1. The Advocate for Aviation Leaders
Mar/Apr 2012 • Vol.10 No.2
Right on the Mark

2. Long term protection…for you, your finances, your future.
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1-800-LTC-FEDS (1-800-582-3337) TTY 1-800-843-3557 www.LTCFEDS.com/FAAMA
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REF: 009260

3. THE ADVOCATE FOR AVIATION LEADERS
March/April 2012 Vol.10 No.2
faa managers association, inc.
#315
4410 Massachusetts Avenue NW
Washington, DC 20016
Tel 202.741.9415 | www.faama.org
MISSION
We promote aviation safety and efficiency, advocate for
our members’ interests, prepare the managers of today
to be the leaders of tomorrow, and support the highest
ideals of the Federal Government.
officers
President, David Conley
Vice President, Stephen Smith
Secretary, Julie Fidler
Treasurer, Tom Dury
directors
Director of Administration, Vacant
Director of Communications, Laurie Zugay
Director of Legislative Affairs, Tony Tisdall
Director of Membership, David Chappuies
Parliamentarian, Andy Taylor
Membership Education Committee Chair, Hal Albert
Political Action Committee Chair, Dan Cunningham
Corporate Relations Representative, James Grayson
Alaskan Region, Darla Gerlach
Central Region, Joyce Davis
Eastern Region, Rich Baker
Great Lakes Region, Heather Mullett
New England Region, Bruce Hall
Northwest Mountain Region, Lori Scharf
Southern Region, Billy Reed
Southwest Region, Michael (Hitch) Combe
Western Pacific Region, Phil Freed
publisher
Kathleen Cummins Mifsud
managing editor
Laurie Zugay
Staff editors
Pam Adams, Anita Engelmann, and John Sideris
contributors
Louis Dupart, David Kerr, Bob Hildebidle, Laurie Zugay,
Kathleen Cummins Mifsud, Michael Looney, Michael
Klesius, Judy Schneider, Robert W. Poole, Jr., David Conley,
Beth and Tony Cox, Glenn Livingston, Michael Livingston,
Bert Simpson, Robyn Kehoe, and Darla Gerlach.
ILLUSTRATION & PHOTOGRAPHY
Photo page 16 by Steve Welles; photos pages 24 to 25
supplied by Bert Simpson; photos page 26 supplied by
Robyn Kehoe.
design
Sagetopia, 703.726.6400, www.sagetopia.com
ADVERTISING
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800.501.9571, marshall.boomer@theYGSgroup.com
editorial & subscription inquiries
Managing the Skies
1775 East Riviera Drive, Merritt Island, FL 32952
Telephone: 202.251.0386
Email: communications@faama.org
Managing the Skies is a benefit of membership in the
FAA Managers Association, Inc. To become a member,
go to www.faama.org. For all others, the annual sub-
scription rate is $49. Please address your inquiries to
KMifsud@faama.org and communications@faama.org.
Managing the Skies is published bi-monthly by the FAA
Managers Association, Inc.
The views expressed herein are solely those of
the authors and should not be construed to be
the opinion of the FAA Managers Association.
Suggestions and opinions expressed in Managing
the Skies are not necessarily endorsed by the FAA
Managers Association. Nothing in these pages is
intended to supersede operators’ or manufacturers’
policies, practices, or requirements, or to supersede
government regulations.
© 2012 FAA Managers Association, Inc.
All rights reserved.
12 24
Features
06 Supervisor’s Committee
(SUPCOM) Update
12 Policy, Politics,
Procedure
An Insider’s Look at Congress
16 Right on the Mark
FAA Reauthorization –
“Mark it Done!”
20 32nd
Annual
Gathering of Eagles
Making Time Count
24 Sebring US Sport
Aviation EXPO
Departments
04 Washington Watch
The Power of ONE
08 Profile
Making His Mark in Washington
– Revisiting Rep. Darrell Issa
15 Opinion
One Cheer for the FAA
Reauthorization
23 Money Talks
The Government’s “New”
Retirement System
28 Spotlight on an
Aviation Leader
Michael Atkins
Advertisers
02 The Federal Long Term
Care Insurance Program
www.LTCFEDS.com/FAAMA
09 Plantronics, Inc.
www.Plantronics.com/government
31 Lockheed Martin
Data Comm Team
www.lockheedmartin.com/datacomm
32 FAAMA 2012 Convention
Orlando FL
www.FAAMA.org
07 New Pay Structure for
FAA’s ATO Management
10 Recruiting, Hiring
Retaining Individuals
with Disabilities
11 Heroes in the Tower II
26 Saluting 15 FAAMA-FEEA
Scholarship Winners
29 Effective Senior
Leadership is Primary
Driver in Rating Federal
“Best Places to Work”
30 2012 FAAMA
Leadership Training |
FAAMA Corporate Partners

4. 4 MANAGING THE SKIES | MAR/APR 2012
T
he number ONE carries immense con-
notations in our society. Everyone wants
to be number ONE. America’s fixation
with sports is driven by
determining who the
most valuable player is
or which team is ranked
number ONE above all
other teams. Our culture
worships number ONE,
the winner.
My fixation with the
idea of the power of ONE
is that it takes only ONE
– whether it is a person,
a team, or an association
– to make a difference.
President Kennedy said:
“One person can make a difference, and every-
one should try.” Indeed, throughout history, we
have seen men and women who have changed
millions of lives by the sheer power of ONE:
Martin Luther King, Jr.; Gandhi; Amelia
Earhart; Rosa Parks – the list goes on and on.
In FAAMA, my focus on “the power of
ONE” is on a smaller, less grand scale, but it
is just as important because it drives critical
outcomes in managing a safe and efficient
air traffic system. Through the power of
ONE, individual FAAMA members can make
the day-to-day difference that shapes the
FAA and makes our Association – inside and
outside of the FAA – relevant.
I remain in awe of the job done by the
men and women of FAAMA who became lead-
ers because they want to make a difference. Of
course, leading and making a difference can be
lonely: it cuts against the grain; it is risky; and
success is not guaranteed. Yet, despite the naysay-
ers, FAAMA has powered on to become a strong,
effective association that leads through the collec-
tive energy of each one of you.
Over the eight years that I have worked with
FAAMA, I have seen many examples of ONE rising
above the many to make the difference that has
pushed our Association to the top. Below are just
a few examples of how ONE leader and ONE asso-
ciation can make critical differences and change
outcomes at the FAA and on Capitol Hill.
John Fisher Led
FAAMA to Independence
In 2002, then-President John Fisher led our
Association in its break with the Federal
Managers Association to set FAAMA on an inde-
pendent course that led to multiple legislative vic-
tories affecting supervisor staffing and retirement
pay for FAA employees. Before this, FAAMA’s non-
federal workforce priorities were lost in an associ-
ation that did not have the same focus.
FAAMA set its own independent course
not only certain of its goals but also guided
by a clear mission statement. The Association
gained momentum on Capitol Hill by establish-
ing ties with influential members of Congress –
ONE meeting by ONE meeting – to build a body
of goodwill and support. Without President
John Fisher’s vision, an independent FAAMA
capable of pioneering substantial changes
would not have been created.
Steve Baker Helped
Create a Coalition of 215,000+
Government Managers
Today, FAAMA’s approximately 1,500 members
are relevant within the FAA, but in terms of the
government workforce at large, the Association
represents a very small universe. In order to gain
greater credibility and expand the Association’s
effectiveness, our past President Steve Baker
proposed forming the Government Managers
Coalition (GMC), composed of over 215,000
managers and supervisors across five govern-
ment agencies including FAAMA, the Federal
Managers Association, the National Council of
Social Security Management Associations, the
Professional Managers Association, and the
Senior Executives Association.
Through the work of the GMC, a collective
message about the importance of managers and
supervisors has been greatly amplified. When
FAAMA teamed with the GMC and led in the
formation of well-defined legislative priori-
ties on federal employee benefits, we scored a
homerun in achieving the Association’s long-
standing legislative goals affecting personnel
benefits such as:
The Power of ONE
A message from the Executive Director
... I have seen many
examples of ONE
rising above the many
to make the difference
that has pushed our
Association to
the top.
Washington Watch
THE ADVOCATE FOR AVIATION LEADERS

5. MAR/APR 2012 | MANAGING THE SKIES 5
¢¢ Credit for FERS for unused sick leave,
¢¢ Extending locality pay to employees outside
the continental United States,
¢¢ Allowing FERS employees to redeposit
annuity payments upon returning to
government service, and
¢¢ Permitting part time re-employment of
annuitants without offsets to retirement
income.
For the complete story, see the November/
December 2009 issue of Managing the Skies, pages
6-8, “Landmark Legislative Victory for FAA
Managers Association.”
Today, the GMC is more important than ever
because we are united in opposing further federal
pay freezes and changes in the federal retirement
calculation. While FAAMA alone may not be big
enough to create waves in the government work-
force, the power of ONE larger association – the
GMC – can make the difference.
FAAMA Members Are Building a
Stronger, More Dynamic Association
Most recently, I have seen members of the FAAMA
Board step up and individually change outcomes.
David Chappuies led a new FAAMA membership
drive by personally attending Chapter Meetings
across the country and recruiting 114+ new mem-
bers since the October 2011 Convention.
Under Laurie Zugay’s leadership, FAAMA’s
press outreach and public image have been
greatly enhanced and improved. “FAAMA in
the News” is no longer just a slogan, but a solid
reality, and this directly impacts FAA leader-
ship who receive Association press clips regu-
larly. Under Laurie’s direction, Hitch Comb has
changed Association IT systems so that we can
communicate more easily with each other. Plus,
the Association’s revamped website is not only
more useful than ever before but also displays a
contemporary new image to the public.
FAAMA corporate sponsorship is hitting on
all cylinders under James Grayson who is build-
ing on a solid foundation of past hard work. New
and increased sponsorships will yield sustained
revenue to our Association.
President Conley Courageously
Stated the Facts to Aviation
Subcommittee Members
President David Conley testified on February 9,
2011, at the House Aviation Subcommittee about
legitimate concerns concern-
ing the Air Traffic Safety Action
Program (ATSAP) implementa-
tion and the effect that it has on
the safety of the air traffic sys-
tem. This testimony met with a
firestorm of criticism from senior
FAA leadership. David, isolated
and alone, stood up and reiter-
ated that while FAAMA supports
the goals of ATSAP, there also are
some implementation problems
that require attention.
Further, unbowed by the
criticism of David and FAAMA,
supervisors and managers
across the country wrote to
share their concerns about
ATSAP. Through this testimony,
the Association set the stage for
continued FAA management and
Congressional attention to this
program.
On November 17, 2011, David
Conley spoke in an off-the-record
meeting with members of the
House Aviation Subcommittee.
Seated next to him were Air
Traffic Organization Deputy
Chief Operating Officer Rick
Ducharme and NATCA President
Paul Rinaldi. David engaged in
a discussion of the necessary
components, including ATSAP,
which keep our air traffic system
the safest, most efficient system
in the world.
As the Executive Director,
I continue to look for examples
of FAAMA members making a
difference through “the power of
ONE,” in changing the collective
outcomes for all of us, for our
Association, and for our country.
Please share your thoughts and comments
with me at ldupart@faama.org, as well as your
own specific examples of “the power of ONE.”
Today, I challenge each ONE of you to be the
ONE person to make a difference in our ONE
Association. £
The Advocate for Aviation Leaders
Louis Dupart, Executive Director
FAA Managers Association, Inc.
2012 NextGen
Implementation
Plan Now Available
NextGen is moving forward. During
2011, the FAA improved airport access
for general aviation by continuing
to publish Wide Area Augmentation
System Localizer Performance with
Vertical Guidance approaches, bring-
ing the total nationwide to nearly 2,800.
A major initiative to streamline depar-
ture and arrival traffic at 21 metro-
plexes is well underway. More than
300 Automatic Dependent Surveillance
– Broadcast radio stations were opera-
tional by the end of 2011, providing
coverage to the coastal United States,
and along the border with Canada.
Look for information on these
accomplishments and more, as well
as an overview of NextGen planning,
in the latest update of the NextGen
Implementation Plan, available in March
2012, at http://www.faa.gov/nextgen.

6. 6 MANAGING THE SKIES | MAR/APR 2012
Supervisor’s Committee
(SUPCOM) Update
A
t every level, SUPCOM’s structure is
based on the Air Traffic Organization
(ATO) structure. A facility chair inter-
acts with a facility manager and the same is
true for the Air Route Traffic Control Centers
and the terminals. A district chair interacts
with a terminal district chair, and a service
area chair interacts with a service area direc-
tor. There is a national officer for terminal and
en route who interacts with executives at that
level, and there is a national chair.
SUPCOM is developing a new set of priori-
ties to define what is most important, including
the following:
Communication
SUPCOM is building a website inside
of the ATO website to enhance our
communications with supervisors – it’s a top
priority. Communication is about staying con-
nected, and not just from the leadership to
members – more importantly, from members to
the leadership. To me, that’s the most important
connection.
Professional Standards
Early in 2011, Rick Ducharme, ATO
Chief Operating Officer, met with
SUPCOM leadership and asked the group to
develop a professional standards program for
supervisors. Within a couple of months, we hope
to unveil a program that makes sense to us that
can be used to elevate levels of professionalism.
Safety
Another priority is safety. Maybe from
a SUPCOM perspective we can take
ownership and help lower the risk so that we can
become a safer airspace.
Leadership Training
The next priority is developing leader-
ship skills for supervisors. We hear a
lot about leadership – what it is, why we need it,
how does it work? Can you read about it and then
become a leader? We think we can help Front
Line Managers develop better leadership skills,
and we are working with FAA headquarters to
develop new programs.
Operational
Supervisor’s Workshop
Our marquee SUPCOM program is
the Operational Supervisor’s Workshop (OSW)
– a program in place for nearly 20 years. OSW
Oversight Chairman Richard Seaman supplied
the following details:
The Operational Supervisor’s Workshop is my
passion and my career. ATO Deputy Chief Operating
Officer Rick Ducharme described the “overnight trans-
formation” (including divine intervention) and “osmosis
training” that occurs while you sleep when you transi-
tion from being a controller to a supervisor.
In 1989, we were directed to start an Operational
Supervisors Workshop which was a nuts and bolts
course at the time. Now, OSW is more than 50 percent
Excerpts from an address
by Bob Hildebidle,
National SUPCOM
Chairperson and Front
Line Manager, FAA
Miami ATCT/TRACON,
at the 2011 FAAMA
Gathering of Eagles
Every FAA supervisor in America is a member of SUPCOM. It’s free –
there are no dues, and you belong. Why does SUPCOM exist? We’ve been
talking about collaboration, input, and feedback – that’s what SUPCOM is
really set up to do, providing input at all levels of management.
THE ADVOCATE FOR AVIATION LEADERS

7. MAR/APR 2012 | MANAGING THE SKIES 7
leadership training with a robust curriculum that
includes 36 hours of training. In a fiscal year, 42 OSWs
are conducted in the service centers.
The OSW has an oversight group of eight that
meets annually, and I’m chair of that group. We
maintain the curriculum, directly facilitate workshop
delivery, and collaborate with stakeholders including
the FAA Academy. Every FAA Front Line Manager is
required to attend the OSW once every three years,
and the experiential knowledge that is shared and the
camaraderie and teamwork developed is very valuable.
The Safety Culture
The safety culture is a bad news/good
news story. The bad news is that the
term has become trendy, and, as a result, is
beginning to become marginalized – the opera-
tive word is “culture.” If you envision a stack of
bricks, it is built upon relationships.
FAAMA Executive Director Louis Dupart
described the relationships that have enabled
FAAMA to make a difference in the life of the
employees. So, culture is built upon relationships.
What are relationships built upon? Trust – which
leads directly to integrity. We want to know we
can trust the people we deal with every day.
Integrity comes down to personal values.
A safety culture is a
group of people who
have committed them-
selves to live out values
that are expressed in
behaviors grounded in
safety. We don't com-
promise when there are
conflicts with different
goals between produc-
tion and safety. FAA
headquarters can't dictate culture change – it
happens here, so let's make it happen together.
Administrative Workloads
We also want to address administra-
tive workloads – what I sometimes call
the overload for supervisors. We are looking into
this and trying to discover a way to drive those
administrative duties down to a more reason-
able, logical level. £
By all indications, the Air Traffic Organization’s (ATO) Chief
Operating Officer, David Grizzle, was fully committed to “putting
the right people in the right jobs” to a career succession program,
to transparency, to Workforce Engagement, and to working in a
collaborative manner.
Workgroups had come together and had been required to sign
Non-disclosure Agreements to work on management pay. While
this does not seem very transparent, everyone believed it would
ultimately result in meeting Mr. Grizzle’s stated commitments.
However, on February 9, 2012, we learned of the new pay structure
for ATO management.
Mr. Grizzle was noticeably absent from the February 10th and
February 17th telecons to discuss how the new pay structure came
to be and to discuss consequences, both intended and unintended.
FAAMA was quick to let FAA Acting Administrator Michael Huerta
know that his actions in signing the Collaborative Agreement and
his approval of the new pay structure were in direct conflict.
FAAMA also established a system for addressing member
questions concerning the new pay to FAAMA President David
Conley. Mr. Conley later presented the questions to ATO Deputy
Chief Operating Officer Rick Ducharme. It has quickly become
apparent that the new, lower pay structure has dire unintended
consequences – many of which do not have easy answers.
As Managing the Skies goes to press, FAAMA has been asked by
Mr. Ducharme to work with him in resolving the grave inequities
surrounding this new pay system.
New Pay Structure for FAA’s ATO Management
FAAMA to Work with Deputy COO Ducharme to Resolve Inequities
SUPCOM is developing
a new set of priorities
to define what is most
important...

8. 8 MANAGING THE SKIES | MAR/APR 2012
R
ewarding his success as a Congressional
watchdog of taxpayer dollars, at the
beginning of the 111th Congress House
Republicans tapped Darrell Issa to serve as the
top Republican on the House Oversight and
Government Reform Committee. This is the
main investigative committee of the United
States House of Representatives charged with
protecting the inter-
ests of U.S. taxpayers
and eliminating waste,
fraud, and abuse in the
federal bureaucracy.
According to
The Washington Post,
“Mention Darrell Issa’s
name around federal
agencies, the White
House, and Capitol
Hill and it provokes
groans, eye rolls, and
fear among some.”
In describing his role
as Oversight Panel
Chairman, Issa says,
“I’m looking for waste,
fraud, and abuse in gov-
ernment… Can I make
the government be more
responsive and more
efficient? Those are my
major charges.”
In the first year of
his leadership, the com-
mittee has undertaken
numerous investiga-
tions: the Countrywide
Financial VIP Program
that benefitted gov-
ernment officials with
special reduced-rate
mortgage loans; the
decades-old misplaced
government
agenda to manip-
ulate the U.S.
housing market
through Fannie
Mae and Freddie
Mac; the politici-
zation of science at the Environmental Protection
Agency (EPA); and a broad investigation into the
financial crisis of 2008-2009.
As a fiscal conservative committed firmly
to low taxes and free markets, Issa has opposed
the rise of out-of-control government spend-
ing and fought tirelessly for the responsible,
transparent use of taxpayer dollars. He’s pushed
to achieve more whistleblower protections, and
he’s offered substantive reform initiatives to
open up government.
Issa Wins Good Government Award
In 2010, Project on Government Oversight
awarded Issa with its Good Government Award.
His contributions include: publicizing documents
produced by the New York Federal Reserve Bank
in response to a congressional subpoena; publicly
exposing the New York Federal Reserve’s secret
“back-door bailout” of AIG’s counterparties; and
cofounding a Transparency Caucus.
Issa on the Issues
Does the President’s
Proposed Budget Make the Changes
Necessary to Restore Fiscal Health?
In short, no. Under the President’s spending
plan, for fiscal years 2011 and 2012, deficits of
$1.43 trillion and $1.16 trillion will be incurred,
spending will INCREASE 57 percent over 10
years (from $3.7 trillion to $5.8 trillion), and net
INTEREST WILL GROW 335 percent, from $214
billion to $931 billion.
Profile
Making His Mark
in Washington
Revisiting Representative
Darrell Issa (R-CA-49th)
Issa in the News
Excerpts from a Feb. 21, 2012 story by
Ed O’Keefe in The Washington Post:
Rep. Issa Has Been Busy
as Oversight Panel Chairman
Rep. Darrell Issa is trying to make
good on his promise to keep close tabs
on the Obama administration.
Since assuming the chairmanship of the
House Oversight and Government Reform
Committee in January 2011, the California
Republican has held hundreds of hearings,
made more than 700 requests for information
and issued almost two dozen subpoenas…
Issa issued 22 subpoenas and published 11
investigative GOP staff reports, and the panel
sent 748 letters seeking information from the
White House and federal agencies in his first
year, according to the panel’s records…
In his second year, Issa said he is forging ahead on
a host of issues, including Obama’s plans to reor-
ganize trade- and commerce-related agencies.
“Real reorganization takes time, it takes buy-
in, historically, from Congress and the admin-
istration,” Issa said… “I didn’t come to Congress
for one thing. I came to try to leave our coun-
try better by being here, so I’m never apologetic
for taking on as many diverse issues as I can.”
THE ADVOCATE FOR AVIATION LEADERS

9. MAR/APR 2012 | MANAGING THE SKIES 9
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The President’s and Democrats feign
fiscal responsibility by proposing a “fed-
eral spending freeze.” However, what
they’re less quick to concede is that
this “freeze” simply locks in govern-
ment’s current, unsustainable spending
levels that were reached during historic
spending binges over the last two years.
The President’s proposal is also
lacking any substantive entitlement
reforms, a basic qualification of any
long-term, fiscally responsible spend-
ing plan. In the current year, manda-
tory spending (Entitlements) such as
Medicare, Medicaid, and Social Security
account for 59.5 percent of spending,
and will continue to grow.
Absent significant reforms to enti-
tlements and real spending cuts, there
will be no way to pay for the function
of government and higher taxes will be
proposed, (even more) massive deficits
will be incurred, and Americans will be
bearing the burden.
Living the American Dream
Prior to his election to Congress,
Darrell Issa was a technology indus-
try leader and CEO. He founded Vista,
California-based Directed Electronics
Inc., the industry-leading manufacturer
of automobile security and convenience
products.
Issa has served as Chairman of the
Consumer Electronics Association, the
Board of Governors of the Electronics
Industry Association, and as Director
of the San Diego Regional Economic
Development Corporation and the
Greater San Diego County Chamber of
Commerce. In 1994, Issa received the
Entrepreneur of the Year Award from
Inc. Magazine, Ernst Young, and The
San Diego Union-Tribune.
Well known as a grassroots leader
to Republicans throughout California,
Issa served as co-chair of the cam-
paign to pass the California Civil Rights
Initiative (Prop. 209) and was Chairman
of the California Republican Party’s
statewide Victory ‘96 effort. He acted as
Chairman of the Volunteer Committee
for the 1996 Republican National
Convention where he recruited and
organized the activities of more than
10,000 volunteers.
The grandson of immigrants and
a recipient of the Ellis Island Medal
of Honor, Darrell Issa was born in
Cleveland, Ohio. He enlisted in the
Army during his senior year in high
school and attended college on an
ROTC scholarship. In the Army, Issa
served as a bomb disposal technician,
tank platoon commander, and a com-
puter RD specialist. He attained the
rank of Captain.
Darrell and Kathy Issa reside in Vista,
CA – their home of 26 years. They have
one son, William. £

10. 10 MANAGING THE SKIES | MAR/APR 2012
W
e have all seen the impact of
these tough economic times
on employment opportuni-
ties. However, few people realize the
impact it has had on individuals with
disabilities. The unemployment rate for
individuals with disabilities is 12.9 per-
cent compared to 8.7 percent for indi-
viduals without disabilities.
Currently the federal government
employs over two million people, of those
a little more than five percent are indi-
viduals with disabilities. Less than one
percent represent individuals with tar-
geted disabilities. A targeted disability is
the most severe: including such disabili-
ties as hearing, vision, missing extremi-
ties, partial paralysis, complete paralysis,
epilepsy, dwarfism, severe intellectual
disability, and psychiatric disability.
There are many reasons why the
unemployment rate for individuals
with disabilities is so high. One of the
main reasons is the attitude of employ-
ers toward hiring these individuals. The
thought that individuals don’t want to
work or can’t work are not accurate. In
fact, these individuals do want to work
and are shown to be more loyal, dedi-
cated, and committed to their jobs.
It also is believed that individuals
with disabilities have a higher cost asso-
ciated with their employment. This also
is not true because most accommoda-
tions are inexpensive and cost an average
$500. Some accommodations have no cost
at all, such as adjusting a work schedule
or allowing employees to telework.
To mark the twentieth anniversary
of the Americans with Disabilities Act
(ADA), President Barack Obama signed
Executive Order 13548 which mandates
federal agencies increase their efforts
to recruit, hire, and retain individuals
with disabilities.
The Goal: Hire 100,000
Individuals with Disabilities
within Five Years
Each agency must take action to reach
the Order’s goal of hiring 100,000
individuals with disabilities and tar-
geted disabilities over the next five
years. Since 2006, the Department of
Transportation (DOT) has maintained a
three percent hiring goal, and, in 2009,
DOT implemented a goal of three per-
cent for the onboard rate of employees
with disabilities.
Within the FAA, the Office of Civil
Rights (ACR) has continued to promote
numerous resources and tools to assist
managers in this effort, including:
¢¢ Workforce Recruitment
Program (WRP): The WRP is a
recruitment and referral program
that connects federal and private
sector employers nationwide with
highly motivated post-secondary
students and recent graduates with
disabilities who are eager to prove
their abilities through summer or
permanent jobs.
¢¢ Office of Personnel
Management (OPM)/Bender
Shared Registry: OPM has
contracted with Bender Consulting
Services, Inc., to populate a
shared registry of individuals
with disabilities who are qualified
and have an interest in working
for federal agencies. The registry
is now available on the Office of
Management and Budget (OMB)
Max Federal Community.
¢¢ State Vocational
Rehabilitation Offices:
State supported divisional service
offices assist individuals with
disabilities who are pursuing
meaningful careers.
Each of these resources maintains
extensive databases of qualified candi-
dates who can be hired competitively
or non-competitively.
The On-the-Spot
(OTS) Hiring Authority
For FAA managers, the On-the-Spot
(OTS) hiring authority is a tool for non-
competitively hiring an individual with
a disability. OTS is a valuable alterna-
tive to the traditional hiring process. It
is time-saving and easy to use once you
have identified an open position within
your organization.
Managers also can do the following
to increase the hiring of people with
disabilities:
First, don’t let your attitudes
become a barrier to hiring individuals
with disabilities. Keep an open mind.
Second, make sure you are
informed about recruiting and hiring an
individual with a disability. Contact the
FAA’s National People with Disabilities
Program Manager, Michael Looney,
or your regional Human Resources
Selective Placement Coordinator (SPC)
for guidance.
Third, make sure you and your
staff receive training on a vari-
ety of disability related issues. The
Office of Civil Rights (ACR) provides
training courses on “Reasonable
Accommodations” and “Employing,
Retaining, and Advancing People with
Targeted Disabilities.”
For more information, contact the
servicing Civil Rights Office or the EEO
Training Institute. £
Recruiting, Hiring Retaining
Individuals with Disabilities
Michael Looney | National People with Disabilities Program Manager, FAA
THE ADVOCATE FOR AVIATION LEADERS

11. MAR/APR 2012 | MANAGING THE SKIES 11
Panic in the Middle of the Night
On February 19, 2010, Dan Boyle, 50, was
working the graveyard shift at the Southern
California Tracon (Terminal Radar Approach
Control – a type of air traffic control facility) in
San Diego when he got an ominous transmis-
sion. “Basically, when somebody calls you at
2:30 a.m. and they’re not landing at L.A., you
know there’s something wrong,” he says.
It was a private pilot, Skye Turner, 23, and
he sounded anxious. Turner was alone in a
Cirrus SR22, N443CP; later, Boyle would learn
that Turner had stolen the airplane from
Montgomery Field in San Diego after a fight
with his girlfriend, and planned to commit
suicide by flying it into the ocean. Now he
was reconsidering. But he was not qualified
to fly on instruments, and wasn’t trained for
the Cirrus.
Boyle calmly directed him toward Los
Angeles International Airport. It took some
doing because Boyle had to force Turner down
into a cloud layer at about 3,600 feet: “I’ll take
you out on a nice, long, drawn-out approach,
and we’ll descend real gradually,” Boyle told
him. “On your present heading, start a VFR
[visual flight rules] descent to 2,500 [feet alti-
tude], and with your descent rate we’ll just
see what we can do on your present heading
of 270 [degrees].”
“He didn’t quite get the whole descending
thing,” Boyle says today. “That’s when he kind
of lost it for a bit there, got very concerned,
dropped a few expletives on the frequency as
he was panicking.” Turner climbed back above
the featureless cloud deck. He turned north,
after which Boyle coaxed him back around for
a new approach.
This time Turner stuck with the descent,
assisted by the airplane’s autopilot and its
GPS, which locked onto the airport’s local-
izer, a key part of its instrument landing
system. The Cirrus popped out the bottom
of the cloud deck and made it to the run-
way, but Turner failed to get on the ground.
Boyle had to give the pilot quick instruc-
tions: “Three Charlie Papa, make left traf-
fic. There’s a dune that’s west there that’s
a couple hundred feet higher. So make left
traffic for runway 25-Left.”
After a go-around, Turner landed. Boyle
told him to turn off the runway. “I asked
him, ‘You okay?’ He said, ‘Yeah, I’m okay.’
Then he said, ‘I can see the cars coming
over, and I see the…police cars.”
“I’m like Hmm, sounds kinda funny,” says
Boyle. “I said, ‘Whatever. Contact the tower.’
So I go about my
business. I’ve got
other airplanes.”
The full story
would emerge
in the follow-
ing days. Turner
had been a pilot,
but his license
had lapsed. He
had taken off
in San Diego a
couple hours ear-
lier under clear skies, made a stop in Palm
Springs, then taken off again. Says Boyle:
“He looks down and he can’t see anything
but clouds, and it’s like Maybe I am gonna kill
myself.” And likely others on the ground.
But not on Boyle’s watch. £
* This is the second in a series
of five articles about heroic air
traffic controllers, reprinted
with permission from Air
Space/Smithsonian magazine,
September 2011.
Heroes in the Tower
Stories about air traffic controllers that you probably
didn’t see on the evening news
Michael Klesius | Air Space Magazine
Part II*
He looks down and he can’t see
anything but clouds...
... Turner had stolen the
airplane from Montgomery
Field in San Diego after a
fight with his girlfriend, and
planned to commit suicide by
flying it into the ocean.

12. 12 MANAGING THE SKIES | MAR/APR 2012
THE ADVOCATE FOR AVIATION LEADERS
F
irst, the policy – what exactly is
the issue? The policy must be
right. Congress has 541 members
with 541 different policy backgrounds
which means we are working with 541
completely different political animals.
Second, in order to understand the
art of politics, you need to know the
players. In Congress there are mem-
bers who can stand up and introduce
a bill that says, “Today is Monday,” and
that bill will fail simply based upon
who introduced it – and vice versa.
Everybody talks about what Democrats
and Republicans believe. Do not take
this seriously. Not all Democrats are
the same and not all Republicans are
the same.
The third thing to know is the
procedure – how exactly the institu-
tion operates. In addition to the FAA
Reauthorization bill, the transporta-
tion committee is working on a highway
bill. Let’s say we all agree the deficit
is too high, and somebody has a great
idea – instead of giving 50 states high-
way money, let’s give it to 49 – think how
much money we can save. Does anyone
have a problem?
A new member of Congress ran
for office on a platform of cutting the
deficit. Does he want highway money
for his state? Yes, of course. He ran on
cutting the deficit, but he also is a poli-
tician. The first thing that is going to go
will be the policy.
Excerpts from an address by Judy Schneider,
Specialist on the Congress Government and
Finance Division, Congressional Research
Service, Library of Congress, at the 2011
FAAMA Gathering of Eagles.
An Insider’s Look
at Congress
In order to understand what Congress does, you need to understand policy, politics, and
procedure. To succeed, you need all three elements to be equally balanced. If one element is
out of whack, there may be a problem. Congress lives and dies bys its politics and procedures.
Procedure
Politics,
Policy,

13. MAR/APR 2012 | MANAGING THE SKIES 13
In order to get a bill through the
legislative process, it must go through a
series of steps with the final step called
“reconciling the differences.” The bill that
goes to the President is either the House
bill – which the Senate is going to hate
on general principles – or the Senate bill
which the House is going to hate on gen-
eral principles – or a compromise bill.
The problem is how to get there.
There are two procedural ways to get
there. In terms of FAA Reauthorization,
problem number one is whether the
House bill or the Senate bill will be the
moving vehicle. The newspapers may
call it the “moving train.”
In the FAA Reauthorization bill there
are “user fees” which are not taxes. On
a policy level, that may be correct. If the
bill includes user fees, it must originate
in the House. Therefore, let’s assume that
the House bill is the moving train. If the
House passes the FAA bill, they will send
it to the Senate.
A staffer will take the House bill
and walk under the Capitol dome and
bring it to the Senate and then say, “Mr.
President, I am directed by the House to
inform the Senate that the House has
passed HR 123, for which the concur-
rence of the Senate is requested.” Then,
the staffer bows.
Now the Senate has the House bill.
The Senate can do one of two things:
they can pass the House bill and send
it to the President. That rarely happens.
The Senate looks at the House bill and
says, “We love it, but the problem is that
we have been working on our own ver-
sion – which is so much better.”
Congress does not use electronics
for editing the text of bills. So the Senate
takes the House bill and, with a magic
marker, crosses out all of the policy
statements (leaving the numbers). Next,
with a big staple, they attach the Senate
version of the bill to the House bill, and
send both back to the House.
A staffer runs back to the House
with both bills and says, “Mr. Speaker,
I am directed by the Senate to inform
the House that the Senate has passed
HR123 with an amendment – which just
happens to be the text of the Senate
bill. Now we have a new problem. The
House can pass the bill and send it to
the President. Or, more likely, the House
can say to the Senate, “You know we are
on the right track. If we can only work
out the small little labor problem, we
can get there.”
Magic markers come in multiple
colored packages. The Senate crossed
out the House bill in black magic marker.
Now the House uses a red magic marker
(for example) to circle what they want to
change, and then they send the whole
package back to the Senate.
Another trip under the Capitol dome,
back to the Senate: “Mr. President, I am
directed by the House to inform you,
the Senate, that the House passed HR
123 with an amendment to the Senate
amendment to the House bill.” So now
the Senate decides to change it again and
send it back to the House. New magic
markers (in different colors) come out.
Ping-Pong Politics
Back to the House: “Mr. Speaker, I am
directed by the Senate to inform the
House that the Senate has passed HR
123 with the Senate amendment to the
House amendment to the Senate amend-
ment to the House bill.” That’s how the
many extensions to FAA Reauthorization
occurred. The process has a nickname
– ping-pong.
Since 2007, the FAA Reauthorization
bill has moved through 23 short term
extensions – because the politics keep
changing. Five-hundred and forty-one
people are dealing with this ping-pong
stuff, and finally declare, “I don’t want to
ping-pong anymore. I think we should sit
in a room and cut a deal.” So they reach
a “stage of disagreement.” Someone
can request a conference and the other
chamber agrees.
Understanding How
the Senate Works
In order to understand how Congress
works, you need to understand proce-
durally how the Senate and House floors
operate as well. Let’s talk about the
Senate floor first. The Senate lives and
dies by two words – unanimous consent.
If a member objects to bringing up a bill,
that objection may make the newspa-
pers. For example, if the Senate brings
up a bill today to provide a prescrip-
tion drug program for all seniors but, in
order to pay for it, student loans have to
be repaid at 45 percent interest – is there
any objection?
At this point, members reflect upon
why they were elected. Members are
being asked for unanimous consent to
take up a bill to repaint walls. We are
not talking about major policy issues.
The Senate lives and dies by unani-
mous consent: so all they have to do is
get a bill on the floor – in this case, a
bill to repaint walls.
“Until the Knees
Touch the Ground”
Once that happens, Senate rules kick
in. Now, if you want to offer an amend-
ment on slots at Reagan Airport, you
can go right ahead. Once you are rec-
ognized to speak, you can speak and
speak and speak until one of two things
happens: you can say, “I am done,”
or you can keel over. A Senator could
speak on the Senate floor “until the
knees touch the ground.”
Invoking Cloture
The problem is that all Senators are
equal. And the Senate lives by unani-
mous consent. If someone tries to stop
a Senator from speaking, it is called
Once you are recognized to speak, you can
speak and speak and speak until one of two
things happens: you can say, “I am done,”
or you can keel over.

14. 14 MANAGING THE SKIES | MAR/APR 2012
“invoking cloture.” It is a two-step pro-
cess. First, Senators sign a “cloture
petition” which is a letter from 16 sena-
tors that asks another senator to stop
speaking.
If they file the letter on Monday,
it has to layover until Wednesday to
give advocates an opportunity to get
involved. On Wednesday, they vote,
going for 60 votes, but it is rare to get
it. Then people have second thoughts.
On Tuesday, they write the letter again
and plan to vote on Thursday. One of
two things happens – either they pull
the bill or they get 60 votes.
Senators are important people. What
if he or she was just getting to their
point? You don’t want to stop them.
There also is a “post cloture filibuster”
which gives a Senator 30 hours to finish
what they were saying.
Back to FAA Reauthorization: The
Senate asks for conferees to put pressure
on moving the bill ahead. The problem
is that everything is done by unanimous
consent, so guess how many Senators
want to be conferees? Answer: 100. After
all, there is an airport in every state. So it
took months to get conferees appointed.
Understanding How
the House Works
The House of Representatives lives and
dies and operates by its rules and its
procedures. Because of that, the House
has to follow procedures on any given
measure on every given bill.
When new members are elected,
CRS – my organization – takes them
away for several days. First, I tell them
is that the House is the 51st state legis-
lature – the way it is done in one state
and is not the way it is done in the
House. Each of them is going to receive
a copy of the rules manual – and then
I show them the House rules book
which has 1,100 pages.
Next, I tell them that the rules man-
ual is supplemented by precedent and
that each will be receiving all the prec-
edents. Then, I display the 11 volumes
of the Hinds and Cannon precedents
which cover 1789 to 1936. Next, I show
them the 17 volumes called Deschler’s
precedents which go to 1995. And so on
up to 2011. At this point, the freshmen
recognize that it is a little more compli-
cated than they planned.
The “Easy” Way
and the “Other” Way
Any new class of House freshmen is
coming to Washington with an agenda.
All of these new members must learn
the procedures. There are two ways
to move House bills on the floor – the
easy way and the other way. The easy
way, called “suspension of the rules,” is
for totally noncon-
troversial bills.
Until this
Congress, about
70 percent of all
legislation was
done that way – the
easy way. When
Republicans took
back the House,
they said no more.
We spend too much
time on that silly
stuff. Suspension
measures need a
two thirds vote for
passage. In the 23
extensions of FAA
Reauthorization
over the past five
years, the vast majority came up in the
House under suspension.
House Rules
Committee Options
The problem is, “How do you bring up a
bill that is more than $100 million,” like
the FAA bill. Then we have a different
problem. It requires a rule from the Rules
Committee which consists of nine major-
ity and four minority members. Their job
is to decide how the bill should be consid-
ered on the floor, and they have options.
One option is called an “open
rule” because any member can offer
as many amendments to the bill
as they wish. Another option is the
“structured rule,” where the Rules
Committee picks and chooses who gets
to offer amendments. The problem is
that anything that is not finished has
to start all over again.
Another problem is the work of
the joint select committee. There is a
deadline for sending recommendations
to the joint select committee. Some of
this information is public but much of
it is not in terms of what should and
should not be cut from a bill.
There also is a provision in the
legislation which says if there is a big
package then it must be scored by the
Congressional Budget Office (CBO)
which is given a time frame for com-
pleting the scoring. Next, there is time
for making fixes based on the scoring.
Once that is done, it is time to rec-
oncile the differences. Both the House
and Senate must vote on the package.
There also is something called “expe-
dited procedures.” And unanimous
consent is still in the mixture.
If the joint select committee does
not cut a deal, the FAA Reauthorization
bill will go to an “automatic sequester.”
There also is another possibility called
“ignore.” Roughly, this means, “Let’s
make believe that we didn’t see this
bill,” or “Let’s pass another piece of leg-
islation to precede it.”
The good news: the first FAA
Reauthorization bill since 2007 was
signed into law by President Obama on
February 14, 2012. £
About Judy Schneider
Judy Schneider is a specialist
for the Congressional Research
Service (Library of Congress). CRS
works exclusively for the United
States Congress, providing policy
and legal analysis to committees
and members of both the House
and Senate, regardless of party
affiliation. A longtime supporter of the FAA Managers
Association and an honorary member, Judy is respon-
sible for training members of Congress every two years.
Judy, an adjunct scholar at the Center for Public policy
education at the Brookings Institute, is co-author of
Congressional Deskbook – The Practical and Comprehensive
Guide to Congress, now in its Fifth Edition.

15. MAR/APR 2012 | MANAGING THE SKIES 15
A
fter 23 extensions since the nominal
expiration of the last FAA authorization
(Sept. 30, 2007), Congress finally enacted
and the President signed the bill. Despite some
blather by politicians about how the bill opens
the door to ATC modernization by fully funding
NextGen, the bill does nothing of the kind.
In fact, it freezes for four years the FAA
budget account (Facilities Equipment) from
which NextGen projects (and a lot of other capi-
tal expenditures) are paid. All the other main
accounts are also frozen for four years – airport
grants (AIP), operations (mostly payroll), and
research (tiny), making this the first FAA reau-
thorization ever that does not increase spending.
Actually, the impact is worse than flat.
That’s because the largest budget category,
the $9.6 billion per year Operations account,
almost certainly will not remain at that level
during the four-year period. Doing so would
mean violating the terms of the FAA’s union
contracts, which provide for annual increases
in compensation.
Hence, when Congress each year gets
around to appropriating the money for FAA, if
it sticks with the overall $15.9 billion per year
FAA budget total, something else will have to
be cut if Operations goes up each year. It won’t
be AIP, because that is the one category that
is on the “mandatory” side of the budget. The
Research account is too small to matter. So the
account that takes the hit will be – you guessed
it – Facilities Equipment (a.k.a. NextGen).
To illustrate the magnitudes, assume the
Operations budget increases by 5 percent in
each of FY2013, 2014, and 2015. By FY2015, it
would have increased from $9.653 billion to
$11.174 billion, and the four-year difference
would be $3.024 billion. Subtracting that from
the budget’s four-year total for FE ($10.906
billion) would reduce FE to $7.872 billion over
four years.
So FAA would have to defer some $3 bil-
lion of FE projects into future years, further
stretching out the transition to NextGen. (And
this example ignores the possibility of across-
the-board cuts in all federal discretionary
spending as a future deficit-reduction measure.)
Given this dismal outlook, one of the few
good elements of the bill is its approval of
provisions aimed at facilitating equipage of air-
craft to operate in a NextGen environment. For
example, last year Nexa Capital Partners pro-
posed an innovative NextGen Equipage Fund.
This is a creative effort to resolve the conun-
drum faced by airlines when deciding when to
make the capital expenditures to equip their
planes with systems to interface with NextGen
systems such as ADS-B, DataComm, etc.
Airlines (and business jet operators) rightly
fear that if they act too soon, FAA will fail to
deliver operational programs that interface
with their new onboard gear. So the Equipage
Fund would buy the hardware from suppli-
ers and get it installed on aircraft fleets, but
the aircraft operators would not start making
lease payments until the FAA capability was
operational (i.e., they would start paying only
when they started to get benefits from the new
systems).
That model would leave the Equipage Fund
holding the bag in the event of FAA delays.
Fortunately, the bill provides for equipage loan
guarantees from the government. That should
enable the Equipage Fund (and others) to get
moving on NextGen equipage – assuming DOT
and FAA make it a priority to get the loan guar-
antee provision up and running. £
Opinion
One Cheer for the
FAA Reauthorization
Robert W. Poole, Jr. | Director of Transportation Studies, Reason Foundation
Reprinted with permission
from the February 2012
issue of ATC Reform News.

16. 16 MANAGING THE SKIES | MAR/APR 2012
Perspective
O
n February 14th, President Obama signed
the FAA Reauthorization Act of 2012, pro-
viding the first such long-term appropria-
tions for the Federal Aviation Administration since
2007. The passage of this bill ends a five year battle
in the U.S. Congress to appropriate some $63 bil-
lion to fund the FAA through the year 2015.
FAAMA is pleased to see this chapter come to
a close, as we have invested significant resources
into ensuring the inclusion of language requir-
ing the FAA to conduct an independent study to
examine supervisory staffing levels of safety-
related positions. The results of this study will be
used to determine the appropriate future staff-
ing levels of these positions, which are needed to
ensure the safety and efficiency of the National
Airspace System (NAS). This comprehensive study
is to begin within 45 days of the signing into law
and we are anxious to see the results. FAAMA is
prepared to assist the Agency in designing and
completing this task.
I would like to thank FAAMA Legislative
Director Tony Tisdall, the Legislative Committee,
and Louis Dupart and Krista Starke of the
Normandy Group for leading the charge over the
many years. I also want to thank the Members
and Staff of the House Transportation Committee
and the Senate Commerce Committee, as well as
the Administration, who brought the bill to suc-
cessful conclusion. Job well done!
Mark my Word! Pay Freeze
and Pension Threats Are Real
In the House and Senate, politicians are con-
stantly searching for offsets to the growing
federal budget deficits. At the bull’s eye is
the federal employee’s money.
The last maneuver was a proposal
in a major House bill to increase the
amount government employees contribute to
their pensions. The provision was found tucked
into a section of The 2012 American Energy and
Infrastructure Jobs Act, also known as the high-
way bill that would require federal employees
and members of Congress to pay a total of 1.5
percent more toward their pensions over three
years beginning in 2013.
Fortunately, we caught it and our folks are on
it. But you would be wise to stay on the lookout
and alert us to any similar attempts to jeopardize
our benefits.
Mark the Time
Once again with the illusion of accelerating fre-
quency, we already are well into the new year of
2012. With the change of seasons, we mark time
and progress, assessing our path and adjusting
our course during this year of discovery.
My choice of the work “mark” gives me pause
to reflect upon the various definitions and con-
texts of the word itself. “Mark” can be a name, a
smudge, an indicator, a grade, a differentiator, an
accomplishment, and more.
There are marks for good and marks for
bad. There are marks made with intent to show
and marks intended to hide. Marks can be
made with purpose and others can be made by
mistake. Some marks are indelible while others
can be quickly wiped away or simply fade with
time. Suffice it to say, marks represent a broad
spectrum of expression.
Marks of Childhood
When we were boys, the good women in my life,
mom and grandma, would say, “Don’t leave that
cup on the coffee table. You’ll leave a mark.” We
also used to play a childish game called trading
licks. There was nothing like getting in a good
continued on page 18 †
Righton the
Mark
FAA Reauthorization:
“Mark it Done!”
A message from the president
THE ADVOCATE FOR AVIATION LEADERS

17. I
am pleased you recently signed a consultative
agreement with the FAA Managers Association,
Inc. (FAAMA) and have pledged to continue your
collaborative efforts to work together to ensure a
safe and efficient air traffic control system. In this
spirit of cooperation, I encourage you to move forward
with an in depth study on supervisor staffing in order
to provide guidance to the agency and keep Congress
informed about the appropriate levels of supervisors
and managers required to directly oversee day-to-day
personnel working in safety related areas.
This study on front line manager staffing requirements in
air traffic control facilities was included in both the House
and Senate long-term FAA reauthorization bills and has
bipartisan support. While it is possible that we will reach
an agreement on a comprehensive FAA reauthorization bill
before the current extension expires, I would like the FAA
to initiate this study because it is important for aviation
safety and to ensure a smooth transition to NextGen.
Thank you for your consideration and I look forward to
hearing from you.
Sincerely,
Jerry F. Costello
Ranking Member
Subcommittee on Aviation
Dear Acting Administrator Huerta,
December 20, 2011
Congress of the United States
House of Representatives
Washington, DC 20515-1312
MAR/APR 2012 | MANAGING THE SKIES 17

18. lick and hearing my raucous cohorts yell “Yeah! Good one,
man! That’s gonna’ leave a mark!”
If you were lucky enough to leave a bruise on your victim,
you could expect to get some mileage out of your accomplish-
ment for the next few days. Honestly, I don’t know why we
played such games or even thought it respectable to inflict
harm, but we did. Fortunately, we grew up. Bruises healed and
the marks faded.
Marks to Leave Behind
The trait of a typical FAAMA member is the desire to do
something good…to make a positive difference...to leave
their mark, if you will. I frequently hear members say that
their primary motivation for volunteering is their belief that
they have something valuable to give, and that they want to
leave an impression that matters.
continued from page 16 †
From a 02/14/2012
FAAMA Press Release:
David Conley, President of the FAA
Managers Association, praised
President Obama for signing the FAA
Reauthorization bill into law. President
Conley remarked, “This bill is a criti-
cal milestone for the FAA as the agency
moves to the Next Generation of Air
Traffic Control (NextGen).”
Conley continued by stating, “We are
especially pleased with the inclusion of
language mandating that the FAA conduct
an independent study of supervisory staff-
ing needs at our air traffic facilities. This
comprehensive study is to begin within
45 days and our association is prepared
to assist the agency in designing and
completing this task.” Section 604 not
only requires the study but also contains
FAAMA recommended language as to
what type of factors need to be considered
within this study.
President Conley stated, “Our association
has long called for more front line and
other managers throughout the air traffic
system. The impending controller retire-
ment wave, the influx of new controllers
and associated training, the increase in
reported safety concerns and report-
ing criteria, and the on-going transition
to NextGen technology requires that we
appropriately staff our facilities based
on actual need and not just on budget
limitations.”
From a 02/10/2012 Letter
signed by the FAA Managers
Association from the Federal
Postal Coalition regarding
the American Energy and
Infrastructure Jobs Act:
On behalf of the five million federal and
postal workers and retirees represented
by the undersigned organizations, we
urge you to reject the American Energy
and Infrastructure Jobs Act (H.R. 7) in
its current form based on its underly-
ing financial provisions. The legislation
is financed, in part, by a reduction in
the hard-earned pensions of federal and
postal workers…
This is a blatant and cynical attempt to
require public employees to bear the bur-
den of financing public infrastructure,
setting a dangerous precedent that civil
servants should serve as the “pay for”
regardless of whether legislation impacts
the federal workforce…
These reductions in retirements benefits
are a vicious assault on over two million
workers currently employed by the federal
government… Further cuts like the ones
proposed to pay for H.R. 7 will impair the
government’s ability to attract and retain
the best and the brightest to public service.
From a 01/17/2012 Letter
from the Government Managers
Coalition to the Director of
the U.S. Office of Personnel
Management (OPM):
“…We are writing to express our seri-
ous concerns with the current annu-
ity processing backlog, interim payment
amounts, lack of standardized information
on annuity payments, and length of pro-
cessing time that many retirees experi-
ence with the OPM.
…We understand that OPM has attempted
to modernize its system since 1998… We
know that OPM is aware of these issues and
is working to address them. We also under-
stand that the process of determining and
finalizing annuity payments is complex…
Added to this is an outdated, virtually non-
existent technological system for process-
ing annuities…
We suggest there should be consistent
information provided to agency human
resource offices that can be easily dis-
seminated to employees experiencing
the retirement process…We urge you to
examine this issue and to take immediate
action to ensure that any remaining back-
logs are addressed and that OPM provides
clear, accurate, and standard information
to retirees regarding the payment sched-
ule they can reasonably expect…
We would appreciate an update on
how OPM is addressing the retirement
backlog, strategies for responding to
increased demand, and ways in which
we may assist you…
From a 12/2/2011 Letter
from the Government Managers
Coalition regarding the Temporary
Tax Holiday and Government
Reduction Act, S.1931:
“…S.1931…would pay for an extension of
the payroll tax holiday by freezing federal
employee pay for an additional three years
and arbitrarily reducing the size of the fed-
eral workforce…
Applying another multi-year blanket
freeze on federal pay constitutes a reduc-
tion in take home pay, which intensifies
the financial strain already shouldered by
these public servants and does nothing to
stimulate the economy…Congress should
also seriously consider whether arbi-
trary cuts to the federal workforce will
decrease spending in the long run…
Many studies on the effects of the pro-
posals in the 1990s to reduce personnel
have concluded that arbitrary measure
to cut or force out employees did not
make government more efficient and, in
fact, cost more in the long-term as agen-
cies eventually had to increase hiring to
reduce backlogs…
18 MANAGING THE SKIES | MAR/APR 2012

19. MAR/APR 2012 | MANAGING THE SKIES 19
One of my family’s favorite vacation des-
tinations is the beautiful Shenandoah Valley.
Whether taking in the magnificent vistas of
the Blue Ridge or immersing in the history
of Lexington’s Virginia Military Institute or
Washington and Lee University, southwestern
Virginia is a virtual cornucopia of splendor.
One of our favorite day trips is down to
Natural Bridge, Virginia. Among all the magnifi-
cence of the natural wonder, some 23 feet up on
the wall of the bridge, is a carving of the initials “G.W.” That
carving, as the story goes, was made by a young surveyor, work-
ing on behalf of Thomas Fairfax, sixth Lord Fairfax of Cameron,
who sought to leave a mark that would endure for generations.
No doubt, more than just an afternoon of etching, this
young man spent some time carefully engraving his initials
in a place that would not likely be eroded by flood waters and
that vandals could scarcely disgrace. The intent was obvious;
he wanted the mark to last.
While the carving successfully endured two centuries,
it is likely that history would have long forgotten the sig-
nificance of the letters “G.W.” on the side of a rock. Despite
his efforts to leave something lasting and significant, it was
destined to become nothing more than the obscured scrib-
bling of an ambitious young surveyor, whose life faded into
the oblivion of time.
That is…until he made a mark that really mattered.
Marks That Matter
Of course we all know that the significance of this young
man’s life was later distinguished not by works of vanity, but
by his service for our fledging country. The events that really
marked his life were crossing the Delaware, command-
ing the Continental Army, presiding over the Constitutional
Convention, and serving as our Nation’s first President with
astounding humility.
A lifetime can seem like a long time, but in reality, our
opportunities to really make an impact may boil down to
just a few years of our careers. In many cases, the summa-
tion of just a few weeks or even moments defines our mark
on history. A snapshot of the greatest men and women in
history reveals just how brief that opportunity can be.
Your time to act may be fleeting. How many times have
we heard the testimony of a reluctant hero saying “I was
just doing my job?” Or, “I did what anyone else would do in
that situation.” Heroes are found in everyday life and many
exhibit qualities of fearlessness, humility, inner strength,
helpfulness, and a heart to serve. Heroes in our lives are the
ones who want to make a small difference in the world.
Some of the best advice I ever received was given to me
while I was a young man praying for an opportunity to do
something great in my life. The gentle man suggested that
“Instead of trying to do something great, why don’t you
search for some small way to be of service and let God take
care of the rest?” That simple question has echoed through
my mind for over 35 years as a reminder that greatness is
about service.
What are the marks of a hero, you say? Too many are
searching for moments to shine, where the spotlight can be
on them. The real marks of a hero are humility, action, and
availability. Heroes display courage to act in the face of fear
and potential sacrifice, and make themselves available at a
place and time when it matters.
Steve Jobs may have said “I want to put a ding in the
universe.” Most of us could be better off being a little less
grandiose. Personally, I just hope I can put a ding in the little
world in which I live.
Mark Me Down
Every leader leaves a mark. But the question is…what type of
mark will it be? When you study the stories of leaders, many
did not know the significance of their actions until long after
they had done it. Have you thought about what people will
remember about you when you are gone?
I learned from researching family genealogy that future
generations will remember little about who I am or what I
did in my life. In their study of me, most will just encoun-
ter the dates of my birth and my demise. My whole life will
be summarized by the dash in between…a small horizontal
mark. If I am going to leave a mark worth remembering, it
must be something more…something that others will value.
I’ll close with this – in the 2005 movie “Batman Begins,”
Bruce Wayne’s girlfriend Rachel Dawes tells him “Bruce,
deep down you may still be that great kid you used to be…
but it’s not who you are underneath. It’s what you do that
defines you.”
The only way to respond to that kind of admonition is
through deeds. Who was it that said, “Be the change you
want to see in others” ? Whether big or small, leave a mark
that matters!
“Carve your name on hearts, not tombstones. A legacy
is etched into the minds of others and the stories they share
about you.” – Shannon L. Alder £
The Advocate for Aviation Leaders
David Conley, President
FAA Managers Association, Inc.
“Carve your name on hearts, not
tombstones. A legacy is etched into
the minds of others and the stories
they share about you.” – Shannon L. Alder

20. THE ADVOCATE FOR AVIATION LEADERS
Making Time Count!
Time is an expensive commodity. Once
spent, time cannot be redeemed at any price.
Hourglass Travel Events (TE) was created
out of our passion to encourage people to rec-
ognize the value of time in their hectic sched-
ules and “Make Time Count” with those they
love most.
“Making Time Count” can be difficult to
accomplish on a vacation or at an event, if
planning doesn’t take place before departure.
More than likely, without planning, more
time is wasted than enjoyed because of the
lack of knowledge and learning curve that
experiencing a new destination may bring.
Walt Disney World®
Theme Parks and
Resorts are no exception to the need for plan-
ning. Most families are overwhelmed with
resort, park, dining, entertainment, ticket,
transportation, and scheduling choices when
they begin the exploring process to one of the
world’s largest and most popular attractions.
If they don’t plan, depending on their ability
to adapt quickly, they find the task of navigat-
ing and gaining their bearings on Walt Disney
World®
Property simply daunting.
So rather than “making time count,” they
may leave feeling their time was wasted and
valuable opportunities were lost. There is
nothing worse than the feeling of gaining no
return on your investment in an expensive
vacation. That is why many vacation destina-
tions have few returning guests.
This is where the concierge services of
Hourglass TE assist families and groups in
maximizing the value of every hour spent
at all Disney Destinations. Hourglass TE
has earned the accreditation of Authorized
Disney Vacation Planner from Walt Disney
World®
Travel. While many agencies claim
they have this status, the ones who are
Beth and Tony Cox
Owners, Hourglass
Travel Events*
32nd
Annual Gathering of Eagles
Disney’s Coronado Springs Resort | Orlando | October 14-18, 2012
*Hourglass Travel Events
features all Disney Destinations,
working in association with
MyTravelElf, a Disney-focused
agency that excels in custom
planning for individuals and
large groups.
Faa Managers Association
20 MANAGING THE SKIES | MAR/APR 2012

21. MAR/APR 2012 | MANAGING THE SKIES 21
actually certified are few and far between. The
accreditation requires continual updating in
industry education and specifically tested knowl-
edge of all Disney Destination products.
Beth began working in the travel industry in
2001 with a nationally recognized travel agent
that primarily focused on Disney Destinations.
Over the last 11 years, this focus in combina-
tion with her experience from 150 plus over-
night stays, has created the opportunity for her
and her family to have the privilege of work-
ing directly with the Travel Channel, Disney
Vacation Club, and Disney Travel Company on
many nationally broadcasted ventures that
featured the Cox Family at Walt Disney World®
Parks and Resorts. We believe in the Disney
Products so much that our family owns one of
the single largest point contracts within the
Disney Vacation Club program.
At Hourglass TE, we take pride in the
unique experiences we have gathered in our
travel to international destinations with our
eight children over the last 21 years. Successful
agents and event planners have migrated toward
specializing by destination within the travel
industry. Beth narrowed her focus and expertise
on custom plan-
ning vacations,
group events,
and reunions
for companies,
families, and
couples to a single
product, Disney
Destinations.
“We love tell-
ing people that
we have actually stayed in all of the Walt Disney
World®
Resorts, dined in all of their restaurants,
and experienced just about every entertain-
ment venue within and outside of the parks that
anyone may want to consider for their own event
The access to quality
training, quality food,
and wholesome entertain-
ment is unmatched for a
convention venue.
“Making Time Count”
Complimentary to all FAAMA convention registrants,
Hourglass TE will be providing the following services:
¢¢ Assistance and advice on room accommodation dynamics
available to each family at Coronado Springs Resort. This
is important for extended families or families of five
or more who may require special arrangements.
¢¢ Management of each attendee’s free airport ground
transportation through Disney’s Magical Express.
¢¢ Arrange optional paid private transfers
or rental car reservations.
¢¢ Counsel on the purchase of the correct
park ticket options and value.
¢¢ Email and phone support on any questions regarding
your stay on Disney Property prior to your trip such as
Child Care, Nightlife Venues, Disney Entertainment
Shows like Cirque Du Soleil, celebrations and festivals
in the parks like the Epcot Food and Wine Festival,
various park tours, Character Dining, and other options
and more to maximize your Disney experience.
¢¢ Cast Services assistance onsite at FAAMA convention
registration to aid in answering any last minute questions
and assistance to make your vacation smooth upon arrival.
Contact Tony@HourglassTravel.net to begin “Making Time
Count” for registration and convention information.
Hourglass TE Services
“Pixie Dust”
Hourglass TE also is pleased to offer customized, concierge
Vacation Planning services for FAAMA convention registrants
at a special rate to maximize family value. Our concierge
service includes exceptionally detailed and customized
planning for your entire stay. Our “Pixie Dust” service
permits you to completely enjoy your travel experience as
Hourglass TE plans the details of your trip, including:
¢¢ Taking your specific family dynamics (i.e. interests,
gender, age, size, etc.) into consideration as we research
the best park for you and your family to visit each day.
¢¢ A daily park plan unique to you and your travel group.
¢¢ All dining reservations booked for you in advance.
¢¢ Arranging extra experiences that will make
your trip uniquely “magical.”
¢¢ Tips on where to sit for shows, fireworks, and much more.
Your family’s custom vacation details will be presented
to you in a colorful itinerary to be used during your trip
to assist you in “making time count” and to provide a
keepsake of the great memories you will make.
Contact Beth@HourglassTravel.net to experience the “Pixie Dust”
for Disney Resort and vacation planning information.

22. or group’s dynamics. Our knowledge, experience, and education on Disney
Destinations make Hourglass TE and their team of experts an invaluable
resource for FAAMA convention attendees.
Walt Disney World®
has made it affordable and worthwhile for conven-
tion attendees to bring their families with discounted rooms, discount
convention park tickets and extended park hours at various parks for resort
guests. Walt Disney World®
has created a special convention division called
Disney Meetings to ensure that conventions are successful.
Hourglass TE is working closely with FAAMA and Disney Meetings to
plan events and experiences that assist convention attendees in maximizing
both their continuing education as well as time spent with their accompany-
ing family and friends. There will be great experiences available throughout
the week. The access to quality training, quality food, and wholesome enter-
tainment is unmatched for a convention venue.
Truly, you do not want to miss out on the opportunity FAAMA is provid-
ing by relocating to Walt Disney World®
. Hourglass TE looks forward to
helping you make the 2012 Gathering of Eagles Convention at Walt Disney
World®
an annual event for your family. £
»» President’s Reception October 14 at Epcot
Don’t miss the special President’s Reception
Sunday October 14th in Epcot. It will be a
spectacular event you will never forget. You
will want to arrive by midday on Sunday so
you will be able to join the group transfers
to these corporate sponsored events at Epcot
that will include a private viewing area for
the Illuminations Fireworks Show after a
dessert party.
»» Early Registration Discount Ends May 31
Early Registration ends on 5/31/12. The
FAAMA member registration fee before May
31, 2012 is $399 with a $100 rebate for stay-
ing at Disney’s Coronado Springs Resort.
Beginning June 1st, the FAAMA member reg-
istration fee increases to $500 and on October
1st increases again to $550.
I
nspired by the explor-
ers who searched for
the fabled Seven Cities
of Gold, Disney’s Coronado
Springs Resort celebrates
the character and traditions
of the American Southwest
and northern Mexico. Here,
palm-shaded courtyards
and Spanish-style haciendas
create the perfect climate
for business and pleasure.
You can soak up the sun at
a five-story Mayan pyramid
that towers over an elaborate
themed pool area, or indulge
in the flavors of Mexico, the
Caribbean and South America
at Maya Grill.
Amenities
Three themed villages sur-
round a beautiful, 15-acre
lake; La Vida Health Club,
massage, tanning; themed
feature pool plus three
quiet pools; sand volleyball
court; bicycle rentals; water-
craft rentals; nature walk;
hair salon; business cen-
ter; Wireless Internet (Wi-Fi)
access throughout conven-
tion center and lobby common
areas, in-room high speed
Internet access; Access to
championship golf courses.
Room Features
All guest rooms have two
queen-size beds or one king-
size bed, flat-screen LCD
television with swivel stand,
high-speed Internet access,
built-in refrigerator, ceiling
fan, coffee maker, and in-room
safe; Guest room amenities
include I-home clock radio and
docking station, telephone
with separate data port, ergo-
nomic work desk and chair,
hair dryer, iron with ironing
board, and vanity area with
sliding privacy doors.
Dining Locations at Disney’s
Coronado Springs Resort:
Maya Grill: Latino cuisine in a
full-service setting
Pepper Marke: Interactive
dining with a variety of counter-
service selections
Rix Lounge: Experience
vibrant nightlife in an upscale
setting while enjoying light food
options and specialty cocktails
Café Rix: Lounge offering
specialty drinks and regional
snacks
Francisco’s: Lounge offering
specialty drinks and regional
snacks
Siesta’s: Poolside bar and grill
Disney’s Coronado Springs Resort
Hourglass TE has negotiated a discounted room rate for multiple days either prior to or
following the Gathering of Eagles Convention – so maximize your time by coming early and
staying late!
We strongly encourage families to plan to be onsite longer than the convention days in order
to maximize the value of their stay. Below is information on the Coronado Springs Resort:

23. MAR/APR 2012 | MANAGING THE SKIES 23
T
hroughout the past year, as we have
conducted numerous retirement semi-
nars for the FAA, there is one question
that continues to be raised time after time:
“Are they going to change our retirement
plan?” Unfortunately, the answer to that very
important question is a little complicated.
But, we will try and clarify a few of the ques-
tions and answers that are out there now.
Legislation has now been introduced
by Representative Dennis Ross (R-FL) that
would increase the amount federal employ-
ees would be required to pay towards their
retirement plans. The legislation, H.R.3813,
Securing Annuities for Federal Employees Act
of 2012, can be read in its entirety at http://
www.gpo.gov/fdsys/pkg/BILLS-112hr3813ih/pdf/
BILLS-112hr3813ih.pdf.
At the time of this writing, the Bill
has been reported out of the Government
Oversight and Reform Committee. It incor-
porates this language in Title XVI pages 913
– 925 (the link appears below) in the massive
transportation bill (H.R. 7), which is more than
900 pages long. This was added by the House
Oversight and Government Reform Committee
as an offset for new federal spending.
There is also Keystone Pipeline language
in Title XVII. These provisions are non-start-
ers for the Senate, but are continuing evi-
dence of Federal employees being seen as a
piggy bank to pay for either deficit reduction
on new spending. Here is the link to the Bill:
http://docs.house.gov/billsthisweek/20120213/
CPRT-112-HPRT-RU00-HR7RCP.pdf.
First, the bill would increase the amount
the current federal employee is contributing
to the Civil Service Retirement System (CSRS)
or Federal Employee Retirement System
(FERS) by 0.5 percent a year for three years
starting in 2013. This would raise the total
contribution to 8.5 percent for CSRS employ-
ees and 2.3 percent for FERS employees.
Bill Creates a New Category
of Federal Employee
Beginning in 2013
The next section of the bill discusses the
creation of a new category for Federal
Employees called Secure Annuity Employees
(SAE). An SAE employee would be anyone
hired by the government starting in 2013
and who has less than five years of previous
federal service. For SAE employees, their
pension would be calculated with a high five
instead of a high three calculation. Also,
their pension calculation rate would be 0.7
percent.
This is less than the FERS employees
now who receive 1 percent if they are under
62 years of age, and a 1.1 percent calcula-
tion if they are 62 or over, with 20 years of
service. For SAE employees who are special
provisions (i.e., air traffic controllers, law
enforcement, or fire fighters), their contri-
butions would be at 10.7 percent and their
pension calculation rate would be at 1.4 per-
cent their first 20 years of service, and 0.7
percent for any subsequent years.
Finally, the bill addresses the FERS sup-
plement plan, which provides a supplement
to FERS employees who retire before age
62 and are not yet eligible to receive their
social security benefits. While this supple-
ment will remain, the bill that has been
introduced would eliminate the Supplement
for new retirees starting in 2013, except for
those who are required to retire early (i.e.,
special provisions employees).
As mentioned earlier, this bill is still
in the infant stages and will most likely go
through a number of changes. We encourage
you to contact your Congressman and stay
informed by talking with a federal retire-
ment expert. £
Money Talks
The Government’s
“New” Retirement System
“Are they going to change our retirement plan?”
Glenn Livingston and Michael Livingston | Livingston Federal Employee Retirement Planning
To reach Michael Livingston
or Glenn Livingston, call
800.752.8992, or visit them online
at www.LivingstonFederal.com.
Registered Representatives of
INVEST Financial Corporation
(INVEST), member FINRA/
SIPC. Securities, advisory ser-
vices and certain insurance
products are offered through
INVEST, and affiliated agen-
cies. INVEST is not affiliated
with Livingston Financial Group,
Livingston Federal or any gov-
ernment agency. INVEST does
not provide legal or tax advice.
#90273-020713.

24. 24 MANAGING THE SKIES | MAR/APR 2012
EXPO
US Sport Aviation
This was the ninth year that the Sebring Florida Regional Airport
has hosted the US Sport Aviation EXPO held January 19-22, 2012,
and the second year that the FAA has manned a temporary tower for
the event. We put together a temporary tower team of 21 consisting
of technicians, controllers, front line managers, and operation
managers who helped make the record-setting four-day event come
off without a hitch.
THE ADVOCATE FOR AVIATION LEADERS
Bert Simpson
Orlando Air Traffic Control Tower
Air Traffic Manager and Air Traffic
Manager, US Sport Aviation EXPO
Sebring
»» Learn More
About Chapter 218
Bert Simpson is a member of
FAAMA Central Chapter 218
in FAAMA’s Southern Region.
For more information about
Chapter 218, contact Chapter
President Craig Osekowski at
craigoz@aol.com or Southern
Regional Director Billy Reed
at breed@faama.org.

25. MAR/APR 2012 | MANAGING THE SKIES 25
S
ebring, which has long been known for its annual auto
race that dates back to the 1950s, is now gaining fame for
its annual Sport Aviation EXPO that focuses on the grow-
ing popularity of light sport aircraft. The Hendricks Field Control
Tower was built for the Army Air Corps and was used when the
field was an Air Force B-17 bomber training facility during WWII.
A temporary air traffic control tower was staffed and
associated equipment was set up in two days at the 70-year-
old Hendricks Field Control Tower. A non-radar approach
control-type facility also was set up on the top of a building
in nearby downtown Sebring to serve as a gateway into the
EXPO’s airspace.
With controllers spotting for aircraft and a control fre-
quency, the controllers and supervisors were able to set up
and sequence an organized flow of aircraft to the airport. The
temporary tower’s capacity was tested right from the start on
Saturday, January 21 with more that 200 flights in each of the
first two hours of operation.
During the four days of the 2012 Sport Aviation EXPO,
the temporary tower safely worked 3,434 operations in just
eight hours of work each day. On the Friday and Saturday of
the show, the tower was the busiest in Florida, despite only
being open eight hours each day. On Saturday, from 9 a.m.
to 5 p.m., the temporary tower was the busiest in the world,
working 1,256 operations during the eight hours it was open,
which were 288 operations more than the second busiest
tower at Chicago O’Hare.
The EXPO recorded a total of 156 exhibitors with 149 aircraft
on display. Sebring Regional Airport Executive Director, Mike
Willingham stated, “There were approximately 16,000 attendees.
We are ecstatic with these preliminary results. The show saw
huge numbers of visitors on Friday and Saturday, and exhibitors
were very pleased. Ticket sales were approximately 15 percent
over last year’s numbers.”
The irony behind the FAA’s success is that some folks in the
community were worried about bringing in a big federal agency.
They were nervous that it would be a lot harder to fly in and out
of Sebring Regional Airport (KSEF) and to operate in the EXPO
demonstration pattern. Now, after the FAA’s second year of oper-
ating the temporary tower, they have come to realize that the
controllers are there to help make the EXPO a success.
The FAA will be back at the field in March for the Sebring
auto race, and again in January 2013 providing air traffic services
reimbursed by the Sebring Airport Authority. £
During the four days
of the 2012 Sport Aviation EXPO, the
temporary tower safely worked 3,434
operations in just eight hours of work
each day.
About the Author
Bert Simpson started his career as a control-
ler in 1982 at Ontario, California Tower. In 1984,
he moved to Los Angeles Tower as a control-
ler, becoming a supervisor in 1986. In 1990, he
moved to Burbank Terminal Radar Approach
Control Facility (TRACON) as a controller and
later moved into management as a supervisor.
In 1993, he moved to Washington National
Tower/TRACON (DCA). While at DCA he worked
several jobs: controller; plans and procedures
specialist; assistant manager for plans and pro-
cedures, and quality assurance and training.
From 1997 through July 2002, Bert worked as
the special projects manager at DCA for the
transition to a new Tower and TRACON. Next
he was support manager; operations manager;
and security manager for the Washington D.C.
area. He became an operations manager for
the Potomac TRACON in charge of the transi-
tion of the DCA TRACON to the new Potomac
TRACON in July 2002 until February 2003.
Bert then was selected as the Orlando Tower/
TRACON (MCO) operations manager. In 2006 he
was selected as the MCO support manager and held
this position until the Tower and TRACON became
separate facilities in January 2009. On January
4, 2009 he became the first staff manager of the
Central Florida Terminal Radar Approach Control
(F11 TRACON) and was promoted on October 21,
2011 as the MCO Tower air traffic manager.

26. 26 MANAGING THE SKIES | MAR/APR 2012
FAAMA families took home $16,500 in scholarships for the 2011-12
academic year thanks to the FAAMA-FEEA scholarship program and
FEEA’s general scholarship contest. A generous donation from the
BlueCross/BlueShield Federal Employee Program complemented the
money raised at FAAMA’s annual Gathering of Eagles convention for a
total of $15,000 in FAAMA-specific scholarships (15 at $1,000 each).
T
wo students also won FEEA scholar-
ships in addition to their FAAMA-
sponsored awards. In the eight years
the FAAMA-FEEA program has been active,
members and their families have won more
than $105,000 in scholarships.
The Federal Employee Education and
Assistance Fund (FEEA), a nonprofit organiza-
tion with a mission to help civilian federal and
postal employees, administers the FAAMA-
FEEA scholarship program. Students who
apply for the scholarship also are eligible for
FEEA’s other awards, including FEEA general
scholarships and the $5,000 FEEA-National
Treasury Employees Union scholarships.
Each year, FEEA raises money for its schol-
arship program through the Combined Federal
Campaign (CFC). The scholarships available in
each region are determined by CFC donations
in that area. FAA employees can contribute
using CFC Pledge #11185.
Candidates for the FAAMA scholarship
must have a 3.0 grade point average, study
at an accredited university, and be FAAMA
members, their spouses or college-age
children. Students compete by submitting
detailed applications that include transcripts,
recommendation letters, essays, and infor-
mation about their school and community
activities. Winners are chosen for their aca-
demic achievement and community service.
Applications are available from January to
March each year at www.FEEA.org.
The 2011-12 winners represent a terrific
cross-section of members, hailing from both
coasts and the heartland. They are studying
hard sciences as well as business and graphic
design and their future aspirations vary widely.
Keep reading to learn more about this incred-
ible young people.
FAAMA-FEEA Winner Profiles
Alivia Berry of Zionsville, IN was spon-
sored by her father, Jeffrey Berry, of the
Indianapolis Air Route Traffic Control Center
(ARTCC). Currently studying speech, lan-
guage and hearing sciences at Purdue
University, she aspires to help children over-
come their language disorders. Alivia volun-
teers in the school’s Audiology Clinic a few
hours per week and also is helping adoles-
cents and young adults with intellectual and
developmental disabilities as a member of
Best Buddies.
Danielle Biggio of Hampton, GA was
sponsored by her father, Terry Biggio, of
the Atlanta ARTCC. A freshman at Troy
University in Alabama, Dani is a nursing
student with plans to establish a clinic for
children in a third world country. She has
participated in a medical mission trip to
Nicaragua and also spends much of her free
time fundraising so she can return to the
mission field during spring breaks.
Saluting
15Robyn Kehoe
FAAMA-FEEA
Scholarship Winners
Director of Field Operations, Federal Employee
Education Assistance Fund
THE ADVOCATE FOR AVIATION LEADERS

27. MAR/APR 2012 | MANAGING THE SKIES 27
Meaghan Biggio of Hampton, GA was
sponsored by her father, Terry Biggio, of
the Atlanta ARTCC. Meg is a senior at
Troy University, soon to earn a degree
in Human Services with a nutrition
concentration and a minor in Spanish.
She is a Spanish tutor and also enjoys
working with children. Meg is very
involved in community service and stu-
dent ministries.
Rachel Byrd of Olive Branch,
Mississippi was sponsored by her
father, Chris Byrd, of the Memphis Air
Traffic Control Tower (ATCT – MEMT).
Rachel is a graphic design major at
Delta State University where she also
tutors second graders in the local com-
munity through the Bolivar County
Literacy Center. She would like to own
her own art studio where, “kids can
come to use their imaginations, express
themselves and explore new horizons
through different mediums.”
Christina Cerovsky of Fort Worth,
TX was sponsored by her father, Roger
Cerovsky, of the Atlanta ARTCC. A pre-
med biology major at Georgia State
University, Christina plans on becom-
ing a doctor and working with children.
She volunteers at a local hospital and
through CareNet in Atlanta. Christina
also is a DNA researcher at a campus
lab, working to identify potential antibi-
otic treatments for resistant viruses.
Christopher Cerovsky of
Fayetteville, GA was sponsored by
his father, Roger Cerovsky, of the
Atlanta ARTCC. He is a sophomore at
Mississippi State University where he is
a pre-med biology major with aspira-
tions to become either a cardiothoracic
or trauma surgeon. Christopher is a res-
ident advisor on campus and also tutors
underclassmen.
Stephanie Emmert of Keller, TX
was sponsored by her father, Russell
Emmert, of the Fort Worth ARTCC. She
is a senior business management major
at Dallas Baptist University with plans
to eventually start her own business.
Stephanie has been playing soccer since
she was 4-years-old and has continued
to play at the collegiate level.
Sydney Green of Pembroke Pines, FL
was sponsored by her mother, Karen
Green, of the Miami ARTCC. She is a
junior at Harvard, majoring in the his-
tory of science. Sydney plans to work
in the non-profit sector before earn-
ing a medical degree and becoming
an OB/Gyn. Her volunteer work for the
Peer Health Exchange on campus has
focused her career goals on finding a
way to have a positive impact on teens
and their reproductive health.
Jen Hulsey of Genoa, IL was spon-
sored by her mother, Anne Hulsey of
the Chicago Terminal Radar Approach
Control Facility (TRACON). She is a
freshman at Kishwaukee Community
College with plans to study archi-
tecture. Jen has been inspired by her
mother’s example balancing career
and family and looks forward to a life
doing what she loves and giving back
to the community.
Bronson Mock of Eugene, OR was
sponsored by his father, Thomas
Mock, of the Eugene ATCT. He is pur-
suing a degree in electrical engineer-
ing at Oregon State University and
hopes to work in the field of renewable
energy after graduation. Of his par-
ents, Bronson says, “They were always
encouraging me to try my hardest, but
they were never demanding… Their
undemanding support and encourage-
ment caused me to want to succeed and
to honor the trust that was given me.”
Morgan Price of Lee’s Summit, MO,
was sponsored by her father, David
Price, of the Kansas City District,
Central Terminal Operations. She grad-
uated from Spelman College and is
now studying dentistry at Creighton
University. Morgan enjoys running and
reading and also is sometimes known
as “movie girl” – she has watched
Titanic 15 times!
Kyle Serreyn of Lakeville, MN was
sponsored by his father, Paul Serreyn
of the Minneapolis ARTCC. An exercise
science/pre-med major at Creighton
University, he plans to pursue a career
in medicine. Kyle’s membership on the
Minnesota Junior Elite Triathlon Team
inspired him to consider a career in
sports medicine. He says, “If I weren’t
planning on attending medical school,
I would pursue a career as a profes-
sional triathlete.”
Connor Stevenson of Saugus, CA
was sponsored by his father, Craig
Stevenson, of the Los Angeles ARTCC.
Connor plans to attend dental school
after graduating with a degree in
biology from Cal Poly Pomona. In
addition to volunteering at the UCLA
dental clinic, Connor also spends his
free time helping to design and build
Cal Poly’s Rose Parade float. Says
Connor, “It’s really fun to see the final
product of a year’s worth of hard work
and planning.”
Rachel Tracey of Geneva, IL was
sponsored by her father, William
Tracey, of the Chicago C90 District
Central Terminal Services. Rachel is a
sophomore studying Air Traffic Control
and business administration at Lewis
University. She was inspired during a
third grade trip to her father’s office
on “Bring Your Kid to Work Day.” Says
Rachel, “I was fascinated. I still have
the notebook I brought with me that
day… My dad got me interested in
his line of work by taking me to the
Chicago Air and Water Show as well
as air museums around the country,
and I knew I wanted to be involved in
aviation.”
Shannon Voss of Foster City, CA was
sponsored by her father, Robert Voss,
of the Chicago Midway ATCT. She is a
sophomore at Biola University, study-
ing biology with plans to become a
pediatric trauma doctor. Shannon
believes strongly in public service,
saying, “I think that participation
in public service as a young adult is
extremely important. From experi-
ences with volunteering, tutoring,
and mission trips, I have developed a
greater respect for others.” £

28. 28 MANAGING THE SKIES | MAR/APR 2012
Michael Atkins
M
ichael Atkins is a Montana native
who very recently moved to
Alaska in October 2011, after
accepting a position as the Manager,
Northwest Alaska System Support Center
(SSC), Fairbanks District, in Anchorage.
He says that his move north to Alaska was
motivated by the desire for some new chal-
lenges and opportunities. “Alaska seemed
like the ideal place to experience these in a
very unique way.”
He began his FAA career in 1988 as an
Electronics Engineer in Billings, Montana,
after having graduated with a Bachelor
of Science in Electrical and Electronic
Engineering Technology from Montana
State University, Bozeman. Mike thought
that work with the FAA would be interesting
and felt that the job helped provide a
needed service to the flying public. Mike
held various FAA Technical Operations
positions as an Electronics Engineer and
then transferred to a SSC Coordinator in the
Salt Lake City Sector Maintenance Officer
(SMO) in 1998. In 2003 he was selected as the
Manager, Yellowstone SSC, Billings.
Mike is one of the newest members
of the FAAMA Alaskan Chapter 358. He
was recruited into FAAMA from long-time
friend and previous Chapter 358 President,
Krista Jeppsen.
Mike plans to attend the 2012 Gathering
of Eagles convention in Orlando, Florida.
Mike is an avid Harley Davidson motor-
cycle rider who also enjoys many outdoor
activities, such as skiing, camping, and fish-
ing. Two years ago he rode his motorcycle
cross-country from Billings to Key West,
Florida, and back home for a total trip of
over 6,000 miles. £
Atkins
THE ADVOCATE FOR AVIATION LEADERS
Spotlight on an Aviation Leader
“I joined FAAMA because the current budget and political climate
requires that managers, especially front line managers, have an
advocate. After becoming a FAAMA member, I decided to attend
the national conference to get a feel for the organization. The entire
event was both professional and interesting. My favorite part was the
featured speakers. These individuals provided both inspiring and
informative messages.”
Spotlight on an Aviation Leader
Professional Profile
»» Interested in
More Information?
FAAMA Alaskan 358
Chapter President is
Gordon Edmiston and
the FAAMA Alaskan
Regional Director is
Darla Gerlach. Contact
Darla at DGerlach@faama.
org to obtain more
information about the
Alaskan Chapter.
Join FAAMA Today!
To join go to www.faama.org/join
FAA Managers Association
2957 Heirloom Lane, Greenwood, IN 46143
Fax: (720) 920-1552 | Email: tdury@faama.org