National Candidate Questionnaire

 

1. The CRWG appears to be the current vehicle for beginning to address the national staffing crisis. How do you intend to get this across the finish line? Once an adequate staffing model is adopted, how do you intend to implement the changes across the NAS?

 

Answer: Let me start with staffing has been an issue since I was hired in 2003 and will continue to be as long as we are adjusting numbers to what we are “staffing” the operation to.  The reality is all of our numbers are flawed and based off of running the operation at bare minimums.  While the CRWG numbers are a start, its 10 years to late and is moving the needle to continue to try to sustain an archaic system. 

 

So to answer your question, I believe the CRWG numbers will be in place by the time elections are over through FAA Reauthorization, if Reauthorization hasn’t been completed by September when the new NEB takes office we more than likely have a bigger issue. 

 

However, if it is not in place by then it would be in my top 5 priorities to push it across the finish line utilizing the media, congress and highlighting our staffing throughout the NAS and the unrealistic expectations and how it’s simply unsustainable.

 

Furthermore, once Reauthorization is passed and the new CRWG numbers implemented, I would push to create a better long term adjustment to our staffing that includes training requirements for CPC’s,  leave (annual, sick, PPL, etc), training time to become a CPC with a formula that goes above a CPC level for numbers, medical disqualifications (Short & Long term), etc.

 

2. Controller pay has lagged behind other industry pay. How do you intend to correct the pay scales considering we are already behind?

 

Answer: As you know there are numerous variables at play with the current Board using our pay and contract as political tools.  The different rumors of what they may or may not due before the conclusion of the elections makes it difficult to answer a question like this as I am unsure where we will be.   Additionally, the fact that depending on the administration occupying the White House after our new NEB takes office could throw a wrench in any answer I give you.

 

However, .  I would make a multi-phased approach involving media outreach, educating legislators (increasing our legislative presence beyond NiW) on our struggle to increase/retain personnel (DoD transfers, non-2152 positions, etc…), and the influence of collective bargaining agreements (CBAs). I would also be attempting to increase and expand CIP, solidify the OJTI 20%, introduce a currency premium/bonus, or match something along what DOD has done with SSR.  I believe failure to accomplish a movement in that direction is not an option for the union, nor is it really for the long-term benefit of the Agency with the ability to properly retain and staff the National Airspace System.

​

3. The CBA defines 5 different facility types for consideration when calculating TCI. CMH is a consolidated TRACON with a tower. We contend there is not a facility type that accurately captures our facility and many others that are being consolidated through the 804 process. Would you support adding another facility category to capture these consolidated facilities?

 

Answer: Absolutely, the way our facility levels were created was done in the 90’s and is clearly outdated, Large TRACONS have opened, facilities have combined/been consolidated, a few facilities have been split and are still located in the same building or vicinity,  responsibilities have been added,  aviation has changed a ton since the 90’s and the way we calculate TCI should have changed with it or been renegotiated.  Sadly our union clearly did not see it as an issue the last 20 years as they have just rolled the language and appendix A from the Red Book to the Slate Book and then extended it.  But because its election season now they claim they want to address it, but through ABACUS.  To me, ABACUS is a tool that may help eventually, but we need to address our pay and traffic count now as we can’t wait for some program 3-6 years down the road.  My facility is the 2nd or 3rd busiest in the country now and still a level 11, we are the 18th lowest paid ARTCC though, the people here are overworked, tired and frustrated.  I am learning that this feeling is across most of the NAS, it has to get fixed.

 

4. Communication regarding projects, completed negotiations, and progress toward national goals doesn’t always reach the local level. How will your communications improve the quality of information disseminated to the membership?

​

Answer: I am a firm believer in transparency, in this day of electronic communication I believe our national website is not user friendly.  We used to have a NATCA BBS that people could ask questions freely and openly, that liaisons could post updates, etc but that was turned off in the Rinaldi years.  I would attempt to make our National website more user friendly, bring back the BBS, have more townhalls, as well as a video news update at least monthly.  We should be surveying the membership and have open feedback from the members. 

 

I would also require anyone on a detail to provide updates to the members as to what they are working on, as well as progress and deadlines that they must adhere to or explain to all of us why the deadline was missed.  You should be able to hold all leadership accountable as we work for you.

 

5. We feel legislative engagement and activism has been lacking over the past few years. How will your administration prioritize legislative activism?

​

Answer:  I too feel this way, I would bring us back to our basics of grassroots campaigning utilizing our membership, (which we overutilized previously), picketing, utilizing media to put public pressure on our congressional members and using every available resource from fellow Unions to aviation organizations with similar interests.   Our Media involvement the past few years has been dismal at best.

​