Aviation Safety: FAA Needs to Strengthen the Management of Its	 
Designee Programs (08-OCT-04, GAO-05-40).			 
                                                                 
The safety of the flying public and the reliability of the	 
nation's aircraft depend, in part, on the Federal Aviation	 
Administration's (FAA) regulation and certification of the	 
aviation industry. FAA delegates the vast majority of its safety 
certification activities to about 13,600 private persons and	 
organizations, known as "designees," which are currently grouped 
into 18 different programs. Among other tasks, designees perform 
physical examinations to ensure that pilots are medically fit to 
fly and examine the airworthiness of aircraft. GAO reviewed (1)  
the strengths of FAA's designee programs, (2) the weaknesses of  
those programs and factors contributing to those weaknesses, and 
(3) potential improvements to the programs.			 
-------------------------Indexing Terms------------------------- 
REPORTNUM:   GAO-05-40						        
    ACCNO:   A13000						        
  TITLE:     Aviation Safety: FAA Needs to Strengthen the Management  
of Its Designee Programs					 
     DATE:   10/08/2004 
  SUBJECT:   Aircraft industry					 
	     Aviation						 
	     Program evaluation 				 
	     Transportation safety				 
	     Safety regulation					 
	     Safety standards					 
	     Regulatory agencies				 
	     Privatization					 
	     Internal controls					 
	     Program management 				 

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GAO-05-40

United States Government Accountability Office

GAO	Report to the Ranking Democratic Member, Subcommittee on Aviation, Committee
         on Transportation and Infrastructure, House of Representatives

October 2004

AVIATION SAFETY

        FAA Needs to Strengthen the Management of Its Designee Programs

                                       a

GAO-05-40

Highlights of GAO-05-40, a report to Ranking Democratic Member,
Subcommittee on Aviation, House Committee on Transportation and
Infrastructure

The safety of the flying public and the reliability of the nation's
aircraft depend, in part, on the Federal Aviation Administration's (FAA)
regulation and certification of the aviation industry. FAA delegates the
vast majority of its safety certification activities to about 13,600
private persons and organizations, known as "designees," which are
currently grouped into 18 different programs. Among other tasks, designees
perform physical examinations to ensure that pilots are medically fit to
fly and examine the airworthiness of aircraft.

GAO reviewed (1) the strengths of FAA's designee programs, (2) the
weaknesses of those programs and factors contributing to those weaknesses,
and (3) potential improvements to the programs.

GAO recommends that FAA: (1) establish a program to evaluate all designee
programs, giving priority to those programs that have not been evaluated,
(2) develop mechanisms to improve compliance with existing designee
oversight policies, and (3) upgrade its databases to provide complete and
consistent information on all designee programs and the extent to which
oversight is occurring.

FAA officials generally agreed with our recommendations, but expressed
concerns about our use of an expert panel to identify weaknesses in the
programs.

www.gao.gov/cgi-bin/getrpt?GAO-05-40.

To view the full product, including the scope and methodology, click on
the link above. For more information, contact JayEtta Z. Hecker, (202)
512-2834, [email protected].

October 2004

AVIATION SAFETY

FAA Needs to Strengthen the Management of Its Designee Programs

The key strength of FAA's designee programs is their ability to leverage
agency resources. Allowing technically qualified individuals and
organizations to perform 90 percent of certification activities enables
FAA to better concentrate its limited staff resources on the most
safety-critical functions, such as certifying new and complex aircraft
designs. For the aviation industry, designee programs enable individuals
and companies to obtain required FAA certifications-such as approvals of
aircraft designs- in a timely manner, thus reducing delays and costs to
industry that might result from scheduling direct reviews by FAA. For
example, officials from Boeing told us that using designees has added
significantly to the company's ability to improve daily operations by
decreasing certification time.

Inconsistent FAA oversight and application of program policies are key
weaknesses of the designee programs. FAA headquarters has evaluated only 6
of the 18 designee programs over the last 7 years. FAA conducted the
evaluations on an ad hoc basis and lacks requirements or criteria for
periodically evaluating these programs. FAA uses these evaluations to
determine whether designee programs are complying with agency policies. In
addition, FAA field offices do not always oversee designee activities
according to agency policy. For example, a recent FAA study found that
inspectors were not reviewing designated pilot examiners' work on an
annual basis as policy requires. Potential reasons for inconsistent
oversight include (1) incomplete databases that FAA uses to manage its
oversight of designees, (2) workload demands for FAA staff that limit the
time spent on designee oversight, and (3) the lack of adequate training
for FAA staff who oversee designees. While we did not find a direct link
between inconsistent oversight of these programs and specific safety
problems, the lack of consistent oversight limits FAA's assurance that
designees perform their work according to federal standards.

Opportunities exist for FAA to improve (1) program oversight to ensure
consistent compliance with existing policies by FAA staff and (2) the
completeness of databases used in designee oversight. For example, FAA
could evaluate more of its field offices and designees-efforts modeled
partly on the assessments conducted by some FAA regional offices-to
ascertain the extent to which policies are being followed.

Aircraft Undergoing Certification at Organizational Designee Facility

Contents

  Letter

Results in Brief
Background
Designee Programs Leverage FAA Resources and Provide Industry

with Timely Certification Reviews

FAA's Lack of Consistent Oversight of Designee Programs Is Affected by
Incomplete Data, Workload Demands, and Lack of Training

FAA Has Potential Opportunities to Improve Designee Programs
Conclusions
Recommendations for Executive Action
Agency Comments

1 3 6

12

15 34 39 41 41

Appendixes

              Appendix I: Appendix II: Appendix III: Appendix IV: Appendix V:

Objectives, Scope, and Methodology
Experts Participating on GAO's Panel
Roles and Responsibilities of Designees
Survey Instrument and Results
GAO Contacts and Staff Acknowledgments

GAO Contacts
Staff Acknowledgments

45

51

53

55

68 68 68

Bibliography

Tables Table 1:

Table 2:

Table 3: Table 4:

Table 5: Table 6:

Table 7:

Comparison of Designee Programs Administered by Three
FAA Offices 10
Experts' Ranking of Top Strengths of the Designee
Programs 12
Experts' Ranking of Top 5 Oversight Weaknesses 20
Experts' Ranking of Top Ways to Improve FAA's Designee
Programs 36
Organizations Interviewed by GAO During Site Visits 46
The Number of Panelists Participating in Each Phase and
Response Rate 50
Experts' Responses to GAO's Survey 55

Figures Figure 1: FAA Offices That Manage the Different Designee Programs
and Numbers of Designees (as of May 2004) 7 Figure 2: Designees Support
FAA Throughout the United States 14

Abbreviations

AME Aviation Medical Examiner
DAS Designated Alteration Station
DER Designated Engineering Representative
DOT Department of Transportation
DPE Designated Pilot Examiner
FAA Federal Aviation Administration
GAO Government Accountability Office
NVIS National Vital Information Subsystem
ODA organization designation authorization
PTRS Program Tracking and Reporting Subsystem

This is a work of the U.S. government and is not subject to copyright
protection in the United States. It may be reproduced and distributed in
its entirety without further permission from GAO. However, because this
work may contain copyrighted images or other material, permission from the
copyright holder may be necessary if you wish to reproduce this material
separately.

A

United States Government Accountability Office Washington, D.C. 20548

October 8, 2004

The Honorable Peter A. DeFazio
Ranking Democratic Member
Subcommittee on Aviation
Committee on Transportation and Infrastructure
House of Representatives

Dear Mr. DeFazio:

The safety of the flying public and reliability of the nation's aircraft
depends, in part, on the Federal Aviation Administration's (FAA)
regulation
and certification of the aviation industry. Although FAA staff perform
many
activities crucial to maintaining the safety of air transportation, since
the
1920s, FAA has depended on congressionally authorized designee
programs to help the agency ensure that the aviation industry meets
certain
safety standards. FAA's designee programs authorize about 13,400 private
individuals and about 180 organizations nationwide, known as "designees,"
to act as representatives of the agency to conduct many safety
certification
activities, such as administering flight tests to pilots, inspecting
repair work
by maintenance facilities, conducting medical examinations of pilots, and
approving designs for aircraft parts. These designees are currently
grouped
into 18 different programs and are overseen by three FAA offices-Flight
Standards Service, Aerospace Medicine, and Aircraft Certification
Service-all of which are under the Office of the Associate Administrator
for Regulation and Certification. Given the vastness of the U.S. aviation
industry, designees enable FAA to carry out thousands of certification
functions each year. FAA staff1 are responsible for overseeing the work of
individual designees and ensuring that organizational designees (also
referred to as "delegations")-companies such as repair stations that have
been delegated the authority to perform inspections of aircraft that have
undergone major repairs-have systems in place, including staff and
procedures, to perform the delegated functions. Organizational designees
are responsible for overseeing their employees who perform the delegated
functions. Based, in part, on congressional direction, FAA plans to change
its designee programs within the next several years so that the agency can
rely more on organizational rather than individual designees.

1Those staff are safety inspectors in Flight Standards Service, engineers
in Aircraft Certification Service, and flight surgeons in Aerospace
Medicine.

In response to your request, this report addresses the following
questions: (1) What are the strengths of FAA's designee programs? (2) What
are the weaknesses of the programs and the factors that contribute to
those weaknesses? and (3) What can be done to address the identified
weaknesses or otherwise improve the programs?

To address these questions, we obtained and analyzed information from a
variety of sources. We identified 62 aviation experts with knowledge and
expertise in FAA's designee programs, who participated on a Web-based
panel that provided the group's views on the strengths and weaknesses of
the designee programs and ways to improve the programs. An initial list of
experts was identified through referrals by FAA officials, the National
Air Traffic Controllers Association, the Professional Airway System
Specialists, and the Aerospace Repair Station Association and through
citations in the literature on aviation. We then asked these initially
identified experts for additional experts. We continued this process until
we had about 10 to 20 experts in each of four categories: (1) designees,
(2) FAA inspectors and engineers, (3) independent experts and university
academics, and (4) private sector and aviation industry associations. We
obtained the experts' views by employing an iterative and controlled
feedback process for obtaining individual views and then allowing each
participant to respond to the entire panels' comments.

In addition, we obtained and analyzed information from FAA databases that
maintain records on designees for fiscal years 1998 through 2003. We
assessed the reliability of the databases and found the data sufficiently
reliable for the types of analyses that we conducted for this report-
including nationwide analyses of the number of designees by program, the
geographical location of designees, and the number of designees per FAA
staff responsible for designee oversight. However, we found that specific
data needed for oversight were not found in some databases, as we discuss
later in this report. We also conducted semi-structured interviews with
FAA officials, representatives of FAA inspectors and engineers who oversee
designees, and designees in Seattle, Atlanta, Los Angeles, and Oklahoma
City to obtain information on FAA's oversight of designees. We also
interviewed officials from Transport Canada (the Canadian civil aviation
authority) to obtain descriptive information on their designee programs.
In addition, we reviewed past studies of FAA's use of designees by us, the
Department of Transportation's (DOT) Office of Inspector General, and
others. We conducted our work from April 2003 through October 2004 in
accordance with generally accepted government auditing standards.

Additional information on our methodology and the experts who participated
on our panel are found in appendixes I and II.

Results in Brief	Designees perform more than 90 percent of FAA's
certification activities, thus greatly leveraging the agency's resources.
By permitting nearly 13,400 technically qualified individuals and about
180 organizations to perform thousands of certification tasks each year,
FAA officials believe that the designee programs allow the agency to
concentrate on what it considers to be the most critical safety areas, a
view shared by our panel of experts. For example, while designees conduct
routine certification functions, such as approvals of aircraft
technologies that the agency and designees have had previous experience
with, FAA focuses on new and complex aircraft designs or design changes.
In addition, the use of designees expands FAA's access to technical
expertise within the aviation community. For the aviation industry, the
designee programs enable individuals and organizations to obtain required
FAA certifications-such as approvals of the design, production, and
airworthiness of aircraft-in a timely manner, thus reducing delays and
costs to the industry that might result from scheduling direct reviews by
FAA staff. For example, officials from an aircraft manufacturer told us
that the use of designees has added significantly to the company's ability
to enhance and improve daily operations by decreasing certification
delivery time and increasing the flexibility and utilization of company
resources. In addition, designees are convenient to the aviation industry
due to their wide dispersal throughout the United States.

FAA's inconsistent monitoring of its designee programs and oversight of
its designees are key weaknesses of the programs. For example, while FAA
has evaluated 6 of its 18 designee programs over the last 7 years and has
plans to evaluate 2 more, it has no plans to evaluate the remaining
programs because of limited resources, according to a program official.
FAA conducted these evaluations on an ad hoc basis usually at the request
of FAA headquarters directors or regional office managers. The agency does
not have requirements or criteria for periodically evaluating these
programs. FAA uses these evaluations to determine whether designee
programs are being carried out in compliance with agency policies.
However, FAA has not implemented some recommendations from these
evaluations. For example, a 2000 evaluation of designated alteration
stations recommended that FAA establish a process to periodically assess
the effectiveness and applicability of existing oversight policies
concerning designated alteration stations and consider feedback from FAA
field offices

and designees as part of that process. The agency has not implemented this
recommendation. In addition, we found that FAA field offices do not
consistently implement agency policies on monitoring, selecting, and
terminating designees. For example, inspectors in one region were not
reviewing designated pilot examiners work on an annual basis and
conducting oversight as required by agency policy. The primary goal of
FAA's standards and policies, and its oversight of designees, is the
safety of U.S. aviation. While we did not find systematic safety problems
associated with FAA's oversight of designees, the agency's inconsistent
oversight limits its assurance that the designees' work is performed
uniformly in accordance with those standards and policies. Finally, we
identified several factors that may have hindered FAA's ability to
systematically monitor the designee programs and consistently apply
designee oversight policies. First, FAA's oversight is hampered, in part,
by the limited usefulness of some agency databases that are designed to
capture information on designees. While all the databases have descriptive
information on designees, such as their types of designations and status
(i.e., active and/or terminated), the databases lack complete and
consistent information on designees' performance and do not provide a
comprehensive picture of whether FAA staff are carrying out their
responsibilities to oversee designees. Second, the workload demands on FAA
staff may limit the time they spend on designee oversight. Finally, FAA
does not require refresher training for all staff who oversee designees,
thereby increasing the risk that some staff do not retain the information,
skills, and competencies required to perform their oversight
responsibilities.

Opportunities exist for FAA to address these weaknesses by improving (1)
oversight of the designee programs to ensure consistent compliance with
existing policies by FAA inspectors, engineers, and flight surgeons and
(2) the accuracy and comprehensiveness of computerized information on
designees so that the databases can be more useful tools for designee
oversight. Those opportunities were identified by experts on our panel and
our review of practices within FAA and procedures adopted by other
countries in administering their programs. For example, FAA could more
consistently conduct internal evaluations of its field offices and
designee programs-evaluations modeled in part on the assessments performed
by some regional and program offices-to ascertain the extent to which its
policies and procedures are being followed. FAA's internal review of
designated pilot examiners in one regional office could provide a model
for evaluations that could be performed by other FAA regions and for other
designee programs. The review, which was based on (1) a comprehensive
statistical analysis of designee activity in the region, (2) a survey of
pilots

who were tested by those designees, and (3) audits of designee files and
surveillance reports by FAA inspectors, provided a reasonable method to
assess program outcomes, identify the root causes of the lack of
compliance with agency policy, and develop corrective action plans to
address the root causes. Accurate, comprehensive data on FAA oversight and
designee activities are integral to monitoring and evaluating the
programs. The database used by FAA's Office of Aerospace Medicine to
monitor the activities and performance of aviation medical examiners
provides information and uses that could serve as a model for the other
offices-Flight Standards Service and Aircraft Certification Service-that
lack comprehensive databases on designee activities. Although this
database was designed to simplify the processing of airmen medical
certification information, Aerospace Medicine uses it to extract
information on the status of aviation medical examiners and monitor their
activity levels. Careful consideration of such opportunities are important
both because of the central importance that the designee programs hold for
FAA as well as the agency's plans to expand the use of organizational
designees, which will further transform FAA's role to that of monitoring
the performance of organizations rather than overseeing the individuals
who perform the certification activities. Transport Canada, which expanded
its use of organizational designees in the late 1980s, identified the
establishment of standardized oversight practices and frequent audits of
Canadian designees as important components of its programs.

To improve management control of the designee programs, and thus increase
assurance that designees meet FAA's performance standards, we recommend
that the Secretary of Transportation direct the FAA Administrator to
establish a program to evaluate all designee programs, giving priority to
those programs that have not been evaluated, and develop mechanisms to
more consistently monitor and improve compliance with existing designee
oversight policies, including identifying and sharing best practices among
FAA programs and field offices. We also recommend that FAA strengthen the
effectiveness of its designee databases by improving the consistency and
completeness of information on designees activities and performance and
FAA oversight. FAA officials generally agreed with these recommendations.
However, the agency expressed concerns about our methodology for obtaining
expert opinions of the designee programs. Further information is provided
in the "Agency Comments" section of this report.

Background	FAA has relied on designee programs since the 1920s to help the
agency meet its responsibility for ensuring that the aviation industry
meets FAA's safety standards.2 The programs authorize private persons and
organizations, known as individual and organizational designees,
respectively, to act on behalf of the agency to perform many activities to
ensure the safety of air transportation. Of the nearly 13,600 designees
nationwide, approximately 13,400 are individual designees and about 180
are organizational designees, as of May 2004. These designees are grouped
into 18 different programs and are overseen by three FAA offices-Flight
Standards Service, Aerospace Medicine, and Aircraft Certification
Service-all of which are under the Office of the Associate Administrator
for Regulation and Certification. Figure 1 shows the 18 different designee
programs, the number of designees, and the FAA offices that manage them.

2Title 49, U.S.C. 447702(d) provides FAA's legislative authority to use
designees and Title 14, C.F.R., Part 183, sets out the types of
designations FAA may issue and the process for selecting designees.

Figure 1: FAA Offices That Manage the Different Designee Programs and Numbers of
                           Designees (as of May 2004)

                              Individual Designees

1,269 Training Center Evaluators

1,140 Designated Pilot Examiners

762 Aircrew Program Designees

423 Designated Airworthiness Representatives (maintenance)

385 Designated Mechanic Examiners

40 Designated Parachute Rigger Examiners

33 Designated Aircraft Dispatcher Examiners

22 Designated Flight Engineer Examiners

2 Computer Testing Designees

Organizational Designees

47 Organizational Designated Airworthiness Representatives (maintenance)

12 Special Federal Aviation Regulations No. 36, Repair Stations

Source: FAA.

                              Individual Designees

2,725 Designated Engineering Representatives

1,249 Designated Manufacturing Inspection Representatives

359 Designated Airworthiness Representatives (manufacturing)

Organizational Designees

86 Organizational Designated Airworthiness Representatives (manufacturing)

31 Designated Alteration Stations

6 Delegation Option Authorizations

Designees perform a large percentage of certification activities on behalf
of FAA, such as determining whether aircraft designs, manufacturing, and
maintenance meet specific safety standards and certifying the competency
of persons that operate aircraft. FAA policy calls for the agency to
delegate activities by evaluating the risk involved with such delegation;
assessing whether the aviation industry has the experience to perform
designated tasks; and delegating activities with defined standards,
processes, and

oversight procedures. FAA policy also states that some tasks are not
delegated. For example, FAA does not permit designees to make rules,
conduct surveillance or enforcement activities against aircraft
manufacturers and airlines, or issue and modify aircraft type and
production certificates.

Individual and organizational designees' roles and responsibilities vary
according to program. For example, individual designees, such as
engineering designees, evaluate whether aircraft designs meet FAA safety
standards, designated mechanic examiners administer practical tests to
mechanic applicants, designated pilot examiners administer practical tests
to pilot applicants, and aviation medical examiners certify that pilots
are medically fit to operate aircraft. Most individual designees can
charge service fees to applicants. Most organizational designees perform
similar activities as individual designees, but the organization holds the
designation rather than the employees who work for them.3 The organization
is responsible for managing, overseeing, and training its employees who
perform the delegated functions. Organizational designees must develop
procedures manuals that describe how the organizations will comply with
FAA requirements and describe their internal evaluation processes,
including internal auditing procedures. An example of an organizational
designee is a designated alteration station, which is a company that can
issue supplemental type certificates, which are required for aircraft that
have been modified from their original design. Further information on the
roles and responsibilities of the various types of designees are presented
in appendix III.

FAA policy calls for selecting and appointing designees based on several
factors, including designees' experience and qualifications, FAA field or
program offices' ability to oversee designees, and the need for particular
types of designees. Although the selection and appointment policies and
procedures differ somewhat for different designee types, these policies
generally call for specific and thorough technical reviews of the designee
applicants' qualifications, including verifying the applicants' work
experience, testing the applicants' knowledge and skills, and examining
onthe-job performance. According to FAA policy, FAA officials or flight
surgeons evaluate the applicants' experience and qualifications and

3Such employees, who actually perform the delegated activities, are
referred to as "authorized representatives."

determine whether to appoint or deny the applicant's request for
designation.

FAA's field and program offices are responsible for supervising,
monitoring, and tracking designees' activities to ensure that designees
are performing their authorized functions in accordance with the
appropriate regulations, policies, and procedures. FAA policy states that
its inspectors, engineers, and flight surgeons should ensure the integrity
of the designee programs by evaluating designee performance, interacting
with designees on a regular basis, and evaluating technical data prepared
by designees. For instance, FAA inspectors are expected to oversee
designated pilot examiners by verifying their attendance at required
training seminars and meetings, ensuring that they have developed and
implemented a plan of action for the practical tests they conduct on pilot
applicants, observing annually at least one practical test administered to
a pilot applicant, and verifying that the designee has sufficient work
activity to justify continuance of the designation. By comparison, FAA
inspectors and engineers are expected to oversee organizational designees
by ensuring that the organizations' procedures manuals comply with FAA
policies on approving the design, production, and airworthiness of
aircraft and assessing the technical capabilities of the organization. In
addition, FAA officials are expected to provide guidance and oversight of
organizational designees by participating in many aspects of major
approvals. For instance, FAA officials provide guidance and oversight for
projects involving new aircraft design concepts and technology.

Most designees' appointments are effective for 1 year, with the exception
of individual and organizational designated airworthiness representatives,
who are appointed for up to 5 years and all other types of organizational
designees, whose appointments do not expire. FAA can terminate designees
for various reasons, including insufficient work activity, unacceptable
performance, lapse of qualifications, and lack of FAA need or ability to
manage them. Designees can generally appeal FAA's decision to terminate
them, except when the decision to terminate has been based on FAA's lack
of resources to manage them. Table 1 compares aspects of designee
oversight, including how designees are selected and terminated, among the
three FAA program offices with designee responsibilities.

Table 1: Comparison of Designee Programs Administered by Three FAA Offices

Office of Aircraft Certification Office of Flight Standards Office of
Aerospace Program areas Service Service Medicine

Designee selection	Local FAA panel reviews designee National selection
board (National FAA regional flight surgeons applicants' qualifications
and makes Examiner Board) reviews designee review the qualifications of
appointment. applicants' qualifications and designee applicants and make

creates a list of qualified appointments. candidates.

Field office managers make appointment from the list of qualified
candidates.

Designee oversight	FAA inspectors or engineers are required to annually
witness the performance of designees.

FAA is required to conduct a technical evaluation and an Aircraft
Certification Systems Evaluation Programa evaluation of delegated
organizations every 2 years.

Organizational designees are required to perform and document
selfevaluation activities.

FAA inspectors are required to conduct annual surveillance of most
designees.

Organizational designees are required to perform and document
self-evaluation activities.

FAA regional flight surgeons are not required to conduct site visits of
designees, but are required to assess designee performance in order to
renew authorizations.

Database used to Designee Information Network Program Tracking and
Reporting Airmen Medical Certification

monitor designees	Subsystem and National Vital Information Subsystem
Information Subsystem

Training for designees and FAA staff who oversee designees Designees are
required to attend initial indoctrination and refresher training every 2
years.

FAA staff are required to attend initial training in areas of
specialization and take the Delegation Management Course. Refresher
training is not required for staff.

Organizational designees are responsible for training authorized
representatives who perform delegated functions.b

Designees are required to attend initial indoctrination and refresher
training every 2 years.

FAA staff are required to attend initial training in areas of
specialization. A specific training course on designee oversight has not
been developed. Refresher training is not required for staff.

Organizational designees are responsible for training authorized
representatives who perform delegated functions.b

Designees and FAA staff are required to attend initial indoctrination and
refresher training every 3 years.

Termination of Field office managers terminate Field office managers
terminate Regional flight surgeons designees designees. designees.
terminate designees.

Source: GAO analysis of FAA information.

aAircraft Certification Systems Evaluation Program evaluations were
designed to determine if FAAdelegated facilities are complying with the
requirements of applicable federal regulations and the procedures
established to meet those requirements.

bTraining covers such areas as functions delegated to the authorization,
the organization's processes and procedures, and FAA policy and guidance
material.

FAA has proposed expanding the number of organizational designees and
reducing the number of individual designees by creating an organization
designation authorization (ODA) program. The ODA program would allow FAA
to expand and standardize the approval functions of organizational
designees and expand eligibility for organizational designees, including
organizations not eligible under current FAA rules. Organizational
designees under the current programs would be phased out during the first
3 years of implementing the new program, and the organizational designees
would be expected to reapply for an ODA. FAA issued a Notice of Proposed
Rulemaking for the ODA program in January 2004. While FAA has received
many comments in opposition to the proposed program including several that
raise concerns that the proposed program would provide less specific and
less technical oversight by FAA and would, over time, reduce the safety of
the flying public, FAA has also received comments that the proposed
program would improve the effectiveness of the agency's oversight of
designees.

In addition, FAA has been mandated to develop and implement a certified
design organization program, which would affect some designees currently
responsible for approving the design and production of aircraft, and
aircraft parts and equipment.4 Under this program, certain organizational
designees that design and produce aircraft parts and equipment would no
longer be designees, rather they would conduct their approval functions
under a newly created FAA certificate. As a certificate holder, the
certified design organizations would be subject to more formal processes
when FAA grants or revokes the certificate. FAA would develop those
processes as part of its requirement to develop a plan to implement a
certified design organization program by 2007.

4Public Law 108-176, Vision 100 - Century of Aviation Reauthorization Act,
requires FAA to develop a plan for implementing a certified design
organization program by 2007.

Designee Programs Leverage FAA Resources and Provide Industry with Timely
Certification Reviews

Designees perform more than 90 percent of FAA's certification activities,
thus greatly leveraging the agency's resources and enabling staff to
concentrate on other areas of aviation safety, according to our panel of
experts, FAA and industry officials, and FAA staff who oversee designees.
The approximately 13,600 designees augment FAA's workforce of about 4,100
inspection staff who are responsible for ensuring industry's adherence to
FAA regulations. According to FAA officials, designees are crucial to the
certification process by conducting routine activities, thereby allowing
the agency to target its direct involvement to the most critical
certification functions. For example, designated airworthiness
representatives and designated manufacturing inspection representatives
routinely support company efforts to perform design enhancements by
conducting design conformity inspections in accordance with established
procedures, while FAA's Aircraft Certification Service focuses on new and
complex aircraft designs or design changes. This information is consistent
with the strengths of the FAA's designee programs identified by our expert
panel. Table 2 shows the top five strengths identified by our expert
panel. There was considerable agreement among the experts on these
strengths. All were identified as a "great" or "very great" strength of
the designee programs by most of the panelists. No more than 2 of the 62
participating experts felt that these strengths had "no" importance toward
accomplishing FAA's safety responsibilities. (See app. IV for additional
strengths identified by our expert panel.)

Table 2: Experts' Ranking of Top Strengths of the Designee Programs

                                Ranking Strength

1 Use of designees expands available FAA resources.

2	Use of designees allows for more timely approvals than by not using
designees.

3 Use of designees expands available technical expertise and
specialization.

4 Designees provide greater scheduling flexibility and access to the
public.

5	Use of designees enables FAA staff to concentrate on other areas of
aviation safety.

Source: GAO analysis of expert panel information.

Note: Rankings based on responses from 62 experts and the frequency of
responses indicating a "great" or "very great" strength.

According to all of the private industry experts on our panel and many of
the other panelists, the use of designees allows the aviation industry and

others to obtain more timely approvals and issuance of aircraft
certifications than would be possible if FAA staff were solely responsible
for those tasks. The designee programs provide more timely service to the
aviation industry, while assuring the airworthiness of aeronautical
products by utilizing aviation industry expertise to perform many
certification activities under the oversight of FAA, according to agency
officials. In addition, the designee programs provide the industry with
greater scheduling flexibility and access to aviation safety-related
services, such as access to aircraft and pilot certification services. For
example, Boeing officials told us that the use of designees has added
significantly to the company's ability to enhance and improve daily
operations by providing consistent certification processes, decreasing
certification delivery time, and increasing the flexibility and
utilization of Boeing resources, which could reduce costs. Many experts on
our panel also concurred that the designee programs are convenient to the
aviation industry, as aviation organizations are able to control their
production deadlines and not depend on FAA's schedule for certification
and approval. Figure 2 shows the geographic distribution of designees and
their wide dispersal throughout the United States.

perform physical examinations to determine if applicants are qualified to
receive airman medical certificates6 and student pilot certificates.

FAA's Lack of Consistent Oversight of Designee Programs Is Affected by
Incomplete Data, Workload Demands, and Lack of Training

Our work shows that inconsistent oversight is a key weakness of the
designee programs. Oversight occurs at two levels: at FAA headquarters,
which is responsible for monitoring the practices of its field offices,
and at FAA field offices that are directly overseeing designees. First,
while FAA has evaluated 6 of its 18 designee programs since 1997 and plans
to evaluate 2 more programs, it has no plans to evaluate the remaining
programs because of limited resources. Moreover, the agency has not
implemented some key recommendations from these evaluations. Second, FAA
field offices do not always oversee designee activities according to FAA
policy, nor do the field offices apply consistent criteria for selecting
and terminating designees. The primary goal of FAA's standards and
policies, and its oversight of designees, is the safety of U.S. aviation.
While we did not find systematic safety problems associated with FAA's
oversight of designees, the agency's inconsistent oversight limits its
assurance that the designees' work is performed uniformly in accordance
with those standards and policies. FAA's ability to systematically
evaluate the designee programs and consistently apply its designee
oversight policies may be impeded by three conditions: (1) incomplete data
on FAA's oversight of designee activities, (2) workload demands placed on
FAA staff who oversee designees, and (3) the lack of adequate training for
FAA staff who perform oversight duties.

FAA Provides Inconsistent Monitoring of Its Field Offices

To monitor the effectiveness of its designee programs and determine
whether field offices are following FAA policy in their oversight of
designees, FAA has evaluated only 6 of its 18 designee programs over the
last 7 years. These evaluations encompass about 35 percent of FAA's
designees. Moreover, these evaluations vary in quality and
comprehensiveness. While FAA has plans to evaluate two additional designee
programs over the next several years, it does not plan to evaluate the
other 10 designee programs because of limited resources, according to

6A pilot must have both a pilot certificate and a medical certificate in
order to fly an aircraft, with the exception of glider and balloon pilots,
who are not required to have a medical certificate. The pilot certificate
never expires. The medical certificate must be updated every 6 months to 3
years, depending on the type of pilot certificate (e.g., airline transport
pilots must have their medical certificate updated more frequently than
private pilots).

a program official. FAA conducts evaluations of its designee programs on
an ad hoc basis, usually at the request of FAA headquarters directors or
regional office managers and uses these evaluations to determine whether
the programs are being implemented in accordance with agency policies. The
agency does not have requirements or criteria for periodically evaluating
these programs and identifying the root causes for field offices and staff
not consistently following FAA policies. According to FAA officials, the
agency is developing quality management standards that will be used to
evaluate field offices, including their oversight of designee programs.
Both Flight Standards and Aircraft Certification Services plan to obtain
approval of their quality management standards in 2006, but have no
timeframe for conducting additional evaluations. While Aerospace Medicine
has not evaluated its designee program, it uses regular management
meetings with all the regional flight surgeons to monitor field oversight
activities.

For the 11 designee programs within Flight Standards Service, the office
has evaluated the designated pilot examiner program in some field offices
and has plans to evaluate oversight practices for aircrew program
designees in 2005 and designated mechanic examiners by 2006. However, the
office has no current plans to review the oversight practices for the
additional eight types of designees because of limited resources,
according to a program official. In 2000, FAA's Flight Standards Service
created a Quality Assurance Team to undertake standardized evaluations of
its field offices to determine how they are conducting business, identify
deficient areas, and make improvements as needed.7 As of July 2004, the
Quality Assurance Team had evaluated the oversight of designated pilot
examiners at 60 out of 104 Flight Standards field offices to determine
whether each office is following FAA policies and standards. The team
plans to assess the designated pilot examiner oversight practices of the
remaining field offices in 2005. Among the completed evaluations, Flight
Standards has identified program weaknesses, such as computerized data
records that lack information on required surveillance of designees. The
evaluation process calls for reporting any identified deficiencies to the
appropriate offices and regions for corrective action. However, the
evaluations by the Quality Assurance Team do not identify the root causes
or reasons for field offices and staff not consistently following FAA
policies and standards. According

7The Quality Assurance Team was established as a result of a 1999
recommendation by the International Civil Aviation Organization that
Flight Standards Service conduct standardized evaluations of its field
offices.

to program officials, root causes of the problems are not identified
because that is not the purpose of the audits.

In addition, in 2000, Flight Standards' Southwest Region reviewed the
designated pilot examiner program in its nine field offices. While the
review did not find any pilots who had been inappropriately certificated,
it did find that inspectors were not reviewing pilot examiners' work on an
annual basis and conducting oversight as required by FAA policy.8 The
review by the Southwest Region was more comprehensive than the reviews
undertaken by the Quality Assurance Team. Both the region and the Quality
Assurance Team audited data on designees that were maintained in office
files and in a computerized database for compliance with agency policy.
However, unlike the Quality Assurance Team, the Southwest Region also
gathered and analyzed information on designee activity and surveyed newly
certificated pilots and conducted a 2-day conference with designated pilot
examiners from the region. This more rigorous evaluation allowed the
region to assess the outcomes of this designee program, identify root
causes of the lack of compliance with agency policy, and develop
corrective action plans, including increased training for inspectors, to
address the root causes. Flight Standards has not applied this more
comprehensive evaluation to its other eight regions or other designee
programs to see if similar problems exist and to take any needed
corrective action.

By comparison, from 1997 through 2000, FAA's Aircraft Certification
Service assessed five9 of its six designee programs and took action to
identify and correct the root causes of some identified weaknesses.10 For
example, in 2000,11 the office assessed one designee program-designated
alteration stations-in the aftermath of the fatal crash of Swissair Flight
111 in 1998, which killed 229 passengers and crewmembers. The

8Federal Aviation Administration, Southwest Region General Aviation Pilot
Examiner Review Final Report (Fort Worth, TX: Sept. 1, 2000).

9See Federal Aviation Administration, Designated Alteration Station System
Assessment Final Report (Sept. 21, 2000); Aircraft Certification Service
Evaluation of the Airworthiness Designee Management Program (Dec. 1998);
and Aircraft Certification Service DER Oversight Evaluation (Sept. 11,
1997).

10The office has not assessed its smallest designee program-the delegation
option authorization program, which has six designated organizations.

11Federal Aviation Administration, Designated Alteration Station System
Assessment Final Report (Sept. 21, 2000).

Transportation Safety Board of Canada, which investigated the crash,
suspected that an entertainment system, the installation of which had been
approved by an FAA designee, may have been one factor contributing to a
deadly electrical fire on board the aircraft.12 The Board concluded that
FAA's designee program did not ensure that the designated alteration
station employed personnel with sufficient aircraft-specific knowledge to
appropriately assess the integration of the entertainment system's power
supply with aircraft power. In response to the Canadian report, in 1999,
FAA investigated its oversight of the designated alteration station
involved in the crash and concluded that FAA's oversight of the designee
that installed the entertainment systems was in accordance with FAA
policy.13 However, the report went on to note that aspects of FAA's policy
for overseeing designated alteration stations lacked clarity and needed
revision. To address this problem, the report recommended a nationwide
study of FAA's oversight of designated alteration stations. This
subsequent study, conducted in 2000, found general oversight weaknesses,
including the lack of a national standard policy on management and
oversight of designated alteration stations and a general lack of FAA
supervision of these designees. To address the root cause of the problems
identified, the 2000 study recommended revisions to FAA's order concerning
oversight of designated alteration stations, which were made and issued in
August 2002. The 2000 review further recommended that the office establish
a process to periodically assess the effectiveness and applicability of
existing policies concerning designated alteration stations and consider
feedback from FAA field offices and designees. The Aircraft Certification
Service has not implemented this recommendation to directly assess the
policies in place, but continues to rely on informal feedback from FAA
field offices and industry.

In addition, FAA has not fully implemented its 2002 policy to conduct
technical evaluations of 49 organizational designees, located primarily in

12Transportation Safety Board of Canada, Aviation Investigation Report,
In-Flight Fire Leading to Collision with Water, Swissair Transport Limited
McDonnell Douglas MD-11 GH-IWF, Peggy's Cove, Nova Scotia 5 nm SW, 2
September 1998, report number A98H0003 (no date).

13Federal Aviation Administration, Special Certification Review Team
Report on: Santa Barbara Aerospace STC ST00236LA-D Swissair Model MD-11
Airplane In-flight Entertainment System (June 14, 1999).

the Aircraft Certification Service.14 Technical evaluations allow the
agency to determine whether the products and data produced by the
organizations are technically acceptable and comply with FAA policies.
According to FAA officials, the agency had conducted 10 technical
evaluations as of June 2004. FAA is allowing organizational designees time
to perform approvals under their new procedures before performing the
technical evaluations, according to the agency. In the meantime, according
to FAA officials, these organizational designees are being evaluated under
the current Aircraft Certification Systems Evaluation Program, which
require an evaluation every 2 years.

Field Offices Provide Inconsistent Oversight of Designees

Concerns about the consistency and adequacy of designee oversight that FAA
field offices provide have been raised in previous reports,15 including
FAA's evaluations of various designee programs, which we discussed earlier
in this report; by individuals we interviewed during site visits; and by
our expert panel. Table 3 shows the top five oversight weaknesses
identified by our experts. The top-ranked weakness-inconsistent oversight
by FAA offices-was identified as a "great" or "very great" weakness by 36
of the 62 experts. No more than 6 of the 62 experts felt that these top
five factors posed "no weakness" and between 5 and 13 other
experts-believed these factors presented "little" weakness. (See app. IV
for additional weaknesses identified by our expert panel.)

14These include 31 designated alteration stations, 12 Special Federal
Aviation Regulations No. 36 (repair stations), and 6 delegation option
authorizations.

15See bibliography at the end of this report.

            Table 3: Experts' Ranking of Top 5 Oversight Weaknesses

Ranking Weakness

FAA offices level of oversight and interpretation of rules are
inconsistent.

Inactive, unqualified, or poor performing designees are not identified and
removed expeditiously.

It is difficult to terminate poor performing designees.

Inadequate surveillance and oversight of designees.

FAA has not made oversight of designees a high enough priority.

Source: GAO analysis of expert panel information.

Note: Rankings based on responses from 62 experts and the frequency of
responses indicating a "great" or "very great" weakness.

Designees and industry officials that we spoke with indicated that FAA's
level of oversight and interpretation of rules are inconsistent among
regions and among offices within a region. For example, several designees
whom we spoke to provided the example of one Aircraft Certification field
office that was stricter in its application of FAA standards than other
offices-i.e., the stricter office would not approve submittals for
supplemental type certificates that would be approved by other FAA
offices. As a result, applicants tend to "shop around" to find those
offices that will provide expedited approvals, according to these
designees. Another designee and an aviation parts manufacturer told us
that FAA field offices required different paperwork and interpreted FAA
rules differently for the same work. For example, a manufacturer of
fortified cockpit doors found that field offices in Los Angeles and
Seattle interpreted regulations differently and required different
paperwork to process the same type of approval. Designated mechanic
examiners that we spoke with provided similar examples of inconsistencies
among field offices. They cited instances in which one field office would
reject applications that another field office would approve. Further, an
industry representative that we spoke with provided examples of
inconsistencies among FAA offices concerning whether approval in the form
of a supplemental type certificate is needed-with some offices requiring a
supplemental type certificate and other offices considering the same type
of manufacturing or maintenance work minor and requiring no approval. A
designated engineering representative noted that different FAA staff
required different levels of detail in the standard FAA form that
engineering designees submit to show their completed work. Another
industry representative noted the lack of standardized requirements for
data submittals from certain types of designees, such as designated
engineering representatives. A standardized

checklist would help various FAA field offices to consistently interpret
regulations, according to the industry representative. According to FAA
officials, in certain cases, there are reasons for inconsistent
application of rules. For example, in the case of cockpit doors, the
projects typically varied across offices depending on data submitted by
previous applicants and the capability of the applicant. In order to
reduce unnecessary administrative burdens on applicants, FAA's policy
specifies that once an applicant had demonstrated that a design change met
FAA requirements, subsequent applicants for a similar alteration may not
be required to conduct all the same tests required of the previous
applicant, according to FAA officials. Agency officials further stated
that checklists are created for each project and that standardized
checklists cannot be used because each project is unique. This was
disputed by FAA staff that we spoke with, some of whom had created
standardized checklists to use for all the designees that they oversaw.

We also found that, in some cases, the ability of FAA field offices to
oversee designees is affected by designees working outside of their normal
locality and the amount of written details about that work that is
provided to FAA. FAA policy allows designees to work outside of their
assigned geographic area but, in certain circumstances, requires designees
to notify the local FAA office.16 This situation can occur, for example,
when specialized engineering expertise is needed by an aviation parts
manufacturer and the closest designee with that expertise is located in a
remote FAA region; in which case, the company may request the services of
a designee from outside the region. We spoke with one designated
engineering representative based in Atlanta who regularly worked outside
his geographic area. In 2001, 7 of 12 projects that he approved as a
designee were outside the Atlanta area; in 2002, 20 of 33 projects were
outside the area, and in 2003, 4 of 28 projects were outside the area.
When he works out of his geographic area, he normally contacts the field
office where he is conducting his work only after the work is completed
and submits the required paperwork to his FAA office in Atlanta upon
completion of a project. He and other designated engineering
representatives told us that they are likely to include minimal details in
the forms submitted to FAA because that information can be requested under
the Freedom of

16When designated engineering representatives conduct work related to
field approvals outside of their assigned geographic areas, they are not
required to contact the field office where they are conducting that work.
On the other hand, when their work is related to issuing type certificates
or supplemental type certificates outside their assigned geographic area,
they are required to contact the FAA field office where they are
conducting that work.

Information Act. An FAA engineer also told us that designated engineering
representatives may be reluctant to include details on how they certify
aviation products. Since FAA inspectors have little opportunity to witness
the work being performed by designees that work outside their area,
inspectors rely heavily on paperwork reviews. When the paperwork provides
insufficient details about the designees' activities, FAA staff spend
additional time requesting the needed information from designees,
according to an FAA engineer.

In addition, Flight Standards Service staff told us that more direction
and clarity was needed concerning the amount of surveillance that
inspectors should be conducting over designees. Policy guidance describes
how inspectors are to conduct surveillance of designees, and the service
develops a national workplan each year that determines the number of
inspections of designees that inspectors and engineers will perform.
Several FAA field office managers that we spoke with believed that the
oversight called for in the national workplan does not allow them to
target oversight to those designees that need more or less surveillance.
In addition, according to several FAA inspectors that we spoke with, it is
difficult during their site visits of designees to identify those who are
improperly certifying applicants or conducting inappropriate activities,
such as approving parts beyond their authorization. The inspectors told us
that they usually find out about improper designee activities by noticing
mistakes on the forms submitted by designees and receiving complaints from
designees' clients. A designee that we spoke with further explained that,
because FAA visits are arranged in advance, designees have time to make
sure things are done correctly during the visit. Flight surgeons, by
comparison, are not required to conduct site visits of designees. Due to
limited number of staff and resources available to conduct site visits,
flight surgeons primarily conduct those visits only after problems have
been identified by others, such as complaints by clients.

We also found that field offices did not consistently follow established
policy for selecting designees. While we did not find evidence that
unqualified designees were selected, this situation may result in not
selecting the best qualified candidates. Nineteen of the 62 experts on our
panel believed that FAA does not consistently follow its own designee

selection criteria17-which are based on designee candidates experience and
qualifications, FAA field offices' ability to oversee designees, and the
need for particular types of designees18-but rather appoints designees
based on personal associations. Moreover, 9 of the 17 FAA inspectors and
engineers on our panel rated the practice of awarding delegation status
based on personal associations with FAA management as a "great" or "very
great" weakness of the designee programs. FAA policy requires multiple
parties to review applicant's qualifications and reach consensus on
appointment decisions, but we found that field offices sometimes add their
own criteria. For example, Flight Standards Service has established a
National Examiners Board to review all designee applications and prepare a
list of qualified candidates from which field office managers must select
designees. The board was established to provide an objective, standardized
process and to move away from the previous ad hoc practices of appointing
designees that were often based on selecting personal acquaintances.
However, we found that this process does not always work as intended. For
example, in a Flight Standards field office that we visited, an applicant
for designed airworthiness representative is required to have a letter of
recommendation from the manager of the field office. According to an
inspector at that field office, this practice has resulted in screening
out otherwise qualified individuals. According to FAA officials, personal
associations is an important factor in selecting and appointing designees.
They consider personal knowledge and experience with the applicant an
important consideration in the selection process, without which it is
difficult to know whether applicants have the necessary qualifications and
abilities.

In addition, FAA's internal evaluations confirm our work that FAA offices
provide inconsistent oversight and interpretation of rules concerning
designees, which limits the assurance that the agency has that the
designees are performing certification work properly. For example, as
mentioned previously in this report, in 2000, an FAA evaluation of
designee pilot examiner oversight in one region found that inspectors were
not

17Nineteen experts indicated this factor was a "great" or "very great"
weakness of the designee programs; 4 experts felt this factor was not a
weakness; 17 experts felt that this posed "little" weakness.

18Each type of designee has unique qualification requirements, which are
defined in FAA Order 8100.8 Chapter 4.

conducting oversight as required by agency policy.19 That review further
found that up to 30 percent of the designated pilot examiners in the
region were not conducting complete practical tests of pilot certificate
applicants and not consistently holding pilot applicants to the standards
of the practical test.20 In addition, an FAA-industry study found that
project approvals by certain designated engineering representatives, which
do not require FAA review, combined with the lack of designee and FAA
technical expertise in certain specialized areas, have resulted in designs
that were deficient or not in compliance with FAA regulations.21

We also found that FAA offices do not always identify and remove inactive
or poor performing designees expeditiously, which may be due to reluctance
on the part of managers, engineers, and inspectors to take disciplinary
action. FAA policy calls for providing counseling, remedial training, or
limiting or terminating designees' authority for insufficient work
activity and poor performance. For example, since 1998, Aircraft
Certification Service has terminated approximately 770 designees for such
reasons as insufficient activity, lapse in qualifications, or lack of
care.22 However, a 2002 study conducted jointly by FAA and industry found
that it was the perception of some FAA field staff who oversee designees
that terminating designees is difficult because of fear of litigation.
According to the report, this perception had resulted in little, if any,
disciplinary action being taken against designees when it may be
warranted.23

Our interviews with FAA field office managers and staff confirmed that
they are reluctant to take disciplinary action against designees. For

19Federal Aviation Administration, Southwest Region General Aviation Pilot
Examiner Review Final Report (Fort Worth, TX: Sept. 1, 2000).

20Practical test standards are areas of operating aircraft, such as flight
procedures or flight maneuvers, in which pilot applicants must demonstrate
their knowledge and skills before receiving pilot certificates. FAA
developed these standards for FAA inspectors and designated pilot
examiners to use when conducting practical tests to pilot applicants.

21Federal Aviation Administration, Commercial Airplane Certification
Process Study: An Evaluation of Selected Aircraft Certification,
Operations, and Maintenance Processes

(Washington, D.C.: March 2002).

22During that time period, 2,850 additional designees were terminated for
reasons not associated with disciplinary action, such as change of
employment, retirement, or the request of the designee.

23See footnote 21.

example, managers in the Seattle and Oklahoma City field offices and
inspectors and engineers in the Atlanta and Los Angeles field offices told
us that rather than take disciplinary action against poor performing
designees, they wait and terminate the designee during the renewal
process, as long as designees have not committed any criminal acts.
According to these officials, FAA field offices prefer to not renew poor
performing designees rather than terminate them because FAA management
wants to avoid legal appeals that designees can make if the agency decides
to terminate them for poor performances. According to FAA field inspectors
that we spoke with, it is difficult for them to terminate poor performing
designees-such as those who continue to omit information in their
documented work despite training and counseling-because the process is
lengthy and timeconsuming. According to one FAA engineer, when she tried
to remove a designated engineering representative for making incorrect
approvals, she was required by FAA policy to first notify the designee of
FAA's intent to terminate the designation, and then to document the
specific reasons for the recommended removal. The process took 2 to 3
years, according to the inspector. After designees are removed, they are
allowed up to two appeals, which can further lengthen the removal process.
FAA officials acknowledged that misunderstandings of the removal process
among inspector staff will continue without the development of specific
guidance and training on the designee termination process. Our analysis of
data from the Aircraft Certification Service found that the office
terminated 15 designees because of "lack of care or judgment" and
terminated 121 by not renewing their designations over the last 5 years.

In addition, FAA field and program office managers have some discretion
over terminating poor performing and inactive designees, but because FAA's
criteria for terminating designees is not specifically defined, each field
and program office determines when poor performance or lack of activity
constitutes grounds for termination. According to a manager in FAA's Civil
Aerospace Medical Institute, one region may terminate an aviation medical
examiner who is consistently more than 30 days late in transmitting
medical certification data, while another region may terminate an aviation
medical examiner who is consistently more than 60 days late. An FAA
engineer told us that designees in the Aircraft Certification Service are
seldom terminated because of low activity level. Of the approximately 770
designees for Aircraft Certification Service that were terminated since
1998, according to information we analyzed in FAA's Designee Information
Network database, about 230 (30 percent) were terminated for inactivity.
In addition, a manager for a Flight Standards field office told us that
the criteria the office uses for terminating poor performing designees
include

whether the termination will result in a loss of income for individual
designees. This criterion is not included in FAA policy nor considered by
other field or program officials with whom we spoke.

Consistent application of oversight policies is important to ensure that
designees follow FAA policies and that they remain free from pressures
from employers or clients that may lead them to bypass those policies. For
example, in 1999, FAA found that designated mechanics' examiners in the
Orlando, Florida, area had not adhered to FAA's standards and had
fraudulently indicated that hundreds of mechanic applicants had passed the
certification examination. This resulted in FAA retesting many of the
mechanics. In addition, some designated engineering representatives are
salaried employees of the manufacturers whose products they are approving
on behalf of FAA. In one case, a designee told us that another designated
engineering representative was an executive officer of the company whose
products he was approving, creating an apparent conflict of interest. The
designee also told us that designees are under pressure by their employers
to certify products. He stated that designated manufacturing inspection
representatives are sometimes pressured by their employers to approve
aviation products for export, under the threat of being fired. According
to FAA officials, agency policy discourages the appointment of designated
engineering representatives who are executives within a company where the
primary job duties are schedule-driven and devoted to the output of the
company's whole saleable products. Other designees, such as designated
pilot examiners, are employed by flight schools and test pilot applicants
for those schools. Since those designees depend upon the flight school for
employment and referral of applicants, there could be an incentive for the
designated pilot examiner to compromise the integrity of pilot tests. Such
situations present the potential risk that designees may be pressured by
employers to bypass FAA requirements in order to meet schedules or attract
additional students. FAA officials acknowledge that an inherent conflict
of interest exists in the designee programs, but did not view it as a
weakness because designees can be held liable for deficiencies in their
work. However, concerns were expressed to us by several FAA field managers
and inspectors, that smaller organizations, such as repair shops, may be
willing to risk liability and bypass agency requirements.

Poor Data, FAA Staff FAA's oversight of its field offices and designees is
hampered by the lack of

Workload, and Insufficient comprehensive information in some of the
agency's databases that are used

Training for FAA Staff May 	to capture information on designees,24 the
workload demands facing FAA staff who oversee designees, and insufficient
training for FAA staff on

Contribute to Oversight designee oversight.

Weaknesses

Designee Databases	The databases for the offices of Flight Standards
Service and Aircraft Certification Service were not designed to capture
information concerning oversight performed by the managing offices and do
not provide a comprehensive picture of FAA engineers' and inspectors'
oversight activities or the activity levels of designees. For example, FAA
policies require FAA inspectors in the Aircraft Certification Service who
oversee manufacturing designees to update the designee management
database, Designee Information Network, every time they oversee or monitor
a designee's performance. However, no data field is provided to capture
information on these oversight visits. A field for comments is available
for FAA staff to indicate when a designee performance evaluation was
conducted, but our review of the data files for 1998 through 2003, found
that this information was not consistently noted. Moreover, FAA policy
does not require its engineers to document their oversight of engineering
designees in the database. Thus, FAA cannot readily ascertain how often
staff in the Aircraft Certification Service monitored and evaluated
designees, other than the minimum levels required to renew the designees'
authority.25 According to officials in that office, information on how
often staff review designee performance is recorded in designees' paper
case files, which are maintained at the field or program offices. In
addition, the Designee Information Network does not contain information on
the number and type of approvals that the individual designees are
conducting. As a result, FAA lacks a single, comprehensive data source
that could be

24The four databases are the National Vital Information Subsystem and
Program Tracking and Reporting Subsystem used by Flight Standards Service,
the Designee Information Network used by Aircraft Certification Service,
and the Airmen Medical Certification Information Subsystem used by
Aerospace Medicine.

25Most designees' appointments are effective for 1 year, with the
exception of individual and organizational designated airworthiness
representatives, who are appointed for up to 5 years, and all other types
of organizational designees, which are appointed indefinitely. According
to FAA policy, the minimum level of oversight requires FAA engineers and
inspectors to review designees' files for project activity in order to
renew the designees' authority.

used to facilitate designee oversight by providing FAA a means to
prioritize oversight activities and engineer workload. According to FAA
officials, the fact that all oversight information is not captured in a
single database does not directly affect the agency's ability to
effectively oversee designees.

Two other databases-the Program Tracking and Reporting Subsystem (PTRS)
and National Vital Information Subsystem (NVIS)-used by Flight Standards
Service inspectors to monitor designees also do not completely track
designees' activity level. According to FAA officials, PTRS was designed
to track activities by FAA inspectors, such as noting when FAA inspectors
conducted surveillances of designees, while NVIS was developed to track
basic profile information on designees, such as their names, addresses,
types of certification, designated authorizations, and status. PTRS can be
used to track the activity levels of designees; however, it requires the
FAA inspector to input the data each time they receive a certification
package from a designee, but past reviews have found problems with
incomplete information in the database. For example, in 2003, the Quality
Assurance Team mentioned earlier found that required information on
designee oversight was missing from the two databases or incorrect. The
team noted records that would indicate the type of surveillance conducted
(such as an observation of a complete or partial test) were missing from
PTRS and records in NVIS that lacked renewal dates and contained
inaccurate information on designee training and authorizations. By
comparison, Aerospace Medicine has one database- Airmen Medical
Certification Information Subsystem-to track information on aviation
medical examiners, including information on the number of medical
certificates issued by each medical examiner and demographic, training,
and oversight information for each designee. Our review of that database
found reasonably complete information; we did not check the accuracy of
the information.

FAA Staff Workload	FAA's oversight of the designee programs may also be
weak, in part, because of the workload demands facing agency staff who
oversee designees. In addition, the amount of time that FAA staff spend on
other aviation safety activities, such as monitoring air carrier
operations, affects the amount of time spent on designee oversight. FAA
policy recognizes that each designee oversight scenario is unique and
allows variations in determining the extent of oversight needed to meet
minimum annual requirements. FAA policy also states that the ability to
provide adequate oversight depends on balancing the level of FAA staffing
to the agency's workload and the number of designees. FAA policy, however,
does not specify an acceptable workload for meeting this criterion. For
example,

each managing office must periodically verify adequate FAA staffing
numbers based on the type and amount of the work performed by staff who
oversee designees. FAA policy provides no further guidance for determining
adequate numbers for proper oversight. FAA officials stated that the level
of specificity in the guidance is adequate for determining staff workload
with designees and that it would be difficult to determine an exact
staffing ratio because of factors such as the size of facilities, the
experience of designees, and the complexity of projects. However, the lack
of clear policy guidance and staffing standards results in wide variation
in the ratio of designees to FAA staff among offices and programs and
makes it difficult for the agency to measure and account for its staff
resources. For example, our review of FAA data showed that, on average,
the ratio of designees to FAA staff is about 6 to 1 in the Aircraft
Certification Service, about 5 to 1 in Flight Standards, and about 440 to
1 in Aerospace Medicine. The ratios for individual FAA staff ranged from 1
designee to 1 FAA staff in several Aircraft Certification offices to about
870 designees to 1 FAA staff in Aerospace Medicine. Information we
gathered from site visits at three of FAA's nine regions also showed a
wide range of workload ratios. For example, information we gathered at
Flight Standard's Northwest Mountain Region showed ratios among field
offices ranging from 1 designee to 1 inspector to 100 designees to 1
inspector. Variations in the ratios of designees to FAA staff are due to
the type of designee and the complexity of their work, according to FAA
officials. However, several engineers in the Aircraft Certification
Service with whom we spoke expressed concerns that a designee to staff
ratio higher than 10 to 1 limits the time they have to adequately monitor
the work performed by designees. One Aircraft Certification engineer told
us that while he was currently responsible for overseeing 10 designated
engineering representatives, in the past, he had been responsible for
between 30 and 60 designees, which was too many to adequately oversee.
Flight Standards Service officials acknowledged that staffing standards
need to be established. The National Academy of Sciences is currently
evaluating the staffing standards for the office of Regulation and
Certification, which encompasses Flight Standards, Aircraft Certification,
and Aerospace Medicine, and expects to complete the study in 2005.

Past reports by us and others pointed out that escalating workloads and/or
high turnover rates for FAA staff continue to diminish FAA's ability to
oversee designees. For example, over 10 years ago, we reported that, in
response to a dramatically escalating workload, FAA had delegated aircraft

certification duties to designees without defining a clear role for its
staff to ensure that they were effectively involved in the certification
process.26 Since then, FAA has issued comprehensive policies governing the
selection, appointment, and oversight of individual and organizational
designees. We also pointed out high turnover rates (107 percent over the
previous 10 years) for FAA engineers who oversee designees. In addition,
internal FAA documents from 2000 cited the disparity between the agency's
Aircraft Certification Service' workload and its staffing levels, noting
that staff resources have not kept pace with increasing workload. To
update the information in our 1993 report, a 2002 study prepared for FAA
confirmed that the two FAA field offices-Seattle and Los
Angeles-responsible for the majority of commercial transport airplane
oversight still had high turnover rates (115 percent over an 8-year
period) and that over 50 percent of the engineers in those offices had
less than 5 years of FAA experience.27 The report further noted that the
consistently high turnover rate and associated low experience levels were
indicators of the limited time available for FAA engineers to acquire the
necessary experience and to understand the increasingly complex systems
and human factors associated with modern aircraft, which are among the
skills needed to oversee the work of designees. FAA noted that the annual
turnover rate of engineers at the Seattle and Los Angeles field offices
had declined in recent years, indicating that from fiscal years 1999
through 2004, the average annual rates were 3 percent and 4 percent,
respectively for the two offices.28

In addition, designees told us that FAA staff who oversee designated
engineering representatives change frequently. A designee monitored by a
Seattle field office told us that he estimated that every 3 years he
reported to a different FAA staff person. Another designee told us that in
the last 5 years, he had reported to six different FAA staff. As a result
of frequent changes in FAA staff, the designees felt frustrated in the
amount of time that it took to establish a good working relationship with
each new FAA staff person. We found a similar situation in an Atlanta
field office, where

26GAO, Aircraft Certification: New FAA Approach Needed to Meet Challenges
of Advanced Technologies, GAO/RCED-93-155 (Washington, D.C.: Sept. 16,
1993).

27See footnote 21.

28The turnover rates reported in the two studies were cumulative over the
time period, while FAA provided information on an annual basis. The
turnover rates from FAA, therefore, are not comparable to the rates from
the two studies.

an FAA engineer explained that high turnover of engineers in the office
made it difficult to oversee the activities of designated engineering
representatives. The difficulty arises, according to the FAA engineer,
because designees typically submit forms at the end of each quarter to
document their activities, which FAA engineers then review. When a
designee's FAA advisor changes during a quarter, the only information that
the new advisor has concerning the designee's work is the information
contained in the form, because the new advisor does not have information
concerning discussions between the prior FAA staff person and the
designee. Furthermore, as we mentioned earlier in this report, both an FAA
engineer and designated engineering representatives told us that
designated engineering representatives are reluctant to include details on
how they certified a product, fearing that the information could be
requested and made public under the Freedom of Information Act.

FAA provided us with information on how the size of its workforce has
changed over time in comparison with the number of designees they oversee
for some designee programs. For example, based on FAA's staffing
information, the number of designees overseen by engineers and inspectors
in the Aircraft Certification Service decreased slightly from 6.7 to 1 in
fiscal year 1999 to 6.5 to 1 in fiscal year 2003. However, FAA could not
provide similar information for Flight Standards Service or Aerospace
Medicine to determine how the agency's workforce has changed over time in
comparison to designees. Some members of our expert panel commented that
the number of FAA staff who oversee designees has not increased at the
same rate the aviation industry has grown. Experts also stated that FAA
staff do not have time to provide adequate oversight of designees for whom
they are responsible for overseeing. Additionally, FAA inspectors and
engineers that we spoke with commented that as FAA's dependence on
designees continues to increase, their ability to conduct
oversight-consisting of designee supervision, monitoring, and tracking, as
required by FAA policy-will continue to decrease. According to some FAA
engineers that we spoke with, dramatic increases in their workload has
resulted in their ability to review only a minimal percentage of work
conducted by designees.

The situation in Aerospace Medicine provides another example of workload
issues potentially hampering oversight. Between July 2002 and June 2003,
the nine regional flight surgeons in Aerospace Medicine each headed a team
of about three or four FAA staff and monitored over 4,900 designated
medical examiners, who conducted more than 420,000 medical examinations.
Given high workload demands on the flight surgeons and

their staff, in many cases, they are not able to perform site inspections
to ensure that designee offices and facilities meet FAA standards,
according to Aerospace Medicine officials. These officials also noted that
site visits would help FAA ensure that designees are in compliance with
FAA's facility and equipment requirements, such as verifying that the
designees have access to acceptable facilities to perform physical
examinations, meet minimum vision and hearing test equipment standards,
and have access to approved diagnostic instruments. According to regional
flight surgeons, due to the limited number of staff and resources
available to conduct site visits, they primarily conduct those visits only
after problems arise due to unprofessional behavior or unethical practices
on the part of the designated examiners. Such questionable designee
practices are brought to the attention of regional flight surgeons by the
Civil Aerospace Medical Institute, FAA field staff, and through complaints
by the designees' clients. According to FAA officials, limited resources
also hinder the flight surgeons' ability to identify unprofessional or
unethical designated medical examiners.

Inspectors in Flight Standards also told us of workload demands affecting
designee oversight. For instance, one FAA inspector provided an example of
a designated pilot examiner who conducted approximately 400 practical
tests in 1 year. FAA policy calls for inspectors to conduct one annual
inspection of each designated pilot examiner and to carry out additional
surveillance of pilot examiners who perform more than 50 practical tests
per quarter. Because of high workload, the inspector was only able to
conduct one annual inspection of the designee with high activity and was
not able to conduct the required additional surveillance.

The ability of FAA staff to oversee designees is also affected by the
amount of time that they spend on a wide variety of other aviation safety
activities and the priorities that are given to the various activities.
For example, FAA officials from Flight Standards Service commented that
inspectors are also responsible for other activities such as taking
enforcement actions, evaluating air carrier operations, monitoring general
aviation activities, and conducting accident investigations. Several FAA
engineers that we spoke with said that their first work priority was to
conduct accident investigations and draft airworthiness directives; their
second priority was to draft policy and regulations; and their third
priority was designee oversight. FAA staff that we interviewed estimated
that they spend about 5 to 15 percent of their time overseeing designees,
depending largely on the number of designees for whom they are
responsible. According to one estimate by an FAA engineer who is
responsible for overseeing 25

designees in the Aircraft Certification Service, approximately 10 percent
of his time-or about 4 hours per week-is devoted to designee oversight.
Inspectors and engineers also pointed out that poor-performing designees
can significantly increase their workload as they require greater
surveillance and more frequent interactions.

Training for FAA Staff	FAA's oversight of the designee programs may also
be weak, in part, because of insufficient training for staff who oversee
designees. Twentyone of the 62 experts on our panel cited a lack of
training in designee oversight for FAA inspectors and engineers as a
"great" or "very great" weakness of the designee programs. Six out of 15
FAA inspectors or engineers on our expert panel considered this situation
to be a "great" or "very great" weakness. (Six experts felt the lack of
training was not a weakness, and 6 other experts felt it posed little
weakness.) Flight Standards Service officials acknowledged that additional
oversight training would be helpful to address training weaknesses.

FAA's Aircraft Certification Service and Aerospace Medicine have
established initial training requirements for newly hired staff, which
include courses on designee oversight. For example, the Aircraft
Certification Service requires staff to take the Delegation Management Job
Functions Course, which focuses on overseeing designees and is designed to
teach the skills necessary to select, supervise, and terminate designees.
FAA's Aerospace Medicine requires regional flight surgeons to take initial
training on policies and regulations pertaining to designees. Aerospace
Medicine staff who assist flight surgeons do not receive initial training
concerning designees, but periodically attend training at the Civil
Aerospace Medical Institute in Oklahoma City or are informed of relevant
policy changes through teleconferences, according to officials in the
office. By comparison, Flight Standards Service does not provide initial
training to its inspectors on designee oversight. Instead, this office
requires new inspectors to attend initial training in their areas of
specialization. Flight Standards is currently evaluating the Delegation
Management Course used by Aircraft Certification to determine if the
course meets inspectors' needs for overseeing designees, according to
several officials in Flight Standards.

Once inspectors and engineers in Flight Standards and Aircraft
Certification services have fulfilled their initial training requirements,
they are encouraged, but not required, to participate in refresher
training. In contrast, FAA requires designees to receive formal refresher
training every 2 or 3 years. By not requiring its oversight staff to take
refresher training, FAA cannot maintain reasonable assurance that its
inspectors and

engineers stay current on changes to policies and procedures. In fact, one
FAA manager told us that, in his office, FAA engineers who oversee
designees needed additional training, especially in the area of managing
designees. In addition, several experts on our panel stated that, given
the disparity in training requirements, it would be possible that
designees could gain a better knowledge of FAA's policies and procedures
than the FAA staff who oversee them. FAA officials stated that inspectors
and engineers receive training through workshops, video training sessions,
and FAA academy training. However, they do not receive refresher training,
which is required for designees. This is in contrast to regional flight
surgeons, who are required to attend refresher training every 3 years,
which is the same training required for designees.

Additionally, previous recommendations for improving inspector training
have not been implemented. For example, as mentioned previously in this
report, in 2000, FAA found that inspectors in field offices in the
Southwest Region were not reviewing designated pilot examiners' work on an
annual basis and conducting oversight as required. The report recommended
that the Southwest Region conduct standardized initial and refresher
training for FAA inspectors, supervisors, and managers on the agency's
oversight policies and procedures pertaining to designated pilot
examiners. In response to the recommendation, the region implemented a
training course that included briefings at each field office to raise the
awareness of FAA inspectors concerning the importance of designee
oversight, to explain current policy, and to offer techniques for
effective oversight. The region also used the briefings as the basis of
curriculum for new training courses for FAA inspectors and has recommended
that such courses be made available for all Flight Standards Service
inspectors nationwide. According to agency officials, FAA plans to
implement a national policy based on this recommendation in October 2004
and expects the policy to be implemented by 2005.

FAA Has Potential Opportunities to Improve Designee Programs

Experts on our panel, best practices within FAA, and practices adopted by
other countries in administering their respective designee programs,
including experiences in implementing organizational delegation systems,
suggest that there are potential opportunities for FAA to improve (1)
program oversight to ensure consistent compliance with existing policies
by FAA inspectors, engineers, and flight surgeons and (2) the accuracy and
comprehensiveness of computerized information on designees so that the
databases can be more useful tools for designee oversight. Given the
central importance that the designee programs hold for FAA and future

agency plans to expand the use of organizational designees with the
creation of the ODA program, FAA has incentives to carefully consider such
opportunities.

Several Opportunities Identified to Improve Oversight of Designee Programs

Our work indicated that additional opportunities exist to improve FAA's
oversight of its designee programs to ensure consistent compliance with
existing policies by FAA inspectors, engineers, and flight surgeons. For
example, our expert panel offered a number of suggestions to improve the
designee programs that address some of the weaknesses we identified,
including improvements in selecting and terminating designees and ensuring
that FAA staff who oversee designees are knowledgeable about FAA policy.
In addition, many experts agreed that it was important for FAA to hold
designees accountable for their findings.29 For example, one expert
pointed out that the designated engineering representative and
organizational designee programs should be overhauled so that the
designees are responsible and accountable for certifications and that FAA
needed to put in place a process to monitor that additional
responsibility. An FAA official told us that accountability is a central
part of their designee programs, since failure to perform delegated
functions in accordance with agency standards and expectations will result
in removal of the delegation. In addition, all of the experts on our panel
indicated that it was important for FAA to conduct audits of existing
designee programs to determine if field offices are providing adequate
oversight.30 As we mentioned previously in this report, FAA has audited
only 6 of its 18 designee programs. Table 4 lists the top ranked actions
in terms of importance and feasibility identified by the experts; these
actions were identified as "high" or "highest" in importance and
feasibility for implementation by most of our experts. Appendix IV
provides a complete list of suggestions made by our expert panel.

29Only one expert indicated that greater accountability of designees was
not necessary.

30In response to this question, two experts had no opinion and three
experts declined to answer.

    Table 4: Experts' Ranking of Top Ways to Improve FAA's Designee Programs

Ranking Suggested improvement

Hold designees accountable for their findings.

Ensure that FAA employees who oversee designees are knowledgeable about
the regulations, policies, and processes applicable to the designees'
particular specialization.

Select designees according to their qualifications and experience rather
than on personal associations with FAA managers.

Clearly define and consistently follow the criteria for selecting
designees.

Increase penalties (including the ability to terminate their status as
designees) for individual and organizational designees found to violate
standards or who do not exercise proper judgment.

Source: GAO analysis of expert panel information.

Note: Rankings based on responses from 62 experts and the frequency of
responses indicating a "high" or "highest" importance to implement.

Consistent evaluation and monitoring of designee activities is crucial to
hold designees accountable for their findings, and some FAA offices have
best practices that may be broadly applicable across the designee
programs. For example, as we discussed earlier in this report, FAA's
internal review of pilot examiners in the Southwest Region was implemented
to determine whether the designees in the region were conducting valid
practical tests of general aviation pilot applicants and to determine the
quality of FAA oversight provided by field offices in the region. Findings
from the internal review were based on a comprehensive statistical
analysis of pilot examiners' activities in the region, a survey of newly
certified private pilots in the region, audits of pilot examiner files,
surveillance reports from FAA inspectors, and interviews with field office
managers and staff. The review provided a reasonable method to assess
program outcomes, identify the root causes of the lack of compliance with
agency policy, and develop corrective action plans to address the root
causes. FAA's Organization Effectiveness Branch Manager commented that the
methodology for the internal review was reliable, and suggested that the
review was informative for developing regional policy. The Branch Manager
also commented that in order to address FAA national policy, a national
survey would be necessary. Flight Standards Service has not expanded its
use of this methodology to other regions or to other designee programs.

Canada's practice of systematically evaluating and/or monitoring its
designee programs provides additional examples of opportunities for

improving FAA's oversight of its organizational designee programs and its
plans to implement ODA. Transport Canada oversees both individual and
organizational designees (which are called "delegates"), and focuses on
aircraft design and design modifications.31 Transport Canada oversees
delegates using regional offices and headquarters staff, similar to FAA.
FAA, however, oversees a much larger number of designees. For example,
Canada has approximately 760 aviation medical examiners and 80,000 pilots,
while the United States has about 5,000 aviation medical examiners and
about 630,000 pilots. Transport Canada has implemented a policy to provide
a consistent and standard approach for conducting safety oversight of its
organizational delegates, which includes conducting audits of delegated
organizations on a cycle ranging from 6 to 36 months-an initial audit
within 6 months of certification and comprehensive follow-up audits on a
recurring basis. They have also established a centralized standardization
office to ensure that field offices are consistently interpreting rules
and procedures. The centralized office evaluates and approves technical
submissions from applicants and delegated organizations to determine
compliance with regulations. The office is also responsible for the
development, coordination, and implementation of a national audit plan in
auditing delegated organizations. By comparison, FAA policy calls for
conducting annual inspections, and procedural audits and technical
evaluations every 2 years. Annual inspections focus on a review of the
system that the delegated organization has in place to perform the
delegated functions and a review of the activities conducted by
individuals. As mentioned previously, FAA conducted 10 technical
evaluations (out of 49) as of June 2004. According to FAA, it has
established centralized offices responsible for standardization of
policies. However, our work has shown that FAA field offices do not
implement policies in a standard manner, as discussed earlier in this
report.

Transport Canada's experiences in developing an organizational delegation
system in the late-1980s also provide relevant lessons for FAA as it
begins developing the ODA program. According to the Chief of Delegation
and Quality Divisions in Transport Canada, an inconsistent level of
oversight was a major challenge that Transport Canada faced as it
implemented its organizational delegation system. To address this
challenge, the agency established a centralized standardization office to
ensure that field offices

31Established in the 1980s, Canada's two types of organizational
delegates, Design Approval Organizations and Airworthiness Engineering
Organizations, are authorized to evaluate and approve technical data to
determine compliance with safety requirements.

are consistently interpreting rules and procedures. Based on this
experience, the Transport Canada official told us that FAA needs to plan
for the inconsistencies that will arise during the implementation of the
ODA program. The larger size of the U.S. designee programs increases the
likelihood that the level of oversight will be inconsistent, according to
the Transport Canada official. Moreover, the official also commented that,
in hindsight, they should have developed and conducted an audit of
organizational delegates early in the implementation process. The Canadian
official told us that Transport Canada did not conduct audits early on
because staff were preoccupied with reviewing and approving organizations'
procedures manuals. Transport Canada's quality assurance review later
determined that they were not doing audits of organizational delegates on
time, nor conducting audit follow-ups, which contributed to inconsistent
oversight.

Database Monitoring Performance of Aviation Medical Examiners Could Be
Model for Other Designee Databases

Accurate, comprehensive information on designee activities is an important
prerequisite for designee oversight and is integral to monitoring and
evaluating the programs. The Airmen Medical Certification Information
Subsystem-a database used by FAA's Office of Aerospace Medicine to monitor
the performance of aviation medical examiners- provides a model for the
other designee programs. Although this database was designed to simplify
the processing of airmen medical certification information, Aerospace
Medicine also uses it as a tool to oversee aviation medical examiner
designees and monitor their activity levels. For instance, regional FAA
flight surgeons use information from the database to determine if they
need to more closely monitor aviation medical examiners with high activity
levels or to determine how long it takes to transmit medical information
to FAA. Each flight surgeon is periodically provided performance data for
their designees that include the number of medical certificates issued by
each designee, the number of errors found in those certificates, and the
number of accidents and incidents involving pilots that received medical
certificates from designated medical examiners, according to an Aerospace
Medicine official. Additionally, according to FAA officials, regional
flight surgeons also use data from the database and link it with the
Airmen Registry to determine the region where FAA needs additional
examiners. Applying this model to Flight Standards Service and Aircraft
Certification Service would provide those offices and inspectors and
engineers with more detailed performance information on designees and
provide a foundation for more consistent oversight of the numerous
designee programs.

FAA officials agreed that improvements were needed to these databases, but
expressed a concern that it would cost $50 million to make upgrades, which
may have implications for other safety programs that would then receive
less funding. Such concerns might be addressed by looking for ways to
share the costs of the designee programs with the aviation industry,
similar to other federal agencies that charge user fees to process
applications for approvals or licenses. For instance, the Federal Drug
Administration charges pharmaceutical companies application fees to
recover the cost of the agency's review of new drugs.32 As another
example, U.S. Customs and Border Protection charges fees to
brokers-private individuals and companies that are licensed and regulated
by the agency to aid importers and exporters in moving merchandise through
Customs. Brokers pay Customs a $100 permit application fee and a $125
annual user fee. FAA does not charge designees an initial application fee
or a renewal fee, which could help recover the cost of processing these
applications, because it has been prohibited in law from promulgating new
user fees since 1997.33 Moreover, designees charge companies and the
general public fees to have a product certified or to perform a pilot
practical test. Some designees earn up to $60,000 or more a year and have
made designated activities their sole source of income. FAA inspectors,
engineers, and flight surgeons, on the other hand, provide the same
service free as a function of their government employment. In prior
reports, we have stated our belief that, to the extent possible,
commercial users of the aviation system should pay their share of the
costs that they impose on the system.34 Charging fees to designees to
offset the cost to FAA to administer the designee programs is an analogous
situation.

Conclusions	Designees perform a valuable function for FAA and the aviation
industry, enabling FAA to leverage its staff resources and industry to
obtain FAAissued certificates in a timely manner. By using designees,
however, FAA places great trust in the integrity and honesty of designees
to adhere to the same requirements, instructions, and procedures as FAA
staff do;

32The user fee program was established by the Prescription Drug User Fee
Act of 1992.

33P.L. 105-66 (October 27, 1997).

34GAO, Transportation Financing: Challenges in Meeting Long-Term Funding
Needs for FAA, Amtrak, and the Nation's Highways, GAO/T-RCED-97-151
(Washington, D.C.: May 7, 1997); GAO, Airport and Airway Trust Fund:
Issues Raised by Proposal to Replace the Airline Ticket Tax,
GAO/RCED-97-23 (Washington, D.C.: Dec. 9, 1996).

therefore, periodic validation and consistent oversight by FAA staff is
necessary to ensure that such trust is well placed. To date, FAA has not
ensured that the oversight process for its many designee programs is
implemented consistently by different field offices. While we did not find
systematic safety problems associated with FAA's oversight of designees,
the agency's inconsistent oversight limits its assurance that the
designees' work is performed in accordance with the agency's standards and
policies. We found examples of weaknesses in FAA's designee programs-such
as inspectors with too great a workload to conduct required surveillance
of designees-that underscore the need for FAA to ensure that its staff are
consistently following agency policy concerning designee oversight and to
validate those policies and their application by periodic evaluations.
However, FAA has evaluated only 6 of its 18 designee programs to date. Our
study indicated that reasons for FAA's inconsistent oversight may include
limitations on designee data that FAA maintains, along with heavy
workload, and potentially inadequate training for FAA staff overseeing
designees. FAA lacks a comprehensive information system to effectively
monitor and oversee the thousands of activities performed by designees.
Without such information, FAA management cannot readily determine whether
its field staff is overseeing designees according to policy nor whether
designees are performing according to FAA's standards. Heavy workload for
FAA staff responsible for overseeing designees might preclude thorough
assessment-or any assessment-of some designees' performance. Finally, by
not requiring refresher training for FAA staff, the agency increases the
risk that staff do not retain the information, skills, and competencies
required to perform their oversight responsibilities. Potential
opportunities exist for FAA to address these weaknesses and provide more
consistent oversight of the designee programs by expanding the use of
existing agency practices, such as the Office of Aerospace Medicine's
practice of maintaining information on aviation medical examiners
performance and activity levels and using that information in conjunction
with designee oversight. Charging application and renewal fees to
designees to help offset the cost of administering these programs would be
in line with practices by other agencies and prior GAO reports on
costsharing with the aviation industry. However, FAA is prohibited, by
law, from imposing new user fees unless they are specifically authorized
by law.

It is especially important for FAA to consider ways to improve the
oversight of its designee programs as the agency moves forward with the
organization designation authorization program, which would expand the
number and types of organizational designees and further transform FAA's
role to that of monitoring the performance of others. Moreover, concerns

have been raised that under the proposed program FAA would provide less
specific and less technical oversight of the new organizational designees
than under the current program. Expanding the use of good oversight
practices already used within FAA for some designee programs and examining
lessons that may be learned from Canada's oversight of organizational
designees and efforts suggested by our expert panel, would increase FAA's
assurance that its designees are meeting FAA safety standards and that any
future changes to the designee programs maintain those standards.

Recommendations for 	To improve management control of the designee
programs, and thus increase assurance that designees meet FAA's
performance standards, GAO

Executive Action	recommends that the Secretary of Transportation direct
the FAA Administrator to take the following three actions:

1.

2.

3.

Establish a program to evaluate all designee programs, placing a priority
on those 12 programs that have not been evaluated. At a minimum, the
evaluations should examine field office compliance with existing policies,
identify root causes of noncompliance with those policies, and establish
and monitor corrective action plans.

Develop mechanisms to improve the compliance of FAA program and field
offices with existing policies concerning designee oversight. The
mechanisms should include additional training for staff who directly
oversee designees. As part of this effort, FAA should identify best
oversight practices that can be shared by all FAA program and field
offices and lessons learned from the program evaluations and incorporate,
as appropriate, suggestions from our expert panel.

Enhance the effectiveness of FAA designee oversight tools, such as
databases, by improving the consistency and completeness of information on
designees' activities and performance and FAA oversight. To the extent
necessary, FAA should examine charging fees to designees to help pay for
the costs of such efforts. If FAA identifies a need for such fees, the
agency should request the Congress to authorize them.

Agency Comments	We provided a draft of this report to DOT for review and
comment. FAA's Deputy Associate Administrator for Regulation and
Certification and other

DOT officials provided oral comments. DOT generally agreed with our
recommendations and acknowledged that automating the data concerning
oversight of designees and enhancing training for FAA employees who
oversee designees are useful steps to enhance the programs. The department
also provided clarifying comments and technical corrections, which we
incorporated as appropriate. In addition, the department noted that
designee programs have been a cornerstone of aviation safety for 50 years.
The constantly improving level of safety in the U.S. aviation system is
due, in no small measure, to the professional performance of the thousands
of designees who evaluate aircraft designs, assess pilot capability, or
conduct the myriad of other reviews designees perform, according to DOT.
DOT also pointed out that statistics and data show that every day of the
year, the pilots and aircraft that pass through these designee systems fly
safely from departure to destination.

However, DOT officials expressed concern about the use of the Delphi
method in our review of 18 different programs with nearly 14,000
designees. First, they emphasized that, at best, the Delphi method
provides a means to consolidate and prioritize expert opinion, but even
under the best of circumstances, the results are opinion, not necessarily
factual data. The use of Delphi was further complicated in this particular
case, according to DOT, by the span of knowledge that would be necessary
to be considered an "expert" on designees when the scope of expertise runs
from aviation medicine, to aircraft engineering and production methods, to
parachute rigging. They stated that no individual could be considered an
expert in all the programs, and the solicitation of opinions from the
panel of experts would reflect the specific experience of each
individual-but could not be considered a general statement of the
strengths or weaknesses of all the programs. By consolidating the
responses from individuals with expertise from these diverse fields, the
officials questioned whether the results could be useful for guiding
decisions to improve any of the individual designee programs. Further, the
DOT officials cautioned that the Delphi results should be carefully
qualified in the final report, along with explicit statements about the
limitations on the use of the information.

We disagree with DOT's characterization of our use of the Delphi method;
furthermore, we believe we used this methodology (which is described in
detail in app. I) appropriately. In particular, we used a "modified"
version of the Delphi method in order to compensate for some the
limitations inherent in the Delphi method as well as to adapt the method
to the specific needs of this engagement. For example, we created a
Web-based panel that allowed us to include many more experts than had we
convened a live

panel. In addition, the Web-based panel allowed us to keep the experts'
identities anonymous, minimizing the biasing effects often associated with
live group discussions. We also carefully selected the experts starting
with a list provided by FAA, and took into consideration that not all of
the panelists would possess expertise in many of the designee programs. To
help adjust for that fact, during the first round of questions, we asked
experts to indicate if their responses referred only to specific designee
programs and, in a few cases, experts indicated such. During the second
round, the experts were given the choice of responding to each question
that they did not know or had no opinion. In short, while DOT criticizes
the responses from the experts as "opinions," we believe the responses are
more appropriately characterized as carefully considered judgments of
systematically selected experts. Lastly, as described below, the report
only focuses on issues that were identified by the panel and other
sources.

Second, in reviewing a draft of this report, DOT officials expressed
concern about the way the Delphi results had been presented. They
emphasized, for example, that while the draft mentioned the number of
respondents who considered a factor a "great" or "very great" weakness,
the draft should also state the number who considered a factor "no"
weakness or of "little" weakness. Presenting what DOT considers both ends
of the response spectrum in the body of the report would allow a full
understanding of the results, according to the department. We agreed that
the number of experts responding "no" and "little" should also be
presented whenever the responses to individual questions were mentioned in
the report, and we revised the report accordingly.

Finally, DOT officials emphasized the need to consider, what they called,
the "totality" of the questions and responses in order to evaluate any
inconsistencies among responses. For example, they said that while our
report uses the responses from a single question to indicate concern
regarding the selection process for designees, the responses from other
questions could be interpreted to conclude that there was little concern
about the competency of the designees that were selected or the quality of
their work. Taken together, these officials felt that these responses in
total present a different perspective on the outcome of the designee
selection process than the first question alone. DOT officials stated that
our highlighting the responses to one question and not balancing it with
the results of others, presents an incomplete picture of the panel's
overall findings and could mislead those who read the report but do not
look at the details in appendix IV. We disagree with DOT's
characterization of our analysis. First, we considered all responses from
the expert panel and

provided them in their entirety in the appendix. Furthermore, for the body
of the report, we only focus on issues that were identified by multiple
sources. For example, the report highlights the issue of selecting
designees based on personal association because it was identified by other
sources during our field work and our review of prior evaluations of the
designee programs. Other issues raised by some of the panel experts
concerning the selection process were not identified by other work we
conducted and, therefore, not highlighted in the report.

As agreed with your office, unless you publicly announce the contents of
this report earlier, we plan no further distribution until 21 days from
the report date. At that time, we will send copies of this report to
interested congressional committees, the Secretary of Transportation, and
the Administrator, FAA. We will also make copies available to others upon
request. In addition, the report will be available at no charge on the GAO
Web site at http://www.gao.gov.

Please call me at (202) 512-2834 if you or your staff have any questions
concerning this report. Major contributors to this report are listed in
appendix V.

Sincerely yours,

JayEtta Z. Hecker Director, Physical Infrastructure Issues

Appendix I

                       Objectives, Scope, and Methodology

This report addresses the following research questions: (1) What are the
strengths of FAA's designee programs? (2) What are the weaknesses of the
programs and the factors that contribute to those weaknesses? and (3) What
can be done to address the identified weaknesses or otherwise improve the
programs?

To address these questions, we used a variety of methods and sources of
information. We obtained and analyzed data for fiscal years 1998 through
2003 from four Federal Aviation Administration (FAA) databases1 that
maintain records on designees. We assessed the reliability of the
databases by (1) performing electronic testing of required data elements;
(2) reviewing existing information about the data and the system that
produced them; and (3) interviewing agency officials knowledgeable about
the data to learn how the information system was structured, controlled,
and used. We determined that the data were sufficiently reliable for our
purposes of describing the number of designees by program, identifying the
geographical location of designees, and calculating the number of
designees per FAA staff responsible for designee oversight. However, we
found that specific data needed for oversight were not found in some
databases, as we discuss in this report.

In addition, we reviewed FAA program guidance concerning designee
management to obtain an understanding of designee roles and
responsibilities. We did not verify how FAA delegates authorized functions
and what certification activities were delegated. We also reviewed FAA's
Notice of Proposed Rulemaking on the organization designation
authorization program and public comments on the proposed rule, conducted
computer literature searches to obtain information on other countries'
designee programs, and interviewed officials from the Canadian civil
aviation authority. In addition, we reviewed past studies, by us and
others, of FAA's designee programs. (See the bibliography at the end of
this report.) We identified recommendations that had been made to improve
the programs and determined whether those recommendations had been acted
upon by the agency. Information obtained from the reports and the
databases was not equally comprehensive and available for all types of
designees.

1The four databases are the (1) National Vital Information Subsystem, (2)
Program Tracking and Reporting Subsystem, (3) Designee Information
Network, and (4) Airmen Medical Certification Information Subsystem.

We obtained information and data on FAA's designee programs on visits to
four locations--Los Angeles, Seattle, Atlanta, and Oklahoma City. We
selected the locations based on (1) number of designees in the region; (2)
activity-level of designees; (3) ratio of inspectors, engineers, or flight
surgeons to designees; and (4) location of both Aircraft Certification
directorate offices and Flight Standards Service regional offices.
Additionally, these offices were selected because of the following: (1)
the Seattle office has the largest number of aircraft certification
designees, (2) the Atlanta office has the largest number of flight
standards designees along with the most certification activity, and (3)
the Oklahoma City office manages some designee data and is the location of
FAA's training institute. We interviewed individual FAA inspectors and
engineers who oversee designees at the offices we visited as well as
officials from the National Air Traffic Controllers Association and
Professional Airway System Specialists-unions that represent FAA
inspectors and engineers. We also interviewed designees in Los Angeles,
Seattle, and Atlanta. The cities and organizations where we conducted our
work are shown in table 5.

Table 5: Organizations Interviewed by GAO During Site Visits

Location Type of entity Organization

Seattle, WA, area Federal government FAA's Office of Aircraft
Certification

o  Transport Airplane Directorate

o  Manufacturing Inspection Office

o  Manufacturing Inspection District Office

o  Manufacturing Inspection Satellite Office

o  Boeing Certificate Management Office

                       FAA's Office of Aerospace Medicine

FAA's Office of Flight Standards Service, Northwest Mountain Region

o  Seattle Flight Standards District Office Organizational designated The
Boeing Company airworthiness representative

Designated airworthiness Pacific Propellers representative

    Designated alteration station Goodrich Aviation Technical Services, Inc.

Special Federal Aviation Regulations Alaska Airlines No. 36, repair
station

                         (Continued From Previous Page)

Location Type of entity Organization

Atlanta, GA, area Federal government FAA's Office of Aircraft
Certification

o  Small Airplane Directorate

                       FAA's Office of Aerospace Medicine

FAA's Office of Flight Standards Service, Southern Region

o  Flight Standards Regional Office

           Designated engineering representative  o  Garrett Aviation

o  Propulsion Consultants Inc.

o  Delta Airlines

Los Angeles, CA, Federal government FAA's Office of Aircraft Certification
area  o  Manufacturing Inspection District Office

                       FAA's Office of Aerospace Medicine

FAA's Office of Flight Standards Service, Western Pacific Region

o  Los Angeles Flight Standards District Office

o  Riverside Flight Standards District Office

                  Designated pilot examiner Aviation Services

Designated airworthiness CDO Associates
representative/Designated
engineering representative

Oklahoma City, OK, Federal government FAA's Aviation Data Systems

area FAA's Designee Standardization Branch FAA's Delegation and Continued
                         Airworthiness Programs Branch

FAA's Medical Systems Branch

FAA's Aerospace Medical Education Division

FAA's Civil Aerospace Medical Institute

                FAA's Aerospace Human Factors Research Division

FAA's Office of Flight Standards Service, Southwest Region

o  Oklahoma City Flight Standards District Office

Source: GAO.

In addition, we convened a Web-based panel of experts selected for their
knowledge and expertise in the area of FAA's designee programs. An initial
list of experts was identified through referrals by FAA officials, the
National Air Traffic Controllers Association, the Professional Airway
System Specialists, and the Aerospace Repair Station Association and
through citations in the literature on aviation. We then asked these
initially identified experts for additional experts. We continued this
process until we had about 10 to 20 experts in each of four categories:
(1) designees, (2) FAA inspectors and engineers, (3) independent experts
and university academics, and (4) private sector and aviation industry
associations. (See app. II for the list of participating experts.)

To structure and gather expert opinion from the panel, we employed a
modified version of the Delphi method.2 To obtain opinions from the large,
diverse group of experts, we incorporated an iterative and controlled
feedback process-an important feature of the Delphi method. We did not
encourage experts to arrive at a consensus nor make forecasts. During this
process, we obtained opinions from the experts using questionnaires
administered over the Internet. The experts' identities were kept
anonymous during this step of the process. The anonymity of this approach
helped minimize potential biasing effects often associated with live group
discussions. Biasing effects of live expert discussion sessions may
include the dominance of individuals and group pressure for conformity.3
The dominance bias would tend to limit the input of less dominant
individuals, and the group pressure bias would tend to suppress true
opinion, particularly on more controversial issues. These concerns were
particularly important given the need for a broad range of expertise from
individuals with varying backgrounds and perspectives. Also, by creating a
Web-based panel we were able to include many more experts than we could
have if we had convened a live panel.

In the first phase of the expert panel, which ran from October 2 to 31,
2003, we asked the panelists to respond to three open-ended questions: (1)
What, if any, are the three most significant strengths of the FAA designee
programs? (2) What, if any, are the three most significant weaknesses of
the FAA designee programs? And (3) What, if any, are your suggestions for
addressing the weaknesses of or otherwise improving the FAA designee
programs? We further asked them to indicate those responses that referred
only to specific types of designees. The three questions, based on our
study objectives, were pre-tested to ensure that the questionnaire was
clear and unambiguous, did not place undue burden on individuals
completing it, and was independent and unbiased. We made relevant changes
before we deployed the first questionnaire to all participants on the
Internet.

2For examples of recent use of this methodology see, GAO, Drinking Water:
Experts' Views on How Future Federal Funding Can Best Be Spent to Improve
Security, GAO-0429 (Washington, D.C.: Oct. 31, 2003); International Trade:
Experts' Advice for Small Businesses Seeking Foreign Patents, GAO-03-910
(Washington, D.C.: June 26, 2003); Economic Models of Cattle Prices: How
USDA Can Act to Improve Models to Explain Cattle Prices, GAO-02-246
(Washington, D.C.: Mar. 15, 2002); Environmental Protection: Federal
Incentives Could Help Promote Land Use That Protects Air and Water
Quality, GAO-02-12 (Washington, D.C.: Oct. 31, 2001).

3James P. Wright, "Delphi-Systematic Opinion Gathering," The GAO Review
(Spring 1972): 20-27.

We performed a content analysis of the responses to the open-ended
questions in order to compile a list of all the strengths, weaknesses, and
improvements mentioned by the experts. We contacted the experts, when
necessary, if responses were unclear. About 25 percent of the coded
responses were reviewed by an independent coder to ensure that the initial
coding decisions were consistent and valid. To maintain standards of
methodological integrity, any disagreements in coding between the coder
and reviewer were discussed until consensus was reached.

The content coded results from the phase I questionnaire consisted of a
list of distinct and specific strengths, weaknesses, and suggested
improvements, which were used to construct the phase II questionnaire. The
phase II questionnaire also served as a feedback mechanism to the
panelists about what other experts thought were important strengths and
weaknesses. The phase II questionnaire was also pre-tested, revised, and
then administered on the Internet from January 5 to March 30, 2004.

In phase II, the panelists rated the strengths, weaknesses, and suggested
improvements on various relevant dimensions using a five-category scale
(e.g., "no weakness" to "very great weakness," or "definitely infeasible"
to "definitely feasible"). In analyzing the responses to the phase II
questionnaire, we calculated the frequency of responses to identify the
strongest levels of opinions on each item regarding the strength,
weakness, or attractiveness (based on importance and feasibility) of
suggested improvements. We ranked the results based on the number of
responses at the top two categories (e.g., the number of "great weakness"
and "very great weakness" responses) that were rated as the more
frequently identified responses.

Initially, 78 experts agreed to participate in the panel. Fifty-eight
panelists actually completed the phase I questionnaire, resulting in a
response rate of 74 percent. There was some attrition during the
subsequent phase. Of the 76 experts who agreed to participate in phase II,
62 actually completed the questionnaire (including some who did not
participate in phase I). This resulted in a 82 percent response rate for
phase II (see table 6).

Table 6: The Number of Panelists Participating in Each Phase and Response
Rate

                Experts who agreed to  Experts responding to Response rate in 
         Phase            participate          questionnaire       percentile 
                                   78                     58              74% 
                                   76                     62              82% 

Source: GAO.

We conducted our work between April 2003 and October 2004 in accordance
with the generally accepted government auditing standards.

Appendix II

                      Experts Participating on GAO's Panel

Independent expert or Roger Bacchieri, Chair, Air Traffic Management
Division, Daniel Webster College university affiliation Patricia Backer,
Chair, Department of Aviation and Technology, San Jose State University

William Caldwell, Chair, Department of Aviation, Central Missouri State
University

Thomas J. Connolly, Associate Dean, College of Aviation, Embry-Riddle
Aeronautical University

Bart J. Crotty, Aviation Safety/Security Consultant, former FAA
Airworthiness Inspector, former FAA Designated Airworthiness
Representative

Alfred Dickinson, Director, Aviation Safety Program, University of
Southern California

        Carey L. Freeman, Chair, Aviation Department, Hampton University

Jim Frisbee, Aviation Consultant, former Director of Quality Assurance,
Northwest Airlines

Larry Gross, Associate Professor of Aviation Technology, Purdue University

       Gary Kitely, Executive Director, Council on Aviation Accreditation

Nick Lacey, Aviation Consultant, Mortem Beyer and Agnew, former Director
of FAA's Flight Standards Service

Doug Latia, Associate Professor, Aviation Technology Department, Purdue
University

Fred Leonelli, former manager of FAA's Aircraft Maintenance Division

Kent Lovelace, Chair, Department of Aerospace, University of North Dakota

Jacqueline B. Sanders, Assistant to the Provost, Mercer County Community
College

Glynn Dale Sistrunk, Chair, Department of Professional Aviation, Louisiana
Tech University

                         (Continued From Previous Page)

Aviation industry Mark Arcelle, Senior Manager of Fleet Engineering, FedEx
                                    Express

Melissa Bailey, Vice President of Air Traffic Regulation and
Certification, Aircraft Owners and Pilots Association

Tony Broderick, Aviation Safety Consultant, former FAA Associate
Administrator

Eric Byer, Manager of Government Industry Affairs, National Air
Transportation Association

     Aubrey Carter, General Manager of Enabling Technology, Delta Airlines

Elias Cotti, Director of Technical Operations, National Business Aviation
Association

    Brian Finnegan, President, Professional Aviation Maintenance Association

          John Frisbee, Manager of Quality Assurance, Champion Airline

Rick Hoy, Manager, Regulatory Compliance, Delta Airline

Sarah Macleod, Executive Director, Aeronautical Repair Station Association

Doug MacNair, Vice President, Government Relations, Experimental Aircraft
Association

     Nick Mateo, Senior Director, Technical Services, Continental Airlines

Thomas McSweeny, Director of International Safety and Regulatory Affairs,
Boeing, former FAA Associate Administrator of Regulation and
Certification, former FAA Director of Aircraft Certification Service

Rick Oehme, Vice President, Quality and Engineering, America West Airlines

Richard Peri, Vice President, Government and Industry Affairs, Aircraft
Electronic Association

Robert Robeson, Jr., Vice President of Civil Aviation, Aerospace
Industries Association

Stan Sorscher, Labor Representative, Society of Professional Engineering
Employees in Aerospace

Ronald Swanda, Vice President of Operations, General Aviation
Manufacturers Association

Mark Szkirpan, Senior Specialist of Regulatory Affairs, American Airlines

Designees David Bryman, D.O., Senior Aviation Medical Examiner

Thomas W. Carroll, Designated Airworthiness Representative, former FAA
Supervisory Aviation Safety Inspector

Harold Coralnick, M.D., Senior Aviation Medical Examiner

Dominick P. DaCosta, Designated Airworthiness Representative, Designated
Engineering Representative, Chief Executive Officer of DERS Group Inc.

Joseph Kilpatrick, Designated Engineering Representative

Osvaldo Lopez, Designated Engineering Representative

Joe Norris, Designated Airworthiness Representative

David Orfant, CDO Associates, Designated Airworthiness Representative
(Manufacturing and Maintenance), Designated Engineering Representative

Thomas C. Willis, Designated Airworthiness Representative (Maintenance)

Source: GAO.

Note: In addition, to the experts listed above, 7 inspectors from FAA's
Flight Standards Service, 10 engineers from FAA's Aircraft Certification
Service, and 1 other designee participated on the panel.

Appendix III

                    Roles and Responsibilities of Designees

              Designee type Responsibilities Individual designees

Aviation Medical Examiners 	Authorized to accept applications and perform
physical examinations necessary to determine qualification for the
issuance of airman medical certificates and combined medical/student pilot
certificates. Designees can issue, defer, or deny the certificates, as
appropriate.

Designated Engineering Authorized to examine and approve certain
engineering technical data for their employer. Representatives Designees
can either be employed by a company or act as free agents.

Designated Manufacturing Inspection Authorized to perform conformity
inspectionsa and issue airworthiness certificates and approvals

Representatives	for products and parts produced by FAA-approved production
approval holders.b Production approval holders or its authorized suppliers
employ this type of designee.

Training Center Evaluators	Authorized to accept applications and conduct
practical tests leading to the issuance of pilot and flight instructor
certificates.

Designated Pilot Examiners 	Authorized to accept applications for flight
tests, conduct those tests, and issue temporary pilot certificates to
qualified applicants.

Aircrew Program Designees	Authorized to perform airman certification in
one type of aircraft for an operator's pilots who have been trained under
the operator's FAA-approved training program.

Designated Airworthiness Representatives (maintenance) Authorized to
perform certain inspections, including issuing recurrent airworthiness
certificates and approvals for maintenance conducted by repair stations
and air carriers. Designated Airworthiness Representatives (manufacturing)
Authorized to perform conformity inspections, issue airworthiness
certificates and approval for products and parts produced by FAA-approved
production approval holders. Designees are independent individuals, but
may be employed by the production approval holder.

Designated Mechanic Examiners	Authorized to accept applications for and
conduct oral and practical tests for issuing mechanic certificates.

Designated Parachute Rigger Authorized to accept applications for, and
conduct, oral and practical tests for issuing parachute Examiners

                              rigger certificates.

Designated Aircraft Dispatcher Authorized to accept applications for, and
conduct, written and practical tests necessary for

Examiners	issuing aircraft dispatcher certificates and, at the discretion
of a local Flight Standards inspector, issue temporary aircraft dispatcher
certificates to qualified applicants.

Designated Flight Engineer Authorized to perform airman certification for
an operator's flight engineer candidates who have Examiners been trained
under the operator's FAA-approved training program.

Computer Testing Designee	Authorized to administer computerized airman
knowledge tests through computer test sites located throughout the United
States and authorized foreign locations.

                            Organizational designees

Organizational Designated Organizations that (1) hold repair station
certificates with appropriate ratings or air carrier Airworthiness
Representatives operating certificates with FAA-approved Continuous
Airworthiness Maintenance programs and (maintenance) (2) are authorized to
issue recurrent airworthiness certificates and export airworthiness

approvals for certain products.

Organizational Designated Organizations that hold FAA production approvals
and are authorized to issue airworthiness
Airworthiness Representatives certificates and approvals and make
conformity determinations.
(manufacturing)

                         (Continued From Previous Page)

                         Designee type Responsibilities

Designated Alteration Stations	Companies that hold a current domestic
repair station certificate and are manufacturers of a product for which
they have alteration authority. The designees are authorized to issue
supplemental type certificates, perform prototype conformity inspections,c
and issue experimental airworthiness certificates for the purpose of
flight-testing and the standard airworthiness certificate after the
supplemental type certificate has been issued.

Special Federal Aviation Regulations No. 36, Repair Stations

Companies that are authorized to generate engineering technical data that
are acceptable to the FAA. These data can be used only by the specific
designee for major repairs.

Delegation Option Authorizations	Companies that are authorized to obtain
type certificates, approve type design changes, conduct conformity
inspections, and issue airworthiness certificates and approvals.

Source: GAO analysis of FAA documents.

aConformity inspection is an assessment necessary to determine that
aviation products and related parts conform to an approved design and can
be operated safely.

bProduction approval holders are aircraft manufacturers that hold a type
or production certificate and can produce modification or replacement
parts.

cPrototype conformity inspection is an examination to verify an
applicant's compliance with federal regulations and determine that
prototype products and related parts conform to proposed design drawings
and specifications.

Appendix IV

                         Survey Instrument and Results

This appendix presents the results from the expert panel on the identified
strengths, weaknesses, and what can be done to address the program
weaknesses or otherwise improve the designee programs. Included here are
the questions and the ranking of responses developed based on the
frequency of responses to questions that were completed by members of the
panel selected for this study (referred to as "phase I" and "phase II").
We administered the questionnaires for phases I and II over the Internet.

As discussed in appendix I, in phase I of the expert panel, we asked the
panelists to respond to open-ended questions about the identified
strengths, weaknesses, and the potential of other alternatives to improve
FAA's designee programs. We performed a content analysis on the responses
to the open-ended questions in order to develop close-ended questions for
phase II of the expert panel. The purpose of the second phase was to
provide the panelists with the opportunity to consider the other
panelists' responses to the first phase and to respond in a structured,
quantifiable way. Phase II consisted of 64 closed-ended questions on the
categorized responses to phase I. Sixty-two of the 76 experts completed
the phase II survey (about 82 percent response rate). Table 7 summarizes
the results from phase II, ranked based on the number of responses at the
top two points on the categories (e.g., the number of "great" and "very
great" responses) that were rated as the more frequently identified
responses.

                  Table 7: Experts' Responses to GAO's Survey

Strengths of FAA's designee programs

1. How important, if at all, is each of the following strengths of FAA's
designee programs toward accomplishing FAA's safety responsibilities?

                                                             Don't 
                                                          know /   
                                                  Very          No         No 
    Strengths      No  Some    Moderate   Great   great   opinion    response 

a. Use of designees expands available FAA resources. 0 3 9 1633 1 0

b. Use of designees allows for more timely approvals than by not using
designees. 0 3 10 15 33 1 0

c. Use of designees expands available technical expertise. 2 2 11 19 27 1
0

d. Use of designees enables FAA staff to concentrate on other areas of
aviation safety. 2 5 13 19 20 2 1

(Continued From Previous Page)

                      Strengths of FAA's designee programs

e. Designees provide greater scheduling flexibility and access to the
public. 1 7 12 12 27 2

f. Use of designees allows for greater geographic coverage. 3 7 12 15 23 1

g. Designees also perform liaison role improving relations between FAA and
aviation community. 5 12 16 19 7 3

h. Designees help educate FAA engineers and inspectors. 10 7 15 17 8 4

i. Designees provide consistent certification because they receive
recurrent training. 7 14 16 13 7 4

j. Designees provide a pool of resources from which to draw when filling
positions at FAA. 11 15 16 10 4 5

                     Weaknesses of FAA's designee programs

2. How much of a weakness is each of the following factors related to the
workload of FAA inspectors and aircraft certification engineers who
oversee designees?

                                                             Don't 
                                                           know/   
                                                  Very          No         No 
    Factors      No  Little    Moderate   Great   great   opinion    response 

a. Numbers of FAA inspectors and engineers not increasing commensurate
with industry growth. 1 5 17 1220 7

b. Backlog of work submitted by designees awaiting approval/concurrence by
FAA. 2 6 18 16 11 8

c. FAA inspectors and engineers do not have enough time to provide
adequate oversight of designees for whom they are responsible. 5 4 16 17
10 8

d. Insufficient number of FAA inspectors/engineers compared with designees
to provide adequate oversight. 3 8 23 13 8 7

e. Applies only to Designated Pilot Examiners (DPE): High turnover rate of
FAA inspectors responsible for overseeing DPEs. 2 2 7 5 2 25

3. How much of a weakness is each of the following factors related to the
designee selection process?

                                                             Don't 
                                                          know /   
                                                  Very          No         No 
    Factors      No  Little    Moderate   Great   great   opinion    response 

a. Local FAA offices appoint designees based on personal associations
rather than qualifications and experiences. 7 15 12 10 11 7 0

b. Shortage of designees in some geographic areas and in certain
specializations. 4 6 23 15 5 9 0

c. FAA limits the number of designees. 8 7 18 13 7 8 1

(Continued From Previous Page)

                     Weaknesses of FAA's designee programs

d. FAA does not follow its own selection criteria. 4 17 13 11 8 8 1

e. The selection process lacks sufficient rigor to ensure that designees
are competent and will perform high quality work. 3 22 14 9 9 4

f. Variation in the qualifications of designees. 3 19 19 13 4 3

g.	The application process for becoming a designee takes a long time. 8 18
15 10 3 8

h. The selection process is not well defined. 8 24 13 8 4 4

4. How much of a weakness is each of the following factors related to
designee activities?

                                                             Don't 
                                                          know /   
                                                  Very          No         No 
    Factors      No  Little    Moderate   Great   great   opinion    response 

a. Applicants for certification shop for "easy" designees. 0 11 14 11 18 6

b. Employer pressure of financial incentives may lead to conflicts of
interest. 10 13 15 8 12 4

c. Some applicants for certification are unfamiliar with FAA requirements
and designee's authority limits. 7 12 21 12 6 1

d. Designees' fees are inconsistent and unregulated. 8 15 12 9 8 7

e. Designees perform beyond their delegated authority. 7 21 10 10 6 6

f. Designees provide inconsistent service. 6 14 25 9 6 2

g. Designees perform more activities in less time than standards would
seem to require. 8 19 11 10 4 9

h. Designees are not current on regulations and orders 11 19 18 94 1

i. Designees are constrained geographically. 9 20 15 10 3 3

j. Companies with organizational designations appoint inexperienced
engineers to make approvals and do not train them in the certification
process. 8 12 8 5 7 19 3

k. Erroneous certification by designees 7 18 15 5 7 7 3

l. Designees do not understand their full authority. 8 19 18 56 4 2

m. The current scope of organizational delegation is narrow. 9 18 10 8 3
12 2

n. Designees perform outside of their jurisdiction without the knowledge
and authorization of local FAA offices. 9 17 12 5 4 15 0

(Continued From Previous Page)

                     Weaknesses of FAA's designee programs

o. Limitations on the approval authority of designees. 10 23 16 5 2 4

p. Applies only to Designated Mechanic Examiners: Inflexible procedures
for testing candidates for A&P certificates. 4 3 6 2 2 25

5. How much of a weakness is each of the following factors related to FAA
oversight?

                                                             Don't 
                                                          know /   
                                                  Very          No         No 
    Factors      No  Little    Moderate   Great   great   opinion    response 

a. FAA offices' level of oversight and interpretation of rules are
inconsistent. 2 5 17 16 20 0

b. Inactive, unqualified, or poor performing designees are not identified
or removed expeditiously. 1 8 22 15 12 3

c. It is difficult to terminate poor performing designees. 2 9 16 6 17 12

d. Inadequate surveillance and oversight of designees. 6 13 15 8 14 4

e. FAA has not made oversight of designees a high enough priority. 4 9 18
12 8 8

f. Multitude of bulletins, advisory circulars, and other documents from
FAA have resulted in conflicting information and procedures. 1 11 23 10 10
2

g. FAA management does not agree with engineers' or inspectors' judgment
about disciplining or removing poor performing designees. 4 11 7 9 10 18

h. Oversight process is burdensome for FAA staff. 6 11 17 810 9

i. Designees are not held accountable for their findings. 10 19 8 7 11 5

j. FAA does not terminate poorly performing organizational designees
because that would put an entire company out of business. 4 13 10 9 8 17

k. FAA does not have adequate authority to impose penalties on certain
types of designees. 9 14 11 8 8 10 2

l. Lack of FAA process to evaluate the designee programs. 5 11 19 10 5 7 5

m. Lack of independent review of data. Designees perform the analysis of
the data that they then approve. The data are not reviewed by a different
person. 6 15 10 9 5 12 5

(Continued From Previous Page)

                     Weaknesses of FAA's designee programs

n. FAA engineers duplicate efforts of 4 20 8 4 6 17 3 designees.

o. FAA engineers are reluctant to delegate routine activities to
designees. 6 11 10 6 4 21

p. FAA management pressures FAA engineers to give designees' findings less
scrutiny than standards require. 4 14 3 1 9 25

q. FAA inspectors and engineers lack the level of professional experience
necessary to oversee designees. 9 19 12 7 2 9

r. The designee programs lack formal methods of appeal when designees'
privileges are revoked. 14 13 12 5 2 12

s. Designees as well as the FAA inspectors/engineers who oversee them have
little or no familiarity with the products upon which findings are being
made. 6 23 12 2 4 10

t.	FAA field office staffs do not have complete knowledge of designees
within their jurisdictions. 5 13 23 3 3 10

u. Applies only to Aviation Medical Examiners (AME): Error letters are
inaccurate indicators of an AME's performance. 1 0 3 1 1 31

6.	How much of a weakness is each of the following factors related to
training for designees, FAA inspectors, and FAA engineers?

                                                             Don't 
                                                          know /   
                                                  Very          No         No 
    Factors      No  Little    Moderate   Great   great   opinion    response 

a. FAA engineers and inspectors do not receive adequate training in
designee oversight. 6 6 12 14 7 12

b. Lack of adequate and accessible designee training. 5 15 19 10 4 5

c. Designees are technically well versed in the area in which they are
authorized but poorly educated in the relevant regulations. 8 22 13 7 5 3
4

d. Seminar instructors for designee training are not current or
knowledgeable in the subject matter. 14 12 14 64 8 4

    e.    Training disparity between FAA engineers                         
          and designees results in designees being                         
        more current on new orders, advisories, and                    13  
                         policies.                   12  13  10  4  5       5 

                 Overall Weaknesses of FAA's Designee Programs

7. How much weakness, overall, is there in each of the following main
areas of FAA's designee programs?

(Continued From Previous Page)

                     Weaknesses of FAA's designee programs

                                                             Don't 
                                                          know /   
                                                  Very          No         No 
    Weakness      No  Little   Moderate   Great   great   opinion    response 

a. FAA oversight 2 10 18 14 12 5

b. Workload of FAA inspectors and aircraft certification engineers who
oversee designees. 4 5 16 15 11 10

c. Training for FAA inspectors and FAA engineers who oversee designees. 3
5 18 12 10 11

d. Designee selection process. 4 18 15 10 7 6

e. Training for designees 7 13 17 11 6 4

f. Designee activities. 6 20 12 12 4 6

Addressing Weaknesses with or Otherwise Improving FAA Inspector/engineer
Workload

8. Increase the number of engineers/inspectors so that FAA staff have more
time available for oversight of designees.

                                                            Don't 
                                                         know /   
                                               High-           No          No 
     Questions      No  Low    Some    High        est  opinion      response 

a. How important is it to implement this improvement? 4 10 14 17 12 4

b. How feasible is it to implement this improvement? 2 8 21 12 11 7

9. Increase the priority given to the oversight of designees within FAA.

a.	How important is it to implement this 5 improvement? 2 8 17 24 4

b. How feasible is it to implement this improvement? 0 6 13 21 14 6

10. Establish specific ratio for FAA engineers/inspectors to designees.

a. How important is it to implement this improvement? 5 15 11 15 6 8 2

b. How feasible is it to implement this improvement? 0 6 16 13 16 8 3

Addressing Weaknesses with or Otherwise Improving the Designee Selection
Process

11. Select designees according to their qualifications and experience
rather than on personal associations with FAA managers.

a. How important is it to implement this improvement? 0 6 7 19 28 1 1

b. How feasible is it to implement this improvement? 1 2 6 10 40 2 1

12. Clearly define and consistently follow the criteria for selecting
designees.

(Continued From Previous Page)

                       Improving FAA's designee programs

a. How important is it to implement this improvement? 0 5 7 23 24 1

b. How feasible is it to implement this improvement? 1 1 7 24 24 3

13. Establish a review process for determining demand for designees by
type, specialty, activity level, and geographic location.

a. How important is it to implement this improvement? 5 9 20 16 8 2

b. How feasible is it to implement this improvement? 3 1 11 28 11 4

14. Streamline procedures for the appointment of designees.

a. How important is it to implement this improvement? 4 15 18 14 7 3

b. How feasible is it to implement this improvement? 1 1 15 25 16 3

15. Centralize the designee selection process.

a. How important is it to implement this improvement? 16 6 14 14 9 2

b. How feasible is it to implement this improvement? 7 9 13 14 13 5

     Addressing Weaknesses with or Otherwise Improving Designee Activities

16. Improve FAA communication with designees, including communications on
regulations and orders and complicated certification situations.

a. How important is it to implement this improvement? 0 8 8 24 18 3

b. How feasible is it to implement this improvement? 0 0 5 28 23 4

17. Clarify designations, including authority and limits.

a. How important is it to implement this improvement? 1 8 8 25 14 4 2

b. How feasible is it to implement this improvement? 0 1 5 24 25 5 2

18. Make company or organizational designees part of a different group
within the company than the group seeking the certification.

a. How important is it to implement this improvement? 6 6 13 14 14 8 1

b. How feasible is it to implement this improvement? 3 8 11 17 13 9 1

19. Determine if there are additional safety-critical areas that should be
beyond the scope of designees' authority.

a. How important is it to implement this 8 improvement? 5 8 12 16 12 1

(Continued From Previous Page)

                       Improving FAA's designee programs

b. How feasible is it to implement this improvement? 2 4 11 21 15 8

20. Provide individual designees with identification cards listing their
delegated authorizations that could be requested by and displayed to
customers.

a. How important is it to implement this improvement? 6 7 17 11 16 3

b. How feasible is it to implement this improvement? 1 0 9 16 30 5

21. Increase FAA participation in complex approvals conducted by a
Designated Alteration Station (DAS).

a. How important is it to implement this improvement? 1 5 9 14 13 17

b. How feasible is it to implement this improvement? 0 0 5 22 14 18

22. Implement FAA's Organization Designation Authorization proposal and
provide training for FAA employees on how to oversee a delegated
organization.

a. How important is it to implement this improvement? 8 5 9 14 12 11

b. How feasible is it to implement this improvement? 1 3 8 21 13 13

23. Require designees performing work outside of their geographic
boundaries to notify their home FAA office and the FAA office where the
work is being performed.

a. How important is it to implement this improvement? 8 11 13 16 8 4

b. How feasible is it to implement this improvement? 2 2 4 18 27 5

24. Implement legislative proposal to establish "certified design
organizations" (also called "design organization certificates").

a. How important is it to implement this improvement? 14 5 9 8 7 16

b. How feasible is it to implement this improvement? 2 6 15 10 9 17

25. Develop a fee structure of what designees may charge.

a. How important is it to implement this improvement? 23 16 5 8 7 1 2

b. How feasible is it to implement this improvement? 9 12 10 9 13 5 4

26. Provide designees with broader authority.

a. How important is it to implement this improvement? 13 16 13 11 3 4 2

b. How feasible is it to implement this improvement? 3 2 17 24 9 4 3

27. Make public the fees charged by designees.

(Continued From Previous Page)

                       Improving FAA's designee programs

a. How important is it to implement this improvement? 20 12 14 5 7 2

b. How feasible is it to implement this improvement? 9 4 17 11 15 4

28. Establish a standard for limiting the number of certifications that a
designee can perform in a given period of time.

a. How important is it to implement this improvement? 23 14 10 9 2 3

b. How feasible is it to implement this improvement? 8 11 15 13 8 6

29. Assign designees to applicants instead of allowing applicants to
choose designees.

a. How important is it to implement this improvement? 24 13 11 4 4 4

b. How feasible is it to implement this improvement? 12 10 12 9 9 8

        Addressing Weaknesses with or Otherwise Improving FAA Oversight

30. Hold designees accountable for their findings.

a. How important is it to implement this improvement? 1 0 4 22 31 0

b. How feasible is it to implement this improvement? 0 3 6 16 30 2

31. Ensure that FAA employees who oversee designees are knowledgeable
about the regulations, policies, and processes applicable to the
designee's particular specialization.

a. How important is it to implement this improvement? 0 0 6 17 32 1

b. How feasible is it to implement this improvement? 0 0 6 19 30 2

32. Increase penalties (including the ability to terminate their status as
designees) for individual and organizational designees found to violate
standards or who do not exercise proper judgment.

a. How important is it to implement this improvement? 4 3 8 15 28 2 2

b. How feasible is it to implement this improvement? 0 2 4 27 24 3 2

33. Establish strict criteria and process for identifying and removing
designees that are underperforming, unqualified, or inactive.

a. How important is it to implement this improvement? 0 7 11 20 22 2 0

b. How feasible is it to implement this improvement? 0 1 11 22 25 2 1

34. Improve coordination among the regional offices and headquarters to
standardize designee oversight.

a. How important is it to implement this improvement? 1 3 15 20 18 2 3

b. How feasible is it to implement this improvement? 1 4 9 24 18 3 3

(Continued From Previous Page)

                       Improving FAA's designee programs

35. Obtain feedback from users, designees, and other stakeholders
regarding the certification process and quality of oversight.

a. How important is it to implement this improvement? 2 5 14 18 19 1

b. How feasible is it to implement this improvement? 0 4 6 28 17 3

36. Conduct audits to determine if designees have been given adequate
oversight.

a. How important is it to implement this improvement? 0 7 15 26 9 2

b. How feasible is it to implement this improvement? 0 3 9 27 16 4

37. Improve FAA's public relations with those in the aviation community
who use designees by providing timely, knowledgeable responses to public
inquiries.

a. How important is it to implement this improvement? 3 2 16 22 12 3

b. How feasible is it to implement this improvement? 0 1 8 29 15 5

38. Establish a "whistleblower" program that would grant protection to FAA
employees who identify problems with the designee programs.

a. How important is it to implement this improvement? 10 4 9 17 15 3

b. How feasible is it to implement this improvement? 4 9 8 16 18 3

39. Develop competency testing and performance standards for designees.

a. How important is it to implement this improvement? 3 9 14 18 13 1

b. How feasible is it to implement this improvement? 3 6 11 21 13 3

40. Increase the support by FAA management of engineers' and inspectors'
judgment about disciplining poor performing designees.

a. How important is it to implement this improvement? 2 8 9 18 12 7 6

b. How feasible is it to implement this improvement? 2 4 15 17 11 6 7

41. Develop a formal process of appeal for designees facing discipline or
termination.

a. How important is it to implement this improvement? 1 8 14 19 9 4 7

b. How feasible is it to implement this improvement? 1 1 10 20 18 6 6

42. Increase requirements for oversight and surveillance to be conducted
by FAA inspectors and engineers.

a. How important is it to implement this improvement? 8 6 11 17 11 4 5

(Continued From Previous Page)

                       Improving FAA's designee programs

b. How feasible is it to implement this improvement? 4 4 18 14 12 6

43. Choose FAA aircraft certification offices with oversight
responsibility based on their knowledge of the product involved rather
than the geographic location of the designee.

a. How important is it to implement this improvement? 5 6 11 18 8 7

b. How feasible is it to implement this improvement? 2 4 15 13 11 10

44. Renew designees based on performance standards, rather than allowing
renewal to be automatic.

a. How important is it to implement this improvement? 4 11 13 12 14 3

b. How feasible is it to implement this improvement? 2 3 11 20 18 4

45. Make FAA engineers responsible for understanding and approving the
results of designee actions rather than checking only the paperwork
associated with those actions.

a. How important is it to implement this improvement? 8 9 9 12 12 6

b. How feasible is it to implement this improvement? 6 9 10 15 9 7

46. Reduce the administrative (paperwork) burden of designee oversight.

a. How important is it to implement this improvement? 3 8 18 19 5 4

b. How feasible is it to implement this improvement? 3 5 18 18 8 6

47. Establish a panel of senior FAA inspectors/engineers to review
allegations of impropriety by designees. Provide the panel with the
authority to improve penalties.

    How important is it to implement this                                
                 improvement?                  6  12    14    11    12    5   
     How feasible is it to implement this                                
                 improvement?                  5   7    16    14    12    6   

48. Develop an automated system to allow designees to complete and submit
documents electronically only when they are done correctly.

    How important is it to implement this                                 
                 improvement?                  5  11    14   16   7    4    5 
     How feasible is it to implement this                                 
                 improvement?                  1   5    14   19   12   6    5 

49. Develop specific statements or checklists that identify the steps in
the certification process and the extent of the designee's authority.

    How important is it to implement this                                 
                 improvement?                4    5    24    16   4    4    5 
     How feasible is it to implement this                                 
                 improvement?                1    1    17    21   11   7    4 

50. Eliminate geographic boundaries imposed on aircraft certification
designees.

(Continued From Previous Page)

                       Improving FAA's designee programs

    How important is it to implement this                                
                 improvement?                10    7     9     9    10    12  
     How feasible is it to implement this                                
                 improvement?                   2  3    10    14    12    15  

51. Have FAA inspectors and engineers who oversee designees report to a
central FAA focal point who is independent of their supervisors.

     How important is it to implement this                               
                 improvement?                 11    5    17    13    3    8   
     How feasible is it to implement this                                
                 improvement?                    5  8    19    11    6    7   

52. Prohibit designees from approving any documents that they have
produced.

    How important is it to implement this                                 
                 improvement?                  12  13     9     6     9    8  
     How feasible is it to implement this                                 
                 improvement?                   8   7    11    10    13    8  

53. Applies only to Designated Engineering Representatives (DER): Make the
selection and oversight process for company DERs the same as for
consultant DERs.

    How important is it to implement this                               
                 improvement?                5    4    12     8     7    16   
     How feasible is it to implement this                               
                 improvement?                0    2     8    14    11    17   

54. Limit the ability of designees to contest their removal.

    How important is it to implement this                                
                 improvement?                  20  15     9     7    4    6   
     How feasible is it to implement this                                
                 improvement?                   7   7    18    12    9    7   

           Addressing Weaknesses with or Otherwise Improving Training

55. Improve availability of training for FAA inspectors and engineers to
advance technical competence related to oversight of designees.

    How important is it to implement this                                 
                 improvement?                2    4    8    20    22   3    3 
     How feasible is it to implement this                                 
                 improvement?                1    1    7    30    16   3    4 

56. Ensure standard training of designees within specific specialties to
improve consistency of their work.

    How important is it to implement this                                 
                 improvement?                1    3    14    20   20   0    4 
     How feasible is it to implement this                                 
                 improvement?                1    3     9    24   20   1    4 

57. Require consistent training for all designees with the same skill
designation to improve the consistency among designees.

How important is it to implement this
improvement? 1 6 13 27 13 0 2

(Continued From Previous Page)

                       Improving FAA's designee programs

How feasible is it to implement this
improvement? 0 5 6 31 16 1

58. Increase number of subject matter workshops for designees, with
instruction provided by industry experts, FAA specialists, engineers, and
designees.

     How important is it to implement this                               
                 improvement?                 1    5    11    23    17    1   
     How feasible is it to implement this                                
                 improvement?                 0    1    13    22    20    2   

59. Require FAA inspectors and engineers to receive recurrent training
related to the oversight of designees.

     How important is it to implement this                               
                 improvement?                 2    3    14    22    14    3   
     How feasible is it to implement this                                
                 improvement?                 1    2    10    27    14    4   

60. Require additional training for designees in regulations that apply to
their work.

    How important is it to implement this                                
                 improvement?                  1  10    14    22     9    2   
     How feasible is it to implement this                                
                 improvement?                  0   0    10    32    15    2   

61. Improve and expand designee training, including routine skills
testing.

    How important is it to implement this                                
                 improvement?                  2  11    11    16    15    2   
     How feasible is it to implement this                                
                 improvement?                  2   4    13    24    12    3   

62. Have experienced designees mentor designee candidates.

     How important is it to implement this                               
                 improvement?                 3    6    19    23     6    1   
     How feasible is it to implement this                                
                 improvement?                 2    3    18    18    15    1   

63. Make the training and standardization seminar for designees an annual
requirement.

    How important is it to implement this                                 
                 improvement?                9    5    15    13   15   1    4 
     How feasible is it to implement this                                 
                 improvement?                4    3    11    23   16   1    4 

64. Applies only to Designated Alteration Station (DAS): Require
additional training for FAA inspectors and engineers in areas such as
designee selection and oversight, regulations that pertain to the
activities of designees, and the recognition of a management structure
that provides appropriate direction and support for DAS operations.

    How important is it to implement this                                
                 improvement?                1    2    6   10   13   18    12 
     How feasible is it to implement this                                
                 improvement?                0    2    6   11   14   18    11 

               Source: GAO analysis of expert panel information.

Appendix V

                     GAO Contacts and Staff Acknowledgments

GAO Contacts	JayEtta Z. Hecker (202) 512-2834 Gerald Dillingham (202)
512-2834 Teresa Spisak (202) 512-3952

Staff 	In addition to the above individuals, Howard Cott, Colin Fallon,
Isidro Gomez, Curtis Groves, Brandon Haller, David Hooper, Jennifer Kim,
Rosa

Acknowledgments	Leung, Elizabeth A. Marchak, and Larry Thomas made key
contributions to this report.

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Feb. 25, 1994).

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Oversight Team Report (Washington, D.C.: Oct. 11, 1994).

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