or adapting a model in use outside the FAA. Even the FAA’s ATCS staffing model was deemed unsuitable for ASI purposes.
On the basis of these analyses, we therefore conclude that neither modifying current FAA models nor adapting those from the outside represents the most cost-effective strategy for the much-needed upgrading of the ASI staffing process. Although there is much to be gained from the ASAM and holistic efforts, we think that the present and anticipated future ASI staffing situation calls for development of an entirely new model.
In the next chapter, the focus therefore shifts to identification of the specific facets of the ASI situation that, based on our multi-source investigation, we think must be considered in developing an effective staffing model.