INTHESPOTLIGHT continued
directly strung to the priorities of President Trump and Secretary Chao that I mentioned.
I came in advising the secretary early in
‘17, but by June, I was in the FAA and get- ting up to speed. And I thought, Gee, you can’t turn a page in the paper and not read something about UAS. On the other hand,
even in the trade press, other than the ADS-B mandate, you didn’t really hear much about NextGen. Data comm was moving along nicely, ERAM [En Route Automation Modernization] was all done, STARS [Standard Terminal Automation Replacement system] is moving along. The FAA has a NextGen office reporting
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directly to the administrator, and we’ve got a director of UAS, two levels down. Yet that’s where all the world’s attention was. At first, we thought we should sunset
NextGen over time and create an Office of UAS. But we didn’t do that for other new technology. Sooner or later, a successful technology is going to become normal, everyday stuff. So what is the real issue? The real issue is how innovation takes
place now, in the 21st century. It’s not like any innovation we’ve seen in decades past because the innovation is coming from nonaviation people. So that has required us to think differently and to move a little swifter than maybe we have in the past, because the technology coming in was get- ting iterated much faster. A better description for what I’m describing is an innovation incubator. Because we don’t want to be DARPA [the Defense Advanced Research Project Agency, which conducts cutting-edge research for the US Department of Defense] or an R&D entity; that’s not where we shine. What the FAA wants to be is an agency
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of creative regulators, writing standards and making regulations that fit the problem at hand in a creative way that will improve safety and efficiency and enable new ideas into the NAS. I’ve talked with you about workforce development being one of my priorities, and that includes not just the out- side workforce but the one inside the FAA. We need to repurpose our employees to be the 21st century regulator. We need to hire experts in management, oversight management, SMS management, ODA management. I would love to see this Office of
Innovation really take shape by the end of this year or early next year, the initial stages. Of course, we have to do our due diligence. Some of what we would like to do will require reprogramming, and part of it might have to be done through legislation.
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