Narrative:

Shortly after receiving the controller in charge (controller in charge) position I noticed conflict alert activating at a sector. I used the 'see all' scope to observe the sector. I noticed aircraft X in conflict with an arrival that was descending. The controller at the sector had put a heading in the data block; so I thought he was taking care of the situation adequately. However; the aircraft did appear to get less than 6 miles away from each other. I immediately paged the two people who were on break the longest; and called the watch desk to inform them of the possible loss of separation. Three main factors contributed to this situation. Increased complexity and volume at the sector due to optimization of airspace and procedures (oapm). Although some of the routes help procedurally separate traffic; the new sectors have halved the previous sector's area; while increasing the vertical boundaries; effectively making the airspace 4 times more complex. I suggest an immediate reversion to the previous sector designs to prevent this from happening again. The new routes will still work in the old sectors.staffing has been critically low for a long time. Lack of funds for overtime; management's unwillingness to negotiate a fatigue mitigating schedule; and training without the bodies needed are all contributing sub-factors. We need to hire more people; pay the extra money to train them; and create schedules that employees like; to reduce leave usage. If there had been a radar assist available; this situation probably would not have happened.the previous controller in charge had not properly staffed the area for the level of traffic we were experiencing. Although most controllers are willing to work through a busy push by themselves; this was a perfect example of why they shouldn't have to. The previous controller in charge is recently signed off as a controller in charge; but management has not provided the proper list of controller in charge seniority since he was certified. Rather than comply with article 18; section 8 g. Of the cba; management put this employee at the top of the controller in charge list. This means he has been controller in charge almost every time he is in the area. Although he my be a competent controller in charge; this has unfairly taken away the opportunity for others to be controller in charge. I believe it has also encouraged complacency; which I believe was a factor in this situation. Management should be adhering to the cba.

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Original NASA ASRS Text

Title: ZLA ARTCC Controller reported a loss of separation between a flight of military aircraft and an arriving descending air carrier aircraft.

Narrative: Shortly after receiving the Controller in Charge (CIC) position I noticed conflict alert activating at a Sector. I used the 'See All' scope to observe the sector. I noticed Aircraft X in conflict with an arrival that was descending. The controller at the sector had put a heading in the data block; so I thought he was taking care of the situation adequately. However; the aircraft did appear to get less than 6 miles away from each other. I immediately paged the two people who were on break the longest; and called the watch desk to inform them of the possible loss of separation. Three main factors contributed to this situation. Increased complexity and volume at the sector due to Optimization of Airspace and Procedures (OAPM). Although some of the routes help procedurally separate traffic; the new sectors have halved the previous sector's area; while increasing the vertical boundaries; effectively making the airspace 4 times more complex. I suggest an immediate reversion to the previous sector designs to prevent this from happening again. The new routes will still work in the old sectors.Staffing has been critically low for a long time. Lack of funds for overtime; management's unwillingness to negotiate a fatigue mitigating schedule; and training without the bodies needed are all contributing sub-factors. We need to hire more people; pay the extra money to train them; and create schedules that employees like; to reduce leave usage. If there had been a Radar Assist available; this situation probably would not have happened.The previous CIC had not properly staffed the area for the level of traffic we were experiencing. Although most controllers are willing to work through a busy push by themselves; this was a perfect example of why they shouldn't have to. The previous CIC is recently signed off as a CIC; but management has not provided the proper list of CIC seniority since he was certified. Rather than comply with Article 18; Section 8 g. of the CBA; management put this employee at the top of the CIC list. This means he has been CIC almost every time he is in the area. Although he my be a competent CIC; this has unfairly taken away the opportunity for others to be CIC. I believe it has also encouraged complacency; which I believe was a factor in this situation. Management should be adhering to the CBA.

Data retrieved from NASA's ASRS site and automatically converted to unabbreviated mixed upper/lowercase text. This report is for informational purposes with no guarantee of accuracy. See NASA's ASRS site for official report.