cepts. All of the current IPTs (except for the Master IPT) should be disbanded and replaced with three new IPTs:

  • Airport Operations IPT

  • Terminal Area Operations IPT

  • En Route and Oceanic Operations IPT

Finding 4-2. IPT Linkages. As currently organized, none of the IPTs interact sufficiently with all of the other IPTs with which they have shared responsibilities. The current IPT structure creates a potential for substantial overlap and duplication of effort. The recommended restructuring of IPTs would solve this problem.

Finding 4-3. Core Research. Adequate support of all core technologies and processes upon which the Next Generation Air Transportation System will be built is crucial to validate the Integrated Plan.

Recommendation 4-2. Core Research. The NASA administrator should continue—and the Senior Policy Committee and the JPDO should advocate for continuation of—research on core technologies and processes, including automation and human factors, necessary to develop the Next Generation Air Transportation System.

Finding 4-4. Global Collaboration. U.S. leadership in fostering a substantial increase in collaboration with foreign organizations in Europe, Asia, and elsewhere would facilitate development of the Next Generation Air Transportation System and help ensure the competitiveness of U.S. aircraft and air traffic management technology.

Recommendation 4-3. Global Collaboration. The FAA administrator and the secretary of transportation should immediately undertake a more vigorous effort to lead development of the Next Generation Air Transportation System in collaboration with foreign governments and institutions. This should include jointly funded, collaborative research to define NGATS operational concepts suitable for global implementation.

Finding 5-1. JPDO Resources. Sufficient resources are not currently available to the JPDO for it to successfully define the Next Generation Air Transportation System and an appropriate implementation plan.

Finding 5-2. Funding Stability. Development, implementation, and operation of the Next Generation Air Transportation System require a plan to assure adequate, stable funding.

Recommendation 5-1. Funding Allocation. The members of the Senior Policy Committee should ensure that the federal agencies they direct or represent allocate funding and staff to (1) provide the JPDO with the resources it needs to define the Next Generation Air Transportation System and draw up an appropriate implementation plan and (2) ensure departmental and agency research in civil aeronautics is consistent with JPDO plans to enable and implement new operational concepts. Reductions in NASA’s aeronautics program that would significantly curtail research necessary to achieve goals related to environmental protection and other core research identified by the JPDO should be avoided and/or corrected.

Recommendation 5-2. Funding Model. The secretary of transportation and the FAA administrator should lead the development of a proposal to adequately fund the development, implementation, and operation of the Next Generation Air Transportation System. This proposal should consider a wide range of options for providing necessary funding, both public and private, and for eliminating unnecessary costs.

Recommendation 5-3. Cost Reductions. The implementation plan for the Next Generation Air Transportation System should explicitly address ways to reduce the cost of system implementation and operation.

Summary Recommendation. The secretary of transportation, the FAA administrator, the rest of the Senior Policy Committee, and the JPDO should invigorate development, implementation, and operation of the Next Generation Air Transportation System, especially with regard to the development of core technologies and processes, as follows:

  • Focus the work of the JPDO on development of a systematic, risk-based approach for achieving the primary objective, which is to resolve demand issues and increase capacity while also satisfying enabling, interrelated requirements for safety, security, environmental effects, consumer satisfaction, and industrial competitiveness.

  • Restructure the JPDO as a product-driven organization with three coordinated operational concepts and three IPTs focused on (1) airport operations, (2) terminal area operations, and (3) en route and oceanic operations (plus the Master IPT for systems integration and oversight).

  • Consistently provide the JPDO and its IPTs with strong, fully involved leadership and program management capabilities, along with more full-time staff.

  • Draw up a plan to establish a viable source of stable funding and a governance structure suited to the Next Generation Air Transportation System.

  • Undertake a more vigorous effort to collaborate with foreign governments and institutions, to include jointly funded, collaborative research to define operational concepts suitable for global implementation.



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