Aviation Security

TSA partially complied with the Act by establishing operational processes for routine activities within its Explosives Detection Canine Team (EDCT)  program for surface transportation.  Specifically, TSA has a national training program for canines and handlers, uses canine assets to meet urgent security needs, and monitors and tracks canine assets.  However, TSA did not comply with the Act’s requirements to evaluate the entire EDCT program for alignment with its risk-based security strategy or develop a unified deployment strategy for its EDCTs for surface transportation.  We recommended that TSA coordinate with its law enforcement agency partners to conduct an evaluation of the EDCT program and develop an agency-wide deployment strategy for surface transportation consistent with TSA's Surface Transportation Risk-Based Security Strategy.  TSA concurred with both recommendations.   

The Transportation Security Administration (TSA) does not monitor the Advanced Imaging Technology (AIT) to ensure it continues to fulfill needed capabilities.  Although the AIT met the requirement for system availability, TSA did not monitor the AIT’s probability of detection rate and throughput rate requirements set forth in TSA’s operational requirements document.  These issues occurred because TSA has not established comprehensive guidance to monitor performance of the AIT system.  Without continuous monitoring and oversight, TSA cannot ensure the AIT is meeting critical system performance requirements—a consistent weakness found in prior DHS OIG reports.  We made two recommendations designed to improve TSA’s monitoring of the AIT system.  TSA concurred with our recommendations.

Despite dedicating approximately $272 million to ground-based activities, including VIPR operations, FAMS could not demonstrate how these activities contributed to TSA’s mission. Visible Intermodal Prevention and Response (VIPR) operations, in which VIPR teams collaborate with local law enforcement to augment security at transportation hubs through an increased visible deterrent force.

FAMS could not demonstrate how these activities contributed to TSA’s mission. During our assessment of FAMS’ contributions to TSA’s layered approach to security, we determined that FAMS lacked performance measures for the 24 strategic initiatives and most ground-based activities outlined in its strategic plan. Additionally, FAMS’ VIPR operations performance measures fail to determine the program’s effectiveness. FAMS could not provide a budget breakout by division or operational area.