Aero Club, "Temporary Stewards”

When I first entered FAA headquarters as Deputy Administrator in 2010, I couldn’t have predicted the exhilarating journey I was about to take. And as my years with the agency near a conclusion, it’s fitting that I’m back here today with all of you.

Much has changed in our industry in the last seven years. And that change has been driven by the people in this room, and so many more, who were willing to work with the FAA to make big things happen.

We took these great strides during a time when the stakes were high. The airlines were coming off a decade of staggering losses, and we were embarking on an ambitious overhaul of America’s air traffic system – all while our nation was still feeling the pain of a recession.

Coming into this job, it was apparent to me that we needed more consensus and clarity around the goals we were pursuing as an industry. We had the expertise and the ability to do anything we wanted. We just couldn’t do everything all at once.

We also couldn’t just think about making technological changes – although there were many in the works. We also needed to think about changing the culture inside the FAA. 

Things clearly had to move faster. And the only way forward was to foster a more constructive relationship with the aviation community.

I never expected to have such a long term as Administrator. But I knew my tenure would be pretty short if we couldn’t achieve better ties with industry.

Fortunately, you were more than willing to work with us on finding better ways to do business.

And look at where we are now. Most of what we envisioned nearly a decade ago is here –  and more is on the way.

The result is the safest, largest, most complex, and most efficient air transportation system the world has ever known.

Sometimes we take this for granted. But it’s big news. And it’s something we accomplished together.

Across the board, we are now unleashing a host of technologies that will profoundly change what aviation looks like for decades to come.

Satellite technology has modernized the backbone of our nation’s air traffic system.

For three years now, GPS-based procedures have outnumbered the old ground-based navigation routes, and more users are taking advantage of them every day.

We’ll take the next big step in 2020, when all aircraft in the U.S. use ADS-B to broadcast their precise location in real-time to air traffic controllers.

We’re also taking safety to the next level by incorporating risk management into our compliance work. As the aviation community shares more data with us than ever before, we’re focusing our oversight resources where they’re needed most.

This is part of a larger shift in how we interact with the industry as a whole.

We’ve brought together the best minds in government, academia, aviation, technology, and law enforcement to help us address our most pressing challenges.

Whether it’s through our Drone Advisory Committee or the NextGen Advisory Committee, close collaboration has helped us deliver the right technologies, at the right time, to meet industry needs.

This has consistently yielded better results than if the FAA had tried to go it alone. And the aviation community today is stronger, better, and safer as a result.

Collaboration will only become more important in a future where constant change is the new normal.

We stand on the cusp of the next great age in aviation – when the skies will be home to multitudes of new users, flying in ways we can only imagine.

We can debate when drone taxis will emerge and how many people they’ll carry. But there’s no debate they’re on the horizon. Just last week, Uber announced it was partnering with NASA to develop traffic systems for flying cars.

Meanwhile, the emerging commercial space industry could easily evolve into a system where travelers take rocket ships to Asia, Europe, or the Middle East in a matter of minutes.

These changes are coming, and they’re coming fast. The industry has a new “need for speed.”

And as a regulator, the FAA can’t afford to move at the traditional pace of government. We’ll get left behind at the launch pad, wondering what just happened.

That’s why I’ve focused so much of my time as Administrator on creating room for a new culture to take root within the FAA.

As an agency, we traditionally spent a lot of time studying things – thinking through all the angles before taking even a single step. We also viewed things in terms of black and white. It’s either right, or it’s wrong.

We no longer have time for these luxuries.

We must all become comfortable working in the gray. We don’t need to know all the answers before we make a move.

I’ve delivered this message to my colleagues around the nation. And they’ve heard it, loud and clear.

One of my favorite moments happened a few years ago, when we first began to get serious about changing the way we certify new general aviation aircraft.

Dorenda Baker, the manager of the project, started off her presentation by looking me straight in the eye and saying, “All right, so you said it was okay to break some china…”

When she was done walking me through a proposal that very much tore up the old rule book, I asked her team, “Do you really want to do this?”

And they all agreed: “Not only do we want to – we have to.”

Whether it’s responding to a crisis or shepherding in a new form of aviation, my colleagues have risen to the challenge at every turn.

They’re questioning the way we’ve always done things. They’re thinking outside the box. They’re finding flexible solutions that can work today – and adapt to the demands of an ever-changing future.

As an agency, we’re embracing a proactive attitude that prizes being the innovator – and not the obstacle. We know we have to take thoughtful and calculated risks. Some things are going to work. Others won’t. And that’s okay – as long as we keep making progress.

Safety is always going to be the FAA’s top priority. But we also know that doesn’t mean we have a monopoly on the best way to achieve it. That’s why we’re looking to our traditional partners – as well as new ones – to help us figure it all out.

Our aviation family is only going to keep expanding. Our table has to grow with it. We need to hear from a broad range of voices if we’re going to get things right.

A small business owner might look at a drone and see the opportunity for a profitable new venture. An airport manager looks at the very same device and wants to keep it out of his airspace. Meanwhile, the airline CEO wants to make sure the drone doesn’t cause any disruptions at the company’s biggest hub. And the GA pilot just wants to fly with minimal hassle.

Guess what? Every one of those viewpoints is important. And all stakeholders deserve to have their interests considered.

Now like any family, we’re going to have our disagreements. And it’s very easy to dig in when somebody challenges the status quo.

We’re in the midst of an important conversation right now, about the future of our air traffic control system. And there are a lot of opinions about the best way to position our nation’s aviation infrastructure to meet the demands of the future.

People are entitled to their own opinions. But they’re not entitled to their own facts.

We need to have a transparent discussion that’s based on where we are today – not a decade ago.

It also needs to go beyond defending whatever your personal position might be. We need to be focused on the future.

Structure alone can’t solve the core funding challenges facing air traffic control. It’s time to have an honest conversation about what the American public expects us to do, and how best to pay for it.

We can’t keep talking past each other. We need to talk with each other.

The sky above our heads is one of this nation’s most valuable assets. We must protect it. We must help it thrive.

Aviation is where it is today because we’re standing on the shoulders of the giants who came before us – the scientists, engineers, and yes, the dreamers, who were brave enough to tackle that next great challenge.

Their names are on airports and street signs. Their achievements inspire us to this day.

They’re giants because they were good stewards. They saw the bigger picture. And they dedicated their lives to building an aviation system that could stand the test of time.

As my time as FAA Administrator comes to a close, I’ve been thinking more and more about the transitional nature of this job.

Every day, I walk through a hallway outside my office that’s lined with the portraits of those who sat in the chair I now occupy. They all faced challenges, and they all left their own marks on the agency.

In a few months, I’ll join my predecessors on the wall, and a new person will take that chair.

My advice to him or her? Embrace change. Be a good listener. And make the tough decisions. The pace out there is full throttle, and the aviation community needs someone at the FAA who is going to lead.

I’ll extend the same advice to each of you.

We’re all proud to be a part of our nation’s great aviation system. But it stands still for no one. We are all temporary stewards.

It started with Orville and Wilbur Wright. And the torch has been passed through the generations.

Now, we are lucky enough to hold it. And it’s our responsibility to do something that’s worthy of that legacy.

We’ve got tough questions to answer. But I’m confident we’re prepared to face them head on.

And someday soon, it will be our turn to pass that torch on to the next generation. It will be up to them to decide whether we were giants.

But I can see just far enough to be optimistic. The possibilities are vast, and the horizon has never seemed closer.

Managers are a Driving Force

Hello everyone. I'm happy to be here. First off, I want to thank all of the FAA’s managers for everything you do in support of our mission.

These last two months have shown to a lot of people how important our mission really is.

Aviation has been at the heart of our recovery efforts in the aftermath of the hurricanes that struck southeast Texas, Louisiana, Florida and the Caribbean.

We set up mobile air traffic control towers in places like St. Thomas and Key West, Florida.

We got aircraft carrying relief supplies in and out of affected areas.    

We authorized hundreds of drone operations for damage assessment, and we did countless other things.

The world might have heard about some of these things. But what they didn’t see were the people of the FAA who are doing the great work, and providing the tremendous leadership, so that these things can happen.

They didn’t see the FAA employees that worked tirelessly, often in adverse conditions to help restore equipment and operate traffic.  

In that sense, I think many people in the agency can relate to your convention theme this year: “Honoring the Unsung Hero.”

It’s certainly true about our managers.

And actually, when Andy asked me to talk about who I consider to be an unsung hero, one group that came to mind was our Front Line Managers.

You are the first line of defense in dealing with everyday operational issues.

You ensure that rules and procedures are followed, and that employees are trained and ready to work.  

In many ways, Front Line Managers are often the bridge that enables us to communicate what the agency is doing, and why we’re doing it.  

And whether it’s on the front line, or throughout the agency, our managers are a driving force that enables us to succeed, and be the gold standard throughout the world.

We’re looking to you to play a key role, as we address the many changes and challenges ahead.

Aviation is growing and changing at a pace not seen in many decades.

We’re seeing more and more drones, maybe as many as 4 million by 2021.

We could be looking at several commercial space launches per week by the same time.

We could be looking at electric air taxis that take us to the airport, or even across town.

Of course, the NextGen transformation is happening every day.

And we’re going to have to respond to all of these changes, even as we face an uncertain budget climate.

Over the past decade, the agency has been given short-term funding extensions more than two dozen times. And we’ve been shut down multiple times.

I think we’d all agree that this is no way to run greatest aerospace system in the world.

Last month, Congress passed another Continuing Resolution that will keep us operating at roughly last year’s funding levels until December 8 – only about five weeks from now!

And Congress passed a six-month extension of our authorization, so that we can carry out our mission until March 31, 2018 – the same mission that serves 2 million passengers every day, and the same mission that was so vital during this year’s hurricane season.

These kinds of short-term measures really constrain our ability to plan and execute our strategic investments.

There are discussions about how to best solve these funding problems. Some have advocated that we restructure air traffic control into an independent, not-for-profit, non-governmental corporation.

This new entity would be governed by a board of representatives from civil aviation, and would be funded directly by the users of the system.  

The House bill is largely in line with the principles that the Trump Administration has issued for air traffic control reform.

The Senate has also proposed a long-term authorization bill, which, unlike the House bill, does not contain any restructuring of air traffic services.

We’ve stressed that any conversation about restructuring needs to involve all users of the airspace system and deliver benefits to the system as a whole.

These discussions will play out in the coming months. But regardless of the politics, and regardless of the structure of air traffic control, our people must never lose sight of the fact that we still have a job to do.  

We have to maintain the safest, most efficient aerospace system in the world.

We have to continue to collaborate with one another, and with our stakeholders.

And we’re going to have to do these things, in spite of the uncertainties that are happening.

Simply put, we’re going to have to be comfortable with being a little uncomfortable.

Our workforce must take the attitude that we’re going to be prepared no matter what challenges come our way.

As managers, you have the ability to really help us instill this workforce culture.

I ask you to foster an inclusive work environment, where everyone is engaged, and everyone is eager to learn.

This is really at the heart of the agency’s Workforce of the Future Initiative.

During this time of transformation, it’s important that you set aside time and engage your direct reports about these potential changes. During times of uncertainty, people want to know that someone cares. And we find that when we engage employees during uncertain times, whether it be a hurricane or a government shutdown, they continue to stay engaged.

Build a working relationship with your direct reports where clarity and candor are routine. We need to have an open dialogue where everyone feels like they can give and receive feedback.

For some people, this isn’t easy. The general sense is that feedback means, “I’ve done something wrong.” But that’s not necessarily the case.

It’s an opportunity to make improvements, and find ways for us to innovate. It takes some personal courage by everyone, but there has to be a willingness to put things on the table.

Encourage your employees to be eager to learn. Because today, success is very much about how well rounded you can be. Technical skill is a must. But other skills like communication, problem solving, and collaboration, are very important.

As managers, you must continue to set that example, and be committed to your own professional development. I think your attendance at this conference speaks highly about your commitment.

And I encourage you to take full advantage of the agency’s leadership develop programs, and encourage your employees to do the same.

Because our employees, even ones that don’t report to you, are looking to you as an example.

Let me give you an example of one of our managers that I think is exemplifying many of these traits. His name is William Tewelow in the ATO’s Mission Support Services, and he’s a member of the F-A-A-M-A.

William leads a team of ten people that sort and validate obstacle data, such as new buildings or cell phone towers. This data is then used for aeronautical charts that provide minimum safe altitudes for pilots.  

William believes strongly in mentoring others. In fact, through the Professional Women Controllers Mentor program, William teaches a seminar on the importance of professional networking.

This is a skill that’s especially important as we work to collaborate with our stakeholders.

William has mentored several employees, including Veronica Carpio, an outstanding young lady in the FAA’s Office of International Affairs.  

As part of the Mentor program, Veronica wanted to inspire young people to pursue careers in aviation. There are potentially many ways to go about doing this.

Veronica chose to get behind a special, history-making project. She chose to promote the goal of a young woman named Shaesta Waiz, who was determined to become the youngest woman to fly solo around the world.

Shaesta was born in a refugee camp in Afghanistan, and her family emigrated to the United States in the 1990’s. She and her five sisters grew up in Los Angeles.

Shaesta is now both a US and an Afghani citizen, and she is the first female certified civilian pilot from Afghanistan.

With Veronica’s help, the FAA was able to provide publicity to support Shaesta’s goal. The agency also provided support in the form of airspace clearances and international coordination, and helped bring national recognition.

Shaesta’s feat would then inspire others to accomplish their dreams as well.  

As Veronica’s mentor, William helped her devise and coordinate a plan to promote this event. He put her in touch with the FAA’s Aviation and Space Education office.

From there, she made a connection with the agency’s Office of Talent Development. William also brought a writer in to cover this great story which was published in the FAA Today and several other outlets.   

In May of this year, Shaesta set out on this journey in a Beechcraft Bonanza A36. And on October 4^th, at the age of 23 years old, she completed the task of flying solo around the world.

The route included 30 stops in 22 countries, totaling almost 25,000 miles flown. And through the experience, there were 32 outreach events conducted around the world that inspired thousands of young people about aviation!

Shaesta is the hero. And through her non-profit organization, Dreams Soar, she will inspire countless others.  

And Veronica and William were the unsung heroes. They have the satisfaction that comes from being part of such an important history-making effort. And they supported two of the agency’s important strategic priorities: Global Leadership and Workforce of the Future.

Now the FAA continues to build a relationship with Shaesta, so we can encourage others to pursue flying as well.

There’s an old saying, that “when you drop a stone in the pond, the ripple effect doesn’t end in that moment.” And that’s certainly going to be the case here.

The mentoring that William provided through this program, helps him to hone his leadership skills. In turn, he’s a better supervisor for his direct reports.

He has a monthly performance check-in with employees, one on one, and he creates the kind of relationship where everyone is comfortable giving and receiving feedback.

If an employee has a problem, William sees it not as “THEIR” problem, but “OUR” problem. And they work together to bring about improvement.

And sometimes that improvement is incremental, but it’s worth it. It translates into an agency that is even more effective.

As we mentor others, and as we commit to our own professional development, we’ll be in a position to provide the leadership that will help this agency carry out its vital mission in the years and decades ahead.

Let me close by saying that, I have been proud to work with all of you.

Let’s continue to do the great and vital work of the FAA.

Let’s continue to build on the professionalism and comradery in our workforce.

I hope you have a great conference.

General Aviation Safety

Good afternoon, everyone. It’s great to see you all again.

We first started this group to address the stubbornly high general aviation fatality rate.

And I’m happy to report we’re seeing results from these efforts.

We’re still finalizing the numbers, but it looks like 2017 will end up being our safest year yet.

Mike [O’Donnell] will be going more in-depth on this later, but the fatal accident rate continues to decline – far below our target rate of one per 100,000 flight hours.

This is a significant accomplishment.

And it wouldn’t have been possible without all of you – and your commitment to advancing general aviation safety.

We all know there’s no silver bullet when it comes to making GA safer.

It’s an issue that needs to be approached from many angles – some regulatory, some technological, some educational.

And we’ve made a lot of progress over the last several years.

With your help, the FAA completed its rewrite of Part 23, which went into effect on August 30^th.

We’ve also streamlined the approval process for Non-Required Safety Enhancing Equipment.

These actions will ensure that new GA aircraft can benefit from innovative, performance-based technologies – while making it easier for the existing fleet to modernize and install life-saving equipment.

We’ve also made substantial advances since the GA Joint Steering Committee was revitalized in 2011.

Their data-driven, collaborative efforts have allowed them to spearhead a number of valuable safety enhancements aimed at addressing the most common causes of accidents.

For example, after zeroing in on Loss of Control as the largest cause of fatal accidents, we were able to work together to streamline the process for getting Angle of Attack indicators into cockpits.

But finding technological solutions to problems isn’t enough on its own. We’ve also had to continue educating pilots about risk, and about the tools available to them to help mitigate it.

The GA JSC determined that an organized and united outreach approach would help communicate these important safety messages. So I want to thank you for helping to make the Fly Safe campaign such a success.

Together, we’ve reached millions of our social media followers with information on how to avoid Loss of Control accidents.

This is an impressive list of accomplishments, and it’s one we should all be proud of.

But in aviation, we’re always chasing the perfect.

And as long as general aviation accidents keep occurring, we must stay vigilant and keep finding new ways to advance our shared safety mission.

General aviation’s engagement in ASIAS is crucial. We need to continue using data to identify trends and direct our efforts where they’re needed most.

We also need to focus on developing consensus standards that will support the implementation of the new Part 23.

Industry participation in consensus standards committees will be essential to creating the method the FAA uses to determine compliance with the rule.

Your active engagement in this process is going to determine its success – and I trust you’ll make your voices heard.

Finally, we all need to keep our eye on the January 1, 2020 deadline for GA aircraft to equip with ADS-B.

ADS-B is more than just a critical piece of the FAA’s NextGen modernization efforts. It’s also a life-saving technology.

I want to thank all of you who joined us in promoting the FAA’s year-long ADS-B rebate program.

Unfortunately, only about two-thirds of the rebates were reserved before the program ended in September.

And just under 31,000 GA aircraft currently have ADS-B installations that comply with the mandate.

To put it simply: we’re just not where we want to be a little more than two years out from the deadline.

Moving the needle on this issue is going to require some creativity on all of our parts. And I’m grateful that so many of you are willing to step up and help.

The FAA recently received proposals on some “ultra low cost” and “easy to install” ADS-B Out systems.

We’ll be working closely with the applicants to ensure these devices still meet the mandate’s performance requirements.

But we’re excited about the potential for these kinds of innovative solutions.

This is just one example of why it’s been such a pleasure to work with this group over the years.

When we identify issues that need to be addressed, no one ever says, “That doesn’t concern my members,” or “That’s someone else’s problem.”

Instead, each of you has been willing to roll up your sleeves and ask, “How can we fix this – together?”

With that kind of attitude, I know we can tackle anything that comes our way.

It’s been a pleasure getting to work with each and every one of you over the years.

Thank you for your dedication to improving general aviation safety.

NACC Directors of Civil Aviation Meeting

Remarks as Prepared for Delivery

Good morning, everyone. It's a real pleasure to join you today.

My schedule kept me from being here before now, but I understand it's been a very productive week.

I’d especially like to congratulate COCESNA and IATA on their new agreement to share safety data, as well as Canada on its accession to the Multiregional Civil Aviation Assistance Program.

I’m happy we were all still able to come together for this meeting. I was starting to think Mother Nature wouldn't let it move forward as planned.

There's no question that it's been a challenging few weeks for our region.

Harvey… Irma… Jose… Katia… and now Maria.

The 2017 hurricane season has already devastated too many of our nations.

And as if that wasn't enough, our friends in Mexico were struck by two deadly earthquakes as well.

Some of our attendees here today have family in Mexico City, where the extent of this week’s quake is still being determined. Please know all of our thoughts are with you during this trying time.

These moments of tragedy bind us together.

We grieve for the lives lost. We comfort the displaced. And we vow to rebuild.

They also serve as a reminder of how closely our fates are tied together.

We’re neighbors. What happens to one of us affects all of us.

We no doubt have weeks and months of recovery work ahead of us.

The FAA is continuing to support efforts to get all Florida airports – including those in the Keys – back to full operations.

And we airlifted a mobile air traffic control tower from Boise, Idaho to St. Thomas last week to manage relief flights to and from the island.

But the United States is also committed to doing its part to help the region as a whole recover.

In response to a request from the Netherlands, the FAA sent an airports safety inspector to St. Martin to help assess the readiness of the airfield for non-military relief flights.

The Luis Muñoz Marín International Airport in San Juan, Puerto Rico, served as a base of operations for evacuations and relief efforts to areas in the Caribbean affected by the hurricanes last week.

And as Hurricane Maria continues on its path, we stand ready to assist once more.

This isn’t just the right thing to do. It’s a necessary thing to do.

Aviation is a lifeline, particularly in times of natural disaster.

It can evacuate people to safety, and bring in desperately needed food, water, and medical supplies.

We’re also beginning to see the role emerging aviation technologies can play.

The FAA has issued hundreds of unmanned aircraft authorizations to aid in hurricane response efforts.

Drones are being used to quickly and safely assess damage to homes, businesses, and critical infrastructure. And they’re helping us target and prioritize our recovery activities.

We’re learning a lot from these operations that will no doubt aid the FAA’s efforts to further integrate drones into our national airspace.

And hopefully, we’ll be able to share some of those lessons learned with all of you at a future meeting.

That’s the value of forums like this. They give us an opportunity to come together, share ideas, and find new ways to work together toward our common goals.

But they’re even more important in times like this – when we can reaffirm our partnerships, and ask for and receive assistance when it’s needed.

Thank you again for joining us this week. It’s been an honor for the United States to host this event.

And since my time as FAA Administrator is drawing to a close, let me say what a privilege it’s been to work with all of you over the years.

I’m proud of what we’ve accomplished together.

Thank you.

FAA Small Drone Rule Lets Unmanned Aircraft Soar

InterDrone

Remarks as Prepared for Delivery

Thank you, Ted, for that introduction. And good morning everyone.

I’m delighted to be here in Las Vegas today. Welcome everyone to what I know will be an energizing and enlightening experience.

Whenever I speak at these conferences, I always marvel at the number of new faces I see among the many familiar faces. That’s certainly true of the crowd this morning.

Indeed, the very fact that you’re sitting here today speaks to the incredible transformative power of this industry.

Please take a moment to look around this packed room. Then consider this: Just three years ago, this conference didn’t even exist.

Last year, Ted told me that the number of people attending and exhibiting here at InterDrone was about 50 percent higher than the year before.

This year, those numbers have surged again, with attendees representing a total of 59 countries.

You know, when I began my tenure as FAA Administrator in January 2013, very few people would have envisioned that within a few years, drones would be the fastest growing field in aviation.

And few people would have envisioned that the FAA would be devoting so much of its energy and resources to this field.

But you only have to look at the recent flooding in Texas after Hurricane Harvey to see what a transformative role that drones are playing.

After the floodwaters had inundated homes, businesses, roadways and industries, a wide variety of agencies sought FAA authorization to fly drones in airspace covered by Temporary Flight Restrictions.

We recognized that we needed to move fast – faster than we have ever moved before.

So we basically made the decision that anyone with a legitimate reason to fly an unmanned aircraft would be able to do so. In most cases, we were able to approve individual operations within minutes of receiving a request.

By the end of last week, we had issued more than 70 authorizations covering a broad range of activities by local, state and federal agencies – and that number will continue to climb.

A railroad company used drones to survey damage to a rail line that cuts through Houston. Oil and energy companies flew drones to spot damage to their flooded infrastructure.

Unmanned aircraft helped a fire department and county emergency management officials check for damage to roads, bridges, underpasses and water treatment plants that could require immediate repair.

Meanwhile, cell tower companies flew them to assess damage to their towers and associated ground equipment and insurance companies began assessing damage to neighborhoods.

I could go on and on.

In many of these situations, unmanned aircraft were able to conduct low-level operations more efficiently – and more safely – than could have been done with manned aircraft.

Our ability to quickly authorize unmanned aircraft operations was especially critical because most local airports were either closed or dedicated to emergency relief flights, and the fuel supply was low.

So essentially, every drone that flew meant that a traditional aircraft was not putting an additional strain on an already fragile system.

I don’t think it’s an exaggeration to say that the hurricane response will be looked back upon as a landmark in the evolution of drone usage in this country.

And I believe the drone industry itself deserves a lot of credit for enabling this to happen.

That’s because the pace of innovation in the drone industry is like nothing we have seen before. If people can dream up a new use for drones, they’re transforming it into reality.

A colleague of mine at the FAA got a first-hand look at this a few weeks ago. While vacationing on the Outer Banks in North Carolina, he witnessed a group of fishermen on the beach use a red quadcopter to carry a baited fish hook hundreds of yards out over the ocean before dropping it into the water.

While this might not be one of the more societally transformative uses of unmanned aircraft, it is a microcosm of the creativity that’s being applied to this new technology.

As an agency, we at the FAA realized very early on that we  had to change our regulatory approach in order to safely integrate this new technology without stifling innovation.

We recognized that we needed to be more flexible and nimble than we had been in the past – and that we could not accomplish this monumental task on our own.

Now, managing the safe integration of drone technology into the world’s busiest and most complex airspace system is kind of like managing a massive and endless to-do list. Every time we scratch off an item, we add three more, it seems.

What’s unique about this to-do list is that it doesn’t belong to any one group. It isn’t our list, and it isn’t your list. It belongs to all stakeholders.

The FAA. The drone industry. Aviation groups. Public safety. Academia. Privacy advocates. To name just a few.

I’m pleased to say that we’ve have scratched some of the big-ticket items off our list.

That’s because we have approached integration in a spirit of flexibility, partnership and collaboration. We realize that progress necessarily entails compromise.

If you’ve heard me speak before, I might sound like a broken record when I talk about the importance of collaboration. But if it weren’t for everyone’s commitment to collaboration, and commitment to putting safety first, we wouldn’t be where we are today.

In fact, if the FAA had tried to go it alone, integration would already be a spectacular failure.

If the FAA had tried to go it alone, we wouldn’t have just celebrated the first anniversary of our Small Unmanned Aircraft Rule, which makes it a lot easier for businesses and public agencies to operate drones.

We wouldn’t have a Pathfinder Program, in which industry is helping research how to safely fly drones over people and beyond the operator’s line of sight.

We wouldn’t have a Drone Advisory Committee that’s tackling tough issues such as how to remotely identify and track unmanned aircraft and what role various players should have in crafting safety rules.

To be sure, there are some who say we are too flexible in our approach to integrating unmanned aircraft. That we should be placing more limits on how drones can be used.

And there are those who say we are not flexible enough. That we should be doing more to open up the skies.

That’s OK. Disagreement can be a good thing.

The tension between different interests and perspectives helps bring us all to the middle, creating the right balance that we’re striving to achieve.

One area where there is substantial debate is the issue of who should have a voice in regulating drone operations. Like many aspects of drone integration, this debate raises new and complex questions.

What roles should the federal, state and local governments play? How do we ensure that unmanned aircraft operations can occur with a minimum amount of disruption and interference, particularly over densely populated areas?

We issued preliminary guidance about this issue in 2015. But it’s continuing to get lots of attention from state and local governments throughout the country.

Legally, the Federal Aviation Administration has regulatory authority over all U.S. airspace. But successfully blending unmanned aircraft into busy airspace will require state, local, and tribal governments to build upon existing federal efforts to develop and enforce safety rules.

Not long ago, I had a conversation with the mayor of a major metropolitan city who summed up the challenge. “With traditional aviation, we know exactly where the airports are,” the mayor said. “But with drones, my entire city is an airport.”

His comments drive home the point that we need greater clarity as to what state and local governments would like to see, and what roles they would like to play.

Over the past several months, we have been working closely with the Drone Advisory Committee to tackle this and other pressing issues.

Meanwhile, we’re also working on two next steps that are key for truly unleashing the potential and power of this transformative industry. Those are allowing operations over people, and allowing operations beyond the pilot’s visual line of sight.

One of the main building blocks for safely enabling these new uses is remote identification and tracking of unmanned aircraft.

In March, we stood up an Aviation Rulemaking Committee to help develop the identification and tracking system we’re ultimately going to put in place. We tasked the committee with answering a number of tough questions.

What technology is available or needs to be created to identify and track unmanned aircraft in flight?

How can we work closely with law enforcement to ensure safe and secure operations?

And how can we smoothly incorporate this new system into the world’s most complex airspace?

Answering these questions will require making tough decisions and coming to a consensus. We gave the committee an aggressive timeline to get its work done, and we are expecting their final recommendations this month.

I can’t stress how important this work is.

While most players are figuring out how to use drones to benefit society, there are bad actors out there who want to use them for nefarious purposes.

A recent news report found that people have used drones more than a dozen times to fly contraband into federal prisons over the last five years.

Just last month, three men were arrested for allegedly using a drone to drop drugs and a cell phone into a prison in Ionia, Michigan.

And as we all know too well, there also are people out there who are simply ignorant of what flying safely means.

These are the folks who interfere with wildfire fighting operations. Who crash drones in crowded urban areas.

Who fly them near sports stadiums, and in the busy airspace around our nation’s airports.

We’re receiving an average of about 200 drone-sighting reports from pilots each month this year. That’s significantly higher than in both 2016 and 2015.

In fact, we’ve had a number of reports from pilots right around Las Vegas in just the past month – at altitudes of up to 6,000 feet. It’s concerning to me, and I know it’s concerning to you, too.

The work we’re asking the Drone Advisory Committee to undertake complements other work that’s already been done to evaluate technology that might be used to detect drones flying without authorization around airports and other critical infrastructure.

This spring, we completed the fifth and final field evaluation of potential drone detection systems, at Dallas/Fort Worth International Airport.

We’re going to use the information we got from the evaluations to develop minimum performance standards for drone detection technology that might be deployed around airports here in the U.S.

Key players in this effort included our partners in the Pathfinder and unmanned aircraft test site programs, including the test site here in Nevada.

And the FAA’s Center of Excellence is researching the potential safety ramifications of what might happen if a drone hits a person on the ground.

A few moments ago, I mentioned that we just marked the one-year anniversary of our small unmanned aircraft rule, or Part 107. That happened at the end of last month, on August 29.

The rule really was a game changer, because it allows for routine public and commercial operations, without getting case-by-case FAA approvals – provided they are conducted within the parameters of the rule.

In the past year, people have registered more than 79,000 commercial aircraft. We have issued more than 59,000 remote pilot certificates, and 92 percent of the people who take the pilot certificate exam pass it.

The rule is also flexible – there’s that word again – because it enables people to get waivers to some of its provisions. And the waiver requests we’re receiving shed interesting light on what people want to do with this technology.

The bulk of the non-airspace waiver requests we’re getting are for flying at night. There’s also a significant number for flying over people or beyond the pilot’s visual line of sight.

To date, we’ve approved almost 1,000 waiver requests. We’ve also approved more than 7,000 authorizations and waivers to fly in controlled airspace.

More than 900 of these were for the highly controlled Class B airspace around major airports. Of course, these approvals come with restrictions ensuring the operations won’t pose a hazard to manned aircraft.

These are solid numbers, to be sure. But we want to streamline the process. So we’re taking steps to make it easier and faster to process Part 107 authorizations and waivers.

This spring, we began publishing downloadable facility maps that depict areas and altitudes near airports where unmanned aircraft can safely operate. These maps can help people tailor their waiver requests to have a higher chance of getting a quick approval.

By making it easier to fly, we’re not just helping support the economy and fuel innovation. We’re also making the system safer.

If people know that it isn’t a burden to play by the rules, they’re more likely to get all the certifications, authorizations and waivers that those rules require.

And in the process of fulfilling all the requirements, they’re educating themselves about what flying safely means.

That’s why we’re working so hard to spread our educational safety message as wide and far as possible.

This spring, the FAA began using the hashtag #DroneQuestion on Facebook, Twitter and Instagram to answer drone-related questions from the public. If someone has a question, they can tweet it at @FAANews and we will get back to them within 24 hours.

We’re partnering with the National Interagency Fire Center on their “If you fly, we can’t” campaign, and with a number of private and governmental organizations on No Drone Zone campaigns.

One of our oldest, and most effective, educational partnerships is the Know Before You Fly program. A few short years ago, it began as an initiative among the FAA, Association of Unmanned Vehicle Systems International and Academy of Model Aeronautics.

It now has almost 150 partners including drone manufacturers, law enforcement, aviation groups, retailers, labor organizations and academia, among others.

It underscores that the solution isn’t you, it isn’t us – it’s all of us working together. We all have skin in the game.

And I’m not just talking about the solution to educating people about safe operations.

You are all going to play an incredibly important in this process. Because technology can solve some of the most complex safety and security challenges we’re facing.

Your creativity and imagination can get it done more quickly and efficiently than we ever could through regulations alone. We’ll hand you the ball, but you have to figure out how to get it into the end zone.

At the turn of the last century, after a couple of bicycle mechanics named Orville and Wilbur made the first known powered airplane flight, some people dismissed aviation as a fad. They said it would never replace trains and ships as the primary modes of long-distance transportation.

Just over two years ago, a popular technology website ran a story under the headline, “Are drones a fad or here for good?” (The reporter’s conclusion was they’re here for good. I’m pretty sure he was correct.)

While drones are clearly here for good, the reality is that the industry is still in its infancy.

A century ago, people couldn’t foresee that clunky wood-and-fabric biplanes would morph into sleek aluminum jets capable of knifing through the air at supersonic speed. And today, we can’t possibly predict everything drones will be doing five or 10 years down the line.

In addition to playing critical roles in disaster response and relief, is it unrealistic to think that these aircraft will become routine household items?

Will suburban gardeners someday relax and sip iced tea (or maybe something stronger) while hummingbird-sized aircraft trim their backyard rose bushes as larger models wash and wax their cars?

In a decade or two – or maybe in just a couple of years – I’m sure many of us will look back and say, “Wow, who could have believed drones would be used for that?”

I’m also sure that as long as we continue to journey down this road together, with a laser-focus on safety and in a spirit of collaboration and inclusion, that we will succeed in meeting the challenges that we’ll face along the way.

Thank you.

Turning the Corner

Good morning, and thank you, Joe [DePete].  I appreciate the opportunity to speak to you this morning.

This is my second month as the Associate Administrator for Aviation Safety.  Although I am new to this position, I am certainly not new to FAA and its safety mission.  In fact, the FAA safety mission and the dedication of the employees in this organization were the key drivers for my return to the agency.  It is a privilege and an honor to be part of the AVS team again.    

Let me also take a moment and express my thanks and appreciation for what you all do for aviation safety.  There is no question that working together, we have a greater impact on promoting and advancing safety.  Industry and regulators have been very active to improve safety through proactive means … using data and identification of precursors.  And developing mitigation to address them.  We’ve made significant progress over the past two decades.  Each one of us should take pride in having a role in achieving our collective successes.  In this partnership, our respective roles and responsibilities can’t be overemphasized.   Today’s safety record is a testimony to what can happen when we work together, share information and take our role  and responsibility seriously.

The numbers prove it.  Colgan and UPS were a long time ago, but we certainly have not forgotten.  We’ve set the safety bar very high.  The target for the Commercial Air Carrier passenger fatality rate this year was no more than 6.4 fatalities per 100 million persons on board.  As of July 31, the actual number is zero point three.  The numbers for GA are headed in the right direction as well.  In FY 2017, our target for GA was not to exceed 1.01 fatal accidents per 100,000 flight hours.  As of July 31, the rate stands at 0.81 fatal accidents per 100,000 flight hours.  That’s remarkable. 

Despite these successes, despite advances in analytical tools to identify precursors, we became aware of shortcomings in a highly specialized segment of aviation, after a horrific crash, captured for millions to see, through the lens of a dashcam.  There are certain images that will always stay with us.  The accident in Bagram is definitely one of those images.

To be clear here, the FAA does not view this industry through the lens of that dashboard video.  Your position as an economic driver is without question:  a million jobs and revenues over a hundred billion.  90 percent of domestic revenue ton miles, and just about three-quarters internationally.  To say that you’re an important part of the economy in an ever changing world is an understatement.  You have as many business models as you have clients.  If it’s in someone’s house, chances are someone here touched it somewhere along the way. 

There is no doubt in my mind that everyone in this room recognizes the need for learning all the key lessons from that accident and doing our best to prevent similar unfortunate events.  However, I hope you agree with me that the first step in fixing a problem is recognizing that there is one:  awareness, acceptance, and the willingness to address it.  

The word focus implies a number of elements, all of which are necessary for defining solutions, communication, and eventual implementation of those solutions.  Focus is about being aware of our environment, being on top of it.  In aviation, we have to be fully aware of what’s really happening out there.  We’re here because we want to make absolutely sure that everyone is on the same page.  That we’re all aware of what’s going on.  That we know what everyone is doing about it.  That my plan and your plan are at the very least cognizant of a destination we can all agree on.

The time we spend talking here about challenges will help make sure we’re all communicating, working together and using the same language to describe the same issue.  That we’re aware that there are different perspectives, but we’ve all got to come out to the same place, and that place is safety.  Steve Moates is going to talk about that at greater length later. 

I’ve known many of you for many years, but for those of you I’m just meeting for the first time, this is where I’m coming from:  In safety, communication matters.  In cargo safety, consistency matters.  If you don’t have both of those, we’ll never get to the place where collaboration can make a difference. 

I want you to know we’re cognizant of your challenges.  A very diverse fleet and very diverse operations.  Lack of OEM support for legacy aircraft, which also happens to be a problem for us.  Attracting pilots.  Retaining pilots.  There’s a difference between supplemental and scheduled, just the way there’s a difference between cargo and passenger operations. 

With all of that as context, we’re moving in the right direction. 

If we walk away from Bagram thinking it’s only a lesson in special cargo and tie downs, I think we’re missing the point.  The NTSB made its thoughts clear on inadequate restraint procedures.  Operators must remain vigilant about the carriage of cargo.  What are they carrying?  How are they loading it?  And, how are they restraining it? 

The Cargo Focus Team is blunt recognition by us that we didn’t have a good grasp on cargo.  I think the Cargo Focus Team is the special attention that was called for.  Their mission is simple:  to improve the safety of cargo operations.  They evaluate cargo operations and provide technical support. 

This team makes things happen.  They issued a new notice on custom data collection tools for all 121s using computerized weight and balance programs.  They issued two SAFOs on non-compliance with the weight and balance manual, and another on pallet straps.  Separately, I should note that there is a rulemaking committee tasking on loadmaster certification. 

This is important work that we must do together.  The Cargo Focus Team makes educational outreach to ASIs in the field a priority.  Last year, they crisscrossed the country visiting Flight Standards and Aircraft Cert offices.  And they’re going to keep doing that. 

Our collaboration doesn’t end there.  I think the Commercial Aviation Safety Team seals the deal.  It shows all of us what happens when the regulator, industry and labor are all sitting down at the same table.  I don’t know if you know this, but the CAST model is catching on elsewhere, such as highway safety.  About a year ago, they came in, filled the FAA auditorium, and then they picked our brains about how we got so safe.  The short story is that when the automotive executives came in, it was a fireside chat—and CAST provided the spark. 

I talked about some short-term success a moment ago.  CAST is what’s going to help us build on those.  It’s a multi-step process, and everyone in the room is leaning in every step of the way.  At InfoShare, ASAP and FOQA.  With the Aviation Safety Information Analysis and Sharing system that helps us scrub data from across the industry.  And from CAST—which develops effective mitigation strategies that all of us voluntarily adopt.  Collaboration works.  And we see it in the cargo industry, where you and your labor partners are the cornerstone to ensuring the highest standards in safety. 

Speaking of CAST, some of its mitigation strategies might not be compatible with some of your operational requirements.  That’s OK.  You may have other mitigation strategies that are equally effective.  From our perspective, under a safety management system, carriers are expected to conduct a risk assessment of systemic risk identified by CAST … and then take appropriate action as the operator considers to be adequate.

I think we can get there.  I know from John Duncan that you’re interested in working with us on special cargo, on load master requirements, the Cargo Focus Team, and what is perceived as different treatment between domestic and foreign carriers.

I’m hopeful that you’ll view this conference as a sign that we can work through all of this.

My confidence is based on what is quickly becoming Exhibit A when it comes to demonstrating the agency’s ability to take a different approach and make it stick.  That’s the compliance philosophy, which by any measure is an overwhelming success.  The Compliance Philosophy is founded on the assumption that everybody in the aviation community wants aviation to be as safe as possible. And so far, the results are positive.

We’re finding that the time spent to correct problems through Compliance Actions is much less when compared with the time spent on enforcement. Since the program began two years ago, we have cut the number of enforcement actions by 70 percent. During the same time, we have corrected over 8,000 safety issues using non-enforcement Compliance Actions.  These actions represent issues that were identified, documented, and addressed with a corrective measure.  These are risks that were mitigated, problems eliminated, safety of the NAS improved. 

We used to measure success by how high our stack of hate mail was compared to the previous year.  That’s no longer the case. 

I know, for example, that the Cargo Focus Team has encountered numerous instances of inappropriate, incomplete or missing procedures.  In most cases, the carriers were given time to make corrections without interruption to their operations.  These instances did not create immediate safety of flight issues.  But when they did, the carrier was asked to discontinue the practice until correction could be accomplished. 

My point here is that when we, or the carrier discover noncompliance or potential noncompliance, if the carrier is willing and able to make correction and become compliant, we will use compliance actions rather than enforcement. 

We want to work with industry to determine the root cause of the noncompliance.  We want to establish mitigations that will prevent these type of issues from happening again. 

We’re about education.  We’re about making sure that issues come to the fore, that they’re analyzed, and that inappropriate behavior, techniques and situations are identified, mitigated and eliminated.  The feedback we’re getting is helping to drive the change.  The compliance philosophy is dynamic:  the better the feedback, the stronger it becomes.

The shift from forensics to data study that came about through CAST is showing us that we’re not going to raise the safety bar if we try to lift it with a heavy hand. 

Let me close with this:  Let’s never forget the lesson learned from Bagram.  We must pay greater attention to what cargo we are loading, and how we are loading and restraining it.  That’s a lesson we can’t afford to learn twice.  In our view, the whole cargo process has improved since the development of the Focus Team.  There’s a give and take that quite frankly wasn’t there before.  John Duncan calls it a different mindset.  I like that.

We recognize there’s a real difference between bulk cargo and special cargo, and you’ve helped us get a handle on that.  We’re light years ahead of where we were just four short years ago.  Cargo operations really are an ever-changing landscape, and I think we’ve demonstrated that we can change with you.  We’re not talking about new rules or standards:  just compliance with what we’ve already got. 

I think we’ve turned the corner.  I think you think that, too.

Securing America’s General Aviation Future – Together

Remarks As Prepared for Delivery

Hello, everyone. It’s great to see you all again.

AirVenture is always one of my favorite events. But I’ll admit – this year is a little bittersweet.

It’s my last trip to Oshkosh as FAA Administrator – one of many lasts I’m likely to experience in the next few months.

In the seven years I’ve been with the FAA, I’ve been lucky enough to see some truly extraordinary things.

I’ve seen drones go from being a niche and a hobby to a worldwide phenomenon with far-reaching potential for industries and consumers alike.

I attended a commercial space launch where a reusable rocket booster landed on a ship off the coast of Florida – a feat that dramatically changed the economics of the space business.

And I’ve witnessed NextGen air traffic modernization transform from an idea to a reality that’s delivering tangible benefits to airlines, businesses, and passengers across the country.

All of this has occurred despite some less than extraordinary things happening as well. Since joining the FAA, the government has been shut down, we’ve dealt with the sequester, and we’ve endured the uncertainty of 23 short-term reauthorization extensions.

That’s no way to run the best aviation system in the world.

As most of you know, a debate is raging in Washington right now about the future of American aviation.

In my opinion, this conversation is long overdue.

The very definition of what aviation is has changed dramatically in the last few years.

And we need to have a meaningful discussion about how we can improve the services we deliver today – while preparing for an increasingly complex and growing set of users in the future.

At the end of the day, the FAA wants to deliver the traveling public and all airspace users a safe and efficient air traffic system that is second to none.

Air traffic modernization is needed if we’re to meet the growing demand in our nation’s aviation system.

We look forward to a reauthorization that helps the FAA build on its safety record, modernize our nation’s air traffic control system, and ensure one of our nation’s most valuable assets – the air above our heads – remains available to all Americans.

We can’t talk about the future of American aviation without talking about the future of general aviation. They go hand-in-hand.

The fact is, you’re a large part of what makes our system so special. No other country in the world has a GA community as large and diverse as ours.

We all want that to continue. We want your ranks to grow. And we want the kids coming here to Oshkosh today to inherit a stronger, better aviation system.

So how do we get there?

I think it comes down to a simple idea: partnership.

The history of general aviation in America was shaped by courageous pilots, visionary manufacturers, and safety-minded regulators working together.

We all have a role to play in securing its future.

The FAA is committed to doing its part. We’re working to become a more efficient and nimble organization.

We want to be a better partner.

And when I look at our record from the last few years, there’s no question in my mind that we’ve improved the way we deal with pilots and the planes you fly.

That starts with how we think about medical certification.

We recently rolled out a new, common sense approach we’re calling BasicMed.

Instead of requiring you to see an Aviation Medical Examiner and obtain a third-class medical certificate, most of you can now get an exam with your doctor and take an online medical education course to get qualified.

Now, there are a few additional criteria you need to meet, so I’d encourage you to stop by the FAA’s booth or visit our website to find out if you qualify.

More than 14,000 people have already completed their online training and are now allowed to fly under BasicMed.

But even if you have a health issue, I’d encourage you to contact our Aerospace Medicine office.

There’s this misperception out there that dealing with our medical team is the first step toward losing your license.

Nothing could be further from the truth.

In fact, we approve the majority of the requests we receive for special issuance medical certificates.

We’re not adversaries. We want you to be able to keep flying. We just want to work with you to figure out a way to do it safely.

We have quite a few members of the Aerospace Medicine team at Oshkosh, and I hope you’ll take the time to meet with them. Our doctors are highly-trained aerospace medicine experts – and many are also pilots. And they’re a terrific resource for you to take advantage of while you’re here.

In addition to changing the way we certify pilots, we’ve also shifted our approach to aircraft and equipment certification.

New technologies have the potential to kick off a revolution in general aviation. All of the building blocks are there.

Just look around us. I’m always in awe of the innovation on display here at Oshkosh.

It’s a reminder that aviation manufacturers employ some of the most brilliant minds on the planet.

They need a regulator that’s equally invested in that spirit of innovation – and the FAA is committed to being that partner.

We recently overhauled how we certify small GA aircraft.

Instead of telling manufacturers how to build airplanes, we’re defining the safety goals we want to achieve and giving industry the freedom to come up with innovative solutions.

This approach will allow us to get safety technologies off the drawing board and into planes more quickly.

Manufacturers are already planning to bring experimental aircraft equipment to new small GA planes when our rule goes into effect next month.

But the potential benefits extend far beyond that.

Engineers are hard at work studying advanced concepts like electric propulsion systems and vertical takeoffs for aerial taxis.

And some of the technology being developed for drones could also have profound implications for GA aircraft design.

The FAA will be there to meet these game-changing ideas head on – and with a more flexible attitude.

We’ve been educating our certification specialists in the field about the new rule. Our message is simple: We’re not going to try to shoehorn new ideas into the same old box anymore.

Instead, we’ll be working hand-in-hand with manufacturers to help usher in general aviation’s next great era.

But we’re not going to let the existing fleet fall behind.

We’re applying this same collaborative attitude toward certifying equipment that will modernize older planes.

One of the stars of this year’s show is Doc – a vintage bomber that was painstakingly restored to its former glory by hundreds of volunteers in Wichita, Kansas.

On the outside, that B-29 looks as good as it did the day it rolled off the Boeing assembly line in 1944.

But on the flight deck, it’s a brand new machine – with cutting-edge avionics systems that couldn’t have even been imagined seventy years ago.

Technology can help breathe new life into an aircraft. And the FAA is streamlining its processes so that you can benefit from upgraded equipment, lower costs, and higher levels of safety.

For example, we approved the Trio and TruTrak low-cost autopilot equipment last week.

We worked with CiES to approve a more reliable fuel gauge that will accurately provide fuel levels – instead of just letting you know if the tank is full or empty.

And we hope to soon certify Dynon’s SkyView, which consolidates all of the information a pilot needs to know into a single display.

These certification policies represent a new way of thinking for our agency.

And as we collaborate with more manufacturers and open up new pathways to approval, it will only get easier and faster for us to continue doing so in the future.

It’s like we’re exercising a muscle – the more we use it, the stronger it gets.

I’ve stressed this point to my team at the FAA time and time again: improving the way we work isn’t just something we should do.

It’s something we must do.

The world around us is changing – fast.

And we owe it to everyone who counts on our services – including our partners in the GA community – to do our part to keep up.

But here’s the thing about partnership: it’s a two-way street.

The FAA can’t do everything on its own.

If we’re going to succeed in securing general aviation’s future, we all have to step up.

Every year that I come to Oshkosh, I have to talk about ADS-B. And every year, the story is pretty much the same.

All aircraft flying in controlled airspace are going to need to be equipped with this technology by January 1, 2020.

That deadline hasn’t – and won’t – change.

It’s been in place since President George W. Bush’s administration. And if you’re planning to fly your plane after 2019, you’re going to have to get on board with ADS-B – soon.

Repair stations around the country are already getting booked up with installation appointments. And it’s only going to get worse as the deadline approaches.

As many as 160,000 planes need to get equipped – and only about 26,000 are currently in compliance.

It’s time to call your repair shop, make installation plans, and pick out your equipment.

Manufacturers have produced a lot of great options that comply with the mandate, and units can be found for as little as $2,000.

The FAA is also trying to make this as painless as possible. Last year, we announced a $500 incentive to help eligible aircraft owners off-set the cost of installing ADS-B.

I didn’t think we’d have a problem giving away free money. But we still have 12,000 incentives available – and the program expires on September 18^th.

Please: Don’t leave this money on the table.

Manufacturers have done their part. The FAA has done its part.

Now it’s time to do yours.

ADS-B is essential to the future of American aviation.

By using satellites to pinpoint where aircraft are at any given moment, it gives us a much safer and more accurate picture of our airspace.

But it only works if everyone is using it.

The way I see it, we’re lucky to be flying at a time when we have this kind of technology available to us.

The only guidance tools America’s earliest pilots had to go by were their eyes. In fact, the first man-made air navigation aids were a transcontinental series of bonfires the U.S. Postal Service set up so mail could travel at night.

And the first air traffic control tower – if you can call it that – was operated out of a wheelbarrow by a guy named Archie League, who used two signal flags by the side of the runway to let airplanes know if they should hold or go in St. Louis.

It’s hard to imagine today, isn’t it? Although we definitely get a taste of it as we maneuver all of your planes in and out of Oshkosh every year.

But moving from bonfires and wheelbarrows to satellites and computers took less than the span of a single lifetime.

You know, visiting KidVenture is one of my favorite things to do when I’m here every year. And as I watch these young people build things and learn how flight works, it often makes me wonder:

What’s our aviation system going to look like when they’re my age?

No one can say for sure – but we’ve got a few ideas.

Some day in the not too distant future, your planes will still be sharing airspace with jumbo jets and helicopters – but also commercial space rockets, package delivery drones, aerial taxis, and other technologies that haven’t even been dreamed up yet.

One thing is for certain. The decisions we make today are going to shape that future.

And we need your help to take the next step forward to get there.

Let me close today by simply saying: thank you.

It’s been an honor to come to shows like this and meet all of you over the years.

There are folks out there who have said the FAA Administrator should always be a pilot.

I am not one – though I’m happy to say I’ve gotten to know quite a few.

But even without my own set of wings, you’ve always made me feel welcome.

And while this may be my last time here in an official capacity, I can guarantee you will see me back at some point in the future – as just another enthusiast for these gravity-defying flying machines.

Thank you.

The Aviation Club of the UK\t

Remarks As Prepared for Delivery

Good afternoon.

It’s an honor and a privilege to visit with you here today at The Aviation Club. I want to especially thank (Chairman) Jane Johnston for the gracious invitation to speak to such a distinguished group of business leaders.

Before I begin, I would like to take a moment to express condolences for the losses and injuries suffered during the recent terror attacks in Manchester and London.

As your colleagues, and as citizens of the world, we share in your sorrow.  Let us all reaffirm and strengthen our joint commitment to eradicate senseless violence wherever it might occur. 

I think you’ll agree with me that we are all fortunate to be involved with aviation during what has become one of the most exciting periods in this industry’s development in decades.

Around the world, we are seeing a fundamental change in the definition of the term “aviation.”

For decades, aviation was defined as conventional aircraft flying from Point A to Point B as safely as possible.

The questions back then were, “Can we get there faster? Can we climb higher?”

A great example of the innovation that shaped our industry was Great Britain’s own Sir Frank Whittle. At the age of 23 – while still a junior pilot in the Royal Air Force – he conceived an idea that eventually became today’s modern turbojet engine.

He asked the right questions, he embraced the challenge, and he found the answer, even though the established “experts” initially wrote off his genius to naïve youthful exuberance.

In the process, Whittle triggered series of events that changed the face of aviation, shrunk the world and ushered us all into the Jet Age. As Bill Gates noted, “the airplane became the first World Wide Web, bringing people, languages, ideas and values together.

Today, a host of new users is seeking to change the world again.

But instead of conventional aircraft, they are flying small unmanned aircraft. Or launching commercial space vehicles every couple of weeks.

Others are beginning to envision a day in the not-too-distant future when airborne taxis might whisk you to your next business meeting.

All of these new players are looking to government regulators to enable them to fly when and where they want, and to do so safely and efficiently.

As you might imagine, this is putting increasing pressure on agencies such as the Federal Aviation Administration and the U.K. Civil Aviation Authority to keep pace with the rapid rate of change.

I am pleased to say that we are engaged in a number of cooperative efforts with the U.K. as we work on an international basis to include these new users into a well-established culture of safety and shared responsibility.

Every day, it seems, we face new challenges, whether it’s the new players I just mentioned or dealing with environmental issues or upheavals in the political landscape.

The good news is that aviation has always been characterized by change.

By its very nature, aviation has always been about posing new questions, challenging conventional wisdom, and relentlessly seeking answers.

We are seeing this play out at an unprecedented rate with small unmanned aircraft. A modern jetliner might take five or more years to go from concept to first flight.

With unmanned aircraft, that development schedule is measured in the scale of just a few months.

Instead of a handful of aircraft manufacturers, there are dozens of them, producing hundreds of thousands of aircraft.

In the U.S., the FAA moved swiftly to put into place an initial framework of performance based regulations.

We have collaborated extensively with the industry and other agencies to address emerging safety, security and technical challenges at a pace that ensures safety without unduly stifling innovation.

A few weeks ago, I took a tour of a convention hall in Dallas, where the leading manufacturers of small unmanned aircraft displayed their latest products.

As you might imagine, many of these companies have developed new innovative uses for these aircraft.

I saw a drone that could attach itself to the underside of a bridges or other infrastructure and then methodically inspect for corrosion and cracks.

Another was equipped with sensors that could count the number of apples on each tree as it flies through an orchard.

One thing they all included was an amazing array of miniaturized technology.

I fully expect that some of it will cross over into traditional aviation, where every ounce still counts, even on something as large as a modern jetliner.

I know some people in the aviation industry have been suspicious and even hostile toward the integration of unmanned aircraft into our predictable, clearly defined hierarchy.

But when I meet with some of these new, and often young, inventors and entrepreneurs, I’m reminded of a couple of bicycle mechanics from Dayton, Ohio.

Wilbur and Orville Wright were aviation outsiders. They were bicycle mechanics, not engineers or scientists.

Yet they used meticulous scientific methods to test every leading theory on aeronautics.

They proved conventional wisdom wrong, and then they wrote the first chapter in the story that brings us here today.

I will be visiting the Paris Air Show next week. Every time I attend of these major gatherings, I marvel at how far we’ve come, not just since Wilbur and Orville, but even in the couple of years since I was last in Paris.

As stewards of this industry we share a responsibility to protect this mode of travel and to nurture its future. Every day, we ask ourselves, how can we make flying safer? How can we be more efficient? What lies over the horizon?

Since the beginning of manned flight, aviation has been the catalyst for international relationships. This has particularly been true of the bonds between the United States and the United Kingdom.

Across the globe, aviation has helped to foster an intellectual and economic prosperity that’s unparalleled in human history.

Today, we are able to fly longer distances in greater safety and comfort than ever before. Almost any two places on the planet are now reachable in a single flight.

And soon, it will not simply be two points on Earth, but how we manage passengers flying into space and back.

At the same time, the worldwide security environment and concerns about terrorism have added new concerns that extend far beyond questions about aerodynamics and fuel calculations.

Most recently, these concerns have been highlighted by security precautions that resulted in the prohibition of large portable electronic devices in the cabins of many international flights between the U.S., the U.K. and the Middle East and North Africa.

These decisions were taken with utmost consideration for the safety of the traveling public.

Rest assured, the security experts, in conjunction with safety regulators such as the FAA, are working to make sure we understand the evolving threats.

We are working in conjunction with our international partners and the industry to protect the traveling public.

As regulators, airline operators, aviators and business leaders, we are constantly called upon to make flying even safer. And we have achieved an amazing track record together.

I am pleased that airlines and governments around the world have collaborated through organizations such as the International Civil Aviation Organization (ICAO) and the International Air Transport Association (IATA).

We all know that when one boards an aircraft, it’s with the purpose of going from one place to another.

An airline accountant might tell you that the company’s product is seats. The more of them you fill – and the higher the fare – the more money you make.

But at its core, I think you’d agree that this industry’s real product is safety.

This has been true since the very first days of aviation.

In the United States, here in the United Kingdom, and in the rest of Europe, some version of what we in the States called “barnstormers” crisscrossed the countryside.

They’d drop into a pasture, and for a day or two, they’d take the locals up in the air and show them their little piece of the world from the air.

While many people jumped at the chance to experience a death-defying adventure, the manufacturers and the pilots knew that aviation’s viability ultimately depended on convincing the public that it also was safe.

One of my favorite stories is that of an American named Clayton Scott. He was one of the early pioneers to fly into what was then the uncharted territory of Alaska.

Because there were no runways to speak of, the airline he worked for operated so-called flying boats with thin wooden hulls and fabric-covered wings.

The owner of the airline was willing to try anything to entice his pilots to be as cautious as possible.

He announced a contest: The first pilot to deliver 1,000 passengers across the Gulf Alaska without killing anyone would win a new car.

This wasn’t as simple as it might seem. Often, Scott would be required to land or take off from a cove or harbor that he’d never visited.

Scott was just a few flights away from the goal when he attempted to depart from a cove near Valdez.

Just before the plane reached takeoff speed, it struck a submerged rock that ripped a hole in the bottom of the mahogany fuselage.

By the time Scott nursed the plane back to shore, his three passengers were sitting up to their chests in water – safe, but wet.

Scott went on to win the car, and he was justifiably proud of it.

Later in life, Scott recalled those days. “A pilot back then had to be part aviator, part bushman, part mechanic – and part crazy,” he said.

They say that there are old pilots and bold pilots, but no old, bold pilots.

Well, Scott was an exception. He remained an active airman for decades afterward, making his last flight as a pilot at age 100.

And the little upstart carrier he flew for in Alaska? The long-forgotten Pacific Air Transport became part of a company that most of you know today as United Airlines.

Now, if you are like me, I suspect that many of you spend quite a bit of time on airplanes as part of your business dealings.

Anytime I board an international flight, I take a moment to look around at the wide variety of passengers loading their luggage into the overhead bins and preparing for the long flight ahead.

To a person, each and every one of them expect one level of safety throughout their flight. For them, safety knows no borders.

For those of us in the safety business, we must do what is necessary to fulfill that expectation. We rely on agreements and treaties, conventions and protocols.

Many of them have been carefully developed over decades, incorporating lessons learned into a format that ensures that seamless transition from one jurisdiction to another that passengers expect.

The framework for some of these agreements has come into sharper focus as the United Kingdom has wrestled with the prospect of exiting from the European Union.

I know that many in the U.K. were surprised at the outcome of the most recent election, and the uncertainty it has brought about whatever the next steps might be. (I know that we in the U.S. can speak with a little bit of authority about surprise election results.)

From the standpoint of the U.S., I want to reaffirm the importance of the close relationship our two nations have enjoyed for decades. We are tied together by many common interests, and safe, seamless air travel has become a vital part of this.

Every few seconds, an aircraft built of components from suppliers across the globe takes off. On board are citizens from multiple countries – with business that also knows no borders – expecting us to do our jobs.

I can tell you that we in the safety regulatory business are not waiting for the politicians to resolve everything. I am here in London to demonstrate our high level of commitment to these important discussions.

As the U.K. continues along the path toward exiting from the E.U., there will be consequences that would require us to work collaboratively to manage. For example, upon exit from the EU, the U.K. will no longer have status under the US-EU Safety Agreement.

Why is this important? With limited exceptions, U.K. aviation products are currently certified by the European Safety Agency (EASA). And service providers, such as Maintenance, Repair and Overhaul facilities, are certified using EU regulation and EASA procedures.

If the U.K. does not maintain an associated or working arrangement with EASA upon exit from the EU, the UK will need to quickly re-establish competencies in specific areas, especially around the certification of new aviation products.

Additionally, the US-UK Bilateral Aviation Safety Agreement, now largely dormant, may need to be updated and put into place upon the U.K.’s exit from the EU. This is manageable but it will take time and depend on the clarity of the U.K.’s relationship with EASA going forward.

As I mentioned, the FAA is engaged in technical discussions with the U.K. Department of Transport and the Civil Aviation Authority about specific steps that must be taken under various scenarios related to the U.K.’s post-exit status with EASA and Single European Skies.

Now, clearly, discussions such as this are complicated and time-consuming by their very nature.

It is important to keep these time constraints in mind, and to not get sidetracked into a uncomfortable situation in which a missed deadline results in an interruption of service.

I am confident that regulators on both sides of the Pond are committed to “minding the gap” and ensuring uninterrupted, seamless safety oversight and certification of products and services, as well as continuous collaboration on air-traffic modernization.

I mentioned earlier that aviation has always been an unlikely story, an alchemy of seemingly outlandish dreams and a relentless devotion to exploring the boundaries of science and experimentation.

Aviation is also a shared story.

Throughout its comparatively short history, the aviation community has worked across borders and oceans to encourage advancement.

Now, it’s true that some of what drove aviation higher and farther was the spirit of competition. Charles Lindbergh made the first solo crossing of the Atlantic in 1927 to claim a prize that was sought after by many.

But that challenge was set into motion in 1919, when British aviators John Alcock and Arthur Brown made the first non-stop trans-Atlantic crossing from Newfoundland to Ireland.

And as we have seen, so much can happen in a single lifetime.

When Frank Whittle invented the jet engine, he probably never imagined it would one day be packed into a machine as magnificent as the Concorde, but he lived to see it happen.

The same could be true about us today.

If you think about it, many of us in the room have witnessed some remarkable advances just during the space of our own lives.

As a child in the 1960s, I followed the U.S. Apollo program as it made good on President Kennedy’s challenge to reach the moon by the end of that decade.

A decade from now, it’s entirely possible that privately owned space ventures and citizen astronauts will be making their own giant leaps for mankind.

Already, we’ve seen entrepreneurs like Elon Musk, Jeff Bezos and Richard Branson, just to name a few driving enormous changes in both the capabilities and the economics of the space launch industry.

And if you look closely at what has happened even during your career in the aviation industry, you might be surprised at how the landscape has changed.

I’m sure many of you remember during the 1980s and 1990s.

It became apparent back then that, with the increasing volume of commercial flights, the aviation community needed to make major progress in reducing the risk of fatal accidents.

In the U.S., we formed the Commercial Aviation Safety Team, which included members from the airline industry, manufacturers, academia and the government.

The team quickly put its finger on something that had been intrinsically true of this industry since the beginning: The true advancements in safety come through a willingness to identify weaknesses, correct them and then widely share those lessons.

So, beginning in 1997, the Commercial Aviation Safety Team took a systematic approach to identifying common accident causes and then addressing how to eliminate them.

Among other things, the team analyzed data from flight recorders.

Airlines around the world began adopting policies that encouraged flight crews to report – rather than hide – incidents and then identify ways to avoid them in the future.

New technologies were developed, including more realistic flight simulators that makes it possible to train crews to recognize and recover from simulated emergencies in a safe setting.

One by one, probable cause by probable cause, the industry made enormous strides in dramatically reducing accidents caused by factors such as wind shear, controlled flight into terrain and loss-of-control.

 By 2008, we had succeeded in reducing the commercial fatality risk by 83 percent from what it had been just a decade before.

It’s even more impressive when you consider that – had we done nothing – the experts predicted we’d be experiencing a serious incident or accident very two weeks by now.

Of course, we must never cease our quest to make air travel safer.

Just like that airline owner in Alaska during the 1920s, we recognize that safety is the underpinning of our continued success.

As an international community, we’ve done a great job on in the U.S. and Europe of ensuring that “one level of safety” that passengers expect. And likewise, large sections of Asia have embraced a similar approach to safety.

Our manufacturers are turning out airplanes that are increasingly more sophisticated and reliable, incorporating construction materials that would have amazed even the early dreamers.

But, as I said earlier, safety knows no borders.

Aviation accidents still garner worldwide media attention no matter where they occur.

It is incumbent on us as aviation leaders to continue to work through our international safety organizations to encourage the harmonization of standards and to relentlessly pursue the next level of safety.

It means, that like those who came before us, we must never become complacent and wrap ourselves in the comfortable cloak of conventional wisdom.

We can never stop asking if we can do this thing better.

And we must always keep our ears tuned for those voices from the sidelines, the voices of the outsiders and the innovators who just might be onto something.

As a British prime minister once said, “the finest eloquence is that which gets things done; the worst is that which delays them.”

May we all be eloquent as we chart the course of aviation in its second century.

Thank you.

Collaboration Is Woven Into Our Fabric

Remarks As Prepared For Delivery

Thank you, Margaret. I’m glad to be here. First off, I want to congratulate everyone who will be receiving awards this afternoon.

As an aviation community, we’re very fortunate to have people like you who volunteer their time.

Your efforts and your expertise contribute significantly to the FAA’s NextGen Advisory Committee, our Drone Advisory Committee, and other collaborative efforts that help ensure the safety and the success of aviation.

I know you had panel sessions on the NAC and the DAC this morning. It’s hard to fathom that just five or six years ago these two committees – which are so instrumental to our success now – didn’t even exist.

In the past, we tended to think of RTCA as a very technical organization.

We would turn to you for guidance on technical standards.

And that’s appropriate to the extent that aviation has always moved forward because of innovation. But aviation has also moved forward because of collaboration.  

What we’ve come to realize in recent years, and what we appreciate even more now, is that we have to focus on the business of aviation.

We have to determine the needs of the aviation community and forge a consensus on how to prioritize efforts that will produce the most benefits.

With that in mind, we’ve very much expanded the process of collaboration with industry. It’s now woven into the fabric of what we do. And I want to thank RTCA for helping us take that step.

One of the best illustrations of this approach is the NextGen Advisory Committee. Simply put, it has been a catalyst for NextGen.

With the help of aviation’s diverse community, we’ve been able to determine NextGen priority areas where we can deliver the greatest amount of benefit in the near term.

Through this forum, our stakeholders have a better understanding of our planning and decision-making, which bolsters trust and cooperation among everyone.

And as issues come up, we leverage this trust as well as the diverse set of expertise of the members of the NAC. 

Jim Crites, a NAC member, is being honored today with RTCA’s Achievement Award.  He recently retired as the executive vice president in charge of operations at Dallas-Fort Worth Airport.

Last year, Jim, along with Brian Townsend, co-chaired a NAC task group to develop recommendations for better engagement with local communities on Performance Based Navigation routes.

As you know, these routes save time and money. And while they can reduce the overall amount of noise in a given community, the precise nature of some of these procedures concentrates that noise over a smaller geographical area. And that’s generated a significant amount of debate.

Jim’s task force included people from industry, airports, labor, government and other groups. They issued a report in June of last year, which offered a number of important contributions.

For instance, it highlighted the need to address community concerns beyond simply satisfying legal requirements. 

It highlighted the need to ensure “no surprises” for the community.

And it underscored the importance of airports and other stakeholders to the success of PBN implementation.  There were other recommendations as well.

Since that report, the FAA has greatly stepped up its community engagement activities.  We hired a community involvement manager, and we’re now in a better position to engage the public and address their concerns.

For instance, we try to place flight routes over less populated areas, where possible.

Collaboration isn’t a new concept for Jim.

For many years, he has been an outstanding partner for the FAA. He’s helped us do some of the initial testing on Runway Status Lights at DFW more than a decade ago. And more recently, he helped clear the way for testing drone detection technologies. 

A big part of Jim’s impressive track record is that he brings together people with different interests to help forge consensus and move aviation forward.

The key point here is that when we have the kind of collaborative culture taking place through the NAC and other groups, people like Jim Crites and so many of you can step up and play important roles.

PBN is just one of our near-term NextGen priority areas that we identified in the NAC. Another one is Data Communications. 

Last year, we completed the deployment of Data Communications departure clearance service at 55 airports.

The NAC asked us to accelerate our original schedule and we were able to do so. We completed the task two and a half years ahead of schedule—which resulted in deployment related savings. This made it possible for us to install DataComm at an additional seven airports.

So far, more than 28,000 air traffic operations per week are taking advantage of this capability. One of the benefits we’re seeing is less taxi time by aircraft than would otherwise result because of bad weather.

While that 28,000 represents a fraction of total operations, it does show a growth rate of 6,000% in 17 months. But I recognize that we need to focus on working with the airlines to increase DataComm utilization. The industry asked us to accelerate the timetable for deployment. Now everyone – the users and the FAA – need to do their part so that we can increase the use of this timesaving technology. 

And over the next 30 years, we expect that DataComm will save operators more than $10 billion along with savings to the FAA of about $1 billion.        

Working with the NAC, we’re now putting a focus on the Northeast corridor.

We continue to work toward making NextGen interoperable globally, so we can deliver benefits beyond our borders. Toward that effort, international standards work remains critical. 

Through NextGen, we’ve already delivered more than $2.7 billion in benefits to the aviation community. And we expect that number to climb to $160 billion by 2030.

To secure these benefits, we must sustain the momentum that we’ve attained through the NAC and other collaborative processes.

And when we consider how instrumental this process has been for NextGen, we knew we had to take the same approach to integrate unmanned aircraft.

The drone industry is moving at an incredible speed.

And it seeks greater access to the airspace. But there was a lot of talking past each other. We needed to get the drone industry to talk to the aviation industry.

So RTCA helped us set up the FAA’s Drone Advisory Committee.

Through the DAC, we’re determining how the industry can achieve greater access into the airspace system.

With the assistance of the local government and community members on the DAC, we’re talking about the roles that local and state governments should play.

We’re also teaming up with NASA to develop a concept for a UAS traffic management system.

And we’re working with industry and other U.S. government agencies on the UAS Detection Initiative. We’re testing technologies that would detect unauthorized drone operations near airports and other critical infrastructure, and in unauthorized airspace.

The FAA’s biggest challenge remains stable funding.

Over the past several years – government shutdowns, furloughs, sequestration – and the lack of a long-term reauthorization makes it more difficult to plan and execute our NextGen efforts.

While we’ve made progress despite these constraints, I support looking at new ways to help us provide stable and sufficient funding to more rapidly modernize our system while maintaining the highest level of safety. 

Last month, President Trump released the details on his first budget proposal for Fiscal Year 2018, which calls for $16.2 billion for the FAA.

This budget request will allow us to continue delivering on our mission, while keeping our operational costs below Fiscal Year 2016 levels.

And the Administration has begun looking at a long-term plan for restructuring how we provide air traffic control services.

This plan would shift air traffic control to an independent, non-governmental organization.

This is the start of a much needed conversation that needs to involve all users of the airspace system and deliver benefits to the system as a whole.

As we have these important discussions, let me stress that our people at the FAA have accomplished so much under extraordinary circumstances. There is no doubt that their skill and dedication to our mission is what enables us to ensure that we have the safest, most efficient aerospace system in the world.

As we have these important discussions, we have to continue to partner effectively as a community.

We must continue to forge consensus as we proceed with NextGen, integrate drones and other new users, and address other important questions of the day.

We have achieved valuable momentum with this approach, and we’re making a lot of progress.

I look forward to our continued journey together.