Doing Business with the Transportation Security Administration
<FONT SIZE=2>Transportation Security Administration</FONT><FONT SIZE=2>400 7th St. SW</FONT><FONT SIZE=2>Washington, DC 20590 </FONT><FONT SIZE=2>(866) 289-9673</FONT><FONT SIZE=2>www.tsa.gov</FONT><FONT SIZE=2>Founded: </FONT><FONT SIZE=2>Nov. 19, 2001 </FONT>
IT Managed ServicesExplosives Detection SystemsStrategic Airport Security RolloutHuman Resources SupportXXXSPLITXXX-
Transportation Security Administration
400 7th St. SW
Washington, DC 20590
(866) 289-9673
www.tsa.gov
Founded: Nov. 19, 2001
Undersecretary of Transportation for Security: James Loy (acting, nominated for full position)
What it does: The TSA came about following the Sept. 11 terrorist attacks. Its main goal is to protect all national transportation systems from disruption by terrorists, although aviation security gets the most focus. The agency also facilitates airport passenger and baggage inspection and manages the federal air marshals.
Major subagencies: TSA is part of the Transportation Department.
Biggest changes of late: TSA would become part of the proposed Department of Homeland
Security, when that agency is formed.
NUMBER CRUNCHING
2003 budget request: $4.8 billion
2002: $1.34 billion
THINGS TO NOTE
*The 2003 budget is the first full year of funding for TSA. Included in the numbers is an estimated $2.2 billion in fee collections raised through passenger and air carrier fees as authorized by the Aviation and Transportation Security Act, which formed the agency.
*The Web site is simple and straightforward. In a sense, TSA is a consumer's agency, and I found the "Travelers & Consumers" link helpful. There is a long list of travelers' tips, and while the tips focus on air travel, they could apply to other modes as well.
MAJOR IT CONTRACTS
Prime: Unisys Corp., Blue Bell, Pa.
Value: $1 billion
Purpose: Unisys is responsible for building and operating the information technology infrastructure for all of TSA. The first two task orders under the contract are worth $244 million over the next year. Major teammates are IBM Corp. and DynCorp. There also are 28 other companies on the team.
The contract is performance based. If the agency and Unisys meet their objectives, Unisys gets a 5 percent bonus. If TSA doesn't meet its objectives but Unisys does, no bonus is paid. If TSA meets its objectives but Unisys doesn't, Unisys pays a 2.5 percent fee. If neither TSA nor Unisys meet their objectives, Unisys pays a 5 percent fee.
Unisys also will act as the agency's clearinghouse for new technology ideas. Companies that want to present a possible solution to TSA must go through an evaluation by Unisys first.
Primes: Boeing Co., Chicago, and Siemens Corp., New York.
Value: $1.37 billion
Purpose: The team led by Boeing and Siemens will install and maintain explosives detection systems at more than 400 U.S. airports. The team also is responsible for training 30,000 airport baggage-screening employees. Federal law mandates that all the baggage is screened by Dec. 31.
The contract also includes options for another five years to support the equipment. The contract requires the team to complete studies of passenger movement, architectural designs, structural changes and to coordinate the supply of 1,100 explosive detection system machines and up to 6,000 explosive trace detection devices.
Prime: Lockheed Martin Corp., Bethesda, Md.
Value: $490 million
Purpose: Support and coordinate the rollout of new security procedures at more than 400 U.S. airports as airport security is taken over by federal employees. Responsibilities include reviewing workstream processes, evaluating resource needs, developing a master plan and schedules and helping TSA communicate the plan to law enforcement, other government agencies and the private sector.
Lockheed Martin also is responsible for project management, training and installation of new
equipment.
Prime: NCS Pearson Inc.
Value: $103.4 million
Purpose: A nine-month contract to recruit, qualify and hire 30,000 people to work as airport screeners, law enforcement officers and in other TSA positions.
Took the job: Feb. 10
Hometown: Sea Girt, N.J.
Home now: Oak Hill, Va.
Family: wife Patricia; four children
Hobbies: Working with teens to do volunteer home repairs for needy families. Also active in Boy Scouts, and looking to pick up golf again "when life slows down."
Currently reading: "Gods and Generals" by Jeff Shaara, part of the Civil War Trilogy by Michael and Jeff Shaara
Alma Mater: Bachelor of science in finance from Fairfield University, master's of business administration in information systems from George Washington University
TSA came together in a short time. What were the biggest IT challenges?
Developing an enterprise architecture for a startup agency, defining an IT vision and recruiting the right talent to make it happen.
What challenges remain?
Major rollout challenges to get basic IT infrastructure into 429 U.S. commercial airports, supporting somewhere around 50,000 employees by Dec. 31.
What do you look for in companies with which you are thinking of doing business?
If they have any concept of what we're trying to do, and can they articulate specifically how they can help us achieve our goals.
A year from now, where do you see TSA's technology capabilities?
We will be backfilling for IT capabilities that we just could not get to while rolling out a basic capability. We have a phased strategy that we call red, white and blue. The red phase is bare bones. White and blue each add connectivity and functionality. We'll be somewhere between white and blue this time next year.
400 7th St. SW
Washington, DC 20590
(866) 289-9673
www.tsa.gov
Founded: Nov. 19, 2001
Undersecretary of Transportation for Security: James Loy (acting, nominated for full position)
What it does: The TSA came about following the Sept. 11 terrorist attacks. Its main goal is to protect all national transportation systems from disruption by terrorists, although aviation security gets the most focus. The agency also facilitates airport passenger and baggage inspection and manages the federal air marshals.
Major subagencies: TSA is part of the Transportation Department.
Biggest changes of late: TSA would become part of the proposed Department of Homeland
Security, when that agency is formed.
NUMBER CRUNCHING
2003 budget request: $4.8 billion
2002: $1.34 billion
THINGS TO NOTE
*The 2003 budget is the first full year of funding for TSA. Included in the numbers is an estimated $2.2 billion in fee collections raised through passenger and air carrier fees as authorized by the Aviation and Transportation Security Act, which formed the agency.
*The Web site is simple and straightforward. In a sense, TSA is a consumer's agency, and I found the "Travelers & Consumers" link helpful. There is a long list of travelers' tips, and while the tips focus on air travel, they could apply to other modes as well.
MAJOR IT CONTRACTS
Prime: Unisys Corp., Blue Bell, Pa.
Value: $1 billion
Purpose: Unisys is responsible for building and operating the information technology infrastructure for all of TSA. The first two task orders under the contract are worth $244 million over the next year. Major teammates are IBM Corp. and DynCorp. There also are 28 other companies on the team.
The contract is performance based. If the agency and Unisys meet their objectives, Unisys gets a 5 percent bonus. If TSA doesn't meet its objectives but Unisys does, no bonus is paid. If TSA meets its objectives but Unisys doesn't, Unisys pays a 2.5 percent fee. If neither TSA nor Unisys meet their objectives, Unisys pays a 5 percent fee.
Unisys also will act as the agency's clearinghouse for new technology ideas. Companies that want to present a possible solution to TSA must go through an evaluation by Unisys first.
Primes: Boeing Co., Chicago, and Siemens Corp., New York.
Value: $1.37 billion
Purpose: The team led by Boeing and Siemens will install and maintain explosives detection systems at more than 400 U.S. airports. The team also is responsible for training 30,000 airport baggage-screening employees. Federal law mandates that all the baggage is screened by Dec. 31.
The contract also includes options for another five years to support the equipment. The contract requires the team to complete studies of passenger movement, architectural designs, structural changes and to coordinate the supply of 1,100 explosive detection system machines and up to 6,000 explosive trace detection devices.
Prime: Lockheed Martin Corp., Bethesda, Md.
Value: $490 million
Purpose: Support and coordinate the rollout of new security procedures at more than 400 U.S. airports as airport security is taken over by federal employees. Responsibilities include reviewing workstream processes, evaluating resource needs, developing a master plan and schedules and helping TSA communicate the plan to law enforcement, other government agencies and the private sector.
Lockheed Martin also is responsible for project management, training and installation of new
equipment.
Prime: NCS Pearson Inc.
Value: $103.4 million
Purpose: A nine-month contract to recruit, qualify and hire 30,000 people to work as airport screeners, law enforcement officers and in other TSA positions.
Patrick Schambach, associate undersecretary and chief information officer, Transportation Security Administration
Olivier Douliery
Hometown: Sea Girt, N.J.
Home now: Oak Hill, Va.
Family: wife Patricia; four children
Hobbies: Working with teens to do volunteer home repairs for needy families. Also active in Boy Scouts, and looking to pick up golf again "when life slows down."
Currently reading: "Gods and Generals" by Jeff Shaara, part of the Civil War Trilogy by Michael and Jeff Shaara
Alma Mater: Bachelor of science in finance from Fairfield University, master's of business administration in information systems from George Washington University
TSA came together in a short time. What were the biggest IT challenges?
Developing an enterprise architecture for a startup agency, defining an IT vision and recruiting the right talent to make it happen.
What challenges remain?
Major rollout challenges to get basic IT infrastructure into 429 U.S. commercial airports, supporting somewhere around 50,000 employees by Dec. 31.
What do you look for in companies with which you are thinking of doing business?
If they have any concept of what we're trying to do, and can they articulate specifically how they can help us achieve our goals.
A year from now, where do you see TSA's technology capabilities?
We will be backfilling for IT capabilities that we just could not get to while rolling out a basic capability. We have a phased strategy that we call red, white and blue. The red phase is bare bones. White and blue each add connectivity and functionality. We'll be somewhere between white and blue this time next year.
NEXT STORY: Stampede of suitors chase Unisys TSA project