Aeroclub

Thank you, Pete (Dumont), for that introduction. It’s great to be here today.

I’m not a superstitious man, but I have to say “13” is not my favorite number. And I am very glad that this year, which ends in the number “13,” is almost coming to an end…(pause)

And, I never realized how long 16 days could be. Last week, more than 12,000 furloughed FAA employees came back on the job, and the agency is gearing back up. It will take time to assess the backlog of work that developed during the shutdown. NextGen work was stopped or reduced. We issued about a thousand stop-work orders on contracts, which we have rescinded now.

This was a very challenging time, but I can tell you that we worked through this as best we possibly could. A shutdown is inherently an inefficient process and frankly I don’t want us to get good at it.  

FAA employees spent countless hours planning the 2013 furloughs, the sequester budget and the shutdown. Our energy needs to be spent running and improving the largest and safest aviation system in the world. As always, safety is our top priority and as we resume work we will reflect that commitment.

It’s hard to push the “pause” button on a complicated and wide scale operational agency like the FAA.  Suddenly speeding it up or slowing it down – either direction – is extraordinarily disruptive. We operate most efficiently and effectively under conditions of certainty. It’s what we need in order to carry out our mission.

Right now, we are finding ourselves in the middle of the aftermath of the recurring conflict over the fiscal course of the country, and the larger question of what do Americans want from their government and what role should government play in their everyday lives? 

And we are seeing the result – gridlock, denial of government services and economic disruption. 

Last week, Congress was able to reach agreement on a short-term continuing resolution and an increase in the debt ceiling.  While welcome news, it is not the final resolution of the debate that has consumed Washington, and the nation as a whole, over the past few months.

The multi-week shutdown has reminded many Americans of how integral government is in our everyday society.  Whether it’s the closure of national parks, cessation of critical medical research, or the certification and registration of new aircraft – the impact of removing government from the equation touches every economic bracket and every community across the country.

Aviation and aerospace hold a special place in American consciousness and are a symbol of American innovation.  Aviation was invented here.  It was 110 years ago that the Wright Brothers completed their first flight at Kitty Hawk.  Since then, aviation has grown to be our largest export industry.  It accounts for $1.3 trillion in economic activity and 10 million U.S. jobs.  And aviation has done so much to tie our country together, linking thousands of runways, landing strips and terminals, in major cities and our rural areas. Air transportation has allowed us to unify America in a way that would have been unimaginable 100 years ago.  

And the next 100 years will bring advances that we can’t even imagine now. While aviation is unquestionably an example of innovation, it’s also an example of collaboration between government and industry.  This collaboration has enabled us to achieve a position of international leadership. The U.S. is held up as the “gold standard” for aviation safety, efficiency and technology. 

And we need to keep it that way.

The aviation industry needs efficient regulation and certification to bring new products to market in a timely and competitive way.

The industry needs government to participate in building infrastructure, like NextGen, that benefits the nation and moves us forward.

It needs government to tackle long-range planning and solve the big problems that individual companies cannot possibly tackle on their own.

It was not that long ago that we all came together during the reauthorization of the FAA and recognized that the work we do is vitally important to our nation and to our economy.  We need to join together again now and vocally support and work on the priorities that we have established.

We need government and industry working together. That is how we are going to overcome the challenges that face us. One of us can’t do it without the other.

If these last few weeks have shown us anything, it’s that we can’t do everything as individuals.

For example, we want and need government to do things like ensuring we have clean water and safe food.  We want our government to ensure that our aviation system is safe. That aircraft and equipment meet the highest standards of safety—and that the men and women who control air traffic, fly airplanes and run our system are properly trained and qualified. We want and need our government to provide the framework and investment to create the infrastructure to allow the continued growth and innovation of the American Aviation sector.

Finally, we want government to do everything it can to ensure that we have a strong economy – one that generates jobs and is a global leader.  Toward this end, government’s role in aviation – in collaboration with industry – is critical.

Let me be clear – I am not saying that the government should do everything, and I firmly believe that there are many things that the government should not do at all.  What I am saying is that there are things that we do look to government to enable, to support and to lead. 

Funding for the government needs to happen in a predictable and reliable way so that we can consistently work towards the greater good.  Short-term, stop-gap funding is no way to run a government or an aviation system.

I think one of the biggest questions that our industry has to come together to answer is, what kind of an aviation system do we want? We need to think comprehensively about what we want to provide and how we provide the support for it.

Our industry has many segments and interest areas. Each segment promotes the parts of the system that are most important to its constituency, of course. But what we have seen earlier this year with the sequester and what we have seen in the last few weeks with the shutdown, is that we need to have a comprehensive view of our priorities and also stable funding.

• We must move forward with delivering the benefits of NextGen. 
• We have to certify new aircraft and introduce new users into our airspace such as unmanned aircraft systems and commercial space launches – areas where America can, and should lead.
• We know that we need to constantly raise the bar on safety and the way to do that is to be smarter about how we ensure safety and use the wealth of data that is available to us.
• We need to work on improving safety and sustainability across the globe. This is both for the benefit of Americans who fly overseas and for the economic benefits of having a robust aviation industry that provides a level playing field to compete on the global stage. We need to maintain America’s place as the premiere aviation leader.
• Finally, we need to recruit and train our workforce to adapt to the innovation that we’re seeing in the industry and to forge the way towards the aerospace system of the future.  

These are broad priorities which I think we can agree on. The details of exactly how we get there is something that we need to work through.  The FAA has traditionally provided a variety of services to our airspace users in addition to air traffic control. We provide flight plans, weather briefings, updated navigation charts, aircraft certification and pilot certificates. We are increasingly being asked to do more with less. We have an aviation trust fund, but this trust fund only covers about two-thirds of our budget. I think we need to ask ourselves – and ask you, our stakeholders –whether we really want to, and need to, do everything the way we’ve always done it. What should industry and the public expect the FAA to provide? Are there reasonable changes we can make to align with our future vision of the industry?

One thing I think is vitally important is for the aviation industry to start having serious conversations about the structure of our aviation system, as well as the way to fund it. In the past, we have had debates over how to fund our system. I have heard from many of you that these discussions, which have historically been difficult are starting to happen.  And that’s significant. 

The continuing resolution provides a fresh start and the possibility of a fresh budget agreement to move forward. I certainly hope it lays the groundwork for a broader budget deal in the future. I’m also encouraged that the continuing resolution provides the FAA with an annual rate of $100 million more than last year’s budget. It’s an acknowledgement that the cuts we are facing have serious consequences on both the FAA workforce and the sustainability of the system.

That being said, the FAA still must cut hundreds of millions of dollars this year under the sequester. We are operating at historically low levels of funding and the continuing resolution just keeps us at these reduced levels.

In addition, we are facing a $5 billion backlog in deferred maintenance of the facilities and equipment we use to run our national airspace system.

In this extremely difficult financial environment, we’re going to have to prioritize. We can’t keep doing minimal across-the-board maintenance. We’re going to have to have a thoughtful conversation about what it makes sense for the FAA to continue doing, and what we might be able to stop doing, or do differently. 

And that conversation needs to involve all of us. We must come together to decide what kind of system we want and need.

Aviation has always been about innovation and boldly trying new ways of doing things. That’s what has made the industry grow and prosper.  This willingness to seek new solutions is what turned two bicycle mechanics from Ohio into the world’s first pilots. It’s what put a man on the moon, and it’s what is going to create another 100 years of breakthroughs in aviation.   

As we move forward, the question is, are we really going to address the important issues we need to face and are we going to forge a new future, or, are we going to hold back and wait for something to happen?  I don’t think any of us want to wait and we should not.  Instead, we need to look at the big picture. Our industry, our advancement, our priorities are too important to sit back. We must take hold of the reins and take charge.

If we do that, I’m optimistic that today’s gridlock will not be here to stay.

Completing NextGen’s Critical Foundation

Remarks As Prepared For Delivery

Thank you, Pete [Dumont].  I often begin my remarks by saying I’m glad to be here.  Well, this morning, I’m REALLY glad to be here!

As Pete knows, it didn’t look like I would be able to join you today because of the shutdown.  I am glad to talk about NextGen again, after almost three weeks with virtually the entire NextGen organization on furlough.  

As you probably are aware, during this shutdown, the FAA had to focus only on essential functions immediately related to safety.  The system ran – and ran well – with a skeletal staff.  Our operations staff carried out our safety mission, even as they weren’t being paid.  I thank them for their enduring professionalism. 

But all “discretionary” activities – like NextGen, like the aircraft registry, like new aircraft certifications – came to a halt. 

Last week, we brought back more than 12,000 furloughed employees.  Now we will restart NextGen work.

You may also know we have a new Assistant Administrator for NextGen, Major General Ed Bolton.  He was only on the job six days before the government shutdown.  General Bolton is here today and he will be speaking here on Wednesday.  His engineering background and extensive experience managing complex programs with the Air Force will be a huge benefit for the FAA as we resume our work on NextGen.  

In our early conversations, Ed made a point to me that I think is worth reiterating here – and the engineers in the room I think will agree with it.  He said, “NextGen is a complex systems engineering project.  It has a huge number of interdependencies and tight schedules.  We can’t just turn it on or off.  We can’t speed it up or slow it down without ripples through the entire system.” 

General Bolton’s absolutely right. ?Yet, we’ve spent much of the past year looking at various budget scenarios … suspending program efforts during FY'13 furloughs … then determining which ones to restart.  Then planning for FY'14 furloughs.  Then navigating the shutdown.  And now reopening with a budget that carries only to January 15 – less than three months from now.

And unless the sequester is permanently fixed, we’re going to deal with this issue through the remainder of the fiscal year.  And then again in FY'15.

This is not a sustainable course of action.  It’s no way to run a business … and it’s no way to run a government.

NextGen is the most transformative infrastructure project currently under way in the United States.  It’s why I’m here.  It’s why General Bolten is here.  We know its success is crucial to enable the growth and change in aviation and make us more competitive in the global economy. 

We remain committed to its full implementation AS IS.  It doesn’t need to be reset.  It needs to be implemented, and we need a budget to do that.  A project of this complexity will not succeed if we don’t have consistent, budget certainty.   

Having said all that … the good news is we are getting close to completing NextGen’s critical foundation.  This foundation includes a much-needed upgrade of the basic hardware and software systems that allow us to control the airspace.  These are programs you’re familiar with— ERAM, TAMR, ADS-B, ATOP.  Much of this work has been disrupted by the sequester, furloughs and now the shutdown … and we’re evaluating the budget impact on programs through January 15th.  But in broad terms, these important upgrades are in the final stages.  Let me give you a quick overview of where these programs are.   

• ERAM—we are in the final stages of upgrading the computer system that has been running our nation’s high altitude airspace system.  This upgrade program provides the platform for many future NextGen technologies and will increase the capacity and efficiency of the system.  To date, 17 of our 20 en-route centers have been upgraded.  
• TAMR—We have also made progress upgrading the computer systems that run our nation’s approach radar airspace.  This program will provide a common platform for terminal automation.  This is a massive project that requires switching out computer processors, screens and software, and re-training controllers in over 150 TRACONS—all without disrupting air traffic service.
• ATOP—We have already completed the upgrade of our oceanic centers in New York, California and Alaska – with the program known as Advanced Technologies and Oceanic Procedures, or ATOP.  This technology allows us to benefit from the efficiency of NextGen in controlling 24 million square miles of oceanic airspace.
• ADS-B—And finally we have installed more than 70 percent of the ground transceivers across the country for Automatic Dependent Surveillance-Broadcast.  ADS-B will transmit aircraft location to controllers and other ADS-B equipped aircraft with a dramatically faster update than radar.  That enhances safety and saves operators time, fuel and money.  We’ll complete the nationwide deployment of ground transceivers by next year. 

All of this software, hardware and equipment form the foundation of NextGen.  

I like to use the metaphor of the iPad.  We are building a new platform on which we will be able to run new “apps” – new air traffic capabilities.  Some of these capabilities – such as Time Based Flow Management, or TBFM, have already been rolled out.  Others – Data Communications and the NAS Voice System, for example, are in the testing phase.  And still others are in the research pipeline at our Tech Center in New Jersey, which will ultimately enable us to operate a 4D trajectory system.

Many of the benefits of NextGen will be realized after the foundational work is complete and new capabilities are added.  In the meantime, we’ll continue to work to deliver benefits to current users, leveraging technologies such as …

• Performance Based Navigation—which enables aircraft to use more direct routings, saving fuel and time. 
• And Optimized Profile Descent—which enables aircraft to reduce engine power and virtually glide down to the runway, a procedure that uses less fuel and requires less tower-to-cockpit communication. 
• NextGen procedures are being used today in cities like Denver, Seattle, Atlanta, and Washington DC, and we will continue to roll out these procedures more widely throughout the country. 

In conclusion, we remain committed to NextGen, and to our partnerships with operators, local communities, unions, airports … and certainly with industry, in implementing this important program.     

But we can’t keep taking one step forward, followed by a half step back.  Our ability to invest in NextGen and other modernization efforts depends on having greater fiscal certainty, this year, and beyond.  With fiscal certainty, we can deliver benefits in a timelier manner.  In doing so, we’ll have a more efficient, greener air transportation system – one that continues to be a model for the world.

NextGen Ahead

Thank you, Ed (Hazelwood), for that introduction.  I am pleased to be here today with such an accomplished group of aviation professionals discussing such an important subject. 

I want to talk this morning about the progress we have made in recent years in implementing the Next Generation Air Transportation System.  NextGen, as you know, is one of the largest infrastructure development projects currently underway in the United States, and I would argue, the most important.  Even though much of it seems like invisible infrastructure, it is a crucial advancement for our aviation system.  We have made tremendous strides building the NextGen system, and will continue to do so.  We must continue to move forward with its development.  Its success is crucial to build and sustain our nation’s aviation system and make us more competitive in the global economy.

The early phase of NextGen has been focused on a much-needed upgrade of the basic infrastructure that runs our airspace – moving us from a ground-based radar system to a satellite-based system.  This has included an upgrade of the basic hardware and software systems that allow us to control the airspace.  These are programs you’re familiar with—ERAM, TAMR, ADS-B, ATOPS.  To update you:

• Starting with ERAM—we are in the final stages of upgrading our 1980s-era computer system that has been running our nation’s high altitude airspace system with a much more sophisticated program.  This program – ERAM (En Route Automation Modernization) – will provide benefits for users and the flying public by increasing capacity and efficiency, as well as allowing us to build new capabilities into the system.  Sixteen of our 20 en-route centers have been upgraded.  The remaining four will be completed by the end of 2014.
• We have also made progress upgrading the old computer systems that runs our nation’s approach radar airspace.  This program, Terminal Automation Modernization and Replacement, or TAMR, will increase efficiency by combining and upgrading several air traffic control technologies into one single system.  This is a massive project that requires switching out the computer processors, screens and software, and re-training controllers in over 150 TRACONS—all without disrupting service.  That program will be substantially complete in 2016.
• We have already completed the upgrade of our oceanic centers in New York, California and Alaska – with the program known as Advanced Technologies and Oceanic Procedures, or ATOP.  This technology allows us to benefit from the efficiency of NextGen in controlling 24 million square miles of oceanic airspace.
• And finally we have installed more than 70 percent of the ground transceivers across the country for Automatic-Dependent Surveillance Broadcast.  ADS-B will transmit aircraft location to controllers and other ADS-B equipped aircraft with a dramatically faster update than radar – in essence, taking us from 2D to 3D awareness of aircraft location.  That enhances safety and saves operators and passengers time, fuel and money.  That program will be complete next year. 

All of this software, hardware and equipment form the foundation of NextGen. You could liken it to building an iPad.  This first phase of the NextGen program – replacing and upgrading the hardware, software and systems that run our airspace – gives us the ability to add new capabilities and technologies going forward.  This foundation allows us to add apps to the iPad. 

For example, one of these apps or capabilities is Time Based Flow Management, or TBFM.  TBFM allows the more efficient en-route spacing of aircraft.  It will help us line up planes in such a way that more aircraft can take advantage of the benefits of new NextGen procedures as they enter congested airspace.  

In addition to building this new foundational infrastructure, we are building new procedures that allow users to take advantage of new technologies.

Building these new procedures is at the core of delivering the benefits of NextGen to the system users.   

Right now, we have several programs underway to build more efficient routing procedures for NextGen-equipped aircraft.  These procedures, known as PBN or Performance-Based Navigation, use this technology plus the precision of GPS to create more efficient approaches into and out of our airports and allow aircraft to operate more direct routings, reducing the noise footprint and saving fuel and time.  For example, new descent procedures allow aircraft to reduce engine power and virtually glide down to the runway, like sliding down the bannister, rather than today’s typical descent, which uses more fuel by requiring the pilot to level off at each stage.  These NextGen procedures save time, burn less fuel, produce fewer emissions, and reduce noise, and they are being deployed today.  Examples include:

• At Phoenix Sky Harbor International Airport, we have developed and now use four of these approaches.  The total cost savings by two air carriers there is estimated at $6.4 million per year. 
• In Seattle, as part of the FAA’s Greener Skies initiative, airlines are using NextGen precision routes to shave four to eight minutes off flight times, providing projected annual savings of more than $13 million.  Going forward, this new technology will allow us to build new capabilities that will enhance both safety and efficiency as PBN routes are rolled out elsewhere.
• In Atlanta, we added departure routes that safely allow jets to take off on headings that are slightly closer together.  This small change has resulted in a 10 percent increase in departures per hour from the world’s busiest airport.  We estimate customers saved more than 11,000 hours of waiting in line to take off last year thanks to this new procedure.  We expect these improvements will save the airlines $20 million in Atlanta on an annual basis.  And we intend to bring this type of efficiency to other major airports.

One of the most exciting new capabilities we have underway is Data Comm.  As we complete the basic infrastructure of NextGen, we can look forward to many new capabilities and procedures.   

Data Comm allows us to communicate through written instructions to pilots, which reduces the possible “read-back, hear-back” errors of radio communications.  More importantly, Data Comm allows us to communicate highly complex clearances that are not practical to convey over the radio – instructions that can be automatically loaded into the aircraft’s flight management system.  This will ultimately save operators and passengers time and money, and will vastly improve the flexibility and efficiency of our operations.

As we develop these new technologies, it is also important that we create a seamless airspace between the United States and the rest of the world.  To that end, I’m pleased that the United States and Europe were able to reach an agreement in principle last month on standards for Data Comm.  

The final standard will ensure that both the United States and Europe will build their systems so that they will be able to handle the same set of tasks.

This standard will:

• Allow for more advanced communication regarding the use of satellite-based procedures, such as RNP or Required Navigation Performance, which will provide more flexibility to use NextGen routes.
• It will allow controllers to convey detailed information to pilots about the wind conditions along the path they are scheduled to fly.
• And it would address aircraft spacing.  For example, it could provide the type of complex clearance that would be required for an aircraft to establish and manage the appropriate spacing in relation to other aircraft.

In every case, the new standard will enable Data Comm to provide more complex information than can be provided via voice communications today.  We will all benefit from the increased efficiency and safety of Data Comm and from a seamless system based on one set of common capabilities.

Reaching a consensus with our European partners on Data Comm highlights the importance of harmonized standards in today’s world.  We continue our outreach with many international partners, and we maintain a close relationship with ICAO in an effort to promote global harmonization.  Our successes will go no further than our borders without close contact and partnership with other countries.  It is crucial that we continue together toward the goal of seamless global operations. 

In this regard, we are in full support of ICAO’s plans for modernization, including the Global Air Navigation Plan, which provides a framework for countries to improve air traffic capacity according to their own needs and resources.  We will revisit this modernization concept at the ICAO Assembly in a few weeks, as we move toward global harmonization and integration.        

In conclusion, the FAA remains committed to NextGen and the benefits it will deliver.  Our partnerships with operators, local communities, unions, aviation groups, and airports are already making NextGen a success, but there is much more to come. 

Of course, our ability to make future infrastructure investments, such as NextGen, depends on stable funding for the FAA for the next fiscal year and beyond. 

The President has called on Congress to replace the damaging budget cuts imposed by the sequester with a balanced approach.  His plan reduces the deficit while protecting critical priorities like infrastructure investment and funding for education.   

I appreciate the opportunity to speak with you today on the progress we’ve made building NextGen and the successes we’ve already seen.    

This modernization is necessary not only for current users of our aviation system, but also for future generations.  We owe it to them to create a more efficient, sustainable transportation system that can serve us well throughout the 21^st century and beyond. 

Thanks again for the invitation to speak to you today. 
    

NextGen Matters to New Jersey, Nation

Thank you, Steve [Morrissey, Managing Director of Regulatory and Policy, United Airlines]. I’m glad to be back. This conference shows us what can happen when government, business and labor are all pulling in the same direction.  This conference is about putting ourselves in the position to do just that.   

The Garden State has always been at the forefront of aviation. New Jersey is where one of the first air traffic control towers was built – in Newark in 1935.  New Jersey is where one of the first hard-surfaced airports was built – also in Newark.  And New Jersey is where we’re planning the future of our nation’s airspace system.  At the FAA’s William J. Hughes Technical Center in Atlantic City, New Jersey … we’re doing important testing and deployment of new technologies that are revolutionizing our aviation system across the whole country. 

The FAA is committed to enabling growth and change in aviation.  This requires investing in infrastructure.  President Obama has championed building and sustaining our nation’s infrastructure.  It creates good jobs now, and makes us more competitive in the global economy. 

Making all of this happen in tight fiscal times hasn’t been easy.  As you know, the FAA is operating under the across-the-board spending cuts known as the sequester.  This fiscal uncertainty challenges our ability to make the investments that we need to support modernization.  This is not a sustainable course of action.  It’s no way to run a business … and it’s no way to run a government. 

The President has called on Congress to replace these indiscriminate and damaging budget cuts with a balanced approach that reduces the deficit while protecting critical priorities like funding for education and infrastructure investment.  It is critical for our country’s future that we get this done.

Now, when it comes to transportation, New Jersey has always had a tradition of visionary leadership.  You were one of the first transit authorities to provide rail, commuter and bus service throughout the state.  And just imagine New Jersey without its ports and bridges.  Just imagine New Jersey without the Turnpike and the Parkway.  Well, airways and airports are just as important, and you know that. 

Consider that aviation contributes to a $40 billion dollar a year tourism industry in this state.  Nearly $24 billion dollars of freight flows through New Jersey by air.  And 10 million U.S. jobs are enabled by aviation, 139,000 of those are right here in New Jersey.  Spending by the FAA alone contributes to more than 7,600 jobs in this state. 

To keep this commerce going, we need to make the right investments. 

Let’s start with airports.  Airports are an economic engine for our country.  Newark, Kennedy and LaGuardia are known as “the big 3” and that’s not just a local nickname.  As you know, they’re among the busiest airports in the nation.  When these airports hit a snag, the ripple effect can be 3,000 miles wide.    

The FAA has worked with the Port Authority of New York & New Jersey on a capacity planning study for these airports.  The purpose of the study – which is still ongoing – is to identify ways to accommodate future demand.   There’s no question that, in this area, you need to plan your efforts many years in advance, which is of course what brings us here.

In New Jersey, the FAA has invested over $200 million dollars in airport grants over the last five years.  These funds have supported a variety of projects.  For instance, we just finished a taxiway rehab at Newark Airport.  We also have runway safety enhancements underway at Newark and Trenton-Mercer Airport.

This fall, we’ll complete the first new runway in New Jersey in more than 25 years.  It’s a 3,600 foot Crosswind Runway at Ocean County Airport.  When the prevailing winds are coming in heavy from the northeast – as everybody here knows about – this new runway will help maintain safe and efficient operations.      

Of course, laying more concrete may be a difficult option, particularly in densely populated areas like the Northeast.  Fortunately, there are alternatives.   

The FAA is deploying a plan to modernize the airspace system.  It’s called the Next Generation Air Transportation System, or NextGen.  NextGen offers ways to expand air capacity at airports and get better and more efficient use of the infrastructure we already have.           

NextGen includes a suite of new air traffic technologies and procedures that will improve air traffic efficiency … and mitigate aviation’s impact on the natural environment … while ensuring that all safety needs are met.  Through NextGen, we’re moving from a radar-based air traffic system, which has served us well for the last 50 years … to a satellite-based system, which will serve us well into the future.   

This effort includes putting satellite-based navigation routes in place that let aircraft fly more direct flight paths.  This means flights take less time … burn less fuel … and emit less carbon dioxide.  The aviation community is seeing the benefits.  For example, Jet Blue is estimating a savings of about 18 gallons of fuel per flight just by using a more efficient satellite-based approach into JFK airport. 

Here in New Jersey, we currently have 91 of these satellite-based procedures at 33 airports in the state.  That includes Newark, Trenton-Mercer, Atlantic City and Teterboro. 

We’re taking care of the smaller and general aviation airports as well.  We have specific satellite-based approach procedures that enable aircraft to land during low visibility conditions.  And with these procedures, there’s no ground infrastructure needed … it’s so economically beneficial at airports that cannot afford expensive ground-based Instrument Landing Systems.    

Satellite-based navigation also allows us to more efficiently design the airspace.  I’ll give you a few examples.  Two years ago, we were able to separate Newark and LaGuardia’s traffic from traffic bound for Washington Dulles airport.  It may sound surprising that there are traffic jams involving airports in different states … however, those airports have intersecting air space.  Because of NextGen, those streams of traffic are no longer butting heads.  As a result, people can get where they’re going more efficiently. 

Another example is what we call the “Kennedy Wrap.”  We’re routing a portion of Kennedy departures over Long Island Sound, over Connecticut, and then over Northern New Jersey.  At this point, they’re at 25,000 feet – higher up … and a lot quieter.  By reducing the air traffic complexity west of the New York metro area, it also helps us make operations more efficient for Newark, Philadelphia and other airports.      

At Philadelphia, satellite-based navigation means that more planes can safely and efficiently depart from the airport. Aircraft taking off on northbound departures are seeing a savings of about seven nautical miles per takeoff.  And all departing aircraft are seeing a savings because we can reduce the separation between successive departures from three miles to about one mile.  Together these improvements result in less taxi time and less fuel burned per aircraft.  So it’s more cost effective and greener.

Satellite-based navigation is yielding big gains today.  And there’s a lot more coming.  We’re going to start tapping the benefits of satellite-based surveillance.  It’s called Automatic Dependent Surveillance-Broadcast, or ADS-B.  ADS-B relies on GPS to determine an aircraft’s exact position.  A radar sweep takes several seconds.  ADS-B is instantaneous.  This means we can more efficiently separate aircraft, while maintaining safety.    

Another core component of NextGen is Data Communications, or Data Comm as we call it.  Data Comm allows air traffic controllers and pilots to exchange digital messages.  This means less congestion on the airwaves.  Not only will this tool make air traffic operations more efficient, it will also reduce the likelihood of communication errors that can occur from voice exchange. 

We have trials underway at Newark and Memphis airports … where we use Data Comm to issue departure clearances.  We’re working with several airlines including FedEx, UPS, United, British Airways, and Lufthansa.    

Early results look good.  In the Newark trial, aircraft equipped with Data Comm are saving several minutes off of their departure times, in comparison to planes only equipped with voice communications.  This makes a big difference, especially at busy airports like Newark.

As you can see, NextGen offers a variety of benefits throughout each phase of flight – departure, en route, and arrival. 

In addition to these benefits, we’re looking at ways to improve the flow of aircraft on the airport surface.  Everyone, including the passenger, wants the plane to move from the gates and ramps out to the taxiways and runways as efficiently as possible.  We’re making surface movement data available to the airlines and other aircraft operators.  When they can see the aircraft’s exact location on the surface, they can optimize the efficiency of their operation.  We have the capability at Newark and other major airports. 

The airlines that take advantage of this data say it helps them reduce tarmac delays, ensure more on-time arrivals and departures and helps them more effectively manage operations during inclement weather.  And of course, better surface flow means less fuel burn as well.

So I always get asked, “What’s the bottom line with NextGen?”  It represents a transformation of our aviation system and our aviation infrastructure. 

By 2020, we project that NextGen will provide a 41 percent reduction in delays compared to what would happen if we did nothing.  That’s a reduction of 16 million metric tons in carbon emissions.  That’s 1.6 billion gallon cumulative reduction of fuel use.  But look at it another way.  If I offered you a way to cut delays by 40 percent at the Lincoln Tunnel, would you do it?

Of course you would and we must ensure we keep these critical efforts on track. 

Everyone at this conference wants to keep New Jersey in high gear.  The FAA is proud to be part of this effort.  We look forward to working with all of you in the months and years ahead.

Thank you.  

Runway 10R/28L Is Open For Business

Remarks as Prepared for Delivery

Thank you, Elaine [Roberts].  I’m happy to be here.

Columbus is a great city.  I’ve long been struck by how this community comes together.  The business and civic groups … the airport authority … members of the university … and others … take special pride in this region.  If you want to see great examples of citizenship, you need look no further than greater Columbus, Ohio.  Because of your vision, we’re here today.     

The FAA is proud to partner with you.  We’re committed to building and sustaining America’s infrastructure.  It’s the foundation upon which our economy moves.  Airport investments like the one we are celebrating today are critical for local communities and economies. 

One of President Obama’s top priorities is to strengthen America’s middle class.  The FAA is doing its part to support the President’s call.  Building and sustaining our nation’s infrastructure creates good jobs now, and makes us more competitive in the global economy.  Airports like Port Columbus are an economic engine for our country.

Our ability to make future investments like these depends on stable funding for the FAA next year and beyond.  The President has called on Congress to replace the damaging budget cuts imposed by the so called sequester with a balanced approach that reduces the deficit while protecting critical priorities like infrastructure investment and funding for education.

Runways and airways are a vital part of our infrastructure.  Today, we’re commissioning the replacement of the 10R/28L runway.  This capital project is the largest one in the history of Port Columbus airport … and the FAA has contributed nearly $88 million – more than 60 percent of the cost.  It was completed on schedule and within budget – something everyone appreciates. 

We’re making the right investment at the right airport.  Port Columbus is the second busiest in the Buckeye State.  Last year, you handled 132,000 air traffic operations … and served 6 million passengers.  NetJets, a major business jet company is headquartered right here … and employs more than 1,600 people in Ohio.  As a whole, civil aviation supports 10 million American jobs … about 175,000 of those jobs are right here in Ohio.  And nearly $6 billion in freight flows through Ohio by air.  When you make an investment in Columbus, you get dividends across Ohio and across the nation. 

By moving the runway more than 700 feet south, the airport has room to grow in the coming decades.  You’ll have the potential to run simultaneous arrivals and departures.  Simply put, this means more planes would get in and out more efficiently.  You’ll have the space you need to modernize the terminal … and build a second one if necessary.  And the old runway will become a new, more efficient taxiway.  It will reduce the time it takes for aircraft to go from the terminal to the runway.  Less time means less delay … and less fuel burn and emissions by the aircraft.  So aircraft operations will be more cost effective and more environmentally friendly. 

This project is one of many investments the FAA has made at Port Columbus over the past decade.  Since 2003, we’ve awarded more than $65 million in airport grants to improve the taxiway … reduce noise … and prevent runway incursions … just to name a few areas.  These efforts enhance air traffic safety, and support the economic growth of central Ohio.  I can't tell you how excited I am to declare runway 10R/28L open for business at Port Columbus International Airport.

Thank you, and I’ll turn it back over to Elaine Roberts.

Working Together for Safety

As Prepared for Delivery

Thank you, Mike (Perrone). It’s great to be here. The FAA and PASS have enjoyed a very good working relationship and I am committed to continuing to improve it.

You all know as well as anyone that the FAA’s number one mission is safety. That’s what we all think about 24 hours a day, seven days a week. And one of the greatest benefits of having a good working relationship with our unions is that we can spend more time thinking of ways to enhance safety to make our system run better.

Our good relationship has led to the new contract that was signed for Tech Ops employees in December – the first since 2000. And the way we arrived at this contract was different than in the past. We took a more collaborative approach, using interest-based bargaining. We began by taking the time to understand the problems that each of us faces and where our interests lie, and we became joint problem solvers, looking for a win-win solution. And it got results.

We are in the process of conducting training for managers and union representatives on the changes that are included in this contract. We want everyone to be clear on the intent of the contract and the articles that changed.

Also, in July we reached a tentative agreement on a contract for employees represented by PASS in AVS. This agreement will now be subject to a union vote. Most employees under this proposed contract have gone more than 20 years without a new contract. While this is not a done deal, this agreement represents real progress, not just at the bargaining table, but also in the relationship between PASS and the FAA.

I look forward to strengthening our relationship with PASS so that together, we can continue enhancing the safety of our system.

Later today you’ll be hearing from three top FAA officials, Vaughn Turner, the head of Tech Ops; Joseph Teixeira, the head of safety and technical training, and John Allen, the director of Flight Standards. They will join PASS representatives to talk about how we can all work together to improve safety.

I want to emphasize one of the core truths about safety. It is a job not just for people who have “safety” in their title. It’s a job for everyone, everywhere, every day. It never stops. And it takes all of us to think about safety and to actively discuss these issues in order to reach the next level.

We are continuing with the Safety Stand Down for Tech Ops. This eight-hour training session twice a year reviews the basics. It’s always good to slow down every so often and think about the basics, like how we drive our vehicles and how we climb towers, so that we always put safety first. We thank PASS for partnering with us on this important initiative.

Vaughn Turner has taken on the role of FAA’s Designated Safety Health Official. He has responsibility for workplace safety for the entire agency and all 47,000 employees. It’s a big job and I’m confident that the lessons that we learn in TechOps can be useful to the rest of the agency and vice versa.

Tech Ops keeps our system safe by maintaining more than 66,000 pieces of equipment. You service more than 1,200 Instrument Landing Systems; more than 1,000 VORs; and more than 240 Airport Surveillance Radars. You understand a thing or two about electricity. You make sure the radios work, the lights are on, and the generators are ready to back up our system.

If our equipment doesn’t function correctly, we have no system. PASS members understand the software and the hardware for the terminal and en route automation platforms. In fact, PASS subject matter experts are helping us with ERAM, Time Based Flow Management, Data Comm, and NAS Voice Switch as well as more than 30 other projects.

We have learned that getting our workforce involved on the early end of major transformation programs greatly improves the outcome. When you stop and ask the people who are going to use or repair a product how they feel about it, and whether it’s working, you get some very direct and important feedback. So thank you for your hard work and valuable contributions in these areas.

The FAA and PASS are working together in a very collaborative way on several safety programs that reinforce the importance of all points safety.

For example, the Certified Safe initiative recognizes individuals who go above and beyond. If an employee sees a colleague doing something that makes the workplace safer, we encourage you to let us know so that we can acknowledge the good work.

Vaughn recently recognized a PASS member who is an automation systems specialist at Indianapolis Center. This individual, Javon Henry, saw that we could make changes in the Time Based Flow Management system that would minimize any loss of system availability during the deployment.

The TBFM system connects our centers to our airports and allows them to work together to improve the flow of air traffic into congested airports. For example, controllers at en route centers surrounding Atlanta help meter the flow of traffic to Atlanta and Charlotte. If a carrier leaves Minneapolis and is ahead of schedule, we can slow them down en route so that they arrive when there is an available runway in Atlanta. This keeps the system running smoothly and minimizes delays for everyone.

Javon had ideas for the installation process of TBFM and as the subject matter expert for PASS, he let them be known. It would be a good idea to train technicians before installing the system, so that they would be ready to maintain it, he said. And it would be good to have the new system working properly at one site, before deploying it at many locations. Javon had more than a dozen ideas that led to an improved deployment. He did not accept anything other than success.

And for that, he got the Certified Safe recognition. So thank you to Javon and many others who are standing up for safety.

I can’t emphasize enough how important communication and collaboration is. For the past two years, we have run a pilot program in the Central Service Area where Tech-Ops employees can report problems that they see in order to make the system safer. By now, I think you are all familiar with T-SAP, which is similar to the self-reporting programs for pilots – ASAP, and for air traffic controllers – ATSAP. We have received numerous reports from technicians since the pilot program began in October 2011, and we’ve made 58 changes to mitigate hazards in our airspace system due to these reports.

We are using corrective action and training before punishment or discipline to solve the problems in our system. These reports are not about blame – they are about having the professionalism and practices in place that let us know where problems exist so we can come together to try to resolve them. Our safety culture is dependent on people being able to say anything without fear of reprisal. You should be able to raise your hand and say, “Hey, this isn’t working.” That’s even if your boss came up with the idea. By working together and being open, we have a chance to draw on everyone’s expertise to address problems. This is very important for our success. We are encouraging everyone to voluntarily report safety information that may help identify potential precursors to accidents. Let me give you an example of why T-SAP matters and how it’s improving safety. And let me stress that this program is working so well because we are working with PASS on this. We are all working together.

A T-SAP report came in after an electric heater in an engine generator room malfunctioned. The heater scorched the ceiling of the room that helped run an Airport Surveillance Radar-11. Of course this is not something that we want to happen again.

We reviewed that report and asked the radar team to figure out why the heater didn’t work right. And they figured it out: the heater was mounted too close to the ceiling because the mounting brackets were the wrong kind. We asked everyone to inspect their heaters. Turns out, they were installed too close to the ceiling in other places too. Needless to say, those mounting brackets were changed out and the heaters were re-installed correctly.

This one T-SAP report averted and eliminated a risk of fire at several locations. This is exactly why we value voluntary reporting. It’s the basis for a safety management system and a stronger safety culture. In fact, we look forward to expanding the program to include the Eastern and Western Service Areas in the coming year. So thank you to those who have participated, and everyone please keep your eyes peeled for other safety issues that you feel need attention.

The best way for us to enhance safety is to work together. We run a very large airspace system with a lot of complicated equipment. No single person has all the answers or all the insights into how to make our system better. That’s why we very much value employee insight and input. We rely on it.

I hope that you’ll find the sessions and panels informative at the conference this year and return to your jobs refreshed and energized to maintain and improve the safest and most efficient airspace system in the world.

Now I’d like to open it up to questions if anyone has something they’d like to ask.

Preventing Fatigue is a Joint Responsibility

Thank you, Captain Moak. It’s great to be here today. When I spoke last month at ALPA’s safety conference, I noted that I’ve had the chance to work with ALPA in various capacities for the last two decades now, starting in the early 90’s at TWA when I represented a pilot in a certificate action brought by the FAA. It’s good to be back among friends. In my new role, I want to thank ALPA for the great work you do and for being a solid partner with us in efforts to enhance aviation safety. Your professionalism is an essential component of what we do and I think this conference is a testimony to that.

The FAA manages safety and risk much differently than it did 20 years ago. We are now about to embark on a sea change in how we schedule flight and duty time. I know everyone’s gearing up, and this conference has been timely in that regard. I’m pleased with the significant participation here of the airlines, operations folks, pilots, scheduling vendors and others. I know you’ve had an informed discussion the past couple of days of what the rule entails. I’ve heard from several sources that it’s been lively and engaging.

This is a milestone in our safety efforts. We are using a science-based approach to addressing fatigue. We are taking into account the body’s 24-hour clock and how flight operations impact the body’s natural rhythms. The United States is leading the world by introducing these concepts and we hope other countries will adopt this approach as well, creating an improvement in safety globally. In fact, we’ve been working with ICAO for the last three years to develop standards, guidance and recommended practices that can be used by other civil aviation authorities around the world. We’re also working with our counterparts in Europe to offer guidance in implementing this science-based approach among European carriers.

Pilot fatigue has been an issue since the early days of flight. Charles Lindbergh famously described the fatigue he felt on his historic flight across the Atlantic more than 85 years ago.

“My whole body argues dully that nothing—nothing life can attain—is quite so desirable as sleep,” he later wrote.

Lindbergh felt sleepy nine hours into his 33-and-a-half-hour flight. He stomped his feet on the floor boards, shook his head and flexed the muscles of his arms and legs. In the eighteenth hour, he rubbed the muscles of his face. In the twentieth hour he realized he’d been asleep briefly with his eyes open. He wasn’t sure if he was dreaming or awake.

I have had similar experiences driving an old beater across country as a teenager in the 1970s. I suspect most of us in this room have had some experience of that type of fatigue. But our understanding of fatigue and sleep has advanced and evolved over the years. The limits set in this rule – for flight time, overall duty, and for rest – incorporate the latest in fatigue science.

But we’ve also addressed the need airlines may have for flexibility. If a carrier wants to propose an alternate approach, they may use a Fatigue Risk Management System to prove scientifically that this alternate approach will not induce fatigue. Carriers will have an opportunity to provide the data showing there is an equivalent level of safety.

The success of this rule boils down to the fact that preventing fatigue is a joint responsibility. It is the responsibility of both the airline and the pilot. The airline provides an expanded opportunity for rest. And the pilot has the responsibility to take advantage of that window and get the rest he or she needs. Pilots need to examine their lives at work and at home and consider activities and commutes which could contribute to fatigue. Pilots are going to have to sign a release before every segment, saying they are fit for duty. And if a pilot is fatigued, the airline must remove him or her and allow the pilot to rest.

Pilots and airlines have to work together to address any issues around fitness for duty. There should be no punitive action for assessing one’s fitness for duty or determining that you’re just not up to flying that day. If you’ve done too many long-hauls; if you’ve been shooting low minimums all day; if you’re flying into extremely busy airports – all of this can add up and you need to assess it. This entire process is designed to prevent fatigue from becoming a factor in performance.

There is a companion piece of legislation that goes hand in hand with this flight and duty rule, and that is the requirement for carriers to have a Fatigue Risk Management Plan. These plans apply to both passenger and cargo operations and provide a way for pilots to report fatigue issues as they encounter them. We rely on your professionalism to report any problems.

If a trip induces fatigue, pilots can and should report it. If a rest period is always during the daylight hours and it’s hard to sleep for days in a row, this could induce fatigue. A pilot should report it. This is a voluntary reporting tool that I hope you will use. There is no punitive action related to these reports. Again, you are on the front lines of safety and it’s up to you to help make it work.

The flight and duty rule is only one part of our effort to enhance safety. The FAA continues to spend a considerable amount of time and effort on rules related to human factors. We may have new, sophisticated aircraft and great new systems, but if we do not have properly rested, experienced, and trained crews, we won’t achieve the level of safety we always strive for.

Last week, Secretary Foxx, Deputy Secretary Porcari and I met with the families of Colgan Air Flight 3407. There is nothing that reinforces the importance of our safety mission more than meeting the families of the victims of a crash and hearing their stories. The families have become effective and very important advocates for these enhanced safety rules. We learned many lessons from that crash in February, 2009, and have incorporated safeguards into our system to strengthen it.

In addition to the flight and duty rule, the FAA just released the final rule on pilot qualifications. The new rule increases the qualifications to be a first officer for a U.S. airline. These first officers will now be required to have an ATP certificate, with 1,500 hours of flight time, just like a captain. And all applicants for an ATP will have to complete new FAA-approved training to ensure the pilot has the proper qualifications and experience to fly for an airline.

The rule does allow first officers to have a restricted ATP with fewer hours if they come from the military or have a college degree based on an approved aviation curriculum–but they won't get the full privileges of an ATP until they meet the 1,500 hour requirement.

We’re also requiring that first officers have a type rating with additional training and testing specific to the airplanes they fly. And co-pilots will need a minimum of 1,000 flight hours in the right seat before serving as a captain for a U.S. airline. This will help mitigate the risk of a first officer transitioning to captain before he or she is ready. The rule ensures that first officers have a stronger foundation of aeronautical knowledge and experience before they fly for an air carrier. ALPA supported all these improvements, and that helped move this project through the process.

Training is fundamental, and I’m sure you are aware that we’re expecting to release the crew training rule in October. That is a complicated rulemaking project – one that, again, ALPA has supported by providing important comments, which again helped us develop a better final rule. This rule will expand upon the strong foundation we have built already for pilot training. It will address real risks we all know can and should be addressed in training – so that pilots are prepared to respond when faced with emergencies. We want pilots to have sufficient knowledge, experience and confidence so they can appropriately handle any situation.

Finally, one of my pet issues is general aviation safety. We want all pilots to have the best training and skills, and that includes general aviation pilots. Over the last five years, we’ve seen our GA accident rate fluctuate, but it’s not steadily improving as we would like to see. Forty percent of fatal GA accidents are due to loss of control in flight – mainly stalls. Or, pilots simply don’t pay attention to the basics – like checking fuel prior to takeoff, or trying to beat weather. I know many of you here – and other ALPA members – are active in general aviation. I want to ask you to engage fully in this issue – to reach out to your fellow GA pilots and stress the need to pay attention to basics for example, by signing up for FAA safety seminars or participating in type clubs.

You as pilots and operators have an enormous impact on safety–including your influence in the general aviation community. A lot of this comes down to the basics: to following procedures all the time, even when no one is watching. We rely on your professionalism to continue to improve the system, and we appreciate the dedication and passion you bring to the effort.

With that being said, I don’t want to fatigue this audience unduly, as the afternoon circadian low starts around 1:30 p.m. I encourage you to drink that coffee, and if there are any questions on your mind, speak up and I’ll be happy to answer them.

Thank you

Advocates Day: Labor Relations in Transformational Times: Complex Issues – Best Practice Solutions

Reamrks as Prepared for Delivery

Thank you for the introduction, Ernie (DuBester), and for giving some history and perspective.

We’re here today to talk about best practices for how to improve working relationships between management and labor.

As you know, the FAA is a regulatory agency, but we’re also an operational agency. We run the nation’s air traffic control system. Our mission is safety, and we think about it 24 hours a day.

We have made significant progress in improving relations with our workforce in the last several years and we know this is the best way to enhance safety.We are working with air traffic controllers, pilots, flight attendants, mechanics and dispatchers. We are encouraging everyone tovoluntarily report safety information that may help identify potential precursors to accidents.

We are using corrective action and training before punishment or discipline to solve the problems in our system. This isn’t about blame—this is about having the professionalism and practices in place that let us know where problems exist so we can come together to try to resolve them. Our safety culture is dependent on people being able to say anything without fear of reprisal. You should be able to raise your hand and say, “Hey, this isn’t working.”  That’s even if your boss came up with the idea. By working together and being open, we have a chance to draw on everyone’s expertise to address problems. This is very important for our success.

Another very positive result of improving relations with labor is that things just run better.  At the FAA, we meet regularly with our unions through a labor-management forum that is attended by the top leadership of the FAA and representatives of our labor unions. We focus on setting a tone that will help facilitate a culture change and encourage collaboration throughout the agency. Members of my senior leadership team and I also meet with the leaders of individual unions to discuss and work on issues of concern to particular unions. In this way, we model collaboration from the top down.

We’re walking the talk on collaboration, and it’s helping improve the agency.

One example is our experience rolling out an extremely complex software platform that we use to control high altitude air traffic across the country.

This program is called En Route Automation Modernization, or ERAM.  And it’s one of the foundations for transforming our entire air traffic system from radar to satellites. Our Next Generation Air Transportation System, or NextGen, depends on it.

NextGen is extremely ambitious and vital to meeting our air space demands for the coming decades. So ERAM is very important because it serves as a foundation for NextGen.

Early on, we did not have the involvement of the people who were going to use this software system on a daily basis. As a result, we experienced some setbacks in the program. We changed the way we evaluated the software and we did this by reaching out and involving our field operations people as collaborators.

Air traffic controllers and managers across the country have been working together as our partners in testing the ERAM system and helping us decide the next steps. Our relationship with the field is much stronger than it was at the beginning.  The pay-off has been that people are gravitating to ERAM and getting more comfortable with it.

We are using it at high altitude control centers in half of the country now, which is significant progress. When you stop and ask the people who are going to use a product how they feel about it and whether it’s working, you get some very direct and important feedback.

We’ve taken this same lesson in workforce collaboration and are using it with other NextGen advancements, such as creating satellite-based routes that help relieve congestion over busy metropolitan areas.

Our Metroplex initiative has brought together all of our stakeholders – airports, airlines, our air traffic controllers, managers and other federal agencies to create new and more direct routes that will relieve congestion and improve safety and efficiency.  These improvements are underway in north Texas and Houston, northern and southern California, Atlanta, Charlotte and right here in Washington, D.C.

Again, the key was creating a collaborative work process much earlier in the timeline.  Rather than one group writing the procedures and another group checking to see if they are environmentally sound and then rolling them out to the controllers at the end, these groups are working together at the same time. It’s a much more efficient process.

These are just some examples of how the FAA has improved collaboration with our labor force, and how this collaboration has enhanced safety and improved efficiency.

Although it is obvious, I must say that the success we have had in accomplishing our mission at the FAA is possible only because we have excellent labor partners. We are an agency with a total of 47,000 employees – 36,000 of them are organized for collective bargaining in eight different national unions. Trish Gilbert is here with me on the stage and her union represents more than half of the FAA’s unionized employees. I want to especially acknowledge the outstanding partnership we have with NATCA. Union leaders and the employees they represent are committed to the agency’s success and demonstrate it every day.

I will close my remarks by saying that collaboration requires time and effort. However, it is an investment that experience has taught us improves the labor-management relationship. It promotes employee engagement and satisfaction, and produces high quality results to accomplish our mission.

Enhancing Safety on All Fronts

Thank you, Captain Moak.  I’m glad to be here.  I’ve had the chance to work with ALPA in various capacities for the last two decades so it’s good to be back among friends. In my new role, I want to thank ALPA for the great work you do and for being a solid partner with us in efforts to enhance aviation safety.  Your professionalism is an essential component to these efforts. 

You’ve had a very good forum this week, with lots of open discussion on safety, security and emergency response. And your conference is timely, given the events of the last couple of weeks.

• Our thoughts are with the passengers and crew of Asiana Flight 214 and their families. The FAA is actively supporting the NTSB’s investigation, and we will continue to do so throughout the process.
• We are also fully supporting the NTSB investigation into the crash of an air taxi in Alaska earlier this month, where 10 people were killed.  Our thoughts are with their families as well. 
• Additionally, we are participating in the British government’s investigation of the fire aboard an Ethiopian Airways Boeing 787 in London. There is an FAA specialist at Heathrow Airport assisting in that investigation.   

In all these cases, we’re doing what we do – finding out what happened, why it happened, and how we can prevent it from happening again.  That’s our core mission. As we do that, it’s important to underscore how very safe our aviation system has become.  Looking at the Asiana accident, it’s clear that our advancements in cabin safety have given people more time to evacuate.  Improvements like more stringent flammability standards, flame resistant insulation, and seats that withstand impacts up to 16Gs. These and other advancements have increased the survivability of aviation accidents. 

Of course, we’re not satisfied.  These recent events remind us that no matter how safe the system is, we still have work to do.  We remain committed to a proactive approach to safety – one that relies on collaboration between government and industry.  We’re doing this through more sophisticated safety data collection, risk analysis, and prioritization of corrective actions.  All of you help this effort every time you fill out an Aviation Safety Action Program (ASAP) report. 

Air traffic controllers are doing the same through Air Traffic Safety Action Program (ATSAP).  We’ve made nearly 200 safety enhancements over the past five years, thanks to controllers who came forward and reported a problem.

In addition, the FAA is using automated air traffic data gathering tools.  Through these tools, we’ve collected close to a million safety-related reports.  In all, we’re using safety information from 185 data sources throughout the industry. We have 43 air carriers and six corporate members participating in the Aviation Safety Information Analysis and Sharing System (ASIAS). By sharing information in an open and transparent way – and working with both labor and industry through forums such as InfoShare – we can better connect the dots to identify safety problems.  By doing this, we’re creating a smarter and therefore safer system. 

Rules are also a big part of the safety effort.  We’ve strengthened federal rules regarding pilot qualifications and fatigue.  And we’re working on the rule to enhance pilot training.

Last week, we announced an increase in the qualification requirements for first officers who fly for U.S. airlines.  All pilots in 121 operations will be required to have an Airline Transport Pilot (ATP) certificate, with 1,500 hours of flight time. The rule does allow for a restricted ATP if they come from the military or have a college degree based on an approved aviation curriculum –but they won't get the full privileges of an ATP until they meet the 1500 hour requirement. And all applicants for this certificate will have to complete new FAA approved training to ensure the pilot has the proper qualifications and experience to fly for an airline.       

The rule also requires first officers to have a type rating with additional training and testing specific to the airplanes they fly.  In addition, co-pilots will need a minimum of 1,000 flight hours in the right seat before serving as a captain for a U.S. airline.  This requirement will help mitigate the risk of a first officer transitioning to captain before he or she is ready. The new rule will ensure that first officers have a stronger foundation of aeronautical knowledge and experience before they fly for an air carrier. 

This fall, we also expect to issue new requirements for greater stall and stick-pusher training.  These rules, along with the rules we published in 2011 to prevent pilot fatigue, will enhance the safety of the system.   

Safety will always remain our primary purpose at FAA, but we also need to operate an efficient system. Upgrading how we control and operate in our air space – moving from a radar-based to a satellite-based navigation system – is imperative.   The NextGen technologies and procedures we are putting in place today guide aircraft on more direct routes, save fuel and decrease delays.  It’s good for business and good for the environment.  

But as the foundational elements get put in place, there is much more to do: adding new capabilities; building new procedures; and retraining users of the system.  In the past five years, we have made much progress and we’ve met more than 80 percent of our NextGen milestones – no easy feat with a project of this complexity.

ADS-B, for example, which is part of our core infrastructure, shifts the nation's air traffic control system from one that relies on radar technology to a system that uses precise location data from global satellites.  Currently, two-thirds of the United States is covered by roughly 560 ADS-B radio stations.  We’re on track to have all 700-plus ADS-B ground stations installed nationwide by next year.  As aircraft equip with ADS-B, more precise surveillance will enable us to more efficiently separate aircraft and reduce delays. 

This is already happening.  Last month, a Jet Blue flight from Florida to the West Coast was facing a weather delay. Because it is equipped with ADS-B, we were able to reroute the aircraft on an ADS-B path over the Gulf of Mexico, which allowed it to take off on time. The ADS-B route shaved off about 100 miles from the flight's initial path, resulting in hundreds of gallons of fuel savings. We’re also making progress with our Data Communications trials in Memphis and Newark.  By sending and receiving digital instructions between controllers and pilots, we’ll be able to increase overall system efficiency, while reducing the likelihood of hear-back and read-back errors.  FedEx, UPS, United, and British Airways, among others, are utilizing Data Comm as part of our trials.  We plan to start initial operations of Data Comm in equipped control towers beginning in 2016 and in high-altitude control centers in 2019.  

Another example is Atlanta, where NextGen is safely allowing jets to take off on headings that are slightly closer together.  This small change has resulted in a 10 percent increase in departures per hour from the world’s busiest airport.  We estimate that last year customers saved more than 11,000 hours of waiting in line to take-off last year.  We expect these improvements will save the airlines $20 million this year in Atlanta alone.  We intend to bring this type of efficiency to other major airports.

Finally, with the Metroplex initiative, we’re working to decrease congestion in busy metro areas.  This is a very targeted deployment of NextGen technology that delivers immediate and tangible benefits to the most intensive users of our air space. We have initiatives under way in north Texas and Houston, northern and southern California, Atlanta, Charlotte and right here in Washington, D.C.  Airlines flying into the D.C. metro area have already started using these NextGen procedures.  We estimate they will save $2.3 million in fuel per year and cut greenhouse gas emissions by 7,300 metric tons.  And these benefits will increase as we develop more procedures and their usage becomes more widespread.

Helping deploy and build NextGen was a principle reason why I came to FAA.  I believe it is our country’s most important infrastructure project, and we need to stay the course as we deploy these new technologies and procedures.  

And make no mistake, implementation is not always easy.  Ultimately, pilots and controllers have to be comfortable using these new innovations.  I encourage you to safely embrace these innovations and let us know how we can safely increase the comfort and acceptance level among operators and controllers.

Before I close, I want to come back to our safety imperative. While we’ve made tremendous progress in commercial airline safety, we still have a big challenge with general aviation safety.  Over the last five years, we’ve seen our GA accident rate fluctuate, but it’s not steadily improving as we would like to see.  As of yesterday, we’ve already had 197 fatal accidents this fiscal year, which have killed 343 people.  Forty percent of fatal GA accidents are due to loss of control in flight – mainly stalls.  Or, pilots don’t pay attention to the basics – like failing to check fuel prior to takeoff, or trying to beat the weather.  I know many of you here – and other ALPA members – remain active in general aviation.  I ask you to engage fully in this issue – to reach out to your fellow GA pilots and stress the need to pay attention to basics and sign up for FAA safety seminars. 

Thank you again, Captain Moak.  I appreciate the help and dedication of ALPA in all of the challenges that we face, and I look forward to continuing our partnership in the years ahead.

Before the House Committee on Transportation and Infrastructure Subcommittee on Aviation concerning the Progress we are Making with NextGen.

Remarks as prepared for delivery

Thank you Chairman LoBiondo, Ranking Member Larsen and members of the subcommittee. I appreciate the opportunity to testify before you today on the progress we are making with NextGen.

Mr. Chairman, before I begin my testimony, I want to express that our thoughts and prayers are with the passengers and crew of Asiana Flight 214, and their families. I am sure the Committee appreciates that the ongoing accident investigation is in the early stages, and I am not able to speculate about the cause of the crash. The FAA is fully supporting the investigation of the National Transportation Safety Board, and we will continue to do so throughout the process. We are also fully supporting the NTSB investigation into the crash of an air taxi in Alaska earlier this month. Our thoughts and prayers are with those families as well. 

We are participating in the investigation of the fire aboard the Ethiopian Airways Boeing 787 in London last week. The FAA has sent a specialist to Heathrow Airport in support of the British government’s investigation into that incident.

Safety is our mission at the FAA, and we are working to continuously enhance our policies and procedures. Last week, we issued a new rule requiring more hours of experience for first officers who fly for U.S. airlines. We are also requiring these first officers to earn a type rating, which involves additional training and testing, specific to the aircraft they fly.  

The Next Generation Air Transportation System is helping us enhance safety and efficiency by transforming our aviation infrastructure. NextGen technologies guide aircraft on more direct routes, save fuel and decrease delays. That’s not only good for the environment, it saves airlines money and is good for business.

We are delivering the objectives of NextGen as promised. We have consistently met more than 80 percent of our implementation milestones over the last five years, which is extraordinary when dealing with a complex technological program. Overall, NextGen is on track. And yes, there have been delays, but we have learned from these and incorporated those lessons in the way we move forward.  

We are making all of these improvements in a dynamic operating environment. We have found that collaboration is the key to success and to providing the best benefits to all of our stakeholders. We have a detailed plan to implement NextGen, and this plan is integrated into our enterprise architecture for our entire national airspace system. At the same time, we are flexible enough to adjust our course. This approach is working, and we are delivering benefits to our stakeholders now.

A good example is Memphis, where we have increased airport capacity by more than 20 percent since last fall. By working with our partners, we were able to revise wake turbulence separation standards. This allows aircraft to safely depart –one behind another – slightly closer together than before.

In Atlanta, we worked to safely allow jets to take off on headings that are slightly closer together. This small change has resulted in a 10 percent increase in departures per hour from the world’s busiest airport. We estimate customers have saved more than 11,000 hours of waiting in line to take-off last year thanks to NextGen.

We expect these improvements will save the airlines $20 million this year in Atlanta alone. And we intend to bring this type of efficiency to other major airports.

We have brought together all of our stakeholders – airports, airlines, our air traffic controllers, managers and other federal agencies to decrease congestion in the airspace over busy metropolitan areas nationwide. Through the Metroplex initiative, we’re working in north Texas and Houston, northern and southern California, Atlanta, Charlotte and right here in Washington, D.C.

Airlines flying into the D.C. metro area have started using these NextGen procedures. We estimate they will save $2.3 million in fuel per year and cut greenhouse gas emissions by 7,300 metric tons. And these benefits will increase as we develop more procedures.

Just as industry depends on us to deliver the best benefits now, we depend on industry to share information with us to help measure the benefits that NextGen provides. As I said earlier, collaboration is key. Only by investing the time, dedication and commitment, will we continue to see the best benefits.

Mr. Chairman, last year Congress reauthorized the FAA for four years and laid out a vision with bipartisan consensus to address the future needs of our aviation system. These needs have not gone away. Yet under the sequester and the current climate of fiscal uncertainty, the FAA needs to make sizeable budget cuts that affect our operations, NextGen, and our future. This uncertainty undermines the roadmap that the FAA and Congress laid out for NextGen. It was only last year that we all agreed that these goals were extremely important to protect the great contribution that civil aviation makes to our economy.

We are facing many challenges, but we must stay the course. Our aviation system needs these improvements and the cost of not doing them is far greater than the cost of moving forward. It’s important for us to work together to ensure that the United States continues to lead the world in aviation technology.

Mr. Chairman, this concludes my prepared remarks. I would be pleased to answer any questions you may have.