(53) The establishment of JPDO
was mandated by Section 709 of the Vision
As of late March, the JPDO has not yet executed a Memorandum of Understanding between its constituent agencies defining their roles and responsibilities, something that was supposed to happen at least a year ago.
House of Representatives' Committee on Science and Technology, JPDO's top management appeared, but lacked answers to basic questions about NGATS.
One of the JPDO
's first tasks was to run simulations of the present system.
In addition, JPDO
is tasked with facilitating day-to-day interagency coordination, and has several mechanisms, including working groups and research transition teams, to accomplish this.
has completed the initial versions of three basic planning documents for NextGen, but many aviation stakeholders felt the documents, which focus on a 2025 time frame, lack the information that industry needs to make near-term business decisions to support NextGen.
FAA and JPDO
have established mechanisms for obtaining stakeholder views.
is developing and has issued some key planning documents that will provide more insights into some of these issues, but questions remain over which entities will perform activities such as research and development.
To address projected increases in air traffic and current problems with aviation congestion and delays, the Joint Planning and Development Office (JPDO
), an interagency organization within the Federal Aviation Administration (FAA), is working to plan and implement a new air traffic management system, known as the Next Generation Air Transportation System (NextGen).
In 2003, Congress created the Joint Planning and Development Office (JPDO
) to plan for and coordinate, with federal and nonfederal stakeholders, a transformation from the current air traffic control system to the "next generation air transportation system" (NGATS) by 2025.
Two relatively new organizations housed within FAA--the Air Traffic Organization (ATO) and the Joint Planning and Development Office (JPDO
)--have been given the bulk of the responsibility for planning and implementing these modernization efforts.
has developed a framework for planning and coordination with its federal partner agencies and nonfederal stakeholders that is consistent with the requirements of its authorizing legislation--Vision 100--and with several practices that our previous work has shown can facilitate federal interagency collaboration and the development of an enterprise architecture (i.e., system blueprint).