To effectively implement risk-based decision-making in the oversight of a highly dynamic industry, the Flight Standards Service (AFS) needs to become an agile, effective, and consistent organization that operates with greater accountability, better use of resources, and change readiness.
This change requires a fundamental change in our culture.
· To fully incorporate interdependence, critical thinking, and consistency into the AFS culture, these behaviors are now embedded in each AFS employee's work requirements.
· To facilitate a more agile, effective, and consistent organization, AFS is in the process of reorganizing its structure from today's geography-based structure to one based on functions.
We expect this restructuring effort to:
· Provide a reasonable and balanced span of control at all levels
· Optimize organizational complexity
· Reduce or eliminate barriers to optimal allocation of resources
· Support alignment and collaboration
· Facilitate consistent development, interpretation, and application of guidance
· Enable the attraction, development, and retention of the right talent
· Enable open and effective communication
· Minimize redundancy
· Support safety culture
· Support core functions and priorities of Flight Standards
· Be accomplished in a manner that minimizes disruption to workforce and stakeholders
In the new structure, Flight Standards Service offices will align under four Directors, eight Deputy Directors, and 28 Division Managers.
The current regional structure will be replaced by four functional organizations; Air Carrier, General Aviation, Standards, and Foundational Business.
Flight Standards is committed to supporting other Lines of Business and regional organizations.
Please help us identify specific regional processes and needs so that we can best support those needs as we continue this transition.