Flight Centric ATC: Reshaping the Supervisor Role

Abstract

The Flight Centric Air Traffic Control (FCA) concept represents a paradigm shift from the conventional sector-based air traffic management approach which requires a high level of coordination and communication, and can lead to uneven workload distribution between sectors. FCA aims to address these challenges by eliminating sector boundaries and allowing multiple Air Traffic Control Officers (ATCOs) to work within the same airspace. Instead of being assigned to specific sectors, controllers are responsible for individual aircraft from entry to exit within the entire FCA airspace. This new approach promises significant benefits, including increased airspace capacity, longer lookahead time for conflict resolution, and efficient workload distribution among ATCOs, leading to a potential reduction in the number of required controllers and lower fuel consumption. The transition from a sector-based Air Traffic Control (ATC) system to the FCA concept fundamentally changes the tasks not only of the air traffic controllers, but of other roles such as the Supervisor, who traditionally oversees operations in an Area Control Center and assists controllers in managing challenging traffic situations. To define the role of the Supervisor in the FCA context, a dedicated workshop was conducted with Ukrainian air traffic controllers and Supervisors, as well as operational, safety and human performance experts. The workshop had three major goals. First, it aimed to explore how the Supervisor’s general tasks and responsibilities change in FCA compared to a sector-based environment. Second, to assess the level of involvement of the Supervisors on FCA-specific operating procedures; finally, to determine which support tools are required to optimally carry out these tasks. The workshop discussions led to a clearer understanding of the impact of FCA on the Operational Supervisor. This paper summarizes the outcome of the discussions and describes the consensus reached by the group. In particular, one new task was identified, three required modifications, and two were considered obsolete. Participants also suggested that a new role might be required in FCA. Finally, three new tools or functions were discussed in some detail, and four might require major adaptations.