contractors who could step in if required. As a result, CATSA now has four different contracts with three screening providers.


Realising the Benefits The new contracts required solutions in a number of areas: efficient management of screening resources; optimised scheduling; compliant and effective execution of screening services; and consistency across Canadian airports. One year into the process, we’re already seeing the benefits – proving that the contracting model is a success.


These performance-based, long-term contracts position


CATSA well for the future. Not only can we shift our focus to our new regional model for service delivery but for the first time in nearly a decade, we have the opportunity to transform our relationship with our screening contractors. Within the framework of this new relationship, we can continue to ensure that screening services are provided efficiently and effectively and better balance excellence in security with a high standard of customer service. We are able to implement change, improve the quality of our service delivery and create a screening process that better combines effectiveness with passenger service. Simplicity – from both a contract management and


relationship management perspective – has been an important benefit both for CATSA and by extension, the Canadian Government. Through the RFP process, we went from seventeen different screening contracts – with organisations of varying size – down to four. For us it’s quite simple. Under the current contracts, all the labour is outsourced, allowing us to focus more on contract compliance and quality assurance and less on day-to-day management of the operation. We evolved from complex administrative and billing


system processes to simpler, more straight-forward ones. Where in the past we processed payments for everything from hourly wages, account management positions and facilities, CATSA now makes a single payment for the management and supervision of the workforce, including all administration, staffing and recruiting – a process that’s much easier for all involved. We also benefit from the free market competition the RFP


process encouraged. With a better governance framework in place, we are better able to reduce the amount of internal resources allocated to assisting screening contractors and find efficiencies in the administration of the contracts. Screening contractors have also rationalised their overhead. CATSA now has three of the largest security companies


in the world providing screening services in airports, which allows us to better leverage private-sector knowledge. They offer a wealth of expertise in a number of areas that benefit CATSA. For example, all three manage large workforces and labour relations. Together, our screening contractors employ a unionised workforce of more than 5,400 screening officers across Canada. In contrast, CATSA is a small Crown corporation of 450 non-unionised employees who work to support our operations in airports. Each contractor also brings experience in a variety of security domains that can be translated to improving security at screening checkpoints. This helps the entire system evolve and grow. Though not a true partnership by definition, there are obvious elements of partnerships within these relationships. The new contracts provide the economic incentive and long- term benefits for screening contractors to achieve optimal management capabilities, competencies and systems. The Canadian aviation security system benefits from our ability to leverage some of these systems and infrastructure that these companies have invested in. Because the new ASSAs are multi-year contracts with options, our screening companies have a vested interest in investing both in the workforce and in the service delivery model.


December 2012 Aviationsecurityinternational www.asi-mag.com 15


Managing for Performance A performance-based profit plan within the new screening contracts seeks to achieve a more efficient use of resources. Through a service excellence programme (SEP) and contract compliance programme (CCP) we reward performance that achieves the desired outcomes.


Performance is measured


by indicators in key areas. Provided that the level of service required by our SOPs and within the regulatory framework is delivered, the opportunity for increased profit exists for service providers. Under the CCP, screening contractors are eligible for monthly remuneration based on the achievement and delivery of the commitments and contractual obligations. CATSA’s regional teams are responsible for monitoring of contract commitments, issuing corrective action requests and submitting results for payment to screening contractors.


“...one of the screening providers with whom we had just signed screening contracts was acquired by another of our screening providers....”


The SEP is a quarterly pay-out that provides a means to directly link profit with performance.


The intention


is to encourage a level of service delivery that is in line with and that supports CATSA’s strategic objectives and performance targets. The SEP also provides a means for CATSA to share feedback. In the past, similar programmes were distinct; however in the new contracts, the CCP and SEP are directly connected. Screening contractors can meet some of the requirements and receive payment for those while not meeting others.


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