Assessment of Staffing Needs of Systems Specialists in Aviation (2013) / Chapter Skim
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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.
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The 2012 FAA Modernization and Reform Act mandated the National Research Council to appoint an ad hoc committee to study the assumptions and methods the FAA uses to estimate the number of ATSS personnel needed. This committee was appointed with the statement of task shown in Box S-1.
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Upcoming retirements from an aging workforce5 9. Other requirements on ATSS personnel time, such as nontechnical training and administrative tasks In addition to identifying the factors to consider when building an accurate staffing model, the committee reviewed critical steps in the modeling process, including all of the following steps: 5The committee notes that attrition/accession models are best handled as separate human resources algorithms based upon the staffing model targets.
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The committee also reviewed recent efforts by FAA to examine its past modeling efforts and to assess its needs for future modeling through a contract with the Grant Thornton consulting firm. The Grant Thornton reports build on the WSSAS, which is a deterministic6 model, and suggest improvements to the key data sources.
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Recommendation 2-2: In accordance with the principles of human-systems integration, the FAA should build a robust staffing model that takes into account all of the following aspects of the ATSS job series, in addition to the time that ATSS personnel spend on preventive and corrective maintenance tasks: • raining issues, time to schedule training, the time required to attend training, and the time of T experienced ATSS personnel necessary to provide OJT • Travel time to and from work sites • Environmental challenges • Time dedicated to military reserve service or family and medical leave • Fatigue mitigation plans • Safety factors • Labor Distribution Reporting deficiencies and other data deficiencies • Aging workforce and succession planning considerations • FAA's Next Generation (NextGen) system • Nontechnical task demands The Staffing Modeling Process for ATSS The committee had several discussions on what would be a valid and useful model and how it could estimate the number of ATSS personnel necessary for maintaining the NAS in a safe, efficient, and effective manner.
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Recommendation 3-1: The FAA should execute a modeling process that allows for future improvements in data modeling techniques and applicability. Assessment of the FAA's Previous Modeling Efforts for ATSS To provide a sound basis for recommendations for future ATSS staffing models, the committee compared prior FAA staffing models and the Grant Thornton proposed modeling approach with each other and against the set of criteria for valid staffing models compiled by the committee.
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Any work regression model, without measurement of actual hours required to perform the task, will necessarily preserve the status quo in terms of staffing, so that the performance consequences will remain the same and may not meet current or future performance requirements. The committee recommended against using the Tech Ops District Model as a source of either the modeling framework or data for future work and did not consider it further as a basis for FAA staffing models.
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Next, other sources of successful modeling in similar situations were assessed for the insights they might add to the future models of ATSS staffing developed by the FAA. The committee can summarize the attributes and the evaluation of models based on these attributes as a set of statements about what are good criteria for the FAA's future modeling efforts.
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The FAA will need to develop a detailed plan to implement the new staffing model and create the timeline for the transition, checking to see what other events might affect the implementation. Step 4 encompasses the actual implementation and rollout of the model according to the plans laid out in Step 3, all of which should logically be synchronized with key FAA human resources, training, and budget processes to the extent possible.
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