Aviation

CBP did not effectively manage its aviation fleet acquisitions to meet operational mission needs.  Specifically, AMO acquired and deployed 16 multi-role enforcement aircraft (MEA) that did not contain the necessary air and land interdiction capabilities to perform its mission.  In addition, CBP AMO initiated the MEA and medium lift helicopter program without well-defined operational requirements and key performance parameters — critical items in the acquisition planning process.  This occurred because CBP did not provide oversight and guidance to ensure acquisition personnel followed key steps required by the DHS Acquisition Lifecycle Framework.  As a result, AMO expended approximately $330 million procuring multi-role enforcement aircraft that, at the time of acceptance, did not effectively respond to emergent air threats along the northern or southern borders, and experienced schedule delays deploying the medium lift helicopter.  Without effective oversight and guidance, AMO risks aviation acquisitions taking longer to deliver, at a greater cost, and without the needed capabilities.  We made four recommendations aimed at improving CBP’s acquisition management of aviation fleet to meet operational needs.  CBP concurred with three of the four recommendations. 

We determined that the Transportation Security Administration (TSA) did not manage the Recruitment and Hiring (R&H) contract in a fiscally responsible manner.  Specifically, TSA did not properly plan contract requirements prior to awarding the contract and did not develop accurate cost estimates for all contract modifications.  We recommended TSA establish a cross-functional requirements working group for planning and awarding the R&H re-compete efforts as well as other Personnel Futures Program contract requirements.  The working group should develop a holistic and forward-thinking acquisition strategy, as well as implement a comprehensive process for reviewing and determining requirements.  We also recommended TSA ensure Human Capital improves contract management activities including, but not limited to, requirements planning and realistic cost estimate development by obtaining additional expert resources or leveraging existing expertise.  We made two recommendations to improve TSA’s contract management.  TSA concurred with both recommendations.

The objective was to determine whether TSA implemented proper procedures to safeguard the secure areas of our Nation’s airports and whether airports, aircraft operators, and contractors were complying with TSA’s security requirements to control access to these areas.

We identified vulnerabilities with various airport access control points and associated access control procedures. We made six recommendations related to standard operating procedures, deployment of new technology, identification of industry best practices, and training.

As a follow-up to our 2017 report on TSA’s Federal Air Marshal Service’s (FAMS) domestic flight operations, we conducted this audit to determine the extent to which FAMS can interdict an improvised explosive device during flight. We identified vulnerabilities with FAMS’ contribution to international flight security. Details related to FAMS operations and flight coverage presented in the report are classified or designated as Sensitive Security Information. We made two recommendations.

We identified limitations with FAMS contributions to aviation security. Details related to FAMS operations and flight coverage presented in the report are classified or designated as Sensitive Security Information. We are making five recommendations that when implemented, should improve FAMS