Justice Prisoner and Alien Transportation System (2024)

Pursuing a bi-annual Aviation Resource Management Survey by the General Services Administration Interagency Committee of Aviation Policy for an independent assessment of the program.

Reviewing and analyzing current baseline metrics and targets quarterly to ensure that JPATS is meeting or exceeding current performance measures.

Measure: Average age of JPATS owned (in use) aircraft (years)

Explanation:As the aircraft age, the cost to maintain increases and availability decreases due to increased maintenance required.

Measure: Average cost per hour for large aircraft

Explanation:Represents the average cost-per-hour for large (75-140 passengers) aircraft. Prior to setting any outyear targets, JPATS requests customer projection of services required (how many flight hours needed). Further, the analysis performed to project future costs includes inflationary factors including pay raises for full-time equivalents (FTE), inflation factors for non-labor categories (i.e. aircraft leases, space rental, etc.) and other factors such as the dramatic increases now being seen in fuel. As over 70% of JPATS work is being performed by contract, costs are tied closely to inflationary indexes, especially in theAircraft Lease and Fuel categories.

Measure: Average cost per hour for small aircraft

Explanation:Represents the average cost-per-hour for small (8-50 passengers) aircraft. Prior to setting any outyear targets, JPATS requests customer projection of services required (how many flight hours needed). Further, the analysis performed to project future costs includes inflationary factors including pay raises for full-time equivalents (FTE), inflation factors for non-labor categories (i.e. aircraft leases, space rental, etc.) and other factors such as the dramatic increases now being seen in fuel. As over 70% of JPATS work is being performed by contract, costs are tied closely to inflationary indexes, especially in theAircraft Lease and Fuel categories.

Measure: Percent of time JPATS owned aircraft not available to fly due to unscheduled maintenance

Explanation:Unscheduled maintenance causes decreased ability to meet mission goals along with increased operating costs.

Measure: Number of accidents involving JPATS aircraft

Explanation:Incident reports are filled out and tracked whenever a critical event occurs, such as a prisoner escape or flight accident.

Measure: Number of escapes from JPATS aircraft

Explanation:Incident reports are filled out and tracked whenever a critical event occurs, such as a prisoner escape or flight accident.

Is the program purpose clear?

Explanation: The JPATS purpose is to support the Federal Judiciary by scheduling and securely and safely transporting prisoners to courts and detention facilities around the country, including sentenced prisoners who are in the custody of the Bureau of Prisons, Immigration and Customs Enforcement (ICE) criminal and administrative aliens, and United States Marshals Service (USMS) prisoners. JPATS also provides regular international flights for the removal of deportable aliens and occasional movements for state, local and other Federal agencies.

Evidence: Public Law 105-277, 18 U.S.C. 4013, USMS Pub NO. 21-G.

Does the program address a specific and existing problem, interest, or need?

Explanation: In 1979, the Marshals Service established the National Prisoner Transportation System (NPTS) to coordinate the movement of prisoners over large distances for the Marshals Service and BOP throughout the nation. At the time, NPTS was scheduling approximately 30,000 Marshals Service and BOP prisoner movements annually. JPATS moved over 300,000 prisoners and detainees in FY2005. JPATS reduces the potential threat to the public, while at the same time achieving economies of scale by transporting prisoners through larger conveyances. In the absence of JPATS, Federal detainees would have to be transported on a more individual basis, requiring significantly more law enforcement personnel, in some cases on public carriers, on potentially longer trips.

Evidence: FY2007 Presidents budget, GPRA Performance Tables, USMS 2006-2010 Strategic Plan.

Is the program designed so that it is not redundant or duplicative of any other Federal, state, local or private effort?

Explanation: JPATS was formed specifically to eliminate duplication of effort in the transportation of those in Federal custody over large distances. In 1995, the air fleets of the USMS and INS merged to create JPATS in order to create a more efficient and effective system for transporting prisoners and criminal aliens. There are no other aviation prisoner transportation systems in the United States except JPATS at this time. JPATS is more efficient and secure than other methods because of the economies of scale achieved through transporting many prisoners at once and the absence of public exposure to the prisoner. State and Local agencies transport prisoners by either chartering an aircraft or placing the prisoner on a commercial aircraft with 2 officers.

Evidence: In August 1994, the Attorney General (AG) directed the merger of the U.S. Marshals Service, National Prisoner Transportation System and the Immigration and Naturalization Service, Air Transportation Branch into one single entity to form the Justice Prisoner and Alien Transportation System. This merger was accomplished on October 1, 1995 (FY96) and placed under USMS management. Excerpt from FY1997 USMS Budget Request.

Is the program design free of major flaws that would limit the program's effectiveness or efficiency?

Explanation: The program design is free of major flaws. The JPATS program is carried out by the USMS with guidance and oversight from the customer agencies. JPATS uses a combination of transportation strategies to ensure the most efficient application of resources. Additionally, JPATS operates under a revolving fund where the customer agencies reimburse JPATS for all expenses related to the services they use. This mechanism increases JPATS efficiency since JPATS is run like a business and must be responsive to the customer agencies such as the BOP and ICE. This type of funding structure allows JPATS to be responsive and effectively target its resources towards its mission. In March of 2002, PriceWaterhouseCoopers (PWC Consulting) completed a cost study on JPATS to determine whether JPATS was obtaining full cost recovery of the transportation services provided to customers and also if the current business method was appropriate, equitable and defensible. The final determination was that JPATS needed to bill each customer by a full cost per flying hour utilizing an activity based costing methodology. Beginning in October 2005, JPATS moved into final compliance with this recommendation by instituting a full cost per flying hour per service type.

Evidence: JPATS has set up the JPATS Executive Committee (JEC) with representatives from the customer agencies and the Assistant Attorney General for Administration. This committee normally meets quarterly (twice a year is the minimum by the original charter) to address any issues that might go beyond daily policies and procedures. Original JEC Charter, Draft revised JEC Charter, Activity Based Cost Study of JPATS.

Is the program design effectively targeted so that resources will address the program's purpose directly and will reach intended beneficiaries?

Explanation: All funds received by JPATS are expended on the secure transportation of Federal detainees. JPATS has only one mission so there are not competing or conflicting priorities. The JEC meets quarterly to define, allocate and effectively target resources through review of cost, schedules and performance data. This quarterly process ensures JPATS is actively targeting its resources towards its most critical needs throughout the year.

Evidence: The JEC meeting minutes of September 13, 2005 outlining the JPATS pricing policy. FY2007 President's Budget.

Does the program have a limited number of specific long-term performance measures that focus on outcomes and meaningfully reflect the purpose of the program?

Explanation: JPATS long-term performance measures directly tie to its mission, major functions, and budget. For example, JPATS has 2 long-term outcome measures that reflect the purpose of the program, which is to provide for the safe and secure transport of prisoners over large distances. These measures include zero escapes and zero accidents involving JPATS airplanes.

Evidence: USMS Strategic Plan 2006-2010, FY2007 President's Budget, GPRA Performance Tables.

Does the program have ambitious targets and timeframes for its long-term measures?

Explanation: JPATS has set ambitious goals for its long term outcome goals by targeting zero escapes and zero accidents. Additionally, through its strategic planning process, the USMS has set a 97% aircraft availability as its long term goal. JPATS is developing a certification program to promote safety and ensure the security of prisoners/detainees during transportation. This program in conjunction with reviews of airworthiness and action plans to reduce delays will assist JPATS in reducing downtime and preventing accidents and escapes.

Evidence: FY2007 President's Budget, GPRA Performance Tables, USMS Strategic Plan 2006-2010.

Does the program have a limited number of specific annual performance measures that can demonstrate progress toward achieving the program's long-term goals?

Explanation: JPATS annual measures are discrete, measureable, and relevant to the program's mission. JPATS has 3 annual performance measures. They include the average age of aircraft operated by JPATS, average cost per hour for large aircraft and average cost per hour for small aircraft. Older aircraft have a greater potential for breaking down, or being involved in accidents. Operating the most efficient aircraft and maximizing the prisoner load per trip will reduce the number of hours required to transport an increasing number of prisoners, reduce the potential number of accidents or opportunities to escape and reduce the cost per hour.

Evidence: See data provided in the measures section. JPATS accomplished more prisoner air movements in less hours in FY 2005 than in FY2004. Additionally the average cost per hour for small aircraft went down in FY2005 from FY2004, although the average cost per hour for large aircraft went up. The primary reason for the increase in large aircraft operations is the significant increases in fuel and initial lease costs. FY2007 President's Budget, GPRA Performance Tables, USMS Strategic Plan 2006-2010.

Does the program have baselines and ambitious targets for its annual measures?

Explanation: JPATS has baselines for all annual performance measures and has set aggressive annual targets. For example, JPATS baseline for costs per hour is set at the 2006 target which incorporated the increased fuel costs. Cost targets for the out years are reduced from the baseline. Targeted average cost per movement on large and small aircraft decreased 2% each in FY2007 targets from FY2006 targets set in the FY 2007 President's budget.

Evidence: See data provided in the measures section. FY2007 President's Budget, GPRA Performance Tables, USMS Strategic Plan 2006-2010.

Do all partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) commit to and work toward the annual and/or long-term goals of the program?

Explanation: JPATS has a working partnership with its customer agencies--the U.S. Marshals Service, Bureau of Prisons, Immigration and Customs Enforcement and, on a limited basis, State, local and other Federal agencies. A new Charter and MOU is currently under review by all JPATS customer agencies including USMS, BOP, ICE and OFDT. Cooperative agreements with Non-Federal entities are required prior to utilization of JPATS resources. Additionally, JPATS contracts with the Federal Aviation Administration (FAA) for the maintenance of its aircraft. The JEC meets regularly to review and resolve any and all JPATS performance issues. The contract with FAA specifies performance, cost, and schedule targets to ensure JPATS goals are accomplished.

Evidence: Draft revised Memorandum of Understanding (MOU) Between DOJ, OFDT, ICE/DHS, BOP & USMS. Aircraft maintenance contract with the FAA. Original JEC Charter, Draft revised JEC Charter.

Are independent evaluations of sufficient scope and quality conducted on a regular basis or as needed to support program improvements and evaluate effectiveness and relevance to the problem, interest, or need?

Explanation: JPATS has been the subject of numerous external evaluations, was reviewed by GAO in 2004, is currently under Inspector General Review, and also is undergoing the annual independent financial management review. These reviews have resulted in recommendations that are subsequently implemented. JPATS also conducts an annual Internal Management Control Review to assess all areas of JPATS performance including mission performance, customer satisfaction and fiscal execution.

Evidence: JPATS has been the subject of 32 external reviews since 1983, including a GAO study in 2004, and independent financial management review by Cotton & Company. List of studies, reviews, and audits of JPATS 1983-2005. Excerpt from GAO study of Federal aircraft programs. Cotton & Company Independent audit opinion report. Sample JPATS Internal Management Control Review (IMCR) Documentation and Corrective Action Plan.

Are Budget requests explicitly tied to accomplishment of the annual and long-term performance goals, and are the resource needs presented in a complete and transparent manner in the program's budget?

Explanation: Although JPATS is a Revolving Fund, a formal budget is submitted which shows the link to performance goals and budget exhibits displaying cost breakouts, expenditures and staffing. JPATS utilizes an Activity Based Cost method to ensure total cost recovery for the operation of JPATS. Projected costs of operations for each type of aircraft at each location is broken out and a unit rate per flight hour is developed in accordance with the flight hours projected by each customer. Each customer is charged a unit cost rate based on the number of flight hours and percentage of seats they actually utilize from the available JPATS aircraft flights.

Evidence: JPATS utilizes activity based costing for establishing unit rates (cost per flight hour) per product line (type of aircraft by location) per OMB Circular A-126 direction for cost reimbursem*nt. FY2007 President's Budget, GPRA Performance Tables, USMS Strategic Plan 2006-2010.

Has the program taken meaningful steps to correct its strategic planning deficiencies?

Explanation: Strategic planning deficiencies within JPATS are identified and addressed at multiple levels. At the highest level, JPATS leadership works cooperatively with USMS leadership to collaboratively establish goals and objectives for JPATS within USMS' current Strategic Plan. These efforts ensure that senior JPATS leadership is aware of Strategic Planning initiatives that have impact on the JPATS mission. Within the program itself, the JEC meets to implement and execute the Plan against which results are continuously monitored. For example, with the creation of the USMS Strategic Plan 2006-2010, JPATS has outlined steps to address areas where program improvement may be achieved and has incorporated existing performance measures and goals. Additionally, JPATS strategic planning elements are also being incorporated into the Office of the Federal Detention Trustee (OFDT) Strategic Plan. JPATS also conducts and reports on an internal controls self assessment annually using the OMB circular A-123.

Evidence: USMS Strategic Plan 2006-2010. JEC Charter. Sample JPATS Internal Management Control Review (IMCR) Documentation and Corrective Action Plan.

Has the agency/program conducted a recent, meaningful, credible analysis of alternatives that includes trade-offs between cost, schedule, risk, and performance goals, and used the results to guide the resulting activity?

Explanation: JPATS performs cost benefit analysis for all newly proposed operations for inclusion in funding requests. JPATS partnered with an independent private entity to analyze alternatives prior to the procurement of aircraft for the its newly established Caribbean operation. JPATS is also finalizing a Capital Asset Review Board responsible for the planning and project prioritization of capital acquisitions for inclusion in the JPATS capital asset portfolio. Finally, JPATS recently conducted a cost benefit analysis to determine the feasibility of guard company contracts versus specific individual Aviation Security Officer service contracts. The Guard Contract Feasibility Study determined that individual Aviation Security Officer service contracts were more economically feasible than guard company contracts.

Evidence: All proposed procurement projects are analyzed for established cost thresholds. Alternatives include standard aviation industry criteria for maintenance, capacity, and expected operating costs as indicated in the Caribbean Cost Benefit analysis. The JPATS Capital and Investment Program establishes the framework vital to maintain the infrastructure supporting the JPATS's mission of prisoner movement in the most secure, efficient way possible for our customers. Aircraft Fleet Plan for JPATS Caribbean Mission by Conklin & de Decker Aviation Consulting. Guard Contract Cost Feasibility Study. JPATS program directive on acquisition review process for capitalized assets. Request form for New equipment/capital improvement.

Does the agency regularly collect timely and credible performance information, including information from key program partners, and use it to manage the program and improve performance?

Explanation: JPATS uses an automated prisoner movement request and tracking system and a management information system which tracks aspects of operations including flight hours, aircraft lease information, human resource information, and revenue tracking. These systems provide real time information which is reviewed, analyzed and provided to management and customer agencies for performance reporting requirements such as the DOJ quarterly status report. These figures are also used to assist in determining future performance targets. Additionally, the JPATS Executive Committee (JEC) and the JPATS working group (JWG) meet on a regular basis to review program performance and make recommendations for improvements. Performance information is provided quarterly and as requested to the JEC and the JWG. Additionally, JPATS expected value management reports of the management information system identifies the projected rate per hour of flight versus the actual rate per hour of flight for each of its aircraft at each facility on a monthly basis. This system allows JPATS to adjust flight schedules, determine whether contract employees are needed, and determine whether other modifications in operations can be pursued to get on track with cost and performance targets, as necessary.

Evidence: The DOJ Quarterly Status Report. Original JEC Charter, Draft revised JEC Charter. Automated Prisoner Scheduling System (APSS) database. JPATS Cost Accounting System (JCAS) database. Earned Value Business Model presentation.

Are Federal managers and program partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) held accountable for cost, schedule and performance results?

Explanation: On June 30, 2004, the Attorney General transmitted decisions on the SES Performance-based Pay System to OPM and OMB with the Human Capital Report, including a generic work plan for all Departmental SES members, with accompanying Performance"contract" that must explicitly relate to the Department's, the President's or the AG's defined goals. By Dec 30, 2004, all DOJ components certified to the AG that all SES and direct report performance workplans are in place. Program partners are held responsible by MOU and regular billing procedures. Additionally, JPATS works with its customer agencies to conduct prisoner movements by ground when that is the most cost effective or timely manner of accomplishing the transport. The vendor utilized for air leases by JPATS is held to aircraft availability performance standards.

Evidence: The (JEC) meets on a regular basis to review program performance and make recommendations for improvements. The JEC is comprised of members of each customer agency, the Detention Trustee and the Assistant Attorney General for Administration for DOJ. Sample JPATS performance contract for management. Short Term Aircraft Lease Contract which is used to obtain large (over 50 passenger) aircraft for JPATS operational use. Memorandum of Understanding (MOU) Between DOJ, ICE/DHS, BOP & USMS. Draft revised Memorandum of Understanding (MOU) Between DOJ, OFDT, ICE/DHS, BOP & USMS. Original JEC Charter, Draft revised JEC Charter.

Are funds (Federal and partners') obligated in a timely manner, spent for the intended purpose and accurately reported?

Explanation: JPATS operates under a revolving fund and is funded strictly by reimbursem*nt for services provided. JPATS coordinates with their primary customers on the amount of hours each customer anticipates flying and any special requirements they may have prior to the beginning of each fiscal year. JPATS uses these requirements to project the total cost of doing business and develops a full cost recovery rate per flight hour. Utilizing the cost per flight hour rate, JPATS charges each customer for the use of JPATS services. These charges are billed on a monthly basis against the reimbursable agreement executed with each customer (USMS, BOP, ICE and other federal entities such as WITSEC and DOD).

Evidence: Authorization to Obligate funds in FY 2006, SF132, DOJ 231. Public Law 105-277, DOJ quarterly status report. FY2007 President's Budget, GPRA Performance Tables. The JEC Committee Meeting minutes of September 13, 2005 outlining the JPATS Pricing Policy.

Does the program have procedures (e.g. competitive sourcing/cost comparisons, IT improvements, appropriate incentives) to measure and achieve efficiencies and cost effectiveness in program execution?

Explanation: JPATS performs cost-benefit analysis and life cycle cost analysis to determine the cost effectiveness of its current aircraft fleet as well as aircraft replacement alternatives (Short term lease and currently a long term lease project). JPATS also performs cost benefit analysis for all proposed new operations for inclusion in funding requests (Caribbean operation study - 2003/4). Cost-benefit analysis is developed on individual components of the JPATS operation to measure efficiencies and cost effective program execution. JPATS utilizes the JPATS Cost Accounting System (JCAS) as a management and financial tool to monitor flight hours, prisoner movements, revenue data and financial execution. JPATS follows the USMS System Change Request (SCR) procedures for any changes to its automated systems. These procedures address computer security and enterprise architecture requirements. Specifically, JPATS measure/tracks cost efficiencies and effectiveness through its average cost per flight hour and % time JPATS aircraft not available to fly due to unscheduled maintenance.

Evidence: The Aging aircraft issues report by Conklin & de Decker Aviation Consulting. USMS System Change Request (SCR) for IT systems. FY2007 President's Budget, GPRA Performance Tables. The DOJ Quarterly Status Report. The Aircraft Fleet Plan for JPATS Carribean Mission. Short Term Aircraft Lease.

Does the program collaborate and coordinate effectively with related programs?

Explanation: JPATS works closely, at the HQ and operational levels, with ICE, BOP, USMS, OFDT, DOJ and other state, local, and other federal organizations in order to effectively and safely transport prisoners and detainees. JPATS coordinates with these agencies upon receipt of a long distance transportation request. Through this coordination, the most cost effective mode of transport is determined for all agencies involved, thereby saving all entities (federal/state/local) money.

Evidence: Sample Reimbursable Agreements (RA) with customer agencies. Sample Cooperative Prisoner Transportation Agreement signed by Non-Federal entities. Draft revised Memorandum of Understanding (MOU) Between DOJ, OFDT, ICE/DHS, BOP & USMS. Original JEC Charter, Draft revised JEC Charter.

Does the program use strong financial management practices?

Explanation: JPATS received an unqualified audit opinion and currently has zero material weaknesses to address related to the mission of this program. JPATS performs a 100% review of all treasury schedules and IPAC (Intra-Governmental Payment and Collection) payments. JPATS currently has 11 Budget and Financial draft directives under review to address issues identified by JPATS. JPATS provides a detailed spending plan to each customer agency annually or as needed due to changes in operational costs. JPATS also submits timely quarterly financial information to DOJ through the quarterly status report process.

Evidence: Electronic Certification System (ECS) report. JPATS Budget and Financial draft directives for standardization of fiscal processes. DOJ Quarterly Status Report.

Has the program taken meaningful steps to address its management deficiencies?

Explanation: JPATS annually conducts an Internal Management Control Review (IMCR) of each program area. A certification of compliance and corrective action plan with target dates is signed by the Assistant Director for JPATS, as required through the OMB circular A-123. For example, a recent IMCR review found inadequate oversight of collateral duty assignments and that training for employees assigned collateral duties was not being documented. JPATS management corrected these issues within 6 weeks by ensuring all collateral duites were properly documented and identification and documentation training occurred for employees assigned collateral duties.

Evidence: Sample Internal Management Control Review (IMCR) Documentation and corrective action plan.

Is the program managed by maintaining clearly defined deliverables, capability/performance characteristics, and appropriate, credible cost and schedule goals?

Explanation: JPATS has established a rigorous criteria for the evaluation of aircraft procurement. As seen in the Caribbean Study, the initial evaluation for the procurement of aircraft was established in 2003, updated in 2004 and finalized in 2005 in order to obtain the most current aviation industry standards for the evaluation of alternatives. This criteria mirrors private sector industry standards. During the acquisition of large aircraft in support of customer identified requirements, JPATS utilizes performance based, firm fixed price contracts to stabilize prices over the period of the Short Term Lease. These contracts, with their strict performance metrics, enable JPATS to successfully exceed air movement goals and provide cost effective methods of moving large quantities of prisoners and detainees.

Evidence: Acquisition of aircraft for JPATS is based on standardized aviation criteria utilizing industry standard methods for determining cost estimates and schedules. Short Term Aircraft Lease. Aircraft Fleet Plan for JPATS Carribbean Study. JPATS Program Directive on Acquisition Review Process for Capitalized Assets. Request form for New Equipment/Capital Improvement.

Has the program demonstrated adequate progress in achieving its long-term performance goals?

Explanation: JPATS continues to make progress toward its long range goal of safely and efficiently transporting Federal detainees and prisoners. By looking at trend data, JPATS is conducting more air movements, moving more Federal prisoners and detainees while having a lower percentage of time that JPATS owned aircraft are not available due to unscheduled maintenance. JPATS has achieved its long term goal of zero escapes and continues to maintain an ambitious target of zero for this performance measure.

Evidence: FY2007 President's Budget, GPRA Performance Tables. DOJ Quarterly Status Report.

Does the program (including program partners) achieve its annual performance goals?

Explanation: JPATS achieved 2 of its 3 annual performance goals listed in FY 2005.

Evidence: FY2007 President's Budget, GPRA Performance Tables. DOJ Quarterly Status Report.

Does the program demonstrate improved efficiencies or cost effectiveness in achieving program goals each year?

Explanation: In FY 2005, JPATS met all of its performance targets for its three established efficiency measures. All three of JPATS efficiency measures: Average cost per hour for large aircraft; Average cost per hour for small aircraft; and Percent of time JPATS owned aircraft not are not available to fly due to unscheduled maintenance. All measures are aimed at increasing the ability to meet mission objectives while decreasing operating costs. JPATS is having success in lowering average cost per hour for example, as the data shows, JPATS accomplished more prisoner air movements in fewer flight hours in FY 2005 than in FY 2004 while stillmeeting cost per hour targets.

Evidence: FY2007 President's Budget, GPRA Performance Tables. DOJ Quarterly Status Report.

Does the performance of this program compare favorably to other programs, including government, private, etc., with similar purpose and goals?

Explanation: No other Federal, State or Local entity performs a similar mission as does JPATS. JPATS was created specifically to combine Federal detainee transport programs within the DOJ to create the most effective way of transporting detainees over large distances.

Evidence: Public Law 105-277, 18 U.S.C. 4013, USMS Pub NO. 21-G.

Do independent evaluations of sufficient scope and quality indicate that the program is effective and achieving results?

Explanation: During the PriceWaterhouseCoopers (PWC Consulting) review in 2002, it was suggested that JPATS utilize an activity based cost method to charge customers for services provided. JPATS has implemented this concept within the A-126 framework with our price per flight hour by aircraft type/location. JPATS is under Inspector General review of all JPATS program areas. JPATS has no major deficiencies noted at this time and the majority of the recommendations had already been put into place prior to the initial brief.

Evidence: Budget Rate Sheet for FY2006 execution. List of studies, reviews, and audits of JPATS 1983-2005. JEC Meeting minutes.

Were program goals achieved within budgeted costs and established schedules?

Explanation: JPATS operational requirements, effectiveness and efficiencies were all considered as part of the established schedule for aircraft lease procurement for Short Term Leases. These leases are under the budgetary threshold initially established. Although these leases were delayed several days from initial schedule due to inclement weather and prelease inspection discrepancies, they have continued to be a valuable component of JPATS ability to meet mission goals.

Evidence: The Short Term Aircraft Lease.