Air
Traffic
Organization
Creating a
Performance Based
ATO in the FAA
Wilson N. Felder
ATO Transition Team
Air
Traffic
Org anization
-
Federal
Aviation
Administration
1
Air
Traffic
Organization
Why Create a New Air Traffic
Organization? (part 1)
¾ Most important answer: practical
– Pace of growth, and changes in aviation industry, require us to be
even more customer focused than we have been.
– Alignment and focus of resources at point of service delivery
improves speed, flexibility, response, and efficiency
¾ FAA was slow to deploy new technology
¾ A process improvement study demonstrated:
– Not a process problem, fundamental issues with the structure of the
organization
– Stop signs
– Exponentially increasing interfaces
Air
Traffic
Org anization
-
Federal
Aviation
Administration
2
Why Create a New Air Traffic
Organization? (Part 2)
Air
Traffic
Organization
National Civil Aviation Review Commission
“. . . . FAA’s management must become performance based. The Commission
recommends that services related to the air traffic system be placed in a Performance
Based Organization (PBO), which is managed by a Chief Operating Officer and overseen
by a board of public interest directors. . . . .”
Executive Order 13180 (amended)
“.… The Secretary of Transportation (Secretary) shall, consistent with his legal authorities,
move to establish within the Federal Aviation Administration (FAA) a performancebased organization to be known as the “Air Traffic Organization” (ATO). . . . .”
The President’s Management Agenda
“. . . . The first priority of the President’s management reform initiative is to make
government citizen-centered. The number of layers in government must be compressed
to reduce the distance between citizens and decision-makers. . . . Agencies will reshape
their organizations to meet a standard of excellence in attaining the outcomes important to
the nation. . . . . ”
Air
Traffic
Org anization
-
Federal
Aviation
Administration
3
The Burning Platform
Our Future is in Peril if the ATO Can’t Lead
Air
Traffic
Organization
¾ Customers find it difficult and confusing to
access organizational points of accountability
for services. No central, consistent customer
service strategy exists.
¾ Owners perceive the operating budget and
costs are uncontrollably growing, and
productivity is declining.
¾ Employees are sensing low morale and loss of
pride in the organization. They perceive a lack
of consistency and accountability to shared
goals and objectives.
Air
Traffic
Org anization
-
Federal
Aviation
Administration
4
FAA Cash Flow Expected to
Exceed Revenues
Air
Traffic
Organization
18000
$ in Millions
16000
14000
12000
10000
8000
6000
4000
2000
0
Air
1999
2000
2001
2002
2003
2004
Request
2005
2006
2007
2008
OPS
5586
5957
6639
7086
7077
7590
8121
8690
9298
9949
RED
150
157
187
245
124
100
120
120
120
120
F&E
2121
2034
2651
3006
2981
2916
2993
3053
3110
3153
AIP
1950
1950
3200
3300
3400
3400
3500
3600
3700
3800
General Fund,
Revenue + Interest
12563
10544
12270
10995
13666
12518
12537
13191
13851
14562
Traffic
Org anization
-
Federal
Aviation
Administration
5
Air
Traffic
Organization
ATO History
¾ ATO Design Team 2001-2002
¾ 2003: COO Appointed, Transition Team named
– Jim Link, Bob Long, Wilson Felder, Ed Moy, Bill Ellis
¾ Team expanded
– Training, HR, Finance, Communications, Metrics, AT, AF
¾ Rollout November 2003
¾ Initial realignment early February 2004
¾ Value analysis January – June 2004
¾ Second phase realignment Fall 2004
Air
Traffic
Org anization
-
Federal
Aviation
Administration
6
CUSTOMERS
Air
Commercial Aviation Traffic
• Airlines
Organization
• Cargo
Business Aviation
Private Aviation
DHS (and other Government Agencies)
Military (DOD)*
* Partner with ATO
EMPLOYEES
OWNERS
ATO Individual Federal Employees
U.S. Citizens*
Traveling public*
Taxpayers*
*As represented by Congress
Office of Management and Budget
Secretary of Department of Transportation
Inspector General
Air
Traffic
Org anization
-
Federal
Labor Unions
Aviation
Administration
7
Air
Traffic
Organization
The ATO will be the global
leader in providing the
greatest value to our
customers, owners and
employees in delivering the
safest, most secure air
traffic services
Air
Traffic
Org anization
-
Federal
Aviation
Administration
8
Mission
Air
Traffic
Organization
¾ Deliver the value and high-quality air traffic
services that our customers want.
¾ Provide safe, secure, and cost-effective air
traffic services that our owners expect, now
and into the future.
¾ Create a professional workplace for our
employees to excel and be innovative,
fostering enthusiasm and pride for our vision
and the services we provide.
¾ Be accountable for our performance in
providing air traffic services, with clear and
specific goals linked to our customers,
owners, and employees.
Air
Traffic
Org anization
-
Federal
Aviation
Administration
9
Air
Traffic
Organization
Reporting in Existing Organization
Air Traffic Services
Subcommittee
Administrator
&
Deputy Administrator
Chief
Operating Officer
(COO)
Free
Flight
Air Traffic
Services
Research &
Acquisitions
Operational
Evolution Plan
AT Systems
Development
Air
Acquisition
Management
Communication,
Navigation &
Surveillance Systems
Traffic
William J Hughes
Technical Center
System Architecture
& Investment
Analysis
Aviation Research
Competitive
Sourcing
Business
Management
Org anization
-
Federal
Air Traffic Service
System Capacity
Independent
Operational Test
& Evaluation
Runway Safety
Aviation
Air Traffic System
Requirements
Service
Terminal
Business Unit
Airway Facilities
Service
A d m i n i s t r a t i o n 10
Reporting in New Organization
Air
Traffic
Organization
Administrator
Air Traffic Services
Subcommittee
&
Deputy Administrator
Chief
Operating Officer
Russ Chew
ATO
Transition
Safety
En Route
& Oceanic
Air
Traffic
Communications
Operations
Planning
Flight
Services
Terminal
Org anization
-
Federal
Acquisition &
Business Services
Finance
System
Operations
Aviation
Technical
Operations
A d m i n i s t r a t i o n 11
Air
Traffic
Organization
FAA Liaisons
ATO Transition*
Chief
Operating Officer
SENIOR VICE PRESIDENT
Assistant Administrator for
Financial Services/
Chief Financial Officer
Associate Administrator for
Regulation & Certification
Office of
System Safety
Safety
Communications
VICE PRESIDENT
VICE PRESIDENT
Operations
Planning
Acquisition &
Business Services
Finance
VICE PRESIDENT
Federal Acquisition Exec.
VICE PRESIDENT
VICE PRESIDENT
Office of Government
& Industry Affairs
Assistant Administrator for
Human Resource
Management
Office of the
Chief Counsel
Assistant Administrator
for Civil Rights
Office of
Public Affairs
Assistant Administrator for
Region & Center Operations
En Route & Oceanic
Terminal
Flight Services
System Operations
Technical Operations
VICE PRESIDENT
VICE PRESIDENT
VICE PRESIDENT
VICE PRESIDENT
VICE PRESIDENT
Assistant Administrator for
Information Services/
Chief Information Officer
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
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 12
The New ATO
Organization
Air
Traffic
Organization
¾ Operate as clearly defined, service-based business
units
– Cost Accounting is essential and necessary
¾ Ensure affordability in operations planning… connection
between expense planning and capital budgeting
– Reduce unit cost of sustaining existing services
¾ Create transparency in financial and decision processes
– Satisfy expectations of Customers, Owners, and Employees.
¾ Streamline by simplifying matrix management processes
– Examples: Major Acquisitions, System Operating Priorities, etc.
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 13
A Window of
Opportunity Exists
Air
Traffic
Organization
¾ Time is Short
– Must complete the reorganization in FY2004 to achieve the
desired results and performance baselines for FY2005.
– ATO business unit alignment must be concluded before
redefinition begins in early 2004.
¾ Plan is Very Aggressive
– Phase 1: Redefinition and Cost Accounting.
– Phase 2: Cost Control and Productivity.
– Phase 3: Service Value and Innovation.
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 14
Transition Phases
Air
Traffic
Organization
¾ Phase 1: Realignment and Cost Accounting
–
–
–
–
–
Complete Business and Management Realignment
Activity-Value Analysis and Process Blueprinting
Put cost accounting and labor distribution in place
Management business training (budget and spending)
Develop Basic Financial Processes (budget, spending, reporting)
¾ Phase 2: Control Unit Costs
– Develop Operating Plan tied to Budgeting
– Establish cost management targets and charge-back opportunities
– Management business training (value & innovation)
¾ Phase 3: Improve Service Value and Innovation
– Explore economies of scale
– Showcase results and promote innovation
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 15
Schedule for ATO
Implementation
2003
Air
Traffic
Organization
2004
FY04
2005
FY05
2006
FY06
FY07
Sep Oct Nov Dec Jan
Design Team
Brief
Phase 1
AOA-1
Communications Team
Brief
Release to OMB
& Congress
OST
Brief ATS
Board Mtg.
Select & Prepare Leaders
Public
Announcement
Align Organizations & Budgets
Day 1
new ATO
Transition Team
Value Analysis
Develop Training.
Mgmt. Business Training.
Cost Accounting In-Place
Phase 2
Cost Control In-Place
Phase 3
Air
Traffic
Restructuring
Org anization
-
Productivity Innovation
Federal
Aviation
A d m i n i s t r a t i o n 16
Air
Traffic
Organization
ATO Launch Elements
¾ November Kickoff Meeting
– ATO All-Hands meeting
– Owner Outreach: Congressional Briefings
– Media Outreach
¾ Employee and Customer Outreach
– National “Outreach Tour” Field Visits
– Industry Trade Associations
¾ Sustainable Communications
– Customers, Owners, Employees
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 17
Air
Traffic
Organization
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 18
Air
Traffic
Organization
ATO Financials:
New Dimensions
for a New Day
NEXTOR Metrics Conference
Asilomar
January 2004
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 19
Air
Traffic
Organization
New Focus
¾ The focus of the ATO will be on customer value
¾ ATO will operate on business principles
– Line organizations – En Route, Terminal and FSS service units
will operate on a profit and loss basis
• Profit and loss will be a measure of efficiency
– Support organizations will be measured by value added
– Managers will be held accountable for meeting financial and
business targets
• Management throughout the organization will
focus on cost
– ATO will focus acquisitions on ability to reduce long term costs
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 20
Air
Traffic
Organization
New Focus
¾ ATO system wide financial metric will be “cost per
flight hour”
¾ Service units will have separate financial metrics
¾ Unit cost measures will be developed
– Service units will need to define their outputs – “units”
– Outputs must produce “value” to our customers, our owners,
and our employees
– Service units may have different outputs and measures
– Unit cost will initially be based on current cost plus a margin
rate; eventually on market/economic value basis
– ATO will establish unit cost rate targets to drive management
behavior and efficiencies
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 21
Air
Traffic
Organization
Old
¾ FAA has managed spending – not cost
– In the past, cost (budget) reductions were a means to an end
– i.e., to stay within budget
• Budget based on prior year spending
• Little control and flexibility over staffing
– Capital acquisitions were made without regard to long term
cost impact to the operation
– No way to measure benefits of capital acquisitions
¾ ATO’s cost growth will outstrip resources in the future
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 22
FAA Cash Flow Expected to Exceed
Revenues
Air
Traffic
Organization
18000
$ in Millions
16000
14000
12000
10000
8000
6000
4000
2000
0
Air
1999
2000
2001
2002
2003
2004
Request
2005
2006
2007
2008
OPS
5586
5957
6639
7086
7077
7590
8121
8690
9298
9949
RED
150
157
187
245
124
100
120
120
120
120
F&E
2121
2034
2651
3006
2981
2916
2993
3053
3110
3153
AIP
1950
1950
3200
3300
3400
3400
3500
3600
3700
3800
General Fund,
Revenue + Interest
12563
10544
12270
10995
13666
12518
12537
13191
13851
14562
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 23
Air
Traffic
Organization
Notes
¾ Outyear budget numbers for AIP, F&E, and RED are based on
our new reauthorization legislation.
¾ OPS numbers assume 7% annual growth (pay and non-pay)
based on past experience. Reauthorization does not
accommodate growth at this level.
¾ Funding line includes Trust Fund revenue, TF interest, and
assumes an annual 12% General Fund contribution. TF
revenues are based on current forecast projections.
¾ The chart shows that anticipated revenue from all sources is
inadequate to meet anticipated costs.
¾ Subsequently issued Administration targets are significantly
lower than the reauthorization levels.
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 24
Air
Traffic
Organization
New
¾ ATO will focus on cost
¾ Managers will be held accountable for meeting
financial targets
– Containing or reducing unit costs
– Service units manage costs to create reinvestment
potential
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 25
Step 1 – Setting Unit
Cost
Air
Traffic
Organization
¾ Financial metrics are set based on actual costs
divided by number of activities – “units”
¾ Operating margin will be negotiated to allow for
investment and to measure efficiency
– Are we staying ahead of the cost curve?
¾ Future financial metrics will be more refined as
ATO service units focus more on value
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 26
Air
Traffic
Organization
Step 1 – Set Unit Cost
Price calculation
FY 2002 Total Cost
$563,984,275
FY 2002 Activities*
16,777,760
FY 2002 Cost per Activity
$33.61
FY 2003 Cost Escalation
Rate
FY 2003 Cost Adjusted
3%
FY 2002 Actual Cost *
FY 2002 Actual Workload Count **
$34.46
Target Margin
-3%
FY 2003 Price per Activity
-$33.42
* Based on FY 2002 actual expenditures from CAS. Includes Direct, Indirect, and Depreciation
** AFSS Aircraft contacted; Flight Plans Originated; Advisories; Pilot Briefings
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 27
Air
Traffic
Organization
Step 2 - Revenue Plan
¾ Project revenue by site/ by month based on
trend analysis
¾ Revenue = activity x rate
¾ Accommodates site specific fluctuations, i.e.
seasonal variations
¾ Revenue equals anticipated appropriation
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 28
Air
Traffic
Organization
Step 2 – Revenue Plan
FY 2003 Price
$33.42
FY 2003 Anticipated Revenue
$583,141,249.00
FY 2003 Anticipated Appropriation
$600,635,486.00
FY 2003 Operating Margin
$17,494,237.00
Computed cost based on FY 2002 actual experience
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 29
Air
Traffic
Organization
Step 3 -Compare
Revenue to Cost
¾ High level analysis will indicate whether or not the ATO
service unit expects to achieve margin targets
¾ Financial analysis of site costs:
– Expenditure trends over time
– Predict pay and inflation escalation
– Develop cost forecast by month/by site
¾ Compare forecasted revenue to projected costs
¾ Identify sites with a cost to revenue imbalance
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 30
Step 4 - Setting Financial
Targets
Air
Traffic
Organization
¾ Model activity vs. cost
– Identify outliers
– Forecast unit cost if outliers are brought to agency averages
– Evaluate attractive business initiatives
¾ Set margin target for ATO service unit
– Management will set single and multiple year financial/cost targets
¾ Service unit will develop management plan to drive change
at each facility
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 31
Step 4 – Setting Financial
Targets Identifying
Outliers
Cost
(in thousands)
$
12,000
$
11,750
$
11,500
$
11,250
$
11,000
$
10,750
$
10,500
$
10,250
$
10,000
$
9,750
$
9,500
$
9,250
$
9,000
$
8,750
$
8,500
$
8,250
$
8,000
$
7,750
$
7,500
$
7,250
$
7,000
$
6,750
$
6,500
$
6,250
$
6,000
$
5,750
$
5,500
$
5,250
$
5,000
$
4,750
$
4,500
$
4,250
$
4,000
$
3,750
$
3,500
$
3,250
$
3,000
$
2,750
$
2,500
$
2,250
$
2,000
1,750
$
$
1,500
$
1,250
$
1,000
Operations
0 20 40 60
(in thousands)
Air
Traffic
Air
Traffic
Organization
sea ftw
bdr
dca
ikk mcn
pnm
cle
hhr
cou
cxo huf
oak gnv
den
bgr
abq
cdc
mkl
80 100 120 140 160
180 200 220 240 260 280 300 320 340 360 380 400 420 440 460 480 500 520 540 560 580 600 620 640 660
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 32
Air
Traffic
Organization
Air Traffic Operations Flight Services Service Unit
Step 4 – Setting Financial Targets
10 Lowest cost per operation AFSS Facilities
(Agency average $26.65)
Reg
Air
Locations
Cost per
Operation
Ident
FY02
Counts
FY02 Ops Cost
SO
St Petersburg AFSS
PIE
$
14.99
631,813
$
SO
Miami AFSS
MIA
$
16.16
650,605
$ 10,510,762
WP
Prescott AFSS
PRC
$
17.37
407,558
$
7,078,742
EA
Millville AFSS
MIV
$
17.79
328,767
$
5,849,024
SO
Raleigh AFSS
RDU
$
18.63
341,206
$
6,355,098
SW
San Angelo AFSS
SJT
$
19.10
340,161
$
6,496,676
SW
Mc Alester AFSS
MLC
$
19.45
276,472
$
5,377,601
SO
Anniston AFSS
ANB
$
20.47
294,632
$
6,030,044
SO
Gainesville AFSS
GNV
$
20.52
361,197
$
7,413,523
GL
Grand Forks AFSS
GFK
$
20.55
201,996
$
4,150,887
Traffic
Org anization
-
Federal
Aviation
9,470,672
A d m i n i s t r a t i o n 33
Air
Traffic
Air Traffic Operations Flight Services Service Unit
Organization
Step 4 – Setting Financial Targets
10 highest cost per operation AFSS Facilities
(Agency average $26.65)
Location
EA
NE
EA
SO
NM
NM
CE
WP
CE
SO
Air
Islip AFSS
Burlington
AFSS
Buffalo AFSS
Greenwood
AFSS
Boise AFSS
Casper AFSS
Fort Dodge
AFSS
Honolulu
AFSS
Columbus
AFSS
Jackson
AFSS
Traffic
Cost per
Op
$ 32.19
Identifier
ISP
Count
196,534
BTV
$
32.41
194,824
BUF
$
32.94
146,031
GWO
$
33.77
142,692
BOI
CPR
$
$
35.03
36.21
FOD
$
HNL
FY-02 Ops
Cost
$ 6,326,182
$
$
6,314,147
4,809,885
103,269
108,663
$
$
$
4,818,037
3,617,243
3,934,432
36.36
161,258
$
5,863,371
$
36.60
134,641
$
4,927,608
OLU
$
37.78
131,885
$
4,982,317
MKL
$
42.01
111,061
$
4,665,896
Org anization
-
Federal
Aviation
Example
A d m i n i s t r a t i o n 34
Air
Traffic
Organization
Step 5 – Develop Business Plan
FSS Comparative Boise Cost Analysis: FY01-02
Boise (BOI) ID AFSS
¾ Boise FY01 cost per customer contact was $28.67, $4.02 higher than
average. The FY02 cost increased to $35.03, the sixth highest cost per
customer contact with overall AFSS average cost per customer service
of $26.65.
Cost: FY02 ATS Operating Cost increased 9.82% ($323K) with air traffic
labor 69% of the total operating costs, increasing $244K (10.8%) and AF
labor cost remaining virtually flat at 8 % of total operating cost. Other
changes include + $15K AT Academy Training cost, + $34K Telco cost,
and + $12K Utility cost.
Customers: FY02 Customer Contacts decreased by 11,635 (10.13%) with
the majority of the decrease occurring in pilot briefings. Boise AFSS
customer contacts for FY02 is the lowest of all AFSS facilities at
103,269.
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 35
FSS Comparative Boise Cost
Analysis
Air
Traffic
Organization
FY01-02 (cont’d)
Recommended cost management actions:
¾ Primary candidate for less than 24-hour operation to reduce staffing to a level
commensurate with customer demand. Use call off-loading (call forwarding) to Cedar
City. Use technology to maximize capability (call offloading, re-evaluate
flight plan
area, discontinue TIBS, etc)
¾ Decrease direct CWF to 13 (8K customer contacts per specialist)
¾ Contain number of supervisors at three
¾ Achieve Direct to Indirect ratio of 4:1 minimum (13/4 = 4 supervisor,
management,
support, administrative positions)
¾ Evaluate ANM Regional AT/AF overhead costs
Estimated cost reductions due to implementing recommended actions:
¾
$ 900,000 reduce CWF staffing total from 22 to 13
¾
100,000 achieve Direct: Indirect ratio 4:1
¾
120,000 reduction in medical, OWCP, and Overhead due to staff reduction
¾ $1,120,000
¾ ($2,497,243 new operating cost / FY02 number of ops 103,269 = $24.18)
Expected Results: $24.18 cost per Customer Contact
Air
Traffic
Org anization
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Federal
Aviation
A d m i n i s t r a t i o n 36
Key Definitions for Model
Air
Traffic
Organization
¾ Revenue – prior actual FY cost
escalated for % increase in
appropriation from prior year
¾ Contribution – or Margin – is that
organization’s contribution to the next
level organization’s controllable costs
Responsible Organization
Contribution
Flight Service Station
Flight Service Unit
Revenue less FSS controllable cost
FSS contribution less Flight Service
Unit controllable cost
Flight Service Unit less ATO
controllable cost
ATO
Air
Traffic
Org anization
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Federal
Aviation
A d m i n i s t r a t i o n 37
Unit Cost Breakdown Controllable (Notional)
Unit Price
Revenue
% Controllable Cost
Air
Traffic
Organization
Responsible
Office
$20.19
100.0%
________________ ___________________ ____________________
Flight Service Station
$15.12
74.9%
Station Unit Manager
Service Unit
$1.54
7.6%
James Washington
ATO
$1.87
9.3%
Russell Chew
Agency
$1.66
8.2%
Administrator
________________ ___________________ ____________________
$20.19
Air
Traffic
Org anization
100%
-
Federal
Aviation
A d m i n i s t r a t i o n 38
Air
Traffic
Organization
FSS Summary Example (Notional)
Total
FSS Stations
FSS Stations
_________________
Unit
%
$(millions)
Price *
Price
_____________ __________________
1…………….61
Flight Service Station:
(to Unit)
Flight Service Unit:
(to ATO)
ATO:
(to Agency)
Revenue
485
$20.19
100.0%
Less Controllable costs
364
$15.12
74.9%
Contribution (Margin)
Rate
121
25.0%
$5.05
25.0%
XXXXXXXX
_________________________
Flight Service Station
_________________
X……………….X
_____________ __________________
121
$5.05
25.0%
Contribution (Margin)
Less Controllable costs
37
$1.54
7.6%
Contribution (Margin)
Rate
84
17.4%
$3.51
17.4%
_________________________
Flight Service Unit
* based on 24,046,363 units in FY03
_________________
_____________ ___________
___________
84
$3.51
17.4%
Contribution (Margin)
Less Controllable costs
45
$1.87
9.3%
Contribution (Margin)
Rate
40
8.2%
$1.66
8.2%
6
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 39
How We Might Manage – How
We Do Budget Restructuring
Air
Traffic
Organization
Total
FSS Stations
_________________
FSS Stations
Unit
%
$(millions)
Price *
Price
Target
Target
Price
Margin
_____________ ___________
___________ ________________
1…………….61
485
$20.19
100.0%
364
$15.12
74.9%
Contribution (Margin)
121
$5.05
25.0%
Rate
25.0%
Revenue
XXXXXXXX
Less Controllable costs
_________________________
_________________
Flight Service Station
X……………….X
$ 14.97
1.00%
_____________ ___________
___________ ________________
121
$5.05
25.0%
Less Controllable costs
37
$1.54
7.6%
Contribution (Margin)
Rate
84
17.4%
$3.51
17.4%
Targets
for next
operating
period
Contribution (Margin)
_________________________
_________________
$ 1.46
0.52%
_____________ ___________
___________ ________________
Flight Service Unit
84
$3.51
17.4%
Less Controllable costs
45
$1.87
9.3%
Contribution (Margin)
Rate
40
8.2%
$1.66
8.2%
1.52%
Contribution (Margin)
Available for Re-investment
7
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 40
Air
Traffic
Organization
Model
¾ The cost elements of ATO come
directly from existing ATS CAS
financial data
¾ The structure for financial
measurement and reporting is based
on controllable costs tied to the unit
of performance
¾ Each Service Unit has individual unit
and Service Unit specific controllable
costs that will be tied to revenue
¾ ATO is the summation level for all
ATO Service Units
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 41
Air
Traffic
Organization
The Challenges
¾ Cash vs. Accrual – FAA, Gov’t on cash
basis
¾ Validation of actuals for number of service
units delivered (for revenue
determination)
¾ Need measure for resource / asset
management such as a Return on Assets,
i.e. Contribution on Assets (COA)
¾ Within the new ATO we need to
reevaluate the business rules
¾ We need a CAS that works
¾ We need to change our collective thinking
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 42
Air
Traffic
Organization
http://www.ato.faa.gov
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 43
Air
Traffic
Organization
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 44
Air
Traffic
Organization
Back Up
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 45
Initial Assessment General
Air
Traffic
Organization
¾ Opaque organizational processes and costs
¾ No unified detailed vision of business goals
¾ Highly complex, convoluted decision-making
processes
¾ Incremental approach to new requirements
¾ Fragmented process overlap and redundancies
¾ Top leadership changes impact continuity
¾ Conflicting priorities between Air Traffic Services
and Research & Acquisitions
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 46
What’s Going On?
Air
Traffic
Organization
Current Organization is Problematic
¾ It evolved from conventional structure: Strict
“stovepipe” protocols, deeply layered, with
highly-complex and fragmented cross-linked
decision requirements.
¾ Organization is tied up in processes that inhibit
ability to deliver cost efficient services on
schedule.
¾ Management accountability for results is weak
and not supported well by a limited reward
and penalty structure.
¾ Growth in operating costs and funding
restrictions preclude a sustainable reinvestment
in people, facilities, and innovation.
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 47
Air
Traffic
Operations vs. ATO Total “Cost” per Flight Organization
Unit Cost (Budget)
By Year: 1998-2003
$350
$300
$250
$200
$150
$100
$50
$0
1998
1999
2000
Oper. Cost / Flt
2001
2002
2003
Tot al Cost / Flt
ATO (ATS+ARA) OPERATIONAL COST PER FLIGHT AND TOTAL
COST FLIGHT (LESS AIRPORT GRANTS)
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 48
Air
Traffic
Operations vs. ATO Total “Cost” per FlightOrganization
Actual vs. Forecast Traffic Levels
Unit Cost (Budget)
By Year, 1998-2003 - Cost Adjusted for Forecast Operations
$500
$450
$400
$350
$300
$250
$200
$150
$100
$50
$0
1998
1999
Oper. Cost/Flt.
Air
Traffic
Org anization
2000
Total Cost/Flt.
-
Federal
2001
2002
OperCst/Flt
Aviation
2003
TotalCst/Flt
A d m i n i s t r a t i o n 49
Unit Cost (Budget)
Year-Over-Year Rate of Change -
Air
Traffic
Organization
Operations
Forecast Operations 2001-2003
25
20
15
10
5
0
-5
1999
2000
2001
OperCst/Flt
Air
Traffic
Org anization
-
Federal
2002
2003
Fct OperCst /Flt
Aviation
A d m i n i s t r a t i o n 50
The Matrix Organization
Example Program Coordination
Air
Traffic
Organization
COO
Business
Unit
Service Unit
VP
Business
Unit
Service Unit
VP
Acquisition
VP
PROGRAM
MGR
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 51
Air
Traffic
Organization
COO
Communications
Safety
En Route
& Oceanic
Terminal
En Route
Automation
Modernization
Flight
Services
System
Operations
Technical
Operations
Operations
Planning
Finance
Acquisition
& Business
Services
En Route
Procedures
En Route
Facilities
En Route
Analysis &
Performance
En Route
Budget &
Accounting
En Route
Acquisition
& Contracts
This is the ERAM team – En Route & Oceanic P/L center
pays for services provided from support organizations
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 52
Air
Traffic
Organization
Major Acquisitions in the ATO
What’s Different?
¾ Reduce Overruns by Making Acquisition Decisions “Stick”
– Data-driven decision is made by the ATO Line of Business Executive.
– Simpler, linear decision path of accountability
• No random revisiting of actions based on desires of distributed
power centers.
– Acquisitions aligned with each Line of Business (point of service
delivery)
• Accountability for funding and performance are kept aligned.
¾ Reduce Overruns by Minimizing Requirements “Creep”
– Acquisition, investment analysis, planning, design, development, and
implementation requirements all aligned in the same ATO Line of
Business.
¾ Execution of Standard Acquisition and Business Processes
– Clear standards and allocation of accountability reduces non-aligned
motives to revisit decisions and subvert the decision-making process.
¾ Selling New Technology to the Field Operation (Human Factors)
Air
– Acquisition and implementation managers are both rewarded for same
T r a performance
ffic Org an
i z a t i ovalue
n - F
ederal
Aviation
Administration
(service
improvement).
53
Existing Acquisition Process
Distributed, Multiple Decision Paths
Air
Traffic
Organization
AT Planning & Procedures
Resource & Requirements Development
Aerospace Weather
Policy & Standards
Airport
Surveillance
Radar – 11
Program
Office
Communications, Navigation,
Surveillance
Investment Analysis & Operations Research
System Architecture & Investment
Analysis
Joint
Resource
Council
NAS Programming & Financial Management
Operational Support
Commission
National Airspace System Implementation
Airway Facilities
National Airspace System Operations
Spectrum Policy & Management
Terminal Business Service
AT Systems Development
Independent Operational
Test & Evaluation
William J. Hughes Technical Center
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 54
Future Acquisition Process
Aligned Linear Decision Path
Airport
Surveillance
Radar – 11
Program
Office
Air
Traffic
Organization
ATO
Executive
Council
Operations Planning
Commission
Technical Operations
System Operations
Finance
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 55
Initial Assessment
Financial
Air
Traffic
Organization
¾ Financial statements and reporting processes are needed to provide
the operation with transparency in developing goals and focus.
¾ Budget and spending authority need to be aligned to achieve cost
awareness and accountability, and needs to be pushed down to the
facility level.
¾ Business management training is needed for managers so they can
understand their business problems and develop solutions.
¾ Capital investments and future operating expenses are not strongly
linked or projected with fidelity, so investment outcome is not
validated against performance metrics that measure service value
improvement.
¾ Depreciation expense needs to be incorporated into total unit cost so
that real costs can be understood, estimated, and controlled in
operations planning.
¾ Transfer pricing mechanisms are needed for shared services among
A i r business
T r a f f i c units
O r g to
a n better
i z a t i ounderstand
n - F e d e rand
a l control
A v i a t i infrastructure
on
A d m i n i scosts.
tration
56
Initial Assessment
Operational
Air
Traffic
Organization
¾ Top operations management must be more closely
linked with day-to-day operations problems in the field.
¾ Internal and external communication capabilities must be
strengthened to improve organizational leadership and
coordination.
¾ Clear and simple business metrics and discipline are
needed to help managers overcome myopia on
operational complexities.
¾ Massive amounts of data and metrics need to be
converted into usable business management
information.
¾ Detailed operational planning processes and goals
A i r needed
T r a f f i c to
O r focus
g aniza
t i ototal
n - F
ederal
Av
iation
A d operating
ministration
on
economic
aspects
of
57
Initial Assessment
Air
Traffic
Organization
Technology
¾ Total cost of ownership is unknown for past technology
investments.
¾ Although a 20 year life cycle is plan standard, failure to
track annual total cost with depreciation leads to inability
to plan for funding of technical refresh requirements.
¾ Lack of cash flow planning for technical refresh results in
service life extensions for up to another 20+ years at
higher unit operating costs.
¾ Capital investments do not include Return on Investment
(ROI) validation during testing or after deployment.
¾ O&M funding shortfalls inhibit new NAS tools and
technology handoffs from F&E.
¾ O&M funding shortfalls have been mitigated by delaying
some F&E programs (indirectly, e.g., URET).
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 58
Initial Assessment
Institutional
Air
Traffic
Organization
¾ Clear distinction between the FAA “regulatory division” and the FAA
“service division” (ATO) is needed to drive performance.
¾ The intensely hierarchical, risk averse, reactionary management
culture will need to be changed to a results-focused, proactive and
innovative behavior. The decades of cultural bias will require rapid
and visible short term progress to ensure perpetuity, because it takes
at least 3 to 5 years for the changes to become institutionalized.
¾ The operation’s service-based financial, technical, and other
institutional needs require a very different focus than regulation-based
departments.
¾ Institutional safety improvements requires better accountability for
results through a better defined process for managing safety.
¾ A separate FAA safety oversight outside ATO will be needed.
¾ Operations planning will need convergence with the new FAA Flight
Traffic Org anization - Federal
Aviation
Administration
Plan
Air
59
Initial Assessment
Air
Traffic
Organization
Political
¾ The budgeting and appropriations funding process is
program oriented and only indirectly related to service
value or performance-based planning.
¾ Special owner-requested appropriations priorities will be
more transparent in ATO’s financial statements.
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 60
Communications
Basic Organizational
Dynamics
Air
Traffic
Org
Air
Traffic
Organization
¾ People
– Execute: Right People, Right Position,
Right Time
¾ Proximity
– More Effective Matrix Management
¾ Priorities
– Aligned Financial and Political
Strategies
¾ Process
– Based on Performance Goals and
Processes
¾ Purpose
– Influence of Organization and
Structure
anization - Federal
Aviation
Administration
61
ATO Management
Guidelines
Air
Traffic
Organization
¾ Honesty
– There should never be any question that we're
telling the truth.
¾ Integrity
– There should never be any question of our
intent to do the right thing.
¾ Transparency
– There should never be any question why we're
doing what we're doing.
Air
Traffic
Org anization
-
Federal
Aviation
A d m i n i s t r a t i o n 62