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

Measuring ATM Performance in a Measuring ATM Performance in a Performance-Based OrganizationPerformance-Based Organization

May 2002

William Voss

Director Terminal Business Unit (ATB)

2

AgendaAgenda Why the FAA choice to move to become a

Performance-Based Organization (PBO) Measuring success in a PBO

bureaucracy versus a PBO public, financial and customer perspectives

Balanced-scorecard concepts in the public sector Measuring implementation of strategic objectives Forecasting the impact of change Turning alternative ATM operational concept

analysis outward in support of public and customer perspectives.

3

Current SituationCurrent SituationOverview: In October 2000, the FAA began a journey towards becoming a PBO FAA will split into two fundamentally separate portions.

FAA Home Office will have FAA regulatory responsibilities Air Traffic Organization (ATO) will be responsible for the Nation’s

air traffic control system and be a PBO ATO will include most of the FAA’s existing employees

Current Situation: Design work for the formation of the ATO is complete ATO measures have been defined Process by which the FAA Home Office will regulate the ATO is under

development First business unit, the Terminal Business Service (ATB), is in place

and operating Plans are under way to realign the remainder of the ATO

4

ComparisonComparison Rule-Based Organization

Functional focus Loyalty to functional organization Functional organization

objectives vary Organized around functions Roles/responsibilities defined in

terms of functional expertise and process

Functional responsibility Procedural Obsessed with procedures/

reducing change Organization takes responsibility

for training individual

Performance-Based Organization Mission/service focus Loyalty to mission/service Single mission/service objective Organized around

mission/service Roles/responsibilities defined in

terms of service provided to external customer

Customer/service responsibility Flexible (risk related) Obsessed with results/

customers/change Individual takes responsibility for

own training

5

FAA ATO Performance Measures*FAA ATO Performance Measures*

Public PerspectiveDelivering the most effective and affordable service that meets the demand and allows the economy to grow

Operations“Basket” of Metrics designed to measure system performance in the areas of:Accessibility, Efficiency, Predictability, Flexibility

Financial Business efficiency and viability

15,000

16,000

17,000

18,000

19,000

20,000

21,000

22,000

23,000

24,000

25,000

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Aver

age

Daily

Flig

hts

FY00 FY01 FY02

0

5

10

15

20

25

30


Min

utes

FY99 FY00 FY01 FY02

20,000

70,000

120,000

170,000

220,000

270,000

320,000

370,000

420,000

470,000


Min

utes

FY99 FY00 FY01 FY02

20,000

120,000

220,000

320,000

420,000

520,000

620,000

720,000

820,000


Min

utes

FY99 FY00 FY01 FY02

27,000

27,500

28,000

28,500

29,000

29,500

30,000


Daily

Rat

es

FY00 FY01 FY02

40,000

42,000

44,000

46,000

48,000

50,000

52,000

54,000

56,000

58,000

60,000


FY99 FY00 FY01

600,000

650,000

700,000

750,000

800,000

850,000

900,000

950,000

1,000,000


FY99 FY00 FY01

90

91

92

93

94

95

96

97

98

99

100


Rate

FY00 FY01 FY02

Oversight PerspectiveStandards imposed by regulatory authorities – Essential minima for operation of the Air Traffic Organization

Cost per Flight

$394*(2001)

* DoD is a significant operational contributor; services rendered are considered an in-kind exchange.

Runway IncursionsOperational Error Rate

4

5

6

7

8

9

10


Per

Mill

ion

Act

ivit

ies

FY99 FY00 FY01 FY02

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14


Incu

rsio

ns

FY99 FY00 FY01 FY02

Capacity Passengers Cargo

Average Minutes of Delay for all Flights Ground Stop Minutes

Ground Delay Program Minutes

Average DailyArrival Capacity

Airport Efficiency Rate

60

65

70

75

80

85

90


Perc

ent

FY99 FY00 FY01 FY02

Percent of Flightson Time

Environment

0

1

234

5

6

7

8

91011

12

1314


No

ise

and

Em

iss

ion

s

FY99 FY00 FY01 FY02

Security

4

5

6

7

8

9

10


Per

Mill

ion

Act

ivit

ies

FY99 FY00 FY01 FY02

* Work in progress, not finalized

6

ATB OrganizationATB Organization

The provision of integrated terminal air traffic control

capabilities

ATB Strategic ObjectivesATB Strategic Objectives Reduce risk to service by effectively

sustaining existing infrastructure Provide new terminal air traffic control

capabilities Address critical safety and security needs in

the terminal air traffic control environment

…Where the impact to the economy and general public is greatest

ATB MissionATB Mission

7

The ProblemThe Problem Apply ATB resources to achieve maximum positive impact to

terminal services Increase capacity, people and freight moved Maintain safety

Balance the need to increase capacity at large airports with the need to promote air transportation accessibility at small airports

Problems at large airports include: Maintaining NAS capacity in all weather conditions Congestion on the ground

Including lack of situational awareness for controllers, pilots, AOCs, and etc.

Use of existing concrete E.g. closely spaced parallel runways and sub-optimal airspace design/procedures

Problems at small airports include: Availability of small, cheaper versions of capability packages Accessibility to capability packages

FAA’s ability to provide capability packages in timely, efficient manner

8

ATB Strategy Map*ATB Strategy Map*

FINANCIAL PERSPECTIVE

LEARNING AND GROWTH PERSPECTIVE

“Butts in Seats” (Revenue Growth)

Increase Customer Value

Build Capability

- Terminal Outages- Terminal Delays- Terminal Delays caused

by outages

- Appropriation to capability cycle time- Capital $/operation- Ops $/operation

Address Critical Safety and Security Issues: Good Corporate Citizen pillar

- pb-ICE activity- Training accomplished

Create Taxpayer ValueCustomer Value Proposition(Customer Intimacy)

Reduce Risk to Service: Increase Customer Value pillar

CUSTOMER PERSPECTIVE

Provide New Capabilities: Build the Franchise pillar

INTERNAL PERSPECTIVE

- Planned vs. Actual Milestones

-Solution Development-Customer ServiceRelationship - ManagementAdvisory services

Innovation Processes Customer Management Processes

Operational Processes Regulatory Processes

Implement Mission/Values/Pride training

Achieve Operational Excellence pillar

Cost Structure

Asset Utilization

Increase Productivity

OVERSIGHTPERSPECTIVE


9

Putting the Three Concepts TogetherPutting the Three Concepts Together

The “What” of

the strategy

Customer

Financial

Internal

Learning and Growth

Bu

ild t

he

Fra

nch

ise

Cre

ate

Cu

sto

mer

Val

ue

Ach

ieve

Op

erat

ion

al E

xcel

len

ce

Be

A G

oo

d C

orp

ora

te C

itiz

en

The “How” of the strategy

The selection of a pathway will determine how employees of the organization will be energized. Learning and growth objectives and measures set the context for the organization’s strategies in the light of the chosen pathway. We have chosen a combination of the Mission/Values/Pride and Process and Metrics pathways for ATB

The selection of a pathway will determine how employees of the organization will be energized. Learning and growth objectives and measures set the context for the organization’s strategies in the light of the chosen pathway. We have chosen a combination of the Mission/Values/Pride and Process and Metrics pathways for ATB

The “Why” of the

strategy

Balanced Scorecard Perspectives

Pathways

Str

ateg

ic P

illar

s

10

Realign Terminal Modernization to Address Realign Terminal Modernization to Address GoalsGoals

70

75

80

85

90

95

100

Jan-

01Fe

b-01

Mar

-01

Apr

-01

May

-01

Jun-

01Ju

l-01

Aug

-01

Sep

-01

Oct

-01

Nov

-01

Dec

-01

% On TimeArrivals

Average AirportEfficiency

02000400060008000

100001200014000

Jan-

01Fe

b-01

Mar

-01

Apr

-01

May

-01

Jun-

01Ju

l-01

Aug

-01

Sep

-01

Oct

-01

Nov

-01

Dec

-01

Ground StopMinutes

Ground DelayProgramMinutes

0

2

4

6

8

10

12

Jan-

01Fe

b-01

Mar

-01

Apr

-01

May

-01

Jun-

01Ju

l-01

Aug

-01

Sep

-01

Oct

-01

Nov

-01

Dec

-01

AverageMinutes DelayAll Flights

0.0500.0

1000.01500.02000.02500.03000.03500.0

Jan-

01Fe

b-01

Mar

-01

Apr

-01

May

-01

Jun-

01Ju

l-01

Aug

-01

Sep

-01

Oct

-01

Nov

-01

Dec

-01

Average DailyCapacity

Average DailyFlights Arrivals

STARS Replacement of ARTS IIIA

0100200300400

19

98

19

99

20

00

20

01

20

02

20

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

Fiscal Year

Pro

jec

ted

De

lay

s

Du

e t

o O

uta

ge

s

Site List (ARTS IIIAs)• • • Cleveland, OHColumbus, OHCovington/Cincinnati, KYDayton, OHDes Moines, IADetroit (Romulus), MIEl Paso, TX

Houston*

Indianapolis, INJacksonville, FLKansas City, MOLas Vegas, NV• • •

Value of Installed Base4

$50,498,507

Accumulated Depreciation$22,248,817

Net Book Value$28,249,690

Operations1

340,657

Cost/Flight2

$91.03

Passengers1

18,498,965

Air Freight (000lbs)1

243,131

FY02 Allocations

$11,108,455

Investment Generates

Results

Houston - STARS

01234

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

Fiscal Years

Del

ay C

ausi

ng

Even

ts

Analysis across sites defines

overall impact of program

Analysis across multiple perspectives

defines overall impact to site

1 – IAH Department of Aviation, Monthly Statistical Summary End of Month 5/012 – CAS (ATS-31) EOM-12/01divided by ASPM Arrival + Departure data (APO-130) (averaged over last 9 months)3 – ATB4 – Provided by AFN-320, End of Year FY01

11

Customer Value Proposition(Customer Intimacy)

ATB Strategic Initiatives*ATB Strategic Initiatives*FINANCIAL

PERSPECTIVE

Passengers & Freight (Revenue Growth)

Increase Customer Value

Build Capability

Address Critical Safety and Security Issues: Good Corporate Citizen pillar

Create Taxpayer Value

Reduce Risk to Service: Increase Customer Value pillar

CUSTOMER PERSPECTIVE


1. Positively impact capacity at top 32 airports

2. Make the system more efficient

3. Transition from terminal control to arrival/ departure management

“Build The Franchise”Initiatives

4. Make the NAS even more reliable than it is today

5. Develop capability packages responsive to needs of mid/low activity airports

6. Increase use of mid/ low activity airports

7. Develop alternative financing mechanisms responsive to needs of localities

“Create Customer Value” Initiatives

8. Enhance ability to provide customer value

9. Realize economies through integration of technology & activities

“Achieve Operational Excellence” Initiatives

“Be a Good Corporate Citizen” Initiatives

10. Improve surface safety


12


““Build the Franchise” StrategiesBuild the Franchise” Strategies

Customer measures

Initiative

Example Research Questions

Implement

Initiatives

Objectives

Positively impact capacity at top 32 airports

Customer Value Proposition

(Customer Intimacy)

Wake Vortex

Acceptability of new procedures to pilot and controller

Weather implications on new procedures Validation of separation requirements Situational awareness requirements for pilot &

controller

ATO lags:PassengersCargo ton miles

ATO shared (leads):Airport capacity (DoT 32)Average arrival capacity

ATB lags/leads:• Landing & departure rate• Landing & departure rate on

closely spaced runways (CSR)

• Number of procedures available for CSR

Strategy 1 – Optimize Landing/Departure Rates

Focus wake-vortex research on near-term procedural enhancements that target specific improvements at key airports.

Develop technologies and procedures that increase use of closely spaced parallel approaches at additional airports.

13


““Build the Franchise” StrategiesBuild the Franchise” Strategies

Customer measures

Initiative


Implement

Initiatives

Objectives

ATB lags/leads:• Number of times demand

exceeds capacity• Number of slots that went

empty when planes are in holding

• Airspace using terminal separation standards

Transition from terminal control to arrival/ departure management


(Customer Intimacy)

New York Integrated

Control Complex (NYICC)

Strategy 1 – Enhance terminal efficiency by extending terminal environment to encompass arrival/departure management

Consolidate airspace around complex terminal areas Provide a constant and uniform flow of traffic to feeder positions

or to final approachesStrategy 2 – Make better use of terminal airspace by

reducing separation standards Certify use of 3-mile separation in multiple radar environment

ATO lags:PassengersCargo ton miles

ATO shared (leads):Airport Efficiency RatePercent on timeAverage minutes delay

Operational implications of co-locating terminal and en route controllers

Technical implications on separation standards of using multiple radar types

Implications of aligning traffic flow later - terminal area holding

14

NYICC Concept of OperationsNYICC Concept of Operations

NY

PHL

NY

PHL

ZOB

ZBW

ZDC

ZNY

ZNYOcn

ZOB

ZBW

ZDC

NYICC

NYICCOcn

ZOB

ZBW

ZDC

NYICCDomestic

ZOB

ZBW

ZDC

ZNY

JFK-TEB

EWR

LGA

EWR-TEB-MMU

EWR

JFKLGA

EWR-TEB-MMU

EWR

JFK

JFK

AllAirports All

Airports

AllAirports

AllAirports

ZNYOcn

NYICCOcn

Segregated Arrival Flows Integrated Arrival Flows

Existing Boundary Interactions NYICC Boundary Interactions Before After

15

““Be a Good Corporate Citizen” StrategiesBe a Good Corporate Citizen” Strategies

Address Critical Safety and Security Issues

Oversight Perspective

Initiative


Implement

Initiatives

Objectives

ATB lags/leads:• Surface transit times• Taxi clearance deviations• Length of departure queue• Number, duration of ATC

communication within the surface area

Improve surface safety


(Customer Intimacy)

Safe Flight 21: Ohio River Valley Airport Surface Situational

Awareness

Strategy 1 – Improve object detection and positive identification on the surface

Complete surface radar programs Provide additional surface management capability for air

traffic/controllers Provide a moving map that tells gives pilots the following

information (currently a NASA project): Improve cockpit awareness via data fusion Enhancement of surface situational awareness, in marginal

weather conditions, through use of surface moving maps

ATO lags:Operational ErrorsRunway Incursions

Operational implications of technology for “see and avoid” on surface in low visibility situations

Integration of surface and terminal control technology

Implications of “real-time” feed of data to AOCs

16

Cockpit Display of Traffic InformationCockpit Display of Traffic Information

UPS211

UPS44

GS 118

VEC .5 MIN

Airport Diagramw/ Taxiways

•Provides pilot with depiction of navigation, other traffic, and weather

6.7

Other Trafficw/ Call Sign

Pilot-selectable traffic can provide detailed information

“Own”ship

Compass / Ground Track

Own Ground Speed

Flight Information Services - Broadcast Uplink

17

SummarySummary ATB is already realizing value from the change

Selection of measures is changes decisions Re-evaluation of research required

The strategic planning, balanced scorecard, measures, and initiatives are critical

ATB formation is demonstrating how things are changing Investment decisions are data-driven, based on needs of sites Decision and management processes are focused on provision

of integrated capability where the impact to the economy and general public is greatest

Forces acknowledgement of where research is needed to met the need

18

Mr. William R. VossFAA, Director of Terminal Business Service

300 D Street SW, Suite 823, Washington DC 20024

202-264-3000

Documents

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