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

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

1.2 Strategic Priorities and the CIP........................................................................................2

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

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

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

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

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

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

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

3 CAPITAL INVESTMENT PLAN SUMMARY........................................ 9

3.1 FAA’s FY 2015 President’s Budget Request ...................................................................9

3.2 Five Year Capital Plan Overview .....................................................................................9

3.3 Facilities and Equipment Budget Activities ..................................................................10

3.4 Legacy Systems and Infrastructure ...............................................................................11

3.5 NextGen ............................................................................................................................12

4 NEXTGEN PORTFOLIOS AND IMPLEMENTATIONS......................14

4.1 Separation Management Portfolio .................................................................................15

4.2 Improved Surface/ Terminal Flight Data Manager (TFDM) Portfolio ......................17

4.3 On-Demand NAS Portfolio .............................................................................................18

4.4 Environment Portfolio .....................................................................................................19

4.5 Improved Multiple Runway Operations Portfolio........................................................20

4.6 NAS Infrastructure Portfolio ..........................................................................................21

4.7 NextGen Support Portfolio at WJHTC .........................................................................22

4.8 Performance-Based Navigation & Metroplex Portfolio ...............................................22

i 
4.9 Collaborative Air Traffic Management Portfolio .........................................................23

4.10 Time-Based Flow Management (TBFM) Portfolio .......................................................24

4.11 System Safety Management Portfolio ............................................................................25

5 ENTERPRISE ARCHITECTURE INFRASTRUCTURE ROADMAPS 26

5.1 Automation Roadmaps ....................................................................................................27

5.2 Communications Roadmaps ...........................................................................................36

5.3 Surveillance Roadmaps ...................................................................................................44

5.4 Navigation Roadmaps ......................................................................................................50

5.5 Weather Roadmaps .........................................................................................................56

5.6 Facilities ............................................................................................................................63

6 CONCLUSION...................................................................................65

7 APPENDICES....................................................................................66

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

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

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

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

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

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

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

Figure 3-1 FAA’s Capital Investment Portfolio ........................................................................ 10

Figure 5-1 Infrastructure Roadmap Legend .............................................................................. 27

Figure 5-2 Air Traffic Control and Air Traffic Management Roadmap ................................... 29

Figure 5-3 Oceanic Air Traffic Control and NAS Information Management Roadmap ........... 32

Figure 5-4 Information Support Systems Roadmap .................................................................. 34

Figure 5-5 Funding amounts in the Automation Functional Area ............................................. 36

Figure 5-6 Telecom and Other Communications Roadmap ...................................................... 37

Figure 5-7 Voice Switches and Recorders Roadmap ................................................................ 39

Figure 5-8 Air to Ground Voice and Oceanic Communications Roadmap ............................... 41

Figure 5-9 Air-to-Ground (A/G) Data Communications Roadmap .......................................... 42

Figure 5-10 Funding amounts in the Communications Functional Area ................................. 43

Figure 5-11 En Route Surveillance Roadmap .......................................................................... 45

Figure 5-12 Terminal Surveillance Radar ................................................................................ 46

ii
Figure 5-13 Surface, Approach and Cross Domain Surveillance Roadmap ............................ 48

Figure 5-14 Funding amounts in the Surveillance Functional Area ......................................... 50

Figure 5-15 Precision Approach, Surface Navigation and Safety and Enhancements Roadmap

............................................................................................................................... 51

Figure 5-16 Approach and Runway Lights and En Route, Terminal and Non-Precision 

Approach Roadmap .............................................................................................. 53

Figure 5-17 Funding amounts in the Navigation Functional Area ........................................... 55

Figure 5-18 Weather Sensors Roadmap ................................................................................... 57

Figure 5-19 Weather Dissemination, Processing, and Display Roadmap ................................ 60

Figure 5-20 Funding amounts in the Weather Functional Area ............................................... 62

Figure 5-21 Funding amounts in the Facilities Functional Area .............................................. 64

Table 3-1 Capital Investment Portfolio allocated to Budget Activities ($M) .......................... 11

Table 3-2 NextGen Program Summary .................................................................................... 14

iii
Federal Aviation Administration National Airspace System Capital 

Investment Plan for Fiscal Years 2015–2019 

1 Introduction

1.1 The Capital Investment Plan 

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

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

Appropriations Act of 2014 (Public Law 113-76) requires submittal of a five year CIP. The 

language requiring the CIP states “That upon initial submission to the Congress of the fiscal year 

2015 President’s Budget, the Secretary of Transportation shall transmit to the Congress a 

comprehensive capital investment plan for the Federal Aviation Administration which includes 

funding for each budget line item for fiscal years 2015 through 2019, with total funding for each 

year of the plan constrained to the funding targets for those years as estimated and approved by 

the Office of Management and Budget.” 

Section 1 of this Introduction discusses the Agency’s Strategic Priorities and important factors 

affecting the planning for the future. Section 2 “Key Considerations in Capital Planning” 

presents the main issues that must be addressed in developing a five year capital plan. Section 3 

“Capital Investment Plan Summary” provides an overview of FAA’s fiscal year (FY) 2015 

budget request and the planned capital funding for FY 2016 through FY 2019. Section 4, 

“NextGen Portfolios and Implementations”, describes the Next Generation Air Transportation 

System (NextGen) Portfolios and their planned Operational Improvements (OIs). Section 5, 

“Enterprise Architecture Infrastructure Roadmaps”, contains the Infrastructure Roadmaps which 

outline the planned modernization of the NAS and describe the programs and systems included 

in the NAS architecture. 

Appendix A links capital investment programs to FAA strategic priorities and performance 

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

performance metrics and provides program milestones and implementation schedules. Appendix 

C contains the FY 2015 President’s budget request and the planned outyear funding amounts 

from FY 2016 through FY 2019 by Budget Line Item (BLI). Appendix D provides status on 

major capital investment programs. Major programs are those classified as Acquisition Category 

(ACAT) 1, 2 or 3 which typically are programs with total Facilities and Equipment (F&E) costs 

greater than $100M or have significant impact, complexity, risk, sensitivity, safety or security 

issues. For more information on ACAT see: 

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

Appendix E provides acronym and abbreviation definitions. 

1 
1.2 Strategic Priorities and the CIP

The FAA Administrator, in February 2014, established a new strategic framework to define 

where the agency will focus its efforts. This framework includes high-level Strategic Priorities, 

as well as Priority Initiatives and related Performance Metrics that will help achieve the 

priorities. The Administrator has defined four Strategic Priorities as follows:

• Make Aviation Safer and Smarter – There is an imperative to be smarter about how 

we ensure aviation safety because the aviation industry is growing more complex. At 

the same time, we have more safety data than we have ever had before. This provides 

us with the opportunity to be more proactive about safety and constantly raise the bar. 

• Deliver benefits through technology and infrastructure – NextGen gives us the 

opportunity to redefine the National Airspace System for the future and prove that we 

can deliver benefits to the users of the system. We also need to safely integrate new 

types of user technologies into the airspace, as well as rebalance existing services and 

modernize our infrastructure, which will enable us to reduce our costs and become 

more efficient in the long run. 

• Enhance global leadership – Aviation is a global industry. We have to continue our 

heritage as world leaders in aviation and set the safety standard for others to measure 

against. We need to be at the table to shape international standards to improve 

aviation safety and efficiency around the world. 

• Empower and innovate with the FAA’s people – The FAA’s employees are the 

ultimate driver behind our success, and we need to have the best and the brightest 

talent with the appropriate leadership and technical skills to transform the FAA and 

the aviation system. 

These Strategic Priorities are being used as the organizing principle for agency business plans 

beginning in FY 2014 and replace the framework of Destination 2025. 

Capital programs support the FAA’s Strategic Priorities and Performance Metrics. The Strategic 

Priorities guide the FAA in upgrading NAS systems and operating procedures to meet the 

demands of current and future growth. Performance Metrics are a tool the agency uses to track 

progress towards accomplishment of the Strategic Priorities. The agency frequently depends on 

capital investments to meet the Performance Metrics. Capital investment success is determined 

by comparing actual performance improvements to the Performance Metrics. The results can 

then be used to determine whether adjustments need to be made to the system design or its 

implementation schedule. 

Each Budget Line Item capital investment program summary in Appendix B identifies the 

primary Strategic Priority and Performance Metric that the program supports. Many FAA 

programs will contribute to more than one Strategic Priority or Performance Metric; however, 

the program alignment in the CIP (appendices A and B) is for the program’s most significant 

contribution. In the summary tables in appendix A, several programs normally appear under 

each performance metric because many programs are interdependent; one program may not be 

2 
successful in meeting a performance metric without completing other supporting programs. 

Also, in the complex system used for air traffic control (ATC), system improvements must 

address several different operating conditions to reach the overall performance metric, and often 

it takes multiple programs to address each of the variables, which individually contribute to 

overall system improvements. 

Each program in Appendix B has a section titled “Relationship of Program to FAA Performance 

Metric” which gives more specific information about how the program contributes to meeting a 

Performance Metric. 

1.3 Important Factors Affecting Planning for the Future

 

1.3.1 Economic Considerations 

Aviation plays a significant role in promoting economic growth and accounts for over five 

percent of the U.S. Gross Domestic Product. As NextGen modernizes the existing ATC system 

by introducing new technologies and advanced decision support tools to make air travel more 

efficient, safer and environmentally friendly, it supports growth in our economy. A study by the 

Air Traffic Organization (ATO) Performance Analysis Service Unit, “The Economic Impact of 

Civil Aviation on the U.S. Economy,” published in February 2014, estimated that aviation 

accounted for over $1.5 trillion in economic activity in 2012, which is 5.4 percent of the total 

U.S. economic activity. The spending on aviation-related activities supported an estimated 11.8 

million jobs. In support of commercial activities, air carriers transported over 61.2 billion 

revenue ton-miles of air cargo. A reliable worldwide aviation network is essential for today’s 

economy. Domestic and international commerce rely on the access and passenger and freight 

capacity it provides to cities around the world to sustain economic growth.

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

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

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

percent in Hawaii. In several states, a large manufacturing base dedicated to producing aircraft 

and related aviation equipment provides a significant boost to their economies. Another 

significant factor in the amount of aviation’s economic impact is the contribution from tourism. 

Spending on air services and the related spending on food, hotels and entertainment provide a 

boost to several segments of local economies. In some states, such as Alaska, air service is an 

economic necessity for transporting a wide variety of goods and services due to a lack of other 

modes of transportation. 

3 
Figure 1-1 Aviation Percent of State Gross Domestic Product1

1.3.2 Air Travel Demand 

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

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

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

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

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

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

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

2013, economic growth is positive. With the continuing growth in the economy, FAA expects

future growth in demand for air travel, which ultimately will lead to more aircraft operations, and

translate into increased workload for the FAA. It also translates into more pressure on the core

airports to handle additional operations. Significant increases in operations at these airports 

1 Source: “The Economic Impact of Civil Aviation on the U.S. Economy,” February 2014. 

4 

 
could increase delays, therefore advanced NextGen capabilities to provide the improved services 

must be implemented to handle this growth. 

Figure 1-2 Air Travel Demand Growth Compared to Growth in GDP2

1.3.3 Airport Expansion Projects 

Ongoing efforts to increase airport capacity also affect the need for capital investment, especially 

at the Core airports, which are experiencing delays. Fort Lauderdale/Hollywood International 

Airport has an active project to extend a runway to support air carrier operations. Port Columbus 

International Airport recently completed its runway relocation project. John F. Kennedy 

International Airport has a runway reconstruction, widening, and extension underway to 

accommodate new large aircraft and to reduce delays. Chicago O’Hare International Airport 

completed Phase I of the O’Hare Modernization Program and has begun the first of three 

projects in Phase II. Philadelphia International Airport is beginning a major airport 

2 Sources: U.S. Department of Commerce, Bureau of Economic Analysis and U.S. Department of Transportation, 

Bureau of Transportation Statistics

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800.0

900.0

0

2,000

4,000

6,000

8,000

10,000

12,000

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Billions of RPM

 

Billions of Dollars

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Real GDP

5 

 
reconfiguration program. Anchorage, Atlanta, and San Antonio International Airports recently 

completed runway extensions to improve efficiency of operations. Increasing capacity at large,

delay-prone airports is critical to overall NAS performance because delays at the large airports 

may propagate to other airports where passengers are waiting for incoming flights. The 29 large 

hub airports handle about 71% of airline enplanements. The combined total of 62 large and 

medium hubs supports about 88% of all U.S. passenger enplanements. Delays at these airports 

affect a significant number of passengers, and delayed flights at these airports may cause 

passengers to miss connections for their next flight.

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

expand capacity, additional supporting navigation and surveillance equipment and new 

procedures may be needed to make that capacity fully usable. New or relocated runways often 

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

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

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

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

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

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

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

relocate air traffic control facilities. In cases where significant increases in demand result from 

the airport improvements, additional controller positions may eventually be needed. 

2 Key Considerations in Capital Planning

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

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

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

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

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

capacity, as well as efficiency, predictability, or flexibility of the NAS must be made many years 

in advance of the anticipated growth. 

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

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

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

system to handle future growth is in place. 

2.1 Sustaining Current System Performance while transitioning to NextGen

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

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

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

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

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

6 
regularly to avoid the problems of obsolescence and to reduce the potential for system failures

due to aging components that cause deterioration in system performance.

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

components. There are 21 Air Route Traffic Control Centers (ARTCC) that house automation 

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

and 167 Terminal Radar Control (TRACON) facilities that control air traffic approaching, 

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

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

and thousands of communication radios that allow pilots and air traffic controllers to be in 

continuous contact during an aircraft’s flight.

NextGen will incrementally replace and improve much of this equipment to introduce new 

efficiencies in handling air traffic control, but some existing systems such as communication, 

navigation and surveillance equipment will stay in operation in the future to supplement or back 

up NextGen capabilities. Many of the buildings housing existing ATC equipment will also 

remain in service to house the new replacement NextGen systems. To sustain the high level of 

reliability and availability required for the safety and efficiency of flight, a continued level of 

investment in this valuable infrastructure will be necessary.

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

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

Preliminary data indicates that:

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

protect equipment and employees from potentially unsafe working conditions, 

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

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

• Many of the radar systems that were installed in the 1990s will be retained as a backup 

for NextGen so they must be modernized and eventually replaced, 

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

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

over the next ten years, 

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

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

operations, 

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

shelters which must be renovated regularly. Defects that endanger the equipment inside 

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

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

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

the FAA backup power equipment can minimize the impact. Massive commercial power 

outages occurred across the middle and northern Atlantic states starting on October 29, 2013. 

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

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

Because of the backup power capability, no flight operations were affected and there were no 

7 
delays due to power outages. Emergency power generators have been installed at most air traffic 

facilities, and maintaining this backup power requires constant attention and replacement of both 

the power generators and the systems that condition the power to protect ATC automation 

systems. 

The air traffic control infrastructure has an estimated $4.7B backlog of requirements for 

sustaining its facilities which is a challenge in the current constrained budget environment. At 

current funding levels, the backlog is expected to grow to $7.5B by 2024. Goals, objectives, 

strategies, processes, and priorities are being established to meet this challenge. Eight systemic 

issues have been identified that need to be addressed across the ATO: Mold remediation, Fire 

Life Safety, Fall Protection, Arc Flash, Power Cable, Engine Generators, Fuel Storage Tanks, 

and ARTCC Chiller replacement. As requested in the FY 2015 Budget, a NAS Sustainment 

Strategy was developed to support the following 12 programs for emphasis in sustaining the 

NAS: 

• ARTCC Building Improvements/Plant Improvements, BLI 2A05 

• Air Traffic Control En Route Radar Facilities Improvements, BLI 2A08 

• Terminal Air Traffic Control Facilities – Replace, BLI 2B06

• ATCT/Terminal Radar Approach Control (TRACON) Facilities – Improve, BLI 2B07

• NAS Facilities OSHA and Environmental Standards Compliance, BLI 2B09

• Fuel Storage Tank Replacement and Monitoring, BLI 2E01 

• Unstaffed Infrastructure Sustainment, BLI 2E02 

• Facilities Decommissioning, BLI 2E06 

• Electrical Power Systems - Sustain/Support, BLI 2E07

• Energy Management and Compliance (EMC), BLI 2E08 

• Hazardous Materials Management, BLI 3A01 

• Mobile Assets Management Program, BLI 3A11 

In addition to air traffic control infrastructure, the FAA has numerous other facilities that support 

operations and require periodic renewal and replacement including: 

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

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

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

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

equipment. 

2.2 Planning for the Future through NextGen Investments

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

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

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

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

procedural changes, and airfield development, while facilitating the introduction and integration 

of new types of vehicles and operations, such as commercial space operations and unmanned 

aircraft systems. The movement to the next generation of aviation is being enabled by a shift 

8 
from air traffic tactical control to strategic air traffic management, use of satellite-based 

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

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

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

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

ground and in flight, allow direct routes for travel between cities, improve decision support to 

manage traffic flows strategically on busy routes, and take advantage of precise navigation aids 

for fuller use of existing airspace and runway capacity. The transition to NextGen is proceeding

and the FAA is making meaningful progress with the implementation of technologies and 

procedures on the ground and in the airspace. 

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

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

3 Capital Investment Plan Summary

3.1 FAA’s FY 2015 President’s Budget Request

Capital Investment is one component of the overall budget for FAA. FAA’s total FY 2015 

Budget Request is $15.4 billion, which includes $9.75 billion for Operations, $2.6 billion for 

Facilities and Equipment, $2.9 billion for Airport Improvement Grants and $156.75 million for 

Research, Engineering and Development. This capital investment plan discusses the F&E 

(capital programs) planned over the next five years. It begins with a base funding request of 

$2.604 billion in FY 2015 reflecting the President’s Budget Request and outyear funding totals 

of $2.654 billion for FY 2016, $2.711 billion for FY 2017, $2.771 billion for FY 2018 and 

$2.833 billion for FY 2019. (See Appendix C) 

The FAA’s FY 2015 Budget Request can be found at the following web address: 

http://www.dot.gov/budget/dot-budget-and-performance

3.2 Five Year Capital Plan Overview 

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

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

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

the program are identified and FAA management commits to funding these programs at the 

baseline levels. A program may have interdependencies with other programs and its success 

may depend upon the delivery of systems or interfaces implemented by other programs. 

9 
FAA’s capital investment portfolio is divided into three categories:

• NextGen which will provide new capabilities ($727M, 28% of FY 2015 funding), 

• Legacy Systems and Infrastructure which modernizes and sustains the current systems 

($1,413M, 54% of FY 2015 funding), and 

• Field Installation which provides program management and Personnel Compensation, 

Benefits, and Travel (PCB&T) supporting the installation of equipment for both legacy 

and NextGen systems ($463M, 18% of FY 2015 funding). 

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

NextGen over the 5 year window of the CIP. 

Figure 3-1 FAA’s Capital Investment Portfolio

3.3 Facilities and Equipment Budget Activities

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

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

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

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

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

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

organization. Activity 5 covers PCB&T. 

$0

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FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Dollars in Millions

Fiscal Year

NextGen

Field Installation

Legacy Systems and Infrastructure

10 
Activity 5 funding is included in Appendix C, but it is not described as a standalone program 

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

of the programs in the CIP. 

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

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

Infrastructure. Activity 5 Field Installation is broken out by NextGen and Legacy for FY 2015 

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

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

A more detailed breakdown of funding amounts for each BLI within each Activity is provided in 

Appendix C. Outyear programs are grouped and aligned to the FY 2015 BLI structure. When 

the budget is revised each year, the BLI titles and numbers may change to adjust for programs 

that are ending or new programs that are added.

3.4 Legacy Systems and Infrastructure

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

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

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

age or when operational needs change. The FY 2015 budget request provides $1,413M for 

legacy systems and infrastructure which is distributed to Activities 1 through 4 as shown in 

Table 3-1. The total funding amounts for legacy and infrastructure programs for FY 2016 

through 2019 is $5,488M. Many of the programs requesting funding in FY 2015 have 

continuing funding requirements in the succeeding years. 

Some key areas for investment in 2015 that support NAS long term system modernization are:

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

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

do not provide the capability to support NextGen OI. Tower cab information systems 

will be upgraded and replaced to provide tower controllers information needed to better 

manage surface flow. 

• En route automation – The new En Route Automation Modernization (ERAM) 

platform is planned to be installed and operational at all sites by the middle of FY 2015. 

This new platform will require continuing enhancements to support implementation of 

many NextGen operational enhancements.

Legacy NextGen Legacy NextGen Legacy NextGen Legacy NextGen Legacy NextGen

 Activity 1 $55.1 $115.8 $50.1 $150.8 $59.6 $212.2 $59.2 $256.5 $56.8 $261.3

 Activity 2 $1,007.3 $578.4 $977.8 $629.0 $929.2 $661.3 $975.0 $622.3 $1,022.3 $641.4

 Activity 3 $139.6 $18.7 $129.7 $17.0 $111.2 $18.0 $107.4 $18.0 $103.7 $18.0

 Activity 4 $211.2 $14.7 $215.5 $18.1 $225.9 $17.9 $234.2 $18.0 $230.2 $13.0

 Activity 5 $416.5 $46.5 $467.0 $475.7 $480.5 $486.3

Total $1,829.7 $774.0 $1,840.1 $815.0 $1,801.6 $909.4 $1,856.3 $914.7 $1,899.3 $933.7

FY 2015 Budget FY 2016 FY 2017 FY2018 FY 2019

11 
• Navigation/Landing – The Wide Area Augmentation System (WAAS) program will 

continue to augment the Global Positioning System (GPS) to support the implementation 

of many OIs dependent on satellite navigation capabilities. Instrument Landing System 

(ILS) and other Navigation aids (Navaid) systems will be installed as necessary to replace 

older unreliable and unsupportable systems. 

• Surveillance/Weather – Modernization of en route and terminal primary and secondary 

surveillance radars will be implemented to upgrade or replace aging unsupportable 

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

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

Towers and Terminal Radar Approach Control Facilities need continual upgrading and 

modernization as those facilities age. These improvements are needed to support 

installation and operation of future systems. 

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

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

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

have increased sensitivity to power fluctuations so upgrading and replacing power 

systems is essential for future equipment investments. 

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

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

maintenance, utilities and lease costs.

 

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

3.5 NextGen 

The total NextGen F&E FY 2015 budget request includes $727.5M for NextGen programs and 

$46.5M for personnel costs totaling $774M. The $727.5M for NextGen programs is distributed 

to Activities 1 through 4 as shown in Tables 3-1 and 3-2. NextGen is structured into 11 

portfolios for the development and implementation of OIs plus 8 NextGen programs. The total 

funding amount for FY 2016 through 2019 is $3,572M.

Development of NextGen OIs can include concept development, modeling, safety analyses, 

demonstrations, international coordination, standards development, and other preimplementation activities. When a concept matures and a solution is determined, the 

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

training, and upgrades to aircraft avionics as necessary to support the improvement. 

Development of OIs involves participation by Operations, Research and Development, and F&E 

organizations and NAS users. Capital investment programs develop the solutions for NextGen 

OIs and support the activities leading up to the initial investment management decisions for 

implementation. A solution, when fully developed, is baselined for acquisition and 

implementation. Activities 2 through 4 support the implementation of the solutions by 

developing system enhancements or new systems. 

Developmental NextGen work is conducted in support of the following Portfolios. (More 

detailed descriptions of the portfolios and associated OIs are included in Section 4): 

12 
• Separation Management – BLI 1A05 

• Improved Surface/Terminal Flight Data Manager (TFDM) – BLI 1A06 

• On Demand NAS – BLI 1A07 

• Environment – BLI 1A08 

• Improved Multiple Runway Operations – BLI 1A09 

• NAS Infrastructure – BLI 1A10 

• NextGen Support at WJHTC – BLI 1A11 

• Performance Based Navigation and Metroplex – BLI 1A12 

• Collaborative ATM (CATM) – BLI 2A15

• Time Based Flow Management (TBFM) – BLI 2A16

• System Safety Management – BLI 3A09 

In addition to the activities within the portfolios to develop OIs, NextGen programs implement 

core capabilities that provide the foundation for the introduction of new NextGen OIs. Each of 

these programs can support multiple OIs and are described below: 

• En Route Automation Modernization System Enhancements and Technology 

Refresh – ERAM System Enhancements will be upgrading the ERAM platform to 

support NextGen OIs and provides software and hardware enhancements to the ERAM 

system for the En Route sector controller team (BLI 2A02);

• System Wide Information Management (SWIM) – SWIM provides the standards, 

hardware and software to enable information management and data sharing required to 

support NextGen OIs. This includes Common Support Services – Weather (CSS-Wx) 

which provides access for NAS users to a unified aviation weather picture (BLI 2A12); 

• ADS-B NAS Wide Implementation (ADS-B) – Automatic Dependent SurveillanceBroadcast provides more accurate and timely surveillance data needed to improve NAS 

operations (BLI 2A13); 

• NextGen Weather Processor (NWP) – This program will establish a common weather 

processing platform which will provide improved weather products and support 

operations (BLI 2A17);

• Data Communications in support of NextGen – Data Comm provides data link 

communications between controller and pilot to facilitate information transfer (BLI 

2A19); 

• National Airspace System Voice System (NVS) – NVS will provide a nationwide 

network of digital voice switches for terminal and en route air traffic facilities. These new 

systems will provide voice switch configuration flexibility required to support NextGen 

OIs (BLI 2B13); 

• Aeronautical Information Management (AIM) Program – AIM provides digital 

aeronautical information to NAS users (BLI 4A09); and

• Cross Agency NextGen Management – This program provides for the continuation of 

the cross-agency planning and activities to support the long term objectives previously 

found in the Joint Planning and Development Office (JPDO). The program is being 

carried forward by the NextGen Organization and includes architecture, roadmapping, 

and technical analysis activities (BLI 4A10). 

13 
Table 3-2 below shows NextGen program funding by BLI from FY 2015 through 2019. 

Table 3-2 NextGen Program Summary

More details on all NextGen programs are provided in Section 5 and Appendix B. 

4 NextGen Portfolios and Implementations

As NextGen has progressed, much of the pre-implementation work has transitioned into 

programs in the implementation phase. In keeping with this natural progression, NextGen’s

concept development and pre-implementation work is now focused on the next useful segments 

of capabilities utilizing these base programs. To deliver the next useful segment of capabilities, 

the NextGen pre-implementation efforts described in this section include the engineering and 

acquisition efforts to add functionality to these base systems and the complementary and 

necessary effort in standards, guidance and operational descriptions/procedures. 

As part of this natural evolution towards implementation and to address RTCA Task Force 5 

recommendations, the structure of NextGen planning documents has shifted to implementation 

portfolios in the NAS Segment Implementation Plan (NSIP) and the NextGen Implementation 

Plan (NGIP). This year both the budget request and the CIP contents have been realigned to this 

new portfolio structure. This structure provides clearer line-of-sight information across all 

NextGen budget documents, communications and plans and allows stakeholders to transparently 

move between documents and easily identify projected funding and find greater detail on when 

capabilities will be deployed and operational. 

BLI 

Number Program Name

FY 

2015 

Budget

FY 

2016

FY 

2017

FY 

2018

FY 

2019

NextGen $194.7 $225.7 $283.1 $318.1 $319.5

1A05 NextGen – Separation Management Portfolio $13.0 $28.0 $42.5 $41.5 $36.5

1A06 NextGen – Improved Surface/Terminal Flight Data Manager (TFDM) Portfolio $38.8 $40.3 $80.0 $124.0 $133.8

1A07 NextGen – On Demand NAS Portfolio $6.0 $15.2 $16.0 $19.3 $24.0

1A08 NextGen – Environment Portfolio $2.5 $3.5 $3.5 $3.5 $3.5

1A09 NextGen – Improved Multiple Runway Operations Portfolio $3.5 $10.8 $11.5 $9.5 $7.0

1A10 NextGen – NAS Infrastructure Portfolio $13.5 $22.4 $25.2 $25.2 $23.0

1A11 NextGen – Support Portfolio at WJHTC $13.0 $11.0 $12.0 $12.0 $12.0

1A12 NextGen – Performance Based Navigation & Metroplex Portfolio $25.5 $19.7 $21.5 $21.5 $21.5

2A02 NextGen – En Route Automation Modernization (ERAM) – System 

Enhancements and Technology Refresh

$45.2 $82.4 $70.0 $90.0 $100.0

2A12 NextGen – System-Wide Information Management (SWIM) $60.3 $57.9 $52.9 $43.6 $40.2

2A13 NextGen – Automatic Dependent Surveillance - Broadcast (ADS-B) NAS Wide 

Implementation

$247.2 $183.9 $166.4 $155.8 $163.3

2A15 NextGen – Collaborative Air Traffic Management Portfolio $13.5 $20.8 $22.7 $35.3 $36.3

2A16 NextGen – Time Based Flow Management (TBFM) Portfolio $21.0 $22.2 $28.2 $35.8 $54.9

2A17 NextGen – Next Generation Weather Processor (NWP) $23.3 $42.4 $48.1 $35.2 $22.7

2A19 NextGen – Data Communication in support of NextGen $147.3 $194.4 $233.0 $186.6 $174.0

2B13 NextGen – National Airspace System Voice System (NVS) $20.6 $25.0 $40.0 $40.0 $50.0

3A09 NextGen – System Safety Management Portfolio $18.7 $17.0 $18.0 $18.0 $18.0

4A09 NextGen – Aeronautical Information Management Program $12.7 $15.1 $14.9 $15.0 $10.0

4A10 NextGen – Cross Agency NextGen Management $2.0 $3.0 $3.0 $3.0 $3.0

Total $727.5 $815.0 $909.4 $914.7 $933.7

14 
The NextGen implementation portfolios, listed in section 3.5 and below, will achieve increased 

levels of performance in delivery of ATM services. In each portfolio the next useful segment of 

capabilities are identified as a set of operational improvements (OI) that safely increase the 

efficiency of the air traffic control system. The OIs included in this section are targeted for 

implementation within the 2015-2019 timeframe. Each portfolio section and its corresponding 

OI descriptions are followed by a list of the portfolio programs that support the OIs. For 

information concerning the implementing systems, refer to the NAS Enterprise Architecture 

Infrastructure Roadmap descriptions in Section 5. To obtain more information on NextGen 

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

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

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

Separation Management. The second 3 digits are a unique ID. Additional information can be 

found on the NAS Enterprise Architecture Web site at: https://nasea.faa.gov

4.1 Separation Management Portfolio 

This portfolio provides controllers and pilots with tools and procedures for performing separation 

management in all of the airspace and airports within the NAS. The aircraft separation assurance 

service is the cornerstone of ATC operations, and the investments tied to this portfolio provide 

the tools, procedures, standards and guidance to better manage aircraft in a mixed environment 

of varying navigation equipment and wake performance capabilities. The enhancements to this 

service are articulated in the following Operational Improvements: 

Oceanic In-trail Climb and Descent 

Air navigation service provider (ANSP) automation enhancements will take advantage of 

improved communication, navigation and surveillance coverage in the oceanic domain to 

allow climbs and descents with lower separation between aircraft. When authorized by 

the controller, pilots of equipped aircraft can use these established procedures for climbs 

and descents to more optimal flight altitudes. (OI: 102108)

Initial Conflict Resolution Advisories 

The ANSP automation supports the controller in predicting and resolving conflicts. 

Automation is enhanced not only to recognize conflicts but also to provide rank-ordered 

resolution advisories to the ANSP. The ANSP may select one of the resolutions to issue 

to the aircraft. (OI: 102114) 

Automation Support for Separation Management 

ANSP automation provides the controller with tools to manage aircraft separation in a 

mixed navigation and wake performance environment. Advanced aircraft types with 

changing wake characteristics and new entrants such as UAS with widely varying 

operational performance envelopes may lead to the use of multiple separation minima in 

the enroute and the need for advisory support to the controller. (OI: 102137) 

15 
Wake Turbulence Mitigation for Arrivals: CSPR 

Initially, dependent separation between aircraft on parallel approach paths to Closely 

Spaced Parallel Runways (CSPRs) will be procedurally reduced in Instrument 

Meteorological Conditions (IMC) in all crosswind conditions to something less than 

today's wake separation behind Heavy or B757and larger aircraft based on a safety 

analysis of the airport geometry, local meteorology and other factors at each airport. (OI:

102144) 

Wake Re-Categorization 

The current set of pairwise wake separation requirements are updated and expanded 

based on analysis of wake generation, wake decay and encounter effects for the current 

fleet of aircraft. This refines the required controller applied separation to increase both 

flight efficiency and runway capacity utilization. (OI: 102154) 

Interactive Planning Using 4D Trajectory Information in the Oceanic Environment 

Interactive planning between the airspace user and FAA automation both before and after 

departure enhances the ability of the flight to fly closer to the user’s preferred 4D 

trajectory. Given the long duration of oceanic flights, there are often changes to wind 

and weather conditions. This flexibility allows the user to more easily request trajectory 

changes to better fi the new conditions. FAA automation supports coordination and 

feedback on contention as well as planning and management for congested oceanic 

airspace. (OI: 104102) 

Integrated Arrival/Departure Airspace Management 

This capability expands the use of terminal separation standards and procedures within 

the newly defined transition airspace. It extends further into current en route airspace 

(horizontally and vertically). A redesign of the airspace will permit a greater number of 

RNAV and RNP procedures within the transition airspace to allow for increased 

throughput. (OI: 104122) 

Reduced Horizontal Separation Standards, En Route - 3 Miles 

By taking advantage of advances in surveillance and surveillance data processing, the 

ANSP provides reduced separation (down to 3 miles) in greater portions of en route 

airspace other than operations in oceanic airspace. These reductions will allow the 

controller to use more flight efficient clearances to manage conflict resolution and the 

aircraft (OI: 102117) 

Automated Support for Conflict Resolution 

ANSPs are responsible for separation management. Automated assistance is provided to 

probe pilot 4D trajectory change requests, consider flow requirements and constraint, and 

identify conflicts. By including flow constraints into consideration, the resolution 

alternatives provided to the ANSP to resolve the safely conflict will support both tactical

and strategic objective. (OI: 104127) 

16 
Improved Management of Special Activity Airspace (SAA) 

Assignments, schedules, coordination, and changes to status of SAA are made readily 

available for operators and ANSPs using automation systems. Airspace use is optimized 

and managed in real-time, based on actual flight profiles and real-time operational use 

parameters. Airspace reservations for military operations, unmanned aircraft system 

flights, space flight and re-entry, restricted or warning areas, and flight training areas are 

managed on an as-needed basis. (OI: 108212) 

Flexible Routing 

Leveraging enhanced flight capabilities based on RNP, flight operators can operate along 

preferred and dynamic flight trajectories based on an optimized and economical route for 

a specific flight, accommodating user preferred flight trajectories. (OI: 102146) 

Capital Investments That Support Separation Management

The Separation Management Portfolio is implemented through programs described in Section 5. 

Pre-implementation activities which provide developmental engineering, standards, 

implementation guidance and investment support include these programs which are described in 

Appendix B. 

• ADS-B In Applications – Flight Interval Management, G01S.02-01 

• Modern Procedures, G01A.01-01 

• Alternative Positioning Navigation and Timing, G06N.01-06 

• Wake Turbulence Re-Categorization, G06M.02-02 

• Oceanic Tactical Trajectory Management, G01A.02-02 

• NextGen Oceanic Capabilities, G01A.01-07 

• Separation Automation System Engineering, G01A.01-06 

4.2 Improved Surface/ Terminal Flight Data Manager (TFDM) Portfolio 

The NextGen Improved Surface/TFDM portfolio addresses airport surface/tower shortfalls 

associated with the lack of timely and accurate operational data exchange and the inability to 

effectively manage traffic flows into, on, and departing from airports. The portfolio focuses on 

improved airport surveillance information, automation to support airport configuration 

management and runway assignments, and enhanced cockpit displays to provide increased 

situational awareness for controllers and pilots. 

Provide Full Surface Situation Information 

Automated broadcast of aircraft and vehicle position to ground and aircraft 

sensors/receivers provides a digital display of the airport environment. Aircraft and 

vehicles are identified and tracked to provide a full comprehensive picture of the surface 

environment to ANSPs, equipped aircraft, and flight operations centers. (OI: 102406) 

Improved Runway Safety Situational Awareness for Controllers 

At large airports, current controller tools provide surface displays and can alert 

controllers when aircraft taxi into areas where a runway incursion could result. 

17 
Additional ground-based capabilities, including expansion of runway surveillance 

technology, to additional airports, will be developed to improve runway safety. (OI: 

103207) 

Enhanced Surface Traffic Operations 

Tower automation provides the ability to transmit automated terminal information, 

departure clearances and amendments and taxi route instructions via Data 

Communications (Data Comm), including hold-short instructions. (OI: 104207) 

Initial Surface Traffic Management 

Departures are sequenced and staged to maintain throughput. ANSP uses automation to 

integrate surface movement operations with departure sequencing to ensure aircraft meet 

departure schedule times while optimizing the physical queue in the movement area. (OI:

104209) 

Capital Investments That Support Improved Surface/TFDM

The Improved Surface/TFDM Portfolio is implemented through programs described in Section 5. 

Pre-implementation activities which provide developmental engineering, standards, 

implementation guidance and investment support include these programs which are described in 

Appendix B. 

• Terminal Flight Data Manager (TFDM), G06A.03-01 

• Surface Tactical Flow, G02A.01-01 

• Surface Conformance Monitoring, G02A.01-02 

4.3 On-Demand NAS Portfolio 

This portfolio ensures that NAS and aeronautical information are consistently provided across all 

NAS applications and locations using common net enabled access of aeronautical and flight 

information utilizing global standards – Aeronautical Information Exchange Model (AIXM) and 

Flight Information Exchange Model (FIXM). 

Improved Management of Special Activity Airspace 

Changes regarding whether special use airspace is active or not in use are readily 

available for operators and the ANSP. The status changes are transmitted to the flight 

deck via voice or Data Communications. Flight trajectory planning is managed 

dynamically based on real-time use of airspace. (OI: 108212) 

On-Demand NAS Information 

NAS and aeronautical information will be available to users on demand. NAS and 

aeronautical information is consistent across applications and locations which are 

available to authorized subscribers and equipped aircraft. Proprietary and securitysensitive information is not shared with unauthorized agencies or individuals. (OI:

103305) 

18 
Capital Investments That Support On-Demand NAS

The On-Demand NAS Portfolio is implemented through programs described in Section 5. Preimplementation activities and future programs which provide developmental engineering, 

standards, implementation guidance and investment support include these programs which are 

described in Appendix B. 

• Flight Object, G05A.02-03 

• International Harmonization Demonstration, G08M.01-01 

• Common Status and Structure Data, G05A.02-01 

• Advanced Methods, G05A.02-02 

• Collaborative Information Management, G05M.02-01 

• Flight Object Exchange Services (FOXS), G05A.02-08 

• Dynamic Airspace, G05A.04-01 

• Airspace Resource Management System (ARMS), G05A.02-09 

4.4 Environment Portfolio

This portfolio focuses on explorations, demonstrations, and development of methods to integrate 

environmental impact mitigation and energy efficiency in the NextGen infrastructure including 

enabling activities leading to the establishment and implementation of the NextGen 

Environmental Management System, the strategy for ensuring compliance with the National 

Environmental Policy Act and technologies that support NextGen environmental goals. 

Implement EMS Framework - Phase I

Enable the use of the Environmental Management System (EMS) framework, including 

environmental goals and decision support tools, to address, plan and mitigate 

environmental issues, through development of an initial EMS framework, pilot analysis, 

and outreach programs. (OI: 109309) 

Implement EMS Framework - Phase II

Establish NextGen EMS in initial stakeholder organizations and FAA, including 

environmental goals, targets, and performance evaluation, pilot activities and 

communications programs. It will include multiple increments delivered over time. (OI:

109310) 

Implement NextGen Environmental Engine and Aircraft Technologies - Phase I

Mature technologies will be developed to reduce noise, emissions, and fuel burn of 

commercial subsonic jet aircraft. Demonstrate these technologies at sufficient readiness 

levels to achieve goals of the FAA's Continuous Lower Energy, Emissions, and Noise 

(CLEEN) program. It will include multiple time sequenced deliverables. (OI: 109315) 

Increased Use of Alternative Aviation Fuels - Phase I

Determine the feasibility and market viability of alternative aviation fuels for commercial 

aviation use. Obtain American Society for Testing and Materials (ASTM) International 

approval of Hydrotreated Renewable Jet (HRJ) blends and other advanced sustainable 

19 
fuel blends from renewable resources that are compatible with existing infrastructure and 

fleet, thus meeting requirement to be a drop-in fuel. (OI: 109316) 

Implement NextGen Environmental Engine and Aircraft Technologies - Phase II 

Support certification and commercialization of aircraft technologies for enhanced 

environmental and energy efficiency improvements demonstrated during Phase I. 

Demonstrate additional technologies meeting CLEEN goals, including wing laminar 

flow, advanced aircraft noise reduction, and a lower drag vertical tail. It will include 

multiple increments delivered over time. (OI: 109318) 

Increased Use of Commercial Aviation Alternative Fuels - Phase II 

Obtain ASTM International approval of "drop-in" blends as well as other advanced 

sustainable alternative fuels. These advanced "drop-in" fuels may dramatically reduce 

fuel production time and cost and will reduce environmental impacts, improve energy 

security, and enable carbon neutral growth by 2020. It will include multiple increments 

delivered over time. (OI: 109321) 

Capital Investments That Support Environment 

The Environment Portfolio is a combination of research related to fuels, engines and airframes 

and F&E funding which includes implementation with the NAS and investigates the impact on 

air traffic management. Pre-implementation activities in F&E which provide developmental 

engineering, standards, implementation guidance include this program which is described in 

Appendix B. 

• Environmental Management System and Noise/Emission Reduction, G06M.02-01 

4.5 Improved Multiple Runway Operations Portfolio

The Improved Multiple Runway Operations portfolio enables the FAA to improve runway access 

through the use of improved technology, updated standards, safety analysis, and air traffic tools 

and operating procedures to enable more arrival and departure operations. 

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

Procedures 

Procedures are developed at applicable locations based on the results of analysis of wake 

measurements and safety analysis using wake modeling and visualization. During peakdemand periods, these procedures allow airports to maintain airport departure throughput 

during favorable wind conditions. (OI: 102140) 

Improved Parallel Runway Operations

This improvement will explore concepts to recover lost capacity through reduced 

separation standards, increased applications of dependent and independent operations, 

enabled operations in lower-visibility conditions and changes in separation responsibility 

between air traffic control and the flight deck. (OI: 102141) 

20 
Wake Turbulence Mitigation for Arrivals: CSPRs

Initially, dependent separation between aircraft on parallel approach courses to Closely 

Spaced Parallel Runways (CSPRs) will be procedurally reduced in Instrument 

Meteorological Conditions (IMC) in all crosswind conditions to something less than 

today's wake separation behind large aircraft based on a safety analysis of the airport 

geometry, local meteorology and other factors at each airport. (OI: 102144) 

Ground Based Augmentation System (GBAS) Precision Approaches 

Global Positioning System (GPS)/GBAS support precision approaches to Cat I and 

eventually Cat II/III minima for properly equipped runways and aircraft. GBAS can 

support approach minima at airports with fewer restrictions to surface movement and 

offers the potential for curved precision approaches. GBAS may also support highintegrity surface movement requirements. (OI: 107107) 

Capital Investments That Support Improved Multiple Runway Operations

The Improved Multiple Runway Portfolio is implemented through programs described in Section 

5. Pre-implementation activities which provide developmental engineering, standards, 

implementation guidance and investment support include these programs which are described in 

Appendix B. 

• Closely Spaced Parallel Runway Operations, G06N.01-02 

• Wake Turbulence Mitigation for Arrivals (WTMA), G06A.01-02 

• Ground Based Augmentation System, G06N.01-01

• Enhanced Service Small Communities (ESSC), G03M.04-02 

4.6 NAS Infrastructure Portfolio

Success in the functional portfolios is often dependent upon changes made to existing systems or 

the implementation of new systems. This portfolio provides cross-cutting research, early system 

engineering activities, development, and analysis of capabilities that have substantial crossportfolio dependencies. 

Initial Integration of Weather Information into NAS Automation and Decision 

Making 

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

decision support tools with the ability to identify specific weather impacts on operations 

(e.g., trajectory management and impacts on specific airframes, arrival/departure 

planning) to ensure continued safe and efficient flight. (OI: 103119) 

Capital Investments That Support NAS Infrastructure

The NAS Infrastructure Portfolio is implemented through programs described in Section 5. Preimplementation activities which provide developmental engineering, standards, implementation

guidance and operational descriptions/procedures include these programs which are described in 

Appendix B. 

21 
• Weather Observation Improvements, G04W.02-01

• Weather Forecast Improvements, G04W.03-01 

• Surface/Tower/Terminal Systems Engineering, G06A.02-01 

• NextGen Navigation Engineering, G06N.01-03 

• New ATM Requirements, G01M.02-02 

• Information Management, G05M.03-01 

4.7 NextGen Support Portfolio at WJHTC 

This portfolio will continue to explore new technologies at the NextGen laboratories and support 

operational assessment for system performance. 

Capital Investments That Support NextGen Support Portfolio at WJHTC 

The NextGen Support Portfolio provides the laboratories and test beds needed for the 

development of systems to support operational improvements. The portfolio also provides for 

the assessment of operational benefits from the NextGen implementation. The program is

described in detail in Appendix B. 

• NextGen Laboratories at WJHTC, G03M.02-01 

4.8 Performance-Based Navigation & Metroplex Portfolio 

The PBN portfolio leverages emerging satellite navigation technology and improved aircraft 

navigation performance to improve access and flexibility for point-to-point navigation using 

RNAV and RNP. 

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

Terminal Arrival Routes (STAR), and Approaches 

RNAV is available throughout the NAS using satellite-based avionics equipment and 

systems. This improvement will develop RNAV routes, SIDs and STARs to allow more 

efficient flights, saving fuel and time. (OI: 107103) 

Increase Capacity and Efficiency Using RNAV and Required Navigation 

Performance (RNP) 

This improvement will allow RNAV and RNP to enable more efficient aircraft 

trajectories. Combined with airspace changes, RNAV and RNP increase airspace 

efficiency and capacity. RNAV and RNP will permit the flexibility of point-to-point 

operations and allow for the development of routes, procedures, and approaches. (OI:

108209) 

22 
Capital Investments That Support Performance Based Navigation & Metroplex 

The Performance Based Navigation & Metroplex Portfolio is implemented through these 

programs described in Appendix B. 

• NextGen Performance Based Navigation (PBN) – Metroplex Area Navigation

(RNAV)/Required Navigation Performance (RNP), G05N.01-01 

• NextGen Performance Based Navigation (PBN) – Nav Lean, G05N.01-02 

• Concept Development for Integrated NAS Design and Procedure Planning, G05A.02-04 

4.9 Collaborative Air Traffic Management Portfolio 

The Collaborative Air Traffic Management portfolio addresses shortfalls in the areas of 

modeling strategic traffic management initiatives, decision support tools, collaboration between 

traffic managers and airspace users and capabilities to manage traffic flow strategically. It 

involves helping NAS operators and FAA traffic managers, using advanced automation to

manage daily airspace and airport capacity issues such as congestion, special activity airspace 

and weather. Updated automation will deliver routine information digitally. 

Provide Full Flight Plan Constraint Evaluation with Feedback 

Constraint information that impacts the proposed route of flight is incorporated into 

ANSP automation, and is available to users. (OI: 101102) 

Interactive Planning Using 4D Trajectory Information in the Oceanic Environment

Flexible entry times into oceanic tracks or flows allow greater use of user-preferred 

trajectories. (OI: 104102) 

Full Collaborative Decision Making 

Timely, effective, and informed decision-making based on shared situational awareness is 

achieved through advanced communication and information sharing systems. (OI:

105207) 

Traffic Management Initiatives with Flight Specific Trajectories

This capability will increase the agility of the NAS in adjusting and responding to 

dynamically changing conditions such as impacting weather, congestion and system 

outages. (OI: 105208) 

Continuous Flight Day Evaluation

Continuous (real-time) constraints are provided to ANSP traffic management decisionsupport tools and the NAS users. (OI: 105302) 

Capital Investments That Support Collaborative Air Traffic Management 

The Collaborative Air Traffic Management Portfolio is implemented through programs described 

in Section 5. Pre-implementation activities which provide developmental engineering, standards, 

23 
implementation guidance and investment support include these programs which are described in 

Appendix B. 

• Collaborative Air Traffic Management Technologies (CATMT) – Work Package 3, 

G05A.05-02 

• Strategic Flow Management Application, G05A.01-01 

• Strategic Flow Management Engineering Enhancement, G05A.01-02 

• Collaborative Air Traffic Management (CATM) – Work Package 4, G05A.05-03 

4.10 Time-Based Flow Management (TBFM) Portfolio 

This Time-Based Flow Management portfolio enhances system efficiency by transitioning

improvements in Time-Based Metering (TBM) capability and its trajectory modeler to additional 

locations; by enhancing departure capabilities; and by expanding air traffic merging into the 

terminal environment to enhance efficiency of PBN procedures and optimize balancing demand 

with capacity. 

Current Tactical Management Of Flow in the En Route for Arrivals/Departures 

Proper spacing and sequencing of air traffic maximizes NAS efficiency and capacity in 

the arrival and departure phases of flight. (OI: 104115) 

Improved Management of Arrival/Surface/Departure Flow Operations 

This improvement integrates advanced arrival/departure flow management with advanced 

surface operation functions to improve overall airport capacity and efficiency. (OI:

104117) 

Point-in-Space Metering

The ANSP uses scheduling tools and trajectory-based operations to assure smooth flow 

of traffic and increase the efficient use of airspace. The interval management concept is 

designed to improve aircraft spacing by precisely managing the distance between aircraft 

whose trajectories are common or merging. This concept increases airspace throughput 

while enabling aircraft to reduce fuel burn and environmental impacts. (OI: 104120) 

Time Based Metering Using RNAV and RNP Route Assignments 

RNAV, RNP and time-based metering provide efficient use of runways and airspace in 

high-density airport environments. Metering automation will manage the flow of aircraft 

to meter fixes, thus permitting efficient use of runways and airspace. (OI: 104123) 

Time-Based Metering in the Terminal Environment

This OI extends current metering capabilities into the terminal environment and furthers 

the pursuit of end-to-end metering and trajectory-based operations. It also supports 

capabilities designed to expand the use of terminal separation standards in transition 

airspace, and solidifies the foundation for future advanced airborne-based applications 

that will depend upon ground-based automation to maintain the complete sequence of 

aircraft into and out of high density terminal locations. (OI: 104128) 

24 
Interval Management-Spacing (IM-S) 

This OI enables controllers to identify, initiate, and monitor the spacing between aircraft, 

with the aid of ground automation and a new set of voice or datalink procedures. The 

controllers will direct flight crews to establish and maintain a given time or distance from 

a designated aircraft. (OI: 102118) 

Capital Investments That Support Time Based Flow Management

The Time Based Flow Management Portfolio is implemented through programs described in 

Section 5. Pre-implementation activities which provide developmental engineering, standards, 

implementation guidance and investment support include these programs which are described in 

Appendix B. 

• Time Based Flow Management Work Package 3, G02A.01-06 

• Time Based Flow Management Technology Refresh, G02A.01-07 

• Time Based Flow Management Work Package 4, G02A.01-08 

4.11 System Safety Management Portfolio 

This portfolio contains activities that ensure that changes introduced with NextGen enhance or 

do not degrade safety while delivering benefits which result from the development and 

implementation of policies, processes and analytical tools that the FAA and industry will use for 

more efficient operations.

Safety Information Sharing and Emergent Trend Detection

Information analysis and sharing directly supports safety promotion and safety assurance 

initiatives with analytical results such as the comparison of baseline information and 

trends. It also indirectly supports safety risk management through issue identification, 

information and tools for analysis of hazards. (OI: 109303) 

Enhanced Safety Information Analysis and Sharing

Aviation Safety Information Analysis and Sharing (ASIAS) will improve system-wide 

risk identification, integrated risk analysis and modeling and implementation of emergent 

risk management. (OI: 109304) 

Integrated Safety Analysis and Modeling

This OI mitigates safety risk associated with the design, evolution and implementation of 

NextGen by providing enhanced integrated safety methods. It will provide tailored, 

domain-specific baseline and predictive risk models including automated operational 

anomaly detection, analysis and forecasting models. (OI: 109326) 

Capital Investments That Support System Safety Management

The System Safety Management Portfolio is implemented through these programs described in 

Appendix B. 

25 
• Aviation Safety Information Analysis and Sharing (ASIAS), G07A.02-01 

• Systems Safety Management Transformation, G07M.02-01 

5 Enterprise Architecture Infrastructure Roadmaps 

The detailed infrastructure roadmaps appearing in the following subsections are an integral part 

of the NAS Enterprise Architecture and show the existing systems in the NAS, and the planned 

capital programs for legacy and NextGen systems to modernize the NAS. The roadmaps show 

planned modernization that extends beyond the 5-year financial horizon covered in the CIP, 

because planning to meet new demands and technology improvements to the NAS must look 

beyond near term improvements. The roadmaps present an executive view of the schedule for 

programs that modernize or replace systems and the length of time those systems or their 

replacements will remain in service. They help FAA anticipate future engineering and financial 

challenges and integrate the modernization efforts by showing program managers how updating 

other systems will impact their program. 

Many changes shown in the roadmaps will also require aviation users to add equipment to their 

aircraft and adopt new procedures, so the roadmaps serve to inform them what they should 

expect regarding changes to their equipment and crew training. These roadmaps are updated 

annually to reflect results of studies, demonstration projects, and economic analysis related to 

programs; however, the roadmaps are, and should be reasonably stable from year-to-year. For 

more detailed information on the roadmaps, view the Enterprise Architecture and Infrastructure 

Roadmaps at: https://nasea.faa.gov

The infrastructure roadmaps in this section organize the architecture based on functional areas. 

The systems on the left side in each of the diagrams are currently in service, as shown under the 

CY column. Funding to maintain and operate the in-service systems is provided by the 

Operations account. Capital investments to upgrade or replace systems are shown by the 

program boxes within the timeline; the box reflects the timeframe for funding the programs. 

Legacy programs are shown as gray bars and NextGen programs are shown as orange bars. The 

funding tables within each roadmap subsection contain the F&E BLIs for that functional area. 

The tables depict the FY 2015 budget request and outyear estimates for FY 2016-2019. To 

associate the BLIs with the programs and systems in the FAA Enterprise Architecture, BLI 

number references are included at the end of each of the descriptions contained within this 

section.

The functional areas are shown in the following sections: 

• Automation

• Communications 

• Surveillance

• Navigation 

• Weather

• Facilities

26 
Figure 5-1 shows and defines the symbols used in the infrastructure roadmaps. The solid red 

lines indicate the time the systems, or their replacements will remain in operation and the dashed 

lines indicate that a system is scheduled to be replaced or taken out of service; ending with an X. 

The boxes with names identify programs, functions or systems, which are either described in the 

text or, when they are not described, their acronyms are spelled out in Appendix E. 

Figure 5-1 Infrastructure Roadmap Legend 

5.1 Automation Roadmaps 

Automation is a core element of the air traffic control system. Controllers require a real-time 

display of aircraft location as well as information about the operating characteristics of aircraft 

they are tracking—such as speed and altitude—to keep the approximately 50,000 daily flights 

safely separated. Automation gives controllers continuously updated displays of aircraft 

position, identification, speed, and altitude as well as whether the aircraft is level, climbing, or 

descending. Automation systems can also continue to show an aircraft’s track when there is a 

temporary loss of surveillance information. It does this by calculating an aircraft’s ground speed 

and then uses that data to project an aircraft’s future position. 

Other important features of automation include the following: 

• Maintaining flight information and controller-in-charge data from pre-flight to postflight, which supports coordination between air traffic controllers as they hand off 

XYZ System / Service / Support Activity

System successor

System in Draw-Down Mode

X Decommission 

2013 2014 2015 Timeline

XYZ NextGen Program

*

XYZ Program

XYZ Planned (Unfunded) System/Service/Program*

XYZ Operational Node / Procedure / Capability 

/ Other Architecture Object

Applies to any fill color type

27 
responsibility of the flight from the tower to the terminal control facility to the en route 

sector and then back to terminal and tower as the aircraft approaches its destination. 

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

fixed features of the controller’s sector. 

• Providing automated alerts to controllers regarding potential aircraft conflicts and 

warnings that an aircraft may be approaching a terrain hazard. 

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

aids, and providing flight plan information on monitored aircraft. 

• Providing traffic management capabilities and decision support tools to forecast and 

provide solutions for future demand. The solutions may involve adjusting routes or 

speed, controlling airport departures, or other actions. 

Automation systems provide the platform for implementation of many of the NextGen OIs. 

NextGen programs provide the necessary automation system enhancements to support the 

improvements. Program descriptions in Appendix B provide details on those enhancements. 

Automation implementation, including the plans to sustain, upgrade, replace or decommission 

current systems is planned out from 2013 through 2026 based on the following three different 

NAS EA roadmaps: 

1. Roadmap 1 (figure 5-2) - Air Traffic Control and Air Traffic Management

2. Roadmap 2 (figure 5-3) - Oceanic Air Traffic Control and NAS Information Management

3. Roadmap 2 (figure 5-4) - Information Support Systems

28 
Figure 5-2 Air Traffic Control and Air Traffic Management Roadmap 

The first two systems on the left side of the roadmap are used for traffic management. The 

Traffic Flow Management System (TFMS) and the Traffic Management Advisor (TMA) are 

installed at air traffic control facilities including the Air Traffic Control System Command 

Center (ATCSCC), en route centers, and major terminal control facilities. They are used to 

analyze future demand for en route and terminal services and to strategically plan for how to best 

accommodate that demand. These systems use real-time displays both of aircraft in flight and of 

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

airports. The FAA will continue to improve TFMS and TMA with the Collaborative Air Traffic 

Management Technologies (CATMT) and the Time Based Flow Management (TBFM) work 

packages which will expand collaboration to individual pilots and improve information exchange 

between the FAA and airline dispatch offices. TMA will be enhanced to support the introduction 

of NextGen trajectory based operations, which allow aircraft to fly more direct routes with fewer 

deviations for conflicting air traffic. TFM Infrastructure and Remote Site Technology Refresh 

and TBFM Technology Refresh programs will upgrade the hardware that supports those systems. 

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Automation Roadmap (1 of 3)

TBFM WP3

STARS

TE

TFDM 

TDLS

EFSTS

SMA

HOST

URET

DSR

ARTS IE/IIE

STARS

ARTS IIIE

TAMR P3S1

ERAM ERAM

STARS TAMR P3S2

TFDM WP1

HADDS

ECG

TFMS

TFM Infrastructure TR

CATMT WP2

CATMT WP4

TMA

TBFM WP2 

CATMT WP3

DBRITE X

STARS TR – TAMR P1

X

X

X

X

X

ECG TR

STARS TAMR P1 Tech Refresh Future Phases

STARS E/L

Tower DCL Services (TDLS) Segment 1

TBFM Tech Refresh

TFMI Remote Site TR

TFDM

DSP

ERAM System Enhancements Future Segment

X

X

X ARMT X

CATMT WP5

Future TFMI

Remote Site

TR

NAS Infrastructure Roadmaps, Version 8.0 January 2014

ERAM System Enhancements and TR

ERAM Sector Enhancements

Terminal Work Package 1

TBFM WP4

29 
TFMS infrastructure and software enhancements are funded through BLIs 2A06 and 2A15. 

TMA infrastructure and software enhancements are funded through BLIs 1A10E and 2A16. 

The next six blocks on the left side are components of the en route control system. The Host 

ATM Data Distribution System (HADDS) supplies data to the air traffic management systems 

discussed above and will remain in operation throughout the roadmap timeframe. The En Route 

Communication Gateway (ECG), which formats data for the en route automation system, 

remains a separate program and will receive a technology refresh. The En Route Automation 

Modernization (ERAM) program incorporates three of the en route system component pieces: 

User request Evaluation Tool (URET), Host Computer, and Display System Replacement (DSR). 

These systems are being replaced with new hardware and revised ATC software and integrated 

into ERAM. ERAM is being installed and, when fully operational, it will be the foundation for 

the agency's transition to NextGen. ERAM and ECG are funded through BLIs 2A01 and 2A03 

respectively.

Improvements to ERAM will include ERAM System Enhancements and Technology Refresh

and ERAM Sector Enhancements. The System Enhancements segment is intended to improve 

aircraft separation services by reducing levels of missed and false alerts from tactical and 

strategic conflict alerting functions. ERAM Technology Refresh consists of any necessary 

upgrades or modernization of system components; as well as enhancements outside the scope of 

the original core ERAM system. ERAM system enhancements and technology refresh are 

funded through BLI 2A02. ERAM System Enhancements Future Segment will continue the 

enhancement and technology refresh activities starting in FY 2017. 

ERAM Sector Enhancements provides software and hardware enhancements to the ERAM 

system for the En Route sector controller team. It is a multi-year effort to improve the efficiency 

and effectiveness of En-Route Sector operations by facilitating increased strategic and tactical 

cooperation between the Radar Controller position (R-Position) and the Radar Associate position 

(D-Position) as well as establish a common processing platform, with similar tool sets, that may 

be tailored for either position. ERAM Sector Enhancements is funded through BLI 2A02. 

The next four systems provide ATC automation for the terminal domain: Standard Terminal 

Automation Replacement System (STARS), STARS Enhanced Local Integrated Tower 

Equipment (ELITE)/ Local Integrated Tower Equipment (LITE) (STARS E/L), Automated 

Radar Terminal System model IIIE (ARTS IIIE), and ARTS 1E/IIE. There are several phases to 

the STARS Terminal Automation Modernization and Replacement (TAMR) program for 

upgrading and modernizing these systems: 

• The first phase replaced 47 existing ARTS with STARS. The STARS systems were 

installed at medium activity level airports; 

• The STARS Technology Refresh (TAMR Phase 1) is modernizing the 47 sites installed 

under the STARS program as well as sites installed under TAMR Phase 2. 

• TAMR Phase 2 involved the installation of STARS at five TRACONs and the 

modernization of existing four ARTS at large TRACONs. Phase 2 is completed and not 

shown on the roadmap; 

• STARS TAMR Phase 3 Segment 1 (P3S1) is replacing 11 ARTS IIIE systems, which are 

the most sophisticated terminal automation systems located at high activity TRACONs. 

30 
• STARS TAMR Phase 3 Segment 2 (P3S2) will replace 91 ARTS IIE systems (at medium 

and small airports) with STARS ELITE and 6 ARTS IE systems (at the smallest airports) 

with STARS LITE. The upgraded STARS systems will be able to process position 

information from the ADS-B system along with information from terminal radars; and

• STARS Technology Refresh Future Phases will continue to address the technology 

refresh updates needed to modernize the STARS at all sites.

STARS is funded through BLIs 2B03 and 2B04. 

Digital Bright Radar Indicator Tower Equipment (DBRITE) is a terminal automation and display 

model in current use. DBRITE has a tower display that allows tower cab controllers to 

determine the location of approaching traffic before it becomes visible to them. 

Terminal Work Package 1 funds system engineering to develop concepts which address issues 

relating to system performance in the terminal domain. Proposed technical changes to 

automation and updated air traffic procedures will be delivered to the appropriate program 

offices for further development and implementation.

The Terminal Flight Data Manager (TFDM) system supports a phased implementation of a new 

terminal local area network (LAN) based infrastructure to reduce redundant displays and 

integrate flight data functions. TFDM will provide System Wide Information Management 

(SWIM) enabled flight data exchanges with other NAS subsystems. TFDM initially will 

integrate data from three existing systems, and it will be enhanced in TFDM Work Package 1. 

TFDM is funded through BLI 1A06A. 

The Departure Spacing Program (DSP) is used by tower controllers to optimize taxi and takeoff 

clearances in order to efficiently use available runway and airspace capacity.

The Surface Movement Advisor (SMA) provides the status of aircraft moving from the gates to 

the runways; and it improves taxiing efficiency. The Electronic Flight Strip Transfer System 

(EFSTS) is a system to transfer flight information to towers and TRACONs electronically rather 

than by paper. The Airport Resource Management Tool (ARMT) provides an assessment of 

available airport capacity. 

The Tower Data Link Services (TDLS) provides datalink route clearances to pilots preparing to 

depart an airport. Data Communications Segment 1 Phase 1will be providing upgrades to the 

TDLS system.

31 
Figure 5-3 Oceanic Air Traffic Control and NAS Information Management Roadmap 

The Integrated Display Systems model 4 (IDS-4), the System Atlanta Information Display 

System (SAIDS) and NAS IDS (NIDS) provide weather and other information to tower 

controllers. These systems will be modernized by the IDS Replacement program beginning in 

2013 and completing in 2017. IDS Replacement Technology Refresh will provide system 

sustainment and upgrades starting in 2017. The proposed Enterprise IDS (E-IDS) program will

continue the upgrade/replacement of systems not included in the IDS replacement program. IDS

Replacement is funded through BLI 2B14. 

The Automated Surface Observing System (ASOS) Controller Equipment-Information Display 

System (ACE-IDS) displays weather information collected by ASOS to tower controllers. These 

services will begin a transition to the proposed Enhanced IDS (E-IDS) in 2018. 

The En Route Information Display System (ERIDS) will be transitioned to the proposed E-IDS 

system in 2018. ERIDS is an information display system that provides access to aeronautical 

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AMMS

ATOP WP1

Future Flight Services Program (FFSP)

Automation Roadmap (2 of 3)

DUAT(S)

OASIS 

AFSS CONUS

X

AIM Segment 2

FNS

AIM Segment 3

RMLS

AMMS WP1 AMMS Far- Term

RMLS TR

AMMS WP2 

AMMS

OCEAN 21

Offshore Automation 

System

DOTS+

ATOP

AIM 

Segment 4

MEARTS

FDP2K

OFDPS

ATOP TR 2

ATOP WP2

FDIO FDIO Replacement

X

X

IDS-Replacement (Enterprise IDS)

ERIDS

E-IDS

IDS4-SAIDS

NIDS

ACE-IDS

X

X

NAS Infrastructure Roadmaps, Version 8.0 January 2014

IDS-Replacement Technology Refresh

ACS

32 
data including weather, airspace charts, ATC procedures, Notice to Airmen (NOTAMS), and 

pilot reports (PIREPS). 

Flight Data Input/Output (FDIO) provides flight plan and other data to operational facilities. It 

will be replaced incrementally throughout the roadmap timeframe. FDIO is funded through BLI 

2B05. 

The next group of five systems on the left side support oceanic ATC. The Dynamic Ocean 

Tracking System plus (DOTS+) system uses weather information to determine the most fuelefficient routes based on wind velocity and direction. It will continue in operation through the 

timeframe of the roadmap. The other oceanic automation systems process data regarding the 

position of aircraft on oceanic and offshore flights to aid controllers in separating flights in FAA 

controlled airspace. The FAA plans to decide in 2017 whether to continue operating the 

Offshore Flight Data Processing System (OFDPS), Flight Data Processing 2000 (FDP2K), and 

the Microprocessor En route Automated Radar Tracking System (MEARTS) or transition their 

functions to a new Offshore Automation System. Three centers (New York, Oakland and 

Anchorage) house Ocean 21, the oceanic control system, which has been developed by the 

Advanced Technologies and Oceanic Procedures (ATOP) program. Upgraded versions of ATOP 

will remain in operation throughout the roadmap timeframe. ATOP Technology Refresh and 

Work Packages 1 and 2 will sustain and upgrade the system. The enhanced ATOP systems will

allow controllers to apply NextGen concepts such as assigning optimal routes and allowing 

reduced separation between aircraft to oceanic air traffic control. ATOP is funded through BLI 

2A10. 

The Aeronautical Information Management (AIM) Segments 2, 3 and 4 are funded through BLI 

4A09 to consolidate and automate the storage and dissemination of aeronautical data used by 

pilots and aviation planners. They will upgrade the two systems shown on the roadmap: 

• Federal NOTAM System (FNS) – collects and provides access to NOTAMs, which are 

notices of temporary changes, such as temporary flight restrictions and runway closures 

for construction. 

• Aeronautical Common Services (ACS) – stores information about airports, navigational 

aids and other aeronautical data. 

The Remote Maintenance Logging System (RMLS) serves two functions. It allows the 

maintenance staff to monitor equipment performance electronically from a central location, and 

it provides software for management of workforce hours and maintenance actions. The existing 

system is undergoing a technology refresh and will be supplemented by the Automated 

Maintenance Management System (AMMS). RMLS technology refresh and AMMS are funded 

through BLI 2B15. 

Automated Flight Service Station Continental United States (AFSS CONUS), Direct User 

Access Terminal System (DUATS) and Operational And Supportability Implementation System 

(OASIS) are automation systems that provide aeronautical and weather data to support flight 

services. Flight services include flight planning and pilot weather briefings, which are primarily 

used by general aviation pilots. Flight services in the lower 48 States and Puerto Rico are 

provided by contractor flight service personnel using the AFSS CONUS. The DUATS is a web33 
based service that allows pilots to access weather and aeronautical data for self-briefings and to 

file flight plans. The OASIS automation system is used at the Flight Service Stations in Alaska 

by FAA flight service specialists to provide flight services to general aviation pilots. 

The Future Flight Service Program (FFSP) will provide continued availability of accurate and 

consistent flight service information currently provided by DUATS, AFSS and OASIS, whose 

contracts end in 2016. The acquisition strategy is being developed and a future initial investment 

decision is planned. FFSP is funded through BLI 2C02. 

Figure 5-4 Information Support Systems Roadmap 

Figure 5-4 shows fourteen systems that continue in operation, with technology refreshes, through 

the roadmap timeframe. A brief description of each system’s capability and impact of providing 

service for airports, airspace, and navigation facilities is provided below: 

• Aeronautical Information System Replacement (AISR) – distributes information on 

weather, flight plans, NOTAMS, Pilot Reports and other NAS status items to FAA 

facilities, Department of Defense, and pilots; 

• Coded Time Source (CTS) –provides the official source of time that synchronizes the 

information flows in the air traffic control equipment; 

• NAS Adaptation Services Environment (NASE) –contains detailed information about the 

airspace, geography, equipment, and procedures required to make each ATC system work 

properly; 

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Automation Roadmap (3 of 3)

NASE

CARF

AGIS

NOP

PDARS

CTS

NAIMES

NASR

TFR Bldr

AISR

OEAAA

SDAT

USNS

SAMS

NAS Infrastructure Roadmaps, Version 8.0 January 2014

34 
• National Airspace System Resources (NASR) –contains information pertaining to 

Instrument Approach Procedures (IAPs), Departure Procedures (DPs), Standard Terminal 

Arrival Routes (STARs), and Military Training Routes (MTRs); 

• National Offload Program (NOP) – allows FAA to download radar information from en 

route automation systems for analysis and review; 

• Obstruction Evaluation/Airport Airspace Analysis (OEAAA) –contains data about 

obstructions around airports that would present a hazard for aircraft taking off and 

landing; 

• Performance Data Analysis and Reporting System (PDARS) – is a fully integrated 

performance measurement tool designed to help the FAA improve the NAS by tracking 

the daily operations of the ATC system and its environmental impact. PDARS is funded 

through BLI 1A01B; 

• Special Airspace Management System (SAMS) – informs controllers when airspace 

ordinarily reserved for military use is available for civilian use; 

• Sector Design and Analysis Tool (SDAT) – this is a visualization and analysis tool used 

to evaluate the impact on controller workload when sector and route changes are being 

considered during major airspace redesign efforts; 

• Temporary Flight Restriction Builder (TFR Bldr) – an automated system for establishing 

temporary flight restrictions that prohibit aircraft from flying over areas where special 

events such as the Super Bowl are being held; 

• United States NOTAM (Notice to Airmen) System (USNS) – an automated system used 

to process, store and distribute NOTAM information. NOTAM information is that 

aeronautical information that could affect a pilot's decision to make a flight; 

• NAS Aeronautical Information Management Enterprise System (NAIMES) – consists of 

a suite of NAS safety/mission critical systems and services that directly support the 

collection, validation, management, and dissemination of aeronautical information in the 

NAS; 

• Central Altitude Reservation Function (CARF) – a system used by military and civilian 

pilots to reserve altitudes for their planned flights; and

• Airport Geographic Information System (AGIS) – stores data on airport configuration 

and physical location and size of all elements of the airport. It is used to develop airport 

modernization plans, and it is necessary for developing new approach and departure 

procedures. 

35 
Figure 5-5 shows future capital investments for automation programs. Funding amounts are in 

Millions of Dollars.

Figure 5-5 Funding amounts in the Automation Functional Area

5.2 Communications Roadmaps 

Communication between pilots and controllers is an essential element of air traffic control. 

Pilots and controllers primarily use radios for communication. Because en route control sectors 

cover areas that extend beyond direct radio range, remotely located radio sites are used to 

provide extended coverage. The controller activates radios at remote sites and ground 

telecommunication lines carry the verbal exchange to and from air traffic control facilities. If 

ground links are not available, communication satellite links can be used to connect pilots with 

controllers. Backup systems are always available to provide the continued ability to maintain 

communications when the primary systems fail. 

NextGen improvements will require improved voice switching and A/G data communications as 

shown on the diagrams. Details on those investments can be found in the program descriptions 

in Appendix B. 

Communication system implementation is broken down into four different NAS EA roadmaps: 

1. Roadmap 1 (figure 5-6) - Telecom and Other Communications 

2. Roadmap 2 (figure 5-7) - Voice Switches and Recorders

3. Roadmap 3 (figure 5-8) - Air to Ground Voice and Oceanic Communications 

4. Roadmap 4 (figure 5-9) - Air to Ground Data Communications 

BLI 

Number Program Name

FY 

2015 

Budget

FY 

2016

FY 

2017

FY 

2018

FY 

2019

Automation Functional Area $332.0 $354.5 $339.0 $303.5 $308.5

2A01 En Route Automation Modernization (ERAM) $10.5 $0.0 $0.0 $0.0 $0.0

2A02 NextGen – En Route Automation Modernization (ERAM) – System 

Enhancements and Technology Refresh

$45.2 $82.4 $70.0 $90.0 $100.0

2A03 En Route Communications Gateway (ECG) $6.6 $2.8 $2.0 $2.0 $4.1

2A06 Air Traffic Management (ATM) – Traffic Flow Management (TFM) $5.7 $0.0 $8.0 $7.0 $5.0

2A10 Oceanic Automation System (OAS) $3.5 $0.0 $0.0 $0.0 $0.0

2A15 NextGen – Collaborative Air Traffic Management Portfolio $13.5 $20.8 $22.7 $35.3 $36.3

2A16 NextGen – Time Based Flow Management (TBFM) Portfolio $21.0 $22.2 $28.2 $35.8 $54.9

2B03 Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) $50.7 $81.1 $60.0 $52.8 $56.0

2B04 Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) $136.2 $110.0 $111.9 $35.5 $0.0

2B05 Terminal Automation Program $1.6 $2.7 $2.7 $2.8 $2.8

2B14 Integrated Display System (IDS) $16.9 $13.3 $5.7 $1.1 $7.1

2B15 Remote Monitoring and Logging System (RMLS) $3.9 $1.1 $3.4 $4.5 $5.2

2C02 Future Flight Services Program (FFSP) $1.0 $3.0 $9.5 $21.8 $27.0

3A13 Tower Simulation System (TSS) Technology Refresh $3.0 $0.0 $0.0 $0.0 $0.0

4A09 NextGen – Aeronautical Information Management Program $12.7 $15.1 $14.9 $15.0 $10.0

Note: BLI numbers with X represent outyear programs not requested in the FY 2015 President's Budget.

Note: FY 2016-2019 outyear funding amounts are estimates.

36 
Figure 5-6 Telecom and Other Communications Roadmap 

The Low Density Radio Communication Link (LDRCL) and the Radio Communication Link 

(RCL) are microwave systems that were created to transmit radar data from remote radar sites to 

FAA air traffic control facilities, and these systems were linked in a national network to transmit 

operational and administrative information to and from air traffic control facilities. Many of the 

RCL communication links have already transitioned their functions to the FAA 

Telecommunications Infrastructure (FTI) to carry this data. The LDRCL will remain in service 

for areas with limited commercial services, but their functions will be transitioned to the newly 

awarded FTI contract beginning in 2020. The Band Width Manager (BWM) improves efficiency 

of information flow on the microwave network. It will not be needed when microwave links are 

no longer used. The Data Multiplexing Network (DMN) and National Airspace Data 

Interchange Network – Package Switching Network (NADIN PSN) transmit flight plans and 

other important aeronautical information to air traffic facilities. The FAA is transitioning 

functions of DMN and NADIN PSN to the FTI network and a new contract to continue the 

service. NADIN Message Switching Network (MSN) will be improved by the NMR (NADIN 

MSN Rehost) to comply with international standards for transmitting flight plans and remain 

available for that purpose. 

The FTI is a contract service to provide communications services between FAA facilities. In 

2020, work will begin on preparing for a transition to a new FTI - Phase 2 (FTI-2) contract. The 

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Communications Roadmap (1 of 4)

FTI-1

ANICS

LDRCL

RCL

BWM

DMN

NADIN MSN

X

X

Alaskan Satellite Telecom 

Infrastructure (ASTI)

NMR/

Common 

Platform

X

FTI-2

ATIS

RCOM

NADIN PSN X

STARS FTI 

Upgrade

NAS Recovery Communications (RCOM)

X

X

NAS Infrastructure Roadmaps, Version 8.0 January 2014

Telecom Other Communications

37 
STARS FTI Upgrade is establishing a diverse and redundant core Internet Protocol infrastructure 

across the FTI telecommunications backbone that will significantly reduce the impact of any 

unforeseen events on service. 

The Alaska National Airspace System Interfacility Communications System (ANICS) consists of 

ground stations that send and receive data from communications satellites to connect the 

operational facilities in Alaska. The Alaska Satellite Telecommunications Infrastructure (ASTI) 

program modernizes the ANICS infrastructure. Because there are far fewer ground 

telecommunications connections in Alaska, a satellite system is used to ensure that important air 

traffic information is reliably transmitted between smaller and larger facilities. ASTI is funded 

through BLI 2E05. 

Recovery Communications (RCOM) is an emergency network to be used for command and 

control of the ATC system when all other communications systems fail. RCOM is funded 

through BLI 3A04. 

The Automated Terminal Information System (ATIS) broadcasts weather and other pertinent 

information to pilots as they approach an airport. ATIS functions will be maintained during the 

entire timeframe of the roadmap.

38 
Figure 5-7 Voice Switches and Recorders Roadmap 

Figure 5-7 shows the roadmap for NAS Voice Switches and Recorders. Voice switches in air 

traffic facilities enable controllers to select among the different channels they need to 

communicate with one another, with traffic management and weather specialists, with 

emergency services, and with pilots. 

The Command Center Conference Control Switch (CCS) installed at the Air Traffic Control 

System Command Center (ATCSCC) facility allows the FAA specialists to stay in contact with 

air traffic control facilities and external users of the NAS. They can coordinate with centers, 

TRACONs, and users to decide how best to implement traffic management initiatives and when 

to use severe weather avoidance programs. 

The voice switches shown below the CCS are used in terminal and flight service facilities. 

Voice switches enable air traffic controllers to select lines to communicate with pilots as well as 

other air traffic control facilities. They are:

• Integrated Communication Switching System (ICSS) Type 1 and 3 – The ICSS Type 3 

will remain in operation at flight service stations; 

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TVSR II TVSR III

VSCS TR Level of Effort

Communications Roadmap (2 of 4)

CCS

ICSS Type I

VSCS

RDVS I/II

ETVS

RDVS IIA

STVS

IVSR

X

X

X

X

DVRS/DVRS 2

DALR

X

X

VSBP

VSCS TR3

VTABS

ICSS Type 3/FFSP

NVRP

NG VRRP X

NG VRRP Safety and Audit 

NVS Segment 1/2

NAS Voice Recorder Program (NVRP)

NAS Infrastructure Roadmaps, Version 8.0 January 2014

Voice Switches Voice Recorders

NVS

39 
• The Terminal Voice Switch Replacement (TVSR) II program, funded through BLI 2B08, 

is an umbrella program to replace terminal voice switches at the rate of about 5 per year, 

refurbish approximately 2 voice switches per year and install voice switches in newly 

constructed airport traffic control towers. This effort will be continued starting in 2016 

by the planned TVSR III program. The switches are:

o Rapid Deployment Voice Switch (RDVS) I, II and IIA; 

o Small Tower Voice Switch (STVS);

o Enhanced Terminal Voice Switch (ETVS); and 

o Interim Voice Switch Replacement (IVSR).

• The Voice Switch By Pass (VSBP) is a backup voice switch that terminal controllers can 

use to stay in communication with pilots if there is a failure in the primary voice switch 

installed in their facility.

 

The FAA has awarded the contract for a two segment procurement of the NAS Voice System 

(NVS). The first segment will buy and test prototype new voice switches to determine 

operational suitability. The second segment will be for the full scale procurement of both en 

route and terminal voice switches to replace existing switches. The NVS program will include 

voice switches and remote radio control equipment. NVS will provide flexible networking for 

voice switch-to-voice switch connectivity as well as for voice switch to Air-to-Ground (A/G) 

radio connectivity. This architecture will facilitate meeting NextGen requirements for ATC 

workload sharing, unmanned aircraft system (UAS) operations, virtual tower operations, and 

business continuity. NVS will replace ARTCC, ATCT and TRACON voice switches and is 

funded through BLI 2B13.

The Voice Switching and Communications System (VSCS) is the voice switch currently used in 

ARTCCs. The FAA is upgrading VSCS with a technology refresh to replace components that 

have a high failure rate until the NVS program can replace the switches. The VSCS Training 

and Backup Switch (VTABS) can maintain critical A/G and ground-to-ground communications 

if the main communications system becomes inoperable as a result of a power outage, a 

catastrophic system failure, or during system maintenance or upgrade activities. VSCS is funded 

through BLI 2A09. 

The Digital Audio Legal Recorder (DALR) is the voice recorder that is replacing Digital Voice 

Recorder Systems (DVRS). DALR is also installed in newly constructed airport traffic control 

towers. These voice recorders provide a legally accepted recording capability for conversations 

between air traffic controllers, pilots, and ground-based air traffic facilities in all ATC domains 

and are used in the investigation of accidents and incidents and routine evaluation of ATC 

operations. DALR is funded through BLI 2B18. NAS Voice Recorder Program (NVRP) is 

proposed to develop the next generation of recorders. 

40 
Figure 5-8 Air to Ground Voice and Oceanic Communications Roadmap 

The third communications roadmap (figure 5-8) shows the replacement programs for the radios 

used for A/G communications and some of the supporting services to sustain NAS operations. 

The Next Generation Air/Ground Communications (NEXCOM) program is upgrading Very 

High Frequency (VHF) radios used by civil aviation and Ultra High Frequency (UHF) radios 

used by FAA to communicate with military aircraft. NEXCOM Segment 1A replaced the radios 

used for high and ultrahigh en route sectors. Segment 2 will use a combined contract for both 

VHF and UHF radios to replace the radios that terminal facilities use. It will also replace

emergency backup radios (emergency transmitter replacement (ETR)) that provide service when 

primary radios are not working. The Back Up Emergency Communication (BUEC) consists of 

radios installed at remote sites that back-up the primary radios that controllers use. NEXCOM is 

funded through BLI 2A11. 

The Radio Control Equipment (RCE) program modernized the electronic equipment that allows 

controllers to control the radios they use at remote sites.

The Airport Cable Loop program replaces the communications cables that control and report the 

condition of equipment necessary for airport operations such as the Airport Surveillance Radar. 

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CFE – Expansion

RCE Sustainment

NEXCOM Seg. 2 Phase 1 NEXCOM Seg.2 Phase 2

Communications Roadmap (3 of 4)

NEXCOM Seg. 1A

UHF Ground

Radios

VHF Ground

Radios

ETR UHF/VHF

Transceivers

VHF

Handheld

BUEC

MDR VHF

Ground Radios

Oceanic HF

Voice Service

Oceanic

Data Link 

Service

Airport Cable 

Loop

RCE

CFE – RFI Elimination TR

Airport Cable Loop Systems Sustained Support

NAS Infrastructure Roadmaps, Version 8.0 January 2014

A/G Voice Oceanic Air-Ground

Interference 

Detection

Location 

And Mitigation

RCF

41 
FAA is replacing copper wires with fiber optics and adding dual path operations so that a break 

in the cable does not stop the flow of information. The Airport Cable Loop program is funded 

through BLI 2E04. 

The Communications Facility Expansion (CFE) program enhances operational efficiency and 

effectiveness by establishing, replacing and upgrading radio equipment at Remote 

Communication Facilities (RCF) that provide connections to air traffic facilities. The program 

also installs equipment to eliminate radio frequency interference (RFI) between radio 

frequencies. The program is funded through BLI 2A07. 

The Interference Detection, Location and Mitigation (IDLM) program investigate occurrences of 

non-FAA transmitters interfering with FAA radios and navigation systems, locates the source, 

and ensures that they no longer interfere with FAA controlled frequencies. The FAA has 

specially equipped vehicles that detect and locate the sources of interference. 

The last two items on the roadmap are communications systems used for oceanic air traffic 

control. The first one is the high frequency (HF) radio. HF radio allows the FAA to stay in 

touch with aircraft that are out of range of VHF radios. Oceanic Satellite Data Link Services is 

used by equipped aircraft and relies on communications satellites to transfer messages to and 

from aircraft flying over the oceans. 

Figure 5-9 Air-to-Ground (A/G) Data Communications Roadmap 

The fourth communications roadmap (figure 5-9) shows the planned transition from voice to data 

communications services for routine communications between controllers and pilots that can be 

transmitted by data link from en route and terminal ATC automation system. 

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Communications Roadmap (4 of 4)

Data Comm Segment 1 Phase 1 (Tower Service)

B2

Equipage: Airborne

Data Comm Segment 2 - Advanced Services

TDLS V11

Tower Services - Segment 2

En Route Services – Segment 2

FANS 1/A + VDL2 Equipage: Airborne

Logon/Protocol Gateway (PGW) (ERAM R4)

FANS

Data Comm Segment 1 Phase 2 (En Route Services)

ERAM Enhancements

Tower DCL Services (TDLS V12) Segment 1

Data Comm Network Services (DCNS)

Data Communications Network Service VDL2: Ground

Data Comm Segment 3

ERAM R3

TDLS Enhancements

NAS Infrastructure Roadmaps, Version 8.0 January 2014

A/G Data Communications

42 
Data Comm Segment 1 Phase 1 will provide service for three existing communication protocols. 

Future Air Navigation System (FANS), a generic term for capabilities mainly used for oceanic

operations, will take advantage of already installed datalink capability. Aircraft that are FANS 

equipped will experience more sophisticated data link connections with ATC facilities as new 

systems evolve during the roadmap timeframe. The Logon/Protocol Gateway (PGW) upgrade 

began development in 2012 to assure security of transmissions to pilots. The Terminal Data 

Link System (TDLS) is currently used to transmit departure clearances (DCL) and other 

information to aircraft preparing to depart the airport. It is being upgraded and modernized by 

the Data Comm Segment 1 program. 

Data Comm Segment 1 Phase 2 will provide en route services to pilots. More sophisticated 

applications will be developed through the entire period to 2025. 

Data Comm Network Services (DCNS) will establish the ground infrastructure necessary to 

support communication between aircraft and FAA facilities. Data Comm programs are funded 

through BLI 2A19. 

Data Comm Segments 2 and 3 will add enhanced services to the terminal and en route 

capabilities developed in segment 1. 

B2 Equipage Airborne is the Aeronautical Telecommunications Network Baseline 2 which is 

aircraft equipage to enable enhanced data communications in en route services leading to full 

trajectory based operations. 

Figure 5-10 shows the future capital investments for replacing communications systems and 

improving and modernizing communications channels. Funding amounts are in Millions of 

Dollars.

Figure 5-10 Funding amounts in the Communications Functional Area

BLI 

Number Program Name

FY 

2015 

Budget

FY 

2016

FY 

2017

FY 

2018

FY 

2019

Communication Functional Area $257.0 $301.1 $356.0 $314.6 $310.7

2A07 Air/Ground Communications Infrastructure $3.9 $3.0 $3.2 $3.2 $3.3

2A09 Voice Switching Control System (VSCS) $13.8 $9.9 $11.3 $12.8 $11.4

2A11 Next Generation Very High Frequency Air/Ground Communications System 

(NEXCOM)

$40.0 $43.3 $50.0 $50.0 $50.0

2A19 NextGen – Data Communication in support of NextGen $147.3 $190.4 $233.0 $186.6 $174.0

2B08 Terminal Voice Switch Replacement (TVSR) $2.0 $0.0 $0.0 $0.0 $0.0

2B13 NextGen – National Airspace System Voice System (NVS) $20.6 $25.0 $40.0 $40.0 $50.0

2B18 Voice Recorder Replacement Program (VRRP) $1.0 $0.0 $0.0 $0.0 $0.0

2E04 Airport Cable Loop Systems – Sustained Support $5.0 $5.0 $5.0 $10.0 $10.0

2E05 Alaskan Satellite Telecommunication Infrastructure (ASTI) $11.4 $12.5 $1.5 $0.0 $0.0

3A04 National Airspace System (NAS) Recovery Communications (RCOM) $12.0 $12.0 $12.0 $12.0 $12.0

Note: BLI numbers with X represent outyear programs not requested in the FY 2015 President's Budget.

Note: FY 2016-2019 outyear funding amounts are estimates.

43 
5.3 Surveillance Roadmaps 

 

To provide separation services to aircraft, air traffic controllers must have an accurate display of 

all aircraft under their control. Controller displays use a variety of inputs, including radar and 

transponder information, to show the location of aircraft. Surveillance data is provided by the 

following technologies: 

• Primary radar – the radar beam is bounced off the aircraft and reflected back to the radar 

receiver; 

• Secondary radar – a reply is generated by the aircraft transponder and sent back to the 

radar in response to a secondary radar signal; 

• Multilateration – multiple ground sensors receive aircraft electronic signals and 

triangulate this information to determine aircraft position; and 

• ADS-B – the aircraft determines its location using GPS or other navigation equipment 

and broadcasts that information to an ADS-B ground station. Position data determined 

by these sensors is relayed to automation systems which process the data and send it to 

the displays. 

NextGen operational improvements will rely on advanced surveillance capabilities provided by 

ADS-B and Wide Area Multilateration which will provide more accurate information for 

controllers and better situational awareness for pilots. See Appendix B for more details on 

program activities.

Surveillance systems are shown in three different roadmaps: 

1. Roadmap 1 (figure 5-11) - En Route Surveillance 

2. Roadmap 2 (figure 5-12) - Terminal Surveillance

3. Roadmap 3 (figure 5-13) - Surface, Approach and Cross Domain Surveillance 

44 
Figure 5-11 En Route Surveillance Roadmap 

En route facilities use the Air Route Surveillance Radar (ARSR), and terminal facilities use 

Airport Surveillance Radar (ASR) as primary radars. The ARSR and ASR radars do not require 

a cooperative transmission from an aircraft to detect and track its location. En route and terminal 

facilities normally use secondary radars called the Air Traffic Control Beacon Interrogators 

(ATCBI) or the Mode Select (Mode S) for traffic separation. Secondary radar sends a signal to 

aircraft equipped with a transponder. The transponder reply contains the aircraft call sign, 

altitude, speed and can be processed to determine its position. Using ATCBI or Mode S 

enhances the controller’s ability to separate traffic because speed and altitude information 

supplement the position display for each aircraft. 

The major en route systems are the various ARSR models, the Fixed Position Surveillance (FPS) 

system, Common Digitizer (CD-2), the Air Traffic Control Beacon Interrogator (ATCBI), and 

the Mode S. 

The ARSR and FPS have a range exceeding 200 miles and provide aircraft location information 

to the en route centers. They are “skin-paint” radars (do not require cooperation from the 

detected aircraft) that transmit radio frequency pulses and process the reflected energy to 

determine aircraft range based on the total time for the signal to reach and return from the target, 

and the direction from the radar based on the antenna position. Existing early model long range 

radars are being converted to the Common Air Route Surveillance Radar (CARSR) 

configuration. Features of the existing Common Digitizers (CD-2), which convert analog 

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En Route

Surveillance Roadmap (1 of 3)

DoD/DHS funded/FAA maintained

ARSR-1/2/3, FPS X

DoD/DHS funded/FAA maintained

CD-2

ARSR-4 DoD/DHS funded/FAA maintained

Common ARSR

X

MODE S Mode S SLEP Phase 2

ATCBI-6

WAM

NextGen Backup Surveillance Capability (NBSC) NBSC

ATCBI-6 TR

Colorado WAM 

LRR Improvements

NAS Infrastructure Roadmaps, Version 8.0 January 2014

45 
information to digital, will be incorporated in the CARSR. The Department of Defense will fund 

system upgrades of the ARSR through 2025 due to national security concerns. ARSR 

infrastructure upgrades (buildings, power, towers, roads) are funded by the LRR Improvements 

program through BLI 2A08. 

The ATCBI and the more advanced Mode S transmit an electronic signal to aircraft, which 

triggers a transponder. An ATCBI triggers all transponders within its beam, while the Mode S is 

able to address each aircraft within its beam separately. The NextGen Surveillance and Weather 

Radar Capability will replace the ASR systems; an investment decision is scheduled for 2017. 

ATCBI technology refresh and Mode S service life extension programs are funded through BLI

2B16. The NextGen Backup Surveillance Capability (NBSC) is a planned activity to identify 

and implement a backup surveillance capability to ADS-B which will allow for potential 

decommissioning of secondary radar systems. An initial investment decision is planned for 

2016. 

The Colorado Wide Area Multilateration (WAM) system uses electronic transmissions from an 

aircraft and multilateration technology to detect aircraft position in areas where the radar signal 

may be unavailable or blocked by mountainous terrain. 

Figure 5-12 Terminal Surveillance Radar

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Terminal

Mode S SLEP Phase 2

ASR-9 and Mode S SLEP Phase 3 Planning

ASR-11 TR

Segment 1

ASR-11 Tech Refresh, Segment 2

Mobile Airport Surveillance Radar (MASR)

ASR-9 SLEP Phase 2

X

ASR-9

ASR-11

ATCBI-5

MODE S

Limited Replacement

MASR

NextGen Backup Surveillance Capability 

NSWRC

NBSC

ASR-7/ASR-8

CTD

STARS TAMR P3S2

Surveillance Roadmap (2 of 3)

NAS Infrastructure Roadmaps, Version 8.0 January 2014

NextGen Surveillance and Weather Radar Capability

46 
Figure 5-12 shows that there are four models of terminal radars currently in use. The Airport 

Surveillance Radar Model 11 (ASR-11) is the newest and has replaced several of the radars that 

were not replaced by an earlier ASR-9 program. The ASR-9, which serves larger airports, will 

have a Service Life Extension Programs (SLEP) to update and modernize its components. The 

existing ASR 7/8 systems will require a Common Terminal Digitizer (CTD) be installed to 

convert their analog outputs to digital as older terminal automation systems are replaced by 

STARS, which requires a digital input of radar information. A decision will be made in 2023 

whether to replace all 4 terminal radar systems with new systems providing NextGen 

Surveillance and Weather Radar Capability (NSWRC). 

ASR-9 and Mode S SLEP Phase 3 Planning will develop the strategies for providing primary

radar backup while addressing needs for safety, security, and weather detection requirements. 

ASR-9 service life extension and ASR-11 technology refresh programs Segments 1 and 2 are 

funded through BLI 2B10 and 2B11 respectively. Development of NSWRC is funded through 

BLI 1A01I. 

The Mobile Airport Surveillance Radar (MASR) is a terminal surveillance radar that can be 

moved from site to site to support radar relocations, temporary planned outages of an existing 

radar for installation of upgrades and emergency operations when existing systems are damaged. 

MASR is funded through BLI 2B11. 

The NextGen Backup Surveillance Capability (NBSC) is proposed to replace terminal ATCBI 

and Mode S systems with an investment decision scheduled for 2017. ATCBI technology 

refresh and Mode S service live extension programs are funded through BLI 2B16. 

47 
Figure 5-13 Surface, Approach and Cross Domain Surveillance Roadmap 

The block titled Surface and Approach in the third Surveillance roadmap (figure 5-13) shows the 

systems used to track aircraft and vehicles on the airport surface and aircraft approaching the 

runway. The Automatic Dependent Surveillance-Broadcast (ADS-B) system shown in the lower 

area called Cross-Domain also is used on the airport surface and approach areas. 

The Precision Runway Monitor (PRM) is used to monitor the safety of side-by-side simultaneous 

approaches to closely spaced parallel runways during IFR conditions. It is a secondary rapid

update radar that provides the precision that controllers need to ensure that two aircraft maintain 

safe clearance between them while approaching closely spaced runways. The electronic scan (ESCAN) version achieves the rapid update by moving the beam electronically rather than relying 

on turning the antenna. The PRM-Replacement (PRM-R) program is evaluating alternatives for 

continuing PRM system operations at San Francisco and Atlanta. PRM-R is funded through the 

Precision Runway Monitor Alternate (PRMA) BLI 2B19. 

The FAA uses several systems for tracking aircraft on or near the airport surface. The ASDE-3 

is a primary radar system that provides a display of aircraft and ground vehicles in the airport 

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ASDE-3 Service 

Sustainment

ADS-B Future Segments

ASDE-X Tech Refresh & Disposition

Surface And Approach Cross-Domain

Surveillance Roadmap (3 of 3)

X

X

PRM E-SCAN

ASDE-X/3X

ASDE-3/AMASS

ASSC

ADS-B

TIS-B/FIS-B

CV-4400

TDX-2000

PRM-R

Surface primary radars removed

from selected ASDE sites

SIM

PRM-R

Runway Incursion Reduction Program - ADTP

ADS-B 

National Impl. S1&2

ADS-B Baseline Services & Applications

ADS-B Add. Appl 

STARS TAMR P3S2

Reduced Oceanic Separation

ADS-B Baseline Services 

Future Segments

ADS-B In Applications

Flight Interval Mgmt

NAS Infrastructure Roadmaps, Version 8.0 January 2014

48 
operating areas (runways and taxiways). This helps controllers manage aircraft on the ground 

and warn them of potential runway collisions. The ASDE-X merges primary and secondary 

radar, multilateration and ADS-B information to improve detection of aircraft and provide a clear 

display of the positions of aircraft and vehicles on or near taxiways and runways. A third system 

which uses multilateration is the Airport Surface Surveillance Capability (ASSC), and it will 

replace nine of the ASDE-3 radars.

Controllers currently use two systems to maintain aircraft separation on the airport surface. 

Some airports have ASDE-3/AMASS, which uses radar and a display in the tower to depict the 

location of aircraft on or approaching the taxiways and runways. These displays help controllers 

determine aircraft location when weather or darkness makes it difficult to see the entire airport 

surface. ASDE-X uses several technologies to perform the same function, and 18 of the 35 

ASDE-X sites use an existing ASDE-3 radar. Seven ASDE 3 sites have been replaced by 

ASDE-X, and the Airport Surface Surveillance Capability (ASSC) program has replaced nine of 

the ASDE-3 radar systems. The ASSC will use multilateration and ADS-B aircraft information 

to display aircraft location for the airport tower controllers. ASDE-X will have a technology 

refresh to update some of its components. The technology refresh program is funded through 

BLI 2B01. The ASSC program is funded through BLI 2A13. 

The Runway Incursion Reduction Program (RIRP) is evaluating other technologies that could be 

used to track aircraft surface and approach movements. RIRP is funded through BLI 1A01A. 

In FY 2016, the FAA will begin fielding Surveillance Interface Modernization (SIM) equipment 

to replace legacy serial point to point interfaces and implement flexible Internet Protocol (IP) 

addressable interfaces between FAA radars and automation systems. The SIM IP transmission 

formats will simplify circuit management, support data security policies, provide higher 

reporting precision and target information which will reduce life cycle costs, enable efficient 

distribution of radar data in the NAS and support future FAA operational improvements. SIM is 

funded through BLI 2B17. 

ADS-B implementation supports the NextGen operational improvements that use GPS aircraft 

position information as the basis for surveillance data provided to controllers. Nationwide 

implementation of ADS-B will enable a more frequent transmission of location and other flight 

information from the aircraft to air traffic control facilities. ADS-B has a faster update rate (1 

second versus 5 seconds for a radar), and unlike radar technology, the accuracy remains constant 

regardless of the distance from the aircraft to the receiving site. The Traffic Information Service 

(TIS-B) broadcasts information on the location of nearby aircraft, and the Flight Information 

Service (FIS-B) broadcasts weather and airspace information to aircraft that are equipped with 

the capability to receive it. The Baseline Services and Applications program provides the ADSB services as provided in the program baseline. Additional applications using ADS-B 

information will also be developed by the Flight Interval Management program and others to be 

funded in the Future Segments program. Implementation of ADS-B, TIS-B and FIS-B are 

funded through BLI 2A13. 

The CV-4400 is a legacy system that allows use of terminal radar information for en route 

automation systems, e.g., using terminal radar to fill gaps in en route radar coverage at selected 

49 
en route centers. The TDX-2000 is also a legacy system that digitizes the output of legacy 

analog radars (for example, ASR-8) for use by more modern digital automation systems, such as 

STARS. These adaptations will need to be continued until TAMR Phase 3 Segment 2 installs 

STARS to replace existing terminal automation systems.

Figure 5-14 shows the future capital investments associated with upgrading the surveillance 

systems. Funding amounts are in Millions of Dollars.

Figure 5-14 Funding amounts in the Surveillance Functional Area

5.4 Navigation Roadmaps 

Navigation aids provide pilots the information needed for them to safely arrive at their 

destination. Navigation aids (also Navaids) can be both electronic and visual. Electronic aids 

have traditionally been radio transmitters with associated aircraft avionics that provide pilots 

direction and/or distance from their location. Visual Navaids are ground based lighting systems 

that provide pilots the path they need to follow or give visual queues of their position and 

direction of flight relative to the aid. Navigational aids are used to assist pilots while operating 

in all domains (en route, terminal, and surface) during clear or low visibility conditions. 

Precision and non-precision approaches allow pilots to land on a runway when the visibility is 

limited. Precision approaches allow descents to lower minimum altitudes than are possible with 

non-precision approaches. Non-precision approaches only provide lateral guidance, not vertical 

guidance. Ground based landing systems, aircraft avionics and approach lighting systems help 

the pilot to conduct precision or non-precision approaches and land safely. 

Many NextGen OIs to improve pilots navigation capabilities rely on improved position 

information provided by the Global Positioning System (GPS) satellite navigation system. See 

descriptions in Appendix B which provide more information on program activities. 

Navigational aid programs are portrayed in two different roadmaps:

1. Roadmap 1 (figure 5-15) - Precision Approach/Surface Navigation and Safety and 

Enhancements

BLI 

Number Program Name

FY 

2015 

Budget

FY 

2016

FY 

2017

FY 

2018

FY 

2019

Surveillance Functional Area $305.5 $219.4 $198.4 $177.2 $179.7

2A08 Air Traffic Control En Route Radar Facilities Improvements $5.1 $0.0 $0.0 $0.0 $0.0

2A13 NextGen – Automatic Dependent Surveillance - Broadcast (ADS-B) NAS Wide 

Implementation

$247.2 $183.9 $166.4 $155.8 $163.3

2B01 Airport Surface Detection Equipment - Model X (ASDE-X) $5.4 $10.5 $8.4 $0.0 $0.0

2B10 Airport Surveillance Radar (ASR-9) Service Life Extension Program (SLEP) $13.6 $3.8 $3.5 $1.2 $0.0

2B11 Terminal Digital Radar (ASR-11) Technology Refresh and Mobile Airport 

Surveillance Radar (MASR)

$21.1 $9.9 $6.1 $3.2 $4.4

2B16 Mode S Service Life Extension Program (SLEP) $8.1 $11.3 $14.0 $17.0 $12.0

2B17 Surveillance Interface Modernization (SIM) $4.0 $0.0 $0.0 $0.0 $0.0

2B19 Precision Runway Monitor Alternate (PRMA) $1.0 $0.0 $0.0 $0.0 $0.0

Note: BLI numbers with X represent outyear programs not requested in the FY 2015 President's Budget.

Note: FY 2016-2019 outyear funding amounts are estimates.

50 
2. Roadmap 2 (figure 5-16) - Infrastructure and En Route/ Terminal/Non-Precision 

Approach 

Figure 5-15 Precision Approach, Surface Navigation and Safety and Enhancements

Roadmap 

 At the top of the roadmap (figure 5-15) are 3 programs that support the continued operation of 

existing systems. Visual Navaids assist pilots in staying on the proper glide path. The Visual 

Navaids for New Qualifiers, and the Navaids Sustain, Replace, Relocate programs update, 

replace and augment the existing inventory of navigational aids. The Sustain Distance 

Measuring Equipment (DME) program both renovates and increases the number of low power 

(LP) and high power (HP) installed DMEs. Visual Navaids, navigation aids and DMEs are 

funded through BLIs 2D06, 2D07 and 2D09. 

The current most widely used precision landing aids are Instrument Landing Systems (ILS) that 

guide pilots to runway ends using a pair of radio beams—one for lateral guidance and the other 

for vertical guidance—to define the approach glidepath, so that pilots can follow it to the runway 

using cockpit instrumentation. ILS systems provide three categories of precision approach

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Navigation Roadmap (1 of 2)

ILS (I)

LP DME

SBAS / LPV

ALS (I)

RVR

ILS (II / III)

MB

LP DME

ALS (II / III)

RVR

ELVO

PAPI

RWSL

RID

Runway Safety Area - Navigation Mitigation

Safety and Enhancements

CAT I or Equivalent CAT II / III

Precision Approach / Surface Navigation

Runway Status Lights (RWSL) – Implementation

Phase II (2013-2017) Phase III (2017 – 2025)

Phase III Phase IV (2014 – 2044)

Approach Lighting System Impr (ALSIP) Cont (Includes ALS I & ALS II/III)

RVR- Replacement/Establishment (Includes CAT I & CAT II/III)

Visual Navaids for New Qualifiers (Includes REILs & CAST PAPIs)

Navaids-Sustain, Replace, Relocate

Runway Status Lights (RWSL) TR

Sustain Distance Measuring Equipment (Includes LP DME & HP DME)

RVR Enhanced Low Visibility Operations

Instrument Landing Systems (ILS ) (Includes CAT I & CAT II/III)

RWSL –

Prototype Sustainment

NAS Infrastructure Roadmaps, Version 8.0 January 2014

51 
which provide the ability for aircraft to land in low visibility conditions. Category I is the most 

common. It guides the pilot to the runway end, but it typically requires that the pilot be able to 

see the runway when the aircraft is no less than 200 feet above the field elevation, and the 

horizontal visibility is one-half mile or more. The Category II and III approaches allow aircraft 

to descend to lower minimums (i.e., less vertical and horizontal visibility is required). Currently, 

ILS is the primary system used for precision approaches. Category II and III ILS have higher 

redundancy and reliability levels that reduce the risk of equipment failures and allow lower 

minimums. There are more than 1,200 ILSs installed in the United States. The ILS program 

provides for the replacement of aging ILS systems. ILSs are funded through BLI 2D02. 

The Low Power DME (LPDME) is being installed to support advanced procedures requiring 

performance based navigation equipage and allow specially trained pilots to minimize the length 

of approach paths and, as discussed below, to replace marker beacons. LPDMEs are funded 

through BLI 2D06. 

The Space Based Augmentation System (SBAS) is implemented by the Wide Area 

Augmentation System (WAAS) that uses a network of 38 ground monitors to calculate 

corrections to the GPS signals and broadcast those corrections from telecommunications 

satellites. WAAS-equipped aircraft can use the information to fly a precision approach to a 

runway in low-visibility conditions. There are a total of 3,404 WAAS Localizer Performance 

with Vertical Guidance (LPV) based precision approaches in place. WAAS is funded through 

BLI 2D03. 

An alternative for precision approach guidance to a 200 foot decision height is the SBAS/LPV200 which is enabled by GPS/WAAS. As this alternative comes into broader use, the FAA can 

consider decommissioning ILS. The FAA plans to make an initial decision in 2016 on the 

drawdown of Category I ILS. 

In both Category I and II/III sections of the roadmap, the Approach Light System (ALS) and the 

Runway Visual Range (RVR) systems are shown. The ALS helps the pilot see the end of the 

runway and transition from instrument to visual flight for landing before reaching runway 

minimums. The RVR informs the tower of the measured visibility so that controllers can inform 

the pilot whether the runway visibility is above or below minimums. In the Category II section 

the existing MB (Marker Beacon) installations are being evaluated to determine how many can 

be replaced by LP DMEs. The FAA is also testing use of light-emitting diodes (LED) to replace 

the incandescent lamps currently in use in ALS to reduce both maintenance and operating costs. 

The approach lights and visibility sensors will need to be sustained and remain in operation for 

precision approach guidance regardless of any decision on decommissioning ILSs. ALSs, RVRs 

and other approaching lighting systems are funded through BLI 2D04 and 2D05. 

The Safety and Enhancements section of the roadmap shows several systems designed to assist 

pilots to operate safely in low visibility conditions. They are:

• Enhanced Low Visibility Operations (ELVO) – allows pilots to land with lower limited 

visibility conditions than standard procedures. Additional RVRs to support this 

capability are funded through BLI 2D04; 

52 
• Precision Approach Path Indicator (PAPI) – allows pilots to determine visually that they 

are on the proper glideslope for landing and are funded through BLI 2D10; 

• Runway Status Lights (RWSL) – are designed to give pilots a stop signal if it is 

dangerous to enter or cross a runway, funded through BLI 2B12; 

• Runway Incursion Device (RID) – is a system in the tower that alerts controllers when a 

runway is occupied; 

• Airport Lighting System Improvement Program (ALSIP) – a response to the National 

Transportation Safety Board recommendation to replace steel airport light supports with 

frangible structures to minimize damage to aircraft that descend below the glidepath, 

funded through BLI 2D05; and

• Runway Safety Area (RSA) – a program to replace structures in the safety area 

surrounding a runway with low-impact supports to minimize damage to aircraft that veer 

off the runway, funded through BLI 2D12. 

Figure 5-16 Approach and Runway Lights and En Route, Terminal and Non-Precision 

Approach Roadmap 

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Wide Area Augmentation System (WAAS)

VORTAC (Includes VOR & TACAN)

Navigation Roadmap (2 of 2)

Infrastructure

PAPI

VASI

REIL

LDIN

ODALS

ICMS

HP DME

SBAS (WAAS)

VOR

LOC

NDB

GPS

TACAN

VOT

DF

En Route / Terminal / Non-Precision Approach

APNT

APNT

Environmental

More efficient routes using RNAV/RNP

Phase III Phase IV (2014 – 2044)

Replace VASI with PAPI

GPS Civil Requirements

WAAS Surveys

VOR MON 

Implementation 

Program

VOR MON

NAS Infrastructure Roadmaps, Version 8.0 January 2014

53 
En route navigation has traditionally been provided by radio transmitters that provide pilots 

direction and/or distance from their location. The ground-based system commonly used for en 

route navigation is the Very High Frequency Omnidirectional Range with Distance Measuring 

Equipment (VOR with DME). There are more than 1,000 VORs spread across the United States. 

They enable pilots to determine an accurate position and also define the Victor and Jet airways, 

which are published routes based on straight lines from VOR to VOR. With GPS capabilities, 

pilots are now able to navigate without the ground based aids. 

The VORTAC program at the top of the roadmap (Figure 5-16) shows that combined VOR and 

Tactical Navigation System (TACAN) sites will be supported indefinitely based on the need to 

retain them. TACAN is the military equivalent of VOR and DME systems installed jointly. 

VORTAC is a site with a VOR and the military TACAN co-located, and the VOR uses the 

TACAN for DME information. The VORTAC program is funded through BLI 2D01. 

Vertical Approach Slope Indicator (VASI) is being replaced by Precision Approach Path 

Indicator (PAPI) program to meet international standards. The replacement program will be 

continued until the PAPI replaces all of the current VASI systems, at a time well into the future. 

The PAPI system is funded through 2D10. 

The Runway End Identification Lights (REIL) help pilots to visually align with the runway for 

both precision and non-precision approaches. The REIL will continue operating throughout the 

roadmap timeframe. The LDIN (Lead In Light System) and the ODALS (Omnidirectional 

Airport Lighting System) are installed at the end of runways to help pilots determine the active 

runway for landing. The Interlock Control and Monitoring System (ICMS) lets controllers 

rapidly activate and deactivate the navigational aids at an airport. 

High Power DME supports navigation for both en route and terminal operations. Analysis is 

being performed by the NextGen Navigation Engineering program to determine the DME 

expansion needed to meet future requirements. NextGen Navigation Engineering is funded 

through BLI 1A10D. 

The Space Based Augmentation System (SBAS) is implemented by the Wide Area 

Augmentation System (WAAS) that uses a network of 38 ground monitors to calculate 

corrections to the GPS signals and broadcast those corrections from telecommunications 

satellites. The FAA also has more than 5,800 Lateral Navigation (LNAV) GPS-WAAS nonprecision approach procedures in place. WAAS is funded through BLI 2D03. 

As GPS replaces the VOR as a navigation aid, FAA will decrease the number of VORs to a 

Minimum Operational Network (MON). The MON will serve as a backup for GPS and will be 

available for those aircraft that have not equipped with GPS navigation systems. The VOR 

MON program is funded through BLI 2D01. 

The Localizer (LOC) is an ILS component that provides horizontal guidance to a runway end. 

When used as a stand-alone system without a Glideslope component, LOC supports nonprecision approach operations; SBAS (WAAS) will begin to replace that functionality at airports 

where only localizers are installed. 

54 
The FAA will continue operating Non-Directional Beacons (NDB), because NDBs are still used 

at some remote areas, where it is not economically justified to install modern navigational 

equipment. 

The Department of Defense operates GPS. There are typically 24 to 30 active satellites in orbit, 

and a navigation receiver can determine an aircraft’s position by interpreting the data transmitted 

by the satellites in view of the aircraft’s antenna. Two GPS upgrades are expected in future 

years. The next generation of satellites will have a second frequency (L5) for civilian safety-oflife use. An aircraft receiver that receives both the existing L1 signal and the new L5 signal can 

internally calculate corrections that enhance the accuracy of the position calculation and 

eliminate the errors caused by ionospheric distortion. The GPS III family of satellites will be 

upgraded with an additional civil signal (L1C) and increased transmitting power. The GPS Civil 

Requirements BLI 2D11 will fund the ground monitoring stations to measure the accuracy and 

reliability of the new civil frequencies.

The VOT (VOR Test Range) is used to check and calibrate VOR receivers in aircraft. The 

Direction Finder (DF) was used to help locate lost pilots, but it is being decommissioned because 

better technology is now available. 

The Alternate Positioning Navigation and Timing System (APNT) is a program to determine the 

appropriate back up navigation system in case GPS service is disrupted. It is a NextGen 

initiative to ensure continuity of service if GPS is disrupted. The APNT program is funded 

through BLI 1A05C. 

Figure 5-17 shows the future capital investments for navigation systems. Funding amounts are 

in Millions of Dollars. 

Figure 5-17 Funding amounts in the Navigation Functional Area 

BLI 

Number Program Name

FY 

2015 

Budget

FY 

2016

FY 

2017

FY 

2018

FY 

2019

Navigation Functional Area $244.6 $215.9 $171.8 $145.2 $151.3

2B12 Runway Status Lights (RWSL) $41.7 $23.7 $4.3 $1.2 $0.0

2D01 VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment 

(DME)

$8.3 $2.5 $2.5 $2.5 $8.9

2D02 Instrument Landing Systems (ILS) – Establish $7.0 $7.0 $7.0 $7.0 $10.0

2D03 Wide Area Augmentation System (WAAS) for GPS $103.6 $105.7 $105.0 $104.9 $97.4

2D04 Runway Visual Range (RVR) & Enhanced Low Visibility Operations (ELVO) $6.0 $6.0 $6.5 $4.0 $6.0

2D05 Approach Lighting System Improvement Program (ALSIP) $3.0 $3.0 $3.0 $3.0 $5.0

2D06 Distance Measuring Equipment (DME) $3.0 $3.0 $3.0 $3.0 $5.0

2D07 Visual Navaids - Establish/Expand $2.0 $2.0 $2.0 $2.0 $2.0

2D09 Navigation and Landing Aids – Service Life Extension Program (SLEP) $3.0 $3.0 $3.0 $6.0 $7.0

2D10 VASI Replacement – Replace with Precision Approach Path Indicator $5.0 $5.0 $5.0 $5.0 $10.0

2D11 Global Positioning System (GPS) Civil Requirements $27.0 $25.0 $11.0 $0.0 $0.0

2D12 Runway Safety Areas – Navigation Mitigation $35.0 $30.0 $19.5 $6.6 $0.0

Note: BLI numbers with X represent outyear programs not requested in the FY 2015 President's Budget.

Note: FY 2016-2019 outyear funding amounts are estimates.

55 
5.5 Weather Roadmaps 

Timely and accurate weather observations and forecasts are essential to aviation safety and for

making the best use of aviation capacity. Weather information will be even more important 

when NextGen direct or user chosen trajectory routing becomes routine. Pilots need to know the 

direction and speed of winds aloft so that they can take advantage of tailwinds and minimize the 

effect of headwinds. They also need to know if there will be obstructions to visibility that 

restrict landings at their destination airport, and whether the runway is wet or dry and how that 

will affect braking action. Traffic flow managers and pilots use weather observations and 

forecasts to determine when they need to plan alternative routes to avoid severe weather. Pilots 

must avoid thunderstorms with hail and heavy rain, turbulence, and icing to avoid damage to the 

aircraft and potentially injuring passengers. The FAA has a lead role in collecting and 

distributing aviation weather data – particularly hazardous weather. The FAA distributes 

weather hazard information from its own systems and uses both the FAA and National Weather 

Service (NWS) computer forecast models based on data available from FAA and NWS sensors 

to develop forecasts for use by air traffic control facilities, pilots, airline operations centers, and 

other aviation-related facilities. 

NextGen operational improvements will rely on improved access to weather information 

provided by Common Support Services – Weather (CSS - Wx) and better weather processing 

and forecasting provided by NextGen Weather Processor (NWP). 

Weather system implementation is broken down into two different roadmaps: 

1. Roadmap 1 (figure 5-18) - Weather Sensors 

2. Roadmap 2 (figure 5-19) - Weather Dissemination, Processing, and Display 

56 
Figure 5-18 Weather Sensors Roadmap 

Weather sensors include weather radars and surface observation systems that measure 

atmospheric parameters, such as surface temperature, prevailing wind speed and direction, 

relative humidity, and cloud bases and tops, as well as wind shear and microbursts. These 

weather sensors provide real-time information to air traffic facilities and to centralized weatherforecasting models. 

Figure 5-18 shows the current and planned status of weather sensors. The Terminal Doppler 

Weather Radar (TDWR) is installed at 46 airports and detects wind shear and microbursts, so 

controllers can warn pilots of these hazards as they approach the runways and begin landing 

procedures. TDWR is the most sophisticated wind shear detection system. Using Doppler 

technology, the radars can detect the rapid changes in wind speed and direction that indicate 

existence of wind shear hazards for an aircraft approaching or departing a runway. The TDWR 

service life extension program is funded through BLI 2B02. 

The Wind Shear Detection Services (WSDS) Portfolio includes: the Airport Surveillance Radar9 (ASR-9) Wind Shear Processor (WSP); the Low Level Wind Shear Alerting System 

(LLWAS); and the Light Detection and Ranging (LIDAR) system. ASR-9 radars, wind sensors 

and lasers are used to detect wind shear conditions near the runways and approach areas of 

airport. Airports with significant wind shear risk that have a lower volume of air traffic are 

served by the ASR-9 WSP, a lower cost alternative to TDWR. The ASR-9 WSP processes 

weather from the two dimensional Doppler search radar signals, which are its standard format to 

CY 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026+

WSDS 

Portfolio

Wx Camera –

Future Segments

Weather 

Channel

ASWON 

Portfolio

Weather Roadmap (1 of 2)

NEXRAD

ASR-9 WSP

PIREPS

Lightning

Data

ACFT Wx

Sensors

AWOS, AWSS,

ASOS, SAWS,

DASI, WEF (F-420)

TDWR SLEP 1 

LIDAR

JAWS

Non-Fed AWOS

TDWR SLEP 3

NEXRAD SLEP Phase 1

LLWAS WSDS Work Package 1 - Sustain

TDWR X

ASR-8

ASR-9

ASR-11

TDWR SLEP 2 

Wind Shear Service Radars Surface Weather Observing Service Non-FAA Sensors

Auto PIREP Entry on ERAM R7

JAWS Technology Refresh

NextGen Surface Observing Capability (NSOC)

Weather Camera

NEXRAD SLEP Phase 2

Wx Camera –

Segment 1

WSDS Work Package 2

NSWRC

ASWON Technology Refresh

NAS Infrastructure Roadmaps, Version 8.0 January 2014

NextGen Surveillance and Weather Radar Capability (NSWRC)

57 
detect wind shear which approximates the output of the TDWR. The Wind Shear Detection 

Portfolio is funded through BLI 2A14. 

LLWAS consists of wind sensors located at 6 to 29 points around the runway thresholds to 

measure surface wind direction and velocity. The LLWAS computer systems compare the wind 

velocity and direction detected by these sensors at different locations to determine whether wind 

shear events are occurring at or near the runways. The sensors can only measure surface winds 

and do not detect wind shear in the approach or departure paths. LLWAS serves airports that 

may also have a TDWR or ASR-9 because the system supplements the weather radars with 

point-specific wind measurements to verify the presence and location of wind shear. 

The LIDAR system uses lasers to detect dry microbursts and gust fronts that radar systems such 

as TDWR may not detect. Evaluation of LIDAR is underway at airports located in dry high 

plains or mountain environments, where wind shear is not always accompanied by sufficient 

precipitation for the TDWR to detect it with 90 percent reliability. 

The WSDS Work Package 1 sustain program will provide for modernization of these systems. 

The Wind Shear Detection Portfolio is funded through BLI 2A14. 

The ASR-8/9/11 Weather Channel and the Next Generation Weather Radar (NEXRAD) detect 

precipitation, wind, and thunderstorms that affect aircraft in flight. Replacing the weather 

information that the ASR-8/9 radars generate will be necessary if these radars are 

decommissioned. The FAA is evaluating the potential to combine these functions into a 

NextGen Surveillance and Weather Radar Capability (NSWRC) if the business case shows that 

solution to be viable. Development of NSWRC is funded through BLI 1A01I. 

Development of NEXRAD occurred under a joint program of the Department of Commerce’s

National Weather Service, Department of Defense, and FAA. These systems are Doppler 

weather radars that detect and produce over 100 different long-range and high-altitude weather

observations and products, including areas of precipitation, winds, thunderstorms, turbulence, 

and icing. The NEXRAD radars are essential for forecasting future weather. A cooperative 

program with the partner agencies will upgrade the NEXRAD radars with a Service Life 

Extension Program (SLEP) to modernize and renovate the existing system of radars. The 

NEXRAD SLEP program is funded through 2A04. 

The Automated Surface Weather Observation Network (ASWON) Portfolio includes several 

surface sensors (AWOS/ASOS/AWSS/SAWS/DASI/F-420) that measure weather parameters on 

the surface and report conditions to air traffic facilities and pilots. The data collected is 

important to pilots and dispatchers as they prepare and file flight plans, and it is vital for weather 

forecasting. The Automated Surface Observing Systems (ASOS) and other variants (such as the 

Automated Weather Observing System (AWOS); the Automated Weather Sensor Systems 

(AWSS); and the Stand Alone Weather Sensing (SAWS) system) have up to 14 sensors that 

measure surface weather data, including temperature, barometric pressure, humidity, type and 

amount of precipitation, and cloud bases and amount of sky cover. The Digital Altimeter Setting 

Indicator (DASI) shows tower controllers the current barometric pressure, so they can inform 

pilots of the proper aircraft altimeter setting so it will display the correct ground elevation of the 

58 
runway at touchdown. The F-420 is an indicator that shows the wind direction and velocity on 

the runways. These systems feed data directly to air traffic control facilities and support 

automated broadcast of weather information to pilots. They also provide regular updates for the 

forecast models that predict future weather conditions including adverse weather. These systems 

will remain in operation until a decision is made to implement the NextGen Surface Observing 

Capability. The ASWON Technology Refresh program will provide upgrades and replacements 

needed to address obsolescence, supportability, and maintainability issues. The ASWON 

Portfolio is funded through BLI 2C01. 

The Juneau Airport Weather System (JAWS) is unique to Juneau, Alaska. It uses mountain-peak 

wind sensors located around Juneau to provide wind hazard information to the Flight Service 

Station and Alaska Airlines to improve the safety of aircraft arriving at and departing the airport. 

The Technology Refresh program will provide upgrades and replacements needed to address 

obsolescence, supportability and maintainability issues. The JAWS program is funded through 

BLI 2A14. 

The Weather Camera program installs cameras along flight routes in Alaska, so pilots have a 

visual picture of the weather they might encounter as they file their flight plans for a specific 

route. Flights can be cancelled if the cameras show poor weather along the planned route. The 

Weather Camera program will replace cameras as they fail or reach end of life. The program is 

funded through 2C04. 

The non-FAA sensors shown at the bottom of the roadmap are sources of weather information 

that improve FAA’s overall knowledge of weather conditions. Some states and smaller airports 

operate AWOS for weather observations. Inputs from these systems provide supplemental data 

to FAA sensors. Aircraft weather sensors can provide humidity, wind speed and atmospheric 

pressure readings that are helpful in forecasting weather conditions. Pilot Reports (PIREPS) 

provide real time reports on the weather along major flight routes. A planned activity would 

enhance ERAM to allow automatic entry of pilot reports into the automation system. Lightning 

Data provides air traffic facilities important information about the location and intensity of 

thunderstorms. 

59 
Figure 5-19 Weather Dissemination, Processing, and Display Roadmap 

Weather processing/dissemination/ display systems organize and process the sensor’s observed 

data. Data from multiple sensors feed forecast models whose output can be disseminated and 

integrated in national and local processing and display systems that interpret broad weather 

trends affecting aviation operations. This information can then be sent to air traffic controllers, 

traffic flow managers, dispatchers, and pilots. 

Figure 5-19 shows the systems that process, display, and disseminate weather observations and 

forecast information. Weather forecasts are integrated into decision support system algorithms 

to produce more sophisticated forecasts of how weather will impact NAS operations. Common 

Support Services – Weather (CSS - Wx) which is supported by the SWIM program will be the 

source for weather information and provide access to all users throughout the NAS. This 

capability is planned to initiate in 2017. The CCS-Wx program is funded through BLI 2A12C. 

Currently, the Weather and Radar Processor Weather Information Network Server (WARP 

WINS) processes and stores data from multiple NEXRAD radars for use by en route control 

facilities. The information is used by the Center Weather Service Unit to develop forecasts. 

CY 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026+

Weather Roadmap (2 of 2)

NWP (WP3) 

NWP (WP2)

WARP

RAMP

& MDS 

ITWS NFU

WARP WINS

& FBWTG

Center Wx 

Services

ALDARS

Satellite Data Services

WMSCR

ITWS

CIWS 

Prototype

NWP

NWS Data

Services

NWP (WP1)

WIFS

ADAS/RASP

CIWS CDDS

ITWS VOLPE

Common Support 

Services Weather

WARP EWD 

X

X

X

X Centralized Functions Localized Functions ITWS Technology Refresh and Disposition 

Dissemination Processing Non-FAA Services

Non

FAA

WARP Sustain

X

X

X

X

X

CREWS

X

NextGen Web Services

X

Common Support Services Weather (CSS-Wx)

NAS Infrastructure Roadmaps, Version 8.0 January 2014

CSS Wx WP2

60 
WARP also provides NEXRAD precipitation intensity data to controllers’ displays. The WARP 

FAA Bulk Weather Communications Gateway (FBWTG) provides NWS data to the center 

weather service units to aid in their forecast of weather conditions in the center’s airspace. The 

roadmap shows that WARP will be upgraded with an Enhanced WINS distribution (WARP 

EWD) before the WARP functions are incorporated in CSS – Wx. 

The Corridor Integrated Weather System (CIWS) gathers weather information along the busiest 

air traffic corridors to help air traffic specialists select the most efficient routes when they must 

divert traffic to avoid severe weather conditions. The CIWS Data Distribution System (CDDS) 

program enabled the existing CIWS system to distribute data to external NAS users so traffic 

management participants have the same information for daily route planning. 

The Integrated Terminal Weather System (ITWS) consolidates weather information from 

automated sensors and surrounding radars (TDWR and NEXRAD) to provide real-time weather 

information for terminal control facilities. The system also projects movement of thunderstorms 

and gust fronts up to 20 minutes into the future. ITWS has been installed at 23 airports. Tower 

and Terminal Radar Approach Control (TRACON) controllers use the information to make more 

precise estimates of when runways should be closed and subsequently reopened. They also use 

the information to plan for a switch in terminal arrival patterns to avoid inefficient maneuvering 

to accommodate a runway change as aircraft approach an airport. The ITWS will have two 

enhancements. The National Weather Service Filter Unit (ITWS NFU) will send data collected 

by FAA to the National Weather Service to use for weather forecasting. The ITWS Volpe will 

establish an internet connection to the ITWS weather data for external users. 

ITWS will receive technology refresh to sustain the function for the near term. After 2017, its 

data collection functions will be incorporated into the CSS-Wx. ITWS is funded through BLI 

2B20. 

The FAA-operated Weather Message Switching Center Replacement (WMSCR) is a network 

with distribution nodes in Salt Lake City and Atlanta that collects and distributes nationwide 

weather information. The FAA will integrate WMSCR functionality into the CSS-Wx for 

weather information distribution.

The Automated Weather Observation System (AWOS) Data Acquisition System/Regional 

ADAS Service Processor (ADAS/RASP) is a communications link that transmits 

AWOS/ASOS/AWSS data to air traffic facilities. ADAS also correlates cloud-to-ground 

lightning strike information to AWOS/ASOS/AWSS data to better determine the location of 

nearby thunderstorm activity. 

The Automated Lightning Detection and Reporting System (ALDARS) will become part of the

CSS-Wx after 2021 and its information will be consolidated with other weather inputs. 

The Center/TRACON automation system (CTAS) Remote Weather System (CREWS) collects 

data to help center and terminal facility controllers coordinate the flows of air traffic into busy 

terminal facilities. 

61 
The World Area Forecast System (WAFS) Internet File Service (WIFS) is a commercial service 

that provides weather information to support global flight operations. 

The NextGen Weather Processor (NWP) will process the weather information collected on CSSWx and take over the processing functions of the existing Weather and Radar Processing 

(WARP), CIWS and ITWS systems. The NWP program will enhance the display of weather 

information by using new algorithms to portray icing conditions, turbulence, and other hazards. 

Further upgrades of weather-predicting algorithms will also be added to include Wind 

Shear/Microburst and Wake Vortex Detection and prediction advisories. The WARP RAMP 

(Radar and Mosaic Processor) and MDS (Meteorological Data Server) are components which 

process weather data and will remain in service until their functions can be incorporated in 

NextGen systems. The NWP program is funded through BLI 2A17. 

The non-FAA services provide data from the NWS ground and satellite sensors to FAA for use 

by the NWS meteorologist who interpret and forecast weather at the FAA en route centers.

NextGen Web Services is a distributed “virtual” database that will receive weather data directly 

from sensors, NWS, National Oceanic and Atmospheric Administration (NOAA) and other 

sources and, either automatically or by request, send data to FAA facilities and users so that 

observations and forecasts can be more widely and consistently distributed via network-enabled 

communications. Decision support tools will use this weather information to assist users in 

understanding weather constraints and taking actions to reduce risk for aviation operations. 

Integration of NextGen Web Services into the NAS is funded through the CSS-Wx program as 

part of the SWIM BLI under 2A12. 

Figure 5-20 shows the future capital investments for weather sensors and weather dissemination 

and processing systems. Funding amounts are in Millions of Dollars.

Figure 5-20 Funding amounts in the Weather Functional Area

BLI 

Number Program Name

FY 

2015 

Budget

FY 

2016

FY 

2017

FY 

2018

FY 

2019

Weather Functional Area $49.2 $68.6 $77.1 $59.0 $41.1

2A04 Next Generation Weather Radar (NEXRAD) $7.1 $6.5 $6.3 $5.5 $5.5

2B02 Terminal Doppler Weather Radar (TDWR) – Provide $1.9 $0.0 $0.0 $0.0 $0.0

2B20 Integrated Terminal Weather System (ITWS) Technology Refresh $4.4 $5.4 $5.0 $3.8 $0.0

2A14 Windshear Detection Service (WDS) $4.3 $5.2 $4.5 $1.0 $2.8

2A17 NextGen – Next Generation Weather Processor (NWP) $23.3 $42.4 $48.1 $35.2 $22.7

2C01 Aviation Surface Weather Observation System $8.0 $8.0 $10.0 $10.0 $10.0

2C04 Weather Camera Program $0.2 $1.1 $3.2 $3.5 $0.1

Note: BLI numbers with X represent outyear programs not requested in the FY 2015 President's Budget.

Note: FY 2016-2019 outyear funding amounts are estimates.

62 
5.6 Facilities

The Air Traffic Organization maintains and operates thousands of staffed and unstaffed 

operational facilities that must regularly be upgraded and modernized. The largest facilities are 

the 21 en route centers, that house hundreds of employees and the equipment they use to control 

aircraft flying in the en route airspace. The other operational facilities with significant staffing 

are the more than 500 towers and 167 TRACON facilities that control arrival and departure 

traffic to and from airports. 

There are more than 16,000 unstaffed facilities—many in very remote locations—sheltering

communications, navigation, surveillance equipment and weather sensors. Much of this 

equipment is housed in buildings that have exceeded service live and need renovation. Many 

have deteriorating steel towers and foundations. Some newer unstaffed buildings and structures 

frequently need renovation because they are in remote and/or hazardous locations near the ocean 

or on mountaintops. Replacing roofing, electric power generators, heating/cooling, and 

structural and security components of these structures is essential to successful operation of the 

NAS. Modernization of unstaffed facilities is funded through BLI 2E02. 

The William J. Hughes Technical Center (WJHTC) in Atlantic City, NJ, and the Mike Monroney 

Aeronautical Center (MMAC) in Oklahoma City, OK, each have many buildings. Each year, 

these complexes receive funds to both upgrade and replace infrastructure, and to improve and 

modernize buildings to support training, logistics, research, and management functions. The 

MMAC operates under a lease from the Oklahoma City Airport Trust, and funds are requested to 

pay the annual lease costs. The MMAC also receives funding for building renovation and 

updated infrastructure. The WJHTC supports research programs to determine the feasibility of 

NextGen concepts, and it also supports the testing of new equipment that will be installed in the 

NAS. The FAA has requested funding for 2015 and beyond to upgrade buildings and supporting 

infrastructure, such as roads. Annual funding is provided to reconfigure the research laboratories 

to accommodate acceptance testing for new equipment and to test modifications to existing 

equipment. The WJHTC is funded through BLI 1A02, 1A03 and 1A04. The MMAC is funded 

through BLI 3B01 and 4A04. 

The Terminal Air Traffic Control Facilities – Replace program includes funding for replacement 

of existing airport traffic control towers (ATCT) and TRACON facilities. Projects are funded in 

five segments and are scheduled based on FAA priorities. A project typically spans a period of 

5-10 years from inception to completion depending on the size of the project. Each segment of a 

project is fully funded in the year requested, but it may take more than one year to complete that 

segment. Funding is allocated to the segments based on FAA priorities while maintaining the 

overall 5 year funding estimates for the program. ATCT/TRACON replace program is funded 

through BLI 2B06. 

The Future Facilities program has been refocused to replace the New York TRACON with a new 

extensible facility at a new location on Long Island. The existing N90 facility is old, does not 

meet operational requirements and needs to be replaced. FAA is currently developing site 

selection and facility requirements for the new facility. This program is funded through BLI 

2B06. 

63 
The Terminal Air Traffic Control Facilities – Modernize program renovates or replaces specific 

exterior or interior components of existing towers, such as elevators, heating ventilation and 

cooling equipment, roofs, or other infrastructure that the FAA must upgrade to keep towers 

functioning. ATCT/TRACON modernization program is funded through BLI 2B07. 

The FAA upgrades and improves Air Route Traffic Control Center (ARTCC) facilities by 

replacing heating and cooling systems, upgrading electrical power distribution systems, and 

providing other facility needs to meet mission requirements. ARTCC modernization program is 

funded through BLI 2A05. 

Figure 5-21 shows the future capital investments for facilities programs for the air traffic control 

system. Funding amounts are in Millions of Dollars.

Figure 5-21 Funding amounts in the Facilities Functional Area

BLI 

Number Program Name

FY 

2015 

Budget

FY 

2016

FY 

2017

FY 

2018

FY 

2019

Facilities Functional Area $457.4 $491.9 $507.0 $666.8 $739.4

1A02 NAS Improvement of System Support Laboratory $1.0 $1.0 $1.0 $1.0 $1.0

1A03 William J. Hughes Technical Center Facilities $12.0 $12.0 $12.0 $12.0 $12.0

1A04 William J. Hughes Technical Center Infrastructure Sustainment $12.2 $9.2 $10.3 $10.0 $10.0

2A05 ARTCC Building Improvements/Plant Improvements $63.7 $60.8 $63.5 $63.5 $63.8

2B06 Terminal Air Traffic Control Facilities - Replace $29.8 $86.0 $97.0 $213.2 $262.5

2B07 ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve $45.0 $52.9 $53.7 $53.7 $53.9

2B09 NAS Facilities OSHA and Environmental Standards Compliance $43.5 $26.0 $26.0 $29.0 $26.0

2C03 Alaska Flight Service Facility Modernization (AFSFM) $2.8 $2.8 $2.8 $2.8 $2.8

2E01 Fuel Storage Tank Replacement and Management $15.5 $14.0 $14.0 $16.0 $14.0

2E02 Unstaffed Infrastructure Sustainment $32.3 $32.9 $33.8 $43.8 $44.1

2E03 Aircraft Related Equipment Program $9.0 $11.4 $9.0 $9.0 $9.0

2E06 Facilities Decommissioning $5.7 $6.0 $6.0 $10.0 $10.0

2E07 Electrical Power Systems – Sustain/Support $102.0 $100.0 $100.0 $125.0 $150.0

2E08 Energy Management and Compliance (EMC) $1.0 $2.0 $2.0 $2.0 $2.0

3A01 Hazardous Materials Management $22.0 $20.0 $20.0 $20.0 $20.0

3A03 Logistics Support System and Facilities (LSSF) $8.0 $1.0 $1.5 $0.0 $1.4

3A05 Facility Security Risk Management $14.3 $15.0 $15.1 $15.1 $15.9

3A10 National Test Equipment Program $2.0 $4.0 $4.0 $4.0 $5.0

3A11 Mobile Assets Management Program $4.0 $2.0 $2.0 $3.0 $1.8

3B01 Aeronautical Center Infrastructure Modernization $13.2 $14.1 $14.0 $14.0 $14.0

4A04 Mike Monroney Aeronautical Center Leases $18.4 $18.8 $19.3 $19.7 $20.2

Note: BLI numbers with X represent outyear programs not requested in the FY 2015 President's Budget.

Note: FY 2016-2019 outyear funding amounts are estimates.

64 
6 Conclusion

The capital investment plan contains an annual summary of the ongoing planning to modernize 

and expand the air traffic control and supporting systems. It balances planned improvements 

between maintaining legacy facilities and equipment and investing in the future capabilities of 

NextGen. That balance is necessary to ensure reliable and safe operation of the NAS while the 

planned NextGen operational improvements are implemented. Investment in legacy equipment, 

facilities and IT systems cannot be suspended, because these systems must continue to provide 

services during and after the transition. Computer systems and other technology that FAA uses 

for air traffic control continue to face obsolescence issues. As legacy systems age, reliability 

becomes an issue and they must be replaced because manufacturers no longer produce 

replacement parts. 

The capital investment plan draws on several layers of planning integral to building the system 

of the future. System engineers develop a concept of operations and projected operational 

improvements to air traffic control consistent with the FAA’s Strategic Priorities. The resulting 

functional requirements are used to create a system architecture that supports those operational 

improvements and NextGen concepts. The next step is determining how fast modernization can 

proceed by evaluating the financial resources available to build the systems shown in the NAS 

Enterprise Architecture. It is important to note that these improvements often take several years 

after the appropriation of funding to be integrated into daily operations. The complex equipment 

necessary to support operational improvements takes time to develop, build, install, and test to 

ensure it will operate error free. Allowing adequate time to train controllers in the use of the new 

equipment and procedures is critical to successful implementation. 

FAA is focusing on implementing NextGen capabilities that produce the greatest benefits. The 

delivery of ADS-B services throughout much the United States is already providing safety and 

efficiency benefits to operators. The ADS-B ground station network is complete and services are 

available for pilots giving them information on weather conditions and surrounding traffic. 

Sharing airport surface information with airline operators using SWIM has improved both the 

FAA and carriers ability to plan for surface operations at congested airports, especially in 

inclement weather where there are large surface delays and operational complexity. The 

expansion of the Time Based Flow Management Capability to more airports and across greater 

distance assures that the airport capacity is more efficiently used resulting in minimum delay cost 

for the users. The Metroplex approach to developing new RNP routes and procedures for 

terminal approach paths coupled with ongoing development of advanced decision tools has 

resulted in significant fuel savings for the air carriers that routinely use these approaches and 

optimum profile descents. These successes demonstrate that NextGen operational improvements 

can be implemented, and they do produce benefits. As time progresses, more enhanced 

procedures associated with NextGen advanced tools will result in greater efficiencies and support 

the expected long-term future growth in aviation activity. 

65 
7 Appendices 

The CIP contains five appendices.

Appendix A 

• Lists FAA strategic priorities and metrics. 

• Associates CIP programs with performance metrics. 

Appendix B 

• Provides CIP program descriptions and the alignment of programs to strategic priorities. 

• Describes the programs contribution to meeting the performance metric. 

• Lists performance output goals for FY 2015–2019. 

• Shows system implementation schedules.

Appendix C 

• Provides funding amounts from FY 2015 through FY 2019 by Budget Line Item (BLI). 

Funding amounts are in Millions of Dollars.

Appendix D 

• Response to GAO Report 08-42 - Identifies major programs with cost and schedule 

changes from the original baseline and explains the causes of those changes.

Appendix E 

• Defines acronyms and abbreviations.

66 
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Federal Aviation Administration

National Airspace System

Capital Investment Plan

Appendix A

Fiscal Years 2015 – 2019 
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APPENDIX A

ALIGNMENT OF PROGRAMS TO STRATEGIC PRIORITIES

The Federal Aviation Administration (FAA) Administrator, in February 2014, established a new strategic 

framework to define where the agency will focus its efforts over the next five years. This framework includes highlevel Strategic Priorities and related Performance Metrics that will help achieve the priorities. The Strategic 

Priorities and Performance Metrics support the Department of Transportation’s (DOT) strategic plan. The 

Administrator has defined four Strategic Priorities as follows:

• Make Aviation Safer and Smarter

• Deliver benefits through technology and infrastructure

• Enhance global leadership 

• Empower and innovate with the FAA’s people

Performance Metrics are a tool the agency uses to track progress towards accomplishment of the Strategic Priorities. 

The Capital Investment Plan (CIP) programs have been aligned to the performance metrics. In the CIP Appendix B, 

a section titled “Relationship of Program to FAA Performance Metric” gives more specific information about how 

each program helps meet a Performance Metric. 

Many FAA programs will support more than one performance metric; however the program linkages in the CIP 

(Appendix A and B) are aligned to a single metric for which a program’s contribution is most significant. Only CIP 

programs with funding in any or all of the years Fiscal Year (FY) 2015-2019 are included in Appendix A, B, and C.

To provide a complete picture of FAA performance additional Performance Metrics are tracked by the FAA to 

achieve internal organizational performance objectives and these metrics are used in the CIP and the FAA business 

plan. The metrics are identified in the tables in this appendix. 

Each program, listed under its performance metric includes the following information: FY 2015 Budget Line Item 

(BLI); CIP number; and CIP Program Name. BLI numbers with an X (i.e., 1A10X) are used to designate programs 

that are not funded in the FY 2015 President’s Budget, but future funding is planned within the FY 16-19 timeframe. 

These programs are new starts or future extensions of existing programs. Appendix B will report the future year 

planned activities for these programs based on the planned funding.

For clarification, the following definitions generally describe the terms used in the CIP.

FAA STRATEGIC PRIORITY

The agency will use four strategic priorities as its organizing principle to focus efforts in the coming years.

PERFORMANCE METRIC

A quantifiable target for the desired improvement in performance, that will be accomplished in a specific timeframe. 

These metrics normally affect FAA customers, such as: “Reduce the commercial air carrier fatalities per 100 million 

persons on board by 24 percent over a 9-year period (2010-2018). No more than 6.2 in 2018.” 

i 
Table of Contents

1. FAA Strategic Priority: Make Aviation Safer and Smarter ....................................................................................... 1

2. FAA Strategic Priority: Deliver Benefits through Technology and Infrastructure .................................................... 3

3. FAA Strategic Priority: Enhance Global Leadership................................................................................................. 8

4. FAA Strategic Priority: Empower and Innovate with the FAA’s People .................................................................. 8

ii
Capital Investment Plan Appendix A

Fiscal Years 2015-2019

1. FAA STRATEGIC PRIORITY: MAKE AVIATION SAFER AND 

SMARTER

There is an imperative to be smarter about how we ensure aviation safety because the aviation 

industry is growing more complex. At the same time, we have more safety data than we have 

ever had before. This provides us with the opportunity to be more proactive about safety and 

constantly raise the bar.

− Performance Metric 1: Reduce the commercial air carrier fatalities per 100 million persons on board by 

24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

FY 2015 BLI CIP # CIP Name

2A14A W05.03-01 Wind Shear Detection Services – Work Package 1

2A18 M54.01-01 Airborne Collision Avoidance System X (ACAS X) – Segment 1

2B18A C23.02-01 Voice Recorder Replacement Program – NAS Voice Recorder Program 

(NVRP)

2B18B C23.01-01 Voice Recorder Replacement Program – New Requirements Safety & Audit

2D05 N04.03-00 Visual Navaids – ALSIP Continuation

2D07 N04.01-00 Visual Navaids – Visual Navaids for New Qualifiers

2D12 N17.01-01 Runway Safety Area – Navigation Mitigation

2E03X M12.01-04 Airbus Simulator Purchase – Advanced Fly-By-Wire Simulator – Additional 

Technology Refresh Projects

2E09X M25.00-00 Independent Operational Assessment (IOA)

3A02 A17.01-02 Regulation and Certification Infrastructure System Safety (RCISS) – Segment 

2

3A02X A17.01-03 Regulation and Certification Infrastructure System Safety (RCISS) – Segment 

3

3A07 A25.02-01 System Approach for Safety Oversight (SASO) – Phase 2a

3A07 A25.02-02 System Approach for Safety Oversight (SASO) – Phase 2b

3A08 A26.01-01 Aviation Safety Knowledge Management Environment (ASKME) – Segment

2

3A09A G07A.02-01 Aviation Safety Information Analysis and Sharing (ASIAS)

3A09B G07M.02-01 Systems Safety Management Transformation

3A12A A35.01-01 Aerospace Medicine Safety Information System (AMSIS)

3A12X M53.01-02 Aerospace Medical Equipment Needs (AMEN) – Technology Refresh Phase 2

4A09 G05A.02-05 AIM Modernization Segment 2

4A09X G05A.02-06 AIM Modernization Segment 3

− Performance Metric 2: Reduce the general aviation fatal accident rate to no more than one (1) fatal 

accident per 100,000 flight hours by 2018. 

FY 2015 BLI CIP # CIP Name

2C02 A34.01-01 Future Flight Services Program

2C04 M08.31-02 Weather Camera Program – Future Segments

2D03 N12.01-00 Wide Area Augmentation System (WAAS)

− Performance Metric 3: No fatalities, serious injuries, or significant property damage to the uninvolved 

public during licensed or permitted space launch and reentry activities.

1 
Capital Investment Plan Appendix A

Fiscal Years 2015-2019 1. FAA Strategic Priority: Safer and Smarter

FY 2015 BLI CIP # CIP Name

Currently no Capital programs are required to support this Metric.

− Performance Metric 4: Reduce Category A & B (most serious) runway incursions at a rate of no more 

than 0.395 per million operations, and maintain or improve through FY 2018.

FY 2015 BLI CIP # CIP Name

1A01A S09.02-00 Runway Incursion Reduction Program (RIRP) – ATDP

2B01 S09.01-01 ASDE-X –Technology Refresh & Disposition

2B12A S11.01-02 Runway Status Lights (RWSL) – Implementation – Phase 1

2B12B S11.01-03 Runway Status Lights (RWSL) – Prototype Sustainment

− Performance Metric 5: Reduce risks in flight by limiting the rate of the most serious losses of standard 

separation to 20 or fewer for every thousand (.02) losses of standard separation 

within the National Airspace System. 

FY 2015 BLI CIP # CIP Name

1A01H M08.32-03 Operational Analysis and Reporting System (OARS)

− Performance Metric 6: Utilize Continuous Diagnostics and Mitigation (CDM) capabilities to 

continuously enhance our ability to prevent, deter, detect, and respond to cyber 

attacks against the FAA's infrastructure for 95% of non-NAS IP-based systems 

and pilot CDM capabilities on a NAS IP-based system.

FY 2015 BLI CIP # CIP Name

3A06 M31.00-00 Information Systems Security

− Performance Metric 7: Exceed Federal Emergency Management Agency continuity readiness levels by 

5 percent. (FAA Business Planning Metric)

FY 2015 BLI CIP # CIP Name

3A04 C18.00-00 Command & Control Communications (C3)

2 
Capital Investment Plan Appendix A

Fiscal Years 2015-2019

2. FAA STRATEGIC PRIORITY: DELIVER BENEFITS THROUGH TECHNOLOGY AND 

INFRASTRUCTURE 

NextGen gives us the opportunity to redefine the National Airspace System for the future and 

prove that we can deliver benefits to the users of the system. We also need to safely integrate 

new types of user technologies into the airspace, as well as rebalance existing services and 

modernize our infrastructure, which will enable us to reduce our costs and become more efficient 

in the long run. 

− Performance Metric 1: Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support Core airports. 

FY 2015 BLI CIP # CIP Name

1A05C G06N.01-06 Alternative Positioning Navigation and Timing (APNT)

2A03 A01.12-02 En Route Communication Gateway (ECG) – Technology Refresh

2A04 W02.02-02 NEXRAD – Service Life Extension Program (SLEP) Phase 1

2A05 F06.01-00 ARTCC Modernization

2A07 C06.01-00 Communications Facilities Enhancement – Expansion

2A07 C06.03-01 Communications Facilities Enhancement – Air/Ground Communications RFI 

Elimination – Technology Refresh

2A08 S04.02-03 Long Range Radar Improvements – Infrastructure Upgrades/Sustain

2A09 C01.02-04 Voice Switching and Control System (VSCS) – Technology Refresh – Phase 3

2A09X C01.02-05 Voice Switching and Control System (VSCS) – Technology Refresh – Level 

of Effort

2A11 C21.02-01 Next-Generation VHF and UHF A/G Communication System (NEXCOM) – 

Segment 2 – Phase 1 of 2

2A11X C21.02-02 Next-Generation VHF and UHF A/G Communication System (NEXCOM) – 

Segment 2 – Phase 2 of 2

2A14X W10.01-02 Juneau Airport Wind System (JAWS) – Technology Refresh

2B02 W03.03-02 Terminal Doppler Weather Radar (TDWR) – Service Life Extension Program 

(SLEP) –Phase 2

2B03 A04.01-01 Standard Terminal Automation Replacement System (STARS) – Technology

Refresh (TAMR Phase 1)

2B03X A04.01-03 Standard Terminal Automation Replacement System (STARS) – Technology

Refresh Future Phases

2B05 A01.11-01 Flight Data Input/Output (FDIO) Replacement

2B06 F01.02-00 ATCT/TRACON Replacement

2B07 F01.01-00 ATCT/TRACON Modernization

2B08 C05.02-00 Voice Switches – Terminal Voice Switch Replacement (TVSR) II

2B10 S03.01-09 Terminal Radar (ASR) Program – ASR-9 SLEP, Phase 2

2B11B S03.02-06 Terminal Radar (ASR) Program – ASR-11 – Mobile Airport Surveillance 

Radar (MASR)

2B14 A03.05-01 Integrated Display Systems (IDS) – Replacement

2B14X A03.05-02 Integrated Display Systems (IDS) – Replacement – Technology Refresh

2B15A M07.04-02 Remote Monitoring and Logging System (RMLS) – Technology Refresh

2B15B M07.05-01 Automated Maintenance Management System (AMMS)

2B16A S03.01-08 Terminal Radar (ASR) Program – Mode S SLEP – Phase 2

3 
Capital Investment Plan Appendix A

Fiscal Years 2015-2019 2. FAA Strategic Priority: Benefits Through Technology

FY 2015 BLI CIP # CIP Name

2B16B S03.01-11 Terminal Radar (ASR) Program – ASR-9 and Mode S SLEP – Phase 3 

Planning

2B17 S13.01-01 Surveillance Interface Modernization (SIM)

2B19 S08.01-02 Precision Runway Monitor (PRM) – Replacement (PRMR)

2B20 W07.01-02 ITWS – Technology Refresh & Disposition

2C01 W01.03-01 Aviation Surface Weather Observation Network (ASWON) – Technology

Refresh

2C03 F05.04-02 Alaska Flight Service Facility Modernization (AFSFM)

2D01A N06.00-00 Very High Frequency Omni-Directional Range (VOR) Collocated with 

Tactical Air Navigation (VORTAC)

2D04A N08.02-00 Runway Visual Range (RVR) – Replacement/Establishment

2D09 N04.04-00 Navaids – Sustain, Replace, Relocate

2E01 F13.01-00 Fuel Storage Tank Replacement and Management

2E02 F12.00-00 FAA Buildings & Equipment Sustain Support – Unstaffed Infrastructure 

Sustainment

2E03A M12.00-00 Aircraft Related Equipment (ARE) Program

2E04 F10.00-00 Airport Cable Loop Systems Sustained Support

2E05 C17.02-01 Alaskan Satellite Telecommunication Infrastructure (ASTI)

2E07 F11.01-01 Power Systems Sustained Support (PS3)

2E07X F11.01-02 Power Systems Sustained Support (PS3) – Future Segments

3A03 M21.04-01 Logistics Center Support System (LCSS) – Segment 2

3A03X M21.04-02 Logistics Center Support System (LCSS) – Technology Refresh

3A05 F24.01-02 Facility and Infrastructure Security Program – Two

3A10 M17.01-01 National Test Equipment Program

3A11 F31.01-01 Mobile Assets Management Program

− Performance Metric 2: Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures.

FY 2015 BLI CIP # CIP Name

1A01B M08.28-00 System Capacity, Planning, and Improvements – ATDP

1A01C M08.29-00 Operations Concept Validation and Infrastructure Evolution – ATDP

1A01D M08.28-04 Major Airspace Redesign – ATDP

1A01E M46.01-01 Strategy and Evaluation – ATDP

1A05A G01S.02-01 ADS-B In Applications – Flight Interval Management

1A05B G01A.01-01 Modern Procedures

1A05X G06M.02-02 Wake Turbulence Re-Categorization

1A05X G01A.02-02 Oceanic Tactical Trajectory Management

1A05X G01A.01-07 NextGen Oceanic Capabilities

1A05X G01A.01-06 Separation Automation System Engineering

1A06A G06A.03-01 Terminal Flight Data Manager (TFDM)

1A06X G02A.01-01 Surface Tactical Flow

1A06X G02A.01-02 Surface Conformance Monitoring

1A07A G05A.02-03 Flight Object

4 
Capital Investment Plan Appendix A

Fiscal Years 2015-2019 2. FAA Strategic Priority: Benefits Through Technology

FY 2015 BLI CIP # CIP Name

1A07B G08M.01-01 International Harmonization Demonstration

1A07X G05A.02-01 Common Status & Structure Data

1A07X G05A.02-02 Advanced Methods

1A07X G05M.02-01 Collaborative Information Management (CIM)

1A07X G05A.02-08 Flight Object Exchange Services (FOXS)

1A07X G05A.04-01 Dynamic Airspace

1A09A G06N.01-02 Closely Spaced Parallel Runway Operations

1A09B G06A.01-02 Wake Turbulence Mitigation for Arrivals (WTMA)

1A09X G06N.01-01 Ground Based Augmentation System

1A10A G04W.02-01 Weather Observation Improvements

1A10B G04W.03-01 Weather Forecast Improvements

1A10C G06A.02-01 Surface/Tower/Terminal Systems Engineering

1A10D G06N.01-03 NextGen Navigation Engineering

1A10E G01M.02-02 New ATM Requirements

1A10X G05M.03-01 Information Management

1A12C G05A.02-04 Concept Development for Integrated NAS Design & Procedure Planning

2A01 A01.10-01 En Route Automation Modernization (ERAM)

2A02A G01A.01-05 ERAM System Enhancements and Technology Refresh

2A02B G01A.01-04 ERAM Sector Enhancements

2A02X G01A.01-08 ERAM System Enhancements Future Segment

2A12C G05C.01-06 System Wide Information Management (SWIM) – Common Support Services 

Weather (CSS-Wx)

2A15B G05A.01-01 Strategic Flow Management Application

2A15C G05A.01-02 Strategic Flow Management Engineering Enhancement

2A16 G02A.01-06 Time Based Flow Management (TBFM) Work Package 3

2A16 G02A.01-07 Time Based Flow Management (TBFM) Technology Refresh

2A16X G02A.01-08 Time Based Flow Management (TBFM) Work Package 4

2A19 G01C.01-05 Data Communications – Segment 1 Phase 1

2A19 G01C.01-06 Data Communications – Segment 1 Phase 2

2A19X G01C.01-08 Data Communications – ATN Gateway

2B04A A04.07-01 Terminal Automation Modernization – Replacement (TAMR) – Phase 3, 

Segment 1

2B04B A04.07-02 Terminal Automation Modernization – Replacement (TAMR) – Phase 3, 

Segment 2

2B13 G03C.01-01 NAS Voice System – Segment 1/2

2D02 N03.01-00 Instrument Landing Systems (ILS)

2D04B N08.03-01 Enhanced Low Visibility Operations (ELVO)

2D06 N09.00-00 Sustain Distance Measuring Equipment (DME)

5 
Capital Investment Plan Appendix A

Fiscal Years 2015-2019 2. FAA Strategic Priority: Benefits Through Technology

− Performance Metric 3: Achieve a NAS on-time arrival rate of 88 percent at Core airports.

FY 2015 BLI CIP # CIP Name

1A07X G05A.02-09 Airspace Resource Management System (ARMS)

2A06 A05.01-12 TFM Infrastructure – Technology Refresh

2A06 A05.01-13 TFM Infrastructure – Field/Remote Site Technology Refresh

2A10 A10.03-00 Advanced Technologies and Oceanic Procedures (ATOP)

2A13A G02S.03-01 ADS-B NAS Wide Implementation – Baseline Services and Applications

(Service Volume)

2A13X G02S.01-02 ADS-B NAS Wide Implementation – Future Segments

2A15A G05A.05-02 Collaborative Air Traffic Management Technologies (CATMT) – Work 

Package 3

2A15X G05A.05-03 Collaborative Air Traffic Management Technologies (CATMT) – Work 

Package 4

2D10 N04.02-00 Visual Navaids – Replace Visual Approach Slope Indicator (VASI) with 

Precision Approach Path Indicator (PAPI)

4A08 M03.02-00 CIP Systems Engineering & Technical Assistance – MITRE

− Performance Metric 4: Improve NAS energy efficiency by 16% as measured relative to the base year of 

FY 2001 (revenue ton per kilometer).

FY 2015 BLI CIP # CIP Name

1A08 G06M.02-01 Environmental Management System & Noise/Emission Reduction

− Performance Metric 5: Optimize airspace and Performance Based Navigation (PBN) procedures to 

improve efficiency an average of 10 percent across Core airports by 2018. 

(FAA Business Planning Metric)

FY 2015 BLI CIP # CIP Name

1A12A G05N.01-01 NextGen Performance Based Navigation (PBN) – Metroplex Area Navigation 

(RNAV)/Required Navigation Performance (RNP)

2D01B N06.01-01 VOR – Minimum Operating Network (MON) Implementation Program

− Performance Metric 6: Improve throughput at Core airports during adverse weather by 14 percent by 

2018. (FAA Business Planning Metric)

FY 2015 BLI CIP # CIP Name

2A17 G04W.03-02 Weather Forecast Improvements – NextGen Weather Processor (NWP), Work 

Package 1

− Performance Metric 7: Organizations throughout the agency will continue to implement cost efficiency 

initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business 

Planning Metric) 

FY 2015 BLI CIP # CIP Name

1A01G M08.46-01 Unified Contracting System (UCS)

1A01I S14.01-01 Next Generation Surveillance and Weather Radar Capability (NSWRC)

1A01X M08.48-01 Strategic Initiatives Analysis and Validation

1A02 / 1A03 F14.00-00 System Support Laboratory Sustained Support

6 
Capital Investment Plan Appendix A

Fiscal Years 2015-2019 2. FAA Strategic Priority: Benefits Through Technology

FY 2015 BLI CIP # CIP Name

1A04 F16.00-00 William J. Hughes Technical Center Building and Plan Support

1A09X G03M.04-02 Enhanced Service Small Communities (ESSC)

1A11 G03M.02-01 NextGen Laboratories at WJHTC

1A12B G05N.01-02 NextGen Performance Based Navigation (PBN) – NAV Lean

2A12A G05C.01-01 System-Wide Information Management (SWIM) – Segment 1

2A12B G05C.01-04 System Wide Information Management (SWIM) – Segment 2A

2A12X G05C.01-05 System-Wide Information Management (SWIM) – Segment 1 Technology 

Refresh

2A12X G05C.01-08 NextGen – System-Wide Information Management (SWIM) – Segment 2B

2B11A S03.02-05 Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 2

2B11X S03.02-07 Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 3

2D08 A14.02-02 Instrument Flight Procedures Automation (IFPA) – Technology Refresh, 

Segment 1

2D08X A14.02-03 Instrument Flight Procedures Automation (IFPA) – Technology Refresh, 

Segment 2

2E06 F26.01-01 Decommissioning – Real Property Disposition

2E08 F13.04-02 Energy Cost Savings – Energy Management and Compliance

3A01 F13.02-00 Environmental Cleanup / HAZMAT

3A13 M20.01-04 National Airspace System (NAS) Training - Equipment Modernization –

Training Simulators – Tower Simulation System

3B01 F18.00-00 Aeronautical Center Infrastructure Modernization

3B02 M10.00-00 Distance Learning

4A01A M03.03-01 CIP Systems Engineering & Development Support – SE2020

4A01B M08.01-00 Provide ANF/ATC Support (Quick Response)

4A02 M08.06-00 Program Support Leases

4A04 F19.00-00 Aeronautical Center Lease

4A05A M22.00-00 NAS Integration Support Contract (NISC)

4A05B M03.01-02 Configuration Management Automation (CMA)

4A06 M02.00-00 Technical Support Services Contract (TSSC) 

4A10 G08M.04-01 Cross Agency NextGen Management

− Performance Metric 8: Maintain 90 percent of major system investments within 10 percent variance of 

current baseline total budget at completion. (FAA Business Planning Metric)

FY 2015 BLI CIP # CIP Name

1A01F M47.01-01 Dynamic Capital Planning

4A07 M08.14-00 Resource Tracking Program (RTP)

7 
Capital Investment Plan Appendix A

Fiscal Years 2015-2019

3. FAA STRATEGIC PRIORITY: ENHANCE GLOBAL LEADERSHIP 

Aviation is a global industry. We have to continue our heritage as world leaders in aviation and 

set the safety standard for others to measure against. We need to be at the table to shape 

international standards to improve aviation safety and efficiency around the world. 

4. FAA STRATEGIC PRIORITY: EMPOWER AND INNOVATE WITH THE FAA’S 

PEOPLE

The FAA’s employees are the ultimate driver behind our success, and we need to have the best 

and the brightest talent with the appropriate leadership and technical skills to transform the FAA 

and the aviation system.

− Performance Metric 1: Achieve a total workplace injury case rate of no more than 1.88 per 100 

employees for the FAA.

FY 2015 BLI CIP # CIP Name

2B09 F13.03-00 NAS Facilities OSHA & Environmental Standards Compliance

− Performance Metric 2: Achieve a 90% success rate in the areas of financial management and human 

resources management: Receive annual Unqualified Audits with no material 

weaknesses; Maintain the competitive status of all FAA employees within the 

federal personnel system; Improve the “effective leadership” index score on the 

OPM Employee Viewpoint survey by 8 percent; Improve the “talent 

management” index score on the OPM Employee viewpoint survey by 8 

percent. (FAA Business Planning Metric)

FY 2015 BLI CIP # CIP Name

2D11 N12.03-01 GPS Civil Requirements

4A03 M05.00-00 NAS Regional/Center Logistics Support Services

8 
 

Federal Aviation Administration

National Airspace System

Capital Investment Plan

Appendix B

Fiscal Years 2015 – 2019 
(Page intentionally left blank) 
Capital Investment Plan Appendix B

Fiscal Years 2015-2019

APPENDIX B

DETAILED PROGRAM PLAN DATA

Appendix B provides detailed information about planned capital investments in the 5 year window of the plan. Each 

year, these details are updated to reflect any program changes.

ACTIVITIES AND BUDGET LINES

The structure of Appendix B follows the structure as presented in the FY 2015 President’s Budget Request. Budget 

Activities group budget line items with similar objectives. There are 5 Budget Activities in the request, and they 

cover categories such as: engineering development, air traffic investments, other FAA investments, and support 

contracts (Activity 5 which includes personnel costs is not discussed in this document). Budget line items (BLI) 

within each Activity contain the detailed descriptions for specific programs. There may be more than one program 

in a BLI which occurs when the programs have the same overall objectives, but deal with different aspects of the 

solution, in which case each program is described separately within the BLI. If multiple programs in a BLI have the 

same specific objective, one write-up is provided. Some programs are not planned to be funded until after FY 2015 

and are not represented in the President’s budget request; those programs are indicated with “X” in the BLI number 

or before the CIP title. 

PROGRAM DESCRIPTION

The program scope and purpose is provided in this section. Some programs may have distinctly different activities 

within the overall program; if so, these activities are separately described. Each program activity will have its own 

description and Performance Output Goals.

 

ALIGNMENT OF PROGRAM TO FAA STRATEGIC PRIORITY AND PERFORMANCE METRIC

Each program in the CIP is aligned with a single Strategic Priority and Performance Metric. The Strategic Priorities 

are part of the new framework for strategic planning that builds on and replaces Destination 2025. The metrics are 

based on the approved Agency Organization Success Indicators (OSI) which are in many cases the same as or 

updated metrics used in the previous FAA strategic plan and latest DOT strategic plan. To map all programs to an 

appropriate metric, some business planning metrics have been included to supplement the OSI metrics. Even though 

many programs contribute to more than one metric; only the primary metric alignment is addressed to maintain 

focus on the strategic priorities. 

RELATIONSHIP TO PERFORMANCE METRIC

This section presents information that shows how the program supports the aligned Performance Metric. Whenever 

available, quantifiable information is provided. Also described is how NAS safety or operations will change as a 

result of the new system, service or capability provided by this program. 

PERFORMANCE OUTPUT GOALS

Output goals are the specific accomplishments, deliverables or work products that will be delivered for each funded 

year within the 5 year window of the plan. “None” indicates that no funding is planned to be available for that year. 

Programs baselined for cost, schedule and performance have specific approved Acquisition Program Baseline (APB) 

milestones that are tracked for accomplishment. These milestones are included as output goals. Since Facilities and 

Equipment (F&E) funds can be obligated for an additional 2 years after the year of appropriation, some of the APB 

milestones may occur after the final year of appropriation and are included as output goals in future years.

SYSTEM IMPLEMENTATION SCHEDULE

A schedule is provided for programs deploying systems or upgrades into the NAS. If appropriate, other information 

will be provided to indicate how long the system will be in operation or the period when a system is being 

decommissioned. The schedule legend is as follows:

i 
Capital Investment Plan Appendix B

Fiscal Years 2015-2019

Upgrades 

Development

Implementation 

Operational 

Decommissioning 

Continued

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Table of Contents

ACTIVITY 1: ENGINEERING, DEVELOPMENT, TEST, AND EVALUATION ............... 1

1A01, Advanced Technology Development and Prototyping (ATDP) ........................................ 1

A, Runway Incursion Reduction Program (RIRP) – ATDP, S09.02-00 ............................................................1

B, System Capacity, Planning and Improvements – ATDP, M08.28-00 ...........................................................3

C, Operations Concept Validation and Infrastructure Evolution – ATDP, M08.29-00......................................5

D, Major Airspace Redesign – ATDP, M08.28-04 ............................................................................................6

E, Strategy and Evaluation – ATDP, M46.01-01...............................................................................................8

F, Dynamic Capital Planning, M47.01-01 .........................................................................................................9

G, Unified Contracting System (UCS), M08.46-01 ...........................................................................................9

H, Operational Analysis and Reporting System (OARS), M08.32-03.............................................................11

I, Next Generation Surveillance & Weather Radar Capability (NSWRC), S14.01-01 ....................................12

X, Strategic Initiatives Analysis and Validation, M08.48-01...........................................................................13

1A02/1A03, NAS Improvement of System Support Laboratory ............................................... 14

System Support Laboratory Sustained Support, F14.00-00 .............................................................................14

1A04, William J. Hughes Technical Center Infrastructure Sustainment ................................... 16

William J. Hughes Technical Center Building and Plant Support, F16.00-00.................................................16

1A05, NextGen – Separation Management Portfolio ................................................................. 18

A, ADS-B In Applications – Flight Interval Management, G01S.02-01 .........................................................18

B, Modern Procedures, G01A.01-01................................................................................................................20

C, Alternative Positioning Navigation and Timing (APNT), G06N.01-06......................................................21

X, Wake Turbulence Re-Categorization, G06M.02-02....................................................................................23

X, Oceanic Tactical Trajectory Management, G01A.02-02.............................................................................25

X, NextGen Oceanic Capabilities, G01A.01-07 ..............................................................................................27

X, Separation Automation System Engineering, G01A.01-06.........................................................................28

1A06, NextGen – Improved Surface/Terminal Flight Data Manager (TFDM) Portfolio .......... 29

A, Terminal Flight Data Manager (TFDM), G06A.03-01 ...............................................................................29

X, Surface Tactical Flow, G02A.01-01............................................................................................................31

X, Surface Conformance Monitoring, G02A.01-02.........................................................................................32

1A07, NextGen – On Demand NAS Portfolio ........................................................................... 33

A, Flight Object, G05A.02-03..........................................................................................................................33

B, International Harmonization Demonstration, G08M.01-01.........................................................................35

X, Common Status & Structure Data, G05A.02-01 .........................................................................................36

X, Advanced Methods, G05A.02-02................................................................................................................38

X, Collaborative Information Management (CIM), G05M.02-01....................................................................40

X, Flight Object Exchange Services (FOXS), G05A.02-08.............................................................................41

X, Dynamic Airspace, G05A.04-01 .................................................................................................................42

X, Airspace Resource Management System (ARMS), G05A.02-09................................................................43

1A08, NextGen – Environment Portfolio ................................................................................... 44

Environmental Management System & Noise/Emission Reduction, G06M.02-01 .........................................44

1A09, NextGen – Improved Multiple Runway Operations Portfolio ........................................ 46

A, Closely Spaced Parallel Runway Operations, G06N.01-02 ........................................................................46

B, Wake Turbulence Mitigation for Arrivals (WTMA), G06A.01-02 .............................................................48

X, Ground Based Augmentation System, G06N.01-01....................................................................................49

X, Enhanced Service Small Communities (ESSC), G03M.04-02....................................................................50

1A10, NextGen – NAS Infrastructure Portfolio ......................................................................... 51

A, Weather Observation Improvements, G04W.02-01 ....................................................................................51

B, Weather Forecast Improvements, G04W.03-01 ..........................................................................................53

C, Surface/Tower/Terminal Systems Engineering, G06A.02-01 .....................................................................55

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D, NextGen Navigation Engineering, G06N.01-03 .........................................................................................57

E, New ATM Requirements, G01M.02-02 ......................................................................................................58

X, Information Management, G05M.03-01 .....................................................................................................61

1A11, NextGen – Support Portfolio at WJHTC ......................................................................... 63

NextGen Laboratories at WJHTC, G03M.02-01 .............................................................................................63

1A12, NextGen – Performance Based Navigation & Metroplex Portfolio ................................ 65

A, NextGen Performance Based Navigation (PBN) – Metroplex Area Navigation (RNAV)/Required 

Navigation Performance (RNP), G05N.01-01 ................................................................................................. 65

B, NextGen Performance Based Navigation (PBN) – NAV Lean, G05N.01-02 .............................................67

C, Concept Development for Integrated NAS Design & Procedure Planning, G05A.02-04 ...........................69

ACTIVITY 2: AIR TRAFFIC CONTROL FACILITIES AND EQUIPMENT .................... 71

A: En Route Programs ................................................................................................................. 71

2A01, En Route Automation Modernization (ERAM) .............................................................. 71

En Route Automation Modernization (ERAM), A01.10-01 ............................................................................71

2A02, NextGen – En Route Automation Modernization (ERAM) – System Enhancements and 

Technology Refresh .................................................................................................................... 72

A, ERAM System Enhancements and Technology Refresh, G01A.01-05 / X, ERAM System Enhancements 

Future Segment, G01A.01-08 ..........................................................................................................................73

B, ERAM Sector Enhancements, G01A.01-04 ................................................................................................74

2A03, En Route Communications Gateway (ECG) ................................................................... 75

En Route Communications Gateway (ECG) – Technology Refresh, A01.12-02.............................................75

2A04, Next Generation Weather Radar (NEXRAD) ................................................................. 77

NEXRAD – Service Life Extension Program (SLEP) Phase 1, W02.02-02....................................................77

2A05, ARTCC Building Improvements/Plant Improvements ................................................... 79

ARTCC Modernization, F06.01-00..................................................................................................................79

2A06, Air Traffic Management (ATM) – Traffic Flow Management (TFM) ........................... 80

TFM Infrastructure – Technology Refresh, A05.01-12 / TFM Infrastructure – Field/Remote Site Technology 

Refresh, A05.01-13 ..........................................................................................................................................80

2A07, Air/Ground Communications Infrastructure ................................................................... 82

Communications Facilities Enhancement – Expansion, C06.01-00 / Communications Facilities Enhancement 

– Air/Ground Communications RFI Elimination – Technology Refresh, C06.03-01......................................82

2A08, Air Traffic Control En Route Radar Facilities Improvements ........................................ 84

Long Range Radar Improvements – Infrastructure Upgrades/Sustain, S04.02-03...........................................84

2A09, Voice Switching Control System (VSCS) ....................................................................... 85

Voice Switching and Control System (VSCS) – Technology Refresh – Phase 3, C01.02-04 / X, Voice 

Switching and Control System (VSCS) – Technology Refresh – Level of Effort, C01.02-05 ........................85

2A10, Oceanic Automation System (OAS) ................................................................................ 87

Advanced Technologies and Oceanic Procedures (ATOP), A10.03-00...........................................................87

2A11, Next Generation Very High Frequency Air/Ground Communications System 

(NEXCOM) ................................................................................................................................ 88

Next-Generation VHF and UHF A/G Communications (NEXCOM) – Segment 2 – Phase 1 of 2, C21.02-01 / 

X, Next-Generation VHF and UHF A/G Communications (NEXCOM) – Segment 2 – Phase 2 of 2, C21.02-

02......................................................................................................................................................................88

2A12, NextGen – System-Wide Information Management (SWIM) ........................................ 90

A, System Wide Information Management (SWIM) – Segment 1, G05C.01-01 / X, System Wide Information 

Management (SWIM) – Segment 1 - Technology Refresh, G05C.01-05 ........................................................90

B, System Wide Information Management (SWIM) – Segment 2A, G05C.01-04 / X, System Wide 

Information Management (SWIM) – Segment 2B, G05C.01-08 .....................................................................92

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C, System Wide Information Management (SWIM) – Common Support Services Weather (CSS-Wx), 

G05C.01-06......................................................................................................................................................94

2A13, NextGen – Automatic Dependent Surveillance - Broadcast (ADS-B) NAS Wide 

Implementation ........................................................................................................................... 96

A, ADS-B NAS Wide Implementation – Baseline Services & Applications (Service Volume), G02S.03-01 96

X, ADS-B NAS Wide Implementation – Future Segments, G02S.01-02 ........................................................99

2A14, Windshear Detection Service (WDS) ............................................................................ 100

A, Wind Shear Detection Services – Work Package 1, W05.03-01...............................................................100

X, Juneau Airport Wind System (JAWS) – Technology Refresh, W10.01-02 ..............................................101

2A15, NextGen – Collaborative Air Traffic Management Portfolio ....................................... 102

A, Collaborative Air Traffic Management Technologies (CATMT) – Work Package 3, G05A.05-02 / X, 

Collaborative Air Traffic Management Technologies (CATMT) – Work Package 4, G05A.05-03..............102

B, Strategic Flow Management Application, G05A.01-01 ............................................................................104

C, Strategic Flow Management Engineering Enhancement, G05A.01-02 .....................................................105

2A16, NextGen – Time Based Flow Management (TBFM) Portfolio ..................................... 106

Time Based Flow Management (TBFM) Work Package 3, G02A.01-06 / Time Based Flow Management 

(TBFM) Technology Refresh, G02A.01-07 / X, Time Based Flow Management (TBFM) Work Package 4, 

G02A.01-08....................................................................................................................................................106

2A17, NextGen – Next Generation Weather Processor (NWP) ............................................... 109

Weather Forecast Improvements – NextGen Weather Processor (NWP), Work Package 1, G04W.03-02 ...109

2A18, Airborne Collision Avoidance System X (ACAS X) .................................................... 111

Airborne Collision Avoidance System X (ACAS X) – Segment 1, M54.01-01 ............................................111

2A19, NextGen – Data Communication in support of NextGen .............................................. 112

Data Communications – Segment 1 Phase 1, G01C.01-05 / Data Communications – Segment 1 Phase 2, 

G01C.01-06 / X, Data Communications – ATN Gateway, G01C.01-08 .......................................................112

B: Terminal Programs ............................................................................................................... 115

2B01, Airport Surface Detection Equipment - Model X (ASDE-X) ....................................... 115

ASDE-X – Technology Refresh & Disposition, S09.01-01...........................................................................115

2B02, Terminal Doppler Weather Radar (TDWR) – Provide .................................................. 117

Terminal Doppler Weather Radar (TDWR) – Service Life Extension Program (SLEP) – Phase 2, W03.03-02

........................................................................................................................................................................117

2B03, Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) ...... 118

Standard Terminal Automation Replacement System (STARS) – Technology Refresh (TAMR Phase 1), 

A04.01-01 / X, Standard Terminal Automation Replacement System (STARS) – Technology Refresh Future 

Phases, A04.01-03..........................................................................................................................................118

2B04, Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) .......... 120

A, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 1, A04.07-01..........120

B, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 2, A04.07-02 .......... 121

2B05, Terminal Automation Program ...................................................................................... 123

Flight Data Input/Output (FDIO) Replacement, A01.11-01 ..........................................................................123

2B06, Terminal Air Traffic Control Facilities - Replace ......................................................... 124

ATCT/TRACON Replacement, F01.02-00....................................................................................................124

2B07, ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve ................ 125

ATCT/TRACON Modernization, F01.01-00................................................................................................. 125

2B08, Terminal Voice Switch Replacement (TVSR) .............................................................. 127

Voice Switches – Terminal Voice Switch Replacement (TVSR) II, C05.02-00............................................127

2B09, NAS Facilities OSHA and Environmental Standards Compliance ............................... 128

NAS Facilities OSHA & Environmental Standards Compliance, F13.03-00 ................................................128

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2B10, Airport Surveillance Radar (ASR-9) Service Life Extension Program (SLEP) ............ 131

Terminal Radar (ASR) Program – ASR-9 SLEP, Phase 2, S03.01-09...........................................................131

2B11, Terminal Digital Radar (ASR-11) Technology Refresh and Mobile Airport Surveillance 

Radar (MASR) .......................................................................................................................... 132

A, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 2, S03.02-05 / X, Terminal 

Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 3, S03.02-07..........................................132

B, Terminal Radar (ASR) Program – ASR-11 – Mobile Airport Surveillance Radar (MASR), S03.02-06 ..134

2B12, Runway Status Lights (RWSL) ..................................................................................... 135

A, Runway Status Lights (RWSL) – Implementation – Phase 1, S11.01-02 .................................................135

B, Runway Status Lights (RWSL) – Prototype Sustainment, S11.01-03.......................................................136

2B13, NextGen – National Airspace System Voice System (NVS) ........................................ 137

NAS Voice System – Segment 1/2, G03C.01-01...........................................................................................137

2B14, Integrated Display System (IDS) ................................................................................... 139

Integrated Display Systems (IDS) – Replacement, A03.05-01 / X, Integrated Display Systems (IDS) – 

Replacement – Technology Refresh, A03.05-02 ...........................................................................................139

2B15, Remote Monitoring and Logging System (RMLS) ....................................................... 140

A, Remote Monitoring and Logging System (RMLS) – Technology Refresh, M07.04-02...........................140

B, Automated Maintenance Management System (AMMS), M07.05-01......................................................143

2B16, Mode S Service Life Extension Program (SLEP) ......................................................... 144

A, Terminal Radar (ASR) Program – Mode S SLEP – Phase 2, S03.01-08 ..................................................145

B, Terminal Radar (ASR) Program – ASR-9 and Mode S SLEP – Phase 3 Planning, S03.01-11.................146

2B17, Surveillance Interface Modernization (SIM) ................................................................. 146

Surveillance Interface Modernization (SIM), S13.01-01 ...............................................................................146

2B18, Voice Recorder Replacement Program (VRRP) ........................................................... 148

A, Voice Recorder Replacement Program – NAS Voice Recorder Program (NVRP), C23.02-01................148

B, Voice Recorder Replacement Program – New Requirements Safety & Audit, C23.01-01.......................148

2B19, Precision Runway Monitor Alternate (PRMA) ............................................................. 149

Precision Runway Monitor (PRM) – Replacement (PRMR), S08.01-02.......................................................149

2B20, Integrated Terminal Weather System (ITWS) Technology Refresh ............................. 151

ITWS – Technology Refresh & Disposition, W07.01-02 ..............................................................................151

C: Flight Service Programs ....................................................................................................... 152

2C01, Aviation Surface Weather Observation System ............................................................ 152

Aviation Surface Weather Observation Network (ASWON) – Technology Refresh, W01.03-01 ................152

2C02, Future Flight Services Program (FFSP) ......................................................................... 153

Future Flight Services Program, A34.01-01...................................................................................................153

2C03, Alaska Flight Service Facility Modernization (AFSFM) .............................................. 155

Alaska Flight Service Facility Modernization (AFSFM), F05.04-02.............................................................155

2C04, Weather Camera Program .............................................................................................. 156

Weather Camera Program – Future Segments, M08.31-02............................................................................156

D: Landing and Navigation Aids Programs ............................................................................. 158

2D01, VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment (DME)

 .................................................................................................................................................. 158

A, Very High Frequency Omni-Directional Range (VOR) Collocated with Tactical Air Navigation 

(VORTAC), N06.00-00 ................................................................................................................................. 158

B, VOR – Minimum Operating Network (MON) Implementation Program, N06.01-01 ..............................159

2D02, Instrument Landing Systems (ILS) – Establish ............................................................. 160

Instrument Landing Systems (ILS), N03.01-00 .............................................................................................160

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2D03, Wide Area Augmentation System (WAAS) for GPS .................................................... 162

Wide Area Augmentation System (WAAS), N12.01-00 ...............................................................................162

2D04, Runway Visual Range (RVR) & Enhanced Low Visibility Operations (ELVO) Program

 .................................................................................................................................................. 165

A, Runway Visual Range (RVR) – Replacement/Establishment, N08.02-00................................................165

B, Enhanced Low Visibility Operations (ELVO), N08.03-01 .......................................................................166

2D05, Approach Lighting System Improvement Program (ALSIP) ........................................ 168

Visual Navaids – ALSIP Continuation, N04.03-00 .......................................................................................168

2D06, Distance Measuring Equipment (DME) ........................................................................ 169

Sustain Distance Measuring Equipment (DME), N09.00-00 .........................................................................169

2D07, Visual Navaids - Establish/Expand ............................................................................... 170

Visual Navaids – Visual Navaids for New Qualifiers, N04.01-00 ................................................................. 170

2D08, Instrument Flight Procedures Automation (IFPA) ........................................................ 171

Instrument Flight Procedures Automation (IFPA) – Technology Refresh, Segment 1, A14.02-02 / X, 

Instrument Flight Procedures Automation (IFPA) – Technology Refresh, Segment 2, A14.02-03...............171

2D09, Navigation and Landing Aids – Service Life Extension Program (SLEP) ................... 173

Navaids – Sustain, Replace, Relocate, N04.04-00 .........................................................................................173

2D10, VASI Replacement – Replace with Precision Approach Path Indicator ....................... 175

Visual Navaids – Replace Visual Approach Slope Indicator (VASI) with Precision Approach Path Indicator 

(PAPI), N04.02-00 .........................................................................................................................................175

2D11, Global Positioning System (GPS) Civil Requirements ................................................. 176

GPS Civil Requirements, N12.03-01 .............................................................................................................176

2D12, Runway Safety Areas – Navigation Mitigation ............................................................. 177

Runway Safety Area – Navigation Mitigation, N17.01-01 ............................................................................177

E: Other ATC Facilities Programs ............................................................................................ 178

2E01, Fuel Storage Tank Replacement and Management ........................................................ 178

Fuel Storage Tank Replacement and Management, F13.01-00......................................................................178

2E02, Unstaffed Infrastructure Sustainment ............................................................................ 180

FAA Buildings and Equipment Sustain Support – Unstaffed Infrastructure Sustainment, F12.00-00...........180

2E03, Aircraft Related Equipment Program ............................................................................ 182

A, Aircraft Related Equipment (ARE) Program, M12.00-00.........................................................................182

X, Airbus Simulator Purchase - Advanced Fly-By-Wire Simulator – Additional Technology Refresh Projects, 

M12.01-04......................................................................................................................................................184

2E04, Airport Cable Loop Systems – Sustained Support ......................................................... 185

Airport Cable Loop Systems Sustained Support, F10.00-00..........................................................................185

2E05, Alaskan Satellite Telecommunication Infrastructure (ASTI) ........................................ 187

Alaskan Satellite Telecommunication Infrastructure (ASTI), C17.02-01......................................................187

2E06, Facilities Decommissioning ........................................................................................... 188

Decommissioning – Real Property Disposition, F26.01-01 ...........................................................................188

2E07, Electrical Power Systems – Sustain/Support ................................................................. 190

Power Systems Sustained Support (PS3), F11.01-01 / X, Power Systems Sustained Support (P3S) – Future 

Segments, F11.01-02......................................................................................................................................190

2E08, Energy Management and Compliance (EMC) ............................................................... 193

Energy Cost Savings – Energy Management and Compliance, F13.04-02....................................................193

2E09X, Independent Operational Test and Evaluation ............................................................ 195

X, Independent Operational Assessment (IOA), M25.00-00 .........................................................................195

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ACTIVITY 3: NON-AIR TRAFFIC CONTROL FACILITIES AND EQUIPMENT ........ 196

A: Support Equipment ............................................................................................................... 196

3A01, Hazardous Materials Management ................................................................................ 196

Environmental Cleanup / HAZMAT, F13.02-00 ...........................................................................................196

3A02, Aviation Safety Analysis System (ASAS) .................................................................... 197

Regulation and Certification for Infrastructure System Safety (RCISS) – Segment 2, A17.01-02 / X, 

Regulation and Certification for Infrastructure System Safety (RCISS) – Segment 3, A17.01-03................197

3A03, Logistics Support System and Facilities (LSSF) ........................................................... 200

Logistics Center Support System (LCSS) – Segment 2, M21.04-01 / X, Logistics Center Support System 

(LCSS) – Technology Refresh, M21.04-02 ...................................................................................................200

3A04, National Airspace System (NAS) Recovery Communications (RCOM) ...................... 202

Command and Control Communications (C3), C18.00-00............................................................................202

3A05, Facility Security Risk Management .............................................................................. 203

Facility and Infrastructure Security Program – Two, F24.01-02....................................................................203

3A06, Information Security ...................................................................................................... 204

Information Systems Security, M31.00-00 ....................................................................................................204

3A07, System Approach for Safety Oversight (SASO) ........................................................... 207

System Approach for Safety Oversight (SASO) – Phase 2a, A25.02-01 / System Approach for Safety 

Oversight (SASO) – Phase 2b, A25.02-02.....................................................................................................207

3A08, Aviation Safety Knowledge Management Environment (ASKME) ............................. 210

Aviation Safety Knowledge Management Environment (ASKME) – Segment 2, A26.01-01 ......................210

3A09, NextGen – System Safety Management Portfolio ......................................................... 211

A, Aviation Safety Information Analysis and Sharing (ASIAS), G07A.02-01..............................................211

B, Systems Safety Management Transformation, G07M.02-01.....................................................................213

3A10, National Test Equipment Program ................................................................................ 216

National Test Equipment Program, M17.01-01 .............................................................................................216

3A11, Mobile Assets Management Program ............................................................................ 217

Mobile Asset Management Program, F31.01-01 ...........................................................................................217

3A12, Aerospace Medicine Safety Information System (AMSIS) .......................................... 218

A, Aerospace Medicine Safety Information System (AMSIS), A35.01-01 ...................................................218

X, Aerospace Medical Equipment Needs (AMEN) – Technology Refresh – Phase 2, M53.01-02 ...............220

3A13, Tower Simulation System (TSS) Technology Refresh ................................................. 221

National Airspace System (NAS) Training - Equipment Modernization – Training Simulators – Tower 

Simulation System, M20.01-04......................................................................................................................221

B: Training, Equipment, and Facilities .................................................................................... 222

3B01, Aeronautical Center Infrastructure Modernization ........................................................ 222

Aeronautical Center Infrastructure Modernization, F18.00-00 ......................................................................222

3B02, Distance Learning .......................................................................................................... 224

Distance Learning, M10.00-00.......................................................................................................................224

ACTIVITY 4: FACILITIES AND EQUIPMENT MISSION SUPPORT ............................ 226

4A01, System Engineering (SE2020) and Development Support ............................................ 226

A, CIP Systems Engineering & Development Support – SE2020, M03.03-01..............................................226

B, Provide ANF/ATC Support (Quick Response), M08.01-00......................................................................228

4A02, Program Support Leases ................................................................................................ 229

Program Support Leases, M08.06-00.............................................................................................................229

4A03, Logistics Support Services (LSS) .................................................................................. 230

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NAS Regional/Center Logistics Support Services, M05.00-00 .....................................................................230

4A04, Mike Monroney Aeronautical Center Leases ................................................................ 232

Aeronautical Center Lease, F19.00-00...........................................................................................................232

4A05, Transition Engineering Support ..................................................................................... 233

A, NAS Integration Support Contract (NISC), M22.00-00............................................................................233

B, Configuration Management Automation (CMA), M03.01-02...................................................................234

4A06, Technical Support Services Contract (TSSC) ............................................................... 236

Technical Support Services Contract (TSSC), M02.00-00 ............................................................................236

4A07, Resource Tracking Program (RTP) ............................................................................... 237

Resource Tracking Program (RTP), M08.14-00 ............................................................................................237

4A08, Center for Advanced Aviation System Development (CAASD) .................................. 238

CIP Systems Engineering & Technical Assistance – MITRE, M03.02-00 ....................................................238

4A09, NextGen – Aeronautical Information Management Program ....................................... 240

AIM Modernization Segment 2, G05A.02-05 / X, AIM Modernization Segment 3, G05A.02-06................240

4A10, NextGen – Cross Agency NextGen Management ......................................................... 242

Cross Agency NextGen Management, G08M.04-01......................................................................................242

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ACTIVITY 1: ENGINEERING, DEVELOPMENT, TEST, AND 

EVALUATION

1A01, ADVANCED TECHNOLOGY DEVELOPMENT AND PROTOTYPING (ATDP)

FY 2015 Request $29.9M

• A, Runway Incursion Reduction Program (RIRP) – ATDP, S09.02-00

• B, System Capacity, Planning and Improvements – ATDP, M08.28-00

• C, Operations Concept Validation and Infrastructure Evolution – ATDP, M08.29-00

• D, Major Airspace Redesign – ATDP, M08.28-04

• E, Strategy and Evaluation – ATDP, M46.01-01

• F, Dynamic Capital Planning, M47.01-01

• G, Unified Contracting System (UCS), M08.46-01

• H, Operational Analysis and Reporting System (OARS), M08.32-03

• I, Next Generation Surveillance & Weather Radar Capability (NSWRC), S14.01-01

• X, Strategic Initiatives Analysis and Validation, M08.48-01

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, research emphasis will remain on technologies that provide for direct safety indications and alerts 

to pilots at large airports as well as those that can be applied cost effectively at small to medium airports. The 

program will test alternative airport surface detection technology and the application of these technologies for pilot, 

controller, and vehicle operator situational awareness tools. Current initiatives include Runway Safety Assessment 

(RSA) studies, Enhanced Final Approach Runway Occupancy Signal (eFAROS) evaluations and the removal of the 

Low Cost Ground Surveillance (LCGS) pilot sites. When appropriate, investment analyses will be performed to 

support acquisition and implementation of selected solutions. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 4 – Reduce Category A & B (most serious) runway incursions at a rate of no 

more than 0.395 per million operations, and maintain or improve through FY 2018.

Relationship to Performance Metric

The program is developing and testing technologies that aim to provide direct and preventive alerting to pilots and 

vehicle operators to reduce both the frequency and risk of runway incursions. Much of the program’s research 

emphasis is based on studies that show that direct pilot and vehicle warning mechanisms are the best defense against 

the most serious runway conflicts. For example, initial operational evaluations of Runway Status Lights (RWSL) 

technology have yielded a reduction in runway incursions of up to 70% at the test runways. Other RIRP technology 

development initiatives will explore other technologies that further support the performance metric.

Program Plans FY 2015 – Performance Output Goals 

• Develop documentation such as the Business Case Analysis Report (BCAR) required for an eFAROS 

Investment Analysis Readiness Decision (IARD) in support of terminal PMO.

• Develop annual technical and operational evaluation report of eFAROS units at all prototype locations.

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

• Complete report on testing of safety logic enhancements to Runway Incursion (RI) detection and prevention 

products.

• Publish initial Project Plan for evaluation of new initiative identified for Runway Incursion (RI) detection and 

prevention.

Program Plans FY 2016 – Performance Output Goals

• Complete annual technical and operational evaluation report of existing RIRP prototype systems.

• Complete annual report documenting results of human-in-the-loop (HITL) testing Human Factors (HF), safety 

logic, aircraft performance, or any uncertainty or deficiency pertaining to surface based RI indications. 

• Complete annual report on testing of safety logic enhancements to Runway Incursion (RI) detection and 

prevention products.

• Publish the Project Plan and Resource Management Plan (RMP) for the utilization of a Small Airport 

Surveillance Sensor (SASS) as a sensor to drive the activation of direct to pilot alerting safety logic.

Program Plans FY 2017 – Performance Output Goals

• Complete annual technical and operational evaluation report of existing RIRP prototype systems.

• Complete annual report documenting results of human-in-the-loop (HITL) testing HF, safety logic, aircraft 

performance, or any uncertainty or deficiency pertaining to surface based RI indications. 

• Complete annual report on testing of safety logic enhancements to Runway Incursion (RI) detection and 

prevention products.

• Complete report documenting candidate site selection for a system to test the utilization of a Small Airport 

Surveillance Sensor (SASS) as a sensor to drive the activation of direct to pilot alerting safety logic.

• Complete report on integration of a system to test the utilization of a Small Airport Surveillance Sensor (SASS) 

as a sensor to drive the activation of direct to pilot alerting safety logic.

• Publish the initial Project Plan and Resource Management Plan (RMP) for the utilization of fiber optics as a 

sensor to drive the activation of direct to pilot alerting safety logic.

Program Plans FY 2018 – Performance Output Goals

• Complete annual technical and operational evaluation report of existing RIRP prototype systems.

• Complete annual report documenting results of human-in-the-loop (HITL) testing HF, safety logic, aircraft 

performance, or any uncertainty or deficiency pertaining to surface based RI indications. 

• Complete annual report on testing of safety logic enhancements to Runway Incursion (RI) detection and 

prevention products.

• Complete report on results of initial shadow operations testing for the utilization of a Small Airport Surveillance 

Sensor (SASS) as a sensor to drive the activation of direct to pilot alerting safety logic.

• Complete report documenting candidate site selection for a system to test the utilization of fiber optics as a 

sensor to drive the activation of direct to pilot alerting safety logic. 

• Complete report on integration of a system to test the utilization of fiber optics as a sensor to drive the 

activation of direct to pilot alerting safety logic.

Program Plans FY 2019 – Performance Output Goals

• Complete annual technical and operational evaluation report of existing RIRP prototype systems.

• Complete annual report documenting results of human-in-the-loop (HITL) testing HF, safety logic, aircraft 

performance, or any uncertainty or deficiency pertaining to surface based RI indications. 

• Complete annual report on testing of safety logic enhancements to Runway Incursion (RI) detection and 

prevention products.

• Complete annual report documenting results of using a Small Airport Surveillance Sensor (SASS) as a sensor to 

drive the activation of direct to pilot alerting safety logic.

• Complete report on results of initial shadow operations testing for the utilization of fiber optics as a sensor to 

drive the activation of direct to pilot alerting safety logic.

• Complete preliminary report on Digital-Lighting Application (surveillance integration).

 

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

B, System Capacity, Planning and Improvements – ATDP, M08.28-00 

 

Program Description 

The System Capacity, Planning, and Improvements program provides data and analyses on the NAS operations to 

FAA executives and managers to help them identify deficiencies and develop proposals to improve NAS 

performance.

This work includes: 

• Airport modeling and analysis using actual data collected from ATC systems in the field to determine the 

value of potential improvements in airspace or airfield modifications;

• Enhancements of the Performance Data Analysis and Reporting System (PDARS) which is a fully 

integrated performance measurement tool designed to help the FAA improve the NAS by tracking the daily 

operations of the ATC system and their environmental impacts;

• PDARS provides operational data to baseline the measurement and analysis of Next Generation Air 

Transportation System (NextGen) capability improvements such as the efforts to support Optimization of 

Airspace and Procedures in the Metroplex (OAPM);

• Leveraging new technologies to enhance capabilities of PDARS;

• Development of new Agency level metrics to enhance management awareness of, and response to, system 

performance. Maintain and enhance the FAA Operational Metrics Web Page;

• The benchmarking of ATO performance with other Air Navigation Service Providers (ANSP) to support 

joint projects with EUROCONTROL and as part of International Civil Aviation Organization (ICAO), 

Civil Air Navigation Services Organization (CANSO) and Aerospace Transportation Advisory Group 

(ATAG) work plans. These efforts are performed to respond to inquiries on global flight efficiency 

performance targets for Air Traffic Management (ATM) or more general inquiries on the overall flight 

inefficiency that may be attributed to ATM;

• Provide analytical and modeling support for Commercial Space initiatives;

• Airport capacity studies that provide critical information for studies such as the Future Airport Capacity 

Task (FACT); and,

• Provide performance modeling and economic analysis to develop a business case with ICAO member 

states for space base ADS-B over the North Atlantic.

The program provides a means for experts from the FAA, academia, and industry collaborate to analyze and develop 

recommendations for improving capacity and system efficiency, and reducing delays at specific airports. It has the 

added capability of using its performance measurement systems and operations research to quantify the efficiency of 

the NAS and form the basis of proposals for overall system improvements.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core Airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric 

This program will facilitate the modeling, measurement and analysis of new runways, airfield improvements, air 

traffic procedures, and other technological implementations to improve airport capacity and system efficiency. 

Study Teams evaluate alternatives for increasing capacity at specific airports that are experiencing or are projected 

to experience significant flight delays. Capacity studies provide recommendations for improving airspace and 

airport capacity. For example recent capacity studies were completed to improve operations at Newark Liberty 

International Airport (EWR), John F. Kennedy International Airport (JFK), San Francisco International Airport 

(SFO), and Seattle-Tacoma International Airport (SEA).

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Fiscal Years 2015-2019 Activity 1

Program Plans FY 2015 – Performance Output Goals

• Develop concept of operations to convert PDARS into a net centric system.

• Support PDARS system enhancement as needed to support NextGen Programs and Technologies.

• Support NextGen reporting capabilities to improve NextGen Program and Technology analysis. 

• Complete connectivity to ERAM to include remaining available sites.

• Provide PDARS baseline data for before/after analysis of NextGen programs.

• Incorporate noise profiling technology via the Aviation Environmental Design Tool (AEDT) module.

• Complete PDARS analysis to evaluate and improve the weather metric.

• Produce Joint Performance Benchmark Report with EUROCONTROL.

• Complete PDARS modernization plan.

• Provide performance modeling and economic analysis information to support the development of a business 

case with ICAO member states for space base ADS-B Out over the North Atlantic. 

Program Plans FY 2016 – Performance Output Goals

• Complete design of PDARS into a net centric system.

• Support PDARS system enhancement as needed to support NextGen Programs and Technologies.

• Support NextGen reporting capabilities to improve NextGen Program and Technology analysis. 

• Provide airport capacity modeling and annual service volume analysis report to support the Future Airport 

Capacity Task (FACT) report. 

• Produce Joint Performance Benchmark Report with EUROCONTROL/the European Commission. 

• Prepare white paper on methodologies to standardize international measurement of system capacity, throughput, 

predictability and efficiency.

• Initiate PDARS modernization.

• Complete enhancement of Harmonize FAA Metrics webpage.

• Provide performance modeling and economic analysis information to support the development of a business 

case with ICAO member states for space base ADS-B Out over the North Atlantic. 

Program Plans FY 2017 – Performance Output Goals

• Initiate implementation of PDARS into a net centric system.

• Initiate connectivity of PDARS to SWIM.

• Support PDARS system enhancement as needed to support NextGen Programs and Technologies.

• Support NextGen reporting capabilities to improve NextGen Program and Technology analysis. 

• Produce Annual Joint Performance Benchmark Report with EUROCONTROL/European Commission. 

• Conduct a workshop to examine development and coordination of international standardized measurement of 

system capacity, through put, predictability and efficiency.

• Provide performance modeling and economic analysis information to support the development of a business 

case with ICAO member states for space base ADS-B Out over the North Atlantic. 

Program Plans FY 2018 – Performance Output Goals

• Complete implementation of PDARS into a net centric system.

• Continue connectivity of PDARS capability to SWIM.

• Support PDARS system enhancement as needed to support NextGen Programs and Technologies.

• Support NextGen reporting capabilities to improve NextGen Program and Technology analysis. 

• Conduct a workshop to examine development and coordination of international standardized measurement of 

system capacity, through-put, predictability and efficiency.

• Produce Joint Performance Benchmark Report with EUROCONTROL.

• Complete PDARS modernization.

• Provide performance modeling and economic analysis information to support the development of a business 

case with ICAO member states for space base ADS-B Out over the North Atlantic. 

Program Plans FY 2019 – Performance Output Goals

• Complete connectivity of PDARS capability to SWIM.

• Support PDARS system enhancement as needed to support NextGen Programs and Technologies.

• Support NextGen reporting capabilities to improve NextGen Program and Technology analysis. 

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Fiscal Years 2015-2019 Activity 1

• Produce Joint Performance Benchmark Report with EUROCONTROL.

• Provide performance modeling and economic analysis information to support the development of a business 

case with ICAO member states for space base ADS-B Out over the North Atlantic. 

 

C, Operations Concept Validation and Infrastructure Evolution – ATDP, M08.29-00 

 

Program Description

Developing operational concepts is the first step in developing an Enterprise Architecture. This program develops 

and validates NAS level operational concepts that are key to the FAA’s modernization programs and the Next 

Generation Air Transportation System (NextGen). This program conducts the overall analysis and planning for 

NAS evolution by determining the required annual updates to the following NAS Enterprise Architecture products: 

Operational Improvements, Operational Sustainment and Operational Requirements. It executes research, 

engineering analysis, and evaluation in support of mission analysis and investment analysis. This program conducts 

shortfall analyses as part of service analysis and ensures the linkage of proposed solutions back to validated 

operational needs to support budget planning and investment decisions. This program develops and maintains 

detailed second level concepts that support validation and requirements development. This work ensures that the 

NAS level operational concept and sustainment activities are integrated and consistent with the overall NAS 

Enterprise Architecture. In addition, this project supports the development and sustainment of analytical and 

computer models used to assess and validate operational changes to the NAS. Specifically, the program supports the 

following activities:

• Conduct analyses to support assessments of new air traffic control operational concepts.

• Develop common concept development, validation, and measurement methodologies to support Single 

European Sky ATM Research (SESAR) Joint Undertaking.

• Develop concepts of use to describe the operational use of new communication, navigation, automation, 

surveillance and flight deck capabilities.

• Produce reports on concept development and validation findings including 2nd-level concepts, fast-time 

analyses and human-in-the-loop real time studies.

• Develop operational, information and performance requirements.

This program contributes to the FAA’s support for the RTCA, a non-profit association that develops standards based 

on manufacturers, government, and aviation operator inputs. RTCA also recommends operational improvements to 

increase the efficiency of air transportation.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Concept validation supports development, analysis, and simulation of new concepts to assess requirements and to 

evaluate the impact of the concept on system capacity, efficiency, safety and human performance. Evaluation 

criteria include the following:

• Impact/Improvement to Air Traffic Service Providers, airspace users, and automation that could increase 

capacity,

• Impact/Improvement on airspace structure which may increase productivity and hence capacity, 

• Impact/Improvement on communication, navigation, and surveillance (CNS) requirements to support the 

FAA’s efforts to reducing cost, increasing capacity and efficiency and;

• Impact/Improvement on automation, display, and facility configuration elements to increase productivity 

and hence capacity.

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Fiscal Years 2015-2019 Activity 1

Program Plans FY 2015 – Performance Output Goals

• Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2014.

• Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2014.

Program Plans FY 2016 – Performance Output Goals

• Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2015. 

• Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2015.

Program Plans FY 2017 – Performance Output Goals

• Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2016. 

• Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2016.

Program Plans FY 2018 – Performance Output Goals

• Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2017. 

• Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2017.

Program Plans FY 2019 – Performance Output Goals

• Develop and provide annual updates to the NAS Enterprise Level Operational Requirements to reflect the 

results of research and development conducted in 2018. 

• Develop and provide annual updates to the NAS Enterprise Architecture for NAS level Operational 

Improvements and operational sustainment activities based on completed research and acquisition decisions 

made in 2018.

 

D, Major Airspace Redesign – ATDP, M08.28-04 

 

Program Description 

The Major Airspace Redesign program (formerly known as the Airspace Management Program) supports increased 

efficiency and enhanced safety by funding changes in facilities necessary to accommodate airspace redesign. 

Implementation of an airspace redesign frequently results in changes to the number and span of control of 

operational positions or sectors, including changes to sector, area or facility boundaries. Transition to a new 

configuration resulting from airspace redesign requires changes in the supporting infrastructure. These 

infrastructure changes can include: 

• Radio frequencies, connecting a radio site to a control facility, 

• Position to position connectivity, 

• Surveillance infrastructure modifications to ensure proper radar coverage; 

• Automation modifications to facility data and flight data processing; 

• Inter-facility communication modifications; 

• Additional consoles and communication backup needs; and 

• Modifications to facility power and cabling. 

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Fiscal Years 2015-2019 Activity 1

The program also supports the use of risk management and collaborative evaluation capabilities to identify 

requirements, opportunities and threats in the early stages of the design process. 

Current projects include: 

• New York/New Jersey/Philadelphia Airspace Redesign: Encompasses a complete redesign of the airspace 

in the New York and Philadelphia metropolitan areas to accommodate growth while enhancing safety, 

reducing delay, and taking advantage of new technologies. Planned project implementation is scheduled 

for December 2016. 

• Las Vegas Airspace Optimization: Addresses operational problems in the Las Vegas metropolitan area by 

optimizing airspace without any airfield construction. Western Service Area has the planned project 

implementation scheduled by the end of FY 2016. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Airspace Redesign will increase system efficiency by reducing limitations that the airspace places on the system. 

Congestion, complexity and limited departure points in the current airspace can result in restrictions, limiting airport 

throughput. Airspace redesign addresses large, complex, multi-facility changes impacting National Airspace System 

performance. 

Program Plans FY 2015 – Performance Output Goals 

• Conduct post- implementation evaluations. 

• Conduct engineering for airspace redesign implementation. 

• Support infrastructure changes resulting from airspace redesign. 

Program Plans FY 2016 – Performance Output Goals 

• Conduct post- implementation evaluations. 

• Support infrastructure changes resulting from airspace redesign. 

• Support Las Vegas Airspace Optimization Implementation.

Program Plans FY 2017 – Performance Output Goals 

• Implement NY/NJ/PHL Airspace Redesign.

Program Plans FY 2018 – Performance Output Goals 

• Conduct post- implementation evaluations. 

• Support infrastructure changes resulting from airspace redesign.

• Conduct engineering for airspace redesign implementation.

Program Plans FY 2019 – Performance Output Goals 

• Conduct post- implementation evaluations. 

• Support infrastructure changes resulting from airspace redesign.

• Conduct engineering for airspace redesign implementation.

 

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Fiscal Years 2015-2019 Activity 1

E, Strategy and Evaluation – ATDP, M46.01-01 

 

Program Description 

The Strategy and Evaluation Program develops and maintains mathematical models of the National Airspace System 

(NAS) which are used to help guide NextGen investments. FAA’s modeling suite includes models of varying scope, 

from systems dynamics models of the entire air transportation system to detailed airport surface models. 

Several of the existing models are obsolete and cannot support the analysis of advanced Air Traffic Management 

(ATM) concepts. The Strategy and Evaluation program is developing two new computer models to rectify these 

shortfalls. These models will aid organizations throughout the FAA with analyses of proposed new investments, 

trade-off studies, and analyses of the impacts of changes in operational conditions (e.g., weather, air carrier 

schedules, etc.) on NAS performance.

1. An Airport Capacity Model is being developed for use in analyzing new airport capacity-related projects. 

The model facilitates rapid analysis of airport improvements, the impact of air travel demand changes, and 

ATM technology insertions. The model will be used for runway capacity studies, investment analyses, 

NextGen analyses, and the evaluation of airport infrastructure changes. The model provides a de facto 

standard for airport capacity analyses. A Beta version of this model, known as ADSIM+, has been 

delivered to the FAA.

2. A System-Wide NAS Model is being developed to replace the existing National Airspace System 

Performance Analysis Capability (NASPAC) model. A new system-wide model is required to analyze 

advanced ATM concepts and aid with NextGen program trade-off studies, investment analyses, and NAS 

performance analyses. The model is being developed in a “spiral” fashion, which adds enhancements to 

the initial model as they are completed. Some components of the new model, now known as the SystemWide Analysis Capability (SWAC), are currently being used by FAA and contractors to support ongoing 

analyses.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

In order to achieve this and other capacity metrics, the FAA is undertaking a considerable investment in NextGen. 

NextGen is a wide-ranging transformation of the air transportation system. Numerous cost-benefit and engineering 

trade studies are required to support this massive undertaking. Previously, the FAA relied on a suite of outdated 

models for analyzing the impact of proposed changes to ATM procedures, equipment, and airport infrastructure, as 

well as anticipated changes in the quantity, composition, and distribution of air traffic. These legacy models were 

not capable of analyzing the new technologies and procedures of NextGen. New models will be used for evaluating 

proposed operational improvements such as optimized profile descents, oceanic in trail procedures, trajectory-based 

operations, surface traffic management, collaborative ATM, etc. New and improved models are needed to provide 

the analytical capabilities required to support these NAS improvements and help us realize our capacity objectives.

Program Plans FY 2015 – Performance Output Goals

• Delivery of new SWAC executable software incorporating additional weather forecast products to better 

represent capacity uncertainty.

• Delivery of new SWAC executable software incorporating a controller workload model to better represent en 

route sector capacity.

• Delivery of new SWAC executable software incorporating advanced surface capabilities (sequencing, runway 

assignment, configuration management, etc).

• Delivery of new ADSIM+ executable software incorporating arrival/departure fix balancing function.

8 
Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

• Delivery of new ADSIM+ executable software incorporating improvements to Standard Instrument Departure 

(SID) and Standard Terminal Arrival Route (STAR) procedure representation. 

Program Plans FY 2016-2019 – Performance Output Goals

• None. 

 

F, Dynamic Capital Planning, M47.01-01 

 

Program Description 

Dynamic Capital Planning supports FAA acquisition programs by: 

• Tracking NAS Plan schedules for all Capital Programs; 

• Determining and validating quantitative and qualitative economic value and internal benefits for capital 

programs; 

• Comparing financial performance to approved baselines for all major programs; 

• Tracking field implementation status of all NAS programs by site; and

• Capitalizing NAS Plan installed equipment which includes final disposal of retired assets in financial 

statements.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 8 – Maintain 90 percent of major system investments within 10 percent variance 

of current baseline total budget at completion. (FAA Business Planning Metric)

Relationship to Performance Metric

Dynamic Capital Planning helps capital programs maintain baselines by providing program tracking and analysis 

which leads to better baseline investment decisions and early identification of programs that are not performing so 

corrective actions can be implemented.

Program Plans FY 2015-2019 – Performance Output Goals

• Provide monthly Capitalization report.

• Provide monthly program baseline status report.

 

G, Unified Contracting System (UCS), M08.46-01 

 

Program Description

The Unified Contracting System (UCS) Program will unify the management of FAA procurement processes under 

one system that improves efficiency, reduces costs, standardizes work products, and eliminates redundant and paperbased processes. UCS will be an electronic and secure internet-based system that incorporates a contract lifecycle 

management system to automate contract formulation and execution (planning, pre-award, award, 

administration/post-award, and close-out). UCS will use a sophisticated Graphical User Interface (GUI) based 

toolset, which will allow future acquisitions process changes to be implemented by the FAA, with minimal external 

support. This automated system will provide accurate and timely acquisition data, electronic storage and retrieval of 

contractual documents and data, and management information reports – such as workload distribution and the list 

and content of each contracting action through the lifecycle of the acquisition. UCS will be utilized at all FAA 

offices and organizations involved in procurement contracts for CIP Projects and other acquisitions. 

UCS will be implemented in an iterative and modular approach. The modules will encompass some or all aspects of 

the following functionality: 

• Automate manual procurement processes; 

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Fiscal Years 2015-2019 Activity 1

• Interface with the FAA’s financial system, Oracle 12i, and; 

• Replace the functionality used in FAA’s current procurement funds obligation and commitment system 

(PRISM), to include sending required procurement data to the Federal Procurement Data System Next 

Generation FPDS-NG, which is a congressionally required database established to collect historical and 

statistical information about the government's procurements to report how and where tax dollars are spent:

Specific functionality incorporated into the UCS program will include:

• Purchase Card Purchasing System (PCPS) – an automated process for purchase card usage Agency-wide;

• Transition from paper procurement documents and content management to electronic management 

(Electronic Document Management System);

• Automated procurement processes (e.g., routing / approvals) for all contract types and all procurement 

phases (e.g., planning, pre-award, post-award /administration, and close-out);

• Initiate requisitions and manage contract funds through Requisition to Obligation and interface with the 

FAA’s financial system;

• Statement of Work (SOW) creator / generator;

• Contract writing / contract clause generator; and

• Contractor labor rates engine / repository – a database for all contractor labor rates, allowing for improved 

accuracy in developing Independent Government Cost Estimate (IGCE) and contract rates negation.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure. 

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric 

UCS will implement cost effective initiatives by consolidating the supporting information and actions taken as part 

of FAA’s procurement process under one system. This will reduce the time for issuing, maintaining and closing out 

contract actions and eliminate paper-based processes. UCS will normalize and streamline the procurement process 

by providing an integrated system that uses automated workflow processes, functions and standards, and electronic 

document management. UCS will provide users and management access to reporting on status, allocation of effort, 

task durations, and other user and management measurements. The Agency has over 300 procurement 

officers/specialists who process over 44,500 actions per year (based on FY 2013 calculations). By implementing 

UCS, the cycle time from receipt of Procurement Request (PR) to award will be improved, thus contributing to a 

10% reduction in time to award major system contracts. Other program performance goals include: Increased 

productivity through standardized and automated processes; improved quality and accessibility to data by 

eliminating paper based processes; and improved cycle time through automation and standardization. UCS will 

eventually replace the legacy (costly) FAA procurement funds obligation and commitment system (PRISM). 

Program Plans FY 2015 – Performance Output Goals

• Achieve IOC for Automated Procurement Process (APP) version 1.0.

• Achieve IOC for Contract Writing module.

Program Plans FY 2016 – Performance Output Goals

• Achieve IOC for Requisition to Obligation (R2O) module (PRISM Replacement). 

• Achieve IOC for Automating Procurement Processes (APP) version 2.0.

Program Plans FY 2017 – Performance Output Goals

• Achieve IOC for Statement of Rates Engine module.

• Achieve IOC for Automated Procurement Process (APP) version 3.0.

Program Plans FY 2018 – Performance Output Goals

• Achieve IOC for Statement of Work Generator (SOWGen) module.

• Achieve IOC for Automated Procurement Process (APP) version 4.0.

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Fiscal Years 2015-2019 Activity 1

Program Plans FY 2019 – Performance Output Goals

• Achieve IOC for Automated Procurement Process (APP) version 5.0. (Prior Year Funds)

System Implementation Schedule

 

H, Operational Analysis and Reporting System (OARS), M08.32-03 

Program Description 

The Air Traffic Organization’s (ATO) Operational Analysis and Reporting System (OARS) (previously titled 

“Safety Analysis Tool”) will provide a prognostic approach to identifying and managing NAS-wide safety trends 

and emerging risks before they result in accidents or incidents. This initiative will deliver a suite of analytical 

capabilities and user interfaces not currently available to achieve the next level of safety required to support the 

introduction of NextGen technologies, operational concepts, and procedures into the NAS and to enhance the ATO’s 

Safety Management System (SMS).

In order to identify safety trends and emerging risks, the ATO collects and analyzes operational data to identify and 

classify potential hazards; it then uses the results of these analyses to make decisions on how to best mitigate any 

potentially unacceptable safety risks. The OARS will provide the ATO with near real time automated data sharing 

capability among legacy and future systems, databases, and tools utilized for safety risk analysis across the NAS. 

By facilitating automated data sharing, OARS will provide the end-user with quick and easy access to consistent, 

accurate and timely data and allow more efficient, comprehensive, and proactive analyses of risk in the NAS.

At its core, OARS will be a centralized platform for ATO data distribution, fusion from multiple locations, and 

warehousing. It will be an integrated suite of inter-connected databases and applications. OARS will be one system 

comprised of centralized hardware and software consisting of commercial off the shelf (COTS) items when possible. 

OARS will leverage the technology of existing FAA systems such as the System-Wide Information Management 

(SWIM) system and the FAA Telecommunications Infrastructure (FTI). 

Functionally, OARS will: (1) Directly support the ATO’s safety core business functions by integrating all ATO 

domains to identify, create, standardize, analyze, assess, and disseminate safety data throughout ATO and external 

organizations; and (2) Integrate with operational NAS systems to ensure that the information required to 

successfully implement the SMS is readily available, not only for component-level safety assessments, but also for 

an integrated system safety approach. 

An investment analysis readiness decision (IARD) for this program is planned for FY 2014. Initial Investment 

Decision (IID) is planned for FY 2015 (January 2015). The Final Investment Decision (FID) is planned in FY 2016 

(January 2016).

 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 5 – Reduce risks in flight by limiting the rate of the most serious losses of 

standard separation to 20 or fewer for every thousand (.02) losses of standard separation within the 

National Airspace System.

Unified Contracting System (UCS) 

First IOC: October 2015 -- Full Deployment: September 2019 UCS

2010 2015 2020

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Fiscal Years 2015-2019 Activity 1

Relationship to Performance Metric

To achieve the next level of safety, the traditional methods of identifying operational errors after the fact are not 

enough. OARS will allow the FAA to identify the high risk events for all phases of flight. This data will be used to 

identify corrective action plans to mitigate high risk events in the NAS. This will allow the strategic management of 

financial, equipment, and personnel resources and the prioritization of efforts to obtain the maximum safety 

improvement in the most cost effective manner. 

Program Plans FY 2015 – Performance Output Goals

• Achieve a JRC Initial Investment Decision.

Program Plans FY 2016 – Performance Output Goals

• Achieve a JRC Final Investment Decision in FY 2016. (Prior year funding)

Program Plans FY 2017-2019 – Performance Output Goals

• None.

 

I, Next Generation Surveillance & Weather Radar Capability (NSWRC), S14.01-01 

 

Program Description 

The Next Generation Surveillance and Weather Radar Capability (NSWRC) will provide a cost-effective 

replacement for legacy primary terminal surveillance and weather radars. The FAA currently operates several 

models of Airport Surveillance Radars (ASR) and the Terminal Doppler Weather Radars (TDWR) for terminal 

aircraft surveillance and weather detection. The technology of the majority of these systems is over 20 years old and 

in some cases over 40 years old, and most of these systems have exceeded their service life. Ongoing technology 

refresh and Service Life Extension Programs (SLEPs) may keep these radars operating in the near-term; however, as 

the demands of the NAS increase it is becoming increasingly clear that the present radars will not be capable of 

delivering the required functionality in the future. 

Shortfalls that will be addressed by the NSWRC include: 

• Limited ability to detect and track Unmanned Aircraft Vehicles (UAV) and other non-cooperative aircraft,

• Reduced ability to detect and track aircraft and weather in the presence of ground clutter, such as wind farm 

interference,

• Insufficient temporal and spatial resolution of weather data to meet NextGen weather requirements,

• Inability to independently determine aircraft altitude for terminal surveillance,

• Increasing Operations and Maintenance (O&M) costs caused by more frequent mechanical failures across 

multiple radar types and models,

• Inability to collect weather data that falls into radar coverage gaps,

• Inability to effectively discriminate between different types of low speed airborne targets (aircraft, birds, 

balloons, hang gliders, etc.), and

• Inability to effectively discriminate between different types of precipitation (rain, ice, sleet, hail, etc.).

This program plans to acquire and deploy approximately 230 FAA operational radar systems with a 5-7 year 

development period and a 15 year deployment period that will be managed by establishing multi-segmented 

program baselines. 

NSWRC completed the Concept Requirements Definition Readiness (CRDR) in December 2012; and is on track for 

an Investment Analysis Readiness Decision (IARD) by December 30, 2014; Initial Investment Decision (IID) by 

2016; and Final Investment Decision (FID) by 2017. 

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

Significant cost avoidance will be realized by NSWRC by assuming the mission of the 381 legacy radar systems and 

reducing the extensive overlapping coverage of those legacy radars. This could reduce the segment of radars needed 

for terminal surveillance from the current total of 281 to a predicted 230 systems. In addition, a common NSWRC 

platform will consolidate four separate life-cycle support infrastructure capabilities into one common second level 

engineering, depot and training capability reducing life-cycle support costs. 

 

Program Plans FY 2015 – Performance Output Goals

• Achieve Investment Analysis Readiness Decision (IARD).

Program Plans FY 2016-2019 – Performance Output Goals

• None. 

 

X, Strategic Initiatives Analysis and Validation, M08.48-01 

 

Program Description 

Strategic Initiatives Analysis and Validation will develop concepts and plans for future capital investment activities 

necessary to accomplish the Agency Strategic initiatives. The Agency has developed 4 strategic initiatives for 

accomplishment in the 2014-2018 timeframe. These initiatives are: 

• Make Aviation Safer and Smarter

• Deliver Benefits through Technology and Infrastructure

• Enhance Global Leadership

• Empower and Innovate with the FAA’s people

A series of sub-initiatives and activities have been developed to support the accomplishment of the initiatives. This 

program will perform the analysis to identify shortfalls by doing a gap analysis of current capabilities versus long 

term vision of the initiative. The program will develop priorities, costs, and implementation strategies for proposed 

solutions.

 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

Strategic Initiatives Analysis and Validation supports cost efficiency initiatives by determining the most cost 

effective capital investment strategies and solutions to support Agency Strategic Initiatives. Validation of activities 

and costs prior to implementation will avoid unforeseen and unnecessary costs. 

Program Plans FY 2015-2016 – Performance Output Goals

• None.

Program Plans FY 2017-2019 – Performance Output Goals

• Complete report on prior year accomplishment of activities.

• Develop an approved program plan for activities in the current year.

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

 

1A02/1A03, NAS IMPROVEMENT OF SYSTEM SUPPORT LABORATORY

FY 2015 Request $1.0M

FY 2015 Request $12.0M

System Support Laboratory Sustained Support, F14.00-00 

 

Program Description

The William J. Hughes Technical Center (WJHTC) System Support Laboratory line item sustains the facilities and 

supporting infrastructure necessary for research, development, test, and evaluation of NAS and NextGen systems. 

The WJHTC provides the FAA’s centralized set of laboratories that are used to develop prototype systems and 

NextGen solutions that are tested and integrated into the NAS. Once systems become operational, the prototypes 

become part of the FAA’s test bed and are used to support development and test necessary changes to the 

operational field sites over their lifecycle. It is necessary to sustain these laboratories systems in configurations and 

capabilities that match field sites that currently exist or are planned in the future. Testing and support facilities 

include: 

• En Route System Support Facility; 

• Terminal System Support Facility; 

• Oceanic System Support Facility;

• Traffic Management Systems;

• Weather Systems; 

• Communications Systems; 

• Radar Systems; 

• Navigation and Tracking Systems; 

• Target Generator Facility; 

• Cockpit and Tower Simulation Facilities; 

• Human Factors Laboratory; and 

• Flying Laboratories, which are specially instrumented test aircraft.

Maintaining a centralized core of test beds reduces the overall cost to the FAA and increases efficiency in testing 

and preparing new systems for operational use. 

The Improvement of the System Support Laboratory Program includes upgrading and enhancing electrical and 

electronic equipment to allow testing of new or modified systems and reconfiguration of laboratory space to support 

the removal of decommissioned systems and installation of new systems. It also procures unique equipment and 

systems that can interface and switch the various systems into multiple test and field support configurations. A 

centralized laboratory has the flexibility to test both individual systems and the interfaces between systems and 

avoids the cost of operating multiple test facilities for new equipment testing and support.

Laboratory Sustainment:

The FAA’s centralized set of laboratories located at the WJHTC provide the infrastructure for research, 

development, testing, and field support to FAA’s CIP programs. These laboratories provide around the clock 

operational support to En Route, Terminal, and other ATC facilities fielded throughout the nation. It is necessary to 

sustain these laboratory systems in configurations and capabilities that match field sites that currently exist or are 

planned for the future. This activity provides for the ongoing sustainment of the WJHTC NAS and NextGen 

laboratories.

Laboratory Modernization:

The FAA’s centralized set of laboratories located at the WJHTC provide the infrastructure for research, 

development, testing, and field support to FAA’s CIP programs. It is necessary to upgrade and improve the 

supporting laboratory infrastructure and equipment to provide a laboratory platform capable of supporting FAA 

programs. This activity provides for the modernization of the laboratory infrastructure. The Laboratory Master 

Plan, developed in 2010, identified over 150 improvement areas. The Laboratory Services Division’s Quality 

14
Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

Management reevaluates the priority list of projects annually to validate needs and review emerging and/or urgent 

projects which may take priority over planned improvements. Additionally, some future improvement projects may 

be implemented sooner because an opportunity existed that would save the government money.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

This centralized testing facility serves as the FAA's research, development, testing and evaluation, and field support 

location. With centralization of these functions, each acquisition program need not establish and maintain separate 

laboratory facilities to support research, development, test, evaluation, and field support for their program. It also 

enables the FAA to evaluate concepts and programs that span more than one domain of the NAS and integrate 

NextGen solutions into the NAS. This reduces the overall cost to the FAA and helps critical acquisition programs 

maintain cost and schedule targets. This results in overall operational efficiency to the FAA.

Program Plans FY 2015 – Performance Output Goals

Laboratory Sustainment: 

• Complete independent external surveillance audits of the Laboratory Services Division Quality Management 

procedures and processes.

• Maintain a Quality Management Customer Feedback response rating of 3 or higher (meets or exceeds customer 

requirements).

• Address 75% of the Corrective and Preventive Action Requests identified in the surveillance audits for FY 

2015.

Laboratory Modernization:

• Initiate at least 75% of the Laboratory Infrastructure improvements targeted for FY 2015. Laboratory 

Modernization include projects such as ongoing panel board replacements, Computer Air Conditioner (CAC) 

replacements, raised floor upgrades, laboratory lighting upgrades, laboratory signage replacements, 

Uninterrupted Power Supply (UPS) power monitoring system phase 2 and other infrastructure projects to be 

determined by laboratory system decommissioning and installations.

Program Plans FY 2016 – Performance Output Goals

Laboratory Sustainment: 

• Complete independent external surveillance audits of the Laboratory Services Division Quality Management 

procedures and processes.

• Maintain a Quality Management Customer Feedback response rating of 3 or higher (meets or exceeds customer 

requirements).

• Address 75% of the Corrective and Preventive Action Requests identified in the surveillance audits for FY 

2016.

Laboratory Modernization:

• Initiate at least 75% of the Laboratory Infrastructure improvements targeted for FY 2016. Laboratory 

Modernization include projects such as ongoing panel board replacements, CAC replacements, raised floor 

upgrades and other infrastructure projects to be determined by laboratory system decommissioning and 

installations.

Program Plans FY 2017 – Performance Output Goals

Laboratory Sustainment: 

• Complete independent external surveillance audits of the Laboratory Services Division Quality Management 

procedures and processes.

• Maintain a Quality Management Customer Feedback response rating of 3 or higher (meets or exceeds customer 

requirements).

• Address 75% of the Corrective and Preventive Action Requests identified in the surveillance audits for FY 

2017.

15
Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

Laboratory Modernization:

• Initiate at least 75% of the Laboratory Infrastructure improvements targeted for FY 2017. Laboratory 

Modernization include projects such as ongoing panel board replacements, CAC replacements, raised floor 

upgrades and other infrastructure projects to be determined by laboratory system decommissioning and 

installations.

Program Plans FY 2018 – Performance Output Goals

Laboratory Sustainment: 

• Complete independent external surveillance audits of the Laboratory Services Division Quality Management 

procedures and processes.

• Maintain a Quality Management Customer Feedback response rating of 3 or higher (meets or exceeds customer 

requirements).

• Address 75% of the Corrective and Preventive Action Request identified in the surveillance audits for FY 2018.

Laboratory Modernization:

• Initiate at least 75% of the Laboratory Infrastructure improvements targeted for FY 2018. Laboratory 

Modernization include projects such as ongoing panel board replacements, CAC replacements, raised floor 

upgrades and other infrastructure projects to be determined by laboratory system decommissioning and 

installations.

Program Plans FY 2019 – Performance Output Goals

Laboratory Sustainment: 

• Complete independent external surveillance audits of the Laboratory Services Division Quality Management 

procedures and processes.

• Maintain a Quality Management Customer Feedback response rating of 3 or higher (meets or exceeds customer 

requirements).

• Address 75% of the Corrective and Preventive Action Requests identified in the surveillance audits for FY 

2019.

Laboratory Modernization:

• Initiate at least 75% of the Laboratory Infrastructure improvements targeted for FY 2019. Laboratory 

Modernization include projects such as ongoing panel board replacements, CAC replacements, raised floor 

upgrades and other infrastructure projects to be determined by laboratory system decommissioning and 

installations.

 

1A04, WILLIAM J. HUGHES TECHNICAL CENTER INFRASTRUCTURE SUSTAINMENT

FY 2015 Request $12.2M

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 approximately 1.6 million square feet 

of test and evaluation, research and development, and administrative facilities, plus numerous project test sites. The 

current value of the buildings and infrastructure is about $243.3 million. 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 fire safety codes. 

An infrastructure providing and sustaining a suitable, reliable environment (i.e. power, cooling, etc.) for the 

Technical Center’s 24x7x365 operations supports mission crucial systems hosted at the Technical Center such as 

Traffic Flow Management Production Center (TPC), FAA Telecommunications Infrastructure (FTI), the Business 

Continuity Plan backups, and the Enterprise Data Centers. In addition to these operational systems at WJHTC, the 

Technical Center must provide 24x7 support for monitoring of systems and functions such as Reduced Vertical 

Separation Minimum (RVSM), Wide Area Augmentation System (WAAS), Automatic Dependent Surveillance 

16
Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

Broadcast (ADS-B) and System Wide Information Management (SWIM). The infrastructure also supports second 

level engineering support to resolve critical issues for operational NAS systems (ERAM, STARS, ATOP).

The WJHTC developed a 20 year facility master plan for infrastructure sustainment, which was completed in July of 

2008. The master plan was developed based upon consideration of life safety issues, code compliance issues, 

equipment age, life expectancy, replacement part availability, and general condition for each system. Replacement 

strategies and priorities were developed based upon Condition Codes and Importance Factors. The Condition Codes 

indicate the need for modernization or replacement. The Importance Factors address the importance of each 

building and project to WJHTC’s mission. Projects have been programmed to reflect consideration of their 

respective Condition Codes (i.e., need for update or replacement) and Importance Factors (relative mission impact if 

not updated or replaced).

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

Infrastructure Modernization at the WJHTC will control costs while delivering quality customer service by replacing 

aged facility systems /equipment before serious problems occur. It will also reduce energy consumption, and cost, 

on a per-square-foot basis. This line item will improve life cycle infrastructure planning as well as update facilities 

and facility support systems to ensure that the laboratories and associated buildings operate properly and can handle 

utility loads of the systems being tested. As the WJHTC plays a key role in developing and testing new equipment 

that will be used in the NAS, it is critical that the facilities operate efficiently. WJHTC effectiveness in testing and 

approving equipment can result in earlier system deployment thereby reducing costs for system implementation. 

Program Plans FY 2015 – Performance Output Goals

Execute the following Center Facility System Improvements (Year 3 of 20 year plan):

• Complete Building 316 Roof Replacement.

• Award Contract for Replacement of Aerial Distribution Switches 1 and 2.

• Complete Design for Building 316 Electrical Substation Replacements.

• Award Contract for Buildings 300 & 301 Fire Detection/Annunciation System Upgrades (Phase 2).

• Award Contract for Building 316 Chiller Replacements (Two Chillers).

• Complete Mechanical Upgrades to Building 300.

• Complete Upgrade Electrical Systems in Building 300 (Part 2).

• Complete Designs for Buildings 211 & 303 Roof Replacements.

Program Plans FY 2016 – Performance Output Goals

Execute the following Center Facility System Improvements (Year 4 of 20 year plan):

• Complete Replacement of Aerial Distribution Switches 1 and 2

• Complete Building 316 Electrical Substation Replacements (Phase 1 of 2).

• Complete Buildings 300 & 301 Fire Detection/Annunciation System Upgrades (Phase 2)

• Complete Building 316 Chiller Replacements (Two Chillers).

• Complete Buildings 211 and 303 Roof Replacements.

• Complete Technical Support Space Utilization Strategy.

• Complete Design for Building 300 Mechanical Equipment Replacements. 

• Complete Design for Life Safety Improvements to five Facilities.

Program Plans FY 2017 – Performance Output Goals

Execute the following Center Facility System Improvements (Year 5 of 20 year plan):

• Complete Building 316 Electrical Substation Replacements (Phase 2 of 2). 

• Complete Design for Central Utilities Plant Chiller Replacements (Nos. 2 & 3).

• Complete Design for Buildings 303 and 316 Chilled Water Systems Interconnection.

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

• Complete Design for the Replacement of the Central Utilities Plant Electrical Switchgear. 

• Complete Life Safety Improvements to five Facilities.

Program Plans FY 2018 – Performance Output Goals

Execute the following Center Facility System Improvements (Year 6 of 20 year plan):

• Complete Building 300 Mechanical Equipment Replacements (Phase 3 of 4). 

• Award Contract for Main Electrical Substation Upgrades (Switchgear Enclosure). 

• Complete Central Utilities Plant Chiller (No. 2 of 3) Replacement.

• Award Contract for Replacement of the Central Utilities Plant Electrical Switchgear. 

• Complete Mechanical and Electrical Improvements to Building 208.

• Award Contract for Center Wide Building Automation System Upgrade /Expansion. 

Program Plans FY 2019 – Performance Output Goals

Execute the following Center Facility System Improvements (Year 7 of 20 year plan):

• Complete Central Utilities Plant Chiller (No. 3 of 3) Replacement.

• Complete Buildings 303 & 316 Chilled Water System Interconnection.

• Complete Main Electrical Substation Upgrades (Switchgear Enclosure).

• Complete Replacement of the Central Utilities Plant Electrical Switchgear.

• Complete Center Wide Building Automation System Upgrade/Expansion.

• Complete Design for Primary Electrical Feeder Replacement to Building 316.

• Award Contract for Design of Overhead Electrical Distribution System Replacement.

• Award Contract for Design of Water Distribution System Improvements.

• Complete Design for Building 316 Fire Detection/Annunciation System Upgrades.

• Complete Refurbish Elevators in Buildings 300, 301 and 316 (Phase 1).

 

1A05, NEXTGEN – SEPARATION MANAGEMENT PORTFOLIO

FY 2015 Request $13.0M

• A, ADS-B In Applications – Flight Interval Management, G01S.02-01

• B, Modern Procedures, G01A.01-01

• C, Alternative Positioning Navigation and Timing (APNT), G06N.01-06

• X, Wake Turbulence Re-Categorization, G06M.02-02

• X, Oceanic Tactical Trajectory Management, G01A.02-02

• X, NextGen Oceanic Capabilities, G01A.01-07

• X, Separation Automation System Engineering, G01A.01-06

A, ADS-B In Applications – Flight Interval Management, G01S.02-01 

 

Program Description 

The program will develop ADS-B In Applications for Interval Management. This application is applicable to 

oceanic, en route, and terminal airspace and will require investments in both Air Traffic Management and Decision 

Support automation systems, as well as flight deck avionics. 

Interval Management (IM) consists of a set of ground (GIM) and flight deck (FIM) capabilities and procedures for 

the flight crew and ATC that are used in combination to more efficiently and precisely manage inter-aircraft spacing 

(e.g., achieve a precise interval on arrival) based on an ATC clearance. An air traffic controller can issue an IM 

Clearance that allows flight crews to manage spacing through speed adjustments generated by onboard Flight 

Interval Management (FIM) equipment until reaching a planned termination point. Depending on local constraints 

and traffic characteristics the capabilities can be used in several types of operation such as:

• Closely Spaced Parallel Operations (CSPO); 

• Arrivals & Approach;

18
Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

• Cruise (both domestic surveillance airspace and oceanic non-surveillance airspace); and

• Departures.

Expected benefits include reduced need for downstream path-lengthening, and consistent, low variance spacing 

between paired aircraft that improves arrival capacity. FIM is also expected to reduce ATC instructions and 

workload without an unacceptable increase in flight crew workload.

This program will develop Minimum Operational Performance Standards (MOPS) and operational requirements for 

Interval Management – Spacing Arrivals & Approach, and Cruise. This activity will include requirements 

development, prototype avionics, standards development, and flight demonstrations. These capabilities will be 

implemented as a future segment of the ADS-B budget line item. 

Pre-Implementation activities for ADS-B In are funded in FY 2015 – FY 2018 under this CIP, G01S.02-01, and the 

ADS-B NAS Wide Implementation – Future Segments CIP, G02S.01-02, supports the implementation activities for 

FY 2017 and beyond. The program is planning an Investment Analysis Readiness Decision (IARD) for the first set 

of ADS-B In applications in Q4 FY 2014, and a Final Investment Decision (FID) in Q3 FY 2016. Follow on 

investment decisions include an IID for advanced ADS-B In Interval Management applications (involving new airto-air separation standards) in Q2 FY 2017 (NAS EA Architecture Decision Point (DP) 885) and an FID in Q3 FY 

2018 (DP 883).

 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Improved interval management will optimize spacing resulting in maximum utilization of system capacity. It is 

anticipated that by reducing the inter-arrival spacing, utilization of system capacity may be increased and will result 

in fewer delays and more optimal routing for aircraft. The full benefits case is part of the analysis.

Program Plans FY 2015 – Performance Output Goals

• Develop joint Surveillance and Broadcast Services (SBS) Automation Interval Management Requirements 

document.

• Complete MOPS v1 document.

• Develop MOPS v2 document.

• Complete ConUse with ERAM, TBFM and TAMR Programs.

• Complete System Specification Document (SSD).

• Develop model and build prototype automation software for TBFM and ERAM (for use in FY 2017 Joint FAANASA Flight Test).

• Develop Advanced Interval Management ConOps for future IM applications.

Program Plans FY 2016 – Performance Output Goals

• Complete a Delta System Specification Document (SSD).

• Equip aircraft with MOPS v1 functionality (in preparation for FY 2017 Joint FAA-NASA Flight Test).

• Continue development of MOPS v2 document.

• Complete all documents and checklist items necessary for Final Investment Decision (DP 884) including: 

Requirements document, Business Case, Implementation Strategy and Planning Document, Acquisition 

Program Baseline.

• Complete Advanced Interval Management ConOps for future IM applications.

• Develop Advanced Interval Management Requirements Document for future IM applications.

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

Program Plans FY 2017 – Performance Output Goals

• Conduct Joint FAA-NASA Flight Test to validate MOPS v1 functionality, prototype automation functionality, 

and Interval Management procedures.

• Continue development of MOPS v2 document.

• Complete all documents and checklist items and necessary for Initial Investment Decision (DP 885) for 

Advanced Interval Management. 

• Complete Advanced Interval Management Initial Requirements Document for future IM applications.

Program Plans FY 2018 – Performance Output Goals

• Complete Advanced Interval Management Final Program Requirements Document.

• Complete all documents and checklist items necessary for Final Investment Decision (DP 883) including: 

Requirements document, Business Case, Implementation Strategy and Planning Document, Acquisition 

Program Baseline.

• Complete MOPS v2 document.

Program Plans FY 2019 – Performance Output Goals

• None.

 

B, Modern Procedures, G01A.01-01 

 

Program Description

Modern Procedures will develop en route automation enhancements to support planned NextGen operational 

improvements. Enhancements will be developed by evaluating operational needs, defining operational concepts, 

developing requirements documents, testing and prototyping of proposed enhancements and developing acquisition 

documents to support a decision for implementation.

This program is currently planning activities in the following areas:

• Developing en route NextGen enhancements associated with identifying and resolving conflicts and 

displaying that information on the radar console (i.e. R side Conflict Probe)

• Improving Flight Data display to: 

o notify controllers when an aircraft is not following the flight plan specification; 

o determine feasibility for selective altitude restriction removal; and

o alert controllers when an aircraft is predicted to enter active dynamic Special Activity Airspace.

• Conducting operational evaluations for: 

o integration of trial planning for flight plan adjustments on the radar console; 

o automating entry of clearances and amendments; and

o automating approval of lateral offsets. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher, 

arrivals and departures.

Relationship to Performance Metric

Enhancements to Air Traffic Control (ATC) automation will allow controllers to make fuller use of available 

airspace by identifying complications along the aircraft’s planned flight path and facilitating modification of the 

current trajectory. Trajectory Based Operations (TBO) requires this capability to increase airspace capacity and 

provide more efficient routes and altitudes to accommodate demand.

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

Program Plans FY 2015 – Performance Output Goals

• Implement Airborne Re-Route (ABRR) by completing the operational checkout of software application and 

achieving IOC at Key Site.

• Installation and checkout of ABRR Software at remaining 19 ARTCCs.

Program Plans FY 2016 – Performance Output Goals

• Complete Kinetic Vertical Modeling (KVM) Phase-3 prototyping “Hybrid Model Complete”.

• Complete follow-up study for complex Turn Modeling.

• Complete study of runway assignment data and availability into ERAM.

• Complete analysis of Unmanned Aircraft Systems (UAS) impact on ERAM.

• Develop integration prototype for National Special Activity Airspace Project (NSAAP) services.

• Conduct an initial operational evaluation for Automaton-Assisted Controller-to-Controller Coordination (i.e. 

Conditional Handoff, Point Outs, and Approval Requests). 

• Complete examination of overtake/in-trail algorithm.

• Complete operational acceptability determination of problem detection based on the aircraft’s CNS capability.

Program Plans FY 2017 – Performance Output Goals

• Complete complex turns prototype.

• Complete analysis of potential ERAM vertical modeling changes based on Runway information being available.

• Complete Automation-Assisted Controller-to-Controller Coordination prototype.

• Conduct an initial operational evaluation for Probe Menu and Trial Planning extensions to En Route Radar 

Controller Conflict Detection.

• Develop detailed KVM concepts and requirements documents.

• Develop concepts for Reduced Controller Coordination for Strategic Resolution Maneuver Implementation 

document. 

Program Plans FY 2018 – Performance Output Goals

• Develop Probe Menus and Trail Planning concepts and requirements documents.

• Develop Multi-step Probe menus scenarios for Human-in-the-Loop (HITL) evaluations. 

• Develop resolutions for Reduced Controller Coordination scenarios for HITL evaluations.

• Develop Concept and Requirements Definition related artifacts for future ERAM enhancements.

Program Plans FY 2019 – Performance Output Goals

• None.

 

C, Alternative Positioning Navigation and Timing (APNT), G06N.01-06

 

Program Description

The Alternative Positioning, Navigation, and Timing (APNT) program is investigating alternatives for providing a 

back-up for Global Positioning System (GPS)-based position, navigation, and timing (PNT) services. GPS PNT 

services are the enablers of Performance-Based Navigation (PBN) and Automatic Dependent Surveillance – 

Broadcast (ADS-B) services that, in turn, enable Trajectory-Based Operations, area navigation (RNAV), Required 

Navigation Performance (RNP), and other NextGen improvements. National Policy (PPD-21//NSPD-39) requires 

the FAA to provide a resilient backup in the event of a GPS interference event or outage to maintain safety and 

security and preclude significant economic impact. NextGen APNT, will provide a means for users to seamlessly 

continue RNAV and RNP operations to a safe landing. It also will support critical Air Traffic Management (ATM) 

services during periods when GPS services are unavailable. 

The FAA currently relies on existing legacy systems for GPS alternative navigation. Existing systems, are the Very 

High Frequency Omnidirectional Range (VOR), Distance Measuring Equipment (DME) and Tactical Air 

Navigation (TACAN), but these systems do not fully support RNAV and RNP or Trajectory Based Operations. The 

21
Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

NextGen APNT program is exploring the full range of alternatives to provide the NAS with a GPS independent 

backup solution to support PBN. 

The APNT program is conducting paper analysis, for a new technology concept, to identify technical and 

operational alternatives based on a concept of operations that will ensure that the services it provides will be 

equivalent or near-equivalent to that provided by GPS. The process will select the best alternative as part of the 

Initial Investment Decision (IID) in 2016. A Final Investment Decision (FID) is planned in 2017, followed by a 

procurement package and a contract award in 2019.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

This program supports maintaining operational availability of the NAS by ensuring PNT services remain available 

during GPS outages. The APNT strategy is consistent with the NextGen Implementation Plan and FAA Strategic 

Priorities 1 and 2 for increased safety and delivering benefits, respectively. Pilots, dispatchers, and controllers will 

all benefit from the availability of APNT services. Specifically, pilots will have access to an accurate and reliable 

source for aircraft position, navigation, and timing services during GPS outage. This will avoid inefficiencies for 

the pilot by eliminating an operational transition from performance-based to conventional VHF Omni-directional 

Range (VOR) based navigation. Furthermore, aircraft dispatchers will preserve the ability to continue to schedule 

operations and to choose preferred trajectories during a GPS outage. Controllers in conjunction with automation 

improvements will be able to manage separation services and continue performance-based operations during the loss 

of GPS.

Program Plans FY 2015 – Performance Output Goals

• Prepare Preliminary Program Requirements document (pPR).

• Prepare Enterprise Architecture products.

• Prepare initial Safety Assessment documentation.

• Prepare initial Investment Analysis Plan.

• Prepare initial integrated logistics support plan.

• Prepare range of alternatives.

• Award contract for prototype DME.

• Award contract for prototype Ground Based Transmitter (GBT).

• Award a contract to conduct site surveys (2 sites: DME and GBT).

• Award contract for avionics prototypes.

• Achieve Investment Analysis Readiness Decision (IARD), with limited prototyping.

Program Plans FY 2016 – Performance Output Goals

• Develop final Investment Analysis Plan.

• Define Initial Business Case.

• Develop Initial Program Requirements document (iPR).

• Complete comparative Safety Assessment.

• Develop initial Implementation Strategy & Planning Document.

• Develop and test prototype DME.

• Develop and test prototype GBT.

• Develop and test avionics prototypes.

• Conduct site surveys (2 sites: DME and GBT).

• Initiate development of a draft Minimum Operation Performance Standard (MOPS).

• Initiate development of a draft Minimum Aviation System Performance Standards (MASPS).

• Achieve Initial Investment Decision (IID), with limited prototyping.

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

Program Plans FY 2017 – Performance Output Goals

• Complete Business Case Analysis Report

• Finalize Enterprise Architecture products.

• Develop Finale program requirements document.

• Finalize Risk Assessment and potential mitigations.

• Finalize acquisition program baseline.

• Finalize Implementation Strategy and Planning Document.

• Conduct prototype verification and validation testing for selected alternative.

• Conduct prototype verification and validation testing for avionics.

• Complete Minimum Operational Performance Standards (MOPS).

• Complete Minimum Aviation System Performance Standards (MASPS).

• Achieve Final Investment Decision (FID), with limited prototyping.

Program Plans FY 2018 – Performance Output Goals

• Develop Baseline Specifications.

• Develop Statement of Work.

• Develop Procurement Plan.

• Develop Screen Information Request (SIR).

• Complete Avionics Minimum Operations Performance Standards (MOPS).

• Complete Minimum Aviation System Performance Standards (MASPS).

• Complete Market Analysis.

• Complete Screen Information Request.

• Complete Request for Proposal.

Program Plans FY 2019 – Performance Output Goals

• Complete Contract Award.

• Complete Preliminary Design Review.

• Complete Test and Evaluation Plan.

• Complete Design Qualification Testing.

 

X, Wake Turbulence Re-Categorization, G06M.02-02 

 

Program Description

Since the last full review of wake separation standards used by air traffic control, fleet mixes have changed 

dramatically, airport runway complexes have changed, and new aircraft designs (A-380, B787, B747-8, very light 

jets, unmanned aircraft systems) have been introduced into the NAS. The approximately 20 year old wake 

separation standards provide safe separation of aircraft from each other's wakes, but they no longer provide the most 

capacity efficient spacing and sequencing of aircraft in terminal and en-route operations. This loss of efficient 

spacing has contributed to the gap between demand and NAS capacity. 

The Wake Turbulence Re-Categorization program, in collaboration with EUROCONTROL, has developed new 

airport runway wake separation standards; and, based on that work, will develop tailored leader and follower aircraft 

static pair-wise wake mitigation separation standards for all aircraft. This will result in increased airport runway 

arrival and departure capacity, especially when the airport is experiencing weather or other conditions requiring it to 

operate with instrument landing procedures. By 2020, the final phase of the program will have developed the 

aircraft and ground based capabilities required to achieve the NextGen goal of safe, most capacity efficient, pairwise dynamic wake mitigation separations of aircraft; which will adjust the required minimum aircraft wake 

mitigation separations based on the weather the aircraft are experiencing. 

This program is part of a joint EUROCONTROL and FAA program that has reviewed the current required wake 

mitigation aircraft separations used in both the USA’s and Europe’s air traffic control processes and has determined 

the current standards can be safely modified to increase the operational capacity of airports and their surrounding 

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Fiscal Years 2015-2019 Activity 1

airspace. Work to address the introduction of large aircraft into the NAS has occurred over the last several years to 

accommodate the A380, B747-8 and B787 aircraft and work will continue to address the introduction of aircraft

types into the NAS. This program builds on that joint work and is accomplishing a more general review to include 

regional jets, and is working towards potential procedural mitigations for Unmanned Aircraft Systems (UASs), 

micro-jets, etc. The work is phased, and started with optimizing the present standards to reflect the change in fleet 

mix that has occurred over the last approximately 20 years. In 2010, the program provided a set of 

recommendations for international review that focused on changes to the present static standards. To accomplish 

this, the program used a data driven, relative risk safety analysis approach. That approach was complimented with 

enhanced analysis tools to link observed wake behavior to standards and provide additional confidence in the 

determined safety risk associated with potential new standards relative to existing standards. Use of the new 

standards in the United States began at the Memphis International Airport in November 2012 and was introduced at 

the Louisville International Airport in September 2013. In FY 2014, the second phase of this program will develop 

a wake separation minimum matrix of approximately 100 aircraft type pairs (covering over 99% of all aircraft types 

operating in the world) for use by controllers and associated decision support tools in providing more capacity 

efficient static wake separations of aircraft flying into and out of our airports. These standards and supporting 

benefit and safety cases will then be provided to ICAO by the end of CY 2014. It is projected that the 

Leader/Follower Pair-Wise Static wake separation standards developed in this second phase will begin

implementation by the FAA in FY 2017. 

The final phase of this program will encompass modeling and simulation to validate potential improved wake 

mitigation processes and standards and conduct high level analyses to link wake transport and decay characteristics 

to aircraft flight and surrounding weather parameters. Based on these studies, the program will develop aircraft and 

ground based capabilities required to achieve the NextGen far-term concept of dynamic pair-wise wake mitigation 

separations of aircraft. Unlike the static separations which are constant at all times, the dynamic pair-wise 

separation capability will allow for the refinement of wake separation minima based on real-time weather factors, 

such as winds or atmospheric turbulence, to achieve greater airspace capacity while maintaining the high level of 

safety observed today.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

The Wake Turbulence Re-Categorization program is addressing one of the major constraints in implementing 

processes and procedures that will allow more aircraft flights into and out of airports and through congested air 

corridors. In the near term, it is rebalancing the wake turbulence separation standards to address today’s mix of 

aircraft utilizing the nation’s Core airports. The program is expected to yield additional arrival and departure slots 

for each of these airports which results from increased runway throughput capacity. The end goal of the program is 

to increase the Core airports’ runway throughput capacity by as much as 7% to 10%. The 6 Category wake 

separation standards already developed by the program and projected to be fully available in the NAS by FY 2016,

are expected to yield a 4 to 7% increase in Core airport runway throughput capacity. The first operational use of the 

6 Category standards occurred in November 2012 at the Memphis International Airport (MEM), in September 2013 

at the Louisville International Airport (SDF) and in March 2014 at the Cincinnati/Northern Kentucky International 

Airport. FedEx, the major air carrier at MEM, is reporting a double digit MEM departure runway throughput 

capacity increase since the introduction of the 6 Category standards as well as significant fuel savings in their MEM 

arrival operations. United Parcel Service is seeing similar benefits at SDF. The increased capacity is achieved by 

reduction in many of the in-trail separation distances of aircraft that are currently required. The implementation of 

the Leader/Follower Pair-Wise Static wake separations will allow an additional 4-7% increase in a Core airport’s 

runway throughput capacity. 

Program Plans FY 2015 – Performance Output Goals

• None. 

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Fiscal Years 2015-2019 Activity 1

Program Plans FY 2016 – Performance Output Goals

• Complete changes to FAA Orders for implementing Leader/Follower Pair-Wise Static wake separation 

standards.

• Complete a NAS Change Proposal (NCP) and associated Safety Risk Management Document for operational 

use of the Leader/Follower Pair-Wise Static wake separations.

• Initiate software and adaptation changes for FAA automation platforms to enable them to support the use of the 

Leader/Follower Pair-Wise Static wake separation standards.

Program Plans FY 2017 – Performance Output Goals

• Complete development of Leader/Follower Pair-Wise Static wake separation standards software adaptation and 

key site (TRACON/ATCT) training for implementation.

• Complete the feasibility description of dynamic wake separation standards and the concept of how they would 

be applied by Air Navigation Service Providers (ANSPs).

• Deliver briefings to and conduct data gathering with the aviation community concerning the dynamic wake 

separation concept.

Program Plans FY 2018 – Performance Output Goals

• Complete high level analyses supporting the development of dynamic wake separation standards.

Program Plans FY 2019 – Performance Output Goals

• Complete design of dynamic wake separation standards.

• Develop process and procedures for the dynamic wake separation standards.

 

X, Oceanic Tactical Trajectory Management, G01A.02-02 

 

Program Description 

The Oceanic Tactical Trajectory Management (OTTM) program addresses current performance gaps in the areas of 

capacity, productivity, efficiency, safety, and environmental impacts in the oceanic environment. The OTTM midterm concept addresses Oceanic Trajectory Management in Four Dimensions (OTM-4D). The key objective of this 

concept is to use trajectory-based operations to improve fuel efficiency, system predictability, and performance by 

enabling airlines and other operators to flight plan and fly closer to their optimal (or preferred) 4D trajectories while 

in oceanic airspace. This requires new decision support capabilities and integration with traffic flow management. 

OTTM has adopted specific initiatives that address both the pre-departure and in-flight phases of the oceanic flight, 

as well as improvements that allow sharing additional information between the FAA and airspace users in a 

collaborative arrangement. 

OTTM takes advantage of Airline Operations Center (AOC) and Air Navigation Service Provider (ANSP) oceanic 

capabilities, as well as evolving technologies (e.g., System-Wide Information Management (SWIM)) to develop 

these potential concepts. These oceanic capabilities involve procedural and automation changes. The 

implementation of these capabilities will occur incrementally and will eventually affect all domains and phases of 

flights to improve airspace capacity and allow more airspace users to optimize their flight trajectories through 

collaborative efforts with air traffic management resulting in savings of time, fuel, and emissions. 

This program provides the operational improvement (104102) Interactive Planning Using 4D Trajectory Information 

in the Oceanic Environment. 

OTTM enhanced automation capabilities are: 

SWIM Interface 

This capability allows the oceanic automation system to be SWIM compliant and share (publishing and subscribing) 

relevant flight information using the Flight Information Exchange Model (FIXM) global exchange model to better 

manage ATC operations within a particular sector. It will allow the oceanic automation system to receive FIXM, 

Weather Information Exchange Model (WXXM), and Aeronautical Information Exchange Model (AIXM) 

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Fiscal Years 2015-2019 Activity 1

information. Data will be mapped to the FIXM standard and will include data elements necessary to potentially 

benefit future oceanic operations. 

Enhanced Conflict Probe for Oceanic Automation Airspace Surveillance 

The oceanic automation system initiates a conflict probe to determine impacts on other aircraft under oceanic 

control after receipt of a position report and prior to issuing a clearance or coordinating route and altitude changes. 

However, the oceanic conflict probe does not provide alerts to the controller for aircraft in radar or ADS-B 

surveillance airspace. This capability will provide a conflict probe to oceanic controllers using radar separation 

standards within surveillance airspace (e.g., radar or ADS-B Out coverage). With this enhancement to the conflict 

probe, the oceanic controller will be able to more efficiently and more safely manage traffic in current Anchorage 

radar airspace, and airspace in more dense traffic environments, such as transition sectors and offshore facilities 

where radar coverage is more prevalent. 

User Trajectory Planning in Pre-Oceanic Phase 

Pre-oceanic trajectory coordination enables interactive flight plan collaboration between airspace users and the FAA 

in which the airspace user informs the FAA of his intended 4D oceanic trajectory and receives feedback prior to the 

flight’s entry into oceanic airspace (whether pre-departure or in-flight) whether that trajectory can be approved or 

needs to be modified. A flexible, web-based interface for collaboration between the FAA automation and the flight 

planner would allow most airspace users (with sophisticated and less-sophisticated flight planning capabilities) to 

participate. This capability will allow maximizing the performance of the aircraft and optimizing the use of the 

airspace. Trajectory coordination capabilities include: Traffic Congestion Depiction, Flight Specific Likelihood 

Feedback, Pre-Oceanic Coordination Planner, Re-Profile Alert, and Controller 4D Trajectory Insight. These 

capabilities are all dependent on the 4-D Stochastic Trajectory Model, which provides a three-dimensional 

(longitude, latitude, altitude) density function of a flight position with respect to its planned flight time. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

With increased system precision and enhanced automation, aircraft can more closely fly routes that realize the 

airlines’ goals for fuel efficiency and schedule reliability. Reduced separation standards for aircraft that rely on 

shared state and intent data will lead to fewer predicted problems, and as a result, fewer diversions from the 

preferred routing. Reduced separation standards will also result in increased capacity within flow-constrained 

airspace, allowing more aircraft to fly through those areas, rather than being re-routed or delayed to avoid them. 

Program Plans FY 2015 – Performance Output Goals 

• None.

Program Plans FY 2016 – Performance Output Goals 

• Conduct modeling and simulation and report results for 4-D Stochastic Trajectory Model.

• Develop Functional Analysis for: 

o Traffic Congestion Depiction;

o Flight Specific Likelihood Feedback; 

o Pre-Oceanic Coordination Planner; and

o Re-Profile Alert.

Program Plans FY 2017 – Performance Output Goals 

• Develop Functional Analysis for:

o Controller 4D Trajectory Insight. 

o UAS Integration.

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• Conduct modeling and simulation and report results for:

o Traffic Congestion Depiction;

o Flight Specific Likelihood Feedback;

o Pre-Oceanic Coordination Planner; and

o Re-Profile Alert. 

Program Plans FY 2018 – Performance Output Goals 

• Conduct modeling and simulation and report results for Controller 4D Trajectory Insight.

• Complete tech transfer and documentation for:

o Traffic Congestion Depiction;

o Flight Specific Likelihood Feedback;

o Pre-Oceanic Coordination Planner; and

o Re-Profile Alert.

Program Plans FY 2019 – Performance Output Goals 

• Complete documentation for Controller 4D Trajectory Insight. (Prior year funding)

 

X, NextGen Oceanic Capabilities, G01A.01-07 

 

Program Description 

The NextGen Oceanic program is a critical NextGen capability that addresses current performance gaps in the areas 

of capacity, productivity, efficiency, safety, and environmental impacts in the oceanic environment. The key 

objective of this program is to use trajectory-based operations to improve fuel efficiency, system predictability, and 

performance by enabling airlines and other operators to fly closer to their optimal (or preferred) 4D trajectories 

while in oceanic airspace. 

NextGen Oceanic Capabilities will handle a wide-range of oceanic aircraft equipage, Airline Operations Center 

(AOC) capabilities, and Air Navigation Service Provider (ANSP) capabilities, as well as using evolving 

technologies (e.g., System-Wide Information Management (SWIM)) to develop and deploy NextGen 4D trajectories 

capabilities in oceanic airspace. The implementation of these capabilities will involve procedural and automation 

changes and will occur incrementally. Trajectory-based control will allow more airspace users to collaborate with 

air traffic management to obtain their desired routes. Optimized flight trajectories result in savings of time, fuel, and 

emissions. 

This program will provide the following operational improvements: 

• Flexible entry time for oceanic tracks;

• Aircraft-specific traffic flow management allowing for optimization of flight trajectories;

• Improved management of flows at merge points;

• Improved Air Traffic Management (ATM) by integrating weather information into decision support tools; 

and

• Providing decision support tools for the controllers, resulting in improved efficiency and increased safety.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

With increased system precision and enhanced automation, aircraft can more closely fly routes that realize the 

airlines’ goals for fuel efficiency and schedule reliability. Reduced separation standards for aircraft that rely on 

shared state and intent data will lead to fewer diversions from the preferred routing. Reduced separation standards 

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Fiscal Years 2015-2019 Activity 1

will also result in increased capacity within flow-constrained airspace, allowing more aircraft to fly through those 

areas, rather than being re-routed or delayed to avoid them. 

Program Plans FY 2015 – Performance Output Goals 

• None.

Program Plans FY 2016 – Performance Output Goals 

• Achieve Final Investment Decision.

Program Plans FY 2017-2019 – Performance Output Goals 

• Output goals dependent on Final Investment decision.

 

X, Separation Automation System Engineering, G01A.01-06 

 

Program Description

This program will refine and validate NextGen automation for Oceanic, Enroute and Terminal, and it will address 

Surface separation NextGen concepts for improving the efficiency of traffic flow in the terminal area. It will reduce 

the risks inherent with introducing new technology and operational procedures using System Engineering analysis 

that examines the integrated use of techniques and equipment necessary to maintain safe separation. System 

engineering techniques such as analysis, simulation and modeling, part task analysis and human in the loop (HITL) 

will assess or validate the impact of new technology and operational procedures on the NAS infrastructure and 

determine the needed changes throughout the product development lifecycle for NextGen Separation Automation 

systems. This project will create specific products to support the investment decision supporting implementation of 

these changes. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

This project will refine the definition of proposed concepts and validate them as viable necessary additions to the 

NAS. The continuous growth of aircraft air and ground movement is projected to exceed the capacity of the system, 

causing serious delays and gridlock. The air traffic controller (ATC) automation capabilities will assist controllers 

in maintaining safe aircraft separation while optimizing use of airspace system capacity. The main focus of this 

project will result in the safe and efficient use of airspace and airports.

Program Plans FY 2015-2016 – Performance Output Goals 

• None.

Program Plans FY 2017 – Performance Output Goals

• Develop the following products in support of the Initial Investment Decision (IID):

o Initial Program Requirements

o Business Case Analysis Report (BCAR)

o Enterprise Architecture Artifacts

o Implementation Strategy and Planning Document (ISPD)

o Chief Financial Officer (CFO) Package

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Program Plans FY 2018 – Performance Output Goals 

• Develop the following products in support of the Final Investment Decision (FID):

o Final Program Requirements documentation

o Enterprise Architecture documentation

o Business Case documentation

o Implementation Strategy and Planning Document (ISPD)

o Acquisition Program Baseline (Execution Plan) 

Program Plans FY 2019 – Performance Output Goals 

• Milestones will be developed at FID.

 

1A06, NEXTGEN – IMPROVED SURFACE/TERMINAL FLIGHT DATA MANAGER (TFDM)

PORTFOLIO

FY 2015 Request $38.8M

• A, Terminal Flight Data Manager (TFDM), G06A.03-01

• X, Surface Tactical Flow, G02A.01-01

• X, Surface Conformance Monitoring, G02A.01-02

A, Terminal Flight Data Manager (TFDM), G06A.03-01 

Program Description

The Terminal Flight Data Manager (TFDM) program is an acquisition program that delivers NextGen decision 

support capabilities to tower air traffic controllers and FAA traffic managers with decision support capabilities that 

integrate flight, surveillance, and traffic management information. TFDM will provide an integrated approach to 

maximize the efficient collection, distribution, and update of data including flight information in the terminal area 

(airspace around an airport and airport surface data) and to improve access to information necessary for the safe and 

efficient control of air traffic. The use of Electronic Flight Data (EFD) will allow tower controllers to maintain an 

integrated view of the air traffic environment, improving their situational awareness of the airport operations. The 

decision support capabilities will also provide more efficient and safe airport operations, in particular management 

of airport surface traffic sequencing and scheduling. TFDM will automate the manual flight data processes to 

enable enhanced data sharing between the Tower ATC and the En Route ATC, Approach Control ATC, Traffic 

Flow Management (TFM), and Flight/Airline Operations domains. 

Early implementation of TFDM will be comprised of the following:

• TFMS Enabled Data Exchange for additional data elements from the Flight Operators;

• Deployment of a Surface Situational Awareness capability at Southern California TRACON (SCT) via 

SWIM;

• Sustainment of the Philadelphia (PHX) Advanced Electronic Flight Strip System (AEFS) prototype and 

deployment of additional AEFS prototypes at approximately 4 sites (Cleveland (CLE), San Francisco 

(SFO), Las Vegas (LAS), Charlotte (CLT); and

• Sustainment of the Electronic Flight Strip Transfer System (EFSTS) at 77 sites.

Initial deployment of TFDM will be comprised of the following Core functions:

• Migration to electronic flight data exchange, including enhanced tower/TRACON data exchange;

• Increased sharing and Collaborative Decision Making (CDM) based on shared surface situational 

awareness and automatic surface surveillance data;

• TFDM scheduler/sequencer, including integration of Traffic Flow Management System (TFMS)/TBFM 

and Surface Collaborative Decision Making (S-CDM) implementation;

• Enhanced data exchange with flight operators and other airport stakeholders.

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Fiscal Years 2015-2019 Activity 1

A key component of TFDM Core is the transition from paper flight strips to electronic flight data representation and 

exchange. This will facilitate enhanced flight data exchange between controllers within the tower facility, between 

Air Traffic Control facilities and between Traffic Flow Management systems. This will also facilitate data exchange 

with aviation partners such as the airlines Flight Operations Centers and airport operators to support collaborative 

decision making. Providing flight data in electronic format eliminates the necessity of physical exchange of flight 

data, reduces telephone exchange of data between facilities, and reduces manual re-entry of data among multiple 

ATC systems. 

Another key component of TFDM Core is the introduction of a scheduler/sequencer capability that will provide the 

basis for efficient management of traffic flows on the surface at U.S. airports by transitioning the performance of 

airport surface operations from a “first come, first served” model to a more strategic model that allocates taxi 

clearances to minimize taxi distance and time.

Initial Investment Decision was achieved June 2014. Final Investment Decision date is planned for FY 2015. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

TFDM will automate manual processes; integrate existing terminal flight data systems and decision support tools, 

and provide new decision support capabilities. This will improve Air Traffic Control coordination and decision 

making to facilitate more efficient operations and increased airport capacity. The capabilities provided by TFDM 

will provide multiple NAS benefits, such as reduced surface delay, taxi time and fuel burn (with improved 

operational and environmental performance); better performance and airport capacity utilization during severe 

weather and other off-nominal conditions; improved usability and situational awareness and enhanced safety.

Program Plans FY 2015 – Performance Output Goals

• AEFS operational in CLE and LAS.

• EFSTS Tech Refresh (Parts) Procurement.

• Conduct Final Investment Decision for TFDM.

Program Plans FY 2016 – Performance Output Goals

• S-CDM Data Elements Enhancement implemented via TFMS.

• AEFS operational in SFO.

• Start implementation of EFSTS.

• Complete contract award for TFDM Core. 

• Conduct System Requirements Review (SRR).

• Conduct Preliminary Design Review (PDR). 

Program Plans FY 2017 – Performance Output Goals

• Conduct Critical Design Review (CDR). 

• Begin incremental software and hardware development of TFDM Core system. 

Program Plans FY 2018 – Performance Output Goals

• Initial deployment of Electronic Flight Data capability. 

• Complete hardware unit testing and incremental software development testing of TFDM Core.

• Begin System Integration and Government Acceptance Testing of TFDM Core.

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Fiscal Years 2015-2019 Activity 1

Program Plans FY 2019 – Performance Output Goals

• Complete TFDM System Government Acceptance (GA) Test.

• Conduct Operational Test program of TFDM.

• Complete TFDM Core Key Site installation and checkout. 

System Implementation Schedule

 

X, Surface Tactical Flow, G02A.01-01 

 

Program Description

The Surface Tactical Flow (STF) program is focused on the development of trajectory-based surface operations in 

support of NextGen. It leverages the development efforts of the NASA Surface Management System (SMS) and 

provides guidelines for the development of a collaborative Surface Traffic Management (STM) system. The STM 

system will provide the tools necessary to achieve a fully collaborative surface environment where the input of 

airlines, airports and air traffic controllers are all used to provide a shared surface situational awareness. Shared 

awareness is required to safely improve the use of airport capacity by coordinating surface and airborne trajectory 

based operations. 

This program will demonstrate and document requirements for a series of capabilities that build to the NextGen 

vision for Surface Trajectory-Based Operations (STBO). Examples of capabilities include local data exchange 

which leads to the sharing of flight readiness information to enable collaboration of pre-planned runway schedules 

integrated with airborne trajectory-based operations. Surface flow management will reduce engine operating times 

during surface operations, resulting in fuel-savings and reduced environmental impacts and avoidance of surface 

gridlock. 

The STF program will require changes to procedures in the flight operator and Tower environments. The program 

will follow incremental steps leading to the complete concept providing benefits at each step of the way while 

remaining aligned with the introduction of other NextGen technologies. 

The STF program will complete development on near-term STBO capabilities for:

• Providing recommendations to optimize airport surface resources;

• Maximizing runway throughput by sequencing and spacing aircraft and managing queues for departing and 

arriving aircraft when demand for surface resources exceeds capacity;

• Exchanging operational surface data among stakeholders; and

• Developing a surface schedule that meets surface constraints and traffic management, arrival and departure 

constraints through collaboration with air traffic managers and flight operators.

The STBO concept is expected to be implemented as a set of decision support tools deployed on the Terminal Flight 

Data Manager (TFDM) automation system. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher, 

arrivals and departures.

Terminal Flight Data Manager (TFDM)

Core Capability: First site IOC: 2020 -- Last site IOC: TBD TFDM

2010 2015 2020

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Fiscal Years 2015-2019 Activity 1

Relationship to Performance Metric

Aircraft will move to and from the runway in a more efficient, predictable, and coordinated manner (complying with 

Traffic Management Initiatives and supporting user preferences), increasing efficiency and capacity while reducing 

controller workload through the automated assignment of runways, taxi routes, and departure queues.

Program Plans FY 2015 – Performance Output Goals

• None. 

Program Plans FY 2016 – Performance Output Goals

• Complete a simulation of Airport and Runway and Configuration Management (ARCM) configuration decision

support tool.

• Complete an assessment of Post TFDM Surface shortfalls.

• Complete an initial benefits analysis for ARCM capabilities.

Program Plans FY 2017 – Performance Output Goals 

• Conduct a simulation of ARCM Decision Support Tool in a multiple airport environment.

• Refine ARCM Concept of Use.

• Complete the initial research of remaining surface shortfalls.

Program Plans FY 2018 – Performance Output Goals

• Complete a simulation and analysis of a Time-Based Taxi Route Generation tool. 

• Complete a technical transfer of mature capabilities to the Program Management Organization, deliverables 

include:

o Preliminary Program Requirements

o Functional Analysis

o Updated Benefits Analysis

o Prototype Software

o Simulation and Evaluation Reports 

Program Plans FY 2019 – Performance Output Goals

• Complete a Human-in-the-Loop evaluation of Time-Based Taxi Route Generation Tool.

• Develop field evaluation plan for Time-Based taxi routing. 

 

X, Surface Conformance Monitoring, G02A.01-02 

 

Program Description 

The Surface Conformance Monitoring (SCM) program will develop surface conformance monitoring concepts and 

will demonstrate and validate procedures and algorithms. SCM will provide safety and workload benefits through 

conformance monitoring of an aircraft following an assigned taxi route. The air traffic controller transmits a precise, 

unambiguous taxi clearance to the aircraft via data link and conformance to the clearance would be monitored by 

automation in the tower. The SCM program will develop and demonstrate user-friendly, minimal-workload 

methods to help the controller specify the taxi route. Conformance monitoring can be limited to route adherence 

only, or both route and timing through the inclusion of timed check points in the taxi clearance. By using a 

proactive approach to separation on the airport surface, taxiing aircraft can be “de-conflicted” with other aircraft in 

the taxi, landing, and takeoff phases of flight, resulting in safer ground operations. 

The program will:

• Demonstrate and validate procedures for Taxi Conformance Monitoring in a realistic ATCT environment;

• Evaluate performance of pre-established taxi routes vs. controller-generated taxi routes in a SCM 

environment;

• Evaluate performance of prototype surface conformance algorithms; and

• Demonstrate TBO concept feasibility on airport surface.

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Fiscal Years 2015-2019 Activity 1

This program will transfer mature concepts and supporting documentation to the Terminal Flight Data Manager 

program for implementation.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

An automated means to monitor surface conformance and alert controllers to deviations from the expected taxi route 

will reduce controller workload, thereby freeing up controllers to manage more aircraft on the surface environment, 

resulting in improved capacity and efficiency. It can also reduce taxi times resulting in reduced surface delays at 

congested airports. 

Program Plans FY 2015-2017 – Performance Output Goals

• None.

Program Plans FY 2018 – Performance Output Goals

• Develop Human-in-the-Loop (HITL) evaluation plan for Surface Conformance Monitoring.

• Complete assessment of NASA Integrated Surface Management with Flight Deck Research Transition Product.

• Update Concept of Use document for Surface Conformance Monitoring to include flight deck and ground based 

conformance integration.

Program Plans FY 2019 – Performance Output Goals

• Complete HITL evaluation of Surface Conformance Monitoring. 

• Complete HITL evaluation of Surface Conformance Monitoring integrating NASA Integrated Surface 

Management with Flight Deck.

 

1A07, NEXTGEN – ON DEMAND NAS PORTFOLIO

FY 2015 Request $6.0M

• A, Flight Object, G05A.02-03

• B, International Harmonization Demonstration, G08M.01-01

• X, Common Status & Structure Data, G05A.02-01

• X, Advanced Methods, G05A.02-02

• X, Collaborative Information Management (CIM), G05M.02-01

• X, Flight Object Exchange Services (FOXS), G05A.02-08

• X, Dynamic Airspace, G05A.04-01

• X, Airspace Resource Management System (ARMS), G05A.02-09

A, Flight Object, G05A.02-03 

 

Program Description 

NAS systems currently operate as separate entities servicing different flight domains (Preflight, Airport, Terminal, 

Enroute, and Oceanic). Similarly, International Air Navigation Service Providers (ANSPs) also operate as separate 

entities servicing their own airspace. Even though flight data may be found in multiple NAS systems, a unified, 

complete, accurate, up-to-date, and easily-accessible picture of any and all flights does not exist today. The primary 

goal of the Flight Object program is to develop an International data standard, “FIXM” (Flight Information 

Exchange Model) and to support systems implementation of this data standard. This data standard will support the 

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Fiscal Years 2015-2019 Activity 1

exchange of flight information between systems across multiple domains (including both NAS and International 

systems).

The Flight Object will be the standard medium for capturing and sharing the most up-to-date information on any 

flight, and will serve as the single common reference for all system information about that flight. A Flight Object 

will be created for each proposed flight, and the Flight Object information will be updated throughout the entire time 

the flight progresses from gate to gate. The Flight Object will collect, manage and provide flight-specific data, such 

as aircraft identification, aircraft parameters, current flight plan information, operator preferences, flight capabilities, 

and security information. The Flight Object is not envisioned to include environment or weather information, since 

these are system-wide elements that affect multiple flights. The sum of information contained in the Flight Object 

will be much richer than today’s flight data construct. FIXM is part of a family of information exchange models 

(including AIXM - Aeronautical Information Exchange Model and WXXM - Weather information Exchange 

Model) designed to cover the information needs of Air Traffic Management (ATM). FIXM is an International data 

exchange standard, and it will receive annual incremental updates to add/delete/modify FIXM data elements as 

necessary.

There are several initiatives to implement FIXM in today’s ATM operations in both domestic and international 

domains. The FAA will deploy Flight Data Publication Service (FDPS) under the SWIM Segment 1 program 

(G05C.01-01) which will publish by FY 2015 SWIM-compliant flight data from En Route Automation 

Modernization (ERAM) in the FIXM standard. FDPS is currently planning for deployment using FIXM v1 and will 

be upgraded to incorporate future FIXM releases. International data exchange will start to be available. Airservices 

Australia’s Flight Information Broker (FIB) provides a variety of flight information services in the FIXM format, 

and Australia’s Operational Data Services (ODS), a future flight information management system, is planning to 

deploy using FIXM.

The Flight Object work program will be composed of two major components:

• Development of the FIXM standard, and

• Flight Object Operational Analysis.

Development of FIXM Standard:

The FIXM Standard will be updated on an annual basis (FIXM V2.0 was released in 2013). The following artifacts 

will be created for each version: FIXM data dictionary, data models and XML schema. The updates will be created 

with collaboration with FAA stakeholders, International partners, industry, ICAO (International Civil Aviation 

Organization) and IATA (International Air Transport Association). 

Flight Object Operational Analysis:

The operational analysis work will assess various ATM capabilities and identify their data requirements that should 

be considered for inclusion in each release of FIXM. Additionally, operational scenarios will be developed to define 

operational context in FIXM artifacts, and verify that their contents accurately address the operational needs.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher, 

arrivals and departures.

Relationship to Performance Metric

Use of FIXM will provide a unified, complete, accurate, up-to-date, and easily-accessible picture of any and all 

flights. This use of standardized flight data will increase data quality and availability between stakeholders, 

enabling operational benefits such as increased coordination, common situational awareness, and collaborative 

decision-making across all phases of flight, thereby improving planning, decision making, and NAS capacity.

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Program Plans FY 2015 – Performance Output Goals

Development of FIXM Standard:

• Develop final FIXM v4.0 artifacts. 

• Develop draft FIXM v5.0 artifacts.

Flight Object Operational Analysis:

• Identify capabilities which should be supported by FIXM v5.0.

• Develop operational scenarios to define the operational context for FIXM v4.0.

• Verify that FIXM v4.0 artifact accurately reflects the operational needs. 

Program Plans FY 2016 – Performance Output Goals

Development of FIXM Standard:

• Develop final FIXM v5.0 artifacts.

• Develop draft FIXM v6.0 artifacts.

Flight Object Operational Analysis:

• Identify capabilities which should be supported by FIXM v6.0.

• Develop operational scenarios to define the operational context for FIXM v5.0.

• Verify that FIXM v5.0 artifact accurately reflects the operational needs.

Program Plans FY 2017 – Performance Output Goals

Development of FIXM Standard:

• Develop final FIXM v6.0 artifacts.

• Develop draft FIXM v7.0 artifacts.

Flight Object Operational Analysis:

• Identify capabilities which should be supported by FIXM v7.0.

• Develop operational scenarios to define the operational context for FIXM v6.0.

• Verify that FIXM v6.0 artifact accurately reflects the operational needs.

Program Plans FY 2018 – Performance Output Goals

Development of FIXM Standard:

• Develop final FIXM v7.0 artifacts.

• Develop draft FIXM v8.0 artifacts.

Flight Object Operational Analysis:

• Identify capabilities which should be supported by FIXM v8.0.

• Develop operational scenarios to define the operational context for FIXM v7.0.

• Verify that FIXM v7.0 artifact accurately reflects the operational needs.

Program Plans FY 2019 – Performance Output Goals

Development of FIXM Standard:

• Develop final FIXM v8.0 artifacts.

• Develop draft FIXM v9.0 artifacts.

Flight Object Operational Analysis:

• Identify capabilities which should be supported by FIXM v9.0.

• Develop operational scenarios to define the operational context for FIXM v8.0.

• Verify that FIXM v8.0 artifact accurately reflects the operational needs.

 

B, International Harmonization Demonstration, G08M.01-01 

 

Program Description 

The Mini-Global demonstration will support the goals of International Air Traffic Interoperability (IATI) through 

validation of the Flight Object concept and the use of the Flight Information Exchange Model (FIXM) standard. 

The FIXM is a data interchange format for sharing information about flights throughout their lifecycle. FIXM is part 

of a family of technology independent, harmonized and interoperable information exchange models designed to 

35
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Fiscal Years 2015-2019 Activity 1

cover the information needs of Air Traffic Management. The demonstration will show how ANSPs and flight 

operators, in both the Pacific and Atlantic regions, can leverage the FIXM standard as a means for sharing common 

flight information elements. 

Mini Global demonstration activities will foster a future implementation of a seamless, global Air Traffic 

Management (ATM) system that will enable flight operators to meet their planned times of departure and arrival and 

adhere to their preferred flight profiles with minimum constraints and without compromising agreed levels of safety. 

Fundamental to this is a global seamless operations and integration of systems. An integrated global ATM system 

will improve the handling and transfer of operational aeronautical information and enable aircraft operators to 

conduct flights in accordance with preferred trajectories, dynamically adjusted, in the most optimum and costefficient manner.

Activities include the establishment and demonstration of the Mini Global “Cloud” infrastructure - Enterprise 

Messaging Services (EMS), using SWIM/Service Oriented Architecture (SOA) technologies. The demonstration 

project will identify global policies, protocols, security, and business sensitivity requirements, mediate between 

diverse EMSs, and provide an infrastructure for future applications/services to benefit Global ATM. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Sharing common information elements (Flight Object and FIXM) will improve the accuracy and availability of 

flight information updates, the consistency of flight planning in different ATM systems and ANSP domains, and the 

transition of flights between these domains, and phases of flight (e.g. departure, en-route, arrival.). This 

improvement will address the FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 

58,166, or higher, arrivals and departures.

Program Plans FY 2015 – Performance Output Goals 

• Conduct demonstration to focus on the Mini Global “Cloud” infrastructure, the connectivity and data sharing 

between multiple Enterprise Messaging Services (EMS), initial applications for ATM enhancements, and assess 

global ATM interoperability/harmonization options for future adoption.

• Complete a post-demonstration analysis.

• Provide standards and governance recommendations to the Flight Object Working Group on Flight Information 

Exchange Model (FIXM) 3.0.

• Provide recommendation to System Wide Information Management (SWIM) Program Office to include 

efficiency, scalability, governance, performance and Enterprise Messaging Service (EMS) connectivity.

Program Plans FY 2016-2019 – Performance Output Goals 

• None.

 

X, Common Status & Structure Data, G05A.02-01 

 

Program Description

The Common Status and Structure program will establish the requirements and information flows for the collection, 

management, and maintenance of aeronautical information in a digital format for machine to machine exchange. 

The common data and information services and integration activities enable improved flight planning and pilot 

briefing services, increased on-demand NAS operational performance information and better airspace management 

using timely schedule information and a common awareness of Special Activity Airspace (SAA) status across the 

NAS. This program enables the FAA to improve situational awareness through improved access to aeronautical 

information and a common language so that external users (DoD, Airline Operations Centers, Flight Operation 

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Centers, pilots) and Air Navigation Service Providers (ANSP) can make more informed decisions and plans based 

on the most current information available with regard to SAA, airport configuration, static constraints, and 

NOTAMs affecting the NAS to support NextGen capabilities. 

Key elements of the Common Status and Structure program include:

• The Aeronautical Common Services (ACS) platform, which will be used to ingest data from the 

authoritative databases, process and combine data from these multiple sources, and distribute the data via 

the SWIM infrastructure. The combination of the ACS, SWIM network, and authoritative NAS databases 

will provide an enterprise level platform for accessing and delivering both (1) the authoritative data and/or 

(2) products created from multiple authoritative data sources. This enterprise level approach will enable 

delivery of consistent, timely, and authoritative data across the various user communities; 

• Capturing and maintaining digital information about flow constraints, reference data, and NAS status 

information affecting operations;

• Publishing aeronautical status information digitally using international standards;

• Providing value added services using aeronautical status information such as fused airspace, NOTAMs, and 

airport reference data in a common data model for improved flight planning and briefing services. 

Examples of value added services are: Aeronautical Information (AI) visualization/mapping, relational 

filtering (e.g. airspace affected by a given NOTAM, Letter of Agreement (LOA) constraints affecting a 

given geographic location, and SAA schedule deconfliction services); and

• Using the status information to improve operational performance metrics calculations and forecasting of 

airspace system performance.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Common Status and Structure Data (CSSD) provides support for the information, systems and tools necessary to 

implement comprehensive NAS safety and capacity management. CSSD will achieve this by establishing the 

requirements and information flows for the collection, management, and maintenance of aeronautical information in 

a digital format for machine to machine exchange. When fully realized the FAA will have the ability to model how 

new procedures, new regulations and new airspace changes affect current and future NAS capacity.

Identifying the requirements and benefits of integrated flight planning and briefing (including flight constraint 

information) will lead to better flight planning and arrival/departure capacity plans by supporting preflight, during 

flight and post-operational aeronautical information for exchange and use by NAS automation systems. The 

resulting efficiency gains will enable the FAA to maximize use of NAS capacity. 

An integrated set of data services delivering both static and dynamic data through well-defined exchange 

mechanisms across the NAS will enable users to more easily consume and visualize the NAS status. This synthesis 

of the various data using standard models and ubiquitous availability in the cloud will deliver a greater degree of 

shared situational awareness as data can be integrated, compared, and evaluated using additional constraints and the 

assurance that data are related in clearly defined ways. Thus, enhanced business intelligence capabilities and a 

comprehensive NAS data enterprise service infrastructure along with new benchmarking and forecasting capabilities 

will enable the FAA to intelligently manage the NAS resources to optimize capacity in the face of changing 

conditions.

Program Plans FY 2015 – Performance Output Goals

• None.

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Fiscal Years 2015-2019 Activity 1

Program Plans FY 2016 – Performance Output Goals

• Develop cross-domain requirements document identifying operational and design requirements for users of 

automation systems and decision support tools to connect and ingest static aeronautical information including 

airspace definitions, airport configurations, schedules, and other constraints such as miles in trail restrictions, 

boundary crossing data, via the Aeronautical Common Services.

• Conduct IARD for AIM Modernization future Segment 3. Deliverables include:

o Functional Analysis

o Investment Analysis Plan

Program Plans FY 2017 – Performance Output Goals

• Develop level of integration of the AI in NAS automation and interface requirements documents to support 

development of interfaces and data flow with decision support tools and other automation using AIM 

information, for example, ERAM or TFDM. Specifically this effort will support acquisition engineering for 

those programs within the On-Demand NAS Information Portfolio in the Bravo timeframe (FY2016-FY2020).

• Conduct IID for AIM Modernization future Segment 3. Deliverables include:

o Initial Program Requirements

o Business Case Analysis Report (BCAR)

o Enterprise Architecture Artifacts

o Implementation Strategy and Planning Document (ISPD)

o Chief Financial Officer (CFO) Package

• Develop requirements for ingesting, fusing, and distributing static and planned constraint information including 

SAA and airport configuration data (i.e., airspace definitions and schedules, airport configuration definitions 

and business rules), Letter of Agreement constraints, and relevant aeronautical data and information such as 

airspace activation, active runway, and additional status information from NAS systems including ERAM and 

TFDM respectively to deliver common status and structure data and integrated information products through 

web services. 

Program Plans FY 2018 – Performance Output Goals

• Conduct Concept and Requirements Definition Readiness Decision for AIM Modernization future Segment 4. 

Deliverables include:

o Concept and Requirements Definition (CRD) Plan

o Concept of Operations

o Shortfall Analysis

• Conduct Final Investment Decision (FID) for AIM Modernization future Segment 3. Deliverables include:

o Final Program Requirements

o BCAR

o ISPD

o Enterprise Architecture Artifacts

o Communications Plan

Program Plans FY 2019 – Performance Output Goals

• Conduct IARD for AIM Modernization future Segment 4. Deliverables include:

o Preliminary Program Requirements

o Functional Analysis

o Investment Analysis Plan

o Enterprise Architecture Artifacts

 

X, Advanced Methods, G05A.02-02 

 

Program Description 

Advanced Methods for Traffic Flow Management (TFM) will explore technologies, infrastructure enhancements, 

and procedural changes to meet current and future traffic management needs. This work will support improvements 

which will increase airport capacity and sector throughput, and will reduce sector delays by providing the NAS 

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Users and Air Traffic Management (ATM) with a common understanding of the NAS Constraints. The program 

will: develop and test prototype improvements and provide operational concepts and requirements for 

implementation by automation programs and operational organizations. 

Advanced Methods will identify automation system and procedural enhancements to address strategic TFM 

shortfalls in the following enhancement areas: 

• Constraint Prediction, Monitoring and Alerting; 

• Operational Response Development; and

• Post-Operational Analysis and Training. 

The capabilities defined by this program will be implemented in a future TFMS updates.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Advanced Methods for TFM will analyze different technologies, infrastructure enhancements, and procedural 

changes that will lead to improvements that will increase airport capacity and sector throughput, and reduce sector 

delays.

Program Plans FY 2015 – Performance Output Goals

• None.

Program Plans FY 2016 – Performance Output Goals

• Update concept engineering plan and conduct concept engineering activities to develop the following products:

o Preliminary Capability Functional Analysis for individual capabilities under Constraint Prediction, 

Monitoring and Alerting; Operational Response Development; and Post-Operational Analysis and 

Training;

o Preliminary Capability Requirements for individual capabilities under Constraint Prediction, Monitoring 

and Alerting; Operational Response Development; and Post-Operational Analysis and Training; 

o Concept Validation Activities – Prototyping/Evaluations/HITLs/Reports for individual capabilities under 

Constraint Prediction, Monitoring and Alerting; Operational Response Development; and Post-Operational 

Analysis and Training; and

o Updated Capability CONOPS.

Program Plans FY 2017 – Performance Output Goals

• Conduct concept engineering activities to develop the following products:

o Updated Capability Functional Analysis for individual capabilities under Constraint Prediction, Monitoring 

and Alerting; Operational Response Development; and Post-Operational Analysis and Training;

o Updated Capability Requirements for individual capabilities under Constraint Prediction, Monitoring and 

Alerting; Operational Response Development; and Post-Operational Analysis and Training;

o Quantitative Capability Benefits for individual capabilities under Constraint Prediction, Monitoring and 

Alerting; Operational Response Development; and Post-Operational Analysis and Training; and

o Rough order of magnitude cost estimate for individual capabilities under Constraint Prediction, Monitoring 

and Alerting; Operational Response Development; and Post-Operational Analysis and Training.

Program Plans FY 2018 – Performance Output Goals

• Update products as necessary for individual capabilities under Constraint Prediction, Monitoring and Alerting; 

Operational Response Development; and Post-Operational Analysis and Training.

• Begin exploring new capabilities and developing associated products:

o Capability Shortfall Analysis; and

o Preliminary Capability CONOPS.

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Program Plans FY 2019 – Performance Output Goals

• Develop the following products for new capabilities:

o Preliminary Capability Functional Analysis;

o Preliminary Capability Requirements;

o Concept Validation Activities – Prototyping, Evaluations, HITLs, and Reports; and

o Updated Capability CONOPS.

 

X, Collaborative Information Management (CIM), G05M.02-01 

 

Program Description 

Collaborative Information Management (CIM) is an information sharing capability that promotes inter-agency 

communication and collaboration through the use of modern network enabled tools, technologies, and operational 

procedures. Stakeholders will be provided with the connectivity and interoperability necessary to rapidly and 

dynamically share information. The connectivity and interoperability will be enhanced by validation and 

development of processes and procedures to share relevant information with other government agencies that have 

their own System Oriented Architectures (SOA), such as the Department of Homeland Security (DHS) and the 

Department of Defense (DoD). The CIM program will also look at the use of mobile applications in a System-Wide 

Information Management (SWIM) structure; specifically focusing on the non-safety critical ATM function. The 

long term goal is to establish the requirements for robust inter-agency SOA environment that provides the equivalent 

of the FAA’s SWIM functionality.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

With collaborative situational awareness tools available to the FAA, DoD and DHS, decision making for flights will 

be done efficiently and with more precise timing. This will greatly enhance the communication needed to handle 

future Unmanned Aircraft flights and the projected increase in air travel. 

Program Plans FY 2015 – Performance Output Goals

• None. 

Program Plans FY 2016 – Performance Output Goals

• Develop a behavior analysis model/toolset to evaluate NAS service behavior to develop baseline for CIM.

Program Plans FY 2017 – Performance Output Goals

• Evaluate cyber threat scenarios related to air domain system vulnerabilities and report findings.

Program Plans FY 2018 – Performance Output Goals

• Prepare a report evaluating the sharing of enhanced operational data products between FAA and other agencies.

Program Plans FY 2019 – Performance Output Goals

• Provide recommendations and findings on international information sharing requirements for government to 

government. 

 

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X, Flight Object Exchange Services (FOXS), G05A.02-08 

 

Program Description

Flight data is essential to air traffic control. It alerts controllers to the intended flight path of the aircraft they are 

controlling. Even though flight data may be found in multiple NAS systems, a unified, complete, accurate, up-todate data-set containing all flights, managed by en route, terminal and surface facilities in the various stages of flight 

does not exist today. Coordination of flight data with two way data exchange is needed to support future concepts 

such as Trajectory Based Operations that require gate to gate planning for execution of the flight. 

FOXS will establish the information architecture for modifying NAS interfaces to support the transition of real time 

operational NAS systems from existing data standards and interfaces. FOXS will support the Flight Information 

Exchange Model (FIXM) standard which is a part of a family of information exchange models (including 

Aeronautical Information Exchange Model (AIXM) and Weather information Exchange Model (WXXM)) designed 

to support the information needs of Air Traffic Management (ATM). FIXM is an International data exchange 

standard which will be updated annually and these updates will require updating FOXS to support new versions of 

the standard.

Integration of FIXM into NAS flight data will be managed through the implementation of the NAS flight object. 

The FOXS program will incorporate Flight Object data and support NAS and Non-NAS client connectivity to the 

service. FOXS connected clients will be able to access flight object data and modify flight object data as authorized. 

Flight Object information will be used to capture and distribute the most up-to-date information on any flight, and 

will serve as the single common reference for all system information about that flight. A Flight Object will be 

created for each proposed flight, and the Flight Object information will be updated in real time as the flight 

progresses through planning states to active states, gate to gate. The Flight Object will collect, manage and provide 

flight-specific data, such as aircraft identification, aircraft parameters, current flight plan information, operator 

preferences, flight capabilities, trajectory, and security information. The information contained in the Flight Object 

will evolve to support new capabilities and become much richer than today’s flight data. 

The Program is currently in the Concept and Requirements Definition (CRD) Phase. It is scheduled for an 

Investment Analysis Readiness Decision (IARD) in FY 2016 and Final Investment Decision (FID) is planned by FY 

2018.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

The FOXS will provide a unified, complete, accurate, up-to-date, and easily-accessible picture of any and all flights. 

Connectivity to FOXS and the use of flight object data will improve the information management and availability of 

flight object data between stakeholders, enabling operational benefits such as improved non-verbal coordination, 

common operational situational awareness, and collaborative decision-making across all phases of flight, thereby 

improving planning, decision making, and NAS capacity. 

Program Plans FY 2015 – Performance Output Goals

• None.

Program Plans FY 2016 – Performance Output Goals

• Complete engineering and Investment Analysis planning for incorporating FOXS into ATM Systems.

• Complete Investment Analysis for implementation of consolidated national exchange of standardized flight 

data.

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Program Plans FY 2017 – Performance Output Goals

• Complete engineering and Investment Analysis planning to incorporate FIXM changes into FOXS. 

• Complete Investment Analysis for incorporating FIXM changes into SWIM services.

• Complete the following products to support the FOXS Initial Investment Decision (IID):

o Initial Program Requirements

o Business Case Analysis Report (BCAR)

o Enterprise Architecture Artifacts

o Implementation Strategy and Planning Document (ISPD)

o Chief Financial Officer (CFO) Package 

Program Plans FY 2018 – Performance Output Goals

• Complete the following products to support the FOXS Final Investment Decision (FID):

o Final Program Requirements

o BCAR

o ISPD

o Enterprise Architecture Artifacts

o Communication Plan

Program Plans FY 2019 – Performance Output Goals

• Initiate FOXS implementation.

 

X, Dynamic Airspace, G05A.04-01 

 

Program Description

The Dynamic Airspace program will develop the requirements and algorithms for tools to enable air traffic 

managers to reconfigure airspace to expand or contract air traffic control sectors to match the overall level of 

activity in the facility’s airspace and to dynamically deactivate restrictions on travel through designated areas. The 

Airspace Resource Management System (ARMS) will implement these tools for reconfiguring sectors and 

controlling the reconfiguration of the NextGen networked communications infrastructure and flight data distribution 

in response to operational requirements. 

It is expected that airspace reconfiguration will be flexible, so that it can be applied across time horizons of varying 

scale – from years to months to days to hours. It will allow transfer of airspace from adjacent areas within a facility 

and airspace from adjacent facilities when that would improve efficiency of operations, especially when faced with 

major constraints such as weather. The capability also supports a robust business continuity capability.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Dynamic Airspace and ARMS will allow traffic managers to optimize the airspace configuration across the NAS to 

decrease congestion in workload-constrained airspace while addressing weather and Special Use Airspace (SUA). 

Program Plans FY 2015-2016 – Performance Output Goals

• None. 

Program Plans FY 2017 – Performance Output Goals

• Prepare case study of radio coverage and implementation analysis. 

• Develop a preliminary shortfall analysis.

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Fiscal Years 2015-2019 Activity 1

Program Plans FY 2018 – Performance Output Goals

• Develop an initial Concept of Operations.

• Conduct concept validation activities, such as a human-in-the-loop simulation.

• Develop initial operational requirements. 

• Prepare documentation of voice system reconfiguration requirements 

• Prepare operational study evaluating processes for moving sector boundaries and airspace configurations.

• Develop documentation for information loading of new airspace frequency plan into ERAM. 

Program Plans FY 2019 – Performance Output Goals

• Prepare operational study evaluating automation processes for moving sector boundaries and airspace 

configurations dynamically. 

• Update documentation for information loading of new airspace frequency plan into ERAM. 

• Develop documentation of adaptation requirements for surveillance, flight plan posting, etc.

• Develop operational requirements for implementing Dynamic Spectrum coverage for communication.

 

X, Airspace Resource Management System (ARMS), G05A.02-09 

 

Program Description

The Airspace Resource Management System (ARMS) will provide the tools for controlling the reconfiguration of 

the NextGen networked communications infrastructure to support the operational requirement for reconfigurable 

airspace. ARMS will support the new framework for airspace allocation that no longer relies on navigation aids and 

sectors; instead airspace will be allocated as a resource to meet demand, safety, and environmental requirements. 

ARMS will manage voice and data link communications and communication links between facilities. 

Key benefits from ARMS include the following:

• Reduced air traffic controller constrained airspace workload while addressing weather and Special Use 

Airspace (SUA).

• Air traffic managers will have more flexibility to reconfigure airspace to address convective weather and 

meet fluctuations in user demand.

A Final Investment Decision is planned in FY 2021.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 3 – Achieve a NAS on-time arrival rate of 88 percent at Core airports.

Relationship to Performance Metric

The performance metric to increase on-time arrivals is supported by providing tools to air traffic managers for more 

flexibility to reconfigure airspace to address convective weather and meet fluctuations in user demand. 

Program Plans FY 2015-2018 – Performance Output Goals 

• None.

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Fiscal Years 2015-2019 Activity 1

Program Plans FY 2019 – Performance Output Goals 

• Complete documentation in preparation for Investment Analysis Readiness Decision:

o Shortfall Analysis;

o Concept of Operations; 

o Functional analysis;

o NAS EA artifacts;

o Safety analysis; and 

o Preliminary requirements. 

 

1A08, NEXTGEN – ENVIRONMENT PORTFOLIO

FY 2015 Request $2.5M

Environmental Management System & Noise/Emission Reduction, G06M.02-01 

 

Program Description

The environmental and energy development efforts under this program will lead to assessments of NextGen 

solutions to reduce emissions, fuel burn, and noise. This effort will focus on explorations, demonstrations, and 

development of methods to integrate environmental impact mitigation and energy efficiency options within the 

NextGen infrastructure. It will also explore ways to adapt the NAS infrastructure to fully exploit the benefits of 

these environmental mitigation and energy efficiency options. 

NextGen environmental goals are to reduce system wide aviation environmental impacts in absolute terms 

notwithstanding the growth of aviation. The NextGen Five Pillar Environmental Approach contains several options 

to mitigate environmental impacts of aviation: operational procedures; aircraft and engine technologies; alternative 

fuels, Air Traffic Management improvements and efficiencies, environmental policies and standards; and improved 

tools for environmental analysis. These all enable an increase in capacity while reducing environmental impacts. 

There are two environmental projects under this program.

Environmental Management System Framework:

Solutions to achieve NextGen environmental goals must consider the effect of aviation noise and emissions on 

human health and welfare. The Environmental Management System (EMS) provides a framework to manage, 

mitigate and verify progress towards achieving the environmental goals. The EMS will employ well-developed and 

demonstrated environmental impacts metrics. The EMS approach will allow for the systematic examination of 

advanced options for noise, fuel burn, and emissions reduction to support sustainable growth in demand and 

mobility. Approaches will be developed and analyses conducted to track progress towards meeting emissions, noise 

and fuel burn efficiency goals. 

Advanced Noise and Emission Reduction:

Implementation of advanced aircraft (both engine and airframe) technologies, and improved environmental and 

energy efficient operational procedures are keys to reductions in significant environmental impacts while improving 

system energy efficiency. Policy options, environmental standards and market based measures also provide 

mitigation that will help meet environmental and energy efficiency goals. This program will focus on assessing the 

impacts of mitigation actions and provide guidance on potential adaptations needed in order to maximize benefits 

from the mitigation actions. This program interfaces with the CLEEN (Continuous Lower Energy, Emissions and

Noise) technologies program being pursued under the NextGen Environment and Energy Research and 

Development program. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 4 – Improve NAS energy efficiency by 16% as measured relative to the base year 

of FY 2001 (revenue ton per kilometer).

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Relationship to Performance Metrics

This program supports the FAA Strategic Priority for Delivering Benefits through Technology and Infrastructure 

with an outcome of the US aviation sector being a model for sustainable growth. Progress and success of this 

program will be measured against the performance metric to improve NAS-wide energy efficiency by at least 2% 

per year. This program supports accelerated maturation of air traffic management and adoption of CLEEN aircraft 

technologies through testing, demonstration and benefit assessment. In addition, it focuses on exploration of energy 

efficient and environmentally favorable operational procedures. Both of these advances lead to improved energy 

efficiency which will be managed and tracked via the Environmental Management System. This program 

accelerates securing qualification of commercial alternative fuels through testing and demonstration as well as 

analysis of aviation environmental standards on NAS-wide operational environmental performance.

Program Plans FY 2015 – Performance Output Goals

Environmental Management System (EMS) Framework:

• Submit a report on development of the initial operational version of NextGen EMS framework.

Advanced Noise and Emissions Reduction:

• Develop a report on demonstration of FMS/ATM Integration for Trajectory Optimization. 

• Update report on assessments of NAS-wide environmental benefits of new aircraft technologies including those 

from the CLEEN program.

• Develop a report on assessments of environmentally and energy efficient gate-to-gate operational procedures.

• Develop a report on assessments of NAS-wide impacts of environmental standards and policy measures.

Program Plans FY 2016 – Performance Output Goals

Environmental Management System (EMS) Framework:

• Develop report evaluating progress towards meeting NextGen environmental goals that identifies performance 

gaps and mitigation solution needs.

• Submit a report on enhancements to Aviation Environmental Design Tool (AEDT) terminal area capabilities.

• Submit a report on integration of NextGen simulation models and data with AEDT software version 2b.

Advanced Noise and Emission Reduction:

• Submit a report on assessments of operational procedures and ATM-related technologies that could reduce 

noise, emissions, and fuel burn.

Program Plans FY 2017 – Performance Output Goals

Environmental Management System (EMS) Framework:

• Submit a report with details on refinements to NextGen EMS framework.

• Update report evaluating progress towards meeting NextGen environmental goals that identifies performance 

gaps and mitigation solution needs.

• Report on further enhancements to the AEDT and other aviation environmental tools.

• Integrate NextGen simulation models and data with enhanced version of AEDT and other aviation 

environmental tools.

Advanced Noise and Emission Reduction:

• Submit a report on assessments and simulations of operational procedures and ATM-related technologies that 

could reduce noise, emissions, and fuel burn.

Program Plans FY 2018 – Performance Output Goals

Environmental Management System (EMS) Framework:

• Update report on progress made towards meeting FAA’s environmental and energy goals using updated 

processes and tools along with details on potential performance gaps between forecast performance and goals.

• Submit a report on enhancements to AEDT and other aviation environmental tools to better integrate NextGen 

simulation models and data.

Advanced Noise and Emission Reduction:

• Submit a report on assessments, simulations, and demonstrations of operational procedures and ATM-related 

technologies that could reduce noise, emissions, and fuel burn.

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Program Plans FY 2019 – Performance Output Goals

Environmental Management System (EMS) Framework:

• Submit a report with details on progress made towards meeting FAA’s aviation environmental and energy goals 

using updated information on growth scenarios and technology improvements, alternative fuel penetration, 

operational procedures, and policy measures.

• Submit a report on development of environmental assessment capabilities that are integrated with NAS design 

tools, simulation models and performance monitoring systems. 

Advanced Noise and Emission Reduction:

• Submit a report on assessments, simulations, and demonstrations of operational procedures and ATM-related 

technologies that could reduce noise, emissions, and fuel burn.

 

1A09, NEXTGEN – IMPROVED MULTIPLE RUNWAY OPERATIONS PORTFOLIO

FY 2015 Request $3.5M

• A, Closely Spaced Parallel Runway Operations, G06N.01-02

• B, Wake Turbulence Mitigation for Arrivals (WTMA), G06A.01-02

• X, Ground Based Augmentation System, G06N.01-01

• X, Enhanced Service Small Communities (ESSC), G03M.04-02

A, Closely Spaced Parallel Runway Operations, G06N.01-02 

 

Program Description 

Closely Spaced Parallel Operations (CSPO) are simultaneous approaches of aircraft pairs to airports with parallel 

and multiple parallel runways that are closely spaced (runways that are less than 4300 feet apart). CSPOs have been 

implemented at several Metroplex airports to meet the increased demand. Instrument Meteorological Conditions 

(IMC) can reduce the airport arrival rate by half since aircraft are scheduled on the assumption of good weather and 

cleared or released based upon current and forecasted weather. Simultaneous Independent Instrument Approach 

(SIIA) operations provide the maximum capacity increase when weather conditions do not allow visual approaches. 

Recently, dual SIIA operations were approved for runways when centerlines are separated by 3600 feet or greater. 

If High Update Rate (HUR) surveillance is used, independent approaches can be conducted to runways separated by 

at least 3400 feet, or in some cases, 3000 feet if one of the approaches is offset from the opposite parallel runway 

approach path. In comparison, separation standards for dual simultaneous dependent approach operations (when 

there is a stagger between aircraft) along the parallel final approach course can be used when runways are separated 

by 2500 feet or more. Dependent staggered approaches to runways separated by less than 2500 feet are approved for 

a limited number of airports under specific restrictions. Dependent stagger approaches provide an incremental 

increase in capacity but do not increase capacity as much as independent approach operations.

The CSPO program will accelerate activities to provide increased arrival operations to airports with closely spaced 

parallel runways in IMC. CSPO will develop the performance requirements that enable the implementation of 

innovative procedures, tools and/or controller/pilot aids that increase capacity at airports utilizing multiple 

independent and dependent operations. This initiative will enhance procedures that allow dependent operations to 

closely spaced parallel runways or converging approaches to runways greater than 700 feet apart, as well as 

supporting independent operations to parallel runways between 2500 feet and 4300 feet. Furthermore, CSPO will 

identify potential alternatives for meeting functional requirements such as the application of existing and new 

technologies to current standards, reevaluation of the applicability of the blunder model assumptions and the use of 

the model on risk assessments, the application of emerging NextGen technologies to current standards, and the 

development of new standards to facilitate NextGen applications.

The research funded by this program is directed towards providing the aircrew with a monitoring capability that 

mimics the visual monitoring the aircrew uses to self-separate from other aircraft and obstacles, as allowed in Visual 

Meteorological Conditions (VMC) operations. 

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Fiscal Years 2015-2019 Activity 1

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric 

CSPO research is focused on finding safe ways to recover lost capacity induced by the current aircraft-to-aircraft 

separation procedures required for simultaneous IMC operations to closely spaced parallel runways. The goal of 

CSPO analysis is to maintain arrival rates regardless of weather conditions (IMC vs VMC). It is expected IMC 

arrival rates will be close to VMC rates. Some airports may increase arrival rates by as much as 6 to 12 operations 

per hour, though benefits will vary based on local operations and procedures. 

Program Plans FY 2015 – Performance Output Goals

• Complete site-specific evaluation report for candidate site with the goal of performing fast-time simulations and 

collecting data via three data collection events (aircraft flight simulator, lab and on-site).

• Complete enhancements and upgrades to the Modeling and Simulation Tool Suite.

• Support the implementation of standards for dependent approaches with reduced dependent stagger (less than 

1.5 NM).

• Support the implementation of standards for dual SIIA with an offset (2.5 to 3.0 degrees) for runways at least 

3000 feet apart

• Perform analysis of Paired Approach (PA) Algorithm feasibility Initial Operating Capability (IOC).

• Complete analysis of the use of HUR surveillance to enable a reduction in current runway spacing.

• Complete analysis of the use of ADS-B with FUSION for use with independent approaches with lower minima, 

and provide corresponding White Paper.

• Conduct fast time simulations to assess the capabilities of the PA to CAT I procedure.

• Finalize Simplified Aircraft-Based Paired Approach (SAPA) Adjacent Landing Alerting System Algorithm for 

PA to CAT II/III minima.

• Validate PA to CAT I PA ADS-B Guidance Display for CAT I Minima (Phase I) and provide a report.

Program Plans FY 2016 – Performance Output Goals

• Complete enhancements to the CSPO blunder model.

• Perform Human-in-the-Loop (HITL) simulations using Simplified Aircraft-Based Paired Approach (SAPA) 

algorithm developed for Paired Approaches to CAT II/III minima.

• Complete HUR Studies with Final Report.

• Complete enhancement and upgrades to the Modeling and Simulation Tool Suite.

• Evaluate PA Algorithm Feasibility IOC and provide report.

• Perform additional FastTime Simulation for PA to CAT I Minima.

• Perform HITL simulations using Adjacent Landing Alerting System algorithm developed for PA to CAT II/III 

minima plus perform FastTime Simulation for Analysis and provide Memo.

• Complete FUSION software emulation and provide a technical report.

• Support the implementation of new standards for triple approaches and approaches utilizing High Update Rate 

surveillance.

Program Plans FY 2017 – Performance Output Goals

• Conduct HITL simulations of the PA to CAT II/III concept.

• Finalize analysis of PA to CAT I minima and provide Technical Report.

• Support the implementation of PA to CAT I approach minima at applicable airports (e.g. Safety Risk 

Management Panel, safety reviews and publishing orders).

• Conduct analysis of the concept for PA to CAT II/III approach minima. 

• Continue FUSION Technical report and supply a status memo.

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Fiscal Years 2015-2019 Activity 1

Program Plans FY 2018 – Performance Output Goals

• Finalize analysis of the concept for PA to CAT II/III approach minima and provide Technical Report.

• Support the implementation of PA to CAT II/III approach minima at applicable airports (e.g. SRMP, safety 

reviews and publishing orders) and provide a Technical Report.

• Complete the Fusion Technical Report and supply a status memo.

Program Plans FY 2019 – Performance Output Goals

• Support the implementation of PA to CAT II/III approach minima at applicable airports (e.g. safety reviews and 

publishing orders).

 

B, Wake Turbulence Mitigation for Arrivals (WTMA), G06A.01-02 

 

Program Description

This program will evaluate air traffic control wake separation decision support tool capabilities and associated 

prototypes as possible enablers to safely meet the predicted NextGen demand for capacity to handle additional 

flights in the nation’s air transportation system. If the capabilities demonstrated by the prototypes are evaluated to 

be beneficial and are incorporated into the terminal automation systems, more flights can be accommodated by 

existing airport runways and in the existing airspace due to safely reducing the required wake mitigation separations 

between aircraft. This program is taking the results of technology research and development and new wake 

separation concept modeling and simulation efforts and evaluating concept feasibility prototypes for flight safety 

and impact on the NAS capability for meeting the demand for more flights. 

Evaluation of the Wake Turbulence Mitigation for Arrivals (WTMA) capabilities will continue and requirements for 

implementation will be developed. The WTMA procedures would be used by controllers in reducing wake 

separations imposed on aircraft following behind Boeing 757 or Heavy wake category aircraft when landing on an 

airport’s set of closely spaced parallel runways (CSPR) (runways less than 2500 feet apart). 

This project will complete an adaptation of the Advanced Terminal Proximity Alert (ATPA) decision support tool to 

provide controller’s a visual display of the required wake mitigation minimum separations to be applied during 

WTMA-Procedural (WTMA-P) operations. WTMA-Procedural (WTMA-P) allows reduced wake separations to be 

applied during instrument landing operations at airports that meet certain CSPR layout criteria. Application of 

ATPA is not required for WTMA-P, but the design of ATPA must be consistent with WTMA-P procedure change. 

ATPA is considered an enabling capability for WTMA-System (WTMA-S).

The WTMA capabilities, when implemented, will provide an economic boost to the nation’s aviation system by 

restoring part of the airport landing capacity lost when an airport has to change its operation from visual approach 

operations to instrument approach operations and apply its attendant required wake mitigation separation minima 

between landing aircraft. High level analyses have indicated that the current air traffic control wake mitigation 

separations process, aided by technology, can be more capacity efficient while at the same time remain safe. It is 

expected that the project’s WTMA evaluation and requirements development products will allow a rapid integration 

of the WTMA capability into the NextGen era FAA automation platforms.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

The procedures and technology evaluated by this project will reduce the gap between an airport’s visual operations 

landing capacity and its instrument operations landing capacity. The WTMA-P (Procedural) air traffic control wake 

mitigation procedures when approved and implemented, will allow controllers at several closely spaced parallel 

runways (CSPR) airports to use diagonal dependent wake separations during instrument approach operations to the 

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Fiscal Years 2015-2019 Activity 1

airport’s CSPR in all wind conditions. The farther term (2019 – 2020) decision support tool capability WTMA-S 

(System) will use crosswind information similar to that of the Wake Turbulence Mitigation for Departures (WTMD) 

air traffic control decision support tool, to enable use of the WTMA air traffic control procedure at many other 

airports that use their CSPR for landing operations. Use of the WTMA air traffic control wake mitigation 

procedure, when weather conditions allow, is estimated to increase an airports CSPR arrival throughput capacity by 

8 to 10 more CSPR arrivals (depending on fleet mix) per hour above what the airports can currently achieve during 

instrument operating conditions. The WTMA incremental arrival throughput capacity improvement can be achieved 

without any changes to the aircraft fleet’s equipage and has a compounding beneficial flight delay reduction effect 

when weather conditions would otherwise have more severely cut an airport’s capacity to accept flights on its 

CSPR. 

Program Plans FY 2015 – Performance Output Goals

• Conduct airport specific analyses for application of WTMA-P at two additional locations.

• Develop WTMA-P ATC procedures and training packages for the two airports.

• Validate TAMR ATPA phase 2 adapted software for use at the TRACONS of the two additional airports.

Program Plans FY 2016 – Performance Output Goals

• Develop and validate WTMA-S requirements via prototyping.

Program Plans FY 2017 – Performance Output Goals

• Complete Functional Description Narratives for the development of software modifications in NAS automation 

platforms to implement the WTMA-S air traffic control decision support capability.

Program Plans FY 2018-2019 – Performance Output Goals

• None.

 

X, Ground Based Augmentation System, G06N.01-01 

 

Program Description

The Ground Based Augmentation System (GBAS) augments the current Global Positioning System (GPS) signals 

mainly to support terminal, non-precision and precision approaches in the NAS. GBAS is a cost effective 

alternative to Instrument Landing Systems (ILS) for Category II/III operations because a single device can serve an 

entire airport versus multiple ILS facilities (one at each runway end). GBAS will eliminate the need to install ILS 

localizers that provide horizontal guidance to the runway centerline; however, approach lighting systems would still 

be required. The GBAS determines a correction to the GPS signal and that correction is transmitted for use by 

aircraft instrumentation to ensure the accuracy necessary for guidance to a runway end during limited visibility 

conditions.

GBAS provides one of the capabilities that would allow the FAA to transition from the current navigation and 

landing system to a satellite-based navigation system. The Local Area Augmentation System (LAAS) is the United 

States version of a system that meets internationally accepted standards for GBAS Category I (GBAS Approach 

Service Type C (GAST-C)) services. 

GBAS is a ground-based augmentation to GPS that mainly serves airport traffic (approximately a 20-30 mile radius) 

for precision approach, departure procedures, and terminal area operations. GBAS is intended as an alternative to 

ILS, and it has technical, operational, and maintenance advantages over ILS. However, GBAS is dependent on GPS 

signals, so it cannot be utilized as the sole means for approaches and navigation. Backup systems will be required. 

A GBAS Category I design, the Honeywell SLS-4000, has been approved for use, and design upgrades to this 

system for radio frequency interference (RFI) mitigation are being tested at Newark. A GBAS that allows Category 

III landings has been developed and International Civil Aviation Organization (ICAO) standards for Category III 

GBAS have been published and systems are being tested to validate those standards. The FAA work on the 

Category I design and experience from that program will be used to validate the ICAO GBAS Category III 

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Fiscal Years 2015-2019 Activity 1

requirements. The goal of this project is to support commercial development of a prototype Category III GBAS 

capability (GBAS Approach Service Type D (GAST-D)) for validation testing. The vendor developing the 

prototype will have an option to seek a Category III non-federal approval. The Department of Defense (DoD) also 

plans to implement GBAS Technology in their Joint Precision Approach and Landing System (JPALS) program. 

Civil interoperability is a "Key Performance Parameter" to this DoD system. The FAA will support DoD 

developments, facilitating technology transfer as applicable.

An FAA-owned GBAS (SLS-4000) installed in Atlantic City International Airport (ACY) will continue to be used 

as an interim platform to validate Category III requirements under this project. This program will support activities 

necessary to complete the required integrity reviews and produce documentation describing the results. Also, the 

program will conduct specialized research and development activities to address GPS degradation due to Radio 

Frequency Interference (RFI) issues that were identified in the implementation of a non-Fed LAAS (GBAS Cat III 

systems predecessor). In addition, the program will identify and address GBAS development risks, refine system 

and ground station requirements, and investigate potential alternatives to the system being tested. The program will 

also work with the international community to identify standards for alternative systems using dual frequency and 

multi-constellation implementation options. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

GBAS will allow for increased flexibility in the Terminal Area by eliminating the capacity constraint due to ILS 

limitations and help reduce arrival and taxi delays. Future enhancements to GBAS when combined with 

surveillance, may allow for reduced aircraft separation in all weather conditions. Similarly, once the capability has 

been validated, GBAS will eventually be able to provide navigation guidance for continuous descent approaches and 

curved-segmented approaches in extremely low visibility conditions. In addition, GBAS will allow for increased 

access by allowing airports to operate in low visibility conditions where there is not sufficient demand for ILS or 

sites where an ILS installation is not possible due to location specific restrictions such as terrain.

Program Plans FY 2015 – Performance Output Goals

• None.

Program Plans FY 2016 – Performance Output Goals

• Perform initial System Design Approval (SDA) for GBAS Cat III Approach Service Type D (GAST-D) system.

• Perform review of technical performance of Cat III prototype using FAA avionics and ground system 

prototypes.

• Perform validation of ICAO Standards And Recommended Practices (SARPS) for the baseline set of GAST-D 

and multi constellation/dual frequency requirements.

Program Plans FY 2017 – Performance Output Goals

• Complete GBAS SDA for GAST-D.

Program Plans FY 2018-2019 – Performance Output Goals

• None.

 

X, Enhanced Service Small Communities (ESSC), G03M.04-02 

 

Program Description 

The ESSC program will develop an approach to low-cost service improvement capability for non-towered airports. 

As an adjunct to the expansion of ADS-B service, the FAA will develop the necessary changes to the controller 

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Fiscal Years 2015-2019 Activity 1

equipment to support the benefits of improving access to smaller airports. Improving access in nearly all weather 

conditions by adding a surveillance capability to these small airports will not only eliminate delays due to one-in and 

one-out operations at those airports but also provide economic opportunity for these communities. This effort 

expands the existing Colorado demonstration for improved low altitude surveillance by adding surveillance down to 

the airport surface and adds capability to the controller workstation to support these non-towered airports. It will 

also investigate cheaper and less terrain restricted alternatives for providing wide area mutilateration.

The FAA will use its authority to enter into cost recovery mechanisms for this enhanced service through state, 

municipal, or airport funding of the infrastructure enhancements.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

ESSC will provide surface surveillance approved for operational use, future technologies, standards and procedures 

to accommodate the demand in small community airport services. ESSC will improve Instrument Flight Rules 

(IFR) throughput in low visibility and night conditions to be comparable with capacity in Visual Flight Rules (VFR), 

and ESSC will allow the FAA to cost effectively expand its service to meet capacity demand. ESSC will also allow 

for delivering aviation services when a local air traffic control facility is experiencing a limited duration loss of 

service by allowing a contingency facility to provide those services. This will allow improved access to the small 

community airports. 

Program Plans FY 2015-2017 – Performance Output Goals

• None.

Program Plans FY 2018 – Performance Output Goals

• Perform ESSC requirements development.

• Perform ESSC concept exploration. 

Program Plans FY 2019 – Performance Output Goals

• Complete initial requirements document for ESSC.

• Complete initial concept of operations (CONOPS) document for ESSC.

 

1A10, NEXTGEN – NAS INFRASTRUCTURE PORTFOLIO

FY 2015 Request $13.5M

• A, Weather Observation Improvements, G04W.02-01

• B, Weather Forecast Improvements, G04W.03-01

• C, Surface/Tower/Terminal Systems Engineering, G06A.02-01

• D, NextGen Navigation Engineering, G06N.01-03

• E, New ATM Requirements, G01M.02-02

• X, Information Management, G05M.03-01

A, Weather Observation Improvements, G04W.02-01 

 

Program Description 

This program will manage the evolution of the existing aviation weather observation sensor networks to one that 

provides the optimal quantity and quality of ground, air, and space based sensors. A consistent and effective 

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Fiscal Years 2015-2019 Activity 1

aviation weather sensor network is fundamental to NextGen. Of primary focus is the surface weather sensor 

network in the Terminal environment. A comprehensive list of observing shortfalls is continuously refined and 

prioritized based on feedback from key stakeholders and user groups. With this information, the program explores 

potential NextGen-enabled concepts to mitigate the high priority shortfalls. Technical studies are underway to 

identify methods to optimize existing ground-based legacy surface platforms. In the near term, this program is 

addressing current limitations of the sensor network for the Terminal environment (e.g., the ability to discern the 

type and intensity of frozen precipitation types, which impacts the efficiency of winter weather and deicing 

operations) and conduct technical and operational risk assessment of potential alternative solutions. Improvements 

to the aviation weather-observation sensor network may require collaboration between the FAA and other NextGen 

partners, including the National Oceanic and Atmospheric Administration (NOAA) and the Department of Defense 

(DoD).

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

This program provides the analysis and engineering to improve aviation weather observations, to enable 

improvements in forecasts and the integration of weather data into decision support tools for collaborative and 

dynamic NAS decision making. It will enhance capacity by allowing fuller use of weather information for 

operational decision-making. This supports the optimal selection of aircraft routes and precise spacing for arriving 

and departing aircraft. The increased accuracy of forecasts and improved observations will enable the capability to 

provide individual trajectory-based profiles, which optimize the usage of available airspace 

Program Plans FY 2015 – Performance Output Goals

• Complete Request for Information (RFI) for second winter season Concept Maturity Technology Demonstration 

(CMTD).

• Update Winter Weather Work Package Evaluation Plan.

• Conduct second season CMTD of meteorological and operational performance assessment of winter weather 

equipment and algorithms.

• Develop NAS interface design for enhanced winter weather capability. 

Program Plans FY 2016 – Performance Output Goals

• Complete and deliver second winter season CMTD report.

• Deliver technical requirements specification for automated winter weather capability.

• Complete RFI/Request for Quote for prototype of NAS Interface for automated winter weather.

• Deliver final automated winter weather algorithm and code package.

• Conduct CMTD for NAS automated winter weather interface package.

• Deliver CMTD report on performance of NAS Interface for Automated Winter Weather.

Program Plans FY 2017 – Performance Output Goals

• Update weather observations shortfall analysis and stakeholder prioritization.

• Identify and assess market technologies applicable to next useful segment.

• Initiate System Engineering activities for next useful segment (e.g. terminal-area adverse winds) .

Program Plans FY 2018 – Performance Output Goals

• Deliver Weather Observation Improvements Risk Mitigation Plan for next useful segment.

• Deliver NextGen Surface Observing Capability (NSOC) CMTD Plan for next useful segment.

• Initiate CMTD for next useful segment.

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Program Plans FY 2019 – Performance Output Goals

• Deliver initial CMTD results and analysis to key stakeholders and users.

• Produce initial algorithms and design documents.

 

B, Weather Forecast Improvements, G04W.03-01 

 

Program Description 

The Weather Forecast Improvements (WFI) program addresses the need to improve weather prediction and how to 

make better use of weather information in the future NAS. Sophisticated National Weather Service (NWS) forecast 

models will be integrated into models that forecast weather impacts for aviation purposes. In today’s NAS, traffic 

managers and users must mentally interpret weather conditions and the potential impact of weather on ATC 

decisions. WFI will improve the accuracy of aviation weather information, to include the automated objective 

indication of the constraints placed on the NAS, and incorporate this data into collaborative and dynamic decisionmaking. WFI will: 

• Enable the integration of aviation weather information into collaborative and dynamic decision-making;

• Implement advanced aviation weather forecasting models to determine effects on traffic forecasts;

• Develop and apply metrics to evaluate how effective weather improvements can be in increasing use of 

NAS capacity;

• Develop policies and guidance necessary for the allocation of roles and responsibilities in providing and 

using weather information to meet FAA requirements and U.S. commitments to ICAO; 

• Develop a process for quality control and standardization of aviation weather products; and

• Develop ICAO-compliant Quality Management System (QMS). 

Specifically, work elements under RWI-WFI includes:

• Metrics – Weather Delay Mitigation – Core airport weather impact study is an objective data-driven 

analysis of how various weather phenomena impact airport operations and will determine how to 

discriminate between “unavoidable” weather impacts and opportunities for mitigation of “avoidable” 

weather delays; 

• Metrics – Weather Post-Analysis Capability – Provides ATMs rapid, objective assessment of prior-day 

Traffic Management Initiatives (TMIs) imposed due to weather and isolate similar events from historical 

data archives to compare them to the targeted event to evaluate “What-If” simulation scenarios; 

• Quality Management System – The QMS provides a methodology to ensure aviation weather products and 

services meet specified requirements and standards, improvements are made when these requirements are 

not met, and each process has documentation and traceability;

• International – Provides support to develop ICAO Annex 3 Meteorological Services, which are consistent 

with the Standards and Recommended Practices (SARPs) for the production and dissemination of 

meteorological information to support international air navigation; and

• ATM Weather Integration – This needs/dependency assessment will yield a coordinated strategy for 

development of weather translation techniques in support of future Collaborative Air Traffic Management 

Technologies (CATM-T), Time Based Flow Management (TBFM), and Surface Trajectory-Based 

Operations (STBO) work packages.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

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Fiscal Years 2015-2019 Activity 1

Relationship to Performance Metric

Weather Forecast Improvements tailors aviation weather data for integration into decision support tools for 

collaborative and dynamic NAS decision making. It enhances capacity by making fuller use of aviation weather 

information for operational decision-making. This supports the optimal selection of aircraft routing and precise 

spacing for arriving and departing aircraft. The increased accuracy of aviation weather observations and forecasts 

enables the capability to provide individual trajectory-based profiles, which optimize the usage of available airspace. 

Program Plans FY 2015 – Performance Output Goals

• Quality Management System: 

o Complete transition plan of an ICAO compliant QMS process to an FAA service organization.

• International:

o Complete annual US position on ICAO draft Amendment 77 of Annex 3. 

o Complete annual ICAO Manual on Meteorological Support for ATM.

Program Plans FY 2016 – Performance Output Goals

• Metrics – Weather Delay Mitigation: 

o Complete report on annual unavoidable weather-related impact. 

o Complete study to identify highest impacts by airport for crosswinds, wind compression and winter 

weather.

o Complete No-weather delay baseline annual update. 

• Metrics – Weather Post-Analysis Capability (Wx-PAC):

o Complete Wx-PAC Requirements Definition Plan.

o Develop Draft Solution ConOps for Weather - Post Analysis Capability (Wx-Pac).

• Quality Management System: 

o Finalize transition package. 

• International:

o Complete annual US position on ICAO draft Amendment 77 of Annex 3.

o Complete annual ICAO Manual on Meteorological Support for ATM.

• ATM Weather Integration:

o Complete Draft Preliminary Weather Integration Roadmap.

o Complete Final Weather Integration Roadmap.

o Complete draft post-Bravo user direct and indirect weather needs analysis.

Program Plans FY 2017 – Performance Output Goals

• Metrics – Weather Delay Mitigation: 

o Complete no-weather baseline annual rebase-lining.

o Complete initial report on Concept Maturity and Technical Development of Delay Mitigation Mechanisms.

• Weather – Post Analysis Capability:

o Complete Final Shortfall Analysis for Wx PAC capability.

o Complete Draft Solution ConOps for Wx PAC capability.

• International:

o In coordination with EURO CONTROL, complete development of reports and presentations (e.g., position 

papers, guidance material) to ICAO.

• ATM Weather Integration: 

o Complete final post-Bravo (beyond 2020) Users’ Direct and Indirect Weather Needs Analysis.

o Complete post- Bravo (beyond 2020) Gap Analysis & Shortfall Mitigation Plan.

Program Plans FY 2018 – Performance Output Goals

• Weather – Post Analysis Capability:

o Complete Final Solution ConOps for Wx PAC capability.

o Complete Preliminary Requirements ConOps for Wx PAC capability.

• International:

o In coordination with EURO CONTROL, complete development of reports and presentations (e.g., position 

papers, guidance material) to ICAO.

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• ATM Weather Integration:

o Complete initial evaluation document of weather translation techniques for future Collaborative Air Traffic 

Management Technologies (CATM-T), Time Based Flow Management (TBFM), and Surface TrajectoryBased Operations (STBO) work packages.

Program Plans FY 2019 – Performance Output Goals

• Weather – Post Analysis Capability:

o Complete requirements documentation for Wx-PAC capability.

• International:

o In coordination with EURO CONTROL, complete development of reports and presentations (e.g., position 

papers, guidance material) to ICAO.

• ATM Weather Integration:

o Complete final evaluation document of weather translation techniques for future CATMT, TBFM, and 

STBO work packages.

 

C, Surface/Tower/Terminal Systems Engineering, G06A.02-01 

 

Program Description

The Surface/Tower/Terminal Systems Engineering program is an early stage developmental program to refine and 

validate Terminal NextGen concepts for improving the efficiency of traffic flow in the terminal area. This program 

will reduce the risks inherent with introducing new technology and operational procedures using systems 

engineering analysis that examines the integrated use of techniques and equipment necessary to achieve these 

efficiencies. System engineering will consider the impact on the NAS architecture and the needed changes 

throughout the product development lifecycle for terminal systems. This program will create specific products for 

use by the Terminal Services organization as they develop the final system configuration.

The Surface/Tower/Terminal Systems Engineering program will identify issues relative to the proposed TRACON 

automation capabilities as part of a Safety Risk Management activity. Concept engineering activities include 

analysis, evaluation, and assessments to develop and mature concepts for changes to Terminal / TRACON 

automation as well as identifying procedure changes needed to support automation change within the TRACON 

domain. The Terminal Work Package 1 primary areas of focus are:

• Enhanced inter-/intra- facility coordination

o Enhanced communication methods between control positions

o Improved information sharing between facilities

• Facilitated airspace and sector management

o Assess sector loading/demand prediction

o Airspace changes – timing and impact of airspace changes

• Augmented flight data management at the control position

o FDIO functionality at control position

o View available route and altitude options from control position

• Decision support for managing air traffic operations

o Support for merging and spacing, and conflict detection

• Improved operations at uncontrolled airports

o Improved communication to pilots at uncontrolled airports

o Display of aircraft position outside of surveillance coverage

• Collaboration with airspace users (Pilots/ Flight Operation Centers/ Airline Operation Centers) 

o Exchanging information with pilots and flight operators

The activities conducted in support of Terminal Work Package 1 development will reduce technical risk, quantify 

benefits, support alternatives development, and identify safety concerns.

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 1

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

The Surface/Tower/Terminal Systems Engineering project supports more efficient use of capacity by analyzing and 

evaluating concepts that support more efficient transfer of flight information including movement constraints to 

interconnected systems, facilities, controllers, pilots, and airport operators. This project will develop capabilities 

that will enable the Terminal domain to more efficiently balance arrivals, departures, and surface operations. The 

Terminal domain will be better able to sufficiently share or exchange data within the Terminal domain, with other 

NAS domains, and NAS stakeholders that are involved in air traffic management decision making. 

Program Plans FY 2015 – Performance Output Goals

• Conduct terminal concept engineering and validation activities - results documented in architecture activity 

models.

• Conduct prioritization process using operational input to select the list of problems to carry forward into 

Investment Analysis.

• Achieve Investment Analysis Readiness Decision for the Terminal WP1 program. 

• Update the Terminal WP1 program requirements document.

• Develop initial business case for the Terminal WP1 program.

• Develop initial implementation strategy and planning documents for Terminal WP1.

• Develop a plan for the Terminal WP1 program to go to final investment analysis.

• Achieve Initial Investment Decision for the Terminal WP1 program. 

Program Plans FY 2016 – Performance Output Goals

• Develop and document benefits and cost models for the Terminal WP1 program. 

• Develop final Terminal WP1 program requirements document.

• Develop final business case for the Terminal WP1 program.

• Develop final implementation strategy and planning document for the Terminal WP1 program.

• Update enterprise architecture products and amendments.

• Achieve Final Investment Decision for the Terminal WP1 program.

• Conduct terminal concept engineering and requirements definitions for future Terminal WPs.

Program Plans FY 2017 – Performance Output Goals

• Refine the overall strategic plan for the Terminal domain in terms of out-year capabilities, including activity 

and process models to develop operational value. 

• Complete concept engineering and requirements definition of future Terminal WPs.

• Begin to develop follow on service analysis to define the need for future TFDM capabilities.

Program Plans FY 2018 – Performance Output Goals

• Complete concept engineering and requirements definition of future TFDM enhancements.

• Conduct Service/Domain Enhancements requirements prioritization.

Program Plans FY 2019 – Performance Output Goals

• Conduct terminal concept engineering and validation activities including a shortfall analysis, CONOPs 

documentation, and operational scenarios, and document results in formal activity models.

• Conduct concept validation activities, such as operational scenario walkthroughs with subject matter experts 

and human-in-the loop simulations with the results of these efforts documented in updated ‘concepts of use’ 

documents.

 

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D, NextGen Navigation Engineering, G06N.01-03 

 

Program Description

This program supports the NextGen goal to increase capacity of the NAS by determining that navigation 

requirements and any potential issues with allowing broader use of advanced capabilities are identified and resolved. 

It will evaluate how to increase and improve the use of Area Navigation (RNAV) using Distance Measuring 

Equipment (DME) in the terminal domain. It supports the Flight Standards efforts to further reduce the minimums 

necessary to allow landings than those currently used for low visibility operations. As advanced avionics 

technology moves forward, the requirement changes needed to ground-based navigation and lighting systems and 

visual technology in the aircraft must be identified to take advantage of reduced visibility landings. 

There are two activities in NextGen Navigation Engineering: Terminal RNAV DME-DME and NextGen Navigation 

Support – Enhanced Low Visibility Operations (ELVO) Phase III.

Terminal RNAV DME-DME:

This activity supports terminal RNAV through the use of DME-DME (use of 2 or more distance measuring 

navigational aids) down to 2000 feet Above Ground Level (AGL) and potentially to the Final Approach Fix (FAF), 

without the need for an Inertial Reference Unit (IRU) in the aircraft. The success of this work will allow expansion 

of NextGen RNAV benefits to all properly equipped aircraft, including regional jets and high end business jets that 

are not equipped with and IRU. This work investigates the requirements and potential airspace changes for using 

DMEs not collocated with a Very High Frequency Omnidirectional Range (VOR) system. The NextGen goal of 

implementing NAS-wide Performance-Based Navigation (PBN) will require changes to the existing DME 

infrastructure and this activity will assess the needed changes. 

NextGen Navigation Support – ELVO Phase III: 

This activity supports requirements analysis for low visibility operations for landing aircraft when the horizontal 

visibility along the runway is less than 1200 feet. These low visibility operations cover approach, landing, roll out, 

taxi movements and takeoff. Low visibility operations below 1200 feet visibility will require the use of additional 

advanced avionics such as the Enhance Vision/Enhanced Flight Vision System (EV/EFVS), Heads Up Display 

(HUD), and Combined Vision System that incorporate other emerging technologies such as Synthetic Vision System 

or Head Down Display. When operations are allowed below 1200 foot visibility, the operation must be compliant 

with Low Visibility Operations/Surface Movement Guidance Control Systems (LVO/SMGCS) requirements. The 

activity will determine the changes needed to ground-based navigational aids and lighting systems to support ELVO 

Phase III and it will conduct Acquisition Management System (AMS) pre-implementation activities.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

This program supports the average daily capacity performance metric by enabling:

• A greater number of users to utilize Performance Based Navigation; and

• An increased number of landing and departures during low visibility conditions.

Program Plans FY 2015 – Performance Output Goals

Terminal RNAV DME-DME:

• Complete initial DME capacity study to address critical DME issues associated with PBN implementation.

• Complete coordination of FAA Order 9840.1 to reflect findings of DME testing and analysis.

• Complete shortfall analysis for Terminal DME.

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NextGen Navigation Support – ELVO Phase III: 

• Complete analysis to identify changing requirements for navigational aids based on advanced avionics and 

systems. 

• Complete planning for LVO/SMGCS demonstration at a NAS airport.

• Complete the ELVO Phase III Concept Requirements Definition (CRD) Plan.

Program Plans FY 2016 – Performance Output Goals

Terminal RNAV DME-DME:

• Complete final DME capacity study to address critical DME issues associated with PBN implementation.

• Complete DME coverage analysis for Central Service Area in support of PBN implementation.

NextGen Navigation Support – ELVO Phase III: 

• Complete draft report on requirements for lower minimas and EFVS operation.

• Complete LVO/SMGCS demonstration at one NAS airport.

• Complete shortfall analysis to support ELVO Phase III.

• Complete draft report on NextGen planned implementation for LVO/SMGCS – including identifying current 

navigation capabilities.

Program Plans FY 2017 – Performance Output Goals

Terminal RNAV DME-DME:

• Develop plan for integration of non-collocated DME into NAS Operations.

NextGen Navigation Support – ELVO Phase III: 

• Complete pretest of moving map at a Part 139 LVO/SMGCS airport with Geographic Information System 

(GIS) survey airport data.

• Complete initial report on NextGen planned implementation for LVO/SMGCS – including identifying current 

navigation capabilities.

Program Plans FY 2018 – Performance Output Goals

Terminal RNAV DME-DME:

• Complete impact assessment and recommendations for non-collocated DME. 

NextGen Navigation Support – ELVO Phase III: 

• Complete initial plan for LVO/SMGCS compliance in the NAS.

• Complete initial development of guidance and training.

Program Plans FY 2019 – Performance Output Goals

Terminal RNAV DME-DME:

• Develop Terminal DME strategy based on previous year’s impact assessment.

NextGen Navigation Support – ELVO Phase III: 

• Complete final LVO/SMGCS compliance plan.

• Complete update to report on NextGen planned implementation for LVO/SMGCS – including identifying 

current navigation capabilities. 

 

E, New ATM Requirements, G01M.02-02 

 

Program Description 

The New ATM Requirements program identifies new opportunities to improve the efficiency and effectiveness of 

air traffic management. It supports the NextGen goal of expanding capacity by developing decision support tools 

that improve the strategic management of operations in the NAS. New ATM requirements activities include: 

New Radar Requirements (Surveillance and Weather):

New Radar Requirements is a technology development initiative to identify viable alternatives that could provide for 

FAA’s future weather and surveillance radar needs. It includes:

• identifying technical challenges; 

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• evaluating cost models; 

• developing technology approaches and proposed solutions; and 

• performing concept demonstration including modeling and prototyping. 

The overall activity includes four major areas: 

• Multifunction Phased-Array Antenna Maturation; 

• Engineering Studies – Technology Assessment; 

• Multifunction Radar data processing and control definition; and 

• Concept and Requirements Definition. 

The outcome of this body of work will result in an initial Antenna and Radar electronics specification. The 

information gained through this effort will support an FAA investment analysis decision. 

Enterprise Information Protocol & Exchange Standards:

This project addresses the need for harmonization protocols and standards for enterprise information use both 

internally and with external agency partners, including DoD, NWS, and international partners. This research will 

identify the shortfalls in moving from direct data sharing to a network environment. It includes protocols for 

enterprise information, criteria for managing and versioning exchange standards, and conformance monitoring 

techniques. The goal is to develop a strategy to ensure NAS systems adherence to established standards and 

protocols. After this analysis is complete, the activities will shift to development and implementation of baseline 

versions of exchange models, and continued conformance monitoring to ensure compliance. Enterprise Information 

Protocol & Exchange Standards is necessary to coordinate information standards work and achieve global 

harmonization of standards and protocols, especially as they relate to engagement with Open Geospatial Consortium 

(OGC) and harmonization with ICAO standards.

Future Collision Avoidance System (Future CAS): 

Airborne Collision Avoidance System X (ACAS X) is being developed to meet future collision avoidance 

requirements. This activity will complement the work planned under the ACAS X program [M54.01-01] to include 

new user classes such as Unmanned Aircraft Systems (UAS) (Xu) and General Aviation (Xp). This activity will 

conduct research to develop requirements for these new classes of users to ensure future systems are interoperable 

within the NAS. 

Weather Transition:

This activity ensures that aviation weather research concepts are matured and technically developed under FAA 

guidelines to a level of appropriate readiness for operational use in the NAS. Weather Transition will manage 

appropriate activities to include the: (a) development, validation, and allocation of aviation requirements for 

weather, (b) analysis of current FAA weather-related services and operational needs to develop initial operational 

concepts to satisfy those needs, and determine which concepts should continue to be developed, and (c) creation, 

testing and evaluation of prototypes and operational demonstrations for the purpose of defining and refining 

operational use concepts. 

Synchronization of Air/Ground Procedures:

In an effort to reduce the strain on the limited-capacity storage on the aircraft Flight Management System (FMS), 

this activity will evaluate methods for ground systems to communicate procedures to the aircraft. This will reduce 

the need to load the FMS with variations of the same procedure for different flight conditions. This will also allow 

air traffic to provide tactical capacity management methods with automation, such as extending the down-wind 

portion of the approach, increasing predictability and efficiency. 

Advanced Air Ground Communications:

In partnership with international partners, this project will evaluate advanced communications standards such as Lband Digital Aeronautical Communication System (LDACS) or Satellite-based communication for operational 

usage. This activity will also evaluate advanced communications to support new capabilities such as Push-to-Talk 

in remote areas and the capability for these links to alleviate spectrum congestion issues.

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher, 

arrivals and departures.

Relationship to Performance Metric 

The service analysis and operational demonstration activities within this program support the development of 

operational improvements that will increase the number of arrivals and departures at major airports.

Program Plans FY 2015 – Performance Output Goals 

New Radar Requirements (Surveillance & Weather): 

• Develop high level requirements document for the Multifunction Phased Array Radar (MPAR).

• Complete update to MPAR Cost Model.

Enterprise Information Protocol & Exchange Standards: 

• Identify the shortfalls in moving from data sharing to a network environment including information protocol 

and exchange standards and evaluation techniques, criteria for managing standards, and conformance

monitoring techniques and policies to ensure compliance.

• Develop and implement required capabilities and governance.

• Develop strategy to ensure NAS systems maintain compliance with developed standards and protocols.

Program Plans FY 2016 – Performance Output Goals 

New Radar Requirements (Surveillance & Weather):

• Complete update of high level requirements document for MPAR.

• Complete update of the MPAR Risk Assessment Plan.

• Complete update to MPAR Cost Model.

Enterprise Information Protocol and Exchange: 

• Collect and standardize baseline versions of exchange models.

• Develop enterprise solution to mediate across NAS system.

• Complete common information protocols and exchange standards documentation.

Future Collision Avoidance System (Future CAS): 

• Develop interoperability requirement of UAS collision avoidance systems.

• Develop ACAS Xu system requirements specifications.

• Complete ACAS Xu Operational Capability Flight Demonstration flight test.

Weather Transition:

• Develop engineering study translating weather state information into impacts on individual aircraft / flights / 

trajectories.

• Validate weather information requirements document as part of integrated controller tools.

Synchronization of Air/Ground Procedures:

• Develop initial document for two-way communications procedures between FMS and ground systems.

Advanced Air/Ground Communications:

• Document the development and test of L-Band communications standards with international community.

• Document the development of Satellite-based Push-to-Talk communications standards with international 

community.

Program Plans FY 2017 – Performance Output Goals 

Enterprise Information Protocol and Exchange Standards: 

• Maintain and update information protocols and exchange standards.

Future CAS:

• Prepare report that develops and validates collision avoidance interoperability performance criteria for general 

aviation.

• Prepare report on ACAS Xp proof of concept to inform ongoing RTCA SC-228 standards development 

activities.

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Weather Transition:

• Prepare report that evaluates algorithms for integrating weather into decision support tools using translated 

weather products.

• Conduct assessment of mature research for transition to NWS.

• Perform analysis of weather related operational services.

Synchronization of Air/Ground Procedures:

• Develop validation plan for air/ground procedure synchronization.

• Develop documentation of air/ground procedures standards with user community.

• Conduct trials to validate air/ground procedure synchronization.

Advanced Air/Ground Communications:

• Develop Test Plan for Satellite based Push-to-Talk communications standards with international community.

• Conduct tests of Satellite-based Push-to-Talk communications standards with international community.

Program Plans FY 2018 – Performance Output Goals 

Enterprise Information Protocol and Exchange Standards: 

• Maintain and update information protocols and exchange standards. 

Future CAS:

• Publish the ACAS-Xp standard including hybrid ACAS to reduce spectrum clutter.

Weather Transition:

• Evaluate additional algorithms for integrating weather into decision support tools using translated weather 

products.

• Conduct assessment of mature research for transition to National Weather Service (NWS).

• Perform analysis of weather related operational services.

Synchronization of Air/Ground Procedures:

• Document trials results and provides recommendation.

Advanced Air/Ground Communications:

• Conduct safety analysis of Satellite-based Push-to-Talk communications standards.

• Conduct tests of the new communications standards with international community.

• Conduct safety analysis of new communications standards.

Program Plans FY 2019 – Performance Output Goals 

Enterprise Information Protocol and Exchange Standards: 

• Maintain and update information protocols and exchange standards. 

Weather Transition:

• Evaluate additional algorithms for integrating weather into decision support tools using translated weather 

products.

• Conduct assessment of mature research for transition to NWS.

• Perform analysis of weather related operational services.

Advanced Air/Ground Communications:

• Develop standards for advance air-ground communications evolving technologies.

• Conduct tests of the new communications standards with international community.

• Conduct safety analysis of new communications standards.

 

X, Information Management, G05M.03-01 

 

Program Description

Recent experience in sharing surface data information with users in the new service-oriented architecture approach, 

coupled with proliferation of data repositories to perform post-analysis, highlighted the need to move from data 

sharing to full information management. This includes allocating information service by type and amount needed 

based on a business case analysis, establishing performance requirements for the delivery of the information and 

monitoring performance, and establishing the governance of how and when the information is provided. 

Improvements to information management approaches are necessary to ensure the efficient use of FTI and SWIM as 

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conduits of information. The EO 13642 and cloud first mandates also require improvements to the information 

management infrastructure of the NAS.

The research on Information Management will identify the shortfalls in moving from data sharing to a network 

environment including: authoritative operational data stores, governance and evaluation techniques, and 

performance monitoring techniques and policies to ensure compliance. After this analysis and preliminary 

engineering design is complete, the activities will shift to development and implementation of the required 

capabilities and governance. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

The goal is to ensure that in the transformation to NextGen, the necessary and required information sharing to 

improve situational awareness are provided with guaranteed performance. Implementation of Information 

Management will allow information to be shared at a level of service that will enable the NAS to more efficiently 

manage NAS resources to optimize capacity in the system. Achieving capacity goals requires increased sharing of 

data with guaranteed delivery and performance. To assure this delivery is cost effective, the agency needs to 

migrate from data sharing to full-scale data management using SWIM as a component.

Program Plans FY 2015 – Performance Output Goals

• None.

Program Plans FY 2016 – Performance Output Goals

• Develop policies for Information Management Governance. 

• Develop initial Implementation Strategy Plan for Information Management baseline capability.

• Perform preliminary engineering work to identify alternatives and migration of research products for analyst’s 

use.

Program Plans FY 2017 – Performance Output Goals

• Complete report on performance monitoring methods to ensure delivery of agreed service performance. 

• Identify appropriate big data approaches for improving efficiency of service.

Program Plans FY 2018 – Performance Output Goals

• Complete analysis and deliver report on availability of additional data for extended user community.

• Complete strategic plans for long-term enhancements of Information Management baseline capabilities to 

support user community and align with NextGen roadmap.

Program Plans FY 2019 – Performance Output Goals

• Deliver update to the Information Management Governance.

• Complete analysis and deliver report on additional value added services for enhanced analytical capabilities.

• Deliver report on initial coordination with key organizations to ensure compliance of Information Management 

Governance.

 

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1A11, NEXTGEN – SUPPORT PORTFOLIO AT WJHTC 

FY 2015 Request $13.0M

NextGen Laboratories at WJHTC, G03M.02-01

 

Program Description

Prior to the implementation of full-scale operational NextGen capabilities, the FAA requires environments for the 

design, development, integration, evaluation and demonstration of future NextGen concepts and technologies. This 

program provides platforms at the NextGen Integration and Evaluation Capability (NIEC) and Florida NextGen Test 

Bed (FTB) for demonstrations to be quickly and efficiently conducted at an early stage without affecting NAS 

operations. This reduces risk and overall costs by enabling the FAA to evaluate the viability of new technologies 

before making further investments and decisions on potential implementation in operations. It will be necessary to 

test the integration, development, and operations functions in a real-time and flexible environment to validate the 

broad framework of concepts, technologies, and systems introduced by NextGen. Operational Assessment supports 

the transition to NextGen by providing comprehensive assessment of demonstrations to evaluate systems 

performance. It also supports NextGen benefits modeling and cost-benefit data collection efforts. Beginning in FY 

2016 the NextGen Operational Assessment Performance activity will be included within this program to better align 

post demonstration evaluation activities. 

NextGen Integration and Evaluation Capability (NIEC):

The NIEC is located at WJHTC and provides the facility, personnel and computing infrastructure to support the 

development, refinement and validation of NextGen from concept definition, to requirements maturity, to 

integration of NAS capabilities across the various NAS domains. 

Florida NextGen Test Bed (FTB):

The FTB is located at Embry Riddle Aeronautical University in Daytona Beach and provides a robust platform

where early-stage NextGen concepts can be integrated, demonstrated, and evaluated. The FTB core infrastructure is 

architected and configured to enable remote connections with other FAA NextGen and industry partner sites to 

allow for multi-site demonstration capabilities. Through appropriate governance and oversight, the FTB provides 

the ability for industry to bring and integrate new concepts and technologies, maintain and sustain their systems at 

the FTB, and conduct ongoing activities.

NextGen Operational Assessment – Performance:

This activity supports NextGen implementation by performing analyses in two areas: Systems Analysis and 

NextGen Performance Snapshots (NPS): 

• Systems Analysis will continue to track quantitative estimates of the anticipated operational benefits of the 

NextGen portfolio, through the “mid-term” and for the entire investment life-cycle; cost estimates for the 

overall NextGen portfolio, to include aircraft equipage costs; an integrated business case for NextGen, 

combining the costs and benefits to determine the return on investment (for society at large as well as 

individual stakeholder groups); and quantitative assessments of the operational impacts of fielded NextGen 

components as they become available.

• The NextGen Performance Snapshots (NPS) website was created to provide post-implementation 

performance information at 21 Metroplexes, as well as at selected airports and airspace. It is a reporting 

tool designed to show the progress that has been made at specific locations after the implementation of 

NextGen programs. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

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Relationship to Performance Metric

The integration, development, and operational analysis capability provides the support services, and software and 

hardware required to enhance and sustain the NIEC to conduct early proof of concept studies, rapid prototyping, 

validate and mature concepts, reduce risks, and improve operational performance across all NextGen Portfolios. 

With the collocation of NIEC and the William J. Hughes Technical Center laboratories, each NextGen program need 

not establish and maintain separate laboratory facilities resulting in reduced costs. It enables the FAA to evaluate 

concepts and programs that span more than one domain of the NAS and integrate NextGen solutions into the NAS. 

The FTB provides a platform for new NextGen demonstrations to be quickly and efficiently conducted at an early 

stage without affecting NAS operations. This reduces risk and overall costs by enabling the FAA to evaluate the 

viability of these new technologies and concepts before making further investments and decisions on potential 

implementation in operations. In addition, the FTB approach of establishing partnerships with industry promotes 

contributions and R&D investment from industry, and leverages industry’s capabilities, which provides cost 

avoidance to the FAA and helps to accelerate NextGen development. 

The NextGen Operational Assessment-Performance program supports cost efficiency initiatives by providing 

operational performance assessments and benefits analyses of the activities included in the NAS Segment 

Implementation Plan (NSIP). In order to justify the expenditure of substantial taxpayer funds, help formulate 

detailed plans, and build the business case for operator equipage with NextGen-related avionics, various NextGen 

cost-benefit analyses must be performed. The analysis uses the FAA’s system-wide model to estimate the benefits 

of planned operational improvements for various stakeholder groups. Operational analysis is performed once 

projects have been completed and new capabilities fielded to determine whether or not these capabilities are 

performing as desired. 

Program Plans FY 2015 – Performance Output Goals

NIEC:

• The NIEC facility will maintain a minimum of 80% up-time for customer availability.

• Identify and install NIEC upgrades and enhancements to support NextGen research, concepts and technology, 

human-in-the-loop simulations for portfolios, and proof of concept demonstrations.

• Integrate the Traffic Flow Management (TFM) Auxiliary Platform into the NIEC. 

• Integrate Traffic Management Advisor and Traffic-Based Flow Management (TBFM) data feeds with 

Distributed Environment for Simulation, Rapid Engineering, and Experimentation (DESIREE) and Target 

Generation Facility (TGF) at the NIEC laboratory.

FTB:

• Develop architecture and plan to incorporate in-air communication capability for the exchange of information 

between ground systems and en-route aircraft to facilitate demonstration concepts. Establish Airline Operation 

Center (AOC) flight planning, filing, and monitoring capabilities to augment airline operations capabilities.

• Establish connectivity to Department of Defense (DoD) Defense Research and Engineering Network (DREN) 

to support inter-agency research activities.

• Develop plan for FY 2016 FTB technology refresh.

NextGen Operational Assessment – Performance:

• Enhance operational performance model to support NextGen Operational Assessment.

• Publish an updated NextGen Business Case document. 

• Evaluate the operational performance impacts of NextGen technologies and procedures and publish an annual 

report.

• Develop document assessing data requirements for display on the web NPS. 

• Maintain and update the NSIP to aid the planning and deployment of NextGen portfolio in the mid-term 

timeframe.

Program Plans FY 2016 – Performance Output Goals

NIEC:

• The NIEC facility will maintain a minimum of 80% up-time for customer availability.

• Identify and install NIEC upgrades and enhancements to support NextGen research, concepts and technology, 

human-in-the-loop simulations for portfolios, and proof of concept demonstrations.

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FTB:

• Perform technology refresh of FTB systems and network equipment to support upcoming NextGen concepts 

and maintain reliability, improve performance, and ensure compatibility with current-day Commercial of the 

Shelf (COTS) systems.

• Provide additional demonstration scenario development, validation, and analysis tools to facilitate NextGen 

Test Bed demonstrations.

• Provide in-air communication capability for the exchange of information between ground systems and en-route 

aircraft to facilitate demonstration concepts.

NextGen Operational Assessment – Performance:

• Evaluate the operational performance impacts of NextGen technologies and procedures and publish an annual 

report.

• Develop document collecting new NPS data information and NPS data sources for any new metrics based on 

information assessment.

• Maintain and update the NSIP to aid the planning and deployment of NextGen portfolio in the mid-term 

timeframe.

Program Plans FY 2017-2019 – Performance Output Goals

NIEC:

• The NIEC facility will maintain a minimum of 80% up-time for customer availability.

• Identify and install NIEC upgrades and enhancements to support NextGen research, concepts and technology, 

human-in-the-loop simulations for portfolios, and proof of concept demonstrations.

FTB:

• Expand telecommunication infrastructure with increased bandwidth and data services to support additional live 

data streams to the FTB.

• Develop plan for FY 2020 FTB technology refresh.

• Identify and install upgrades and enhancements to support NextGen proof of concept demonstrations.

NextGen Operational Assessment – Performance:

• Enhance Safety Model to support NextGen Operational Assessments.

• Publish an updated NextGen Business Case document.

• Evaluate the operational performance impacts of NextGen technologies and procedures, and publish an annual 

report.

• Develop document collecting new NPS data information and NPS data sources for any new metrics based on 

information assessment.

• Maintain and update the NSIP to aid the planning and deployment of NextGen portfolio in the mid-term 

timeframe.

 

1A12, NEXTGEN – PERFORMANCE BASED NAVIGATION & METROPLEX PORTFOLIO

FY 2015 Request $25.5M

• A, NextGen Performance Based Navigation (PBN) – Metroplex Area Navigation (RNAV)/Required 

Navigation Performance (RNP), G05N.01-01

• B, NextGen Performance Based Navigation (PBN) – NAV Lean, G05N.01-02

• C, Concept Development for Integrated NAS Design & Procedure Planning, G05A.02-04

A, NextGen Performance Based Navigation (PBN) – Metroplex Area Navigation 

(RNAV)/Required Navigation Performance (RNP), G05N.01-01 

 

Program Description

NextGen Performance Based Navigation – Metroplex RNAV/Required Navigation Performance (RNP) will develop 

procedures at Metroplexes to improve airspace efficiency. The Airspace Optimization Group will begin integrated 

airspace design and associated activities, including traffic flow analysis, arrival and departure route design and 

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procedures optimization. This will lay the framework for developing PBN initiatives. Optimizing airspace use and 

associated procedures development in Metroplexes would: 

• Examine use of additional transition access/egress points not tied to ground-based navigation aids; 

• Develop and implement arrival and departure procedures concurrently; 

• Incorporate the process for optimizing procedures; 

• Decouple conflicting operations to and from primary and secondary/satellite airports serviced by the same 

complex terminal airspace; and 

• Develop high altitude routes through congested airspace to create more efficient routes between major 

metropolitan areas. 

Development of RNAV and RNP routes and procedures will address the RTCA Task Force 5 recommendations, 

maximize benefits, and accelerate NextGen concepts.

Optimization of Airspace and Procedures in the Metroplex: 

Airspace redesign and procedure development will target specific Metroplex areas that have been designated as high 

priority using criteria established by FAA with input from RTCA, using quantitative and qualitative metrics. The 

current program plan will address 13 Metroplexes. These can be unique metropolitan locations (e.g. North Texas 

with Dallas/Fort-Worth (DFW), Dallas Love Field Airport (DAL), and other regional airports) or consolidated 

Metroplex locations (e.g. Central and Southern Florida Metroplexes (Orlando (MCO), Miami (MIA), Tampa (TPA), 

Palm Beach (PBI), Fort Lauderdale (FLL) and other regional airports) which can be addressed as a single project to 

take advantage of overlapping airspace. This approach began in FY 2010 and will be completed at the selected 

locations by FY 2018. Study Team results guide the design and implementation of those procedures that have the 

highest benefits. Design and Evaluation Team efforts include analyses and simulations, assessment of alternatives, 

and modeling of projected airspace and procedures benefits. These efforts include:

• Study and Scoping: Identify issues and propose potential solutions through facility and industry interface 

meetings.

• Design and Procedure Development: Create the detailed Integrated Airspace and Procedure designs. 

• Evaluation: Complete all necessary operational modeling, Safety Management System (SMS) analyses, 

and environmental reviews. It is conducted by the Design and Evaluation team after design and procedure 

development. 

• Pre-Implementation: Complete Metroplex design package preparation, criteria evaluation, training plans, 

Safety Risk Management Documentation (SRMD) and publication preparation documentation. 

• Post Evaluation: Complete Metroplex documentation reviews, lessons learned, and process improvement 

activities. It includes reviews of the airspace and procedure changes to determine if they have delivered the 

desired benefits while minimizing other impacts. Modifications or refinements may be made to the design 

process to better achieve desired benefits or address unforeseen impacts. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 5 – Optimize airspace and Performance Based Navigation (PBN) procedures to 

improve efficiency an average of 10 percent across Core airports by 2018. (FAA Business Planning 

Metric)

Relationship to Performance Metric

Developing performance based navigation in Metroplex airspace will allow more efficient use of the airspace and 

increases in arrival and departure flows. 

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Program Plans FY 2015 – Performance Output Goals

Optimization of Airspace and Procedures in the Metroplex:

• Complete analysis and studies, through established Optimization of Airspace and Procedures in the Metroplexes

(OAPM) Study Team processes, at four Metroplex locations (e.g., Chicago, Memphis, Cleveland/Detroit and 

Boston) focusing on expedited integrated PBN procedure development coupled with airspace design to optimize 

benefits.

• Based on the output of the earlier analysis and study stage, begin OAPM design work at four Metroplex 

locations (e.g., Memphis, Cleveland/Detroit, Chicago and Boston). 

• Begin OAPM pre-implementation/evaluation activities at four Metroplex locations (e.g., South/Central Florida, 

Chicago, Cleveland/Detroit and Phoenix). 

• Establish standardized databases, software and data formats in support of the Navigation Procedures 

Implementation Plan (NAV Lean) initiative, which will accelerate Metroplex projects and NextGen by 

improving efficiency and production time for all Instrument Flight Procedures (IFPs).

Program Plans FY 2016 – Performance Output Goals

Optimization of Airspace and Procedures in the Metroplex:

• Complete Metroplex design work at three Metroplex locations (e.g., South/Central Florida, Boston and 

Memphis).

• Complete Metroplex pre-implementation evaluation activities at three Metroplex locations (e.g., Southern 

California, Phoenix and Cleveland/Detroit).

• Begin Post Evaluation activities at three Metroplex locations (e.g., Southern California, Phoenix and

Cleveland/Detroit)

• Complete Post Evaluation activities at two Metroplex locations specifically for benefits analysis and metric 

analysis. (e.g., Charlotte and Atlanta) 

• Begin Metroplex documentation reviews at two Metroplex locations (e.g., Charlotte and Atlanta)

• Complete Metroplex documentation reviews, lessons learned and potential redesign based on benefits analysis, 

and process improvement activities at two Metroplex locations. (e.g., DC, Northern California). 

Program Plans FY 2017 – Performance Output Goals

Optimization of Airspace and Procedures in the Metroplex:

• Complete the Evaluation of four Metroplex projects.

• Complete Post Evaluation activities at one Metroplex project specifically for benefits analysis and metric 

analysis.

• Complete Metroplex documentation reviews, lessons learned and evaluate potential redesign based on benefits 

analysis, and process improvement activities for three Metroplex projects. 

Program Plans FY 2018 – Performance Output Goals

Optimization of Airspace and Procedures in the Metroplex:

• Complete Post Evaluation activities for four Metroplex projects specifically for benefits analysis and metric 

analysis.

• Complete Metroplex documentation reviews, lessons learned and evaluate potential redesign based on benefits 

analysis, and process improvement activities for one Metroplex project.

Program Plans FY 2019 – Performance Output Goals

Optimization of Airspace and Procedures in the Metroplex:

• Complete Metroplex documentation reviews, lessons learned and evaluate potential redesign based on benefits 

analysis, and process improvement activities for four Metroplex projects.

 

B, NextGen Performance Based Navigation (PBN) – NAV Lean, G05N.01-02 

 

Program Description

The Navigation Procedures Implementation Plan (NAV Lean) was published in June 2011, in response to the 

Navigation (NAV) Procedures Project Final Report, dated September 2010, containing 21 recommendations to 

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streamline the Instrument Flight Procedures (IFP) development process. This program will facilitate 

implementation of the recommendations to include a streamlined version of the current core process for developing 

instrument flight procedures (including request, design and development, approval, implementation, and 

maintenance). It will also clarify the role of auxiliary processes, such as Safety Management System (SMS), 

environmental, and operational approval. The process will be better managed by having all IFP requests submitted 

through an authorized Web-based portal established as the official entry point into a system for processing, tracking, 

and managing the IFP development life cycle. 

NAV Lean will allow participants in the process to obtain up-to-date information concerning an IFP status, 

exchange information with other system users, and will provide an archive function and audit trail. This system will 

also serve as a gateway to the consolidated databases required for IFP design and development, applicable 

publications, and forms and templates. Consolidation and standardization of the databases will provide improved 

data integrity and improved process management. Use of this system will facilitate early screening of requests to 

ensure they are complete and have been assigned a priority, and it will provide transparency for users. It will also 

ensure that safety, airspace, operational approval, and environmental aspects are all considered early in the process. 

Use of this common portal will also facilitate the early recognition of potential requirements for new or modified 

criteria.

NAV Lean Implementation of the future IFP process is expected to significantly reduce the average time required to 

implement IFPs and will position the FAA to meet the increased demand for instrument flight procedures that are 

the cornerstone for NextGen. Achieving this optimal future process and all of its benefits will require full 

implementation of all recommendations.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

Nav Lean improved processes will result in better managed IFP requests which have been submitted through an 

authorized web-based portal established as the single entry point into a system for requesting, processing, tracking, 

and managing the IFP development life cycle. At least a 40% improvement in processing time is estimated and this 

high quality procedure development will enhance NextGen efforts.

Program Plans FY 2015 – Performance Output Goals

• Migrate National Airspace System Resource (NASR) functionality into AirNav 2.0.

• Complete implementation of a secured technical solution for authentication and access point for external users.

• Complete system development, testing, integration and implementation of Airports, Points and Holding, 

Enroute, Departures, and Approaches Authoritative Sources.

• Complete Web based Request and Access Portal Testing and Implementation, including Stakeholder and User 

Training.

• Standardize software and data formats that allow auto-population/extraction of data to produce, populate, and 

edit documents that are accessible to all parties for review.

• Develop, implement, and ensure standards to electronically communicate, transfer, and integrate data among 

tools.

Program Plans FY 2016-2019 – Performance Output Goals

• None.

 

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C, Concept Development for Integrated NAS Design & Procedure Planning, G05A.02-04 

 

Program Description 

The Integrated National Airspace Design and Procedure Planning program is currently conducting PBN Initiatives 

safety analyses to allow for the future NAS-wide implementation of Established-on-RNP Instrument Approach 

Procedures (IAPs). Established-on- Required Navigation Performance (RNP) (EoR) will allow air traffic controllers 

to clear aircraft on an RNP approach with a turn to final without providing standard radar separation between 

aircraft that are established on approaches to parallel runways. In addition, EoR is expected to provide opportunities 

for increased efficiency including reduced track length, fuel burn, environmental footprint and noise exposure. 

Furthermore, EoR may be able to provide opportunities for increased capacity via reduced standard separation.

The program supports RTCA Task Force 5 recommendations and integrates industry and agency efforts to maximize 

utility of aircraft performance capabilities, Standard Terminal Arrivals (STARs) and Optimum Profile Descents 

(OPDs). The primary focus of the program is to conduct design, safety analysis and implementation of various EoR 

IAPs in an effort to provide shorter, repeatable and stabilized paths to runway for RNP aircraft. 

Facilitating the EoR concept of operation from a key developmental site to a NAS-wide Document Changes 

Proposals (DCP) is a major undertaking effort involves designing comprehensive scenarios of various simultaneous 

parallel runways operations and configurations, which will then be analyzed from a safety and benefits perspective 

to support Safety Risk Management Process (SRMP) and specific waivers that will allow experimental EoR flight 

trials to be conducted. From the experimental operations/flight trials, additional data will be collected to support 

final safety and benefits analyses. These final analyses will be utilized in support of actual DCPs that would alter 

separation standards in FAA orders allowing NAS wide use of the EoR operational capability. Some of these 

scenarios will happen in parallel, however, the majority will occur in a consecutive progression as the analysis 

models for the more complex configurations are typically constructed from the framework of the less complex 

configurations. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

This program will contribute to the average daily airport capacity metric by providing the modeling and analysis 

needed to modify airspace and procedures. This will result in more efficient use of airspace thereby increasing 

capacity.

Program Plans FY 2015 – Performance Output Goals

• Initiate modeling and safety analysis of two new RNP approach standards.

• Support the implementation of one RNP approach standard.

Program Plans FY 2016 – Performance Output Goals

• Complete safety analysis of two RNP approach standards.

Program Plans FY 2017 – Performance Output Goals

• Initiate modeling and safety analysis of one new RNP approach standard.

• Support the implementation of one RNP approach standard.

Program Plans FY 2018 – Performance Output Goals

• Complete safety analysis of one RNP approach standard.

• Support the implementation of one RNP approach standard.

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Program Plans FY 2019 – Performance Output Goals

• Initiate modeling and safety analysis of one new RNP approach standard.

• Support the implementation of one RNP approach standard.

 

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ACTIVITY 2: AIR TRAFFIC CONTROL FACILITIES AND EQUIPMENT

A: En Route Programs

2A01, EN ROUTE AUTOMATION MODERNIZATION (ERAM)

FY 2015 Request $10.5M

En Route Automation Modernization (ERAM), A01.10-01 

 

Program Description

ERAM replaces hardware and software for the En Route automation system at all 20 ARTCCs and at the Technical 

Center. The baseline ERAM program (A01.10-01) has four segments: Enhanced Backup Surveillance (EBUS), En 

Route Information Display System (ERIDS), ERAM Release 1, and ERAM Releases 2 and 3. The first segment, 

EBUS was completed during FY 2006. The second, ERIDS, was completed in FY 2008. ERAM Release 1 replaced 

the current Host Computer System with a new automation system that expands the Host’s capability so the new 

system can handle additional airspace capacity, and improve efficiency and safety. From a functionality standpoint, 

Release 1, as originally planned, was intended to contain the capabilities and performance required to achieve 

acceptable operational suitability and effectiveness. ERAM Release 2 was a planned maintenance software release 

containing backlog Problem Report fixes. ERAM Release 2 also allowed the program office to incorporate a 

substantial amount of core functionality improvements, as articulated in the Office of Management and Budget 

(OMB) improvement plan and reflected as part of the Joint Resource Council (JRC) re-baselining in June 2011. 

Release 3 incorporates NextGen transformational program infrastructure into ERAM including interfaces with 

Automatic Dependent Surveillance – Broadcast (ADS-B), Pre-Departure Re-Route, and addresses International 

Civil Aviation Organization (ICAO) 2012 requirements. 

Releases 1-3 were originally planned to be completed in FY 2011. However, there were challenges that were 

encountered once operational testing of the software at the key sites began in June 2009. These included the 

discovery of problems with interfaces with other facilities and other systems due to the limitations of the testing 

environments at the William J. Hughes Technical Center and at the contractor’s facility. These test sites were not 

being fully representative of the actual complex operational environment at field facilities. Additionally, there were 

problems with some interfaces that are only needed during the transition from legacy to ERAM but are not needed 

once ERAM is fully operational. Also, additional familiarization time was needed because ERAM does some 

processing differently than Host. These challenges resulted in delaying the implementation of ERAM through FY 

2014 and requiring additional acquisition funding in FY 2011 – FY 2014 of approximately $330M. As many of the 

required fixes were already developed in Release 2, the program decided to use Release 2 for the waterfall 

deployment of ERAM. The Salt Lake City (ZLC) key site has been successfully operating on ERAM Release 2 in a 

continuous Operational Suitability Demonstration (OSD) phase since October 19, 2010 and the Seattle (ZSE) site 

since December 28, 2010. Independent Operational Assessment (IOA) was conducted at both the Salt Lake City 

and Seattle key sites and an In-Service Decision was approved on March 29, 2011 with an Action Plan to address 

hazards documented through the IOA process. The core functionality improvements necessary to mitigate the 

identified hazards were implemented in 3 build phases as part of Release 2 completion. The IOA re-assessment 

against the identified hazards was completed in December 2011 and confirmed that the high hazards had been 

successfully mitigated to sufficient levels to continue with the waterfall deployment. Both Salt Lake City and 

Seattle sites obtained Operational Readiness Date (ORD) on March 23, 2012 and April 23, 2012 respectively. 

Additionally, Seattle achieved ORD on Release 3 on August 20, 2012. Release 3 has been used as the waterfall 

release throughout FY 2013 as the ERAM deployment continued and additional sites achieved operational 

milestones on ERAM. 

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The ERAM deployment, however, was significantly impacted by sequestration during FY 2013. FAA decided to 

focus support only on sites which had achieved continuous operations on ERAM, so no additional site milestones 

were achieved from April through August 2013. The unavailability of operational resources from the sites necessary 

to test and deploy ERAM releases resulted in a delay and an increase in the budget ($41.7M) to complete the 

deployment of ERAM. The remainder of the waterfall was re-planned and the 3 remaining sites are now planned to 

achieve IOC by the end of FY 2014 with the last site ORD planned to be achieved by the end of the second quarter 

of FY 2015 (March 2015).

As of September 2013, 17 of the 20 ARTCC sites have achieved IOC on ERAM with the most recent being the Fort 

Worth ARTCC on September 14, 2013. Additionally, 11 of the 20 sites have achieved ORD on ERAM with the 

most recent being the Oakland ARTCC on September 24, 2013.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core Airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

ERAM contributes to the Performance Metric for maintaining average daily airport capacity by increasing the 

number of flight plans that can be stored to 65,536 (versus the current 2,600); providing flexibility in airspace 

configuration; and extending the radar coverage in all En Route Centers by increasing the number of radar feeds 

from 24 to a maximum of 64. ERAM also provides better flight planning data, integrates additional surveillance 

data which facilitates controllers’ ability to optimize the airspace, provides more dynamic routing and situational 

awareness of the airspace, and quicker updates of critical aircraft information. Additionally, improved access to 

flight conditions and meteorological information provided by ERAM allow controllers to access this information 

more quickly and efficiently and to integrate it more readily into the decision making processes, reducing controller 

workload. In addition to the baseline improvements, ERAM provides the infrastructure to realize improved 

navigation, communications, and surveillance benefits of NextGen which drive efficiency enhancements and will 

allow the FAA to handle the anticipated growth and complexity of the NAS. 

Program Plans FY 2015 – Performance Output Goals

• Complete ERAM deployment achieving last site ORD by March 2015. 

Program Plans FY 2016-2019 – Performance Output Goals

• None.

System Implementation Schedule

 

2A02, NEXTGEN – EN ROUTE AUTOMATION MODERNIZATION (ERAM) – SYSTEM 

ENHANCEMENTS AND TECHNOLOGY REFRESH

FY 2015 Request $45.2M

• A, ERAM System Enhancements and Technology Refresh, G01A.01-05 / X, ERAM System Enhancements 

Future Segment, G01A.01-08

• B, ERAM Sector Enhancements, G01A.01-04

En Route Automation Modernization (ERAM) 

First site ORD: March 2012 -- Last site ORD: March 2015 ERAM

2010 2015 2020

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A, ERAM System Enhancements and Technology Refresh, G01A.01-05 / X, ERAM System 

Enhancements Future Segment, G01A.01-08 

 

Program Description 

The FAA has divided the upgrading of the ERAM system into three separate programs. The System Enhancements 

and Technology Refresh program – G01A.01-05 – will update ERAM capabilities to accommodate changes in 

international standards for data exchange, and it will improve the overall functionality and improve the usability of 

the controller workstation. The technology refresh segment will replace components of the controller workstation 

that are becoming obsolete. Work in this program will take place between 2013 and 2016. The Sector 

Enhancements program, which is addressed in a separate CIP write up – G01A.01-04, will upgrade the controller 

workstation to allow better coordination between the tactical (R-side) and strategic (D-side) controllers. Finally, the 

ERAM System Enhancements Future Segment – G01A.01-08 – will continue the work done in the ERAM System 

Enhancements and Technology Refresh program.

ERAM System Enhancement and Technology Refresh (G01A.01-05):

The legacy ERAM program will complete the waterfall deployment of the core ERAM program with all the planned 

baseline functionality. The ERAM System Enhancements will provide capabilities above and beyond that core 

ERAM functionality. The Final Investment Decision for ERAM System Enhancements and Technology Refresh 

was made in September 2013, and it baselined requirements for funding for the years FY 2013 – FY 2016 with 

activities completing in FY 2017.

The FY 2013 – FY 2017 System Enhancements consists of the following:

• Test and Training System improvements;

• Flight data processing enhancements, enabled by the increased adoption of ICAO flight plan standards;

• Controller usability enhancements;

• Tracking and correlation processing enhancements; and

• Improvement of overall system Management, analysis and monitor and control functions.

The Technology Refresh portion of the ERAM System Enhancements & Technology Refresh program will replace 

many of the ERAM components, which were procured in 2006, and are approaching and/or at their projected endof-life. The FY 2013 – FY 2015 Technology Refresh consists of the following:

• AIX Operating System Version Update;

• En Route Communications Gateway (ECG) Firewall replacement;

• En Route Information Display (ERIDS) Hardware replacement; and

• Support Environment Operating System replacement.

ERAM System Enhancement Future Segment (G01A.01-08):

The FAA anticipates additional investment decision(s) to baseline ERAM System Enhancements & Technology 

Refresh follow on efforts for FY 2017 and subsequent years.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

The ERAM System Enhancement Refresh and Technology Refresh effort will provide for efficient, cost effective, 

ERAM updates following the last site Operational Readiness Date (ORD) by deploying user identified ERAM 

enhancements and innovations designed to increase efficiency, usability and safety. These updates will increase the 

efficiency of air traffic control and maintain average daily airport capacity.

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Program Plans FY 2015 – Performance Output Goals

System Enhancements and Technology Refresh (G01A.01-05):

• Complete development, test and deployment of first release of enhancements.

• Complete system engineering of second release of enhancements.

• Begin development of second release of enhancements.

• Complete procurement and test of Technology Refresh equipment.

• Complete deployment of Technology Refresh equipment.

ERAM System Enhancement Future Segment (G01A.01-08):

• None.

Program Plans FY 2016 – Performance Output Goals 

System Enhancements and Technology Refresh (G01A.01-05):

• Complete development of second release of enhancements.

• Complete test and deployment of second release of enhancements.

• Begin development of third release of enhancements.

ERAM System Enhancement Future Segment (G01A.01-08):

• None.

Program Plans FY 2017 – Performance Output Goals

System Enhancements and Technology Refresh (G01A.01-05):

• Complete development of third release of enhancements. (Prior year funds)

• Complete test and deployment of third release of enhancements. (Prior year funds)

ERAM System Enhancement Future Segment (G01A.01-08):

• Develop supporting documents for an investment decision to baseline program.

Program Plans FY 2018-2019 – Performance Output Goals

System Enhancements and Technology Refresh (G01A.01-05):

• None.

ERAM System Enhancement Future Segment (G01A.01-08):

• Develop supporting documents for an investment decision to baseline program.

 

B, ERAM Sector Enhancements, G01A.01-04 

 

Program Description 

ERAM Sector Enhancements provides software and hardware enhancements for the en route sector controller team. 

It is a multi-year effort to improve the efficiency and effectiveness of en route sector operations through enhanced 

trajectory management and improved collaboration between the tactical (R Side) and strategic (D Side) controllers. 

It also involves upgrades to flight data management and system support functions. Current automation capabilities 

lack the requisite accuracy, consistency, and usability needed during high demand scenarios which results in 

decreasing the efficient use of airspace. ERAM Sector Enhancements will develop and implement improvements to 

en route automation and procedures, building upon existing ERAM capabilities and leveraging previous NextGen 

pre-implementation activities.

An Investment Analysis Readiness Decision is planned for FY 2014 and the Final Investment Decision is planned 

for FY 2015. Prime contractor system engineering, software development, and implementation activities are 

planned to begin in 2016 and complete in 2020. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

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Relationship to Performance Metric

The ERAM Sector Enhancements program will improve trajectory modeling, enhance conflict probe processing, 

detection, provide additional data management capabilities, and leverage ICAO 2012 Flight Plan data, among other 

improvements. These improvements will enable implementation of NextGen capabilities which will allow for 

increased efficiency and capacity benefits associated with NextGen. 

Program Plans FY 2015 – Performance Output Goals

• Complete ERAM Sector Enhancements Business Case development and obtain Final Investment Decision.

• Prepare and release request for proposal for ERAM contract modification.

Program Plans FY 2016 – Performance Output Goals

• Award ERAM contract modification for Sector Enhancements.

• Initiate first block of ERAM Sector Enhancements software design.

Program Plans FY 2017 – Performance Output Goals

• Complete first block of ERAM Sector Enhancements software design 

• Conduct Software Design Review for first block of ERAM Sector Enhancements

• Complete first block of Sector Enhancements software development, integration, and test.

• Initiate second block of ERAM Sector Enhancements software design.

Program Plans FY 2018 – Performance Output Goals

• Complete second block of ERAM Sector Enhancements software design 

• Conduct Software Design Review for second block of ERAM Sector Enhancements

• Complete second block of Sector Enhancements software development, integration, and test.

• Initiate third block of ERAM Sector Enhancements software design 

Program Plans FY 2019 – Performance Output Goals

• Complete third block of ERAM Sector Enhancements software design 

• Conduct Software Design Review for third block of ERAM Sector Enhancements

• Complete third block of Sector Enhancements software development, integration, and test.

• Initiate fourth block of ERAM Sector Enhancements software design.

 

2A03, EN ROUTE COMMUNICATIONS GATEWAY (ECG)

FY 2015 Request $6.6M

En Route Communications Gateway (ECG) – Technology Refresh, A01.12-02 

 

Program Description 

The En Route Communications Gateway (ECG) system is a computer system that formats and conveys critical air 

traffic data to the En Route Automation Modernization (ERAM), Host Computer System (HCS) and the Enhanced 

Backup Surveillance (EBUS) System at the ARTCC’s. The ECG is fully operational at the ARTCC’s. 

ECG increases efficiency in the use of NAS capacity and allows air traffic facilities to expand the airspace they use 

for air traffic control by enabling the current automation systems to use new surveillance technology, such as 

Automatic Dependence Surveillance Broadcast (ADS-B) and Wide Area Multilateration (WAM). ECG introduced 

new interface standards and data formats which are required for compatibility with International Civil Aviation 

Organization (ICAO) standards. ECG also increased capacity to process data to accommodate inputs from 

additional remote equipment such as radars. ECG provides better use of the system capacity and the ability to 

expand coverage to support anticipated increases in air traffic and changes in the operational environment. ECG 

was a prerequisite to deploying ERAM software and hardware. 

This program is structured in two activities – Performance Monitoring and Technology Refresh.

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Performance Monitoring:

The ECG Operational Analysis (OA) and Sustainment and Technology Evolution Plan (STEP) activities monitor the 

actual performance of the ECG system and provide valuable input to the ECG Technology Refresh activity. OA 

monitors system availability and performance and documents the results with a quarterly ECG OA Report. STEP 

facilitates Post Production Support of the ECG system and identifies the processes/procedures that will be 

implemented to support the evolution and sustainment of the ECG system. ECG STEP provides a monthly report 

detailing product End-of-Life (EOL), End-of-Service (EOS), support termination and performance or supportability 

limitations. 

Technology Refresh:

Based on input from ECG OA, STEP, and the evolving operational needs of the NAS, the ECG Technology Refresh 

activity plans, procures, and deploys ECG hardware or software components to maintain a high level of system 

availability. The items refreshed can be for EOL, EOS, or performance issues as well as modifications to increase 

capacity, and new interface and data formats. Upgrades can be required due to various product factors that may 

include cost of maintaining the existing system, system failures, licenses, spare quantities, and repair turn-around 

time. Work will continue to upgrade the following components to address EOL and EOS status: Interface Processor, 

Magma Chassis and Intelligent Communication Adapter cards. The formal test program for these components will 

be conducted in FY 2016. Updated hardware for the Random Access Planned Position Indicator (RAPPI) will be 

delivered starting in FY 2016.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

The ECG Technology refresh project will replace some of the hardware and update critical software in this key air 

traffic control automation system. It is important to keep this system up-to-date to avoid failures and system 

outages. This investment will reduce supportability limitations and increase the ECG systems availability and 

reliability. Quarterly ECG Operational Analysis Reports indicate an operational availability of 100% from first site 

Operational Readiness Demonstration (ORD) in 2004 through November 19, 2013.

Program Plans FY 2015 – Performance Output Goals

Performance Monitoring:

• Deliver monthly STEP EOL Reports.

• Deliver quarterly OA Reports.

Technology Refresh: 

• Complete development phase of Interface Processor, Magma Chassis and Intelligent Communication Adapter 

Card hardware upgrade.

• Begin formal test phase of Interface Processor, Magma Chassis and Intelligent Communication Adapter Card 

hardware upgrade.

• Develop plan for Design and Development of RAPPI Tech Refresh.

Program Plans FY 2016 – Performance Output Goals

Performance Monitoring:

• Deliver monthly STEP EOL Reports.

• Deliver quarterly OA Reports.

Technology Refresh: 

• Complete formal test phase of Interface Processor, Magma Chassis and Intelligent Communication Adapter 

Card hardware upgrade.

• Deliver RAPPI hardware to sites.

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Program Plans FY 2017 – Performance Output Goals

Performance Monitoring:

• Deliver monthly STEP EOL Reports.

• Deliver quarterly OA Reports.

Technology Refresh: 

• Deliver Interface Processor, Magna Chassis and Intelligent Communication Adapter Card hardware upgrade to 

key site and begin national deployment.

Program Plans FY 2018 – Performance Output Goals

Performance Monitoring:

• Deliver monthly STEP EOL Reports.

• Deliver quarterly OA Reports.

Technology Refresh: 

• Complete technology refresh activities recommended in the prior year ECG STEP.

Program Plans FY 2019 – Performance Output Goals

Performance Monitoring:

• Deliver monthly STEP EOL Reports.

• Deliver quarterly OA Reports.

Technology Refresh: 

• Complete technology refresh activities recommended in the prior year ECG STEP.

 

2A04, NEXT GENERATION WEATHER RADAR (NEXRAD)

FY 2015 Request $7.1M

NEXRAD – Service Life Extension Program (SLEP) Phase 1, W02.02-02 

 

Program Description

NEXRAD SLEP is a 9-year refurbishment program to extend the service life of 12 FAA-owned NEXRAD systems 

until 2030 when a replacement capability is expected to be deployed. NEXRAD is a long range weather radar that 

detects, analyzes, and transmits weather information for use by the ATC System Command Center, en route, 

terminal and flight service facilities. This weather information helps determine the location, time of arrival, and 

severity of weather conditions to determine the best routing for aircraft. The National Weather Service (NWS) 

collects and redistributes NEXRAD weather data from radars they operate and some of the 12 FAA radars and 

creates forecasts that are used in all phases of flight. NEXRAD products and services are processed by FAA’s 

Weather and Radar Processor, Integrated Terminal Weather System, and the Corridor Integrated Weather System.

Currently there are 160 NEXRAD systems operated jointly by the Tri-Agency partners – the National Weather 

Service (NWS), the FAA, and the Department of Defense. NWS is the lead agency for the NEXRAD program. 

FAA independently owns 12 of these systems located in Alaska (7), Hawaii (4) and Puerto Rico (1). 

NEXRAD radars were initially deployed from 1992-1997 and the FAA-owned NEXRAD systems will be reaching 

their 20-year end-of-life state beginning in 2015. The Tri-Agency partners plan to keep NEXRAD in full operation 

through 2030. A favorable Final Investment Decision for NEXRAD was received on 19 September 2012, and a new 

cost and schedule baseline was established. This program will have four main purposes:

• Extend the life of the NEXRAD to 2030, and beyond. There are four NEXRAD subsystems that have been 

identified as needing replacement/refurbishment:

o Signal Processor (replace)

o Pedestal (refurbish)

o Transmitter (refurbish)

o NEXRAD shelters and facilities (refurbish)

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• Provide continued support for product improvements to the Legacy NEXRAD program in accordance with 

the Tri-Agency Memorandum of Agreement (MOA). Each year, the FAA pays its pro-rata share of 

NEXRAD Product Improvement (NPI) Science Evolution costs.

• Install hardware and software technology refresh updates on the 12 FAA-owned NEXRADs. In particular, 

the Radar Product Generator (RPG) and Radar Data Acquisition (RDA) computers and peripherals will 

require technology refresh beginning in 2014. 

• Optimize and validate FAA-specific algorithms that provide the capability to discern and display in real 

time, incidences of in-flight icing and hail. A prime objective is to enable the (future) development of 

operationally suitable displays to be used by pilots, controllers, Flight Service specialists, and dispatchers 

for use as decision making tools for avoiding and/or mitigating airborne threats due to the presence of 

airborne icing and hail.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The NEXRAD program contributes to the Deliver Benefits through Technology and Infrastructure strategic priority 

by ensuring sustained operational availability of NEXRAD. NEXRAD measures precipitation intensity, storm 

motion, and weather echo tops, and provides this data in varied displays directly or indirectly to all Core airports and 

most other air traffic control facilities in the continental United States. To date, the NEXRAD systems are achieving 

98% operational availability.

Program Plans FY 2015 – Performance Output Goals

• Conduct Signal Processor Deployment Readiness Review.

Program Plans FY 2016 – Performance Output Goals

• Complete first replacement/refurbishment at first site. (APB milestone)

Program Plans FY 2017 – Performance Output Goals

• Deliver Upgraded Icing algorithm to Radar Operations Center (ROC).

• Complete last Signal Processor replacement.

Program Plans FY 2018 – Performance Output Goals

• Complete first Pedestal refurbishment.

Program Plans FY 2019 – Performance Output Goals

• Complete 6th pedestal refurbishment.

System Implementation Schedule

 

Next Generation Weather Radar (NEXRAD) SLEP

NEXRAD SLEP

Dual Pol Upgrade: 2012--2013

Legacy, Icing & Hail Algorithms (NLIHA): 2013

In-Flight Icing & Hail Algorithm Optimization: 2014--2020

Hardware/Facility SLEP: 2014--2022

2010 2015 2020

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2A05, ARTCC BUILDING IMPROVEMENTS/PLANT IMPROVEMENTS

FY 2015 Request $63.7M

ARTCC Modernization, F06.01-00 

 

Program Description 

The Air Route Traffic Control Center (ARTCC) Modernization and Expansion program supports en route air traffic 

operations and service-level availability by providing life cycle management of the physical plant infrastructure at 

the 21 ARTCCs and 2 Center Radar Approach Control (CERAP) facilities. These structures were built in the 1960’s 

and expanded several times since then. As of FY 2013 there was a $95.8 million facility backlog which includes all 

building systems such as HVAC Components, all piping, plumbing, control systems, and both exterior and interior 

of the building. This backlog increases the risk of outages and may result in increased maintenance costs. This 

program modernizes and sustains these buildings to meet air traffic service requirements and to reduce the backlog. 

Each year, several major renovation projects and numerous smaller sustain projects are funded. This program is one 

of the 12 programs included in FAA’s NAS Sustainment Strategy.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The ARTCC Modernization and Expansion program contributes to the FAA’s performance metric of maintaining 

operational availability of the NAS by ensuring that buildings that house en route air traffic control equipment are 

sustained and modernized to meet operational requirements. The improvements to ARTCC facility infrastructure 

will extend the service life of facilities and minimize outages that would delay air traffic. Associated risks to 

operations include potential equipment damage, mold and operations interruptions from incidents such as roof leaks 

and pipe ruptures. In FY 2006 there were eight ruptures of aged pipes, one of which required draping plastic sheets 

over controller consoles to maintain operations. In addition, the chiller plants for air conditioning are currently 

approaching and/or are past their life expectancies. Replacement of these plants is underway but will not be 

complete until approximately 2019. A catastrophic failure of a chiller plant could ultimately result in the loss of Air 

Traffic services at an ARTCC. 

Program Plans FY 2015 – Performance Output Goals

• Fund and Award Construction Contract for Control Wing Basement/Major Mechanical projects at the Boston 

and Albuquerque ARTCCs.

• Fund and Award Construction Contract for Building Automation Controls System Replacement projects at the 

Albuquerque and Houston ARTCCs.

• Fund and Award Design Contract for Control Wing Basement/Major Mechanical at Washington, Los Angeles, 

Atlanta, Salt Lake, Cleveland, Oakland and Seattle ARTCCs.

• Fund and Award Design Contract for Building Automation Controls System Replacement at Cleveland, Kansas 

City, Oakland, Indianapolis, and Anchorage ARTCCs.

• Fund and Award Construction Contract for Administration Wing Seismic Remediation Upgrades at Anchorage 

ARTCC.

• Fund and Award Construction Contract for M-1 Room Build Out Phase II for Miami ARTCC.

• Provide funding for all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs.

• Conduct facility condition assessments to update the national Facility Condition Assessment database for three 

sites and paper upgrades for all other ARTCCs and CERAPs.

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Program Plans FY 2016 – Performance Output Goals

• Fund and Award Contract for Control Wing Basement/Major Mechanical projects at the Oakland, Cleveland, 

and Kansas City ARTCCs.

• Fund and Award Contract for Building Automation Controls System Replacement projects at Boston and 

Anchorage ARTCCs.

• Provide funding to all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs. 

• Conduct facility condition assessments to update the national Facility Condition Assessment database for three 

or four sites and paper upgrades for all other ARTCCs and CERAPs.

Program Plans FY 2017 – Performance Output Goals

• Fund and Award Contract for Control Wing Basement/Major Mechanical projects at the Washington, Salt Lake 

City and Atlanta ARTCCs.

• Fund and Award Contract for Control Wing Basement/Major Mechanical Design Cost for project at the Denver 

ARTCC.

• Fund and Award Contract for Building Automation Controls System Replacement projects at the Cleveland, 

Kansas City, Indianapolis and Oakland ARTCCs.

• Fund and Award Contract for Building Automation Controls Systems Replacement Design at Washington, Los 

Angeles, Atlanta, Minneapolis ARTCCs and Guam CERAP.

• Provide funding to all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs. 

• Conduct facility condition assessments to update the national Facility Condition Assessment database for three 

or four sites and paper upgrades for all other ARTCCs and CERAPs.

Program Plans FY 2018 – Performance Output Goals

• Fund and Award Contract for Control Wing Basement/Major Mechanical projects at the Los Angeles and 

Seattle ARTCCs.

• Fund and Award Contract for the Chillers Replacement Project at Guam CERAP.

• Fund and Award Contract for Building Automation Controls System Replacement projects at the Washington, 

Los Angeles, Atlanta, Salt Lake City and Minneapolis, Seattle ARTCCs and Guam CERAP.

• Provide funding to all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs. 

• Conduct facility condition assessments to update the national Facility Condition Assessment database for three 

or four sites and paper upgrades for all other ARTCCs and CERAPs.

Program Plans FY 2019 – Performance Output Goals

• Fund and Award Contract for Control Wing Basement/Major Mechanical project at Denver ARTCC.

• Provide funding to all ARTCCs and CERAPs for mission critical failure mode mitigation and miscellaneous 

sustainment needs. 

• Conduct facility condition assessments to update the national Facility Condition Assessment database for three 

or four sites and paper upgrades for all other ARTCCs and CERAPs.

 

2A06, AIR TRAFFIC MANAGEMENT (ATM) – TRAFFIC FLOW MANAGEMENT (TFM)

FY 2015 Request $5.7M

TFM Infrastructure – Technology Refresh, A05.01-12 / TFM Infrastructure – 

Field/Remote Site Technology Refresh, A05.01-13 

Program Description 

The Traffic Flow Management (TFM) System is the automation backbone for the Air Traffic Control System 

Command Center (ATCSCC) and the Traffic Management Units (TMUs) at en route centers and TRACONs that 

assist the ATCSCC in strategic planning and management of air traffic. TFM hosts the software decision support 

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systems that are used in managing and metering air traffic to reduce delays and make maximum use of system 

capacity. These tools help the ATCSCC and TMUs to dynamically balance growing flight demands with NAS 

capacity. The system compares the projected traffic with the capacity of destination airports to determine if steps 

need to be taken to manage the flow and prevent delays. The FAA uses the information from this system to 

collaborate with aviation customers to develop and implement airspace management programs that reduce delays 

and ensure smooth and efficient traffic flow through FAA-controlled airspace. TFM benefits all segments of 

aviation including airlines, general aviation, U.S. Department of Defense (DoD), U.S. Department of Homeland 

Security, and partner countries.

TFM Infrastructure – Technology Refresh (A05.01-12): 

TFM Infrastructure – Technology Refresh (FY 2011-2015), was approved by the FAA JRC on March 29, 2011. 

This segment provides a replace-in-kind technology refresh of the central data processing hardware for the TFM 

System (TFMS). The program replaces the hardware used by the TFM Processing Center (TPC) (also called TFMS 

Core), the TFM application National Traffic Management Log (NTML), located at the William J. Hughes 

Technology Center (WJHTC), the TFMS backup system located at the Disaster Recovery Center (DRC), and the 

prime contractor site. Last replaced in 2006, the hardware used in the system is no longer produced, and it doesn’t 

have the capacity to support future processing needs. The hardware must be replaced to avoid obsolescence, system 

performance degradation and impact to other programs. 

The baselined TFMS Technology Refresh segment has three elements:

• Spares: Procurement of Spares for the TFM TPC is a primary risk mitigation effort so that the TFMS will 

be fully functional until the technology refresh is completed in 2015. The current TFMS hardware is no 

longer produced. This mitigation effort will minimize outages due to equipment failure and will minimize 

the impact to development of Collaborative Air Traffic Management Technologies (CATMT) capabilities 

in Work Package 2 and Work Package 3. 

• Phase 1: The technology refresh of NTML. The activities include engineering analysis, procurement, test 

and installation of the NTML replacement hardware. The current NTML equipment is no longer produced 

and no longer supported. The NTML is a TFM application that logs actions the Traffic Managers take to 

mitigate congestion and demand and it shares this information with other FAA Traffic Management 

facilities for better situation awareness, collaboration and decision support.

• Phase 2: Perform technology refresh of TFM Processing Center, also called the TFMS Core. The activities 

include: engineering analysis, procurement, test and installation of replacement hardware. 

TFM Infrastructure – Field /Remote Site Technology Refresh (A05.01-13): 

TFM Infrastructure Field/Remote Site Technology Refresh will replace TFMS equipment at field sites. Purchased 

in 2008-2009 the field equipment will no longer be produced in 2014 and will require another replace-in kind 

hardware technology refresh. Hardware will be replaced at over 89 TFM-equipped ATC facilities around the 

country including TMUs at En Route Centers, Terminal Radar Facilities, Control Towers, and Airline Operation 

Centers (AOCs). The program achieved FID in June 2014.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 3 – Achieve a NAS on-time arrival rate of 88 percent at Core airports.

Relationship to Performance Metric

When the NAS is impacted by severe weather, congestion and/or outages, TFM predicts chokepoints and facilitates 

the development and execution of mitigation initiatives and collaboration with stakeholders, using common 

information displays and tools to minimize NAS delays. 

The TFM Infrastructure program will support the FAA’s performance metric for on-time arrival through the use of 

automated systems that provide more accurate and timely information for all TFM system users, improve operator 

and passenger access to flight information, and reduce system delays. Keeping the TFMS fully mission capable also 

serves as an enabling function for the NextGen CATMT WP 2 & 3 effort, as they both reside and operate on TFMS.

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Program Plans FY 2015 – Performance Output Goals

TFM Infrastructure – Technology Refresh (A05.01-12):

• Phase 2 – Complete system test, installation and final deployments of TFM Production Center (also called 

TFMS Core) replacement hardware of the operational, test, development and back-up strings located at 

WJHTC, Disaster Recovery Center (DRC), and prime contractor site.

• Phase 2 – TFMS Core operational - In Service Decision on replacement hardware, September 2015. (APB 

Milestone)

TFM Infrastructure – Field /Remote Site Technology Refresh (A05.01-13):

• Conduct engineering analyses for spare equipment requirements.

Program Plans FY 2016 – Performance Output Goals

TFM Infrastructure – Technology Refresh (A05.01-12):

• None, program complete in 2015.

TFM Infrastructure – Field /Remote Site Technology Refresh (A05.01-13): 

• None.

Program Plans FY 2017-2019 – Performance Output Goals

TFM Infrastructure – Technology Refresh (A05.01-12):

• None. 

TFM Infrastructure – Field /Remote Site Technology Refresh (A05.01-13): 

• Milestones will be developed at FID.

System Implementation Schedule

 

2A07, AIR/GROUND COMMUNICATIONS INFRASTRUCTURE

FY 2015 Request $3.9M

Communications Facilities Enhancement – Expansion, C06.01-00 / Communications 

Facilities Enhancement – Air/Ground Communications RFI Elimination – Technology 

Refresh, C06.03-01 

 

Program Description 

The Communications Facilities Enhancements (CFE) program provides new, relocated or upgraded remote 

communication facilities (RCF’s) to enhance the A/G communications between air traffic control and aircraft when 

there are gaps in coverage or new routes are adopted. It also provides various upgrades to RCF’s, including building 

and tower grounding, lightning protection, and replacing the cables from the equipment to antennas whenever 

necessary to improve radio equipment performance. Air/Ground Communications RFI Elimination Technology

Refresh will provide equipment and support to detect and resolve radio frequency interference with FAA 

communications. 

Traffic Flow Management System (TFMS) - Technology 

Refresh

TFMS

Phase 1 - Begin Engineering Analysis: September 2011

Phase 1 - NTML Operational: December 2012

Phase 2 - Begin Engineering Analysis: March 2012

Phase 2 - TFM Production Center (TFMS Core) Operational: Sept 2015

2010 2015 2020

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Communications Facilities Enhancement – Expansion (C06.01-00):

The Air-to-Ground (A/G) Communications Infrastructure expansion program enhances operational efficiency and 

effectiveness by establishing, replacing and upgrading radio equipment. This radio equipment is installed at remote 

sites that allow communications between pilots and controllers when an aircraft is beyond normal direct 

transmission range of the radios in the air traffic facility. The program also renovates buildings that house this 

equipment and improves site conditions and access for these remote radio sites. 

Communications Facilities Enhancement – RFI Elimination – Technology Refresh (C06.03-01):

The RFI Elimination and Technology Refresh program is designed to expedite the detection and facilitate the 

resolution of radio frequency interference events to minimize delays and congestion thereby improving air traffic 

capacity, while maximizing the overall throughput of the NAS. This program is needed to provide the Service 

Areas with the tools and support services necessary to quickly restore NAS radio services.

RFI mitigation can be addressed by adding Receiver (RX) Multicouplers at Radio Communication Facilities 

(RCF’s). The RX Multicoupler allows connection of multiple radio receivers to one antenna. Doing so reduces RFI 

by utilizing the internal filters of the RX Multicoupler and additionally provides greater capacity by installing more 

frequencies on the limited number of antennas located at an RCF. Presently, there are approximately 900 RX 

Multicouplers used in the NAS; however, many of these units were purchased locally, are not supply supportable 

and have failing power supplies that cannot be replaced. In June, 2007, a contract was awarded for 4 & 8-port RX 

Multicouplers. A technology refresh is planned to replace all of the current RX Multicouplers in the NAS that were 

locally purchased and are not depot supported. The new RX Multicouplers are FAA logistically supported units and 

are available from the new 10-year contract.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

CFE projects reduce the number of outages by replacing aging and increasingly unreliable communications 

equipment with modern equipment. In addition, the CFE projects improve and provide upgrades needed at A/G 

Communication sites and facilities to sustain reliable operation. 

Program Plans FY 2015 – Performance Output Goals

Communications Facilities Enhancement – Expansion (C06.01-00):

• Establish/Replace/Upgrade 3 CFE sites.

Communications Facilities Enhancement – RFI Elimination – Technology Refresh (C06.03-01):

• Procure and deliver 110 Receiver Multicoupler units to FAA Depot.

Program Plans FY 2016 – Performance Output Goals

Communications Facilities Enhancement – Expansion (C06.01-00):

• Establish/Replace/Upgrade four CFE sites.

Communications Facilities Enhancement – RFI Elimination – Technology Refresh (C06.03-01):

• None.

Program Plans FY 2017 – Performance Output Goals

Communications Facilities Enhancement – Expansion (C06.01-00):

• Establish/Replace/Upgrade four CFE sites. 

Communications Facilities Enhancement – RFI Elimination – Technology Refresh (C06.03-01):

• None.

Program Plans FY 2018 – Performance Output Goals

Communications Facilities Enhancement – Expansion (C06.01-00):

• Establish/Replace/Upgrade four CFE sites.

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Communications Facilities Enhancement – RFI Elimination – Technology Refresh (C06.03-01):

• None.

Program Plans FY 2019 – Performance Output Goals

Communications Facilities Enhancement – Expansion (C06.01-00):

• Establish/Replace/Upgrade four CFE sites.

Communications Facilities Enhancement – RFI Elimination – Technology Refresh (C06.03-01):

• None.

 

2A08, AIR TRAFFIC CONTROL EN ROUTE RADAR FACILITIES IMPROVEMENTS

FY 2015 Request $5.1M

Long Range Radar Improvements – Infrastructure Upgrades/Sustain, S04.02-03 

 

Program Description 

The Long Range Radar (LRR) Infrastructure Upgrades/Sustain Program modernizes and upgrades the radar facilities 

that provide aircraft position information to FAA En Route control centers and to other users (e.g., Department of

Defense and Homeland Security). These planned improvements also support the installation and lifecycle 

modernization of the secondary beacon radars (Mode Select and Air Traffic Control Beacon Interrogator (ATCBI); 

both standalone and those co-located with the long-range primary radars. Secondary radars typically have their 

antennas mounted above the long-range primary radar antennas, and the processors are installed in facilities 

constructed in the 1950’s and 60’s. These facilities have reached the end of their designed service life, and will 

require renovation and upgrades to maintain their current level of serviceability. Some En Route secondary radar 

service outages were due to leaking roofs and antiquated air conditioning systems. These outages can impact air 

traffic flow and in turn cause delay to aircraft departures and arrivals. 

The scope of work of the LRR Infrastructure Upgrades includes: 

• Replacement of engine generators, 

• Replacement of uninterruptible power supply (UPS) to support the new Common Air Route Surveillance 

Radar (CARSR) installation, 

• Upgrade of existing lightning protection, grounding, bonding, and shielding (LPGBS) systems 

• Upgrade of radar structural components to support LRR Service Life Extension Program (SLEP) and 

ATCBI-6 deployments, 

• Major repair and replacement of access roads, grounds, storm water controls, security lightings and 

walkways, 

• Abatement of hazardous materials such as asbestos contaminated materials (ACM), lead based paint, mold

• Refurbishment of Heating, Ventilation, and Air Conditioning (HVAC), cooling fans, duct works, elevators, 

wiring and lighting systems, and walkways,

• Repair or replacement of building and antenna tower roofs, structural components such as foundations, 

beams, columns, bracings, struts, platforms, walls and concrete slabs.

Planning is underway to develop a 10 year strategy for investments to upgrade the facilities to a sustainable level. 

This program is one of the 12 programs included in FAA’s NAS Sustainment Strategy. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

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Relationship to Performance Metric

The LRR program supports the FAA’s Strategic Priority, Deliver Benefits through Technology and Infrastructure by 

providing renovation of existing FAA-owned surveillance facilities and structures serving the NAS. The NAS 

requires reliable and continuous operation of surveillance equipment. Repairs, improvements, and modernization to 

existing infrastructure will enable facilities to meet current operational, environmental, and safety needs 

economically, extend the service life of facilities, and reduce the chance of outages that cause air traffic delays. 

Infrastructure failure resulted in almost 11 percent of Air Route Surveillance Radar (ARSR) outages experienced 

from August 2010 to August 2011.

Program Plans FY 2015 – Performance Output Goals

• Complete upgrades of critical infrastructure systems at 18 ARSRs including UPS, LPGBS, and HVAC systems 

(actuals may vary based upon validation and priority for the year).

• Complete sustaining improvements to existing facility infrastructures at 20 ARSR, Fixed Position Surveillance 

(FPS), and ATCBI-6 facilities including; roof replacements, asbestos abatement, water intrusion, safety 

improvements power panel retrofits, road repairs, plumbing repair, and HVAC control upgrades (actuals may 

vary based upon validation and priority for the year).

Program Plans FY 2016-2019 – Performance Output Goals

• None.

 

2A09, VOICE SWITCHING CONTROL SYSTEM (VSCS)

FY 2015 Request $13.8M

Voice Switching and Control System (VSCS) – Technology Refresh – Phase 3, C01.02-04 / 

X, Voice Switching and Control System (VSCS) – Technology Refresh – Level of Effort, 

C01.02-05 

 

Program Description 

The Voice Switching and Control System (VSCS) controls the switching mechanisms that allow controllers to select 

the communication channel they need to communicate with pilots, other controllers, other air traffic facilities, and 

commercial telephone contacts. Controllers need to be able to quickly select the proper channel, so they can 

communicate with pilots, coordinate with other controllers and/or contact emergency services as necessary. These 

large switches handle communication connections for 70 to 210 active air traffic control workstations at each en

route center.

VSCS – Technology Refresh – Phase 3 (C01.02-04):

The VSCS Technology Refresh program will replace and upgrade hardware and software components for the voice 

switching systems in all 21 en route air traffic control centers (ARTCCs). The real time Field Maintenance/Testing 

System at the FAA William J. Hughes Technical Center (WJHTC) and the Training System at the FAA Academy 

will also be upgraded to perform the same as an operational site. These upgrades will ensure that the air-to-ground 

and ground-to-ground communications capabilities are reliable and available for separating aircraft, coordinating 

flight plans, and transferring information between air traffic control facilities in the en route environment. To date, 

this program has replaced VSCS internal control systems, updated the obsolete language used in some software

programs, and replaced the VSCS Timing and Traffic Simulation Unit at the FAA WJHTC. This WJHTC test bed is 

being used to test the capabilities of the upgraded systems to determine if they meet the formal baseline 

requirements established for VSCS performance. Additional upgrades will be completed to ensure that the VSCS 

continues to provide reliable voice communications, which can support future en route operations.

VSCS Technology Refresh Phases 1 and 2 included funding for Work Station Upgrades, VSCS Display Module 

Replacement (VDMR), VSCS Integrated Test Suite (VITS) Replacement, Maintenance Test Set Replacements – 

Functional At Speed Tester (MTSR-F), Power Supply upgrades, VSCS Training and Backup Switch (VTABS) Test 

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Controller Replacement (VTCR), as well as some Programming Language for Microcomputers (PLM) to C software 

code conversion. 

VSCS Technology Refresh Phase 3 will be dependent upon Engineering Analysis which will include Ground-toGround (G/G) node reduction efforts (approximately 10 nodes), fiber optic tie trunk (FOTT) power supply 

replacements (approximately 500 supplies), LAN Transceiver retrofits (approximately 5,000), and the PLM to C 

software conversion for the Air-to-Ground (A/G) switch. A Final Investment Decision for VSCS Technology 

Refresh Phase 3 was obtained in November 2012. 

VSCS – Technology Refresh – Level of Effort (C01.02-05):

The VSCS Technology Refresh Level of Effort program will maintain ongoing Diminishing Manufacturing Sources 

and Material Shortages (DMSMS) analysis, conduct program management activities, and provide engineering 

support. Based on analysis this program will replace or upgrade VSCS components to sustain VSCS. This will be a 

stand-alone effort starting in FY 2019. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

The VSCS Technology Refresh program supports the Performance Metric to maintain operational availability of the 

National Airspace System by improving the system reliability of en route voice communications for both current 

and future operations by replacing and upgrading components of the obsolete, non-supportable elements of VSCS 

hardware and software. VSCS Technology Refresh Phase 3 is required to maintain both the operational availability 

of the VSCS/VTABS switches and to maintain the ability of the VSCS Depot to support site requisitions.

Program Plans FY 2015 – Performance Output Goals

VSCS – Technology Refresh – Phase 3 (C01.02-04):

• G/G node reduction: Excess nodes removed from three additional ARTCCs.

• FOTT power supply replacement: Complete system and key site testing.

VSCS – Technology Refresh – Level of Effort (C01.02-05):

• None.

Program Plans FY 2016 – Performance Output Goals

VSCS – Technology Refresh – Phase 3 (C01.02-04):

• FOTT power supply retrofits 50% complete.

• Ground to Ground Node Reduction complete. (APB Milestone)

VSCS – Technology Refresh – Level of Effort (C01.02-05):

• None.

Program Plans FY 2017 – Performance Output Goals

VSCS – Technology Refresh – Phase 3 (C01.02-04):

• FOTT power supply retrofits 100% complete. (APB Milestone)

• VSCS Local Area Network Transceiver Retrofit completed. (APB Milestone)

VSCS – Technology Refresh – Level of Effort (C01.02-05):

• None.

Program Plans FY 2018 – Performance Output Goals

VSCS – Technology Refresh – Phase 3 (C01.02-04):

• A/G PLM to C software conversion: Complete deployments to all sites.(APB milestone)

VSCS – Technology Refresh – Level of Effort (C01.02-05):

• None.

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Program Plans FY 2019 – Performance Output Goals

VSCS – Technology Refresh – Phase 3 (C01.02-04):

• None.

VSCS – Technology Refresh – Level of Effort (C01.02-05):

• Complete quarterly VSCS \ VTABS System Technology Evolution Process database update needed for 

Diminishing Manufacturing Sources and Material Shortages (DMSMS) analysis.

• Award contract to recover, replace or upgrade TBD components identified in the DMSMS analysis.

System Implementation Schedule 

 

2A10, OCEANIC AUTOMATION SYSTEM (OAS)

FY 2015 Request $3.5M

Advanced Technologies and Oceanic Procedures (ATOP), A10.03-00 

 

Program Description 

The ATOP program replaced oceanic air traffic control systems, and associated with the replacement updated 

procedures and modernized the Oakland, New York, and Anchorage ARTCCs, which house these oceanic 

automation systems. A support system was installed at the William J. Hughes Technical Center. ATOP fully 

integrates flight and radar data processing, detects conflicts between aircraft, provides data link and surveillance 

capabilities, and automates the previous manual processes for oceanic air traffic control. 

A technology refresh for the automation system was completed in second quarter FY 2010 for all three operational 

sites and the system installed at the William J, Hughes Technical Center (WJHTC). This technology refresh 

increased system performance, capacity, and usability, and made improvements to software functionality. 

Additional safety and efficiency enhancements identified by stakeholder and validated by FAA requirements 

management group will be delivered through FY 2016 by planned software modifications to the ATOP Ocean21 

system. These modifications will address needed functionality changes to support airspace expansion initiatives, 

address Agency-required system infrastructure changes (e.g., X.25 to IP communication protocol interface 

upgrades), and support FAA and International Civil Aviation Organization (ICAO) mandated system changes.

The ATOP Program Office is preparing for an Acquisition Management System (AMS) Investment Analysis 

Readiness Decision (IARD) in FY 2015 and a Final Investment Decision (FID) in FY 2016 to enable the Oceanic air 

traffic system to continue to be enhanced through FY 2020. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 3 – Achieve a NAS on-time arrival rate of 88 percent at Core airports.

Relationship to Performance Metric 

ATOP allows properly equipped aircraft (i.e., ADS-C, Controller-Pilot Data Link Communications (CPDLC), 

Required Navigation Performance-4 nm (RNP-4)) and qualified aircrews to operate using reduced oceanic 

separation criteria. This enables more aircraft to fly optimal routes and reduce aircraft flight time (and increase fuel 

and payload efficiency) during oceanic legs of their flights. Reduced lateral (side-to-side) separation provides space 

for additional routes between current locations or new direct markets. Reduced longitudinal (nose-to-tail) separation 

provides more opportunities to add flights without delays (e.g., climbs, descents, reroutes, or speed penalties). By 

reducing the potential for delays (i.e., increasing the number of available routes, increasing airspace capacity, 

Voice Switching and Control System (VSCS) - Tech Refresh

First site IOC: 2002 -- Last site ORD: 2018 VSCS - TR

2010 2015 2020

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enhancing the interfacility coordination of air traffic, reducing flight times, etc.), ATOP facilitates an increase in the 

on-time performance of scheduled air carriers. 

Program Plans FY 2015 – Performance Output Goals 

• Deliver software enhancements in the operational release to address operational problems and system 

improvements to all three Oceanic sites in November 2014. The enhancements implemented will include two 

technical operations and three air traffic NAS Change Proposals (NCPs). 

• Deliver software enhancements in the operational release to address operational problems and system 

improvements to all three Oceanic sites in April and September 2015. Enhancements will include changes 

needed for the ATOP system to support NextGen ADS-C Climb and Decent and ADS-B In-Trail Procedures 

(ITP) capabilities. 

Program Plans FY 2016 – Performance Output Goals

• Deliver software enhancements in the operational release to address operational problems and system 

improvements to all three Oceanic sites in February 2016. (Prior year funds)

Program Plans FY 2017-2019 – Performance Output Goals

• None.

System Implementation Schedule 

 

2A11, NEXT GENERATION VERY HIGH FREQUENCY AIR/GROUND COMMUNICATIONS SYSTEM 

(NEXCOM)

FY 2015 Request $40.0M

Next-Generation VHF and UHF A/G Communications (NEXCOM) – Segment 2 – Phase 1 

of 2, C21.02-01 / X, Next-Generation VHF and UHF A/G Communications (NEXCOM) – 

Segment 2 – Phase 2 of 2, C21.02-02 

 

Program Description

The NEXCOM program replaces and modernizes the aging and obsolete NAS air-to-ground (A/G) analog radios 

that allow direct voice communication with pilots. Replacing the radios is part of a larger program to address the 

limitations on increasing the radio frequency spectrum available for controller communications. Additional 

frequencies are needed to ensure that the air traffic system’s capability grows to meet the projected U.S. air traffic 

requirements of the future. In addition, replacement of these radios improves A/G radio equipment maintainability 

and reliability, and enhances A/G information security and communications control. Segment 1a of the NEXCOM 

program finished replacing all en route radios (30,000) with Multimode Digital Radios (MDRs) in FY 2013. 

Advanced Technologies and Oceanic Procedures (ATOP) 

First site IOC: June 2004 -- Last site IOC: March 2006 ATOP

ATOP Techology Refresh (TR)

First site Acceptance: February 2009 TR

Last site Acceptance: February 2010

ATOP Enhancements

First Release: February 2006 Enhance

Last Release: 2016

2010 2015 2020

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The NEXCOM Segment 2 program began replacing radios at terminal and flight services in FY 2009 with 

completion scheduled in FY 2027. Ultimately 31,000 radios will be deployed into the NAS under the NEXCOM 

Segment 2 Program. Segment 2 is separated into two phases. Phase 1 has JRC approval from 2011 to 2018. 

NEXCOM – Segment 2 – Phase 1 of 2 (C21.02-01): 

The NEXCOM procurement for Segment 2, Phase 1 has a combined contract to deliver Very High Frequency 

(VHF) radios for civil aviation and Ultra High Frequency (UHF) radios for military aviation. A total of 17,000 

radios will be replaced in Phase 1. The new VHF radios can emulate the existing 25 kHz voice mode protocol for 

channel separation, or they can operate in the more efficient 8.33 kHz voice mode currently used in Europe. The 

8.33 kHz voice-only mode divides the current bandwidth for one channel into three channels and this increase in the 

number of channels recovers the spectrum needed for a stand-alone data communications system (i.e., Datacom 

program). To support the NextGen NAS Voice systems (NVS) program, Voice over Internet Protocol (VoIP) will 

be integrated into Segment 2, Phase 1 VHF and UHF radios. 

NEXCOM – Segment 2 – Phase 2 of 2 (C21.02-02):

NEXCOM Segment 2, Phase 2 completes terminal and flight services facility radio modernizations that began under 

NEXCOM Segment 2, Phase 1. All terminal and flight services facilities will be completed with new radios during 

Phase 2 (FY2019 to FY2027). A total of 14,000 radios will be replaced during Phase 2. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

NEXCOM will reduce the number of unplanned outages by replacing existing communications equipment with 

modern A/G equipment. An added performance benefit will be the ability to increase capacity by expanding the 

number of communications channels within the spectrum assigned to the FAA. The Mean Time Between Failure 

performance metric, which is closely related to availability, will be increased from 11,000 hours to 50,000 hours at 

the completion of NEXCOM Segment 2, Phase 1. 

Program Plans FY 2015 – Performance Output Goals

NEXCOM – Segment 2 – Phase 1 of 2 (C21.02-01): 

• Deploy 2,700 new Terminal Air Traffic Control Radios.

• Achieve first site initial operational capability for Segment 2 Phase 1, Oct 2014. (APB milestone)

NEXCOM – Segment 2 – Phase 2 of 2 (C21.02-02):

• None.

Program Plans FY 2016 – Performance Output Goals

NEXCOM – Segment 2 – Phase 1 of 2 (C21.02-01): 

• Deploy 2,700 new Terminal Air Traffic Control Radios.

NEXCOM – Segment 2 – Phase 2 of 2 (C21.02-02):

• None.

Program Plans FY 2017 – Performance Output Goals

NEXCOM – Segment 2 – Phase 1 of 2 (C21.02-01): 

• Deploy 3,000 new Terminal Air Traffic Control Radios.

• Deploy 300 Emergency Transceivers. 

NEXCOM – Segment 2 – Phase 2 of 2 (C21.02-02):

• None.

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Program Plans FY 2018 – Performance Output Goals

NEXCOM – Segment 2 – Phase 1 of 2 (C21.02-01): 

• Deploy 3,000 new Terminal Air Traffic Control Radios.

• Achieve IOC at 450 sites. (APB milestone) 

• Deploy 300 Emergency Transceivers. 

NEXCOM – Segment 2 – Phase 2 of 2 (C21.02-02):

• None.

Program Plans FY 2019 – Performance Output Goals

NEXCOM – Segment 2 – Phase 1 of 2 (C21.02-01): 

• None.

NEXCOM – Segment 2 – Phase 2 of 2 (C21.02-02): 

• Deploy 3,000 new Terminal Air Traffic Control Radios.

• Deploy 300 Emergency Transceivers. 

System Implementation Schedule

 

2A12, NEXTGEN – SYSTEM-WIDE INFORMATION MANAGEMENT (SWIM)

FY 2015 Request $60.3M

• A, System Wide Information Management (SWIM) – Segment 1, G05C.01-01 / X, System Wide 

Information Management (SWIM) – Segment 1 - Technology Refresh, G05C.01-05

• B, System Wide Information Management (SWIM) – Segment 2A, G05C.01-04 / X, System Wide 

Information Management (SWIM) – Segment 2B, G05C.01-08

• C, System Wide Information Management (SWIM) – Common Support Services Weather (CSS-Wx), 

G05C.01-06

A, System Wide Information Management (SWIM) – Segment 1, G05C.01-01 / X, System 

Wide Information Management (SWIM) – Segment 1 - Technology Refresh, G05C.01-05 

 

Program Description

In 2007, the FAA established the System Wide Information Management (SWIM) program to implement a set of 

Information Technology (IT) capabilities in the NAS to provide users with relevant and commonly understandable 

information. The principles behind the SWIM concept include the following:

• Separation of information provision and consumption in such a way that the number and nature of the 

consumers can evolve through time; 

• Loose system coupling, in which each component has little or no knowledge of the definitions of other 

separate components;

• Using publicly available open standards; and

• Using Service Oriented Architecture (SOA) implemented as a suite of interoperable services.

SWIM maximizes the use of current infrastructure while allowing sharing of information between diverse systems 

enabling the NextGen delivery of the right information to the right places at the right time. The program achieves 

Next-Generation VHF A/G Communications System 

(NEXCOM) – Segment 2 - Phase 1/2

First site IOC: July 2003 -- Last site IOC: September 2013 NEXCOM Seg 1a

First site IOC: October 2014 -- Last site IOC: September 2018 S2P1

First site IOC: 2019 -- Last site IOC: August 2027 S2P2

2010 2015 2020

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this by providing the IT enterprise infrastructure necessary for NAS systems to share and reuse information and 

increase interoperability. 

SWIM’s enterprise infrastructure will enable systems to publish information of interest to NAS users, request and 

receive information from other NAS services, and support NAS security requirements. Further, SWIM provides 

Governance to NAS Programs to ensure services are SWIM compliant and meet all FAA SOA standards. By 

providing this Governance and the supporting enterprise infrastructure, SWIM will reduce the cost and risk for

NextGen programs to develop and deploy services.

SWIM – Segment 1 (G05C.01-01):

SWIM is being developed in segments. In SWIM Segment 1, nine SWIM capabilities are being implemented with 

SWIM-provided governance, standards, and software to support development of reusable SOA services. Segment 1 

results in SOA services deployed to all ARTCCs, 39 TRACONs, the Air Traffic Control System Command Center, 

the William J. Hughes Technical Center (WJHTC), and NAS Enterprise Management Centers (NEMCs). The 

Segment 1 capabilities are as follows: 

• Aeronautical Information Management (AIM) Special Use Airspace (SUA) Automated Data Exchange;

• Integrated Terminal Weather System (ITWS) Data Publication;

• Corridor Integrated Weather System (CIWS) Data Publication;

• Weather Message Switching Center Replacement (WMSCR) Pilot Report (PIREP) Data Publication;

• Reroute Data Exchange;

• SWIM Terminal Data Distribution System (STDDS);

• Traffic Flow Management (TFM) Flow Data Publication;

• Runway Visual Range (RVR) Data Publication; and

• Flight Data Publication Service (FDPS).

In FY 2011, ITWS and CIWS capabilities became operational and AIM SUA Data Exchange achieved an Initial 

Operating Capability (IOC). In FY 2012, WMSCR became operational and STDDS achieved an IOC.

SWIM – Segment 1 - Technology Refresh (G05C.01-05):

SWIM Segment 1 will be completed in FY 2015. Due to the rapid pace of technological innovation, SWIM is 

required to perform technology refresh in FY 2019 and perform the periodic replacement of both SWIM compliant 

capabilities and Commercial-Off-The-Shelf (COTS) system components to assure continued supportability. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

SWIM will reduce the number and types of unique interfaces, reduce redundancy of information, better facilitate 

information-sharing, improve predictability and operational decision-making, and reduce the cost of service. The 

improved coordination that SWIM will provide will allow for the transition from tactical conflict management of air 

traffic to strategic trajectory-based operations. In addition, SWIM will provide the foundation for greatly enhanced 

information exchange and sharing outside the FAA. 

Program Plans FY 2015 – Performance Output Goals

SWIM – Segment 1 (G05C.01-01):

• Begin operating on Flow Information Publication. (APB milestone)

• Begin operating on Flight Data Publication. (APB milestone)

• Complete Implementation – SWIM Tool Kits. (APB milestone)

SWIM – Segment 1 - Technology Refresh (G05C.01-05):

• None.

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Program Plans FY 2016-2018 – Performance Output Goals

SWIM – Segment 1 (G05C.01-01):

• None.

SWIM – Segment 1 - Technology Refresh (G05C.01-05):

• None.

Program Plans FY 2019 – Performance Output Goals

SWIM – Segment 1 (G05C.01-01):

• None.

SWIM – Segment 1 - Technology Refresh (G05C.01-05):

• Complete Technology Refresh for NAS Service Registry/Repository.

 

B, System Wide Information Management (SWIM) – Segment 2A, G05C.01-04 / X, System 

Wide Information Management (SWIM) – Segment 2B, G05C.01-08 

Program Description

In 2007, the FAA established the SWIM program to implement a set of Information Technology (IT) capabilities in 

the NAS to provide users with relevant and commonly understandable information. The principles behind the 

SWIM concept include the following:

• Separation of information provision and consumption in such a way that the number and nature of the 

consumers can evolve through time; 

• Loose system coupling, in which each component has little or no knowledge of the definitions of other 

separate components;

• Using publicly available open standards; and

• Using Service Oriented Architecture (SOA) implemented as a suite of interoperable services.

SWIM maximizes the use of current infrastructure while allowing sharing of information between diverse systems 

enabling the NextGen delivery of the right information to the right places at the right time. The program achieves 

this by providing the IT enterprise infrastructure necessary for NAS systems to share and reuse information and 

increase interoperability. 

SWIM’s enterprise infrastructure will enable systems to publish information of interest to NAS users, request and 

receive information from other NAS services, and support NAS security requirements. Further, SWIM provides 

Governance to NAS Programs to ensure services are SWIM compliant and meet all FAA SOA standards. By 

providing this Governance and the supporting enterprise infrastructure, SWIM will reduce the cost and risk for 

NextGen programs to develop and deploy services.

SWIM – Segment 2A (G05C.01-04):

Segment 2A includes the following key elements:

• Development, deployment, and maintenance of SOA Core Services. These SOA Core Services, which are 

comprised of NAS Enterprise Messaging Service (NEMS), Enterprise Service Management, Interface 

Management, and Security services, are provided for use by multiple FAA domains and programs. NEMS 

is being provided via FAA Telecommunications Infrastructure (FTI), building on Data Exchange (DEX), 

the operational prototype currently used to provide Airport Surface Detection Equipment – Model X 

(ASDE-X) data; and

• Responsibility for all acquisition, management and maintenance activities for the hardware and software 

associated with developing and deploying those capabilities that will result in a consolidated SOA 

infrastructure (e.g., supporting SOA Core Services). 

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SWIM – Segment 2B (G05C.01-08):

Plans for Segment 2B include the following: 

• Continued on ramping of programs onto the NAS Enterprise Messaging Service (NEMS) – provides a 

reliable messaging infrastructure to be leveraged by SWIM producers and consumers

• Providing additional NAS enterprise services: 

o Enterprise Service Management (ESM) – provides Operations and Maintenance (O&M) status of 

NAS infrastructure and the SOA services;

o Identity and Access Management (IAM) – provides a scalable security solution supporting other 

NAS programs and systems establishing an Enterprise Service and allows NAS programs with 

unique functional requirements to leverage the solution resulting in overall lower costs;

o NAS Common Reference (NCR) – provides a unified, application-level interface to obtain filtered 

subsets of information, in specified format, via request or subscription;

o Enhancement of the Flight Data Publication Service (FDPS) – makes flight and airpace data 

independent of HOST/Air Traffic Management Data Distribution System (HADDS) and makes it 

available to consumers; and

o Enhancement of the SWIM Terminal Data Distribution Service (STDDS) – adds additional 

terminal data collection and services to present that data to consumers.

The Segment 2B Final Investment Decision is scheduled for September 2014.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

SWIM will reduce the number and types of unique interfaces, reduce redundancy of information, better facilitate 

information-sharing, improve predictability and operational decision-making, and reduce the cost of service. The 

improved coordination that SWIM will provide will allow for the transition from tactical conflict management of air 

traffic to strategic trajectory-based operations. In addition, SWIM will provide the foundation for greatly enhanced 

information exchange and sharing outside the FAA. 

Program Plans FY 2015 – Performance Output Goals

SWIM Segment 2A (G05C.01-04):

• Complete Phase 3 NEMS demand assessment and associated deployment of new NEMS Nodes. (APB 

milestone)

• Complete NEMS Security Services Capability development and deployment. (APB milestone)

• Complete NEMS Service Management (availability and performance) Capability development and deployment.

• Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2015.

SWIM Segment 2B (G05C.01-08):

• None.

Program Plans FY 2016 – Performance Output Goals

SWIM Segment 2A (G05C.01-04):

• Complete Phase 4 NEMS demand assessment and associated deployment of new NEMS Nodes. (APB 

milestone)

• Complete NEMS producer/consumer management enhancements.

• Connect producers and consumers to NEMS (Aeronautical Information Management (AIM) Segment 2, 

Common Support Services – Weather (CSS-Wx), Terminal Flight Data Manager (TFDM), etc.).

• Complete NEMS consumer self service management deployment.

• Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2016.

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Fiscal Years 2015-2019 Activity 2

SWIM Segment 2B (G05C.01-08):

• Complete transition from Segment 2A to Segment 2B.

• Additional output goals will be established at FID.

Program Plans FY 2017 – Performance Output Goals

SWIM Segment 2A (G05C.01-04):

• None.

SWIM Segment 2B (G05C.01-08):

• Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2017.

• Additional output goals will be established at FID.

Program Plans FY 2018 – Performance Output Goals

SWIM Segment 2A (G05C.01-04):

• None.

SWIM Segment 2B (G05C.01-08):

• Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2018.

• Additional output goals will be established at FID.

Program Plans FY 2019 – Performance Output Goals

SWIM Segment 2A (G05C.01-04):

• None.

SWIM Segment 2B (G05C.01-08):

• Complete SOA suitability assessments for NAS programs entering the FAA investment analysis process in 

2019.

• Additional output goals will be established at FID.

 

C, System Wide Information Management (SWIM) – Common Support Services Weather 

(CSS-Wx), G05C.01-06 

 

Program Description

Common Support Services-Weather (CSS-Wx), formerly known as NextGen Network Enabled Weather (NNEW), 

will be the FAA’s first instance of a common support services capability. CSS-Wx will establish an aviation 

weather publishing capability for the NAS. It will enable universal access and the standardization of weather 

information for dissemination to users by System Wide Information Management (SWIM), a data management and 

sharing system the FAA is implementing for the NextGen. CSS-Wx will filter weather information by location and 

time. Consumers of the information published by CSS-Wx will include air traffic controllers, traffic managers, 

commercial aviation, general aviation, and the flying public. CSS-Wx will also make weather information available 

for integration into NextGen’s enhanced decision support tools (DSTs). CSS-Wx will be the FAA’s single provider 

of aviation weather data, consolidating several legacy weather dissemination systems. CSS-Wx will also be scalable 

to facilitate the addition of new users and new systems. The system is scheduled to achieve Initial Operating 

Capability (IOC) in FY 2017.

The CSS-Wx System will ultimately:

• Provide weather information via gridded data [Web Coverage Service (WCS)], non-gridded data [Web 

Feature Service (WFS)], and images [Web Map Service (WMS)];

• Filter weather information by location and time to provide only the specific data requested by a user (e.g., 

for a specific geographic area);

• Provide weather information in common, standardized formats identified by the Open Geospatial 

Consortium; and

• Store, archive, and retrieve weather information.

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The CSS-Wx system will make improved weather products provided by the NextGen Weather Processor (NWP), 

the National Oceanic and Atmospheric Administration’s (NOAA) NextGen Web Services, and other weather 

sources, available to FAA and NAS users for input into collaborative decision-making.

The program is targeted for a Final Investment Decision (FID) in September 2014 (originally scheduled for first 

quarter of FY 2015). FID for CSS-Wx is scheduled to occur with FID for NWP. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

CSS-Wx is an enterprise service that provides access to weather observations and predictions to enable collaborative 

and dynamic NAS decision making. It will enable integration of information from weather sources into all 

applicable NextGen DSTs. CSS-Wx will enable Airline Operations Centers and Traffic Flow Management to better 

develop weather mitigation plans and replans by selecting flight paths that maximize use of available capacity in 

weather impacted environments. CSS-Wx will provide NWP mosaics enabling en route and terminal controllers to 

provide more precise and timely information to respond to pilot requests for deviations around hazardous weather. 

CSS-Wx helps maximize use of airport capacity by providing more precise information on weather location and 

movement, which allows runways to remain in use longer and reopen more quickly after an adverse weather event.

Program Plans FY 2015 – Performance Output Goals

• Complete Prime Contractor’s requirements review for CSS-Wx.

• Complete Preliminary Design Review (PDR) for CSS-Wx.

Program Plans FY 2016 – Performance Output Goals

• Complete Critical Design Review (CDR) for CSS-Wx.

Program Plans FY 2017 – Performance Output Goals

• Complete CSS-Wx Verification and Test Readiness Reviews.

• Complete System Acceptance Test.

• Complete Operational Testing (OT) for CSS-Wx.

• Achieve Key Site IOC for CSS-Wx.

Program Plans FY 2018 – Performance Output Goals

• Complete Independent Operational Assessment. 

• Achieve In-Service Decision.

• Achieve CSS-Wx Operational Readiness Demonstration (ORD) at deployed sites (number of sites determined 

at FID).

Program Plans FY 2019 – Performance Output Goals

• Achieve CSS-Wx ORD at deployed sites (number of sites determined at FID).

System Implementation Schedule

 

Common Support Services - Weather (CSS-Wx)

First site IOC: July 2017 -- Last site IOC: August 2019 CSS-Wx

2010 2015 2020

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2A13, NEXTGEN – AUTOMATIC DEPENDENT SURVEILLANCE - BROADCAST (ADS-B) NAS

WIDE IMPLEMENTATION

FY 2015 Request $247.2M

• A, ADS-B NAS Wide Implementation – Baseline Services & Applications (Service Volume), G02S.03-01

• X, ADS-B NAS Wide Implementation – Future Segments, G02S.01-02

A, ADS-B NAS Wide Implementation – Baseline Services & Applications (Service Volume), 

G02S.03-01 

 

Program Description

ADS-B is an advanced surveillance technology that provides highly accurate and more comprehensive surveillance 

information. ADS-B is the cornerstone technology for the NextGen. This new system promises to significantly 

reduce delays and enhance safety by using aircraft broadcasted position based on the aircraft’s navigation system 

calculation using the Global Navigation Satellite System or other navigation inputs, instead of position information 

from traditional radar.

Aircraft position (longitude, latitude, altitude, and time) is determined using the Global Navigation Satellite System 

(GNSS), and/or an internal inertial navigational reference system, or other navigation aids. The aircraft’s ADS-B 

equipment processes this position information, along with other flight parameters, (such as identification, indication 

of climb or descent angle, velocity, next waypoint, and other data that is limited only by the equipment’s capability) 

for a periodic broadcast transmission, typically once a second, to airborne and ground-based ADS-B receivers. The 

information will be used to display aircraft position on en route and terminal automation systems such as Common 

Automated Radar Tracking System (CARTS), Standard Terminal Automation Replacement System (STARS), 

Microprocessor En Route Automated Radar Tracking System (MicroEARTS), En Route Automation Modernization 

(ERAM), HOST, and Advanced Technologies and Oceanic Procedures (ATOP). 

In addition to the ground-based ADS-B receiver, nearby aircraft within range of the broadcast and equipped with 

ADS-B In avionics may receive and process the surveillance information of nearby aircraft for display to the pilot 

using the aircraft’s multifunction display. Finally, ADS-B equipment may be placed on ground vehicles to allow 

controllers and pilots to locate and identify them on runways or taxiways. 

The main ADS-B acquisition has been structured as a multiple year, performance-based service contract under 

which the vendor will install, own, and maintain the ground-based ADS-B equipment that provides the surveillance 

information to FAA automation systems. The program has three activities: Baseline Services and Applications, Gulf 

Expansion and In Trail Procedures. 

Baseline Services and Applications:

This program provides for continuing ADS-B baseline services and applications. The deployment utilizes 

performance based service fees for ADS-B infrastructure owned and operated by the prime contractor. It also 

continues implementation of baseline applications: Ground-based Interval Management (GIM), Traffic Situation 

Awareness, Airport Traffic Situation Awareness Enhanced Visual Approach, Cockpit Display of Traffic Information 

(CDTI) Assisted Visual Separation (CAVS), Traffic Situation Awareness with Alerts, Weather and NAS Situation 

Awareness. 

Also included in this activity is the Colorado WAM project which is operating a Multilateration surveillance service 

capability. The traditional surveillance coverage provided by existing ground based radar does not allow coverage 

below 9,000 feet due to the mountainous terrain. The lack of surveillance forced controllers to use procedural 

separation standards for the Instrument Flight Rules (IFR) arriving/departing aircraft. To provide this surveillance 

service, receivers / transmitters were placed at multiple locations on the surface to determine the location of aircraft 

by triangulating the transponder signals broadcast by the radar beacon and Mode S avionics. The aircraft location 

information is provided to the automation system at Denver ARTCC to allow controllers to provide separation 

services at the four Colorado airports (Durango, Gunnison, Montrose and Telluride). The increased accuracy of this 

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Fiscal Years 2015-2019 Activity 2

surveillance technique safely expands the capacity of these airports to allow additional aircraft operations during 

instrument landing conditions. 

Gulf Expansion:

Three additional ADS-B radio stations will be provided in Mexico which will provide coverage for all of the Gulf of 

Mexico (GOMEX). A Memorandum of Agreement (MOA) was signed between United States and Mexico on May 

22, 2012. The MOA includes the roles of each entity, describes how the added surveillance will improve situational 

awareness and enable more efficient air traffic handoffs between the countries, and contains a requirement to build a 

detailed plan that includes cost share, schedule, and ATC procedures development. 

Three additional ADS-B radio stations in Mexico will provide coverage over all of the Gulf of Mexico air traffic 

routes extending from Houston ARTCC into Mexico. Airlines will use the routes transitioning from North to South, 

or South to North, and the primary area of expanded coverage is the far south of the US Flight Information Region 

(FIR). This will allow for reduced separation resulting in greater airspace capacity. 

In Trail Procedures:

In Trail Procedures (ITP) allows air traffic control to approve ADS-B equipped aircraft to perform flight level 

changes when there is less than standard separation. ITP enables flight level change maneuvers that are otherwise 

not possible using non-ADS-B based oceanic procedural separation standards. ITP allows ATC to approve these 

flight level change requests between properly equipped aircraft using reduced separation during the maneuver. This 

will allow aircraft to more easily access more efficient altitudes in oceanic airspace. This activity develops the 

operational standards, provides for operational testing and develops supporting automation software. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 3 – Achieve a NAS on-time arrival rate of 88 percent at Core airports.

Relationship to Performance Metric

ADS-B is a technology that will allow implementation of new air traffic control procedures based on more accurate 

aircraft position information that will allow better use of existing airspace. This should result in an increase in 

capacity and will result in fewer delays and more optimal routing for aircraft. The efficiency benefits include 

reductions in weather deviations, reduced cancellations resulting from increased access to some Alaskan villages 

during reduced weather conditions, additional controller automation, and additional aircraft to aircraft applications. 

The efficiency benefits translate to savings in both aircraft direct operating costs and passenger value of time. The 

Business Case Analysis Report dated May 15, 2012 shows $3.2B in capacity and efficiency benefits.

The Surveillance and Broadcast Services (SBS) baseline surveillance service includes ADS-B coverage for the U.S. 

portion of the Gulf of Mexico. Adding three ADS-B radio stations in Mexico will provide coverage over all of the 

Gulf of Mexico air traffic routes extending from U.S. airspace into Mexico, thereby allowing reduced separation for 

both sides of the border and enabling more efficient handoffs between U.S. and Mexican airspace. Reduced 

separation will allow for improved on-time arrivals by allowing more volume of traffic to be managed. 

In Trail Procedures will enable more frequent approval of flight level requests between properly equipped aircraft 

using a reduced separation standard in Oceanic Airspace, improving flight efficiency.

Program Plans FY 2015 – Performance Output Goals

Baseline Services and Applications:

• Provide service at 306 service volumes within specified requirements.

• Achieve Terminal ATC Separation Services IOC at 61st Site.

• Complete 40 aircraft upgrades under Boeing/Rockwell Collins/United Agreement.

• Deploy GIM-S NAS wide. 

• Achieve IOC at one Airport Surface Surveillance Capability (ASSC) site.

• Complete site preparation and construction at second ASSC site.

• Pay performance based subscription charges on time. 

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• Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the three 

Colorado airports. 

Gulf Expansion:

• First radio station construction complete.

In Trail Procedures:

• ATOP ITP modifications completed.

Program Plans FY 2016 – Performance Output Goals

Baseline Services and Applications: 

• Provide service at 306 service volumes within specified requirements.

• Install Surface Advisory Services at five ASSC sites.

• Achieve IOC at three ASSC sites.

• Pay performance based subscription charges on time. 

• Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the three 

Colorado airports. 

Gulf Expansion:

• Remaining radio station construction complete

• Expanded GOMEX services operational at Houston – September 2016. (APB milestone)

In Trail Procedures:

• ATOP Oceanic ITP operational at Oakland Center.

Program Plans FY 2017 – Performance Output Goals

Baseline Services and Applications: 

• Provide service at 306 service volumes within specified requirements.

• Install Surface Advisory Services at two ASSC sites.

• Achieve IOC at three ASSC sites.

• Pay performance based subscription charges on time.

• Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the three 

Colorado airports. 

Gulf Expansion:

• Pay performance based subscription charges on time. 

In Trail Procedures:

• ATOP Oceanic ITP operational at New York and Anchorage Centers.

Program Plans FY 2018 – Performance Output Goals

Baseline Services and Applications:

• Provide service at 306 service volumes within specified requirements.

• Pay performance based subscription charges on time.

• Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the three 

Colorado airports. 

• Achieve IOC at two ASSC sites.

Gulf Expansion:

• Pay performance based subscription charges on time. 

In Trail Procedures:

• None.

Program Plans FY 2019 – Performance Output Goals

Baseline Services and Applications:

• Provide service at 306 service volumes within specified requirements.

• Pay performance based subscription charges on time.

• Provide WAM surveillance services of 99.996% availability supporting air traffic operations for the three 

Colorado airports. 

Gulf Expansion:

• Pay performance based subscription charges on time. 

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In Trail Procedures:

• None.

System Implementation Schedule 

 

X, ADS-B NAS Wide Implementation – Future Segments, G02S.01-02 

 

Program Description

The program will develop and implement ADS-B In Applications. Information is sent to aircraft using ADS-B In, 

which shows all aircraft in the area, including those not equipped with ADS-B technology, via a cockpit display. 

This improves flight safety by enhancing pilot situational awareness and providing advisories so pilots can 

determine airborne and airport surface hazards. 

The FAA chartered the ADS-B In Aviation Rulemaking Committee (ARC) in June of 2010 to provide a forum for 

the U.S. aviation community to define a strategy for incorporating ADS-B In technologies into the NAS. The ARC 

was tasked to provide recommendations that clearly define how FAA, users and manufacturers should proceed with 

ADS-B In while ensuring compatibility with defined ADS-B Out avionics. In September 2011, the ARC published 

a report that included a priority listing of ADS-B In applications from a user perspective. Subsequently, in 

accordance with the FAA Reauthorization Act, Section 211(b), the ARC evaluated a variety of equipage 

implementation strategies to frame a targeted ADS-B-In mandate, and the strategy was published October 2012. 

In response to the September 2011 ARC recommendations, the FAA Surveillance and Broadcast Services (SBS) 

program has been evaluating the business case, affordability, and maturity of the various applications. The SBS 

program is maturing the requirements definition of a suite of ADS-B In Interval Management (IM) applications and 

will pursue a series of final investment decisions as each application or a set of applications are deemed suitably 

defined for implementation. These final investment decisions will encompass the work activities and milestones for 

the Future Segments of the SBS program. 

Pre-Implementation activities for ADS-B In are funded in FY 2015 – FY 2018 under CIP G01S.02-01 ADS-B In 

Applications – Flight Interval Management and this CIP, G02S.01-02, supports the implementation activities from 

FY 2017 and beyond. The program is planning an Investment Analysis Readiness Decision (IARD) for the first set 

of ADS-B In applications in Q4 FY 2014, and a Final Investment Decision (FID) in Q3 FY 2016. Follow on 

investment decisions include an IID for Advanced ADS-B In applications in Q2 FY 2017 (Decision Point (DP) 885) 

and an FID in Q3 FY 2018 (DP 883).

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 3 – Achieve a NAS on-time arrival rate of 88 percent at Core airports.

Relationship to Performance Metric

ADS-B is a technology that will allow implementation of new air traffic control procedures based on more accurate 

aircraft position information that will allow better use of existing airspace. This should result in an increase in 

capacity and will result in fewer delays and more optimal routing for aircraft. The efficiency benefits include 

reductions in weather deviations, reduced cancellations resulting from increased access to some Alaskan villages 

during reduced weather conditions, additional controller automation, and additional aircraft to aircraft applications.

Automatic Dependent Surveillance-Broadcast (ADS-B) 

National Airspace System (NAS) Wide Implementation 

First site IOC: August 28, 2008 -- Last site IOC: December 2013 ADS-B Nat Impl

Expected operational life: 27 years

2010 2015 2020

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 2

Program Plans FY 2015-2016 – Performance Output Goals

• None.

Program Plans FY 2017 – Performance Output Goals

• Complete vendor Specifications (ERAM, TBFM, and TAMR).

• Complete Preliminary Design Review with automation vendors.

• Complete Critical Design Review with automation vendors.

• Begin software development with ERAM automation vendor.

Program Plans FY 2018 – Performance Output Goals

• Continue software development with ERAM automation vendor

• Begin software development with TAMR automation vendor.

Program Plans FY 2019 – Performance Output Goals

• Complete software development with ERAM automation vendor.

• Continue software development with TAMR automation vendor

• Begin software development with TBFM automation vendor.

• Complete Final ERAM Verification Requirements Traceability Matrix.

• Begin Avionics Certification.

 

2A14, WINDSHEAR DETECTION SERVICE (WDS)

FY 2015 Request $4.3M

• A, Wind Shear Detection Services – Work Package 1, W05.03-01

• X, Juneau Airport Wind System (JAWS) – Technology Refresh, W10.01-02

A, Wind Shear Detection Services – Work Package 1, W05.03-01 

 

Program Description 

Wind Shear Detection Services (WSDS) Work Package 1 is a portfolio program consisting of several legacy wind 

shear detection systems currently deployed in the NAS. The program will address obsolescence of the legacy 

systems Weather Systems Processor (WSP), Low Level Wind Shear Alert System (LLWAS) and Wind Measuring 

Equipment (WME). The program will sustain existing service levels by upgrading components of existing systems 

to mitigate safety hazards and to resolve obsolescence/supportability issues of the 34 WSP, 60 WME, and 50 

LLWAS systems currently deployed in the NAS. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

WSDS WP1 will contribute to the reduction of commercial air carrier fatalities per 100 million persons by 

preventing aircraft accidents in the terminal environment during take-off and landing. WSDS will accomplish this 

by providing hazardous wind shear alerts and warnings to Air Traffic Controllers to be passed on to pilots to avoid 

potential wind shear encounters. 

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 2

Program Plans FY 2015 – Performance Output Goals 

• Complete the design and development of Weather Systems Processor (WSP) Radar Video Processor (RVP) and 

award the Production Contract.

• Complete the design and development of 1st Article for the Key Site Test of Wind Measuring Equipment 

(WME) Upgrade.

• Complete Deployment of 40 Low Level Wind Shear Alerting System (LLWAS) Ultra High Frequency (UHF) 

Radios. 

Program Plans FY 2016 – Performance Output Goals

• First WSP site upgrade complete (1 of 34, 3%). (APB milestone)

Program Plans FY 2017 – Performance Output Goals

• First WME site upgrade complete (1 of 62, 2%). (APB milestone)

• Install WSP site upgrade at 19 sites (20 of 34, 59%).

• Install WME site upgrade at 30 sites (31 of 62, 50%).

Program Plans FY 2018 – Performance Output Goals

• Last WME site upgrade complete (62 of 62, 100%). (APB milestone)

• Last WSP site upgrade complete (34 of 34, 100%). (APB milestone)

Program Plans FY 2019 – Performance Output Goals

• None.

 

X, Juneau Airport Wind System (JAWS) – Technology Refresh, W10.01-02 

 

Program Description 

The JAWS provides terrain induced wind and turbulence data that addresses safety of flight and decreases the 

probability of experiencing unnecessary weather related delays in and out of the Juneau International Airport (JNU), 

Alaska. Although JAWS data is advisory, it is essential for pilots to be aware of wind conditions that affect 

approach and departure paths because of the restrictive geographical features on both sides of the corridor in and out 

of the Juneau Airport. The JAWS measures and transmits wind information to the Juneau Automated Flight Service 

Station (AFSS), Alaska Airlines, and the National Weather Service for weather forecasting. Other Alaska aviation 

users access JAWS data via the Internet.

Periodic replacement of commercial off-the-shelf (COTS) system components is necessary because of the weather 

conditions on the mountains where the wind sensors are located. Updating these sensors assures continued 

supportability of the system through an indefinite service life. The first technology refresh of JAWS is planned to 

begin in FY 2019. The technology refresh will include replacement of computers and controllers, radios, firmware 

and software, anemometers, profilers, and may include National Center for Atmospheric Research (NCAR) 

consulting support. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

JAWS Technology Refresh contributes to maintaining operational availability of 99.7 by replacing obsolete 

unsupportable equipment which could fail. 

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Capital Investment Plan Appendix B

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Program Plans FY 2015-2018 – Performance Output Goals

• None.

Program Plans FY 2019 – Performance Output Goals

• Achieve Initial Analysis Readiness Decision.

• Begin Final Investment Analysis.

 

2A15, NEXTGEN – COLLABORATIVE AIR TRAFFIC MANAGEMENT PORTFOLIO

FY 2015 Request $13.5M

• A, Collaborative Air Traffic Management Technologies (CATMT) – Work Package 3, G05A.05-02 / X, 

Collaborative Air Traffic Management Technologies (CATMT) – Work Package 4, G05A.05-03

• B, Strategic Flow Management Application, G05A.01-01

• C, Strategic Flow Management Engineering Enhancement, G05A.01-02

A, Collaborative Air Traffic Management Technologies (CATMT) – Work Package 3, 

G05A.05-02 / X, Collaborative Air Traffic Management Technologies (CATMT) – Work 

Package 4, G05A.05-03 

 

Program Description 

The Collaborative Air Traffic Management Technologies program provides enhancements to the Traffic Flow 

Management (TFM) system. The TFM system is the primary automation system used by the Air Traffic Control 

System Command Center (ATCSCC) and the nationwide Traffic Management Units (TMU) that assist the ATCSCC 

in management of air traffic flow and planning for future air traffic demand. The TFM system is the nation’s 

primary source for capturing and disseminating air traffic information and is the key information source for 

coordinating air traffic in the NAS. TFM hosts the software decision support systems that assist in managing and 

metering air traffic to reduce delays and make maximum use of system capacity to dynamically balance growing 

flight demands with NAS capacity. The FAA also uses the information from this system to collaborate with aviation 

users to develop and implement airspace management programs that reduce delays and ensure smooth and efficient 

traffic flow which result in significant benefits to passengers and airlines. TFM benefits the airlines, general 

aviation, U.S. Department of Defense (DoD), U.S. Department of Homeland Security, industry, and partner 

countries. 

CATMT Work Package 3 (G05A.05-02):

CATMT Work Package 3 (WP3) provides enhancements to the TFM from FY 2011 to 2015. The FAA baseline for 

WP 3 includes the following capability enhancements:

• TFM Remote Site Re-engineering (TRS-R) – Modernizes the software (SW) infrastructure, backbone of 

the TFM decision support tool suite used by Traffic Managers in the field:

o Phase 1 – Consolidates three software base codes into one. Allows the airlines to see the same 

information as the FAA for better situational awareness, collaboration and decision support. 

o Phase 2 – Consolidates software communications, control and data management to one modernized 

suite. This is the first and fundamental step for future mid-term CATMT capabilities as well as the 

TFM integrated tool suite and integrated displays planned for future CATMT work packages. 

• Collaborative Information Exchange (CIX) – Manages information exchange between the TFM system and 

external systems through software interfaces:

o CIX uses SWIM as the medium for information exchanges between the TFM system and external 

systems to receive Special Use Airspace (SUA) through this software interface.

o Integrates SUA status information made available through SWIM Segment 1 for use in decision 

support tools and on the Traffic Situation Display.

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Capital Investment Plan Appendix B

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CATMT Work Package 4 (G05A.05-03):

CATMT Work Package 4 (WP4), a future segment, that when approved by the FAA Joint Resource Council (JRC) 

will provide NextGen Midterm TFM/CATM capabilities between FY 2016 through FY 2020. Concept exploration 

analyses are on-going as one part of the NextGen Collaborative Air Traffic Management (CATM) portfolio, and will 

eventually lead to the identification of the possible CATMT Work Package 4 capabilities. 

CATMT WP4 Final Investment Decision (FID) is planned for 3rd quarter FY 2015. Business case analysis to 

support FID is being performed under G05A.01-02 Strategic Flow Management Engineering Enhancement.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 3 – Achieve a NAS on-time arrival rate of 88 percent at Core airports.

Relationship to Performance Metric 

The CATMT program will support the NAS on-time arrival rate performance metric through the use of automated 

systems that provide more accurate and timely information for all TFM system users, improve operator and 

passenger access to flight information, and reduce system delays. CATMT will 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 with NAS users; 

minimize and equitably distribute delays across airports and users; collect and process additional performance data 

to define metrics and identify trends; and provide greater ease of use to the traffic management users. 

Program Plans FY 2015 – Performance Output Goals

CATMT WP3 (G05A.05-02):

• Complete deployment of CIX. (APB milestone)

• Complete detailed design review of 2nd increment of TRS-R Phase 2.

CATMT Work Package 4 (G05A.05-03):

• None.

Program Plans FY 2016 – Performance Output Goals

CATMT WP3 (G05A.05-02):

• Complete TRS-R Phase 2 deployment. (APB milestone)

• Complete CATMT WP3 transition and close-out activities.

CATMT WP4 (G05A.05-03):

• Pending JRC Final Investment Decision and contract award, begin design and development of CATMT Work 

Package 4. 

• Pending JRC Final Investment Decision, award contract for the TFMS/CATMT WP4.

Program Plans FY 2017-2019 – Performance Output Goals

CATMT WP3 (G05A.05-02):

• None.

CATMT WP4 (G05A.05-03):

• Pending JRC Final Investment Decision and contract award, continue design, development and deployment of 

CATMT Work Package 4.

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 2

System Implementation Schedule

 

B, Strategic Flow Management Application, G05A.01-01 

 

Program Description 

Strategic Flow Management Application (SFMA) program will develop concepts, requirements and investment 

decision documentation to enhance Airborne Re-Route (ABRR) capabilities. ABRR has been developed and will be 

deployed by 2015 to the ATCSCC’s. Future ABRR capabilities will identify and formulate of complex reroutes in 

TFMS and communicate these complex reroutes from Airline Operations Centers/Flight Operations Centers to 

TFMS, then through ERAM to the aircraft via Data Communications. This program will also develop risk 

mitigation strategies and assess possible changes in work behavior due to emerging technologies and decision 

support tools.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher, 

arrivals and departures.

Relationship to Performance Metric

This program addresses the CATM performance objectives of increased capacity and flexibility. Increased capacity 

is achieved by the integration of strategic flow management with Trajectory-Based Operations (TBO) which 

provides a more structured traffic flow so that the capacity of a given airspace can be used more efficiently to meet 

demand. Flexibility is improved by more frequent use of dynamic reroutes which allows controllers and pilots to 

react to changing operational conditions. New rerouting concept provides controllers, pilots, and flight operators 

with more choices when negotiating dynamic reroutes for active aircraft.

Program Plans FY 2015 – Performance Output Goals

• Develop Concept of Use document.

• Update Operational Sequence Diagrams.

• Conduct functional analysis and develop report. 

• Develop operational requirements document. 

• Develop Operational Impact document. 

• Develop Human in the Loop (HITL) Plan.

• Update functional analysis and requirements documents using results of HITL to validate concepts. 

Program Plans FY 2016 – Performance Output Goals

• Prepare business case artifacts, to include projected costs and benefits.

• Prepare NAS enterprise artifacts.

• Prepare operational safety documentation. 

Collaborative Air Traffic Management Technologies 

(CATMT) – Work Package 3 and 4

First Operational Capability (OC): June 2008 -- Last OC: TBD CATMT

WP3 First Software Enhancement: 2012 -- Last: 2015 WP3

WP4 - Pending final investment decision

2010 2015 2020

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 2

Program Plans FY 2017 – Performance Output Goals

• Update business case artifacts, to include projected costs and benefits.

• Update NAS enterprise artifacts.

• Update operational safety documentation. 

Program Plans FY 2018 – Performance Output Goals

• Achieve FID.

• Develop shortfall analysis report for the use of advanced flow management and reroute operations, leveraging 

Airborne Reroute Execution (ABRR) and data comm-enabled complex clearances.

• Develop initial CONOPs and operational scenarios documents.

Program Plans FY 2019 – Performance Output Goals

• Update functional analysis and requirements documents using results of HITL to validate advanced flow 

management and reroute operations concepts. 

• Assess interoperability of advanced flow management and reroute operations concept with existing and planned 

traffic flow management capabilities.

• Update CONOPs and develop initial functional analysis document. 

 

C, Strategic Flow Management Engineering Enhancement, G05A.01-02

 

Program Description 

The Strategic Flow Management Engineering Enhancement program develops concepts to address operational 

Traffic Flow Management (TFM) shortfalls and prepares analysis and documentation supporting FID. 

Implementation will be accomplished by the TFMS program. This program will also develop TFM enhancements 

for future work packages. 

The fundamental goal of TFM is to manage the flow of air traffic to minimize delays and congestion due to system 

stressors such as weather or equipment outages. Today’s operations could be made more efficient through 

establishing strategic methods for mitigating delay and capacity issues. These strategic plans may provide 

predictability as well as a resource to base future decisions. The systems and capabilities that are used for TFM 

today do not provide an adequate foundation for future enhancements.

As systems and capabilities in TFM evolved, there was little attention paid to their integration. The Traffic 

Management Units of today provide piecemeal operational information and tools, but do not come together to 

formulate a dynamic, complete view of the operation or to provide optimal support to operational decision-making. 

Many of the functions performed by Traffic Managers require manual assimilation of data from various sources. 

Similarly, limited modeling capabilities necessitate mental integration and projection of data into the future. The 

potential impact of some traffic management initiatives is not known until the initiative is implemented. Traffic 

Managers do their best to estimate the impact by gathering data and applying their experience of how the initiative 

has performed in the past. Not only are these processes cognitively demanding and workload-intensive, they also 

make the effectiveness of the outcome highly dependent on the individuals’ skills and experience. 

A comprehensive view of NAS status and the initiatives that are already in place will provide Traffic Managers with 

the information they need to identify problems earlier and to make better decisions. Better modeling capabilities 

will allow them to assess the effectiveness and potential impact of their decisions before they are implemented. 

In 2016, the program will begin development of the next set, or package, of TFM enhancements.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

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Fiscal Years 2015-2019 Activity 2

Relationship to Performance Metric

Implementation of the capabilities in CATMT WP4 (and future TFM enhancements) will provide traffic managers 

with the tools and information they need to implement better, more efficient traffic management initiatives (TMIs). 

More efficient TMIs translate to the improved usage of available NAS resource capacity. 

Program Plans FY 2015 – Performance Output Goals

• Complete development of documents to support the CATMT WP4 FID.

• Complete contract technical and cost proposal evaluations.

Program Plans FY 2016 – Performance Output Goals

• Complete gap analysis document to determine operational, functional and performance gaps associated with 

TFM after WP4.

• Complete priority ranking document of gaps for next set of TFM enhancements (post WP4).

Program Plans FY 2017 – Performance Output Goals

• Develop Initial Shortfalls Analysis Report and Concepts and Requirements Document (CRD) Plan.

• Achieve Concept Requirements Development Readiness (CRDR).

Program Plans FY 2018 – Performance Output Goals

• Develop necessary documentation to support IARD.

• Achieve IARD.

Program Plans FY 2019 – Performance Output Goals

• Complete Initial Investment Decision (IID). Deliverables include:

o Initial Program Requirements

o Business Case Analysis Report (BCAR)

o Enterprise Architecture Artifacts

o Implementation Strategy and Planning Document (ISPD)

o Chief Financial Officer (CFO) Package

 

2A16, NEXTGEN – TIME BASED FLOW MANAGEMENT (TBFM) PORTFOLIO

FY 2015 Request $21.0M

Time Based Flow Management (TBFM) Work Package 3, G02A.01-06 / Time Based Flow 

Management (TBFM) Technology Refresh, G02A.01-07 / X, Time Based Flow 

Management (TBFM) Work Package 4, G02A.01-08 

 

Program Description

Time Based Flow Management (TBFM) is an evolution of the TMA Program. This system uses Time Based 

Metering (TBM) software to optimize the capacity in the NAS. TBFM will improve upon TMA and directly 

address NextGen Portfolios. 

TBFM Work Packages 3 and 4 will modernize and enhance the existing TBFM system. TBFM is a vital part of the 

NAS and enhances air traffic operations, by reducing delays and increasing efficiency of airline operations. TBFM 

is an automation system currently available that enables the use of time-based metering to optimize the flow of 

aircraft as they approach and depart congested airspace and airports. TBFM has been field-tested over the past 10 

years and is already installed in the 20 Air Route Traffic Control Centers (ARTCC) and adapted for most of the 

major airports served by those centers.

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Fiscal Years 2015-2019 Activity 2

TBFM Work Package 3 (G02A.01-06):

TBFM Work Package 3 is a follow-on phase of TBFM WP2 that will implement additional NextGen concepts, such 

as optimized descent during time-based metering; terminal sequencing and spacing to provide efficient sequencing 

and runway assignment; expansion of the Integrated Departure/Arrival Capability (IDAC) to additional locations; 

and making TBFM more flexible to accommodate reroute operations during adverse weather conditions. The 

design, development and deployment of these concepts will occur during the 2015-2019 timeframe. These 

enhancements support the current NextGen Operational Improvements including:

• Improved Management of Arrivals/Surface/Departure Flow Operations (104117) – Enables access to surface 

information to improve departure time predictions and supports a more integrated arrival/departure operation

and more efficient flows. Integrates and automates the departure capability with the TMA system (IDAC).

• Point-in-Space Metering (104120) – Provides the flexibility to enable alternate, Predefined Meter Points 

(PDMP) in en route airspace, which will help to support metering during reroute operations when nominal 

meter points are not available or useable due to weather or changes to traffic flows. Also adds path stretching to 

advisories to enable meter times to be met more efficiently and more accurately.

• Time Based Metering Using RNAV and RNP Route Assignments (104123) – Provides users with more 

efficient and consistent arrival and departure routings and fuel-efficient operations. Metering automation will 

manage the flow of aircraft to meter fixes, thus permitting efficient use of runways and airspace. 

• Time-Based Metering in the Terminal Environment (104128) – Supports a time-based sequencing and spacing 

capability in the terminal environment by providing TBFM runway and sequence assignment information to 

terminal automation for display to controllers. 

Final Investment Decision for Work Package 3 is planned for December 2014.

TBFM Technology Refresh (G02A.01-07):

TBFM Technology Refresh will replace the equipment that was deployed in 2013 with new equipment in the FY 

2018-2019 time frame. The current equipment will begin to reach its end of life and end of service/maintenance by 

2017. The TBFM program office, starting in the FY 2015 time frame, will begin the acquisition management 

process to reach a Final Investment Decision to replace this hardware. 

TBFM Work Package 4 (G02A.01-08):

TBFM Work Package 4 will improve the management of traffic flow in all phases of flight by using dynamic 

metering; replacing aged equipment with new modern equipment; providing NAS user preferences including 

preferred runway, arrival sequence or slot swapping; and integrating strategic and tactical scheduling to reduce 

delays for departures. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Target 

TBFM will expand time based metering solutions across additional phases of flight. This will increase daily airport 

capacity and improve flight efficiency by reducing last minute maneuvering of aircraft as they approach their 

destination airport. This will also improve controller efficiency in organizing the arrival stream for maximum use of 

that airport capacity. Time-based metering through TMA has provided an average of 3-5% increase in throughput at 

the airports where it is installed.

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 2

Program Plans FY 2015 – Performance Output Goals

TBFM Work Package 3 (G02A.01-06):

• Complete all documents necessary for Final Investment Decision including:

o Requirements document

o Business Case

o Implementation Strategy and Planning Document

o Acquisition Program Baseline

• Achieve Final Investment Decision.

• Award Work Package 3 enhancements/work to approved vendor.

• Complete following documents for Terminal Sequencing and Spacing (TSS) capability:

o Implementation plan

o Specification Documentation

TBFM Technology Refresh (G02A.01-07):

• Complete the following products in support of the Investment Analysis Readiness Decision (IARD):

o Preliminary Program Requirements (pPR) documentation

o Quantified Shortfall Analysis report

o Enterprise Architecture documentation

TBFM Work Package 4 (G02A.01-08):

• None.

Program Plans FY 2016 – Performance Output Goals 

TBFM Work Package 3 (G02A.01-06): 

• Complete preliminary software review for TSS.

• Other outputs to be defined at FID.

TBFM Technology Refresh (G02A.01-07): 

• Complete the following products in support of the Investment Analysis Readiness Decision (IARD):

o Preliminary alternatives analysis report

o Initial Investment Analysis Plan (IAP)

TBFM Work Package 4 (G02A.01-08):

• None.

Program Plans FY 2017 – Performance Output Goals

TBFM Work Package 3 (G02A.01-06): 

• Outputs to be defined at FID 

TBFM Technology Refresh (G02A.01-07):

• Complete documentation for FID to include:

o Requirements document

o Business Case

o Implementation Strategy and Planning Document

o Acquisition Program Baseline.

• Achieve FID.

• Award contract.

TBFM Work Package 4 (G02A.01-08):

• None.

Program Plans FY 2018 – Performance Output Goals

TBFM Work Package 3 (G02A.01-06):

• Outputs to be established at FID.

TBFM Technology Refresh (G02A.01-07):

• Outputs to be established at FID.

TBFM Work Package 4 (G02A.01-08):

• Complete the following products in support of the Investment Analysis Readiness Decision (IARD):

o Preliminary Program Requirements (pPR) documentation

o Quantified Shortfall Analysis report

o Enterprise Architecture documentation

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Program Plans FY 2019 – Performance Output Goals

TBFM Work Package 3 (G02A.01-06):

• Outputs to be established at FID.

TBFM Technology Refresh (G02A.01-07):

• Outputs to be established at FID. 

TBFM Work Package 4 (G02A.01-08):

• Complete all documents necessary for Final Investment Decision including:

o Requirements document

o Business Case

o Implementation Strategy and Planning Document

o Acquisition Program Baseline

• Award contract.

 

2A17, NEXTGEN – NEXT GENERATION WEATHER PROCESSOR (NWP)

FY 2015 Request $23.3M

Weather Forecast Improvements – NextGen Weather Processor (NWP), Work Package 1, 

G04W.03-02 

 

Program Description

The goal of the NextGen Weather Processor (NWP) program is to establish a common weather processing platform 

that will functionally replace the legacy FAA weather processor systems and host new capabilities. As input, NWP 

will use information from the FAA and National Oceanic and Atmospheric Administration (NOAA) radar and 

sensors and NOAA forecast models. NWP will use sophisticated algorithms to create aviation-specific current and 

predicted weather information. NWP will create value-added weather information that will be available in the 

Common Support Services-Weather (CSS-Wx) system. It will perform weather translation, which will enable the 

use of weather information by automated decision-support tools (DSTs). NWP will also provide aviation safety 

related windshear products. The NWP will aid in reducing the rising operating and maintenance costs by integrating 

the functions of the following systems over its lifecycle: 

• Corridor Integrated Weather System (CIWS): Provides 0 - 2 hour aviation weather information to the 

Traffic Flow Management System (TFMS) and associated users;

• Weather and Radar Processor (WARP): Provides weather information to en route air traffic controllers, 

supervisors, traffic management coordinators and Center Weather Service Unit meteorologists; and

• Integrated Terminal Weather System (ITWS): Provides weather information to terminal air traffic 

supervisors and controllers.

The NWP WP1 program will accomplish the following:

• Replace and enhance the current functionality of the ITWS, CIWS, and WARP systems;

• Generate aviation weather products with expanded coverage areas and faster update rates;

• Generate 0-to-8 hour aviation weather products; 

• Generate safety critical wind shear alerts and real-time weather radar information; and

• Perform translation of convective weather into weather constraint areas. 

The initial investment decision for NWP WP1 was approved by the JRC in September 2013. A Final Investment 

Decision (FID) for NWP is targeted for September 2014. FID for CSS-Wx is scheduled to occur with FID for 

NWP. 

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Fiscal Years 2015-2019 Activity 2

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 6 – Improve throughput at Core airports during adverse weather by 14 percent 

by 2018. (FAA Business Planning Metric)

Relationship to Performance Metric

NWP produces improved weather radar mosaics and predictions for integration into decision support tools for 

collaborative and dynamic NAS decision making. It enhances capacity by making fuller use of weather information 

for operational decision-making. This supports the optimal selection of aircraft routing and precise spacing for 

arriving and departing aircraft. The increased accuracy of predictions and improved observations allows automation 

systems to create and use individual trajectory-based profiles, which optimize the usage of available airspace. 

Delays in the NAS are primarily attributable to weather. Based on Operations Network (OPSNET) which is the 

official source of NAS air traffic operations and delay data, for 2003-2012 68 percent of air traffic delays over 15 

minutes were due to weather. Initial estimates of airline and passenger cost savings (including fuel costs, 

downstream connection delays for passengers, etc.) attributed to these advanced en route weather applications 

exceed $290M per year. The effect of NWP capabilities will be to tactically and strategically decrease avoidable 

aircraft delays, diversions, and cancellations.

Program Plans FY 2015 – Performance Output Goals 

• Complete NWP WP1 Prime Contractors requirements review.

• Complete NWP WP1 Preliminary Design Review (PDR).

Program Plans FY 2016 – Performance Output Goals

• Complete Critical Design Review (CDR) for NWP WP1.

Program Plans FY 2017 – Performance Output Goals

• Complete NWP WP1 Verification and Test Readiness Reviews.

• Complete NWP WP1 Factory Acceptance Test (FAT).

• Complete NWP WP1 Operational Testing (OT).

Program Plans FY 2018 – Performance Output Goals

• Achieve NWP WP1 Key Site Initial Operational Capability (IOC).

• Complete NWP WP1 Independent Operational Assessment (IOA).

• Achieve NWP WP1 In-Service Decision.

• Achieve NWP WP1 Operational Readiness Demonstration (ORD) at deployed sites (number of sites determined 

at FID).

Program Plans FY 2019 – Performance Output Goals

• Achieve NWP WP1 ORD at deployed sites (number of sites determined at FID).

System Implementation Schedule 

 

NextGen Weather Processor (NWP)

First site IOC: December 2017 -- Last site IOC: October 2019 NWP

2010 2015 2020

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Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 2

2A18, AIRBORNE COLLISION AVOIDANCE SYSTEM X (ACAS X)

FY 2015 Request $12.0M

Airborne Collision Avoidance System X (ACAS X) – Segment 1, M54.01-01 

 

Program Description

The Airborne Collision Avoidance System X (ACAS X) is being developed to meet future collision avoidance 

requirements. The ACAS X program will provide guidance and technical expertise to RTCA in order to develop the 

functional architecture, functional interfaces and requirements for the next generation of collision avoidance 

capability, which will replace the existing Traffic Alert and Collision Avoidance Systems II (TCAS II). TCAS II is 

required in US airspace for all commercial aircraft with 30 or more seats and on all cargo aircraft greater than 

33,000 pounds. ACAS X will reduce the number of nuisance Resolution Advisories (RA) in US airspace and better 

support future operations. The program will be performing simulations, developing prototypes, and advancing 

performance specifications that will result in the development of Minimum Operational Performance Standard 

(MOPS), Technical Standard Order (TSO) and Advisory Circular (AC) documentation. Manufacturers will produce 

the ACAS X equipment in accordance with those documents. The program will also provide sustainment of TCAS 

II field equipment, encounter models, toolsets and certification support for manufacturer equipment. 

The ACAS X system will address shortfalls in the legacy TCAS II system. First, the system architecture will be 

designed so that changes to the threat detection and resolution logic can be made quickly using an automated 

process. This flexibility will be very useful for future adaptations to NextGen operations and for unmanned aircraft 

system (UAS) encounter profiles / patterns. Second, ACAS X will be able to accommodate a variety of different 

sensor types and will have enough flexibility to accommodate new generations of sensors where necessary 

(including data from ADS-B Airborne Position Messages); this will be especially important when it comes to 

adapting ACAS X for UAS. Third, ACAS X will reduce the number of “nuisance alerts” while simultaneously 

providing a reduced probability of near mid-air collision.

The initial ACAS X systems will have two variants:

• ACAS Xa: A variant of ACAS X which will use active interrogations and replies in concert with passive 

reception of ADS-B information to perform surveillance. ACAS Xa is the variant of ACAS X most similar 

to TCAS II in its form and function.

• ACAS Xo: A variant of ACAS X intended for use with NextGen operations where other variants of ACAS 

X would generate unacceptably high rates of RAs if used. An example of such an operation would be 

Closely-spaced Parallel Operations (CSPO). This variant will be used in conjunction with ACAS Xa.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric 

ACAS X will create fewer false warnings of potential midair collisions and therefore provide better performance 

than existing TCAS II v7.1 logic. This improvement will greatly enhance its role in maintaining the high level of 

aviation safety that is critical in terminal air traffic areas. Preliminary results of system performance and safety 

analysis shows that ACAS X could produce 54% fewer alerts and be over 50% safer than existing TCAS II v7.1 

logic. 

Program Plans FY 2015 – Performance Output Goals

• Freeze design for Surveillance and Tracking Module (STM) and Threat Resolution Monitor for ACAS Xa. 

(Execution milestone)

• Complete ACAS Xa and Xo Full Flight Test of Prototypes. (Execution milestone)

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Program Plans FY 2016 – Performance Output Goals

• Formalize Limited Implementation Program Agreements.

• Draft ACAS Xa/Xo MOPS.

Program Plans FY 2017 – Performance Output Goals

• Safety Risk Management – Complete System Safety Hazard Analysis. (Execution milestone)

Program Plans FY 2018 – Performance Output Goals

• RTCA publish MOPS. (Execution milestone)

Program Plans FY 2019 – Performance Output Goals

• Complete operational evaluation of ACAS X (Limited Implementation Program with Commercial Airlines on 

Host Aircraft). (Execution milestone)

 

2A19, NEXTGEN – DATA COMMUNICATION IN SUPPORT OF NEXTGEN

FY 2015 Request $147.3M

Data Communications – Segment 1 Phase 1, G01C.01-05 / Data Communications – 

Segment 1 Phase 2, G01C.01-06 / X, Data Communications – ATN Gateway, G01C.01-08 

 

Program Description 

The Data Communications (Data Comm) program will provide data communications services between the pilots and 

air traffic controllers. Data Comm will provide a direct link between ground automation and flight deck avionics for 

safety-of-flight Air Traffic Control (ATC) clearances, instructions, traffic flow management, flight crew requests 

and reports. Data Comm is critical to the success of NextGen operations, enabling efficiencies not possible using 

the current voice system by providing NAS infrastructure enhancements to support NextGen operational 

improvements.

Data Comm will enhance NAS operations through:

• Reduced impact of ground delay programs, airport reconfigurations, convective weather, congestion, and 

other causes;

• Reduced communication errors;

• Improved controller and pilot efficiency through automated information exchange;

• Enabled NextGen services (e.g., enhanced re-routes, trajectory operations); and

• Increased controller productivity leading to increased capacity.

These improvements to the NAS will be delivered by Data Comm in two segments. Segment 1 will deliver the 

initial set of data communications services integrated with automation support tools, which provide NAS benefits 

and lays the foundation for a data-driven NAS. Segment 1 will be delivered in 2 phases. Future Segment 2 will 

further build upon the Departure Clearance and En Route services by supporting the delivery of services to enable 

the transfer of complex clearances and more advanced NextGen operations not possible using voice 

communications, such as four-dimensional trajectories, optimized profile descents, and advanced flight interval 

management. Data Comm will also implement an Aeronautical Telecommunications Network (ATN) compliant 

ground system to support the advanced avionics required for NextGen services. ATN is an internetwork architecture 

that allows ground/ground, air/ground, and avionic data subnetworks to interoperate by adopting common interface 

services and protocols.

Data Communications – Segment 1 Phase 1 (G01C.01-05):

In Segment 1 Phase 1 (S1P1), the Data Comm program will deliver Departure Clearances (DCL) to 57 towers to 

include revisions with full route clearances transmitted directly to the aircraft on the airport surface. The DCL 

service will expedite the delivery of departure clearances to aircraft, streamline clearance delivery operations and 

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enable quicker recovery from adverse weather events. DCL will improve efficiency, reduce ground delays, and 

result in more strategic management of NAS resources. 

The major elements of Segment 1 Phase 1 implementation are:

• Tower Data Link Services (TDLS) software and hardware enhancements to enable DCL services in the 

Towers;

• En Route Automation Modernization (ERAM) software and hardware enhancements that provide the 

interoperability of aircraft avionics and ATC automation;

• Data Communications Network Service (DCNS) which will provide the air/ground communications 

network services infrastructure; and

• Avionics Equipage Initiative which will provide incentives for airlines to equip aircraft with Future Air 

Navigation Systems (FANS) 1/A+ avionics.

Data Comm S1P1 has achieved a number of milestones:

• ERAM Critical Design Review: March 2012

• Final Investment Decision (FID): May 2012

• Data Comm Integrated Services contract award: September 2012

• Data Comm Network Services award (contract modification to DCIS): July 2013

• TDLS Critical Design Review: July 2013

Data Communications – Segment 1 Phase 2 (G01C.01-06):

Segment 1 Phase 2 (S1P2) will leverage the S1P1 infrastructure to deliver services to the En Route domain. En 

Route services will include airborne reroutes, controller and pilot initiated downlinks, altitude and altimeter settings, 

tailored arrivals, issuing crossing restrictions, holding restrictions and will automate routine communications such as 

advisory messages, beacon codes, and transfer of communications and initial check-in. The Data Comm En Route 

services will contribute to a reduction in flight delays, more efficient routes for aircraft resulting in increased 

operational efficiency, enhanced safety all while reducing operational costs for airspace users. As Data Comm 

becomes fully operational, the majority of pilot-controller exchanges will be handled by Data Comm for 

appropriately equipped users. A Final Investment Decision for S1P2 is planned for FY 2015.

The major elements of the Segment 1 Phase 2 implementation are:

• TDLS software enhancements to provide additional services to Tower controllers;

• ERAM software enhancements for En Route Controller-Pilot Data Link Communications (CPDLC) 

applications;

• DCNS expanded coverage and capacity; and

• Continuation of the Avionics Equipage Initiative strategy implemented in S1P1.

A 4D Trajectory Demonstration will be conducted to provide analysis of feasibility of advanced trajectory 

management in NextGen timeframes. The demonstration will show the benefits of a limited Data Comm ATN 

Baseline 2 to support future Data Comm investment for ground and flight deck.

Data Communications – ATN Gateway (G01C.01-08):

Initial Data Comm services will be delivered to FANS 1/A+ compliant avionics and ground system. FANS 1/A+ is 

currently certified and many airlines have FANS 1/A+ equipped aircraft. An ATN compliant ground system will be 

implemented to support ATN avionics. The addition of ATN will support the implementation of more advanced 

NextGen services such as advanced Trajectory Based Operations (TBO), advanced flight interval management, 

optimized profile descents, and dynamic Required Navigation Performance (RNP). This will also provide the 

infrastructure to support advanced capabilities and additional research and development in the Segment 2 timeframe. 

To support the Data Comm ATN implementation, RTCA Special Committee 214 (SC-214) standards work must be 

completed. These standards are expected to be completed and coordinated in 2015. 

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Data Communications will revolutionize ATC communication between the ground and the cockpit, increasing the 

capacity, flexibility, and productivity of the NAS. Data Communications provides services which will enhance 

airspace throughput, flight times, and other efficiencies in both the Terminal and En Route environments. It will 

reduce air traffic control communications workload which will reduce air traffic delay and increase efficiency 

through an increase in controller flexibility. Data Communications will allow complex routing communications that 

will make better use of available NAS resources such as airspace and airports. This improvement will occur for 

routine operations and be even more critical during system disruptions such as weather. Data Communications is a 

key transformational program under NextGen that will enable advanced capabilities, such as Trajectory Based 

Operations, Optimized Profile Descents, Advanced Flight Interval Management, Enhanced Surface Movement, and 

Dynamic RNP. Data Communication will also reduce operational errors, enhancing the safety and efficiency of the 

NAS. 

Program Plans FY 2015 – Performance Output Goals

Data Communications – Segment 1 Phase 1 (G01C.01-05):

• DCNS Build 2 delivered at WJHTC.

• Complete integration and testing of the subsystems to deliver Data Comm Services.

Data Communications – Segment 1 Phase 2 (G01C.01-06):

• Achieve FID for En Route Services.

• System Requirements and Design Technical Interchange Meetings for En Route Services.

• 4-D Trajectory Demo:

o Develop demonstration requirements and procedures.

o Development of demonstration scenarios for evaluation.

Data Communications – ATN Gateway (G01C.01-08):

• None.

Program Plans FY 2016 – Performance Output Goals

Data Communications – Segment 1 Phase 1 (G01C.01-05):

• Complete Operational Test & Evaluation (OT&E). (APB Milestone)

• Initial Operational Capability (IOC) for Tower Services. (APB Milestone)

Data Communications – Segment 1 Phase 2 (G01C.01-06):

• Complete system requirements and design effort.

• 4-D Trajectory Demo: 

o Conduct demonstration evaluation.

o Complete initial report and evaluation analysis report.

o Complete a post-demonstration analysis. 

Data Communications – ATN Gateway (G01C.01-08):

• None.

Program Plans FY 2017 – Performance Output Goals

Data Communications – Segment 1 Phase 1 (G01C.01-05):

• Data Comm In-Service Decision (ISD). (APB Milestone)

• Key Site Operational Readiness Decision (ORD). (APB Milestone)

Data Communications – Segment 1 Phase 2 (G01C.01-06):

• Complete software development for En Route Services.

Data Communications – ATN Gateway (G01C.01-08):

• Begin Final Investment Analysis of ATN ground system. 

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Program Plans FY 2018 – Performance Output Goals

Data Communications – Segment 1 Phase 1 (G01C.01-05):

• Data Comm directives development and validation for Air Traffic and Tech Ops.

Data Communications – Segment 1 Phase 2 (G01C.01-06):

• Complete developmental testing.

• Additional milestones will be developed at FID.

Data Communications – ATN Gateway (G01C.01-08):

• Continue Final Investment Analysis. 

Program Plans FY 2019 – Performance Output Goals

Data Communications – Segment 1 Phase 1 (G01C.01-05):

• Complete deployment of DCL Services.

• Achieve Final Operating Capability (FOC).

Data Communications – Segment 1 Phase 2 (G01C.01-06):

• Complete Operational Testing.

• Additional milestones will be developed at FID.

Data Communications – ATN Gateway (G01C.01-08):

• Achieve FID. 

System Implementation Schedule

 

B: Terminal Programs

2B01, AIRPORT SURFACE DETECTION EQUIPMENT - MODEL X (ASDE-X)

FY 2015 Request $5.4M

ASDE-X – Technology Refresh & Disposition, S09.01-01 

 

Program Description

The FAA rebaseline decision in 2005 includes the ASDE-X Technology Refresh program that provides for the 

replacement and upgrade of hardware and software to ensure the continued operation of the surface surveillance 

system through its designated lifecycle. The ASDE-X program baseline included costs for the periodic replacement 

of Commercial Off-The-Shelf (COTS) system components; e.g., processors, displays, computer operating systems 

and Commercially Available Software (CAS).

Deployment of the 35 planned ASDE-X systems was completed in FY 2011. The first ASDE-X system was 

delivered in 2002. Some of the equipment has reached the end of its service life and is no longer supportable. 

Data Communications in support of NextGen

Segment 1 Phase 1 Service – Tower Log-on for FANS 1/A+ with DCL

 First site IOC: March 2016 -- Last site IOC: May 2019 Seg 1 Ph 1

Segment 1 Phase 2 Service – En Route core Services for FANS 1/A+

 First site IOC: TBD -- Last site IOC: TBD Seg 1 Ph 2

ATN Gateway 

 First site IOC: TBD -- Last site IOC: TBD ATN

2015 2020

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The ASDE-X team completed a study in FY 2012 to determine the equipment and software that needs to be 

upgraded, updated, or replaced as part of the ASDE-X Technology Refresh effort. Three of the five potential 

projects identified in the study were approved.

The following three projects were approved:

• Obsolescence/Spare Parts Procurement will increase the depot stock of components that are projected to be 

depleted from the ASDE-X Depot prior to the end of the ASDE-X lifecycle,

• ASDE-X Processor Replacement replaces the obsolete ASDE-X processors with Linux based processors 

running applications updated via the Airport Surface Surveillance Capability (ASSC) Program, and

• The Universal Access Transceiver Receiver (UATR) Upgrade modifies the existing UATR in each remote 

unit to the updated UATR2 to address existing UATR performance shortfalls. The UATR Upgrade also 

supports the projected increase in ADS-B message traffic over the ASDE-X lifecycle.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 4 – Reduce Category A & B (most serious) runway incursions at a rate of no 

more than 0.395 per million operations, and maintain or improve through FY 2018.

Relationship to Performance Metric

ASDE-X enables air traffic controllers to track surface movement of aircraft and vehicles. It was developed to aid 

in preventing surface collisions and in reducing critical Category A and B runway incursions. ASDE-X provides air 

traffic controllers with a visual representation of the traffic situation on the airport movement area and arrival 

corridors. It improves the ability of controllers to maintain awareness of the operational environment and to 

anticipate contingencies that could result in potential runway incursions. ASDE-X Safety Logic enhances the 

situational awareness for air traffic controllers. It uses surveillance information from ASDE-X to determine if the 

current and/or projected positions and movement characteristics of tracked aircraft/vehicles present a potential 

collision situation. Visual and audible alerts are provided to the air traffic controllers when safety logic predicts a 

collision. 

The ASDE-X Technology Refresh Program will ensure the continued operation of ASDE-X systems through its 

designated lifecycle. Completing the technology refresh effort will help keep the number of Category A&B runway 

incursions at the reduced levels attained during ASDE-X system deployment. Since the program inception in FY 

2004, the cumulative number of Category A&B runway incursions at the 35 ASDE-X airports was projected to be 

77 out through FY 2011 (baseline). This number of runway incursions is a cumulative number over 8 years from 

FY 2004 through FY 2011. The target was to reduce the cumulative number of Category A&B runway incursions to 

59.18 and the actual number determined through FY 2011 was 42.

Also, the Runway Status Lights (RWSL) system requires ASDE-X data to function. The RWSL benefits are not 

achievable without a reliable and available ASDE-X system.

Program Plans FY 2015 – Performance Output Goals

• Complete installation of the ASDE-X Technology Refresh processor solution at two of the 35 airports.

Program Plans FY 2016 – Performance Output Goals

• Complete installation of the ASDE-X Technology Refresh processor solution at 13 of the 35 airports, 43% 

complete.

Program Plans FY 2017 – Performance Output Goals

• Complete installation of the ASDE-X Technology Refresh processor solution at 15 of the 35 airports, 86% 

complete.

Program Plans FY 2018 – Performance Output Goals

• Complete installation of the ASDE-X Technology Refresh processor solution at the remaining 5 airports, 100% 

complete. (Prior year funds)

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Program Plans FY 2019 – Performance Output Goals

• None.

System Implementation Schedule

 

2B02, TERMINAL DOPPLER WEATHER RADAR (TDWR) – PROVIDE

FY 2015 Request $1.9M

Terminal Doppler Weather Radar (TDWR) – Service Life Extension Program (SLEP) – 

Phase 2, W03.03-02 

 

Program Description 

The primary mission of the TDWR is to enhance the safety of air travel through timely detection and reporting of 

hazardous weather conditions including wind-shear events, microburst, gust fronts, and thunderstorms in and near an 

airport’s terminal approach and departure zones. TDWRs are installed at higher-density airports with high 

occurrences of thunderstorms, and provide controllers current information on severe weather so that they can issue 

warnings to pilots. There have been no wind shear accidents at any TDWR-protected airport since its TDWR was 

commissioned. TDWRs are operational at 46 airports. TDWR weather data is transmitted to FAA automation 

systems and to 34 National Weather Service forecast offices. 

The TDWR is an important component of the FAA and National Weather Service (NWS) weather information, 

alerting and forecasting family of monitoring and predicting systems. The current system has been in service since 

1994 and is facing serious obsolescence issues and must be updated. 

TDWR SLEP Phase 2 will address TDWR components not addressed in Phase 1 that have deteriorated due to aging, 

and have become obsolete or unsupportable. An investment analysis/business case will be prepared which includes 

the Diminishing Manufacturing Sources and Material Shortages (DMSMS) study. This effort will review: 

• Logistics supportability, 

• Reliability, Maintainability, and Availability (RMA) analysis, 

• Site conditions to check the integrity of radar equipment, facilities/shelters and grounding systems, and 

• A cost-benefit analysis in preparation for the Investment Analysis Readiness Decision (IARD). 

Final Investment Decision is planned in the 4th quarter of 2015.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The TDWR's required inherent availability (not including any logistics or administrative delays) is 99.967%. Since 

October 2008 (considering both scheduled and unscheduled outages), the TDWR has been in service about only 

96.7% of the time. Even with a small portion of that time being due to logistics and administrative delays, 

significant improvement in the TDWR's reliability and availability are still required.

Airport Surface Detection Equipment – Model X (ASDE-X)

First ORD October 2003 -- Last ORD: July 2011 ASDE-X

First Site Delivery: January 2015 -- Last Site Delivery: August 2018 ASDE-X TR

2010 2015 2020

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Program Plans FY 2015 – Performance Output Goals

• Complete Final Program Requirements document.

• Complete Final Business Case.

• Complete Final Implementation Strategy and Planning Document.

• Update Enterprise Architecture Products and Amendments.

• Achieve Initial Investment Decision.

Program Plans FY 2016-2019 – Performance Output Goals

• None. 

 

2B03, STANDARD TERMINAL AUTOMATION REPLACEMENT SYSTEM (STARS) (TAMR PHASE 

1) 

FY 2015 Request $50.7M

Standard Terminal Automation Replacement System (STARS) – Technology Refresh 

(TAMR Phase 1), A04.01-01 / X, Standard Terminal Automation Replacement System 

(STARS) – Technology Refresh Future Phases, A04.01-03 

 

Program Description

The STARS program 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 TRACON facilities and airport traffic control towers. Air 

traffic controllers use the STARS automation and displays to ensure the safe separation of aircraft (both military and 

civilian) within the nation's airspace. 

STARS – Technology Refresh (TAMR Phase 1) (A04.01-01):

The 47 STARS baseline and the 5 sites deployed by the TAMR Phase 2 program are complete, and these STARS 

are in the hardware technology refresh life cycle phase. The technology refresh program provides updated highresolution LCD color displays, processors, storage devices, and enhanced memory. Communications lines are also 

upgraded to accommodate the increased data requirements as a result of the upgrade and system performance 

requirements. Technology refresh is necessary to address obsolescence and security gaps with the existing systems. 

The program will also be providing software updates as needed to meet operational needs and to support NextGen 

initiatives. STARS software updates are needed for maintaining and improving system performance, efficiency, 

safety, corrective/perfective changes and providing security modifications to the software baseline.

STARS – Technology Refresh Future Phases (A04.01-03):

The STARS Technology Refresh Future Phases program will continue to address the technology refresh updates 

needed to sustain the STARS system and support NextGen enhancements. The FAA began a program in 2012 to 

install STARS at 108 additional locations. Beginning in FY 2019, this new program will be responsible for 

technology refresh of all STARS sites. Technology refresh is necessary to address obsolescence and security gaps. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

During FY 2011 and through March 2012, STARS had overall system availability (software/hardware) of 99.9993% 

at all operational sites (Source: Web NAS Performance Analysis System). This program will modernize the STARS 

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equipment to allow it to continue to operate at this high level of availability. The STARS equipment uses

Commercial Off the Shelf (COTS) components that have a life expectancy of 10 to 15 years. The current STARS 

equipment has been in the NAS since 1999 and is in need of equipment upgrades. 

Program Plans FY 2015 – Performance Output Goals

STARS – Technology Refresh (TAMR Phase 1) (A04.01-01):

• Procure processors for upgrades from G1 to G4 configuration at three operational sites.

• Procure flat panel displays for upgrades at three operational sites. 

• Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives.

STARS – Technology Refresh Future Phases (A04.01-03):

• None.

Program Plans FY 2016 – Performance Output Goals

STARS – Technology Refresh (TAMR Phase 1) (A04.01-01):

• Procure processors for upgrades from G1 to G4 configuration at 12 additional operational sites.

• Procure flat panel displays for upgrades at 12 operational sites.

• Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives.

STARS – Technology Refresh Future Phases (A04.01-03):

• None.

Program Plans FY 2017 – Performance Output Goals

STARS – Technology Refresh (TAMR Phase 1) (A04.01-01):

• Procure processors for upgrades from G1 to G4 configuration at 11 additional operational sites.

• Procure flat panel displays for upgrades at 11 operational sites.

• Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives.

STARS – Technology Refresh Future Phases (A04.01-03): 

• None.

Program Plans FY 2018 – Performance Output Goals

STARS – Technology Refresh (TAMR Phase 1) (A04.01-01):

• Procure processor for upgrades from G1 to G4 configuration at seven additional operational sites.

• Procure flat panel displays for upgrades at seven operational sites.

• Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in support of NextGen initiatives.

• Complete IOC at 26th site (26 of 48). (APB milestone)

STARS – Technology Refresh Future Phases (A04.01-03):

• None.

Program Plans FY 2019 – Performance Output Goals

STARS – Technology Refresh (TAMR Phase 1) (A04.01-01):

• Complete IOC at 39th site. (APB milestone) (Prior year funding)

STARS – Technology Refresh Future Phases (A04.01-03):

• Procure processors for upgrades from G1 to G4 configuration at seven additional operational sites.

• Procure flat panel displays for upgrades at seven operational sites.

• Implement mandatory software security and safety enhancements, new functionality and upgrades needed for 

enhanced performance and capacity in the support of NextGen initiatives.

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System Implementation Schedule

 

2B04, TERMINAL AUTOMATION MODERNIZATION/ REPLACEMENT PROGRAM (TAMR PHASE 

3) 

FY 2015 Request $136.2M

• A, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 1, A04.07-01

• B, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 2, A04.07-02

A, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 1, 

A04.07-01 

 

Program Description

The TAMR program employs a three-phased approach to modernizing the air traffic control systems that controllers 

use to control traffic approaching or leaving the nation's major airports. The first phase of the program – TAMR 

Phase 1 – replaced the automated radar processing and display systems at TRACON facilities, and their associated 

airport traffic control towers. Phase 1 deployed Standard Terminal Automation Replacement System (STARS) to 

47 sites. TAMR Phase 2 involved the replacement of automation systems at five additional TRACONs and the 

modernization of air traffic controller displays and system processors at four large TRACONs, including Denver and 

Chicago. The final phase of the program, Phase 3 will address the remaining 108 sites.

On April 21, 2010 the JRC divided the TAMR Phase 3 program into two segments to better address short-term 

versus long-term planning objectives. TAMR Phase 3 Segment 1 program will address infrastructure improvements 

essential for the adoption of Automatic Dependent Surveillance-Broadcast (ADS-B) at 11 Common Automated 

Radar Tracking (CARTS) IIIE sites. TAMR Phase 3 Segment 2 will address the remaining 97 Automated Radar 

Terminal System (ARTS) sites. On December 21, 2011, the JRC approved the Final Investment Decision for 

Segment 1. 

TAMR Phase 3 Segment 1 will replace 11 existing CARTS IIIE facilities with STARS hardware and software 

components. In particular, TAMR Phase 3 Segment 1 will:

• Begin convergence to a single Terminal Automation hardware and software platform by replacing the IIIE 

facility with STARS at Dallas (D10) by 2013. 

• Replace remaining 10 IIIE facilities with STARS by 2017 to complete the convergence of the IIIE’s to a 

single Terminal Automation hardware and software baseline (Northern California (NCT), Atlanta (A80), 

Southern California TRACON (SCT), Potomac TRACON (PCT), Louisville (SDF), Denver (D01), 

Minneapolis (M98), St Louis (T75), Chicago (C90) and New York (N90)).

TAMR provides the FAA with a strategy to support ADS-B requirements and continue with the FAA’s original plan 

for terminal convergence to one automation platform originally established under the Standard Terminal Automation 

Replacement System (STARS) contract. Once executed, terminal convergence will eliminate a redundant need to 

sustain both STARS and Common Automated Radar Terminal System (CARTS) and eliminate the need to continue 

with redundant software development activities. 

Standard Terminal Automation Replacement System 

(STARS)

First site IOC: October 2002 -- Last site IOC: September 2007 STARS

STARS Technology Refresh: First IOC 2012 -- Last IOC 2020 STARS Technology Refresh

2010 2015 2020

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Improvements to the NAS can reduce flight delays and increase system efficiency. The TAMR Phase 3 Segment 1 

Program provides a platform to modernize the 11 IIIE facilities in alignment with near-term NextGen requirements 

such as support for ADS-B. 

Program Plans FY 2015 – Performance Output Goals

• Complete ORD at Dallas (D10) on second software build, May 2015. (APB milestone)

• Complete STARS equipment installation at two additional sites.

• Purchase STARS hardware for last three sites.

• Complete Initial Operating Capability (IOC) at 5th site. (APB milestone)

Program Plans FY 2016 – Performance Output Goals

• Complete IOC at 8th site, July 2016. (Prior year funds)

• Complete IOC at 9th site, August 2016. (Prior year funds)

Program Plans FY 2017 – Performance Output Goals

• Complete IOC at 10th site, October 2016. (Prior year funds)

• Complete last IOC. (APB milestone) (Prior year funds) 

Program Plans FY 2018 – Performance Output Goals

• Complete ORD at 11th site, October 2017. (APB milestone) (Prior year funds) 

Program Plans FY 2019 – Performance Output Goals

• None.

System Implementation Schedule 

• JRC Decision – Authorization to Proceed – December 2010.

• Final Investment Decision for Segment 1 – December 2011.

• Contract Definitization – May 2012.

 

B, Terminal Automation Modernization – Replacement (TAMR) – Phase 3, Segment 2, 

A04.07-02 

 

Program Description

The TAMR program employs a three-phased approach to modernizing the air traffic control systems that controllers 

use to control traffic approaching or leaving the nation’s major airports. The first phase of the program – TAMR 

Phase 1 – replaced the automated radar processing and display systems at TRACON facilities, and their associated

airport traffic control towers. Phase 1 deployed Standard Terminal Automation Replacement System (STARS) to 

47 sites. TAMR Phase 2 involved the replacement of automation systems at five additional TRACONs and the 

Terminal Automation Modernization/Replacement 

(TAMR) Phase 3 - Segment 1

First site IOC: October 2012 -- Last site IOC: 2017 TAMR P3 - S1

2010 2015 2020

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modernization of air traffic controller displays and system processors at four large TRACONs, including Denver and 

Chicago. The final phase of the program, Phase 3, will address the remaining 108 sites.

TAMR Phase 3 Segment 2 will replace 91 Automated Radar Terminal System (ARTS) IIE systems at TRACONs 

and their associated ATCTs, and six ARTS IE systems (stand-alone ATCT display systems), with STARS hardware, 

software, and displays. This Segment will deploy a scaled STARS system, known as STARS Enhanced Local 

Integrated Tower Equipment (ELITE), to the ARTS IIE facilities and STARS Local Integrated Tower Equipment 

(LITE) to the ARTS IE facilities. The STARS automation system is a fully digital system capable of tracking all 

aircraft within the defined terminal airspace using available FAA and U.S. Department of Defense (DoD) 

surveillance systems. 

This approach for TAMR Phase 3 Segment 2 provides the FAA with a strategy to support ADS-B requirements and 

continue with the FAA’s original plan for terminal convergence to one automation platform originally established 

under the STARS contract. Once executed, terminal convergence will eliminate a redundant need to sustain both 

STARS and Common Automated Radar Terminal System (CARTS) and eliminate the need to continue with 

redundant software development activities. The Final Investment Decision (FID) for Segment 1 was approved in 

December 2011 and the FID for Segment 2 was approved in September 2012. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

The upgrade to current technology will support ADS-B implementation and data management requirements 

associated with improving air traffic control management, which can increase and improve the airspace capacity. 

The new equipment will provide the ability to increase the number of aircraft tracked from 256 to 1350 unique 

aircraft and the number of surveillance sensors that can be connected from 1 to 12. These improvements will 

increase the efficiency in using system capacity. 

Program Plans FY 2015 – Performance Output Goals

• Achieve IOC at five additional sites.

• Complete site preparation at 10 additional sites.

• Complete installation of hardware at 12 additional sites. 

• Procure 30 additional systems (22 operational and 8 support). 

Program Plans FY 2016 – Performance Output Goals

• Procure 26 operational systems. 

• Deliver 42 additional systems (36 operational and 6 support).

• Complete IOC at 12th ARTS IIE site. (APB milestone)

Program Plans FY 2017 – Performance Output Goals

• Procure 26 operational systems. 

• Deliver 13 additional operational systems.

• Complete IOC at 34th ARTS IIE site. (APB milestone)

Program Plans FY 2018 – Performance Output Goals

• Deliver 27 additional systems (26 operational and 1 support). 

• Complete IOC at 65th ARTS IIE site. (APB milestone)

• Procure 11 systems (10 operational and 1 support).

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Program Plans FY 2019 – Performance Output Goal

• Deliver 4 additional operational systems. (Prior year funds)

• Complete IOC at last site, 91st (ARTS IIE). (APB Milestone) (Prior year funds)

• Complete ORD at last site (ARTS IIE). (APB Milestone) (Prior year funds)

• Complete ORD at last site (ARTS IE). (APB Milestone) (Prior year funds)

System Implementation Schedule 

Final Investment Decision for Segment 2 was approved September 2012.

 

2B05, TERMINAL AUTOMATION PROGRAM

FY 2015 Request $1.6M

Flight Data Input/Output (FDIO) Replacement, A01.11-01 

 

Program Description 

The FDIO system provides standardized flight plan data, weather information, safety related data, and other

information to air traffic controllers at more than 650 Terminal NAS facilities. The FDIO system collects data from

the En route automation system, both the Host Computer System (HOST) and the En Route Automation 

Modernization (ERAM) system, and provides flight data information to NAS Terminal facilities. The FDIO system 

prints this information on paper strips for controllers at FAA (TRACON, ATCT, and Radar Approach Control 

(RAPCON)) facilities. This information assists controllers both in tracking aircraft and anticipating the arrival of 

aircraft in the sector under their control. The FDIO system also receives data from the TRACON, ATCT, and 

RAPCON facilities and relays this data back to the HOST/ERAM. 

The FDIO Replacement program replaces the end-of-life/obsolete FDIO equipment with fully compatible 

(form/fit/function) COTS and modified COTS equipment. The FDIO system is mainly comprised of computers, 

servers, monitors, keyboards, printers, and circuit cards that are commercially available. The program is based on a 

5 year replacement cycle for the various components in order to maintain system operational availability. Individual 

components are procured and replaced as they reach their end of life.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

The FDIO program replaces end-of-life, obsolete FDIO equipment with modern COTS and modified COTS 

equipment, thereby reducing potential outages and delays. Reports indicate FDIO equipment had an average 

operational availability of 99.875% from 2007 through 2010.

Program Plans FY 2015 – Performance Output Goals

• Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

printer and monitor) at approximately 100 FAA and DoD ATC facilities.

Terminal Automation Modernization/Replacement 

(TAMR) Phase 3 - Segment 2

First site IOC: August 2014 -- Last site IOC: August 2019 TAMR P3 - S2

2010 2015 2020

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Program Plans FY 2016 – Performance Output Goals

• Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

printer and monitor) at approximately 100 FAA and DoD ATC facilities.

Program Plans FY 2017 – Performance Output Goals

• Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

printer and monitor) at approximately 100 FAA and DoD ATC facilities.

Program Plans FY 2018 – Performance Output Goals

• Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

printer and monitor) at approximately 100 FAA and DoD ATC facilities.

Program Plans FY 2019 – Performance Output Goals

• Procure and field replacement Flight Data Input/Output (FDIO) system components (terminal server, keyboard, 

printer and monitor) at approximately 100 FAA and DoD ATC facilities.

System Implementation Schedule

 

2B06, TERMINAL AIR TRAFFIC CONTROL FACILITIES - REPLACE

FY 2015 Request $29.8M

ATCT/TRACON Replacement, F01.02-00 

 

Program Description

The ATCT/TRACON Replacement program replaces towers and TRACONs that no longer meet operational and 

sustainability requirements. The FAA provides air traffic control services from more than 500 Air Traffic Control 

Tower (ATCT) and Terminal Radar Approach Control (TRACON) facilities and replaces these buildings to meet 

current and future operational requirements. The average age of control towers is approximately 30 years, and some 

towers are 60 years old. As the volume and complexity of terminal air traffic control increases, so does the need to 

have additional positions in the ATCT/TRACON facilities (i.e., helicopter positions, Visual Flight Rule traffic 

advisories, runway monitors, etc.). Control towers built more than 20 years ago often do not have the space to meet 

today’s operational requirements. In addition, some terminal facilities must be upgraded to conform to current 

building codes and design standards. This program is one of the 12 programs included in FAA’s NAS Sustainment 

Strategy. 

The Capital Programming Guide (contained in OMB Circular A-11) requires full funding for useful segments of a 

project. For this program, projects are funded in five useful segments and are scheduled based on Agency’s 

priorities. The five segments are: Advance Requirements and Other Direct Costs; Facility Design; Construction 

Award; Equipment and Utilities Installation; and Disposition, Demolition, and Decommissioning. A project 

typically spans a period of 5-10 years from inception to completion depending on the size of the project. Each 

segment of a project is fully funded in the year requested but it may take more than one year to complete that 

segment. 

Tower and TRACON replacements are large capital investments and, given constrained resources, the FAA is 

focusing on risk-based analysis to ensure those facilities in greatest need are replaced first. Analysis will be 

completed over the next year and the FAA plans to provide the public with a complete list of which towers and 

Flight Data Input/Output (FDIO) Replacement

FDIO

First site IOC: September 2011 -- Last site IOC: September 2016 FDIO Repl

First site IOC: September 2016 -- Last site IOC: September 2021 FDIO Repl

2010 2015 2020

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TRACONs are going to be slated for replacement in future years. The FAA then plans to only initiate studies and 

construction for that list of facilities in most dire need. 

At this time, the FAA is committed to completing a facility replacement for New York TRACON (N90). The 

facility’s FY 2013 condition index was at 84.8 percent, characterized as poor condition, with $5.93M of deferred 

maintenance costs. Due to its condition, the building structure and systems are vulnerable to failure, which could 

cause air traffic control outages. The FAA is still in the early planning stages of re-planning this investment, but the 

out-year funding tentatively supports the schedule below and assumes that the N90 replacement will cost roughly 

half as much as an integrated facility.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The Terminal Air Traffic Control Facilities program contributes to the FAA Strategic Priority of Deliver Benefits 

through Technology and Infrastructure by replacing ATCTs and TRACONs to meet current and future operational 

requirements. Some replacements are required to accommodate growth in air traffic; others are needed to provide 

added space for new equipment; and, in some cases, the tower must be replaced to ensure that controllers have an 

unobstructed view of the runways and taxiways, or new ATCTs must be constructed due to airport expansion. This 

program will ensure facilities are prepared to meet current and future levels of air traffic control services while 

supporting the performance metric of maintaining operational availability of the NAS. 

Program Plans FY 2015 – Performance Output Goals

• Initiate equipment procurement at two sites (Tucson, AZ and West Palm Beach, FL).

• Initiate Disposition planning activities at three sites (San Francisco, CA Houston, TX and Cleveland, OH). 

• Conduct land market survey, initiate land environmental assessment and evaluation, and develop New York 

TRACON replacement project requirements. 

Program Plans FY 2016 – Performance Output Goals

• Award construction contracts at two sites (Charlotte, NC and Sacramento, CA).

• Initiate Disposition activities at two sites (West Palm Beach, FL and Las Vegas, NV). 

Program Plans FY 2017-2019 – Performance Output Goals

• Award construction contracts at three sites.

• Complete procurement and installation at three sites.

• Complete Disposition, Demolition and Decommissioning at three sites.

 

2B07, ATCT/TERMINAL RADAR APPROACH CONTROL (TRACON) FACILITIES - IMPROVE

FY 2015 Request $45.0M

ATCT/TRACON Modernization, F01.01-00 

 

Program Description

The ATCT/TRACON Modernization program upgrades towers and TRACONs to meet operational and safety 

requirements. The FAA must continually upgrade and improve terminal facilities and equipment to provide an 

acceptable level of service and to meet current and future operational requirements. Improvements include 

replacing facility components that are deteriorating such as: 

• Waterproofing – Replace/Repair of building envelop components (e.g., siding, roof, windows, fascia’s, 

eaves, gutters, downspouts, soffits, etc.);

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• HVAC and Electrical/Mechanical – Replace/Repair HVAC (e.g., replace handling units, condensing units, 

controls, pumps, boilers, chillers, and roof top units);

• Electrical/Mechanical – (e.g., replacement/repair of electrical power cable, branch circuits and distribution 

wiring, light fixtures, outlets, etc.);

• Elevators – Replacement/Major refurbishment of elevators;

• Plumbing – Replacement/Repair of facility plumbing system and components;

• Specialties in Operations Areas – Major Replacement/Repair of Tower Cab or TRACON consoles, 

renovation of interior finishes, reconfiguration of operational areas;

• Exterior (Civil Components) – Establishment of new access road/parking, major replacement of access 

road/parking lot, refurbishment of facility grounds, replacement of curbs, walkways, step, railing, etc.; and

• Interior Finishes – Replacement/Repair Interior finishes in Administrative areas (e.g., doors, carpets, floor 

and ceiling tiles, stairs, handrails, catwalks, and reconfiguration of Administrative areas).

ATCT/TRACON facilities have also had to be modernized to address operational and safety issues, including 

upgrading visibility of the entire airport surface, improving accessibility, removing hazardous materials and 

upgrading structures to meet seismic standards that didn’t exist when they were constructed. Facility improvements 

must be completed with minimal impact on existing operations. An initial evaluation by the U.S. Army Corps of 

Engineers found that a number of FAA ATCT/TRACON facilities do not meet current seismic code criteria. This 

program has initiated building improvements to bring the facilities up to a level to withstand a seismic event by 

complying with the Interagency Committee on Seismic Safety in Construction standards and the “DOT Policy for 

Seismic Safety of New and Existing DOT Owned or Leased Buildings”. This program is one of the 12 programs 

included in FAA’s NAS Sustainment Strategy. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The ATCT/TRACON Modernization program upgrades and improves facilities to support the NAS. This program 

will enable facilities to meet current operational, environmental, seismic and safety needs more economically than 

replacing or relocating the entire facility. This effort will result in a smooth and orderly transition of new equipment 

into FAA terminal facilities, minimizing disruption of the operating system. This program will also improve the 

operational efficiency and environmental systems of obsolete and deteriorated ATCT/TRACON facilities. The 

improvements to facility infrastructure such as electrical distribution systems, heating and air-conditioning, and 

structural problems will extend the service life of facilities and minimize outages that would delay air traffic. 

Facility Condition Index (FCI) values are based on independent facility assessments or extrapolations. The FAA 

utilizes the FCI to gain insight into the physical plant condition of our facilities and to help us prioritize facility

sustainment, modernize and replacement efforts. In FY 2011, FCI ranged from 74 percent to 100 percent for towers 

and TRACONs.

Program Plans FY 2015-2019 – Performance Output Goals

• Conduct up to 18 planning activities annually (e.g. Life Cycle Assessments, Condition Assessments, etc.) to 

determine requirements.

• Initiate an average of 50 Improvement projects per year.

• Complete on average 50 Improvement projects per year that were initiated in previous years.

 

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2B08, TERMINAL VOICE SWITCH REPLACEMENT (TVSR)

FY 2015 Request $2.0M

Voice Switches – Terminal Voice Switch Replacement (TVSR) II, C05.02-00 

 

Program Description 

The ongoing TVSR program involves replacing the aging, obsolete voice switches in ATCTs and TRACONs. 

Voice switches enable air traffic controllers to select lines to communicate with pilots as well as other air traffic 

control facilities. The TVSR program ensures that controllers continue to have reliable voice communications in the 

terminal environment. The program consists of several multiyear equipment contracts for voice switches, including: 

Small Tower Voice Switches, Enhanced Terminal Voice Switches, Rapid Deployment Voice Switches model IIA, 

Voice Switch Bypass System, and Interim Voice Switch Replacement. The program also provides contract vehicles 

for the FAA to procure voice switch equipment for new or modernized terminal facilities.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The TVSR program supports the Performance Metric of maintain operational availability of the NAS by replacing 

aging electronic switches with modern digital equipment to improve system reliability of terminal voice 

communications. This reduces outages and prevents delays.

Program Plans FY 2015 – Performance Output Goals

• Complete recovery of available legacy assets as needed per Integrated Logistics Support Plan.

• Maintain TVSR contract vehicles needed to procure terminal voice switches for new terminal facilities.

Program Plans FY 2016-2019 – Performance Output Goals

• None.

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 ORD: TBD STVS/ETVS/RDVS/VSBP/IVSR

2010 2015 2020

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2B09, NAS FACILITIES OSHA AND ENVIRONMENTAL STANDARDS COMPLIANCE

FY 2015 Request $43.5M

NAS Facilities OSHA & Environmental Standards Compliance, F13.03-00 

 

Program Description 

Implement an Environmental and Occupation Safety and Health Program that ensures the health and safety of all 

FAA employees by complying with Federal, state, and local regulations and bargaining unit agreements. This 

program is one of the 12 programs included in FAA’s NAS Sustainment Strategy.

OSHA & Environmental Standards Compliance: 

This program develops comprehensive FAA-wide environmental, occupational safety and health management 

initiatives to meet Occupational Safety and Health Administration (OSHA) & Federal Environmental Standards, 

state, and local legal requirements in addition to negotiated agreements with employees. Environment and 

Occupational Safety & Health (EOSH) Services is the lead organization charged with the protection of employee 

well-being and the environment. Through the development and completion of policy guidance, technical assistance, 

employee training, job hazard assessments, compliance monitoring, and corrective actions, EOSH Services designs 

and manages national compliance programs that integrate risk management into FAA’s infrastructure lifecycle from 

system and facility design, through infrastructure management, to decommissioning. The program’s scope of 

responsibility has been expanded from ATO only to all organizations of the FAA.

Tower Fire Life Safety: 

The Fire Life Safety program manages the implementation of projects to upgrade ATCTs and other critical NAS 

facilities to meet current regulatory and industry standards for conducting employee evacuation and designing fire 

suppression consistent with the requirements of negotiated agreements. To date, the program has completed projects 

in 318 of the 377 towers requiring upgrades. In addition to physical infrastructure upgrading, the program is 

responsible for developing policy and guidance, fire prevention and emergency action plans, and training tower 

occupants, resident engineers, maintenance technicians, and employees on maintenance requirements for new 

systems. Effective support and protection of employees and the air traffic control environment is essential to 

limiting the impacts of fire, explosion, or related events on NAS operations and facilities. 

Alignment of Program to FAA Strategic Goal, Outcome, and Performance Metric

• FAA Strategic Goal 2 – Workplace of Choice.

• FAA Outcome 2 – FAA is widely recognized as a workplace of choice.

• FAA Performance Metric 1 – The FAA is rated in the top 25 percent of places to work in the federal 

government by employees.

Relationship to Performance Metric

The NAS Facilities OSHA and Environmental Standards Compliance program supports the FAA’s Strategic Goal of 

Workplace of Choice by continuing to improve the safety of the FAA’s workplaces through the implementation of 

such critical programs as: fall protection; electrical safety; indoor air quality, including mold; fire life safety; training 

and workplace inspections and abatement of safety hazards. The implementation of these programs results in 

making the FAA a healthful place to work which contributes to placing the FAA in the top 25 percent of best places 

to work in the federal government as ranked by employees. For example, the FAA ensures that 100% of all staffed 

and at least 95% of all unstaffed workplaces listed in the Workplace Inspection Tool (WIT) are inspected annually 

as required by FAA policy and Federal regulations. 

The Workplace Inspections Program is responsible for overseeing the annual EOSH inspection of over 11,400 

separate facilities nationwide. During these inspections, workplaces are evaluated for both Occupational Safety and 

Health and Environmental compliance and deficiencies are noted as workplace hazards. Workplace hazards are 

recorded in the FAA Workplace Inspection Tool (WIT) database, along with a risk assessment and an estimated cost 

to correct each individual hazard. The Hazard Abatement Program then tracks the identified hazards until they are 

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Fiscal Years 2015-2019 Activity 2

completely abated. As of FY 2012 the FAA WIT is tracking 123,368 individually identified workplace hazards, of 

which 118,497 (96.0%) have been completely abated.

Program Plans FY 2015 – Performance Output Goals

OSHA & Environmental Standards Compliance:

• Upgrade 800 fall protection systems.

• Ensure 90% of employees eligible under the FAA Hearing Conservation Program (HCP) are identified and 

enrolled, and 80% of the enrolled employees obtain applicable audiometric medical surveillance and HCP 

training annually. 

• Provide first aid/CPR training to 2000 Air Traffic System Specialists (ATSSs) and volunteer responders. 

• Provide fall protection training to 1800 employees.

• Conduct nine Arc Flash Hazard Analyses at large facilities.

• Conduct a total of 30 Arc Flash Assessments at small facilities.

• Conduct OSH program evaluations at six field locations and all headquarters organizations.

• Assist other FAA LOBs with administering the OSH program evaluation process and expand the evaluations to 

include the facility and regional level of each LOB.

• Provide ATO Environmental Management System General Awareness training to all ATO employees.

• Complete annual inspections for 100% of all staffed and at least 95% of all unstaffed FAA workplaces, as listed 

in the FAA Workplace Inspection Tool (FAA WIT) database, and as required by FAA Policy and Federal 

Regulation by the end of FY 2015. 

• File compliant abatement plans for 100% of all open workplace safety inspection findings within thirty days of 

their identification as required by FAA Policy and Federal Regulation by end of FY 2015.

• Develop a comprehensive agency-wide occupational medical surveillance program. 

• Develop, maintain, and provide hazard specific and general awareness safety training to all new FAA 

employees and managers.

• Accomplish the prior years unfunded EOSH training requirements. 

• Develop best practices documentation for employee safety protection.

Tower Fire Life Safety:

• Initiate approximately 20 ATCT upgrades. 

• Complete a minimum of 10 ATCT fire life safety upgrades (complex and costly systems).

Program Plans FY 2016 – Performance Output Goals

OSHA & Environmental Standards Compliance:

• Upgrade 500 fall protection systems.

• Ensure all appropriate occupational medical surveillance coverage and appropriate occupational medical 

recordkeeping is provided to 50% of all employees who are required under regulations to have one or more 

medical surveillance activities.

• Provide all necessary emergency response and personal protective equipment to equip FAA personnel newly 

assigned for aircraft accident investigations and to update equipment as necessary for currently assigned 

personnel.

• Conduct radon testing at all FAA housing. 

• Provide first aid/CPR training to 2000 ATSSs and volunteer responders.

• Provide fall protection training to 1300 employees.

• Conduct four Arc-flash analyses at large facilities.

• Conduct OSH evaluations at six locations.

• Complete annual inspections for 100% of all staffed and at least 95% of all unstaffed FAA workplaces, as listed 

in the FAA Workplace Inspection Tool (FAA WIT) database, are inspected as required by FAA Policy and 

Federal Regulation.

• File compliant abatement plans for 100% of all open workplace safety inspection findings within thirty days of 

their identification. 

• Provide safety awareness training to all new FAA personnel.

Tower Fire Life Safety:

• Complete a minimum of 10 ATCT fire life safety upgrades. 

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Program Plans FY 2017 – Performance Output Goals

OSHA & Environmental Standards Compliance:

• Upgrade 350 fall protection systems.

• Ensure all appropriate occupational medical surveillance coverage and appropriate occupational medical 

recordkeeping is provided to 60% of all employees who are required under regulations to have one or more 

medical surveillance activities.

• Provide all necessary emergency response and personal protective equipment to equip FAA personnel newly 

assigned for aircraft accident investigations and to update equipment as necessary for currently assigned 

personnel.

• Conduct radon testing at 25% of staffed location establishments.

• Provide fall protection training to 1000 employees.

• Provide first aid/CPR training to 2000 ATSSs and volunteer responders.

• Conduct four Arc-flash analyses at large facilities.

• Conduct OSH evaluations at six locations.

• Complete annual inspections for 100% of all staffed and at least 95% of all unstaffed FAA workplaces, as listed 

in the FAA Workplace Inspection Tool (FAA WIT) database.

• File compliant abatement plans for 100% of all open workplace safety inspection findings within thirty days of 

their identification.

• Provide safety awareness training to all new FAA personnel.

Tower Fire Life Safety:

• Complete a minimum of 10 ATCT fire life safety upgrades. 

Program Plans FY 2018 – Performance Output Goals

OSHA & Environmental Standards Compliance:

• Upgrade 350 fall protection systems.

• Ensure all appropriate occupational medical surveillance coverage and appropriate occupational medical 

recordkeeping is provided to 70% of all employees who are required under regulations to have one or more 

medical surveillance activities.

• Provide all necessary emergency response and personal protective equipment to equip FAA personnel newly 

assigned for aircraft accident investigations and to update equipment as necessary for currently assigned 

personnel. 

• Conduct radon testing at 25% of staffed location establishments. 

• Provide first aid/CPR training to 2000 ATSSs and volunteer responders.

• Provide fall protection training to 1400 employees.

• Conduct four Arc-flash analyses at large facilities.

• Conduct OSH evaluations at six locations.

• Complete annual inspections for 100% of all staffed and at least 95% of all unstaffed FAA workplaces, as listed 

in the FAA Workplace Inspection Tool (FAA WIT) database.

• File compliant abatement plans for 100% of all open workplace safety inspection findings within thirty days of 

their identification.

• Provide Safety awareness training to all new FAA personnel.

Tower Fire Life Safety:

• Complete a minimum of 10 ATCT fire life safety upgrades. 

Program Plans FY 2019 – Performance Output Goals

OSHA & Environmental Standards Compliance:

• Upgrade 100 fall protection system.

• Ensure all appropriate occupational medical surveillance coverage and appropriate occupational medical 

recordkeeping is provided to 80% of all employees who are required under regulations to have one or more 

medical surveillance activities.

• Provide all necessary emergency response and personal protective equipment to equip FAA personnel newly 

assigned for aircraft accident investigations and to update equipment as necessary for currently assigned 

personnel.

• Conduct radon testing at 25% of staffed location establishments. 

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• Provide first aid/CPR training to 2000 ATSSs and volunteer responders.

• Provide fall protection training to 1000 employees.

• Conduct four Arc-flash analyses at large facilities.

• Conduct OSH evaluations at six locations.

• Complete annual inspections for 100% of all staffed and at least 95% of all unstaffed FAA workplaces, as listed 

in the FAA Workplace Inspection Tool (FAA WIT) database.

• File compliant abatement plans for 100% of all open workplace safety inspection findings within thirty days of 

their.

• Provide safety awareness training to all new FAA personnel.

 

2B10, AIRPORT SURVEILLANCE RADAR (ASR-9) SERVICE LIFE EXTENSION PROGRAM (SLEP)

FY 2015 Request $13.6M

Terminal Radar (ASR) Program – ASR-9 SLEP, Phase 2, S03.01-09 

 

Program Description 

The Airport Surveillance Radar Model 9 (ASR-9) provides aircraft target and weather information to air traffic 

controllers which reduces delays and improve safety at high activity airports. The ASR-9 tracks all aircraft within its 

range and provides those tracks, as well as six-level weather intensity information, to terminal automation systems. 

Air traffic controllers utilize this information to safely and efficiently separate aircraft in the terminal environment. 

The ASR-9 also provides data to AMASS and ASDE-X to aid in the prevention of accidents resulting from runway 

incursions. 

Without modifications to the ASR-9, the system will continue to experience decreasing reliability and availability 

over time. The supportability of the ASR-9 system is at risk due to the lack of commercial availability of some 

components. The ASR-9 was procured in the mid-1980s and fielded between 1989 and 1994. The system is 

expected to remain operational until 2028; however, the radar systems are becoming difficult to maintain. The 

system uses hardware and software architectures that are becoming increasingly difficult to procure, and some of 

which are obsolete, resulting in cannibalization and re-engineering for short term results as a means to repair or 

refurbish in order to maintain this vital system. 

 

The SLEP Phase 2 Final Investment Decision (FID) was approved on June 27, 2012 to address obsolescence and 

supply/support issues of system Lowest Replaceable Units (LRUs) and components within the ASR-9 system. The 

sustainment of the ASR-9 aligns with the NAS Enterprise Architecture Surveillance Roadmap Decision Points, and 

the Surveillance and Broadcast Services (SBS) / Automatic Dependent Surveillance Broadcast (ADS-B) backup 

strategy. Based on this strategy, ASR-9 systems will remain in service through 2028.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

Currently ASR-9 systems are functioning at an operational availability of 99.4 percent, which is below the FAA 

performance metric of 99.7 percent. Extending the service life of the ASR-9 system will reduce outages due to 

performance deterioration and parts obsolescence. Furthermore, the ASR-9 service life extension will increase 

equipment and service availability. Without modifications to the ASR-9, the system will continue to experience 

decreasing reliability and availability over time.

 

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Program Plans FY 2015 – Performance Output Goals

• Award contract for Digital Remote Surveillance Communication Interface Processor Replacement (DRSR) 

Materials in December 2014.

• Complete ARTCC En Route Radar Intelligence Tool Key Site Test Report in September 2015.

• Complete installation at first site in March 2015. (APB milestone)

• Complete Operational Test and Evaluation (OT&E) for all projects in September 2015. (APB milestone)

Program Plans FY 2016 – Performance Output Goals

• Complete Installation of Digital Remote Surveillance Communication Interface Processor Replacement at 25% 

of ASR-9 sites.

• Complete Installation of Transmitter Backplane at 25% of ASR-9 sites.

Program Plans FY 2017 – Performance Output Goals

• Complete installation of Digital Remote Surveillance Communication Interface Processor Replacement at 75% 

of ASR-9 sites.

• Complete installations of Transmitter Backplane at 75% of ASR-9 sites.

Program Plans FY 2018 – Performance Output Goals

• Complete installation of DRSR at 100% of ASR-9 sites.

• Complete installation of Transmitter Backplane at 100% of ASR-9 sites.

Program Plans FY 2019 – Performance Output Goals

• Installation at last site completed, September 2019. (APB Milestone)

System Implementation Schedule

 

2B11, TERMINAL DIGITAL RADAR (ASR-11) TECHNOLOGY REFRESH AND MOBILE AIRPORT 

SURVEILLANCE RADAR (MASR)

FY 2015 Request $21.1M

• A, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 2, S03.02-05 / X, Terminal 

Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 3, S03.02-07

• B, Terminal Radar (ASR) Program – ASR-11 – Mobile Airport Surveillance Radar (MASR), S03.02-06

A, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 2, S03.02-05 

/ X, Terminal Radar (ASR) Program – ASR-11 – Technology Refresh, Segment 3, S03.02-

07 

 

Program Description

The ASR-11 Technology Refresh program replaces and upgrades obsolete ASR-11 Commercial Off-The-Shelf 

(COTS) hardware and software to ensure the continued reliable and cost effective operation of the radar system 

through its designated lifecycle. This is an ongoing program to address obsolescence and maintenance issues and 

will be accomplished in separate sequential 5-year segments. 

Airport Surveillance Radar-Model 9 (ASR-9) Service Life 

Extension Program (SLEP) Phase 2

First Site Install: 2015 -- Last Site Install: September 2019 ASR-9 SLEP 2

2010 2015 2020

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ASR-11 Technology Refresh Segment 2 (S03.02-05):

The ASR-11 Technology Refresh Segment 2 is being structured to address the following shortfalls identified in the 

Segment 2 Shortfall Analysis Report:

• Site Control Data Interface (SCDI) /Operator Maintenance Terminal (OMT) obsolescence

• Uninterruptible Power Supply (UPS) capacitor at end of life expectancy

The objective of the Segment 2 program is to insure continued reliable and cost effective operation of the radar 

system through its designated lifecycle. The Segment 2 Investment Analysis Readiness Decision (IARD) was 

approved in November 2012 and the Final Investment Decision (FID) was achieved in December 2013.

ASR-11 Technology Refresh Segment 3 (S03.02-07):

The ASR-11 Technology Refresh Segment 3 business case analysis will be performed to identify parts 

obsolescence, operational performance deficiencies, or other areas requiring technology refresh to ensure continued 

reliable and cost effective operation of the radar system through its designated lifecycle. The Segment 3 Investment 

Analysis Readiness Decision (IARD) is planned for December 2017 and the Final Investment Decision (FID) is 

planned for December 2018. Future ASR-11 Technology Refreshes are dependent on Next Generation Surveillance 

Weather Radar Capability (NSWRC), which has a planned FID in December 2017. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

The ASR-11 Technology Refresh Segment 2 will continue upgrading the components and functionality of the ASR11 to reduce operating costs and improve operational efficiency. 

Program Plans FY 2015 – Performance Output Goals

ASR-11 Technology Refresh Segment 2 (S03.02-05):

• Procure UPS Capacitor Kits for designated sites.

• Conduct SCDI OMT replacement Design Review.

• Procure EOSH label kits for ASR-11.

• Procure and receive two SCDI OMT replacement hardware retrofit kits.

ASR-11 Technology Refresh Segment 3 (S03.02-07):

• None.

Program Plans FY 2016 – Performance Output Goals

ASR-11 Technology Refresh Segment 2 (S03.02-05):

• Complete SCDI Development Test. 

ASR-11 Technology Refresh Segment 3 (S03.02-07):

• None.

Program Plans FY 2017 – Performance Output Goals

ASR-11 Technology Refresh Segment 2 (S03.02-05):

• Complete SCDI replacement OT&E.

• Conduct Key site test for SCDI replacement.

• Deliver first site for SCDI replacement.

• Certify first site for operational use for SCDI replacement.

• Achieve In-Service Decision.

• Certify for operational use for SCDI replacement, 25% complete.

ASR-11 Technology Refresh Segment 3 (S03.02-07):

• None.

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Program Plans FY 2018 – Performance Output Goals

ASR-11 Technology Refresh Segment 2 (S03.02-05):

• Certify for operational use for SCDI replacement, 50% complete.

ASR-11 Technology Refresh Segment 3 (S03.02-07):

• None.

Program Plans FY 2019 – Performance Output Goals

ASR-11 Technology Refresh Segment 2 (S03.02-05):

• Certify for operational use for SCDI replacement, 75% complete. (Prior Year Funds)

ASR-11 Technology Refresh Segment 3 (S03.02-07):

• Milestones will be developed at FID. 

System Implementation Schedule

 

B, Terminal Radar (ASR) Program – ASR-11 – Mobile Airport Surveillance Radar 

(MASR), S03.02-06 

 

Program Description

The Mobile Airport Surveillance Radar (MASR) is a terminal surveillance radar capability that can be moved from 

site to site to support radar relocations, temporary planned outages to accommodate installation of upgrades to an 

existing radar, and emergency operations when existing systems are damaged. This system includes both primary 

and secondary radar systems and will have the performance capabilities of existing systems. The program will be 

refurbishing two ASR-9 and two MODE S systems and will procure two mobile ASR-11 systems.

The MASR can be deployed quickly within short-duration timeframes and be compatible with all ATCTs, 

TRACONs, ARTCCs, and their associated automation systems. 

The MASR system architecture will support a reusable, service-oriented capability with an emphasis on providing 

the terminal surveillance service efficiently and quickly. The system will have interfaces for power, mechanical, 

data, and remote monitoring and control. It will be designed to function as an existing ASR-8, ASR-9 or ASR-11 

terminal radar as needed and be interoperable with each of their associated automation interfaces. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The MASR investment will provide a capability that can be installed quickly to maintain operational availability at 

the goal levels during periods of planned or unplanned outages of terminal surveillance radars. 

Airport Surveillance Radar - Model 11 (ASR-11) 

Technology Refresh - Segment 2

First site certified for use: December 2016 -- Last site certified for use: April 2020 ASR-11 TR 2

2010 2015 2020

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Program Plans FY 2015 – Performance Output Goals

• Procure Mobile ASR-11 System #2.

• Complete Refurbishment of second ASR-9/Mode-S System by March 2015. (APB milestone)

• Complete Mobile ASR-11 System Factory Acceptance Test (FAT) by March 2015. (APB milestone)

• Deliver Mobile ASR-11 System to test and evaluation site by June 2015. (APB milestone)

Program Plans FY 2016 – Performance Output Goals

• Development, test and evaluation (DT&E) completed by March 2016. (APB milestone)

• Operation test and evaluation (OT&E) completed by September 2016. (APB milestone)

Program Plans FY 2017 – Performance Output Goals

• In Service Decision for Mobile ASR-11 by December 2016. (APB milestone)

Program Plans FY 2018-2019 – Performance Output Goals

• None.

 

2B12, RUNWAY STATUS LIGHTS (RWSL)

FY 2015 Request $41.7M

• A, Runway Status Lights (RWSL) – Implementation – Phase 1, S11.01-02

• B, Runway Status Lights (RWSL) – Prototype Sustainment, S11.01-03

A, Runway Status Lights (RWSL) – Implementation – Phase 1, S11.01-02 

 

Program Description 

The RWSL system integrates runway lighting equipment with approach and surface surveillance systems to provide 

a visual signal to pilots and vehicle operators indicating that it is unsafe to enter/cross or begin takeoff on the 

runway. The system is fully automated based on inputs from surface and terminal surveillance systems. Airport 

surveillance sensor inputs are processed through light control logic that commands in-pavement lights to illuminate 

red when there is traffic on or approaching the runway. Runway Entrance Lights (REL) provides this signal to 

aircraft planning to cross or enter a runway from an intersecting taxiway. Takeoff Hold Lights (THL) provide a 

signal to aircraft in position for takeoff. 

The RWSL program received a Final investment Decision in 2010 from the JRC for 23 operational and three

support sites. In July 2013, the FAA re-scoped the program to 17 airports. Additional airports will be considered in 

the near future for runway safety enhancements. Runway Status Lights systems are operational at Orlando 

International Airport, Washington Dulles International Airport, Phoenix—Sky Harbor and George Bush 

International. The FAA plans to have the entire system operational in 2017.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 4 – Reduce Category A & B (most serious) runway incursions at a rate of no 

more than 0.395 per million operations, and maintain or improve through FY 2018.

Relationship to Performance Metric

Runway incursions are a significant safety issue and installations of RWSL will contribute toward reducing the rate 

of runway incursions by indicating to pilots and vehicle operators the existence or imminent risk of a conflict if they 

cross the hold line for a runway. The RWSL also warn pilots or vehicles to stop at the hold line if an aircraft on the 

runway begins its takeoff. The FY 2014 RWSL projected benefits include a reduction in cumulative A&B runway 

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incursions at the 17 RWSL airports by ~17% (from 9.68 in baseline to 8.02 with RWSL); and a reduction in 

cumulative runway incursions caused by Pilot Deviations by ~22% (from 41.03 in baseline to 32.17 with RWSL). 

Program Plans FY 2015 – Performance Output Goals

• Start construction at two of 17 operational sites. 

• Achieve IOC at two of 17 (71%) operational sites. 

Program Plans FY 2016 – Performance Output Goals

• Start construction at one of 17 operational sites.

• Complete installation at two of 17 operational sites. 

• Achieve IOC at four of 17 (94%) operational sites. 

Program Plans FY 2017 – Performance Output Goals

• Achieve IOC at one of 17 (100%) operational sites.

• Achieve Operational Readiness date (ORD) at three, including 17th and last, operational sites. (APB Milestone)

• Complete Operational Readiness date (ORD) at San Francisco International Airport. (APB Milestone)

Program Plans FY 2018 – Performance Output Goals

• Conduct Contract Close-out activities.

Program Plans FY 2019 – Performance Output Goals

• None. 

System Implementation Schedule

 

B, Runway Status Lights (RWSL) – Prototype Sustainment, S11.01-03 

 

Program Description 

The Runway Status Lights (RWSL) system integrates runway lighting equipment with approach and surface 

surveillance systems to provide a visual signal to pilots and vehicle operators indicating that it is unsafe to 

enter/cross or begin takeoff on the runway. The system is fully automated based on inputs from surface and 

terminal surveillance systems. Airport surveillance sensor inputs are processed through light control logic that 

commands in-pavement lights to illuminate red when there is traffic on or approaching the runway. Runway 

Entrance Lights (REL) provides this signal to aircraft planning to cross or enter a runway from an intersecting 

taxiway. Takeoff Hold Lights (THL) provide a signal to aircraft in position for takeoff. 

There has been an ongoing operational evaluation of the prototype Runway Status Lights systems at Dallas/Fort 

Worth International Airport, Boston Logan International Airport, and San Diego International Airport. As agreed to 

when the RWSL baseline was approved on July 17, 2013, these prototypes will continue as sites under evaluation 

through FY 2016. The FAA Surface Safety Initiative Team will consider alternative solutions at these sites to 

provide a direct warning capability to flight crews. The team will plan for an FY 2015 IID and FY 2016 FID for 

solutions at these sites, as well as the other sites not included in the baseline RWSL.

The alternatives will consider both technology as well as non-technology approaches for theses airports. 

Runway Status Lights (RWSL)

First site IOC: July 2011 -- Last site IOC: June 2017 RWSL

2010 2015 2020

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 4 – Reduce Category A & B (most serious) runway incursions at a rate of no 

more than 0.395 per million operations, and maintain or improve through FY 2018.

Relationship to Performance Metric

Runway incursions are a significant safety issue, and RWSL will contribute toward reducing the rate of runway 

incursions by indicating to pilots and vehicle operators the existence or imminent risk of a conflict if they cross the 

hold line for a runway. The RWSL also warn pilots or vehicles to stop at the hold line if an aircraft on the runway 

begins its takeoff. The FY 2014 RWSL projected benefits include a reduction in cumulative A&B runway 

incursions at the 23 RWSL airports by ~17% (from 9.68 in baseline to 8.02 with RWSL); and a reduction in 

cumulative runway incursions caused by Pilot Deviations by ~22% (from 41.03 in baseline to 32.17 with RWSL). 

The Prototype Runway Status Light Systems will continue to contribute to the achievement of these goals at the 

airports where they are installed. The prototype systems will continue to be monitored and statistics will be 

collected and reported in order to determine how they contribute to the overall performance metrics.

Program Plans FY 2015 – Performance Output Goals

• Operational evaluation of the Prototype Runway Status Lights prototype systems will continue through FY 

2015. An Annual Performance Report from each prototype site will be delivered.

Program Plans FY 2016 – Performance Output Goals

• Operational evaluation of the Prototype Runway Status Lights systems will conclude in FY 2016. An Annual 

Performance Report from each prototype site will be delivered.

Program Plans FY 2017-2019 – Performance Output Goals

• None.

 

2B13, NEXTGEN – NATIONAL AIRSPACE SYSTEM VOICE SYSTEM (NVS)

FY 2015 Request $20.6M

NAS Voice System – Segment 1/2, G03C.01-01 

 

Program Description

The NAS Voice System (NVS) will replace current voice switches in both en route and terminal facilities. It will be 

a real-time, critical part of the ATC infrastructure that provides the connectivity for efficient communications among 

air traffic controllers, pilots and ground personnel. It connects incoming and out-going communication lines to the 

controller’s workstation. The controller uses a panel on his workstation to select the lines needed to communicate 

with pilots, other controllers and other facilities. 

The current voice system technology deployed in the NAS will not support the expected future NextGen concept of 

operations for capabilities such as networked facilities, dynamic re-sectorization (expanding or contracting a 

controller’s volume of airspace electronically), and off-loading selected sector control to other facilities during nonpeak operations. These capabilities require that lines connected to a controller’s workstation panel be electronically 

changed to add or eliminate lines as the geographical boundaries of the sector change. The NVS will have the 

capacity to support current and forecasted future ATC operations. 

NVS will replace the service that is currently provided by 12 different voice switch configurations including 

Terminal Voice Switches and the Voice Switching and Control System (VSCS). The focus will be on designing a 

replacement system that can be scaled to facility size with standardized components that will reduce maintenance 

and parts inventory costs.

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The NVS contract was awarded in August 2012, and will be implemented in two segments. This will minimize risk 

and ensure the new switches will be consistent with agency priorities and constraints. Segment 1 focuses on the 

demonstration of NextGen capabilities and evaluates production ready systems. Segment 2 will procure production 

systems that are capable of meeting the requirements of various size facilities. The program will request a Final 

Investment Decision (FID) in September 2014 that will complete Segment 1 and start Segment 2. The NVS contract 

addresses both the demonstration and production systems.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

The NVS program supports the average daily airport capacity metric by providing an architecture that can handle 

future growth and load-sharing within a flexible network. NVS will support the NextGen concept of operations for 

networked facilities, dynamic re-sectorization and off-loading selected sector control to other facilities during nonpeak operations. These capabilities will improve operational efficiency by better balancing workload in response to 

demand changes.

Program Plans FY 2015 – Performance Output Goals

• Complete Critical Design Review.

• Order a second article test system.

Program Plans FY 2016 – Performance Output Goals

• Complete additional system development needed to conduct Factory Acceptance Test (FAT) on first and second 

test articles at contractor’s facility.

Program Plans FY 2017 – Performance Output Goals

• Complete Factory Acceptance Testing and Functional and Physical Configuration Audits of test systems.

• Deliver first and second article test systems to William J. Hughes Technical Center (WJHTC) and Mike 

Monroney Aeronautical Center (MMAC).

• Initiate Operational Test and Evaluation (OT&E) of test systems at William J. Hughes Technical Center 

(WJHTC) and Mike Monroney Aeronautical Center (MMAC).

• Order Key Site Systems.

Program Plans FY 2018 – Performance Output Goals

• Complete Operational Test and Evaluation (OT&E) of test systems at William J. Hughes Technical Center 

(WJHTC) and Mike Monroney Aeronautical Center (MMAC).

• Finalize full-scale training course development.

• Deliver Key Site Systems.

Program Plans FY 2019 – Performance Output Goals

• Initiate Key Site testing.

• Complete In-Service Decision (ISD) at Key Site.

• Order additional NAS Systems based on FID.

System Implementation Schedule

NAS Voice System (NVS)

First site IOC: 2021 -- Last site ORD: TBD NVS

2010 2015 2020

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2B14, INTEGRATED DISPLAY SYSTEM (IDS)

FY 2015 Request $16.9M

Integrated Display Systems (IDS) – Replacement, A03.05-01 / X, Integrated Display 

Systems (IDS) – Replacement – Technology Refresh, A03.05-02 

 

Program Description 

The Integrated Display Systems (IDS) program provides rapid retrieval and display of a wide range of weather, 

operational support, and administrative information to air traffic controllers and other required users in the terminal 

environment. Integrated Display Systems consolidate operational information to provide a tool to exchange 

information that impacts the control of air traffic. The presentation of multiple sources of data on a single display, 

allows for decision making by controllers thus increasing efficiency of operations. The FAA began regional 

procurements in 1990 and currently has 2,230 IDS-4 workstations located at approximately 390 FAA facilities 

nationwide. Recent obsolescence issues and loss of proprietary software support make it necessary to replace this 

system to sustain its functionality. 

IDS Replacement (A03.05-01): 

The IDS Replacement program modernizes the IDS-4 system with current technology at 71 existing IDS-4 

networks, including 1,944 IDS-4 workstations, at 256 sites. (Instead of replacing systems at some smaller sites,

existing systems at larger sites will be repurposed to the smaller sites.) The prime contract was awarded in May 

2010 and design efforts were completed in late 2011. The program was rebaselined in March 2013. Deployment 

will occur from 2013 to 2017. During 2013, 6 networks were installed.

IDS Replacement – Technology Refresh (A03.05-02): 

The IDS-4 will be replaced with a state-of-the-art system comprised mainly of Commercial-Off-The-Shelf (COTS) 

components. As in any COTS based system, a technology refresh of the replacement components is absolutely 

essential to sustain system services. Therefore, the FAA plans to perform a system analysis in FY 2016 

(approximately 5 years after original COTS system components are acquired) to identify affected components 

before they are no longer replaceable due to obsolescence. Based on the system analysis, components will then be 

acquired to ensure continued operation of the system. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The IDS-4 is experiencing supportability issues with the existing stock levels of motherboards within the IDS-4 

computers. The current beyond economic repair rate for motherboards returned to the FAA Logistics Center for 

repair is 21%. Commercial sources for IDS-4 compatible computers/motherboards for long term support are not 

available. By replacing the legacy IDS-4 systems with state-of-the-art equipment, outages are reduced, thereby 

reducing delays at the 390 FAA facilities nationwide, including the 30 core airports. 

Program Plans FY 2015 – Performance Output Goals

IDS Replacement (A03.05-01): 

• Achieve Initial Operating Capability (IOC) at 21 networks by end of FY 2015. 

IDS Replacement – Technology Refresh (A03.05-02): 

• None.

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Program Plans FY 2016 – Performance Output Goals

IDS Replacement (A03.05-01): 

• Achieve Initial Operating Capability (IOC) at 21 networks by end of FY 2016. 

IDS Replacement – Technology Refresh (A03.05-02): 

• None.

Program Plans FY 2017 – Performance Output Goals

IDS Replacement (A03.05-01): 

• Achieve Initial Operating Capability (IOC) at 7 networks by end of FY 2017. 

• Last Site ORD. (APB milestone)

IDS Replacement – Technology Refresh (A03.05-02): 

• Award contract for Technology Refresh.

• Complete system analysis for technology refresh of hardware to replace obsolete components.

Program Plans FY 2018 – Performance Output Goals

IDS Replacement (A03.05-01): 

• Begin In-Service Management transition.

IDS Replacement – Technology Refresh (A03.05-02): 

• Implement tech refresh at 2 sites.

Program Plans FY 2019 – Performance Output Goals

IDS Replacement (A03.05-01): 

• Complete In-Service Management transition.

IDS Replacement – Technology Refresh (A03.05-02): 

• Implement tech refresh at 69 sites.

System Implementation Schedule

 

2B15, REMOTE MONITORING AND LOGGING SYSTEM (RMLS)

FY 2015 Request $3.9M

• A, Remote Monitoring and Logging System (RMLS) – Technology Refresh, M07.04-02

• B, Automated Maintenance Management System (AMMS), M07.05-01

A, Remote Monitoring and Logging System (RMLS) – Technology Refresh, M07.04-02 

 

Program Description 

The RMLS Technology Refresh program covers future activities required to extend the service life of RMLS 

hardware and software located at the National Operations Control Center (NOCC), Atlantic Operations Control 

Center (AOCC), Mid-States Operations Control Center (MOCC), Pacific Operations Control Center (POCC), 

Southern California TRACON (SCT), the William J. Hughes Technical Center (WJHTC), ARTCCs, and the 

Combined Center Radar Approach Control (CERAP) in Hawaii. Technology refresh is scheduled to begin in FY 

2015 and be completed in FY 2020. RMLS Technology Refresh replaces the commercial off the shelf (COTS) 

logical components of the RMLS. 

Integrated Display System (IDS) - Replacement - 

Technology Refresh

First site IOC: September 2013 -- Last site ORD: July 2017 IDS - Repl

First site: 2017 -- Last site: 2020 IDS-R TR

2010 2015 2020

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Fiscal Years 2015-2019 Activity 2

The RMLS is used for generating, quantifying, analyzing, measuring, and reporting maintenance information. It 

also reports error levels, maintenance responsiveness, and utilization of NAS components, systems, and services for 

the NAS as a whole. The RMLS maintenance information is used by the FAA to analyze trends and improve 

performance, make investment decisions and support budget requests for replacement, relocate, or modify existing 

equipment, detect supportability problems, evaluate the efficiency and effectiveness of the overall maintenance 

program, and provide reports to Congress and FAA management.

RMLS improves the effectiveness of Technical Operations Services (Tech Ops) maintenance processes and 

practices. The RMLS functions as a single system across the FAA's Technical Operations enterprise and oversees

the entire event management life cycle, from generation of the initial event through assignment, updates, and event 

closure. The National Logging Network (NLN) subsystem performs maintenance monitoring and logging functions; 

the National Remote Maintenance Monitoring (RMM) Network (NRN) subnetwork performs monitoring and 

control of NAS devices function. RMLS is responsible for routing status messages to field operators, as well as 

routing commands to NAS devices.

RMLS Technology Refresh will upgrade core components to meet the agency’s growing need for data storage and 

bandwidth throughput, and will provide security updates for full network separation between the non-NAS (Mission 

Support) and NAS (Operations). 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The RMLS Technology Refresh supports the FAA operational availability performance metric by upgrading the 

systems used for generating, quantifying, analyzing, measuring, and reporting maintenance information to determine 

operational availability. RMLS maintains NAS availability by providing warnings of deteriorating system 

performance and allowing maintenance staff to respond quickly to outages and other performance issues. 

Program Plans FY 2015 – Performance Output Goals

• Complete deployment of the following at the WJHTC Integration Testing/Operational Testing (IT/OT) and 

NOCC:

o Six NLN Database Servers

o Six Storage Arrays

o Six Database Switches

o Three Application Servers

o Three Windows Management Servers

• Complete deployment of the following at the WJHTC (IT/OT) and POCC:

o Three Monitor/Message Servers

o Three NRN Database Servers

o Three Trace Servers

o Three Preventive Maintenance Servers

o Six FTI/OPS Switches

• Complete deployment of the following at the WJHTC (IT/OT) and POCC Security:

o Three Management Servers

o Six Load Balancers 

o Three Presentation Servers

o Perform site preparation

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Program Plans FY 2016 – Performance Output Goals

• Complete deployment of the following at the POCC, MOCC and NOCC:

o Six NLN Database Servers

o Six Storage Arrays

o Six Database Switches

o Three Application Servers

o Nine Management Servers

• Complete deployment of the following at the AOCC, MOCC and NOCC:

o Three Monitor/Message Servers

o Three NLN Database Servers

o Three Trace Servers

o Three Preventive Maintenance Servers

o Six FTI/OPS Switches

• Complete deployment of the following at the AOCC, MOCC and NOCC Security:

o Three Management Servers

o Six Load Balancers

o Three Presentation Servers

o Prepare three sites

Program Plans FY 2017 – Performance Output Goals

• Complete deployment of the following at the Data Repository, Operational Test (OT2) and Oklahoma City 

(OKC) Training:

o Six NLN Database Servers

o Six NRN Database Servers

o Three NLN Application Servers

o Three NRN Monitor/Message Servers

o Nine Windows Management Servers

o Three System Management Servers

o Six Storage Arrays

o Six Database Switches

o Six Core Switches

o Six Load Balancers

o Six CheckPoint Security Firewall Appliances with Intrusion Detection Systems

o Three High Capacity Tape Library

• Complete deployment of the following at Data Repository (DR)/OPS Security:

o Two Management Servers

• Complete deployment of the following at Operational Test, Operational Test 2, OKC Training, Anchorage 

ARTCC (ZAN), Honolulu (ZHN), Southern California TRACON (SCT), Seattle ARTCC (ZSE), Salt Lake 

ARTCC (ZLC), Oakland ARTCC (ZOA), and Denver ARTCC (ZDV): 

o 20 Protocol Converter and Software Licenses

o 30 Protocol Converter Servers

o 10 Rack Management Servers

o 10 Keyboard/Video/Mouse (KVM) / Terminal Switches

Program Plans FY 2018 – Performance Output Goals

• Complete deployment of the following at the Operational Test, Integration Test, NOCC:

o Six Core Switches

o Six Load Balancers

o 12 CheckPoint Firewall Appliances with Intrusion Detection Systems

o Three KVM Switches

o Three Serial Console Switches

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o Three Time Servers

o Three System Management Servers

• Complete deployment of the following at Los Angeles ARTCC (ZLA), Jacksonville ARTCC (ZJX), Memphis 

ARTCC (ZME), Miami ARTCC (ZMA), New York ARTCC (ZNY), ZBW, Atlanta ARTCC (ZTL), and 

Washington ARTCC (ZDC):

o 16 Protocol Converter and Software Licenses

o 24 Protocol Converter Servers

o Eight Rack Management Servers

o Eight KVM / Terminal Switches

Program Plans FY 2019 – Performance Output Goals

• Complete deployment of the following at the POCC, AOCC, and MOCC:

o Six Core Switches

o Six Load Balancers

o 12 CheckPoint Firewall Appliances with Intrusion Detection Systems

o Three KVM Switches

o Three Serial Console Switches

o Three Servers

o Three System Management Servers

• Complete deployment of the following at Albuquerque ARTCC (ZAB), Indianapolis ARTCC (ZID), Chicago 

ARTCC (ZAU), Fort Worth ARTCC (ZFW), Houston ARTCC (ZHU), Minneapolis ARTCC (ZMP), Cleveland 

ARTCC (ZOB), and Kansas City ARTCC (ZKC):

o 16 Protocol Converter and Software Licenses 

o 24 Protocol Converter Servers

o Eight Rack Management Servers

o Eight KVM / Terminal Switches

System Implementation Schedule

 

B, Automated Maintenance Management System (AMMS), M07.05-01

 

Program Description

The Automated Maintenance Management System (AMMS) will provide new functionality and standards of data 

sharing using updated tools and technology for the interoperability of operations and maintenance information 

systems. AMMS will provide real time status information and eliminate inefficiencies in access to information 

provided by navigation, surveillance, communication, safety management, aeronautical information, supply chain 

management, maintenance, training, and labor resource systems. AMMS will not be implemented as a single 

system, but as a series of interfaces with existing enterprise services that will be developed and implemented on an 

individual basis. AMMS will not subsume or replace existing programs. Instead, it will improve information 

processing and comply with FAA's future vision of a net-centric environment as defined in the NextGen Mid-Term 

Concept of Operations. AMMS will implement a web services environment to eliminate unnecessary duplication, 

manual and limited automated processes. 

Current and planned systems are being considered as candidates for inclusion in a secure net-centric data exchange 

environment provided by AMMS. These systems process information in seven broad categories: 

Remote Monitoring Logging System (RMLS) Technology 

Refresh

RMLS Technology Refresh: FY 2015 - FY 2020 RMLS TR

2010 2015 2020

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Fiscal Years 2015-2019 Activity 2

• Aeronautical Information 

• Command & Control Information 

• FTI Information 

• Air Traffic Information 

• Logistics Information 

• Administrative Information 

• Safety Information 

In order to streamline data collection and enhance data accuracy, AMMS will be applying bar codes to NAS 

components to provide unique identification for the Lowest Replaceable Unit (LRU) level. AMMS will also procure 

bar code scanners for technicians to read the barcodes. This will enable the capture of data tied to each individual 

asset. This data includes, but is not limited to, inventory tracking, configuration management, and other technical 

information such as run time information. This will result in better data analysis capabilities and will enable 

transitioning to a Reliability Centered Maintenance (RCM) capability. This type of information supports NAS 

sustainability decisions. The ability to perform workforce resource planning may also be enabled through barcoding. 

Investment analysis requirements will be completed for Final Investment Decision (FID) planned for September 

2015.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The AMMS will support operational availability by providing the Technical Operation Service with more timely and 

accurate information on system status and logistics thereby enabling more effective and efficient response to system 

issues. Currently technicians do not have real time access to information they need to maintain and repair the 

system which results in longer downtime for repairs. Also the lack of information restricts the ability to proactively 

resolve issues before an outage occurs. Currently technicians must use manual processes, voice communications, 

email, and other inefficient methods to identify and resolve issues. AMMS will provide real time access to system 

status, parts availability and ordering, technical guidance, resource availability, safety information and other 

important information. 

Providing bar code reading devices to FAA’s technicians and marking/barcoding of NAS assets will provide better 

information on parts availability and a streamlined ordering process which will allow quicker response to system 

failures thereby reducing outage times.

Program Plans FY 2015 – Performance Output Goals 

• Complete investment analysis documentation.

• Achieve Final Investment Decision.

• Develop interface requirements document for SWIM implementation.

Program Plans FY 2016-2019 – Performance Output Goals

• None.

 

2B16, MODE S SERVICE LIFE EXTENSION PROGRAM (SLEP)

FY 2015 Request $8.1M

• A, Terminal Radar (ASR) Program – Mode S SLEP – Phase 2, S03.01-08

• B, Terminal Radar (ASR) Program – ASR-9 and Mode S SLEP – Phase 3 Planning, S03.01-11

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A, Terminal Radar (ASR) Program – Mode S SLEP – Phase 2, S03.01-08 

 

Program Description 

The Mode Select (Mode S) SLEP Phase 2 program will implement modifications to the Mode S system to sustain 

secondary surveillance service through 2028. The Beacon Video Reconstitutor (BVR) will be replaced with more 

modern components. Four (4) critical Lowest Replaceable Units (LRU) of the Mode S system that process radar 

data will be redesigned in addition to the depot replenishment of High Gain Open Planar Array (HGOPA), 

Maintenance Terminals, Keyboard Cathode Ray Tube and Non-Volatile Memory to address obsolescence and 

supply/support issues. The sustainment of the Mode S system aligns with the NAS Enterprise Architecture (EA), 

and the Automatic Dependent Surveillance – Broadcast (ADS-B) back-up strategy. 

The Mode S is a secondary surveillance radar system that provides beacon or secondary aircraft surveillance in en 

route and terminal airspace. The Mode S uses selective beacon detection technology to provide target data as digital 

formatted messages and analog video tailored for automation and display systems.

The Mode S is integrated with co-located Airport Surveillance Radar Model 9 (ASR-9) and ASR-8, Air Route 

Surveillance Radar Models 1 and 2 (ARSR 1 and 2) and Common Air Route Surveillance Radar (CARSR). The 

Mode S system is capable of providing correlated radar and beacon reports and weather map reports to NAS en 

route and terminal automation, U.S. Department of Defense (DoD), and other users. Digital aircraft location data is 

provided in ASR-9 / Common Digitizer (ASR/CD) format to FAA automation systems at TRACON and ARTCC 

facilities, DoD, and other external organizations. 

JRC approved the Final Investment Decision (FID) for the Phase 2 program on June 27, 2012.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

Providing for the Mode S service life extension modifications reduces the risk of unscheduled outages and ensures 

the continuation of service capabilities. Currently Mode S systems are functioning at an operational availability of 

99.3 percent, which is below the FAA performance metric of 99.7 percent. Without modifications to the Mode S, 

the system will continue to experience decreasing reliability and availability over time. 

Program Plans FY 2015 – Performance Output Goals

• Complete Operational Test and Evaluation (OT&E) for all projects in January 2015. (APB milestone)

• Complete BVR installation at first site in March 2015. (APB Milestone) 

• Award contract to vendor for procurement of HGOPA Antenna, April 2015.

• Complete Final Development Testing for the BVR, October 2014. 

Program Plans FY 2016 – Performance Output Goals

• Production of 12 HGOPA and delivery to FAA Logistics Center.

• Complete BVR installation at last site in December 2015. (APB Milestone)

Program Plans FY 2017 – Performance Output Goals

• Production of 18 HGOPA and delivery to FAA Logistics Center.

Program Plans FY 2018 – Performance Output Goals

• Production of 18 HGOPA and delivery to FAA Logistics Center.

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Program Plans FY 2019 – Performance Output Goals

• Complete Critical LRU Redesign, Preliminary Design Review in December 2018. (APB Milestone)

• Complete Depot replenishment in September 2019. (APB Milestone)

 

B, Terminal Radar (ASR) Program – ASR-9 and Mode S SLEP – Phase 3 Planning, 

S03.01-11 

 

Program Description 

The Airport Surveillance Radar Model 9 (ASR-9) and Mode Select (Mode S) Service Life Extension Program 

(SLEP) Phase 3 Planning program will perform engineering studies to determine the scope of the ASR-9 and Mode 

S SLEP Phase 3 activities. The program will also develop prototypes for Data Communications Equipment, 

Receiver Protector, and four (4) critical Lowest Replaceable Units (LRUs) for evaluation purposes. These and other 

components of the ASR-9 and Mode S radar systems will not remain supportable through 2028. The purpose of 

these studies is to determine the extent of re-engineering and system modifications needed. 

A Final Investment Decision (FID) for Phase 3 is planned for March 2016. When the FID is achieved, new projects 

will be established to implement the approved SLEP activities for ASR-9 and Mode S.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

Currently ASR-9 and Mode S systems are functioning at an operational availability of 99.4 and 99.3 percent 

respectively, which is below the FAA performance metric of 99.7 percent. Without modifications to the ASR-9 and 

Mode S, these systems will continue to experience decreasing reliability and availability over time. Extending the 

service life of the ASR-9 and Mode S systems will reduce outages due to performance deterioration and parts 

obsolescence. 

Program Plans FY 2015 – Performance Output Goals

• Complete investment analysis documents in support of a FID.

• Complete Alternative Analysis Report for ten (10) LRUs.

Program Plans FY 2016-2019 – Performance Output Goals

• Output goals will be established at FID.

 

2B17, SURVEILLANCE INTERFACE MODERNIZATION (SIM)

FY 2015 Request $4.0M

Surveillance Interface Modernization (SIM), S13.01-01 

 

Program Description

The Surveillance Interface Modernization (SIM) Program will modernize the interfaces between FAA Terminal and 

En Route surveillance radar, automation, and specific weather systems. The result will be improved 

interconnectivity with less downtime and errors, potentially increased data precision, increased aircraft surveillance 

information delivered to the air traffic automation system, and increased operational efficiency. SIM accomplishes 

these goals by improving existing Radar to Automation interfaces, message formats, and information flow to Air 

Traffic Controllers.

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Currently surveillance data is sent using Common Digitizer message format [version 2] (CD2) over point to point 

serial interfaces. SIM’s improvements are achieved by converting the radar and automation systems from the serial 

interfaces to flexible Internet Protocol (IP) addressable interfaces, over a secure network. Upgrading from serial to 

IP data transmission formats will simplify circuit management and provide a platform to enforce security policies, 

ensure delivery to each customer, and provide direct performance metrics.

The data formats will carry the additional data fields needed by automation to improve tracker, display, and safety 

logic performance. New formats enable the transmittal of extensive radar data, available at the radar sensor, to the 

automation platform. The more extensive data transmission includes the distinct 24-bit aircraft address, a time 

stamp associated with the aircraft position, Mode S data link access to aircraft sensors, and additional positional 

resolution bits which provide a more accurate determination of an aircraft’s location. 

Access to additional radar data provides performance enhancements for ATC automation systems, and allows, in the 

long-term, a more robust support of future operational improvements (OIs), the enhancement of future facilities 

capabilities, as well as providing improved backup capabilities when ADS-B surveillance becomes a primary 

resource of aircraft position reporting.

As a result of simplifying the radar data transmission architecture, the distribution of all available radar system data, 

to both the FAA and external users, will be more effective and efficient, and information security measures can be 

applied more consistently, resulting in greater flexibility with expandable information flow from the Aircraft, to 

Radar, and, ultimately, to Automation. The enhanced capabilities resulting from the SIM Program will reduce the 

maintenance overhead costs of legacy systems, reduce costs for the implementation of future systems, simplify the 

calculation for fusion of surveillance data into controller displays, add increased range resolution, and enable future 

capabilities such as Enhanced Mode S Altitude Intent. 

An Initial Investment Decision is planned for 4Q FY 2014 and Final Investment Decision FY 2015.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

As part of NextGen, existing surveillance systems will be required to serve as backup to ADS-B surveillance, and to 

provide surveillance data critical to other government agency missions (e.g. Department of Defense, Homeland 

Security). In order to support the transfer and distribution of legacy radar data, these systems must be modernized to 

incorporate modern interface requirements. To align with future NextGen requirements legacy systems will be 

required to provide data distribution other than point-to-point via modern networking techniques and transition to 

standard interface message formats with higher reporting precision which also provide additional target information 

to support future operational improvements (OIs). This program will implement a common industry standard 

communications architecture and format.

Program Plans FY 2015 – Performance Output Goals

• Achieve Final Investment Decision.

• Complete Preliminary Design Reviews.

• Contract award for Mode S data converters.

Program Plans FY 2016-2019 – Performance Output Goals

• None.

 

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2B18, VOICE RECORDER REPLACEMENT PROGRAM (VRRP)

FY 2015 Request $1.0M

• A, Voice Recorder Replacement Program – NAS Voice Recorder Program (NVRP), C23.02-01

• B, Voice Recorder Replacement Program – New Requirements Safety & Audit, C23.01-01

A, Voice Recorder Replacement Program – NAS Voice Recorder Program (NVRP), 

C23.02-01 

 

Program Description

The NAS Voice Recorder Program (NVRP) will replace digital voice recorders to provide enhanced digital voice 

recording functionality and to maintain operational availability. These new recorders will meet increasing demand 

for improved access to the data and will add needed capabilities such as increased recording capacity, recording of 

Voice Over Intranet Protocol (VoIP) telephones, and compatibility with FAA Telecommunications Infrastructure 

(FTI).

Voice recorders provide the legally accepted recording capability for conversations between air traffic controllers, 

pilots, and ground-based air traffic facilities. These recordings are used in the investigation of accidents and 

incidents and in the routine evaluation of ATC operations. These recorders are used in all Air Traffic Control 

(ATC) domains. As the voice recorder technology and voice recorder requirements have evolved, earlier digital 

voice recorders are experiencing obsolescence and supportability issues. Currently there are 465 recorders in 

service. Recorders have a 10 year operational life. The current model of voice recorders will begin to reach end of 

life starting in 2017. 

A final investment decision is planned for 2017.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

Voice recorders are used by the FAA for recording conversations between air traffic controllers, pilots, and other 

personnel at ground-based air traffic facilities. Recorded voice communications are used in the investigation of 

accidents and incidents and in the routine evaluation of ATC operations. Information from voice recorders is 

important in reducing fatalities by helping to determine causes of accident and incidents and to implement corrective 

actions. 

Program Plans FY 2015 – Performance Output Goals

• Complete initial draft requirements document.

Program Plans FY 2016-2019 – Performance Output Goals

• None.

 

B, Voice Recorder Replacement Program – New Requirements Safety & Audit, C23.01-01 

 

Program Description

Voice Recorder Replacement Program – New Requirements Safety and Audit will provide the capability for 

improved remote voice recorder access. Voice recorders provide the legally accepted recording capability for 

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conversations between air traffic controllers, pilots and ground-based air traffic facilities in all ATC domains. Voice 

recordings are used in the investigation of accidents and incidents and routine evaluation of ATC operations.

New and updated FAA Safety orders are creating additional requirements for reporting that are dependent on access 

to voice data stored on the Digital Audio Legal Recorder (DALR) systems throughout the NAS. These orders 

contain provisions that require safety related data, including recorded voice be captured regularly and analyzed for 

trends or hazards. The analyses are used to change NAS systems or procedures to reduce or eliminate risks that 

potentially have a safety impact.

These new requirements include:

• New capability for remote access and download – Traffic Analysis and Review Program (TARP) / 

Comprehensive Electronic Data Analysis and Reporting (CEDAR); 

• Unique data transfer requirements for the NTSB; and

• Ability to accommodate increased number of users.

In FY 2015, additional Safety & Audit requirements will be developed utilizing the centralized remote access 

capability installed in FY 2014. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

The upgrade to the DALR system will provide a system that will comply with the Safety Management System 

(SMS) and the associated new / updated FAA Safety orders. This will support efforts to reduce air carrier fatalities.

Program Plans FY 2015 – Performance Output Goals

• Complete initial draft requirements document for additional Safety & Audit requirements.

Program Plans FY 2016-2019 – Performance Output Goals

• None.

 

2B19, PRECISION RUNWAY MONITOR ALTERNATE (PRMA)

FY 2015 Request $1.0M

Precision Runway Monitor (PRM) – Replacement (PRMR), S08.01-02 

 

Program Description

The purpose of the Precision Runway Monitor Replacement (PRMR) program is to replace the PRM systems now in 

use at San Francisco International Airport (SFO) and Hartsfield-Jackson Atlanta International Airport (ATL). The 

FAA is currently re-evaluating the need for PRM when using triple simultaneous approaches for closely spaced 

parallel runways, such as at ATL. The FAA Flight Standards organization is reassessing the required runway 

separation requirements which may result in eliminating the need for PRM at ATL. In this case, the PRM at SFO 

would be sustained and not replaced. If the reassessment determines that PRM is required, then the program office 

will complete the investment analysis process and begin procurement activities for replacement of the systems at 

ATL and SFO. Due to the delay for reassessment, Final Investment Decision for the program has been rescheduled 

for December 2015.

PRM is a high update-rate surveillance radar specifically designed for use during inclement weather and reduced 

visibility conditions. PRM monitors closely-spaced-parallel-approaches (CSPA) in order to sustain or increase use 

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of capacity, as measured by an Airport’s Arrival Rate (AAR), during Instrument Meteorological Conditions (IMC) 

and Marginal Visual Meteorological Conditions. During IMC, air traffic separation standards require greater 

distance between aircraft approaching closely spaced runways, thus reducing the AAR below the number an airport 

is capable of accepting each hour during good visibility conditions. The system also incorporates alert algorithms to 

predict and warn controllers of aircraft deviations from their nominal approach course. A PRM system must be used 

to conduct independent simultaneous instrument approaches to side-by-side runways spaced less than 3600 feet 

apart for dual approaches and 5000 feet apart for triple approaches. Without the PRM technology, airports would be 

required to conduct dependent simultaneous approaches, significantly reducing the AAR/capacity. Independent 

operations require only side by side separation and do not require lead to follower separation that is required with 

dependent operations. At ATL, PRM increases airport departure capacity during IMC, and at SFO PRM increases 

arrival rates by up to 17% during Marginal Visual Meteorological Conditions.

At present, there are two different PRM configurations deployed within the NAS: PRM Electronic Scan Radar 

(PRM-E), the original PRM system developed by Allied Signal/Raytheon Company, and the newer PRM Alternate 

(PRM-A) system, a Saab Sensis Corporation product, that uses the Airport Surface Detection Equipment, Model X 

(ASDE-X) multilateration (MLAT) technology to provide aircraft location to controller displays. The PRM-E 

systems are currently deployed at five airports throughout the NAS; SFO, ATL, Cleveland Hopkins International 

Airport (CLE), Lambert-St. Louis International Airport (STL) and Philadelphia International Airport (PHL). The 

current PRM-E systems were installed and commissioned between 1999 and 2007. The PRM-A is a single site 

system, installed and commissioned at Detroit’s Metro Wayne County Airport (DTW) in June 2009. 

PRM-E, first installed in 1999, is experiencing increased parts obsolescence and other support issues. Repair times 

have increased significantly, to in some cases in excess of 26 weeks, due to a limited availability of critical spare 

parts, and a diminishing number of companies interested in manufacturing spare parts. 

Due to changing airport conditions, and a subsequent reduction in traffic volume, there is no longer a need for PRM 

service at CLE, PHL and STL. These airports are able to maintain an acceptable AAR level during IMC without the 

use of the PRM-E. Therefore, the PRM-E systems at CLE, STL and PHL will be decommissioned and returned to 

the FAA Logistics Center (FAALC) for use as spare parts to support the SFO and ATL PRM systems until these two 

systems are replaced by the PRMR. The plan to decommission these systems is being developed.

The PRMR program received Joint Resource Council (JRC) initial investment decision (IID) approval on September 

26, 2012. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The PRM replacement solution will ensure the continued operation of PRM service and allow the most efficient use 

of airport capacity at ATL and SFO. The selected solution will resolve the obsolescence and supportability issues, 

thus improving overall system maintainability, reliability and availability.

Program Plans FY 2015 – Performance Output Goals

• Develop the following products in support of investment analysis activities:

o Program Implementation Plan.

o Final Requirements Document.

o Final Business Case.

Program Plans FY 2016-2019 – Performance Output Goals

• None.

 

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2B20, INTEGRATED TERMINAL WEATHER SYSTEM (ITWS) TECHNOLOGY REFRESH

FY 2015 Request $4.4M

ITWS – Technology Refresh & Disposition, W07.01-02 

Program Description 

The Integrated Terminal Weather System (ITWS) provides air traffic managers with graphic, full-color displays of 

essential weather information at major U.S. airports. ITWS integrates weather data from a number of sources and 

provides a single, easily used and understood display of support products. ITWS depicts the current weather and 

generates short-term forecasts of terminal weather through the integration of data from FAA and National Weather 

Service sensors and systems, as well as from aircraft in flight. 34 ITWS sites provide weather information to a total 

of 75 airports. 

Technology Refresh of ITWS will include the systematic replacement of the ITWS Commercial Off-The-Shelf 

(COTS) system components (processors, displays, computer operating systems, and commercially available 

software) to assure continued supportability over the service life of the system. According to a supportability study 

conducted in 2010, the FAA will be unable to sustain the generation of ITWS Weather Products after 2015 without 

technology refresh. In addition, the technology refresh will allow ITWS to interconnect with the NextGen Weather 

Processor (NWP) and Common Support Services – Weather (CSS-Wx) systems and those of other NAS users 

(airport authorities, airlines, etc.) to permit seamless interoperability and common situational awareness in support 

of collaborative decision-making. 

The current schedule is to develop the prototype during FY 2014 and FY 2015 allowing technology refresh to begin 

in FY 2016 and be completed in FY 2018. A Final Investment Decision is planned for FY 2015. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

ITWS Technology Refresh will support the Performance Metric for operational availability by replacing 

unsupportable equipment. The ITWS Requirements Specification states: "The ITWS shall have an inherent 

availability of at least 0.999815". ITWS has maintained this level of operational availability at all commissioned 

sites, including 26 of the 30 core airports where ITWS is currently installed, but the technology refresh is necessary 

to provide this availability in future years.

Program Plans FY 2015 – Performance Output Goals

• Develop ITWS Technology Refresh Hardware and Software prototype.

Program Plans FY 2016 – Performance Output Goals

• Complete ITWS Technology Refresh deployment and associated activities at three ITWS sites (9% complete).

Program Plans FY 2017 – Performance Output Goals

• Complete ITWS Technology Refresh deployment and associated activities at 14 ITWS sites (50% complete).

Program Plans FY 2018 – Performance Output Goals

• Complete ITWS Technology Refresh deployment and associated activities at 17 ITWS sites (100% complete).

Program Plans FY 2019 – Performance Output Goals

• None.

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System Implementation Schedule 

 

C: Flight Service Programs

2C01, AVIATION SURFACE WEATHER OBSERVATION SYSTEM

FY 2015 Request $8.0M

Aviation Surface Weather Observation Network (ASWON) – Technology Refresh, W01.03-

01 

 

Program Description 

The Aviation Surface Weather Observation Network (ASWON) is a portfolio program that consists of the following 

surface weather sensor systems: the Automated Surface Observing System (ASOS), Automated Weather 

Observation System (AWOS), Automated Weather Sensor Systems (AWSS), Stand Alone Weather Sensors 

(SAWS), Digital Altimeter Setting Indicator (DASI), F-420 Wind Sensor, and AWOS Data Acquisition System 

(ADAS). 

These systems, except the ADAS, are located at airports and measure and report weather conditions such as 

temperature, barometric pressure, visibility, precipitation type and amount, cloud height and coverage, and wind 

speed and direction. The ADAS, located in FAA En Route centers, accepts weather data from ASOS, AWSS, and 

AWOS and retransmits the data to weather processor systems like Integrated Terminal Weather System (ITWS) and 

Weather and Radar Processor (WARP). 

The ASWON Technology Refresh program will provide compatible technology upgrades and/or replacements to 

five legacy ASWON systems (ASOS, AWOS, AWSS, DASI, F-420) experiencing obsolescence, supportability, and 

maintainability issues. This sustainment effort will enable these systems to continue their role of providing weather 

information to allow safe operation of the NAS. Successful implementation will also result in a common hardware 

platform and software baseline -- this will reduce development costs; logistics support costs, and software 

maintenance costs/effort.

 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Target 

ASWON Technology Refresh contributes to maintaining operational availability by replacing obsolete 

unsupportable equipment experiencing increasing failure rates. Continued failures of weather sensing equipment 

will result in a loss of ASWON services and subsequent inability to maintain current operational availability levels 

of 99.7%.

Integrated Terminal Weather System (ITWS) - 

Technology Refresh

First ORD: April 2003 -- Last ORD: August 2010 (34th Unit) ITWS

Tech Refresh: First site Deployment: 2016 -- Last site: 2018 TR

2010 2015 2020

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Program Plans FY 2015 – Performance Output Goals

• Install AWSS Technology Refresh mods at 20 additional sites (21 of 44, 48%).

• Install AWOS Technology Refresh mods at 40 additional sites (65 of 187, 35%). 

• Install DASI Technology Refresh mods at key site (1 of 180).

• Install F-420 Technology Refresh mods at key site (1 of 210).

Program Plans FY 2016 – Performance Output Goals

• Install AWSS Technology Refresh at 23 remaining sites (44 of 44, 100%). (APB milestone)

• Install AWOS Technology Refresh mods at 50 additional sites (115 of 187, 61%). 

• Install DASI Technology Refresh mods at 40 additional sites (41 of 180, 23%).

• Install F-420 Technology Refresh mods at 30 additional sites (31 of 210, 15%).

• Begin ASOS Software Operational Test and Evaluation (OT&E) at key site.

Program Plans FY 2017 – Performance Output Goals

• Install AWOS Technology Refresh at remaining 72 sites (187 of 187, 100%). (APB milestone)

• Install DASI Technology Refresh mod at 40 sites (81 of 180, 45%).

• Install F-420 Technology Refresh mods at 40 sites (81 of 210, 40%).

• Install ASOS Technology Refresh mods at 50 sites (50 of 517, 10%).

Program Plans FY 2018 – Performance Output Goals

• Install DASI Technology Refresh mods at 40 additional sites (121 of 180, 67%).

• Install F-420 Technology Refresh mods at 60 additional sites (141 of 210, 67%).

• Install ASOS Technology Refresh mods at 150 additional sites (201 of 571, 35%).

Program Plans FY 2019 – Performance Output Goals

• Complete DASI Technology Refresh. (APB milestone) 

• Complete F-420 Technology Refresh, (APB milestone)

• Install ASOS Technology Refresh mods at 150 additional sites (351 of 571, 62%).

System Implementation Schedule

 

2C02, FUTURE FLIGHT SERVICES PROGRAM (FFSP)

FY 2015 Request $1.0M

Future Flight Services Program, A34.01-01 

 

Program Description

The goal of this program is to continue the accurate and consistent delivery of flight service information to the 

general aviation (GA) community, while ensuring safe and efficient flight operations. This program will also reduce 

Aviation Surface Weather Observation Network 

(ASWON) – Technology Refresh

First site 2014 -- Last site 2020 ASWON TR

AWSS Technology Refresh: First site 2014 -- Last site September 2016 AWSS TR

AWOS Technology Refresh: First site 2014 -- Last site September 2017 AWOS TR

DASI Technology Refresh: First site 2015 -- Last site September 2019 DASI TR

F-420 Technology Refresh: First site 2015 -- Last site September 2019 F-420 TR

ASOS Technology Refresh: First site 2017 -- Last site September 2020 ASOS TR

2010 2015 2020

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the overall cost associated with delivering flight services, while increasing the efficiency of delivery. Through 

stakeholder engagement, community outreach, and working with industry partners, this program will analyze the 

delivery of existing services and develop requirements necessary to acquire and implement new techniques for 

service delivery that meet programs goals and objectives.

Flight services are currently being provided to the GA community by multiple platforms. These services are 

provided within the Continental U.S., Puerto Rico, Alaska, and Hawaii, and include: 

• pilot weather briefings; 

• flight planning services; 

• coordination ofVisual Flight Rules (VFR) flight plans; 

• orientation services to lost aircraft; 

• weather broadcasts delivered on the radio frequencies of selected Navigational Aids (NAVAIDs), 

• issuance of Notices to Airman (NOTAMs); and 

• Search and Rescue (SAR) coordination. 

Flight services in the lower 48 states are being provided by contractor personnel, Flight Services in Alaska are being 

provided by government personnel. GA pilots can also access flight service information directly via a web portal

that eliminates the need for speaking directly to a flight service specialist.

Flight services are currently being provided under three separate contracts: 

• Direct User Access Terminal System (DUAT/S); 

• Automated Flight Service Station (AFSS); and 

• Operational and Supportability Implementation System (OASIS) in Alaska. 

This program supports the transition to a new AFSS contract, which is planned to be awarded in the 3rd quarter FY 

2017. The primary objective of the program is to use automation to improve the delivery of flight service, and 

reduce the overall cost to the FAA. IID is planned in FY 2015 and FID is planned in FY 2017.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 2 – Reduce the general aviation fatal accident rate to no more than one (1) fatal 

accident per 100,000 flight hours by 2018. 

Relationship to Performance Metric

The program will enhance GA and NAS users’ safety awareness by providing more accurate and efficient updates to

changing weather conditions, which will allow pilots to make better decisions regarding how to avoid hazardous 

weather. FFSP will also provide, a more timely Search and Rescue (SAR) response. 

Program Plans FY 2015 – Performance Output Goals

• Develop the following products in support of Investment Analysis (IA) activities for the new AFSS contract:

o Develop/Release Market Survey

o Develop Initial Program Requirements Document

o Develop Final Program Requirements Document 

• Achieve an IID.

Program Plans FY 2016 – Performance Output Goals

• Develop the remaining IA products for the new AFSS contract:

o Develop Independent Government Cost Estimate (IGCE);

o Develop CFO Package

o Develop Request For Proposal (RFP)/Screening Information Request (SIR) for the new AFSS contract.

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Program Plans FY 2017 – Performance Output Goals

• Achieve a FID.

• Award new AFSS contract.

Program Plans FY 2018-2019 – Performance Output Goals

• Milestones will be developed at FID based on pending contract transition.

 

2C03, ALASKA FLIGHT SERVICE FACILITY MODERNIZATION (AFSFM)

FY 2015 Request $2.8M

Alaska Flight Service Facility Modernization (AFSFM), F05.04-02 

 

Program Description

The Alaska Flight Service Facility Modernization (AFSFM) program modernizes or replaces the Flight Service 

facilities in Alaska to ensure the security and sustainment of Flight Services, and develop the infrastructure for 

continuity of operations. Over 1/3 of the 17 Alaska Flight Service facilities were constructed in the 1970’s and 

require extensive renovations to meet current building codes, fire life safety, Architectural Barriers Act Accessibility 

Standard (ABAAS) and electrical standards. Specifically, Flight Service buildings will be updated to meet 

Occupational Safety and Health Administration (OSHA) and Americans with Disabilities Act (ADA) requirements, 

and the electrical and safety systems will be upgraded to ensure they meet standards.

In coordination with Alaska Technical Operations and the Western Service Center, plans are developed to maintain 

and sustain Alaskan Flight Services facilities.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The AFSFM program will directly contribute to the FAA’s Strategic Priority to Deliver Benefits through 

Technology and Infrastructure by increasing operational availability and capabilities by providing facilities upgrades 

and addressing quality of life issues in existing Alaska Flight Services Facilities.

Program Plans FY 2015 – Performance Output Goals

These actions may be superseded if a higher priority need is entered into the CWP prior to their beginning: 

• Replace and upgrade the interior and exterior lighting at the Fairbanks AFSS.

• Decommission the old Gulkana FSS building.

• Decommission the old Kotzebue FSS buildings.

• Complete Roof Replacement at Ketchikan FSS.

• Refurbish the equipment rooms, break rooms, pilot briefing rooms, and rest rooms at the Ketchikan, Deadhorse 

FSS, Kotzebue FSS, and Nome FSS facilities.

Program Plans FY 2016 – Performance Output Goals

These actions may be superseded if a higher priority need is entered into the CWP prior to their beginning: 

• Refurbish/upgrade building interior (break room, pilot briefing room, rest rooms, etc.) at Kenai FSS and Juneau 

AFSS.

• Complete roof replacement at Fairbanks FSS.

• Complete refurbishment of the Heating, Ventilation, and Air Conditioning (HVAC) System at Juneau FSS.

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Program Plans FY 2017 – Performance Output Goals

These actions may be superseded if a higher priority need is entered into the CWP prior to their beginning: 

• Complete roof replacement at Kenai FSS.

• Complete roof replacement at Juneau FSS.

• Complete refurbishment of the Heating, Ventilation, and Air Conditioning (HVAC) system at Talkeetna FSS.

Program Plans FY 2018 – Performance Output Goals

These actions may be superseded if a higher priority need is entered into the CWP prior to their beginning: 

• Upgrade Heating System Boilers at Fairbanks FSS.

• Complete roof replacement at Deadhorse FSS.

• Complete roof replacement at Talkeetna FSS.

• Complete refurbishment of the Heating, Ventilation, and Air Conditioning (HVAC) system at Deadhorse FSS.

Program Plans FY 2019 – Performance Output Goals

These actions may be superseded if a higher priority need is entered into the CWP prior to their beginning: 

• Complete roof replacement at Nome FSS.

• Complete roof replacement at Kotzebue FSS.

• Complete refurbishment of the Heating, Ventilation, and Air Conditioning (HVAC) system at Nome FSS.

 

2C04, WEATHER CAMERA PROGRAM

FY 2015 Request $0.2M

Weather Camera Program – Future Segments, M08.31-02 

 

Program Description 

The Weather Camera Program sustains the operational Weather Cameras which are installed at airports and strategic 

en route locations to provide pilots, dispatchers and flight service station specialists with real-time video weather 

information in Alaska. The program ensures that camera network services are available, reliable, responsive, and 

accessible to the aviation pilots and aviation user groups. The program provides camera facility maintenance and 

restoral activities, maintains and operates system servers, software, and networks, and provides continued system 

automated monitoring, trouble ticket management and tracking, and operations reporting processes. The program 

provides logistics, spares, and technician training. It manages all of its procurement requirements and needs, 

equipment procurement, and manages its telecommunication contracts, site facility lease contracts, 

telecommunications contracts and site maintenance contracts and it maintains and reports its required program 

performance metrics. The Program Office also provides the renovation of structures that house the camera systems 

and provides upgrades to the poor performing sites. These sites must be refurbished periodically due to age and 

outdated equipment as well as damages caused by and exposure to environmental elements such as extreme cold 

weather, high winds, and other weather conditions. 

Images are updated every 10 minutes and stored for six hours to be used in a loop function for weather trending 

analysis by pilots. These images are made available through a user-friendly, web-enabled application: 

http://avcams.faa.gov. In addition to improving aviation safety benefits, the cameras improve operator efficiency by 

reducing unnecessary flight time caused by weather-related in-flight interruptions. According to the Post 

Implementation Review aviation efficiency in flight time and fuel savings has improved by 63%. Over the life cycle 

of the Weather Camera Program, this saves millions of dollars of fuel expenses and reduces the overall carbon 

footprint. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 2 – Reduce the general aviation fatal accident rate to no more than one (1) fatal 

accident per 100,000 flight hours by 2018. 

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Relationship to Performance Metric

In the state of Alaska, flying is equivalent to driving in the contiguous US, making the use of small aircraft essential 

to everyday life. Many times flying is the only means to get children to/from school activities; to transport service 

providers such as clergy, doctors, dentists, and nurses; to deliver patients to medical facilities; and to supply the 

communities with groceries, fuel, and mail. Even though flying is essential, the rapidly changing weather presents 

challenges that affect the accident rate in Alaska. FAA data indicates accident rates in Alaska have been nearly 400 

percent above the national average.

Limited weather information in Alaska contributes to a higher risk of accidents and can result in flight inefficiencies. 

Without weather information about their destination airport and route of flight, pilots cannot make informed 

decisions on whether it is safe to fly or continue their flight. This can lead to accidents or unnecessary fuel costs, 

caused by the need to circumvent bad weather or, in some cases, to land at an alternate airport. There is a need for 

pictorial views of current weather conditions accessible to the aviation community in Alaska, and the FAA Weather 

Camera Program has installed aviation weather cameras as an aid to Visual Flight Rule (VFR) pilots operating in 

Alaska.

Between 1990 and 2006, there were 1497 commuter and air taxi crashes in the United States. Of these accidents, 

520 occurred in Alaska (35% of the total). Historically, the National Transportation Safety Board (NTSB) has stated 

that on a national average, 22.6% of all accidents are in some way weather related. For the State of Alaska, this 

would translate into an average of 7.3 weather related accidents per year within the 1990-2006 time frames. Two of 

the Weather Camera Program’s, internal goals are to help reduce weather related accidents in Alaska. The first goal 

is to reduce the En Route or Approach and Landing Low visibility related accident rate per 100,000 operations for 

Non-IFR capable commercial and general aviation aircraft within the state of Alaska. The second goal is to reduce 

the number of unnecessary flight hours caused by lack of weather information.

To date, and according to the Post Implementation Review, the Weather Camera Program is exceeding its expected 

performance metrics in Alaska by reducing weather-related aviation accidents from 0.28 accidents per 100,000 

operations to 0.13 accidents (53% reduction). 

Program Plans FY 2015 – Performance Output Goals

• Replace the Camera System Central Server at the Anchorage Regional Operations Center (ROC).

• Replace legacy and failing cameras/routers at five sites.

Program Plans FY 2016 – Performance Output Goals

• Replace legacy and failing cameras/routers at five sites.

• Refurbish or relocate mountain pass high-sites at: Merrill Pass High and Merrill Pass Low. 

Program Plans FY 2017 – Performance Output Goals

• Replace legacy and failing cameras/routers at five sites.

• Refurbish mountain pass high-sites at: Lake Clark Pass East, Lake Clark Pass West and Misty Fiords.

Program Plans FY 2018 – Performance Output Goals

• Replace legacy and failing cameras/routers at five sites.

• Refurbish remote powered camera sites: Grave Point, Cape Fanshaw, Skwentna and Summit.

Program Plans FY 2019 – Performance Output Goals

• Replace legacy and failing cameras/routers at five sites.

 

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D: Landing and Navigation Aids Programs 

2D01, VHF OMNIDIRECTIONAL RADIO RANGE (VOR) WITH DISTANCE MEASURING 

EQUIPMENT (DME)

FY 2015 Request $8.3M

• A, Very High Frequency Omni-Directional Range (VOR) Collocated with Tactical Air Navigation 

(VORTAC), N06.00-00

• B, VOR – Minimum Operating Network (MON) Implementation Program, N06.01-01

A, Very High Frequency Omni-Directional Range (VOR) Collocated with Tactical Air 

Navigation (VORTAC), N06.00-00 

 

Program Description 

This program replaces, relocates, or converts VOR and VORTAC facilities to improve NAS efficiency and capacity. 

VOR, Tactical Air Navigation (TACAN) and VORTAC (combination VOR and TACAN) systems provide 

navigational guidance for civilian and military aircraft in both the en route and terminal areas. Decisions concerning 

the VOR Minimum Operational Network (MON) will determine, whether VOR or TACAN systems will remain in 

service or be shut down. If they are retained, they will serve as a backup to satellite navigation and continue to 

define VOR routes and procedures for legacy users. Until that transition is complete, VORTACs must remain in 

service and may be relocated, technologically refreshed, or replaced. Currently 60% of the VORTAC systems are 

beyond their estimated service life. It is projected that within 10-15 years all existing VORTAC systems will be 

beyond their estimated service life.

There are over 1,000 VORTACs or VORs with DME currently operating in the United States. They are used by 

pilots as a primary navigation aid, and direct lines between VORs are used to define established air routes. 

This program also procures and installs Doppler VOR (DVOR) electronic kits and DVOR antenna kits to dopplerize 

a conventional VOR. There are numerous VORs that have restrictions due to encroachment of obstacles that block 

the transmission of VOR electronic signals. These restrictions are having a serious impact on both en-route and 

arrival and departure procedures. The main natural encroachment comes from the growth of vegetation, mostly 

trees, which are located outside the area controlled by FAA, but are now tall enough to cause electromagnetic 

interference. Many manmade obstacles cause the same electromagnetic interference, examples are the construction 

of tall buildings, new industrial parks with their high concentration of metal buildings, transmission lines, 

radio/TV/cell towers and most recently, wind farms. Dopplerizing a VOR eliminates most of these restrictions.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

The service life of VOR/VORTAC facilities is either near or past the designed useful life of these systems. 

Sustaining, relocating, or dopplerizing these facilities maintains their operational availability at or above 99.7% in 

the short term. 

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Program Plans FY 2015 – Performance Output Goals

• Procure five DVOR Doppler Antenna Kits.

• Procure two DVOR electronic kits.

• Complete one on-going DVOR project.

• Complete analysis to determine the feasibility of redesigning the Line Replaceable Units (LRU) for the current 

VOR.

Program Plans FY 2016 – Performance Output Goals

• Procure five DVOR Doppler Antenna Kits.

• Procure two DVOR electronic kits.

• Complete one on-going DVOR project.

Program Plans FY 2017 – Performance Output Goals

• Procure five DVOR Doppler Antenna Kits.

• Procure two DVOR electronic kits.

• Complete one on-going DVOR project.

Program Plans FY 2018 – Performance Output Goals

• Procure five DVOR Doppler Antenna Kits.

• Procure two DVOR electronic kits.

• Complete one on-going DVOR project.

Program Plans FY 2019 – Performance Output Goals

• Procure 10 DVOR Doppler Antenna Kits.

• Procure 10 DVOR electronic kits.

• Complete two on-going DVOR projects.

• Initiate one new DVOR project.

 

B, VOR – Minimum Operating Network (MON) Implementation Program, N06.01-01 

 

Program Description 

In order to provide navigation services that more efficiently meet the goals of the NextGen, a transition from the use 

of VHF Omni-directional Range (VOR) defined route structures as the primary means of navigation to that of 

Performance-Based Navigation (PBN), using Area Navigation (RNAV) and Required Navigation Performance 

(RNP), supporting satellite navigation (SATNAV), is necessary. The current process for defining airways, routes, 

and developing procedures using VORs will transition to a more efficient development of routes that provide 

improved accuracy, availability, integrity, and continuity to support PBN. This transition strategy is described in the 

Federal Register Notice, which was briefed at the October 31, 2011 NextGen Management Board and approved for 

public release in December 2011.

The VOR Minimum Operational Network (MON) implementation program will prepare the analyses, 

documentation and implementation plan for downsizing the VOR network to the minimum required as a backup 

navigation system for VOR equipped aircraft. It would allow these aircraft to navigate and/or land safely under IFR 

in the event of an unplanned Global Positioning System (GPS) outage; however, the planned backup capability will 

be less robust than the current VOR network. Sufficient facilities will be retained so that navigation and landing can 

be accomplished without the necessity of using radar vectors, thus reducing the reliance on air traffic controllers, 

who may incur a high workload when dealing with the effects of a GPS outage. This program will transition the 

legacy network of approximately 967 VORs to a MON of approximately 500 VORs by 2025. Downsizing the VOR 

network to the minimum required for a backup navigation system provides an opportunity for cost avoidance and 

savings. 

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The program is currently in the Acquisition Management System process. Investment Analysis Readiness Decision 

(IARD) was approved in March 2014. The program is scheduled for Final Investment Decision (FID) in March

2015. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 5 – Optimize airspace and Performance Based Navigation (PBN) procedures to 

improve efficiency an average of 10 percent across Core airports by 2018. (FAA Business Planning 

Metric)

Relationship to Performance Metric 

The use of GPS for aircraft navigation has increasingly reduced the need for ground based navigation aids for most 

domestic en route and terminal flights under instrument flight rules. Many aviation users no longer use Very High 

Frequency (VHF) Omni Ranges (VORs) for normal navigation and could potentially rely on using augmented GPS 

as a primary source. However, the risk of outages of GPS and other GNSS systems is well known, both from 

scheduled interference (e.g., Department of Defense [DoD] testing and exercises) or unscheduled events. 

Accordingly, the FAA is planning to maintain a backup navigation capability to provide service in case of a GPS 

outage. 

Program Plans FY 2015 – Performance Output Goals

• Achieve Final Investment Decision. 

• Additional activities and output goals will be dependent on FID.

Program Plans FY 2016-2019 – Performance Output Goals

• None. 

 

2D02, INSTRUMENT LANDING SYSTEMS (ILS) – ESTABLISH

FY 2015 Request $7.0M

Instrument Landing Systems (ILS), N03.01-00 

 

Program Description 

This program replaces older ILS equipment. The ILS provides the pilot with both vertical and horizontal guidance 

information allowing aircraft to land in weather conditions that would otherwise be prohibited. The ILS also 

enables airports to meet increasing traffic demands. The ILS includes three components, a localizer which gives 

lateral guidance to the runway centerline, a glide slope to give vertical guidance and marker beacons. The ILS sends 

information to instruments in the cockpit so that the pilot can maintain a predetermined flight path to the runway 

even in low visibility. Some aircraft are equipped with an autopilot which can directly receive ILS signals to 

automatically guide the plane to a landing.

There are three categories of ILS. Each category is defined by the lowest altitude at which a pilot is able to decide 

whether to land or abort (decision height) and how far the pilot can see the runway (runway visual range).

• Category I: Decision Height (DH) 200 feet and Runway Visual Range (RVR) 2,400 feet (with touchdown 

zone and centerline lighting, RVR 1,800 feet)

• Category II: DH 100 feet and RVR 1,200 feet

• Category IIIa: No DH or DH below 100 feet and RVR not less than 700 feet

• Category IIIb: No DH or DH below 50 feet and RVR less than 700 feet but not less than 150 feet

• Category IIIc: No DH and no RVR limitation, requires an autopilot

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Approximately 1,200 runway ends are equipped with an ILS in the U.S. Of these, approximately 125 are more than 

25 years old and may be replaced, because they have exceeded their expected service life and their original 

manufacturer no longer provides support. The FAA is aggressively pursuing implementation of satellite navigation 

but until that transition is complete, the ILS remains the world standard for providing approach and landing services. 

In FY 2024 more than 700 ILS currently deployed will exceed their service life.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Establishing ILS precision approach capability allows lower minimums for landings and helps to maximize NAS 

use. Lowering minimums allows operations in poor weather conditions, which, in effect, is the same as an increase 

in airport capacity. 

Program Plans FY 2015 – Performance Output Goals

• Procure five ILS systems and ancillary equipment.

• Complete approximately five ILS replacement projects.

• Attain Service for two ILS projects.

• Develop plans to initiate approximately three new sustain ILS replacement projects.

Program Plans FY 2016 – Performance Output Goals

• Procure five ILS systems and ancillary equipment.

• Complete approximately five ILS replacement projects.

• Attain Service for two ILS projects.

• Develop plans to initiate approximately three new sustain ILS replacement projects.

Program Plans FY 2017 – Performance Output Goals

• Procure five ILS systems and ancillary equipment.

• Complete approximately five ILS replacement projects.

• Attain Service for two ILS projects.

• Develop plans to initiate approximately three new sustain ILS replacement projects.

Program Plans FY 2018 – Performance Output Goals

• Procure five Instrument Landing Systems.

• Install Instrument Landing Systems at five locations.

Program Plans FY 2019 – Performance Output Goals

• Procure eight ILS systems and ancillary equipment.

• Complete approximately seven ILS replacement projects.

• Attain Service for two ILS projects.

• Develop plans to initiate approximately five new sustain ILS replacement projects.

 

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2D03, WIDE AREA AUGMENTATION SYSTEM (WAAS) FOR GPS

FY 2015 Request $103.6M

Wide Area Augmentation System (WAAS), N12.01-00 

 

Program Description

WAAS consists of a network of 38 precisely located ground reference stations distributed across the continental 

United States and Alaska that monitor the global positioning system (GPS) satellite signals. Three master stations 

collect the reference station data and calculate corrections and integrity messages for each GPS satellite. The 

WAAS messages are broadcast to user receivers via leased navigation transponders on three commercial 

geostationary (GEO) satellites. The receiver on the aircraft applies the corrections and uses the integrity information 

from the WAAS message to ensure the validity and obtains a precise navigation position. 

WAAS became operational July 10, 2003. Following commissioning, WAAS began the Full Localizer Performance 

with Vertical guidance (LPV) segment (Phase II) which involved development, modernization, technology refresh 

and enhancement of WAAS. This program enhanced WAAS by extending availability of LPV over the entire 

CONUS and Alaska. 

WAAS is currently in Phase III of the program, which allows Full LPV-200 Performance (precision approach 

guidance to within 200 feet vertically of the runway). Phase IV, Dual Frequency Operations, will begin in 2014 to 

leverage the improvements the Department of Defense (DoD) will make as part of its GPS modernization program.

WAAS addresses the following performance gaps:

• Lack of precise navigation capabilities (airports/runways that do not have conventional ground-based 

navigation aids to support precise navigation); and

• Lack of stable vertical guidance for approaches to airports not equipped with ILS. 

WAAS provides or supports the following improvements and capabilities:

• WAAS is a critical enabling technology for NextGen by providing precise aircraft position information that 

enables the realization of several NextGen operational improvements; 

• The WAAS program will continue to develop LPV/Localizer Performance (LP) procedures for all 

remaining qualified runways enabling more low visibility access into airports; 

• WAAS supports the redesign of airspace to establish Area Navigation (RNAV) routes in the terminal and 

en route environments (T and Q routes). These more direct routes will increase efficiency and capacity; 

• In Alaska, WAAS enables users to operate under Instrument Flight Rules (IFR) on routes currently 

classified as uncontrolled airspace due to lack of radar coverage. WAAS enabled routes improve operator 

efficiency, access and safety; and 

• WAAS is currently supporting near-term demonstrations/validations of operational improvements for 

vertical flight aircraft, business/regional jets, and legacy air carriers that are made possible by airspace 

redesign and WAAS LPV approaches.

In FY 2014, the WAAS program will seek a final investment decision for Phase IV, Dual Frequency Operations. In 

2008, the DoD notified the GPS user community through a Federal Register Notice (Vol. 73, NO. 96) that the 

accessibility of the L2 P(Y) signal cannot be assured beyond December 2020. In order to sustain WAAS operations, 

the FAA must replace the use of the GPS L2 P(Y) signal with the second civil frequency (L5). L5 can be used by 

civilian receivers and provides improved accuracy for civil users of GPS. Users who equip with new dual frequency 

(L1/L5) avionics will be able to process inputs from both GPS frequencies to internally calculate ionospheric 

corrections providing a more robust LPV-200 signal. The expectation is that users will equip with dual frequency 

(L1/L5) avionics when the upgraded system is operational. For those users who do not upgrade their avionics, 

WAAS will continue to support single frequency users during Phase IV.

The program funds the following activities: 

• GEO Satellites: Satellite leases for the existing GEO #3, GEO #4, and Gap Filler GEO, as well as the 

development of the satellite payloads and ground infrastructure for the 5th and 6th leased GEOs which will 

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replace two of the existing satellite leases. There will be a continuing need for replacement GEOs 

throughout the WAAS lifecycle to ensure the current and future WAAS signal in space remains available. 

WAAS requires a minimum of three GEO satellites to meet performance requirements; 

• Technology Refresh: Ongoing technology refresh to include integration of a new WAAS reference station 

G-III receiver, integration of a new safety computer, upgrades to the terrestrial communication system 

(TCS) and development and fielding of new processors;

• NAS Implementation: Supports the following activities: feasibility studies, procedure design, procedure 

development, flight inspection and surveys for WAAS procedures. Additionally, this includes data 

collection by operators, benefits analysis, avionics integration and development of WAAS-specific 

procedures within the NAS; 

• Technology Evolution: Research activities to support current WAAS capability (threat model assessments, 

ionospheric effects analysis, safety analyses and improving/maintaining interoperability with international 

Satellite Based Augmentation Systems (SBAS)) and research future capabilities to extend satellite 

navigation supported operations. Support studies for the development and validation of standards 

supporting integration of modernized signals and services such as Advanced Receiver Autonomous 

Integrity Monitoring (ARAIM); and

• Program Management/Technical Support: Technical assistance contracts to support program management, 

planning, software and hardware development, software and safety assurance, finance, acquisition, system 

performance assessment, logistics, training, test and evaluation, reliability-maintainability-availability 

(RMA) analysis, quality assurance (QA), human factors (HF), earned-value management (EVM), security, 

safety engineering and specialty engineering.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 2 – Reduce the general aviation fatal accident rate to no more than one (1) fatal 

accident per 100,000 flight hours by 2018. 

Relationship to Performance Metric

WAAS provides vertical and horizontal guidance enabling pilots to make stable, vertically guided approaches to all 

qualified runway ends in the continental United States and most of Alaska, in most meteorological conditions. The 

WAAS navigation signal allows pilots to fly with reduced position uncertainty regardless of location within the 

NAS, enhancing safety. In terminal area and approach operations, a Flight Safety Foundation Report found that 

there is nearly an 8 fold reduction in approach accident rates (53 per million for non-precision approaches vs. 7 per 

million for precision approaches) when precision vs. non-precision approaches were used. Specifically, 141 

accidents could be prevented over a 20 year time period and saving over 250 lives when using WAAS for vertically 

guided approaches at airports where stable vertical guidance is not available or not used today. Currently, ILS 

provides precision vertically guided approaches at only 1,283 of the nation’s 19,000 runway ends. WAAS is able to 

provide the same level of precision at over 3,889 runway ends (as of January 9, 2014). 

Program Plans FY 2015 – Performance Output Goals

GEO Satellites: 

• Provide funding for three WAAS geostationary satellite leases.

• Complete GEO 5 Radio Frequency Uplink and Ground Uplink Station (GUS) development.

Technology Refresh: 

• Implement Processor Upgrades for Dual Frequency Operation. 

• Complete Telecommunications Upgrade. 

• Complete fielding of 50% of Third Generation Reference receiver (G-III) fielding.

NAS Implementation: 

• Develop and publish 100 WAAS LPV/LP approach procedures.

Technology Evolution: 

• Establish Message Format for Dual-Frequency Multi-Constellation Definition Document.

• Complete Preliminary Draft of Dual-Frequency SBAS Minimum Operational Performance Standards (MOPS).

• Establish requirements for Scintillation to improve overall system performance.

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Program Plans FY 2016 – Performance Output Goals

GEO Satellites: 

• Provide funding for three WAAS geostationary satellite leases.

• Complete GEO 5 satellite launch and in-orbit test.

• Complete GEO 6 GUS development.

Technology Refresh:

• Develop and complete GEO 5 Signal Generator Subsystem (SGS) installation.

• Complete GEO 5 SGS fielding and deployment.

• Complete GEO 6 SGS Development.

• Complete processor/Operating System/Compiler upgrades.

• Complete Telecommunications Upgrade and all cutovers.

• Complete Telecommunications services for GEO 5 GUS sites.

• Complete Third Generation Reference receiver (G-III) fielding.

NAS Implementation: 

• Develop, evaluate and publish remaining WAAS LPV/LP approach procedures out of 5,218 qualified runways 

in the NAS that can support a WAAS approach. 

Technology Evolution: 

• Develop prototype ARAIM concepts for evaluation.

• Develop draft MOPS for Dual-Frequency/Multi-constellation WAAS.

• Develop preliminary requirements to support MOPS development for ARAIM.

• Conduct an Initial Galileo Signal Assessment for potential inclusion into WAAS.

Program Plans FY 2017 – Performance Output Goals

GEO Satellites: 

• Provide funding for three WAAS geostationary satellite leases with funding for additional GEO for part of FY 

due to fielding overlap (Field new GEO before decommissioning legacy GEO).

• Complete GEO 6 integration and testing.

Technology Refresh: 

• Complete new G-III signal data processing.

• Field new Safety Computer at WAAS Master Station (WMS).

• Develop and complete GEO 6 SGS installation.

• Integrate GEO 5 into Operational WAAS.

NAS Implementation: 

• None.

Technology Evolution:

• Conduct initial evaluation of Prototype Dual Frequency Algorithms.

• Conduct testing of ARAIM system elements.

• Establish draft MOPS for ARAIM.

Program Plans FY 2018 – Performance Output Goals

GEO Satellites: 

• Provide funding for three WAAS geostationary satellite leases with funding for additional GEO for part of FY 

due to fielding overlap (Field new GEO before decommissioning legacy GEO).

Technology Refresh: 

• Deploy software update to Safety Computers at WMS sites.

NAS Implementation: 

• None.

Technology Evolution:

• Conduct system level evaluation of Prototype Dual Frequency Algorithms.

• Conduct integrated testing of ARAIM.

• Complete Final Draft of Dual-Frequency MOPS for SBAS.

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Program Plans FY 2019 – Performance Output Goals

GEO Satellites: 

• Provide funding for three WAAS geostationary satellite leases.

• Establish contract for GEO 7.

Technology Refresh: 

• Integrate GEO 6 into Operational WAAS.

NAS Implementation: 

• None.

Technology Evolution: 

• Establish government/industry partnerships to support initial development and evaluation of dual-frequency 

MOPS.

 

2D04, RUNWAY VISUAL RANGE (RVR) & ENHANCED LOW VISIBILITY OPERATIONS (ELVO)

PROGRAM

FY 2015 Request $6.0M

• A, Runway Visual Range (RVR) – Replacement/Establishment, N08.02-00

• B, Enhanced Low Visibility Operations (ELVO), N08.03-01

A, Runway Visual Range (RVR) – Replacement/Establishment, N08.02-00 

 

Program Description 

The Runway Visual Range (RVR) program replaces older RVR equipment with PC-Based RVR equipment. RVR 

provides pilots and air traffic controllers with a measurement of the visibility at key points along a runway. That 

data is used to decide whether it is safe to take off or land during limited visibility conditions. During reduced 

visibility weather conditions, RVR system measurements are used by Air Traffic to establish airport operating 

categories; thus, properly equipped aircraft with a trained crew may continue operations under reduced visibility 

Category I and Category II/III conditions. The RVR decreases diversions and delays at an airport by providing an 

accurate measure of the runway visibility. The RVR information affects airline scheduling decisions and air traffic 

management decisions regarding whether flight plans should be approved for an aircraft to fly to or take off from an 

airport with low visibility. There are 280 airports in the NAS that have RVR systems.

The new-generation RVR and PC-based RVR are safer than the older systems, because the equipment is mounted on 

frangible low-impact-resistant structures that break away if hit by aircraft during take-off or landing. Replacement 

decisions are prioritized based on the level of activity at the airport, equipment age and life-cycle issues, such as: 

Reliability, Availability and Maintainability. This program also provides the equipment for sites that have recently 

qualified for an upgrade from a Category I to a Category II/III precision approach. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

Older RVR systems are maintenance intensive, resulting in excessive downtime. This negatively affects airport 

capacity and reduces adjusted operational availability. The replacement or upgraded equipment requires less 

maintenance and repair time, which reduces system downtime, and supports the performance measure to maintain 

operational availability of the NAS. 

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Program Plans FY 2015 – Performance Output Goals

• Install RVR systems at 14 locations.

Program Plans FY 2016 – Performance Output Goals

• Procure eight RVR systems.

• Install RVR systems at eight locations.

Program Plans FY 2017 – Performance Output Goals

• Procure eight RVR systems.

• Install RVR systems at eight locations. 

Program Plans FY 2018 – Performance Output Goals

• Procure eight RVR systems.

• Install RVR systems at eight locations.

Program Plans FY 2019 – Performance Output Goals

• Procure 12 RVR systems.

• Install RVR systems at 12 locations.

• Initiate RVR projects at eight locations.

 

B, Enhanced Low Visibility Operations (ELVO), N08.03-01 

 

Program Description

The Enhanced Low Visibility Operations (ELVO) Program Phase II provides the equipment and procedures to allow 

for reduced minimums for landing and takeoff during periods of low visibility at selected airports. Phase 1 of the 

program established the criteria for low visibility operations and implemented more than 985 new procedures that 

did not require infrastructure investment. These reduced minimums require that visibility as measured by the 

Runway Visual Range (RVR) system be at or above them when Instrument Flight Rules (IFR) conditions exist. 

ELVO Phase II continues the work initiated by Flight Standards to put into place additional low visibility 

capabilities within the NAS. These additional capabilities include: RVR1800, Special Authorization (SA) Category 

(CAT) I, SA CAT II, and lower than standard IFR take off minimums. These low visibility flight operations were 

shown to provide significant additional benefit to operations and increase NAS efficiency. In addition to the lower 

than standard IFR take off minimums (as low as 500RVR), the table below shows the low visibility flight operations 

ELVO Phase II allows for landing. 

 Enhanced Low Visibility Operations (ELVO) – Lower RVR Minimums

Flight Operation Minimums Decision Height (DH) / 

Decision Altitude 

(DA)

Required Avionics 

CAT I 1800RVR 200 ft DA Flight Director; or Head-Up 

Display (HUD); or Autopilot

Special Authorization (SA) CAT I 1400RVR 150 ft DH HUD 

SA CAT II 1200RVR 100 ft DH Autoland or HUD

Examples of operational benefits realized from ELVO implementations:

• Portland International Airport (PDX) avoided diversion of 58 arrivals with ~3,700 passengers on Christmas 

Eve, 2009 using SA CAT I; 

• Operations continued at Boston Logan International when the primary runway was out of service and SA 

CAT II was implemented on the cross wind runway. This resulted in an estimated $5.7M in avoided delay 

costs while the primary runway was out of service. A recurring annual benefit of $530,000 is expected by 

providing an alternative runway when winds and visibility are unfavorable; and

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• San Francisco has experienced a 22-25% increase in throughput through implementation of lower take off 

minima.

The low visibility conditions ELVO addresses often result from fog. These conditions can cause delays not only at 

the site of occurrence but at connecting sites, and throughout the NAS. If these delays are in the early part of the 

day, the NAS schedule impact through delayed, diverted, or cancelled flights can be significant. ELVO results in 

fewer disruptions to scheduled operations and reductions in secondary delays.

The program is baselined to provide ELVO capabilities at a minimum of 15 sites within the NAS at locations in 

need of additional CAT II level of service. Additionally, this program will support the congested New York/New 

Jersey (NY/NJ) region by implementing a regional approach within the next 5 years. The ELVO Program is a less 

expensive way to achieve CAT II level of service, because it relies on the advanced avionics onboard the aircraft, 

rather than investing in a CAT II Instrument landing System. The benefit-cost ratio for these sites exceeds 1.7. 

Airports that would benefit from ELVO were identified for ELVO Phase II during Investment Analysis. Using the 

list of potential sites, the program schedule and key milestones will be updated annually to reflect the sites funded.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

Enhanced low visibility operations support the capacity metric by:

• Increasing the number of arrivals and/or departures during Instrument Meteorological Conditions (IMC);

• Decreasing the number of flight delays, cancellations, and/or diversions that occur during IMC conditions; 

• Allowing airlines to maintain schedule reliability in marginal weather conditions (since both the primary 

and alternate routes must be approved within the flight plan); 

• Providing SA CAT II more cost effectively and rapidly than Standard CAT II; and 

• Allowing airports that have only one CAT II/III runway to cost effectively add SA CAT II capability on an 

additional runway to provide back-up service.

Program Plans FY 2015 – Performance Output Goals

• Initiate execution schedule in FAA Corporate Work Plan (CWP) for new low visibility services at a minimum 

of three locations.

• Obtain full operational capability for low visibility services at two sites.

Program Plans FY 2016 – Performance Output Goals 

• Initiate execution schedule in FAA Corporate Work Plan (CWP) for new low visibility services at a minimum 

of four locations.

• Obtain full SA CAT II operational capability at Westchester County Airport, White Plains, NY, and Long 

Island MacArthur International Airport, Islip, NY, in the New York/New Jersey (NY/NJ) region. (APB 

Milestone)

• Obtain full SA CAT II operational capability at San Jose. (APB milestone)

Program Plans FY 2017 – Performance Output Goals 

• Initiate execution schedule in FAA Corporate Work Plan (CWP) for new low visibility services at a minimum 

of four locations.

• Obtain full operational capability for low visibility services at three sites.

Program Plans FY 2018 – Performance Output Goals 

• Initiate execution schedule in FAA Corporate Work Plan (CWP) for new low visibility services at a minimum 

of four locations. (Prior year funds)

• Obtain full operational capability for low visibility services at three sites. (Prior year funds)

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Program Plans FY 2019 – Performance Output Goals

• Obtain full operational capability for low visibility services at four sites. (Prior year funds)

 

2D05, APPROACH LIGHTING SYSTEM IMPROVEMENT PROGRAM (ALSIP)

FY 2015 Request $3.0M

Visual Navaids – ALSIP Continuation, N04.03-00 

 

Program Description

The Approach Lighting System Improvement Program (ALSIP) improves approach lighting systems built before 

1975. It upgrades the equipment to current standards and reduces the potential severity of take-off and landing 

accidents by replacing rigid structures with lightweight and low-impact resistant structures that collapse or break 

apart upon impact. The entire approach lighting system is replaced when existing non-frangible structures are 

replaced. The High Intensity Approach Lighting System with Sequenced Flashing Lights (ALSF-2) provides visual 

information on whether the pilot is aligned with the runway centerline, the aircraft’s height above the runway plane, 

roll guidance, and horizontal reference for Category II and III Precision Approaches. The Medium Intensity 

Approach Lighting System with Runway Alignment Indicator Lights (MALSR) provides the pilot with visual 

information on whether the aircraft is aligned with the runway, height perception with reference to the glideslope, 

roll guidance, and horizontal references for Category I Precision Approaches. Runway Alignment Indicator Lights 

provides visual information to pilots on runway alignment. 

There currently exists a backlog of 30 MALSR and 1 ALSF-2 systems that do not meet the frangible requirements. 

Current estimates project that it will take approximately 20 years to address this backlog. The FAA utilizes targets 

of opportunity wherever possible such as coordinating with airport sponsor projects. This coordination effort allows 

for the FAA to provide the required lighting aids sooner in conjunction with the airport’s implementation activities, 

which has reduced the installation cost to the Agency as well as begin addressing some of the backlog. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

The ALSIP replaces rigid approach lighting structures with lightweight and low-impact resistant structures that 

collapse or break apart upon impact. This reduces damage to aircraft that inadvertently descend below the minimum 

recommended altitudes and risk striking these structures during departure or landing. Reducing the impact and 

damage aircraft sustain when striking these lightweight and low-impact resistant structures diminishes the 

probability of fatal accidents if these structures are hit. 

Program Plans FY 2015 – Performance Output Goals

• Procure approximately four MALSR systems and ancillary equipment.

• Replace a MALSR at approximately one location.

Program Plans FY 2016 – Performance Output Goals

• Procure approximately four MALSR systems and ancillary equipment.

• Replace a MALSR at approximately one location.

Program Plans FY 2017 – Performance Output Goals

• Procure approximately four MALSR systems and ancillary equipment

• Replace a MALSR at approximately one location.

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Program Plans FY 2018 – Performance Output Goals

• Procure approximately four MALSR systems and ancillary equipment.

• Replace a MALSR at approximately one location.

Program Plans FY 2019 – Performance Output Goals

• Procure approximately four MALSR systems and ancillary equipment.

• Replace MALSR at approximately two locations.

 

2D06, DISTANCE MEASURING EQUIPMENT (DME)

FY 2015 Request $3.0M

Sustain Distance Measuring Equipment (DME), N09.00-00 

 

Program Description

DME is a radio navigation aid that is used by pilots to determine the aircraft’s slant distance from the DME location. 

The program is procuring state-of-the-art DME systems to support Commercial Aviation Safety Team (CAST) 

requirements, renovation of DMEs that have exceeded their 20 year service life expectancy, replacement of ILS 

middle markers, critical new DME requirements, and RNP requirements. 

To support the Commercial Aviation Safety Team (CAST) recommendations, the DME program is procuring and 

installing DME systems at 90 recommended sites. These systems will support the reduction of controlled-flightinto-terrain (CFIT) accidents at the most vulnerable locations in the NAS. There are 451 identified CAST DME 

sites. However, the FAA recommends that DME be installed at 177 of those locations; as of 2012, 91 DMEs have 

been installed. These 91 locations provide navigational information for 80 percent of all operations. 

For safety reasons, the industry wants to discontinue using step-down or “dive-and-drive” non-precision approach 

procedures, in which the pilot descends to the minimum allowable altitude to try to see the runway. Using DME 

minimizes the need for these types of approaches because the continuous ranging information from a DME allows 

procedure designers more flexibility in terms of where step down fixes are placed and how many are needed, leading 

to better specification/control over the vertical descent profile thus reducing CFIT risks. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 2 – Maintain an average daily capacity for Core airports of 58,166, or higher,

arrivals and departures. 

Relationship to Performance Metric

The state-of-the-art DME can provide distance information to more than 250 interrogators simultaneously, 

compared to less than 100 interrogators for the existing DME systems, thus increasing the number of aircraft that 

can simultaneously interrogate a single DME. Reliability of the state-of-the-art DME is 300% greater than that of 

the existing DME systems. Implementation of both these factors has a positive impact on daily airport capacity.

The new DMEs meet all users’ operational needs, while increasing capacity, efficiency, and predictability, and while 

enhancing safety, mitigating environmental impacts, and operating in a seamless global environment by: 

• Increasing capacity by 150%

• Improving reliability by 300%

• Increasing availability by 130%

• Reducing maintenance cost

• Eliminating the need for step-down non-precision approach procedures

• Reducing the need for off-airport facilities

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• Providing a world-wide standard for navigation equipage

Program Plans FY 2015 – Performance Output Goals

• Procure 25 DME systems.

• Complete project initiation documentation for 25 DME installations.

• Attain availability for 25 establish/sustainment DME projects.

Program Plans FY 2016 – Performance Output Goals

• Procure 25 DME systems.

• Complete project initiation documentation for 25 DME installations.

• Attain availability for 25 establish/sustainment DME projects.

Program Plans FY 2017 – Performance Output Goals

• Procure 25 DME systems.

• Complete project initiation documentation for 25 DME installations.

• Attain availability for 25 establish/sustainment DME projects.

Program Plans FY 2018 – Performance Output Goals

• Procure 25 DME systems.

• Complete project initiation documentation for 25 DME installations.

• Attain availability for 25 establish/sustainment DME projects. 

Program Plans FY 2019 – Performance Output Goals

• Procure 35 DME systems.

• Complete project initiation documentation for 35 DME installations.

• Attain service availability for 35 establish/sustainment DME projects.

 

2D07, VISUAL NAVAIDS - ESTABLISH/EXPAND

FY 2015 Request $2.0M

Visual Navaids – Visual Navaids for New Qualifiers, N04.01-00 

 

Program Description 

This program supports the procurement, installation, and commissioning of Precision Approach Path Indicator 

(PAPI) systems and Runway End Identification Light (REIL) systems. A PAPI provides visual approach glide slope 

information to pilots and enables them to make a stabilized descent with a safe margin of approach clearance over 

obstructions. The PAPI consists of four lamp housing assemblies arranged perpendicular to the edge of the runway. 

The PAPI projects a pattern of red and white lights along the desired glide slope so a pilot can tell whether they are 

on the glide slope and how to correct their rate of descent if they are above or below it. A REIL is a visual aid that 

provides the pilot with a rapid and positive identification of the approach end of a runway. The REIL system 

consists of two simultaneously flashing white lights, one on each side of the runway landing threshold.

The implementation of PAPI systems satisfies Commercial Aviation Safety Team (CAST) recommendations and air 

carrier requirements for Land and Hold Short Operations (LAHSO).

• The FAA plans to implement the 170 highest priority CAST PAPI installations. This number would cover 

80% of commercial airline operations. (25 of those 170 remain to be done.)

• LAHSO is an air traffic control tool used to increase airport capacity by allowing simultaneous approaches 

on intersecting runways. Vertical guidance is required for air carrier operations on the hold short runway. 

This is satisfied with a visual glide slope indicator (PAPI or existing VASI).

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

Installing PAPI lights at both CAST and non-CAST locations enhances system safety by reducing the probability of 

a Controlled Flight into Terrain accident during approach and landing. Installing the REIL system reduces accidents 

because the system clearly identifies the runway end to the pilot, especially in the presence of multiple lights in the 

runway environment.

Program Plans FY 2015 – Performance Output Goals

• Install CAST PAPI systems at 17 locations.

Program Plans FY 2016 – Performance Output Goals

• Procure seven PAPI systems.

• Install CAST PAPI systems at seven locations.

Program Plans FY 2017 – Performance Output Goals

• Procure seven PAPI systems.

• Install CAST PAPI systems at seven locations.

Program Plans FY 2018 – Performance Output Goals

• Procure seven PAPI systems.

• Install CAST PAPI systems at seven locations.

Program Plans FY 2019 – Performance Output Goals

• Procure seven PAPI systems.

• Install CAST PAPI systems at seven locations.

 

2D08, INSTRUMENT FLIGHT PROCEDURES AUTOMATION (IFPA)

FY 2015 Request $2.4M

Instrument Flight Procedures Automation (IFPA) – Technology Refresh, Segment 1, 

A14.02-02 / X, Instrument Flight Procedures Automation (IFPA) – Technology Refresh, 

Segment 2, A14.02-03 

 

Program Description 

IFPA is a suite of Information Technology tools, consisting of the Instrument Procedure Development System 

(IPDS), Instrument Flight Procedures (IFP) database, Airports and Navigations Aids database (AirNav), Obstacle 

Evaluation (OE) system, and the Automated Process Tracking System (APTS). These tools are used to develop and 

publish new and revised instrument flight procedures. This program will be upgrading these tools to meet current 

and future demands.

FAA’s Aeronautical Products directorate maintains more than 21,000 instrument flight procedures in use at over 

4,000 paved airport runways. These procedures are printed in booklets and used by pilots to determine the safe 

altitudes, appropriate headings and other information to successfully fly precision and non-precision approaches and 

departures into and out of airports. As additional runways are equipped to handle instrument operations, new and 

revised instrument flight procedures must be developed and published. In addition, new approach and departure 

procedures are being developed to take advantage of Required Navigation Performance (RNP) capabilities and GPS 

assisted approaches. These procedures can reduce the distance flown before landing or after takeoff.

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The new Instrument Flight Procedures Automation (IFPA) system is more efficient and comprehensive in 

supporting instrument flight procedures development. It includes functionality for developing approaches, missed 

approaches, circling approaches, airways and departures. In addition, IFPA contains an integrated obstacle 

evaluation application, replacing a mostly manual process. As part of the development of the new IFPA tools, 

integration of systems is being accomplished between the Aeronautical Products organization and the Flight 

Inspections Services organizations, eliminating manual effort and duplication of data. Transition to IFPA is 

complete.

A technology refresh of the equipment and software will be accomplished in 2 segments. 

IFPA – Technology Refresh, Segment 1 (A14.02-02):

In November 2010, the IFPA Technology Refresh Segment 1 cost and schedule baseline was approved by the Joint 

Resources Council (JRC). Beginning in FY 2012, the legacy APTS workflow software will be replaced with new 

in-house developed business process workflow software. The acquisition was originally planned as Commercial Off 

the Shelf (COTS), but a suitable commercial solution was not available so a non-COTS solution will be 

implemented. The APTS system will be renamed to AeroNav Products Workflow System and will be built in 3 

phases. Phase 1 will complete replacement of the core workflow processes which flow and meter new IFP 

development requests, IFP amendments, IFP NOTAMs, and IFP Obstacle Evaluations (OE’s). Phase 2 will provide 

new workflow processes associated with IPDS enhancements and military workflow requirements. Phase 3 will 

provide a new management productivity suite of tools. Beginning in FY 2013, the IPDS software tool will be 

upgraded for COTS architecture changes, including conversion for the Windows-7 operating system. Technology

Refresh of the IFPA server infrastructure began in FY 2013 and continues into FY 2014. 

IFPA – Technology Refresh, Segment 2 (A14.02-03):

A study will begin in early FY 2015 to determine the type of computer equipment and associated software tools that 

will be included in the IFPA Technology Refresh Segment 2 effort and to develop a schedule with milestones for 

that segment. A final investment decision is planned for the first quarter of FY 2016. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric 

The IFPA system ensures continued progress toward increasing instrument flight procedures development and 

maintenance productivity. Productivity gains of 32% were achieved by FY 2011. It has and continues to improve 

the quality of products through process re-engineering and elimination of manual processes. IFPA provides the 

ability to produce 350+ Performance Based Navigation (PBN) IFP’s annually, 3,000+ IFP amendments annually, 

perform 70,000+ obstacle evaluations annually, and maintain a 1% production error rate, while maintaining ISO9000 compliance. 

Program Plans FY 2015 – Performance Output Goals

IFPA – Technology Refresh, Segment 1 (A14.02-02):

• Complete APTS upgrades with BPM Workflow Software Replacement Phase 2. 

IFPA – Technology Refresh, Segment 2 (A14.02-03):

• None.

Program Plans FY 2016 – Performance Output Goals

IFPA – Technology Refresh, Segment 1 (A14.02-02):

• Complete APTS upgrades with BPM Workflow Software Replacement Phase 3. 

• Complete IPDS COTS Software Technology Refresh – Phase 2. 

IFPA – Technology Refresh, Segment 2 (A14.02-03):

• None.

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Program Plans FY 2017-2019 – Performance Output Goals

IFPA – Technology Refresh, Segment 1 (A14.02-02):

• None.

IFPA – Technology Refresh, Segment 2 (A14.02-03):

• Milestones will be determined after Technology Refresh Segment 2 Investment Analysis and finalized in the 

Approved Program Baseline (APB) at Final Investment Decision (FID). 

System Implementation Schedule 

 

2D09, NAVIGATION AND LANDING AIDS – SERVICE LIFE EXTENSION PROGRAM (SLEP)

FY 2015 Request $3.0M

Navaids – Sustain, Replace, Relocate, N04.04-00

 

Program Description

This program renovates or replaces airport approach lighting systems at sites where there is a high risk for failure of 

these systems and where failure would result in denying use of the primary precision approach. The approach 

lighting systems include:

• Medium Intensity Approach Lighting System with Runway Alignment Indicator Lights (MALSR) for 

Category I approaches,

• High Intensity Approach Lighting System with Sequenced Flashing Lights (ALSF-2) for Category II/III 

approaches, and

• Runway End Identifier Lights (REIL).

This program also replaces or renovates Instrument Landing Systems (ILS) at non-Core Airports, which are more 

likely to have the older systems with the least redundancy. ILS components include electronic devices such as 

localizers, glide slopes and marker beacons. In some cases ILS’s (Mark 1F) removed from Core Airports are 

reinstalled at lower activity airports to replace existing Mark 1D and Mark 1E ILS. 

This program includes various other efforts that are related to the replacement of supporting structures and other 

components of navigation equipment, such as: replace guide wires that support a light station, replace cable between 

light stations, replace aluminum light towers, replace DME antenna pedestal, convert antenna arrays, re-cable 

localizer antenna, equipment relocate, replace glideslope wooden tower, replace localizer antenna platform, repair 

pier with navigation or lighting equipment, undertake new technology initiatives, and provide engineering and 

technical services support.

Service life extension for some ALSF-2 (CAT II/III systems) is accomplished by replacing the constant current 

regulators, installing an improved monitoring system and replacing electrical cables at some locations. These 

changes have successfully increased the system’s adjusted operational availability from 98.4 to 98.7.

This program also supports product improvements, modifications, and technology upgrades to visual lighting system 

components. Ongoing efforts include:

Instrument Flight Procedures Automation (IFPA)

Last site Decom: January 2013 IAPA

First site IOC: June 2007 -- Last site IOC: September 2012 IFPA

Instrument Flight Procedures Automation (IFPA) - 

Technology Refresh 1

First site: September 2013 -- Last site: September 2016 TR Seg 1

2010 2015 2020

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• Improve approach lighting system semi-flush fixtures.

• Replace existing MALSR green threshold and white steady burning lights with LED lights.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The older electronic guidance systems and lighting systems are maintenance intensive, resulting in excessive 

downtime, which negatively impacts airport capacity. The replacement or upgraded equipment will require less 

maintenance and repair time, which reduces system downtime and contributes to maintaining operational 

availability of the NAS. 

Program Plans FY 2015 – Performance Output Goals

• Procurement and installation of approximately three ALSF-2 Runway Replacement Lamp Monitoring System 

(RLMS) sets.

• Complete Runway End Identifier Lights (REIL) replacement projects at approximately 10 locations.

Program Plans FY 2016 – Performance Output Goals

• Procurement and installation of approximately three ALSF-2 Runway Replacement Lamp Monitoring System 

(RLMS) sets.

• Complete Runway End Identifier Lights (REIL) replacement projects at approximately 10 locations.

Program Plans FY 2017 – Performance Output Goals

• Procurement and installation of approximately three ALSF-2 Runway Replacement Lamp Monitoring System 

(RLMS) sets.

• Complete Runway End Identifier Lights (REIL) replacement projects at approximately 10 locations.

Program Plans FY 2018 – Performance Output Goals

• Renovate or replace ILS at approximately two Non-Core Airport locations.

• Initiate replacement MALSRs projects at approximately 2 locations.

• Procure three ALSF-2 Runway Lamp Monitoring System Kits.

• Replace the Runway End Identifier Lights at 10 locations.

• Install the ALSF-2 Runway Lamp Monitoring System Kits at three locations.

Program Plans FY 2019 – Performance Output Goals

• Renovate or replace ILS at approximately four Non-Core Airport locations.

• Initiate replacement MALSRs projects at 2 locations.

• Procure six ALSF-2 Runway Lamp Monitoring System Kits.

• Replace the Runway End Identifier Lights at 10 locations.

• Install the ALSF-2 Runway Lamp Monitoring System Kits at three locations.

 

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2D10, VASI REPLACEMENT – REPLACE WITH PRECISION APPROACH PATH INDICATOR

FY 2015 Request $5.0M

Visual Navaids – Replace Visual Approach Slope Indicator (VASI) with Precision 

Approach Path Indicator (PAPI), N04.02-00 

 

Program Description 

The International Civil Aviation Organization (ICAO) has recommended that all international airports replace the 

Visual Approach Slope Indicator (VASI) lights with Precision Approach Path Indicators (PAPI) lights. This 

standardizes the equipment used to allow pilots to determine visually that they are on the proper glideslope for 

landing. The program supports the procurement, installation, and commissioning of PAPI systems in order to 

comply with this ICAO recommendation.

The VASI and PAPI systems have a set of lights that are arranged so that the pilot sees all red lights when the 

aircraft is below the glideslope and all white lights when the aircraft is above the glideslope. This visual reference 

helps the pilot maintain the appropriate descent rate to the runway.

At the inception of this program, there were approximately 1,387 older (pre-1970’s) VASIs at international and 

other validated locations requiring replacement. There are now 877 VASI systems remaining in the NAS. The first 

priority of the program is to replace VASI systems at approximately 329 ICAO runway ends. This will be 

completed in fiscal year 2018 when all of the remaining systems have been replaced. The replacement of the 

remaining VASI systems at non-ICAO airports in the NAS will be completed in fiscal year 2051. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 3 – Achieve a NAS on-time arrival rate of 88 percent at Core airports.

Relationship to Performance Metric

Air traffic controllers use certain procedures such as Land and Hold Short Operations (LAHSO) to increase airport 

capacity and prevent aircraft delays. Replacing VASI with PAPI improves on-time performance by increasing the 

availability of the visual approach slope guidance systems used to help pilots touch down at the appropriate location 

on the runway. 

Program Plans FY 2015 – Performance Output Goals

• Procure 18 Precision Approach Path Indicator systems.

• Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at 18 

locations. 

Program Plans FY 2016 – Performance Output Goals

• Procure 18 Precision Approach Path Indicator systems.

• Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at 18 

locations. 

Program Plans FY 2017 – Performance Output Goals

• Procure 18 Precision Approach Path Indicator systems.

• Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at 18 

locations. 

Program Plans FY 2018 – Performance Output Goals

• Procure 18 Precision Approach Path Indicator systems.

• Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at 18 

locations. 

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Program Plans FY 2019 – Performance Output Goals

• Procure 36 Precision Approach Path Indicator systems.

• Replace the Visual Approach Slope Indicator lights with Precision Approach Path Indicators lights at 36 

locations. 

 

2D11, GLOBAL POSITIONING SYSTEM (GPS) CIVIL REQUIREMENTS

FY 2015 Request $27.0M

GPS Civil Requirements, N12.03-01 

 

Program Description

GPS Civil Requirements Program provides system design and development for a network of GPS monitoring 

stations and processing facilities in order to monitor quality of the GPS signal for civil users. The Global 

Positioning System (GPS) is a satellite-based system that provides position, navigation, and timing (PNT) service 

for use by the U.S. government and world-wide users with no direct user charges. GPS provides two PNT services; 

the Precise Positioning Service (PPS), using the dual L1-C/A (L band signal - Coarse Acquisition) and L2 signals, 

and the Standard Positioning Service (SPS), using the single L1-C/A signal. Only the SPS is available for 

worldwide use by the civil community. Currently, GPS consists of second generation satellites (GPS-II) and the 

Operational Control Segment (OCS). The GPS program is entering into a period of transition from GPS-II to the 

third generation (GPS-III) and the modernized operational control segment (OCX).

The National Space-based PNT policy (NSPD-39) requires civil agencies to fund new and unique civil GPS 

capabilities beyond the civil signals already contained in the current GPS, which includes the L1C signal and civil 

signal monitoring. DOT is serving as the lead civil agency. 

The civil signal monitoring requirements are documented in the Civil Monitoring Performance Standard. 

Implementation of Civil Signal Monitoring will consist of system design and development activities performed by 

the GPS-III and OCX prime contractors, managed by the USAF GPS Directorate. In FY 2015, the work required to 

implement Civil Signal Monitoring is expected to consist of system design and development activities 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 worldwide geographically 

dispersed locations such that every GPS satellite can be continuously monitored from at least two monitor stations. 

The monitor stations will collect real-time measurements of the GPS signals (L1C, L1-C/A, L2C, and L5) and 

forward this information to the processing facilities where a suite of software algorithms will monitor the accuracy, 

integrity, continuity, and availability of performance to verify that modernized GPS is performing properly.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 4 – Empower and Innovate with the FAA’s People

• FAA Performance Metric 2 – Achieve a 90% success rate in the areas of financial management and human 

resources management: Receive annual Unqualified Audits with no material weaknesses; Maintain the 

competitive status of all FAA employees within the federal personnel system; Improve the “effective 

leadership” index score on the OPM Employee Viewpoint survey by 8 percent; Improve the “talent 

management” index score on the OPM Employee viewpoint survey by 8 percent. (FAA Business Planning 

Metric)

Relationship to Performance Metric

This project has been directed by the Department of Transportation (DOT) per a 2008 DoD/DOT Memorandum of 

Agreement on Civil Use of GPS to fulfill responsibilities to fund civil unique capabilities (L1C and Civil Signal 

Monitoring) under the National PNT Policy NSPD-39, December 2004. 

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Program Plans FY 2015 – Performance Output Goals

• Provide funding to the Air Force GPS Directorate to implement the core requirements of Civil Signal 

Monitoring. 

• Provide funding for GPS program oversight and technical support.

• Review technical deliverables and validate the software development. 

Program Plans FY 2016 – Performance Output Goals

• Provide funding to the Air Force GPS Directorate to implement the core requirements of Civil Signal 

Monitoring. 

• Provide funding for GPS program oversight and technical support.

• Review technical deliverables and validate the software development. 

Program Plans FY 2017 – Performance Output Goals

• Provide funding to the Air Force GPS Directorate to complete funding of the core requirements of Civil Signal 

Monitoring. 

• Provide funding for GPS program oversight and technical support.

• Review technical deliverables and validate the software development. 

Program Plans FY 2018-2019 – Performance Output Goals

• None. 

 

2D12, RUNWAY SAFETY AREAS – NAVIGATION MITIGATION

FY 2015 Request $35.0M

Runway Safety Area – Navigation Mitigation, N17.01-01 

 

Program Description 

The FAA’s runway safety program improves the overall safety of the Runways and Runway Safety Areas (RSA). 

The RSA must be free of all objects that are 3 inches above grade and are not frangible. The relocation or removal 

of existing rigid objects will decrease the potential for damage to aircraft and minimize injuries or fatalities to 

aircraft passengers and crew members if an aircraft has to use the RSA in an emergency. 

The 2006 DOT Appropriations (PL-109-115) required Part 139 certificated airports to comply with the current RSA 

airport design standards prior to December 31, 2015. In accordance with PL-109-115, the FAA must report on the 

agency’s progress toward RSA improvements. 

The FAA has identified 1,430 RSA needs of varying size and complexity that must be addressed at various airport 

locations. The projects would improve non-compliant FAA-owned equipment in the RSAs. Initial funding to start 

the projects will be provided each fiscal year, while completion funding will typically be provided the following 

fiscal year.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

RSA compliance provides a measure of safety in the event of an aircraft’s excursion from the runway by 

significantly reducing the extent of personal injury and aircraft damage during overruns, undershoots and veer-offs. 

This initiative will address FAA-owned equipment that do not conform to the current RSA standards and modify 

them to ensure their compliance with Part 139 in Title 14 of the US CFR. 

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FAA-owned equipment that are not moved or made frangible can pose a considerable safety risk to aircraft and 

passengers when struck during an overrun. For example, in June 1975 a Boeing 727 crashed into several nonfrangible approach lighting systems (ALS) towers while attempting to land at John F. Kennedy Airport in New 

York. Of the 124 persons aboard, 113 died of injuries received in the crash.

Program Plans FY 2015 – Performance Output Goals

• Complete 75 F&E-funded RSA improvements. 

• Provide funding and procure 20 systems for RSA improvements.

Program Plans FY 2016 – Performance Output Goals

• Complete 75 F&E-funded RSA improvements. 

Program Plans FY 2017 – Performance Output Goals

• Complete 75 F&E-funded RSA improvements.

Program Plans FY 2018 – Performance Output Goals

• Complete 24 F&E-funded RSA improvements.

Program Plans FY 2019 – Performance Output Goals

• None.

 

E: Other ATC Facilities Programs

2E01, FUEL STORAGE TANK REPLACEMENT AND MANAGEMENT

FY 2015 Request $15.5M

Fuel Storage Tank Replacement and Management, F13.01-00 

 

Program Description

The FAA Fuel Storage Tank (FST) Replacement and Management program designs, replaces, and sustains bulk 

liquid and pressure vessel storage systems that support FAA operations across the NAS. The FST systems include 

the storage tank (both above ground and underground tanks containing a variety of liquids: gasoline, diesel, propane, 

oils, glycol, etc.); the flow control devices (pipe, hoses, pumps, valves, etc.); electronic leak detection and inventory 

control devices (fuel monitoring systems); and electronic/electrical system operation devices (control boards, 

technician operations stations, switched relays, etc.). The FST Program active inventory includes over 3,600 

systems and historical data is retained on over 1,900 previously closed/removed systems. 

The majority of FAA storage tanks support electrical generator operations. Standby generators provide NAS 

facilities with an alternative power supply during periods of commercial power company outages. Prime generators 

provide the sole source for electrical power for NAS operations. A loss of integrity on any FST component will 

affect the operation of the generator systems and may ultimately result in a total facility failure.

Storage tanks have historically contained substances that, if accidentally released, could cause an adverse 

environmental impact or result in personal injury. In response to the risk of accidental release, the federal 

government, the various state legislatures, county governments and city jurisdictions have passed statutes specifying 

the minimum requirements for the construction, installation, removal, and operations of storage tank systems. 

Additional regulations have been established by state, local and international building codes, fire protection codes, 

airport operating authority requirements, and Occupational Safety and Health Administration (OSHA) mandates. 

Failure to comply with all elements of these regulatory requirements exposes FAA to the risk of fines and other 

penalties including loss of the right to use or refill the systems.

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Implementation costs are based on a 20 year system service lifecycle. An average of 180 FST system replacements 

is required annually to sustain NAS operational integrity. System components have differing lifecycles so 

component sustainment requirements continue during full system replacement lifecycles. Additionally, changes in 

the regulatory environment require immediate response to assure fielded units meet current standards. 

Current major initiatives for the FST Program include system upgrades at the ARTCC and TRACON facilities. 

These systems have been redesigned to provide enhanced technician control, increase redundant capacity and 

comply with current regulations.

The FST Program uses a prioritization scheme to develop field implementation schedules once funding allocations 

have been established. This program is one of the 12 programs included in FAA’s NAS Sustainment Strategy. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable

facilities that support the Core airports.

Relationship to Performance Metric

The FST Replacement and Monitoring program reduces the potential for delays by ensuring the proper functioning 

of navigation aids, automation systems and other air traffic control systems. Fuel system component replacements 

are prioritized based on a successful ranking application, which evaluates the system’s critical operation 

requirements to assure operational availability is sustained. Fuel systems are electronically monitored to assure 

system integrity and to minimize adverse impacts to personal and environmental safety.

Program Plans FY 2015 – Performance Output Goals

• Implement ARTCC fuel system upgrade at four sites; Denver Center (ZDV), Salt Lake Center (ZLC), Oakland 

Center (ZOA) and Jacksonville Center (ZJX).

• Implement fuel system modernization at two TRACON sites; Omaha TRACON and Elgin TRACON.

• Implement fuel system replacements at four island critical facilities: Guam (two facilities), Saipan (one facility) 

and San Juan (one facility).

• Implement fuel system replacements at 14 GNAS facilities to be determined by prioritization scheme.

Program Plans FY 2016 – Performance Output Goals

• Implement TRACON fuel system modernization at eight sites; Honolulu Combined Facility (HCF), Potomac 

TRACON (PCT), Atlanta TRACON (A80), Merrimack TRACON (A90), Florence TRACON (FLO), Miami 

TRACON (MIAZ), Huntsville TRACON (HSVZ) and Westbury NY (QHM).

• Implement fuel system replacements at eight ARSR facilities to be prioritized based on field reporting.

• Implement fuel system replacements at six CORE ATCT facilities, six CORE ASR facilities and four GNAS 

facilities to be determined by prioritization scheme.

Program Plans FY 2017 – Performance Output Goals

• Implement TRACON fuel system upgrades at nine sites; Orlando FL (F11), Falmouth MA (FMH), Pensacola 

FL (P31), Belleview NE (R90), Houston TX (I90), Weldon Springs MO (T75), Boise ID (BOIZ), Longview TX 

(GGGZ) and Sioux City IA (SUXZ).

• Implement fuel system replacements at 12 ARSR facilities to be prioritized based on field reporting.

• Implement fuel system replacements at 10 CORE ATCT facilities, 10 CORE ASR facilities and 20 CORE 

supporting GNAS facilities to be determined by prioritization scheme.

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Program Plans FY 2018 – Performance Output Goals

• Implement TRACON fuel system upgrades at six sites; Edwards AFB CA (EDW), Sacramento CA (NCT), 

Portland OR (PDX), San-Diego CA (SCT), Seattle WA (SEA) and Anchorage AK (ANCZ).

• Implement fuel system replacements at 12 ARSR facilities to be prioritized based on field reporting.

• Implement fuel system replacements at seven CORE ATCT facilities, seven CORE ASR facilities, 14 CORE 

supporting GNAS facilities and 44 GNAS facilities to be determined by prioritization scheme.

Program Plans FY 2019 – Performance Output Goals

• Implement TRACON fuel system upgrades at six sites to be prioritized based on field reporting. 

• Implement fuel system replacements at 12 ARSR facilities to be prioritized based on field reporting.

• Implement fuel system replacements at seven CORE ATCT facilities, seven CORE ASR facilities, 14 CORE 

supporting GNAS facilities and 30 GNAS facilities to be determined by prioritization scheme.

 

2E02, UNSTAFFED INFRASTRUCTURE SUSTAINMENT

FY 2015 Request $32.3M

FAA Buildings and Equipment Sustain Support – Unstaffed Infrastructure Sustainment, 

F12.00-00 

 

Program Description 

The Unstaffed Infrastructure Sustainment (UIS) Program modernizes NAS structures and supporting electrical, 

plumbing and heating/air conditioning equipment to ensure reliable delivery of Air Traffic Control services. There 

are approximately 28,000 unstaffed facilities within the NAS. The UIS Program is requesting an Acquisition 

Program Baseline. The Investment Analysis Readiness Decision (IARD) was achieved September 2012. Approval 

for the Final Investment Decision (FID) was received June 2013. This program is one of the 12 programs included 

in FAA’s NAS Sustainment Strategy. 

This program includes major replacement and/or upgrading of real property and structures which do not have staff 

permanently assigned to them. Examples of projects are: 

• Major property upgrades including: access roads, grounds, security fencing, storm water controls, parking 

lots, helicopter landing pads, marine structures (such as docks), security gates, lighting, and walkways;

• Replacement or modernization of FAA infrastructure including: buildings, shelters, roofs, sheds, fuel tanks 

(heating only), plumbing, heating, ventilating and air conditioning (HVAC) equipment, alarms, and 

lighting. NAS communication, surveillance, navigation and weather services equipment is currently 

housed in these unstaffed facilities. The anticipated service life for most of this infrastructure is 25 years, 

and according to the Facility Service and Equipment Profile (FSEP) database, over 50 percent (50%) of the 

FAA’s current unstaffed infrastructure will exceed its service life within the next five years. The FAA 

infrastructure portfolio has the added complication that several facilities are located at remote sites, which 

require more frequent renovation and because of their location need unique logistical solutions;

• Replacement or renovation of NAS supporting structures for antennas and other communications, 

surveillance, navigation and weather equipment;

• Life Safety: addressing significant and unacceptable occupational safety and health risks (i.e., electrical 

hazards, fall protection, and physical hazards associated with deteriorated infrastructure) which have been 

identified at over 50 FAA facilities. These hazards place the safety of FAA employees conducting 

maintenance at these facilities at risk and can result in NAS disruptions.

Initial portfolio analysis has revealed that many unstaffed facilities:

• Are not compliant with applicable FAA regulations and standards.

• Cannot protect vital air traffic control systems or equipment against premature failure due to environmental 

impacts (e.g., temperature, excessive corrosion, other).

• While operable, have a fair to poor overall facility condition index (FCI) (Good Condition is 1.0 – 0.95, 

Fair Condition is 0.95 – 0.90, Poor Condition is below 0.90).

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• Have impaired or poor facility accessibility.

• Have structures supporting air-ground communications and navigation and landing aids that have been 

weakened due to environmental factors (e.g., broadcast towers). 

 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

The FAA Unstaffed Infrastructure Sustainment Program supports the FAA’s Strategic Priority to Deliver Benefits 

through Technology and Infrastructure by providing renovation or replacement of existing FAA-owned unstaffed 

facilities and structures serving the NAS. The NAS requires reliable and continuous operation of surveillance, 

navigation, communication, and weather equipment. In addition the infrastructure protects the electronic equipment 

from weather hazards, radio interference, and unauthorized entry. Failure of the infrastructure will result in NAS 

equipment failures directly reducing capacity of the NAS. A few of the many examples of infrastructure failures 

that resulted in direct impacts to the NAS include: a roof leak taking the Idaho Falls (IDA) VOR off line for 7 hours 

and 15 minutes; roof leaks at the Andrews (ADW) VOR causing 280 hours in outages; and Pawnee City (PWE) 

VOR being off-line for 369 days due to failure of the roof. The Wilkes-Barre, PA MALSR has been out of service 

since February 21, 2013 due to the poor condition of the towers and catwalk that support the lights and flashers. 

Program Plans FY 2015 – Performance Output Goals

• Complete 120 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

• By 9/30/2015, establish FY 2016 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with EOSH Service to ensure compliance requirements are addressed.

Program Plans FY 2016 – Performance Output Goals

• Complete 120 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

• By 9/30/2016, establish FY 2017 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with EOSH Service to ensure compliance requirements are addressed.

Program Plans FY 2017 – Performance Output Goals

• Complete 120 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

• By 9/30/2017, establish FY 2018 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with EOSH Service to ensure compliance requirements are addressed.

Program Plans FY 2018 – Performance Output Goals

• Complete 150 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

• By 9/30/2018, establish FY 2019 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with EOSH Service to ensure compliance requirements are addressed.

Program Plans FY 2019 – Performance Output Goals

• Complete 150 unstaffed infrastructure projects located in all three service areas for Communication, 

Navigation, Surveillance, and Support Services. 

• By 9/30/2019, establish FY 2020 prioritization plan for deferred maintenance and safety related deficiencies 

and coordinate with EOSH Service to ensure compliance requirements are addressed.

 

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2E03, AIRCRAFT RELATED EQUIPMENT PROGRAM

FY 2015 Request $9.0M

• A, Aircraft Related Equipment (ARE) Program, M12.00-00

• X, Airbus Simulator Purchase - Advanced Fly-By-Wire Simulator – Additional Technology Refresh 

Projects, M12.01-04

A, Aircraft Related Equipment (ARE) Program, M12.00-00 

 

Program Description 

The Aircraft Related Equipment program provides equipment and upgrades to FAA’s flight inspection (FI) aircraft 

in order to meet airborne inspection requirements for new and existing navigation and surveillance systems. The 

FAA’s worldwide FI mission is to evaluate and certify instrument flight procedures and to evaluate and certify both 

ground-based and space based navigational equipment including facilities for Federal, State, Department of Defense 

(DoD), private and international customers. This mission requires aircraft equipped with specialized test equipment 

(Automatic Flight Inspection System (AFIS) and NextGen Automatic Flight Inspection system (NAFIS)). The 

Aircraft Related Equipment (ARE) program updates the FAA’s FI aircraft fleet with systems required for inspecting, 

certifying, modernizing and sustaining the NAS and evolving NextGen requirements. These aircraft must not only 

be able to perform flight inspection but also be equipped with modern avionics necessary to operate in the evolving 

NAS environment. 

The FI aircraft fleet is composed of 32 specially equipped aircraft. This program provides the technical equipment 

upgrades and/or replacements to existing aircraft, avionics, and FI mission equipment to meet current and future 

performance requirements. The program also provides a communication system for data gathered while airborne. 

The Flight Operations Management System (FOMS) is used to schedule and manage the inspection process, and 

handles the dissemination of post flight inspection results as well. 

The new equipment provides the capability for flight validation & inspection of:

• WAAS/LPV/LP approaches; 

• Required Navigation performance (RNP)/ Special Aircraft and Aircrew Authorization Required (SAAR); 

• Area Navigation (RNAV) Standard Instrument departures (SIDs)/Standard Terminal Approach Routes 

(STARs); 

• Distance Measuring Equipment (DME/DME) and GPS routes; 

• Automatic Dependent Surveillance – Broadcast (ADS-B); 

• Wide Area Multi-lateration (WAM); and

• GLS - GPS Landing System. 

The ARE program is grouped into three activities:

Aircraft Modernization:

Projects support avionics technology refresh and new/changing regulatory requirements for operating aircraft in 

domestic and international airspace. 

Flight Inspection System Sustainment:

Projects support mission equipment technology refresh and new/changing regulatory requirements necessary to 

continue flight inspection of legacy NAS systems.

Flight Inspection System Modernization:

Projects support new mission equipment requirements and new/changing regulatory requirements necessary to 

provide flight inspection of Performance Based Navigation and implementation of evolving NextGen systems.

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

The FAA sustains system availability by ensuring the accuracy of navigational aid electronic signals, as well as 

validating and certifying the approach/departure flight procedures and terminal routes at all airports within the NAS 

and at military facilities world-wide. To do this the fleet of FI aircraft must be modernized and updated to be 

compatible with the latest equipment and procedures. By constantly checking electronic aids for navigation and 

landing, and the associated procedures, availability is maintained. As the data below shows, the checks identify 

discrepancies that are fixed before they cause delays and diversions of aircraft. 

In FY 2011 through FY 2012, a total of 31,849 flight inspections were conducted of existing ground based 

navigational aids and existing Instrument Flight Procedures (IFPs) and 1,988 had reportable discrepancies. This 

equates to 6.2% of published IFPs and associated ground based navigational aids requiring further attention. In 

addition, 7,162 IFPs required flight inspection in order to publish a new or amended flight procedure. The results of 

those flight inspections required 808 IFPs to be adjusted or found to be unsatisfactory. Of the new or amended IFPs, 

11.3% required correction and thereby avoided potentially unsafe IFPs from being published.

Program Plans FY 2015 – Performance Output Goals

Aircraft Modernization:

• Publish a Flight Inspection Aircraft Fleet (Future Plan) study.

• Acquire and/or install: 

o Pro Line 21 avionics suite on four BE-300 aircraft and one CL-600 series aircraft.

o Integrated Flight Information System (IFIS) on one prototype aircraft. IFIS is an enhancement to the 

avionics suite.

o Equipment to establish wireless connectivity on one prototype aircraft.

• Establish multi-year schedules for the IFIS and wireless connectivity projects for the fleet.

Flight Inspection System Sustainment:

• Execute interim updates: 

o Automated Flight Inspection System (AFIS).

o NAFIS Phase I for deployed aircraft.

• Deploy Flight Operations Management System (FOMS) integrated with airborne systems.

Flight Inspection System Modernization:

• Complete or deploy:

o NAFIS FIAPA software Block I development and integration (part of NAFIS Phase II).

o NAFIS Phase I on four Beech 300 aircraft. 

o NAFIS Phase II on two CL-600 series aircraft.

Program Plans FY 2016 – Performance Output Goals

Aircraft Modernization: 

• Acquire and/or install: 

o Pro Line 21 avionics suite on five BE-300 aircraft and three CL-600 series aircraft. 

o Integrated Flight Information System (IFIS) based on the multi-year schedule established in FY 2015. 

o Equipment to establish wireless connectivity based on the multi-year schedule established in FY 2015.

• Update the outyear fleet installation schedules as needed for the IFIS and wireless connectivity projects. 

Flight Inspection System Sustainment:

• Begin or execute interim updates:

o Automated Flight Inspection System (AFIS) and complete AFIS sustainment.

o NAFIS Phase I for deployed aircraft and complete fleet deployment.

o NAFIS Phase II for deployed aircraft.

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Flight Inspection System Modernization:

• Deploy or complete:

o NAFIS Phase I on one BE-300 aircraft.

o NAFIS Phase II on four BE-300 aircraft.

o NAFIS Phase II on three CL-600 series aircraft.

o NAFIS Phase II Development, including FIAPA software Block II development and integration.

Program Plans FY 2017 – Performance Output Goals

Aircraft Modernization:

• Acquire and/or install: 

o Pro Line 21 avionics suite on two CL-600 series aircraft and complete the project for the fleet.

o Integrated Flight Information System (IFIS) based on the multi-year schedule updated in FY 2016.

o Equipment to establish wireless connectivity based on the multi-year schedule updated in FY 2016.

• Update the outyear fleet installation schedules as needed for the IFIS and wireless connectivity projects.

Flight Inspection System Sustainment:

• Execute NAFIS interim updates for deployed aircraft.

Flight Inspection System Modernization:

• Deploy NAFIS Phase II on six BE-300 aircraft.

Program Plans FY 2018 – Performance Output Goals

Aircraft Modernization:

• Acquire and/or install: 

o Integrated Flight Information System (IFIS) based on the multi-year schedule updated in FY 2017.

o Equipment to establish wireless connectivity based on the multi-year schedule updated in FY 2017 and 

complete the project for the fleet.

• Update the outyear fleet installation schedule as needed for the IFIS project.

Flight Inspection System Sustainment:

• Execute NAFIS interim updates for deployed aircraft.

• Begin NAFIS sustainment updates after full aircraft deployment.

Flight Inspection System Modernization:

• Deploy NAFIS Phase II on two BE-300 aircraft.

• Complete NAFIS aircraft deployments.

Program Plans FY 2019 – Performance Output Goals

Aircraft Modernization:

• Acquire and/or install the Integrated Flight Information System (IFIS) based on the multi-year schedule updated 

in FY 2018 and complete the project for the fleet.

• Establish a schedule for the fleet to upgrade the Global Positioning System (GPS) antennas to include the L5 

band.

Flight Inspection System Sustainment:

• Execute NAFIS updates for the fleet.

 

X, Airbus Simulator Purchase - Advanced Fly-By-Wire Simulator – Additional Technology 

Refresh Projects, M12.01-04 

 

Program Description

Advanced Fly-By-Wire (FBW) Simulator Additional Technology Refresh will upgrade specific components in the 

Airbus simulator. The FAA is responsible for the development, analysis and introduction into the NAS of new 

concepts and technologies for aircraft navigation and instrument flight operations. The FAA Flight Technologies 

and Procedures Division (AFS-400) establishes and governs policies, criteria and standards by which terminal and 

en route flight procedures are established and maintained. AFS-400 is also responsible for approving special 

instrument approach procedures and requests for waivers of standards. 

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The FAA acquired an Airbus 330/340 (A330/340) convertible 6-axis full flight aircraft simulator that replicates the 

performance and handling characteristics of a wide-body aircraft with two jet engines (A330) or four jet engines 

(A340), which are commercial transport aircraft with electronic FBW flight control technologies. The A330/340 

simulator with side-stick control complements the narrow-body Boeing 737-800 Next Generation simulator during 

vital research and development projects and realistic high fidelity operational evaluation activities. Such activities 

include Closely Spaced Parallel Operations (CSPO), Required Navigation Performance (RNP), and Human-in-theLoop (HITL) pilot/controller/aircraft terminal operations performance during introduction of new NextGen 

technology initiatives. This simulator supports NAS NextGen modernization and development initiatives such as 

future FAA and National Transportation Safety Board (NTSB) safety initiatives. 

A FID is planned in FY 2015 which will define the specific components in the Airbus simulator that will need to be 

refreshed.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

The A330/340 simulator improves air safety by providing the FAA with the capability to conduct NextGen 

operational evaluation programs on the impact of introducing new technologies and advanced systems integration 

within the NAS. On-going and future research and development projects will provide regulators with analysis data 

to ensure safe implementation of new technologies while increasing capacity within the NAS. It will also improve 

safety by assisting accident investigators and other inspectors and analysts with replication of mishap incident and 

trend data that may provide input into procedure and/or equipment modifications. The simulator’s high fidelity 

capability and operational realism along with the ability to quickly modify operational procedures for evaluation will 

provide enhanced aircraft performance and HITL data for safety analyses across all flight segments.

Program Plans FY 2015 – Performance Output Goals

• None.

Program Plans FY 2016 – Performance Output Goals

• Milestones will be developed at FID.

Program Plans FY 2017-2019 – Performance Output Goals

• None.

 

2E04, AIRPORT CABLE LOOP SYSTEMS – SUSTAINED SUPPORT

FY 2015 Request $5.0M

Airport Cable Loop Systems Sustained Support, F10.00-00 

 

Program Description 

This program replaces existing on-airport, copper-based, FAA-owned signal/control cable lines that have 

deteriorated. The primary emphasis will be on projects at 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 

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the cable. The airport cable loop program takes advantage of opportunities to save cost by coordinating projects 

with major construction projects (e.g. tower relocations and runway projects).

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

The Airport Cable Loop Systems – Sustained Support, will reduce the number of unplanned outages attributed to 

deteriorating on-airport copper cables by replacing existing unsupportable communications equipment and the 

deteriorated FAA-owned underground cable itself. The program improves signaling and communications, which 

allows for increased operational availability of infrastructure systems. There have been 981 delays associated with 

outages from 1998 to 2012 for the 35 largest airports in the NAS during that specific time period. The number of 

associated delays has decreased an average of 3% annually since that time. For the FY 2014/2015 sites identified to 

have corrective action taken, 163 of the delays will be mitigated from having a reoccurrence. 

Program Plans FY 2015 – Performance Output Goals

• Complete electronics installation at Miami, FL Airport (MIA).

• Complete Fiber Optic Transmission Systems installation at Cleveland (CLE).

• Develop plan for advanced engineering, construction activities, and Fiber Optic Transmission Systems 

equipment installations for Anchorage (ANC) and Oakland (OAK).

• Perform construction and electronics activities at John F Kennedy (JFK) in New York.

• Perform electronics installation at Denver (DEN). 

Program Plans FY 2016 – Performance Output Goals

• Complete reconfiguration and electronics installation activities at San Francisco (SFO).

• Complete engineering package at Ft Lauderdale, FL Airport (FLL). 

• Develop plan for two additional airports. The FY 2014 planning activities will confirm the sites. 

• Perform construction and electronics activities at John F Kennedy (JFK) in New York.

• Perform electronics installation at Denver (DEN). 

Program Plans FY 2017 – Performance Output Goals

• Complete construction at Ft Lauderdale, FL Airport (FLL). 

• Develop plan for two additional airports. The FY 2015 planning activities will confirm the sites. 

• Perform construction and electronics activities at John F Kennedy (JFK) in New York.

• Perform electronics installation at Denver (DEN). 

Program Plans FY 2018 – Performance Output Goals

• Complete electronics installation at Ft Lauderdale, FL Airport (FLL).

• Complete electronics and construction installation at John F Kennedy (JFK) in New York.

• Complete electronics installation at Denver (DEN). 

• Develop plan for three additional airports one of which will be a core airport. 

Program Plans FY 2019 – Performance Output Goals

• Complete construction activities at one airport determined by the Air/Ground Integrated Requirements Team in 

FY 2014. 

• Develop plan for two additional airports, one of which will be a core airport determined in FY 2017.

 

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2E05, ALASKAN SATELLITE TELECOMMUNICATION INFRASTRUCTURE (ASTI)

FY 2015 Request $11.4M

Alaskan Satellite Telecommunication Infrastructure (ASTI), C17.02-01

 

Program Description 

The Alaskan Satellite Telecommunication Infrastructure (ASTI) program (formerly named Alaskan NAS 

Interfacility Communications System (ANICS)) will upgrade the FAA owned and operated communications 

network (using satellite transmissions of data) that provides Alaska with critical, essential and routine air traffic 

control telecommunications services such as:

• Remote Control Air Ground and Remote Communications Outlets for voice communication with pilots;

• En Route and Flight Service Station Radio Voice Communications;

• En Route and Terminal Radar Surveillance Data; Digitized Radar Data and Digitized Beacon Data;

• Flight Service Station Flight Service Data processing System and the Digital Aviation Weather Network;

• Weather Advisories, Briefings, and Products supporting Automatic Surface Observation System (ASOS), 

Automated Weather Observation System (AWOS), and AWOS Data Acquisition System (ADAS);

• WAAS Reference Station; and

• Automatic Dependent Surveillance-Broadcast (ADS-B).

ASTI uses primary and alternate satellites that meet FAA Order 6000.36 specifications to provide system circuit 

diversity and redundancy. The Alaskan Satellite Telecommunications Infrastructure (ASTI) program was initiated 

to modernize the legacy ANICS network. The ASTI Modernization Contract was awarded in August 2011.

Existing system availability has fallen below required availability and continues to decline. Outages are increasing 

in both number and duration. Many system components have either reached the end of their useful life or are no 

longer supportable. In addition, the arctic climate degrades the ground equipment due to cold cycling, corrosion and 

wind damage. Recently, aggressive technical service efforts have been required to maintain overall system 

availability and reliability. Conditions have led to a loss of performance capability and increased frequency and cost 

of maintenance. Much of the Network Management and Control System (NMCS) equipment has reached its 

capacity as the number of ASTI sites has risen to the current 64 sites. In addition, the NMCS does not provide the 

level of security assurance that current Federal standards demand.

The ASTI Program will restore system availability through this Modernization program. It will achieve this 

objective by awarding contracts to acquire and provide Commercial off-the-Shelf (COTS) equipment and associated 

support services. The modernization efforts will yield several important benefits:

• Improvements in network availability to required levels (.9999 for Phase I sites and .999 for Phase II sites)

• Improved information system security to meet Federal standards;

• Reduced number and duration of outages;

• More efficient use of satellite transponder bandwidth;

• Containment of Operations and Maintenance (O&M) costs; and

• Improved life cycle support (i.e., training, second level engineering support, radome maintenance and depot 

level supply support).

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

ASTI supports FAA’s Strategic Priority of Deliver Benefits through Technology and Infrastructure and the metric 

for maintaining operational availability of the National Airspace System (NAS) at 99.7 percent. ASTI system 

availability has fallen below 0.9999 and is declining. Aviation access in the NAS is improved by minimizing 

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outages for critical and essential communications links between pilots and air traffic controllers. These links 

between FAA facilities and pilots are essential to ensure the flow of accurate and reliable information on air traffic 

movement, weather, and radar data. 

Program Plans FY 2015 – Performance Output Goals

• Complete Installation at 37th site. (APB milestone)

Program Plans FY 2016 – Performance Output Goals

• Complete Installation at 64th site. (APB milestone)

Program Plans FY 2017 – Performance Output Goals

• Complete removal of legacy equipment.

Program Plans FY 2018-2019 – Performance Output Goals

• None.

System Implementation Schedule

 

2E06, FACILITIES DECOMMISSIONING

FY 2015 Request $5.7M

Decommissioning – Real Property Disposition, F26.01-01 

 

Program Description

The Decommissioning – Real Property Disposition Program works with other FAA programs to identify and plan 

for the timely disposition of real property. After other programs decommission a system, this program is solely 

responsible for real property disposal for all FAA NAS sites. The program accomplishes this with a proactive 

approach in cross-program collaboration and by providing specific insight and expertise to facilitate the disposition 

of decommissioned or excess real property assets. This approach for disposal of facilities is nationally prioritized to 

meet current, future, and evolving operational needs. The implementation of NextGen, changes in airspace design 

and decommissioning of sites that are no long needed to support NAS operations increases the need for the disposal 

of excess properties. 

The NAS Enterprise Architecture identifies the transition of many systems that will require disposal. For example: 

• Many ground to ground communication systems such as Radio Communication Links (RCL) are 

transitioning to the FAA Telecommunications Infrastructure (FTI) service, 

• Some locations of ground based navigation systems (i.e. VOR, NDB and ILS (CAT I)) will no longer be 

required as the transition to satellite navigation continues,

• Surveillance and weather radar systems will be transitioning to the NextGen Surveillance and Weather 

Radar Capability requiring disposal of existing radars, and

• Consolidation of air traffic control facilities requires disposal of the existing buildings.

The Decommissioning – Real Property Disposition Program coordinates, plans, and implements actions necessary to 

facilitate disposition of real property infrastructure and site restorations, when required, of all decommissioned 

facilities. The four services provided by the Decommissioning Program are as follows:

• Identifying, verifying, and scheduling the disposition and needed site restoration of decommissioned 

facilities,

Alaskan Satellite Telecommunications Infrastructure ASTI

Key site IOC: November 2014 -- Last site IOC: September 2016 Mod

2010 2015 2020

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• Investigating and documenting the structures to be removed at each site, determining the required 

restoration associated with the site, and developing scopes of work and schedules with milestones,

• Final disposition of decommissioned infrastructure and property restoration including infrastructure 

removal or demolition, removal and disposal of debris and hazardous materials, and evaluation of impact 

upon cultural and historic preservation, wetlands, and natural resource protection, and

• Conducting Phase I Environmental Due Diligence Audits (EDDA) reports for government-owned 

properties, as required by the General Services Administration (GSA) and applicable laws.

The Decommissioning Program serves a critical role in the removal of these facilities from the FAA’s inventory and 

the subsequent reduction of Operations and Maintenance (O&M) costs, lease costs (where applicable), and 

associated liabilities. This program is one of the 12 programs included in FAA’s NAS Sustainment Strategy. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

This program directly supports improving management of FAA’s real property assets by reducing maintenance costs 

and disposing of excess assets. Cost avoidance averaging $5M per year results from leases eliminated and 

maintenance costs avoided because of completed disposition of legacy real properties, which are no longer required. 

Program Plans FY 2015 – Performance Output Goals

• Complete approximately 125 Real Property Disposal Projects, approximately 42 per Service Area. These 

projects include, but are not limited to, Visual Aids, Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites.

Program Plans FY 2016 – Performance Output Goals

• Complete approximately 75 Real Property Disposal Projects, approximately 25 per Service Area. These 

projects include, but are not limited to, Visual Aids Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites.

• Dispose of eight Very-High Omni-directional Radio (VOR) sites

Program Plans FY 2017 – Performance Output Goals

• Complete approximately 75 Real Property Disposal Projects, approximately 25 per Service Area. These 

projects include, but are not limited to, Visual Aids Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites.

• Dispose of eight Very-High Omni-directional Radio (VOR) sites

Program Plans FY 2018 – Performance Output Goals

• Complete approximately 75 Real Property Disposal Projects, approximately 25 per Service Area. These 

projects include, but are not limited to, Visual Aids Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites.

• Dispose of 22 Very-High Omni-directional Radio (VOR) sites.

Program Plans FY 2019 – Performance Output Goals

• Complete approximately 75 Real Property Disposal Projects, approximately 25 per Service Area. These 

projects include, but are not limited to, Visual Aids Navigational Aids (NDB, DF, ILS, etc), Radio 

Communications sites including Towers (RCO, RTR, etc). This will include disposal of Radio 

Communications Link Repeater (RCLR) /Radio Communications Link Terminal (RCLT) Tower sites.

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• Dispose of 22 Very-High Omni-directional Radio (VOR) sites.

 

2E07, ELECTRICAL POWER SYSTEMS – SUSTAIN/SUPPORT

FY 2015 Request $102.0M

Power Systems Sustained Support (PS3), F11.01-01 / X, Power Systems Sustained Support 

(P3S) – Future Segments, F11.01-02 

 

Program Description 

The Electrical Power Systems Sustained Support (PS3) program funds the purchase and installation of components 

for backup electric power systems and power regulation and protection equipment. Backup electrical power systems 

are necessary to allow continued operation of air traffic control facilities when there is an interruption in commercial 

power sources. These disruptions can result in flights that remain grounded, are placed in airborne holding patterns, 

or are re-routed to other airports. Reliable backup power systems are installed so air traffic control electronics can 

maintain required availability and capability and prevent disruptions. These power systems also protect sensitive 

electronic equipment from commercial power surges and fluctuations. The Power program replaces, refurbishes and 

renews components of existing power systems and cable infrastructure when necessary to maintain and improve the 

overall electrical power quality, reliability, and availability. The type of power system deployed at a site varies by 

load sensitivity and the criticality of the equipment that it supports. This program is one of the 12 programs 

included in FAA’s NAS Sustainment Strategy. 

Power Systems Sustained Support (PS3) (F11.01-01):

PS3 sustains the following components and services:

• NAS Batteries: Large scale battery complexes serve as backup power sources for key NAS electronic 

installations at en route, terminal, and General National Airspace System (GNAS) facilities. These 

batteries provide power for a limited time during major power system disruptions and maintain the function 

of key systems. The PS3 program sustains Air Route Traffic Control Centers (ARTCC) Critical and 

Essential Power System (ACEPS) and GNAS battery installations with periodic 5- to 7-year replacements 

to assure reliability. 

• Power Conditioning System (PCS) / Uninterruptible Power Supply (UPS): The PCS/UPS is a power 

quality and backup system that conditions commercial power and provides a short duration power source 

that prevents power disruptions and surges from adversely affecting electronic system performance and 

critical NAS infrastructure. The PS3 program currently sustains PCS/UPS systems with an expected useful 

life of 20 years. The PCS/UPS inventory requires replacement due to reliability and supportability issues 

attributable to age. 

• Direct Current Backup System (DC BUS): A DC BUS stores power in batteries, providing a low cost, 

short term power source at facilities with a limited number of equipment. System availability is increased 

by preventing commercial power outages from disrupting air traffic operations for up to several hours. The 

PS3 sustains DC BUS with a useful life of up to 20 years.

• ARTCC Critical and Essential Power System (ACEPS): Because of the critical role of the En Route and 

large Terminal Control Centers, they require high quality and reliable power provided by ACEPS. The 

FAA operates ACEPS at 21 ARTCCs, 2 Combined Center Radar Approach Control (CERAPS) and three 

large Terminal Radar Approach Control (TRACONs). ACEPS is comprised of engine generators, 

switchgear, and UPS. PS3 sustains ACEPS where the engine generators have a useful life of 24 years and 

other components have useful lives that range from 7 to 20 years. 

• Lightning Protection, Grounding, Bonding and Shielding (LPGBS): LPGBS replaces, sustains and 

optimizes elements to minimize electrical hazards to personnel, facilities and electronic equipment caused 

by lightning, voltage surges, electrostatic discharge (ESD), and power faults. Sites are hardened 

sufficiently to prevent NAS delay or loss of service, to minimize or preclude outages, and to enhance 

personnel safety. Useful life of LPGBS elements is 25 years.

• Electrical Line Distribution (ELD): ELD is the infrastructure at airports and ancillary facilities that 

distributes commercial and backup power to key NAS equipment. The ELD is comprised primarily of 

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distribution cable, transformers, and switchgear. The PS3 program replaces components that have 

exceeded their useful life of 25 years. 

• Engine Generators: Engine generators provide backup power (and are the primary source of power at some 

remote locations) for essential NAS electronic systems at GNAS facilities when commercial power is 

unavailable or becomes unreliable. Engine generators have a 24-year useful life. 

• Critical Power Distribution System (CPDS): The CPDS is comprised of components such as electrical 

distribution equipment, transfer switches, engine-generators, UPS, and batteries. The FAA has a family of 

standardized CPDS types, and each type is optimally matched to the criticality and activity level of the 

NAS facility it serves. The PS3 program replaces all CPDS components except for the engine-generators, 

UPS and batteries which are replaced by the Engine-Generator, PCS/UPS, and NAS Battery sustainment 

activities.

• PS3 Program Management and System Engineering: This activity provides program management and 

power systems engineering for design and management of electrical power systems in the NAS. Systems 

engineering within the Power Services Group defines and documents customer requirements for power 

systems and administers those requirements through the design phase, system validation, quality control, 

quality assurance, safety improvement, and the useful life. Systems engineering also addresses sustaining 

established alternative energy generation systems, and addresses establishing and administering test 

facilities and developing procedures for enhanced system designs.

• Alternative Energy Systems (AES): This activity integrates a broad range of clean energy technologies to 

meet NAS operational demands. Using AES technologies reduces the Agency’s carbon footprint and helps 

to achieve Executive Order 13514 goals for reduction of fossil fuel dependencies. Alternative energy 

generation systems used within the FAA include: Solar Energy, Wind Energy, and Fuel Cell. PS3 sustains 

AES installations connected to NAS equipment. 

• Environmental Remote Monitoring System (ERMS): ERMS provides the interface of power systems 

(EG’s, DC Bus, PCS/UPS) to the remote monitoring system to provide power system status to the 

Operations Control Centers. The status information provides FAA with real time data on the status of the 

systems which allows response to system related issues. 

Power Systems Sustained Support (P3S) – Future Segments (F11.01-02):

The Future Segments program will continue the same activities as the base program starting in FY 2019. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

All NAS facilities depend on the availability, reliability, and quality of electrical power. Power systems sustain 

airport capacity by reducing the incidence of NAS delays caused by equipment outages. The PS3 program replaces 

and improves electrical power equipment at airports, terminal facilities, and en route facilities, minimizing

disruption of air traffic and maximizing availability and reliability of NAS systems. PS3 supports the NAS 

operational availability of 99.7%. 

Program Plans FY 2015 – Performance Output Goals

Power Systems Sustained Support (PS3) (F11.01-01):

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year):

• NAS Battery set replacement (76 Sets). 

• PCS / UPS (19 Sets). 

• DC BUS Systems (24 Sets). 

• ACEPS (3 Sets). 

• LPGBS elements (5 Sets). 

• ELD Replacements (9 Sets). 

• Engine Generators Replacement (99 Sets). 

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• CPDS (3 Sets). 

• PS3 Program Management and System Engineering (9 Sets). 

• AES (8 Sets).

Power Systems Sustained Support (PS3) – Future Segments (F11.01-02): 

• None.

Program Plans FY 2016 – Performance Output Goals

Power Systems Sustained Support (PS3) (F11.01-01):

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year):

• NAS Battery set replacement (120 Sets).

• PCS / UPS (24 Sets). 

• DC BUS Systems (38 Sets).

• ACEPS (1 Sets).

• LPGBS elements (15 Sets).

• ELD Replacements (7 Sets).

• Engine Generators Replacement (69 Sets).

• CPDS (6 Sets).

• PS3 Program Management and System Engineering (10 Sets).

• AES (6 Sets).

• ERMS (3 Sets).

Power Systems Sustained Support (PS3) – Future Segments (F11.01-02): 

• None.

Program Plans FY 2017 – Performance Output Goals

Power Systems Sustained Support (PS3) (F11.01-01):

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year):

• NAS Battery set replacement (120 Sets).

• PCS / UPS (24 Sets). 

• DC BUS Systems (38 Sets).

• ACEPS (1 Sets).

• LPGBS elements (15 Sets).

• ELD Replacements (7 Sets).

• Engine Generators Replacement (69 Sets).

• CPDS (6 Sets).

• PS3 Program Management and System Engineering (10 Sets).

• AES (6 Sets).

• ERMS (3 Sets).

Power Systems Sustained Support (PS3) – Future Segments (F11.01-02): 

• None.

Program Plans FY 2018 – Performance Output Goals

Power Systems Sustained Support (PS3) (F11.01-01):

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year):

• NAS Battery set replacement (152 Sets).

• PCS / UPS (30 Sets). 

• DC BUS Systems (48 Sets).

• ACEPS (2 Sets).

• LPGBS elements (19 Sets).

• ELD Replacements (9 Sets).

• Engine Generators Replacement (88 Sets).

• CPDS (7 Sets).

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• PS3 Program Management and System Engineering (12 Sets).

• AES (8 Sets).

• ERMS (5 Sets).

Power Systems Sustained Support (PS3) – Future Segments (F11.01-02):

• None.

Program Plans FY 2019 – Performance Output Goals

Power Systems Sustained Support (PS3) (F11.01-01):

• None.

Power Systems Sustained Support (PS3) – Future Segments (F11.01-02):

Sustain existing NAS power systems by completing these projects (Actual may vary based upon validation and 

priority for year):

• NAS Battery set replacement (180 Sets).

• PCS / UPS (35 Sets). 

• DC BUS Systems (57 Sets).

• ACEPS (2 Sets).

• LPGBS elements (23 Sets).

• ELD Replacements (11 Sets).

• Engine Generators Replacement (104 Sets).

• CPDS (9 Sets).

• PS3 Program Management and System Engineering (14 Sets).

• AES (7 Sets).

• ERMS (5 Sets).

 

2E08, ENERGY MANAGEMENT AND COMPLIANCE (EMC)

FY 2015 Request $1.0M

Energy Cost Savings – Energy Management and Compliance, F13.04-02 

 

Program Description

The Energy Management and Compliance (EMC) Program will be a new capability that will centrally 

orchestrate cost-effective reductions of energy and water use at ATO facilities. This will be accomplished by 

coordinating policies, technical support, targeted infrastructure investments, and data analysis and reporting. By 

upgrading older facility infrastructure, such as mechanical and electrical systems, the EMC program will not only 

reduce operational costs to the ATO but also increase reliability of the NAS by reducing the likelihood of facility 

outages and disruptions. The EMC Program will promote energy and water-use efficiency and the use of off-grid 

power and non-polluting energy sources for all activities and acquisitions. This program is one of the 12 programs 

included in FAA’s NAS Sustainment Strategy. 

The EMC Program will also contribute to FAA’s progress toward meeting federal greening mandates, including:

• National Energy Conservation Policy Act, 

• Energy Policy Act of 2005 (EPACT),

• Energy Independence and Security Act of 2007 (EISA), 

• Executive Orders 13423 and 13514, and

• FY 2013 DOT/FAA Strategic Sustainability Performance Plan (SSPP) Goals 1, 2, and 4.

The strategy for the EMC Program is to address projects and initiatives that are cost-effective and provide the most 

benefits to the ATO. The EMC Program intends to focus on five specific capability areas:

1. Improving monitoring of ATO energy performance including engineering, designing, planning and 

testing a cost-effective approach for installing advanced electric meters to comply with the provisions of 42 

U.S. Code Section 8253. 

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2. Implementing energy and water efficiency projects at targeted sites to improve ATO performance 

including infrastructure improvements with the greatest cost to benefit ratios and shortest payback periods. 

3. Increasing the number of high performance sustainable buildings in ATO’s portfolio by implementing 

targeted infrastructure improvements at selected large staffed facilities in compliance with Executive Order 

mandates.

4. Improving building operating performance by designating trained ATO Energy Managers for the 

highest energy-using ATO facilities to monitor energy and water consumption and develop cost-effective 

recommendations to reduce energy and water use. 

5. Benchmarking ATO performance and documenting progress by completing 10 annual data call reports 

mandated by Executive Orders and Legislative statutes. 

Final Investment Decision (FID) approval was received June 5, 2013.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

The EMC Program supports the FAA Performance Metric to implement cost efficiency initiatives by reducing the 

utility expenditures (energy and water) of NAS facilities. The EMC Program achieves this by providing technical 

expertise on energy and water management, implementing targeted infrastructure investments, training ATO 

personnel on optimizing facility performance, and tracking and reporting on energy and water usage. The EMC 

Program has the potential to reduce electrical costs annually by approximately 2.5% at facilities where advanced 

meters are installed, 12-13% at facilities where energy improvements are performed, and 14% at facilities where 

High Performance Sustainable Building (HPSB) upgrades are performed. 

Program Plans FY 2015 – Performance Output Goals

• Install 14 advanced electric meters at select facilities.

• Perform energy and water improvements at three facilities.

• Complete the design for energy and water improvements at seven facilities.

• Complete the design for High Performance Sustainable Building (HPSB) upgrades at one facility.

• Provide the required annual reports on progress against legislative and executive order mandates to the 

Department of Energy (DOE) and the Office of Management and Budget (OMB).

Program Plans FY 2016 – Performance Output Goals

• Install 23 advanced electric meters at select facilities.

• Install five advanced gas meters at select facilities.

• Perform energy and water improvements at seven facilities.

• Perform HPSB upgrades at one facility.

• Complete the design for energy and water improvements at 13 facilities.

• Complete the design for HPSB upgrades at two facilities.

• Provide the required annual reports on progress against legislative and executive order mandates to the 

Department of Energy (DOE) and the Office of Management and Budget (OMB).

Program Plans FY 2017 – Performance Output Goals

• Install one advanced electric meter at a select facility.

• Perform energy and water improvements at 13 facilities.

• Perform HPSB upgrades at two facilities.

• Complete the design for energy and water improvements at 12 facilities.

• Complete the design for HPSB upgrades at two facilities.

• Provide the required annual reports on progress against legislative and executive order mandates to the 

Department of Energy (DOE) and the Office of Management and Budget (OMB).

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Program Plans FY 2018 – Performance Output Goals

• Install eight advanced electric meters at select facilities.

• Perform energy and water improvements at 12 facilities.

• Perform HPSB upgrades at two facilities.

• Complete the design for energy and water improvements at 14 facilities.

• Complete the design for HPSB upgrades at one facility.

• Provide the required annual reports on progress against legislative and executive order mandates to the 

Department of Energy (DOE) and the Office of Management and Budget (OMB).

Program Plans FY 2019 – Performance Output Goals

• Perform energy and water improvements at 14 facilities.

• Perform HPSB upgrades at one facility.

• Complete the design for energy and water improvements at 12 facilities.

• Complete the design for HPSB upgrades at one facility.

• Provide the required annual reports on progress against legislative and executive order mandates to the 

Department of Energy (DOE) and the Office of Management and Budget (OMB).

 

2E09X, INDEPENDENT OPERATIONAL TEST AND EVALUATION

FY 2015 Request $0.0M

X, Independent Operational Assessment (IOA), M25.00-00 

 

Program Description

The Independent Safety Assessments Team conducts Independent Operational Assessments (IOA) of designated 

systems and system modifications in an operational environment in support of productions and in-service decisions

to ensure operational readiness and compliance with Safety Risk Management. The IOA Team may monitor 

portions of Development Test (DT), Operational Test (OT), Site Acceptance Test (SAT), and Field Familiarization, 

system assessments conducted prior to contract award, and R&D demonstrations of designated programs. To 

maintain its independence, the IOA Team does not directly participate in these activities, but instead monitors them 

to identify potential safety risks and operational concerns, as well as possible areas of improvement in the 

assessment process.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

This program supports the safety performance metric of reducing commercial air carrier fatalities by conducting and 

ensuring operational assessments of designated NAS systems, processes and procedures are within acceptable levels 

of safety risk prior to deployment and implementation in the NAS. This independent oversight contributes to the 

proactive identification of safety risk and the follow up actions to increase safety.

Program Plans FY 2015-2019 – Performance Output Goals

• A specific list of programs that will have an IOA performed will be finalized at the beginning of each fiscal 

year.

 

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ACTIVITY 3: NON-AIR TRAFFIC CONTROL FACILITIES AND 

EQUIPMENT

A: Support Equipment

3A01, HAZARDOUS MATERIALS MANAGEMENT

FY 2015 Request $22.0M

Environmental Cleanup / HAZMAT, F13.02-00

 

Program Description 

The Hazardous Materials Management (HAZMAT) program remediates FAA owned or leased sites that were 

contaminated by FAA or previous owner activities. The FAA has identified approximately 743 contaminated sites 

at approximately 150 distinct locations nationwide that require investigation, remediation, and closure activities. 

Environmental Cleanup site investigations have indicated that toxic contamination resulted from a variety of 

hazardous substances including: cleaning solvents, fuels, pesticides, asbestos, polychlorinated biphenyls (PCBs), 

and heavy metals. FAA organizations, including the Mike Monroney Aeronautical Center and the William J. 

Hughes Technical Center, have mandatory remediation and monitoring schedules in place as part of negotiated 

agreements with regulatory agencies. These agreements require the FAA to remediate contaminated soil and 

groundwater. Extensive contamination at the FAA Technical Center prompted the Environmental Protection 

Agency (EPA) to place the site on the EPA National Priorities List, indicating its status as one of the Nation’s most 

environmentally dangerous sites (i.e., a Superfund site). In addition, contaminated sites and past noncompliance 

with requirements of the HAZMAT program account for a large portion of the unfunded environmental liabilities 

documented in the FAA’s Financial Statement. This program is one of the 12 programs included in FAA’s NAS 

Sustainment Strategy.

Annually in September the Environmental Site Cleanup Report (ESCR) is published. This document contains 

current and expected future cleanup activities for the 720 contaminated sites mentioned above. An estimate of out 

year Environmental Remediation (ER) Liabilities is also included in this report. The current (FY 2013) ER Liability 

is estimated at approximately $454M un-inflated, and with contingency and inflation the ER Liability is estimated at 

approximately $821M. We continue to make good progress toward remediating sites. Approximately 5% of the 

existing sites are closed each year, however, additional sites are also added each year, and some higher cost sites are 

expected to remain open for many years or decades. In the FY 2013 ESCR, the total number of identified sites 

decreased from 743 to 681. 

The HAZMAT program cleans these contaminated sites to comply with applicable environmental regulations. The 

FAA must continue mandated program activities to achieve compliance with all Federal, State and local 

environmental cleanup regulations, including the Resource Conservation and Recovery Act of 1976, the 

Comprehensive Environmental Response, Compensation and Liability Act of 1980, and the Superfund Amendment 

and Reauthorization Act (SARA) of 1986. FAA program activities include conducting site investigations; managing 

hazardous materials (including hazardous waste accumulation, handling and disposal); installing groundwater 

monitoring wells; remediating site contamination; and operating air pollution controls. The FAA performs 

assessment, remediation and closure activities as aggressively and proactively as funding will allow. Future planned 

efforts include conducting contaminant investigations, implementing site remediation projects and completing 

required regulatory closures. 

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

The HAZMAT program supports the FAA’s Performance Metric to implement cost efficiency initiatives by 

continuing to improve financial management of cleanup activities for contaminated sites within existing NAS land 

and structures. The program achieves this objective through continued refinement of project cost estimating as well 

as progress tracking of assessment, remediation, and closure activities for contaminated sites. These activities result 

in a safe and environmentally sound workplace, and protection of the natural resources of surrounding communities. 

Program Plans FY 2015-2019 – Performance Output Goals

• Complete activities at five percent (5%) of the total sites listed in the Environmental Site Cleanup Report, 

resulting in no further resources being needed to be applied to these sites.

 

3A02, AVIATION SAFETY ANALYSIS SYSTEM (ASAS)

FY 2015 Request $11.9M

Regulation and Certification for Infrastructure System Safety (RCISS) – Segment 2, 

A17.01-02 / X, Regulation and Certification for Infrastructure System Safety (RCISS) – 

Segment 3, A17.01-03 

 

Program Description 

RCISS is an existing technology refreshment program to upgrade and maintain the Information Technology (IT) 

enterprise infrastructure that supports the Aviation Safety (AVS) safety workforce. This IT infrastructure includes 

automation hardware, software, and communication components which support AVS safety data and applications. 

All current and planned capital investment initiatives for AVS rely on the IT infrastructure being deployed by 

RCISS, including the Aviation Safety Knowledge Management Environment (ASKME) and System Approach for 

Safety Oversight (SASO) programs.

RCISS Segment 2 (A17.01-02):

Segment 2 will upgrade and improve the hardware and software that helps safety and aircraft certification inspectors 

integrate information from several safety databases to improve their oversight of the industry. It will also increase 

the rate of data transfer from centralized databases to their mobile devices. Improving the rate of data transfer will 

increase the time available for safety inspections. The portable devices that inspectors use during field work to 

maintain connection with the available databases will be updated on a four-year cycle to keep up with advances in 

mobile computing technologies. Segment 2 will also upgrade the protection of safety data systems to prevent this 

important data from being externally corrupted or destroyed by natural disaster. It will improve protection of the 

facility where the data is stored and prevent access to the data by unauthorized users.

Segment 2 program activities include technology refresh of the following IT infrastructure components supporting 

AVS’s Safety Workforce of over 6,000 people: 

• mobile toolkits (consisting of mobile tablet personnel computers and peripherals); 

• telecommunications services; 

• application servers and data storage devices (hosting national AVS safety applications); and

• COTS Software licenses. 

The program will also procure contractor support services to provide specialized technical expertise in modernizing 

and maintaining the RCISS enterprise infrastructure. Technology refresh is based on the service life of individual 

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components and incrementally performed each year. For example, mobile toolkits deployed to the safety workforce 

have a service life of four years and approximately 25% of mobile toolkits are replaced each year.

RCISS Segment 3 (A17.01-03):

RCISS Segment 3 will perform technology refresh on the AVS IT infrastructure established by Segments 1 and 2. 

A Final Investment Decision (FID) is planned for FY 2015 which will define the scope and activities for this 

segment.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

Inspection and review of airline safety programs and practices are integral to the FAA safety program. The RCISS 

program provides the infrastructure to support the workforce’s need for information on the safety record of an 

airline, and the actions required to meet regulations and directives. This new infrastructure will dramatically 

enhance the capability of the workforce to complete assignments while conducting work in the field. Having this 

information allows the safety inspectors to determine if the airline is complying with good safety practices, which is 

essential to FAA’s role in preventing accidents. RCISS enables the realization of the quantifiable safety benefits 

claimed by the SASO and ASKME investments by providing the IT infrastructure on which these AVS business 

applications reside. Approximately 20% of the combined SASO and ASKME benefits are attributed to RCISS.

Program Plans FY 2015 – Performance Output Goals

RCISS Segment 2 (A17.01-02):

• Complete technology refresh of 25% of the safety workforce mobile toolkits with enhanced telecommunications 

services. 

• Complete Contract Award - Mobility (MOB) Deployment 8 for annual technology refresh of safety workforce 

mobile toolkits. (APB Milestone)

• Complete Contract Award - Enterprise Data Center (EDC) Deployment 8 for annual technology refresh of 

Enterprise Data Center centralized data storage and processing equipment. (APB Milestone)

• Complete contract award for annual technology refresh of Enterprise Data Center disaster recovery servers and 

storage area network equipment.

• Complete RCISS Segment 3 Final Investment Decision.

RCISS Segment 3 (A17.01-03):

• None.

Program Plans FY 2016 – Performance Output Goals

RCISS Segment 2 (A17.01-02):

• Complete technology refresh of 25% of the safety workforce mobile toolkits with enhanced telecommunications 

services. 

• Complete Contract Award - Mobility (MOB) Deployment 9 for annual technology refresh of safety workforce 

mobile toolkits. (APB Milestone)

• Complete Contract Award - Enterprise Data Center (EDC) Deployment 9 for annual technology refresh of 

Enterprise Data Center centralized data storage and processing equipment. (APB Milestone)

• Complete contract award for annual technology refresh of disaster recovery equipment.

• Complete Deployment 9 Technology Refresh.

RCISS Segment 3 (A17.01-03):

• None.

Program Plans FY 2017 – Performance Output Goals

RCISS Segment 2 (A17.01-02):

• None.

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RCISS Segment 3 (A17.01-03):

• Complete technology refresh of 25% of the safety workforce mobile toolkits with enhanced telecommunications 

services. 

• Complete Mobility Deployment 10 contract award for annual technology refresh of safety workforce mobile 

toolkits.

• Complete Enterprise Data Center Deployment 10 contract award for annual technology refresh of Enterprise 

Data Center centralized data storage and processing equipment.

• Complete Disaster Recovery Deployment 10 contract award for annual technology refresh of disaster recovery 

equipment.

Program Plans FY 2018 – Performance Output Goals

RCISS Segment 2 (A17.01-02):

• None.

RCISS Segment 3 (A17.01-03):

• Complete technology refresh of 25% of the safety workforce mobile toolkits with enhanced telecommunications 

services. 

• Complete Mobility Deployment 11 contract award for annual technology refresh of safety workforce mobile 

toolkits.

• Complete Enterprise Data Center Deployment 11 contract award for annual technology refresh of Enterprise 

Data Center centralized data storage and processing equipment.

• Complete Disaster Recovery Deployment 11 contract award for annual technology refresh of disaster recovery 

equipment.

Program Plans FY 2019 – Performance Output Goals

RCISS Segment 2 (A17.01-02):

• None.

RCISS Segment 3 (A17.01-03):

• Complete technology refresh of 25% of the safety workforce mobile toolkits with enhanced telecommunications 

services. 

• Complete Mobility Deployment 12 contract award for annual technology refresh of safety workforce mobile 

toolkits.

• Complete Enterprise Data Center Deployment 12 contract award for annual technology refresh of Enterprise

Data Center centralized data storage and processing equipment.

• Complete Disaster Recovery Deployment 12 contract award for annual technology refresh of disaster recovery 

equipment.

System Implementation Schedule 

 

Aviation Safety Analysis System (ASAS) - Regulation and 

Certification for Infrastructure System Safety (RCISS)

RCISS

Segment 1: First site Delivery: 2008 -- Last site Delivery: 2011 Seg 1

Segment 2: First site Delivery: 2012 -- Last site Delivery: 2016 Segment 2

Segment 3: First site Delivery: 2017 -- Last site Delivery: 2021 Segment 3

2010 2015 2020

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3A03, LOGISTICS SUPPORT SYSTEM AND FACILITIES (LSSF)

FY 2015 Request $8.0M

Logistics Center Support System (LCSS) – Segment 2, M21.04-01 / X, Logistics Center 

Support System (LCSS) – Technology Refresh, M21.04-02 

Program Description

The Logistics Center Support System (LCSS) is a mission support IT procurement to re-engineer and automate the 

FAA’s logistics management processes. The program modernizes the FAA’s supply chain management and 

replaces the 20-year old Logistics Inventory System (LIS) in support of the Next Generation of air traffic control 

(NextGen) environment.

The FAA Logistics Center (FAALC) at the FAA Mike Monroney Aeronautical Center (MMAC) in Oklahoma City 

manages the central NAS inventory warehouses and distribution facilities for the FAA. It provides routine and 

emergency logistics products and services to over 8,091 FAA customers at facilities nationwide, as well as, to the 

Department of Defense (Air Force, Navy, and Army), state agencies, and foreign countries. It provides logistics 

support for more than 48,000 systems nationwide, by providing parts, services, supplies and emergency restoration 

services. The FAALC tracks and accounts for over 62,000 national stock numbers with a total value of $900 

million. The current system that is used to manage these functions is the LIS. 

LCSS is replacing LIS which is an agency developed legacy mainframe application that lacks the capability and 

flexibility to accommodate the near term or future long-term supply support needs necessary to maintain the NAS. 

LIS is built using Natural and COBOL languages and was deployed in 1990. Over the last two decades, over 39,000 

changes have been implemented in LIS. Its archaic architecture lacks the scalability to support the increased 

performance requirements projected by the NAS architecture.

Logistics Center Support System (LCSS) – Segment 2 (M21.04-01):

The program was baselined in 2012 and final operational capability was planned for 2014. Due to delays in the 

development effort, final operational capability is expected in 2016. A baseline change was approved in April 2014.

Logistics Center Support System (LCSS) – Technology Refresh (M21.04-02):

This program will replace LCSS hardware that was purchased in 2010 which will have reached its end-of-life fiveyear cycle and will be eligible for replacement. The program plans for technology refresh will be reevaluated after 

the LCSS Segment 2 program is rebaselined in 2014.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The LCSS program supports the Strategic Priority to Deliver Benefits through Technology and Infrastructure with 

enhanced capability to accurately manage NAS spares and repair requirements in a centralized and automated 

manner enabling the agency to:

1. Provide the right part, at the right time, to the right place. The metric for this is Issue Effectiveness. Target 

goal is 85% effectiveness, where issue effectiveness is the shipment of an item in stock within 24 hours of 

the order or, in the case of a direct ship item, completed processing of the order with the vendor within 24 

hours.

2. Provide NAS components and parts that are not defective. Metric: Confirm defective products. Target 

goal is no more than 10.8 defects per 1,000 issues. 

3. Provide services that meet or exceed customer expectations. Metric: Customer satisfaction surveys. Target 

goal is 86% customer satisfaction. 

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4. Deliver parts and services on-time and defect-free reducing potential air traffic system outages and 

avoiding the cost of duplicate shipping and handling.

Program Plans FY 2015 – Performance Output Goals

Logistics Center Support System (LCSS) – Segment 2 (M21.04-01):

• Achieve Initial Operational Capability. 

Logistics Center Support System (LCSS) – Technology Refresh (M21.04-02):

• None.

Program Plans FY 2016 – Performance Output Goals

Logistics Center Support System (LCSS) – Segment 2 (M21.04-01):

• Achieve Final Operational Capability.

• Decommission legacy Logistics Inventory System (LIS).

Logistics Center Support System (LCSS) – Technology Refresh (M21.04-02):

• None.

Program Plans FY 2017 – Performance Output Goals

Logistics Center Support System (LCSS) – Segment 2 (M21.04-01):

• None.

Logistics Center Support System (LCSS) – Technology Refresh (M21.04-02):

• Complete replace/upgrade of development and production hardware Phase 1.

Program Plans FY 2018 – Performance Output Goals

Logistics Center Support System (LCSS) – Segment 2 (M21.04-01):

• None.

Logistics Center Support System (LCSS) – Technology Refresh (M21.04-02):

• None.

Program Plans FY 2019 – Performance Output Goals

Logistics Center Support System (LCSS) – Segment 2 (M21.04-01):

• None.

Logistics Center Support System (LCSS) – Technology Refresh (M21.04-02):

• Replace/upgrade development and production hardware Phase 2.

System Implementation Schedule

 

Logistics Center Support System (LCSS)

Decom: 2016 LIS

IOC: 2015 -- FOC: 2016 LCSS

LCSS Technology Refresh 

Production Sites: 2017 & 2019 LCSS TR

2010 2015 2020

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3A04, NATIONAL AIRSPACE SYSTEM (NAS) RECOVERY COMMUNICATIONS (RCOM)

FY 2015 Request $12.0M

Command and Control Communications (C3), C18.00-00 

 

Program Description

The RCOM program supports the FAA emergency Command and Control Communications (C3) system that gives 

FAA the capability to directly manage and operate the NAS during local, regional and national emergencies when 

normal common-carrier communications are interrupted. C3 provides and enhances a variety of fixed-position, 

portable, and transportable emergency communications systems that support crisis management. These C3 systems 

enable the FAA and other Federal agencies to exchange classified and unclassified communications to protect 

national security. The RCOM program also supports the Washington Operations Center Complex and modernizes 

several FAA “continuity of operations” sites, which ensures FAA executives have command and communications 

during times of crisis. C3 capabilities and related systems include the following: 

• VHF/FM and HF Radio Equipment

• Emergency Operations Network (EON)

• Emergency Operations Facility

• Communications Support Team (CST)

• Secure Communications (COMSEC)

• Information Technology Support

• Satellite Telephone Emergency Network (STEN)

In addition to the above, there are classified systems, facilities and projects that C3 either manages or supports that 

are not named or described in this document. These support both intra and interagency agreements and initiatives.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 7 – Exceed Federal Emergency Management Agency continuity readiness levels 

by 5 percent. (FAA Business Planning Metric)

Relationship to Performance Metric

The RCOM program contributes to the Make Aviation Safer and Smarter priority 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 2015 – Performance Output Goals

• Procure and install VHF/FM equipment for Salt Lake City District.

• Relocate EOF site due to expiring lease.

• Improve EON security and the offline availability of EON Geographical Information Systems (GIS) 

applications.

• Perform vehicle upgrades and quarterly testing for CST.

• Develop transition plan from analog based Secure Telephone Equipment to VOIP based secure telephone.

• Complete technical refresh of network printers, copiers, facsimiles, shredders and conference system.

• Develop fixed satellite phone replacement plan.

Program Plans FY 2016 – Performance Output Goals

• Procure and install VHF-FM equipment for Cleveland District.

• Complete SharePoint 2013 migration.

• Complete refresh of Audio/Visual and IT Network at Primary Alternate Facility (PAF).

• Perform vehicle upgrades and quarterly testing for CST.

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• Procure secure cellular phones.

• Complete technical refresh of network servers, firewalls, routers, and video monitors.

• Procure fixed satellite test system.

Program Plans FY 2017 – Performance Output Goals

• Procure and install VHF-FM equipment for Philadelphia District.

• Complete technical refresh of the Disaster Recovery application.

• Complete facility modernization at Washington Operations Center Complex (WOCC), Emergency Operating 

Facility (EOF), and PAF.

• Perform vehicle upgrades and quarterly testing for CST.

• Complete technical refresh of workstations, laptops, and monitors.

• Replace aging STEN with new satellite network.

Program Plans FY 2018 – Performance Output Goals

• Procure and install VHF-FM equipment for Colombia District.

• Create GIS applications for use on cellular phones and tablets.

• Complete facility modernization at WOCC, EOF, and PAF.

• Perform vehicle upgrades and quarterly testing for CST.

• Complete technical refresh on Homeland Security Data Network system.

Program Plans FY 2019 – Performance Output Goals

• Procure and install VHF-FM equipment for Washington District.

• Complete technical refresh of EON GIS HW/SW.

• Complete facility modernization at WOCC, EOF, and PAF.

• Replace CST Emergency Response Vehicle.

• Complete technical refresh of secure facsimile equipment.

• Complete technical refresh of Storage Area Network and network switches.

 

3A05, FACILITY SECURITY RISK MANAGEMENT

FY 2015 Request $14.3M

Facility and Infrastructure Security Program – Two, F24.01-02 

 

Program Description 

The FSRM Program was established in response to Presidential Decision Directive 63, Critical Infrastructure 

Protection which has been superseded by Homeland Security Presidential Directive (HSPD) 7, Critical 

Infrastructure Identification, Prioritization and Protection which requires all Federal agencies to assess the risks to 

their critical infrastructure and take steps to mitigate that risk. The program provides risk mitigation at all FAA 

staffed facilities, such as ARTCC, ATCT, and TRACON facilities. The program provides an integrated security 

system that includes access control, surveillance, x-ray machines, metal detection, and intrusion detection. Other 

upgrades include adding guardhouses, visitor parking, fencing, perimeter hardening, window blast protection, and 

lighting.

The objective of the program is to comply with Public Law 106-528, Airport Security Improvement Act of 2000 and 

complete security upgrades at approximately 1075 staffed facilities. Of the 1075 facilities, 423 facilities still require 

upgrades to read Personal Identity Verification (PIV) access cards. This objective is accomplished through the 

installation and maintenance of physical security systems and guard services at designated FAA facilities using the 

System Security Design and Integration (SSDI), Corrective Maintenance Contract (CMC) II, and National Security 

Officer Services (NSOS) contracts. 

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

The FSRM Program provides the infrastructure enhancements needed to reduce the risk of disruption of operations 

at facilities critical to the NAS. These enhancements reduce the risk of unauthorized access and provide early 

identification of potential security problems. FSRM activities to increase/improve physical security enable the FAA 

to comply with:

• U.S. Department of Justice Report #381 Vulnerability Assessment of Federal Facilities

• The Airport Security Improvement Act of 2000 (Title 49 USC § 44903. Air Transportation Security)

• Homeland Security Presidential Directive 7, Critical Infrastructure Identification, Prioritization, and 

Protection

• Homeland Security Presidential Directive 12, Policy for a Common Identification Standard for Federal 

Employees and Contractors

• FAA Order 1600.69, Facility Security Management Program, as revised. 

Both the DOT IG and GAO continue to track our progress in meeting these requirements. As a result operational 

availability is maintained because enhanced security prevents loss of NAS service.

Program Plans FY 2015 – Performance Output Goals

• Complete installation of security upgrades at Mike Monroney Aeronautical Center.

• Complete design of security upgrades at Tech Center.

• Complete design work at Eastern, Northwest Mountain, and Western Pacific Regional offices.

• Complete PIV access control retro-fit (75 sites). 

Program Plans FY 2016 – Performance Output Goals

• Complete installation of X-ray machines (30 sites) by September 1, 2016. 

• Complete PIV access control retro-fit (75 sites).

Program Plans FY 2017 – Performance Output Goals

• Complete PIV access control retro-fit (205 sites).

Program Plans FY 2018 – Performance Output Goals

• Complete perimeter hardening at 12 Security Level 3 and Security Level 4 facilities.

Program Plans FY 2019 – Performance Output Goals

• Complete perimeter hardening at 12 Security Level 3 and Security Level 4 facilities.

 

3A06, INFORMATION SECURITY

FY 2015 Request $12.0M

Information Systems Security, M31.00-00 

 

Program Description 

The FAA must ensure the integrity and availability of all its critical information systems, networks, and 

administrative systems under conditions of increased cyber terrorism and malicious activities by hackers and other 

unauthorized personnel. In the Homeland Security Presidential Directive/HSPD 7, FAA was directed to protect and 

ensure the integrity, confidentiality, and availability of all National Airspace Information Systems as well as federal 

information. Under the Federal Information Security Management Act (FISMA) of 2002, FAA must identify and 

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provide information security protection equal to the risk and magnitude of the harm resulting from unauthorized 

access, use, disclosure, disruption, modification, or destruction of information that supports the agency, aviation 

safety and security, and the NAS. 

The FAA Information Systems Security (ISS) program is a partnership between the FAA Chief Information Officer 

(CIO) organization and FAA lines of business and staff offices (LOBs/SOs) with a focus on protecting our 

information technology (IT) infrastructure. The Cyber Security Management Center (CSMC) provides the 

following services: 

• IT and Information Systems Security (ISS) awareness and training; 

• IT development; 

• Enterprise architecture; 

• Policy, standards, and requirements; 

• Program evaluations; and

• System certification and compliance. 

This comprehensive Cyber Security effort offers information security awareness training for the agency's key ISS 

personnel, development and evaluation of policies and standards, formulation of system requirements, certification 

of systems and ensures their compliance with federal regulations, protection of FAA's computer enterprise, and 

response to computer security incidents. The CSMC is the operational branch of the FAA ISS Program. It is 

comprised of facilities, technologies, as well as FAA and contract personnel working as a unified entity to provide 

extremely effective, enterprise-focused cyber security services to its clients. The CSMC is a 24x7x365 day 

operation supporting the entire FAA and the Department of Transportation (DOT). In executing the CSMC mission 

of cyber security for the FAA, the CSMC is the central reporting point for all cyber incidents occurring within the 

FAA and DOT. Along these lines, the CSMC also represents the entire DOT as the single source provider of the 

cyber “big picture” when reporting to the Department of Homeland Security (DHS). 

The office of the Chief Information Officer (AIO’s) takes 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. 

Advanced Persistent Threat events are targeted attacks on federal government systems, which pose a serious and 

imminent threat to those systems. These are events specific in nature, objective and patterned. The development of 

the term “Advanced Persistent Threat” allows the recording of these events and the identification of systems that 

have been compromised or affected by sophisticated cyber attacks. The Advanced Persistent Threat events are one 

type of event the team at CSMC detects, analyzes and responds to daily in defense of the FAA systems. In addition 

to the Advanced Persistent Threat events the FAA must respond to a myriad of attacks on its systems. The FAA is 

evolving towards a risk-based approach to computer network defense integrating new technologies to the cyber 

security program to protect the FAA and enhance the capability to respond to emerging cyber threats. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 6 – Utilize Continuous Diagnostics and Mitigation (CDM) capabilities to 

continuously enhance our ability to prevent, deter, detect, and respond to cyber attacks against the 

FAA's infrastructure for 95% of non-NAS IP-based systems and pilot CDM capabilities on a NAS IPbased system.

Relationship to Performance Metric

The FAA supports and implements security strategies and plans by: (1) ensuring effective preparedness, detection, 

response, and recovery regarding cyber attacks; (2) integrating information security efforts into all acquisition and 

operation phases to protect FAA people, buildings, and information; and (3) supporting the nation’s efforts to 

safeguard homeland security, in particular the aviation infrastructure and industry.

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Program Plans FY 2015 – Performance Output Goals

• Implement solutions and services to achieve Continuous Diagnostics and Mitigation (CDM) endpoint integrity 

goals of managing: hardware, software, configuration settings and known vulnerabilities, including the NAS.

• Implement solutions and services to achieve Continuous Diagnostics and Mitigation (CDM) goals of managing 

access to hardware and software.

• Evaluate and deploy at least one new technology to combat Advanced Persistent Threat (APT).

• Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points.

• Implement routine vulnerability and FDCC/USGCB scanning of 70% of mission support networks.

• Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

• Install wireless technologies that monitor for wireless network threats and vulnerabilities in selected locations 

determined at the beginning of the fiscal year.

• Conduct software code vulnerability security analysis on 80 legacy and development agency systems. 

• Conduct at least four Webinar/ training sessions on software assurance to FAA employees and contractors.

• Develop architecture and engineering efforts for alternative solutions to secure new FAA systems.

Program Plans FY 2016 – Performance Output Goals 

• Implement solutions and services to achieve Continuous Diagnostics and Mitigation (CDM) endpoint integrity 

goals of managing: hardware, software, configuration settings and known vulnerabilities, including the NAS.

• Implement solutions and services to achieve Continuous Diagnostics and Mitigation (CDM) goals of preparing 

for and responding to incidents and contingencies.

• Evaluate and deploy at least one new technology to combat Advanced Persistent Threat (APT).

• Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points.

• Implement routine vulnerability and FDCC/USGCB scanning of 80% of mission support networks.

• Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

• Conduct software code vulnerability security analysis on 100 legacy and development agency systems. 

• Conduct at least five Webinar/ training sessions on software assurance to FAA employees and contractors.

• Develop architecture and engineering efforts for alternative solutions to secure new FAA systems.

Program Plans FY 2017 – Performance Output Goals

• Implement solutions and services to achieve Continuous Diagnostics and Mitigation (CDM) endpoint integrity 

goals of managing: hardware, software, configuration settings and known vulnerabilities, including the NAS.

• Implement solutions and services to achieve Continuous Diagnostics and Mitigation (CDM) goals of security 

lifecycle management including design and build in security and operate, monitor and improve capabilities.

• Evaluate and deploy at least one new technology to combat Advanced Persistent Threat (APT).

• Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points.

• Implement routine vulnerability and FDCC/USGCB scanning of 90% of mission support networks.

• Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

• Conduct software code vulnerability security analysis on 120 legacy and development agency systems. 

• Conduct at least six Webinar/ training sessions on software assurance to FAA employees and contractors.

• Develop architecture and engineering efforts for alternative solutions to secure new FAA systems.

Program Plans FY 2018 – Performance Output Goals

• Implement solutions and services to achieve Continuous Diagnostics and Mitigation (CDM) endpoint integrity 

goals of managing: hardware, software, configuration settings and known vulnerabilities, including the NAS.

• Evaluate and deploy at least two new technologies to combat Advanced Persistent Threat (APT).

• Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points.

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• Implement vulnerability and FDCC/USGCB scanning in support of continuous monitoring of 99% of mission 

support networks.

• Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

• Complete software code vulnerability security analysis on 150 legacy and development agency systems. 

• Conduct at least six Webinar/ training sessions on software assurance to FAA employees and contractors.

• Develop architecture and engineering efforts for alternative solutions to secure new FAA systems.

Program Plans FY 2019 – Performance Output Goals

• Implement solutions and services to achieve Continuous Diagnostics and Mitigation (CDM) endpoint integrity 

goals of managing: hardware, software, configuration settings and known vulnerabilities, including the NAS.

• Evaluate and deploy at least two new technologies to combat Advanced Persistent Threat (APT).

• Deploy Full Packet Capture capability through Flexible Analysis System (FAS) at two new strategic network 

points.

• Implement vulnerability and FDCC/USGCB scanning in support of continuous monitoring of 99% of mission 

support networks.

• Evaluate three new technologies to address complex and rapidly changing cyber threats and vulnerabilities to 

include wireless technologies. 

• Have completed software code vulnerability security analysis on 200 legacy and development agency systems. 

• Conduct at least six Webinar/ training sessions on software assurance to FAA employees and contractors.

• Develop architecture and engineering efforts for alternative solutions to secure new FAA systems.

 

3A07, SYSTEM APPROACH FOR SAFETY OVERSIGHT (SASO)

FY 2015 Request $22.5M

System Approach for Safety Oversight (SASO) – Phase 2a, A25.02-01 / System Approach 

for Safety Oversight (SASO) – Phase 2b, A25.02-02 

 

Program Description 

The SASO Program improves, automates, and standardizes FAA’s Flight Standards (AFS) safety oversight and 

inspection processes by implementing the International Civil Aviation Organization (ICAO) Safety Management 

System (SMS). To implement SMS within AFS, four components are being developed; Safety Assurance System 

(SAS), Safety Risk Management (SRM), Safety Policy (SPO) and Safety Promotion (SPR).

Safety Assurance System (SAS) – The SAS supports a new proactive systems safety approach that will significantly 

improve the FAAs ability to identify and address hazards and safety risks before they result in accidents. Existing 

information systems and tools will be examined to determine their ability to support systems safety oriented 

oversight and redundant applications will be consolidated. Obsolete and unsuitable systems will be removed and 

replaced with an integrated suite of databases and analysis tools that coincide with the new SMS-based processes. 

The new systems, analysis and decision support tools will consistently provide accurate, critical information needed 

to make timely safety decisions, and the newly engineered oversight processes will emphasize the use of this data by 

the FAA when making critical decisions. Finally, the program will exchange information from these systems with 

national and international government and industry organizations throughout the aviation community to increase 

awareness of systemic safety risks and maximize levels of safety. The SAS will provide easier and quicker access to 

safety information for FAA employees that certify and survey the aviation industry. 

Safety Risk Management (SRM) – SASO SRM activities include specific enhancements to the SAS toolset to 

support SRM, particularly with respect to the development and assessment of risk controls and the implementation 

of functional and data interfaces. These interfaces will interconnect the AFS SRM functions with SRM functions of 

other AVS services and offices, most notably the Aircraft Certification Service (AIR). This will be done in 

conjunction with updating internal AFS policy and procedures in accordance with SMS constructs and requirements. 

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Safety Policy – SASO Safety Policy improvements will focus on integrating safety planning, organizational 

structure and responsibilities, and operational procedures and controls. SASO will put in place processes and 

procedures to facilitate the development of plans and procedures to meet FAA, Office of Aviation Safety (AVS) and 

AFS safety objectives, and the establishment of acceptable levels of safety for both individual certificate holders and 

applicable aviation industry segments viewed as a whole. SASO will develop a methodology for establishing an 

acceptable level of risk for particular industry segments and types of operations, and procedures to continuously 

monitor and aggregate industry level risk. Finally, references and process controls will be updated to support 

integration into the overall AVS SMS.

Safety Promotion – SASO Safety Promotion initiatives include five primary activities: 

• Development of a positive safety culture within AVS, AFS and certificated and non-certificated entities; 

• Communication of ongoing SMS efforts and outputs to all employees; 

• Establishment of personnel competency requirements for SMS activities; 

• Capturing knowledge of safety issues and incorporating it into the air transportation system; and 

• Updating product/service provider SMS requirements.

SASO is divided into three phases. SASO Phase I was a planning and engineering effort designed to develop and 

test the SAS concept, i.e. using automation to guide and support the FAA’s safety oversight and inspection process 

for the major air carriers as defined by Tile 14, Code of Federal Regulations (CFR) Part 121. It also demonstrated 

the benefits of system safety to AFS and the aviation community. SASO Phase II further develops and implements

the SAS concept for other CFR Parts pertaining to aviation. SASO Phase II is divided into two segments: Alpha and 

Beta. 

SASO Phase II Alpha (A25.02-01): 

SASO Phase II Alpha is the first segment and covers the years FY 2010 through FY 2016. In this segment, the AFS

SAS Pilot Project is further developed and implemented and adds functionality to support AFS oversight of Title 14 

CFR Parts 135 (commuter and on-demand operators) and 145 (repair stations). In October 2010, a prototype 

demonstration failed a risk-based analysis, a key requirement of the AFS SAS. A rework effort of the business 

processes has been completed and changes are being incorporated into the SAS. Also, changes to the testing and 

implementation strategies have been instituted to help mitigate further program risk. As a result, the SAS 

development and deployment will be delayed by approximately twenty eight months and the original completion of 

this phase is projected to slide from FY 2013 to FY 2016. The first SAS Key Site initial operational capability 

(IOC) is planned for Q3 FY 2014 and the first SAS Production IOC by Q4 FY 2014. Full deployment of the SAS to 

approximately 131 field sites and headquarters is planned for completion by Q2 FY 2016 in accordance with the 

revised Phase II Alpha Acquisition Program Baseline (APB) schedule. The SASO Phase II Alpha baseline change 

decision (BCD) was finalized and approved by the Joint Resource Council (JRC) in September 2013, to reflect these 

program changes. 

SASO Phase II Beta (A25.02-02): 

SASO Phase II Beta is the second segment and covers the period from FY 2014 through FY 2019. A Final 

Investment Decision (FID) for Phase II Beta is planned for 1st quarter FY 2015. During this phase, SAS 

functionality is further developed to accommodate the remaining Title 14 CFR Parts regulated by AFS. These 

include, but are not limited to, other air operators, Pilot Schools and Training Centers, Aviation Maintenance 

Technical Schools, other certificated operations such as helicopter external load, and agriculture/crop dusting.

Additionally, the remaining three components of the SMS (safety risk management, safety policy, and safety 

promotion) will be developed and implemented during this phase. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

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Relationship to Performance Metric

SASO supports the metric for reducing the air carrier fatal accident rate by implementing a SMS that will assist 

aviation safety inspectors with their statutory oversight of the aviation industry. SASO Phase II Alpha implements 

an automation system that fulfills the first of four SMS components, Safety Assurance. SASO Phase II Beta 

implements the remaining three SMS components, Safety Promotion, Policy and Risk Management. After 

completion of both Phases, the aviation safety inspector workforce will be better informed and prepared so they can 

improve their enforcement of safety regulations and continue to protect America’s flying public.

Program Plans FY 2015 – Performance Output Goals

SASO Phase II Alpha (A25.02-01): 

• Complete installation, training and IOC at 52 of 131 sites by March 30, 2015 (39% complete).

• Complete installation, training and IOC at 100 of 131 sites by September 30, 2015 (76% complete).

SASO Phase II Beta (A25.02-02): 

• Achieve Final Investment Decision Q1 FY 2015

• Conduct SAS Business Process Reengineering.

• Conduct SAS Phase II Beta Preliminary Design Review. 

• Conduct Safety Risk Management (SRM) Preliminary Design Review.

• Conduct Safety Promotion (SPR) Preliminary Design Review.

• Conduct Safety Policy (SPO) Preliminary Design Review.

• Deliver SRM, SPR, SPO business processes documentation. 

Program Plans FY 2016 – Performance Output Goals

SASO Phase II Alpha (A25.02-01): 

• Complete Last Site IOC for the SAS. (APB Milestone)

SASO Phase II Beta (A25.02-02): 

• Milestones will be developed at FID.

Program Plans FY 2017-2019 – Performance Output Goals

SASO Phase II Alpha (A25.02-01): 

• None.

SASO Phase II Beta (A25.02-02): 

• Milestones will be developed at FID.

System Implementation Schedule

 

System Approach for Safety Oversight (SASO)

Safety Assurance System (SAS) Ph II Alpha Development - 2010-2016 Alpha Dev

Safety Assurance System (SAS) Ph II Alpha - IOC 2014 -- FOC 2016 Aplha

Safety Assurance System (SAS) Ph II Beta Development - 2014-2019 Beta Dev

Safety Risk Management (SRM) Development (Ph II Beta) - TBD

Safety Promotion (SPR) Development (Ph II Beta) - TBD

Safety Policy (SPO) Development (Ph II Beta) - TBD

Safety Assurance System (SAS) Ph II Beta - IOC/FOC TBD

2010 2015 2020

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3A08, AVIATION SAFETY KNOWLEDGE MANAGEMENT ENVIRONMENT (ASKME)

FY 2015 Request $10.2M

Aviation Safety Knowledge Management Environment (ASKME) – Segment 2, A26.01-01 

 

Program Description

ASKME is a suite of information technology (IT) tools designed to support and enable the FAA Aircraft 

Certification Service (AIR) to more efficiently certify new aircraft and modifications to existing aircraft. The 

program was established to provide a comprehensive automation environment for critical safety business processes 

for the Office of Aviation Safety through deployment of 18 integrated business solutions (18 projects) between 

Fiscal Year 2008 and Fiscal Year 2017. Segment 1 covers fiscal years FY 2008 – FY 2012 and Segment 2 covers 

fiscal years FY 2013 – FY 2017. ASKME, Segment 2, obtained its baseline decision on September 21, 2011 from 

the FAA Joint Resources Council. 

ASKME projects will provide electronic storage and retrieval of FAA technical documentation, and lessons learned 

from previous certifications that involved aircraft design and manufacturing safety issues, so that they can be 

accessed and shared more easily. ASKME will provide a comprehensive automated system and electronic tools for 

capturing key safety related data resulting from rulemaking and policy development, airworthiness directives, design 

certification, production/ manufacturing certification and airworthiness certification. This will help inspectors in 

approving new operating certificates, and insuring that design or modification of aircraft meet aircraft safety 

conditions; and in designee management, evaluation and audit, external inquiries, enforcement, continued 

operational safety management, and international coordination. 

Segment 2 IT Application Deliverables Include: 

• Electronic File Service (EFS) – Production Support and Historical Scanning

• Work Tracking Software – Budget Management (WTS-BMgmt)

• Airworthiness Directives Development (ADD)

• Airworthiness Certifications (4 related applications):

o Standard Airworthiness Certifications (StdAC)

o Special Airworthiness Certifications (SpclAC)

o Special Flight Authorizations (SFA)

o Certification of Imported/Exported Products (CI/EP)

• Compliance and Enforcement Actions (CEA)

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

The Aircraft Certification Service (AIR) is responsible for ensuring that civil aircraft are designed and manufactured 

to operate safely within the NAS. ASKME will provide the automated systems to conduct safety data analysis and 

data gathering, as well as the collection of lessons learned as it applies to AIR’s safety-related responsibilities (e.g. 

aircraft certification and certificate management, regulatory development, designee supervision and oversight, and 

operational safety). ASKME will provide AIR with a comprehensive mechanism aimed at: 1) the early 

identification and resolution of accident precursors; 2) the promotion of systematic and structured risk 

assessment/risk management practices; and 3) the proactive management of safety issues throughout the lifecycle of 

an aircraft and its components. The projected benefit from FY 2013 to FY 2023 is estimated at 77.26 avoided 

fatalities. 

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Program Plans FY 2015 – Performance Output Goals

• Finalize documented detailed System Specification Requirements Compliance and Enforcement Actions (CEA)

• Complete design, development, test, and implementation phases Airworthiness Directives Development (ADD). 

• Complete scanning of 25% of historical documents for Electronic File System (EFS).

Program Plans FY 2016 – Performance Output Goals

• Complete design, development, test, and implementation phases Standard Airworthiness Certifications (StdAC), 

Special Airworthiness Certifications (SpclAC), Special Flight Authorizations (SFA), Certification of 

Imported/Exported Products (CI/EP) and Compliance and Enforcement Actions (CEA). 

• Complete scanning of 25% of historical documents for Electronic File System (EFS).

Program Plans FY 2017 – Performance Output Goals

• Complete scanning of all historical documents for Electronic File System (EFS).

• Complete requirements document identifying additional user needs.

• Conduct user in service training.

Program Plans FY 2018-2019 – Performance Output Goals

• None.

 

3A09, NEXTGEN – SYSTEM SAFETY MANAGEMENT PORTFOLIO

FY 2015 Request $18.7M

• A, Aviation Safety Information Analysis and Sharing (ASIAS), G07A.02-01

• B, Systems Safety Management Transformation, G07M.02-01

A, Aviation Safety Information Analysis and Sharing (ASIAS), G07A.02-01 

 

Program Description

The ASIAS program is an information safety analysis and data sharing collaboration involving industry and 

government to proactively analyze broad and extensive data to advance aviation safety. The primary objective of 

ASIAS is to provide a national resource for use in discovering common, systemic safety problems that span multiple 

airlines, fleets and regions of the global air transportation system. ASIAS uses internal FAA datasets, airline 

proprietary safety data, publicly available data, manufacturers’ data and other data. ASIAS fuses these data sources 

in order to identify safety trends in the NAS, leading to a comprehensive and proactive approach to aviation safety 

in conjunction with implementation of NextGen capacity and efficiency capabilities. 

The information analysis and sharing mission directly supports safety promotion and safety assurance initiatives 

with analytical results such as baseline information and trends; and indirectly supports safety risk management 

through issue identification, information and tools for analysis of hazards. System wide analysis and modeling 

support risk assessment and management for both existing and future systems by identifying potential systemic risks 

associated with new systems (in NextGen) as well as existing systems. To fully realize the benefits of the Safety 

Management System (SMS) approach to safety and reach the safety levels demanded by the public, it will be 

necessary to address shortcomings in the current aviation system by:

• Replacing inadequate, informal communication with prompt and comprehensive exchanges of aviation 

safety information;

• Coordinating and sharing the resources required to maximize the effectiveness of tool development and 

issue analysis; and

• Establishing a collaborative approach to identifying and mitigating system safety issues posing the highest 

risks.

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ASIAS supports these objectives by aggregating and sharing data among ASIAS participants in order to more 

clearly understand precursors to accidents. ASIAS aggregates disparate aviation safety data sources in a central 

repository, increasing its potential value for analysis-based insight and providing insights that would not be available 

if data is not shared. ASIAS also has advanced safety analytical capabilities and performs analyses that would not 

be available to individual participants performing similar analyses. 

ASIAS has initiated the process of proactively analyzing, identifying and monitoring the data for potential high risk 

safety issues that might otherwise remain hidden until uncovered in post-incident investigations. New automated 

processes will facilitate advanced analysis of comprehensive data which will provide new insights about potential 

safety risks in both the current NAS and as the NAS evolves to NextGen. 

The activities in the program include: 

1. Research to develop ASIAS capabilities that build upon and extend existing capabilities for managing and 

processing aviation safety and performance data;

2. The development of tools that convert both textural and numeric data into information; and

3. The creation of visualization capabilities that aid causal/contributing factor analyses and risk assessment.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

ASIAS is a vital component needed to support FAA’s Strategic Priority to Make Aviation Safer and Smarter. Safety 

insights from ASIAS analyses are communicated to the ASIAS participants and, as authorized by the ASIAS 

Executive Board (AEB), to others in the aviation community. Participants will leverage insight to identify riskreducing alternatives or changes to operations or processes. Implemented changes will prevent would-be accidents. 

Safety insights from ASIAS will be applicable to a broad range of aviation communities (e.g., commercial, general 

aviation (GA), helicopters) and other civilian agencies involved with aviation operations (e.g., airport operators, 

airport authorities) and specifically to the FAA as it develops and implements NextGen. ASIAS supports promotion 

and expansion of safety information efforts, particularly as a FAA-industry partnership and data-driven safety 

program to identify, prioritize and address risks and/or vulnerabilities before they lead to accidents. 

Program Plans FY 2015 – Performance Output Goals

• Develop improved data analysis tools that leverage the fusion of voluntarily submitted text based safety reports 

from both FAA and ASIAS participants with digital flight data and FAA surveillance data.

• Develop an expanded set of ASIAS analytical capabilities to support analysis of deployed NextGen Operational 

Improvements (OIs).

• Continue development of an initial set of NextGen known-risk monitoring metrics.

• Expand the ASIAS data set to include ATC Voice and Surveillance and Broadcast Services (SBS) data. 

• Develop a voice data analytical capability to include a query interface for voice data and an automated safety 

issue classification model using voice-to-text conversion capability. 

• Evolve ASIAS Information Technology (IT) architecture (e.g. cloud computing) to improve computational 

efficiency to support FAA and ASIAS participant analysis needs.

Program Plans FY 2016 – Performance Output Goals

• Develop standards for Rotorcraft flight data sharing and requirements for tools to analyze Rotorcraft data.

• Deploy a GA ASIAS in which directed studies, known-risk monitoring and information sharing among GA 

operators can be conducted for issues specific to the GA community.

• Expand ASIAS analytical capabilities to include the storage, retrieval, and analysis of ATC voice archives; 

demonstrate the application of these capabilities through one of the ASIAS Directed Studies.

• Deploy automated capabilities to alert on non-typical flight and system behavior using fused digital and textual 

data.

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Program Plans FY 2017 – Performance Output Goals

• Through the ASIAS Portal, enable full 3-D visualization of selected safety events using aggregate fused data for 

ASIAS participants use in their internal analysis.

• Align Directed Studies and analytical techniques with NextGen system changes (e.g., ATM procedures, 

airspace redesign) and community changes (e.g., fleet changes, avionics).

• Expand ASIAS studies beyond those affecting commercial aviation in the NAS through assessment of issues 

that impact multiple segments of the aviation community (e.g. interaction of GA and commercial aviation) as 

well as targeted studies for specific communities such as rotorcraft or GA fixed wing.

• Develop automated capabilities to alert atypical flight and system behavior using fused digital and textual data.

Program Plans FY 2018 – Performance Output Goals

• Establish the participation in ASIAS of UAS operators based upon risk-based, statistically significant standards.

• Complete the transition of ASIAS to a cloud-based architecture for data storage and analytical capabilities, and 

provide access to other organizations to conduct their own analyses in a cloud based environment.

• Expand ASIAS studies to include risks identified by unsupervised exploratory (atypicality) analysis performed 

on databases consisting of fused proprietary and publicly available data.

• Complete integration of ASIAS with other NextGen portfolios through establishment of appropriate 

requirements-driven safety metrics and monitoring strategies to demonstrate safety performance.

Program Plans FY 2019 – Performance Output Goals

• Develop capability to monitor and assess data quality for ASIAS participants’ Safety Reporting Programs. 

• Expand ASIAS Information Technology architecture to support Rotorcraft vulnerability discovery, monitoring 

metrics and benchmarks in ASIAS.

• Develop open standards for Flight Operational Quality Assurance (FOQA) data to be used in ASIAS.

• Investigate predictive analytics (updatable models) to support (near) real-time and historical analysis of safety 

risks.

 

B, Systems Safety Management Transformation, G07M.02-01 

 

Program Description

This program conducts research to develop a comprehensive and proactive approach to aviation safety especially as 

it relates to the implementation of NextGen. This research enables safety assessments of proposed NextGen 

concepts, algorithms, and technologies and provides system knowledge to understand economic, implementation, 

operational and performance impacts (with respect to safety) of NextGen system alternatives. This project supports 

the development and implementation of integrated safety management systems across the air transportation system 

to ensure that the safety risk throughout the system is managed to an acceptable level. The Integrated Safety 

Assessment Model (ISAM), a national level System Safety Assessment model that proactively identifies emerging 

risks associated with NextGen capabilities, will be exercised to evaluate annual and future risks. Mechanisms to 

define and support integrated risk-based approaches to safety and safety oversight will be described analytically and 

reflected within the ISAM model, and parameters will be identified in order for FAA to monitor operational safety 

and determine the safety implications of operational changes (primarily NextGen related) to the air transportation 

system. The activities included in the Systems Safety Management Transformation program include: 

Airport and Terminal Risk Baseline and Forecast:

An Airport and Terminal area risk baseline will be periodically calculated and reported through the development, 

validation and implementation of software for surface operations and terminal areas at all 35 major airports. Using 

the airport and terminal area baseline, risk forecasts within the ISAM will also be periodically re-calculated by 

incorporating the results of the airport and terminal risk baseline outputs. 

 

Integrated Safety Assessment Model (ISAM) Baseline and Forecast:

Integrated system risk analysis baseline software programs and standardized baseline safety metrics for all aspects of 

the NAS will be developed, validated and implemented. Integrated Safety Assessment Forecast will develop, 

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validate and implement system risk analysis forecasting software and a report on annual metrics and featuring the 

potential impact of NextGen initiatives on current and future safety baselines for all aspects of the NAS. The ISAM 

will also be extended to cover world-wide accident rates, and to cover incident data. This will be accomplished via 

a coordinated effort with Eurocontrol in the research supporting the Single European Sky Air Traffic Management 

Research (SESAR) program.

 

Hazard Information Integration:

Hazard Risk Tracking system safety data will be incorporated into the risk baseline analysis in ISAM. Harmonized 

taxonomies will be provided to all ISAM users and standard baseline assessments will be provided as end-products 

to Safety Risk Management (SRM) practitioners. This effort starts in FY 2019.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

The planned growth and complexity in the air transportation system requires a fundamental change in the way the 

air transportation community manages safety. System safety management research provides a shared, proactive 

approach to identifying, assessing and mitigating risk making all stakeholders more effective in their approach to 

managing safety. Processes will be re-engineered, safety cultures will change and new technologies that prevent and 

mitigate incidents and accidents will be deployed within the air transportation system. 

The Systems Safety Management Transformation program delivers prototype systems, functioning models, safety 

tools, information sharing environments and safety management analyses. Capabilities will be integrated using 

multiple data sources and shared across the aviation community through the deployment of local system safety risk 

baseline tools, risk prediction tools and integrated forecasts. Ultimately, NAS stakeholders will use the tools to 

identify precursors and contributing factors to accidents, allowing interventions to be developed and implemented 

before system safety issues manifest as accidents.

Program Plans FY 2015 – Performance Output Goals 

Airport and Terminal Risk Baseline and Forecast:

• Develop prototype system baseline risk software for airports and terminal areas without sophisticated 

surveillance (ASDE-X sites).

• Develop prototype system risk forecast software for airports and terminal areas without sophisticated 

surveillance (ASDE-X sites).

• Test the prototype baseline and forecast software at the top 100 US airports with and without sophisticated 

surveillance.

• Deliver trend analysis software for risk estimates for top 100 US airports with data requirements for trend 

validation. 

Integrated Safety Assessment Model Baseline and Forecast:

• Develop baseline event sequence diagrams and probabilistic risk-based calculations for 30 accident scenarios 

relevant to aviation safety calibrated to US historical data as well as additional accident scenarios relevant to 

Unmanned Aerial Vehicle (UAV) activity.

• Implement fault-trees associated with primary failure modes relevant to the 30 accident scenarios in a webbased environment.

• Customize risk-based reports for scenarios relevant to the FAA Lines of Business.

• Develop ASIAS data interchange protocol and report that provides a model-based risk assessment of an airport 

surface safety risk.

• Integrate international risk baselines (and a comparison report) through a cooperative research activity with 

SESAR. 

• Deliver a preliminary peer-review report on FAA/Eurocontrol data exchange on ISAM and SESAR Accident 

Incident Model for system risk baselines.

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• Deliver model-based risk calculation software deployed in web-based environment extended to include new 

vehicles (UAV).

• Produce precursor data tracking requirements document including data requirements for UAV modeling.

• Conduct annual NAS-wide risk impact assessment for implementation of NextGen using ISAM model and 

expert assessments.

• Provide results of expert-judgment assessment of NextGen safety impacts on operational scenarios.

• Deliver a peer review coordination report: ISAM results of NextGen and SESAR impacts (FAA/Eurocontrol 

cooperative effort).

• Conduct test of Standardized hazard taxonomy and associated Event Sequence Diagram and Fault Tree 

associations.

Program Plans FY 2016 – Performance Output Goals

Integrated Safety Assessment Model Baseline and Forecast:

• Produce a precursor data tracking requirements document.

• Deliver annual NAS-wide risk impact assessment for NextGen implementation segments with a risk report and 

metric assessment using ISAM model and expert assessments.

Program Plans FY 2017 – Performance Output Goals

Airport and Terminal Risk Baseline and Forecast:

• Develop near real-time risk baseline function for commercial airports including real or model-based data for 

locations not served by ASDE-X. 

• Implement system risk forecasting capability in a test-environment for all commercial NAS locations (top 35 

airports and facility areas). 

Integrated Safety Assessment Model Risk Baseline and Forecast: 

• Produce monthly NAS-wide risk metrics and reports (system baselines and operational impacts of NextGen 

changes).

• Produce monthly NAS-wide risk forecasts, trend modeling and reporting, evaluation of SESAR and NextGen 

operational improvements.

Program Plans FY 2018 – Performance Output Goals

Airport and Terminal Risk Baseline and Forecast:

• Demonstrate near real time (15 minute interval) location specific risk baseline capability at three major airports. 

• Demonstrate near real time (15 minute interval) location specific risk forecasts capability at three major 

airports.

Program Plans FY 2019 – Performance Output Goals

Airport and Terminal Risk Baseline and Forecast:

• Implement near real time location specific risk baseline capability (35 locations).

• Implement near real time location specific risk forecasts capability (35 locations).

Integrated Safety Assessment Model Risk Baseline and Forecast:

• Produce monthly NAS-wide risk metrics and report including system baselines and trends.

• Produce monthly NAS-wide risk forecasts, trend modeling and reporting.

Hazard Risk Tracking System:

• Implement inclusion of hazards and operational requirements from an AOC into hazard risk tracking system.

 

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3A10, NATIONAL TEST EQUIPMENT PROGRAM

FY 2015 Request $2.0M

National Test Equipment Program, M17.01-01 

 

Program Description 

The National Test Equipment Program manages the modernization, distribution, and maintenance of test, 

measurement, and diagnostic equipment required to perform preventive and corrective maintenance in support of 

new and legacy NAS systems. Test equipment is crucial to communication, automation, surveillance, power, 

navigation, and weather platforms that must be maintained within specific tolerances. Failure to achieve 

certification of critical NAS systems at an FAA facility (due to poor performing test equipment) could result in 

flight delays.

Analysis conducted during the Service Analysis and Concept and Requirements Definition (CRD) phases indicates 

that between 19%-25% of the 77,000 pieces of Test Equipment (TE) require replacement, with an estimated cost of 

approximately $320M. Some existing test equipment is more than 30 years old and spare parts for this old 

equipment are no longer manufactured, so it must be replaced. Replacement of the current analog test equipment 

must be forward compatible with the advanced digital technology being deployed through NextGen. Current 

requirements reflect a critical need for Transmission, Communication Service Monitors, Signal Generators, and 

Oscilloscopes. In addition, the National Test Equipment Program will improve the safety of certain procedures 

because technology enhancements reduce the need to perform certain functions, such as climbing high towers by 

allowing test systems to collect necessary data from ground level.

The National Test Equipment Program achieved Final Investment Decision (FID) was approved in June 2013. 

These milestones have been incorporated on the FAA’s Enterprise Architecture (EA) Roadmap for Facilities. The 

programs spend plan addresses the test equipment shortfall identified at the agency’s Core 30 airports. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric

Poor performing test equipment impacts the mean-time of restoration between outages. When test equipment is 

functioning at an optimal performance, it provides a return on investment through greater efficiencies in maintaining 

the NAS. Representative systems that are impacted by the program include: Communication, Automation, 

Surveillance, Power, Navigational, and Weather. 

Program Plans FY2015 – Performance Output Goals

• Procure and deliver 20 communication test sets.

• Procure and deliver 40 telephone test sets.

• Procure and deliver 30 cable and antenna analyzers.

Program Plans FY2016 – Performance Output Goals

• Procure and deliver 40 communication test sets.

• Procure and deliver 80 telephone test sets.

• Procure and deliver 60 cable and antenna analyzers.

Program Plans FY2017 – Performance Output Goals

• Procure and deliver 40 communication test sets.

• Procure and deliver 80 telephone test sets.

• Procure and deliver 60 cable and antenna analyzers.

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Program Plans FY2018 – Performance Output Goals

• Procure and deliver 40 communication test sets.

• Procure and deliver 80 telephone test sets.

• Procure and deliver 60 cable and antenna analyzers.

Program Plans FY2019 – Performance Output Goals

• Procure and deliver 40 communication test sets.

• Procure and deliver 80 telephone test sets.

• Procure and deliver 60 cable and antenna analyzers.

 

3A11, MOBILE ASSETS MANAGEMENT PROGRAM

FY 2015 Request $4.0M

Mobile Asset Management Program, F31.01-01 

 

Program Description 

The Mobile Asset Management Program (MAMP) provides easily moveable NAS equipment to restore certain 

operations during periods of extended equipment outages, to ensure continuity of NAS operations. Mobile NAS 

equipment provides for the continuity or restoral of air traffic control when an ATCT or other NAS system is out of 

service due to a disaster or extensive repair/modernization/upgrade and to augment air traffic control functions 

during major public events which may impact air traffic safety. The MAMP provides mobile assets that function as 

ATCTs, TRACON facilities, remote transmitter/receiver (RTR) sites, remote communications air/ground (RCAG) 

sites, and other systems that experience unexpected outages or planned system downtime for non-routine 

maintenance, modernization, or upgrade. 

The FAA’s mobile assets are in a serious state of disrepair and are often incapable of providing their intended 

service without first undergoing significant maintenance or repair. The inventory consists of 104 assets, of which 45 

are significant. The assets range from 30KW Mobile Engine Generators (MX) to four-position, mobile ATCTs 

(MATCTs). The near term need is to replace eight obsolete large four-position MATCTs and restore the remaining 

assets to a full operational capability. The MATCTs, which were acquired in the 1990s and are experiencing serious 

material failures, must be replaced. Presently, development of a lifecycle management program for Mobile Assets is 

ongoing, but not fully operational. As a result of this deficiency, the FAA is experiencing significant difficulty in 

providing functional mobile assets when emergency conditions warrant their use. MAMP will provide the mobile 

assets and the means to manage those assets. This program is one of the 12 programs included in FAA’s NAS 

Sustainment Strategy. 

National Deployment Centers shall be established in each Service Area. The Central Service Area and Western 

Service Area will establish their Deployment Centers in FY 2014, and the Eastern Service Area will establish its 

Deployment Center(s) in FY 2015. The Deployment Centers will serve as national property custodians of the 

mobile assets. Sheltered storage is mandatory. The Deployment Centers will arrange for transportation of the 

mobile assets to and from the event location, and verify inventory/assessment with the receiving custodian. The 

Deployment Center will maintain a website schedule of the mobile assets deployments within their area of 

responsibility. The mobile assets will be maintained by the District Offices and Systems Support Center (SSC) 

personnel at the appropriate Deployment Center in advance of a deployment.

Efforts are underway to develop a set of requirements for all mobile assets. These requirements will be the basis for 

building an inventory of mobile assets that will enable the FAA to respond to planned and unplanned outages in the 

NAS. The JRC approved the Final Investment Decision for MAMP on June 5, 2013.

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 1 – Sustain adjusted operational availability at 99.7 percent for the reportable 

facilities that support the Core airports.

Relationship to Performance Metric 

The MAMP program supports NAS operational availability by providing augment, continuity or restoral service for 

radars, control towers, and communications systems. Hurricane Katrina and the Haiti earthquake revealed that the 

FAA was not well prepared to provide onsite NAS restoral service for disaster response. Each year there are 10-15 

ATCT modernization efforts in progress which require mobile assets to maintain operations. Assets are not always 

available necessitating the development of “work around” procedures result in extending the duration of the 

projects. Additionally, the majority of the ATCTs are over 50 years old resulting in an increasing number of 

unforeseen outages requiring mobile assets to maintain operations. 

Program Plans FY 2015 – Performance Output Goals

• Acquire three large Self-Contained MATCTs.

• Develop prototype modular ATCT, across multiple years. 

• Repair / modernize six two position MATCTs.

• Establish a National Deployment Center for ESA.

Program Plans FY 2016 – Performance Output Goals

• Acquire a Modular MATCT.

• Repair / modernize six two position MATCTs.

Program Plans FY 2017 – Performance Output Goals

• Acquire a Modular MATCT.

• Repair / modernize two MATCTs.

Program Plans FY 2018 – Performance Output Goals

• Acquire one large Self-Contained MATCT.

• Repair / modernize two MATCTs.

Program Plans FY 2019 – Performance Output Goals

• Acquire one large Self-Contained MATCT.

• Repair / modernize two MATCTs.

 

3A12, AEROSPACE MEDICINE SAFETY INFORMATION SYSTEM (AMSIS)

FY 2015 Request $3.0M

• A, Aerospace Medicine Safety Information System (AMSIS), A35.01-01

• X, Aerospace Medical Equipment Needs (AMEN) – Technology Refresh – Phase 2, M53.01-02

A, Aerospace Medicine Safety Information System (AMSIS), A35.01-01 

 

Program Description

The Aerospace Medicine Safety Information System (AMSIS) will develop a new information system for tracking 

and analyzing medical information associated with pilots, air traffic controllers and other aviation related personnel.

The Office of Aerospace Medicine (AAM) is responsible for maintaining information relating to the following 

responsibilities: 

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Fiscal Years 2015-2019 Activity 3

• the Medical Certification of Airmen; 

• Medical Clearance of Air Traffic Control Specialists (ATCSs); 

• Oversight of the Aviation Industry’s Drug and Alcohol Testing Programs; 

• Designation, Training, Oversight and Surveillance of Aviation Medical Examiners; 

• FAA Employee Substance Abuse Testing; 

• Airmen Aviation Physiology and Survival Training and Education; 

• FAA Employee Health Awareness; and 

• Aerospace Medicine and Human Factors Research. 

AAM processes the medical certification applications of approximately 400,000 pilots and ATCSs each year and 

maintains millions of medical records as part of AAM’s role in the oversight of three quarters of a million airmen 

and nearly 17,000 ATCSs. 

AAM has designed, developed and implemented information systems to efficiently process and manage safety, 

health and research information collected by FAA’s regulatory programs. The technology and architecture of these 

systems are becoming unsupportable and will become obsolete. The AMSIS program will design, develop, procure 

and deploy the next generation information system. 

AMSIS completed an Investment Analysis Readiness Decision (IARD) in Q4 FY 2013; and is on track for an Initial 

Investment Decision (IID) by Q4 FY 2014; and Final Investment Decision (FID) by Q4 FY 2015. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

AMSIS will provide better data accessibility and a greater ability to analyze medical information and denial data to 

identify safety trends that could impact system safety. 

Specifically, AMSIS will reduce accidents and improve safety by: 

• Reducing falsification of health records and preventing pilots or ATCSs from operating in the NAS when 

they have medical conditions hazardous to aviation safety;

• Improving the ability to analyze medical data and identify and mitigate hazards related to specific and/or 

systemic airmen and ATCS health issues;

• Improving the ability to match airmen and ATCS medical records with the electronic health records of 

other government agencies and departments;

• Ensuring the accuracy and integrity of airmen and ATCS medical data; 

• Leveraging the National Health Information Network (NHIN), Health Information Exchange (HIE) system 

medical records, and Ad Hoc, Regional, Multi-Regional HIEs, to improve the accuracy of airmen and 

ATCS medical data and

• Improving the surveillance and oversight of designees and aviation industry substance abuse programs.

Program Plans FY 2015 – Performance Output Goals

• Achieve Final Investment Decision (FID).

• Complete development of implementation plan. 

• Award contract. 

• Document prioritization of automation of core AAM IT capabilities for rapid deployment.

• Develop modular components of airmen certification and data verification functionality. 

Program Plans FY 2016 – Performance Output Goals

• Update implementation plan. 

• Complete initial core functionality internal to AAM.

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• Complete initial interagency information exchanges of airmen certification criteria.

• Complete a limited deployment of diverse web-enabled mobile interface options. 

Program Plans FY 2017 – Performance Output Goals

• Update implementation plan. 

• Update Enterprise Architecture and technology constraints documents. 

• Complete development of full operational capability.

Program Plans FY 2018-2019 – Performance Output Goals

• None.

 

X, Aerospace Medical Equipment Needs (AMEN) – Technology Refresh – Phase 2, M53.01-

02 

 

Program Description 

The Civil Aerospace Medical Institute (CAMI), located at the FAA Mike Monroney Aeronautical Center (MMAC) 

in Oklahoma City, OK, is the medical certification, education, research, and occupational medicine wing of the 

Office of Aerospace Medicine (AAM) within the FAA’s Aviation Safety Organization (AVS). CAMI’s personnel 

work in sophisticated research laboratories and testing facilities with the need for modern scientific, engineering, 

simulation, and medical systems. 

Much of the laboratory equipment used by CAMI’s scientists, physicians, and engineers is old and becoming 

obsolete. This aging equipment places several accreditations at risk, and does not allow the FAA to keep up with 

science and technology advances currently available in the market. AMEN 2 introduces the technology refresh of 

CAMI Human Factors laboratory assets. The research simulators rely extensively on computer systems which 

currently are 3-18 years old. Computers age more rapidly than other equipment, and frequently fail without 

warning. This is especially true of the video-intensive computers that are necessary to support mid- and highfidelity simulations. By FY 2016, the equipment to be replaced will be 6 – 31 years old with an average of 13 years, 

resulting in a serious shortfall in system capability and efficiency

AMEN 2 is designed to replace 11 items: three research simulators, two biochemistry testing systems, two 

specialized cameras, one anthropometric test dummy, one engineering calibration device, and two data acquisition & 

processing systems. AMEN will also plan for additional acquisitions for the continued technical refresh of CAMI 

laboratories starting in FY 2020.

AMEN 2 is currently working towards the Investment Analysis Readiness Decision (IARD) phase of the FAA 

Acquisition Management System (AMS). AMEN 2 Final Investment Decision (FID) is scheduled for August 2015.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018. 

Relationship to Performance Metric

More modern equipment supports human safety and performance research areas that are associated with reducing 

aviation accidents and fatalities. Examples are: 

• Assessment of very large datasets concerning aircrew medical certification, and their involvement in 

aviation accidents and incidents; 

• Development of procedures to detect aeromedically unsafe conditions and trends; 

• Assessment of crash environments to determine restraint performance, and safety device effectiveness; 

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• Assessment of human performance at altitude, adequacy of protective breathing equipment, aircraft 

environmental control systems/cabin air quality, and methods of detection/protection from chemical, 

biological, and radiological threats; 

• Evaluations of human factors concerns associated with advanced multifunction displays and controls in 

general aviation and air traffic control; 

• Evaluation of NextGen technologies and procedures including human-in-the-loop simulation studies 

concerning the usability of proposed automation concepts and the effects of those concepts on ATC 

workload, situation awareness, and performance; and 

• Development and assessment of measures of performance in ATCs and technical operations specialists. 

Program Plans FY 2015 – Performance Output Goals

• None.

Program Plans FY 2016 – Performance Output Goals

• Contract Awards to replace eleven 11 items:

o Two biochemistry testing systems 

o Two specialized cameras 

o One anthropometric test dummy 

o One engineering calibration device 

o One data acquisition & processing system

Program Plans FY 2017 – Performance Output Goals

• Contract Award to replace a research simulator: General Air Traffic and Technical Operations Research 

Laboratory.

Program Plans FY 2018 – Performance Output Goals

• Contract Award to replace a research simulator: Technically Advanced General Aviation Research Simulator.

Program Plans FY 2019 – Performance Output Goals

• Contract Award to replace a research simulator: Air Traffic Control Advanced Research Simulator.

• Contract Award to refresh data acquisition & processing system: High Performance Aeromedical Research 

Computing System.

 

3A13, TOWER SIMULATION SYSTEM (TSS) TECHNOLOGY REFRESH

FY 2015 Request $3.0M

National Airspace System (NAS) Training - Equipment Modernization – Training 

Simulators – Tower Simulation System, M20.01-04 

 

Program Description

The Tower Simulation System (TSS) program will provide technology refresh of obsolete tower simulation 

equipment. The TSS system is currently deployed at 29 sites which provide satellite capabilities for an additional 

126 facilities. TSS provides support for controller qualification and skill enhancement training.

 

The TSS is a full-scale tower simulator providing an interactive, highly realistic environment for controller training. 

The TSS can support up to four simultaneous positions including local, ground and flight data/clearance delivery 

and coordinator. Trainees can achieve initial proficiency in the simulator, and when that training is complete work 

in an operational facility as a “developmental” in preparation for certification. The simulator provides synthetic 

voice response and voice recognition to allow the student to talk to the simulator. The voice recognition system 

interprets the student's commands and translates them into actual aircraft movement depicted on the screen. A 

recorded playback feature allows instructors to review and evaluate performance with the student after the training 

session.

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The TSS is also used in non-training applications. It aids in site surveys for proposed new construction on or near 

the airfield as well as assisting in the planning of new runways or changes in local arrival or departure procedures in 

an accurate and safe simulated environment.

The current system is over 5 years old and is becoming more expensive to operate and maintain. The projection 

screens will be replaced with updated visual technology and video processors to increase fidelity, processing power 

and potentially decrease footprint size and reduce maintenance costs.

The IARD is planned for 4Q FY 2014.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

TSS technology refresh will reduce operational and maintenance costs by providing new equipment that requires 

less maintenance and energy costs. Also, if the system becomes inoperable due to equipment failures, the cost of 

training would increase. A 12% reduction in training times has been experienced at locations with TSS.

Program Plans FY 2015 – Performance Output Goals

• Procure and install equipment for 10 locations.

Program Plans FY 2016-2019 – Performance Output Goals

• None.

 

B: Training, Equipment, and Facilities

3B01, AERONAUTICAL CENTER INFRASTRUCTURE MODERNIZATION

FY 2015 Request $13.2M

Aeronautical Center Infrastructure Modernization, F18.00-00 

 

Program Description 

The Aeronautical Center Infrastructure Modernization program funds renovation and restoration of critical leased 

and owned facilities at the Aeronautical Center in Oklahoma City to ensure they remain viable for the mission of 

present and future FAA employees, students, and contractors. Funding from this program allows renovation of 

facility space used by Air Operations, Engineering, Training (Radar/Navaids), NAS Logistics, airmen/aircraft 

registration, safety, and Business Services. Program funding will be used for facility renovation, building system 

replacement, and telecommunications infrastructure upgrade. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

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Relationship to Performance Metric 

The Aeronautical Center Infrastructure Modernization program sustains a cost effective workplace for Air 

Operations, Engineering, and Training that contribute to the FAA's Performance Metric to implement cost efficiency 

initiatives. This program reduces the cost of Air Traffic Organization (ATO) operations by providing facilities that 

are lower in cost when compared with Oklahoma City General Services Administration (GSA) metropolitan leased 

facilities and GSA national averages for leased facilities. 

This program enhances financial discipline by providing Technical Operations and Air Traffic training through 

updated training facilities for resident and computer-based learning and development. In addition, 13% of 

Aeronautical Center space provides business service facilities for the DOT/DELPHI/Prism/Castle Data Center 

Operations, consolidated Accounting Operations services, Acquisition, ATO Data Center Operations, and Aviation 

Safety (AVS/ Civil Aerospace Medical Institute (CAMI)). 

Program Plans FY 2015 – Performance Output Goals

• Award renovation construction contracts for the Environmental System Support (Bldg 152) to replace 

mechanical systems, upgrade electrical wiring, plumbing, and provide energy efficiencies in lighting and 

insulation.

• Award phase 1 (of 4) relocation construction of ASR-9/Mode S, ARSR-3, Common Air Route Surveillance 

Radar (CARSR) and ASR-8 radars. 

• Complete Phase 2 (of 4) renovation construction of the Systems Training Building (Bldg 23) to add seismic and 

wind bracing to the building, Replace mechanical systems, (HVAC, boilers, chillers), replace electrical systems, 

plumbing, and provide energy efficiency in lighting and insulation.

• Award contracts for Phase 4 (of 6) telecom network design, test, reconfigure network for redundancy, 

reliability, security in 11 of 78 buildings. Includes security assessments, upgrades, disaster recovery testing, 

installation of duct banks/ fiber cable on west campus for redundancy of network routers and upgrades of 

Center network to support redundancy, reliability, security and availability. 

• Complete network design, test, reconfiguration, security assessments and upgrades, disaster recovery testing 

and installation of duct banks/fiber cable for North campus. 

Program Plans FY 2016 – Performance Output Goals

• Award renovation construction contract for Phase 1 renovation of Multi-Purpose Building #24, to replace 

mechanical systems, upgrade electrical wiring, plumbing, and provide energy efficiencies in lighting and 

insulation.

• Complete Phases 3 & 4 (final phases) renovation construction of the Systems Training Building.

• Award contracts for Phase 5 (of 6) telecom network design, test, reconfigure network for redundancy, 

reliability, security in 16 of 78 buildings. Includes security assessments, upgrades, disaster recovery testing and 

installation of fiber/copper cable for Bldg 214 network diversity and availability. 

• Complete network design, test, reconfiguration, security assessments and upgrades, disaster recovery testing 

and installation of duct banks/fiber for west campus.

Program Plans FY 2017 – Performance Output Goals

• Complete renovation construction of Bldg 152, the Environmental Systems Support. 

• Award contracts for Phase 6 (of 6) telecom network design, test, reconfigure network for redundancy, 

reliability, security in 9 of 78 buildings. Includes security assessments and upgrades, disaster recovery testing, 

installation of duct banks, fiber/copper cable for Bldg. 215 and southeast campus network diversity and 

availability. 

• Complete network design, test, reconfiguration, security assessments and upgrades, disaster recovery testing 

and installation of duct banks/fiber cable for Bldg 214. 

Program Plans FY 2018 – Performance Output Goals

• Complete construction of Phase 1 (of 7) Multi-Purpose Building renovation to replace mechanical systems, 

upgrade electrical wiring, plumbing, and provide energy efficiencies in lighting and insulation. 

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• Award renovation construction contract for Phase 2 renovation of Multi-Purpose Building #24 to replace 

mechanical systems, upgrade electrical wiring, plumbing, and provide energy efficiencies in lighting and 

insulation.

• Award contracts for Phase 1 (of 6) telecom network design, test, reconfigure network for redundancy, 

reliability, security in 14 of 78 buildings. Includes security assessments and upgrades, disaster recovery testing 

and installation of fiber/copper cable for Bldg. 22 and central campus network diversity and availability.

• Complete network design, test, reconfiguration, security assessments, security upgrades, disaster recovery 

testing, and installation of duct banks/fiber cable for Bldg 215 and southeast campus. 

Program Plans FY 2019 – Performance Output Goals

• Complete renovation construction for Phase 2 (of 7) renovation of Multi-Purpose Building #24 to replace 

mechanical systems, upgrade electrical wiring, plumbing, and provide energy efficiencies in lighting and 

insulation.

• Award contracts for Phase 2 (of 6) telecom network design, test, reconfigure network for redundancy, 

reliability, security in 13 of 78 buildings. Includes security assessments, upgrades, and disaster recovery testing 

and fiber/copper cable for Bldg. 219 and northwest campus network diversity and availability.

• Complete network design, test, reconfiguration, security assessments, security upgrades, disaster recovery 

testing, and installation of duct banks/fiber cable for Bldg 22 and central campus.

 

3B02, DISTANCE LEARNING

FY 2015 Request $1.5M

Distance Learning, M10.00-00 

 

Program Description 

The Distance Learning program will provide for technology refresh of Computer-Based Instruction (CBI) Delivery 

Platforms at all CBI Learning Centers, and it will increase connectivity and upgrade network multimedia support

and services. The system consists of about 1,100 Learning Centers located at virtually every FAA facility around 

the world: 2275 CBI Platforms at 610 Air Traffic Sites (includes 235 Federal Contract Towers (FCTs)) and 490 

Technical Operations Sites). The FAA is providing the technology refresh of the CBI Platforms for two reasons: (1) 

to support high-performance media and simulations required in many lessons; and (2) because replacement parts for 

current platforms are becoming obsolete and hard to obtain. 

The technology refresh is accomplished in a phased, multi-year approach. The FY 2014 technology refresh will 

begin a new technology refresh cycle which covers the years FY2014 – FY2017. A subsequent technology refresh 

cycle will begin in FY 2018 and will run through FY 2021. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

The major benefit of distance learning is the substantial reduction in student time away from work, and student 

travel and per diem costs associated with resident-based training. In addition, distance learning delivery methods 

increase training effectiveness, increase training opportunities for all FAA employees, and provide flexibility in 

training schedules through local management control. The FAA CBI system and the Aviation Training Network 

(ATN) must deliver initial operator, transition, and maintenance training for many NAS programs. By providing a 

standard training delivery and equipment simulation platform across all NAS programs, the need for such equipment 

and the space it would occupy is much reduced. All of these factors contribute to a reduction in the unit cost of 

service for en route, terminal, and flight service. The program contributes well over $16.8M savings in travel and 

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Fiscal Years 2015-2019 Activity 3

per diem each year. These efficiencies combine to produce a better prepared, better trained, and safer diverse 

workforce. 

Program Plans FY 2015 – Performance Output Goals

• Award contract to provide for the technology refresh of 725 out of 2275 (60%) CBI Platforms at Air Traffic 

Facilities (ARTCC, Terminal) and FCT CBI Learning Centers by Sept-2015.

• Provide updates to courseware and application via network and/or DVD’s to 2275 CBI Platforms by Sept-2015.

Program Plans FY 2016 – Performance Output Goals

• Award contract to provide for the technology refresh of 515 out of 2275 (82.4%) CBI Platforms at ATO-TO 

and FCT learning centers by Sept-2016.

• Provide updates to courseware and application via network and/or DVD’s to 2275 CBI Platforms by Sept-2016.

Program Plans FY 2017 – Performance Output Goals

• Award contract to provide for technology refresh of 400 out of 2275 (100%; end of refresh cycle FY14-FY17) 

CBI Platforms at ATO-TO FCT learning centers by Sept-2017.

• Provide updates to courseware and applications via network and/or DVD’s to 2275 CBI Platforms by Sept2017.

Program Plans FY 2018 – Performance Output Goals

• Award contract to provide for technology refresh of 635 out of 2275 (27.9%) CBI Platforms at En Route Air 

Traffic Facilities (ARTCC, TRACONs) and FCT CBI Learning Centers by Sept-2018.

• Provide updates to courseware and application via network and/or DVD’s to 2275 CBI Platforms by Sept-2018.

Program Plans FY 2019 – Performance Output Goals

• Award contract to provide for technology refresh of 600 out of 2275 (54.3%) CBI Platforms at Air Traffic 

Facilities (ARTCC, Terminal) and FCT CBI Learning Centers by Sept-2019.

• Provide updates to courseware and application via network and/or DVD’s to 2275 CBI Platforms by Sept-2019.

System Implementation Schedule

 

Computer-Based Instruction (CBI) Platform

CBI Platform

Technology Refresh Phased Implementation: 2014 -- 2017 TR

Technology Refresh Phased Implementation: 2018 -- 2021 TR

2010 2015 2020

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Fiscal Years 2015-2019 Activity 4

 

ACTIVITY 4: FACILITIES AND EQUIPMENT MISSION SUPPORT

4A01, SYSTEM ENGINEERING (SE2020) AND DEVELOPMENT SUPPORT

FY 2015 Request $34.5M

• A, CIP Systems Engineering & Development Support – SE2020, M03.03-01

• B, Provide ANF/ATC Support (Quick Response), M08.01-00

A, CIP Systems Engineering & Development Support – SE2020, M03.03-01 

 

Program Description

The System Engineering 2020 (SE-2020) program manages a portfolio of contracts providing support services for 

research, analysis, systems engineering and integration for both NextGen and non-NextGen initiatives. It provides 

access to research, technical, engineering and programmatic resources that support the FAA’s NextGen 

transformational programs and further improves the legacy systems in the NAS. The portfolio of contracts was 

awarded in two major categories: Screening Information Request 1 (SIR 1) Research and Mission Analysis; and 

Screening Information Request 2 (SIR 2) Systems Engineering.

SIR 1 Research and Mission Analysis supports the full range of NextGen Research & Mission Analysis support 

services in one or more functional task areas related to NextGen and activities necessary to reach the Investment 

Analysis Readiness Decision (IARD) phase in the Acquisition Management System (AMS) Lifecycle. SIR 1 

Research and Mission Analysis includes the following service support activities: 

• Concept and Requirements Definition Planning

• Early Life Cycle Concepts and Prototyping

• Early Life Cycle Human Factors Research

• Early Life Cycle Concepts of Operations Research

• Early Life Cycle Human Performance Analysis

• Proof of Concept Research

• Pre-Operational Concept Demonstration Trials

• Cost Benefit Analysis

• Operational Demonstration Trials

• Concept Integration

• Rapid Prototyping/Fast-Time Modeling

• Real-Time Simulations

• Real-Time Human In-the-Loop Simulations

• Full-Scale Concept Demonstrations

• Cognitive Task Analysis Methods

• Conceptual Operations Verification and Validation

SIR 2 Systems Engineering supports systems engineering activities that occur throughout the AMS Lifecycle for 

both NextGen and non-NextGen service activities. SIR 2 Systems Engineering does not perform R&D, post-FID 

full-scale development, NAS system maintenance, or program management support for program offices responsible 

for fielding and/or maintaining NAS systems. The majority of SIR 2 Systems Engineering activities are expected to 

occur after the AMS Lifecycle Acquisition Management phase, “Concept and Requirements Definition” (CRD). In 

addition, SIR 2 Systems Engineering supports pre-IARD activities related to the technology refresh of current NAS 

systems before the “Solution Implementation” phase of the AMS lifecycle. SIR 2 Systems Engineering supports the 

following activities:

• Concept and Requirements Definition

• Final Investment Analysis

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• Final Requirements Documents, Enterprise Architectural Products

• Safety and Regulatory

• Business Continuity Planning 

• Portfolio Analyses

• Maintenance, Operation and Enhancements of Financial Systems

• Acquisition Support

• Schedules

• Human Factors

• Concepts of Operations

• Human Performance Analysis

• Proof of Concept Validation

• Pre-Operational Trials and Operational Trials

• System Integration

• Rapid Prototyping/Fast-Time Modeling

• Pre-Development Real-Time Simulations

• Real-Time Human In-the-Loop Simulations

• Full-Scale Prototype Demonstrations

• Verification and Validation

• Cognitive Task Analysis Methods

• Cost Benefit Analysis

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

The SE2020 program contributes to the performance metric for cost efficiency by providing support for designing 

and managing NAS modernization and in particular the NextGen activities. With contractor assistance, the FAA is 

able to plan, analyze and manage NAS system improvements more efficiently and effectively. In addition, financial 

management and investment analysis support helps the FAA track cost, balance competing budgetary resources and 

make important decisions necessary to ensure that program dollars provide the greatest return on investment. 

Program Plans FY 2015 – Performance Output Goals

• Award Vendor Program Management Task Orders.

• Conduct Quarterly Vendor Program Management Reviews.

• Conduct CFO Quarterly Reviews.

• Develop Contract and Financial Status Report (monthly basis).

• Develop 2020 Update to FAA NextGen Executive Team (monthly basis).

• Conduct 2020 Showcase.

• Exercise First Option Period for 2020 Full and Open prime vendors.

• Issue new Small Business contract award(s) (Strategy to be determined).

• Perform vendor fee reconciliation.

Program Plans FY 2016 – Performance Output Goals

• Conduct Quarterly Vendor Program Management Reviews.

• Conduct CFO Quarterly Reviews.

• Develop Contract and Financial Status Report (monthly basis).

• Develop 2020 Update to FAA NextGen Executive Team (monthly basis). 

• Conduct 2020 Showcase.

• Exercise Full and Open Option for one 2020 prime vendor.

• Perform vendor fee reconciliation for one 2020 prime vendor.

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Fiscal Years 2015-2019 Activity 4

Program Plans FY 2017 – Performance Output Goals

• Conduct Quarterly Vendor Program Management Reviews.

• Conduct CFO Quarterly Reviews.

• Develop Contract and Financial Status Report (monthly basis).

• Develop 2020 Update to FAA NextGen Executive Team (monthly basis).

• Conduct 2020 Showcase.

Program Plans FY 2018 – Performance Output Goals

• Conduct Quarterly Vendor Program Management Reviews.

• Conduct CFO Quarterly Reviews.

• Develop Contract and Financial Status Report (monthly basis).

• Develop 2020 Update to FAA NextGen Executive Team (monthly basis).

• Conduct 2020 Showcase.

• Exercise Second Option Period for 2020 Full and Open prime vendors.

• Perform vendor fee reconciliation.

Program Plans FY 2019 – Performance Output Goals

• Conduct Quarterly Vendor Program Management Reviews.

• Conduct CFO Quarterly Reviews.

• Develop Contract and Financial Status Report (monthly basis).

• Develop 2020 Update to FAA NextGen Executive Team (monthly basis).

• Conduct 2020 Showcase.

• Perform vendor fee reconciliation.

 

B, Provide ANF/ATC Support (Quick Response), M08.01-00 

 

Program Description 

This program provides quick response support for ATO organizations to solve unforeseen issues that arise. These 

issues may be related to immediate needs such as: corrective action in information technology such as installing a 

communications link for a new facility or service; and accommodating new requirements that require adjusting 

financial management systems to create new cost accounting reports. It also covers responding to emergency 

unforeseen regional problems such as relocating an antenna for a remote communication facility. These projects are 

unexpected and must be done to maintain efficient services and operations.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

This project supports cost efficiency initiatives by providing the ability to respond quickly to unforeseen needs, 

issues or situations that, if left unresolved, could result in higher operating or future replacement costs. 

Program Plans FY 2015-2019 – Performance Output Goals

• Implement projects as approved in the budget year.

 

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Fiscal Years 2015-2019 Activity 4

4A02, PROGRAM SUPPORT LEASES

FY 2015 Request $43.2M

Program Support Leases, M08.06-00 

 

Program Description

Program Support Leases fund over 2,800 leases that support air traffic operations and the program provides 

oversight of existing and new leases. FAA leases land needed for building shelters and transmission towers for 

communication, surveillance, and navigation systems (including air rights restrictions around the facilities as 

necessary to prevent interference with electronic signals). The program also leases land and technical commercial 

space for ATCTs, system support facilities, and other mission related activities. The program provides management 

and consulting support services and develops technical guidance for entering into new lease agreements. New leases 

are required when ATC facilities are relocated or when airspace redesign requires new sites for additional navigation 

and communications equipment. New leases may also be needed when new air traffic control towers or service area 

technical facilities are built to provide new services or meet new mission requirements.

Leases typically have a term of 5-20 years and are renegotiated prior to expiration. Existing leases are examined 

prior to expiration to validate the need and to determine reasonable future lease provisions. A site survey is 

performed to determine the current level of use of the leased property and to examine potential cost effective 

alternatives such as collocating with another facility. Lease arrangements can be complex requiring negotiations 

with multiple owners and accommodating stringent site specific requirements to meet operational needs. A business 

case assessment using decision making tools evaluates potential new leases to determine the most cost effective 

solution that will have the least risk for unsatisfactory performance. Approximately 500 expiring leases over the 

three service areas are reviewed each year. 

Lease costs normally escalate because the market value of land continues to increase. When lease costs increase, it 

can be more cost effective to own property rather than continue a lease. In those cases, the program will not renew 

the lease and negotiate the purchase of the land or facility. A business case assessment supplemented by a market 

analysis of real estate values in the area will determine whether it is more advantageous to lease or buy property. 

Due to resistance on behalf of some Lessors to negotiate new leases with the Government, we are facing more 

Holdover leases and, in some cases, legal action. In some cases, a site is purchased to avoid an inverse 

condemnation situation. The increase in purchases continues to build and 12% of our budget is allocated to 

purchases. We currently have approximately 125 leases in a holdover status because of an impasse either from the 

terms of the contract or the market value. 

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

In support of the FAA Performance Metric for implementing cost efficiency initiatives, this program is improving 

management of the FAA's real property assets; thus, contributing to the cost effectiveness of air navigation 

infrastructure and associate systems. Real property costs are being effectively controlled through:

• Implementing cost effective alternatives such as colocation as leases expire,

• Converting leases to ownership where feasible, 

• Terminating leases that are not needed for future operations, and

• Negotiating fair and reasonable lease rates when leases are renewed.

Program Plans FY 2015 – Performance Output Goals

• Conduct six site surveys to determine best alternatives to pursue regarding FY 2016 expiring leases.

• Conduct quarterly teleconference meetings with Service Areas on Facilities & Equipment (F&E) Portfolio 

issues.

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Fiscal Years 2015-2019 Activity 4

• Complete payment on 95% of leases using the Lease Automation process and make those payments on time to 

avoid late payments. 

Program Plans FY 2016 – Performance Output Goals

• Conduct six site surveys to determine best alternatives to pursue regarding FY 2017 expiring leases.

• Conduct quarterly teleconference meetings with Service Areas on Facilities & Engineering (F&E) Portfolio 

issues.

• Complete payment on 95% of leases using the Lease Automation process and make those payments on time to 

avoid late payments. 

Program Plans FY 2017 – Performance Output Goals

• Conduct six site surveys to determine best alternatives to pursue regarding FY 2018 expiring leases.

• Conduct quarterly teleconference meetings with Service Areas on Facilities & Engineering (F&E) Portfolio 

issues.

• Complete payment on 95% of leases using the Lease Automation process and make those payments on time to 

avoid late payments. 

Program Plans FY 2018 – Performance Output Goals

• Conduct six site surveys to determine best alternatives to pursue regarding FY 2019 expiring leases.

• Conduct quarterly teleconference meetings with Service Areas on Facilities & Engineering (F&E) Portfolio 

issues.

• Complete payment on 95% of leases using the Lease Automation process and make those payments on time to 

avoid late payments. 

Program Plans FY 2019 – Performance Output Goals

• Conduct six site surveys to determine best alternatives to pursue regarding FY 2020 expiring leases.

• Conduct quarterly teleconference meetings with Service Areas on Facilities & Engineering (F&E) Portfolio 

issues.

• Complete payment on 95% of leases using the Lease Automation process and make those payments on time to 

avoid late payments. 

 

4A03, LOGISTICS SUPPORT SERVICES (LSS)

FY 2015 Request $11.5M

NAS Regional/Center Logistics Support Services, M05.00-00 

 

Program Description

The Logistics Support Services (LSS) program uses contractor support services at the Mike Monroney Aeronautical 

Center, the William J. Hughes Technical Center, the three FAA Service Areas, and FAA Headquarters. This 

contractor support assists the FAA in contracting, real estate, and materiel management tasks. The contract is 

managed by the FAA National Logistics Division in direct support of CIP projects, accounting system capitalization, 

and property control-related activities.

These services currently represent a significant portion of the workforce for acquisition, real estate, and materiel 

management in the three Logistics Service Areas and at the Aeronautical and Technical Centers. The LSS program 

is responsible for a significant portion of the planning, documentation and oversight required for establishing new or 

upgraded facilities, including ATCTs and TRACONs throughout the NAS. LSS resources will also continue to be 

used for asset tracking and documentation efforts to obtain and maintain a clean audit opinion. 

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Fiscal Years 2015-2019 Activity 4

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 4 – Empower and Innovate with the FAA’s People

• FAA Performance Metric 2 – Achieve a 90% success rate in the areas of financial management and human 

resources management: Receive annual Unqualified Audits with no material weaknesses; Maintain the 

competitive status of all FAA employees within the federal personnel system; Improve the “effective 

leadership” index score on the OPM Employee Viewpoint survey by 8 percent; Improve the “talent 

management” index score on the OPM Employee viewpoint survey by 8 percent. (FAA Business Planning 

Metric)

Relationship to Performance Metric

The program will support FAA objectives by improving financial management while delivering quality customer 

service. Specifically, the program provides key support functions which enable the FAA to manage real property 

assets, maintain a clean audit opinion, and plan the execution of critical acquisition activities supporting the NAS. 

These functions are performed throughout the three Logistics Service Areas, FAA Technical Center, and FAA 

Aeronautical Center. 

Related project management goals include:

• Complete 80% of the annual real property OMB inventory validation effort.

• Designate 75% of the disposed real property assets as "retired" within 30 days of the date the disposal 

forms are received.

• Capitalize 85% of all personal and real property capital assets within 65 days of date placed in service. 

• Award at least 90% of all formal contracts (over $100K) in less than 180 calendar days (Office of 

Acquisition Services (AMQ)) and in less than 120 days (Logistics Service Areas) from the time a purchase 

request is received from the requiring organization.

Program Plans FY 2015 – Performance Output Goals

• Complete 90% of the work assignments in support of: 

o The annual real property OMB inventory validation effort; 

o The "retired" real property disposal effort; 

o Capitalization efforts for both real and personal property assets; and

o Regarding acquisition (MMAC only). 

• Complete Option Year 1 acquisition activities to fully fund the program-funded task orders on the LSSC 

(5/22/15).

Program Plans FY 2016 – Performance Output Goals

• Complete 91% of the work assignments in support of: 

o The annual real property OMB inventory validation effort; 

o The "retired" real property disposal effort; 

o Capitalization efforts for both real and personal property assets; and

o Regarding acquisition (MMAC only). 

• Complete Option Year 2 acquisition activities to fully fund the program-funded task orders on the LSSC 

(5/22/16).

Program Plans FY 2017 – Performance Output Goals

• Complete 92% of the work assignments in support of: 

o The annual real property OMB inventory validation effort; 

o The "retired" real property disposal effort; 

o Capitalization efforts for both real and personal property assets; and

o Regarding acquisition (MMAC only). 

• Complete Option Year 3 acquisition activities to fully fund the program-funded task orders on the LSSC 

(5/22/17).

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Program Plans FY 2018 – Performance Output Goals

• Complete 93% of the work assignments in support of: 

o The annual real property OMB inventory validation effort; 

o The "retired" real property disposal effort; 

o Capitalization efforts for both real and personal property assets; and

o Regarding acquisition (MMAC only). 

• Complete Option Year 4 acquisition activities to fully fund the program-funded task orders on the LSSC 

(5/22/18).

Program Plans FY 2019 – Performance Output Goals

• Complete 94% of the work assignments in support of: 

o The annual real property OMB inventory validation effort; 

o The "retired" real property disposal effort; 

o Capitalization efforts for both real and personal property assets; and

o Regarding acquisition (MMAC only). 

• Complete 100% of acquisition activities for a follow-on LSS contract to be awarded in FY 2019 (5/23/19).

 

4A04, MIKE MONRONEY AERONAUTICAL CENTER LEASES

FY 2015 Request $18.4M

Aeronautical Center Lease, F19.00-00 

 

Program Description 

The Aeronautical Center lease program pays the annual rent for leased land and buildings for approximately 80 

percent of Aeronautical Center space (2.8M sq ft of leased space and 1,100 acres of land, having a replacement 

value of $710M). 

The Aeronautical Center is the FAA’s centralized location that supports FAA National Airspace Systems (NAS) Air 

Operations/flight checks, engineering, system testing, training (Radar/Navaids), NAS logistics, aviation regulation, 

registration, certification, aviation and transportation safety research, and Business Services in Oklahoma City. 

The Center provides facilities that support the work of 7,100 employees, students, and contractors on a daily basis; 

and 10,000 to 11,000 visitors annually; the largest concentration of FAA personnel outside of Washington D.C.

The lease is comprised of: 

• Master Lease land/building rent, sustainment and insurance

• Thomas Road warehouse lease

• Tower space for Terminal Doppler Weather Radar (TDWR) target generators

• Grounds Maintenance Building 

The Aeronautical Center requires large parcels of land as NAS test sites for surveillance radar, communications, 

weather, and navigation/landing systems, as well as warehouse, administrative office space, and training facilities. 

It is a Level IV security site based on numbers of employees, facility square footage, sensitivity of records, volume 

of public contact, and mission-critical facilities whose loss, damage, or destruction may have serious or catastrophic 

impact on the NAS. 

Funding for this program assures continued availability of the Aeronautical Center facility, so that it can be used for 

the multiple functions currently housed there. The lease will expire in 2028.

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

The Mike Monroney Aeronautical Center Lease sustains a cost effective workplace for Air Operations, Engineering, 

and Training. Eighty percent (80%) of Aeronautical Center space is used for direct support of the ATO by 

Engineering Organizations, Aviation System Standards (AVN) operations and flight check, the Logistics Center, Air 

Traffic Control training, ATO Technical Operations Training and Certification, and system testing of Radar and 

Navaids. An additional 13% of Aeronautical Center space provides business service facilities for 

DOT/DELPHI/Prism/Castle Data Center Operations, consolidated Accounting Operations services, Acquisition, 

ATO Data Center Operations, and Aviation Safety (AVS/Civil Aeromedical Institute (CAMI)). The current lease is 

very cost efficient ($17.51 per net square footage (nsf) compared to the $25.20 GSA rate for Oklahoma City, 30% 

lower than GSA, a $14.6M cost avoidance in FY 2012). Leasing is more cost effective than investing in the $710M 

replacement cost of the leased facilities. 

Program Plans FY 2015-2019 – Performance Output Goals

• Complete monthly lease payments on time. 

 

4A05, TRANSITION ENGINEERING SUPPORT

FY 2015 Request $16.6M

• A, NAS Integration Support Contract (NISC), M22.00-00

• B, Configuration Management Automation (CMA), M03.01-02

A, NAS Integration Support Contract (NISC), M22.00-00 

 

Program Description 

NISC provides technical expertise to assist the FAA in deploying, implementing, and integrating many different 

components and equipment into the NAS to enhance NAS efficiency and improve safety of the flying public. NISC 

also provides technical expertise to support compliance with laws, regulations and Congressional directives. This 

results in work products that support transition, implementation, and integration activities. Examples of the work 

products include: equipment installation schedules for power systems, weather cameras, etc.; engineering site 

preparation packages and site implementation plans for installation of new towers, repair of unstaffed infrastructure 

(fences, remote site roads, power back-up systems, etc.); analysis and assessment of environmental impacts; test 

procedures for validating components and equipment placed into the NAS meet rigorous safety requirements; site 

test monitoring to ensure compliance with various rules and regulations; FAA employee occupational safety and 

health (OSHA) compliance; and corporate work planning to track and report on capital investment programs. The 

program also supports the FAA’s Aviation Safety line-of-business (AVS) by providing Information Technology 

systems such as automation of the safety rule making process; automation of collection and storage of the vast 

amount of safety data used by inspectors to develop recommendations that result in safer aircraft, and better trained 

air personnel. Additionally, NISC supports AVS by providing support for automated systems that generate and 

track commercial and general aviation licenses for pilots; systems that enable engineers and inspectors to certify 

commercial aircraft to transport passengers and cargo; and systems that enable automation of records management. 

To provide these services, the NISC program will require over 1000 Full Time Equivalent (FTE) technical support 

personnel annually.

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Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

The NISC program has provided numerous innovations that have provided cost savings to the FAA and to industry. 

For example, the NISC program is providing an Intelligent Records Management system to AVS. By integrating 

Commercial-off-the-Shelf (COTS) software with some custom software, the FAA will realize a cost savings of 

$340,000 during development. Additionally, on-going support costs will be lower since the solution incorporates 

COTS. The FAA’s NISC contract provides experienced personnel at a current average cost of $71 per hour. This 

cost effective rate supports the ATO service centers, headquarters offices and AVS with the planning and 

coordination of various programs. Finally, to ensure cost effectiveness, the NISC program has implemented an 

“Affordability Thinking” model across all task orders. Through workforce alignment, infrastructure resizing, and 

process improvements, the program has achieved significant cost savings/avoidance.

Program Plans FY 2015-2019 – Performance Output Goals

• Achieve 100% of the quality requirements as defined in the NISC Task Orders. 

 

B, Configuration Management Automation (CMA), M03.01-02 

Program Description 

The Configuration Management Automation (CMA) program will procure a commercial-off-the-shelf (COTS) 

industry standard tool designed to support both NAS and Non-NAS FAA assets, as mandated by FAA order 

1800.66, Configuration Management Policy. CMA establishes systems and processes that support the five tenets of 

Configuration Management: 

• CM planning and management,

• Configuration identification,

• Configuration control,

• Configuration status accounting, and

• Configuration audits.

The goal of configuration management is to record technical information on all systems installed in FAA facilities 

(including system specifications and installation data). It also captures the paperwork for all proposed and actual 

changes to these systems so that maintenance workers and replacement programs have accurate information for 

maintaining or replacing existing systems.

CMA will provide:

• An automated and integrated enterprise solution to support CM of FAA assets and investments;

• Functionality and data previously provided by legacy CM tools;

o WebCM provides an automated system for reviewers to view proposed changes

o Replacement Documentation and Configuration Identification System (RepCON) collects NAS 

configuration data and associated status to maintain the as-is NAS configuration

• A single point of access with insight and traceability to configuration baselines reflected in the FAA 

Enterprise Architecture (EA); 

• Seamless interfacing with other related CM information; and

• Ability to effectively manage business rules, trace, predict and manage an asset’s status, opportunities and 

risks during any phase of the lifecycle and incorporate necessary current and future changes as the Agency 

continues to transition to NextGen.

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In addition, the program will host the CMA servers and provide associated training for users, and supply 

maintenance to the system.

CMA will be implemented in two Segments:

Segment I replaces the legacy systems (WebCM and RepCON) that support the NAS with a modern CM COTS tool 

that delivers current capabilities and offers all the advantages of today’s technology. In addition to implementing a 

new tool to replace current capabilities, Segment I will provide:

• A closed-loop NAS Change Proposal (NCP) process, where approved configuration changes and 

implementation actions are reflected in tools and stakeholders are notified 

• A CM environment with a single point of access for users to obtain accurate, traceable and up-to-date CM 

information from the following systems:

o Remote Monitoring and Logging System (RLMS), Facility Power Panel Schedule (FPPS), Safety 

Risk Management Tracking System (SRMTS), Technicians Network (TechNET), NAS 

Documentation (NASDOC), NAS Technical Library, ProjectWise Electronic Drawing 

Management System (EDMS), Federal Identity Credential and Access Management (FICAM), 

Active Directory, and NAS Enterprise Architecture (NAS EA)). 

Segment II includes requirements for the development of system interfaces and workflows necessary to support CM 

for Non-NAS systems. Segment II will leverage the Business Process Management (BPM) functionality and 

document management technology implemented in Segment I to deliver an integrated approach to configuration 

management across various FAA lines of business. Segment II will include interfaces with Supply Chain 

Optimization Portfolio to work toward a Reliability Centered Maintenance (RCM) philosophy. Each phase will be 

implemented in a separate fiscal year to accommodate limited funding resources.

A Final Investment Decision is planned for December 2014.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric 

The decommissioning of legacy NAS systems as NextGen equipment is installed requires accurate records of the 

configuration of present systems. Knowing the configuration of present systems and the changes needed to install 

new systems will result in FAA cost savings in both the short and long term. CMA is the tool that supports the 

planning required for both the removal of older equipment and fielding of new systems.

CMA will move FAA from a process that relies heavily on CM practitioners’ institutional knowledge to giving them 

a scalable, network-centric architecture. The existing lack of a closed-loop CM system requires multiple manual 

processes to retrieve information related to the proposed change, which can lead to time-consuming duplication of 

effort and inaccurate results. CMA will create the infrastructure necessary to leverage process-to-process 

integration, minimize redundancy, and cluster processes around a single integration point.

CMA maps to the Performance Metric of implementing cost efficiency initiatives by: 

• Reducing costs associated with delay risks during the implementation of new systems and technology by 

providing the ability to identify configuration problems early in the development process; 

• Reducing equipment maintenance costs through a coordinated systems approach that identifies 

maintenance issues early in the procurement process; 

• Providing a cost efficient seamless enterprise-wide access to a repository of validated, real-time CM data 

which will reduce reviewers time and effort; and 

• Standardizing CM processes which will result in a more efficient and effective management of the change 

process. 

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Program Plans FY 2015 – Performance Output Goals

• Achieve Contract Award.

Program Plans FY 2016 – Performance Output Goals

• Achieve Initial Operation Capabilities (IOC) for Segment I.

• Achieve Final Investment Decision for Segment II.

Program Plans FY 2017 – Performance Output Goals

• Achieve Final Operational Capabilities and In-Service Decision for Segment I.

Program Plans FY 2018 – Performance Output Goals

• Achieve implementation of Segment II to achieve enterprise visibility of Non-NAS IT assets.

Program Plans FY 2019 – Performance Output Goals

• None.

 

4A06, TECHNICAL SUPPORT SERVICES CONTRACT (TSSC)

FY 2015 Request $23.0M

Technical Support Services Contract (TSSC), M02.00-00 

 

Program Description

The TSSC Program provides a contract vehicle to augment FAA’s work-force with professional engineering, 

technical, and construction services to assist FAA project implementation by performing site surveys and selection; 

engineering; environmental; fire/life safety; equipment installation; asbestos and obsolete equipment removal. 

Services also include testing; drafting; staging, warehousing and distribution; and contract surveillance and 

oversight. The TSSC Program helps the FAA ensure timely completion of projects for NAS modernization. TSSC 

will provide approximately 500 Full Time Equivalent (FTE) technical employee level of support and will monitor 

$35M in non-labor costs for projects such as Fixed-Price subcontracts for site preparation construction. The total 

number of FTEs provided will vary depending upon the amount of funding available from other programs (CIPs) 

that use TSSC support (since those programs must pay from their own funds for the contractor effort allotted to their 

project) to accomplish specific project needs. 

TSSC operates similar to a performance-based contract. All work ordered incorporates quality, schedule, and cost 

metrics. The policy that requires the 100% work release performance measure ensures that each customer’s 

requirement is addressed. And measuring three other key performance metrics ensures that the FAA receives the 

highest quality output (products, services or deliverables), on-time, for the best value (cost) available. TSSC strives 

for small business participation by contractually requiring the following goals: Small Business (45%), Small 

Disadvantage (10%), Women-Owned (5%), Service Disabled Veteran-Owned (3%). TSSC incorporates and 

maintains internal automated cost control measures and audits of Contractor invoicing insuring that invoices 

submitted by the Contractor and paid by the FAA match the official accounting system (Delphi) procurement 

request (PR) account records at a rate of 99% or greater.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

In a typical year, more than 3,700 separate projects are completed by FAA using the TSSC Program. Customers 

using TSSC support services benefit from high quality contractor labor support that is experienced, flexible, reliable, 

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and cost effective. This quality customer service is substantiated by the consistently high customer (engineer and 

Engineering Technical Officer) satisfaction ratings earned by the contractor during the bi-annual award fee process. 

The Prime contractor has typically been rated higher than 90 percent. Award fee ratings are based on metrics and 

feedback from customers for cost, schedule, management and technical performance by the TSSC Contractor.

The TSSC Program contributes to cost control by helping the FAA install new equipment on a timely basis. This 

avoids added costs for holding and storing equipment and allows the FAA and the aviation industry to receive 

equipment and system modernization benefits on schedule. The TSSC Program Office collaborates with the NAS 

Integration Support Contract (NISC) Program Office to share development of a contract tracking programs and 

program office support contracts to reduce management costs.

Another cost savings by the TSSC Program resulted from moving the TSSC regional management counterparts into 

vacant, unused FAA space when available, thereby saving tens of thousands of dollars in lease rental agreements 

that would have been paid through the contract vehicle. This cost-effective measure has taken place at several 

offices within all three FAA Service Area organizations.

Program Plans FY 2015-2019 – Performance Output Goals

• Two award fee performance ratings per year, which measure FAA satisfaction with Contractor performance 

with regard to cost, schedule and quality.

 

4A07, RESOURCE TRACKING PROGRAM (RTP)

FY 2015 Request $4.0M

Resource Tracking Program (RTP), M08.14-00 

 

Program Description

The RTP/Corporate Work Plan (CWP) is a computer management system (including hardware, software, 

development, training, and support) used by the FAA Service Units, Service Centers, the Technical Center, and the 

Aeronautical Center for identifying requirements, internal budget preparation, implementation planning, resource 

estimating, project tracking, and measuring performance of projects. The CWP helps users to share and coordinate 

FAA’s project data during the various stages of implementation (i.e., planning, scheduling, budgeting, execution, 

and closeout). The CWP system and its supporting data are continuously used for reporting project metrics to 

project managers, responsible engineers, program offices, and various other customers.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 8 – Maintain 90 percent of major system investments within 10 percent variance 

of current baseline total budget at completion. (FAA Business Planning Metric)

Relationship to Performance Metric

The RTP/CWP contributes to FAA performance metric to maintain 90% of major system investments within 10% 

variance by providing an enterprise level project management system that allows field and headquarters’ office to 

use consistent data for managing capital programs. 

Program Plans FY 2015-2019 – Performance Output Goals

• Deliver quarterly software upgrades to optimize project/program management.

• Provide monthly project management reports.

 

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4A08, CENTER FOR ADVANCED AVIATION SYSTEM DEVELOPMENT (CAASD)

FY 2015 Request $60.0M

CIP Systems Engineering & Technical Assistance – MITRE, M03.02-00 

 

Program Description

The CAASD is an FAA-sponsored Federally Funded Research and Development Center (FFRDC) operated under a 

Sponsoring Agreement with the MITRE Corporation. In June 2010 a new FFRDC contract was awarded to MITRE 

Corporation for program efforts starting in FY 2010 with a base period through FY 2015. The contract includes an 

option for five years of continuing coverage through FY 2020. 

CAASD high quality research, systems engineering, and analytical capabilities help FAA meet the technically 

complex challenges in the NAS. CAASD provides independent advanced research and development required by the 

FAA to obtain technical analyses, prototypes and operational concepts needed to fulfill goals and outcomes of 

NextGen Implementation Plan, National Aviation Research Plan (NARP) and NAS Enterprise Architecture. 

The CAASD Product Based Work Plan (PBWP) defines an outcome-based program of technically complex 

research, development, and system engineering activities. Benefits of CAASD work are detailed in the CAASD 

Long Range Plan for each program outcome. Individual CAASD deliverables provide FAA stakeholders with 

important data and recommendations that support FAA decision making and contribute to objective 

accomplishment. 

The Work Plan is categorized in the following areas:

NAS Concept of Operations, Architecture and Integration. Develop the NAS Concept of Operations, Architecture 

and NextGen System Integration; Improve understanding of the future environment, including anticipated demand at 

airports and for airspace; Anticipate the impact of planned improvements on future capacity; Develop and integrate 

the NextGen enterprise architecture, operational concepts, capability action plans, and roadmaps to ensure an 

integrated evolution that aligns with the agencies’ enterprise architectures; Analyze NAS-wide strategic issues and 

ensuring their alignment with the evolving NextGen architecture; and Conduct research to gain a better 

understanding of late mid-term NextGen operational concept elements and how to transition to them. 

Air Traffic Management (ATM) Operational Evolution. Provide analysis of the NAS mission needs, system 

requirements and proposed system design to identify critical enhancement needs and to ensure that system 

enhancements will meet operational needs in a cost-effective manner. Provide an understanding of the benefits 

associated with capability enhancements. Provide assessments of concept maturity, operational feasibility and 

implementation risks, including identification of cross-domain dependencies. Advance the maturity of emerging 

ATM improvement concepts by developing algorithms, prototype capabilities, and conducting Human-in-the-Loop 

(HITL) evaluations. Create consensus on new capabilities, procedures, and priorities for evolving the ATM 

operations. Evaluate NAS system-level performance. Develop operational strategies. Develop and evaluate new 

metrics to measure overall NAS operational performance. Research potential advancements in aviation technologies 

as elements of solutions that will permit the FAA to reduce its cost of ownership. Develop domestic and 

international requirements and engineering standards for future advancements in aviation technologies. Provide 

FAA with technical analyses of architecture alternatives. Provide technical and operational insight into systems that 

can be used to safely permit reduced separation standards and/or significantly increase overall system capacity and 

productivity. Assist the FAA in identifying and prioritizing among the more promising operational changes, 

procedures and enabling technologies. Develop and validate cross domain operational evolution plans. Conduct 

technology transfer of data, artifacts, and insights gained from research.

Airspace and Performance-Based Navigation. Leverage the precision, reliability, predictably, and efficiencies of 

improved navigation and procedures through Area Navigation (RNAV). Research new concepts for achieving a 

performance-based NAS, including the closely spaced Paired Approach concept. Model and simulate operational 

improvements and impacts to address mid-term and far-term Performance-Based Navigation (PBN) requirements of 

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the NextGen to include research of avionics via proprietary agreements with avionics manufacturers. Identify issues 

and lessons learned for improving airspace and procedures design. 

Validate Flight Standards procedure development tools. Analyze and engineer the processes that govern airspace 

strategic planning and analysis efforts to support the development of standards and guidelines for airspace redesign. 

Perform system-wide optimization analyses of airspace and procedures reflecting a strategic plan as key building 

blocks for NextGen. Design and execute technical analyses on airspace security incidents and their impacts on the 

NAS. Perform airspace security concept development and systems engineering analyses to develop and evolve the 

FAA’s capabilities and tools for communicating, coordinating, and mitigating airspace security incidents. Develop 

and evaluate new operational security performance metrics. 

Safety and Training. Develop safety assurance processes as an integral part of normal operations. Perform technical 

analyses of NAS-wide accident and runway incursion risks to identify airports or specific types of operations with 

the highest risk, and prioritize implementation of appropriate operational and technological mitigations, leading to a

reduction in accidents and runway incursions. Develop metrics and processes that allow FAA to proactively identify 

potential safety issues with both operations and architecture. Identify risks before they lead to incidents or 

accidents. Identify and assess the feasibility of new or advanced capabilities and standards that mitigate safety 

issues in the NAS. Leverage the collaboration of operational experts across the agency and research into 

technologies and capabilities to improve safety. Enhance the quality and efficiency of TRACON and En Route 

controller training, to allow for reduced training time and cost, improved trainee success rates, and improved 

workforce capabilities (e.g., reduced operational errors, improved productivity). Improve the delivery, quality, 

flexibility, and standardization of controller training. Facilitate through training improvements more effective 

operational transitions of NextGen solutions.

Communications, Navigation, Surveillance, and Cyber-Security Infrastructure. Establish the Communications, 

Navigation, and Surveillance (CNS) foundation for FAA’s mid-term and far-term evolution strategies. Develop and 

evaluate advanced NAS CNS system concepts and requirements, and assess alternative technological approaches to 

meeting requirements in cost-effective ways. Perform research, modeling, simulation, and demonstration of 

prototypes of technical and operational enhancements to the NAS CNS and cyber security systems. Conduct 

technical, architectural, operational, cost analyses, and modeling to support the implementation of CNS services in 

the NAS. Conduct spectrum analysis focusing on strategic issues related to the availability of adequate spectrum 

resources to support CNS for NextGen operational concepts. Conduct analysis of the operations enabled by data 

communications. Perform technical, architectural, and safety analysis. Participate in the development of 

international standards and harmonization to support the implementation of digital data communications services in 

the NAS. Conduct engineering analyses and assessments of industry provided solutions, and develop transition 

strategies for the FAA’s NextGen Voice Communications System (NVS).

Unmanned Aircraft Systems. Provide technical analyses supporting strategic solutions for practical and coordinated 

UAS integration into the NAS and NextGen. Partner with other Government Agencies’ FFRDCs in actively 

researching improved access for Public UASs and facilitating cross-agency joint solutions. Implement standards for 

safe operation of UASs without compromising the safety or efficiency of the NAS. Collect and utilize NAS metrics 

to proactively detect issues prior to incidents or accidents.

Special Studies, Laboratory and Data Enhancements. Provide an integrated research environment that ensures 

individual research activities, prototypes, and capabilities can be brought together with the appropriate mixture of 

fidelity and flexibility to facilitate integrated investigations, compressed spiraling of operational concepts and 

procedure development. Develop and sustain the Aviation Integrated Demonstration & Experimentation for 

Aeronautics laboratory infrastructure for expanded cross-domain scenario generation tools to support real-time 

Human-in-the-Loop as well as enable fast-time capabilities. Provide a data repository system that allows efficient 

access to aviation data and associated tools. Provide a flexible model of the NAS capable of quickly and reliably 

estimating the high-level impacts of new technologies, procedures, or infrastructure improvements on key system 

performance metrics. Conduct special studies of key subjects not directly related to a current outcome, if directed 

by FAA senior management.

Mission-Oriented Investigation and Experimentation (MOIE). Develop tools and techniques for studying NAS 

capacity, throughput, performance, system dynamics and adaptation to technology and policy-driven change. 

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Identify opportunities for innovative solutions to NAS problems and enhancements to NAS capabilities and 

procedures. Research future concepts and technologies to understand their potential impact on the NAS. Apply 

prototyping, in-lab demonstrations, and experimentations to test concepts. Explore new regimens including 

complexity theory, agent-based modeling, and productivity modeling.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 3 – Achieve a NAS on-time arrival rate of 88 percent at Core airports.

Relationship to Performance Metric 

The CAASD provides independent advanced research and development required by the FAA to obtain operational 

concepts, technical analyses, prototypes, procedures, and systems requirements needed to fulfill the vision for the 

NAS enterprise architecture and the NextGen Implementation Plan. FAA adoption of the new systems and 

procedures in the NAS improves on-time performance, increases capacity, and provides a safer and more efficient 

global air transportation system. 

Program Plans FY 2015-2019 – Performance Output Goals

• Complete on-time 80% of the activities identified in the Product Based Work Plan for the year.

• Update the Long Range Plan budget exhibit each year.

• Conduct Quarterly Reviews of MITRE progress.

• Conduct three FFRDC Executive Board milestone meetings.

 

4A09, NEXTGEN – AERONAUTICAL INFORMATION MANAGEMENT PROGRAM

FY 2015 Request $12.7M

AIM Modernization Segment 2, G05A.02-05 / X, AIM Modernization Segment 3, G05A.02-

06 

 

Program Description

The AIM Modernization program will provide aviation users with digital aeronautical information that conforms to 

international standards and supports NextGen objectives. Digital aeronautical data enables near real-time processing 

of data to improve access to and quality of static and planned constraint data including NOTAM, airport, Special 

Activity Airspace (SAA), and other relevant aeronautical information such as Letter of Agreement constraints, 

procedures, and obstacles data. This information will be provided through enterprise support services and will 

support better decision-making by NAS operators. 

AIM will implement information systems and services necessary to incorporate standard Geographic Information 

System (GIS) mapping and Common Structure and Status Data (CSSD) such as special activity airspace, NOTAM, 

airport configuration, and other aeronautical data. It improves on present information distribution because it is an 

integrated, enterprise level, digital source of aeronautical information, airport and airspace data necessary to achieve 

shared situational awareness. 

AIM Modernization Segment 2 (G05A.02-05): 

AIM Modernization Segment 2 will build on pre-implementation efforts that were performed in the NextGen CSSD 

program (part of the Collaborative ATM portfolio) to baseline and implement suitably mature AIM technologies and 

tools for Aeronautical Information exchange. Aeronautical Common Services (ACS) will:

• Provide a foundational enterprise level infrastructure platform leveraging SWIM, internationally 

recognized exchange standards, and web services to deliver aeronautical information across the NAS with 

native functionality to process, transform, filter, and publish tailored aeronautical information as services to 

end use applications;

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• Improve distribution of SAA relevant information among stakeholders. Digital management of SAAs will 

also facilitate calculation of airspace usage and availability metrics in support of efficiency of air traffic 

management, analysis of SAA usage, integration with industrial partners, and scheduling automation;

• Provide access to Airports GIS data for critical information about airports including airport mapping and 

status; and

• Fully leverage the SWIM Common Support Services infrastructure to deliver quality aeronautical 

information using common standards and services. 

Schedule to meet Final Investment Decision (FID):

• Investment Analysis Readiness Decision: Completed in February 2013;

• AIM Modernization Segment 2 IID – Completed in November 2013;

• Release of SIR for software development contract supporting AIM Modernization Segment 2 – Completed 

in January 2014;

• AIM Modernization Segment 2 FID – Scheduled for Q4 FY 2014.

AIM Modernization Segment 3 (G05A.02-06): 

AIM Modernization Segment 3 will modernize and expand on the ACS enterprise service and initial SAA and GIS 

capabilities from AIM Modernization Segment 2 by adding performance capability, increased level of integration 

with NAS automation to integrate or fuse the static aeronautical information with operational data feeds for updates 

on the activation status of SAA and active runway/airport configuration data from the authoritative source. 

Additional capabilities will include the processing of static airspace constraints and business intelligence services to 

serve up fused data and integrated data products on demand to end use applications. This will be done via SWIM 

through web services which, when fully implemented, will provide much improved access and increased 

functionality embedded in the information services with respect to filtering, data fusion (visualization of airspace, 

relational delivery and display of features and maps, geospatially referenced NOTAM data, etc.) so that end user 

applications and decision support tools may take advantage of these services to provide a significantly enhanced 

user experience. The information services developed will provide end use applications with a much more integrated 

data set in more useable and flexible forms. 

Concept and Requirements Definition Readiness Decision is scheduled for Q4 FY 2014

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 1 – Make Aviation Safer and Smarter

• FAA Performance Metric 1 – Reduce the commercial air carrier fatalities per 100 million persons on 

board by 24 percent over 9 year period (2010-2018). No more than 6.2 in 2018.

Relationship to Performance Metric

AIM Modernization Segments 2 and 3 will target enhancements and new functionality to improve and expand AIM 

services. The program will improve the accuracy and timeliness of information regarding NOTAM, SAA and 

Airport data. Analyses are underway to quantify legacy systems current delivery performance to establish the 

baseline and metrics for measuring the benefit provided.

Standardizing and centralizing aeronautical data within the NAS will support FAA's Strategic Priority to Make 

Aviation Safer and Smarter and will enhance the safety of FAA air traffic control systems. NAS safety depends 

upon the timely and accurate exchange of information between internal and external users. 

Program Plans FY 2015 – Performance Output Goals

AIM Modernization Segment 2 (G05A.02-05):

• Complete Preliminary Design Review (PDR) for Release 1 that includes the final System Segment Specification 

(SSS) and Verification Requirements Traceability Matrix (VRTM), and draft Release 1 Software Requirements 

Specifications (SRS), Software Design Document (SDD) and Web Service Description Documents (WSDD).

• Complete Detailed Design Review (DDR) for Release 1 that includes the final Release 1 SRS, SDD and 

WSDD.

• Complete Release 1 code development and development of test procedures.

241
Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 4

AIM Modernization Segment 3 (G05A.02-06):

• None. 

Program Plans FY 2016 – Performance Output Goals

AIM Modernization Segment 2 (G05A.02-05):

• Complete Release 1 Development and Test.

• Achieve Initial Operational Capability for Release 1.

• Complete Preliminary Design Review (PDR) for Release 2 that includes draft Release 2 SRS, SDD and WSDD.

• Complete Detailed Design Review (DDR) for Release 2 that includes the final Release 2 SRS, SDD and 

WSDD.

• Complete Release 2 code development and development of test procedures.

• Achieve Operational Capability for Release 2.

AIM Modernization Segment 3 (G05A.02-06):

• None. 

Program Plans FY 2017 – Performance Output Goals

AIM Modernization Segment 2 (G05A.02-05):

• Complete Preliminary Design Review (PDR) for Release 3 that includes draft Release 3 SRS, SDD and WSDD.

• Complete Detailed Design Review (DDR) for Release 3 that includes the final Release 3 SRS, SDD and 

WSDD.

• Complete Release 3 code development and development of test procedures.

• Achieve Operational Capability for Release 3.

AIM Modernization Segment 3 (G05A.02-06):

• Complete AIMM Segment 3 Chief Financial Officer documentation package.

Program Plans FY 2018 – Performance Output Goals

AIM Modernization Segment 2 (G05A.02-05):

• Complete delivery of Special Activity Airspace information into NAS Automation

• Complete post implementation review (PIR) for any identified trouble reports.

AIM Modernization Segment 3 (G05A.02-06):

• Exercise contract option for Segment 3.

• Complete System Requirements Review that includes the draft SSS and VRTM.

Program Plans FY 2019 – Performance Output Goals

AIM Modernization Segment 2 (G05A.02-05):

• None.

AIM Modernization Segment 3 (G05A.02-06):

• Complete Preliminary Design Review (PDR) for Release 1 that includes the final SSS and VRTM, and draft 

Release 1 SRS, SDD and WSDD.

• Complete Detailed Design Review (DDR) for Release 1 that includes the final Release 1 SRS, SDD and 

WSDD.

• Complete Release 1 code development and development of test procedures.

 

4A10, NEXTGEN – CROSS AGENCY NEXTGEN MANAGEMENT

FY 2015 Request $2.0M

Cross Agency NextGen Management, G08M.04-01 

 

Program Description 

The development of NextGen is a priority for the Administration and active participation by the NextGen agencies

partners, like Department of Commerce (DOC), Department Of Homeland Security (DHS), National Aeronautics 

and Space Administration (NASA), and Department Of Defense (DOD), in this undertaking is necessary to 

242
Capital Investment Plan Appendix B

Fiscal Years 2015-2019 Activity 4

modernize the air transportation system and safely meet the expected growth in air traffic. Activities conducted 

under Cross Agency NextGen Management program will continue to identify, facilitate, and integrate activities, 

commitments and contributions of Federal Partner Agencies and other key stakeholders to ensure the NextGen 

transformation is realized.

Alignment of Program to FAA Strategic Priority and Performance Metric

• FAA Strategic Priority 2 – Deliver Benefits through Technology and Infrastructure.

• FAA Performance Metric 7 – Organizations throughout the agency will continue to implement cost 

efficiency initiatives. FY 2014 Target: 90 percent of targeted savings. (FAA Business Planning Metric) 

Relationship to Performance Metric

Upgrading technology and infrastructure to support NextGen requires collaboration with industry and partner 

agencies. This effort will ensure efficient coordination between all Federal partners whose decisions impact 

NextGen. Without a dedicated interagency focus, increased costs and schedule delays could result from lapses in 

identifying data sharing requirements and defining Federal surveillance requirements for NextGen. The FAA’s 

ability to leverage research and expertise from other agencies would also be reduced.

Program Plans FY 2015 – Performance Output Goals

• Coordinate across partner agencies on the future of the aviation transportation system through collaboration on 

architecture and work plans.

• Ensure a coordinated multi-agency plan for NextGen implementation to include up-to-date schedules and

dependencies.

• Manage inter-agency special studies and activities to mitigate risk and ensure that critical NextGen 

interoperability requirements are established for cross-agency harmonization.

• Provide budgetary documentation of the FAA’s funding for NextGen interagency collaboration.

Program Plans FY 2016-2019 – Performance Output Goals

• Coordinate across partner agencies on the future of the aviation transportation system through collaboration on 

architecture and work plans.

• Ensure a coordinated multi-agency plan for NextGen implementation to include schedules and dependencies.

• Manage inter-agency special studies and activities to mitigate risk and ensure that critical NextGen 

interoperability requirements are established for cross-agency harmonization.

243
Federal Aviation Administration

National Airspace System

Capital Investment Plan

Appendix C

Fiscal Years 2015 – 2019 
(Page Intentionally Left Blank) 
Capital Investment Plan

Fiscal Years 2015-2019

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

Appendix C

Page 1

 March 2014

BLI 

Number Capital Budget Line Item (BLI) Program FY 2015 Budget

FY 2016 

Est.

FY 2017 

Est.

FY 2018 

Est.

FY 2019 

Est.

 Activity 1: Engineering, Development, Test and Evaluation $170.9 $201.0 $271.8 $315.7 $318.1

1A01 Advanced Technology Development and Prototyping (ATDP) $29.9 $27.9 $36.3 $36.2 $33.8

1A02 NAS Improvement of System Support Laboratory $1.0 $1.0 $1.0 $1.0 $1.0

1A03 William J. Hughes Technical Center Facilities $12.0 $12.0 $12.0 $12.0 $12.0

1A04 William J. Hughes Technical Center Infrastructure Sustainment $12.2 $9.2 $10.3 $10.0 $10.0

1A05 NextGen – Separation Management Portfolio $13.0 $28.0 $42.5 $41.5 $36.5

1A06 NextGen – Improved Surface/Terminal Flight Data Manager (TFDM) Portfolio $38.8 $40.3 $80.0 $124.0 $133.8

1A07 NextGen – On Demand NAS Portfolio $6.0 $15.2 $16.0 $19.3 $24.0

1A08 NextGen – Environment Portfolio $2.5 $3.5 $3.5 $3.5 $3.5

1A09 NextGen – Improved Multiple Runway Operations Portfolio $3.5 $10.8 $11.5 $9.5 $7.0

1A10 NextGen – NAS Infrastructure Portfolio $13.5 $22.4 $25.2 $25.2 $23.0

1A11 NextGen – Support Portfolio at WJHTC $13.0 $11.0 $12.0 $12.0 $12.0

1A12 NextGen – Performance Based Navigation & Metroplex Portfolio $25.5 $19.7 $21.5 $21.5 $21.5

$1,585.7 $1,606.8 $1,590.5 $1,597.3 $1,663.6

A. En Route Programs $734.0 $746.3 $779.0 $734.9 $745.0

2A01 En Route Automation Modernization (ERAM) $10.5 $0.0 $0.0 $0.0 $0.0

2A02 NextGen – En Route Automation Modernization (ERAM) – System Enhancements and 

Technology Refresh

$45.2 $82.4 $70.0 $90.0 $100.0

2A03 En Route Communications Gateway (ECG) $6.6 $2.8 $2.0 $2.0 $4.1

2A04 Next Generation Weather Radar (NEXRAD) $7.1 $6.5 $6.3 $5.5 $5.5

2A05 ARTCC Building Improvements/Plant Improvements $63.7 $60.8 $63.5 $63.5 $63.8

2A06 Air Traffic Management (ATM) – Traffic Flow Management (TFM) $5.7 $0.0 $8.0 $7.0 $5.0

2A07 Air/Ground Communications Infrastructure $3.9 $3.0 $3.2 $3.2 $3.3

2A08 Air Traffic Control En Route Radar Facilities Improvements $5.1 $0.0 $0.0 $0.0 $0.0

2A09 Voice Switching Control System (VSCS) $13.8 $9.9 $11.3 $12.8 $11.4

2A10 Oceanic Automation System (OAS) $3.5 $0.0 $0.0 $0.0 $0.0

2A11 Next Generation Very High Frequency Air/Ground Communications System (NEXCOM) $40.0 $43.3 $50.0 $50.0 $50.0

2A12 NextGen – System-Wide Information Management (SWIM) $60.3 $57.9 $52.9 $43.6 $40.2

2A13 NextGen – Automatic Dependent Surveillance - Broadcast (ADS-B) NAS Wide $247.2 $183.9 $166.4 $155.8 $163.3

2A14 Windshear Detection Service (WDS) $4.3 $5.2 $4.5 $1.0 $2.8

2A15 NextGen – Collaborative Air Traffic Management Portfolio $13.5 $20.8 $22.7 $35.3 $36.3

2A16 NextGen – Time Based Flow Management (TBFM) Portfolio $21.0 $22.2 $28.2 $35.8 $54.9

2A17 NextGen – Next Generation Weather Processor (NWP) $23.3 $42.4 $48.1 $35.2 $22.7

 Activity 2: Procurement and Modernization of Air Traffic Control 

Facilities and Equipment 
Capital Investment Plan

Fiscal Years 2015-2019

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

Appendix C

Page 2

 March 2014

BLI 

Number Capital Budget Line Item (BLI) Program FY 2015 Budget

FY 2016 

Est.

FY 2017 

Est.

FY 2018 

Est.

FY 2019 

Est.

2A18 Airborne Collision Avoidance System X (ACAS X) $12.0 $10.8 $8.9 $7.7 $7.7

2A19 NextGen – Data Communication in support of NextGen $147.3 $194.4 $233.0 $186.6 $174.0

B. Terminal Programs $452.4 $462.6 $441.7 $459.0 $480.0

2B01 Airport Surface Detection Equipment - Model X (ASDE-X) $5.4 $10.5 $8.4 $0.0 $0.0

2B02 Terminal Doppler Weather Radar (TDWR) – Provide $1.9 $0.0 $0.0 $0.0 $0.0

2B03 Standard Terminal Automation Replacement System (STARS) (TAMR Phase 1) $50.7 $81.1 $60.0 $52.8 $56.0

2B04 Terminal Automation Modernization/ Replacement Program (TAMR Phase 3) $136.2 $110.0 $111.9 $35.5 $0.0

2B05 Terminal Automation Program $1.6 $2.7 $2.7 $2.8 $2.8

2B06 Terminal Air Traffic Control Facilities - Replace $29.8 $86.0 $97.0 $213.2 $262.5

2B07 ATCT/Terminal Radar Approach Control (TRACON) Facilities - Improve $45.0 $52.9 $53.7 $53.7 $53.9

2B08 Terminal Voice Switch Replacement (TVSR) $2.0 $0.0 $0.0 $0.0 $0.0

2B09 NAS Facilities OSHA and Environmental Standards Compliance $43.5 $26.0 $26.0 $29.0 $26.0

2B10 Airport Surveillance Radar (ASR-9) Service Life Extension Program (SLEP) $13.6 $3.8 $3.5 $1.2 $0.0

2B11 Terminal Digital Radar (ASR-11) Technology Refresh and Mobile Airport Surveillance 

Radar (MASR)

$21.1 $9.9 $6.1 $3.2 $4.4

2B12 Runway Status Lights (RWSL) $41.7 $23.7 $4.3 $1.2 $0.0

2B13 NextGen – National Airspace System Voice System (NVS) $20.6 $25.0 $40.0 $40.0 $50.0

2B14 Integrated Display System (IDS) $16.9 $13.3 $5.7 $1.1 $7.1

2B15 Remote Monitoring and Logging System (RMLS) $3.9 $1.1 $3.4 $4.5 $5.2

2B16 Mode S Service Life Extension Program (SLEP) $8.1 $11.3 $14.0 $17.0 $12.0

2B17 Surveillance Interface Modernization (SIM) $4.0 $0.0 $0.0 $0.0 $0.0

2B18 Voice Recorder Replacement Program (VRRP) $1.0 $0.0 $0.0 $0.0 $0.0

2B19 Precision Runway Monitor Alternate (PRMA) $1.0 $0.0 $0.0 $0.0 $0.0

2B20 Integrated Terminal Weather System (ITWS) Technology Refresh $4.4 $5.4 $5.0 $3.8 $0.0

C. Flight Service Programs $12.0 $14.9 $25.5 $38.1 $39.9

2C01 Aviation Surface Weather Observation System $8.0 $8.0 $10.0 $10.0 $10.0

2C02 Future Flight Services Program (FFSP) $1.0 $3.0 $9.5 $21.8 $27.0

2C03 Alaska Flight Service Facility Modernization (AFSFM) $2.8 $2.8 $2.8 $2.8 $2.8

2C04 Weather Camera Program $0.2 $1.1 $3.2 $3.5 $0.1

D. Landing and Navigation Aids Programs $205.3 $195.6 $169.5 $146.0 $153.5

2D01 VHF Omnidirectional Radio Range (VOR) with Distance Measuring Equipment (DME) $8.3 $2.5 $2.5 $2.5 $8.9

2D02 Instrument Landing Systems (ILS) – Establish $7.0 $7.0 $7.0 $7.0 $10.0

2D03 Wide Area Augmentation System (WAAS) for GPS $103.6 $105.7 $105.0 $104.9 $97.4

2D04 Runway Visual Range (RVR) & Enhanced Low Visibility Operations (ELVO) Program $6.0 $6.0 $6.5 $4.0 $6.0
Capital Investment Plan

Fiscal Years 2015-2019

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

Appendix C

Page 3

 March 2014

BLI 

Number Capital Budget Line Item (BLI) Program FY 2015 Budget

FY 2016 

Est.

FY 2017 

Est.

FY 2018 

Est.

FY 2019 

Est.

2D05 Approach Lighting System Improvement Program (ALSIP) $3.0 $3.0 $3.0 $3.0 $5.0

2D06 Distance Measuring Equipment (DME) $3.0 $3.0 $3.0 $3.0 $5.0

2D07 Visual Navaids - Establish/Expand $2.0 $2.0 $2.0 $2.0 $2.0

2D08 Instrument Flight Procedures Automation (IFPA) $2.4 $3.4 $2.0 $2.0 $2.2

2D09 Navigation and Landing Aids – Service Life Extension Program (SLEP) $3.0 $3.0 $3.0 $6.0 $7.0

2D10 VASI Replacement – Replace with Precision Approach Path Indicator $5.0 $5.0 $5.0 $5.0 $10.0

2D11 Global Positioning System (GPS) Civil Requirements $27.0 $25.0 $11.0 $0.0 $0.0

2D12 Runway Safety Areas – Navigation Mitigation $35.0 $30.0 $19.5 $6.6 $0.0

E. Other ATC Facilities Programs $181.9 $187.3 $174.8 $219.3 $245.3

2E01 Fuel Storage Tank Replacement and Management $15.5 $14.0 $14.0 $16.0 $14.0

2E02 Unstaffed Infrastructure Sustainment $32.3 $32.9 $33.8 $43.8 $44.1

2E03 Aircraft Related Equipment Program $9.0 $11.4 $9.0 $9.0 $9.0

2E04 Airport Cable Loop Systems – Sustained Support $5.0 $5.0 $5.0 $10.0 $10.0

2E05 Alaskan Satellite Telecommunication Infrastructure (ASTI) $11.4 $12.5 $1.5 $0.0 $0.0

2E06 Facilities Decommissioning $5.7 $6.0 $6.0 $10.0 $10.0

2E07 Electrical Power Systems – Sustain/Support $102.0 $100.0 $100.0 $125.0 $150.0

2E08 Energy Management and Compliance (EMC) $1.0 $2.0 $2.0 $2.0 $2.0

2E09X Independent Operational Test and Evaluation $0.0 $3.5 $3.5 $3.5 $6.2

 Activity 3: Non-Air Traffic Control Facilities and Equipment $158.3 $146.7 $129.2 $125.4 $121.7

A. Support Programs $143.6 $131.6 $114.2 $110.4 $106.7

3A01 Hazardous Materials Management $22.0 $20.0 $20.0 $20.0 $20.0

3A02 Aviation Safety Analysis System (ASAS) $11.9 $20.2 $11.3 $15.3 $11.0

3A03 Logistics Support System and Facilities (LSSF) $8.0 $1.0 $1.5 $0.0 $1.4

3A04 National Airspace System (NAS) Recovery Communications (RCOM) $12.0 $12.0 $12.0 $12.0 $12.0

3A05 Facility Security Risk Management $14.3 $15.0 $15.1 $15.1 $15.9

3A06 Information Security $12.0 $12.0 $12.0 $12.0 $12.0

3A07 System Approach for Safety Oversight (SASO) $22.5 $16.9 $9.5 $9.0 $5.0

3A08 Aviation Safety Knowledge Management Environment (ASKME) $10.2 $7.5 $4.2 $0.0 $0.0

3A09 NextGen – System Safety Management Portfolio $18.7 $17.0 $18.0 $18.0 $18.0

3A10 National Test Equipment Program $2.0 $4.0 $4.0 $4.0 $5.0

3A11 Mobile Assets Management Program $4.0 $2.0 $2.0 $3.0 $1.8

3A12 Aerospace Medicine Safety Information System (AMSIS) $3.0 $4.0 $4.6 $2.0 $4.6

3A13 Tower Simulation System (TSS) Technology Refresh $3.0 $0.0 $0.0 $0.0 $0.0
Capital Investment Plan

Fiscal Years 2015-2019

Estimated Funding 

Organized by Budget Line Item

(Dollars in Millions)

Appendix C

Page 4

 March 2014

BLI 

Number Capital Budget Line Item (BLI) Program FY 2015 Budget

FY 2016 

Est.

FY 2017 

Est.

FY 2018 

Est.

FY 2019 

Est.

B. Training, Equipment and Facilities $14.7 $15.1 $15.0 $15.0 $15.0

3B01 Aeronautical Center Infrastructure Modernization $13.2 $14.1 $14.0 $14.0 $14.0

3B02 Distance Learning $1.5 $1.0 $1.0 $1.0 $1.0

 Activity 4: Facilities and Equipment Mission Support $225.8 $233.6 $243.8 $252.2 $243.2

4A01 System Engineering (SE2020) and Development Support $34.5 $35.0 $35.0 $35.0 $35.0

4A02 Program Support Leases $43.2 $44.7 $46.6 $49.7 $50.0

4A03 Logistics Support Services (LSS) $11.5 $11.0 $11.0 $11.0 $11.0

4A04 Mike Monroney Aeronautical Center Leases $18.4 $18.8 $19.3 $19.7 $20.2

4A05 Transition Engineering Support $16.6 $18.0 $20.0 $20.0 $15.0

4A06 Technical Support Services Contract (TSSC) $23.0 $24.0 $25.0 $30.0 $30.0

4A07 Resource Tracking Program (RTP) $4.0 $4.0 $4.0 $3.8 $4.0

4A08 Center for Advanced Aviation System Development (CAASD) $60.0 $60.0 $65.0 $65.0 $65.0

4A09 NextGen – Aeronautical Information Management Program $12.7 $15.1 $14.9 $15.0 $10.0

4A10 NextGen – Cross Agency NextGen Management $2.0 $3.0 $3.0 $3.0 $3.0

 Activity 5: Personnel Compensation, Benefits and Travel $463.0 $467.0 $475.7 $480.5 $486.3

5A01 Personnel and Related Expenses $463.0 $467.0 $475.7 $480.5 $486.3

Note: BLI numbers with X represent outyear programs not requested in the FY 2015 

President's Budget.

Note: FY 2016-2019 outyear funding amounts are estimates.

Total Year Funding $2,603.7 $2,655.0 $2,711.0 $2,771.0 $2,833.0

Targets $2,603.7 $2,655.0 $2,711.0 $2,771.0 $2,833.0
Federal Aviation Administration

National Airspace System

Capital Investment Plan

Appendix D 

Fiscal Years 2015 – 2019 
(Page intentionally left blank)
Capital Investment Plan 

Fiscal Years 2015-2019 

APPENDIX D 

FAA CAPITAL PROGRAM 

INFORMATION FOR MAJOR PROGRAMS

Because of the criticality of on-budget and on-time acquisitions to the efficient transition to 

NextGen, The Government Accountability Office (GAO) was directed to determine the status of 

ATO’s performance in acquiring ATC systems. 

In December 2007 the GAO issued its report GAO-08-42 entitled, “AIR TRAFFIC CONTROL 

FAA Reports Progress in System Acquisitions, but Changes in Performance Measurement Could 

Improve Usefulness of Information”. This report documented the findings and provided 

recommendations to the FAA. 

One recommendation was to identify or establish a vehicle for regularly reporting to Congress 

and the public on ATO’s overall, long-term performance in acquiring ATC systems by providing 

original budget and schedule baselines for each program and the reasons for any baseline 

revision. The table provided in this Appendix provides the most current information for FAA’s 

Major Active Programs and is in direct response to the GAO’s recommendation. 

i 

May 2014
(Page intentionally left blank)
Capital Investment Plan Appendix D 

Fiscal Years 2015-2019 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Comments

Automatic Dependent 

Surveillance Broadcast 

(ADS-B) Segments 1 & 2

ACAT 1

Aug-07 Sep-14 $1,681.5 Mar-11 Sep-14 $1,695.1 Sep-14 $1,711.9 Current Baseline vs Original Baseline: In Mar-11 the Joint 

Resources Council (JRC) approved a baseline schedule replan and 

strategic decision to incorporate the Colorado WAM, Phase II into 

the ADS-B baseline. 

Note: Colorado WAM, Phase II was previously baselined in Dec-09

Current Estimate vs Current Baseline: The increase to the current 

baseline 1.0% variance is due to a $6.8M funding earmark in FY 

2009 to conduct a Target Level of Safety study to obtain approval for 

3 nautical mile separation standards for En Route; a funding earmark 

of $9.3M in FY 2008 to accelerate Future Air to Air Applications 

Development.

Automatic Dependent 

Surveillance Broadcast 

(ADS-B) – Baseline 

Services & Applications 

FY14 - 20 

ACAT 1

May-12 Sep-20 $960.4 May-12 Sep-20 $960.4 Sep-20 $960.4

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs

1 

May 2014 
Capital Investment Plan Appendix D 

Fiscal Years 2015-2019 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Comments

Collaborative Air Traffic 

Management Technologies 

(CATMT) Work Package 2

ACAT 3

Sep-08 Sep-14 $109.5 Sep-08 Sep-14 $109.5 Mar-15 $107.7 Current Estimate vs Current Baseline: The completion date for 

CATMT WP2 has slipped from Sep-14 to Mar-15 resulting in a 6 

month schedule delay (-8.3% variance). The slip in schedule is 

associated with a delay in Operational Test & Evaluation (OT&E) of 

Traffic Flow Management System (TFMS) Release 8 scheduled for 

March-April 2013. The delay results from Sequestration impacting 

the air traffic controllers’ availability to conduct testing. OT&E was 

rescheduled to the next available testing window in early October 

2013 but was then delayed further due to the government shutdown. 

This delay results in a cascading negative effect on the 

development, testing and deployment of subsequent TFMS 

Releases 9, 10 and 11 which contain CATMT WP2 functionality. The 

TFMS Release 11 (final APB milestone) is now projected to be 

completed by March 2015, 6 months later than planned.

Data Communications (Data 

Comm) Segment 1, Phase 

1

ACAT 1

May-12 May-19 $741.4 May-12 May-19 $741.4 May-19 $741.4

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs

2 

May 2014 
Capital Investment Plan Appendix D 

Fiscal Years 2015-2019 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Comments

En Route Automation 

Modernization (ERAM)

ACAT 1

Jun-03 Dec-10 $2,154.6 Jun-11 Aug-14 $2,484.6 Mar-15 $2,579.7 Current Baseline vs Original Baseline: The completion date for 

ERAM has slipped to Aug-14 resulting in a 44 month schedule 

variance (-49%) to the original baseline. The budget has increased 

by $330M (-15.3% variance). The budget and schedule variances 

are associated with the following factors; (1) project plan did not 

factor in the risks associated with the operational complexity at the 

selected sites, (2) insufficient testing environment failed to identify 

software issues before deployment to key sites (3) insufficient 

communication between the Program office and field sites (4) 

uneven stakeholder engagement during development/deployment. 

Current Estimate vs Current Baseline: Cost Variance - $43.9M of 

the variance results from OMB direction to transfer O&M funding to 

the F&E budget line to cover second level engineering cost. 

$51.2M of this variance is related to the schedule slip of 7 months 

due to sequestration. This results in a total cost variance of $95.1M 

(-3.8%) to the current baseline. The impact of the sequestration in 

March 2013 which reduced funding in the F&E and Operations 

accounts severely impacted the availability of resources to support 

site teams from March 2013 to May 2013. Specific impacts were to 

Subject Matter Experts (SMEs), program overtime, and travel 

funding, as well as the inability to proceed with any material replanning until these teams were allowed to resume their work which 

occurred in late May 2013. These impacts have resulted in a 

schedule delay of 7 months (-5.2%) from the baseline schedule 

completion date of August 2014, approved by the JRC in June 

2011.

ERAM System 

Enhancements and 

Technology Refresh 

(SETR)

ACAT 1

Sep-13 Sep-17 $152.9 Sep-13 Sep-17 $152.9 Sep-17 $152.9 NOTE: New Addition to Appendix D. Final Investment Decision 

(FID) approved by JRC in Sept-13. 

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs

3 

May 2014 
Capital Investment Plan Appendix D 

Fiscal Years 2015-2019 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Comments

Logistics Center Support 

System (LCSS)

ACAT 2

Apr-10 Feb-14 $67.4 Feb-12 Apr-14 $67.4 Mar-16 $79.4 Current Estimate vs Current Baseline: The cost increase of $12M 

(-17.8% variance) and schedule delay of 23 months (-47.9% 

variance) are due to the following factors; 1) Business processes 

developed during the business Process Reengineering (BPR) 

phase did not address system interactions between functional 

areas, 2) delays in developing interfaces with legacy systems, 3) 

complexity of the tool integration required for interfaces, and 4) 

changes in contract and program management. 

Facility Security and Risk 

Management (FSRM) 2

ACAT 2 

Jun-11 Sep-22 $182.5 Jun-11 Sep-22 $182.5 Sep-22 $182.5

Next Generation Air-toGround Communication 

System (NEXCOM) - 

Segment 2, Phase 1 

ACAT 2

Sep-11 Sep-18 $285.9 Sep-11 Sep-18 $285.9 Sep-18 $285.9

Regulation and Certification 

Infrastructure for System 

Safety (RCISS) - Segment 2

ACAT 3

Oct-10 Sep-16 $90.7 Oct-10 Sep-16 $90.7 Sep-16 $90.7

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs

4 

May 2014 
Capital Investment Plan Appendix D 

Fiscal Years 2015-2019 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Comments

Runway Status Lights 

(RWSL)

ACAT 1

Jan-10 Oct-15 $327.4 Jul-13 Sep-17 $366.7 Sep-17 $366.7 Current Baseline vs Original Baseline: In Jul-13 the JRC approved 

a Baseline Change Decision (BCD) for the RWSL program. The 

JRC has determined to minimize the cost exposure to the baseline, 

deployment will be limited to the 16 airports that have been fully 

committed to date and San Francisco International airport. This 

results in a reduction of 6 airports (-26.1% variance) from the 

original 23 airports approved at the FID in Jan-10. The cost 

($39.3M, -12%) and schedule (-26.1%) variances are attributed to 

the following factors; (1) construction plans changed due to costlier 

techniques by Airport Authorities; (2) limited runway/taxiway surface 

availability to meet installation schedules; (3) requirement changes 

that included increases in the light count, the switch from 

incandescent lights to LED, and the increased supportability for 

these requirements; (4) costly duct bank and shelter installations; (5) 

under estimation of site and depot spares costs; and (6) additional 

engineering development for supportability enhancements. 

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs

5 

May 2014 
Capital Investment Plan Appendix D 

Fiscal Years 2015-2019 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Comments

System Approach for 

Safety Oversight (SASO) 

Phase IIa

ACAT 3

Sep-08 Sep-13 $88.0 Sep-13 Jan-16 $126.9 Jan-16 $126.9 Current Baseline vs Original Baseline: The completion date for 

SASO Phase IIa has slipped to Jan-16 resulting in a -28 month 

schedule delay (-46.7% variance). This is associated with: (1) the 

initial development of the prototype version of the Safety Assurance 

System (SAS) failing to meet user expectations; (2) subsequent 

SAS redesign; (3) software development delays; and (4) a new 

incremental testing strategy that was implemented that added 

additional testing to the schedule. As the issues were raised, 

concerns at the executive level were addressed through several 

means. A SAS Executive Review Board and SAS Steering 

Committee were established for guidance and oversight, a 

Technical Status (TechStat) Review of the Program was conducted 

and a new program management team was assigned to the 

program. During development testing and bug fixes it was 

determined that an increase in FAA automation requirements was 

needed to achieve the desired functionality. In addition, software 

development delays have led to an increase in costs, resulting in a 

-44.2% cost variance. In Sep-13, the Joint Resources Council (JRC) 

approved the Baseline Change Decision (BCD) for SASO Phase IIa.

System Wide Information 

Management (SWIM) 

Segment 1

ACAT 2

Jul-09 Sep-15 $310.2 Jul-12 Sep-15 $310.2 Sep-15 $306.4

System Wide Information 

Management (SWIM) 

Segment 2A

ACAT 2

Jul-12 Dec-17 $120.2 Jul-12 Dec-17 $120.2 Dec-17 $120.2

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs

6 

May 2014 
Capital Investment Plan Appendix D 

Fiscal Years 2015-2019 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Comments

Terminal Automation 

Modernization and 

Replacement, Phase 3, 

Segment 1 (TAMR P3, S1)

ACAT 1

Dec-11 Oct-17 $438.0 Dec-11 Oct-17 $438.0 Oct-17 $457.0 Current Estimate vs Current Baseline: The cost increase of $19M 

(-4.3% variance) is due to new software enhancements identified by 

Terminal Requirements as critical for operational suitability; and 

additional funding for FAA Telecommunications Infrastructure (FTI) 

costs and Site Spares. The program office is evaluating additional 

changes as the waterfall deployments progress; currently only the 

additional $19 million provided in FY14 is identified as an increase 

above the approved baseline.

Terminal Automation 

Modernization and 

Replacement, Phase 3, 

Segment 2 (TAMR P3, S2)

ACAT 1

Sep-12 Aug-19 $462.5 Sep-12 Aug-19 $462.5 Aug-19 $462.5

Terminal Automation 

Modernization and 

Replacement (TAMR), 

Phase 1 Technology 

Refresh and Terminal 

Enhancements

ACAT 1 

Sep-12 Feb-20 $531.5 Sep-12 Feb-20 $531.5 Feb-20 $531.5

Time Based Flow 

Management (TBFM)

ACAT 3

Apr-10 Nov-14 $115.0 Apr-10 Nov-14 $115.0 Nov-14 $114.3

Original Baseline Current Baseline Current Estimate

FAA Capital Programs

Current Information for Major Programs

7 

May 2014 
Capital Investment Plan Appendix D 

Fiscal Years 2015-2019 

Programs Original 

APB Date

Completion 

Date

Budget 

$M

Current 

APB Date

Revised 

Completion 

Date

Revised 

Budget 

$M

Completion 

Date

Budget 

$M

Comments

Flight Standards Inspector 

Aircraft Replacement 

(FSIAR), Segment 2

ACAT 2

Sep-11 Aug-13 $11.1 Sep-11 Aug-13 $11.1 Aug-13 $11.1 The 3rd (9 total) and final aircraft for this segment successfully 

reached Full Operating Capability (FOC) on August 13, 2013. The 

deployment of the 3rd aircraft into operations completed the 

acquisition of three Hawker Beechcraft C-90GTI aircraft.

Next Generation Air-toGround Communication 

System (NEXCOM) - 

Segment 1A 

ACAT 2

Sep-98 Sep-08 $407.6 Dec-05 Sep-13 $324.7 Sep-13 $324.3 The program successfully completed cutover of the last En Route 

site on September 5, 2013. This completed the deployment of VHF 

Multimode Digital Radios (MDR) to the En Route facilities.

Wide Area Augmentation 

System (WAAS)

ACAT 1

Jan-98 Aug-99 $1,006.6 May-09 Sep-13 $3,008.1 Jan-14 $3,008.1 The WAAS Phase 3 program's final milestone is the Preliminary 

Design Review (PDR) for the 5th GEO, with a baseline completion 

date of Sept-13. The contract for the 5th GEO was awarded in 

September 2012. At that time, it was anticipated that a subcontract 

with a satellite provider would be in place by December 2012. In 

November 2012, the prime contractor, Raytheon, notified the FAA 

that the planned satellite subcontractor was unable to close their 

business case due to the loss of their anchor tenant. Raytheon 

secured a satellite with Satellites Mexicanos (SatMex) and the 

Authorization to Proceed to Phase 1 of implementation for the GEO 

5 was awarded on July 11, 2013. The PDR was completed in Jan14, resulting in a 4 month delay (-6.7% variance) to the segment 

baseline. 

Original Baseline Current Baseline Actual Results

FAA Capital Programs

Major Programs with Completed Acquisition Phase

8 

May 2014 
 

Federal Aviation Administration

National Airspace System

Capital Investment Plan

 

Appendix E 

Fiscal Years 2015 – 2019 
(Page Intentionally Left Blank) 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

LIST OF ACRONYMS AND ABBREVIATIONS

--Number--

4D four dimensional

--A--

AAtS airborne access to SWIM

AAM office of aerospace medicine

AAR airport arrival rate

ABAAS architectural barriers act accessibility standards

ABRR airborne reroute execution

AC advisory circular

ACAS-X redesigned airborne collision avoidance system

ACAT acquisition category

ACE-IDS automated surface observing system controller equipment-information display system

ACEPS ARTCC critical and essential power systems

ACM adjacent center metering

ACS aeronautical common services

AEB acquisition executive board

ADA American Disabilities Act

ADAS automated weather observation data acquisition system

ADD airworthiness directives development

ADS-B automatic dependent surveillance-broadcast 

ADS-C automatic dependent surveillance-contract

AEB ASIAS executive board

AEDT aviation environmental design tool

AES alternative energy systems

AFIS automatic flight inspection system

AFS FAA flight technologies and procedures division

AFSFM Alaskan flight service facility modernization

AFSS automated flight service station 

A/G air-to-ground 

AGIS airport geographic information system

AGL above ground level

AI aeronautical information

AIM aeronautical information management

AIO Office of Chief Information Officer

AIR FAA aircraft certification service

AirNav airports and navigations aids

AISR aeronautical information system replacement

AIXM aeronautical information exchange model

ALDARS automated lightning detection and reporting system

ALS approach lighting system

ALSF-2 approach lighting system with sequenced flashing light model 2

ALSIP approach lighting system improvement program 

AMASS airport movement area safety system

AMEN aerospace medical equipment needs

AMMS automated maintenance management system

1 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

AMQ Office of Acquisition Services

AMS acquisition management system

AMSIS aerospace medicine safety information system

ANF air navigation facilities

ANICS Alaskan national airspace system interfacility communications system

ANSP air navigation service provider

AOC/FOC airline operation center/flight operation center

AOCC Atlantic operations control center

APB acquisition program baseline

APNT alternate positioning navigation and timing system

APP automated procurement process

APT advanced persistent threat

APTS AVN process tracking system

ARAIM advanced receiver autonomous integrity monitoring

ARC aviation rulemaking committee

ARCM airport and runway configuration management

ARE aircraft and related equipment 

ARMS airspace resource management system

ARMT airport resource management tool

ARSR air route surveillance radar

ARTCC air route traffic control center 

ARTS IE/IIE/IIIE automated radar terminal system model IE/ IIE /IIIE

ASAS aviation safety analysis system 

ASDE-3 airport surface detection equipment – model 3 

ASDE-X airport surface detection equipment – model x 

ASIAS aviation safety information analysis and sharing

ASKME aviation system knowledge management environment 

ASOS automated surface observing system 

ASR-7, 8, 9, 11 airport surveillance radar model 7, 8, 9, and 11

ASR/CD airport surveillance radar/common digitizer

ASSC airport surface surveillance capability

ASTI Alaskan satellite telecommunication infrastructure

ASTM American Society for Testing and Materials

ASWON automated surface weather observation network 

ATAG aerospace transportation advisory group

ATC air traffic control 

ATCBI-4, 5, and 6 air traffic control beacon interrogator model 4, 5, and 6

ATCRBS air traffic control radar beacon system

ATCS air traffic control specialist

ATCSCC air traffic control system command center 

ATCT air traffic control tower 

ATDP advanced technology development prototyping

ATIS automated terminal information service

ATM air traffic management 

ATN aeronautical telecommunication network

ATN aviation training network

ATO Air Traffic Organization

ATOP advanced technologies and oceanic procedures 

ATPA automatic terminal proximity alert

ATSS airway transportation system specialist

ATS air traffic services

AVN Aviation System Standards office

2 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

AVS FAA office of aviation safety

AWOS automated weather observing system 

AWSS automated weather sensor systems 

--B--

BCAR business case analysis report

BCD baseline change decision

BIS building instrumentation system

BLI budget line item

BPM business process management

BUEC back up emergency communication

BVR beacon video reconstitutor

BWM bandwidth manager

--C--

C3 command and control communications

CAASD Center for Advanced Aviation System Development

CAC central air conditioning

CAMI Civil Aerospace Medical Institute

CANSO civil air navigation service organization

CARF central altitude reservation function

CARTS common-automated radar tracking system

CARSR common air route surveillance radar

CAS commercially available software

CAST commercial aviation safety team

CAT category of precision landing requirements

CATM collaborative air traffic management 

CATMT collaborative air traffic management technologies

CAVS CDTI assisted video separation

CBI computer-based instruction

CCS conference control switch

CD 2 common digitizer (converts analog radar data to digital format)

CDDS CIWS data distribution system

CDM continuous diagnostic and mitigation

CDM collaborative decision making

CDR critical design review

CDTI cockpit display of traffic information

CEA compliance and enforcement actions

CEDAR comprehensive electronic data analysis

CERAP center radar approach control 

CFE communications facilities enhancement

CFIT controlled-flight-into-terrain

CFO Chief Financial Officer

CFR code of federal regulations

CI/EP certification of imported/exported products

CIM collaborative information management

CIO chief information officer

CIWS corridor integrated weather system

CIX collaborative information exchange

CLEEN continuous low energy, emissions and noise

CMA configuration management automation 

3 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

CMC corrective maintenance contract

CNS communications, navigation and surveillance

CONOPS concept of operations

COMSEC secure communications

CONUS continental United States

COTS commercial off-the-shelf 

CPDLC controller-pilot data link communications

CPDS critical power distribution system

CRD concept and requirements document

CRDR concept requirements development readiness

CREWS CTAS remote weather system

CSMC cyber security management center

CSPA closely spaced parallel approaches

CSPO closely spaced parallel runway operations

CSPR closely spaced parallel runways

CSSD common status and structure data

CST communication support team

CssWx common support services weather

CTAS center TRACON automation system

CTD common terminal digitizer

CTS coded time source

CWP corporate work plan

CY calendar year

--D--

DALR digital audio legal recorder

DA decision altitude

DARPA Defense Advanced Research Projects Agency

DASI digital altimeter setting indicator

DataComm data communications

DBRITE digital bright radar indicator tower equipment

DC BUS direct current electrical distribution system

DCIS data communications integrated services

DCL departure clearance

DCNS data communication air/ground network service

DDR detailed design review

DELPHI DOT accounting system

DF direction finder

DH decision height

DHS Department of Homeland Security

DME distance measuring equipment

DMN data multiplexing network

DMSMS diminishing manufacturing sources and material sources

DOD Department of Defense 

DOE Department of Energy

DOT Department of Transportation 

DOTS+ dynamic ocean tracking system plus

DP departure procedure

DR data repository

DR disaster recovery

DRC disaster recovery center

DREN defense research and engineering network

4 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

DRSR digital remote surveillance communication interface processor replacement

D position data controller position

DSP departure spacing program

DSR display system replacement

DST decision support tool

DT&E development test and evaluation

DUATS/S direct user access terminal system

DVOR doppler VOR

DVRS digital voice recorder system

--E--

EA enterprise architecture

EBUS enhanced backup surveillance 

ECG en route communication gateway 

EDC enterprise data center

EDDA environmental due diligence audits

EDMS electronics drawing management system

EFS electronic file service

EFSTS electronic flight strip transfer system

EFVS enhanced flight vision systems

EISA Energy Independence and Security Act of 2007

ELITE enhanced local integrated tower equipment

ELVO enhanced low visibility operations 

EMC energy management and compliance

EMS environmental management system

EOF emergency operating facility

EOL end of life

EON emergency operations network

EOS end of service

EOSH environmental & occupational safety and health 

EPA Environmental Protection Agency

EPACT Energy Policy Act of 2005

ER environmental remediation

ERAM en route automation modernization 

ERIDS en route information display system

E-Scan electronic scan

ESCR environmental site cleanup report

ESD electrostatic discharge

ESSC enhanced service small communities

ETR emergency transmitter replacement

ETVS enhanced terminal voice switch

EUROCONTROL European ANSP

EVM earned value management

EWD weather information network server dissemination

--F--

F-420 wind sensor

FAALC FAA logistics center

FACT future airport capacity task

FAF final approach fix

FANS future air navigation system

5 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

FAROS final approach runway occupancy signal

FAS flexible analysis system

FAT factory acceptance test

FBW fly by wire

FBWTG FAA bulk weather telecommunications gateway

FCI facility condition index

FCT federal contract tower

FDCC federal desktop core configuration

FDIO flight data input/output 

FDP2K flight data processing 2000

FDPS flight data publication service

F&E facilities and equipment

FFRDC federally funded research and development center

FFSP future flight service program

FI flight inspection

FICAM federal identify credential and access management

FIAPA flight inspection airborne processor application

FID final investment decision

FIM-S flight deck based interval management - spacing

FIR flight information region

FIS-B flight information service – broadcast 

FISMA federal information security management act

FIXM flight information exchange model

FMC flight management computer

FMS flight management system

FNS federal NOTAM system

FOC final operating capability

FOC flight operations center

FOMS flight operations management system

FOQA flight operation quality assurance

FOTT fiber optic tie trunk

FOXS flight object exchange service

FPDS-NG federal procurement data system- next generation

FPPS facility power panel schedule

FPS fixed position surveillance

FSEP facility service and equipment profile

FSRM facility security risk management 

FSS flight service station 

FST fuel storage tank 

FTB Florida NextGen test bed

FTE full time equivalent

FTI FAA telecommunications infrastructure 

--G--

G-III third generation reference receiver

GA general aviation 

GAO Government Accountability Office

GAST-C GBAS approach service type C

GBAS ground-based augmentation system

GEO geosynchronous communication satellite

G/G ground to ground

GIM-S ground based interval management - spacing

6 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

GIS geographic information system

GLS GPS landing system

GNAS general NAS maintenance area

GNSS global navigation satellite system

GOMEX Gulf of Mexico

GPS global positioning system 

GSA General Services Administration

GUI graphical user interface

--H--

HADDS HOST ATM data distribution system

HAZMAT hazardous materials

HCS HOST computer system

HCP hearing conservation program

HF human factors

HGOPA high gain open planar array

HIE health information exchange

HITL human-in-the-loop

HOST en route computer system

HP DME high power distance measuring equipment

HPSB high performance sustainable building

HRJ hydro-treated renewable jet (fuel)

HSI human system integration

HSPD Homeland Security Presidential Directive

HUD heads-up-display

HUR high update radar

HVAC heating, ventilating and air conditioning

--I--

IAP initial investment analysis plan

IAPA instrument approach procedures automation 

IARD investment analysis readiness decision

IATA International Air Transport Association

IATI international air traffic interoperability

ICAO International Civil Aviation Organization 

ICF integrated control facility

IGCE independent government cost estimate

ICMS integrated control and management system

ICSS integrated communications switching system

IDAC integrated departure arrival capability

IDLM interference detection, location and mitigation

IDS information display system

IDS integrated display system

IFIS integrated flight information system

IFP instrument flight procedures

IFPA instrument flight procedures automation

IFR instrument flight rule

IG Inspector General

IGCE independent government cost estimate

IID initial investment decision

ILS instrument landing system 

7 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

IM interval management

IMC instrument meteorological conditions

IMS interval management spacing

IOA independent operational assessment

IOC initial operating capability 

IP internet protocol

IPDS instrument procedure development system

IRD interface requirement document

IRU inertial reference unit

ISAM integrated safety assessment model

ISD in service decision

ISO International Standards Organization

ISPD implementation strategy and planning document

ISS information systems security

IT information technology

IT integration testing

ITP in-trail procedures

ITWS integrated terminal weather system

ITWS NFU ITWS national weather service filter unit

IVSR interim voice switch replacement

--J--

JAWS Juneau airport wind system 

JPALS joint precision approach and landing system

JPDO Joint Planning and Development Office

JRC joint resources council 

--K--

KVM keyboard video mouse

KW kilowatts

--L--

L5 second civil frequency

LAAS local area augmentation system

LAHSO land and hold short operations

LAN local area network

L-Band radar frequency band 1-2 giga-hertz

LCGS low cost ground surveillance

LCSS logistical center support system 

LDACS l-band digital aeronautical communication system

LDIN lead in light system

LDRCL low-density radio communication link

LED light emitting diode

LIDAR light detection and ranging

LIS logistics and inventory system

LITE local integrated tower equipment

LLWAS low-level wind shear alert system

LOA letters of agreement

LOB line of business

LOC localizer

LP localizer performance

8 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

LPDME low power distance measuring equipment

LPGBS lightning protection, grounding, bonding, and shielding

LPV localizer performance with vertical guidance

LRR long-range radar 

LRU line replaceable units

LSS logistics support services

LSSF logistics support system and facilities

LVO low visibility operations

--M--

MALSR medium-intensity approach light system with runway alignment indicator lights 

MAMP mobile asset management program

MASPS minimum aviation performance standards

MASR mobile/transportable airport surveillance radar

MATCT mobile air traffic control tower

MB marker beacon

MDR multimode digital radio

MDS meteorological data server

MEARTS microprocessor en route automated radar tracking system

MIT/LL Massachusetts Institute of Technology Lincoln Laboratory

MITRE MITRE Corporation

MLAT multilateration

MMAC Mike Monroney Aeronautical Center

MOA memorandum of agreement

MOB contract award mobility

MOCC midstates operations control center

Mode S mode select

MOIE mission oriented investigation and experimentation

MON minimum operational network

MOPS minimum operational performance standards

MPAR multi-function phased array radar

MTR military training route

MTSR maintenance test system replacements

MX mobile engine generator

--N--

NADIN MSN national airspace data interchange network – message switching network

NADIN PSN national airspace data interchange network – package switching network

NAFIS next generation flight inspection system

NAIMES NAS aeronautical information enterprise system

NARP national aviation research plan

NAS national airspace system

NASA National Aeronautics and Space Administration

NASDOC national airspace system document

NASE NAS adaptive services environment

NASPAC national airspace system performance analysis capability

NASR national airspace system resources

NAVAIDS navigation aids

NAV Lean navigation procedures implementation plan

NBSC NextGen backup surveillance capability

NCAR National Center for Atmospheric Research

9 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

NCP NAS change proposal

NCR NAS common reference

NDB non-directional beacon 

NEMC NAS enterprise management centers

NEMS NAS enterprise messaging service

NEPA National Environmental Policy Act

NEXCOM next generation air/ground communications 

NEXRAD next generation weather radar 

NextGen next generation air transportation system

NIDS NAS information display system

NG-VRRP next generation voice recorder replacement program

NGIP NextGen implementation plan

NHIN national health information network

NIEC NextGen integration and evaluation capability

NISC national airspace system implementation support contract 

NLN national logging network

NMCS network management control system

NMR NADIN MSN rehost

NNEW NextGen network enabled weather

NOAA National Oceanic and Atmospheric Administration

NOCC national operations control center

NOP national offload program

NOTAM notice to airmen 

NPI NEXRAD product improvement

NPS NextGen performance snapshots

NRN national remote maintenance monitoring network

NSIP NAS segment implementation plan

NSOC NextGen surface observation capability

NSOS national security officer service

NSPD National Security Presidential Directives

NSWRC next generation surveillance and weather radar capability

NTML national traffic management log

NTSB National Transportation Safety Board

NVRP NAS voice recorder program

NVS national airspace system voice system

NWP NextGen weather processor

NWS National Weather Service

--O--

OA operational analysis

OAPM optimization of airspace and procedures in the metroplex

OARS operational analysis and reporting system

OASIS operational and supportability implementation system

OCS operational control segment

OCS(X) modernized operational control segment

ODALS omni-directional airport lighting system

OE operational error

OEAAA obstruction evaluation/airport airspace analysis

OEP operational evolution partnership 

OFDPS offshore flight data processing system

OI operational improvement

O&M operation and maintenance

10 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

OMB Office of Management and Budget 

OMT operator maintenance terminal

OPS operations

OPSNET operations network

ORD operational readiness demonstration 

OSD operational suitability demonstration

OSHA Occupational Safety and Health Administration 

OT operational testing

OT&E operation test and evaluation

OTM oceanic trajectory management

OTM 4D four dimensional-oceanic trajectory management

OTTM oceanic tactical trajectory management

--P--

PA paired approach

PAF primary alternate facility

PAPI precision approach path indicator 

PBN performance based navigation

PBWP product based work plan

PCB polychlorinated biphenyl 

PCPS purchase card purchasing system

PCS power conditioning system

PDARS performance data analysis and reporting system 

PDMP predefined metering points

PDR preliminary design review

PPE personal protective equipment

PGW protocol gateway

PIREPS pilot reports

PIV personal identification verification

PLM programming language for microcomputers

PNT position, navigation and timing

POCC pacific operations control center

PPR preliminary program requirements

PPS precise positioning service

PR procurement request

PRISM FAA purchasing management system

PRM-A precision runway monitor – alternate

PRM-E precision runway monitor – electronic scan radar

PRMR precision runway monitor - replacement

PS3 power systems sustain support

--Q--

QA quality assurance

QMS quality management system

--R--

RA resolution advisory

RAPCON radar approach control

RAPPI random access planned position indicator

RASP regional ADAS service processor

RCAG remote communication air to ground

11 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

RCE radio control equipment

RCF radio communication facilities

RCISS regulation and certification infrastructure system safety

RCL radio communication link

RCLR radio communications link repeater

RCLT radio communications link terminal

RCM reliability centered maintenance

RCO remote communications outlet

RCOM recovery communications 

R&D research and development

RDA radar data acquisition 

RDVS rapid deployment voice switch

RE&D research, engineering, and development

REIL runway end identifier lights 

REL runway entrance lights

RepCON replacement documentation and configuration identification system

RFI radio frequency interference

RFI ELIM radio frequency interference elimination

RFP request for proposal

RI runway incursion

RID runway incursion device

RIRP runway incursion reduction program 

RMA reliability maintainability availability

RMLS remote monitoring and logging system

RLMS runway replacement lamp monitoring system

RMM remote maintenance monitoring

RMP resource and management plan

RNAV area navigation

RNP-4 required navigation performance-4 nm

ROC radar operations center

ROC regional operations center

RPG radar product generator

RPM revenue passenger mile

RSA runway safety areas 

RSA runway safety assessment

R-side radar controller position

RTCA Radio Technical Commission for Aeronautics

RTP resource tracking program

RTR remote transmitter/receiver

RVP radar video processors

RVR runway visual range

RVSM reduced vertical separation minimum

RWSL runway status lights

RX receiver

--S--

S1P1 segment 1 phase 1

S1P2 segment 1 phase 2

SA special authorization

SAA special activities airspaces

SAAR special aircraft and aircrew authorization required

SAIDS system Atlanta information display system

12 
Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

SAMS special use airspace management system

SAPA simplified aircraft-based paired approach

SAR search and rescue

SARA Superfund Amendment and Reauthorization Act

SARPS standards and recommended practices

SAS safety assurance system

SAS single authoritative source

SASS small airport surveillance sensor

SASO system approach for safety oversight

SATNAV satellite navigation

SAWS standalone weather sensors

SBAS satellite based augmentation system

SBS surveillance and broadcast services

SCDI site control data interface

SCM surface conformance monitoring

SCS secure conference system

SDA system design approval

SDAT sector design and analysis tool

SDD software design document

SE2020 system engineering 2020 contract

SESAR Single European Sky ATM Research

SFA special flight authorizations

SFMA strategic flow management application

SGS-T signal generator subsystem – type

SID standard instrument departure

SIIA simultaneous independent instrument approach

SIM surveillance interface modernization

SIR screening information request

SLEP service life extension program 

SMA surface movement advisor

SMGCS surface movement guidance control system

SMS safety management system or surface management system

SOA service oriented architecture

SOW scope of work

SpclAC special airworthiness certifications

SPO safety policy

SPR safety promotion

SPS standard positioning service

SRM safety risk management

SRMTS safety risk management tracking system

SRS software requirements specification

SSC systems support center

SSD significant standards difference

SSDI system security design and integration

SSPP strategic sustainability performance plan

SSRM seismic safety risk mitigation

SSS system segment specification

STAR standard terminal arrival routes

STARS standard terminal automation replacement system 

STARS E/L STARS enhanced local integrated tower equipment / local integrated tower equipment

STARS ELITE STARS enhanced local integrated tower equipment

STARS LITE STARS local integrated tower equipment

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Fiscal Years 2015-2019 

STBO surface trajectory based operation

STDDS SWIM terminal data distribution system

StdAC standard airworthiness certifications

STEM science technology engineering math initiation 

STEN satellite telephone emergency network

STEP sustainment and technology evolution plan

STF surface tactical flow

STM surveillance and tracking module

STM surface traffic management

STVS small tower voice switch

SUA special use airspace

SW software

SWAC system-wide analysis capability

SWIM system-wide information management

--T--

TACAN tactical air navigation antenna

TAMR terminal automation modernization replacement

TARP traffic analysis and review program

TBD to be determined

TBFM time-based flow management

TBM time based metering

TBO trajectory based operations

TCAS traffic alert and collision avoidance system

TCS terrestrial communication subsystem

TDLS tower data link service

TDWR terminal Doppler weather radar 

TE test equipment

TechNET technicians network

TFDM tower flight data manager

TFM traffic flow management 

TFMS traffic flow management system

TFR Bldr temporary flight restriction builder

THL takeoff hold lights

TIS-B traffic information service-broadcast

TMA traffic management advisor

TMC traffic management coordinator

TMI traffic management initiative

TMU traffic management unit

TPC TFM processing center

TR technology refresh 

TRACON terminal radar approach control

TRS-R TFM remote site – reengineering

TSO technical standard order

TSS tower simulation system

TSSC technical support services contract

TVSR terminal voice switch replacement 

--U--

UAS unmanned aircraft system

UATR universal access transceiver receiver

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Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

UAV unmanned aerial vehicles

UCS unified contracting system

UFPF unified flight planning and filing

UHF ultra high frequency 

UIS unstaffed infrastructure sustainment

UPS uninterruptible power source

URET user request evaluation tool

USGCB U.S. government configuration baseline

USNS U.S. Notices to Airmen system

--V--

V version

VASI visual approach slope indicator 

VDL VHF data link

VDMR VSCS display module replacement

VFR visual flight rules

VHF very high frequency 

VITS VSCS integrated test suite

VMC visual meteorological conditions

VOIP voice over internet protocol

VOR very high frequency omni-directional range 

VORTAC very high frequency omni-directional range collocated with tactical air navigation 

VOT VOR test range

VRRP voice recorder replacement program

VRTM verification requirements traceability matrix

VSCS voice switching and control system 

VSBP voice switch bypass system

VTABS VSCS training and backup switch

VTCR VTABS test controller replacement

--W--

WAAS wide-area augmentation system 

WAFS world area forecast system

WAM wide are multilateration

WARP weather and radar processor 

WARP RAMP WARP radar and mosaic processor

WCS web coverage services

WDS windshear detection service

WebCM web configuration management

WIFS weather internet file service

WFI weather forecast improvements

WFS web features services 

WINS weather information network server

WIT workplace inspection tool

WJHTC William J. Hughes Technical Center 

WME wind measuring equipment

WMS web map services

WMSCR weather message switching center replacement

WOCC Washington operations center complex

WP work package

WSDD web service description documents

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Capital Investment Plan Appendix E

Fiscal Years 2015-2019 

WSDS wind shear detection services

WSP weather systems processor 

WTMA-P wake turbulence mitigation for arrivals - procedures

WTMD wake turbulence mitigation for departures

WTS-BMgmt work tracking software - budget management

Wx weather

Wx SAS 4D weather single authoritative source 4 dimensional

WXXM weather information exchange model

16