About | 4. Infrastructure & Industrial Base | Aerospace Industries Association

4. Infrastructure & Industrial Base

GOAL: Improve U.S. Aerospace and Defense Infrastructure and Retain U.S. Industrial Base Capability

The U.S. aerospace and defense infrastructure keeps Americans safe and drives the U.S. economy. It includes a vast array of facilities, people, equipment, technology, research programs and operational programs. Our objectives are to:

Sustain, enhance and protect infrastructure modernization and the industrial base;
Collaborate with the administration and industry to improve access to and the quality of the aerospace workforce;
Facilitate aerospace growth through transformational infrastructure such as NextGen.

Modernize Infrastructure and Preserve the Industrial Base

As pressure on aerospace and defense budgets mounts, the threats to maintaining America’s industrial base capabilities will grow. In the two decades since the end of the Cold War, nearly 150 major defense companies have consolidated to six; further consolidation of the industry is expected as the defense budget diminishes in 2013 and beyond. The retirement of the Space Shuttle and subsequent industry downsizing diminishes capabilities for future human space exploration. It is of the utmost importance to preserve America’s aerospace and defense industrial base and ensure that government leaders fully comprehend the importance of having an industrial base strategy for the retention of our design and manufacturing capabilities.

The project to modernize AIA’s National Aerospace Standards (NAS) library will be completed this year. The standards program is expanding the NAS standards portfolio by developing new standards, providing NAS standards with 3D models, and introducing material options within existing standards to address potential material restrictions from emerging environmental regulations.

Facilitate Industry Growth

With many pressures on defense spending both at home and abroad, companies are looking for new growth areas, such as civil aviation and UAS. Emerging markets including Asia, the Middle East and South America offer many opportunities for U.S. manufacturers. AIA will increase engagement with foreign governments and support the U.S. Government in enacting policies that will expand the market for NextGen products and services both domestically and internationally. Further, we will advocate for policies that will maintain U.S. leadership in and spur growth of the nascent civil UAS market.

Sufficient resources will also be needed to assure that FAA’s Commercial Space licensing/oversight processes do not delay the rollout of innovative new civil space capabilities developed by commercial companies to meet new government and commercial market opportunities. At the same time, new regulations must not stifle new systems with overly draconian rules for a nascent industry.

Educate and Train a Capable Workforce

Given changing demographics in the country and flagging interest and disappointing performance in science, engineering and math among the broad swath of American youth, our companies are challenged over the long term to sustain a vibrant, innovative and competitive aerospace and defense workforce. AIA works every year to improve the accuracy of our workforce data and our understanding of the industry’s workforce needs, competencies and skills. We continue close collaboration with a number of partners to assess our current workforce population and job openings, better project future talent and skill requirements, align with other industries and stakeholders at all levels to advance workforce education and training, and support STEM programs and practices that are proven effective in inspiring and preparing the next generation of aerospace and defense workers and leaders. In collaboration with sponsoring member companies, AIA continues to grow the Team America Rocketry Challenge competition - now in its eleventh season – and expand its impact as a workforce development program.

Target 10: Sustain, enhance, and protect infrastructure modernization and the industrial base

	Release S1000D version 4.1
	Complete NAS Modernization project
	EMC to develop an internal to AIA communication framework regarding parts risk management. This framework would help the EMC prioritize and coordinate their own activities related to the topic of Parts Risk Management
	Publish S3000L Issue 1.1
	Document NAS 5-year review process and plan
	Publish 1st draft of SX000i
	Publish S5000F Issue 1.0
	Create industry guidance on business and interoperability standards
	Contribute Industry perspective to OSD PPP enhancing processes, policies, and guidebooks

Target 11: Facilitate aerospace and defense industry growth through improved infrastructure and prioritization of technology development and application

	Ad hoc Spectrum Working Group to participate in three engagements that shape regulatory and policy decisions on spectrum at national and international levels to protect and advance aerospace and defense interests
	Provide to ICCAIA specific recommendations to ensure harmonization and interoperability
	Determine the definition of successful UAS integration and advocate to the Hill, FAA and other relevant agencies the importance of adherence to the UAS integration milestones set forth in the 2012 FAA Reauthorization Bill
	Review FAA’s national plan for UAS integration and provide specific recommendations
	Review NextGen planning as made publically available through such elements as the NextGen Implementation Plan and the NAS Architecture. The output of this review shall be, if appropriate, a succinct recommendation as to AIA’s recommended modification of the planning process and its artifacts to better guide development activities and inform NextGen stakeholders
	Meet with appropriate FAA officials to present and advocate specific recommendations developed in the preceding milestone
	Advocate for the FAA to lead, with the support of other agencies and industry, a detailed roadmap for UAS integration

Target 12: Collaborate with a variety of stakeholders (industry, academia, philanthropy, and government) to train and improve access to a qualified aerospace and defense workforce

	Prepare a new report on the aerospace and defense STEM workforce issue
	Broaden the reach of aerospace and defense workforce efforts by growing the membership and activities of the Business and Industry STEM Education Coalition
	Workforce Steering Committee to meet with top STEM programs and identify and implement ways to partner for greater effectiveness and scale
	Hold three state STEM meetings and explore other ways and venues to engage with more states
	Strengthen and expand industry branding and messaging on STEM through joint exhibits at conventions and conferences
	Increase joint outreach to media on industry STEM initiatives, including TARC and other collaborations