PRESIDENT CLINTON ANNOUNCES ACTIONS TO IMPROVE AIR TRAVEL FOR AMERICAN CONSUMERS
December 7, 2000
President Clinton today will announce three actions to reduce airline delays and improve air travel for America: an Executive Order directing the Federal Aviation Administration to create a performance-based organization to focus solely on efficient operation of the air traffic control system; appointment of a group of business and labor leaders from outside of the aviation industry to serve as a board of directors for this organization; and a review of impediments to congestion pricing at airports. Joined at the White House by the Secretary of Transportation, the Administrator of the Federal Aviation Administration (FAA), and the editor of National Geographic Traveler, a consumer travel magazine, the President also will call on Congress to reform the way air traffic control services are financed.
CHALLENGES TO OUR AIR TRAVEL SYSTEM. Our nation has the safest air transportation system in the world, but air travel is no longer as efficient as it is safe. The recent, explosive growth in air travel is straining the limits of the air traffic control system operated by the FAA as well as the runway capacity at key airports. Flight delays and cancellations have soared, costing passengers and airlines billions of dollars and contributing to widespread passenger frustration and anger.
To address this problem, the FAA must be structured to manage the high-tech, high-demand operations of a 21st century air traffic control system. As 24/7 service provider, the air traffic system in some respects is more like a business than a typical government activity. It should operate with a clear mission, measurable performance goals, and identifiable users. The Clinton Administration has worked with the Congress to provide the building blocks of a more efficient air traffic control system, including flexibility from federal personnel and procurement rules. Today's action by the President builds on these steps by creating a distinct management unit for the air traffic system -- the Air Traffic Organization -- and giving it the incentives and tools to operate more flexibly and efficiently. The FAA Administrator will continue to regulate the air traffic system to ensure that it operates safely and securely, as well as efficiently. At the same time, because it is freed from the day-to-day operational concerns of air traffic, the rest of the FAA will be able to focus its energies on leading our aviation system at large.
PRESIDENT CLINTON WILL TODAY ANNOUNCE STEPS TO REDUCE AIR TRAFFIC CONTROL AND AIRPORT DELAYS. To accelerate efforts to reduce delay and improve air travel for consumers, the President will announce the following steps:
- Executive Order Directing FAA to Create a Performance-Based Organization to Make Air Traffic Control More Efficient: The President is issuing an Executive Order directing the FAA to create a "performance-based organization" -- the Air Traffic Organization -- to manage the operation of air traffic services. It will be located within the FAA, but will be separate from, and overseen by, the FAA's safety, regulatory and enforcement arm. Establishment of this new organization is a major step towards development of a 21st century aviation system.
The new organization will be devoted exclusively to its "core business" -- the delivery of air traffic control services. It will be managed by a Chief Operating Officer, who will be hired through a nationwide competitive search; the COO will negotiate a performance agreement with the FAA Administrator and be paid partly based on performance. In collaboration with its customers (airlines and other air traffic control users), the organization will set clear performance goals, which will be spelled out in a performance agreement; using agreed-upon indicators, customers can measure the organization's performance and hold it accountable.
- Designation of Business and Labor Leaders to Oversee Air Traffic PBO: Secretary of Transportation Rodney E. Slater is designating five distinguished individuals for appointment to the Air Traffic Services Subcommittee of the FAA's Aviation Management Advisory Council. Congress created the five-member Subcommittee in recent legislation. It will function as a board of directors, overseeing the management and budget of the Air Traffic Organization and ensuring that it becomes more customer-driven and performance-based. The designees are:
- John J. Cullinane, President, The Cullinane Group
- Nancy Kassebaum Baker, former U.S. Senator from Kansas
- Leon Lynch, International Vice President, United Steelworkers of America
- Sharon Patrick, President and COO, Martha Stewart Living Omnimedia, Inc.
- John W. Snow, Chairman, President and CEO, CSX Corporation
- DOT/FAA Federal Review of Impediments to Airport Congestion Pricing: The President is directing the Department of Transportation (DOT) and the FAA to review the statutory and regulatory impediments to the use of congestion pricing and other market mechanisms to provide for more efficient use of existing runway capacity and encourage the creation of new capacity. For instance, charging airlines more to land at airports during peak hours could reduce congestion and delays. The FAA is already looking at options for congestion management, including market mechanisms, to reduce delay at LaGuardia Airport. DOT and FAA should expand that effort and seek statutory relief where appropriate.
THE WHITE HOUSE WILL RELEASE A REPORT OUTLINING NEED FOR A NEW AIR TRAFFIC ORGANIZATION. The White House report outlines the challenges facing the aviation system, the steps the FAA has taken to address them, and the need to create an a new performance-based organization to operate the air traffic system more efficiently.
CONGRESS MUST TAKE ADDITIONAL ACTION. These Executive actions, building upon current reforms within the FAA, are necessary but not sufficient to allow the Air Traffic Organization to operate a 21st century air traffic system. As the Administration said in 1995, the individual reforms of the ATC system are interrelated, and "fundamental air traffic reform requires that these changes be made together or the benefit of individual changes will be greatly reduced." Thus, the President also will call on Congress to reform the way air traffic services are financed, in keeping with recommendations from both the Administration and the congressionally created National Civil Aviation Review Commission:
- Congress should replace the excise tax on passengers with authorization for the Air Traffic Organization to set cost-based charges on commercial users of the air traffic control system. (General aviation should continue to pay the fuel tax.). The Air Traffic Organization must be able to price its services, in order to balance supply and demand in the short run and meet customer demand in the long run.
- As soon as the Air Traffic Organization is fully financed by cost-based fees, Congress should allow it to borrow funds from Treasury or on private markets to finance long-term capital investments. Fees would replace direct appropriations for capital, and would enable debt financing of needed capital investment.
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AIR TRAFFIC SERVICES SUBCOMMITTEE DESIGNEES
Nancy Kassebaum Baker Former U.S. Senator Nancy Kassebaum Baker will be designated for appointment to the Air Traffic Services Subcommittee for a three-year term. She currently serves on the Board of Trustees for the Robert Wood Johnson Foundation and the Kaiser Family Foundation. She also chairs the national advisory committee on rural health to the Secretary of Health and Human Services and is on the Board of Directors of the National Committee on U.S.-China Relations, the African Law Institute Council-ABA, the International Medical Corps and Handgun Control. During her three terms (1979-97) as a U.S. Senator from Kansas, Senator Kassebaum served as chairperson of the Subcommittee on Aviation, the Labor and Human Resources Committee and the Subcommittee on African Affairs. Senator Kassebaum received a bachelor's degree from the University of Kansas and a master's degree from the University of Michigan.
John J. Cullinane John J. Cullinane will be designated for appointment to the Air Traffic Services Subcommittee for a four-year term. Mr. Cullinane is president of The Cullinane Group, Inc., and was the founder, president, CEO and chairman of the board of Cullinet Software, Inc., a pioneer in the computer software industry. He was a Fellow in the Center for Business and Government at the John F. Kennedy School of Government at Harvard University and also organized and chaired a series of seminars sponsored by Harvard University for CEOs. An investor and board member in a number of emerging software companies, he has worked extensively with the Irish software industry, and has promoted economic development in Northern Ireland. Mr. Cullinane graduated from Northwestern University.
Leon Lynch Leon Lynch will be designated for appointment to the Air Traffic Services Subcommittee for a five-year term. Mr. Lynch is currently serving his sixth term as international vice president for human affairs for the United Steelworkers of America (USWA). In this position, he oversees the union's civil rights and human rights efforts. Mr. Lynch was elected in 1995 to the AFL-CIO Executive Council. He frequently represents the USWA and the AFL-CIO at conferences of the International Labor Organization and in international labor matters. President Clinton appointed Mr. Lynch to the Advisory Council on Unemployment Compensation, and he is a member of the executive committee of the Democratic National Committee, chair of the A. Philip Randolph Institute, president of the Workers Defense League, a board member of the National Endowment for Democracy and a member of the Labor Roundtable of the National Black Caucus of the State Legislators.
Sharon Patrick Sharon Patrick will be designated for appointment to the Air Traffic Services Subcommittee for a four-year term. Ms. Patrick is a co-founder and the president and COO of Martha Stewart Living Omnimedia, Inc., as well as a member of the corporation's executive office and board of directors. Prior to her current venture, Ms. Patrick served as president and CEO of Rainbow Programming Holdings, Inc. Previously, she was a partner of McKinsey and Company, an international consulting firm, where she led a team that conducted a comprehensive management review of the U.S. air traffic control system. This team investigated problems underlying the Professional Air Traffic Controllers Organization (PATCO) strike and recommended actions for improvement that were subsequently adopted. Ms. Patrick received a bachelor's degree from Stanford University and a master's degree from Harvard Business School.
John W. Snow John W. Snow will be designated for appointment to the Air Traffic Services Subcommittee for a three-year term. He is currently chairman, president and CEO of CSX Corporation, a transportation company that provides rail, container-shipping, intermodal and logistics services. He has served in senior executive positions with the company since 1977. Mr. Snow previously served in the U.S. Department of Transportation as Administrator of the National Highway Traffic Safety Administration (1976-77), Deputy Undersecretary (1975-76), Assistant Secretary for Governmental Affairs (1974-75), Deputy Assistant Secretary for Policy, Plans and International Affairs (1973-74), and Assistant General Counsel (1972-73). Mr. Snow received a bachelor's degree from Kenyon College, University of Toledo, a doctorate in economics from the University of Virginia and a law degree from George Washington University Law School.
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WHITE HOUSE REPORT ON AIR TRAFFIC CONTROL REFORM
December 7, 2000
The Federal Aviation Administration (FAA) oversees the largest, busiest and most complex aviation system in the world. As part of its mission, the FAA and its staff of 49,000 operate and maintain our nation's air traffic system, orchestrating the take-off, landing and routing of 93,000 aircraft a day. The FAA also regulates aviation safety and security, which entails standard-setting for, and oversight of, commercial airlines, private aircraft, aircraft manufacturers and the air traffic system itself.
To the credit of the FAA and other segments of the U.S. aviation community, our nation's safety record for air travel is exceptional. You could fly commercially every day for 22,000 years and not lose your life in an accident. Between July 1997 and June 1999, not a single life was lost in the crash of a scheduled U.S. airliner.
Moreover, the U.S. has achieved this safety record while experiencing the enormous growth in air travel. Since 1978, when airline deregulation ended the federal government's role in setting prices and limiting capacity, daily departures have doubled, and the number of passengers has gone up by 250 percent. Last year, U.S. airlines transported 694 million passengers on 13 million flights.
Yet our air transportation system is not as efficient as it could be. The growing volume of air traffic, spurred in part by the vitality of the economy, is straining the limits of the FAA's air traffic infrastructure as well as key airports' runway capacity. According to the FAA, flight delays have increased by more than 58 percent since 1995, cancellations by 68 percent, contributing to widespread passenger frustration and anger. The Air Transport Association estimates the cost to airlines and passengers at more than $5 billion per year. Moreover, these statistics understate the true costs of aviation congestion, because airlines have progressively "padded" their published schedules to better reflect routine delays: for example, one major carrier schedules 75 minutes for a flight between Washington, D.C. and Newark, even though the trip takes only 37 minutes under optimal conditions.
Moreover, delays are almost certain to increase, primarily because of traffic growth. The FAA predicts a 60 percent increase in the number of passengers and a doubling of cargo volume by 2010, resulting in a 25 percent increase in aircraft operations. Having more planes using the air traffic system will exacerbate the impact of bad weather, because there will be less slack in the system. Another factor that will cause delays to increase is regional jets (RJs), which fly at the same altitude as larger planes but are not as fast. With several hundred RJs coming into the airlines' fleets each year, these popular planes will be a factor in delays.
Although new technology for the air traffic system is not a silver bullet, it can expand somewhat the effective capacity of our nation's airways and runways. For example, most flights today travel on a limited number of congested "airways" -- narrow, often indirect corridors defined by the locations of ground-based radar beacons. Satellite-based navigation and other technologies will allow pilots instead to select their own routings -- a technique known as "free flight." Precision satellite navigation can also relieve congestion upon final approach to airports, by allowing aircraft to make "segmented approaches" from several directions rather than queue up single file. Queues must allow enough separation to ensure that one plane's wake does not create dangerous turbulence for the next plane in line. By avoiding this problem, segmented approaches (and similar alternatives to queuing) can increase the hourly capacity of single-runway airports. New technology can also increase the safety of air travel.
However, the FAA's effort to modernize its air traffic system technology has not kept pace with either the emergence of new hardware or the growing demand for air travel. Despite significant improvements in recent years, some modernization projects are delayed and over-budget. Moreover, in part because of federal budget regarding agency borrowing, the FAA has not always had all of the funds needed for long-term capital investments and research and development.
If flight delays and out-of-date technology are the symptoms, one of the key underlying problems is that the FAA is currently not structured to manage the delivery of a high technology service such as air traffic. The air traffic system operates 24 hours a day, 365 days a year and an entire industry depends on the air traffic system for its every move. Because of its overriding importance to the safety and security of American travelers, air traffic control is an inherently governmental function. Nevertheless, in several key respects the air traffic system has characteristics that make it best managed as a separate unit distinct from the rest of FAA activities.
- First, air traffic activities involve delivering a service, not developing government policy. To be sure, air traffic control management (like the manufacture of aircraft or the operation of airlines) must be regulated to ensure safety. But most experts agree that the delivery of air traffic services is a distinct activity, separable from the regulation or oversight of air traffic safety and security.
- Second, because air traffic is operational, the mission of an air traffic service provider is clear and its performance is measurable.
- Third, the users of the air traffic system -- the "customers" -- are identifiable, and most of the benefits and costs of air traffic services accrue to those who are already paying the costs via excise taxes. By contrast, most government agencies provide for public goods (clean air, safe streets) for which there may be little correlation between taxes paid and the services received by any individual.
Because of the importance of aviation to our nation, the Clinton Administration made reform of the air traffic system an early priority. In 1993, the Vice President's National Performance Review (NPR) recommended that air traffic operations be reorganized into an independent government corporation, allowing the use of many of the tools available to the private sector to provide air traffic services more efficiently and safely. As a follow-on to the NPR recommendation, the Administration proposed legislation to create a not-for-profit U.S. Air Traffic Services Corporation (USATS), to be governed by a board of directors and a chief executive officer and regulated at arm's length by the FAA. Although Congress rejected USATS, it subsequently adopted key building blocks of the Administration's proposal, namely acquisition reform, personnel reform, and management reform. Congress also established a Management Advisory Council (MAC) to the FAA to provide expert advice from major aviation interests on a broad range of issues, including air traffic. Earlier this year, Congress adopted still more elements of the Administration's reform agenda, by establishing the position of Chief Operating Officer for air traffic operations and by creating a five-member Subcommittee to the MAC, which will function much like a corporate board of directors in overseeing the management and budget of air traffic operations.
Under the direction of Jane Garvey, the first Administrator to serve a fixed (five-year) term, the FAA is already using these building blocks to improve the air traffic system operation in important ways:
Collaborative decision making:
To encourage the FAA to treat those who use the air traffic system as the customer, senior FAA officials are making major air traffic decisions in a more collaborative way, following extensive consultation and consensus building. Soon after Administrator Garvey joined the FAA, she convened a task force of industry and labor representatives to consider ways the agency could deliver some of the benefits of free flight to users in the near term. The FAA accepted the task force's recommendations and has made implementation of these tools, collectively known as Free Flight Phase One, one of its highest priorities.
The FAA used this same collaborative approach on an urgent basis in the summer of 1999, after severe weather and other problems led to a dramatic increase in flight delays. Administrator Garvey and other senior FAA officials met with their counterparts in industry and labor to diagnose the problem and agree on concrete fixes. The FAA continued this successful partnership with airlines, pilots and controllers throughout the following fall and winter. The group ultimately produced the FAA's Spring/Summer 2000 Severe Weather Plan, which President Clinton announced last March. Although the amount of air traffic delays during this past summer exceeded that of 1999, the airlines and other participants believe the problem would have been even worse without the Spring/Summer 2000 Plan in place. Thus, they are continuing to refine the plan, use it as a "laboratory" to test new ideas, and make it standard operating procedure year round.
Instilling a performance culture:
If the first crosscutting change -- promoting collaborative decision-making and consensus -- has largely to do with process, the second one -- instilling a performance culture -- involves getting the organization to focus squarely on results for the customer. As noted earlier, in contrast to many federal programs, the air traffic system provides concrete services to identifiable customers, and the cost and quality of these services can be objectively measured. The FAA is putting in place operational and financial systems needed to track and report its performance.
The FAA and air traffic users recently agreed to collect and share data on a wide range of measures, as part of the Spring/Summer 2000 Plan. The FAA is now combining its own air traffic data with airline data from 20 major airports to produce a daily air traffic scorecard. This measures the overall system performance and provides feedback on how well the FAA performed under specific conditions. When the FAA and airlines convene each morning to go over the previous day's activities, they have a common database and a basis for evaluating their efforts.
Reforming acquisition and pursuing incremental modernization:
In 1995, Congress exempted the FAA from federal acquisition rules, largely in response to the escalating costs and schedule delays associated with the agency's air traffic modernization effort. Since then, the FAA's problems with major acquisitions have been less severe, and the agency has made significant progress in reducing the time to award contracts and in deploying key systems on time and within budget. However, serious problems persist with certain technologically challenging systems such as WAAS and STARS.
The FAA's traditional approach to acquisition was development of highly ambitious systems incorporating new technologies that promised a radical improvement over existing capabilities. In response to continued problems with WAAS, STARS, and other major air traffic systems, the FAA has adopted a more incremental approach to modernization. This new approach -- "build a little, test a little" -- reduces the risk of cost and schedule problems, and it ensures that rapidly changing technology gets incorporated into the system. It also means that the FAA can provide improved capabilities to users far sooner.
Pursuing personnel reform:
The 1995 law exempting the FAA from federal personnel rules produced immediate results. The change is visible: the FAA replaced 47,200 pages of personnel laws and regulations with a 42-page document. More substantively, the FAA gained much-needed flexibility in hiring, compensating and utilizing its employees.
Freed from federal personnel rules, the FAA negotiated an agreement with controllers that provides higher compensation in exchange for commitments to increased productivity and job flexibility. A new agreement with air traffic equipment technicians includes performance-based compensation, and non-union employees are now covered by a pay-for-performance system.
Today's Actions:
To accelerate these important efforts, President Clinton today will announce the following actions:
1. He is issuing an Executive Order directing the FAA to create a performance-based organization (PBO) -- the Air Traffic Organization -- to manage the operation of air traffic services. As a PBO, this organization will have the incentives and tools needed to operate more flexibly and efficiently. It will be located within the FAA and overseen by the FAA Administrator but will be separate from, the FAA's safety and security regulatory and enforcement arms. Although the creation of a PBO is not a panacea it is the right next step towards the development of a 21st century aviation system.
2. Secretary of Transportation Rodney E. Slater will name five distinguished individuals to the Air Traffic Services Subcommittee of the FAA's Aviation Management Advisory Council. Congress created the five-member ATS Subcommittee in recent legislation. It will function as a board of directors, overseeing the management and budget of the FAA's air traffic control organization and ensuring that it becomes more customer-driven and performance-based. The Subcommittee members (who will not require Senate confirmation) are:
- John J. Cullinane, President, The Cullinane Group
- Nancy Kassebaum, former U.S. Senator from Kansas
- Leon Lynch, International Vice President, United Steelworkers of America
- Sharon Patrick, President and COO, Martha Stewart Living Omnimedia, Inc.
- John W. Snow, Chairman, President and CEO, CSX Corporation
3. The President is directing the Department of Transportation (DOT) and the FAA to review the statutory and regulatory impediments to the use of airport congestion pricing and other market mechanisms to provide for more efficient use of existing runway capacity and encourage the creation of new capacity. The FAA is already looking at options for congestion management, including market mechanisms, to reduce delay at LaGuardia Airport. DOT and FAA should expand that effort and seek statutory relief where appropriate.
These Executive actions, building upon current flexibilities within the FAA to further improve its effectiveness, are necessary but do not fully provide the financial flexibility to manage its operations. As the Administration said in 1995, the individual reforms of the air traffic control system are interrelated, and "fundamental air traffic reform requires that these changes be made together or the benefit of individual changes will be greatly reduced." Such fundamental financial reform requires additional action by the Congress, in keeping with the recommendations of the Administration and the congressionally created National Civil Aviation Review Commission:
- Congress must reform the way air traffic services are financed, by replacing the excise tax on passengers with authorization for the Air Traffic Services PBO to set cost-based charges on commercial users of the air traffic system -- that is, the air carriers that earn revenues from the transportation of people and products and therefore stand to benefit directly from an improved system. (General aviation should continue to pay the fuel tax.) The Air Traffic organization needs to be able to price its services, in order to balance supply and demand in the short run and to know what steps are needed to meet customer demand in the long run.
- As soon as the Air Traffic PBO is fully financed by cost-based fees, Congress should allow it to borrow funds from Treasury or on private markets to finance long-term capital investments. Fees would replace direct appropriations for capital and would enable debt financing of needed capital spending.