2014 ICAP Strategic Plan General Services Administration, Office of Government-Wide Policy
ICAP Strategic Plan
General Services Administration
Office of Government-wide Policy
July 22-23, 2014
2014 ICAP Strategic Plan | General Services Administration, Office of Government-wide Policy
Table of Contents
Section Page
1. Overview 1
1.1 Attendees 2
1.2 Facilitators 3
1.3 Agenda 3
2. Meeting Notes/Summary 5
2.1 Value Discussion 5
2.1.1 Roles and Value – What does ICAP do? 6
2.2 Environmental Scan 7
2.2.1 Trends – What does ICAP want to achieve? 7
2.3 Goal Grid Discussion and Review 10
2.4 Strategic Initiatives 12
2.4.1.1 Initiatives Values and Challenges 15
2.4.1.2 Initiative Measurements of Success and Activities 17
3. Impressions 23
3.1 Impressions 23
3.2 Suggestions for Improvement 23
3.3 Next Steps 23
List of Figures
Figure Page
Figure 1. ICAP Strategic Initatives 2
Figure 2. 2014 ICAP Participants 3
Figure 3. ICAP Services 6
Figure 4. ICAP Environmental Scan (PLANES) 10
Figure 5. Goal Grid 11
Figure 6. Goal Grid – Achieve Results 11
Figure 7. Goal Grid – Avoid Results 11
Figure 8. Goal Grid – Eliminate Results 11
Figure 9. Goal Grid – Preserve Results 12
Figure 10. ICAP Committee Initiatives 14
Figure 11. Value and Challenges 16
Figure 12. 2014 Strategic Initiative Plan 20
Page i2014 ICAP Strategic Plan | General Services Administration, Office of Government-wide Policy
1. Overview
Executive Summary:
The Interagency Committee for Aviation Policy (ICAP) was established to promote sound policy and foster the highest aviation standards for public aircraft. Comprised of aviation leaders from across the government, ICAP’s mission is to coordinate government-wide improvements in the safety, security, effectiveness, and efficiency of federal executive agency aviation activities. To that end, ICAP advises GSA on issues involving aviation policy, regulations, and practices as they impact public use aircraft. In order to meet their mission, ICAP employs a strategic plan as the foundation for guiding the five ICAP committees: Acquisition, Use and Disposal (AUD); Communications (COMM); Management Data Systems (MDS); Safety Standards and Training Subcommittee (SSTS); and Unmanned Aircraft Systems (UAS).
The ICAP convened from 22-23 July 2014 to analyze their 2011 Strategic Plan and develop a new 2014 Strategic Plan. The committee reviewed the status of the previous plan, analyzed emerging trends and issues within the federal aviation community across six dimensions (Political, Logistics, Aviation, New Technology, Environmental, and Society), assessed ICAP’s core services and capabilities, and evaluated the benefits and challenges of ICAP’s involvement with specific strategic initiatives. Based on the review, the ICAP selected the top 13 initiatives for further action by the ICAP committees. The Committee then established measures of success and action items for the following 13 initiatives grouped by committee:
Committee / Strategic Initiative /All / Enhance internal ICAP knowledge management across the committees.
AUD / Enhance safety and support for aging aircraft through increased interaction and collaboration with DoD/FAA resources and committees.
AUD / Enhance awareness and use of capital asset investment tools.
AUD / Increase awareness and the use of exchange/sale authority.
AUD/
MDS / Review and justify inventory of agency non-operational aviation assets to accurately account for FAIRS inventory data.
Comms / Increase interagency collaboration by developing, maintaining, and sharing a library of best practices and resources through various communication portals.
Comms / Develop a targeted marketing/communications strategy to expand the ICAP brand to key internal and external decision makers and stakeholders (especially during leadership transitions).
Comms / Identify and monitor benchmarks and metrics that demonstrate the value of ICAP to federal agencies
MDS / Transition FAIRS to .xml schema to enable agency systems to better communicate and evaluate data.
SSTS / Continuously improve the aviation safety programs within federal agencies.
SSTS / Develop a comprehensive set of standards for government UAS programs in coordination with emerging FAA requirements, in the following areas: Safety management, Airworthiness and registry, Operations, qualifications, training.
SSTS / Investigate and monitor the evolution surrounding the designation of State aircraft.
UAS / Research and monitor the capabilities of the civilian and government organizations which track aircraft movement. Examples include tail number blocking (ATO, FlightAware, etc.), new technologies (CPDLC, ADS-B).
Figure 1. ICAP Strategic Initiatives
1.1 Attendees
The following ICAP members participated in the 2014 Strategic Planning session from 22-23 July 2014.
# / Name / Agency / Email / Phone /1 / Pete Gretsch / FAA/Aviation System Standards / / 703-603-7000
2 / Tzu-Hsien Yen / NASA HQ/Management Data Systems / / 202-358-4721
3 / Jamal Abbed / NASA / / 202-358-2219
4 / Connie McGowen / FAA / / 405-954-6274
5 / Michael Dudzinski / US Marshall Service / / 405-680-3465
6 / Chris Martino / USCG/Chief of Aviation Forces / / 202-372-2201
7 / Tim Gallagher / NOAA/DOC/AOC / / 813-828-3310 x3021
8 / Jim Kelley / NOAA/DOC / / 301-713-7612
9 / Alex Bapty / DOE/NNSA / / 505-845-6226
10 / Mike Casey / FAA/Senior Flight officer / / 404-954-0057
11 / Rene Dowgowillo / DHS / / 202-573-4669
12 / Bob Gallaway / GSA/OGP/Aviation Policy / / 202-997-7274
13 / Jay Spurr / GSA/OGP/Aviation Policy / / 202-208-0519
14 / Rogers Woolfolk / US Dept of State / / 202-663-1224
15 / Mike Miles / GSA / / 202-407-6600
16 / Pat Hagerty / DOE / / 202-586-5489
17 / Rock Parilla / US Forest Service / / 202-205-0807
18 / Ralph Getchell / DOI /
Figure 2. 2014 ICAP Participants
1.2 Facilitators
Steve Reynolds / PricewaterhouseCoopers (PwC) / / 703-918-3973Harl Romine / PwC / / 703-424-0252
Elaine Mo / PwC / / 202-999-9955
1.3 Agenda
Tuesday, July 22, 2014 (Held in Conference Room 2213 at 8:30 a.m.)
8:25 / Welcome/Administrative RemarksIntroduction of Facilitators / Bob Galloway, GSA
8:30 / Welcome and Introductory Remarks / Steve Reynolds, PwC
8:45 / Chair’s Remarks – Strategic Planning Overview / Bob Galloway, GSA
9:00 / 2011 Strategic Plan Background, Status, Survey
/ Jamal Abbed, NASA
9:45 / Break
10:00 / Value Alignment / Harl Romine, PwC
11:00 / Scenario Development (PLANES) / Steve Reynolds, PwC
11:15 / Lunch
12:00 / Scenario Planning (PLANES) / Steve Reynolds, PwC
1:30 / Emerging Trends, Values, Challenges / Steve Reynolds, PwC
4:30 / Adjourn / Bob Galloway, GSA
Wednesday, July 23, 2014 (Held in Conference Room 2213 at 8:30 a.m.)
8:30 / Welcome and Introductory Remarks / Steve Reynolds, PwC8:45 / Day 1 Summary – Trends/Challenges/Roles / Steve Reynolds, PwC
9:00 / Goal Grid Discussion and Review / Steve Reynolds, PwC
9:30 / Value/Challenges / Steve Reynolds, PwC
10:00 / Critical Success Factors and Activities / Steve Reynolds, PwC
12:00 / Lunch
1:00 / Strategic Plan Details / Steve Reynolds, PwC
2:00 / Adjourn / Bob Galloway, GSA
2. Meeting Notes/Summary
· Last facilitated strategic planning session was in 2011 but there have been annual updates since then. Based on ICAP’s role as a collaborative body from various agencies, the decision was made to transition from a 5 year outlook to a 3 year outlook. ICAP closed out the 2011 plan, and desires to create a new one. The objective of this meeting is to create new initiatives that will serve as the foundation for the 2014 strategic plan.
· The Committee chairs and facilitators met on 21 July 2014 to discuss the agenda, frame the discussion, and align the intent and direction for the facilitated planning session.
· ICAP desires a strategic plan that conforms to their capabilities and position as an interagency committee with limited direct authority. This will lead to a more tactical approach to strategic objectives.
· The ICAP planning team reviewed the 2011 plan and validated the mission and values. In addition, the ICAP Comms committee presented the status of the 2011 initiatives and the results of the OGP Survey relating to ICAP and GSA aviation services. The results indicated a favorable perception of ICAP and their services.
· The 2014 plan will build off the progress of the 2011 plan and will not readdress mission, vision, and values since they have not changed. These sessions will focus on identifying emerging trends and issues across the larger federal aviation community and developing initiatives to address the trends that are within ICAP’s range of influence. There was significant discussion surrounding the desire to increase ICAP participation and expand the relevance of ICAP to a larger audience.
2.1 Value Discussion
· During this session, the committee identified specific ICAP core service offerings for each committee. This focused on specific tasks and programs and not generic encompassing activities. The results of this section are used to populate the “Preserve” section of the Goal Grid.
· What does ICAP do and what services do you offer?
– Interested in what ICAP specifically does surrounding this list. What do you do in terms of the different ICAP sub-committees.
– The list from the group will show what ICAP does, shows deficiencies in activities, redundant activities, and necessary/unnecessary activities.
· Activities will be posted in the Preserve section of the Goal Grid (see below).
2.1.1 Roles and Value – What does ICAP do?
Sub-committee / Service Delivered /Acquisition, Use, and Disposal / · Disposal best practices
· Marketing management
· Exchange/sale management
· Assists, guides, facilitates processes
· Resource sharing
· Reviewing policies
· Create structure for Government sales and declining fleet
Communication / · Customer feedback (Report Cards, Communication Plan)
· Stakeholder/external outreach
– What is ICAP – marketing efforts
– What does the Federal aviation community do?
· Change perception of Federal aviation community
· Create a forum for lessons learned
Management Data Systems / · Federal Aviation Information Reporting System (FAIRS)
· Facilitate reporting
· Offer training
· Review FAIRS data for appropriateness
· Cost reporting guidance
· Share information
· Answer external questions
· Annual report/data set
· Promote use/availability of other agencies’ asset management systems (e.g., NASA Aviation Management Information System (NAMIS)), but not in lieu of FAIRS. Information from other systems is used to augment FAIRS.
· Standardization of terms
· Calculate carbon footprint for aircraft
Safety, Standards, Training / · Sharing/participating in other programs in ICAP’s SSTS meetings. Created a list-serve to communicate. Includes policy, manual, training sharing. ICAP does NOT write operational policy.
· Share other agencies’ CAS lists – includes asset and training resources.
· Audits
· Aviation Risk Management (ARM) surveys
· Update maintenance manuals
· Refine Aviation Safety Officer (ASO) curriculum, certificate program, workshop
· Gold Standard
· Awards
· Annual accident report
· IS-BAO
· Regulation remediation to remove contradicting information (e.g., FTR, OMB A-126)
· Drafted OMB A-126
Unmanned Aircraft Systems / · Unification of fleet management policies/procedures to have a unified approach
· Sharing best practices
· Outreach to potential UAS users
· Update Safety Management Systems (SMS) to include UAS programs and operations. Convince International Business Aviation Council (IBAC) to develop a standard for UAS systems.
Figure 3. ICAP Services
2.2 Environmental Scan
· Structured environmental scans provides a method for evaluating issues and trends that affect what you’re doing today and project them out into the future. If you could tell yourself in the future what to look at, what would you tell yourself?
· During this exercise, the committee will consider the context of federal aviation within six dimensions: Politics, Logistics, Aeronautics, New Technology, Environment, Society (PLANES)
· The idea is to get some thoughts about each factor and how it applies to ICAP or aviation as a whole. How do these factors affect the trends that move the future? ID a wide range of possibilities and gradually narrow them down to get to a list of what ICAP can influence, what it will be influenced by, and how to address it.
· After identifying the trends and issues in each dimension, the teams then selected the areas that aligned with ICAP capabilities and mission. These trends and issues are identified with bold text.
· Activities selected from this section will be posted in the “Achieve” section of the Goal Grid (see below).
2.2.1 Trends – What does ICAP want to achieve?
PLANES Planning Factor / Initiatives (bold indicates new related initiatives) /Politics / · Communicate with leadership the importance and value of ICAP
– Can change communication with leadership; knowledge transfer to help inform leadership; influence leadership.
· ICAP charter by OMB. OMB management could stay stable, so need of ICAP would remain.
· Strengthen ICAO’s ability to react. ICAO will have to react to aviation safety in war zones (commercial airlines).
· Next generation aircraft and airspace – drives new equipment à funding requirements à politics related.
· Regulate UAS practices due to increased interest.
· Having a place for lessons learned between agencies; collaboration/flow of info among government agencies. ICAP can provide forum platform.
· ICAP will continue to exist – but what it collaborates about may be different in the future.
· Public use of ICAP changes.. ICAP is good forum/venue for influencing and helping to define possible changes or clarifications related to Public use.
· Public aircraft operations – different impositions.
· Changing budget – more/less interaction of interchanging of information. Will value continue to fund ICAP? If budget goes down, then ICAP could be more important because agencies looking for efficiencies. If budget goes up, then agencies can monitor themselves and there is no need for ICAP. May be a push to reduce assets, operational funding.
· ICAP can become more of an influencer (or lobbyist) in the future.
· Fewer pilots, more automated/UAS.
· Designation of State aircraft operations. State Dept doing study on operating a state aircraft charging state fees.
· Impact of carbon footprint.
· Structure increases influence.
LOGISTICS / · Government sales and declining fleet – how can ICAP provide a service to agencies of being able to do so?
· Generic contracting logistic support plans – Come up with a special plan where GSA pays a certain amount for maintaining GSA-owned assets. GSA to create a generic support plan for contracting out support for GSA assets with same general schedule. Plan provides aviation service support.