APPENDIX V
MEMORANDUM OF AGREEMENT
TABLE OF CONTENTS
TITLE
Introduction to PASS/Airway Facilities Human
Resource Programs
PAGE
i
Air Traffic Services Training Plan for the Airway Facilities Technical Workforce
Training Strategy for the Airway Facilities Technical Workforce ......................................3
Air Traffic Services Training Plan ......................................................................................5
Part 1: Identification of Core Skills ...............................................................................7
Part 2: Methods of Delivery...........................................................................................9
Part 3: Timeline For Delivery ......................................................................................10
Part 4: Recommendations ............................................................................................11
Appendix 1: Skill Sets .................................................................................................12
Career Level Definitions and Promotion Criteria
for the Airway Facilities Specialized Positions .................................................................23
AF/PASS Application of Superior Contribution Increase (SCI)
Guidance for Managers and Employees ............................................................................37
AF/PASS Application of SCI (Appendix A) .....................................................................47
AF/PASS Superior Contribution Form (Appendix B) .......................................................53
Summary of SCI Selectees (Appendix C) .........................................................................57
Participant Acknowledgements .........................................................................................61
INTRODUCTION TO PASS/AF
HUMAN RESOURCE PROGRAMS
INTRODUCTION TO PASS/AF
HUMAN RESOURCE PROGRAMS
This book contains human resource guidelines and directions for the PASS/AF technical
workforce (FV-334/802/856/2101). The guidelines and plans have been developed jointly
by teams representing both the Professional Airways Systems Specialists (PASS) and
Airway Facilities (AF). The guidelines below meet the terms of the Memorandum of
Agreement (Pay Plan Clarifications) contained in Appendix V of the PASS/AF
Agreement.
Air Traffic Services Training Plan and Strategy (covering FV-334, 802, 856,
2101)
Career Level Definitions (covering FV-802, 856, and 2101)
Promotion Criteria (covering FV-802, 856, and 2101)
Superior Contribution Increases (covering all PASS/AF employees)

In the past, the distinction between hardware and software systems (and therefore AF
specialist work) was clear. For the most part, the AF field specialist was a hardware
technician. Software was the concern of Air Traffic (AAT) and later Operational Support
(AOS). This distinction is no longer valid. All of the new FAA systems and a substantial
percentage of legacy systems consist of integrated hardware and software components.
Now the AF specialist must be equally proficient in both realms, as well as in the broader
networking of interrelated systems.
The specialists of today and tomorrow must be systems analysts who provide reliable
customer service as “end-to-end service providers.” They are responsible for the
constantly changing interaction of legacy and new automation systems. They must have
an in-depth understanding of how systems operate, specifically how individual pieces of
data (e.g. weather information, air traffic control data, communications data, etc.) are
input into automated systems, processed through the software/hardware, and finally
displayed in different formats for a variety of AF customers.
Based on this substantially changing role and the responsibilities of the specialists, PASS
and AF jointly recognize three (3) important principles in the development of this Airway
Facilities workforce of the future:
1. The PASS/AF workforce is composed of highly skilled employees who understand
the National Airspace System (NAS) environment at the operational systems level
and play a critical role in the FAA’s successful operation of the NAS.
2. These highly skilled employees need continual on-site training, which constantly
updates systems networking skills and expertise, at the operational facility level. This
training should take place concurrently with timely developments in the evolving
systems as they come online and are integrated into the overall NAS modernization.
3. This critical role of the AF systems specialist of the future is the driving force behind
a more flexible de-centralized training model, new compensation and incentive
systems (e.g. Superior Contribution Increase), enhanced career level definitions, and
improved promotion guidelines reflective of the knowledge, skills and expertise
essential for AF to be successful in NAS modernization.
In line with these guiding principles, we have outlined below the five (5) specific roles
for the PASS/AF specialist now and in the future. These roles are listed in increasing
order of complexity.
1.
2.
3.
4.
5.
Hardware and Software Specialist (traditional role of AF technician)
Network Computer Systems Administrator
Network Computer Systems Security Administrator
Systems Monitoring and Control Specialist
Systems Analyst
Through these multiple roles, the PASS/AF specialist becomes the “End-to-End Service
Provider” for the air traffic customer services (the systems analyst utilizing advanced
hardware/software systems and legacy systems), and the “Manager of the White Spaces”
integrating facility systems (the systems monitoring and control specialist).
The Superior Contribution Increase (SCI) Plans and Guidelines, which are enclosed,
apply to all PASS/AF bargaining unit employees, and are effective October 1, 2001. The
first SCI payout under this process will occur no later than the beginning of the first full
pay period in January 2003. We are particularly proud of the development of the SCI
criteria and process. The SCI Plan is the first major FAA Line of Business (LOB) with a
national unionized workforce (PASS) that reflects the criteria to establish incentives for
our employees’ contributions to the organization’s mission. The PASS/AF adoption of
the SCI recognizes the contributions employees make in their day-to-day work that is
over and above the outcomes and expectations. The SCI process is dependent upon
supervisors and employees having a common understanding of the process, a consistent
definition of the criteria, and an effective communication of the employee’s
accomplishments.
The enclosed guidelines in this book are for application by managers, supervisors, and
employees in each of the PASS/AF field locations.
Alan R. Moore
Director, Airway Facilities
Service AAF-1
Michael D. Fanfalone
President, Professional Airways
Systems Specialists
AIR TRAFFIC SERVICES
TRAINING PLAN FOR THE AIRWAY
FACILITIES TECHNICAL WORKFORCE
TRAINING STRATEGY FOR
AF TECHNICAL WORKFORCE
(FV-334, 802, 856, 2101)
In the Memorandum of Agreement between the Professional Airway Systems Specialists
(PASS) and the Federal Aviation Administration (FAA), the parties agreed to develop an
ATS Training Plan at the national level. The enclosed Plan confirms the core set of skills
needed by the AF field workforce, identifies the best methods of providing the training to
develop those skills, and establishes a timeline for delivering that training.
This training strategy and the enclosed Plan set the direction for the development of
critical knowledge, skills and expertise for the Airway Facilities workforce of the future.
Below we have defined two critical drivers of our joint ATS Training Strategy:
The premise underlying development of the PASS-AF technical workforce,
The flexible, decentralized approach to training and development.

Premise
The PASS/AF workforce consists of dedicated employees with a comprehensive
understanding of the NAS at the operational systems level. They are eager to take on
added responsibility for systems analysis and integration at their assigned locations. From
the FAA’s vantage point, the presence of a skilled workforce in close proximity to all
operations systems, including current and future systems comprising the NAS, provides
the most cost effective way of ensuring an expeditious and effective response to
equipment failures. The first step in accomplishing this mutually beneficial goal is to
make fundamental changes in the way in which the AF workforce is trained.
WHY IS THERE A NEED FOR A FLEXIBLE,
DECENTRALIZED TRAINING APPROACH?
The FAA’s traditional, highly centralized training model, based around lengthy, one-size
fits-all Academy courses is becoming increasingly more difficult in the new AF working
environment. Too often AF field specialists must wait too long to receive training, which
is at best, only partly relevant to their needs and which requires extended absences from
their duty stations. This absence from the workplace is costly not only in travel and per
diem dollars, but also in providing replacement personnel at the facility. A manager
cannot afford to sacrifice too many employees at one time for training; therefore, it can
take years for the workforce to be adequately trained. Training requirements must be
submitted up to a year in advance of the time when the course will be offered. If a student
is unable to take a course for any reason, the manager must scramble to find another
student to attend or risk losing valuable training “quota.” However, training will always
have some impact on daily operations, but a well designed, cost-effective approach to
course delivery will help keep that impact to a minimum.
Therefore, a more flexible, decentralized approach is required – one which takes
advantage of the wide variety of training sources and delivery mechanisms available.
These sources include public and private educational institutions, training vendors,
developers of new FAA systems, and commercial-off-the-shelf software developers.
Structured on-the-job training programs and Web-based training are key delivery
mechanisms to be explored.
AIR TRAFFIC SERVICES TRAINING PLAN
The Federal Aviation Administration’s (FAA) traditional, highly-centralized training
model, based around lengthy Academy resident courses, is becoming increasingly
outdated. Consistent with the Professional Airways Systems Specialists and FAA
Agreement, Appendix V, Paragraph 8, a more flexible de-centralized training model
needs to be employed. The new model needs to recognize rapidly changing technologies
and the agency’s commitment to systems deployment for National Airspace System
(NAS) modernization. The current model requires extended absences of Airway Facilities
(AF) field specialists from their duty station, which are costly, not only in travel and per
diem dollars, but also in overtime costs. Limited Academy capacity and field staffing
requirements impact our ability to train; therefore, it can take years for the workforce to
be adequately prepared. Training is based on actual requirements of the various positions,
both current and future. This requires strategic analyses of the work currently performed
in the field, including both legacy and newly deployed systems. The strategic analyses
must include the field perspective based on actual requirements of the various positions.
Each integrated product team (IPT) must exercise early and active involvement in
identifying specific training requirements necessary to deploy and sustain the system
through its life cycle. In addition to the present stakeholders, the IPT should include
PASS, Training Division, and a first level field management representative at the service
delivery level.
Training must be received in a timely manner and coordinated with assignment of system
responsibilities. Often, AF field specialists receive training too far in advance or way
beyond the system deployment. When training is received too long after deployment,
NAS operations could be negatively impacted. Impacts include insufficiently trained
specialists, increased overtime, and longer restoration times. When training is received
too early, the skills are not put to use within a reasonable period; therefore, re-training
may be required. This is not cost efficient. To allow for greater efficiency, use flexible
de-centralized delivery methods to enhance timeliness of training.
Training needs to be delivered more efficiently, with reduced impact on daily operations.
Currently, most technical training for the AF workforce is provided at the FAA
Academy. Many of these courses take specialists away from their duty stations for
extended periods. Training delivery should be focused on operational requirements taking
into account impact on employees, travel costs, NAS operations, and specialist
availability. To the greatest extent practical, training will be offered locally.
Basic Core Skills training will be provided on an equitable basis to all members of the AF
technical workforce. Employees will also be provided the additional training for their
respective position and responsibilities. Career enhancement training opportunities
should be provided to employees who express a desire for career development.
Part 1
IDENTIFICATION OF CORE SKILLS
In response to growing demands of NAS modernization, the agency recognizes the need
to establish a core set of information technology skills for the AF technical workforce.
An analysis of the AF technical workforce responsibilities, in each of the present and
future roles, was accomplished to identify core skills required for the performance of
their respective positions. These skills have been identified in Appendix 1 of this
document. It is recognized that new technologies will require additional changes to the
skills in Appendix 1.
Basic Core Skill Sets
The following Basic Core Skill Sets will be incorporated with the existing AF Training
Progression Requirements Charts for the technical workforce as defined in the
PASS/FAA Agreement. For actual skills, see Appendix 1.
Personal Computer Hardware
1
Skill identified with the A+ program1 .
Basic OS (DOS, Win95/98)
DOS, Win95/98 (End User-Installation and Deployment, Basic Configuration,
Troubleshooting and Optimization)
Applications
Microsoft Office – Word, Excel
E-mail – cc:Mail
Internet Browser – Familiarization
Remote Connectivity Package – i.e.; Procomm, Reachout,
PCanywhere
Telecommunications, Basic
2
Reference for skills only: Smartforce2 Internetworking Telecommunications, Basic:
Telecommunications Essentials, Telecommunications Techniques
Note: The following are additional Basic Core Skills requirements ONLY for 2101 and
856 Direct Safety Related, and ANI 856 Series.
Intermediate Core Skills
1
A+ and Network+ are IT Industry Certifications sponsored by the Computer Technology Industry
Association (CompTIA).
2
www.academy.jccbi.gov
Networking
Skills identified with the Network+ program. Incorporates the fundamentals of the
network devices.33
Telecommunications, Advanced
Reference for skills only: Smartforce4 4 Internetworking Telecommunications
Either:
Computer Telephony Integration I, Computer Telephony II
Or
Packetized Voice Networking, Voice Over IP
Or
Introducing ISDN, ISDN Protocols, ISDN D-Channel Protocols
In addition to the Basic Core Skills Sets, the skills in Appendix 1 will be provided to the
AF technical workforce as required to support NAS Modernization.
3
A+ and Network+ are IT Industry Certifications sponsored by the Computer Technology Industry
Association (CompTIA).
4
www.academy.jccbi.gov
Part 2
METHODS OF DELIVERY
Methods of obtaining skills will be determined by the most effective use of resources
available with the least impact to the NAS operation. An emphasis on de-centralized
training, using local sources and distance learning, should be used for the delivery of
present and future Information Technology (IT) training to the AF technical workforce. It
is recognized that the best training is obtained through a twofold process, both knowledge
based and practical experience. This does not, however, preclude the use of the resident
FAA Academy training as a method of delivery.
Some of the local training sources and distance learning methods are:
Computer Based Instruction (CBI)
On-the-Job Training (OJT)
Web-based5
n Local college
n Correspondence
n Factory training
n Train the trainer
n Mobile classroom/lab
n Technical schools
n Interactive Video Tele-training
n Other agencies (i.e.; Department of Defense, Department of Labor)


5
5
The FAA Academy, in conjunction with Smartforce offers a comprehensive Web-delivered computerbased training option to all FAA employees (www.academy.jccbi.gov).
Part 3
TIMELINE FOR DELIVERY
PASS and FAA agree to provide the technical workforce with the following Basic Core
Skills Sets over the duration of the PASS/FAA Agreement. In order to accomplish this,
the parties have agreed to the following:
1. Where appropriate, equivalencies will be used to determine actual training required;
i.e., skills learned that meet the core skills requirements, as evidenced by obtaining or
holding industry certifications, CompTIA A+, Network+, and CCNA. The Training
Division will provide an approved list of recognized certifications. A training plan
will then be developed to fulfill the training requirements.
2. Over the duration of the PASS/FAA Agreement, a minimum of 30% per year of the
AF technical workforce will be assigned to complete the Basic Core Skills Set
requirements.
Part 4
RECOMMENDATIONS
The team has completed the PASS/FAA Memorandum of Agreement (MOA)
requirement for upgrading the core skills needed to adequately support new technologies
as they come online.
The team recommends the following:
n Addition of the Basic Core Skill Sets, identified in this document, to the Training
Progression Requirements.
 Development of a comprehensive inventory of acceptable training sources, including
range of delivery methods.
n
In working through this process, other critical training issues were identified. The team
recommends that PASS/FAA workgroup(s) be chartered to ensure that the training
product being delivered to the technical workforce is current and meets the needs of the
NAS modernization. The workgroup(s) should be made up of cross-sectional
representation of the AF organization and PASS.
Areas of concern these workgroups should address are:
n Validation and updating core skill requirements, at least on an annual basis,
and update the Training Progression Requirements.
 Ensuring appropriate AF technical workforce has the proper training in the
specific software skills on existing systems.
n
 Identification of core skills training requirements during new system
acquisition to ensure new core skills are incorporated into the Training
Progression Requirements.
n
 Reviewing of the total training program including future systems, legacy
systems, and delivery methods.
n
 Developing a process for the employee’s feedback on quality and
effectiveness of training sources providing skills.
n
APPENDIX 1
SKILL SETS
PERSONAL COMPUTER (PC) HARDWARE



A.



Knowledge of:
n
Functions of internal PC components
n
Applying safety practices
n
Basic network concepts







B.







Ability to:
n
Install internal hardware devices
n
Configure internal hardware devices
n
Upgrade internal hardware devices
n
Connect and configure external devices
n
Use diagnostics tools
n
Troubleshoot personal computers
n
Perform preventive maintenance
OPERATING SYSTEMS
Disk Operating System (DOS)

A. Knowledge of:
 nDOS fundamentals
B. Ability to:

 nNavigate within DOS

 nManage files and directories

 nUse DOS utilities

 nManage memory and disks

 nInstall DOS

 nConfigure DOS

 nUpgrade DOS

 nOptimize the DOS environment
Windows NT



A.



Knowledge of:
n
Windows NT System
n
System Security
n
Network Configuration Option




Ability to:
n
Configure the NT System
n
Provide system support




























Manage user accounts and groups
n
Manage system security
n
Install Windows NT Workstation and Server
n
Provide Windows NT Server administration
n
Configure Windows NT Servers
n
Configure Windows NT Workstations
n
Provide network support with Windows NT
n
Manage Windows NT TCP/IP Internet
n
Use Control Panel applications
n
Manage data and disks
n
Troubleshoot the NT system
n
Upgrade the NT system
n
Optimize the NT system
n
Manage network resources
n
Windows 95/98


A. Knowledge of:
 nThe fundamentals of Windows 95/98
 nInternet and intranet technologies















B.















Ability to:
n
Install and deploy Windows 95/98
n
Perform basic configuration
n
Perform advanced configuration
n
Manage disks and file systems
n
Manage user profiles and system policies
n
Manage system security
n
Configure network components
n
Run application and printing
n
Use Internet browsers
n
Integrate workstation into a network environment
n
Configure the network environment
n
Upgrade the 95/98 system
n
Optimize the 95/98 system
n
Troubleshoot the 95/98 system
n
Operate in a remote networking environment
UNIX
Foundation Level UNIX




A.




Knowledge of:
n
The file system (directories)
n
Process and data utilities
n
The user environment



B.



Ability to:
n
Work with files
n
Use Editors
n
Use the Shell
n
Perform Shell Programming
Advanced Level UNIX









A. Knowledge of:
n
Shell Programming
 nSystem operations
 nUser Setup and Security
B. Ability to:
 nBackup and Restore
 nMonitor and schedule system resources
 nConfigure system
 nMaintain file systems
 nManage within the network environment
 nManage network services
Legacy Versions (i.e. Solaris 2.X, HP-UX, Unixware)

A. Knowledge of:
 nSpecific version essentials


B. Ability to:
 nManage files
 nUse Job Controls
TELECOMMUNICATIONS











A.











Knowledge of:
n
Local loop components and features
n
Central office components and features
n
Digital and analog transmission theory
n
Voice-and-data communications equipment and systems
n
ISDN Applications
n
Service Profile ID (SPID)
n
Asynchronous Transfer Mode (ATM)
n
T1-T3 fundamentals
n
Multiplexers, modems and PBX systems
n
Principles of Voice over IP communications
n
Trends in wireless technology
B. Ability to:
n
Install and troubleshoot jacks, terminal adapters, loops, and




















wiring
n
Install and troubleshoot fiber optics
n
Develop a telecommunications solution as a member of
a project team
n
Establish the requirements for telecommunications
networks for both voice and data traffic
n
Plan the installation of telecommunications systems
n
Install telecommunications systems
n
Develop specifications for voice/data networks based on
a specific set of requirements
n
Manage telecommunications systems
n
Optimize telecommunications systems
n
Use communications on the Internet to support
organizational requirements
n
Manage security for telecommunications systems
NETWORKING




A.















B.































Knowledge of:
n
Basic network structure
n
Basic network Operating Systems
n
Basic network protocols
n
Fault tolerance
n
Layers of the OSI Model
n
Media characteristics
n
Connector characteristics
n
Basic purpose and functions of network elements
n
Data Link Layer Concepts
n
Network Layer Concepts
n
Network Components
n
Transport Layer Concepts
n
TCP/IP fundamentals
n
The different Address Classes
n
Security Models
Ability to:
n
Configure Network Interface Cards (NIC)
n
Use network card diagnostics
n
Resolve hardware resource conflicts
n
Use network devices such as Routers, Brouters,
Gateways
n
Use Routable and Non-routable protocols
n
Use default gateways and sub-networks
n
Configure workstations with TCP/IP
n
Use TCP/IP Suite Utilities
n
Troubleshoot with the TCP/IP Utilities
n
Apply remote connectivity concepts




























Apply password practices and procedures
n
Employ Data Encryption to protect network data
n
Apply Firewall Architecture
n
Install networks
n
Manage environmental factors
n
Use peripheral ports and network components
n
Resolve compatibility and cabling issues
n
Implement upgrades and modifications
n
Manage users and groups
n
Administer the Change Control System
n
Apply standard Backup and Restore procedures
n
Apply standard network maintenance practices
n
Troubleshoot the network
n
Select appropriate tools to resolve network problems
n
NETWORK DEVICES (Routers, Switches)







A. Knowledge of:
 nFunctions of network hardware devices (i.e. Bridges,
Routers, Switches and Hubs)
 nBridging and Switching Operations
 nFull and Half Duplex Ethernet
 nIP/IPX configuration and routing protocols
 nVirtual Local Area Networks (VLANs) Operations
 nRouting tables
 nRouted and routing protocols
 nBridge concepts












B.













Ability to:
n
Select and configure network hardware devices
n
Install network hardware devices
n
Optimize Local Area Network (LAN) Segmentation
n
Configure and use software interfaces
n
Implement and configure VLANs
n
Manage the VLAN security
n
Manage Basic Traffic with Access Lists
n
Configure ISDN
n
Configure Wide Area Networks
n
Configure and maintain Frame Relay Services
n
Manage router passwords
n
Troubleshoot network hardware devices
APPLICATIONS

A. Knowledge of:
 nWord processors


















Databases
n
Spreadsheets
n
Presentation packages
n
Project management
n
Internet browsers
n
Remote connectivity packages
n
E-mail packages
n
Remote monitoring and control packages
n
Computer Aided Design (CAD)
n
PROGRAMMING LANGUAGES






A.






Knowledge of:
n
Fundamentals of programming languages
n
Data structures
n
Applications of the programming languages
n
Programming for networking applications
n
Operating systems interaction
n
Fundamental types of storage
















B.
















Ability to:
n
Use structured programming
n
Write a program
n
Use modular programming
n
Use proper syntax
n
Use operators and expressions
n
Pass parameters and data between programs
n
Manage memory
n
Control devices
n
Work with decisions, loops, and logic
n
Use program language with databases
n
Use compilers
n
Handle errors within programs
n
Define and call functions
n
Access files
n
Use arrays, structures and pointers
n
Use software utilities for programming
CAREER LEVEL DEFINITIONS AND
PROMOTION CRITERIA FOR THE
AIRWAY FACILITIES SPECIALIZED POSITIONS
CAREER LEVEL DEFINITIONS AND PROMOTION
CRITERIA FOR AF SPECIALIZED JOB CATEGORY
Job Category Definitions for all bargaining unit positions are defined in Appendix A of
the PASS/FAA Agreement Handbook effective July 2, 2000. These are a job series
grouped together into categories that reflect similarities in the nature and type of work to
be completed. One AF Specialized Job Category has been revised and is included in this
section.
Each Job Category has Career Levels. These Career Levels define the number of
progressions within a particular Job Category. Each employee covered by this
Agreement shall be provided a Career Level Definition, which accurately reflects the
major duties of his/her position. The use of these standardized Career Level Definitions
will be the practice, not the exception, in the FAA. Career Level Definitions for the
PASS/AF Pay Plan are included in Appendix F of the PASS/FAA Agreement. The new
Career Level Definitions for the AF Specialized Job Category are stated at the beginning
of the promotion criteria at each level (I-V).
With the publishing of these Career Level Definitions and Promotion Criteria for the AF
Specialized Job Category, the provisions of PRIB 21-2 no longer apply.
The following promotion criteria are applicable to these three series (FV-802/856, 2101)
in the Career Levels defined. There are five Career Levels, which identify job
requirements for entry level through expert level.
For the purpose of these promotion criteria, demonstrated skills, knowledge, or abilities
are defined as that which has been shown in the performance of like duties and/or
responsibilities. Ability is defined as that which has been attained through a recognized
formal training program.
AIRWAY FACILITIES PROMOTION CRITERIA FOR
SPECIALIZED POSITIONS
CAREER LEVEL DEFINITION – LEVEL I
Performs basic but progressively more complex training assignments under the close
direction of a supervisor, team leader on-the-job training (OJT), or a more experienced
employee. Receives academic and OJT instruction in the fundamentals of the appropriate
discipline. Acquires and applies basic technical knowledge and limited experience to
accomplish assignments.
During the early developmental stages, assists more experienced employees. As
employee progresses in training and gains experience, he/she independently completes
assignments of limited difficulty. Specific time periods are provided for completing
training assignments. After the initial training period, employee manages own time to
accomplish assigned tasks. May be required to coordinate actions with customers on a
limited basis. Work is reviewed regularly to ensure required skills are being acquired.
May serve as a team member.
Contacts are primarily internal to the immediate work unit. Contacts are made to share
information, provide data, and discuss the status of assignments.
Individual has foundation of basic knowledge supplemented by work experience or
formal education. This knowledge is based on principles of electronics, computerized
information processing concepts and practices, and data transmission. Applies basic
technical knowledge applicable to learning the various aspects of the National Airspace
System (NAS).
The objective of work is the development of knowledge and skills to prepare the
employee for higher levels of responsibility and greater contributions to the organization.
The individual in this position obtains the knowledge of FAA policies and procedures
pertaining to the work (i.e. Occupational Safety and Health Administration (OSHA),
Facility and Systems Security, Environmental Compliance Assessment Protocol (ECAP),
National Electrical Code (NEC) and Human Resources Directives).
CRITERIA FOR NON-COMPETITIVE PROMOTION
FROM LEVEL I TO LEVEL II
In order to be eligible for promotion from Level I to Level II, the employee’s team leader
and/or OJT instructor must certify, in writing, that the individual has demonstrated or
attained the following appropriate skills or abilities applicable to their position. With the
supervisor’s endorsement, the individual will be promoted from Level I to Level II.
 Ability to perform multiple, complex assignments under limited direction.
 Ability to perform full maintenance and operational responsibility for a single
system or for the integration of multiple subsystems.
n
n
 Ability to provide training to other employees.
n Ability to plan and accomplish assignments, either as an individual
contributor or as a member of a team, based on their experience and technical
knowledge of systems and subsystems.
n Ability to work with new technology efforts and to interact
with other high level specialists to obtain the skills
necessary to install, integrate, maintain, and restore new
advanced systems.
n Ability to achieve technical proficiency on additional
systems, and assist technical experts on complex
automation systems.
n Ability to apply knowledge in both hardware and software
to different types of equipment and systems.
n Ability to understand the impact of specific systems
performance in providing services to the aviation
community.
n Ability to effectively communicate and achieve positive
results, share information, provide data, furnish technical
guidance, and discuss assignment status within the
immediate work unit, Air Traffic facilities, Systems
Management Office(s) (SMO), other FAA organizations,
airport authority, and vendors.
n





CAREER LEVEL DEFINITION – LEVEL II
Performs multiple and complex assignments under the limited direction of a manager or
team leader. Has full maintenance and operational responsibility for a single system or
for the integration of multiple subsystems. Works as an individual contributor or member
of a team.
May be called upon to provide training to other employees. Applies experience and
detailed technical knowledge in order to plan and complete assignments in support of the
NAS.
Independently resolves all but the most complex problems that are referred to the
supervisor, team leader, or a more experienced employee.
Work performed by the specialist may have a direct impact on air traffic control
operations. Contributes to the organization as a specialist or a team member for projects.
Work is reviewed upon completion for technical soundness and conformance with
guidelines, established requirements, procedures, and objectives.
Contacts are internal and external but are limited to the scope of the employee’s work.
These contacts may include the SMO(s), other FAA organizations, airport authority, and
contractors. Contacts are made to share information, provide data, furnish technical
guidance, and discuss the status of assignments.
The individual at this level is achieving technical proficiency on additional systems.
Works with new technology efforts and may interact with other individuals to obtain the
skills necessary to install, integrate, maintain, and restore new advanced systems.
Resolves problems and assists technical experts on complex systems. Applies knowledge
and experience in both hardware and software to different types of equipment and
subsystems.
Has a working knowledge of and understands the impact of specific system performance
in providing NAS-wide services. Technical manuals, manufacturers’ instructions, FAA
procedures and other publications are used to provide guidance for most assignments.
Applies practical judgment and discretion to select the most appropriate method to
complete the work assignment.
Possesses a working knowledge of the FAA policies and procedures pertaining to the
work environment (i.e. Occupational Safety and Health Administration (OSHA), Facility
and Systems Security, Environmental Compliance Assessment Protocol (ECAP),
National Electrical Code (NEC) and Human Resources Directives).
CRITERIA FOR NON-COMPETITIVE PROMOTION
FROM LEVEL II TO LEVEL III
In order to be eligible for promotion from Level II to Level III, the employee’s team
leader and/or OJT instructor must certify, in writing, that the individual has demonstrated
the following skills or abilities appropriate for their position. With the supervisor’s
endorsement, the individual will be promoted from Level II to Level III.
 Ability to perform multiple, complex assignments associated with the NAS with
only limited supervision.
n Ability to plan, coordinate and perform work with a high degree of independence
and ability to make technical decisions within his/her area of expertise.
n Demonstrates comprehensive information technology (IT) skills and knowledge,
through consistent practical application, analysis, diagnosis, repair, and
certification of the most complex systems, services, subsystems and NAS
equipment. Possesses IT Certification or successfully completed industry training
or equivalencies.
n Demonstrates a comprehensive understanding of complex automation systems
and NAS components.
n Ability to evaluate and assess the functional status of assigned NAS systems,
subsystems, and facilities.
n Demonstrates ability to resolve system problems as they arise and makes
adjustments as necessary to deal with system outages and performance
deterioration.
n Ability to coordinate and collaborate on work activities with internal (FAA) and
external entities to resolve complex technical or engineering issues.
n Ability to analyze and understand the facility level integration of advance
automation systems with multiple legacy systems.
n
 Ability to develop and recommend methods of enhancing efficiency of systems
through modification and application of existing or emerging technology.
n
CAREER LEVEL DEFINITION – LEVEL III
Performs multiple, varying and complex assignments associated with the NAS. Has
broad automated systems and networking responsibility, providing “end-to-end” services
to Air Traffic customers. Possesses comprehensive knowledge of the NAS as an
integrated system, of the relationship of the parts to the whole, and of the capabilities
within the NAS to deal with unusual problems or unanticipated air traffic safety issues.
The work performed at this level requires extensive knowledge of the technology,
systems interrelationships, and management of the NAS. This requires planning and
conducting operational and diagnostic tests, confirming the reliability and validity of
diagnostics on systems hardware, software or applications. Independently evaluates the
functional status of assigned subsystems, systems and facilities. This evaluation requires
the specialist to understand and assess multiple operational parameters of the NAS.
Decisions made by the specialist have a direct impact on the safety and efficiency of
ATC operations and the flying public.
Plans, coordinates, and performs work with a high degree of independence, keeping
supervisor advised of significant problem areas, which may impact ATC operations.
Resolves problems as they arise and makes adjustments as necessary to deal with system
outages and performance deterioration.
This work includes responsibility for a seamless flow of data from multiple integrated
systems, and provides services or service products. Uses this data in the process of
installing, accepting [Contractor Acceptance Inspection (CAI)/Joint Acceptance
Inspection (JAI)], certifying, and restoring equipment, systems, and services within the
NAS. May provide training, mentoring and guidance to FAA employees as well as onsite contractors. Contributes to the organizational goals as a senior specialist, team
member, or lead specialist for specific projects. Completed work is reviewed in terms of
appropriateness of actions taken, thoroughness, and the achievement of overall
objectives. Specialist has authority to make technical decisions within his/her areas of
expertise.
Position may be a facility focal point for first level NAS systems operational support,
System Management Office (SMO), or the regional office providing broad program
expertise. Contacts are both internal and external. Interacts with managers and employees
throughout Airway Facilities and other FAA organizations including Air Traffic Service
(ATS) customers. Specialist is considered a key technical point of contact for assigned
systems, programs or projects. Contacts are made to provide technical information on
multiple systems, instruct other employees, share information across organizations,
provide ATC systems data, provide status briefings on system reliability, coordinate, and
oversee the activities of contractors. In addition, meets and consults with representatives
of external organizations such as the Department of Defense (DoD), airport management,
contractors, and utility companies to resolve complex technical or engineering issues.
Maintains technical competency on legacy systems, as well as obtains the skills to install,
integrate, maintain, and restore new, technologically advanced systems. At this level, the
specialist is frequently called upon, because of his/her core skills and expertise, to
integrate the operation of legacy systems with multiple advanced automation systems.
May be the first to run advanced systems in a live ATC environment with multiple legacy
systems, and the first to analyze and understand the facility level integration of those
advanced systems. Must have a comprehensive understanding of highly complex ATC
automated systems, including input, processing, and output. Demonstrates the ability to
interpret, select, and apply principles and practices related to the knowledge of scientific
and engineering fields.
Initiates action to install, repair, or restore systems and services, takes into account the
availability of back-up systems, possible reconfigurations to minimize service
interruptions, and the relative criticality of particular functions to the safe and efficient
operation of the NAS. Collaborates with system users, planners, engineers, and contractor
personnel in the installation and testing of new or modified systems and in identifying
needed improvements or enhancements. Develops and recommends methods of
enhancing efficiency of systems through modification and application of existing or
emerging technology.
Individuals in this position possess a broad knowledge of the FAA policies and
procedures to the work environment (i.e., Occupational Safety and Health Administration
(OSHA), Facility and Systems Security, Environmental Compliance Assessment Protocol
(ECAP), National Electrical Code (NEC) and Human Resources Directives.)
CRITERIA FOR PROMOTION LEVEL III TO LEVEL IV
Promotion from Level III to Level IV must be competitive. There is no timeframe
requirement at Level III to compete, but candidates will have to apply, stating their
experience for each of the skills listed below, appropriate to the position. Candidates
must have their supervisor’s endorsement to be considered. Each candidate will be rated
against selected factors that will be listed in the announcement soliciting applications.
The successful candidate must demonstrate the following skills:
 Ability to complete complex assignments, with broad impact on NAS, without
supervision.
n Advanced expertise on emerging technology systems or integration of automation
systems.
n Expertise on legacy and newly developed NAS modernization systems, within a
large facility, or multiple facilities.
n Ability to apply a comprehensive technical knowledge to protect the integrity of
components and systems, which provide NAS services.
n Ability to focus on overall NAS systems performance and causes of system
degradation.
n Ability to apply skill in resolving unique technical problems.
n
 Ability to be the primary technical point of contact for complex NAS systems
with the knowledge and expertise to provide technical guidance and direction for
multiple systems.
n Expertise as Contractor’s Office Technical Representative (COTR)/Technical
Office Representative (TOR) on major NAS projects or programs.
n Ability to work with high level representatives of outside organizations, including
DoD, Airport Management, contractors, etc.
n Ability to collaborate with system users, planners, engineers, and vendors on
installing or improving complex automation systems in the NAS.
n Ability to develop broad recommendations on enhancing the efficiency of NAS
systems by modification and application of existing or emerging technology.
n
CAREER LEVEL DEFINITION – LEVEL IV
Performs a wide variety of very complex assignments with a high degree of
independence from supervision. Has broad automated systems and networking
responsibilities providing complete services to air traffic customers over a large
geographic area. The work performed at this level requires technical expertise on
complex systems and/or emerging technology, systems interrelationships and
management of the NAS. Provides the highest organizational level of technical support
associated with analyzing, designing, developing, installing, repairing, fabricating,
maintaining, modifying, or evaluating the most complex systems for which the FAA is
responsible. Is a principal specialist or team leader for major projects and/or program
areas. Resolves unique technical problems without managerial intervention, providing
coordination and suggesting solutions.
Plans, coordinates, and performs work with a high degree of independence, keeping the
supervisor advised of only the most critical issues.
Carries out work in accordance with overall plans and objectives of the organization,
resolving problems as they arise and making adjustments as necessary to deal with
unanticipated situations and organizational needs.
This work includes responsibility for evaluating diagnostic data from multiple systems
that are integrated to support a network of services or service products.
Evaluation of this data is used for correcting deficiencies on Contractor Acceptance
Inspection (CAI)/Joint Acceptance Inspection (JAI), and timely restoration of equipment,
systems or services within the NAS. Monitors other employees’ time as a project or team
leader. Identifies requirements (staffing funds, materials, and equipment) to accomplish
projects and tracks the use of project resources. Provides training, mentoring, guidance
and advice to FAA employees, contractors and other organizations as needed. Supervisor
rarely reviews completed work.
Position may be the second level support for NAS systems, SMO, or regional offices
providing broad program expertise. Contacts are both internal and external to the FAA.
Represents the organization as a primary technical point of contact on projects, programs,
and other work activities to coordinate and implement plans or to obtain information and
resolve problems. Contacts are to provide technical guidance and direction for multiple
systems, advice for interpretations of orders, certification examiner, or serves as the
Contractor’s Office Technical Representative (COTR)/Technical Office Representative
(TOR) on major projects or programs. Meets and consults with representatives of
external organizations such as the DoD, airport management, contractors, utility
companies, and foreign governments to resolve problems of mutual concern and to elicit
cooperation and action favorable to FAA needs.
Recognized for a high level of technical expertise on legacy and newly developed
systems within a large facility or multiple facilities over a large geographical area.
Responsibilities include the integration, restoration, testing and evaluation of new
advanced services or service components, hardware/software systems and processes.
Applies comprehensive technical knowledge to protect the integrity of all components
and systems to provide NAS service delivery. Demonstrates the ability to interpret,
select and apply principles and practices related to the knowledge of scientific and
engineering fields.
Can be called upon to assist with repair and/or restore service or systems, providing
guidance on the availability of back-up systems, recommending reconfiguration to
minimize service interruptions to ensure the safe and efficient operation of the NAS. May
have the responsibility to upward report the status of critical events. Established policies
and procedures furnish guidance for most assignments, but considerable discretion is
allowed to select the most appropriate approach or to develop new solutions. Focuses on
overall NAS systems performance and causes of system degradation. Collaborates with
system users, planners, engineers, and contractor personnel for the acceptance of new or
modified systems and provide assistance for resolving problems with the installation or
improvements. Develops White Papers for the recommendation of enhancing efficiency
of the systems by modification and application of existing or emerging technology.
Possesses a working knowledge of the FAA policies and procedures, pertaining to the
work environment (i.e. Occupational Safety and Health Administration (OSHA), Facility
and Systems Security, Environmental Compliance Assessment Protocol (ECAP),
National Electrical Code (NEC) and Human Resource Directives.)
CRITERIA FOR PROMOTION FROM LEVEL IV TO LEVEL V
Promotion from Level IV to Level V must be competitive. There is no timeframe
requirement at Level IV to compete, but candidates will have to apply, stating their
experience for each of the skills listed appropriate to the position. Candidates must have
their supervisor’s endorsement to be considered. Each candidate will be rated against
selected factors that will be listed in the announcement soliciting applications. The
successful candidate must demonstrate the following skills.
 Ability to provide FAA-wide expertise for complex and challenging technical
NAS modernization issues.
n Ability to take on responsibility as project manager for NAS modernization
initiatives, and ability to identify, procure, distribute and track resources needed to
accomplish these large FAA projects.
n Ability to assess and evaluate nationwide trend data to develop solutions for
sustaining the NAS or accomplishing NAS modernization.
n Ability to collaborate with multiple customers to shutdown and restore facilities,
systems, and services to minimize disruption of services to the flying public.
n Ability to develop innovative solutions or work around to solve NAS operational
problems, which can have national or international implications.
n
CAREER LEVEL DEFINITION – LEVEL V
Performs work providing agency-wide leadership for highly complex and challenging
technical activities. Recognized as the principle expert for development of workable
solutions for unanticipated situations adversely affecting operationally critical systems of
the NAS. This may be accomplished using innovative concepts and approaches for
problems that have resisted earlier efforts at resolution. This individual has the authority
to commit the necessary resources to accomplish the agency’s mission. Works under
administrative supervision.
Establishes and manages program goals and objectives; formulates project plans and
presents them to upper management. Serves as a senior project manager or team leader
for large, challenging and complex work activities. Technical decisions are considered
authoritative in his/her area of expertise. Develops, interprets, recommends changes, and
has broad discretion to ensure compliance with organizational objectives and policies.
Identifies, procures, distributes and tracks resources needed to accomplish large work
activities. Monitors and evaluates trend data on a nationwide basis to develop workable
solutions for sustaining the NAS.
Works with customers at high organization levels both inside and outside the FAA to
resolve complex issues to ensure the integrity of the NAS. Represents the FAA as a
senior technical authority for major agency activities, emerging technologies and
customer concerns. Coordinates with multiple air traffic entities to shutdown and restore
facilities, systems, and services to prevent activities from disrupting air traffic operations.
Quickly resolves restoration problems with minimal impact to the NAS.
Maintains the highest degree of technical knowledge on integrated systems within a
broad area of expertise. Keeps abreast of changes in technology and the new systems
coming online. Provides recommendations to senior level managers for enhancement of
systems and air traffic operations.
AF/PASS APPLICATION OF
SUPERIOR CONTRIBUTION INCREASE (SCI)
GUIDELINES FOR MANAGERS AND EMPLOYEES
GUIDELINES FOR MANAGERS AND EMPLOYEES
INTRODUCTION
This document is a guide for Airway Facilities (AF) managers/supervisors and the
Professional Airway Systems Specialists (PASS) bargaining unit employees to use the
Superior Contribution Increase (SCI) process. The AF/PASS SCI process applies to
employees within the PASS bargaining unit who qualify for the SCI. This document is to
help employees and managers/supervisors assess the employee’s contributions, and
provide information about the process. The SCI process should be applied consistently to
all employees.
Specifically, this document:
 Identifies the SCI criteria against specific employee contributions to be assessed.
n
The descriptors in the criterion are a guide to assess the employee’s superior contribution.
Not every item under each descriptor will apply to every employee. Examples are for
clarification and do not include all possibilities.
 Provides step-by-step instructions for implementing the process including a flow
chart.
n Provides forms that may be used in the process.
n
CRITERIA
The following criteria will be used to make the SCI determinations:
Collaboration: The extent to which an employee’s work with
others contributes to the success of the organization.
nCustomer Service: The extent to which the employee provides
services and products to meet the needs of persons or
organizations, internal or external; e.g. Air Traffic, Airway
Facilities, pilots, airports, public, other government
organizations.
nImpact on Organizational Success / NAS Modernization:
The individual’s contribution to the organization’s ability to
accomplish its mission and/or the modernization of NAS.
(This may look different for technical and non-technical
members of the workforce.)
n
To receive an SCI, an employee must demonstrate superior contribution in one
descriptor for each criteria with a total of 9 descriptors overall.
An employee’s sphere of influence or his/her position within the organization will not
affect their ability to receive the SCI.
Every manager/supervisor will be required to use the same criteria, and apply the criteria
in a consistent manner. All employees in all job series will be treated the same. The
manager/supervisor will have documentation to support his/her decision.
Some contributions are considered superior and may satisfy a descriptor when
consistently done, such as soliciting input/feedback or being a “Go To” person, while
another descriptor may be met by a single significant contribution such as a project of
large scope and complexity.
ELIGIBILITY
To be eligible for SCI consideration, employees must:
Be with the FAA for at least 90 calendar days of continuous service immediately
prior to the end of performance year.
n
Not be enrolled in a formal process to improve performance.
n
PAYMENT
The SCI will be paid in the year following the year in which it is earned, and the payout
will be effective no later than the beginning of the first pay period in January.
Employees will continue to receive the general increase pay adjustment approved by the
President. This will be incorporated into an Organizational Success Increase (OSI) to
base pay equal to the general increase plus one percent.
SCI recipients will receive an additional increase to base pay determined by dividing the
total number of AF/PASS bargaining unit employees by the number of SCI recipients and
multiplying that by 0.6%.
Number of AF/PASS Bargaining Unit
- - - - - - - - - - - - - - - - - - - - - - - - - - × 0.6% equals SCI pay increase Number of SCI
recipients
7444 employees
For example: - - - - - - - - - - - - - - × 0.6% = 1.7865% SCI pay increase
2500 recipients
If an employee’s current base salary (not including locality pay) were $32,000 the
increase to base would be $573 for a total of $32,573.
Employees continue to receive locality pay.
EMPLOYEE INPUT
Employees are strongly encouraged to provide input to their manager throughout the
year.
Methods of employee input can include:
Superior Contribution Form (See Appendix B)
CC:Mail/E-mail
Other Written Input
Letter of Appreciation or Awards
Customer Input
It is especially important for the employee to provide a self-assessment at the end of the
SCI year. Employee input should focus on contributions listed in the SCI criteria. This
can be accomplished by filling out the Criteria forms contained in Appendix A.
MANAGERS’/SUPERVISORS’ RESPONSIBILITY
Managers/supervisors shall complete one set of the Criteria forms shown in Appendix A
for each employee’s contributions. They need to be specific and detailed enough to
support his/her decision. Managers/supervisors shall complete the Summary of SCI
Selectees Form (Appendix C) and forward it to the appropriate office.
PROCESS
AF/PASS SCI PROCESS
Step 1
SCI Criteria is
communicated to
employees
Step 2
Step 3
Employees submit input
throughout the year and
complete a selfassessment form
Manager/employee
meeting for clarification
Step 4
Manager completes
assessment, determines
selection, advises
employees, prepares and
forwards Summary Form
STEPS IN THE PROCESS:
 Beginning of the year – Managers/supervisors will meet, either individually or as a
group, with all of their employees to communicate the SCI process and criteria. They
will discuss expectations, definitions, examples and the importance of the employee
providing input.
n
 During the year – Employees may submit input. Managers/supervisors will remind
their employees of the importance of providing input to the process and the need for
specific examples. They will discuss the specific dates for input and ask if
clarification is needed on the criteria.
n
 End of year – Employees may submit self-assessment and/or other documentation to
the manager. Managers/supervisors will offer their employees the opportunity to
meet with him/her to clarify the information submitted on the self-assessment and to
submit additional information.
n
This is an opportunity to discuss specific examples. This meeting takes place prior to the
determination of the SCI. Managers/supervisors will make the determination of the SCI
and discuss the decision with the employee.
In making the determination the manager will consider the employee’s contributions and
achievements regarding each of the criteria and descriptors regardless of that employee’s
position in the organization (sphere of influence). A fish in a little pond has the same
consideration as a fish in a big pond.
Managers/supervisors will solicit input from other managers/supervisors for whom their
employees have worked in other organizations during the performance year. Comments
and examples should be concise, legible and results-based.
UNIQUE SITUATIONS
Employees on Detail:
 Employees detailed within the FAA longer than nine months will be grouped
into the gaining organization.
n Employees detailed within the FAA less than nine months will be evaluated
by their home organization with input from the host supervisor.
n Employees detailed outside of the FAA or the AF/PASS bargaining unit will
be evaluated by their home organization after receiving input from their
temporary supervisor.
n
Employees transferred within the FAA during performance year:
 Employees transferred from another Line of Business within 90 days prior to
the end of the performance year will be assessed by the gaining organization
with input from the losing organization’s manager.
n
Employees in a temporary promotion during performance year:
 There are still unresolved issues relating to the evaluation of employees on
temporary promotion during the performance year. Further guidance will be
provided. Until then, these situations will be resolved on a case-by-case basis.
n
RECORD KEEPING
Managers should ensure that Superior Contribution Forms (SCF) are complete and ensure
that the final copy of the AF/PASS SCF, or other documentation, (e.g. cc or e-mails,
customer input, or other written input) for each employee are retained in the employee’s
performance folder for two years. The SCFs are not considered private notes, but
documents that must be made available should the decision be challenged. If a grievance
or other challenge to the decision is made, these documents must be retained for the life
of the challenge. Consistent with the policy on performance ratings, employees have the
right to see only their own results, not those of others. It is recommended that managers
document their encouragement of employee participation in the self-assessment (e.g.,
reminders sent during the year to employees discussing the importance of providing input
to the process and the need for specific examples). This will help if the question arises
later as to the opportunity extended to employees. Each office must retain the SCI results
(the list of who received the SCI) for seven years.
APPENDIX A
AF/PASS APPLICATION OF SCI CRITERIA
Appendix A lists each criterion with multiple descriptors and examples to assist
managers/supervisors and employees in measuring contributions towards the
criteria. There are a total of 19 descriptors in the criterion.
APPENDIX B
AF/PASS SUPERIOR CONTRIBUTION FORM
The AF/PASS Superior Contribution Form is to be used by employees, peers,
managers/supervisors, customers, etc. to report on superior contributions throughout the year. The
use of the form should be determined at the beginning of the year in discussions between
employees and managers/supervisors as to how, where, what, when and why.
AF/PASS SUPERIOR CONTRIBUTION FORM
Appendix B
Employee’s name: ________________________________
Date of contribution: ______________________________
Employees, peers, managers, customers, etc. may use this form to report superior
contributions throughout the year.
Briefly describe contributions; give specific examples:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Submitted by (please print): __________________________ Date: ______________
APPENDIX C
SUMMARY OF SCI SELECTEES
SUMMARY OF SCI SELECTEES
Appendix C
Routing Symbol: _____________________ Date: ___________________________
(Region/SMO/SSC)
Supervisor’s Name: ___________________ Signature: _______________________
Employee Name (in alphabetical order)
1.
________________________________
2.
________________________________
3.
________________________________
4.
________________________________
5.
________________________________
6.
________________________________
7.
________________________________
8.
________________________________
9.
________________________________
10.
________________________________
11.
________________________________
12.
________________________________
13.
________________________________
14.
________________________________
15.
________________________________
16.
________________________________
17.
________________________________
18.
________________________________
Social Security Number
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
19.
________________________________
20.
________________________________
21.
________________________________
22.
________________________________
23.
________________________________
24.
________________________________
25.
________________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
PARTICIPANT ACKNOWLEDGEMENTS
PASS/AF PARTICIPANT ACKNOWLEDGEMENTS
As with any major change initiative there are a significant number of people who work
tirelessly to review, create, coordinate, and reinvent the way programs are designed and
carried out. Such is the case with the accomplishment of these many human resource
processes that will ensure that there is a recognition of the skills, knowledge, and abilities
that are required to perform the important work of sustaining the National Airspace
System. The numerous work group members came from throughout the Airway Facilities
organization. They represent all job families in this agreement and both management and
the union. Their contributions have been invaluable to move toward a new way of
managing our human resources. They are:
Larry L. Amacher
Dale Betts
Steve Burch
Dana T. Coutu
Ron Dupont
Sharon Fletcher
Elmer Frasure
Barbara Froome
Alan Gershon
Sue Gray-Morgan
Mark Heurter
Sandy Jones
Mike Kelly
William Maguire
Jessie L. McMullen
Larry Miller
John Nimmo
Jim O’Keefe
Harry Olmstead
Robert Peck
Karen Redus
Wanda Reyna
Darrell Roberts
Richard L. Rowand
Donald Silsley
Jerry J. Smith
Lenny Smith
Joseph Stillman
Clark Young
Alfonso Zamore