M 

Instrument Landing Systems (ILS), N03.01-00 

Program Description 

The Instrument Landing System (ILS) program procures and installs partial and full Category I, II, and III precision 

approach systems at qualified airports. An ILS system has several components (a localizer for horizontal guidance, 

a glide slope for vertical guidance, and markers to determine horizontal distance from the runway). The program 

will replace existing ILSs at core airports and upgrade selected locations with equipment necessary for CAT II/III 

operations. These systems enable aircraft to land in weather conditions where visibility is very limited. The ILS 

provides vertical and horizontal guidance information to the pilot to allow safe landings through touchdown and 

rollout. Approach lighting systems provide visual cues for the pilot to see the runway, once the ILS minimum 

altitude (normally 200 feet above the runway for a Category I approach and lower for Category II and III) is 

reached. The ILS along with required Approach Lighting Systems (i.e., High Intensity Approach Lighting System 

with Sequenced Flashing Lights (ALSF-2) and Medium-intensity Approach Lighting System with Runway 

Alignment Indicator Lights (MALSR)), improve both system safety and capacity at equipped runways by providing 

precision approach capability for aircraft landing in adverse weather conditions. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Establishing ILS precision approach capability allows lower minimums for landings and helps to maximize NAS 

use. Lowering minimums allows operations in poor weather conditions, which, in effect, is the same as an increase 

in airport capacity. 

Program Plans FY 2014 – Performance Output Goals 

 Procure five Instrument Landing Systems. 

 Install Instrument Landing Systems at five locations. 

Program Plans FY 2015 – Performance Output Goals 

 Procure five Instrument Landing Systems. 

 Install Instrument Landing Systems at five locations. 

Program Plans FY 2016 – Performance Output Goals 

 Procure five Instrument Landing Systems. 

 Install Instrument Landing Systems at five locations. 

Program Plans FY 2017 – Performance Output Goals 

 Procure five Instrument Landing Systems. 

 Install Instrument Landing Systems at five locations. 

Program Plans FY 2018 – Performance Output Goals 

 Procure five Instrument Landing Systems. 

 Install Instrument Landing Systems at five locations. 

2D03, WIDE AREA AUGMENTATION SYSTEM (WAAS) FOR GPS 

FY 2014 Request $109.0M 

 A, Wide Area Augmentation System (WAAS), N12.01-00 

 B, Wide Area Augmentation System (WAAS) – Surveys, N12.01-06 

A, Wide Area Augmentation System (WAAS), N12.01-00 

Program Description 

WAAS augments the Global Positioning System (GPS) to provide precise navigation and landing guidance to 

equipped aircraft in all weather conditions, over the entire NAS. WAAS is able to provide service to all eligible 

airports within the service area, overcoming ground-based navigation system limitations due to signal blockage or 

other siting issues. WAAS results in safety and capacity improvements in the NAS and can reduce FAA operations 

costs by enabling the removal of some of the legacy ground-based navigation infrastructure. 

WAAS became operational July 10, 2003. Following commissioning, WAAS began the Full Localizer Performance 

with Vertical guidance (LPV) segment (Phase II) which involved development, modernization, technology refresh 

and enhancement of WAAS. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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WAAS is currently in Phase III of the program, which allows Full LPV-200 Performance (precision approach 

guidance to within 200 feet vertically of the runway). Phase IV, Dual Frequency Operations, will begin in 2014 to 

leverage the improvements the Department of Defense (DoD) will make as part of its GPS modernization program. 

WAAS uses a network of precisely located ground reference stations across the U.S., Canada, and Mexico to 

monitor GPS satellite signals. This information is processed and sent to user receivers via leased navigation 

transponders on geostationary earth orbiting (GEO) satellites. The WAAS-provided messages improve the 

accuracy, availability, and safety of GPS-derived position information. 

WAAS addresses the following performance gaps: 

 Lack of precise navigation capabilities, 

 Lack of stable vertical guidance for approaches to airports not equipped with ILS, and 

 Need to replace aging navigation systems that are expensive to maintain. 

WAAS is a critical enabling technology for NextGen and supports the following solution sets: Trajectory Based 

Operations, High Density Airports, and Flexible Terminal and Airports. 

The WAAS program is developing 500 LPV/Localizer Performance (LP) procedures per year enabling more low 

visibility access into airports. WAAS supports the redesign of airspace to establish RNAV T and Q routes. These 

more direct routes will increase efficiency and capacity to support the solution sets; Initiate Trajectory Based 

Operations, Increase Flexibility in the Terminal Environment and Increase Arrivals and Departures at High Density 

Airports. 

In Alaska, WAAS enables users to operate under Instrument Flight Rules (IFR) on routes currently classified as 

uncontrolled airspace due to lack of radar coverage. WAAS enabled routes improve operator efficiency, access and 

safety. This expansion of services supports the solution sets of Initiate Trajectory Based Operations and Increase 

Flexibility in the Terminal Environment. 

WAAS is currently supporting near-term demonstrations/validations of operational improvements for vertical flight 

aircraft, business/regional jets, and legacy air carriers that are made possible by airspace redesign and WAAS LPV 

approaches. 

In 2013, the WAAS program will seek a final investment decision for Phase IV, Dual Frequency Operations that 

will extend through 2028. In 2008, the DoD notified the GPS user community through a Federal Register Notice 

(Vol. 73, NO. 96) that the accessibility of the L2 P(Y) signal cannot be assured beyond December 2020. The FAA 

intends to replace the use of L2 P(Y) by WAAS with the second civil frequency (L5). As a civilian signal, L5 can 

be used by civilian receivers and provides improved accuracy for civil users of GPS. Users who equip with new 

dual frequency (L1/L5) avionics will be able to process inputs from both GPS frequencies to internally calculate 

ionospheric corrections providing a more robust LPV-200 signal for dual frequency users. The expectation is that 

users will equip with dual frequency (L1/L5) avionics when the upgraded system is operational. For those users 

who do not upgrade avionics, WAAS will continue to support single frequency users during Phase IV. There will be 

a continuing need to acquire replacement GEOs throughout the WAAS lifecycle to ensure the current and future 

WAAS signal in space remains available. 

The program funds the following activities: 

 GEO Satellites: Satellite leases for GEO #3, GEO #4, Gap Filler GEO, as well as the development of the 

5th, 6th and 7th future GEO payloads; 

 Technology Refresh: Development efforts in the transition to a second civil frequency (L5), GIII receiver, 

safety computer, terrestrial communication system (TCS) upgrades and fielding new Safety Computers; 

 NAS Implementation: Development of 500 approach procedures, additional survey costs due to 

modifications in survey development criteria, as well as associated flight inspections. Additionally, this 

includes data collection by operators, benefits analysis, and development of WAAS-specific procedures 

within the NAS; 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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 Technology Evolution: Threat model assessments, ionospheric effects analysis, safety analysis, and GNSS 

evolutionary architecture studies support in cooperation with DoD GPS Modernization efforts; and 

 Program Management/Technical Support: Technical assistance contracts to support program management, 

planning, software and hardware development, software and safety assurance, finance, system performance 

assessment, logistics, training, test and evaluation, reliability-maintainability-availability (RMA) analysis, 

quality assurance (QA), human factors (HF), earned-value management (EVM), security, safety 

engineering, and specialty engineering. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 3 – There is a reduction in the general aviation fatal accident rate. 

 FAA Performance Metric 1 – Reduce general aviation fatal accident rate to no more than 1 fatal accident 

per 100,000 flight hours by 2018. 

Relationship to Performance Metric 

WAAS provides vertical and horizontal guidance enabling pilots to make stable, vertically guided approaches to all 

qualified runway ends in the continental United States and most of Alaska, in all meteorological conditions. The 

WAAS navigation signal allows pilots to fly with reduced position uncertainty regardless of location within the 

NAS, enhancing safety. In terminal area and approach operations, a Flight Safety Foundation Report found that 

there is nearly an 8 fold reduction in approach accident rates (53 per million for non-precision approaches vs. 7 per 

million for precision approaches) when precision vs. non-precision approaches were used. Specifically, 141 

accidents could be prevented over a 20 year time period and saving over 250 lives when using WAAS for vertically 

guided approaches at airports where stable vertical guidance is not available or not used today. Currently, ILS 

provides precision vertically guided approaches at only 1,231 of the nation’s 19,000 runway ends. WAAS is able to 

provide the same level of precision at over 2,941 runway ends (as of August 23, 2012). 

Program Plans FY 2014 – Performance Output Goals 

NAS Implementation: 

 Develop and publish 500 WAAS LPV/LP approach procedures per year including 250 at Non-ILS runway ends. 

GEO Satellites: 

 Provide funding for three WAAS geostationary satellite leases. 

Technology Refresh: 

 Dual Frequency Operations (DFO): Establish L5 Development Phase Test and Development Environment. 

 Implement WAAS TCS Upgrades for GIII receiver. 

 Complete government acceptance of Safety Computer – production version. 

Program Plans FY 2015 – Performance Output Goals 

NAS Implementation: 

 Develop and publish 500 WAAS LPV/LP approach procedures per year including 250 at Non-ILS runway ends. 

GEO Satellites: 

 Provide funding for three WAAS geostationary satellite leases. 

Technology Refresh: 

 Release 5 – DFO: Implement Processor Upgrades. 

 Develop and complete GEO 5 Signal Generator Subsystem-Type (SGS-T) installation. 

 Complete G-III Reference receiver fielding into WAAS. 

 Complete GEO 5 Milestone 1 – GEO integration and testing. 

Program Plans FY 2016 – Performance Output Goals 

NAS Implementation: 

 Develop and publish remaining WAAS LPV/LP approach procedures to reach goal of 5,218 procedures 

published by FY2016. 

GEO Satellites: 

 Provide funding for three WAAS geostationary satellite leases. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

188

Technology Refresh: 

 Complete Safety Computer Upgrade and integration into WAAS. 

 Develop and complete GEO 6 Signal Generator Subsystem-Type (SGS-T) installation. 

 Release 6 – DFO: Implement new GIII rate group structure. 

 Complete GEO 6 Milestone 1 – GEO integration and testing. 

Program Plans FY 2017 – Performance Output Goals 

GEO Satellites: 

 Provide funding for three WAAS geostationary satellite leases. 

Technology Refresh: 

 Release 7 – DFO: Field new Safety Computer. 

 Prototype Dual Frequency Algorithms. 

 Release 8 – DFO: Integrate GEO 5 into Operational WAAS. 

Program Plans FY 2018 – Performance Output Goals 

GEO Satellites: 

 Provide funding for three WAAS geostationary satellite leases. 

Technology Refresh: 

 Release 9 – DFO: Integrate GEO 6 into Operational WAAS. 

 Validate Dual Frequency algorithms. 

B, Wide Area Augmentation System (WAAS) – Surveys, N12.01-06 

Program Description 

WAAS Surveys provide information about existing obstructions at an airport so that LPV approach procedures can 

be developed. Developing a Localizer Performance with Vertical guidance (LPV) Instrument approach procedure 

requires an accurate airport obstruction survey. This survey is specific to the approach and provides detailed 

obstacle information used to ensure safe aircraft separation from the obstructions, and it establishes minimum 

altitudes allowed for specific segments while flying that LPV approach. The survey information can also be used 

for other purposes such as development of other instrument approach procedures (Required Navigation Performance 

(RNP), Lateral Navigation/Vertical Navigation (LNAV/VNAV), Lateral Navigation (LNAV), as well as Localizer 

Performance (LP), etc.). 

Survey data is essential in ensuring information about the existing obstructions surrounding an airport are fully 

reflected in the published approach. Historical data suggests the number of surveys required to meet procedure 

publication goals is larger than the number of approach procedures published due to approximately 30% of surveyed 

airport approaches not meeting the required obstruction separation to allow an LPV approach to be used. It is likely 

this percentage will be higher in future years because the airports most likely to support a LPV approach are selected 

first, and the remaining airports are likely to have more issues. Airport runway ends that do not qualify for an LPV 

procedure due to obstacles or terrain may qualify for an LP (Localizer Performance) approach procedure, which 

provides horizontal guidance to the pilot. LP approaches will utilize WAAS, and they will benefit the user by 

offering potentially lower minimums than other non-precision approaches. 

Based on historical data, it is estimated that 650-700 approach surveys will be required each year to support this 

number of usable procedures. LPV and LP procedures developed in a current fiscal year require surveys conducted 

two years prior. Hence, surveys contracted in FY 2012 will be delivered in 2013 and used to support procedure 

development in FY 2014. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

189

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 3 – There is a reduction the general aviation fatal accident rate. 

 FAA Performance Metric 1 – Reduce general aviation fatal accident rate to no more than 1 fatal accident 

per 100,000 flight hours by 2018. 

Relationship to Performance Metric 

In terminal area and approach operations, a Flight Safety Foundation Report found that there is nearly an 8 fold 

reduction in approach accident rates (53 per million for non-precision approaches versus 7 per million for precision 

approaches) when precision approaches were used. Specifically, 141 accidents could be prevented over a 20 year 

period and save over 250 lives if we develop procedures that use WAAS for vertically guided approaches at airports 

where stable vertical guidance is not available or not used today. WAAS provides vertical and horizontal guidance 

which improves safety by enabling pilots to make stable, vertically guided approaches to all qualifying runway ends 

in the continental United States and most of Alaska that have a published approach procedure. 

Program Plans FY 2014 – Performance Output Goals 

 Develop remaining airport surveys for any newly qualified airports or any airports for which surveys were 

delayed due to construction, in order to complete development and publication of 5,218 WAAS LPV/LP 

approach procedures by FY2016. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

2D04, RUNWAY VISUAL RANGE (RVR) & ENHANCED LOW VISIBILITY OPERATIONS (ELVO)

PROGRAM

FY 2014 Request $6.0M 

 A, Runway Visual Range (RVR) – Replacement/Establishment, N08.02-00 

 B, Enhanced Low Visibility Operations (ELVO), N08.03-01 

A, Runway Visual Range (RVR) – Replacement/Establishment, N08.02-00 

Program Description 

The Runway Visual Range (RVR) system provides pilots and air traffic controllers with a measurement of the 

visibility at key points along a runway. That data is used to decide whether it is safe to take off or land during 

limited visibility conditions. During reduced visibility weather conditions, RVR system measurements are used by 

Air Traffic to establish airport operating categories; thus, properly equipped aircraft with a trained crew may 

continue operations under reduced visibility Category I and Category II/III conditions. The RVR decreases 

diversions and delays at an airport by providing an accurate measure of the runway visibility. The RVR information 

affects airline scheduling decisions and air traffic management decisions regarding whether flight plans should be 

approved for an aircraft to fly to or take off from an airport with low visibility. There are 280 airports in the NAS 

that have RVR systems. 

The new-generation RVR and PC-based RVR are safer than the older systems because the equipment is mounted on 

frangible, low-impact-resistant structures that break away if hit by aircraft during take off or landing. Replacement 

decisions are prioritized based on the level of activity at the airport, equipment age and life-cycle issues, such as: 

Reliability, Availability and Maintainability. This program also provides the equipment for sites that have recently 

qualified for an upgrade from a Category I to a Category II/III precision approach. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

190

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

Older RVR systems are maintenance intensive, resulting in excessive downtime. This negatively affects airport 

capacity and reduces adjusted operational availability. The replacement or upgraded equipment requires less 

maintenance and repair time, which reduces system downtime, and supports the performance measure to maintain 

operational availability of the NAS. 

Program Plans FY 2014 – Performance Output Goals 

 Install RVR systems at 14 locations. 

Program Plans FY 2015 – Performance Output Goals 

 Install RVR systems at 10 locations. 

Program Plans FY 2016 – Performance Output Goals 

 Procure eight RVR systems. 

 Install RVR systems at eight locations. 

Program Plans FY 2017 – Performance Output Goals 

 Procure eight RVR systems. 

 Install RVR systems at eight locations. 

Program Plans FY 2018 – Performance Output Goals 

 Procure eight RVR systems. 

 Install RVR systems at eight locations. 

B, Enhanced Low Visibility Operations (ELVO), N08.03-01 

Program Description 

The Enhanced Low Visibility Operations (ELVO) Program provides the equipment and procedures to reduce the 

minimum visibility requirements for landing and takeoff during periods of low visibility operations at selected 

airports. With ELVO, aircraft operators may conduct reduced visibility approach and landing operations with 

properly equipped avionics, procedures and training. An ELVO will allow RVR minima for Category (CAT) I 

landing to be reduced from 2400 feet to 1800 feet visibility. A new ELVO for Special Authorization (SA) CAT I 

further reduces RVR minima to 1400 feet along with a reduced decision height from 200 feet to 150 feet. Finally a 

new ELVO for SA CAT II allows operations at a runway with a lower standard approach lighting system, this does 

not change RVR minima from 1200 feet visibility and 100 feet decision height. This program also allows lower 

takeoff minima to be reduced from 1600 feet to as low as 500 ft visibility. This is important because early morning 

operations at many airports are mostly takeoffs when fog may be present. 

To implement ELVO, an airport runway will need to have the appropriate RVR and ground navigation/lighting 

equipment. This program will provide procedure development and the ground equipment as necessary (such as 

additional RVR and ILS upgrades). Using ELVO also requires specified avionics onboard the aircraft. A summary 

of the avionics required for each of the enhanced operations are identified in the table below. 

 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

191

 Enhanced Low Visibility Operations (ELVO) – Lower RVR Minimums 

Flight Operation Minimums Decision Height (DH) / 

Decision Altitude 

(DA) 

Required Avionics 

CAT I 1800 RVR 200 ft DA Flight Director; or Head-Up 

Display (HUD); or Autopilot 

Special Authorization (SA) CAT I 1400 RVR 150 ft DH HUD 

SA CAT II 1200 RVR 100 ft DH Autoland (AL) or HUD 

Examples of operational benefits realized from ELVO implementations: 

 Portland International Airport (PDX) avoided diversion of 58 arrivals with ~3,700 passengers on Christmas 

Eve, 2009 using SA CAT I; 

 Operations continued at Boston Logan International when the primary runway was out of service and SA 

CAT II was implemented on the cross wind runway. This resulted in an estimated $5.7M in avoided delay 

costs while the primary runway was out of service. A recurring annual benefit of $530,000 is expected by 

providing an alternative runway when winds and visibility are unfavorable; and 

 San Francisco has experienced a 22-25% increase in throughput through implementation of lower take off 

minima. 

The program is baselined to provide ELVO capabilities at a minimum of 15 sites. Airports have been identified 

which are in need of ELVO and where a mix of installed ground equipment combined with aircraft equipage affords 

the optimal cost-benefit. From this suite of potential sites, the program schedule and key milestones will be updated 

annually. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 

Relationship to Performance Metric 

Enhanced low visibility operations support the capacity metric by enabling an: 

 Increased number of arrivals and/or departures during Instrument Meteorological Conditions (IMC); 

 Decreased number of flight delays, cancellations, and/or diversions that occur during IMC conditions; 

 Ability for airlines to schedule flights in marginal weather conditions (since both the primary and alternate 

routes must be approved within the flight plan); 

 Airports needing CAT II level of service can be provided SA CAT II more cost effectively and rapidly 

deployed than Standard CAT II; and 

 Airports that have only one CAT II/III runway can cost effectively add SA CAT II capability on an 

additional runway providing back up service. 

Program Plans FY 2014 – Performance Output Goals 

 Initiate new low visibility capability actions at a minimum of 2 locations. 

 Attain 2 additional low visibility service capabilities for the NAS. 

Program Plans FY 2015 – Performance Output Goals 

 Initiate new low visibility capability actions at a minimum of 2 locations. 

 Attain 2 additional low visibility service capabilities for the NAS. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

192

Program Plans FY 2016 – Performance Output Goals 

 Initiate new low visibility capability actions at a minimum of 2 locations. 

 Attain SA CAT II Service Availability at White Plains, NY, and Islip, NY, in the New York/New Jersey 

(NY/NJ) region. (APB Milestone) 

 Attain SA CAT II Service Availability at San Jose. (APB milestone) 

 Attain 3 additional low visibility service capabilities for the NAS. 

Program Plans FY 2017 – Performance Output Goals 

 Initiate new low visibility capability actions at a minimum of 2 locations. 

 Attain 3 additional low visibility service capabilities for the NAS. 

Program Plans FY 2018 – Performance Output Goals 

 None. 

2D05, APPROACH LIGHTING SYSTEM IMPROVEMENT PROGRAM (ALSIP) 

FY 2014 Request $3.0M 

Visual Navaids – ALSIP Continuation, N04.03-00 

Program Description 

The Approach Lighting System Improvement Program (ALSIP) improves approach lighting systems built before 

1975. It upgrades the equipment to current standards and reduces the potential severity of take-off and landing 

accidents by replacing rigid structures with lightweight and low-impact resistant structures that collapse or break 

apart upon impact. The entire approach lighting system is replaced when existing non-frangible structures are 

replaced. The High Intensity Approach Lighting System with Sequenced Flashing Lights (ALSF-2) provides visual 

information on whether the pilot is aligned with the runway centerline, the aircraft’s height above the runway plane, 

roll guidance, and horizontal reference for Category II and III Precision Approaches. The Medium Intensity 

Approach Lighting System with Runway Alignment Indicator Lights (MALSR) provides the pilot with visual 

information on whether the aircraft is aligned with the runway, height perception with reference to the glideslope, 

roll guidance, and horizontal references for Category I Precision Approaches. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

The ALSIP replaces rigid approach lighting structures with lightweight and low-impact resistant structures that 

collapse or break apart upon impact. This reduces damage to aircraft that inadvertently descend below the minimum 

recommended altitudes and risk striking these structures during departure or landing. Reducing the impact and 

damage aircraft sustain when striking these lightweight and low-impact resistant structures diminishes the 

probability of fatal accidents if these structures are hit. 

Program Plans FY 2014 – Performance Output Goals 

 Procure eight Medium Intensity Approach Lighting Systems with Runway Alignment Indicator Lights. 

 Replace the Medium Intensity Approach Lighting System with Runway Alignment Indicator Lights at two 

locations. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

193

Program Plans FY 2015 – Performance Output Goals 

 Procure four Medium Intensity Approach Lighting Systems with Runway Alignment Indicator Lights. 

 Replace the Medium Intensity Approach Lighting System with Runway Alignment Indicator Lights at three 

locations. 

 Replace the High Intensity Approach Lighting System with Sequenced Flashing Lights at one location. 

Program Plans FY 2016 – Performance Output Goals 

 Procure four Medium Intensity Approach Lighting Systems with Runway Alignment Indicator Lights. 

 Replace the Medium Intensity Approach Lighting System with Runway Alignment Indicator Lights at three 

locations. 

Program Plans FY 2017 – Performance Output Goals 

 Procure four Medium Intensity Approach Lighting Systems with Runway Alignment Indicator Lights. 

 Replace the Medium Intensity Approach Lighting System with Runway Alignment Indicator Lights at three 

locations. 

Program Plans FY 2018 – Performance Output Goals 

 Procure four Medium Intensity Approach Lighting Systems with Runway Alignment Indicator Lights. 

 Replace the Medium Intensity Approach Lighting System with Runway Alignment Indicator Lights at three 

locations. 

2D06, DISTANCE MEASURING EQUIPMENT (DME) 

FY 2014 Request $4.0M 

Sustain Distance Measuring Equipment (DME), N09.00-00 

Program Description 

DME is a radio navigation aid that is used by pilots to determine the aircraft’s slant distance from the DME location. 

The program is procuring state-of-the-art DME systems to support requirements for Commercial Aviation Safety 

Team (CAST), renovation of DMEs that have exceeded their 20 year service life expectancy, replacement of ILS 

markers, critical new DME requirements, and RNP requirements. 

To support the Commercial Aviation Safety Team (CAST) recommendations, the DME program is procuring and 

installing DME systems at 90 recommended sites. These systems will support the reduction of controlled-flightinto-terrain (CFIT) accidents at the most vulnerable locations in the NAS. There are 451 identified CAST DME 

sites. However, the FAA recommends installing DME at 177 locations; as of 2012 91 DMEs have been installed. 

This number would cover 80 percent of all operations. For safety reasons, the industry wants to discontinue using 

step-down or “dive-and-drive” non-precision approach procedures, in which the pilot descends to the minimum 

allowable altitude to try to see the runway. Using DME minimizes the need for these types of approaches because 

the continuous ranging information from a DME allows procedure designers more flexibility in terms of where step 

down fixes are placed and how many are needed, leading to better specification/control over the vertical descent 

profile thus reducing CFIT risks. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 4 – Maintain an average daily airport capacity for the Core Airports of 86,835 

arrivals and departures through 2016. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

194

Relationship to Performance Metric 

The state-of-the-art DME can provide distance information to more than 250 interrogators simultaneously, 

compared to less than 100 interrogators for the existing DME systems, thus increasing the number of aircraft that 

can simultaneously interrogate a single DME. Reliability of the state-of-the-art DME is 300% greater than that of 

the existing DME systems. Implementation of both these factors has a positive impact on daily airport capacity. 

The DME meets all users’ operational needs, while increasing capacity, efficiency, and predictability, and while 

enhancing safety, mitigating environmental impacts, and operating in a seamless global environment by: 

 Increasing capacity by 150% 

 Improving reliability by 300% 

 Increasing availability 

 Reducing maintenance cost 

 Eliminating the need for step-down non-precision approach procedures 

 Reducing the need for off-airport facilities 

 Providing a world-wide standard for navigation equipage 

Program Plans FY 2014 – Performance Output Goals 

 Procure 35 DME systems. 

 Attain service availability 35 DME locations. 

Program Plans FY 2015 – Performance Output Goals 

 Procure 25 DME systems. 

 Attain service availability 25 DME locations. 

Program Plans FY 2016 – Performance Output Goals 

 Procure 25 DME systems. 

 Attain service availability 25 DME locations. 

Program Plans FY 2017 – Performance Output Goals 

 Procure 25 DME systems. 

 Attain service availability 25 DME locations. 

Program Plans FY 2018 – Performance Output Goals 

 Procure 25 DME systems. 

 Attain service availability 25 DME locations. 

2D07, VISUAL NAVAIDS - ESTABLISH/EXPAND

FY 2014 Request $2.5M 

Visual Navaids – Visual Navaids for New Qualifiers, N04.01-00 

Program Description 

This program supports the procurement, installation, and commissioning of Precision Approach Path Indicator 

(PAPI) systems and Runway End Identification Light (REIL) systems. A PAPI provides visual approach glide slope 

information to pilots and enables them to make a stabilized descent with a safe margin of approach clearance over 

obstructions. The PAPI consists of four lamp housing assemblies arranged perpendicular to the edge of the runway. 

The PAPI projects a pattern of red and white lights along the desired glide slope so a pilot can tell whether they are 

on the glide slope and how to correct their rate of descent if they are above or below it. A REIL is a visual aid that 

provides the pilot with a rapid and positive identification of the approach end of a runway. The REIL system 

consists of two simultaneously flashing white lights, one on each side of the runway landing threshold. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

195

The implementation of PAPI systems satisfies Commercial Aviation Safety Team (CAST) recommendations and air 

carrier requirements for Land and Hold Short Operations (LAHSO). 

 The FAA plans to implement the 170 highest priority CAST PAPI installations. This number would cover 

80% of commercial airline operations. (Thirty four of those 170 remain to be done.) 

 LAHSO is an air traffic control tool used to increase airport capacity by allowing simultaneous approaches 

on intersecting runways. Vertical guidance is required for air carrier operations on the hold short runway. 

This is satisfied with a visual glide slope indicator (PAPI or existing VASI). 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

Installing PAPI lights at both CAST and non-CAST locations enhances system safety by reducing the probability of 

a Controlled Flight into Terrain accident during approach and landing. Installing the REIL system reduces accidents 

because the system clearly identifies the runway end to the pilot, especially in the presence of multiple lights in the 

runway environment. 

Program Plans FY 2014 – Performance Output Goals 

 Install CAST PAPI systems at 17 locations. 

Program Plans FY 2015 – Performance Output Goals 

 Install CAST PAPI systems at 17 locations. 

Program Plans FY 2016 – Performance Output Goals 

 Procure seven PAPI systems. 

 Install CAST PAPI systems at seven locations. 

Program Plans FY 2017 – Performance Output Goals 

 Procure seven PAPI systems. 

 Install CAST PAPI systems at seven locations. 

Program Plans FY 2018 – Performance Output Goals 

 Procure seven PAPI systems. 

 Install CAST PAPI systems at seven locations. 

2D08, INSTRUMENT FLIGHT PROCEDURES AUTOMATION (IFPA) 

FY 2014 Request $4.5M 

Instrument Flight Procedures Automation (IFPA) – Technology Refresh, Segment 1, 

A14.02-02 / X, Instrument Flight Procedures Automation (IFPA) – Technology Refresh, 

Segment 2, A14.02-03 

Program Description 

IFPA is a suite of Information Technology tools, consisting of the Instrument Procedure Development System 

(IPDS), Instrument Flight Procedures (IFP) database, Airports and Navigations Aids database (AirNav), Obstacle 

Evaluation (OE) system, and the Automated Process Tracking System (APTS). These tools are used to develop and 

publish new and revised instrument flight procedures. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

196

FAA’s Aeronautical Products directorate maintains more than 21,000 instrument flight procedures in use at over 

4,000 paved airport runways. These procedures are printed in booklets and used by pilots to determine the safe 

altitudes, appropriate headings and other information to successfully fly precision and non-precision approaches and 

departures into and out of airports. As additional runways are equipped to handle instrument operations, new and 

revised instrument flight procedures must be developed and published. In addition, new approach and departure 

procedures are being developed to take advantage of Required Navigation Performance (RNP) capabilities and GPS 

assisted approaches. These procedures can reduce the distance flown before landing or after takeoff. 

The existing Instrument Approach Procedures Automation (IAPA) system, which provides the basis for instrument 

flight procedure development and maintenance, does not meet all of today’s functional or integration requirements. 

The current IAPA system is barely able to support the existing inventory of 21,000 instrument flight procedures. A 

modern integrated system is being installed to accommodate the expected growth of the NAS. IAPA is being 

replaced to increase functional capabilities, and increase the organization’s ability to meet current and expected 

future demand for instrument flight procedures within the NAS. The new Instrument Flight Procedures Automation 

(IFPA) system will be more efficient and comprehensive in supporting instrument flight procedures development. It 

will include functionality for developing approaches, missed approaches, circling approaches, airways and 

departures. In addition, IFPA will contain an integrated obstacle evaluation application, replacing a mostly manual 

process. Along with development of the new IFPA tools, integration of systems will be accomplished between the 

Aeronautical Products organization and the Flight Inspections Services organizations, eliminating manual effort and 

duplication of data. Transition to IFPA will be completed by July 2013. 

A technology refresh of the equipment and software will be accomplished in 2 segments. 

IFPA – Technology Refresh, Segment 1 (A14.02-02): 

In November 2010, the IFPA Technology Refresh Segment 1 cost and schedule baseline was approved by the Joint 

Resources Council (JRC). Beginning in FY 2012, the legacy APTS workflow software will be upgraded with 

Business Process Management (BPM) Commercial-Off-The-Shelf (COTS) software. The APTS system will be 

upgraded in 3 phases. Phase 1 will complete replacement of the core workflow processes which flow and meter new 

IFP development requests, IFP amendments, IFP NOTAMs, and IFP Obstacle Evaluations (OE’s). Phase 2 will 

provide new workflow processes associated with IPDS enhancements and military workflow requirements. Phase 3 

will provide a new management productivity suite of tools. Beginning in FY 2013, the IPDS software tool will be 

upgraded for COTS architecture changes, including conversion for the Windows-7 operating system. Computer 

servers used to host the IFPA tool suite will be due for Technology Refresh. 

IFPA – Technology Refresh, Segment 2 (A14.02-03): 

A study will begin in early FY15 to determine the type of computer equipment and associated software tools that 

will be included in the IFPA Technology Refresh Segment 2 effort and to develop a schedule with milestones for 

that segment. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The IFPA system ensures continued progress toward increasing instrument flight procedures development and 

maintenance productivity. Productivity gains of 32% were achieved by FY 2011. It has and continues to improve 

the quality of products through process re-engineering and elimination of manual processes. IFPA provides the 

ability to produce 350+ Performance Based Navigation (PBN) IFP’s annually, 3,000+ IFP amendments annually, 

perform 60,000+ obstacle evaluations annually, and maintain a 1% production error rate, while maintaining ISO9000 compliance. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

197

Program Plans FY 2014 – Performance Output Goals 

IFPA – Technology Refresh, Segment 1 (A14.02-02): 

 Complete APTS upgrades with COTS BPM Workflow Software Replacement Phase 1. 

 Complete IFPA COTS Server replacement (7 servers). 

 Complete IPDS COTS Hardware Technology Refresh (340 high-end personal computers). 

 Complete IPDS COTS Software Technology Refresh – Phase 1. 

IFPA – Technology Refresh, Segment 2 (A14.02-03): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

IFPA – Technology Refresh, Segment 1 (A14.02-02): 

 Complete APTS upgrades with COTS BPM Workflow Software Replacement Phase 2. 

IFPA – Technology Refresh, Segment 2 (A14.02-03): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

IFPA – Technology Refresh, Segment 1 (A14.02-02): 

 Complete APTS upgrades with COTS BPM Workflow Software Replacement Phase 3. 

 Complete IPDS COTS Software Technology Refresh – Phase 2. 

IFPA – Technology Refresh, Segment 2 (A14.02-03): 

 None. 

Program Plans FY 2017 – Performance Output Goals 

IFPA – Technology Refresh, Segment 1 (A14.02-02): 

 None. 

IFPA – Technology Refresh, Segment 2 (A14.02-03): 

 Milestones will be determined after Technology Refresh Segment 2 Investment Analysis and finalized in the 

Approved Program Baseline (APB) at Final Investment Decision (FID). 

Program Plans FY 2018 – Performance Output Goals 

IFPA – Technology Refresh, Segment 1 (A14.02-02): 

 None. 

IFPA – Technology Refresh, Segment 2 (A14.02-03): 

 Deliver software and/or hardware technology refresh according to approved Segment 2 Approved Program 

Baseline (APB) milestones. 

System Implementation Schedule 

Instrument Flight Procedures Automation (IFPA)

Last site Decom: January 2013 IAPA

First site IOC: June 2007 -- Last site IOC: September 2012 IFPA

Instrument Flight Procedures Automation (IFPA) - 

Technology Refresh 1

First site: September 2013 -- Last site: September 2016 TR Seg 1

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

198

2D09, NAVIGATION AND LANDING AIDS – SERVICE LIFE EXTENSION PROGRAM (SLEP) 

FY 2014 Request $3.0M 

Navaids – Sustain, Replace, Relocate, N04.04-00 

Program Description 

This program renovates or replaces airport approach lighting systems at sites where there is a high risk for failure of 

these systems and where failure would result in denying use of the primary precision approach. The approach 

lighting systems include: 

 Medium Intensity Approach Lighting System with Runway Alignment Indicator Lights (MALSR) for 

Category I approaches, 

 High Intensity Approach Lighting System with Sequenced Flashing Lights (ALSF-2) for Category II/III 

approaches, and 

 Runway End Identifier Lights (REIL). 

This program also replaces or renovates Instrument Landing Systems (ILS) at non-Core Airports which are more 

likely to have the older systems and the least redundancy. ILS components include electronic devices such as 

localizers, glide slopes and marker beacons. In some cases ILS’s (Mark 1F) removed from Core Airports are 

reinstalled at lower activity airports to replace existing Mark 1D and Mark 1E ILS. 

This program includes various other efforts that are related to the replacement of supporting structures and other 

components of navigation equipment, such as: replace guide wires that support a light station, replace cable between 

light stations, replace aluminum light towers, replace DME antenna pedestal, convert antenna arrays, re-cable 

localizer antenna, equipment relocate, replace glideslope wooden tower, replace localizer antenna platform, repair 

pier with navigation or lighting equipment, undertake new technology initiatives, and provide engineering and 

technical services support. 

Service life extension for some ALSF-2 (CAT II/III systems) is accomplished by replacing the constant current 

regulators, installing an improved monitoring system and replacing electrical cables at some locations. These 

changes have successfully increased the system’s adjusted operational availability from 98.4 to 98.7. 

This program supports product improvements, modifications, and technology upgrades to visual lighting system 

components. Ongoing efforts include: 

 Improve approach lighting system semi-flush fixtures. 

 Replace existing MALSR green threshold and white steady burning lights with LED lights. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The older electronic guidance systems and lighting systems are maintenance intensive, resulting in excessive 

downtime, which negatively impacts airport capacity. The replacement or upgraded equipment will require less 

maintenance and repair time, which reduces system downtime and contributes to maintaining operational 

availability of the NAS. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

199

Program Plans FY 2014 – Performance Output Goals 

 Procure three ALSF-2 Runway Lamp Monitoring System Kits. 

 Replace the Runway End Identifier Lights at 10 locations. 

 Install the ALSF-2 Runway Lamp Monitoring System Kits at three locations. 

Program Plans FY 2015 – Performance Output Goals 

 Procure three ALSF-2 Runway Lamp Monitoring System Kits. 

 Replace the Runway End Identifier Lights at 10 locations. 

 Install the ALSF-2 Runway Lamp Monitoring System Kits at three locations. 

Program Plans FY 2016 – Performance Output Goals 

 Procure three ALSF-2 Runway Lamp Monitoring System Kits. 

 Replace the Runway End Identifier Lights at 10 locations. 

 Install the ALSF-2 Runway Lamp Monitoring System Kits at three locations. 

Program Plans FY 2017 – Performance Output Goals 

 Procure three ALSF-2 Runway Lamp Monitoring System Kits. 

 Replace the Runway End Identifier Lights at 10 locations. 

 Install the ALSF-2 Runway Lamp Monitoring System Kits at three locations. 

Program Plans FY 2018 – Performance Output Goals 

 Install ILS at approximately two Non-Core Airport locations. 

 Initiate replacement MALSRs projects at approximately 2 locations. 

 Procure three ALSF-2 Runway Lamp Monitoring System Kits. 

 Replace the Runway End Identifier Lights at 10 locations. 

 Install the ALSF-2 Runway Lamp Monitoring System Kits at three locations. 

2D10, VASI REPLACEMENT – REPLACE WITH PRECISION APPROACH PATH INDICATOR

FY 2014 Request $2.5M 

Visual Navaids – Replace Visual Approach Slope Indicator (VASI) with Precision 

Approach Path Indicator (PAPI), N04.02-00 

Program Description 

The International Civil Aviation Organization (ICAO) has recommended that all International airports replace the 

Visual Approach Slope Indicator (VASI) lights with Precision Approach Path Indicators (PAPI) lights. This 

standardizes the equipment used to allow pilots to determine visually that they are on the proper glideslope for 

landing. The program supports the procurement, installation, and commissioning of PAPI systems in order to 

comply with this ICAO recommendation. 

The VASI and PAPI systems have a set of lights that are arranged so that the pilot sees all red lights when the 

aircraft is below the glideslope and all white lights when the aircraft is above the glideslope. This visual reference 

helps the pilot maintain the appropriate descent rate to the runway. 

At the inception of this program, there were approximately 1,387 older (pre-1970’s) VASIs at international and 

other validated locations requiring replacement. There are now 877 VASI systems remaining in the NAS. The first 

priority of the program is to replace VASI systems at approximately 329 ICAO runway ends. This will be 

completed in fiscal year 2018 when all of the remaining systems have been replaced. The replacement of the 

remaining VASI systems at non-ICAO airports in the NAS will be completed in fiscal year 2051. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

200

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 5 – Maintain a NAS on-time arrival rate of 88 percent at Core airports through 

2016. 

Relationship to Performance Metric 

Air traffic controllers use certain procedures such as Land and Hold Short Operations (LAHSO) to increase airport 

capacity and prevent aircraft delays. Replacing VASI with PAPI improves on-time performance by increasing the 

availability of the visual approach slope guidance systems used to help pilots touch down at the appropriate location 

on the runway. 

Program Plans FY 2014 – Performance Output Goals 

 Procure nine Precision Approach Path Indicator systems. 

 Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at nine 

locations. 

Program Plans FY 2015 – Performance Output Goals 

 Procure 18 Precision Approach Path Indicator systems. 

 Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at 18 

locations. 

Program Plans FY 2016 – Performance Output Goals 

 Procure 18 Precision Approach Path Indicator systems. 

 Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at 18 

locations. 

Program Plans FY 2017 – Performance Output Goals 

 Procure 18 Precision Approach Path Indicator systems. 

 Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at 18 

locations. 

Program Plans FY 2018 – Performance Output Goals 

 Procure 18 Precision Approach Path Indicator systems. 

 Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at 18 

locations. 

2D11, GLOBAL POSITIONING SYSTEM (GPS) CIVIL REQUIREMENTS

FY 2014 Request $20.0M 

GPS Civil Requirements, N12.03-01 

Program Description 

GPS Civil Requirements Program provides system design and development for a network of GPS monitoring 

stations and processing facilities in order to monitor quality of the GPS signal for civil users. The Global 

Positioning System (GPS) is a satellite-based system that provides position, navigation, and timing (PNT) service 

for use by the U.S. government and world-wide users with no direct user charges. GPS provides two PNT services; 

the Precise Positioning Service (PPS), using the dual L1-C/A (L band signal - Coarse Acquisition) and L2 signals, 

and the Standard Positioning Service (SPS), using the single L1-C/A signal. Only the SPS is available for 

worldwide use by the civil community. Currently, GPS consists of second generation satellites (GPS-II) and the 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

201

Operational Control Segment (OCS). The GPS program is entering into a period of transition from GPS-II to the 

third generation (GPS-III) and the modernized operational control segment (OCX). 

The National Space-based PNT policy (NSPD-39) requires civil agencies to fund new and unique civil GPS 

capabilities beyond the civil signals already contained in the current GPS, which includes the L1C signal and civil 

signal monitoring. DOT is serving as the lead civil agency. FAA will include the funding to implement L1C and 

civil signal monitoring in its budget request for FY2009-2015 and will provide technical oversight and National 

Coordination Office (NCO) support costs to serve as DOT’s implementing agency for the civil funded capabilities. 

Implementation of the L1C signal requires system design and development activities that will be performed by the 

GPS-III and OCX prime contractors, managed by the U.S. Air Force GPS Wing. The GPS Signal Monitoring 

system will consist of a worldwide network of 18-21 GPS monitor stations connected to two processing facilities. 

The monitor stations must be installed at geographically dispersed locations worldwide such that every GPS satellite 

can be continuously monitored from at least two stations. The monitor stations will collect real-time measurements 

of the GPS signals (L1C, L1-C/A, L2C, and L5) and forward this information to the processing facilities where a 

suite of software algorithms will monitor the accuracy, integrity, continuity, and availability performance to verify 

that modernized GPS system is performing properly. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 2 – Workplace of Choice 

 FAA Outcome 1 FAA has the right people with the right skills in the right position at the right time to 

achieve our goals 

 FAA Performance Metric 1 Achieve a 90% success rate in the areas of financial management and human 

resources management: Receive annual Unqualified Audits with no material weaknesses; Maintain the 

competitive status of all FAA employees within the federal personnel system; Improve the “effective 

leadership” index score on the OPM Employee Viewpoint survey by 8 percent; Improve the “talent 

management” index score on the OPM Employee viewpoint survey by 8 percent. 

Relationship to Performance Metric 

This project has been directed by the Department of Transportation (DOT) per a 2008 DoD/DOT Memorandum of 

Agreement on Civil Use of GPS to fulfill responsibilities to fund civil unique capabilities (L1C and Civil Signal 

Monitoring) under the National PNT Policy NSPD-39, December 2004. 

Program Plans FY 2014 – Performance Output Goals 

 Provide funding to the Air Force GPS Directorate to implement 1) Civil Signal Monitoring, 2) L1C signal and 

3) Civil Studies 

 Provide funding for GPS program oversight and technical support. 

Program Plans FY 2015 – Performance Output Goals 

 Provide funding to the Air Force GPS Directorate to implement 1) Civil Signal Monitoring, 2) L1C signal and 

3) Civil Studies 

 Provide funding for GPS program oversight and technical support. 

Program Plans FY 2016-2018 – Performance Output Goals 

 None. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

202

2D12, RUNWAY SAFETY AREAS – NAVIGATION MITIGATION

FY 2014 Request $38.0M 

Runway Safety Area – Navigation Mitigation, N17.01-01 

Program Description 

The FAA’s runway safety program improves the overall safety of the Runways and Runway Safety Areas (RSA). 

The RSA must be free of all objects that are 3 inches above grade and are not frangible. The relocation or removal 

of existing rigid objects will decrease the potential for damage to aircraft and minimize injuries or fatalities to 

aircraft passengers and crew members if an aircraft has to use the RSA. 

The 2006 DOT Appropriations (PL-109-115) required Part 139 certificated airports to comply with the current RSA 

airport design standards prior to December 31, 2015. In accordance with PL-109-115, the FAA must report on the 

agency’s progress toward RSA improvements. 

The FAA has identified 1,266 RSA projects of varying size and complexity that need to be addressed at various 

airport locations. These projects would replace non-compliant FAA-owned equipment in the RSAs. FAA will use a 

phased approached to continue the implementation of RSA projects. Initial funding for projects will be provided 

each fiscal year, while completion funding will typically be provided the following fiscal year. 

 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

RSA compliance provides a measure of safety in the event of an aircraft’s excursion from the runway by 

significantly reducing the extent of personal injury and aircraft damage during overruns, undershoots and veer-offs. 

This initiative will address FAA-owned equipment that do not conform to the current RSA standards and modify 

them to ensure their compliance with Part 139 in Title 14 of the US CFR. 

FAA-owned equipment that are not moved or made frangible can pose a considerable safety risk to aircraft and 

passengers when struck during an overrun. For example, in June 1975 a Boeing 727 crashed into several nonfrangible approach lighting systems (ALS) towers while attempting to land at John F. Kennedy Airport in New 

York. Of the 124 persons aboard, 113 died of injuries received in the crash. 

Program Plans FY 2014 – Performance Output Goals 

 Complete 82 F&E-funded RSA improvements. 

 Provide funding and procure 21 systems for RSA improvements. 

Program Plans FY 2015 – Performance Output Goals 

 Complete 82 F&E-funded RSA improvements. 

 Provide funding and procure 20 systems for RSA improvements. 

Program Plans FY 2016 – Performance Output Goals 

 Complete 82 F&E-funded RSA improvements. 

Program Plans FY 2017 – Performance Output Goals 

 Complete 82 F&E-funded RSA improvements. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

203

Program Plans FY 2018 – Performance Output Goals 

 Complete 29 F&E-funded RSA improvements. 

E: Other ATC Facilities Programs 

2E01, FUEL STORAGE TANK REPLACEMENT AND MONITORING

FY 2014 Request $8.7M 

Fuel Storage Tank Replacement and Monitoring, F13.01-00 

Program Description 

The FAA Fuel Storage Tank (FST) Replacement and Monitoring program designs, replaces, and sustains bulk liquid 

and pressure vessel storage systems that support FAA operations across the NAS. The FST systems include the 

storage tank (both above ground and underground tanks containing a variety of liquids: gasoline, diesel, propane, 

oils, glycol, etc.); the flow control devices (pipe, hoses, pumps, valves, etc.); electronic leak detection and inventory 

control devices (fuel monitoring systems); and electronic/electrical system operation devices (control boards, 

technician operations stations, switched relays, etc.). The FST Program active inventory includes over 3,400 

systems and historical data is retained on over 1,700 previously closed/removed systems. 

The majority of FAA storage tanks support electrical generator operations. Standby generators provide NAS 

facilities with an alternative power supply during periods of commercial power company outages. Prime generators 

provide the sole source for electrical power for NAS operations. A loss of integrity on any FST component will 

affect the operation of the generator systems and may ultimately result in a total facility failure. 

Storage tanks have historically contained substances that, if accidentally released, could cause an adverse 

environmental impact or result in personal injury. In response to the risk of accidental release, the federal 

government, the various state legislatures, county governments and city jurisdictions have passed statutes specifying 

the minimum requirements for the construction, installation, removal, and operations of storage tank systems. 

Additional regulations have been established by state, local and international building codes, fire protection codes, 

airport operating authority requirements, and Occupational Safety and Health Administration (OSHA) mandates. 

Failure to comply with all elements of these regulatory requirements exposes FAA to the risk of fines and other 

penalties including loss of the right to use or refill the systems. 

Implementation costs are amortized against a 20 year system service lifecycle. An average of 170 FST system 

replacements is required annually to sustain NAS operational integrity. System components have differing 

lifecycles so component sustainment requirements continue during full system replacement lifecycles. Additionally, 

changes in the regulatory environment require immediate response to assure fielded units meet current standards. 

Current major initiatives for the FST Program include system upgrades at the Air Route Traffic Control Centers 

(ARTCC) and prime generator facilities. These systems have been redesigned to provide enhanced technician 

control, increase redundant capacity and comply with current regulations. 

The FST Program uses a prioritization scheme to develop field implementation schedules once funding allocations 

have been established. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

204

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The FST Replacement and Monitoring program reduces the potential for delays by ensuring the proper functioning 

of navigation aids, automation systems and other air traffic control systems. Fuel system component replacements 

are prioritized based on a successful ranking application which evaluates the system’s critical operation 

requirements to assure operational availability is sustained. Fuel systems are electronically monitored to assure 

system integrity and to minimize adverse impacts to personal and environmental safety. 

Program Plans FY 2014 – Performance Output Goals 

 Implement ARTCC fuel system upgrade at two sites; Seattle Center (ZSE) and Minneapolis Center (ZMP). 

 Implement Prime Power fuel system upgrade at two sites; Chandalar, AK (CQR) and Lynn’s Inters Glacier, AK 

(JDL). 

 Implement fuel system replacements at 16 General National Airspace System (GNAS) facilities focusing on 

coastal and island locations subject to salt water deterioration. 

Program Plans FY 2015 – Performance Output Goals 

 Implement ARTCC fuel system upgrade at two sites; Denver Center (ZDV) and Salt Lake Center (ZLC). 

 Implement Prime Power fuel system upgrade at one site; Summit, AK (UMM). 

 Implement fuel system replacements at four core ATCT facilities. 

Program Plans FY 2016 – Performance Output Goals 

 Implement ARTCC fuel system upgrade at two sites; Oakland Center (ZOA) and Jacksonville Center (ZJX). 

 Implement TRACON fuel system modernization at eight sites; Honolulu Combined Facility (HCF), Potomac 

TRACON (PCT), Atlanta TRACON (A80), Merrimack TRACON (A90), Florence TRACON (FLO), Miami 

TRACON (MIAZ), Huntsville TRACON (HSVZ) and Westbury NY (QHM). 

 Implement fuel system replacements at eight ARSR facilities to be prioritized based on field reporting. 

 Implement fuel system replacements at six CORE ATCT facilities to be determined by prioritization scheme. 

 Implement fuel system replacements at six CORE ASR facilities to be determined by prioritization scheme. 

 Implement fuel system replacements at four GNAS facilities to be determined by prioritization scheme. 

Program Plans FY 2017 – Performance Output Goals 

 Implement TRACON fuel system upgrades at 10 sites; Elgin Il (ELG), Orlando FL (F11), Falmouth MA 

(FMH), Pensacola FL (P31), Belleview NE (R90), Houston TX (I90), Weldon Springs MO (T75), Boise ID 

(BOIZ), Longview TX (GGGZ) and Sioux City IA (SUXZ). 

 Implement fuel system replacements at 12 ARSR facilities to be prioritized based on field reporting. 

 Implement fuel system replacements at 10 CORE ATCT facilities to be determined by prioritization scheme. 

 Implement fuel system replacements at 10 CORE ASR facilities to be determined by prioritization scheme. 

 Implement fuel system replacements at 20 CORE supporting GNAS facilities to be determined by prioritization 

scheme. 

Program Plans FY 2018 – Performance Output Goals 

 Implement TRACON fuel system upgrades at six sites; Edwards AFB CA (EDW), Sacramento CA (NCT), 

Portland OR (PDX), San-Diego CA (SCT), Seattle WA (SEA) and Anchorage AK (ANCZ). 

 Implement fuel system replacements at 12 ARSR facilities to be prioritized based on field reporting. 

 Implement fuel system replacements at seven CORE ATCT facilities to be determined by prioritization scheme. 

 Implement fuel system replacements at seven CORE ASR facilities to be determined by prioritization scheme. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

205

 Implement fuel system replacements at 14 CORE supporting GNAS facilities to be determined by prioritization 

scheme. 

 Implement fuel system replacements at 44 GNAS facilities to be determined by prioritization scheme. 

2E02, UNSTAFFED INFRASTRUCTURE SUSTAINMENT

FY 2014 Request $33.0M 

FAA Buildings and Equipment Sustain Support – Unstaffed Infrastructure Sustainment, 

F12.00-00 

Program Description 

The Unstaffed Infrastructure Sustainment (UIS) Program modernizes NAS structures and supporting electrical, 

plumbing and heating/air conditioning equipment to ensure reliable delivery of Air Traffic Control services. There 

are approximately 28,000 unstaffed facilities within the NAS. The UIS Program is requesting an Acquisition 

Program Baseline. The Investment Analysis Readiness Decision (IARD) was achieved September 2012. Final 

Investment Decision (FID) is scheduled for June 2013. 

This program includes major replacement and/or upgrading of real property and structures which do not have staff 

permanently assigned to them. Examples of projects are: 

 Major property upgrades including: access roads, grounds, security fencing, storm water controls, parking 

lots, helicopter landing pads, marine structures (such as docks), security gates, lighting, and walkways; 

 Replacement or modernization of FAA infrastructure including: buildings, shelters, roofs, sheds, fuel tanks 

(heating only), plumbing, heating, ventilating and air conditioning (HVAC) equipment, alarms, and 

lighting. NAS communication, surveillance, navigation and weather services equipment is currently 

housed in these unstaffed facilities. The anticipated service life for most of this infrastructure is 25 years, 

and according to the Facility Service and Equipment Profile (FSEP) database, over 50 percent (50%) of the 

FAA’s current unstaffed infrastructure will exceed its service life within the next five years. The FAA 

infrastructure portfolio has the added complication that several facilities are located at remote sites, which 

require more frequent renovation and because of their location need unique logistical solutions; 

 Replacement or renovation of NAS supporting structures for antennas and other communications, 

surveillance, navigation and weather equipment; 

 Life Safety: addressing significant and unacceptable occupational safety and health risks (i.e., electrical 

hazards, fall protection, and physical hazards associated with deteriorated infrastructure) which have been 

identified at over 50 FAA facilities. These hazards place the safety of FAA employees conducting 

maintenance at these facilities at risk and can result in NAS disruptions. 

Initial portfolio analysis has revealed that many unstaffed facilities: 

 Are not compliant with applicable FAA regulations and standards. 

 Cannot protect vital air traffic control systems or equipment against premature failure due to environmental 

impacts (e.g., temperature, excessive corrosion, other). 

 While operable, have a fair to poor overall facility condition index (FCI) (Good Condition is 1.0 – 0.95, 

Fair Condition is 0.95 – 0.90, Poor Condition is below 0.90). 

 Have impaired or poor facility accessibility. 

 Have structures supporting air-ground communications and navigation and landing aids that have been 

weakened due to environmental factors (e.g., broadcast towers). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

206

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The FAA Unstaffed Infrastructure Sustainment Program supports the FAA’s strategic goal of Delivering Aviation 

Access through Innovation by providing renovation or replacement of existing FAA-owned unstaffed facilities and 

structures serving the NAS. The NAS requires reliable and continuous operation of surveillance, navigation, 

communication, and weather equipment. In addition the infrastructure protects the electronic equipment from 

weather hazards, radio interference, and unauthorized entry. Failure of the infrastructure will result in NAS 

equipment failures directly reducing capacity of the NAS. A few of the many examples of infrastructure failures 

that resulted in direct impacts to the NAS include: a roof leak taking the Idaho Falls (IDA) VOR off line for 7 hours 

and 15 minutes; roof leaks at the Andrews (ADW) VOR causing 280 hours in outages; and Pawnee City (PWE) 

VOR being off-line for 369 days due to failure of the roof. 

Program Plans FY 2014 – Performance Output Goals 

 Complete 120 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

 By 9/30/2014, Establish FY 2015 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with the Environmental and Occupational Safety and Health (EOSH) Service to ensure 

compliance requirements are addressed. 

Program Plans FY 2015 – Performance Output Goals 

 Complete 120 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

 By 9/30/2015, establish FY 2016 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with EOSH Service to ensure compliance requirements are addressed. 

Program Plans FY 2016 – Performance Output Goals 

 Complete 120 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

 By 9/30/2016, establish FY 2017 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with EOSH Service to ensure compliance requirements are addressed. 

Program Plans FY 2017 – Performance Output Goals 

 Complete 120 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

 By 9/30/2017, establish FY 2018 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with EOSH Service to ensure compliance requirements are addressed. 

Program Plans FY 2018 – Performance Output Goals 

 Complete 150 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

 By 9/30/2018, establish FY 2019 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with EOSH Service to ensure compliance requirements are addressed. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

207

2E03, AIRCRAFT RELATED EQUIPMENT PROGRAM

FY 2014 Request $10.4M 

 A, Aircraft Related Equipment (ARE) Program, M12.00-00 

 B, Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Technology Refresh, M12.01-03 / X, 

Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Additional Technology Refresh Projects, 

M12.01-04 

A, Aircraft Related Equipment (ARE) Program, M12.00-00 

Program Description 

The Aircraft Related Equipment program provides equipment and upgrades to FAA’s flight inspection (FI) aircraft 

in order to meet inspection requirements for new and existing navigation and surveillance systems. The FAA’s 

worldwide FI mission is to evaluate and certify instrument flight procedures and to evaluate and certify both groundbased and space based navigational equipment including facilities for Federal, State, Department of Defense (DoD), 

private and international customers. This mission requires aircraft equipped with specialized test equipment 

(Automatic Flight Inspection System (AFIS) and NextGen Automatic Flight Inspection system (NAFIS)). The 

Aircraft Related Equipment (ARE) program updates the FAA’s FI aircraft fleet with systems required for inspecting, 

certifying, modernizing and sustaining the NAS and evolving NextGen requirements. These aircraft must not only 

be able to perform flight inspection but also be equipped with modern avionics necessary to operate in the evolving 

NAS environment. 

The FI aircraft fleet is composed of 32 specially equipped aircraft. This program provides the technical equipment 

upgrades and/or replacements to existing aircraft, avionics, and FI mission equipment to meet current and future 

performance requirements. It also provides a communication system for data gathered while airborne and the Flight 

Operations Management System (FOMS) used to schedule and manage the inspection process and the navigation 

facility data upgrades needed for the inspection systems. 

The new equipment provides the capability for flight validation & inspection of: 

 WAAS/LPV/LP approaches. 

 Required Navigation performance (RNP)/ Special Aircraft and Aircrew Authorization Required (SAAR). 

 Area Navigation (RNAV) Standard Instrument departures (SIDs)/ Standard Terminal Approach Routes 

(STARs). 

 Distance Measuring Equipment (DME)/DME and GPS routes. 

 Automatic Dependent Surveillance – Broadcast (ADS-B). 

 Wide Area Multi-lateration (WAM). 

 GLS - GPS Landing System. 

The ARE program is grouped into three activities: 

Aircraft Modernization: 

Projects support avionics technology refresh and new or changing regulatory requirements for operating aircraft in 

domestic and international airspace. 

Flight Inspection System Sustainment: 

Projects support mission equipment technology refresh and new or changing regulatory requirements necessary to 

continue flight inspection of legacy NAS systems. 

Flight Inspection System Modernization: 

Projects support new mission equipment requirements and new or changing regulatory requirements necessary to 

provide flight inspection of Performance Based Navigation and implementation of evolving NextGen systems. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

208

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The FAA sustains system availability by ensuring the accuracy of navigational aid electronic signals, as well as 

validating and certifying the approach/departure flight procedures and terminal routes at all airports within the NAS 

and at military facilities world-wide. To do this the fleet of FI aircraft must be modernized and updated to be 

compatible with the latest equipment and procedures. By constantly checking electronic aids for navigation and 

landing, and the associated procedures, availability is maintained. As the data below shows, the checks identify 

discrepancies that are fixed before they cause delays and diversions of aircraft. 

In FY 2011 through FY 2012, a total of 31,849 flight inspections were conducted of existing ground based 

navigational aids and existing Instrument Flight Procedures (IFPs) and 1,988 had reportable discrepancies. This 

equates to 6.2% of published IFPs and associated ground based navigational aids requiring further attention. In 

addition, 7,162 IFPs required flight inspection in order to publish a new or amended flight procedure. The results of 

those flight inspections required 808 IFPs to be adjusted or found to be unsatisfactory. Of the new or amended IFPs, 

11.3% required correction and thereby avoided potentially unsafe IFPs from being published. 

Program Plans FY 2014 – Performance Output Goals 

Aircraft Modernization: 

Beech 300 

 Complete interior modification, exterior paint and deploy Pro Line 21 avionics suite on six aircraft. 

 Develop installation plan and start acquisition for Integrated Flight Information System (IFIS) 7.0 avionics. 

Challenger 

 Acquire and install RNP capability on two aircraft. 

 Acquire and install Tactical Air Navigation (TACAN) avionics on three aircraft. Note: TACAN is required for 

DoD and overseas operations. 

Flt Inspection Fleet 

 Develop flight inspection fleet installation plan for ADS-B avionics. 

Flight Inspection System Sustainment: 

 Develop Flight Operations Management System (FOMS) integrated with airborne systems. 

 Complete interim updates to the Automated Flight Inspection System (AFIS) prior to implementation of 

NextGen AFIS (NAFIS). 

Flight Inspection System Modernization: 

 Deploy NAFIS Phase I on six Beech 300 aircraft. 

Program Plans FY 2015 – Performance Output Goals 

Aircraft Modernization: 

Beech 300 

 Complete interior modification, exterior paint and deploy Pro Line 21 avionics suite on six aircraft. 

 Complete acquisition and installation of IFIS 7.0 avionics. 

Challenger 

 Complete installation of RNP capability on one aircraft. 

 Acquire and install FMS upgrade, IFIS 7.0, updated Pilot/Co-pilot displays and ADS-B. 

 Develop installation plan and start acquisition for FANS 1A+. 

Flight Inspection System Sustainment: 

 Complete interim updates to the Automated Flight Inspection System (AFIS) prior to implementation of 

NextGen AFIS (NAFIS). 

 Deploy Flight Operations Management System (FOMS) integrated with airborne systems. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

209

Flight Inspection System Modernization: 

 Complete NAFIS FIAPA software Block I & II development and integration. 

 Deploy NAFIS Phase I on six Beech 300 aircraft. 

 Deploy NAFIS Phase II on three Beech 300 aircraft. 

 Deploy NAFIS Phase II on one Challenger aircraft. 

Program Plans FY 2016 – Performance Output Goals 

Aircraft Modernization: 

Beech 300 

 Acquire and install ADS-B aircraft avionics on six aircraft. 

Challenger 

 Complete RNP and FANS 1A+ installation on one aircraft. 

 Acquire flight deck navigation updates, display upgrades, and GLS avionics. 

 Acquire and install ADS-B and IFIS 7.0 avionics. 

Flight Inspection System Sustainment: 

 Complete interim updates to the Automated Flight Inspection System (AFIS) prior to implementation of 

NextGen AFIS (NAFIS). 

Flight Inspection System Modernization: 

 Deploy NAFIS Phase II on six Beech 300 aircraft. 

 Deploy NAFIS Phase II on two Challenger aircraft. 

Program Plans FY 2017 – Performance Output Goals 

Aircraft Modernization: 

Beech 300 

 Complete ADS-B aircraft avionics on six aircraft. 

Challenger 

 Complete installation of IFIS 7.0 on one aircraft. 

 Continue flight deck navigation updates and acquire and install GLS. 

Flight Inspection System Sustainment: 

 Complete interim updates to the Automated Flight Inspection System (AFIS) prior to implementation of 

NextGen AFIS (NAFIS). 

Flight Inspection System Modernization: 

 Deploy NAFIS Phase II on seven Beech 300 aircraft. 

 Deploy NAFIS Phase II on three Challenger aircraft. 

Program Plans FY 2018 – Performance Output Goals 

Aircraft Modernization: 

Beech 300 

 Complete ADS-B aircraft avionics on six aircraft. 

Challenger 

 Deploy flight deck navigation updates for three aircraft. 

Flight Inspection System Sustainment: 

 Complete interim updates to the Automated Flight Inspection System (AFIS) prior to implementation of 

NextGen AFIS (NAFIS). 

Flight Inspection System Modernization: 

 Deploy NAFIS Phase II on two Beech 300 aircraft. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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B, Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Technology Refresh, 

M12.01-03 / X, Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – 

Additional Technology Refresh Projects, M12.01-04 

Program Description 

Advanced Fly-By-Wire (FBW) Simulator Technology Refresh will upgrade the Airbus aircraft simulator to add 

aerodynamic models of newer aircraft and to meet research requirements for new capabilities. The FAA is 

responsible for the development, analysis and introduction into the NAS of new concepts and technologies for 

aircraft navigation and instrument flight operations. The FAA Flight Technologies and Procedures Division (AFS400) establishes and governs policies, criteria and standards by which terminal and en route flight procedures are 

established and maintained. AFS-400 is also responsible for approving special instrument approach procedures and 

requests for waivers of standards. 

The FAA acquired an Airbus 330/340 (A330/340) convertible 6-axis full flight aircraft simulator that replicates the 

performance and handling characteristics of a wide-body aircraft with two jet engines (A330) or four jet engines 

(A340), which are commercial transport aircraft with electronic FBW flight control technologies. The A330/340 

simulator with side-stick control complements the narrow-body Boeing 737-800 Next Generation simulator during 

vital research and development projects and realistic high fidelity operational evaluation activities. Such activities 

include Closely Spaced Parallel Operations (CSPO), Required Navigation Performance (RNP), and Human-in-theLoop (HITL) pilot/controller/aircraft terminal operations performance during introduction of new NextGen 

technology initiatives. 

These initiatives include upgrading the A330/340 simulator to incorporate the following technologies: Automatic 

Dependent Surveillance-Broadcast (ADS-B) Forward Field-Of-View (FFOV), ADS-B Autopilot upgrade, and 

advanced Head-Up–Display (HUD) with Synthetic Vision System (SVS) technology. Additional technology refresh 

projects are projected to include upgrades to the flight simulator, Controller Pilot Data Link Communication 

(CPDLC) System, High Level Architecture (HLA) linking systems/software, dual HUDs, Combined Vision System 

(CVS) and avionics/cockpit displays. This simulator supports NAS NextGen modernization and development 

initiatives such as future FAA and National Transportation Safety Board (NTSB) safety initiatives. 

Fly-By-Wire Simulator Technology Refresh (M12.01-03): 

The FAA’s access to industry simulator facilities with the necessary research configurations and data collection 

capabilities will not be sufficient to meet the anticipated regulatory guidance initiatives from the introduction of new 

technology supporting NextGen. In FY 2013, AFS-400 will begin a technology refresh of the A330/340 simulator 

that will include the purchase and installation of peripheral/software updates and enhanced computer simulation 

models. Aircraft avionics (hardware and software) and cockpit display systems will be brought to the current 

revision (installation of upgrades developed by the manufacturer) levels. In addition, A320 and A380 simulator 

Aerodynamic Performance Models will be installed to further explore operational impacts on the NAS from these 

aircraft types. 

The Final Investment Decision (FID) for the Airbus simulator Technology Refresh program was approved in 

September 2010. Technology Refresh funding for this simulator is being requested in FY 2013 and FY 2014. 

Fly-By-Wire Simulator – Additional Technology Refresh (M12.01-04): 

An additional Airbus simulator follow-on Technology Refresh CIP is being planned for FY 2016. A FID is planned 

in FY 2015 which will define the specific components in the Airbus simulator that will need to be refreshed. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

211

Relationship to Performance Metric 

The A330/340 simulator improves air safety by providing the FAA with the capability to conduct NextGen 

operational evaluation programs on the impact of introducing new technologies and advanced systems integration 

within the NAS. On-going and future research and development projects will provide regulators with analysis data 

to ensure safe implementation of new technologies while increasing capacity within the NAS. Improve safety by 

assisting accident investigators and other inspectors and analysts with replication of mishap incident and trend data 

that may provide input into procedure and/or equipment modifications. The simulator’s high fidelity capability and 

operational realism along with the ability to quickly modify operational procedures for evaluation will provide 

enhanced aircraft performance and HITL data for safety analyses across all flight segments. 

Program Plans FY 2014 – Performance Output Goals 

Fly-By-Wire Simulator Technology Refresh (M12.01-03): 

 Achieve Initial Operational Capability (IOC) for advanced HUD, December 2013. (APB milestone) 

 Achieve IOC for SVS, January 2014. (APB milestone) 

 Achieve IOC for ADS-B Forward Field-Of-View upgrade, July 2014. (APB milestone) 

 Achieve IOC for ADS-B Autopilot upgrade, September 2014. (APB milestone) 

Fly-By-Wire Simulator – Additional Technology Refresh (M12.01-04): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

Fly-By-Wire Simulator Technology Refresh (M12.01-03): 

 Achieve IOC for Airbus 320 Simulator Aerodynamic Model, December 2014. (APB milestone) (Prior year 

funds) 

Fly-By-Wire Simulator – Additional Technology Refresh (M12.01-04): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

Fly-By-Wire Simulator Technology Refresh (M12.01-03): 

 Achieve IOC for Airbus 380 Simulator Aerodynamic Model, May 2016. (APB milestone) (Prior year funds) 

 Achieve IOC for CPDLC and HLA Linking System/Software Upgrade, July 15, 2016. (Prior year funds) 

 Award Contract for dual HUDs, CVS upgrade, August 2016. (Prior year funds) 

Fly-By-Wire Simulator – Additional Technology Refresh (M12.01-04): 

 Milestones will be developed at Final Investment Decision. 

Program Plans FY 2017-2018 – Performance Output Goals 

 None. 

2E04, AIRPORT CABLE LOOP SYSTEMS – SUSTAINED SUPPORT

FY 2014 Request $5.0M 

Airport Cable Loop Systems Sustained Support, F10.00-00 

Program Description 

This program replaces existing on-airport, copper-based, FAA-owned signal/control cable lines that have 

deteriorated. The primary emphasis will be on projects at Focus Airports with high traffic counts and enplanements. 

The obsolete underground telecommunications cable infrastructure systems are vulnerable to failure and could cause 

flight delays related to outages. These lines feed airport surveillance radar, air/ground communications, and landing 

systems data and information to the tower, and operational and maintenance information to FAA-staffed facilities. 

Where cost-effective, the program will install fiber-optic cable in a ring formation to provide redundancy and 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

212

communications diversity. The ring configuration allows information to flow from either side if there is a break in 

the cable. The airport cable loop program takes advantage of opportunities to save cost by coordinating projects 

with major construction projects (e.g. tower relocations, and runway projects). 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The Airport Cable Loop Systems – Sustained Support, will reduce the number of unplanned outages attributed to 

deteriorating on-airport copper cables by replacing existing unsupportable communications equipment and the 

deteriorated FAA-owned underground cable itself. The program improves signaling and communications which 

allows for increased operational availability of infrastructure systems. There have been 981 delays associated with 

outages from 1998 to 2012 for the 35 largest airports in the NAS during that specific time period. The number of 

associated delays has decreased an average of 3% annually since that time. For the FY 2014/2015 sites identified to 

have corrective action taken, 163 of the delays will be mitigated from having a reoccurrence. 

Program Plans FY 2014 – Performance Output Goals 

 Start detailed site survey and cost proposal for construction activities at Anchorage, AK airport. 

 Start advanced engineering and construction activities at Oakland, CA airport. 

Program Plans FY 2015 – Performance Output Goals 

 Complete electronics installation at Miami, FL Airport (MIA). 

 Complete electronics installation at Austin, TX Airport (AUS). 

 Complete electronics installation at Dallas-Fort Worth, TX Airport (DFW). 

Program Plans FY 2016 – Performance Output Goals 

 Complete engineering package Ft Lauderdale, FL Airport (FLL). 

 Two additional airports will be started this year. The FY 2014 planning activities will confirm the sites. 

Program Plans FY 2017 – Performance Output Goals 

 Complete construction at Ft Lauderdale, FL Airport (FLL). 

 Two additional airports will be started this year. The FY 2015 planning activities will confirm the sites. 

Program Plans FY 2018 – Performance Output Goals 

 Complete electronics installation at Ft Lauderdale, FL Airport (FLL). 

 Three additional airports will be started this year, one of which will be a Core airport. 

2E05, ALASKAN SATELLITE TELECOMMUNICATION INFRASTRUCTURE (ASTI) 

FY 2014 Request $11.0M 

Alaskan Satellite Telecommunication Infrastructure (ASTI), C17.02-01 

Program Description 

The Alaskan Satellite Telecommunication Infrastructure (ASTI) program (formerly named Alaskan NAS 

Interfacility Communications System (ANICS)) will upgrade the FAA owned and operated communications 

network (using satellite transmissions of data) that provides Alaska with critical, essential and routine air traffic 

control telecommunications services such as: 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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 Remote Control Air Ground and Remote Communications Outlets for voice communication with pilots; 

 En Route and Flight Service Station Radio Voice Communications; 

 En Route and Terminal Radar Surveillance Data; Digitized Radar Data and Digitized Beacon Data; 

 Flight Service Station Flight Service Data processing System and the Digital Aviation Weather Network; 

 Weather Advisories, Briefings, and Products supporting Automatic Surface Observation System (ASOS), 

Automated Weather Observation System (AWOS), and AWOS Data Acquisition System (ADAS); 

 WAAS Reference Station; and 

 Automatic Dependent Surveillance-Broadcast (ADS-B). 

ASTI uses primary and alternate satellites that meet FAA Order 6000.36 specifications to provide system circuit 

diversity and redundancy. The Alaskan Satellite Telecommunications Infrastructure (ASTI) program was initiated 

to modernize the legacy ANICS network. The ASTI Modernization Contract was awarded in August 2011. 

Existing system availability has fallen below required availability and continues to decline. Outages are increasing 

in both number and duration. Many system components have either reached the end of their useful life or are no 

longer supportable. In addition, the arctic climate degrades the ground equipment due to cold cycling, corrosion and 

wind damage. Recently, aggressive technical service efforts have been required to maintain overall system 

availability and reliability. Conditions have led to a loss of performance capability and increased frequency and cost 

of maintenance. Much of the Network Management and Control System (NMCS) equipment has reached its 

capacity as the number of ASTI sites has risen to the current 64 sites. In addition, the NMCS does not provide the 

level of security assurance that current Federal standards demand. 

The ASTI Program will restore system availability through this Modernization program. It will achieve this 

objective by awarding contracts to acquire and provide Commercial off-the-Shelf (COTS) equipment and associated 

support services. The modernization efforts will yield several important benefits: 

 Improvements in network availability to required levels (.9999 for Phase I sites and .999 for Phase II sites) 

 Improved information system security to meet Federal standards; 

 Reduced number and duration of outages; 

 More efficient use of satellite transponder bandwidth; 

 Containment of Operations and Maintenance (O&M) costs; and 

 Improved life cycle support (i.e., training, second level engineering support, radome maintenance and depot 

level supply support). 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

ASTI supports FAA’s Strategic Goal of Delivering Aviation Access Through Innovation. The outcome ensure air 

navigation infrastructure and associate systems are flexible, reliable, cost effective and secure. The Metric is to 

maintain operational availability of the National Airspace System (NAS) at 99.7 percent through 2016. ASTI 

system availability has fallen below 0.9999 and is declining. Aviation access in the NAS is improved by 

minimizing outages for critical and essential communications links between pilots and air traffic controllers. These 

links between FAA facilities and pilots are essential to ensure the flow of accurate and reliable information on air 

traffic movement, weather, and radar data. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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Program Plans FY 2014 – Performance Output Goals 

 Complete ASTI Modernization installation Contractor Acceptance Inspection (CAI) at key site by September 

30, 2014. 

 Complete ASTI Modernization installation at Limited Deployment Sites by September 2014. 

 Complete Installation (CAI) at 21st site (APB milestone). 

Program Plans FY 2015 – Performance Output Goals 

 Complete modernization of additional ASTI locations to include installation and testing for modems, 

multiplexers, Radio Frequency (RF) equipment and NMCS. 

 Complete Installation (CAI) at 37th site (APB milestone). 

Program Plans FY 2016 – Performance Output Goals 

 Complete modernization of additional ASTI locations to include installation and testing for modems, 

multiplexers, RF equipment and NMCS. 

 Complete Installation at (CAI) at 64th site (APB milestone). 

Program Plans FY 2017-2018 – Performance Output Goals 

 None. 

System Implementation Schedule 

2E06, FACILITIES DECOMMISSIONING

FY 2014 Request $6.5M 

Decommissioning, F26.01-01 

Program Description 

The Decommissioning Program works with other FAA programs to identify and plan for the timely disposition of 

real property. After other programs decommission a system, this program is solely responsible for real property 

disposal for all FAA NAS sites. The program accomplishes this with a proactive approach in cross-program 

collaboration and by providing specific insight and expertise to facilitate the disposition of decommissioned or 

excess real property assets. This approach for disposal of facilities is nationally prioritized to meet current, future, 

and evolving operational needs. The implementation of NextGen, changes in airspace design and decommissioning 

of sites that are no long needed to support NAS operations increases the need for the disposal of excess properties. 

The NAS Enterprise Architecture identifies the transition of many systems that will require disposal. For example: 

 Many ground to ground communication systems such as Radio Communication Links (RCL) are 

transitioning to the FAA Telecommunications Infrastructure (FTI) service, 

 Some locations of ground based navigation systems (i.e. VOR, NDB and ILS (CAT I)) will no longer be 

required as the transition to satellite navigation continues, 

 Surveillance and weather radar systems will be transitioning to the NextGen Surveillance and Weather 

Radar Capability requiring disposal of existing radars, and 

 Consolidation of control facilities under the NextGen Future Facilities effort will require disposal of the 

existing buildings. 

The Decommissioning Program coordinates, plans, and implements actions necessary to facilitate disposition of real 

property infrastructure and site restorations, when required, of all decommissioned facilities. The four services 

provided by the Decommissioning Program are as follows: 

Alaskan Satellite Telecommunications Infrastructure ASTI

Key site IOC: October 2013 -- Last site IOC: September 2016 Mod

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

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4. Identifying, verifying, and scheduling the disposition and needed site restoration of decommissioned 

facilities, 

5. Investigating and documenting the structures to be removed at each site, determining the required 

restoration associated with the site, and developing scopes of work and schedules with milestones, 

6. Final disposition of decommissioned infrastructure and property restoration including infrastructure 

removal or demolition, removal and disposal of debris and hazardous materials, and evaluation of impact 

upon cultural and historic preservation, wetlands, and natural resource protection, and 

7. Conducting Phase I Environmental Due Diligence Audits (EDDA) reports for government-owned 

properties, as required by the General Services Administration (GSA) and applicable laws. 

The Decommissioning Program serves a critical role in the removal of these facilities from the FAA’s inventory and 

the subsequent reduction of Operations and Maintenance (O&M) costs, lease costs (where applicable), and 

associated liabilities. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

This program directly supports improving management of FAA’s real property assets by reducing maintenance costs 

and disposing of excess assets. Cost avoidance averaging $5M per year results from leases eliminated and 

maintenance costs avoided because of completed disposition of legacy real properties, which are no longer required. 

Program Plans FY 2014 – Performance Output Goals 

 Complete approximately 125 Real Property Disposal Projects, approximately 42 per Service Area. These 

projects include, but are not limited to, Visual Aids, Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites. 

 Dispose of six Very-High Omni-directional Radio (VOR) sites. 

Program Plans FY 2015 – Performance Output Goals 

 Complete approximately 125 Real Property Disposal Projects, approximately 42 per Service Area. These 

projects include, but are not limited to, Visual Aids, Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites. 

Program Plans FY 2016 – Performance Output Goals 

 Complete approximately 75 Real Property Disposal Projects, approximately 25 per Service Area. These 

projects include, but are not limited to, Visual Aids Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites. 

 Dispose of eight Very-High Omni-directional Radio (VOR) sites. 

Program Plans FY 2017 – Performance Output Goals 

 Complete approximately 75 Real Property Disposal Projects, approximately 25 per Service Area. These 

projects include, but are not limited to, Visual Aids Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites. 

 Dispose of eight Very-High Omni-directional Radio (VOR) sites. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

216

Program Plans FY 2018 – Performance Output Goals 

 Complete approximately 75 Real Property Disposal Projects, approximately 25 per Service Area. These 

projects include, but are not limited to, Visual Aids Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites. 

 Dispose of 22 Very-High Omni-directional Radio (VOR) sites. 

2E07, ELECTRICAL POWER SYSTEMS – SUSTAIN/SUPPORT

FY 2014 Request $85.0M 

Power Systems Sustained Support (PS3), F11.01-01 

Program Description 

The Electrical Power Systems Sustain Support (PS3) (Power) program funds the purchase and installation of 

components for backup electric power systems and power regulation and protection equipment. Backup electrical 

power systems are necessary to allow continued operation of air traffic control facilities when there is an 

interruption in commercial power sources. These disruptions can result in flights that remain grounded, are placed 

in airborne holding patterns, or are re-routed to other airports. Reliable backup power systems are installed so air 

traffic control electronics can maintain required availability and capability and prevent disruptions. These power 

systems also protect sensitive electronic equipment from commercial power surges and fluctuations. The Power 

program replaces, refurbishes and renews components of existing power systems and cable infrastructure when 

necessary to maintain and improve the overall electrical power quality, reliability, and availability. The power 

system type varies by load sensitivity and the criticality of the equipment that it supports. 

The Power program is critical to both maintaining and sustaining NAS capacity by sustaining the reliability and 

availability of NAS electrical power equipment. The Power program provides the following components and 

services: 

1. NAS Batteries: Large scale battery complexes serve as a backup power source for key NAS facilities 

including navigation aids and communications. These batteries provide power for a limited time during 

major power system disruptions and maintain the function of key systems while the NAS transitions to a 

safe level of reduced operation. The Power program sustains in excess of 4,000 battery installations with 

periodic replacement to assure reliability. 

2. Uninterruptible Power Supply (UPS): A UPS is a device that conditions commercial power and prevents 

power disruptions and surges from adversely affecting electronic system performance. A UPS is necessary 

to ensure the continuity of air traffic control by preventing power disruptions to NAS critical infrastructure. 

The Power program currently sustains 1,783 UPS with an expected service lifecycle of 20 years. A 

significant portion of the UPS inventory requires replacement due to reliability and supportability issues 

attributable to age. UPS batteries require refurbishment on a four year cycle. 

3. Direct Current (DC) Power Systems: DC power systems are used to provide a low cost, shorter term 

alternative to an engine generator at facilities with a limited number of equipment. System availability is 

increased so that commercial power disturbances of up to several hours will not disrupt air traffic 

operations. The Power program sustains 541 DC Power systems with a service lifecycle of up to 15 years. 

4. En Route Power Systems: The FAA operates 21 Air Route Traffic Control Centers (ARTCCs), 2 CERAPS 

and special TRACON power systems. Backup power is provided by the ARTCC Critical and Essential 

Power System (ACEPS). Because of the critical role of the En Route Centers in the NAS, they require 100 

percent reliable power to maintain system availability. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

217

5. Lightning Protection Grounding, Bonding and Shielding (LPGBS): The LPGBS program provides a 

systematic approach to minimize electrical hazards to personnel, electromagnetic interference, damage to 

FAA facilities and to protect electronic equipment from lightning, transients, electrostatic discharge (ESD), 

and power faults. Sites are hardened sufficiently for the FAA missions – to prevent delay or loss of service, 

to minimize or preclude outages, and to enhance personnel safety. LPGBS standards have been 

coordinated with industry standards, and in some cases exceed industry standards where necessary to meet 

the FAA missions. 

6. Power Cable: Power cables at airports comprise $2.2 billion of the total $4.6 billion NAS power system 

infrastructure. These cables are essential to the operation of all air traffic. Seventy-five percent of this 

cable is well beyond the condition and age that commercial power companies would continue to operate. 

The top 300 airports require 18 million feet of power cable to sustain operations. Replacement of this cable 

costs $120 per foot and would normally be expected to last 30 years. Replacing unreliable terminal power 

cables has the highest priority in this request. 

7. Engine Generators: Engine generators serve as a backup power source for essential NAS electronic systems 

when commercial power becomes unreliable due to a weather system, natural disaster or other electrical 

outage beyond FAA control. An example of the need for these systems is that the average ARTCC during 

the period, April 10, 2010 through March 11, 2011, experienced 25 hours of commercial power failure. 

The Power program sustains 3,565 NAS engine generators with a useful service life of 24 years. 

Maintenance of the aged inventory has increased five fold in six years to avoid a significant reduction in 

reliability and availability. 

8. Critical Power Distribution System (CPDS): CPDS consists of a family of standardized Power System 

types. The CPDS program funds the replacement of existing CPDS system components such as filters, 

transfer switches, converters, etc., but excludes the acquisition of engine-generators, UPS and batteries. 

The specific standardized CPDS type employed at a NAS ATC facility is optimally matched to the air 

traffic designated activity level of the NAS facility. The CPDS is designed to meet performance 

requirements for reliability, availability and maintainability at air traffic level while optimizing acquisition, 

and logistic, and training costs. 

9. PS3 and Project Support System Engineering: PS3 and Power Systems engineering is an interdisciplinary 

field of engineering that focuses on design and management of electrical power systems in the NAS. 

Systems engineering within the power services group focuses on defining and documenting customer 

requirements, administering the design phase, system validation, quality control, quality assurance, safety 

improvement, sustainment of established alternative energy generation systems, and system life-includes 

test facility and procedures for enhanced system designs. 

10. Alternative Energy Systems (AES): AES Program integrates and sustains a broad range of clean energy 

technologies to meet NAS operational demands. Utilization of AES technologies reduces the Agency 

carbon footprint and helps to achieve Executive goals for reduction of fossil fuel dependencies. Alternative 

energy generation systems include any of the following: Biomass; Waste to Energy; Landfill Gas; 

Geothermal Energy; Solar Energy; Ocean Energy; Hydropower; Hydrokinetic; Wind Energy; and Fuel 

Cell. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

218

Relationship to Performance Metric 

All NAS facilities are dependent on the availability, reliability, and quality of NAS power. Planned electrical power 

equipment replacement and improvement activities minimize disruption of air traffic, and maximize availability and 

reliability of NAS systems. PS3 supports the sustainment of the operational availability at 99.7% for reportable 

power system facilities that support the 30 Core airports. Power systems sustain airport capacity by reducing the 

incidence of NAS delays caused by equipment outages. 

 

Program Plans FY 2014 – Performance Output Goals 

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year): 

 NAS Battery set replacement (60 Sets). 

 Power Conditioning Systems (UPS) (13 Sets). 

 DC BUS Systems (20 Sets). 

 ACEPS En Route Critical Power Systems (3 Sets). 

 Lightning Ground Bonding Protect Systems (4 Sets). 

 Airport Power Cable Replacements (7 Sets). 

 Engine Generators Replacement (89 Sets). 

 Critical Power Distribution Systems (2 Sets). 

 Power System Sustain Support (PS3) and project support system engineering (6 Sets). 

 Alternative Energy Sustainment (7 Sets). 

Program Plans FY 2015 – Performance Output Goals 

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year): 

 NAS Battery set replacement (70 Sets). 

 Power Conditioning Systems (UPS) (16 Sets). 

 DC BUS Systems (23 Sets). 

 ACEPS En Route Critical Power Systems (2 Sets). 

 Lightning Ground Bonding Protect Systems (5 Sets). 

 Airport Power Cable Replacements (8 Sets). 

 Engine Generators Replacement (100 Sets). 

 Critical Power Distribution Systems (6 Sets). 

 Power System Sustain Support (PS3) and project support system engineering (10 Sets). 

 Alternative Energy Sustainment (7 Sets). 

Program Plans FY 2016 – Performance Output Goals 

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year): 

 NAS Battery set replacement (70 Sets). 

 Power Conditioning Systems (UPS) (16 Sets). 

 DC BUS Systems (23 Sets). 

 ACEPS En Route Critical Power Systems (2 Sets). 

 Lightning Ground Bonding Protect Systems (5 Sets). 

 Airport Power Cable Replacements (8 Sets). 

 Engine Generators Replacement (100 Sets). 

 Critical Power Distribution Systems (6 Sets). 

 Power System Sustain Support (PS3) and project support system engineering (10 Sets). 

 Alternative Energy Sustainment (7 Sets). 

Program Plans FY 2017 – Performance Output Goals 

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year): 

 NAS Battery set replacement (70 Sets). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

219

 Power Conditioning Systems (UPS) (16 Sets). 

 DC BUS Systems (23 Sets). 

 ACEPS En Route Critical Power Systems (2 Sets). 

 Lightning Ground Bonding Protect Systems (5 Sets). 

 Airport Power Cable Replacements (8 Sets). 

 Engine Generators Replacement (100 Sets). 

 Critical Power Distribution Systems (6 Sets). 

 Power System Sustain Support (PS3) and project support system engineering (10 Sets). 

 Alternative Energy Sustainment (7 Sets). 

Program Plans FY 2018 – Performance Output Goals 

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year): 

 NAS Battery set replacement (70 Sets). 

 Power Conditioning Systems (UPS) (16 Sets). 

 DC BUS Systems (23 Sets). 

 ACEPS En Route Critical Power Systems (2 Sets). 

 Lightning Ground Bonding Protect Systems (5 Sets). 

 Airport Power Cable Replacements (8 Sets). 

 Engine Generators Replacement (100 Sets). 

 Critical Power Distribution Systems (6 Sets). 

 Power System Sustain Support (PS3) and project support system engineering (10 Sets). 

 Alternative Energy Sustainment (7 Sets). 

2E08, FAA EMPLOYEE HOUSING AND LIFE SAFETY SHELTER SYSTEM SERVICE

FY 2014 Request $2.5M 

FAA Employee Housing and Life Safety Shelter System Services, F20.01-01 

Program Description 

FAA Employee Housing and Life Safety Shelter System Services program funds the modernization 

(replacement/refurbishment) of the housing provided by FAA where there are no commercially-available units 

available for employees at remote facilities. FAA staff that use this housing include flight service station specialists, 

field technicians, and airport and aircraft inspectors. The Housing program replaces, refurbishes and renews 

components of existing housing such as: roofing, windows, heating and air conditioning systems and electrical 

wiring. Primary locations are Alaska, Grand Canyon and American Samoa. A small number of other housing units 

and shelters are located throughout the United States, including the U.S. Virgin Islands. The cost of renovations in 

Alaska are higher because there are relatively few roadway systems in Alaska, and barge and heavy-lift aircraft are 

the primary methods for delivering cargo. This results in higher costs for transporting material and construction. 

1. Roofs: The FAA housing was built between the middle 1940s and the 1980s. Roofs, fascia, and soffits 

periodically need to be replaced to ensure the protection of the structure. This housing is located in areas of 

extreme weather; high winds, heavy rain, hurricanes, and extreme temperature differences. These 

conditions greatly decrease the life expectancy of the roofing materials. 

2. Structural/Siding/Windows/Doors: Siding, windows, and doors need periodic replacement to ensure the 

protection of the structure. Some of the housing is located in areas with permafrost and/or earthquakes and 

movement of the soils under the structure can require major repairs to the foundations. 

3. Electrical/Plumbing Systems: Electrical and plumbing systems in the housing need to be replaced to ensure 

the protection of the structure from damage due to failure of these systems. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 2 

220

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 2 – Workplace of Choice. 

 FAA Outcome 2 – FAA is widely recognized as a workplace of choice. 

 FAA Performance Metric 1 – The FAA is rated in the top 25 percent of places to work in the federal 

government by employees. 

Relationship to Performance Metric 

Housing is needed where no commercially available units are available. All NAS facilities are dependent on regular 

and unplanned maintenance and repair. Due to the remoteness of these locations other housing is not commercially 

available so loss of this housing puts all the local NAS facilities at risk due to the extra time and cost involved in 

daily travel to and from these sites. This project will provide safe, healthy and habitable employee housing and 

shelters to support the metric for top 25 percent of places to work. 

Program Plans FY 2014 – Performance Output Goals 

 Complete four Roof replacement Projects. 

 Complete four Structural/Siding/Windows/Doors Projects. 

 Complete two Electrical/Plumbing Systems Projects. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 

221 

 

ACTIVITY 3: NON-AIR TRAFFIC CONTROL FACILITIES AND 

EQUIPMENT 

A: Support Equipment 

3A01, HAZARDOUS MATERIALS MANAGEMENT

FY 2014 Request $20.0M 

Environmental Cleanup / HAZMAT, F13.02-00 

Program Description 

The HAZMAT program remediates FAA owned or leased sites that were contaminated by FAA or previous owner 

activities. The FAA has identified approximately 730 contaminated sites at approximately 160 distinct locations 

nationwide that require investigation, remediation, and closure activities. Environmental Cleanup site investigations 

have indicated that toxic contamination resulted from a variety of hazardous substances including: cleaning solvents, 

fuels, pesticides, asbestos, polychlorinated biphenyls (PCBs), and heavy metals. FAA organizations, including the 

Mike Monroney Aeronautical Center and the William J. Hughes Technical Center, have mandatory remediation and 

monitoring schedules in place as part of negotiated agreements with regulatory agencies. These agreements require 

the FAA to remediate contaminated soil and groundwater. Extensive contamination at the FAA Technical Center 

prompted the Environmental Protection Agency (EPA) to place the site on the EPA National Priorities List, 

indicating its status as one of the Nation’s most environmentally dangerous sites (i.e., a Superfund site). In addition, 

contaminated sites and past noncompliance with requirements of the Hazardous Materials Management (HAZMAT) 

program account for a large portion of the unfunded environmental liabilities documented in the FAA’s Financial 

Statement. 

Annually in September the Environmental Site Cleanup Report (ESCR) is published. This document contains 

current and expected future cleanup activities for the 730 contaminated sites mentioned above. An estimate of out 

year Environmental Remediation (ER) Liabilities is also included in this report. The current (FY 2011) ER Liability 

is estimated at approximately $400M un-inflated, and with contingency the un-inflated ER Liability is estimated at 

approximately $550M. We continue to make good progress toward remediating sites, approximately 5% of the 

existing sites are closed each year; however, additional sites are also added each year and some of the higher cost 

sites are expected to remain open for many years or decades. During the period from the publication of the FY 2010 

ESCR to the FY 2011 ESCR the total number of identified sites has decreased from approximately 750 to 730. 

To clean up these contaminated sites and comply with applicable environmental regulations, the FAA developed the 

HAZMAT program. The FAA must continue mandated program activities to achieve compliance with all Federal, 

State and local environmental cleanup regulations, including the Resource Conservation and Recovery Act of 1976, 

the Comprehensive Environmental Response, Compensation and Liability Act of 1980, and the Superfund 

Amendment and Reauthorization Act (SARA) of 1986. FAA program activities include conducting site 

investigations; managing hazardous materials; including hazardous waste accumulation, handling and disposal; 

installing groundwater monitoring wells; remediating site contamination; and operating air pollution controls. The 

FAA performs assessment, remediation and closure activities as aggressively and proactively as funding will allow. 

Future planned efforts include conducting contaminant investigations, implementing site remediation projects and 

completing required regulatory closures. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

222

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The HAZMAT program supports the FAA’s Delivering Aviation Access through Innovation goal by continuing to 

improve financial management of cleanup activities for contaminated sites within existing NAS land and structures. 

The program achieves this objective through continued refinement of project cost estimating as well as progress 

tracking of assessment, remediation, and closure activities for contaminated sites. These activities result in a safe 

and environmentally sound workplace, and protection of the natural resources of surrounding communities. 

Program Plans FY 2014 – Performance Output Goals 

 Complete activities at five percent (5%) of the total sites listed in the FY 2013 Environmental Site Cleanup 

Report, resulting in no further resources being needed to be applied to these sites. 

Program Plans FY 2015 – Performance Output Goals 

 Complete activities at five percent (5%) of the total sites listed in the FY 2014 Environmental Site Cleanup 

Report, resulting in no further resources being needed to be applied to these sites. 

Program Plans FY 2016 – Performance Output Goals 

 Complete activities at five percent (5%) of the total sites listed in the FY 2015 Environmental Site Cleanup 

Report, resulting in no further resources being needed to be applied to these sites. 

Program Plans FY 2017 – Performance Output Goals 

 Complete activities at five percent (5%) of the total sites listed in the FY 2016 Environmental Site Cleanup 

Report, resulting in no further resources being needed to be applied to these sites. 

Program Plans FY 2018 – Performance Output Goals 

 Complete activities at five percent (5%) of the total sites listed in the FY 2017 Environmental Site Cleanup 

Report, resulting in no further resources being needed to be applied to these sites. 

3A02, AVIATION SAFETY ANALYSIS SYSTEM (ASAS) 

FY 2014 Request $12.7M 

Regulation and Certification for Infrastructure System Safety (RCISS) – Segment 2, 

A17.01-02 / X, Regulation and Certification for Infrastructure System Safety (RCISS) – 

Segment 3, A17.01-03 

Program Description 

RCISS is an existing technology refreshment program within Aviation Safety (AVS) to upgrade and maintain the 

AVS Information Technology (IT) enterprise infrastructure that includes the automation hardware, software, and 

communication components which support the safety data and applications utilized by the FAA AVS safety 

workforce. All current and planned AVS capital investment initiatives rely on the IT infrastructure being deployed 

by RCISS, including the Aviation Safety Knowledge Management Environment (ASKME) and System Approach 

for Safety Oversight (SASO) programs. 

 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

223

RCISS Segment 2 (A17.01-02): 

Segment 2 will upgrade and improve the hardware and software that helps safety and aircraft certification inspectors 

integrate information from these databases to improve their oversight of the industry. It will also increase the rate of 

data transfer from centralized databases to their mobile devices. Improving the rate of data transfer will increase the 

time available for safety inspections. The portable devices that inspectors use during field work to maintain 

connection with the available databases will be updated to keep up with advances in mobile computing technologies. 

Segment 2 will also upgrade the protection of safety data systems to prevent this important data from being 

destroyed by natural disaster. It will improve protection of the facility where the data is stored and prevent access to 

the data by unauthorized users. 

Segment 2 program activities include technology refresh of the following IT infrastructure components supporting 

AVS’s Safety Workforce of over 6,000 people: mobile toolkits (consisting of mobile tablet personnel computers and 

peripherals); telecommunications services; application servers and data storage devices (hosting national AVS safety 

applications); and COTS Software licenses. The program will also procure contractor support services to provide 

specialized technical expertise in modernizing and maintaining the RCISS enterprise infrastructure. Technology 

refresh is based on the service life of individual components and incrementally performed each year. For example, 

mobile toolkits deployed to the safety workforce have a service life of four years and approximately 25% of mobile 

toolkits are replaced each year. 

RCISS Segment 3 (A17.01-03): 

RCISS Segment 3 will perform technology refresh on the AVS IT infrastructure established by Segments 1 and 2. 

A Final Investment Decision (FID) is planned for FY 2015 which will define the scope and activities for this 

segment. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

Inspection and review of airline safety programs and practices are integral to the FAA safety program. The RCISS 

program provides the infrastructure to support the workforce’s need for information on the safety record of an airline 

and the actions required to meet regulations and directives. This new infrastructure will dramatically enhance the 

capability of the workforce to complete assignments while conducting work in the field. Having this information 

allows the safety inspectors to determine if the airline is complying with good safety practices, which is essential to 

FAA’s role in preventing accidents. RCISS enables the realization of the quantifiable safety benefits claimed by the 

SASO and ASKME investments by providing the IT infrastructure on which these AVS business applications 

reside. Approximately 20% of the combined SASO and ASKME benefits are attributed to RCISS. 

Program Plans FY 2014 – Performance Output Goals 

RCISS Segment 2 (A17.01-02): 

 Complete the technology refresh of 25% of the safety workforce mobile toolkits with enhanced 

telecommunications services. 

 Complete Acquisition Program Baseline (APB) Milestone (Contract Award - Mobility (MOB) Deployment 7) 

for annual technology refresh of safety workforce mobile toolkits. 

 Complete APB Milestone (Contract Award -Enterprise Data Center (EDC) Deployment 7) for technology 

refresh of Enterprise Data Center centralized data storage and processing equipment. 

 Complete contract award for annual technology refresh of disaster recovery equipment. 

RCISS Segment 3 (A17.01-03): 

 None. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

224

Program Plans FY 2015 – Performance Output Goals 

RCISS Segment 2 (A17.01-02): 

 Complete technology refresh of 25% of the safety workforce mobile toolkits with enhanced telecommunications 

services. 

 Complete APB Milestone (Contract Award - Mobility (MOB) Deployment 8) for annual technology refresh of 

safety workforce mobile toolkits. 

 Complete APB Milestone (Contract Award -Enterprise Data Center (EDC) Deployment 8) for annual 

technology refresh of Enterprise Data Center centralized data storage and processing equipment. 

 Complete contract award for annual technology refresh of disaster recovery equipment. 

 Complete RCISS Segment 3 Final Investment Decision. 

RCISS Segment 3 (A17.01-03): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

RCISS Segment 2 (A17.01-02): 

 Complete technology refresh of 25% of the safety workforce mobile toolkits with enhanced telecommunications 

services. 

 Complete APB Milestone (Contract Award - Mobility (MOB) Deployment 9) for annual technology refresh of 

safety workforce mobile toolkits. 

 Complete APB Milestone (Contract Award -Enterprise Data Center (EDC) Deployment 9) for annual 

technology refresh of Enterprise Data Center centralized data storage and processing equipment. 

 Complete contract award for annual technology refresh of disaster recovery equipment. 

RCISS Segment 3 (A17.01-03): 

 None. 

Program Plans FY 2017 – Performance Output Goals 

RCISS Segment 2 (A17.01-02): 

 None. 

RCISS Segment 3 (A17.01-03): 

 Complete technology refresh of 25% of the safety workforce mobile toolkits with enhanced telecommunications 

services. 

 Complete Mobility Deployment 10 contract award for annual technology refresh of safety workforce mobile 

toolkits. 

 Complete Enterprise Data Center Deployment 10 contract award for annual technology refresh of Enterprise 

Data Center centralized data storage and processing equipment. 

 Complete Disaster Recovery Deployment 10 contract award for annual technology refresh of disaster recovery 

equipment. 

Program Plans FY 2018 – Performance Output Goals 

RCISS Segment 2 (A17.01-02): 

 None. 

RCISS Segment 3 (A17.01-03): 

 Complete technology refresh of 25% of the safety workforce mobile toolkits with enhanced telecommunications 

services. 

 Complete Mobility Deployment 11 contract award for annual technology refresh of safety workforce mobile 

toolkits. 

 Complete Enterprise Data Center Deployment 11 contract award for annual technology refresh of Enterprise 

Data Center centralized data storage and processing equipment. 

 Complete Disaster Recovery Deployment 11 contract award for annual technology refresh of disaster recovery 

equipment. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

225

System Implementation Schedule 

3A03, LOGISTICS SUPPORT SYSTEMS AND FACILITIES (LSSF) 

FY 2014 Request $10.0M 

Logistics Center Support System (LCSS) – Segment 2, M21.04-01 / X, Logistics Center 

Support System (LCSS) – Technology Refresh, M21.04-02 

Program Description 

The FAA Logistics Center (FAALC) manages the central NAS inventory warehouses and distribution facilities for 

the FAA. It provides routine and emergency logistics products and services to over 8,091 FAA customers at 

facilities nationwide, as well as, to the Department of Defense (Air Force, Navy, and Army), state agencies, and 

foreign countries. It provides logistics support for more than 48,000 systems nationwide, by providing parts, 

services, supplies and emergency restoration services. The FAALC tracks and accounts for over 62,000 national 

stock numbers with a total value of $900 million. The current system that is used to manage these functions is the 

Logistics and Inventory System (LIS). 

LIS is an agency developed legacy mainframe application that lacks the capability and flexibility to accommodate 

the near term or future long-term supply support needs necessary to maintain the NAS. LIS is built using Natural 

and COBOL languages and was deployed in 1990. Over the last two decades, over 39,000 changes have been 

implemented in LIS. Its archaic architecture lacks the scalability to support the increased performance requirements 

projected by the NAS architecture. 

LCSS hardware and software has been installed and maintained at the FAA Mike Monroney Aeronautical Center 

(MMAC) in Oklahoma City. The LCSS program will require a hardware refresh to maintain the installed equipment 

at the MMAC. 

LCSS – Segment 2 (M21.04-01): 

The Logistics Center Support System (LCSS) is a mission support IT procurement to re-engineer and automate the 

FAA’s logistics management processes. The program modernizes the FAA’s supply chain management and 

replaces the 20-year old Logistics Inventory System (LIS) in support of the Next Generation of air traffic control 

(NextGen) environment. 

LCSS – Technology Refresh (M21.04-02): 

Development hardware for the LCSS program was purchased in FY 2010 with the intent of converting it to 

production at deployment. In FY 2015 this hardware will have reached its end-of-life five-year cycle and will be 

eligible for replacement. The disaster recovery hardware purchased in FY 2012 will be eligible for replacement in 

FY 2017. The disaster recovery hardware will be installed at the disaster recovery site and used for system failures 

in the event of a disaster at the production site. 

Aviation Safety Analysis System (ASAS) - Regulation and 

Certification for Infrastructure System Safety (RCISS)

RCISS

Segment 1: First site Delivery: 2008 -- Last site Delivery: 2011 Seg 1

Segment 2: First site Delivery: 2012 -- Last site Delivery: 2016 Segment 2

Segment 3: First site Delivery: 2017 -- Last site Delivery: 2021 Segment 3

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

226

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The LCSS program supports the Strategic Plan Delivering Aviation Access through Innovation goal with enhanced 

capability to accurately manage NAS spares and repair requirements in a centralized and automated manner 

enabling the agency to: 

1. Provide the right part, at the right time, to the right place. The metric for this is Issue Effectiveness. Target 

goal is 85% effectiveness, where issue effectiveness is the shipment of an item in stock within 24 hours of 

the order or, in the case of a direct ship item, completed processing of the order with the vendor within 24 

hours. 

2. Provide NAS components and parts that are not defective. Metric: Confirm defective products. Target 

goal is no more than 10.8 defects per 1,000 issues. 

3. Provide services that meet or exceed customer expectations. Metric: Customer satisfaction surveys. Target 

goal is 86% customer satisfaction. 

4. Deliver parts and services on time and defect-free reducing potential air traffic system outages and avoiding 

the cost of duplicate shipping and handling. 

Program Plans FY 2014 – Performance Output Goals 

LCSS – Segment 2 (M21.04-01): 

 APB milestone: Operational Test & Evaluation (OT&E) completed (October 2013). 

 APB milestone: LCSS Initial Operational Capability (IOC): decommission LIS (February 2014). 

 APB milestone: LCSS Final Operational Capability (FOC): (April 2014). 

LCSS – Technology Refresh (M21.04-02): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

LCSS – Segment 2 (M21.04-01): 

 None. 

LCSS – Technology Refresh (M21.04-02): 

 Hardware Technology Refresh Implemented (9/30/2015). 

 Milestone: Replace/Upgrade development and production hardware as appropriate. 

Program Plans FY 2016 – Performance Output Goals 

LCSS – Segment 2 (M21.04-01): 

 None. 

LCSS – Technology Refresh (M21.04-02): 

 Hardware Technology Refresh Implemented (9/30/2016). 

 Milestone: Replace/Upgrade development and production hardware as appropriate. 

Program Plans FY 2017 – Performance Output Goals 

LCSS – Segment 2 (M21.04-01): 

 None. 

LCSS – Technology Refresh (M21.04-02): 

 Hardware Technology Refresh Implemented (9/30/2017). 

 Milestone: Replace/Upgrade disaster recovery hardware as appropriate. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

227

Program Plans FY 2018 – Performance Output Goals 

LCSS – Segment 2 (M21.04-01): 

 None. 

LCSS – Technology Refresh (M21.04-02): 

 Hardware Technology Refresh Implemented (9/30/2018). 

 Milestone: Replace/Upgrade development and production hardware as appropriate. 

System Implementation Schedule 

3A04, NATIONAL AIRSPACE SYSTEM (NAS) RECOVERY COMMUNICATIONS (RCOM) 

FY 2014 Request $12.0M 

Command and Control Communications (C3), C18.00-00 

Program Description 

The RCOM program supports the FAA emergency Command and Control Communications (C3) system that gives 

FAA the capability to directly manage and operate the NAS during local, regional and national emergencies when 

normal common-carrier communications are interrupted. C3 provides and enhances a variety of fixed-position, 

portable, and transportable emergency communications systems that support crisis management. These C3 systems 

enable the FAA and other Federal agencies to exchange classified and unclassified communications to protect 

national security. The RCOM program also supports the Washington Operations Center Complex and modernizes 

several FAA “continuity of operations” sites, which ensures FAA executives have command and communications 

during times of crisis. C3 capabilities and related systems include the following: 

Emergency Response 

 Washington Operations Center Complex (WOCC) 

 Remote Transmit Receive (RTR) Facility 

 Communication Support Team (CST) 

 Emergency Response Vehicle (ERV-02) 

Emergency Communications 

 Emergency Operations Network (EON) 

 Very High Frequency/Frequency Modulation (VHF/FM) Program 

 High Frequency/Single Sideband (HF/SSB) Radio System Program 

 Fixed Satellite Telephone Network (STN) 

 Automated Notification System (ANS) 

 Handheld Satellite Phones 

Secure Communications 

 Secure Telephone Equipment (STE) 

 Secure Conference System (SCS) 

 Secure Facsimile (SecFac) 

 Secure Cellular Phones 

 Defense Messaging System (DMS) Secure Internet Protocol Router Network (SIPRNET) 

 Automatic Digital Network (AUTODIN) 

Logistics Center Support System (LCSS)

Decom: February 2014 LIS

First site IOC: February 2014 -- Last site IOC: April 2014 LCSS

LCSS Technology Refresh 

First site: 2015 -- Last site: 2021 LCSS TR

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

228

 OMNI Cryptographic Equipment 

Non-Secure Communications 

 C3 Lan 

 Standard Teleco Phone System 

 Automated Message Handling System (AMHS) 

 Non-classified Internet Protocol Router Network (NIPRNET) 

 Domestic Events Network (DEN) 

In addition to the above, there are classified systems, facilities and projects that C3 either manages or supports that 

are not named or described in this document. These support both intra and interagency agreements and initiatives. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Reduce aviation risk through all phases of flight (gate-to-gate). 

 FAA Performance Metric 4 – Exceed Federal Emergency Management Agency continuity readiness levels 

by 5 percent. 

Relationship to Performance Metric 

The RCOM program contributes to the Next Level of Safety goal by ensuring that the FAA’s C3 structure can 

provide classified and unclassified, time-critical, public and NAS information for the FAA Administrator during 

emergencies. The FAA Administrator shares this information with staff members, key regional managers, the 

Secretary of Transportation, and other national-level executive personnel. 

Program Plans FY 2014 – Performance Output Goals 

 Complete Fixed Satellite Equipment Technology Refresh. 

 Procure and install VHF/FM equipment for ZTL District (Atlanta), Charlotte (CLT), and St. Louis (STL). 

 Complete VHF/FM system requirements documents for Cleveland District (CLE), Buffalo District (BUF), and 

Bangor District (BGR). 

Program Plans FY 2015 – Performance Output Goals 

 Procure and install VHF/FM equipment for Cleveland District (CLE), Buffalo District (BUF), and Bangor 

District (BGR). 

 Complete VHF/FM system requirements documents for Memphis (ZME), Minneapolis/St. Paul (MSP), and 

Cincinnati OEP (CVG). 

Program Plans FY 2016 – Performance Output Goals 

 Procure and install VHF/FM equipment for Memphis (ZME), Minneapolis/St. Paul (MSP), and Cincinnati 

(CVG). 

 Complete system requirements documents for Philadelphia (PHL), Pittsburgh (PIT), and Detroit (DTW). 

Program Plans FY 2017 – Performance Output Goals 

 Procure and install VHF/FM equipment for Philadelphia (PHL), Pittsburgh (PIT), and Detroit (DTW). 

 Complete VHF/FM system requirements documents for Dallas/Ft. Worth (DFW), Salt Lake City (SLC), and 

Denver (DEN). 

Program Plans FY 2018 – Performance Output Goals 

 Procure and install VHF/FM equipment for Dallas/Ft. Worth (DFW), Salt Lake City (SLC), and Denver (DEN). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

229

3A05, FACILITY SECURITY RISK MANAGEMENT

FY 2014 Request $15.0M 

Facility and Infrastructure Security Program – Two, F24.01-02 

Program Description 

The Facility Security Risk Management (FSRM) Program was established in response to Presidential Decision 

Directive 63, Critical Infrastructure Protection which has been superseded by Homeland Security Presidential 

Directive (HSPD) 7, Critical Infrastructure Identification, Prioritization and Protection which requires all Federal 

agencies to assess the risks to their critical infrastructure and take steps to mitigate that risk. The program provides 

risk mitigation at all FAA staffed facilities, such as centers, towers and terminal radar approach control (TRACON) 

facilities. The program provides an integrated security system that includes access control, surveillance, x-ray 

machines, metal detection, and intrusion detection. Other upgrades include adding guardhouses, visitor parking, 

fencing, perimeter hardening, window blast protection, and lighting. 

The objective of the program is to comply with Public Law 106-528, Airport Security Improvement Act of 2000. 

This objective is accomplished through the installation and maintenance of physical security systems and guard 

services at designated FAA facilities using the System Security Design and Integration (SSDI), Corrective 

Maintenance Contract (CMC) II, and National Security Officer Services (NSOS) contracts. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The FSRM Program provides the infrastructure enhancements needed to reduce the risk of disruption of operations 

at facilities critical to the NAS. These enhancements reduce the risk of unauthorized access and provide early 

identification of potential security problems. FSRM activities to increase/improve physical security enable the FAA 

to comply with: 

 U.S. Department of Justice Report #381 Vulnerability Assessment of Federal Facilities 

 The Airport Security Improvement Act of 2000 (Title 49 USC § 44903. Air Transportation Security) 

 Homeland Security Presidential Directive 7, Critical Infrastructure Identification, Prioritization, and 

Protection 

 Homeland Security Presidential Directive 12, Policy for a Common Identification Standard for Federal 

Employees and Contractors 

 FAA Order 1600.69, Facility Security Management Program, as revised. 

Both the DOT IG and GAO continue to track our progress in meeting these requirements. As a result operational 

availability is maintained because enhanced security prevents loss of NAS service. 

Program Plans FY 2014 – Performance Output Goals 

 Complete Personal Identity Verification (PIV) access control retro-fit (50 sites). 

Program Plans FY 2015 – Performance Output Goals 

 Complete Personal Identity Verification (PIV) access control retro-fit (75 sites). 

Program Plans FY 2016 – Performance Output Goals 

 Complete installation of X-ray machines (30 sites) September 1, 2016. 

 Complete Personal Identity Verification (PIV) access control retro-fit (75 sites). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

230

Program Plans FY 2017 – Performance Output Goals 

 Complete Personal Identity Verification (PIV) access control retro-fit (205 sites). 

Program Plans FY 2018 – Performance Output Goals 

 Complete perimeter hardening at 12 Security Level 3 and Security Level 4 facilities. 

3A06, INFORMATION SECURITY

FY 2014 Request $13.0M 

 A, Information Systems Security, M31.00-00 

 B, Federal Identity Credential and Access Management (FICAM), M31.04-01 

A, Information Systems Security, M31.00-00 

Program Description 

The FAA must ensure the integrity and availability of all its critical information systems, networks, and 

administrative systems under conditions of increased cyber terrorism and malicious activities by hackers and other 

unauthorized personnel. In the Homeland Security Presidential Directive/HSPD 7, FAA was directed to protect and 

ensure the integrity, confidentiality, and availability of all National Airspace Information Systems as well as federal 

information. Under the Federal Information Security Management Act (FISMA) of 2002, FAA must identify and 

provide information security protection equal to the risk and magnitude of the harm resulting from unauthorized 

access, use, disclosure, disruption, modification, or destruction of information that supports the agency, aviation 

safety and security, and the NAS. 

The FAA Information Systems Security (ISS) program is a partnership between the FAA Chief Information Officer 

(CIO) organization and FAA lines of business and staff offices (LOBs/SOs) with a focus on protecting our 

information technology (IT) infrastructure. The Cyber Security Management Center (CSMC) provides the 

following services: 

 IT and Information Systems Security (ISS) awareness and training; 

 IT development; 

 enterprise architecture; 

 policy, standards, and requirements; 

 program evaluations; and 

 system certification and compliance. 

This comprehensive Cyber Security effort offers information security awareness training for the agency's key ISS 

personnel, development and evaluation of policies and standards, formulation of system requirements, certification 

of systems and ensures their compliance with federal regulations, protection of FAA's computer enterprise, and 

response to computer security incidents. The CSMC is the operational branch of the FAA ISS Program. It is 

comprised of facilities, technologies, as well as FAA and contract personnel working as a unified entity to provide 

extremely effective, enterprise-focused cyber security services to its clients. The CSMC is a 24x7x365 day 

operation supporting the entire FAA and the Department of Transportation (DOT). In executing the CSMC mission 

of cyber security for the FAA, the CSMC is the central reporting point for all cyber incidents occurring within the 

FAA and DOT. Along these lines, the CSMC also represents the entire DOT as the single source provider of the 

cyber “big picture” when reporting to the Department of Homeland Security (DHS). 

The office of the Chief Information Officer (AIO’s) work continues with a comprehensive, proactive approach to 

preventing and isolating intrusions in the agency’s computer networks. This cyber defense strategy involves 

hardening of the individual system and network elements, isolating those elements and backing up those elements to 

avoid services disruptions. 
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Advanced Persistent Threat events are targeted attacks on federal government systems, which pose a serious and 

imminent threat to those systems. These are events specific in nature, objective and patterned. The development of 

the term “Advanced Persistent Threat” was initiated as an indirect route to allow the communication of these events 

and the identification of systems that have been compromised or affected by sophisticated cyber attacks. The chart 

below shows the monthly Advanced Persistent Threat event trend for October 2010 through August 2011. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Reduce aviation risk through all phases of flight (gate-to-gate). 

 FAA Performance Metric 2 – Ensure no cyber security event significantly degrades or disables a mission 

critical FAA system. 

Relationship to Performance Metric 

The FAA supports and implements security strategies and plans by: (1) ensuring effective preparedness, detection, 

response, and recovery regarding cyber attacks; (2) integrating information security efforts into all acquisition and 

operation phases to protect FAA people, buildings, and information; and (3) supporting the nation’s efforts to 

safeguard homeland security, in particular the aviation infrastructure and industry. 

Program Plans FY 2014 – Performance Output Goals 

 Implement cyber security sensing and reporting systems for two component subsystems of the NAS. 

 Evaluate and deploy at least one new technology to combat Advanced Persistent Threat (APT). 

 Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points. 

 Implement routine vulnerability and Federal Desktop Core Configuration (FDCC)/The United States 

Government Configuration Baseline (USGCB) scanning of 60% of mission support networks. 

 Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

 Install wireless technologies that monitor for rogue wireless network threats and vulnerabilities in locations 

TBD. 

 Conduct software code vulnerability security analysis on 60 legacy and development agency systems. 

 Conduct at least three Webinar/ training sessions on software assurance to FAA employees and contractors. 

Advanced Persistent Threat Events FY 2011

0

10

20

30

40

50

60

Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 Aug-11

Monthly Progression

Number of APT Incidents Opened
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 Enhance the FAA Enterprise Architecture regarding cyber security protection by developing cyber security 

requirements and reviewing certification and authorization work. 

 Develop Enterprise Architecture (EA) per annual architectural guidelines including data, information and 

information security architectures. Develop the EA based upon the Federal Enterprise Architecture Framework 

(FEAF) utilizing the Federal Segment Architecture Methodology (FSAM) or other OMB approved framework. 

 Consolidate Line of Business plans, conduct a quality assessment, and develop the final EA update. 

Program Plans FY 2015 – Performance Output Goals 

 Implement cyber security sensing and reporting systems for two component subsystems of the NAS. 

 Evaluate and deploy at least one new technology to combat Advanced Persistent Threat (APT). 

 Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points. 

 Implement routine vulnerability and FDCC/USGCB scanning of 70% of mission support networks. 

 Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

 Install wireless technologies that monitor for wireless network threats and vulnerabilities in locations TBD. 

 Conduct software code vulnerability security analysis on 80 legacy and development agency systems. 

 Conduct at least four Webinar/ training sessions on software assurance to FAA employees and contractors. 

 Develop architecture and engineering efforts for alternative solutions to secure new FAA systems. 

Program Plans FY 2016 – Performance Output Goals 

 Implement cyber security sensing and reporting systems for two component subsystems of the NAS. 

 Evaluate and deploy at least one new technology to combat Advanced Persistent Threat (APT). 

 Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points. 

 Implement routine vulnerability and FDCC/USGCB scanning of 80% of mission support networks. 

 Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

 Conduct software code vulnerability security analysis on 100 legacy and development agency systems. 

 Conduct at least five Webinar/ training sessions on software assurance to FAA employees and contractors. 

 Develop architecture and engineering efforts for alternative solutions to secure new FAA systems. 

Program Plans FY 2017 – Performance Output Goals 

 Implement cyber security sensing and reporting systems for two component subsystems of the NAS. 

 Evaluate and deploy at least one new technology to combat Advanced Persistent Threat (APT). 

 Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points. 

 Implement routine vulnerability and FDCC/USGCB scanning of 90% of mission support networks. 

 Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

 Conduct software code vulnerability security analysis on 120 legacy and development agency systems. 

 Conduct at least six Webinar/ training sessions on software assurance to FAA employees and contractors. 

 Develop architecture and engineering efforts for alternative solutions to secure new FAA systems. 

Program Plans FY 2018 – Performance Output Goals 

 Implement cyber security sensing and reporting systems for two component subsystems of the NAS. 

 Evaluate and deploy at least two new technologies to combat Advanced Persistent Threat (APT). 

 Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points. 

 Implement vulnerability and FDCC/USGCB scanning in support of continuous monitoring of 99% of mission 

support networks. 

 Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

 Have completed software code vulnerability security analysis on 150 legacy and development agency systems. 
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 Conduct at least six Webinar/ training sessions on software assurance to FAA employees and contractors. 

 Develop architecture and engineering efforts for alternative solutions to secure new FAA systems. 

B, Federal Identity Credential and Access Management (FICAM), M31.04-01 

Program Description 

The FAA’s Federal, Identity, Credential and Access Management (FICAM) program will ensure all FAA federal 

employees and contractors who work for the agency will use the Personal Identity Verification (PIV) credentials to 

gain access to the agency’s systems and networks using procedures compatible with existing automation systems. 

The agency will implement and integrate the identity and access management capability across the entire FAA 

network infrastructure. The FICAM program will phase in implementation using existing government owned 

software products that are capable of integrating PIV authentication and authorization on the FAA networks and 

information systems. The FAA program will either augment legacy security controls of existing systems or 

substitute its controls for those that otherwise would be designed and implemented in new or refreshed systems 

dependent on the cost/benefit results. Utilizing the PIV cards for facility access authentication and systems and 

applications access and authorization will create a uniform and consolidated security and access control 

environment. Implementing the identity, credential and access management requirements provides the Agency with 

the opportunity to eliminate redundant, repetitive manual processes and to centralize access control, monitoring, 

alerts and auditing data while meeting FAA's performance, reliability and availability requirements. All hardware 

and software purchasing or configuration changes will be completed using the Agency’s configuration management 

process. FICAM will achieve the goals and objectives of Homeland Security Presidential Directive-12 (HSPD-12), 

“Policies for a Common Identification Standard for Federal Employees and Contractors” and The Office of 

Management and Budget (OMB) Memorandum M-11-11, “Continued Implementation of Homeland Security 

Presidential Directive (HSPD) 12 – Policy for a Common Identification Standard for Federal Employees and 

Contractors”. The Department of Homeland Security (DHS) has developed a plan of action for agencies that will 

expedite the Executive Branch’s full use of the PIV credentials for access to federal facilities and information 

systems. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Reduce aviation risk through all phases of flight (gate-to-gate). 

 FAA Performance Metric 2 – Ensure no cyber security event significantly degrades or disables a mission 

critical FAA system. 

Relationship to Performance Metric 

This FAA FICAM Program provides agency services for identity, credential and access management to improve 

security, privacy and trust: 

 Identities: Maintain a single set of digital identities that all facilities and information systems can trust. 

 Credentials: Put those identities on secure credentials for personnel to present to facilities and information 

systems. 

 Access: Use those credentials to access the agency's resources. 

The FAA’s FICAM Program allows different facilities and information management systems to share access 

controls. Each resource will continue to decide who can access it, but will not need to administer separate 

passwords. Our long term goal is to create that same kind of trust and interoperability with other government 

agencies, external organizations, and the public. 
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Program Plans FY 2014 – Performance Output Goals 

Advance Security and Progress FAA’s Compliance with Federal Information Security Management Act (FISMA) 

Regulations: 

 Enhance the Physical Access Management Framework by increasing the number of FAA facilities that require 

electronic access control to accept PIV cards and validate against the PIV authoritative directory from 0.003% 

to 5% by FY 2014. 

 Enhance the Logical Access Management Framework by increasing the number of FAA FISMA reportable 

applications, which have not been granted a waiver, to accept PIV cards from 1% to 25% by FY 2014. 

 Provide application authorization capability in the enterprise Logical Access Management Framework in FY 

2014. 

 Prepare for Joint Resource Council (JRC) decisions, completing Concept of Requirements Definition Readiness 

Decision. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

3A07, SYSTEM APPROACH FOR SAFETY OVERSIGHT (SASO) 

FY 2014 Request $9.5M 

System Approach for Safety Oversight (SASO) – Phase 2a, A25.02-01 / X, System 

Approach for Safety Oversight (SASO) – Phase 2b, A25.02-02 

Program Description 

The SASO Program improves, automates, and standardizes FAA’s Flight Standards (AFS) safety oversight and 

inspection processes by implementing International Civil Aviation Organization (ICAO) Safety Management 

System (SMS). To implement SMS within AFS four components are being developed; Safety Assurance System 

(SAS), Safety Risk Management (SRM), Safety Policy (SPO) and Safety Promotion (SPR). 

Safety Assurance System (SAS) – The SAS supports a new proactive systems safety approach that will significantly 

improve the FAAs ability to identify and address hazards and safety risks before they result in accidents. Existing 

information systems and tools will be examined to determine their ability to support systems safety oriented 

oversight and redundant applications will be consolidated. Obsolete and unsuitable systems will be removed and 

replaced with an integrated suite of databases and analysis tools that coincide with the new SMS-based processes. 

The new systems, analysis and decision support tools will consistently provide accurate, critical information needed 

to make timely safety decisions, and the newly engineered oversight processes will emphasize the use of this data by 

the FAA when making critical decisions. Finally, the program will exchange information from these systems with 

national and international government and industry organizations throughout the aviation community to increase 

awareness of systemic safety risks and maximize levels of safety. The SAS will provide easier and quicker access to 

safety information for FAA employees that certificate and surveil the aviation industry. 

Safety Risk Management (SRM) – SASO SRM activities include specific enhancements to the SAS toolset to 

support SRM, particularly with respect to the development and assessment of risk controls and the implementation 

of functional and data interfaces. These interfaces will interconnect the AFS SRM functions with SRM functions of 

other AVS services and offices, most notably the Aircraft Certification Service (AIR). This will be done in 

conjunction with updating internal AFS policy and procedures in accordance with SMS constructs and requirements. 

Safety Policy – SASO Safety Policy improvements will focus on integrating safety planning, organizational 

structure and responsibilities, and operational procedures and controls. SASO will put in place processes and 

procedures to facilitate the development of plans and procedures to meet FAA, Office of Aviation Safety (AVS) and 

AFS safety objectives, and the establishment of acceptable levels of safety for both individual certificate holders and 

applicable aviation industry segments viewed as a whole. SASO will develop methodology for establishing an 

acceptable level of risk for particular industry segments and types of operations, and procedures to continuously 
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monitor aggregate, industry level risk. Finally, references and process controls will be updated to support 

integration into the overall AVS SMS. 

Safety Promotion – SASO Safety Promotion initiatives include five primary activities: development of a positive 

safety culture within AVS and AFS and certificated and non-certificated entities; communication of ongoing SMS 

efforts and outputs to all employees; establishment of personnel competency requirements for SMS activities; 

capturing knowledge of safety issues and incorporating it into the air transportation system; and updating 

product/service provider SMS requirements. 

SASO is divided into three phases. SASO Phase I was a Research and Development (R&D) effort designed to 

develop and test the SAS concept, i.e. using automation to guide and support the FAA’s safety oversight and 

inspection process, for the major air carriers as defined by Tile 14, Code of Federal Regulations (CFR) Part 121 and 

demonstrated the benefits of system safety to AFS and the aviation community. SASO Phase 1 resulted in the 

development and deployment of the SAS “Pilot Project” used to test the SAS concept in an operational environment 

for the major air carriers (CFR Part 121). SASO Phase 1 is considered complete. SASO Phase II further develops 

and implements the SAS concept for other CFR Parts. SASO Phase II is divided into two segments: Alpha and 

Beta. 

SASO Phase II Alpha (A25.02-01): 

SASO Phase II Alpha is the first segment and covers the years FY 2010 through FY 2015. In this segment, the AFS 

SAS Pilot Project is further developed and implemented and adds functionality to support AFS oversight of Title 14 

CFR Parts 135 (commuter and on-demand operators) and 145 (repair stations). In October 2010, a prototype 

demonstration failed a risk-based analysis, a key requirement of the AFS SAS. A rework effort of the business 

processes has been completed and changes are being incorporated into the SAS. Also, changes to the testing and 

implementation strategies have been instituted to help mitigate further program risk. As a result, the SAS 

development and deployment will be delayed by approximately twenty months and the original completion of this 

phase is projected to slide from FY 2013 to FY 2015. Full deployment and initial operational capability (IOC) of 

the SAS is planned in FY 2015 by deploying the SAS to approximately 110 field sites and headquarters. A baseline 

change will be finalized in the fourth quarter, FY 2013, to reflect these program changes. 

SASO Phase II Beta (A25.02-02): 

SASO Phase II Beta is the second segment and covers FY 2014 through FY 2019. A Final Investment Decision 

(FID) for Phase II Beta is planned for 3rd quarter 2014. During this phase, SAS functionality is further developed to 

accommodate the remaining Title 14 CFR Parts regulated by AFS. These include, but are not limited to, other air 

operators, Pilot Schools and Training Centers, Aviation Maintenance Technical Schools, other certificated 

operations such as helicopter external load, and agriculture/crop dusting. Additionally, the remaining three 

components of the SMS (safety risk management, safety policy, and safety promotion) will be developed and 

implemented during this phase. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

SASO supports the goal of reducing the air carrier fatal accident rate by implementing a SMS that will assist 

aviation safety inspectors with their statutory oversight of the aviation industry. SASO Phase II Alpha implements 

an automation system that fulfills the first of four SMS components, Safety Assurance. SASO Phase II Beta 

completes the remaining three SMS components, Safety Promotion, Policy and Risk Management. After 

completion of both Phases, the aviation safety inspector workforce will be better informed so they can improve their 

enforcement of safety regulations and continue to protect America’s flying public. 
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Fiscal Years 2014-2018 Activity 3 

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Program Plans FY 2014 – Performance Output Goals 

SASO Phase II Alpha (A25.02-01): 

 Complete testing and evaluation of the Safety Assurance System (SAS). 

 Commence fielding of the SAS. 

SASO Phase II Beta (A25.02-02): 

 Complete FID for Phase II Beta in 2nd quarter. 

Program Plans FY 2015 – Performance Output Goals 

SASO Phase II Alpha (A25.02-01): 

 Complete fielding of the SAS. 

 Achieve IOC of the SAS. 

SASO Phase II Beta (A25.02-02): 

 Conduct SAS Business Process Reengineering (BPR). 

 Conduct SAS Phase II Beta Preliminary Design Review. 

 Conduct Safety Risk Management (SRM) Preliminary Design Review. 

 Conduct Safety Promotion (SPR) Preliminary Design Review. 

 Conduct Safety Policy (SPO) Preliminary Design Review. 

 Deliver SRM, SPR, SPO business processes documentation. 

Program Plans FY 2016 – Performance Output Goals 

SASO Phase II Alpha (A25.02-01): 

 None. 

SASO Phase II Beta (A25.02-02): 

 Conduct SAS Phase II Beta Critical Design Review. 

 Complete development of SAS Phase II Beta automation software package. 

 Conduct Safety Risk Management (SRM) Critical Design Review. 

 Conduct Safety Promotion (SPR) Critical Design Review. 

 Conduct Safety Policy (SPO) Critical Design Review. 

 Deliver SRM, SPR, SPO Software Design Documentation. 

Program Plans FY 2017 – Performance Output Goals 

SASO Phase II Alpha (A25.02-01): 

 None. 

SASO Phase II Beta (A25.02-02): 

 Complete SAS Phase II Beta development of automation software package ready for testing. 

 Complete Safety Risk Management (SRM) software development. 

 Complete Safety Promotion (SPR) software development. 

 Complete Safety Policy (SPO) software development. 

Program Plans FY 2018 – Performance Output Goals 

SASO Phase II Alpha (A25.02-01): 

 None. 

SASO Phase II Beta (A25.02-02): 

 Complete SAS Phase II Beta automation software integration and test. 

 Complete Safety Risk Management (SRM) software integration and test. 

 Complete Safety Promotion (SPR) software integration and test. 

 Complete Safety Policy (SPO) software integration and test. 
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System Implementation Schedule 

3A08, AVIATION SAFETY KNOWLEDGE MANAGEMENT ENVIRONMENT (ASKME) 

FY 2014 Request $12.2M 

Aviation Safety Knowledge Management Environment (ASKME) – Segment 2, A26.01-01 

Program Description 

The Aviation Safety Knowledge Management Environment (ASKME) is a suite of information technology (IT) 

tools designed to support and enable the FAA Aircraft Certification Service (AIR) to more efficiently certify new 

aircraft and modifications to existing aircraft. The program was established to provide a comprehensive automation 

environment for critical safety business processes for the Office of Aviation Safety through deployment of 18 

integrated business solutions (18 projects) between Fiscal Year 2008 and Fiscal Year 2017. Segment 1 covers fiscal 

years FY08-FY12 and Segment 2 covers fiscal years FY13-FY17. ASKME, Segment 2, obtained its baseline 

decision on September 21, 2011 from the FAA Joint Resources Council. 

The environment created by integration of ASKME projects will provide electronic storage and retrieval of FAA 

technical documentation, and lessons learned from previous certifications that involved aircraft design and 

manufacturing safety issues, so that they can be accessed and shared more easily. ASKME will provide a 

comprehensive automated system and electronic tools for capturing key safety related data resulting from its 

standard business activities for rulemaking and policy development, airworthiness directives, design certification, 

production/ manufacturing certification and airworthiness certification to help approve operating certificates, design 

or modification of aircraft and meet aircraft safety conditions; designee management, evaluation and audit, external 

inquiries, enforcement, continued operational safety management, and international coordination. 

Segment 1 IT Application Deliverables Included: 

 Electronic File Service (EFS) 

 Work Tracking Software – Risk Based Resource Targeting (WTS-RBRT) 

 Monitor Safety Related Data (MSRD)(3 related applications) 

o Monitor Safety Analyze Data (MSRD-MSAD) 

o Oversee System Performance – Internal (MSRD-OSPi) 

o Oversee System Performance – External (MSRD-OSPe) 

 Designee Supervision / Past Performance (DS/PP) 

 Assimilate Lessons Learned (ALL) 

 Work Tracking Software – Work Activity Tracking (WTS-WAT) 

 Engineering Design Approval (EDA) 

 DTE-DDS Technical Evaluations – Aircraft Certification Audit Info System (ACAIS) 

Segment 2 IT Application Deliverables Include: 

 Electronic File Service (EFS) – Production Support and Historical Scanning 

 Work Tracking Software – Budget Management (WTS-BMgmt) 

System Approach for Safety Oversight (SASO)

Safety Assurance System (SAS) Alpha Development - 2010-2015 Alpha Dev

Safety Assurance System (SAS) Alpha - IOC/FOC 2015 Aplha

Safety Risk Management (SRM) Development - 2015 -- 2019 SRM Dev

Safety Promotion (SPR) Development - 2015 -- 2019 SPR Dev

Safety Policy (SPO) Development - 2015 -- 2019 SPO Dev

Safety Assurance System (SAS) Beta - IOC/FOC 2019 Beta

2010 2015 2020
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 Airworthiness Directives Development (ADD) 

 Airworthiness Certifications (4 related applications): 

o Standard Airworthiness Certifications (StdAC) 

o Special Airworthiness Certifications (SpclAC) 

o Special Flight Authorizations (SFA) 

o Certification of Imported/Exported Products (CI/EP) 

 Compliance and Enforcement Actions (CEA) 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

The Aircraft Certification Service (AIR) is responsible for ensuring that civil aircraft are designed and manufactured 

to operate safely within the NAS. ASKME will provide the automated systems to conduct safety data analysis and 

data gathering, as well as the collection of lessons learned as it applies to AIR’s safety-related responsibilities (e.g. 

aircraft certification and certificate management, regulatory development, designee supervision and oversight, and 

operational safety). ASKME will provide AIR with a comprehensive mechanism aimed at: 1) the early 

identification and resolution of accident precursors; 2) the promotion of systematic and structured risk 

assessment/risk management practices; and 3) the proactive management of safety issues throughout the lifecycle of 

an aircraft and its components. The projected benefit from FY 2013 to FY 2023 is estimated at 77.26 avoided 

fatalities. 

Program Plans FY 2014 – Performance Output Goals 

 Finalize System Specification Requirements for Standard Airworthiness Certifications (StdAC). 

 Finalize System Specification Requirements for Special Airworthiness Certifications (SpclAC). 

 Finalize System Specification Requirements for Special Flight Authorizations (SFA). 

 Finalize System Specification Requirements for Certification of Imported/Exported Products (CI/EP). 

 Complete development, test, and implementation phases for Engineering Design Approval (EDA). 

 Complete development, test, and implementation phases for Develop and Deploy DTE-DDS Technical 

Evaluations-ACAIS. 

 Complete development, test, and implementation phases for MSRD-Oversee System Performance External 

(OSPe). 

 Complete development, test, and implementation phases for Designee Supervision/Past Performance (DS/PP). 

 Complete design, development, test, and implementation phases for Work Tracking Software-Budget 

Management (WTS-BMgmt). 

 Complete scanning of 25% of historical documents for Electronic File System (EFS). 

Program Plans FY 2015 – Performance Output Goals 

 Finalize documented detailed System Specification Requirements Compliance and Enforcement Actions (CEA) 

 Complete design, development, test, and implementation phases Airworthiness Directives Development (ADD). 

 Complete scanning of 25% of historical documents for Electronic File System (EFS). 

Program Plans FY 2016 – Performance Output Goals 

 Complete design, development, test, and implementation phases Standard Airworthiness Certifications (StdAC). 

 Complete design, development, test, and implementation phases Special Airworthiness Certifications (SpclAC). 

 Complete design, development, test, and implementation phases for Special Flight Authorizations (SFA). 

 Complete design, development, test, and implementation phases for Certification of Imported/Exported 

Products (CI/EP). 

 Complete design, development, test, and implementation phases for Compliance and Enforcement Actions 

(CEA). 
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Fiscal Years 2014-2018 Activity 3 

239

 Complete scanning of 25% of historical documents for Electronic File System (EFS). 

Program Plans FY 2017 – Performance Output Goals 

 Complete scanning of all historical documents for Electronic File System (EFS). 

 Complete requirements document identifying additional user needs. 

 Conduct user in service training. 

Program Plans FY 2018 – Performance Output Goals 

 None. 

3A09, DATA CENTER OPTIMIZATION

FY 2014 Request $1.0M 

Data Center Consolidation Initiative, F30.01-01 

Program Description 

The Data Center Consolidation Initiative (DCCI) consolidates existing data centers and provides application owners 

with access to state-of-the-art data center services for administrative and mission support systems and services. It 

shifts agency IT investments to more efficient technologies and better use of data center resources. These 

improvements will solve persistent agency shortfalls, support agency IT cost reduction initiatives, ensure 

compliance with the OMB mandate to consolidate data centers, and reduce year-to-year spending on data centers. 

New data center hosting requests continue to be presented to data centers which are at or near capacity. In addition, 

numerous applications and services are currently hosted in server/computer rooms which are not conducive to 

efficient or secure IT operations. 

Historically, the FAA has managed a distributed data center environment which permitted costly data center sprawl 

without real alignment to enterprise-level planning and requirements. Much of the agency’s current data center 

capacity is inadequate to support FAA services and is operating at near capacity in Oklahoma City and Atlantic City. 

The lines of business (LOBs) and staff offices (SOs) continue to host services in sub-standard data center spaces in 

part due to this capacity shortage. The FAA currently provides services from within local computer rooms, which 

expose the agency to security and technical risks. In addition, this environment perpetuates a lack of governance 

and leads to further inefficiencies in equipment and services. 

During February 2010 OMB launched the Federal Data Center Consolidation Initiative (FDCCI) to curb year-toyear spending on federal data centers and to support federal sustainability goals. OMB requires agencies to 

consolidate excess data center capacity, show improved use of existing data center resources, and streamline 

processes in a shared IT services environment. Every year agencies must update data center inventories, make 

commitments to close excess data center spaces, and estimate related cost savings. Beginning in 2011 the General 

Accountability Office (GAO) also began to report to Congress on individual agency progress. 

The FAA will require investment funds to accomplish large-scale consolidation, primarily to support the cost of 

migrating servers and applications to strategically selected data centers. Savings will be achieved over time as 

spaces are decommissioned and the agency stops incurring related facilities costs; staffing needs are reduced; and 

services are migrated to modern, optimized data center facilities. 

The agency now maintains 155 data center spaces, which comprise roughly 57,000 square feet of space. Of these 

spaces, 19 are at least 1,000 square feet, and the largest is 7,600 square feet. The spaces require floor space, power, 

cooling and other infrastructure such as: telecommunications networking, racks, etc. They host 2,744 computer 

servers and additional data storage hardware. 

The agency plans to use the DCCI program to consolidate 35 to 40 spaces, which comprise approximately 20 

percent of the current footprint and currently host 1,109 servers. Consolidation would occur within existing regional 

data centers, the CLERC server room in FOB10B at Headquarters, the System Management Facility at the Mike 
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Fiscal Years 2014-2018 Activity 3 

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Monroney Aeronautical Center in Oklahoma City, and the data center at the William J. Hughes Technical Center. 

The agency would also use at least one additional enterprise data center which is yet to be identified. Options for 

the additional center include using the new Herndon data center (not yet part of the agency data center inventory) or 

a third-party data center hosting service. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 2 – Reduce aviation risk through all phases of flight (gate-to-gate). 

 FAA Performance Metric 2 – Ensure no cyber security event significantly degrades or disables a mission 

critical FAA system. 

Relationship to Performance Metric 

By reducing the number of data center facilities, standardizing controls and providing enterprise-wide governance, 

DCCI will increase the FAA’s security posture. DCCI will replace the current patchwork of network and security 

solutions with a well-engineered unified infrastructure that allows for quick identification of vulnerabilities and 

enables FAA to stop potential attacks. Consolidating security and technologies will simplify security controls, help 

automate processes and ensure an operationally efficient approach. 

Program Plans FY 2014 – Performance Output Goals 

 Complete FAA data center consolidation plan. 

 Complete migration of 20 servers to consolidation centers. 

Program Plans FY 2015-2018 – Performance Output Goals 

 None. 

3A10, AEROSPACE MEDICAL EQUIPMENT NEEDS (AMEN) 

FY 2014 Request $5.0M 

Aerospace Medical Equipment Needs (AMEN) – Technology Refresh – Phase 1, M53.01-01 

/ X, Aerospace Medical Equipment Needs (AMEN) – Technology Refresh – Phase 2, 

M53.01-02 

Program Description 

The Aerospace Medical Equipment Needs (AMEN) program will replace 121 items of the Civil Aerospace Medical 

Institute (CAMI), Aerospace Medical Research Division’s laboratory equipment. This older laboratory equipment 

lacks the modern capabilities needed for testing and will be replaced with more capable Commercial-Of-The-Shelf 

(COTS) products over the FY 2012 through FY 2016 period. The program was approved with a 5-year baseline 

(FY 2012 – FY 2016). AMEN Technology Refresh Phase 1, M53.01-01, replaces the 121 items while AMEN 

Technology Refresh Phase 2, M53.01-02, replaces 23 items (category D: Scientific and Engineering Research 

Systems) that are acquired under AMEN Phase 1 and have a four year life cycle. 

CAMI, located at the Federal Aviation Administration (FAA) Mike Monroney Aeronautical Center (MMAC) in 

Oklahoma City, Oklahoma, is the medical certification, education, research, and occupational medicine wing of the 

Office of Aerospace Medicine (AAM) within the FAA’s Aviation Safety Organization (AVS). CAMI supports 

regulation of aviation safety and development of aeromedical safety standards. CAMI’s personnel work in 

sophisticated research laboratories and testing facilities with the need for modern scientific, engineering, and 

medical systems. The equipment to be procured by the AMEN program supports two critical FAA research areas: 

Bioaeronautical Sciences and Protection & Survival. 

 
Capital Investment Plan Appendix B 

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AMEN Technology Refresh Phase 1 (M53.01-01): 

Much of the laboratory equipment used by CAMI’s scientists, physicians, and engineers is old and becoming 

obsolete. This aging equipment places several accreditations at risk, and does not allow the FAA to keep up with 

science and technology advances currently available in the market. The AMEN technology refresh program is 

designed to replace 121 equipment items classified into the following categories: 

1. 27 Biochemical Sample Analyses Systems e.g., chromatographs, spectrometers, molecular biology 

instruments, and gene sequencing systems – 7 year life cycle. 

2. 24 Biochemical Sample Preparation and Physiological Monitoring Systems e.g., centrifuges, plates, 

tonometer, oxymeters, extraction tools, balances – 10 year life cycle. 

3. 38 Storage, Cleaning, Machining, and Laboratory Safety Systems e.g., refrigerators, freezers, fume hoods, 

filing cabinets, locker, washer, dryer, drills – 20 year life cycle. 

4. 23 Scientific and Engineering Research Systems e.g., High rate material test system, data mining statistical 

tools, scientific information systems, light system electronic control - 4 year life cycle. (These items will 

be replaced by AMEN Technology Refresh at the end of their life cycle) 

5. 7 Mechanical and Engineering Monitoring Systems e.g., environmental monitoring (includes Altitude 

Chamber), anthropometric dummies, calibration systems, transducers – 15 year life cycle. 

6. 2 Evacuation and Impact Testing Systems e.g., Impact Sled and Aircraft Cabin Environment Facility 

(ACEF) – 25 year life cycle. 

AMEN Technology Refresh Phase 2 (M53.01-02): 

AMEN Technology Refresh Phase 2, replaces 23 items (category D: Scientific and Engineering Research Systems) 

that are acquired under AMEN Phase 1 and have a four year life cycle. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

More modern equipment will support four human safety research areas: (1) AEROMEDICAL SYSTEMS 

ANALYSIS: Assessment of very large datasets concerning aircrew, their medical certification, and their 

involvement in aviation accidents and incidents; (2) ACCIDENT PREVENTION AND INVESTIGATION: 

Development of procedures to detect aeromedically unsafe conditions and trends. The forensic toxicology 

laboratory serves as the primary national site for toxicology testing relative to accident investigation fatalities; (3) 

CRASH SURVIVAL: Assessment of crash environments including head impact, seat deformation, occupant 

restraint performance, and safety device effectiveness; all key issues in aircraft certification processes and protection 

of human life; and (4) AVIATION PHYSIOLOGY. Assessment of human performance at altitude, adequacy of 

protective breathing equipment, aircraft environmental control systems/cabin air quality, and methods of 

detection/protection from chemical, biological, and radiological threats. This research will lead to a better 

understanding of disease and environmental stress factors (alcohol, fatigue, hypoxia, g-forces) that concern medical 

certification decision-making processes, aircrew performance, aeromedical education programs for aviation medical 

examiners, pilots, and flight attendants; accident investigation practices; certification of aircraft equipment and 

protective devices; and harmonization of standards. 

Program Plans FY 2014 – Performance Output Goals 

AMEN Technology Refresh Phase 1 (M53.01-01): 

 Contract Awards by 7/1/14 (of type A: 2, B: 12, C: 17, D: 2, and E: 2,). 

 Award contract for Altitude Chamber Air Handling System, July 2014. (APB milestone) 

 All items acquired in FY 2012 in service by 9/2014 including disposition of old equipment. 

 Complete In-Service for Impact Sled System, 9/14/2014. (APB milestone) 

 Complete In-Service for Aircraft Evacuation Research Facility, 9/24/2014. (APB milestone) 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

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AMEN Technology Refresh Phase 2 (M53.01-02): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

AMEN Technology Refresh Phase 1 (M53.01-01): 

 All items acquired in FY 2013 in service by 9/15 including disposition of old equipment. (Prior year funds) 

 Complete In-Service for Altitude Chamber Control System, February 2015. (APB milestone) (Prior year funds) 

AMEN Technology Refresh Phase 2 (M53.01-02): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

AMEN Technology Refresh Phase 1 (M53.01-01): 

 All items acquired in FY 2014 in service by 9/2016 including disposition of old equipment. (Prior year funds) 

 In-Service Altitude Chamber Air Handling System, April 2016. (APB milestone) (Prior year funds) 

AMEN Technology Refresh Phase 2 (M53.01-02): 

 Contract Award: continued refresh of items in Category D: Scientific and Engineering Research Systems. 

Program Plans FY 2017-2018 – Performance Output Goals 

 None. 

3A11, AVIATION SAFETY INFORMATION ANALYSIS AND SHARING (ASIAS)* 

FY 2014 Request $15.0M 

Safety, Security, Environment – Aviation Safety Information Analysis and Sharing 

(ASIAS), G07A.02-01 

Program Description 

The ASIAS program is an information safety analysis and data sharing collaboration involving industry and 

government to proactively analyze broad and extensive data to advance aviation safety. The primary objective of 

ASIAS is to provide a national resource for use in discovering common, systemic safety problems that span multiple 

airlines, fleets and regions of the global air transportation system. ASIAS uses internal FAA datasets, airline 

proprietary safety data, publicly available data, manufacturers’ data and other data. ASIAS fuses these data sources 

in order to identify safety trends in the NAS, leading to a comprehensive and proactive approach to aviation safety 

in conjunction with implementation of NextGen capacity and efficiency capabilities. 

The information analysis and sharing mission directly supports safety promotion and safety assurance initiatives 

with analytical results such as baseline information and trends; and indirectly supports safety risk management 

through issue identification, information and tools for analysis of hazards. System wide analysis and modeling 

support risk assessment and management for both existing and future systems by identifying potential systemic risks 

associated with new systems (in NextGen) as well as existing systems. To fully realize the benefits of the SMS 

approach to safety and reach the safety levels demanded by the public, it will be necessary to address shortcomings 

in the current aviation system by: 

 Replacing inadequate, informal communication with prompt and comprehensive exchanges of aviation 

safety information 

 Coordinating and sharing the resources required to maximize the effectiveness of tool development and 

issue analysis 

 Establishing a collaborative approach to identifying and mitigating system safety issues posing the highest 

risks. 

ASIAS supports these objectives by aggregating and sharing data among ASIAS participants in order to more 

clearly understand precursors to accidents. ASIAS aggregates disparate aviation safety data sources in a central 

repository, increasing its potential value for analysis-based insight and providing insights that would not be available 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

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if data is not shared. ASIAS also performs advanced safety analytical capabilities and analyses that would not be 

available to individual participants performing similar analyses. 

ASIAS has initiated the process of proactively analyzing, identifying and monitoring the data for potential high risk 

safety issues that might otherwise remain hidden until uncovered in post-incident investigations. New automated 

processes will facilitate advanced analysis of comprehensive data which will provide new insights about potential 

safety risks in both the current NAS and as the NAS evolves to NextGen. 

The activities in the program include: 

1. Research to develop ASIAS capabilities that build upon and extend existing capabilities for managing and 

processing aviation safety and performance data, 

2. The development of tools that convert both textural and numeric data into information, and 

3. The creation of visualization capabilities that aid causal/contributing factor analyses and risk assessment. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

ASIAS is a vital component needed to achieve this goal. Safety insights from ASIAS analyses are communicated to 

the ASIAS participants and, as authorized by the ASIAS Executive Board (AEB), to the others in the aviation 

community. Participants will leverage insight to identify risk-reducing alternatives or changes to operations or 

processes. Implemented changes will prevent would-be accidents. Safety insights from ASIAS will be applicable to 

a broad range of aviation communities (e.g., commercial, general aviation (GA), helicopters) and other civilian 

agencies involved with aviation operations (e.g., airport operators, airport authorities) and specifically to the FAA as 

it develops and implements NextGen. ASIAS supports promotion and expansion of safety information efforts, 

particularly as a FAA-industry partnership and data-driven safety program to identify, prioritize and address risks 

and/or vulnerabilities before they lead to accidents. 

Program Plans FY 2014 – Performance Output Goals 

 Convert existing distributed nodes to the centralized ASIAS node to achieve operational cost efficiencies. 

 Demonstrate the use of the ASIAS web portal as a collaboration tool among stakeholders, including access to 

selected aggregated fused data sets and expanded analytical capabilities by ASIAS participants for their internal 

analysis. 

 Develop and implement, through limited application for select fleets, a new data standard for Flight Operational 

Quality Assurance (FOQA) data. 

Program Plans FY 2015 – Performance Output Goals 

 Demonstrate the use of ASIAS capabilities to measure safety risks that may evolve through the implementation 

of NextGen capabilities. 

 Expand data fusion to include the integration of voluntarily submitted text safety reports from both FAA and 

ASIAS participants with digital flight data and FAA surveillance data. 

Program Plans FY 2016 – Performance Output Goals 

 Complete the evolution of the ASIAS architecture to one where all proprietary data are available on a secure 

centralized network where such data can be efficiently integrated with other non-proprietary data. 

 Expand ASIAS analytical capabilities to include the storage, retrieval, and analysis of ATC voice archives; 

demonstrate the application of these capabilities through one of the ASIAS Directed Studies. 

 Introduce a methodology for automated vulnerability assessment capability into ASIAS. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

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Program Plans FY 2017 – Performance Output Goals 

 Through the ASIAS Portal, enable full 3-D visualization of selected safety events using aggregate fused data for 

ASIAS participants use in their internal analysis. 

 Align Directed Studies and analytical techniques with NextGen system changes (e.g., ATM procedures, 

airspace redesign) and community changes (e.g., fleet changes, avionics). 

 Expand ASIAS studies beyond those affecting commercial aviation in the NAS through assessment of issues 

that impact multiple segments of the aviation community (e.g. interaction of GA and commercial aviation) as 

well as targeted studies for specific communities such as rotorcraft or GA fixed wing. 

 Develop automated capabilities to alert atypical flight and system behavior using fused digital and textual data. 

Program Plans FY 2018 – Performance Output Goals 

 Establish the participation in ASIAS of UAS operators based upon risk-based, statistically significant standards. 

 Complete the transition of ASIAS to a cloud-based architecture for data storage and analytical capabilities, and 

provide access to other organizations to conduct their own analyses in a cloud based environment. 

 Expand ASIAS studies to include risks identified by unsupervised exploratory (atypicality) analysis performed 

on databases consisting of fused proprietary and publicly available data. 

 Complete integration of ASIAS with other NextGen portfolios through establishment of appropriate 

requirements-driven safety metrics and monitoring strategies to demonstrate safety performance. 

3A12, NATIONAL TEST EQUIPMENT PROGRAM

FY 2014 Request $3.0M 

National Test Equipment Program, M17.01-01 

Program Description 

The National Test Equipment Program (NTEP) is responsible for the purchase, calibration, maintenance, and 

management of FAA test equipment at over 41,000 sites. NTEP ensures that the NAS equipment operates within 

technical and safety specifications. The test equipment is used by technicians to troubleshoot, repair, and certify 

new and legacy systems. Operational NAS systems must be certified by this test equipment before being returned to 

service. 

Analysis conducted during the Service Analysis and CRD phases indicates that between 19%-25% of the 77,000 

pieces of Test Equipment (TE) require replacement, with an estimated cost of approximately $320M. Some existing 

test equipment is more than 30 years old and spare parts for this old equipment are no longer manufactured, so it 

must be replaced. Replacement of the current analog test equipment must be forward compatible with the advanced 

digital technology being deployed through NextGen. Current requirements reflect a critical need for Transmission, 

Comm Service Monitors, Signal Generators, and Oscilloscopes. In addition, the NTEP will be able to improve the 

safety of certain procedures as technology enhancements reduce the need to perform certain functions, such as 

climbing high towers. 

Within the Acquisition Management System process, the program completed the Concept and Requirements 

Development phase with the Investment Analysis Readiness Decision (IARD) JRC approval on September 20, 

2012. Following a successful Final Investment Analysis (FIA) phase, the Final Investment Decision (FID) is 

expected on or before June 2013. These milestones have been incorporated on the FAA’s Enterprise Architecture 

(EA) Roadmap for Facilities. If approved at the FID, the program’s spend plan has prioritized satisfying the test 

equipment shortfall at the FAA’s Core 30 airports. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

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Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

Poor performing test equipment impacts the mean-time to restore between outages. When test equipment is 

functioning at an optimal performance, it provides a return on investment through greater efficiencies in maintaining 

the NAS. Representative systems that are impacted by the program include: Communication, Automation, 

Surveillance, Power, Navigational, and Weather. 

Program Plans FY2014 – Performance Output Goals 

 The National Test Equipment program plans to procure and deliver to the Service Areas: 

o 20 communication test sets 

o 40 telephone test sets 

o 30 cable and antenna analyzers 

o 20 signal generators 

o 10 counters 

Program Plans FY2015 – Performance Output Goals 

 The National Test Equipment program plans to procure and deliver to the Service Areas: 

o 20 communication test sets 

o 40 telephone test sets 

o 30 cable and antenna analyzers 

Program Plans FY2016 – Performance Output Goals 

 The National Test Equipment program plans to procure and deliver to the Service Areas: 

o 40 communication test sets 

o 80 telephone test sets 

o 60 cable and antenna analyzers 

Program Plans FY2017 – Performance Output Goals 

 The National Test Equipment program plans to procure and deliver to the Service Areas: 

o 40 communication test sets 

o 80 telephone test sets 

o 60 cable and antenna analyzers 

Program Plans FY2018 – Performance Output Goals 

 The National Test Equipment program plans to procure and deliver to the Service Areas: 

o 40 communication test sets 

o 80 telephone test sets 

o 60 cable and antenna analyzers 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

246

3A13, MOBILE ASSETS MANAGEMENT PROGRAM

FY 2014 Request $3.0M 

Mobile Asset Management Program, F31.01-01 

Program Description 

The Mobile Asset Management Program (MAMP) provides easily moveable NAS equipment to restore certain 

operations during periods of extended equipment outages, to ensure continuity of NAS operations. Mobile NAS 

equipment provides for the continuity or restoral of air traffic control when an air traffic control tower (ATCT) or 

other NAS system is out of service due to a disaster or extensive repair/modernization/upgrade and to augment air 

traffic control functions during major public events which may impact air traffic safety. The MAMP provides 

mobile assets that function as ATCTs, terminal radar approach control (TRACON) facilities, remote 

transmitter/receiver (RTR) sites, remote communications air/ground (RCAG) sites, and other systems that 

experience unexpected outages or planned system downtime for non-routine maintenance, modernization, or 

upgrade. 

The FAA’s mobile assets are in a serious state of disrepair and are often incapable of providing their intended 

service without first undergoing significant maintenance or repair. The inventory consists of 104 assets that range 

from 30KW Mobile Engine Generators (MX) to four-position, mobile ATCTs (MATCTs). The near term need is to 

replace eight obsolete large four-position MATCTs and restore the remaining assets to a full operational capability. 

The MATCTs, which were acquired in the 1990s and are experiencing serious material failures and they must be 

replaced. Currently, there is no centralized management or logistics support oversight of these assets to keep them 

in a fully operational condition. As a result of these deficiencies, the FAA is experiencing significant difficulty in 

providing functional mobile assets when emergency conditions warrant their use. MAMP will provide the mobile 

assets and the means to manage those assets. 

National Deployment Centers shall be established in each Service Area. The Central Service Area (CSA) and 

Western Service Area (WSA) will establish their Deployment Centers in FY 2014, and the Eastern Service Area 

(ESA) will establish its Deployment Center in FY 2015. The Deployment Centers will serve as national property 

custodians of the mobile assets. Sheltered storage is mandatory. The Deployment Centers will arrange for 

transportation of the mobile assets to and from the event location, and verify inventory/assessment with the 

receiving custodian. The Deployment Center will maintain a website schedule of the mobile assets deployments 

within their area of responsibility. The mobile assets will be maintained by the District Offices and Systems Support 

Center (SSC) personnel at the appropriate Deployment Center in advance of a deployment. 

Efforts are underway to develop a set of requirements for all mobile assets. These requirements will be the basis for 

building an inventory of mobile assets that will enable the FAA to respond to planned and unplanned outages in the 

NAS. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation, 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 2 – Maintain operational availability of the National Airspace System (NAS) at 

99.7 percent through 2016. 

Relationship to Performance Metric 

The MAMP program supports NAS operational availability by providing backup service for radars, control towers, 

and communications systems. Hurricane Katrina and the Haiti earthquake revealed that the FAA is not well 

prepared to handle disasters. Also, each year there are 10-15 ATCT modernization efforts in progress which require 

mobile assets to maintain operations assets are not always available necessitating the development of “work around” 

procedures result in extending the duration of the projects. Additionally, the majority of the ATCTs are over 50 

years old resulting in an increasing number of unforeseen outages requiring mobile assets to maintain operations. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

247

Program Plans FY 2014 – Performance Output Goals 

 Award national Indefinite Delivery Indefinite Quantity (IDIQ) Mobile Towers Contract. 

 Acquire two Large Self-Contained MATCTs. 

 Develop prototype modular MATCT, across multiple years. 

 Establish a National Deployment Center for CSA and WSA. 

 Acquire test equipment, tools and ancillary for CSA and WSA Deployment Centers. 

 Acquire security cameras and access control for CSA and WSA Deployment Centers. 

 Repair / modernize six Silver Streak MATCTs to support NAS operations. 

Program Plans FY 2015 – Performance Output Goals 

 Acquire three large Self-Contained MATCTs. 

 Develop prototype modular ATCT, across multiple years.

 Repair / modernize six two position MATCTs. 

 Establish a National Deployment Center for ESA. 

Program Plans FY 2016 – Performance Output Goals 

 Acquire a Modular MATCT. 

 Repair / modernize six two position MATCTs. 

Program Plans FY 2017 – Performance Output Goals 

 Acquire a Modular MATCT. 

 Repair / modernize six two position MATCTs. 

Program Plans FY 2018 – Performance Output Goals 

 Acquire four large Self-Contained MATCTs. 

 Repair / modernize six two position MATCTs. 

3A14, AEROSPACE MEDICINE SAFETY INFORMATION SYSTEM (AMSIS) 

FY 2014 Request $3.9M 

Aerospace Medicine Safety Information System (AMSIS) – Segment 1, A35.01-01 

Program Description 

The Aerospace Medicine Safety Information System (AMSIS), Segment 1, will develop a new information system 

for tracking and analyzing medical information associated with pilots, air traffic controllers and other aviation 

related personnel. 

The Office of Aerospace Medicine (AAM) is responsible for: 

 the Medical Certification of Airmen; 

 Medical Clearance of Air Traffic Control Specialists (ATCSs); 

 Oversight of the Aviation Industry’s Drug and Alcohol Testing Programs; 

 Designation, Training, Oversight and Surveillance of Aviation Medical Examiners; 

 FAA Employee Substance Abuse Testing; 

 Airmen Aviation Physiology and Survival Training and Education; 

 FAA Employee Health Awareness; and 

 Aerospace Medicine and Human Factors Research. 

AAM processes the medical certification applications of approximately 400,000 pilots each year and maintains 

millions of medical records as part of AAM’s role in the oversight of three quarters of a million airmen and nearly 

17,000 ATCSs. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

248

These information systems are becoming obsolete. The business processes that support the medical certification of 

airmen, and the other aviation safety programs, need to be re-engineered. The information technology must be 

refreshed and aligned with OMB/DOT/FAA information systems architecture and security standards. Additionally, 

because these are medical information systems AAM must also align these systems with the national health 

information technology standards and security requirements. The systems must also successfully and securely 

interface with approximately 3,500 health care providers designated by the FAA, known as Aviation Medical 

Examiners, who perform pilot and ATCS medical examinations. The systems must advance from their current 

client-server platform, some of which are accessible through the internet, to web-based applications. 

AMSIS Segment 1 encompasses three phases of assessment, planning and implementation that will result in 

significant improvements to the Medical Certification process and thus to the pilots, ATCS, and Medical Examiners. 

Development and implementation will be based on best industry practices. The AMSIS program will evaluate 

strategic approaches to cost savings and operational efficiencies such as virtualization, cloud deployments, modular 

development with service orientation, and Web 2.0 applications. AMSIS will significantly reduce development 

costs and provide a cost effective solution to Medical Certification IT that is flexible and scalable. 

Phase 1 Assessment. This phase will begin by evaluating current AAM core business processes to determine the 

effectiveness and efficiency of those processes. Those results will be used to determine if any further improvements 

can be made and will then be reviewed using best practices and process improvement technique to determine if any 

steps can be eliminated or streamlined. AAM information systems will be evaluated based on proposed changes to 

AAM core business processes and the architecture of AAM subsystems. A gap analysis will compare the current 

architecture of AAM subsystems to agency standards for architecture. Assessments must also be conducted to align 

our architecture with the national electronic healthcare records and other information systems architectures. 

Phase 2 Planning. A transitional roadmap will be developed to retire legacy components (reducing legacy 

operational costs) and to integrate our systems with the targeted Enterprise Architecture. For example, cross 

referencing of pilot’s medical information through multiple government databases is needed to identify persons who 

are not medically eligible to be a pilot. AMSIS will meet Congressional and DOT OIG mandates to establish a 

capability to match airmen medical records with the electronic health records of other government agencies and 

departments. External databases such as the National Health Information Network (NHIN), Health Information 

Exchange (HIE) system medical records and the National Information Exchange Model (NIEM) will be accessed to 

meet mandated goals of information exchange while reducing the costs. 

Phase 3 Implementation. Based on the results of the analysis, a risk-based iterative development cycle will be 

initiated. An aggressive strategy of artifact reuse such as external standards, business process models, architectural 

structures and coded configuration items will be applied to manage risk associated with cost, schedule and 

technological issues. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

Over the past 5 years, approximately 5,000 pilots have been denied a medical certificate each year. AMSIS will 

provide better data accessibility and a greater ability to analyze medical information and denial data to identify 

safety trends that could impact system safety. 

Specifically, AMSIS will reduce accidents and improve safety by: 

 Reducing falsification of health records and preventing pilots or ATCSs from operating in the NAS when 

they have medical conditions hazardous to aviation safety; 

 Improving the ability to analyze medical data and identify and mitigate hazards related to specific and/or 

systemic airmen and ATCS health issues; 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

249

 Improving the ability to match airmen and ATCS medical records with the electronic health records of 

other government agencies and departments; 

 Ensuring the accuracy and integrity of airmen and ATCS medical data; 

 Leveraging the National Health Information Network (NHIN), Health Information Exchange (HIE) system 

medical records, and Ad Hoc, Regional, Multi-Regional HIEs, to improve the accuracy of airmen and 

ATCS medical data and 

 Improving the surveillance and oversight of designees and aviation industry substance abuse programs. 

Program Plans FY 2014 – Performance Output Goals 

 Award contract for Phase 1. 

 Evaluate and document AAM core business processes. 

 Conduct and document IT gap analysis and Business Process Re-Engineering (BPR) results. 

 Conduct and document results of an Architectural review for support of technology requirements. 

Program Plans FY 2015 – Performance Output Goals 

 Complete development of implementation plan for Phase 2. 

 Award contract for Phase 2. 

 Conduct an incremental solution prototyping delivering an initial airman eAuthentication functionality. 

 Document prioritization of automation of core AAM IT capabilities for rapid deployment. 

 Develop modular components of airmen certification and data verification functionality. 

Program Plans FY 2016 – Performance Output Goals 

 Update implementation plan for Phase 3. 

 Complete initial segments of core functionality internal to AAM. 

 Complete initial interagency information exchanges of airmen certification criteria. 

 Complete a limited deployment of diverse web-enabled mobile interface options. 

Program Plans FY 2017 – Performance Output Goals 

 Update implementation plan for Phase 3. 

 Update Enterprise Architecture and technology constraints documents. 

 Prepare optimal implementation strategy document (TBD). 

 Complete development of full operational capability. 

Program Plans FY 2018 – Performance Output Goals 

 None. 

B: Training, Equipment, and Facilities 

3B01, AERONAUTICAL CENTER INFRASTRUCTURE MODERNIZATION

FY 2014 Request $12.3M 

Aeronautical Center Infrastructure Modernization, F18.00-00 

Program Description 

The Aeronautical Center Infrastructure Modernization program funds renovation and restoration of critical leased 

and owned facilities at the Aeronautical Center in Oklahoma City to ensure they remain viable for the mission of 

present and future FAA employees, students, and contractors. Funding from this program allows renovation of 

facility space used by Air Operations, Engineering, Training (Radar/Navaids), NAS Logistics, airmen/aircraft 

registration, safety, and Business Services. Program funding will be used for facility renovation, building system 

replacement, and telecommunications infrastructure upgrade. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

250

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The Aeronautical Center Infrastructure Modernization program sustains a cost effective workplace for Air 

Operations, Engineering, and Training that contribute to the FAA's 99.7% NAS system availability goal. This 

program reduces the cost of Air Traffic Organization (ATO) operations by providing facilities that are lower in cost 

when compared with Oklahoma City General Services Administration (GSA) metropolitan leased facilities and GSA 

national averages for leased facilities. 

This program enhances financial discipline by providing Technical Operations and Air Traffic training through 

updated training facilities for resident and computer-based learning and development. In addition, 13% of 

Aeronautical Center space provides business service facilities for the DOT/DELPHI/Prism/Castle Data Center 

Operations, consolidated Accounting Operations services, Acquisition, ATO Data Center Operations, and Aviation 

Safety (AVS/CAMI). 

Program Plans FY 2014 – Performance Output Goals 

 Award construction contract to relocate ASR-9/Mode S, ARSR-3, Common Air Route Surveillance Radar 

(CARSR) and ASR-8. 

 Award design contract to renovate Bldg 152, Environmental System Support building. 

 Award construction contract of Thomas P. Stafford exterior wall panel replacement. 

 Complete Phase 1 (of 4) renovation construction of the Systems Training Building. 

 Award contracts for Phase 3 (of 5) telecom network design, test, reconfigure network for redundancy, 

reliability, security in buildings 22, 29, 5, 215, 117, 123, 136, 166, 167, 185 (34 of 61 buildings). Includes 

security assessments, upgrades, and disaster recovery testing on North campus fiber for redundancy on network 

routers. 

 Complete network design, test, reconfiguration, security assessments, firewall upgrades, disaster recovery 

testing and East campus duct banks/fiber installation. 

Program Plans FY 2015 – Performance Output Goals 

 Award renovation construction contracts for the Environmental System Support (Bldg 152) to replace 

mechanical systems, upgrade electrical wiring, plumbing, and provide energy efficiencies in lighting and 

insulation. 

 Complete relocation construction of ASR-9/Mode S, ARSR-3, CARSR and ASR-8 radars. 

 Complete Phase 2 (of 4) renovation construction of the Systems Training Building. 

 Award contracts for Phase 4 (of 5) telecom network design, test, reconfigure network for redundancy, 

reliability, security in buildings 24, 23, 4, 25, 199, 204, 208, 209, 211, 214, 218 (45 of 61 buildings). Includes 

Security assessments, upgrades, disaster recovery testing, West campus fiber for redundancy on network routers 

and upgrades Mike Monroney Aeronautical Center (MMAC) network to support redundancy, reliability, 

security and availability. 

 Complete network design, test, reconfiguration, security assessments, firewall upgrades, disaster recovery 

testing and North campus duct banks/fiber installation. 

Program Plans FY 2016 – Performance Output Goals 

 Award renovation construction contract for Phase 1 renovation of Multi-Purpose Building #24, to replace 

mechanical systems, upgrade electrical wiring, plumbing, and provide energy efficiencies in lighting and 

insulation. 

 Complete Phases 3 & 4 (final phases) renovation construction of the Systems Training Building. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

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 Award contracts for Phase 5 (of 5) telecom network design, test, reconfigure network for redundancy, 

reliability, security in buildings 27, 12, 3, 30, 200, 228, 174, 186, 2, 747, 8, 196, 201, 217, 227, 243 (61 of 61 

buildings). Includes security assessments, upgrades, disaster recovery testing and fiber/copper cable for Bldg 

214 support to network. 

 Complete network design, test, reconfiguration, security assessments, firewall upgrades, disaster recovery 

testing and duct banks/fiber installation. 

Program Plans FY 2017 – Performance Output Goals 

 Complete renovation construction of Bldg 152, the Environmental Systems Support Facility. 

 Award contracts for Phase 1 (of 5) telecom network design, test, reconfigure network for redundancy, 

reliability, security in buildings 1, 14, 10, 6, 109, 113, 161, 187, 195 (10 of 61 buildings). Includes security 

assessments, firewall upgrades, disaster recovery testing and fiber/copper cable for Bldg 215 support to 

network. 

 Complete network design, test, reconfiguration, security assessments, firewall upgrades, disaster recovery 

testing and Bldg 214 duct banks/fiber installation. 

Program Plans FY 2018 – Performance Output Goals 

 Complete construction of Phase 1 Multi-Purpose Building renovation. 

 Award renovation construction contract for Phase 2 renovation of Multi-Purpose Building #24 to replace 

mechanical systems, upgrade electrical wiring, plumbing, and provide energy efficiencies in lighting and 

insulation. 

 Complete network design, test, reconfiguration, security assessments, firewall upgrades, disaster recovery 

testing and duct banks/fiber installation. 

3B02, DISTANCE LEARNING

FY 2014 Request $1.0M 

Distance Learning, M10.00-00 

Program Description 

The Distance Learning program will provide for technology refresh of Computer-Based Instruction (CBI) Delivery 

Platforms at all CBI Learning Centers, and it will increase connectivity and upgrade network multimedia support 

and services. The system consists of about 1,100 Learning Centers located at virtually every FAA facility around 

the world: 2275 CBI Platforms at 610 Air Traffic Sites (includes 235 Federal Contract Towers (FCTs)) and 490 

Technical Operations Sites). The FAA is providing the technology refresh of the CBI Platforms for two reasons: (1) 

to support high-performance media and simulations required in many lessons; and (2) because replacement parts for 

current platforms are becoming obsolete and hard to obtain. 

The technology refresh is accomplished in a phased, multi-year approach. The FY 2014 technology refresh will 

begin a new technology refresh cycle which covers the years FY2014 – FY2017. A subsequent technology refresh 

cycle will begin in FY 2018 and will run through FY 2021. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 3 

252

Relationship to Performance Metric 

The major benefit of distance learning is the substantial reduction in student time away from work, and student 

travel and per diem costs associated with resident-based training. In addition, distance learning delivery methods 

increase training effectiveness, increase training opportunities for all FAA employees, and provide flexibility in 

training schedules through local management control. The FAA CBI system and the Aviation Training Network 

(ATN) must deliver initial operator, transition, and maintenance training for many NAS programs. By providing a 

standard training delivery and equipment simulation platform across all NAS programs, the need for such equipment 

and the space it would occupy is much reduced. All of these factors contribute to a reduction in the unit cost of 

service for en route, terminal, and flight service. The program contributes well over $16.8M savings in travel and 

per diem each year. These efficiencies combine to produce a better prepared, better trained, and safer diverse 

workforce. 

Program Plans FY 2014 – Performance Output Goals 

 Award Contract to provide for the technology refresh of 635 out of 2275 (27.9%) CBI Platforms at En Route 

Air Traffic Facilities (ARTCC, TRACONs) and FCT CBI Learning Centers by Sept-2014. 

 Provide updates to courseware and application via network and/or DVD’s to 2275 CBI Platforms by Sept-2014. 

Program Plans FY 2015 – Performance Output Goals 

 Award contract to provide for the technology refresh of 600 out of 2275 (54.3%) CBI Platforms at Air Traffic 

Facilities (ARTCC, Terminal) and FCT CBI Learning Centers by Sept-2015. 

 Provide updates to courseware and application via network and/or DVD’s to 2275 CBI Platforms by Sept-2015. 

Program Plans FY 2016 – Performance Output Goals 

 Award contract to provide for the technology refresh of 540 out of 2275 (78%) CBI Platforms at ATO-TO and 

FCT learning centers by Sept-2016. 

 Provide updates to courseware and application via network and/or DVD’s to 2275 CBI Platforms by Sept-2016. 

Program Plans FY 2017 – Performance Output Goals 

 Award contract to provide for technology refresh of 500 out of 2275 (100%; end of refresh cycle FY14-FY17) 

CBI Platforms at ATO-TO FCT learning centers by Sept-2017. 

 Provide updates to courseware and applications via network and/or DVD’s to 2275 CBI Platforms by Sept2017. 

Program Plans FY 2018 – Performance Output Goals 

 Award contract to provide for technology refresh of 635 out of 2275 (27.9%) CBI Platforms at En Route Air 

Traffic Facilities (ARTCC, TRACONs) and FCT CBI Learning Centers by Sept-2018. 

 Provide updates to courseware and application via network and/or DVD’s to 2275 CBI Platforms by Sept-2018. 

System Implementation Schedule 

Computer-Based Instruction (CBI) Platform

CBI Platform

Technology Refresh Phased Implementation: 2014 -- 2017 TR

Technology Refresh Phased Implementation: 2018 -- 2021 TR

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 4 

253

 

ACTIVITY 4: FACILITIES AND EQUIPMENT MISSION SUPPORT 

4A01, SYSTEM ENGINEERING (SE2020) AND DEVELOPMENT SUPPORT

FY 2014 Request $35.6M 

 A, CIP Systems Engineering & Development Support – SE2020, M03.03-01 

 B, Provide ANF/ATC Support (Quick Response), M08.01-00 

A, CIP Systems Engineering & Development Support – SE2020, M03.03-01 

Program Description 

The System Engineering 2020 (SE-2020) program manages a portfolio of contracts providing support services for 

research, analysis, systems engineering and integration for both NextGen and non-NextGen initiatives. It provides 

access to research, technical, engineering and programmatic resources that support the FAA’s NextGen 

transformational programs and further improves the legacy systems in the NAS. The portfolio of contracts was 

awarded in two major categories: Screening Information Request 1 (SIR 1) Research and Mission Analysis; and 

Screening Information Request 2 (SIR 2) Systems Engineering. 

SIR 1 Research and Mission Analysis supports the full range of NextGen Research & Mission Analysis support 

services in one or more functional task areas related to NextGen and activities necessary to reach the Investment 

Analysis Readiness Decision (IARD) phase in the Acquisition Management System (AMS) Lifecycle. SIR 1 

Research and Mission Analysis includes the following service support activities: 

 Concept and Requirements Definition Planning 

 Early Life Cycle Concepts and Prototyping 

 Early Life Cycle Human Factors Research 

 Early Life Cycle Concepts of Operations Research 

 Early Life Cycle Human Performance Analysis 

 Proof of Concept Research 

 Pre-Operational Concept Demonstration Trials 

 Cost Benefit Analysis 

 Operational Demonstration Trials 

 Concept Integration 

 Rapid Prototyping/Fast-Time Modeling 

 Real-Time Simulations 

 Real-Time Human In-the-Loop Simulations 

 Full-Scale Concept Demonstrations 

 Cognitive Task Analysis Methods 

 Conceptual Operations Verification and Validation 

SIR 2 Systems Engineering supports systems engineering activities that occur throughout the AMS Lifecycle for 

both NextGen and non-NextGen service activities. SIR 2 Systems Engineering does not perform R&D, post-FID 

full-scale development, NAS system maintenance, or program management support for program offices responsible 

for fielding and/or maintaining NAS systems. The majority of SIR 2 Systems Engineering activities are expected to 

occur after the AMS Lifecycle Acquisition Management phase, “Concept and Requirements Definition” (CRD). In 

addition, SIR 2 Systems Engineering supports pre-IARD activities related to the technology refresh of current NAS 

systems before the “Solution Implementation” phase of the AMS lifecycle. SIR 2 Systems Engineering supports the 

following activities: 

 Concept and Requirements Definition 

 Final Investment Analysis 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 4 

254

 Final Requirements Documents, Enterprise Architectural Products 

 Safety and Regulatory 

 Business Continuity Planning 

 Portfolio Analyses 

 Maintenance, Operation and Enhancements of Financial Systems 

 Acquisition Support 

 Schedules 

 Human Factors 

 Concepts of Operations 

 Human Performance Analysis 

 Proof of Concept Validation 

 Pre-Operational Trials and Operational Trials 

 System Integration 

 Rapid Prototyping/Fast-Time Modeling 

 Pre-Development Real-Time Simulations 

 Real-Time Human In-the-Loop Simulations 

 Full-Scale Prototype Demonstrations 

 Verification and Validation 

 Cognitive Task Analysis Methods 

 Cost Benefit Analysis 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The SE2020 program contributes to the performance metric for cost efficiency by providing support for designing 

and managing NAS modernization and in particular the NexGen activities. With contractor assistance, the FAA is 

able to plan, analyze and manage NAS system improvements more efficiently and effectively. In addition, financial 

management and investment analysis support helps the FAA track cost, balance competing budgetary resources and 

make important decisions necessary to ensure that program dollars provide the greatest return on investment. 

Program Plans FY 2014 – Performance Output Goals 

 Award Vendor Program Management Task Orders (all seven 2020 prime vendors). 

 Conduct Quarterly Vendor Program Management Reviews. 

 Conduct Chief Financial Officer (CFO) Quarterly Reviews. 

 Develop Contract and Financial Status Report (monthly basis). 

 Develop 2020 Update to FAA NextGen Executive Team (monthly basis). 

 Conduct 2020 Showcase. 

Program Plans FY 2015 – Performance Output Goals 

 Award Vendor Program Management Task Orders (all seven 2020 prime vendors). 

 Conduct Quarterly Vendor Program Management Reviews. 

 Conduct CFO Quarterly Reviews. 

 Develop Contract and Financial Status Report (monthly basis). 

 Develop 2020 Update to FAA NextGen Executive Team (monthly basis). 

 Conduct 2020 Showcase. 

 Exercise First Option Period for 2020 Full and Open prime vendors. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 4 

255

 Exercise First Option Period for 2020 Small Business prime vendors and/or issue new Small Business contract 

award(s) (Strategy to be determined). 

 Perform vendor fee reconciliation (for six 2020 prime vendors). 

Program Plans FY 2016 – Performance Output Goals 

 Award Vendor Program Management Task Orders (all seven 2020 prime vendors). 

 Conduct Quarterly Vendor Program Management Reviews. 

 Conduct CFO Quarterly Reviews. 

 Develop Contract and Financial Status Report (monthly basis). 

 Develop 2020 Update to FAA NextGen Executive Team (monthly basis). 

 Conduct 2020 Showcase. 

 Exercise Full and Open Option for one 2020 prime vendor. 

 Perform vendor fee reconciliation for one 2020 prime vendor. 

Program Plans FY 2017 – Performance Output Goals 

 Award Vendor Program Management Task Orders (all seven 2020 prime vendors). 

 Conduct Quarterly Vendor Program Management Reviews. 

 Conduct CFO Quarterly Reviews. 

 Develop Contract and Financial Status Report (monthly basis). 

 Develop 2020 Update to FAA NextGen Executive Team (monthly basis). 

 Conduct 2020 Showcase. 

Program Plans FY 2018 – Performance Output Goals 

 Award Vendor Program Management Task Orders (all seven 2020 prime vendors). 

 Conduct Quarterly Vendor Program Management Reviews. 

 Conduct CFO Quarterly Reviews. 

 Develop Contract and Financial Status Report (monthly basis). 

 Develop 2020 Update to FAA NextGen Executive Team (monthly basis). 

 Conduct 2020 Showcase. 

 Exercise Second Option Period for 2020 Full and Open prime vendors. 

 Exercise Second Option Period for 2020 Small Business prime vendors and/or issue new Small Business 

contract award(s) (Strategy to be determined). 

 Perform vendor fee reconciliation (for up to six 2020 prime vendors). 

B, Provide ANF/ATC Support (Quick Response), M08.01-00 

Program Description 

This program provides quick response support for ATO organizations to solve unforeseen issues that arise. These 

issues may be related to immediate needs such as: corrective action in information technology such as installing a 

communications link for a new facility or service; and accommodating new requirements that require adjusting 

financial management systems to create new cost accounting reports. It also covers responding to emergency 

unforeseen regional problems such as relocating an antenna for a remote communication facility. These projects are 

unexpected and must be done to maintain efficient services and operations. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 4 

256

Relationship to Performance Metric 

This project supports cost efficiency initiatives by providing the ability to respond quickly to unforeseen needs, 

issues or situations that, if left unresolved, could result in higher operating or future replacement costs. 

Program Plans FY 2014-2018 – Performance Output Goals 

 Implement projects as approved in the budget year. 

4A02, PROGRAM SUPPORT LEASES

FY 2014 Request $42.1M 

Program Support Leases, M08.06-00 

Program Description 

Program Support Leases include over 2,800 leases that support air traffic operations and provides oversight of 

existing and new leases. FAA leases land needed for building shelters and transmission towers for communication, 

surveillance, and navigation systems (including air rights restrictions around the facilities as necessary to prevent 

interference with electronic signals). The program also leases land and technical commercial space for air traffic 

control towers (ATCT), system support facilities, and other mission related activities. The program provides 

management and consulting support services and develops technical guidance for entering into new lease 

agreements. New leases are required when ATC facilities are relocated or when airspace redesign requires new sites 

for additional navigation and communications equipment. New leases may also be needed when new air traffic 

control towers or service area technical facilities are built to provide new services or meet new mission 

requirements. 

 

Leases typically have a term of 5-20 years and are renegotiated prior to expiration. Existing leases are examined 

prior to expiration to validate the need and to determine reasonable future lease provisions. A site survey is 

performed to determine the current level of use of the leased property and to examine potential cost effective 

alternatives such as collocating with another facility. Lease arrangements can be complex requiring negotiations 

with multiple owners and accommodating stringent site specific requirements to meet operational needs. A business 

case assessment using decision making tools evaluates potential new leases to determine the most cost effective 

solution that will have the least risk for unsatisfactory performance. Approximately 500 expiring leases over the 

three service areas are reviewed each year. 

Lease costs normally escalate because the market value of land continues to increase. When lease costs increase, it 

can be more cost effective to own property rather than continue a lease. In those cases, the program will not renew 

the lease and negotiate the purchase of the land or facility. A business case assessment supplemented by a market 

analysis of real estate values in the area will determine whether it is more advantageous to lease or buy property. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

In support of the Agency Strategic Goal 3, Delivering Aviation Access through Innovation, this program is 

improving management of the FAA's real property assets; thus, contributing to the cost effectiveness of air 

navigation infrastructure and associate systems. Real property costs are being effectively controlled through: 

1. Implementing cost effective alternatives such as colocation as leases expire, 

2. Converting leases to ownership where feasible, 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 4 

257

3. Terminating leases that are not needed for future operations, and 

4. Negotiating fair and reasonable lease rates when lease are renewed. 

Program Plans FY 2014 – Performance Output Goals 

 Conduct six site surveys to determine best alternatives to pursue regarding FY 2015 expiring leases. 

 Conduct quarterly video teleconference meetings with Service Areas on business case issues. 

 Achieve 95% on time lease payments to avoid late payments fees. 

Program Plans FY 2015 – Performance Output Goals 

 Conduct six site surveys to determine best alternatives to pursue regarding FY 2016 expiring leases. 

 Conduct quarterly video teleconference meetings with Service Areas on business case issues. 

 Achieve 95% on time lease payments to avoid late payments fees. 

Program Plans FY 2016 – Performance Output Goals 

 Conduct six site surveys to determine best alternatives to pursue regarding FY 2017 expiring leases. 

 Conduct quarterly video teleconference meetings with Service Areas on business case issues. 

 Achieve 95% on time lease payments to avoid late payments fees. 

Program Plans FY 2017 – Performance Output Goals 

 Conduct six site surveys to determine best alternatives to pursue regarding FY 2018 expiring leases. 

 Conduct quarterly video teleconference meetings with Service Areas on business case issues. 

 Achieve 95% on time lease payments to avoid late payments fees. 

Program Plans FY 2018 – Performance Output Goals 

 Conduct six site surveys to determine best alternatives to pursue regarding FY 2019 expiring leases. 

 Conduct quarterly video teleconference meetings with Service Areas on business case issues. 

 Achieve 95% on time lease payments to avoid late payments fees. 

4A03, LOGISTICS SUPPORT SERVICES (LSS) 

FY 2014 Request $11.5M 

NAS Regional/Center Logistics Support Services, M05.00-00 

Program Description 

The Logistics Support Services (LSS) program uses contractor support to perform FAA services at the Mike 

Monroney Aeronautical Center, the William J. Hughes Technical Center, the three FAA Service Areas, and FAA 

Headquarters. This contractor support assists the FAA in delivery of contracting, real estate, space management, 

environmental management, and materiel management tasks. This contract is managed by FAA National Logistics 

Division in direct support of CIP projects, accounting system capitalization, and property control-related activities. 

These services currently represent a significant portion of the workforce for acquisition, real estate, and materiel 

management in the three Logistics Service Areas and at the Aeronautical and Technical Centers. The LSS program 

is instrumental in establishing new or upgraded facilities, including ATCTs and TRACONs throughout the NAS. 

LSS resources will also continue to be used for asset tracking and documentation efforts to obtain and maintain a 

clean audit opinion. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 4 

258

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The program will support FAA objectives by improving financial management while delivering quality customer 

service. Specifically, the program provides key support functions which enable the FAA to manage real property 

assets, maintain a clean audit opinion, and plan the execution of critical acquisition activities supporting the NAS. 

These functions are performed throughout the three Logistics Service Areas, FAA Technical Center, and FAA 

Aeronautical Center. 

Related project management goals include: 

1. Complete 80% of the annual real property OMB inventory validation effort. 

1. Designate 75% of the disposed real property assets as "retired" within 30 days of the date the disposal 

forms are received. 

2. Capitalize 85% of all personal and real property capital assets within 65 days of date placed in service. 

3. Award at least 90% of all formal contracts (over $100K) in less than 180 calendar days (Office of 

Acquisition Services (AMQ)) and in less than 120 days (Logistics Service Areas) from the time a purchase 

request is received from the requiring organization. 

Program Plans FY 2014 – Performance Output Goals 

 Complete 90% of the work assignments in support of the annual real property OMB inventory validation effort. 

 Complete 90% of the work assignments to support the "retired" real property disposal effort. 

 Complete 90% of the work assignment capitalization efforts for both real and personal property assets. 

 Complete 90% of the work assignments regarding acquisition (MMAC only). 

 Complete 100% of acquisition activities to ensure that the follow-on LSSC is awarded by 3/1/14. 

Program Plans FY 2015 – Performance Output Goals 

 Complete 90% of the work assignments in support of the annual real property OMB inventory validation effort. 

 Complete 90% of the work assignments to support the "retired" real property disposal effort. 

 Complete 90% of the work assignment capitalization efforts for both real and personal property assets. 

 Complete 90% of the work assignments regarding acquisition (MMAC only). 

 Complete Option Year 1 acquisition activities to fully fund the program-funded task orders on the LSSC 

(3/1/15). 

Program Plans FY 2016 – Performance Output Goals 

 Complete 90% of the work assignments in support of the annual real property OMB inventory validation effort. 

 Complete 90% of the work assignments to support the "retired" real property disposal effort. 

 Complete 90% of the work assignment capitalization efforts for both real and personal property assets. 

 Complete 90% of the work assignments regarding acquisition (MMAC only). 

 Complete Option Year 2 acquisition activities to fully fund the program-funded task orders on the LSSC 

(3/1/16). 

Program Plans FY 2017 – Performance Output Goals 

 Complete 90% of the work assignments in support of the annual real property OMB inventory validation effort. 

 Complete 90% of the work assignments to support the "retired" real property disposal effort. 

 Complete 90% of the work assignment capitalization efforts for both real and personal property assets. 

 Complete 90% of the work assignments regarding acquisition (MMAC only). 

 Complete Option Year 3 acquisition activities to fully fund the program-funded task orders on the LSSC 

(3/1/17). 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 4 

259

Program Plans FY 2018 – Performance Output Goals 

 Complete 90% of the work assignments in support of the annual real property OMB inventory validation effort. 

 Complete 90% of the work assignments to support the "retired" real property disposal effort. 

 Complete 90% of the work assignment capitalization efforts for both real and personal property assets. 

 Complete 90% of the work assignments regarding acquisition (MMAC only). 

 Complete Option Year 4 acquisition activities to fully fund the program-funded task orders on the LSSC 

(3/1/18). 

4A04, MIKE MONRONEY AERONAUTICAL CENTER LEASES

FY 2014 Request $17.9M 

Aeronautical Center Lease, F19.00-00 

Program Description 

The Aeronautical Center lease provides annual rent for leased land/building rent and insurance that comprise 

approximately 80 percent of Aeronautical Center space: 2.8M sq ft of leased space and 1,100 acres of land, having a 

replacement value of $710M. 

The Aeronautical Center is the FAA’s centralized location that supports FAA National Airspace Systems (NAS) Air 

Operations/flight checks, engineering, system testing, training (Radar/Navaids), NAS logistics, aviation regulation, 

registration, certification, aviation and transportation safety research, and Business Services in Oklahoma City. 

The Center provides facilities that support the work of 7,100 employees, students, and contractors on a daily basis; 

and 10,000 to 11,000 visitors annually; the largest concentration of FAA personnel outside of Washington D.C. 

The lease is comprised of: 

 Master Lease land/building rent, sustainment and insurance 

 Thomas Road warehouse lease 

 Tower space for Terminal Doppler Weather Radar (TDWR) target generators 

 Grounds Maintenance Building 

The Aeronautical Center requires large parcels of land as NAS test sites for surveillance radar, communications, 

weather, and navigation/landing systems, as well as warehouse, administrative office space, and training facilities. 

It is a Level IV security site based on numbers of employees, facility square footage, sensitivity of records, volume 

of public contact, and mission-critical facilities whose loss, damage, or destruction may have serious or catastrophic 

impact on the NAS. 

Funding for this program assures continuity of the Aeronautical Center facility and that it remains viable for current 

and future generations of FAA employees by providing for annual lease costs specified in the lease agreement. The 

lease will expire in 2028. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 
Capital Investment Plan Appendix B 

Fiscal Years 2014-2018 Activity 4 

260

Relationship to Performance Metric 

The Mike Monroney Aeronautical Center Lease sustains a cost effective workplace for Air Operations, Engineering, 

and Training. Eighty percent (80%) of Aeronautical Center space is used for direct support of the ATO by 

Engineering Organizations, Aviation System Standards (AVN) operations and flight check, the Logistics Center, Air 

Traffic Control training, ATO Technical Operations Training and Certification, and system testing of Radar and 

Navaids. An additional 13% of Aeronautical Center space provides business service facilities for 

DOT/DELPHI/Prism/Castle Data Center Operations, consolidated Accounting Operations services, Acquisition, 

ATO Data Center Operations, and Aviation Safety (AVS/Civil Aeromedical Institute (CAMI)). The current lease is 

very cost efficient ($17.90 per gross square footage (gsf) compared to the $25.20 GSA rate for Oklahoma City, 29% 

below GSA rates, a $38.7M cost avoidance in FY 2010-2011). Leasing is more cost effective than investing in the 

$710M replacement cost of the leased facilities. 

Program Plans FY 2014-2018 – Performance Output Goals 

 Complete monthly lease payments for rent, interest, and insurance on time. 

4A05, TRANSITION ENGINEERING SUPPORT

FY 2014 Request $16.5M 

 A, NAS Integration Support Contract (NISC), M22.00-00 

 B, Configuration Management Automation (CMA), M03.01-02 

A, NAS Integration Support Contract (NISC), M22.00-00 

Program Description 

NISC provides technical expertise to assist the agency in deploying, implementing, and integrating many different 

components and equipment into the NAS within established modernization schedules. Some of the work products 

that support transition, implementation, and integration activities include: transition plans and timelines, equipment 

installation schedules, engineering site preparation packages, site implementation plans, analysis of environmental 

impacts, test procedures, site test monitoring, and corporate work planning. The program will provide over 1000 

Full Time Equivalent (FTE) technical support annually. 

The NISC contract supports a myriad of FAA priorities. Several examples representative of the breadth of NISC 

support include: 

 NISC assists the FAA with meeting the 2020 Automatic Dependent Surveillance-Broadcast (ADS-B) 

aircraft surveillance technology requirements by contacting each of the approximately 400 aircraft owners 

in Alaska to advise them of the project and to collect information about the avionics installed on the aircraft 

that would need to be integrated with the new ADS-B equipment. Gathering of information is nearly 

complete - total of 361 aircraft have been determined to be qualified for the ADS-B upgrade. NISC helps 

assure the original test group for ADS-B will continue to have these services available into the future. 

 NISC provides program support to the FAA Aviation Safety Knowledge Management Environment 

(ASKME) Program. The ASKME Program is a Joint Resources Council (JRC) baseline program. The 

primary objective of NISC support for ASKME is to provide project management, requirements analysis, 

system development, and program control oversight to support the mission of each ASKME project and 

their associated monitoring and controlling requirements, as mandated by the FAA Acquisition 

Management System (AMS). 

 NISC provides technical expertise to internal and external customers on Aeronautical information and 

publications pertaining to AeroNav Products, in support of the concepts and principles contained in FAA 

Order 8260.3B, Standard for Terminal Instrument Procedures (TERPS). Specifically, NISC reviews 
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aeronautical information and publications when released to confirm that air navigation information and 

technical data content is accurate and correct; performs geographical computations for aeronautical 

facilities; reviews the National Flight Data Digest to determine if published data requires a Notice to 

Airmen (NOTAM) or an amendment to published instrument approach procedures; evaluates existing 

NOTAM and initiates amendment actions to affected instrument approach procedure(s) or airway(s). 

 A Direct Entry Digital NOTAM (DDN) System Feasibility study was completed to support the 

development and implementation of the DDN system. NISC support is developing a plan that would 

provide innovative approaches for training, conducting airport surface validation activities, and 

implementing an Airport Manager Self-Certification process, which would result in cost reductions. 

 NISC supports the System Approach to Safety Oversight (SASO) Program Office in Risk Management, 

Quality Assessments and software Independent Verification and Validation (IV&V). This support includes 

the development, identification and analysis of programmatic risks, preparing and maintaining the SASO 

Risk Register along with related Exhibit Office of Management and Budget (OMB) 300 inputs, IV&V 

software testing and assessing Phase IIA Safety Assurance System (SAS). NISC is also tasked to develop 

technical concepts, evaluation methodologies, and performance metrics related to the aviation Safety 

Management System (SMS). 

 NISC supports the Environmental and Occupational Safety and Health (EOSH) compliance program. 

Engineering and design efforts to meet EOSH regulatory requirements are conducted on facilities before 

construction or implementation begins. NISC supports the EOSH efforts to accelerate the schedule for 

performing environmental due diligence audits for facilities, which have been declared excess. 

 NISC resources help implement the FAA environmental cleanup program providing cost savings to the 

FAA through mitigating future environmental liability to the agency. One of the examples is that NISC 

conducted the environmental assessment of the Oakdale, PA Air Route Surveillance Radars (ARSR) site, 

performing its remedial planning and overseeing required actions. The work involved the investigation and 

creation of remedial and abatement plans for two site buildings. NISC performed thorough on-site 

inspection of each building, reviewed the asbestos abatement plans for each building, and documented 

other significant hazardous material that required removal before building demolition. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

The FAA’s transition engineering support contract provides experienced personnel at a current average cost of $69 

per hour. This cost effective rate supports the ATO service centers and headquarters offices with the planning and 

coordination of NAS programs. It also provides support to key FAA program management functions. This support 

assists the FAA in the financial management of a variety of F&E NAS modernization programs and projects. 

Program Plans FY 2014-2018 – Performance Output Goals 

 Achieve 100% of the quality requirements as defined in the NISC Task Orders. 
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B, Configuration Management Automation (CMA), M03.01-02 

Program Description 

The Configuration Management Automation (CMA) program will procure a commercial-off-the-shelf (COTS) 

industry standard tool designed to support both National Airspace System (NAS) and Non-NAS FAA assets, as 

mandated by FAA order 1800.66, Configuration Management Policy. CM is a disciplined and systematic approach 

for establishing processes which support the five tenets of Configuration Management: 

 CM Planning and management, 

 Configuration identification, 

 Configuration control, 

 Configuration status accounting, and 

 Configuration audits. 

In addition, the FAA currently plans to host the CMA servers, provide associated training for users, and supply 

maintenance to the system. 

The decommissioning of legacy NAS systems as NextGen equipment is installed requires accurate records of the 

configuration of present systems. Knowing the configuration of present systems and the changes needed to install 

new systems will result in FAA cost savings in both the short and long term. Configuration Management 

Automation is the tool that supports the planning required for both the removal of older equipment and fielding of 

new systems. 

Currently, one of the primary tools in the Agency’s CM tool-suite architecture is the Web Change Management 

system (WebCM). This tool was implemented in 2005 for managing proposed changes to FAA assets requiring 

configuration control. This tool provides an automated system for reviewers to view proposed changes and provide 

comments. WebCM promotes cost efficiencies by reducing the time and effort required by reviewers which results 

in the timely implementation of proposed changes. The savings come from reduced system acquisition and 

maintenance costs. 

The other component of the current tool-suite architecture is the Replacement Documentation and Configuration 

Identification System (RepCON), an in-house developed tool designed to provide automated CM support. It collects 

NAS configuration data and associated status to maintain the as-is NAS configuration. This tool has reduced costs 

to collect, store and retrieve configuration information that was previously done by maintaining “hard copy” 

documentation. 

In order to meet future demands for the efficient processing of configuration changes, an improved automation 

system is needed to replace the outdated legacy systems and reduce the associated fee structure of maintaining those 

systems. It must interface with other systems to create a closed-loop process that provides the appropriate structure 

and toolsets needed for a complete configuration management system that provides consistent answers to inquiries 

from all sources. This system will move FAA from a process that relies heavily on CM practitioners’ institutional 

knowledge to giving them a scalable, network-centric architecture. The existing lack of a closed-loop CM system 

requires multiple manual processes to retrieve information related to the proposed change which can lead to time 

consuming duplication of effort and inaccurate results. CMA will create the infrastructure necessary to leverage 

process-to-process integration, minimize redundancy, and cluster processes around a single integration point. 

CMA will be implemented in two Segments. Segment I will replace the legacy systems (WebCM and RepCON) 

and this new system will interface with various CM-related systems to obtain a single point of access to accurate, 

up-to date CM information (i.e. Facility Power Panel Schedule (FPPS), Safety Risk Management Tracking System 

(SRMTS), Technicians Network (TechNET), NAS Documentation (NASDOC), NAS Technical Library, 

ProjectWise Electronic Drawing Management System (EDMS), Facility Service and Equipment Profile (FSEP), 

Lightweight Directory Access Protocol (LDAP) and NAS Enterprise Architecture (NAS EA). Segment II will 

provide additional interfaces with other systems as needed to provide all information needed by reviewers during a 

change review. 
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Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

CMA maps to the Performance Metric of implementing cost efficiency initiatives by: 

 Reducing costs associated with delay risks during the implementation of new systems and technology by 

providing the ability to identify configuration problems early in the development process; 

 Reducing equipment maintenance costs through a coordinated systems approach that identifies 

maintenance issues early in the procurement process; 

 Providing a cost efficient seamless enterprise-wide access to a repository of validated, real-time CM data 

which will reduce reviewers time and effort; and 

 Standardizing CM processes which will result in a more efficient and effective management of the change 

process. 

Program Plans FY 2014 – Performance Output Goals 

 Complete Investment Analysis on CM COTS alternative. 

 Complete Market Survey and further cost analysis. 

 Achieve Final Investment Decision. 

 Award CMA contract for solution implementation. 

Program Plans FY 2015 – Performance Output Goals 

 Achieve Initial Operation Capabilities (IOC) for Segment I. 

Program Plans FY 2016 – Performance Output Goals 

 Achieve Full Operational Capabilities (FOC) for Segment I. 

 Achieve In-Service Decision (ISD) for Segment I. 

Program Plans FY 2017 – Performance Output Goals 

 Begin implementation of Segment II to achieve enterprise visibility of Non-NAS IT assets. 

Program Plans FY 2018 – Performance Output Goals 

 Complete Segment II Full Operational Capabilities (FOC). 

4A06, TECHNICAL SUPPORT SERVICES CONTRACT (TSSC) 

FY 2014 Request $25.0M 

Technical Support Services Contract (TSSC), M02.00-00 

Program Description 

The TSSC Program provides a contract vehicle to augment FAA’s work force with professional engineering, 

technical, and construction services to assist FAA project implementation by performing site surveys and selection; 

engineering; environmental; fire/life safety; equipment installation; asbestos and obsolete equipment removal. 

Services also include testing; drafting; staging, warehousing and distribution; and contract surveillance and 

oversight. The TSSC Program helps the FAA ensure timely completion of projects for NAS modernization. TSSC 

will provide approximately 500 Full Time Equivalent (FTE) level of support and will monitor $70M in non labor 

costs for projects such as Fixed-Price subcontracts for site preparation construction. The total number of FTEs 

provided will vary depending upon the amount of funding available from other programs (CIPs) that use TSSC 
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support (since those programs must pay from their own funds for the contractor effort allotted to their project) to 

accomplish specific project needs. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 3 – Air navigation infrastructure and associate systems are flexible, reliable, cost effective 

and secure. 

 FAA Performance Metric 3 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2013 Target: 90 percent of targeted savings. 

Relationship to Performance Metric 

In a typical year, more than 3,700 separate projects are completed by FAA using the TSSC Program. Customers 

using TSSC support services benefit from high quality contractor labor support that is experienced, flexible, reliable, 

and cost effective. This quality customer service is substantiated by the consistently high customer (engineer and 

Engineering Technical Officer) satisfaction ratings earned by the contractor during the bi-annual award fee process. 

The contractor has consistently been rated higher than 90 percent. Award fee ratings are based on metrics and 

feedback from customers for cost, schedule, management and technical performance by TSSC. 

The TSSC Program contributes to cost control by helping the FAA install new equipment on a timely basis. This 

avoids added costs for holding and storing equipment and allows the FAA and the aviation industry to receive 

equipment and system modernization benefits on schedule. The TSSC Program Office collaborates with the NAS 

Integration Support Contract (NISC) Program Office to share development of a common contract tracking program 

and program office support contracts to reduce management costs. 

Another cost savings by the TSSC Program is to move its regional management counterparts into vacant, unused 

FAA space when available, thereby saving tens of thousands of dollars in lease rental agreements that would have 

been paid through the contract vehicle. This cost-effective measure has taken place at several offices within all three 

FAA Service Area organizations. 

Program Plans FY 2014-2018 – Performance Output Goals 

 TSSC operates similar to a performance-based contract. All work ordered incorporates quality, schedule, and 

cost metrics. The policy for 100% work release performance measure ensures that each customer’s requirement 

is addressed. And measuring three key performance metrics ensures that the FAA receives the highest quality 

output (products, services or deliverables), on time, for the best value (cost) available. 

 TSSC strives for small business participation by contractually requiring the following goals: Small Business 

(45%), Small Disadvantage (10%), Women-Owned (5%), Service Disabled Veteran-Owned (3%). 

 TSSC incorporates and maintains internal automated cost control measures and audits of Contractor invoicing 

insuring that invoices submitted by the Contractor and paid by the FAA match the official Delphi PR account 

records at a rate of 99% or greater. 

4A07, RESOURCE TRACKING PROGRAM (RTP) 

FY 2014 Request $4.0M 

Resource Tracking Program (RTP), M08.14-00 

Program Description 

The RTP/Corporate Work Plan (CWP) is a computer management system (including hardware, software, 

development, training, and support) used by the FAA Service Units, Service Centers, the Technical Center, and the 

Aeronautical Center for identifying requirements, internal budget preparation, implementation planning, resource 

estimating, project tracking, and measuring performance of projects. The CWP helps users to share and coordinate 

FAA’s project data during the various stages of implementation (i.e., planning, scheduling, budgeting, execution, 
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and closeout). The CWP system and its supporting data are continuously used for reporting project metrics to 

project managers, responsible engineers, program offices, and various other customers. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 –Delivering Aviation Access through Innovation. 

 FAA Outcome 4 – NextGen capabilities are fully implemented and utilized in how US aviation community 

system needs are met. 

 FAA Performance Metric 1 – Maintain 90 percent of major system investments within 10 percent variance 

of current baseline total budget at completion. 

Relationship to Performance Metric 

The RTP/CWP contributes to FAA performance metric to maintain 90% of major system investments within 10% 

variance by providing an enterprise level project management system that allows field and headquarters’ office to 

use consistent data for managing capital programs. 

Program Plans FY 2014-2018 – Performance Output Goals 

 Deliver quarterly software upgrades to better maximum cost and schedule date for project/program 

management. 

 Provide monthly project management reports. 

4A08, CENTER FOR ADVANCED AVIATION SYSTEM DEVELOPMENT (CAASD) 

FY 2014 Request $70.0M 

CIP Systems Engineering & Technical Assistance – MITRE, M03.02-00 

Program Description 

The CAASD is an FAA-sponsored Federally Funded Research and Development Center (FFRDC) operated under a 

Sponsoring Agreement with the MITRE Corporation. In June 2010 a new FFRDC contract was awarded to MITRE 

Corporation for program efforts starting in FY 2010 with a base period through FY 2015. The contract includes an 

option for five years of continuing coverage through FY 2020. 

CAASD high quality research, systems engineering, and analytical capabilities help FAA meet the technically 

complex challenges in the NAS. CAASD provides independent advanced research and development required by the 

FAA to obtain technical analyses, prototypes and operational concepts needed to fulfill goals and outcomes of 

FAA’s Destination 2025, NextGen Implementation Plan, National Aviation Research Plan (NARP), NAS Enterprise 

Architecture and other Agency long range plans. CAASD provides a high level of technical expertise to support the 

Federal workforce. 

The CAASD Product Based Work Plan (PBWP) is aligned with Agency goals, outcomes and activities with 

particular emphasis on Destination 2025 Goal 3, “Delivering Aviation Access through Innovation” and is consistent 

with CAASD’s Long Range Plan (FY 2013-2017). The CAASD PBWP and Long Range Plan, both approved by 

the FAA’s FFRDC Executive Board, define an outcome-based program of technically complex research, 

development, and system engineering activities. 

Benefits of CAASD work are detailed in the CAASD Long Range Plan for each program Outcome. Individual 

CAASD deliverables provide FAA stakeholders with important data and recommendations that support FAA 

decision making and contribute to objective accomplishment. 

The Work Plan is categorized in the following areas: 

NAS Concept of Operations, Architecture and Integration. Develop the NAS Concept of Operations, Architecture 

and NextGen System Integration; Improve understanding of the future environment, including anticipated demand at 
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airports and for airspace; Anticipate the impact of planned improvements on future capacity; Develop and integrate 

the NextGen enterprise architecture, operational concepts, capability action plans, and roadmaps to ensure an 

integrated evolution that aligns with the agencies’ enterprise architectures; Analyze NAS-wide strategic issues and 

ensuring their alignment with the evolving NextGen architecture; and Conduct research to gain a better 

understanding of late mid-term NextGen operational concept elements and how to transition to them. 

Air Traffic Management (ATM) Operational Evolution. Provide analysis of the NAS mission needs, system 

requirements and proposed system design to identify critical enhancement needs and to ensure that system 

enhancements will meet operational needs in a cost-effective manner. Provide an understanding of the benefits 

associated with capability enhancements. Provide assessments of concept maturity, operational feasibility and 

implementation risks, including identification of cross-domain dependencies. Advance the maturity of emerging 

ATM improvement concepts by developing algorithms, prototype capabilities, and conducting Human-in-the-Loop 

(HITL) evaluations. Create consensus on new capabilities, procedures, and priorities for evolving the ATM 

operations. Evaluate NAS system-level performance. Develop operational strategies. Develop and evaluate new 

metrics to measure overall NAS operational performance. Research potential advancements in aviation technologies 

as elements of solutions that will permit the FAA to reduce its cost of ownership. Develop domestic and 

international requirements and engineering standards for future advancements in aviation technologies. Provide 

FAA with technical analyses of architecture alternatives. Provide technical and operational insight into systems that 

can be used to safely permit reduced separation standards and/or significantly increase overall system capacity and 

productivity. Assist the FAA in identifying and prioritizing among the more promising operational changes, 

procedures and enabling technologies. Develop and validate cross domain operational evolution plans. Conduct 

technology transfer of data, artifacts, and insights gained from research. 

Airspace and Performance-Based Navigation. Leverage the precision, reliability, predictably, and efficiencies of 

improved navigation and procedures through Area Navigation (RNAV). Research new concepts for achieving a 

performance-based NAS, including the closely spaced Paired Approach concept. Model and simulate operational 

improvements and impacts to address mid-term and far-term Performance-Based Navigation (PBN) requirements of 

the NextGen to include research of avionics via proprietary agreements with avionics manufacturers. Identify issues 

and lessons learned for improving airspace and procedures design. 

Validate Flight Standards procedure development tools. Analyze and engineer the processes that govern airspace 

strategic planning and analysis efforts to support the development of standards and guidelines for airspace redesign. 

Perform system-wide optimization analyses of airspace and procedures reflecting a strategic plan as key building 

blocks for NextGen. Design and execute technical analyses on airspace security incidents and their impacts on the 

NAS. Perform airspace security concept development and systems engineering analyses to develop and evolve the 

FAA’s capabilities and tools for communicating, coordinating, and mitigating airspace security incidents. Develop 

and evaluate new operational security performance metrics. 

Safety and Training. Develop safety assurance processes as an integral part of normal operations. Perform technical 

analyses of NAS-wide accident and runway incursion risks to identify airports or specific types of operations with 

the highest risk, and prioritize implementation of appropriate operational and technological mitigations, leading to a 

reduction in accidents and runway incursions. Develop metrics and processes that allow FAA to proactively identify 

potential safety issues with both operations and architecture. Identify risks before they lead to incidents or 

accidents. Identify and assess the feasibility of new or advanced capabilities and standards that mitigate safety 

issues in the NAS. Leverage the collaboration of operational experts across the agency and research into 

technologies and capabilities to improve safety. Enhance the quality and efficiency of Terminal Radar Approach 

Control (TRACON) and En Route controller training, to allow for reduced training time and cost, improved trainee 

success rates, and improved workforce capabilities (e.g., reduced operational errors, improved productivity). 

Improve the delivery, quality, flexibility, and standardization of controller training. Facilitate through training 

improvements more effective operational transitions of NextGen solutions. 

Communications, Navigation, Surveillance, and Cyber-Security Infrastructure. Establish the Communications, 

Navigation, and Surveillance (CNS) foundation for FAA’s mid-term and far-term evolution strategies. Develop and 

evaluate advanced NAS CNS system concepts and requirements, and assess alternative technological approaches to 

meeting requirements in cost-effective ways. Perform research, modeling, simulation, and demonstration of 

prototypes of technical and operational enhancements to the NAS CNS and cyber security systems. Conduct 
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technical, architectural, operational, cost analyses, and modeling to support the implementation of CNS services in 

the NAS. Conduct spectrum analysis focusing on strategic issues related to the availability of adequate spectrum 

resources to support CNS for NextGen operational concepts. Conduct analysis of the operations enabled by data 

communications. Perform technical, architectural, and safety analysis. Participate in the development of 

international standards and harmonization to support the implementation of digital data communications services in 

the NAS. Conduct engineering analyses and assessments of industry provided solutions, and develop transition 

strategies for the FAA’s NextGen Voice Communications System (NVS). 

Unmanned Aircraft Systems. Provide technical analyses supporting strategic solutions for practical and coordinated 

UAS integration into the NAS and NextGen. Partner with other Government Agencies’ FFRDCs in actively 

researching improved access for Public UASs and facilitating cross-agency joint solutions. Implement standards for 

safe operation of UASs without compromising the safety or efficiency of the NAS. Collect and utilize NAS metrics 

to proactively detect issues prior to incidents or accidents. 

Special Studies, Laboratory and Data Enhancements. Provide an integrated research environment that ensures 

individual research activities, prototypes, and capabilities can be brought together with the appropriate mixture of 

fidelity and flexibility to facilitate integrated investigations, compressed spiraling of operational concepts and 

procedure development. Develop and sustain the Aviation Integrated Demonstration & Experimentation for 

Aeronautics (IDEA) laboratory infrastructure for expanded cross-domain scenario generation tools to support realtime Human-in-the-Loop as well as enable fast-time capabilities. Provide a data repository system that allows 

efficient access to aviation data and associated tools. Provide a flexible model of the NAS capable of quickly and 

reliably estimating the high-level impacts of new technologies, procedures, or infrastructure improvements on key 

system performance metrics. Conduct special studies of key subjects not directly related to a current outcome, if 

directed by FAA senior management. 

Mission-Oriented Investigation and Experimentation (MOIE). Develop tools and techniques for studying NAS 

capacity, throughput, performance, system dynamics and adaptation to technology and policy-driven change. 

Identify opportunities for innovative solutions to NAS problems and enhancements to NAS capabilities and 

procedures. Research future concepts and technologies to understand their potential impact on the NAS. Apply 

prototyping, in-lab demonstrations, and experimentations to test concepts. Explore new regimens including 

complexity theory, agent-based modeling, and productivity modeling. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 3 – Delivering Aviation Access through Innovation. 

 FAA Outcome 1 – System capacity and user demands are matched to ensure reliable, predictable and cost 

effective air navigation and airport services. 

 FAA Performance Metric 5 – Maintain a NAS on-time arrival rate of 88 percent at Core airports through 

2016. 

Relationship to Performance Metric 

The CAASD provides independent advanced research and development required by the FAA to obtain operational 

concepts, technical analyses, prototypes, procedures, and systems requirements needed to fulfill the vision for the 

NAS enterprise architecture, FAA’s Destination 2025 and the NextGen Implementation Plan. FAA adoption of the 

new systems and procedures in the NAS improves on-time performance, increases capacity, and provides a safer and 

more efficient global air transportation system. 

Program Plans FY 2014-FY 2018 – Performance Output Goals 

 Complete activities identified in the Product Based Work Plan for the year. 

 Update the Long Range Plan budget exhibit each year. 

 Conduct Quarterly Reviews of MITRE progress. 
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4A09, AERONAUTICAL INFORMATION MANAGEMENT PROGRAM* 

FY 2014 Request $9.1M 

Collaborative Air Traffic Management – Flight & State Data Management – AIM Segment 

2, G05A.02-05 / X, Collaborative Air Traffic Management – Flight & State Data 

Management – AIM Segment 3, G05A.02-06 

Program Description 

The AIM Modernization program will provide aviation users with digital aeronautical information that conforms to 

international standards and supports NextGen objectives. Digital aeronautical data enables near real-time processing 

of data to improve access to and quality of airport and special activity airspace information supporting better 

decision-making by NAS operators. 

AIM will implement information systems and services necessary to incorporate standard airport mapping and 

special activity airspace structure and status data. It improves on present information distribution because it is an 

integrated digital source of aeronautical information, airport and airspace data necessary to achieve shared 

situational awareness, including its fusion with NOTAM data developed in AIM Modernization (AIMM) Segment 

1. 

AIM Segment 2 (G05A.02-05): 

Segment 2 will build on pre-implementation efforts that were performed in the NextGen Common Structure and 

Status Data (CSSD) program (Part of the Collaborative ATM solution set) to baseline and implement suitably 

mature AIM technologies and tools for Aeronautical Information exchange. Aeronautical Common Services will: 

 Improve distribution of Special Activity Airspace (SAA) relevant information among stakeholders. Digital 

management of SAAs will also facilitate calculation of airspace usage and availability metrics in support of 

efficiency of air traffic management, analysis of SAA usage, integration with industrial partners, and 

scheduling automation. 

 Provide access to Airports Geographic Information System (GIS) data for critical information about 

airports including airport mapping and status. 

 Fully leverage the SWIM Common Support Services infrastructure to deliver quality aeronautical 

information using common standards and services. 

 Implementation will be via a Cloud environment. 

Schedule to meet Final Investment Decision (FID): 

 Investment Analysis Readiness Decision: November 2012 

 Release of SIR for software development contract supporting AIM Modernization Segment 2 – May 2013; 

 Risk-Adjusted Cost Model – November 2013; 

 Business Case Analysis Report (BCAR), Implementation Strategy and Planning Document (ISPD), Final 

Requirements Document (FRD) – November 2013; and 

 FID – December 2013. 

AIM Segment 3 (G05A.02-06): 

AIM Segment 3 will modernize and expand on the initial SAA and GIS capabilities from AIM Modernization 

Segment 2 by adding the ability to dynamically update the status of SAA and airport configuration data from the 

authoritative source. Additional capabilities will include the processing of static airspace constraints and business 

intelligence services to serve up fused data and integrated data products on demand to end use applications. This 

will be done through web services which, when fully implemented, will provide much improved access and 

increased functionality embedded in the information services with respect to filtering, data fusion (visualization of 

airspace, relational delivery and display of features and maps, geospatially referenced NOTAM data, etc.) so that 

end user applications and decision support tools may take advantage of these services to provide a significantly 

enhanced user experience to their user base. The information services developed will enable end user applications 

to provide data that they have not had access to, a much more integrated data set, and provision of that data in much 

more useable and flexible forms to end users using modern web service technologies and a single platform for 

delivering data from the authoritative source. ANSP decision support tools, Airline systems, DoD applications, pilot 
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briefing services and other web based commercial applications will have access to far more powerful tools available 

through these services to deliver a product tailored to and fit for use by the respective end user of the system or tool 

ingesting the data service. Using a standard model for aeronautical information exchange (AIXM) and Service 

Oriented Architecture (SOA)/Cloud services to access both dynamic and static aeronautical data across NAS 

systems and databases, users will have access to fused GIS, status, and reference data as integrated data products 

through the aeronautical common services. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric 

 FAA Strategic Goal 1 – Next Level of Safety. 

 FAA Outcome 1 – No accident-related fatalities occur on commercial service aircraft in the US. 

 FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in FY 2018. 

Relationship to Performance Metric 

AIM Modernization Segment 2 will target enhancements and new functionality to improve and expand AIM 

services. The program will improve the accuracy and timeliness of information regarding Special Activity Airspace 

and Airport data. Analyses will be conducted to compare this data to the legacy systems baseline to determine the 

actual amount of improvement provided. 

Standardizing and centralizing aeronautical data within the NAS will contribute to meeting the FAA's safety 

performance goals and will enhance the safety of FAA air traffic control systems. NAS safety depends upon the 

timely and accurate exchange of information between internal and external users. 

Program Plans FY 2014 – Performance Output Goals 

AIM Segment 2 (G05A.02-05): 

 Complete Final Investment Decision for AIMM Segment 2 that includes final Program Requirements (fPR), 

Business Case Analysis Report (BCAR), Implementation Strategy & Planning Document (ISPD), Acquisition 

Program Baseline (APB), and revised Enterprise Architecture. 

 Award of AIMM Segment 2 software development contract and hold Post Award Conference (PAC) and 

Technical Post Award Conference (TPAC) that include delivery of required vendor management plans. 

 Complete AIMM Segment 2 System Requirements Review (SRR) that includes the draft System Segment 

Specification (SSS) and Verification Requirements Traceability Matrix (VRTM). 

AIM Segment 3 (G05A.02-06): 

 None. 

Program Plans FY 2015 – Performance Output Goals 

AIM Segment 2 (G05A.02-05): 

 Complete AIMM Segment 2 Preliminary Design Review (PDR) for Release 1 that includes the final SSS and 

VRTM, and draft Release 1 Software Requirements Specifications (SRS), Software Design Document (SDD) 

and Web Service Description Documents (WSDD). 

 Complete AIMM Segment 2 Detailed Design Review (DDR) for Release 1 that includes the final Release 1 

SRS, SDD and WSDD. 

 Complete AIMM Segment 2 Release 1 code development and development of test procedures. 

 Complete IARD for AIMM Segment 3. 

AIM Segment 3 (G05A.02-06): 

 None. 

Program Plans FY 2016 – Performance Output Goals 

AIM Segment 2 (G05A.02-05): 

 Complete AIM Modernization Segment 2, Release 1 Development and Test. 

 Achieve Initial Operational Capability for AIM Modernization Segment 2 (Release 1). 

 Complete AIMM Segment 2 Preliminary Design Review (PDR) for Release 2 that includes draft Release 2 

SRS, SDD and WSDD. 
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 Complete AIMM Segment 2 Detailed Design Review (DDR) for Release 2 that includes the final Release 2 

SRS, SDD and WSDD. 

 Complete AIMM Segment 2 Release 2 code development and development of test procedures. 

 Complete IID for AIMM Segment 3. 

AIM Segment 3 (G05A.02-06): 

 None. 

Program Plans FY 2017 – Performance Output Goals 

AIM Segment 2 (G05A.02-05): 

 Complete AIM Modernization Segment 2, Release 2 Development and Test. (Prior year funds) 

 Achieve Full Operating Capability for AIM Modernization Segment 2 (Release 2). (Prior year funds) 

AIM Segment 3 (G05A.02-06): 

 Complete Final Investment Decision for AIMM Segment 3. 

 Complete AIMM Segment 3 System Requirements Review (SRR) that includes the draft SSS and VRTM. 

Program Plans FY 2018 – Performance Output Goals 

AIM Segment 2 (G05A.02-05): 

 None. 

AIM Segment 3 (G05A.02-06): 

 Complete AIMM Segment 3 Preliminary Design Review (PDR) for Release 1 that includes the final SSS and 

VRTM, and draft Release 1 SRS, SDD and WSDD. 

 Complete AIMM Segment 3 Detailed Design Review (DDR) for Release 1 that includes the final Release 1 

SRS, SDD and WSDD. 

 AIMM Segment 3 Release 1 code development and development of test procedures. 
Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix C 

Fiscal Years 2014 – 2018 
(Page Intentionally Left Blank) 
Capital Investment Plan

Fiscal Years 2014-2018

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number Capital Budget Program

FY 2014 

Budget 

Total

FY 2015 

Est.

FY 2016 

Est.

FY 201

Est

 Activity 1: Engineering, Development, Test and Evaluation $392.3 $464.0 $531.6 $65

1A01 Advanced Technology Development and Prototyping (ATDP) $33.5 $30.2 $30.0 1A02 NAS Improvement of System Support Laboratory $1.0 $1.0 $1.0 

1A03 William J. Hughes Technical Center Facilities $12.0 $12.0 $12.0 

1A04 William J. Hughes Technical Center Infrastructure Sustainment $6.0 $8.1 $9.2 

1A05 Data Communication in support of Next Generation Air Transportation System (NextGen)* $115.5 $149.5 $177.4 

1A06 Next Generation Air Transportation System (NextGen) – Demonstrations and 

Infrastructure Development*

$24.7 $24.8 $21.6 

1A07 Next Generation Air Transportation System (NextGen) – System Development* $61.5 $59.5 $65.6 

1A08 Next Generation Air Transportation System (NextGen) – Trajectory Based Operations 

(TBO)*

$18.0 $32.0 $37.5 

1A09 Next Generation Air Transportation System (NextGen) – Reduce Weather Impact* $6.0 $10.3 $8.4 

1A10 Next Generation Air Transportation System (NextGen) – Arrivals/Departures at High 

Density Airports*

$7.0 $28.4 $31.0 

1A11 Next Generation Air Transportation System (NextGen) – Collaborative Air Traffic 

Management (CATM)*

$41.0 $33.2 $27.0 

1A12 Next Generation Air Transportation System (NextGen) – Flexible Terminal and Airports* $15.0 $18.6 $14.5 

1A13 Next Generation Air Transportation System (NextGen) – System Networked Facilities* $9.0 $9.0 $10.8 

1A14 Next Generation Air Transportation System (NextGen) – Future Facilities* ** $10.0 $24.7 $61.0 1A15 Next Generation Air Transportation System (NextGen) – Performance Based Navigation 

(PBN) – Metroplex Area Navigation (RNAV)/Required Navigation Performance (RNP)*

$32.2 $22.7 $22.7 

1A16X Next Generation Air Transportation System (NextGen) – Safety, Security and Environment* $0.0 $0.0 $2.0 

$1,523.2 $1,512.4 $1,482.7 $1,42

A. En Route Programs $643.7 $561.9 $548.6 

2A01 En Route Automation Modernization (ERAM) $26.1 $0.0 $0.0 

2A02 En Route Automation Modernization (ERAM) – D-Position Upgrade and System 

Enhancements (ERAM System Enhancements and Technology Refreshments and ERAM Sector Enhancements)*

$65.0 $71.0 $110.0 

2A03 En Route Communications Gateway (ECG) $2.2 $8.7 $2.9 

2A04 Next Generation Weather Radar (NEXRAD) $4.1 $7.1 $6.5 

2A05 ARTCC Building Improvements/Plant Improvements $53.0 $53.0 $61.0 

2A06 Air Traffic Management (ATM) $13.8 $1.9 $0.0 2A07 Air/Ground Communications Infrastructure $5.5 $3.0 $3.2 

2A08 Air Traffic Control En Route Radar Facilities Improvements $5.9 $5.9 $0.0 

 Activity 2: Procurement and Modernization of Air Traffic Control Facilities and Equipment 

Page 1
Capital Investment Plan

Fiscal Years 2014-2018

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number Capital Budget Program

FY 2014 

Budget 

Total

FY 2015 

Est.

FY 2016 

Est.

FY 201

Est

2A09 Voice Switching Control System (VSCS) $20.0 $9.8 $9.9 

2A10 Oceanic Automation System $4.8 $2.0 $0.0 

2A11 Next Generation Very High Frequency Air/Ground Communications System (NEXCOM) $20.3 $40.0 $42.0 

2A12 System-Wide Information Management (SWIM)* $70.5 $61.8 $69.5 

2A13 Automatic Dependent Surveillance - Broadcast (ADS-B) NAS Wide Implementation* $282.1 $246.3 $188.4 

2A14 Windshear Detection Service (WDS) $2.0 $4.3 $5.2 

2A15 Weather and Radar Processor (WARP) $0.7 $0.0 $0.0 

2A16 Collaborative Air Traffic Management Technologies (CATMT)* $29.4 $3.3 $15.6 

2A17 Colorado ADS-B Wide Area Multilateration (WAM) Cost Share* $3.4 $0.0 $0.0 

2A18 Tactical Flow Time Based Flow Management (TBFM)* $10.5 $0.5 $3.6 

2A19 ATC Beacon Interrogator (ATCBI) – Technology Refresh $1.0 $0.0 $0.0 

2A20 Next Generation Weather Processor (NWP)* $23.5 $43.3 $30.8 

B. Terminal Programs $492.5 $560.8 $542.4 

2B01 Airport Surface Detection Equipment - Model X (ASDE-X) $12.1 $13.4 $10.5 2B02 Terminal Doppler Weather Radar (TDWR) – Provide $3.6 $0.0 $0.0 

2B03 Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) $45.5 $56.7 $79.3 

2B04 Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) $136.6 $143.6 $132.2 

2B05 Terminal Automation Program $2.6 $2.6 $2.7 

2B06 Terminal Air Traffic Control Facilities - Replace $72.0 $100.0 $100.0 

2B07 ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve $53.2 $52.7 $52.7 2B08 Terminal Voice Switch Replacement (TVSR) $5.0 $0.0 $0.0 

2B09 NAS Facilities OSHA and Environmental Standards Compliance $26.0 $26.0 $26.0 2B10 Airport Surveillance Radar (ASR-9) Service Life Extension Program (SLEP) $10.9 $13.6 $3.8 

2B11 Terminal Digital Radar (ASR-11) Technology Refresh and Mobile Airport Surveillance 

Radar (MASR)

$19.4 $21.1 $10.1 

2B12 Runway Status Lights (RWSL) $35.3 $26.2 $20.6 2B13 National Airspace System Voice System (NVS)* $16.0 $30.2 $15.1 

2B14 Integrated Display System (IDS) $4.1 $16.9 $13.3 

2B15 Remote Monitoring and Logging System (RMLS) Technology Refresh $1.0 $2.2 $1.1 

2B16 Mode S Service Life Extension Program (SLEP) $7.3 $8.1 $11.3 

2B17 Surveillance Interface Modernization (SIM) $6.0 $0.0 $0.0 

2B18 Terminal Flight Data Manager (TFDM)* $23.5 $42.0 $55.3 

2B19 Voice Recorder Replacement Program (VRRP) $6.2 $0.0 $0.0 

2B20 Precision Runway Monitor Replacement (PRMR) – Multilateration Technology Upgrade $5.0 $1.0 $3.0 

2B21 Integrated Terminal Weather System (ITWS) $1.3 $4.4 $5.4 

C. Flight Service Programs $17.1 $16.1 $27.1 

2C01 Aviation Surface Weather Observation System $10.0 $8.0 $8.0 

Page 2
Capital Investment Plan

Fiscal Years 2014-2018

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number Capital Budget Program

FY 2014 

Budget 

Total

FY 2015 

Est.

FY 2016 

Est.

FY 201

Est

2C02 Future Flight Services Program (FFSP) $3.0 $5.0 $16.0 

2C03 Alaska Flight Service Facility Modernization (AFSFM) $2.9 $2.9 $2.0 

2C04 Weather Camera Program $1.2 $0.2 $1.1 

D. Landing and Navigation Aids Programs $207.8 $199.9 $180.2 

2D01 VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment (DME) $8.3 $2.5 $2.5 

2D02 Instrument Landing Systems (ILS) – Establish $7.0 $7.0 $7.0 

2D03 Wide Area Augmentation System (WAAS) for GPS $109.0 $105.0 $105.7 

2D04 Runway Visual Range (RVR) & Enhanced Low Visibility Operations (ELVO) Program $6.0 $6.0 $6.0 

2D05 Approach Lighting System Improvement Program (ALSIP) $3.0 $3.0 $3.0 

2D06 Distance Measuring Equipment (DME) $4.0 $3.0 $3.0 2D07 Visual Navaids - Establish/Expand $2.5 $2.0 $2.0 

2D08 Instrument Flight Procedures Automation (IFPA) $4.5 $2.4 $3.0 

2D09 Navigation and Landing Aids – Service Life Extension Program (SLEP) $3.0 $3.0 $3.0 2D10 VASI Replacement – Replace with Precision Approach Path Indicator $2.5 $5.0 $5.0 

2D11 Global Positioning System (GPS) Civil Requirements $20.0 $20.0 $0.0 2D12 Runway Safety Areas – Navigation Mitigation $38.0 $41.0 $40.0 

E. Other ATC Facilities Programs $162.1 $173.7 $184.3 

2E01 Fuel Storage Tank Replacement and Monitoring $8.7 $6.8 $14.0 

2E02 Unstaffed Infrastructure Sustainment $33.0 $33.0 $33.3 

2E03 Aircraft Related Equipment Program $10.4 $9.0 $11.4 

2E04 Airport Cable Loop Systems – Sustained Support $5.0 $5.0 $5.0 

2E05 Alaskan Satellite Telecommunication Infrastructure (ASTI) $11.0 $11.4 $11.1 

2E06 Facilities Decommissioning $6.5 $5.0 $6.0 

2E07 Electrical Power Systems – Sustain/Support $85.0 $100.0 $100.0 

2E08 FAA Employee Housing and Life Safety Shelter System Service $2.5 $0.0 $0.0 

2E09X Independent Operational Test/Evaluation $0.0 $3.5 $3.5 

 Activity 3: Non-Air Traffic Control Facilities and Equipment $148.6 $132.9 $139.3 $12

A. Support Programs $135.3 $118.7 $124.2 

3A01 Hazardous Materials Management $20.0 $20.0 $20.0 

3A02 Aviation Safety Analysis System (ASAS) $12.7 $11.9 $20.2 3A03 Logistics Support Systems and Facilities (LSSF) $10.0 $1.0 $1.5 3A04 National Airspace System (NAS) Recovery Communications (RCOM) $12.0 $12.0 $12.0 3A05 Facility Security Risk Management $15.0 $15.1 $15.0 

3A06 Information Security $13.0 $12.0 $12.0 3A07 System Approach for Safety Oversight (SASO) $9.5 $12.5 $9.5 

3A08 Aviation Safety Knowledge Management Environment (ASKME) $12.2 $10.2 $7.5 

Page 3
Capital Investment Plan

Fiscal Years 2014-2018

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number Capital Budget Program

FY 2014 

Budget 

Total

FY 2015 

Est.

FY 2016 

Est.

FY 201

Est

3A09 Data Center Optimization $1.0 $0.0 $0.0 3A10 Aerospace Medical Equipment Needs (AMEN) $5.0 $0.0 $2.5 3A11 Aviation Safety Information Analysis and Sharing (ASIAS)* $15.0 $15.0 $15.0 

3A12 National Test Equipment Program $3.0 $2.0 $4.0 

3A13 Mobile Assets Management Program $3.0 $4.0 $2.0 3A14 Aerospace Medicine Safety Information System (AMSIS) $3.9 $3.0 $3.0 

B. Training, Equipment and Facilities $13.3 $14.2 $15.1 

3B01 Aeronautical Center Infrastructure Modernization $12.3 $13.2 $14.1 3B02 Distance Learning $1.0 $1.0 $1.0 

 Activity 4: Facilities and Equipment Mission Support $231.7 $246.8 $248.5 $24

4A01 System Engineering (SE2020) and Development Support $35.6 $36.2 $35.0 4A02 Program Support Leases $42.1 $45.2 $46.7 4A03 Logistics Support Services (LSS) $11.5 $11.5 $11.0 4A04 Mike Monroney Aeronautical Center Leases $17.9 $18.4 $18.8 4A05 Transition Engineering Support $16.5 $16.5 $18.0 4A06 Technical Support Services Contract (TSSC) $25.0 $25.0 $25.0 

4A07 Resource Tracking Program (RTP) $4.0 $4.0 $4.0 

4A08 Center for Advanced Aviation System Development (CAASD) $70.0 $75.0 $75.0 4A09 Aeronautical Information Management Program* $9.1 $15.0 $15.0 

 Activity 5: Personnel Compensation, Benefits and Travel $482.0 $495.9 $503.9 $51

5A01 Personnel and Related Expenses $482.0 $495.9 $503.9 

* Titles with asterisk represent NextGen BLIs

** Additional funding to cover the cost of construction is included in the proposed Immediate Transportation Investment in FY 2014.Note: BLI numbers with X represent outyear programs not requested in the FY 2014 President's Budget.Note: FY 2015-2018 outyear funding amounts are estimates.

Total Year Funding $2,777.8 $2,852.0 $2,906.0 $

Targets $2,777.8 $2,852.0 $2,906.0 $

Page 4
Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix D 

Fiscal Years 2014 – 2018 
(Page intentionally left blank)
Capital Investment Plan 

Fiscal Years 2014-2018 

i 

April 2013 

APPENDIX D 

FAA CAPITAL PROGRAM 

INFORMATION FOR MAJOR PROGRAMS 

Because of the criticality of on-budget and on-time acquisitions to the efficient transition to 

NextGen, The Government Accountability Office (GAO) was directed to determine the status of 

ATO’s performance in acquiring ATC systems. 

In December 2007 the GAO issued its report GAO-08-42 entitled, “AIR TRAFFIC CONTROL 

FAA Reports Progress in System Acquisitions, but Changes in Performance Measurement Could 

Improve Usefulness of Information”. This report documented the findings and provided 

recommendations to the FAA. 

One recommendation was to identify or establish a vehicle for regularly reporting to Congress 

and the public on ATO’s overall, long-term performance in acquiring ATC systems by providing 

original budget and schedule baselines for each program and the reasons for any baseline 

revision. The table provided in this Appendix provides the most current information for FAA’s 

Major Active Programs and is in direct response to the GAO’s recommendation. 
(Page intentionally left blank)
Capital Investment Plan 

Fiscal Years 2014-2018 

1 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Com

Automatic Dependent Surveillance Broadcast (ADS-B) Segments 1 & 2ACAT 1

Aug-07 Sep-14 $1,681.5 Mar-11 Sep-14 $1,695.1 Sep-14 $1,726.2 Current Baseline vs Origina

Investment Decision Authority schedule replan and strategic Colorado WAM, Phase II into Note: Colorado WAM, Phase in Dec-09Current Estimate vs Current $31.1M to the current baseline 

$6.8M funding earmark in FY Level of Safety study to obtaiseparation standards for En Rearmark of $9.3M in FY 2008 Applications Development, aADS-B related modifications fThe increase to the current esfunding earmarks are exclude

Automatic Dependent Surveillance Broadcast (ADS-B) FY14 - 20 ACAT 1

May-12 Sep-20 $960.4 May-12 Sep-20 $960.4 Sep-20 $960.4 NOTE: New Addition to Appe

Decision (FID) approved by J

Collaborative Air Traffic Management Technologies (CATMT) Work Package 2ACAT 3

Sep-08 Sep-14 $109.5 Sep-08 Sep-14 $109.5 Sep-14 $109.5

Data Communications (Data Comm) Segment 1, Phase 1ACAT 1

May-12 May-19 $741.4 May-12 May-19 $741.4 May-19 $741.4 NOTE: New Addition to Appe

Decision (FID) approved by J

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs
Capital Investment Plan 

Fiscal Years 2014-2018 

2 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Com

En Route Automation Modernization (ERAM)ACAT 1

Jun-03 Dec-10 $2,154.6 Jun-11 Aug-14 $2,484.6 Aug-14 $2,528.5 Current Baseline vs Origina

date for ERAM has slipped to month schedule variance (-49The budget has increased by The budget and schedule vathe following factors; (1) projerisks associated with the opeselected sites, (2) Insufficient identify software issues beforInsufficient communication befield sites (4) uneven stakehodevelopment/deployment. Current Estimate vs Current 

$43.9M to the current estimate including additional 2nd level 

budget for FY12 and FY13 (v

Flight Standards Inspector Aircraft Replacement (FSIAR), Segment 2

Sep-11 Aug-13 $11.1 Sep-11 Aug-13 $11.1 Aug-13 $11.1

Logistics Center Support System (LCSS)ACAT 2

Apr-10 Feb-14 $67.4 Feb-12 Feb-14 $67.4 Feb-14 $67.4

Facility Security and Risk Management (FSRM) 2ACAT 2 

Jun-11 Sep-22 $182.5 Jun-11 Sep-22 $182.5 Sep-22 $182.5 NOTE: New Addition to Appe

Decision (FID) approved by J

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs
Capital Investment Plan 

Fiscal Years 2014-2018 

3 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Com

Next Generation Air-to-Ground Communication System (NEXCOM) - Segment 1A ACAT 2

Sep-98 Sep-08 $407.6 Dec-05 Sep-13 $324.7 Sep-13 $324.7 Current Baseline vs Origina

extension was due to resourc

decrease in budget is assocdecision to reduce the programultimode digital radios. 

Next Generation Air-to-Ground Communication System (NEXCOM) - Segment 2, Phase 1 ACAT 2

Sep-11 Sep-18 $285.9 Sep-11 Sep-18 $285.9 Sep-18 $285.9 NOTE: New Addition to Appe

Decision (FID) approved by J

Regulation and Certification Infrastructure for System Safety (RCISS) - Segment 2ACAT 3

Oct-10 Sep-16 $90.7 Oct-10 Sep-16 $90.7 Sep-16 $90.7

Runway Status Lights (RWSL)ACAT 1

Jan-10 Oct-15 $327.4 Jan-10 Oct-15 $327.4 Jun-16 $352.4 Current Estimate vs Current 

date for RWSL has slipped froin an 8 month schedule delay schedule is associated with dconstruction at four airports d$20M beyond FY13. The budincrease by $25M (-7.6% variconstruction methods, reviserequests for additional light amobilization associated with tperiod from Jul-11 to Aug-11)

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs
Capital Investment Plan 

Fiscal Years 2014-2018 

4 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Com

System Approach for Safety Oversight (SASO) Phase IIaACAT 3

Sep-08 Sep-13 $88.0 Sep-08 Sep-13 $88.0 May-15 $99.5 Current Estimate vs Current 

date for SASO IIA is estimatevariance) and budget growth (The baseline change decisioThe variances are associated Process rules, the inclusion ochanges to the implementatio

System Wide Information Management (SWIM) Segment 1ACAT 2

Jul-09 Sep-15 $310.2 Jul-09 Sep-15 $310.2 Sep-15 $310.2

System Wide Information Management (SWIM) Segment 2AACAT 2

Jul-12 Dec-17 $120.2 Jul-12 Dec-17 $120.2 Dec-17 $120.2 NOTE: New Addition to Appe

Decision (FID) approved by J

Terminal Automation Modernization and Replacement, Phase 3, Segment 1 (TAMR3, S1)ACAT 1

Dec-11 Oct-17 $438.0 Dec-11 Oct-17 $438.0 Oct-17 $438.0

Terminal Automation Modernization and Replacement (TAMR), Phase 3, Segment 2 ACAT 1

Sep-12 Aug-19 $462.5 Sep-12 Aug-19 $462.5 Aug-19 $462.5 NOTE: New Addition to Appe

Decision (FID) approved by J

Terminal Automation Modernization and Replacement (TAMR), Phase 1 Tech Refresh and Terminal EnhancementsACAT 1 

Sep-12 Feb-20 $475.4 Sep-12 Feb-20 $475.4 Feb-20 $475.4 NOTE: New Addition to Appe

Decision (FID) approved by J

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs
Capital Investment Plan 

Fiscal Years 2014-2018 

5 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Com

Time Based Flow Management (TBFM)ACAT 3

Apr-10 Nov-14 $115.0 Apr-10 Nov-14 $115.0 Nov-14 $115.0

Wide Area Augmentation System (WAAS)ACAT 1

Jan-98 Aug-99 $1,006.6 May-09 Sep-13 $3,008.1 Sep-13 $3,008.1 Current Baseline vs Origina

increased due to satellite comF&E appropriation from O&M of the baseline. The schedulsystem specification and use

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs
Capital Investment Plan 

Fiscal Years 2014-2018 

6 

Programs Original 

APB Date

Completion

Date

Budget 

$M

Current 

APB Date

Revised 

Completion

Date

Revised 

Budget 

$M

Completion

Date

Budget 

$M

Comm

Instrument Flight Procedures Automation (IFPA)ACAT 2

Sep-06 Sep-11 $50.8 Apr-10 Sep-12 $50.8 Sep-12 $50.8 The program was completed 

Operating Capability (IOC) of Development System (IPDS) 

International Flight Inspector Aircraft (IFIA)ACAT 2

Dec-03 Aug-09 $27.4 Dec-03 Aug-09 $27.4 May-12 $33.7 The program was completed 

of Full Operating Capability (Fsupport NextGen Flight Inspe

Original Baseline Current Baseline Actual Results

FAA Capital Programs

Major Programs with Completed Acquisition Phase
 

Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix E 

Fiscal Years 2014 – 2018 
(Page Intentionally Left Blank) 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

1 

LIST OF ACRONYMS AND ABBREVIATIONS 

--Number-- 

2D two dimensional 

2DBC two dimensional bar coding 

3D three dimensional 

4D four dimensional 

4D-OTM four dimensional-oceanic trajectory management 

4D Wx SAS four dimensional weather single authoritative source 

--A-- 

AAtS airborne access to SWIM 

AAM office of aerospace medicine 

AAR airport arrival rate 

ABAAS architectural barriers act accessibility standards 

ABRR airborne reroute execution 

ACAIS aircraft certification and audit information system 

ACAS-X redesigned airborne collision avoidance system 

ACAT acquisition category 

ACEF aircraft cabin environment facility 

ACE-IDS automated surface observing system controller equipment-information display system 

ACEPS ARTCC critical and essential power systems 

ACM adjacent center metering 

ACS aeronautical common services 

ACTD advanced concept technology demonstration 

AEB acquisition executive board 

ADA American Disabilities Act 

ADAS automated weather observation data acquisition system 

ADD airworthiness directives development 

ADM add drop multiplexer 

ADS-B automatic dependent surveillance-broadcast 

ADS-C automatic dependent surveillance-contract 

ADS-R automatic dependent surveillance-rebroadcast 

AEA association of European airlines 

AEB ASIAS executive board 

AEDT aviation environmental design tool 

AEFS advanced electronic flight strip 

AeroMACS aeronautical mobile airport communications system 

AES alternative energy systems 

AFIS automatic flight inspection system 

AFS FAA flight technologies and procedures division 

AFSFM Alaskan flight service facility modernization 

AFSS automated flight service station 

A/G air-to-ground 

AGIS airport geographic information system 

AGL above ground level 

AI aeronautical information 

AI artificial intelligence 

AIDSIM+ beta version of airport capacity model 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

2 

AIM aeronautical information management 

AIM accident incidence model 

AIMCss aeronautical information management common support service 

AIMM aeronautical information management modernization 

AIR FAA aircraft certification service 

AIRE atlantic interoperability initiative to reduce emissions 

AIRMET airmen meteorological advisory system 

AirNav airports and navigations aids 

AISR aeronautical information system replacement 

AIXM aeronautical information exchange model 

ALDARS automated lightning detection and reporting system 

ALL assimilate lessons learned 

ALS approach lighting system 

ALSF-2 approach lighting system with sequenced flashing light model 2 

ALSIP approach lighting system improvement program 

AMASS airport movement area safety system 

AMEN aerospace medical equipment needs 

AMHS automated message handling system 

AMMS automated maintenance management system 

AMP airspace management program 

AMRS aeronautical mobile (R) service 

AMS acquisition management system 

AMSIS aerospace medicine safety information system 

ANF air navigation facilities 

ANICS Alaskan national airspace system interfacility communications system 

ANS automation notification system 

ANSP air navigation service provider 

ANT automated NextGen tower 

AOC/FOC airline operation center/flight operation center 

AOCC Atlantic operations control center 

APB acquisition program baseline 

APMT aviation portfolio management tool 

APNT alternate positioning navigation and timing system 

APT advanced persistent threat 

APTS AVN process tracking system 

ARC aviation rulemaking committee 

ARE aircraft and related equipment 

ARINC Aeronautical Radio Incorporated 

ARMS airspace resource management system 

ARMT airport resource management tool 

ARSR air route surveillance radar 

ARTCC air route traffic control center 

ARTS IE/IIE/IIIE automated radar terminal system model IE/ IIE /IIIE 

ASAS aviation safety analysis system 

ASBU aviation system block upgrade 

ASDE-3 airport surface detection equipment – model 3 

ASDE-X airport surface detection equipment – model x 

ASDP advanced signal data processor 

ASI aviation safety inspectors 

ASIAS aviation safety information analysis and sharing 

ASKME aviation system knowledge management environment 

ASOS automated surface observing system 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

3 

ASR-7, 8, 9, 11 airport surveillance radar model 7, 8, 9, and 11 

ASR/CD airport surveillance radar/common digitizer 

ASSC airport surface surveillance capability 

ASTERIX all purpose structured Eurocontrol surveillance information exchange 

ASTI Alaskan satellite telecommunication infrastructure 

ASWON automated surface weather observation network 

ATAG aerospace transportation advisory group 

ATC air traffic control 

ATCBI-4, 5, and 6 air traffic control beacon interrogator model 4, 5, and 6 

ATCRBS air traffic control radar beacon system 

ATCS air traffic control specialist 

ATCSCC air traffic control system command center 

ATCT air traffic control tower 

ATDP advanced technology development prototyping 

ATIEC air traffic information exchange conference 

ATIS automated terminal information service 

ATM air traffic management 

ATMRPP ATM requirements and performance panel 

ATN aeronautical telecommunication network 

ATN aviation training network 

ATOP advanced technologies and oceanic procedures 

ATSS airway transportation system specialist 

ATPA automatic terminal proximity alert 

ATS air traffic services 

AUM arrival uncertainty management 

AVS FAA office of aviation safety 

AUTODIN automatic digital network 

AWOS automated weather observing system 

AWSS automated weather sensor systems 

AXSL ASDE-X safety logic 

 

--B-- 

BADA base of aircraft data 

BCAR business case analysis report 

BCD baseline change decision 

BLI budget line item 

BPM business process management 

BUEC back up emergency communication 

BVR beacon video reconstitutor 

BW bandwidth 

BWM bandwidth manager 

 

--C-- 

C3 command and control communications 

CAASD Center for Advanced Aviation System Development 

CAC central air conditioning 

CACR collaborative airspace constraint resolution 

CAI contractor acceptance inspection 

CAMI Civil Aerospace Medical Institute 

CARF central altitude reservation function 

CARTS common-automated radar tracking system 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

4 

CARSR common air route surveillance radar 

CANSO civil air navigation service organization 

CAS commercially available software 

CAS collision avoidance system 

CAST commercial aviation safety team 

CAT category of precision landing requirements 

CATM collaborative air traffic management 

CATMT collaborative air traffic management technologies 

CAVS CDTI assisted video separation 

CBI computer-based instruction 

CCB change control board 

CCS conference control switch 

CD 2 common digitizer (converts analog radar data to digital format) 

CDA continuous descent approach 

CDM collaborative decision making 

CDP concept development plan/ climb descent procedures 

CDR critical design review 

CDTI cockpit display of traffic information 

CEA compliance and enforcement actions 

CEDAR comprehensive electronic data analysis 

CENRAP center radar approach 

CERAP center radar approach control 

CFE communications facilities enhancement 

CFIT controlled-flight-into-terrain 

CFR code of federal regulations 

CHI computer human interface 

CI/EP certification of imported/exported products 

CIM collaborative information management 

CIO chief information officer 

CIP/FIP current icing product/future icing product 

CIWS corridor integrated weather system 

CIX collaborative information exchange 

CLEEN continuous low energy, emissions and noise 

CMA configuration management automation 

CMC corrective maintenance contract 

CMTD concept maturity technology development 

CNS communications, navigation and surveillance 

CONOPS concept of operations 

CONUS continental United States 

COS continuity of service 

COSPA consolidated storm prediction for aviation 

COTS commercial off-the-shelf 

CPDLC controller-pilot data link communications 

CPDS critical power distribution system 

CRA conflict resolution advisory 

CRD concept and requirements document 

CRDR concept requirements development readiness 

CREWS CTAS remote weather system 

CSM certified software management 

CSMC cyber security management center 

CSPA closely spaced parallel approaches 

CSPO closely spaced parallel runway operations 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

5 

CSPR closely spaced parallel runways 

CSSD common status and structure data 

CST communication support team 

CssWx common support services weather 

CTAS center TRACON automation system 

CTP collaborative trajectory planning 

CTS coded time source 

CWP corporate work plan 

CY calendar year 

 

--D-- 

DAH design approval holder 

DALR digital audio legal recorder 

DARPA Defense Advanced Research Projects Agency 

DASI digital altimeter setting indicator 

DAT digital audio tape 

DataComm data communications 

DBRITE digital bright radar indicator tower equipment 

DC BUS direct current electrical distribution system 

DCCI data center consolidation initiative 

DCIS data communications integrated services 

DCL departure clearance 

DCNS data communication air/ground network service 

DDN direct entry digital NOTAM 

DDR detailed design review 

DDS delegation option authorization/designated alteration station/special federal aviation regulation 

DELPHI DOT accounting system 

DEN domestic events network 

DESIREE distributed environment for simulation rapid engineering and experimentation 

DF direction finder 

DHS Department of Homeland Security 

DME distance measuring equipment 

DMN data multiplexing network 

DMS defense messaging system 

DNS domain name service 

DOC Department of Commerce 

DOD Department of Defense 

DOE Department of Energy 

DOT Department of Transportation 

D-OTIS digital operational terminal information service 

DOTS+ dynamic ocean tracking system plus 

DR disaster recovery 

DRC disaster recovery center 

DREN defense research and engineering network 

DRSR digital remote surveillance communication interface processor replacement 

D position data controller position 

DSP departure spacing program 

DS/PP designee supervision/past performance 

DSR display system replacement 

DST decision support tool 

DT&E development test and evaluation 

DUATS/S direct user access terminal system 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

6 

DVD digital virtual disc 

DVOR doppler VOR 

DVRS digital voice recorder system 

 

--E-- 

EA enterprise architecture 

EBUS enhanced backup surveillance 

ECG en route communication gateway 

ECP engineering change proposal 

EDA engineering design approval 

EDC enterprise data center 

EDDA environmental due diligence audits 

EDMS electronics drawing management system 

EES ERAM evaluation system 

e-FAROS enhanced final approach runway occupancy signal 

eFAST electronic FAA accelerated and simplified task 

EFS electronic flight strip 

EFS electronic file service 

EFSTS electronic flight strip transfer system 

EFVS enhanced flight vision systems 

EISA Energy Independence and Security Act of 2007 

EISS enterprise information system security 

ELVO enhanced low visibility operations 

EMB enterprise messaging bus 

EMC energy management and compliance 

EMS environmental management system 

EOL end of life 

EON emergency operations network 

EOS end of service 

EOSH environmental & occupational safety and health 

EPA Environmental Protection Agency 

EPACT Energy Policy Act of 2005 

EPB external boundary protection 

EPO emergency power off 

ER environmental remediation 

ERAM en route automation modernization 

ERAU Embry Riddle Aeronautical University 

ERIDS en route information display system 

ERV emergency response vehicle 

ES extended squitter 

E-Scan electronic scan 

ESCR environmental site cleanup report 

ESD electrostatic discharge 

ESRL Earth Sciences Research Laboratory 

ESV expanded service volume 

ETA estimated time of arrival 

ETR emergency transmitter replacement 

ETVS enhanced terminal voice switch 

EUROCAE European Organization for Civil Aviation Equipment 

EUROCONTROL European ANSP 

EVM earned value management 

EVS enhanced vision system 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

7 

EWD weather information network server dissemination 

EWIN enhanced weather information network 

 

--F-- 

F-420 wind sensor 

FAALC FAA logistics center 

FAC NextGen activities for transforming facilities 

FACT future airport capacity task 

FAF final approach fix 

FANS future air navigation system 

FAROS final approach runway occupancy signal 

FAS flexible analysis system 

FAT factory acceptance test 

FBW fly by wire 

FBWTG FAA bulk weather telecommunications gateway 

FCI facility condition index 

FCT federal contract tower 

FDCC federal desktop core configuration 

FDCCI federal data center consolidation initiative 

FDIO flight data input/output 

FDP2K flight data processing 2000 

FDPS flight data publication service 

F&E facilities and equipment 

FEAF federal enterprise architecture framework 

FFOV forward field of view 

FFRDC federally funded research and development center 

FFSP future flight service program 

FI flight inspection 

FIA final investment analysis 

FICAM federal identify credential and access management 

FIAPA flight inspection airborne processor application 

FID final investment decision 

FIM-S flight deck based interval management - spacing 

FIR flight information region 

FIS-B flight information service – broadcast 

FISMA federal information security management act 

FIXM flight information exchange model 

FLEX flexible terminal environment 

FM frequency modulated 

FMC flight management computer 

FMS flight management system 

FNS federal NOTAM system 

FOC final operating capability 

FOC flight operations center 

FOMS flight operations management system 

FOQA flight operation quality assurance 

FOTT fiber optic tie trunk 

FOWG flight object working group 

FOXS flight object exchange service 

FPDS-NG federal procurement data system- next generation 

FPPS facility power panel schedule 

FPS fixed position surveillance 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

8 

FRD final requirements document 

FS21 flight service automation system 

FSAM federal segment architecture methodology 

FSDO flight standards district office 

FSEP facility service and equipment profile 

FSRM facility security risk management 

FSS flight service station 

FST fuel storage tank 

FTB Florida NextGen test bed 

FTE full time equivalent 

FTI FAA telecommunications infrastructure 

FTSN flexible terminal sensor network 

 

--G-- 

GA general aviation 

GAO Government Accountability Office 

GAST-C GBAS approach service type C 

GBAS ground-based augmentation system 

GCCS geo stationary communication and control segment 

GEO geosynchronous communication satellite 

G/G ground to ground 

GIM-S ground based interval management - spacing 

GIS geographic information system 

GLS GPS landing system 

GNAS general NAS maintenance area 

GNSS global navigation satellite system 

GOMEX Gulf of Mexico 

GPS global positioning system 

GRIB gridded binary (data format) 

GSA General Services Administration 

GSD global sciences division 

GTGS graphical turbulence guidance version 3 

GUFI globally unique flight identifier 

GUI graphical user interface 

 

--H-- 

HADDS HOST ATM data distribution system 

HAZMAT hazardous materials 

HCS HOST computer system 

HD arrivals/departures at high density airports 

HF/SSB high frequency/single side band 

HF human factors 

HGOPA high gain open planar array 

HIE health information exchange 

HITL human-in-the-loop 

HLA high level architecture 

HOST en route computer system 

HPSB high performance sustainable building 

HRJ Hydro-treated renewable jet (fuel) 

HSD Homeland Security data network 

HSI human system integration 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

9 

HSPD Homeland Security Presidential Directive 

HUD heads-up-display 

HUR high update radar 

HVAC heating, ventilating and air conditioning 

 

--I-- 

I2I idea to in-service 

IA investment analysis 

IAA interagency agreement 

IAPA instrument approach procedures automation 

IARD investment analysis readiness decision 

IATA International Air Transport Association 

IATI international air traffic interoperability 

IBR integrated baseline review 

ICAO International Civil Aviation Organization 

ICD interface control document 

ICF integrated control facility 

IGCE independent government cost estimate 

ICMS integrated control and management system 

ICSS integrated communications switching system 

IDA investment decision authority 

IDAC integrated departure arrival capability 

IDIQ indefinite delivery/indefinite quantity 

IDLM interference detection, location and mitigation 

IDR incident detection and response 

IDS information display system 

IDS integrated display system 

IEEE Institute of Electrical and Electronic Engineers 

IFI in flight icing 

IFIS integrated flight information system 

IFP instrument flight procedures 

IFPA instrument flight procedures automation 

IFR instrument flight rule 

IG Inspector General 

IGCE independent government cost estimate 

IID initial investment decision 

IKM identity and key management 

ILS instrument landing system 

IM interval management 

IMC instrument meteorological conditions 

IMS interval management spacing 

IOA independent operational assessment 

IOC initial operating capability 

IOT&E independent operational test and evaluation 

IP internet protocol 

IPDS instrument procedure development system 

IPE internal policy enforcement 

IRD interface requirement document 

IRIS integrated reporting information system 

IRU inertial reference unit 

ISAM integrated safety assessment model 

ISAT implementation service acceptance testing 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

10 

ISD in service decision 

ISO International Standards Organization 

ISPD implementation strategy and planning document 

ISS information systems security 

I&T integration and test 

IT information technology 

IT integration testing 

ITI immediate transportation initiative 

ITP in-trail procedures 

ITU International Telecommunication Union 

ITWS integrated terminal weather system 

IVSR interim voice switch replacement 

IWP integrated work plan 

 

--J-- 

JAI joint acceptance inspection 

JAWS Juneau airport wind system 

JPALS joint precision approach and landing system 

JPDO joint planning and development 

JPE joint planning environment 

JRC joint resources council 

 

--K-- 

KW kilowatts 

 

--L-- 

LAAS local area augmentation system 

LAHSO land and hold short operations 

LAN local area network 

L-Band Radar frequency band 1-2 giga-Hertz 

LCGS low cost ground surveillance 

LCSS logistical center support system 

LDACS L-Band digital aeronautical communication system 

LDAP lightweight directory assistance protocol 

LDIN lead in light system 

LDRCL low-density radio communication link 

LED light emitting diode 

LIDAR light detection and ranging 

LIS logistics and inventory system 

LITE local integrated tower equipment 

LLWAS low-level wind shear alert system 

LNAV lateral navigation 

LOA letters of agreement 

LOB line of business 

LOC localizer 

LP localizer performance 

LPDME low power distance measuring equipment 

LPGBS lightning protection, grounding, bonding, and shielding 

LPV localizer performance with vertical guidance 

LRR long-range radar 

LRU line replaceable units 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

11 

LSS logistics support services 

LSSF logistics support system and facilities 

 

--M-- 

MALSR medium-intensity approach light system with runway alignment indicator lights 

MAMP mobile asset management program 

MASR mobile/transportable airport surveillance radar 

MASS maintenance automation system software 

MATCT mobile air traffic control tower 

MB marker beacon 

MDR multimode digital radio 

MEARTS microprocessor en route automated radar tracking system 

MHz megahertz 

MIT/LL Massachusetts Institute of Technology Lincoln Laboratory 

MITRE MITRE Corporation 

MLAT multilateration 

MMAC Mike Monroney Aeronautical Center 

MOA memorandum of agreement 

MOB contract award mobility 

MOC mid term operational capability 

MOCC midstates operations control center 

Mode S mode select 

MOIE mission oriented investigation and experimentation 

MON minimum operational network 

MOPS minimum operational performance standards 

MPAR multi-function phased array radar 

MPS maintenance processor subsystem 

MPT meter point time 

MSAD monitor safety and analyzed data 

MSRD monitor safety related data 

MSSR monopulse secondary surveillance radar 

MTSR maintenance test system replacements 

MWS maintenance work station 

MX mobile engine generator 

 

--N-- 

NADIN national airspace data interchange network 

NADIN MSN national airspace data interchange network – message switching network 

NADIN PSN national airspace data interchange network – package switching network 

NAFIS next generation flight inspection system 

NARP national aviation research plan 

NAS national airspace system 

NASA National Aeronautics and Space Administration 

NASDOC national airspace system document 

NASE NAS adaptive services environment 

NASPAC national airspace system performance analysis capability 

NASR national airspace system resources

NAVAIDS navigation aids 

NAV Lean navigation procedures implementation plan 

NCAR National Center for Atmospheric Research 

NCO national coordination office 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

12 

NCP noise compatibility program 

NCP NAS change proposal 

NCR NAS common reference 

NDB non-directional beacon 

NEMC NAS enterprise management centers 

NEMS NAS enterprise messaging service 

NEPA National Environmental Policy Act 

NEXCOM next generation air/ground communications 

NEXRAD next generation weather radar 

NextGen next generation air transportation system 

NG-VRRP next generation voice recorder replacement program 

NEXTOR National Center of Excellence for Aviation Operations Research 

NGIP NextGen Implementation Plan 

NHIN national health information network 

NIEC NextGen integration and evaluation capability 

NIPRNET non classified internet protocol router network 

NISC national airspace system implementation support contract 

NLIHA NEXRAD legacy, icing, and hail algorithm 

NLN national logging network 

NMAC near mid-air collision 

NMCS network management control system 

NMR NADIN MSN rehost 

NNEW NextGen network enabled weather 

NOAA National Oceanic and Atmospheric Administration 

NOCC national operations control center 

NOP national offload program 

NORDO no radio 

NOTAM notice to airmen 

NPI NEXRAD product improvement 

NPS NextGen performance snapshots 

NRCS national radio communications system 

NRN national remote maintenance monitoring network 

NSIP NextGen system implementation plan 

NSOS national security officer service 

NSPD National Security Presidential Directives 

NSWRC next generation surveillance and weather radar capability 

NTEP national test equipment program 

NTML national traffic management log 

NTP/PTP network time protocol/precision time protocol 

NTSB National Transportation Safety Board 

NVS national airspace system voice system 

NWP NextGen weather processor 

NWS National Weather Service 

 

--O-- 

OA operational analysis 

OAPM optimization of airspace and procedures in the metroplex 

OARS operational analysis and reporting system 

OASIS operational and supportability implementation system 

OCAT oceanic conflict advisory tool 

OCS operational control segment 

OCS(X) modernized operational control segment 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

13 

ODALS omni-directional airport lighting system 

ODNI Office of the Director of National Intelligence 

OE operational error 

OEAAA obstruction evaluation/airport airspace analysis 

OEM original equipment manufacturer 

OEP operational evolution partnership 

OFDPS offshore flight data processing system 

OGS open geospatial consortium 

OI operational improvement 

OLS operational land switch 

O&M operation and maintenance 

OMB Office of Management and Budget 

OPS operations 

ORD operational readiness demonstration 

OSA operational safety assessment 

OSD operational suitability demonstration 

OSF operational support facilities 

OSHA Occupational Safety and Health Administration 

OSPe oversee system performance - external 

OSPi oversee system performance - internal 

OST Office of the Secretary of Transportation 

OSTP Office of Science and Technology Policy 

OT operational improvement 

OTA other transactions agreements 

OT&E operation test and evaluation 

OTM oceanic trajectory management 

OTTM oceanic tactical trajectory management 

OTW out the window 

 

--P-- 

P3I pre-planed product improvement 

PA&I predictive analysis and intervention 

PANYNJ Port Authority of New York and New Jersey 

PAPI precision approach path indicator 

PBN performance based navigation 

PBWP product based work plan 

PCB polychlorinated biphenyl 

PCB protocol converter box 

PCPS purchase card purchasing system 

PDARS performance data analysis and reporting system 

PDD presidential decision directive 

PDMP predefined metering points 

PDR preliminary design review 

PDU power distribution unit 

PER3 post ERAM release 3 

PfLAS portfolio level agreements 

PGW protocol gateway 

PIREPS pilot reports 

PIV personal identification verification 

PLM programming language for microcomputers 

PME prime mission equipment 

PNT position, navigation and timing 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

14 

POCC pacific operations control center 

PPS precise positioning service 

PR procurement request 

PRISM FAA purchasing management system 

PRM-A precision runway monitor – alternate 

PRM-E precision runway monitor – electronic scan radar 

PRM-R precision runway monitor - replacement 

PS3 power systems sustain support 

PSP program safety plan 

PTR problem trouble report 

PX prime generators 

--Q-- 

QA quality assurance 

QMS quality management system 

QoS quality of service 

 

--R-- 

RA resolution advisory 

RAIM reliability and integrity monitor 

RAPCON radar approach control 

RAPPI random access planned position indicator 

RAPT route availability planning tool 

RASP regional ADAS service processor 

RBRT risk based resource targeting 

RCAG remote communication air to ground 

RCE radio control equipment 

RCF radio communication facilities 

RCISS regulation and certification infrastructure system safety 

RCL radio communication link 

RCLR radio communications link repeater 

RCLT radio communications link terminal 

RCM reliability centered maintenance 

RCO remote communications outlet 

RCOM recovery communications 

R&D research and development 

RDA radar data acquisition 

RDHFL research and development human factors lab 

RDVS rapid deployment voice switch 

RE&D research, engineering, and development 

REIL runway end identifier lights 

REL runway entrance lights 

RepCON replacement documentation and configuration identification system 

RF radio frequency 

RFFA radio-frequency filter amplifier 

RFI radio frequency interference 

RFI ELIM radio frequency interference elimination 

RFP request for proposal 

RFW router firewall 

RI runway incursion 

RID runway incursion device 

RIL runway intersection lights 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

15 

RIRP runway incursion reduction program 

RMA reliability maintainability availability 

RMLS remote monitoring and logging system 

RMLS NRN remote monitoring and logging system national RMM network 

RMM remote maintenance monitoring 

RMMC remote maintenance monitoring and control 

RMMS remote maintenance and monitoring system 

RMP resource and management plan 

RMSET remote maintenance system engineering team 

RMT resource management tool 

RNAV area navigation 

RNP-4 required navigation performance-4 nm 

ROC radar operations center 

ROC regional operations center 

RPG radar product generator 

RPM revenue passenger mile 

RSA runway safety areas 

RSA runway safety assessment 

R-side radar controller position 

RTA required time of arrival 

RTCA Radio Technical Commission for Aeronautics 

RTP resource tracking program 

RTR remote transmitter/receiver 

RUC rapid update cycle 

RVP radar video processors 

RVR runway visual range 

RWI reduce weather impact 

RWSL runway status lights 

RX receiver 

 

--S-- 

SA special authorization 

SAA special activities airspaces 

SAAR special aircraft and aircrew authorization required 

SAIDS system atlanta information display system 

SAMS special use airspace management system 

SAPA simplified aircraft-based paired approach 

SAR search and rescue 

SARA Superfund Amendment and Reauthorization Act 

SARPS standards and recommended practices 

SAS safety assurance system 

SAS single authoritative source 

SASO system approach for safety oversight 

SATNAV satellite navigation 

SAWS standalone weather sensors 

SBAS satellite based augmentation system 

SBS surveillance and broadcast services 

SC special committee 

SCM surface conformance monitoring 

SCS secure conference system 

SDA system design approval 

SDAT sector design and analysis tool 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

16 

SDD software design document 

SDO super density operations 

SDP signal data processor 

SDR system design review 

SE2020 system engineering 2020 contract 

SecFac secure facsimile 

SESAR Single European Sky ATM Research 

SFA special flight authorizations 

SFME strategic flow management enhancement 

SFMI strategic flow management integration 

SGS-T signal generator subsystem – type 

SID standard instrument departure 

SIM surveillance interface modernization 

SIP SWIM implementing programs 

SIPRNET secret internet protocol router network 

SIR screening information request 

SITS security integrated tool set 

SLEP service life extension program 

SMA surface movement advisor 

SMGCS surface movement guidance control system 

SMR surface movement radar 

SMS safety management system or surface management system 

SNT-SMA staffed NextGen tower – small and medium airports 

SO staff offices 

SOA service oriented architecture 

SOP/LOA standard operating procedure/letters of agreement 

SOW scope of work 

SpclAC special airworthiness certifications 

SPMO special program management office 

SPO safety policy 

SPR safety promotion 

SPS standard positioning service 

SRM safety risk management 

SRMD safety risk management document 

SRMTS safety risk management tracking system 

SRS software requirements specification 

SSA system safety assessment 

SSB single sideband 

SSD significant standards difference 

SSDI system security design and integration 

SSE safety security and environment 

SSM support modification 

SSMIMO subscriber station multi-input multi-output 

SSMT system safety management transformation 

SSPP strategic sustainability performance plan 

SSS system segment specification 

SSV standard service volume 

STAR standard terminal arrival routes 

STARS standard terminal automation replacement system 

STARS/SL STARS Lite 

STBO surface trajectory based operation 

STDDS SWIM terminal data distribution system 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

17 

STE secure telephone equipment 

StdAC standard airworthiness certifications 

STEM science technology engineering math initiation 

STEP sustainment and technology evolution plan 

STM surface traffic management 

STMP special traffic management program 

STN satellite telephone network 

STVS small tower voice switch 

SUA special use airspace 

SVS synthetic vision system 

SW software 

SWAC system-wide analysis capability 

SWIM system-wide information management 

SWS support work station 

SX standby generator 

 

--T-- 

TACAN tactical air navigation antenna 

TAMR terminal automation modernization replacement 

TARP traffic analysis and review program 

TBD to be determined 

TBFM time-based flow management 

TBM time based metering 

TBO trajectory based operations 

TCAS traffic alert and collision avoidance system 

TCM taxi conformance monitoring 

TCS terrestrial communication subsystem 

TCWF terminal convective weather forecast 

TDDS terminal data distribution system 

TDLS tower data link service 

TDWR terminal Doppler weather radar 

TE test equipment 

TechNET technicians network 

TERPS terminal instrument procedures 

TFDM tower flight data manager 

TFM traffic flow management 

TFM-M traffic flow management modernization 

TFMS traffic flow management system 

TFR Bldr temporary flight restriction builder 

TGF target generator facility 

THL takeoff hold lights 

TIS-B traffic information service-broadcast 

TMA traffic management advisor 

TMC traffic management coordinator 

TMI traffic management initiative 

TMU traffic management unit 

TOPA TCAS operational performance assessment 

TOps trajectory operations 

TPC TFM processing center 

TR technology refresh 

TRACON terminal radar approach control 

TRAMS TCAS resolution advisory (RA) monitoring system 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

18 

TRS-R TFM remote site – reengineering 

TSA w/A (TSSA) traffic situation awareness with alerts 

TSD traffic situation display 

TSO technical standard order 

TSSC technical support services contract 

TTA time to alarm 

TVSR terminal voice switch replacement 

TWIP terminal weather information for pilots 

 

--U-- 

UAS unmanned aircraft system 

UAT universal access transceiver 

UAV unmanned aerial vehicles 

UCS unified contracting system 

UFPF unified flight planning and filing 

UHF ultra high frequency 

UIS unstaffed infrastructure sustainment 

UPM uninterruptable power module 

UPS uninterruptible power source 

URET user request evaluation tool 

USGCB U.S. government configuration baseline 

USNS U.S. Notices to Airmen system 

 

--V-- 

v version 

VASI visual approach slope indicator 

VDL VHF data link 

VDMR VSCS display module replacement 

VEM VSCS electronics module 

VFR visual flight rules 

VHF very high frequency 

VIL vertical integrated liquid 

VITS VSCS integrated test suite 

VMC visual meteorological conditions 

VNAV vertical navigation 

VOIP voice over internet protocol 

VOR very high frequency omni-directional range 

VORTAC very high frequency omni-directional range collocated with tactical air navigation 

VOT VOR test range 

VRTM verification requirements traceability matrix 

VSCS voice switching and control system 

VSBP voice switch bypass system 

VSRS voice switch replacement system 

VTABS VSCS training and backup switch 

VTCR VTABS test controller replacement 

 

--W-- 

WAAS wide-area augmentation system 

WAM wide are multilateration 

WAM-MLAT wide are multilateration – multilateration 

WARP weather and radar processor 
Capital Investment Plan Appendix E 

Fiscal Years 2014-2018 

19 

WAT work activity tracking 

WBS work breakdown structure 

WCS web coverage services 

WE-CTP web enabled - collaborative trajectory planning 

WebCM web configuration management 

WFS web features services 

WiMAX worldwide interoperability for microwave access 

WINS weather information network server 

WIT workplace inspection tool 

WJHTC William J. Hughes Technical Center 

WME wind measuring equipment 

WMS web map services 

WMSCR weather message switching center replacement 

WMSS WARP maintenance and sustainment services 

WOCC Washington operations center complex 

WOI weather observation improvements 

WP work package 

WRR weather radar replacement 

WSDD web service description documents 

WSDS wind shear detection services 

WSP weather systems processor 

WTMA-P wake turbulence mitigation for arrivals - procedures 

WTMD wake turbulence mitigation for departures 

WTS-BMgmt work tracking software - budget management 

WTS-RBRT work tracking software – risk based resource tracking 

WTS-WAT work tracking software – work activity tracking 

Wx Weather 

WXXM weather information exchange model 
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