Acquisition Executive Board (AEB)

Acquisition Executive Board (AEB)

1 - Purpose:

The Acquisition Executive Board (AEB) is the primary executive-level corporate FAA body to assist and support the FAA Federal Acquisition Executive (FAE) and the Joint Resources Council (JRC) in establishing, changing, communicating, and implementing acquisition policy, practices, procedures and tools.


2 - Authority:

The AEB is authorized by the FAA Federal Acquisition Executive (FAE). The Charter shall be changed only upon recommendation and approval by the FAE.


3 - Responsibilities:

The AEB serves as the one body that authorizes development and implementation of acquisition management policy, process, practices, procedures, tools, and training at all levels.

3.1. The AEB oversees the complete institutionalization of Acquisition Best Practices.

3.2. The AEB evaluates and approves proposals to change or implement new acquisition management practices, policies, and procedures. For approved proposals the AEB Charters and resources cross-functional work groups to conduct feasibility and cost/benefit analyses for proposed practices, policy, and procedure changes.

3.3. The AEB serves as a single control point for all internal and external communications for acquisition management and implementation.

3.4. The AEB provides direction and oversight to several subordinate boards that affect policy, process, practices, procedures, tools, and training including the Acquisition System Advisory Group (ASAG), and the EVM Council. Additionally, the AEB directs, controls, and approves all compliance processes associated with execution of any aspect of AMS. Appendix B illustrates the relationship.

3.5. The AEB defines the criteria for acquisition levels which determine and guide all subsequent reporting and management activities associated with a given program.

3.6. The AEB works with the Acquisition Workforce Council, and other FAA boards as appropriate, to ensure alignment between the acquisition management practices, policy, and procedures and the knowledge, skills and abilities required to manage programs.

3.7. The AEB approves all product formats to be used in all program reviews: including but not limited to: Capital Investment Team, Service Level Reviews, and JRC Secretariat.

3.8. To establish acquisition policy and/or commitments on behalf of the FAA, the AEB interfaces on behalf of programs with external stakeholders including the Office of Inspector General (OIG), the Office of Management and Budget (OMB), and the Government Accountability Office (GAO). Appendix B illustrates the relationship.


4 - Membership:

The AEB is a corporate, cross-organizational body, chaired by the FAE or his/her designee. Members include directors of programs and support service units:

Acquisition and Business Services (ATO-A), Aviation Safety (AVS), En Route and Oceanic Services (ATO-E), Finance (ATO-F), Financial Services (ABA), Information Services/Chief Information Office (AIO/CIO), Operations Planning (ATO-P), Regions and Centers (ARC), System Operations Services (ATO-R), Technical Operations Services (ATO-W), and Terminal Services (ATO-T). Although the Office of the Chief Counsel (AGC) is not a member of the AEB, AGC will be consulted as needed.

Only principals can serve on the AEB. If a member is not able to attend an AEB meeting, the AEB member can delegate attendance to another person; however, the AEB member can delegate voting only to other principals.


5 - AEB Administration:

5.1. The AEB Chair will designate an organization to be responsible for supporting the AEB with the execution of its responsibilities. The designated organization will be responsible for:

  • Preparing agenda and formal meeting minutes;
  • Supporting the AEB review process including prescreening of submissions, preparing information for review, addressing and recommending resolutions to comments and feedback on proposed new practices or changes to existing ones
  • Working with practices work groups to ensure adherence to a standard practice definition, ensuring that policy, process, procedures, tools and training are aligned and presented in a common format
  • Supporting the AEB decision-making process by researching and analyzing issues
  • Facilitating and support the AEB meetings, decision-making process including preparing documentation to present to the Executive Council as required
5.2. AEB Decision-Making Process: The AEB shall use a consensus model for decision-making. The AEB defines consensus as: A state of mutual agreement where all legitimate concerns of AEB members have been addressed to the satisfaction of the AEB. Agreement is not conformity or everyone agrees about everything. Rather, agreement is a decision that all AEB members will fully support. Agreements are reached when a quorum, more than 50% of AEB members, vote in favor of a particular motion. If the AEB is unable to come to agreement through a quorum, the AEB Chair will consult with the Executive Council. The AEB Chair has responsibility for ensuring appropriate stakeholders are involved.

5.3. Documentation: Meeting notes shall be kept and distributed as the official record of decisions made by the AEB.