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EBSP ARRA activities are focused on several initiatives to strengthen TSA’s ability to deter, detect, mitigate, and prevent transportation of explosives or other prohibited items in checked baggage on commercial aircraft including:

• Airport Facility Modification Projects;
• Deployment of Reduced Size Explosive Detection Systems; and
• Program Operations and Management.

Airport Facility Modification Projects

TSA has identified 16 airports for facility modification projects where a CBIS will be constructed. A CBIS consists of two parts: the BHS and integrated, in-line EDS equipment. A BHS is a type of conveyor system installed in airports to rapidly transport checked baggage from the ticket counter, through screening areas where it is screened for explosives, and onto departing aircraft. When a BHS is combined with integrated, in-line EDS equipment it is referred to as a CBIS.

To meet Congressional deadlines after September 11, TSA quickly deployed approximately 1,000 EDS machines and 6,000 table top Explosive Trace Detectors (ETD) to screen checked baggage for explosives, most of which were installed in airport lobbies. Today, TSA is engaging airport authorities in project awards to modify existing facilities and BHSs into automated CBISs that will fully integrate with the airports’ behind-the-scenes BHSs. Working in partnership with the airports, TSA facilitates the design and funding of these complex systems to achieve maximum operational efficiency for TSA and the airport.

Approximately $600 million in ARRA funding is designated for facility modification projects to be awarded to 16 airport authorities in 10 states.

Selection and prioritization of the airport facility modifications are based upon airport application submissions to the TSA. Selection of facility modifications are based upon an established selection process that includes a risk-based Project Prioritization Model (PPM) that also takes into account other considerations including the quality and completeness of the airport’s application, TSA’s cost validation process, and the airport’s readiness to move forward with the project.

Based on the established selection process, 16 airports located around the United States were selected to receive ARRA funding for airport facility modifications. TSA will assess the ability to add other airport facility modification projects once the cost validation process is completed for these 16 airports and subsequent negotiations are concluded.

Airports selected for facility modification projects include:
• Hartsfield - Jackson Atlanta International
• Port Columbus International
• James M Cox Dayton International
• Honolulu International
• Huntsville International - Carl T Jones Field
• Jackson Hole
• Orlando International
• Louis Armstrong New Orleans International
• Kahului
• Philadelphia International
• Portland International Jetport
• San Francisco International
• Norman Y. Mineta San Jose International
• Sacramento International
• John Wayne Airport-Orange County
• Tallahassee Regional

Deployment of Reduced Size Explosive Detection Systems

TSA will allocate over $60 million in ARRA funding for the purchase and installation of RSEDS equipment. This funding includes over $20 million for deployment of RSEDS equipment at approximately 32 airports without current EDS capability and over $40 million for recapitalization efforts at approximately 18 airports with EDS equipment, which has reached the end of its life cycle.

Program Operations and Management

EBP will allocate approximately $40 million in ARRA funds for additional activities required to successfully manage and execute the projects outlined above including:

• System Integration Support Services;
• Testing and Evaluation Support Services;
• Engineering Support Services;
• Program Management Support Services; and
• Operations and Compliance/Interim Solution Support.

TSA will utilize several processes to ensure that cost, schedule, and program performance is assessed, that areas of high risk are identified and addressed, and that the expected outcomes are being achieved.

Program Management Reviews
The Assistant Administrator (AA) for the Office of Process and Technology (OPT) will continue to conduct quarterly Program Management Reviews (PMRs) of the program. During the PMRs, the Program Manager reiterates the program description and reviews a mapping of office, program, and project goals. A comprehensive progress report is presented including resource utilization, budget execution, spend plan changes, schedule updates, completed and upcoming milestones, procurement statuses, project statuses, and high-level program risks. Open discussions are held and any necessary corrective actions are assigned and initiated.

AA Weekly Reporting
Weekly reports are submitted to the OPT AA including a summary of key accomplishments, outstanding risks and issues, financial status, deployment status of equipment purchased, and project schedules.

TSA ARRA Guidance Team / Senior Accountable Official
TSA has chartered an ARRA Guidance Team comprised of senior agency executives and chaired by the agency’s Senior Accountable Official for ARRA. The Team meets routinely to monitor, direct, and prioritize efforts at TSA and to ensure the successful implementation of all guidance, policies, and procedures set forth in the ARRA, as well as those required by OMB, DHS, and other applicable laws, policies, and regulations. Further, the ARRA Guidance Team will ensure that all activities and outcomes are consistent with the transparency and accountability tenets of the ARRA and that TSA meets or exceeds the expectations of DHS, the Administration, and Congress related to the implementation of the ARRA.

TSA ARRA Working Group / Senior Accountable Official Designee
TSA has established an intra-agency working group including subject matter experts and the key individuals responsible for the planning, prioritization, execution, reporting, and auditing of ARRA programs, projects, and related activities within TSA. The group is chaired by the Senior Accountable Official Designee and will meet on a regular basis to share information and coordinate tasks and activities associated with the implementation of the ARRA at TSA.

DHS Acquisition Management System
DHS Acquisition Directive 102 (AD102) establishes and defines DHS’ acquisition management system for all types of acquisitions. The policy outlines the review processes, Acquisition Decision Authorities, framework, documentation, and common acquisition standards and practices required to successfully manage acquisition programs. EBSP follows the AD102 policy for all projects and will continue to do so for ARRA-funded activities.

Contract Program Management Reviews (Contract PMRs)
TSA conducts regular contract PMRs for all contracts to review progress to date, planned activities, financial issues, and schedules. Contracting Officers (COs) and Contracting Officer Technical Representatives (COTRs) conduct these meetings with the contractor.

Financial Reporting
TSA will augment existing standard procedures to record, track, report, and audit all financial transactions associated with the ARRA funds. Weekly financial reports produced from data in TSA’s general ledger will be used to track progress against planned obligations and expenditures and to reconcile discrepancies.

TRANSPARENCY
TSA will promote the transparency objectives of the ARRA to the maximum extent practicable, consistent with national security interests and restrictions on release of proprietary information.

Communication
TSA will use Recovery.gov and the DHS Recovery Web site (www.dhs.gov/recovery) as primary locations for posting ARRA related reports and information. ARRA data will also be made available on Recovery.gov through system integrations with existing federal financial systems including FBO.gov, Grants.gov, and USAspending.gov. In addition, TSA will communicate through press releases and other media outlets.

Program Performance
TSA will report on an ongoing basis, but not less than weekly, program performance including all major actions taken to date or major planned projects and activities, and major milestones reached. Report will be posted on the DHS Recovery Web site and will include a link from Recovery.gov.

Financial Information
To the greatest extent practical, TSA will make the recipients and uses of all ARRA funds transparent to the public, reported in a clear, accurate, and in a timely manner. TSA will identify all obligations and expenditures in existing financial and procurement systems with the unique treasury symbol to easily identify all transactions involving ARRA funds. TSA will provide total, cumulative obligation and gross outlay data in Weekly Financial and Activity Reports.

Contracts and Other Transaction Agreements
TSA will comply with all of the applicable requirements of the ARRA with respect to:

• posting of presolicitation notices;
• announcing contract awards;
• entering award-level transaction data into Federal Procurement Data System (FPDS);
• required actions for awards that are not fixed-price or competitive; and
• recipient reporting.

Accessibility
TSA will ensure that all content, including printable reports, are accessible to people with disabilities and meets requirements of Section 508 of the Rehabilitation Act of 1973. Content will be published in standard, open document formats.

ACCOUNTABILITY
TSA has designated the Acting Assistant Administrator for the Office of Process and Technology/Chief Technology Officer as the Senior Accountable Official (SAO) for ARRA activities at TSA. The SAO has ultimate responsibility for the ensuring the successful achievement of the ARRA goals identified in this document.

To that end, the SAO will use existing processes described in Section IX. Monitoring/Evaluation, to hold managers accountable for their performance and the performance of the program. These measures help ensure that cost, schedule, and program performance is continually assessed, that areas of high risk are quickly identified and addressed, and that expected outcomes are being achieved.

In addition, employee Performance Agreements will be modified to include both organizational and individual goals aligned with the goals and objectives of this recovery plan. Progress made toward the achievement of these goals will be reviewed and assessed by the supervisor as part of the employee’s annual and mid-cycle performance review.

TSA will not own the renovated spaces or the installed BHS. However, TSA intends to demonstrate Federal leadership in sustainability, energy efficiency, and reducing environmental impact by requiring the airport authority application and conveyor system design to be in compliance with TSA’s Planning Guidelines and Design Standards (PGDS), which has incorporated the Guiding Principles for Sustainable New Construction and Major Renovations.

The applications must meet requirements stated in the PGDS to be funded under an OTA. Given the nature of these construction projects, the opportunities for sustainability include lighting, energy efficient capital equipment, as well as the practicable recycling of demolition debris and use of recycled content construction materials.