Hi everyone. The ATO is working hard to modernize our capabilities, while we sustain our existing infrastructure. We have many projects underway to support these efforts and we want to complete them in the most efficient and coordinated way. So we’re employing a business management process called Capital Program Integration, or CPI. I’m eager to share with you the progress we’ve made since we launched this effort last summer.
Through CPI, we will collect a full complement of information on projects across the organization, through their early planning stages to implementation. This will provide decision makers at every level with a common set of information. This effort supports the ATO Blueprint’s Business Acumen component, an effort to provide managers with the business tools and information they need to make better decisions.
CPI is important for all of us. In the past, we’ve had cases where multiple projects were scheduled at the same facility on the same day. For instance, TAMR and PBN work is being done at a facility at the same time that the chiller and the HVAC systems are being serviced. Conflicts like these can be taxing on the facility’s resources and can introduce unnecessary safety risk to the NAS.
With CPI, we can better prioritize and schedule tasks, identify and avoid any conflicts in scheduling, and more appropriately allocate resources. In doing these things, we’ll seize opportunities to conduct both modernization and sustainment projects in a more efficient, coordinated way, while minimizing impact on operations and our facility staff.
Thus far, we have conducted the first phase of data collection into the Corporate Work Plan (CWP). This information has already enabled us to make more informed, data-driven budget requests and will help us to realize cost savings more often. For instance, we rescheduled two VASI/PAPI replacement projects at Long Island MacArthur airport so that it would align with a runway extension project being done there, potentially yielding a savings of $400,000 in construction costs.
We also aligned plans by the ATO and the FAA’s Airports office for a project at Baltimore-Washington International Airport. This enabled FAA-provided MALSR, ILS and PAPIs to be installed on Runway 15R/33L with construction and installation costs paid for by the airport. This resulted in more than $2 million dollars in savings for the FAA. We want to see more of these kinds of successes. CPI will help us do it.
Looking ahead, we’re working to further define the project data we need to collect and train employees to use the system as needed.
CPI will require our commitment to both use it and refine it over time. Whether you’re part of the Facilities and Equipment or the operations community – in the PMO, Technical Operations, or Air Traffic, CPI will affect you and how we do business in the integrated community. Let’s support this effort so it can be successful.
Let me close with an important tribute. Yesterday was Memorial Day. I took a moment to think about those who gave their lives fighting for our country. I hope you did too. Because of their sacrifice, and the sacrifice of their families, we enjoy the freedoms and liberties that we as Americans hold so dear.
Teri L. Bristol
ATO Chief Operating Officer