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OCR for page 54
54 Integrating Airport Information Systems Security information is gathered and processed manually. Certain reporting is required by local, state, or federal law; for example, the number of arrests made and how they are handled must be recorded per state and/or federal law. Passenger wait times at screening might be tracked by Operations personnel, customer service staff, and/or from TSA reports available on the Internet. Wait times for international arrivals processing can be manually tracked by Operations or customer service staff. TSA or DHS direc- tives are usually manually tracked and significant ones transmitted to senior staff. Controlled access is mandated federally by Federal Aviation Regulation (FAR) 1542, and fed- eral agents inspect access practices and issue fines. Controlled access is vital to prevent crimes and terrorism. Controlled access includes an approved badge, which requires fingerprinting and a 10-year criminal history, and security access control systems that allow only authorized per- sonnel to access the secured areas of the airport. Badge requirements, including renewals, depend on the type of airport; authorization to the Security Identification Display Area (SIDA) requires additional training and clearances. Perimeter access also requires controlled access systems. Law enforcement records and record-keeping requirements and standards depend on whether the LEOs are employed by the airport, city, or state, and the rules of that employer. Information available to security and LEOs includes controlled access data, National Crime Information Cen- ter data, and State Crime Information Centers data. Airport Security might use the following types of systems: Operations daily logs, Police incident reports, TSA website, Controlled access systems, and Badge systems. Having budget, facilities, and operational information readily available and easy to manipulate improves the Security area's ability to respond quickly to incidents and customer service prob- lems or engage in contingency planning. The ability to enter logs and other written information into a system that organizes and categorizes the information and allows it to be easily accessed at the desktop of senior management would facilitate senior management's ability to have appro- priate information for rapid decision-making, identify anomalies, and take proactive action. Significant Metrics from Security Business-Critical Information The critical business information generated in the functional area of Security allows senior management to determine critical customer service metrics as well as assess the current security environment. TSA alerts, contacts, directives, and threat assessments must be promptly analyzed and can require immediate response. Metrics that provide budget and operational impacts per- mit management to understand and address those aspects. Metrics such as passenger security wait times and international arrival delay times focus management on the highest priority cus- tomer issues and provide the framework for planning and problem resolution. Table 4-17 lists business-critical information for Security. Public Relations Overview Customer complaints and media contacts can indicate areas that need management attention. The number and type of customer complaints and media contacts are usually tracked manually but can be entered into and tracked by customer service/response software.

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Airport Information 55 Table 4-17. Business-critical information for security. Business-critical Key Data information data elements Metrics source Police/LEO Shift log/incident or Incident or significant law Critical information Shift log/incident or significant law enforcement enforcement activity daily police reports activity Training records Successful completion of required Total hours per employee spent Personnel records training in training per required subject Screening wait times and Length of passenger wait times by Passenger wait times TSA, airport terminal delays screening location by hour; number operations, passenger of open (manned) screening stations services by hour; TSA staffing levels by hour and location U.S. Customs and Border Protection (airport security coordinates and monitors) Processing wait times and Length of international passenger International arrivals delays Customs and delays for international wait times for processing per hour; immigration, arrivals number of open (manned) customs operations, passenger and immigration processing stations services per hour Homeland/Airport Security DHS alerts Contacts by TSA/DHS Critical information TSA staff or industry alerts New security directives TSA/DHS directives; proposed Percentage impact to budget; TSA staff or industry (major changes) changes to approved security plan operational impacts alerts Breach of access or Details of breach (who, where, Operational and financial Access control perimeter control systems when, and how) impact systems, perimeter control systems, security camera analytics This information comes from many sources and is difficult to gather or track with automated systems. Most information in this area is gathered manually from staff notes or complaint cards and processed manually into a report for senior management. A few airports are beginning to use customer complaint service software to track and manage complaints and responses. If this information could be automatically transmitted to the airport divisions or staff who can resolve the source of the complaint or address the budget and planning issues raised by the complaint, airports would function more effectively and could proactively address problems. Air service information and indications of new or expanded services drive facilities and oper- ational planning, impact capital needs, and can affect operating budget significantly. Airline requests for new or expanded service are usually tracked manually and conveyed to senior man- agement as soon as possible. Data on existing air service, such as number of airlines, routes, fre- quencies, fleet mix, and airfares, can be tracked manually and reported to senior management regularly. Staff might track new or pending aviation legislation or regulations and give the infor- mation to senior management as needed.