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2014ICAP Strategic PlanGeneral 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 ContentsSection Page1. Overview.......................................................................................1

1.1 Attendees....................................................................................21.2 Facilitators.................................................................................31.3 Agenda........................................................................................3

2. Meeting Notes/Summary..............................................................52.1 Value Discussion................................................................................5

2.1.1 Roles and Value – What does ICAP do?......................................62.2 Environmental Scan...........................................................................7

2.2.1 Trends – What does ICAP want to achieve?...............................72.3 Goal Grid Discussion and Review....................................................102.4 Strategic Initiatives..........................................................................12

2.4.1.1Initiatives Values and Challenges...................................152.4.1.2Initiative Measurements of Success and Activities........17

3. Impressions................................................................................233.1 Impressions......................................................................................233.2 Suggestions for Improvement..........................................................233.3 Next Steps........................................................................................23

List of FiguresFigure PageFigure 1. ICAP Strategic Initatives..................................................................2Figure 2. 2014 ICAP Participants....................................................................3Figure 3. ICAP Services...................................................................................6Figure 4. ICAP Environmental Scan (PLANES).............................................10Figure 5. Goal Grid........................................................................................11Figure 6. Goal Grid – Achieve Results...........................................................11Figure 7. Goal Grid – Avoid Results...............................................................11Figure 8. Goal Grid – Eliminate Results........................................................11Figure 9. Goal Grid – Preserve Results..........................................................12Figure 10......................................................................................ICAP Committee Initiatives

.......................................................................................................14Figure 11..................................................................................................Value and Challenges

.......................................................................................................16Figure 12.................................................................................2014 Strategic Initiative Plan

.......................................................................................................20

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Page ii


1. OverviewExecutive 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.

AUDEnhance 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.

CommsDevelop 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

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Committee Strategic Initiative

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.

SSTSDevelop 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 AttendeesThe 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 [email protected] 703-603-7000

2 Tzu-Hsien YenNASA HQ/Management Data Systems

[email protected] 202-358-4721

3 Jamal Abbed NASA [email protected] 202-358-2219

4 Connie McGowen FAA [email protected] 405-954-6274

5 Michael Dudzinski US Marshall Service [email protected] 405-680-3465

6 Chris Martino USCG/Chief of Aviation Forces [email protected] 202-372-2201

7 Tim Gallagher NOAA/DOC/AOC [email protected] 813-828-3310 x3021

8 Jim Kelley NOAA/DOC [email protected] 301-713-7612

9 Alex Bapty DOE/NNSA [email protected] 505-845-6226

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# Name Agency Email Phone

10 Mike Casey FAA/Senior Flight officer [email protected] 404-954-0057

11 Rene Dowgowillo DHS [email protected] 202-573-4669

12 Bob Gallaway GSA/OGP/Aviation Policy [email protected] 202-997-7274

13 Jay Spurr GSA/OGP/Aviation Policy [email protected] 202-208-0519

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]

Figure 2. 2014 ICAP Participants

1.2 FacilitatorsSteve Reynolds PricewaterhouseCoopers

(PwC) [email protected] 703-918-3973

Harl Romine PwC [email protected] 703-424-0252

Elaine Mo PwC [email protected] 202-999-9955

1.3 AgendaTuesday, 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

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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, 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

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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

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

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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).

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2.2.1 Trends – What does ICAP want to achieve?PLANES Planning Factor Initiatives (bold indicates new related initiatives)

Polit

ics

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 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.

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PLANES Planning Factor Initiatives (bold indicates new related initiatives)

LOG

ISTI

CS

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 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.

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Aer

onau

tics

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. 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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New

Tec

hnol

ogy

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. 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.

Envi

ronm

ent Noise reduction/abatement around communities.

Fuel consumption, alternative/synthetic fuel. Green initiatives relating to fuels. 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

Soci

ety

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

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?

Figure 4. ICAP Environmental Scan (PLANES)Conclusion of Day 1:

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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.

Figure 5. Goal GridAchieve

Politics: Aeronautics:

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2014 ICAP Strategic Plan | General Services Administration, Office of Government-wide PolicyAchieve

Inform leadership (communicate value and importance of ICAP and federal aviation)

Legislation and increased interest in UAS. Having a place for lessons learned between

agencies Public use aircraft and inherently

governmental missions. Designation and operation of state aircraft. Structure for government sales and managing

a declining fleet. Enhance influence through documented

structure of gov’t sales and fleet management.Logistics: Centralization vs. regionalization of

scheduling and logistics. Dependence on DOD resources and DOD

firewalls as it relates to aging aircraft. Different ways to communicate – WebEX.,

Facebook, Sharepoint. Increased use of capital management

(investment) tools

Duties that were federally assigned are becoming commercialized.

UAS proliferation and policies – need to manage acquisition and costs; federal UAS management program

Non-operational aircraft management. Public mission and inherently governmental

operations.New Technology: UAS – registry. Sense and avoid. Aircraft tracking (ADS-B)Environment: Carbon footprint.Society: Retirements. Alternative media connection. Pilot shortages. Contract out certain aircraft services.

Figure 6. Goal Grid – Achieve ResultsAvoid

Daily operations Mission planning/execution Defining operational requirements Monitoring compliance (done by GSA

Figure 7. Goal Grid – Avoid ResultsEliminate

None

Figure 8. Goal Grid – Eliminate Results

Preserve

Acquisition/Disposal: Disposal best practices Marketing management Exchange/sale management Assists, guides, facilitates processes Resource sharing Collaboration of services Reviewing policiesCommunication: 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

Management Data Systems: FAIRS Facilitate reporting Offer training Review data for appropriateness Cost reporting guidance Share information Answer external questions Annual report/data set Promote use/availability of other agencies’

databases (e.g., NASA) Standardization of termsUnmanned Aircraft Systems: Unification of fleet management

policies/procedures Unified approach

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Preserve

communitySafety, Standards, Training: Sharing/participating in other programs Policy, manual, training sharing External vendor review Audits ARMS visits

Sharing best practices Safety training and standardization Outreach to potential UAS users Development of regulations/protocols Advocate role to Safety Management System

(SMS)

Figure 9. Goal Grid – Preserve Results

2.4 Strategic InitiativesAfter 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.

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2014 ICAP Strategic Plan | GSA Office of Government wide Policy

Sub-Committe

eSafety Stewardship Policy Effectiveness Management &

Performance Service Offerings

Acq

uisi

tion,

Use

, D

ispo

sal

Increased use of capital management (investment) tools

Contract out certain aircraft services

Non-operational aircraft management.

Designation of state aircraft operations

Structure for government sales and managing a declining fleet.

Disposal best practices Marketing management Exchange/sale management Assists, guides, facilitates

processes Resource sharing Collaboration of services Reviewing policies

Com

mun

icat

ion

Having a place for lessons learned between agencies

Centralization vs. regionalization of scheduling and logistics

Public use aircraft and inherently governmental missions.

Different ways to communicate – WebEX, Facebook, Sharepoint.

Alternative media connection.

Develop a targeted marketing/communications strategy to expand the ICAP brand to key internal and external decision makers and stakeholders

Change of leadership (communicate value and importance of ICAP and federal aviation)

Strengthen collaboration to better use aviation resources and improve the effectiveness and efficiency of aviation activities

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

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Sub-Committe


Performance Service OfferingsM

anag

emen

t Dat

a Sy

stem

s Aircraft

tracking (ADS-B)

Consolidate data and information to enhance effectiveness and efficiencies for federal aviation service providers Provide scalable documented processes and tools to enhance effectiveness and efficiencies for federal aviation service providers

Dependence on DOD resources and DOD firewalls as it relates to aging aircraft.

FAIRS Facilitate reporting Offer training Review data foe

appropriateness Cost reporting guidance Share information Answer external questions Annual report/data set Promote use/availability of

other agencies’ databases (e.g., NASA’s NAMIS)

Standardization of terms

Safe

ty, S

tand

ards

, Tra

inin

g Continuously improve the aviation safety programs within federal agencies

Facilitate the identification and implementation of environmental best practices

Duties that were federally assigned are becoming commercialized

Carbon footprint of aircrafts

Identify key benchmarks and metrics that demonstrate federal aviation and ICAP performance

Enhance influence through documented structure of gov’t sales and fleet management.

Retirement/Succession Planning

Pilot shortages

Sharing/participating in other programs

Sharing/participating in other programs

Policy, manual, training sharing

External vendor review Audits ARMS visits

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Sub-Committe


Performance Service OfferingsU

nman

ned

Air

craf

t Sys

tem

s Develop policies and Procedures to absorb UAS into the federal aviation management organization

UAS proliferation

Legislation and increased interest in UAS

UAS registry Sense and avoid

Unification of fleet management policies/procedures

Unified approach Sharing best practices Safety training and

standardization Outreach to potential UAS

users Development of

regulations/protocols Advocate role to Safety

Management System (SMS)

Figure 10. ICAP Committee Initiatives

2.4.1.1Initiatives Values and ChallengesSmall 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

Increase use of capital asset management investment tools

Satisfy regulated review requirement, approved by OMB

Getting others to see the value in it and use it

Justify inventory of non-operational aircraft Get ahead of negative image/perception

of non-operational aircraft Review definitions of non-operational

aircraft, non-operating categories, updating FAIRS

Monitor the designation and operations of state aircraft

Get ahead of developing concerns State Department did not provide formal approval, but had issued a letter of acknowledgement.

Reference NOAA letterFleet management in current budget Exchange/sale opportunities People do not know about exchange/sale

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Initiatives Value Challenges

environment Sustainability opportunities Agencies have difficulty with procedures

Different ways to communicateAlternative media connectionsHaving place for lessons learned between agencies

Having historical knowledge, lessons learned

Development and maintenance of a forum

Centralization and regionalization of scheduling and logistics

Shared resources Communication

Monitor public use and inherently governmental missions/definition

Keep ahead of proposed FAA updates/changes to definitions

FAA Different interpretations of the

definitionsDevelop a targeted marketing/communications strategy to expand the ICAP brand to key internal and external decision makers and stakeholders

Visibility Execution Communication

Monitor and collaborate with various agencies that track aircraft movement so that missions are not compromised

ICAP can be a central point of contact to have 1 voice

Agencies have different operational processes and it is difficult to keep track of all the different operations

Enhance safety and support for aging aircraft through increased interaction and collaboration with DoD/FAA resources and committees.

Increase interaction and collaboration regarding aging aircraft

Collaboration with DOD or FAA to develop a contact list can be difficult.

Maintaining contact list

Retirement and succession planning Continuity Knowledge transfer

Time commitment to developing products

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

Efficient UAS program Enhanced safety Leader in federal aviation

Time consuming Limited power to create regulation

Figure 11. Value and Challenges

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2.4.1.2Initiative Measurements of Success and ActivitiesFinally, 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.

Strategic Goal Initiatives

Sub-Committe

eMeasure of Success Action Item(s) Supporting

Value

Safe

ty

Enhance safety and support for aging aircraft through Increased interaction and collaboration with DoD/FAA resources and committees.

AUD

Publication of resource list and contacts.

Identify DoD committees or contacts that support various agency aircraft

Develop resource list of materials, contacts, and publications for agencies using DoD aircraft.

Collaborate

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)

UAS

Publication of resource list and contacts to assist agencies understand and respond to new tracking technologies.

Continued market research Clearinghouse for

information ID aircraft tracking

resources ID resources and issues with

masking government aircraft.

Collaborate

Continuously improve the aviation safety programs within federal agencies

Safety Standards and Training

# of current Gold Standards # of ASOs trained # of IS-BAO audits and ARMS

surveys Mishap rates

Review and update current manuals

Conduct ASO workshops Conduct IS-BAO audits

Support

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Sub-Committe


Value

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

Safety Standards and Training

Development of procedures/policies

Market research and analysis ID agency needs Develop procedures/policies Work towards consensus

around regulations Advocate/Collaborate/Support/Influence

Stew

ards

hip

Enhance awareness and use of capital asset investment tools.

AUD

# of users Percentage of agencies using

tools Number of completed

requests and success rate.

Establish baseline of use Develop educational

outreach programs (communication)

Surveys Trainings Conferences/seminars

Support

Review and justify inventory of agency non-operational aviation assets to accurately account for FAIRS inventory data.

AUD/MDS

Accuracy in report of non-operational assets

Create Definitions Update FAIRS Monitor compliance with

new definitions. Advocate

Increase awareness and the use of exchange/sale authority in current budget environment.

AUD Increase in allowances/proceeds

Customer satisfaction

Develop baseline Survey of awareness

regarding exchange/sale Provide training n process,

tools, and benefits to people outside of ICAP committee

Collect success stories and best practices for marketing and distribution.

Support

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Sub-Committe


Value

Increase interagency collaboration by developing, maintaining, and sharing a library of best practices and resources through various communication portals.

Comms

Establishment of portal Member satisfaction

Develop portal Monitor use Determine meaningful metric

for gauging impact and interest (i.e. hits, posts, etc.)

Collaborate

Polic

y E

ffect

iven

ess

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

Increased awareness/exposure

Signed documentation # of delivered presentations

ID target audience – OMB ID success stories Develop

briefings/presentations for use by ICAP members to educate specific agencies.

Involve ICAP members Deliver specific ICAP agency

presentations

Influence

Investigate and monitor the evolution surrounding the designation of State aircraft

SSTS

Library of information to advice agencies on options, trends, and issues.

Agency communication Advise and consult

Support

Man

agem

ent

&

Perf

orm

ance Transition FAIRS to xml schema to enable agency systems to better communicate and evaluate data

Manage-ment Data and Systems

Successful transition Within budget constraints Within schedule (2016)

Beta test successful completion

Update query tools Trainings Marketing improvements Maintain security

Support

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Sub-Committe


Value

Enhance internal ICAP knowledge management across the committees.

All

Development of SOPs Development of

communications portal

Develop desktop SOPs Initiate blog/forum

Support

Identify and monitor benchmarks and metrics that demonstrate the value of ICAP to federal agencies

Comms

Favorable ratings Survey participation ratings

Administer surveys Establish metrics Develop trends Publish trends to ICAP

members. Incorporate relevant findings

into the pertinent presentations.

Collaborate

Figure 12. 2014 Strategic Initiative Plan

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3. Impressions3.1ImpressionsThe 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.

3.2Suggestions for ImprovementThe 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.

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3.3Next StepsThe 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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