Schedulers and dispatchers
S&Ds play a crucial role in aviation safety and efficiency.
By Shannon Forrest
ATP/CFII. Challenger 604, G-IV
Contributing Writer
Dispatchers, although often overlooked, are an integral part of aviation’s efficiency, safety, and security. The role of the dispatcher is as old as aviation itself. The earliest commercial air service dates back to 1918, when the US Post Office established transcontinental air mail delivery.
At that time, the air mail service employed 745 people, which included a small group of dispatchers. Initially, the dispatcher’s job was straightforward – ensuring that a de Havilland DH4 aircraft was available and serviceable, the pilot was properly qualified, and the weather was suitable for air delivery.
If any of these conditions was not met, the dispatcher had the authority to switch the mail from air to ground transportation.
In 1925, the US Post Office contracted with airlines to transport the mail, thus transferring responsibilities to airline dispatchers. By 1928, dispatchers had the ability to communicate directly with in-flight aircraft, providing weather updates and field conditions at the destination. Airline travel was still in its infancy during the 1930s, and the public had many reservations about flying.
To address this uncertainty, a 1930 advertisement for Western Electric Aviation Communications Systems, which developed aircraft radios and 18 ground stations, stated that Boeing air transport pilots were “always in touch with dispatchers and weather observers along their routes.” This ensured timely and efficient flights by providing pilots with critical weather and field information along their routes.
Evolution of the dispatcher’s role
The concept of the airline dispatcher having operational control evolved naturally from the practices of the railroad industry. Early railroad telegraphers monitored track conditions and kept track of train positions, ensuring that 2 trains never occupied the same track space at the same time.
In the early 1930s, it made sense for dispatchers to perform a similar function in aviation. In many ways, aircraft dispatchers were the first air traffic controllers, particularly at busy airports. While they didn’t control aircraft takeoffs and landings directly, they were responsible for providing enroute handoffs to controllers in local towers.
This was a time before radar controllers monitored large sectors of airspace (eg, center controllers and TRACON). Anything beyond the local environment fell under the dispatcher’s purview.
In 1937, the role of air traffic controllers and dispatchers was formally separated due to an interline agreement designed to regulate air traffic. After the split, one of the dispatcher’s primary duties became negotiating altitudes and departure times – responsibilities similar to those of modern-day dispatchers.
Today, when we think of a dispatcher, we generally associate the role with scheduled airline (Part 121) or charter (Part 135) operations. Under these regulations, having a dispatcher is required. According to FAR 65.51, no person may act as an aircraft dispatcher in civil air commerce unless they hold an aircraft dispatcher certificate.
To obtain this certificate, a person must be at least 23 years old, able to read, speak, and understand English, and pass both a written knowledge test and a practical test covering a broad range of aviation-related topics. These topics include meteorology, federal regulations, air navigation principles, air traffic control procedures, aerodynamics, human factors, decision-making, and crew resource management (CRM).
In airline operations, dispatchers file flight plans, verify weight and balance in coordination with the load planner, and obtain weather information that is compiled and presented to the crew.
Corporate flight dispatchers
Under Part 91 operations, there is no regulatory requirement for a dispatcher, nor is there a licensing requirement for anyone serving in that role. Nonetheless, employing dispatchers is a common practice in corporate and private aviation. In some cases, dispatchers are required under a safety management system (SMS) or other company policies that enhance safety protocols.
Unlike airline dispatchers, who have clearly defined roles and responsibilities, corporate dispatchers may perform a variety of tasks. Often, dispatch duties are combined with scheduling responsibilities, resulting in the role of “scheduler/dispatcher.” These roles are distinct in the airline industry but are frequently merged in corporate aviation.
Formalized training is available for both dispatchers and scheduler/dispatchers. Many learning institutions offer courses that fulfill the requirements for obtaining an FAA dispatcher license.
For instance, FlightSafety International provides a course that meets or exceeds regulatory requirements, and tailors its curriculum to the specific needs of corporate dispatchers and schedulers. In addition, Universal Weather and Aviation offers a course called Essentials in Scheduling & Dispatch for Business Aviation.
Corporate dispatchers can have highly varied experience. Some may be highly proficient in pilot-specific terminology and aviation systems, while others may not have an in-depth understanding of certain technical aspects of flight.
However, scheduler/dispatchers serve as the link between flight crews, management, and other departments. They often ensure that operations comply with company policies and regulations. Modern technology has facilitated greatly both scheduling and dispatching, making these tasks more efficient and less prone to human error.
Modern dispatching technology
Most flight departments that employ dispatchers use software to generate flight routes and file flight plans. The specific responsibilities of a corporate dispatcher depend on the operator, but technology has made many aspects of flight planning simpler.
Older pilots may remember the days of spreading out IFR enroute charts on a conference table and using a highlighter to mark airways.
They would then call a weather service, like 1-800-WXBRIEF, to speak with a live person for weather briefings and flight plan filings. Today, all of these manual tasks have been replaced by digital tools.
Dispatchers can now use service providers such as Collins Aerospace ARINCDirect, or Universal’s Trip Support, to plan routes, file flight plans, obtain permits, secure landing slots, and conduct performance calculations. While these providers generate much of the data, dispatchers still play a vital role by inputting key information into the system.
The final product of a dispatch “release,” which includes waypoints and performance calculations, is delivered to the flight crew. In some cases, the dispatcher also tracks the flight, although this task can also be outsourced to other service providers. Companies like Jeppesen and ForeFlight are popular among smaller operators and single-pilot owner/operators who may fully outsource their scheduling and dispatch functions.
The flight operations system
As the size and complexity of a flight department grow, scheduling and dispatch responsibilities typically shift internally, and a flight operations system (FOS) is often employed. FOS software serves as a centralized hub, incorporating input from multiple sources to manage all aspects of the operation.
For example, Collins’ ARINCDirect FOS helps flight departments save time, reduce costs, and improve customer service. The software computes numerous variables, including fuel burn, weather, and flight planning, and also supports features that are useful to schedulers and dispatchers.
For instance, the system allows schedulers to check crew qualifications and recency of experience, ensuring compliance with FARs. The system also predicts staffing shortfalls, such as absences, training, or vacation time, and alerts schedulers that a contract pilot might be needed. Schedulers are then responsible for coordinating logistics for the contract pilot, including arranging accommodations, rental cars, and transportation.
In addition, FOS software can help schedulers quote charter prices by factoring in ancillary costs, such as parking, catering, and handling fees, offering a more accurate price estimate, complete with a profit margin. ARINCDirect FOS can be accessed through portable electronic devices (PEDs), and the data is stored on the PED so it can be used while the aircraft is in the air.
Risk management tools
One of the most powerful tools in corporate aviation operations is the Polaris Aero VOCUS system. VOCUS is a comprehensive SMS that adheres to ICAO standards and integrates with various operational tools.
Its goal is to improve safety and efficiency by taking multiple inputs and transforming them into actionable insights. A key component of VOCUS is the FlightRisk system, which identifies relevant risks associated with specific flights. FlightRisk aggregates objective data from sources such as weather, Notams, terrain, and instrument approaches, and calculates an overall risk score for the flight.
VOCUS can also integrate with other flight operation tools like ARINCDirect, ForeFlight, and other products, such as BART, Satcom Direct, and Airplane Manager. Moreover, VOCUS can work with systems like General Electric’s C-FOQA and FAA’s ASIAS, which provide additional objective data.
While VOCUS’s strength lies in its ability to provide objective, data-driven insights, some pilots have expressed concerns about the system’s disregard for subjective factors. For example, while VOCUS can analyze a pilot’s sleep history and schedule, it cannot assess whether a pilot feels too fatigued to fly, which is a critical subjective consideration. Ignoring this could lead to an increased risk that would not be captured by objective data alone.
In conclusion, while the dispatcher and pilot-in-command share responsibility for operational control, the pilot retains the final authority when it comes to the safety of flight. Balancing objective data with human judgment remains a key aspect of aviation safety.
Shannon Forrest is a current line pilot, CRM facilitator, and aviation safety consultant. He has more than 15,000 hrs TT and holds a degree in behavioral psychology.