National Academies Press: OpenBook

Guidelines for Improving Airport Services for International Customers (2016)

Chapter: Appendix B - Primer on Planning, Deploying, Operating and Maintaining a Digital Information Program

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Suggested Citation:"Appendix B - Primer on Planning, Deploying, Operating and Maintaining a Digital Information Program." National Academies of Sciences, Engineering, and Medicine. 2016. Guidelines for Improving Airport Services for International Customers. Washington, DC: The National Academies Press. doi: 10.17226/23683.
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B-1 A P P E N D I X B Introduction Since the early-2000s, the aviation industry has embraced digital signage to display dynamic messages such as flight and baggage information. The digital signage industry has continued to mature using advanced information delivery methods to provide a higher level of customer satisfaction through interaction and personalization. With careful planning, organizations have the ability to not only provide a world-class level of customer service, but rethink the way they collectively manage data. Advanced CMS can reduce the quantity of disparate systems preforming background tasks, organize data into useable information, and ultimately minimize repetitive work by building a single asset library. The information provided in this appendix details the scale, scope, and complexities involved with a digital information program to help an entity make an informed decision prior to engaging the process. What is the Information Space? The information space in an airport consists of all the information passengers could possibly require from the time they leave their home until they arrive at their destination. In a virtual environment, the space includes all the information produced and extracted automatically from a multitude of networked computer systems through a variety of data feeds. The majority of digital systems will accept the major universal transport mechanisms that support open standards and operate over TCP/IP and other common protocols such as XML, RSS, HTTP, ODBC, FTP, CSV, etc. Once the data is received and processed it becomes useable information. In any organization the management of data can be an arduous task. Over the past 10–15 years, many data manage- ment services and solutions have been sold to organizations, each with their own parameters and capabilities. As new technologies emerge, many individual services have not advanced to be able to take on the management of the new technology. This requires a new set of services to manage this new technology while the old services have been left in place. This leaves many management systems running individual applications which become a systems management nightmare. As these systems mature from disparate services that produce information for a single purpose to a converged network capable of combining useable information for a greater cause, the organization has entered the information space. In an airport, automated services provide the information passengers require during all phases of their journey. To provide this information in an accessible and convenient manner, it should be in multiple media formats. This could be as ubiquitous as flight information to something requiring a deeper level of data collection such as traffic conditions from the passenger’s home to the airport. Primer on Planning, Deploying, Operating and Maintaining a Digital Information Program

B-2 Guidelines for Improving Airport Services for International Customers The information for services in this space generally includes: • Weather in current and destination city • Traffic around airport and to first/final destination • Airport maps/concessions/services • Flight information • Gate information • Baggage information • Emergency notifications • Passenger notifications • Ground transportation including parking, airport shuttles and taxis/passenger pick-up • Rent-A-Car facilities • Hotel information, including shuttles The data feeds for the above services are routed through multiple types of content aggregators. Content aggregators for dynamic digital signage are companies that provide services for a set (typi- cally monthly) fee. These specialized organizations provide a product selection that includes feeds for news, sports, weather, traffic, graphics, and video. Flight and gate information are typically con- trolled by the individual airlines and the FAA. ASDI is a feed provided by the FAA to flight informa- tion aggregators such as Flight Stats and Flight View for industry flight tracking. From Data to Information Once the data is collected from the array data aggregators (including any in- or out-of-house content production), it is most common to store it in a single and easily manageable location, com- monly known as an Assets Library. The format used for an Assets Library may differ from system to system but typically, the most common is open database connectivity (ODBC) applications such as Microsoft SQL (other name brands may also apply). Another common process to organize and retrieve content is through a typical windows filing system and referencing the URL path in a comma-separated values (CSV) file to call upon within the CMS. Once organized, the data is typically scrubbed and put into a useable format. With this col- lected and formatted information, the airport can then develop multiple passenger-facing digital platforms, such as web, mobile, and digital signage interfaces. The practice of data sharing uses a unified source of information to create multiple outputs. Because it is only updated in one location, data sharing increases the accuracy and consistency of the information displayed across platforms. The key to a successful digital campaign is to provide passengers accurate and consistent information across each platform. Figure B-1 depicts the flow of data within the information space. Multiple independent feeds in different formats enter a single database that are then structured to a single format and used to create multiple separate but similar output platforms. Organization Chart and Responsibility Airport IT Group Because of the technical nature with digital signage, the IT group will assume a large role in the overall program and be the largest stakeholder in the setup and implementation of the digital information software and hardware. Their role will decrease after the initial systems deployment. The IT group will be accountable for the setup, planning and programming of all new network hardware, system players, servers, and content databases in coordination with the selected software

Primer on Planning, Deploying, Operating and Maintaining a Digital Information Program B-3 vendor. Their involvement after the initial deployment will change to software maintenance, net- work infrastructure maintenance, occasional hardware programming for hardware that may fail, and managing the unified information database and sources. Aviation Operators Aviation operators are individuals at an airport whose day-to-day responsibilities revolve around the physical operation of the airport: terminal managers, airline station managers, airfield operations staff, airport maintenance, planning and engineering. Some aviation operators listed may not directly interface with the day-to-day digital signage operations; however, their value should not be overlooked when it comes to implementation and ongoing operation of digital systems. When deploying digital hardware in an airport, infrastructure is a large consideration. An understanding of the airport’s expansion, renovation, and modification plans is also essential in the planning stages. Planning and engineering will play an important role because of their understanding of construction requirements for the installation of infrastructure (e.g., power and data) and associated structural and architectural support for display banks and future projects. Planning and engineering also has expertise in capital projects, construction project quality con- trol, and understanding how to expand upon existing systems, which will be crucial to the system’s deployment success. Once deployed, airport engineering should be consulted on all future system expansions because of the infrastructure and construction components. Figure B-1. Data flow chart. Source: ACRP 03-35 Research Team

B-4 Guidelines for Improving Airport Services for International Customers Involvement of the airport maintenance groups is required in the deployment and operation of any system at the airport. Typically, the airport maintenance group encompasses an electric shop and/or an electronics shop. The airport maintenance group has no involvement or input on the content; their involvement is required for the maintenance or replacement of the equip- ment in the field. Specifically, the airport maintenance department in coordination with airport IT and the system maintenance vendor will typically handle the power devices. Airport mainte- nance will coordinate with airport IT prior to interruptions in power as well as maintenance of power equipment associated with any digital equipment and or scheduled power outages. Airport Communications Group The airport communications group consists of departments having the most verbal communi- cation with the public either through incoming phone calls and e-mails or face-to-face interaction. Because of this daily interaction they are the most valuable resource when it comes to feedback regarding customer issues. Prior to the digital age, the communications group were the people who would make the decisions on how and what signage and communication tactics would be used to convey information to the passengers. Marketing and public relations, customer service, airport signage and airport properties were the main contributors to the communications group. The most public-facing staff, customer service employees may be polled to indicate what they feel are the most frequently asked questions or most requested information when passengers call the airport. The results of this poll could be considered for content development. Pulling in their experience of dealing with the public could prove valuable during the program definition and throughout the content development process. The marketing department traditionally handles all promotion campaigns in addition to web- site design and management. As more airports are displaying information digitally and recognize the diversity of their passengers, uniform information integration between platforms becomes a vital necessity. Marketing staff will be heavily involved in the decision-making of what external feeds are important to display, content template layout and continuing updates and changes. Along with the marketing staff, the person(s) or group responsible for the airport signage will have knowledge of where important information should be provided. They are most familiar with what type of signage, font sizes, and styles are appropriate along with the symbols used domesti- cally and internationally. Multilingual and ADAAG requirements between static print signage and digital signage differ and the airport signage personnel are the most familiar with this realm and will add great value and knowledge to best practices when it comes to building a digital platform. Tenant managers/airport properties department and the airport group that manages conces- sionaires play a vital role in making certain that concession updates occur in real-time as changes take place. An example is when a concession closes for tenant construction. Tenant coordination will play a role in the ongoing concessions content updates. One of the main goals of any digital program is to enhance the airport customer experience. Concession promotions and coupons can be made available through the use of digital dynamic signage as agreed to between the tenant man- agers and concessionaires. The tenant manager should have no responsibility to create or schedule the content, but their input is vital to keeping content current. Content Development Team The content development team consists of a graphic designer, developer/programmer and an information coordinator. These positions may be full-time or outsourced based on the daily needs and size of the digital program. Multiple personnel may be required to fill the roles of each platform the program touches. It is not uncommon to have a web developer, mobile app developer, and digital signage content manager working together. The information coordinator position at the

Primer on Planning, Deploying, Operating and Maintaining a Digital Information Program B-5 airport should be considered so that all of these efforts are channeled in an efficient manner; this person would be the overall content manager. This individual is responsible for the development of templates, coordination of content, scheduling and deployment of content and coordination with all the other stakeholders specifically to successfully deploy valid information to passengers. This individual does not need the specific knowledge of the operation of databases where content and lists reside, external sources or network infrastructure, but does have the ability to continuously update content generated by the other stakeholders, make signage template changes, and push the appropriate content to all digital signage applications. In case of problems with the deploy- ment of content, the content manager would report the problem to the appropriate stakeholder group. This person is typically an individual with some knowledge of marketing and graphics and different development platforms. Figure B-2 is an example of a stakeholder responsibility matrix. The green highlights are key players in content creation and the team that guides the overall program. Cross Platform Branding Once the information, regardless of origin, is filed correctly or located in an ODBC interface, each platform should be able to pull content from this location and use it to achieve a uniformed look. This information is most effective when collected and displayed to passengers in a clear, con- cise, and consistent format. The branding and message must be clear. If the same information is displayed across multiple formats, each one must have a common layout that is familiar and easy to navigate. Every wayfinding map must be navigated correctly so passengers can orient themselves according to the layout of the building. Figure B-3 is an example of cross platform branding where all digital formats are consistent. How to Implement a Digital Information Program The use of digital signage at airports continues to grow as technology advances and passengers become increasingly reliant on real-time, dynamic information. A digital information program, whether new or an augmentation or expansion of an existing system, needs to be approached from the design side as a holistic solution. In order to get the ideal result, the program must be viewed from a coordinated, holistic approach that is consistent, clear, continuous, and improves the customer’s experience at the airport. Figure B-4 illustrates the key elements of a digital signage program. Figure B-2. Stakeholder responsibility matrix. Source: ACRP 03-35 Research Team

B-6 Guidelines for Improving Airport Services for International Customers Source: ACRP 03-35 Research Team Figure B-3. Example of cross platform branding. Figure B-4. Key Elements to achieve a successful digital information program. Source: ACRP 03-35 Research Team

Primer on Planning, Deploying, Operating and Maintaining a Digital Information Program B-7 Program Design (Definition) To understand the fundamental nature of the design elements of a digital information program, an in-depth review of the existing digital program must be completed. This review must cover all digital aspects of each platform in order to understand the overlying objectives the current model favors. An airport looking to redefine their digital information program will most likely have certain aspects previously developed, most typically a website. This investigation will provide the informa- tion needed to make a decision whether a complete overhaul or a realignment is required. Working with the proper stakeholders once these findings are documented will help make that decision. The key aspects to be considered in the investigation are provided in Figure B-5. The first step in the program definition process is an airport ergonomic study. This study will provide an analysis of the passenger flow and the passenger’s interaction and efficiency with the existing systems. It can be divided into two pieces, the physical and practical aspects. First, the study will identify specific physical locations for the deployment of digital directories and content relevant at each location. Recommendations can be made to reuse sign placement, change sign placement, and indicate new sign placement as well as sign form and size. This part of the study contributes to the design of the placement of digital static, dynamic, and interactive signage within the facility as well as the relevant content at that location, otherwise known as content strategy. Second, the practical aspect of the study will be accomplished by a thorough review of the existing data feeds and systems. This will directly contribute to the content development phase. Recognizing and identifying all available data sources will contribute to developing the appro- priate graphics that will be used later in the program. Business, Operation, and Maintenance Without having a solid grasp on the reason behind the digital information program, a suc- cessful deployment is unlikely. For example, “To portray information to the passengers” is a good start, but is short-sighted. Identifying measurable Return on Objectives (ROO) by each stakeholder is a critical path that must be defined up front after assessing the current conditions of any systems. Research by Brawn (2014) shows that the most significant percentage of failures in digital signage projects fall under the areas of poor due diligence up front and business plan- ning. The business plan must begin with a clear understanding, consensus, and articulation of the objectives or purpose of the digital signage network and exactly what the system should do and how it should work. Figure B-5. Program definition matrix. Source: ACRP 03-35 Research Team

B-8 Guidelines for Improving Airport Services for International Customers Another important element of a digital signage project is how the systems will function and what to expect when it comes to maintaining the system. Prior to any discussions about how to build the system, the operational requirements must be identified in relation to staffing and recur- ring maintenance; workflows would then be developed to update the system. Running any digital information platform requires dedicated staff members who understand their roles in the system, how each aspect of the system functions and at least, who to contact in case there is a malfunction. This requires an understanding of the stakeholder working groups to develop the appropriate workflows for updating and keeping content relevant. Content The next important element is content, because content is the vehicle that carries the objec- tives to fruition. In the program definition, the study was used to define a content strategy. This content strategy will provide direction on key elements such as the following. Relevance Content must be relevant to the viewer regardless of the format. The objective of the content is to keep the viewer engaged so they will receive and retain the intended message. Placement Signage should be placed in a location and position that is natural for the viewer to gravitate to. A webpage must have a natural flow in order to keep the viewer engaged. A large part of the content strategy is a graphical design element. The ergonomics study will provide the information needed to determine the size of the content development effort, though more often than not the ROO determined by the stakeholders will require a content refresh. The content strategy requires a holistic approach to enable seamless coordination between all media platforms involved. Designing one platform that will work with the digital signage, the interactivity of mobile, and the challenges of web development will affect the graphic development component. No software platforms work alike; there is no one-size-fits-all approach to graphic design. An understanding of how content is layered within the software platform will ensure flexibility in the system. A few of the key elements of graphic design for digital signage include the following: Refresh Rate. Repetitive content will eventually be ignored and cause the viewer to ignore the program as a whole. Planning the duration and variation of content through scheduling is essential to the pro- gram’s success. It is also important to ensure that any time-based information, such as weather and news, stays current. Audio/Visual Stimulation. Capturing the initial attention of a viewer in a traditional web or digital signage environment can be challenging. In an airport environment, customers are constantly seeking digitally based information. Additionally, displays such as interactive displays should remain stand-alone to reduce the dwell times around information display banks. Engagement. Content must be developed with the ability to engage the viewer by providing a reason for the passenger to download the mobile app by using other triggers within the airport.

Primer on Planning, Deploying, Operating and Maintaining a Digital Information Program B-9 Software Though certain software (including digital signage software) may assist the development of websites and mobile applications, the focus lies more heavily in content and layout development than HTML 5 programming. While small deployments can be built this way, what sets digital signage software apart from the latter is the ability to build content ahead of time and schedule it to play via trigger or simply automatically on its own. Prior to deciding how to deploy the content strategy, there should be a decision on the software vendor. The digital signage industry has become so advanced that, depending on the scale of the deployment, many variables must be considered. Software cost is widely dependent on the berth of attributes included in the platform including scalability and the service level agreement (SLA) for maintenance. The major options to consider when making a decision in choosing a software package for the digital signage package include the following. Commercially Available Is the software available through a number of resellers, developed by an established, proven software developer with experience in the transportation space, specifically in airports? The soft- ware developer should have customer assistance resources such as call-in support and online knowledge bases. Any software add-ons required to supplement the base software package func- tionality should be supported directly from the core software provider as well as proven in their integrations as software platforms. The end user should not have to interact with multiple soft- ware vendors as a result of a product add-on to support additional functionality. Secure/Remote Access Is the software, whether being accessed on-site or remotely, securable by standard encryption methods or access credentials? Are the software log on and the user rights associated with the software user-based? The software should be capable of supporting multiple levels of user access based on login credentials. Is the software accessible from multiple locations via secure virtual private network (VPN), secure web interface or other method? Flexibility, Scalability, Ease of Use, Content Management/Creation What level of flexibility is required whether creating new sign templates, deploying new sign players, or aggregating new data to be displayed as part of an existing sign? Is it a requirement to have the software back-end accessible via an easy to understand graphical user-interface? Is the deployment of new signs simple in that a new sign can be created by simply applying a sign’s location to a standard template or set of metadata to deploy? A new template and sign should not need to be created every time a new sign is deployed. The software should act as either its own content library, via loading content directly into the software database or pull content from exist- ing content libraries. Content management is typically via graphical user-interface and can be as simple as drag-and-drop to move content between libraries. Support Interactivity, Multiple Data Sources, Multiple Screens Is the software package required to support touch-screen hardware allowing users to define their own experience? Does it have the ability to allow a user to select a feature, service, conces- sion, etc. at an interactive display or kiosk and have the display present relevant information, such as: a bread crumb route to the selected amenity, on demand additional information about the amenity, walk times, ride times, walk vs. ride times, etc.? Furthermore, is the system capable of making on-the-fly changes with inputs from other systems, such as a building management system or concessions schedule?

B-10 Guidelines for Improving Airport Services for International Customers Analytics Can software provide analytics in the form of customizable reports, such as duration of dis- played content? Some systems are able to provide user analytics, such as number of times a display was used in the case of interactive, what was most frequently visited, how many times a certain feature was accessed, etc. Some have an add-on feature, which would require additional software, hardware, and integration, to collect demographic data from interactive displays with the use of a 3D camera and integrated programming algorithms. Typically, this technology is available, in use, and optional. Useable via Multiple Channels, Displays, Mobile, Web Is there a requirement for the software to be capable of pushing data to a variety of mobile devices? Similarly, is the software able to either push content to the website or pull content from a website in order to maintain continuity between information sources? Multilingual, Digital Paging Can the software shell support multilingual text either via automatic data trigger or via user selection? For example, a display in close vicinity to an arriving flight from Nagoya could be set up to display Japanese characters once the flight information changes to “Arrived at Gate.” An interactive display should have a language selection tool by which a user can select the desired language. Hardware and Connectivity Like software, once the servers are in place and the website/mobile development launched, a physical presence in the airport is not necessary. Hardware and connectivity refers to the physical portion of the public-facing components of digital signage in the airport. Sign hardware is the installation of digital signage hardware, displays, sign hardware, sign frames, video controllers, mounts, and touch overlays to provide a working model by which to conduct focus groups, imple- ment digital/dynamic directory signage, and implement interactive signage. Typically, durable, high availability hardware both for the displays themselves and the back-end video players should be considered when designing digital signage hardware in an airport setting. The displays should be rated and warranted for 24-hour continuous use in a touch environment. Establishing network or video connectivity to the locations, as along with the structural, archi- tectural, and other engineering disciplines should be considered. If new structures for hanging signage are required, ensure the properly licensed engineers are involved to design the structures. If these are existing locations, ensure the power and environmental conditions allow the proposed equipment to function properly and safely. Reference Brawn, Alan. Demystifying Dynamic Digital Signage and The 7 Key Elements. International Signage Association. March 3, 2014.

Abbreviations and acronyms used without definitions in TRB publications: A4A Airlines for America AAAE American Association of Airport Executives AASHO American Association of State Highway Officials AASHTO American Association of State Highway and Transportation Officials ACI–NA Airports Council International–North America ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act APTA American Public Transportation Association ASCE American Society of Civil Engineers ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials ATA American Trucking Associations CTAA Community Transportation Association of America CTBSSP Commercial Truck and Bus Safety Synthesis Program DHS Department of Homeland Security DOE Department of Energy EPA Environmental Protection Agency FAA Federal Aviation Administration FAST Fixing America’s Surface Transportation Act (2015) FHWA Federal Highway Administration FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FTA Federal Transit Administration HMCRP Hazardous Materials Cooperative Research Program IEEE Institute of Electrical and Electronics Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITE Institute of Transportation Engineers MAP-21 Moving Ahead for Progress in the 21st Century Act (2012) NASA National Aeronautics and Space Administration NASAO National Association of State Aviation Officials NCFRP National Cooperative Freight Research Program NCHRP National Cooperative Highway Research Program NHTSA National Highway Traffic Safety Administration NTSB National Transportation Safety Board PHMSA Pipeline and Hazardous Materials Safety Administration RITA Research and Innovative Technology Administration SAE Society of Automotive Engineers SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (2005) TCRP Transit Cooperative Research Program TDC Transit Development Corporation TEA-21 Transportation Equity Act for the 21st Century (1998) TRB Transportation Research Board TSA Transportation Security Administration U.S.DOT United States Department of Transportation

TRA N SPO RTATIO N RESEA RCH BO A RD 500 Fifth Street, N W W ashington, D C 20001 A D D RESS SERV ICE REQ U ESTED ISBN 978-0-309-44590-0 9 7 8 0 3 0 9 4 4 5 9 0 0 9 0 0 0 0 N O N -PR O FIT O R G . U .S. PO STA G E PA ID C O LU M B IA , M D PER M IT N O . 88 G uidelines for Im proving A irport Services for International Custom ers A CRP Research Report 161 TRB

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TRB's Airport Cooperative Research Program (ACRP) Research Report 161: Guidelines for Improving Airport Services for International Customers assists airport practitioners in implementing departure and arrival processes, passenger services, and wayfinding techniques for international travelers navigating through U.S. airports. The report covers processing international passengers from origin through gateway airports to their ultimate destination; identifies key elements of the international customer experience that can influence satisfaction in light of the customers’ diverse backgrounds; defines acceptable service levels that an international passenger experiences; and provides service metrics for passenger processing at airports, based upon internationally acceptable wait times.

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