(Page Intentionally Left Blank) 
Table of Contents 

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

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

1.2 Strategic Planning and the CIP ........................................................................... 1

1.3 Management Process for Selecting Modernization Projects ............................ 3

1.4 Important Factors Affecting Planning for the Future....................................... 4

1.4.1 Nature of Capital Investment......................................................................... 4 

1.4.2 Air Travel Demand ........................................................................................ 4 

1.4.3 Growth in En Route Operations..................................................................... 5 

2 KEY CONSIDERATIONS IN CAPITAL PLANNING................... 7

2.1.1 Sustaining Current System Performance ....................................................... 7 

2.1.2 Making Interim Upgrades to Existing Equipment......................................... 8 

2.2 NextGen Investments............................................................................................ 8

2.3 Major Initiatives in FY 2010 Budget................................................................. 10

2.3.1 Safety ........................................................................................................... 10 

2.3.2 Capacity ....................................................................................................... 10 

2.3.3 Fuel Savings and Environment.................................................................... 11 

3 NEXT GENERATION AIR TRANSPORTATION SYSTEM....... 12

3.1 Initiate Trajectory Based Operations ............................................................... 13

3.2 Increase Arrivals and Departures at High Density Airports.......................... 15

3.3 Increase Flexibility in the Terminal Environment .......................................... 18

3.4 Improve Collaborative Air Traffic Management (CATM) ............................ 20

3.5 Reduce Weather Impact: ................................................................................... 23

3.6 Increase Safety, Security, and Environmental Performance.......................... 26

3.7 Transform Facilities............................................................................................ 31

4 ENTERPRISE ARCHITECTURE ROADMAPS ........................ 33

4.1 Automation Roadmap ........................................................................................ 34

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4.2 Communications Roadmaps.............................................................................. 39

4.3 Surveillance ......................................................................................................... 43

4.4 Navigation Roadmaps......................................................................................... 46

4.5 Weather Systems................................................................................................. 50

4.6 Facilities............................................................................................................... 55

4.7 Support Contracts and Automated Management Tools and Processes......... 57

5 CONCLUSION .......................................................................... 59

6 APPENDICES ........................................................................... 60

Appendix A Relationship of Projects to Flight Plan Goals................................A-1 

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

Appendix C Estimated Expenditures by Budget Line Item..............................C-1 

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

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

Table of Figures 

Figure 1 Air Travel Demand Growth Compared to Growth in GDP 5 

Figure 2 Historical Growth — Number of Aircraft Handled by En Route Centers 6 

Figure 3 NextGen Portfolio Relative to the Total Capital Request 9 

Figure 4 Roadmap Legend 34 

Figure 5 Automation Roadmap (1 of 2) 35 

Figure 6 Automation Roadmap (2 of 2) 37 

Figure 7 Expenditures in the Automation Functional Area 39 

Figure 8 Communications Roadmap (1 of 2) 40 

Figure 9 Communications Roadmap (2 of 2) 42 

Figure 10 Expenditures in the Communications Functional Area 43 

Figure 11 Surveillance Roadmap (1 of 2) 44 

Figure 12 Surveillance Roadmap (2 of 2) 45 

Figure 13 Expenditures in the Surveillance Functional Area 46 

Figure 14 Navigation Roadmap (1 of 2) 48 

Figure 15 Navigation Roadmap (2 of 2) 49 

Figure 16 Expenditures in the Navigation Functional Area 50 

Figure 17 Weather Sensor Roadmap 51 

Figure 18 Weather Dissemination, Processing, and Display Roadmap 53 

Figure 19 Expenditures in the Weather Functional Area 55 

Figure 20 Expenditures in the Facilities Functional Area 57 

Figure 21 Expenditures in the Mission Support Functional Area 58 
Federal Aviation Administration National Airspace System Capital 

Investment Plan for Fiscal Years 2010–2014 

1 Introduction 

1.1 The Capital Investment Plan 

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

investment to sustain the existing National Airspace System (NAS) for the next 5 years and to 

continue the transition to the Next Generation Air Transportation System (NextGen) based on 

the projected levels of funding. The CIP fulfills our obligation, that is contained in annual 

appropriations laws, to transmit to the Congress a comprehensive capital investment plan for the 

FAA which includes funding for each budget line item for 5 years, with total funding for each 

year of the plan constrained to the funding targets included in the President’s Budget Request. 

The planned project activities in this CIP are consistent with the President’s Fiscal Year (FY) 

2010 budget request. Funding estimates for budget line items are based on several factors. For 

the large capital investment projects, the estimated funding is the amount for fulfilling 

commitments in the acquisition contract and the associated project support costs. For 

infrastructure improvements, the estimated funding is either the estimated cost for specific 

locations or the annual amounts allocated to upgrade existing facilities and equipment based on 

facility condition surveys. 

1.2 Strategic Planning and the CIP 

FAA’s Flight Plan 2009–2013 is our strategic plan. It is developed to articulate the most 

important goals for judging our performance in delivering services. These goals guide us in 

improving NAS performance and adjusting operations to meet the demands placed on the NAS 

by future growth. Our strategic goals are augmented by objectives, strategies, and supporting 

initiatives that define the actions to achieve them. The objectives have measurable performance 

targets to assess our progress. Our actual performance is regularly compared to the established 

targets to ensure that our strategies and initiatives are successful so that we can quickly make 

adjustments when they are not producing the expected results. 

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The current FAA Flight Plan identifies four specific goal areas: 

• Increased Safety — To achieve the lowest possible accident rate and constantly 

improve safety; 

• Greater Capacity — Work with local governments and airspace users to provide 

increased capacity and better operational performance in the United States 

airspace system that reduces congestion and meets projected demand in an 

environmentally sound manner; 

• International Leadership — Increase the safety and capacity of the global civil 

aerospace system in an environmentally sound manner; and 

• Organizational Excellence — Ensure the success of the FAA’s mission through 

stronger leadership, a better trained and safer workforce, enhanced cost-control 

measures, and improved decision-making based on reliable data. 

The CIP projects, by design, seek to support the goals, objectives, and performance targets in the 

Department of Transportation’s (DOT) strategic plan and the FAA Flight Plan 2009–2013. 

Many FAA projects will contribute to more than one goal, objective, or performance target; 

however, the project linkages in the CIP (appendices A and B) connect each project to the single 

goal, objective, and performance target where that project’s contribution is most significant. We 

list several projects under each performance measure for several reasons. Many projects are 

interdependent, and one project may not be successful in meeting a performance target without 

completion of other supporting projects. Also, in the complex system used for air traffic control, 

system improvements must address several different operating conditions to reach the overall 

performance target, and often it takes multiple projects to address each of the variables, which 

individually contribute to overall system inefficiencies. Only CIP projects with FY 2010–2014 

funding are included in appendices A, B, and C. 

The CIP connects projects to the six goal areas of the DOT Strategic Plan, which is broader than 

the FAA’s Flight Plan that has four Strategic Goals. The Flight Plan incorporates Environmental 

Stewardship projects into the Increased Capacity goal and the Security, Preparedness and 

Response projects into the Organizational Excellence goal as shown below. This document 

aligns projects to all six DOT goals to show specifically which projects support DOT 

environmental and security goals. 

The six DOT Strategic Goals are: The four FAA Strategic Goals are: 

1. Safety.............................................................Increased Safety 

2. Reduce Congestion............................................Greater Capacity 

3. Global Connectivity...........................................International Leadership 

4. Environmental Stewardship..................................(Greater Capacity) 

5. Security, Preparedness and Response.......................(Organizational Excellence) 

6. Organizational Excellence....................................Organizational Excellence 

The detailed project information in appendix B provides more insight into the strategic purpose 

of projects by including a “Relationship of Program to FAA Strategic Goal, Objective, and 

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Performance Target” section that gives more specific information about how each project helps 

meet a Flight Plan goal. 

1.3 Management Process for Selecting Modernization Projects 

In addition to relating capital investment to agency strategic goals, FAA management must have 

a disciplined process for managing modernization. We have established a detailed process for 

evaluating, approving, and managing projects. When management considers a project for 

funding, it must have a business case that estimates both project cost and benefits. A Capital 

Investment Team composed of representatives of all the major lines of business reviews this 

business case as warranted. If the team believes the project has merit, it recommends that the 

Senior Vice-President – Finance approve it before presenting the project to the Executive 

Council (EC) and the Joint Resources Council (JRC), which consist of FAA’s top executives. 

Once the JRC approves a project, a baseline cost estimate is established, and the FAA commits 

to fully fund that baseline, so projected benefits are not lost because the project cannot be 

implemented consistent with its planned schedule. 

As requested by the Government Accountability Office, we have added Appendix D to this CIP 

to show a list of programs that have experienced baseline changes and the impact of those 

changes. There normally are two reasons for increases in a project’s baseline. If annual funding 

is below the established baseline, the project schedule is extended, and that results in increased 

costs because the added years require inflation adjustments to labor rates, and the labor hours 

used exceed the baseline estimates. The other reason for baseline increases is that the project 

encounters unforeseen problems that require additional engineering design and production time 

sometimes accompanied by the need for more elaborate site preparation for system installation. 

To manage projects to stay within the established baselines, project oversight must continue after 

initial approval. This includes regular program reviews of progress and assessment of the 

project’s potential to deliver the planned benefits within the estimated cost envelope by the JRC. 

Projects that are over cost and/or behind schedule can be restructured or cancelled. To 

accommodate any necessary changes, the Capital Investment Plan financial baseline must be 

updated regularly and reflect these adjustments as we continue to seek the best solutions to 

expanding capacity and improving efficiency of air traffic services. 

Appendices B and C detail the near-term capital investments, but we must also consider the 

longer term modernization needs. Section 3 shows the planning for operational improvements 

that are part of the NextGen system, and Section 4 contains the roadmaps that system engineers 

have developed that translate those improvements into hardware and software changes. These 

roadmaps help engineers look at the broader system engineering issues to ensure that efforts are 

integrated as several systems are enhanced simultaneously. They also identify the interactions 

among those systems to ensure that as modern systems replace the older systems, the air traffic 

control system will continue to function smoothly. 

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1.4 Important Factors Affecting Planning for the Future 

1.4.1 Nature of Capital Investment 

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

several years to implement, and, after development, require extensive testing before any 

operational improvements or gains in efficiencies become effective. Thus, project managers 

must plan for the operating environment forecast for 4 to 5 years in the future rather than 

meeting only present needs. The FAA prepares a detailed forecast of future aviation activity 

every year to help project managers determine the future operating environment. The following 

section discusses some of the considerations that have led to our commitment to pursue NextGen 

solutions to provide the system of the future. 

In addition to increasing aviation capacity by implementing NextGen, we must recognize the 

impact of our Nation’s air transportation industry on economic growth. A recent study by the 

Air Traffic Organization (ATO) Performance Analysis and Strategy Service Unit, “The 

Economic Impact of Civil Aviation on the U.S. Economy,” published in October 2008, estimates 

that aviation accounted for over $1.2 trillion in economic activity in 2006, which represents 5.6 

percent of the total U.S. economic activity. It created an estimated 11 million aviation-related 

jobs and flew over 39 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. 

1.4.2 Air Travel Demand 

The demand for air travel is closely related to changes in the economy. As Figure 1 shows, the 

growth in revenue passenger miles (RPM) over the last 30 years corresponds positively with the 

growth in inflation-adjusted GDP. Our inflation-adjusted (real) economic output has a long-term 

growth trend that supports the increases in the number of passengers and the miles traveled. 

There are some minor deviations in both the GDP and RPM growth line, which are caused by 

abnormal events, such as the terrorist attacks of September 11, 2001. It is our judgment, 

however, that the long-term economic growth trend is likely to continue upward after a period of 

adjustment because such factors as population growth, increases in productivity, and introduction 

of new technology will foster growth. It follows that increased demand for air travel will track 

that increased economic growth. Growth in air travel demand will lead to more aircraft 

operations, which translates into increased workload for the FAA. It also translates into more 

pressure on the 35 Operational Evolution Partnership (OEP) airports to handle additional 

operations. Significant increases in operations at these airports will increase delays, unless we 

implement the advanced NextGen capabilities to provide the improved services to handle this 

growth. 

4
Real Gross Domestic Product (GDP) and Demand for Air Travel

Source: Bureau of Economic Analysis and FAA

0

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1978 1982 1986 1990 1994 1998 2002 2006

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Real GDP Commercial Revenue Passenger Miles

Figure 1 Air Travel Demand Growth Compared to Growth in GDP 

1.4.3 Growth in En Route Operations 

Figure 2 shows growth in the number of aircraft handled by en route centers and that this upward 

trend is consistent with the growth trend for RPM. The percentage of air traffic growth has been 

slower than the growth in RPM, but that may change in the future. In the past, airlines were able 

to meet a portion of the increased demand for air travel by buying larger aircraft with more seats 

and by increasing load factors. Operational considerations and costs will limit the amount of 

demand absorbed in that manner in the future as carriers try to match aircraft size more closely to 

market demand. A portion of increased future demand will be met with additional operations. 

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Instrument Flight Rules (IFR) Aircraft Handled at 

En Route Centers

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1980 1984 1988 1992 1996 2000 2004

Year

IFR Operations in Thousands

Figure 2 Historical Growth — Number of Aircraft Handled by En Route Centers 

Since 2001, legacy air carriers have made adjustments to shift larger aircraft to long-haul routes 

and serve international markets that increase aircraft utilization and maximize their revenue 

yield. The smaller markets are either served by regional carriers under contract to the legacy 

carriers or abandoned altogether. When regional carriers serve these shorter routes, they fly 

smaller jets, which create more operations for the same number of passengers. 

The FAA Aerospace Forecast Fiscal Years 2009-2025 states, “The latest set of economic 

forecasts from the Administration calls for the U.S. recession to end by the third quarter of FY 

2009 followed by a relatively modest recovery over the next six quarters.” Commercial aviation 

flights and travel demand are forecast to fall sharply in 2009, but growth is projected to return in 

2010 with revenue passenger miles increasing 2.8 percent and the number of passengers 

increasing by 2.0 percent. The current forecast also assumes business use of general aviation 

aircraft will expand as growth in the economy returns. Reduction in the number of aircraft flown 

and in fuel prices will improve chances for commercial aviation to regain profitability and 

resume growth. As shown in Figure 2, past downturns in aircraft operations were usually short 

lived, and the recovery surpassed previous levels. 

The nature of the current downturn suggests that recovery will be slower than it was in past 

downturns and the strength of the recovery more muted. However, as we pointed out in section 

1.4.1, we must plan for the long-term when we are considering capital investments. Congestion 

6
and delays will increase if the FAA does not complete modernization in time to use airspace 

capacity more efficiently. 

Another long-term factor that affects the need for capital investment is the continuing effort to 

increase airport capacity, especially at the larger airports. Some of these airports have been able 

to increase capacity by building new runways, and, as a result, 13 new runways have become 

operational since 2000. The NextGen Integration and Implementation Office has identified 12 

more airfield projects that would be beneficial. 

When local airport authorities build new runways or otherwise expand capacity, the FAA must 

add supporting equipment and develop procedures to make that capacity fully usable. When new 

runways are built, airspace around the airports is often reconfigured to accommodate new 

approach and departure patterns. This normally requires installing new navigational aids and 

precision landing systems to help pilots in the approach patterns for the runways. Before 

precision approach guidance systems become operational, the FAA must install approach lights, 

and position visibility sensors along the runway so that precision guidance can be used down to 

the lowest visibility approved for that system. Some airports need new surface surveillance 

systems to alert pilots to potential runway incursions and to help pilots negotiate complex airport 

taxiway and runway configurations. We also need capital investment to expand air traffic 

control facilities and add additional controller positions to handle the increased complexity of 

terminal airspace after a new runway is opened. 

2 Key Considerations in Capital Planning 

Capital planning requires careful balancing to satisfy competing needs over the next several 

years. We must ensure that the present system continues delivering highly reliable performance 

to support operations while we are preparing for the more capable system needed to sustain 

future growth. This requires allocating our expenditures between sustaining current operational 

facilities and equipment and investing in new technology and improved delivery of services. 

2.1.1 Sustaining Current System Performance 

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

airborne, the FAA must maintain constant contact with the aircraft and be able to provide 

separation service for the entire flight from takeoff to landing. Each system in the NAS has a 

high level of redundancy to support system reliability that will prevent service disruptions. The 

FAA must replace equipment on a scheduled basis to minimize failures and prevent deterioration 

in system performance. 

There are nearly 60,000 NAS operational facilities that support Air Traffic Control (ATC) and 

over 500 large buildings that house major ATC functions. Upgrading and replacing facilities and 

equipment to sustain performance requires over $1.5 billion per year. Problems with buildings 

or the equipment they house can result in expensive disruptions in air traffic control. 

7
2.1.2 Making Interim Upgrades to Existing Equipment 

In addition to replacing critical facilities and equipment, the FAA must also regularly upgrade 

them. Since many systems now rely on commercial-off-the-shelf (COTS) hardware and 

software, we must continually keep pace with upgrades. Normally each upgrade depends on the 

previous release by the manufacturer, and skipping an upgrade is not an option. 

Electronic components and computer systems become obsolete and sometimes must be replaced 

because manufacturers no longer produce repair parts. In other cases, replacing components in 

one set of equipment can require changes in connected equipment that sends information to or 

receives information from the obsolescent part being replaced. Examples of systems that the 

FAA is upgrading are the large displays that controllers use to maintain aircraft separation and 

the voice switches that allow controllers access to the many voice channels that they use to 

communicate with pilots and each other. 

Many components of the air traffic control system exchange information with aircraft. As newer 

aircraft come into service and older aircraft have their avionics upgraded, the FAA will upgrade 

its equipment to take advantage of improvements in communication, navigation, and surveillance 

technology. These changes improve the accuracy of the information exchange, which improves 

FAA productivity. 

An additional motivation for the FAA to replace equipment is the pressing need to reduce 

operating costs. The payback period for energy-saving devices can be as short as 1 or 2 years, so 

it is often economical for the FAA to replace equipment in the short term while designing and 

testing NextGen systems. There is also increasing pressure to lower emissions, which is tied to 

the accompanying goal of reducing energy consumption. Funding for these projects will 

continue until the savings no longer exceeds the cost. 

The Next Generation Air Transportation System (NextGen) is the ultimate solution for fully 

modernizing air traffic control. The current system will not allow significant increases in 

capacity at busy airports. Growth in aviation will require new systems and procedures to 

accommodate the increased demand for capacity. We must also develop the skills to transition to 

NextGen, which will transform the existing system into one with advanced capabilities. 

2.2 NextGen Investments 

The fiscal year 2010 budget includes over $350 million to deploy foundational technologies and 

infrastructure, including Automatic Dependent Surveillance - Broadcast (ADS-B), Data 

Communications (DataComm), NextGen Network Enabled Weather (NNEW), NAS Voice 

Switch (NVS) and System Wide Information Management (SWIM). These are core 

technologies to introduce new capabilities promised for NextGen. They provide the 

communication, navigation, and surveillance technology supported by the more sophisticated 

information flows that will allow better use of airspace capacity. 

The FAA will use additional NextGen funding to implement the NextGen solution sets (e.g., 

trajectory-based operations, high-density arrivals and departures, and five others). In some 

8
cases, these projects will develop and buy new equipment; in other cases, FAA will use the funds 

for demonstrations to prove that the new technology is accurate and reliable enough to use 

operationally. Future investments in improved communications, navigation, surveillance, and 

automation systems will implement the new technology, which will allow use of less separation 

between aircraft and result in capacity expansion. 

This CIP shows that the transition to NextGen is well underway. We will be increasing spending 

over the next several years (see figure 3). We are carefully planning a responsible 

transformation of the existing air traffic control system to a newer system with far greater 

capabilities while maintaining the current system at peak operational performance. As we 

complete some of the existing CIP programs during this period, increased amounts of funding 

will be available for NextGen development and implementation. 

$0

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FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

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Dollars in Millions

NextGen

Field Installation

Legacy Programs and Infrastructure

Figure 3 NextGen Portfolio Relative to the Total Capital Request 

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2.3 Major Initiatives in FY 2010 Budget 

The areas and specific projects that we discuss below are the special initiatives funded in FY 

2010 that address safety, capacity, and environmental issues. These are high-priority projects 

that address aviation challenges and reflect our best efforts to find solutions to them. 

2.3.1 Safety 

In FY 2010, the FAA is focusing on eliminating runway incursions by implementing Runway 

Status Lights and Airport Surface Detection Equipment – Model X (ASDE-X) while developing 

the Low Cost Ground Surveillance System (LCGS). 

The Runway Status Light Program is requesting a large increase over FY 2009 requested funds 

($27.0M to $117.3M) to implement these systems at an additional 20 airports. These systems of 

embedded lights in the taxiway and runway have been tested at two major airports and have been 

successful in warning pilots to not enter active runways when it would be unsafe to do so. To 

continue our success in reducing serious runway incursion incidents, we have decided to increase 

the number of airports that will benefit from these systems. 

The ASDE-X program is well underway, and we have provided funding in FY 2010 to finish 

installing these airport surface detection systems. These systems provide airport operating area 

status to controllers and also transmit the information that operates the Runway Status Lights. 

ASDE-X displays in the airport tower show controllers the location of aircraft and ground 

vehicles near and on the taxiways and runways, so controllers can take swift action to prevent 

potential runway incursions. 

The FAA is building prototypes of the LCGS system under the Runway Incursion Reduction 

Program in FY 2009 and will be testing them in FY 2010. If testing is successful, the LCGS 

could be used to reduce runway incursions at lower activity airports. The ASDE-X system, 

which is installed at larger airports, is not appropriate for these smaller airports, but the lower 

cost LCGS would provide equivalent protection against runway incursions. 

2.3.2 Capacity 

Airspace redesign has proven to be effective in enabling air traffic controllers to use airspace 

surrounding major airports more efficiently. Work is continuing on the New York/New Jersey 

airspace redesign, and when parties reach an agreement on implementing it, the estimated delay 

reduction is 20 percent. There is also airspace redesign for the Chicago area. The planned 

expansion and reconfiguration of the runways at Chicago’s O’Hare Airport will generate 

significant benefits when additional arrival and departure routes are created to take advantage of 

the increased runway capacity. 

We have substantially increased the investment for replacing and upgrading electrical power 

systems in the FY 2010 budget. These systems condition the power that runs the automation, 

communication, navigation, and surveillance systems used for air traffic control, and they can 

10
generate electricity when commercial power fails or accidents cut off power. Because air traffic 

control is so time critical, FAA facilities require exceptional reliability and stability, and power 

systems ensure that performance when commercial power sources fail. Preventing system 

outages avoids delaying or diverting aircraft, because outages normally result in significant 

decreases in capacity. We must also modernize and upgrade electrical power systems to protect 

against lightning strikes. Studies show that higher levels of spending are necessary to sustain the 

high performance of our electrical power systems. 

2.3.3 Fuel Savings and Environment 

One of the significant concerns about aviation growth is its impact on the environment. Past 

technological developments have led to reduced aircraft noise and emissions. However, we need 

continuing improvements to address and resolve aviation’s environmental impacts — including 

noise, air quality, water quality, global climate effects, and related energy issues. Environmental 

and energy concerns, if not adequately managed, are likely to constrain aviation growth. 

Airframe and engine manufactures are continuing their efforts to improve the fuel efficiency of 

aircraft. Improved fuel efficiency benefits the environment by reducing jet engine emissions 

because less fuel is consumed per flight, and it has the added benefit of reducing costs for 

airlines and other operators. In addition to manufacturers, commercial operators — for 

economic as well as environmental reasons—have a strong motivation to decrease fuel 

consumption and related emissions from aircraft. Testing is currently underway at Atlanta and 

Miami to determine how to implement Continuous Descent Approaches, which minimize fuel 

consumption as aircraft descend to land. Capabilities that we will develop under NextGen will 

play a significant role in reducing aircraft noise and emissions. 

Manufacturers and users will implement the technological advances developed under the 

Continuous Low Energy, Emissions, and Noise (CLEEN) program for aircraft design and 

sustainable alternative fuels. We will invest in demonstrating integration of these capabilities 

and assessing system wide environmental benefits. New procedures supported by NextGen 

capabilities will decrease noise and emission impacts and increase air traffic control efficiency. 

By planning for and ensuring that aircraft fly shorter, more efficient routes, there is a double 

benefit: lower emissions and lower fuel consumption. Trajectory-Based Operations and High 

Density arrival and Departure initiatives will reduce distance traveled and decrease maneuvering 

in the terminal area to save both time and fuel. The FAA will also explore environmental control 

algorithms for ground, terminal area, and en route advanced operational procedures to reduce 

fuel burn, emissions, and noise. 

11
3 Next Generation Air Transportation System 

Over the last 20 years, the FAA has significantly modernized the existing air traffic control 

system. By both improving equipment and adding a robust strategic planning capability at the 

Air Traffic Control System Command Center, the agency has markedly improved its ability to 

handle the flow of air traffic. However, we anticipate reaching the limits of improving the 

current system in the near future. With more aviation growth on the horizon, the FAA must 

implement new ways of managing the predicted air traffic volume. The Next Generation Air 

Transportation System (NextGen) replaces and expands the current system’s capabilities. 

The NextGen effort to increase capacity began with operational specialists describing operational 

improvements that would improve the system’s capability to handle more aircraft. These 

operational improvements are changes in air traffic control procedures that result from increasing 

the accuracy of navigation and surveillance systems or increasing the rate of information flows to 

the upgraded decision support tools within the ATC equipment. The increases in capacity occur 

because both the system capability upgrades and the fundamental changes in technology greatly 

enhance our ability to handle air traffic. 

Once we identify the operational improvements, engineers must ascertain the equipment changes 

to implement them. The FAA has a detailed Enterprise Architecture, which shows the migration 

from the existing systems to the systems of the future. The architecture consists of several 

functional areas, including automation, communications, surveillance, navigation, and weather. 

These functions are supported by various types of computers, radios, broadcast stations, and 

sensors. By developing the architecture to show all the air traffic control systems and what 

functions they perform, engineers can determine the system upgrades and schedule for changes 

to implement new capabilities. 

The Enterprise Architecture is partially portrayed on “roadmaps” that show the present and 

future configurations of air traffic control equipment. The roadmaps (discussed in section 4 

below) show the planned evolution to the NextGen. They also show the planned schedule for 

either replacing or updating existing equipment. The architecture is the foundation for building a 

capital plan, and it allows work to be scheduled and coordinated so that everything is installed in 

the right place and at the right time when new capabilities are added. 

Solution sets identify specific capabilities that will improve system capacity and efficiency. The 

sets are based on operational improvements that state how we will change our procedures to 

build system capacity through more efficient operations. Sections 3.1 through 3.7 describe the 

solution sets, including an initial assessment of the changes we will need to make in air traffic 

control systems as well as the associated investment required to implement those changes. 

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3.1 Initiate Trajectory Based Operations 

Summary Description: 

Trajectory-Based Operations (TBO) will improve efficiency of operations. Aircraft will be 

assigned to fly negotiated trajectories, which allows airspace to be used more efficiently because 

aircraft separation is preplanned and maintained as long as all aircraft stay within their planned 

trajectory and reach pre-assigned waypoints at the agreed time. Computer automation — ground 

and airborne — create these trajectories, and the trajectories are exchanged with aircraft by 

DataComm, a data link system that can automatically transmit data to and from FAA facilities. 

The aircraft position is reported by ADS-B, so the controller knows whether the aircraft has 

stayed within the trajectory and remains free of conflicts. Significantly more trajectories can be 

created then would be allowed by traditional route and altitude planning. Key elements in 

making TBO work is the rapid exchange of information that DataComm provides and FAA’s 

ability to negotiate via DataComm with pilots on how to maneuver if they are outside their 

approved trajectory. This solution set focuses primarily on en route cruise operations, although 

all phases of flight will feel the effects of the TBO. 

Background: 

Voice communication is the primarily tool for managing flights in today’s ATC system. Twoway radio is normally used to communicate clearances and changes in altitude and airspeed. 

Controllers separate aircraft by using radar screens to visualize future flight paths and identify 

potential conflicts with some automation decision support. With the diversity of aircraft 

operating characteristics and differing accuracy of their navigational systems, a single set of 

equipment-based separation procedures and standards is becoming increasingly inefficient and 

limits capacity. 

Operational Capability Description: 

Implementation of new TBO capabilities appears in the timeline below. The FAA will 

implement TBO in several phases. One initial focus will be in oceanic airspace. Due to 

limitations in surveillance and direct communication over the oceans, controllers use large 

separation standards to ensure safety. With improvements in aircraft position reports and more 

efficient communication channels, controllers can safely reduce aircraft separation for properly 

equipped aircraft. In addition, aircraft can fly more efficient flight profiles to enter oceanic 

airspace. The next step will be to introduce TBO into domestic airspace for those aircraft with 

the precision navigation capability and flight management systems that allow them to maintain 

an assigned trajectory. 

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Timeline: 

NextGen Implementation Plan (June 2008) 1 1

Initiate Trajectory Based Operations 

FY 2008 2009 2010 2011 2012 2013 2014 2025

Increase Capacity and Efficiency Using RNAV and RNP

Tactical Trajectory Management

Use Aircraft-Provided Intent Data to Improve Conflict Resolution 

Reduce Horizontal Separation Standards - 3 Miles

NextGen Oceanic Procedures

Delegated Responsibility for Separation

Flexible Entry Times for Oceanic Tracks 

Provide Interactive Flight Planning from Anywhere

Initial Conflict Resolution Advisories

Point-in-Space Metering

Separation reduction 

- 50 longitudinal miles in 

Anchorage Oceanic airspace 

Automation Support for Mixed Environments

2015 2016 2017 2018

ADS-B in Gulf Of Mexico

50 nmi Lateral 

Separation in WATRS

Oceanic In-trail Climb and Descent

Flexible Airspace Management

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Expanded Conflict Resolution via Data Communication

Separation Management

Trajectory Management

Capacity Management

Flight and State Data 

Management

Required Investment: 

The near-term improvements in the Separation Management service on the diagram apply to 

domestic and oceanic flights. Due to previous equipment limitations, aircraft oceanic separation 

was maintained at 90–100 miles. With satellite communication links and Automatic Dependent 

Surveillance – Contract (ADS-C), it is possible to greatly decrease required separation and offer 

more efficient entry into oceanic airspace. The equipment required is Global Positioning System 

(GPS), ADS-C, satellite communication data link, and upgrades to the oceanic automation 

system called Advanced Technologies and Oceanic Procedures (ATOP). These technologies 

along with procedures and training will allow for aircraft-to-aircraft in-trail separation to be 

reduced to 50nm or less depending on the oceanic area and aircraft equipage. As the technology 

matures, it may be possible to allow aircraft to use Automatic Dependent Surveillance – 

Broadcast (ADS-B) and a cockpit display of traffic information (CDTI) to ensure that aircraft 

maintain separation while performing maneuvers with even lower separations. Domestically, 

separation management grows to support a variety of precision-navigation-based procedures and 

separations as well as the first aircraft-to-aircraft flight-deck-supported separation procedures. 

The Trajectory Management service manages trajectories within flows to ensure that the 

objective of each flight is accommodated as much as possible while maintaining the overall 

14
capacity of flows across the en route airspace. This service requires the automated capability to 

initially create the trajectory and then track the aircraft flying the trajectory to verify that it 

reaches a designated point in space at the required time to stay within the boundaries of the 

trajectory. The En Route Automation Modernization (ERAM) program and extensions to Traffic 

Management Advisor (TMA) will provide the foundation for this capability. The starting point 

is the current TMA and implementation of Release 3 (R3) of the ERAM software. In 2011 (as 

the roadmaps show in section 4), work will begin on a post-ERAM R3 work package to further 

expand this capability to all airspace. 

Capacity Management service involves providing the airspace structure and workforce to 

support flexible ATC services. Expansion of navigation support to allow full point-to-point 

operations using area navigation (RNAV) and increased precision in the navigational 

performance of the aircraft allows a more flexible structure of closely spaced air routes which 

can be developed to increase airspace capacity. The new modern voice switch and the enhanced 

flight data management of ERAM will also allow the airspace to be managed and assigned to 

controllers more flexibly, thus permitting controllers to more effectively guide aircraft around 

major storms. This ability to maintain greater levels of capacity in bad weather will reduce the 

need to restrict demand, as currently required in the Airspace Flow Program. 

The final block on the TBO Capability diagram is Flight and State Data Management. 

Automation systems in different air traffic facilities share information continually as an aircraft 

flies across the country. We must update or replace existing systems to ensure information on all 

flights being followed is current and reflects changes in flight plans made before and during the 

flight. 

3.2 Increase Arrivals and Departures at High Density Airports 

Summary Description: 

The 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

• That are in close proximity to other airports that have the potential for airspace 

interference

Background: 

For various reasons, it is difficult for an airport to achieve its maximum arrival or departure 

capacity. When the arrival stream contains small and large aircraft intermixed, larger separations 

are required. The cause can be differences in arrival speed or the effect wake turbulence from 

large aircraft can have on small aircraft following closely behind. Because of the effects of wake 

turbulence, controllers must increase separation between smaller aircraft which follow larger 

aircraft to 5 miles or more. Multiple runways 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 must share airspace and capacity at these airports 

decreases when winds prevent use of runways with conflicting approach paths. 

15
Operational Capability Description: 

Better management of flows of aircraft landing at and departing from major airports will allow 

fuller use of runway capacity. Coordinating trajectory-based operations so that aircraft arrive in 

an optimal sequence will remove some of the existing inefficiencies in landing aircraft. 

Improved monitoring of aircraft, while taxiing, will decrease departure delays. Installing new 

technology will eliminate some current restrictions on approaching and departing aircraft. 

Examples of solutions are: 

• Using ground surveillance radars and surface management systems to help taxiing aircraft 

reach the runway sooner and in the right sequence to maximize the runway throughput; 

• Allowing pilots to use a Cockpit Display of Traffic Information (CDTI) to maintain 

separation from other aircraft on final approach when arrival streams are relatively 

homogeneous; 

• Using precision radar to allow simultaneous landings on closely spaced parallel runways; and 

• Requiring pilots to arrive at a terminal fix at an assigned time so that the flow of aircraft can 

be arranged to minimize the greater separations needed between large and small aircraft. 

Timeline:

NextGen Implementation Plan (June 2008) 2 2

Integrated Arrival/Departure Airspace Management

Increase Arrivals/Departures at High Density Airports 2008 2009 2010 2011 2012 2013 2014 2025

Optimize Runway Assignments

Delegated Responsibility for Horizontal Separation

Use Data Messaging To Provide Flow and Taxi Assignments

Use Aircraft-Provided Intent Data to Improve Flow and Conflict Resolution

Full Surface Traffic Management with Conformance Monitoring

Time Based Metering Using RNAV and RNP Route Assignments

Improved Operations to Closely Spaced Parallel Runways

Wake Vortex Incorporated into Flow

Northern California 3 Tier Airspace

Implement ASDE-X

Chicago Airspace 

HAATS

NY/NJ/PHL Metro Area Airspace 

CAVS at Louisville

FY 2015 2016 2017 2018

Initial Surface Traffic Management

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Separation Management

Trajectory Management

Capacity Management

Implement En Route Time Based Metering Procedures

16
Required Investment: 

To support increases in arrival and departure rates at airports, we need more sophisticated 

automation, communication, and surveillance equipment. Terminal automation platform 

enhancements are necessary to support time-metered entry points for airport approaches. The 

DataComm system will allow rapid transfer of both data and air traffic control information to 

ensure that pilots follow the exact path planned and controllers maintain separation between 

arriving and departing aircraft. We will require the ADS-B system for rapid updates of aircraft 

position so that controllers are confident that aircraft are following their assigned path. 

In the Separation Management area of the diagram above, Implementation of “Delegated 

Responsibility for Horizontal Separation” will require aircraft to equip with a CDTI and ADS-B 

technology. Any aircraft that maintains self-separation must have ADS-B (In) technology that 

allows that aircraft to receive information from other aircraft and ground stations giving the 

location of nearby aircraft. This information is then displayed on the receiving aircraft’s CDTI, 

enabling its pilots to see the position of surrounding aircraft that are equipped with ADS-B (Out). 

ADS-B Out-equipped aircraft continuously broadcast their position obtained from onboard 

navigation equipment. The cockpit display in the receiving aircraft gives the precise distance to 

the aircraft being followed and also shows information on its speed and altitude. This display 

helps pilots maintain separation from a leading aircraft when controllers delegate responsibility 

for separation to them. 

“Improved Operation to Closely Spaced Parallel Runways” is also possible for aircraft equipped 

with ADS-B and certified for Required Navigation Performance (RNP). The improved 

navigational performance and the potential use of ADS-B and CDTI, when required, give pilots 

sufficiently accurate information to maintain safe separation during simultaneous operations on 

these runways. These techniques will expand the throughput on existing and future parallel 

runways. 

In the Trajectory Management area of the diagram, “Initial Surface Management and Time 

Based Metering” will depend on RNAV and RNP routes, the ASDE-X surveillance system, and 

terminal automation enhancements. The RNP and RNAV routes allow more efficient use of the 

airspace because aircraft have the equipment and crews have the training to maintain their 

intended route of flight within close tolerances. The aircraft and the aircrew are certified to be 

able to maintain the approach route with no more than a specified (for example 0.3 miles) 

deviation from that path. This reduces the potential for conflicts in approach paths for airports in 

close proximity. We need capital investment to create and test these RNAV routes, which are 

available to aircraft with the appropriate RNP rating. The rapid update radar will provide the 

controller frequent updates of an aircraft’s position to ensure that it is following the assigned 

flight path. Time Base Metering, as mentioned, relies on Traffic Manager Advisor automation 

upgrades and helps manage the stream of arrival aircraft by assigning a specific time to reach the 

entry point to transition to terminal control. 

The Capacity Management area depends on airspace redesign and terminal airspace 

consolidation to improve use of airspace surrounding an airport. Improvements in service stem 

from technology enhancements in surveillance that the ADS-B program provides. This system 

receives position information from aircraft and transmits it to control facilities. ADS-B is a key 

17
technology for two reasons. Distance from the ground station does not affect accuracy, and 

ADS-B updates position information more rapidly than conventional ground radars. Both 

capabilities support expanding use of terminal-area procedures that increases efficiency of 

arrivals and departures. Controllers will have timely and accurate information on whether 

aircraft are following their assigned trajectory in order to ensure that they are maintaining proper 

separation. At Chicago, New York, Houston, and other major airports, additional arrival and 

departure routes are being created, which will decrease airspace congestion and reduce the 

possibility of conflicts. 

3.3 Increase Flexibility in the Terminal Environment 

Summary Description: 

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

separation services that all airports, from the largest to the smallest, may require. Unlike the 

high-density solution set that focuses on the increased traffic management to manage the high 

demand, this solution reflects the common needs that all airports have: precision landing, 

surface situational awareness, and improved management of flight data. 

Background: 

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

(VFR) traffic, with aircraft types ranging from airline transport to low-end general aviation. 

Airports can be towered or non-towered, depending on traffic demand. In the future, some 

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

aircraft to these smaller airports to mitigate traffic congestion. These airports can accommodate 

the potential increase in use of personal aircraft for pleasure and business and emergence of ondemand air taxi services using very light jets (VLJs). 

Operational Capability Description: 

Operational Improvements focus on improving services at all airports in nearly all weather 

conditions without increasing staffing at those airports with staffed air traffic facilities. Planned 

elements include: developing “equivalent visual” approach procedures; providing support for 

low visibility taxi and departure operations; improving access to weather information; 

implementing improved wake vortex procedures; and developing procedures for the more 

efficient and environmentally sensitive optimal profile/continuous descent approaches. A major 

metric of this program will be increased capacity without a corresponding increase in human 

resources. Establishing a RNP-3D requirement and associated ground automation trajectory 

modeling will allow increased use of optimal profile descents without loss of capacity in higher 

traffic demand periods. 

A Ground-Based Augmentation System (GBAS), also know as the Local Area Augmentation 

System (LAAS), will provide an optional lower cost alternative to the Instrument Landing 

System (ILS) for Category (CAT) II and CAT III-like approaches. The system could extend 

CAT II/III services to airports where a conventional ILS can not be installed due to siting 

constraints, assuming additional infrastructure (e.g., lighting) is economically justified. A 

18
ground-based augmentation system will also support a higher number of precision approaches at 

major airports by providing for precision missed approaches that avoid conflicts with other 

traffic near the airport. Finally, this system will enable offset landing thresholds for high-density 

airports, helping to implement wake-avoidance procedures on arrivals. 

Cockpit displays of assigned taxi route, coupled with display of surface traffic and other hazards, 

enable aircraft to safely taxi at or near normal taxi speeds in low visibility and at night. Such 

improvements may virtually eliminate runway incursions and other taxi errors. 

Timeline: 

NextGen Implementation Plan (June 2008) 3 3

Increase Flexibility in the Terminal Environment

2008 2009 2010 2011 2012 2013 2014 2025

Provide Full Surface Situation Information

Use Optimized Profile Descent

(also know as Continuous Decent Arrivals-- CDA's)

GBAS Precision Approaches

WTMD: Wind-Based Wake Procedures

Increase ... By Using 

Vision Systems in 

Reduced Visibility 

Conditions 

ADS-B Services to Secondary Airports

Provide Situation to Pilots, Service Providers and Vehicle Operators for All Weather Operations

WAAS 200-foot minima 

STL Revised Wake 

Separation 

Standards

Limited Use CDAs: SDF, 

LAX, ATL

2015 2016 2017 2018

Expanded Traffic Advisory Services Using Digital 

Traffic Data (Nationwide)

FY

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

RNP Public SAAAR

Approaches 25 50 50 50 50 50 50 50

LPV approaches

300 300 300 300 300 300 300 300

(OEP ILS 

runways)

(139 ILS 

T Routes/ GPS MEAs runways)

RNAV SIDs and STARs

50 50 50 50 50 50 50 50

Separation Management

Trajectory Management

Capacity Management

Flight and State Data 

Management

Enhanced Surface Traffic Operations

12

Required Investment: 

The Wake Turbulence Mitigation for Departures (WTMD) system will mainly be installed at 

high-density airports with closely spaced parallel runways to eliminate the wake turbulence 

separation time presently used when a B757 or heavier aircraft is taking off on an adjacent 

runway. This separation time interval can be eliminated, if crosswinds are sufficient to keep the 

wake turbulence from the larger aircraft, out of the path of the aircraft on the parallel runway. 

Production of the WTMD system began in FY 2009, and funding is being requested for 

continued production and further testing. 

19
For Trajectory Management and Capacity Management, Operations funding will generally cover 

development and testing of the following improvements, which will not require capital 

investment: 

• Optimized Profile Descent (Continuous Descent Approach); 

• Area Navigation (RNAV) Standard Instrument Departures (SIDs) and Standard Terminal 

Arrival Routes (STARs); 

• Required Navigation Performance (RNP) Approaches; 

• Lateral Precision with Vertical Guidance (LPV) Approaches; and 

• T Routes (more efficient direct routes through terminal airspace). 

Development of enhanced procedures and associated automation changes to implement these 

improvements will be a capital investment, with follow-on individual site adaptations funded in 

the Operations budget. The ability to use these new procedures will be supported by equipment 

in the aircraft and, for some procedures, the LAAS. When LAAS is tested and approved, it can 

provide new capabilities to smaller airports and possibly reduce the number of ILSs at highdensity airports. 

For Flight and State Data Management, several new capabilities are being planned to enhance 

surface traffic operations. This requires providing full surface situation information to pilots. 

Investments needed to support these capabilities are ADS-B, Airport Surface Detection 

Equipment (ASDE) Low Cost Ground Surveillance (LCGS), and appropriate displays and 

communication equipment. The Flight Information System can broadcast the location of other 

aircraft from ADS-B ground stations to properly equipped aircraft on the taxiways. DataComm 

can send other information, such as taxi routes to the pilot. 

3.4 Improve Collaborative Air Traffic Management (CATM) 

Summary Description: 

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

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

Collaborative Air Traffic Management (CATM) includes flow programs and collaboration on 

procedures that will shift demand to alternate routings, altitudes, or times when there is severe 

weather affecting operators’ planned routes, or 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 analysis. 

Background: 

Current tools for managing Air Traffic Management (ATM) 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 

20
imbalance issues. The overall philosophy driving delivery of CATM services in the NextGen is 

to accommodate flight operator preferences to the maximum extent possible. Restrictions should 

be imposed only when a real operational need exists. If restrictions are required, the goal is to 

maximize opportunity for airspace operators to resolve them, based on their operational 

priorities. 

Operational Capability Description: 

The NextGen goal is for all airspace operators to be able to collaborate on ATM decisions. This 

information exchange will range from current large-scale flight operations centers with complete 

CATM automation tools to individual pilots with handheld personal computers. Individual pilots 

(personal users) will have appropriately scaled CATM collaboration access. To the extent 

possible, the affected air traffic control facility will make decisions fully aware of system wide 

NextGen implications. This will also include, to a greater extent than ever before, an increased 

level of decision-making by the flight crew and/or flight operations centers. 

CATM will balance operator objectives and constraints with overall NAS performance 

objectives. To ensure that locally developed solutions do not conflict with overall goals or other 

implemented strategies, decision-makers will look to NAS-wide objectives and test solutions to 

identify interference and conflicts with other initiatives. 

21
Timeline: 

NextGen Implementation Plan (June 2008) 4 4

Improve Collaborative ATM

2008 2009 2010 2011 2012 2013 2014 2025

Full Collaborative Decision Making

On-Demand NAS Information

Provide Full Flight Plan Constraint Evaluation 

with Feedback

Continuous Flight Day Evaluation

Trajectory Flight Data Management

Manage Airspace as Trajectories

Manage Airspace to Flow

Airspace Flow Program

Reroute Impact Assessment & Resolution

Execution of Flow Strategies

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Integrated Surface Data

Traffic Management Initiatives with Flight 

Specific Trajectories

FY 2015 2016 2017 2018

Capacity Management

Flow Contingency 

Management

Flight and State Data 

Management

Improved Management of Airspace for Special Use

Required Investments: 

“Continuous Flight Day Evaluation” will improve air traffic management by incorporating realtime information on operational constraints so that both FAA and users will be able to assess and 

readjust flight plans to take advantage of the most favorable routings. Current systems are 

incapable of rapidly updating information on constraints that affect the route of travel. 

Investments that support this capability include ERAM Release 3, Aeronautical Information 

Modernization (AIM) Segment 1, Collaborative Air Traffic Management Technologies 

(CATMT) Work Package 2, and the System Wide Information Management (SWIM) Segment 2. 

The current automation systems do not support flight-specific assignment of trajectories for 

traffic flow purposes. The “Traffic Management Initiatives with Flight Specific Trajectories” 

will be capable of preparing these types of trajectories so that Command Center or center Traffic 

Management Units can offer the best routings to individual flights based on up-to-date 

information on the status of the NAS. This capability will depend on implementation of ERAM 

releases 2 and 3 and CATMT Work Package 2. 

22
“Improved Management of Special Use Airspace” will upgrade the flow of information on the 

status of this airspace so that users have current data on when civilian flights can use this 

airspace. Large blocks of airspace are reserved for military operations and other special uses. 

When portions of this airspace are not in active use and proper coordination is completed, civil 

aircraft may have access to this airspace. Opportunities to use this airspace are currently 

inhibited by limitations on sharing this information. This improvement will depend on 

implementing Aeronautical Information Management (AIM) Modernization Segment 1. 

“Trajectory Flight Data Management” will provide current flight data, including aircraft location 

information that all air traffic facilities and authorized users can access. Current systems cannot 

provide the flexibility for every facility to alter a trajectory when circumstances change and a 

rerouting is required. This system will allow continuous monitoring of air traffic and allow more 

rapid and efficient rescheduling of trajectory-cleared routes as needed. In addition to ERAM, 

AIM, and CATMT improvements, this capability requires developing requirements for Flight 

Object data systems. 

“Full Flight Plan Constraint Evaluation” will inform pilots of any expected limitations on their 

planned route of flight as they file their flight plans. This information will be up to date so that 

pilots will not have to plan for a less-than-optimal route to accommodate constraints that are no 

longer in effect. Current systems use planning data instead of actual data, and upgrading to 

dynamic data collection will improve efficiency of flight and adjustment of workforce. This 

capability will require AIM, CATMT Work Package 2, and the ERAM mid-term work package. 

“On-Demand NAS Information” will be available to all users who are equipped to receive it and 

who request it. This will assist pilots in flight planning and allow them to monitor weather and 

traffic conditions when they are airborne. This will allow for more efficient planning and 

accelerate the process for changing routes when unpredicted weather requires a diversion. This 

capability requires ERAM Release 3, SWIM, and AIM. 

3.5 Reduce Weather Impact: 

Summary Description: 

Reduce Weather Impact (RWI) is a planning and development portfolio to ensure NextGen 

operational systems take advantage of a broad range of weather detection and forecast 

improvements and technologies to mitigate the effects of weather in future NAS operations. 

This portfolio has two major elements: weather observation improvements and weather forecast 

improvements. These elements combined will provide improved, consistent weather information 

that can be integrated into air traffic decision support tools that will enable more effective and 

timely decision making by both Air Navigation Service Providers (ANSP) and users. These 

improvements will support meeting future capacity, efficiency and safety objectives. They 

enable FAA and users to share a common understanding of the forecast of future atmospheric 

conditions, and they support traffic flow management for trajectory based operations and provide 

for improved weather avoidance. 

23
Weather plays a significant role in all NAS operations. RWI is one of several complementary 

and interrelated weather investments that will build integrated capabilities for the future. RWI 

will address improvements in weather observation quality and facilitate integrating weather 

forecasts into user decision support tools. Advanced weather forecast research is conducted 

under the Aviation Weather Research Program (AWRP), and RWI will transition these AWRP 

efforts into operational use. The NextGen Network-Enabled Weather (NNEW) transformational 

program will provide universal common access to weather information through the 4D Weather 

Data Cube. Weather Technology in the Cockpit (WTIC) research program will develop weather 

improvements suitable for in-flight operational decision making. Collectively the projects in the 

NextGen portfolio will result in weather information being integrated with, and supporting 

NextGen decision-oriented automation capabilities and human decision-making processes, rather 

than just being displayed, which requires cognitive interpretation and impact assessment, which 

limits the ability to significantly impact delays. 

Background: 

In today’s NAS, weather is responsible for 70% of delays over 15 minutes and contributes to 

24% of accidents and 34% of fatalities. Estimates have been made that up to two-thirds of 

weather delays are avoidable. Despite a continuous flow of improvements aimed at providing 

better weather information, the significant impact of weather on aviation remains. Weather is the 

most significant factor causing delays and impacts safety of NAS operations. Impacts on 

aviation operations will increase as air traffic levels grow in the NextGen era. 

Weather information is needed for aviation decisions, which range from planning individual 

flights to the management of airspace at individual terminals and management of overall NAS 

capacity. Collaboration among the ANSP and users is required to mitigate the constraints 

resulting from adverse weather. Today, Air Traffic Management (ATM) units, airline Flight 

Operations Centers (FOC) and flight deck operational decision makers’ collaboration on weather 

is somewhat ineffective because weather information today doesn’t meet users’ needs for every 

strategic and tactical decision. The current procedures for making these decisions are labor 

intensive, and rely on multiple weather inputs to obtain the required decision. The system is not 

optimized to support decision makers and it has gaps in both weather observation and 

dissemination of current weather conditions and forecasts, as well as deficiencies in those 

forecasts regarding their accuracy and consistency with other forecasts. 

Operational Capability Description: 

Advances in weather information content and dissemination will provide users and/or their 

automated decision support systems with the ability to better predict specific weather impacts for 

individual airframes on planned operations (e.g., trajectory based operations and 

arrival/departure planning). Users will have access to weather information that helps them assess 

when re-planning or re-routing actions are needed. This customized weather information will be 

integrated into tactical and strategic decision support tools developed under the TBO, CATM, 

Flexible Terminal, and High Density Terminal solution sets. These tools will assess the risk for 

weather impacts on flights/trajectories, and provide candidate actions to the ANSP that mitigate 

impacts on safety and traffic flow. 

24
Timeline:

NextGen Implementation Plan (June 2008) 5 5

Reduce Weather Impact

2008 2009 2010 2011 2012 2013 2014 2025

Near-real time dissemination of weather 

information to all ground and air users

Full Operational Weather Capability

Turbulence and Icing Available on Meteorological 

Data Collection and Reporting System (MDCRS)

Complete ITWS Deployment

2015 2016 2017 2018

Trajectory-Based Weather Impact Evaluation

Weather Advisory 

Information to the Flight 

Deck (Nationwide)

FY

Trajectory Management

Flow Contingency 

Management

Flight and State Data 

Management

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Automatic Hazardous Weather Alert Notification

Required Investment: 

Most improvements to reduce weather impact are mid and long term. The capabilities on the 

chart above build the weather infrastructure needed for improvements such as trajectory-based 

operations. As the NAS shifts towards management by trajectories, there will be a high reliance 

on weather data to improve path and time predictions in the determination of an actual trajectory 

agreement that accounts for traffic congestion and weather. In addition, operators and the air 

traffic controllers will need accurate predictions of the impact of weather on the currently 

planned trajectories to negotiate reroutes if adverse weather conditions arise after the flight is 

launched. To support trajectory-based operations, we will need to implement NextGen Network 

Enabled Weather (NNEW), the Next Generation Weather Processor, System-Wide Information 

Management (SWIM), and ERAM Release 3. 

“Reduce Weather Impact” specific investments will assess the shortcomings of existing weather 

sensors, develop better sensors, and expand the sources of weather data. There will also be 

significant investments in new forecast algorithms to predict turbulence and icing conditions 

more precisely. Implementing trajectory-based operations will require more specific weather 

forecasts in real time. Investments in the NextGen Network Enabled Weather (NNEW) and the 

25
NextGen Weather Processor will result in better sharing of weather information and more 

accurate, timely and tailored forecasts. 

3.6 Increase Safety, Security, and Environmental Performance 

Safety: 

Summary Description: 

Safety is FAA’s highest priority. NextGen will emphasize integrating safety into the design and 

development phases. There are many operational programs in the FAA that address improving 

current safety performance. Since NextGen will be implementing new systems, the FAA has the 

opportunity to identify risks before installing them. This is consistent with the philosophy of the 

Safety Management System, which is used to carefully review both new equipment and the 

procedures to ensure that we have identified the safety risks and taken steps to eliminate them. 

We will interweave safety analysis with every initiative that is part of the NextGen effort. 

Safety Timeline: 

NextGen Implementation Plan (June 2008) 6 6

Increase Safety

FY

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

2008 2009 2010 2011 2012 2013 2014 2025

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

2015 2016 2017 2018

National Standards for Safety Management

Data Fusion From All Sources Enabled

Initial System-wide Integrated Assessments

National Aviation Safety Policy

Data Fusion Demonstration

Aviation Safety Information Analysis & Sharing

Fully Institutionalized National Aviation Safety 

Policy and Continuous Safety Improvement Culture

Safety Management Enterprise Services

Safety Management System

26
Required Investment: 

To successfully implement the NextGen improvements, we must use a consistent and proactive 

safety management approach that incorporates advanced prognostic methods to forecast safety 

risk potential and encourages information sharing without fear of retribution. The Safety 

Management System creates a disciplined approach to understanding risk and developing 

systems that minimize that risk. We will analyze risk and design all the new systems to 

eliminate identified safety problems. 

The Aviation Safety and Information Analysis and Sharing (ASIAS) system will integrate and 

share high-quality, relevant, and timely aviation safety information that is critical to the 

operational success of the Safety Management System. We are demonstrating data fusion from 

other safety databases in 2009 to support ASIAS, which should be fully operational in 2012. 

Implementing ASIAS will improve our ability to identify future safety risk, conduct a causal 

analysis of those risks, and recommend solutions for the commercial aviation sector. By 

developing new analytical techniques and leveraging state-of-the-art information technology, the 

FAA and its industry partners will be able to monitor effectiveness of safety enhancements by 

establishing baselines and examining trends for safety metrics to identify emerging risks. 

Safety Management Enterprise Services will provide the ability to evaluate the performance of 

individual systems and their impact on overall system risk. The combination of individual 

assessments and integrated analysis will support the goals of the Safety Management System. 

Security: 

Summary Description: 

Security is necessary for all aspects of NAS operations. The FAA has planned investments in 

both airspace and information security. Airspace security deals with protecting air traffic 

control, communication, and navigation facilities. Information security is already integral to the 

baseline of each NAS program, and we have designed information security processes and 

protocols into new equipment to protect FAA systems. The FAA will provide continuous 

upgrades as information security technology and best practices improve. The agency also must 

be part of the national response and recovery for events, such as natural disasters (e.g., 

hurricanes) and preparation for biological events (e.g., pandemic influenza). 

27
Security Timeline:

NextGen Implementation Plan (June 2008) 8 8

Increase Security

2008 2009 2010 2011 2012 2013 2014 2025

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

2015 2016 2017 2018

Cyber Security

Information Management and Exchange Plan

FY

SSA and Information System Security Integrated 

Incident Detection and Response

Information on System Security and 

Surveillance Integration / Protection

Full Integrated Surveillance and Information SSA Operational Security

Operational Security Capability for Threat Detection and Tracking, NAS Impact 

Analysis and Risk-Based Assessment

Required Investment: 

The Operational Security Capability for Threat Detection and Tracking, NAS Impact Analysis 

and Risk-Based Assessment initiative integrates information on flight-specific risk levels 

provided by the Department of Homeland Security and trajectory-based assessment algorithms in 

FAA equipment. Monitoring flights and identifying security concerns early are essential for 

success in preventing terrorist actions. 

The Security Integrated Tool Set (SITS) shown in the roadmap in the section 4.1 will enable the 

System Operations Security organization to perform data correlation, NAS impact analysis of 

security and/or emergency actions, as well as trend analysis. SITS will also support restricted 

airspace development and methods for sharing that airspace when it is not in use. We will 

seamlessly integrate these capabilities with Air Traffic Management systems and support 

defense, homeland security/disaster recovery, and law enforcement operations. 

The Shared Situational Awareness (SSA) and Information Security Integrated Incident Detection 

and Response initiative is a cooperative effort among the FAA and other agencies to detect and 

correlate attempted information system intrusions so that the agencies can take actions to prevent 

them. We and other agencies have intrusion detection systems and Cyber Security Response 

28
Centers that rely on timely reporting and cooperative efforts to identify and defeat attempted 

intrusions. 

The Information on Systems Security and Surveillance Integration/Protection program processes 

and integrates surveillance information, which enables us to construct effective defenses to 

prevent disruptions of agency information systems. 

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 the important new areas of 

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 investment planning must factor in changes in fuel 

use, emissions, and noise caused by operational improvements — both positive and negative. 

Fuel consumption is also a concern because of the long-term outlook for fuel prices. The FAA 

must carefully examine the environmental consequences of its actions and strive for 

improvements. 

29
Environmental Timeline: 

NextGen Implementation Plan (June 2008) 7 7

Increase Environmental Performance

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

FY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2025

Integrated Models Assess Trade-Offs Between Environment and Capacity 

Establish Metrics and Formulate Policy

Explore Environmental Control Algorithms for Operational Procedures

Environmental Policy and Long-Term Targets

Establish the Impacts of New Aircraft Technologies and Alternative Fuels

National EMS Supports Integrated Environmental 

Performance

NGATS Operational Initiatives Implemented that Reduce Environmental Impacts

Required Investment: 

Several efforts are already underway, as the first five lines on the chart above show. Although 

operating funds support many of these efforts, we will require continued capital investment to 

develop environmental policy, build models, establish metrics, and construct algorithms to 

determine the impacts of new aircraft technologies, aviation alternative fuels, and air traffic 

control procedures. 

To achieve NextGen, we must proactively address environmental and energy impacts of the 

solution sets by integrating environmental protection objectives and requirements into core and 

business and operational strategies. A comprehensive Environmental Management System 

framework will provide the foundation and facilitate identifying environmental aspects and 

impacts of new operational procedures and help formulate and implement targets and plans to 

achieve environmental improvements. 

30
3.7 Transform Facilities 

Summary Description: 

NextGen redesigns air traffic control systems to make them flexible, scalable, and maintainable. 

It 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. Infrastructure, automation, equipage, procedures, and regulations will be designed 

to support this seamless operational concept and must evolve from a geographical focus to a 

broader air traffic management concept. This includes facilities and the personnel who staff 

them. 

To address this, the Facilities component of NextGen focuses on optimization of air navigation 

service provider (ANSP) resources. This includes the establishment and decommissioning of 

facilities, changes to the numbers and sizes of control facilities, and thinning/eliminating other 

facilities such as navigational aids. It also includes the allocation of staffing and facilities to 

provide expanded services; service continuity; best deployment, management, and training of the 

workforce; and the use of more cost-effective and flexible systems for information sharing and 

back-up. 

Because of the net-centric capabilities and the geo-independence that NextGen provides, 

facilities do not require proximity to the air traffic being managed. Facilities will be sited and 

occupied to provide for air traffic management facility optimization. This includes combining 

facilities (e.g., air route traffic control centers (ARTCCs), terminal radar approach control 

(TRACONs), and air traffic control towers (ATCTs) towers when appropriate. 

Background: 

Today’s air traffic system was built around 1960’s radar technology and is constrained by its 

limitations. This geo-dependent model (communication constraints, hardware/software 

limitations, and available data distribution capabilities) dictated how many facilities were needed 

and their location. As a result of these limitations, the number of terminal and en route air traffic 

control facilities has grown to over 500. Security concerns, including location-based risks, 

distributed infrastructure constrained by legacy architecture, and disparate automation platforms, 

further challenge the air traffic control infrastructure. This results in operational inefficiencies, 

including capacity limitations and less than optimal business continuity planning (BCP) 

strategies. In addition, many of these facilities have aged to the point where repair and 

remediation is not cost effective. 

To facilitate NextGen, handling increased traffic in the future while managing costs, improving 

and expanding services, and transforming FAA en route and terminal facilities to facilitate 

NextGen operational improvements is necessary. The current system has built-in limitations in 

flexibility, cost of service delivery, and continuity of operations. Some smaller airports have 

limited service due to its cost; creating a need to determine how to provide service in these 

locations, while reducing costs. Air traffic management facility optimization is needed to fully 

realize NextGen benefits. 

31
Flexible infrastructure service delivery is needed to meet changing user needs and costeffectively scale services up and down as needs change. This will ensure that the service 

providers and the information (e.g., flight data, surveillance, weather) are readily available when 

and where needed. 

Timeline:

NextGen Implementation Plan (June 2008) 10 10

Transform Facilities 

FY 2006 2007 2008 2009 2010 2011 2012 2013 2014 2025

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

Far-Term Capability

All OEP milestones contingent

on pending budget decisions

(Initial Operating Capability targeted 

within the box)

Key: Near-Term Commitment

Mid-Term Capability

2012-2018

2015 2016 2017 2018

Integration, Development and Operations Analysis Capability

NextGen Facilities

Net-Centric Virtual Facility 

NAS Wide Sector Demand 

Prediction and Resource Planning

Required Investment: 

Investment analysis regarding facility infrastructure will help frame the decisions concerning 

how to transform facility infrastructure to best accommodate NextGen capabilities. After the 

analysis is complete, funds will be requested to transform aging facilities into NextGen 

Facilities. Initial plans show a segmented implementation of NextGen Facilities and whether 

sets of facilities will be renovated, rebuilt or reconfigured. 

Additionally, FAA plans to research and develop a Net-Centric Virtual Facility and convert some 

towers to this type of operation. A Net-Centric Virtual facility will depend on sensors at the 

airport to provide controllers at remote locations sufficient information to control traffic. 

32
4 Enterprise Architecture Roadmaps 

The detailed roadmaps appearing in the following sections are an integral part of the NAS 

Enterprise Architecture. The roadmaps show progression from the present system to NextGen. 

The roadmaps extend planning beyond the 5-year financial horizon covered in the CIP, and the 

transition to NextGen will be an incremental process over several years. Transforming the NAS 

to NextGen will require detailed engineering design to support new capabilities, and integration 

of operational changes that we must demonstrate and test. Some NextGen improvements will 

not receive funding until after the 5-year timeframe of the CIP, but projects that are foundational 

technologies for NextGen will have substantial funding during the next 5 years. 

We update the roadmaps frequently to reflect the results of studies, demonstration projects, and 

economic analysis related to projects. Because of that, we do not attempt to explain all roadmap 

details. The purpose of including the roadmaps in the CIP is to show the full scope of long-term 

planning for system modernization. The funding tables at the end of each roadmap section 

contain both projects that are shown in the roadmap and those projects that are included in an 

overall FAA Enterprise Architecture which includes some projects that are not directly related to 

air traffic control. All projects with estimated funding over the next five years except very small 

and labor related projects are described in Appendix B. For more detailed information on the 

roadmaps, view the Enterprise Architecture and Roadmaps at: 

http://www.nas-architecture.faa.gov. 

Figure 4 defines the roadmap symbols. The dashed lines indicate that a system may be 

eliminated after economic and operational analysis is complete. The solid lines indicate either 

the continued operation of an existing system or the progression from a current system to a more 

capable or modernized system. The boxes with names identify systems, which are either 

described in the text or are the acronym is spelled out in appendix E with the systems’ full name. 

33
System related to Data 

Communications Segment 1

System related to Data 

Communications Segment 2

System related to Data 

Communications Segment 3

XYZ System

System successor

System in Draw- Down Mode

X Decommission 

2008 2009 2010 Timeline

Functional System*

XYZ System related to Automation 

Convergence

XYZ System related to SWIM 

Segment 1

XYZ System related to SWIM 

Segment 2

XYZ System related to SWIM 

Segment 3

XYZ

XYZ

XYZ

* Applies to any System fill color type

December 17, 2008 Version 3.0

Figure 4 Roadmap Legend 

4.1 Automation Roadmap 

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 flights safely 

separated every day. 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 the ground speed to project its future position. 

Other important features of automation include the following: 

• It maintains flight information and controller-in-charge data from pre-flight to post-flight 

analysis, which supports coordination between air traffic controllers as they hand off 

responsibility of the flight from tower to terminal to en route sector. 

• It generates symbols displaying information on routes, restricted areas, and several other 

fixed features of the controller’s sector. 

• It uses software that further enhances safety by providing automated alerts to controllers 

regarding potential aircraft conflicts and warnings that an aircraft may be approaching a 

terrain hazard. 

34
• It supports many functions that are essential to controlling air traffic, such as showing the 

data from weather sensors, giving the status of runway lights and navigational aids, and 

providing flight plan information on monitored aircraft. 

The automation roadmaps in figures 5 and 6 depict the planned architecture from 2008 to 2025. 

The FAA will upgrade and ultimately replace current systems with more capable systems that 

can manage the levels of air traffic we predict for the future. 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. 

CY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

NextGen 

Mid-Term 

Work Package

NextGen

Far-Term 

Work Package

TBFM

ERAM 

Program

Baseline

Post ERAM R3 

Work Package

R3

TFMS

TMA

ERIDS

HOST

URET

DSR

HADDS

ECG

TMA

FDP2K

ATOP ATOP TR

MEARTS

R2

TBFM/IES

Terminal Platform

TDDS TDDS TDDS

EFS/TFDM1 AEFS

TDLS

Staffed NextGen 

Tower

FDIO

TFDM2 TFDM 3

IDAC

Integration

ARTS IE/IIE

STARS/SL

ARTS IIIE

C O N V E R G E N C E 

X

ARMT

En Route Automation 

NextGen Mid-Term WP

DataComm Segmt. 1 DataComm Segmt. 2 DC Segmt. 3

ADS-B (Segmt. 1) ADS-B (Segmt. 2)

ACE-IDS

TAMR Phase 3

ATOP/

Offshore

Automation

En Route Automation 

NextGen Far-Term WP

EFSTS

RAPT

AMASS

OFDPS

SMA

4-D Wx Cube 4-D Wx SAS

DSP

SAIDS

DOTS+

CATMT WP2

IDAC CATMT WP3

ATOP 

NG

X

R1

SWIM Segmt.1 SWIM Segmt. 2 SWIM Segmt. 3

CATMT WP1 CATMT WP4

December 17, 2008 Version 3.0

Figure 5 Automation Roadmap (1 of 2) 

Enabling technologies for NextGen appear at the top of the automation roadmaps: System-Wide 

Information Management (SWIM), Data Communications (DataComm), Automatic Dependent 

Surveillance-Broadcast (ADS-B), and 4D Weather (Wx) Cube systems are central to collecting 

and sharing information used throughout the NAS. They transmit and receive critical 

information to support air traffic control in both the en route and terminal environments. When 

the 4D Weather Cube is fully developed it will be the Single Authoritative Source (SAS) for 

weather data, so the same data is available to both FAA and users to assist in making decisions. 

Collecting and sharing data is essential to improving NAS efficiency because it provides 

common ground for all parties participating in making the decision. 

35
The first grouping on the left side of the roadmap contains the systems used for traffic 

management, such as Traffic Flow Management System (TFMS) and Traffic Management 

Advisor (TMA). The systems are installed at 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 strategically plan for how to best 

accommodate that demand. They use real-time displays of aircraft in flight and weather 

affecting aviation to assess which routes are best and to prevent severe congestion at airports. 

These functions will continue and be improved as described in the Collaborative Air Traffic 

Management (CATM) NextGen solution set, with expansion of collaboration to individual pilots 

and improvements in the information exchanged between the FAA and airline dispatch offices. 

The next grouping on the left side is the oceanic control projects. They are the automation 

systems (OFDPS, MEARTS, FDP2K, and ATOP) that process data regarding the position of 

oceanic flights to aid controllers in separating flights that the FAA controls in the oceanic areas. 

The DOTS+ system uses weather information to determine the most fuel-efficient routes based 

on wind velocity and direction. The FAA will consolidate all of these systems into the 

Advanced Technology Oceanic Procedures (ATOP) system when ATOP receives a technology 

refresh; and the FAA plans to decide in 2015 whether to continue ATOP after that time or fold 

its functionality into the NextGen Mid-Term Work Package. 

The next six blocks on the left side are components of the en route control system, which the 

FAA is replacing with the En Route Automation Modernization (ERAM) program. ERAM 

replaces hardware and rewrites the ATC software used at en route centers. ERAM is being 

tested at the first operational site, and it is scheduled to be operational at all en route control 

centers by 2011. Its initial purpose is to modernize ATC automation systems and expand 

capacity. After that has been done, the later releases of the ERAM software are necessary to 

initiate Trajectory Based Operations. As the roadmap shows, the FAA will transform ERAM 

over time into a NextGen Automation System that will address both en route and terminal 

automation requirements. 

The next three systems (STARS/S L, ARTS 1E/IIE, and ARTS IIIE) are different terminal 

automation models that the FAA will sustain as separate systems, and the Terminal Automation 

Modernization and Replacement Phase 3 (TAMR P3) program will replace and modernize 

STARS and/or ARTS systems until the agency eventually consolidates them as part of the 

NextGen Work Package. 

Tower Flight Data Manager (TFDM) will be a phased implementation of a new Terminal local 

area network (LAN)-based infrastructure targeting reduction of redundancies, integration of 

flight data functions, and providing System Wide Information Management (SWIM) enabled 

flight data exchanges with other National Airspace System (NAS) subsystems. TFDM Phase 1 

is the initial capability that will integrate Flight Data Input/Output (FDIO), Advanced Electronic 

Flight Strip (AEFS) and Electronic Flight Strip Transfer System (EFSTS), while TFDM phase 2 

will integrate the Airport Resource Management Tool (ARMT) and the Tower Data Link 

Services (TDLS) function. Trade studies will identify if additional elements will be integrated, 

such as Departure Spacing Processor/Departure Flow Management (DSP/DFM), Automated 

36
Surface Observing System (ASOS) Controller Equipment-Information Display System (ACEIDS), and System Atlanta Information Display System (SAIDS). 

CY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Wake Turbulence Sub-capabilities (Weather)

AFSM Segment 1

Tier 0) Basic Functions

AFSM Segment 2 [Facilities]

(Tier 1) Development WP1

Flight Services Evolution 

Integrated Services and Capabilities

Integrated Enterprise Solution 

OASIS (Alaska)

AFSM

AISR Future Briefing System

FNS R1

AIM Modernization Segment 1

AIM Modernization Segment 2

FNS R2 FNS R3+

ADAM R1 ADAM R2 ADAM R3

AIM Modernization

Segment 3

USNS

NDS

SAMS

AISR

DINS

NASE

OEAAA

NASR

SDAT

CARF

(Tier 2) WP2

(Tier 3) WP3

DUAT(S)

AFSS CONUS

AFSM [Voice Switch]

ADS-B (Segmt. 1) ADS-B (Segmt. 2)

4-D Wx Cube 4-D Wx SAS

SITS R1 Security Integrated Tool Set – Work Package

DataComm (DCS) Segmt. 1 DataComm (DCS) Segmt. 2 DataComm (DCS) Segmt. 3

December 17, 2008 Version 3.0

SWIM Segmt.1 SWIM Segmt. 2 SWIM Segmt. 3

Airport GIS

Figure 6 Automation Roadmap (2 of 2) 

AFSM, OASIS (Alaska), DUATS, and AFSS CONUS on the top left side of Figure 6 support 

flight services. Flight services are generally used by individual pilots and include weather 

briefings and filing of flight plans. The FAA has contracted for flight services in the lower 48 

states, and the contractor is responsible for upgrading equipment, such as flight service specialist 

workstations. The Direct User Access Terminals (DUATS) currently allow pilots to file flight 

plans and obtain weather information for their planned routes from flight service station 

automation systems. Flight service specialists use Flight Service Automation Systems (AFSS 

CONUS and OASIS (Operational and Supportability Implementation System) to record flight 

plans and provide weather briefings to pilots. The Alaska Flight Service Modernization (AFSM) 

project will replace the existing automation systems used in FAA-operated flight service stations. 

We will also request funding to upgrade the buildings and supporting equipment for Alaska’s 

flight service stations. 

The next 10 systems (USNS, DINS, NDS, CARF, SAMS, AISR, SDAT, OEAAA, NASR, and 

NASE) mainly provide status information on airports, airspace, and navigation facilities, but the 

37
FAA uses some of them to evaluate airspace. A modernized and consolidated Aeronautical 

Information Management (AIM) system will replace these individual systems. 

• USNS — United States NOTAM (Notice to Airmen) System, 

• DINS — Defense Internet NOTAM Service, 

• NDS — NOTAM Distribution System, 

• CARF — Central Altitude Reservation Function, 

• SAMS — Special Airspace Management System, 

• AISR — Aeronautical Information System Replacement, 

• SDAT — Sector Design and Analysis Tool, 

• OEAAA — Obstruction Evaluation/Airport Airspace Analysis, 

• NASR — National Airspace System Resources, 

• NASE — NAS Adaptation Services Environment. 

NOTAMs are notices of temporary changes, such as temporary flight restrictions and runway 

closures for construction. SAMS and CARF inform controllers when airspace ordinarily 

reserved for military use is available for civilian use. The other systems contain more detailed 

information about FAA air traffic control equipment or less frequently changed information such 

as charts and airspace regulations. The AIM program will establish a standard format and a userfriendly interface for finding the information related to a specific route of flight. 

The Security Integrated Tool Set (SITS) is a security system that validates the identity and 

legitimacy of aircraft within or entering the NAS; it will be incorporated into the NAS in 2014. 

38
Figure 7 shows projected CIP expenditures on automation roadmap projects. 

BLI 

Number

Program Name FY 2010 

Budget

FY 2011 FY 2012 FY 2013 FY 2014

Automation Functional Area $715.4 $741.8 $764.9 $715.0 $678.3

1A07 Next Generation Air Transportation System (NextGen) - Demonstrations and 

Infrastructure Development

$33.8 $30.0 $30.0 $30.0 $30.0

1A08 Next Generation Air Transportation System (NextGen) - System Development $66.1 $70.8 $100.2 $101.0 $119.1

1A09 Next Generation Air Transportation System (NextGen) - Trajectory Based 

Operations

$63.5 $43.0 $32.0 $31.0 $28.0

1A11 Next Generation Air Transportation System (NextGen) - Arrivals/Departures at 

High Density Airports

$51.8 $38.0 $33.0 $35.0 $35.0

1A12 Next Generation Air Transportation System (NextGen) - Collaborative Air 

Traffic Management (CATM)

$44.6 $57.0 $53.0 $51.0 $44.0

1A13 Next Generation Air Transportation System (NextGen) - Flexible Terminal 

Environment

$64.3 $64.1 $45.2 $36.9 $18.0

2A01 En Route Automation Modernization (ERAM) $171.8 $131.5 $130.0 $125.0 $129.0

2A02 En Route Communications Gateway (ECG) $3.6 $16.3 $19.8 $18.5 $9.9

2A06 Air Traffic Management (ATM) $31.4 $15.2 $8.5 $13.4 $8.1

2A11 Oceanic Automation System $7.7 $9.8 $14.9 $12.1 $6.0

2A14 System-Wide Information Management (SWIM) $54.6 $76.0 $22.5 $6.3 $3.9

2A18 Collaborative Air Traffic Management Technologies (CATMT) $18.1 $49.5 $57.9 $66.8 $60.7

2B03 Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) $28.0 $32.0 $41.8 $42.0 $39.5

2B04 Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) $3.0 $20.0 $65.0 $75.0 $86.7

2B05 Terminal Automation Program $9.6 $6.0 $2.5 $2.5 $2.6

2B15 Integrated Display System (IDS) $7.0 $8.7 $8.8 $8.2 $8.2

2B18X Terminal Automation Modernization/ Replacement Program (TAMR Phase 2)* $0.0 $2.8 $2.4 $3.0 $3.0

2D08 Instrument Flight Procedures Automation (IFPA) $7.9 $0.5 $2.2 $1.8 $2.0

3A02 Aviation Safety Analysis System (ASAS) - Regulation & Certification for 

Infrastructure System Safety (RCISS)

$10.5 $14.6 $22.5 $8.9 $11.5

3A07 System Approach for Safety Oversight (SASO) $20.0 $23.4 $37.1 $31.5 $9.5

3A08 Aviation Safety Knowledge Management Environment (ASKME) $8.1 $14.8 $17.2 $6.9 $16.0

4A10 Aeronautical Information Management (AIM) $10.0 $17.8 $18.3 $8.3 $7.6

Figure 7 Expenditures in the Automation Functional Area1

Figure 7 shows funding for systems that are shown in the roadmaps as well as the following 

systems that are part of the overall FAA Enterprise Architecture and support the safety functions 

of FAA: 

• Instrument Flight Procedures Automation (IFPA) 

• Aviation Safety Analysis System – Regulation and Certification Infrastructure System 

Safety (ASAS-RCISS) 

• System Approach for Safety Oversight (SASO) 

• Aviation Safety Knowledge Management Environment (ASKME) 

The IFPA program automates the development of terminal approach and departure procedures. 

The other three systems support databases of safety information to assist safety inspectors in 

reviewing the performance of flight crews and companies that provide aviation services. All are 

ongoing efforts to increase the efficiency and effectiveness of Industry safety practices 

4.2 Communications Roadmaps 

Communication between pilots and controllers is an essential element of air traffic control. 

Pilots and controllers normally use radios for communication, but because control sectors cover 

areas that extend beyond direct radio range, they need supplemental links. Remotely located 

 

1

 Out-year funding amounts are estimates that assume enactment of the Administration's reauthorization proposal. 

39
radio sites allow controller-pilot voice communications beyond normal radio range by 

transmitting messages received at a remote site to air traffic control facilities through ground 

telecommunication lines. If no ground links are available, satellite links can be used to connect 

pilots with controllers. To minimize the impact of losing a primary communication link, backup 

systems are necessary to provide continued ability to communicate when the primary systems 

fail. 

In addition to communicating with pilots, controllers must communicate with controllers within 

their own facility and controllers in adjacent facilities. Voice switches in air traffic facilities 

allow controllers to select among the different channels they need to communicate with one 

another and with pilots. Figure 8 is the roadmap for modernizing these systems and the other 

system on the roadmap that transfer data to FAA facilities. Voice Comm Switching Telecom

CY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

FTI-2

NVS

TVS Bridge

FTI-1

ASTI

Legacy 

Voice 

Switches

VSCS

ETVS/IVSR

ANICS

RCL

NADIN MSN NMR

X.25 Service 

Discontinued; Users 

transferred to FTI IP

SWIM—Core Services

SWIM

Note: Fixed User Ground Communications as a component 

of a Mobile User Communications Network

Airport Wireless

Communication System

X

X

X

X

X

X

SWIM Segmt.1 SWIM Segmt. 2 SWIM Segmt. 3

LDRCL

BWM

DMN

NADIN PSN

December 17, 2008 Version 3.0

Figure 8 Communications Roadmap (1 of 2) 

At the top of Figure 8 are the System-Wide Information Management (SWIM) program 

segments, which will establish information management and data-sharing capabilities to support 

NextGen. SWIM will develop policies and standards to support data management, along with 

the core services to enter data into NAS systems, retrieve it, secure its integrity, and control its 

access and use. The FAA is developing SWIM incrementally. Segment 1, the initial phase of 

SWIM, includes capabilities that were selected based upon the needs of various users (both 

government and private sector), maturity of design standards for concepts of use, and the ability 

of existing programs to integrate these SWIM capabilities into their program plans. Future 

segments will build on the initial steps to support the data sharing that NextGen programs 

require. 

40
SWIM will reduce the number and types of interfaces between NAS systems, reduce 

unnecessary redundancy of information systems, improve predictability and operational 

decision-making, and reduce cost of service. The improved coordination that SWIM will 

provide will enable the FAA to transition from tactical conflict management of air traffic to 

strategic trajectory-based operations. 

Below SWIM is a list of several FAA communication systems used mainly for transmitting data. 

The LDRCL (Low Density Radio Communication Link) and the RCL (Radio Communication 

Link) are microwave systems that transmit radar data from remote radar sites to FAA air traffic 

control facilities; they can also transmit operational and administrative information to and from 

air traffic control facilities. Current plans are to eliminate these systems by 2014 and use the 

FAA Telecommunications Infrastructure (FTI) to carry this data. 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 and LDRCL. The NADIN PSN (National Airspace Data 

Interchange Network – Package Switching Network) and DMN (Data Multiplexing Network) 

transmit flight plans and other important aeronautical information to air traffic facilities. The 

DMN is a system that improves efficiency of message transmission by dividing messages into 

packages and sending packages from multiple messages at the same time to make fuller use of 

communication links. The packages are coded, and each message is reassembled at the receiving 

end. The FAA will replace NADIN PSN with NADIN MSN (Message Switching Network) to 

comply with international standards for transmitting flight plans. Some functions of NADIN 

PSN and DMN will be absorbed into the FAA Telecommunications Infrastructure and its follow 

on contract. 

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. The ASTI (Alaska Satellite Telecommunications Infrastructure) 

program is a follow-on to ANICS, and it provides the same services while modernizing the 

infrastructure. Because there are far fewer ground telecommunications connections in Alaska, 

we use a satellite system to ensure that important air traffic information is reliably transmitted 

between smaller and larger facilities. Previous commercial satellite service did not meet FAA 

standards for reliability and availability. 

The Voice Comm Switching block in Figure 8 shows the voice switching systems that FAA 

facilities use. En route centers use the Voice Switching and Control System (VSCS) to connect 

controllers with the appropriate telecommunications line to speak to pilots, controllers in other 

facilities, and controllers within their own facility. The Enhanced Terminal Voice Switch 

(ETVS) and the Interim Voice Switch Replacement (IVSR) contracts fulfill the same function in 

airport towers and Terminal Radar Approach Control (TRACON) facilities. The FAA is 

upgrading the VSCS with a technical refresh to replace components that have a high failure rate. 

The ETVS and IVSR programs are replacing terminal voice switches at the rate of about 10 per 

year, as well as installing new voice switches when new airport traffic control towers are built. 

The FAA has begun developing requirements for the NAS Voice Switch (NVS), a single 

scalable design that would replace both center and terminal voice switches and equip NextGen 

41
facilities. It would have a modular configuration so that it could be sized for the facility in which 

it was installed. The value of using a single type of voice switch is that it reduces the number of 

training courses for maintenance technicians and the inventory of spare parts to maintain it. 

NVS also enables operation of planned NextGen facilities. The FAA plans to begin installing 

the system in 2013, and, by 2023, all the voice switches will be NVS. 

CY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Equipage Strategy

Infrastructure

Convergence

Supporting Data Communications Program

Legacy Aero

Mobile

Infrastructure

Contract Renewal

Contract Renewal

Legacy Oceanic

Air-Ground

Comm

Legacy A/G

Voice

Digital A/G Comm

Note: Primary Function: Aeronautical Mobile CommunicationsAirport Surface

Mobile User

Gnd Comm

HF Service

(ARINC)

Data Link/

FANS (SITA)

Effective

Digital VHF Aeronautical Mobile Communication Infrastructure

DataComm (DCS) Segmt. 1 DataComm (DCS) Segmt. 2 DataComm (DCS) Segmt. 3

Airport Wireless

Communication System

December 17, 2008 Version 3.0

MDR

CFE

RCE Sustain Aero Mobile Communication Infrastructure

Figure 9 Communications Roadmap (2 of 2) 

The second roadmap (Figure 9) shows the communications systems used both on the ground and 

in the aircraft for air traffic control. In the oceanic control area, the universal system is HF (high 

frequency) radio. Operated by a company named ARINC, HF allows the FAA to stay in touch 

with aircraft that are several thousand miles from shore. HF is supplemented by Data Link 

(FANS) Future Air Navigation System, which relies on communications satellites to transfer 

messages over long distances. The Legacy A/G (air/ground) Voice box indicates that FAA will 

continue to sustain the very high frequency/ultra high frequency (VHF/UHF) radios used for 

controller-pilot communications. The MDR (multimode digital radio) is replacing existing 

VHF/UHF equipment with modern systems capable of operating in either analog or digital 

modes. The RCE (Radio Control Equipment) program replaces the control system that allows 

controllers to activate and use radios at remote locations. The Communications Facilities 

Expansion (CFE) program funds establishment or relocation of remote communications sites 

when necessary to serve new or relocated air routes. 

An Airport Wireless Communications System based on existing IEEE 802.16e standards is being 

considered to provide communications for both fixed and mobile units on the airport surface. 

This technology could be a low cost alternative for supporting existing and future applications 

associated with ASDE-X, ADS-B and SWIM in the airport environment. 

Starting in 2009, the FAA will be developing digital communications with data link capability 

(DataComm) for pilot-controller communications. Initially, DataComm will be used for routine 

42
messages such as air traffic clearances, advisories, flight crew requests, and reports. As the 

technology matures, the FAA may be able to issue an entire route of flight directly to an 

aircraft’s flight management system. 

Figure 10 shows the projected CIP spending for replacing communications systems and 

improving and modernizing communications channels. 

BLI 

Number

Program Name FY 2010 

Budget

FY 2011 FY 2012 FY 2013 FY 2014

Communication Functional Area $215.4 $295.4 $354.8 $505.5 $823.7

1A06 Data Communication in support of Next Generation Air Transportation System $51.7 $132.8 $214.6 $389.5 $714.7

2A07 Air/Ground Communications Infrastructure $8.6 $2.5 $2.8 $2.0 $2.0

2A10 Voice Switching Control System (VSCS) $16.7 $15.9 $0.0 $0.0 $0.0

2A13 Next Generation VHF Air/Ground Communications System (NEXCOM) $70.2 $60.5 $64.7 $52.0 $45.0

2B08 Terminal Voice Switch Replacement (TVSR) $10.5 $0.0 $0.0 $0.0 $0.0

2B13 National Airspace System Voice Switch (NVS) $26.6 $50.0 $50.0 $50.0 $50.0

2B14 Voice Recorder Replacement Program (VRRP) $11.9 $9.6 $0.0 $0.0 $0.0

2E05 Alaskan NAS Interfacility Communications System (ANICS) $9.0 $12.1 $10.7 $0.0 $0.0

3A04 National Airspace System (NAS) Recovery Communications (RCOM) $10.2 $12.0 $12.0 $12.0 $12.0

Figure 10 Expenditures in the Communications Functional Area2

4.3 Surveillance 

 

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. Automation systems process radar data 

and other inputs and send it to the displays. En route facilities use the Air Route Surveillance 

Radar (ARSR), and terminal facilities use several models of the 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. En route and terminal 

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 can 

supplement the position display for each aircraft. 

We use two 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 incursions. The ASDE-X uses several technologies to 

improve detection of aircraft and provide a clear display of the positions of aircraft and vehicles 

on or near taxiways and runways. 

 

2

 Out-year funding amounts are estimates that assume enactment of the Administration's reauthorization proposal. 

43
Figure 11 is the roadmap for surveillance systems. E, T & S Terminal En Route

X

X

CY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

ADS-B

TIS-B/

FIS-B

Test System WM/LAT in Colorado

ATCBI-6

LRR

MODE S

X

X

New Beacon

(Replaces Mode S, ATCBI-6)

X

X

X

X

X

New Beacon (Replaces Mode S)

New Primary Radar

(Replaces ASR-8/9/11)

Decommission ATCBI-5 after 

ADS-B Rule Compliance

Limited decommission Mode S 

after ADS-B Rule Compliance

PRM-A

ASR-8

ATCBI-4

ASR-9

ASR-11

ASR-7

MODE S

ATCBI-5

SWIM Segmt.1 SWIM Segmt. 2 SWIM Segmt. 3

ATCBI-4/5

PRM 

E-SCAN

December 17, 2008 Version 3.0

Figure 11 Surveillance Roadmap (1 of 2) 

The Automatic Dependent Surveillance-Broadcast (ADS-B) line at the top of the roadmap 

indicates a planned shift toward a different technology for providing surveillance data to 

controllers. Nationwide implementation of ADS-B will enable a once-per-second transmission 

of location and other flight information from the aircraft to air traffic control facilities. It may 

replace or supplement the data from a transponder response or passive reflected energy from 

radars. The advantage of ADS-B is that it has a faster update rate (1 second versus 5 seconds for 

a radar), and the accuracy remains constant regardless of the distance from the aircraft to the 

receiving site, unlike radar technology where accuracy changes with distance from the radar. 

The major systems shown in the block for en route are the Long Range Radar (LRR — a generic 

term for the various ARSR models); the Air Traffic Control Beacon Interrogator (ATCBI); and 

the Mode S. The LRR has a range exceeding 200 miles, and it provides aircraft location 

information to the en route centers. It is a “skin-paint” radar that sends out electrical pulses and 

determines aircraft location by combining information on the direction the antenna is pointing 

and the time it takes the reflected energy to return to the radar antenna. The ATCBI or Mode S 

transmits an electronic signal to aircraft, which triggers a transponder. The ATCBI triggers all 

transponders within its beam, while the Mode S is able to address each aircraft within its beam 

separately. 

44
Due to national and homeland security concerns, we will maintain the LRR throughout the 

roadmap timeframe. The FAA and the Department of Defense will jointly fund the maintenance 

required to keep the existing systems operational. We are replacing the ATCBI 4/5 with the 

ATCBI-6 and plan to decommission the 4s and 5s in 2010. We may start phasing out the Mode 

S in 2017 and decide in 2011 whether we need a New Beacon system to support NextGen. 

The Wide Area Multilateration (WM/LAT) system is experimental, and is being tested in 

Colorado. The system uses triangulation, based on ADS-B technology, to determine the location 

of an aircraft that cannot be detected by radar. In mountainous terrain, the line-of-sight 

transmission from radar can be blocked by an intervening mountain between the radar and the 

aircraft; the WM/LAT system overcomes this problem. It is being locally financed and may be 

implemented in other mountain regions if it proves to be successful. 

There are four models of terminal radars currently in use. The Airport Surveillance Radar Model 

11 (ASR-11) is the newest, and it is replacing some of the older radars that were not replaced by 

the ASR-9 program. As shown in the roadmap, the FAA will replace all the existing ASR-7s by 

2010. The ASR-8 and the ASR-9 will have Service Life Extension Programs (SLEP) to update 

and modernize their components, and the FAA will decide in 2014 whether to continue to update 

these systems or to design a replacement. Current planning calls for keeping terminal skin-paint 

radars operational to address safety and weather requirements. 

The Precision Runway Monitor (PRM) is installed at six airports, and it can be used to allow 

simultaneous approaches to closely spaced parallel runways. It is a rapid-update radar that 

provides the precision that controllers need to ensure two aircraft approaching runways side by 

side maintain safe clearance between them. The electronic scan (E-SCAN) version achieves the 

rapid update by moving the beam electronically rather than relying on a turning antenna. The 

FAA will decide in 2010 whether to continue using a scanning beam or to rely on multilateration 

similar to the ASDE-X. Surface

CY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

ASDE-X X

RWSL

ASDE-3 Add M/LAT to 

ASDE-3 sites X

ADS-B & M/LAT-only surface 

surveillance at ASDE sites

Decommission surface primary radars

LCGS

December 17, 2008 Version 3.0

Figure 12 Surveillance Roadmap (2 of 2) 

45
Controllers use two systems to maintain aircraft separation on the airport surface. Some airports 

have ASDE-3, which uses radar and a display in the tower to depict the 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. We plan to upgrade 21 of the existing 

ASDE-3 radars with multilateration technology to enhance their effectiveness, and ASDE-X will 

replace 4 existing ASDE-3 radars. We are accelerating installations of ASDE-X so that by 2010 

we will have installed all of these systems, and the final system will become operational in 2011. 

The surface surveillance section of the roadmap shows that the FAA is developing a new system, 

the Low Cost Ground Surveillance (LCGS) system, for possible deployment in 2011. After 

testing competing designs for the LCGS, we will decide during 2010 which of the technologies 

has the best performance and whether to deploy the technology as a production system. LCGS 

would be used at small to medium-sized airports, and it would cost less than the ASDE-X or 

ASDE-3 with multilateration. Deploying LCGS would increase the number of airports that use 

sophisticated detection systems to show the location of aircraft and other vehicles near the 

runways and taxiways on tower displays, which would enhance our efforts to reduce runway 

incursions. 

A third system that warns pilots about potential runway incursions is the Runway Status Lights 

(RWSL). These systems use lights embedded in the runway to inform a pilot when it is unsafe to 

cross a runway; and they are turned off when it is safe to proceed. We have tested these lights at 

Dallas/Fort Worth International Airport. The FAA has requested funding in FY 2010 to 

significantly increase the number of airports where we will install these systems as part of our 

goal to reduce runway incursions. 

Figure 13 shows the CIP costs associated with upgrading the surveillance units. 

BLI 

Number

Program Name FY 2010 

Budget

FY 2011 FY 2012 FY 2013 FY 2014

Surveillance Functional Area $362.1 $270.6 $305.4 $291.0 $275.1

2A08 ATC Beacon Interrogator (ATCBI) - Replacement $4.7 $0.0 $0.0 $0.0 $0.0

2A09 Air Traffic Control En Route Radar Facilities Improvements $5.3 $5.6 $5.8 $5.9 $0.9

2A15 Automatic Dependant Surveillance-Broadcast (ADS-B) NAS-Wide $201.4 $175.2 $284.2 $270.7 $256.9

2B01 Airport Surface Detection Equipment - Model X (ASDE-X) $17.3 $0.0 $2.2 $10.0 $11.1

2B10 Airport Surveillance Radar (ASR-9) $3.5 $0.0 $0.0 $0.0 $0.0

2B11 Terminal Digital Radar (ASR-11) $12.6 $4.1 $3.4 $4.4 $4.4

2B12 Runway Status Lights (RWSL) $117.3 $85.7 $9.8 $0.0 $1.8

Figure 13 Expenditures in the Surveillance Functional Area3

4.4 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 with direction and 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 and DME). There are over 

 

3 Out-year funding amounts are estimates that assume enactment of the Administration's reauthorization proposal. 

46
1,000 VORs spread across the United States. These navigational aids allow pilots to determine 

an accurate position and also help define the airways, which are routes based on the straight lines 

from VOR to VOR. Airways can simplify route planning and reduce the length of the clearances 

to fly from departure to destination, and they have the added value of providing predictability for 

air traffic controllers who often must project an aircraft’s future position to avoid conflicts. 

Pilots use VOR/DME to follow their planned routes accurately under all visibility conditions. 

As we implement NextGen and more aircraft equip, 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 have be able to program and fly routes defined by 

geographic coordinates rather than flying from VOR to VOR. GPS in the aircraft will also be 

used to report an aircraft’s position when we implement ADS-B. 

Precision landing guidance systems and the associated equipment supporting low visibility 

operations, provide radio signals and approach lights that pilots use to land safely in limited 

visibility. There are two precision landing aids. Instrument Landing Systems (ILS) guide pilots 

to runway ends using a radio beam to define the approach glideslope, which pilots can follow 

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 poor weather. 

Augmented GPS satellite signals also provide precision landing guidance. There are two 

augmentation systems that will be used for this purpose. The Satellite Based Augmentation 

System (SBAS) is the FAA’s Wide Area Augmentation System (WAAS) that uses 38 ground 

monitors to calculate corrections to the GPS signals and broadcast those corrections from 

telecommunications satellites so that properly equipped aircraft can use the information to fly a 

precision approach to a runway in low visibility conditions. There are currently more than 1,300 

WAAS precision approach procedures that are referred to as Localizer Performance with 

Vertical Guidance (LPV) which use GPS augmented by WAAS for both horizontal and vertical 

guidance. The Ground Based Augmentation System (GBAS) is the FAA’s Local Area 

Augmentation System (LAAS), which is located on an airport’s surface and calculates 

corrections that are used to provide precision approach services to all runways at an airport in 

weather conditions approaching zero visibility. 

47
Figures 14 and 15 show the roadmaps for navigation aids. 

CY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

VOR SLEP

Non-Precision 

Approach (NPA)

eLoran

RNAV

En Route & Terminal

Non-RNAV

VOR SLEP

DME HP DME SLEP & NextGen

SBAS (WAAS)

VOR

Loran-C

NDB

VOR Dop/Reloc

L5 Design L5 Implementation

L5 Design L5 Implementation

VOR Dop/Reloc

VOR

NDB

LOC

SBAS/LP

GBAS (LAAS)

eLoran

December 17, 2008 Version 3.0

GPS

Figure 14 Navigation Roadmap (1 of 2) 

The en route and terminal domains have traditionally relied on the system of VORs to define 

airways within the NAS. The FAA decided in 2007 to reduce the number of VORs between now 

and 2025 as part of the transition to satellite-based navigation. The FAA will decide in 2015 

whether to continue operating VORs as a backup for GPS or remove all the VORs by 2025. If 

we retain VORs, they will need a service life extension program (SLEP). 

We will keep Distance Measuring Equipment (DME) in service to support Area 

Navigation/Required Navigation Performance/ (RNAV/RNP) for en route and terminal 

navigation services. We will install additional DME in both terminal and en route airspace to 

support the capability of NextGen to handle increased demand for services. 

The FAA is phasing out and plans to decommission Non-Directional Beacons (NDB) by 2015. 

NDBs provide only limited directional information. 

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 all the satellites in view. Two GPS upgrades are expected in future years. The next 

generation of satellites, Block IIF, will have a second frequency (L5) for civilian safety-of-life 

use. An aircraft receiver that receives both the existing L1 signal and the new L5 signal can 

calculate corrections to account for atmospheric distortion. The GPS III family of satellites will 

be upgraded with an additional civil signal (L1C) and increased transmitting power. 

The WAAS (Wide Area Augmentation System) improves the precision of GPS by providing 

corrections and satellite reliability information to aeronautical GPS receivers. The receivers use 

WAAS corrections to calculate a precise geographic position. That precision will be further 

improved with introduction of the L5 signal. By comparing the information received on the two 

separate signals, receivers will be able to correct for ionospheric disturbances caused by solar 

weather events, which will significantly improve availability of LPV approaches. 

48
GPS III civil-unique requirements development will be another enhancement to the GPS 

constellation, and civilian agencies will fund it. This program will develop GPS signal monitors 

to determine whether the civilian frequencies being added to GPS satellites are within required 

tolerance. 

Non-precision approaches provide guidance to pilots preparing to land on a runway when there is 

limited visibility, but only provide lateral, not vertical guidance. These approaches do not allow 

descent to the same minimum altitudes possible with a precision approach. VORs support many 

of the non-precision approaches, and GPS and WAAS also support non-precision approach 

services. If the FAA decides to decommission VORs, GPS and WAAS will become the primary 

means for providing this service. The FAA has more than 4,000 GPS-WAAS non-precision 

approach procedures in place. 

CY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

ILS (I) SLEP

Semiflush

CAT I or Equivalent

GBAS/GLS(I)

SBAS/LPV(I)

LP DME

CAT II/III

Precision Approach (PA)

RVR

RVR

ILS (I)

ALS (I)

LP DME SLEP

ILS (II/III) SLEP

L5 Design L5 Implementation

NCIME

Infrastructure

REIL

PAPI PAPI (LED)

REIL (LED)

RVR SLEP

RVR SLEP

LED ALS (I) SLEP

ALS (II/III)

ILS (II/III)

GBAS/GLS L1/L5 (II/III) Development

FRANGIBLE

December 17, 2008 Version 3.0

ALS (II/III) SLEP

Figure 15 Navigation Roadmap (2 of 2) 

There are three categories of precision approach. Category I is the most common. The 

Category I approach 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 a half mile or more. The Category II and III approaches have lower 

minimums (i.e., less vertical and horizontal visibility is required). Currently only the ILS is 

accurate enough for these categories of precision approach, because Category II and III ILS have 

the redundancy and reliability that reduce the risk of errors when descending to lower 

minimums. Alternatives for precision approach guidance are the WAAS/LPV (Localizer 

Performance with Vertical Guidance) and LAAS. When these alternatives become operational, 

many ILSs can be decommissioned, but a number will remain in service to provide a backup 

capability at the OEP airports and other airports as required. 

49
In the precision approach section and in the infrastructure section, there are references to an 

Airport Lighting System (ALS), Runway End Identification Lights (REIL), and Precision 

Approach Path Indicator (PAPI). These systems help the pilot to visually align with the runway 

for both precision and non-precision approaches. The FAA is testing the use of light emitting 

diodes (LED) to replace the incandescent lamps currently in use in these systems to reduce both 

maintenance and operating costs. The Runway Visual Range (RVR) sensors, which determine 

the horizontal visibility along the runway will continue operating throughout the roadmap 

timeframe. The FAA is considering the Navaid Control and Interlock and Monitoring 

Equipment (NCIME) system for upgrading the control of navigational aids surrounding an 

airport. 

Figure 16 shows the future capital investments for navigation systems included in the CIP. 

BLI 

Number

Program Name FY 2010 

Budget

FY 2011 FY 2012 FY 2013 FY 2014

Navigation Functional Area $187.8 $146.1 $141.9 $139.8 $132.4

2D01 VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment $5.0 $5.0 $5.0 $2.5 $2.5

2D02 Instrument Landing Systems (ILS) - Establish $8.6 $7.8 $5.0 $7.0 $7.0

2D03 Wide Area Augmentation System (WAAS) for GPS $97.4 $101.1 $100.5 $100.3 $107.9

2D04 Runway Visual Range (RVR) $5.0 $5.0 $5.0 $4.0 $4.0

2D05 Approach Lighting System Improvement Program (ALSIP) $8.7 $5.0 $5.0 $3.0 $3.0

2D06 Distance Measuring Equipment (DME) $6.0 $6.0 $5.0 $5.0 $0.0

2D07 Visual Navaids - Establish/Expand $3.7 $3.2 $3.4 $5.0 $0.0

2D09 Navigation and Landing Aids - Service Life Extension Program (SLEP) $6.0 $6.0 $6.0 $8.0 $3.0

2D10 VASI Replacement - Replace with Precision Approach Path Indicator $4.0 $7.0 $7.0 $5.0 $5.0

2D11 GPS Civil Requirements $43.4 $0.0 $0.0 $0.0 $0.0

Figure 16 Expenditures in the Navigation Functional Area4

4.5 Weather Systems 

Timely and accurate weather observations and forecasts are essential to aviation safety and 

making the best use of aviation capacity. Pilots need to know whether winds aloft will make 

their actual speed more or less than the airspeed shown on their instruments and if there will be 

obstructions to visibility that restrict landings at their destination airport. They also need to 

check on whether the runway is wet or dry and how that will affect their braking action. Traffic 

flow managers and pilots must use weather observations and forecasts to determine when they 

need to plan alternative routes to avoid severe weather. Thunderstorms with hail and heavy rain, 

turbulence, and icing must be avoided because they can damage aircraft and potentially injure 

passengers. The FAA has the leading role in collecting and distributing aviation weather data. 

The agency distributes current weather hazard information from its own systems and uses 

computer models that develop forecasts based on data available from the National Weather 

Service for use by air traffic control facilities, pilots, airline operations centers, and other 

aviation-related facilities. 

Two categories of weather systems that the FAA uses are 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, 

 

4 Out-year funding amounts are estimates that assume enactment of the Administration's reauthorization proposal.

50
prevailing wind speed and direction, relative humidity, and bases and tops of clouds. Weather 

sensors provide real-time information to air traffic facilities and to centralized weather 

forecasting models that other agencies use. Weather processing/dissemination/ display systems 

organize and process the sensor’s observed data. Data from multiple sensors feed forecast 

models, which 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 and pilots. Figure 17 shows the current and planned status 

of weather sensors. Non FAA Sensors

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PIREPS

WSP TR1

TDWR SLEP 1 

NEXRAD Product 

Improvement & Dual Pol

WSP TR2 

SLEP/Replace

SLEP/Replace

TDWR SLEP 3

NextGen RWI Solution Set

NextGen RWI Solution Set

Auto PIREP 

Entry ERAM 

ASOS TR

NextGen 

Surface Observing 

Capability

ASOS/AWOS

/AWSS 

FAA Sensors

TDWR

Wind shear

Detection Services

ASR-8/9/11

WX Channel

NEXRAD

SAWS

F-420

DASI

LIDAR

ASR-WSP

NLDN

TDWR SLEP 1 

WSP TR3

TR

December 17, 2008 Version 3.0

NextGen Wx

Radar Capability

NextGen Wx

Radar Capability

Wind shear

Detection Services

TDWR SLEP 2

Figure 17 Weather Sensor Roadmap 

The FAA sensors shown at the top of the roadmap include the Wind Shear Detection Services; 

the Airport Surveillance Radar – Weather System Processor (ASR-WSP); and the Terminal 

Doppler Weather Radar (TDWR). They all detect wind conditions near the surface of the airport 

to warn pilots of gust fronts and wind shear. The Light Detection and Ranging (LIDAR) system 

detects dry microbursts and gust fronts that TDWR may not detect. LIDAR is being evaluated at 

Las Vegas McCarran International Airport (LAS). It is one of four major airports located in dry 

high plains or an intermountain environment, where wind shear is not always accompanied by 

sufficient precipitation for the TDWR to detect it with 90 percent reliability. The evaluation of 

LIDAR will determine whether it is an acceptable alternative for other wind shear detection 

systems. 

The ASR-9/11 Weather Channel and the Next Generation Weather Radar (NEXRAD) detect 

precipitation, wind, and thunderstorms that affect aircraft in flight. The F-420 and the Digital 

Altimeter Setting Indicator (DASI) are located in FAA facilities and display the current wind and 

barometric pressure for controllers. The Automated Weather Observing Systems 

51
(AWOS/ASOS/SAWS) measure weather parameters on the surface to report conditions to air 

traffic facilities and pilots and also assist in weather forecasting. 

Of the ground-based wind shear sensors, the most sophisticated is the TDWR. There are 46 

operational TDWR sites located on or near the largest airports with the most risk of wind shear. 

Using Doppler technology, the radars can detect the rapid changes in wind speed and direction 

that indicate wind shear hazards for an aircraft approaching or departing a runway. Airports with 

significant wind shear risk that have a lower volume of air traffic are served by a lower cost 

alternative, the Airport Surveillance Radar-Weather System Processor (ASR-WSP). ASR-WSP 

uses two dimensional search radar signals to approximate the output of the TDWR. 

To supplement these radar systems, Wind Shear Detection Services (WSDS), formerly known as 

LLWAS, consists of wind sensors located at 6 to 10 points around the runways to measure 

surface wind direction and velocity. The wind sensors and the associated computer systems 

determine whether wind shear and microburst events are occurring in the approach/departure 

corridors but do not detect them in other locations near the airport as a radar would. WSDS serve 

airports that do not have a TDWR or WSP as well as locations where they supplement the radars 

with point-specific wind measurements to verify the presence and location of wind shears. The 

WSDS program will collect data from each of the wind shear sensors to determine on a site-bysite basis what level of wind shear service should continue under NextGen. This data will also 

be used to decide in the 2018 timeframe whether to replace all current wind shear sensors with a 

NextGen weather radar system. 

Replacing the ASR-8/9 weather channel will be necessary only if the ASR-8/9 do not remain in 

operation. The FAA plans to decide by 2018 whether to incorporate these functions into a 

combined NextGen weather radar replacement. The currently operating Next Generation 

Weather Radar (NEXRAD) was developed under a joint Department of Commerce National 

Weather Service, Department of Defense, and FAA program. These systems are Doppler 

weather radars that detect and produce over 100 different long-range and high-altitude weather 

observations, including areas of precipitation, winds, thunderstorms, turbulence, and icing. The 

NEXRAD radars are essential for forecasting future weather. In the short term, we are funding 

upgrades such as Dual Polarization (Dual Pol) and software improvements. Working with our 

partner agencies, we will also decide by 2018 whether to incorporate long-range NEXRAD 

functions that may be supplemented with intermediate range gap-filler functions into the 

combined NextGen weather and surveillance radar system. 

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. 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 

problems. The Digital Altimeter Setting Indicator (DASI) and the F-420 wind sensors, used by 

ATC towers, may require updating. We plan to work with our partner agencies and decide how 

their functions are incorporated into the NextGen Surface Observing Capability. 

52
Pilot reports (PIREPS) of weather conditions can be transmitted by voice or automated systems 

to FAA facilities. We are studying whether these reports can be transmitted directly to air traffic 

automation systems in the future. The National Lightning Detection Network (NLDN) reports 

on the location of lightning strikes. The existing system or a modernized system will continue 

operating through 2025. Processing & Display` Dissemination

CY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

NG FT WP = NextGen

Ground Segments Far-Term WP

JAWS

WMSCR

ADAS

WARP

WINS

WMSCR TR

WARP

FBWTG

X

X

NG Far Term WP

CIWS 

Proto

NextGen Wx

Processor

(WP3)

NextGen Reduced Weather Impact (RWI) 

Solution Set

CIWS

Baseline

NextGen Wx

Requirements

NNEW WP1

NextGen 4-D

Wx Cube

WARP TR

X

WARP

Wake Turbulence 

(WT)

Mitigation for 

Departures (CSPR)

WT 

Mitigation 

for Arrivals

(CSPR)

WT Mitigation 

for 

Single Runway

NextGen Wx

Requirements NNEW WP2

NextGen Reduced 

Weather Impact -- NNEW

TR NextGen 4-D

Weather SAS

NextGen 4-D

Wx SAS

X

SWIM Segmt.1 SWIM Segmt. 2 SWIM Segmt. 3

ITWS TR 

8-hour

Convective 

forecast

December 17, 2008 Version 3.0

ITWS

10-hour 

Convective 

Forecast

NextGen Wx

Processor

(WP2)

NextGen Wx

Processor

(WP1)

TWIP

Figure 18 Weather Dissemination, Processing, and Display Roadmap 

NextGen requires efficient consolidation of large volumes of weather observations and derived 

forecasts by processing, display, and dissemination systems that capture and process weather 

data and then integrate the resulting more sophisticated outputs into the decision software for 

advanced automation capabilities. NextGen Work Package 2 (WP 2) will enhance the display of 

weather information by using new algorithms to portray icing conditions, turbulence, and other 

hazards to aviation. Further upgrades of weather-predicting algorithms will be added by WP 3 

such as wind shear/microburst and wake vortex detection and prediction. 

The Weather and Radar Processor Weather Information Network Server (WARP WINS) stores 

data from multiple NEXRAD radars for use by en route control facilities. SWIM may distribute 

this data as a NextGen capability in the future. WARP compiles information for interpretation 

by the Center Weather Service Unit forecasting stations. WARP also feeds data to controllers’ 

displays. The Automated Weather Observation Data Acquisition System (ADAS) is a radio link 

that transmits AWOS/ASOS/SAWS data to air traffic facilities. 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 

53
Terminal Weather Information for Pilots (TWIP) system transfers TDWR weather information to 

FAA facilities and the airline’s communication provider for uplink to pilots for use in analyzing 

terminal weather conditions. Current planning is that collection and storage of weather 

information will be a function of the SWIM network as part of Segment 3; however, the TWIP 

may continue as a NAS system. The FAA will decide during 2015 whether to integrate TWIP 

into the SWIM Air Segment. 

The Integrated Terminal Weather System (ITWS) consolidates weather information from 

automated sensors and surrounding radars to provide real-time weather information for terminal 

control facilities. The system also projects movement of severe weather systems up to 20 

minutes into the future. 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 excessive maneuvering to accommodate a runway change as aircraft approach 

an airport. The ITWS has been installed at 22 airports, and it is being deployed to 11 additional 

sites. ITWS will receive technical refresh in the near term, and the ITWS weather inputs and 

processing power will become part of the NextGen Automation Platform by 2023. 

The Corridor Integrated Weather System (CIWS) gathers weather information occurring along 

the busiest air traffic corridors to help controllers select the most efficient routes when they must 

divert traffic to avoid severe weather conditions. The CIWS prototype tested a predictive 

capability that would refine the decisions on when normal (direct) routes will be available. This 

system will become part of the NextGen Weather Processor and support the Traffic Flow 

Management automation software. 

The NextGen Weather Processor will incorporate the functionality of the existing Weather and 

Radar Processing (WARP) system. Work Package 2 (WP 2) will enhance the display of weather 

information by using new algorithms to portray icing conditions, turbulence, and other hazards. 

The ITWS functions will be incorporated as part of WP 3. Further upgrades of weatherpredicting algorithms will also be added in WP 3 to include Wind Shear/Microburst and Wake 

Vortex Detection and prediction advisories. 

The NextGen 4D 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 so that observations and forecasts can be more widely and consistently distributed 

to a broad set of users via network enabled operations. The 4D Weather Cube will be part of the 

NextGen Networked Enabled Weather program and supports the Reduce Weather Impact 

solution set. The 4D Weather Cube will host the Single Authoritative Source (SAS), which 

ensures that the most accurate and consistent data will be distributed to users to ensure that 

decisions are based on correct and coherent weather information. Decision support tools will use 

this weather information to help users understand weather constraints and reduce risk for 

aviation operations. 

The Juneau Airport Weather System (JAWS) is unique to the Alaska region. It provides wind 

hazard information from mountain peak wind sensors located around Juneau to the Flight 

54
Service Station and Alaska Airlines to improve the safety of operations arriving and departing 

the airport. 

Figure 19 shows the planned expenditures included in the CIP for weather sensors and weather 

dissemination and processing systems. 

BLI 

Number

Program Name FY 2010 

Budget

FY 2011 FY 2012 FY 2013 FY 2014

Weather Functional Area $104.5 $149.4 $145.7 $156.9 $120.7

1A05 NextGen Network Enabled Weather (NNEW) $20.0 $43.0 $56.4 $36.6 $33.8

1A10 Next Generation Air Transportation System (NextGen)-Reduce Weather Impact $35.6 $64.3 $66.7 $109.8 $77.0

2A03 Next Generation Weather Radar (NEXRAD) $6.9 $6.7 $2.8 $3.3 $1.2

2A12 Corridor Integrated Weather System (CIWS) $2.3 $5.5 $3.0 $0.0 $0.0

2A16 Windshear Detection Service $1.0 $0.0 $0.0 $0.0 $0.0

2A17 Weather and Radar Processor (WARP) $17.6 $6.7 $1.8 $0.7 $0.7

2B02 Terminal Doppler Weather Radar (TDWR) - Provide $9.9 $8.6 $7.7 $2.1 $0.5

2B16 Integrated Terminal Weather Systems (ITWS) $1.9 $4.7 $0.0 $0.0 $1.3

2C01 Automated Surface Observing System (ASOS) $5.5 $6.7 $2.5 $0.0 $0.0

2C03 Weather Camera Program $3.8 $3.2 $4.8 $4.4 $6.2

Figure 19 Expenditures in the Weather Functional Area5

4.6 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, which house hundreds of employees and equipment 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 traffic departing and arriving at 

airports. 

There are also more than 16,000 unstaffed facilities—many in very remote locations—

supporting communications, navigation, and surveillance equipment and weather sensors. Much 

of this equipment is housed in shelters and buildings that have exceeded their service lives 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 hostile 

locations near the ocean or on mountaintops. Replacing roofing, power, heating/cooling, and 

structural and security components of these structures is essential to successful operation of the 

NAS. 

The William J. Hughes Technical Center (WJHTC) in Atlantic City, NJ, and the Mike Monroney 

Aeronautical Center (MMAC) and FAA Depot in Oklahoma City, OK, 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 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 and 

testing of new equipment that will be installed in the NAS. The FAA has requested funding for 

2010 and beyond to upgrade buildings and infrastructure such as roads. In addition, funding is 

 

5 Out-year funding amounts are estimates that assume enactment of the Administration's reauthorization proposal.

55
provided to reconfigure the research laboratories to accommodate acceptance testing for new 

equipment and to test modifications to existing equipment. 

There are two budget line items for tower and TRACON investments, which have significant 

funding. The first is the Terminal Air Traffic Control Facilities – Replace program, which 

includes funding for both airport traffic control towers (ATCT) and TRACON facilities. This 

line item funds both replacement of existing towers and TRACONs and construction of towers 

for new airports. In most years, there are between 10 and 20 projects to replace towers that are 

too small to handle the traffic growth that has occurred since they were built or have inadequate 

sight lines due to construction of new runways or new hangers. The second line item is the 

Terminal Air Traffic Control Facilities – Modernize program which 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. 

The FAA invests about $50 million a year to upgrade and improve Air Route Traffic Control 

Center (ARTCC) facilities. Projects include expanding the size of the facility, replacing heating 

and cooling systems, and upgrading electrical power distribution systems. 

Over the next 2 years, the FAA will evaluate the design and configuration of future NextGen 

facilities to ensure that these facilities will support the planned NextGen improvements in service 

and the potential changes in airspace controlled by these facilities. It is important that these new 

facilities are sized correctly so the full benefits of the NextGen Architecture can be realized. The 

potential benefits include accommodating NextGen capabilities such as Integrated Arrival and 

Departure Services, High Altitude Generic En Route Services, Flexible Airspace Management, 

Staffed NextGen Towers and integrated business continuity services. If the studies show that 

benefits will exceed costs, the FAA may begin transforming facilities starting in 2014. 

56
Figure 20 shows the planned expenditures for facilities projects that contribute to modernizing 

the air traffic control system. 

BLI 

Number

Program Name FY 2010 

Budget

FY 2011 FY 2012 FY 2013 FY 2014

Facilities Functional Area $542.5 $697.9 $794.4 $905.2 $738.9

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 $5.5 $5.6 $5.7 $5.9 $6.0

1A15 Next Generation Air Transportation System (NextGen) - Networked Facilities $24.0 $160.4 $213.4 $337.8 $166.9

2A04 Air Traffic Control System Command Center (ATCSCC) Relocation $10.3 $2.1 $2.1 $0.0 $0.0

2A05 ARTCC Building Improvements/Plant Improvements $51.3 $57.0 $62.0 $62.4 $62.4

2B06 Terminal Air Traffic Control Facilities - Replace $176.0 $145.0 $160.0 $165.0 $170.0

2B07 ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve $38.9 $48.0 $53.3 $52.7 $52.7

2C02 Flight Service Station (FSS) Modernization $20.1 $22.3 $16.5 $8.5 $2.5

2E01 Fuel Storage Tank Replacement and Monitoring $6.2 $6.3 $6.4 $6.6 $6.7

2E02 Unstaffed Infrastructure Sustainment (formerly FAA Buildings and Equipment) $18.2 $15.0 $15.7 $16.3 $16.5

2E04 Airport Cable Loop Systems - Sustained Support $6.0 $5.0 $5.0 $5.0 $5.0

2E06 Facilities Decommissioning $5.0 $5.0 $5.0 $5.0 $0.0

2E07 Electrical Power Systems - Sustain/Support $101.0 $147.5 $160.0 $165.0 $170.0

3A01 Hazardous Materials Management $20.0 $20.0 $20.0 $20.0 $20.0

3A05 Facility Security Risk Management $18.0 $20.0 $30.0 $15.0 $19.4

3B01 Aeronautical Center Infrastructure Modernization $13.8 $10.1 $10.3 $10.5 $10.8

4A04 Mike Monroney Aeronautical Center Leases $16.2 $16.6 $17.0 $17.5 $17.9

Figure 20 Expenditures in the Facilities Functional Area6

4.7 Support Contracts and Automated Management Tools and Processes 

The FAA has several support contracts and automated management tools that help our 

employees plan and manage modernization of existing systems; develop detailed transition plans 

to install new equipment; and oversee installing that equipment. The System Engineering and 

Technical Assistance contract and the Center for Advanced Aviation System Development 

contract help us plan overall modernization and simulate the impact of implementing new 

concepts and new equipment on our ability to manage air traffic. The Technical Support 

Services program provides field engineers who oversee site preparation and installation of new 

equipment in addition to supporting environmental projects to remove asbestos, improve fire life 

safety, and abate environmental pollution. These engineers and technicians help the FAA keep 

installation and other NAS projects on schedule, including projects with equipment deliveries 

and those associated with relocation and/or removal of equipment. The National Implementation 

Support Contract helps plan our transition to new equipment. Since air traffic control functions 

must continue while we install new equipment, we must prepare detailed plans before we begin 

installation to minimize any disruption. 

Another category of support contracts covers leasing, modifying, or modernizing buildings to 

house engineering and training. The FAA also leases or purchases computer automation to 

support these engineering functions. Examples include improving the System Support Lab and 

licensing fees for software used for the WJHTC. In addition, there are support contracts to 

provide spectrum engineering to allocate radio frequencies for new installations and to prevent 

outside interference with existing frequencies. 

 

6 Out-year funding amounts are estimates that assume enactment of the Administration's reauthorization proposal.

57
BLI 

Number

Program Name FY 2010 

Budget

FY 2011 FY 2012 FY 2013 FY 2014

Mission Support Functional Area $327.5 $322.6 $323.8 $314.3 $304.9

1A01 Advanced Technology Development and Prototyping (ATDP) $41.8 $37.5 $33.9 $30.4 $28.1

1A02 NAS Improvement of System Support Laboratory $1.0 $1.0 $1.0 $1.0 $1.0

1A14 Next Generation Air Transportation System (NextGen) - Safety, Security, and 

Environment

$8.2 $8.0 $10.0 $10.0 $8.0

2B09 NAS Facilities OSHA and Environmental Standards Compliance $26.0 $26.0 $26.0 $26.0 $26.0

2B18 Remote Maintenance Monitoring $1.0 $0.0 $0.0 $0.0 $0.0

2E03 Aircraft Related Equipment Program $10.0 $9.0 $13.0 $9.0 $9.0

2E09 Aircraft Fleet Modernization $6.0 $0.0 $9.0 $0.0 $0.0

2E09X Independent Operational Test/Evaluation - Outyear request $0.0 $5.0 $5.2 $5.3 $5.5

3A03 Logistics Support Systems and Facilities (LSSF) $9.3 $11.5 $0.8 $0.0 $0.0

3A06 Information Security $12.3 $12.0 $12.0 $12.0 $12.0

3A09X Logical Access Control $0.0 $10.2 $9.0 $10.0 $0.0

3B02 Distance Learning $1.5 $1.0 $1.0 $1.0 $1.0

3B03 National Airspace System (NAS) Training - Simulator $6.7 $0.0 $0.0 $0.0 $0.0

4A01 System Engineering and Development Support $31.7 $32.3 $32.9 $33.5 $34.1

4A02 Program Support Leases $37.5 $38.6 $39.7 $40.9 $42.1

4A03 Logistics Support Services (LSS) $11.0 $8.5 $8.5 $8.5 $8.5

4A05 Transition Engineering Support $15.0 $15.0 $15.0 $15.0 $15.0

4A06 Frequency and Spectrum Engineering $3.6 $2.0 $0.0 $0.0 $0.0

4A07 Technical Support Services (TSS) $22.0 $22.0 $22.0 $25.0 $30.0

4A08 Resource Tracking Program (RTP) $4.0 $4.0 $4.0 $4.0 $0.0

4A09 Center for Advanced Aviation System Development (CAASD) $79.0 $79.0 $80.8 $82.7 $84.6

Figure 21 Expenditures in the Mission Support Functional Area7

Figure 21 shows planned expenditures for specific mission support projects that will help us 

modernize the air traffic control system. 

 

7 Out-year funding amounts are estimates that assume enactment of the Administration's reauthorization proposal.

58
5 Conclusion 

Predicting the exact changes in air traffic workload over the next few years is quite challenging 

because there are significant recent downward trends in many economic measures, and the 

uncertainty about the direction these measures are heading makes forecasting the future more 

uncertain. FAA workload is closely correlated with Gross Domestic Product, and determining 

the full implications of these trends on aviation activity will depend on the economy becoming 

more stable. There are some positive economic factors such as the reduction in fuel prices that 

partially offset the negative changes, but the majority of economic indicators are affecting air 

travel negatively. To adjust to current conditions airlines have reduced operations, and the sale 

of business jets appears to be declining. These changes have led to a temporary decrease in FAA 

workload at centers and towers; but, if the recent prediction of the beginning signs of recovery is 

accurate, growth will resume in the near future. 

This near-term downturn in workload suggests that we could defer system modernization, but 

there are several reasons why that assumption is invalid. Operational improvements from capital 

investment often lag the appropriation of that funding by several years, because the complex 

equipment necessary to support improvements takes time to develop, build, install, test and 

finally use. Investment must anticipate future growth, because it cannot produce immediate 

results to respond to growth that has already materialized. Since flight delays in early 2008 were 

the worst in 8 years, the need for additional capacity will be evident shortly after growth 

resumes. If we do not schedule investment now, we will not be ready for recovery. In addition, 

the computer systems and other technology that we use for air traffic control have an estimated 

life of 10 to 20 years. For even some of the newer equipment, we will have to replace several 

system components in the latter part of the next decade. Without funding in these early years, 

we will not have contracts in place to provide the new equipment when it is needed. We also are 

committed to modernizing the existing air traffic control system rather than just replacing 

components. We need the Next Generation Air Transportation System (NextGen) to expand 

capacity to meet the needs of the future. 

NextGen is not a copy of the current air traffic control system: it embodies a whole new concept 

for handling air traffic. It will allow individual flight paths to be assigned and controllers will 

seldom have to intervene when aircraft fly their assigned trajectory and hit the assigned 

waypoints at the assigned times. Real-time information on weather and traffic conditions will be 

available to all users, and we will solve conflicts collaboratively. We need NextGen for this to 

happen, and we need to start building it now. 

59
60

6 Appendices 

The CIP contains four appendices. 

Appendix A 

• Lists FAA strategic goals, objectives, and performance targets. 

• Associates CIP projects with strategic objectives and performance targets. 

Appendix B 

• Provides CIP project descriptions and the relationship of projects to strategic goals. 

• Provides the Strategic Management Plan (SMP) pathway and objective supported by 

projects. 

• Lists FY 2010–2014 — performance output goals. 

• Shows system implementation schedules. 

Appendix C 

• Provides estimated expenditures from FY 2010 through FY 2014 by Budget Line Item 

(BLI). 

Appendix D 

• Response to GAO Report 08-42 - Identifies programs with baseline changes 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 2010 – 2014 

Capital Investment Plan 

Fiscal Years 2010-2014 

APPENDIX A 

GOAL MATRIX 

The Capital Investment Plan (CIP) projects have been aligned to the goals, objectives, and performance targets in 

the Department of Transportation’s (DOT) strategic plan and Federal Aviation Administration (FAA) Flight Plan 

2009-2013. Many FAA projects will contribute to more than one goal, objective, or performance target; however 

the project linkages in the CIP (Appendix A and B) are aligned to a single goal, objective, and performance target 

where a project’s contribution is most significant. Only CIP projects with Fiscal Year (FY) 2010-2014 funding are 

included in Appendix A, B, and C. 

The CIP goals are formatted to follow the six goal areas of the DOT Strategic Plan. The FAA’s Flight Plan has four 

Strategic Goals and they are aligned with the matching DOT Goal as follows. 

Six DOT Strategic Goals are: Four FAA Strategic Goals are:

1) Safety...............................................................................Increased Safety 

2) Reduced Congestion..............................................................Greater Capacity 

3) Global Connectivity...............................................................International Leadership 

4) Environmental Stewardship..................................................... (Increased Capacity)

5) Security, Preparedness and Response...........................................(Organizational Excellence)

6) Organizational Excellence.......................................................Organizational Excellence 

To show alignment with all of the DOT goals the CIP aligns projects to the Goal 4) Environmental Stewardship and 

Goal 5) Security, Preparedness and Response Strategic Goals. FAA’s Organizational Excellence Goal is numbered 

6 to match the DOT plan. 

A 3-digit code is used in the CIP and the terms/definitions provided in the DOT or FAA Strategic Plans are shown in 

this Appendix. The first digit is the goal, the second digit is the objective, and the third digit is the performance 

target. In the case when projects are aligned with the DOT Goal the second digit is the DOT Strategy for that goal. 

Projects are shown under their respective performance target or strategy and each has the following information, 

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 2010 President’s Budget. These Programs/projects are 

new starts or future programs not currently in the President's budget and will report future year planned activities 

based on projected funding. 

For clarification, the following definitions generally describe the elements of the FAA Flight Plan 2009-2013 and 

can be used to relate the objectives and performance targets to the CIP projects. 

STRATEGIC GOAL 

A general statement of the broad agency purpose in carrying out its mission, such as: “To achieve the lowest 

possible accident rate and constantly improve safety.” 

OBJECTIVE 

A statement of a specific emphasis area that will contribute to the overall goal, such as: “Reduce commercial air 

carrier fatalities.”

 i 
Capital Investment Plan 

Fiscal Years 2005-2009 

ii

PERFORMANCE TARGET 

A quantifiable measure of the improvement in a goal area that sets a target for specific improvements in outcomes 

that affect FAA customers, such as: “Cut the rate of fatalities per 100 million persons on board in half by FY 2025”. 

Table of Contents 

1. Strategic Goal: Increased Safety............................................................................................................................1

2. Strategic Goal: Greater Capacity ...........................................................................................................................4

3. Strategic Goal: International Leadership ...............................................................................................................8

4. Strategic Goal: Environmental Stewardship..........................................................................................................8

5. Strategic Goal: Security, Preparedness and Response ...........................................................................................9

6. Strategic Goal: Organizational Excellence ............................................................................................................9
Capital Investment Plan 

Fiscal Years 2010-2014 

1. STRATEGIC GOAL: INCREASED SAFETY 

FAA Strategic Goal: To achieve the lowest possible accident rate and constantly improve safety. 

• FAA Objective 1: Reduce commercial air carrier fatalities. 

− FAA Performance Target 1: Cut the rate of fatalities per 100 million persons on board in half by 

2025. 

FY 2010 BLI CIP # CIP Name 

1A01J A28.01-01 Traffic Alert & Collision Avoidance System (TCAS) 

1A01L A08.04-01 Aeronautical Information Process Improvement 

1A08F G7M.02-01 NextGen – System Dev – Systems Safety Mgmt Transformation 

2A16 W05.03-01 Wind Shear Detection Devices 

2B02 W03.03-01 Terminal Doppler Weather Radar – Service Life Extension Program (SLEP) 

2D05 N04.03-00 Visual Navaids – ALSIP Continuation 

2D07 N04.01-00 Visual Navaids – Visual Navaids for New Qualifiers 

2E03A M12.00-00 Aircraft Related Equipment Program 

2E03B M12.01-01 Aircraft Related Equipment Program – Boeing Simulator Replacement 

2E03X M12.01-03 Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Technical 

Refresh 

2E08 M11.02-00 Flight Standards Inspector Aircraft Replacement – Phase 1 

2E08X M11.02-01 Flight Standards Inspector Aircraft Replacement – Phase 2 

3A02 A17.01-01 Aviation Safety Analysis System – Regulation and Certification 

Infrastructure System Safety (ASAS – RCISS) – Segment 1 

3A02X A17.01-02 Aviation Safety Analysis System – Regulation and Certification 

Infrastructure System Safety (ASAS – RCISS) – Segment 2 

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 A26.01-00 Aviation Safety Knowledge Management Environment (ASKME) 

3A08X A26.01-01 Aviation Safety Knowledge Management Environment (ASKME) – Phase 2 

4A10 A08.03-02 Aeronautical Information Management (AIM) Modernization – Segment 1a 

4A10X A08.03-03 Aeronautical Information Management (AIM) Modernization – Segment 1b 

• FAA Objective 2: Reduce general aviation fatalities. 

− FAA Performance Target 1: Reduce the fatal accident rate per 100,000 flight hours by 10 percent 

over a 10-year period (2009-2018).

FY 2010 BLI CIP # CIP Name 

2D03A N12.01-00 Wide Area Augmentation System (WAAS) – LPV Segment 

2D03B N12.01-06 Wide Area Augmentation System (WAAS) – Survey and Procedures 

 1 
Capital Investment Plan Appendix A 

Fiscal Years 2010-2014 1. Strategic Goal: Increased Safety

− FAA Performance Target 2: By the end of FY 2009, reduce accidents in Alaska for general aviation 

and all Part 135 operations from the 2000-2002 average of 130 

accidents per year to no more than 99 accidents per year. This measure 

will be converted from a number to a rate at the beginning of FY 2010.

FY 2010 BLI CIP # CIP Name 

1A01H W10.01-00 Juneau Airport Wind System (JAWS), Alaska Weather Research 

2C02 F05.04-01 Alaska Flight Services Modernization 

2C03 M08.31-01 Weather Camera Program – Segment 1 

2C03X M08.31-02 Weather Camera Program – Future segments 

2E05 C17.02-01 Alaskan NAS Interfacility Communications System (ANICS) Satellite 

Network – ANICS Modernization – Alaskan Satellite Telecommunication 

Infrastructure (ASTI) 

• FAA Objective 3: Reduce the risk of runway incursions.

− FAA Performance Target 1: By FY 2010, limit Category A and B (most serious) runway incursions 

to a rate of no more than 0.45 per million operations, and maintain or 

improve through FY 2013. 

FY 2010 BLI CIP # CIP Name 

1A01A S09.02-00 Runway Incursion Reduction Program (RIRP) – ATDP 

1A01K S12.01-01 Low Cost Ground Surveillance 

2B01 S09.01-00 Airport Surface Detection Equipment – Model X (ASDE-X) 

2B01X S09.01-01 ASDE-X –Tech Refresh & Disposition 

2B12 S11.01-02 Runway Status Lights (RWSL) – Segment 1 

2B12X S11.01-03 Runway Status Lights (RWSL) – Segment 2 

− FAA Performance Target 2: By the end of FY 2013, reduce total runway incursions by 10 percent 

from the FY 2008 baseline. 

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 

• FAA Objective 4: Ensure the safety of commercial space launches.

− FAA Performance Target 1: No fatalities, serious injuries, or significant property damage to the 

uninvolved public during licensed or permitted space launch and 

reentry activities.

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 

2
Capital Investment Plan Appendix A 

Fiscal Years 2010-2014 1. Strategic Goal: Increased Safety

3

• FAA Objective 5: Enhance the safety of FAA's air traffic systems.

− FAA Performance Target 1: Limit Category A and B (most serious) operational errors to a rate of no 

more than 1.95 per million activities by FY 2013. 

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 

• FAA Objective 6: Implement a Safety Management System (SMS) for the FAA.

− FAA Performance Target 1: In FY 2010, implement (SMS) in the Air Traffic Organization, Office 

of Aviation Safety, and Office of Airports. In FY 2012, implement 

SMS policy in all appropriate FAA organizations. 

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 
Capital Investment Plan 

Fiscal Years 2010-2014 

2. STRATEGIC GOAL: GREATER CAPACITY 

FAA Strategic Goal: Work with local governments and airspace users to provide increased capacity in the 

United States airspace system that reduces congestion and meets projected demand in an 

environmentally sound manner. 

• FAA Objective 1: Increase capacity to meet projected demand and reduce congestion. 

− FAA Performance Target 1: Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain 

through FY 2013.

FY 2010 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 M08.27-01 NAS Wide Weather Requirements & Strategic Planning 

1A01E M08.28-04 Airspace Management Program (AMP) – ATDP 

1A01I M08.36-01 Wake Turbulence Research 

1A05 G4W.01-01 NextGen – NextGen Network Enabled Weather (NNEW) 

1A06 G1C.01-01 NextGen – Data Communications – Segment 1a 

1A06X G1C.01-02 NextGen – Data Communications – Segment 1b 

1A06X G1C.01-03 NextGen – Data Communications – Segment 2 

1A07 G8M.01-01 NextGen – Demonstrations and Infrastructure Development 

1A08A G1M.02-01 NextGen – System Dev – ATC/Tech Ops Human Factors 

1A08B G1M.02-02 NextGen – System Dev – New ATM Requirements 

1A08C G1M.02-03 NextGen – System Dev – Ops Concept Validation Modeling 

1A08E G6M.02-02 NextGen – System Dev – Wake Turbulence Re-Categorization 

1A09A G1A.01-01 NextGen – TBO – Separation Mgmt – Modern Procedures 

1A09B G1A.01-02 NextGen – TBO – Separation Mgmt – High Altitude 

1A09C G1A.02-01 NextGen – TBO – Trajectory Mgmt – En Route 

1A09D G1A.02-02 NextGen – TBO – Trajectory Mgmt – Oceanic Tactical Trajectory Mgmt 

1A09E G1A.02-03 NextGen – TBO – Trajectory Mgmt – Conflict Advisories 

1A09F G1N.01-01 NextGen – TBO – Capacity Mgmt – NextGen DME 

1A10A G4W.02-01 NextGen – RWI – Weather Observation Improvements 

1A10B G4W.03-01 NextGen – RWI – Weather Forecast Improvements 

1A11A G2A.01-01 NextGen – HD – Trajectory Mgmt – Surface Tactical Flow 

1A11B G2A.01-02 NextGen – HD – Trajectory Mgmt – Surface Conformance Monitor 

1A11C G2A.01-03 NextGen – HD – Trajectory Mgmt – Arrival Tactical Flow 

1A11D G2M.02-01 NextGen – HD – Capacity Mgmt – Integration Arrival & Departure 

Operations 

1A12A G5A.01-01 NextGen – CATM – Flow Control Mgmt – Strategic Flow Mgmt 

Integration 

1A12B G5A.01-02 NextGen – CATM – Flow Control Mgmt – Strategic Flow Mgmt 

Enhancement 

1A12C G5A.02-01 NextGen – CATM – Flight & State Data Mgmt – Common Status & 

Structure Data 

 4 
Capital Investment Plan Appendix A 

Fiscal Years 2010-2014 2. Strategic Goal: Greater Capacity

FY 2010 BLI CIP # CIP Name 

1A12D G5A.02-02 NextGen – CATM – Flight & State Data Mgmt – Advanced Methods 

1A12E G5A.02-03 NextGen – CATM – Flight & State Data Mgmt – Flight Object 

1A12F G5A.04-01 NextGen – CATM – Capacity Management – Dynamic Airspace 

1A13A G6A.01-01 NextGen – FLEX – Separation Mgmt – Wake Turbulence Mitigation for 

Departures (WTMD) 

1A13B G6A.02-01 NextGen – FLEX – Surface/Tower/Terminal Systems Engineering 

1A13C G6N.01-01 NextGen – FLEX – Separation Mgmt – Approaches (GBAS) 

1A13D G6N.01-02 NextGen – FLEX – Separation Mgmt – Closely Spaced Parallel Rwy Ops 

1A13E G6N.01-03 NextGen – FLEX – Separation Mgmt – Approaches, NextGen Nav Init 

1A13G G6N.02-01 NextGen – FLEX – Trajectory Mgmt – Arrivals 

1A13H G6N.03-01 NextGen – FLEX – Flight & State Data Mgmt – Avionics 

1A15A G3F.01-01 NextGen – Networked Facilities – Future Facilities Investment Planning 

1A15B G3M.02-01 NextGen – Networked Facilities – Integration, Development, & Operations 

Analysis Capability 

2A01 A01.10-01 En Route Automation Modernization (ERAM) 

2A01X A01.10-03 En Route Automation Modernization (ERAM) – Technical Refresh 

2A12 W07.02-00 Corridor Integrated Weather System (CIWS) 

2B05B A32.01-01 Electronic Flight Strip System 

2B05C A33.01-01 Terminal Flight Data Management System 

2B16 W07.01-00 ITWS – Development/ Procurement/ Pre-Planned Product Improvement 

(P3I) 

2D02 N03.01-00 Instrument Landing Systems (ILS) 

2D06 N09.00-00 Sustain Distance Measuring Equipment (DME) 

2D11 N12.03-01 GPS Civil Requirements 

− FAA Performance Target 2: Achieve an average daily airport capacity for the 7 Metro areas of 

39,484 arrivals and departures per day by FY 2009 and maintain 

through FY 2013.

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target

− FAA Performance Target 3: Commission nine new runway/taxiway projects, increasing the annual 

service volume of the 35 OEP airports by at least 1 percent annually, 

measured as a five-year moving average, through FY 2013.

FY 2010 BLI CIP # CIP Name 

1A01F M46.01-01 Strategy and Evaluation – ATDP 

5
Capital Investment Plan Appendix A 

Fiscal Years 2010-2014 2. Strategic Goal: Greater Capacity

− FAA Performance Target 4: Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2013.

FY 2010 BLI CIP # CIP Name 

2A02 A01.12-02 En Route Communication Gateway – Technology Refresh 

2A03 W02.02-01 NEXRAD – Legacy, Icing & Hail Algorithms 

2A03X W02.02-02 NEXRAD – Technical Refresh 

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 

2A08 S02.03-00 ATC Beacon Interrogator (ATCBI) Replacement 

2A09 S04.02-03 LRR Improvements – Infrastructure Upgrades/Sustain 

2A10 C01.02-03 Voice Switching and Control System (VSCS) – Tech Refresh – Phase 2 

2A13A C21.01-01 Next-Generation VHF A/G Communication System (NEXCOM) – 

Segment 1a 

2A13A C21.02-01 Next-Generation VHF A/G Communication System (NEXCOM) – 

Segment 2 

2A13B C06.04-00 Communications Facilities Enhancement – UHF Replacement 

2A17 W04.03-01 Weather and Radar Processor (WARP) Sustain 

2B03 A04.01-02 Standard Terminal Automation Replacement System – Terminal 

Enhancements (TAMR Phase 1) 

2B03 A04.01-01 Standard Terminal Automation Replacement System – Technical Refresh 

(TAMR Phase 1) 

2B04 A04.07-01 Terminal Automation Modernization – Replacement (TAMR) – Phase 3 

 2B05A 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 S03.01-05 ASR-9 / Mode S SLEP, Phase 1B – Transmitter Modification 

2B10 S03.01-06 ASR-9 / Mode S SLEP, Phase 2 

2B11A S03.02-01 ASR-11 – ASR-7/ASR-8 Replacement, DOD Takeover, New 

Establishments 

2B11B S03.02-04 

S03.02-05 

ASR-11 – Tech Refresh – Segment 1 and Segment 2 

2B13 G3C.01-01 Networked Facilities – NAS Voice Switch 

2B14 C23.01-00 Voice Recorder Replacement Program – Next Generation Recorders 

(VRRP) 

2B15 A03.05-01 Integrated Display System (IDS) – Technical Refresh and Sustainment 

2B17 M07.04-01 Remote Maintenance and Monitoring System (RMMS) – Tech Refresh 

2B18X A04.05-02 Terminal Automation Modernization – Replacement (TAMR) – Phase 2 

Tech Refresh 

2C01 W01.02-02 Automated Surface Weather Observation Network (ASWON) – ASOS – 

Pre-Planned Product Improvements (P3I) 

2D01 N06.00-00 Very High Frequency Omni-Directional Range (VOR) Collocated with 

Tactical Air Navigation (VORTAC) 

6
Capital Investment Plan Appendix A 

Fiscal Years 2010-2014 2. Strategic Goal: Greater Capacity

7

FY 2010 BLI CIP # CIP Name 

2D04 N08.02-00 Runway Visual Range (RVR) – Replacement/Establishment 

2D09 N04.04-00 Navaids – Sustain, Replace, Relocate 

2E02 F12.00-00 FAA Buildings & Equipment Sustain Support – Unstaffed Infrastructure 

Sustainment 

2E04 F10.00-00 Airport Cable Loop Systems – Sustained Support 

2E07 F11.01-01 Power Systems Sustained Support 

4A06 M43.01-00 NAS Interference Detection, Locating and Mitigation (NAS IDLM) 

• FAA Objective 2: Increase reliability and on-time performance of scheduled carriers.

− FAA Performance Target 1: Achieve a NAS on-time arrival rate of 88.00 percent at the 35 OEP 

airports by FY 2012 and maintain through FY 2013.

FY 2010 BLI CIP # CIP Name 

2A06 A05.01-06 TFM Infrastructure – Infrastructure Modernization 

2A06 A05.01-10 Collaborative Air Traffic Management Technologies (CATMT) –Work 

Package 1 

2A06 A05.05-01 Route Availability Planning Tool (RAPT) 

2A11 A10.03-00 Advanced Technologies and Oceanic Procedures (ATOP) 

2A15 G2S.01-01 Automatic Dependent Surveillance – Broadcast (ADS-B) – National 

Implementation – Segment 1 and 2 

2A18 G5A.05-01 Collaborative Air Traffic Management Technologies (CATMT) – Work 

Package 2 

2A18X G5A05-02 Collaborative Air Traffic Management Technologies (CATMT) – Work 

Package 3 

2A18X G5A05-03 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) 

4A09 M03.02-00 CIP Systems Engineering & Technical Assistance – MITRE 

• FAA Objective 3: Address environmental issues associated with capacity enhancements.

− FAA Performance Target 1: Reduce the number of people exposed to significant noise by 4 percent 

per year through FY 2013, as measured by a three-year moving 

average, from the three-year average for calendar years 2000-2002

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 

− FAA Performance Target 2: Improve aviation fuel efficiency by another 1 percent over the FY 2008 

level (for a total of 7 percent) through FY 2009, and 1 percent each 

subsequent year through FY 20132 to 11 percent, as measured by a 

three-year moving average of the fuel burned per revenue mile flown, 

from the three-year average for calendar years 2000-2002 

FY 2010 BLI CIP # CIP Name 

1A08D G6M.02-01 NextGen – Systems Dev – Environment & Energy – Environmental Mgmt 

Sys & Noise/Emission Reduction 

1A08G G7M.02-02 NextGen – Systems Dev – Operational Assessments 
Capital Investment Plan 

Fiscal Years 2010-2014 

3. STRATEGIC GOAL: INTERNATIONAL LEADERSHIP 

FAA Strategic Goal: Increase the safety and capacity of the global civil aerospace system in an 

environmentally sound manner. 

• FAA Objective 1: Promote improved safety and regulatory oversight in cooperation with bilateral, regional, 

and multilateral aviation partners.

− FAA Performance Target 1: Work with the Chinese aviation authorities and industry to adopt 27 

proven Commercial Aviation Safety Team (CAST) safety 

enhancements by FY 2011. This supports China’s efforts to reduce 

commercial fatal accidents to a rate of 0.030 fatal accidents per 100,000 

departures by FY 2012.

− FAA Performance Target 2: By 2013, arrange commitments for external funding for at least 35 

aviation development projects (7 per year).

− FAA Performance Target 3: By 2013 work with at least 18 countries or regional organizations to 

develop aviation leaders to strengthen the global aviation infrastructure. 

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support these Targets 

• FAA Objective 2: Promote seamless operations around the globe in cooperation with bilateral, regional, and 

multilateral aviation partners.

− FAA Performance Target 1: By FY 2013, expand the use of NextGen performance-based systems to 

five priority countries.

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 

4. STRATEGIC GOAL: ENVIRONMENTAL STEWARDSHIP 

DOT Outcome: Reduction in pollution and other adverse effects from transportation and transportation 

facilities. 

• DOT Strategy 1: Adopt transportation policies and promote technologies that reduce or eliminate 

environmental degradation. 

FY 2010 BLI CIP # CIP Name 

2E01 F13.01-00 Fuel Storage Tanks 

3A01 F13.02-00 Environmental Cleanup / HAZMAT 

 8 
Capital Investment Plan 

Fiscal Years 2010-2014 

5. STRATEGIC GOAL: SECURITY, PREPAREDNESS AND RESPONSE 

DOT Outcome 1: Balance transportation security requirements with the safety, mobility and economic 

needs of the Nation and be prepared to respond to emergencies that affect the viability of 

the transportation sector. 

• DOT Strategy: Continued to enhance our ability to respond to crises rapidly and effectively, including 

security-related threats and natural disasters.

FY 2010 BLI CIP # CIP Name 

3A04 C18.00-00 Command & Control Communications (C3) 

3A05 F24.00-00 Facility Security Risk Management (FSRM) 

3A06 M31.00-00 NAS Information Security – Information Systems Security 

3A09X M31.02-01 Logical Access & Authorization Control Svc (LAACS) 

6. STRATEGIC GOAL: ORGANIZATIONAL EXCELLENCE 

FAA Strategic Goal: Ensure the success of the FAA's mission through stronger leadership, a better trained and 

safer workforce, enhanced cost-control measures, and improved decision-making based 

on reliable data. 

• FAA Objective 1: Implement human resource management practices to attract and retain a highly skilled, 

diverse workforce and provide employees a safe, positive work environment.

− FAA Performance Target 1: By FY 2010, 80 percent of FAA external hires will be filled within 

OPM’s 45-day standard for government-wide hiring. 

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support these Targets 

− FAA Performance Target 2: Reduce the total workplace injury and illness case rate to no more than 

2.44 per 100 employees by the end of FY 2011, and maintain through 

FY 2013. 

FY 2010 BLI CIP # CIP Name 

2B09 F13.03-00 NAS Facilities OSHA & Environmental and Occupational Safety and 

Health Compliance and Fire/Life Safety for Airport Traffic Control 

Towers 

− FAA Performance Target 3: Reduce grievance processing time by 30 percent (to an average of 102 

days) by FY 2010 over the FY 2006 baseline of 146 days, and maintain 

the reduction through FY 2013.

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 

 9 
Capital Investment Plan Appendix A 

Fiscal Years 2010-2014 6.Strategic Goal: Organizational Excellence

− FAA Performance Target 4: Maintain the air traffic controller workforce at, or up to 2 percent 

above, the projected annual totals in the Air Traffic Controller 

Workforce plan. 

FY 2010 BLI CIP # CIP Name 

3B03 M20.01-02 NAS Training Simulation – Tower Cab 

3B03 M20.01-03 Tower Cab Simulator – Segment 2 

− FAA Performance Target 5: Maintain the aviation safety workforce within 1 percent of the 

projected annual totals in the Aviation Safety Workforce plans. 

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 

• FAA Objective 2: Make the organization more effective with stronger leadership, a results-oriented, 

high-performance workforce and a culture of accountability.

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Objective 

• FAA Objective 3: Improve financial management while delivering quality customer service.

− FAA Performance Target 1: Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

10-15 percent savings for strategic sourcing for selected products and 

services; 

By the end of FY 2009 reduce leased space for Automated Flight 

Service Stations from approximately 510,000 square feet to 

approximately 150,000 square feet; 

Annual reduction of $15 million in Information Technology operating 

costs; and 

By FY 2010, reduce overhead costs 5-10 percent through automation of 

invoice processing. 

 

FY 2010 BLI CIP # CIP Name 

1A02/1A03 F14.00-00 System Support Laboratory Sustained Support 

1A04 F16.00-00 William J. Hughes Technical Center Building and Plan Support 

1A13F G6N.01-04 NextGen – FLEX – Separation Mgmt – Approaches, Optimize Nav Tech 

2A04 F28.01-01 ATCSCC – Relocation 

2A14 G5C.01-01 System-Wide Information Management (SWIM) – Segment 1a 

2A14X G5C.01-02 System-Wide Information Management (SWIM) – Segment 1b 

2D08 A14.02-01 Instrument Flight Procedures Automation (IFPA) 

2D08X A14.02-02 Instrument Flight Procedures Automation (IFPA) – Tech Refresh 

10
Capital Investment Plan Appendix A 

Fiscal Years 2010-2014 6.Strategic Goal: Organizational Excellence

FY 2010 BLI CIP # CIP Name 

2E06 F26.01-01 Decommissioning 

3A03 M21.04-01 Logistics Center Support System (LCSS) 

3B01 F18.00-00 Aeronautical Center Infrastructure Modernization 

3B02 M10.00-00 Distance Learning 

4A01A M03.01-00 CIP Systems Engineering & Technical Assistance – SETA and Other 

Contractors 

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 Mike Monroney Aeronautical Center – Leases 

4A05 M22.00-00 NAS Implementation Support Contract (NISC) 

4A07 M02.00-00 Technical Support Services (TSS) 

 

− FAA Performance Target 2: Obtain an unqualified opinion on the agency’s financial statements 

(Clean Audit with no material weaknesses) each fiscal year.

 

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 

• FAA Objective 4: Make decisions based on reliable data to improve our overall performance and customer 

satisfaction.

− FAA Performance Target 1: In FY 2009, 90 percent of major system investments are within 10 

percent variance of current baseline total budget estimates at 

completion (BAC). 

FY 2010 BLI CIP # CIP Name 

1A01G M47.01-01 Dynamic Capital Planning 

− FAA Performance Target 2: In FY 2009, 90 percent of major system investments selected 

milestones are achieved. 

FY 2010 BLI CIP # CIP Name 

4A08 M08.14-00 Resource Tracking Program (RTP) 

− FAA Performance Target 3: Maintain the annual average of FAA surveys on the American 

Customer Satisfaction Index at or above the average Federal 

Regulatory Agency score. 

FY 2010 BLI CIP # CIP Name 

Currently no Capital projects are required to support this Target 

11
Capital Investment Plan Appendix A 

Fiscal Years 2010-2014 6.Strategic Goal: Organizational Excellence

12

− FAA Performance Target 4: Achieve zero cyber security events that disable or significantly degrade 

FAA services. 

FY 2010 BLI CIP # CIP Name 

Projects that support this target are shown under Goal 5 – Security, 

Preparedness and Response. 

• FAA Objective 5: Enhance our ability to respond to crises rapidly and effectively, including security-related 

threats and natural disasters. 

− FAA Performance Target 1: Exceed Federal Emergency Management Agency continuity readiness 

levels by 5 percent. 

FY 2010 BLI CIP # CIP Name 

1A14 G7A.01-01 SSE – Security Integrated Tool Set (SITS) 
Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix B 

Fiscal Years 2010 – 2014 
(Page intentionally left blank)
Capital Investment Plan 

Fiscal Years 2010-2014 

APPENDIX B 

DETAILED PROGRAM PLAN DATA 

LINKING FAA CIP PROJECTS TO GOALS

The Capital Investment Plan (CIP) projects support the goals, objectives, and performance targets in the Federal 

Aviation Administration (FAA) Flight Plan 2009-2013 and the Department of Transportation’s (DOT) strategic 

plan. Projects are linked to a single objective and the data provided in Appendix B describes how these projects 

contribute to the performance target under those objectives. For each project output goals are described for the 5 

years of this CIP, and, if the CIP project is delivering air traffic control systems into the National Airspace System 

(NAS), a graphical representation of the implementation schedule is shown. The CIP projects managed by the Air 

Traffic Organization (ATO) also show the alignment to Strategic Management Process (SMP) Pathway and 

Objective. 

FORMAT

Appendix B is organized by budget line item (BLI) consistent with the fiscal year (FY) 2010 President’s submission 

to Congress. Several CIP projects may be included in one BLI. In those cases when all of the CIP projects pertain 

to one specific purpose, they are grouped. However, when the CIP projects have different purposes, they are 

described with separate CIP entries. 

Programs/projects in Appendix B contain a Program Description and Relationship to Performance Target 

description. FY 2010 Performance Output Goals and FY 2011-2014 Performance Output Goals for all Capital 

funded CIP projects are reported as outlined below. 

BLI numbers with an X (i.e., 1A09X) or project titles with X before the name (X, En Route Automation 

Modernization (ERAM) – Technical Refresh, A01.10-03) are used to designate programs/projects that are not in 

the FY 2010 President’s Budget (ATO and Safety and Operations Capital) but are planned for future years. 

Accordingly, their inputs are reflected as follows: 

• Programs/projects representing new starts or future programs not currently in the President's budget will 

report future year Performance Output Goals based on projected funding. 

CIP Programs/projects are required to reflect FY 2010-2014 Performance Output Goals, with the exception of 

the following: 

• Programs/projects that do not exceed $5M annually. 

• Programs/projects that fund support contracts (such as CAASD, SETA, NISC) or fund program support 

leases. 

Where, ‘None’ is reflected in the FY 2010-2014 Performance Output Goals sections, it denotes that no 

funding was allocated for that fiscal year. 

EXAMPLE

The following example illustrates how the project data provided is used to support the FAA Flight Plan Goal, 

Objective, and Performance Target, along with a sample format of CIP project inputs: 

 i
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 

 ii 

PROGRAM DESCRIPTION

Airport Surface Detection Equipment – Model X (ASDE-X) is a modular surface surveillance system that processes 

multiple radar sources, multilateration, and Automatic Dependent Surveillance-Broadcast (ADS-B) sensor data to 

provide seamless airport movement area coverage and aircraft identification to air traffic controllers. ASDE-X is 

being deployed to airports with no surface surveillance systems and.... 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 3 – Reduce the risk of runway incursions. 

• FAA Performance Target 1 – By FY 2010, limit Category A and B (most serious) runway incursions to a 

rate of no more than 0.450 per million operations, and maintain or improve through FY 2012. 

Relationship to Performance Target 

The ASDE-X system provides air traffic controllers with a visual representation of the traffic situation on the airport 

surface movement area and arrival corridors in the form of aircraft and vehicle position information and flight 

identifications or call signs. This increased awareness of the situation on the airport surface movement area is 

essential in reducing runway collision risks... 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.3 – Ensure safety and aircraft separation.

Program Plans FY 2010 – Performance Output Goals 

• Deliver last 9 out of 35 (100%) ASDE-X systems. 

• Achieve Initial Operating Capability (IOC) of 13 out of 35 (91%) ASDE-X systems. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Achieve IOC at the last 3 out of 35 (100%) ASDE-X systems. 

• Begin study to determine the equipment and/or software that needs to be included in the tech refresh. 

• Begin tech refresh in 2012. 

SYSTEM IMPLEMENTATION SCHEDULE

Within this section, system deployment and operational status from 2010 through 2020 for major system 

acquisitions will be graphically reflected. For example: 

Airport Surface Detection Equipment – Model X 

(ASDE-X)

First ORD October 2003 -- Last ORD: May 2011 ASDE-X

First Site Decom: October 2028 -- Last Site Decom: September 2029

* The last three ASDE-X sites are dependent on or impacted by their planned new Airport Traffic Control Tower schedules.

2010 2015 2020
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 

Table of Contents 

ACTIVITY 1: ENGINEERING, DEVELOPMENT, TEST, AND EVALUATION...................................... 8

1A01, Advanced Technology Development and Prototyping (ATDP) .........................................................................8

A, Runway Incursion Reduction Program (RIRP) – ATDP, S09.02-00.....................................................................8

B, System Capacity, Planning, and Improvements – ATDP, M08.28-00...................................................................9

C, Operations Concept Validation and Infrastructure Evolution – ATDP, M08.29-00 .........................................10

D, NAS Wide Weather Requirements and Strategic Planning, M08.27-01 .............................................................12

E, Airspace Management Program (AMP) – ATDP, M08.28-04............................................................................13

F, Strategy and Evaluation – ATDP, M46.01-01 ....................................................................................................14

G, Dynamic Capital Planning, M47.01-01..............................................................................................................15

H, Juneau Airport Wind System (JAWS), Harden Prototype and Implementation W10.01-01 ...............................16

I, Wake Turbulence Research, M08.36-01 ..............................................................................................................17

J, Traffic Alert and Collision Avoidance System (TCAS), A28.01-01 .....................................................................18

K, Low Cost Ground Surveillance, S12.01-01.........................................................................................................19

L, Aeronautical Information Process Improvement, A08.04-01..............................................................................20

1A02/1A03, NAS Improvement of System Support Laboratory and William J. Hughes Technical Center Facilities21

1A04, William J. Hughes Technical Center Infrastructure Sustainment .....................................................................22

1A05, NextGen Network Enabled Weather (NNEW).................................................................................................23

1A06, Data Communication in support of Next Generation Air Transportation System (NextGen) ..........................24

1A07, Next Generation Air Transportation System (NextGen) – Demonstrations and Infrastructure Development..26

1A08, Next Generation Air Transportation System (NextGen) – System Development.............................................28

A, ATC/Tech Ops Human Factors, G1M.02-01 ......................................................................................................28

B, New ATM Requirements, G1M.02-02 .................................................................................................................30

C, Ops Concept Validation Modeling, G1M.02-03 .................................................................................................31

D, Environment & Energy – Environmental Mgmt Sys & Noise/Emission Reduction, G6M.02-01 .......................32

E, Wake Turbulence Re-Categorization, G6M.02-02..............................................................................................35

F, Systems Safety Management Transformation, G7M.02-01.................................................................................36

G, Operational Assessments, G7M.02-02 ...............................................................................................................38

1A09, Next Generation Air Transportation System (NextGen) – Trajectory Based Operations (TBO) .....................39

A, Separation Mgmt – Modern Procedures (Separation Automation Enhancements), G1A.01-01.........................39

B, Separation Management – High Altitude, G1A.01-02 ........................................................................................41

C, Trajectory Mgmt – En Route (Point-in-Space Metering), G1A.02-01................................................................42

D, Trajectory Mgmt – Oceanic Tactical Trajectory Mgmt, G1A.02-02 ..................................................................44

E, Trajectory Mgmt – Conflict Advisories, G1A.02-03 ...........................................................................................45

F, Capacity Management – NextGen DME, G1N.01-01 .........................................................................................46

1A10, Next Generation Air Transportation System (NextGen) – Reduce Weather Impact ........................................47

A, RWI – Weather Observation Improvements, G4W.02-01 ...................................................................................47

B, RWI – Weather Forecast Improvements, G4W.03-01.........................................................................................49

1A11, Next Generation Air Transportation System (NextGen) – Arrivals/ Departures at High Density Airports......50

A, Trajectory Mgmt – Surface Tactical Flow, G2A.01-01.......................................................................................50

B, Trajectory Mgmt – Surface Conformance Monitor, G2A.01-02 .........................................................................52

C, Trajectory Mgmt – Arrival Tactical Flow, G2A.01-03.......................................................................................53

D, Capacity Management – Integration Arrival & Departure Operations, G2M.02-01........................................54

1A12, Next Generation Air Transportation System (NextGen) – Collaborative Air Traffic Management (CATM)..55

A, Flow Control Mgmt – Strategic Flow Mgmt Integration, G5A.01-01 ................................................................55

B, Flow Control Mgmt – Strategic Flow Management Enhancement, G5A.01-02 .................................................56

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Fiscal Years 2010-2014 Table of Contents 

C, Flight & State Data Mgmt – Common Status & Structure Data, G5A.02-01....................................................57

D, Flight & State Data Mgmt – Advanced Methods, G5A.02-02 ............................................................................58

E, Flight & State Data Mgmt – Flight Object, G5A.02-03......................................................................................59

F, Capacity Management – Dynamic Airspace, G5A.04-01 ...................................................................................60

1A13, Next Generation Air Transportation System (NextGen) – Flexible Terminal Environment ............................61

A, Separation Mgmt – Wake Turbulence Mitigation for Departures (WTMD), G6A.01-01 ...................................62

B, Surface/Tower/Terminal Systems Engineering, G6A.02-01................................................................................63

C, Separation Mgmt – Approaches (Ground Based Augmentation System), G6N.01-01.......................................64

D, Separation Mgmt – Closely Spaced Parallel Runway Operations, G6N.01-02 .................................................65

E, Separation Mgmt – Approaches, NextGen Navigation Initiatives, G6N.01-03..................................................66

F, Separation Mgmt – Approaches, Optimize Navigation Technology, G6N.01-04 ...............................................67

G, Trajectory Mgmt – Arrivals, G6N.02-01 ............................................................................................................69

H, Flight & State Data Mgmt – Avionics, G6N.03-01.............................................................................................69

1A14, Next Generation Air Transportation System (NextGen) – Safety, Security, and Environment........................71

1A15, Next Generation Air Transportation System (NextGen) – Networked Facilities .............................................72

A, Future Facilities Investment Planning, G3F.01-01 ............................................................................................72

B, Integration, Development, & Operations Analysis Capability, G3M.02-01......................................................73

ACTIVITY 2. PROCUREMENT AND MODERNIZATION OF AIR TRAFFIC CONTROL FACILITIES 

AND EQUIPMENT........................................................................................................................... 75

A. En Route Programs.................................................................................................................................................75

2A01, En Route Automation Modernization (ERAM)................................................................................................75

2A02, En Route Communications Gateway (ECG) ....................................................................................................77

2A03, Next Generation Weather Radar (NEXRAD)...................................................................................................78

2A04, Air Traffic Control System Command Center (ATCSCC) Relocation.............................................................79

2A05, ARTCC Building Improvements/Plant Improvements.....................................................................................80

2A06, Air Traffic Management (ATM).......................................................................................................................81

2A07, Air/Ground Communications Infrastructure.....................................................................................................84

2A08, ATC Beacon Interrogator (ATCBI) – Replacement .........................................................................................85

2A09, Air Traffic Control En Route Radar Facilities Improvements..........................................................................86

2A10, Voice Switching and Control System (VSCS)..................................................................................................88

2A11, Oceanic Automation System.............................................................................................................................89

2A12, Corridor Integrated Weather System (CIWS)...................................................................................................90

2A13 Next Generation VHF Air-to-Ground Communications System (NEXCOM)..................................................91

A, Next-Generation VHF A/G Communications System (NEXCOM) – Segment 1a, C21.01-01 and, NextGeneration VHF A/G Communications System (NEXCOM) – Segment 2, C21.02-01 ..........................................91

B, Communications Facilities Enhancement – UHF Replacement, C06.04.00.......................................................93

2A14, System-Wide Information Management (SWIM) ............................................................................................94

2A15, Automatic Dependent Surveillance Broadcast (ADS-B) – National Airspace System (NAS) Wide 

Implementation............................................................................................................................................................95

2A16, Windshear Detection Services..........................................................................................................................97

2A17, Weather and Radar Processor (WARP)............................................................................................................98

2A18, Collaborative Air Traffic Management Technologies (CATMT)...................................................................100

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Fiscal Years 2010-2014 Table of Contents 

B. Terminal Programs................................................................................................................................................101

2B01, Airport Surface Detection Equipment – Model X (ASDE-X) ........................................................................101

2B02, Terminal Doppler Weather Radar (TDWR) – Provide ...................................................................................102

2B03, Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1).......................................103

2B04, Terminal Automation Modernization/ Replacement Program (TAMR Phase 3)...........................................105

2B05, Terminal Automation Program .......................................................................................................................106

A, Flight Data Input/Output (FDIO) Replacement, A01.11-01.............................................................................106

B, Electronic Flight Strip System, A32.01-01........................................................................................................107

C, Terminal Flight Data Management System, A33.01-01....................................................................................107

2B06, Terminal Air Traffic Control Facilities – Replace ..........................................................................................108

2B07, ATCT/Terminal Radar Approach Control (TRACON) Facilities – Improve .................................................110

2B08, Terminal Voice Switch Replacement (TVSR)................................................................................................111

2B09, NAS Facilities OSHA and Environmental Standards Compliance .................................................................112

2B10, Airport Surveillance Radar (ASR-9)...............................................................................................................113

2B11, Terminal Digital Radar (ASR-11)...................................................................................................................115

A, ASR-11 – ASR-7/ASR-8 Replacement, DoD Takeover, New Establishments, S03.02-01..................................115

B, ASR-11 – Tech Refresh – Segment 1, S03.02-04 and Segment 2, S03.02-05 ....................................................116

2B12, Runway Status Lights (RWSL).......................................................................................................................117

2B13, National Airspace System Voice Switch (NVS).............................................................................................118

2B14, Voice Recorder Replacement Program (VRRP).............................................................................................119

2B15, Integrated Display System (IDS) ....................................................................................................................120

2B16, Integrated Terminal Weather System (ITWS) ................................................................................................121

2B17, Remote Maintenance Monitoring ...................................................................................................................122

2B18X, Terminal Automation Modernization/ Replacement Program (TAMR Phase 2)........................................123

C. Flight Service Programs........................................................................................................................................125

2C01, Automated Surface Observing System (ASOS)..............................................................................................125

2C02, Flight Service Station (FSS) Modernization ...................................................................................................126

2C03, Weather Camera Program...............................................................................................................................128

D. Landing and Navigational Aids Programs............................................................................................................129

2D01, VHF Omnidirectional Range (VOR) With Distance Measuring Equipment (DME) .....................................129

2D02, Instrument Landing Systems (ILS) – Establish ..............................................................................................130

2D03, Wide Area Augmentation System (WAAS) for GPS .....................................................................................131

A, Wide Area Augmentation System (WAAS) – LPV Segment, N12.01-00............................................................131

B, Wide Area Augmentation System (WAAS) – Surveys and Procedures, N12.01-06..........................................134

2D04, Runway Visual Range (RVR).........................................................................................................................135

2D05, Approach Lighting System Improvement Program (ALSIP) .........................................................................136

2D06, Distance Measuring Equipment (DME) .........................................................................................................137

2D07, Visual Navaids – Establish/Expand ................................................................................................................138

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2D08, Instrument Flight Procedures Automation (IFPA)..........................................................................................139

2D09, Navigation and Landing Aids – Service Life Extension Program (SLEP) .....................................................140

2D10, VASI Replacement – Replace with Precision Approach Path Indicator.........................................................142

2D11, GPS Civil Requirements.................................................................................................................................143

E. Other ATC Facilities Programs.............................................................................................................................144

2E01, Fuel Storage Tank Replacement and Monitoring............................................................................................144

2E02 Unstaffed Infrastructure Sustainment (formerly FAA Buildings and Equipment)...........................................145

2E03, Aircraft Related Equipment Program..............................................................................................................147

A, Aircraft Related Equipment Program, M12.00-00............................................................................................147

B, Aircraft Related Equipment Program – Boeing Simulator Replacement, M12.01-01 ......................................148

X, Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Technical Refresh, M12.01-03..................149

2E04, Airport Cable Loop Systems – Sustained Support ..........................................................................................150

2E05, Alaskan NAS Interfacility Communications System (ANICS).......................................................................151

2E06, Facilities Decommissioning ............................................................................................................................152

2E07, Electrical Power Systems – Sustain/Support...................................................................................................153

2E08, Aircraft Fleet Modernization...........................................................................................................................155

ACTIVITY 3. NON-AIR TRAFFIC CONTROL FACILITIES AND EQUIPMENT .............................. 157

A. Support Equipment ...............................................................................................................................................157

3A01, Hazardous Materials Management .................................................................................................................157

3A02, Aviation Safety Analysis System (ASAS) – Regulation and Certification Infrastructure for System Safety 

(RCISS) .....................................................................................................................................................................158

3A03, Logistics Support Systems and Facilities (LSSF)...........................................................................................159

3A04, National Airspace System (NAS) Recovery Communications (RCOM)........................................................161

3A05, Facility Security Risk Management................................................................................................................162

3A06, Information Security.......................................................................................................................................163

3A07, System Approach for Safety Oversight (SASO).............................................................................................165

3A08, Aviation Safety Knowledge Management Environment (ASKME)...............................................................167

3A09X, Logical Access Control................................................................................................................................169

B. Training, Equipment, and Facilities......................................................................................................................170

3B01, Aeronautical Center Infrastructure Modernization .........................................................................................170

3B02, Distance Learning ...........................................................................................................................................171

3B03, NAS Training Facilities – Simulator...............................................................................................................172

ACTIVITY 4. FACILITIES AND EQUIPMENT MISSION SUPPORT................................................ 174

4A01, System Engineering and Development Support .............................................................................................174

A, CIP Systems Engineering and Technical Assistance – SETA and other Contractors, M03.01-00 ...................174

B, Provide ANF/ATC Support (Quick Response), M08.01-00...............................................................................175

4A02, Program Support Leases.................................................................................................................................175

4A03, Logistics Support Services (LSS)...................................................................................................................176

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4A04, Mike Monroney Aeronautical Center Leases .................................................................................................177

4A05, Transition Engineering Support......................................................................................................................178

4A06, Frequency and Spectrum Engineering ............................................................................................................179

4A07, Technical Support Services (TSS)..................................................................................................................180

4A08, Resource Tracking Program (RTP) ................................................................................................................181

4A09, Center for Advanced Aviation System Development (CAASD)....................................................................181

4A10, Aeronautical Information Management (AIM)...............................................................................................183
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 

ACTIVITY 1: ENGINEERING, DEVELOPMENT, TEST, AND 

EVALUATION 

1A01, ADVANCED TECHNOLOGY DEVELOPMENT AND PROTOTYPING (ATDP) 

FY 2010 Request $41.8M 

• 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, NAS Wide Weather Requirements and Strategic Planning – ATDP, M08.27-01 

• E, Airspace Management Program (AMP) – ATDP, M08.28-04 

• F, Strategy and Evaluation – ATDP, M46.01-01 

• G, Dynamic Capital Planning, M47.01-01 

• H, Juneau Airport Wind System (JAWS), Harden Prototype and Implementation, W10.01-01 

• I, Wake Turbulence Research, M08.36-01 

• J, Traffic Alert and Collision Avoidance System (TCAS), A28.01-01 

• K, Low Cost Ground Surveillance, S12.01-01 

• L, Aeronautical Information Process Improvement, A08.04-01 

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 the FAA Flight Plan, research emphasis will remain on technologies 

that provide for direct safety warnings to pilots and aircrews, as well as those that can be applied cost effectively at 

small to medium airports. The program will test alternative small 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 technology enhancements such as Runway Intersection Lights (RIL) logic, 

Light Emitting Diode (LED) technology, Low Cost Ground Surveillance (LCGS) Pilot, and Final Approach Runway 

Occupancy Signal (FAROS) for high density airports. When appropriate, investment analyses will be performed to 

support acquisition and implementation of selected solutions. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 3 – Reduce the risk of runway incursions. 

• FAA Performance Target 1 – By FY 2010, limit Category A and B (most serious) runway incursions to a 

rate of no more than 0.450 per million operations, and maintain or improve through FY 2013. 

Relationship to Performance Target 

The RIRP 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 and the relationship to the performance target is thus quite direct. 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 aim to further 

support the performance target. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.3 – Ensure safety and aircraft separation.

Program Plans FY 2010 – Performance Output Goals 

• Conduct operational evaluation of enhanced FAROS technology. 

• Conduct FAROS technology investment analyses. 

• Conduct LCGS pilot project to evaluate investment alternatives. 

• Conduct operational tests of RWSL/RIL enhancements. 

• Conduct evaluation of LED technology applied to RWSL. 

• Develop low cost RWSL system design for small/medium airports. 

• Conduct runway safety technology international coordination and harmonization outreach. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Transition LCGS solutions to NAS implementation. 

• Complete operational evaluation of low cost RWSL systems. 

• Complete evaluations of LED technology applied to RWSL. 

• Continue international standardization/harmonization efforts for approved surface technologies. 

• Continue to explore and evaluate emergent surface technologies to enhance runway safety. 

B, SYSTEM CAPACITY, PLANNING, AND IMPROVEMENTS – ATDP, M08.28-00 

Program Description 

The System Capacity, Planning, and Improvements program identifies, evaluates, and formulates system capacity 

improvements for the NAS. This program sponsors NAS capacity and airport capacity studies where 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 in alignment with FAA Flight Plan targets. In 

conjunction with providing recommendations for airport improvements, procedural updates, and simulation studies, 

this program delivers performance measurement systems and operations research to quantify the efficiency of the 

NAS and form the basis of proposals for system improvements. The 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. The tracking and monitoring capabilities of PDARS support 

studies and analysis of air traffic operations at the service or national level. Also, the capacity and efficiency of the 

NAS is further expanded through capacity modeling which analyze the impact of NextGen operational 

improvements. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

This program will facilitate the modeling 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. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase capacity where needed. 

• SMP Objective #3.3 – Implement airspace and airport capacity enhancements safely. 

Program Plans FY 2010 – Performance Output Goals 

• Refine and develop new high level outcomes, strategic measures, targets and key initiatives for the five strategic 

goals in the new Five Year ATO Strategic Plan. 

• Develop a new process for implementing and measuring the success of the ATO via the outcomes developed for 

the Five Year Strategic Plan. 

• Develop, analyze and report performance benchmarks with international partners. 

• Expand PDARS network to include existing airport ASDE-X surface surveillance data. 

• Update current airport capacity estimates, and estimate future airport capacities considering fleet, infrastructure, 

and procedural changes to support Airport Design Teams, Future Airport Capacity Task (FACT) III report and 

NextGen modeling and analysis. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Continue strategic planning and performance measurement and analysis of objectives outlined in the ATO 

Strategic Plan. 

• Develop, analyze and report gate-to-gate performance data. 

• Implement interface to allow data exchange between PDARS and the En Route Automation Modernization 

(ERAM) system. 

• Modify PDARS existing software to maintain connectivity to future releases of ERAM. 

• Complete PDARS network to include all ASDE-X surface surveillance data. 

• Continue updates and support of the Future Airport Capacity Task reports to identify airports where additional 

capacity development may be necessary. 

• Coordinate international cooperative efforts to improve system capacity and efficiency performance 

measurement and analysis.

C, OPERATIONS CONCEPT VALIDATION AND INFRASTRUCTURE EVOLUTION – ATDP,

M08.29-00 

Program Description 

Developing operational concepts is an Office of Management and Budget (OMB) recommended first step in 

developing an Enterprise Architecture. This program develops and validates operational concepts that are key to Air 

Traffic Organization’s (ATO) modernization programs and the Next Generation Air Transportation System 

(NextGen). This work includes developing and maintaining the overall NAS Concept of Operation and ensuring its 

compatibility with the International Civil Aviation Organization (ICAO) “Air Traffic Management (ATM) Global 

Concept”. It also includes developing the detailed second level, subsidiary concepts that support validation and 

requirements development. Second level concepts identify the personnel and functional changes necessary for the 

ATO to provide customer service in ways that increase productivity and reduce net cost. Recent work includes 

developing second level concepts for En Route, Traffic Flow Management (TFM), NextGen Towers, and Integrated 

Arrival & Departure Operations. This information helps the aviation community anticipate what changes are needed 

in aircraft equipment in order to operate with the new technology being implemented in the NAS and develop new 

procedures. 

The Operational Concept efforts look at the changing roles and responsibilities of the Air Traffic workforce and the 

design of Advanced Facilities to derive the associated functional requirements imposed on the NAS infrastructure. 

Concept development includes preparing system specifications, roles and responsibilities, procedures, training, and 

certification requirements. These development and validation activities support NAS modernization through: (1) 

concept/scenario development; (2) concept validation; (3) simulation and analysis; (4) system design; (5) metric 

development; and (6) modeling. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

The “Advanced Facility Planning” identifies the system requirements to meet these operational concept derived 

needs and identifies opportunities for modernization, modification and/or expansion of air traffic control 

infrastructure including facilities. Not only physical plant alternatives need to be studied, but also organization of 

workload distribution and location of new facilities. This program does the upfront analysis to determine the future 

configuration of a facility, (separate new, refurbish old, collocate with another facility, or consolidation) using 

considerations such as risk to service. Identifying the correct investment alternative reduces cost and improves 

efficiency. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Concept validation supports development, analysis, and simulation of new concepts to evaluate the following; 

• Alternate roles for Air Traffic Service Providers, airspace users, and automation that could increase capacity, 

• Alternative airspace structure which may increase productivity and hence capacity, 

• Alternative communication, navigation, and surveillance (CNS) architecture to support the ATO’s goal of 

reducing cost, and; 

• Alternative automation, display, and facility configuration to increase productivity and hence capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future.

• SMP Objective #4.2 – Deliver a future air traffic system that meets customer operational needs.

Program Plans FY 2010 – Performance Output Goals 

• Continue concept development and validation to identify opportunities to right size the ATC infrastructure for 

cost efficiency and productivity. 

• Conduct analyses and develop concepts to support the applications of 4-D trajectory management. 

• Continue RTCA support. 

• Support Action Plans with European organization for the safety of air navigation (EUROCONTROL) to 

coordinate concept development, validation, and measurement methodologies, including support for the 

Validation Data Repository. 

• Investment analysis/staff studies for NextGen towers and other facility replacement/co-location/consolidation as 

required. 

• Validate the concept for high altitude, generic airspace to minimize controller training and maximize staffing 

flexibility. 

• Expand the concept development and validation of the multi-sector planner to identify opportunities for the 

utilization of new systems and capabilities. 

• Expand cognitive and analytic models to support assessments. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Develop criteria for evaluation of the standard controller platform to support reduced maintenance, training, and 

increased flexibility in establishing and implementing changes to controller roles and responsibilities. 

• Develop Concept of Use for the advanced flight deck. 

• Continue to support Action Plans with EUROCONTROL to coordinate concept development, validation, and 

measurement methodologies, including support for the Validation Data Repository. 

• Expand cognitive and analytic models to support assessments. 

• Continue RTCA support. 

• Investment analysis/staff studies for NextGen towers and other facility replacement/co-location/consolidation as 

required. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

• Facilities Evolution – Continue analysis of standard controller workstation based on the changes in service 

providers’ roles. 

• Define information and display requirements for a multi-sector planner position and a generic, high altitude 

controller position. 

D, NAS WIDE WEATHER REQUIREMENTS AND STRATEGIC PLANNING, M08.27-01

Program Description 

This program develops mission need and investment analysis for initial investment decisions for aviation weather 

sensors, forecasting capability, dissemination systems, and integration capability for the NAS. The focus is on 

NextGen including collaboration with Single European Sky ATM Research (SESAR) and ICAO for advanced 

aviation weather standards. The purpose is to reduce the number of weather related accidents, reduce the number of 

aviation flight delays, diversions and cancellations, improve operational efficiency of the NAS, and harmonize 

ICAO standards with US practices in weather. 

The funding supports contract services to identify future demand for services, identify technological opportunities to 

address that demand, identify projected supply of services, perform gap analysis, perform mission needs analysis, 

develop functional and performance requirements and validate requirements through users workshops, 

demonstrations and simulations. It also supports planning, analysis and documentation studies in support of initial 

investment decisions for new or modified aviation weather capabilities. Included are (1) requirements cutting across 

FAA, NWS, and Department of Defense (DoD) boundaries, roles and responsibilities in providing weather support, 

(2) analysis of and plans for integration of weather information into decision support systems, and (3) standards 

development for surface and airborne observations, forecasts, and dissemination for both U.S. practices and ICAO 

Standards and Recommended Practices (SARPS). 

This program also funds contract support to develop performance requirements for weather research and 

development and for transitioning weather research into operations including evaluation of human factors, 

compatibility of new technology with procedures, and analysis of the impact of new information on controller and 

pilot workloads. 

This program updates weather mission needs document 339. The requirements work in this program builds on the 

Reduced Weather Impact (RWI) and NextGen Network Enabled Weather (NNEW) Concept and Requirements 

Document (CRD). That CRD is developed at the portfolio level which is a high level description of requirements 

across the entire NAS. This program provides the requirements detail needed for investment analysis. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

This program contributes to FAA’s greater capacity goal by developing and validating mission needs and 

requirements and identifying research needed to enable the air transportation system to meet NextGen objectives. 

The program funds analyses and studies that will assist in identifying appropriate weather performance requirements 

and in identifying opportunities to improve weather products, both of which will lead to increased capacity. The 

program also facilitates the movement of aviation weather products from research and development into operational 

use to increase capacity, 

 12 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.2 – Deliver a future air transportation system that meets customers’ operational needs. 

Program Plans FY 2010 – Performance Output Goals 

• Validate NextGen weather performance requirements with external customer representatives. 

• Refine weather research plans to meet Next Gen weather performance requirements 

• Align NextGen with SESAR weather requirements and propose a joint package to ICAO to upgrade Annex 3 

weather SARPS. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Update 2004 NAS Weather Mission Needs Statement for better alignment with NextGen 2025 objectives. 

• Develop weather performance requirements for NextGen segment 2, 2013-2018. 

• Conduct studies on improved integration of weather information into ATM manual procedures and automated 

processes. 

E, AIRSPACE MANAGEMENT PROGRAM (AMP) – ATDP, M08.28-04 

Program Description 

This program supports increased capacity by funding the physical changes in facilities necessary to accommodate 

airspace redesign. Redesign projects will take on increased emphasis at both the national and regional levels to 

ensure that FAA is able to effectively manage the projected growth in demand at FAA facilities and airports. 

Implementation of airspace redesign efforts frequently results in changes in the number and shape of operational 

positions or sectors, including changes to sector, area or facility boundaries. Transition to the new configuration 

requires changes in the supporting infrastructure, which depend on the airspace design to be implemented. These 

infrastructure changes can include communications modifications such as changes in frequencies, connectivity of 

radio site to the control facility, controller-to-controller connectivity; surveillance infrastructure modifications to 

ensure proper radar coverage; automation modifications to the host data processing or flight data processing; 

interfacility transmission modifications; additional consoles and communications backup needs; and modifications 

to the facility power and cabling. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity of 103,068 arrivals and 

departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Airspace redesign will increase system capacity 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 

departure throughput. Inefficient en route holding and arrival routes can limit airport arrival throughput. Airspace 

redesign is striving to address these issues both locally and system-wide. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase capacity where needed. 

• SMP Objective #3.5 – Identify and prioritize airspace and technical initiatives based on value. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plans FY 2010 – Performance Output Goals 

• Implement New York/ New Jersey / Philadelphia (NY/NJ/PHL) Metropolitan Airspace Redesign, initial sectors 

and routes. 

• Implement Chicago Airspace Project, next phase (III). 

• Develop and Design Western Corridor Airspace Redesign. 

• DC Metro Area Design – including Hyper Binns. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Implement Western Corridor Airspace Redesign initial sectors. 

• Implement NY/NJ/PHL Redesign, next phases (II and III). 

• Implement Chicago Airspace Project, final phases (III and IV). 

• Implement additional terminal/en route/oceanic changes. 

F, STRATEGY AND EVALUATION – ATDP, M46.01-01 

Program Description 

The FAA’s Office of Modeling and Simulation is responsible for developing and maintaining mathematical models 

of the NAS, and using these models 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 these 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 modeling shortfalls 

and better support other organizations within FAA that do capacity studies: 

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, demand changes, and ATM 

technology insertions. In addition to being used by the Office of Modeling & Simulation, the model will be 

used by the Office of Performance Analysis and Strategy for runway capacity studies, ATO Finance for 

investment analyses, the Joint Planning and Development Office (JPDO) for NextGen analyses, and the 

FAA’s Office of Airports. The model will also be used by aviation consultants and the academic 

community to provide a de facto standard for airport capacity analyses. 

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 new model will support the Office of NextGen Implementation and Integration, 

Office of Performance Analysis and Strategy, Office of Research and Technology Development (concept 

validation), ATO Finance (investment analysis), and the JPDO. Additionally, FAA and NASA contractors 

and the academic community may use the model. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 3 – Commission nine new runway/taxiway projects, increasing the annual 

service volume of the 35 OEP airports by at least 1 percent annually, measured as a five-year moving 

average, through FY 2013. 

Relationship to Performance Target 

Currently, the FAA relies 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 models are critical for many decision-making processes associated with the 

following Greater Capacity Objective 1 strategies: 

 14 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

• Improve airspace access by studying the impact of modifying separation standards to increase capacity and 

allow more efficient use of congested airspace. 

• Improve departure and landing capacity during low visibility conditions by modeling the improvements 

gained with new technologies and procedures. 

• Evaluate existing airport capacity levels and set investment and infrastructure priorities and policies that 

enhance capacity. 

• Increase aviation capacity and reduce congestion in the seven major metropolitan areas and corridors that 

most affect total system delay. 

In particular, the new Airport Capacity model will aid with the planning and evaluation of new runway/taxiway 

projects. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.5 – Optimize NextGen/OEP portfolio.

Program Plan FY 2010 – Performance Output Goals 

• Complete Build 2 of Modernized Airfield Delay Simulation Model (ADSIM+). 

• Complete design analysis and specification for new NAS-wide simulation model. 

• Begin development of core modules of new NAS-wide simulation mode. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Complete development, validation, and documentation of improved ADSIM+. 

• Complete development, validation, and documentation of new NAS-wide simulation model. 

G, DYNAMIC CAPITAL PLANNING, M47.01-01 

Program Description 

The Dynamic Capital Planning tools will allow ATO to make optimal decisions based on best business practices and 

provide verification that aggressive approval thresholds have been implemented and that disciplined management of 

capital programs is being carried out. The requirements analysis for selecting Dynamic Capital planning tools is 

being evaluated through the ATO Office of Finance and includes tools to address the following focus areas: 

determining quantitative economic value and internal benefits validation for capital projects; milestone tracking and 

schedule modeling; performance measurement; auditing and trend analysis; earned value monitoring through 

program life cycle; field implementation planning; and post implementation analysis for corporate lessons learned 

results. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 4 – Make decisions based on reliable data to improve our overall performance and 

customer satisfaction. 

• FAA Performance Target 1 – In FY 2009, 90 percent of major system investments are within 10 percent 

variance of current baseline total budget estimates at completion (BAC). 

Relationship to Performance Target 

The project will allow the initial procurement of financial analysis tools and consultant support to allow a better 

evaluation of programs through all phases of the acquisition life cycle. The improved data will lead to better 

decisions on program implementation, improvements in ATO’s performance, and the resulting higher level of 

customer satisfaction. 

 15 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase capacity where needed. 

• SMP Objective #3.5 – Identify and prioritize airspace and airport initiatives based on value. 

H, JUNEAU AIRPORT WIND SYSTEM (JAWS), HARDEN PROTOTYPE AND IMPLEMENTATION

W10.01-01

Program Description 

 The JAWS provides terrain induced wind and turbulence data that addresses safety of flight and decreases the 

probability of experiencing unnecessary weather related delays in and out of the Juneau International Airport, 

Alaska. Although JAWS data is provided to the aviation community as advisory, it is essential for pilots to know 

the wind conditions because of the restrictive geographical features that affect approach and departure paths. The 

JAWS measures and transmits wind information to the Juneau Automated Flight Service Station (AFSS) for use in 

preparing pilot briefings; Alaska Airlines for use in complying with their Operations Specification; the National 

Weather Service for weather forecasting; and to other Alaska aviation users via the Internet. 

In 2008 favorable results were realized in the performance of turbulence alerting, and alternatives were analyzed to 

determine the best business case for the JAWS. The JAWS investment decision approved implementing the 

hardened prototype as the end-state JAWS, and this system will be certified and maintained by the FAA. 

The National Center for Atmospheric Research (NCAR) developed the prototype JAWS and has been operating and 

maintaining the prototype since 1998. The JAWS prototype does not conform to FAA standards necessary for FAA 

operations and maintenance, and the current architecture of the prototype JAWS is not supportable beyond 2009. 

Operating and maintaining the JAWS beyond 2009 requires hardware replacement, a computer technology update, 

information security compliance, and transfer of the technology from NCAR to the FAA. Transitioning the 

operations and maintenance of the JAWS to the FAA will involve software development, code, compilers, operating 

system improvements, obtaining system and training documentation, and receiving access to data on JAWS 

operating experience and other NCAR, intellectual property. NCAR will provide operations and maintenance 

history and technical support during the transition. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Flight Plan Goal 1 – Increased Safety.

• FAA Objective 2 – Reduce general aviation fatalities. 

• FAA Performance Target 2 – By the end of FY 2009, reduce accidents in Alaska for general aviation and 

all Part 135 operations from the 2000-2002 average of 130 accidents per year to no more than 99 accidents 

per year. This measure will be converted from a number to a rate at the beginning of FY2010. 

Relationship to Performance Target 

JAWS contributes to achieving the strategic goal of Increased Safety by providing critical wind information to 

enable commercial and general aviation RNP operations in Juneau AK, and it disseminates timely turbulence 

information to the aviation community to reduce cabin injuries caused by turbulence. The JAWS also supports 

landing and departure capabilities for aircraft during hazardous wind conditions. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.5 – Minimize impacts of weather on the operation. 

Program Plan FY 2010 – Performance Output Goals 

• JAWS End-to-End Function Test August 2010. 

• JAWS Security Certification and Authorization Package (SCAP) May 2010. 

 16 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plans FY 2011–FY2014 Performance Output Goals 

• JAWS In-Service Decision September 2011. 

• FAA Operations and Maintenance begins in 2012. 

• Technology Refresh in 2015. 

I, WAKE TURBULENCE RESEARCH, M08.36-01 

Program Description 

This program will evaluate air traffic control decision support tool concept feasibility prototypes as possible enablers 

to safely meet the predicted NextGen demand for additional flights in the nation’s air transportation system. If these 

prototypes are successful, more flights can be accommodated in the existing airspace because the required wake 

mitigation separations between aircraft can be safely reduced. This program is taking the results of technology 

research and development and new wake separation concept modeling and simulation efforts and evaluating the 

resulting concept feasibility prototypes for flight safety and impact on the NAS capability for meeting the demand 

for more flights. 

In FY 2010, it is expected that research and development will be sufficiently complete to allow the airport 

environment evaluation of a prototype Wake Turbulence Mitigation for Arrivals (WTMA) decision support tool. 

This tool would be used by controllers in reducing wake separations imposed on aircraft following behind Boeing 

757 or heavier aircraft when landing on an airport’s set of closely spaced parallel runways (runways less than 2500 

feet apart). Research is ongoing in Europe for developing a similar solution for aircraft landing directly behind each 

other on a single runway. In FY 2013, it is expected that this program will begin evaluating an FAA R,E&D 

developed air traffic control prototype system that is based on the European research effort. The “single runway” 

prototype (WTMSR) will be used to evaluate its overall system safety and its ability to create more NAS capacity. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

This program’s work in FY 2010 through FY 2012 on WTMA will lead to an FAA acquisition in FY 2013 to 

transform the capabilities of the prototype into functioning tools for use by the FAA air traffic controllers. First 

operational benefit will be realized during FY 2015 when the initial system is used in an airport’s operation. This 

solution will allow the reduction of the required diagonal wake turbulence separation distance to 1.5 NM or 

potentially less when instrument approaches are being conducted to closely spaced parallel runways and there are 

favorable crosswinds. This translates to 4 to 6 more arrival slots per hour for an airport that uses its closely spaced 

parallel runways for arrival operations and has a significant percentage of 757 and heavier aircraft traffic. 

Strategic Management Process (SMP) and Objective 

• SMP Pathway #3 – Increase capacity where needed. 

• SMP Objective #3.3 – Implement airspace and airport capacity enhancements safely. 

Program Plans FY 2010 – Performance Output Goals 

• Begin WTMA prototype system evaluation in an airport environment. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plans FY 2011-2014 – Performance Output Goals 

• 2011 – Continue WTMA prototype evaluation in an airport environment. 

• 2012 – Finish evaluation of the WTMA air traffic control decision support tool feasibility prototype. 

• 2013 – Begin WTMSR prototype evaluation in an airport environment. 

• 2014 – Continue WTMSR prototype evaluation in an airport environment. 

J, TRAFFIC ALERT AND COLLISION AVOIDANCE SYSTEM (TCAS), A28.01-01 

Program Description 

Aircraft flying in the NAS began equipping with the Traffic Alert and Collision Avoidance System (TCAS) in 1990. 

The TCAS display is mounted in the cockpit to warn pilots of collision risks with other aircraft. 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. 

In 2004, RTCA reconstituted its TCAS Special Committee (SC-147), as the direct result of a TCAS related crash in 

Europe and a near mid-air collision that occurred in Japan. The committee examined these events and others to 

determine the cause and contributing factors. The committee determined that in certain encounters between two 

aircraft, TCAS does not issue a sense reversal (e.g. change a “Climb” command to a “Descend”) in a timely manner, 

if at all. The FAA, in coordination with interested parties, has developed a solution for this problem, and it is 

currently being implemented. In addition, the program office has developed a monitoring system to gather data on 

the performance of TCAS systems and determine whether additional refinements and improvements are necessary. 

This system is being transitioned to operational use. 

The current TCAS design needs to be refined to become more flexible to adapt to the NAS changes proposed by the 

Next Generation Air Transportation System’s (NextGen) Concept of Operations. Many elements of the current 

TCAS design date from research performed in the 1970s and 1980s, and reflect older methods of airspace use such 

as: 

• air traffic control provided separation based on radar data, 

• rigid route structures, 

• airborne surveillance of Mode C and Mode S transponders provided pilots with range and altitude but not a 

target’s identity or intent, 

• performance-based flight profiles were not issued, and 

• situational awareness or separation tools were not available in the cockpit. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

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 and more 

responsibility for aircraft separation is transferred to the flight deck. 

 18 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence

• SMP Objective #1.1 – Ensure airspace system is safe, efficient, and secure. 

Program Plans FY 2010 – Performance Output Goals 

• Complete the deployment and transitional coordination and hand-off of the TCAS Resolution Advisory (RA) 

Monitoring System (TRAMS). 

• Complete transition of TCAS version 7.0 / 7.1 activities to an appropriate service unit. 

• Continue to monitor and assess TCAS operations to ensure that the recently approved changes to the TCAS 

logic don’t have any adverse effect on the NAS. 

• Continue supporting applicable AVS rulemaking and ICAO activities associated with the upgrade of existing 

TCAS II version 7.0 units, with version 7.1. 

• Coordinate with avionics manufacturers and airlines on an implementation plan if a final rule is deemed 

necessary. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Transition responsibility of TCAS II version 7.0 / 7.1 to AVS or other applicable service organization. 

• Develop a financial plan to address activities associated with future NextGen TCAS version 8.0. 

K, LOW COST GROUND SURVEILLANCE, S12.01-01 

Program Description 

A Low Cost Ground Surveillance (LCGS) program will provide basic ground traffic surveillance capability to 

enhance safety at small and medium airports where cost-effective deployment of Airport Surface Detection 

Equipment Model X (ASDE-X) technology is not possible. The LCGS will serve in an advisory capacity providing 

the air traffic controller with surface surveillance information to reduce the risk of ground traffic incidents, 

incursions, or accidents. Additionally, the LCGS will provide the basic infrastructure upon which additional runway 

safety applications such as runway status lights and Surface Movement Guidance and Control Systems (SMGCS) 

can be built. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety. 

• FAA Objective 3 – Reduce the risk of runway incursions.

• FAA Performance Target 1 – By FY 2010, limit Category A and B (most serious) runway incursions to a 

rate of no more than 0.450 per million operations, and maintain or improve through FY 2013. 

Relationship to Performance Target 

LCGS will provide enhanced surface situational awareness to Air traffic Controllers at small to medium sized 

airports in low visibility conditions. 

Strategic Management Process (SMP) and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.3 – Ensure safety and aircraft separation.

Program Plans FY 2010 – Performance Output Goals 

• Award one or more contracts for deployment of candidate LCGS systems at Pilot program sites. 

• Complete Program Safety Plan (PSP). 

• Complete Exhibit 300 Program Baseline. 

• Obtain Final Investment Decision. 

• Review and Update Enterprise A Products. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plans FY 2011-2014 – Performance Output Goals 

• Performance Output Goals will be prepared for FY 2011 – FY 2014 after the Final Investment Decision is 

planned for FY 2010 is approved and the LCGS system is baselined. 

L, AERONAUTICAL INFORMATION PROCESS IMPROVEMENT, A08.04-01 

Program Description 

The purpose of the Aeronautical Information Process Improvement (AIPI) program is to plan how to manage 

aeronautical information within the ATO. Because aeronautical information is created, managed, distributed and 

used by multiple administrative and operational organizations, careful data management is needed. AIPI will 

provide a centralized, consistent approach to managing aeronautical information. 

In 2007 and 2008 the FAA Aeronautical Information Working Group met to discuss aeronautical information 

mission shortfalls and identify strategies for improving aeronautical information service delivery. As a result of that 

working group several strategies were identified that became the foundation for the AIPI program: 

• Identify the scope of aeronautical information. 

• Provide a central point for orchestrating aeronautical information to ensure consistency and quality to meet 

the needs of downstream mission essential and mission critical air traffic management systems. 

• Initiate, develop and manage a business process to improve aeronautical information flows, reduce 

duplication and ensure information consistency for downstream users. 

• Develop new capabilities to automate manual aeronautical information processes, increase ICAO 

compliance and to support future air traffic management capabilities allowed by System-Wide Information 

Management (SWIM), NextGen and AIM Modernization. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety. 

• FAA Objective 1 – Reduce commercial air carrier fatalities.

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by FY 

2025.

Relationship to Performance Target 

The Aeronautical Information Process Improvement Program will reduce the proportion of accidents directly 

attributed to poor aeronautical information. Metrics used to track the success of this program include: 

1. Number of NOTAMs issued to correct erroneously published aeronautical information. 

2. Number of instrument approach procedure re-work caused by aeronautical information inconsistencies. 

3. Number of accidents where faulty aeronautical information was a contributing factor. 

4. FAA AIM customer satisfaction. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.8 – Develop alternative business concepts.

Program Plan FY 2010 – Performance Output Goals 

• Benchmark practices of internal and external organizations to identify best practices and performance targets for 

the FAA. 

• Initiate business process analysis and enterprise architecture. 

• Initiate AIM Customer Relationship team and AIM Process Improvement teams. 

• Complete mission shortfall and problem statement. 

 20 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

 Program Plan FY 2011-2014 – Performance Output Goals 

• Analyze business processes and architecture to develop solutions. 

• Develop business case and achieve executive council approval. 

• Complete process improvement projects. 

1A02/1A03, NAS IMPROVEMENT OF SYSTEM SUPPORT LABORATORY AND WILLIAM J.

HUGHES TECHNICAL CENTER FACILITIES

FY 2010 Request $13.0M 

• System Support Laboratory Sustained Support, F14.00-00 

Program Description 

The William J. Hughes Technical Center (WJHTC) System Support Laboratory provides the facilities to develop, 

test, and integrate new systems into the NAS. Once prototype systems, used for testing, support the decision for 

allowing production systems to become operational, they become part of the FAA’s test bed and are used to support 

the operational field sites over their lifecycle. This program sustains the agency’s centralized test bed infrastructure. 

Testing and support facilities include: 

• En Route System Support Facility; 

• Terminal System Support Facility; 

• Oceanic System Support Facility; 

• Traffic Management Systems, 

• Weather Systems; 

• Communications Systems; 

• Radar Systems; 

• Navigation and Tracking Systems; 

• Target Generator Facility; 

• Cockpit Simulation Facility; 

• Human Factors Laboratory; and 

• Fleet of specially instrumented aircraft. 

The test beds are also used for developmental activities associated with Research and Development programs. 

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 reconfiguring laboratory space and 

upgrading and enhancing electrical and electronic equipment to allow testing of new or modified 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. 

 21 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Relationship to Performance Target 

This centralized testing facility serves as the FAA's research, development, testing, and field support infrastructure. 

With this system centralization, each Integrated Product Team/Business Unit need not establish and maintain 

separate infrastructure to support individual programs and fielded systems. It also enables the FAA to evaluate 

concepts and programs that span more than one domain of the NAS. This reduces the overall cost to FAA and 

improves the efficiency of testing new equipment and supporting operational facilities. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline. 

• SMP Objective #2.1 – Be better stewards of public funds. 

1A04, WILLIAM J. HUGHES TECHNICAL CENTER INFRASTRUCTURE SUSTAINMENT 

FY 2010 Request $5.5M 

• 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 life safety codes. The average annual expenditure to sustain the WJHTC is about 2.8 

percent of the Center's value. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target 

Infrastructure Sustainment 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 and a 

faster reduction in air traffic delays. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline. 

• SMP Objective #2.1 – Be better stewards of public funds. 

 22 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plans FY 2010 – Performance Output Goals 

• Water Plant (Building 33) Replacement (construction). 

• Center Facility System Improvements (Year 1 of 20 year plan). 

• Underground Primary Electric Cable Replacement. 

• Building 300 Roof Replacement (design/permits). 

• Evaluation of a Combined Heating and Power Facility. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Replace the remaining 3 electrical substations in Building 300. 

• Center Facility System Improvements (years 2 through 5). 

• Building 300 Roof Replacement (construction). 

• Renovations to Building 316. 

• Main Substation Upgrade. 

1A05, NextGen Network Enabled Weather (NNEW) 

FY 2010 Request $20.0M 

• Reduced Weather Impact – NextGen Network Enabled Weather (NNEW), G4W.01-01 

Program Description 

NNEW is part of an interagency effort to provide quick, easy, and cost effective access to weather information. 

NNEW will define and provide the FAA’s portion of the interagency infrastructure known as the 4-Dimensional 

Weather Data Cube (4-D Wx Data Cube). The 4-D Wx Data Cube will provide common, universal access to 

aviation weather data. All categories of weather users will have improved access to timely and accurate weather 

information to support improved decision making, while enhancing safety. The 4-D Wx Data Cube consists of (1) 

weather data published in various databases within FAA, National Oceanic and Atmospheric Administration 

(NOAA), and Department of Defense (DoD), as well as commercial weather data providers that may participate; (2) 

registries/repositories needed to locate and retrieve published data; (3) the capability to translate among various 

standards that will be employed, and to provide data in user required units and coordinate systems; and (4) the 

capability to support retrieval requests for data volumes (such as along a flight trajectory). A subset of the data 

published to the 4-D Wx Data Cube will be designated the Single Authoritative Source (SAS). The SAS identifies 

the preferred data source should be used to support collaborative air traffic management decisions and ensures that 

decisions are based on consistent data. 

 

The initial NNEW requirements and architecture will be developed, and standards for publishing and accessing 4-D 

Wx Data Cube data will be completed. The interagency partners, led by NOAA, have program responsibilities and 

tasks to ensure their collaborative efforts are integrated into a single solution. The 4-D Wx Data Cube activities are 

being integrated so that the 4-D Wx Data Cube benefits extend across Government agencies to all aviation users, 

including international users. To verify the adequacy of the requirements, and technology readiness, FAA’s NNEW 

program will conduct evaluations to resolve key technical questions and reduce implementation risk while 

demonstrating and assessing the operational benefits of a network-enabled weather environment to the FAA, other 

agencies, and aviation system users. Additionally, FAA will develop and deploy network-enabled, weather sensors 

and systems to support multiagency data access to the virtual weather network. The first operational implementation 

phase of the 4-D Wx Data Cube is planned for FY 2013. In this phase NNEW will enable common access to 

advanced weather forecast and observation data by FAA users and systems, such as Traffic Flow Management 

(TFM) decision-support tools. In subsequent phases, the FAA will incorporate additional data sources, expand SAS 

requirements, and participate in 4-D Wx Data Cube management to ensure support for progressively more 

sophisticated decision-support tools required by NextGen operations.

 23 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

NNEW is an enterprise service that provides access to common weather observations and forecasts to enable 

collaborative and dynamic NAS decision making. It enables 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. NNEW enables Airline 

Operations Centers and TFM to better develop weather mitigation plans and re-plans, by selecting flight paths that 

maximize use of available capacity in weather impacted environments, and it enables en route and terminal 

controllers to provide more precise and timely information to respond to pilot requests for deviations around 

hazardous weather. NNEW 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. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.2 – Deliver a future air transportation system that meets customers’ operational needs.

Program Plans FY 2010 – Performance Output Goals 

• Develop Weather Product Data Format Standards v3. 

• Develop Weather Specific Services Design Standards v3. 

• Demonstrate Interagency Network Enabled Weather Data Sharing. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Research, Development, and Delivery of 4-D Wx Data Cube Initial Operating Capability. 

• Development and Deployment of service adaptors for selected FAA weather systems to ensure data sent to the 

4-D Wx Cube by FAA sensors is compatible with the formats used by other weather inputs. 

System Implementation Schedules 

NextGen Network Enabled Weather (NNEW)

First site IOC: September 2013-- Last site IOC: September 2015 NNEW

2010 2015 2020

1A06, DATA COMMUNICATION IN SUPPORT OF NEXT GENERATION AIR TRANSPORTATION 

SYSTEM (NEXTGEN) 

FY 2010 Request $51.7M 

• NextGen Data Communications – Segment 1a, G1C.01-01 

• X, NextGen Data Communications – Segment 1b, G1C.01-02 

• X, NextGen Data Communications – Segment 2, G1C.01-03 

Program Description 

The Data Communications program will provide data communications between air traffic control facilities and 

aircraft, and will serve as the primary enabler for NextGen operational improvements. Data Communications will 

improve NAS operations by: 

 24 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

• Improving controller productivity and reducing controller workload by automating delivery of standardized 

clearances, 

• Improving NAS capacity and reducing flight delay by enabling existing controller staffing to handle 

increased traffic, 

• Enhancing safety by reducing operational errors associated with voice communications, and; 

• Enabling many of the NextGen operational improvements that require negotiation or exchange of 

information that cannot be efficiently delivered via voice. 

The Data Communications effort will augment the NAS by establishing the applications and infrastructure necessary 

for data exchange between controllers and pilots, as well as between ground automation systems and the aircraft. 

The Data Communications project will be divided into three segments. Segment 1 will deliver the initial set of data 

communications services, which provides NAS benefits and lays the foundation for a data-driven NAS. Segment 2 

will develop the core set of advanced NextGen-enabling operations, which would not be possible without Data 

Communications. Segment 3 will implement the set of air-ground messaging functions, enabling the full 

transformation to the NextGen concept. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

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 and will reduce controller workload by automating standardized 

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, Terminal Radar Approach Control (TRACON), and tower/ground operations as 

controllers are freed up to spend more time moving traffic efficiently. The busiest positions, whether in en route 

sectors, en route feeder sectors in metro corridors, terminal approach sectors, or airport clearance delivery positions 

in OEP 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. Many 

of these new services will have positive impact in other arenas: Continuous Descent Approaches, for example, will 

enable pilots to throttle back to idle on their descent to the airport, reducing noise, emissions, and fuel consumption. 

Data Communications, by allowing exchange of data to carefully coordinate the aircraft’s position in time and 

space, will allow the FAA to effectively employ these approaches even in congested airspace. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.1 – Assure a sustainable and affordable air traffic system for the future. 

Program Plans FY 2010 – Performance Output Goals 

• Screening Information Request (SIR) release for Data Comm Network Service Provider. 

• Complete System Specifications for Segment 1. 

• Initiate En-Route automation subsystem specification development. 

• Conduct Segment 2 Project Planning and Industry Coordination. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plans FY 2011-2014 – Performance Output Goals 

• Final Investment Decision – Segment 1a Data Comm Network Service Provider, FY 2011. 

• Segment 1 Data Comm Network Service Provider Contract Award, FY 2011. 

• Final Investment Decision – Segment 1b Data Comm enhancements to En-Route Automation, FY 2012. 

• Commence Data Comm enhancements to Tower Data Link Systems, FY 2012. 

• Commence Data Comm enhancements to En-Route automation applications and interface, FY 2012. 

• Segment 1 Deploy Key Site – Tower, FY 2014. 

System Implementation Schedule 

Data Communications in support of NextGen

IA Seg 2 Dev

Segment 1 IOC: 2014 - 2016 Seg 1 Deploy

2010 2015 2020

1A07, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – DEMONSTRATIONS 

AND INFRASTRUCTURE DEVELOPMENT

FY 2010 Request $33.8M 

• NextGen - Demonstrations & Infrastructure Development, G8M.01-01 

Program Description 

During FY 2010 to FY 2015 time frame, demonstration, development, and validation results can lead to 

implementation of early improvements in the NAS while supporting long-term operational objectives. The initial 

segment initiatives provide: 

• Integrated demonstration and end-to-end demonstration activities. 

• Near-term activities necessary to refine and integrate solution set capabilities with emerging technologies 

and / or emerging customers’ NAS initiatives. 

• Mid-term development to better understand future operational concepts. 

• Integration of current technology with transformational technology demonstrations to achieve NextGen 

operational objectives as early as possible. 

• Sustainment of the demonstration sites. 

FAA’s demonstration, development, and validation planning activities will include the following: 

International Air Traffic Interoperability – This demonstration is designed to help the FAA promote safe, 

affordable and rapidly implemented innovations into Air Traffic Management (ATM) along oceanic routes. It will 

demonstrate and accelerate airline and Air Navigation Service Providers (ANSP) efficiency improvements using 

existing systems and technologies. The flight trials development stage will include system architecture, design, 

hardware and software development (where applicable), procedures development, simulations, 

component/subsystems testing and certification, and system checkout. Flight trial execution could include scripted 

flight tests, limited operational testing and/or extended operational evaluations. This international interoperability 

demonstration program contributes directly to NextGen concepts and supports international collaboration, avoids 

overlap, and will "deconflict" activities with national and international organizations, including DOD. Further, the 

International Interoperability Air Traffic demonstrations and development initiatives will assist the international 

communities and the FAA to validate new DOD 4-D TBO and PATM alternatives. 

High Density Airport (HDA) Capacity and Efficiency Improvement Project – This demonstration will serve as 

the first transition step to trajectory based operations. This concept attempts to take advantage of existing ground 

 26 
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Fiscal Years 2010-2014 Activity 1 

technologies and functionality while leveraging on airborne navigational capabilities that already exist on most 

commercial production and many in-service airplanes. Trajectory Based Management will be accomplished using 

fully defined 3D paths to ensure aircraft sequencing and spacing (path stretching using dog-legs or offsets). The 3D 

paths permit more orderly and predictable traffic patterns and use path clearances rather than the conventional speed, 

altitude, and heading clearances to manage aircraft spacing. This technique has the potential to reduce controller 

workload and allow the airplane to precisely follow a continuous path using the accuracy of Required Navigation 

Performance (RNP) operations. Execution of the demonstration will include data collection from real operations to 

show benefits in capacity, environmental (noise, computed emissions), and fuel efficiency. Site selection will 

require deployment of ATM ground automation prototype to functionally support 3D path operations. The 

automation tools include the Center TRACON Automation System Traffic Management Advisor (CTAS TMA) and 

the En Route Descent Advisor (EDA). 

Unmanned Aircraft Systems (UAS) 4D Trajectory Based Demonstration – This demonstration project consists 

of periodic demonstrations of actual and evolving capabilities, and will include corresponding risk assessments. The 

project has a phased approach with initial concept and requirements definition, performance modeling and 

simulation, and analyses including operational scenarios, metrics definition and procedures development. This 

preliminary work transfers to proof-of-concept demonstrations for both laboratory and live flight trials. This 

demonstration project completely complements and is coordinated with the DoD UAS NAS oriented 

demonstrations, leveraging community efforts. 

Staffed NextGen Tower (Staffed and Autonomous) – The staffed NextGen tower (SNT) project is planned for 

medium and high density airports as these airports are likely to have most aircraft equipped with avionics that will 

support SNT operations. A companion vision is for an Automated NextGen Tower (ANT) concept for non-towered 

and low density airports. The development of both the SNT and ANT automated tower capability are planned as 

part of this project. The SNT and ANT concepts will require substantial concept engineering funding commencing 

in FY 2010 as advanced decision support tools will be needed for such events as conformance monitoring using 

aircraft movement tracking and advanced Data Communications to ensure safe operations at non-towered airports. 

New capabilities such as pre-departure clearance, coded taxi routes, and runway balancing will lead to increased 

airport capacity, enhanced safety and increased efficiency as well reducing the user’s operational costs. 

Test Bed / Demonstration Sites – Demonstrations are envisioned to facilitate development and implementation of 

the NextGen. NextGen procedures and technologies are intended to transform air transportation by the year 2025. 

These new procedures and technologies are associated with solution sets and capabilities, which include: 

• High Altitude Trajectory-Based Operations (TBO) 

• High Density Airports 

• Networked Facilities 

• Reduced Weather Impact 

• Collaborative Air Traffic Management (ATM) 

• Flexible Terminal and Airspace 

• Safety, Security, Environment. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

FY 2010 demonstration activities are planned to show a near-term strategy for decreasing aircraft delays and a longterm strategy for system capability enhancements. Oceanic 4-D Trajectory Management, En Route 4-D Operations, 

and High Density Airport time-based RNAV/RNP 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 2011 and beyond. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future.

• SMP Objective #4.2 – Deliver a future air traffic system that meets customer's operational needs.

Program Plan FY 2010 – Performance Output Goals 

• Develop final integrated demonstration plan for Unmanned Aircraft Systems (UAS).

• Develop combined Out-the Window (OTW) and integrated displays simulation final report for Staffed NextGen 

Tower (SNT). 

• Develop procedures for SNT field demonstration. 

• Conduct SNT field demonstration. 

• Initial environmental analysis report for IATI. 

• Conduct integrated oceanic arrival demonstration. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Demonstration of enhanced avionics capabilities. 

• Demonstration of synthetic vision systems. 

• Demonstration of collaborative end-to-end domain systems. 

1A08, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – SYSTEM 

DEVELOPMENT 

FY 2010 Request $66.1M 

• A, ATC/Tech Ops Human Factors, G1M.02-01 

• B, New ATM Requirements, G1M.02-02 

• C, Ops Concept Validation Modeling, G1M.02-03 

• D, Environment & Energy – Environmental Mgmt Sys & Noise/Emission Reduction, G6M.02-01 

• E, Wake Turbulence Re-Categorization, G6M.02-02 

• F, Systems Safety Mgmt Transformation, G7M.02-01 

• G, Operational Assessments, G7M.02-02 

 

A, ATC/TECH OPS HUMAN FACTORS, G1M.02-01 

Program Description 

The significant features of this program are the development of a Human System Integration (HSI) Roadmap to 

complement the other roadmaps in the Enterprise Architecture, the development of a common air traffic workstation 

to accommodate the various NextGen technologies when providing services, and a series of integrated workstations 

that deliver the required services using the common workstation. The HSI Roadmap will explain the roles and 

responsibilities of the actors in the NAS (air traffic controllers, pilots, dispatchers, traffic managers, etc.), their 

interactions with NextGen technologies, linkage to required changes to staffing, 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 Air Navigation Service Provider (ANSP) and maintainer personnel to ensure safe 

operations at increased capacity levels and how those roles are best supported by allocation of functions between 

humans and automation. Interoperability of air and ground decision support tools necessitates synchronization of 

conflict probe look-ahead times, 4D intent information, and alerting functions for Cockpit Display of Traffic 

Information (CDTI) and Precision Runway Monitor for closely spaced parallel approaches. Pilots and ANSP 

personnel need a shared understanding of how procedures change during transitions across different types of 

airspace (from self-separation airspace to traditional ground-based separation airspace). This is a cross-cutting 

 28 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

program that is critical to assure that the human element of NextGen is properly integrated into all the development 

and acquisition programs in NextGen. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity: 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

By 2016, this program will demonstrate 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. In addition, this program enables NextGen by defining 

the changes in roles and responsibilities between pilots and controllers and between humans and automation 

required to implement NextGen. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.2 – Provide a future air transportation system that meets customers’ operational needs. 

Program Plan FY 2010 – Performance Output Goals 

• Measure efficiency improvements from implementing NextGen technology. 

• Determine the value of digital data link in reducing controller workload in the terminal area including data entry 

requirements and workload benefits. 

• Define research questions and methodology for examination of effects on controller workload of 

merging/spacing tools supporting continuous descent approaches in the terminal area. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Identify changes in ANSP procedures to support pilot separation responsibility when using cockpit display of 

traffic information. 

• Identify ANSP requirements for use of probabilistic weather information in en route, terminal, tower, and 

system operation domains. 

• Demonstrate ANSP use of NextGen concepts, capabilities and procedures supporting transition of self 

separation responsibility to pilots. 

• Complete a strategic job analysis of the new roles of air traffic service providers using a highly automated 

system, sharing separation responsibilities with pilots, and moving toward performance-based services. 

• Develop a transition plan addressing changes in ANSP roles and responsibilities for different regimes of 

airborne separation responsibility. 

• Redefine ANSP roles in a strategic air traffic environment for en route and terminal domains. 

• Demonstrate collaborative air traffic management efficiencies enabled by common situation awareness between 

flight operators and ANSP. 

• Demonstrate increased ANSP efficiencies through new procedures that allow ANSP personnel to manage and 

introduce routing, airspace, and traffic mix changes in the four dimensional (position plus time) dynamic air 

traffic environment. 

• Demonstrate ANSP procedures in use of workstation tools for weather and wake separation including mixed 

equipage and variable separation. 

• Demonstrate integration of air and ground functional capabilities. 

 29 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

B, NEW ATM REQUIREMENTS, G1M.02-02 

Program Description 

The NextGen Integrated Plan identifies three key performance targets for 2025: (1) satisfy future growth in demand 

up to three times current levels, (2) reduce domestic curb-to-curb transit time by 30 percent, and (3) minimize the 

impact of weather and other disruptions to achieve 95 percent on time performance. This project conducts research 

to develop systems that support the capacity enhancements for the seven solution sets of NextGen. It will develop 

requirements for new air traffic management systems and air traffic control processes to achieve the three times 

capacity target. By 2015, this project will demonstrate (1) the planned system can handle growth in demand up to 

three times current levels; (2) gate-to-gate transit time can be reduced by 30 percent; and (3) the system can achieve 

a 95 percent on-time arrival rate. Research supports operational implementation by 2025. 

Specifically the project will identify and develop the operational requirements for the following programs: 

• Traffic Alert and Collision Avoidance System (TCAS) 8.0 - Analyze the requirements and pseudo-codesupports needed to provide effective collision risk avoidance when flying closely spaced parallel RNP 

routes from beginning of the descent to the runway; 

• Complete evaluation of the L-Band communication standard in applicable operating environment to 

develop an appropriate L-Band solution for global aeronautical standardization; 

• Determine the best C-Band frequencies for airport surface wireless mobile communications; 

• Develop a coordinated airborne and ground software assurance standard to support air-ground operational 

integration; 

• Analyze trajectory requirements to determine differences between en route and approach trajectories and 

develop a proposed standard for transitioning from one to the other; 

• Integrate mid-term advances in tactical flow into the Air Traffic Management System; 

• Analyze how to integrate weather information into Decision Support Tools; 

• Evaluate techniques to deliver RNAV/RNP approaches using Datacomm; and 

• Identify information distribution requirements for non-command and control information transmitted by 

airborne SWIM. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

The analysis and demonstration projects support operational improvements that will increase the number of arrivals 

and departures at major airports. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP Commitments.

Program Plan FY 2010 – Performance Output Goals 

• Conduct tradeoff studies to determine approaches to future air-ground data communications requirements 

implementing flexible airspace management. 

• Conduct tradeoff studies to determine approaches to future air-ground and ground-ground data communications 

requirements implementing flexible terminal management. 

• Conduct analysis of common trajectory needs and develop initial implementation strategy. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plan FY 2011-2014 – Performance Output Goals 

Trajectory Based Operations: 

• Conduct system design for future air-ground data communications requirements implementing flexible 

airspace management. 

• Develop requirements for common trajectory implementation. 

• Develop system architecture for common trajectory. 

• Develop requirements for development, negotiations and exchange standards trajectories. 

• Determine conflict resolution approaches using aircraft intent data. 

High Density Arrivals/Departures and Airports: 

• Determine requirements for TCAS “8.0” to continue to provide effective collision risk safety net in an 

environment of closely space parallel RNP route form top-of-descent to the runway approaches for parallel 

runway operations with spacing down to 750 feet. 

• Analyze surface traffic management technologies to support conformance monitoring. 

Flexible Terminal and Airports: 

• Conduct tradeoff studies to determine approaches to future air-ground and ground-ground data 

communications requirements implementing flexible terminal management. 

• Develop concept of operations for RNAV/RNP operations with data communication. 

Collaborative Air Traffic Management: 

• Develop software assurance standard for integration of air and ground decision support systems. 

• Develop concept of operations, systems requirement, and architecture for airborne SWIM. 

• Develop concept of use and systems requirements for integration of weather into ATM decision support 

tools. 

C, OPS CONCEPT VALIDATION MODELING, G1M.02-03 

Program Description 

The Operations Concept Validation Program addresses developing and validating future end-to-end (flight planning 

through arrival) operational concepts with special emphasis on researching changes in roles and responsibilities 

between the FAA and airspace users (e.g., pilots and airlines), as well as the role of the human versus systems, that 

will increase capacity and improve efficiency and throughput. It will identify procedures that can decrease workload 

and increase reliance on automation for routine tasking to increase efficiency of the NAS. Furthermore, this 

program works toward developing operational methods that will meet the NextGen goal of expanding capacity by 

satisfying future growth in demand (up to three times capacity) as well as reducing transit time (reduce gate-to-gate 

transit times by 30 percent and increasing on-time arrival rate to 95 percent.). 

The research will provide an end-to-end NAS Operational Concept and a complete set of scenarios that describe 

operational changes for NextGen solution sets including: Trajectory Based Operations (TBO); High Density 

Arrivals/Departures and Airports; Flexible Terminal and Airports; Collaborative Air Traffic Management; and 

Networked Facilities. These products will be developed for the Midterm (2018) initially, and subsequently for the 

NAS in 2025. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity of 103,068 arrivals and 

departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

The goal is to ensure that the NextGen transformation, as identified in the NextGen concept, is supported by detailed 

and validated operational concepts to ensure concept feasibility, ensure that the proposed benefits can be achieved, 

and to understand the human factors implications of the concepts. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.2 – Provide a future air transportation system that meets customers’ operational needs. 

Program Plans FY 2010 – Performance Output Goals 

• Develop Data Communications Segment 2 Requirements. 

• Continue development of a detailed set of scenarios to be used in concept validation. 

• Conduct human in the loop simulations of TBO operations for validation of the Midterm NextGen End-to-End 

Concept of Operations (CONOPS). 

• Refine the Midterm NextGen End-to-End CONOPS based on concept validation. 

Program Plans FY 2011- 2014 Performance Output Goals 

• Develop an End-to-End NAS operational concept for the far-term (2025) that integrates NextGen systems and 

capabilities across solution sets. 

• Develop detailed scenarios of operational changes in support of architecture and research requirements for the 

far-term. 

• Validate the concepts through detailed analyses including analytical modeling, fast-time simulations, and 

human-in-the-loop simulations and demonstrations. These activities will be done on an iterative and part-task 

basis with initial task validation results completed in FY 2010 and additional task validations completed in 

2011-2014. 

• 2011: Demonstrate capacity increase to 166% current levels. 

• 2013: Demonstrate capacity increase to 230% current levels. 

D, ENVIRONMENT & ENERGY – ENVIRONMENTAL MGMT SYS & NOISE/EMISSION REDUCTION,

G6M.02-01 

Program Description 

This environmental research develops new procedures, technologies, and fuels to reduce emissions, fuel burn, and 

noise. Robust aviation growth could cause commensurate increases in aircraft noise, fuel burn, and emissions. 

Environmental impacts could restrict capacity growth and prevent full realization of NextGen. The solution is to 

reduce the increased environmental impacts of aviation through new operational procedures, technologies, 

alternative fuels, policies, and market based options to allow the desired increase in capacity. There are two 

environmental projects under this program. 

Environment and Energy – Environmental Management System.

By 2016, this program element will combine system knowledge and new processes to determine how to implement 

and manage NextGen system alternatives in a cost-beneficial manner that will achieve sufficient environmental 

improvements to allow sustained aviation growth. This program element will combine research on advanced 

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Fiscal Years 2010-2014 Activity 1 

technologies, alternative jet fuels and improved operational procedures developed under related programs into a 

comprehensive Environmental Management System. Progress will be measured by demonstrating no environmental 

constraints at 166 percent of existing capacity by 2011; at 230 percent of capacity by 2013; and finally at 300 

percent capacity by 2016. Research and development supports operational implementation by 2025. 

Environment and Energy – Advanced Noise and Emission Reduction.

By 2016, this program element will demonstrate that aviation noise and emissions can be significantly reduced in 

absolute terms in a cost-effective way through proven ways of managing uncertainties in noise, health and climate 

impacts to acceptable levels. Progress will be measured by demonstrating that environmental constraints will not 

restrict capacity at 166 percent of present levels by 2011; at 230 percent by 2013; and at 300 percent by 2016. 

Research and development supports operational implementation by 2025. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 3 – Address environmental issues associated with capacity enhancements.

• FAA Performance Target 2 – Improve aviation fuel efficiency by another 1 percent over the FY 2008 

level (for a total of 7 percent) through FY 2009, and 1 percent each subsequent year through FY 2013 to 11 

percent, as measured by a three-year moving average of the fuel burned per revenue mile flown, from the 

three-year average for calendar years 2000-2002.

Relationship to Performance Target 

The focus of this R&D program is to identify solutions that mitigate environmental risks while supporting the target 

of three times capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future.

• SMP Objective #4.5 – Optimize NextGen/OEP portfolio. 

Program Plans FY 2010 – Performance Output Goals 

• Applied Research on the Methodologies and Metrics to Assess Health and Climate Change Impacts. 

• Applied research on measurement methodologies and metrics to determine how aviation generated particulate 

matter and hazardous air pollutants impact health, visibility, and global climate. 

• Expanded EMS outreach program: Outreach program is initiated to encourage an EMS approach to NextGen 

environmental performance. 

• Framework Refinements: Identify refinements to EMS framework based on lessons learned from adoption of 

EMS by initial organizations. 

• Decision Support Tools: Continue efforts to develop decision support tools for future advanced EMSs that can 

dynamically manage NAS environmental performance. 

• Define existing and planned environmental mitigation methods to counter NAS constraints (today and for 

NexGen). 

• Analyze environmental impacts on NAS of new aircraft types (e.g., aircraft featuring CLEEN technologies, 

VLJ, UAV) and assess approaches to optimize system environmental performance. 

• Analyze the environmental impacts of alternative fuels on NAS and assess approaches to optimize system 

environmental performance. 

Program Plans FY 2011-2014 – Performance Output Goals 

2011: 

• Refined and Expanded EMS Framework: An EMS approach to achieve NextGen environmental protection 

goals is available to all aviation organizations in the US. Further improvements to the EMS framework 

continue for subsequent applications. 

• Refined NextGen environmental protection goals: NextGen environmental protection goals and targets are 

informed and refined with improved scientific understanding, enhanced metrics, and advanced aviation 

noise and emissions modeling capabilities. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

• Applied Research on Noise, Emissions, and Performance Trade-offs for N+1 Aircraft: Applied research to 

understand the realizable benefits and tradeoffs in the noise, emissions, and performance (fuel burn and 

take-off and landing field length) "corners of the design space" for the next generation (N+1) conventional 

subsonic aircraft. 

• Decision Support Tools: First generation decision support tools for future advanced EMSs are developed 

and allow selection of the optimum environmental performance characteristics, including informed 

decisions on any necessary trade-offs 

• Define existing and planned environmental mitigation methods to counter NAS constraints (today and for 

NexGen). 

• Analyze environmental impacts on NAS of new aircraft types (e.g., aircraft featuring CLEEN technologies, 

VLJ, UAV) and assess approaches to optimize system environmental performance. 

• Analyze the environmental impacts of alternative fuels on NAS and assess approaches to optimize system 

environmental performance (Advanced Noise and Emission Reduction). 

• Conduct significant exploration and demonstration of environmental control algorithms for surface 

(taxi/ramp) area operational procedure to reduce emissions. 

• Conduct significant exploration and demonstration of environmental control algorithms for terminal area 

operational. 

2012: 

• Applied Research on the Policy and Procedures to Reduce Aviation Environmental Impact: Applied 

research of potential policies and procedures for aircraft surface movement, arrival and departure, and en 

route procedures specifically designed to reduce noise and air quality impacts, and fuel burn. 

• Environmental Impact Modeling and Assessment: Initial environmental impact modeling and assessment 

using first generation integrated environmental models to inform decisions on tradeoffs. 

• Analyze the benefits of integration of CLEEN mitigation technologies with NAS infrastructure. 

• Analyze the benefits of integration of Alternative Fuels with NAS infrastructure. 

• Initiate development of guidance for NAS adaptations do realize full benefits of CLEEN technologies and 

alternative fuels. 

• Define standards, policy and procedures for environmental control logic for use in automated systems for 

surface and arrival operations. 

2013: 

• Environmental Impact Management Capability: Development of a capability to dynamically manage 

environmental impacts while addressing the needs of the National Airspace System (NAS) (including 

metrics, performance goals, and operational controls for automated systems). 

• Initiate Applied Research on Noise and Emissions Analysis Tools: Initiate applied research on noise and 

emissions analysis tools for all classes of air vehicles to provide a higher-fidelity capability to data-driven 

decision-making environmental management system tool suites. 

• Applied Research on Environmental Metrics for New and Alternative Vehicle Classes: Applied research 

on environmental impact metrics for new and alternative vehicle classes, including but not limited to 

rotorcraft to support definition of environmental metrics for new vehicles. 

• Conduct significant demonstration of CLEEN mitigation technologies and NAS infrastructure integration. 

• Conduct significant demonstration alternative fuels and NAS infrastructure integration. 

• Define standards, policy and procedures for environmental control logic for use in automated systems for 

en route (Oceanic) operations 

2014: 

• R&D for Improved Environmental Performance: R&D to advance science, technologies, fuels, operational 

procedures, and policies 

• Applied Research on Noise and Emissions Relationship Science and Models: Applied research identifying 

the relationship between noise and various emissions to inform the implementation of next generation 

environmental analysis tools to support environmental management systems (EMS) and policy decisions. 

• Refined Decision Support Tools: First generation decision support tools for future advanced EMSs are 

refined 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

• CLEEN/Alternate fuels and NAS impacts analysis. 

• Continued demonstration analysis of CLEEN and Alternative Fuels for NAS integration. 

• Define standards, policy and procedures for alternative fuel integration into the NAS. 

• Assess the potential environmental benefits of improved efficiency coupling of separate automated system 

for surface, en route and arrivals/departures. 

• Continue Operational procedure exploration and control algorithm development. 

E, WAKE TURBULENCE RE-CATEGORIZATION, G6M.02-02 

Program Description 

This research and development program focuses on satisfying future growth. The last full review of wake 

separation standards used by air traffic control occurred nearly 20 years ago in the early 1990’s. Since then, air 

carrier operations and fleet mix have changed dramatically, airport runway complexes have changed and new 

aircraft designs (A-380, very light jets, unmanned aircraft systems) have been introduced into the NAS. The 20 year 

old wake separation standards still provide safe separation of aircraft from each other's wakes but no longer provide 

the most capacity efficient spacing and sequencing of aircraft in approach and en-route operations. This loss of 

efficient spacing is adding to the gap between demand and the capacity the NAS can provide. 

This project is part of a joint EUROCONTROL and FAA project to review the current wake mitigation required 

aircraft separations used in both the USA’s and Europe’s air traffic control processes and determine if the current 

standards can be safely modified to increase the operational capacity of airports and airspace that will have heavy 

operational demand in the NextGen era. Recently work was done to accommodate the A380 class of aircraft and 

work continues to address introduction of other large aircraft into the NAS. This project builds on that joint work 

and will accomplish a more general review to include regional jets, Unmanned Aerial Vehicles (UAV’s), microjets, 

etc. The work is phased, starting with optimizing the present “1990’s” standards to reflect the change in fleet mix 

that has occurred over the last 20 years. By the end of 2010, the project will have a set of recommendations for 

international review that focuses on changes to the present static wake separation standards. To accomplish this, the 

project will develop enhanced analysis tools to link observed wake behavior to standards, determine safety risk 

associated with potential new standards relative to existing standards; simulate and validate new separation 

standards; integrate the work being accomplished by EUROCONTROL; and conduct analyses to link wake transport 

and demise characteristics to aircraft flight and surrounding weather parameters. 

The next phase of this project will develop by 2014, sets of separation standards whose application would depend on 

flight conditions and aircraft performance; resulting in being able to get more aircraft into and out of airports and 

through the same volume of airspace. By 2020, the final phase of the project will have developed the aircraft and 

ground based capabilities required to achieve the NextGen concept of safe, efficient dynamic pair-wise wake 

turbulence separation of aircraft. The dynamic pair-wise separation capability will allow the densest feasible safe 

separation of aircraft in a given airspace. 

 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity of 103,068 arrivals and 

departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

This project 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. Rebalancing the wake turbulence 

separation standards to address today’s mix of aircraft utilizing the nation’s OEP airports is expected to yield more 

arrival and departure slots per airport. This will directly increase the average daily airport arrival and departure 

capacity. 

 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Strategic Management Process (SMP) and Objective 

• SMP Pathway #3 – Increase capacity where needed. 

• SMP Objective #3.4 – Refine Separation Standards. 

Program Plans FY 2010 – Performance Output Goals 

• Deliver a set of wake mitigation separation standard recommendations for international review and approval. 

Program Plans FY 2010-2014 Performance Output Goals 

• 2011 – Determine optimal set of aircraft flight characteristics and weather parameters for use in setting wake 

separation minimums. 

• 2013 – Begin international coordination of Air Navigation Service Provider wake separation standards that 

better utilize aircraft flight characteristics and information concerning surrounding weather conditions. 

• 2014 – Complete international coordination of Air Navigation Service Provider wake separation standards that 

better utilize aircraft flight characteristics and information concerning surrounding weather conditions. 

 

F, SYSTEMS SAFETY MANAGEMENT TRANSFORMATION, G7M.02-01 

Program Description 

This program provides research leading to a comprehensive and proactive approach to aviation safety in conjunction 

with implementation of NextGen capacity and efficiency capabilities. The implementation of these capabilities will 

require changes in the process of safety management, the definition and implementation of risk management 

systems, and management of the overall transformation process to ensure that safety is not only maintained but 

improved. A core foundation of the system safety transformation is the introduction of system-wide access and 

sharing of aviation safety data and analysis tools within the aviation community, providing safety resources that are 

integrated with operations of aviation industry stakeholders. Capabilities to merge and analyze diverse sets of 

aviation information will be provided to expose and track precursors to incidents/accidents, allowing safety analysts 

within the FAA and aviation industry to understand emerging risks before they become potential safety issues. This 

research also enables safety assessments of proposed NextGen concepts, algorithms, and technologies and provides 

system knowledge to understand economic (including implementation) and 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 understand what is required 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 overall systematic, 

cooperative and risk-based approaches to safety and safety oversight will be prototyped. Mechanisms to 

operationally monitor safety operations and changes (primarily NextGen related) will be introduced to more 

efficiently understand the safety impacts of the operational air transportation system. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety. 

• FAA Objective 1 – Reduce commercial air carrier fatalities.

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by FY 

2025.

Relationship to Performance Targets 

The planned significant growth and complexity in the air transportation system requires a fundamental change in the 

way the air transportation community manages safety. Introduction of system safety management transformation 

research provides a shared, proactive approach to cooperatively identifying, assessing and mitigating risk that make 

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. This effort develops prototype systems, functioning models, safety tools, sharing 

 36 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

environments and safety management analyses that are integrated with the on-going safety efforts within the FAA 

and air transportation stakeholders at home and abroad. The results will be shared and integrated with the aviation 

community to reduce the cost and increase the effectiveness of deploying NextGen capabilities within their internal 

organizations. On-going efforts will monitor impacts of changes within the air transportation system and ensure 

that, once implemented, NextGen technologies continue to provide the operational benefits that they were intended 

to provide within the aviation industry. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future

• SMP Objective #4.3 – Deliver the NextGen/OEP Commitments

Program Plans FY 2010 – Performance Output Goals 

Aviation Safety Information Analysis and Sharing (ASIAS) 

• Begin implementing enhanced ASIAS, including the selected support architecture and requirements for 

information security, near real-time operations, and new and expanded participants. 

• Begin making analytical text mining tools available for stakeholder use at the local level. 

• Execute recommendations from the FY 2009 data quality assessment and mitigation analysis across all primary 

data sources of ASIAS. 

• Introduce support for remaining maintenance Aviation Safety Action Programs (ASAPs), and original 

equipment manufacturers (OEMs) as necessary to reach threshold by 2011. Evolve to more comprehensive tool 

suite for maintenance ASAP programs that support integration with OEM and Flight Operational Quality 

Assurance (FOQA) archive data and tools. 

• Integration of initial limited set of data from JPDO participating agencies into ASIAS, using suitable data 

protection policies and procedures. 

System Safety Assessment (SSA) 

• Extended Baseline risk assessment process to incorporate human performance and infrastructure assessment 

modules, including airport surface and terminal area airspace specific data. Baseline comparison report (from 

FY 2009) provided. 

• Extended safety performance assessments for mid-term concepts (2018) NextGen implementation program in 

addition to long-term NextGen plan. 

• Extended application of FY 2009 concept demonstration of the integrated assessment process to include 

demonstration program data collection, risk baseline comparison using demonstration results, translation to 

national system impact assessment for mid-term concept NextGen enhancements. 

• Validation test on human performance and safety operating characteristic measures as evaluation tools and realtime trend indicators. 

Safety Management Systems (SMS) 

• Detailed Implementation and Action Plan for OEM and SMS. 

• Codified results of FY 2009 analysis into standard operating procedures (SOPs) for carrier and OEM. 

Safety Risk Management (SRM) 

• Promote guidance on taxonomy, analytical methods and integrated evaluation applications that ensure that 

consistent risk assessment processes are employed throughout AVS. Conduct Test Case demonstration for 

airports, system management, infrastructure, human performance, and aircraft performance. 

• Integrated assessment of NextGen performance against 2009 baseline, with explicit impacts of system 

performance elements in other transformation areas (environment, cost and capacity) on safety.) 

Operational Safety Assessment (OSA) 

• Develop Operational Services and Environment Description (OSED) for NextGen that will characterize the 

high-level safety implications of the proposed capabilities and operational improvements. 

 37 
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Fiscal Years 2010-2014 Activity 1 

Program Plans FY 2011-2014 – Performance Output Goals 

• Develop proof of concept for NextGen Safety Management System including a prototype to implement on a 

trial basis with selected participants that involve a cross-section of air service providers. 

• Validate the Net Enabled Operations (NEO) proof-of-concept architecture for the sharing of aviation 

information among JPDO member agencies, participants and stakeholders. 

• Complete the ASIAS pre-implementation activities, including concept definition, with other JPDO member 

agencies, participants and stakeholders. 

• Demonstrate a National Level System Safety Assessment working prototype that will proactively identify 

emerging risk across the NextGen. 

G, OPERATIONAL ASSESSMENTS, G7M.02-02 

Program Description 

The transition to NextGen requires NAS operational assessments to ensure that safety, environmental, and system 

performance considerations are addressed throughout the integration and implementation of NextGen. Such 

assessments are particularly important as the NextGen program evaluates current airspace design and develops new 

procedures to be implemented within the NAS. This project will continue to conduct system safety assessments, 

environmental-specific assessments, system performance evaluations, and risk management activities. This research 

will include initial NAS-wide assessment of methods to mitigate NextGen environmental impacts and developing 

cost-beneficial options to support decision making. This research will also continue to explore integration of 

advanced performance assessment capability with NAS models for other NextGen programs. This project will 

contribute to system safety enhancements across the NAS, reducing aircraft emissions and noise, and improving 

capacity, efficiency, and delay reduction. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 3 – Address environmental issues associated with capacity enhancements.

• FAA Performance Target 2 – Improve aviation fuel efficiency by another 1 percent over the FY 2008 

level (for a total of 7 percent) through FY 2009, and 1 percent each subsequent year through FY 2013 to 11 

percent, as measured by a three-year moving average of the fuel burned per revenue mile flown, from the 

three-year average for calendar years 2000-2002.

Relationship to Performance Target 

The program supports the transition to NextGen by providing comprehensive assessment of its environmental, 

safety, and operational performance impacts and by developing mitigation options and providing guidance on safe 

and environmentally effective and cost-beneficial solutions to reduce the system constraints that might otherwise 

hinder capacity increases. By 2016, this program element will enhance assessment capability and will help evaluate 

the local, regional and NAS-wide performance, safety and environmental impacts of NextGen and the benefits of 

impact mitigation options. This work needs to begin now, so solutions can be developed and system constraints 

addressed before they become a limiting factor in implementing NextGen. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.5 – Optimize NextGen/OEP portfolio. 

 

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Fiscal Years 2010-2014 Activity 1 

Program Plan FY 2010 – Performance Output Goals 

• Enhance the regional scale analysis capability of Aviation Environmental Design Tool (AEDT). 

• Assess and integrate the local-regional-NAS-wide analysis capability of AEDT and develop plans for further 

enhancements. 

• Enhance the regional scale analysis capability of Aviation Portfolio Management Tool (APMT). 

• Assess and integrate the local-regional-NAS-wide analysis capability of APMT and develop plans for further 

enhancements. 

• Develop options to integrate environmental assessment capability with NextGen NAS models. 

• Develop NextGen NAS wide environmental mitigation and cost-beneficial options for decision support. 

• Enhance Safety Model to support NextGen Operational Assessments. 

• Enhance Operational Performance Model to support NextGen Operational Assessments. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Develop, evaluate and implement further enhancements for the NextGen local-regional-NAS wide scale 

analysis capability in the AEDT. 

• Develop, evaluate and implement further enhancements for the NextGen local-regional-NAS wide scale 

analysis capability in the APMT. 

• Continue NAS-wide NextGen operational assessments. 

• Continually identify potential further improvements in NextGen operational assessments. 

• Continue exploration of options to integrate environmental assessment capability with NextGen NAS models. 

• Continue initial assessment of NextGen NAS wide environmental mitigation and cost-beneficial options for 

decision support. 

1A09, Next Generation Air Transportation System (NextGen) – Trajectory Based 

Operations (TBO) 

FY 2010 Request $63.5M 

• A, Separation Mgmt – Modern Procedures, G1A.01-01 

• B, Separation Mgmt – High Altitude, G1A.01-02 

• C, Trajectory Mgmt – En Route, G1A.02-01 

• D, Trajectory Mgmt – Oceanic Tactical Trajectory Mgmt, G1A.02-02 

• E, Trajectory Mgmt – Conflict Advisories, G1A.02-03 

• F, Capacity Management – NextGen DME, G1N.01-01 

A, SEPARATION MGMT – MODERN PROCEDURES (SEPARATION AUTOMATION 

ENHANCEMENTS), G1A.01-01 

Program Description 

This project will perform pre-implementation activities necessary to transition Separation Management automation 

enhancements to implementation. The Separation Management automation enhancements to be addressed include 

concepts and technologies initially developed by research organizations such as MITRE/CAASD and NASA, as 

well as performance enhancements to existing Separation Management automation functions identified through the 

development, deployment, and operational use of ERAM and predecessor systems such as URET and the Host 

Computer System (HCS). 

Pre-implementation activities to be performed by this project include: 

• Operational Risk reduction 

o Concept validation and documentation 

o Prototype demonstration 

• Technical Risk Reduction 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

o Technology Transfer from research organizations 

o Pre-production prototyping of key technical components 

o Test and evaluation of candidate automation enhancements 

• Acquisition artifact development 

o Documentation of system development requirements 

o Implementation cost estimates 

o Benefits estimation 

Separation Management automation is defined to include all ATC automation capabilities that assist controllers in 

maintaining safe aircraft separation while optimizing use of airspace system capacity. Categories of Separation 

Management automation enhancements to be addressed include: 

• Radar Controller Position automation capabilities: 

o Conflict Alert tactical safety alert (existing) 

o Flight data display and data entry capabilities (existing) 

o Strategic Conflict Detection (new on R-Side) 

o Conflict Resolution assistance (new on R-side) 

• Data Controller Position automation capabilities: 

o Flight data display and data entry capabilities (existing) 

o Strategic Conflict Detection (existing) 

o Automated Conflict Resolution (currently manual on D-side) 

• Technical performance and accuracy enhancements: 

o Aircraft trajectory modeling 

o Conflict prediction (tactical and strategic) 

o Use of aircraft Performance-Based Navigation (PBN) data 

This project will apply pre-implementation processes to define, validate and transition to implementation the aboveidentified R-Side and D-side controller capabilities and technology enhancements. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Enhancements to ATC automation will allow controllers to make fuller use of available airspace, TBO requires this 

capability to increase airspace capacity and provide more efficient routes and altitudes to accommodate demand. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

Program Plan FY 2010 – Performance Output Goals 

• Develop the material to support Final Investment Decision for the ERAM Post Release 3 Baseline in FY2010. 

This material may include: 

• Requirements, 

• Business Case, 

• Alternatives Analysis, 

• Safety Case, and 

• Enterprise Architecture Artifacts. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plan FY 2011-2014-Performance Output Goals 

• Initiate the work to necessary to define the ERAM Post Release 3 Baseline. Candidate functional areas include: 

• Radar Controller Position automation capabilities, 

• Data Controller Position automation capabilities, and 

• Technical performance and accuracy enhancements. 

• The work may include the development of artifacts necessary to mitigate risk and transition to solution 

implementation. Specific products include: 

• Concepts of Operations and Concepts of Use, 

• Prototypes, 

• Analyses, 

• White Papers and Studies, 

• Human-in-the-Loop Studies, 

• Demonstrations, 

• Enterprise Architecture Artifacts, and 

• Acquisition Management System Artifacts. 

B, SEPARATION MANAGEMENT – HIGH ALTITUDE, G1A.01-02 

Program Description 

With the implementation of TBO, high altitude air traffic controllers will not require the same level of knowledge of 

specific local airspace procedures as is the case with today’s geographically-based environment. This activity will 

determine what local knowledge and information display (“cognitive support”) is needed for air traffic controllers to 

provide air navigation services in a high-altitude airspace domain. 

Currently, controllers are certified on operational positions only after demonstrating extensive local knowledge, such 

as the structured route system, surrounding sector configurations, and policies and procedures that may not have 

NAS-wide applicability. This time-consuming and expensive process requires 3 to 5 years before an en route 

controller is certified to work a sector under general supervision. 

The product of this activity is an air traffic control workstation that displays information needed for an air traffic 

controller to deliver air navigation services in high altitude sectors using standard operating procedures that are 

applicable across the NAS. The FAA will be able to staff those sectors with air traffic controllers who can be 

certified on those positions rapidly. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

This program element will develop the tools needed to increase capacity in high altitude airspace through increased 

air traffic controller efficiency (e.g. able to control a greater number of aircraft) to meet forecast traffic demand. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

 Program Plan FY 2010 – Performance Output Goals 

• Display Information Requirements and Decision Support Tool Requirements for Phase I of High Altitude 

Airspace Specialty. 

• Prototype and evaluate display change requirements and Decision Support Tools for early transition to support 

Phase I of High Altitude Airspace Specialty. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Development of Phase I High Altitude Airspace Displays and Decision Support Tools. 

• Human in the loop simulations of advanced high altitude concepts (e.g., flexible airspace management) to assess 

operational feasibility. 

• Requirements development to support implementation of advanced concepts in High Altitude Airspace. 

• Airspace Analysis and Design to support advanced concepts in High Altitude Airspace. 

C, TRAJECTORY MGMT – EN ROUTE (POINT-IN-SPACE METERING), G1A.02-01 

Program Description 

Traffic Management Advisor (TMA) is a vital part of the NAS and enhances air traffic operations, by reducing 

delays and increasing efficiency of airline operations. Current TMA functionality, known as TMA – Segment I, is 

in daily use throughout the NAS. Sustaining the existing TMA system beyond April 2009 is necessary to encourage 

continued use of TMA data by the airlines. Expediting Enhancement of the existing TMA to create Time Based 

Flow Management (TBFM) – Segment II (TMA with mid-term NextGen enhancements), is necessary to support the 

end-state portfolio of NextGen enhancements, known as Integrated Enterprise Solution (IES) – Segment III. 

Each of the Segments, which will be implemented simultaneously, contributes to the achievement of the following 

NextGen Operational Improvements and Decision Points within the NAS Enterprise Architecture; 

• Point in Space Metering, 

• Time-Based Metering using RNAV and RNP Route Assignments, 

• TBFM Final Investment Decision, 

• TBFM/IES initial investment decision, and 

• TBFM/IES final investment decision. 

Segment I 

The current contract expired October 2008, but a six month extension was negotiated to extend work until April 

2009. A bridge contract will be implemented to support Segment I (TMA Legacy System development). The 

bridge contract will ensure uninterrupted sustainment of operational TMA with agreed upon near-term 

enhancements, and hardware/operating system re-architecture to replace end-of-life servers and workstations during 

the transition from ATO-E to ATO-R. The bridge contract will begin April 2009 and the period of performance is 

anticipated to be no longer than one year or until the TBFM contract is awarded. 

Segment II 

The TBFM contract will address TMA’s performance gap and mitigate the risk of not providing NextGen TBO 

capabilities on time. The TBFM Program Office intends to expedite Segment II and request tailoring, of the 

acquisition process to achieve a combined Initial and Final Investment Decision (FID) in September 2009. 

This new contract will develop the NextGen midterm and operational initiatives in FY 2010 – this will be Segment 

II. The TBFM program will use the enhanced TMA system to apply time based metering through-out the En-Route 

environment. It will also support further concept engineering on Integrated Metering and Dynamic Metering 

through this time frame. TBFM will satisfy the Operational Improvement (OI) “Point in Space Metering” with the 

further implementation of Coupled Scheduling followed by the incremental concept engineering development of the 

Integrated Metering and Dynamic metering initiatives. Coupled Scheduling expands the TMA capability by adding 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

an additional scheduling point along the route of flight. This will push the arrival delay farther into the En-Route 

flow – therefore providing better fuel burn and predictability along the route of flight. 

Segment III 

The final segment of integration focuses on investment and engineering activities that support the more advanced 

NextGen Portfolio Management of enhancements and Operational Initiatives (OI). Segment II Concept and 

Engineering results will be mature enough to be considered for implementation in this phase. Any concepts that 

cannot be implemented in the timeframe April 2014-April 2018, will be deferred for later development. Segment III 

will examine the integration of the TMA functionality into systems such as TFMS and/or ERAM. This will further 

support the NextGen goal of common trajectories and common platforms. 

Trajectory Management En Route will provide complete time based metering solutions across all flight phases to 

include pre-departure through post-arrival for the NAS. Point in space metering is a key capability that is part of the 

FAA's effort to achieve the NextGen. This program supports the beginning steps such as developing functional and 

technical requirements, planning spiral development, and determining cross-platform interfaces that are needed to 

lead up to the implementation of point in space metering. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Trajectory Management En Route will provide complete time based metering solutions across all flight phases to 

include pre-departure through post-arrival for the NAS. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway # 4 – Ensure Viable Future. 

• SMP Objective #4.1 – Assure a sustainable and affordable air transportation system for the future. 

Program Plan FY 2010 – Performance Output Goals 

• In accordance with the Enterprise Architecture (EA), this program will complete those pre-implementation 

activities to include: concept engineering, maturity and integration assessment and final investment analysis for 

integration of advanced traffic management initiatives into the NAS. Specifically, the program will: 

• Perform concept development activities, 

• Develop and analyze operational implications through simulations and human in the loop exercises, and 

• Develop and evaluate demonstration/prototype capability. 

• Advance the design and development of integrated metering functions by extending the coupled scheduling 

capability to allow static en route meter points (MP) to be connected to (1) other en route MPs and to (2) En 

Route Departure Capability (EDC) MPs. This enables ARTCCs to conduct time-based metering at longer 

distances from the arrival airport and in en route airspace. 

• Initiating the design and development of configurable en route MPs which will allow ARTCCs better manage 

traffic flows in response to changing weather conditions or routing programs by: 

 (1) Advancing the design and development of pre-adapted selectable MPs. Pre-adapted selectable MPs 

allow ARTCCs to activate MPs at pre-defined locations in en route airspace when an operational need to 

meter arises; and 

 (2) Advancing concept engineering on dynamic MPs. Dynamic MPs allow ARTCCs to create en route 

MPs at any location in en route airspace where an operational need to meter arises. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plan FY 2011-2014-Performance Output Goals 

• Begin development of integrated metering functions and prototype the pre-adapted selectable MPs. 

• Demonstrate integrated metering functions and begin software design of pre-adaptable meter points. 

• Begin demonstration of pre-adaptable meter point. 

D, TRAJECTORY MGMT – OCEANIC TACTICAL TRAJECTORY MGMT, G1A.02-02 

Program Description 

The Oceanic Tactical Trajectory Management program is a critical NextGen capability that addresses current 

performance gaps in the areas of capacity, productivity, efficiency, safety, and environmental impacts in the oceanic 

environment. 

FY 2009 will be used to address the three initial Oceanic TBO initiatives: Automatic Dependent Surveillance (ADS) 

In-Trail Procedures (ITP), web-enabled Collaborative Trajectory Planning (CTP) and Four Dimensional Oceanic 

Trajectory Management (4D-OTM). 

Based on the results of the FY 2009 work, FY 2010 will be used to expand these initiatives to other geographical 

areas, perform operational trials, further refine longer-term objectives, include new initiatives to investigate 

separation assurance systems using Automatic Dependent Surveillance (ADS) technology, and begin concept 

development activities for Oceanic Airspace Management. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Increased Capacity/Efficiency: Aircraft will fly more efficient, user-preferred routes. Increased system precision 

and enhanced automation support the more efficient use of flight levels so that aircraft can more closely fly routes 

that maximize the airlines’ goals for fuel efficiency, aircraft operations, and schedule. Reduced separation standards 

for aircraft that provide 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 rerouted or delayed to avoid 

them. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

Program Plans FY 2010 – Performance Output Goals 

• ADS-C ITP Operational trials. 

• Pre-Departure OTM-4D Requirements Development. 

• In-Flight OTM-4D Prototype Definition. 

• Web-Enabled CTP Enhancement. 

• Oceanic Airspace Management Concept Development. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plans FY 2011-2014 – Performance Output Goals 

• ADS-C ITP 

– Expand Operational trials 

– Petition ICAO for adoption of ADS-C ITP procedures 

• Pre-Departure OTM-4D 

– De-confliction engineering analysis 

– Develop Prototype Requirements 

– Conduct Operational trials 

• In-Flight OTM-4D 

– Develop operational prototype 

– Conduct human-in-the-loop simulation 

– Conduct operational trials 

• Web Enabled CTP 

– Performance evaluation 

– Enhance Web Enabled CTP tool capability 

– Integrate with OTM-4D 

• Oceanic Airspace Management 

– Develop operational concepts for airspace structure 

– Conduct CNS and automation analysis 

– Develop prototype requirements 

E, TRAJECTORY MGMT – CONFLICT ADVISORIES, G1A.02-03 

Program Description 

This project provides the analysis, development and pre-implementation activities required to ease en route 

controller workload and eliminate controller tasks associated with determining conflict resolutions. It implements 

conflict resolution advisories, first over voice and data communications, and ultimately over 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 directly connect via 

air-ground data communications to the flight management system, facilitating electronic data communications 

between the 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 transmit the solution via voice initially, and then via data link. This level of automation support helps 

manage controller workload as a means of safely dealing with the predicted increases in traffic volume. This 

program will prototype earlier and easier resolutions capabilities (such as pre-probed altitude and speed 

amendments) that can be transferred verbally by controllers and evaluate the impact these have on the ComputerHuman Interface (CHI) design and system performance and conduct research into more complex issues for future 

implementation such as vector advisories as well as the role of the human versus automation in voice clearance, 

mixed voice and data communications environments, and data communications only. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

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. 

 45 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

 Program Plan FY 2010 – Performance Output Goals 

• Prototype earlier and easier resolutions capabilities (such as pre-probed altitude and speed amendments) that 

can be transferred verbally by controllers. 

• Evaluate the impact that simple conflict resolution advisories have on the Computer-Human Interface (CHI) 

design and system performance including controller performance. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Conduct research into more complex issues for future implementation such as vector advisories as well as the 

role of the human versus automation in voice clearance, mixed voice and data communications environments, 

and data communications only. 

• Prototyping and development of display and functional changes to support conflict resolution over voice and 

data link. 

F, CAPACITY MANAGEMENT – NEXTGEN DME, G1N.01-01 

Program Description 

This is a national program to provide the necessary equipment enhancements, relocations, and replacements to 

ensure that Distance Measuring Equipment (DME) facilities are able to sustain the NAS in accordance with the 

FAA’s NextGen Implementation Plan - 2008. DMEs will be procured to support DME-DME RNAV/RNP en route 

operations (Q and T routes) in order to partially or fully divest the VOR network in accordance with the NAS 

Enterprise Architecture. This divestment is in support of the transition to the satellite based navigation system. 

Additionally, DMEs will be procured for use with an Instrument Landing System (ILS), to improve the transition 

onto an ILS final approach and to provide a guided missed approach by the use of RNAV/RNP based Standard 

Instrument Departures (SIDs) and Standard Terminal Approach Routes (STARs).

This program provides a pathway for the development of the NextGen DME network to support the RNP/RNAV 

concept and roadmap while reducing and replacing high cost facilities and at the same time increasing the 

availability/accuracy of positioning/navigation capability to the NAS users. In accordance with the NAS Enterprise 

Architecture scenarios, the VOR network is to be drawn down to a yet to be determined number of systems. 

Concepts and criteria are being developed to determine which VORs to retain and which to divest. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

The DME-DME network is a key element of RNAV/RNP. Advisory Circular 90-100A requires participating 

aircraft to be equipped with Global Navigation Satellite System (GNSS) or Distance Measuring Equipment 

(DME)/DME/inertial positioning capability, a suitable RNAV system, and to comply with the published operational 

guidance. Both RNAV and RNP will enable more efficient aircraft trajectories and combined with airspace 

changes, increase airspace efficiency and capacity Traditional airways are based on a system of routes that connect 

ground-based navigational aids (NAVAIDS). These routes require significant separation buffers. The constraint of 

flying from one navigational aid to another generally increases user distance and time in flight. It can also create 

choke points and limit access to NAS resources. Today, terminal operations are constrained by ground-based arrival 

 46 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

trategic Management Process (SMP) Pathway and Objective 

commitments.

rogram Plan FY 2010 – Performance Output Goals 

) for approximately 3 DMEs in support of RNP. 

rogram Plan FY 2011-2014 – Performance Output Goals 

 per year for a total of approximately 143 DMEs. 

A10, Next Generation Air Transportation System (NextGen) – Reduce Weather Impact 

and departure procedures and airspace design. This limits terminal ingress/egress and access to and from the 

overhead streams. Additionally, terminal operations are constrained by terrain, environmental 

requirements/restrictions, special use airspace, and adjacent airport traffic flows. 

RNAV and RNP will permit the flexibility of point-to-point operations and allow for the development of routes (Q 

and T), procedures, and approaches that are more safe, efficient and free from the above constraints and 

inefficiencies. These procedures will include the ability to implement curved path procedures that can address 

terrain, and noise-sensitive and/or special-use airspace. Terminal and en route procedures will be designed for more 

efficient spacing and will address complex operations thus increasing capacity. 

The high power DME will increase the service volume by 80 miles and is capable of handling over 150 additional 

aircraft simultaneously when compared to the Low Power DME, and High Power Distance Measuring Equipment 

(HPDME) provides: 

• Improved efficiency 

• Increased access and capacity 

• Reduced fuel-burn and engine emissions 

S

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP 

P

• Procure 23 DME systems. 

• Service Available (Establish

P

• Procure 30 systems per year for a total of 120 systems. 

• Service Available (Establish) for approximately 40 DMEs

1

FY 2010 Request $35.6M 

• A, Weather Observation Improvements, G4W.02-01 

A, RWI – WEATHER OBSERVATION IMPROVEMENTS, G4W.02-01 

rogram Description 

I) is a planning and development portfolio to ensure NextGen operational weather 

 consistent and effective weather observation sensor network will be a cornerstone to improved NextGen weather 

• B, Weather Forecast Improvements, G4W.03-01 

P

Reduce Weather Impact (RW

capabilities utilize a broad range of weather improvements and technologies to mitigate the effects of weather in 

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, rightsizing 

the observations network, transition of weather research to operations, development of weather impact metrics, 

development of weather decision support tools, integration of weather information into operations, weather 

processor architecture redesign and restructuring and the transition planning for legacy systems. RWI will conduct 

planning, prototyping, demonstrations, engineering evaluation and investment readiness activities leading to an 

implementation of operational capabilities throughout NextGen near, mid and far term. 

A

capabilities. RWI weather observation improvements 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 

 47 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

eather plays a significant role in all NAS operations. RWI is one of several complementary and interrelated 

elationship of Program to FAA Strategic Goal, Objective, and Performance Target 

 projected demand and reduce congestion. 

5 OEP airports of 

elationship to Performance Target 

weather observations and forecasts and tailors weather data for 

trategic Management Process (SMP) Pathway and Objective 

stem that meets customers’ operational needs.

rogram Plans FY 2010 – Performance Output Goals 

 critical performance and cost issues 

rogram Plans FY 2011-2014 – Performance Output Goals 

 networks 

ystem Implementation Schedules 

sensor densities and performance, redundancies, or inconsistencies impact aviation operations. One example of 

tasks to be performed is evaluation of concepts for replacement of current weather radar with a single integrated 

radar technology or other new sensors. 

W

weather investments that leverage each other to build integrated capabilities for the future. RWI will address 

improvements in weather observation quality and forecast integration into user decision support tools. Advanced 

weather forecast research is conducted under the Aviation Weather Research Program (AWRP), and RWI will 

transition these AWRP efforts for operational use. The NextGen Network-Enabled Weather (NNEW) 

transformational program will provide universal common access to weather information through the 4D Weather 

Data Cube. Weather Technology in the Cockpit Program (WTIC) research efforts will work to develop weather 

improvements suitable for in-flight operational use. Collectively the effect of the NextGen portfolio will result in 

weather no longer being just a stand-alone display, requiring cognitive interpretation and impact assessment, with 

limited ability to significantly impact delays; instead, weather information is being designed to integrate with, and 

support NextGen decision-oriented automation capabilities and human decision-making processes. 

R

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 3

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

R

Reduce Weather Impact provides improved 

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 

usable airspace 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. 

S

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver a future air traffic sy

P

• NextGen Weather Transition Plan for Sensors 

• Radar pre-prototype element analysis to resolve

P

• Evaluate ground-based and airborne sensors and observing

• Initiate development of space weather capabilities plan. 

S

Reduce Weather Impact (RWI)

First site IOC: September 2013-- Last site IOC: September 2015 RWI

2010 2015 2020

 48 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

B, RWI – WEATHER FORECAST IMPROVEMENTS, G4W.03-01 

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 

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, rightsizing 

the observations network, transition of weather research to operations, development of weather impact metrics, 

development of weather decision support tools, integration of weather information into operations, weather 

processor architecture redesign and restructuring and the transition planning for legacy systems. RWI will conduct 

planning, prototyping, demonstrations, engineering evaluation and investment readiness activities leading to an 

implementation of operational capabilities throughout NextGen near, mid and far terms. 

The second element, RWI weather forecast improvements, addresses the need to enable better weather decision 

making and use of weather information in the transformed NAS. This includes: 1) integrating weather information 

tailored for decision support tools and systems into NextGen operations, 2) implementing improved forecasts by 

transitioning advanced forecast capabilities from aviation weather research, 3) developing and using metrics to 

evaluate the effectiveness of weather improvements in the NAS, 4) developing probabilistic forecasts which can be 

effectively used in air traffic and traffic flow management, 5) determining most effective solution for a processor 

architecture to support these capabilities. RWI will propose recommendations for near, mid and far time frames 

which will include a recommendation for transition of FAA legacy systems. 

Weather plays a significant role in all NAS operations. RWI is one of several complementary and interrelated 

weather investments that leverage each other to build integrated capabilities for the future. RWI will address 

improvements in weather observation quality and forecast integration into user decision support tools. Advanced 

weather forecast research is conducted under the Aviation Weather Research Program (AWRP), and RWI will 

transition these AWRP efforts for operational use. The NextGen Network-Enabled Weather (NNEW) 

transformational program will provide universal common access to weather information through the 4D Weather 

Data Cube. Weather Technology in the Cockpit Program (WTIC) research efforts will work to develop weather 

improvements suitable for in-flight operational use. Collectively the effect of the NextGen portfolio will result in 

weather no longer being just a stand-alone display, requiring cognitive interpretation and impact assessment, with 

limited ability to significantly impact delays; instead, weather information is being designed to integrate with, and 

support NextGen decision-oriented automation capabilities and human decision-making processes. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

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 

usable airspace 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. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.2 – Deliver a future air traffic system that meets customers’ operational needs.

 49 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plans FY 2010 – Performance Output Goals 

• Evaluation of prototype weather decision support tools. 

• Conduct advanced convective weather forecast demonstration. 

• Conduct evaluations of advanced weather national ceiling and visibility analysis and forecast icing products. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Evaluate, transition, and integrate maturing R&D (e.g., improved forecasts for thunderstorms, icing, turbulence, 

etc.). 

• Develop indices for weather (e.g., icing), calibrate weather phenomena to aircraft types, and characterize 

weather information in probabilistic terms. 

• Evaluate improved weather forecast information in candidate decision support environments. 

System Implementation Schedules 

Reduce Weather Impact (RWI)

First site IOC: September 2013-- Last site IOC: September 2015 RWI

2010 2015 2020

1A11, Next Generation Air Transportation System (NextGen) – Arrivals/ Departures at 

High Density Airports 

FY 2010 Request $51.8M 

• A, Trajectory Mgmt – Surface Tactical Flow, G2A.01-01 

• B, Trajectory Mgmt – Surface Conformance Monitor, G2A.01-02 

• C, Trajectory Mgmt – Arrival Tactical Flow, G2A.01-03 

• D, Capacity Management – Integration Arrival & Departure Operations, G2M.02-01 

A, TRAJECTORY MGMT – SURFACE TACTICAL FLOW, G2A.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 Next Generation Air Transportation System (NextGen) initiative. It leverages 

the development efforts of the NASA Surface Management System (SMS) and provides a road map to the 

development of a collaborative Surface Traffic Management (STM) system with tools necessary to achieve a fully 

collaborative surface environment. This environment is required to safely enable the airport capacity necessary for 

operations in 2025 and to enable trajectory based operations on the airport surface. 

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, 

supporting automation systems, and collaboration between air traffic control (ATC) and the flight operators. 

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, leading to the sharing of flight 

readiness information and collaboration, which will enable pre-planned runway schedules integrated with airborne 

trajectory-based operations. Surface flow management will reduce surface engine operating times, resulting in fuel 

savings and reduced environmental impacts, and lead to collaborative resource allocation and avoidance of surface 

gridlock. Digital taxi clearances will enable pre-planned and coordinated airport surface trajectories and will lead to 

taxi conformance monitoring, which could reduce the risks of runway incursions and runway incidents such as the 

2006 Comair accident at Lexington, KY. 

 50 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

The Trajectory Management – Surface Tactical Flow project will require changes to procedures in the flight 

operator and ATC Tower (ATCT) 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 extraction of 

requirements will be realized through several phases, referred to as segments. 

This project intends to expand on the development initiated by the NASA SMS project to mature surface 

management capabilities in multiple phases leading to trajectory-based operations on the surface, and perform the 

Acquisition Management System (AMS) analysis and documentation needed to support an FAA initial investment 

decision (JRC-2A). The initial capabilities of SMS provide information to users and allow the exchange of data 

between the ATCT, ramp towers, and other facilities such as the TRACON, the ARTCC, and the airline operational 

control centers (AOCs). In addition to displaying necessary airport surface and flight plan information in a 

comprehensive user interface, SMS generates predictions and provides decision support to the user. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

By allowing aircraft to be more closely spaced and improving the efficiency of operations in the terminal area, 

airports will be able to handle more aircraft with their existing capacity. This creates an increase in their average 

daily capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

Program Plans FY 2010 – Performance Output Goals 

• Install Orlando (MCO) Surface Trajectory Based Operation (STBO) (Demo) Prototype System. 

• Complete Segment 1 Concept/Requirement Definition. 

• Segment 1 Investment Analysis Readiness Decision. 

• Complete Segment 1 Initial Investment Analysis. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Complete Segment 2 Concept Requirements Definition. 

• Segment 1 Initial Investment Decision (JRC2A). 

• Segment 2 Investment Analysis Readiness Decision. 

• Segment 1 Final Investment decision (JRC2B). 

• Complete Segment 2 Initial Investment Analysis. 

• Complete Segment 3 Concept Requirements Definition. 

• Segment 2 Initial Investment Decision (JRC2A). 

• Segment 2 Final Investment decision (JRC2B). 

 51 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

B, TRAJECTORY MGMT – SURFACE CONFORMANCE MONITOR, G2A.01-02 

Program Description 

The Surface Conformance Monitoring – Taxi Conformance Monitoring (TCM) effort is designed to show the 

potential safety and workload benefits that can be achieved through a comprehensive taxi route management and 

conformance monitoring capability. The end state would allow a precise, unambiguous taxi clearance to be 

generated by the Air Traffic Controller (ATC), communicated to the aircraft via data link and conformance to the 

clearance would be monitored by automation in the Air Traffic Control Tower (ATCT). An important consideration 

is the development and demonstration of user-friendly, minimal-workload methods for the controller to specify the 

taxi route. Conformance monitoring can be limited to route adherence only, or both route and timing through the 

incorporation of timed check points. 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 additional time component will support trajectory-based operations (TBO) on the airport 

surface. In the future, TCM concepts can be applied to staffed and automated virtual ATC towers. 

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 TCM 

environment. 

• Evaluate performance of prototype taxi conformance algorithms. 

• Demonstrate trajectory-based operations (TBO) on the airport surface. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

By allowing aircraft to be more closely spaced and improving the efficiency of operations in the terminal area, 

airports will be able to handle more aircraft with their existing capacity. This creates an increase in their average 

daily capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

Program Plans FY 2010 – Performance Output Goals 

• Complete Initial Taxi Conformance (2D) CONOPS, Requirements, Standards and Procedures Draft. 

• Conduct Initial Taxi Conformance (2D) Simulation. 

• Complete Initial Safety Analysis. 

• Complete Refined Initial Taxi Conformance (2D) CONOPS, Requirements, Standards and Procedures Draft. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Conduct High Fidelity Initial Taxi Conformance (2D) Simulation. 

• Complete Final Safety Analysis. 

• Complete Initial Taxi Conformance (2D) CONOPS, Requirements, Standards and Procedures Final Draft. 

• Conduct Initial Taxi Conformance (2D) Field Demonstrations. 

• Complete Segment 1 concept/Requirements Definition (Integrated with Surface TBO Segment 4). 

• Complete Final Initial Taxi Conformance (2D) CONOPS Requirements, Standards and Procedures 

Requirements Document. 

 52 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

C, TRAJECTORY MGMT – ARRIVAL TACTICAL FLOW, G2A.01-03 

Program Description 

Traffic Management Advisor (TMA) is an effective and well-tested decision support tool that allows air traffic 

management to schedule and optimize the arrival load for major airports. That scheduling and optimization 

algorithm, however, generally is confined to the immediate area of the controlling Center, out to about 200 miles. 

Since all Centers have TMA installed, the algorithms can be expanded, so schedule data can be exchanged and a 

larger planning horizon developed, thus becoming a strategic network. Further, integrating airport surface, tower, 

and terminal approach information into this network will lead to better and more efficient trajectory planning. 

To extend the planning “horizon” to neighboring facilities and develop a strategic scheduling capability, the TMA 

program will include linking to terminal and tower automation displays for TMA schedules. Integration of precise 

aircraft state and intent information with terminal and tower traffic flow management decision-support automation 

will increase efficiency through arrival and departure scheduling. 

TMA is the only decision support tool currently available for implementation of time-based metering. TMA has 

been field-tested over the past 10+ years and is already installed in the twenty ARTCCs and adapted for most of the 

major airports served by those Centers. No support for continued development and implementation of time-based 

metering strategies using TMA is currently in place. 

The Time Based Flow Management (TBFM) is a continuation and support of TMA that will fulfill operational user 

needs and NextGen goals. TBFM will achieve and close the performance gap in transitioning TMA to Time Based 

Operations (TBO). 

The TBFM program is part of the FAA's Operational Evolution Partnership (OEP) and efforts to develop the Next 

Generation Air Transportation System (NextGen). This program will implement NextGen concepts such as 

RNP/RNAV route selections, weather integration, optimized profile descent, and integrated enhanced solution. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

By implementing NextGen concepts, Arrival Tactical Flow will provide a more efficient time based metering 

solution for arrivals in the NAS. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway # 4 – Ensure Viable Future. 

• SMP Objective #4.1 – Assure a sustainable and affordable air transportation system for the future. 

Program Plan FY 2010 – Performance Output Goals 

• In accordance with the Enterprise Architecture (EA) the program will perform work in the following categories: 

concept engineering, development and implementation and engineering/investment analysis. Specifically, the 

program will: 

• Analyze architectural changes necessary to reconcile TMA functionality, 

• Design the decision support automation to apply metering techniques, 

• Integrate algorithms across multiple platforms, and 

• Develop implement decision support tools. 

 53 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

• Initiate the design and development of functions that integrate data into TMA from external systems such as 

Traffic Flow Management Systems (TFMS) and new weather systems. This will increase the efficiency of 

arrivals and departures by including surface movement data, RNAV/RNP route selection data, international 

traffic data, and sector capacity data. Design and deliver the TMA system to enhance the current operational 

system to further the efficiency of the TMA system with NextGen initiatives and Operational enhancements. 

Continue the deployment of the FAA Time Based Flow Management (TBFM) system to continue the efficiency 

of the system. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Continue development and deployment of TBFM enhancements and continue to fund the activities leading up 

the initial investment decision (EA 44). 

• Continue development and deployment of TBFM enhancements and deliver JRC documentation to gain Initial 

Investment approval. 

• Continue development of JRC documentation for Final Investment Decision in 2013. 

• Continue development and deployment of TBFM enhancements and deliver JRC documentation to gain Final 

Investment approval. 

D, CAPACITY MANAGEMENT – INTEGRATION ARRIVAL & DEPARTURE OPERATIONS,

G2M.02-01 

Program Description 

The program improves operational efficiencies in major metropolitan areas through expanded use of 3-mile 

separation standards and not exceeding current minima for diverging flight paths in all arrival and departure 

airspace, as well as the use of visual separation standards above 18,000 feet, dynamic airspace reconfiguration of bidirectional arrival/departure routes, and improved traffic flow management. These operational changes will enable 

creation of additional area navigation arrival and departure routes. The program also calls for integrating arrival and 

departure airspace systems into one control service as well as one facility. This concept is a step toward the 

NextGen concept for Super Density Operations and a step toward General Service Delivery Points. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

It is estimated that for a generic airspace with the volume of air traffic projected in the 2012 time frame that 

implementation of the changes mentioned above [expanded use of 3-mile separation standards and not exceeding 

current minima for diverging flight paths in all arrival and departure airspace, as well as the use of visual separation 

standards above 18,000 feet, dynamic airspace reconfiguration of bi-directional arrival/departure routes, and 

improved traffic flow management] could lead to an average flight time savings of 0.31 minutes, in the case without 

inclement weather conditions, and 0.96 minutes in the case of a weather scenario. These time savings would allow 

more aircraft to arrive and depart an airport which would increase airport capacity. Site specific airspace design 

analysis will develop estimates for airport capacity increases at selected locations 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

 54 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plan FY 2010 – Performance Output Goals 

• Conduct airspace and facilities analyses to support implementation of an integrated arrival/departure control 

service for major metropolitan areas. 

• Conduct safety assessments. 

• Begin development of transition strategy plans and procedures. 

• Analyze requirements for software changes including Surveillance Data Processing, Traffic Management 

Advisor, and Flight Data Processing upgrades and Computer-Human-Interface changes to support Integrated 

Arrival/Departure management. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Continue airspace and facilities analyses to support implementation of an integrated arrival/departure control 

service for major metropolitan areas. 

• Conduct safety assessments. 

• Continue development of transition strategy plans and procedures. 

• Begin design, development and implementation of software changes including Surveillance Data Processing, 

Traffic Management Advisor, and Flight Data Processing upgrades and Computer-Human-Interface changes to 

support Integrated Arrival/Departure management. 

1A12, Next Generation Air Transportation System (NextGen) – Collaborative Air Traffic 

Management (CATM) 

FY 2010 Request $44.6M 

• A, Flow Control Mgmt – Strategic Flow Mgmt Integration, G5A.01-01 

• B, Flow Control Mgmt – Strategic Flow Mgmt Enhancement, G5A.01-02 

• C, Flight & State Data Mgmt – Common Status & Structure Data, G5A.02-01 

• D, Flight & State Data Mgmt – Advanced Methods, G5A.02-02 

• E, Flight & State Data Mgmt – Flight Object, G5A.02-03 

• F, Capacity Management – Dynamic Airspace, G5A.04-01 

A, FLOW CONTROL MGMT – STRATEGIC FLOW MGMT INTEGRATION, G5A.01-01 

Program Description 

Strategic Flow Management Integration (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 timeframe (releases 2 and 3). These improvements 

include automatic identification to controllers of aircraft affected by Traffic Flow Management (TFM) TMIs, 

electronic communication of the TMI information in a timely manner to the relevant ATC operational positions, 

tools that help monitor how well aircraft are conforming to the TMI, and tools that 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 of flight data amendments with other Air Traffic Management (ATM) 

Automation. SWIM is funding the infrastructure improvements for data exchange, but not the applications. 

This activity will also fund the requirements definition, investment analysis and risk mitigation for increments of 

Flow Strategy integration in the Post-release 3 timeframe. The implementation of the post-release 3 portion will be 

included in the ERAM Post-Release 3 baseline. 

 55 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Supporting the CATM performance objectives of Execution of Flow Strategies by making the strategy execution 

more timely, efficient, accurate and targeted will create an increase in the average daily capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

Program Plan FY 2010 – Performance Output Goals 

• Implementation of Pre-departure Reroute in ERAM with no automated coordination with Terminal. 

• Development of requirements definition, investment analysis activities, and acquisition artifacts in support of En 

Route and Terminal Automation investment decisions. Specific artifacts include concept of operations, 

requirements analyses and business case development. 

Program Plan FY 2011-2014 – Performance Output Goals 

• The work necessary to define risk mitigation to the Post Release 3 Baseline. Specific activities include: detailed 

concepts of use, human-in-the-loop simulations, cross-domain integration prototyping, and analyses. Candidate 

functional areas include extending the execution of TFM flow strategies received from TFM to include active 

aircraft. 

• It also includes work necessary to define inputs to the En Route Mid-Term Baselines. Investigations include 

requirements definition, investment analyses activities, and acquisition artifacts. Specific artifacts include items 

such as: concepts of operation and concepts of use, prototypes, analyses, white papers, demonstrations, humanin-the-loop investigations, requirements analysis, and business cases. 

B, FLOW CONTROL MGMT – STRATEGIC FLOW MANAGEMENT ENHANCEMENT, G5A.01-02 

Program Description 

Currently flow strategies developed from the various decision support tools used by the Traffic Management Units 

(TMU) are manually intensive because the tools are not integrated. Traffic Management specialists have to work 

out the impacts of multiple Traffic Management Initiatives (TMI), and the solutions may not be optimal because the 

current tools do not support analyzing the linkages between multiple TMIs. This project would allow TMU 

specialists to automatically explore various reroute options and the impact of multiple TMIs and how they fit with 

efforts to accommodate NAS customer preferences. By automating this process, much more rapid flight reroutes 

can be developed, which would lead to fewer delays and less congestion. 

The primary goal of Air Traffic Management (ATM) is addressing demand/capacity imbalances within the NAS. 

This program will analyze the mid-term (FY2012-2018) ATM building blocks needed for the transition to the future 

NextGen system and the capability to improve the predictions for both capacity and demand. The FAA needs to 

improve implementing Traffic Management Initiatives (TMI) such as Ground Delay Programs (GDP), Airspace 

Flow Programs (AFP), Ground Stops (GS), Reroutes, and Miles-In-Trail (MIT). To improve TMIs, the FAA needs 

more sophisticated modeling capabilities that would assess the impact of implementing a combination of TMIs, 

determine how to incorporate user feedback data, and project the impact of multiple TMIs on overall NAS 

efficiency. We need to share these modeling results with the aviation community when evaluating these initiatives. 

We also need to automate some of the post analysis capabilities so that results can be feed back to the TMU 

 56 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

originating the initiative. The FAA needs a solution that allows electronic negotiation with aviation users to manage 

congestion. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Automating the process for implementing Traffic Management Initiatives would result in more efficient use of 

congested airspace and reduce delays and operational restrictions. Imposing fewer and shorter ground delays and 

stops would effectively increase airport capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.1 – Assure a sustainable and affordable air transportation system for the future. 

Program Plan FY 2010 – Performance Output Goals 

• Initial planning/exploration activities will be continued. 

• Identify at least two promising improvements and generate plans to mature the concept. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Design, development and deployment of an automated a strategic flow enhancement capability. 

C, FLIGHT & STATE DATA MGMT – COMMON STATUS & STRUCTURE DATA,

G5A.02-01 

Program Description 

The Common Status and Structure program provides the information and service foundation for the FAA to deliver 

NextGen operational capabilities. Achieving NextGen goals of "Shared Situational Awareness" and "Trajectory 

Based Operations" will require unprecedented levels of information integration. The integration activities include 

provision of comprehensive flight planning and pilot briefing services, on-demand NAS operational performance 

information and integrated airspace management. This program enables the FAA to provide integrated lifecycle 

management of the aeronautical information necessary to support NextGen capabilities. Cornerstones of the 

Common Status and Structure program include: 

• Capturing and maintaining digital information about flow constraints, traffic management initiatives and 

other status information affecting operations, 

• Publishing aeronautical status information digitally using international standards, 

• Providing value added services using aeronautical status information such as improved flight planning and 

briefing services, and 

• Using the status information to improve operational performance metrics calculations and forecasting of 

airspace system performance. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

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Relationship to Performance Target 

Common Status and Structure Data provides the information, systems and tools necessary to implement 

comprehensive NAS safety and capacity management. When fully realized the FAA will have the ability to monitor 

how new procedures, new regulations and new airspace changes affect current and future NAS capacity. 

Enhancing flight planning and briefing to include flight constraint information will lead to better flight planning and 

arrival/departure capacity plans. The resulting efficiency gains will enable the FAA to maximize NAS capacity. 

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. 

Strategic Management Process (SMP) and Objective 

• SMP Pathway # 4 – Ensure Viable Future. 

• SMP Objective #4.1 – Assure a sustainable and affordable air transportation system for the future. 

Program Plan FY 2010 – Performance Output Goals 

• Complete detailed Concept of Operations & Joint Requirements for leading scenarios. 

• Develop a concept of operations for additional scenarios and use cases. 

• Develop the infrastructure for data warehousing and performance metrics. 

• Develop tools to assist with digital capture and analysis of common status data for leading scenarios. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Complete digital capture of constraints and rules contained in facility standard procedures and letters of 

agreement. 

• Provide evaluative tools to assist facilities with managing constraint information. 

• Provide common services for aeronautical data delivery and performance metrics calculations. 

D, FLIGHT & STATE DATA MGMT – ADVANCED METHODS, G5A.02-02 

Program Description 

The project objective is to provide well defined and well understood methodologies to support the advancement of 

Traffic Flow Management capabilities. This activity is structured into three parts – probabilistic Traffic Flow 

Management (TFM), integration of weather and the TFM flow object as an extension to the Flight Object. 

The activity to define Probabilistic TFM includes the development of a concept of use for this capability. This will 

be followed by analyses of current operational procedures in the movement of trajectories based on forecast data 

(weather and demand). Modeling and simulation of probabilistic TFM scenarios to support the development of high 

level requirements and interfaces document for Decision Support Tool (DST). 

The activity to integrate weather into the Traffic Flow Management decision support tools includes the assessment 

of existing and planned weather products. This will be followed by an assessment of the TFM concepts of use to 

derive requirements for weather information to support future capabilities. Algorithm(s) will be created for 

simulation model(s) to support the development of performance requirements for the weather products. This 

activity includes interaction with the weather community and NAS users through RTCA, Joint Planning and 

Development (JPDO) and Collaborative Decision Making (CDM) working group. 

The activity to develop the TFM Flow Object includes the development of the Flow Object concept of use to support 

advance TFM capabilities. This will be followed by the definition and analyses of the TFM data elements and 

methodologies of the Flow Object. The project will prepare and execute analyses and simulations to support the 

definition of high level interfaces and requirements. This activity includes interaction with the FAA automation 

programs, NAS users through RTCA, JPDO and ICAO. 

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Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

Greater Capacity Performance Target 1 is to increase airport capacity at the 35 OEP airports by 2011. The target 

represents an interim step toward achieving the NextGen target of three times capacity by 2025. Advanced methods 

for TFM will leverage different technologies, infrastructure enhancements, and procedural changes that will improve 

airport capacity, increase sector throughput, and reduce sector delays. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future

• SMP Objective #4.1 – Assure a sustainable and affordable air transportation system for the future.

Program Plan FY 2010 – Performance Output Goals 

• Define initial requirements for weather information and needs. 

• Refine weather information for collaborative decisions in decision support tools. 

• Assess industry standard exchange formats for inclusion into decision support tools. 

• Develop initial Concept of Use for Flight and State Information for complexity probe. 

• Evaluate display characteristics for use of flight state data for area planner. 

• Define initial data requirements to support flow activities. 

• Assess collaboration and consistency methods to manage flow object. 

• Define initial requirements for integrating flow object into CATM. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Develop advanced algorithms to support the area planner decision support tool. 

• Update requirements for weather information. 

• Develop standard exchange formats for weather inclusion. 

• Develop requirements for display for the area planner. 

• Develop data requirements to support flow activities. 

• Develop methods for collaboration and consistency to manage flow data. 

• Develop requirements for integrating flow object into CATM. 

E, FLIGHT & STATE DATA MGMT – FLIGHT OBJECT, G5A.02-03 

Program Description 

The Flight Object (FO) is intended as the future medium for capturing and sharing the most up-to-date information 

on any flight. The flight object is the single common reference for all system information about a flight. A flight 

object is created for each proposed flight. The airline operator or pilot provides a request for service that includes a 

declaration of the aircraft’s flight capabilities, what the aircraft operator intends to do, and the operator's preferences 

and constraints to be considered if changes are imposed on the plan. The flight object information is updated as the 

flight progresses from gate to gate. 

From the ATM perspective, the flight object contains information for planning system resources and ensuring safety 

of flight while providing the requested service to the extent possible in the dynamic ATC environment. As the 

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Fiscal Years 2010-2014 Activity 1 

single common reference for all systems for up-to-date information about a flight, the flight object will aid and 

improve: 

• Flight notification 

• Collaborative decision making 

• Traffic flow management initiative planning 

• ATC flight coordination 

• Search and rescue operations 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

The target represents an interim step toward achieving the NextGen target of three times capacity by 2025. Both the 

users and the ATM service providers can benefit from the increased efficiency of well-coordinated capabilities that 

share common flight information elements. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.3 – Deliver the NextGen/OEP Commitments. 

Program Plan FY 2010 – Performance Output Goals 

• Develop preliminary requirements for Flight Object. 

• Develop initial set of Architecture Artifacts. 

• Initiate Safety Management System activities for Flight Object. 

• Develop findings from Integrated International Flight Data Object (IFDO) Demo. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Conduct IFDO Operational Trial. 

• Develop system requirements for the Flight Object. 

• Identify initial system alternatives and allocations. 

• Update Safety Management systems for Flight Object. 

• Obtain investment decision for Flight Object implementation. 

F, CAPACITY MANAGEMENT – DYNAMIC AIRSPACE, G5A.04-01 

Program Description 

The CATM – Dynamic Airspace and Capacity Management (Flexible Dynamic Airspace, Airspace Resource 

Management System) effort will provide the tools to air traffic managers to increase capacity by reconfiguring 

airspace for demand and capacity predictions and to dynamically deactivate restrictions. 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, and it can be applied across time horizons of varying 

scale – from year to month to day to hours. 

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Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

Greater Capacity Performance Target 1 is to increase airport capacity at the 35 OEP airports by 2011. The target 

represents an interim step toward achieving the NextGen target of three times capacity by 2025. In 

NextGen, Flexible/Dynamic Airspace and ARMS will allow traffic managers to optimize the airspace design across 

the NAS to maximize capacity of workload-constrained airspace while addressing weather and Special Use Airspace 

(SUA). 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future

• SMP Objective #4.1 – Assure a sustainable and affordable air transportation system for the future.

Program Plan FY 2010 – Performance Output Goals 

• Define criteria/metrics for evaluating radio spectrum coverage. 

• Develop initial Concept of use for Dynamic Airspace Management. 

• Develop initial requirements for radio spectrum coverage. 

• Evaluate processes for moving sector boundaries and airspace configurations. 

• Develop documentation for information loading of new airspace frequency plan into ERAM. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Update requirements for radio spectrum coverage. 

• Update Concept of Use for Dynamic Airspace Management. 

• Develop initial interface requirements. 

• Develop architecture artifacts. 

• Develop final interface requirements. 

1A13, Next Generation Air Transportation System (NextGen) – Flexible Terminal 

Environment 

FY 2010 Request $64.3M 

• A, Separation Mgmt – Wake Turbulence Mitigation for Departures (WTMD), G6A.01-01 

• B, Surface/Tower/Terminal Systems Engineering, G6A.02-01 

• C, Separation Mgmt – Approaches (Ground Based Augmentation System), G6N.01-01 

• D, Separation Mgmt – Closely Spaced Parallel Runway Operations, G6N.01-02 

• E, Separation Mgmt – Approaches, NextGen Navigation Initiatives, G6N.01-03 

• F, Separation Mgmt – Approaches, Optimized Navigation Technology, G6N.01-04 

• G, Trajectory Mgmt – Arrivals, G6N.02-01 

• H, Flight & State Data Mgmt – Avionics, G6N.03-01 

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A, SEPARATION MGMT – WAKE TURBULENCE MITIGATION FOR DEPARTURES (WTMD),

G6A.01-01 

Program Description 

The Wake Turbulence Mitigation for Departures (WTMD) Program captures the outcome of NASA research, 

applied to aviation needs, leading to a new F&E program to provide greater capacity. The WTMD effort includes 

two tasks. First, a national rule change is needed to allow increased departures from closely spaced parallel runways 

(CSPR) when WTMD is being utilized. Second, this WTMD program will field new equipment in Air Traffic 

Control Towers. WTMD equipment applies NASA research using MIT Lincoln Laboratory (MIT/LL) software 

algorithms to process both surface wind observations and forecast winds aloft, to determine when favorable 

crosswinds exist in relation to the CSPR. WTMD alerts Air Traffic Control (ATC) supervisors when these 

favorable meteorological conditions might allow reduced departure spacing. The ATC supervisors use WTMD 

inputs and other operational decision aids, when to decide 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 capacity at airports with CSPR. Ten of thirty-five Operational Evolution Plan 

(OEP) airports are candidates for WTMD. Benefits range between two and eleven more departures per hour, 

weather permitting, through the use of WTMD techniques. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

This program 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. This solution will allow, when the 

runway crosswind is favorable, the lifting or reduction of the wake turbulence separation time constraint. This 

translates to 2 to 11 more departures per hour for an airport that uses its closely spaced parallel runways for 

departures and has a significant percentage of B757 and heavier aircraft traffic. The direct result is an increase in 

airport average daily arrival/departure capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase Capacity Where Needed. 

• SMP Objective #3.2 – Build capacity safely to meet demand. 

Program Plans FY 2010 – Performance Output Goals 

• Complete systems requirements review. 

• Complete systems design review. 

• Complete preliminary design review. 

• Complete critical design review of hardware and software. 

• Initiate implementation and maintenance planning. 

• Complete design and procurement of hardware for first site. 

• Complete WTMD production system test and evaluation (first system installed at WJHTC). 

Program Plans FY 2011-2014 Performance Output Goals 

• 2011 – WTMD capability operational at first airport September 2011. 

• 2013 – WTMD capability operational at last airport February 2013. 

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Fiscal Years 2010-2014 Activity 1 

System Implementation Schedule

Wake Turbulence Mitigation for Departures (WTMD)

First site IOC: September 2011-- Last site IOC: February 2013 WTMD

First Site Decom: December 2031 -- Last Site Decom: July 2032

2010 2015 2020

B, SURFACE/TOWER/TERMINAL SYSTEMS ENGINEERING, G6A.02-01 

Program Description 

The primary goal of this project is to provide engineering analyses, evaluations and assessments to establish and 

evaluate concepts of utilizing integrated electronic flight data management, clearance delivery data, coded taxi, 

conformance monitoring, and flow of flight information between air navigation service providers and users of flight 

information to enable more efficient and safer movement and control of air traffic in the terminal airport arena and 

ensure smoother transition into and out of the NAS operational airspace in support of the NextGen Concept of 

Operations. 

The enabling technologies/information will be assessed to identify and simulate methods of integrating information 

(Flight data object, clearance (taxi/takeoff) information, surveillance information, user (aircraft/pilot/AOC/airport 

operators) receipt/acceptance of that data into a series of decision support tools that will enhance/optimize airport 

surface traffic management efficiency, mitigate risk of safety related incidents, and support the overall movement of 

air traffic in the airport environment. The decision support tools will provide the following NextGen functionality: 

• Efficient management/control of surface air traffic, 

• Optimization of sequencing, departures, and arrivals to enhance capacity and reduce delays, 

• Efficient pre-departure clearance operations, 

• Coded taxi routes, and 

• Conformance monitoring of surface traffic movement. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

The Surface/Tower/Terminal Systems Engineering project, will support greater capacity and increased safety Flight 

Plan strategic goals by analyzing and evaluating concepts and methodologies that will support more efficient and 

safer movement and control of air traffic in the terminal airport arena and ensure smoother transition into and out of 

the NAS operational airspace in support of the NextGen Concept of Operations. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 - Ensure Viable Future. 

• SMP Objective #4.1 - Assure a sustainable and affordable air transportation system for the future.

Program Plan FY 2010 – Performance Output Goals

The Surface/Tower/Terminal Systems Engineering project will support transfer of electronic flight data management 

information across the NAS. This Engineering project will support the integration of Arrival/Departure and Surface 

Traffic Flow Manager for improved decision-making and flow management. The decision support tools will enable 

flow managers to work collaboratively with flight operators and with flow contingency managers to effectively 

manage high-capacity arrival and departure flows in the presence of various weather conditions. 

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Specific output goals are: 

• Pre-Production Field Operational Evaluation. 

• Refine functional/operational requirements. 

• Develop a Concept of Operations and the required procedures. 

• Identify Benefit. 

• Concept Requirements Development/Investment Analysis (CRD/IA) leading to Investment Analysis Readiness 

Decision (IARD), Initial investment Decision (IID) and Final Investment Decision (FID). 

Program Plan FY 2011-2014 – Performance Output Goals 

Continue the development, install, test, and operate a pre-production unit of Arrival/Departure Management Tool 

(A/DMT) with appropriate interfaces with ERAM/TMA, TFM/ Integrated Departure Arrival Capability (IDAC)), 

TRACON, Route Availability Planning Tool (RAPT), airport authority, and aircraft/airlines at an operational site to 

support analysis and assessment of near term benefits available from the A/DMT: 

• Departure Route Assurance ----- Reduce departure delays 

• Reduce Departure Queue Lengths ----- Reduce emissions/fuel burn 

• Taxi Conformance Monitoring ----- Improve Airport Operations 

• Enhanced Situational Awareness ----- Enhance Airport safety 

Continue development of near term functionality, testing of interfaces with systems and stakeholders identified 

above to acquire the information required to realize the benefits listed and measure those benefits in an operational 

environment. The task will also provide insight into the requirements needed to initiate development of the mid-term 

surface Separation and Trajectory Management Enablers. 

C, SEPARATION MGMT – APPROACHES (GROUND BASED AUGMENTATION SYSTEM),

G6N.01-01 

Program Description 

The Local Area Augmentation System (LAAS) is the United States system that meets internationally accepted 

standards for a Ground Based Augmentation System (GBAS). 

LAAS augments the current Global Positioning System (GPS) service for terminal, non-precision, and Category 

I/II/III precision approaches in the NAS. LAAS is the only cost effective alternative to ILS for Category II/III 

operations because a single facility can serve an entire airport versus multiple ILS facilities (one at each runway 

end). 

The FAA identified LAAS as an “Enabler” for the Next Generation Air Transportation System (NextGen). The 

FAA plans to replace legacy navigation systems with satellite based navigation technology. The strategy to achieve 

this capability is to initially build a single frequency LAAS to provide Category-I service and improve this 

architecture to provide Category-II/III service. 

The Department of Defense 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’s LAAS program is a key dependency for the funding and implementation of the JPALS system. 

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Fiscal Years 2010-2014 Activity 1 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target – Achieve an average daily airport capacity for the 35 OEP airports of 103,068 

arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

LAAS will allow for increased flexibility in the Terminal Area by eliminating the capacity constraint due to ILS 

critical areas and allowing reduced aircraft separation in all weather conditions. Similarly, LAAS will provide an 

increased capability to the air traffic management system by allowing the use of continuous descent approaches 

(CDAs) and curved-segmented approaches in extremely low visibility conditions. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

Program Plan FY 2010 – Performance Output Goals 

• Complete CAT-III Validation Report. 

• Complete CAT-III prototype. 

• Complete single frequency CAT-III acquisition plans. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Complete JRC decision. 

• Award single frequency CAT-III contract. 

• Continue Research & Development work for CAT II/III. 

D, SEPARATION MGMT – CLOSELY SPACED PARALLEL RUNWAY OPERATIONS, G6N.01-02 

Program Description 

The Separation Management – Closely Spaced Parallel Runway Operations (CSPO) initiative will accelerate 

activities to provide increased arrival, departure and taxi service to closely spaced parallel runways in all weather 

conditions. This initiative will also enhance procedures to allow dependent operations to closely spaced parallel 

runways or converging approaches to runways closer than 2500 feet, and independent operations to parallel runways 

between 2500 ft and 4300 ft. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

CSPO research is focused on finding safe ways to recover lost capacity induced by the current aircraft-to-aircraft 

separation procedures required for Instrument Meteorological Conditions (IMC) operations. The research 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. 

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Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.1 – Assure a sustainable and affordable air traffic system for the future. 

Program Plan FY 2010 – Performance Output Goals 

• Develop functional architecture and requirements for independent and dependent approaches. 

• Develop potential alternatives identified for meeting functional requirements. 

• Concept and requirements validated from demonstrations and safety analysis. 

 

Program Plan FY 2011-2014 – Performance Output Goals 

• Continued development of RNAV/RNP, spacing and merging, parallel runway operations, equivalent visual 

operations. 

E, SEPARATION MGMT – APPROACHES, NEXTGEN NAVIGATION INITIATIVES,

G6N.01-03 

Program Description 

This program supports NextGen goals related to maintaining/improving capacity during instrument meteorological 

conditions, focuses on potential navigation service improvements supporting both the terminal and approach phases 

of flight as well as improving situational awareness on the airport surface. Some of these improvements are 

expected to become effective in the near-term. 

The work to improve flight in low visibility is a collaborative effort between Navigation Services and Flight 

Standards. Its goal is to provide lower approach minima during periods of Instrument Meteorological Conditions 

(IMC), which would allow a greater number of take offs and landings when visibility is limited. One program 

element supports use of Category I runways during runway visual range (RVR) conditions down to 1800 feet, a 25% 

improvement over the current 2400-foot requirement. Another program element supports the use of DME-DME 

area navigation (RNAV) down to 1000 feet above ground level (AGL) without the need for an inertial reference unit 

(IRU), thus enabling many more aircraft to achieve lower altitudes during IMC and support increased capacity. 

One factor that supports increased traffic flow on the airport surface is improving situational awareness for aircraft 

on the taxiways and runways, which is a NextGen goal. This program element will leverage the capabilities of 

existing systems to the extent possible and explore how new pilot-avionics interfaces may be used to deliver service 

to the cockpit. Systems to be leveraged include: Automatic Dependent Surveillance-Broadcast (ADS-B), Airport 

Surface Detection Equipment, Model X (ASDE-X), Global Positioning System (GPS) augmentation systems (Local 

Area Augmentation System (LAAS) and Wide Area Augmentation System (WAAS)), and systems providing 

RNAV and RNP. This program element will also coordinate with existing efforts by the surface movement working 

group. This program will provide NextGen benefits in the near-term, as well as help anchor down many of the 

NextGen initiatives in the mid- and far-term. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Increased Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for 35 OEP airports of 103,068 

arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Moving to RNAV and RNP operations increases flexibility in the NAS. Greater numbers of aircraft are equipping 

to take advantage of these approaches, which will allow lower separation and effectively increase airport capacity. 

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Fiscal Years 2010-2014 Activity 1 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase Capacity where needed. 

• SMP Objective # 3.3 – Implement airspace and airport capacity enhancements safely. 

Program Plan FY 2010 – Performance Output Goals 

• Finalize selection of site(s) for RNAV improvements and develop implementation schedule for NAS-wide 

implementation with emphasis on top OEP airports. 

• Procure necessary subsystems to support RNAV approaches. 

• Complete test and demonstration for RNAV DME-DME in terminal area. 

• Achieve lower RVR minima and benefits at second site. 

• Perform integration research for surface navigation and ties to NextGen. 

Program Plan FY 2011-2014 – Performance Output Goals 

• As coordinated with AFS, determine NAS-wide schedule for implementation of terminal RNAV based on 

DME-DME. 

• Determine NAS-wide schedule for implementation of lower RVR minima. 

• Define current arrival variability, runway occupancy times (day/light, clear/low-vis) as a baseline to improving 

exiting from the runway. 

• Define a future set of taxi-out and taxi-in time-based performance requirements that reduce variability in 

surface operations. Use these requirements to assess the current performance at OEP airports to define how 

much change will be needed and the feasibility of those changes. 

F, SEPARATION MGMT – APPROACHES, OPTIMIZE NAVIGATION TECHNOLOGY, G6N.01-04

Program Description 

This program supports developing new technology for existing Navigation systems that improve reliability and 

lower the cost of operations. 

The Navigation systems to be improved include all existing approach lighting systems, other lighted navigation aids, 

precision and non-precision approach systems, and terminal and en route navigation systems. The new technology 

efforts will include analyses of the physical, electrical (electronic) and economic characteristics of these systems to 

determine what type of technology insertion or changes in the system would result in improved efficiency. 

Two of the initiatives will focus on the current Medium Intensity Approach Lighting System with Runway 

Alignment Indicator Lights (MALSR). These lights are required when pilots are making Category I precision 

approaches in the NAS. The first initiative is to replace the existing incandescent lamps with Light Emitting Diode 

(LED) technology, without modifying the rest of the MALSR system. The second initiative is to redesign the entire 

MALSR system to include LED technology, and solid state switching and electrical distribution technology. This 

technology redesign will provide a more reliable lighting system (with at least 2 times the mean time between 

failures) that will consume approximately one-third of the electrical energy that existing MALSR systems with 

incandescent lamps and mechanical switching and distribution system use. 

LED Lamps have been under prototype development for some time. In order to gain the full benefits of 

modernizing the MALSR, the second initiative for a complete MALSR redesign of the power and control system is 

needed to optimize efficiency and reliability. Development of a new system is estimated to take approximately 3 

years. 

A third initiative is to develop an LED based Precision Approach Path Indicator (PAPI) to replace incandescent 

based Visual Approach Slope Indicators (VASI) and existing PAPI Systems in the NAS. This redesigned system 

would improve efficiency and reliability and result in cost savings. 

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Fiscal Years 2010-2014 Activity 1 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as:

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing 

Relationship to Performance Target 

The older visual guidance systems are maintenance intensive, and use a large amount of electrical energy. This 

produces excessive downtime, and wastes electrical energy, which affects the life-cycle cost of lighting systems. 

The replacement and upgraded equipment will require less maintenance, repair time, and electrical energy. 

For the first initiative, a cost benefit analysis was conducted in 2006 to determine the Benefit to Cost Ratio of 

incorporating new LED Lamps to replace the existing incandescent lamps in the MALSR. The results of the 

analysis concluded that the Benefit to Cost Ratio is 26.6 with a payback period of just 2.7 years. This analysis 

included acquisition costs, implementation costs, and operation and maintenance (O&M) costs. For the third 

initiative, a cost benefit analysis was conducted on the LED based PAPI versus the existing incandescent lamp based 

PAPI. The Return on Investment of going to LED based technology on PAPI is 41 percent per visual glide slope 

system and the break-even point will be achieved in 2.4 years. For example, the yearly saving per system is 

$2,781.30 on an investment of $6,710.00 (the anticipated cost difference of $30,000 for a LED PAPI system versus 

$23,290 for an incandescent system). The percentage of savings attributed to energy cost is 10.2 percent; to lamp 

replacement cost is 47.7 percent; and to lamp replacement labor is 42.1 percent. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.4 – Reduce Unit Cost of Operations.

Program Plan FY 2010 – Performance Output Goals 

• MALSR LED Lamp Solution Development (initial development and design). 

• LED PAPI System Solution Development (initial development and design). 

Program Plan FY 2011-2014 – Performance Output Goals 

2011: 

• MALSR LED Lamp Solution Development (initial development and design). 

• LED based MALSR Solution Development (initial development and design of the Solid-State MALSR). 

2012: 

• LED based MALSR Solution Development (initial development and design of the Solid-State MALSR). 

• ALSF-2 LED Lamp Solution Development (initial development and design). 

2013: 

• LED based MALSR Solution Development (initial development and design of the Solid-State MALSR). 

• ALSF-2 LED Lamp Solution Development (initial development and design). 

2014: 

• LED based MALSR Solution Development (initial development and design of the Solid-State MALSR). 

• ALSF-2 LED Lamp Solution Development (initial development and design). 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

G, TRAJECTORY MGMT – ARRIVALS, G6N.02-01 

Program Description 

The FLEX – Trajectory Management Arrivals – RNAV/RNP with 3D and Required Time of Arrival (RTA) program 

will ensure that the safe and efficient transition of aircraft from en route to terminal airspace with appropriate 

sequencing and spacing. Several key mechanisms will be necessary to support this more efficient transition. 

RNAV/RNP procedures with vertical constraints and required time of arrival will provide the precision necessary to 

avoid using extra separation between aircraft. Use of metering times at key merge points will be used by air 

traffic managers as used today in Center-TRACON Automation System Traffic Management Advisory (CTAS 

TMA). In this type of operation, an aircraft's meter point time (MPT) is used to determine when it enters into the 

TRACON airspace and is given clearance to continue to the assigned runway. Metering must take into account 

runway load balancing and will serve to reduce (but not eliminate) the need for delay absorption needed inside the 

TRACON. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

The RNAV/RNP Approaches with 3D and Required Time of Arrival (RTA) procedures provide for fuel efficient 

arrivals with less vertical restrictions than Continuous Descent Arrivals (CDA). The RTA supports effective 

management of flow, which allows more efficient use of terminal capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.1 – Assure a sustainable and affordable air traffic system for the future. 

Program Plan FY 2010 – Performance Output Goals 

• Assess the ability of aircraft to accurately meet vertical constraints and RTA. 

• Evaluate use of data communication for aircraft messaging for RTA, reroutes, and waypoint verification data 

integrity. 

• Complete safety analysis. 

• Begin in-flight trials using data communications for RTA. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Design and evaluate ground merging and sequencing tools that will employ control by time of arrival. 

• Human factors analysis of the impact of shifting to control by time of arrival through controller-in-the-loop 

simulations and field trials. 

• Analysis of human factors and flight deck automation requirements to minimize errors and provide integrity 

assurance. 

H, FLIGHT & STATE DATA MGMT – AVIONICS, G6N.03-01 

Program Description 

This project intends to conduct research towards the development of initial requirements, concept of operations, and 

certification standards for cockpit moving map avionics that support automated taxi delivery, conformance 

monitoring and surface separation management. This capability represents the cockpit component of the Trajectory 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Management - Surface Conformance Monitoring project. It also represents a stand-alone capability to support 

surface separation in NextGen Flexible Terminal operations. 

This project intends to expand on the development that was initiated by the NASA Surface Management System 

(SMS) project to mature surface management capability in multiple phases (spirals) leading to trajectory based 

operations on the surface, and perform the Acquisition Management System (AMS) analysis and documentation to 

support an FAA initial investment decision (JRC-2A). The initial capabilities of SMS provide information to users 

and allow the exchange of data between the ATCT, ramp towers, and other facilities such as the TRACON, the 

ARTCC, and the airline operational control centers (AOCs). In addition to displaying necessary airport surface and 

flight plan information in a comprehensive user interface, SMS generates predictions and provides decision support 

tools to the user. 

The Separation and Trajectory Management Enablers effort is designed to show the potential safety and workload 

benefits that can be achieved through a comprehensive taxi route management and conformance monitoring 

capability and support for surface separation. The end state will be a precise, unambiguous taxi clearance to be 

displayed in the cockpit, alerts to the flight crews to maintain conformance to the clearance, and overlay of 

surveillance information to assist in surface separation. Conformance monitoring can be limited to adherence to 

route only, or both route and timing through incorporation of timed check points. By using a proactive approach to 

separation on the airport surface, taxiing aircraft can be "deconflicted" from other aircraft in the taxi, landing, and 

takeoff phases of flight. This results in safer ground operations. The additional time component mentioned above 

will support trajectory-based operations (TBO) on the airport surface. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

By allowing aircraft to be more closely spaced and improving the efficiency of operations in the terminal area, 

airports will be able to handle more aircraft with their existing capacity. This creates an increase in their average 

daily capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

Program Plans FY 2010 – Performance Output Goals 

• Develop Initial Cockpit Display of Taxi Clearance & Instructions CONOPS, RTCA Minimum Operational 

Performance (MOPS) Draft. 

• Conduct Cockpit Display of Taxi Clearance and Instructions (2D) Simulation. 

• Complete Initial Safety Analysis. 

• Develop refined Cockpit Display of Taxi Clearance and Instructions (2D), CONOPS, RTCA MOPS Draft. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Develop High Fidelity Cockpit Display of Taxi Clearance and Instructions (2D), CONOPS, RTCA MOPS 

Draft. 

• Conduct Final Safety Analysis. 

• Develop Cockpit Display of Taxi Clearance and Instructions (2D), CONOPS, RTCA MOPS Final Draft. 

• Conduct Cockpit Display of Taxi Clearance and Instructions (2D) Field Demonstrations. 

• Develop Final Cockpit Display of Taxi Clearance and Instructions (2D) CONOPS, RTCA MOPS. 

• Develop Cockpit Display of Taxi Clearance and Instructions (2D) TSO. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

1A14, Next Generation Air Transportation System (NextGen) – Safety, Security, and 

Environment 

FY 2010 Request $8.2M 

• Security Integrated Tool Set (SITS), G7A.01-01 

Program Description 

The Security Integrated Tool Set (SITS) is part of the Next Generation Air Transportation System (NextGen). It is 

an automated system used to identify airborne security threats in the National Airspace System (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 select 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 5 – Enhance our ability to respond to crises rapidly and effectively, including security 

related threats and natural disasters 

• FAA Performance Target 1 – Exceed Federal Emergency Management Agency continuity readiness 

levels by 5 percent. 

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. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway # 4 – Ensure Viable Future. 

• SMP Objective #4.1 – Assure a sustainable and affordable air transportation system for the future. 

Program Plan FY 2010 – Performance Output Goals 

• Conduct an evaluation of Preliminary Engineering Development candidate concepts and systems, refine 

operational concepts and requirements, obtain Initial Investment Decision (JRC 2A). 

• Initiate the design, development, and deployment of the SITS system. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Complete the design, development, and deployment of the SITS system. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

1A15, Next Generation Air Transportation System (NextGen) – Networked Facilities 

FY 2010 Request $24.0M 

• A, Future Facilities Investment Planning, G3F.01-01 

• B, Integration, Development, & Operations Analysis Capability, G3M.02-01 

A, FUTURE FACILITIES INVESTMENT PLANNING, G3F.01-01 

Program Description 

The Next Generation Air Transportation System (NextGen) program upgrades air traffic control systems to make 

them flexible, scalable, and maintainable. It breaks down the geographical boundaries that characterize present air 

traffic control and leads to a more seamless view of traffic, organized not by geographically oriented sectors, but by 

aircraft trajectories. Infrastructure, automation, equipage, procedures, and regulations will be designed to support 

this seamless operational concept and must evolve from a geographical focus to a broader air traffic management 

concept. The facilities and the personnel who staff them must also be changed to implement these new concepts. 

The facilities component of NextGen focuses on optimization of air navigation service provider (ANSP) resources. 

This includes both the establishment and elimination of facilities, resulting in changes to the numbers and sizes of 

control facilities, and the thinning or elimination of other facilities such as navigational aids. It also includes the 

allocation of staffing and facilities to provide expanded services; service continuity; best deployment, management, 

and training of the workforce; and the use of more cost-effective and flexible systems for information sharing and 

back-up. 

Because of the net-centric capabilities and the geo-independence that NextGen provides, facilities do not require 

proximity to the air traffic being managed. Facilities will be sited and occupied to provide for air traffic 

management facility optimization. This includes combining facilities (e.g., air route traffic control centers 

(ARTCCs), terminal radar approach control (TRACONs), and air traffic control towers (ATCTs) towers when 

appropriate. 

Preliminary work for NextGen facility planning indicates that multiple NextGen facilities will need to be deployed 

beginning in 2014 and operated concurrently with existing facilities for some period so that service continuity 

during transition is ensured. NextGen facilities may consist of several different types, housing appropriate 

complements of Air Traffic, System Operations, and Technical Operations personnel. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Improving the configuration of air traffic control facilities and improving communications links among them allows 

higher levels of traffic to be handled during peak periods. There are also efficiencies gained by allocating larger 

amounts of air space to consolidated terminal facilities so aircraft can be sequenced for landing further from the 

airport. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

Program Plan FY 2010 – Performance Output Goals 

• Continue the optimization of the size and location of ANSP facilities. 

• Continue engineering support for the implementation of NextGen facilities. 

• Continue enhancement of network-enabled operations and infrastructure management services to provide 

continuity of operations in the event of a major outage. 

• Achieve Initial Investment Decision. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Continue providing some of the NextGen capabilities in near or zero visibility conditions, and maximize air 

traffic navigation services provided at collocated facilities and virtual towers. 

• Continue to co-locate facilities to support robust plan for continuity operations when failure occurs. 

• Achieve Final Investment Decision. 

B, INTEGRATION, DEVELOPMENT, & OPERATIONS ANALYSIS CAPABILITY,

G3M.02-01 

Program Description 

The NextGen redesigns the air traffic control systems and technologies to make them flexible, scalable, and 

maintainable. It 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. Infrastructure, 

automation, equipage, procedures, and regulations are designed to support this seamless operational concept and 

must evolve from a geographical focus to a broader air traffic management concept. The integration, development, 

and operations analysis capability project provides a real-time, flexible, component/object oriented environment to 

develop and validate the broad framework of concepts, technologies, and systems introduced by NextGen. 

NextGen introduces evolutionary and revolutionary concepts of operation and new technologies into the air traffic 

system. These concepts of operation and technologies are not only sophisticated, but very complex. As a result of 

this, implementation of NextGen requires extensive work in the area of early evaluations, concept development, 

and/or demonstrations in a real-time environment without being encumbered by the present structure of the NAS. 

The requirements in this area will continue to grow as NextGen matures. 

This program provides a real-time, flexible, component/object oriented simulation environment to develop and 

validate the broad framework of concepts, technologies, and systems introduced by NextGen. It provides for the 

ongoing conduct of early evaluations, concept development, and/or demonstrations in a flexible, real-time NextGen 

integrated environment that is unencumbered by the NAS infrastructure. It also provides the capability for these 

activities to be developed and validated in parallel to ongoing NAS activities and research. The program 

enables FAA to bring in technologies to conduct low to medium fidelity high-value exercises. The integration, 

development, and operations analysis capability uses low fidelity java-based rapidly configurable interfaces and 

evolves into a medium to high-fidelity capability in a controlled environment, emulates information flow and system 

performance characteristics, and is adaptable to illustrate and assess NextGen human-machine-interface concepts. 

An ongoing capability is required to conduct early concept validation, alternatives analyses, and requirements 

development. 

 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 1 

 74 

Relationship to Performance Target 

Improving the configuration of air traffic control facilities and improving communications links among them allows 

higher levels of traffic to be handled during peak periods. There are also efficiencies gained by allocating larger 

amounts of air space to consolidated terminal facilities so aircraft can be sequenced for landing further from the 

airport. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.

Program Plan FY 2010 – Performance Output Goals 

• Continued development of the NextGen Integration and Evaluation Capability (NIEC) at the Technical Center. 

• Focus on support to develop iterative designs to evaluate concepts and alternatives; determine quantitative 

metrics to define and validate human performance, usability, workload, and safety indications. 

• Design and conduct experiments (software assessment and/or prototype development, hardware assessment and 

integration, development and validation of system prototypes, candidate solutions to research questions, system 

analyses, and/or definition and refinement of requirements 

• Enhance NIEC simulation infrastructure and data collection capabilities. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Continued development of the integration, development, and operations analysis capability. 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 

ACTIVITY 2. PROCUREMENT AND MODERNIZATION OF AIR 

TRAFFIC CONTROL FACILITIES AND EQUIPMENT 

A. EN ROUTE PROGRAMS

2A01, EN ROUTE AUTOMATION MODERNIZATION (ERAM) 

FY 2010 Request $171.8M 

• En Route Automation Modernization (ERAM), A01.10-01 

• X, En Route Automation Modernization (ERAM) – Technical Refresh, A01.10-03 

Program Description 

The ERAM program comprises four segments: Enhanced Backup Surveillance (EBUS), En Route Information 

Display System (ERIDS), ERAM Release 1, and ERAM Releases 2/3 (maintenance and upgrade releases). The first 

segment, EBUS was completed during FY 2006. It is a fully functional backup if the primary automation system 

fails. 

ERIDS – The En Route Information Display System distributes important information such as Notices to Airmen, 

Pilot Reports, aeronautical charts and airport information, instrument approach and departure procedures, letters of 

agreement, and local procedures to air traffic controllers electronically to improve productivity and efficiency. 

Additionally, ERIDS reduces, and in some cases eliminates, the time necessary to process, print, manage, and 

distribute paper. Three prototype ERIDS systems were completed in FY 2003. National deployment of 20 systems 

began in FY 2006 and was completed in FY 2008. 

ERAM Release 1 – ERAM Release 1 replaces the current Host Computer System with a new automation system to 

enable improvements in airspace capacity, efficiency, and safety that cannot be realized with the current system. 

Additionally, today’s Host Computer hardware can only be maintained through 2012. Designed to handle traffic 

growth through the year 2020, ERAM enables controllers to better handle unplanned events, offers flexible routing 

options, and provides additional safety alerts to prevent collisions and congestion. Fully integrated with ERAM 

Release 1 is a technology refresh of the radar controller position display processors to bring them into line with 

ERAM’s modern, redundant architecture. The current processors were deployed in 1998 and are reaching their end 

of service life. Their processing power is inadequate for advanced applications, and their resident graphics software 

language is both proprietary and outdated. 

To mitigate risk, ERAM is leveraging existing FAA products and lessons learned rather than building brand-new 

products. Specifically, the Display System Replacement program that was completed during the 1990s forms the 

basis of ERAM radar controller display functionality; the User Request Evaluation Tool forms the basis of the flight 

data processing and data controller display functionality; the Standard Terminal Automation Replacement System 

radar data tracker provides the technology for a standard tracker, and the Microprocessor En Route Automated 

Radar Tracking System forms the basis for ERAM separation assurance and safety functions. ERAM Release 1 will 

complete the delivery of a new automation system at each En Route Air Route Traffic Control Center in the 

continental United States. ERAM Release 1 national deployment begins in FY 2009 and concludes in FY 2011. 

ERAM Release 2/3 – These ERAM maintenance and upgrade software releases are planned for 2009 and 2010 

respectively. These releases are required for ERAM maintenance and will include incremental functional 

enhancements not available in ERAM Release 1. 

The ERAM technology refresh project covers future technology refresh development and procurement activities 

required to extend the service life of ERAM hardware and software. The initial work will involve the replacement of 

the ERAM D-position processor and display. This is legacy hardware that was not replaced with the ERAM Release 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 2 

1 deployment. Additional hardware refresh and system enhancements will provide increased functionality, address 

capacity needs, and resolve equipment end-of-life issues as En Route mid-term automation release packages are 

developed and implemented. The technology refresh program is scheduled to begin in FY 2012. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

ERAM contributes to the FAA’s greater capacity goal by providing a fully redundant system with no loss of service 

when either the primary computer fails or is not available during planned system maintenance. The current Host 

Computer System has only limited backup functionality during an outage or maintenance action. This improved 

availability will preclude the need to impose restrictions on airspace users when the primary channel is not available. 

ERAM also increases the number of flight plans that can be stored to 7,080 (versus the current 2,600); provides 

flexibility in airspace configuration; and extends the radar coverage in all En Route Centers by increasing the 

number of radar feeds from 24 to 64. This reduces controller workload, increases productivity, and provides the 

necessary infrastructure to handle the anticipated growth and complexity of the NAS. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.4 – Manage airspace use and traffic optimally.

Program Plans FY 2010 – Performance Output Goals 

• ERAM Key Site Operational Readiness Demonstration (ORD). 

• ERAM release 2 available. 

• Initiate planning for Tech Refresh. 

Program Plans FY 2011-2014 – Performance Output Goals 

• ERAM release 3 available. 

• ERAM Last Site ORD. 

• Tech Refresh activities baselined and execution started. 

System Implementation Schedule 

En Route Automation Modernization (ERAM) 

First site ORD: December 2009 -- Last site ORD: December 2010 ERAM

En Route Automation Modernization (ERAM) – Tech 

Refresh (TR)

Start TR Activities 2012 -- Complete TR Activities TBD ERAM TR

2010 2015 2020

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 2 

2A02, EN ROUTE COMMUNICATIONS GATEWAY (ECG) 

FY 2010 Request $3.6M 

• En Route Communications Gateway – 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 Host Computer System and the Enhanced Backup Surveillance (EBUS) System at the Air Route 

Traffic Control Centers (ARTCC’s). ECG increases the capacity and expandability of the NAS by enabling the 

current automation systems to use new surveillance technology. ECG introduces new interface standards and data 

formats—which are required for compatibility with International Civil Aviation Organization (ICAO) standards—

and adds capacity to process data from additional remote equipment such as radars. The ECG provides the 

automation system capacity and expandability to support anticipated increases in air traffic and changes in the 

operational environment. The ECG was a prerequisite to deploying the En Route Automation Modernization 

(ERAM) software and hardware. 

The ECG is fully operational at the ARTCC’s. Technology refresh will be used to sustain the capability of the ECG 

system and to ensure that new capabilities or functionality can be incorporated. 

The ECG program Sustainment and Technology Evolution Plan (STEP) provides the strategy to sustain the viability 

of hardware (HW), software (SW), and firmware (FW) products used in the ECG system. 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. Replacements of products occur due to product end-of-life, endof-service, support termination and performance or supportability limitations. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

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 these systems up to date to avoid failures and system 

outages. The product performance is based on the measurement of response time, system function time and reserve 

capacity in reference to the requirements. Supportability limitations can occur due to various product factors that 

may include cost constraints, system failures, licenses, spare quantities, and repair turn-around time. This 

investment will reduce supportability limitations and increase availability and reliability. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Identify technology refresh and obsolescence issues. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Develop, install, test, and implement technology solutions nationally. 

• Deploy software changes in support of ERAM at all ARTCC’s. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 2 

2A03, NEXT GENERATION WEATHER RADAR (NEXRAD) 

FY 2010 Request $6.9M 

• NEXRAD – Legacy, Icing & Hail Algorithms, W02.02-01 

• X, NEXRAD – Technical Refresh, W02.02-02 

Program Description 

This modern, long-range weather radar detects, analyzes, and transmits weather information for use by en route and 

terminal radar control facilities. This helps traffic management units determine the location, time of arrival, and 

severity of weather conditions to determine the best routing for aircraft controlled by these facilities. Currently there 

are 158 NEXRAD systems and one supplemental weather radar funded, owned and operated jointly by the TriAgency partners— the National Weather Service (NWS), the Federal Aviation Administration, and the Department 

of Defense. The NWS is the lead agency for the NEXRAD program. 

Open system upgrades to the NEXRAD processors and receiver will extend NEXRAD’s capabilities by improving 

data quality and detection ability to support increasing the number of data products generated. The Open System 

Upgrades improve the NEXRAD’s detection capability, update rate, resolution and clear definition of additional 

types of weather conditions within discrete atmospheric regions. 

The NWS awarded a $43M contract in 2007 to acquire the dual polarization capability for the full complement of 

NEXRADs. A significant portion of the FY 2010 appropriation will be used to cover costs to procure and install 

dual polarization hardware on the FAA’s independently owned 12 NEXRAD platforms. Dual polarization will 

improve overall data quality of existing NEXRAD weather radars. In addition, this capability will provide the 

ability to detect in real time, regions of icing aloft (in-flight icing). When fully developed, and implemented on 

appropriate down stream system/platforms (e.g., FS21, ITWS...), this capability offers the potential to significantly 

reduce icing-induced accidents (and fatalities) that are common in the General Aviation (GA) community. 

The NWS collects and redistributes NEXRAD weather data nation-wide and creates forecasts that are used in all 

phases of flight. Terminal and En route air traffic control systems and the ATC Systems Command Center are able 

to use the NEXRAD products and services, which are processed by the Weather and Radar Processor, Integrated 

Terminal Weather System, and the Corridor Integrated Weather System. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The NEXRAD program contributes to greater capacity goals 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 OEP airports and most other air traffic control facilities in the 

continental United States. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 2 

Program Plans FY 2010 – Performance Output Goals 

• Provide funding to the Department of Commerce (DOC)/NWS (Lead Agency) for NEXRAD Product 

Improvement / Open Systems Upgrade. 

• Update all NEXRAD systems with Clutter Mitigation and Detection (CMD) algorithm. 

• Fund the procurement of Dual Polarization Hardware for 12 FAA NEXRAD Platforms. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Provide funding to DOC/NWS (Lead Agency) for NEXRAD Product Improvement / Open Systems Upgrade. 

• Implement Dual Polarization Hardware and software modifications onto 12 FAA NEXRAD Platforms. 

• Support roll-out of operationally suitable in-flight icing dissemination capabilities onto existing FAA display 

platforms. 

System implementation schedule 

Next Generation Weather Radar (NEXRAD) - Open 

System Upgrades

Dual Pol Upgrade : 2011

2010 2015 2020

2A04, AIR TRAFFIC CONTROL SYSTEM COMMAND CENTER (ATCSCC) RELOCATION

FY 2010 Request $10.3M 

• ATCSCC – Relocation, F28.01-01 

Program Description 

The Air Traffic Control System Command Center (ATCSCC) Infrastructure Planning program will plan and finance 

the relocation of the command center from its present location in Herndon, VA. For the past thirteen years the 

facility has been housed in commercially leased space with a current cost in excess of four million dollars annually. 

The long-term lease expires on September 30, 2013. The FAA must have a location for this critical NAS function 

that meets FAA security standards. There are also many physical constraints in the existing leased ATCSCC facility 

operations room for reconfiguration and expansion of new Traffic Flow Management (TFM) equipment 

deployments. In the past, in order to meet new equipment deployments, the FAA has had to pay significant amounts 

for modifications to the existing leased space to accommodate the new TFM equipment deployments. 

The FAA ATCSCC is responsible for monitoring air traffic flows nationwide and implementing programs to reduce 

delays and to allow aircraft to avoid severe weather areas on a daily basis. It plays a key role in the safe and 

efficient operation of the NAS. In addition, it also plays a key national security role, which requires that it be 

protected as part of the nation’s critical infrastructure. The current leased facility does not meet FAA security 

standards. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 2 

Relationship to Performance Target 

This project will collocate the ATCSCC with another FAA facility, offering lower life cycle costs. Collocation will 

eliminate the need for continuing the current lease, and it will avoid potentially higher capital costs by eliminating 

the need for land acquisition, reducing the amount of site preparation, and significantly reducing the need for 

additional backup power and utility systems. The FAA will achieve cost avoidance benefits projected at $121.4 

million from fiscal year 2011 through 2031. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.4 – Reduce Unit Cost of Operations.

Program Plans FY 2010 – Performance Output Goals 

• Partial Building Occupancy Date (May 2010). 

• Complete ATCSCC facility construction (July 2010). 

• Begin Installation and Checkout at new ATCSCC (May 2010). 

Program Plans FY 2011-2014 – Performance Output Goals 

• Complete Installation and Checkout at new ATCSCC (January 2011). 

• ATCSCC Facility Commissioning (March 2011). 

• Disposition of Equipment/Property at leased ATCSCC facility (April 2011). 

2A05, ARTCC BUILDING IMPROVEMENTS/PLANT IMPROVEMENTS

FY 2010 Request $51.3M 

• ARTCC Plant Modernization/Expansion – 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 through facility lifecycle program management of the 21 ARTCCs 

and two Center Radar Approach Control (CERAP) facilities. This program expands and modernizes these facilities 

to accommodate growth in en route operations and new air traffic control equipment. It also renovates and upgrades 

en route centers to prevent outages that would delay air traffic. 

This is a long term program, and it is comprised of 13 standard projects that are implemented at all of the ARTCCs. 

To date, nine of these standard projects are complete at all the ARTCCs. ARTCCs and CERAPs must be 

modernized and expanded to support ATC operational requirements and to minimize ATC delays or outages caused 

by infrastructure failures. The program also includes funding for near-term improvements, configuration 

management, and numerous special projects. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The ARTCC Modernization/Expansion program contributes to the FAA’s greater capacity goal by ensuring that 

buildings that house en route control equipment are modified, as necessary, to meet traffic growth and accept new 

equipment. The program also maintains these buildings in good condition to avoid air traffic control outages due to 

failures in such infrastructure systems as electrical distribution systems. The program maintains the integrity of 21 

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ARTCCs, and two CERAP facilities, as well as upgrades facilities for integration and transition of new NAS 

systems. Modernizing ARTCC and CERAP building infrastructure with such projects, such as electrical wiring, 

heating and ventilation systems, reduces the chances of outages, which can cause air traffic delays. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Fund Combination M-1/Automation Wing Rehabilitation project at Kansas City and Memphis. 

• Fund Automation Wing Abatement and Demolition project at Albuquerque. 

• Fund M-1 control room build-out project at Denver, Fort Worth and Boston. 

• Fund Administration Wing Mini Mod project at Houston. 

• Provide $400,000 per ARTCC for mission critical failure mode mitigation. 

• Provide $100,000 per ARTCC for local sustain. 

• Conduct facility condition assessments at five ARTCCs. 

• Update the national Facility Condition Assessment database. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Fund Automation Wing Rehabilitation project at Atlanta. 

• Fund Automation Wing build-out at Albuquerque. 

• Fund Wing Basement Sustain project at Minneapolis, Los Angeles, Boston, Memphis, Chicago, Jacksonville, 

Seattle, Indianapolis, Fort Worth, Miami, Oakland, Cleveland, Albuquerque, Salt Lake, Kansas City, Denver, 

Atlanta, Washington, Houston, and New York. 

• Provide $500,000 per year per ARTCC for critical mission failure mode mitigations, local sustain, repairs and 

upgrades. 

• Conduct facility condition assessments. 

• Update the national Facility Condition Assessment database. 

2A06, AIR TRAFFIC MANAGEMENT (ATM) 

FY 2010 Request $31.4M 

• TFM Infrastructure – Infrastructure Modernization, A05.01-06 

• Collaborative Air Traffic Management Technologies (CATMT) – Work Package 1, A05.01-10 

• Route Availability Planning Tool (RAPT), A05.05-01 

BLI 2A18 – Collaborative Air Traffic Management Technologies (CATMT) 

• Collaborative Air Traffic Management Technologies (CATMT) – Work Package 2, G5A.05-01 

• X, Collaborative Air Traffic Management Technologies (CATMT) – Work Package 3, G5A.05-02 

• X, Collaborative Air Traffic Management Technologies (CATMT) – Work Package 4, G5A.05-03 

Program Write ups for 2A18 CATMT WP2, WP3, and WP4 are combined in the following program information 

Program Description 

The Traffic Flow Management (TFM) system is the automation backbone for the Air Traffic Control System 

Command Center (ATCSCC) and the nationwide Traffic Management Units that assist the ATCSCC in strategic 

planning and management of air traffic. 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 balance growing flight demands with NAS capacity within a dynamic 

environment. The FAA uses the information from this system to collaborate with aviation customers to implement 

programs that reduce delays and ensure smooth and efficient traffic flow through FAA-controlled airspace, thereby 

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saving the flying public and airlines millions of dollars. TFM’s customers include the airlines, general aviation, 

U.S. Department of Defense (DoD), U.S. Department of Homeland Security, industry, and partner countries. 

The TFM Modernization (TFM-M) component modernizes the TFM infrastructure by replacing hardware and 

software, which is approaching functional obsolescence. The core system software has become increasingly 

difficult to maintain and to modify, and it will not support the emerging ATM structure and system requirements. 

The follow-on work packages for Collaborative Air Traffic Management Technologies (CATMT) are developing 

more sophisticated software to refine out management of airspace and better collaborate with users. 

CATMT capabilities will: 

• Provide more accurate forecasting of system capacity and user demand. 

• Improve modeling, evaluation and optimization of traffic management initiatives. 

• Improve information dissemination, coordination and execution of traffic flow strategies. 

• Minimize and equitably distribute delays across airports and users. 

• Collect and process more performance data to define metrics and identify trends. 

CATMT Work Package 1 (WP1) provides new decision-support tools to deliver additional user benefits and 

increase the effective capacity of the NAS. WP 1 leverages the cooperative environment that was used in its 

predecessor, the Collaborative Decision Making Program. WP 1 enhancements include: 

• Airspace Flow Management Suite (enables voluntary rerouting around constrained areas avoiding overuse of 

ground delay programs); 

• Impact Assessment and Resolution Suite, (provides the capability to analyze multiple traffic management 

initiatives before they are put in place); 

• Domain Integration, (enables data sharing across internal service delivery points); and 

• Performance Measurement Suite (enhance TFM data collection and analysis). 

CATMT Work Package 2 (WP 2) identifies additional new enhancements that will continue to improve the TFM 

decision support tool suite. The FAA baseline for WP 2 is defined to be 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 GDP is generated; 

• Weather Integration, Integrated high confidence 2 hour weather predictions onto the primary display used by 

Traffic Managers and for use by decision support tools; 

• Collaborative Airspace Constraint Resolution (CACR), Automated decision support tool that identifies 

constrained airspace and provides potential solutions for airborne and pre-departure flights; and 

• Airborne Reroute Execution (ABRR), Provides the ability to electronically send TFM generated airborne 

reroutes to En Route automation for ATC execution. 

CATMT Work Package 3 has now been defined as: 

• Modernization of the decision support tool suite through Traffic Situation Display Re-engineering (TSDE); 

• Additional capabilities through software enhancements; 

• Integrated Departure Arrival Capability (IDAC), Phase 1, Automation of the coordination and management of 

departures over shared and congested NAS resources (fixes, airways) ; and 

• Collaborative Information Exchange (CIX), Manages information exchange between the TFM system and 

external systems through software interfaces. 

CATMT Work Package 4 is currently being defined. 

The Route Availability Planning Tool (RAPT) is a prototype system developed on behalf of the New York Port 

Authority for the New York airports, and it is being developed and evaluated by the FAA. This tool helps to 

identify possible routes for departure during periods of severe weather. RAPT will be deployed operationally as part 

of the WP 2 Weather Integration enhancement. 

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Relationship of Program to FAA Strategic Goal, Objective and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 2 – Increase reliability and on-time performance of scheduled carriers. 

• FAA Performance Target 1 – Achieve a NAS on-time arrival rate of 88.0 percent at the 35 OEP airports 

by FY 2012 and maintain through FY 2013. 

Relationship to Performance Target 

The ATM program will support the Greater Capacity 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. TFM-M will upgrade the existing TFM infrastructure and will increase 

integration and interoperability by establishing a robust, commercially-available, and standards-compliant system. 

This will accelerate development and implementation of technology and tools that will improve traffic management 

synchronization, traffic management flow, and information management services. CATMT WP 1 and RAPT will 

develop and deploy critical add-on automation enhancements to help reduce airway and airport congestion. 

CATMT WP 2 enhancements will ultimately lead to improved passenger throughput, equitable allocation of 

capacity resources among users, and significant improvement in air traffic operations on-time system performance 

metrics. 

Strategic Management Process (SMP) Pathway and Objective 

TFM-M, CATMT, & RAPT: 

• SMP Pathway #1 – Achieve Operational Excellence

• SMP Objective #1.5 – Minimize impacts of weather on the operation. 

Program Plans FY 2010 – Performance Output Goals 

• Complete deployment of TFMS (TFM-M system). 

• Deploy the Impact Assessment and Resolution capability. 

• Deploy and evaluate RAPT at a 4-corner terminal. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Close out of WP 1 activities. 

• Deploy CATMT WP 2 performance enhancements. 

• Complete RAPT Technology Transfer. 

System Implementation Schedule 

Traffic Flow Management - Infrastructure 

Modernization (TFM-M)

First Operational Capability (OC): 2005 -- Last OC: Sept 2010 TFM-M

Collaborative Air Traffic Management Technologies 

(CATMT) Work Packages 1 and 2

First OC: June 2008 -- Last OC: 2014 CATMT

WP1 First Software Enhancement: 2006 -- Last: 2010 WP1

WP2 First Software Enhancement: 2011 -- Last: 2014 WP2

2010 2015 2020

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2A07, AIR/GROUND COMMUNICATIONS INFRASTRUCTURE

FY 2010 Request $8.6M 

• Radio Control Equipment (RCE) – Sustainment, C04.01-01 

• Communications Facilities Enhancement – Expansion, C06.01.00 

Program Description 

The Air-to-Ground (A/G) Communications Infrastructure Sustainment program enhances operational efficiency and 

effectiveness by replacing old 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. The 

program also renovates buildings and improves site conditions and access for these remote radio sites. 

The Communications Facilities Enhancements (CFE) program provides new or relocated radio control facilities to 

enhance the A/G communications between air traffic control and aircraft when there are gaps in coverage or new 

routes are adopted by aircraft flying through the facility’s airspace 

The Radio Control Equipment (RCE) program replaces obsolete radio signaling and control equipment, which 

allows a controller to select and use a remote radio channel. It improves operational performance and reduces 

maintenance costs. RCE is required at control end 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 Air/Ground facilities that serve centers, Remote Transmitter/Receiver facilities that serve terminal facilities, 

and Remote Communications Outlet facilities that serve flight service stations. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

This A/G Communications programs provide communications infrastructure that makes airspace restructuring 

feasible. It also will reduce the number of outages and enhance communications capacity by replacing aging and 

increasingly unreliable communications equipment with modern equipment. These programs improve and upgrade 

associated sites and facilities. In addition, they enable additional capacity by providing new communications sites to 

conform to new air traffic patterns. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase capacity where needed. 

• SMP Objective #3.3 – Implement airspace and airport capacity enhancements safely. 

Program Plans FY 2010 – Performance Output Goals 

• Attain service availability for four CFE projects. 

• Complete investment analysis for new RCE procurement. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Provide support to CFE critical sites. 

• Install RCE units for sustainment as required. 

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2A08, ATC BEACON INTERROGATOR (ATCBI) – REPLACEMENT

FY 2010 Request $4.7M 

• ATC Beacon Interrogator (ATCBI) Replacement, S02.03-00 

Program Description 

The Air Traffic Control Beacon Interrogator Replacement - Model 6 (ATCBI-6) is a secondary radar used for en 

route air traffic control. The ATCBI-6 provides aircraft position information and identification to ATC facilities, for 

separation assurance and traffic management. The ATCBI-6, in conjunction with co-located primary long-range 

radar, also provides back-up radar approach surveillance service to numerous Terminal Radar Approach Control 

(TRACON) facilities in the case of lost terminal radar services and/or scheduled maintenance downtime. The 

ATCBI-6 system is a low-cost, highly reliable, very accurate, and more capable replacement for old, high-cost 

beacon interrogators with higher failure rates. 

The ATCBI-6 sensors replace 30-year old ATCBI-4/5's systems, which are past their 20-year design life span and 

many of the parts for these older systems are obsolete. Replacement of these systems will provide improved system 

reliability and reduce operating costs. 

The ATCBI-6 program will replace all existing en route ATCBI-4/5 systems and establish new beacon only sites. 

The original ATCBI-6 Replacement Program included 129 ATCBI-6 systems to replace existing operational 

beacons; establish support systems for training, testing, logistics, and operational support; and provide systems for 

three new sites. An additional 10 ATCBI-6 systems were added, due to Congressional establishments, agency cost 

share agreements, other government projects, and the need for additional support systems, for a total of 139 systems. 

Performance data from ATCBI-6 systems already deployed shows increased mean time between outages and 

decreased time to restore service, which results in increased system availability and reduced maintenance staffing 

needs. The ATCBI-6 provides digital outputs that support other NAS modernization including Standard Terminal 

Automation Replacement System and common Automated Radar Terminal System user workstations. 

The ATCBI-6 Beacon Only Sites (BOS) – Facility Establishment project establishes the infrastructure to support 

new beacon interrogators that will add radar coverage to areas that currently have none. Infrastructure to support 

these new systems includes property, buildings, antenna towers, power, and communications. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The ATCBI-6 systems provide aircraft position and identification data with significantly improved reliability and 

availability. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

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Program Plans FY 2010 – Performance Output Goals 

ATCBI-6: 

• Continue Rotary Joint Modification and installation. 

• Complete construction activities at the cost share sites, Provo, UT and Santa Fe, NM. 

• Complete commissioning activities at remaining replacement sites. 

• Complete disposal of ATCBI-4/5 systems. 

• Complete the annual 800-26 Information System Security (ISS) Report. 

Beacon-Only Sites (BOS) Facility Establishment: 

• Complete construction at Yakutat, AK and Freeport, BH. 

Program Plans FY 2011-2014 – Performance Output Goals 

ATCBI-6: 

• Close out activities for the Prime Contractor, Raytheon. 

• Complete acquisition and deployment activities for the program. 

• Complete Rotary Joint Modification and installation. 

• Complete installation and commissioning activities at the cost share sites, Provo, UT and Santa Fe, NM. 

• Complete commissioning activities at all remaining Beacon Only Facility Sites. 

• Complete the transition of the program to steady state in 2012. 

BOS Facility Establishment: 

• No activity. 

System Implementation Schedule 

Air Traffic Control Beacon Interrogator - Model 6 

(ATCBI-6) Replacement

First site ORD: July 2002 -- Last site ORD: September 2011 ATCBI-6 Repl

2010 2015 2020

2A09, AIR TRAFFIC CONTROL EN ROUTE RADAR FACILITIES IMPROVEMENTS

FY 2010 Request $5.3M 

• LRR Improvements – Infrastructure Upgrades/Sustain, S04.02-03 

Program Description 

The Long Range Radar (LRR) Infrastructure Upgrades program sustains and improves the facilities where LRRs are 

installed to 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 support of the secondary beacons radars (Mode Select and Air Traffic Control Beacon Interrogator); 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 that were 

constructed in the 1950’s and 60’s. Many en route secondary radar service outages can be linked to failing 

infrastructure. This project finances upgrades to the antenna drive systems and improvements to facility 

infrastructure, such as power panels; engine generators; environmental control systems; electrical systems; and 

lightning protection, grounding, bonding, and shielding (LPGBS). Multiple contracts are needed to do the 

necessary upgrades. Contracts are specific to the component being repaired and sometimes also specific to the site 

where the improvement is needed. 

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LRR Infrastructure Upgrades consist of two phases: 

Phase I – Short-Term Upgrades to Facility Infrastructure. These are limited to refurbishing heating, ventilation, and 

air-conditioning, engine generators, uninterruptible power supply, and lightning protection, grounding, bonding, and 

shielding systems and minimum structural upgrades to support ATCBI-6 deployment. 

Phase II – Long-Term Upgrades to Facility Infrastructure. These will replace critical infrastructure systems if 

required for en route secondary beacon operations. Phase II brings all 150 LRR sites up to a 20-year supportable 

baseline for infrastructure. Requirements are being defined after each site survey is completed. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase airport capacity to meet projected demand 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The LRR program is required to support the capacity performance goal in the NAS. This infrastructure upgrade 

project ensures that LRRs maintain high reliability and availability required to support the performance goal. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Upgrade the existing Heating, Ventilation & Air Conditioning systems and Uninterruptible Power Sources at 

two sites 

• Continue upgrades to Lightning, Grounding, Bonding, and Shielding (LPGBS) in accordance with FAA-STD19E at ten sites 

• Continue Phase II – Long-term upgrades to facility infrastructure at eight sites. 

• Perform en route in-service engineering. 

• Continue program management support. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Continue Phase II – Long Term Upgrades to Facility Infrastructure at ten sites per year and a total of forty four 

sites to completion. 

• Perform en route radar in-service engineering at eight sites per year. 

• Continue program management support. 

• Perform site condition assessments on Air Route Surveillance Radar Model 1s and 2 & Air Force long-range 

radars (FPS) at eighteen sites per year and a total of seventy four sites to completion. 

• Select upgrades identified by the condition assessments. 

• Upgrade the existing Heating, Ventilation & Air Conditioning systems and Uninterruptible Power Sources at 

two sites per year for a total of ten sites. 

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2A10, VOICE SWITCHING AND CONTROL SYSTEM (VSCS) 

FY 2010 Request $16.7M 

• Voice Switching and Control System (VSCS) – Tech Refresh – Phase 2, C01.02-03 

Program Description 

The Voice Switching and Control System (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 all VSCS internal control systems. 

Equipment has been procured to replace the VSCS Traffic Simulation Unit at the FAA WJHTC. This 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The VSCS Technology Refresh program supports the greater capacity goal 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 VSCS hardware and software. In addition, there are ongoing system expansions at 

specific ARTCCs to support greater capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals

• Continue PECO Inc. power supply redesign. 

• Continue Repeater/LAN modification. 

• Continue PLM to C software conversion for G/G Switch, VSCS Common Equipment (VCE) and initiate 

conversion for A/G Switch. 

• Continue modification of the Training and Backup System (VTABS) Test Controller (VTC). 

• Continue development of replacement depot test equipment. 

• Continue Power Supply refurbishment. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Continue PECO Inc. power supply design. 

• Complete development and testing of Repeater/LAN, PLM to C software, depot test equipment, and VTABS 

Test Controller modification. 

• Initiate delivery of new PECO Inc. power supply. 

• Initiate delivery of modifications that result from internal LAN, PLM to C software conversion, depot test 

equipment, and VTABS and Test Controller modification. 

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System Implementation Schedule 

Voice Switching and Control System (VSCS) - Tech 

First site IOC: 2002 -- Last site IOC: 2011 VSCS - TR

First site Decom: 2020 -- Last site Decom: 2025

Replacement System: NAS Voice Swtich (NVS)

2010 2015 2020

2A11, OCEANIC AUTOMATION SYSTEM

FY 2010 Request $7.7M 

• Advanced Technologies and Oceanic Procedures (ATOP), A10.03-00 

Program Description 

The ATOP program replaced oceanic air traffic control systems and procedures, and it modernized the Oakland, 

New York, and Anchorage ARTCCs, which house these oceanic automation systems. ATOP fully integrates flight 

and radar data processing, detects conflicts between aircraft, provides data link and surveillance capabilities, and 

automates the previous manual processes. The program office will conduct modeling and simulations, to forecast 

benefits, and now that ATOP is in operational use, will gather and document performance data and metrics to 

measure productivity, efficiency, and user satisfaction. Current efforts are underway that will provide technology 

refresh for the automation equipment and make improvements to software functionality. 

ATOP allows the FAA to discontinue the use of the difficult communications and intensively manual processes that 

limited controller flexibility in handling airline requests for more efficient tracks over long oceanic routes. The 

program provides the automation, Automatic Dependent Surveillance-Contract (ADS-C), and conflict resolution 

capability required to reduce oceanic aircraft separation from 100 nautical miles to 30 nautical miles. 

ATOP has been implemented at New York, Oakland and Anchorage. There is a need to analyze the benefits data 

and provide a baseline and a model to show the fuel savings from ATOP. Further development of the fuel burn 

model through the use of a comprehensive oceanic analysis, simulation and modeling capability, will be used to 

further explore how ATOP contributes to fuel efficiency. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 2 – Increase on-time performance of scheduled carriers. 

• FAA Performance Target 1 – Achieve a NAS on-time arrival rate of 88.00 percent at the 35 OEP airports 

by FY 2012 and maintain through FY 2013. 

Relationship to Performance Target 

ATOP will allow properly equipped aircraft (i.e., ADS-C, Controller-Pilot Data Link Communications (CPDLC), 

Required Navigation Performance-4 nm (RPN-4)) and qualified aircrews to operate using reduced oceanic 

separation criteria. This will enable 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 may 

provide space for additional routes between current locations or new direct markets. Reduced longitudinal (nose-totail) separation may provide more opportunities to add flights without delays (e.g., climbs, descents, reroutes, or 

speed penalties.) This will increase the on-time arrival rate. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase capacity where needed.

• SMP Objective #3.4 – Refine separation standards.

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Fiscal Years 2010-2014 Activity 2 

Program Plans FY 2010 – Performance Output Goals 

• Complete hardware/software technology refresh cycle to all sites. 

• Initiate integration of radar control in ATOP for aircraft that are in range of radar sites that cover airspace in 

transition sectors in New York and Oakland airspace (Awaiting decision from Safety and Operations 

requirements/benefits revalidation activity prior to committing program resources). 

• Transfer Bermuda airspace from New York ERAM to New York ATOP (Dependent on decision from Safety 

and Operations requirements/benefits revalidation). 

• Continue quarterly software releases of Preplanned Product Improvements to ATOP sites, including software 

changes that increase the overall system functionality and usability. The planned changes include an advanced 

minimum separation warnings, FTI compliance initiatives (X.25 to IP transition), increased communication and 

data transmission capabilities, the suppression of unnecessary conflict/separation alerts while an aircraft is 

transitioning to a radar control environment. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Support transition between original ATOP contract and new follow on ATOP contract in FY2011 (Follow-on 

contract required to support Ops baseline elements through 2017) 

• Complete Phase B of facility modifications at Oakland Center. 

• Complete implementation of radar control in transition sectors in New York and Oakland (Dependent on 

decision from Safety and Operations requirements/benefits revalidation). 

• Calculate baseline fuel efficiency for additional market pairs and for all Oakland, New York and Anchorage 

flights. 

• Continue providing support of the ATOP facilities with the implementation of additional Preplanned Product 

Improvements, including NAS Change Proposal items that will support the future system growth while 

enhancing system functionality, maintainability, and usability for both service providers and customers. 

System Implementation Schedule 

Advanced Technologies and Oceanic Procedures (ATOP) 

First site IOC: June 2004 -- Last site IOC: March 2006 ATOP

2010 2015 2020

2A12, CORRIDOR INTEGRATED WEATHER SYSTEM (CIWS) 

FY 2010 Request $2.3M 

• Corridor Integrated Weather System (CIWS), W07.02-00 

Program Description 

CIWS improves use of en route airspace capacity during adverse weather affecting the most heavily traveled 

corridors. The system uses data from weather radars to portray severe weather phenomena such as thunderstorms to 

help traffic management efforts to select the most efficient routes for aircraft to follow when direct routes are 

unavailable due to severe weather. Accurate and timely prediction of hazardous weather activity is essential to 

minimizing the amount of time lost from flying a longer route to avoid the severe weather. 

The CIWS prototype demonstration began in 2001 and has been evaluated at 15 FAA locations in the congested 

northeastern quarter of the contiguous United States. CIWS provides coverage over the Continental United States 

(CONUS) and southern Canada. Canadian coverage allows assessment of the usage of important Playbook routes 

during periods of significant convective weather. The playbook is used by the air traffic command center to select 

the most efficient alternate routes when major corridors are restricted by severe weather. CIWS prototype displays 

currently operate at eight Air Route Traffic Control Centers (Cleveland, Washington, Chicago, Boston, New York, 

Indianapolis, Minneapolis, and Kansas City), the Air Traffic Control System Command Center, six major terminals 

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Fiscal Years 2010-2014 Activity 2 

(New York City, Chicago, Detroit, Pittsburgh, Cleveland, and Cincinnati), as well as several major airline operations 

centers. CIWS display functions will be integrated into the Traffic Flow Management Situation Display (TSD) 

extending the use of CIWS beyond the 15 current FAA locations. CIWS processing functionality will be included in 

a future investment and will be deployed as a component in the NextGen Weather Processor in the 2013 timeframe. 

The CIWS prototype will continue operating until NextGen Weather Processor is deployed. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

The CIWS will minimize the restrictions on en route airspace capacity, when adverse weather is affecting 

operations, by providing more accurate and timely prediction of the present and future location of that weather. The 

CIWS prototype demonstration efforts have shown that finer positional and temporal resolution of storm location 

can improve the use of airspace capacity in congested airspace. Air routes can be kept open longer before being 

impacted by weather and can be reopened earlier. Similarly, better knowledge of future storm position enables 

controllers to reroute pilots around storms more efficiently. Increased information on current and predicted storm 

heights allows users to identify opportunities to safely fly over storm areas. The CIWS prototype demonstration has 

also shown that providing more accurate and timely weather predictions to NAS users improves collaborative 

decision-making to minimize delays. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.5 – Minimize impacts of weather on the operation.

Program Plans FY 2010 – Performance Output Goals 

• Complete Technology Transfer documentation package for software Build 5. 

• Complete risk mitigation activities to continue CIWS prototype operations until NextGen Weather Processor is 

deployed. 

Program Plans FY 2011-2014 – Performance Output Goals 

• CIWS F&E program will end in FY 2010. 

• Continue operation and maintenance of CIWS prototype until NextGen Weather Processor is deployed in the 

2013 timeframe. 

2A13 NEXT GENERATION VHF AIR-TO-GROUND COMMUNICATIONS SYSTEM (NEXCOM)

FY 2010 Request $70.2M 

• A, Next-Generation VHF A/G Communications System (NEXCOM)– Segment 1a, C21.01-01 and 

Next-Generation VHF A/G Communications System (NEXCOM) – Segment 2 , C21.02-01 

• B, Communications Facilities Enhancement – Ultra High Frequency Radio Replacement, C06.04.00 

A, NEXT-GENERATION VHF A/G COMMUNICATIONS SYSTEM (NEXCOM) –

SEGMENT 1A, C21.01-01 AND,

NEXT-GENERATION VHF A/G COMMUNICATIONS SYSTEM (NEXCOM) –

SEGMENT 2, C21.02-01 

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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 expanding the number of available frequencies that will affect the air traffic system’s capability to 

effectively manage the projected U.S. air traffic requirements of the future. In addition, replacement of these radios 

improves A/G radio equipment maintainability and reliability, and enhances A/G information security and 

communications control. 

The NEXCOM program was rebaselined in December, 2005. NEXCOM will be implemented in two segments, 1a 

and 2. Segment 1a addresses the high- and ultrahigh-sector air traffic voice channels for aircraft flying en route 

above 24,000 feet. Only Segment 1a has been approved to date. 

Segment 1a will replace all en route radios with Multimode Digital Radios (MDRs) by 2013. The first installation 

was in 2004. The program has been designed for growth and flexibility. The MDRs can emulate the existing analog 

protocol, thus facilitating transition, or they can operate in the more efficient 8.33 kHz voice mode currently in use 

in Europe, or with additional expenditures in a later phase they can operate in the VDL-3 mode especially designed 

for Air Traffic Control. The VDL mode provides integrated data and voice. The spectrally efficient 8.33 kHz 

voice-only mode recovers the spectrum needed for a stand-alone data communications system (i.e., Datacom 

program). The integrated plan for NextGen envisions an automated air/ground trajectory capability which requires a 

data link, and the MDR will provide the spectrum for this link and has the option to provide the link itself directly. 

Segment 2 will implement new radios that will service the high-density terminal areas and the flight service 

operations. The NEXCOM procurement for Segment 2 will deliver Very High Frequency (VHF) radios for civil 

aviation and Ultrahigh Frequency (UHF) radios for military aviation. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

NEXCOM will reduce the number of unplanned outages by replacing existing communications equipment with 

modern digital communications A/G equipment. The second stage of the program will increase capacity by 

expanding the number of communication channels within the spectrum assigned to the FAA. This capability 

increases the capacity to meet current and near-term air traffic control radio communication demands. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase Capacity Where Needed

• SMP Objective #3.3 – Implement airspace and airport capacity enhancements safely. 

Program Plans FY 2010 – Performance Output Goals 

• Segment 1a: Procure 1,996 MDRs and install 2,026. 

• Segment 2: Procure a combination of 1,250 MDR and UHF radios and install 525 of those radios in the highdensity terminal areas and the flight service operations. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Segment 1a: Install 5,912 additional MDRs in En Route facilities by September 30, 2013. 

• Segment 2: Begin procurement and implementation of new VHF and UHF radios. 

• Segment 2: Procure 10,098 MDRs and install 3385 in the high-density terminal areas and the flight service 

operations. 

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System Implementation Schedule 

Next-Generation VHF A/G Communications System 

(NEXCOM) – Segment 1a & 2

First site IOC: July 2002 -- Last site IOC: September 2013 NEXCOM Seg 1a

First Site Decom: July 2022 -- Last Site Decom: September 2032

First site IOC: September 2013 -- Last site IOC: Auguest 2023 NEXCOM Seg 2

2010 2015 2020

B, COMMUNICATIONS FACILITIES ENHANCEMENT – UHF REPLACEMENT, C06.04.00 

Program Description 

The ultra high frequency (UHF) radio replacement project replaces aging equipment used to communicate with 

Department of Defense aircraft. The FAA maintains the UHF A/G communications service for air traffic control of 

military operations in the United States. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

This UHF radio replacement program replaces communications infrastructure used for communicating with military 

aircraft. It will reduce the number of outages and enhance communications capacity by replacing aging and 

increasingly unreliable communications equipment with modern equipment. This program also improves and 

upgrades associated sites and facilities. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase capacity where needed. 

• SMP Objective #3.3 – Implement airspace and airport capacity enhancements safely. 

Program Plans FY 2010 – Performance Output Goals 

• Procure and begin installation of 1,582 UHF Radios. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Procure and begin installation of 1,600 UHF Radios. 

System Implementation Schedule 

Communications Facilities Enhancement – Ultra 

High Frequency (UHF) Radio Replacement

First ORD: June 2004 -- Last ORD: September 2013 UHF Radio Repl

2010 2015 2020

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2A14, SYSTEM-WIDE INFORMATION MANAGEMENT (SWIM)

FY 2010 Request $54.6M 

• System Wide Information Management (SWIM) – Segment 1a, G5C.01-01 

• X, System Wide Information Management (SWIM) – Segment 1b, G5C.01-02 

Program Description 

The System Wide Information Management (SWIM) Program is an information management and data sharing 

system for NextGen. SWIM will provide policies and standards to support data management, secure its integrity, 

and control its access and use. SWIM is being developed incrementally. The initial phase of SWIM, which is 

referred to as Segment 1, includes capabilities that were selected based upon the needs of various data communities, 

maturity of concepts of use, and the ability of existing programs to accommodate development of these SWIM 

capabilities within their existing program plans. Future segments will be defined in a similar manner and will 

include additional capabilities that move the FAA toward the data sharing required for NextGen programs. 

SWIM will reduce the number and types of interfaces, reduce unnecessary redundancy of information and better 

facilitate information-sharing, improve predictability and operational decision-making, and reduce 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 with other agencies. 

Segment 2 is currently being defined. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target 

SWIM will support a transition to network-enabled operations, providing the same high quality, timely data to many 

users and applications, therefore reducing the number of unique, point-to-point interfaces for application-toapplication data exchange. SWIM will reduce redundancy of information (multiple sources of information add cost 

and increase risk for using slightly different information for similar decisions) and will facilitate horizontal (crossfederal) information-sharing. SWIM is a program for collaboration and consolidation through information 

technology. For Segment 1, SWIM will be built into existing NAS systems instead of being acquired as a new, 

standalone capability. 

• Program Performance Target – Reduce cost of developing an application-to-application interface by 

10% in FY 2011. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.4 – Reduce Unit Cost of ATO Operations.

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Program Plans FY 2010 – Performance Output Goals 

• Development and test of the Aeronautical Information Management (AIM) portion of the Special Use Airspace 

(SUA) capability. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Achieve initial standardized SWIM segment 1 capability in traffic flow and flight management between the 

traffic flow management system (TFM) and en route automation modernization (ERAM). 

2A15, AUTOMATIC DEPENDENT SURVEILLANCE BROADCAST (ADS-B) – NATIONAL AIRSPACE 

SYSTEM (NAS) WIDE IMPLEMENTATION

FY 2010 Request $201.4M 

• High Density Arrivals/Departures – Automatic Dependent Surveillance Broadcast (ADS-B) NASWide Implementation – Segments 1 and 2, G2S.01-01 

Program Description 

The Surveillance and Broadcast Services (SBS) program office is implementing Automated Dependant Surveillance 

– Broadcast (ADS-B), Traffic Information Services – Broadcast (TIS-B) and Flight Information Services – 

Broadcast (FIS-B) NAS Wide. ADS-B is the cornerstone technology for the Next Generation Air Transportation 

System. This new system promises to significantly reduce delays and enhance safety by using aircraft broadcasted 

position based on precise signals from the Global Navigation Satellite System instead of those from traditional radar 

to pinpoint aircraft locations to track and manage air traffic. 

ADS-B: ADS-B is an advanced surveillance technology that provides highly accurate and more comprehensive 

surveillance information via a broadcast communication link. ADS-B receives flight data from aircraft, via a data 

link, derived from on-board position-fixing and navigational systems. Aircraft position (longitude, latitude, altitude, 

and time) is determined using GPS, an internal 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 the ADS-B ground station. 

The information will be used for surveillance applications and Air Traffic Services Displays on 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 for display to the pilot using the aircraft’s 

multi-function display. Pilots could use the aircraft’s multi-function display to ensure adequate aircraft separation. 

Finally, ADS-B equipment may be placed on ground vehicles or obstacles to allow locating and identifying them. 

TIS-B: TIS-B is a service that provides ADS-B equipped aircraft with surveillance data about both ADS-B and nonADS-B equipped aircraft, providing a more complete “picture” of nearby air traffic. TIS-B uses surveillance 

information provided by one or more other surveillance sources, such as secondary or primary surveillance radar. 

The surveillance information is processed and converted for use by ADS-B equipped aircraft. TIS-B can also be 

used in ADS-B implementations involving multiple ADS-B data links to provide a cross-link or gateway between 

ADS-B equipped aircraft that could use it to ensure separation with a similarly equipped aircraft. This TIS-B subfunction is identified as Automatic Dependent Surveillance – Rebroadcast (ADS-R). Two communication link 

protocols have been approved for ADS-R use; Universal Access Transceiver (UAT), used mostly by general 

aviation aircraft, and the 1090 extended squitter, which broadcasts but does not receive signals, and is normally used 

by commercial transport aircraft. 

 

FIS-B: Flight Information Services provide ground-to-air broadcast of non-air traffic control advisory information 

which provides users valuable, near real-time information to operate safely and efficiently. FIS-B products include 

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graphical and textual weather reports and forecasts, Special Use Airspace Information, Notices to Airmen, and other 

aeronautical information. 

The ADS-B acquisition has been structured as a multi-year, performance-based service contract under which the 

vendors will install, own, and maintain the equipment. The FAA will purchase services in the same way the agency 

purchases telecommunications services today. The FAA will define the services it requires and maintain ultimate 

control of the data that flows between the vendor’s infrastructure, FAA facilities, and aircraft. The government will 

not own the ground infrastructure (which will be owned by the vendor) or the avionics (which will be owned by the 

aircraft owner). 

Segment 1 of the program requires two In-Service Decisions. The first provided the authority to proceed with NASWide deployment of Essential Services TIS-B/FIS-B. The second will provide the authority to proceed with NASWide deployment of Critical Services (Surveillance). This includes integration, certification, and approval of 3 and 

5-mile separation standards using ADS-B as a surveillance source. The areas that Segment 1 will focus on are: Gulf 

of Mexico (Communications, Weather, and Surveillance); Louisville, KY (Surveillance/TIS-B/FIS-B); Philadelphia, 

PA (Surveillance/TIS-B/FIS-B); Southeast Alaska, Juneau Area (Surveillance/TIS-B/FIS-B and Wide Area 

Multilateration); and Expansion of Broadcast Services – East Coast, Midwest to North Dakota, Western Arizona 

through California and Oregon, (TIS-B/FIS-B). 

Segment 2 of the program is expected to begin in FY 2011 and the schedule for deployment of services for the 

remainder of the NAS has been developed jointly by the FAA and the service provider, ITT Corp, based on a 

roadmap that will provide for maximum operational benefit and the potential for early equipage along with select 

pocket of users that will optimize the user and government benefits. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 2 – Increase reliability and on-time performance of scheduled carriers. 

• FAA Performance Target 1 – Achieve a NAS on-time arrival rate of 88.00 percent at the 35 OEP airports 

by FY 2012 and maintain through FY 2013. 

Relationship to Performance Target 

ADS-B is a technology that will allow implementation of new air traffic control procedures that will 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. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.3 – Deliver the NexGen/OEP commitments. 

Program Plans FY 2010 – Performance Output Goals 

• In-Service Decision for Critical (ADS-B) Services. 

• Louisville Initial Operating Capability (IOC). 

• Houston/Gulf of Mexico IOC. 

• Philadelphia IOC. 

• Juneau ADS-B IOC. 

• Final ADS-B Out Rule Published in Federal Register. 

• Continue Future Applications Development. 

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Program Plans FY 2011-2014 – Performance Output Goals 

• Commission weather and communications at 25 airports in Alaska. 

• Complete NAS-Wide deployment of ADS-B, TIS-B and FIS-B. 

• Commission ASDE-X at 9 ASDE Sites. 

• Commission upgrade of ASDE-X Multilateration to support ADS-B dual-link transmission technology. 

• Continue Future Applications Development. 

• Develop plan for removal of legacy surveillance systems. 

• Achieve IOC for surface alerting. 

System Implementation Schedule 

Automatic Dependent Surveillance-Broadcast (ADS-B) 

National Airspace System (NAS) Wide Implementation 

First site IOC: August 29, 2009 -- Last site IOC: 2013 ADS-B Nat Impl

Expected operational life: 21 years

2010 2015 2020

2A16, Windshear Detection Services 

FY 2010 Request $1.0M 

• Windshear Detection Services, W05.03-01 

Program Description 

Windshear Detection Services is a program to determine how to modernize and improve current wind shear 

detection systems. One component will be to develop a business case analysis of whether to upgrade the Low Level 

Wind Shear Alerting System (LLWAS), which is a ground based wind shear detection system that the FAA first 

implemented in the 1970s timeframe. LLWAS uses pole-mounted sensors that are strategically placed around 

runways to measure wind speed and direction along airport arrival/departure corridors and their associated runways. 

LLWAS generates wind shear alerts and warnings so controllers can inform pilots of the risk for encountering wind 

shear as they approach or depart airports. A second component of the analysis will look at other technologies such 

as Laser Infrared Detection and Ranging (LIDAR) to add a new capability or supplement existing systems in 

detecting wind shear. The radars (Terminal Doppler Weather Radar (TDWR) and Airport Surveillance Radars with 

Weather Systems Processor (ASR-WSP)) that detect wind shear are being improved under separate CIP line items. 

The analysis will support an initial investment decision for Wind Shear Detection Services which is planned for FY 

2010 under NextGen Decision 37 in the Weather Roadmap. When a final investment decision is approved, this 

program will implement the approved upgrades. 

The analysis will examine how to improve system performance in a cost effective way. The LIDAR capability is 

currently being tested, and, if testing is successful, there are at least six airports that would benefit from its ability to 

detect wind shear in dry climates. It is being tested because the TDWR and ASR-WSP systems depend on moisture 

in the air to detect wind shear and are not sufficiently accurate in dry climates. LLWAS was the first system 

designed to detect wind shear and is both installed at lower activity airports that cannot qualify for the more 

expensive Terminal Doppler Weather radar (TDWR), and it also supplements TDWR at some major airports. The 

rationale for replacing existing systems is based on the age of the existing LLWAS and the multiple configurations 

purchased under the programs described below: 

• LLWAS-Model 2 (II), 

• LLWAS-Network Expansion (NE), 

• LLWAS-Relocate/Sustain (R/S), 

• LLWAS-Wind Measuring Equipment (WME), and 

• Pole relocation and/or refurbishment to maintain performance. 

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In addition to replacing old systems and adding new capabilities for existing runways, FAA must also determine the 

number and type of systems needed to serve new runways that qualify for windshear detection service. This 

program must also analyze what is needed to fulfill NextGen requirements for wind shear detection. Success of 

NextGen efforts to increase capacity will depend on better information on the location and intensity of wind shear. 

Implementation of Trajectory Based Operations and other solution sets that are designed to maximize the use of 

runway capacity will require accurate and timely information on when weather restrictions begin and end for the 

runways that support NextGen operations. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

Windshear is a known cause of fatal aviation accidents. LLWAS generates windshear alerts and warnings during 

the most critical phase of flight under tower control. New Technology, SLEP or Tech Refresh will contribute to 

maintaining existing windshear detection services. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.5 – Minimize impacts of weather on the operation.

Program Plan FY 2010 – Performance Output Goals 

• Initiate business case alternatives and tech refresh activities. 

Program Plan FY 2011-2014 – Performance Output Goals 

• If funding becomes available tech refresh activities will be initiated. 

2A17, WEATHER AND RADAR PROCESSOR (WARP) 

FY 2010 Request $17.6M 

• Weather and Radar Processor (WARP) – WARP Sustain, W04.03-01 

Program Description 

There is a critical need to provide accurate, reliable, tactical and forecast weather conditions to air route traffic 

control center (ARTCC) controllers, traffic management specialists, and center weather service unit meteorologists. 

This weather data will allow the FAA to provide timely weather advisories and accomplish its mission of safe and 

efficient air traffic control within the National Airspace System (NAS). The WARP Program provides accurate 

weather data to critical NAS programs such as En Route Automation Modernization (ERAM), Advanced 

Technologies and Oceanic Procedures (ATOP), and User Request Evaluation Tool (URET). The current WARP 

system provides the following: 

• Integrates Weather radar data on air-traffic controllers' displays, 

• Provides access to radar mosaics and other key weather information to Area Supervisors and Traffic 

Management Personnel, 

• Interfaces with advanced weather sensors, 

• Plots and processes forecasted upper air wind and temperature gridded data, and 

• Provides weather data to other NAS systems. 

Due to the WARP Program’s aging hardware and software infrastructure, (unsupported operating system and HW 

equipment obsolescence), the existing architecture must be sustained and maintained until it is replaced. This will 

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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 who support air traffic. 

Original Contract Award was June 1996 and National Operational Readiness Decision (ORD) for the Continental 

United States ARTCCs (WARP weather data on Controller Display System Replacement (DSR) screens and 

operational) was achieved in December 2002 and ORD for the Anchorage, Alaska ARTCC was achieved in April 

2003. The WARP Maintenance and Sustainment Services (WMSS) Contract Award was April 2005. The WARP 

system is operational at all 21 ARTCCs and at the Air Traffic Control Systems Command Center (ATCSCC). Also, 

there are two (2) WARP systems at the William J. Hughes Technical Center (WJHTC) and one (1) system at the 

vendor’s facility (Harris Corporation), in Melbourne, FL. 

Current WARP Benefits realized include: Delay (Passenger Value of Time and Airline Direct Operating Costs) and 

Safety. Benefits for the continuation of WARP sustain and technical refresh activities are realized in the form of 

incremental delay benefits (i.e., Foresee effect of deviations and assist pilot decision-making), incremental Safety 

benefits (i.e., Providing advisories and information that help aircraft without onboard radar to avoid accidents in 

convective weather) and a Cost Avoidance (i.e., not re-engineering of obsolete parts) and the elimination of 

commercial weather service. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The FAA goal of Greater Capacity requires collaboration among multiple disciplines to provide capacity in the 

United States airspace system that meets projected demand in an environmentally sound manner. WARP supports 

the goal’s objective of making air traffic flow over land and sea more efficient. Specifically, WARP provides airtraffic controllers and traffic management unit (TMU) specialists with high-resolution, integrated real-time and 

strategic graphical weather information. WARP provides common situational awareness by providing data to other 

FAA systems such as Advanced Technologies and Oceanic Procedures (ATOP) and Dynamic Ocean Track System 

Plus (DOTS+), and is aligned with the NAS infrastructure. 

The benefit of having better weather information presented in an integrated manner in the En route environment is in 

providing a comprehensive picture of where aircraft can safely fly resulting in a more efficient use of airspace. As a 

result of the integrated weather information made available through the WARP, air traffic controllers have an 

enhanced awareness of the weather and can better direct aircraft. Sustainment of WARP is required in order to meet 

the 0.9996 system availability as specified by the WARP Specification. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.5 – Minimize impacts of weather on the operation.

Program Plans FY 2010 – Performance Output Goals 

• Continue WARP Maintenance and Sustainment Service (WMSS) activities. 

• Start National Airspace Data Interchange Network (NADIN) II interface(s) transition from NADIN II to FTI. 

• Start data format adaptation activities. 

• Start removal of Commercial Weather Service. 

• Start selectable layer for improved stratification activities. 

• Address hardware refresh for obsolete subsystems. 

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Program Plans FY 2011-2014 – Performance Output Goals 

• Continue WARP Maintenance and Sustainment Service (WMSS) activities. 

• Complete data format adaptation activities. 

• Complete removal of Commercial Weather Service. 

• Complete selectable layer for improved stratification activities. 

• Complete NADIN II interface(s) transition from NADIN II to FTI. 

• Complete development and Implementation for WINS development to satisfy the Next Generation Air Traffic 

System (NextGen) Network Enabled Weather (NNEW) 4-D Weather Data Cube strategy of providing weather 

information suitable for Decision Support Systems (DSS) Integration as a Single Authoritative Source using 

standardized formats and access methods. 

• Integrate WARP Radar Acquisition and Mosaic Processor (RAMP) into the NextGen Weather Processor 

(NWP). 

• WARP subsystems not subsumed by the NextGen Weather Portfolio will begin decommissioning. 

System Implementation Schedule 

WARP Sustain & Tech Refresh

First site ORD: Post 2009 EC/JRC -- Last site ORD: TBD WARP Sustain & TR

2010 2015 2020

2A18, COLLABORATIVE AIR TRAFFIC MANAGEMENT TECHNOLOGIES (CATMT) 

FY 2010 Request $18.1M 

• Collaborative Air Traffic Management Technologies (CATMT) – Work Package 2, G5A.05-01 

• X, Collaborative Air Traffic Management Technologies (CATMT) – Work Package 3, G5A.05-02 

• X, Collaborative Air Traffic Management Technologies (CATMT) – Work Package 4, G5A.05-03 

Program Write ups for CATMT WP2, WP3, and WP4 are combined with BLI 2A06 Air Traffic Management 

(ATM) 

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B. TERMINAL PROGRAMS

2B01, AIRPORT SURFACE DETECTION EQUIPMENT – MODEL X (ASDE-X) 

FY 2010 Request $17.3M 

• Airport Surface Detection Equipment – Model X (ASDE-X), S09.01-00 

• X, ASDE-X – Tech Refresh & Disposition, S09-01-01 

Program Description 

ASDE-X is a surface surveillance system that provides seamless multi-sensor airport surveillance with identification 

and conflict alerting to air traffic controllers. The ASDE-X system integrates five technologies: transponder 

multilateration, surface movement radar, Automatic Dependent Surveillance-Broadcast (ADS-B), multi-sensor data 

fusion, and control tower display equipment. The integration of these sensors provide data with accuracy, update 

rate, and reliability suitable for improving airport safety and efficiency in all weather conditions. ASDE-X is 

particularly useful as a traffic control aid during hours of darkness and during other conditions of poor visibility. 

The FAA plans to deploy ASDE-X systems to 35 airports. As of September 2008, ASDE-X systems are operational 

at 17 airports. 

In FY 2011, the ASDE-X Team plans to begin a study to determine the equipment and/or software that needs to be 

included in the tech refresh. Tech refresh is scheduled to begin in 2012. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 3 – Reduce the risk of runway incursions. 

• FAA Performance Target 1 – By FY 2010, limit Category A and B (most serious) runway incursions to a 

rate of no more than 0.450 per million operations, and maintain or improve through FY 2013. 

Relationship to Performance Target 

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 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, which include critical information about the targets involved, such as ID and surface occupied. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.3 – Ensure safety and aircraft separation.

Program Plans FY 2010 – Performance Output Goals 

• Deliver last 9 out of 35 (100%) ASDE-X systems. 

• Achieve Initial Operating Capability (IOC) of 13 out of 35 (91%) ASDE-X systems. 

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Program Plans FY 2011-2014 – Performance Output Goals 

• Achieve IOC at the last 3 out of 35 (100%) ASDE-X systems. 

• Begin study to determine the equipment and/or software that needs to be included in the tech refresh. 

• Begin tech refresh in 2012. 

System Implementation Schedule 

Airport Surface Detection Equipment – Model X 

(ASDE-X)

First ORD October 2003 -- Last ORD: May 2011 ASDE-X

First Site Decom: October 2028 -- Last Site Decom: September 2029

* The last three ASDE-X sites are dependent on or impacted by their planned new Airport Traffic Control Tower schedules.

2010 2015 2020

2B02, TERMINAL DOPPLER WEATHER RADAR (TDWR) – PROVIDE

FY 2010 Request $9.9M 

• Terminal Doppler Weather Radar – Service Life Extension Program (SLEP), W03.03-01 

Program Description 

The primary mission of the TDWR is to enhance the safety of air travel through timely detection, reporting, and 

display of hazardous weather conditions—wind-shear events, microburst and gust fronts, and thunderstorms—in and 

near an airport’s terminal approach and departure zone. 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. TDWRs are operational at 46 airports. TDWR weather data is also transmitted to FAA 

automation systems and to 34 National Weather Service weather forecast offices. In addition, the four Washington, 

DC, area TDWRs provide data to the Urban Shield wind dispersion project that is operated by the Pentagon Force 

Protection Agency. 

The TDWRs were installed in the 1990s, and many components of the existing system require replacement to ensure 

these radars are available during severe weather conditions. The antenna drive systems need rebuilding; the 

computer processors are out of date; and several other components need to be upgraded and modernized. The 

planned upgrades in this first phase of the TDWR’s service life extension program are scheduled to be completed in 

2014. Via separate projects, subsequent phases of the program will address other areas of the TDWR that need 

refurbishment in order to keep the system reliable until it is replaced. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

The TDWR SLEP contributes to safety goals by continuing TDWR service, improving TDWR software architecture 

integration, and replacing old components with more reliable components, all of which will enable the TDWR to 

reliably operate until the planned end of service life goal (2025). 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

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Program Plans FY 2010 – Performance Output Goals 

• Install TDWR Radar Data Acquisition (RDA) Retrofit Units at 12 operational sites. 

• Install TDWR elevation gears (bearings) and lube stations at 6 operational sites. 

• Buy TDWR brushless antenna drive motor modification kits. 

Program Plans FY 2011-2014 – Performance Output Goals 

• 2011 – Modify 12 more sites with production RDA mod kits; modify 7 more sites with new elevation bearings 

and lube stations; procure the last antenna drive systems and install 7 of them. 

• 2012 – Modify 12 more sites with RDA production mod kits; modify 7 more sites with new elevation bearings 

and lube stations; install 15 more antenna drive systems. 

• 2013 – Modify the last 6 sites with new elevation bearings and lube stations; install 15 more antenna drive 

systems; install the last 6 RDA production mod kits. 

• 2014 –Install the last 10 production antenna drive systems. 

System Implementation Schedule 

• RDA Retrofit: Complete last modification in FY 2013. 

• Elevation Drive Enhancement: Complete last modification in FY 2013. 

• Brushless Drive Motors: Complete last modification in FY 2014. 

2B03, STANDARD TERMINAL AUTOMATION REPLACEMENT SYSTEM (STARS)

(TAMR PHASE 1) 

FY 2010 Request $28.0M 

• Standard Terminal Automation Replacement System – Technical Refresh (TAMR Phase 1), 

A04.01-01 

• Standard Terminal Automation Replacement System – Terminal Enhancements (TAMR Phase 1), 

A04.01-02 

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 military and civilian aircraft, at several airports within the nation's airspace. 

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 large-screen, highresolution, color displays, and is expandable to accommodate future air traffic growth and new hardware and 

software. STARS addresses technology, mobility, and security gaps with the existing systems. 

As in any commercial-off-the-shelf (COTS) based system, an aggressive hardware “technology refreshment” 

program is absolutely essential. Planning for technology refreshment 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. 

On April 20, 2004, the FAA Joint Resources Council (JRC) directed a phased approach to terminal automation 

modernization. The JRC approved STARS as a replacement for 47 critical site systems within three years. Thus, 

the current scope of the STARS program is to deploy systems to the remaining designated sites, and sustain and 

enhance those systems at the 47 sites. By the end of FY 2008, 46 of the 47 STARS will be operational within the 

NAS. The final site deployment is still pending availability of a new facility. 

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Terminal Enhancements (TE) address issues identified by controllers and operating facilities personnel. This project 

funds mandatory security enhancements and corrective changes to enhance system performance. Enhancements 

include addressing evolving safety requirements (e.g. Minimum Safe Altitude Warning system (MSAW) and 

Conflict Alert (CA)) and upgrading interfaces with other systems (surveillance, centers, oceanic). Regular reviews 

of system performance identify and prioritize issues and schedule the work to be completed in any fiscal year. 

Software changes that are needed to address changes in hardware are done under this program to support the STARS 

Tech Refresh activities, and/or the upgrades needed for enhanced performance and capacity. 

 

Terminal Enhancement work includes increasing tracker accuracy, adding system capacity, improving voice 

recognition techniques, increasing target capability, and addressing training needs. It also provides software and 

other support staff to enhance/refine all the STARS operational systems/sites. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

During FY 2008, STARS had an equipment availability of 99.99997% at all operational sites (Source: National 

Outage Database, through June 2008). STARS is fully operational at 18 OEP airports. In addition to high 

availability, STARS has an improved controller data display and data manipulation capabilities, enabling controllers 

to increase aircraft density without compromising safety. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Complete the system processor and peripheral equipment qualification and purchase. 

• Complete qualification for a terminal controller workstation display monitor replacement, tower controller 

monitor replacement, and eliminate costly inter-dependency of the system processors and operating system. 

• Complete qualification of newly discovered end of life hardware items. 

• Develop STARS software enhancements to improve system performance, efficiency, ease of use, and support. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Continue to sustain and enhance the operational STARS systems and implement technology refreshment as 

necessary. 

System Implementation Schedule 

Standard Terminal Automation Replacement System 

(STARS)

First site IOC: October 2002 -- Last site IOC: September 2007 STARS

2010 2015 2020

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2B04, TERMINAL AUTOMATION MODERNIZATION/ REPLACEMENT PROGRAM 

(TAMR PHASE 3) 

FY 2010 Request $3.0M 

• Terminal Automation Modernization – Replacement (TAMR) – Phase 3, A04.07-01 

Program Description 

Terminal automation systems are essential for helping controllers manage the tempo of operations at our nation's 

busiest airports. The automation systems rely on information from radar and weather sensors, along with flight plan 

information for each aircraft to inform controllers of the aircraft’s location and intended path of flight so they can 

safely and efficiently maintain aircraft separation at or near airports. 

The Terminal Automation Modernization and Replacement program provides a phased approach to modernizing the 

automation systems at the FAA’s Terminal Radar Approach Control (TRACON) facilities and their associated 

Airport Traffic Control Towers (ATCT) throughout the NAS. 

TAMR Phase 3 begins planning for the modernization/replacement of automation systems at the remaining 106 

TRACONS. Additionally, TAMR Phase 3 will evaluate opportunities for automation convergence and will include 

them appropriately. The FAA will continue to sustain the automation systems at these sites while monitoring 

system performance to identify any deterioration in service. Planning and business case development for TAMR 

Phase 3 will begin in 2009 with future activities pending a JRC decision. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

By providing state-of-the-art equipment, outages are reduced, thereby reducing delays at the 99 remaining ARTS IIE 

sites and 7 ARTS IIIE sites not addressed in either TAMR Phase 1 or TAMR Phase 2. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Continue planning, investment analysis, and business case development activities for Phase 3 to address 

performance shortfalls at the remaining 106 ARTS sites as well as evaluating covering the current 

STARS/Common ARTS platforms into a single family of platforms. 

Program Plans FY 2011-2014 – Performance Output Goals 

• To be determined – pending JRC decision 

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2B05, TERMINAL AUTOMATION PROGRAM

FY 2010 Request $9.6M 

• A, Flight Data Input/Output (FDIO) Replacement, A01.11-01

• B, Electronic Flight Strip System, A32.01-01 

• C, Terminal Flight Data Management System, A33.01-01 

A, Flight Data Input/Output (FDIO) Replacement, A01.11-01 

Program Description 

The FDIO system provides standardized flight plan data, safety related data, and other information to air traffic 

controllers at more than 500 TRACON, ATCT, and ARTCC facilities. The FDIO system prints flight data 

information on paper strips to assist controllers in tracking aircraft and anticipating the arrival of aircraft in the 

sector under their control. 

The FDIO Replacement program replaces the end-of–life/obsolete FDIO equipment with fully compatible 

(form/fit/function) commercial off-the-shelf (COTS) equipment. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The FDIO program replaces end-of–life, obsolete FDIO equipment with modern COTS equipment, thereby reducing 

potential outages and delays. 

Strategic Management Process (SMP) Pathway and Objective 

SMP Pathway #1 – Achieve Operational Excellence. 

SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Complete an operational analysis to identify/validate hardware and software technical refresh requirements. 

• Develop solutions for replacement/modernization of end-of-life/obsolete components. 

• Begin the procurement of replacement equipment necessary for continued FDIO operation. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Continue procurement of replacement equipment. 

• Deploy solutions to replace/modernize end of-life/obsolete components. 

System Implementation Schedule 

Flight Data Input/Output (FDIO)

First site IOC: February 2011 -- Last site IOC: September 2025 FDIO

2010 2015 2020

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B, Electronic Flight Strip System, A32.01-01 

Program Description 

The FAA currently relies on paper flight strips to provide air traffic controllers with a physical representation of the 

aircraft they are controlling. The strips are used to coordinate and plan operations regarding individual flights, 

including arrivals, departures, and surface movement of aircraft. As flights are processed, the corresponding flight 

strips are passed from one controller to the next – each of whom is concerned with a specific segment of the overall 

sequence to be completed. This process is inefficient and restrictive since information hand-written on the flight 

strips during the progress of a flight is not easily shared with other personnel or facilities. 

This program will automate the flight strips, providing controllers with electronic tools and functions to better 

manage air traffic operations, facilitating a safer and more efficient Air Traffic Control (ATC) operational 

environment. This system will facilitate the efficient distribution and management of electronic flight plan 

operations as well as the sharing of flight plan data and system information. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion.

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011and maintain through FY 2013.

Relationship to Performance Target 

Modernizing the processing, update, and transfer of flight strips using electronic means will improve Air Traffic 

Control (ATC) operational efficiency increasing capacity and reducing delays at the airports addressed by this 

investment 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective # 1.3 – Ensure safety and aircraft separation.

Program Plan FY 2010 – Performance Output Goals 

• Obtain Final Investment Decision. 

• Award contract to prime vendor and begin design/development. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Goals will be defined during Investment Analysis. 

C, Terminal Flight Data Management System, A33.01-01 

Program Description 

The NAS currently relies on several flight data management systems in Air Traffic Control Towers (ATCTs) to 

provide flight object data and traffic management tools in the terminal environment. These systems include, but are 

not limited to, Airport Resource Management Tool (ARMT), Flight Data Input Output (FDIO), Tower Data Link 

Services (TDLS), Integrated Display System (IDS), Electronic Flight Strip Transfer System (EFSTS), and Advanced 

Electronic Flight Strip (AEFS). In order to achieve the modernization of the NAS envisioned by NextGen, it is 

necessary to develop an integrated Terminal Flight Data Management (TFDM) platform that provides all of the 

functionality currently available to controllers as well as emerging capabilities anticipated in the modernization of 

the NAS such as Electronic Flight Strip (EFS) and Terminal Data Display System (TDDS). This phase of TFDM 

intends to integrate the functionality of the existing terminal flight data systems and decision support tools in order 

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Fiscal Years 2010-2014 Activity 2 

to reduce operating costs and facilitate increased capacity in the terminal environment through the consolidation of 

these systems. 

The TFDM program is an integrated approach to maximize the efficient collection, distribution, and update of the 

data and improve access to the information necessary for the safe and efficient control of air traffic. The system will 

collect and portray terminal flight object (flight and flow) data as well as provide traffic management tools on an 

integrated display; and, interface to information and decision support tools. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

The integration of existing terminal flight data systems and decision support tools, such as ARMT, FDIO, and 

TDLS, will facilitate increased capacity in the terminal environment by providing a more efficient and effective 

means of collecting, distributing, accessing, and updating flight object data in the Terminal environment. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase Capacity Where Needed. 

• SMP Objective #3.3 – Implement airspace and airport capacity enhancements safely. 

Program Plan FY 2010 – Performance Output Goals 

• Complete requirements development and identify viable alternatives. 

• Seek an Investment Analysis Readiness Decision. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Complete Investment Analysis and obtain investment decisions (initial and final).

• Additional Goals will be defined during Investment Analysis. 

2B06, TERMINAL AIR TRAFFIC CONTROL FACILITIES – REPLACE

FY 2010 Request $176.0M 

• ATCT/TRACON Replacement, F01.02-00 

Program Description 

The FAA provides air traffic control services from more than 500 Airport Traffic Control Tower (ATCT) and 

Terminal Radar Approach Control (TRACON) facilities and must continually replace 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 27 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. 

ATCT/TRACON facilities that cannot meet present-day operational requirements are being replaced. New facilities 

will accommodate future growth, current building codes, and design standards. The FAA will fund terminal facility 

replacement programs in six phases to provide sound financial management of these projects. Phase 0 includes 

investment analysis and requirements development; phase I includes site selection and advanced engineering; phase 

II incorporates facility equipment design and procurement, environmental studies, and site adaptation; phase III is 

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facility construction; phase IV continues funding for equipment installation and utilities installation; and phase V 

funds demolition of the old tower or TRACON being replaced and restoration of the old site. 

Relationship of Program to FAA Strategic Goal, Objective and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The Terminal Air Traffic Control Facilities program contributes to the FAA greater capacity goal 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. The 

average control tower is 27 years old, and as volume and complexity of terminal air traffic control increases, so does 

the requirement for additional positions in ATCT/TRACON facilities. 

New and replacement facilities support the FAA capacity goal: to provide a system that meets or exceeds air traffic 

demand. Strategic location, adequate height, and cab size of an airport traffic control tower will provide an efficient 

working environment, enable controllers to achieve an unobstructed view of the airport, and enable them to see 

aircraft at the outer aircraft movement areas. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Design starts at one site (Phase I/II). 

• Start construction at four sites (Phase III). 

• Equipment installation at thirteen sites and commissioning at three sites (Phase IV/V). 

Program Plans FY 2011-2014 – Performance Output Goals 

• Continue siting studies, design, site work, construction, electronic design, electronic installation, and 

decommission and restoration. 

• Provide Other Transactional Agreement support. [In cases where an airport sponsor constructs a usable facility 

with Federal funds, FAA provides these funds through the Other Transactions Agreements (OTA) process. The 

OTA process allows the FAA to turn over the project management – and the funds appropriated for the project 

– to the airport sponsor for construction of the proposed facility.] 

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2B07, ATCT/TERMINAL RADAR APPROACH CONTROL (TRACON) FACILITIES – IMPROVE

FY 2010 Request $38.9M 

• ATCT/TRACON Modernization, F01.01-00 

Program Description 

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, tower cab consoles; undersized generators and 

environmental equipment. In addition to the renovation projects, modernization includes facility upgrades such as 

adding operating positions for controllers and training space, 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 additional operational and safety 

requirements, including upgraded visibility of the entire airport surface, accessibility improvements, removal of 

hazardous materials, upgrading to met seismic and security 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 Executive Order 12941 that mandates compliance with the Interagency Committee 

on Seismic Safety in Construction seismic standards and the “DOT Policy for Seismic Safety of New and Existing 

DOT Owned or Leased Buildings”. 

Relationship of Program to FAA Strategic Goal, Objective and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The ATCT/TRACON Modernization program upgrades and improves facilities to support the NAS. This program 

will enable facilities to meet current operational, environmental, and safety needs economically instead of 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. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Conduct planning projects (e.g., Life Cycle Assessments, Conditions Assessments, etc.) to determine 

requirements. 

• Initiate an average of 84 new projects to improve, repair, and sustain infrastructure at ATCT/TRACON 

facilities. 

• Conduct analysis on the longer-term plans for facilities. 

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Program Plans FY 2011-2014 – Performance Output Goals 

• Continue facility sustainment, repair, and modernization work within available funding. 

• Initiate an average of 84 modernization related projects per year. 

2B08, TERMINAL VOICE SWITCH REPLACEMENT (TVSR) 

FY 2010 Request $10.5M 

• 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 

and Terminal Radar Approach Control facilities. Voice switches enable air traffic controllers to communicate with 

aircraft 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 Systems, and Interim Voice Switch Replacement. It 

also includes the Conference Control Center at the Air Traffic Control System Command Center (ATCSCC). To 

date, this program has replaced 388 of 421 terminal switches throughout the NAS. The program also provides the 

contract vehicles for the FAA to procure voice switch equipment for new and modernized terminal facilities. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The TVSR program supports the greater capacity goal by improving system reliability of terminal voice 

communications by replacing aging electronic switches with modern digital equipment. This reduces outages and 

prevents delays. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Deliver 10 terminal voice switches to various FAA facilities including additional systems to support ATO-T 

Tower replacement program 

Program Plans FY 2011-2014 – Performance Output Goals 

• Deliver terminal voice switches to various FAA facilities that were not included in the original statement of the 

program (approximately 50) but will be, or are, at the end of their lifecycle. 

System Implementation Schedule 

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 IOC: 2011 STVS/ETVS/RDVS/VSBP/IVSR

2010 2015 2020

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2B09, NAS FACILITIES OSHA AND ENVIRONMENTAL STANDARDS COMPLIANCE

FY 2010 Request $26.0M 

• NAS Facilities OSHA & Environmental Standards Compliance – NAS Facilities OSHA, F13.03-00 

• Environmental and Occupational Safety and Health Compliance and Fire/Life Safety for Airport 

Traffic Control Towers, F13.03-00 

Program Description 

NAS Facilities Occupational Safety and Health Administration (OSHA) & Environmental Standards Compliance 

provides comprehensive ATO-wide environmental, occupational safety and health management to meet Federal, 

state, and local legal requirements in addition to negotiated agreements. ATO-W’s Environmental 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 of guidance, technical assistance, employee training, 

compliance monitoring, and corrective actions, EOSH Services designs and implements compliance programs that 

integrate risk management into each level of the ATO infrastructure lifecycle: from system and facility design, 

through infrastructure management, and to decommissioning. 

To achieve its mission, EOSH Services oversees the implementation of numerous programs covering a wide range 

of disciplines, from fire life safety to pollution prevention. 

The Fire Life Safety program implements fire life safety upgrades at Airport Traffic Control Towers. Additionally, 

it develops fire prevention plans and trains tower occupants, resident engineers, maintenance technicians, and 

employees on maintenance requirements for new systems. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 1 – Implement human resource management practices to attract and retain a highly skilled, 

diverse workforce and provide employees a safe, positive work environment. 

• FAA Performance Target 2 – Reduce the total workplace injury and illness case rate to no more than 2.44 

per 100 employees by the end of FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

In support of the workplace injury and illness performance target, ATO will meet the following activity targets: 

• Will ensure that ATO employees complete web-based OSH awareness training by July 27, 2010. 

• Will conduct EOSH program management evaluations in each service area to evaluate program 

effectiveness no later than July 27, 2010. 

• Will work with product teams to incorporate EOSH requirements into at five (5) new emerging systems by 

July 31, 2010. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #5 – Promote Organizational Learning and Growth. 

• SMP Objective #5.5 – Foster a safety and performance-based culture. 

Program Plans FY 2010 – Performance Output Goals 

• Continue fire life safety upgrades to 20 ATCTs initiated in FY 2009. 

• Initiate fire life safety upgrades for 20 ATCTs. 

• Work with product teams to incorporate EOSH requirements into at least five (5) NAS new systems. 

• Work with ATO-T to incorporate EOSH requirements into all new ATCT and TRACON designs. 

• Initiate five new ATO EOSH guidance/documents/directives. 

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• Complete FAA acceptance process for 100% of mold remediation projects identified through the Agency 

identification process and planned for completion in 2010. 

• Maintain environmental compliance performance level at or better than the FY 2009 baseline level as 

established by the ATO environmental management system (EMS). 

• Use EOSH program dashboard performance measures to establish program performance baselines. 

• Finalize existing EOSH training standards into uniform course titles. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Initiate fire life safety upgrades for 80 ATCTs. 

• Perform system hazard analysis on at least five (5) new NAS system per year. 

• Support acquisition management organizations by providing OSH and environmental technical assistance on 

five (5) systems per year. 

• Work with ATO-T to incorporate EOSH requirements into all new ATCT and TRACON designs. 

• Prepare course materials for at least one EOSH course with a uniform course title per year. 

• Establish consistent annual environmental inspection information for selected NAS facilities. 

• Conduct at least one field review for hearing conservation program per year. 

• Develop standardized training course for confined space. 

• Continue implementing electrical safety and Lockout/Tagout safety programs 

• Perform review on the status of fall protection personal protective equipment in the service areas. 

• Conduct at least one indoor air quality program field review per year. 

• Conduct at least one environmental compliance program field review per year. 

• Continue to perform safety hazard analyses on NAS in-service equipment. 

• Continue implementing written safety programs. 

• Conduct quality assurance/quality control evaluation of EOSH Program implementation in at least one Service 

Area per year. 

• Finalize implementation of ATO EMS. 

2B10, AIRPORT SURVEILLANCE RADAR (ASR-9) 

FY 2010 Request $3.5M 

• ASR-9 / Mode S SLEP, Phase 1B – Transmitter Modification, S03.01-05 

• ASR-9 / Mode S SLEP, Phase 2, S03.01-06 

Program Description 

The Airport Surveillance Radar Model 9 (ASR-9) and Mode Select (Mode S) provide aircraft target and weather 

information to air traffic controllers, which help reduce delays and improve safety at high activity airports. The 

ASR-9 and Mode S surveillance systems were designed and fielded in the 80’s/90’s and have experienced an 

increase in failures. Studies conducted in 2000 – 2003 revealed that continued investment is required to sustain the 

current level of surveillance services provided by these systems; without modification, it is expected the number of 

unscheduled outages would increase, as well as the mean time to restore service. Furthermore, without 

modification, the ability to implement Internet Protocol (IP) and All Purpose Structured Eurocontrol Surveillance 

Information Exchange (ASTERIX) data format for interface with the System Wide Information Management 

(SWIM) (reference NAS Architecture 6, Decision Point #102) and associated support for NextGen would be 

compromised. 

The results of an investment analysis conducted in November 2003 indicated that a Service Life Extension Program 

(SLEP) for both systems was the preferred solution. The FAA developed a multi-phased strategy that addresses 

critical, near-term sustainment issues, identified as those elements that represent immediate, serious risk to this 

service (Phase 1) and identifies the next highest set of major impact risks and develops affordable long-term 

solutions to ensure continued surveillance services at ASR-9/Mode-S sites (Phase 2). 

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The first phase was further separated into two segments: Phase 1, Segment A; and Phase 1, Segment B. A final 

investment decision was approved for Phase 1, Segment A in September 2004, which implemented modifications to 

the ASR-9 antenna at selected sites to mitigate the risk of structural collapse, while addressing Occupational Safety 

and Health Administration (OSHA) issues and replacing the obsolete control and monitoring equipment at all sites. 

A final investment decision was approved for Phase 1, Segment B in June 2005, which implements modifications to 

the ASR-9 transmitter at 135 systems through FY 2010 to improve the reliability and maintainability of these 

systems. 

Phase 2, currently in investment analysis, consists of implementing additional modifications to the ASR-9 radar 

systems to sustain primary surveillance in terminal airspace through 2025. The sustainment of the ASR-9 aligns 

with the National Airspace System Architecture 6, and the Surveillance and Broadcast Services (SBS) Automatic 

Dependent Surveillance - Broadcast (ADS-B) strategy. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The ASR program contributes to the goal of greater capacity by maintaining existing airport capacity and meeting 

future air traffic demands. The ASR-9 serves airports with high activity levels and will not be replaced by the ASR11. The SLEP projects being performed will address the most critical performance issues in order to improve 

system reliability and thereby reduce unscheduled outages. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

Phase 1B

• Continue installation of the ASR-9 transmitter modification at operational sites. 

Phase 2

• Complete investment analysis. 

Program Plans FY 2011-2014 – Performance Output Goals 

Phase 1B

• Complete installation of the ASR-9 transmitter modification at operational sites. 

Phase 2

• Initiate implementation of system modifications. 

System Implementation Schedule 

Airport Surveillance Radar-Model 9 (ASR-9)/Mode Select 

(Mode S) Service Life Extension Program (SLEP) Phase 1B 

and 2

Phase 1B: First site ORD: March 2008 -- Last site ORD: February 2011 ASR-9/Mode S SLEP 1B & 2

Phase 2: JRC planned for 2009

2010 2015 2020

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Fiscal Years 2010-2014 Activity 2 

2B11, TERMINAL DIGITAL RADAR (ASR-11) 

FY 2010 Request $12.6M 

• A, ASR-11 – ASR-7/ASR-8 Replacement, DoD Takeover, New Establishments, S03.02-01

• B, ASR-11 – Tech Refresh – Segment 1, S03.02-04 and Segment 2, S03.02-05 

A, ASR-11 – ASR-7/ASR-8 Replacement, DoD Takeover, New Establishments, S03.02-01 

Program Description 

The Airport Surveillance Radar - Model 11 (ASR-11) system replaces ASR-7s, a portion of the ASR-8s and Air 

Traffic Control Beacon Interrogator (ATCBI) - Model 4/5 radars with a single, integrated digital primary and 

secondary radar system. The ASR-11 is compatible with legacy analog automation systems, as well as digital 

automation systems. There are approximately 90 Terminal Automation Systems with analog displays which require 

analog input. 

The ASR-11 systems also provide six-level National Weather Service calibrated weather capability. This six-level 

weather data, which is presented on air traffic control displays, results in significant improvement for both 

controllers and pilots for interpreting and identifying the location of weather in the proximity of the airport. This 

enhanced weather capability is not available with the existing ASR-7/8 systems. 

The ASR-11 program replaces the aging terminal radar infrastructure with new support equipment and buildings, 

including advanced grounding/bonding and lightning protection systems, digital or fiber optic telecommunications, 

emergency backup power supplies, and enhanced physical security. 

The FAA has procured 68 systems. There are 39 ASR-8’s that remain in the NAS. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The ASR-11 system provides improved reliability and maintainability compared to the ASR-7/8 systems being 

replaced. The ASR-11 system reduced the mean time to repair and increased the mean time between outages that 

were applicable to the existing ASR-7/8 and ATCBI-4/5 systems. The resulting improvement in operational 

availability, due to the reduced number of occurrences and duration of outages, reduces aircraft delays that result 

from these outages. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Complete Initial Operating Capability of systems at 4 sites. 

• Procure 10 demolitions/restorations. 

• Start demolition/restorations at 10 legacy ASR-7/8 system sites. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Start demolition/restorations at1 legacy ASR-7/8 system sites. 

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System Implementation Schedule 

Airport Surveillance Radar - Model 11 (ASR-11)

First site ORD: December 2003 -- Last site ORD: September 2009 ASR-11

First Site Decom: December 2023 -- Last Site Decom: September 2029

2010 2015 2020

B, ASR-11 – Tech Refresh – SEGMENT 1, S03.02-04 and Segment 2, S03.02-05 

Program Description 

The ASR-11 Technology Refresh program replaces and upgrades obsolete ASR-11 commercial off-the-self (COTS) 

hardware and software to ensure the continued reliable operation of the radar system through its designated 

lifecycle. Segment 1 Tech Refresh (FY 2008 – FY 2015) is included in this program description and Segment 2 CIP 

S03.02-05 (Beyond FY 2013) is being defined. 

Segment 1: The Low Overhead Array Processors, which are used in the signal processor cabinet, are 1980's 

technology and are no longer in production. Current processor and memory utilization of these processor cards run 

at 80-90%. There is no possibility for expanding these cards. The vendor, DoD, and the FAA participated in early 

development discussions to investigate other possible mitigations and improvements to ensure that the ASR-11 

systems would support future capabilities. The first change to the baseline based upon these discussions is the 

Advanced Signal Data Processor (ASDP) that replaces the existing signal data processor (SDP). The ASDP will be 

implemented by the vendor in the production systems that are available in FY 2009 and beyond and retrofitting 

deployed systems will also provide major benefits. The Tech Refresh, including ASDP modification allows 

increased functionality through software modifications and it closes four in-service decision open action items. The 

ASR-11 Technology Refresh Program includes development of three incremental software builds to address inservice decision action items, with the software development completing in 2012. 

The funding planned for FY 2008 through FY 2015 for Tech Refresh will be used to retrofit 68 systems in the FAA 

inventory with the ASDP modification kits. 

The major objectives of the ASDP are: 

1) Install production ready, form-fit function replacement kits for the SDP, including elimination of the Low 

Overhead Array Processors. 

2) Use scalable hardware and software architecture to permit easy future growth with minimal cost and effort. 

3) Address In-service Decision open action items including increasing memory and processing capacity. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The 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 (STC) cards. The ASDP design also reduces the total number of supported cards for 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 O&M cost are reduced. Additionally, the 

entire architecture is scalable and it will accommodate any future software modifications. 

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This change will increase operational availability in all previously deployed and commissioned ASR-11 systems in 

the NAS and reduce service outages. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Procure 17 out of 68 ASDPs. 

• Deliver 22 out of 68 ASDPs. 

• Install 12 out of 68 ASDPs. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Procure 27 out of 68 ASDPs. 

• Deliver 38 out of 68 ASDPs. 

• Install 48 out of 68 ASDPs. 

System Implementation Schedule 

Airport Surveillance Radar - Model 11 (ASR-11) Tech Refresh

First site Delivery: September 2009 -- Last site Delivery: April 2015 ASR-11 TR

2010 2015 2020

2B12, RUNWAY STATUS LIGHTS (RWSL) 

FY 2010 Request $117.3M 

• Runway Status Lights (RWSL) – Segment 1, S11.01-02 

• X, Runway Status Lights (RWSL) – Segment 2, S11.01-03 

Program Description 

The RWSL System integrates a light warning system with approach and surface surveillance systems to provide a 

visual signal indicating to pilots and vehicle operators that it is unsafe to enter, cross or begin takeoff on a runway. 

The RWSL system is driven automatically using computer processing of integrated Airport Surface Detection 

Equipment – Model X and terminal surveillance information. The RWSL system software detects the presence and 

motion of aircraft and surface vehicles on or near the runways, illuminates red runway-entrance lights (RELs) if the 

runway is unsafe for entry or crossing, and illuminates red takeoff-hold lights (THLs) if the runway is unsafe for 

departure. The system extinguishes the lights automatically as appropriate when the runway is no longer unsafe. 

The RWSL program received approval from the JRC for 22 operational and 3 support sites. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance 

• FAA Strategic Goal 1 – Increased Safety. 

• FAA Objective 3 – Reduce the risk of runway incursions.

• FAA Performance Target 1 – By FY 2010, limit Category A and B (most serious) runway incursions to a 

rate of no more than 0.450 per million operations, and maintain or improve through FY 2013. 

Relationship to Performance Target 

The overall year to date trend for runway incursion rate suggests an increasing rather than decreasing rate and while 

the numbers are not statistically conclusive their initial trend suggests that additional effort is required to ensure that 

the Flight Plan performance target is achieved. The establishment of additional installations of RWSL will 

contribute toward the accomplishment of the Flight Plan performance target. 

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Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.3 – Ensure safety and aircraft separation.

Program Plans FY 2010 – Performance Output Goals 

• .Start construction at 10 of 22 sites. 

• Complete Factory Acceptance Test for First Article. 

• Complete Site Acceptance Test (SAT) for First Article at key site. 

• Complete remainder of site survey's for a total of 22. 

• Procure systems for deployment to 4 out of 22 operational sites. 

• First ORD in FY 2010. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Start construction at 12 of 22 sites. 

• Procure systems for deployment to 18 out of 22 operational sites. 

• Finish construction at 22 of 22 sites. 

• Complete installation of 21 of 22 operational sites. 

• Complete ORD of 21 of 22 operational sites. 

System Implementation Schedule 

Runway Status Lights (RWSL)

First site IOC: August 2010 -- Last site IOC: September 2011 RWSL

2010 2015 2020

2B13, NATIONAL AIRSPACE SYSTEM VOICE SWITCH (NVS) 

FY 2010 Request $26.6M 

• Networked Facility NAS Voice Switch, G3C.01-01 

Program Description 

The NAS Voice Switch (NVS) 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 via a switching matrix to the controller’s workstation. The controller 

via a panel on his workstation selects the lines needed to communicate with pilots, other controllers and other 

facilities. The NVS will replace the service that is currently provided by 17 different voice switch system 

configurations. The focus will be on designing a replacement switch with standardized components that will reduce 

maintenance and parts inventory costs. 

The current switch technology deployed in the NAS will not support the expected future NextGen concept of 

operations for either: networked facilities, or such concepts as dynamic re-sectorization and off-loading during nonpeak operations. These capabilities require that lines connected to a controller’s workstation panel can be changed 

to add or eliminate lines as the geographical boundaries of the sector change. The NVS will support current and 

future ATC operations as envisioned by both government and industry forecasters. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

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Relationship to Performance Target 

The NVS program supports the greater capacity goal by improving the system reliability of voice communications 

for both current and future operations by replacing and upgrading the obsolete, non-supportable hardware and 

software. The NVS program will also be capable of being flexible to support reduction of the number of facilities 

and the resulting work load adjustments. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure viable future. 

• SMP Objective #4.2 – Deliver a future air traffic system that meets customer’s operational needs. 

Program Plans FY 2010 – Performance Output Goals 

• Achieve initial Joint Resources Counsel (JRC) decision to proceed with program. 

• Release Screening Information Request (SIR) package. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Achieve final JRC decision to proceed with program. 

• Award Production contract. 

• Install at Key site. 

• Achieve Initial Operating Capability (IOC) of Systems. 

2B14, VOICE RECORDER REPLACEMENT PROGRAM (VRRP) 

FY 2010 Request $11.9M 

• Voice Recorder Replacement Program – Next Generation Recorders (VRRP), 

C23.01-00 

Program Description 

The NAS System Requirements Document (NAS-SR-1000) requires that both air-to-ground (A/G) and ground-toground (G/G) communications be recorded and stored for later retrieval. This applies to all ATC domains, including 

Air Traffic Control Towers (ATCT), Terminal Radar Approach Control (TRACON) facilities, Air Route Traffic 

Control Centers (ARTCC), Automated Flight Service Stations (AFSS), and the FAA’s Air Traffic Control System 

Command Center. FAA Order 7210.3T Facility Operation and Administration requires that ATC facilities “record 

operational communications to the maximum extent practicable.” 

The voice recorder provides the 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. 

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 (NGVRRP) will replace the obsolete digital voice 

recorders and any remaining analog recorders and provide digital voice recording functionality at new facilities. 

The replacement of aging voice recorders will reduce operational costs. 

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Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The NGVRRP voice recording system will support the goal of sustaining 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. 

Strategic Management Process (SMP) Pathway and Objective 

SMP Pathway #1 – Achieve Operational Excellence. 

SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Deliver and install 121 voice recorders. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Deliver and install 121 voice recorders. 

System implementation schedule 

Voice Recorder Replacement

First site IOC: 2007 -- Last site IOC: 2014 Voice Recorder Repl

2010 2015 2020

2B15, INTEGRATED DISPLAY SYSTEM (IDS) 

FY 2010 Request $7.0M 

• Integrated Display System (IDS) – Technical Refresh and Sustainment, A03.05-01

Program Description 

The Integrated Display System (IDS4) is a local and wide area network information dissemination and display 

system. IDS4 consolidates information from several operational NAS weather subsystems and other operational 

sources onto a single display, and distributes the data to air traffic controllers and airspace managers at TRACON, 

ATCT, and ARTCC facilities. The FAA began regional procurements in 1990 and currently has 2,230 IDS4 

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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

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Relationship to Performance Target 

The IDS provides important information to air traffic controllers necessary for the safe and efficient management of 

air traffic. This program replaces the existing IDS-4 with upgraded hardware and software to improve its reliability 

and reduce potential outages.

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• First Article Acceptance 

• Begin production and system deployment 

• Attain initial operational capability at the first site 

Program Plans FY 2011-2014 – Performance Output Goals 

• Complete production 

• Continue system deployment 

System Implementation Schedule 

Integrated Display System (IDS)

First site IOC: February 2010 -- Last site IOC: September 2015 IDS

2010 2015 2020

2B16, INTEGRATED TERMINAL WEATHER SYSTEM (ITWS) 

FY 2010 Request $1.9M 

• ITWS – Development/Procurement/Pre-Planned Product Improvement (P3I) – Segments 1,2,3, 

W07.01-00 

Program Description 

The Integrated Terminal Weather System (ITWS) is an air traffic management tool that provides air traffic 

manager’s 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 

current and short-term predictions 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. 

The ITWS program includes development, installation, testing, training, maintenance, and lifecycle operational 

support. The FAA has completed development, deployment, and commissioning of 22 operational ITWS. In 

November 2007 the JRC approved the procurement of 11 of the 12 deferred sites and additional system components 

to provide ITWS Situation Displays (SDs) for 16 secondary/reliever airports. The program also includes technical 

planning support for the transition of terminal weather capabilities to System-Wide Information Management 

(SWIM) and NextGen Network Enabled Weather (NNEW). 

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Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

Traffic managers can use ITWS to plan traffic flow reconfiguration and to coordinate with personnel in the 

TRACONs, ATCTs, ARTCCs, and the ATCSCC to minimize cancellations and delays and sustain average daily 

capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.5 – Minimize impacts of weather on the operation.

Program Plans FY 2010 – Performance Output Goals 

• Complete delivery and installation of ITWS at remaining 2 out of 33 operational (100%) sites. 

• Achieve IOC at remaining 4 ITWS sites out of 33 operational (100%): Wichita, Louisville, Tulsa, San Juan, 

• Commission ITWS at remaining 6 sites out of 33 operational (100%): Raleigh-Durham, Oklahoma City, 

Wichita, Louisville, Tulsa, San Juan. 

• Complete installation of displays at 7 additional (1 previously completed) ITWS secondary/reliever airports out 

of 16 sites (50%). 

• Initiate activities to evolve ITWS telecommunications to SWIM. 

• Initiate activities to evolve ITWS service to transition to NNEW. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Complete installation of displays at remaining 8 ITWS secondary/reliever airports out of 16 sites (100%). 

• Demonstrate SWIM and NextGen-compatible ITWS capabilities. 

System Implementation Schedule 

Integrated Terminal Weather System (ITWS)

First ORD: April 2003 -- Last ORD: 2010 (33rd Unit) 11 ITWS

2010 2015 2020

2B17, REMOTE MAINTENANCE MONITORING

FY 2010 Request $1.0M 

• Remote Maintenance and Monitoring System (RMMS) Technology Refreshment, M07.04-01 

Program Description 

The existing Remote Maintenance Monitoring System (RMMS) is the primary tool used by the FAA to maintain the 

operation of NAS systems and facilities. RMMS consists of two main functions: (1) monitor and control of selected 

remote NAS systems and facilities; and (2) maintenance management of all NAS systems and facilities. The 

RMMS hardware platforms and software applications have been operating since the 1980's and are in need of 

replacement. Existing hardware platforms are obsolete and maintaining them is becoming very costly. The Remote 

Monitoring and Logging System (RMLS) will retain the same functionality as the current RMMS but provide 

updated hardware and software in two phases. Phase I, is the RMLS National Logging Network (NLN) which 

improves reliability of the RMMS maintenance management function. Phase II is the RMLS National Remote 

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Fiscal Years 2010-2014 Activity 2 

Maintenance Monitoring (RMM) Network (NRN) which updates the monitor and control function of RMMS. 

RMLS NRN will replace the Maintenance Processor Subsystem (MPS) hardware platform and the Maintenance 

Automation System Software (MASS). In FY 2007 and FY 2008 the Remote Maintenance System Engineering 

Team (RMSET) successfully developed a prototype design for RMLS NRN. The prototype design for RMLS NRN 

will be implemented and deployed starting in FY 2010. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The RMMS supports the FAA performance target by capturing, quantifying, analyzing, measuring, and reporting 

maintenance information to determine operational availability as well as error levels, responsiveness, and utilization 

of NAS components, systems, services, and the NAS as a whole. The RMMS 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. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway # 1 – Achieve operational excellence. 

• SMP Objective #1.6 – Optimize service availability. 

System Implementation Schedule 

Remote Monitoring Logging System - National RMM 

Network (RMLS NRN)

First site IOC: Septemer 2010 -- Last site IOC: March 2013 RMLS NRN

2010 2015 2020

2B18X, TERMINAL AUTOMATION MODERNIZATION/ REPLACEMENT PROGRAM 

(TAMR PHASE 2) 

FY 2010 Request $0.0M 

• Terminal Automation Modernization – Replacement (TAMR) – Phase 2 Tech Refresh, 

A04.05-02 

Program Description 

Terminal automation systems are essential for supporting the fast tempo of operations at our nation's busiest 

airports. The automation systems rely on information from radar and weather sensors, along with flight plan 

information for each aircraft to help controllers safely and efficiently maintain aircraft separation at or near airports. 

The Terminal Automation Modernization/Replacement program (TAMR) provides a phased approach to 

modernizing the automation systems at the FAA’s Terminal Radar Approach Control (TRACON) facilities and their 

associated Air Traffic Control Towers (ATCT) throughout the NAS. Phase 2 of the TAMR Program addresses the 

operational shortfalls at nine (9) sites. In 2006 through 2008, the FAA replaced the Automated Radar Terminal 

System (ARTS) IIE systems with STARS at 3 sites - Anchorage, AK; Corpus Christi, TX; and, Wichita, KS; and, 

modernized the ARTS IIIE systems at 4 sites - Chicago, IL; Denver, CO; Minneapolis/St. Paul, MN; and, St. Louis, 

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Fiscal Years 2010-2014 Activity 2 

MO. The replaced/modernized systems provide state-of-the-art digital radar and flight data processing as well as 

color display systems that provide additional functionality and support the projected growth in air traffic capacity 

demands. Color displays provide a significant improvement for air traffic controllers in determining weather 

intensity. 

As with any Commercial-off-the-Shelf (COTS) based system, an aggressive hardware “technology refreshment” 

program is absolutely essential. Planning for technology refreshment enables identification and qualification of 

affected components before they become inoperable due to obsolescence. In order to ensure that automation 

services are available and reliable through 2025, the FAA will pursue a cyclical technology refreshment approach at 

these nine sites. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

By providing state-of-the-art equipment, outages are reduced, thereby reducing delays at the nine (9) major airports 

supported by this investment. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Program to start in FY 2011.

Program Plans FY 2011-2014 – Performance Output Goals 

• Initiate and complete contractual activities to design/develop solutions for accomplishing a technology 

refreshment of the terminal system hardware and software.

• Complete design/development of technology refreshment solutions and deploy to all nine sites.

• Technology refreshment will be accomplished in several five (5) year cycles as components reach the end of 

their useful life or become unavailable. 

System Implementation Schedule

Terminal Automation Modernization/Replacement 

(TAMR Phase 2) - Tech Refresh

First site IOC: 2012 -- Last site IOC: 2024* TAMR Phase2 - TR

*Note: Tech Refresh will be cyclical

2010 2015 2020

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Fiscal Years 2010-2014 Activity 2 

C. FLIGHT SERVICE PROGRAMS

2C01, AUTOMATED SURFACE OBSERVING SYSTEM (ASOS)

FY 2010 Request $5.5M 

• Automated Surface Weather Observation Network (ASWON) – ASOS – Pre-Planned Product 

Improvements (P3I), W01.02-02 

Program Description 

ASWON is an umbrella 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). The only ASWON program currently receiving F&E 

funding is ASOS Pre-Planned Product Improvements (P3I). All other ASWON systems are In Service. 

These systems 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 

ASOS P3I program consists of five upgrades/enhancements to the ASOS – three efforts are complete (Processor 

Upgrade, Dewpoint Sensor Replacement, and Ice-Free Wind Sensor) and two are active (Ceilometer Replacement 

and Enhanced Precipitation Identification (EPI) sensor). The ASOS P3I program will upgrade/sustain the 

performance of 571 ASOS with EPI sensors and the Ceilometer Replacement. The EPI sensors will expand 

precipitation measurement capabilities from the current ASOS ability to identify rain or snow to also include the 

identification of drizzle, hail, and ice pellet occurrence. The Ceilometer Replacement will replace an obsolete 

sensor to measure the height and amount of cloud coverage. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The ASWON program supports the FAA greater capacity goal by supplying automated surface weather observations 

at over nine hundred locations (based on AWOS, ASOS, SAWS and AWSS) to meet the needs of pilots, operators, 

air traffic personnel, downstream automation systems, and terminal forecasters. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.5 – Minimize impacts of weather on the operation.

Program Plans FY 2010 – Performance Output Goals 

• Ceilometer: Continue deployment; deploy 250 ceilometers. 

• EPI sensor: Continue EPI sensor development and testing. 

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Program Plans FY 2011-2014 – Performance Output Goals 

FY 2011: 

Ceilometer: 

• Continue deployment (deploy 250 ceilometers). 

 

EPI sensor: 

• Complete EPI sensor development and testing. 

• Begin procurement (procure 350 EPI sensors). 

• Begin deployment (deploy 50 EPI sensors). 

FY 2012: 

Ceilometer: 

• Complete deployment (deploy final 30 ceilometers). 

 

EPI sensor: 

• Complete EPI sensor procurement (procure 221 EPI sensors). 

• Continue deployment (deploy 300 EPI sensors). 

 

FY 2013: 

EPI sensor: 

• Complete deployment (deploy final 221 EPI sensors). 

System Implementation Schedule 

Automated Surface Observing System (ASOS) - Pre Planned 

Product Improvement (P3I)

First site ORD: 2005 -- Last site ORD: 2013 ASOS P3I

2010 2015 2020

2C02, FLIGHT SERVICE STATION (FSS) MODERNIZATION

FY 2010 Request $20.1M 

• Alaska Flight Services Modernization, F05.04-01 

Program Description 

The Alaskan Flight Service Modernization (AFSM) system will provide up to the minute, pilot briefing data by 

integrating weather graphics with text based weather and aeronautical information. Automated weather, 

aeronautical and flight planning updates will be integrated with notice to airmen (NOTAM) and flight planning 

databases. A web portal will make data available to both FAA personnel and pilots, and will increase access to 

flight service information in even the most remote locations. A new voice switch will increase operational 

flexibility by allowing frequencies to be shifted to other flight service facilities to meet productivity demands. 

Additionally, flight service buildings will be updated to meet Occupational Safety and Health Administration 

(OSHA) and Americans with Disabilities Act requirements. Building power, electrical, and safety systems will be 

updated to ensure the new equipment will meet our standards for reliability in the facilities. 

The overall AFSM program will address the shortfalls of: automation, voice switch, facilities, and business 

continuity. The Operational and Supportability Implementation System (OASIS) is used as the operational 

automation system because the unique Alaskan flight service systems were experiencing security and data integrity 

issues. The period of performance for the OASIS contract may only be continued under the present contract through 

February 2010. The AFSM program has been segmented into two parts. Segment 1 is Automation and Segment 2 

is Voice Switch, Facilities, and Flight Service Delivery. Business continuity will be addressed during both Segment 

1 and Segment 2 through elimination of single-points-of-failure. Segment 1 Automation will have a core set of 

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requirements that must be in place on day 1 of operation with contract options to develop and implement valid 

requirements that are not available when the replacement systems is first operational (i.e., web-based services, selfservice remote briefing stations, remote airport advisories, etc.). 

Segment 2: Facilities and Flight Service Delivery will study the current locations of facilities, where the demand for 

service is originating, conditions of current facilities and quality of life issues, and identify the most cost effective 

and efficient means of flight service delivery that maintains or improves safety. Alternatives to be studied include: 

1) keep the 17 current facilities, 2) ensure the right mix of facilities are located in the best locations to provide 

service to customers, and 3) rely on a centralized architecture (need at least 2 facilities to maintain business 

continuity). Upon completion of Segment 1 (currently scheduled for February 2010), Segment 2 will begin 

Investment Analysis activities. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 2 – Reduce general aviation fatalities. 

• FAA Performance Target 2 – By the end of FY 2009, reduce accidents in Alaska for general aviation and 

all Part 135 operations from the 2000-2002 average of 130 accidents per year to no more than 99 accidents 

per year. This measure will be converted from a number to a rate at the beginning of FY 2010. 

Relationship to Performance Target 

The AFSM program system will directly contribute to the FAA’s increased safety goal by increasing the availability 

and capabilities of the current flight service systems. There are operational limitations and inherent vulnerabilities 

with the present system, and the AFSM system and facilities upgrade will provide timely and accurate weather and 

aeronautical information. It will also provide automated monitoring and alerting of in-flight deviations and 

warnings of weather encounters. The AFSM program will provide web based (self-briefing) services and a series of 

remote briefing terminals throughout the state. This will increase pilot aeronautical information awareness by 

giving them access to the same products used by the flight service specialists. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.3 – Ensure safety and aircraft separation.

Program Plans FY 2010 – Performance Output Goals 

• Continue integration and test efforts for Automation. 

• Continue facility upgrades and installation 

• Complete site automation system acceptance tests. 

• Continue implementation and deployment of new equipment 

• Complete Security Certification and Authorization Process for Automation system. 

• Continue facility sustainment activities. 

• Begin acquisition efforts for the voice switch. 

• Initiate surveys to determine where service efficiency may be improved (i.e. traffic studies, demand for service, 

quality of life, effectiveness and efficiencies to be gained, etc.). 

Program Plans FY 2011-2014– Performance Output Goals 

• Begin source selection activities for the Voice Switch. 

• Complete voice switch source selection technical evaluation. 

• Award the voice switch contract. 

• Begin integration and test efforts for the Voice Switch. 

• Perform pre-installation site surveys to determine specific facility upgrade needs. 

• Complete site acceptance and voice switch system acceptance tests. 

• Complete voice switch development, implementation and deployment. 

• Complete NAS integration activities for voice switch. 

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• Complete Security Certification and Authorization Process for voice switch. 

• Recommend facility reconstruction, rehabilitation, and adaptation as dictated by survey findings and operational 

requirements. 

• Prepare source selection requirements and initial screening information request documents for facilities and 

flight service delivery. 

• Begin awarding contract(s) for the facilities and flight service delivery. 

2C03, WEATHER CAMERA PROGRAM

FY 2010 Request $3.8M 

• Weather Camera Program – Segment 1, M08.31-01 

• X, Weather Camera Program – Future segments, M08.31-02 

Program Description 

A disproportionate number of all U.S. aircraft crashes occur in Alaska. Between 1990 and 2006, there were 1497 

commuter and air taxi crashes in the United States of which 520 of those accidents occurred in Alaska. Alaska 

accounts for 35% of all commuter and air taxi crashes. 

Limited weather information in Alaska contributes to a higher risk of accidents and 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 leads to accidents and unnecessary fuel costs. The National 

Transportation Safety Board (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. The evaluation identified a need for 

pictorial views of current weather conditions, which would be accessible to the aviation community. 

The mission of the Weather Camera Program is to improve safety and efficiency by providing weather visibility 

information in the form of near real-time camera images to aviation users. Weather images from airports and 

strategic en route locations are provided to pilots and flight service station specialists for enhanced situational 

awareness, preflight planning and en route weather briefings. Images are updated every ten minutes and stored for 

six hours. These images are made available through a user-friendly, web-enabled application. 

The program funds procurement and installation of weather camera sites. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 2 – Reduce general aviation fatalities. 

• FAA Performance Target 2 – By FY 2009, reduce accidents in Alaska for general aviation and all Part 

135 operations from the 2000-2002 average of 130 accidents per year to no more than 99 accidents per 

year. This measure will be converted from a number to a rate at the beginning of FY 2010. 

Relationship to Performance Target 

One of the Flight Plan strategies for reducing accidents in Alaska is to expand and accelerate implementing safety 

and air navigation improvement programs. 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. 

Specific metrics for this initiative are: 1) reduce weather camera preventable accidents by 29%, and 2) Improve 

operator efficiency by reducing unnecessary flight time by 46%. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.1 – Ensure airspace system is safe, efficient, and secure. 

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Program Plans FY 2010 – Performance Output Goals 

• 23 new weather camera facilities operational. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Install additional weather camera facilities. 

D. LANDING AND NAVIGATIONAL AIDS PROGRAMS

2D01, VHF OMNIDIRECTIONAL RANGE (VOR) WITH DISTANCE MEASURING EQUIPMENT 

(DME)

FY 2010 Request $5.0M 

• 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 the decisions will be made in the future regarding whether VOR or TACANS systems will remain 

in service or be shut down. If they are retained, they will continue to provide satellite navigation backup and define 

VOR routes and procedures for legacy users. VORTAC supports the transition to both Area Navigation (RNAV) 

and the Next Generation Air Transportation System (NextGen) by maintaining the present level of en route and 

terminal navigation service. Until that transition is complete, VORTACs must remain in service and they must 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

Replacing, relocating, or converting VOR and VORTAC facilities increases NAS system efficiency. These facilities 

are experiencing signal deterioration due to various environmental factors and parts obsolescence, and they must be 

sustained to avoid deterioration in operational availability. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Procure approximately (4) Doppler Kits 

• Service Available (Convert) for (1) VOR systems to Doppler VOR. 

• Service Available (Relocate) for (1) VOR Antenna System. 

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Program Plans FY 2011-2014 – Performance Output Goals 

• Procure approximately (16) Doppler Kits 

• Service Available (Convert) for approximately (8) VOR systems to Doppler VOR. 

• Service Available (Relocate) for approximately (4) VOR Antenna Systems. 

System Implementation Schedules 

New VHF Omnidirectional Range (VOR)

First site IOC: December 2013 -- Last site IOC: January 2018 VOR New VOR

2010 2015 2020

2D02, INSTRUMENT LANDING SYSTEMS (ILS) – ESTABLISH

FY 2010 Request $8.6M 

• Instrument Landing Systems (ILS), N03.01-00 

Program Description 

The ILS program buys and installs partial and full Category I, II, and III instrument landing systems and associated 

precision approach equipment at qualified airports. 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 provides 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. 

 

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) and supporting equipment (distance measuring 

equipment, approach lighting systems, runway visual range indicators to measure visibility along the runway, and 

other systems to provide visual cues for finding the runway) to provide approach guidance when visibility is 

obscured by low clouds or fog. 

The ILS along with required Approach Lighting Systems (i.e., Approach Lighting System with Sequenced Flashing 

Lights Model 2 (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 in the U.S. and world wide for aircraft landing in adverse weather conditions. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion.

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

Establishing ILS precision approach capability allows lower visual minimums for landings and helps to maximize 

NAS use. Lowering visual minimums allows operations in poor weather conditions, which, in effect, is the same as 

an increase in airport capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #3 – Increase Capacity Where Needed. 

• SMP Objective #3.3 – Implement airspace and airport capacity enhancements safely. 

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Program Plans FY 2010 – Performance Output Goals 

• Procure approximately five (5) ILS Systems. 

• Service Available (Establish) for approximately (3) ILS locations 

• Service Available (Upgrade) for approximately (4) ILS locations 

Program Plans FY 2011-2014 – Performance Output Goals 

• Procure approximately (20) ILS Systems. 

• Service Available (Establish) for approximately (15) ILS locations 

• Service Available (Upgrade) for approximately (10) ILS locations 

System Implementation Schedules: 

New Instrument Landing Systems (ILS)

First site IOC: June 2008 -- Last site IOC: December 2015 New ILS

First Site Decom: January 2023 -- Last Site Decom: December 2030

2010 2015 2020

2D03, WIDE AREA AUGMENTATION SYSTEM (WAAS) FOR GPS 

FY 2010 Request $97.4M 

• A, Wide Area Augmentation System (WAAS) – LPV Segment, N12.01-00 

• B, Wide Area Augmentation System (WAAS) – Surveys and Procedures, N12.01-06 

A, Wide Area Augmentation System (WAAS) – LPV Segment, N12.01-00 

Program Description 

The WAAS is an extremely accurate navigation system for aviation, providing precise navigation and landing 

guidance to equipped aircraft in any weather. WAAS provides coverage to the entire U.S., overcoming limitations to 

ground-based systems, such as navigation signal blockage by mountainous terrain. WAAS results in safety and 

capacity improvements in the national airspace and will 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, which is a mixed life cycle of development, modernization, and 

enhancement in conjunction with operations and maintenance scheduled to be completed in 2008. 

In 2009, WAAS will have two remaining segments: 1) Phase III – Technical refresh/Operations and Maintenance 

from 2009 – 2013 and 2) Phase IV – Dual Frequency Operations (formerly known as the GLS upgrade) 2014 – 2028 

to leverage the improvements the Department of Defense 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 Global Positioning System (GPS) satellite signals. This information is processed and sent to user receivers 

via leased navigation transponders on geostationary (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 that can handle continued air traffic growth; Lack of stable vertical 

guidance for approaches to airports in all weather conditions; Aging navigation systems that are expensive to 

maintain. 

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WAAS is a critical enabling technology for NextGen in the Air Traffic Operations Domain in support of the 

following solution sets: Initiate Trajectory Based Operations, Increase Arrivals/Departures at High Density 

Airports, and Increase Flexibility in the Terminal Environment. 

The WAAS program is developing 500 LPV/LP procedures per year enabling more efficient aircraft trajectories. 

WAAS will be used in the redesign of airspace with RNAV T and Q routes that will increase efficiency and 

capacity, which supports the solution sets of 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. The WAAS enabled routes improve operator efficiency, access and safety, while 

incrementally reducing dependency on Ground Based navigation, which supports the solution sets of Initiate 

Trajectory Based Operations and Increase Flexibility in the Terminal Environment. 

WAAS will support the Teterboro near-term demonstration with vertical flight aircraft and business jets with 

airspace redesign and WAAS LPV approaches. This project is engaged through NextGen for the implementation of 

WAAS navigation and landing services. The business jet portion of the project will be to develop RNAV/RNP 

routes from an en route environment using minimal fuel descent profiles, Optimized Profile Descents (OPDs), and 

avoiding environmentally sensitive areas to WAAS LPV final approach segments. The second phase of this project 

will be to develop clear air departures and provide for air space separation between the Teterboro and Newark 

Airports to facilitate independent operations and reduce congestion in the departure and arrival corridors. The 

vertical flight portion of the project will be used to separate the helicopter traffic from the commercial jet traffic and 

provide the IFR precision approaches to heliport/helipad locations. These approaches will be tied to an urban area 

vertical flight only infrastructure providing for greater safety of flight operations between fixed wing operations and 

vertical flight, increased training of instrument operations, increased use of WAAS technology, and minimize the 

reliance on ground based infrastructures. The two operations will begin to separate the airspace control issues 

between airports that are very closely spaced and traffic operations currently negatively affect each other. This 

project will support the following solution sets of Initiate Trajectory Based Operations, Increase Flexibility in the 

Terminal Environment, and Increase Arrivals and Departures at High Density Airports. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety. 

• FAA Objective 2 – Reduce general aviation fatalities. 

• FAA Performance Target 1 – Reduce the fatal accident rate per 100,000 flight hours by 10 percent over a 

10-year period (2009-2018). 

Relationship to Performance Target 

The WAAS provides customers with an enhanced satellite navigation signal enabling operations in all 

meteorological conditions during all phases of flight. WAAS provides any WAAS equipped aircraft with a highly 

accurate navigation capability at all locations and altitudes within the NAS. The WAAS navigation signal allows 

pilots to fly with reduced position uncertainty regardless of location within the NAS providing enhanced 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 non-precision vs. precision approaches were used. Specifically, 141 accidents could be prevented 

over a 20 year period and save over 250 lives when using WAAS for vertically guided approaches at airports where 

stable vertical guidance is not available or not used today. WAAS provides vertical and horizontal guidance with an 

aviation safety component enabling pilots to make stable, vertically guided approaches to all qualified runway ends 

in the continental United States and most of Alaska. Presently precision vertically guided approaches using ILS are 

only available at 870 of the nations 19,000 public and private use airports. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.3 – Ensure aircraft safety and separation. 

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Fiscal Years 2010-2014 Activity 2 

Program Plans FY 2010 – Performance Output Goals 

• Expand accuracy and availability of WAAS LPV-200 service. 

• Add 500 LPVs or Localizer Performance (LP) approach procedures to runways. 

• Start integration of new GEO in WAAS to increase continuity and availability. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Continue to develop and publish 500 WAAS LPV/LP approach procedures per year. 

• Add additional countries cooperating with the United States on the use of GNSS. 

• Provide WAAS service at 400 runway ends currently not served by ILS. 

• Integrate an additional geostationary satellite into the WAAS software. 

• Complete integration of new GEO Operational in WAAS to provide increased continuity and availability. 

System Implementation Schedule 

Implementation schedule for Hardware and Software upgrades: 

• FY09 Hardware Upgrade #1 - WRS Upgrade Kits 

• FY10 Hardware Upgrade #2 - Comm. Architecture Upgrade 

• FY11 Hardware Upgrade #3 - Obsolescence Upgrade I 

• FY09 Software Upgrade #1 - Availability and Continuity Enhancement I; 

• FY10 Software Upgrade #2 - Availability and Continuity Enhancement II; 

• FY11 Software Upgrade #3 - GEO Interface and Iono Robustness 

• FY12 Hardware Upgrade #4 - Safety Computer 

• FY13 Hardware Upgrade #5 - Obsolescence Upgrade II 

• FY12 Software Upgrade #4 - Compiler OS Upgrade 

• FY13 Software Upgrade #5 - Availability and Continuity Enhancement III 

• FY14 Hardware/Software Upgrades. 

Implementation schedule for new GEO: 

• Test and integrate GAP filler GEO (FY10) 

• Initiate new GEO Services (FY10-14) 

• Install Ground Uplink Station (GUS) (FY10-14) 

• Develop Satellite Payload (FY10-14) 

• GEO System Integration & Test (FY10-14) 

• GEO Operational FY15 

Wide Area Augmentation System (WAAS)

Commissioned July 2003 -- Full Precision: 2013 WAAS PIII

Upgrade #1 -- Start FY 2009 -- End FY 2012 Upgrade #1

Upgrade #2 -- Start FY 2010 -- End FY 2013 Upgrade #2

Upgrade #3 -- Start FY 2011 -- End FY 2011 Upgrade #3

Integrate New GEO -- Start FY 2010 -- End FY 2015 New GEO

2010 2015 2020

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Fiscal Years 2010-2014 Activity 2 

B, Wide Area Augmentation System (WAAS) – Surveys and Procedures, 

N12.01-06 

Program Description 

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 is fully 

reflected in the published approach. Historical data suggests the number of surveys will be larger than the number 

of approach procedures published because 20-30% of surveyed airport approaches will not meet the required 

separation from obstructions to qualify for supporting an LPV. 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. 

Developing LPV procedures is a necessary step toward realizing the benefits from WAAS. The FAA Flight Plan 

goal calls for development of 500 new procedures in FY 2010 and FY 2011. 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 the prior year. Hence, surveys 

completed in FY 2010 will be used to support procedure development in FY 2011. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety. 

• FAA Objective 2 – Reduce general aviation fatalities. 

• FAA Performance Target 1 – Reduce the fatal accident rate per 100,000 flight hours by 10 percent over a 

10-year period (2009-2018). 

Relationship to Performance Target 

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. Presently precision 

vertically guided approaches using ILS are only available at 870 of the nations 19,000 public and private use 

airports. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.3 – Ensure aircraft safety and separation.

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Fiscal Years 2010-2014 Activity 2 

Program Plans FY 2010 – Performance Output Goals 

• Complete sufficient quantity of airport obstruction surveys to develop 500 LPV/LP procedures. 

• Additional cost of procuring surveys under the new AC-150/5300 standard to support accelerated procedure 

development at additional runway ends. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Complete sufficient quantity of airport obstruction surveys to develop 500 LPV/LP procedures for each of the 

subsequent years. 

• Additional cost of procuring surveys under the new AC-150/5300 standard to support accelerated procedure 

development at additional runway ends. 

• Increase the number of precision approach procedures developed and published at selected airports to further 

facilitate increased user acceptance of WAAS. 

2D04, RUNWAY VISUAL RANGE (RVR) 

FY 2010 Request $5.0M 

• Runway Visual Range (RVR) – Replacement/Establishment – N08.02-00 

Program Description 

The Runway Visual Range (RVR) provides pilots and air traffic controllers with a measured value for the horizontal 

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. The new-generation RVR and PC-based RVR are also safer because the equipment is 

mounted on frangible, low-impact-resistant structures that break away if hit by aircraft during takeoff or landing. 

Replacement decisions are prioritized based on the level of activity at the airport, where they are located, equipment 

age and life-cycle issues, such as: Reliability, Availability and Maintainability. This project also provides the 

equipment for new sites, including new runways and existing runways that have recently qualified for either a new 

Instrument Landing System (ILS) installation or a higher category ILS than the one currently installed. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

The RVR decreases diversions and delays at an airport by providing an accurate measure of the runway visibility. 

During reduced visibility weather conditions, RVR system products 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 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. 

Older RVR systems are maintenance intensive, resulting in excessive downtime, which negatively affects airport 

traffic flow capacity and reduces adjusted operational availability. The replacement or upgraded equipment requires 

less maintenance and repair time, which reduces system downtime, consequently improves traffic flow capacity, and 

improves adjusted operational availability. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.5 – Minimize impacts of weather on the operation. 

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Fiscal Years 2010-2014 Activity 2 

Program Plans FY 2010 – Performance Output Goals 

• Procure seven (7) RVR systems. 

• Complete on-going RVR installation projects. 

• Start the implementation of nine (9) new RVR installation projects. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Procure 21 RVR systems. 

• Complete 31 RVR projects. 

• Start the implementation of 29 RVR projects. 

2D05, APPROACH LIGHTING SYSTEM IMPROVEMENT PROGRAM (ALSIP) 

FY 2010 Request $8.7M 

• 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 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 High Intensity Approach Lighting System with Sequenced Flashing Lights Model 2 (ALSF-2) provides 

visual information on runway alignment, height perception, 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 visual information on runway alignment, height perception, roll guidance, and horizontal 

references for Category I Precision Approaches. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

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 may strike these structures during 

departure or landing, which directly affects the goal of reducing aircraft fatal accidents. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.3 – Ensure safety and aircraft separation.

Program Plans FY 2010 – Performance Output Goals 

• Complete the implementation one (1) ALSF-2 project. 

• Start the implementation of three (3) new MALSR replacement projects. 

• Procure approximately 20 MALSR Systems. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Start the implementation of three (3) MALSR systems. 

• Commission or Return to Service one (1) ALSF-2 Systems. 

• Commission or Return to Service six (6) MALSR Systems. 

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2D06, DISTANCE MEASURING EQUIPMENT (DME)

FY 2010 Request $6.0M 

• Sustain Distance Measuring Equipment (DME), N09.00-00 

Program Description 

DMEs are radionavigation aids that are used by pilots to determine the aircraft’s distance from the DME. The DME 

program replaces obsolete, first generation DME technology with modern technology electronics that will improve 

operations and facility performance. Replacement equipment reduces maintenance expense and repair downtime 

required for DME systems. Low Power DMEs (LPDME) are replacing ILS marker beacons at existing and newly 

established Category I ILS locations. 

To support the Commercial Aviation Safety Team (CAST) recommendations, the DME program is procuring and 

installing DME systems at recommended sites. These systems will support the reduction of controlled-flight-intoterrain (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. 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013.

Relationship to Performance Target 

The new DME can provide distance information to more than 200 aircraft simultaneously, compared to less than 50 

aircraft for the existing older systems, thus increasing the number of aircraft that can simultaneously use the DME. 

Availability of the new DME is greater than 99.95%. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Procure approximately (12) LPDME Systems. 

• Service Available (Establish) for approximately eight (8) LPDME locations. 

• Service Available (Sustain) for approximately (4) LPDME locations. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Procure approximately (45) High and Low Power DME Systems. 

• Service Available (Establish) for approximately (23) DME locations. 

• Service Available (Sustain) for approximately (23) DME locations. 

System Implementation Schedules: 

Low and High Power Distance Measuring Equipment (DME)

First site IOC: June 2009 -- Last site IOC: September 2013 LP & HP DME

First Site Decom: December 2029 -- Last Site Decom: January 2033

2010 2015 2020

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2D07, VISUAL NAVAIDS – ESTABLISH/EXPAND

FY 2010 Request $3.7M 

• 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 (4) 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 or when they are either above or below it so they can correct their rate of descent. A 

REIL is a non-precision visual aid that provides rapid and positive identification of the approach end of a runway to 

the pilot. The REIL system consists of two simultaneously flashing white lights, one on each side of the runway 

landing threshold. 

The implementation of PAPI systems satisfies Commercial Aviation Safety Team (CAST) and Land and Hold Short 

Operations (LAHSO) requirements. 

• The FAA plans to implement the 170 highest priority CAST PAPI installations. This number would cover 80% 

of commercial airline operations. 

• LAHSO is an air traffic control tool used to increase airport capacity by allowing simultaneous approaches on 

intersecting runways. PAPI systems are required at airports to be approved for LAHSO. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increase safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

Installing PAPI lights at both CAST and non-CAST locations will enhance system safety by reducing the probability 

of landing short of the runway or landing too far down the runway to stop before reaching the end of the runway. 

Installing the REIL system will reduce accidents because the system clearly identifies to the pilot the correct end of 

the runway for landing. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.3 – Ensure safety and aircraft separation. 

Program Plans FY 2010 – Performance Output Goals 

• Procure nine (9) PAPI systems. 

• Complete on-going CAST PAPI projects. 

• Start the implementation of nine (9) CAST PAPI projects. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Procure 35 PAPI systems. 

• Complete the implementation of 44 PAPI projects. 

• Start the implementation of 35 PAPI projects. 

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2D08, INSTRUMENT FLIGHT PROCEDURES AUTOMATION (IFPA) 

FY 2010 Request $7.9M 

• Instrument Flight Procedures Automation (IFPA), A14.02-01 

• X, Instrument Flight Procedures Automation (IFPA) – Tech Refresh, A14.02-02 

Program Description 

FAA’s Aviation System Standards (AVN) directorate maintains more than 18,000 instrument flight procedures in 

use at over 4,000 paved airport runways, accommodating requirements for both precision and non-precision 

approaches and departures. Maximizing implementation and use of Instrument Landing Systems (ILS), Microwave 

Landing System, Global Positioning System Area Navigation (GPS/RNAV), Wide Area Augmentation System 

(WAAS), and RNP/RNAV will increase the capacity of the NAS and requires development of new and revised 

instrument flight procedures. 

 

The existing Instrumental Approach Procedures Automation (IAPA) system, which provides the basis for instrument 

flight procedure development and maintenance, has been heavily modified since being developed in the early 1970s 

and does not meet all of today’s functional or integration requirements. The current IAPA system is barely able to 

support the existing inventory of 18,000 instrument flight procedures. A modern integrated system is needed to 

accommodate the expected growth of the NAS. Aviation System Standards has identified technological 

opportunities to replace IAPA and consequently increase functional capabilities, which raises the organization’s 

ability to meet current and expected future demand for instrument flight procedures within the NAS. Instrument 

Flight Procedures Automation (IFPA) will be more efficient and encompassing to support instrument flight 

procedures development. It will include functionality for developing approaches, missed approaches, circling, 

Standard Terminal Arrival Routes (STAR), 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 across three Aviation System Standards organizations will be accomplished—the National Flight 

Procedures Office, Flight Inspections Operations Office, and the National Aeronautical Charting Office—

eliminating manual effort and duplication of data. New commercial off-the shelf (COTS) standard desktop 

workstations and COTS server upgrades are also included in the CIP funding. 

IFPA is a suite of Information Technology tools, consisting of the Instrument Procedure Development System 

(IPDS), Instrument Flight Procedures database (IFP), Airports and Navigations Aids database (AirNav), and AVN 

Process Tracking System (APTS). The IPDS tool is being developed in modules, with the first module providing 

space-based navigation (RNAV and RNP) procedure design capability. With IPDS module two, ground-based 

NAVAID procedure design capability will be provided and the legacy IAPA tool will then be replaced and 

decommissioned. IPDS Module deployments begin in early FY 2010 and continue through FY 2012, with IAPA 

replacement scheduled for mid-FY 2011. 

As a requirement for the IPDS software tool, high-end COTS workstations were deployed in early FY 2008 to all 

procedure developers. According to guidance, every four years these workstations are eligible for Tech Refresh, and 

AVN will be requesting necessary funding for the Tech Refresh to occur in FY 2012. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing, 

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Relationship to Performance Target 

The IFPA system ensures continued progress toward increasing instrument flight procedures development and 

maintenance productivity by 32%, and improving quality of products through process re-engineering and 

elimination of manual processes. Upgrading automation systems allows for efficiency and cost savings in 

development of instrument procedures for approaching and departing an airport. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway 2 – Enhance Financial Discipline.

• SMP Objective 2.4 – Reduce Unit Cost of Operations.

Program Plans FY 2010 – Performance Output Goals 

• Reduce Instrument Flight Procedure (IFP) production cycle time by 25 days when compared to FY 2008 

baseline – Cycle time reduced from 174 to 149 days. 

• Reduce new IFP development time by 28 hours when compared to FY 2008 baseline – Task time reduced from 

132 to 104 hours. 

• Reduce IFP amendment time by 19 hours when compared to FY 2008 baseline – Task time reduced from 46 to 

27 hours. 

• Reduce obstacle evaluation time by 1/8 hour when compared to FY 2008 baseline – Task time reduced from 30 

to 22.5 minutes. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Achieve final IFP production cycle time of 149 days. 

• Achieve final task efficiencies across all measured tasks. 

• Begin IFPA-IPDS workstation tech refresh in 2012, first site installation by September 2012 (150 machines), 

last site installation by September 2013 (150 machines). 

• Begin IFPA server’s tech refresh in 2013, first site installation by September 2013 (MMAC), last site 

installation by September 2014 (WJHTC). 

System Implementation Schedules 

Instrument Flight Procedures Automation (IFPA)

Last site Decom: November 2011 IAPA

First site IOC: June 2007 -- Last site IOC: September 2011 IFPA

Instrument Flight Procedures Automation (IFPA) - Tech Refresh TR

First site: September 2013 -- Last site: September 2014

2010 2015 2020

2D09, NAVIGATION AND LANDING AIDS – SERVICE LIFE EXTENSION PROGRAM (SLEP) 

FY 2010 Request $6.0M 

• Navaids – Sustain, Replace, Relocate, N04.04-00 

Program Description 

This program supports NAVAIDS sustain and replace efforts at sites where primary precision approach capability 

gaps are imminent due to emerging life-cycle issues (i.e., Reliability Availability and Maintainability {RAM}). 

NAVAIDS include: 

• Medium Intensity Approach Lighting System with Runway Alignment Indicator Lights (MALSR) at 

Category I approaches. 

• High Intensity Approach Lighting System with Sequenced Flashing Lights (ALSF-2) at Category II/III 

approaches. 

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• Runway End Identifier Lights (REIL). 

This program also supports Instrument Landing Systems (ILS) sustain and replace efforts at non-OEP sites where 

primary precision approach capability gaps are imminent due to emerging life-cycle issues (i.e., Reliability 

Availability and Maintainability {RAM}). ILS components include electronic devices (i.e., localizers, glide slopes, 

distance measuring equipment, etc). ILS’s (Mark 1F) removed from OEP airports are reinstalled at low level airports 

to replace existing Mark 1D and Mark 1E IL’s. 

This program also supports various other efforts that are related to the replacement of navigation equipment, such 

as: replace guide wires for light station, replace cable between light stations, replace aluminum light towers, replace 

DME antenna pedestal, convert antenna arrays, recabling localizer antenna, equipment relocate, replace glideslope 

wooden tower, replace localizer antenna platform, and repair pier with navigation equipment; undertake new 

technology initiatives, and provide engineering and technical services support. 

This program also supports the service life extension of Godrey and Airflow ALSF-2 (CAT II/III systems) by 

replacing the constant current regulations and installing a monitoring system and the replacement of electrical cables 

at some locations. 

This program supports product improvements, modifications and technological upgrades to visual NAVAIDS. 

Ongoing efforts include: 

• Improve approach lighting system semi-flush fixture 

Replace existing MALSR green threshold and white steadying burning lights with LED lights. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity. 

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion.

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013.

Relationship to Performance Target 

The older electronic guidance systems and NAVAIDS are maintenance intensive, resulting in excessive downtime, 

which negatively impacts airport traffic flow capacity. The replacement or upgraded equipment will require less 

maintenance and repair time, which reduces system downtime and consequently improves traffic flow capacity. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Fund installation/engineering of twenty (20) REILS. 

• Fund installation/engineering of one (1) Lead In Lights (LDIN’s). 

• Extend the service life of five (5) ALSF-2 at OEP airports by replacing the constant current regulators and 

installing a monitor for category II/III approaches. 

• Install two (2) MALSRs. 

• Relocate four (4) navigation systems. 

• Replace one (1) glidesclope tower. 

• Replace two (2) light station wires. 

• Replace four (4) localizer antenna platforms. 

• Relocate four (4) Navigation systems. 

• Leap-frog four (4) ILS. 

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Program Plans FY 2011-2014 – Performance Output Goals 

• Install eight (8) MALSRs. 

• Extend the service life of 14 ALSF-2 at OEP airports by replacing the constant current regulators and installing 

a monitor for category II/III approaches. 

• Procure and/or install 144 REILS. 

• Fund installation/engineering of one (1) LDIN’s. 

• Leap-frog seven (7) ILSs. 

• Re-cable NAVAID. 

 

2D10, VASI REPLACEMENT – REPLACE WITH PRECISION APPROACH PATH INDICATOR

FY 2010 Request $4.0M 

• 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. 

At the inception of this program, there were approximately 1,387 older (pre-1970’s) VASIs at international and 

other validated locations requiring replacement. The first phase of the program addresses replacement of VASI 

systems at approximately 329 ICAO runway ends. The remaining VASI systems in the NAS will be replaced during 

the second phase of the program. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 2 – Increase reliability and on-time performance of scheduled carriers. 

• FAA Performance Target 1 – Achieve a NAS on-time arrival rate of 88.0 percent at the 35 OEP airports 

by FY 2012 and maintain through FY 2013. 

Relationship to Performance Target 

Replacing VASI with PAPI improves on-time performance by improving availability of the visual approach slope 

guidance systems used to help pilots touch down at the appropriate location on the runway. When these older VASI 

approach slope indicators fail, air traffic controllers cannot use certain procedures such as Land and Hold Short to 

increase airport capacity and prevent aircraft delays. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Procure 10 PAPIs for replacement projects. 

• Complete on-going replace VASI with PAPI projects. 

• Start the implementation of 11 new replace VASI with PAPI projects. 

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Program Plans FY 2011-2014 – Performance Output Goals 

• Procure 83 PAPI systems. 

• Complete the implementation of 74 PAPI projects. 

• Start the implementation of 83 PAPI projects. 

2D11, GPS CIVIL REQUIREMENTS

FY 2010 Request $43.4M 

• GPS Civil Requirements, N12.03-01 

Program Description 

The Global Positioning System (GPS) is a satellite-based system that provides Position, Navigation, and Timing 

(PNT) service to multiple civil and government users with no direct user charges. GPS provides two PNT services; 

the Precise Positioning Service (PPS), using the dual L1-C/A signal (L band signal - Coarse Acquisition) and L2 

signals P(Y)-code (precise encrypted), and the Standard Positioning Service (SPS), using the single L1-C/A signal. 

Only SPS is available for worldwide use by the civil community. Currently, GPS consists of second-generation 

satellites (GPS-II) and the Operational Control Segment (OCS). As the satellites reach the end of their useful life, 

the GPS program will transition from GPS-II to the third generation (GPS-III) and the modernized Operational 

Control Segment (OCX). Modernization adds three new civil signals (L1C, L2C, and L5), and signal monitoring for 

all civil signals. The L1-C/A, L2C, and L5 signals are considered part of the baseline civil GPS capability funded 

by the DoD. Modernization starts with the remaining GPS-II satellites (Block IIRM and IIF) awaiting launch and 

continues on the new GPS-III (Block A, B, and C) satellites and OCX. 

The National Space-based PNT policy (NSPD-39) requires civil agencies to fund new and unique civil GPS 

capabilities, specifically, the L1C signal and civil signal monitoring with DOT serving as the lead civil department. 

DOT directed FAA to include the funding to implement L1C and civil signal monitoring starting in the FY 2009 

budget request and FAA will serve as the 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.

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 1 – Achieve an average daily airport capacity for the 35 OEP airports of 

103,068 arrivals and departures per day by FY 2011 and maintain through FY 2013. 

Relationship to Performance Target 

The GPS signal monitors support the implementation of NextGen capabilities by ensuring that aircraft navigation 

systems have continuous information on the accuracy and integrity of GPS satellites. Using GPS is a central 

element of using ADS-B for surveillance. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.5 – Optimize NextGen/OEP Portfolio. 

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Program Plans FY 2010 – Performance Output Goals

(To be negotiated with DoD prior to executing an Interagency Agreement with the USAF GPS Wing.) 

• Complete L1C detailed design. 

• Complete Monitor Station civil element design. 

• Complete requirements for availability, accuracy, Navigation Advisories to NAVSTAR Users (NANU), and 

navigation message algorithms. 

• Complete design and prototype GIII receiver. 

Program Plans FY 2011-2014 – Performance Output Goals 

(To be negotiated with DoD prior to executing an Interagency Agreement with the USAF GPS Wing.) 

• Develop reference station hardware and software (2011). 

• Complete FAA development of the GIII receiver. 

• Install 50% of reference sites (2012). 

• Complete and validate algorithm requirements. 

• Establish joint operational capability. 

• Establish agreement with DoD to design terrestrial network and control segment updates (2012). 

• Implement terrestrial network (2012). 

• Install remainder of reference sites (2013). 

• Establish external distribution of monitor data and results (2013). 

• Initiate performance assessment capability (2012). 

• Extend capability to monitor Integrity Monitoring (2014). 

• Define Operations and Maintenance responsibilities and define procedures (2012 – 2014). 

• Complete L1C development (2012). 

• Begin procurement of L1C (2013). 

• First launch of L1C payload (2014). 

E. OTHER ATC FACILITIES PROGRAMS

2E01, FUEL STORAGE TANK REPLACEMENT AND MONITORING

FY 2010 Request $6.2M 

• Fuel Storage Tanks, F13.01-00 

Program Description 

The FAA Fuel Storage Tank (FST) program designs, fields, and sustains fuel storage systems that support critical 

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; and electronic/electrical system 

operation devices (control boards, technician operations stations, switched relays, etc.). The FST program active 

inventory includes over 3,000 FST systems and historical data is retained on over 1,400 previously closed/removed 

systems. 

The majority of FAA storage tanks are used for emergency electrical generator operations. The emergency 

generators provide NAS facilities with an alternative power supply during periods of commercial power company 

outages. A loss of integrity on any FST component will affect the operational capacity of the emergency generator 

systems and may ultimately result in a total facility failure. 

Storage tanks have historically contained materials that could cause an adverse environmental impact or result in 

personal injury if accidentally released. In response to the risk of accidental release, the federal government, the 

various State legislatures, local county governments and city jurisdictions have all passed statutes specifying the 

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Fiscal Years 2010-2014 Activity 2 

minimum requirements for the construction, installation, removal, and operations of storage tank systems. 

Additional regulations affecting storage tank system operations have been established under the jurisdiction of state 

and local building codes, fire protection codes, airport operating authority requirements, and occupational safety and 

health acts. 

Relationship of Program to DOT Strategic Goal, Objective, & Performance Target 

• DOT Strategic Goal 4 – Environmental Stewardship. 

• DOT Outcome 1 – Reduction in pollution and other adverse effects from transportation and transportation 

facilities. 

• DOT Strategy – Adopt transportation policies and promote technologies that reduce or eliminate 

environmental degradation.

Relationship to Performance Target 

The FST Replacement and Monitoring project supports the Environmental Stewardship goal by developing, 

promoting, and executing FST environmental compliance strategies and designing/fielding system components and 

methods of system operation that reduce the risk of leaking FST systems, enhance operational readiness, and 

minimize adverse impacts to personal and environmental safety. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Continue ARTCC FST Upgrade initiative. 

• Remedy integrity failures as identified. 

• Respond to regulatory enforcement actions. 

• Continue systems replacement in accordance with life-cycle management goals. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Continue ARTCC FST Upgrade initiative. 

• Remedy integrity failures as identified. 

• Respond to regulatory enforcement actions. 

• Continue systems replacement in accordance with life-cycle management goals. 

2E02 UNSTAFFED INFRASTRUCTURE SUSTAINMENT (FORMERLY FAA BUILDINGS AND 

EQUIPMENT) 

FY 2010 Request $18.2M 

• FAA Buildings and Equipment Sustain Support – Unstaffed Infrastructure Sustainment, F12.00-00 

Program Description 

The Unstaffed Infrastructure Sustainment (UIS) Program proactively sustains infrastructure supporting the NAS to 

enable the delivery of NAS systems required availability. Proactive NAS sustainment includes major repairs to and 

replacement of real property and structures which are normally not staffed. Sustainment of the unstaffed 

infrastructure includes: 

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• Major repair and replacement of FAA property including: access roads, grounds, fencing, storm water 

controls, parking lots, security lighting, and walkways, 

• Replacement or modernization of FAA facilities and infrastructure including : buildings, shelters, roofs, 

sheds, fuel tanks (heating only), plumbing, heating, ventilating and air conditioning (HVAC) equipment, 

alarms and lighting, and

• Replacement or renovation of NAS antenna and equipment towers.

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target

The FAA Unstaffed Infrastructure Sustainment Program supports the FAA’s greater capacity goal 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. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Prioritize sustainment to the infrastructure using a passenger focused impact model. 

• Establish national contracts for HVAC and Tower major repair and replacement. 

• Develop Service Level Agreements with Navaids, Comm. and other offices for sustainment. 

• Establish data and models to support life cycle costing methodology of proactive sustainment. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Deliver maximum value by completing prioritized high impact projects. 

• Expand the use of top down prioritized project commitments 

• Establish at least two further national contracts for proactive sustainment. 

• Implement life cycle planning and sustainment driven by data and priority. 

• Seek synergistic alliances with all NAS stakeholders. 

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2E03, AIRCRAFT RELATED EQUIPMENT PROGRAM

FY 2010 Request $10.0M 

• A, Aircraft Related Equipment Program, M12.00-00 

• B, Aircraft and Related Equipment Program – Boeing Simulator Replacement, M12.01-01 

• X, Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Technical Refresh, M12.01-03 

A, AIRCRAFT RELATED EQUIPMENT PROGRAM, M12.00-00 

Program Description 

The FAA operates a fleet of specially equipped flight inspection (FI) aircraft to check navigation and landing aids 

and certify flight procedures before publishing them for public use. FI aircraft conduct airborne evaluations of 

electronic signals used to guide aircraft departures, determine en-route position, and ensure safe arrival flight 

procedures. In order to certify that these procedures and the navigational aids (NAVAIDS) are safe to use, FI 

aircraft must be equipped with an independent onboard truth system to precisely determine the aircraft’s actual 

location in order to verify the accuracy of the NAVAID or procedure. 

The FI fleet and its on-board technology continue to age and become more costly and labor intensive to maintain. 

Existing navigation and avionics systems are rapidly becoming obsolete. These systems must be upgraded and 

sustained to provide adequately equipped FI aircraft that are capable of satellite-based navigation and sustaining the 

safety of both the existing ground-based and the emerging satellite-based NAVAIDS in the NAS. 

ARE includes several individual projects that have been combined into an Evolution Plan, which is a systematic 

program for upgrades to the FI aircraft and related systems, the operational and technical support infrastructure, and 

the mission specific equipment. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

The FAA improves air safety by ensuring that flight inspection aircraft and systems are equipped and modified to 

validate and certify the accuracy of navigational aid electronic signals, as well as validate and certify the safety of 

approach/departure flight procedures and terminal routes at all airports within the NAS and at military facilities 

world wide. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Continue Beech 300 FI aircraft enhancement with the installation of Pro Line 21 navigation flight management 

systems. 

• Begin Installation of Next Generation Flight Inspection System (NAFIS) on the Challenger 605 aircraft. 

• Install and test Data Link system on the FI Aircraft. 

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Program Plans FY 2011-2014 – Performance Output Goals 

• Complete Beech 300 enhancement and installation of Pro Line 21 navigation flight management systems. 

• Start installation and testing of NAFIS in FI aircraft. 

• Begin Challenger 601 enhancement (avionics and interior). 

• Begin Next Generation Air Traffic System Surveillance and Broadcast Services equipage. 

• Begin Challenger 604/605 Enhanced Vision System installation and integration. 

B, AIRCRAFT RELATED EQUIPMENT PROGRAM – BOEING SIMULATOR REPLACEMENT,

M12.01-01 

Program Description 

In previous years, the Boeing Simulator Replacement Program procured a new, advanced Boeing 737 (B737-800) 

Next Generation (NG) 6-axis full flight aircraft simulator. .The simulator enables the FAA to perform critical 

evaluations and analysis of multiple Research, Engineering, and Development (RE&D) projects. The simulator can 

be used for realistic, high fidelity operational evaluations of current and advanced aviation technologies, equipment, 

and procedures using flight simulation rather than costly (both in dollars and risk) actual flight hours. Moreover, 

simulation offers the opportunities to expand the research regime beyond the normal flight envelope, thus exploring 

certain hazardous events (e.g., wake encounters and upset recovery) that are too risky to perform in an actual 

aircraft. Data gathered from flight simulation activities are used to support safety investigations as well as to 

develop regulations and flight procedures. Some of the simulator’s components require technology refresh to ensure 

the simulator performance and simulation tests represent the level of technology needed for NextGen operational 

research. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 –Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by FY 

2025. 

Relationship to Performance Target 

The B737-800 NG simulator improves air safety by providing the FAA with the capability to conduct NextGen 

operational evaluation programs on new technologies and advanced systems integration within the NAS. On-going 

and future RE&D projects will provide regulators with guidance and analysis data to ensure safe implementation of 

new technologies while increasing capacity within the NAS and international arena. Regulatory guidance plus 

findings from accident investigation simulations, will also contribute to the reduction of the fatal accident rate for air 

carriers. The simulator realism and high fidelity capability will provide an enhanced analysis of aircraft and 

Human-in-the-Loop data across all areas of safety. 

Program Plans FY 2010 – Performance Output Goals 

• Update the B737-800 NG simulator autopilot to digital Collins system currently used in the industry. 

• Install technology on the Electronic Flight Bag (EFB) for runway incursion research. 

• Install advanced wake turbulence model in the simulator control system to closely replicate realistic wake 

encounter scenarios in a terminal environment. 

• Install Cockpit Display of Traffic Information (CDTI) and Automatic Dependent Surveillance-Broadcast (ADSB) symbology on the Pilot Flight Director (PFD), Navigation Display (ND), EFB, and Instructor Operating 

Station (IOS). 

• Develop software modeling to simulate self-separation technology. 

• Enhance stall/upset models to be used for high and low altitude stall recovery research. 

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Fiscal Years 2010-2014 Activity 2 

Program Plans FY 2011-2014 – Performance Output Goals 

• Replace the Heads-Up-Display (HUD) with advanced digital HUD for both seats. 

• Replace the hydraulic motion system with an electric motion system. 

• Install cockpit technology to include data link technology that shows weather on the cockpit displays. 

• Install advanced ADS-B out and in technologies. 

• Install Synthetic Vision System (SVS) technology integrated with Enhanced Flight Vision System (EFVS) to 

display a fully integrated Enhanced Vision System (EVS). 

X, AIRBUS SIMULATOR PURCHASE – ADVANCED FLY-BY-WIRE SIMULATOR – TECHNICAL 

REFRESH, M12.01-03 

Program Description 

The FAA Flight Technologies and Procedures Division (AFS-400) acquired an Airbus 330/340 (A330/340) 

convertible 6-axis full flight aircraft simulator that will replicate the performance and handling characteristics of a 

wide-body, two jet engines (A330) or four jet engines (A340) commercial transport aircraft with fly-by-wire (FBW) 

flight control technologies. AFS-400 is responsible for the development, analysis, and introduction into the NAS of 

new concepts and technologies for aircraft navigation and instrument flight operations. AFS-400 establishes and 

governs policies, criteria, and standards by which terminal and en route flight procedures are established and 

maintained. The Division also is responsible for approving special instrument approach procedures and requests for 

waivers of standards. Technical Refresh funding for this simulator is being requested in FY 2012. 

The new A330/340 simulator with side-stick control will complement the narrow-body Boeing 737-800 Next 

Generation (NG) simulator during vital RE&D projects and realistic high fidelity operational evaluation activities. 

Such activities include Closely Spaced Parallel Operations (CSPO), Required Navigational Performance (RNP), and 

Human-in-the-Loop (HITL) pilot/controller/aircraft terminal operations performance during introduction of new 

NextGen initiatives such as Automatic Dependent Surveillance-Broadcast (ADS-B) and weather in the cockpit. 

This simulator supports NAS NextGen modernization and development initiatives as well as future FAA and 

National Transportation Safety Board (NTSB) safety initiatives. 

The FAA’s access to industry simulator facilities with the necessary research configurations and data collection will 

not be sufficient to meet the anticipated regulatory guidance initiatives from the introduction of new technology 

supporting NextGen. In FY 2012, AFS-400 will begin a technical refresh of the A330/340 simulator that will take 

two to three years to complete and will include the purchase and installation of peripheral/software updates, 

computer system upgrades, visual system’s image generators, imaging software, and projectors. Aircraft Avionics 

(hardware and software) and cockpit display systems will be brought to the current revision levels. In addition, 

A350 and A380 simulator aerodynamic models will be installed to further explore operational impacts on the NAS 

from these aircraft types. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by FY 

2025. 

Relationship to Performance Target 

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 RE&D projects will provide regulators with guidance and analysis data to 

ensure safe implementation of new technologies while increasing capacity within the NAS and international arena. 

Regulatory guidance, plus findings from accident investigation simulations, will also contribute to the reduction of 

the fatal accident rate for air carriers. The simulator realism and high fidelity capability will provide an enhanced 

analysis of aircraft and Human-in-the-Loop data across all areas of safety. 

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Fiscal Years 2010-2014 Activity 2 

Program Plans FY 2010 – Performance Output Goals 

• None. 

Program Plans FY 2012-2014 – Performance Output Goals 

• Replace the Heads-Up-Display (HUD) with advanced digital HUD for both seats. 

• Install weather in the cockpit technology to include data link technology on the cockpit displays. 

• Install advanced ADS-B out and in technologies. 

• Install Synthetic Vision System (SVS) technology integrated with Enhanced Flight Vision System (EFVS) to 

display a fully integrated Enhanced Vision System (EVS). 

• Install A350 and A380 simulator aerodynamic models. 

2E04, AIRPORT CABLE LOOP SYSTEMS – SUSTAINED SUPPORT

FY 2010 Request $6.0M 

• Airport Cable Loop Systems – Sustained Support, F10.00-00 

Program Description 

This program will replace existing on-airport, copper-based, signal/control cable lines that have deteriorated. The 

primary focus will be on projects at 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 costeffective, the program will install fiber-optic cable in a ring formation to provide redundancy and 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). 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013.

Relationship to Performance Target 

The Airport Cable Loop Systems Sustained Support Program will reduce potential failures, delays, and outages by 

replacing obsolete underground cable infrastructure systems. The program improves signaling and communications 

primarily at large airports with high traffic counts and enplanements. 

Strategic Management Plan (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2010 – Performance Output Goals 

• Complete system cutover at La Guardia, Seattle, and Charlotte Douglas International Airports. 

• Complete equipment installation at Boston-Logan (Phase II) and Denver International Airport. 

• Complete development of engineering packages for Ronald Reagan Washington National Airport and Houston 

(I-90) TRACON. 

• Begin Planning and Design Phase for Ontario, Oakland, Newark, Austin, Dallas-Ft. Worth, Cleveland, 

Honolulu, and Ft Lauderdale, Los Angeles, and Cleveland International Airports. 

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Fiscal Years 2010-2014 Activity 2 

Program Plans FY 2011-2014 – Performance Output Goals 

• Complete installations at Houston, Ronald Reagan Washington National, Newark, Austin, Dallas-Ft. Worth, 

Denver, and Portland International Airport. 

• Complete development of engineering packages Baltimore/Washington International Airport. 

• Begin fiber-optic system upgrade planning at San Francisco International Airport. 

• Begin Planning and Design Phase for Anchorage, Andrews Air Force Base, San Diego, Philadelphia, Honolulu, 

and Pittsburgh International Airport. 

2E05, ALASKAN NAS INTERFACILITY COMMUNICATIONS SYSTEM (ANICS) 

FY 2010 Request $9.0M 

• Establish Alaskan NAS Interfacility Communications System (ANICS) Satellite Network - ANICS 

Modernization - Alaskan Satellite Telecommunication Infrastructure (ASTI), 

C17.02-01 

Program Description 

The ANICS Phase 1 project (renamed ASTI) was implemented to achieve system-wide NAS interfacility 

telecommunication throughout Alaska. ASTI provides circuit connectivity for the following NAS services: 

• Remote Control Air Ground (RCAG) and Remote Communications Outlets for voice communication with 

pilots, 

• En route & Flight Service Station Radio Voice Communications, 

• En route and Terminal Radar Surveillance Data; Digitized Radar Data and Digitized Beacon Data, 

• AFSS and Flight Service Station (FSS) Flight Service Data Processing System and the Digital Aviation 

Weather Network, 

• Weather Advisories, Briefings, and Products; e.g., Automatic Surface Observation System (ASOS), 

Automated Weather Observation System (AWOS), AWOS Data Acquisition System (ADAS), Airport 

Weather Information System, etc. 

• Remote Maintenance Monitoring, 

• WAAS Reference Station (WRS), and 

• Automatic Dependent Surveillance-Broadcast (ADS-B). 

ASTI also provides Alaska with 90% of the inter-facility communications for critical, essential, and routine air 

traffic control services. Over the past several years, system availability has fallen below 0.9999 and continues to 

decline. Many system components have either reached the end of their useful life or are no longer supportable. 

Several antennas and their protective covers have been destroyed by high winds, and other antennas are fast eroding 

due to their coastal location. In recent years, aggressive system technical service efforts have been required to 

maintain overall system availability and reliability. The communication system has experienced a loss of 

performance capability, increased maintenance, and higher costs. 

The ASTI project will replace and/or upgrade system components to raise system availability to required levels 

(0.9999), reduce the frequency of system alarms and outages, and reduce the level of FAA maintenance. The ASTI 

program will replace the following major components: 

• Antennas, 

• Radomes, 

• Satellite modems, 

• Multiplexing equipment, 

• Radio Frequency equipment, and 

• Network Management hardware and software. 

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Fiscal Years 2010-2014 Activity 2 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety

• FAA Objective 2 – Reduce general aviation fatalities. 

• FAA Performance Target 2 – By the end of FY 2009, reduce accidents in Alaska for general aviation and 

all Part 135 operations from the 2000-2002 average of 130 accidents per year to no more than 99 accidents 

per year. This measure will be converted from a number to a rate at the beginning of FY 2010. 

Relationship to Performance Target 

ASTI supports FAA’s strategic goal of increased safety and the objective of reducing accidents rates in Alaska by 

improving communications availability. Availability has fallen below 0.999, and it is declining. Air safety 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. 

 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.1 – Ensure Airspace System is safe, efficient, and secure. 

Program Plans FY 2010 – Performance Output Goals 

• Achieve JRC investment decision. 

• Establish acquisition program baseline. 

• Upgrade satellite communications equipment at the training and test facility. 

 

Program Plans FY 2011-2014 – Performance Output Goals 

• Install network monitoring and control system. 

• Upgrade satellite communications equipment at 64 facilities. 

System Implementation Schedule 

• Estimated contract award date is 1st quarter of FY 2010 

Alaskan Satellite Telecommunications Infrastructure (ASTI)

First site ORD: September 2010 -- Last site ORD: September 2014 ASTI

2010 2015 2020

2E06, FACILITIES DECOMMISSIONING

FY 2010 Request $5.0M 

• Decommissioning, F26.01-01 

Program Description 

In recent years the FAA has decommissioned many redundant or underutilized facilities. In addition, the FAA is 

making plans to decommission entire classes of facilities such as Non-Directional Beacons and Remote 

Communications Facilities. 

This program funds disposition activities including: 

• Termination Environmental Due Diligence Audits (EDDAs); 

• Testing for environmental clean-up/hazmat abatement, and disposal; 

• Non-hazmat real property site restoration, demolition, and disposal; 

• Lease termination liabilities; 

• Equipment and infrastructure (personal property) removal, reuse, and disposal; 

• Removing telecommunications systems, services, and circuits; 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 2 

• Frequency spectrum reallocation; 

• Modification of the National Airspace System Resources (NASR) database, aeronautical charts, and terminal 

procedures publications; and 

• Addressing cultural and historic preservation and natural resource protection issues. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target 

Eliminates costs to maintain personal property and real property no longer required by the FAA. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.4 – Reduce Unit Cost of Operations.

2E07, ELECTRICAL POWER SYSTEMS – SUSTAIN/SUPPORT

FY 2010 Request $101.0M 

• Power Systems Sustained Support, F11.01-01 

Program Description 

The Electrical Power Systems Sustain Support (Power) program is an infrastructure sustain and renewal program. 

Other NAS ATC programs fund the initial purchase and installation of components for backup power systems and 

power regulation and protection equipment. Electrical power systems are necessary to allow continued operation of 

air traffic control facilities when there is an interruption in commercial power sources. These power systems also 

protect sensitive electronic equipment from commercial power surges and fluctuations. After replacement 

equipment/facilities have been commissioned, the Power program replaces, refurbishes and renews components of 

the existing power system and cable infrastructure when necessary to maintain and improve the overall electrical 

power quality, reliability, and availability. 

Program elements include replacing, refurbishing, or sustaining: the large battery systems used for critical power 

and power-conditioning systems; uninterruptible power systems; engine generators; airport power cable; and 

lightning protection and grounding systems. Projects are prioritized using NAS metrics of capacity, demand, and 

passenger value, and specific expert information. 

The Power program is critical to both maintaining and increasing NAS capacity by sustaining the reliability and 

availability of NAS electrical power equipment. These actions avoid power disruptions to NAS equipment that 

result in costly delays. Without reliable NAS power systems, air traffic control electronics cannot deliver their 

required availability and commercial power disruption results in flights being kept on the ground, placed in airborne 

holding patterns, or re-routing to other airports. The Power program also prevents expensive damage to critical air 

traffic control electronic equipment, and avoids the resulting outages of NAS equipment that would produce costly 

delays. 

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Fiscal Years 2010-2014 Activity 2 

Modern complex hardware and associated software are experiencing extended service disruptions when exposed to 

small power fluctuations. These factors result in the need for power systems with better reliability, and availability, 

particularly for the planned NextGen system. 

The Power program will develop more proactive programs to sustain and support NAS power systems, such as: 

• Improve management of NAS power systems inventory by better utilization of NAS databases. 

• Prioritize program effort by location identifiers, importance of the NAS facility supported and by ranked 

economic value. 

• Highlight “pop up” activities and develop incidence reduction strategies. 

• Expand the needs assessment process to provide guidance to other program offices. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

All NAS facilities are dependant 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. Power systems sustain airport capacity by providing power that reduces the incidence of 

NAS delays caused by equipment outages that would otherwise have occurred during commercial power 

disturbances. 

Strategic Management Process (SMP) Pathway and Objective 

SMP Pathway #1 – Achieve Operational Excellence. 

SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Sustain existing NAS power systems by completing about 150 projects (Actual may vary based upon validation 

and priority for year): 

• Replace 65 failed batteries. 

• Replace 5 obsolescent Uninterruptible Power System units. 

• Install 10 cost efficient Direct Current power distribution systems as replacement for power backup. 

• Replace 70 worn out engine generators. 

• Replace 2 deteriorated and “at risk” airport power cables. 

• Refurbish 2 ineffective lightning protection and grounding systems. 

• Sustain the reliability of ARTCC power distribution equipment. 

• Continue ARTCC reliability upgrades to address identified issues. 

• Complete Power Systems Operational Support Center. 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 2 

Program Plans FY 2011-2014 – Performance Output Goals 

• Sustain existing NAS power systems by completing about 150 projects per year (Actual may vary based upon 

validation and priority for year): 

• Replace between 200 to 260 failed batteries. 

• Replace between 20 to 23 obsolescent Uninterruptible Power System units. 

• Install between 40 to 60 cost efficient Direct Current power distribution bus systems as replacement for 

power backup. 

• Replace between 200 to 240 worn out engine generators. 

• Replace between 8 to 12 deteriorated and “at risk” power cables. 

• Refurbish between 8 to 16 ineffective lightning protection and grounding systems. 

• Sustain the reliability of ARTCC power distribution equipment. 

• Continue ARTCC reliability upgrades to address identified issues. 

2E08, AIRCRAFT FLEET MODERNIZATION

FY 2010 Request $6.0M 

• Flight Standards Inspector Aircraft Replacement – Phase 1, M11.02-00 

• X, Flight Standards Inspector Aircraft Replacement – Phase 2, M11.02-01 

Program Description 

The FAA’s Office of Aviation Safety (AVS) is responsible for regulating and overseeing the civil aviation industry. 

AVS requires a fleet of aircraft for currency and proficiency flying by nationally based Aviation Safety Inspectors 

(ASI) and also for pilots in the Initial and Recurrent Turboprop program. There are 640 ASI’s that need proficiency 

flying once a quarter. These proficiency flights are necessary to ensure that the ASI’s can accurately assess operator 

skill levels while accomplishing their regulatory checks. The ASI also needs sufficient proficiency to recover the 

aircraft should the pilot being tested get into an unsafe situation. 

Proficiency depends on flying modern aircraft that are configured like the current commercial fleet, so that ASIs 

have current experience in the types of aircraft operations they are checking. Inspectors must practice proper 

management of aircraft in highly congested airspace including operations in poor weather conditions. To obtain that 

experience, they must fly an aircraft rather than use a simulator. 

This investment will be for six (6) aircraft configured to modernize the current fleet of aircraft. Procurement of four 

(4) aircraft is anticipated in FY 2009. This will be accomplished using both FY 2008 and FY 2009 funds. It is 

anticipated that the remaining two (2) aircraft will be purchased in FY 2010. Operational data will be collected and 

evaluated using the 6 aircraft and a determination made whether to request the purchase of additional aircraft. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety. 

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

To provide the necessary level of performance and proficiency flying required to meet ASI’s needs in regulatory 

requirements, new aircraft must be purchased to ensure ASIs are fully qualified to check flight operations of 

commercial operators. Currency of ASIs will sustain the high level of safety for general aviation and air carrier 

operators reduce fatal accidents. 

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Fiscal Years 2010-2014 Activity 2 

 156 

Program Plans FY 2010 – Performance Output Goals 

• Accept delivery of two aircraft for service. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Complete the collection and evaluation of operational data. Determine if additional aircraft will be needed and, 

if necessary, return to the JRC to seek approval of aircraft. 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 

ACTIVITY 3. NON-AIR TRAFFIC CONTROL FACILITIES AND 

EQUIPMENT 

A. SUPPORT EQUIPMENT

3A01, HAZARDOUS MATERIALS MANAGEMENT

FY 2010 Request $20.0M 

• Environmental Cleanup/HAZMAT, F13.02-00 

Program Description 

The FAA has identified more than 700 contaminated sites at over 200 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: 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. 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. 

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 (RCRA) 

of 1976, the Comprehensive Environmental Response, Compensation and Liability Act (CERCLA) 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. Additionally, during FY 2008, the FAA attained 94 percent “No Further 

Remedial Action Planned (NFRAP)” closure documentation for FAA sites listed on EPA’s Federal Hazardous 

Waste Compliance Docket. 

Relationship of Program to DOT Strategic Goal, Objective, & Performance Target 

• DOT Strategic Goal 4 – Environmental Stewardship. 

• DOT Outcome 1 – Reduction in pollution and other adverse environmental effects from transportation and 

transportation facilities. 

• DOT Strategy – Adopt transportation policies and promote technologies that reduce or eliminate 

environmental degradation. 

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Fiscal Years 2010-2014 Activity 3 

Relationship to Performance Target 

The HAZMAT program supports the environmental stewardship goal by conducting required cleanup activities for 

contaminated sites within existing NAS land and structures. The program achieves this objective through 

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. The 

program works to ensure continuing compliance with the Hazardous Materials Management program. Further, the 

program ensures that the FAA maintains compliance with the Department of Transportation’s Strategic Plan (2006-

2011) performance goal of achieving NFRAP status for 94 percent of all FAA sites listed on the EPA’s Federal 

Hazardous Waste Compliance Docket. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.4 – Reduce Unit Cost of Operations.

Program Plans FY 2010 – Performance Output Goals 

• Maintain 94 percent NFRAP for all sites listed on the EPA’s Federal Hazardous Waste Compliance Docket. 

• Remove five-percent (5%) of the total sites listed in the 2009 Environmental Site Cleanup Report. 

• Complete remediation activities for PCB and fuel contamination at the Bimini, Bahamas Very High Frequency 

Omnidirectional Radio (VOR) Maintenance Facility (MF) and the Non-Directional Beacon (NDB). 

• Provide report to the EPA on the Ronald Reagan Washington National Airport (DCA) South Investigation Site 

Supplemental Site Investigation. Initiate steps to obtain NFRAP status for the site. 

• Continue to conduct investigation and closure activities at the FAA Technical Center near Atlantic City, New 

Jersey. 

• Continue to support the Decommissioning Program (F26.01-01) with technical assistance and funding for 

remediation of environmental contamination found at these sites. 

• Achieve regulatory closure of the Cape Yakataga (CYT) landfill and ensure the landfill is in post-operational 

monitoring. 

• Achieve regulatory closure of the Skwentna, Alaska (SKW) landfill, and ensure the landfill is in postoperational monitoring. 

• Attain the Closure-Long Term Monitoring phase for the Chlorinated Groundwater Plume at the Mike Monroney 

Center (AMC). 

Program Plans FY 2011-2014 – Performance Output Goals 

• Attain regulatory closure and NFRAP for DCA and begin the process of delisting the site from the Federal 

Hazardous Waste Compliance Docket 

• Attain NFRAP status for the Kirksville, MO Air Route Surveillance Radar site. 

• In FY 2011 through FY 2014, attain 94% NFRAP status for all sites listed on the EPA’s Federal Hazardous 

Waste Compliance Docket. 

3A02, AVIATION SAFETY ANALYSIS SYSTEM (ASAS) – REGULATION AND CERTIFICATION 

INFRASTRUCTURE FOR SYSTEM SAFETY (RCISS) 

FY 2010 Request $10.5M 

• Regulation and Certification for Infrastructure System Safety (RCISS) – Segment 1, A17.01-01 

• X, Regulation and Certification for Infrastructure System Safety (RCISS) – Segment 2, A17.01-02 

Program Description 

RCISS provides the automation hardware, software, and communication infrastructure to support Aviation Safety 

(AVS) information databases and access to them by the increasingly mobile FAA safety work force. RCISS is the 

next generation infrastructure, which will build upon the ASAS legacy infrastructure to better support fact based 

decision-making. Whether through providing enhanced access to data by inspectors and engineers while in the field 

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Fiscal Years 2010-2014 Activity 3 

or through the development of new systems which provide data to the work force and the safety applications, RCISS 

will continue to provide the workforce with the systems to support the certification and regulation of aircrews, 

airlines, and other licensed companies in aviation. Having information readily available improves the ability of 

safety personnel to develop safety regulations and oversee the civil aviation industry. With the consolidation of IT 

infrastructures within the FAA and AVS it is critical that RCISS address disaster recovery requirements, improve 

management of the infrastructure and application systems through advancements in IT technologies and provide 

enterprise wide solutions for economical development of future software applications. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

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. 

Program Plans FY 2010 – Performance Output Goals 

• Complete the deployment and support of mobile devices with enhanced telecommunications services to 25% of 

the AVS safety workforce. 

• Continue the transition to centralized data storage and processing environment. 

• Continue the development of a disaster recovery facility, co-located within an existing FAA Data Center, to 

support critical AVS safety data and systems. 

• Continue technology refreshment of legacy AVS infrastructure components in support of AVS national safety 

applications. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Complete first technology refreshment cycle of mobile devices to the AVS safety workforce; ends FY 2011. 

• Begin second technology refreshment cycle of mobile devices to the AVS safety workforce; starts FY 2012. 

• Complete the transition to centralized data storage and processing environment; ends FY 2011. 

• Begin first technology refreshment of centralized data storage and processing environment; starts FY 2012. 

• Complete development of a disaster recovery facility, co-located within an existing FAA Data Center, to 

support critical and non-critical AVS safety data and systems; ends FY 2011. 

• Begin first technology refreshment of disaster recovery facility; starts FY 2012. 

• Complete technology refreshment of legacy AVS infrastructure components in support of AVS national safety 

applications; ends FY 2011. 

3A03, LOGISTICS SUPPORT SYSTEMS AND FACILITIES (LSSF)

FY 2010 Request $9.3M 

• Logistics Center Support System (LCSS), M21.04-01 

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 8,000 FAA customers at 41,000 

facilities and 28,000 sites, as well as, to the Department of Defense (Air Force, Navy, and Army), state agencies, 

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Fiscal Years 2010-2014 Activity 3 

and foreign countries. It provides logistics support for 80,000 parts and services. It supplies, tracks, and accounts 

for Capital and Ops funded parts totaling $1B. 

 

Examples of NAS support that FAALC provides include: 

• Annually issues over $300M in assets to ATO-W technical operations specialists, and 

• Satisfied over 110,000 NAS requirement transactions 

 

The Logistics Center provides inventory management of stock levels, demand forecasting, contract management, 

customer assistance, and special project support for NAS installation and repair. They are an ISO 9001:2000 

certified distribution, warehousing, and repair facility, and they are certified for the design, implementation, and 

maintenance of software systems in support of the NAS. 

LCSS will replace the Logistics and Inventory System (LIS) and be a fully integrated National logistics (supply 

support) system that will reduce cost and provide increased visibility of NAS assets. LCSS will provide for 

improved supply support as the Agency transitions to NextGen. 

LCSS will be a web-based system that uses state-of-the-art tools to extend and leverage the existing agency 

investment in LIS. The new tools will be based on object-driven open architecture and will allow interfaces to be 

integrated. LCSS will incorporate the use of COTS applications and enhancements to improve asset visibility, 

provide serial number tracking, warranty information, shop floor control and spares modeling. These functions will 

provide a more complete picture of the financial position of logistics within the agency. 

 

LIS is a 20-year-old customized mainframe system with an obsolete system design that is technically difficult and 

expensive to maintain. It is unable to incorporate technology and business changes to meet the accelerating growth 

in requirements of the National Airspace System. 

The replacement system will improve the tracking of parts failures to better manage spare parts inventory; automate 

the tracking of repairable parts as they are processed through the shops; upgrade the ability to identify parts that 

have high failure rates so they can be replaced or improved; and maintain an inventory of obsolete parts, so 

decisions can be made about repairing or replacing them. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 3 – Improve financial management while delivering quality customer service.

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target 

The LCSS program supports the flight plan Organization Excellence goal with enhanced cost-control measures and 

improved decision-making by: 

1) Providing the right part, at the right time, to the right place. Metric: 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) Providing NAS components and parts that are not defective. Metric: Confirm defective products: Target 

goal is no more than 11.5 defects per 1,000 issues. 

3) Providing services that meet or exceed customer expectations. Metric: Customer satisfaction surveys: 

Target goal is 86% customer satisfaction. 

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4) Delivering parts and services on time and defect-free reduces potential air traffic system outages and avoids 

the cost of duplicate shipping and handling. 

Program Plans FY 2010 – Performance Output Goals 

• Develop logistics business process blueprint and assemble LCSS software solution prototype. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Design, configure, test, and deploy a complete LCSS software solution. 

• Monitor LCSS implementation and continue COTS software upgrades/maintenance. 

3A04, NATIONAL AIRSPACE SYSTEM (NAS) RECOVERY COMMUNICATIONS (RCOM) 

FY 2010 Request $10.2M 

• Command and Control Communications (C3), C18.00-00 

Program Description 

The RCOM program gives the FAA the C3 capability to directly manage and operate the NAS during local, regional 

and national emergencies, when normal common-carrier communications are interrupted. The NAS C3 provides 

and enhances a variety of fixed-position, portable, and transportable C3 systems to support emergency operations. 

Such C3 systems include the automatic digital network/defense messaging system; secure telephone unit third 

generation/secure telephone equipment; secure facsimile; very high frequency (VHF)/Frequency Modulated (FM); 

high-frequency single-side band radios; satellite telephone network; wireless notification system; secure 

conferencing system; Emergency Operations Network (EON); and communications in emergency situations. These 

C3 systems enable the FAA and other Federal agencies to exchange classified and unclassified communications to 

promote 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. 

Relationship of Program to DOT Strategic Goal, Objective, & Performance Target 

• DOT Strategic Goal 5 – Security, Preparedness and Response. 

• DOT Outcome 1 – Balance transportation security requirements with the safety, mobility and economic 

needs of the Nation and be prepared to respond to emergencies that affect the viability of the transportation 

sector. 

• DOT Strategy – Continued to enhance our ability to respond to crises rapidly and effectively, including 

security-related threats and natural disasters 

Relationship to Performance Target 

The RCOM program contributes to the National Security 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 2010 – Performance Output Goals 

• Procure and install VHF/FM equipment for Hawaii-Pacific System Maintenance Office (SMO), Chicago SMO, 

Pacific Northwest Mountain SMO, and Atlanta SMO. 

• Continue to improve the Emergency Operations Network's basic platform and implement new versions and 

updates as necessary. 

• Engineer system requirements for VHF/FM Chicago SMO, Pittsburgh SMO, and Southern New England SMO. 

• Support Communication Support Team missions as required. 

• Continue modernizing classified facilities as required. 

• Continue modernization of Regional Operations Centers nationwide. 

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• Continue work on various interagency classified projects. 

• Continue to implement NCS3-10 equipment. 

• Upgrade and enhance satellite telephone network system. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Procure and install additional secure facsimile units and secure conferencing systems. 

• Procure and install VHF/FM equipment for the Pittsburgh SMO, Southern New England SMO, Chicago SMO, 

Salt Lake City SMO, Lone Star SMO, Ohio SMO, Rocky Mountain SMO, Red River SMO, Rio Grande SMO, 

Superior SMO, Dakota-Minnesota SMO, and Great Plains SMO. 

• Engineer system requirements for VHF/FM Salt Lake City SMO, Lone Star SMO, Ohio SMO, Rocky Mountain 

SMO, Rio Grande SMO, Superior SMO, Dakota-Minnesota SMO, and Great Plains SMO. 

• Continue modernizing classified facilities as required. 

• Support Communication Support Team missions as required. 

• Deliver additional secure conferencing systems as required. 

• Upgrade and enhance satellite telephone network system. 

• Continue to implement NCS3-10 equipment. 

• Continue modernizing Regional Operations Centers nationwide. 

• Continue efforts on various interagency classified projects. 

3A05, FACILITY SECURITY RISK MANAGEMENT

FY 2010 Request $18.0M 

• Facility Security Risk Management (FSRM), F24.00-00 

Program Description 

The Facility Security Risk Management (FSRM) Program was established in response to Presidential Decision 

Directive 63, Critical Infrastructure Protection (later superceded by Homeland Security Presidential Directive 

(HSPD) 7, Critical Infrastructure Identification, Prioritization and Protection), which required 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. 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. 

FSRM Phase 2 includes integrating the individual facilities into a Physical Access Control System (PACS) and 

adding access control at security level 1 facilities, such as Federal Contract Towers and Manufacturer Certification 

Offices. 

The FSRM Program also supports the FAA’s response to HSPD-12, Policy for a Common Identification Standard 

for Federal Employees and Contractors; HSPD-16, Aviation Security and the Airport Security Improvement Act of 

2000. 

Relationship of Program to DOT Strategic Goal, Objective, & Performance Target 

• DOT Strategic Goal 5 – Security, Preparedness and Response.

• DOT Outcome 1 – Balance transportation security requirements with the safety, mobility and economic 

needs of the Nation and be prepared to respond to emergencies that affect the viability of the transportation 

sector.

• DOT Strategy – Continued to enhance our ability to respond to crises rapidly and effectively, including 

security-related threats and natural disasters. 

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Relationship to Performance Target 

The FSRM Program provides the infrastructure enhancements needed to reduce risks to facilities critical to the NAS. 

These enhancements reduce the risk of unauthorized access and provide early identification of potential security 

problems. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.7 – Support national aviation security needs. 

Program Plans FY 2010 – Performance Output Goals 

• Upgrade 25 facilities so they can be accredited as meeting Federal security standards. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Upgrade 75 percent of the remaining facilities that need to be accredited. 

3A06, INFORMATION SECURITY 

FY 2010 Request $12.3M 

• NAS Information Security – 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 ensure that all 

information systems 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 

support the agency, aviation safety and security, and the NAS. 

The FAA Cyber Security 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 program is comprised of the following areas: Cyber Security Management Center (CSMC); IT 

and Information Systems Security (ISS) awareness and training; IT research and development (R&D); policy, 

standards, and requirements; program evaluations; and system certification and compliance. This comprehensive 

Cyber Security effort offers information security awareness training of 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. 

Bravo 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. They, by design, reflect hostile intent. 

Understanding all aspects of these events dictates that they be detected and prevented to the maximum extent to 

which the FAA is capable. The development of the term “Bravo” was initiated as an indirect route to allow the 

communication of these events and the identification and mitigation of systems that have been compromised or 

affected by these sophisticated attacks. The chart below shows the monthly Bravo event trend for October 2007 thru 

September 2008. 

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Bravo "Event" Trend FY08 

0

5

10

15

20

25

30

Oct-07Nov-07Dec-07Jan-08Feb-08Mar-08Apr-08May-08Jun-08Jul-08Aug-08Sep-08

Monthly progression

Number of BRAVO tickets opened

FAA Bravo open

The office of the Chief Information Officer (AIO’s) work continues with a strategy, which is 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. 

Relationship of Program to DOT Strategic Goal, Objective, & Performance Target 

• DOT Strategic Goal 5 – Security, Preparedness and Response. 

• DOT Outcome 1 – Balance transportation security requirements with the safety, mobility and economic 

needs of the Nation and be prepared to respond to emergencies that affect the viability of the transportation 

sector. 

• DOT Strategy – Continued to enhance our ability to respond to crises rapidly and effectively, including 

security-related threats and natural disasters. 

Relationship to Performance Target 

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. 

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Fiscal Years 2010-2014 Activity 3 

Program Plans FY 2010 – Performance Output Goals 

• Correct NAS vulnerabilities discovered through the certification and authorization process. 

• Provide CSMC enhancements to support NAS and the NAS Security Information Group. 

• Enhance the NAS Enterprise Architecture regarding cyber security protection by developing cyber security 

requirements and reviewing certification and authorization work. 

• Conduct initiatives to improve the reliability, availability, and integrity of NAS systems during various forms of 

cyber attack. 

• Develop plans and provide management support to integrate the network connections from LOBs/SOs into the 

FAA Internet Protocol Version 6 compliant backbone. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Correct NAS vulnerabilities discovered through the certification and authorization process. 

• Certify and authorize spiral releases of complex systems and newly designed systems. 

• Provide CSMC enhancements to support NAS and the NAS Security Information Group. 

• Enhance the NAS Enterprise Architecture regarding cyber security protection by developing cyber security 

requirements and reviewing certification and authorization work. 

• Conduct initiatives to improve the reliability, availability, and integrity of NAS systems during various forms of 

cyber attack. 

• Complete concept of operation and implement strategy for automated recovery, which involves isolating those 

systems that have been affected by a virus, instituting the fix, and making sure that affected systems get back 

online as soon as possible. 

• Develop architecture and engineering efforts for alternative solutions to secure new NAS systems. 

• Monitor and take all actions necessary to ensure that the NAS information technology systems are not 

interrupted and are available at all times. 

• Address vulnerabilities discovered through certifications and authorizations completed in prior years. 

• Evaluate and acquire enhanced tools used by the CSMC to address complex and rapidly changing cyber threats 

and vulnerabilities. 

3A07, SYSTEM APPROACH FOR SAFETY OVERSIGHT (SASO) 

FY 2010 Request $20.0M 

• System Approach for Safety Oversight (SASO) – Phase II Alpha, A25.02-01 

• X, System Approach for Safety Oversight (SASO) – Phase II Beta, A25.02-02 

Program Description 

SASO Phase II is the second phase of the SASO Program. Phase II A is the first segment of SASO Phase II 

covering the years FY 2010 thru FY 2013. Phase II A will develop the AFS Safety Assurance System (SAS), one of 

four components of the AVS Safety Management System (AVSSMS). SASO Phase II B is an overlapping segment 

covering the years FY 2011 thru FY 2016 during which the remaining three components of the AVSSMS will be 

implemented (safety risk management, safety policy, and safety promotion). 

The AVSSMS is FAA’s response to a mandate from the International Civil Aviation Organization that requires its 

member states to institute regulations that require aviation entities under their purview to implement safety 

management systems. 

The implementation of safety management systems by aviation entities will require AVS to implement a 

complimentary safety program that provides oversight of those aviation entity safety management systems. The first 

step in the development of the AVSSMS is the development of the Flight Standards Service (AFS) Safety Assurance 

System (AFS SAS) 

The safety management system concept is recognized as the most effective and efficient way of preventing 

accidents. The AFS SAS will develop and implement a new proactive systems safety approach that will 

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Fiscal Years 2010-2014 Activity 3 

significantly improve the FAA’s 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. 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 systems-based, risk 

management-oriented processes. The new systems and analysis/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 AFS SAS will consolidate 56 independent AFS safety systems into four enterprise systems. This will provide 

easier access to safety information for employees that monitor industry safety. Information will also be shared with 

industry professional, both within and outside the U.S., who are working to improve aviation safety. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

During SASO Phase II Alpha, SASO will contribute to a reduction in accident rates over the period FY 2003 

through FY 2022. SASO proposes to achieve these results by automating one of the four components of safety 

management system functions. 

SASO Phase II A FY 2010 – Performance Output Goals 

• Refine AFS SAS system requirements. 

• Initiate AFS SAS system design. 

• Develop AFS SAS job task instructions, handbooks, and job aids. 

• Initiate an AFS SAS outreach program to promote AFS SAS and prepare for change. 

• Complete development and fielding of 5 Standard Reference Tables (SRT) for AFS applications. 

SASO Phase II A FY 2011 – 2013 Performance Output Goals 

• Complete AFS SAS system design development, and testing. 

• Develop AFS SAS training curriculum and training materials. 

• Complete AFS SAS key site implementation. 

• Assess lessons learned from AFS SAS key site implementation. 

• Complete AFS SAS implementation for CFR Parts 121, 135, 145. 

• Complete AFS SAS outreach program to promote AFS SAS and prepare for change. 

SASO Phase II B FY2011 – 2016 – Performance Output Goals 

• Reengineer oversight business processes of all AVS Services/Offices to accommodate SMS. 

• Design, develop, test, and implement remaining three components of the AVSSMS. 

• Integrate the four components of the AVSSMS into the AVS enterprise architecture. 

• Develop AVSSMS training curriculum and training materials. 

• Complete training for AVSSMS key site implementation. 

• Complete AVSSMS implementation throughout AVS. 

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3A08, AVIATION SAFETY KNOWLEDGE MANAGEMENT ENVIRONMENT (ASKME)

FY 2010 Request $8.1M 

• Aviation Safety Knowledge Management Environment, A26.01-00 

• X, Aviation Safety Knowledge Management Environment – Phase 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 2016. Phase 1 covers fiscal 

years FY08-FY12 and Phase 2 covers fiscal years FY13-FY17. ASKME, phase 1, obtained its baseline decision 

(FY08-FY12) on June 20, 2007 from the FAA Joint Resources Council. 

The environment created by integration of ASKME deliverables will provide for the 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. This technical data includes the 

rationale for design and production certification decisions, interpretations of rules and policies, and audits of aircraft 

industry manufacturers. In addition, ASKME will provide tools to improve the ability to identify potential unsafe 

conditions by analyzing this documentation along with safety information such as Service Difficulty Reports, 

National Transportation Safety Board safety recommendations and reports, accident reports, and Maintenance 

Difficulty Reports. Finally, ASKME will provide 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, airworthiness certification, designee management, evaluation 

and audit, external inquiries, enforcement, continued operational safety management, and international coordination. 

Phase 1 IT Application Deliverables Include: 

• Electronic File Service (EFS) 

• Work Tracking Software – Risk Based Resource Targeting (WTS-RBRT) 

• Monitor Safety Related Data (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) 

• DDS Technical Evaluations (DTE) 

Phase 2 IT Application Deliverables Include: 

• Work Tracking Software – Budget Management (WTS-BMgmt) 

• 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) 

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Fiscal Years 2010-2014 Activity 3 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1– Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

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 savings over the life of the program is estimated at 174 avoided 

fatalities and a total savings of $494.96M (then year dollars at 80% high confidence level). 

Program Plans FY 2010 – Performance Output Goals 

• Electronic Filing Service (EFS) – Historical scanning activities - first year. 

• Work Tracking Software-Risk Based Resource Targeting (WTS-RBRT) – Completion of development; 

Deployment of solution for the RBRT Sub-Function. 

• Monitor Safety Related Data - Oversee System Performance - Internal & External - MSRD-OSPi and OSPe - 

Complete documentation of detailed system requirements; Begin Design and Development activities for the 

OSPi Sub-Function. 

• Assimilate Lessons Learned - ALL – Complete development activities and deploy solution for the ALL SubFunction based on requirements gathered. 

• Designee Supervision / Past Performance Sub-Function - DS/PP – Complete development activities and deploy 

solution for the DS/PP Sub-Function. 

• Work Tracking Software - Work Activity Tracking - WTS-WAT – Document detailed system requirements. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Finalize Documented detailed System Specification Requirements phase (first phase for application 

development lifecycle) for the following ASKME deliverables: 

o EDA (Engineering Design Approval) – FY11 

o DTE (DDS Technical Evaluations) – FY11 

o WTS-Budget Management – FY13 

o ADD (Airworthiness Directives Development) – FY13 

o AC-StdAC (Airworthiness Certification – Standard ACs) – FY14 

• Scan historical safety-related documentation for population in the Electronic File Service repository. – FY10-

FY12. 

• Complete Design, Development, Test, and Deployment phases (follows System Specification Requirements 

phase) for the following ASKME deliverables: 

o MSRD-OSPi (Internal Oversee Safety Performance) – Starts FY10, Ends FY11 

o MSRD-OSPe (External Oversee Safety Performance) – Starts FY10, Ends FY11 

o WTS-WAT (Work Activity Tracking) – Starts FY11, Ends FY13 

o EDA (Engineering Design Approval) – Starts FY12, Ends FY13 

o DTE (DDS Technical Evaluations) – Starts FY12, Ends FY13 

o WTS-BMgmt (Budget Management) – Starts FY13, Ends FY14 

• Begin Design and Development phase activities for the for the following ASKME deliverables: 

o AC-StdAC (Airworthiness Certification – Standard ACs) – Starts FY13, Ends FY15 

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3A09X, LOGICAL ACCESS CONTROL

FY 2010 Request $0.0M 

• X, Logical Access & Authorization Control Svc (LAACS), M31.02-01 

Program Description 

Homeland Security Presidential Directive (HSPD) 12 sets the policy for a Common Identification Standard and 

mandated government-wide implementation of secure and reliable forms of both physical and logical identification 

to gain access to buildings and information and communications systems. This directive followed multiple orders 

over several years, including National Institute of Standards and Technology (NIST) SP800-53, and EAuthentication and E-Gov from 1997 through 2003. The latter directs departments and agencies to increase the 

security of government logical resources including Information Systems (IS), Information Technology (IT) and data. 

Since HSPD-12, there have been additional orders and directives for increasing the security surrounding government 

logical resources, including FIPS-200 in 2006 which mandates compliance with NIST SP 800-53. 

The LAACS program is the planning, acquisition, and implementation of the first integrated, enterprise identity 

management system (IDMS) with an associated service to help application and IT resource owners increase the 

security protecting their resources. A full-suite IDMS COTS product will integrate multi-level authentication, with 

multi-role authorization and multi-level asset audit security controls to the internal and external access of data and 

systems. This provides multi-level criterion to ensure a standardized level of identity security is applied to each 

application for its required level of assurance. LAACS controls who accesses what data with what forms of identity, 

at what times, from what locations, and with what methods. Audit logs provide near real-time threat assessments, as 

well as the capability for post-threat forensics. Additionally, LAACS provides automated workflow provisioning to 

manage account setup, modification, and de-activation to improve the efficiency and effectiveness of security 

controls. The latter is especially important in managing emerging threats and the single most compelling reason to 

implement an enterprise IDMS. With a single action, an individual's access to all logical assets is eliminated or 

reduced, i.e., de-provisioned or role modified. 

LAACS will provide an enterprise security infrastructure to allow and promote secure electronic commerce between 

government, citizens, and industry - nationally and internationally. LAACS will support the Public Key 

Infrastructure trust model used globally, as well as other trust models which protect privacy for electronic access of 

publicly available data. A critical part of this plan is to ensure authentication of each internal user’s identity 

(100,000 employees and contractors) and their privilege level before granting access to government logical 

resources. Other trust models will be supported to provide for the private and secure access of the public or industry 

to government logical resources. 

Finally, in conjunction with LAACS, the FAA must develop and set standards and policies for logical access 

control, including the maintenance and use of encryption keys. 

Relationship of Program to DOT Strategic Goal, Objective, & Performance Target 

• DOT Strategic Goal 5 – Security, Preparedness and Response. 

• DOT Outcome 1 – Balance transportation security requirements with the safety, mobility and economic 

needs of the Nation and be prepared to respond to emergencies that affect the viability of the transportation 

sector. 

• DOT Strategy – Continued to enhance our ability to respond to crises rapidly and effectively, including 

security-related threats and natural disasters. 

Relationship to Performance Target 

The implementation of LAACS will enable the agency to protect the Department of Transportation and FAA NAS 

or Non-NAS logical resources against cyber terrorism and malicious activities by hackers and other unauthorized 

personnel. The implementation of LAACS will enable the agency to reduce identity fraud, protect personal privacy, 

keep sensitive information secure, support business continuity planning, respond rapidly and consistently to internal 

and external security threats, and improve the accountability and oversight of agency information and information 

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systems. This effort will substantially increase the assurance of reliability, availability, and integrity of department 

and agency IS, IT, and data. 

Program Plans FY 2010 – Performance Goals

• None. 

Program Plans FY 2010-2014 Performance Output Goals

• Fiscal Year 2010—Complete initial component of the LAACS Enterprise Solution Development and 

Implementation with at least 10% of the identified 220 Non NAS systems and applications. 

• Fiscal Year 2011—Complete second component of the LAACS Enterprise Solution Development and 

Implementation with at least 15% of the identified 220 Non NAS system and applications. 

• Fiscal Year 2012—Complete third component of the LAACS Enterprise Solution Development and 

Implementation with at least 15% of the identified 220 Non NAS system and applications. 

• Fiscal Year 2013—Complete forth component of the LAACS Enterprise Solution Development and 

Implementation with at least 15% of the identified 220 Non NAS system and applications. 

• Fiscal Year 2014—Complete fifth component of the LAACS Enterprise Solution Development and 

Implementation with at least 15% of the identified 220 Non NAS system and applications. 

B. TRAINING, EQUIPMENT, AND FACILITIES

3B01, AERONAUTICAL CENTER INFRASTRUCTURE MODERNIZATION 

FY 2010 Request $13.8M 

• 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 to enable, sustain, and 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. FY 2010 funding will be used for facility renovation and building system replacement, storm sewer 

replacement, and telecommunications infrastructure upgrade. This CIP replaces major building systems not 

provided for by any other funding sources or lease agreement. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target 

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 GSA metropolitan leased facilities and GSA national averages for leased 

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Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 3 

facilities. Eighty percent (80%) of Aeronautical Center space is used for direct support of the ATO by AJW 

14/173/223 (Engineering Organizations), Aviation System Standards (AVN), the Logistics Center, Air Traffic 

Control training, ATO Technical Operations Training and Certification. 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 Plan FY 2010 – Performance Output Goals 

• Systems Training Building (STB) renovation construction - Phase 2 of 4. 

• Complete Hangars 8 and 9 fire suppression systems to protect FAA aircraft whose value exceeds $600M. 

• Storm sewer replacement phase 3 of 4. 

• Telecommunications: Implement Cisco network for Aeronautical Center backbone to provide redundancy, 

reliability, security and availability. Router backplanes will be replaced to support increased bandwidth needed 

by Data Centers and increasing user requirements. Hardware/software upgrades will support newer model 

telephones and replace old hardware. Single mode fiber will be provided to north center campus for increased 

redundancy of core routers on the network, increased bandwidth to Data Centers and individual Aeronautical 

Center users. 

Program Plan FY 2011-2014 – Performance Output Goals 

• Systems Training Building (STB) renovation construction - Phases 3 and 4. 

• Radar Training Facility and Base Maintenance renovation designs. 

• Storm sewer replacement phase 4 of 4. 

• Environmental Systems Support (ESS) building design and renovation. 

• Telecommunications upgrades to include: installation of telecom equipment to replace network switches, 

uninterruptible power supply units, wireless access points, and core routers. Security assessment/disaster 

recovery testing; upgrades to Intelligent Peripheral Equipment (IPE) controller and hardware/software upgrades 

to campus fiber plans, upgrades of network software management tools, and additional telecommunications 

fiber/copper. 

 

System Implementation Schedule 

The following buildings will be returned to service as phased renovation construction is completed: 

• Systems Training Building basement floor construction complete that corrected life safety issues. 

Basement returned to service, FY 2010. 

• Flight Inspection Building, FY 2010. 

• Air Navigation Facility #2, FY 2010. 

• Hangars 8 and 9 fire suppression systems, FY 2009-2010. 

• Systems Training building, FY 2013. 

• Storm Sewer replacement, phases 3 and 4, FY 2012. 

3B02, DISTANCE LEARNING

FY 2010 Request $1.5M 

• Distance Learning, M10.00-00 

Program Description 

The Distance Learning program will replace Computer-Based Instruction (CBI) Delivery Platforms at all CBI 

Learning Centers, increase connectivity, and upgrade network multimedia support and services. The system consists 

of about 1,300 Learning Centers located at virtually every FAA facility around the world. The FAA is replacing the 

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. 

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Fiscal Years 2010-2014 Activity 3 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target 

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 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. This program contributes well over $10M savings each year. These efficiencies combine to produce a 

better prepared, better trained, safer diverse workforce. Such an improvement in working conditions and workforce 

skills preparation is expected to support the 10-15% savings goal for selected products and services. 

3B03, NAS TRAINING FACILITIES – SIMULATOR 

FY 2010 Request $6.7M 

• Training Simulators – Tower Cab, M20.01-02 

• Tower Cab Simulator – Segment 2, M20-01-03 

Program Description 

The NAS Training Simulator project will acquire and deploy training simulators to selected air traffic facilities in 

the field. Similar technology implemented at the Academy and by the US Air Force has proven successful. This 

project focuses on using technology to assist FAA in training newly hired controllers during the next 10 years in 

response to projected staffing requirements. This program provides funding to acquire simulators, training media, 

and communications equipment for air traffic facilities. Segment 2 will provide 6 additional Tower simulators. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 1 – Implement human resource management practices to attract and retain a highly skilled, 

diverse workforce and provide employees a safe, positive work environment.

• FAA Performance Target 4 – Maintain the air traffic controller workforce at, or up to 2 percent above, 

the projected annual totals in the Air Traffic Controller Workforce plan.

Relationship to Performance Target 

Through the use of simulation at Terminal facilities, the FAA can further enhance training for air traffic controllers 

in a high fidelity, realistic environment. Not only will this reduce on-the-job training time, but also significantly 

reduce operational errors. Students need the simulated environment to reach the skill level necessary to become a 

fully proficient controller. 

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 173 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.4 – Reduce unit cost of operations.

Program Plans FY 2010 – Performance Output Goals 

• Complete installation of six simulator hardware and software databases at selected air traffic control tower hubs. 

• Complete air traffic instructor simulator training. 

• Continue Contractor Logistic Services. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Not Applicable. 

System Implementation Schedule 

Tower Cab Simulator

First site IOC: July 2008 -- Last site IOC: September 2009 Tower Cab Simulator

Pending JRC/EC approval, additional systems will be added to the waterfall schedule

2010 2015 2020

 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 

ACTIVITY 4. FACILITIES AND EQUIPMENT MISSION SUPPORT 

4A01, SYSTEM ENGINEERING AND DEVELOPMENT SUPPORT

FY 2010 Request $31.7M 

• A, CIP Systems Engineering and Technical Assistance – SETA and other Contractors, M03.01-00

• B, Provide ANF/ATC Support (Quick Response), M08.01-00

A, CIP SYSTEMS ENGINEERING AND TECHNICAL ASSISTANCE – SETA AND OTHER 

CONTRACTORS, M03.01-00

Program Description 

This SETA project allows the FAA to contract for critical expertise to assist in system engineering and other 

technical areas used to develop the NAS Architecture and key modernization projects. The System Engineering 

support staff work on four of the key modernization plans: the Flight Plan, NextGen Implementation Plan, Capital 

Investment Plan, and the NAS Aviation Research Plan. System engineering and integration are key to the NAS 

Enterprise Architecture’s success and to maintaining interface control between current systems and new systems. 

Besides system engineering, the contracts under this program support the ATO in developing systems for 

automation, communications, navigation and landing aids, surveillance, and weather. Also provided are program 

management, financial management and investment analysis support to assist with planning, decision making, and 

budgetary oversight of the activities involved in implementing newly acquired systems, components, and equipment 

in existing operational NAS facilities. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service.

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as:

• 10-15 percent savings for strategic sourcing for selected products and services;

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet;

• Annual reduction of $15 million in Information Technology operating costs; and

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing.

Relationship to Performance Target 

The SETA project contributes to organizational excellence by providing support for designing and managing NAS 

modernization. With contractor assistance, the FAA is able to plan, analyze, and manage NAS system 

improvements more 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 limited 

program dollars provide the greatest return on investment. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future.

• SMP Objective #4.2 – Provide a future air transportation system that meets customers’ operational needs.

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Fiscal Years 2010-2014 Activity 4 

B, PROVIDE ANF/ATC SUPPORT (QUICK RESPONSE), M08.01-00 

Program Description 

This program provides quick response support for ATO organizations to solve issues related to information 

technology and financial management systems. Examples include: providing additional ATO Cost Accounting 

Reports; installing an Information Technology (IT) link to support operations research; IT support for the DOT 

accounting system (DELPHI) accounting system; and ensuring connectivity for automation systems in the multiple 

FAA buildings. It also provides emergency engineering response for unforeseen regional problems such as 

relocating an antenna for a remote communication facility and removing a decommissioned tower. These projects 

are unexpected and must be done swiftly. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target 

This project improves financial management by supporting the systems that generate financial baselines and track 

costs for individual projects. It allows financial management system problems to be corrected quickly so detailed 

cost and schedule information is available when needed. This allows managers to more quickly identify programs 

that are at risk and take corrective action. Quick action to resolve regional issues and sustain regional operations 

leads to a higher level of customer satisfaction. 

Strategic Management Plan (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.2 – Make the NAS more effective.

4A02, PROGRAM SUPPORT LEASES 

FY 2010 Request $37.5M 

• Program Support Leases, M08.06-00 

Program Description 

This program reviews and approves real property requirements needed to operate the NAS. It also budgets for the 

payments for approximately 2,398 land leases, 672 space leases, and 75 leases covering both land and space for 

operational facilities. It also funds the purchase of land when economically advantageous. 

The request will fund approximately 3,145 leases and will include: 

• Payment of rents on approximately 3,145 land and/or space leases that directly support navigation, 

communication, weather, and air traffic control facilities; 

• Costs associated with the rental and management of land and/or space for service/maintenance centers, 

deployment/development centers, laboratories, test beds, and other types of facilities that support the 

deployment and operation of technical facilities; 

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Fiscal Years 2010-2014 Activity 4 

• Payments for condemnation of real property interests; 

• Funds for conversion of existing leases to fee ownership; 

• Costs for real estate appraisals, market surveys, title reports, and other costs associated with the acquisition 

and management of real property assets; 

• Funds for costs to lease construct or relocate offices, facilities, personnel, and equipment and combine or 

consolidate multiple offices when technically feasible and economically advantageous; 

• Funds for the management and administration costs for establishing and maintaining a database of leases 

and owned facilities, for developing business tools to enhance logistics activities, and for implementing 

program efficiency practices; and 

• Funding for certain costs associated with real property disposals with sale proceeds to be used to offset 

other direct and related program costs; and 

• Funding for costs associated with the termination of ATO leases, the relocation of furnishings and/or 

equipment in connection with the closure and reuse of vacated Automated Flight Service Station space. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet. 

Relationship to Performance Target 

In support of the Agency Flight Plan Goal of Organizational Excellence this program is improving management of 

the FAA's real property assets; thus, contributing to the Organizational Excellence Objective 3, Improve financial 

management while delivering quality customer service. Real property costs are being effectively controlled through: 

1. The oversight and approval of all requests for additional real property rights, 

2. The oversight and approval of all major maintenance and enhancements to existing real estate, and 

3. The co-location of sites that currently are leased separately; hence, eliminating rents, utility costs, and 

maintenance costs for the excess space. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline. 

• SMP Objective #2.4 – Reduce unit cost of operations. 

4A03, LOGISTICS SUPPORT SERVICES (LSS) 

FY 2010 Request $11.0M 

• NAS Regional/Center Logistics Support Services, M05.00-00 

Program Description 

The Logistics Support Services (LSS) program uses contractor-supplied services to perform real property acquisition 

and materiel management contracting activities in support of FAA CIP projects, and to conduct 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 air traffic control towers 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. The services also 

support the FAA Facility Security Risk Management (FSRM) program. 

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Fiscal Years 2010-2014 Activity 4 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target: 

The program maintains documentation, suitable for independent audit, which is the basis for the accounting system’s 

summary of the capital cost of facilities throughout the FAA. Having accurate accounting records and improving 

cost controls for real property management improves efficiencies in acquisition, leasing and managing property. 

4A04, MIKE MONRONEY AERONAUTICAL CENTER LEASES

FY 2010 Request $16.2M 

• Mike Monroney Aeronautical Center – Leases, F19.00-00 

Program Description 

The Mike Monroney Aeronautical Center lease provides all the land and 80% of the facility space comprising the 

Aeronautical Center, including maintenance of leased structures and building exteriors and replacement of major 

building systems within leased buildings: 1100 acres of land, 2.8M square feet of facility space. 

The lease is comprised of the following components: 

• Master Lease – Land, base rent, maintenance, and insurance, 

• Airmen and Aircraft Registry Lease – Land, base rent, maintenance, and insurance, 

• Thomas Road warehouse lease, 

• Tower space for Terminal Doppler Weather Radar (TDWR) target generators, and 

• Grounds Maintenance. 

The 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 that support the 

missions of 5,500 employees and contractors, and 30,000 students annually. The Center supports air traffic training, 

aviation research, engineering support of NAS equipment, logistics supply and repair, aviation medical research, and 

other important aviation regulation, registration, certification, safety, and business functions. 

 

The Aeronautical Center 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 provides for the FY 2010 lease costs that are specified in the lease agreement. The lease 

will expire in 2028. 

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Fiscal Years 2010-2014 Activity 4 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target 

The Mike Monroney Aeronautical Center Lease sustains a cost effective workplace for Air Operations, Engineering, 

and Training that contribute to the FAA's 99.7% NAS system availability goal. Eighty percent (80%) of 

Aeronautical Center space is used for direct support of the ATO by Engineering Organizations, Aviation System 

Standards (AVN), the Logistics Center, Air Traffic Control training, ATO Technical Operations Training and 

Certification. 

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/Civil Aeromedical Institute (CAMI)). The Aeronautical Center leases ensure a viable future for the 

FAA by supporting the delivery of a future air traffic system to meet customer's operational needs. The 

Aeronautical Center has been designated by Presidential Decision Directive (PDD) 63 as 'US critical infrastructure' 

for the future. 

4A05, TRANSITION ENGINEERING SUPPORT

FY 2010 Request $15.0M 

• NAS Implementation 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

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Fiscal Years 2010-2014 Activity 4 

Relationship to Performance Target 

The FAA’s transition engineering support contract provides experienced personnel at cost effective rates to support 

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. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline. 

• SMP Objective #2.5 – Increase Productivity. 

4A06, FREQUENCY AND SPECTRUM ENGINEERING

FY 2010 Request $3.6M 

• NAS Interference Detection, Locating, and Mitigation (NAS IDLM), M43.01-00 

Program Description 

Through an interagency agreement in 2005 between the Departments of Defense, Homeland Security, and 

Transportation, the FAA is tasked to develop national assets for enhanced interference detection and location 

capabilities to help mitigate the adverse impacts of radio frequency interference (RFI) on present and future U.S. 

radionavigation, surveillance, and communications systems, especially the Global Positioning System (GPS). The 

NAS IDLM program will provide frequency spectrum integrity by minimizing RFI impact on Communications, 

Navigation, and Surveillance (CNS) radio services throughout the NAS. The program will record user reports (i.e., 

air traffic controllers, pilots) to quickly investigate, identify, locate, and mitigate sources of radio interference. 

The IDLM program will procure replacement RFI vehicles and associated RFI investigation equipment used to find 

the source of the reported interfering radio signal. It will install fixed monitoring sites around eight OEP areas. 

Each site will monitor the GPS and other critical aviation frequencies around the airport to automatically detect, 

identify, and locate any RFI signal source allowing for quick resolution. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 1 – Increase capacity to meet projected demand and reduce congestion. 

• FAA Performance Target 4 – Sustain adjusted operational availability of 99.7 percent for the reportable 

facilities that support the 35 OEP airports through FY 2013. 

Relationship to Performance Target 

NAS IDLM supports sustaining operational availability by locating and mitigating radio frequency interference to 

any FAA communication, navigation, or surveillance system to return it to service. This activity is critical to 

assuring that the critical radio transmissions for air traffic control are not blocked out by interference. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway 1 – Achieve Operational Excellence. 

• SMP Objective 1.6 – Optimize Service Availability. 

Program Plans FY 2010 – Performance Output Goals 

• Resolve 80% of all reported RFI incidents within 9 days. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Resolve 82% of all reported RFI incidents within 9 days. 

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Fiscal Years 2010-2014 Activity 4 

4A07, TECHNICAL SUPPORT SERVICES (TSS) 

FY 2010 Request $22.0M 

• Technical Support Services (TSS), M02.00-00 

Program Description 

TSS is the agency's primary vehicle to provide a supplemental work force to install capital equipment. This 

program helps the FAA ensure timely installation of equipment for NAS modernization. Engineers and technicians, 

hired under TSS, oversee prime contractors’ installation of equipment and perform direct capital project work. They 

perform site surveys, site preparation, and equipment installation, as well as several other technical functions to 

ensure that the installation schedules will be met. Without this supplemental source of engineers and technical staff, 

installation and equipment modernization projects would be delayed. 

In a typical year, more than 3,700 separate projects are completed by FAA using this implementation service. 

Customers using TSS benefit from access to high quality contractor labor support that is experienced, flexible, 

reliable, and cost effective. The quality of this customer service is substantiated by consistently high customer 

(engineer and Engineering Technical Officer) participation, which is at 89 percent, and satisfaction scores from the 

bi-annual award fee process, in which the contractor is rated higher than 90 percent. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 1 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives such as: 

• 10-15 percent savings for strategic sourcing for selected products and services; 

• By the end of FY 2009 reduce leased space for Automated Flight Service Stations from approximately 

510,000 square feet to approximately 150,000 square feet; 

• Annual reduction of $15 million in Information Technology operating costs; and 

• By FY 2010, reduce overhead costs 5-10 percent through automation of invoice processing. 

Relationship to Performance Target 

The TSS 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. 

Cost savings have also resulted from TSS moving its regional management counterparts into vacant, unused FAA 

space which saved 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. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.5 – Increase Productivity. 

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Fiscal Years 2010-2014 Activity 4 

4A08, RESOURCE TRACKING PROGRAM (RTP) 

FY 2010 Request $4.0M 

• Resource Tracking Program (RTP), M08.14-00 

Program Description 

The RTP is a computer management system (including hardware, software, development, training, and support) 

used by the FAA 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 Corporate Work Plan (CWP), which is part of the RTP, enables users to share FAA’s 

project data during the various stages of implementation (i.e., planning, scheduling, budgeting, execution, 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. 

The legacy RTP systems currently operate in a distributed environment. The final steps in centralizing the system 

are underway. The centralized system will increase the quality of customer service. Both management and 

engineers will have up to date information on projects. Furthermore, the centralization effort will standardize 

reporting at all management levels allowing managers to better control overall project costs. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 4 – Make decisions based on reliable data to improve our overall performance and 

customer satisfaction. 

• FAA Performance Target 2 – By FY 2008, 90 percent of major system acquisition investments are on 

schedule and maintain through FY 2012. In FY 2009, 90 percent of major system investments selected 

milestones are achieved. 

Relationship to Performance Target 

The RTP contributes to the FAA organizational excellence goal by providing an enterprise level project 

management system that allows field and headquarters’ office to use consistent data for managing capital programs. 

Strategic Management Plan (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.2 – Make the NAS more effective.

4A09, CENTER FOR ADVANCED AVIATION SYSTEM DEVELOPMENT (CAASD) 

FY 2010 Request $79.0M 

• 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 

long-term Sponsoring Agreement with the MITRE Corporation. A Product Based Work Plan (PBWP) is developed 

within the context of the FAA Flight Plan, Next Generation Air Transportation System (NextGen) Integrated Plan, 

NextGen Implementation Plan, National Airspace System (NAS) Enterprise Architecture, National Aviation 

Research Plan (NARP), other agency long-range plans, and the CAASD Long Range Plan (FY 2009-2013). The 

PBWP and CAASD Long Range Plan, approved by the FAA’s FFRDC Executive Board, define an outcome-based 

program of technically complex research, development, and system engineering assignments designed to support the 

goals and requirements of the NAS and the NextGen. CAASD activities include: 

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Fiscal Years 2010-2014 Activity 4 

NAS and NextGen Systems Integration and Evolution. Develop and integrate the NextGen enterprise architecture, 

operational concepts, capability action plans, and roadmaps to achieve an integrated evolution and align agencies’ 

enterprise architectures; analyze NAS-wide strategic issues involving multiple outcomes for investment and 

operational decisions; provide review of and definition, structure, and content for the NAS enterprise architecture 

and ensure alignment with the evolving NextGen architecture. 

Communications Modernization. Conduct engineering analysis, communications network definition, and transition 

strategy studies for the FAA’s Voice Communications and System-Wide Information Management programs; 

conduct spectrum analysis focusing on strategic issues related to the availability of adequate spectrum resources to 

support aeronautical communications for NextGen operational concepts. 

Performance Based NAS. Conduct technical analyses to identify airports and runways that will benefit from RNP 

and RNAV procedures; develop algorithms and prototype performance case analyses to validate Flight Standards 

procedure development tools; analyze and model aspects of navigation assets, including Wide Area Augmentation 

System, Local Area Augmentation System,, divestiture of navigation aids, modernization of Global Positioning 

System, and interoperability with other Global Navigation Satellite Systems. 

En Route Evolution. Perform system engineering analyses for new technologies, capabilities and procedures for the 

en route system architecture and operational applications; conduct analyses to identify and mitigate key technical 

and operational risks for specific NextGen mid-term capabilities; validate the operational feasibility and expected 

efficiency and productivity gains for the set of NextGen mid-term capabilities; conduct benefit and cost analyses of 

key NextGen mid-term capabilities, and assess the prioritization of these capabilities. 

Terminal Operations and Evolution. 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; 

provide technical and operational expertise to enhance the quality and efficiency Terminal Radar Approach Control 

(TRACON) controller training, to allow for reduced training time and cost, improve trainee success rates, and 

improved workforce capabilities (e.g., reduced operational errors, improved productivity). 

Airspace Design and Analysis. Structure and execute technical analyses that will inform FAA and Industry 

decisions on airspace design and management; investigate, innovate, and develop modeling, simulation, and analysis 

capabilities facilitating airspace design; explore issues that influence strategic airspace management and design 

policy, such as sectorization concepts. 

NAS System Operations. Assess system performance; develop improved analytic techniques and capabilities for 

system operations analysis; develop improved measurement techniques for assessing operations; improve the 

FAA’s responsiveness to customer issues and improve traffic management strategies; design, model, and assess new 

system operations procedures for new capabilities and airspace changes that will be implemented in the near future.

Traffic Flow Management (TFM) Operational Evolution. Provide assessment of concept maturity, operational 

feasibility and implementation risks, including identification of cross-domain dependencies; collaborate with NAS 

users, other TFM researchers, and FAA contractors to create consensus on new capabilities, procedures, and 

priorities for evolving the TFM operations; translate concepts into requirements and assess the impact of 

enhancement capabilities on the TFM modernization system. 

Future NAS Performance and Analysis. Improve understanding of the future environment, including anticipated 

demand at airports and for airspace; anticipate the impact of planned improvements on future airport and airspace 

capacity; perform analyses to assess the affordability and long-term economic implications of different investments, 

operational changes, or proposed policies. 

Aviation Safety. Perform technical analyses of NAS-wide accident and runway incursion risk 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. 

 182 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 4 

Mission Oriented Investigation and Experimentation (MOIE). Develop tools and techniques for studying system 

capacity, throughput, performance, system dynamics and adaptation to technology- and policy-driven change; 

strengthen the systems engineering skills and tools of the FFRDC. 

NAS-Wide Information System Security. Provide guidance on security threats, technology, standards, and practices 

being applied in other government and commercial enterprises in order to evolve Information System Security to 

adapt to changing threats and technology advances; advise the FAA on creating an IT infrastructure that will be 

resilient, flexible, and adaptable, and provide a defense-in-depth strategy. 

Broadcast and Surveillance Services. Research Automatic Dependent Surveillance-Broadcast (ADS-B) ground and 

cockpit-based solutions; prototype basic and advanced ADS-B applications that will result in improved efficiency 

and capacity for FAA and the airlines; assess the impact of ADS-B on safety, capacity, and efficiency benefits for 

the FAA and users; develop domestic and international requirements and engineering standards for future ADS-B 

applications. 

Special Studies, Laboratory and Data Enhancements Provide a research environment where prototypes and 

capabilities can be brought together with the appropriate mixture of fidelity and flexibility to facilitate integration 

investigations, compressed spiraling of operational concepts and procedure development. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 2 – Greater Capacity.

• FAA Objective 2 – Increase reliability and on-time performance of scheduled carriers. 

• FAA Performance Target 1 – Achieve a NAS on-time arrival rate of 88.00 percent at the 35 OEP airports 

by FY 2012 and maintain through FY 2013.

Relationship to Performance Target 

The CAASD assists the FAA in analyzing and designing new systems to increase the efficiency and effectiveness of 

NAS systems. It performs analytical research, develops operational concepts, and tests new procedures. FAA 

adoption of these new systems and procedures for use in the NAS improves on-time performance, increases 

capacity, and provides a safer and more efficient air transportation system. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future.

• SMP Objective #4.5 – Optimize NextGen/OEP Portfolio.

4A10, AERONAUTICAL INFORMATION MANAGEMENT (AIM) 

FY 2010 Request $10.M 

• Aeronautical Information Management (AIM) Modernization – Segment 1a, A08.03-02 

• X, Aeronautical Information Management (AIM) Modernization – Segment 1b, A08.03-03 

Program Description 

Following a July 2006 ATO Executive Council Investment Analysis Readiness Decision (IARD), the Aeronautical 

Information Management (AIM) group was organized and assumed responsibility for information management 

systems and services that collect, quality check, configuration manage, store, maintain, and distribute aeronautical 

information to internal and external aviation customers. By leveraging the synergies of three former CIP programs 

(NAS Aeronautical Information Management Enterprise System (NAIMES), Notices to Airmen (NOTAM) 

Infrastructure/Distribution, and Military Operations (MILOPS)), the AIM group supports real-time aviation 

activities and enables aviation system customers to conduct safe and efficient air traffic operations by providing 

accurate and timely aeronautical information, products and services. 

 183 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 4 

AIM provides worldwide sharing of information for all users of the aviation system including internal FAA and 

other government agencies, the international aviation community, the Department of Defense (DOD), domestic 

commercial air carriers, and general aviation customers. AIM directly supports Traffic Flow Management (TFM) 

and Collaborative Decision Making (CDM) in the NAS and military operations. 

AIM is global in scope and receives or provides data to all NAS and aviation community systems and users that use 

or handle aeronautical, flight plan or weather information. Aeronautical information impacts all phases of flight 

including preflight activities, filing/amending/canceling flight plans, departure (taxi and takeoff), en route and/or 

oceanic navigation, and arrival (final approach and landing) phases. From preflight activities to landing, access to 

current meteorological conditions and aeronautical information is essential to pilots, controllers, and the entire 

aviation community. 

The AIM Modernization program is following a two segment strategy to address mission shortfalls for managing 

NAS status information. Segment 1, NOTAM Modernization, provides a modern information management 

architecture, modernizes NOTAM processing and addresses critical Central Altitude Reservation Function (CARF) 

problems. Segment 2, Digital Integrated Briefing, expands upon Segment 1 by providing integrated briefing 

capabilities including digital flight planning and digital weather. The AIM Modernization program is currently in 

the Investment Decision phase of the FAA Acquisition Management System (AMS). The Final Investment 

Decision is planned for the 3rd Quarter, FY 2009. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 1 – Reduce commercial air carrier fatalities. 

• FAA Performance Target 1 – Cut the rate of fatalities per 100 million persons on board in half by 2025. 

Relationship to Performance Target 

The safety of the NAS is predicated on common and coherent situational awareness among the operators and users 

of the system. The lack of timely and/or accurate aeronautical information (e.g., (NOTAM data) and pertinent 

military operations data, as well as the internal and external mechanisms for delivering this information to the 

appropriate end users, has been shown repeatedly to be contributing factors in operational errors and runway 

incursions. AIM Modernization will target enhancements and new functionality to improve and expand the 

customer services. 

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. Enhancing NAS safety is 

dependent upon the timely and accurate exchange of information between internal and external users. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.3 – Ensure safety and aircraft separation. 

Program Plans FY 2010 – Performance Output Goals 

• Complete development of the initial operating capabilities of the digital Federal NOTAM System (FNS). 

• Implement transition plans from legacy AIM systems to AIM Modernization systems. 

• Complete development of the initial operating capabilities for the Advanced Dynamic Airspace Management 

(ADAM) system. 

• Initiate program planning for AIM Modernization – Segment 2. 

• Ensure 25% of all airport NOTAMs are submitted electronically. 

• Ensure US NOTAM delivery is ICAO compliant. 

Program Plans FY 2011-2014 – Performance Output Goals 

• Receive executive approval for Segment 2 of AIM Modernization. 

• Complete legacy cut over to modernized system. 

 184 
Capital Investment Plan Appendix B 

Fiscal Years 2010-2014 Activity 4 

 185 

• Achieve final operating capability for FNS and ADAM. 

• Complete interface to System Wide Information Management (SWIM). 

• Complete digital weather and digital flight planning services. 

• Initiate integrated pilot briefing and pre-flight management services. 

Program Implementation Schedule 

Aeronautical Information Management Modernization

First site IOC: June 2007 -- Last site IOC: September 2013 NAS Services

2010 2015 2020
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Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix C 

Fiscal Years 2010 – 2014 
(Page Intentionally Left Blank) 
Capital Investment Plan

Fiscal Years 2010-2014

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number

Capital Budget Program FY 2010 

Budget

FY 2011 

Est.

FY 2012 

Est.

 Activity 1: Engineering, Development, Test, and Evaluation $523.9 $767.5 $907.1 

1A01 Advanced Technology Development and Prototyping (ATDP) $41.8 $37.5 $33.9 

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 $5.5 $5.6 $5.7 

1A05 NextGen Network Enabled Weather (NNEW) $20.0 $43.0 $56.4 

1A06 Data Communication in support of Next Generation Air Transportation System (NextGen) $51.7 $132.8 $214.6 

1A07 Next Generation Air Transportation System (NextGen) - Demonstrations and 

Infrastructure Development

$33.8 $30.0 $30.0 

1A08 Next Generation Air Transportation System (NextGen) - System Development $66.1 $70.8 $100.2 

1A09 Next Generation Air Transportation System (NextGen) - Trajectory Based Operations $63.5 $43.0 $32.0 

1A10 Next Generation Air Transportation System (NextGen) - Reduce Weather Impact $35.6 $64.3 $66.7 1A11 Next Generation Air Transportation System (NextGen) - Arrivals/Departures at High 

Density Airports

$51.8 $38.0 $33.0 

1A12 Next Generation Air Transportation System (NextGen) - Collaborative Air Traffic 

Management (CATM)

$44.6 $57.0 $53.0 

1A13 Next Generation Air Transportation System (NextGen) - Flexible Terminal Environment $64.3 $64.1 $45.2 

1A14 Next Generation Air Transportation System (NextGen) - Safety, Security, and Environment $8.2 $8.0 $10.0 1A15 Next Generation Air Transportation System (NextGen) - Networked Facilities $24.0 $160.4 $213.4 

 Activity 2: Air Traffic Control Facilities and Equipment $1,570.9 $1,470.9 $1,513.8 

A. En Route Programs $683.4 $636.0 $682.9 

2A01 En Route Automation Modernization (ERAM) $171.8 $131.5 $130.0 

2A02 En Route Communications Gateway (ECG) $3.6 $16.3 $19.8 

2A03 Next Generation Weather Radar (NEXRAD) $6.9 $6.7 $2.8 

2A04 Air Traffic Control System Command Center (ATCSCC) Relocation $10.3 $2.1 $2.1 2A05 ARTCC Building Improvements/Plant Improvements $51.3 $57.0 $62.0 

2A06 Air Traffic Management (ATM) $31.4 $15.2 $8.5 

2A07 Air/Ground Communications Infrastructure $8.6 $2.5 $2.8 2A08 ATC Beacon Interrogator (ATCBI) - Replacement $4.7 $0.0 $0.0 2A09 Air Traffic Control En Route Radar Facilities Improvements $5.3 $5.6 $5.8 2A10 Voice Switching Control System (VSCS) $16.7 $15.9 $0.0 2A11 Oceanic Automation System $7.7 $9.8 $14.9 2A12 Corridor Integrated Weather System (CIWS) $2.3 $5.5 $3.0 

Page 1
Capital Investment Plan

Fiscal Years 2010-2014

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number

Capital Budget Program FY 2010 

Budget

FY 2011 

Est.

FY 2012 

Est.

2A13 Next Generation VHF Air/Ground Communications System (NEXCOM) $70.2 $60.5 $64.7 2A14 System-Wide Information Management (SWIM) $54.6 $76.0 $22.5 2A15 Automatic Dependant Surveillance - Broadcast (ADS-B) NAS Wide Implementation $201.4 $175.2 $284.2 

2A16 Windshear Detection Service $1.0 $0.0 $0.0 

2A17 Weather and Radar Processor (WARP) $17.6 $6.7 $1.8 2A18 Collaborative Air Traffic Management Technologies (CATMT) $18.1 $49.5 $57.9 

B. Terminal Programs $501.0 $451.2 $432.9 

2B01 Airport Surface Detection Equipment - Model X (ASDE-X) $17.3 $0.0 $2.2 

2B02 Terminal Doppler Weather Radar (TDWR) - Provide $9.9 $8.6 $7.7 

2B03 Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) $28.0 $32.0 $41.8 

2B04 Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) $3.0 $20.0 $65.0 2B05 Terminal Automation Program $9.6 $6.0 $2.5 

2B06 Terminal Air Traffic Control Facilities - Replace $176.0 $145.0 $160.0 

2B07 ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve $38.9 $48.0 $53.3 

2B08 Terminal Voice Switch Replacement (TVSR) $10.5 $0.0 $0.0 

2B09 NAS Facilities OSHA and Environmental Standards Compliance $26.0 $26.0 $26.0 

2B10 Airport Surveillance Radar (ASR-9) $3.5 $0.0 $0.0 

2B11 Terminal Digital Radar (ASR-11) $12.6 $4.1 $3.4 2B12 Runway Status Lights (RWSL) $117.3 $85.7 $9.8 2B13 National Airspace System Voice Switch (NVS) $26.6 $50.0 $50.0 

2B14 Voice Recorder Replacement Program (VRRP) $11.9 $9.6 $0.0 

2B15 Integrated Display System (IDS) $7.0 $8.7 $8.8 2B16 Integrated Terminal Weather System (ITWS) $1.9 $4.7 $0.0 2B17 Remote Maintenance Monitoring $1.0 $0.0 $0.0 

2B18X Terminal Automation Modernization/ Replacement Program (TAMR Phase 2)* $0.0 $2.8 $2.4 

C. Flight Service Programs $29.4 $32.2 $23.8 

2C01 Automated Surface Observing System (ASOS) $5.5 $6.7 $2.5 

2C02 Flight Service Station (FSS) Modernization $20.1 $22.3 $16.5 2C03 Weather Camera Program $3.8 $3.2 $4.8 

D. Landing and Navigation Aids Programs $195.7 $146.6 $144.1 

2D01 VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment (DME) $5.0 $5.0 $5.0 

2D02 Instrument Landing Systems (ILS) - Establish $8.6 $7.8 $5.0 

Page 2
Capital Investment Plan

Fiscal Years 2010-2014

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number

Capital Budget Program FY 2010 

Budget

FY 2011 

Est.

FY 2012 

Est.

2D03 Wide Area Augmentation System (WAAS) for GPS $97.4 $101.1 $100.5 

2D04 Runway Visual Range (RVR) $5.0 $5.0 $5.0 

2D05 Approach Lighting System Improvement Program (ALSIP) $8.7 $5.0 $5.0 2D06 Distance Measuring Equipment (DME) $6.0 $6.0 $5.0 2D07 Visual Navaids - Establish/Expand $3.7 $3.2 $3.4 2D08 Instrument Flight Procedures Automation (IFPA) $7.9 $0.5 $2.2 2D09 Navigation and Landing Aids - Service Life Extension Program (SLEP) $6.0 $6.0 $6.0 2D10 VASI Replacement - Replace with Precision Approach Path Indicator $4.0 $7.0 $7.0 2D11 GPS Civil Requirements $43.4 $0.0 $0.0 

E. Other ATC Facilities Programs $161.4 $204.9 $230.0 

2E01 Fuel Storage Tank Replacement and Monitoring $6.2 $6.3 $6.4 

2E02 Unstaffed Infrastructure Sustainment (formerly FAA Buildings and Equipment) $18.2 $15.0 $15.7 

2E03 Aircraft Related Equipment Program $10.0 $9.0 $13.0 

2E04 Airport Cable Loop Systems - Sustained Support $6.0 $5.0 $5.0 2E05 Alaskan NAS Interfacility Communications System (ANICS) $9.0 $12.1 $10.7 2E06 Facilities Decommissioning $5.0 $5.0 $5.0 2E07 Electrical Power Systems - Sustain/Support $101.0 $147.5 $160.0 

2E08 Aircraft Fleet Modernization $6.0 $0.0 $9.0 

2E09X Independent Operational Test/Evaluation* $0.0 $5.0 $5.2 

 Activity 3: Non-Air Traffic Control Facilities and Equipment $130.4 $149.6 $171.8 

A. Support Equipment $108.4 $138.5 $160.5 

3A01 Hazardous Materials Management $20.0 $20.0 $20.0 3A02 Aviation Safety Analysis System (ASAS) - Regulation & Certification for Infrastructure 

System Safety (RCISS)

$10.5 $14.6 $22.5 

3A03 Logistics Support Systems and Facilities (LSSF) $9.3 $11.5 $0.8 3A04 National Airspace System (NAS) Recovery Communications (RCOM) $10.2 $12.0 $12.0 3A05 Facility Security Risk Management $18.0 $20.0 $30.0 3A06 Information Security $12.3 $12.0 $12.0 3A07 System Approach for Safety Oversight (SASO) $20.0 $23.4 $37.1 3A08 Aviation Safety knowledge Management Environment (ASKME) $8.1 $14.8 $17.2 

3A09X Logical Access Control $0.0 $10.2 $9.0 

Page 3
Capital Investment Plan

Fiscal Years 2010-2014

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number

Capital Budget Program FY 2010 

Budget

FY 2011 

Est.

FY 2012 

Est.

B. Training, Equipment, and Facilities $22.0 $11.1 $11.3 

3B01 Aeronautical Center Infrastructure Modernization $13.8 $10.1 $10.3 3B02 Distance Learning $1.5 $1.0 $1.0 3B03 NAS Training Facilities - Simulator $6.7 $0.0 $0.0 

 Activity 4: Facilities and Equipment Mission Support $230.0 $235.8 $238.2 

4A01 System Engineering and Development Support $31.7 $32.3 $32.9 4A02 Program Support Leases $37.5 $38.6 $39.7 4A03 Logistics Support Services (LSS) $11.0 $8.5 $8.5 4A04 Mike Monroney Aeronautical Center Leases $16.2 $16.6 $17.0 4A05 Transition Engineering Support $15.0 $15.0 $15.0 4A06 Frequency and Spectrum Engineering $3.6 $2.0 $0.0 4A07 Technical Support Services (TSS) $22.0 $22.0 $22.0 4A08 Resource Tracking Program (RTP) $4.0 $4.0 $4.0 4A09 Center for Advanced Aviation System Development (CAASD) $79.0 $79.0 $80.8 4A10 Aeronautical Information Management (AIM) $10.0 $17.8 $18.3 

 Activity 5: Personnel Compensation, Benefits, and Travel $470.0 $498.2 $514.1 

5A01 Personnel and Related Expenses $470.0 $498.2 $514.1 

* BLI numbers with X represent outyear programs not requested in the FY 2010 President's Budget.Out-year funding amounts are estimates that assume enactment of the Administration's reauthorization proposal to reform FAA's financing system by adopting cost-based user fees and fuel taxes for the costs of air traffic services.

Total Year Funding $2,925.2 $3,122.0 $3,345.0 

Targets April 2009 $2,925.2 $3,122.0 $3,345.0 

Page 4
Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix D 

Fiscal Years 2010 – 2014 
(Page intentionally left blank)
Capital Investment Plan 

Fiscal Years 2010-2014 

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 2010-2014 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Comm

Advanced Technologies and Oceanic Procedures (ATOP)

May-01 Mar-06 $548.2 May-01 Mar-06 $548.2

Air Traffic Control Beacon Interrogator Replacement (ATCBI-6)

Aug-97 Sep-04 $282.9 May-08 May-10 $255.1 The budget was revised down

procurement and installation co

Airport Surface Detection Equipment - Model X (ASDE-X/3X)

Sep-01 Jan-07 $505.2 Sep-05 May-11 $550.1 The program's schedule has b

increased due to funding reducsites.

Airport Surveillance Radar - Model 11 (ASR-11) Nov-97 Sep-05 $743.3 Sep-05 Sep-09 $696.5 The procurement and deploym

extended due to funding reduc

Automatic Dependent Surveillance Broadcast (ADSB) Segments 1 & 2 Aug-07 Sep-14 $1,681.5 Aug-07 Sep-14 $1,690.8 An increase of 9.3M was prov

for Future Air to Air Application

Aviation Surface Weather Observation Network (ASWON)

Oct-99 Apr-02 $350.9 Jun-06 Sep-12 $384.3 The current baseline is to deliv

to September 2012. Original p

Collaborative Air Traffic Management Technologies (CATMT) Work Package 2

Sep-08 Sep-14 $109.5 Sep-08 Sep-14 $109.5

En Route Automation Modernization (ERAM) Jun-03 Dec-10 $2,154.6 Jun-03 Dec-10 $2,154.6En Route Communication Gateway (ECG) Mar-02 Dec-05 $315.1 Mar-02 Dec-05 $315.1

En Route System Modernization Aug-03 May-09 $201.9 Aug-03 Oct-07 $165.5 The last console modification w

planned and below cost

FAA Telecommunications Infrastructure (FTI) Jul-99 Dec-08 $205.7 Sep-06 Mar-08 $316.8 This program is complete. The 

caused by changes to InfoSec contract, and Growth in Teleco

Integrated Terminal Weather System (ITWS) Jun-97 Jul-03 $276.1 Nov-07 Apr-09 $286.1 The baseline schedule and cos

funding reductions and requireTerminal Convective Weather 

Next Generation Air-to-Ground Communication System (NEXCOM)

Sep-98 Sep-08 $407.6 Dec-05 Sep-13 $324.7 The schedule delay was due to 

radios 

System Wide Information Management (SWIM) Segment 1

Jun-07 Sep-10 $96.6 Jun-07 Sep-10 $96.6

Traffic Flow Management (TFM) - Infrastructure Aug-05 Apr-10 $398.1 Aug-05 Apr-10 $398.1Wide Area Augmentation System (WAAS) Jan-98 Aug-99 $1,006.6 May-04 Dec-08 $3,339.7 Cost was increased due to sat

to the F&E appropriation from cycle of the baseline. The schsystem specification and user 

Original Baseline Current Baseline

FAA Capital Programs

Current Information for Major Programs
(Page Intentionally Left Blank) 
 

Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix E 

Fiscal Years 2010 – 2014 
 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

LIST OF ACRONYMS AND ABBREVIATIONS 

A 

A/DMT arrival/departure management tool 

A/G air-to-ground 

ABRR airborne reroute execution 

ACE-IDS automated surface observing system controller equipment-information display system 

ADAM advanced dynamic airspace management 

ADAS automated weather observation data acquisition system 

ADD airworthiness directives development 

ADS-B automatic dependent surveillance-broadcast 

ADS-C automatic dependent surveillance-contract 

ADS-R automatic dependent surveillance- rebroadcast 

ADSIM airfield delay simulation model 

AEDT aviation environmental design tool 

AEFS advanced electronic flight strip 

AFS Office of Flight Standards Service 

AFS-400 FAA Flight Technologies and Procedures Division 

AFSM Alaskan flight service modernization 

AFSS automated flight service station 

AIM aeronautical information management 

AIO Office of the Chief Information Officer 

AIPI aeronautical information process improvement 

AIR FAA Aircraft Certification Service 

AirNav airports and navigations aids 

AIS aeronautical information service 

AISR aeronautical information system replacement 

AIXM aeronautical information exchange model 

ALL assimilate lessons learned 

ALS airport 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 

AMC Mike Monroney Center 

AMP airspace management program 

AMS acquisition management system 

ANF air navigation facilities 

ANICS Alaskan national airspace system interfacility communications system 

ANS air navigation service 

ANSP air navigation service providers 

ANT automated NextGen tower 

AOC airline operational control 

APMT aviation portfolio management tool 

APTS AVN process tracking system 

ARE aircraft and related equipment 

ARMS airspace resource management system 

ARMT airport resource management tool 

ARSR air route surveillance radar 

ARTCC air route traffic control center 

ARTS automated radar terminal system 

1 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

ARTS IE/IIE automated radar terminal system model IE/ model IIE 

ARTS IIIE automated radar terminal system model IIIE 

ASAS aviation safety analysis system 

ASDE airport surface detection equipment 

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 

ASR airport surveillance radar 

ASR-7, 8, 9, 11 airport surveillance radar model 7, 8, 9, and 11 

ASTERIX All purpose structured Eurocontrol surveillance information exchange 

ASTI Alaskan satellite telecommunication infrastructure 

ASWON automated surface weather observation network 

ATC air traffic control 

ATCBI air traffic control beacon interrogator 

ATCBI-4, 5, and 6 air traffic control beacon interrogator model 4, 5, and 6 

ATCSCC air traffic control system command center 

ATCT airport traffic control tower 

ATDP advanced technology development prototyping 

ATM air traffic management 

ATO Air Traffic Organization 

ATOP advanced technologies and oceanic procedures 

AUM arrival uncertainty management 

AVN Office of Aviation System Standards 

AVS Office of Aviation Safety 

AVSSMS AVS safety management system 

AWOS automated weather observing system 

AWRP aviation weather research program 

AWSS automated weather sensor systems 

B 

BAC budget estimates at completion

BLI budget line item 

BOS beacon only sites 

BWM bandwidth manager 

C 

C3 command and control communications 

CACR collaborative airspace constraint resolution 

CARF central altitude reservation function 

CARTS common-automated radar tracking system 

CAASD Center for Advanced Aviation System Development 

CAMI civil aerospace medical institute 

CAST commercial aviation safety team 

CAT category 

CATM collaborative air traffic management 

CATMT collaborative air traffic management technologies 

CBI computer-based instruction 

CDA continuous descent approach 

CDM collaborative decision making 

CDTI cockpit display of traffic information 

2 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

CEA compliance and enforcement actions 

CEO chief executive officer 

CERAP center radar approach control 

CERCLA Comprehensive Environmental Response and Liability Act 

CFE communications facilities enhancement 

CFIT controlled-flight-into-terrain 

CHI computer human interface 

CI/EP certification of imported/exported products 

CIO chief information officer 

CIP capital investment plan 

CIWS corridor integrated weather system 

CIX collaborative information exchange 

CLEEN continuous low energy, emissions and noise 

CM configuration management 

CNS communications, navigation and surveillance 

Conops concept of operations 

CONUS Continental United States 

COTS commercial off-the-shelf 

CP change proposal 

CPDLC controller-pilot data link communications 

CRD concept and requirements document 

CSMC cyber security management center 

CSPO closely spaced parallel runway operations 

CSPR closely spaced parallel runways 

CTAS center TRACON automation system 

CTP collaborative trajectory planning 

CWP corporate work plan 

D 

3-D three dimensional 

4-D four dimensional 

DASI digital altimeter setting indicator 

DataComm data communications 

DCS data communication system 

DELPHI DOT accounting system 

DHS Department of Homeland Security 

DINS defense internet NOTAM service 

DME distance measuring equipment 

DMN data multiplexing network 

DOC Department of Commerce 

DoD Department of Defense 

DOT Department of Transportation 

DOTS+ dynamic ocean tracking system plus 

DS/PP designee supervision/past performance 

DSP departure spacing program 

DSR display system replacement 

DST decision support tool 

DTE DDS (Delegation Option Authorization/Designated Alteration Station/Special Federal 

Aviation Regulation – 36) Technical Evaluations 

DUATS direct user access terminal system 

E 

E-Scan electronic scan 

EA enterprise architecture 

3 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

EBUS enhanced backup surveillance 

ECG en route communication gateway 

EDA en route descent advisor 

EDA engineering design approval 

EDDA environmental due diligence audit 

EDC en route departure capability 

ESS environmental systems support 

EFB electronic flight bag 

EFS electronic flight strip 

EFSTS electronic flight strip transfer system 

EFVS enhanced flight vision system 

EMS environmental management system 

EON emergency operations network 

EOSH environmental & occupational safety and health 

EPA Environmental Protection Agency 

EPI enhanced precipitation identifiers 

ERAM en route automation modernization 

ERIDS en route information display system 

ETMS enhanced traffic management system 

ETVS enhanced terminal voice switches 

EUROCONTROL European organization for the safety of air navigation 

EVS enhanced vision system 

F 

F-420 airport wind sensor model F-420 

FAA Federal Aviation Administration 

FAALC FAA logistics center 

FACT future airport capacity task 

FANS future air navigation system 

FAROS final approach runway occupancy signal 

FBW fly by wire 

FBWTG FAA bulk weather telecommunications gateway 

FDIO flight data input/output 

FDP2K flight data processing 2000 

FFRDC federally funded research and development center 

FI flight inspection 

FID final investment decision 

FIS-B flight information service – broadcast 

FISMA Federal Information Security Management Act 

FM frequency modulated 

FNS federal NOTAM system 

FO flight object 

FS-21 flight service automation system 

FSRM facility security risk management 

FSS flight service station 

FST fuel storage tank 

FTI FAA telecommunications infrastructure 

FW firmware 

FY fiscal year 

G 

G/G ground to ground 

GA general aviation 

GBAS ground-based augmentation system 

4 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

GDP gross domestic product 

GEO geosynchronous communication satellite 

GIS geographic information system 

GLS GNSS landing system 

GNSS global navigation satellite system 

GPS global positioning system 

GUS ground uplink station 

H 

HADDS Host ATM data distribution system 

HAZMAT hazardous materials 

I high density airport 

HF high frequency 

HITL human-in-the-loop 

HOST host computer system 

HPDME high power distance measuring equipment

I human system integration 

HSPD Homeland Security Presidential Directive 

HUD heads-up-display 

HVAC heating, ventilating and air conditioning 

HW hardware 

I 

IA investment analysis

IAPA instrument approach procedures automation 

IARD investment analysis readiness decision 

ICAO International Civil Aviation Organization 

IDAC integrated departure arrival capability 

IDLM interference detection, location and mitigation 

IDMS identity management system 

IDS information display system 

IES integrated enterprise solution 

IFDO international flight data object 

IFPA instrument flight procedures automation 

IFP instrument flight procedures 

IFR instrument flight rule 

IID initial investment decision 

ILS instrument landing system 

IMC instrument meteorological conditions 

IOC initial operating capability 

iOE/AAA internet obstruction evaluation and airport airspace analysis 

IOS instructor operating station 

IP internet protocol 

IPDS instrument procedure development system 

IPE Intelligent Peripheral Equipment 

IPT integrated product team 

IRU inertial reference unit 

IS information system 

IDS integrated display system 

ISD4 integrated display system model 4 

ISO international standards organization 

ISS information systems security 

IT information technology 

ITP in-trail procedures 

5 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

ITWS integrated terminal weather system 

IVSR interim voice switch replacement 

J 

JAWS Juneau airport wind system 

JPDO joint planning and development 

JPALS joint precision approach and landing system 

JRC joint resources council 

L 

L5 additional frequency for GPS satellites 

LAAS local area augmentation system 

LAACS logical access and authorization control service 

LAHSO land and hold short operations 

LAS Las Vegas McCarran international airport 

LCGS low cost ground surveillance 

LCSS logistical center support system 

LDIN lead in lights 

LDRCL Low-Density Radio Communication Link 

LED light emitting diode 

LIDAR light identification detection and ranging 

LIS logistics and inventory system 

LL Lincoln Laboratory 

LLWAS low-level wind shear alert system 

LNAV lateral navigation 

LOB line of business 

LOC localizer 

LP localizer performance 

LPDME low power distance measuring equipment 

LPGBS lightning protection, grounding, bonding, and shielding 

LPV lateral precision with vertical guidance 

LRR long-range radar 

LRU line replaceable units 

LSS logistics support services 

LSSF logistics support system and facilities 

M 

MALSR medium-intensity approach light system with runway alignment indicator lights 

MASS maintenance automation system software 

MCO Orlando international airport 

MDR multimode digital radio 

MEARTS microprocessor en route automated radar tracking system 

MF maintenance facility 

MIA minimum IFR altitude 

MIAWS medium intensity airport weather system 

MicroEARTS microprocessor en route automated radar tracking system 

MILOPS military operations 

MIT Massachusetts institute of technology 

MITRE MITRE Corporation 

M/LAT multilateration 

MMAC Mike Monroney Aeronautical Center 

MOC Orlando international airport 

Mode S mode select 

MOIE mission oriented investigation and experimentation 

MOPS minimum operational performance standards 

6 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

MPT meter point time 

MPS maintenance processor subsystem 

MSAD monitor safety and analyzed data 

MSRD monitor safety related data 

MVA minimum VFR altitude 

N 

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 

NAIMES national airspace system aeronautical information management enterprise system 

NANU navigation advisories to NAVSTAR users 

NARp National Aviation Research Plan 

NAS national airspace system 

NASA National Aeronautics and Space Administration 

NASE NAS adaptive services environment 

NASPAC national airspace system performance analysis capability 

NASR national airspace system resources

Navaids navigation aids 

NCAR National Center for Atmospheric Research 

NCIME Navigation Control and Interlock and Monitoring System 

ND navigation display 

NDB non-directional beacon 

NDS NOTAM distribution system 

NEO net enabled operations 

NEXCOM next generation air/ground communications 

NEXRAD next generation weather radar 

NextGen next generation air transportation system 

NFRAP no further remedial action planned 

NG next generation 

NGVRRP next generation voice recorder replacement program 

NIEC NextGen integration and evaluation capability 

NISC national airspace system implementation support contract 

NIST National Institute of Standards and Technology 

NLDN national lightning detection network 

NLN national logging network 

NMR NADIN MSN Rehost 

NNEW NextGen network enabled weather 

NOAA National Oceanic and Atmospheric Administration 

NPA non-precision approach 

NORDO no radio 

NOTAM notice to airmen 

NSPD 39 National Security Presidential Directives 39 

NTSB National Transportation Safety Board 

NVS national airspace system voice switch 

NWS National Weather Service 

O 

OEAAA obstruction evaluation/airport airspace analysis 

OASIS operational and supportability implementation system 

OCS operational control segment 

OCX modernized operational control segment 

OEP operational evolution partnership 

OFDPS offshore flight data processing system 

7 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

O&M operation and maintenance 

OMB Office of Management and Budget 

OPD optimized profile descents 

Ops operations 

ORD operational readiness demonstration 

OSA operational safety assessment 

OSED operational services and environment description 

OSH occupational safety and health 

OSHA Occupational Safety and Health Administration 

OSPe oversee system performance - external 

OSPi oversee system performance - internal 

OTA other transactions agreements 

OTM oceanic trajectory management 

OTW out-the window 

P 

P3I pre-planed product improvement 

PACS physical access control system 

PAPI precision approach path indicator 

PATM performance-based air traffic management 

PBN performance based navigation 

PBWP product based work plan 

PCB polychlorinated biphenyl 

PDARS performance data analysis and reporting system 

PDD presidential decision directive 

PDR preliminary design review 

PFD pilot flight director 

PIREPS pilot reports 

PLM programming language for microcomputers 

PMC program management committee 

PNT position, navigation and timing 

PM meter points 

PPS precision positioning service 

PRM precision runway monitor 

PRM-A precision runway monitor alternate 

PSP program safety plan 

R 

RA resolution advisory 

RAM reliability availability and maintainability 

RAPT route availability planning tool 

RBRT risk based resource targeting 

RCAG remote center air/ground 

RCE radio control equipment 

RCISS regulation and certification infrastructure system safety 

RCL radio communication link 

RCOM recovery communications 

RCRA resource conservation and recovery act 

RDA radar data acquisition 

RDT&E research, development, test, and evaluation 

RD&E research, engineering, and development 

REIL runway end identifier lights 

REL runway entrance lights 

RFI radio frequency interference 

8 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

RIL runway intersection lights 

RIRP runway incursion reduction program 

NAV area navigation 

RMM remote maintenance monitoring 

RMMS remote maintenance and monitoring system 

RMLS NRN remote monitoring and logging system national RMM network 

RMSET Remote Maintenance System Engineering Team 

RNAV area navigation 

RNP required navigation performance 

RNP-3D required navigation performance – 3 dimensions 

RPM revenue passenger mile 

RPN-4 required navigation performance-4 nm 

RTA required time of arrival 

RTP resource tracking program 

RUC rapid update cycle 

RVR runway visual range 

RWI reduce weather impact 

RWSL runway status lights 

S 

SAIDS system Atlanta information display system 

SAMS special use airspace management system 

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 

SAT site acceptance test 

SAWS standalone weather sensors 

SBAS satellite based augmentation system 

SBS surveillance and broadcast services 

SC special committee 

SD situation display 

SDAT sector design and analysis tool 

SDF Louisville international airport 

SDP signal data processor 

SESAR Single European Sky ATM Research 

SETA system engineering and technical assistance 

SFA special flight authorizations 

SID standard instrument departure 

SIR screening information request 

SITS security integrated tool set 

SITA Societe internationale de telecommunications aeronautiques 

SL STARS Lite 

SLEP service life extension program 

SMA surface movement advisor 

SMGCS surface movement guidance and control systems 

SMO system maintenance office 

SMP strategic management process 

SMS safety management system 

SNT staffed NextGen tower 

SO staff office 

SpclAC special airworthiness certifications 

9 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

SPS standard positioning service 

SR system requirements 

SRM safety risk management 

SRT standard reference tables 

SSA system safety assessment 

STAR standard terminal arrival routes 

STARS standard terminal automation replacement system 

STB system training building 

STBO surface trajectory based operation 

STC sensitivity time constant 

STD standard 

StdAC standard airworthiness certifications 

STM surface traffic management 

SUA special use airspace 

SVS synthetic vision system 

SW software 

SWIM system-wide information management 

T 

TACAN tactical air navigation antenna 

TAMR terminal automation modernization replacement 

TBFM time-based flow management 

TBM trajectory based management 

TBO trajectory based operations 

TCAS traffic alert and collision avoidance system 

TCM taxi conformance monitoring 

TDDS terminal data distribution system 

TDLS tower data link service 

TDWR terminal Doppler weather radar 

TFDM tower flight data manager 

TFM traffic flow management 

TFM-M traffic flow management modernization 

TFMS traffic flow management system 

THL takeoff hold lights 

TIS-B traffic information service-broadcast 

TMA traffic management advisor 

TMI traffic management initiative 

TMU traffic management unit 

TR technical refresh 

TRACON terminal radar approach control 

TRAMS TCAS resolution advisory (RA) monitoring system 

TSD traffic flow management situation display 

TSDE traffic situation display re-engineering 

TSO technical standard order 

TSS technical support services 

TSSC technical support services contract 

TVSR terminal voice switch replacement 

TWIP terminal weather information for pilots 

U 

UAS unmanned aircraft system 

UAT universal access transceiver 

UAV unmanned aerial vehicles 

UHF ultra high frequency 

10 
Capital Investment Plan Appendix E 

Fiscal Years 2010-2014 

11 

UIS unstaffed infrastructure sustainment 

URET user request evaluation tool 

USNS U.S. Notices to Airmen system 

V 

VASI visual approach slope indicator 

VCE VSCS common equipment 

VDL VHF data link 

VFR visual flight rules 

VHF very high frequency 

VLJ very light jet 

VMC visual meteorological conditions 

VNAV vertical navigation 

VOR very high frequency omni-directional range 

VORTAC very high frequency omni-directional range collocated with tactical air navigation 

VRRP voice recorder replacement program 

VSCS voice switching and control system 

VSR voice switch replacement 

VT virtual tower 

VTC VSCS training and backup system (VTABS) test controller 

VTABS VSCS training and backup system 

W 

WAAS wide-area augmentation system 

WARP weather and radar processor 

WAT work activity tracking 

WINS weather information network server 

WJHTC William J. Hughes Technical Center 

WME wind measuring equipment 

WM/LAT wide area multilateration 

WMSCR weather message switching center replacement 

WP work package 

WRS WAAS reference stations 

WSDS Wind Shear Detection Services 

WSP weather systems processor 

WT wake turbulence 

WTIC weather technology in the cockpit program 

WTMA wake turbulence mitigation for arrivals 

WTMD wake turbulence mitigation for departures 

WTMSR wake turbulence mitigation for single runway 

WTS work tracking software 

WTS-BMgmt work tracking software - budget management 

WX Weather