National Airspace System

Capital Investment Plan

for Fiscal Years 2009–2013

i

Table of Contents 

1 INTRODUCTION............................................................. 2

1.1 The Capital Investment Plan ............................................................................... 2

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

1.2.1 FAA Strategic Plan ........................................................................................ 3 

1.2.2 The Strategic Management Process............................................................... 3 

1.3 Next Generation Air Transportation System (NextGen) .................................. 5

1.3.1 Need for NextGen.......................................................................................... 5 

1.3.2 Transition to NextGen.................................................................................... 6 

1.4 Important Factors Affecting Planning for the Future....................................... 8

1.4.1 Nature of Capital Investment......................................................................... 8 

1.4.2 Air Travel Demand ........................................................................................ 8 

1.4.3 Growth in En Route Operations..................................................................... 9 

1.4.4 Growth in Terminal Operations................................................................... 10 

2 SAFETY AND SECURITY............................................ 12

2.1 Aviation Safety Projects ..................................................................................... 13

2.1.1 Safety Databases .......................................................................................... 13 

2.1.2 Runway Incursion Reduction Program........................................................ 13 

2.1.3 Airport Surface Surveillance........................................................................ 13 

2.1.4 Weather Systems.......................................................................................... 13 

2.1.5 Traffic Alert and Collision Avoidance System (TCAS).............................. 14 

2.1.6 Aeronautical Information Management (AIM) ........................................... 14 

2.2 Security ................................................................................................................ 14

2.2.1 Facility Security Risk Management............................................................. 14 

2.2.2 Information Security .................................................................................... 15 

2.2.3 Emergency Communications....................................................................... 15 

2.2.4 Automated Detection and Processing Terminal (ADAPT) ......................... 15 

3 NEXT GENERATION AIR TRANSPORTATION 

SYSTEM ....................................................................... 15

3.1 Demonstrations and Infrastructure Development........................................... 16

3.2 System Development........................................................................................... 16

3.3 Initiate Trajectory Based Operations ............................................................... 18

3.3.1 Background.................................................................................................. 18 
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3.3.2 Operational Capability Description ............................................................. 19 

3.3.3 Development of Capital Investments that Support Trajectory Based 

Operations.................................................................................................... 19 

3.4 Reduce Weather Impact..................................................................................... 19

3.4.1 Background.................................................................................................. 19 

3.4.2 Operational Capability Description ............................................................. 20 

3.4.3 Development of Capital Investments that Reduce Weather Impact ............ 20 

3.5 Increase Arrivals/Departures at High Density Airports ................................. 20

3.5.1 Background.................................................................................................. 21 

3.5.2 Operational Capability Description ............................................................. 21 

3.5.3 Development of Capital Investments that Support Increased 

Arrivals/Departures at High Density Airports ............................................. 21 

3.6 Improved Collaborative Air Traffic Management (CATM) .......................... 22

3.6.1 Background.................................................................................................. 22 

3.6.2 Operational Capability Description ............................................................. 22 

3.6.3 Development of Capital Investments that Support Improved Collaborative 

Air Traffic Management .............................................................................. 23 

3.7 Increase Flexibility in the Terminal Environment .......................................... 23

3.7.1 Background.................................................................................................. 23 

3.7.2 Operational Capability Description ............................................................. 23 

3.7.3 Development of Capital Investments that Support Increased Flexibility in 

the Terminal Environment ........................................................................... 24 

3.8 Increase Safety, Security, and Environmental Performance.......................... 24

3.8.1 Background.................................................................................................. 24 

3.8.2 Operational Capability Description ............................................................. 25 

3.8.3 Development of Capital Investments that Support Increased Safety, Security 

and Environmental Performance.................................................................. 25 

3.9 Networked Facilities ........................................................................................... 25

3.9.1 Background.................................................................................................. 25 

3.9.2 Operational Capability Descriptions............................................................ 25 

3.9.3 Development of Capital Investments that Support Transform Facilities..... 26 

3.10 Airport Development.......................................................................................... 26

3.10.1 Background.................................................................................................. 26 

3.10.2 Operational Capability Description ............................................................. 26 

3.10.3 Development of Capital Investments that Support Airport Development... 26 

3.11 Aircraft and Operator Requirements ............................................................... 27

3.11.1 Background.................................................................................................. 27 

3.11.2 Operational Capability Description ............................................................. 27 

3.11.3 Development of Capital Investments that Support Aircraft and Operator 

Requirements ............................................................................................... 27 
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4 ROADMAPS SHOWING CURRENT CIP PROJECTS 

AND TRANSITION TO NEXTGEN............................... 27

4.1 Roadmaps to the Future System........................................................................ 27

4.1.1 Automation .................................................................................................. 29 

4.1.2 Communications .......................................................................................... 35 

4.1.3 Surveillance.................................................................................................. 38 

4.1.4 Navigation.................................................................................................... 42 

4.1.5 Weather Systems.......................................................................................... 45 

4.1.6 Facilities....................................................................................................... 51 

4.1.7 Support Contracts and Automated Management Tools and Processes........ 53 

5 CONCLUSION.............................................................. 55

6 APPENDICES TO THE CIP ......................................... 56

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 Acronyms and Abbreviations...................................................D-1 

Table of Figures 

Figure 1 Strategic Management Process Pathways 4 

Figure 2 NextGen Portfolio Relative to the Total Capital Request 7 

Figure 3 Air Travel Demand Growth Compared to Growth in GDP 9 

Figure 4 Projected Growth in Number of Aircraft Handled by En Route Centers 10 

Figure 5 Projected Growth in Instrument Operations at Towers and TRACONs 11 

Figure 6 Roadmap Legend 28 

Figure 7 Automation Roadmap (1 of 2) 30 

Figure 8 Automation Roadmap (2 of 2) 31 

Figure 9 Expenditures in the Automation Functional Area 32 

Figure 10 Communications Roadmap 36 

Figure 11 Expenditures in the Communications Functional Area 37 

Figure 12 Surveillance Roadmap 39 

Figure 13 Expenditures in the Surveillance Functional Area 40 

Figure 14 Navigation Roadmap 43 

Figure 15 Expenditures in the Navigation Functional Area 44 

Figure 16 Weather Sensor Roadmap (1 of 2) 46 

Figure 17 Weather Dissemination, Processing, and Display Roadmap (2 of 2) 48 

Figure 18 Expenditures in the Weather Functional Area 49 

Figure 19 Expenditures in the Facilities Functional Area 53 

Figure 20 Expenditures in the Mission Support Functional Area 54 
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2

Federal Aviation Administration National Airspace System Capital 

Investment Plan for Fiscal Years 2009–2013 

1 Introduction 

1.1 The Capital Investment Plan 

The Federal Aviation Administration (FAA) Capital Investment Plan (CIP) is a 5-year plan that 

describes the National Airspace System (NAS) modernization projects planned for the next 5 

years within anticipated levels of funding. The CIP fulfills our obligations under the 

Consolidated Appropriations Act, 2008. Division K of that act contains language that requires 

that we: 

 “... transmit to the Congress a comprehensive capital investment plan for the Federal 

Aviation Administration which includes funding for each budget line item for fiscal 

years 2009 through 2013, with total funding for each year of the plan constrained to 

the funding targets for those years as estimated and approved by the Office of 

Management and Budget.” 

The planned project accomplishments shown in the CIP are consistent with the President’s FY 

2009 budget request and OMB’s future year estimates. Funding estimates for budget line items 

are based on several factors. For the large capital investment projects, the estimated funding is 

the amount needed for annual contract and project support costs. For infrastructure 

improvements, the estimated funding is either the cost for specific locations or the annual 

amounts needed to upgrade existing facilities and equipment based on facility condition surveys. 

As we move forward with the Next Generation Air Transportation System (NextGen), we are 

allocating a larger percentage of our planned funding toward implementing the new technology 

needed to modernize the NAS. 

1.2 Strategic Planning and the CIP 

FAA’s Flight Plan 2008-2012 is our strategic plan. It contains the goals established by FAA 

management. These goals guide us in improving National Airspace System (NAS) performance 

and adjusting operations to meet the demands placed on the NAS by future growth. Our 

strategic goals are supplemented by objectives and supporting initiatives that define the 

necessary plans and programs to meet them. These objectives and initiatives must have 

measurable performance targets to assess our progress. We must continually measure our actual 

performance against the established targets to ensure our initiatives are successful and quickly 

make adjustments, when they are not producing the expected results. 
3

1.2.1 FAA Strategic Plan 

The current FAA strategic plan identifies four specific goal areas: 

• Increased Safety – Achieve the lowest possible accident rate and constantly improve 

safety; 

• Greater Capacity – 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; 

• 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. 

Consistent with the President’s Management Agenda, we have linked each CIP project to a 

Flight Plan goal, objective, and performance target in Appendix A. Although projects may 

support more than one goal, the link in Appendix A is limited to a single goal to maintain focus 

on the broader and most important strategies for ensuring safety and improving system 

performance and capacity. 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 completing 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 

all of the variables, which individually contribute to overall system inefficiencies. The complete 

list of planned initiatives for each performance target helps focus attention on coordinating these 

efforts to maximize the value of each individual project. 

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

of projects by including a “Relationship to Flight Plan Goal” section that gives more specific 

information about how each project helps meet the Flight Plan goal. 

1.2.2 The Strategic Management Process 

To supplement the broad goals of the FAA Flight Plan, the Air Traffic Organization (ATO) uses 

the Strategic Management Process (SMP) to identify more detailed actions to improve 

performance. The SMP objectives, shown in the white ellipses in Figure 1, support five 

pathways. These pathways identify specific objectives for delivering air traffic services more 

effectively and efficiently in both the near term and in the future. Each objective will have 

specific metrics so that we can define and measure planned improvement in system performance 

and user benefits. 
4

The five SMP pathways are: 

• Achieve Operational Excellence; 

• Enhance Financial Discipline; 

• Increase Capacity Where Needed; 

• Ensure Viable Future; and 

• Promote Organizational Learning and Growth. 

Figure 1 Strategic Management Process Pathways 

The first pathway, Achieve Operational Excellence, focuses on maintaining safe and reliable 

service to all our customers, who want an airspace system that moves aircraft safely, handles the 

volume of traffic with minimal delays, and is protected from security threats. This pathway 

requires a large percentage of capital investment resources. The current system must continue to 

meet the high performance standards set for managing air traffic while we modernize and 

transform air traffic control to meet the goals of the NextGen. 

The second pathway, Enhance Financial Discipline, continues the transition to managing FAA 

more like a business. It depends on accurately measuring costs, setting benchmarks for efficient 

performance and improved productivity, and investing to reduce operating costs. Controlling 

FY08 ATO Strategy Map

Enhance Financial 

Discipline

Achieve Operational 

Excellence

Increase Capacity 

Where Needed

Ensure Viable 

Future

Owner

Customer

Process

1.4 Manage 

airspace use 

and traffic 

optimally

1.1 Ensure airspace 

system is safe, 

efficient, and secure

1.5 Minimize 

impacts of 

weather on the 

operation

1.2 Safely improve 

operational 

predictability

1.3 Ensure safety 

and aircraft 

separation

1.7 Support 

national 

aviation 

security 

needs

2.1 Be better 

stewards of 

public funds

2.2 Make the NAS 

more cost 

effective

2.6 Invest in 

prioritized solutions 

that provide 

positive return, on 

time, on budget

3.1 Support economic 

growth through safe, 

targeted capacity 

increases

3.3 Implement 

airspace and airport 

capacity 

enhancements 

safely

4.3 Deliver the 

NextGen/OEP 

commitments

4.5 Optimize 

NextGen/OEP 

portfolio

4.4 Collaborate 

with customers, 

owners, and 

other strategic 

partners

4.6 Analyze demand 

and its implications 

on service delivery 

and cost structure

4.1 Assure a sustainable 

and affordable air 

transportation system 

for the future

4.2 Provide a future air 

transportation system 

that meets customers’ 

operational needs

3.4 Refine 

separation 

standards

3.5 Identify and 

prioritize airspace and 

airport initiatives based 

on value

3.2 Build capacity 

safely to meet 

demand

2.5 Increase 

productivity 

2.3 Continue to improve 

credibility and trust with 

customers and owners

2.4 Reduce unit 

cost of 

operations

2.8 Develop 

alternative business 

concepts

2.7 Use financial 

information and tools 

to manage effectively

1.6 Optimize 

service 

availability 

5.3 Plan and 

execute well across 

organizational units

5.2 Acquire and 

develop necessary 

skills

5.1 Build

leadership

capability

5.5 Foster a safety 

and performancebased culture

5.4 Promote 

constructive 

workplace 

relationships

Employee Promote Organizational Learning and Growth 7 August 2007
5

costs is a necessary step in making sure resources are available to meet the challenges of future 

growth. 

The third pathway, Increase Capacity Where Needed, outlines the necessary steps for the ATO to 

manage the growing demand for air travel. Since several large airports are nearing practical 

capacity, there is significant pressure to maximize use of existing capacity and support extension 

of air traffic services to accommodate new runways when they are built. 

The fourth pathway, Ensure Viable Future, aims at ensuring that the air transportation system 

will continue to meet the evolving needs of customers in an affordable way. It extends planning 

beyond the capabilities of today’s systems. As NextGen programs are implemented, we must 

concurrently explore new procedures and operational improvements to accommodate the 

projected increase in air travel. The roadmaps appearing in later sections present a detailed 

transition plan for transforming the air traffic system seamlessly from its present architecture to 

its future form without inhibiting present operations. 

The fifth pathway, Promote Organizational Learning and Growth, focuses on supporting the 

FAA workforce in adopting best practices to improve management efficiency and customer 

satisfaction. Good organizations constantly search out and implement these best business 

practices, so they can continually improve performance. 

The ATO Service Units design and implement their respective business plans based on the SMP 

pathways and objectives. The Service Units align specific projects with the pathways objectives 

and their associated metrics. They measure their progress against the metrics on a monthly 

schedule. Progress toward meeting the goals and objectives is reported to ATO leadership 

monthly. 

1.3 Next Generation Air Transportation System (NextGen) 

Increasing aviation capacity by implementing NextGen plays a roll in supporting economic 

growth. U. S. economic growth is supported by our nation’s air transportation industry. A 

recent study by the ATO Operations Planning Service Unit, The Economic Impact of Civil 

Aviation on the U.S. Economy, published in July 2007 estimates that aviation accounted for over 

$1 trillion in economic activity in 2005, which represents 5.5 percent of the Gross Domestic 

Product. It created an estimated 10 million aviation-related jobs and flew nearly 30 billion 

revenue ton-miles of air cargo. A reliable world-wide 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. 

1.3.1 Need for NextGen 

The projected growth in aviation (see Section 1.4) requires new systems and procedures to 

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

transition to NextGen, which will transform the existing system into one with advanced 

capabilities. 
6

1.3.2 Transition to NextGen 

The President’s FY 2009 budget for NextGen contains a portfolio of investments backed by the 

commitments of the FAA and Joint Planning and Development Office (JPDO) partner agencies 

and is based on input from a broad range of stakeholders. The FY 2009 budget sets out a plan to: 

• Achieve near-term deployment of mature technologies 

• Develop moderately mature concepts for operational viability, and 

• Perform research to more fully define long-term capabilities 

The fiscal year 2009 budget will be used to deploy foundational technologies and infrastructure 

such as: Automatic Dependent Surveillance - Broadcast (ADS-B), Data Communications 

(DataComm), NextGen Network Enabled Weather (NNEW), NAS Voice Switch (NVS) and 

System Wide Information Management (SWIM). Funds will also be used to more fully develop 

requirements for the broad range of future NextGen capabilities. 

We must invest now to ensure these new capabilities are in place ahead of the forecasted increase 

of air traffic operations, and we must continue investing well into the future to reach the full 

potential of these initiatives. Section 3 discusses the NextGen solution sets and budget line items 

that define a new concept of operations and provide insight into additional steps that take 

advantage of NextGen’s potential to expand capacity. 

In the initial years, the line items and funding associated with these NextGen solution sets (e.g. 

trajectory-based operations, high density arrivals and departures, etc) are groups of activities, 

which are different from other FAA capital investments. These activities include research and 

development, planning for capital investments, demonstrations, procedure development, and 

certification. As the NextGen investments within these capabilities become more developed, 

they will take the form of traditional capital investments, subject to investment control 

procedures. Therefore, the out-year funding amounts for the NextGen capabilities are inherently 

less precise and should be regarded as estimates, subject to refinement, as the work on these 

capabilities proceeds. 

We have begun the transition to NextGen. As the chart below shows (Figure 2), the investment 

in NextGen increases over the five years of the CIP. We believe we are 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 many of the existing CIP programs during this period, increased amounts of funding 

will be available for development and implementation of NextGen. 
7

0

500

1000

1500

2000

2500

3000

3500

4000

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Fiscal Year

Dollars in Millions

NextGen

Legacy Programs and Infrastructure

Field Installation

Figure 2 NextGen Portfolio Relative to the Total Capital Request 

1.3.4 Operational Evolution Partnership (OEP) 

The OEP is the key vehicle for coordination and integration of efforts to introduce NextGen 

capabilities into the NAS. The coalition of the FAA, the JPDO, and the aviation and aerospace 

user communities have worked together to define the specific operational capabilities for 

NextGen and establish a timeline for implementing mid-term capabilities to support our 

transition to NextGen. Several solution sets have been developed and needed research and 

system demonstrations have been identified. 

In the past, the OEP mainly focused on initiatives to relieve congestion at major airports. The 

OEP now has a broad scope including strategic research, development, and prototyping, along 

with specific policy and certification activities for NextGen. The OEP brings together the right 

FAA and JPDO personnel to assess the benefits of potential initiatives, including program 

functionality and cost-effectiveness. The OEP will manage integration, ensuring that all new 

capabilities are aligned and perform as intended. In its role as management integrator, the OEP 
8

will establish a strategic timeline that shows exactly what steps are needed, how long each step 

will take to complete, and who will be responsible for each step. 

FAA’s OEP Web site is: 

http://www.faa.gov/about/office_org/headquarters_offices/ato/publications/oep/ 

1.4 Important Factors Affecting Planning for the Future 

1.4.1 Nature of Capital Investment 

Planning for capital investment relies on a long-range forecast. Capital investments normally 

require extensive planning horizons and often take more than a year to implement before any 

operational improvements or gains in efficiencies can be realized. This is a normal schedule for 

large technically sophisticated projects. Thus, project managers must be planning for the 

operating environment forecast for 4 to 5 years in the future rather than only meeting present 

needs. To support this planning, the FAA prepares a detailed forecast of future aviation activity 

every year. 

Since most systems, once implemented, will remain in service for up to 20 years, the long-range 

forecast is a critical tool for assessing near and far term demand. The following section reviews 

the latest long-term forecast, giving insight into why we are pursuing NextGen solutions to 

provide the system of the future. 

1.4.2 Air Travel Demand 

The demand for air travel is closely related to changes in the economy. As Figure 3 shows the 

growth in revenue passenger miles (RPM) over the last 25 years correlates highly with the 

growth in Gross Domestic Product (GDP). The chart clearly shows an overall upward trend in 

growth with some minor deviations in the pattern often caused by abnormal events, such as the 

terrorist attacks of September 11, 2001. This chart also shows a long-term economic growth 

trend, which is likely to continue due to population growth and introduction of new technology. 

If growth continues, it is reasonable to assume that increased demand for air travel will continue. 

That growth in demand will lead to more aircraft operations, which translates into increased 

workload for FAA. It also translates into more pressure on the 35 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 

needed to handle this growth. 
9

Figure 3 Air Travel Demand Growth Compared to Growth in GDP 

The long-range forecast prepared by the FAA Office of Aviation Policy, Planning and 

Environment shows FAA average annual workload growing about 2.5 percent to accommodate 

commercial operations into airports through 2030; the forecast also shows that average annual 

workload for en route centers grows about 3 percent through 2030. The following sections 

discuss the forecast growth in these two areas and some of the potential changes that may affect 

that growth in workload. Using forecasts of economic activity from several sources, the FAA 

prepares a 12-year aviation activity forecast and a long-range aviation forecast to help identify 

the level of services that the agency must provide in the future. 

1.4.3 Growth in En Route Operations 

The most significant change in air travel is the increase in use of regional jets. Legacy air 

carriers have shifted larger aircraft to long haul and international markets. They then offer more 

frequent service on shorter routes with smaller jets, but that adds to FAA workload growth. That 

trend has reached the point where regional jets represent 34 percent of the traffic at the 35 busiest 

airports. Many of these aircraft carry fewer than 100 passengers, and the ratio of operations to 

passengers carried will continue to grow as they expand their business. Also, a new category of 

service by very light jets (VLJs) may add to the number of en route and terminal operations. 

We understand that much of the new service VLJs offer will be between smaller airports, so they 

are not expected to affect the large hubs. Regardless of whether they serve small or large 

airports, their operating characteristics and the market segment they serve makes it likely that 

they will fly in controlled en route airspace, and this will increase FAA’s workload. Over the 
10

next 10 years, growth in this segment would create significant pressure on the existing air traffic 

control system, and that growth would make it more difficult to accommodate the requests for 

efficient routes and altitudes that reduce operating costs for all commercial operators. The FAA 

long-term forecast estimates that the workload at FAA en route centers will increase by 82 

percent between 2005 and 2025, as Figure 4 shows. 

Figure 4 Projected Growth in Number of Aircraft Handled by En Route Centers 

1.4.4 Growth in Terminal Operations 

Growth in the number of aircraft handled by air traffic control facilities at the major airports has 

varied during 2007. Some airports serving international flights have seen the largest growth as 

the legacy carriers have increased international flights in an effort to improve their revenue. 

System-wide, there have also been more delays due to unfavorable weather near the largest hub 

airports and increased scheduling at the already constrained major airports. Continued 

refinement of strategic initiatives to adjust for weather conditions and other operational 

0

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20

30

40

50

60

70

80

90

100

110

1995 2000 2005 2010 2015 2020 2025 2030

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OPERATIONS (mil)

COMMERCIAL NONCOMMERCIAL
11

enhancements will help increase same block time scheduling, but continued growth will require a 

transformation of air traffic operations to manage the traffic in and out of these airports. 

The long-term forecast projects slightly less than 60 percent growth in instrument operations at 

towers and Terminal Radar Approach Control (TRACON) facilities between 2005 and 2025, as 

Figure 5 shows. Congestion and delays will increase if FAA does not complete modernization in 

time to make more efficient use of airspace capacity. 

Figure 5 Projected Growth in Instrument Operations at Towers and TRACONs 

Accommodating future increases in growth at the busiest airports will be more challenging 

because several large airports- such as: Newark, LaGuardia, Philadelphia, and Chicago O’Hare - 

are nearing their respective capacity limits. Since the top 35 airports handle 73 percent of 

aviation passengers, minor improvements in their capacity will be inadequate to handle the 

predicted growth in operations. 

0

20

40

60

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OPERATIONS (mil) .

COMMERCIAL NONCOMMERCIAL
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The FAA continues to actively help large airports increase their capacity. Thirteen new runways 

have become operational since 2000. The OEP identifies 12 more airfield projects in the 

planning stages. To encourage building new capacity the FAA’s Airport Improvement Program 

supplements local financing for new airport projects with federal grants. 

The FAA also invests its internal capital funding when local airport authorities build new 

runways. Often, airspace around the airports is reconfigured to accommodate a new runway, and 

that requires installing new navigational aids and precision landing systems to guide pilots in the 

approach patterns for the airport. Before precision approach guidance systems become 

operational, the FAA must develop procedures, install approach lights, and position visibility 

sensors along the runway so it can be used in 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. 

Capital investment is also required 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. The FAA must allocate capital investment dollars to support these infrastructure 

investments in the near term, while increasing NextGen investments to achieve the future 

capacity expansion to handle future increased levels of operations. 

2 Safety and Security 

Most CIP projects support ATO air traffic control functions, but there are several non-ATO 

projects in the CIP that support the FAA’s safety and security missions. Monitoring and 

enforcing safety standards are mainly the responsibility of FAA lines of business outside of the 

ATO. FAA safety projects include upgrading and improving the hardware, software, and 

communications equipment that support databases of safety information and aircraft design 

standards. The primary project that has improved safety databases is called the Aviation Safety 

Analysis System (ASAS), which plays a major role in improving safety and helping safety 

inspectors allocate their inspection hours to address the most serious problems. The ASAS 

databases are a readily available source of regulatory data and past FAA actions that safety 

personnel can access to assist them in carrying out inspections and certifications. 

Although most CIP projects support the Increased Capacity goal and are allocated to that goal in 

Appendix A, they often have some safety benefit as well. These include weather systems that 

enable controllers to both warn pilots of severe weather problems and select more efficient routes 

of travel and upgrades for inspection aircraft that check the accuracy of navigational aids and 

precision-landing systems to allow all weather operations. 

Responsibility for airport security programs has shifted to the Department of Homeland Security, 

but the FAA must maintain and improve internal security. The air traffic control system is part 

of the nation’s critical infrastructure, and we must protect it from damage and disruption. We 

must ensure both the physical security of structures and equipment and the integrity of 

information systems and data transfer among them. We must also maintain emergency radio 

networks to retain operational control when normal systems are unusable. 
13

2.1 Aviation Safety Projects 

The following projects are examples of the most important safety capital investments. 

2.1.1 Safety Databases 

The ASAS and its three follow-on projects—the System Approach for Safety Oversight, the 

Aviation System Knowledge Management Environment, and Regulation and Certification 

Infrastructure System Safety ⎯buy hardware, software, and information-sharing technology to 

support aviation safety databases. These databases contain records of safety infractions by pilots 

and air carriers; safety regulations governing how to operate, manufacture, and repair aircraft; 

and directives and compliance records for commercial operators. Having this information 

readily available ensures that the FAA safety inspectors are aware of the past safety compliance 

of the people and organizations they are reviewing. It also increases the effectiveness of these 

inspectors and ensures that they have the latest information about FAA regulations and Advisory 

Circulars readily available when they conduct inspections. 

2.1.2 Runway Incursion Reduction Program 

The Runway Incursion Reduction Program (RIRP) will continue research, development, and 

operational evaluation of technologies to increase runway safety. Consistent with National 

Transportation Safety Board recommendations and initiatives identified in the FAA Flight Plan 

and the Runway Safety Blueprint, research emphasis will remain on technologies that provide 

direct safety warnings to pilots and aircrews as well as those that can be applied cost effectively 

at small to medium airports. Initiatives include operational evaluation of Runway Intersection 

Lights, Low Cost Ground Surveillance, and Final Approach Runway Occupancy Signal 

awareness tools. The program will also develop upgraded capabilities for the Runway Status 

Lights. As appropriate, solutions will be prototyped and tested in an operational setting to 

validate their technical performance and operational effectiveness. 

2.1.3 Airport Surface Surveillance 

A more detailed discussion of the Airport Surface Detection Equipment (ASDE), which helps to 

prevent runway incursions, appears in section 4.1.3. The ASDE Model 3 (ASDE-3) is a radarbased system that displays the location of aircraft on or near the runway and ground vehicles that 

could pose a hazard to aircraft. This enables controllers to issue warnings to prevent a runway or 

taxiway incident. ASDE Model X (ASDE-X) uses a variety of technologies to better display the 

location of aircraft and ground vehicles near the runways and taxiways. 

2.1.4 Weather Systems 

Although we discuss these systems in section 4.1.5, we also mention them here because many 

weather sensors improve the safety of flight. The Terminal Doppler Weather Radar (TDWR), 

Weather Systems Processor (WSP), and the Low Level Wind Shear Alerting System (LLWAS) 

provide warnings of dangerous wind shear conditions. This helps pilots avoid flying into 
14

hazardous weather as they approach and land at an airport. The TDWR operates at the larger 

airports; the WSP is at medium-sized airports; and the LLWAS is used both at airports without 

radar coverage and to supplement radar information at airports with weather radar using groundbased wind sensors. Visibility sensors measure the distance pilots can see on a runway so they 

know whether visibility is above or below the minimums needed for a safe landing. Information 

from the weather sensing and reporting systems is often integrated to produce weather forecasts 

so controllers can make more informed decisions in routing flights around severe weather and 

avoiding turbulence and thunderstorm risks. 

2.1.5 Traffic Alert and Collision Avoidance System (TCAS) 

 TCAS provides pilots with warnings and resolution advisories to avoid colliding with another 

aircraft. This project will support efforts to develop improved software for these systems. 

2.1.6 Aeronautical Information Management (AIM) 

The program will improve aeronautical information services by adopting modern information 

technology and improvements in business processes and aeronautical information policies. 

Target capabilities in AIM include: 

• Centralize and standardize Notices-to-Airmen (NOTAMs); 

• Migrate to fully digital NOTAM, weather and flight plan services; 

• Streamline and automate processes for generating status changes such as airspace 

reservations/activations and NOTAMs; 

• Centralize and standardize definition and scheduling of military airspace; 

• Improve quality and value of pilot briefing and flight planning services by integrating 

digital weather and digital NOTAMs into briefing and analysis services; and 

• Integrate Aeronautical Information services into SWIM and other NextGen capabilities. 

2.2 Security 

Several projects protect FAA facilities and equipment and prevent injury to employees and 

damage to and disruption of air traffic control systems. 

2.2.1 Facility Security Risk Management 

The FAA established the Facility Risk Management Program to respond to Presidential Decision 

Directive 63, which requires Federal agencies to develop programs to protect critical 

infrastructure. That directive has been superseded by Homeland Security Presidential Directive 

(HSPD) 7, which addresses identifying, prioritizing, and protecting critical infrastructure. The 

program takes an integrated approach to security by improving access control, surveillance, and 

intrusion detection. The program also includes perimeter hardening and adding blast resistant 

film to windows at NAS critical facilities. Security upgrades will continue at 180 smaller 

facilities between 2009 and 2013. 
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2.2.2 Information Security 

The FAA must protect the NAS from both external and internal cyber threats. The number of 

incidents has been reasonably small, but the critical nature of FAA’s infrastructure requires 

elaborate security precautions to prevent intrusions. As part of our existing information 

technology security program, we are working to strengthen the firewalls that prevent intrusion 

and to upgrade anti-virus software and other safeguards. 

The FAA Cyber Security program is a partnership between the FAA Chief Information Officer 

and FAA lines of business and staff offices that focuses on protecting our information 

technology (IT) infrastructure. The program includes computer security incident response; IT 

and Information Systems Security (ISS) awareness and training; IT research and development; 

policy, standards, and requirements development; program evaluations; and system certification 

and compliance. This comprehensive Cyber Security effort offers information system security 

awareness training for the agency's key ISS personnel, protection of FAA's information systems, 

and appropriate responses to computer security incidents. 

2.2.3 Emergency Communications 

In case of natural disasters or human-caused service disruptions, the FAA must maintain 

communications among its facilities. The NAS Recovery Communications (RCOM) project 

provides an emergency communications network using high frequency and very high frequency 

radios and satellite communications. RCOM also provides secure communications equipment 

for voice and facsimile messages and mobile communications devices for short-range 

communications. We are continually upgrading and testing these systems so that they will work 

when they are needed. 

2.2.4 Automated Detection and Processing Terminal (ADAPT) 

The FAA will use ADAPT to validate the identity and legitimacy of aircraft operating within or 

entering the NAS. ADAPT is a highly integrated set of database systems provided by FAA, 

Department of Commerce, Department of Homeland Security, and the Transportation Security 

Administration. 

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 continued 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. This 

section discusses the key elements contained in the NextGen solution sets and budget line items 
16

that identify the operational improvements that we must implement to create a system to handle 

future demand. 

3.1 Demonstrations and Infrastructure Development 

This project supports major field demonstrations of key NextGen capabilities. These 

demonstrations include stakeholder participation to ensure user evaluation of new concepts in an 

operational environment. The purpose is to validate the benefits of NextGen and encourage 

stakeholder adoption of the capabilities. There are four NextGen demonstrations. 

International Air Traffic Interoperability: This effort, which includes the Atlantic 

Interoperability Initiative to Reduce Emissions (AIIRE), will obtain data from commercial 

aircraft along oceanic routes to demonstrate and accelerate Airline and Air Navigation Service 

Providers (ANSP) efficiency and 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 and 

subsystem testing and certification, and system checkout. This international interoperability air 

traffic demonstration and development initiative will also assist the international communities 

and the FAA in validating 4D Trajectory Based Operations (TBO) and Performance-based Air 

Traffic Management (PATM) alternatives. 

High Density Airport (HDA) Capacity and Efficiency Improvement Project: Trajectory Based 

Management (TBM) 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. 

Unmanned Aircraft Systems (UAS) 4D Trajectory Based Demonstration: The first objective will 

utilize the advanced capabilities of the UAS community to serve as a testbed for exploring future 

4D trajectory based concepts. The second objective is to examine potential concepts for the 

wide-spread integration of UAS into the future NextGen environment. 

Virtual Tower (Staffed and Autonomous): The Virtual Tower (VT) program will demonstrate 

and validate the potential of emerging alternative approaches to performing local and ground air 

traffic control from facilities other than the current Airport Traffic Control Tower (ATCT). 

3.2 System Development 

This project focuses on four areas of research and development – safety, capacity, human factors, 

and environment. The safety research includes expanding information sharing and data analysis 

to identify and mitigate risks before they lead to accidents. The capacity research develops 

requirements for new air traffic management systems to support NextGen; measures NextGen 

concepts to determine if they achieve the capacity targets for 2025; and develops flexible 

airspace categories to increase throughput. The human factors research investigates higher 

efficiency levels in air traffic control and identifies the new role for controllers as more 
17

responsibility shifts to the flight crew. The environmental research provides new procedures, 

technologies, and fuels to reduce emissions, fuel burn, and noise; and includes demonstrations, 

methods to adapt the current infrastructure, and estimates of costs and benefits. 

Controller Efficiency: This subproject examines human factors related to increasing controller 

efficiency to meet rising demand. A key performance target of NextGen is to satisfy growth in 

demand up to three times current levels. Automation and technology must work in concert with 

the humans in the system to meet the targeted efficiency levels. Human factors aspects, e.g. 

cognitive load, or verbal communications in existing air traffic control systems are a limiting 

factor for traffic loads. Projected traffic loads will exceed the capability of our current mode of 

air traffic control when traffic levels exceed 130 percent of 2004 levels (baseline). 

Air/Ground Integration: This subproject examines human factors when systems on aircraft and 

at ground locations are integrated and the roles of humans shift. Achieving the capacity targets 

of NextGen and achieving allocation of tasks to flight crews/aircraft such as self-separation 

between aircraft requires significant changes in the roles and responsibilities of pilots and 

controllers, and there interaction with automation. Integration of air and ground capabilities 

poses significant challenges for the air traffic service provider and the flight crew. A core human 

factors issue is to ensure that safety is maintained. Information on intent as well as positive 

information on delegation of authority must be clear and unambiguous; and new types of human 

error modes are required to manage safety risk in the changing environment. 

Advanced Noise and Emission Reduction: This subproject examines the impact of operational 

changes that might result from the introduction of new airframes and engines and how to reduce 

the environmental impact of aircraft. Achieving the NextGen target of three times current levels 

of capacity could cause aircraft noise and emissions to increase threefold. The potential for 

environmental damage could restrict capacity growth and prevent full realization of NextGen. 

The problem is to reduce the environmental impact of aviation in absolute terms through new 

operational procedures, technologies, and fuels to allow the desired increase in capacity. 

Emissions Validation Modeling: There must be a thorough understanding of the economic and 

operational impacts of the system alternatives for reducing noise and emissions with respect to 

the system alternatives for increasing capacity. As the system solutions to increase capacity 

develop, there must be validation that proposed solutions to reduce noise and emission are 

sufficient to prevent environmental restrictions that might limit the required capacity increases. 

New ATM Requirement: This subproject identifies, defines and validates system requirements 

established by the NextGen mid-term concept elements. Achieving NextGen will require a fullscale transformation of the air traffic control system, because our current system simply is not 

scalable to handle the required changes. The new system must demonstrate higher capacity 

levels at faster speeds than today. A system transformation of this magnitude requires air traffic 

control to change from tracking aircraft to managing trajectories. 

NextGen Operations Concept Validation: This subproject defines, and validates detailed 

concepts to be achieved by NextGen operational capabilities. As proposed system alternatives 

for NextGen develop, there must be an understanding of the economic and operational impact of 
18

the solutions. This requires a thorough understanding of how the aerospace system operates, the 

impact of change on system performance and risk, and how the system impacts the nation. There 

must be methods, metrics, and models that demonstrate whether or not the proposed solution 

contributes to increased capacity, reduced transit time, or increased on time arrivals; and if so, 

how much the solution contributes. 

System Safety Management Transformation: Safety is the top priority of FAA. Transforming 

the system will require a thorough understanding of the operational impact (with respect to 

safety) of system alternatives. While pursuing three times current levels of capacity, FAA will 

continue to pursue reduced fatality rates. This will require: data analysis capabilities to predict, 

identify, and mitigate safety risks before they become accidents; safety guidelines to help 

stakeholders develop their own safety management systems; and modeling to help measure 

progress toward achieving FAA goals. 

Wake Turbulence Recategorization: Achieving the NextGen targets requires improved airspace 

access for a changing fleet mix and updated separation standards that increase capacity to allow 

efficient use of congested airspace while at the same time maintaining safe operations. Current 

wake separation standards are set-up to protect the smallest aircraft in one category from the 

largest aircraft in the next category. Establishing categories which are adapted to the aircraft’s 

operational profile, .e.g. partially loaded or flying continuous descent profile, could increase 

flexibility and throughput. 

3.3 Initiate Trajectory Based Operations 

This project primarily supports improvements in en route operations, but it does affect efficiency 

in all other phases of flight. It requires a shift from a clearance-based Air Traffic Control (ATC) 

system to a trajectory-based one. The rationale for a trajectory-based system is that aircraft will 

receive approval to fly with assurance that their flight path (trajectory) is free of near- and midterm conflicts. Aircraft will be able to fly the most efficient flight path with specified times to 

pass pre-identified waypoints, and air traffic control intervention will not be necessary, except 

when atmospheric or off-nominal conditions do not allow the aircraft to fly the planned route at 

the planned times. 

3.3.1 Background 

Currently, controllers are responsible for separation of aircraft; and they assess the airspace in 

their sector to assign altitudes and routes of flight. With increasing diversity and volume of 

aircraft using the en route airspace, controllers find it more difficult to accommodate optimal 

routes and altitudes. The combination of different airspeeds and turbulence behind large aircraft 

requires larger separations. Also, as more aircraft fly in any one sector, the amount and the 

relative simplicity of voice communication limits controllers’ ability to maintain flight efficiency 

and minimum separation distances. This, in effect, reduces the capacity of a given amount of 

airspace. 
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3.3.2 Operational Capability Description 

A key aspect of trajectory-based operations (TBO) is integrating trajectory planning with 

strategic planning to minimize the tactical decision making for overall airspace management. 

The flexible management of aggregate trajectories enabled by TBO allows maximum access for 

all air traffic with more efficiency for those aircraft with advanced capabilities that support the 

air traffic management concept enabled by TBO. 

3.3.3 Development of Capital Investments that Support Trajectory Based Operations 

FAA is planning several new technologies that support TBO. Later releases of software 

enhancements to ERAM will allow assessment of whether requested trajectories are available 

and will reserve that airspace for flight well in advance. Just before flight time, weather 

information can be integrated into the approval process for trajectories, so the assigned trajectory 

can be changed if the original trajectory is unavailable due to severe weather. The enhanced 

surveillance with ADS-B and communication, which results from the DataComm program, will 

minimize the voice communication between pilots and controllers and enable them to have more 

complex interactions than voice alone cannot support. Strategic planning will also be more 

precise, due to improved weather forecasting and more timely sharing of weather information 

made possible by the NextGen Weather Processor. 

3.4 Reduce Weather Impact 

Weather can impact aviation in a number of ways. Over 70 percent of aviation delays are 

weather related. However, the most dangerous impact is from thunderstorms. These powerful 

storms can damage aircraft with lightning strikes and severe turbulence, and deteriorate 

performance if there is ice accumulation on the wings. Due to the risk related to encounters with 

severe weather, pilots plan routes that let them avoid flying close to thunderstorms. Fog and low 

clouds can obscure visibility for aircraft approaching airport runways. Only the most well 

equipped aircraft can land when visibility is severely restricted. Airports will often be closed 

when visibilities are below established minimums. Rain and snow can also result in airport 

closures because heavy precipitation can seriously reduce visibility or braking effectiveness on 

the runway. Winds also affect flight schedules. Stronger than expected head winds can increase 

en route flight times and create such issues as overlapping arrivals because arrivals from the west 

are earlier than expected and arrivals from the east are later than expected. Access to accurate 

weather information is essential for planning a flight and avoiding problems while in flight. To 

adequately reduce weather impact, the FAA must continue to effectively integrate weather 

information into operational systems and decision-making. 

3.4.1 Background 

Weather information used in aviation today is not in the formats or resolution needed to provide 

the degree of predictability necessary for flight planning and ATM. Current systems need 

improvements, but it is especially important to upgrade weather systems to cope with the 

increases in air traffic predicted for the future. Unpredicted changes in the weather cause 

significant disruptions in the NAS, and the current system is unable to respond well to changes 
20

stemming from unpredicted weather. The goal is to make weather information more user 

friendly by creating better access and more frequently updated information so decisions can be 

made faster and better. Integrated weather information, along with probabilistic forecasts, will 

minimize the effects of weather on NextGen operations. Accurate preflight planning has as 

much potential to reduce delays as trying to mitigate impacts after the aircraft is airborne. 

3.4.2 Operational Capability Description 

The FAA can improve NAS performance by reducing the operational impact of weather. 

Integrating consistent and accurate weather into ATM, flight operations centers, and flight decks 

will improve safety and reduce delays. Improvements are needed in weather sensors, forecast 

technology, and techniques for providing universal user access to weather information. Decision 

support systems need to directly incorporate weather data so expected weather is matched to 

specific route planning. This will maximize use of airspace and minimize delays. 

3.4.3 Development of Capital Investments that Reduce Weather Impact 

There will be investments in both sensing and dissemination systems. The FAA will continue to 

upgrade the group of weather sensors described generically as automated weather observing 

systems to better detect ceilings, precipitation type and freezing rain. We will upgrade the 

weather channel of terminal radars and carry out service life extension programs (SLEP) on other 

existing systems such as the Terminal Doppler Weather Radar and the Weather and Radar 

Processor (WARP). We will decide in the future whether to replace WARP with the NextGen 

Net-enabled Weather (NNEW) system. 

A key component of the NNEW is the NextGen 4D Weather Cube. It is a distributed “virtual” 

database that will receive weather data directly from sensors and other weather sources and 

either automatically or by request send data to FAA facilities. The 4D weather cube allows 

observations and forecasts to be more widely and consistently distributed to a broad set of users 

via network enabled operations. 

There will also be investments in supporting systems. We can use the ADS-B transmitters to 

send weather data to the cockpit. The consolidated automation systems will incorporate weather 

data into their decision software. 

3.5 Increase Arrivals/Departures at High Density Airports 

The 35 OEP airports serve about 73 percent of airline passengers. Many of these airports are 

operating near capacity during peak hours of travel demand. Although building new runways 

can accommodate increased operations at these airports, expansion of airside capacity is not an 

option if developable land is unavailable and environmental issues restrict new construction. 

Thus, the FAA must develop better technology to maximize use of available capacity. This 

solution set addresses opportunities to increase runway throughput. 
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3.5.1 Background 

Making full use of available runway capacity is challenging. First, aircraft have different landing 

speeds and that affects the amount of required separation between aircraft. Second, large widebody aircraft generate significant wake turbulence, which is a hazard to smaller narrow-body 

aircraft. As a result, it is rare to achieve the theoretical maximum runway acceptance rate. 

Automation programs, improved approach procedures, and trajectory-based operations could 

potentially increase the number of aircraft handled on each runway. 

Another inefficiency in terminal control at large airports is the need to vector aircraft into a line 

to approach the runway end. Since aircraft can enter terminal airspace from any one of several 

directions, controllers typically require that they fly an indirect route to the airport to position 

them in the line for the runway. This increases efficient use of the runway, but it also increases 

flight time and fuel burn. If trajectory-based management is able to bring aircraft more directly 

to the line at a precise time, it could save airline direct operating costs. 

3.5.2 Operational Capability Description 

High-density corridors will provide more efficient transition to and from trajectory-based en 

route airspace. The corridors will seamlessly integrate surface operations through transition 

altitudes to and from en route airspace. Arriving aircraft will receive specific 4D trajectory 

profiles via data communications as early as possible. As routes converge, automation will 

establish airborne spacing and merging procedures that reduce spacing and save flight time. 

Required Navigation Performance/Area Navigation (RNP/RNAV) routes will be prevalent, 

allowing for closer route spacing than is available today. Also, aircraft approaching closely 

spaced parallel runways may conduct parallel runway procedures, thereby removing another 

restriction on runway capacity. 

Time savings will also be provided on the airport surface. Onboard displays of the data 

communications provided taxi route, coupled with display of surface traffic and other hazards, 

will enable aircraft to safely taxi at or near normal speeds in low visibility conditions. This has 

the added benefit of reducing runway incursions and other taxi errors. Cockpit and ground 

automation will allow aircraft to plan for crossing active runways without tower intervention. 

Near real time updates for airport surface maps will be provided via data communications. 

3.5.3 Development of Capital Investments that Support Increased Arrivals/Departures at High 

Density Airports 

Improving runway utilization will depend on enhanced automation. The ERAM and modernized 

terminal automation will be upgraded to merge en route and terminal routes. Matching terminal 

routes and en route flight paths end-to-end will reduce flight time and maximize use of runway 

capacity. Improving surface operations will rely on enhanced surveillance of the airport surface 

combined with automation in the Surface Management System. Transferring information to the 

cockpit will require implementing the new Data Communications System. Increasing 

RNP/RNAV approaches may require installing more DME locations. 
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3.6 Improved Collaborative Air Traffic Management (CATM) 

Significant service improvements are possible by collaborating with aircraft operators regarding 

how to deal with severe weather conditions and with air traffic and airport congestion, both in 

terminal areas and en route. By sharing information and letting customers identify their 

priorities, better decisions can be made regarding how to handle re-routes and potential delays. 

Adjustments are shared equitably among all the aircraft using the affected airspace, but users can 

decide which of their own flights to hold back and which flights need to move to prevent further 

downstream delays. The quality of the decisions depends heavily on the quality of the 

information being used. Sharing all available information in near real-time requires a 

sophisticated network such as SWIM. It also depends on the accuracy of software that forecasts 

future conditions and the available capacity of affected airports. 

3.6.1 Background 

The FAA has been collaborating with users for several years. Existing software predicts the 

demand at specific airports and the available capacity. When demand exceeds capacity, there are 

several ways to control demand to reduce delays that would occur if traffic flows were not 

adjusted. Either aircraft can be held on the ground at their departure airport until there is balance 

between demand and capacity, or aircraft at the congested airport can be held so runways can 

accommodate more approaching aircraft. Either of these decisions has gradations between full 

holds and normal operations, so judgments have to be made regarding how stringent a holding 

order has to be. An additional complication is the impact of weather. If capacity is restricted 

because of weather, a forecast of when the weather pattern will change becomes a key factor in 

deciding whether to hold aircraft. An inaccurate forecast can result in more delays than 

necessary or it can increase delays because aircraft cannot land at an airport that was forecasted 

to be clear of the weather, but it is still affected. 

Weather also is important in the en route domain. Airlines try to avoid moderate to heavy 

turbulence and thunderstorms to avoid damage to the aircraft and injuries to passengers and 

crew. Choosing a different route to avoid severe weather normally involves a time and distance 

penalty. To strategically manage weather and en route congestion, the FAA is implementing the 

Airspace Flow Program to match demand with the expected capacity of the target airspace. The 

FAA coordinates with air carriers to choose the most efficient alternative routes for those aircraft 

that can’t be assigned to the flow-constrained area. It also judges when diversion is no longer 

necessary and future flights can fly their planned routes. 

3.6.2 Operational Capability Description 

When the FAA fully implements NextGen, all airspace users will be able to collaborate on Air 

Traffic Management (ATM) decisions. The system will accommodate everything from large 

airline operations centers to the single pilot with a personal computer. Authorized users will 

have access to information relevant to their level of operations, and that information will be more 

timely and comprehensive when NextGen improvements are implemented. 
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Collaborative Air Traffic Management is the means for balancing 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 follow NASwide objectives and pre-developed “play books” to ensure that delays are minimized throughout 

the system rather than at a few selected airports. In NextGen systems, flight planning will be 

iterative and interactive, and automation systems will store trajectory and other information. As 

the departure time draws closer, operators will be notified of any changes necessitated by 

weather or other factors so adjustments can be made to the trajectory. For sophisticated NextGen 

users, a preferred trajectory and alternate trajectories may be filed in advance so selection of an 

alternative, when needed, will be automatic depending on the forecast weather. 

3.6.3 Development of Capital Investments that Support Improved Collaborative Air Traffic 

Management 

Investment will continue in modernizing the ATM System and upgrading the software that 

calculates capacity and demand for major airports. The automation upgrades for ERAM and 

terminal automation systems will enhance the information feeds to the ATM platforms. SWIM 

will allow data sharing among all the airspace users. Upgrades to the weather dissemination 

systems will improve the timeliness and forecast accuracies used to strategically mange air 

traffic. This, plus improvements in defining and managing aeronautical information, will 

provide the basis for the NextGen Automation Platforms to have access to complete and 

consolidated information, which improves the efficiency of comparing, displaying and managing 

traffic conditions. 

3.7 Increase Flexibility in the Terminal Environment 

This solution set gives airports that support both high-density and lower density operations the 

flexibility to serve all types of aircraft that want to land at the airport. It seeks to provide a core 

NextGen functionality to both high- and medium-level airports. This is important since medium 

level airports are expected to have faster growth rates than high-density airports, which often 

operate near capacity several hours of the day. At airports where traffic demand is lower, 

operations requiring lesser aircraft capabilities can be offered; this allows access to a wider range 

of users while retaining some of the throughput and efficiencies of the high-density airports. 

3.7.1 Background 

Since we expect higher growth rates at the medium-density airports, we need to focus on 

ensuring that their capacity grows to meet that demand. 

3.7.2 Operational Capability Description 

Aircraft equipped for airborne spacing and merging procedures at large airports will be handled 

during periods of peak operations. The smaller, more flexible air traffic control facilities will be 

able to more easily accommodate aircraft transiting their airspace or landing at a satellite airport 

with fewer requirements than those needed for super density operations. These airports can 
24

allow satellite navigation based approaches, limited use of continuous descent approaches, and 

other efficient procedures for aircraft with less equipment than larger aircraft. 

3.7.3 Development of Capital Investments that Support Increased Flexibility in the Terminal 

Environment 

Investment to support this type of operation includes the Wide Area Augmentation System and 

Local Area Augmentation System to allow approaches during limited visibility. The Tower Data 

Link System can be used to provide departure and simple, coded taxi route clearances. Aircraft 

that are properly equipped can also use RNP/RNAV approach procedures. The Traffic 

Information System (TIS-B), which broadcasts over ADS-B transmitters, can provide expanded 

traffic advisory services. Reduced separations can be safely used when technology-based wake 

turbulence separation decision support tools have been implemented. 

3.8 Increase Safety, Security, and Environmental Performance 

Safety is the FAA’s primary goal. As we continue to develop new techniques and technologies 

for air traffic control, we will ensure that they are as safe or safer than current systems. 

Increasingly, we are seeking to discover safety issues before work begins on new initiatives, and 

improve design safety for new systems and procedures. Security also deserves special attention. 

The air traffic control system is part of the critical infrastructure of the United States and needs 

to be protected from terrorist threats as well as natural disasters. Many of the facilities were 

designed in the middle of the last century and need to be upgraded to more current standards. 

We must also address environmental concerns for every project. Anticipated increases in air 

transportation demand will place significant environmental pressures on various segments of the 

NAS. The primary environmental constraints on the capacity and flexibility of NextGen will 

likely be community noise, local air quality, global climate impacts, water quality, and energy 

production and consumption. Our NextGen environmental challenge is to manage aviation’s 

environmental concerns in a manner that reduces or limits the impact of these challenges to 

allow aviation growth. 

3.8.1 Background 

The FAA is examining the optimal configuration for its air traffic facilities. The outcome is very 

likely to involve new construction. Designing security and environmental improvements into 

new facilities is much more economic than adding them to existing facilities. 

The FAA has adopted the Safety Management System, which the International Civil Aviation 

Organization (ICAO) recommended. We must analyze programs during their earliest stages and 

throughout their life cycle to uncover safety risks or hazards. This action allows the designers to 

incorporate safety into a program before we have spent significant sums building it, and it 

ensures that planned improvements do not result in any new risks. 
25

3.8.2 Operational Capability Description 

The potential for significant growth and increased complexity in the air transportation system 

requires a fundamental change in the way we manage safety. Future safety programs will evolve 

from reactive data analysis to integrated historic and prognostic evaluation and management of 

safety risks so that we can prevent future accidents and incidents. This means that we must 

require program offices to analyze safety issues as they develop new capabilities and procedures 

and incorporate safety risk management when they are implemented. 

3.8.3 Development of Capital Investments that Support Increased Safety, Security and 

Environmental Performance 

For the FAA, the Security Integrated Tool Set (SITS) embeds security requirements for flights 

and airspace into daily operations so that it becomes an efficient, normal part of the task. 

Monitoring aircraft and airspace for security is equally important as other operational 

considerations regarding weather, congested airspace, and Special Use Airspace. This requires 

incorporating security characteristics into the operational toolset and developing a supporting 

security infrastructure. Including security into NextGen improvements should improve controller 

efficiency. 

3.9 Networked Facilities 

The Networked facilities solution set includes all initiatives that are focused primarily on 

improvements in NAS resource management. This effort includes allocating staff and facilities 

optimally, using more cost-effective and flexible systems for information sharing and facility 

backup, and improvements in managing and training employees. It involves all activities related 

to the establishing and removing facilities, and changing the size and number of control facilities 

as well as thinning or eliminating other facilities such as navigation aids. 

3.9.1 Background 

Handling increased traffic in the future while managing costs and improving services is a key 

goal of this solution set. The current system has built in limitations in flexibility, cost of service 

delivery, and continuity of operations. Redesigning facilities can overcome some of these 

limitations. In addition, some smaller airports have limited service and future growth may 

qualify them for more service. We must explore how to provide expanded services at a lower 

cost. 

3.9.2 Operational Capability Descriptions 

Flexible ground-ground and air-ground communications networks do not require that air traffic 

facilities be in close proximity to air traffic being managed. Facilities can be sited in locations 

that enhance infrastructure security, allow service continuity and optimize workforce 

deployment. New information systems planned for NextGen improve monitoring of 

infrastructure health and system performance to maintain service availability. Transforming 

FAA’s delivery of ground, air-ground, and other services will enable the flexibility needed to 
26

respond to demand in an affordable and timely manner. Flexible infrastructure can scale service 

delivery up and down as needs change. 

3.9.3 Development of Capital Investments that Support Transform Facilities 

Initial investments will focus on analyzing how service will be delivered under the NextGen 

system and design of the facilities that can provide those services. It will include examining the 

requirements for creating virtual towers and determining how best to create facilities that more 

optimally allocate and balance current workload while taking advantage of new and expanded 

capabilities. 

3.10 Airport Development 

One of the most effective ways to increase capacity and decrease delays is to build more 

runways. The FAA has promoted new construction wherever possible, but expanding airports in 

major urban areas is difficult. It is impressive that since 2000, 13 new runways have opened at 

the 35 major airports referred to as the OEP airports. These new runways will support 1.6 

million additional operations. There are 10 additional airfield projects underway at the OEP 

airports, which will add even more capacity in future years. Local airport authorities build new 

runways, and FAA airport grants partially finance many projects; however, additional FAA 

investment is necessary to make full use of the increased capacity. 

3.10.1 Background 

The 35 OEP airports serve 73 percent of airline passengers. These airports are most likely to 

have significant delays due to the heavy demand for air travel and the limitations on capacity 

expansion. The FAA encourages building new runways and other capacity projects, whenever 

possible. A new runway can support a large number of new operations during visual flight 

conditions, but that runway needs supporting equipment to increase the airport’s capacity to 

handle additional flights during limited visibility conditions. If NextGen is going to succeed, the 

FAA must be prepared to invest in equipment that will allow new runways to increase capacity 

in adverse weather, when delays are most likely to occur. 

3.10.2 Operational Capability Description 

There are 10 projects underway at eight OEP airports – Philadelphia, Los Angeles, Washington 

Dulles, Chicago, Charlotte, Atlanta, and Dallas-Ft. Worth. Six are new runways, and the others 

are runway extensions or taxiway improvements that allow the airport to handle more operations. 

There are 11 more projects in the planning stages, and it is likely that there will be a continuing 

effort through 2025 to construct new capacity to accommodate growing demand. 

3.10.3 Development of Capital Investments that Support Airport Development 

There are several infrastructure investments required to support new airport and new runway 

construction. To achieve the maximum benefit, a new runway at an OEP airport must have 

precision approach guidance. Current policy is that the Instrument Landing System (ILS) will be 
27

required at OEP airports. Installation of an ILS also requires runway visual range and approach 

lights. Communication lines and automation systems must be installed or modified to 

accommodate the new equipment. 

3.11 Aircraft and Operator Requirements 

Many of the NextGen investments will not result in the expected benefits if aircraft and 

commercial operators do not equip their aircraft with next-generation equipment. The Automatic 

Dependent Surveillance–Broadcast ground stations will rely on transmissions from aircraft that 

send information on their location and operating parameters. DataComm will require that 

aircraft have the appropriate communications equipment to support data link. Efforts will 

continue to ensure that aircraft equip at a rate compatible with development of new capabilities. 

3.11.1 Background 

Demonstration projects have shown that there are potential efficiencies in managing air traffic if 

FAA and users share the responsibility for separation of aircraft. For this to happen, mechanisms 

must exist to share information, and aircraft must install equipment that will be compatible with 

the FAA ground installations. 

3.11.2 Operational Capability Description 

NextGen operational improvements depend on introducing new technology. This requires 

investment by both FAA and aircraft operators. Improved surveillance will depend on aircraft 

equipping to transmit accurate position information to the ADS-B ground stations. Improved 

communication requires an update for aircraft radios, which incorporates the ability to receive 

and display data link transmissions. Taking advantage of terminal approach procedures that 

allow lesser separation requires more precise navigation equipment. 

3.11.3 Development of Capital Investments that Support Aircraft and Operator Requirements 

The capital investment to support this solution set will be the responsibility of aircraft owners 

and operators. FAA has been working to make the appropriate investments to bring their 

systems on line in the predicted timeframe, so users are confident their investment will bring 

them benefits. 

4 Roadmaps Showing Current CIP Projects and Transition to NextGen 

4.1 Roadmaps to the Future System 

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, to ensure 

an orderly transition to NextGen. Modernization will occur in incremental steps, and we must 
28

clearly show the planned pathway to reach NextGen. Current CIP projects that are foundational 

technologies for NextGen are funded over the next 5 years to begin the transition. 

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

economic analysis related to projects. The CIP text does not explain every detail in the 

roadmaps, because final decisions on some elements will depend on study results and associated 

demonstration projects. For more detailed information, view the Enterprise Architecture and 

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

Figure 6 defines the symbols used in the roadmaps. The diamonds indicate decisions regarding 

whether or not to proceed with a planned improvement. Since the introduction gives only a 

general overview of the planned changes, the reader should view the NAS architecture Web site 

for a more complete description of all decisions involved in upgrading NAS capabilities. 

Date: December 20, 2007 Version 2.0

2008 2009 2010 2011 Timeline – provides chronological 

context for system IOC, 

decommissioning, and decision 

points

SWIM Segmt.1 SWIM Segment 1

1 SWIM Segment 1 decision point (i.e. shaded blue)

SWIM Segmt. 2 SWIM Segment 2

55 SWIM Segment 2 decision point (i.e. shaded mustard)

SWIM Segmt. 3 SWIM Segment 3

35 Decision point for any roadmap program

75 Decision point related to a NextGen Automation program (i.e. shaded magenta)

* Decision point related to ADS-B

Systems related to Data 

Communications Segment 1

Systems related to Data 

Communications Segment 2

Systems related to Data 

Communications Segment 3

System successor

System in draw-down mode

TMA

Upgrades

System – any current or planned NAS 

system (i.e., a collection of components 

working together to provide a functional 

solution to a need or problem)

NextGen Wx

Requirements Note box

X Decommission 

Functional system

4 Completed Decision Point

System dependency

System functionality is being 

redistributed

Figure 6 Roadmap Legend 
29

4.1.1 Automation 

Automation is a core element of the air traffic control system. For controllers to keep over 

50,000 flights safely separated every day they require a real-time depiction of aircraft location 

and information about operating characteristics such as speed and altitude. Automation gives 

controllers continuously updated displays of aircraft position, identification, speed, altitude and 

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 using that information to project its future 

position. 

Other important features of automation: 

• It generates visual displays of 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 

of potential aircraft conflicts and warnings that aircraft may be approaching a terrain 

hazard. 

• 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 aircraft being monitored. 

The automation roadmaps in Figures 7 and 8 depict current systems and progression to more 

capable NextGen systems over an extended planning period. One of the important changes that 

will occur during the roadmap timeframe is that we will be consolidating functions in larger 

shared systems. These systems will be able to offer more sophisticated services, such as early 

approval of direct routes, and they will allow better allocation of workload among facilities. 

New systems will have quicker access to more data and will have the processing power to 

determine whether the best routes are available or if pilots must use alternate routes to avoid 

severe weather. 
30

Date: December 20, 2007 Version 2.0

En Route Automation

NextGen 

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Figure 7 Automation Roadmap (1 of 2) 
31

Date: December 20, 2007 Version 2.0

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FDP2K 67

OFDPS 83

ATOP ATOP TR

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Flight Services 21 (CONUS)

Alaska Flight Service 

Modernization (AFSM) Accelerated

Flight Services Automation – Work Package

DUATS

FS21

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2

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ADAPT

35 DataComm Segmt. 1 DataComm Segmt. 2 DataComm Segmt. 3

WP 2

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28

177 SITS R1

X Security Integrated Tool Set – Work Package

33

Figure 8 Automation Roadmap (2 of 2) 
32

Figure 9 shows projected CIP expenditures on automation roadmap projects. 

BLI 

Number

Program Name FY 2009 

Budget

FY 2010 FY 2011 FY 2012 FY 2013

Automation Functional Area $664.1 $950.9 $914.8 $897.8 $1,034.0

1A02 Traffic Management Advisor (TMA) $3.7 $0.0 $0.0 $0.0 $0.0

1A08 Next Generation Air Transportation System (NextGen) - Demonstrations and 

Infrastructure Development

$28.0 $30.0 $30.0 $30.0 $30.0

1A09 Next Generation Air Transportation System (NextGen) - System Development $41.4 $102.9 $104.0 $105.3 $108.3

1A10 Next Generation Air Transportation System (NextGen) - Trajectory Based 

Operations

$39.5 $90.1 $90.8 $87.0 $67.8

1A12 Next Generation Air Transportation System (NextGen) - Arrivals/Departures at 

High Density Airports

$18.2 $74.2 $85.3 $110.0 $316.1

1A13 Next Generation Air Transportation System (NextGen) - Collaborative Air 

Traffic Management (CATM)

$27.7 $111.4 $103.9 $84.3 $87.8

1A14 Next Generation Air Transportation System (NextGen) - Flexible Terminal 

Environment

$37.1 $102.0 $106.9 $45.8 $30.8

2A01 En Route Automation Modernization (ERAM) $203.1 $170.9 $131.5 $183.2 $171.1

2A02 En Route Communications Gateway (ECG) $7.4 $12.6 $16.3 $19.8 $18.5

2A06 Air Traffic Management (ATM) $90.2 $31.6 $15.2 $8.5 $13.4

2A11 Oceanic Automation System $20.7 $12.7 $20.8 $10.0 $7.1

2A15 System-Wide Information Management (SWIM) $41.0 $54.3 $38.2 $22.5 $8.0

2A17X Automated Detection & Processing Terminal (ADAPT) $0.0 $6.0 $0.0 $0.0 $0.0

2B03 Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) $28.2 $47.0 $47.0 $47.8 $57.0

2B04 Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) $3.0 $50.0 $50.0 $80.0 $90.0

2B05 Terminal Automation Program $4.3 $2.4 $2.4 $2.5 $2.5

2B19 Integrated Display System (IDS) $7.0 $3.0 $4.0 $0.0 $0.0

2B22X Terminal Automation Modernization/ Replacement Program (TAMR Phase 2) $0.0 $1.7 $1.1 $2.4 $3.0

2D08 Instrument Flight Procedures Automation (IFPA) $10.9 $7.9 $0.5 $0.0 $0.0

4A10 Aeronautical Information Management (AIM) $11.6 $10.0 $10.0 $8.0 $8.0

Figure 9 Expenditures in the Automation Functional Area1

One can more easily understand these automation roadmaps when they are segmented into nine 

major elements. At the top of Figure 7 are the three systems that appear in several other 

functional roadmaps (System Wide Information Management (SWIM), Data Communications 

(DataComm) and Automatic Dependent Surveillance-Broadcast system (ADS-B)). These 

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. 

The far left column of Figure 7 shows the first seven components of the en route automation 

system (HADDS, URET, Host, DSR, TMA, ECG, and ERIDS, all are defined below). The 

roadmap shows their eventual incorporation into the En Route Automation Modernization 

(ERAM) program. The next three systems (STARS/S Lite, ARTS 1E/IIE, and ARTS IIIE, also 

defined below) are different terminal automation models that will be sustained as separate 

systems until they are eventually consolidated into the NextGen Automation Platform (NAP). 

The four following systems (DOTS+, SMA, ETMS, and DSP) are part of the automation used 

for Traffic Flow Management (TFM). TFM is used to strategically manage air traffic, and it will 

be upgraded as a separate system throughout the period shown in the roadmaps. The bottom 

seven blocks are information and display systems that feed data to terminal control facilities. We 

will consolidate their functions in the Terminal Flight Data Platform. 

 

1

 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. 
33

The far left column of Figure 8 shows four systems (ATOP, FDP2K, OFDPS, and MEARTS), 

which are used to control aircraft flying over the oceans. A decision is pending on whether 

oceanic automation will remain stand-alone or be incorporated into ERAM upgrades. The next 

eight systems (USNS, DINS, AISR, SAMS, CARF, NASR, NDS, and NASE) provide status 

information on airports, airspace, and navigation facilities. A modernized and consolidated 

Aeronautical Information Management (AIM) system will replace these individual systems. The 

ADAPT is a security system that validates the identity and legitimacy of aircraft within or 

entering the NAS; it will be incorporated into the more capable Security Integrated Tool Set 

(SITS) beginning in 2010. The final three systems (DUATS, FS21, and OASIS) provide flight 

services to pilots. 

The SWIM program is developing the network architecture that will allow distribution of 

information relevant to air traffic control to those who need it when they need it. Sharing realtime information on weather and traffic conditions will allow FAA collaboration with users to 

minimize delays and improve operational efficiency. The DataComm program is developing 

data link equipment to allow critical data to be shared more efficiently with cockpit crews and to 

reduce the amount of voice communication. The ADS-B program will transform the way air 

traffic control facilities receive information on aircraft position, speed, altitude, mode of flight, 

and identification. An aircraft, using its on-board navigation and flight management system, will 

broadcast information from these systems to ground receivers. 

The FAA is currently installing ERAM hardware and software in en route air traffic control 

facilities. We are integrating existing en route components into the overall ERAM program. 

The components include: 

• Host Air Traffic Management Data Distribution System (HADDS), 

• User Request Evaluation Tool (URET), which allows controllers to select direct routes 

for aircraft, 

• Host Computer, 

• Display Replacement System (DSR), 

• En route Communications Gateway (ECG), and 

• Traffic Management Advisor (TMA). 

ERAM replaces both the hardware used for en route automation and translates the software into 

a modern programming language. The existing software language is obsolete, and modern 

computers cannot use it. ERAM will expand the capacity of en route centers to handle aircraft, 

and it will be capable of providing four-dimensional (4D) trajectory management. By adding the 

fourth dimension, which sets the time aircraft need to arrive at specific waypoints for air traffic 

control purposes, fewer deviations from direct routes will be necessary, and more aircraft will be 

able to use their most efficient flight paths. ERAM will remain in service until at least 2022, 

then, it will be replaced by NAP. During its lifespan, ERAM will be continually upgraded by 

technical refresh (TR) of hardware components and new software releases to further extend its 

capabilities. These releases appear on the roadmap with an R and the associated release number. 

The En Route Information Display System (ERIDS) distributes important information 

electronically to controllers to improve productivity and efficiency. The information includes 
34

Notices to Airmen, Pilot Reports, aeronautical charts and airport information, instrument 

approach and departure procedures, letters of agreement, and local procedures. 

The existing terminal automation systems – Automated Radar Terminal System (ARTS) and the 

Standard Terminal Automation Replacement System (STARS) – will receive technical refresh 

and upgrades under the Terminal Automation Modernization Replacement (TAMR) program and 

remain in service until Release 2 of the NAP replaces them. Terminal automation systems assist 

controllers in handling traffic departing and arriving at airports. These systems will be modified 

to use the technology introduced by SWIM, Data Comm, and SBS programs. Modernizing 

terminal automation systems in conjunction with introducing new procedures will allow more 

direct routes to runway ends, reduce aircraft separation standards, and decrease delays at busy 

airports. 

Traffic Flow Management Systems (TFMS) improve efficiency by collecting information on the 

use of busy routes and airports. This information is displayed at the Air Traffic Control System 

Command Center and all affected facilities so they can make decisions on route selection and 

synchronize traffic approaching airports. This reduces the amount of maneuvering near airports 

and reduces delays. The FAA has significant investments in TFM and is continually upgrading 

its capabilities: Dynamic Ocean Track System (DOTS) used for oceanic flights adjusts over 

water routes to take advantage of favorable winds; the Surface Management Advisor (SMA) 

reduces taxi time; and the Departure Spacing Program (DSP) assists controllers in sequencing 

takeoffs. These capabilities will all be incorporated in the TFMS upgrades. The roadmap shows 

that TFMS will remain a separate system through 2025. 

Tower and TRACON controllers must constantly update themselves on conditions around the 

airport and planned routes of travel for arriving aircraft. They use several separate systems to 

provide this information. The roadmap shows: 

• ARMT – Airport Resource Management Tool, 

• FDIO – Flight Data Input Output, 

• AEFS – Advanced Electronic Flight Strip System (contains information on the planned 

route of flight for each aircraft using their airspace), 

• ACE-IDS – Automated Surface Observing System Controller Equipment Information 

Display System, and 

• SAIDS – Systems Atlanta Information Display System. 

The FAA will integrate the functional capabilities of all these information systems into the 

Terminal Flight Data Platform to enable controllers to minimize the number of displays they 

need to monitor. 

The FAA has upgraded the suite of systems used for oceanic control, and the Advanced 

Technologies and Oceanic Procedures (ATOP) system is operational at the three centers that 

control oceanic air traffic. At those centers, it replaces the Offshore Data Processing System 

(OFDPS). We will either incorporate the functions of the Flight Data Processor upgraded in 

2000 (FDP2K) and the Microprocessor En Route Automated Radar Tracking System 

(MEARTS) installed at Anchorage into an upgraded ATOP system by 2013 or we will transfer 
35

these functions to ERAM once we decide which alternative is more efficient. Automation of 

oceanic air traffic control, accompanied by improved position reporting and communications to 

air traffic facilities, allows reduced separation between aircraft and significant fuel savings 

because aircraft flying internationally can use more optimal routes. 

There are several systems that are used to inform pilots and controllers of temporary changes to 

airspace use, availability of navigational aids or airport status (such as a closed runway). Both 

pilots and controllers regularly review this information, which the following systems provide: 

• USNS – United States NOTAM (Notice to Airmen) System, 

• DINS – Defense Internet NOTAM Service, 

• AISR – Aeronautical Information System Replacement, 

• SAMS – Special Airspace Management System, 

• CARF – Central Altitude Reservation Facility, 

• NASR – National Airspace System Resources, 

• NDS – NOTAM Distribution System, and 

• 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 needed for a specific route of flight. 

The bottom three systems on the left side of Figure 8 provide flight services. 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 stations, and we plan to decide during 2008 whether to 

continue this service. Flight Service Automation Systems (FS-21 and OASIS (Operational and 

Supportability Implementation System)) are used by flight service specialists to record flight 

plans and provide weather briefings to pilots. The Alaska Flight Service Modernization (AFSM) 

project will replace the existing automation system used there because it is a leased system and 

the lease expires in 2010. We will also request funding to upgrade the buildings and supporting 

equipment for Alaska’s flight service stations. 

4.1.2 Communications 

Radio, ground telecommunications lines, and satellite links connect pilots with controllers and 

provide communications within and among facilities. Voice switches in air traffic facilities 

enable controllers to select the channels they need to communicate with one another and with 

pilots. Controllers are able to use radios located either in their facilities or at remote locations to 

communicate verbally with pilots. The remote radios extend the range of pilot-controller 

communication beyond the geographic limits of direct radio transmission and transmit voice 

communications from their location to the air traffic facility through telecommunication lines. 
36

Backup systems provide communications when the primary systems fail. Figure 10 is the 

roadmap for the modernization of these systems. 

A limited band of frequencies has been reserved for air traffic communications. As the volume 

of air traffic increases, the fixed number of available frequencies within that band limits our 

flexibility to add control sectors. There are several solutions to expanding the number of 

communication channels. FAA is working proactively with international standards committees 

and industry to identify the most suitable technology for handling future growth and the 

expanding levels of information exchange needed to maintain efficient operations. 

Date: December 20, 2007 Version 2.0

Voice Comm

Switching

Mobile Comm Network

Services

Telecom

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

74

35

Rulemaking

Strategy Effective

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FTI-2

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34

128

Sgmt. 1 Sgmt. 2 Sgmt. 3

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59

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Legacy 

Voice 

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

ANICS

158

28

162153

SWIM – Air Segments

130

Figure 10 Communications Roadmap 
37

Figure 11 shows the projected CIP spending for replacing communications systems and 

improving and modernizing communications channels. 

BLI 

Number

Program Name FY 2009 

Budget

FY 2010 FY 2011 FY 2012 FY 2013

Communication Functional Area $150.2 $207.5 $201.7 $199.8 $189.7

1A07 Data Communication in support of Next Generation Air Transportation System $28.8 $28.6 $36.7 $38.1 $25.0

2A07 Air/Ground Communications Infrastructure $7.5 $4.8 $4.9 $5.3 $4.5

2A10 Voice Switching Control System (VSCS) $23.3 $17.0 $15.9 $0.0 $0.0

2A14 Next Generation VHF Air/Ground Communications System (NEXCOM) $46.4 $79.9 $70.6 $92.4 $97.2

2B08 Terminal Voice Switch Replacement (TVSR) $8.4 $10.3 $0.0 $0.0 $0.0

2B15 National Airspace System Voice Switch (NVS) $10.0 $40.0 $50.0 $50.0 $50.0

2B17 Voice Recorder Replacement Program (VRRP) $10.8 $11.9 $9.6 $0.0 $0.0

2E07 Alaskan NAS Interfacility Communications System (ANICS) $5.0 $3.0 $2.0 $2.0 $1.0

3A04 National Airspace System (NAS) Recovery Communications (RCOM) $10.0 $12.0 $12.0 $12.0 $12.0

Figure 11 Expenditures in the Communications Functional Area2

Figure 10 shows the planned modernization of communications systems that FAA uses. The 

first box, Telecom, at the top of the page, shows two backbone systems that carry FAA 

messages. 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. Because there are far fewer ground telecommunications 

connections in Alaska, this system is needed to ensure that important air traffic information is 

reliably transmitted between smaller and larger facilities. Previously used commercial satellite 

service did not meet FAA standards for reliability and availability. ANICS will continue to 

operate for the entire period shown in the roadmap with technical refresh and renovation as 

required due to the extreme weather conditions in Alaska. The FAA Telecommunications 

Infrastructure (FTI) program leases communication infrastructure to connect its facilities in the 

lower 48 states. The single contract awarded in 2002 consolidates services to reduce costs, 

upgrade security, and increase accountability for internal users of telecommunications services. 

The second box, Mobile Comm, shows the radio systems that are used to communicate with 

pilots. The FAA uses frequencies in the Very High Frequency (VHF) band to communicate with 

civil aircraft, and it uses frequencies in the Ultra High Frequency (UHF) band to communicate 

with military aircraft. The FAA is currently replacing the VHF radios with the Next Generation 

Air/Ground Communications (NEXCOM) multimode digital radios, and it is also replacing UHF 

radios. Starting in 2009, the FAA will be developing digital communications with data link 

capability (DataComm) for pilot-controller communications. 

The third box, Network Services, contains the System Wide Information Management (SWIM) 

program, which will establish information management and data sharing for the 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. SWIM is being developed 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), the maturity of design standards for concepts of use, and the ability of existing 

 

2

 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. 
38

programs to integrate these SWIM capabilities into their program plans. Future segments will be 

based on positive test results for initial steps and are planned to include the additional 

capabilities that move the FAA toward the data sharing required for NextGen programs. 

SWIM will reduce the number and types of interfaces between information 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 transition from tactical conflict management of air traffic to strategic 

trajectory-based operations. 

The fourth block, Voice Comm Switching, shows the voice switching systems used in FAA 

facilities. The Voice Switching and Control System (VSCS) is used at en route centers to 

connect controllers with the appropriate telecommunications line to speak to pilots, controllers in 

other facilities, and controllers within their own facility. The voice messages to the facility are 

carried on telecommunications lines that feed into the VSCS, and the controllers can select the 

channel they need to speak to the appropriate person. The Interim Voice Switch Replacement 

(IVSR) contract fills 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. We are replacing terminal voice switches at the rate of about 10 per year, and about 

380 switches out of 420 have been replaced to date. The terminal voice switch program also 

installs a new voice switch when an airport traffic control tower is constructed at a new location. 

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. It would have a 

modular configuration, so it could be sized for the facility where 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 needed to maintain it. It also enables 

operation of planned NextGen facilities. Installation of the NVS is currently scheduled to begin 

in 2013 and, by 2023, all the voice switches will be NVS. 

4.1.3 Surveillance 

 

To provide separation services to aircraft, air traffic controllers must have an accurate display of 

all aircraft under their control. Controller displays use radar and transponder information to 

show location of aircraft and to portray flight data. 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. 

The controller displays in both en route and terminal facilities use primary radar only as a back 

up to the returns from secondary radars called the Air Traffic Control Beacon Interrogators 

(ATCBI) and Mode Select (Mode S). Secondary radar sends a signal to aircraft equipped with a 

transponder. The transponder sends a reply, which gives the aircraft call sign, altitude, and speed 

and allows the beacon interrogator to determine its position. Using ATCBI or Mode S enhances 
39

the controller’s ability to separate traffic because the transponder reply provides flight and 

altitude information that can also be shown beside the aircraft’s symbol. 

We use two systems on the airport surface. The ASDE-3 is a 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 taxiways and runways. 

Figure 12 is the roadmap for surveillance systems. 

Date: December 20, 2007 Version 2.0

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100 X

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Test M/LAT for PRM

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in Colorado

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ASDE-3 sites

New Beacon (Replaces Mode S)

New Beacon (Replaces Mode S)

New Primary Radar

(Replaces ASR-8/9/11)

76

99 102

X

X

95 X

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

7 28 102 52 166

178 180 179

97 102 104

98 102 77 104

77

LCGS

Figure 12 Surveillance Roadmap 
40

Figure 13 shows the CIP costs associated with upgrading the surveillance units. 

BLI 

Number

Program Name FY 2009 

Budget

FY 2010 FY 2011 FY 2012 FY 2013

Surveillance Functional Area $409.9 $252.4 $206.6 $331.8 $308.2

2A08 ATC Beacon Interrogator (ATCBI) - Replacement $13.0 $5.2 $0.0 $0.0 $0.0

2A09 Air Traffic Control En Route Radar Facilities Improvements $5.3 $5.3 $5.6 $5.8 $5.9

2A16 Automatic Dependant Surveillance-Broadcast (ADS-B) NAS-Wide $300.0 $200.4 $175.2 $284.2 $270.7

2B01 Airport Surface Detection Equipment - Model X (ASDE-X) $32.7 $11.1 $0.0 $8.4 $11.0

2B10 Airport Surveillance Radar (ASR-9) $8.8 $2.2 $0.0 $0.0 $0.0

2B11 Terminal Digital Radar (ASR-11) $17.1 $12.6 $4.4 $4.4 $4.4

2B13 Precision Runway Monitors $1.0 $0.0 $0.0 $0.0 $0.0

2B14 Runway Status Lights (RWSL) $27.0 $11.8 $18.2 $24.2 $11.8

2B20 ASR-8 Service Life Extension Program $3.0 $0.0 $0.0 $0.0 $0.0

2C03 Weather Camera Program $2.0 $3.8 $3.2 $4.8 $4.4

Figure 13 Expenditures in the Surveillance Functional Area3

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. The nationwide implementation of ADS-B will enable a once-per-second 

transmission of location and other flight information from the aircraft to replace or supplement 

the 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 declines with distance. 

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 back up 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 angle of elevation of the beam and 

the time it takes the reflected energy to return to the radar antenna. The ATCBI or Mode S 

transmits a beacon signal to aircraft, which triggers a transponder in the aircraft. 

We will maintain the LRR throughout the roadmap timeframe because of national and homeland 

security concerns. The FAA and the Department of Defense will jointly fund the maintenance 

required to keep the existing systems operational. We are replacing the ATCBI 4s, slated for a 

2011 decommissioning, with the ATCBI-6s. The ATCBI 5 and Mode S may start being phased 

out in 2017, and a decision will be made in 2011 whether a New Beacon system is needed to 

support NextGen or whether the ADS-B is robust enough to support terminal surveillance 

displays. 

The Wide Area Multilateration (WM/LAT) system is experimental and is being tested in 

Colorado. It uses triangulation to determine the location of an aircraft that cannot be detected by 

radar. In mountainous terrain the line-of-sight transmission from a radar can be blocked by an 

intervening mountain between the radar and the aircraft. The WM/LAT system overcomes this 

 

3 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.
41

problem, and 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, FAA will replace all the existing ASR-7s by 

2011. The ASR-8 and the ASR-9 will have Service Life Extension Programs (SLEP) to update 

and modernize their components, and a decision will be made in 2011 whether to continue to 

update these systems or to design a replacement. Current planning calls for keeping these skin 

paint radars operational to address safety and weather requirements. 

The Precision Radar Monitor (PRM) is installed at six airports, and 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 side by side 

maintain safe clearance from each other. The sixth system will become operational at Detroit in 

2009. The 2009 funding will be used to determine if PRM systems can be modified to use 

multilateration to provide precision separation information to controllers. 

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 show aircraft location when buildings, 

weather or darkness obscure the view of 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 the multilateration technology to enhance their effectiveness, and ASDE-X will 

replace 4 existing ASDE-3 radars. We plan to also install ASDE-X at 10 new locations. We are 

accelerating installations so that all systems will be installed by 2010 and the final system will 

become operational in 2011. 

The surface surveillance section of the roadmap shows that FAA is testing a new system, the 

Low Cost Ground Surveillance (LCGS) system, and it may be deployed in 2010. After testing 

competing designs for the LCGS, we will decide during 2009 which of the competing 

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 system 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 to warn 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; they then change color when it is safe to proceed. These lights have been tested 

at Dallas/Ft. Worth. The FAA has requested funding in FY 2009 to implement these systems at 

additional airports as part of the agency’s goal to reduce runway incursions. 
42

4.1.4 Navigation 

There are two major types of navigational aids: those used for en route navigation and those used 

for precision approach and landing guidance. Radio navigation aids form the established routes 

normally used for flying across the U.S. Pilots use these en route navigation aids to follow their 

planned routes accurately under all visibility conditions. Precision landing guidance systems, 

and the associated equipment on the ground provide radio signals and approach lights that pilots 

use to safely land in limited visibility. 

The ground-based system commonly used for en route navigation is the Very High Frequency 

Omnidirectional Range with Distance Measuring Equipment (VOR and DME). There are over 

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 have the added value of providing predictability for air traffic 

control. Using airways can simplify route planning and reduce the length of the clearances to fly 

from departure to destination. The precision landing aids, called Instrument Landing Systems 

(ILS), guide pilots to runway ends in very limited visibility. There are over 1,000 ILSs installed 

in the United States. They are essential to airlines for maintaining schedule reliability during 

poor weather. 
43

Figure 14 shows the roadmap for navigation aids. 

Date: December 20, 2007 Version 2.0

Non-Precision

Approach

(NPA)

En Route &

Terminal

SBAS(WAAS)

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

DME 6

VOR 7 5

VOR 7 5

GNSS

Domain

GPS (L5)

Galileo

GPS III

GPS Signal Monitoring 137 138 139

CAT I or Equivalent CAT II/III

ILS 24

Precision Approach (PA)

ABAS 24 70

GBAS/GLS 23

SBAS/LPV 23

GBAS/GLS 24

ILS 23 69 94

NCIME 136

NCIME 136

16

16

16

28

176

81

GNSS

81

70

70

Figure 14 Navigation Roadmap 
44

Figure 15 shows the future capital investments for navigation systems included in the CIP. 

BLI 

Number

Program Name FY 2009 

Budget

FY 2010 FY 2011 FY 2012 FY 2013

Navigation Functional Area $162.4 $166.9 $146.1 $141.9 $139.8

2D01 VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment $7.5 $5.0 $5.0 $5.0 $2.5

2D02 Instrument Landing Systems (ILS) - Establish $7.5 $21.8 $7.8 $5.0 $7.0

2D03 Wide Area Augmentation System (WAAS) for GPS $99.0 $100.9 $101.1 $100.5 $100.3

2D04 Runway Visual Range (RVR) $5.0 $5.0 $5.0 $5.0 $4.0

2D05 Approach Lighting System Improvement Program (ALSIP) $10.0 $10.0 $5.0 $5.0 $3.0

2D06 Distance Measuring Equipment (DME) $6.0 $8.0 $6.0 $5.0 $5.0

2D07 Visual Navaids - Establish/Expand $1.7 $3.2 $3.2 $3.4 $5.0

2D09 Navigation and Landing Aids - Service Life Extension Program (SLEP) $1.0 $6.0 $6.0 $6.0 $8.0

2D10 VASI Replacement - Replace with Precision Approach Path Indicator $4.0 $7.0 $7.0 $7.0 $5.0

2D11 GPS Civil Requirements $20.7 $0.0 $0.0 $0.0 $0.0

Figure 15 Expenditures in the Navigation Functional Area4

The major component of the Global Navigation Satellite Services (GNSS) domain is the satellite 

constellation called the Global Positioning System (GPS) operated by the Department of 

Defense. There are 24 active satellites in orbit, and an aircraft’s position can be determined by 

interpreting the data transmitted by all the satellites in view (4 or more is ideal). Two GPS 

upgrades are expected in future years. The next generation of satellites will have a second 

frequency for civilian use. A properly equipped aircraft receiver that receives both signals can 

calculate corrections to account for atmospheric distortion. The GPS III family of satellites will 

be upgraded with more transmitting power. 

The GNSS also includes non-U.S. satellites. A European system called Galileo is being 

developed, and satellites launched in this program would increase the navigation information 

available to determine aircraft position. Launch of these additional satellites is expected to begin 

in about 2014. 

GPS III civil-side requirements development (identified as GPS Civil Requirements in the FY09 

Budget) will be another enhancement to the GPS constellation. This program will finance the 

development of techniques to determine whether any of the GPS satellites are operating outside 

acceptable tolerances. If the civil frequencies being added to GPS satellites are out of tolerance, 

a message will be up-linked to the GPS satellites so navigation receivers are notified which 

satellites are not usable for their position calculation. 

The en route and terminal domains rely primarily on the system of VORs, Distance Measuring 

Equipment (DME), and Space Based Augmentation System (SBAS) for navigation. The 

approximately 1,000 operational VORs are the predominant system for en route. The DME is 

used for both en route and terminal navigation. The VOR gives the direction to the station, and 

the DME gives the distance. In the terminal area, one or more DMEs can be used for Required 

Navigation Performance/Area Navigation (RNP/RNAV) approaches to an airport. These 

approaches improve an aircraft’s precision in following the designated approach path, which 

increases the number of airplanes that can land at an airport within any given time period. The 

 

4 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.
45

SBAS, which is the WAAS (Wide Area Augmentation System), is another alternative for en 

route navigation. The WAAS provides corrections and satellite reliability information to GPS 

receivers properly equipped, and the augmented signal can be translated into a precise 

geographic position. As the transition to SBAS navigation occurs, FAA will decide during 2008 

whether half the VORs can be decommissioned and during 2015 whether virtually all VORs 

could be decommissioned. 

Non-precision approaches provide guidance to pilots preparing to land on a runway when there is 

limited visibility, but, as the term implies, these approaches are not accurate enough to allow 

descent to the minimum altitudes possible with a precision approach. Many of the non-precision 

approaches are supported by VORs. If a decision is made to decommission VORs, another 

navigation aid will have to be used for these approaches. SBAS provides more accurate 

guidance than the VORs. The FAA is developing procedures to use the SBAS guidance to 

replace the VOR approaches. 

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 more than a half mile. 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 precision approaches. Category II and III ILS have the redundancy and reliability that justify 

lower minimums. Alternatives for precision approach guidance are the SBAS/LPV (Localizer 

Performance with Vertical guidance) and Ground Based Augmentation Systems/ Global 

Navigation Satellite System (GNSS) Landing System (GBAS/GLS). When these alternatives 

become operational, a number of ILSs can be decommissioned, but a number will remain 

operational to provide back-up capability at the OEP airports. 

Another alternative for precision approaches is the Aircraft Based Augmentation System 

(ABAS), which will be feasible when the GPS constellation is upgraded with a second civil 

frequency. The ABAS does not rely on ground based augmentation systems. It uses the GPS 

receiver carried in the aircraft to monitor signals from several satellites to ensure the satellite 

information is accurate enough to be used for a precision approach. 

4.1.5 Weather Systems 

Weather information is essential to aviation. Pilots need to know the effect winds aloft will have 

on their speed and whether there will be sufficient visibility for them to land at their destination 

airport. Pilots also use weather information to determine if they need to fly a different route to 

avoid severe weather, like thunderstorms and turbulence that can damage aircraft and potentially 

injure passengers. The FAA has a significant role in collecting and distributing weather data. 

The FAA distributes weather hazard information from its own systems and from the National 

Weather Service to air traffic control facilities, pilots, airline operations centers, and other 

aviation-related facilities. Because of its impact on an aircraft’s speed, weather data is essential 

for computing the 4D trajectories used in the NextGen systems. 
46

There are two major categories of weather information systems. The first is the weather sensors 

that measure several atmospheric parameters, including temperature, wind speed and direction, 

relative humidity and cloud heights. Sensors provide real-time information to air traffic facilities 

and to centralized weather forecasting systems. The second category is weather processing and 

display systems, which integrate data from the sensors, forecast weather patterns, and create 

weather graphics for air traffic displays. An advanced feature enables some systems to project 

the future movement of weather affecting operations. The first weather roadmap (Figure 16) 

shows the current and planned status of weather sensors. 

Date: December 20, 2007 Version 2.0

Non FAA Sensors

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

85 /

/ 

FAA Sensors

TDWR

LLWAS-RS/NE 37

WSP TR1

TDWR SLEP 1

NEXRAD Product 

Improvement

ASR-9/11

WX Channel

NEXRAD

ASR-WSP

TR

77

91

91

26

SAWS 26

72

F-420

DASI

WSP TR2

25

77

9 60

62

63

141

141

SLEP/Replace

SLEP/Replace

TDWR SLEP 2

TDWR SLEP 3

145

NextGen RWI Solution Set

49

Evaluate lower troposphere 

aircraft Wx Obs 

NextGen RWI Solution Set

Auto PIREP 

Entry ERAM 43

104

104

10

84 WSP TR3

NextGen 

Wx Radar Capability

AWOS ASOS

AWSS

NLDN

PIREPS

Figure 16 Weather Sensor Roadmap (1 of 2) 

FAA sensors shown in the roadmap include the Low Level Wind Shear Alert System (LLWAS); 

the Airport Surveillance Radar - Weather System Processor (ASR-WSP); and the Terminal 

Doppler Weather Radar (TDWR), which all detect wind conditions near the surface of the airport 

to warn pilots of gust fronts and wind shear. The ASR-9/11 Weather (Wx) 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 
47

Automated Weather Observing Systems (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 three different sensors that can detect wind shear, the most sophisticated is the TDWR. 

There are 47 of these radars, and most are located within 10 miles of a runway end. Using 

Doppler technology, the radars can detect the rapid changes in wind speed and direction that 

indicate wind shear hazards for an aircraft approaching a runway. For medium-sized airports 

that don’t qualify for a TDWR, a lower cost alternative is the Weather System Processor (WSP), 

which interprets data from the terminal surveillance radar to identify wind shear. To supplement 

these radar systems, LLWAS wind sensors located at 6 to 10 points around the runways measure 

surface wind direction and velocity. The LLWAS wind sensors and the associated computer 

systems determine whether significant changes in the wind at different locations near the airport 

present a wind shear hazard to aircraft. LLWASs serve locations 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 roadmap shows that we 

will perform a service life extension on the TDWR and technical refresh on the LLWAS and 

ASR-WSP and decide in the 2018 timeframe whether to replace all of them with a NextGen 

weather radar system. 

Replacing the ASR-9/11 weather channel will be necessary only if the ASR-9/11 do not remain 

in operation. The FAA plans to decide by 2018 whether to incorporate these functions into the 

NextGen terminal weather radar. The NEXRAD was developed under a joint DOC National 

Weather Service, Department of Defense (DoD), and FAA program. These systems are Doppler 

weather radars that collect atmospheric weather conditions over a broad area and are essential for 

forecasting future weather. In the short term we are installing upgrades such as Dual 

Polarization (Dual Pol) and software improvements. Working with our partner agencies we will 

also decide by 2018 whether to incorporate NEXRAD into the NextGen terminal weather 

system. 

The Automated Surface Observing Systems (ASOS) and other variants - such as the Automated 

Weather Observing System (AWOS) and the Stand Alone Weather Sensing (SAWS) system - 

have up to 14 sensors that measure weather data. 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) displays current altimeter settings in the tower. The 

F-420 is a wind sensor that measures the wind near the runway, so that pilots know which 

direction to land on a runway. These sensors will require updating, and we plan to work with our 

partner agencies and decide how their functions are incorporated into the NextGen Reduce 

Weather Impact solution set. 

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. 
48

Date: December 20, 2007 Version 2.0

Processing &

Display`

Dissemination

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

88

JAWS 39

40

NAP 1

NAP 1

NAP = NextGen 

Automation Platform

61

48

TWIP

WMSCR

ITWS

NextGen Wx

Requirements

CIWS 

Proto

WARP

ADAS

WARP

WINS

79 86 89

12

13

87

Wake 

Turbulence 

(WT) Mitigation 

for Departures 

(CSPR)

WT 

Mitigation 

for Arrivals

(CSPR)

WT Mitigation 

for 

Single Runway

NextGen 4-D

Weather Cube

NextGen Wx

Processor

(WP3)

NextGen Wx

Processor

(WP1)

NextGen Reduced Weather

Impact (RWI) Solution Set

(NNEW)

NextGen Wx

Processor

(WP2)

148

142 144 ITWS TR 147

38

11

71

14 WMSCR TR

CIWS

Baseline 119

Sgmt. 1 Sgmt. 2 Sgmt. 3 Ground Segments

SWIM - Core Services

128 130

146 19

4

59

82 143

MIAWS

Prototype

WARP TR

Figure 17 Weather Dissemination, Processing, and Display Roadmap (2 of 2) 
49

Figure 18 shows the planned expenditures included in the CIP for weather sensors and weather 

dissemination and processing systems. 

BLI 

Number

Program Name FY 2009 

Budget

FY 2010 FY 2011 FY 2012 FY 2013

Weather Functional Area $63.1 $119.7 $125.0 $123.8 $131.8

1A06 NextGen Network Enabled Weather (NNEW) $20.0 $25.0 $25.0 $25.0 $25.0

1A12 Next Generation Air Transportation System (NextGen)-Reduced Weather $14.4 $62.0 $62.0 $64.1 $100.7

2A03 Next Generation Weather Radar (NEXRAD) $3.0 $3.0 $3.0 $3.0 $0.0

2A12 Corridor Integrated Weather System (CIWS) $5.9 $8.4 $17.4 $22.7 $4.0

2B02 Terminal Doppler Weather Radar (TDWR) - Provide $6.1 $9.9 $8.6 $7.7 $2.1

2B16 Weather System Processor (WSP) $0.7 $0.3 $0.0 $0.0 $0.0

2B21 Integrated Terminal Weather Systems (ITWS) $4.5 $4.4 $2.3 $0.0 $0.0

2C01 Automated Surface Observing System (ASOS) $8.5 $6.7 $6.7 $1.3 $0.0

Figure 18 Expenditures in the Weather Functional Area5

The FAA plans to consolidate weather processing, display and dissemination systems into the 

NextGen systems that capture and process weather data and then integrate that data into the 

decision software for advanced automation capabilities. 

The Weather and Radar Processor (WARP) used in en route control facilities receives 

information from Next Generation Weather Radars (NEXRAD), from automated weather 

sensors located at airports, and from other sources such as weather satellites. It compiles the 

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 Weather Information Network Server (WINS) stores NEXRAD data, which will be 

distributed by SWIM once it is operational. The Weather Message Switching Center 

Replacement (WMSCR), operated by the FAA, is a network with terminal nodes in Salt Lake 

City and Atlanta that collects and distributes weather information. The Terminal Weather 

Information for Pilots (TWIP) system transfers weather information to FAA facilities and the 

airline’s communication provider for use in analyzing weather conditions. Current planning 

shows that the first four systems shown on the roadmap will become part of the SWIM network 

to distribute weather data during Segment 2. The TWIP may stay a separate system, but the 

FAA will decide during 2015 whether to integrate the system 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 will receive technical refresh in the 

near term. The ITWS weather inputs and processing power will become part of the NextGen 

Automation Platform by 2022. 

 

5 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.
50

The Medium Intensity Airport Weather System (MIAWS) prototype uses weather information 

from the airport surveillance radars to fulfill some of the same functions as the ITWS at smaller 

airports where it is not economical to install an ITWS. Its functions will be integrated with the 

ITWS program. 

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 to refine the decisions on when normal 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 Wake Turbulence program is developing technology-based solutions to safely reduce the 

present aircraft separation applied to mitigate wake vortex impacts. Currently controllers must 

maintain a set distance between aircraft to ensure a low likelihood that the following aircraft 

could encounter wake turbulence. The technology solutions focus on using knowledge of how 

wakes move laterally with crosswinds. The first product, Wake Turbulence for Departures 

(WTMD), is a controller decision support tool for use with departure operations on closely 

spaced parallel runways (CSPR). When there is a persistent crosswind, the WTMD will indicate 

that it is safe to allow a departure after a heavy aircraft departs on an adjacent CSPR. As shown 

in Figure 17 (Weather Dissemination, Processing and Display Roadmap) the next expected 

product will be a crosswind decision support tool that will be used for approaches to CSPR. In 

future years, the FAA will develop equipment that addresses a potential reduction in separation 

standards for single and multiple runway operations during both approaches and departures. 

The Juneau Airport Weather System (JAWS) uses wind sensors to detect and transmit turbulence 

and dangerous wind alerts to air traffic facilities near the Juneau airport. The approach and 

departure routes for Juneau follow a narrow channel between two mountain ranges. Detecting 

and transmitting information on the wind conditions along these routes help ensure safe 

operations for aircraft arriving and departing this airport. 
51

4.1.6 Facilities 

The ATO has thousands of manned and unmanned operational facilities, which we must 

regularly upgrade and modernize. The largest facilities are the 20 en route centers, which house 

hundreds of employees and the equipment needed to control aircraft flying in the en route 

airspace. The other operational facilities with significant staffing are the over 500 tower and 178 

TRACON facilities that control traffic departing and arriving at airports. 

There are also more than 16,000 unmanned 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 unmanned 

buildings and structures frequently need renovation because they are in remote and/or hostile 

locations near the ocean or on mountain tops. Replacing roofing, power, heating/cooling, and 

structural and security components of these structures is essential to the successful operation of 

the NAS. 

The William J. Hughes Technical Center (WJHTC) in Atlantic City, New Jersey, and the Mike 

Monroney Aeronautical Center (MMAC) and FAA Depot in Oklahoma City 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 WJHTC supports research programs and testing of 

new equipment that will be installed in the NAS. In 2009 funding is requested to upgrade 

electrical and water supply systems and improve roadways. In addition funding is provided to 

reconfigure the research laboratories to accommodate acceptance testing for new equipment and 

to test modifications to existing equipment. The MMAC receives infrastructure funding for 

building renovation, a hanger fire suppression system, sewer upgrades, and an updated 

telecommunications infrastructure. 

The FAA operates 3 Center Radar Approach (CERAP) facilities located at San Juan, Puerto 

Rico; Guam; and Honolulu, Hawaii that operate as both a center and a Terminal Radar Approach 

Control (TRACON) facility. They control a limited amount of airspace surrounding their islands 

and also guide aircraft to airport runways. The San Juan facility needs renovations and an 

analysis is underway regarding how to proceed. 

There are two large budget line items for tower and TRACON investments. 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 replacement 

of existing towers 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. These types of projects will continue, and over the next 2 years FAA will 

conduct studies to determine whether efficiencies are possible by controlling airport surface 

movements from a remote facility rather than using a tower on the airport. The second line item 

is the Terminal Air Traffic Control Facilities – Modernize program which replaces specific 
52

exterior or interior components of existing towers such as: elevators; heating ventilation and 

cooling equipment; roofs; or other infrastructure that 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. 

In 2009, funding is requested to modernize flight service stations (FSS) and automated flight 

service stations (AFSS) in Alaska including updating the automation system. 

Over the next 2 years, the FAA will be evaluating the design and potential location of NextGen 

facilities, including the amount of airspace they would have to control to reap the benefits of the 

NextGen architecture. There are several issues associated with changing the number and 

location of en route centers. We cannot upgrade many of the current centers to meet new 

security guidelines. Some control rooms have limited expansion space. Another consideration 

will be the scope of changes needed in ARTCC communications systems. The potential benefits 

include the ability to control larger expanses of airspace over more than one time zone and 

improve productivity. If the studies show that benefits will exceed costs, the FAA may begin 

building these new facilities starting in 2014. Studies will also look at the possibility of 

incorporating some terminal services into the NextGen control facilities. By efficient use of 

airspace, these new facilities may be able to minimize delays and safely increase throughput at 

the busiest airports. 
53

Figure 19 shows the planned expenditures for facilities projects that contribute to modernizing 

the air traffic control system. 

BLI 

Number

Program Name FY 2009 

Budget

FY 2010 FY 2011 FY 2012 FY 2013

Facilities Functional Area $465.5 $528.4 $628.6 $774.3 $836.6

1A04 William J. Hughes Technical Center Facilities $12.0 $12.0 $12.0 $12.0 $12.0

1A05 William J. Hughes Technical Center Infrastructure Sustainment $5.4 $5.5 $5.6 $5.7 $5.9

1A16 Next Generation Air Transportation System (NextGen) - Networked Facilities $17.0 $38.6 $115.2 $281.2 $374.0

2A04 Air Traffic Control System Command Center (ATCSCC) Relocation $28.6 $10.3 $2.1 $2.1 $0.0

2A05 ARTCC Building Improvements/Plant Improvements $56.5 $56.5 $57.0 $62.0 $62.4

2A13 San Juan Radar Approach Control (CERAP) $6.0 $0.0 $0.0 $0.0 $0.0

2B06 Terminal Air Traffic Control Facilities - Replace $134.3 $150.0 $160.0 $165.0 $165.0

2B07 ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve $37.9 $42.6 $48.0 $53.3 $52.7

2B12 DOD/FAA Facilities Transfer $1.4 $1.4 $1.4 $1.5 $1.5

2B18 Houston Area Air Traffic System (HAATS) $3.6 $2.0 $0.0 $0.0 $0.0

2C02 Flight Service Station (FSS) Modernization $14.6 $20.3 $22.3 $16.5 $8.5

2E01 Fuel Storage Tank Replacement and Monitoring $6.1 $6.2 $6.3 $6.4 $6.6

2E02 Unstaffed Infrastructure Sustainment (formerly FAA Buildings and Equipment) $15.3 $14.5 $15.0 $15.7 $16.3

2E03 Air Navigational Aids and ATC Facilities (Local Projects) $1.5 $2.5 $2.6 $2.6 $2.7

2E05 Airport Cable Loop Systems - Sustained Support $7.0 $5.0 $5.0 $5.0 $5.0

2E07 Facility Disposition $5.0 $5.0 $5.0 $5.0 $5.0

2E08 Electrical Power Systems - Sustain/Support $51.0 $70.0 $70.0 $70.0 $70.0

3A01 Hazardous Materials Management $18.0 $20.0 $20.0 $20.0 $20.0

3A05 Facility Security Risk Management $15.0 $40.0 $54.4 $23.0 $1.0

3B01 Aeronautical Center Infrastructure Modernization $13.5 $9.8 $10.1 $10.3 $10.5

4A04 Mike Monroney Aeronautical Center Leases $15.8 $16.2 $16.6 $17.0 $17.5

Figure 19 Expenditures in the Facilities Functional Area6

4.1.7 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 on air traffic of 

implementing new concepts and new equipment. The Technical Services Support program 

provides field engineers who oversee site preparation and installation of new equipment. These 

engineers and technicians help the FAA keep installation on schedule for the many projects with 

equipment deliveries. 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. The Computer Assisted Engineering Graphics and Web-based Configuration 

Management programs give engineers the tools to effectively plan, manage, and document NAS 

improvements. 

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 the lease for the Mike Monroney 

Aeronautical Center and licensing fees for software used for the WJHTC. In addition, there are 

 

6 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.
54

support contracts to provide spectrum engineering to allocate radio frequencies for new 

installations and to prevent outside interference with existing frequencies. We also have support 

contracts for environmental projects to remove asbestos, improve fire/life safety, prevent fuel 

tanks from leaking and clean up environmental pollution. 

BLI 

Number

Program Name FY 2009 

Budget

FY 2010 FY 2011 FY 2012 FY 2013

Mission Support Functional Area $347.9 $373.7 $357.3 $334.2 $344.9

1A01 Advanced Technology Development and Prototyping (ATDP) $41.4 $36.9 $37.2 $35.2 $32.4

1A03 NAS Improvement of System Support Laboratory $1.0 $1.0 $1.0 $1.0 $1.0

1A15 Next Generation Air Transportation System (NextGen) - Safety, Security, and 

Environment

$8.0 $27.0 $33.0 $0.0 $0.0

2B09 NAS Facilities OSHA and Environmental Standards Compliance $26.0 $26.0 $26.0 $26.0 $26.0

2E04 Aircraft Related Equipment Program $7.8 $10.0 $9.0 $13.0 $9.0

2E09 Aircraft Fleet Modernization $3.0 $15.0 $0.0 $0.0 $0.0

2E10 Aircraft Fleet Modernization - International Aircraft $24.9 $0.0 $0.0 $0.0 $0.0

2E11X Independent Operational Test/Evaluation - Outyear request $0.0 $3.5 $5.0 $5.2 $5.3

3A03 Logistics Support Systems and Facilities (LSSF) $9.3 $9.3 $0.0 $0.0 $0.0

3A06 Information Security $12.0 $12.0 $12.0 $12.0 $12.0

3A09 Logical Access Control $0.0 $15.1 $10.2 $9.0 $10.0

3B02 National Airspace System (NAS) Training Facilities $1.4 $0.0 $0.0 $0.0 $0.0

3B03 Distance Learning $1.5 $1.5 $1.0 $1.0 $1.0

3B04 National Airspace System (NAS) Training - Simulator $12.0 $4.3 $0.0 $0.0 $0.0

4A01 System Engineering and Development Support $32.0 $32.7 $32.3 $32.9 $33.5

4A02 Program Support Leases $43.5 $47.6 $49.1 $50.5 $52.1

4A03 Logistics Support Services (LSS) $7.9 $8.0 $8.5 $8.5 $8.5

4A05 Transition Engineering Support $10.7 $15.0 $15.0 $15.0 $15.0

4A06 Frequency and Spectrum Engineering $3.5 $2.5 $2.0 $0.0 $0.0

4A07 Technical Support Services Contract (TSSC) $22.0 $22.0 $22.0 $22.0 $30.0

4A08 Resource Tracking Program (RTP) $4.0 $4.0 $4.0 $4.0 $4.0

4A09 Center for Advanced Aviation System Development (CAASD) $76.0 $80.3 $90.0 $98.9 $105.1

Figure 20 Expenditures in the Mission Support Functional Area7

Figure 20 shows the planned expenditures for the 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 to reform FAA's financing 

system by adopting cost-based user fees and fuel taxes for the costs of air traffic services.
55

5 Conclusion 

Economic growth continued in 2007, but decreased to less than 1% during the final quarter. This 

slowing of economic growth does not appear to have a significant impact on aviation growth. 

The number of passengers and the 2007 increase in air traffic operations indicate that long-term 

travel demand continues to increase. The most significant growth has been in international 

travel, but demand for domestic travel also appears to be growing. 

Many carriers have shifted their emphasis to longer routes, which increases the number of 

revenue passenger miles with fewer operations. Offsetting this decrease in operations is the use 

of regional jets for routes formerly flown by larger aircraft. These aircraft hold fewer 

passengers, but they can provide more frequent service. A significant concern for the future is 

whether higher fuel prices will affect profitability. We believe that there will be some 

adjustments in the industry in the near term, but growth in the number of passengers and aircraft 

operations will continue. 

Growth will put the most pressure on the capacity at large airports, and both new runways and 

more sophisticated management of air traffic activity will be needed. We will need new and 

better equipment and procedures to accommodate the anticipated growth. We have already 

begun preparing for the future by starting NextGen projects that transition our existing system to 

the system of the future. These projects must begin now to be ready for the increase in demand 

predicted by the Joint Planning and Development Office. We must have the tools to allocate 

airspace more efficiently for the expected volume of flights and to reduce congestion and delays 

caused by severe weather. Timely and accurate information must be shared with users to 

optimize the airspace use and allow efficient operations for our customers. 

One of the great challenges in preparing for the future is deciding how to balance spending 

between building significant system improvements and maintaining reliability and availability of 

the current system while reducing costs. We need additional capacity, but we must also reduce 

operating costs. In the short term, reducing costs depends on a consistent program of 

modernizing existing facilities and equipment. 

As the roadmaps show, we are developing a long-term, coordinated effort to build a system that 

can handle future air travel demand and prevent increases in delays. We have begun work on 

some of the initiatives, but several important steps follow. Continuing to enhance the 

collaborative air traffic management technology program will improve interaction between 

commercial carriers and the FAA and help reduce delays. The SWIM program will help us share 

information so decisions will be more informed with real-time information on system status. 

Introducing Automatic Dependent Surveillance and data link communication will improve 

efficiency and reduce workload. Improving automation and weather display systems will 

increase the data available and allow us to share it more effectively to support decision making 

for more efficient use of airspace. It will take these initial efforts and a continuing commitment 

to modernization to achieve the goal of building a system that can handle future growth. 
56

6 Appendices to the CIP 

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 2009–2013 — performance output goals 

• Shows system implementation schedules 

Appendix C 

• Provides estimated expenditures 2009–2013 by Budget Line Item (BLI) 

Appendix D 

• Defines acronyms and abbreviations 

Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix A 

Fiscal Years 2009 – 2013 

Capital Investment Plan 

Fiscal Years 2009-2013 

i

APPENDIX A 

GOAL MATRIX 

The Capital Investment Plan (CIP) projects have been aligned to the goals, objectives, and performance 

targets in the Federal Aviation Administration (FAA) Flight Plan 2008-2012 and the Department of 

Transportation’s (DOT) strategic plan. Many FAA projects will contribute to more than one goal, objective, 

or performance target. The project linkages in Appendix A are aligned to the goal, objective, and 

performance target where its contribution is most significant. Only CIP projects with Fiscal Year (FY) 2009-

2013 funding are included in this Appendix. 

Budget Line Item (BLI) numbers with an X (i.e., 1A09X) are used to designate programs/projects that are not 

in the FY 2009 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 2008-2012 

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 the 

commercial airline fatal accident rate.”

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: “Maintain the three-year rolling average fatal accident rate 

below 0.010 per 100,000 departures”. 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 

1

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 2009 BLI CIP # CIP Name 

1A01K A28.01-01 Traffic Alert & Collision Avoidance System (TCAS) 

1A14C Local Area Augmentation System (LAAS) – ATDP 

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 

2E04A M12.00-00 Aircraft Related Equipment Program 

2E04B M12.01-01 Aircraft Related Equipment Program – Boeing Simulator Replacement 

2E04X M12.01-03 Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – 

Technical Refresh 

2E09 M11.02-00 Flight Standards Inspector Aircraft Replacement 

2E10 M11.03-00 International Flight Inspection Aircraft – Bombardier Challenger 

Purchase 

3A02 A17.01-01 Regulation and Certification Infrastructure System Safety (RCISS) –

Segment 1 

3A02 A17.01-02 Regulation and Certification Infrastructure System Safety (RCISS) –

Segment 2 

3A07 A25.01-00 System Approach for Safety Oversight (SASO) 

3A07X A25.02-01 System Approach for Safety Oversight (SASO) – Phase 2 

3A08 A26.01-00 Aviation Safety Knowledge Management Environment (ASKME) 

4A10 A08.03-01 Aeronautical Information Management (AIM) Modernization 

• FAA Objective 2: Reduce the number of fatal accidents in general aviation. 

− FAA Performance Target 1: By FY 2009, reduce the number of general aviation and 

nonscheduled Part 135 fatal accidents from the 1996-1998 

average of 385 per year to no more than 319 accidents per year. 

FY 2009 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 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2012 1. Strategic Goal: Increased Safety

2

− 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.

FY 2009 BLI CIP # CIP Name 

1A01I 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 

2E06 C17.02-01 Alaskan NAS Interfacility Communications System (ANICS) 

Satellite Network – ANICS Modernization – Phase I 

• 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. 

FY 2009 BLI CIP # CIP Name 

1A01A S09.02-00 Runway Incursion Reduction Program (RIRP) – ATDP 

2B01 S09.01-00 Airport Surface Detection Equipment – Model X (ASDE-X) 

2B01X S09.01-01 ASDE-X –Tech Refresh & Disposition 

2B14 S11.01-02 Runway Status Lights (RWSL) – Segment 1 

• 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 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 

• 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 2012. 

FY 2009 BLI CIP # CIP Name 

1A01E M08.28-02 Airspace and Aeronautical Information Management Lab – ATDP 

• FAA Objective 6: Implement a Safety Management System (SMS) for the FAA. 

− FAA Performance Target 1: By FY 2010, implement Safety Management System (SMS) in 

the Air Traffic Organization, Office of Aviation Safety, and 

Office of Airports. By FY 2012, implement SMS policy in all 

appropriate FAA organizations. 

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 

** END OF INCREASE SAFETY STRATEGIC GOAL** 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 

3

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 104,338 arrivals and departures per day by FY 2011 

and maintain through FY 2012.

FY 2009 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 

1A01F M08.28-04 Airspace Management Program (AMP) – ATDP 

1A01X M08.36-01 Wake Turbulence Research 

1A02 A24.03-00 Traffic Management Advisor (TMA) – Single Center (SC) 

1A06 W11.01-01 NextGen – NextGen Network Enabled Weather (NNEW) 

1A07 C27.01-01 NextGen Data Communications 

1A08 M49.01-01 NextGen – Demonstrations and Infrastructure Development 

1A09 M49.01-02 NextGen – Systems Development 

1A10 M48.01-03 NextGen – Trajectory Based Operations 

1A11 M48.01-07 NextGen – Reduce Weather Impact 

1A12 M48.01-04 NextGen – Arrivals/Departures at High Density Airports 

1A13 M48.01-08 NextGen – Collaborative Air Traffic Management 

1A14A M48.01-09 NextGen – Flexible Terminal Environment 

1A14B Wake Turbulence Mitigation for Departures (WTMD) 

1A15 M48.01-10 NextGen – Safety, Security, and Environment 

1A16 M48.01-05 NextGen – Networked Facilities 

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) 

2B13 S08.00-00 Precision Runway Monitor (PRM) 

2B21 W07.01-00 ITWS – Development/Procurement/Pre-Planned Product 

Improvement (P3I) 

2B21 W07.01-01 ITWS – Segments 2 and 3 

2D02 N03.01-00 Instrument Landing Systems (ILS) 

2D06 N09.00-00 Sustain Distance Measuring Equipment (DME) 

2D11 N12.03-01 GPS Civil Requirements 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 2. Strategic Goal: Greater Capacity

4

− FAA Performance Target 2: 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 2012.

FY 2009 BLI CIP # CIP Name 

2B18 F02.11-01 Large TRACONs – Houston Area Air Traffic System (HAATS) 

− FAA Performance Target 3: Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 

2012.

FY 2009 BLI CIP # CIP Name 

2A02 A01.12-02 En Route Communication Gateway – Technology Refresh 

2A03 W02.02-00 NEXRAD Open Systems Upgrades 

2A05 F06.01-00 ARTCC Plant Modernization/Expansion – ARTCC Modernization 

2A07 C04.01-01 Radio Control Equipment (RCE) – Sustainment 

2A07 C06.01-00 Communications Facilities Enhancement – Expansion 

2A07 C06.03-00 Communications Facilities Enhancement – Air/Ground 

Communications RFI Elimination 

2A08 S02.03-00 ATC Beacon Interrogator (ATCBI) Replacement 

2A08 S02.03-02 Beacon Only Sites – Facility Establishments 

2A09 S04.02-03 LRR Improvements – Infrastructure Upgrades/Sustain 

2A10 C01.02-03 Voice Switching and Control System (VSCS) – Tech Refresh – 

Phase 2 

2A13 F08.01-01 San Juan Facility Remediation 

2A14A C21.01-01 Next-Generation VHF A/G Communication System (NEXCOM) – 

Segment 1a 

2A14A C21.02-01 Next-Generation VHF A/G Communication System (NEXCOM) – 

Segment 2 

2A14B C06.04-00 Communications Facilities Enhancement – UHF Replacement 

2B03 A04.01-01 Standard Terminal Automation Replacement System – Technical 

Refresh (TAMR Phase 1) 

2B03 A04.01-02 Standard Terminal Automation Replacement System – Terminal 

Enhancements 

2B04 A04.07-01 Terminal Automation Modernization – Replacement (TAMR) – 

Phase 3 

 2B05A A01.11-01 Flight Data Input/Output (FDIO) Replacement 

2B05B A03.04-01 Terminal Sustainment 

2B06A 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 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 2. Strategic Goal: Greater Capacity

5

FY 2009 BLI CIP # CIP Name 

2B11B S03.02-04 ASR-11 – Tech Refresh 

2B12 F04.01-00 DOD/FAA ATC Facility Transfer/Modernization – Original 

Program 

2B15 C05.03-01 NAS Voice Switch 

2B16 W09.01-00 ASR-WSP – Technology Refresh/Product Improvement 

2B17 C23.01-00 Voice Recorder Replacement Program – Next Generation 

Recorders (VRRP) 

2B19 A03.05-01 Integrated Display System (IDS) – Technical Refresh and 

Sustainment 

2B20 S03.05-01 ASR-8 SLEP 

2B22X 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) 

2D04 N08.02-00 Runway Visual Range (RVR) – Replacement/Establishment 

2D09 N04.04-00 Visual Navaids – Sustain, Replace, Relocate 

2E02 F12.00-00 FAA Buildings & Equipment Sustain Support – Unstaffed 

Infrastructure Sustainment 

2E03 M08.04-00 Air Navigation Aids Facilities – Local Projects 

2E05 F10.00-00 Airport Cable Loop Systems – Sustained Support 

2E08 F11.00-00 Power Systems Sustained Support 

4A06 M43.01-00 NAS Interference Detection, Locating and Mitigation (NAS IDLM)

− FAA Performance Target 4: Achieve an average daily airport capacity for the seven major 

metropolitan areas of 39,484 arrivals and departures per day by 

FY 2009, and maintain through FY 2012. 

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 

 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 2. Strategic Goal: Greater Capacity

6

• FAA Objective 2: Increase reliability and on-time performance of scheduled carriers.

− FAA Performance Target 1: Achieve a NAS on-time arrival rate of 88.76 percent at the 35 

OEP airports by FY 2011 and maintain through FY 2012.

FY 2009 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 A05.01-11 Collaborative Air Traffic Management Technologies (CATMT) – 

Work Package 2 

2A06 A05.05-01 Route Availability Planning Tool (RAPT) 

2A11 A10.03-00 Advanced Technologies and Oceanic Procedures (ATOP) 

2A16 S10.04-01 Automatic Dependent Surveillance - Broadcast (ADS-B) – 

National Implementation – Segment 1 and 2 

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 2012, as measured by a three-year 

moving average, from the three-year average for calendar years 

2000-2002

FY 2009 BLI CIP # CIP Name 

None None 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 2007 level (for a total of 6 percent) through FY 2008, and 1 

percent each subsequent year through FY 2012 to 10 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 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 

**END OF GREATER CAPACITY STRATEGIC GOAL** 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 

7

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: Conclude at least eight (new or expanded) bilateral safety 

agreements that will facilitate an increase in the ability to 

exchange aviation products and services by FY 2012.

− FAA Performance Target 3: Secure a yearly increase in international aviation development 

funding to strengthen the global aviation infrastructure. 

Increase the FY 2007 external funding baseline target of $12 

million in $3 million annual increments for a FY 2012 target of 

$27 million. 

FY 2009 BLI CIP # CIP Name 

None None 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 2012, expand the use of Next Generation Air 

Transportation System (NextGen) performance-based systems 

to five priority countries.

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 

**END OF INTERNATIONAL LEADERSHIP STRATEGIC GOAL** 

4. STRATEGIC GOAL: ENVIRONMENTAL STEWARDSHIP 

DOT Outcome: Reduce pollution and other adverse effects of transportation and transportation 

facilities. 

• DOT Strategy: Adopt transportation policies and promote technologies that reduce or eliminate 

environmental degradation.

FY 2009 BLI CIP # CIP Name 

2E01 F13.01-00 Fuel Storage Tanks 

3A01 F13.02-00 Environmental Cleanup / HAZMAT 

**END OF ENVIRONMENTAL STRATEGIC GOAL**
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 

8

5. STRATEGIC GOAL: HOMELAND AND NATIONAL SECURITY 

DOT Outcome: Balance homeland and national security transportation requirements with the 

mobility needs of the Nation for personal travel and commerce. 

• DOT Strategy: Support and implement U.S. security strategies and plans related to transportation.

FY 2009 BLI CIP # CIP Name 

2A17X A29.01-01 Automated Detection & Processing Terminal (ADAPT) 

3A04 C18.00-00 Command & Control Communications (C3) 

3A05A F24.00-00 Facility Security Risk Management (FSRM) 

3A05X F24.01-01 Facility Security Risk Management (FSRM) – Phase 2 

3A06 M31.00-00 NAS Information Security – Information Systems Security 

3A09X M31.02-01 Logical Access & Authorization Control Svc (LAACS) 

**END OF SECURITY STRATEGIC GOAL** 

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: Make the organization more effective with stronger leadership, increased 

commitment of individual workers to fulfill organization-wide goals, and a better 

prepared, better trained, safer, diverse workforce.

− FAA Performance Target 1: Increase the score of the Employee Attitude Survey measure for 

the areas of management effectiveness and accountability by at 

least 5 percent, over the FY 2003 baseline of 35 percent by FY 

2010 and maintain through 2012.

− FAA Performance Target 2: By FY 2010, 70 percent of FAA external hires will be filled 

within OPM’s 45-day standard for government-wide hiring. 

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support these Targets 

− FAA Performance Target 3: 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 2012. 

FY 2009 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 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 6.Strategic Goal: Organizational Excellence

9

− FAA Performance Target 4: 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 2012. 

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 

− FAA Performance Target 5: Maintain the air traffic control workforce at or above the 

projected annual totals in the Air Traffic Controller Workforce 

Plan. 

FY 2009 BLI CIP # CIP Name 

3B02 M20.00-00 NAS Training – Equipment Modernization 

3B04 M20.01-02 NAS Training Simulation – Tower Cab 

• FAA Objective 2: Improve financial management while delivering quality customer service. 

− FAA Performance Target 1: Increase cost reimbursable contract closeouts by 1 percent per 

year, from 86 percent in FY 2008 to 90 percent in FY 2012.

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 

− FAA Performance Target 2: Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

10-15% 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; 

3% reduction in help desk operating costs through 

consolidations; and; 

Annual reduction of $15 million in Information Technology 

operating costs. 

 

FY 2009 BLI CIP # CIP Name 

1A03/ 1A04 F14.00-00 System Support Laboratory Sustained Support 

1A05 F16.00-00 William J. Hughes Technical Center Building and Plan Support 

2A04 F28.01-01 ATCSCC – Relocation 

2A15 A31.01-01 System-Wide Information Management (SWIM) 

2B06X M51.01-01 Terminal PCS Moves 

2D08 A14.02-01 Instrument Flight Procedures Automation (IFPA) 

2E07 F26.01-01 Decommissioning 

3A03 M21.04-01 Logistics Center Support System (LCSS) 

3B01 F18.00-00 Aeronautical Center Infrastructure Modernization 

3B03 M10.00-00 Distance Learning 

4A01A M03.01-00 CIP Systems Engineering & Technical Assistance – SETA and 

Other Contractors 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 6.Strategic Goal: Organizational Excellence

10

FY 2009 BLI CIP # CIP Name 

4A01B M08.01-00 Provide ANF/ATC Support (Quick Response) 

4A01C M03.01-01 Web CM 

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 

4A05A M22.00-00 NAS Implementation Support Contract (NISC) 

4A05B M22.01-01 NAS Implementation Support Contract (NISC) – Configuration 

Management 

4A07 M02.00-00 Technical Support Services (TSS) 

 

− FAA Performance Target 3: Obtain an unqualified opinion on the agency’s financial 

statements (Clean Audit with no material weaknesses) each 

fiscal year.

 

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 

• FAA Objective 3: Make decisions based on reliable data to improve our overall performance and 

customer satisfaction.

− FAA Performance Target 1: By FY 2008, 90 percent of major system acquisition 

investments are within 10 percent of annual budget and maintain 

through FY 2012. 

FY 2009 BLI CIP # CIP Name 

1A01G M46.01-01 Strategy and Evaluation – ATDP 

1A01H M47.01-01 Dynamic Capital Planning 

− FAA Performance Target 2: By FY 2008, 90 percent of major system acquisition 

investments are on schedule and maintain through FY 2012. 

FY 2009 BLI CIP # CIP Name 

4A08 M08.14-00 Resource Tracking Program (RTP) 

− FAA Performance Target 3: Increase agency scores on the American Customer Satisfaction 

Index, which surveys commercial pilots. 

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 

− FAA Performance Target 4: Achieve zero cyber security events that disable or significantly 

degrade FAA services. 

 

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Target 
Capital Investment Plan Appendix A 

Fiscal Years 2009-2013 6.Strategic Goal: Organizational Excellence

11

• FAA Objective 4: Enhance our ability to respond to crises rapidly and effectively, including 

security-related threats and natural disasters. 

− FAA Performance Target 1: By October 1, 2008, develop performance targets that measure 

improvement in three outcome areas: readiness; providing a 

framework for effective decision-making; and effective 

response. 

FY 2009 BLI CIP # CIP Name 

None None Currently no Capital projects are required to support this Objective 

**END OF ORGANIZATIONAL EXCELLENCE STRATEGIC GOAL**
Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix B 

Fiscal Years 2009 – 2013 
(Page intentionally left blank)
Capital Investment Plan 

Fiscal Years 2009-2013 

 i

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 Adminstration (FAA) Flight Plan 2008-2012 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) 2009 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 2009 Performance Output Goals and FY 2010-2013 Performance Output Goals for all 

Capital funded CIP projects are reported as outlined below. 

BLI numbers with an X (i.e., 1A09X) are used to designate programs/projects that are not in the FY 

2009 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 2009-2013 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 2009-2013 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: 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 

 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 (ADSB) 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 2009 – Performance Output Goals 

• Achieve Initial Operating Capability (IOC) of 6 out of 35 (49% complete) ASDE-X sites. 

• Deliver 12 out of 35 (74%) undelivered ASDE-X systems. 

SYSTEM IMPLEMENTATION SCHEDULE

Within this section, system deployment and operational status from 2005 through 2015 for major system 

acquisitions will be graphically reflected. For example: 

Airport Surface Detection Equipment – Model X (ASDE-X)

First ORD October 2003 -- Last ORD: February 2011 ASDE-X

First Site Decom: October 2028 -- Last Site Decom: September 2029

2005 2010 2015
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 

 iii

Table of Contents 

ACTIVITY 1: ENGINEERING, DEVELOPMENT, TEST, AND EVALUATION.......................... 7

1A01, Advanced Technology Development and Prototyping (ATDP) .......................................................... 7

A, Runway Incursion Reduction Program (RIRP) – ATDP, S09.02-00 ..................................................... 7

B, System Capacity, Planning, and Improvements – ATDP, M08.28-00 ................................................... 8

C, Operations Concept Validation and Infrastructure Evolution – ATDP, M08.29-00 (Integated with 

Advanced Facility Planning, F02.10-00) ................................................................................................... 9

D, NAS Wide Weather Requirements and Strategic Planning, M08.27-01.............................................. 11

E, Airspace & Aeronautical Information Management Laboratory – ATDP, M08.28-02 ....................... 12

F, Airspace Management Program (AMP) – ATDP, M08.28-04............................................................. 14

G, Strategy and Evaluation – ATDP, M46.01-01..................................................................................... 15

H, Dynamic Capital Planning, M47.01-01 .............................................................................................. 16

I, Juneau Airport Wind System (JAWS), Alaska Weather Research, W10.01-00 .................................... 16

J, Traffic Alert and Collision Avoidance System (TCAS), A28.01-01 ...................................................... 17

X, Wake Turbulence Research, M08.36-01.............................................................................................. 18

1A02, Traffic Management Advisor (TMA) ................................................................................................ 19

1A03/1A04, NAS Improvement of System Support Laboratory and William J. Hughes Technical Center 

Facilities ....................................................................................................................................................... 20

1A05, William J. Hughes Technical Center Infrastructure Sustainment...................................................... 21

1A06, NextGen Network Enabled Weather (NNEW).................................................................................. 22

1A07, Data Communication in support of Next Generation Air Transportation System (NextGen) ........... 24

1A08, Next Generation Air Transportation System (NextGen) – Demonstrations and Infrastructure 

Development ................................................................................................................................................ 25

1A09, Next Generation Air Transportation System (NextGen) – System Development ............................. 27

1A10, Next Generation Air Transportation System (NextGen) – Trajectory Based Operations (TBO) ...... 30

1A11, Next Generation Air Transportation System (NextGen) – Reduce Weather Impact ......................... 31

1A12, Next Generation Air Transportation System (NextGen) – Arrivals/ Departures at High Density 

Airports......................................................................................................................................................... 33

1A13, Next Generation Air Transportation System (NextGen) – Collaborative Air Traffic Management 

(CATM)........................................................................................................................................................ 34

1A14, Next Generation Air Transportation System (NextGen) – Flexible Terminal Environment ............. 35

A, NextGen – Flexible Terminal Environment, M48.01-09...................................................................... 35

B, Wake Turbulence Mitigation for Departures (WTMD) ....................................................................... 36

C, Local Area Augmentation System (LAAS) – ATDP ............................................................................. 37

1A15, Next Generation Air Transportation System (NextGen) – Safety, Security, and Environment......... 38

1A16, Next Generation Air Transportation System (NextGen) – Networked Facilities .............................. 39

ACTIVITY 2. PROCUREMENT AND MODERNIZATION OF AIR TRAFFIC CONTROL 

FACILITIES AND EQUIPMENT ........................................................................................... 41

A. En Route Programs.................................................................................................................................. 41

2A01, En Route Automation Modernization (ERAM)................................................................................. 41

2A02, En Route Communications Gateway (ECG) ..................................................................................... 43

2A03, Next Generation Weather Radar (NEXRAD).................................................................................... 44
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Table of Contents 

 iv 

2A04, Air Traffic Control System Command Center (ATCSCC) Relocation.............................................. 45

2A05, ARTCC Building Improvements/Plant Improvements...................................................................... 46

2A06, Air Traffic Management (ATM)........................................................................................................ 47

2A07, Air/Ground Communications Infrastructure...................................................................................... 49

2A08, ATC Beacon Interrogator (ATCBI) – Replacement .......................................................................... 50

2A09, Air Traffic Control En Route Radar Facilities Improvements........................................................... 52

2A10, Voice Switching and Control System (VSCS) .................................................................................. 53

2A11, Oceanic Automation System ............................................................................................................. 54

2A12, Corridor Integrated Weather System (CIWS).................................................................................... 56

2A13, San Juan Radar Approach Control (CERAP) .................................................................................... 57

2A14, Next Generation VHF Air-to-Ground Communications System (NEXCOM).................................. 58

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................... 58

B, Communications Facilities Enhancement – UHF Replacement, C06.04.00 (Origionally included with 

2A07, Air/Ground Communications Infrastructure) ................................................................................ 59

2A15, System-Wide Information Management (SWIM) ............................................................................. 60

2A16, Automatic Dependent Surveillance Broadcast (ADS-B) – National Airspace System (NAS) Wide 

Implementation............................................................................................................................................. 61

2A17X, Automated Detection and Processing Terminal (ADAPT)............................................................. 63

B. Terminal Programs .................................................................................................................................. 65

2B01, Airport Surface Detection Equipment – Model X (ASDE-X) ........................................................... 65

2B02, Terminal Doppler Weather Radar (TDWR) – Provide ...................................................................... 66

2B03, Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1)........................... 67

2B04, Terminal Automation Modernization/ Replacement Program (TAMR Phase 3)............................... 69

2B05, Terminal Automation Program .......................................................................................................... 70

A, Flight Data Input/Output (FDIO) Replacement, A01.11-01................................................................ 70

B, Terminal Sustainment, A03.04-01........................................................................................................ 71

2B06, Terminal Air Traffic Control Facilities – Replace............................................................................. 71

A, ATCT/TRACON Replacement, F01.02-00 ........................................................................................... 71

X, Terminal PCS Moves, M51.01-01........................................................................................................ 73

2B07, ATCT/Terminal Radar Approach Control (TRACON) Facilities – Improve .................................... 73

2B08, Terminal Voice Switch Replacement (TVSR)................................................................................... 74

2B09, NAS Facilities OSHA and Environmental Standards Compliance.................................................... 75

2B10, Airport Surveillance Radar (ASR-9).................................................................................................. 77

2B11, Terminal Digital Radar (ASR-11)...................................................................................................... 79

A, ASR-11 – ASR-7/ASR-8 Replacement, DoD Takeover, New Establishments, S03.02-01 .................... 79

B, ASR-11 – Tech Refresh, S03.02-04...................................................................................................... 80

2B12, DoD/FAA Facilities Transfer ............................................................................................................ 81

2B13, Precision Runway Monitor ................................................................................................................ 82
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Table of Contents 

 v 

2B14, Runway Status Lights (RWSL).......................................................................................................... 83

2B15, National Airspace System Voice Switch (NVS)................................................................................ 84

2B16, Weather Systems Processor (WSP) ................................................................................................... 85

2B17, Voice Recorder Replacement Program (VRRP)................................................................................ 86

2B18, Houston Area Air Traffic System (HAATS) ..................................................................................... 87

2B19, Integrated Display System (IDS) ....................................................................................................... 88

2B20, Airport Surveillance Radar (ASR-8) Service Life Extension Program.............................................. 89

2B21, Integrated Terminal Weather System (ITWS) ................................................................................... 90

2B22X, Terminal Automation Modernization/ Replacement Program (TAMR Phase 2)............................ 91

C. Flight Service Programs........................................................................................................................... 93

2C01, Automated Surface Observing System (ASOS) ................................................................................ 93

2C02, Flight Service Station (FSS) Modernization...................................................................................... 94

2C03, Weather Camera Program.................................................................................................................. 96

D. Landing and Navigational Aids Programs............................................................................................... 97

2D01, VHF Omnidirectional Range (VOR) With Distance Measuring Equipment (DME) ........................ 97

2D02, Instrument Landing Systems (ILS) – Establish ................................................................................. 98

2D03, Wide Area Augmentation System (WAAS) for GPS ........................................................................ 99

A, Wide Area Augmentation System (WAAS) – LPV Segment, N12.01-00............................................... 99

B, Wide Area Augmentation System (WAAS) – Surveys and Procedures, N12.01-06............................ 101

2D04, Runway Visual Range (RVR) ......................................................................................................... 103

2D05, Approach Lighting System Improvement Program (ALSIP) .......................................................... 104

2D06, Distance Measuring Equipment (DME) .......................................................................................... 105

2D07, Visual Navaids – Establish/Expand................................................................................................. 106

2D08, Instrument Flight Procedures Automation (IFPA)........................................................................... 107

2D09, Navigation and Landing Aids – Service Life Extension Program (SLEP) ...................................... 109

2D10, VASI Replacement – Replace with Precision Approach Path Indicator.......................................... 110

2D11, GPS Civil Requirements.................................................................................................................. 111

E. Other ATC Facilities Programs.............................................................................................................. 112

2E01, Fuel Storage Tank Replacement and Monitoring............................................................................. 112

2E02 Unstaffed Infrastructure Sustainment (formerly FAA Buildings and Equipment)............................ 113

2E03, Air Navigational Aids and ATC Facilities (Local Projects)............................................................. 114

2E04, Aircraft Related Equipment Program............................................................................................... 115

A, Aircraft Related Equipment Program, M12.00-00 ............................................................................ 115

B, Aircraft Related Equipment Program – Boeing Simulator Replacement, M12.01-01 ....................... 116

X, Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Technical Refresh, M12.01-03... 117

2E05, Airport Cable Loop Systems – Sustained Support........................................................................... 118

2E06, Alaskan NAS Interfacility Communications System (ANICS) ....................................................... 119

2E07, Facility Deposition........................................................................................................................... 121
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Table of Contents 

 vi 

2E08, Electrical Power Systems – Sustain/Support.................................................................................... 122

2E09, Aircraft Fleet Modernization............................................................................................................ 123

2E10, Aircraft Fleet Modernization – International Aircraft...................................................................... 124

ACTIVITY 3. NON-AIR TRAFFIC CONTROL FACILITIES AND EQUIPMENT .................. 126

A. Support Equipment................................................................................................................................ 126

3A01, Hazardous Materials Management .................................................................................................. 126

3A02, Aviation Safety Analysis System (ASAS)....................................................................................... 127

3A03, Logistics Support Systems and Facilities (LSSF)............................................................................ 128

3A04, National Airspace System (NAS) Recovery Communications (RCOM) ........................................ 130

3A05, Facility Security Risk Management................................................................................................. 131

3A06, Information Security........................................................................................................................ 132

3A07, System Approach for Safety Oversight (SASO).............................................................................. 134

3A08, Aviation Safety Knowledge Management Environment (ASKME)................................................ 136

3A09X, Logical Access Control................................................................................................................. 137

B. Training, Equipment, and Facilities....................................................................................................... 139

3B01, Aeronautical Center Infrastructure Modernization .......................................................................... 139

3B02, National Airspace System (NAS) Training Facilities...................................................................... 140

3B03, Distance Learning............................................................................................................................ 141

3B04, NAS Training Facilities - Simulator ................................................................................................ 142

ACTIVITY 4. FACILITIES AND EQUIPMENT MISSION SUPPORT.................................... 144

4A01, System Engineering and Development Support .............................................................................. 144

A, CIP Systems Engineering and Technical Assistance – SETA and other Contractors, M03.01-00 .... 144

B, Provide ANF/ATC Support (Quick Response), M08.01-00................................................................ 145

C, Web CM, M03.01-01 ......................................................................................................................... 145

4A02, Program Support Leases.................................................................................................................. 146

4A03, Logistics Support Services (LSS).................................................................................................... 147

4A04, Mike Monroney Aeronautical Center Leases .................................................................................. 148

4A05, Transition Engineering Support....................................................................................................... 149

A, NAS Implementation Support Contract (NISC), M22.00-00.............................................................. 149

B, NAS Implementation Support Contract (NISC) – Configuration Management, M22.01-01.............. 150

4A06, Frequency and Spectrum Engineering............................................................................................. 151

4A07, Technical Support Services Contract (TSSC).................................................................................. 152

4A08, Resource Tracking Program (RTP) ................................................................................................. 153

4A09, Center for Advanced Aviation System Development (CAASD)..................................................... 153

4A10, Aeronautical Information Management (AIM)................................................................................ 156
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 

 7

ACTIVITY 1: ENGINEERING, DEVELOPMENT, TEST, AND 

EVALUATION 

1A01, ADVANCED TECHNOLOGY DEVELOPMENT AND PROTOTYPING (ATDP) 

FY 2009 Request $41.4M 

• 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 Weather Requirements and Programs – ATDP, M08.27-01 

• E, Airspace and Aeronautical Information Management Lab – ATDP, M08.28-02 

• F, Airspace Management Program (AMP) – ATDP, M08.28-04 

• G, Strategy and Evaluation – ATDP, M46.01-01 

• H, Dynamic Capital Planning, M47.01-01 

• I, Juneau Airport Wind System (JAWS), Alaska Weather Research, W10.01-00 

• J, Traffic Alert and Collision Avoidance System (TCAS), A28.01-01 

• X, Wake Turbulence, M08.36-01 

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 explore alternative small 

airport surface detection technology and the application of these technologies to pilot, controller, and 

vehicle operator situational awareness tools. Initiatives include operational evaluation of Runway 

Intersection Lights (RIL), Low Cost Ground Surveillance (LCGS), Final Approach Runway Occupancy 

Signal (FAROS) awareness tools, and upgrading capabilities of Runway Status Lights (RWSL). When 

appropriate, solutions will be prototyped and tested in an operational setting to validate their technical 

performance and operational effectiveness. 

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 RIRP is evaluating components of a RWSL system for Airport Surface Detection Equipment – Model 

X (ASDE-X) and Airport Movement Area Safety System (AMASS) airports. These RWSL upgrades are 

intended to address the runway safety risk that remains at the busiest airports. Current analyses project that 

a portion of the risk of fatalities resulting from runway accidents during the period 2005-2031 will remain 

after the deployment of ASDE-X is completed. RWSL upgrades will add an additional layer of safety to 

reduce that risk. It will also contribute toward the reduction of category A and B (most serious) runway 

incursions. The program will begin to evaluate RILs which will advise pilots that it is unsafe to continue 

towards a runway intersection because of crossing traffic. It will also begin to evaluate an advanced 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 8 

FAROS capability that warns pilots that the runway will be occupied during a critical portion of the 

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 2009 – Performance Output Goals 

• Conduct surveillance system performance analyses required to support implementation of RWSL at the 

three initial sites. 

• Complete evaluation of RWSL performance for intersecting/converging runways. 

• Complete evaluation of LCGS alternatives for low and medium density airports. 

• Complete evaluation of FAROS implementation alternatives. 

• Continue to perform analyses required to support implementation of RWSL at additional airports. 

• Develop performance specifications and transition approved projects to acquisition/implementation. 

• Continue to survey industry for emergent surface technologies to enhance runway safety. 

• Initiate efforts to harmonize FAA approved surface technology enhancements with international 

standards. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue to perform analyses required to support further implementation of 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 airport capacity studies where experts from 

the FAA and industry are assembled in design teams to develop recommendations for improving capacity, 

increasing efficiency, achieving FAA Flight Plan targets, and reducing delays at specific airports. In 

addition, this program supports the FAA’s mission to measure and improve system performance. Through 

planning, coordination, and data collection, this program develops and implement performance measures 

which assess NAS operations. 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 air traffic control (ATC) system. The tracking and monitoring capabilities of PDARS 

support studies and analysis of air traffic operations. The New Large Aircraft impact analysis is also a 

highly visible activity within this program. Support for the integration of the new Airbus A380 aircraft into 

the NAS includes developing proposed solutions for modifying structural components of airports and 

developing operational procedures to accommodate this aircraft at U.S. airports. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

This program will facilitate the design and improvements of new runways, airfield improvements, air 

traffic procedures, and other technological implementations to improve airport capacity and increase 

efficiency. The Airport Design Teams evaluate alternatives for increasing capacity at specific airports that 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 9 

are experiencing or are projected to experience significant flight delays. Capacity studies provide 

recommendations and solution sets for improving capacity at the airport. 

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 2009 – Performance Output Goals 

• Complete PDARS connection to ASDE-X at each deployed site. 

• Continue evaluating alternatives for increasing capacity at specific airports that are projected to 

experience significant flight delays. 

• Provide facility and system level metrics to support FAA goals and objectives. 

• Field PDARS capabilities at MicroEARTS (Microprocessor En Route Automated Radar Tracking 

System) locations. 

• Enable capability for PDARS to automatically transfer data to Operations Network. 

• Provide a system that connects a common set of understandable corporate level performance targets 

and activities to daily operations. 

• Conduct ground movement analyses at U.S. airports to determine whether the operation of new large 

A-380 aircraft would adversely impact the operation of other aircraft at that airport. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Develop and support gate-to-gate performance analysis. 

• 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. 

• Continue the development 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 via the Design 

Team Programs Facilitation Group and the International Terminal Benchmark Study. 

• Update the Airport Capacity Benchmark Report to analyze the number of flights that the 35 

Operational Evolution Partnership (OEP) airports can accommodate during optimum and reduced 

weather conditions. 

C, OPERATIONS CONCEPT VALIDATION AND INFRASTRUCTURE EVOLUTION – ATDP,

M08.29-00 (INTEGATED WITH ADVANCED FACILITY PLANNING, F02.10-00) 

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), Surface, Communications, and Flight Data Management 

programs. 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 looks at the changing roles and responsibilities of the Air Traffic 

workforce and the Advanced Facilities which derives the associated functional requirements imposed on 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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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. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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 2009 – Performance Output Goals 

• Continue concept development and validation to identify opportunities to right size the ATC 

infrastructure for cost efficiency and productivity. 

• Develop detailed concept and information requirements for the use of data communications in the 

terminal environment. 

• Conduct analyses and develop concepts to support the applications of 4-D trajectory management. 

• Conduct analyses and develop concept for end-to-end traffic flow management. 

• Continue RTCA support. 

• Support Action Plans with EUROCONTROL to coordinate concept development, validation, and 

measurement methodologies, including support for the Validation Data Repository. 

• Investment analysis/staff studies for facility replacement/co-location/consolidation as required. 

• Facilities Evolution – Conduct analysis of standard controller workstation based on the changes in 

service providers’ roles. 

• Expand the concept development and validation of the multi-sector planner to identify opportunities 

for the utilization of new systems and capabilities. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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Program Plans FY 2010-2013 – 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. 

• Conduct analyses and develop detailed NAS concept for transition to NextGen terminal operations. 

• 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 facility replacement/co-location/consolidation as required. 

• 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. 

D, NAS WIDE WEATHER REQUIREMENTS AND STRATEGIC PLANNING, M08.27-01

Program Description 

This program develops aviation weather policy and standards for the entire NAS, represents FAA in the 

Joint Program Development Office (JPDO) Weather Integrated Planning Team (IPT) and manages the 

Engineering, Development, Test, and Evaluation of ATO Capital weather portfolio. The purpose is to 

reduce the number of weather related accidents, evaluate the effectiveness of weather information to 

improve system operational performance, develop and implement strategies to promote US NextGen vision 

globally and implement global harmonization. 

The funding supports contract services to develop and implement weather policies, including setting 

surface and airborne observation service standards for efficiency, improved forecasts, and traffic flow 

management tool enhancements, promoting US current and NextGen practices at ICAO for global 

harmonization and accelerated change, representing the Department of Transportation in working with the 

Office of the Federal Coordinator for Meteorology for operational efficiencies and developing system 

performance metrics related to weather for efficiency and capacity. This program, when working with the 

JPDO Weather IPT, uses contract services to align FAA weather investments and NextGen weather plans 

to develop required policies. Contract services also support developing the weather segment of the 

Corporate Mission Analysis, developing aviation weather research requirements, developing concept and 

requirements definition for weather and managing the transition of weather research and development into 

operation for accelerated safety and efficiency payoffs. 

As part of transitioning weather research into operations, this program must define performance standards, 

evaluate human factors, check that procedures are compatible with new technology, analyze impact on 

controller and pilot workloads, analyze maintainability of new equipment and determine if new capabilities 

are consistent with the NAS Enterprise Architecture. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

This program contributes to the FAA’s greater capacity goal by facilitating policy development for longrange efforts to modernize the air transportation system. The program funds studies that will establish 

metrics and determine weather provider needs. The studies will help determine opportunities to improve 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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weather products, leading to increased capacity. The program also facilitates the movement of aviation 

weather products that are designed to increase capacity, from research and development into operational 

use. 

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. 

E, AIRSPACE & AERONAUTICAL INFORMATION MANAGEMENT LABORATORY – ATDP,

M08.28-02 

Program Description 

The Airspace and Aeronautical Information Management Laboratory has a leading role in developing and 

fielding advanced information systems and decision support tools that allow the FAA to more safely and 

efficiently manage the NAS. The laboratory’s aeronautical information management activities include: 

developing information systems for performance measurement, standardization and productivity 

improvements, and improving the distribution of aeronautical information: 

Performance Measurement. The Laboratory provides historical and near-real-time metrics for 

monitoring and predicting operational performance, costs and facility usage. These measurements make it 

possible for the FAA to evaluate the effects of past changes and identify areas for further improvements 

and cost savings. In addition, laboratory measures are used as a component in calculating unit costs of air 

traffic service and for calculating pay rates and staffing standards in the ATC facilities. 

Standardization and Productivity Improvements. The Airspace and Aeronautical Information 

Management Laboratory provides productivity and automation support tools for local, regional and 

headquarters ATO divisions. The Laboratory systems are also used to evaluate the risk of obstacles and 

cell phone towers on airport operations and evaluate the minimum safe altitudes for aircraft approaching an 

airport. 

Distributing Aeronautical Information. Aeronautical information is used in air traffic control systems 

for flight planning, capacity simulations and aircraft separation. Aeronautical information, such as charts, 

publications and NOTAMS, is used by pilots to safely navigate in the airspace system. Next Generation 

Air Transportation Systems (NextGen) will rely on new laboratory initiatives to develop the technology for 

dynamic distribution of aeronautical information to advanced avionics and air traffic control systems. 

Systems developed in the laboratory will support flexible operations, shared situational awareness, and 

other next generation air traffic system goals. The laboratory leads the Aeronautical Information 

Management (AIM) effort to streamline input, storage and output mechanisms. An important component 

of this work is working with international aviation organizations in the development and use of 

international standards and best practices for electronic exchange of aeronautical information. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 5 – Enhance the safety of the 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 2012. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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Relationship to Performance Target 

The Airspace and Aeronautical Information Management Laboratory directly affects the success of current 

and future FAA initiatives such as Area Navigation (RNAV) and Global Positioning System (GPS) based 

navigation, shared situational awareness and safe air traffic operations. 

Through advanced AIM automation and decision support tool development efforts underway in the 

Aeronautical and Airspace Laboratory, the FAA will see significant cost savings through aeronautical chart 

automation, consolidation and reconciliation of FAA aeronautical data sources, digital input and output of 

aeronautical data, and streamlined workflow processes in local facilities and FAA headquarters. However, 

the primary purpose of these AIM projects is to improve NAS safety by incorporating end-to-end data 

integrity, international standards and best practices information engineering techniques. 

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 2009 – Performance Output Goals 

• Provide final operating capabilities for the survey data collection and quality control portion of the 

Airport Geographic Information System project. Process at least 10 airports by September 2009. 

• Improve safety and quality of approach procedures by digitally managing 100% of newly created 

instrument approach procedures. 

• Increase safety and quality of aeronautical data by incorporating Aeronautical Information Exchange 

Model (AIXM) into 25% of electronically distributed resources. 

• Reduce customer costs and evaluation times by integrating basic screening tools for instrument 

approach procedures, MIAs (Minimum IFR Altitude) and MVAs (Minimum VFR Altitude). Show 

quantitative reduction in manual processing of Obstruction Evaluations by September 2009. 

• Automate proposed obstacle evaluations. 

• Develop international and domestic over flight calculations to support billing and cost accounting by 

September 2009. 

• Ensure at least 80% of MIA and MVA evaluations and validations occur electronically. 

• Increase global efficiency and safety by promoting the use of AIM data standards by conducting 

classes and conferences about the AIXM to at least 200 participants. 

• Increase global safety, efficiency, and interoperability by enhancing open source AIXM viewer and 

editor system by September 2009. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Ensure that 100% of MIA and MVA evaluations and validations occur electronically. 

• Incorporate MIA and MVA information into the FAA’s NAS Resource (NASR) database and regularly 

distribute the information to external and internal customers. 

• Increase global efficiency and safety by promoting the use of AIM data standards by conducting 

classes and conferences about the AIXM to the users. 

• Increase aeronautical information quality by ensuring FAA aeronautical information fully complies 

with international standards like AIXM. 

• Capture 100% of airport survey data and make the information electronically available to all 

aeronautical information data users. 

• Reduce airspace and obstruction evaluation times by automating manual processes. 

• Develop real time airspace and obstruction evaluation systems that enable real time identification of 

airspace and obstruction issues for field personnel – cut evaluation cycles from annual reviews to daily 

reviews. 

• Reduce the costs of FAA survey data collection activities by consolidating and standardizing the 

Airport Survey programs. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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F, AIRSPACE MANAGEMENT PROGRAM (AMP) – ATDP, M08.28-04 

Program Description 

Airspace Management is the FAA initiative to improve the use of the nation’s airspace, leverage new 

technologies, equipage, infrastructure and procedural development to maximize benefits and system 

efficiencies. 

The Airspace Management Program (AMP) supports airspace changes that increase capacity by analyzing 

needed changes in facility structure such as integration and/or consolidation of facilities when airspace is 

transferred because of closure of military facilities. Past examples of facility redesign projects include 

Boston Consolidated Terminal Radar Approach Control (TRACON) and Potomac Consolidated TRACON. 

As the FAA increases its focus on facility efficiencies and right-sizing, Facilitated Redesign projects will 

take on increased emphasis at both the national and regional levels to ensure that the maximum efficiencies 

are achieved with right-sizing of facilities, including efficiencies achieved through airspace redesign. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

Airspace Redesign will increase system capacity by reducing any 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 systemwide. 

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. 

Program Plans FY 2009 – Performance Output Goals 

• Implement New York/ New Jersey / Philadelphia (NY/NJ/PHL) Metropolitan Airspace Redesign, 

initial sectors and routes. 

• Implement Houston Area Air Traffic System (HAATS) revised sectors and routes. 

• Implement Chicago Airspace Project, next phases. 

• Design Western Corridor Airspace Redesign routes. 

• Design Seattle Terminal Redesign routes. 

• Design Western Florida Redesign routes. 

• Redesign Northern California routes. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Implement Western Corridor Airspace Redesign initial sectors and routes. 

• Implement NY/NJ/PHL Redesign, next phases. 

• Implement Chicago Airspace Project, final phases. 

• Implement additional terminal/en route/oceanic changes. 

• Implement airspace changes to complement new facility management and structural plans. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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G, STRATEGY AND EVALUATION – ATDP, M46.01-01 

Program Description 

The FAA’s Office of Performance Analysis and Strategy is responsible for assessing the performance of 

the NAS; and developing new strategies to safely, efficiently, and economically satisfy the projected 

increase in demand for ATC services. To fulfill this responsibility, the Office of Performance Analysis and 

Strategy performs various analyses, including: 

• Detailed traffic forecasts (to include flight trajectories) to facilitate workload projections at the 

Service Delivery Point, 

• Revenue forecasts under alternative tax and fee structures, 

• Cost forecasts, 

• Estimates of the operational and economic benefits of the OEP and NextGen, 

• An ATO workforce plan that projects the specific skills, competencies, and numbers of employees 

that will be required to implement NextGen, 

• Airport capacity studies, 

• Aircraft emissions analyses, and 

• Historical operational and financial performance assessments. 

This program provides modeling and simulation tools to aid and improve the above activities. These tools 

will strengthen the critical thinking needed to shape integrated strategies and solutions, thereby improving 

decision-making and ensuring a cost-effective NAS. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Make decisions based on reliable data to improve our overall performance and 

customer satisfaction. 

• FAA Performance Target 1 – By FY 2008, 90 percent of major system acquisition investments 

are within 10 percent of annual budget and maintain through FY 2012. 

Relationship to Performance Target 

Currently, the FAA relies on a suite of outdated models for analyzing the impact of proposed changes to 

Air Traffic Management (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 (which ultimately affect NAS on-time performance), including requirements 

analysis, cost-benefit analysis, performance assessment (to include metrics development and target setting), 

and portfolio optimization. The FAA maintains models of varying scope and detail, from highly detailed 

airport surface models to macroeconomic models of the entire air transportation system. Some of these 

models do not use current ATM concepts and rely on outdated and unsupported software; others are rapidly 

obsolescing. Several models need to be replaced. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure Viable Future. 

• SMP Objective #4.5 – Optimize NextGen/OEP portfolio.

Program Plan FY2008 – Performance Output Goals 

• Document legacy Airfield Delay Simulation Model (ADSIM). 

• Develop software specification and cost analysis for improved ADSIM+. 

• Begin re-programming legacy ADSIM model in a modern software language, in accordance with 

previously developed design. 

• Perform survey of existing NAS-wide simulation models, and document requirements for new model. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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Program Plan FY2009-2012 – Performance Output Goals 

• Complete design, development, validation, and documentation of improved ADSIM+. 

• Complete design, development, validation, and documentation of new NAS-wide simulation model. 

H, DYNAMIC CAPITAL PLANNING, M47.01-01 

Program Description 

This program will upgrade the analytical tools used to assess and rank capital investment projects in the 

ATO Capital budget requests. During the development of the capital budget and in the follow on 

evaluation of the programs, additional tools are needed to make decisions based on quantifiable data, and 

analytical modeling techniques using best business practices. Collecting and analyzing data on program 

acquisitions through all phases of the life cycle, will improve accountability and management decisionmaking. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – Make decisions based on reliable data to improve our overall performance and 

customer satisfaction. 

• FAA Performance Target 1 – By FY 2008, 90 percent of major system acquisition investments 

are within 10 percent of annual budget and maintain through FY 2012. 

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. 

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.

I, JUNEAU AIRPORT WIND SYSTEM (JAWS), ALASKA WEATHER RESEARCH,

W10.01-00

Program Description 

This program uses wind sensors to detect and deliver turbulence and dangerous wind alerts to pilots flying 

in and out of the Juneau International Airport, Alaska. Future efforts include algorithm tuning, operation of 

the prototype, and development of the end-state system. The Juneau Airport Wind System (JAWS) 

provides data intended for use by non-meteorologists. Wind data from JAWS will be transmitted to the 

Juneau Airport Traffic Control Tower (ATCT); the Juneau Automated Flight Service Station (AFSS); the 

Juneau National Weather Service (NWS) office; and the Anchorage Air Route Traffic Control Center 

(ARTCC); and it will be available to other Alaska aviation users via the Internet. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 17 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 2 – Reduce the number of fatal accidents in general aviation. 

• 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. 

Relationship to Performance Target 

With improved information to the ATCT, aviation users will have the information needed to avoid hazards 

that cause accidents in Alaska. 

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 Plan FY2009 – Performance Output Goals 

• Sustain JAWS prototype until the JAWS production system becomes operational. 

Program Plans FY2010 – FY2013 Performance Output Goals 

• Sustain JAWS Operational System. 

J, TRAFFIC ALERT AND COLLISION AVOIDANCE SYSTEM (TCAS), A28.01-01 

Program Description 

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. Based on limited monitoring in the U.S. and Europe, 

approximately 11 such “reversal logic” episodes have been detected. The predicated rate of mid-air 

collisions associated with this problem has been estimated to be once every four years, unless a fix is 

implemented. A basis for a fix to the reversal logic has been identified. 

Additionally, monitoring of TCAS performance has identified instances where flight crews initially 

respond in the opposite direction to that specified by TCAS when a negative change to the original 

resolution advisory (RA) is displayed and announced to the flight crews. Europeans have concluded that 

the primary causal factor of the opposite responses is the use of ‘Adjust Vertical Speed, Adjust’ aural 

annunciation which can be misinterpreted by pilots. 

The Europeans have proposed two Critical Avoidance Safety logic changes known as Change Proposal 

112E (CP112E), to improve the reliability of the Sense Reversal RAs, as well as CP115 to improve pilot 

response to the negative resolution advisory RAs. 

During FY 2009 the TCAS program will oversee the validation correction to these two safety problems, 

complete the Safety Risk Management Document, finalize the updated TCAS II MOPS (DO-185b) and 

complete review process with RTCA, complete RA monitoring testing capability, and finalize rulemaking, 

if necessary, for the upgrade of all existing TCAS II units. This will be followed by coordination with 

avionics manufacturers and airlines on an implementation plan if a final rule is issued requiring an upgrade. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 18 

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. 

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. 

X, WAKE TURBULENCE RESEARCH, M08.36-01 

Program Description 

This program will develop air traffic control decision support tool prototypes for evaluation as possible 

enablers to safely meet the predicted NextGen projected demand for increased capacity in the nation’s 

airspace and airports. 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 incorporating them into prototypes for evaluation of flight safety and 

impact on the NAS capability for meeting demand for more flights. 

In FY 2010, it is expected that research and development will be sufficiently complete to allow the 

development 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. 

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 developing an 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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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 operation benefit will be realized during FY 2015 when the first 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 less when instrument operations are being conducted and there are 

favorable crosswinds . This translates to 4 to 6 more arrival slots per hour for an airport that uses its closely 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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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 2009 – Performance Output Goals 

• RE&D program completes its feasibility modeling of the WTMA system and operational concept. 

Program Plans FY 2010 – 2013 Performance Output Goals 

• 2010 – Begin WTMA prototype system development. 

• 2011 – Complete prototype development and begin evaluations. 

• 2012 – Finish evaluations and complete acquisition package for WTMA. 

• 2013 – Begin WTMSR prototype system development. 

1A02, TRAFFIC MANAGEMENT ADVISOR (TMA) 

FY 2009 Request $3.7M 

• Traffic Management Advisor (TMA) – Single Center (SC), A24.03-00 

Program Description 

The automation capability of TMA allows air traffic controllers to more precisely meter arriving aircraft by 

computing a specific time for each to "cross" a fixed point in the airport landing route, while maintaining 

the minimum safe distance between each type of aircraft. This optimization allows more aircraft to land 

during peak airport operations, with peak capacity increases of 3% or more over the pre-installation 

baseline. TMA is based on commercial-off-the-shelf hardware and operating system software. 

TMA-SC has been deployed to all en route centers and the Planned Capability Achieved milestone will be 

declared for the last seven systems in FY 2008. These centers are Salt Lake City, Jacksonville, 

Washington, Cleveland, New York, Indianapolis and Kansas City. The TMA system will also be sustained 

at all deployed 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 1 – Achieve an average daily airport capacity for the 35 OEP airports 

of 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

TMA-SC contributes to the FAA’s greater capacity goal by improving capacity utilization at selected 

airports by an average of 3 percent. The program includes a software tool that traffic management 

coordinators use to plan traffic flows to major airports. It also helps controllers adjust aircraft spacing to 

optimize use of runways at major airports. Through time-based metering, TMA provides optimal arrival 

flows by dynamically feeding an airport arrival rate consistent with the airport acceptance rate. 

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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 20 

Program Plan FY 2009 – Performance Output Goals 

• Identify technology refresh and obsolescence issues. 

• Develop, test, and implement solutions for technology refresh and obsolescence issues. 

Program Plan FY2010-2013 – Performance Output Goals 

• Identify technology refresh and obsolescence issues. 

• Develop, test, and implement solutions for technology refresh and obsolescence issues. 

System Implementation Schedule 

Traffic Management Advisor – Single Center (TMA-SC)

First site PCA: December 2000 -- Last site PCA: September 2008 TMA-SC

2005 2010 2015

1A03/1A04, NAS IMPROVEMENT OF SYSTEM SUPPORT LABORATORY AND WILLIAM J.

HUGHES TECHNICAL CENTER FACILITIES

FY 2009 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: the En Route System 

Support Facility; Terminal System Support Facility; Oceanic System Support Facility; Flight Service 

Station and Weather Systems; Communications Systems; Radar Systems; Navigation and Tracking 

Systems; Target Generator Facility; Cockpit Simulation Facility; Human Factors Laboratory; and the 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 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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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. 

1A05, WILLIAM J. HUGHES TECHNICAL CENTER INFRASTRUCTURE SUSTAINMENT 

FY 2009 Request $5.4M 

• 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 fire-suppression 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 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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 per-square-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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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Program Plans FY 2009 – Performance Output Goals 

• Replacement of two Electrical Substations in Building 300. 

• Mechanical/Electrical System Improvements to 16 Center Facilities (Year 2 of Plan). 

• Replacement of Exterior Windows and Metal Panels at Building 301. 

• Water Plant (Building 33) Replacement (design/permits). 

Program Plans FY 2010-2013 – Performance Output Goals 

• Replace the remaining 3 electrical substations in Building 300. 

• Evaluation of a Combined Heating and Power Facility (energy related). 

• Water Plant (Building 33) Replacement (construction). 

• Building 300 Roof Replacement. 

• Mechanical/Electrical System Improvements to Center Facilities (years 3 through 6). 

1A06, NextGen Network Enabled Weather (NNEW) 

FY 2009 Request $20.0M 

• NextGen – NextGen Network Enabled Weather (NNEW), W11.01-01 

Program Description 

The Next Generation Air Transportation System (NextGen) Network Enabled Weather (NNEW) enables 

widespread distribution of weather products to enable collaborative and dynamic NAS decision making. 

 

To reduce the impact of weather on daily operations three things must be achieved: 1) weather data must be 

commonly available, 2) weather data must require minimal interpretation by the receiver, and 3) decision 

support systems must be able to use the data directly. The NextGen concept for weather is to enhance 

common situational awareness and to integrate weather data into NextGen decision-making processes. 

Tens of thousands of global weather observations and sensor reports from ground-, airborne-, and spacebased sources would fuse into a single, virtual database—the 4 Dimensional Weather Data Cube—

constantly and rapidly updated as needed. NNEW will enable a common situational awareness and will 

make weather data available to air traffic management decision support tools, airborne aircraft, airline 

operations centers, private weather information providers, etc. 

The achievement of the major operational concept elements will occur through the integration of enhanced 

weather information with other key components of NextGen. No longer will it be necessary to manually 

gather and integrate diverse weather data to realize a coherent picture of the weather situation. All 

categories of weather users will have improved access to timely and accurate flight information in their 

homes, businesses, at the airport, and in the air to support improved decision making, while enhancing 

safety.

In conjunction with the JPDO Weather Working Group, the initial NNEW requirements and architecture 

will be developed, and standards for dissemination and access to the 4-D Wx Data Cube will be completed. 

To verify the adequacy of the requirements, and technology readiness, the NNEW prototype will be 

developed. The NNEW prototype will resolve key technical questions and reduce implementation risk 

while demonstrating and assessing the operational benefits of a network-enabled weather environment to 

the FAA and system users. This work will support the first operational implementation phases of the 

NNEW in FY 2012. In the first phase NNEW will enable common access to advanced weather forecast 

technologies and observation data to FAA users and systems such as TFM decision support tools, external 

users and Government Agencies. 

In FY 2009 the Program will conduct investment analysis, prototyping, and testing activities. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

NNEW is an enterprise service that disseminates 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. Its value hinges 

on developing automated decision-support tools that help mitigate the effects of weather in the NAS. 

NNEW enables Airline Operations Centers and TFM to better develop weather mitigation plans and 

replans, to select 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 on weather 

impacting pilots to quickly respond to pilot requests for deviations around hazardous weather. Increases 

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 2009 – Performance Output Goals 

• Complete the Initial Investment Readiness Decision and begin the Initial Investment phase. 

• Begin development of standards for weather data dissemination and 4-D Weather Data Cube—current 

description of the atmosphere in four dimensions. 

• Develop initial prototypes of a weather data dissemination capability and 4-D Weather Data Cube. 

• Implement a Network-Enabled Operations compatible dissemination test capability. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete Initial and Final Investment Analysis. 

• Continue development of standards for weather data dissemination and 4-D Weather Data Cube. 

• Continue development of a prototype weather data dissemination capability and a prototype 4-D 

Weather Data Cube. 

• Develop Weather SWIM Node. 

• Conduct NNEW Systems Synthesis, Integration Test. 

• Develop Required Total NNEW System Performance. 

• Implement NNEW Oceanic and Offshore Precision Operations. 

• Implement pockets of NNEW for network enabled operations. 

• Achieve Initial Operational Capability of the NNEW. 

System Implementation Schedules 

NextGen Network Enabled Weather (NNEW)

First site IOC: September 2012-- Last site IOC: September 2015 NNEW

2005 2010 2015
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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1A07, DATA COMMUNICATION IN SUPPORT OF NEXT GENERATION AIR 

TRANSPORTATION SYSTEM (NEXTGEN) 

FY 2009 Request $28.8M 

• NextGen Data Communications, C27.01-01 

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: 

• 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 provide early NAS benefits and lays the foundation for a datadriven 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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012.

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, 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 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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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 2009 – Performance Output Goals 

• Final Investment Decision. 

• Complete Segment 1 Contract Award (s). 

• Conduct Segment 2 Project Planning and Industry Coordination. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Segment 2 Submit Regulatory Guidance, FY 2010. 

• Segment 1 Subnetwork Services Agreement, FY 2011. 

• Segment 1 Deploy Key Site, FY 2013. 

• Segment 2 Final Investment Decision, FY 2013. 

System Implementation Schedule 

1A08, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) –

DEMONSTRATIONS AND INFRASTRUCTURE DEVELOPMENT

FY 2009 Request $28.0M 

• NextGen – Demonstrations & Infrastructure Development, M49.01-01 

Program Description 

The Joint Planning and Development Office (JPDO) leads the planning for the Next Generation Air 

Transportation System (NextGen). Over the past year, the JPDO developed a NextGen Concept of 

Operations (ConOps) and an initial Enterprise Architecture. These documents establish a framework for 

the future, based on today’s best information. These documents defined two major concepts which will be 

developed: Four Dimension (4-D) Trajectory Based Operations (TBO) and Performance-Based Air Traffic 

Management (PATM). 

Four Dimension Trajectory Based Operations (4-D TBO) – The four dimensions measure geographic 

position, altitude, and time. A set of systems will collect and disseminate 4-D data to provide complete 

situational awareness to pilots, controllers, and air traffic managers. The goal is to allow flights to find 

their best route instead of restricting them to defined paths. 

Air Traffic Management – FAA currently controls air traffic in the NAS using defined flight paths and 

airspace restrictions that do not take advantage of the full capabilities of aircraft or their systems. The 

NextGen concept would transition the NAS to a more collaborative environment where pilots and FAA 

managers would work together to tailor an aircraft’s route for optimum safety and efficiency. 

Data Communications in Support of NextGen 

Segment 1 IOC: 2012 - 2014

Segment 2 IOC: 2017 - 2019

2005 2015 2010

IA Seg 1 Dev

Seg 1 Deploy

Planning/FIA Seg 2 Dev

Seg 2 Deploy
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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Beyond defining these initial concepts, the JPDO, in coordination with the FAA Air Traffic Organization’s 

Advanced Technology Development and Prototyping group, will test and mature these concepts and the 

technologies that support them. 

FY 2008 is the first year JPDO requested funding for demonstrations and infrastructure development 

activities to test central NextGen concepts. The results will be used to identify early implementation 

opportunities, refine longer-term objectives, and if results dictate, eliminate certain concepts from further 

consideration. 

In FY 2009 four demonstrations will be conducted: 

1. International Air Traffic Interoperability – This demonstration is designed to help the FAA promote 

safe, affordable, and rapidly implemented innovations into Air Traffic Management (ATM) systems. This 

effort will use commercial aircraft flying oceanic routes to 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 design, architecture, hardware and software 

development (where applicable), procedures development, component/subsystems testing and certification, 

simulations, and system checkout. Flight trial execution may include scripted flight tests, limited 

operational testing and/or extended operational evaluations with revenue aircraft. This international 

interoperability demonstration program contributes directly to NextGen concepts and supports international 

collaboration, avoids overlap, and conflicting activities with national and international organizations (FAA, 

DoD, and ICAO). The program will assist the international communities and the FAA in validating 4-D 

TBO and PATM alternatives. 

2. High Density Airport (HDA) Capacity and Efficiency Improvement Project – This demonstration will 

serve as a transition step to TBO. This concept attempts to take advantage of existing ground technologies 

and functionality while leveraging airborne navigational capabilities that already exist on most commercial 

and many in-service airplanes. Trajectory Based Management (TBM) will be accomplished using fully 

defined 3-D paths (measuring spatial coordinates and altitude) to ensure aircraft sequencing and spacing. 

Three-D paths permit more orderly and predictable air 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. Demonstrations will include data 

collection from real operations to show benefits in capacity, environmental (noise and emissions), and fuel 

efficiency. Site selection will require deployment of ATM ground automation prototypes to functionally 

support 3-D path operations. The automation tools used include the Center TRACON Automation System 

Traffic Management Advisor (CTAS TMA) and the En Route Descent Advisor (EDA). 

3. Unmanned Aircraft Systems (UAS) 4-D Trajectory Based Demonstration – This demonstration has two 

objectives. The first objective will utilize the advanced capabilities of UAS to serve as a testbed for 

exploring future 4-D trajectory based operational concepts. The second objective examines potential 

concepts for the wide-spread integration of UAS into the future NextGen environment. Today’s generation 

of UAS offer a perfect testbed for “trajectory based” concept validation, since they basically fly 4-D 

trajectory profiles today and are equipped with toolsets (data link, GPS, etc.) needed for 4-D. Use of UAS 

will allow the FAA to evaluate planned 4-D automation toolsets evolving in the next few years. More 

importantly to the DoD community, these demonstrations will provide a platform for validation of RTCA 

SC-203 UAS performance requirements now under development. This validation will provide the FAA 

confidence in the safety case for UAS, and allow the FAA to transition the Minimum Aviation System 

Performance Standards (MASPS) documents into guidance material such as Advisory Circulars and 

Technical Standard Orders (TSO). 

4. Virtual Tower (Staffed and Autonomous) – The Virtual Tower (VT) program will demonstrate and 

validate the potential of emerging alternative approaches for performing local and ground air traffic control 

tower operations at locations other than the current ATCT. Projected growth in air traffic and the high cost 

of building, sustaining, and replacing ATCTs necessitate the development and evaluation of new concepts 

that do not require the construction of a new tower or its co-location within or immediately adjacent to the 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 27 

airport property. Such a concept is envisioned and outlined in the JPDO’s NextGen ConOps. The ConOps 

outlines a future air traffic system in which ANSP services are provided from remote locations, not 

requiring the ANSP to be physically present in a tower or near the airport property. The Virtual tower 

demonstrations will be at field sites (medium to low density airports) that are yet to be determined. The 

field site selection for virtual towers (both staffed and autonomous) is expected to occur in FY 2008. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012.

Relationship to Performance Target 

FY 2008 demonstration activities are planned to show a near-term strategy for decreasing aircraft delays 

and a long-term 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 2009 and beyond. 

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 2009 – Performance Output Goals 

• Conduct data linked Tailored Arrival Demonstration. 

• Optimize pre-departure oceanic tools. 

• Conduct Way Point Management Oceanic Concept Demonstration. 

• Conduct Automatic Dependent Surveillance – Contract (ADS-C) “In Trail” Procedures Demonstration. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue integration of JPDO NextGen concepts into performance-based operations. 

1A09, NEXT GENERATION AIR TRANSPORTATION SYSTEM (NEXTGEN) – SYSTEM 

DEVELOPMENT 

FY 2009 Request $41.4M 

• NextGen – System Development, M49.01-02 

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 research and development program focuses on four areas: safety, capacity, human factors, and 

environment. The safety research expands information sharing and data analysis to identify and mitigate 

risks across NextGen before they lead to accidents. The capacity research develops new air traffic 

management systems and flexible airspace categories, and measures their contributions to achieving the 

three times capacity target. The human factors research increases efficiency levels in air traffic control and 

identifies new roles for air traffic controllers as more responsibility shifts to the flight crew. The 

environmental research provides new procedures, technologies, and fuels to reduce emissions, fuel burn, 

and noise. There are eight projects under this program. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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Air Traffic Control/Technical Operations Human Factors – Controller Efficiency: By 2015, this project 

will demonstrate three times improvement in air traffic controller efficiency (e.g., greater number of 

aircraft) and effectiveness (e.g., fewer operational errors) through automation and standardization of 

operations, procedures, and information. Progress will be measured by demonstrating 166 percent 

controller efficiency by 2009; 230 percent controller efficiency by 2012; and finally 300 percent controller 

efficiency by 2015. Research supports operational implementation by 2025. 

Air Traffic Control/Technical Operations Human Factors – Air/Ground Integration: This project addresses 

the controller perspective in defining the changes in roles and responsibilities between pilots and 

controllers and in functions allocated between humans and automation required to implement NextGen. By 

2015, the R&D outcome is to conduct a full mission demonstration of integrated NextGen air and ground 

capabilities for pilot separation responsibility and controller efficiency. There are a series of 

demonstrations to measure interim progress from 2011 through 2013 involving multiple research products 

and programs. Research supports operational implementation by 2025. 

Environment and Energy – Advanced Noise and Emission Reduction: By 2015, this project will 

demonstrate that aviation noise and emissions can be significantly reduced in absolute terms (to enable 

three times capacity) in a cost-effective way and reduce uncertainties in particulate matter and climate 

impacts to levels that enable appropriate action. Progress will be measured by demonstrating (with the 

project below) no environmental restrictions at 166 percent capacity by 2010; at 230 percent capacity by 

2012; and finally at 300 percent capacity by 2015. Research supports operational implementation by 2025. 

Environment and Energy – Validation Modeling: By 2015, this project will provide system knowledge to 

understand economic (including implementation) and operational impact (environmental relative to 

capacity) of NextGen system alternatives. This project measures progress on environmental improvements 

relative to new procedures, technologies, and fuels performed in the above project. Progress will be 

measured by demonstrating no environmental restrictions at 166 percent capacity by 2010; at 230 percent 

capacity by 2012; and finally at 300 percent capacity by 2015. Research supports operational 

implementation by 2025. 

New ATM Requirement: This project conducts research to develop systems that support the capacity 

enhancements for the seven solution sets of NextGen. 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. 

Operations Concept Validation – Validation Modeling: By 2015, this project will provide system 

knowledge to understand economic (including implementation) and operational impact (with respect to 

capacity improvements) of NextGen system alternatives. It will measure the proposed NextGen system 

alternatives to determine whether or not the system can meet the capacity targets of NextGen. It will 

develop methods, metrics, and models to measure capacity improvements. Progress will be measured by 

demonstrating capacity increases to 166 percent by 2010; 230 percent by 2012; and 300 percent by 2015. 

System Safety Management Transformation: This project contributes to reducing fatalities commensurate 

with increases in capacity under NextGen. By 2015, the project will provide system knowledge to 

understand implementation and operational impact (with respect to safety) of NextGen system alternatives. 

The research outcomes include an infrastructure enabling the sharing of de-identified, aggregate safety 

information derived from various government and industry sources in a protected, aggregated manner; and 

demonstrating a National Level System Safety Assessment prototype to proactively identify emerging risks 

in NextGen. Research supports operational implementation by 2025. 

Wake Turbulence – Re-categorization: This project contributes to the 2015 target to demonstrate that it is 

possible for NextGen to handle growth in demand up to three times current levels. It will focus on recategorization of airspace in three steps. By 2010, it will provide static changes using the six current 

aircraft weight categories and adjust wake separation distances to account for fleet mix changes. By 2014, 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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it will develop an alternate set of flexible airspace classifications for use under specific conditions to 

increase the capability to place more aircraft in the same volume of airspace. By 2020, it will support 

dynamic, pair-wise separation. Research supports operational implementation by 2025. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012.

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. 

Three times capacity is an aggressive target, and it drives risks associated with safety, environment, and 

efficiency. For example, achieving three times capacity could lead to similar increases in fatalities, noise 

and emissions, and the required number of air traffic controllers. The focus of this R&D program is to 

identify solutions that mitigate these 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 2009 – Performance Output Goals 

• Demonstrate 166 percent improvement in air traffic controller efficiency and effectiveness through 

automation and standardization of operations, procedures, and information. 

• Complete preliminary human error and safety analysis concerning changes in air traffic service 

provider and flight crew roles and responsibilities to manage safety of the NAS. 

• Develop control algorithms for ground, terminal area, and en route clean and quiet procedures. 

• Define existing and planned environmental mitigation methods to counter NAS constraints of today 

and for NextGen. 

• Develop requirements to exchange trajectory information between ATM systems. 

• Develop requirements to communicate data between air and ground systems. 

• Develop Aviation Safety Information Analysis Sharing Phase 2 to include NextGen member agency 

aviation safety information needs. 

• Develop enhanced analysis tools to link observed wake behavior to standards for required separation. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

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Program Plans FY 2010-2013 – Performance Output Goals 

• By 2012: 

• Demonstrate 230 percent improvement in air traffic controller efficiency and effectiveness through 

automation and standardization of operations, procedures, and information. 

• Develop method, metrics, and models to demonstrate that aviation noise and emissions can be 

significantly reduced in absolute terms to enable the air traffic system to handle growth in demand 

up to 230 percent capacity. 

• Develop method, metrics, and models to demonstrate that the system can handle growth in 

demand up to 230 percent of current levels. 

• Develop a transition plan to implement pilot separation responsibility integrated with change in 

controller role. 

• Demonstrate optimized en route operations that enhance fuel efficiency and reduce emissions. 

• Validate the Net Enabled Operations (NEO) Architecture proof-of-concept for the sharing of 

aviation safety information among JPDO member agencies. 

• By 2013: 

• Develop draft procedures and tools for 3-mile horizontal separation in all phases of flight. 

• Complete development of wake separation standards that better utilize aircraft flight 

characteristics and information concerning surrounding weather conditions. 

1A10, Next Generation Air Transportation System (NextGen) – Trajectory Based 

Operations (TBO) 

FY 2009 Request $39.5M 

• NextGen – Trajectory Based Operations, M48.01-03 

Program Description 

Trajectory Based Operations (TBO) is a critical NextGen capability that addresses performance gaps in 

increasing airspace capacity and efficiency of aircraft operating in the NAS. TBO integrates trajectory 

planning, management, and execution across the spectrum of time horizons from strategic planning to 

tactical decision making. Strategic aspects of trajectory management include the advance planning and 

scheduling of user operations by allocating airspace to meet the increased level of demand well before 

flights are scheduled to operate. Overall requests are fit into available trajectories so that the demand can 

be accommodated. The tactical aspect involves the evaluation and adjustment of individual trajectories to 

ensure safe separation is maintained when weather requires changes in the planned path of flight. The 

flexible management of aggregate trajectories enabled by TBO allows maximum access for all traffic but 

gives advantages to those aircraft with advanced capabilities that support air traffic management. 

The investment in TBO will support enhancement of automation systems for en route and oceanic flight 

and terminal operations. The ERAM, Traffic Management Advisor, and oceanic automation systems 

conflict alert, metering, and 4- dimensional software will be modified to assign and monitor flights along 

assigned trajectories. There will also be development work on improving integration of en route 

trajectories and terminal arrival procedures. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 31 

Relationship to Performance Target 

By allowing fuller use of available airspace, TBO will 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 Plans FY 2009 – Performance Output Goals 

• Initiate development of separation automation enhancements. 

• Initiate development of en route automation conflict resolution software. 

• Design point-in-space metering for Traffic Management Advisor (TMA). 

• Continue the Oceanic Trajectory Management 4-D pre-departure development. 

• Develop capabilities for limited delegation of separation authority. 

• Complete specification and full set of requirements for Flight Object (a collection of common 

information elements describing an individual flight). 

• Identify cognitive support and display change requirements for early transition to support a high 

altitude specialty. 

• Develop RNP/RNAV network to support NextGen DME concept. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue software and hardware development to support TBO. 

• Evaluate improvements to en route, oceanic, and terminal air traffic control. 

1A11, Next Generation Air Transportation System (NextGen) – Reduce Weather 

Impact 

FY 2009 Request $14.4M 

• NextGen – Reduce Weather Impact, M48.01-07 

Program Description 

Reduce Weather Impact (RWI) provides weather information for operational decision making in the NAS. 

RWI provides improved weather data for Air Traffic Management, Airline Operations Centers, and pilots 

to improve planning to avoid weather hazards and to reduce the amount of airspace closed due to weather. 

This solution set will develop the capabilities to integrate thousands of ground, airborne and satellite 

observations into a single weather information system, which will be updated continuously. 

This solution set will include improvements in the areas of observations, forecasts, dissemination and 

integration of weather information. The observation element will seek efficiencies in sensing weather data 

needed to support aviation. It will eliminate redundancy among the sensor types, system configurations 

and ground infrastructure. It will expand use of airborne and satellite sensors to provide higher resolution 

weather observations. This upgrade of weather sensing systems combined with techniques to store and 

transmit large amounts of real time weather data will accelerate and expand the information feeds to the 

forecast systems being developed. 

The forecast improvements will assimilate all this data to quickly and accurately forecast the intensity and 

future location of weather. Improved sensors and more frequent observations will provide the necessary 

data to develop consolidated forecasts for summer thunderstorms and winter storms, icing hazards, 

turbulence, wind shear conditions, visibility, volcanic ash and other weather hazards. To move to 

Trajectory Based Operations and Collaborative Air Traffic Management, it is necessary to have accurate 

data and forecasts to minimize the number of adjustments that are made to accommodate actual weather 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 32 

that differs from the forecast weather. Weather forecast improvements will also provide information to 

other decision support tools such as: Flow Contingency Management; Tactical Trajectory Management; 

and Estimated Departure Clearance Time. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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 enables the 

optimal selection of usable en route airspace and precise spacing for arriving and departing aircraft. The 

increased accuracy of forecasts and improved observations supports 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 #4.3 – Deliver the NextGen/OEP commitments.

Program Plans FY 2009 – Performance Output Goals 

• Complete Investment Analysis Readiness Decision and begin Initial Investment Analysis. 

• Develop NextGen weather transition plan. 

• Implement first generation grids for 4D icing severity and 3D national ceiling & visibility. 

• Conduct technology assessments of ground, direct, airborne, and satellite weather sensors. 

• Demonstrate optimized airborne weather observations (i.e., gaps filled and redundant observations 

eliminated). 

• Begin subsystem development on Multi-Purpose Airport Radar pre-prototype to resolve critical 

performance and cost issues. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete Initial and Final Investment Analysis. 

• Evaluate, transition, and integrate maturing R&D (e.g., improved forecasts for thunderstorms, icing, 

turbulence, etc.). 

• Evaluate ground-based and airborne sensors and observing networks. 

• Develop and evaluate prototype multifunction phased array radar. 

• Develop indices for weather (e.g., icing), calibrate weather phenomena to aircraft types, and 

characterize weather information in probabilistic terms. 

• Complete initial validation of algorithms for intermediate capability for translating probabilistic 

forecasts into traffic flow impacts. 

• Develop national weather flow models. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 33 

1A12, Next Generation Air Transportation System (NextGen) – Arrivals/ 

Departures at High Density Airports 

FY 2009 Request $18.2M 

• NextGen – Arrivals/Departures at High Density Airports, M48.01-04 

Program Description 

The primary goal of this solution set is to increase the throughput of the busiest airports. This initiative will 

develop the infrastructure to support integration of en route trajectory based operations with terminal 

procedures. When aircraft arrivals and departures are managed so that they are sequenced more precisely 

as they approach an airport or line up for departure, runway capacity can be used more efficiently. 

This goal is supported by several improvements to existing systems and by adding new systems. The 

Traffic Flow Management (TFM) system will be upgraded with improved metering technology to ensure 

aircraft arrive at the planned time to reduce maneuvering in the terminal area. High-density corridors will 

be developed to permit aircraft to fly directly to their approach path. The program to equip airports with 

ground systems that permit simultaneous approaches to closely spaced parallel runways will be expanded. 

Ground sensors that help pilots follow taxi procedures more efficiently will be installed. All of the new 

procedures will be supported by data link communications, which will allow more information to be 

provided to the pilot. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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 2009 – Performance Output Goals 

• Develop a Concept of Operations and the requirements, standards and procedures for taxi 

conformance. 

• Integrate flight data into Tower and Terminal Flow Data Systems. 

• Extend the area covered by Traffic Flow Management systems. 

• Develop systems that automate monitoring and reporting status of airport capacity. 

• Develop procedures to guide development of systems for 4D terminal operations, reduced spacing of 

aircraft, and increasing operations at closely spaced parallel runways. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue development of automation to support more intensive use of airport capacity. 

• Procure and install equipment to support simultaneous approaches to parallel runways. 

• Automate taxi instructions and the equipment to monitor aircraft following those instructions. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 34 

1A13, Next Generation Air Transportation System (NextGen) – Collaborative Air 

Traffic Management (CATM) 

FY 2009 Request $27.7M 

• NextGen – Collaborative Air Traffic Management, M48.01-08 

Program Description 

This initiative will extend collaborative air traffic management to all users of the NAS. Currently, airlines 

have very elaborate data systems to use in consulting with FAA on how to mitigate route and capacity 

constraints when severe weather problems or operational issues restrict the flow of air traffic. After this 

solution set is implemented, all users will have the opportunity to collaborate on routes and altitudes and to 

evaluate in-flight changes to their planned routes of flight. Before pilots take off they will have access to 

information that allows them to evaluate whether to accept an alternate route or adjust their schedule to fly 

at a later time or later date. 

In order to expand collaboration, Air Traffic Management (ATM) systems must be upgraded. Weather 

information will be more thoroughly integrated with the air traffic information. Information databases and 

the formats and communication protocols must be developed. There must be human factors work to 

identify appropriate ways to communicate and confer with pilots that do not fly airline aircraft. Oceanic 

automation systems must be upgraded to allow global data exchange for trans-oceanic flights. Flight Data 

Management decision support tools need to be modified to support a larger volume of inquiries. 

Development work must be done on and Airspace Resource Management System (ARMS). 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

Collaborative Air Traffic Management improves the decision-making involved in adjusting routes of flight 

and assigning altitudes when weather or other factors restrict airspace. The combination of having more 

information to make decisions and sharing that information improves the selection of alternatives. This 

results in improved efficiency, reduced delays and fuller use of the available 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 2009 – Performance Output Goals 

• Integrate weather data in Air Traffic Management (ATM) systems. 

• Determine how SWIM and Flight Object programs can be used to help non-airline pilots to 

collaborate. 

• Test use of global data exchange to enhance collaboration on oceanic flights. 

• Develop Flight Data Management Decision Support System. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue development and installation of systems supporting collaborative air traffic management. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 35 

1A14, Next Generation Air Transportation System (NextGen) – Flexible Terminal 

Environment 

FY 2009 Request $37.1M 

• A, NextGen – Flexible Terminal Environment, M48.01-09 

• B, Wake Turbulence Mitigation for Departures (WTMD) 

• C, Local Area Augmentation System (LAAS) – ATDP 

A, NEXTGEN – FLEXIBLE TERMINAL ENVIRONMENT, M48.01-09 

Program Description 

To maximize the use of available capacity at the busiest airports, aircraft operations during the busiest 

periods can require the use of advanced equipment that allows reduced separation between aircraft and 

ensures adherence to stringent navigation performance standards. Theoretical maximum capacity for a 

runway is about 60 operations per hour, but the number actually achieved is usually closer to 30. When 

aircraft use more accurate equipment and the airport and air traffic equipment are upgraded, it may be 

possible to approach the theoretical maximum number of operations. 

Tower systems for delivering clearances and monitoring the progress of aircraft moving on the surface will 

have to be upgraded. New safety systems such as Runway Status Lights will have to be installed. Data 

link systems with coded taxi instructions will have to be installed to avoid delays related to taxiway 

movements. Wake Turbulence detection systems will be installed to avoid longer separations than 

necessary between large and small aircraft. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

The busiest airports are operating near capacity several hours of the day. Installing systems to make more 

efficient use of the runways has the same effect as adding more runway capacity. Requiring aircraft to 

equip so that they can be safely operated with less separation will improve the efficiency of runway use and 

increase average daily airport 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 2009 – Performance Output Goals 

• Complete Engineering design for control of airport surface traffic. 

• Develop standards for moving maps to guide pilots as they taxi on the airport’s surface. 

• Develop and install wake turbulence detection systems. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Implement and test new surface traffic management systems. 

• Develop coded taxi messages. 

• Install equipment to monitor aircraft surface movement. 

• Support implementation of RNP/RNAV approaches. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 36 

B, WAKE TURBULENCE MITIGATION FOR DEPARTURES (WTMD) 

Program Description 

This program is producing and deploying air traffic control decision support tools and supporting 

infrastructure to safely reduce the wake turbulence separation between aircraft departing on an airport’s 

closely spaced parallel runways. National Aeronautics and Space Administration (NASA) developed the 

concept and prototype for the air traffic control departure separation decision support tool, Wake 

Turbulence Mitigation for Departures) (WTMD) which was evaluated in FY 2007 and the beginning of FY 

2008. During FY 2008, a decision was made to proceed with engineering development and production of 

the WTMD system for deployment to 10 of the 35 OEP airports that could benefit from this NASA 

technology application. The funding in FY 2009 will continue the WTMD design and production contract 

and will also fund FAA implementation and support preparations for its deployment and operation. The 

WTMD will be operational at the first airport in FY 2011. The WTMD system includes a wind profiler 

that will provide accurate airport wind information up to 1000 feet above the airport surface – vital 

information for the safe, efficient WTMD enabled reduced departure spacing on closely spaced parallel 

runway 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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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 6 to 10 more departures per hour for an airport that uses its 

closely spaced parallel runways for departures and has a significant percentage of 757 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 #3.3 – Implement airspace and airport capacity enhancements safely. 

Program Plans FY 2009 – Performance Output Goals 

• Complete critical design review of hardware and software. 

• Implementation and maintenance planning. 

• Hardware for first site designed and procured. 

Program Plans FY 2010 – 2013 Performance Output Goals 

• 2010 – WTMD production system test and evaluation (first system installed at WJHTC). 

• 2011 – WTMD capability operational at first airport. 

• 2012 – WTMD implementation continues. 

• 2013 – WTMD capability operational at last airport (WTMD systems installed at 10 airports and 

WJHTC). 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 37 

System Implementation Schedule 

Wake Turbulence Mitigation for Departures (WTMD)

First site IOC: December 2011-- Last site IOC: September 2013 WTMD

2005 2010 2015

C, LOCAL AREA AUGMENTATION SYSTEM (LAAS) – ATDP 

Program Description 

LAAS is a Ground-Based Augmentation System (GBAS) that will provide all-weather approach 

capabilities to aircraft within line-of-sight distances from airports using Global Positioning System (GPS) 

error corrections and integrity information. The corrections are delivered to aircraft via a very high 

frequency (VHF) Data Broadcast signal. 

This will improve aircraft safety during approaches and landings at airports that currently do not have 

precision guidance available. LAAS will yield the extremely high accuracy, availability, and integrity 

necessary for Category I, II, and III precision approaches. LAAS will provide a significant improvement in 

service flexibility to conduct complex terminal area procedures and landing in zero visibility conditions, 

which will result in reduced operating costs and increased access for users. The FAA will benefit from 

reduced operating costs because a single LAAS can provide service to all precision instrument runways at 

an airport versus the need to install and ILS at every runway. LAAS will also support the implementation 

of continuous descent approaches (CDA) procedures to aid noise abatement and fuel efficiency initiatives 

identified in NextGen. 

Current activities on the LAAS program include Non-Federal approval (FAR Part 171) of a Category-I 

system at Memphis airport in late 2008. Boeing and Airbus are strong advocates of LAAS as the long term 

solution for all precision approach operations and are already equipping aircraft (e.g. Boeing 787) with 

LAAS avionics. The GBAS program office seeks to leverage Category-I R&D and operational experience 

to support the development of Category-II/III capability. This strategy involves minimal changes to 

Category-I equipment and utilizes the additional performance provided by more modern autoland-capable 

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 

The LAAS program supports the goal to reduce commercial airline fatal accident rates by providing a 

navigation system whose performance exceeds existing ground based navigation systems. The LAAS will 

also improve aircraft safety during approaches and landings at airports that currently do not have precision 

guidance available. 

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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 38 

Program Plans FY 2009 – Performance Output Goals 

• Complete the certification of a Part 171 Non-Federal LAAS installation at Memphis International 

Airport. 

• Continue the requirements development and research to achieve a Cat II/III precision approach 

performance capability with a LAAS system. 

• Perform flight tests to demonstrate fuel savings from using LAAS guidance for precision approach. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete LAAS Category II/III system design. 

• Upgrade test-bed Category I LAAS system to meet performance requirements for Category II/III 

operations. 

• Flight tests to validate meeting operational requirements. 

• Expand the use of GBAS technology to other countries. 

1A15, Next Generation Air Transportation System (NextGen) – Safety, Security, 

and Environment 

FY 2009 Request $8.0M 

• NextGen – Safety, Security, and Environment, M48.01-10 

Program Description 

Implementation of new technologies will require that safety, security and environmental issues be 

addressed. Each solution set will need a thorough safety assessment to ensure that all potential safety 

issues have been addressed. New security programs are being introduced to ensure that controllers are 

aware of any unauthorized or unknown aircraft entering U.S. airspace. Aviation environmental issues are 

receiving increased attention worldwide. 

Initial funding is requested to implement the Security Integrated Tool Set (SITS). It supports automated 

threat detection and tracking, data correlation, NAS impact analysis of security or emergency actions and 

risk-based assessment. The Safety Management System will address safety issues. Environmental impacts 

will be addressed as part of the overall evaluation of new 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 1 – Achieve an average daily airport capacity for the 35 OEP airports 

of 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

NextGen capacity initiatives cannot be implemented if they have any negative impacts on safety, security 

or environmental aspects of operational performance. Examining these issues is a necessary step in putting 

any new capabilities into operational use. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #4 – Ensure a Viable Future.

• SMP Objective #4.3 – Deliver the NextGen/OEP commitments.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 39 

Program Plans FY 2009 – Performance Output Goals 

• Complete development of the Automatic Detection and Processing Terminal (ADAPT) application for 

SITS. 

• Implement new information system security measures. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue implementing component parts of SITS. 

• Evaluate information security needs for new data sharing system and implement security measures. 

1A16, Next Generation Air Transportation System (NextGen) – Networked 

Facilities 

FY 2009 Request $17.0M 

• NextGen – Networked Facilities, M48.01-05 

Program Description 

Redesigning the air traffic control system provides an opportunity to review the location and function of air 

traffic facilities. There may be more optimal configurations of these facilities to match the new 

capabilities. In addition, implementation of NextGen presents an opportunity to address other important 

issues that are key to a modernized system. The original en route facilities do not meet some of the latest 

security recommendations. If they are relocated, they can be built with a larger land buffer surrounding the 

facility. New facilities could also be sized to better accommodate taking over additional airspace when 

there is a temporary failure of an adjacent facility. 

This project will develop the future communications design for new facilities. It will determine how to 

implement new security standards recommended by the Department of Justice, and it will determine the 

optimal number and location of air traffic facilities needed to support air traffic control functions in the 

future. A side benefit will be the potential improvement in operational efficiency allowed by balancing 

workload and dynamically shifting control responsibilities to better match available staffing at these new 

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 1 – Achieve an average daily airport capacity for the 35 OEP airports 

of 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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 Plans FY 2009 – Performance Output Goals 

• Develop design for future communications network for air traffic control facilities. 

• Engineering design for NextGen facilities integration. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 1 

 40 

Program Plans FY 2010-2013 – Performance Output Goals 

• Construct new facilities. 

• Upgrade communications systems. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 

 41

ACTIVITY 2. PROCUREMENT AND MODERNIZATION OF AIR 

TRAFFIC CONTROL FACILITIES AND EQUIPMENT 

A. EN ROUTE PROGRAMS

2A01, EN ROUTE AUTOMATION MODERNIZATION (ERAM) 

FY 2009 Request $203.1M 

• 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. 

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 will be completed in FY 2008. 

ERAM Release 1 – ERAM Release 1 replaces the current Host Computer System with new software and 

hardware 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 forms the basis of ERAM radar 

controller display functionality; User Request Evaluation Tool forms the basis of the flight data processing 

and data controller display functionality; Standard Terminal Automation Replacement System radar data 

tracker provides a standard tracker, and 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 – The first two 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 42 

The ERAM technology refresh project covers the anticipated future technology refresh development and 

procurement activities required to extend the service life of ERAM hardware and software. Anticipated 

technology refresh program will 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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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 2009 – Performance Output Goals 

• ERAM Key Site Government Acceptance. 

• ERAM Key Site Initial Operating Capability. 

• ERAM Release 2 available. 

• Initiate planning for Tech Refresh. 

Program Plans FY 2010-2013 – Performance Output Goals 

• ERAM In-Service Decision. 

• ERAM Key Site Operational Readiness Demonstration (ORD). 

• 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 2015 ERAM TR

2005 2010 2015
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 43 

2A02, EN ROUTE COMMUNICATIONS GATEWAY (ECG) 

FY 2009 Request $7.4M 

• 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 System at the 

Air Route Traffic Control Centers (ARTCC). 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 added 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 is a prerequisite 

to deploying the ERAM software and hardware. 

The ECG is fully operational and technology refresh will sustain the capability of the ECG system and 

provides for purposeful evolution when opportunity permits. The ECG system was designed to ensure that 

new capabilities and additional functionality can be incorporated. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

The ECG infrastructure provides the automation system capacity and extensibility to support anticipated 

increases in air traffic and changes in the operational environment. The ECG architecture is flexible and 

expandable and is designed to support the introduction of new services, systems, and capabilities within the 

NAS. For example, the ECG system provides the capacity to increase the quantity of surveillance sources 

monitored, eliminating possible areas of airspace where no backup surveillance capability exists. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2009 – Performance Output Goals 

• Identify technology refresh and obsolescence issues. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Develop, install, test, and implement technology solutions nationally. 

• Deploy software changes in support of ERAM at all ARTCC’s. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 44 

2A03, NEXT GENERATION WEATHER RADAR (NEXRAD) 

FY 2009 Request $3.0M 

• NEXRAD Open Systems Upgrades, W02.02-00 

Program Description 

This modern, long-range weather radar detects, analyzes, and transmits the input data to display severe 

weather information on air traffic controllers’ consoles. This helps controllers to determine the location, 

time of arrival, and severity of weather conditions to enhance both flight safety and airspace capacity. 

Currently there are 158 NEXRAD systems and one supplemental weather radar funded, owned and 

operated jointly by the Tri-Agency 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, detection ability, and increasing the number of data products generated. The Open 

System Upgrades incorporate advanced technology into the existing NEXRAD system to improve its 

detection capability, update rate, resolution and clear definition of additional types of weather conditions 

within discrete atmospheric regions. 

The NWS recently awarded a $43M contract to acquire the dual polarization capability for the full 

complement of NEXRADs. A significant portion of the FY 2009 appropriation will be used to cover costs 

to procure and install dual polarization hardware on the FAA’s 12 NEXRAD platforms. Dual polarization 

will improve overall data quality of existing NEXRAD weather data products. 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 45 

Program Plans FY 2009 – Performance Output Goals 

• Provide funding to the DOC/NWS (Lead Agency) for NEXRAD Product Improvement / Open 

Systems Upgrade. 

• Update all NEXRAD systems with Super-resolution enhancements and Data Quality upgrades. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Provide funding to DOC/NWS (Lead Agency) for NEXRAD Product Improvement / Open Systems 

Upgrade. 

• Update all NEXRAD systems with Dual Polarization hardware and software modifications and Data 

Quality upgrades. 

System implementation schedule 

Next Generation Weather Radar (NEXRAD) - Open System 

Upgrades

Upgrade 1: 2006 -- Upgrade 2: 2009

2005 2010 2015

2A04, AIR TRAFFIC CONTROL SYSTEM COMMAND CENTER (ATCSCC) RELOCATION

FY 2009 Request $28.6M 

• ATCSCC – Relocation, F28.01-01 

Program Description 

The Air Traffic Control System Command Center (ATCSCC) Infrastructure Planning program will carry 

out the planning 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 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

Relationship to Performance Target 

This project will collocate the ATCSCC with another FAA facility, offering lower life cycle costs. 

Collocation will lower operating costs by eliminating 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 46 

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 2009 – Performance Output Goals 

• Award construction contract (Oct 2008). 

• Commence construction (Dec 2008). 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete installation of equipment (Jan 2011). 

• Complete commissioning (Mar 2011). 

2A05, ARTCC BUILDING IMPROVEMENTS/PLANT IMPROVEMENTS

FY 2009 Request $56.5M 

• 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. 

The program began in the mid 80’s, and 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 sustained in order to support ATC operational requirements and to 

minimize ATC delays or outages caused by infrastructure failures. The program also includes facility 

sustainment funding, 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 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.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 47 

Program Plans FY 2009 – Performance Output Goals 

• Fund Combination M-1/Automation Wing Rehabilitation project at Kansas City and Memphis. 

• Fund M-1 control room renovation project at Salt Lake and Denver. 

• 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. 

• Fund equipment relocation as required. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Fund Combination M-1/Automation Wing Rehabilitation project at Atlanta and Boston. 

• Fund M-1 control room renovation project at Fort Worth. 

• Fund Combination Host/Control Wing Basement 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. 

• Fund Administration Wing Rehabilitation project at Fort Worth, Los Angeles, and Atlanta. 

• Provide $500,000 per year per ARTCC for critical mission failure mode mitigations, local sustain, 

repairs and upgrades. 

• Conduct facility condition assessments at 10 ARTCCs. 

• Fund Administrative Wing Rehabilitation project at one site. 

• Update the national Facility Condition Assessment database. 

• Fund equipment relocation as required. 

2A06, AIR TRAFFIC MANAGEMENT (ATM) 

FY 2009 Request $90.2M 

• TFM Infrastructure – Infrastructure Modernization, A05.01-06 

• Collaborative Air Traffic Management Technologies (CATMT) –Work Package 1, A05.01-10 

• Collaborative Air Traffic Management Technologies (CATMT) –Work Package 2, A05.01-11 

• Route Availability Planning Tool (RAPT), A05.05-01 

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 use 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 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, 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. 

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 will incrementally develop and 

integrate decision support capabilities (including procedural changes and data from new automation tools to 

handle bad weather departures and landings). 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 48 

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 2 (WP 2) identifies additional new enhancements that will continue to improve the 

TFM decision support tool suite. 

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 evaluated by the FAA. This tool helps to identify 

possible routes for departure during periods of severe weather. Further study of this prototype is being 

conducted at this time to decide whether it can and should be deployed operationally. 

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 88.76 percent at the 35 OEP 

airports by FY 2011 and maintain through FY 2012. 

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, commerciallyavailable, 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 2009 – Performance Output Goals 

• Begin Initial Operating Capability (IOC) of the modernized TFM system. 

• Complete needed enhancements for RAPT. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue work on later phases of Airspace Flow Programs. 

• Deploy CATMT WP 2 performance enhancements. 

• Complete deployment of TFMS (TFM-M system). 

• Deploy the Impact Assessment and Resolution capability. 

• Refine the overall RAPT business case, determine an implementation strategy, and begin 

implementation.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 49 

System Implementation Schedule 

Traffic Flow Management (TFM)

First site IOC: September 2008 -- Last site IOC: TBD TFM

2005 2010 2015

2A07, AIR/GROUND COMMUNICATIONS INFRASTRUCTURE

FY 2009 Request $7.5M 

• Radio Control Equipment (RCE) – Sustainment, C04.01-01 

• Communications Facilities Enhancement – Expansion, C06.01.00 

• Communications Facilities Enhancement – Air/Ground Communications RFI Elimination, 

C06.03.00 

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 frequency 

interference elimination program provides modern communication and ancillary equipment at select remote 

communication facilities to eliminate interference from commercial or other radio frequency emissions and 

improve operational performance. 

The Radio Control Equipment (RCE) program replaces obsolete radio signaling and control equipment, 

which allows a controller to select and use a 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 50 

Strategic Management Process (SMP) Pathway and Objective 

RCE, CFE – Expansion:

• SMP Pathway #3 – Increase capacity where needed. 

• SMP Objective #3.3 – Implement airspace and airport capacity enhancements safely. 

A/G Communication RFI Elimination:

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2009 – Performance Output Goals 

• Attain service availability for seven CFE projects. 

• Deliver 300 RCE units for sustainment requirements. 

• Conduct investment analysis for new RCE procurement. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Provide support to CFE critical sites. 

• Install RCE units for sustainment as required. 

• Complete RCE investment analysis, baseline program, and begin procurement and implementation. 

2A08, ATC BEACON INTERROGATOR (ATCBI) – REPLACEMENT

FY 2009 Request $13.0M 

• ATC Beacon Interrogator (ATCBI) Replacement, S02.03-00 

• Beacon Only Sites – Facility Establishments, S02.03-02 

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 colocated 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 8 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 137 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 51 

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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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.

Program Plans FY 2009 – Performance Output Goals 

ATCBI-6: 

• Complete the 1 remaining ATCBI-6 system delivery from the Norfolk, VA staging facility to the site. 

• Complete IOC at the remaining 17 sites including the Beacon Only Facility Establishment sites. 

• Conduct additional maintenance training courses. 

• Continue Rotary Joint Modification and installation. 

• Complete the 3 year update of the Security Certification and Authorization Process (SCAP). 

Beacon-Only Sites (BOS) Facility Establishment: 

• Complete site construction at Yakutat, AK. 

Program Plans FY 2010-2013 – Performance Output Goals 

ATCBI-6: 

• Close out activities for the Prime Contractor, Raytheon. 

• Complete operational readiness and commissioning activities at all sites. 

• Complete Rotary Joint Modification and installation. 

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: August 2009 ATCBI-6 Repl

2005 2010 2015
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 52 

2A09, AIR TRAFFIC CONTROL EN ROUTE RADAR FACILITIES IMPROVEMENTS

FY 2009 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., Departments 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 Replacement); both standalone and those co-located with the long-range primary 

radars. Secondary beacon radars often 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 

of the en route secondary radar service outages can be directly linked to failing infrastructure. This project 

finances upgrades to the antenna drive systems and improvements to the facility infrastructure systems, 

such as power systems; engine generators; environmental control systems; electrical systems; and lightning 

protection, grounding, bonding, and shielding systems. 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. 

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. Requirements are being defined through Web-based 

surveys and site surveys. 

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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 53 

Program Plans FY 2009 – Performance Output Goals 

• Upgrade the existing Heating, Ventilation & Air Conditioning systems and Uninterruptible Power 

Sources. 

• Continue support of the Improvement of Federal Building & Equipment Program. 

• Continue upgrades to Lightning, Grounding, Bonding, and Shielding systems in accordance with FAASTD-19E. 

• Continue Phase II – Long-term upgrades to facility infrastructure. 

• Perform en route in-service engineering. 

• Continue program management support. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue Phase II – Long Term Upgrades to Facility Infrastructure. 

• Perform en route radar in-service engineering. 

• Continue program management support. 

• Perform site condition assessments on Air Route Surveillance Radar Model 1s and 2 & Air Force longrange radars (FPS). 

• Select upgrades identified by the condition assessments. 

2A10, VOICE SWITCHING AND CONTROL SYSTEM (VSCS) 

FY 2009 Request $23.3M 

• 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-toground 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 54 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2009 – Performance Output Goals 

• Continue work on internal Local Area Network (LAN) modification. 

• Continue design work on Programming Language for Microcomputers (PLM) to C software 

conversion for Ground-to-Ground switch and VSCS Common Equipment (VCE). 

• Initiate PECO Inc. power supply replacement design work. 

• Continue power supply refurbishment. 

• Continue activities for depot test equipment replacement. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue PECO Inc. power supply design. 

• Complete testing of internal LAN, PLM to C software, depot test equipment, and Training and Backup 

System (VTABS) Test Controller modification. 

• Initiate delivery of new PECO Inc. power supply. 

• Initiate delivery of modifications that result from internal LAN, PLM to C conversion, depot test 

equipment, and VTABS Test Controller modification. 

• Continue power supply refurbishment. 

System Implementation Schedule 

Voice Switching and Control System (VSCS) - Tech Refresh

First site IOC: 2002 -- Last site IOC: 2011 VSCS - TR

2005 2015 2010

2A11, OCEANIC AUTOMATION SYSTEM

FY 2009 Request $20.7M 

• 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 oceanic automation systems. Future efforts 

will provide technology refresh for the automation equipment. 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. 

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 (ADSC), and conflict resolution capability required to reduce oceanic aircraft separation from 100 nautical miles 

to 30 nautical miles. 

ATOP has been implemented at three ARTCCs. The data initially used to calculate the benefits is 

changing; therefore, there is a need to analyze this data and provide a baseline and a model to show the fuel 

savings from ATOP and provide a meaningful metric for FY 2007. Further development of the fuel burn 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 55 

model and metrics for FY 2008 and the out years, through the use of a comprehensive oceanic analysis, 

simulation and modeling capability, will be used to explore the contributing elements in 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 88.76 percent at the 35 OEP 

airports by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

ATOP will allow properly equipped aircraft (i.e., ADS-C, Controller-Pilot Data Link Communication, 

Required Navigation Performance-4 nm) 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-to-tail) 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.

Program Plans FY 2009 – Performance Output Goals 

• Perform model enhancements of fuel burn and boundary crossing models to calculate baseline fuel 

efficiency for common market pairs. 

• Conduct Independent Operational Test and Evaluation for radar at New York Center. 

• Initiate Phase B of facility modifications at Oakland Center. 

• Continue providing support of the ATOP facilities with the implementation of Preplanned Product 

Improvements. 

• Implement reduction of the separation standards in the U.S. controlled Pacific Ocean. 

• Initiate Technology Refresh of the WJH Technical Center and Anchorage ARTCC. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete Phase B of facility modifications at Oakland Center. 

• Calculate baseline fuel efficiency for additional market pairs and for all Oakland, New York and 

Anchorage flights. 

• Complete Hardware/ Technology refresh at the Oakland and New York ARTCCs. 

• Continue providing support of the ATOP facilities with the implementation of Preplanned Product 

Improvements. 

System Implementation Schedule 

Advanced Technologies and Oceanic Procedures (ATOP) 

First site IOC: June 2004 -- Last site IOC: March 2006 ATOP

2005 2010 2015
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 56 

2A12, CORRIDOR INTEGRATED WEATHER SYSTEM (CIWS) 

FY 2009 Request $5.9M 

• Corridor Integrated Weather System (CIWS), W07.02-00 

Program Description 

CIWS will improve 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 (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 locations. The CIWS will be transitioned into the NAS and 

operated and maintained from the FAA William J. Hughes Technical Center (WJHTC). 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 57 

Program Plans FY 2009 – Performance Output Goals 

• Continue operation and maintenance of CIWS prototype. 

• Complete CIWS Technology Transfer package. 

• Complete transition engineering associated with moving CIWS operations to WJHTC. 

• Secure physical resources associated with operating CIWS at WJHTC. 

• Procure CIWS hardware and install at WJHTC. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue operation and maintenance of CIWS prototype. 

• Complete installation of CIWS at WJHTC. 

• System testing of CIWS at WJHTC. 

• CIWS operations and maintenance will be transitioned to WJHTC. 

2A13, SAN JUAN RADAR APPROACH CONTROL (CERAP) 

FY 2009 Request $6.0M 

• San Juan Facility Remediation, F08.01-01 

Program Description 

The San Juan Center Radar Approach Control (CERAP) was constructed in 1964 and was designed 

especially to resist hurricane forces. A structural evaluation completed in July 2005 identified significant 

deficiencies for several of the onsite buildings. Extensive structural modifications are necessary to bring 

the facility into code compliance and to protect the occupants. Efforts are underway to determine the best 

solution for upgrading this servicve to reduce the risk for disruption of air traffic 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

Sustaining the service at San Juan CERAP (ZSU) supports the FAA Flight Plan Capacity goal by 

maintaining the air traffic control services offered in the region. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2009 – Performance Output Goals 

• Develop plan for future San Juan ATC facility. 

Program Plans FY 2010-2013 – Performance Output Goals 

• None. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 58 

2A14, NEXT GENERATION VHF AIR-TO-GROUND COMMUNICATIONS SYSTEM 

(NEXCOM)

FY 2009 Request $46.4M 

• 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 (Origionally included with 2A07, Air/Ground Communications Infrastructure) 

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 

Program Description 

The NEXCOM program replaces and modernizes the aging and obsolete NAS air-to-ground (A/G) analog 

radios. Replacing the radios is part of a larger program to eliminate existing NAS limitations that will 

affect the air traffic system’s capability to effectively manage the projected U.S. air traffic requirements of 

the future. These limitations include FAA very high frequency (VHF) radio frequency spectrum saturation, 

inadequate A/G radio equipment maintainability and reliability, and lack of A/G information security and 

communications control. 

NEXCOM's new radio technologies support the FAA's goal of Greater Capacity by making more efficient 

use of existing spectrum. Furthermore, replacing very old radios and their higher failure rates with newer 

radios will reduce the future growth rate of O&M costs, a cost avoidance. 

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. The ATC paradigm shift from workload-intensive 

tactical control to automation-assisted strategic traffic management needs 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. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 59 

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 2009 – Performance Output Goals 

• Segment 1a: Procure 2,004 (13,796 out of 15,800-87%) and install 2,404 (10,196 out of 15,800 – 

65%) additional MDRs in En Route facilities. 

• Segment 2: Conduct investment analysis. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Segment 1a: Procure 1,196 (15,800 total-100%) and install 5,640 (15,800 total – 100%) additional 

MDRs in En Route facilities, by September 30, 2013. 

• Segment 2: Complete investment analysis, baseline program, and begin procurement and 

implementation of new radios that will service the high-density terminal areas and the flight service 

operations. 

System Implementation Schedule 

Next-Generation VHF A/G Communications System 

(NEXCOM) – Segment 1a

First site IOC: July 2002 -- Last site IOC: September 2013 NEXCOM Seg 1a

First Site Decom: July 2022 -- Last Site Decom: September 2032

2005 2015 2010

B, COMMUNICATIONS FACILITIES ENHANCEMENT – UHF REPLACEMENT, C06.04.00

(ORIGIONALLY INCLUDED WITH 2A07, AIR/GROUND COMMUNICATIONS 

INFRASTRUCTURE) 

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. The Backup Emergency Communications 

replacement program provides a dedicated channel/sector in place of a priority-based, shared outlet system 

and replaces a 1970s technology system that is logistically unsupportable. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

This UHF radio replacement program provide communications infrastructure that makes airspace 

restructuring feasible. It also will reduce the number of outages and enhance communications capacity by 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 60 

replacing aging and increasingly unreliable communications equipment with modern equipment. This 

program 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 2009 – Performance Output Goals 

• Procure and begin installation of 1,512 UHF Radios (8,638 total out of 11,780-73%). 

Program Plans FY 2010-2013 – Performance Output Goals 

• Procure and begin installation of 3,142 UHF Radios (11,780 total-100%). 

System Implementation Schedule 

Communications Facilities Enhancement – Ultra High 

Frequency (UHF) Radio Replacement

First ORD: June 2004 -- Last ORD: September 2013 UHF Radio Repl

2005 2010 2015

2A15, SYSTEM-WIDE INFORMATION MANAGEMENT (SWIM)

FY 2009 Request $41.0M 

• System Wide Information Management (SWIM), A31.01-01 

Program Description 

The System Wide Information Management (SWIM) Program is an information management and data 

sharing system for the NextGen. SWIM will provide policies and standards to support data management, 

and the formats needed to enter data to NAS systems, retrieve it, 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 61 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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-to-application data exchange. SWIM will reduce redundancy of information (multiple sources 

of information adds cost and increases risk for using slightly different information for similar decisions) 

and will facilitate horizontal (cross-federal) information-sharing. SWIM is a program for collaboration and 

consolidation through information technology. To the extent possible, SWIM will be built into existing 

NAS systems instead of being acquired as a new, standalone capability. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.4 – Reduce Unit Cost of ATO Operations.

Program Plans FY 2009 – Performance Output Goals 

• Identify initial set of SWIM standards and make them available to both internal users and external 

users such as U.S. Department of Defense (DoD), Department of Homeland Security (DHS) and 

airline operations centers to govern their access to FAA’s traffic flow and flight management data. 

Program Plans FY 2010-2013 – 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). 

2A16, AUTOMATIC DEPENDENT SURVEILLANCE BROADCAST (ADS-B) – NATIONAL 

AIRSPACE SYSTEM (NAS) WIDE IMPLEMENTATION

FY 2009 Request $300.0M 

• Automated Dependant Surveillance - Broadcast (ADS-B) National Implementation – Segment 

1 and 2, S10.04-01 

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 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 62 

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 non-ADS-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 sub-function 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 graphical and textual weather reports and forecasts, Special Use Airspace 

Information, Notices to Airmen, and other aeronautical information. 

Segment 1 of the program requires two In-Service Decisions. The first is scheduled for December 30, 

2008, and will provide the authority to proceed with NAS-Wide deployment of Essential Services TISB/FIS-B. The second is scheduled for September 30, 2010, and will provide the authority to proceed with 

NAS-Wide 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 2009 and the schedule for deployment of services for 

the remainder of the NAS will be developed jointly by the FAA and the service provider, ITT, based on a 

roadmap that will provide for maximum operational benefit and based on the potential for early equipage 

and a 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 88.76 percent at the 35 OEP 

airports by FY 2011 and maintain through FY 2012. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 63 

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 2009 – Performance Output Goals 

• In-Service Decision for Broadcast Services. 

• Deliver enhanced communications and weather services to the Gulf of Mexico. 

• Complete Operational Service & Environment Definition for surface alerting. 

• Complete Operational Performance Assessment for surface alerting. 

• Complete hazard analysis for surface alerting. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Initial Operating Capability (IOC) for ADS-B at Louisville. 

• IOC for ADS-B at Gulf of Mexico. 

• IOC for ADS-B at Philadelphia. 

• IOC for ADS-B at Juneau. 

• Surveillance and Broadcast Service In-Service Decision for ADS-B. 

• Complete required rule making to support ADS-B Services. 

• Complete TIS-B & FIS-B deployments & continue ADS-B deployments. 

• 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 2008 -- Last site IOC: 2013 ADS-B Nat Impl

2005 2010 2015

2A17X, AUTOMATED DETECTION AND PROCESSING TERMINAL (ADAPT) 

FY 2009 Request $0.0M 

• Automated Detection & Processing Terminal (ADAPT), A29.01-01

Program Description 

The ADAPT will be used to validate the identity and legitimacy of the aircraft operating within or entering 

the NAS. 

For years the Air Traffic Control System has possessed a capability called Beacon Code Interrogator. The 

aircraft transmits a signal that identifies the aircraft call sign and altitude as just two of many sets of 

information that may be exchanged between the air and ground systems. Mode 3/A is the common military 

and civil mode for aircraft identification. This system is also called within the military and civilian 

application as IFF or Identification Friend or Foe. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 64 

This capability has supported identification of aircraft as they enter the NAS approaching the Air Defense 

Identification Zones (ADIZ) on our borders. Since the attacks of 9/11, the focus or the “mission need” of 

identifying “friend or foe” is now required inside domestic airspace in addition to aircraft approaching an 

ADIZ. 

ADAPT is a highly integrated set of database systems provided by FAA, Commerce, Department of 

Homeland Security, and Transportation Security Administration of all aircraft approved or not approved to 

fly in the NAS. The database is integrated with the Enhanced Traffic Management System (ETMS) and the 

Aircraft Situation Display (ASD). Once flight plan data (Aircraft Call Sign/Registration) is entered into 

ETMS via the HOST/ERAM, the ADAPT database compares its data against the ETMS Beacon Code 

aircraft related data. If questionable data, data mismatches, or data unsubstantiated by any of the many 

integrated databases etc. are detected and associated with the interrogated aircraft operating within the 

system, the associated aircraft data block or beacon code color changes to red on the ASD. 

This aircraft is now a “target of interest” and its red data block visually alerts specialists within the FAA 

and various security agencies (external to FAA) of a possible threat. This decision support tool then 

enables tracking, monitoring, and analysis. Sensitivity towards the targets position and tracking to 

temporary flight restrictions, Restricted Areas, nuclear facilities, VIP movements, etc. will heighten the 

criticality and immediacy of decision processes towards the identified target. 

ADAPT is currently a working prototype that is partially integrated into daily operations on a limited basis. 

The implementation goal is to fully integrate the capability into FAA en route control centers (ARTCC), 

the Air Traffic Control Systems Command Center (ATCSCC), and identified homeland security priority 

locations/facilities. 

Relationship of Program to DOT Strategic Goal, Objective, & Performance Target 

• DOT Strategic Goal 5 – Homeland and National Security.

• DOT Strategic Outcome 1 – Balance homeland and national security transportation requirements 

with the mobility needs of the Nation for personal travel and commerce. 

• DOT Strategy – Support and implement U.S. security strategies and plans related to 

transportation. 

Relationship to Performance Target 

ADAPT provides a new capability for homeland and national security by identifying suspect aircraft prior 

to entering and also identifying aircraft already flying within the NAS that pose a threat. This capability 

improves national security and directly supports the FAA’s role in that mission. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence

• SMP Objective #1.7 – Support national aviation security needs.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 65 

B. TERMINAL PROGRAMS

2B01, AIRPORT SURFACE DETECTION EQUIPMENT – MODEL X (ASDE-X) 

FY 2009 Request $32.7M 

• 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 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 local airport air traffic controllers. There are 3 types 

of ASDE-X installations: new establishments (airports with no current surface surveillance capability), 

replacements (airports where existing Airport Surface Detection Equipment Model 3 (ASDE-3)/ Airport 

Movement Area Safety System (AMASS) systems will be replaced with ASDE-X), and ASDE-X Upgrade 

sites [airports where the ASDE-3 systems will be upgraded with ASDE-X capability (multilateration, 

fusion tracking, color displays, and ASDE-X safety logic replaces AMASS)]. The main difference between 

the ASDE-X and ASDE-X Upgrade configurations is the surface surveillance transmitter/radar antenna. 

ASDE-X uses the new Surface Movement Radar while the ASDE-X Upgrade uses the existing ASDE-3 

radar. ASDE-X is planned for deployment to 35 operational sites (10 new establishments, 4 replacements, 

and 21 ASDE-X Upgrades) and three support systems. 

An analysis by the ASDE-X Team determined that a technology refresh is required for system hardware, 

but not software. The hardware refresh will begin in 2012 and be required every five years thereafter. 

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, including 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 and critical Category A & B runway 

incursions. ASDE-X Safety Logic is an enhancement that uses surveillance information from ASDE-X to 

determine if the current and/or projected positions and movement characteristics of tracked aircraft and 

vehicles present a potential collision situation. Visual and audible alerts are provided to the 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 2009 – Performance Output Goals 

• Achieve Initial Operating Capability (IOC) of 6 out of 35 (49% complete) ASDE-X sites. 

• Deliver 12 out of 35 (74%) undelivered ASDE-X systems. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 66 

Program Plans FY 2010-2013 – Performance Output Goals 

• Deliver last 4 out of 35 (100%) ASDE-X systems. 

• Achieve IOC at last 15 out of 35 (100%) ASDE-X systems. 

• For the technology refresh in FY 2012 and FY 2013, replacements will be implemented for the 

following system components: Keyboard-Video-Mouse (KVM) Extender (Transmitter), KVM 

Extender (Receiver), Transmitter Module Assembly (Remote Unit), Printed Wire Assembly (PWA) 

Receiver (Remote Unit), PWA Enhanced Decoder (Remote Unit), 56K modem (Remote Unit) and the 

Central Processing Unit Assembly (Data Processor). 

System Implementation Schedule 

Airport Surface Detection Equipment – Model X (ASDE-X)

First ORD October 2003 -- Last ORD: February 2011 ASDE-X

First Site Decom: October 2028 -- Last Site Decom: September 2029

2005 2010 2015

2B02, TERMINAL DOPPLER WEATHER RADAR (TDWR) – PROVIDE

FY 2009 Request $6.1M 

• 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 an increasing number of National 

Weather Service weather forecast offices. 

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 service life extension program are scheduled to be completed in 

2013. 

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). 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plans FY 2009 – Performance Output Goals 

• Install TDWR Radar Data Acquisition (RDA) Retrofit Units at 15 operational sites. 

• Install TDWR elevation gears (bearings) and lube stations at 6 operational sites. 

• Buy 20 TDWR brushless antenna drive motor modification kits and install one at an operational site. 

Program Plans FY 2010-2013 – Performance Output Goals 

• FY 2010 – Modify 15 sites with production RDA mod kits; modify 8 sites with new elevation bearings 

and lube stations; procure 18 production antenna drive systems and install 9 of them. 

• FY 2011 – Modify 15 sites with RDA production mod kits; modify 8 sites with new elevation bearings 

and lube stations; procure the last 9 antenna drive systems. 

• FY 2012 – Modify 8 sites with new elevation bearings and lube stations; install 16 antenna drive 

systems; install the last RDA production mod kit. 

• FY 2013 – Modify 5 sites with new elevation bearings and lube stations; install 5 production antenna 

drive systems. 

System Implementation Schedule 

• RDA Retrofit: Complete last modification in FY 2012. 

• Elevation Drive Enhancement: Complete last modification in FY 2013. 

• Brushless Drive Motors and controllers: Complete last modification in FY 2013. 

2B03, STANDARD TERMINAL AUTOMATION REPLACEMENT SYSTEM (STARS) (TAMR

PHASE 1) 

FY 2009 Request $28.2M 

• Standard Terminal Automation Replacement System – Technical Refresh (TAMR Phase 1), 

A04.01-01 

• Standard Terminal Automation Replacement System – Terminal Enhancements, 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, high-resolution, 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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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 

new a facility. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

As of June 30, 2006, STARS had an adjusted equipment availability of 99.9995% at all operational sites. 

(Source: National Outage Database, through May 2007) STARS is fully operational at 18 (out of a total of 

35) 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 2009 – Performance Output Goals 

• Complete initial phase of 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 2010 –2013- 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

2005 2010 2015
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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2B04, TERMINAL AUTOMATION MODERNIZATION/ REPLACEMENT PROGRAM (TAMR

PHASE 3) 

FY 2009 Request $3.0M 

• A, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, A04.07-01 

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 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 Air Traffic Control Towers (ATCT) throughout the NAS. 

TAMR Phase 3, when approved, would begin the modernization/replacement of automation systems at the 

remaining 106 TRACONS not being addressed by the investments in other earlier phases of the program. 

The FAA will continue to sustain the automation systems at these sites while monitoring system 

performance to identify any deterioration in service for these systems. 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 2009 – Performance Output Goals 

• Begin planning, investment analysis, and business case development activities for Phase 3 to address 

performance shortfalls at the remaining 106 ARTS sites. 

Program Plans FY 20010-2013 – Performance Output Goals 

• To Be Determined - pending JRC decision.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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2B05, TERMINAL AUTOMATION PROGRAM

FY 2009 Request $4.3M 

• A, Flight Data Input/Output (FDIO) Replacement, A01.11-01

• B, Terminal Sustainment, A03.04-01 

A, Flight Data Input/Output (FDIO) Replacement, A01.11-01 

Program Description 

FDIO equipment provides standardized flight plan data, safety related data, and other information to air 

traffic controllers at TRACON and ATCT facilities. FDIO 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 equipment operates on older 1980s technology that is becoming unsupportable. Over 500 

ATCTs and TRACON facilities have FDIO equipment. The on-going FDIO Replacement program 

replaces the end-of–life/obsolete/near obsolete FDIO equipment with fully compatible (form/fit/function) 

COTS equipment. The FDIO Replacement configuration provides redundancy by installing 2 Remote 

Control Units (RCUs). New thermal printers replace the aging 9 pin dot matrix printers. It also includes an 

extensive lightning protection configuration that provides grounding for all FDIO peripherals, which 

prevents damage to the FDIO system. 

En Route centers (ARTCCs) distribute FDIO data to ATCTs and TRACONs using the original 1980s 

equipment with no nationally approved replacement program in place until 2012 (ERAM release 2 or 3). 

The FDIO Replacement program for centers will replace end-of-life/obsolete FDIO equipment with new 

components that will establish a common base Internet Protocol infrastructure to meet the future 

ERAM/SWIM architectural needs 

Additionally, the FAA FDIO Replacement program provides acquisition and engineering support to 

Department of Defense (DoD) facilities with FDIO equipment in accordance with memoranda of 

agreement. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 2009 – Performance Output Goals 

• Continue to procure hardware and software for 30 systems to replace equipment in the field. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue to procure hardware and software for 30 systems per year to replace equipment in the field. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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B, Terminal Sustainment, A03.04-01 

Program Description 

The Terminal Sustainment program will continue to maintain existing FAA Automated Terminal Radar 

Systems (ARTS) and their associated displays. These older systems are upgraded with new functionalities 

and component replacements to sustain operational needs. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

Maintaining the Common ARTS systems, by addressing hardware and/or software issues, will ensure the 

systems can handle air traffic growth and accommodate changes to meet future air traffic safety and 

capacity demands. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2009 – Performance Output Goals 

• Continue to fix problem reports and perform hardware maintenance on ARTS IIE and IIIE systems. 

• Reduce the number of Program Trouble Reports. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue to fix problem reports and perform hardware maintenance on ARTS IIE and IIIE systems. 

• Reduce the number of Program Trouble Reports, which identify software problems. 

2B06, TERMINAL AIR TRAFFIC CONTROL FACILITIES – REPLACE

FY 2009 Request $134.3M 

• A, ATCT/TRACON Replacement, F01.02-00 

• X, Terminal PCS Moves, M51.01-01 

A, 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 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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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 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 aerial 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 2009 – Performance Output Goals 

• Start construction at five sites. 

• Equipment installation and commissioning seven sites. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue siting studies, design, site work, construction, electronic design, electronic installation, and 

decommission and restoration. 

• Provide Other Transaction 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.] 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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X, Terminal PCS Moves, M51.01-01 

Program Description 

This project supports the Terminal Facilities Program by providing Permanent Change of Stations (PCS) 

funding to support the cost of relocating controllers from their existing facility to a new collocated facility. 

Construction of a new airport traffic control tower triggers a review of whether it would be more cost 

effective to combine its associated TRACON with adjacent TRACONs or to rebuild it as an independent 

facility. If a decision is made to collocate TRACONs, the controllers at those facilities would be relocated 

to the new facility. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

Relationship to Performance Target 

 Generally, collocating TRACONs whenever possible saves taxpayer money by eliminating the need for 

FAA to operate and maintain multiple facilities, automation systems, voice switches, and the overhead 

associated with the TRACON infrastructure. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Services.

• SMP Objective #2.4 – Reduce Unit Cost of Operations.

2B07, ATCT/TERMINAL RADAR APPROACH CONTROL (TRACON) FACILITIES –

IMPROVE

FY 2009 Request $37.9M 

• 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, hazardous materials, 

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 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 2009 – 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. 

Program Plans FY 2010-2013 – 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 2009 Request $8.4M 

• 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. To date, this program has replaced 378 of 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 75 

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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 2009 – Performance Output Goals 

• Deliver 10 new voice switches to terminal facilities. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Deliver terminal voice switches at the rate of 10 per year to various FAA terminal facilities until 

program total reached. 

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

2005 2010 2015

2B09, NAS FACILITIES OSHA AND ENVIRONMENTAL STANDARDS COMPLIANCE

FY 2009 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 and 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 policy development, 

technical assistance, employee training, compliance monitoring, and corrective actions, EOSH Services 

strives to integrate risk management into each level of the ATO infrastructure lifecycle: from system and 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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facility design, through infrastructure management, and decommissioning. The OSHA and Environmental 

Compliance program directly supports ATO strategic objectives of operational excellence and sound 

financial management through: 

1. Supporting workforce productivity through the proactive management of workforce health and 

safety in the form of training, awareness, and building a total safety culture; 

2. Enhancing NAS operational integrity through the design, maintenance, and decommissioning of 

facilities and equipment that meet compliance requirements and thereby avoid temporary and 

long-term shutdowns; 

3. Identifying, mitigating, and managing corporate environment, safety and health liabilities

that may impose significant financial costs on the Agency. 

To achieve its mission, EOSH Services manages 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 – Make the organization more effective with stronger leadership, increased 

commitment of individual workers to fulfill organization-wide goals, and a better prepared, better 

trained, safer, diverse workforce. 

• FAA Performance Target 3 – 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 2012. 

Relationship to Performance Target 

In support of the workplace injury and illness performance target, ATO will meet the following activity 

targets: 

• ATO managers will use at least two means of communication, such as meetings, informal 

discussions, and awareness experiences, to inform employees of available Occupational Safety 

and Health (OSH) policies and safe work practices by July 26, 2009. 

• ATO will conduct an EOSH program evaluation in each service area to evaluate program 

effectiveness no later than August 21, 2009. 

• ATO will continue to conduct and document workplace inspections at ATO facilities by July 31, 

2009. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline. 

• SMP Objective #2.4 – Reduce Unit Cost of Operations.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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Program Plans FY 2009 – Performance Output Goals 

• Initiate fire life safety upgrades for 20 ATCTs. 

• Perform system hazard analysis on at least five new/emerging NAS system. 

• Support acquisition management organizations by providing OSH and environmental technical 

assistance on five systems. 

• Finalize existing EOSH training standards into uniform course titles. 

• Establish consistent annual OSH inspection information for selected NAS facilities. 

• Implement national Arc Flash analysis implementation guidance. 

• Implement implementation guidance for fall protection program with respect to rescue from heights. 

• Conduct at least one field review for hearing conservation program. 

• Conduct at least one indoor air quality program field review. 

• Conduct at least one environmental compliance program field review. 

• 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. 

• Continue implementation of ATO Environmental Management System (EMS). 

Program Plans FY 2010-2013 – Performance Output Goals 

• Initiate fire life safety upgrades for 80 ATCTs. 

• Perform system hazard analysis on at least one new/emerging NAS system per year. 

• Support acquisition management organizations by providing OSH and environmental technical 

assistance on five systems per year. 

• 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. 

• Continue implementation of ATO EMS. 

2B10, AIRPORT SURVEILLANCE RADAR (ASR-9) 

FY 2009 Request $8.8M 

• 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 ASR-9 and Mode S surveillance systems were designed and fielded in the 80’s/90’s and are quickly 

reaching the end of their service life. Studies conducted in 2000 – 2003 revealed that continued investment 

is required to sustain the current level of surveillance services provided by these systems. 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 longterm solutions to ensure continued surveillance services at ASR-9/Mode-S sites (Phase 2). 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 78 

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 will implement modifications to the ASR-9 transmitter at all sites to 

improve the reliability and maintainability of these systems. Phase 2 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 Surveillance Roadmap Decision, and the Automatic 

Dependent Surveillance-Broadcast (ADS-B) backup 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 ASR-11. The SLEP projects being performed will address the most critical performance 

issues in order to improve system reliability, thus preventing delays due to radar outages at the high activity 

airports. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2009 – Performance Output Goals 

Phase 1B

• Continue installation of the ASR-9 transmitter modification at operational sites. 

Phase 2

• Commence ASR-9 Phase 2 modification development and begin implementation at operational sites. 

Program Plans FY 2010-2013 – Performance Output Goals 

Phase 1B

• Complete ASR-9 transmitter modification installations. 

Phase 2

• Complete ASR-9 Phase 2 modification development and continue implementation at operational sites. 

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

2005 2010 2015
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 79 

2B11, TERMINAL DIGITAL RADAR (ASR-11) 

FY 2009 Request $17.1M 

• A, ASR-11 – ASR-7/ASR-8 Replacement, DoD Takeover, New Establishments, S03.02-01

• B, ASR-11 – Tech Refresh, S03.02-04 

A, ASR-11 – ASR-7/ASR-8 Replacement, DoD Takeover, New Establishments, 

S03.02-01 

Program Description 

The ASR-11 radar system replaces the aging ASR-7/8s and Air Traffic Control Beacon Interrogator 

(ATCBI) - Model 4/5s with a single, integrated digital primary and secondary radar system. The ASR-11 

radar interfaces with legacy automation systems, as well as digital automation systems. 

The ASR-11 radar system also provides six-level National Weather Service calibrated weather capability. 

This six-level weather data presented on air traffic control displays will result in significant improvement in 

situational awareness for both controllers and pilots for weather in the proximity of the airport. This 

weather capability is not available with the existing ASR-7/8 radar systems. 

The ASR-11 radar program will also replace the aging infrastructure with new radar support equipment and 

building modifications, including advanced grounding/bonding and lightning protection systems, digital or 

fiber optic telecommunications, emergency backup power supplies, and enhanced physical security. 

The program was originally scheduled to provide 112 ASR-11 radar systems. In FY 2005, FAA 

established an interim program baseline to deploy the ASR-11 radar system to 66 sites. The FAA 

completed an alternative analysis in FY 2006 and determined that additional systems would not be 

procured. There will be 38 ASR-8 radars that will 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

The ASR-11 radar system provides improved reliability and maintainability compared to existing legacy 

ASR-7/8 systems. The ASR-11 system provides technology that will improve mean time to repair and 

mean time between outage performances over 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, 

will reduce 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 2009 – Performance Output Goals 

• Deliver 6 ASR-11 systems. 

• Complete Initial Operating Capability of systems at 11 sites. 

• Procure 13 demolitions/restorations. 

• Start demolition/restorations at 13 legacy ASR-7/8 system sites. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 80 

Program Plans FY 2010-2013 – Performance Output Goals 

• Start demolition/restorations at 21 legacy ASR-7/8 system sites. 

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

2005 2010 2015

B, ASR-11 – Tech Refresh, S03.02-04 

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 operation of the radar system through its designated 

lifecycle. Segment 1 Tech Refresh (FY 2009 – FY 2013) is included in this program description and 

Segment 2 (Beyond FY 2013) will be delineated in later submissions. 

Segment 1: The Low Overhead Array Processors (LOAP), which are used in the signal processor cabinet 

are 1980's technology and are no longer in production. Current processor and memory utilization of some 

of these processor cards run at 80-90%. There is no possibility for expansion using these cards, and adding 

additional processor cards to distribute the processing would require major software modification and recoding. The vendor did buy a large number of the processors to support all systems procured through FY 

2007 over their expected lifetime. 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 upgrade based upon these development discussions is the 

Advanced Signal Data Processor (ASDP) that is a replacement to the existing signal processor cabinet. 

The ASDP will be implemented in the production systems available in FY 2008 and beyond from the 

vendor. It is likely the existing systems will be retrofitted, because changing signal processors in deployed 

systems will have major benefits. 

The funding planned for FY 2008 through FY 2015 for Technology Refresh will be used to retrofit the 

signal processor cabinet with the ASDP modification kits for the 66 systems procured by the FAA. 

The major objectives of the ASDP are: 

• Develop form-fit-function (drop-in) replacement for the Signal Data Processor, including 

elimination of the LOAPs. 

• Use scalable hardware and software architecture to permit easy future growth with minimal cost 

and effort. 

• Use COTS processing technology and backplane. 

• Increase available spare memory capacity over 100%. 

Beginning in FY 2009 the Technology Refresh effort will start replacing and upgrading known obsolete 

ASR-11 COTS hardware and software to ensure the continued operation of the radar system through its 

designated lifecycle. The effort will replace the obsolete hardware cards within the signal data processing 

card rack with the ASDP. The ASDP reduces the number of processing cards from 16 to 3. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 81 

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 LOAPs, and beam/ Sensitivity Time 

Constant (STC) cards. The ASDP design reduces the total number of supported cards for the ASR-11 

system from 16 to three, 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. 

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 2009 – Performance Output Goals 

• Procure 14 ASDPs. 

• Deliver and install 10 out of 66 ASDPs. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Procure 52 ASDPs 

• Deliver and install 48 out of 66 ASDPs. 

2B12, DOD/FAA FACILITIES TRANSFER

FY 2009 Request $1.4M 

• DoD/FAA ATC Facility Transfer/Modernization – Original Program, F04.01-00 

Program Description 

In a few locations, the FAA has allocated responsibility for air traffic control to Department of Defense 

facilities, and in other locations, FAA air traffic control equipment has been located on military bases. 

When these bases were identified for closure under the Base Closure and Realignment Act of 2005, the air 

traffic control facilities were transferred to FAA. Modernization of existing military systems is essential to 

ensure they meet NAS performance requirements. At each transferred site, the FAA must engineer, 

construct, install, certify, and commission modernized NAS systems. Types of systems modernized by this 

program include: communications, weather surveillance, navigation, power, automation, and security. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012.

Relationship to Performance Target 

This program sustains the capacity previously allocated to military facilities and enhances the reliability of 

air traffic control (NAS) equipment acquired by facility transfers. It also provides modernization of legacy 

military systems in the NAS, and sustains adjusted operational availability for the reportable facilities that 

support the 35 OEP airports. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 82 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

Program Plan FY2009 – Performance Output Goals 

• Continue installation of a modernized power distribution system at El Toro, California 

• Conduct a flight inspection at Bermuda per the FAA/Government of Bermuda memorandum of 

cooperation, AIA/CA-79. 

• Design and install security and utility modernization at base closure sites in Willow Grove, PA and 

Brunswick, ME. 

Program Plan FY2010-2013 – Performance Output Goals 

• Continue modernization at Brunswick, Maine. 

• Conduct flight inspections at Bermuda per the FAA/Government of Bermuda memorandum of 

cooperation, AIA/CA-79. 

• Complete modernization at El Toro, California. 

• Complete modernization at Willow Grove, Pennsylvania. 

• Complete modernization at C.E. Kelly, Pennsylvania. 

2B13, PRECISION RUNWAY MONITOR

FY 2009 Request $1.0M 

• Precision Runway Monitor (PRM), S08.00-00 

Program Description 

The PRM system uses a highly accurate electronic scan (e-scan) radar that tracks and processes aircraft 

targets at a 1-second update rate (as opposed to 4.8 seconds with conventional radars). The PRM system 

provides controllers with automatic alerts and high-resolution displays that, in conjunction with specific 

procedures, enables pilots to fly simultaneous independent approaches to parallel runways spaced less than 

4,300 feet apart during Instrument Meteorological Conditions. Without PRM, these closely-spaced parallel 

runways can be used for simultaneous independent approaches only during Visual Meteorological 

Conditions. The inability of pilots to conduct such approaches during adverse weather reduces throughput 

and increases delays. 

The surveillance roadmap shows the transition from the use of existing surveillance radar systems to ADSB as the primary means of surveillance. This roadmap identifies a requirement to investigate other sites 

that may be candidates for installation of the multilateration Precision Runway Monitor Alternate (PRM-A) 

system and to investigate the feasibility/necessity for performing a Service Life Extension Program on the 

existing legacy PRM systems. FY 2009 funding will support these activities. 

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 1 – Achieve an average daily airport capacity for the 35 OEP airports 

of 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

Relationship to Performance Target 

The PRM program supports the FAA greater capacity goal by allowing more aircraft to land during 

Instrument Meteorological Conditions at airports with closely spaced parallel runways. Normally, the 

capacity of an airport to handle arriving aircraft is reduced when visibility is restricted, which results in 

delays. PRM provides a high update rate radar capability that feeds a very accurate display of respective 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 83 

aircraft positions, enabling controllers to ensure that simultaneous independent approaches to parallel 

runways less than 4,300 feet apart are safe during low visibility conditions. Aircraft approaching an airport 

without PRM during low visibility conditions must be alternated along parallel approach paths, which 

diminishes the airport’s effective capacity and causes delays. 

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. 

2B14, RUNWAY STATUS LIGHTS (RWSL) 

FY 2009 Request $27.0M 

• Runway Status Lights (RWSL) – Segment 1, S11.01-02 

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 19 operational and 2 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 2012. 

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. 

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 2009 – Performance Output Goals 

• Award a contract for software design, development, test, and implementation activities at a key site at 

an operational airport. 

• Procure two FAA support systems for the Academy and Program Support Facility. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 84 

Program Plan FY 20010-2013 – Performance Output Goals 

• First ORD in FY 2010. 

• Procure systems for deployment to 18 out of 19 operational sites. 

• Complete installation of 16 of 19 operational sites. 

• Complete ORD of 16 of 19 operational sites. 

System Implementation Schedule 

Runway Status Lights (RWSL)

First site IOC: August 2010 -- Last site IOC: July 2014 RWSL

2005 2010 2015

2B15, NATIONAL AIRSPACE SYSTEM VOICE SWITCH (NVS) 

FY 2009 Request $10.0M 

• NAS Voice Switch, C05.03-01 

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. ATC 

communications service affects safety, traffic flow capacity, and efficiency. 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 non-peak operations. 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

Voice switches provide a critical function to ATC communications by configuring and controlling 

communications between and among ATC service providers and users. ATC communications service 

affects safety, traffic flow capacity, and efficiency. 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 85 

Program Plans FY 2009 – Performance Output Goals 

• Complete investment analysis activities. 

• Achieve executive decision to initiate program. 

• Initiate industry prototyping. 

• Finalize solution analysis and costing. 

• Start source selection. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Achieve JRC decision to proceed with program. 

• Complete industry prototyping. 

• Award contract and initiate development of system. 

• Achieve IOC of Terminal Systems. 

2B16, WEATHER SYSTEMS PROCESSOR (WSP) 

FY 2009 Request $0.7M 

• ASR-WSP – Technology Refresh/Product Improvement W09.01-00 

Program Description 

The Airport Surveillance Radar (ASR) WSP improves safety by providing wind shear and severe weather 

alerts for tower and TRACON controllers. WSP uses the ASR-9 search radar for weather information. It 

generates microburst and windshear alerts, detects precipitation, and predicts gust fronts and storm-cell 

motion before they impact runway/flight operations. The FAA installed WSPs at 34 medium-sized, ASR-9 

equipped airports in lieu of the more expensive Terminal Doppler Weather Radar. All 34 WSPs became 

operational between 1999 and FY 2005. After seven years of service life, many commercial components of 

the WSP have been discontinued. Replenishment studies estimate service could be lost due to a lack of 

spare parts within three years unless new commercial sources of spares are qualified, additional parts 

procured and computer technology refreshed. The first phase of the technology refresh program began in 

FY 2007 to replace failing and obsolete hardware, enabling the system to operate until 2013. Completion 

of Phase I is expected in FY 2010. Phase II will address the remainder of WSP service life issues. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012 

Relationship to Performance Target 

Wind shear is a known cause of fatal aviation accidents. The WSP warns air traffic controllers of wind 

shear and microburst events throughout the terminal area so that pilots can be informed and take action to 

avoid them in the air, on arrival and upon departure. Additional benefits to safety and capacity accrue 

through WSP gust front and storm motion predictions that allow both ATC tower and TRACON to 

coordinate responses to traffic flow changes during hazardous weather. Technical Refresh and Produce 

Improvement will contribute to maintaining operational availability by extending the service life of the 

WSP system. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 86 

Program Plans FY 2009 – Performance Output Goals 

• Continue Phase I Technology Refresh at 12 sites. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete Phase I Technology Refresh at the remaining 5 sites. 

System implementation schedule 

Airport Surveillance Radar (ASR) Weather Systems 

Processor (ASR-WSP) – Technology Refresh/Product 

Improvement 

First site ORD: 2008 -- Last site ORD: 2010 ASR-WSP Tech Refresh

2005 2010 2015

2B17, VOICE RECORDER REPLACEMENT PROGRAM (VRRP) 

FY 2009 Request $10.8M 

• 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-to-ground (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 legal 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. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 87 

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 2009 – Performance Output Goals 

• Deliver voice recorders to 92 sites. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Deliver voice recorders at the rate of 92 per year to various FAA facilities. 

System implementation schedule 

Voice Recorder Replacement

First site IOC: 2007 -- Last site IOC: 2014 Voice Recorder Repl

2005 2010 2015

2B18, HOUSTON AREA AIR TRAFFIC SYSTEM (HAATS) 

FY 2009 Request $3.6M 

• Large TRACONs – Houston Area Air Traffic System (HAATS), F02.11-01 

Program Description 

The HAATS program provides infrastructure for implementing the redesigned airspace in the Houston 

area. The increases in airport capacity created by the initial airport expansions of George Bush 

Intercontinental and William P. Hobby Airports cannot be supported by the existing airspace design and 

existing FAA facilities and equipment. The Operational Evolution Partnership (OEP) identifies the 

redesign of the Houston, TX, terminal airspace as both a mid-and long-term project. The HAATS program 

will implement the airspace redesign by providing the infrastructure, national airspace improvements, and 

by publishing new procedures. Capacity increases resulting from expansion projects of George Bush 

Intercontinental, William P. Hobby, and Ellington Field Airports will provide significant benefits to the 

entire 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 amd reduce congestion. 

• FAA Performance Target 2 – 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 fiveyear moving average, through FY 2012. 

Relationship to Performance Target 

The HAATS program contributes to the FAA greater capacity goal by the expansion of the en route and 

terminal airspace. The HAATS program will provide the infrastructure, system improvements, and 

implementation of the new en route and terminal procedures associated with the redesigned airspace. New 

and replacement facilities support the FAA capacity goal: to provide a system that meets or exceeds air 

traffic demand. Arrival capability will increase to 132 from 96 and departure capability will increase to 

120 from 100. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 88 

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 2009 – Performance Output Goals 

• Continue developing charts and procedures to support implementation of the new airspace. 

• Begin installing modifications to various computer automation programs to accommodate the new 

airspace and procedures. 

• Continue construction, certification and commissioning of new facilities to support expanded airspace 

and procedures modifications including; ASRs, Air Route Surveillance Radars (ARSRs), Remote 

Control Air Ground (RCAGs), Remote Transmitter/Receivers, a communications network, and new 

sectors at the Houston ARTCC 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue developing charts and procedures to support implementation of the new airspace. 

• Complete construction, certification and commissioning of new facilities to support expanded airspace 

and procedures modifications including; ASRs, ARSRs, RCAGs, Remote Transmitter/Receivers, a 

communications network, and new sectors at the Houston ARTCC. 

• Complete development, flight inspection, and publication of the charts and procedures to support 

implementation of the new airspace. 

• Complete installation and certification of modifications to various computer automation programs to 

accommodate the new airspace and procedures. 

• Complete airspace modifications identified in the National Airspace Redesign. 

• Complete training of ATO personnel on new facilities, equipment, airspace, and procedures. 

System implementation schedule 

Houston TRACON Expansion/Sustainment

First site IOC: March 2006 -- Last site IOC: June 2010 Houston TRACON Exp

2005 2010 2015

2B19, INTEGRATED DISPLAY SYSTEM (IDS) 

FY 2009 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. FAA began regional procurement in 1990 and 

currently has 2230 IDS4 workstations located at approximately 390 FAA facilities nationwide. Recent 

obsolescence issues and loss of proprietary software support makes it necessary to partially replace this 

system to sustain its functionality. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 89 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

The IDS provides important information to air traffic controllers. This program replaces/modernizes the 

existing IDS-4 with upgraded components 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 2009 – Performance Output Goals 

• Finalize planning, investment analysis, and business case development activities. 

• Complete contract award and begin procurement and installation. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Replace IDS4 as they fail based on a decision matrix that determines whether component replacement 

or total system replacement is most cost effective. 

2B20, AIRPORT SURVEILLANCE RADAR (ASR-8) SERVICE LIFE EXTENSION PROGRAM

FY 2009 Request $3.0M 

• ASR – 8 SLEP, S03.05-01 

Program Description 

The FAA procured and fielded the Airport Surveillance Radar Model 8 (ASR-8) system in the late 1960’s 

to early 1970’s. The system is a primary radar that provides target information to air traffic controllers at 

low and medium activity airports by detecting the radar energy reflected off an aircraft. In 2007 the FAA 

Joint Resources Council approved the surveillance Backup Strategy, which required keeping primary radar 

in terminal areas. As a result, 38 operational and 2 support ASR-8 systems will remain in the NAS until 

2025. The ASR-8 SLEP will ensure radar data is available and will meet the needs of future Air Traffic 

Control systems through 2025. 

In FY 2007 the FAA initiated an investment analysis of three alternatives to determine the most feasible 

solution for addressing obsolescence issues and sustaining ASR-8 radar service to 2025. The FAA plans to 

complete this analysis and make an investment decision in FY 2008. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

The ASR-8 SLEP program contributes to the goal of greater capacity by maintaining existing capacity and 

meeting future air traffic demands at low and medium activity level airports. The modifications to the 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 90 

ASR-8 will improve reliability and availability. This supports the performance target to sustain operational 

availability at 99.7 percent or better. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability 

Program Plan FY 2009 – Performance Output Goals 

• Award contract for the design and development of the SLEP alternative. 

Program Plan FY2010-2013 – Performance Output Goals 

• Complete development. 

• Complete test at a key site. 

• Begin production implementation. 

2B21, INTEGRATED TERMINAL WEATHER SYSTEM (ITWS) 

FY 2009 Request $4.5M 

• ITWS – Development/Procurement/Pre-Planned Product Improvement (P3I), W07.01-00 and 

ITWS – Segments 2 and 3, W07.01-01 

Program Description 

The Integrated Terminal Weather System (ITWS) is an air traffic management tool that provides air traffic 

controllers and traffic managers 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 and deployed 22 operational ITWS. In 2008, 

the program will seek a JRC final investment decision to deploy 12 operational ITWS systems within the 

approved cost baseline. 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). 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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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 2009 – Performance Output Goals 

• Pending JRC investment approval, complete site surveys, order communications lines for, and deliver 

and install ITWS at up to 6 out of 34 operational (82%) sites. 

• Initiate activities to evolve ITWS telecommunications to SWIM. 

• Initiate activities to evolve ITWS service to transition to NNEW. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete 6 remaining ITWS production system installations. 

• Achieve IOC and commission ITWS at 12 sites out of 34 operational (100%): Las Vegas, Nashville, 

Wichita, Raleigh-Durham, New Orleans, Indianapolis, Columbus, Tulsa, San Juan, Louisville, 

Oklahoma City, and Dayton. 

• Demonstrate SWIM and NextGen-compatible ITWS capabilities. 

System Implementation Schedule 

Integrated Terminal Weather System (ITWS)

First ORD: October 2003 -- Last ORD: 2008 (22nd Unit) ITWS 12 ITWS

Pending JRC Approval: Last ORD: 2010 (34th Unit)

2005 2010 2015

2B22X, TERMINAL AUTOMATION MODERNIZATION/ REPLACEMENT PROGRAM 

(TAMR PHASE 2) 

FY 2009 Request $0.0M 

• X, 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 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 5 sites - West Palm Beach, FL; 

Pensacola, FL; 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, 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 in any 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 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 2009 – Performance Output Goals 

• Develop acquisition strategy to acquire solutions for performing a technology refreshment of the 

system hardware/software. 

Program Plans FY 2010-2013 – Performance Output Goals 

• In 2010, the FAA plans to award contract(s) to design/develop solutions for accomplishing a 

technology refreshment of the terminal system hardware/software. 

• In 2011, the design/development of technology refreshment solutions should be completed and 

deployment to the nine sites will begin.

• By 2013, the initial technology refreshment of hardware/software in the STARS and Common ARTS 

systems will be completed at the 9 sites.

• Technology refreshment will be accomplished in several 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: 2011 -- Last site IOC: 2024* TAMR Phase2 - TR

*Note: Tech Refresh will be cyclical

2005 2010 2015
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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C. FLIGHT SERVICE PROGRAMS

2C01, AUTOMATED SURFACE OBSERVING SYSTEM (ASOS)

FY 2009 Request $8.5M 

• 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), and Stand Alone Weather Sensors (SAWS). 

These systems are located at airports and measure and report weather conditions such as temperature, 

barometric pressure, visibility, and wind velocity. This program upgrades and modernizes the sensors that 

detect weather conditions. The ASOS preplanned product improvement (P3I) program was rebaselined in 

2006 to upgrade/sustain the performance of 571 ASOS with Enhanced Precipitation Identification (EPI) 

sensor and ceilometer. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 forecast. 

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 2009 – Performance Output Goals 

• Complete development of EPI sensor to measure additional precipitation types at the airport. 

• Complete the EPI sensor operational acceptance test. 

• Procure 250 ceilometers as part of the ASOS P3I project. 

• Deploy 37 ceilometers. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Procure 290 EPI sensors in FY 2010 and 281 in FY 2011 as part of the ASOS P3I project. 

• Deploy 50 EPI sensors in FY 2010, 261 in FY 2011, and 260 in FY 2012. 

• Procure 164 ceilometers in FY 2010 and last 164 in FY 2011 as part of the ASOS P3I project. 

• Deploy 223 ceilometers in FY 2010, 163 in FY 2011, and the last 155 in FY 2012. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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System Implementation Schedule 

Automated Surface Observing System (ASOS) - Pre Planned 

Product Improvement (P3I)

First site ORD: 2005 -- Last site ORD: 2012 ASOS P3I

2005 2010 2015

2C02, FLIGHT SERVICE STATION (FSS) MODERNIZATION

FY 2009 Request $14.6M 

• Alaska Flight Services Modernization, F05.04-01 

Program Description 

The overall Alaskan Flight Service Modernization (AFSM) program will address the shortfalls of: 

automation, voice switch, facilities, and business continuity. The Operational and Supportability 

Implementation System (OASIS) became 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 

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, self-service 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 indentify 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. 

The 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 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 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 2 – Reduce the number of fatal accidents in general aviation. 

• 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 95 

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 2009 – Performance Output Goals 

• Complete source selection technical evaluations for Segment 1 Automation. 

• Award the automation contract – 1st quarter. 

• Begin integration and test efforts for Automation. 

• Perform pre-installation site surveys to determine specific facility upgrade needs. 

• Complete site acceptance and automation system acceptance tests. 

• Complete system development, implementation and keysite deployment. 

• Complete NAS integration activities for Automation. 

• Complete Security Certification and Authorization Process for Automation system. 

• Continue facility sustainment activities. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Begin acquisition efforts for the voice switch. 

• 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. 

• Complete Security Certification and Authorization Process for voice switch. 

• Conduct 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.). 

• Recommend facility reconstruction, rehabilitation, and adaptation as dictated by survey findings and 

operational requirements. 

• Begin acquisition efforts for facilities and flight service delivery. 

• 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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2C03, WEATHER CAMERA PROGRAM

FY 2009 Request $2.0M 

• Weather Camera Program – Segment 1, M08.31-01 (Formerly Alaska MIH & Video 

Equipment, M09.31-00) 

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. Installing more automated weather systems is limited by the geography and cost. 

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, webenabled application. 

This FY 2009 budget request of $2,000,000 continues administration of the Weather Camera program and 

funds installation of additional camera sites. Equipment for 25 weather camera sites will be procured and 

installed. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 2 – Reduce the number of fatal accidents in general aviation. 

• 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. 

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 targets: 1) Increase safety: reduce weather camera preventable accidents 

by 18%, and 2) Improve operator efficiency: reduce unnecessary flight time by 36%. 

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 2009 – Performance Output Goals 

• 25 new weather camera facilities operational. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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Program Plans FY 2010-2013 – 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 2009 Request $7.5M 

• 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 a 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 2009 – Performance Output Goals 

• Convert approximately three (3) VOR systems to Doppler VORs. 

Program Plans FY 2010-20113 –Performance Output Goals 

• Convert approximately ten VOR systems to Doppler VOR. 

• Relocate four (4) VOR Antenna Systems. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 98 

System Implementation Schedules 

New VHF Omnidirectional Range (VOR)

First site IOC: December 2013 -- Last site IOC: January 2018 Current VOR New VOR

2005 2010 2015

2D02, INSTRUMENT LANDING SYSTEMS (ILS) – ESTABLISH

FY 2009 Request $7.5M 

• 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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012.

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. 

Program Plans FY 2009 – Performance Output Goals 

• Procure approximately five (5) ILS Systems. 

• Commission or return to service approximately 24 ILS locations. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 99 

Program Plans FY 2010-2013 – Performance Output Goals 

• Procure approximately 19 ILS Systems. 

• Commission approximately 52 ILS locations. 

System Implementation Schedules: 

New Instrument Landing Systems (ILS)

First site IOC: June 2008 -- Last site IOC: December 2015 Mk20A New ILS

First Site Decom: January 2023 -- Last Site Decom: December 2030

2005 2010 2015

2D03, WIDE AREA AUGMENTATION SYSTEM (WAAS) FOR GPS 

FY 2009 Request $99.0M 

• 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 Wide Area Augmentation System (WAAS) consists of a network of GPS monitoring sites, processing 

facilities, and satellite earth stations, that provide correction & integrity messages to geostationary 

satellites, which broadcast this information to single frequency (L1-CA) user avionics. User avionics apply 

the corrections to accurately determine an aircraft's 3-dimensional (3D) position in space. The WAAS 

messages enable aircraft to determine their position with an accuracy that supports all RNAV and RNP 

operations, Localizer Performance with Vertical guidance (LPV) approach operations that are equivalent to 

instrument landing system (ILS) down to 200 feet above the landing surface, and position reporting for 

Automated Dependent Surveillance Broadcast (ADS-B) operations. WAAS provides service to all of the 

contiguous United States, Hawaii, most of Alaska, the Caribbean, and significant portions of Canada and 

Mexico. Modernization of GPS by the U.S. Department of Defense (DoD) will provide a second civil 

frequency (L5), protected for aviation starting with the GPS IIF and GPS IIR-M satellites, with initial 

launch planned for 2008, and continuing with GPS III, with initial launch in the 2013 timeframe. WAAS 

services will improve as the system is retrofitted to augment the additional GPS L5 civil signal. WAAS 

results in safety and capacity improvements in the national airspace and can reduce FAA operations costs 

by enabling the removal of a portion of the legacy ground-based navigation (VOR, NDB, and ILS) 

infrastructure. 

WAAS addresses the following performance gaps: 

• Lack of NAS-wide precise navigation capability at low altitudes that is needed to support FAA safety 

goals and continued air traffic growth; 

• Lack of stable vertical guidance at smaller airports in all weather conditions; 

• Increasing maintenance costs for ground navigation systems. 

The NextGen Integrated work plan cites WAAS as one of the key Positioning, Navigation, and Timing 

service enablers – specifically to support the objective of performance based navigation (RNP/RNAV), 

broad area precision navigation, aircraft trajectory based operations, and super density operations within 

NAS. The FAA Flight Plan states WAAS is an enabling technology to establish improved NAS-wide 

public RNP/RNAV route structure. Further, WAAS qualifies as a critical supporting technology for ADSB implementation. 

WAAS became operational (commissioned) on July 10, 2003. Following commissioning, WAAS began 

the full LPV Performance (FLP) segment (Phase II), which is a mixed life cycle program involving 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 100 

development, modernization, and performance enhancement in conjunction with operations and 

maintenance scheduled to be completed in 2008. In 2009, WAAS will have two remaining segments: 1) 

Phase III - Full LPV-200 Performance (from 2009 – 2013) and 2) Phase IV - Dual Frequency Operations 

(formerly known as the Global Navigation Satellite System Landing System (GLS) upgrade) 2014 – 2028 

to leverage the improvements the Department of Defense will make as part of its GPS modernization 

program. 

The Dual Frequency portion of the program was initially scheduled to begin in 2009. The WAAS program 

was rebaselined in 2007 to align this portion of the program with the DoD GPS modernization program. 

Dual Frequency operations will significantly improve availability and continuity of precision approach 

service during periods of severe solar storm activity and provide additional protection against interference 

to the GPS enabling FAA to decommission additional ground-based navigation aids. Following the dual 

frequency operations development, WAAS will require continued technical refresh to sustain the 

commercial off the shelf (COTS) based system hardware and software 

In September 2007, FAA successfully commissioned WAAS Reference Stations (WRS) in Canada and 

Mexico. The WAAS team currently is working towards completing the final phase of the FLP contract 

with two remaining performance upgrades scheduled towards the end of the FY 2008. The team is also 

working to award a contract before the end of FY 08 to support the Phase III activities. Recently, the GNSS 

(Global Navigation Satellite System) Evolutionary Architecture Study panel was established to assess the 

long-term (Phase IV) strategies for the WAAS program. In support of the FAA Flight Plan’s international 

leadership goals, the WAAS team is actively working with Europe, Japan, and India through cooperative 

agreements to certify their respective WAAS-type systems. 

Activities in FY 2009 and beyond include: replacing obsolete hardware and software; adding a fifth 

geosynchronous communications satellite to the network; supporting WAAS avionics integration to 

encourage additional WAAS equipage; setting standards for dual frequency avionics to prepare for when 

the full constellation of GPS satellites has two civil use frequencies; paying lease costs for existing 

communications satellites; developing WAAS precision approach procedures; and technical engineering 

support. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety. 

• FAA Objective 2 – Reduce the number of fatal accidents in general aviation. 

• FAA Performance Target 1 – By FY 2009, reduce the number of general aviation and 

nonscheduled Part 135 fatal accidents from the 1996-1998 average of 385 per year to no more than 

319 accidents per year. 

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 vs. 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 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 enabling pilots to make stable, vertically guided approaches to all 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 safety and aircraft separation. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 101 

Program Plans FY 2009 – Performance Output Goals 

• Complete development and testing of Full LPV Capability WAAS to provide LPV service over 95% of 

the United States and 2/3 of Alaska. 

• Add one additional country cooperating with the United States on the use of GNSS. 

• Develop 500 additional WAAS approach procedures for runways. 

• Provide WAAS service at 300 runway ends currently not served by ILS. 

• Provide necessary inputs to improved statewide public RNP/RNAV WAAS enabled route structure 

(where supported by WAAS). 

Program Plans FY 2010-2013 – Performance Output Goals 

• Develop and publish 2000 additional WAAS LPV approach procedures. 

• Add additional countries cooperating with the United States on the use of GNSS. 

• Provide WAAS service at runway ends currently not served by ILS. 

• Integrate an additional geostationary satellite into the WAAS software. 

System Implementation Schedule 

FY 2009 Hardware Upgrade #1 – WRS Upgrade Kits 

FY 2010 Hardware Upgrade #2 – Comm. Architecture Upgrade 

FY 2011 Hardware Upgrade #3 – Obsolescence Upgrade I 

FY 2009 Software Upgrade #1 – Ionospheric threat Robustness 

FY 2010 Software Upgrade #2 – Availability and Continuity Enhancement I 

FY 2011 Software Upgrade #3 – 5th GEO Interface 

FY 2012 Hardware Upgrade #1 – Safety Computer 

FY 2013 Hardware Upgrade #2 – Obsolescence Upgrade II 

FY 2012 Software Upgrade #1 – Compiler OS Upgrade 

FY 2013 Software Upgrade #2 – Availability and Continuity Enhancement II 

5th GEO Procurement Commencement (FY 2009) 

Ground Uplink Station (GUS) Installation (FY 2009) 

Satellite Payload Development (FY 2009-2013) 

5th GEO System Integration & Test (FY 2010-2013) 

5th GEO Operational FY 2013 

Wide Area Augmentation System (WAAS)

Commissioned July 2003 -- Full Precision: 2013 WAAS

2005 2010 2015

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 survey. This survey is specific to the approach and provides detailed obstacle information used 

to ensure aircraft separation from the obstructions, and it establishes minimum altitudes allowed for 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), etc.). 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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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 because 20-30% of surveyed airport approaches will not be capable of 

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 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 300 new procedures in FY 2009 and FY 2010. Based on 

historical data, it is estimated that 450-500 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 

from the previous year. Hence, surveys acquired in FY 2009 will be used to support procedure 

development in FY 2010. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety. 

• FAA Objective 2 – Reduce the number of fatal accidents in general aviation. 

• FAA Performance Target 1 – By FY 2009, reduce the number of general aviation and 

nonscheduled Part 135 fatal accidents from the 1996-1998 average of 385 per year to no more than 

319 accidents per year. 

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 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.

Program Plans FY 2009 – Performance Output Goals 

• Complete enough airport obstruction surveys to develop 300 LPV procedures. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete enough airport obstruction surveys each year to allow development of 300 LPV procedures 

in each of the subsequent years. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 103 

2D04, RUNWAY VISUAL RANGE (RVR) 

FY 2009 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 is 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, 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 an Instrument Landing System installation. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

The RVR decreases diversions and delays at an airport by providing a more exact 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 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. 

Program Plans FY 2009 – Performance Output Goals 

• Procure nine (9) RVR systems. 

• Complete eight (8) RVR projects. 

• Start six (6) new RVR projects. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Procure 21 RVR systems. 

• Complete 37 RVR projects. 

• Start 31 RVR projects. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 104 

System Implementation FY 2009 Schedule

Runway Visual Range (RVR) 

Location Start Finish 

Allegheny, PA (AGC) 2/1/2008 6/30/2009 

Salem, OR (SLE) 2/1/2008 1/31/2009 

Yakima, WA (YKM) 2/1/2008 1/31/2009 

Sioux Folk, SD (FSD) 4/1/2007 10/31/2009 

Binghamton, NY (BGM) 2/1/2008 6/30/2009 

Syracuse, NY (SYR) 2/1/2008 6/30/2009 

Las Vegas, NV (LAS) 2/1/2008 6/30/2009 

Erie, PA (ERI) 2/1/2008 6/30/2009 

* These have been identified as candidate projects but not yet confirmed. 

2D05, APPROACH LIGHTING SYSTEM IMPROVEMENT PROGRAM (ALSIP) 

FY 2009 Request $10.0M 

• Visual Navaids – ALSIP Continuation, N04.03-00 

Program Description 

The intent of the Approach Lighting System Improvement Program (ALSIP) is to bring approach lighting 

systems, built before 1975, up to current standards and to reduce the severity of 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 2009 – Performance Output Goals 

• Complete the implementation of five (5) MALSR carryovers and one (1) ALSF-2 project. 

• Start the implementation of three (3) new MALSR replacement projects. 

• Commission or Return to Service approximately five (5) MALSR and three (3) ALSF-2. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 105 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete the implementation of one (1) ALSF-2 system. 

• Start the implementation of 16 MALSR systems. 

• Commission or Return to Service approximately one (1) ALSF-2 Systems. 

• Procure approximately 15 MALSR Systems. 

• Commission or Return to Service approximately 15 MALSR Systems. 

System Implementation FY 2009 Schedule

Approach Lighting System Improvement Program (ALSIP) 

Location Start Finish 

ALSF-2 

Knoxville, TN Rwy23R (BUI) 1/1/2006 11/30/2008 

Orlando, FL 36R (OJP) 6/2/2004 4/17/2009 

Jamaica, NY 13L (TLK) 7/12/2004 10/1/2008 

MALSR 

Baltimore, MD - Rwy 33L (BUX) 5/1/2007 11/30/2008 

Chantilly, VA - Rwy 19L (SGC) 5/1/2007 11/30/2008 

Columbus, OH - Rwy 9R (OSU) 8/1/2007 3/31/2009 

Riverside, CA - Rwy 9 (RAL) 8/1/2007 4/30/2009 

Adak, AK - Rwy 23 (ADK) 4/1/2006 4/30/2009 

2D06, DISTANCE MEASURING EQUIPMENT (DME)

FY 2009 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 DME (LPDME) will replace ILS 

marker beacons at existing and newly established Category I ILS locations. High Power DME (HPDME) 

will be used to support RNAV procedures that are used as a backup to satellite navigation. 

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-into-terrain (CFIT) accidents at the most vulnerable locations in the NAS. There are 451 

identified CAST DME sites. However, the FAA recommends installing DME at 177 locations. 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 to do this. 

To support RNAV requirements a minimum of 100 new HPDMEs will be required. An additional 150 

HPDMEs will be required to replace the first generation 20 year old solid state DME technology collocated 

with VOR. These HPDMEs will support the planned reduction of VORs shown in the roadmaps. These 

HPDMEs will be stand-alone thus reducing maintenance cost. The remaining 250 HPDMEs will need to 

be replaced within 15 years due to their age and supportability costs. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 106 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012.

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 2009 – Performance Output Goals 

• Procure approximately 17 DME Systems. 

• Commission approximately 17 LPDME Systems. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Procure approximately 28 DME Systems. 

• Commission approximately 35 DME Systems. 

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

2005 2010 2015

2D07, VISUAL NAVAIDS – ESTABLISH/EXPAND

FY 2009 Request $1.7M 

• 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 or not they are on the glide slope. 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 is a system consisting 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 PAPI installations. This number would cover 

80% of commercial airline operations. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 107 

• 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 when they are 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 CAST locations will enhance system safety by reducing the probability of a 

Controlled Flight into Terrain accident during approach and landing. Installing the REIL system will 

reduce accidents because the system clearly identifies the runway’s end to the pilot. 

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 2009 – Performance Output Goals 

• Procure six (6) PAPI systems. 

• Complete the implementation of ten (10) CAST PAPI projects. 

• Start the implementation of six (6) CAST PAPI projects. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Procure 14 PAPI and 28 REIL systems. 

• Complete the implementation of 26 PAPI and 28 REIL projects. 

• Start the implementation of 43 PAPI and 28 REIL projects. 

2D08, INSTRUMENT FLIGHT PROCEDURES AUTOMATION (IFPA) 

FY 2009 Request $10.9M 

• Instrument Flight Procedures Automation (IFPA), A14.02-01 

Program Description 

FAA’s Aviation System Standards directorate maintains more than 14,000 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), and Wide Area 

Augmentation System (WAAS) will increase the capacity of the NAS and requires development of new 

and revised instrument flight procedures. 

 

The existing 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 14,000 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. The CIP will fund the acquisition of a new software application suite, to be called Instrument 

Flight Procedures Automation (IFPA). IFPA will be more efficient and encompassing to support 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 108 

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 Group, Flight Inspections Operations Group, and the 

National Aeronautical Charting Group—eliminating manual effort and duplication of data. New COTS 

standard desktop workstations and COTS server upgrades are also included in the CIP funding. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

Relationship to Performance Target 

The IFPA system ensures continued progress toward this target by building and upgrading automation 

systems, including the replacement of the obsolete legacy Instrument Approach Procedure Automation 

(IAPA) system. Upgrading automation systems allows for efficiency of time 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 2009 – Performance Output Goals 

• Reduce Instrument Flight Procedure production cycle time by an additional 7 days – Cycle time 

reduced from 167 to 160 days. 

• Reduce new Instrument Flight Procedure (IFP) development time by 8 hours – Task time reduced from 

120 to 112 hours. 

• Reduce IFP amendment time by 7 hours – Task time reduced from 38 to 31 hours. 

• Reduce obstacle evaluation time by 3 minutes – Task time reduced from 27 to 24 minutes 

Program Plans FY 2010-2013 – Performance Output Goals 

• Achieve final IFP production cycle time of 149 days. 

• Achieve final task efficiencies across all measured tasks. 

Instrument Flight Procedures Automation (IFPA)

Last site Decom: November 2010 IAPA

First site IOC: June 2007 -- Last site IOC: September 2011 IFPA

2005 2015 2010
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 109 

2D09, NAVIGATION AND LANDING AIDS – SERVICE LIFE EXTENSION PROGRAM (SLEP) 

FY 2009 Request $1.0M 

• Visual Navaids – Sustain, Replace, Relocate, N04.04-00 

Program Description 

Navigation and Landing Aids – Service Life Extension Program, modernizes and replaces navigation aids 

(NAVAIDS) at sites where reliability availability and maintainability are trending below FAA standards for 

precision approach systems. NAVAIDS include: Medium Intensity Approach Lighting Systems with 

Runway Alignment Indicator Lights (MALSR) for Category I approaches, High Intensity Approach 

Lighting System with Sequenced Flashing Lights (ALSF-2) for Category II/III approaches, and Precision 

Approach Path Indicator (PAPI) Lights and Runway End Identifier Lights (REIL). 

This program also modernizes and replaces Instrument Landing Systems (ILS) which are not performing to 

FAA standards. An ILS has several components such as: localizers, glide slopes, distance measuring 

equipment, etc. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012.

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 2009 – Performance Output Goals 

• Extending 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. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Install three (3) MALSRs. 

• Install one (1) ALSF-2. 

• Extend the service life of 19 ALSF-2 at OEP airports by replacing the constant current regulators and 

installing a monitor for category II/III approaches. 

• Procure and install 27 REILS. 

• Relocate four (4) navigation systems. 

• Replace one (1) glidesclope tower. 

• Replace two (2) light station wires. 

• Replace four (4) localizer antenna platforms. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 110 

2D10, VASI REPLACEMENT – REPLACE WITH PRECISION APPROACH PATH INDICATOR

FY 2009 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 to standardize the equipment used to allow pilots to determine visually that they are on the proper 

glideslope for landing. This 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) VASI at international 

and other validated locations requiring replacement. The first phase of the program addresses replacement 

of VASI systems at approximately 207 ICAO runways. The other older VASI systems in the NAS are also 

being replaced. As of July 31, 2007 we have completed approximately 130 ICAO VASI replacements and 

approximately 515 Non-ICAO VASI replacements. 

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 88.76 percent at the 35 OEP 

airports by FY 2011 and maintain through FY 2012. 

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 2009 – Performance Output Goals 

• Procure 24 PAPIs for replacement projects. 

• Complete the implementation of 10 PAPI projects. 

• Start the implementation of 12 new PAPI projects. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Procure 90 PAPI systems. 

• Complete the implementation of 107 PAPI projects. 

• Start the implementation of 94 PAPI projects. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 111 

2D11, GPS CIVIL REQUIREMENTS

FY 2009 Request $20.7M 

• 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 (L band signal - Coarse 

Acquisition signal) and L2 signals, 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 

agency. DOT has directed FAA to include the funding to implement L1C and civil signal monitoring in the 

FY2009-13 budget requests 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. In FY 2009, the 

work required to implement L1C includes systems engineering, system design, and program management. 

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 determine 

the accuracy, integrity, continuity, and availability performance to verify that modernized GPS system is 

safe for use. 

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 104,338 arrivals and departures per day by FY 2011 and maintain through FY 2012. 

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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 112 

Program Plans FY 2009 – Performance Output Goals 

• To be negotiated with DoD prior to executing an Interagency Agreement with the USAF GPS Wing. 

Program Plans FY 2010-2013 – Performance Output Goals 

• To be negotiated with DoD prior to executing an Interagency Agreement with the USAF GPS Wing. 

E. OTHER ATC FACILITIES PROGRAMS

2E01, FUEL STORAGE TANK REPLACEMENT AND MONITORING

FY 2009 Request $6.1M 

• 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 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 – Reduce pollution and other adverse effects of 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

 113 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence. 

• SMP Objective #1.6 – Optimize Service Availability. 

Program Plans FY 2009 – 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 2010- 2013 – 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 2009 Request $15.3M 

• FAA Buildings and Equipment Sustain Support – Unstaffed Infrastructure Sustainment, 

F12.00-00 

Program Description 

The Unstaffed Infrastructure Sustainment (UIS) Program renovates the infrastructure supporting NAS 

equipment to enable it to prevent damage to equipment and system outages. It includes NAS real property 

improvements and structures which are normally not staffed. The UIS includes: 

• FAA property improvements: access roads, grounds, fencing, storm water controls, parking lots, 

security lighting, and walkways. 

• FAA facilities: buildings, shelters, roofs, sheds, fuel tanks (heating only), plumbing, heating, 

ventilating and air conditioning (HVAC) equipment, alarms and lighting.

• NAS antenna and equipment towers: structural repairs and refurbishment. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target

The FAA Unstaffed Infrastructure Sustainment Program supports the FAA’s greater capacity goal by 

refurbishing existing FAA-owned unstaffed facilities and structures serving airports. These airports require 

reliable and continuous operation and condition reporting 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.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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Program Plans FY 2009 – Performance Output Goals 

• Sustain five (5) Instrument Landing System (ILS) facilities at the benchmark OEP airports. 

• Accomplish 30% of the directed unstaffed facility condition assessments. 

• Refurbish 10 long-range radar facilities. 

• Repair/improve 10 facility service roads. 

• Upgrade/repair/replace air conditioning systems at 10 facilities. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Sustain 10 ILS facilities at the benchmark airports. 

• Complete directed facility condition assessments. 

• Refurbish 10 long-range radar facilities. 

• Repair/improve 10 facility service roads. 

• Upgrade/repair/replace air conditioning systems at 10 facilities. 

2E03, AIR NAVIGATIONAL AIDS AND ATC FACILITIES (LOCAL PROJECTS) 

FY 2009 Request $1.5M 

• Air Navigation Aids Facilities – Local Projects, M08.04-00 

Program Description 

Critical equipment outages require local emergency actions to restore communications, surveillance, 

weather information, and air traffic control equipment. In addition, the FAA must modify facilities and 

equipment to accommodate operational changes. The unplanned modifications include minor adjustments 

to air traffic control positions in air traffic control towers or air route traffic control centers; raising or 

relocating air/ground communications antennas to reduce frequency interference; correcting fire hazards; 

and improving minor security deficiencies. Also, local project funds are used to restore lost service caused 

by major storms, fires or other damage. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

Emergency adjustments to NAS facilities mitigate costly long-term maintenance and safety incidents. 

They also reduce delays and flight cancellations. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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2E04, AIRCRAFT RELATED EQUIPMENT PROGRAM

FY 2009 Request $7.8M 

• A, Aircraft and 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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Program Plans FY 2009 – Performance Output Goals 

• Continue Beech 300 FI aircraft enhancement with the installation of Pro Line 21 navigation flight 

management systems. 

• Procure Next Generation Flight Inspection System (NAFIS) PC displays, test equipment, training and 

documentation. 

• Begin installation & testing of NAFIS in FI aircraft. 

• Purchase equipment, integrate multi-mode receivers, and install progressively on FI aircraft. 

• Purchase further airborne transceivers and complete non-recurring engineering development for global 

satellite communication and data system. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete Beech 300 Enhancement and installation of Pro Line 21 navigation flight management 

systems. 

• Continue progressive installation of NAFIS in FI aircraft. 

• Continue installation of global satellite communication and data systems on FAA FI aircraft. 

• Purchase remaining airborne transceivers and start installation of global satellite communication and 

data systems on FAA FI aircraft. 

• Begin Challenger 601 enhancement (avionics and interior). 

• Begin Next Generation Air Traffic System Surveillance and Broadcast Services equipage. 

• Begin Data Communications equipage. 

• Begin Challenger 604 Enhanced Vision System installation and integration. 

B, AIRCRAFT RELATED EQUIPMENT PROGRAM – BOEING SIMULATOR REPLACEMENT,

M12.01-01 

Program Description 

The Boeing Simulator Replacement Program procured a new, advanced Boeing 737 (B737-800) Next 

Generation (NG) aircraft simulator that is configured similar to aircraft in the commercial airline fleet. 

Technology refresh of some of the simulator’s components is needed. The simulator enables the FAA to 

perform meaningful and relevant evaluations of projects affecting the large transport aircraft category. The 

simulator can be used for operational evaluation of the latest aviation technologies, equipment, and 

procedures using flight simulation rather than actual flight hours, which are very costly. Moreover, it is 

much safer to simulate certain hazardous events (e.g., loss of power) than to perform these events 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. The FAA awarded the simulator contract in March 

2003. 

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 B737-800 NG simulator improves air safety by providing the FAA with the capability to conduct 

operational evaluation programs on conventional aircraft designs. Regulatory guidance resulting from 

increased RE&D, plus findings from accident investigation simulations, will contribute to the reduction of 

the fatal accident rate for air carriers. The timeliness capability provided by the simulator will result in 

faster analysis of aircraft black box data from accident investigations. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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Program Plans FY 2009 – Performance Output Goals 

• Continue with technological refresh to update visual system liquid crystal display. 

• Issue single maintenance contract for B737-800 NG and Airbus simulators for one year with four one 

year options. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue technical refresh. 

• Upgrade peripheral/software updates. 

• Conduct computer hardware system upgrades. 

• Exercise options years for the maintenance contract issued in FY 2009. 

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 aircraft simulator that will 

replicate the performance and handling characteristics of a heavy commercial transport aircraft with fly-bywire (FBW) flight control attributes. 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. 

The new simulator, an Airbus 330/340 convertible, Level D, advanced technology, large aircraft, FBW, 

side-stick control; full-flight simulator must carry out vital safety-of-flight operational evaluation activities, 

including Required Navigational Performance (RNP) and Operational Evolution Plan (OEP) evaluations. 

This simulator supports modernization and development initiatives for the evolving NAS environment as 

well as future FAA and National Transportation Safety Board (NTSB) safety initiatives. Therefore, this 

simulator must be representative of an existing digital FBW, side-stick control, air carrier type aircraft, as 

well as other certified simulators of advanced design that are in use by various air carrier operators. Also, it 

will be used on a limited basis for Aviation Safety Inspector (ASI) training and certification programs. 

The FAA’s access to outside simulator facilities will not be sufficient to meet the anticipated growth and 

need for permanent access to this technology for operational evaluation and research. Therefore, the FBW 

simulator technology must be maintained at a close to current level in the future if the FAA continues to 

meet the increased safety goals for the NAS. AFS-400 in FY 2012 will begin a technical refresh of the 

Airbus 330/340 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. 

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 FBW simulator improves air safety by providing the FAA with the capability to conduct operational 

evaluation programs on FBW aircraft designs. Regulatory guidance resulting from increased RE&D, plus 

findings from accident investigation simulations, will contribute to the reduction of the fatal accident rate 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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for air carriers. The timeliness capability provided by the FBW simulator will result in more use of the 

simulator to analyze aircraft black box data from accident investigations. 

Program Plans FY 2009 – Performance Output Goals 

• None. 

Program Plans FY 2010-2013 – Performance Output Goals 

FY 2012-2014: 

• Perform technical refresh to include the purchase and installation of peripheral/software updates. 

• Conduct computer system upgrades. 

• Update the visual system’s image generators, imaging software, projectors to the current 

technology. 

• Update the Aircraft Avionics (hardware and software) and cockpit display systems to the current 

revision. 

2E05, AIRPORT CABLE LOOP SYSTEMS – SUSTAINED SUPPORT

FY 2009 Request $7.0M 

• 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 cost-effective, 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012.

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.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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Program Plans FY 2009 – Performance Output Goals 

• Complete system installation at Boston-Logan and Hartsfield Atlanta International Airports. 

• Begin Phase I Cable loop construction at Ronald Reagan Washington National, Houston, Charlotte 

Douglas, and Covington Northern Kentucky (Cincinnati) Airports. 

• Begin Phase II Cable loop construction at Portland International Airport. 

• Begin Equipment installation at La Guardia and Seattle International Airport. 

• Begin Replacement of old fiber optics equipment at Newark, Austin, Dallas-Ft. Worth, and Denver 

International Airport 

• Begin Planning and Design Phase for Washington Dulles. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete installations at La Guardia, Houston, Seattle, Ronald Reagan Washington National, 

Charlotte Douglas, Covington Northern Kentucky (Cincinnati), Newark, Austin, Dallas-Ft. Worth, 

Denver, and Portland International Airport. 

• Complete development of engineering packages for Washington Dulles International and 

Baltimore/Washington International Airports. 

• Begin fiber-optic system upgrade planning at San Francisco International Airport. 

• Begin Planning and Design Phase for Anchorage, Andrews Air Force Base, San Diego, Ontario, 

Oakland, Cleveland, Honolulu, and Pittsburgh International Airport. 

2E06, ALASKAN NAS INTERFACILITY COMMUNICATIONS SYSTEM (ANICS) 

FY 2009 Request $5.0M 

• Alaskan NAS Interfacility Communications System (ANICS) Satellite Network – ANICS 

Modernization – Phase I, C17.02-01 

Program Description 

The ANICS project was implemented to achieve system-wide NAS interfacility telecommunication 

diversity throughout Alaska. The previous telecommunications system, which relied on a single satellite 

link, did not have the reliability of ANICS. Diversity was achieved between remote locations and central 

FAA facilities by maintaining parallel communications paths using redundant earth stations or an earth 

station in conjunction with leased service. Single points of failure generally have been eliminated by colocating ANICS earth stations at FAA facilities. When a failure does occur, the channel paths are 

reconfigured by the Network Operations Control Center (NOCC) located in the Anchorage Air Route 

Traffic Control Center (ARTCC). 

ANICS is a “transparent” communications carrier, in that it accepts messages from users and transports 

those messages to their destination without modification or processing. The ANICS network carries 

reliable voice/data communications to and from the ARTCC, Air Traffic Control Towers (ATCT), and 

Automated Flight Service Stations (AFSS). 

ANICS establishes circuit connectivity for the following NAS services provided by air traffic controllers 

and flight service personnel in Alaska: 

• Remote Control Air Ground (RCAG) and Remote Communications Outlets for voice 

communication with pilots, 

• En route Communications & 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) Operations Flight Service Data Processing System, 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, 
Capital Investment Plan Appendix B 

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• WAAS Reference Station (WRS), and 

• Capstone Ground Base Transceivers. 

ANICS Modernization Phase 1 will sustain operational availability by minimizing outages for critical and 

essential communications between pilots and air traffic controllers. Many of the ANICS equipment parts 

and some of the software are outdated and will be replaced or upgraded in phase 1. Phase 1 will replace 

components such as: 

• Antenna feed assemblies, 

• Power boxes, 

• Deicers, 

• Radomes, and 

• Cabling. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 1 – Increased Safety.

• FAA Objective 2 – Reduce the number of fatal accidents in general aviation. 

• 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. 

Relationship to Performance Target 

ANICS supports FAA’s strategic goal of increased safety and the objective of reducing accidents rates in 

Alaska by improving communications availability. Alaska has a significantly higher number of general 

aviation (GA) and air taxi (Part 135) aircraft accidents than any other state. In FY 2007 sixty-eight (68) 

accidents occurred as of 9/1/07. Many of them were fatal. Major causes include extreme weather 

conditions and mountainous terrain near remote locations. Pilots need accurate and timely weather 

information to fly in these conditions. 

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 must provide accurate and 

reliable information on air traffic movement, weather, and radar data. Minimizing outages depends on 

providing maintenance personnel, who monitor and control FAA air navigation equipment, with ready 

access to real time system performance 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 2009 – Performance Output Goals 

• Modernize a minimum of 15 ANICS facilities. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Continue to upgrade the 64 ANICS facilities until complete in FY 2013. 

System Implementation Schedule 

• The existing ANICS Network is being upgraded by replacing older parts. 

• 64 sites are being upgraded over the course of a several years. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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2E07, FACILITY DEPOSITION

FY 2009 Request $5.0M 

• Decommissioning, F26.01-01 

Program Description 

The June 2005 GAO report entitled Air Traffic Operations, The Federal Aviation Administration Needs To 

Address Major Air Traffic Operating Cost Control Challenges, states that the FAA needs to expand its 

efforts to cut operational costs to address an expected gap between budget forecasts and expenses. 

Recommendations include speeding up the decommissioning of ground-based navigational aids. 

In recent years the FAA has decommissioned many redundant or underutilized facilities, but funding to 

effect any environmental testing, property restoration, and equipment disposal has not been identified. In 

addition, the FAA has 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 (personal property) removal, reuse, and disposal; 

• Removing telecommunications systems, services, and circuits; 

• 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 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

Relationship to Performance Target 

By providing funds for the final disposition of structures, equipment, and real estate that are no longer 

required by the FAA, this program will eliminate the on-going costs for maintaining assets no longer 

required by the agency. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.4 – Reduce Unit Cost of Operations.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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2E08, ELECTRICAL POWER SYSTEMS – SUSTAIN/SUPPORT

FY 2009 Request $51.0M 

• Power Systems Sustained Support, F11.00-00 

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: batteries in critical power and powerconditioning 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. 

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. 

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 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

Relationship to Performance Target 

All NAS facilities are dependant on the availability, reliability, and quality of NAS power. Planned 

electrical power equipment support and sustain 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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Program Plans FY 2009 – Performance Output Goals 

• Sustain existing NAS power systems by completing about 360 projects: 

• Replace failed batteries. 

• Replace obsolescent Uninterruptible Power System units. 

• Install cost efficient Direct Current power distribution systems as replacement for power backup. 

• Replace worn out engine generators. 

• Replace deteriorated and “at risk” airport power cables. 

• Refurbish ineffective lightning protection and grounding systems. 

• Sustain the reliability of ARTCC power distribution equipment. 

• Begin ARTCC reliability upgrades to address identified issues. 

• Establish Power Systems Operational Support Center. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Sustain existing NAS power systems by completing about 400 projects per year: 

• Replace failed batteries. 

• Replace obsolescent Uninterruptible Power System units. 

• Install cost efficient Direct Current power distribution bus systems as replacement for power 

backup. 

• Replace worn out engine generators. 

• Replace deteriorated and “at risk” power cables. 

• Refurbish ineffective lightning protection and grounding systems. 

• Sustain the reliability of ARTCC power distribution equipment. 

• Continue ARTCC reliability upgrades to address identified issues. 

• Develop more proactive programs to sustain and support NAS power systems: 

• 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. 

2E09, AIRCRAFT FLEET MODERNIZATION

FY 2009 Request $3.0M 

• Flight Standards Inspector Aircraft Replacement, M11.02-00 

Program Description 

The FAA’s Office of Aviation Safety (AVS) is responsible for regulating and overseeing the civil aviation 

industry. The Flight Standards Service (AFS) organization, which is a component of AVS, regulates both 

general aviation and air carriers. 

AVS requires a fleet of aircraft for currency and proficiency flying by nationally based Aviation Safety 

Inspectors (ASI) and also for 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 operator/applicant 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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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This investment will be for nine (9) aircraft configured to modernize the current fleet of aircraft. 

Procurement of three (3) aircraft is anticipated in FY 2008, one (1) in FY 2009, and five (5) in FY2010. 

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. 

Program Plans FY 2009 – Performance Output Goals 

• Accept delivery of one (1) aircraft for service. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Accept delivery of five (5) of nine (9) aircraft for service. 

2E10, AIRCRAFT FLEET MODERNIZATION – INTERNATIONAL AIRCRAFT

FY 2009 Request $24.9M 

• International Flight Inspection Aircraft – Bombardier Challenger Purchase, M11.03-00 

Program Description 

The FAA is upgrading its capability to perform the FAA mission of flight inspecting DoD facilities, and 

providing reimbursable flight inspection services to foreign governments. These efforts support national 

security as required by agreements with DoD. Before and during military deployments, FAA must certify 

the safety of runways, navigational aids, landing systems, and supporting equipment. 

FAA’s fleet of three Hawker aircraft can no longer support current and anticipated worldwide military 

contingencies, international flight inspection missions, and domestic requirements including Required 

Navigation Performance (RNP) Flight Inspection. The Hawker aircraft do not have the necessary range, 

mission payload, or response time, and the avionics are inadequate for current and future requirements. 

The Hawker aircraft do not have “new NAS” flight inspection capability including systems to check Wide 

Area Augmentation System/Lateral Precision with Vertical guidance (WAAS/LPV) & RNP procedures. 

The FAA will replace three Hawker flight inspection aircraft with a Challenger 600 series aircraft. The 

U.S. Air Force will also purchase a Challenger aircraft. The proceeds from the trade-in of the three Hawker 

aircraft will be used to offset the purchase price of the FAA Challenger aircraft. The FY 2009 funding 

request is to supplement the trade-in value of the three Hawker aircraft to complete the acquisition. The 

contractor is not obligated to accept the Hawker aircraft for trade-in after FY 2009. If the contract option is 

not exercised, firm-fixed pricing for the Challenger aircraft is no longer valid, and procurement at a later 

date could increase the cost by an additional $5 million. 

Procuring the aircraft will decrease FAA’s operating and maintenance costs because it will reduce FAA’s 

Flight Inspection fleet by two aircraft. A 20 percent increase in productivity of work formerly done by the 

Hawker aircraft is expected resulting in an annual reduction of 400 international flight-hours. This 

program also supplies the Agency’s flight inspection program with increased capability to support 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 2 

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certification of new RNP, WAAS, and Area Navigation (RNAV) instrument flight procedures and flight 

inspection of navigational aids in the NAS. 

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 public airports in the 

NAS, domestic and international DoD sites, and other facilities as determined by domestic and 

international reimbursable customers 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #1 – Achieve Operational Excellence.

• SMP Objective #1.3 – Ensure safety and aircraft separation. 

Program Plan FY2009 – Performance Output Goal 

• Exercise contract option that has been awarded to Bombardier Corporation for one (1) Challenger 

aircraft. 

• Facilitate trade-in of three (3) British Aerospace Model Bae-800s. 

 

Program Plans FY2010-2013 – Performance Output Goals 

• Monitor finishing process of Challenger 605 aircraft at Bombardier. 

• Delivery/testing/acceptance of the International Flight Inspection Aircraft. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 

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ACTIVITY 3. NON-AIR TRAFFIC CONTROL FACILITIES AND 

EQUIPMENT 

A. SUPPORT EQUIPMENT

3A01, HAZARDOUS MATERIALS MANAGEMENT

FY 2009 Request $18.0M 

• 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 2007, the FAA 

attained 93 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 – Reduce pollution and other adverse environmental effects of transportation 

and transportation facilities. 

• DOT Strategy – Adopt transportation policies and promote technologies that reduce or eliminate 

environmental degradation. 

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 
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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 2009 – Performance Output Goals 

• Maintain 93 percent NFRAP for all sites listed on the EPA’s Federal Hazardous Waste Compliance 

Docket. 

• 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). 

• Attain regulatory closure for the Omaha Ex Air Force Station. 

• Provide report to the EPA on the Ronald Reagan Washington National Airport (DCA) South 

Investigation Site Supplemental Site Investigation. Initiate steps to obtain regulatory closure 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, which is currently eroding into the 

Yakataga River. 

• 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 2010-2013 – 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 regulatory closure for the Kirksville, Air Route Surveillance Radar site with the EPA. 

• In FY 2010 through FY 2011, attain 94% NFRAP status for all sites listed on the EPA’s Federal 

Hazardous Waste Compliance Docket. 

3A02, AVIATION SAFETY ANALYSIS SYSTEM (ASAS) 

FY 2009 Request $18.9M 

• Regulation and Certification Infrastructure System Safety (RCISS) – Segment 1, A17.01-01 

• Regulation and Certification Infrastructure System Safety (RCISS) – Segment 2, A17.01-02 

Program Description 

The ASAS program provided the automation hardware, software, and communication infrastructure to 

support aviation safety information databases and access to them by the increasingly mobile FAA safety 

work force. ASAS will be sunset in FY 2009. 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 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 
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ability of safety personnel to develop safety regulations and oversee the civil aviation industry. With the 

consolidation of IT infrastructures within the FAA and Aviation Safety 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 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 2009 – Performance Output Goals 

• Continue the deployment and support of mobile devices with enhanced telecommunications services to 

25% of the Office of Aviation Safety (AVS) workforce. 

• Continue the transition to a 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 and non-critical AVS safety data and systems. 

• Continue technology refreshment of legacy AVS infrastructure components in support of AVS national 

safety applications. 

• Complete re-hosting of mainframe application into web-based server environment. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete the deployment of mobile devices with enhanced telecommunications services to the AVS 

Safety workforce. 

• Complete the transition to centralized data storage and processing environment. 

3A03, LOGISTICS SUPPORT SYSTEMS AND FACILITIES (LSSF)

FY 2009 Request $9.3M 

• Logistics Center Support System (LCSS), M21.04-01 

Program Description 

 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. 

 
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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, and foreign countries by providing 80,000 parts and services through its 

facilities. 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 in FY 2004. 

 

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. 

 

LIS is a 17-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 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

Relationship to Performance Target 

The LCSS program will support enhanced cost-control measures and improved decision-making by: 

1) Provide the right part, at the right time, to the right place. Metric: Issue Effectiveness: Target 

goal is 84% effectiveness. 

2) Provide NAS components and parts that are not defective. Metric: Confirm defective products: 

Target goal is no more than 12 defects per 1,000 issues. 

3) Provide services that meet or exceed customer expectations. Metric: Customer satisfaction 

surveys: Target goal is 86% customer satisfaction. 

4) 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 2009 – Performance Output Goals 

• Assemble LCSS software solution; build internal and external interfaces to the FAA and DoD systems. 

• Achieve interim development. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete, test, and deploy complete LCSS software solution. 

• Monitor LCSS implementation and continue COTS software upgrades/maintenance. 
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3A04, NATIONAL AIRSPACE SYSTEM (NAS) RECOVERY COMMUNICATIONS (RCOM) 

FY 2009 Request $10.0M 

• Command & 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; satellite telephone network; 

wireless notification system; secure conferencing system; Emergency Operations Network (EON); and the 

classified Automated Detection and Process Terminal (ADAPT) for communicating in emergency 

situations. These C3 systems enable the FAA and other Federal agencies to exchange classified and 

unclassified messages to protect national security. The RCOM program also supports the Washington 

Operations Center Complex and modernizes several FAA “continuity of operations” sites, which ensures 

FAA executives have the ability to command and communicate during times of crisis. 

Relationship of Program to DOT Strategic Goal, Objective, & Performance Target 

• DOT Strategic Goal 5 – Homeland and National Security. 

• DOT Outcome 1 – Balance homeland and national security transportation requirements with the 

mobility needs of the Nation for personal travel and commerce. 

• DOT Strategy – Support and implement U.S. security strategies and plans related to 

transportation. 

Relationship to Performance Target 

The RCOM program contributes to the FAA’s 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 2009 – Performance Output Goals 

• Procure and install VHF/FM equipment for Chicago System Maintenance Office (SMO), Pacific 

Northwest Mountain SMO, Gateway SMO and Memphis SMO. 

• Implement Phase III of Emergency Operations Network. 

• Procure equipment for classified portion of ADAPT. 

• Engineer system requirements for VHF/FM Pittsburgh SMO, Red River SMO and Gateway SMO. 

• Support Communication Support Team missions as required. 

• Continue modernizing classified facilities as required. 

• Continue modernization of Regional Operations Centers nationwide. 

• Continue work on various interagency classified projects. 

• Implement upgrade of the nationwide HF system. 
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Program Plans FY 2010-2013 – Performance Output Goals 

• Procure and install additional secure facsimile units and secure conferencing systems. 

• Procure and install VHF/FM equipment for the Columbia SMO, Pittsburgh SMO, Salt Lake City 

SMO, Lone Star SMO, Ohio SMO, Hawaii-Pacific 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, 

Hawaii-Pacific 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 modernizing Regional Operations Centers nationwide. 

• Continue efforts on various interagency classified projects. 

• Continue support of classified portion of ADAPT. 

3A05, FACILITY SECURITY RISK MANAGEMENT

FY 2009 Request $15.0M 

• A, Facility Security Risk Management (FSRM), F24.00-00 

• X, Facility Security Risk Management (FSRM) – Phase 2, F24.01-01 

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. Phase 2 is pending JRC approval, which is planned for third quarter FY 2008. 

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. 

The program is currently in the solicitation process to procure a Physical Access Control System (PACS) 

that will provide access control, surveillance and intrusion detection. The award date is February 29, 2008. 

A contract was awarded in FY 2005 to maintain all existing security equipment. 

Relationship of Program to DOT Strategic Goal, Objective, & Performance Target 

• DOT Strategic Goal 5 – Homeland and National Security.

• DOT Outcome 1 – Balance homeland and national security transportation requirements with the 

mobility needs of the Nation for personal travel and commerce.

• DOT Strategy – Support and implement U.S. security strategies and plans related to 

transportation. 
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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 2009 – Performance Output Goals 

• Upgrade and accredit 30 of 210 remaining facilities (14%). 

Program Plans FY 2010-2013 – Performance Output Goals 

• Upgrade and accredit 180 of 180 remaining facilities (100%). 

3A06, INFORMATION SECURITY 

FY 2009 Request $12.0M 

• 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. 

In FY 2005 GAO conducted an audit of cyber security controls in the NAS. Significant shortfalls were 

highlighted in the areas of remediation, and certification and accreditation. The FAA will complete the 

recommendations in that audit. The FISMA requires the Inspector General (IG) to perform annual 

assessments on the agency’s Information Systems Security (ISS) program. The FAA continuously works 

on these annual recommendations. Each year Congress provides a letter grade assessment of the cyber 

security program. While DOT/FAA has improved its grade in recent years (FY 2007 C minus to B), there 

is much more to do. 

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 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. 

This program directly supports the FY 2008-2012 FAA Flight Plan, Organizational Excellence Goal, 

Objective 3, and Performance Target: Achieve zero cyber security events that disable or significantly 

degrade FAA service. Without sufficient effort in this area, FAA is in danger of not meeting its goal of 
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zero cyber security events that disable or significantly degrade FAA services. The sharp increase in 

“Bravo” events and the number of alerts is proof that FAA is becoming more of a target. 

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 are by design hostile 

intent, and, so far, FAA has had 81 such attacks. Understanding all aspects of these events dictates that 

they be detected and prevented to the maximum extent to which the target (in this case FAA or agencies) 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 May 2006 thru April 2007. 

5/22/2007

Bravo “Event” Trend

0

5

10

15

20

25

30

35

40

May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07

Month

Event Count

Bravo Activity by Month

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 – Homeland and National Security. 

• DOT Outcome 1 – Balance homeland and national security transportation requirements with the 

mobility needs of the Nation for personal travel and commerce. 

• DOT Strategy – Support and implement U.S. security strategies and plans related to 

transportation. 

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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Program Plans FY 2009 – 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 2010-2013 – 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 2009 Request $14.3M 

• System Approach for Safety Oversight (SASO), A25.01-00 

• X, System Approach for Safety Oversight (SASO) – Phase 2, A25.02-01 

Program Description 

 Preventive system safety oversight is recognized as the most effective and efficient way of preventing 

accidents. The SASO program will develop and implement a new proactive systems safety approach that 

significantly improves the FAA’s ability to identify and address hazards and safety risks before they result 

in accidents. Since these risks exist in the operations of large and small air carriers, repair stations, pilot 

and mechanic schools, designee programs and other sectors of the aviation environment, SASO will reengineer the oversight processes in each of these areas. Existing certification, inspection, designee 

oversight, and investigation procedures, as well as the current regulations, will be evaluated, and 

overhauled where necessary. New processes will be structured to focus on; collecting, analyzing, and 

disseminating critical safety data; identifying indicators of systemic and individual hazards; and eliminating 

those conditions that pose safety risk. 

 

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. Newly designed processes and information 

systems will encompass all necessary human factors considerations to ensure their effective 

implementation, and the workforce will be trained in their application. The new systems and 

analysis/decision support tools will consistently provide accurate, critical information needed to make 
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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 SASO program will consolidate 56 independent FAA safety systems into five 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 

SASO will contribute to a reduction in accident rates over the period FY 2003 through FY 2022. SASO 

proposes to achieve these results by reengineering oversight processes for system safety and automating 

system safety functions. 

Program Plans FY 2009 – Performance Output Goals 

• Complete commercial air carrier oversight system automation. 

• Complete evaluation of commercial air carrier oversight system effectiveness and efficiency. 

• Complete reengineering repair station oversight business processes. 

• Complete reengineering air taxi and commuter oversight business processes. 

• Continue mitigation of cultural/organizational problems or obstacles to change. 

• Complete SASO Phase I. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Initiate SASO Phase II. 

• Complete repair station oversight system automation. 

• Complete evaluation of repair station oversight system effectiveness and efficiency. 

• Complete automation of air taxi and commuter oversight systems. 

• Complete reengineering aerial applicator oversight business processes. 

• Complete automation of aerial applicator oversight systems. 

• Complete reengineering training center and school oversight business processes. 

• Complete automation of training center and school oversight systems. 

• Complete reengineering general aviation oversight business processes. 

• Complete automation of general aviation oversight systems. 

• Complete integration of commercial air carrier, air taxi, commuter, repair stations, training center, and 

school oversight systems. 

• Continue mitigation of cultural/organizational problems or obstacles to change. 
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3A08, AVIATION SAFETY KNOWLEDGE MANAGEMENT ENVIRONMENT (ASKME)

FY 2009 Request $7.9M 

• Aviation Safety Knowledge Management Environment (ASKME), A26.01-00 

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 has been 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. ASKME 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. ASKME obtained its baseline 

decision (FY 2008-FY 2012) on June 20, 2007 from the FAA Joint Resources Council. 

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. 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 2009 – Performance Output Goals 

• Work Tracking Software (WTS) – Continue design and development activities for the “Risk Based 

Resource Targeting” (RBRT) technology which will be used to allocate resources to examining aircraft 

design variables with the greatest risk. 

• Monitor Safety Related Data (MSRD) – Complete design, development, test, and deployment activities 

for the “Monitor Safety & Analyzed Data” (MSAD) technology component based on requirements 

gathered. 

• Monitor Safety Related Data (MSRD) – Finalize documented detailed system specification 

requirements for the “Internal Oversee System Performance” (OSPi). 

• Assimilate Lessons Learned (ALL) – Finalize documented detailed system specification requirements 

for the ALL sub-function and initiate contracting activities for design and development in FY 2010. 
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Program Plans FY 2010-2013 – Performance Output Goals 

• Finalize documented detailed system specification requirements phase (first phase for application 

development lifecycle) for the following ASKME deliverables: 

o MSRD-OSPe (External Oversee Safety Performance) – FY 2010. 

o WTS-WAT (Work Activity Tracking) – FY 2010. 

o EDA (Engineering Design Approval) – FY 2011. 

o DTE (DDS Technical Evaluations) – FY 2011. 

o WTS-Budget Management – FY 2013. 

o Airworthiness Directives Development – FY 2013. 

• Scan historical safety-related documentation for population in the Electronic File Service repository – 

FY 2010-FY 2012. 

• Complete design, development, test, and deployment phases (follows system specification 

requirements phase) for the following ASKME deliverables: 

o DS/PP (Designee Supervision / Past Performance) – Starts FY 2009, Ends FY 2010. 

o ALL (Assimilate Lessons Learned) – Starts FY 2010, Ends FY 2010. 

o MSRD-OSPi (Internal Oversee Safety Performance) – Starts FY 2010, Ends FY 2011. 

o MSRD-OSPe (External Oversee Safety Performance) – Starts FY 2010, Ends FY 2011. 

o WTS-WAT (Work Activity Tracking) – Starts FY 2011, Ends FY 2013. 

o EDA (Engineering Design Approval) – Starts FY 2012, Ends FY 2013. 

o DTE (DDS Technical Evaluations) – Starts FY 2012, Ends FY 2013. 

• Begin design and development phase activities for the for the following ASKME deliverables: 

o WTS Budget Management – Starts FY 2013, Ends FY 2014. 

o Airworthiness Directives Development – Starts FY 2013, Ends FY 2015. 

3A09X, LOGICAL ACCESS CONTROL

FY 2009 Request $0.0M 

• Logical Access & Authorization Control Svc (LAACS), M31.02-01 

Program Description 

On August 27, 2004, Homeland Security Presidential Directive (HSPD) 12 was issued. This directive set 

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 NIST 

SP800-53, and E-Authentication 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. Additionally, 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., deprovisioned or role modified. 
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With the implementation of an advanced, commercial identity management system, the government will be 

able to expand government-to-business and government-to-citizen contacts while protecting the external 

entity's intellectual property and privacy. This investment addresses, at minimum, the following security 

goals, mandates, orders, and requirements: 

1. Privacy Act (5 U.S.C. 522a) 

2. HSPD-12 

3. President's Management Agenda (Human capital, financial performance, expanded EGovernment) 

4. Federal Information Processing Standards 199, 200, 201 

5. National Institute of Standards and Technology 800-53, 63 

6. Sarbanes Oxley 

7. Health Insurance Portability and Accountability Act 

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 – Homeland and National Security. 

• DOT Outcome 1 – Balance homeland and national security transportation requirements with the 

mobility needs of the Nation for personal travel and commerce. 

• DOT Strategy – Support and implement U.S. security strategies and plans related to 

transportation. 

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 systems. This effort will substantially increase the 

assurance of reliability, availability, and integrity of department and agency IS, IT, and data. 
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B. TRAINING, EQUIPMENT, AND FACILITIES

3B01, AERONAUTICAL CENTER INFRASTRUCTURE MODERNIZATION 

FY 2009 Request $13.5M 

• Aeronautical Center Infrastructure Modernization, F18.00-00 

Program Description 

The Aeronautical Center Infrastructure Modernization program funds renovation of critical leased and 

owned facilities to enable, sustain, and ensure they remain viable for 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, and 

Business Services. FY 2009 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 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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 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). 
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Program Plan FY2009 – Performance Output Goals 

• Systems Training Building (STB) design. Begin basement floor replacement construction to correct 

life safety issues. 

• Design and construct Hangar 9 fire suppression system to protect FAA aircraft whose value exceeds 

$600M. 

• Storm Sewer Replacement - Phase 2 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 FY2010-2013 – Performance Output Goals 

• Complete Hangar 9 fire suppression system construction. 

• Complete renovation construction of STB basement floor. 

• Renovation construction of the Multi-Purpose Building (MPB). 

• Telecommunications upgrades will 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 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: 

• Flight Inspection Building, FY 2010. 

• Air Navigation Facility #2, FY 2009. 

• Hangars 8 and 9 fire suppression systems, FY 2009-2010. 

• Systems Training building, FY 2013. 

• Storm Sewer replacement, phases 3 and 4. 

3B02, NATIONAL AIRSPACE SYSTEM (NAS) TRAINING FACILITIES 

FY 2009 Request $1.4M 

• NAS Training – Equipment Modernization, M20.00-00 

Program Description 

The FAA Academy conducts technical training for air traffic controllers, airway facilities technicians, 

aviation safety inspectors, and other specialists, and is also responsible for internal training infrastructure. 

Training on new systems being installed as part of the NAS modernization requires updated simulators, 

training media, and communications equipment. In FY 2009, the Academy plans to continue 

implementation of an Interactive Simulation Training System (ISTS), which allows trainees to learn the 

operation and/or maintenance of various types of equipment, as well as concepts critical to their assigned 

duties. This system will significantly cut training costs, and it will result in a well-trained technical 

workforce. Following achievement of full operational capability in 2008, technology refresh will be 

required to continue the capability. 
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Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 1 – Make the organization more effective with stronger leadership, increased 

commitment of individual workers to fulfill organization-wide goals, and a better prepared, better 

trained, safer, diverse workforce. 

• FAA Performance Target 5 – Maintain the air traffic control workforce at or above the projected 

annual totals in the Air Traffic Controller Workforce Plan.

Relationship to Performance Target 

The NAS Training Equipment Modernization program enhances operational/maintenance training for NAS 

systems by providing modern simulators, training media, and communication equipment. It also increases 

training efficiency by reducing the time it takes to train this workforce. This equates to less time spent in 

training and more time on position in the facility. Operational efficiency is improved because the 

Academy-trained technical workforce is applying the newly acquired skills to the operational elements of 

the NAS. In addition to significantly improving the efficiency and effectiveness of virtually all FAA 

Academy technical training, the ISTS will certainly help the FAA meet annual hiring goals established by 

the Air Traffic Controller Workforce Hiring Plan. 

3B03, DISTANCE LEARNING

FY 2009 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 1,400 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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 
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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. 

3B04, NAS TRAINING FACILITIES - SIMULATOR 

FY 2009 Request $12.0M 

• Training Simulators – Tower Cab, M20.01-02 

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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 1 – Make the organization more effective with stronger leadership, increased 

commitment of individual workers to fulfill organization-wide goals, and a better prepared, better 

trained, safer, diverse workforce.

• FAA Performance Target 5 – Maintain the air traffic control workforce at or 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. 

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 2009 – Performance Output Goals 

• Continue the acquisition and installation of simulators at selected air traffic control tower hub 

locations. 

• Continue the installation of simulator software databases for selected air traffic control tower hub and 

satellite locations. 

• Continue air traffic instructor simulator training at selected hub locations. 

• Continue the implementation of Contractor Logistic Services. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Complete installation of simulator software databases at selected air traffic control tower hubs. 

• Complete air traffic instructor simulator training. 

• Continue Contractor Logistic Services. 

• Perform technology refresh on the deployed simulator systems. 
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System Implementation Schedule 

Tower Cab Simulator

First site IOC: March 2008 -- Last site IOC: September 2009 Tower Cab Simulator

2005 2010 2015

 
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ACTIVITY 4. FACILITIES AND EQUIPMENT MISSION SUPPORT 

4A01, SYSTEM ENGINEERING AND DEVELOPMENT SUPPORT

FY 2009 Request $32.0M 

• A, CIP Systems Engineering and Technical Assistance – SETA and other Contractors, 

M03.01-00

• B, Provide ANF/ATC Support (Quick Response), M08.01-00

• C, Web CM, M03.01-01

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, NAS Operational 

Evolution 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 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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.
Capital Investment Plan Appendix B 

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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 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 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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 #1 – Achieve Operational Excellence.

• SMP Objective #1.6 – Optimize Service Availability.

C, WEB CM, M03.01-01

Program Description 

Configuration Management (CM) is a vital component of the NAS life cycle systems management. FAA 

Order 1800.66 prescribes that CM shall apply to all NAS systems, subsystems, and components, including 

the documentation describing the NAS. WebCM is based on state of the art technology that replaces the 

labor-intensive functionality provided by the FAA’s existing Document Control (DOCCON) system. The 

efficient management of CM information is critical to the operation of CM functions and activities as well 

as the management of FAA systems throughout their lifecycle. WebCM provides an automated and 

integrated capability to the Agency’s CM community for managing the NAS CM processes. 
Capital Investment Plan Appendix B 

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Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

Relationship to Performance Target 

WebCM provides an enterprise solution capability to managers, engineers, field technicians, and other 

personnel for managing, monitoring, and reporting on NAS systems. It is an agency-wide accessible tool 

that provides timely and accurate CM-related information as well as interfaces to related information 

systems. WebCM will reduce the NAS change control process cycle time during requirements, acquisition, 

and operational phases; and thereby provide long-term cost savings to the FAA. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway #2 – Enhance Financial Discipline.

• SMP Objective #2.4 – Reduce unit cost of operations.

4A02, PROGRAM SUPPORT LEASES 

FY 2009 Request $43.5M 

• 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. 

For FY 2009, 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; 

• 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 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. 
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• Funding for costs associated with the termination of ATO leases or the re-use of vacated Automated 

Flight Service Station space for other ATO purposes. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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 2, 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 2009 Request $7.9M 

• 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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Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence. 

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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 2009 Request $15.8M 

• 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 TDWR target generators, 

• Building 50, 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 

for 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, 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 2009 lease costs as specified in the lease agreement. The 

lease will expire in 2028. 
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Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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 2009 Request $10.7M 

• A, NAS Implementation Support Contract (NISC), M22.00-00 

• B, NAS Implementation Support Contract (NISC) – Configuration Management, M22.01-01 

A, 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 waterfall schedules, engineering site preparation packages, site 

implementation plans, analysis of environmental impacts, test procedures, site test monitoring, and 

corporate work planning. 
Capital Investment Plan Appendix B 

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Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

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. 

B, NAS IMPLEMENTATION SUPPORT CONTRACT (NISC) – CONFIGURATION 

MANAGEMENT, M22.01-01 

Program Description 

Configuration Management (CM) is a Systems Engineering Discipline ensuring the cross-organizational 

coordination of engineering designs, facility and equipment baselines, and development and 

implementation of engineering changes. 

CM improves the safety, efficiency, and effectiveness of the NAS through the identification, 

documentation, and control of changes to the functional and physical characteristics of air traffic systems. 

It strengthens management of configuration documentation, the predictability of performance, control of 

logistics supply/support costs, and planning future requirements for NAS systems. CM must occur during 

acquisition, development, test, deployment, and in-service phases of a systems life cycle. 

CM establishes the methods and practices to be employed in accomplishing this mission in a cost efficient 

and effective manner. The contract supports an integrated review of whether new equipment is compatible 

with existing systems, and whether information flows between systems follow necessary protocols. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 4 

 151 

Relationship to Performance Target 

CM, as a systems engineering discipline, supports the FAA’s goal of organizational excellence ensuring the 

cross-organizational coordination of engineering designs, facility and equipment baselines, and 

development and implementation of engineering changes. CM establishes the methods and practices to be 

employed in accomplishing this mission in a cost effective efficient and effective manner. 

Strategic Management Process (SMP) Pathway and Objective 

• SMP Pathway 1 – Achieve Operational Excellence. 

• SMP Objective 1.6 – Optimize service availability. 

4A06, FREQUENCY AND SPECTRUM ENGINEERING

FY 2009 Request $3.5M 

• 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 

two OEP airports. 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 3 – Sustain adjusted operational availability of 99.7 percent for the 

reportable facilities that support the 35 OEP airports through FY 2012. 

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 2009 – Performance Output Goals 

• Resolve 80% of all reported RFI incidents within 9 days. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 4 

 152 

Program Plans FY 2010-2013 – Performance Output Goals 

• Resolve 80% of all reported RFI incidents within 9 days. 

4A07, TECHNICAL SUPPORT SERVICES CONTRACT (TSSC) 

FY 2009 Request $22.0M 

• Technical Support Services (TSS), M02.00-00 

Program Description 

TSSC is the agency's primary vehicle to provide a supplemental work force to install capital equipment. 

This contract helps the FAA ensure timely installation of equipment for NAS modernization. Engineers 

and technicians, hired under TSSC, 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 contract 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 2 – Improve financial management while delivering quality customer service. 

• FAA Performance Target 2 – Organizations throughout the agency will continue to implement 

cost efficiency initiatives such as: 

• 10-15% 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; 

• 3% reduction in help desk operating costs through consolidations; and; 

• Annual reduction of $15 million in Information Technology operating costs. 

Relationship to Performance Target 

In a typical year, more than 3,700 separate projects are completed by FAA using the TSS. Customers using 

TSS benefit from high quality contractor labor support that is experienced, flexible, reliable, and cost 

effective. The quality of this customer service is substantiated by the consistently high customer (engineer 

and Engineering Technical Officer) participation, which is at 89 percent, and the satisfaction scores from 

the bi-annual award fee process, in which the contractor is rated higher than 90 percent. 

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. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 4 

 153 

4A08, RESOURCE TRACKING PROGRAM (RTP) 

FY 2009 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. 

Relationship of Program to FAA Strategic Goal, Objective, and Performance Target 

• FAA Strategic Goal 6 – Organizational Excellence.

• FAA Objective 3 – 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. 

Relationship to Performance Target 

The RTP contributes to the FAA organizational excellence goal by providing an enterprise level project 

management system. The legacy RTP systems currently operates 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. 

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 2009 Request $76.0M 

• 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, Operational Evolution Partnership (OEP), National Aviation Research 

Plan (NARP), other agency long-range plans, and the CAASD Long Range Plan (FY 2008-2012). The 

PBWP and FFRDC 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: 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 4 

 154 

NAS and NextGen Systems Integration and Evolution. Develop/integrate the NextGen enterprise 

architecture (EA), operational concepts, capability action plans, and roadmaps to achieve an integrated 

evolution and align agencies’ EAs; analyze NAS-wide strategic issues involving multiple outcomes for 

efficient investment and operational decisions; provide definition, structure, and content for the NAS EA 

and ensure alignment with the evolving NextGen architecture; provide recommendations for U.S. and 

international flight data processing to improve NAS operations and global harmonization. 

Communications Modernization. Conduct technical analyses on architecture alternatives; conduct 

engineering analysis, network definition, and transition strategy studies for the FAA‘s Voice 

Communications and SWIM programs to provide robust network-enabled operations and to reduce the 

overall FAA communications costs; provide technical and operational insight into the implementation of 

digital and data communications services in the NAS. Ensure that FAA and the user community 

understand the operational benefits to be gained. 

Performance Based NAS. Provide new concepts for achieving a 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 all aspects of navigation assets, including Wide Area Augmentation 

System (WAAS), Local Area Augmentation System, (LAAS), divestiture of navigation aides, 

modernization of GPS, and interoperability with other Global Navigation Satellite System (GNSS) systems. 

En Route Evolution. Perform system engineering analyses for new technologies, capabilities, and 

procedures for the en route system architecture and operational applications; develop concept of operations 

and prototypes to demonstrate and evaluate new capabilities and procedures; develop and conduct field 

evaluations of a simulation training prototype that will provide effective transition of automation and 

procedural advancements into operation use; validate the operational feasibility and expected productivity 

gains from changing roles and responsibilities in the en route domain. 

Terminal Operations and Evolution. Provide technical and operational insight into systems that can 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 of TRACON controller 

training, to allow for reduced training time and cost, improve trainee success rates, and improve workforce 

capabilities (e.g., reduced operational errors, improved productivity). 

Airspace Design and Analysis. Structure and execute technical analyses that will influence 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 operational strategies to manage emerging, chronic 

congestion problems by modeling capacity, delay, predictability, ripple effects, and access issues; develop 

improved measurement techniques for assessing operations; 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; advance the maturity of concepts to account for 

uncertainty (e.g. probabilistically) in predictions and decision making, by developing algorithms and 

prototype capabilities and conducting (human-in-the-loop) evaluation that will improve the FAA’s ability 

to predict imbalances between traffic demand and real NAS capacity; 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; perform analyses to assess the affordability and long-term 

economic implications of different investments, operational changes, or proposed policies. 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 4 

 155 

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; 

identify/assess the feasibility of new/advanced capabilities and standards that mitigate NAS safety issues. 

Mission Oriented Investigation and Experimentation (MOIE). Develop the tools and techniques for 

studying system capacity, throughput, performance, system dynamics and adaptation to technology- and 

policy-driven change; strengthen FFRDC systems engineering skills and tools by exploring new regimens 

and leveraging collaborations with industry, academia, and the broader aviation research community. 

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 

Systems Security (ISS) to adapt to changing threats and technology advances; develop requirements and 

recommend solutions for effective cyber incident management program; 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 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, 

in close coordination with the users and manufacturers, as part of RTCA, the International Civil Aviation 

Organization, FAA, Requirements Focus Group, and Eurocontrol standards development activities. 

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 development flexibility 

to facilitate integration investigations, compressed spiraling of operational concepts and procedure 

development, exploration of new technologies, visualization of concepts, exploration of human factor 

issues, and transition of prototypes between the lab and the field. 

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 88.76 percent at the 35 OEP 

airports by FY 2011 and maintain through FY 2012.

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.
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 4 

 156 

4A10, AERONAUTICAL INFORMATION MANAGEMENT (AIM) 

FY 2009 Request $11.6M 

• Aeronautical Information Management (AIM) Modernization, A08.03-01 

Program Description 

The Aeronautical Information Management Program is a consolidation of three previous CIP programs: 

NAS Aeronautical Information Management Enterprise System (NAIMES); NOTAM Infrastructure/ 

Distribution; and Military Operations (MILOPS). The program will modernize and/or develop the 

hardware and software that supports the following set of core services to NAS users. 

 

• NAS Status Information 

o Notices-to-Airmen (NOTAMs) 

o Wide Area Augmentation System (WAAS)/Global Positioning System (GPS) navigation 

service status 

o Military / Special Use Airspace (SUA) status 

o Central Altitude Reservation Function (CARF) 

• NAS Infrastructure Information 

o Access to base aeronautical information 

• Flight Planning 

o Flight plan support (DoD and other users) 

o Flight plan filing 

o Flight plan message dissemination 

• Weather Information Dissemination 

The program will improve aeronautical information services by adopting modern information technology 

and improvements in business processes and aeronautical information policies. Target capabilities in 

Aeronautical Information Modernization include: 

• Centralize and standardize NOTAMs; 

• Migrate to fully digital NOTAM, weather, and flight plan services; 

• Streamline and automate processes for generating status changes such as airspace 

reservations/activation and NOTAM; 

• Centralize and standardize definition and scheduling of military airspace including SUA, air traffic 

control assigned airspace (ATCAA), and altitude reservations (ALTRV); 

• Improve quality and value of pilot briefing and flight planning services by integrating digital 

weather, and digital NOTAM into the briefing and analysis services; and 

• Integrate aeronautical information services into System Wide Information Management (SWIM) 

and other NextGen capabilities. 

NOTAM Modernization (formerly NOTAM Infrastructure/Distribution) provides a standardized, 

automated NOTAM distribution system that ensures that NOTAMs are delivered to ATC facilities in a 

timely, accurate, and reliable manner. NOTAMs inform pilots, controllers, and flight service specialists of 

changes in conditions in the NAS, such as runways closed for construction, restrictions on operations for 

special events, and other important changes. NOTAM data from the United States NOTAM System 

(USNS) will be transmitted to the Airport Traffic Control Towers (ATCTs), Terminal Radar Approach 

Controls (TRACONs), Air Route Traffic Control Centers (ARTCCs), and FAA Contract Towers. In 

addition, the system provides for NOTAM receipt acknowledgement and an evolutionary path for the 

eventual distribution of all classes of NOTAMs (Domestic, Flight Data Center, International Civil Aviation 

Organization (ICAO), and Military). 

NOTAM Realignment facilitates transformation of the Joint DoD and FAA USNS and Master Database 

into a unified Federal NOTAMs system supporting ICAO compliant NOTAMs and aeronautical 

information. In FY 2008, Phase 1 incorporates former Local (L) NOTAMs into the Master Database as 
Capital Investment Plan Appendix B 

Fiscal Years 2009-2013 Activity 4 

 157 

Distant (D) NOTAMs, providing additional important aeronautical information such as taxiway conditions. 

Keywords are affixed to all D NOTAMs to assist in grouping them into easily recognizable categories. In 

the FY 2009-2010 timeframe, Phase 2 will improve NOTAM quality and ensure that appropriate Q codes 

are applied by converting all NOTAM and aeronautical information into fully ICAO-compliant series. 

The final component of AIM Modernization is the MILOPS Systems. MILOPS includes several 

information technology systems to assist the FAA and military with coordination and distribution of special 

use airspace (SUA, ATCAA, and ALTRV) geometrical descriptions and scheduling information. In the 

MILOPS program, MILOPS systems are in various stages of development – the Special Use Airspace 

(SUA) Management System (SAMS) and the Military Airspace Data Entry (MADE) system are modern 

systems for coordinating and tracking airspace use by the military. The Altitude Reservation Function 

(CARF) for managing altitude reservations (ALTRV) is a legacy program targeted for early migration in 

the AIM Modernization program. 

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 Aeronautical Information Management Program will modernize and improve the processing and 

distribution of critical NOTAM information to ATC facilities and pilots, so it is received in a timely and 

standardized format. It will also update the information systems reporting on SUA and WAAS availability. 

Assuring that this information is available to pilots and air traffic facilities will help prevent pilot errors 

such as attempting to land on a closed runway. This will help avoid potentially fatal commercial airline 

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 2009 – Performance Output Goals 

• Begin phased implementation of AIM Programs modernization. 

• Increase NOTAM quality by ensuring 100% of new NOTAM policy guidelines are incorporated into 

NOTAM entry systems by January 2009. 

• Complete development of consolidated aeronautical information portal for external and internal 

customers. 

• Finalize site preparation and installation and disaster recovery sites. 

• Increase NOTAM quality by adopting ICAO standards and ensuring 100% of NOTAMs have properly 

Q-code classification. 

Program Plans FY 2010-2013 – Performance Output Goals 

• Implement transition plans from legacy systems to modernized systems. 

• Finalize initial implementation and deployment of system modernization by September 2013. 

• Develop NOTAM policy Notices and Orders to support digital NOTAM format. 

• Attain the target that 25% of all airport NOTAMs are submitted electronically. 

Program Implementation Schedule 

Aeronautical Information Management Modernization

First site IOC: June 2007 -- Last site IOC: September 2013 NAS Services

2005 2010 2015

Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix C 

Fiscal Years 2009 – 2013 

Capital Investment Plan

Fiscal Years 2009-2013

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number

Capital Budget Program FY 2009 

Budget

FY 2010 FY 201

 Activity 1: Engineering, Development, Test, and Evaluation $343.60 $747.2 $848

1A01 Advanced Technology Development and Prototyping (ATDP) $41.40 $36.9 $37

1A02 Traffic Management Advisor (TMA) $3.70 $0.0 $0

1A03 NAS Improvement of System Support Laboratory $1.00 $1.0 $11A04 William J. Hughes Technical Center Facilities $12.00 $12.0 $12

1A05 William J. Hughes Technical Center Infrastructure Sustainment $5.40 $5.5 $5

1A06 NextGen Network Enabled Weather (NNEW) $20.00 $25.0 $25

1A07 Data Communication in support of Next Generation Air Transportation System (NextGen) $28.80 $28.6 $361A08 Next Generation Air Transportation System (NextGen) - Demonstrations and 

Infrastructure Development

$28.00 $30.0 $30

1A09 Next Generation Air Transportation System (NextGen) - System Development $41.40 $102.9 $104

1A10 Next Generation Air Transportation System (NextGen) - Trajectory Based Operations $39.50 $90.1 $90

1A11 Next Generation Air Transportation System (NextGen) - Reduce Weather Impact $14.40 $62.0 $62

1A12 Next Generation Air Transportation System (NextGen) - Arrivals/Departures at High 

Density Airports

$18.20 $74.2 $85

1A13 Next Generation Air Transportation System (NextGen) - Collaborative Air Traffic 

Management (CATM)

$27.70 $111.4 $103

1A14 Next Generation Air Transportation System (NextGen) - Flexible Terminal Environment $37.10 $102.0 $106

1A15 Next Generation Air Transportation System (NextGen) - Safety, Security, and 

Environment

$8.00 $27.0 $33

1A16 Next Generation Air Transportation System (NextGen) - Networked Facilities $17.00 $38.6 $115

 Activity 2: Air Traffic Control Facilities and Equipment $1,558.61 $1,459.3 $1,305

A. En Route Programs $857.85 $678.3 $573

2A01 En Route Automation Modernization (ERAM) $203.05 $170.9 $131

2A02 En Route Communications Gateway (ECG) $7.40 $12.6 $162A03 Next Generation Weather Radar (NEXRAD) $3.00 $3.0 $3

2A04 Air Traffic Control System Command Center (ATCSCC) Relocation $28.60 $10.3 $22A05 ARTCC Building Improvements/Plant Improvements $56.50 $56.5 $57

2A06 Air Traffic Management (ATM) $90.20 $31.6 $152A07 Air/Ground Communications Infrastructure $7.50 $4.8 $4

2A08 ATC Beacon Interrogator (ATCBI) - Replacement $13.00 $4.7 $02A09 Air Traffic Control En Route Radar Facilities Improvements $5.30 $5.3 $52A10 Voice Switching Control System (VSCS) $23.30 $17.0 $152A11 Oceanic Automation System $20.70 $12.7 $202A12 Corridor Integrated Weather System (CIWS) $5.90 $8.4 $17

Page 1
Capital Investment Plan

Fiscal Years 2009-2013

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number

Capital Budget Program FY 2009 

Budget

FY 2010 FY 201

2A13 San Juan Radar Approach Control (CERAP) $6.00 $0.0 $0

2A14 Next Generation VHF Air/Ground Communications System (NEXCOM) $46.40 $79.9 $702A15 System-Wide Information Management (SWIM) $41.00 $54.3 $382A16 Automatic Dependant Surveillance - Broadcast (ADS-B) NAS Wide Implementation $300.00 $200.4 $175

2A17X Automated Detection & Processing Terminal (ADAPT)* $0.00 $6.0 $0

B. Terminal Programs $375.76 $440.7 $432

2B01 Airport Surface Detection Equipment - Model X (ASDE-X) $32.70 $11.1 $0

2B02 Terminal Doppler Weather Radar (TDWR) - Provide $6.10 $9.9 $8

2B03 Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) $28.20 $47.0 $47

2B04 Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) $3.00 $50.0 $502B05 Terminal Automation Program $4.30 $2.4 $2

2B06 Terminal Air Traffic Control Facilities - Replace $134.30 $150.0 $160

2B07 ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve $37.90 $42.6 $482B08 Terminal Voice Switch Replacement (TVSR) $8.40 $10.3 $0

2B09 NAS Facilities OSHA and Environmental Standards Compliance $26.00 $26.0 $26

2B10 Airport Surveillance Radar (ASR-9) $8.80 $2.2 $0

2B11 Terminal Digital Radar (ASR-11) $17.10 $12.6 $42B12 DOD/FAA Facilities Transfer $1.40 $1.4 $12B13 Precision Runway Monitors $1.00 $0.0 $02B14 Runway Status Lights (RWSL) $26.96 $11.8 $18

2B15 National Airspace System Voice Switch (NVS) $10.00 $40.0 $502B16 Weather System Processor (WSP) $0.70 $0.3 $0

2B17 Voice Recorder Replacement Program (VRRP) $10.80 $11.9 $92B18 Houston Area Air Traffic System (HAATS) $3.60 $2.0 $02B19 Integrated Display System (IDS) $7.00 $3.0 $42B20 ASR-8 Service Life Extension Program $3.00 $0.0 $02B21 Integrated Terminal Weather System (ITWS) $4.50 $4.5 $2

2B22X Terminal Automation Modernization/ Replacement Program (TAMR Phase 2)* $0.00 $1.7 $1

C. Flight Service Programs $25.10 $30.8 $32

2C01 Automated Surface Observing System (ASOS) $8.50 $6.7 $6

2C02 Flight Service Station (FSS) Modernization $14.60 $20.3 $222C03 Weather Camera Program $2.00 $3.8 $3

D. Landing and Navigation Aids Programs $173.30 $174.8 $146

Page 2
Capital Investment Plan

Fiscal Years 2009-2013

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number

Capital Budget Program FY 2009 

Budget

FY 2010 FY 201

2D01 VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment (DME) $7.50 $5.0 $5

2D02 Instrument Landing Systems (ILS) - Establish $7.50 $21.8 $72D03 Wide Area Augmentation System (WAAS) for GPS $99.00 $100.9 $101

2D04 Runway Visual Range (RVR) $5.00 $5.0 $5

2D05 Approach Lighting System Improvement Program (ALSIP) $10.00 $10.0 $52D06 Distance Measuring Equipment (DME) $6.00 $8.0 $62D07 Visual Navaids - Establish/Expand $1.70 $3.2 $32D08 Instrument Flight Procedures Automation (IFPA) $10.90 $7.9 $02D09 Navigation and Landing Aids - Service Life Extension Program (SLEP) $1.00 $6.0 $62D10 VASI Replacement - Replace with Precision Approach Path Indicator $4.00 $7.0 $72D11 GPS Civil Requirements $20.70 $0.0 $0

E. Other ATC Facilities Programs $126.60 $134.7 $119

2E01 Fuel Storage Tank Replacement and Monitoring $6.10 $6.2 $6

2E02 Unstaffed Infrastructure Sustainment (formerly FAA Buildings and Equipment) $15.30 $14.5 $152E03 Air Navigational Aids and ATC Facilities (Local Projects) $1.50 $2.5 $22E04 Aircraft Related Equipment Program $7.80 $10.0 $92E05 Airport Cable Loop Systems - Sustained Support $7.00 $5.0 $52E06 Alaskan NAS Interfacility Communications System (ANICS) $5.00 $3.0 $22E07 Facility Disposition $5.00 $5.0 $52E08 Electrical Power Systems - Sustain/Support $51.00 $70.0 $702E09 Aircraft Fleet Modernization $3.00 $15.0 $02E10 Aircraft Fleet Modernization - International Aircraft $24.90 $0.0 $0

2E11X Independent Operational Test/Evaluation* $0.00 $3.5 $5

 Activity 3: Non-Air Traffic Control Facilities and Equipment $133.80 $154.2 $176

A. Support Equipment $105.40 $138.6 $165

3A01 Hazardous Materials Management $18.00 $20.0 $203A02 Aviation Safety Analysis System (ASAS) $18.90 $15.3 $183A03 Logistics Support Systems and Facilities (LSSF) $9.30 $9.3 $03A04 National Airspace System (NAS) Recovery Communications (RCOM) $10.00 $12.0 $123A05 Facility Security Risk Management $15.00 $40.0 $543A06 Information Security $12.00 $12.0 $123A07 System Approach for Safety Oversight (SASO) $14.30 $6.8 $233A08 Aviation Safety knowledge Management Environment (ASKME) $7.90 $8.1 $14

Page 3
Capital Investment Plan

Fiscal Years 2009-2013

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

BLI 

Number

Capital Budget Program FY 2009 

Budget

FY 2010 FY 201

3A09X Logical Access Control* $0.00 $15.1 $10

B. Training, Equipment, and Facilities $28.40 $15.6 $11

3B01 Aeronautical Center Infrastructure Modernization $13.50 $9.8 $103B02 National Airspace System (NAS) Training Facilities $1.40 $0.0 $0

3B03 Distance Learning $1.50 $1.5 $13B04 NAS Training Facilities - Simulator $12.00 $4.3 $0

 Activity 4: Facilities and Equipment Mission Support $227.00 $238.3 $249

4A01 System Engineering and Development Support $32.00 $32.7 $324A02 Program Support Leases $43.50 $47.6 $494A03 Logistics Support Services (LSS) $7.90 $8.0 $84A04 Mike Monroney Aeronautical Center Leases $15.80 $16.2 $164A05 Transition Engineering Support $10.70 $15.0 $154A06 Frequency and Spectrum Engineering $3.50 $2.5 $24A07 Technical Support Services Contract (TSSC) $22.00 $22.0 $224A08 Resource Tracking Program (RTP) $4.00 $4.0 $44A09 Center for Advanced Aviation System Development (CAASD) $76.00 $80.3 $904A10 Aeronautical Information Management (AIM) $11.60 $10.0 $10

 Activity 5: Personnel Compensation, Benefits, and Travel $460.50 $487.0 $514

5A01 Personnel and Related Expenses $460.50 $487.0 $514

* BLI numbers with X represent outyear programs not requested in the FY 2009 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 $2,723.51 $3,086.0 $3,093

Targets January 2008 $2,723.51 $3,086.0 $3,093

Page 4
 

Federal Aviation Administration 

National Airspace System 

Capital Investment Plan 

Appendix D 

Fiscal Years 2009 – 2013 
 
Capital Investment Plan Appendix D 

Fiscal Years 2009-2013 

1 

LIST OF ACRONYMS AND ABBREVIATIONS 

A 

A/G air-to-ground 

ABAS aircraft based augmentation system 

ACE-IDS automated surface observing system controller equipment information display system 

ADAPT automatic detection and processing terminal 

ADAS automated weather observation data acquisition system 

ADIZ air defense identification zone 

ADS-B automatic dependent surveillance-broadcast 

ADS-C automatic dependent surveillance-contract 

ADS-R automatic dependent surveillance- rebroadcast 

ADSIM airfield delay simulation model 

AEFS advanced electronic flight strip system (intro only used once) 

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 

AIR FAA Aircraft Certification Service 

AISR aeronautical information system replacement 

AIXM aeronautical information exchange model 

ALL assimilate lessons learned 

ALSF-2 approach lighting system with sequenced flashing light model 2 

ALSIP approach lighting system improvement program 

ALTRV altitude reservations 

AMASS airport movement area safety system 

AMC Mike Monroney Center 

AMP airspace management program 

ANF air navigation facilities 

ANICS Alaskan national airspace system interfacility communications system 

ANSP air navigation service providers 

ARE aircraft and related equipment 

ARMT airport resource management tool 

ARSR air route surveillance radar 

ARTCC air route traffic control center 

ARTS automated radar terminal system 

ASAS aviation safety analysis system 

ASD aircraft situation display 

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 

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 

ASWON automated surface weather observation network 
Capital Investment Plan Appendix D 

Fiscal Years 2009-2013 

2 

ATC air traffic control 

ATCAA air traffic control assigned airspace 

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 

ATOMS air traffic operations management system 

ATOP advanced technologies and oceanic procedures 

AVN Office of Aviation System Standards 

AVS Office of Aviation Safety 

AWOS automated weather observing system 

AWSS automated weather sensor systems 

B 

BLI budget line item 

BOS beacon only sites 

C 

C3 Command and control communications 

CAEG computer aided engineering graphics 

CARF central altitude reservation facility 

CARTS common-automated radar tracking system 

CAASD Center for Advanced Aviation System Development 

CAST commercial aviation safety team 

CATM collaborative air traffic management 

CATMT collaborative air traffic management technologies 

CBI computer-based instruction 

CDA continuous descent approach 

CDTI cockpit display of traffic information 

CERAP center radar approach control 

CERCLA Comprehensive Environmental Response and Liability Act 

CFE communications facilities enhancement 

CIO chief information officer 

CIP capital investment plan 

CIWS corridor integrated weather system 

CM configuration management 

CNS communications, navigation and surveillance 

COI community of interest 

Conops concept of operations 

COTS commercial off-the-shelf 

CP change proposal 

CSMC cyber security management center 

CSPR closely spaced parallel runways 

CTAS center TRACON automation system 

CWP corporate work plan 

D 

3-D three dimensional 

4-D four dimensional 

DFM departure flow management 

DASI Digital altimeter setting indicator 

DELPHI DOT accounting system 
Capital Investment Plan Appendix D 

Fiscal Years 2009-2013 

3 

DHS Department of Homeland Security 

DINS defense internet NOTAM service 

DME distance measuring equipment 

DOCCON document control 

DoD Department of Defense 

DOT Department of Transportation 

DOTS dynamic ocean tracking system 

DS/PP designee supervision/past performance 

DSP departure spacing program 

DSR display system replacement 

DUATS direct user access terminal system 

E 

EA enterprise architecture 

EBUS enhanced backup surveillance 

ECG en route communication gateway 

EDA en route descent advisor 

EDA engineering design approval 

EDDA environmental due diligence audit 

EFS electronic flight strip 

EFSTS electronic flight strip 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 

ERTSS en route training simulation system 

ETMS enhanced traffic management system 

ETVS enhanced terminal voice switches 

F 

FAA Federal Aviation Administration 

FAALC FAA logistics center 

FAROS final approach runway occupancy signal 

FBW fly by wire 

FDIO flight data input/output 

FDP flight data processor 

FFRDC federally funded research and development center 

FI flight inspection 

FIS-B flight information service – broadcast 

FISMA Federal Information Security Management Act 

FLP full LPV performance 

FM frequency modulated 

FS-21 flight service automation system 

FSRM facility security risk management 

FSS flight service station 

FST fuel storage tank 

FTI FAA telecommunications infrastructure 

FY fiscal year 

G 

G/G ground to ground 

GA general aviation 
Capital Investment Plan Appendix D 

Fiscal Years 2009-2013 

4 

GBAS ground based augmentation system – wide area augmentation system 

GDP gross domestic product 

GEO geosynchronous communication satellite 

GLS GNSS landing system 

GNSS global navigation satellite system 

GPS global positioning system 

GUS ground uplink station 

H 

HAATS Houston area air traffic system 

HADDS host air traffic management data distribution system 

HAZMAT hazardous materials 

HAD high density airport 

HPDME high power distance measuring equipment 

HF high frequency 

HSPD Homeland Security Presidential Directive 

I 

IAPA instrument approach procedures automation 

ICAO International Civil Aviation Organization 

IDLM interference detection, location and mitigation 

IDMS identity management system 

IDS information display system 

IFF identification friend or foe 

IFPA instrument flight procedures automation 

IFR instrument flight rule 

ILS instrument landing system 

IOC initial operating capability 

IPT integrated product team 

IS information system 

ISO international standards organization 

ISS information systems security 

ISTS interactive simulation training system 

IT information technology 

ITWS integrated terminal weather system 

IVSR interim voice switch replacement 

J 

JAWS Juneau airport wind system 

JPDO joint planning and development 

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 

LAN local area network 

LCGS low cost ground surveillance 

LCSS logistical center support system 

LIS logistics and inventory system 

LLWAS low-level wind shear alert system 

LNAV lateral navigation 

LOB line of business 

LOAP low overhead array processors 
Capital Investment Plan Appendix D 

Fiscal Years 2009-2013 

5 

LP localizer performance 

LPDME low power distance measuring equipment 

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 

MADE military airspace data entry 

MALSR medium-intensity approach light system with runway alignment indicator lights 

MASPS minimum aviation system standards 

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 

MILOPS military operations 

MLAT multilateration 

MMAC Mike Monroney Aeronautical Center 

MOIE mission oriented investigation and experimentation 

MOPS minimum operational performance standards 

MBP multi-purpose building 

MSAD monitor safety and analyzed data 

MSRD monitor safety related data 

MVA minimum VFR altitude 

N 

NAFIS next generation flight inspection system 

NAIMES national airspace system aeronautical information management enterprise system 

NAP next generation automation platform 

NAS national airspace system 

NASA National Aeronautics and Space Administration 

NASE NAS adaptive services environment 

NASR national airspace system resources

Navaids navigation aids 

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 

NISC national airspace system implementation support contract 

NLDN national lightning detection network 

NNEW NextGen network enabled weather 

NOCC network operations control center 

NOTAM notice to airmen 

NTSB National Transportation Safety Board 

NVS national airspace system voice switch 

NWS National Weather Service 
Capital Investment Plan Appendix D 

Fiscal Years 2009-2013 

6 

O 

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 

OMB Office of Management and Budget 

OPM Office of Personnel Management 

Ops Operations 

ORD Operational readiness demonstration 

OSHA Occupational Safety and Health Administration 

OSPe oversee system performance - external 

OSPi oversee system performance - internal 

OTA other transactions agreements 

OT&E Operational test and evaluation 

P 

P3I pre-planed product improvement 

PACS physical access control system 

PAPI precision approach path indicator 

PATM performance-based air traffic management 

PBWP product based work plan 

PCB polychlorinated biphenyl 

PCS Permanent change of station 

PDARS performance data analysis and reporting system 

PDR preliminary design review 

PIREPS pilot reports 

PLM programming language for microcomputers 

PNT position, navigation and timing 

PPS precision positioning service 

PRM precision runway monitor 

PWA printed wire assembly 

R 

R # release number 

RA resolution advisory 

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 

RCOM recovery communications 

RCU remote control unit 

RDA radar data acquisition 

REIL runway end identifier lights 

REL runway entrance lights 

RFI radio frequency interference 

RIL runway intersection lights 

RIRP runway incursion reduction program 

RNAV area navigation 

RNP required navigation performance 

RPM revenue passenger mile 

RTP resource tracking program 

RVR runway visual range 
Capital Investment Plan Appendix D 

Fiscal Years 2009-2013 

7 

RWI reduce weather impact 

RWSL runway status lights 

S 

SAIDS system Atlanta information display system 

SAMS special use airspace management system 

SASO system approach for safety oversight 

SAT site acceptance test 

SAWS standalone weather sensors 

SBAS space based augmentation system – local area augmentation system 

SBS surveillance and broadcast services 

SC special committee 

SCAP security certification and authorization process 

SETA system engineering and technical assistance. 

SID standard instrument departure 

SITS security integrated tool set 

SLEP service life extension program 

SMA surface management advisor 

SMO system maintenance office 

SMP strategic management process 

SMS safety management system 

SO staff office 

SPS standard positioning service 

SR system requirements 

STAR standard terminal arrival routes 

STARS standard terminal automation replacement system 

STB system training building 

STC sensitivity time constant 

STD Standard 

SUA special use airspace 

SWIM system-wide information management 

T 

TACAN tactical air navigation antenna 

TAMR terminal automation modernization replacement 

TBM trajectory based management 

TBO trajectory based operations 

TCAS traffic alert and collision avoidance system 

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 

TMA-SC traffic management advisor - single center 

TMU traffic management unit 

TR technical refresh 

TRACON terminal radar approach control 

TSD traffic flow management situation display 

TSO technical standard order 
Capital Investment Plan Appendix D 

Fiscal Years 2009-2013 

8 

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 

UHF ultra high frequency 

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 

VHF very high frequency 

VLJ very light jet 

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 

VT virtual tower 

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 

WM/LAT wide area multilateration 

WMSCR weather message switching center replacement 

WP work package 

WRS WAAS reference stations 

WSP weather systems processor 

WT Wake turbulence 

WTMA wake turbulence mitigation for arrivals 

WTMD wake turbulence mitigation for departures 

WTMSR wake turbulence mitigation for single runway 

WTS work tracking software 

WX Weather