We also began streamlining administrative services and reducing overhead by consolidating work under one service unit rather than having it spread throughout the organization as it was prior to the ATO. Just over a year ago, in February 2004, we began removing layers of management, reducing our executive ranks by 20 percent and reducing the number of high paid non-executive positions by 9 percent. The 36,000 member ATO workforce was realigned to become a more customer-focused, bottom-line business designed to respond to the needs of our customers and stakeholders and to improve our fiscal accountability. Last year, we began one of the largest reorganizations ever undertaken in government. Chairman, you and this Committee have focused on ways to make FAA more customer-oriented and efficient by providing us with the statutory authority to reform and streamline our activities. Both industry and government can take credit for the hard work that went into attaining this milestone and ensuring that the traveling public has the safest air transportation system possible. It is worth noting that last year commercial aviation achieved a remarkable safety record: the lowest airline fatal accident rate in the history of aviation. Our employees safely orchestrate the takeoff, landing and routing of approximately 50,000 aircraft a day across U.S. I know I speak for Administrator Blakey and Secretary Mineta when I say we are proud to operate and maintain the largest and safest air traffic system in the world. This morning I will discuss the ATO’s activities and achievements as well as the ongoing challenges we face as we continue our work to restructure the FAA's air traffic services. Thank you for this opportunity to talk about the Federal Aviation Administration's (FAA) Air Traffic Organization (ATO). TRANSFORMING THE FAA: A REVIEW OF THE ATOĬhairman Mica, Congressman Costello, Members of the Subcommittee: COMMITTEE ON TRANSPORTATION AND INFRASTRUCTURE,
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