Performance And Accountability Report - Fiscal Year 2013 - Federal Aviation Administration - U.s. Department Of Transportation Page 134
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150 ACTIONS TAKEN IN FY 2013:
of government, and the growing complexity of technology and
ATO formally established a Fatigue Risk Management System
related system requirements all contribute to the challenge of
to identify potential controller cognitive performance and
maintaining an adequately staffed, highly capable acquisition
safety related effects due to human fatigue. The Fatigue Risk
workforce.
Management Team provides fatigue research, comparative
ACTIONS TAKEN IN FY 2013:
analyses, and other educational material to the Fatigue Safety
The agency published the FY 2013 update to the Acquisition
Steering Committee, consisting of senior ATO, NATCA, and PASS
Workforce Plan. The plan is the primary tool for identifying,
representatives, on a quarterly basis for their consideration.
implementing and report the initiatives and accomplishments
In mid-2012, FAA implemented quality controls to ensure
FAA has taken and made to address this management challenge.
a minimum of 9 hours between the evening and day shift:
FAA collected and tracked information about the professionals
(1) periodic quality control checks to identify facilities and
who comprise the acquisition workforce, including gains and
individuals that are not in compliance; (2) facility management
losses. FAA uses this information to develop and maintain
follow-up to ensure compliance; and, (3) any obstacles to
profession-specific competency models and track progress
compliance are briefed to senior ATO leadership for resolution.
toward the achievement of mandatory and voluntary certification
The quality control checks implemented were effective and
levels. We collected this information on an ongoing basis.
remained in place through FY 2013. FAA continued to track
compliance with periodic compliance checks accomplished
FAA initiated two new certification programs—for Test
quarterly during FY 2013. ATO reached total compliance by the
& Evaluation professionals and for Systems Engineering
end of FY 2013.
professionals—in FY 2013.
FAA met all of its business plan goals for the certification of
professionals in the workforce, including program managers,
STRENGTHENING FINANCIAL
contracting officer/specialists and contracting officer’s
MANAGEMENT OVER GRANTS TO BETTER
representatives.
USE FUNDS, CREATE JOBS AND IMPROVE
INFRASTRUCTURE
KEY CHALLENGE:
Strengthening DOT’s Acquisition Planning, Oversight, and
Workforce
ISSUE:
Modernizing the complex, highly sophisticated national airspace
system depends on FAA’s acquisition workforce professionals
and requires that they be of the highest caliber. FAA’s 2012
acquisition workforce plan provides the blueprint for developing
a high-performing acquisition workforce capable of successfully
managing the FAA’s major systems acquisitions, including the
Systems Engineering 2020 contracts and the ERAM program.
The 2012 plan emphasizes the need for and the specific steps
being taken to train and develop the existing workforce,
reflecting the realities of a federal budget climate that constrains
the agency’s ability to hire additional resources. Looming
retirements, competition for acquisition talent inside and outside
132
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Federal Aviation Administration
Fiscal Year 2013
Performance and Accountability Report
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