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Common Use Facilities and Equipment at Airports (2008)

Chapter: Appendix E - FAA Initiative Summaries

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Suggested Citation:"Appendix E - FAA Initiative Summaries." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
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Suggested Citation:"Appendix E - FAA Initiative Summaries." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
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Suggested Citation:"Appendix E - FAA Initiative Summaries." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
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Suggested Citation:"Appendix E - FAA Initiative Summaries." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
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Suggested Citation:"Appendix E - FAA Initiative Summaries." National Academies of Sciences, Engineering, and Medicine. 2008. Common Use Facilities and Equipment at Airports. Washington, DC: The National Academies Press. doi: 10.17226/14164.
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116 OPERATION EVOLUTION PARTNERSHIP The Operational Evolution Partnership (OEP) is the FAA’s plan for implementing the Next Generation Air Transportation System. The program is being developed by the Joint Planning and Development Office (JPDO). The FAA expects to publish its first version in the next year. The OEP was created to harmonize existing FAA plans and con- cepts, and provide a real and tangible foundation against which the FAA and our partners can chart the future. In the past the OEP focused solely on increasing capacity and increasing efficiency at the 35 OEP airports. In its new form, the OEP broadens its scope to ensur the implementation of the operational improvements outlined in the NextGen concept of operations. It will include key modern- ization programs that provide enablers for operational change, such as ERAM, SWIM, and ADS-B. The expanded OEP will grow to include strategic dates beyond the current OEP’s 10-year time frame, detailing the activities the agency must complete to achieve the NextGen vision. Who Is Developing OEP Version 1? OEP is a FAA-wide plan. It is validated by the OEP Review Board, which examines new programs for inclusion in the plan and for resource prioritization. The OEP Review Board makes recommen- dations to the OEP Associates Team, which includes the agency’s top executives and which ultimately oversees the OEP. These bodies include representatives from many FAA lines of business, including Airports; Aviation Safety; the Air Traffic Organization; Aviation Policy, Planning, and Environment; Financial Services; Information Services; and the JPDO. The OEP Planning Staff pro- duces the document, manages internal coordination, and facilitates FAA-industry collaboration. How Will FAA Use the OEP? To Prioritize Resources OEP will provide a single entry point for new NextGen initiatives to enter the FAA capital budget portfolio. It will provide an inte- grated view of the programs, systems, and procedures that are being developed across all lines of business and are critical to transform- ing the system. It will reveal the interdependencies of these activi- ties, so we’ll understand how changes in resource allocation to one program would impact the broader plan. To Focus Future Development To support NextGen needs, the FAA Research & Development (R&D) program must be flexible, balanced, and dynamic to respond simultaneously to the critical near-term needs of the current system while providing for future needs. The R&D program is helping the FAA achieve NextGen by identifying challenges, understanding barriers, and developing solutions across the parameters of safety, environment, air traffic management, human factors, systems inte- gration, and self-separation. Through OEP, the FAA will assess NextGen research and development requirements and prioritize new R&D initiatives before they are included in FAA’s budget planning. To Partner with Industry OEP is also FAA’s tool for collaborating with the aviation commu- nity on NextGen implementation. Through OEP we are seeking stakeholder input, evaluating available technologies, defining and prioritizing research and development requirements, establishing milestones and commitments, and providing status, context, and guidance for initiatives related to NextGen. Industry collaboration is imperative for ensuring that aircraft are properly equipped for NextGen. RTCA functions as a federal advisory committee and serves as industry’s voice to the OEP. What Will Version 1 Contain? OEP Version 1 describes the framework for the implementation plan. The plan is divided into three domains: • Airport Development, focused on capacity enhancements and delay reduction for the airport surface. • Aircraft and Operator Requirements, focused on develop- ing standards for an avionics equipage package that provides the new capabilities required by NextGen. • Air Traffic Operations, focused on producing transforma- tive air traffic control capabilities. OEP will contain both commitments, which are fully funded im- plementation activities, and strategic initiatives, which are being validated for implementation. The first version will show how cur- rently funded programs support the NextGen vision, and is being used to guide FY09 budget formulation. What Is OEP’s Relationship to the JPDO? Because the JPDO is not an implementing or executing agency, the FAA and the other JPDO partner agencies must each develop an im- plementation schedule for their NextGen activities. The FAA is using the OEP to guide its transformation. JPDO representatives will participate along with the FAA in OEP development and exe- cution. How Does the OEP Relate to Other Planning Documents? NextGen Concept of Operations The Concept of Operations is a document that provides a basic op- erational description of how the NextGen will function in 2025. The version released for comment in March 2007 describes all segments of a flight, from the time an aircraft departs until it arrives at its des- tination, as well as operations that take place before and after a flight, such as flight planning and security screenings. OEP, in turn, APPENDIX E FAA Initiative Summaries

117 defines the major operational changes the FAA will enact through technologies and procedures that will transform today’s National Airspace System (NAS) into the NextGen system. FAA Flight Plan The Flight Plan is FAA’s five-year strategic plan. It focused on a se- lect group of high-priority, measurable goals and initiatives for achieving increased aviation safety, greater airspace capacity, inter- national leadership, and organizational excellence. Further, each FAA office links portions of its respective annual business plan to the Flight Plan. In comparison, the OEP’s time frame stretches through 2025 and includes a broader range of transformation activ- ities related to the first three Flight Plan focus areas. Enterprise Architectures The NAS and NextGen Enterprise Architectures are extremely de- tailed system engineering plans that define timelines and milestones for key infrastructure programs. They are the backbone of the OEP. OEP describes the operational changes that these infrastructure pro- grams, in coordination with new procedures, avionics . . . will ulti- mately provide. Furthermore, a team of top agency executives met regularly to assess the progress of OEP activities, and the planning office conducts frequent outreach meetings with aviation commu- nity organizations. National Aviation Research Plan Research and development is critical to ensuring the FAA meets NextGen goals. The annual National Aviation Research Plan (NARP) is an integrated, performance-based plan that describes the FAA R&D programs that support both the day-to-day operations of the NAS and the vision for NextGen. The OEP relates R&D activi- ties to the plan’s transformative capabilities, to show explicitly how research is moving NextGen forward. NEXTGEN CONCEPT OF OPERATIONS—JOINT PLANNING AND DEVELOPMENT OFFICE (JPDO) NextGen is a wide ranging transformation of the entire national air transportation system—not just certain pieces of it—to meet future demands and avoid gridlock in the sky and in the airports. It moves away from ground-based surveillance and navigation to new and more dynamic satellite-based systems. Technologies and activities that support this transformation are currently part of the FAA’s investment portfolio and represent a step beyond our legacy mod- ernization programs. These new capabilities and the highly interde- pendent technologies that support them will change the way the system operates, reduce congestion, and improve the passenger experience. This multi-agency initiative is led by the JPDO. The Concept of Operations (ConOps), developed by JPDO, is a document that provides a basic operational description of how the air transportation system will function in 2025. The version re- leased for comment in March 2007 describes all segments of a flight, from the time an aircraft departs until it arrives at its desti- nation, as well as operations that take place before and after a flight, such as flight planning and security screenings. OEP, in turn, de- fines the major operational changes FAA will make through tech- nologies and procedures that will transform today’s NAS into the NextGen system. The ConOps forms a baseline that can be used to initiate a dialogue with the aviation stakeholder community to develop the policy agenda and encourage the research needed to achieve our national and global goals for air transportation. The goals for NextGen focus on significantly increasing the safety, security, and capacity of air transportation operations and thereby improving the overall economic well-being of the country. These benefits are achieved through a combination of new proce- dures and advances in the technology deployed to manage passen- ger, air cargo, general aviation (GA), and air traffic operations. The NGATS Vision Briefing (2005) identifies eight key capabilities needed to achieve these goals: • Network-Enabled Information Access • Performance-Based Services (now Performance-Based Oper- ations and Services) • Weather Assimilated into Decision-Making • Layered, Adaptive Security • Broad-Area Precision Navigation [now Positioning, Naviga- tion, and Timing (PNT) Services] • Aircraft Trajectory-Based Operations (TBO) • Equivalent Visual Operations (EVO) (the characteristics of which are described throughout this concept) • Super-Density Arrival/Departure Operations. Airports are the nexus of many of the NextGen transformation elements, including air traffic management (ATM), security, and environmental goals. Accordingly, the sustainability and advance- ment of the airport system is critical to the growth of the nation’s air transportation system. Airports form a diverse system that serves many aviation operators and communities with different needs. Air- port operators include a mix of private and local government/public entities that are responsible for aligning their activities with NextGen goals. New technology and procedures will improve ac- cess to airports, enabling better utilization of existing infrastructure and currently underutilized airports. The sustainability of existing airports will be enhanced with a preservation program to increase community support and protect against encroachment of incompat- ible land uses and impacts to airport protection surfaces. Finally, new airport infrastructure will be developed using a comprehensive planning architecture that integrates facility planning, finance, re- gional system planning, and environmental activities to enable a more efficient, flexible, and responsive system that is balanced with NextGen goals. At the heart of the NextGen concept is the information-sharing component known as net-centric infrastructure services or net- centricity. Its features allow NextGen to adapt to growth in op- erations as well as shifts in demand, making NextGen a scalable system. Net-centricity also provides the foundation for robust, effi- cient, secure, and timely transport of information to and from a broad community of users and individual subscribers. This results in a system that minimizes duplication, achieves integration, and fa- cilitates the concepts of distributed decision making by ensuring that all decision elements have exactly the same information upon which to base a decision, independent of when or where the deci- sion is made. The net-centricity component binds NextGen opera- tional and enterprise services together, thereby creating a cohesive link. Enterprise services provide users with a common picture of op- erational information necessary to perform required functions. The suite of enterprise services includes shared situational awareness (SSA), security, environment, and safety. SSA services offer a suite of tools and information designed to provide NextGen participants with real-time aeronautical and geospatial information that is communicated and interpreted

118 between machines without the need for human intervention. A reli- able, common weather picture provides data and automatic updates to a wide range of users, aiding optimal air transportation decision making. PNT services reduce dependence on costly ground-based navigation aids (NAVAIDs) by providing users with current lo- cation and any corrections, such as course, orientation, and speed, necessary to achieve the desired destination. Real-time air situa- tional awareness is provided by integrating cooperative and non- cooperative surveillance data from all air vehicles. Security services are provided by a risk-informed security sys- tem that depends on multiple technologies, policies, and procedures adaptively scaled and arranged to defeat a given threat. New technologies and procedures aid in passenger screening and checkpoint responsibilities. Baggage screening improvements include integrated chemical, biological, radiological, nuclear, and high-yield explosives (CBRNE) detection and sensor fusion systems in a range of sizes for increased portability and remote screening. Environmental interests are proactively addressed through the development and implementation of an integrated environmental management system (EMS). Technologies are incorporated before and during operations to enable optimized route selection, landing, and take-off procedures based on a range of data feeds including noise, air emission, fuel burn, cost, and route efficiency. At airports, a flexible, systematic approach is developed to identify and manage environmental resources that are critical to sustainable growth. En- vironmental considerations continue to be incorporated into aircraft design to proactively address issues including noise reduction and aircraft engine emissions. Because of the profound impact adverse weather has on trans- portation, NextGen is focusing on a major new direction in aviation weather information capabilities to help stakeholders at all levels make better decisions during weather situations. For NextGen, weather information has a core function—identify where and when aircraft can or cannot safely fly. These safe and efficient NextGen operations will be dependent on enhanced aviation weather capa- bilities based on three major tenets: • A common picture of the weather for all air transportation de- cision makers and aviation system users. • Weather directly integrated into sophisticated decision sup- port capabilities to assist decision makers. • Utilization of Internet-like information dissemination capa- bilities to realize flexible and cost-efficient access to all nec- essary weather information. Aviation safety is steadily improved to accommodate the antic- ipated growth in air traffic while the number of accidents is de- creased through an integrated safety management system (SMS). A national safety aviation policy is established that formalizes safety requirements for all NextGen participants. The safety im- provement culture is encouraged by management and utilizes non- reprisal reporting systems. Safety assurance focuses on a holistic view of operators’ processes and procedures rather than the indi- vidual pieces of the system. Modeling, simulation data analysis, and data sharing are utilized in prognostic assessments to improve safety risk management. Data from the above services are used to provide real-time sys- tem-level risk assessments and operational impact reviews to eval- uate the performance, system safety, and security of NextGen via the performance management service. Real-time, onboard data are monitored and shared to evaluate and manage individual aircraft risk. Safety compliance is monitored through network-enabled data gathering, which collects interaircraft and pilot-to-pilot perfor- mance data. This enhanced monitoring of operational characteristics facili- tates the integration of “instantaneous” system performance metrics into system management decisions. NextGen is a complex system with many public and private sector stakeholders that must smoothly, promptly, and capably integrate with the changes in the global air transportation system. National defense, homeland security, ATM, commercial and GA operators, and airports work together to support passenger, cargo, recreational, and military flights. Through a net-centric infrastruc- ture, enterprise services provide users with a common picture of operational information necessary to perform required functions. These integrated capabilities of NextGen will provide the capacity required to meet the nation’s need for air travel in the most effec- tive, efficient, safe, and secure manner possible. FAA FACT 2 STUDY FACT 2 is an assessment of the future capacity of the nation’s air- ports and metropolitan areas. Its goal is to determine which airports and metropolitan areas have the greatest need for additional capac- ity. Traffic in the NAS was modeled using projections of future en- planements and operations from two different sources: the FAA’s Terminal Area Forecast (TAF) and the Center for Advanced Avia- tion Systems Development’s experimental model of origin and des- tination traffic. TAF assesses traffic on an airport-by-airport basis based on the economic and demographic characteristics of the air- port metropolitan area. The following is a summary of some of the important findings. Summary Many existing airports will need to be expanded to meet future de- mand. The metropolitan areas that have traditionally driven aviation demand will continue to do so. Metropolitan areas on both coasts have critical capacity prob- lems that are becoming more chronic. In the last 40 years, two new major commercial service airports have opened in the United States, Dallas–Fort Worth and Denver International. We may need to add as many as four more in the next 20 or 30 years. Atlanta, Chicago, Las Vegas, and San Diego are among the likely candidates. In addition to building new runways and airports, we need to ex- pand regional planning in key areas of our country and examine the role of congestion management measures in the few locations where expanding airport capacity is unlikely. Eighteen of our biggest airports are back to pre-9/11 levels. It is likely that four more— Baltimore, Detroit, Newark, and Phoenix—will achieve those lev- els in the next couple of years. FACT 2 examined potential benefits of some emerging concepts of the NextGen air traffic system that might help alleviate congestion at the busiest 35 airports, and the news was very encouraging. Every single one of them experienced a projected drop in delays. The an- ticipated benefits of NextGen are critically important as efficiency enhancements for airports with planned runway improvements and even more so for airports in the NAS where geographic and other constraints prevent physical expansion of the airfield. In addition, NextGen is critical to handling traffic volume and ensuring smooth, high-capacity aircraft flows between airports. It also enhances our

ability to meet our capacity requirements in ways that cause less harm to the environment and less disturbance to our neighbors—so the expansion of the airspace is beneficial to everyone. Planned Improvements The FACT 2 analysis includes planned improvements affecting run- way capacity for two future planning periods, 2015 and 2025: • New or Extended Runways. • New or Revised ATC Procedures. • Airspace Redesign. • Other Assumptions (existing environmental restrictions). This updated study shows that some airports have higher capacities than originally presumed and thus less need for additional capacity. Input from Affected Airports A few important issues were raised by a number of the airport spon- sors: • An airport’s runways are not necessarily the limiting capacity factor. Often, taxiways and terminal gates can limit the annual number of operations more than runway capacity by itself. However, the present analysis did not consider potential lim- itations imposed by the taxiway or terminal infrastructure. • Airspace limitations also impact capacity. The ability of the airspace around many of the airports to accommodate more arrivals and departures may be limited, especially where there are several major airports in the same area (Southern California, Northern California, Chicago, New York, Philadelphia, and Southern Florida). Enroute airspace congestion may also impose departure delays. In other cases, operational flexibility may be affected by nearby military air- space or environmentally sensitive areas. Some Findings of the FACT 2 Study The FACT 2 analysis found the total number of airports and metro- politan areas needing additional capacity beyond what is currently planned was lower than reported in FACT 1. The FACT 2 analysis also identified a greater number of large hub airports that will need additional capacity beyond what is currently planned. New runways typically provide the greatest capacity enhance- ment in the airport environment, and more will be needed to man- age delays throughout the NAS. Some communities, however, are constrained from building runways or implementing other airfield projects to enhance capacity. In such cases, NextGen, which in- cludes various technology advancements planned to transform how we move people and goods, will be required to provide solutions for additional capacity. FAA FLIGHT PLAN The Flight Plan is a 5-year strategic plan outlining the FAA’s goals and objectives. The Plan is updated every year and focuses on four goals: • Increased Safety • Greater Capacity • International Leadership—Aviation safety is a vital na- tional export. We will enhance America’s leadership role by sharing our expertise and new technologies with our interna- tional partners. • Organizational Excellence—To fulfill our mission, the FAA must be a world-class organization. This requires greater fis- cal responsibility, stronger leadership, more cooperation, and performance-based management. FAA NAS Architecture 6 The National Airspace System Architecture 6 (NAS 6) is an update to NAS Architecture 5. NAS 6 represents a continuation of FAA’s multiyear framework to measure progress in modernizing the NAS. NAS 6 incorporates many of the different agency plans and pro- grams as well as reflects changes in the FAA’s budget and FAA Joint Resources Council decisions. Updates in NAS 6 also reflect changes in the Joint FAA/Industry concept of operations, and FAA Adminis- trator goals and strategies that appear in the FAA Flight Plan. Specifically, the NAS Architecture overall represents the pro- posed execution of several key modernization plans: the FAA’s Flight Plan; the NAS Operational Evolution Plan, which has been expanded into the NAS Operational Evolution Partnership; the NAS Capital Investment Plan; and the National Aviation Research Plan. NAS 6 is a comprehensive, multiyear plan for improving the NAS and ultimately reflecting the plans for the Next Generation Air Transportation System, or the NextGen, to be fully operational in the year 2025. The JPDO is coordinating the NextGen, and NAS 6 will be aligned with NextGen planning. NAS 6 includes a series of Operational Improvements, or OIs, to assist users and manufacturers in planning their operations and in- vestments. The OIs in NAS 6 will be updated in line with the plans for development of the NextGen. NATIONAL AVIATION RESEARCH PLAN The annual National Aviation Research Plan (NARP) is an inte- grated, performance-based plan that describes the FAA R&D pro- grams that support both the day-to-day operations of the National Airspace System and the vision for NextGen. The OEP links R&D activities to the plan’s transformative capabilities, to show explic- itly how research is moving FAA toward NextGen. The NARP uses ten R&D milestones to bridge the near-term goals of the Flight Plan with the long-term goals of the NextGen In- tegrated Plan. 1. Fast, flexible, and efficient—a system that safely and quickly moves anyone and anything, anywhere, anytime on schedules that meet customer needs. The approach includes developing and demonstrating NextGen according to the FAA responsibilities in the JPDO plan and continuing ongoing efforts related to increasing airport capacity and reducing costs. Validation of the 2015 milestone will include a combination of modeling, analysis, full-scale testing, and initial standards. The capacity evalu- ation under the system knowledge goal supports the interim assessment of progress and the validation of this milestone. 2. Clean and quiet—a significant reduction of aerospace en- vironmental impact in absolute terms. The approach has four parts: measure current levels in the system; determine the target levels of noise and emissions; 119

120 build models to assess and predict the impact of change; and develop reduction techniques and assess their cost-benefit. Validation of the 2015 milestone will include modeling, physical demonstrations, prototypes, full-scale tests, and software beta tests. The environmental evaluation under the system knowledge goal supports the interim assessment of progress and validation of this milestone. 3. High quality teams and individuals—the best qualified and trained workforce in the world. The approach includes continued pursuit of efficiency gains in en route and pursuit of new knowledge and results that produce efficiency gains in terminal and tower. The baseline for all demonstrations will be 2004 traffic levels. Validation of the interim and 2015 milestones rely on simulation and prototyping. Validation will involve field trials only to the extent that resources and funding are available. This goal contributes to the integrated demonstration under the human-centered design goal. 4. Human-centered design—aerospace systems that adapt to, compensate for, and augment the performance of the human. The approach includes identifying roles and responsibili- ties, defining human and system performance requirements, applying error management strategies, and conducting an integrated demonstration across multiple goal areas. Vali- dation of the 2015 milestone will include simulations and demonstrations to confirm the requirements and methodolo- gies for human performance and error management. The final demonstration will integrate weather-in-the-cockpit technologies, self-separation procedures, air traffic con- troller productivity tools, and network-enabled collabora- tive decision making to increase capacity, reduce delays, and promote safety. 5. Human protection—no fatalities, injuries, or adverse health impacts owing to aerospace operations. The approach includes preventing injuries during regular operations and protecting people in the event of a crash. Validation of the supporting milestones will include demon- strations, modeling, simulations, full-scale testing, and ini- tial standards. Validation of the 2015 milestone will include analysis of U.S. accident data. In 2010, progress will be measured based on accident data from 2003 to 2008; in 2012 based on data from 2003 to 2010; and in 2015 based on data from 2003 to 2012. Results from the safe aerospace vehicle goal will contribute to the interim and final mea- surements of the reduction. The safety evaluation under the system knowledge goal will support the interim assessment of progress and validation of the 2015 milestone. The 2015 demonstration will show that the R&D is complete, and it is possible to meet the targeted operational improvement by 2025. 6. Safe aerospace vehicles—no accidents and incidents owing to aerospace vehicle design, structure, and subsystems. The approach includes preventing accidents resulting from engine failures, structural failures, and system failures; developing a fireproof cabin; integrating unmanned aircraft into the system; and addressing safety problems specific to general aviation. Validation of the 2015 milestone will include modeling, flight simulation, physical demonstra- tion, prototypes, and initial standards. The results from this goal will contribute to the 2015 milestone to demonstrate a two-thirds reduction in fatalities and significant injuries under the human protection goal. 7. Self-separation—no accidents and incidents owing to aero- space vehicle operations in the air and on the ground. The approach includes conducting R&D to support the standards, procedures, training, and policy required to im- plement the NextGen operational improvements leading to self-separation. This goal does not develop technology, but it works with the designated technology developer to prepare for the op- erational use of the technology according to the JPDO schedule identified below. Validation of the 2015 milestone will include demonstrating that the research and develop- ment is sufficient for the initial policy and standards that are required to certify technology, procedures, and training needed to implement the JPDO plan for self-separation 8. Situational awareness—common, accurate, and real-time information on aerospace operations, events, crises, obsta- cles, and weather. The approach includes supporting development of stan- dards and procedures for weather-in-the-cockpit to provide the flight crew awareness of weather conditions and fore- casts; demonstrating wake turbulence technologies to sup- port self-separation; and improving situational awareness at airports. Validation of the 2015 milestone will include pilot- in-the-loop simulations, modeling, tests, physical demon- strations, and initial standards and procedures. 9. System knowledge—a thorough understanding of how the aerospace system operates, the impact of change on system performance and risk, and how the system impacts the nation. The approach includes developing the information analy- sis and sharing system to support the FAA and NextGen safety initiatives; generating guidelines to help stakeholders develop their own safety management systems; and model- ing activities to help measure progress toward achieving safety, capacity, and environmental goals. Validation of the 2015 milestone will include analysis, modeling, prototypes, and demonstrations. The evaluation efforts under this goal support the interim assessment of progress and validation of the 2015 milestones under the human protection, clean and quiet, and fast, flexible, and efficient goals. 10. World leadership—a globally recognized leader in aero- space technology, systems, and operations. The approach includes managing research collaborations to increase value and leveraging research under the existing R&D program to increase value. This goal applies to the R&D program only. Validation of the 2015 milestone will include developing agreements and conducting analysis. The research results listed under activity 2 are generated by the other nine goals in this plan. The purpose of this goal is to help plan the use of these products in international part- nering activities to produce the highest value. The method of validation for the individual research results is provided under the respective goal for each result.

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