Ddi 2012 1 ✈NextGen Aff
AT: Aviation Industry Resilient
Download 0.91 Mb.
|
- Navigate this page:
- AT: No Facilities Next Gen avoids maitenence costs and can be deployed without facility realignment Douglas 6/1
- Key to Global ATM – Now Key Global rebuilding of ATM now creates a chance to create a globally integrated system Lewis
- Key to Harmonization US innovations get distributed and are key to efficiency and harmonization Hawthorne
- US commitment is key to access air traffic technology Lewis
- Agencies exist to spread NextGen technology – Investment in development is key Hawthorne
- Key to Harmonization - 2 Multilateral cooperation now guarantees NextGen harmonization Hawthorne
AT: Aviation Industry Resilient Airline industry resiliency is a myth – It prevents action to prevent real and eminent collapse Checchio, Vice President, Legislation Affairs, Mid-Atlantic Aviation Coalition, Aviation Policy and Economics Researcher, 11 Robert A Checchio, Vice President, Legislation Affairs, Mid-Atlantic Aviation Coalition, Aviation Policy and Economics Researcher, 11, [“CRISIS IN THE SKY: THE CHALLENGES OF DEVELOPING A UNITED STATES NATIONAL AVIATION POLICY,” Ph. D. Thesis, http://mss3.libraries.rutgers.edu/dlr/outputds.php?pid=rutgers-lib:31018&mime=application/pdf&ds=PDF-1] E. Liu Airline advocates argued that part of the inability to develop a national aviation policy stems from the capacity of the airline industry as a whole to survive in the face of adversity, even as individual airlines might exit the industry. Congress sees the airline industry, one participant claimed, as having the ability to weather financial storms 159 without any government intervention. This results in Congress failing to address vital issues such as providing long-term FAA funding and facilitating international partnerships. As an airline advocate argued, "The airlines always say they have been at death‘s door for years, and they always figure out a way to keep going. … To an extent, we‘re our own worst enemy there because it is true, we have continued to produce a service of incredible value to the economy at a very low cost to the consumer, and we just keep doing it. I think there is this expectation that that can go on forever. But increasingly, I think, we will be dealt out of the international markets where there is potential for real profit, unless some of these things change. But … you go up on Capitol Hill and … you can‘t get anybody to seriously engage in a discussion about fundamental changes." AT: No Facilities Next Gen avoids maitenence costs and can be deployed without facility realignment Douglas 6/1 [ Jim Douglas, contributor to AVStop, Aviation online Magazine, “FAA progress and challenges to consolidate air traffic facilities” http://avstop.com/june_2012/faa_progress_and_challenges_to_consolidate_air_traffic_facilities.htm] June 1, 2012 - The Department of Transportation’s Office of Inspector General (OIG) Principal Assistant Inspector General for Auditing and Evaluation testified before the House Aviation Subcommittee on the Federal Aviation Administration’s (FAA) efforts to consolidate air traffic facilities. This was at the request of the Subcommittee. OIG initiated an audit to review the FAA’s plan for large scale realignments and consolidations of its air traffic facility network, key challenges that FAA faces in executing its plan, and actions the Agency can take in the near term to successfully consolidate its facilities. According to the FAA, the average age for an en route center is 49 years, while the average age of a TRACON is 28 years. In 2008, OIG reported that 59 percent of FAA facilities were over 30 years old and identified structural deficiencies and maintenance-related issues at many facilities. Sustaining the existing air traffic control system would require the Agency to spend a significant portion of its capital budget to replace and maintain these aging facilities and related infrastructure. In fiscal year 2012, the FAA plans to spend $104 million to replace or improve TRACONs and air traffic control towers, $47 million to maintain en route centers, and $78 million to sustain electrical power systems. The FAA reported in 2010 that 83 percent of its facilities were in either poor or fair condition and that the infrastructure at some facilities would not support NextGen and other modernization initiatives. Many of the Nation’s air traffic facilities have outlived their useful lives and cannot take advantage of newer technologies. FAA formalized a plan last year to begin consolidating them into larger, integrated facilities over the next 2 decades, beginning with facilities managing airspace in the Northeast. However, FAA is early in its planning and has delayed making a final decision until next May on where to build the first facility. Regardless, the FAA will still need to align consolidation plans with ongoing construction projects, make technical decisions that could significantly alter the cost and schedules for other modernization programs, finalize project cost estimates, and address associated workforce issues. Although the FAA’s consolidation plans are evolving, a number of near term actions could better position the Agency for success. These actions include incorporating lessons learned from prior consolidation efforts, developing metrics to identify and track anticipated benefits, and determining how best to keep Congress and other stakeholders informed as the effort progresses. Current Facilities and Airspace To Be Transferred: Liberty Integrated Control Facility - TRACONs within the New York Center’s airspace, including the New York and Philadelphia TRACONs - Airspace at or below 30,000 feet from the New York Center Lincoln Integrated Control Facility - TRACONs within the Chicago Center’s airspace, including the Chicago and Milwaukee TRACONs - Airspace at or below 30,000 feet from the Chicago Center Northeast Integrated Control and High-Ops Facility - TRACONs within the Boston Center’s airspace - Airspace at or below 30,000 feet from the Boston Center. - The facility will be co-located with operations from the New York and Boston Centers that control airspace at or above 31,000 feet, along with oceanic operations. Great Lakes Integrated Control and High-Ops Facility - TRACONs within the Cleveland Center’s airspace, including the Pittsburgh, Cleveland, and Detroit TRACONs - Airspace at or below 30,000 feet from the Cleveland Center. - The facility will be co-located with operations from the Chicago and Cleveland Centers that control airspace at or above 31,000 feet. The FAA’s Decisions Regarding the First Site Have Been Delayed. The FAA has pushed its decision to approve construction for the first facility from November 2012 to May 2013. This is primarily due to delays in selecting a site for the facility and tight funding limits called for in its recently passed reauthorization. The FAA officials noted that the delay will affect the FAA’s schedule for consolidating other locations within the first segment, though the impact has not yet been determined. The FAA’s decision involves determining complex operational, logistical, and workforce aspects of the consolidation, including the facility’s airspace boundaries and total operating positions, the size of the building, the total number of controllers, technicians, and other employees working at the facility, the automation and other equipment to be installed, transition schedules for existing facilities to move to the new building and workforce-related issues. Technical decisions for the first integrated facility will impact the current modernization plan. The FAA modernization plans are based on the current facility set-up for en route centers and TRACONs not consolidated or integrated facilities. According to FAA, the Agency is in the early stages of defining the technical requirements for an integrated facility and making decisions about major acquisitions. These decisions will impact the Agency’s future modernization plans and budgets, including NextGen. For example, the En Route Automation Modernization (ERAM) program is currently being deployed to 20 en route centers, including locations in the Northeast where the first integrated facilities could be built. However, FAA has not made changes in its Capital Investment Plan, and the full extent of the changes will not be known until FAA solidifies its plans for the integrated facilities. National Air Traffic Controllers Association President Paul Rinaldi reaffirmed the organization’s commitment to a collaborative relationship with the FAA and modernization of the National Airspace System (NAS) during testimony before the House Transportation and Infrastructure Subcommittee. While Rinaldi emphasized the collaborative relationship, he stressed to the Subcommittee that facility realignments must be part of a comprehensive plan and must be accomplished with inclusion of the agency’s frontline workforce and without compromising safety and efficiency, reducing services or increasing the cost of the NAS. “It is NATCA’s position that realignments should be implemented only when the realignment has a clear objective, quantifiable efficiency gains and a sound business case evaluating each proposal,” said Rinaldi. “While realignment may play a role in modernizing facilities with NextGen capabilities, realignments and automation upgrades are two separate issues. Automation systems can be housed in any type of building whether they have been realigned or not.” ✈Russia Key to Global ATM NextGen causes global benefits and adaptation – meeting deadlines is key to adoption Wonneberger, Vice-President, Strategy and Marketing, ATM, Thales ATM Transformation Initiatives, 12 Lionnel Wonneberger, Vice-President, Strategy and Marketing, ATM, Thales ATM Transformation Initiatives, 12, [“The road to global ATM transformation and harmonization,” AIRSPACE, ISSUE 17 QUARTER 2 2012 RISING TO THE CHALLENGE, get it online!] E. Liu SESAR and NextGen may be perceived as not addressing the needs of countries and regions outside Europe and the USA, where airspace complexity and density may have different characteristics. However, ATM system transformation once proven and achieved in highly complex and dense airspace will also provide significant benefits to other types of airspace. One overwhelming reason for extending ATM transformation to the whole world is that it will provide increased ATM efficiency and safety benefits to aircraft operators in a globally consistent and repeatable way while maximising the use of airborne equipage available in new aircraft (forward fit) and new equipage purchased by airlines to meet national mandates (retro-fit). In this respect, interoperability between different ATM systems and aircraft is a must, and that is where ICAO’s Aviation System Block Upgrades (ASBU) initiative is so essential for the future of our global ATM world. Aviation System Block Upgrades (ASBUs) ICAO and its member states have been working on globally interoperable operational concepts and technical standards for a long time, and a global consensus was reached at the last Air Navigation Conference in 2003. Now, almost 10 years after the launch of this initiative, a new stage must be reached to enable global adoption of compatible and efficient ATM deployment standards (air and ground), in total harmony with all ATM pioneering projects in the world. This will be the major stake at the next global Air Navigation Conference in November 2012 with the global adoption of ICAO’s ASBU roadmap. This does not mean that the ASBU needs to become a one size fits all scheme, where countries are forced to take the processes created by the pioneering projects and adopt them completely. The reality is that many countries will be able to benefit from the efficiencies created and tailor them to suit their needs, requirements and resources. However those pioneering projects must realise that coordination has to be stepped up in order to make the whole process credible and efficient. Towards global harmonisation Very importantly, for airline pilots, no matter where they are in the world, the way they operate should vary only marginally. The ICAO ASBU proposals are a necessary step to the future global ATM system but will require pilots and ATM operators to change some of the ways they think and how they view their role in the air or on the ground. Such paradigm shifts will be challenging enough without taking into consideration the fact that without true interoperability between ATM systems, pilots may have to change the way they operate depending on where they are and where they are flying to; such an outcome would be impractical, not economically viable and introduce a range of operational safety issues. Initial deadlines for implementation are fast approaching (in Europe 2018 for the air-ground part) The equipment manufacturers involved in SESAR and NextGen and who are responsible for producing equipment and systems which will make the ASBU a technical reality, are extremely supportive of global interoperability efforts through ICAO’s ASBU standardisation and direct SESARNextGen coordination. Key to Global ATM – Now Key Global rebuilding of ATM now creates a chance to create a globally integrated system Lewis, Senior Fellow and Director for Technology and Public Policy at the Center for Strategic and International Studies and Witkowsky 04 James A. Lewis, Senior Fellow and Director for Technology and Public Policy at the Center for Strategic and International Studies and Anne Witkowsky, senior fellow with the CSIS Technology and Public Policy Program, 4-04, [“TRANSFORMING AIR TRAFFIC MANAGEMENT,” CSIS, csis.org/files/media/csis/pubs/040501_air_traffic_management.pdf] E. Liu Change in Europe is complemented by changes in Asia. New markets in Asia need to upgrade ATM systems. China’s ATM system infrastructure is limited in areas where demand for air service is growing rapidly. As China builds an infrastructure to deal with this demand, it will be making important decisions about architecture and systems required to accommodate rapidly growing domestic demand. Lacking a heavy investment in legacy ATM systems, China has an opportunity to “leapfrog” to more advanced communication, navigation, and surveillance technologies. As Europe and Asia move toward new ATM systems, the United States will be compelled to change if its airlines are to be competitive in these markets. The worst outcome would be three incompatible approaches, using different systems, requiring airlines to load cockpits with duplicative equipment, creating battles over radio spectrum, and losing potential gains in efficiency and safety. However, changes in the three major ATM markets (North America, Europe, and Asia) also offer an opportunity. Since 2000, a common vision about what a new ATM system would look like has emerged within the ATM community. This vision is a seamless global air traffic system, satellite based, highly automated, using networked data systems to enhance information sharing and to move functions from the ground to the aircraft. The new approach would take advantage of advances in technology to integrate now-separate information systems, provide for greatly increased air traffic situation awareness, allow more aircraft to share the sky, and could increase capacity, security, and safety. Key to Harmonization US innovations get distributed and are key to efficiency and harmonization Hawthorne, Program Manager, Federal Aviation Administration, Air Traffic Organization 09 Michael Hawthorne, Program Manager, Federal Aviation Administration, Air Traffic Organization (ATO) International Office, Washington, DC, 09, [“ H=C3 (The Three C’s of Global Harmonization),” ieeexplore.ieee.org/iel5/5165450/5172820/05172834.pdf] E. Liu The ATO provides air navigation services to approximately 77 million square kilometers of domestic and international airspace delegated to the United States by ICAO. In support of this vast area, the ATO operates an ATM system that is by far the most complex and, with over 46 million aircraft handled each year, the most heavily used in the world. An integral part of the ATO’s responsibility as the United States’ ANSP is the direct daily interaction on a range of ATM issues with the 18 foreign ANSPs that control the 29 adjacent Flight Information Region (FIRs) that abut the United States National Airspace System (NAS). Harmonization is essential on issues ranging from air traffic flow management, safety, environmental, and security linkages such as voice and data, to coordinating future air traffic management architectures and supporting technologies and procedures. The ultimate goal is seamless operations across as many boundaries as possible. This is accomplished through bilateral and multilateral Agreements, local Letters of Agreement (LOAs), participation in formal ICAO PIRGs, and participation in informal coordination groups. Harmonize CNS/ATM Standards ATO customers’ safety and efficiency interests extend beyond the borders of our airspace system. Operational efficiencies gained in United States airspace should be continuous to the extent possible, as aircraft traverse the region as a whole. Additionally, as system users invest in aircraft technology, they expect it to be compatible with systems and procedures used by other ANSPs. Ideally, they would prefer to use the technology around the world to achieve the same safety and efficiency gains made here in the United States Standardization of CNS/ATM technologies and procedures is critical to cross-border, regional, and multi-regional interoperability. This, in turn, drives regional and global harmonization of systems. Such technical and operational alignment can take many forms, depending on the target technology or procedure.
James A. Lewis, Senior Fellow and Director for Technology and Public Policy at the Center for Strategic and International Studies and Anne Witkowsky, senior fellow with the CSIS Technology and Public Policy Program, 4-04, [“TRANSFORMING AIR TRAFFIC MANAGEMENT,” CSIS, csis.org/files/media/csis/pubs/040501_air_traffic_management.pdf] E. Liu As other countries begin to modernize their management of air traffic, the United States faces difficult choices. There is a risk that the pace of change and the course it takes may not be efficient and may not fully address U.S. interests. The United States has an opportunity to take advantage of new technologies for air traffic management, but it lacks the institutional tools and perhaps the long-term commitment to develop and sustain transformation. Agencies exist to spread NextGen technology – Investment in development is key Hawthorne, Program Manager, Federal Aviation Administration, Air Traffic Organization 09 Michael Hawthorne, Program Manager, Federal Aviation Administration, Air Traffic Organization (ATO) International Office, Washington, DC, 09, [“ H=C3 (The Three C’s of Global Harmonization),” ieeexplore.ieee.org/iel5/5165450/5172820/05172834.pdf] E. Liu The development of the tools and technologies required to move into the next generation of air transportation rests squarely on the shoulders of industry partners both in the US and abroad. Global harmonization in its most fundamental form is accomplished when these NextGen tools, technologies, and requisite procedures proliferate around the globe as a result of international commerce. ATO International co-leads the Joint Planning and Development Office (JPDO) Global Harmonization Work Group (GHWG). As is the case with all working groups operating within the JPDO, the GHWG is co-chaired by government and industry. Its mission includes the development of United States positions, collaboration with international partners on the development of joint positions, and the advocacy of the resulting 3 policies, standards, technologies, and/or procedures. The GHWG establishes mechanisms to support global sharing of NextGen industry products, and identifies areas where industry is best suited to take the lead in harmonization efforts. Much of this work is being captured in a document called the NextGen International Strategy, a plan for coordinating systems and procedures and implementing global standards. This document is currently being updated by the GHWG to broaden its scope to include perspectives from all JPDO member agencies, and to establish the foundational elements for a multi-faceted NextGen harmonization approach. From this strategy, JPDO partner organizations will establish harmonization work programs which may be tailored to fit the responsibilities of each member organization. Key to Harmonization - 2 Multilateral cooperation now guarantees NextGen harmonization Hawthorne, Program Manager, Federal Aviation Administration, Air Traffic Organization 09 Michael Hawthorne, Program Manager, Federal Aviation Administration, Air Traffic Organization (ATO) International Office, Washington, DC, 09, [“ H=C3 (The Three C’s of Global Harmonization),” ieeexplore.ieee.org/iel5/5165450/5172820/05172834.pdf] E. Liu Without diminishing the importance of the aforementioned performance standards, procedures, and guidance, if they are not (or cannot be) implemented consistently on a global scale, the work will have been for naught. Operationallyseamless regional boundaries require systems that can share data and support common (or at least compatible) procedures, which allow airspace users to realize the same level of service as they transition from one provider to another. Success here requires a common language based on ICAO global plans, common planning tools and roadmaps, and consistent and coordinated participation by our various task force, sub group, and management group members. In support of this reality, ATO International plays a significant leadership role in three ICAO Planning and Implementation Regional Groups (PIRGs), and uses these entities to cooperate and coordinate with adjacent States and providers. The North Atlantic Systems Planning 4 Group (NATSPG) is run out of the ICAO Regional Office in Paris; the Asia Pacific PIRG (APANPIRG) is run out of Bangkok; and the Caribbean and South American PIRG (GREPECAS), which also includes Mexico and Central America, is co-led by the ICAO offices in Mexico City and Lima, Peru. The operation of today’s National Airspace System and tomorrow’s NextGen borders on all three of these regions operationally, so it is imperative that we work with them to ensure a consistent and coordinated approach to the implementation of NextGen capabilities. In addition to the formal ICAO groups, there are also multiple informal bilateral and multilateral activities, which tend to serve as the breeding ground for cooperative new approaches to air traffic management in their respective regions. Not only do these groups provide excellent opportunities to collaborate, cooperate, and coordinate with governmental and service provider counterparts, they can also include a mix of airspace user representatives, industry trade groups, and system/equipment manufacturers, without whom, NextGen cannot be successful. In addition to working with the aforementioned regional groups under the ICAO umbrella, ATO International establishes and oversees bilateral and multilateral relationships with key partners in Europe, Canada, Mexico, Japan, and China to harmonize their modernization plans with NextGen and ensure seamless operations for ATO customers. ATO International oversees a series of research and development action plans under the auspices of a formal Agreement between the United States and Europe, and is actively working to harmonize NextGen with the Single European Sky ATM Research (SESAR) project there. Under the umbrella of the North American Aviation Trilateral (NAAT), the United States, Canada, and Mexico comprise the NextGen Trilateral Strategy Group (NTSG). Japan and China also participate in NextGen Steering Groups established under formal bilateral Agreements with the ATO. In the case of China, a government/industry US/China Aviation Cooperation Program (ACP) has been established that provides an additional forum for a coordinated outreach on NextGen planning and implementation activities. All these bilateral relationships are focused on the cooperative development of integrated roadmaps and/or work plans. Directory: files files -> Answer True False 2 points Question 2 files -> Integer programming and game theory files -> 4 Integer Programming files -> Bpa vehicle Window Repair Scenario #1 task: Procure vehicle window relacement. Objective files -> Pop Warner History files -> North Carolina Inclusion Initiative Mapping Where Children with ieps are Being Served Purpose files -> Fall 2013 Spring 2014 Program Data: Standard 1 Exhibit 4d files -> Hanban – asia society confucius classrooms network 2010 request for proposal files -> Northern England’s set-jetting locations Download 0.91 Mb. Share with your friends:
|