NextGen promotes U.S. leadership in global aviation
JPDO 10 (Joint Planning and Development Office, “Next Generation Air Transportation System International Strategy”, 01/07/10, 07/13/13, http://www.jpdo.gov/library/InformationPapers/JPDO_International%20Strategy.pdf | Kushal)
To be successful, ICAO member States will need to collectively support the efforts of global harmonization, and many States will look to the U.S. for leadership in the area of NextGen technologies. Traditional and virtual communities are vehicles to share U.S. concepts and promote U.S. technologies with international partners. Fostering avenues for knowledge sharing within the international aviation commnity will provide a work environment where stakeholders can collectively reflect and create knowledge, and more readily harmonize worldwide equipage and procedural standards. The JPDO partner agencies and members of industry have ample opportunities to promote NextGen globally at agency and industry supported venues. The U.S. must leverage these opportunities with International Strategy Joint Planning and Development Office n JPDO Paper n www.jpdo.gov a focus towards promoting NextGen worldwide. Readily available communications media for NextGen, such as written briefings and graphic presentations, will be required and should be customized for various international audiences. To ensure agency representatives deliver a consistent message, a library of briefings and handouts will be developed. In addition, the U.S. will work with international partners on technical training in NextGen technologies and procedures through appropriate channels.
NextGen key to U.S. leadership
Bourgeois 10 (Daniel Bourgeois, August 2010, Masters of Science, Science Technology and Public Policy, Rochester Institute of Technology, “The Next Generation Air Transportation System: An Answer to Solve Airport Efficiency?”, 2010, AD: 07/12/12, http://gradworks.umi.com/1480274.pdf | Kushal)
There are six objectives that the JPDO set forth to accomplish. They are to retain the United State’s leadership in aviation, expand the capability of the current air system, ensure safety is still in place, protect the environment, ensure national security, and ensure that the system itself is secure. In 2005 the JPDO set out on this task by developing a high level vision to communicate the principles to all of the related agencies. The most difficult part about NextGen is its scope and breath. NextGen encompasses all of the aerospace transportation industry, not just aviation or air traffic management or (ATM). Working with these multiple agencies is critical in getting the goals of NextGen accomplished. After meeting with these agencies the JPDO came out with a NextGen vision briefing. The NextGen vision briefing document details eight different capabilities the new system must have in order to accomplish the six goals that were set for the system.
Hegemony Exts - Integration of national airspace --> more UAVs
Status quo not integrating UAVs successfully into our national airspace now - Next Gen key to integration and allows for expansion of UAV operations
JPDO 12 (Joint Planning and Development Office, “Unmanned Aircraft Systems¶ Research, Development and Demonstration Roadmap”, 3/15/12, AD: 07/11/12, http://www.jpdo.gov/library/20120315_UAS%20RDandD%20Roadmap.pdf | Kushal)
This is the first report of progress in producing a NextGen Unmanned Aircraft Systems Research, Development and Demonstration Roadmap (NextGen UAS RD&D Roadmap). The activity was established to enable a responsive, efficient, timely, coordinated multiagency Research and Development (R&D) effort that will enable the U.S. to realize fully the benefits of Unmanned Aircraft Systems (UAS) in the National Airspace System (NAS).¶ The use of UAS dates from the earliest days of flight. UAS today play an increasing role in many public missions such as border surveillance, wildlife surveys, military training, weather monitoring, and local law enforcement. However, expansion of domestic UAS operations has been inhibited by lack of a common understanding of what is required to safely and routinely operate UAS in the NAS. Challenges such as the lack of an onboard pilot to see and avoid other aircraft and the wide variation in unmanned aircraft missions and capabilities must be addressed in order to fully integrate UAS operations in the NAS in the NextGen timeframe.¶ This report represents a significant effort on the part of the Next Generation Air Transportation System (NextGen) partner agencies to establish a multiagency roadmap of the R&D necessary to enable routine operations of UAS in the NextGen NAS. This initial report is intended to accomplish the following objectives:¶ • Document an initial set of critical R&D challenges that need to be addressed to enable routine access for UAS in the NextGen NAS¶ • Develop an approach to linking the R&D activities of the partner agencies with the R&D needs of the FAA to support integration of UAS in the NAS¶ • Establish an approach to coordinating R&D activities of the participating agencies in order to address those challenges¶ • Identify relevant ongoing and planned R&D projects to serve as a baseline for the NextGen UAS RD&D Roadmap1¶ • Set forth a series of next steps toward achieving a responsive, vetted roadmap, monitoring progress, and identifying actions needed¶ The Office of Management and Budget recently tasked the NextGen partner agencies to develop a strategic, multiagency, NextGen UAS RD&D Roadmap with facilitation and assistance from the Joint Planning and Development Office (JPDO). The primary objective was to identify the most critical technology issues involved in establishing a plan for UAS operations. The results are contained in this document, which will serve as a baseline for further development of the Roadmap.¶ The roadmapping activity is intended to assist the FAA in identifying and providing information needed to enable routine UAS access in the NextGen NAS. The Roadmap will also assist the R&D performers in the partner agencies to share information, enabling the agencies to make faster progress in addressing the critical R&D challenges; to capitalize on the research¶
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