PERFORMANCE 

REPORT 

FY 2005 

Aircraft Certification Service 

AIR 

 Federal Aviation 

 Administration 
 1 

AIRCRAFT CERTIFICATION SERVICE 

FEDERAL AVIATION ADMINISTRATION 

WASHINGTON, D.C. 20591

To our employees and customers:

Results matter. As the leader of this customer focused and results oriented 

organization, I am particularly gratified each year when I report to you on the 

performance and noteworthy deeds of our dedicated Aircraft Certification Service 

(AIR) force of more than 1,100 aviation safety professionals. FY 2005 was a 

successful year for us. Despite a difficult budget situation that reduced staff and 

resources, we met the high expectations others have of us, and that we have of 

ourselves.

With our safety accomplishments of FY 2005, we begin to harvest the fruits of our 

evolving safety culture. We increasingly rely on data, and manage by facts. We 

are making analysis and evaluation a priority. We are finding efficiencies by 

standardizing the way we do things. We are improving the clarity and conciseness 

of policy and requirements. We continue to strengthen our ability to use metrics 

and tools to gauge our effectiveness and guide our judgments. And, importantly, 

we have made quality an integral part of our business. 

As we model our safety and quality behavior, every day we see it reflected in the 

safety cultures of our customers and partners. Aviation safety is indeed a system 

of systems, each building upon the safety advances of others, developing synergy. 

Interlocking and interdependent. We achieve synergy when we reach out to 

strengthen our partnerships: integrating AIR with the Flight Standards Service and 

other Federal Aviation Administration organizations; expanding organizational 

delegation efforts with our customers; and advancing data sharing and data 

analysis techniques with industry and other aviation entities.

The size and complexity of the aviation system is increasing at a tremendous rate. 

The system of the future will see more aircraft, flying more miles, operated by 

more new carriers using new and different aircraft types. The safety culture 

changes we put into effect now will position us to meet the challenges.

I’m pleased to report that we have many proud accomplishments in FY 2005. I’m 

confident that we will realize many more together in the coming years.

Director 

Aircraft Certification Service

AIRCRAFT CERTIFICATION SERVICE 

FEDERAL AVIATION ADMINISTRATION 

WASHINGTON, D.C. 20591

To our employees and customers:

Results matter. As the leader of this customer focused and results oriented 

organization, I am particularly gratified each year when I report to you on the 

performance and noteworthy deeds of our dedicated Aircraft Certification Service 

(AIR) force of more than 1,100 aviation safety professionals. FY 2005 was a 

successful year for us. Despite a difficult budget situation that reduced staff and 

resources, we met the high expectations others have of us, and that we have of 

ourselves.

With our safety accomplishments of FY 2005, we begin to harvest the fruits of our 

evolving safety culture. We increasingly rely on data, and manage by facts. We 

are making analysis and evaluation a priority. We are finding efficiencies by 

standardizing the way we do things. We are improving the clarity and conciseness 

of policy and requirements. We continue to strengthen our ability to use metrics 

and tools to gauge our effectiveness and guide our judgments. And, importantly, 

we have made quality an integral part of our business. 

As we model our safety and quality behavior, every day we see it reflected in the 

safety cultures of our customers and partners. Aviation safety is indeed a system 

of systems, each building upon the safety advances of others, developing synergy. 

Interlocking and interdependent. We achieve synergy when we reach out to 

strengthen our partnerships: integrating AIR with the Flight Standards Service and 

other Federal Aviation Administration organizations; expanding organizational 

delegation efforts with our customers; and advancing data sharing and data 

analysis techniques with industry and other aviation entities.

The size and complexity of the aviation system is increasing at a tremendous rate. 

The system of the future will see more aircraft, flying more miles, operated by 

more new carriers using new and different aircraft types. The safety culture 

changes we put into effect now will position us to meet the challenges.

I’m pleased to report that we have many proud accomplishments in FY 2005. I’m 

confident that we will realize many more together in the coming years.

Director 

Aircraft Certification Service

AIRCRAFT CERTIFICATION SERVICE 

FEDERAL AVIATION ADMINISTRATION 

WASHINGTON, D.C. 20591

To our employees and customers:

Results matter. As the leader of this customer focused and results oriented 

organization, I am particularly gratified each year when I report to you on the 

performance and noteworthy deeds of our dedicated Aircraft Certification Service 

(AIR) force of more than 1,100 aviation safety professionals. FY 2005 was a 

successful year for us. Despite a difficult budget situation that reduced staff and 

resources, we met the high expectations others have of us, and that we have of 

ourselves.

With our safety accomplishments of FY 2005, we begin to harvest the fruits of our 

evolving safety culture. We increasingly rely on data, and manage by facts. We 

are making analysis and evaluation a priority. We are finding efficiencies by 

standardizing the way we do things. We are improving the clarity and conciseness 

of policy and requirements. We continue to strengthen our ability to use metrics 

and tools to gauge our effectiveness and guide our judgments. And, importantly, 

we have made quality an integral part of our business. 

As we model our safety and quality behavior, every day we see it reflected in the 

safety cultures of our customers and partners. Aviation safety is indeed a system 

of systems, each building upon the safety advances of others, developing synergy. 

Interlocking and interdependent. We achieve synergy when we reach out to 

strengthen our partnerships: integrating AIR with the Flight Standards Service and 

other Federal Aviation Administration organizations; expanding organizational 

delegation efforts with our customers; and advancing data sharing and data 

analysis techniques with industry and other aviation entities.

The size and complexity of the aviation system is increasing at a tremendous rate. 

The system of the future will see more aircraft, flying more miles, operated by 

more new carriers using new and different aircraft types. The safety culture 

changes we put into effect now will position us to meet the challenges.

I’m pleased to report that we have many proud accomplishments in FY 2005. I’m 

confident that we will realize many more together in the coming years.

Director 

Aircraft Certification Service

AIRCRAFT CERTIFICATION SERVICE 

FEDERAL AVIATION ADMINISTRATION 

WASHINGTON, D.C. 20591

To our employees and customers:

Results matter. As the leader of this customer focused and results oriented 

organization, I am particularly gratified each year when I report to you on the 

performance and noteworthy deeds of our dedicated Aircraft Certification Service 

(AIR) force of more than 1,100 aviation safety professionals. FY 2005 was a 

successful year for us. Despite a difficult budget situation that reduced staff and 

resources, we met the high expectations others have of us, and that we have of 

ourselves.

With our safety accomplishments of FY 2005, we begin to harvest the fruits of our 

evolving safety culture. We increasingly rely on data, and manage by facts. We 

are making analysis and evaluation a priority. We are finding efficiencies by 

standardizing the way we do things. We are improving the clarity and conciseness 

of policy and requirements. We continue to strengthen our ability to use metrics 

and tools to gauge our effectiveness and guide our judgments. And, importantly, 

we have made quality an integral part of our business. 

As we model our safety and quality behavior, every day we see it reflected in the 

safety cultures of our customers and partners. Aviation safety is indeed a system 

of systems, each building upon the safety advances of others, developing synergy. 

Interlocking and interdependent. We achieve synergy when we reach out to 

strengthen our partnerships: integrating AIR with the Flight Standards Service and 

other Federal Aviation Administration organizations; expanding organizational 

delegation efforts with our customers; and advancing data sharing and data 

analysis techniques with industry and other aviation entities.

The size and complexity of the aviation system is increasing at a tremendous rate. 

The system of the future will see more aircraft, flying more miles, operated by 

more new carriers using new and different aircraft types. The safety culture 

changes we put into effect now will position us to meet the challenges.

I’m pleased to report that we have many proud accomplishments in FY 2005. I’m 

confident that we will realize many more together in the coming years.

Director 

Aircraft Certification Service
Annual Performance Report 

AIR Spotlight on Safety 

Safety first. We are a safety organization. We devoted about 90% of our resources in FY 2005 

directly to improving Commercial and General Aviation Safety. Plus, our investment in 

International Leadership and Organizational Excellence also contributes indirectly to our safety 

mission. During FY 2005, AIR programs and individuals contributed to the accomplishment of 

the following performance highlights: 

• Submitted the Notice of Proposed Rulemaking (NPRM) to Office of the Secretary of 

Transportation requiring reduction in fuel tank flammability exposure on transport airplanes, 

which, when implemented, will drastically reduce the risk for fuel tank explosions.

• Helped establish the Joint Planning and Development Office (JPDO) Safety Integrated 

Product Team to support the Next Generation Air Traffic System (NGATS) plan.

• Completed Safety Management Program Phase I and initiated Phase II, which finalized the 

AIR Safety Management Master Plan. 

• Completed second year objectives of Boeing 787 certification consistent with Certification 

Process Improvement (CPI) principles. 

• Completed all FY objectives for the FAA validation of the Airbus A380.

• Issued a supplemental type certificate (STC) on Automatic Dependent Surveillance (ADS) 

Satellite data link equipment to General Dynamics.

• Issued the Organizational Designation Authorization (ODA) rule enhancing FAA delegation to 

organizations.

• Completed the jointly developed FY 2005 Delegation Option Authorization (DOA) milestones 

with Boeing. 

• Issued the first experimental airworthiness certificate for an unmanned aircraft to General 

Atomics.

• Prototyped a database of human factors research and literature linked to regulations, 

supporting human factors evaluation of flight deck displays, controls, and systems.

• Issued more than 400 airworthiness directives to correct potential unsafe conditions.

• Completed more than 900 Aircraft Certification Systems Evaluation (ACSEP), Principal 

Inspector, and supplier safety audits, affirming the health of the production approval holders 

system to produce safe aircraft.

• Implemented a quality management system, setting the stage for follow-on implementation of 

our safety management system. 

8%

73%

3%

16%

Commercial Aviation Safety Organizational Excellence

General Aviation Safety International Leadership

AIR FY 2005 Performance Report: Estimated Funding by Goal

Aircraft Certification Service Performance Report FY 2005 2 
COMMERCIAL AVIATION SAFETY 

Aviation safety is the Service’s primary mission. We devoted the largest share of this 

organization’s resources and program activity (73%) to improving Commercial Aviation Safety, 

consistent with our Vision 100 reauthorization. We estimate that the work of some 850 of our 

employees contributed to the commercial aviation safety mission in FY 2005. AIR supports 

commercial aviation safety by publishing safety regulations and policy; certifying type design, 

production, and airworthiness; and maintaining oversight for continuous operational safety. AIR 

helps set the standard for global aviation safety by overseeing the safety of the world’s largest, 

most complex aviation system. 

AIR inspectors, engineers, test pilots, and other critical safety staff provide safety regulations, 

certification standards, and continuous safety oversight for products manufacturers, designees, 

and delegated organizations. We promote aviation safety by working with aviation authorities, 

manufacturers, and other stakeholders to help them improve safety in domestic and international 

air transportation. We issue 

certificates and policy, and we 

oversee certificate holders’ 

fulfillment of their responsibilities 

to meet safety standards. The 

standards maintained by our 

employees provide the basic 

framework for maintaining and 

improving aviation safety. AIR’s 

commercial aviation safety 

accomplishments in FY 2005 

have contributed to historic lows 

in commercial aviation fatal 

accident rates and achievement 

of FAA’s safety performance 

targets. 

This year, commercial aviation transportation returned to pre-2001 tempo. With an average 

annual growth rate of 3.4 percent expected over the next 12 years, by 2015 the number of 

passengers will top one billion. Manufacturing of aircraft and parts is also on the increase. Some 

2,963 airplanes shipped in 2004, a 10.3 percent increase above 2003.

2005 Program Highlights 

Rulemaking: During FY 2005, priority rulemaking accomplishments included AIR’s submission 

of the Notice of Proposed Rulemaking (NPRM) on fuel tank flammability to OST, preliminary team 

concurrence for Autoflight Systems Final Rule for 14 CFR 25§.1329 and accompanying advisory 

circular (AC), and issuance of the Organizational Designation Authorization (ODA) final rule. The 

fuel tank NPRM requires incorporating ways to reduce fuel tank flammability on retrofit and new 

production high flammability exposure fuel tanks. It also requires reducing flammability on new 

fuel tank designs. We revised the Autoflight Systems advisory circular to address improvements 

in technology and capability of flight guidance systems and vulnerabilities of today’s flight 

guidance systems that have contributed to accidents and incidents in the last two decades. The 

ODA rule expands FAA delegation to organizations, reaching beyond existing Designated 

Alteration Station (DAS), DOA, Special Federal Aviation Regulation (SFAR) 36 and 

Organizational Delegated Airworthiness Representative (ODAR) programs. In other FY 2005 

rulemaking and regulatory advances, AIR: 

o Issued the Enhanced Airworthiness Program for Airplane Systems (EAPAS) NPRM. 

Aircraft Certification Service Performance Report FY 2005 3 
o Developed draft Title 14 CFR part 21 NPRM language incorporating changes in 

manufacturing and the aviation environment since the original language was drafted. 

o Published the 14 CFR 21§.183(d) NPRM, the first step in preventing individuals from 

building aircraft from spare and surplus parts without the type certificate holder’s 

permission. 

Advisory Circulars: During FY 2005, AIR dispositioned public comments on a draft AC about 

Part 33 Turbine Engine Repair. The draft AC standardizes repairs of critical turbine engine parts 

to maintain and enhance safety. In all, AIR issued 19 ACs in FY 2005, an increase from 13 ACs 

issued in FY 2004. Other ACs AIR advanced in FY 2005 include (total includes commercial and 

general aviation ACs): 

o Issued AC 20-152, 

Design Assurance 

Guidance for Airborne 

Electronic Hardware. 

o Issued AC 20-149, 

Safety and 

Interoperability 

Requirements for Flight 

Information Service 

Broadcast. 

o Completed AC 20-67B, 

Very High Frequency 

(VHF) Installation 

Requirements. 

o Drafted AC 20-DLK, 

Recording of Data 

Communication in Crash Survivable Memory. 

AIR Advisory Circulars Issued, 2000-2005

0

5

10

15

20

25

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

ACs

11

7

20

13

19

10

Advisory Circulars

o Drafted AC 20-140, Revision A, Guidelines for Installation of Data Communication 

Equipment. 

o Drafted AC 20-VDL3, Guidelines for Design and Operational Approval of Aircraft 

Equipment with VDL Mode 3. 

o Drafted AC for Required Communication Performance. 

Orders and Guidance: AIR orders and policy guidance in FY 2005 included important advances 

in defining minimum performance standards (MPS) for next generation weather radar with 

enhanced turbulence detection capability (technical standard order, TSO-C63c). Updating the 

governing TSOs will help industry incorporate airborne weather radar with forward-looking 

turbulence detection into new aircraft (the A380 and B787) and legacy aircraft. TSOs provide a 

standard way to demonstrate compliance through TSO and type certification processes and 

support agency safety initiatives to reduce turbulence incidents and accidents. We also issued 

policy in FY 2005 allowing component test methods instead of full-scale dynamic seat tests to 

close out part 4 of the seat streamlining effort. The seat streamlining policy on replacement 

restraint systems and seat cushions will reduce the costs and time of certifying seats to part 25 

dynamic test requirements. 

In addition, AIR completed eight policy compliance audits to ascertain directorate compliance to 

established national policy and to assess the effectiveness of the policy used in a functional 

environment. Other AIR FY 2005 commercial aviation safety policy and guidance included: 

o Completed standards and policy for Area Navigation (RNAV) operations (AC 90-100). 

o Completed guidance on aircraft qualification for Required Navigation Performance (RNP) 

approach operations. 

Aircraft Certification Service Performance Report FY 2005 4 
o Completed policy for FAA recognition of company procedures and practices for 

handling navigation data in support of RNP and RNAV (AC 20-153). 

o Published Order 8110.54, Instructions for Continued Airworthiness. 

o Published Order 8110.42B, Parts Manufacturer Approval Procedures. 

o Issued TSO-C139, Air Communication Equipment. 

o Issued TSO-155, Recorder Independent Power Supply. 

o Updated and issued TSO-C10a, Altimeter, Pressure Actuated, Sensitive Type. 

o Updated and issued TSO-C37e, VHF Radio Communications Transmitting Equipment 

Operating within Radio Frequency Range 117.975 to 137.000 Megahertz. 

o Updated and issued TSO-C54c, Stall Warning System. 

o Revised TSO-C59A Selective Calling (SELCAL) Equipment. 

o Revised TSO C123a for CVR to include data link recording and image recording. 

o Established a team to implement the concept of Required Communication Performance 

(RCP). 

o Completed a draft Notice on Non-TSO Functions. 

Type Design, Production, and Airworthiness Certification: Priority AIR certification 

accomplishments in FY 2005 included prototyping of a new human factors certification job aid; 

studies investigating Traffic Alert and Collision Avoidance System (TCAS II); advances in 

certification of Boeing 787 and validation of Airbus A380; and entry into Partnership for Safety 

Programs (PSPs) with new commercial aviation customers. Among many certification highlights 

in FY 2005, AIR prototyped a job aid compiling human factors research and literature linked to 

regulations, to support human 

factors evaluation of flight deck 

displays, controls and systems; 

and began training field Aviation 

Safety Engineers in the new 

capability. AIR also released two 

interim reports (Assessment and 

Recommendations on Visual 

Alerts and Aural Annunciations 

for TCAS II Resolution 

Advisories, and Safety Study of 

TCAS II, Version 7.0 Logic 

Resolution Advisory Sense 

Reversal) for TCAS II 

Resolution Advisories (RAs). 

Certificates Issued, 2000-2005

0

250

500

750

1,000

1,250

1,500

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

Commercial Aviation Certificates

(estimated)

1292

1068

330

35 54

530

Type Certificates Production Certificates Airworthiness Approvals

AIR completed second-year objectives of Boeing 787 certification consistent with CPI principles. 

AIR’s 787 team reviewed all design related certification plans and requirements helping Boeing to 

complete firm configuration in 

June 2005. This was achieved 

much earlier than previous 

programs, preventing costly 

changes for Boeing heading 

toward the end of the program 

in 2008. The certification basis 

is also on track to be finalized 

by the end of the year, two and 

a half years before certification. 

AIR also completed FY 2005 

objectives for FAA validation of 

the Airbus A380 airplane, 

closing 15 issue papers, issuing 

25 proposed special conditions, 

and granting one exemption. F

AIR Partnerships for Safety, 2000-2005

3

7

12

16

21 22

0

5

10

15

20

25

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

 PSPs

24

Commercial Aviation

C mercial A tion PSP om via s Target

Y 2005 also saw AIR enter into new PSPs with JAMCO, 

Aircraft Certification Service Performance Report FY 2005 5 
Holingsead, and Honeywell Phoenix, achieving our target. PSPs include participation from FAA 

stakeholders who rely on our activities for follow on type certification. PSPs promote better 

understanding of our process and allow stakeholders to better allocate their resources and focus 

on the safety critical aspects of type certification. Other FY 2005 certification accomplishments: 

o Evaluated and accepted aircraft compliance and limitations for the first public RNP 

o rocedures. 

proach Procedure. 

pact on 

ropean authority type validation principles training to 

s training course. 

Delegation/Designee Management: In FY 2005, by completing the delegation option 

o Developed the certified design organization (CDO) program plan, consistent with the 

ent model for data-based resource allocation. 

 Designee 

Airwort tives: All 

AIR directorates use a risk 

U.S. Government Agencies: During FY 2005, AIR gave technical 

support to the Department of Homeland Security’s Counter Man Portable Air Defense System 

approach (Washington Reagan National Airport). 

Evaluated and accepted four special RNP approach p

o Evaluated and accepted first RNP Parallel Approach Transition Ap

o Evaluated and accepted two vendors compliance to navigation data processes. 

o Briefed the GAO on type certification in response to their audit on Airbus A380 im

the National Airspace System.

o Updated and prototyped FAA-Eu

reflect the new European regulatory system. 

o Prototyped the airframe engineering job function

authorization (DOA), Boeing Commercial Airplanes became the biggest company to participate in 

our designee program. We think it is the most significant milestone in the history of our 

delegation system. Boeing is the first transport airplane manufacturer to become an FAA 

designee. They assumed responsibility for appointing and overseeing FAA representatives who 

will check their company’s compliance with airworthiness regulations and inspect products to 

make sure they conform to standards. In addition, Boeing can assume certification project 

management responsibilities. This arrangement enables us to get the most out of our limited 

resources and budget. The Boeing authority is expected to be a model for future delegation 

systems. The first Puget Sound airplane delivered under the delegation authority was a Boeing 

737-900. Other FY 2005 delegation advances: 

Vision 100 Reauthorization Act. 

o Drafted a designee risk managem

o Helped write the AVS response to the GAO audit report on designee program 

management - “Aviation Safety: FAA Needs to Improve the Management of Its

Programs,” GAO-05-40, October 2004.” We agreed that the program could benefit from 

regular review and evaluation. 

hiness Direc

assessment process to address 

unsafe conditions are 

addressed quickly and speedily 

issues airworthiness directives 

(ADs). AIR issued 447 ADs in 

FY 2005. In some sense, the 

downward trend in ADs can be 

a positive indicator for overall 

aviation safety. As they 

represent and address identified 

safety vulnerabilities, no target 

is set for ADs. 

Cooperation with other 

Airworthiness Directives, 2000-2005

429

446

492

ADs Issued

447

400

450

500

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

Air rthiness ectives I ed wo Dir ssu

(MANPADS) Special Office and the Flight Recorder Study Group (FRSG) on rulemaking 

activities. We also supported the NASA Stratospheric Observatory for Infrared Astronomy 

Aircraft Certification Service Performance Report FY 2005 6 
(SOFIA) L-3 Com/Integrated Systems project. We issued about 450 Request for Conformities 

(RFC’s) for parts and assemblies, including burn tests, in connection with this effort. The Flight 

Standards District Office (FSDO) issued a one-time approval of burn testing for all insulation. 

External Safety Partners and Outreach: AIR continues to respond to recommendations from 

our safety partners. At the beginning of 2005, we had 149 open National Transportation Safety 

eted 189 Aircraft Certification Systems 

Evaluation Program (ACSEP) safety audits of commercial aviation production approval holders 

comply with requirements and 

ollaboration with industry to develop an inspection program to detect and 

correct unauthorized maintenance practices that could cause scribe marks resulting in 

o 

 process. 

asses. 

o 

Board (NTSB) safety recommendations. During 2005, we closed 11, but received 17 new ones. 

So we ended 2005 with 155 open recommendations, an increase of 6 recommendations over last 

year. We also prepared the AVS response to the GAO audit report on ensuring better 

coordination when approving air traffic control systems. 

Safety Oversight/Certificate Management: AIR compl

(PAHs) and 9 ACSEPs at delegated facilities. ACSEP is an element of certificate management. 

We completed 198 ACSEP audits, achieving our target. ACSEPs identified 452 non-compliances 

at PAH facilities, including an immediate safety concern for failure to report 14 CFR 21§.3 

occurrences. ACSEP recorded 29 non-compliances at delegated facilities. The reduced number 

of ACSEP evaluations from FY 2000-2005 (see graph below) reflects improved resource 

targeting, by transitioning Category 3 part manufacturers from ACSEP audits to PI audits, 

resulting in more PI audits. AIR conducted 49 supplier control audits (SCAs) and 673 principal 

inspector element audits in FY 2005. 

Evaluation helps ensure PAHs 

identifies national trends that 

may require new or revised 

regulations, policy, and 

guidance. Lessons learned and 

customer feedback reports 

provide ways to analyze results 

related to continued operational 

safety where FAA intervention 

may be required. Without 

standardized evaluations, PAH’s 

Title 14 CFR safety 

requirements may not be met. 

Some other FY 2005 oversight 

advances include: 

o Worked in c

Commercial Safety Audits, 2000-2005

49

198

220 211 208 205

190

673 300

325

350

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

700

800

PI Audits

301

0

25

50

75

100

125

150

175

200

225

250

275

ACSEPs

0

100

200

300

400

500

600

/SCAs

structural failures of transport category airplanes. 

Completed memoranda of understanding (MOU) with Seal Dynamic and AAR to 

streamline the parts manufacturer approval (PMA)

o Revised the ACSEP and 14 CFR part 21 courses, holding successful prototype cl

Piloted 2 new on-the-job (OJT) lessons for AIR inspectors. 

ACSEP Audits Supply Control Audits PI Au s dit

Aircraft Certification Service Performance Report FY 2005 7 
Technical Training: AIR’s 

technical training contributes 

to expanding employee 

capabilities and readiness to 

carry out programs and 

operations effectively. During 

the GAO audit of technical 

training, we were able to 

articulate this organization’s 

training management best 

practices, including training 

lifecycle management. The 

GAO recognized that “FAA 

follows many of the effective 

management practices we 

have outlined in our guide for assessing training and development effort.” During FY 2005, a total 

of 1,076 students were successfully trained in AIR-sponsored classroom and web-based courses 

offered at the FAA Academy. Among these were 561 FAA employees, 453 industry 

representatives, and 62 international participants. The most important technical training 

advances in FY 2005 involved our efforts to expand distance learning opportunities and offerings. 

Other FY 2005 technical training advances included: 

AIR Technical Training, 2000-2005

900

1,000

1,100

1,200

1,300

1,400

1,500

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

Participants in AIR Technical Trainin

998

1243

1169

1181

1076

g

Trainees

o Completed the first training needs assessment to i

the Leadership and Business Management skills needed 

to support Safety Management principles and 

processes. This project resulted in a report with findings 

and recommendations; creation of an impact map 

mapping identified training skills/objectives to strategic 

goals; and a schematic model to address the Leadership 

and Business Management training needs through the 

AIR Technical Training Program. 

dentify Government 

Accountability Office

FAA has put in place thoughtful, 

structured processes for:

-linking training to strategic goals

-identifying and developing 

courses

-supporting technical training

-ensuring inspectors receive 

technical training

-obtaining inspectors’ and 

supervisors’ views

Government 

Accountability Office

FAA has put in place thoughtful, 

structured processes for:

-linking training to strategic goals

-identifying and developing 

courses

-supporting technical training

-ensuring inspectors receive 

technical training

-obtaining inspectors’ and 

supervisors’ views

o Managed the structured on-the-job (OTJ) curriculum, 

adding two new courses for inspectors.

o Prototyped training for the FAA-EASA type validation 

procedures. 

Safety Data and Systems: AIR’s safety vision is to develop and promote data-driven, riskbased, and innovative programs to achieve safety improvements in the nation’s aviation system. 

Increasingly, the Service will use information to shift our focus from responding to incidents to 

identifying accident precursors and preventing safety incidents. In FY 2005, AIR and Flight 

Standards Service developed an agreement allowing the FOQA/ASAP Aviation Rulemaking 

Committee and the Certification Authorities Software Team (CAST) to determine and mitigate 

emerging threats, changing risks, and precursors using data and prioritization criteria. Among 

other FY 2005 safety information advances, we: 

o Conducted Starlight prototype to demonstrate prognostic data analysis capability and 

presented results at the AIR Leadership Conference. 

o Presented a plan for transitioning CAST from a forensic to prognostic analysis approach. 

Aircraft Certification Service Performance Report FY 2005 8 
Commercial Aviation Safety Management Challenges 

Rulemaking

• NPRM and Federal Register reviews can be very long, causing delays to rulemaking 

schedules. Written guidance for document style and format expectations could reduce 

risk to rulemaking schedules. 

• Rulemaking schedule milestones can be overly optimistic, especially for controversial 

rulemaking projects. A revised standard rulemaking schedule, reflecting more realistic 

process expectations, could reduce the risk to rulemaking milestones. 

Repair Station Oversight

• Aircraft feature increasingly sophisticated electronic systems and new designs, putting 

pressure on repair stations to keep up with changing technology. In addition, air carriers 

are increasingly outsourcing maintenance to repair stations. AIR and AVS are confronted 

with the challenge of maintaining oversight of this more complex system. 

Aircraft Certification Service Performance Report FY 2005 9 
GENERAL AVIATION SAFETY 

Improving safety in general aviation (GA) is a challenge throughout the United States, and 

particularly in Alaska where many depend upon general aviation for transportation and delivery of 

goods. The U.S. general aviation fleet encompasses over 200,000 aircraft. It is a growing and 

diverse community, including aircraft for personal, business, corporate, public, agricultural, 

government, and instructional use. The fleet includes fixed-wing aircraft, rotorcraft, light sport 

aircraft, amateur-built aircraft, and emerging unmanned aircraft systems (UAS). FY 2005 saw us 

issue the first UAS experimental airworthiness certificate. Supporting all of these aircraft are 

thousands of manufacturers, modifiers, and maintenance bases. 

FY 2005 was a challenging year because both GA aircraft sales and operations boomed. 

Growing demand for new products requires us to deliver new standards and guidance to the 

industry as they field new safety enhancing aircraft designs and equipment. In addition, aging 

aircraft issues challenge GA safety. To cope with general aviation safety issues, AIR cooperates 

closely with industry, associations, and the GA community. As with commercial aviation safety, 

AIR’s general aviation safety program authority extends to publishing safety regulations and 

policy; certifying aircraft type 

design, production, and 

airworthiness, and maintaining 

oversight for continued 

operational safety. In 2005, 

we devoted 16% of our budget 

resources to improving GA 

and rotorcraft safety. AIR 

works closely with the GA 

Joint Steering Committee 

(JSC), because we see this as 

key to improving GA safety. 

The GA JSC examines 

general aviation accident rates 

and recommends intervention 

strategies through various 

working groups. 

2005 Program Highlights 

Rulemaking: By way of Order 1110.135, AIR established the 14 CFR part 135/125 Aviation 

Rulemaking Committee (ARC) for small jets in FY 2005. The ARC reviewed the applicability of 

14 CFR part 23 normal and commuter category rules to these small jets for future rulemaking, 

recommending modifications to 41 existing part 23 rules and adding 2 new rules. 

Advisory Circulars: During FY 2005, AIR issued AC 23-1523 on Minimum Flight Crew for 

part 23 Airplanes. 14 CFR 23§.1523 prescribes certification requirements for minimum flight crew 

on part 23 airplanes. New and novel technology has been finding its way into general aviation 

cockpits. Much of this technology affects crew workload and training. The new AC helps 

determine crew workload and error potential in complex, integrated cockpits. Advancing other 

ACs in FY 2005 to support general aviation safety, we: 

o Drafted a combined AIR/AFS AC, Guidelines for Design and Operational Approval of 

Aircraft with Flight Information Service Broadcast Equipment. 

o Completed AC 23-22, Guidance for Approved Model List (AML) Supplemental Type 

Certificate (STC) Approval of Part 23 Airplane Avionics Installations. 

o Completed and posted revisions to AC 27-1B, Helicopter Terrain Awareness and 

Warning Systems (HTAWS). 

Aircraft Certification Service Performance Report FY 2005 10 
o Revised AC 29-2C, Composite Materials, guiding other airworthiness authorities and 

applicants toward certification of new technologies that can improve rotorcraft safety. 

Orders and Guidance: AIR issued two important policy documents in FY 2005. First was a 

policy statement on Bonded Joint Composite Structures, covering (1) material and process 

qualification and control, (2) design development and structural substantiation, (3) manufacturing 

implementation, and (4) maintenance implementation. Structural bonding has applications for 

both manufacturing and maintenance (repair) operations. We also drafted an AC on certification 

of synthetic vision and pathway depictions on the primary flight display for part 23 airplanes. That 

draft is currently open for public comment. The origins of synthetic vision are from Safer Skies 

(industry and FAA) calls for reduced pilot mental workload during approach and other high task 

operations. Synthetic vision can reduce fatal Instrument Meteorological Conditions (IMC), night, 

and low-visibility accidents. Other AIR FY 2005 general aviation safety policy and guidance 

included: 

o Published Order 8110.54, Instructions for Continued Airworthiness. 

o Issued Requests For Proposals (RFP) to supply research to validate and/or recommend 

changes in applying Health and Usage Monitoring System (HUMS) advisory guidance. 

o Offered for comments a special condition for installation of a Roger Hoh supplemental 

type certificate (STC) Autopilot Stabilization Augmentation System (SAS) for Robinson R44 helicopter. 

Type Design, Production, and Airworthiness Certification: In FY 2005, we issued a 

supplemental type certificate (STC) on Automatic Dependent Surveillance (ADS) Satellite data 

link equipment. We published a summary document on best practices to assist STC applicants, 

FSDO Inspectors, and inspection authorization mechanics in determining compatibility of new 

modifications to existing product configurations. The ADS STC supports Capstone and Safe 

Flight 21 programs, and will enable Capstone to continue investigating the usability of satellite 

technology for ADS. Satellite technology could reduce the number of ground stations required to 

support ADS-B, resulting in reduced overall lifecycle costs for ADS-B deployment. The best 

practices document will be used to help ACO engineers, AFS Inspectors, and STC applicants in 

determining compatibility of (non-OEM) design changes (STCs and alterations) to existing 

product configurations. It includes current best practices used by various FAA offices and known 

process gaps in the various approval processes. While we don’t intend this document to 

represent or establish policy, it’s a compilation of ideas, guidance, and strategies that have 

proved successful over the years. 

FY 2005 also saw AIR enter into a Partnership for Safety Program (PSP) with Garmin Olathe, 

achieving our target. The PSP addresses our joint understanding of expectations for timely and 

efficient issuance of design 

data, manufacturing and 

installation approvals; clearly 

defined and understood roles 

and responsibilities for all 

shareholders; agreed upon 

approaches to identify and 

resolve certification basis, 

potential safety issues, and 

business practice requirements; 

and featuring optimal 

delegation using safety 

management concepts with 

appropriate controls and 

oversight. 

AIR Partnerships for Safety, 2000-2005

13 13

10

6

16

15 16

0

5

10

15

20

25

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

General Aviation PSPs

General Aviation PSPs Target

Aircraft Certification Service Performance Report FY 2005 11 
In addition, AIR also 

deployed the Continued 

Operational Safety (COS) 

program for rotorcraft to four 

Aircraft Certification Offices 

(ACO) managing rotorcraft 

type certificates in FY 2005. 

The training provides the 

most current directorate 

guidance on rotorcraft safety, 

including how to apply risk 

management oversight 

methods throughout the 

product life cycle while 

maintaining standards and 

performing certification COS functions. Other FY 2005 general aviation certification highlights 

include: 

Certificates Issued, 2000-2005

521

597

82 58

265

340

0

100

200

300

400

500

600

700

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

General Aviation Certificates

(estimated)

Type Certificates Production Certificates Airworthiness Approvals

o Issued the first experimental airworthiness certificate for an unmanned aircraft to General 

Atomics. 

o Issued the type certificate for Adam A500. 

o Issued the type certificate for the Agusta/Bell model AB139. 

o Issued the type certificate for Diamond DA-42. 

o Issued type certificates for Williams International FJ44-3A and F33-4A-15 turbofan 

engines. 

o Issued the type certificate for Duo Discus T Glider. 

o Issued an amended type certificate for Diamond DA 40F. 

o Participated with the General Aviation Manufacturers Association (GAMA) on the Rapid 

Action Team for Process, Accountability, Communication, and Teamwork (RATPACT). 

o Issued the last type inspection authorization (TIA) for Sino Swearingen Aircraft 

Corporation (SSAC) SJ30-2, and working toward type and production certification. 

o Issued an amended type certificate for the Bell 210. 

o Issued six major STC’s that completely updated the cockpit and autopilot of the Erickson 

Air-Crane S-64F. 

o Issued a special airworthiness certificate for Bell/Agusta Aerospace for the BA609 

Tiltrotor. 

o Worked collaboratively with two light sport aircraft (LSA) manufacturing companies, 

Legend Aircraft Company and Indus Aviation, to certify their aircraft under the newly 

established rules for the production and certification of LSA. 

o Developed and distributed a night vision imaging systems (NVIS) evaluation checklist for 

standardized assessment of cockpits converted to be compatible for NVIS, benefiting the 

emergency medical response industry. 

o Guided Eclipse through the certification process for a new engine fire suppressant. 

Delegation/Designee Management: In FY 2005, AIR completed detailed design requirements 

and architecture and Phase II program plan for the Safety Management Master Plan, including 

designee risk management requirements and development. In addition, AIR and Bell Helicopter 

Textron, Inc. sought an exemption to 14 CFR 21§.231 to allow a rotorcraft manufacturer to be 

eligible for a delegated option authorization (DOA). The DOA, reducing pressure on FAA 

resources, expedites certification of aircraft. In other FY 2005 general aviation delegation 

advances, AIR: 

o Issued one of the first “light sport” Designated Airworthiness Representative (DAR) 

authorizations. 

o Approved a Mitsubishi Heavy Industries of America organizational designated 

airworthiness representative (ODAR) Authorized Representative (AR) located in Japan. 

Aircraft Certification Service Performance Report FY 2005 12 
Cooperation with other U.S. Government Agencies: During FY 2005, AIR offices and our 

Military Certification Office (MCO) worked closely with the Flight Standards Service and MCO to 

support the Department of Homeland Security. AIR helped establish and staff the MCO, which 

manages Civil Derivative Aircraft (CDA) projects. In FY 2005, we also helped NASA Dryden 

Flight Research Center in the development of a flight test safety database through the effective 

cross-utilization of information and resources. Participating in the AVS Emergency Medical 

Service (EMS) Task Force, we provided accident data analysis. 

External Safety Partners and Outreach: AIR was very active in helicopter community safety 

outreach in FY 2005, including participating in meetings with Helicopter Association International 

(HAI), Gulf of Mexico Helicopter Safety Advisory Committee (HSAC), Association of Air Medical 

Services Safety Committee (AAMS), Air Medical Safety Advisory Committee (AMSAC), the 

National Transportation Safety Board’s Safety Symposium, International Society of Air Safety 

Investigators (ISASI), and the American Eurocopter Pilot Safety Seminar. We made 

presentations on helicopter accident analysis, safety management, and EMS Task Force actions. 

Our outreach efforts to industry associations and safety organizations, including the night vision 

goggle (NVG) and EMS communities, build trust and support our partners in improving helicopter 

safety. Our efforts contributed to the 38% reduction in fatal rotorcraft accidents.

Airworthiness Directives: AIR issued two emergency ADs in FY 2005 to close a spar cracking 

issue for Cessna 401, 402, 411, and 414A airplanes. Also, using risk assessment and in-service 

data to quantify the safety impact, AIR grounded the Raytheon Beech T-34 fleet after a third fatal 

accident since 1999 due to wing spar fatigue. Other general aviation ADs in FY 2005 included: 

o Issued Special Airworthiness Information Bulletins (SAIB) on the Brantley Model B-2B 

and (restricted Category) Bell UH-1’s. 

o Issued an AD for North American Aviation T-6 for wing fatigue and corrosion. 

Safety Oversight/Certificate 

Management: AIR completed 

8 Aircraft Certification Systems 

Evaluation Program (ACSEP) 

safety audits of general aviation 

production approval holders 

(PAHs) in FY 2005 to evaluate 

compliance with aviation safety 

regulations, achieving the FY 

target. We identified no 

noncompliances of an 

immediate safety concern. 

General Aviation Safety Audits, 2000-2005

8

6

0

5

10

15

20

25

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

ACSEPs/SCAs

ACSEP Audits Target

Safety Data and Systems: In FY 2005, the service successfully launched the developmental 

phase of the AIR Aviation Safety Accident Prevention (ASAP) program re-host. The system is 

web-based and being developed using .NET technology with an MS SQL Server database backend. The system collects safety data from several national data sources. The data is then 

enhanced with trends and warnings. Discovering and identifying precursors and then initiating 

warnings supports proactive safety interventions. The re-hosted ASAP program will allow us to 

more quickly identify accident/incident precursors and take the necessary corrective actions. 

Research and Development: AIR, with Flight Standards Service, continued to study the effects 

of carbon monoxide on safety with Wichita State University in FY 2005. Industry has introduced 

low-cost carbon monoxide detectors approved for installation in general aviation aircraft. Our 

policy development on installing these safety related instruments will prove valuable in reducing 

Aircraft Certification Service Performance Report FY 2005 13 
carbon monoxide related accidents. In FY 2005, AIR also continued the Aging Aircraft research 

program with the National Institute for Aviation Research at Wichita State University. This 

research is giving us valuable feedback on the effects of aging on general aviation aircraft. 

Research data is already being filtered and used in the American Society for Testing and 

Materials (ASTM) F39 consensus standard effort to develop wiring standards for general aviation 

products. 

General Aviation Safety Management Challenges 

Unmanned Aircraft Systems (UAS)

• Demand for civil operation of UAS is expanding from research and development flights in 

support of security and military operators to more conventional commercial uses in 

agriculture, resource and land management, utility/pipeline surveillance and aerial 

photography. 

Light Sport Aircraft

• All light sport aircraft must be certified in the Experimental Light Sport category by January 

31, 2008. After that date they will not be eligible for certification and cannot be operated. 

Light sport designation offers an entirely new class of affordable aircraft to the flying 

public. The light sport designation requires less complex rules and regulations than are 

applicable to “full-scale” general aviation aircraft. This will require oversight of new 

designees. 

Microjets

• The aviation industry is positioning itself to accommodate a growing trend in air travel for 

corporate executives and people who prefer custom point-to-point air service over the 

traditional hub and spoke system. Small, high-performance jet aircraft, known collectively 

as “microjets” or very light jets are presently being developed by U.S. companies (Eclipse 

Aviation, Cessna Mustang, Adam). We will be expected to work with microjet 

manufacturers on their new designs and develop safety standards commensurate with the 

new operating concept of small, high-performance aircraft that transport only a handful of 

passengers. We expect continued growth in the number of new aircraft designs and 

associated technological advances. 

Aging General Aviation Airplanes

• The GA fleet is a varied and extensive fleet of airplanes that continue to age and 

demonstrate more and more susceptibility to structural fatigue and system failures. These 

failures are causing more fatal accidents at a time when we are directing resources to 

sharply reduce the number of GA fatal accidents. 

Aircraft Certification Service Performance Report FY 2005 14 
INTERNATIONAL LEADERSHIP 

AIR’s International Leadership supports AVS and API international aviation safety objectives and 

FAA international goals. The AIR international program develops policy guidance on international 

airworthiness issues, negotiates airworthiness agreements and arrangements; maintains bilateral 

relationships through contact with Civil Aviation Authorities (CAAs), and provides support through 

technical expertise. AIR works in with international civil aviation authorities, including the 

International Civil Aviation Organization (ICAO) and European Aviation Safety Agency (EASA), to 

advance new technologies, address obstacles to transferring of aeronautical products, and 

promote processes and practices that could enhance global safety. In FY 2005, we devoted 

about 3% of AIR’s budget resources to initiatives advancing International Leadership. 

2005 Program Highlights 

Bilateral Agreements: AIR 

works to develop Bilateral 

Aviation Safety Agreements 

Implementation Procedures for 

Airworthiness (BASA IPA) with 

other CAAs, based on our 

technical assessment of their 

certification systems. During 

FY 2005, we conducted four 

airworthiness negotiation 

sessions with the European 

Community, aimed at 

concluding a new agreement 

with the EU. The negotiations 

yielded a draft Airworthiness 

Annex, setting the stage for completion of a new agreement. Also in FY 2005, AIR and the Civil 

Aviation Safety Authority of Australia completed a BASA IPA to cover U.S. small airplane STCs 

and repair data acceptance for transport airplanes, achieving our target. FAA has entered into 

BASA IPAs with counterpart aviation authorities in: Australia, Brazil, Canada, France, Germany, 

Israel, Italy, Malaysia, Netherlands, New Zealand, Romania, Russia, Singapore, Sweden, and the 

United Kingdom. A similar agreement is in place with Taiwan. In addition, AIR: 

BASA IPAs, 2000-2005

4

6

10

12

15

14

15

0

5

10

15

20

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

BASA IPAs

BASA IPAs Target

o Evaluated the CAA of New Zealand's system for repair data approval for FAA 

acceptance. 

o Assessed three national certification systems in Europe. 

o Completed Stage 1 assessment of the European Union (EU) regulatory system. 

International Safety Standards: FY 2005 is highlighted by three noteworthy safety standards 

accomplishments: (1) we issued Order 8110.52 revising our policy on validation programs, (2) we 

updated Order 8100.14A regarding activities with the European Community, and (3) we 

completing the draft ICAO Airworthiness Manual. The ICAO manual covers topics from best 

practices on how to organize and operate a CAA to international safety oversight of leased 

aircraft, and is designed for use by CAAs and operators around the world. Additionally in FY 

2005, AIR: 

o Reconciled RNAV and RNP terminology. 

o Adopted performance-based navigation strategy in line with FAA Roadmap. 

o Harmonized US and European RNAV standards. 

o Processed amendments on conventional navigation systems. 

o Published Order 8110.52, Type Validation and Post-Type Validation Procedures. 

o Published Order 8110.53, Reciprocal Acceptance of Repair Design Data Approvals 

Between the FAA and Transport Canada. 

Aircraft Certification Service Performance Report FY 2005 15 
Global Safety Initiatives: During FY 2005, AIR provided assistance to five international aviation 

safety teams with development of action plans for regional safety teams based on current and 

future revisions of CAST Safety Plans to reduce the worldwide commercial accident rate. 

Implementation of the CAST safety plan in the North America has a potential result of a 73% 

fatality risk reduction from commercial aviation accidents by 2007. Continued implementation of 

the CAST safety plan during FY 2005 has a potential 62% reduction in Europe, a 60% reduction 

in Asia, and a significant reduction in Pan-America and Africa. Also, in our Global Manufacturing 

Initiative, which aims to move the aviation manufacturing community toward an environment 

where parts can seamlessly move globally, we collaborated with our bilateral partners to develop: 

(1) a “Definitions of Terms” with common definitions for use between authorities, (2) a “Common 

Supplier Surveillance Standard” identifying minimum authority requirements to an approved 

production organization (PAH/POA) to demonstrate satisfactory supplier control, and (3) 

“Common Authority Surveillance Processes” addressing minimum requirements for surveillance 

activities. Also in FY 2005, AIR: 

o Published Standards and Recommended Practices (SARPs) for Global Positioning 

System Reference Augmentation System (GRAS). 

o Hosted the 6th Annual Production and Airworthiness Meeting where manufacturing 

oversight authorities from various countries discuss global issues and concerns as well 

as how we conduct our regulatory responsibilities. 

Technical Assistance and Training: During FY 2005, AIR provided training on part 25, 

Subparts C, D, E, and F to the General Administration of Civil Aviation of China (CAAC) to 

increase their technical competency to support certification of China's first transport category 

regional jet, the ARJ-21. AIR conducted TSO appliance approval workshops to Direccion 

General de Aeronautica Civil (DGAC) Mexico and the Korean Civil Aviation Safety Authority to 

help them prepare for future appliance approvals. AIR also conducted three courses on aircraft 

modifications and repairs to the Latin American Civil Aviation Commission (LACAC) Regional 

Safety Oversight Cooperation System, and conducted 16G (seat crash dynamics) training and 

laboratory evaluation for the Civil Aviation Safety Authority of Australia. 

International Leadership Management Challenges 

Resource Limitation

• The budgetary constraints affecting all FAA activities limited AIR’s ability to provide 

technical assistance and start work on new bilateral agreements. AIR could not support 

requests from Hong Kong, Switzerland, Russia, and others during the fiscal year. 

Aircraft Certification Service Performance Report FY 2005 16 
ORGANIZATIONAL EXCELLENCE 

At the core of our organizational excellence are strategies for developing, acquiring, and 

sustaining the people, information, and financial resources essential for performing our safety and 

international missions. The President’s Management Agenda guides our efforts to put the right 

capability in the right place, at the right time, and at the right cost. AIR’s organizational 

excellence extends to our initiatives in Strategic Management of Human Capital, E-Government, 

Financial and Procurement Performance, Budget and Performance Integration, AVS Integration, 

and Citizen-Centered Customer Service. Our organizational accomplishments in FY 2005 

contribute to increased operational effectiveness of our safety and international programs. We 

estimate that we allocated 8% of our budget in FY 2005 to these performance-accelerating 

strategies. 

2005 Program Highlights

Strategic Management of Human Capital: Strategic management of human capital provides 

our framework for managing our people to optimize mission performance and results. As a 

component of the President’s Management Agenda and overall organizational excellence, we’ve 

increased emphasis on human capital management. In the way of employee and leadership 

development we design, 

develop, and manage our 

technical training program. 

At the same time, we 

ensure appropriate delivery 

methods for the workforce 

so they have sufficient 

knowledge and skills to 

fulfill their responsibilities. 

According to the 2005 GAO 

report, most airline 

representatives were at 

least moderately satisfied 

that FAA inspectors have 

enough technical 

knowledge and training to 

fulfill their responsibilities. Technical training is essential to maintaining operational effectiveness 

and achieving our organizational goals. People are important to the success of this organization 

and are central to our ability to perform our operational safety mission. As an indicator of our 

progress in managing people, we track employee response in the tri-annual Employee Attitude 

Survey (EAS) as a gauge of overall workforce satisfaction. AIR responses to the EAS improved 

in all categories in the FY 2003 (the most available data) survey over FY 2000. Additionally, after 

an effective communication strategy developed by the service, AIR achieved the agency’s highest 

response rate to the EAS mini-survey conducted in 2005. 

Employee Attitude Survey, 1997-2003

72%

58%

90%

69%

75%

57%

66%

84% 88%

50%

60%

70%

80%

90%

100%

FY 1997 FY 2000 FY 2003

AIR OE Metric

Job Satisfaction Compensation Satisfaction Organizational Commitment

In FY 2005, AIR also used about 4,600 designees to complement our federal oversight and 

extend the service’s certification and safety reach. Other AIR human capital accomplishments in 

FY 2005 include: 

o Implemented the AIR Employee Attitude Survey (EAS) action plan. 

o Completed a training needs assessment that identified the key business management 

skills for the AIR non-supervisory technical workforce. 

o Evaluated the Structured AIR Supervisory Selection (STAIRs) program, the supervisory 

selection program for AIR’s first line supervisory positions. 

o Identified five Leadership Enhancement and Development (LEAD) program opportunities, 

one each at HQ and the field Directorates. The LEAD program focuses on enhancing 

Aircraft Certification Service Performance Report FY 2005 17 
leadership skills of high-potential employees by placing them into appropriate 

developmental assignments. 

o Developed and delivered 5 NATCA collective bargaining agreement (CBA) training 

sessions for AIR managers and other key personnel. 

o Used a geographic workload program to determine staffing assignments and geographic 

boundary decisions, making more effective use of personnel and budget resources in the 

continued operational safety oversight of production approval holders. 

o Supported AVS Supervisory Leadership Team establishment of the “First-Line Network” 

(FLN). 

E-Government: We look to E-Government to help increase employee and public access to 

programs and information, thus improving operational effectiveness. During FY 2005, FAA 

issued Order 1370.93 on Web Management, requiring us to certify that our web content is 

accurate, current, and meets FAA web standards and requirements. This year, AIR reviewed and 

updated more than 4,000 web pages, editing and restructuring them following plain language and 

web usability principles. We migrated content to FAA-provided templates, and ultimately certified 

AIR compliance with the new order. 

In FY 2005, AIR designed the Safety Management Program business architecture. This 

represents a significant milestone in our support of the President's Management Agenda EGovernment initiative, and our compliance with the Clinger-Cohen Act which requires the federal 

government to use performance-based management principles for acquiring information 

technology. The business architecture will be complemented by the design of the 

data/information and services architectures, based on the Federal Enterprise Architecture 

Framework (FEAF) and corresponding reference models. These activities are aimed at aligning 

information technology (IT) to the business, while designing for long-term agility, from the 

business and technical perspectives. Other AIR E-Government advances in FY 2005 include: 

o Provided Electronic Learning Management System (eLMS) training to all aircraft 

certification training coordinators. 

o Advanced the implementation of Electronic Filing Service, as a cornerstone of ASKME. 

Financial and Procurement Performance: Optimizing financial and resource management 

maximizes resource effectiveness. Central to this effort is improving our cost accounting 

capabilities. In FY 2005, AIR reviewed preliminary FY 2005 Labor Distribution Reporting (LDR) 

data compared to FY 2004 staffing standards information. The comparison, based on original 

LDR requirements, shows that AIR is tracking work in the proper LDR projects and activities. 

However, the review also indicates that we need to make some adjustments to existing LDR 

project codes and activities to provide better management information on the costs and specific 

services we deliver. Other AIR FY 2005 financial accomplishments include: 

o Improved the way of reconciling expenditures of Office of Personnel Management (OPM) 

Interagency Agreement funds. 

o Improved labor distribution compliance by 5%.

Budget and Performance Integration: We are strengthening the link between budget and 

performance to support evaluation of program effectiveness and results-oriented decisionmaking. We look to advance our capabilities to meet budget and performance integration criteria 

developed by the President’s Management Council: 

o Periodic management reviews of integrated financial and performance information, and 

demonstrated improvement in program performance and efficiency in achieving results.

o Outcome-oriented budget and performance documents. 

o Improved linkage between performance and accountability, including executive and 

employee performance appraisal and awards. 

Aircraft Certification Service Performance Report FY 2005 18 
o Identification of full cost of achieving performance goals in budget and performance 

documents. 

o Development of efficiency measures for performance goals. 

In FY 2005, AIR aligned service strategies and activities to agency goals, attributing 100% of 

budget resources to strategic outcomes. We created new operational metrics and targets to track 

and guide our surveillance program performance, and strengthened our full-cost estimation for 

priority projects. To maintain accountability and stay on target, management conducted monthly 

reviews to track performance toward established targets and milestones. And, to stay within 

budgetary constraints, AIR used safety indicators and performance information to prioritize and 

sequence our workload to meet demands with reduced staffing. AIR also evaluated our FY 2004 

performance report, developing recommendations for improving the report's usefulness for 

program management, decision-making, and customers. 

AVS Integration: To support AVS integration, we capitalize on efficiencies by integrating our 

processes and operations, especially with the Flight Standards Service. At the core of our 

integration initiatives is implementation of ISO 9000 and broader quality management. In FY 

2005, AIR completed all ISO 9000 pre-registration activities including an operational AIR Quality 

Management System (QMS) website, AIR QMS 

system training, auditor training, and internal audits. 

AIR developed a web-based tool for use by 

employees to request corrective actions for QMS 

processes. Once a corrective action request is 

made, the system helps management 

representatives prevent and eliminate the causes of 

nonconformity with processes, products, and the 

QMS. Also in FY 2005, AIR supported the 

development and delivery of the training 

Understanding AVS: Journey to Excellence to all 

AVS managers and supervisors. 

Citizen Centered Customer Service: AIR used 

the Customer Service Initiative (CSI) to improve 

issue resolution. During FY 2005, other 

customer service accomplishments include: 

o Transport Airplane Directorate 

established a method to collect, 

evaluate, and respond to customer 

service surveys. This enables each 

office to implement a corrective action 

plan to resolve customer issues and 

improve customer service. 

AIR Quality Policy

We will deliver quality products 

and services that promote 

aviation safety, and we will 

continually monitor and improve 

our processes to meet customer 

needs.

AIR Quality Policy

We will deliver quality products 

and services that promote 

aviation safety, and we will 

continually monitor and improve 

our processes to meet customer 

needs.

Williams 

International

Cited partnership with the 

Chicago Aircraft Certification 

Office as “the model for major 

improvements in the speed and 

quality of the certification 

process while significantly 

improving product safety.”

Williams 

International

Cited partnership with the 

Chicago Aircraft Certification 

Office as “the model for major 

improvements in the speed and 

quality of the certification 

process while significantly 

improving product safety.”

Aircraft Certification Service Performance Report FY 2005 19 
Organizational Excellence Management Challenges 

Resource Limitation

• Budget constraints continue to force staff reductions, which resulted in some work being 

delayed or not accomplished at all. Inability to replace staff has resulted in a loss of some 

technical expertise in specific skills and additional work being assigned to the remaining 

employees. The overall impact is a decline in work quality and timeliness. We had to 

prioritize our certification work and received negative feedback from customers whose 

schedules were delayed due to our prioritizations. 

Staffing of Key Positions

• Continued use of long-term or multiple temporary managers in key positions has caused 

loss of continuity and management direction in several important programs. Key 

decisions were delayed when time was required to bring the temporary managers up to 

speed, resulting in some work not being completed. The effect is compounded when 

managers are called upon to act in multiple positions, or when one substitution triggers a 

cascade of temporaries.

Aircraft Certification Service Performance Report FY 2005 20 
FEDERAL AVIATION ADMINISTRATION 

Aviation Safety Organization 

Aircraft Certification Service (AIR) 

800 Independence Avenue, SW 

Washington DC 20591 

http://www.faa.gov/about/office_org/headquarters_offices/avs/air/