APPENDIX VMEMORANDUM OF AGREEMENT

TABLE OF CONTENTS

TITLE PAGE

Introduction to PASS/Airway Facilities Human Resource Programs i

Air Traffic Services Training Plan for the Airway Facilities Technical WorkforceTraining Strategy for the Airway Facilities Technical Workforce......................................3Air Traffic Services Training Plan ......................................................................................5

Part 1: Identification of Core Skills...............................................................................7Part 2: Methods of Delivery...........................................................................................9Part 3: Timeline For Delivery......................................................................................10Part 4: Recommendations............................................................................................11Appendix 1: Skill Sets.................................................................................................12

Career Level Definitions and Promotion Criteria for the Airway Facilities Specialized Positions.................................................................23

AF/PASS Application of Superior Contribution Increase (SCI) Guidance for Managers and Employees............................................................................37

AF/PASS Application of SCI (Appendix A).....................................................................47

AF/PASS Superior Contribution Form (Appendix B).......................................................53

Summary of SCI Selectees (Appendix C).........................................................................57

Participant Acknowledgements.........................................................................................61

INTRODUCTION TO PASS/AF HUMAN RESOURCE PROGRAMS

INTRODUCTION TO PASS/AFHUMAN RESOURCE PROGRAMS

This book contains human resource guidelines and directions for the PASS/AF technical workforce (FV-334/802/856/2101). The guidelines and plans have been developed jointly by teams representing both the Professional Airways Systems Specialists (PASS) and Airway Facilities (AF). The guidelines below meet the terms of the Memorandum of Agreement (Pay Plan Clarifications) contained in Appendix V of the PASS/AF Agreement.

Air Traffic Services Training Plan and Strategy (covering FV-334, 802, 856, 2101)

Career Level Definitions (covering FV-802, 856, and 2101) Promotion Criteria (covering FV-802, 856, and 2101) Superior Contribution Increases (covering all PASS/AF employees)

In the past, the distinction between hardware and software systems (and therefore AF specialist work) was clear. For the most part, the AF field specialist was a hardware technician. Software was the concern of Air Traffic (AAT) and later Operational Support (AOS). This distinction is no longer valid. All of the new FAA systems and a substantial percentage of legacy systems consist of integrated hardware and software components. Now the AF specialist must be equally proficient in both realms, as well as in the broader networking of interrelated systems.

The specialists of today and tomorrow must be systems analysts who provide reliable customer service as “end-to-end service providers.” They are responsible for the constantly changing interaction of legacy and new automation systems. They must have an in-depth understanding of how systems operate, specifically how individual pieces of data (e.g. weather information, air traffic control data, communications data, etc.) are input into automated systems, processed through the software/hardware, and finally displayed in different formats for a variety of AF customers.

Based on this substantially changing role and the responsibilities of the specialists, PASS and AF jointly recognize three (3) important principles in the development of this Airway Facilities workforce of the future:

1. The PASS/AF workforce is composed of highly skilled employees who understand the National Airspace System (NAS) environment at the operational systems level and play a critical role in the FAA’s successful operation of the NAS.

2. These highly skilled employees need continual on-site training, which constantly updates systems networking skills and expertise, at the operational facility level. This training should take place concurrently with timely developments in the evolving systems as they come online and are integrated into the overall NAS modernization.

3. This critical role of the AF systems specialist of the future is the driving force behind a more flexible de-centralized training model, new compensation and incentive systems (e.g. Superior Contribution Increase), enhanced career level definitions, and improved promotion guidelines reflective of the knowledge, skills and expertise essential for AF to be successful in NAS modernization.

In line with these guiding principles, we have outlined below the five (5) specific roles for the PASS/AF specialist now and in the future. These roles are listed in increasing order of complexity.

1. Hardware and Software Specialist (traditional role of AF technician)2. Network Computer Systems Administrator3. Network Computer Systems Security Administrator4. Systems Monitoring and Control Specialist5. Systems Analyst

Through these multiple roles, the PASS/AF specialist becomes the “End-to-End Service Provider” for the air traffic customer services (the systems analyst utilizing advanced hardware/software systems and legacy systems), and the “Manager of the White Spaces” integrating facility systems (the systems monitoring and control specialist).

The Superior Contribution Increase (SCI) Plans and Guidelines, which are enclosed, apply to all PASS/AF bargaining unit employees, and are effective October 1, 2001. The first SCI payout under this process will occur no later than the beginning of the first full pay period in January 2003. We are particularly proud of the development of the SCI criteria and process. The SCI Plan is the first major FAA Line of Business (LOB) with a national unionized workforce (PASS) that reflects the criteria to establish incentives for our employees’ contributions to the organization’s mission. The PASS/AF adoption of the SCI recognizes the contributions employees make in their day-to-day work that is over and above the outcomes and expectations. The SCI process is dependent upon supervisors and employees having a common understanding of the process, a consistent definition of the criteria, and an effective communication of the employee’s accomplishments.

The enclosed guidelines in this book are for application by managers, supervisors, and employees in each of the PASS/AF field locations.

Alan R. Moore Michael D. FanfaloneDirector, Airway Facilities President, Professional AirwaysService AAF-1 Systems Specialists

AIR TRAFFIC SERVICES TRAINING PLAN FOR THE AIRWAY

FACILITIES TECHNICAL WORKFORCE

TRAINING STRATEGY FOR AF TECHNICAL WORKFORCE

(FV-334, 802, 856, 2101)

In the Memorandum of Agreement between the Professional Airway Systems Specialists (PASS) and the Federal Aviation Administration (FAA), the parties agreed to develop an ATS Training Plan at the national level. The enclosed Plan confirms the core set of skills needed by the AF field workforce, identifies the best methods of providing the training to develop those skills, and establishes a timeline for delivering that training.

This training strategy and the enclosed Plan set the direction for the development of critical knowledge, skills and expertise for the Airway Facilities workforce of the future. Below we have defined two critical drivers of our joint ATS Training Strategy:

The premise underlying development of the PASS-AF technical workforce, The flexible, decentralized approach to training and development.

Premise

The PASS/AF workforce consists of dedicated employees with a comprehensive understanding of the NAS at the operational systems level. They are eager to take on added responsibility for systems analysis and integration at their assigned locations. From the FAA’s vantage point, the presence of a skilled workforce in close proximity to all operations systems, including current and future systems comprising the NAS, provides the most cost effective way of ensuring an expeditious and effective response to equipment failures. The first step in accomplishing this mutually beneficial goal is to make fundamental changes in the way in which the AF workforce is trained.

WHY IS THERE A NEED FOR A FLEXIBLE,DECENTRALIZED TRAINING APPROACH?

The FAA’s traditional, highly centralized training model, based around lengthy, one-size fits-all Academy courses is becoming increasingly more difficult in the new AF working environment. Too often AF field specialists must wait too long to receive training, which is at best, only partly relevant to their needs and which requires extended absences from their duty stations. This absence from the workplace is costly not only in travel and per diem dollars, but also in providing replacement personnel at the facility. A manager cannot afford to sacrifice too many employees at one time for training; therefore, it can take years for the workforce to be adequately trained. Training requirements must be submitted up to a year in advance of the time when the course will be offered. If a student is unable to take a course for any reason, the manager must scramble to find another student to attend or risk losing valuable training “quota.” However, training will always have some impact on daily operations, but a well designed, cost-effective approach to course delivery will help keep that impact to a minimum.

Therefore, a more flexible, decentralized approach is required – one which takes advantage of the wide variety of training sources and delivery mechanisms available. These sources include public and private educational institutions, training vendors, developers of new FAA systems, and commercial-off-the-shelf software developers. Structured on-the-job training programs and Web-based training are key delivery mechanisms to be explored.

AIR TRAFFIC SERVICES TRAINING PLAN

The Federal Aviation Administration’s (FAA) traditional, highly-centralized training model, based around lengthy Academy resident courses, is becoming increasingly outdated. Consistent with the Professional Airways Systems Specialists and FAA Agreement, Appendix V, Paragraph 8, a more flexible de-centralized training model needs to be employed. The new model needs to recognize rapidly changing technologies and the agency’s commitment to systems deployment for National Airspace System (NAS) modernization. The current model requires extended absences of Airway Facilities (AF) field specialists from their duty station, which are costly, not only in travel and per diem dollars, but also in overtime costs. Limited Academy capacity and field staffing requirements impact our ability to train; therefore, it can take years for the workforce to be adequately prepared. Training is based on actual requirements of the various positions, both current and future. This requires strategic analyses of the work currently performed in the field, including both legacy and newly deployed systems. The strategic analyses must include the field perspective based on actual requirements of the various positions.

Each integrated product team (IPT) must exercise early and active involvement in identifying specific training requirements necessary to deploy and sustain the system through its life cycle. In addition to the present stakeholders, the IPT should include PASS, Training Division, and a first level field management representative at the service delivery level.

Training must be received in a timely manner and coordinated with assignment of system responsibilities. Often, AF field specialists receive training too far in advance or way beyond the system deployment. When training is received too long after deployment, NAS operations could be negatively impacted. Impacts include insufficiently trained specialists, increased overtime, and longer restoration times. When training is received too early, the skills are not put to use within a reasonable period; therefore, re-training may be required. This is not cost efficient. To allow for greater efficiency, use flexible de-centralized delivery methods to enhance timeliness of training.

Training needs to be delivered more efficiently, with reduced impact on daily operations. Currently, most technical training for the AF workforce is provided at the FAA Academy. Many of these courses take specialists away from their duty stations for extended periods. Training delivery should be focused on operational requirements taking into account impact on employees, travel costs, NAS operations, and specialist availability. To the greatest extent practical, training will be offered locally.

Basic Core Skills training will be provided on an equitable basis to all members of the AF technical workforce. Employees will also be provided the additional training for their respective position and responsibilities. Career enhancement training opportunities should be provided to employees who express a desire for career development.

Part 1

IDENTIFICATION OF CORE SKILLS

In response to growing demands of NAS modernization, the agency recognizes the need to establish a core set of information technology skills for the AF technical workforce. An analysis of the AF technical workforce responsibilities, in each of the present and future roles, was accomplished to identify core skills required for the performance of their respective positions. These skills have been identified in Appendix 1 of this document. It is recognized that new technologies will require additional changes to the skills in Appendix 1.

Basic Core Skill Sets

The following Basic Core Skill Sets will be incorporated with the existing AF Training Progression Requirements Charts for the technical workforce as defined in the PASS/FAA Agreement. For actual skills, see Appendix 1.

Personal Computer Hardware

Skill identified with the A+ program11 .

Basic OS (DOS, Win95/98)

DOS, Win95/98 (End User-Installation and Deployment, Basic Configuration, Troubleshooting and Optimization)

Applications

Microsoft Office – Word, ExcelE-mail – cc:MailInternet Browser – FamiliarizationRemote Connectivity Package – i.e.; Procomm, Reachout,PCanywhere

Telecommunications, Basic

Reference for skills only: Smartforce22  Internetworking Telecommunications, Basic: Telecommunications Essentials, Telecommunications Techniques

Note: The following are additional Basic Core Skills requirements ONLY for 2101 and 856 Direct Safety Related, and ANI 856 Series.

Intermediate Core Skills

1 A+ and Network+ are IT Industry Certifications sponsored by the Computer Technology Industry Association (CompTIA).2 www.academy.jccbi.gov

Networking

Skills identified with the Network+ program. Incorporates the fundamentals of the network devices.33

Telecommunications, Advanced

Reference for skills only: Smartforce4 4 Internetworking Telecommunications

Either:Computer Telephony Integration I, Computer Telephony II

OrPacketized Voice Networking, Voice Over IP

OrIntroducing ISDN, ISDN Protocols, ISDN D-Channel Protocols

In addition to the Basic Core Skills Sets, the skills in Appendix 1 will be provided to the AF technical workforce as required to support NAS Modernization.

3 A+ and Network+ are IT Industry Certifications sponsored by the Computer Technology Industry Association (CompTIA).4 www.academy.jccbi.gov

Part 2

METHODS OF DELIVERY

Methods of obtaining skills will be determined by the most effective use of resources available with the least impact to the NAS operation. An emphasis on de-centralized training, using local sources and distance learning, should be used for the delivery of present and future Information Technology (IT) training to the AF technical workforce. It is recognized that the best training is obtained through a twofold process, both knowledge based and practical experience. This does not, however, preclude the use of the resident FAA Academy training as a method of delivery.

Some of the local training sources and distance learning methods are:

Computer Based Instruction (CBI) On-the-Job Training (OJT) Web-based55 

n Local collegen Correspondencen Factory trainingn Train the trainer n Mobile classroom/labn Technical schoolsn Interactive Video Tele-trainingn Other agencies (i.e.; Department of Defense, Department of Labor)

5 The FAA Academy, in conjunction with Smartforce offers a comprehensive Web-delivered computer-based training option to all FAA employees (www.academy.jccbi.gov).

Part 3

TIMELINE FOR DELIVERY

PASS and FAA agree to provide the technical workforce with the following Basic Core Skills Sets over the duration of the PASS/FAA Agreement. In order to accomplish this, the parties have agreed to the following:

1. Where appropriate, equivalencies will be used to determine actual training required; i.e., skills learned that meet the core skills requirements, as evidenced by obtaining or holding industry certifications, CompTIA A+, Network+, and CCNA. The Training Division will provide an approved list of recognized certifications. A training plan will then be developed to fulfill the training requirements.

2. Over the duration of the PASS/FAA Agreement, a minimum of 30% per year of the AF technical workforce will be assigned to complete the Basic Core Skills Set requirements.

Part 4

RECOMMENDATIONS

The team has completed the PASS/FAA Memorandum of Agreement (MOA) requirement for upgrading the core skills needed to adequately support new technologies as they come online.

The team recommends the following:n Addition of the Basic Core Skill Sets, identified in this document, to the Training

Progression Requirements.

n Development of a comprehensive inventory of acceptable training sources, including range of delivery methods.

In working through this process, other critical training issues were identified. The team recommends that PASS/FAA workgroup(s) be chartered to ensure that the training product being delivered to the technical workforce is current and meets the needs of the NAS modernization. The workgroup(s) should be made up of cross-sectional representation of the AF organization and PASS.

Areas of concern these workgroups should address are:n Validation and updating core skill requirements, at least on an annual basis,

and update the Training Progression Requirements.

n Ensuring appropriate AF technical workforce has the proper training in the specific software skills on existing systems.

n Identification of core skills training requirements during new system acquisition to ensure new core skills are incorporated into the Training Progression Requirements.

n Reviewing of the total training program including future systems, legacy systems, and delivery methods.

n Developing a process for the employee’s feedback on quality and effectiveness of training sources providing skills.

APPENDIX 1SKILL SETS

PERSONAL COMPUTER (PC) HARDWARE

A. Knowledge of:n Functions of internal PC componentsn Applying safety practicesn Basic network concepts

B. Ability to:n Install internal hardware devicesn Configure internal hardware devicesn Upgrade internal hardware devicesn Connect and configure external devicesn Use diagnostics toolsn Troubleshoot personal computersn Perform preventive maintenance

OPERATING SYSTEMS

Disk Operating System (DOS)

A. Knowledge of: n DOS fundamentals

B. Ability to:n Navigate within DOSn Manage files and directoriesn Use DOS utilitiesn Manage memory and disksn Install DOSn Configure DOSn Upgrade DOSn Optimize the DOS environment

Windows NT

A. Knowledge of: n Windows NT System n System Securityn Network Configuration Option

Ability to:n Configure the NT System n Provide system support

n Manage user accounts and groupsn Manage system securityn Install Windows NT Workstation and Servern Provide Windows NT Server administrationn Configure Windows NT Serversn Configure Windows NT Workstationsn Provide network support with Windows NTn Manage Windows NT TCP/IP Internet n Use Control Panel applicationsn Manage data and disksn Troubleshoot the NT systemn Upgrade the NT systemn Optimize the NT systemn Manage network resources

Windows 95/98

A. Knowledge of:n The fundamentals of Windows 95/98n Internet and intranet technologies

B. Ability to:n Install and deploy Windows 95/98 n Perform basic configurationn Perform advanced configurationn Manage disks and file systems n Manage user profiles and system policiesn Manage system security n Configure network componentsn Run application and printingn Use Internet browsers n Integrate workstation into a network environmentn Configure the network environmentn Upgrade the 95/98 systemn Optimize the 95/98 system n Troubleshoot the 95/98 systemn Operate in a remote networking environment

UNIX

Foundation Level UNIX

A. Knowledge of:n The file system (directories)n Process and data utilitiesn The user environment

B. Ability to:n Work with filesn Use Editorsn Use the Shelln Perform Shell Programming

Advanced Level UNIX

A. Knowledge of:n Shell Programmingn System operationsn User Setup and Security

B. Ability to:n Backup and Restoren Monitor and schedule system resourcesn Configure systemn Maintain file systemsn Manage within the network environmentn Manage network services

Legacy Versions (i.e. Solaris 2.X, HP-UX, Unixware)

A. Knowledge of:n Specific version essentials

B. Ability to:n Manage filesn Use Job Controls

TELECOMMUNICATIONS

A. Knowledge of:n Local loop components and featuresn Central office components and featuresn Digital and analog transmission theoryn Voice-and-data communications equipment and systems n ISDN Applicationsn Service Profile ID (SPID) n Asynchronous Transfer Mode (ATM)n T1-T3 fundamentalsn Multiplexers, modems and PBX systemsn Principles of Voice over IP communicationsn Trends in wireless technology

B. Ability to:n Install and troubleshoot jacks, terminal adapters, loops, and

wiring

n Install and troubleshoot fiber opticsn Develop a telecommunications solution as a member of

a project teamn Establish the requirements for telecommunications

networks for both voice and data traffic n Plan the installation of telecommunications systemsn Install telecommunications systemsn Develop specifications for voice/data networks based on

a specific set of requirementsn Manage telecommunications systemsn Optimize telecommunications systemsn Use communications on the Internet to support

organizational requirementsn Manage security for telecommunications systems

NETWORKING

A. Knowledge of:n Basic network structuren Basic network Operating Systems n Basic network protocolsn Fault tolerancen Layers of the OSI Modeln Media characteristicsn Connector characteristicsn Basic purpose and functions of network elementsn Data Link Layer Conceptsn Network Layer Concepts n Network Componentsn Transport Layer Conceptsn TCP/IP fundamentalsn The different Address Classesn Security Models

B. Ability to:n Configure Network Interface Cards (NIC)n Use network card diagnosticsn Resolve hardware resource conflictsn Use network devices such as Routers, Brouters,

Gatewaysn Use Routable and Non-routable protocolsn Use default gateways and sub-networksn Configure workstations with TCP/IPn Use TCP/IP Suite Utilitiesn Troubleshoot with the TCP/IP Utilitiesn Apply remote connectivity conceptsn Apply password practices and procedures

n Employ Data Encryption to protect network datan Apply Firewall Architecturen Install networksn Manage environmental factorsn Use peripheral ports and network componentsn Resolve compatibility and cabling issuesn Implement upgrades and modificationsn Manage users and groupsn Administer the Change Control Systemn Apply standard Backup and Restore procedures n Apply standard network maintenance practicesn Troubleshoot the networkn Select appropriate tools to resolve network problems

NETWORK DEVICES (Routers, Switches)

A. Knowledge of:n Functions of network hardware devices (i.e. Bridges,

Routers, Switches and Hubs)n Bridging and Switching Operationsn Full and Half Duplex Ethernetn IP/IPX configuration and routing protocolsn Virtual Local Area Networks (VLANs) Operationsn Routing tablesn Routed and routing protocolsn Bridge concepts

B. Ability to:n Select and configure network hardware devicesn Install network hardware devicesn Optimize Local Area Network (LAN) Segmentationn Configure and use software interfacesn Implement and configure VLANsn Manage the VLAN securityn Manage Basic Traffic with Access Listsn Configure ISDNn Configure Wide Area Networksn Configure and maintain Frame Relay Servicesn Manage router passwordsn Troubleshoot network hardware devices

APPLICATIONS

A. Knowledge of:n Word processorsn Databases

n Spreadsheetsn Presentation packagesn Project managementn Internet browsersn Remote connectivity packagesn E-mail packagesn Remote monitoring and control packagesn Computer Aided Design (CAD)

PROGRAMMING LANGUAGES

A. Knowledge of:n Fundamentals of programming languagesn Data structuresn Applications of the programming languagesn Programming for networking applicationsn Operating systems interactionn Fundamental types of storage

B. Ability to:n Use structured programming n Write a programn Use modular programmingn Use proper syntax n Use operators and expressions n Pass parameters and data between programs n Manage memoryn Control devicesn Work with decisions, loops, and logicn Use program language with databasesn Use compilersn Handle errors within programsn Define and call functionsn Access filesn Use arrays, structures and pointersn Use software utilities for programming

CAREER LEVEL DEFINITIONS AND PROMOTION CRITERIA FOR THE

AIRWAY FACILITIES SPECIALIZED POSITIONS

CAREER LEVEL DEFINITIONS AND PROMOTIONCRITERIA FOR AF SPECIALIZED JOB CATEGORY

Job Category Definitions for all bargaining unit positions are defined in Appendix A of the PASS/FAA Agreement Handbook effective July 2, 2000. These are a job series grouped together into categories that reflect similarities in the nature and type of work to be completed. One AF Specialized Job Category has been revised and is included in this section.

Each Job Category has Career Levels. These Career Levels define the number of progressions within a particular Job Category. Each employee covered by this Agreement shall be provided a Career Level Definition, which accurately reflects the major duties of his/her position. The use of these standardized Career Level Definitions will be the practice, not the exception, in the FAA. Career Level Definitions for the PASS/AF Pay Plan are included in Appendix F of the PASS/FAA Agreement. The new Career Level Definitions for the AF Specialized Job Category are stated at the beginning of the promotion criteria at each level (I-V).

With the publishing of these Career Level Definitions and Promotion Criteria for the AF Specialized Job Category, the provisions of PRIB 21-2 no longer apply.

The following promotion criteria are applicable to these three series (FV-802/856, 2101) in the Career Levels defined. There are five Career Levels, which identify job requirements for entry level through expert level.

For the purpose of these promotion criteria, demonstrated skills, knowledge, or abilities are defined as that which has been shown in the performance of like duties and/or responsibilities. Ability is defined as that which has been attained through a recognized formal training program.

AIRWAY FACILITIES PROMOTION CRITERIA FOR SPECIALIZED POSITIONS

CAREER LEVEL DEFINITION – LEVEL I

Performs basic but progressively more complex training assignments under the close direction of a supervisor, team leader on-the-job training (OJT), or a more experienced employee. Receives academic and OJT instruction in the fundamentals of the appropriate discipline. Acquires and applies basic technical knowledge and limited experience to accomplish assignments.

During the early developmental stages, assists more experienced employees. As employee progresses in training and gains experience, he/she independently completes assignments of limited difficulty. Specific time periods are provided for completing training assignments. After the initial training period, employee manages own time to accomplish assigned tasks. May be required to coordinate actions with customers on a limited basis. Work is reviewed regularly to ensure required skills are being acquired. May serve as a team member.

Contacts are primarily internal to the immediate work unit. Contacts are made to share information, provide data, and discuss the status of assignments.

Individual has foundation of basic knowledge supplemented by work experience or formal education. This knowledge is based on principles of electronics, computerized information processing concepts and practices, and data transmission. Applies basic technical knowledge applicable to learning the various aspects of the National Airspace System (NAS).

The objective of work is the development of knowledge and skills to prepare the employee for higher levels of responsibility and greater contributions to the organization. The individual in this position obtains the knowledge of FAA policies and procedures pertaining to the work (i.e. Occupational Safety and Health Administration (OSHA), Facility and Systems Security, Environmental Compliance Assessment Protocol (ECAP), National Electrical Code (NEC) and Human Resources Directives).

CRITERIA FOR NON-COMPETITIVE PROMOTION FROM LEVEL I TO LEVEL II

In order to be eligible for promotion from Level I to Level II, the employee’s team leader and/or OJT instructor must certify, in writing, that the individual has demonstrated or attained the following appropriate skills or abilities applicable to their position. With the supervisor’s endorsement, the individual will be promoted from Level I to Level II.

n Ability to perform multiple, complex assignments under limited direction.n Ability to perform full maintenance and operational responsibility for a single

system or for the integration of multiple subsystems.

n Ability to provide training to other employees.n Ability to plan and accomplish assignments, either as an individual

contributor or as a member of a team, based on their experience and technical knowledge of systems and subsystems.

n Ability to work with new technology efforts and to interactwith other high level specialists to obtain the skillsnecessary to install, integrate, maintain, and restore newadvanced systems.

n Ability to achieve technical proficiency on additionalsystems, and assist technical experts on complexautomation systems.

n Ability to apply knowledge in both hardware and softwareto different types of equipment and systems.

n Ability to understand the impact of specific systemsperformance in providing services to the aviationcommunity.

n Ability to effectively communicate and achieve positiveresults, share information, provide data, furnish technicalguidance, and discuss assignment status within theimmediate work unit, Air Traffic facilities, SystemsManagement Office(s) (SMO), other FAA organizations,airport authority, and vendors.

CAREER LEVEL DEFINITION – LEVEL II

Performs multiple and complex assignments under the limited direction of a manager or team leader. Has full maintenance and operational responsibility for a single system or for the integration of multiple subsystems. Works as an individual contributor or member of a team.

May be called upon to provide training to other employees. Applies experience and detailed technical knowledge in order to plan and complete assignments in support of the NAS.

Independently resolves all but the most complex problems that are referred to the supervisor, team leader, or a more experienced employee.

Work performed by the specialist may have a direct impact on air traffic control operations. Contributes to the organization as a specialist or a team member for projects. Work is reviewed upon completion for technical soundness and conformance with guidelines, established requirements, procedures, and objectives.

Contacts are internal and external but are limited to the scope of the employee’s work. These contacts may include the SMO(s), other FAA organizations, airport authority, and contractors. Contacts are made to share information, provide data, furnish technical guidance, and discuss the status of assignments.

The individual at this level is achieving technical proficiency on additional systems. Works with new technology efforts and may interact with other individuals to obtain the skills necessary to install, integrate, maintain, and restore new advanced systems. Resolves problems and assists technical experts on complex systems. Applies knowledge and experience in both hardware and software to different types of equipment and subsystems.

Has a working knowledge of and understands the impact of specific system performance in providing NAS-wide services. Technical manuals, manufacturers’ instructions, FAA procedures and other publications are used to provide guidance for most assignments. Applies practical judgment and discretion to select the most appropriate method to complete the work assignment.

Possesses a working knowledge of the FAA policies and procedures pertaining to the work environment (i.e. Occupational Safety and Health Administration (OSHA), Facility and Systems Security, Environmental Compliance Assessment Protocol (ECAP), National Electrical Code (NEC) and Human Resources Directives).

CRITERIA FOR NON-COMPETITIVE PROMOTION FROM LEVEL II TO LEVEL III

In order to be eligible for promotion from Level II to Level III, the employee’s team leader and/or OJT instructor must certify, in writing, that the individual has demonstrated the following skills or abilities appropriate for their position. With the supervisor’s endorsement, the individual will be promoted from Level II to Level III.

n Ability to perform multiple, complex assignments associated with the NAS with only limited supervision.

n Ability to plan, coordinate and perform work with a high degree of independence and ability to make technical decisions within his/her area of expertise.

n Demonstrates comprehensive information technology (IT) skills and knowledge, through consistent practical application, analysis, diagnosis, repair, and certification of the most complex systems, services, subsystems and NAS equipment. Possesses IT Certification or successfully completed industry training or equivalencies.

n Demonstrates a comprehensive understanding of complex automation systems and NAS components.

n Ability to evaluate and assess the functional status of assigned NAS systems, subsystems, and facilities.

n Demonstrates ability to resolve system problems as they arise and makes adjustments as necessary to deal with system outages and performance deterioration.

n Ability to coordinate and collaborate on work activities with internal (FAA) and external entities to resolve complex technical or engineering issues.

n Ability to analyze and understand the facility level integration of advance automation systems with multiple legacy systems.

n Ability to develop and recommend methods of enhancing efficiency of systems through modification and application of existing or emerging technology.

CAREER LEVEL DEFINITION – LEVEL III

Performs multiple, varying and complex assignments associated with the NAS. Has broad automated systems and networking responsibility, providing “end-to-end” services to Air Traffic customers. Possesses comprehensive knowledge of the NAS as an integrated system, of the relationship of the parts to the whole, and of the capabilities within the NAS to deal with unusual problems or unanticipated air traffic safety issues. The work performed at this level requires extensive knowledge of the technology, systems interrelationships, and management of the NAS. This requires planning and conducting operational and diagnostic tests, confirming the reliability and validity of diagnostics on systems hardware, software or applications. Independently evaluates the functional status of assigned subsystems, systems and facilities. This evaluation requires the specialist to understand and assess multiple operational parameters of the NAS. Decisions made by the specialist have a direct impact on the safety and efficiency of ATC operations and the flying public.

Plans, coordinates, and performs work with a high degree of independence, keeping supervisor advised of significant problem areas, which may impact ATC operations. Resolves problems as they arise and makes adjustments as necessary to deal with system outages and performance deterioration.

This work includes responsibility for a seamless flow of data from multiple integrated systems, and provides services or service products. Uses this data in the process of installing, accepting [Contractor Acceptance Inspection (CAI)/Joint Acceptance Inspection (JAI)], certifying, and restoring equipment, systems, and services within the NAS. May provide training, mentoring and guidance to FAA employees as well as on-site contractors. Contributes to the organizational goals as a senior specialist, team member, or lead specialist for specific projects. Completed work is reviewed in terms of appropriateness of actions taken, thoroughness, and the achievement of overall objectives. Specialist has authority to make technical decisions within his/her areas of expertise.

Position may be a facility focal point for first level NAS systems operational support, System Management Office (SMO), or the regional office providing broad program expertise. Contacts are both internal and external. Interacts with managers and employees throughout Airway Facilities and other FAA organizations including Air Traffic Service (ATS) customers. Specialist is considered a key technical point of contact for assigned systems, programs or projects. Contacts are made to provide technical information on multiple systems, instruct other employees, share information across organizations, provide ATC systems data, provide status briefings on system reliability, coordinate, and oversee the activities of contractors. In addition, meets and consults with representatives of external organizations such as the Department of Defense (DoD), airport management, contractors, and utility companies to resolve complex technical or engineering issues.

Maintains technical competency on legacy systems, as well as obtains the skills to install, integrate, maintain, and restore new, technologically advanced systems. At this level, the specialist is frequently called upon, because of his/her core skills and expertise, to integrate the operation of legacy systems with multiple advanced automation systems. May be the first to run advanced systems in a live ATC environment with multiple legacy systems, and the first to analyze and understand the facility level integration of those advanced systems. Must have a comprehensive understanding of highly complex ATC automated systems, including input, processing, and output. Demonstrates the ability to interpret, select, and apply principles and practices related to the knowledge of scientific and engineering fields.

Initiates action to install, repair, or restore systems and services, takes into account the availability of back-up systems, possible reconfigurations to minimize service interruptions, and the relative criticality of particular functions to the safe and efficient operation of the NAS. Collaborates with system users, planners, engineers, and contractor personnel in the installation and testing of new or modified systems and in identifying needed improvements or enhancements. Develops and recommends methods of enhancing efficiency of systems through modification and application of existing or emerging technology.

Individuals in this position possess a broad knowledge of the FAA policies and procedures to the work environment (i.e., Occupational Safety and Health Administration (OSHA), Facility and Systems Security, Environmental Compliance Assessment Protocol (ECAP), National Electrical Code (NEC) and Human Resources Directives.)

CRITERIA FOR PROMOTION LEVEL III TO LEVEL IV

Promotion from Level III to Level IV must be competitive. There is no timeframe requirement at Level III to compete, but candidates will have to apply, stating their experience for each of the skills listed below, appropriate to the position. Candidates must have their supervisor’s endorsement to be considered. Each candidate will be rated against selected factors that will be listed in the announcement soliciting applications. The successful candidate must demonstrate the following skills:

n Ability to complete complex assignments, with broad impact on NAS, without supervision.

n Advanced expertise on emerging technology systems or integration of automation systems.

n Expertise on legacy and newly developed NAS modernization systems, within a large facility, or multiple facilities.

n Ability to apply a comprehensive technical knowledge to protect the integrity of components and systems, which provide NAS services.

n Ability to focus on overall NAS systems performance and causes of system degradation.

n Ability to apply skill in resolving unique technical problems.

n Ability to be the primary technical point of contact for complex NAS systems with the knowledge and expertise to provide technical guidance and direction for multiple systems.

n Expertise as Contractor’s Office Technical Representative (COTR)/Technical Office Representative (TOR) on major NAS projects or programs.

n Ability to work with high level representatives of outside organizations, including DoD, Airport Management, contractors, etc.

n Ability to collaborate with system users, planners, engineers, and vendors on installing or improving complex automation systems in the NAS.

n Ability to develop broad recommendations on enhancing the efficiency of NAS systems by modification and application of existing or emerging technology.

CAREER LEVEL DEFINITION – LEVEL IV

Performs a wide variety of very complex assignments with a high degree of independence from supervision. Has broad automated systems and networking responsibilities providing complete services to air traffic customers over a large geographic area. The work performed at this level requires technical expertise on complex systems and/or emerging technology, systems interrelationships and management of the NAS. Provides the highest organizational level of technical support associated with analyzing, designing, developing, installing, repairing, fabricating, maintaining, modifying, or evaluating the most complex systems for which the FAA is responsible. Is a principal specialist or team leader for major projects and/or program areas. Resolves unique technical problems without managerial intervention, providing coordination and suggesting solutions.

Plans, coordinates, and performs work with a high degree of independence, keeping the supervisor advised of only the most critical issues.

Carries out work in accordance with overall plans and objectives of the organization, resolving problems as they arise and making adjustments as necessary to deal with unanticipated situations and organizational needs.

This work includes responsibility for evaluating diagnostic data from multiple systems that are integrated to support a network of services or service products.

Evaluation of this data is used for correcting deficiencies on Contractor Acceptance Inspection (CAI)/Joint Acceptance Inspection (JAI), and timely restoration of equipment, systems or services within the NAS. Monitors other employees’ time as a project or team leader. Identifies requirements (staffing funds, materials, and equipment) to accomplish projects and tracks the use of project resources. Provides training, mentoring, guidance and advice to FAA employees, contractors and other organizations as needed. Supervisor rarely reviews completed work.

Position may be the second level support for NAS systems, SMO, or regional offices providing broad program expertise. Contacts are both internal and external to the FAA.

Represents the organization as a primary technical point of contact on projects, programs, and other work activities to coordinate and implement plans or to obtain information and resolve problems. Contacts are to provide technical guidance and direction for multiple systems, advice for interpretations of orders, certification examiner, or serves as the Contractor’s Office Technical Representative (COTR)/Technical Office Representative (TOR) on major projects or programs. Meets and consults with representatives of external organizations such as the DoD, airport management, contractors, utility companies, and foreign governments to resolve problems of mutual concern and to elicit cooperation and action favorable to FAA needs.

Recognized for a high level of technical expertise on legacy and newly developed systems within a large facility or multiple facilities over a large geographical area. Responsibilities include the integration, restoration, testing and evaluation of new advanced services or service components, hardware/software systems and processes. Applies comprehensive technical knowledge to protect the integrity of all components and systems to provide NAS service delivery. Demonstrates the ability to interpret, select and apply principles and practices related to the knowledge of scientific and engineering fields.

Can be called upon to assist with repair and/or restore service or systems, providing guidance on the availability of back-up systems, recommending reconfiguration to minimize service interruptions to ensure the safe and efficient operation of the NAS. May have the responsibility to upward report the status of critical events. Established policies and procedures furnish guidance for most assignments, but considerable discretion is allowed to select the most appropriate approach or to develop new solutions. Focuses on overall NAS systems performance and causes of system degradation. Collaborates with system users, planners, engineers, and contractor personnel for the acceptance of new or modified systems and provide assistance for resolving problems with the installation or improvements. Develops White Papers for the recommendation of enhancing efficiency of the systems by modification and application of existing or emerging technology.

Possesses a working knowledge of the FAA policies and procedures, pertaining to the work environment (i.e. Occupational Safety and Health Administration (OSHA), Facility and Systems Security, Environmental Compliance Assessment Protocol (ECAP), National Electrical Code (NEC) and Human Resource Directives.)

CRITERIA FOR PROMOTION FROM LEVEL IV TO LEVEL V

Promotion from Level IV to Level V must be competitive. There is no timeframe requirement at Level IV to compete, but candidates will have to apply, stating their experience for each of the skills listed appropriate to the position. Candidates must have their supervisor’s endorsement to be considered. Each candidate will be rated against selected factors that will be listed in the announcement soliciting applications. The successful candidate must demonstrate the following skills.

n Ability to provide FAA-wide expertise for complex and challenging technical NAS modernization issues.

n Ability to take on responsibility as project manager for NAS modernization initiatives, and ability to identify, procure, distribute and track resources needed to accomplish these large FAA projects.

n Ability to assess and evaluate nationwide trend data to develop solutions for sustaining the NAS or accomplishing NAS modernization.

n Ability to collaborate with multiple customers to shutdown and restore facilities, systems, and services to minimize disruption of services to the flying public.

n Ability to develop innovative solutions or work around to solve NAS operational problems, which can have national or international implications.

CAREER LEVEL DEFINITION – LEVEL V

Performs work providing agency-wide leadership for highly complex and challenging technical activities. Recognized as the principle expert for development of workable solutions for unanticipated situations adversely affecting operationally critical systems of the NAS. This may be accomplished using innovative concepts and approaches for problems that have resisted earlier efforts at resolution. This individual has the authority to commit the necessary resources to accomplish the agency’s mission. Works under administrative supervision.

Establishes and manages program goals and objectives; formulates project plans and presents them to upper management. Serves as a senior project manager or team leader for large, challenging and complex work activities. Technical decisions are considered authoritative in his/her area of expertise. Develops, interprets, recommends changes, and has broad discretion to ensure compliance with organizational objectives and policies. Identifies, procures, distributes and tracks resources needed to accomplish large work activities. Monitors and evaluates trend data on a nationwide basis to develop workable solutions for sustaining the NAS.

Works with customers at high organization levels both inside and outside the FAA to resolve complex issues to ensure the integrity of the NAS. Represents the FAA as a senior technical authority for major agency activities, emerging technologies and customer concerns. Coordinates with multiple air traffic entities to shutdown and restore facilities, systems, and services to prevent activities from disrupting air traffic operations. Quickly resolves restoration problems with minimal impact to the NAS.

Maintains the highest degree of technical knowledge on integrated systems within a broad area of expertise. Keeps abreast of changes in technology and the new systems coming online. Provides recommendations to senior level managers for enhancement of systems and air traffic operations.

AF/PASS APPLICATION OFSUPERIOR CONTRIBUTION INCREASE (SCI)

GUIDELINES FOR MANAGERS AND EMPLOYEES

GUIDELINES FOR MANAGERS AND EMPLOYEESINTRODUCTION

This document is a guide for Airway Facilities (AF) managers/supervisors and the Professional Airway Systems Specialists (PASS) bargaining unit employees to use the Superior Contribution Increase (SCI) process. The AF/PASS SCI process applies to employees within the PASS bargaining unit who qualify for the SCI. This document is to help employees and managers/supervisors assess the employee’s contributions, and provide information about the process. The SCI process should be applied consistently to all employees.

Specifically, this document:

n Identifies the SCI criteria against specific employee contributions to be assessed.

The descriptors in the criterion are a guide to assess the employee’s superior contribution. Not every item under each descriptor will apply to every employee. Examples are for clarification and do not include all possibilities.

n Provides step-by-step instructions for implementing the process including a flow chart.

n Provides forms that may be used in the process.

CRITERIA

The following criteria will be used to make the SCI determinations:

n Collaboration: The extent to which an employee’s work withothers contributes to the success of the organization.

n Customer Service: The extent to which the employee providesservices and products to meet the needs of persons ororganizations, internal or external; e.g. Air Traffic, AirwayFacilities, pilots, airports, public, other governmentorganizations.

n Impact on Organizational Success / NAS Modernization:The individual’s contribution to the organization’s ability toaccomplish its mission and/or the modernization of NAS.(This may look different for technical and non-technicalmembers of the workforce.)

To receive an SCI, an employee must demonstrate superior contribution in one descriptor for each criteria with a total of 9 descriptors overall.

An employee’s sphere of influence or his/her position within the organization will not affect their ability to receive the SCI.

Every manager/supervisor will be required to use the same criteria, and apply the criteria in a consistent manner. All employees in all job series will be treated the same. The manager/supervisor will have documentation to support his/her decision.

Some contributions are considered superior and may satisfy a descriptor when consistently done, such as soliciting input/feedback or being a “Go To” person, while another descriptor may be met by a single significant contribution such as a project of large scope and complexity.

ELIGIBILITY

To be eligible for SCI consideration, employees must:

n Be with the FAA for at least 90 calendar days of continuous service immediately prior to the end of performance year.

n Not be enrolled in a formal process to improve performance.

PAYMENT

The SCI will be paid in the year following the year in which it is earned, and the payout will be effective no later than the beginning of the first pay period in January.

Employees will continue to receive the general increase pay adjustment approved by the President. This will be incorporated into an Organizational Success Increase (OSI) to base pay equal to the general increase plus one percent.

SCI recipients will receive an additional increase to base pay determined by dividing the total number of AF/PASS bargaining unit employees by the number of SCI recipients and multiplying that by 0.6%.

Number of AF/PASS Bargaining Unit- - - - - - - - - - - - - - - - - - - - - - - - - -× 0.6% equals SCI pay increase Number of SCI recipients

7444 employeesFor example: - - - - - - - - - - - - - - × 0.6% = 1.7865% SCI pay increase

2500 recipientsIf an employee’s current base salary (not including locality pay) were $32,000 the increase to base would be $573 for a total of $32,573.

Employees continue to receive locality pay.

EMPLOYEE INPUT

Employees are strongly encouraged to provide input to their manager throughout the year.

Methods of employee input can include:

Superior Contribution Form (See Appendix B)CC:Mail/E-mailOther Written InputLetter of Appreciation or AwardsCustomer Input

It is especially important for the employee to provide a self-assessment at the end of the SCI year. Employee input should focus on contributions listed in the SCI criteria. This can be accomplished by filling out the Criteria forms contained in Appendix A.

MANAGERS’/SUPERVISORS’ RESPONSIBILITY

Managers/supervisors shall complete one set of the Criteria forms shown in Appendix A for each employee’s contributions. They need to be specific and detailed enough to support his/her decision. Managers/supervisors shall complete the Summary of SCI Selectees Form (Appendix C) and forward it to the appropriate office.

PROCESS

STEPS IN THE PROCESS:

n Beginning of the year – Managers/supervisors will meet, either individually or as a group, with all of their employees to communicate the SCI process and criteria. They will discuss expectations, definitions, examples and the importance of the employee providing input.

n During the year – Employees may submit input. Managers/supervisors will remind their employees of the importance of providing input to the process and the need for specific examples. They will discuss the specific dates for input and ask if clarification is needed on the criteria.

n End of year – Employees may submit self-assessment and/or other documentation to the manager. Managers/supervisors will offer their employees the opportunity to meet with him/her to clarify the information submitted on the self-assessment and to submit additional information.

This is an opportunity to discuss specific examples. This meeting takes place prior to the determination of the SCI. Managers/supervisors will make the determination of the SCI and discuss the decision with the employee.

In making the determination the manager will consider the employee’s contributions and achievements regarding each of the criteria and descriptors regardless of that employee’s position in the organization (sphere of influence). A fish in a little pond has the same consideration as a fish in a big pond.

Managers/supervisors will solicit input from other managers/supervisors for whom their employees have worked in other organizations during the performance year. Comments and examples should be concise, legible and results-based.

UNIQUE SITUATIONS

Employees on Detail:

n Employees detailed within the FAA longer than nine months will be grouped into the gaining organization.

n Employees detailed within the FAA less than nine months will be evaluated by their home organization with input from the host supervisor.

n Employees detailed outside of the FAA or the AF/PASS bargaining unit will be evaluated by their home organization after receiving input from their temporary supervisor.

Employees transferred within the FAA during performance year:

n Employees transferred from another Line of Business within 90 days prior to the end of the performance year will be assessed by the gaining organization with input from the losing organization’s manager.

Employees in a temporary promotion during performance year:

n There are still unresolved issues relating to the evaluation of employees on temporary promotion during the performance year. Further guidance will be provided. Until then, these situations will be resolved on a case-by-case basis.

RECORD KEEPING

Managers should ensure that Superior Contribution Forms (SCF) are complete and ensure that the final copy of the AF/PASS SCF, or other documentation, (e.g. cc or e-mails, customer input, or other written input) for each employee are retained in the employee’s performance folder for two years. The SCFs are not considered private notes, but documents that must be made available should the decision be challenged. If a grievance or other challenge to the decision is made, these documents must be retained for the life of the challenge. Consistent with the policy on performance ratings, employees have the right to see only their own results, not those of others. It is recommended that managers document their encouragement of employee participation in the self-assessment (e.g., reminders sent during the year to employees discussing the importance of providing input to the process and the need for specific examples). This will help if the question arises later as to the opportunity extended to employees. Each office must retain the SCI results (the list of who received the SCI) for seven years.

APPENDIX AAF/PASS APPLICATION OF SCI CRITERIA

Appendix A lists each criterion with multiple descriptors and examples to assist managers/supervisors and employees in measuring contributions towards the criteria. There are a total of 19 descriptors in the criterion.

APPENDIX BAF/PASS SUPERIOR CONTRIBUTION FORM

The AF/PASS Superior Contribution Form is to be used by employees, peers, managers/supervisors, customers, etc. to report on superior contributions throughout the year. The use of the form should be determined at the beginning of the year in discussions between employees and managers/supervisors as to how, where, what, when and why.

AF/PASS SUPERIOR CONTRIBUTION FORM

Appendix B

Employee’s name: _________________________________

Date of contribution: _______________________________

Employees, peers, managers, customers, etc. may use this form to report superior contributions throughout the year.

Briefly describe contributions; give specific examples:_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Submitted by (please print): __________________________ Date: ________________

APPENDIX CSUMMARY OF SCI SELECTEES

SUMMARY OF SCI SELECTEESAppendix C

Routing Symbol: ______________________ Date: ____________________________(Region/SMO/SSC)

Supervisor’s Name: ____________________ Signature: ________________________

Employee Name (in alphabetical order) Social Security Number

1.________________________________ _______________________________

2.________________________________ _______________________________

3.________________________________ _______________________________

4.________________________________ _______________________________

5.________________________________ _______________________________

6.________________________________ _______________________________

7.________________________________ _______________________________

8.________________________________ _______________________________

9.________________________________ _______________________________

10.________________________________ _______________________________

11.________________________________ _______________________________

12.________________________________ _______________________________

13.________________________________ _______________________________

14.________________________________ _______________________________

15.________________________________ _______________________________

16.________________________________ _______________________________

17.________________________________ _______________________________

18.________________________________ _______________________________

19.________________________________ _______________________________

20.________________________________ _______________________________

21.________________________________ _______________________________

22.________________________________ _______________________________

23.________________________________ _______________________________

24.________________________________ _______________________________

25.________________________________ _______________________________

PARTICIPANT ACKNOWLEDGEMENTS

PASS/AF PARTICIPANT ACKNOWLEDGEMENTS

As with any major change initiative there are a significant number of people who work tirelessly to review, create, coordinate, and reinvent the way programs are designed and carried out. Such is the case with the accomplishment of these many human resource processes that will ensure that there is a recognition of the skills, knowledge, and abilities that are required to perform the important work of sustaining the National Airspace System. The numerous work group members came from throughout the Airway Facilities organization. They represent all job families in this agreement and both management and the union. Their contributions have been invaluable to move toward a new way of managing our human resources. They are:

Larry L. Amacher Larry MillerDale Betts John NimmoSteve Burch Jim O’KeefeDana T. Coutu Harry Olmstead Ron Dupont Robert Peck Sharon Fletcher Karen Redus Elmer Frasure Wanda ReynaBarbara Froome Darrell RobertsAlan Gershon Richard L. RowandSue Gray-Morgan Donald SilsleyMark Heurter Jerry J. SmithSandy Jones Lenny SmithMike Kelly Joseph StillmanWilliam Maguire Clark YoungJessie L. McMullen Alfonso Zamore