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  • Formaat: 114 pages
  • Ilmumisaeg: 29-Jul-2013
  • Kirjastus: National Academies Press
  • Keel: eng
  • ISBN-13: 9780309286510

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Within the Federal Aviation Administration (FAA), the Airway Transportation System Specialists ATSS) maintain and certify the equipment in the National Airspace System (NAS).In fiscal year 2012, Technical Operations had a budget of $1.7B. Thus, Technical Operations includes approximately 19 percent of the total FAA employees and less than 12 percent of the $15.9 billion total FAA budget. Technical Operations comprises ATSS workers at five different types of Air Traffic Control (ATC) facilities: (1) Air Route Traffic Control Centers, also known as En Route Centers, track aircraft once they travel beyond the terminal airspace and reach cruising altitude; they include Service Operations Centers that coordinate work and monitor equipment. (2) Terminal Radar Approach Control (TRACON) facilities control air traffic as aircraft ascend from and descend to airports, generally covering a radius of about 40 miles around the primary airport; a TRACON facility also includes a Service Operations Center. (3) Core Airports, also called Operational Evolution Partnership airports, are the nation's busiest airports. (4) The General National Airspace System (GNAS) includes the facilities located outside the larger airport locations, including rural airports and equipment not based at any airport. (5) Operations Control Centers are the facilities that coordinate maintenance work and monitor equipment for a Service Area in the United States. At each facility, the ATSS execute both tasks that are scheduled and predictable and tasks that are stochastic and unpredictable in. These tasks are common across the five ATSS disciplines: (1) Communications, maintaining the systems that allow air traffic controllers and pilots to be in contact throughout the flight; (2) Surveillance and Radar, maintaining the systems that allow air traffic controllers to see the specific locations of all the aircraft in the airspace they are monitoring; (3) Automation, maintaining the systems that allow air traffic controllers to track each aircraft's current and future position, speed, and altitude; (4) Navigation, maintaining the systems that allow pilots to take off, maintain their course, approach, and land their aircraft; and (5) Environmental, maintaining the power, lighting, and heating/air conditioning systems at the ATC facilities. Because the NAS needs to be available and reliable all the time, each of the different equipment systems includes redundancy so an outage can be fixed without disrupting the NAS. Assessment of Staffing Needs of Systems Specialists in Aviation reviews the available information on: (A) the duties of employees in job series 2101 (Airways Transportation Systems Specialist) in the Technical Operations service unit; (B) the Professional Aviation Safety Specialists (PASS) union of the AFL-CIO; (C) the present-day staffing models employed by the FAA; (D) any materials already produced by the FAA including a recent gap analysis on staffing requirements; (E) current research on best staffing models for safety; and (F) non-US staffing standards for employees in similar roles.
Acronyms and Abbreviations xv
Summary 1(10)
1 Background and Overview
11(8)
Introduction
11(3)
Airway Transportation Systems Specialists
12(2)
Roles and Duties
14(1)
Origin of Study and Statement of Task
14(1)
Scope and Committee Approach
15(2)
Importance of Human-Systems Integration
17(1)
Structure of This Report
17(2)
2 Work Environment Considerations for Airway Transportation Systems Specialists
19(22)
Overview
19(7)
Discipline Types and Staff Substitutions
21(4)
Evolving Systems and Services
25(1)
Acknowledged Problem Areas in the ATSS Work Environment
26(6)
Needs Identified by ATSS Stakeholders
27(3)
Other Issues That Impact the Workload and Staffing of ATSS Personnel
30(1)
Needs Identified by Other Stakeholders
31(1)
Major Drivers Behind ATSS Staffing Needs
32(3)
The Next Generation Air Transportation System
32(1)
Aging Workforce and Succession Planning
33(1)
External Influences
33(1)
Internal Influences
34(1)
Other Considerations for an ATSS Staffing Model
35(6)
Performance Measures
35(1)
Risk Assessments
35(2)
Tracking Maintenance Activities
37(1)
Balancing Budgetary Priorities
38(1)
Staffing Model Considerations
38(1)
Implications for Staffing Models
39(1)
Summary
40(1)
3 Considerations in Creating a Staffing Model
41(23)
Workforce Modeling as Part of a Larger Cycle of Workforce Planning
41(2)
Value of Practical Models for ATSS Personnel
43(1)
Conceptual Approach to Modeling Used by the Committee
44(16)
Comprehensive Study Design Process
44(6)
Key Model Considerations
50(10)
Quality Factors
60(1)
Summary and Criteria for Assessing Modeling
60(4)
4 Faa Approaches to Estimating Staffing of Airway Transportation Systems Specialists
64(15)
History of FAA Modeling Efforts for ATSS Staffing
65(2)
WSSAS Staffing Model
65(1)
Tech Ops District Staffing Model
65(1)
Staffing Approach by Grant Thornton-Led Study Team
66(1)
Comparison Between Current and Past Models
67(6)
Findings and Conclusions on WSSAS
67(1)
Findings and Conclusions on the Tech Ops District Model
67(5)
Findings and Conclusions on the Grant Thornton Approach
72(1)
Potential Alternative Modeling Approaches
73(2)
Other FAA Staffing Models
73(1)
U.S. Air Force Staffing Models
74(1)
Other Potentially Relevant Models
74(1)
A Logical Approach to a New Model for ATSS
75(2)
Summary and Recommendations
77(2)
5 Implementation and Sustainablitily of the Staffing Model
79(8)
Timeline
79(5)
FAA Staff
84(1)
Equipment and Other Resources
85(1)
Funding
85(1)
Conclusion
86(1)
REFERENCES
87(6)
APPENDIXES
A Committee Biographies
93(3)
B Open Session Speakers
96