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  • Incident Reporting Systems Summary

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    The IBM Center for The Business of Government
    26 Ansichten3 Seiten
    In this report, Dr. Mills offers a case study of the Federal Aviation Administration’s Air Traffic Organization (ATO) incident reporting systems that have evolved since the late 1990s. He describes the introduction of voluntary self-reporting of errors by air traffic controllers and the use of increasingly sophisticated electronic tracking equipment. He writes that, ironically, this better data collection initially alarmed external stakeholders—the traveling public and Congress. To them, it seemed that there was a dramatic increase in the number of operational errors. In fact, the increased reporting of incidents that had previously been undetected or unreported led to a greater understanding of trends and causal factors, thereby allowing ATO to put in place corrective actions. While this led to a safer air traffic system, it created political problems for the agency. Dr. Mills reports that ATO overcame these political problems by creating a new risk-based reporting system for the traveling public and Congress that demonstrated that the new elements of its incident reporting systems are contributing to greater safety. Based on the experience of ATO’s evolving incident report systems, Dr. Mills offers a set of strategic, management, and analytical lessons that could be applied by other agencies that may also be in the process of increasing the sophistication of their own incident reporting systems. Read the complete report: http://www.businessofgovernment.org/report/incident-reporting-systems-lessons-federal-aviation-administration%E2%80%99s-air-traffic-organization

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    In this report, Dr. Mills offers a case study of the Federal Aviation Administration’s Air Traffic Organization (ATO) incident reporting systems that have evolved since the late 1990s. He describes the introduction of voluntary self-reporting of errors by air traffic controllers and the use of increasingly sophisticated electronic tracking equipment. He writes that, ironically, this better data collection initially alarmed external stakeholders—the traveling public and Congress. To them, it seemed that there was a dramatic increase in the number of operational errors. In fact, the increased reporting of incidents that had previously been undetected or unreported led to a greater understanding of trends and causal factors, thereby allowing ATO to put in place corrective actions. While this led to a safer air traffic system, it created political problems for the agency. Dr. Mills reports that ATO overcame these political problems by creating a new risk-based reporting system for the traveling public and Congress that demonstrated that the new elements of its incident reporting systems are contributing to greater safety. Based on the experience of ATO’s evolving incident report systems, Dr. Mills offers a set of strategic, management, and analytical lessons that could be applied by other agencies that may also be in the process of increasing the sophistication of their own incident reporting systems. Read the complete report: http://www.businessofgovernment.org/report/incident-reporting-systems-lessons-federal-aviation-administration%E2%80%99s-air-traffic-organization

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    26 Ansichten3 Seiten

    Incident Reporting Systems Summary

    Hochgeladen von

    The IBM Center for The Business of Government
    In this report, Dr. Mills offers a case study of the Federal Aviation Administration’s Air Traffic Organization (ATO) incident reporting systems that have evolved since the late 1990s. He describes the introduction of voluntary self-reporting of errors by air traffic controllers and the use of increasingly sophisticated electronic tracking equipment. He writes that, ironically, this better data collection initially alarmed external stakeholders—the traveling public and Congress. To them, it seemed that there was a dramatic increase in the number of operational errors. In fact, the increased reporting of incidents that had previously been undetected or unreported led to a greater understanding of trends and causal factors, thereby allowing ATO to put in place corrective actions. While this led to a safer air traffic system, it created political problems for the agency. Dr. Mills reports that ATO overcame these political problems by creating a new risk-based reporting system for the traveling public and Congress that demonstrated that the new elements of its incident reporting systems are contributing to greater safety. Based on the experience of ATO’s evolving incident report systems, Dr. Mills offers a set of strategic, management, and analytical lessons that could be applied by other agencies that may also be in the process of increasing the sophistication of their own incident reporting systems. Read the complete report: http://www.businessofgovernment.org/report/incident-reporting-systems-lessons-federal-aviation-administration%E2%80%99s-air-traffic-organization

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    Improving Performance Series

    Incident Reporting Systems


    Lessons from the Federal Aviation Administrations Air Traffic Organization

    Russell W. Mills Bowling Green State University

    INCiDENT REpOrTiNG SYsTEMs: LEssONs FrOM THE FEDErAl AViATiON ADMiNisTrATiONs Air TrAFFiC OrGANiZATiON IBM Center for The Business of Government

    Executive Summary
    New data and information sources that measure agency performance are a major topic of discussion within the performance management community. Executives and managers in a variety of agencies have spent valuable resources collecting and analyzing data on how effectively employees are implementing the organizations mission. In many agencies, the outputs and outcome of the work of frontline employees are difficult or impossible to observe without innovative data collection techniques. The focus on collecting data is particularly important in high-reliability agencies, where poor performance can result in high-impact consequences such as a loss of life or large-scale disasters. Among the new sources of data used by many high-reliability agencies to measure performance are voluntary incident disclosures by employees and contractors, along with electronic incident or error collection conducted by frontline employees in operational or procedural agencies. Voluntary incident reporting programs encourage employees to report instances of non-compliance or violations of agency procedures in exchange for confidentiality and protection from punitive action. These reporting programs also give the agency frontline feedback on the hazards and risks of current operations, and provide an accurate account of how well the agency is performing its critical tasks. However, because of the highly sensitive and subjective nature of voluntarily submitted data, using this valuable resource to measure agency performance is complicated. High-reliability agencies have invested in new technologies to electronically collect data on the operational performance of employees. However, increased reporting of incidents can often be misinterpreted by agency leadership, unions, and members of Congress and can lead to increased oversight and public scrutiny (Mills 2010). This puts growing pressure on managers in high-reliability agencies to design performance indicators that can be used to honestly assess agency performance, while also addressing the concerns of both internal and external stakeholders. The purpose of this report is to explore the challenges and opportunities associated with the use of performance indicators in high-reliability organizations. Specifically, what concerns are important for managers and executives to consider before adopting and implementing new performance indicators that measure agency outputs and outcomes through the use of incident and error reporting systems? Additionally, what strategies are available to executives and managers in agencies, particularly high-reliability agencies, to design performance indicators that use these sources of data while also addressing the concerns of both internal and external stakeholders? These questions are addressed by presenting a rich case study that examines the evolution ofsafety performance indicators used by the Federal Aviation Administrations Air Traffic

    INCiDENT REpOrTiNG SYsTEMs: LEssONs FrOM THE FEDErAl AViATiON ADMiNisTrATiONs Air TrAFFiC OrGANiZATiON www.businessofgovernment.org

    Organization (ATO). The report identifies strategic, managerial, and analytical lessons learned from the FAA ATOs experience in using incident reporting systems to develop performance indicators: Strategic Lessons As agencies report more performance information, including incident reporting systems, there will be increased scrutiny of agency performance from external stakeholders. Agencies must proactively educate key stakeholder groups on new reported performance indicators and incident reporting systems. Agencies must develop indicators that are easily understood by external stakeholders. Management Lessons In order to be used by agency leaders for decision-making, data analytics processes must focus on reviewing performance information derived from incident reporting systems in a timely manner. Collaboration among managers and employees on the use of sensitive incident reporting performance information is critical to success. Analytical Lessons Agencies must balance the pressure to develop indicators in a timely manner with the need for rigorous indicators that effectively measure agency performance. Agencies need to develop and invest in rigorous analytical techniques to make the most of new sources of performance information from incident reporting systems.

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