Transportation Security Administration : more clarity on the authority of Federal Security Directors is needed : report to the Ranking Democratic Member, Committee on Transportation and Infrastructure, House of Representatives.

Format:

Book

Government document

Author/Creator:

United States. Government Accountability Office

Contributor:

United States. Congress. House. Committee on Transportation and Infrastructure

Language:

English

Subjects (All):

United States. Transportation Security Administration--Officials and employees.

United States.

United States. Transportation Security Administration.

Airports--Security measures--United States.

Airports.

Airports--Security measures.

Employees.

Physical Description:

ii, 55 pages : digital, PDF file

Other Title:

More clarity on the authority of Federal Security Directors is needed

Aviation security

Place of Publication:

[Washington, D.C.] : U.S. Government Accountability Office, [2005]

Summary:

TSA has issued guidance that clearly defines FSDs' roles and responsibilities. However, TSA's guidance related to FSDs' authority is outdated and lacks clarity regarding FSD authority relative to other airport stakeholders. TSA's document that delegates authority to FSDs gives them authority to supervise and deploy a TSA law enforcement force that was never established. Also, it does not clearly address FSD authority during a security incident relative to other parties with airport security responsibilities. At airports GAO visited, stakeholders said that this information had never been communicated to them and they were not always clear on the FSDs' authority in such situations. For example, confusion arose at one airport over whether the FSD had the authority to take certain actions during a security incident. In August 2005, TSA officials stated that they were updating guidance on FSDs' authority but had not finalized their revisions prior to this report's issuance. All of the FSDs and most stakeholders at the airports GAO visited reported developing partnerships that were generally working well. Communication and coordination were taking place among stakeholders at these airports, including meetings, briefings, and training exercises. According to TSA, partnerships with airport stakeholders are essential to FSDs' success in addressing aviation security and customer service needs. For example, FSDs rely on law enforcement stakeholders during security incidents since they do not have their own law enforcement resources. FSDs also rely on air carriers for passenger volume information to schedule screeners, and air carriers rely on FSDs for efficient screening that minimizes passenger wait times. TSA made changes in 2004 to better support or empower the FSD position, and most of the 25 FSDs we interviewed generally viewed these changes favorably. For example, most of the FSDs we interviewed were satisfied with TSA's new local hiring process that provided more options for FSDs to be involved in hiring screeners, and most said that the new process was better than the more centralized hiring process it replaced. Most FSDs we interviewed also saw value in the headquarters group TSA established to provide operational support to the field and a communication link among headquarters, field-based Area Directors, and FSDs.

Notes:

Title from title screen (viewed on Jan. 17, 2006).

"September 2005."

Paper version available from: U.S. Government Accountability Office, 441 G St., NW, Rm. LM, Washington, D.C. 20548.

Includes bibliographical references.

"GAO-05-935."

Other Format:

United States. Government Accountability Office. Transportation Security Administration : more clarity on the authority of federal security directors is needed

OCLC:

64584052