Planning for the Future of a Larger ACP
In late 2003 when we began thinking about establishing ACP, there were only about 10 US companies interested in the concept. At that time, the number of active participants was quite small, so it was a real group effort to get the first TDA grant. FAA Administrator Marion Blakey first met with ACP in February 2004 and strongly endorsed the concept. She introduced ACP to CAAC Minister Yang during that visit. Both leaders gave their strong support to the concept. TDA Director Thelma Askey signed a Memorandum of Understanding for the first grant with CAAC Minister Yang in April 2004. At each step, a few more US companies joined ACP. In that first year alone we grew to 15 members.
As the growth continued, ACP formed subgroups to manage the TDA grant work. For example, the US companies that became suppliers to the Chinese-built ARJ-21 formed a subgroup to propose and manage a TDA grant to assist CAAC Aircraft Airworthiness and Certification Department improve the safety certification process. Similarly, another subgroup was formed to propose and manage the first TDA grant for Executive Management Development Training (EMDT) in 2006.
The organization worked well under the subgroup structure for several years, but as corporate membership grew to the current 32 US companies, with varied interests, it has required a reevaluation. The leadership of ACP felt it was time for a change to a new organization structure. We needed to reorganize into a configuration with new committees, each with deeper and stronger powers. We also wanted to come up with some fresh ideas, to avoid repeating the same activities. The idea was that the new committees could identify our top priorities, work with CAAC and other parts of the Chinese aviation industry to understand the Chinese priorities and then take steps necessary to work on those priorities in order. We continued to follow the principle that everything ACP does must benefit both China and the US.
In January 2008, ACP had a three-hour meeting with all members invited to rainstorm about the new committee organization. By the end of the meeting, we had lists of ideas that were important and needed future work by ACP. The long list was then organized into six committees, as follows:
Airspace and the Environment
Leadership and Professional Development
Manufacturing and Airworthiness
General and Regional Aviation
Airport
Airline Economic Regulatory Group
Airspace and the Environment
Current Program: Air Traffic Flow Management
Main themes:
Increased safety, capacity, and efficiency in use of the airspace, through advanced technology, policies, and procedures
Protecting environment by reducing emissions and noise
Leadership and Professional Development
Current program: Executive Management Development Training (EMDT)
Main Themes:
Help train the current and next generation leaders of Chinese aviation with the most advanced management techniques
Professional training with an emphasis on leadership
Manufacturing and Airworthiness
Current program: Transport Aircraft Certification & Airworthiness
(TACA)
Main themes:
Help improve the transport aircraft safety certification and airworthiness system
Further develop the capabilities to put new transport aircraft (both US and Chinese built) into safe operational service
General and Regional Aviation
Current program: General and Regional Aviation (GARA) Development
Main themes:
Show the benefits to China of GARA development (balanced economic growth, pilot/mechanic training, disaster relief, etc.), the ways other countries with strong GARA components were able to develop their systems, and a “Road Map” of policy and infrastructure improvements necessary for safe and strong development
Assisting planning and developing test areas for “Road Map” elements
Airport
Current Program:
Main Themes:
Airline Economic Regulatory Group
Current program:
Main themes: