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Measuring ATM Performance in a Performance-Based Organization May 2002 William Voss Director Terminal Business Unit (ATB)

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Presentation on theme: "Measuring ATM Performance in a Performance-Based Organization May 2002 William Voss Director Terminal Business Unit (ATB)"— Presentation transcript:

1 Measuring ATM Performance in a Performance-Based Organization May 2002 William Voss Director Terminal Business Unit (ATB)

2 2 Agenda Why the FAA choice to move to become a Performance-Based Organization (PBO) Measuring success in a PBO bureaucracy versus a PBO public, financial and customer perspectives Balanced-scorecard concepts in the public sector Measuring implementation of strategic objectives Forecasting the impact of change Turning alternative ATM operational concept analysis outward in support of public and customer perspectives.

3 3 Current Situation Overview: In October 2000, the FAA began a journey towards becoming a PBO FAA will split into two fundamentally separate portions. FAA Home Office will have FAA regulatory responsibilities Air Traffic Organization (ATO) will be responsible for the Nations air traffic control system and be a PBO ATO will include most of the FAAs existing employees Current Situation: Design work for the formation of the ATO is complete ATO measures have been defined Process by which the FAA Home Office will regulate the ATO is under development First business unit, the Terminal Business Service (ATB), is in place and operating Plans are under way to realign the remainder of the ATO

4 4 Comparison Rule-Based Organization Functional focus Loyalty to functional organization Functional organization objectives vary Organized around functions Roles/responsibilities defined in terms of functional expertise and process Functional responsibility Procedural Obsessed with procedures/ reducing change Organization takes responsibility for training individual Performance-Based Organization Mission/service focus Loyalty to mission/service Single mission/service objective Organized around mission/service Roles/responsibilities defined in terms of service provided to external customer Customer/service responsibility Flexible (risk related) Obsessed with results/ customers/change Individual takes responsibility for own training

5 5 FAA ATO Performance Measures* Public Perspective Delivering the most effective and affordable service that meets the demand and allows the economy to grow Operations Basket of Metrics designed to measure system performance in the areas of:Accessibility, Efficiency, Predictability, Flexibility Financial Business efficiency and viability Oversight Perspective Standards imposed by regulatory authorities – Essential minima for operation of the Air Traffic Organization Cost per Flight $394* (2001) *DoD is a significant operational contributor; services rendered are considered an in-kind exchange. Runway IncursionsOperational Error Rate Capacity PassengersCargo Average Minutes of Delay for all Flights Ground Stop Minutes Ground Delay Program Minutes Average Daily Arrival Capacity Airport Efficiency Rate Percent of Flights on Time Security * Work in progress, not finalized

6 6 ATB Organization The provision of integrated terminal air traffic control capabilities ATB Strategic Objectives Reduce risk to service by effectively sustaining existing infrastructure Provide new terminal air traffic control capabilities Address critical safety and security needs in the terminal air traffic control environment …Where the impact to the economy and general public is greatest ATB Mission

7 7 The Problem Apply ATB resources to achieve maximum positive impact to terminal services Increase capacity, people and freight moved Maintain safety Balance the need to increase capacity at large airports with the need to promote air transportation accessibility at small airports Problems at large airports include: Maintaining NAS capacity in all weather conditions Congestion on the ground Including lack of situational awareness for controllers, pilots, AOCs, and etc. Use of existing concrete E.g. closely spaced parallel runways and sub-optimal airspace design/procedures Problems at small airports include: Availability of small, cheaper versions of capability packages Accessibility to capability packages FAAs ability to provide capability packages in timely, efficient manner

8 8 ATB Strategy Map* FINANCIAL PERSPECTIVE LEARNING AND GROWTH PERSPECTIVE Butts in Seats (Revenue Growth) Increase Customer Value Build Capability - Terminal Outages - Terminal Delays - Terminal Delays caused by outages - Appropriation to capability cycle time - Capital $/operation - Ops $/operation Address Critical Safety and Security Issues: Good Corporate Citizen pillar - pb-ICE activity - Training accomplished Create Taxpayer Value Customer Value Proposition (Customer Intimacy) Reduce Risk to Service: Increase Customer Value pillar CUSTOMER PERSPECTIVE Provide New Capabilities: Build the Franchise pillar INTERNAL PERSPECTIVE - Planned vs. Actual Milestones -Solution Development -Customer Service Relationship - Management Advisory services Innovation ProcessesCustomer Management Processes Operational ProcessesRegulatory Processes Implement Mission/Values/Pride training Achieve Operational Excellence pillar Cost Structure Asset Utilization Increase Productivity OVERSIGHT PERSPECTIVE * Work in progress, not finalized

9 9 Putting the Three Concepts Together The What of the strategy Customer Financial Internal Learning and Growth Build the FranchiseCreate Customer Value Achieve Operational Excellence Be A Good Corporate Citizen The How of the strategy The selection of a pathway will determine how employees of the organization will be energized. Learning and growth objectives and measures set the context for the organizations strategies in the light of the chosen pathway. We have chosen a combination of the Mission/Values/Pride and Process and Metrics pathways for ATB The Why of the strategy Balanced Scorecard Perspectives Pathways Strategic Pillars

10 10 Realign Terminal Modernization to Address Goals Site List (ARTS IIIAs) Cleveland, OH Columbus, OH Covington/Cincinnati, KY Dayton, OH Des Moines, IA Detroit (Romulus), MI El Paso, TX Houston* Indianapolis, IN Jacksonville, FL Kansas City, MO Las Vegas, NV Value of Installed Base 4 $50,498,507 Accumulated Depreciation $22,248,817 Net Book Value $28,249,690 Operations 1 340,657 Cost/Flight 2 $91.03 Passengers 1 18,498,965 Air Freight (000lbs) 1 243,131 FY02 Allocations $11,108,455 Investment Generates Results Analysis across sites defines overall impact of program Analysis across multiple perspectives defines overall impact to site 1 – IAH Department of Aviation, Monthly Statistical Summary End of Month 5/01 2 – CAS (ATS-31) EOM-12/01divided by ASPM Arrival + Departure data (APO-130) (averaged over last 9 months) 3 – ATB 4 – Provided by AFN-320, End of Year FY01

11 11 Customer Value Proposition (Customer Intimacy) ATB Strategic Initiatives* FINANCIAL PERSPECTIVE Passengers & Freight (Revenue Growth) Increase Customer Value Build Capability Address Critical Safety and Security Issues: Good Corporate Citizen pillar Create Taxpayer Value Reduce Risk to Service: Increase Customer Value pillar CUSTOMER PERSPECTIVE Provide New Capabilities: Build the Franchise pillar 1.Positively impact capacity at top 32 airports 2.Make the system more efficient 3.Transition from terminal control to arrival/ departure management Build The Franchise Initiatives 4.Make the NAS even more reliable than it is today 5.Develop capability packages responsive to needs of mid/low activity airports 6.Increase use of mid/ low activity airports 7.Develop alternative financing mechanisms responsive to needs of localities Create Customer Value Initiatives 8.Enhance ability to provide customer value 9.Realize economies through integration of technology & activities Achieve Operational Excellence Initiatives Be a Good Corporate Citizen Initiatives 10.Improve surface safety * Work in progress, not finalized

12 12 Provide New Capabilities: Build the Franchise pillar Build the Franchise Strategies Customer measures Initiative Example Research Questions Implement Initiatives Objectives Positively impact capacity at top 32 airports Customer Value Proposition (Customer Intimacy) Wake Vortex Acceptability of new procedures to pilot and controller Weather implications on new procedures Validation of separation requirements Situational awareness requirements for pilot & controller ATO lags: Passengers Cargo ton miles ATO shared (leads): Airport capacity (DoT 32) Average arrival capacity ATB lags/leads: Landing & departure rate Landing & departure rate on closely spaced runways (CSR) Number of procedures available for CSR Strategy 1 – Optimize Landing/Departure Rates Focus wake-vortex research on near-term procedural enhancements that target specific improvements at key airports. Develop technologies and procedures that increase use of closely spaced parallel approaches at additional airports.

13 13 Provide New Capabilities: Build the Franchise pillar Build the Franchise Strategies Customer measures Initiative Example Research Questions Implement Initiatives Objectives ATB lags/leads: Number of times demand exceeds capacity Number of slots that went empty when planes are in holding Airspace using terminal separation standards Transition from terminal control to arrival/ departure management Customer Value Proposition (Customer Intimacy) New York Integrated Control Complex (NYICC) Strategy 1 – Enhance terminal efficiency by extending terminal environment to encompass arrival/departure management Consolidate airspace around complex terminal areas Provide a constant and uniform flow of traffic to feeder positions or to final approaches Strategy 2 – Make better use of terminal airspace by reducing separation standards Certify use of 3-mile separation in multiple radar environment ATO lags: Passengers Cargo ton miles ATO shared (leads): Airport Efficiency Rate Percent on time Average minutes delay Operational implications of co-locating terminal and en route controllers Technical implications on separation standards of using multiple radar types Implications of aligning traffic flow later - terminal area holding

14 14 NYICC Concept of Operations Segregated Arrival Flows Integrated Arrival Flows Existing Boundary Interactions NYICC Boundary Interactions BeforeAfter

15 15 Be a Good Corporate Citizen Strategies Address Critical Safety and Security Issues Oversight Perspective Initiative Example Research Questions Implement Initiatives Objectives ATB lags/leads: Surface transit times Taxi clearance deviations Length of departure queue Number, duration of ATC communication within the surface area Improve surface safety Customer Value Proposition (Customer Intimacy) Safe Flight 21: Ohio River Valley Airport Surface Situational Awareness Strategy 1 – Improve object detection and positive identification on the surface Complete surface radar programs Provide additional surface management capability for air traffic/controllers Provide a moving map that tells gives pilots the following information (currently a NASA project): Improve cockpit awareness via data fusion Enhancement of surface situational awareness, in marginal weather conditions, through use of surface moving maps ATO lags: Operational Errors Runway Incursions Operational implications of technology for see and avoid on surface in low visibility situations Integration of surface and terminal control technology Implications of real-time feed of data to AOCs

16 16 Cockpit Display of Traffic Information UPS211 UPS44 GS 118 VEC.5 MIN Airport Diagram w/ Taxiways Provides pilot with depiction of navigation, other traffic, and weather 6. 7 Other Traffic w/ Call Sign Pilot-selectable traffic can provide detailed information Ownship Compass / Ground Track Own Ground Speed Flight Information Services - Broadcast Uplink

17 17 Summary ATB is already realizing value from the change Selection of measures is changes decisions Re-evaluation of research required The strategic planning, balanced scorecard, measures, and initiatives are critical ATB formation is demonstrating how things are changing Investment decisions are data-driven, based on needs of sites Decision and management processes are focused on provision of integrated capability where the impact to the economy and general public is greatest Forces acknowledgement of where research is needed to met the need

18 18 Mr. William R. Voss FAA, Director of Terminal Business Service 300 D Street SW, Suite 823, Washington DC 20024 202-264-3000


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