2014 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
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List of Figures
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Page 2 2014 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. Enhance safety and support for aging aircraft through increased interaction and AUD 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/ Review and justify inventory of agency non-operational aviation assets to accurately MDS account for FAIRS inventory data. Increase interagency collaboration by developing, maintaining, and sharing a library of Comms best practices and resources through various communication portals. Develop a targeted marketing/communications strategy to expand the ICAP brand to Comms key internal and external decision makers and stakeholders (especially during leadership transitions). Identify and monitor benchmarks and metrics that demonstrate the value of ICAP to Comms federal agencies Transition FAIRS to .xml schema to enable agency systems to better communicate and MDS evaluate data. SSTS Continuously improve the aviation safety programs within federal agencies.
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Committee Strategic Initiative Develop a comprehensive set of standards for government UAS programs in SSTS 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.
Research and monitor the capabilities of the civilian and government organizations which track aircraft movement. Examples include tail number blocking (ATO, UAS FlightAware, etc.), new technologies (CPDLC, ADS-B). 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 FAA/Aviation System 1 Pete Gretsch [email protected] 703-603-7000 Standards NASA 2 Tzu-Hsien Yen HQ/Management [email protected] 202-358-4721 Data Systems
3 Jamal Abbed NASA [email protected] 202-358-2219
4 Connie McGowen FAA [email protected] 405-954-6274
Michael 5 US Marshall Service [email protected] 405-680-3465 Dudzinski
USCG/Chief of 6 Chris Martino [email protected] 202-372-2201 Aviation Forces
813-828-3310 7 Tim Gallagher NOAA/DOC/AOC [email protected] x3021
8 Jim Kelley NOAA/DOC [email protected] 301-713-7612
9 Alex Bapty DOE/NNSA [email protected] 505-845-6226
FAA/Senior Flight 10 Mike Casey [email protected] 404-954-0057 officer
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# Name Agency Email Phone
11 Rene Dowgowillo DHS [email protected] 202-573-4669
GSA/OGP/Aviation 12 Bob Gallaway [email protected] 202-997-7274 Policy
GSA/OGP/Aviation 13 Jay Spurr [email protected] 202-208-0519 Policy
14 Rogers Woolfolk US Dept of State [email protected] 202-663-1224
15 Mike Miles GSA [email protected] 202-407-6600
16 Pat Hagerty DOE [email protected] 202-586-5489
17 Rock Parilla US Forest Service [email protected] 202-205-0807
18 Ralph Getchell DOI [email protected]
2. 2014 ICAP Participants 1.2 Facilitators PricewaterhouseCoopers 703-918- Steve Reynolds [email protected] (PwC) 3973 703-424- Harl Romine PwC [email protected] 0252 202-999- Elaine Mo PwC [email protected] 9955 1.3 Agenda Tuesday, July 22, 2014 (Held in Conference Room 2213 at 8:30 a.m.)
Welcome/Administrative Remarks 8:25 Bob Galloway, GSA Introduction of Facilitators
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
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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, PwC
8:45 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
Page 6 2014 ICAP Strategic Plan | General Services Administration, Office of Government-wide Policy 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).
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2.1.1 Roles and Value – What does ICAP do? Sub-committee Service Delivered Acquisition, Use, and Disposal best practices Disposal 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 Federal Aviation Information Reporting System (FAIRS) Systems 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, Sharing/participating in other programs in ICAP’s SSTS meetings. Created Training 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,
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Sub-committee Service Delivered OMB A-126) Drafted OMB A-126 Unmanned Aircraft Unification of fleet management policies/procedures to have a unified Systems 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. 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 funding requirements 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
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PLANES Planning Factor Initiatives (bold indicates new related initiatives) 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. Working capital fund through GSA that can provide lease/buy options for agencies. Have a schedule of flights every night to have a consistent schedule. Centralization vs. regionalization of activities/communication. Facilitate and build collaborative model of regional/centralized communication models. Lack of engineers, training, operational workforce. Dependence on DOD resources and DOD firewalls – makes it more difficult Aging aircraft Training and personal – always depend on personnel. Agencies contract out those efforts; ICAP could provide a centralized repository of contracting efforts, but this may be too big of a lift. Shared services. Different ways to communicate – Purple Office, SharePoint, WebEX. ICAP can provide forum for info sharing and communicating. Any reason why ICAP shouldn’t have SharePoint? There are high barriers to entry – hard to set up, hard to keep updated, and nobody would take ownership. New and increased means to fly anything. Increased use of capital asset management (investment) tools. Everyone will be dealing with aging aircraft and orgs need stable
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PLANES Planning Factor Initiatives (bold indicates new related initiatives) capitalization tools to deal with them. DMS issues, NAMIS/ALMIS. Train personnel to understand acquisition/disposal process. Managing fleet in terms of declining budget. Create a federally accepted government standard and use ISBO as a reference. Review standards for potential streamlining. Development of regulations/protocols, including safety and training standardizations. A lot from logistics fits into aeronautics. Diverse and changing missions across all agencies. Some agencies’ missions can overlap/be combined. If missions can be combined, look at sharing resources. Probably will have to drive by a major event – not naturally. Have to defend your need of aviation in accordance to the mission. Vertical takeoff/landing technology will change capabilities and supporting operations. Need to streamline capabilities. Civilian airlines consolidating. People are selling their personal planes. Government can’t avoid the consolidation model. How to find shared resources? Federal aviation will need to consolidate to reduce costs, etc. Consolidate flight services. Duties that were federally assigned are becoming commercialized. Contracting to private organizations. Reliance on contractors. Contractors lack the operational and aviation experience/knowledge to do a good job. Seek shared policy models to share risk/reliability/accountability. Aeronautics Have to differentiate between the different missions when identifying redundant operations – that operation might be critical/unique to the mission. Share spare parts; joint buying/selling. Aircraft with pilots is becoming outdated; UAS proliferation because it is the cheaper option – need to manage acquisition and costs. Aging aircraft – how can ICAP help agencies to help manage aging aircraft? Difficult to navigate in the national air space (NAS) without up-to-date technology. NAS integration. Future of smaller aircraft that will move us away from older aircraft models due to fuel efficiencies. Scrutiny regarding aircraft will come up. Agencies need to focus on non- operational aircraft – have to dispose of it quickly before it becomes a problem because the number is too large. If they aren’t flying, then agencies have to get rid of them. ICAP can create policies/guidance for reducing aircraft fleet. Public mission. Helping agencies define what their missions are.
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PLANES Planning Factor Initiatives (bold indicates new related initiatives) Variable takeoff and landing. Extended delivery. UAS – registry. See and avoid – what to accomplish when you’re in an aircraft. Sense and avoid – what to accomplish with a UAS because you can’t see anything since you’re not in the device. Sense and disable? Can prevent flying in unauthorized areas. Enhanced communication/tracking – aircraft tracking (ADS-B). Gathering information for management – Management information system. New Technology Tech lifecycle is getting shorter – gov can’t buy something and keep it for 10 years anymore. Infrastructure doesn’t meet civilian model of buying new equipment every 18 months. Digital cockpit. Alternative fuels will change flight patterns. Material upgrades – change aircraft construction. Night vision goggles. 3D printing for parts, materials, planes. Noise reduction/abatement around communities. Fuel consumption, alternative/synthetic fuel. Green initiatives relating to fuels. Environment Electric vehicles. Hazardous waste disposal/handling and the cost related to it. Carbon footprint of aircrafts. Involved in creating/drafting Executive Orders for carbon footprint Society Skilled workforce – especially for mechanics – is declining. Difficult maintaining skilled mechanics because skills are being taken over by computers and technology. Experience levels of workforce – retirements, aging workforce. Does ICAP have a repository of knowledge that can be passed to later generations? There is no ICAP succession plan. No agency has a bench to fill vacant positions – people with experience are hired into positions. As workforce changes, that will also change the missions and operations. ICAP will have to adapt to those changes and operate in that environment. Redefine ICAP positions because no new people to workforce in aviation community – no new blood. Create alternative methods of communication; alternative media connection. Pilot shortages – pay cuts, less experience, unions. Recruitment efforts. Develop ICAP HR solution/strategy. Federal government is becoming the training center for commercial
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PLANES Planning Factor Initiatives (bold indicates new related initiatives) pilots. Dispute among agencies on whether there should be 1 policy for everyone or tailor it to individual missions. Monolithic safety policy vs. each agency has own safety standards. Privacy aspect of UAS – people who aren’t aviators (corporations) are getting into UAS. Foster an environment to contract out certain aircraft services – public/private partnerships? 4. ICAP Environmental Scan (PLANES) Conclusion of Day 1: Analyzed the current activities of ICAP through the perspective of the sub-committees. Brainstormed the trends that affect the aviation community using the PLANES framework. Highlighted trends that are important and relevant to ICAP. Day 2 Day 2 focused on refining trends and issues as well as developing actionable initiatives for ICAP. Overview of yesterday: Information gathering – looked at 2011 Strategic Plan Identified ICAP capabilities and services. Evaluated the future of federal aviation across six dimensions. Identified which trends and issues provided opportunities for ICAP attention. Future casting (PLANES) – gap analysis Opportunities for ICAP strategic focus – gap analysis 2.3 Goal Grid Discussion and Review Goal Grids show the difference categorizations of activities that an organization does. Achieve – what new goals or initiatives does ICAP want to pursue? Populated from the items the members identified as opportunities. Avoid – what ICAP doesn’t and shouldn’t do. Eliminate – what are you doing now that you don’t want to do anymore? Activities don’t add value or ICAP doesn’t do it well. Preserve – what you do and want to continue to do, as identified yesterday. Populated from the services session.
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5. Goal Grid Achieve Politics: Aeronautics: Inform leadership (communicate value and Duties that were federally assigned are becoming importance of ICAP and federal aviation) commercialized. Legislation and increased interest in UAS. UAS proliferation and policies – need to manage Having a place for lessons learned between acquisition and costs; federal UAS management agencies program Public use aircraft and inherently governmental Non-operational aircraft management. missions. Public mission and inherently governmental Designation and operation of state aircraft. operations. Structure for government sales and managing a New Technology: declining fleet. UAS – registry. Enhance influence through documented Sense and avoid. structure of gov’t sales and fleet management. Aircraft tracking (ADS-B) Logistics: Environment: Centralization vs. regionalization of scheduling Carbon footprint. and logistics. Society: Dependence on DOD resources and DOD firewalls Retirements. as it relates to aging aircraft. Alternative media connection. Different ways to communicate – WebEX., Pilot shortages. Facebook, Sharepoint. Contract out certain aircraft services. Increased use of capital management (investment) tools 6. Goal Grid – Achieve Results Avoid Daily operations Mission planning/execution Defining operational requirements Monitoring compliance (done by GSA 7. Goal Grid – Avoid Results Eliminate None
8. Goal Grid – Eliminate Results
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Preserve Acquisition/Disposal: Management Data Systems: Disposal best practices FAIRS Marketing management Facilitate reporting Exchange/sale management Offer training Assists, guides, facilitates processes Review data for appropriateness Resource sharing Cost reporting guidance Collaboration of services Share information Reviewing policies Answer external questions Communication: Annual report/data set Customer feedback (Report Cards, Promote use/availability of other agencies’ Communication Plan) databases (e.g., NASA) Stakeholder/external outreach Standardization of terms What is ICAP – marketing efforts Unmanned Aircraft Systems: What does the Federal aviation community do? Unification of fleet management Change perception of Federal aviation policies/procedures community Unified approach Safety, Standards, Training: Sharing best practices Sharing/participating in other programs Safety training and standardization Policy, manual, training sharing Outreach to potential UAS users External vendor review Development of regulations/protocols Audits Advocate role to Safety Management System ARMS visits (SMS) 9. Goal Grid – Preserve Results 2.4 Strategic Initiatives After validating the goal grids, the strategic initiatives were aligned with the ICAP committees, and pillars (Safety, Stewardship, Policy Effectiveness, and Management and Performance). In addition, the service offerings and capabilities identified by the group were also aligned with the respective committee. The resulting Committee Initiatives are depicted below and list the 2011 initiatives, the newly identified initiatives (in red) and the service offerings grouped by pillars and committee.
Sub- Safety Stewardship Policy Effectiveness Management & Performance Service Offerings Committee
Increased use of capital Designation of state aircraft Disposal best practices management operations Marketing management Acquisition, (investment) tools Structure for government Exchange/sale management Contract out certain sales and managing a Use, Assists, guides, facilitates processes aircraft services declining fleet. Disposal Resource sharing Non-operational aircraft Collaboration of services management. Reviewing policies
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Sub- Safety Stewardship Policy Effectiveness Management & Performance Service Offerings Committee Having a place for lessons Develop a targeted Strengthen collaboration to Customer feedback (Report Cards, learned between agencies marketing/communica better use aviation Communication Plan) Centralization vs. tions strategy to resources and improve the Stakeholder/external outreach regionalization of expand the ICAP brand effectiveness and What is ICAP – marketing efforts scheduling and logistics to key internal and efficiency of aviation What does the Federal aviation Public use aircraft and external decision activities community do? inherently governmental makers and Change perception of Federal Communica missions. stakeholders aviation community tion Different ways to Change of leadership communicate – WebEX, (communicate value Facebook, Sharepoint. and importance of Alternative media ICAP and federal connection. aviation)
Aircraft tracking Consolidate data and Dependence on DOD FAIRS (ADS-B) information to enhance resources and DOD Facilitate reporting effectiveness and firewalls as it relates to Offer training efficiencies for federal aging aircraft. Review data foe appropriateness aviation service providers Cost reporting guidance Provide scalable Managemen Share information documented processes t Data Answer external questions Systems and tools to enhance effectiveness and Annual report/data set efficiencies for federal Promote use/availability of other aviation service providers agencies’ databases (e.g., NASA’s NAMIS) Standardization of terms
Continuously Facilitate the identification Identify key benchmarks Enhance influence through Sharing/participating in other improve the and implementation of and metrics that documented structure of programs aviation safety environmental best demonstrate federal gov’t sales and fleet Sharing/participating in other programs within practices aviation and ICAP management. programs federal agencies Duties that were federally performance Retirement/Succession Policy, manual, training sharing Safety, assigned are becoming Planning External vendor review Standards, commercialized Pilot shortages Audits Training Carbon footprint of ARMS visits aircrafts
Develop policies and Legislation and increased Unification of fleet management Procedures to interest in UAS policies/procedures absorb UAS into UAS registry Unified approach the federal Sense and avoid Sharing best practices Unmanned aviation Safety training and standardization Aircraft management Outreach to potential UAS users organization Systems Development of UAS proliferation regulations/protocols Advocate role to Safety Management System (SMS) 10. ICAP Committee Initiatives
Page 16 2014 ICAP Strategic Plan | General Services Administration, Office of Government-wide Policy 2.4.1.1 Initiatives Values and Challenges Small groups then evaluated the initiatives based on their value to the federal aviation community and the challenges associated with implementing the initiative. The groups presented their findings to the large committee who selected which initiatives provided an appropriate value based on the challenges and impact.
Initiatives Value Challenges
Satisfy regulated review requirement, approved Getting others to see the value in it and use it Increase use of capital asset management investment by OMB tools Get ahead of negative image/perception of non- Review definitions of non-operational aircraft, Justify inventory of non-operational aircraft operational aircraft non-operating categories, updating FAIRS Get ahead of developing concerns State Department did not provide formal approval, but had issued a letter of Monitor the designation and operations of state aircraft acknowledgement. Reference NOAA letter Exchange/sale opportunities People do not know about exchange/sale Fleet management in current budget environment Sustainability opportunities Agencies have difficulty with procedures Different ways to communicate Having historical knowledge, lessons learned Development and maintenance of a forum Alternative media connections Having place for lessons learned between agencies Centralization and regionalization of scheduling and Shared resources Communication logistics Monitor public use and inherently governmental Keep ahead of proposed FAA updates/changes to FAA missions/definition definitions Different interpretations of the definitions Develop a targeted marketing/communications strategy Visibility Execution to expand the ICAP brand to key internal and external Communication decision makers and stakeholders ICAP can be a central point of contact to have 1 Agencies have different operational processes and Monitor and collaborate with various agencies that track voice it is difficult to keep track of all the different aircraft movement so that missions are not compromised operations Enhance safety and support for aging aircraft through Increase interaction and collaboration regarding Collaboration with DOD or FAA to develop a increased interaction and collaboration with DoD/FAA aging aircraft contact list can be difficult. resources and committees. Maintaining contact list Continuity Time commitment to developing products Retirement and succession planning Knowledge transfer Develop a comprehensive set of standards for Efficient UAS program Time consuming government UAS programs in coordination with Enhanced safety Limited power to create regulation emerging FAA requirements, in the following areas: Leader in federal aviation Safety management Airworthiness and registry Operations, qualifications, training 11. Value and Challenges
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2.4.1.2 Initiative Measurements of Success and Activities Finally, the committee analyzed the initiatives to identify the measures of success and accompanying activities to drive each initiative to conclusion. The results, presented below reflect the ICAP consensus for 2014 strategic initiatives aligned by committee, pillar, and ICAP value with accompanying measures of success and activities.
Sub- Supporting Strategic Goal Initiatives Measure of Success Action Item(s) Committee Value
Enhance safety and Publication of resource list and contacts. Identify DoD committees or support for aging contacts that support various aircraft through agency aircraft Increased interaction AUD Develop resource list of materials, Collaborate and collaboration contacts, and publications for with DoD/FAA agencies using DoD aircraft. resources and committees. Research and Publication of resource list and contacts Continued market research monitor the to assist agencies understand and Clearinghouse for information capabilities of the respond to new tracking technologies. ID aircraft tracking resources civilian and ID resources and issues with government masking government aircraft. organizations which track aircraft UAS Collaborate movement. Examples include tail number blocking (ATO, FlightAware, etc.), new technologies (CPDLC, ADS-B) Safety # of current Gold Standards Review and update current Continuously Safety # of ASOs trained manuals improve the aviation Standards # of IS-BAO audits and ARMS surveys Conduct ASO workshops safety programs Support and Mishap rates Conduct IS-BAO audits within federal Training agencies
Develop a Development of procedures/policies Market research and analysis comprehensive set of ID agency needs standards for Develop procedures/policies government UAS Work towards consensus around programs in regulations coordination with Advocate/ emerging FAA Safety requirements, in the Standards Collaborate/ following areas: and Support/ Training Safety management Influence Airworthiness and registry Operations, qualifications, training
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Sub- Supporting Strategic Goal Initiatives Measure of Success Action Item(s) Committee Value # of users Establish baseline of use Percentage of agencies using tools Develop educational outreach Enhance awareness Number of completed requests and programs (communication) and use of capital success rate. Surveys AUD Support asset investment Trainings tools. Conferences/seminars
Review and justify Accuracy in report of non-operational Create Definitions inventory of agency assets Update FAIRS non-operational Monitor compliance with new aviation assets to AUD/MDS definitions. Advocate accurately account for FAIRS inventory data. Increase in allowances/proceeds Develop baseline Customer satisfaction Survey of awareness regarding Stewardship Increase awareness exchange/sale and the use of Provide training n process, tools, exchange/sale AUD and benefits to people outside Support authority in current of ICAP committee budget environment. Collect success stories and best practices for marketing and distribution. Establishment of portal Develop portal Increase interagency Member satisfaction Monitor use collaboration by Determine meaningful metric for developing, gauging impact and interest maintaining, and (i.e. hits, posts, etc.) sharing a library of Comms Collaborate best practices and resources through various communication portals.
Develop a targeted Increased awareness/exposure ID target audience – OMB marketing/communic Signed documentation ID success stories ations strategy to # of delivered presentations Develop briefings/presentations expand the ICAP for use by ICAP members to brand to key internal educate specific agencies. and external decision Comms Involve ICAP members Influence makers and Deliver specific ICAP agency stakeholders presentations (especially during Policy Effectiveness leadership transitions) Library of information to advice Agency communication agencies on options, trends, and Advise and consult Investigate and issues. monitor the evolution surrounding the SSTS Support designation of State aircraft
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Sub- Supporting Strategic Goal Initiatives Measure of Success Action Item(s) Committee Value
Transition FAIRS to Successful transition Beta test successful completion Manage- xml schema to enable Within budget constraints Update query tools ment Data agency systems to Within schedule (2016) Trainings Support and better communicate Marketing improvements Systems and evaluate data Maintain security Development of SOPs Develop desktop SOPs Enhance internal Development of communications portal Initiate blog/forum ICAP knowledge All Support Management & management across Performance the committees.
Favorable ratings Administer surveys Identify and monitor Survey participation ratings Establish metrics benchmarks and Develop trends metrics that Comms Publish trends to ICAP members. Collaborate demonstrate the Incorporate relevant findings into value of ICAP to the pertinent presentations. federal agencies
12. 2014 Strategic Initiative Plan
Page 20 2014 ICAP Strategic Plan | GSA Office of Government wide Policy 3. Impressions
3.1 Impressions
The ICAP has successfully demonstrated relevance to the federal aviation community and oversight agencies such as OMB and OGP. Based on the 2014 Strategic Plan, this should continue as ICAP identified, prioritized, and selected initiatives based on their value, impact, and executability.
ICAP Board members appear motivated to achieve their strategic initiatives. However, their ICAP roles are part time functions and some cross agency initiatives may be impacted by a lack of senior level engagement from participating agencies. The GSA staff supporting ICAP and facilitating committees have limited resources to track and monitor progress towards completing the strategic initiatives.
Since publishing the 2011 Strategic Plan, ICAP has succeeded in providing benefits to the entire federal aviation community through several ongoing initiatives – International Standard for Business Aircraft Operations (IS-BAO) and Gold Standard safety system programs, developing tools and advocating for increased Exchange/Sales of government aircraft, and updating FAIRS for usability and applicability.
Several new areas of emphasis were also noted. The Board recognized an increase of UAS operations without a corresponding framework for managing government owned and operated UAS. The Board acknowledged that ICAP could advocate for and assist with developing operating standards, certifications, and governance structures to help manage federal UAS policies. 3.2 Suggestions for Improvement
The following recommendations are provided for improving the ICAP strategic planning meetings:
Hold meetings outside of DC near large federal aviation service provider facilities.
Consider frequent teleconference/virtual meetings and interactions.
Develop a SharePoint/communication site to share information.
Increase senior level participation by acquainting new Senior Aviation Management Officials with ICAP.
Page 21 3.3 Next Steps
The newly developed strategic initiatives are a starting point for the next several years. To maximize the opportunity to achieve the objectives, the following recommendations are provided:
Assign the Strategic Initiatives and associated tasks to the appropriate working committee.
Prioritize the initiatives and tasks.
Develop a work plan and milestones for each initiative and task.
Develop metrics or dashboard to monitor progress on each task and initiative.
Hold regularly scheduled meetings with subcommittees to assess progress, roadblocks and opportunities.
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