Cover Image

Not for Sale



View/Hide Left Panel
Click for next page ( 25


The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement



Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 24
24 Guidebook for Conducting Airport User Surveys to be fingerprinted and photographed at the badging office. The issues that will need to be carefully addressed The fingerprints are then sent to the Federal Bureau of in badging survey staff include the following: Investigation for a criminal background check. This process can take several weeks. If there is no record of any offenses Every member of the team will need to be that would disqualify them from being issued a badge, they badged if the surveying is to be done post- then return to the airport badging office to pick up their security, and even for surveys conducted pre- badge. When the survey is over, the employer is responsible security, many airports require the survey team for ensuring that the badges are returned. to be badged. To facilitate this process, the airport should designate an Some highly competent field staff from private authorized staff member to coordinate with the survey con- contractors will not pass the required screening tractor and approve the badge applications for survey field and thus will be ineligible to be badged. Air- staff. This person should also coordinate with the Trans- ports are also unlikely to allow these people to portation Security Administration staff at the airport to work elsewhere on their premises. The require- ensure that they are aware that the survey is being con- ments for badging are extremely stringent, and ducted and address any concerns or local requirements that they need to be carefully explained to any out- they may have. side vendors. If a team member quits, it will take time to 2.9 Contracting External replace that person if the replacement needs to Resources be badged. It is also reasonable to assume that field interviewers will quit, with the number 2.9.1 Reasons for Using External Resources being more or less inversely proportion to the All or part of the work of a survey project may need to rigor with which they are screened. It is also be contracted out for a number of reasons, including the important to remember that the challenges of following: interviewing at an airport--a lot of walking, lengthy periods of standing, crowds, and noise-- The lack of specialized expertise in survey design or imple- will overwhelm even some people who are mentation within the airport or sponsoring agency. among the best interviewers in other situations. Internal personnel may not have enough time to design and implement a survey project. Over-hiring is essential--the only question is by The need for objectivity and a fresh viewpoint that a con- how much. Unfortunately, there is no simple tractor can provide. formula to predict this; recommendations range The lack of an in-house team of trained and experienced so widely that only experience is the best guide. survey interviewers. Absent experience, it is wise to allow plenty of extra time in the schedule for a first venture. The following subsections present key issues specific to the Information in Sections 4.6.1 and 4.6.5 on selection contracting of external resources for airport user surveys. of field staff will help in reducing staff turn-over. They are not intended to be a guide on the entire contracting process. The protocol for issuing badges and the time required varies from airport to airport. It is important to identify the procedures that will 2.9.2 Preparing the Request for Proposals need to be followed and allow for this in survey A competitive procurement process is normally followed planning. Where contract personnel are to be to select a contractor. Even if the airport or sponsoring agency used, it is essential that potential contractors are has the authority to select a contractor without competitive informed of the procedures and time required bidding, it is important to document the requirements for the before they submit bids. contractor. A potential contractor should not be expected to The staff time and costs involved in badging make assumptions about any significant factors. The RFP contract personnel need to be included in the should include the following terms of reference: survey budget. Background information leading to the need for the survey. Results of previous similar studies, if applicable.

OCR for page 24
Planning a Survey 25 The purpose of the survey, definition of the population to be surveyed, and the specific infor- mation to be collected. The nature of the services to be provided (e.g., survey design only, survey design and implemen- tation with contractor's interviewers and supervision, survey design and supervision of inter- viewers employed by the airport, data analysis, and report preparation). Any decisions that have been made regarding the survey methodology, survey frequency, desired accuracy, sampling strategy, and questionnaire content. Any assumptions that have been made. The nature and scope of the analysis and reports required. Materials and services to be provided by the sponsor and by the contractor, particularly dur- ing implementation of the survey, such as security clearances; trained interviewers, employ- ees, or volunteers; and parking passes. Relationship to other information, such as ancillary data that the sponsor will be collecting or data obtained in previous surveys. Any requirements to be consistent with other surveys (to ensure that results are comparable over time or with surveys in other areas). Expected schedule for reviews, approvals and deliverables. Required qualifications of the contractor. The evaluation criteria. An indication of the available budget. Not every item on this list will necessarily apply in every case, but any exclusion from the RFP should be the result of a conscious decision. 2.9.3 Proposal Evaluation and Contractor Selection Criteria for evaluating the proposals should be prepared and included in the RFP. Suggested evaluation criteria include the following: Demonstrated understanding of the survey requirements and issues that should be addressed. A realistic approach that addresses the purpose of the survey and information to be collected and analyzed. This approach should be "creative" when the approach is not specified in the RFP or when the bidder feels strongly that the sponsor's approach is not suitable. Demonstration that the proposed sampling plan, if not specified by the sponsor, will be sta- tistically valid. Qualifications of the firm and any subcontractors, as demonstrated by previous similar proj- ects, including client references. Qualifications and experience of the proposed professionals who will actually work on the survey, as demonstrated by participation in previous similar projects, and assurances of their availability. For survey field staff--qualifications of staff, including background of interviewers and super- visors, experience of interviewers and supervisors in conducting airport surveys, language skills, previous security clearances, and experience with electronic data collection devices if applicable; general training and planned training specific to the survey in question; and strate- gies used to retain staff and to replace interviewers that leave. Realistic work plan, including adequate quality control and reporting to the sponsor. Type and amount of resources for each task or phase of the project. Price (as part of the proposal or negotiated) that represents value for the services being pro- vided and the experience of the firm. (It is advisable to avoid automatically awarding the contract to the lowest-priced bid, unless this is a requirement of the contracting process.)