1. The Air Traffic Organization: Building Today to Ensure Our Future
John Staples
Director of Flight Services Program Operations
Federal Aviation Administration
Aviation Weather Panel
October 13, 2004
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2. The FAA’s Air Traffic Organization
Foundation
Focus
CUSTOMERS
ATO Federal Employees
Labor Unions
U.S. Citizens*
Traveling public*
Taxpayers*
*As represented by Congress
Office of Management and Budget
Secretary of Transportation
Inspector General
RESULTS
Commercial Aviation
Airlines
Cargo
Business Aviation
Private Aviation
DHS (and other
Government Agencies)
Military (DOD)*
*Partner with ATO’
OWNERS
EMPLOYEES
COO hired in Aug. 2003
Established in Feb. 2004
Performance-Based Organization (PBO)
Budget: $9.1 billion
Operations: $6.2 billion
Capital: $2.9 billion
Replacement Cost of Assets: $30 billion plus
Employees: 36,336
National Airspace System: 40,997 components
ATC facilities: 631
En route aircraft handled: million
ATO concept evolved from 1990s studies such as the National Civil Aviation Review Commission (NCARC), chaired by now-Secretary Mineta.
Basic concept is to separate air traffic services from regulatory roles of the FAA, and to create a PBO that can provide customer-focused services at lowest possible cost with minimal bureaucratic oversight. “Operate like a business.”
Our major stakeholders are our Customers, our Owners, and our Employees.
If ATO were a corporation, it would be ranked 220th on the Fortune 500 list, based on our budget ($9 Billion).
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3. Air Traffic Organization
Administrator
&
Deputy Administrator
National leadership and policy
Chief
Operating Officer
(COO)
ATO Transition*
SR. VICE PRESIDENT
Agency Liaisons
Agency Liaisons
Joint Planning &
Development Office (JPDO)
DIRECTOR
Assistant Administrator for
Financial Services/Chief Financial Officer
*temporary
Support Service Units
Associate Administrator for
Regulation & Certification
Assistant Administrator for
Human Resource Management
Safety
VICE PRESIDENT
Communications
VICE PRESIDENT
Operations
Planning
VICE PRESIDENT
Finance
SR. VICE PRESIDENT
Acquisition &
Business Services
VICE PRESIDENT
Federal Acquisition Exec.
Office of
System Safety
Office of the
Chief Counsel
Office of Government
& Industry Affairs
Operating Service Units
Assistant Administrator
for Civil Rights
Office of
Public Affairs
The new organization contains 10.
Five operating services and five support units direct the day-to-day activities of the organization.
To strengthen our safety focus, we’ve appointed a vice president for safety to provide day-to-day safety oversight within the ATO and to maintain close coordination with the agency’s safety oversight office.
Selection of a senior vice president for finance ensures our strong emphasis on financial management and cost control.
These 10 leaders serve as the executive council for decision-making, planning, and policy formulation within the ATO.
Assistant Administrator for
Information Services/ Chief Information Officer
En Route & Oceanic
VICE PRESIDENT
Terminal
VICE PRESIDENT
Flight Services
VICE PRESIDENT
System Operations
VICE PRESIDENT
Technical Operations
VICE PRESIDENT
Assistant Administrator for
Region & Center Operations
Assistant Administrator
for Aviation Policy,
Planning & Environment
Associate Administrator
for Commercial Space Transportation
Assistant Administrator
for International Aviation
Assistant Administrator for
Security & Hazardous Mtls.
Associate Administrator
for Airports
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4. Start up Strategies
Organize around the products and services we provide
Compress management layers to flatten the organization
Deliver greater value with activity value analysis
Reach out to customers
Create and foster a culture of safety
Strengthen financial management controls
Seek out cost-savings initiatives from employees
We’re organizing around the products and services we provide, consolidating functions, reducing management layers, and aligning our people and dollars with those services most valued by our customers.
We’re evaluating our activities, products and services to eliminate unnecessary costs and investments in the system. This activity value analysis will help us understand the detail of what our people produce, who it is for, and what it costs. Then, these activities will be linked to customers of that output so we can learn what is valued.
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5. Four Strategic Themes Ensure Viable Future Increase
Capacity
Enhance Financial Disciplines
Address revenue gap
Develop sustainable business model
Facilitate external consensus
Achieve Operational Excellence
Collaborate effectively with stakeholders
Increase system capacity safely where and when needed
Reduce costs
Manage acquisition programs to budget
Improve owner relationships
Operate safely
Deliver quality services to customers
Increase predictability
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6. AVIATION WEATHER How much information is enough?
Where is the added value?
Pressing need for us to look at bold and innovative approaches
Work together to attain common ground
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7. Conclusion: ATO Goals Owners Customers More Capacity Better Services
Lower Costs
Owners
Employees
Effective Cost Control
Financial Accountability
Maximum Return on Investment
More Training
Better Infrastructure and Tools
Acceptable Pay and Benefits
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8. www.ato.faa.gov Slide 13 – End Slide 2/23/2019
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