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MMAC

The Mike Monroney Aeronautical Center (MMAC) is home to the largest number of Federal Aviation Administration (FAA) employees within the Regions and Center Operations (ARC) business. ARC provides infrastructure support to all lines of business within the FAA agency. The Center Director is responsible for all ARC operations at the Mike Monroney Aeronautical Center and supports lines of business at the center for infrastructure, acquisition and other shared services.

Mission To directly support the safe and efficient operations of our national and international aviation systems and provide competitive business solutions for our customers.

Vision To be the cornerstone of aviation excellence.

Values Safety is our passion. We work so all air and space travelers arrive safely at their destinations. Excellence is our promise. We seek results that embody professionalism, transparency and accountability. Integrity is our touchstone. We perform our duties honestly, with moral soundness, and with the highest level of ethics. People are our strength. Our success depends on the respect, diversity, collaboration, and commitment of our workforce. Innovation is our signature. We foster creativity and vision to provide solutions beyond today’s boundaries.


Regions and Center Operations (Known as ARC) Alaska Region AK

Anchorage

Seattle

WA Northwest Mountain Region

OR

ME

ND Great Lakes Region

MT

IA

NE Central Region

NV 1 Western

CO

KS

AZ

IL

WV

GUAM

KY SC

2 Southern

Region

MS

AL

Boston

RI

Jamaica, NY

NJ

Eastern Region

DE MD

FAA Headquarters Washington D.C.

Puerto Rico

Atlanta

GA

LA TX

FL

Ft. Worth

FAA Western Service Region

Legend:

FAA Central Service Region

Mike Monroney Aeronautical Center Washington Headquarters

AR

CT

New England Region

NC

TN

Southwest Region Hawaii

VA

Kansas City

Oklahoma City

NM

OH

IN

OK

Los Angeles

PA

Chicago

MO

Pacific Region

FAA Eastern Service Region

NY

MI WY

UT

NH MA

WI

SD

ID

CA

VT

MN

Notes:

1 Includes Wake Island & American Samoa 2 Includes The Republic of Panama

Virgin Islands


History of the Mike Monroney Aeronautical Center • The Aviation Industry in Oklahoma

– During World War II, Oklahoma was a centralized location for aviation maintenance and supply.

– Flight crews and pilots trained in Oklahoma due to favorable flying conditions.

• As the Aviation Industry grew the Civil Aeronautics Administration (CAA) was created

Top: “A. S.” Mike Monroney Bottom: Robert S. Kerr

– In 1946, the Aeronautical Center was established to centralize the CAA.

– The Aeronautical Center became known as the University of Civil Aviation, training both domestic and international students.

• In 1958, Oklahoma Senators Mike Monroney and Robert S. Kerr collaborated to write legislation that created the Federal Aviation Administration (FAA). • In 1978, the Aeronautical Center was renamed as the Mike Monroney Aeronautical Center to recognize Senator Monroney’s contributions to aviation.


Center at a Glance 1946

Established:

Cabinet Level Partners: Department of Transportation Department of Defense Department of Homeland Security Personnel: Permanent Employees 4,461 Contractors Students

1,871 *1,100

Total

7,432

Annual Lease Budget:

$16.2 million

Total Budget: Size of Center: Land

$1.3 billion 1,062 acres

Buildings

127 buildings

Floor Space

3.3 million square feet

*Average number of students attending local training on a daily basis

New Construction: Added over 35,000 square feet to the Center’s campus in 2010 Physical Address: 6500 S. MacArthur Boulevard Oklahoma City, OK 73169 Mailing Address: P.O. Box 25082, Oklahoma City, OK 73125 Web Address: http://www.faa.gov (Under the FAA Offices search option, select Regions and Center Operations, then select the Monroney Aeronautical Center.) Director’s Office Phone: (405) 954-4521


Contents

THE MIKE MONRONEY AERONAUTICAL CENTER

Welcome from the Director............................................................. 2 Center Strategy................................................................................. 6 Leadership Team............................................................................ 14 FAA Academy.................................................................................. 20 FAA Logistics Center....................................................................... 26 Enterprise Services Center............................................................. 32 Acquisition Services....................................................................... 38 Facility Services.............................................................................. 42 Corporate Programs....................................................................... 48 Financials........................................................................................ 52 Tenant Partnerships........................................................................ 66 Corporate Responsibility................................................................ 76

1


Welcome from the Director Lindy Ritz, Director, Mike Monroney Aeronautical Center

2


T

he Mike Monroney Aeronautical Center continues to be at the forefront of Oklahoma’s aviation industry. We are transforming aviation travel to meet our country’s demands for future transportation. Our 2010 achievements have set the pace for a successful transformation of the National Airspace System (NAS). Changes in air traffic technology are dictating our Next Generation Transportation System (NextGen). This effort is a top priority for the FAA. FAA Administrator, Randy Babbitt has laid out his strategic vision for NextGen and has titled it “Destination 2025.” Long term goals include: • Make air travel faster by virtually eliminating delays. • Make flying even safer by focusing on identifying safety risks before they create accidents. • Keep the costs down for passengers and air carriers. • Expand the capacity of airports and the airspace enabling more airlines to fly and land at the same time. • Help other countries improve air travel safety in air space outside the U.S. • Ensure we do not negatively impact our environment. These are lofty goals. It will take all of us working in our individual roles to make this vision of 2025 a reality. We have already begun to do our part to support Destination 2025’s goals for NextGen. During 2010, the Aeronautical Center successfully met several top challenges. Our commitment to lead the way in environmental management garnered us the Department of Transportation’s Sustainable Achievement Award in the category of energy conservation – renewable energy. We obtained approval and funding for the new Logistics Center Support System (LCSS) system which replaces the Logistics Inventory System (LIS). LCSS uses the latest technology in order to provide better logistics support to our

customers. This is particularly important as the FAA begins to implement new NextGen systems. En Route Automation Modernization (ERAM) is a foundational piece of NextGen. The FAA Academy completed software revisions and installations to bring the Academy’s air traffic ERAM systems in-line with the national baseline. As a result, we were able to offer the first air traffic ERAM course in September 2010. We strengthened our partnership with Aviation System Standards and the Air Traffic Organization to develop two NextGen software applications. These applications support instrument flight procedures and improve logistics support for the ASR-9 and MODE-S radars. As you read this report you will see many of our extraordinary accomplishments for 2010. The journey of NextGen continues to impact the way we do business at the Center. All of our training efforts, logistics support and contracting partners are being influenced by NextGen. FAA recently released the 2010 NextGen Implementation Plan and it’s now available on the FAA web site: http://www.faa.gov/about/initiatives/nextgen/media/ NGIP_3-2010.pdf. Over one billion air passengers are projected to be traveling by 2023 and NextGen technology is the optimal solution for this growth. NextGen impacts all phases of flight: • The automation portion provides prime taxi routing. • Streamlined departure management allows multiple departure paths. • Trajectory-based operations replaces step-down approaches. • Reduced separation in distance helps increase air traffic capacity. The NextGen Program Office in Washington D.C. created a video entitled “Gate to Gate” explaining the concept, benefits and implementation of a new, real time, global positioning satellite based air traffic management system. This video 3


• Flight simulators are in operation to test new flight profiles.

From a local standpoint, Center employees are making significant contributions to NextGen efforts:

• National Airspace engineers have compiled Surface Radar Systems teams to support the new airport ASDE-X radars.

• FAA Academy instructors provide training on the Automatic Dependent Surveillance Broadcast (ADS-B), which is the backbone of NextGen. ADS-B technology is fully operational and is linked to global positioning satellites, broadcasting the position of an aircraft to controllers and other pilots in real time. This permits aircraft to safely fly closer together, significantly increasing air traffic capacity. • Aeronautical Center technicians provide training on the Airport Surface Detection Equipment-Model X (ASDE-X) radar. This is an advanced ground radar system that allows controllers to track and guide aircraft safely around runways and taxiways, helping to reduce the number of runway incursions. • FAA Logistics Center engineers and project managers are helping to identify life-cycle issues on emerging NextGen systems. Thanks to integrated support information like maintenance schedules, locations, time in field and failure dates, repairs can now be tracked on a real time basis using two-dimensional bar coding. • Flight Standards specialists are testing parallel runways for take off and landing 4

procedures, ensuring smaller aircraft separations meet desired levels of safety.

defines NextGen and the impact it will have on our National Airspace System. The video is available at this link - http://www.faa.gov/ nextgen.

• On-site servers and information technology specialists will support anticipated work for the surveillance broadcast monitors and link existing weather systems to the System Wide Information Management (SWIM) platform. • Civil Aerospace Medical Institute (CAMI) doctors and researchers developed NextGen air traffic control job selection criterion that incorporates new skills and attributes required to operate these new systems. • Contracting officers provide support for these NextGen systems through the Center’s Office of Acquisition Services. • Facilities management plans, designs, and constructs new buildings which will house the testing, training and logistics support for NextGen systems. NextGen represents the future of our industry, but our primary mission of aviation safety remains the same, and our goal as an agency is to continue to make air travel safer, faster, and more efficient. The Aeronautical Center provides support critical to accomplishing the FAA’s core

mission. Our commitment at the Center is to provide exceptional support to our customers, be fiscally responsible, achieve operational excellence, and take care of our people. I am confident that staying true to these themes will serve us well as we move toward Destination 2025. During 2010, our very capable and dedicated workforce delivered on our commitments once again. I am very proud of the Mike Monroney Aeronautical Center team. I am fortunate to be able to lead such an accomplished workforce and am pleased to share our recent accomplishments with you.

Lindy Ritz, Director Mike Monroney Aeronautical Center


Benefits of the Next Generation Transportation System

5


Center Strategy Stanley A. Sieg, Deputy Director, Mike Monroney Aeronautical Center

6


A

chieving the Aeronautical Center’s vision “to be the cornerstone of aviation excellence” requires all employees to engage and support the strategic management process. Mission accomplishment is our top priority. Periodically we need to refine plans to improve the delivery of products and services to our customers. Our Strategic Management Team (SMT) is responsible for implementing initiatives and

projects that support operational excellence. Key management principles that guide the Strategic Management Team are: management decisions must be based on reliable data, mission accomplishment must be tracked through regular reviews of metrics, efforts must support common goals and objectives, processes must be documented, and project management will be used to track cost, schedule, and performance, and we must strive for continuous improvement.

Focusing on the customer’s mission and helping them achieve it requires attention to long range goals while maintaining day-to-day operational excellence. Linking Initiatives represents foundational best practices used at the Aeronautical Center to engage employees and manage a successful business enterprise.

Enabling Our Customer’s Mission

Strategic Outcomes Quality Products & Services

Quality “Pillars”

Quality Systems & Certifications 9001 ISO ISO 14001 OHSAS 18001 ISO 20001

Track Cost, Schedule, & Performance

FAA Core Values

Customer Satisfaction

Reducing Financial & Technical Risk (Core)

Process Improvement

Developing Our Aeronautical Culture

Lean Six Sigma

PMO (Project Management) Strategic Planning & Balanced Scorecard

Guidance & Direction “Firm Foundation”

Fiscally Responsible

“Customer, Financial, Capabilities, and People Perspectives”

Taking Care of Our People

• Professional & Leadership Development • Working Together • Productive Environment

Safety Is Our Passion

Excellence Is Our Promise

Integrity Is Our Touchstone

• Succession Planning • Rewarding Performance

People Are Our Strength

Innovation Is Our Signature

7


The Strategic Management Team (SMT) also develops the Center’s strategy map that outlines a balanced set of objectives consistent with four strategic themes: support the customer, be fiscally responsible, achieve operational excellence and take care of our people.

Each strategic objective has one or more initiatives associated with it. Many of the

initiatives represent new projects which could require two or more years for complete execution. Each member of the SMT shares accountability and responsibility for ensuring that we achieve results. Therefore, every month we review our progress toward the objectives and validate that we are continuously improving and moving forward.

Sheree VanNoy, an employee of the Quality Systems and Business Resources Staff is the lead planner/ facilitator for the monthly meetings of the Strategic Management Team.

2010 STRATEGY MAP Strategic Themes

Strategic Outcome

Our Customers Achieve Their Mission and Flight Plan Performance Targets

Support the Customer and Be Fiscally Responsible

Customer

Meet Customer Requirements for Cost, Schedule, and Performance

Financial

Ensure Financial Management Visibility

Achieve Operational Excellence Take Care of Our People 8

Drive Out Waste and Cost Process Ensure Continuous Process Improvement Capabilities

Establish Talent Management

Establish the Center as a Best Place to Work


A number of key performance measures are used to determine if projects are helping the Center achieve its objectives. Improvement projects are prioritized and selected based on their potential contribution to the Center’s objectives.

Perspective

“We are delighted with the results of the Government and Industry Affairs congressional workshop and wanted to thank you for the participation of your office in the meeting. Our goals were met because of your support for the event. You guys are the best!” Roderick D. Hall Assistant Administrator, Government and Industry Affairs

Objective

Measure

Projects & Status Customer Relationship Management Training - Nearly complete

Customer

Meet Customer Requirements for Cost, Schedule, and Performance

Customer Satisfaction

Customer Requirements Training - Nearly complete Customer Requirements Training Assessment - Initiated Design Capacity Assessment Process - Initiated

Achieve an Overall Customer Satisfaction Rating >3.0 2010

Based on over 40,000 responses using a 4-point scale.

2009

Customer satisfaction surveys are routinely distributed and gathered for feedback. Steady improvement of these scores is evidence that we are acting upon customer feedback and looking for ways to proactively address their mission needs. We are not perfect but we’re working hard to get there. Our new challenge is the Capacity Assessment Process which will help ensure we don’t degrade quality, service, schedule, or performance while securing new workload for the Aeronautical Center.

1.0

2

3

4

9


Perspective

Objective

Measure

Projects & Status Conduct Financial Visibility Assessment - Slight Progress

Ensure Financial Management Visibility

Financial

Purchase Order Timeliness

Economies of Scale Measurement Process - Significant Progress Acquisition Business Enters Franchise Fund - Complete

2010

Award On-Time > 85% of Purchase Orders

The Center’s financial health is monitored in a number of ways. Financial reviews of balance sheets and assessing earned revenue against costs helps all Center organizations stay competitive while providing quality products at the lowest cost.

2009

Timely processing of purchase orders has a direct impact on the Center’s ability to meet customer provider agreements and secure revenue.

Business Fact 80%

10

85%

90%

95%

100%

The center is a major contributor to FAA’s financial results and 2010 was the third consecutive year the agency received a clean audit opinion.


Perspective

Objective

Measure

Projects & Status Acquisition Submissions (Lean Six Sigma Project) - Slight Progress

Drive Out Waste and Cost

Cost Savings

Ensure Continuous Process Improvement

Computer Systems Availability

Process

2010 2009

$5

$10 $ (millions)

$15

Lean Six Sigma Deployment - Significant Progress Audit Schedule Integration (ISO & OHSAS) - Slight Progress

Several industry best practices provide a framework for monitoring process performance. The Center is registered to the following International Organization for Standardization (ISO) standards: ISO 9001 for Quality Management Systems, ISO 14001 for Environmental Management Systems, ISO 20001 for Data Center Operations. Additionally, the Center is registered to the Occupational Health Safety Assessment Series (OHSAS) 18001 standard for Safety and Health Management Systems. Lean Six Sigma (LSS) methodologies are used as a tool to continuously improve these management systems. Hundreds of process measures are captured and reviewed for trends to assess our effectiveness. Center leadership hosts quarterly management reviews to ensure policy and management systems remain suitable, adequate, and effective.

Achieve > $7 million in Cost Savings

$0

Hiring Cycle Time (Lean Six Sigma Project) - Slight Progress

$20

The cost savings measure captures total savings recovered from LSS process improvements along with reduction in supplier costs. Not only are we looking for dollar savings, we want to improve our value by reducing the cycle times of our processes; this applies not only to industrial operations but business operations as well. 11


Perspective

2010

Achieve > 99% Computer Systems Availability

2009

Computer systems availability is one of many measures used to monitor continuous process improvement. This measure is especially important to users of FAA’s major financial systems. These systems are expected to be operational during normal business hours and users are notified in advance of scheduled downtime. Unscheduled downtime reflects negatively on this measure. In addition, we take Information Systems Security (ISS) seriously and have been recognized as a shared service provider by the Office of Management and Budget to provide ISS services to other government agencies.

99.0% 99.2%

Objective Establish Talent Management

99.4%

Measure Hiring Standard

99.6%

99.8%

100%

Projects & Status Succession Planning Deployment – Slight Progress Workforce Planning – Slight Progress Establish Taking Care of People Committee – Significant Progress Evaluate Employee Attitude Survey and Identify Potential Gaps – Slight Progress

Capabilities Establish the Center as a Best Place to Work

Workplace Safety

Enhance Employee Orientation Process – Significant Progress Pursue Office of Personnel Management’s Healthy Workforce Designation – Moderate Progress Upgrade/Revise the Center’s Intranet Web Page – Moderate Progress

12


Capabilities in technology, infrastructure, and skilled people are the foundation of our business. The state of the Center’s infrastructure is reviewed with all employees twice a year in town hall settings. Contingency planning, information system security, vulnerability testing and emergency planning are key components to maintaining and growing reliable technologies to support the business. Managing employee talent and attracting highly skilled applicants is crucial as we transition to the Next Generation Transportation System. Internal performance measures are established to gauge the scope of our skill levels and to identify gaps for additional training and employee recruitment.

The ability to recruit and hire talent in a timely manner is one means of measuring talent management. We are faced with significant challenges in establishing the Center as a best place to work. Budget cuts, shrinking customer cash flows, potential hiring freezes, changes in interns’ accession programs, stringent bureaucratic reviews and rules will challenge us to lead as we never have before. We have experience in operating during times of sufficient resources. This year our leadership and management are challenged to carry out the mission as resources continue to shrink. The Center is committed to providing employees and visitors with a safe work

The Aeronautical Center is a strategic asset and has several one-of-a-kind functions within the FAA. Our people, processes, leadership and cross-functional “can do” attitude are exceptional qualities that help contribute to successfully achieving our mission. The Center is an “Oasis of Excellence” as the Secretary of Transportation described us last year.

2010

Prevent Workplace Injuries and Have < 2.44 Mishaps per 100 Employees

2009

2009

2010

Fill > 80% of FAA External Hires Within the Office of Personnel Management’s 45-day Standard

environment. Risk assessments of facilities and regular employee training all contribute to reducing and preventing hazards in the workplace. The success of this performance measure is a tribute to our environmental stewardship, safety and health operations and union partnerships.

80%

81%

82%

83%

84%

85%

0

0.5

1

1.5

2.0

2.5 13


The Leadership Team

14


T

he Mike Monroney Aeronautical Center operates within the FAA’s Regions and Center Operations (ARC) organization. ARC provides infrastructure support and shared services to the entire agency. It represents the FAA Administrator through the Center and nine regional offices. The Aeronautical Center is home to the greatest number of Department of Transportation and FAA employees outside of the Washington, D.C. area. Over 7,000 Federal employees, contractors and students work at the Aeronautical Center. More than half of the personnel are employed under the ARC organization. Two major FAA lines of business share offices at the Center: the Air Traffic Organization and the Office of Aviation Safety. Approximately 40 percent of the Center’s workforce is employed by these organizations. Other cabinet level departments represented at the Center include, the Department of Homeland Security and the Department of Defense. The Aeronautical Center Director and Deputy Director are responsible for cultivating a collaborative business environment that supports a variety of overlapping missions. Leaders from each organization benefit from common resources available through co-location on the Center campus. Aviation and safety related partnerships are prevalent among the Center organizations. These partnerships are expected to grow and diversify as the Center works toward the Next Generation Transportation System (NextGen). A major role of the Center Director is to serve as the franchise fund director. The franchise fund is a congressionally approved financial process to enable flexible cost control and operate more like a business than traditional government operations. Several Direct Report Team (DRT) members and members of the Center Management Team (CMT) operate within this fund. Organizations in the franchise fund essentially allow their organizations to compete for business

among other Federal agencies. This flexibility in business enterprise also benefits organizations in other ways. More information about the franchise fund can be found under the Financial section of this publication.

Direct Report Team (DRT) ARC’s products and business services are delivered through four core business areas. Three of the four businesses operate exclusively through the franchise fund.

The Center’s Core Business: • Gary Condley, Superintendent of the FAA Academy operates primarily through congressional funds and is the largest training facility within the Department of Transportation. The student body is comprised of air traffic controllers, aviation safety inspectors, electronic technicians, engineers, pilots, airport and maintenance personnel, and international aviation specialists. Two Academy organizations operate within the franchise fund environment: the International Aviation Training Division (IATD) and the Center for Management and Executive Leadership (CMEL) located in Palm Coast, Florida. The Academy is recognized as an accredited member school. • Michelle Coppedge, Program Director of the FAA Logistics Center manages the supply chain for the National Airspace System (NAS). The Logistics center provides vital supply chain management, maintenance, repair and overhaul to aviation authorities domestically and internationally. Sustaining and maintaining a reliable NAS is dependent on 24/7 logistics support, including repair and overhaul of equipment and worldwide emergency response capabilities. • Marshal Gimpel, Program Director of the Enterprise Services Center (ESC) continues to experience 15


significant growth in providing information technology and administrative business solutions. ESC is committed to the philosophy of continuous improvement. ESC is designated by the Office of Management and Budget as a shared service provider for Financial Management and Information Systems Security. ESC repeatedly taps into new federal markets, offering financial and information technology products and services at competitive rates. • Susan Whittington, Program Director of Acquisition Services has legal authority to award federal contracts. Customers request products and services through contracts to supplement their mission. Acquisition also oversees the issuance of government purchase cards, property management, development of lease space agreements, and provides procurement guidance. The transparency of ARC’s support organizations allows vital operations to run efficiently. These organizations ensure that costs are competitive, the work performed meets expectations of quality, missionrelated projects are managed effectively, and that employees have a safe, productive, and environmentally friendly work environment. The Center’s support business is represented by: • Toni Haught, Program Director of the Office of Budget and Performance Management serves in a advisory capacity 16

to the Aeronautical Center Director and Deputy Director on a variety of budget and cost performance issues. The oversight of this office extends to the FAA franchise fund and the capitalized assets within the fund. • Charles Sullivan, Program Director of the Office of Facility Management is responsible for maintaining and operating the Center’s physical facility. The Center’s environmental programs, occupational safety and health initiatives, and emergency readiness response programs are also managed through this office. Architects and engineers work with contractors to design and construct new buildings to meet the space management needs of all employees on the Center campus. • Scott White, Program Manager of the Quality Systems and Business Resources Staff manages corporate programs and projects. The staff oversees the Center’s quality programs, project management, strategic planning, learning management, forms and records management, and the corporate information technology systems needed to continually improve business practices. Other program support includes: the core compensation program, freedom of information requests, community/international outreach, and aviation education activities.

The Center Management Team (CMT) and Business Partners All members of the Center Management Team (CMT) have input into support operations and in shaping the future of the Aeronautical Center. The CMT leadership consists of the Direct Report Team members and several organizations that report to headquarter organizations located in Washington, D.C.

FAA Aviation Safety: • Melchor J. Antuñano, M.D., Director of the Civil Aerospace Medical Institute (CAMI) develops, maintains, and manages a system for the medical examination and certification of U.S. civil airmen. CAMI conducts medical and related human factors research projects applicable to the FAA’s mission while ensuring aerospace medical education programs meet the needs of the agency. Occupational health programs are offered to employees, as well as an on-site medical clinic for vaccinations and minor injuries. CAMI provides professional advice and technical knowledge to the Federal Air Surgeon and other agency organizations. • John Bent, Manager of the Civil Aviation Registry issues aircraft registration and airmen certificates. Registry systems provide a permanent record of aircraft and airmen data used by FAA aviation safety inspectors, investigators with the National Transportation Safety Board,


other government organizations, and foreign governments to support aviation safety activities. The Registry also provides assistance to law enforcement and security organizations for security related issues such as terrorism, drug smuggling, and stolen aircraft. • Tracy Leese, Management Operations Branch Manager represents the FAA Flight Technologies and Procedures Division. This division consists of several branch organizations and these organizations operate on the Aeronautical Center campus:

D Management

D Flight

D Flight

D Flight

Operations Branch

Procedures Standards Branch

Operations Simulation and Analysis Branch Systems Laboratory

These branches are responsible for developing guidelines, standards, and methods of certification and implementation for new flight technologies in support of a safe and secure airspace system for the flying public. • Christopher Keyes, Manager of the Air

Traffic Aviation Safety Flight Oversight Office provides a quality assurance function. Periodic audits of FAA lines of business and support functions are conducted to ensure critical aviation products and services provide the public with the safest and most reliable air transportation system in the world. • Van Kerns, Manager for the Regulatory Support Division enhances safety by providing the aviation community with quality services and information through airman testing and designee

Aeronautical Center Direct Report Team OFFICE OF THE AERONAUTICAL CENTER DIRECTOR

ENTERPRISE SERVICES CENTER

FAA ACADEMY

BUDGET and PERFORMANCE MANAGEMENT

FAA LOGISTICS CENTER QUALITY SYSTEMS and BUSINESS RESOURCES STAFF

ACQUISITION SERVICES FACILITY MANAGEMENT

The Mike Monroney Aeronautical Center is comprised of four unique service lines of business supported by an infrastructure of dedicated professionals. 17


standardization, resulting in an increase of safety in the operation of light-sport aircraft and safety data systems.

FAA Air Traffic Organization: • Tom Accardi, Program Director of Aviation System Standards provides services to ensure the standard development, evaluation, and certification of airspace systems, procedures, and equipment for customers worldwide. This organization oversees aircraft maintenance and engineering services for its fleet of flight inspection aircraft. The fleet provides airborne evaluation of electronic navigational signals and flight validation of ground-based and global positioning system based instrument flight procedures. • James Pritchard, Manager for National Airway Systems Engineering provides

national software, hardware, technical documentation, scientific and field engineering support for National Airspace Systems (NAS) equipment. A team of engineers support surveillance, navigation, and infrastructure facilities to ensure safe, reliable, and efficient operations. The engineering workforce provides the agency with a premiere level of system expertise. • Fred Anderson, Director for Aeronautical Products oversees product team designs and develops instrument flight procedures. Aviation professionals publish aeronautical charts and digital products for air carriers and general aviation pilots for use throughout the global aviation community. • Gary Wells, Manager for Air Traffic Controller (ATC) Academy Training

This is an example of a pilot certificate issued by the Civil Aviation Registry.

CAMI researchers take measurements prior to a crash test. 18

Oversight develops and administers all ATC training delivered at the FAA Academy. The air traffic collegiate training initiative (CTI) better prepares graduates from colleges and universities for careers in air traffic control.

FAA Staff Office: Five FAA staff offices provide essential business support to all FAA employees on the Aeronautical Center campus. Each of these organizations are straight-lined (reporting directly) to offices in Washington D.C. Straight-lined business support includes: • Diana Pearsall, Director of the Office of Human Resources Management leads a team that is responsible for hiring employees with the proper skill sets. Job announcements are advertised nationally on the federal job site - http://usajobs. gov. Eligible candidates are screened for required qualifications and interviews are scheduled with the hiring organization. Analysis of skill sets, hiring needs, and retirement trends are provided by this office and are utilized by each line of business. • Paul Gray, Division Manager of the Security and Investigations Division ensures that security guards comply with the guidelines and infrastructure established by the national security office. Any reports of suspicious activity and possible criminal actions are pursued by a team of highly trained investigators. All


background checks of federal and contract employees, as well as adjudication efforts, are conducted by the security staff. This division reports to FAA’s Security and Hazardous Materials group. • Gail Puckett, Director of the Equal Employment Opportunity (EEO) Training Institute reports directly to the national office of Civil Rights. The institute develops, delivers, and tracks EEO training courses and evaluations. All EEO training delivered to FAA employees is in compliance with federal laws, as well as with the Department of Transportation and FAA policies and regulations. • Joseph Standell, Chief Counsel of the Aeronautical Center is responsible for providing legal guidance for major acquisitions, training procedures, and assisting employees on legal matters that support FAA organizations. • Roland Herwig, Public Affairs Officer of the Aeronautical Center is responsible for administering press releases, responding to news media inquiries on agency issues, scheduling news conferences, and providing statements from the Center Director. Communications from this office publicize the Center’s impact as a corporate entity in Oklahoma’s economy while illuminating the Center’s strong membership in the business community.

Department of Transportation: • Steven Dillingham, Program Director of the Transportation Safety Institute (TSI) assists the Department of Transportation’s (DOT) various modal missions in accomplishing their training requirements. Since TSI’s inception, they have expanded their clientele to keep up with the needs of the Department and transportation industry. The Institute offers premier transit, aviation, motor carrier, highway safety, hazardous materials, risk management, and other nationally and internationally recognized transportation training.

Reviewing information spread out on the wing of their specially equipped Challenger aircraft are (LR) Lt. Col. Jim Meek, flight inspection pilot: Staff Sgt. Jason Moore, mission specialist trainee; Tech. Sgt. Dewey Williams, mission specialist instructor; and Tech. Sgt. Peter Nichiporuk, mission specialist trainee.

• JoAnn K. Adam, Program Director for the Office of Inspector General offers government oversight services and produces objective third party reviews.

Department of Defense: • United States Air Force Colonel Merrill Armstrong, Commander of the Air Force Flight Standards Agency (AFFSA) conducts all Air Force flight inspections and supports the FAA’s largest flight inspection and flight procedures program in collaboration with FAA’s Aviation System Standards group.

Department of Homeland Security: • United States Coast Guard Lieutenant Commander Kevin McCormack, Program Director for the U.S. Coast

Guard Training Institute offers Coast Guard (CG) personnel career learning opportunities. The Institute provides training and education services, information and guidance for all CG members and CG Education Services Officers (ESO) who assist members in pursuit of advanced qualifications and voluntary education programs. • Dan Furlong, Director for the Transportation Security Administration (TSA) - Security Enforcement Training Academy provides specialized training for field personnel.

19


The FAA Academy A Provider of Premier Cost Efficient Training Solutions for the FAA and Global Aviation Community

20


Our Business

T

he FAA Academy is privileged to oversee a premier training institute for the global aviation community. Superintendent Gary Condley leads the Academyâ&#x20AC;&#x2122;s programs with an annual budget of $140 million. The Academy develops and delivers technical, executive and management training to agency employees supporting the National Airspace System and international partners. The student body of the FAA Academy is comprised of electronic technicians, engineers, air traffic controllers, and aviation safety inspectors. The Academy offers resident and out-of-agency training and utilizes the electronic Learning Management System (eLMS), as well as a satellite based Aviation Training Network (ATN) to provide training for distance coursework. The Center for Management and Executive Leadership (CMEL) located in Palm Coast, Florida, is also a training component of the FAA Academy. This facility provides leadership development and training for FAA supervisors, managers, executives, military, and other federal entities. The Academy staff is comprised of over 460 FAA employees and approximately 560 contractors.

Our Results Efforts Toward the Next Generation Air Transportation System (NextGen) NextGen is the way of the future and the FAA Academy is on target to provide the training, equipment, and technical expertise to begin transforming the air transportation system. The En Route Automation Modernization (ERAM) system replaces the HOST computer system, and is the foundation for leveraging all NextGen technologies. A significant number of new technologies encompass the NextGen project and will interface with ERAM in some manner. Technologies such as System Wide Information Management (SWIM),

Gary R. Condley, Superintendent, FAA Academy

21


Data Communications, and Automatic Dependent Surveillance Broadcast (ADS-B) interface with the ERAM system. In 2009, attention was given to the installation of ERAM software and upgrades, allowing the Academy to introduce the first ERAM class. Fiscal year 2010 provided the following accomplishments: • Technical Operations ERAM Attrition Courses: The Academy’s En Route Automation Section completed development of three new attrition courses, En Route Automation System (EAS) Maintenance, EAS Management, and EAS Administration. Two successful operational tryouts were completed and the tryout for EAS Administration is scheduled for 2011. EAS Administration covers the new software training requirements. The development of new courses was a significant undertaking and met an accelerated milestone, completing complex curriculum in only 18 months. • ADS-B Course: A comprehensive ADS-B correspondence course was developed ahead of schedule, in just 30 days. Completion of the course allowed technicians at the Houston Air Route Traffic Control Center to train on time for the ADS-B Service Certification to meet an initial operating capability (IOC) delivery date of December 2009. The Academy was able to reduce its normal development cycle time and 22

still deliver quality technical training in a timely fashion. This effort was made possible thanks to the collaboration among members of the FAA Academy, the Technical Operations Training and Development Group, and the William J. Hughes Technical Center. • NextGen Overview for FAA’s Aviation Safety Office: Academy specialists in regulatory standards provided technical support and guidance to develop a course on NextGen Overview for Aviation Safety. A compressed development schedule was established by the customer and successfully achieved by Academy personnel in record-setting time. The Regulatory Standards Division hosted the prototype in August 2010. • Modification of STARS Course: The Academy launched a new on-line course to support Philadelphia Terminal Radar Approach Control (TRACON) operations that use both the Standard Terminal Automated Replacement System (STARS) in conjunction with ADS-B. This course modification included new ADS-B theory to support STARS. This course revision was a collaborative effort among the STARS program office, Raytheon, and the Technical Operations Training and Development Group. The course is being followed by on-the-job training in support of initial operating capability (IOC). The Philadelphia Tower and TRACON


currently exploring expanding use of this system. • Tower Simulation Systems (TSS): Currently, the FAA has 14 TSS’s in service and expects to have a total of 16 systems operational in 2011. • Air Traffic ERAM Course: Validating the course for certification was accomplished by completing a first course conduct of the redesigned ERAM En Route course. A second iteration of the class was completed in early October 2010. The FAA Academy is committed to the integrated NextGen portfolio of technologies that will fundamentally change the way FAA manages air traffic. As demonstrated by these NextGen activities, the Academy is dedicated to the state-of-the-art training of aviation professionals in the new technologies that represent NextGen solution sets. As new employees enter the agency, advanced training continues to be a top priority.

En Route Automation System (EAS) instructor, Jim Willoughby is monitoring the Academy’s ERAM system during the operational tryout for the EAS Management course.

became operational with the STARS and ADS-B in April 2010. • ERAM Menu-Based System: Technical Operations personnel created a menubased system to automate daily preventive maintenance checks. Productivity improvements are expected and the FAA and the Lockheed Martin Corporation are

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Academy Recognizes First Safety Star Award Recipient The FAA Academy’s Safety and Health Committee established the first Safety Star Award in 2010. This new recognition program acknowledges employees for outstanding contributions in creating a safe and healthy work environment. Paul Parenica, Manager of the Automation/ Power Branch was honored as the first award recipient. Paul worked closely with the Environmental Occupational and Safety Health services group, the Facility Services division, and other organizations to implement a personal protective equipment (PPE) safety initiative. This program protects employees from serious workplace injuries or illness resulting from contact with electrical, mechanical, and other workplace hazards. Implementation of PPE was incorporated into the delivery of environmental system training to address potential workplace safety issues. This complex task led to significant enhancements in electrical safety training for 16 environmental systems courses. Paul’s efforts have led to a cultural shift regarding electrical safety for FAA field technicians and the Academy’s participation in the first “Safety Stand Down Day” conducted in March 2010.

FAA Academy Expands Student Services In March 2010, the FAA Academy celebrated the opening of a second student services center in the Thomas P. Stafford Building. 24

This location was designed to make services more accessible, to expand resources for information, and to increase outreach to students. To better facilitate the personal needs of students, other initiatives that have progressed in 2010 include: • redesigning the Academy services website • creating electronic information packets for new hire students in air traffic control specialist positions Representatives from student travel and human resources make periodic visits to the student center offering assistance on processing travel vouchers and answering questions about GovTrip software and receiving benefits while away from home. The Civil Aerospace Medical Institute (CAMI) plans to open an adjoining space to student services to provide minor medical care to students. The team at student services works to ensure that each student who attends training at the Academy has a pleasant and rewarding experience. The

team provides a level of customer service that is prompt, compassionate, and professional. New student services include: • coordination of shuttle transportation to and from the Academy • assistance with lodging-related issues • providing of local information services to students as well as instructors, supervisors, and facility managers • accessibility of non-emergency transportation to hospitals and doctor appointments • on-call availability for student emergencies and after-hours assistance • providing a media center with wireless internet capability

Paul Parenica receives the first Safety Star Award. (L-R) Kenn Harton, acting for the Professional Association of Aeronautical Center Employees (PAACE) Union President; Paul Parenica, Manager of the Automation/Power Branch; Gary Condley & Sunny Lee-Fanning, FAA Academy Superintendent’s Office.


Business Facts • In 2010, the Academy trained over 91,000 students, a continuing testament to the 2,500 resident offerings conducted annually. • On any given class day the Academy has approximately 1,100 students in attendance and oftentimes attendance is as high as 1,600 students a day. • The FAA Academy publishes an internal bi-monthly newsletter Academy Skywriter. • The Academy Superintendent champions the Center’s strategic objective, Taking Care of People initiative to improve employee engagement and quality worklife. • The Aeronautical Center’s library is housed and operated under the FAA Academy, providing technical aviation and managerial materials to students and employees. The library catalog contains bibliographic entries for over 12,000 volumes and also contains bibliographic entries for over 15,000 technical reports, FAA Directives and FAA Advisory

Circulars. The library may be found on-line: http://www. faa.gov/about/office_org/ headquarters_offices/arc/ programs/academy/library/ . • Superintendent Gary Condley attended the European Civil Aviation Conference held in Istanbul, Turkey, during June 2010. The purpose of the conference was to bring members of the global aviation community together (L-R) Stan Sieg, Holly Cole, and Gary Condley share in the ribbon to share information about cutting ceremony for the new student services satellite office at the FAA individual training and Academy. quality control programs. • Academy representatives attended the Pan-African Aviation Training Coordination Conference hosted by the International Civil Aviation Organization (ICAO) in Egypt. FAA Academy representatives attended the conference in support of the Safe Skies for Africa initiative and continue to provide expertise and training to assist Africa in their modernization efforts.

Business Performance Measures Description Technical Training Satisfaction Management Training Satisfaction Student Services Satisfaction On-Time Course Delivery

Target >95% >95% >92% >98%

Result 98.13% 98.22% 98.17% 99.96%

• The FAA Academy was represented in June 2010 at the ICAO-SAA Training Directors Seminar at the Singapore Aviation Academy (SAA). Individual training programs and capabilities were shared, including potential training for Afghanistan air traffic controllers. • The Academy trained 13 Lean Six Sigma Green Belt candidates, two Black Belt candidates, and more than 95% of the managerial workforce completed Lean Six Sigma Champion training. • Continuous improvements of Academy programs was demonstrated through student satisfaction surveys showing that technical training improved over 1% and managerial training improved nearly 1% from the previous year. 25


The FAA Logistics Center Managing FAAâ&#x20AC;&#x2122;s Supply Chain for the National Airspace System and Serving the Global Aviation Community

26


Our Business

T

he FAA Logistics Center (FAALC) is the only centralized logistics support facility in the FAA. Over 700 federal employees and contract support personnel are employed here. FAALC offers supply chain management, storage and distribution, and depot level maintenance repair and overhaul of sophisticated radar, navigation, weather, landing, and lighting systems as well as automated communications equipment to ensure the safe and effective movement of aircraft through the U.S. airspace. The FAALC stores and maintains parts with over 62,000 national stock numbers, and ships an average of 7,500 orders per month to FAA facilities and other agencies all over the world. The repair maintenance and overhaul technical support facility is state-of-the-art and supports the operational maintenance of over 2,400 FAA and DOD air traffic control facilities.

Our Results Partnership Summit In June 2010, the FAALC hosted the Third Annual FAALC and Air Traffic Organization (ATO) Partnership Summit. The theme of the conference was “Leading the National Airspace System Transformation.” The purpose of the conference was to assess the Next Generation Transportation System (NextGen) initiatives and the critical enablers needed to modernize agency technologies. Michelle Coppedge shared partnership goals and promoted open lines of communication with key stakeholders across the ATO and Aeronautical Center. Participants included approximately 150 key subject matter experts from all FAA service areas (representing supply support center managers, district managers, engineering services, and field technicians), ATO safety and operations group, planning and requirements, ATO’s second level engineering, FAA program offices, the

Michelle Coppedge, Program Director, FAA Logistics Center

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Customers Reflections from 2010 Summit:

posted and updated on the FAALC website to provide visibility and project status to process owners.

“Great Conference! I learned a ton and want to thank you for the week!”

Logistics Center Support System (LCSS)

“Great Summit !! Compliments to the Logistics Center team!” “Overall, really enjoyed and found value in the 3 days spent at the Summit.”

The FAA Logistics Center’s strategic direction positions the FAA to provide organic supply, support, and maintenance for the NextGen. The FAALC leads the transformation of the supply chain, enabling the visibility and serialized tracking of equipment spares with the Logistics Center Support System (LCSS). By incorporating this business change, the

FAA Academy, the office of Acquisition Services, and the FAALC. Conference sessions on FAALC initiatives included: the new Logistics Center Support System (LCSS), two-dimensional bar coding, integrated logistics (iLOG), and the new Remote Monitoring Logging System (RMLS). Additional workshops were held to address key field challenges involving radar rotary joints, test equipment, website for material returns, and replacing outdated equipment. These initiatives will significantly improve visibility of assets, sparing issues, quality data, and help to decrease administrative time for technicians. As a result of this year’s event, over 100 opportunities for improving business were recorded to address system sustainability, product returns, serviceability, and enhancing product quality. These opportunities are 28

2010 FAALC-ATO Partnership Summit attendees at the workshop on rotary joints.

2010 FAALC-ATO Partnership Summit Attendees at the workshop on rotary joints.


Logistics Center’s goal is to help the FAA transition from a budget-based supply chain to a demand-driven supply chain, while lowering costs, improving service, and decreasing customer delivery time. The LCSS program will have wide reaching impact across the entire FAA. LCSS program milestones for 2010 include: • Received favorable Joint Resources Council (JRC) Final Investment Decision (FID) in April 2010 • LCSS contract awarded to the Lockheed Martin Corporation within one week • The Lockheed-Martin Corporation successfully filled its full complement of 22 Oklahoma City based team members • The LCSS Business Process Reengineering (BPR) workshops began in August 2010 Business process re-engineering workshops are facilitated by FAA employees of the LCSS Integrated Product Teams (IPTs). The purpose of these workshops are to: • Introduce tools and techniques that IPTs can use to create business process models • Provide end-to-end process overview to workshop participants from an agencywide strategic perspective • Provide as-is process workshops to document existing agency business processes and to-be process workshops to re engineer business processes • Provide gap analysis workshops to identify organizational and technological

gaps along with cost benefit workshops to document expected benefits and anticipated costs The organization achievements reflect the outstanding individuals working at the Logistics Center that continually meet challenges with professional excellence and a winning spirit.

Two Dimensional Bar Codes The application of two dimensional (2D) bar codes provides unique identification of National Airspace System (NAS) assets. This coding helps the FAALC realize the full benefits of the LCSS and the Remote Monitoring and Logging System (RMLS). The FAALC, the Asset Management Team, and the NAS Supply Support Team recently initiated work on a critical project that is a key enabler to transforming logistics across the agency. In July 2010, a team from the FAALC Quality Systems Group began applying 2D bar codes to parts in the Forward Supply Point Inventory (FSPI) at the Dallas Fort Worth Terminal Radar Approach Control (TRACON) District. The goal of this field trial was to obtain lessons learned that will enable the NAS supply support team to develop a project plan for applying 2D bar codes to FSPI assets throughout the NAS. Employees in the FAALC Distribution Center continue to surpass stakeholders’ expectations for 2D bar coding of assets. The team surpassed their goal of marking 50,000 assets

three months ahead of schedule. To date, the team has applied bar codes to 94,654 items. Additional work shifts were added to focus on marking serviceable items off the shelf. A dedicated team of FAALC employees are making 2D bar coding a reality for the NAS and NextGen.

Business Facts • The FAALC services 8,000 customers on 48,000 different systems from four cabinet level departments - the Department of

Dustin Wagner prepares 2D bar coding equipment at the Dallas Fort Worth Terminal Radar Approach Control (TRACON) district.

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Shipping operations are an essential mission operation of the Logistics Support Facility.

Transportation, Department of Defense, Department of Homeland Security, and the Department of Commerce. • Secure facilities provide inventory control of assets valued at over $760 million in 750,000 square feet of inside storage and 17 acres of outside storage. The Logistics Center operates in many locations - the Logistics Support facility, Technical Support facility, Thomas Road facility, and the Radar Range facility. • Construction was completed on twelve storage shelters providing a combined 83,200 square feet of paved, canopied storage in the FAA Logistics Center’s cable and steel yards. These facilities provide protection from the elements for critical NAS repair material, including cabling, radomes, and antenna sails. A 24/7/365 Customer Care Center supports a full 30

range of services to ensure continuous uninterrupted operations of the NAS.

David Smith prints 2D barcodes at the DallasFort Worth terminal Radar Approach Control (TRACON) district.

• Over 500,000 aviation related parts are shipped worldwide each year. • The FAALC radar range facility dismantles, overhauls, and conducts live testing of radar beacons, Terminal Doppler Weather Radars, en route radars, terminal radars, and airport surveillance detection equipment. • Full service machine, sheet metal, welding, paint, fiberglass, and cable fabrication capabilities are provided for legacy systems to build one-of-a-kind parts.

FAA Logistic Center’s Technical Support Facility


Business Performance Measures Description Target Fill Rate (ability to pull from on-hand inventory) Issue Effectiveness (timeliness and accuracy of shipping) Defects per 1,000 Items Issued Shipping Defects per 1,000 Items Issued

Result

> 87%

91.8%

> 86%

88.1%

< 11.0 < 4.1

9.1 3.3

FAA Logistics Centerâ&#x20AC;&#x2122;s Radar Range Facility 31


The Enterprise Services Center A Government-Wide Provider of Business Services and Solutions

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Our Business

T

he Enterprise Services Center (ESC) delivers a unique service niche in the federal community. Partnering with the Presidentâ&#x20AC;&#x2122;s Office of Management and Budget (OMB), ESC is recognized for its efficient use of technology and business processes. ESC has earned the distinct honor of being selected by OMB as a government-wide shared service provider. ESC offers a wide variety of information technology and financial management products and services to not only the FAA but every operating administration within the Department of Transportation. Business services are marketed and sold to other departments and agencies across the federal community. The mission of ESC is to improve economies and efficiencies associated with business functions across the government, ultimately providing a better service at a lower cost to the taxpayer. In 2010, over 1,100 ESC personnel offered more than 25 distinct products and services, supporting more than 30 different customer organizations and producing approximately $146 million in revenue.

Our Results Instrument Flight Procedures Automation The ESCâ&#x20AC;&#x2122;s Office of Application Services and the National Aeronautical Navigation Services Group have partnered to develop two Next Generation Air Transportation System (NextGen) applications. They are: Instrument Flight Procedure Routes (IFP-Routes) and Instrument Flight Procedure Departures (IFP-DP). The ESC is also assisting with the transition of the Instrument Procedures Development System (IPDS) which replaces the Instrument Approach Procedures Automation (IAPA) system.

Marshal R. Gimpel, Program Director, Enterprise Services Center

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The IFP-Routes application controls all instrument procedures between an aircraft’s arrival and departure from point-to-point. The IFP-DP application provides data storage for current runway status and controls flight procedures from initiation to en route. The IPDS application performs the development, evaluation, charting, and certification of instrument flight procedures. Common among application development projects is the utilization of a standardized enterprise architecture that supports robust design and enhanced reliability. ESC’s use of cutting edge technologies such as service oriented architecture and N-tier architecture allows for growth opportunities, an increase in interoperability, greater potential for software reuse, as well as a reduction in total cost of ownership.

Renovation of the Systems Management Facility (SMF) In December 2009, the ESC completed a 12-month renovation project of its data center. Upgrades to the SMF doubled the capacity of its electrical and cooling systems. This renovation increased redundancy in all areas of cooling, emergency generators, and uninterruptible power supplies. The transformation also brought the facility up to code for a data center facility and increased the physical security of the facility. Additional access monitoring and video cameras have been installed to cover the entire facility. Renovations to the data center 34

exceed the Tier 3 requirements as defined by the UpTime Institute.™ While the square footage of the facility remained the same, the capacity of the SMF increased in several ways: Uninterrupted power supply increased from 380 kilovoltampere (KVA) to 870 kilowatts (KW); cooling capacity increased from 100 tons to 240 tons; and in terms of emergency generators the 750 KW natural gas generator was replaced with a 1.5 megawatt (MW) natural gas generator and a 1.5MW diesel generator.

Information Systems Security Experiences Rapid Growth In 2009, the Office of Management and Budget (OMB) designated the ESC’s Information Systems Security (ISS) team as a shared service provider. The ISS business continues to manage rapid growth as franchise revenue grew over 89% from the previous year. Assessment projects grew by 254% from 2009. The ISS services are provided to over a dozen federal agencies, including multiple modals within the Department of Transportation (DOT). New areas of notable growth include: services for continuous monitoring assessments, Information System Security Officer (ISSO) services, and specialized vulnerability scanning. Customers continue to share news of ESC’s service offerings with their federal peers, resulting in frequent service inquiries from new customers. Competitive pricing

along with OMB’s validation and intimate knowledge of federal security requirements continues to attract new business to the ESC. Business projections are expected to yield double to triple digit growth in 2011.

Repeat Performance in Receiving Clean Audit Opinion The ESC provides accounting services for the entire Department of Transportation (DOT). The FAA and DOT obtained a clean audit opinion with no material weaknesses for the third year in a row. This represents continual progress in correcting and mitigating control deficiencies in financial management systems. Continued management attention and oversight are required to sustain good financial management practices, especially when administering funds allocated under the American Recovery and Reinvestment Act. The following ESC customers also received clean audit opinions with no material weaknesses for FY 2010: Government Accountability Office, Commodity Futures Trading Commission, National Endowment for the Arts, Institute of Museum and Library Services, and the National Credit Union Administration. These audit results reflect the highest level of accuracy and integrity possible in one’s financial data. The Secretary of Transportation’s scorecard necessitates financial accountability. The ESC’s financial management system and accounting services continually deliver customers with accurate financial data


The ESC provides help desk services to government business travelers and processed over 164,000 travel vouchers transactions in 2010.

and unqualified audit opinions. Accurate financial statements allow elected officials and program managers to make informed decisions that affect the American taxpayer.

New Customers The ESC continues to focus on ways to lower costs to its customers, which includes increasing the customer base. The ESC

implemented two new financial management customers this past year. The Consumer Product Safety Commission (CPSC) was implemented on Delphi (ESCâ&#x20AC;&#x2122;s financial management system) in December 2009. The CPSC is responsible for protecting the public from unreasonable risks of serious injury or death from over 15,000 kinds of consumer products such as toys,

cribs, power tools, cigarette lighters, and household chemicals. CPSC receives over 10,000 reports of product-related injuries or deaths a year. The National Credit Union Administration (NCUA) was also implemented on Delphi in January 2010. NCUA is an independent federal agency that charters and supervises federal credit unions. There are approximately 7,950 federally 35


The face behind the friendly voice recording whenever you call the IT Customer Service Desk is Mike McClellin, an incident manager in the Enterprise Services Center.

insured credit unions on active status under NCUA’s jurisdiction. These credit unions service almost 90 million members with $679 billion on deposit. The addition of these customers brings the ESC financial management customer base to 20 agencies (14 represented by DOT and 6 represented by non-DOT agencies).

Business Facts • An Oklahoma based business, Computer System Designers, LLC (CSD) became a contracting partner with ESC and in 2009 won the DOT/FAA Small Business of the Year Award. CSD Telecommunications provides infrastructure support to the ESC. They have received recognition for their support in the Car Allowance Rebate System (CARS), Department of Transportation (DOT) town hall meetings and several telecommunications and backbone network enhancements. • The FAA’s Administrative Voice Enterprise System (FAVES) will upgrade and standardize the phone systems used in 900 FAA facilities. A national consolidated contract for FAVES provides 36

telecommunication services needed to upgrade FAA’s phone systems. The Center was selected as the first of three core sites that will deploy FAVES. • ESC provides hosting services for the Department of Commerce (DOC). In September 2009, the ESC and DOC signed a service level agreement to provide computing capacity, security, help desk and telecommunications services in support of six bureaus of the DOC. The Data Center Services division had two months to prepare 99 systems, provide backup and restore services to the storage

area network equipment, while ensuring full operational capacity of two DS3 circuits in the systems management facility. All hardware and equipment was purchased, assembled, and configured within a 60-day time frame to meet customer requirements. The team effort and partnership by employees of the Office of Information Technology - Data Center Services division was the primary factor in this task being successfully accomplished. Systems hosted in the SMF for the DOC include their financial test and development, web time and


attendance, asset management and documentation system. • The Department of Commerce (DOC) migrated several systems to the ESC’s Systems Management Facility (SMF). The recent renovation of ESC’s SMF has increased hosting capacity. The DOC capitalized on this enhanced capability and in June, the ESC migrated their federal real property maintenance system to the newly renovated SMF. This system migration was one of many that the DOC implemented in 2010. What started out as a “proof of concept” to relocate a financial system database, became a significant level of activity. This effort involved a number of different functional areas including both development and production databases. These systems are currently accessed by 30,000 DOC employees and occupy nearly 100 servers. The SMF is now a recognized asset providing administrative support for this cabinet level department, helping them to perform their mission more efficiently.

Marshal Gimpel, Program Director of the ESC shares information with employees during a town hall gathering.

Business Performance Measures Description

Target

Result

Customer Satisfaction Interest Penalties Paid System Availability – DELPHI*, PRISM*, CASTLE*, and SWIFT** Travel Payments On-Time Help Desk Satisfaction Tier 2 Capitalization Packages Entered On-Time

> 92% < .02% > 99% > 97% > 90% > 98%

98.27% .0017% 99.96% 99.99% 98.3% 100%

* Reference ESC Services Center Service offerings under the Financials section for more detailed information. ** SWIFT = Selections Within Faster Times; a suite of human resource management programs hosted in ESC’s SMF.

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Acquisition Services Providing Legal Contract Administration, Operating the Purchase Card Program and Overseeing Property Management Services in Support of the Aviation Community

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Our Business

T

his year, the Office of Acquisition Services was approved to operate as a franchise organization. Features of this affiliation afford better service to existing customers who are expanding their workload and require additional acquisition services throughout the FAA. Acquisition Services continues to support organizations at the Aeronautical Center as preparations are underway to provide field support for the sustainment of the Next Generation Transportation System (NextGen). During 2010, approximately $575 million in contracts and other purchase agreements were awarded for equipment, material, and services to support the National Airspace System. More than half of these dollars were awarded to small businesses. In addition to formal contracts and purchase orders, Acquisition Services oversees the consolidated purchase card program for the FAAâ&#x20AC;&#x2122;s nine regions and the Aeronautical Center. Purchase card expenditures averaged $94 million for 2010.

Our Results Continual Improvement Acquisition Services experienced another very productive year, as the organization accomplished the award and administration of numerous high visibility contracts. Principles of Lean Six Sigma methodology were used to improve the contract award process, specifically enhancing training and tools to order office supplies. The purchase card team delivered training which resulted in significant improvement in the area of compliance. The property team capitalized 35 assets valued at $34 million, with no quality discrepancies. The philosophy of taking care of our people continues to be a priority as the organization grows and seeks to hire, train, develop, and retain talented professionals.

Susan Whittington, Program Director, Acquisition Services

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(L-R) Contracting specialists Kelly Tillery and Di Vo Tran.

Contract Consolidation

40

The organization has been actively improving efficiencies to reduce the number of contracts needed for similar customer requirements. Nearly 140 contracts were consolidated and awarded through 26 contracts, representing an 81% reduction. In particular, 88 stand-alone pilot training contracts were consolidated to 14 contracts. This significant time and monetary savings resulted in recognition from the Regions and Center Operations (ARC) as a 2010 ARC National Honorary Award winner. The estimated total savings from these consolidations are approximately $1.14 million over a three-year period. Additional performance benefits are realized by both the customer and acquisition services, allowing both groups more time to focus on mission critical work.

Procurement Request Information System (PRISM) administrator, David Greer, assists a caller on the PRISM help desk line. PRISM is a dedicated procurement system that interfaces with the Delphi financial management system.

New System Development A new auditing system was developed to manage and track purchase card usage. The system automatically calculates the status of non-compliance elements and provides final statistical reports. The program has been a major success and has resulted in a reduction of workload for the agency.

Small Business Development The Office of Acquisition Services aggressively strives to provide small businesses attainable and reasonable opportunities to participate as prime contractors and subcontractors for

products and services required by the FAA. In 2010 numerous opportunities existed to meet with small business owners. One highlight of the year was the Annual FAA National Small Business Procurement Opportunities Training Conference and Trade Show held during June 2010 in Oklahoma City. Thanks to such efforts, the Aeronautical Center achieved three of its five small business goals by significant percentages. Continual growth is occurring in the areas of Women-Owned Small Business and Service Disabled VeteranOwned Small Business. In 2010, more than 50% of purchasing dollars were awarded to small businesses.


Business Facts • Completed over 16,400 contractual actions valued at $575 million. • Administered over 600 active contracts with an estimated value of over $2 billion. • Provided oversight on almost 220,000 purchase card transactions valued at more than $94 million. • Developed and supported training classes that significantly improved purchase card policy compliance. • Supported outreach for the Small Business Development program by participating in 33 business events, and hosting two local marketing expositions.

Officially signing a contract, (L-R) David Ellison, Chief Executive Officer, Metron Aviation, Inc., Stephanie Cooke, FAA Contracting Officer of the Operations Planning Team, Jack Kies, President, Metron Aviation, Inc., and Sue Handy, FAA Manager, Acquisition and Business Service sign the single largest contract awarded in FAA history to a company participating in the Small Business Program when the Aeronautical Center hosted the National Small Business Trade Show.

James Washington, Chief Acquisition Officer for the Air Traffic Organization and Vice President for Acquisition and Business Services speaks at National Small Business Trade Show in Oklahoma City.

Business Performance Measures Description Customer Satisfaction Overhead Cost to Award Capitalize Assets < 65 days Reports of Survey Completed < 60 days Personal Property Inventory Completed On-Time

Target > 90% < 2.5% > 85% > 90% > 80%

Result 99% 1.5% 100% 98.3% 98.7% 41


Facility Services Providing Architectural/Engineering Design/Construction Services, Facilities Maintenance/Operations, and a Safe and Healthy Work Environment

42


Our Business

T

he Office of Facility Management provides facility related services for the Aeronautical Center campus which is comprised of over 3.3 million square feet of floor space in 127 buildings spread over 1,062 acres of land. These services include operations and maintenance of the physical plant, management of the Center’s energy conservation, environmental, and occupational safety and health programs, architectural and engineering design and construction management services, space management services, and emergency readiness planning. This office also manages the Center’s Employee Services Program which includes a child care center, numerous food service facilities (cafeteria, snack bars, and automated vending machines), a wellness center, as well as an on-site FAA Credit Union and Employees’ Association Bookstore. Facility related services are provided by 54 federal and 254 contractor employees to ensure Center employees, contractors, and students have the facilities needed to perform a multitude of functions to meet their mission and business demands on a daily basis. Each year, the Aeronautical Center campus grows and expands to include new facilities and infrastructure to maintain, operate, and improve with increasingly constrained resources and budgets. In 2010, over 35,000 square feet of new building space was added to the Center’s campus.

Our Results

Charles T. Sullivan, Jr., Program Director, Office of Facility Management

Challenges Accompany Environmental Executive Order In February of 2010, the Office of Facility Management received an inaugural Department of Transportation Sustainable Achievement Award in the category of “Energy Conservation/Renewable Energy.” The award recognized

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and implementing a variety of energy conservation solutions. Such solutions include: • integrating sustainable building concepts into a design process ensuring that new facilities or major facility renovations and/or alterations are high performing and sustainable The U.S. Air Force Flight Standards Agency (AFFSA) Headquarters is located in the newly renovated Flight Inspection Building.

the combined efforts of office personnel to implement initiatives to meet the requirements of Executive Order 13514. Issued in October 2009, this Order moves toward an integrated strategy for sustainability within the federal government and makes reduction of greenhouse gas emissions and creating a clean energy economy a priority for federal agencies. The Order also retains a previous mandate that federal buildings reduce their energy use by 3% per year, resulting in a 30% reduction in energy use by 2015 (as measured against a 2003 baseline.) While the Aeronautical Center continues to make progress in reducing its energy use and greenhouse gas emissions, considerable progress is still needed to meet the mandates of the Order. To ensure continued progress towards these reduction goals, additional emphasis is being placed on developing 44

• replacing a gasoline powered fleet of maintenance vehicles with electric vehicles • hosting an ongoing program to conduct facility energy and water audits in Aeronautical Center buildings, identifying opportunities for future energy conservation projects Many projects were completed in 2010: • replacing of inefficient windows, boilers, and chillers with high efficiency modern technology products • installing of energy-efficient lighting with occupancy sensors throughout campus buildings • replacing of six gasoline powered vehicles with clean electric powered vehicles • through a collaboration with the Oklahoma City Airport Trust, plans were completed for an $18 million multi-year mechanical system, replacing numerous obsolete and inefficient mechanical systems over the next 5-years

Flight Inspection Building Gets Renovation and New Tenants In July 2010, after five years of planning and preparation, the United States Air Force Flight Standards Agency (AFFSA) began the relocation of its Headquarters from Andrews Air Force Base in Maryland to the Mike Monroney Aeronautical Center in Oklahoma City. Approximately 105 military and civilian Air Force employees are now housed in the newly renovated Flight Inspection Building (also known as Building No. 4.) Preparation for the relocation of AFFSA began in 2005, after the Department of Defense Base Closure and Realignment Commission (BRAC) recommended the relocation of AFFSA, the USAF Advanced Instrument School (AIS), and the Global Air Traffic Operations Program Office (GATOPO) to a central location in Oklahoma. The Flight Inspection Building was the natural choice for AFFSA Headquarters because of its convenient location to the Flight Line, access to flight inspection aircraft maintenance, the FAA’s National Flight Procedures Office, as well as added benefits of a fitness center, dining facilities, and many other convenient services. In September of 2010, Aviation System Standard’s Flight Inspection Central Operations (FICO) relocated from the basement of the Thomas P. Stafford Building to 5,572 square feet of newly renovated space in the Flight Inspection Building. The FICO team provides centralized scheduling, coordination,


flight planning, and flight management for flight inspection activities for the continental United States and international operations. The space vacated by FICO provides the FAA Academy with the ability to install two more Tower Simulator Systems and associated classrooms to meet the increased demand for air traffic controller training. The two-phase construction/renovation for the Flight Inspection building began in October 2008 and took approximately 22 months to complete. The scope of the project spanned two floors combining renovation and new construction to yield over 49,000 square feet of building space. This jointly funded project cost approximately $10.5 million with funds contributed by the Air Force, the FAA, and the Oklahoma City Airport Trust.

The Flight Inspection building is a partnership project between the U.S. Air Force and FAA. This two-phase project included: Renovating 27,604 square feet of existing space with a new addition of 21,083 square feet.

ISO 14001 Environmental Management System In September 2010, the Aeronautical Center completed its second year of registration of the Environmental Management System (EMS) under the International Organization for Standardization (ISO) 14001. The Aeronautical Center Environmental Policy is fully committed to protecting the health and safety of employees and the surrounding community. In accordance with the policy, all organizations and individuals are expected to integrate environmental considerations into daily operations and activities. Objectives and targets for improving environmental performance have been established for twenty-three aspect programs - an activity, operation, product, process or service that may interact with the environment such as contaminated site cleanup, air emissions, hazardous/universal waste generation,

fuel storage tank management, or energy consumption. Two audits of the Aeronautical Centerâ&#x20AC;&#x2122;s Environmental Management System are performed each year, one internal audit and one external audit conducted by a certifying body (ABS Quality Evaluations). A recertification external audit is planned for 2011 and the Aeronautical Center is focusing on improving its root cause analysis process for finding solutions to environmental issues.

Power Service Center Construction of the 19,300 square foot Power Service Center entered its final stages of completion at the end of 2010. The $3.6 million project located on the corner of SW 61st Street and Foster Drive was funded by the American Recovery and Reinvestment Act and supports the Power Operations Engineering Team. The new facility provides conference rooms, a technical library, and workspace to

The Power Service Center will house second-level engineering services for NAS and NextGen power systems.

45


accommodate 98 second-level engineers who provide national engineering support for numerous complex critical power systems at terminal and en route facilities. The facility design incorporates many energy efficient elements in order to minimize energy consumption. These include high placement of windows which allows natural light to penetrate into interior spaces and minimizes the need for artificial light.

cardiopulmonary resuscitation (CPR), and promptly using an Automated External Defibrillator (AED). Over 100 AEDs have been installed in Aeronautical Center buildings and are quickly accessible to first responders. The AEDs are strategically placed in buildings to allow quick access to victims within three minutes. The goal is to have 1,200 on-site personnel hold a two-year CPR/ AED certification. Trained responders are needed near every AED location. To date, over 1,000 Aeronautical Center employees and contractors are trained in administering life saving skills.

Electronic Message Displays

Learning life saving skills, class participants (L-R) Brandon Childers, Rigo Driscoll, and Earl Hill practice using an Automated External Defibrillator.

First Responder Training Studies estimate that more than 250,000 persons in this country die each year from sudden cardiac arrest (representing 700 people a day). One of the most effective ways to reduce this number is by quickly responding to the victim, beginning administration of 46

Two full color electronic message displays were added to the Center this year. They are located at each of the primary entrances. The displays enhance Center communications and are used to announce upcoming events, welcome distinguished visitors, and communicate other relevant information to employees, students, and visitors. The signs are fully customizable with the capability to display both still images and videos. Message content is centrally created, scheduled, and controlled from a limited number of designated computer workstations. Center policies and procedures regarding submission and approval of messages are currently under development and will be distributed Centerwide when finalized.

A new electronic message display is now in place just inside the west campus entrance.

OHSAS 18001 Occupational Safety and Health Management System In September 2010, the Aeronautical Centerâ&#x20AC;&#x2122;s Occupational Safety and Health Management System (OSHMS) obtained certification to Occupational Health and Safety Assessment Series (OHSAS) 18001, a prestigious international standard for organizations with world-class safety and health management systems. This certification promotes a safe and healthy working environment by identifying and controlling safety and health risks, reducing the potential for accidents, aiding in compliance, and improving overall workplace performance. The scope of the Aeronautical Centerâ&#x20AC;&#x2122;s OSHMS involves ARC organizations on campus and includes the Transportation Safety Institute. OSHMS outlines significant hazards in eleven categories ranging from potential falls to precautions of electrical


safety. To increase safety and to meet OHSAS 18001 requirements, the Center spent the last two years analyzing and assessing risks associated with jobs, developing procedures, and implementing new processes. This achievement reflects considerable efforts made by Aeronautical Center employees to further improve already high safety standards. The Center is the first FAA facility to achieve OHSAS 18001 certification, demonstrating the Center’s leadership and on-going commitment to provide a safe and healthy work environment.

Business Facts The Office of Facility Management is committed to systematically reviewing and improving business processes through the deployment of Lean Six Sigma (LSS) process improvement methodologies. Three LSS projects are underway and are expected to result in improved and enhanced business processes in the following areas:

The Facility Management team partnered with the University of Oklahoma’s Industrial Engineering Capstone program to develop and issue the first comprehensive Aeronautical Center Facilities Customer Satisfaction Survey. The survey’s objective was to obtain employee feedback and create a baseline of employee satisfaction on a wide range of facility related services. The survey recommended focusing on improvement efforts in five areas: an awareness and use of the on-site wellness center, awareness of building climate control policies and procedures, implementation of healthy food options in both cafeteria and vending machines, construction of additional sidewalks, and expansion of parking areas. The Security Support Staff oversee: • Security screening of over 8,000 vehicles per day • Patrolling over 650 assigned parking spaces The Maintenance Staff Responds to:

• 30 emergency building generators • 41 elevators • 58 chillers • 66 boilers • 20 cooling towers • 165 self-contained heating and air conditioning units • 159 air handling units • 276 building entrances (most operated with key card access and closed-circuit television monitors)

• Construction project inspection and turnover

• Over a 1,000 customer generated trouble calls per month

• Maintenance/repair inventory management and control

• Preventive maintenance of buildings 1,200 tasks per month

• Modernizing a preventive maintenance program

• Monitoring over 14,000 Centralized Computer control points to provide conditioned air to all Aeronautical Center buildings

• 567 heating, ventilating, and air conditioning (HVAC) air filters a month

The Maintenance and Operations staff oversee:

The architectural and engineering operations completed 82 construction projects in 2010 with a combined value of $14.4 million while adding 35,000 square feet to the campus.

Facility management personnel have enhanced the use of point-of-service customer satisfaction survey tools to measure performance in specific functional areas while continuing to develop and mature the Center’s Quality Management System.

• Facilities and built-in kitchen equipment for seven food-service operations

• 400 rest rooms The Staff of Facility Management replaces an average of:

• 500 light bulbs per month The Architecture and Engineering Staff:

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Corporate Programs Providing Services for Strategic Planning, Implementing Best Practices, Administering Knowledge Management Systems, and Managing National Programs for Aeronautical Center Organizations

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Our Business

T

he Quality Systems and Business Resources Staff is responsible for coordinating various local and national program activities at the Aeronautical Center. Taking direction straight from the Aeronautical Center Director and Deputy Director, this office helps the leadership achieve their mission of interfacing with industry, the public, the community, and various governmental bodies. Staff members serve on several local and national task forces for program processes, system improvements, and evaluations. The team is responsible for managing corporate programs and providing support to many corporate projects. This staff organization is a focal point for most corporate activities, ranging from employee recognition programs to implementing ISO 9001 best practices. Additional responsibilities exist for the following corporate programs: Performance Management System/Superior Contribution Increase process, forms and records directives, corporate information technology tools, management/employee learning and training, information privacy, Aviation Space Education, Project Management Office, liaison services for international visitors, web design and branding liaison, strategic and business planning, Freedom of Information Act, and industrial engineering services.

Our Results Town Hall Meetings Administrator Babbittâ&#x20AC;&#x2122;s September 2010 message outlined government wide actions based on input from the Federal Employee Viewpoint Survey (FedView). Employee suggestions and comments have been prioritized and integrated into an FAA Employee Engagement Action Plan. One of these actions encouraged greater employee communication and engagement through town hall meetings.

Scott A. White, Program Manager, Quality Systems and Business Resources Staff

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Phase I – Implementation • Develop the Lean/ Six Sigma program model • Document best practices and lessons learned

(R-L) Center Director, Lindy Ritz and Deputy Director, Stan Sieg field employee questions during a 2010 town hall meeting.

Talented staff members invested time and developed a first-class communication program. These town hall meetings are conducted twice a year and provide open dialogue that supports improving the work culture and sharing the agency’s vision of the Next Generation Transportation System. Employees receive valuable insight on strategic activities, receive updates on the latest facility improvements, along with having an opportunity to ask questions and foster open communication with leadership.

Lean/ Six Sigma

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Lean/ Six Sigma (L/ SS) is a term used to describe a set of process improvement methodologies. Its objectives are to reduce waste and process time while minimizing variation through statistical analysis. A L/ SS initiative was launched in 2009 to transform the Aeronautical Center culture where employees routinely identify opportunities for improvement. In 2010, the L/ SS Program Team collaborated and developed three phases for this initiative.

• Develop a flexible deployment model for the Aeronautical Center

Phase II – Deployment • Use a phased-in deployment approach to Aeronautical Center organizations

Phase III – Ongoing Measurement and Sustainment • Ensure that a sustainable infrastructure is in place allowing for continual reporting and assessment Portions of Phase I and II were completed in 2010 as part of this multi-year initiative. Expanding employee skill sets to use L/ SS methodologies is often achieved through various certification levels of competency. A minimum level of training and success is required for employees to receive a green belt certification, while multiple years of practice and demonstrated success is required to achieve a master black belt certification. In addition to employee certifications, over 181 managers and employees received L/ SS champion training or some other form of awareness training on this important tool for process improvement. The basic steps of any L/ SS project are relatively simple but require thoughtful investigation and follow through to achieve successful completion.

L/ SS Employee Certifications Certification Type Employees Certified Green Belt 116 Black Belt 27 Master Black Belt 2 Grand Total 145 Lean/ Six Sigma is not a new concept for the Aeronautical Center. Completed Lean/ Six Sigma projects from 2005 through 2010 have produced over $4.3 million in savings. Continuing to deliver customer services “better, faster and cheaper” is the desired goal of the Lean/ Six Sigma initiative.

Knowledge Services Network Upgrade The Knowledge Services Network (KSN) is a corporate knowledge management tool founded on Mircosoft’s SharePoint software. This tool is accessible to nearly every Aeronautical Center employee and is used for various business processes that require information sharing and collaboration. The Knowledge Services Network team continues to see growth and demand for KSN applications and features. In 2010, KSN underwent a major upgrade to Microsoft Office Shared Services version 2.0. New features provided by this upgrade include: increased security, expanded user collaboration through interlinked web sites (wiki sites), and increased speed of performance. This upgrade affected over 30,000 user accounts by migrating over 16,000 KSN sites.


L/ SS Project Summary Project Status Total Projects Pending 19 Active 44 Completed 42 Canceled 8 Grand Total 113

Business Facts •This year the Quality Management Office (QMO) performed over a dozen internal audits and passed its ISO 9001 surveillance audit, conducted by a third party registrar. The Center received its first ISO 9001 certificate in 2009. A complete recertification is required every three years and the next occurs in 2012. The QMO conducts monthly steering committee meetings with local business units to support a robust quality management system (QMS). Management reviews of the QMS are held quarterly with Center leadership, ensuring effectiveness and suitability of the system in delivering quality products and services. Continual improvement is supported through Lean/ Six Sigma projects. Significant gains in efficiency and costs savings are the result of numerous successfully completed Lean/ Six Sigma projects.. • A member of the staff co-chaired this year’s Combined Federal Campaign and

exceeded the Center’s fund raising goal by almost $45,000. A total of $659,000 was raised to support the work of local and national charities. • Collaborated with ESC’s Media Solutions team to write and design the 2009 Mike Monroney Aeronautical Center Annual Report and Business Review, winning Honorary - Best in Class award from the League of American Communications Professionals. • Upgraded the Center’s strategy map to outline new goals and objectives for the Strategic Management Team. • Collaborated with content owners to upgrade the Center’s intranet web site. • The international visitor liaison office hosted 20 foreign delegations. • The community outreach program hosted 30 tours of the Aeronautical Center. • Successfully coordinated the National Records, Directives and Forms program managers to co-host training to Aeronautical Center employees. Additionally, tool kits were developed and used nationally for all three program areas. • The Project Management Office (PMO) entered its fifth year of existence and continues to offer services to the Center’s 118 Project Management Professionals (PMP). Standardized project management practices and templates are developed for the Center’s PMPs and posted on the PMO’s Knowledge Services Network

web site. These practices will be revised in 2012 to comply with the Project Management Institute’s (PMI) four year update cycle. Training is another focus of the PMO, as the local PMI chapter has partnered with Center to host bimonthly PMI OKC FAA Satellite meetings. Free professional development hours are gained by attending these meetings. • Participated on three separate headquarter teams reviewing the ARC process in applying the Pay for Performance process associated with the Core Compensation Program to create a more corporate application. • The Freedom of Information Act (FOIA) Program responded to 126 inquiries meeting the nationally set response deadline 100% of the time. • Created a communication network for managers for regular updates on national training deadlines. • Obtained an Oklahoma Aviation Commission grant and collaborated with the Metro Technology Center - Aviation campus and the Oklahoma Engineering Foundation to fund and promote the 5th Annual week long Aviation Education Academy for youth across Oklahoma. • Annually co-host Aviation Career Education Academies (ACE Camps) with local universities and military groups, reaching over 200 students. In 2010 alone, over six different camps were hosted. 51


Financials Creating an Entrepreneurial Business Culture Through Financial Management

52


Our Business

T

he Office of Budget and Performance Management provides services to all organizations reporting to the Aeronautical Center Director, Deputy Director, and other entities on specific topics. These services include financial management, analysis, and oversight for government operations utilizing appropriated funds that span financial environments with annual, multi-year, and no-year (revolving/franchise fund) appropriations. This Office also supports all Aeronautical Center organizations in the areas of cross-organizational oversight of audit activities, serving as the Centerâ&#x20AC;&#x2122;s audit liaison. Capital investment programs are managed out of this Office using the Acquisition Management System methodology. Cost and price model analysis are provided along with validation for large fee-forservice organizations supporting the FAA, the Department of Transportation, several government agencies, and public sector activities. As the program management office for the FAA Franchise Fund, agency organizations are provided consultation services to operate effectively within the fund. This office works very closely with the FAA Counselâ&#x20AC;&#x2122;s office in the application of Principles of Appropriation Law which govern the legal aspects of operations within a federally appropriated environment. Thirteen senior analysts comprise the staff, bringing years of experience from multiple business and industry environments.

FRANCHISE FUND Background

Toni J. Haught, Program Director, Office of Budget and Performance Management

The Government Management Reform Act (GMRA) of 1994, Public Law 103-356 dated October 13, 1994, authorized the establishment of a franchise fund pilot program in six executive agencies. This law implemented a recommendation of the National Performance Review to establish fully self-supporting business-like entities within 53


Function

The Franchise Fund Council representatives meet in Washington D.C.

the federal government to provide common support services. Franchise funds are expected to promote efficiency by consolidation of repetitive support functions, reducing support costs, enhancing financial management practices, expanding public and public-private competition for the delivery of such services, and ultimately conserving government resources in a balanced budget environment. The FAA was not one of the six executive agencies in the GMRA franchise fund pilot. However, the Department of Transportation and Related Agencies Appropriation Act of 1997, Public Law 104-205, authorized the FAA to establish an Administrative Services Franchise Fund. This fund is designed to create competition within the public sector in the performance of a wide variety of support services. It allows for the establishment of an 54

environment to maximize the use of internal resources through the consolidation and jointuse of like functions and the recognition of economies of scale and efficiencies associated with the competitive offering of services to other government agencies. The FAAâ&#x20AC;&#x2122;s Franchise Fund is composed of several programs, within which it offers a wide variety of services. These services include accounting, travel, printing, multimedia, information technology, logistics and materiel management, aircraft maintenance, international training and management training. The Franchise Fundâ&#x20AC;&#x2122;s major customers are FAA line of business programs. Other customers include the Department of Transportation (DOT) modals, non-DOT government agencies, and international government entities.

The Franchise Fund model is designed differently from the appropriated funds model in several ways. Traditionally, the government has operated through Appropriated Funds approved by Congress. Strict criteria are placed on these funds regarding how and when they are used. One key element of traditional appropriated funds is the time frame required to obligate the funds. For example, operations direct funds must be obligated during the current fiscal year. This becomes an issue when a project or task crosses fiscal years. One of the key benefits of the franchise environment includes the establishment of a revolving fund with noyear dimensions. This unique characteristic promotes a more business-like environment allowing increased emphasis on the cost of service/product delivery and the requirement to fully recover these costs rather than obligating all the funds in a certain time period which is common in traditional appropriations. No additional appropriations or costs are associated with the franchise. When Franchise Fund organizations provide products and services, all customer requirements, along with terms and conditions, are documented in a financial service level agreement. The Franchise Fund is administered by the Office of Budget and Performance Management that reports to the Aeronautical Center Director under Regions and Center Operations (ARC). This office oversees the accuracy of these agreements and


the proper reporting of financials associated with such arrangements. Franchise-wide analysis of data is used to improve monthly and quarterly program reviews. These metricfocused reviews create incentives for customers and suppliers to reduce costs, improve service, and provide greater business transparency. Organizations have found the fund’s business model to be both flexible, beneficial for attracting new business and delivering quality products and services at a reasonable cost.

Product Offerings The FAA’s Franchise Fund is comprised of several product and service offerings supplied by the Aeronautical Center. The Center for Management and Executive Leadership (CMEL) is in Florida, although they do operate under the FAA Academy. All Franchise Fund organizations are recognized for their quality operations and environmental stewardship as demonstrated by their ISO 9001 and 14001 certifications.

Logistics Center, Acquisition Services, and the Aircraft Maintenance and Engineering Group. The newest member to enter the Franchise Fund in 2010 is Acquisition Services.

are recommended for college credit by the American Council on Education. Details about doing business with the Academy can be found at: http://www.academy.faa.gov

FAA Academy

The Academy’s Center for Management and Executive Leadership (CMEL) is a remote, self-contained training and conference facility located in Palm Coast, Florida. This premier training facility delivers training across the country and internationally with a talented, professional staff of highly-credentialed faculty providing an incomparable training experience.

The agency’s primary source of training is provided by the FAA Academy. Within the Academy there are two entities that operate out of the Franchise Fund, the Center for Management and Executive Leadership (CMEL) and the Airports and International Training Division (AITD). The Academy and these reporting organizations are fully accredited with commendations by the Commission on Occupational Education and

The FAA Academy’s Airports and International Training Division (AITD)

There are several revenue streams within the FAA’s Franchise Fund. By using efficiencies and economies of scale, these revenue streams are competitive for customers seeking specific products and services. As new customers are acquired, service costs are reduced by spreading the fixed cost of operations over a larger customer base. Revenue produced by the sale of products and services is created through the following five organizations: the FAA Academy, the Enterprise Services Center (ESC), the FAA

Business partners from Oklahoma City participate in a Franchise Fund Council meeting via two way-video conferencing. 55


delivers technical assistance and training to enhance global aviation safety and security while promoting U.S. aviation system technologies, products, and services. The AITD provides technical assistance and related training in support of the International Civil Aviation Organization (ICAO) member states and regional organizations.

Service Offerings

Center for Management and Executive Leadership (CMEL) Description

Leadership and Management Training

CMELâ&#x20AC;&#x2122;s training curriculum consists of an array of courses for essential non-technical training for agency managers, supervisors, and team leaders. The courses and workshops are clustered into four focused areas of instruction that relate to skills needed to perform successfully in a managerial role.

Conferences and Meetings

From small work groups to large events, CMEL has meeting facilities to accommodate up to 110 people in a comfortable, learning-conducive setting. CMEL offers full program coordination and provides many options to meet classroom technology needs.

Support Services

CMEL designs and develops effective training programs using tools to enhance the learning experience such as a collaborative technology lab, conference and Polycom connectivity, library research and media lending capability.

Service Offerings

Airports and International Training Division (AITD) Description

Technical Training Aviation Security Training Aviation English Proficiency Training

56

Students from Brazil proudly display their certificates after graduating from the FAA Academyâ&#x20AC;&#x2122;s Aviation English for Air Traffic Controllers course. Dignitaries from the Brazilian Airport Authority (Infraero) were present for this graduation ceremony. Infraero has an agreement with the FAA to train 300 Brazilian air traffic controllers between 2010 and 2012.

Areas of technical training include but are not limited to: airport development and design, instrument flight procedure development and flight inspection training, instructor training and evaluation, flight standards on aircraft airworthiness, avionics, pilot and mechanic certification and federal aviation regulation enforcement, technical operations training, and air traffic control training. Security training protects the U.S. traveling public in air transportation throughout the world. This training addresses the language learning needs of the worldâ&#x20AC;&#x2122;s airlines and civil aviation authorities with language courses and proficiency testing.


Enterprise Services Center The Enterprise Services Center (ESC) represents a consolidation of business services to meet many customers needs and their missions. A primary focus of the ESC is to satisfy the Office of Management and Budgetâ&#x20AC;&#x2122;s challenge to grow its shared service

provider designations. The selection process for these designations is growing and the ESC continues to compete for new business. The ESC holds the shared service provider designation in financial management and information system security. Doing business with the Enterprise Services Center allows its customers to focus on their core mission

while relying on the ESC for its business infrastructure needs. ESC business services are categorized as: application services, information technology, customer services, and operational services. Details about doing business with the ESC can be found at: http://www.esc.gov

Enterprise Services Center Service Offerings Application Services Delphi Procurement Request Information System (PRISM) Consolidated Automated System for Labor Entry (CASTLE) GovTrip Application Development, Maintenance, and Support

Description The Enterprise Service Center (ESC) and the Oracle Corporation created Delphi based on Oracle Federal Financials to provide accounts payable, receivable, general ledger, project accounting, purchasing, fixed assets, and financial statements. The Enterprise Service Center (ESC) and the Compusearchâ&#x201E;˘ Software Systems developed an integrated procurement management system. Provides a complete time, attendance and labor distribution reporting system. The Enterprise Service Center (ESC) and the Northrop Grumman Corporation developed a travel authorization and voucher system that works seamlessly for federal travelers. Software development and support services are provided using a diverse range of tools and platforms.

Information Technology Data Center Services Data and Voice Communication Services Information Systems Security (ISS) Customer Service / Help Desk Support Media Solutions

Includes computer hosting, system and database administration, and disaster recovery through remote sites. Provides management and operation of telephone, data and voice networks, network design and installation, hardware and software upgrades and repair services. Delivers certification and accreditation, assessments, scanning and hardening, security audit coordination and compliance. Supports hardware and software installation, maintenance, troubleshooting, and problem resolution for desktop computers. Produces creative alternatives using graphics, video production, and still photography services. In-house and commercial printing and distribution services are available with overnight delivery options. 57


Customer Services Customer Account Representatives New Business Development Customer Implementations

Provides one-on-one customer support for business services. Promotes business solutions through trade shows and cross-servicing opportunities. Provides project management and training support during service deployments and provides on-going support to new users.

Operational Services Financial Management Travel / Permanent Change of Station Support Functional Systems Support

FAA Logistics Center The FAA Logistics Center is the only centralized logistics support facility in the FAA. FAA Technicians use the products managed and repaired by the Logistics Center to ensure

Transactional processing for accounts payable, accounts receivable, fixed assets, grants, reporting analysis and monthly financial statements. Processing of travel authorizations, vouchers, and permanent change-of-station requests. Provides additional help desk support for software solutions.

the safe and effective movement of aircraft through the Nation’s airspace. The Logistics Center services are categorized as: supply chain management, logistics support services, and maintenance-repair-overhaul of National Airspace Systems and equipment. Details about

doing business with the FAA’s Logistics Center can be found at: http://www.faa.gov/about/ office_org/regions_centers/mmac/logistics

FAA Logistics Center Service Offerings

Description

Supply Chain Management National Airspace System Supply Chain Management Integrated Logistics Support (iLog) Distribution Center Logistic Support Services Customer Service Field Representative Support 58

Operates an internal supply system; supports the field’s store credits and other universal service agreements; establishes business rules and procedures for the service order program, and tracks service order funding and billing. iLog support service is a critical discipline that plans, establishes and maintains an integrated product support package for the life-cycle of all acquisition programs. Manages the storage, distribution, and shipment of the FAA’s national supply program. Offers specialized in-house packing and crating allowing safe shipment of full systems or single components. Operates the Customer Care Center, a 24-hour, 7 day-a-week point of contact for logistics customers. Functions as an advocate for the Logistics Center customers while regularly monitoring customer satisfaction.


Maintenance-Repair-Overhaul Navigation / Landing / Weather Products Radar Products Automation and Communication Products Product Services

Acquisition Services Acquisition Services provides a full complement of services to fulfill customers needs, ranging from simple commercial purchases to multi-million dollar formal

Maintains, repairs, and provides services for a wide variety of navigation, landing, weather, lighting systems and components. Supports surveillance, weather, and advisory radar systems, providing lifecycle management and other services for the National Airspace System (NAS) community. Specializes in supporting radar data automation and aviation facility communications equipment. Also provides in-house repair plus manages outsourced repairs and long-term warranty contracts. Provides system support products, customer service, field maintenance services, and assistance with special projects in support of the National Airspace System (NAS).

contracts and complex real estate transactions. Training and audit services are provided to ensure compliance with federal acquisition policy. Franchise activities include contractual, acquisition, realty, personal property, and equipment/management services in support

of federal activities and FAA programs. Details about doing business with Acquisition Services can be found at: http://www.faa.gov/about/ office_org/regions_centers/mmac/acquisition

Acquisition Services Service Offerings

Description

Contracting

Provides warranted contract officers to oversee awards and administer terms and conditions of contracts and purchase orders. Operates a help desk for the Procurement Request Information System (PRISM).

Purchase Card Program

Authorizes federal employees to use an internationally accepted Government Purchase Card to purchase simplified products and services valued at $25,000 or less.

Capitalization Small Business Development Property and Real Estate

Maintains documentation supporting the in-service date of locally and nationally procured assets. Provides small businesses and those owned and controlled by socially and economically disadvantaged individuals, attainable and reasonable opportunities to participate as prime subcontractors for products and services procured by the government. Manages the Automated Inventory Tracking System (AITS) for property and manages lease arrangements for real estate. 59


Aircraft Maintenance and Engineering Group The Aircraft Maintenance and Engineering Group in the Office of Aviation System Standards is part of the Air Traffic Organization that operates and maintains a

fleet of 30 uniquely equipped aircraft. These aircraft are maintained in accordance with Federal Aviation Regulation (FAR) Part 135 and are used for both domestic and international flight inspection operations. Beyond this responsibility, additional maintenance and engineering services can be

provided on a full or partial basis depending on customer requirements. Details about doing business with the Aircraft Maintenance and Engineering Group can be found at: http://www.faa.gov/air_traffic/flight_info/ avn/maintenanceoperations

Aircraft Maintenance and Engineering Group Service Offerings Maintenance Support

Engineering Services

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Description Provides total aircraft maintenance support including quality assurance and overall program management. This service includes preventive, as well as repair/overhaul, modification requirements, reliability and maintainability studies. Responsible for developing and implementing FAAâ&#x20AC;&#x2122;s flight inspection capability, thereby ensuring the accuracy and integrity of navigational facilities and instrument procedures. Responsibilities include design, specification development, acquisition oversight, and maintenance support. Develops and approves data for major aircraft alterations and repairs required to issue supplemental type certificates.


U.S. Department of Transportation Federal Aviation Administration Administrative Services Franchise Fund Balance Sheet As of September 30, 2010 (Dollars in Thousands) Unaudited

2010

Assets: Intragovernmental

Total intragovernmental

Total Assets

Fund balance with Treasury Accounts Receivable Advances to others Other Accounts Receivable Inventory, net General property, plant and equipment, net Advances to others Other

2009

$ 294,069 685 3,411 14 298,179 1,672 518,958 29,612

$ 322,455 2,390 294 14 325,153 132 473,770 22,258

(13) 245 $ 848,653

3 245 $ 821,561

Liabilities: Intragovernmental

Total intragovernmental

Total Liabilities

Accounts Payable Advances from others Employer contributions and payroll taxes Other Accounts Payable Advances from others Accrued payroll and leave Employer contributions and payroll taxes Other

$

1,354 199,707 3,060 204,121 26,439 (1,188) 16,609 (375) 4,387 249,993

$

356 214,654 2,758 3,251 221,019 22,937 265 15,249 360 259,830

61


Commitments and Contingencies Net position: Total liabilities and net position

62

Cumulative results of operations Total net position

2010 598,660 598,660 $ 848,653

2009 561,731 561,731 $ 821,561


U.S. Department of Transportation Federal Aviation Administration Administrative Services Franchise Fund Notes to the Financial Statements As of September 30, 2010 (Dollars in Thousands) Unaudited Operating Results 2010

2009

Enterprise Services Center: Earned revenues Expenses Profit/(Loss)

$ 145,585

$ 127,791

(144,006)

(129,833)

1,579

(2,042)

Aircraft Maintenance and Engineering Group: Earned revenues Expenses Profit/(Loss)

57,051

55,999

(59,908)

(49,847)

(2,857)

6,152

16,218

14,982

(14,370)

(14,342)

1,848

640

8,637

*N/A

(9,303)

*N/A

(666)

*N/A

225,452

247,367

(223,169)

(239,036)

2,283

8,331

$ 2,187

$ 13,081

FAA Academy: Earned revenues Expenses Profit/(Loss) Acquisition: Earned revenues Expenses Profit/(Loss) FAA Logistics Center: Earned revenues Expenses Profit/(Loss) Total Profit/(Loss)

* Not participating in Franchise Fund in 2009.

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U.S. Department of Transportation Federal Aviation Administration Administrative Services Franchise Fund Statement of Changes in Net Position As of September 30, 2010 (Dollars in Thousands) Unaudited 2010

2009

Cumulative Results of Operations: Beginning balances

$ 561,731

$ 531,030

(11,961)

(17,665)

60,461

52,127

Total Financing Sources

48,500

34,462

Profit/(Loss)

11,570

3,761

Net Change

36,930

30,701

Other Financing Sources (Non-Exchange): Transfers-in/(out)without reimbursement Imputed financing from costs absorbed by others

598,660

561,731

$ 598,660

$ 561,731

Cumulative Results of Operations Net Position

Appropriated Funds In addition to the Franchise Fund, there are several areas of the Centerâ&#x20AC;&#x2122;s budget that are funded by congressional appropriations. These appropriations have strict guidelines for using funds and have less flexibility in their use. Organizations that do not operate within the Franchise Fund must rely on one or more appropriated budget categories to achieve their mission. The Franchise Fund and 64

appropriated funds contribute to the overall financial impact of Center operations.

carrying out the FAAâ&#x20AC;&#x2122;s mission and regulatory responsibilities.

Operations

Facilities and Equipment (F&E)

The operations budget is financed by appropriations to cover operating costs, maintenance, communications, and support for non-franchise organizations within the ARC organizations. Operations also covers the salaries and costs associated with

The programs funded by the F&E appropriation are the FAAâ&#x20AC;&#x2122;s principal means of modernizing and improving air traffic control and technical operations, particularly through programs supporting NextGen. The account also finances other


major capital improvements in air navigation and experimental facilities required by other programs. Monies from this account were used to lease and perform facilities maintenance for capital improvements.

Aeronautical Center Financial Impact $ (million) Research, Engineering and Development $18

Airport and Airway Trust Fund Technical training for the Office of Airport Planning and Programming is funded through the Airport and Airway Trust Fund. This training provides airport personnel with relevant knowledge for airport planning, environmental and social requirements, airport grants, property transfers, and passenger facility charges.

Airport and Airway Trust Fund $2

Operations $606

Franchise Fund $545

Research, Engineering and Development The Civil Aerospace Medical Institute (CAMI) invests in a variety of research, engineering and development projects to enhance airline, passenger and pilot safety. CAMI is comprised of researchers, physicians, engineers, educators and technicians who conduct studies in the areas of toxicology, physiology, occupant protection and human performance analysis. Some of the current research initiatives being explored include: pilot fatigue and crew rest cycles, pilot vision research and the harmful effects of laser strikes during night flights, medications and flying, improving evacuation procedures, and reducing injuries through improved seat and restraint design.

Facilities and Equipment $98

Total Financial Budget = $1.3 billion

Business Facts In fiscal year 2010, the Office of Budget and Performance provided:

• created 2,200 cost accounting/labor distribution reporting projects

• audit liaison support for 36 audits, inquiries, investigations and final audit reports

• conducted a detailed review of 3 cost models

• coordination and approval of 1,200 franchise agreements • created 37 reimbursable agreements

• provided financial oversight of $253 million • performed payroll analysis, reconciliation, and managerial reporting for 1,900 personnel and 1,200 contractors 65


Tenant Partnerships Cross Servicing the Federal Community in an Entreprenurial Environment

Center Management Team and Business Partners DOT - Office of Inspector General FAA - Aviation Safety

• • • • •

Civil Aerospace Medical Institute Civil Aviation Registry Flight Technologies & Procedures National Flight Program Oversight Regulatory Support

MMAC Center Director

DHS - Transportation Security Administration Security Enforcement Training

DOT

Department of Transportation

DHS

Department of Homeland Security

DOD Department of Defense 66

DOD U.S. Air Force Flight Standards Agency

FAA - Staff Offices

• • • • •

Chief Counsel Civil Rights Communications Human Resources Management Security and Hazardous Materials

DOT - Transportation Safety Institute

FAA - Air Traffic Organization • Aviation Systems Standards • National Airway Systems Engineering • Air Traffic Controller Academy Training Oversight • Aeronautical Products

DHS - U.S. Coast Guard Training Institute


O

klahoma ranked among the top 10 states in traditional aerospace occupation employment. The Mike Monroney Aeronautical Center is one of the top five employers in the state. Oklahoma ranks 12th nationally in the employment of aerospace engineers, fifth in aircraft mechanics and service technicians, and eighth in avionic technicians.*

addition to the federal civilian work force, Aviation Safety delegates certification responsibility to over 11,000 designees. These designees perform selected safety oversight duties on behalf of and under the direction of this office.

For decades the Aeronautical Center has been a focal point for training, logistics support and other aviation related products and services. Centrally located in Oklahoma City, the Center operates in one of America’s most recession-proof cities. A stable economy, low cost of living and a quality lifestyle makes the Center attractive to its business partners.

http://www.faa.gov/about/office_org/headquarters_ offices/avs/offices/aam

Multiple government entities lease space at the Aeronautical Center and become vital tenant partners and participating members of the Center Management Team. FAA is the acting landlord for Center buildings and property that is owned by the Oklahoma City Airport Trust. *Economic Development Division of the Greater Oklahoma City Chamber, April 2010.

U.S. Department of Transportation FAA - Aviation Safety There are eight organizations that report to the Associate Administrator for Aviation Safety, collectively employing over 7,000 personnel. Five of these organizations - the Office of Accident Investigation, the Office of Aviation Safety and Analysis, the Office of Rulemaking, the Air Traffic Safety Oversight Service, the Office of Quality and Integration and Executive Services are located in Washington D.C. The Office of Aerospace Medicine, Aircraft Certification Service, and the Flight Standards Service have field offices in Oklahoma City and throughout the United States, as well as personnel located at their office headquarters in Washington D.C. In

The Office of Aerospace Medicine • The Civil Aerospace Medical Institute (CAMI)

CAMI reports directly to the Office of Aerospace Medicine. CAMI employees develop, maintain, and manage systems for the medical examination and certification of U.S. civil airmen. They conduct medical and related human factors research projects applicable to the FAA’s mission. They also develop and administer aerospace medical education programs to meet the needs of the agency. CAMI personnel administer occupational health programs and operate a medical clinic for the Mike Monroney Aeronautical Center. Specialists at CAMI provide professional advice and technical knowledge to the Federal Air Surgeon as well as other agency departments. CAMI houses multiple laboratories and facilities to aid researchers in performing real-time simulations to emulate realistic aircraft situations. Some of the services offered at CAMI include:

o Flight simulators o Hypobaric chamber o Wind tunnel (cold/hot weather survival training) o Smoke evacuation chamber o Water evacuation o Child seat safety restraint research o Toxicology laboratory o Night vision research o Cosmic radiation testing 67


Registry is responsible for developing, maintaining, and operating national programs for the registration of United States civil aircraft and certification of airmen. The Registry operates from a staff of over 200 employees and contractors that interact with over one-million customers each year. On an annual basis, functions of the Registry include: • Issuing approximately 70,000 aircraft registration certificates and 180,000 airmen certificates.

Dr. Antuñano explains the effects of altitude to local science teachers in CAMI’s hypobaric chamber.

To CAMI’s credit, several everyday aviation products and procedures are due to their successful studies: • The development of drop-down oxygen masks on commercial aircraft • Use of floor emergency evacuation lighting in aircraft • Child restraint systems in aircraft • Water evacuation plans from aircraft, as well as the safety information cards found in the seat pockets of commercial aircraft • Crash testing (human positioning, seat structure, fabrics, etc.) 68

With the advancement of commercial space transportation, multi-disciplinary teams at CAMI are working together to develop the safety requirements for potential passengers interested in traveling on commercial space flights.

• Some twenty different airmen certification category types exist. Examples of such categories include: student pilots, private pilots, commercial pilots, mechanics, parachute riggers, flight engineers, control tower operators, aircraft dispatchers and flight attendants. • Responding to over 140,000 telephone inquiries. • Reserving nearly 17,000 special aircraft registration numbers (N-Numbers). • Processing over 3-million interactive queries for aircraft and airmen data.

Flight Standards Service

• Providing 180,000 online transactions with credit card payment while supplying over 400,000 website downloads.

http://www.faa.gov/about/office_org/ headquarters_offices/avs/offices/afs

• Producing over 240,000 electronic aircraft records.

• The Civil Aviation Registry

• Updating over 150,000 addresses.

The Registry reports directly to the Aircraft Certification Service. The Civil Aviation

• Database systems are used to provide information to FAA Aviation Safety Inspectors, National Transportation Safety


Board investigators, and law enforcement agencies to support various aviation safety missions. • In 2010, airmen certificates were converted from their original paper form to a plastic card. The Civil Aviation Registry is currently in the midst of a major undertaking to convert millions of traditionally stored records onto digital media. This massive effort also involves changing the way work is processed and tracked to further streamline efforts. For the first time in nearly 20 years, the FAA implemented a major rule change effective October 1, 2010 {ref. 14 Code of Federal Regulations, Part 47.} The rule states that every U.S. registered aircraft owner must reregister their aircraft during a three-year time frame and renew that registration every three years. Those owners who fail to re-register or renew registration in a timely manner will see their registration expire which will cause their aircraft to be officially removed from the active register. Unregistered aircraft have no authorization to operate. Functioning much like any state’s Department of Motor Vehicles, the Registry houses extensive data exclusive to airmen and aircraft. With this new rule, aircraft registration information will be much more current and the physical location of aircraft more traceable.

• Flight Technologies and Procedures Division The Flight Technologies and Procedures Division reports directly to the Flight Standards Service organization. This division operates with 120 employees and is staffed by highly experienced aviation safety inspectors, engineers, and operational/technical support personnel. During 2010, three additional branches were created within this division: an Automatic Dependent Surveillance Broadcast (ADS-B) program office, an Unmanned Aircraft Systems office, and a NextGen Field Programs branch. Four branches comprise division operations at the Aeronautical Center: Management Operations Branch, Flight Procedures Standards, Flight Operations Simulation and Analysis, and Flight Systems Laboratory. These branches are responsible for developing guidelines, standards, and methods of certification and implementation for new flight technologies in support of a safe and secure airspace system.

by providing the aviation community with quality services and information through airman testing, designee standardization, increasing safety in the operation of lightsport aircraft and safety data systems. Customers of the Regulatory Support Division include the public, private industry, Flight Standards Service, and Aircraft Certification Service. The division actively participates in the National Examiner Board (NEB), which screens and rates applications of potential designees.

• Air Traffic Aviation Safety Flight Oversight Office This office provides a comprehensive quality assurance function within the Flight Standards organization. Their role is to work across lines of business to ensure flight safety requirements are consistent and implemented in a uniform manner.

• Regulatory Support Division The Regulatory Support Division reports directly to the Flight Standards Service organization. This division enhances safety

Flight Operations Simulation and Analysis branch operates the Airbus 330/340 simulator which allows researchers to observe airline pilots perform realistic flight scenarios to analyze the safety, capacity, and operational effects of new technology on the National Airspace System.

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Aviation System Standards employees attending their annual operations planning meeting.

FAA - Air Traffic Organization (ATO) The primary service of the Air Traffic Organization (ATO) is to move air traffic safely and efficiently. The customer base of ATO is commercial airlines, private aviation and the military. The ATO is the largest line of business within the FAA and employs nearly 36,000 air traffic controllers, technicians, engineers, and support personnel whose daily efforts keep airplanes moving safely.

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ATO has a strong safety record. Employees support over 7,000 takeoffs and landings per hour, and more than 660 million passengers. The men and women of the Air Traffic Organization safely guide 50,000 aircraft through the National Airspace System every day.

• Aviation System Standards http://www.faa.gov/air_traffic/flight_ info/avn. Aviation System Standards designs and develops instrument flight procedures (IFPs), while providing aircraft maintenance and engineering services. They operate a fleet of flight inspection aircraft for airborne evaluation of electronic navigational signals. IFP’s are validated using both ground-based and global positioning systems. A fleet of approximately 30 aircraft of four different types support the flight inspection program: Challenger 601, Challenger 604, Lear 60, and Beechcraft BE-300. Flight inspection ensures the integrity of instrument approaches and airway procedures

that constitute our National Airspace System infrastructure and the FAA’s international commitments. This is accomplished through the airborne inspection of all space and ground-based instrument flight procedures and the validation of electronic signals in space that are transmitted from approximately 13,500 various navigation systems. Airborne inspection of navigational aids is a two-part operation, requiring the skills of highly trained flight crews. The first part is an evaluation of the “signal in space” - the radiation pattern of the navigational aid much like that of a radio station. The second part is to certify the instrument approach procedures that are designed to allow pilots to safely use airport runways in adverse weather.


In 2004, the FAA entered into a contract with the National Aeronautics and Space Administration (NASA) after the agency decided to outsource its flight inspection work for the shuttle program. Under a reimbursable agreement, Aviation System Standards issued certifications for the space shuttle microwave scan beam landing systems at six different shuttle landing sites throughout the world, including Kennedy Space Center in Florida, Edwards Air Force Base in California, White Sands Space Harbor in New Mexico, Zaragoza Air Base in Spain, Morón Air Base in Spain, and Istres Air Base in France. The partnership resulted in a savings of $600,000 a year for NASA and provided the FAA with new technology.

“The Department of Defense (DOD) has, since 1991 been represented by the combined presence of forty-eight Air Force active duty and reserve personnel who work hand-in-hand with Aviation System Standards in the conduct of flight inspection in the continental United States and across the globe. This vital relationship has been tremendously beneficial to the DOD, the FAA and ultimately, the nation. Working side-by-side, Aviation System Standards and DOD personnel not only ensure the safety of domestic and international civil airspace, they provide flight inspection services in combat zones which are critical to the safety of the men and women of America’s Armed Forces.” United States Air Force Lieutenant Colonel, Carl Oesterle

In 2010, NASA representatives, including shuttle commander Charles Owen Hobaugh, visited the Aeronautical Center to recognize members of the FAA’s Flight Inspection Operations Group and Aircraft Maintenance and Engineering Group, both divisions (L to R) Joe Doubleday, FAA aircraft and maintenance engineering manager; operate under Aviation Charles Hobaugh, NASA astronaut and mission commander; Tom Accardi, System Standards. FAA director of Aviation System Standards; NASA contractor Chris Hasselbring, The last shuttle landing operations, United Space Alliance; and Pete Gretsch, FAA flight launch occurs in inspection operations group manager. February 2011. “Aviation System Standards has been responsive and responsible, earnest and honest, proactive, forwardthinking, technically outstanding, and refreshingly flexible” James Herald, NASA’s director of spaceport

engineering and technology, said in a statement. “It’s a bittersweet closing,” Tom Accardi, Director of Aviation System Standards said, referring to the shuttle program’s approaching end. “It has been an extremely exciting project. It’s been a real honor for us to be a small part of such an outstanding mission.”

• National Airway Systems Engineering http://www.faa.gov/about/office_org/ headquarters_offices/ato/service_units/ techops/safety_ops_support/nas_ engineering/ The National Airway Systems Engineering Group (NASE) supports national software, hardware, writes technical documentation, and provides scientific and direct engineering support for operational National Airspace System (NAS) equipment. The engineering staff supports surveillance, navigation, and 71


infrastructure facilities to ensure safe, reliable, and efficient operations. The largest contingent of engineers at the Center is employed by NASE. This group works closely with the FAA Logistics Center (FAALC) on navigational equipment designs and is one of their primary customers. NASE also collaborates with FAA Academy instructors on changes and improvements to field repair procedures to keep the NAS functional and reliable. Systems engineers travel to remote locations around the world to support equipment upgrades, repair and troubleshoot nearly all navigational aids within the NAS. NASE partnered with the Center’s architecture and engineering services to build

a new facility power service center for their power operations engineering team. This modern 19,300 square feet facility was made possible by $3.6 million funded through the American Recovery Reinvestment Act of 2009. This facility will house 98 engineers that support the second-level engineering for the NAS and future NextGen power systems.

• Aeronautical Products http://www.faa.gov/air_traffic/flight_info/ aeronav/ This organization plans and directs the construction and publication of all aeronautical charts and digital products for air carrier and general aviation pilots. These products include instrument and visual charts,

Air traffic controllers are on the front line of those responsible for implementing NextGen technologies.

Fred Anderson, Director for Aeronautical Products.

terminal procedures publications, as well as digital aeronautical data. Such aeronautical products support satellite-based and aircraft flight management system flight procedures. Radar video maps are also developed in support of the FAA air traffic program. Aeronautical products are delivered to the aviation community through a network of chart agents located throughout the world. • Air Traffic Controller Academy Training Oversight

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The Air Traffic Organization (ATO) hires new employees to ensure its facilities are safely staffed for the air traffic controllers (ATC) of tomorrow. Training oversight utilizes a competency-based approach to training. The Next Generation Transportation System requires new training technology as the NAS evolves. The training oversight group partners with the FAA Academy, ATC facility training, and the ATO service units in redesigning


• National Transportation Safety Board (NTSB) • Merit Systems Protection Board (MSPB) • Equal Employment Opportunity Commission (EEOC) • FAA’s Office of Dispute Resolution for Acquisition (ODRA) • United States federal courts

Terminal control towers will employ a wide range of NextGen technologies to manage aircraft in the air and on the ground.

coursework as appropriate, to incorporate competencies, updated skill sets, and modern learning technologies. In addition, students who have completed initial Academy training are evaluated to ensure they are ready to begin field training. Targeted audiences for the training include Terminal and En Route controllers. Academic enrollments are managed to ensure effective utilization of training resources by facilitating effective and timely delivery of training products. Additional partnerships support the ATC collegiate training initiative by preparing graduates for careers in air traffic control.

by furnishing timely and responsive legal services to the Aeronautical Director. The principal areas of the Chief Counsel’s legal practice include: • Airports and Environmental Law • Enforcement and Compliance • Ethics • International Affairs and Legal Policy • Legislation • Litigation and General Legal Services • Office of Dispute Resolution for Acquisition (ODRA)

• FAA Staff Offices

• Personnel and Labor Law

These offices provide valuable services that support the mission of all FAA organizations.

• Procurement

• Chief Counsel - The FAA Office of Chief Counsel supports the agency’s mission

Attorneys represent the agency before a variety of forums, including:

• Regulations

The Counsel’s office also works closely with the Office of the General Counsel of the Department of Transportation on issues that are common to modal administrations or those matters that are of national significance to the aviation industry. • Civil Rights - The Office of Civil Rights champions equal employment opportunities within the FAA workforce through training, resolution of complaints, and diversity outreach. Discrimination can be prevented when employees know their legal rights and their responsibilities. Equal Employment Opportunity (EEO) training is a manager’s prevention tool in the workplace. Civil Rights trainers across the country deliver training in a variety of training modes via in-service trainings, webinars, video conferencing, and the Aviation Training Network system. Civil Rights trainers and staff are also available to provide customized high-quality EEO training based on organizational needs. • Communications - The Office of Communications employs public affairs 73


officers and management of news media and employee communications. This office works closely with lines of business and staff offices to provide timely, accurate information on FAA programs and activities to news reporters and helps coordinate requests for interviews with agency officials. • Human Resource Management – The Aeronautical Center supports a human resource field office and provides a cadre of benefits to all employees. This office is also known as a Shared Service Center (SSC) to the agency that successfully consolidates transactional processing of non executive personnel actions while safekeeping non executive Official Personnel Folders. This SSC provides efficient service delivery of new hires, in-service promotions, reassignments, awards and separation actions for employees. They also provide payroll liaison staff services. • Security and Hazardous Materials - The Office of Security and Hazardous Materials provides quality services to ensure and promote aviation safety in support of national security and the national aerospace system (NAS). This office provides a variety of security services to FAA employees and contractors including: issuance of identification badges, fingerprinting, a centralized location for security paperwork, and a designated location for key requests. Hazardous material specialists provide sound policies and procedures for the 74

delivery and inspection of materials to the Aeronautical Center.

• Office of Inspector General (OIG) http://www.oig.dot.gov/ The Office of Inspector General (OIG) was established by law in 1978 to provide the Secretary and Congress with independent and objective reviews of the Department of Transportation (DOT). Reviews focus on the efficiency and effectiveness of DOT’s operations and programs and are used to detect and prevent fraud, waste, and abuse. An often overlooked function of the OIG is its ability to investigate best practices within the FAA and issue recommendation reports. These reports are used to improve the agency’s policies and procedures that ultimately improve government and increase transportation safety.

Aviation Safety - Home to the National Aircraft Accident Investigation School. Multi-Modal Safety - Combines Hazardous Materials Training and Motor Carrier Training. Traffic Safety - Develops and delivers highway safety training programs for local, state, and federal highway professionals. Transit Safety and Security - Develops and delivers a broad variety of safety and security training to the transit industry both in the private and public sector. Special Programs - Develops and delivers professional safety training to fit the specific needs of any organization or agency.

Research and Innovative Technology Administration (RITA) http://www.tsi.dot.gov/

• Transportation Safety Institute The Transportation Safety Institute (TSI) was established in 1971 to assist the U.S. Department of Transportation (DOT) modal administrations in providing world-class safety, security, and environmental training, products, and services for both public and private sectors. The Institute offers premier training in five categories:

An example of a TSI curriculum catalog.


Container Inspection Training and Assistance Team (CITAT) - Operates as a U.S. Coast Guard detachment; CITAT provides training and technical assistance to units and other federal, state and local agencies on hazardous material transportation regulations and intermodal container inspection standards.

Department of Defense • Air Force Flight Standards Agency (AFFSA) After years of planning and preparation, the co-location of the Air Force Flight Standards Agency (AFFSA) and the FAA became a reality. On July 15, 2010 AFFSA finalized the relocation of its headquarters from Andrews Air Force Base in Maryland to the Mike Monroney Aeronautical Center in Oklahoma City. Approximately 165 military and civilian Air Force employees are now housed in the renovated Flight Inspection building. AFFSA’s mission is to develop, standardize, evaluate, and certify policy, procedures, and equipment to support global flight operations. Since their mission is closely related to the business of the Aeronautical Center and the Aviation Systems Standards organization, the relocation made good business sense.

Education Services Officers from across the nation receive orientation training at the USCG Training Institute.

Department of Homeland Security • U.S. Coast Guard Training Institute http://www.uscg.mil/hr/cgi/ The U.S. Coast Guard (USCG) Training Institute has been located at the Aeronautical Center since 1968 prior to its location in New London, Connecticut. The mission of the Institute has evolved over the years with the current mission being linked to the educational and career advancement of every USCG member. The Institute is instrumental in providing correspondence courses and endof-course testing for enlisted personnel. It is a resource for USCG members desiring tuition

assistance or educational grants. Currently, Oklahoma City is home to three U.S. Coast Guard facilities: the Container Inspection Training and Assistance Team (CITAT), the USCG Training Institute, and a recruiting office.

• Transportation Security Administration (TSA) http://www.tsa.gov/ The TSA Security Enforcement Training Academy provides specialized training for field personnel. Its overall mission is to protect the nation’s transportation systems to ensure freedom of movement for people and commerce. 75


Corporate Responsibility Serving the Community and Creating a Great Place to Work

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C

ommunity involvement is a tradition at the Mike Monroney Aeronautical Center and supports its reputation as being a great place to work. Engaging the workforce in the community reinforces the importance of building a reliable transportation system while addressing social issues related to the environment, workplace and quality of life. The Centerâ&#x20AC;&#x2122;s mission is achieved through close ties with the community and its business partners. Using new technologies to build the Next Generation Transportation System will address many of the social issues facing our country and provide more jobs in a diversified work culture. CFC co-chairs Dotti Patton and Ellen Mills enjoy one of the many charitable events they helped to organize.

Combined Federal Campaign The mission of the Combined Federal Campaign (CFC) is to promote philanthropy and employee giving that supports 1,600 national and international charities. Nearly 200 of these charities operate within the State of Oklahoma. This yearâ&#x20AC;&#x2122;s fundraising goal was exceeded by 7% and total giving of employees equaled $661,014.

Edgar Cruz performs for a Combined Federal Campaign fundraiser.

Federal employees continue to make the CFC the largest and most successful workplace philanthropic fundraiser in the world. Continuing a long-standing tradition of selfless giving, Federal employees have given over $6 billion dollars to charitable causes around the world through the CFC since 1961. 77


â&#x20AC;&#x153;The Combined Federal Campaign supports many agencies, including the Catholic Charities of Oklahoma. If not for the Catholic Charities Adoption Agency, I am confident that I would not have the family and life I have today. Catholic Charities were responsible for placing my sister and I in a loving and nurturing family, while fulfilling my [adoptive] parents dream of having a family.â&#x20AC;?

Kelley Hignite, Production Controller FAA Logistics Center

Oklahoma broadcaster Bob Barry autographs book to raise funds for CFC.

FAA employees formed teams to compete in the DC-3 tug-of-war fundraiser for CFC. 78


Day of Caring Each year during the CFC, Aeronautical Center employees participate in United Way’s Day of Caring event. During this two-day event, local agencies request volunteers for projects such as repainting classrooms in schools for underprivileged children, building Housing and Urban Development (HUD) homes, and serving food at our city’s rescue missions. The Day of Caring activity gives employees the opportunity to donate their time and talents to a local charitable agency in a tangible way while team-building with their work family.

Veterans Day A fantastic turnout of employees and invited guests, many of them Armed Forces Veterans, attended the center’s celebration to hear guest speaker United States Air Force, retired, Major General James E. Whinnery. The Veteran’s Day Celebration was emceed by United States Army, retired, Colonel Kevin Carrel. Both of these retired officers work at the Aeronautical Center’s Civil Aerospace Medical Institute (CAMI). Col. Carrel provided insight from his experiences in the U. S. Army and set the stage for Maj. Gen. James E. Whinnery. Maj. Gen. Whinnery spoke about his experiences as the Air National Guard assistant to the Surgeon General, U.S. Air Force, Bolling Air Force Base, Washington, D.C. His active duty, Guard and civilian assignments focused on research and development in fighter aviation medicine. Maj. Gen. Whinnery related his working experiences with veterans and the personal sacrifices these great men and women make to serve their country. Some of the stories were humorous and many were heart wrenching. The Aeronautical Center’s celebration of Veteran’s Day honored those that served and continue to serve their country.

Neika Jones assists the elderly at the Daily Living Center.

The Color Honor Guard participates in the Center’s Veterans Day celebration.

USAF retired, Maj. Gen. James E. Whinnery shares experiences during a Veteran’s Day ceremony.

Joe Rayos, Human Resource assistant serves in the U.S. Marine Corp Reserves and is a key member of the Funeral Honor Detail.

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Employees participate in a picnic with proceeds benefitting CFC.

To reinforce a healthy lifestyle the Aeronautical Center has an on-site Aero-Fitness Health Center. The full service facility is equipped with state-of-the-art exercise equipment. Licensed and certified exercise professionals assist employees in creating a customized exercise program. The Center encourages employees to take advantage of a variety of opportunities that can contribute to their health and wellness while enhancing their quality of life. Additionally, a WeightWatcher® program is offered to all employees.

Betty Bledsoe poses with Danny Cahill, winner of NBC’s Biggest Loser program from Broken Arrow, OK. Danny went from 430 lbs. to 191 lbs. and was the winner of the reality show during season eight. He now travels across the country giving motivational talks.

Fitness Challenge In conjunction with Oklahoma City (OKC) Mayor Mick Cornett’s OKC Million Pound Weight-Loss program, the Aeronautical Center hosts its own annual fitness challenge to promote healthy living while raising money for local charities. Employees pay a fee to enter the challenge, with all proceeds helping the needy in our community. The program begins with a weighin and participants are given tips on healthy activities to help motivate them throughout their 8-week challenge. After completing the challenge, participants weigh-out and are awarded fitness-related prizes for those having the greatest weight loss. 80

Scott White demonstrates the value of being “super” healthy.

FAA employees get a “kick” out of participating in the fitness challenge.


(L-R) Toni Haught, Elizabeth Lucas, John Doddy, Vicki Milford, Bottom L) and Ellen Mills all pitch in to do their part with the local food drive.

Food Drive In October of 2010, two teams from the Aeronautical Center participated in a volunteer effort at the Regional Food Bank of Oklahoma. In one day, these groups prepared and packaged 38,880 pounds of food - the equivalent of 29,906 meals that will be provided to hungry people in the Oklahoma City metro area. Employees and managers were united in their effort to help local charities.

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Oklahoma Aviation Summit The 10th Annual Oklahoma Aerospace Summit and Expo held at the Cox Center in downtown Oklahoma City, June 1-4 honored Lindy Ritz with the General Thomas P. Stafford award for her significant contributions to Oklahoma’s aerospace industry. The award exemplifies the pioneering spirit of Oklahoma and its aviation industry. Astronaut, General Stafford along with Lt. Gov Jari Askins, and Mike Young, CEO of ARINC presented the award to Director, Lindy Ritz. Lindy spoke at the Summit talking about FAA’s success with NextGen and the introduction of ADS-B technology into the National Airspace System. Director Ritz had the opportunity to introduce Patti Craighill from the Joint Planning Development Office (JPDO) in Washington D.C. Ms Craighill discussed NextGen from a cross-disciplinary perspective, explaining how other government agencies such as DOT, NASA, DOD, and DHS will also benefit from these new technologies. Astronaut Stafford addressing Summit members with Lt. Governor Jari Askins in background.

Lindy Ritz, receives the Tom Stafford award for outstanding contributions to Oklahoma’s Aviation economy at the 2010 Oklahoma Aerospace Summit and Expo, Oklahoma City, Cox Convention Center.

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FAA’s Aircraft Maintenance and Engineering Franchise team is represented at the Summit.


international partners. Each year, the FAA provides training, equipment, and support to improve global aviation safety. Annually, hundreds of international officials visit the Center and return to their countries with greater awareness and knowledge to help develop and modernize their own aviation systems. Activities that supported our international partners include: • Strengthening aviation safety oversight by conducting training courses in the Middle East, Asia, and the Americas

FAA Logistics Center’s On-Site Services Team are credited with saving a colleagues’ life. Center Directors (on each end) Stan Sieg and Lindy Ritz recognize (L-R) Vernon Agu, Shannon Muhle, Brian Yeargin, and Kim Yeargin, RN.

• Supporting Afghanistan through a comprehensive assistance plan, constructing secure facilities, and training technical operations officials in-country • Providing outreach activities in Asia by conducting aviation safety courses

Training Emergency Responders Safety training and emergency preparedness improves the quality of life at the Aeronautical Center and has saved lives. Employees trained to handle natural and medical emergencies are assigned to each organization. Table top exercises and emergency drills keep responders vigilant and capable of responding when needed. These emergency skills are readily transferable to employees’ local communities, making Oklahoma a safer place to live.

Supporting International Partners Aviation excellence within the FAA is exported around the globe to help its

Aeronautical Center Directors, Lindy Ritz and Stan Sieg host a visit with members from the Iraqi Aviation Delegation.

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• Five ACE Academies were conducted with Oklahoma State University, two with Langston University, one at the Aeronautical Center and one with the U.S. Navy at Tinker Air Force Base. Additionally, two teacher workshops were held at the Center during June and July 2010.

Students attending FAA’s annual ACE Academy get hands-on experience with a flight simulator.

Advancing Aviation Education Each year the Center establishes goals to reach out to teachers and students in the local community to promote science, technology, engineering, and mathematics (STEM) related programs. Jobs in aviation require skilled employees and aviation related jobs are growing as NextGen is deployed. Several outreach activities are planned and delivered each year with the support of corporate sponsors such as the Metro Technology Centers’ Aviation Career Campus and grants from the State Aeronautics Commission. FAA employees coordinated events and supported students in a variety of venues. 84

A visit to the airport fire station is a favored activity by ACE Academy students.

Teachers attend workshops at the Aeronautical Center to learn what their students could experience during an ACE Academy.

• Mentoring was provided to four Oklahoma high school student teams competing in the Oklahoma 2nd Annual Real World Design Challenge. These teams designed a business jet tail using analytical engineering skills. One team advanced to the national competition. Oklahoma Lt. Governor, Jari Askins supported these competitions.


ensure that new facilities or major facility renovations and/or alteration projects are both high performing and sustainable. • Replacement of the gasoline-powered fleet of maintenance vehicles with electric vehicles. • An ongoing program to conduct facility energy and water audits to identify opportunities for future energy conservation projects. Going green and meeting the challenges of environmental executive orders with zero emissions is being achieved through the use of electric powered maintenance vehicles.

Environmental Stewardship The Center continues to set the example for environmental stewardship. During 2010, the Center recycled over 181 tons of material including cardboard, carpet, scrap metal, aluminum cans, printer toner, tires, paper, and plastic. While the Center continues to make progress in reducing its energy use and greenhouse gas emissions, considerable progress is still needed in order to meet the mandates of the Presidential Executive Order. To ensure continued progress towards these reduction goals, additional emphasis is being placed on developing and implementing a variety of energy conservation solutions. Energy solutions include: • Early integration of sustainable building concepts into the design process to

A Great Place To Work Along with being good corporate citizens the FAA provides its employees with great opportunities to learn and grow as individuals. Leadership and Mentoring Opportunities • Leadership development has been a focus both nationally and locally. Programs such as the agency’s Senior Leadership Development program and the Aeronautical Center’s Mid-Level Development program use training, work assignments, and mentors to assist employees in developing their knowledge, skills, and abilities necessary to lead organizations. These leadership programs are successful and are receiving positive feedback from the participants. • The Center’s Project Management Office completed another successful mentoring program which creates continuity within the project management community. The program enables knowledge transfer between project managers, working across

organizational lines to enhance the overall project management competencies among lines of business. Such efforts help new project managers develop faster while promoting collaboration for project success. Each year, up to ten mentoring pairs participate in a six-month program which includes monthly training and professional development activities. Continuing Education Programs • The Aeronautical Center encourages organizations to participate in tuition assistance programs. These efforts help support mission-related education pursued by employees for purposes of professional development. Additionally, employees have access to over 2,000 online SkillSoft courses. Employees have taken advantage of this training and have recorded over 20,000 course completions.

HR Specialist, William Clear doubles the fun during Bring Your Child to Work Day.

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Certified Work Facilities for Quality, Environment and Safety Work Practices • The Center’s organizations provide logistics, enterprise business services, software design, training, course design and acquisition services. All of these operations are certified to the ISO* 9001 standard for the use of an integrated Quality Management System and continual improvement processes. • The Center operates a major computer data center for local organizations and national customers. This data center is called the Systems Management Facility (SMF) and is an ISO 20001 certified facility. • All Center organizations and business partners are certified to the ISO 14001 standard for use of a comprehensive Environmental Management System. • The Center is certified to the Occupational Health and Safety Assessment Series (OHSAS) 18001 standard. It is applicable to training, logistics services, and other aviation safety-related business support products and services. *ISO is the International Organization for Standardization which publishes the standards of best practices applicable to various industries.

Modern Worklife • The Center provides a number of employee services: a full service café and other small eateries, an FAA Credit 86

Union, the FAA Employee’s Association Bookstore, and a licensed, accredited child care center. Campus amenities also include a United States Postal Service, ATM machines, free and secure parking, an office supply store, and nursing mother’s rooms. Underground tunnels allow employees to take healthy walks during break time in a protected environment. The Center also recognizes numerous associations and groups in which employees can seek membership. • The Center was recognized as an Oklahoma Certified Healthy Business Program based on current employee programs, facilities and work environment at the Aeronautical Center. The Center’s Fit for Flight Program establishes policies and procedures to ensure that designation is maintained. As part of the program

all vending machines are stocked with healthy choices, lower fat and caloric products, and cafeteria menus offering healthy food choices. Equal Opportunity Employer • All federal personnel decisions are made free of discrimination on the basis of race, color, religion, sex, national origin, genetics, reprisal or disability. The FAA values diversity and has established programs to ensure equal employment opportunity for all federal employees and job applicants.


Produced by Media Solutions A division of the Enterprise Services Center located at the Mike Monroney Aeronautical Center Project Creative Team: Craig Whitbeck, Professional Engineer - Project Manager Laura Shepherd-Madsen, Writer - Copy, Research & Editing Carla Houston, Graphic Designer - Concept, Design & Digital Effects Stella Mollman, David Lee Smith & other volunteer contributors ShutterStock Images LLC FAA FY2010 Citizenâ&#x20AC;&#x2122;s Report FAA FY2010 Performance and Accountability Report (PAR)


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2010 MMAC Annual Report