Department of Homeland Security 

Office of Inspector General 

Transportation Security Administration’s 
 


Management of Its Screening Workforce 
 


Training Program Can Be Improved 
 


OIG-11-05 October 2010 
~~

Office ofInspector General 

U.S. Department of Homeland Security 

Washington, DC 20528 

Homeland 

Security OCT 26 2010 

Preface 

The Department of Homeland Security (DHS) Office of Inspector General (OIG) was 

established by the Homeland Security Act of2002 (Public Law 107-296) by amendment 

to the Inspector General Act of1978. This is one of a series of audit, inspection, and 

special reports prepared as part of our oversight responsibilities to promote economy, 

efficiency, and effectiveness within the department. 

This report addresses the strengths and weaknesses of some aspects of the Transportation 

Security Administration's management of its screening workforce training program. It is 

based on interviews with employees and officials of relevant agencies and institutions, 

direct observations, and a review of applicable documents. 

The recommendations herein have been developed to the best knowledge available to our 

office, and have been discussed in draft with those responsible for implementation. We 

trust this report will result in more effective, efficient, and economical operations. We 

express our appreciation to all of those who contributed to the preparation of this report. 

Anne L. Richards 

Assistant Inspector General for Audits 
Table of Contents/Abbreviations 

Executive Summary .............................................................................................................1 
 


Background..........................................................................................................................2 
 


Results of Audit ...................................................................................................................3 
 


TSO Training Program Management .............................................................................3 
 


Documenting Updates to Training .................................................................................4 
 


On-the-Job Monitoring Assignments.............................................................................5 
 


Training Equipment and Support ...................................................................................5 
 


Training Time ................................................................................................................7
 
 

Successful Use of Screening Equipment Depends on Training .....................................8 
 


Recommendations..........................................................................................................9 
 


Management Comments and OIG Analysis ................................................................10 
 


Appendices 

Appendix A: Purpose, Scope, and Methodology.......................................................14 
 


Appendix B: Management Comments to the Draft Report .......................................16 
 


Appendix C: TSA Offices and Positions Primarily Focused on TSO Training ........23 
 


Appendix D: TSO Training Flowchart ......................................................................24 
 


Appendix E: Major Contributors to This Report ......................................................25 
 


Appendix F: Report Distribution ..............................................................................26 
 


Abbreviations 

DHS Department of Homeland Security 
 

FY Fiscal Year 
 

OIG Office of Inspector General 
 

OTT Operational and Technical Training 
 

TSA Transportation Security Administration 
 

TSO Transportation Security Officer 
 
 

OIG
 
 Department of Homeland Security 

Office of Inspector General 

Executive Summary 

The Transportation Security Administration is responsible for 

protecting the Nation’s transportation systems to ensure the 

movement of people and commerce. Transportation Security 

Officers screen passengers, carry-on baggage, and checked 

baggage to prevent prohibited objects from being transported on 

aircraft. The objective of our review was to determine the efficacy 

of the Transportation Security Administration’s management of its 

Transportation Security Officer training program. 

The agency can improve its management of the training program 

for the screening workforce by developing and documenting 

standard processes to: 

•	 Use officer test results to evaluate training program results; 

•	 Assign on-the-job training responsibilities; and 

•	 Evaluate workforce and training needs to ensure that 

officers have the tools and time necessary to complete 

training requirements. 

The Transportation Security Administration did not establish a lead 

office to organize and coordinate Transportation Security Officer 

training until 2006. The agency issued a management directive 

designating the Operational and Technical Training Division 

responsible for the overall management of the analysis, design, 

development, and implementation of Transportation Security 

Officer training programs. However, the division did not assume 

an active leadership role until 2009 due to its need to maintain 

current training levels and respond to emerging threats. Without a 

documented process for updating training based on screener 

performance data and changes in technology or equipment, the 

Transportation Security Administration may be missing 

opportunities to enhance its officers’ skills and abilities. 

We are making four recommendations that, if implemented, would 

improve the agency’s management of its screening workforce 

training program. 

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Background 

The Transportation Security Administration (TSA) is responsible 

for protecting the Nation’s transportation systems to ensure the 

movement of people and commerce. TSA is most visible at more 

than 450 domestic airports where approximately 43,000 

Transportation Security Officers (TSOs) perform security 

screening procedures. 

The Aviation and Transportation Security Act, Public Law 107-71, 

mandated that TSA establish a screener training program. This 

training program should provide the screening workforce with the 

skills necessary to use various technologies and perform physical 

searches of baggage and pat-down searches of airline passengers 

while facilitating the orderly flow of passengers through screening 

checkpoints. According to the law, as codified at 49 U.S.C. 44935 

the training program must: 

•	 Include 40 hours of initial screener classroom instruction1 

and 60 hours of on-the-job training; 

•	 Include remedial training on those screening functions in 

which a screener fails the operational test related to those 

functions; and 

•	 Ensure that screeners are proficient in using the most 

current technology and recognizing new threats and 

weapons. 

TSA implemented Management Directive Number 1900.8, 

Transportation Security Officer Training and Initial Certification 

Programs, to guide the overall management of the design, analysis, 

and implementation of all TSO training programs. This directive 

requires the agency to provide TSOs and TSO candidates with 

appropriate training to ensure that they perform their security and 

customer service functions in accordance with established standard 

operating procedures. The directive also requires the Federal 

Security Directors to ensure that each TSO’s work schedule 

includes sufficient time to meet annual training requirements. 

1

 For the purpose of this report, we refer to “initial screener classroom instruction” to reflect the “Basic 

Screener Training” program, which was revised as the “New Hire Training” program and is the basic 

requirement for all new TSOs. 

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To meet these requirements, multiple offices within TSA share 

responsibilities for or provide input to TSO training. These offices 

include the Office of Security Operations, the Office of 

Inspections, the Office of Security Technology, and the Office of 

Human Capital. Appendix C provides additional information 

regarding these offices and their roles in TSO training activities. 

Results of Audit 

TSO Training Program Management 

TSA can improve its management of the TSO training program by 

developing and documenting standard processes. The agency does not 

have documented standard processes to update training based on current 

information, such as the results of officer testing. While TSA officials 

explained they have a process in place to guide training enhancements, 

they acknowledged the process is informal and not documented. The 

agency recently began efforts to record the processes used to improve the 

training program and it is in the process of developing a standard process 

for identifying and assigning on-the-job training mentors. The agency 

also has not documented procedures to determine or allocate 

the equipment, support, and time needed for the workforce to complete 

training requirements, and provides little centralized oversight of the 

training program. 

TSA did not establish a lead office to organize and coordinate TSO 

training until 2006. At that time, TSA issued Management Directive 

1900.8, Transportation Security Officer Training and Initial Certification 

Programs, designating the Operational and Technical Training (OTT) 

Division within the Office of Security Operations as responsible for the 

overall management of the analysis, design, development, and 

implementation of all TSO training programs. However, the OTT 

Division did not assume an active leadership role until 2009. According 

to OTT officials, this limited action was due to OTT’s need to maintain 

current training levels and respond to emerging threats. 

Without guidance and a documented process for updating training based 

on screener performance data and changes in technology or equipment, 

TSA may be missing opportunities to enhance its TSOs’ skills and 

abilities. 

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Documenting Updates to Training 

Management Directive 1900.8 requires the OTT to evaluate TSO 

training programs on a continuing basis to ensure that the courses 

remain current and up-to-date. According to a division official, 

OTT uses intelligence information, Aviation Security Assessment 

Program test results, covert testing results, and standard operating 

procedure changes to modify training, but it did not have a written 

procedure describing how to determine whether a training course 

needs to be modified. Division officials could not provide 

documentation or evidence of how the above information was 

used. For example, OTT could not demonstrate how the training 

methodology or content was modified based on the results of the 

following activities: 

•	 TSA’s 2008 Aviation Security Assessment Program report 

tests prepared by the Office of Security Operations, which 

included 11 recommendations meant to improve the TSO 

training program. 

•	 TSA’s Office of Inspection and the DHS OIG, covert 

testing identified vulnerabilities in passenger and baggage 

screening procedures and technologies. 

•	 The Practical Skills Evaluations.2 

A TSA official reported that a 2009 multiyear contract for 

specialized security training will provide a more structured TSO 

training program support effort. This will include analysis of 

performance data, coordination of training with technology 

deployment functions, and support of the evaluation and 

application of existing technologies training. Division officials 

explained that they have not established measurements of program 

effectiveness because the division and the training program are still 

developing and continue to “play catch up.” 

During visits to selected airports, some airport management teams 

described local efforts to revise TSO training based on 

performance measures, including covert testing. Federal Security 

Directors and Training Managers stated that local testing results 

2

 Practical Skills Evaluations are announced assessments of TSOs. These assessments are based on the 

applicable security screening standard operating procedures to ensure that security officers are performing 

screening functions as required. 

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influenced local training initiatives, such as more training on 

improvised explosive devices and an increased focus on standard 

operating procedures. 

On-the-Job Monitoring Assignments 

Another element that needs improvement is the on-the-job training 

program. A TSA official recognized the importance of a 

standardized, structured on-the-job training program, and the 

agency has established multiple workgroups over the past four 

years to improve this program. However, TSA was unable to 

provide documentation of the accomplishments of these 

workgroups. In addition, TSA has not implemented a formal 

program for selecting and dispatching fully qualified on-the-job 

training monitors. According to the Training Managers at the 

airports visited, the on-the-job training program is implemented 

differently among airports. For example, 

•	 At five of the eight airports we visited, the TSOs were 

assigned only one on-the-job training monitor. 

•	 At the three other airports TSOs were assigned multiple 

monitors. 

TSA officials acknowledged that the agency did not strategically 

plan and document TSO training development from the onset due 

to the urgent need to initiate operations in the aftermath of 

September 11, 2001, and the need to maintain operations and 

constantly respond to emerging threats. 

Training Equipment and Support 

Based on our interviews with TSOs and management personnel at 

the airports visited, TSA may not always provide TSOs with the 

equipment and support they need to effectively complete required 

training. The Aviation and Transportation Security Act requires 

TSA to work with air carriers and airports to ensure that computerbased screener training facilities are conveniently located and 

easily accessible.3

 TSA has not developed a standard process to 

identify and coordinate the necessary computer support, such as 

machines, bandwidth, and location of machines, to ensure that the 

tools available are adjusted to meet current or future needs. 

33 49 U.S.C. 44935(i). 

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At the airports we visited, airport management and TSOs explained 

that some training computers were slow or malfunctioning at 

times. The TSOs noted that the computer startup time was not 

factored into the training time scheduled. Some TSOs mentioned 

that the Online Learning Center system occasionally crashed or did 

not record the accurate data on training completion. A TSA 

official said that a combination of factors contributed to these 

problems, including inadequate network bandwidth, computer and 

web browser security settings, interaction with other programs, and 

slow network performance during periods of high user activity. 

OTT has not identified the appropriate number of training 

computers needed at each airport. The original computer 

allocation was conducted in 2003, and OTT has not updated the 

allocation since taking control of the training program. Based on 

TSA’s computer allocation inventory records, the agency did not 

consistently allocate computers nationwide. For example, one 

airport shows a computer for every 32 TSOs, while another airport 

had one computer for each TSO. According to TSA officials, TSA 

may have initially deployed equipment without conducting studies 

to determine the appropriate number of computers needed for the 

TSOs to accomplish training. However, no documentation could 

be produced to verify how they were actually deployed. TSA 

officials stated that no additional studies to guide deployment have 

been conducted since its inception. These officials explained that 

recent computer allocations were made based on requests from 

airports. 

TSA and OTT have not ensured that airports place training 

computers in practical locations for optimal learning. Training 

computers are sometimes placed far from the checkpoint or 

checked baggage areas, requiring TSOs to spend part of their 

allotted training time traveling to and from the computer locations. 

TSA management at the airports we visited identified the need for 

more training space as a challenge for TSOs to receive training. 

For example, two of the airports we visited have offsite training 

facilities. Three other airports had training facilities that were not 

conveniently located to some of the checkpoints. 

Some of the training environments, such as break rooms or areas 

close to checkpoints, are not conducive to learning. At several of 

the airports visited, TSOs were taking training courses surrounded 

by the conversations of coworkers or the traveling public. We 

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conducted TSO interviews in some of these locations and validated 

that the computers were situated in distracting environments. 

TSOs must complete both new hire and recurrent training on 

screening technologies; however, airport training equipment is 

sometimes different from the devices used at screening 

checkpoints. According to an OTT official, when TSA deployed a 

new generation of x-ray machines to 81 airports, the updated 

recurrent training for TSOs with these machines had not been 

implemented because of software problems. TSOs were still 

training with x-ray images from older generation equipment, which 

limits their ability to identify prohibited items using the current 

checkpoint equipment. 

TSA must ensure that Federal Security Directors and Training 

Managers at each airport provide the screening workforce with the 

equipment and support they need to enhance their skills and 

knowledge. The airport leadership should provide computer-based 

training facilities that are conveniently located, easily accessible, 

and foster learning. 

Training Time 

TSA does not ensure that TSOs are provided the time they need to 

effectively complete training requirements. Management Directive 

1900.8 requires Federal Security Directors to ensure that each 

TSO’s work schedule includes sufficient time to meet annual 

training requirements established in the National Training Plan.4 

However, TSA has not created a process to ensure that Federal 

Security Directors provide enough time for TSOs to complete 

training requirements. 

TSA Headquarters develops the training that TSOs must take and 

determines the amount of time associated with completion of the 

training sessions, but this time estimate includes only the time for 

the lessons, not travel or setup. If TSOs encounter difficulties with 

the online training session, they may not have enough time to 

complete the training. 

4

 The National Training Plan includes all TSA-mandated training courses that an employee should take 

quarterly to meet their annual requirements, including recurrent training for skills maintenance, 

administrative training, and developmental training. 

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TSOs described rushing through course material without devoting 

the attention needed to retain the lessons. TSA officials agreed 

that if TSOs hurry through training courses because they are not 

being allocated sufficient time by management or they do not have 

access to training computers, they may not receive adequate or 

quality training. 

Federal Security Directors did not ensure that screening 

supervisors allocated sufficient time for TSOs to complete the 

National Training Plan courses. Training Managers and TSOs 

interviewed said that some supervisors did not always staff 

checkpoints and checked baggage areas to allow time for TSOs to 

leave for training. According to TSA officials and local airport 

management, there is an extent to which operational needs 

supersede training. 

At one airport, TSA officials allowed TSOs to bypass the use of 

the Online Learning Center and provided little time for training 

because of staffing challenges. One lead TSO indicated that he 

had not accessed the Online Learning Center since 2005. The TSO 

also explained that staff had limited time to read printed training 

materials in lieu of going online. Therefore, the staff is 

encouraged to simply sign off on the materials and receive credit 

for taking the courses without providing evidence of reading or 

understanding the information. The Federal Security Director at 

this airport acknowledged these practices and said that he had been 

encouraging the Training Manager to have the TSOs use the 

Online Learning Center. We did not encounter this situation at 

other airports. 

Successful Use of Screening Equipment Depends on Training 

The screening workforce is TSA’s most important asset for 

ensuring the safety and security of the traveling public; however, 

the agency has not articulated a standard methodology to keep its 

training material current and relevant. 

Without a documented process for updating training based on 

screener performance data and changes in technology or 

equipment, TSA may be missing opportunities to enhance its 

TSOs’ skills and abilities. TSA should assess its training 

equipment needs to provide TSOs with access to sufficient 

computer equipment and bandwidth to successfully complete 

assigned training courses. The agency must also ensure that TSOs 

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are provided with the time and space needed to effectively 

complete training requirements. 

Recommendations 

We recommend that the Acting General Manager, Office of 

Operational Performance, ensures the Operational and Technical 

Training Division: 

Recommendation #1: Finalizes the documentation and 

implementation of a comprehensive methodology to guide its 

efforts to keep the TSO training program and materials up-to-date 

and relevant. 

Recommendation #2: Establishes and documents a formal Onthe-Job Training Program with specific criteria for Transportation 

Security Officers selected to serve as monitors. 

Recommendation #3: Reviews and modifies its requirements for 

training needs to guide agency allocation of computer resources to 

the airports. The Operational and Technical Training Division 

should: 

3a. Provide documented criteria and guidance for the 

placement of the training equipment. This should include the 

use of equipment in the training classrooms that is similar to 

equipment in checkpoint and checked baggage areas. 

3b. Ensure that computer hardware and software, as well as the 

client servers, can support the complex needs of a robust, webbased training portfolio. 

Recommendation #4: Conducts a study to identify the total 

average time needed for TSOs to complete required training, 

including time needed to travel to training locations; and, 

establishes requirements that airport management provide the 

minimum time needed for the screening workforce to complete 

training requirements. 

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Management Comments and OIG Analysis 

TSA concurred with all four of the recommendations in the report and the 

agency has already begun to formulate plans and initiate actions to address 

the recommendations. We consider the recommendations resolved, but 

open. TSA provided information on some ongoing projects and new 

initiatives to build a well documented training plan that will fill the gaps 

identified in this audit report. A summary of the agency’s responses to the 

recommendations follows. 

TSA Comments to Recommendation #1: 

Concur: TSA provided information on several activities already underway 

that address this recommendation. The OTT Division will document and 

describe curriculum configuration management principles in the draft 

version of the Curriculum Development Reference Guide. The final version 

should be available by the second quarter of fiscal year (FY) 2011. The 

OTT Division recently created a Curriculum Development Roadmap Tool 

that visually depicts the forecast for all curriculum-related activities on the 

horizon. This should improve OTT’s ability to more clearly define which 

events or inputs, such as Aviation Security Assessment Program test results 

or covert tests address a specific curriculum. 

Beginning in FY 2011, quarterly work plan reviews will be conducted by 

the OTT Management Team to help prioritize the training work needed. 

This will help improve visibility into when curriculum updates are 

happening, while ensuring more effective management and integration of 

these efforts. By the end of the first quarter of FY 2011, a new Program 

Management Support Services contract will provide two to three resources 

to document methodologies, processes, and procedures. 

OIG Analysis: 

We recognize TSA’s efforts to address its need to finalize the 

documentation and implementation of its methodology to ensure that its 

TSO training program remains current and relevant. This 

recommendation is resolved but will remain open until we have obtained 

and reviewed the final versions of the Curriculum Development Reference 

Guide, the Curriculum Development Roadmap Tool, the OTT work plan 

resulting from the quarterly work plan reviews, and notification of the 

hiring of resources responsible for the TSO training program. TSA should 

specify and demonstrate how each of these components will ensure a 

current and relevant TSO training program. 

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TSA Comments to Recommendation #2: 

Concur: TSA is in the final stages of formalizing an on-the-job training 

program for TSOs and has provided copies of the draft working 

documents. The formalized on-the-job training program will provide a 

structured training curriculum for the TSOs who will serve as instructors. 

This will include mandatory courses on mentoring and providing feedback 

in an effective manner. A TSO will sign a one-year commitment 

agreement to serve as an on-the-job training instructor. The on-the-job 

training instructor program will help establish consistency in the methods 

and techniques used to develop and mentor the workforce during this 

critical portion of the overall training initiative. TSA has scheduled a pilot 

to be conducted in the second quarter of FY 2011. TSA plans to 

implement this program system wide in the third quarter of FY 2011 if 

minimal or no changes are required as a result of the pilot. 

OIG Analysis: 

TSA’s response described efforts to formalize the agency’s on-the-job 
 

training program, which are sufficient to resolve this recommendation. 
 

The recommendation will remain open until we have obtained and 
 

reviewed the final formalized on-the-job training program, the results of 
 

the pilot on-the-job training instructor program, and the schedule for 
 

deployment of the on-the-job training instructor program. TSA should 
 

also provide documentation to show how this plan will be implemented 
 

system-wide including, trainer and student ratios, training duration, and 
 

participant satisfaction. 
 

TSA Comments to Recommendation #3a: 

Concur: OTT agreed that a reassessment of computer allocations is 

warranted and will undertake an effort to develop a formula for allocating 

training computers. Once a formula is approved, it will be distributed to 

the field. TSA’s Office of Field Real Estate Services is currently revising 

the Space Allocation Worksheet and Space Guidelines to allocate more 

space to accommodate the training requirements. TSA plans on releasing 

the new Space Allocation Worksheet in the second quarter of FY 2011 and 

the new guidelines in the third quarter of FY 2011. 

OIG Analysis: 

This recommendation is resolved and will remain open. We recognize 
 

that the revision of the Space Allocation Worksheet and the Space 
 

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Guidelines will improve the logistical and space needs for critical training 

equipment. However, TSA did not fully address the need to ensure that 

the equipment in the classroom is similar to the equipment at the 

checkpoint and the checked baggage area. 

We need to review the details of the training computer allocation formula 

and anticipated implementation plan. TSA should provide the revised 

space allocation plan, implementation details, and documentation of how 

the agency intends to ensure that similar equipment will be employed in 

the classrooms and the checkpoints and baggage areas. 

TSA Comments to Recommendation #3b: 

Concur: TSA is establishing a focused working group as a permanent 

team structure to identify training requirements and the information 

technology capabilities that will be needed to support those requirements. 

This will be a long term goal of TSA, and does not have a simple solution 

that can be quickly implemented. It is anticipated that TSA will pilot 

many different types of interactive web-based training solutions over the 

next several years, and progress and success will be achieved with each 

new project initiated. 

OIG Analysis: 

This recommendation is resolved, but will remain open until we have 

obtained and reviewed specific detailed plans including milestones and 

timetables that identify training requirements and resulting computer 

hardware, software and system solutions. Once the agency has established 

a focused working group as a permanent team structure, we would like to 

review its membership and planned activities. TSA should provide 

documentation showing that future anticipated web-based training efforts 

include a technical assessment of the computer hardware, software and 

client server systems needed for successful TSO training program 

implementation. 

TSA Comments to Recommendation #4: 

Concur: OTT has begun conducting a study to analyze how to build a 

formula to ensure TSOs are provided sufficient time to complete required 

training, including capturing the uniqueness of each airport with regard to 

the location of training classrooms/facilities, as well as the types of 

equipment in use at each airport. Currently, TSAs Staffing Allocation 

Model calculates hours for training, which is used to ensure airports have 

sufficient staffing to allow them to send TSOs to training during non-peak 

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times with no impact to screening operations. The Staffing Allocation 

Model does not include additional hours that may be needed for travel to 

and from a training facility. The model does not address the specific 

screening equipment in place at any given airport. Some airports have 

Advanced Imaging Technology equipment and need training hours for that 

machine, while other airports do not have such equipment and therefore do 

not need training hours in that category. Some airports have training 

facilities within the terminal areas, and therefore, additional time for travel 

is not needed. Some airports have offsite training facilities, and therefore 

allocating additional time for travel is needed. Once the formula is 

developed, TSA will be able to modify allocations of training hours based 

on the needs of an airport. 

OIG Analysis: 

TSA’s response identifies its plans to conduct a study and create a formula 

that will take into consideration the needs for additional time for travel, 

training room locations, air port configuration and various types of 

equipment in use at the airports. This recommendation is considered 

resolved, but will remain open until we have obtained and reviewed the 

allocation formula, the revised training allocation plan, and documented 

evidence that airport management have implemented the new plan. 

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Appendix A 

Purpose, Scope, and Methodology 

The objective of our review was to determine the efficacy of the 

Transportation Security Administration’s (TSA) management of its 

Transportation Security Officer (TSO) training program. To answer our 

objective, we reviewed prior audit reports related to TSO training. We 

analyzed federal regulations, TSA’s management directives, standard 

operating procedures, contracts, and other documentation related to 

passenger and checked baggage training. We interviewed TSA officials 

from offices involved in the development and delivery of the TSO training 

program, including the Office of Human Capital, Office of Operational 

Performance, Aviation Security Assessment Program, and Operational and 

Technical Training Division. 

We selected eight airports to visit based on the highest number of TSO 

Full Time Equivalents, the highest number of air travelers that are 

screened at the check points, the lowest reported Threat Image Projection 

results, the highest number of enplanements per the Bureau of 

Transportation Statistics, and those airports not recently visited or tested 

by DHS OIG. These airports included: 

• Dallas/Fort Worth International 

• Houston George Bush Intercontinental 

• John F. Kennedy International 

• Newark Liberty International 

• Orlando International 

• San Diego International 

• Phoenix Sky Harbor International 

• Tampa International 

We judgmentally selected a sample of at least 48 TSOs at each airport. 

We interviewed a total of 385 TSOs, Lead TSOs, and Supervisory TSOs 

using a standardized data collection instrument. This instrument obtained 

qualitative and quantitative information regarding the required training, 

including the initial screener classroom training, on-the-job training, the 

National Training Plan, and remedial training. It also elicited the opinions 

of TSOs regarding some components of their training. 

During site visits, we interviewed the Federal Security Directors, Deputy 

Federal Security Directors, and airport Training Managers to identify how 

local and national training programs were integrated, assess training 

effectiveness, and identify the extent to which training and performance 

assessments are used to improve TSA’s TSO training program. At one 

location, we observed a New Hire Training Program class session. 

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Appendix A 

Purpose, Scope, and Methodology 

We reviewed electronic data on course completion for all airports to 

determine whether TSOs received the required training, and for 

comparison to TSA management records and reports. The data included 

initial, on-the-job, recurring, and remedial training components. We relied 

on TSA to generate the data and did not test or validate the information. 

Our method for selecting our sample prevents us from projecting the 

findings on a national level, but one should not discount our findings since 

airports visited were locations with a high number of TSOs and air 

travelers. 

We conducted our audit between July 2009 and April 2010 under the 

authority of the Inspector General Act of 1978, as amended, and according 

to generally accepted government auditing standards. Those standards 

require that we plan and perform the audit to obtain sufficient, appropriate 

evidence to provide a reasonable basis for our findings and conclusions 

based on our audit objectives. We believe that the evidence obtained 

provides a reasonable basis for our findings and conclusions based on our 

audit objectives. 

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Appendix B 

Management Comments to the Draft Report 

SEt' 3 (2011)

INFORMATIO

EMO D MFOR: RicJw;d L .kirmer

Inspector General

"" "Dei'<lrlmenl Qf Hom<:4l1l1d Sccurily (DRS)

FROM: (,k-v.1.cOh.l1.s:pistoleU"A ()/~ \JJ .'''''dlJllmsttaioH~''

UBJECT: Respllnse to Draft. Report OIG-09-162-A D-'I'SA, TT'CInS/XJrlafion

SecurityAdministration's ,'lJanagemenr 0.(Irs ScremfHg Wor-kji)rc-e

Training Program Can Be Improved, August 201 0

This memorandum. 001l tiMes the Transportation Securit Administra "on's (TSA) Tesponse to

DRS's Office oftbt: lDlipQCtor Gellera) (OlG) Draft R~pmt OlG-Q9-l62·AUD·TSA,

Trap! porf,ation SeclITif}'A amillistraliol1 '..1' Management oflIs Scrf;1eniflg Worlrforce Tr;ainiPlg

PrQ'gram Can Be lmprm'etl. d ted Augu~t 2010.

TSA apprec.jAtes OIG' efforts on this audit and wi.ll use the ti.nd'in. aind recommeM:atiot) to

impro e the management ofthe Transpolta.l:ian Security Office ( SO· training program.

Hac grolJIlli:

Thc Aviation and TransportatioIl Security Ac·t (ATSA). Public: Law 107-71. IDIIlldUlcd that TSA

deve op a plan fo tho training of ~c,urit)' screerti",g pL'I"SOIlllel. The Ital[ling pi an tl1u I ens.wl.:

that the SL'1'eooing workforce is able to et ectively operate those tedmologies deployed to their

JlSsi r.ed airports. and that they can perform ba..,ggage ane! individual searches while faeil itating

the orderly flow ofpasse.ngers through screening checkpoints.. Addition.ally, the training plan

must.:

• Include 4Q I1cours (Ifinitial sereener c1:;usroom instruction and ro hours ofon-the-job

ttaining (OIT)'

• lnclude rem.e<lial traiuing on loose screening functiQlIS. in which a se=erfi 'Is the

openlilio al [~st relAted to lhose fLmetlons; anti

t" . D.p."...., ~IH~"'...l)(J •..un'

4\01 ,12" SU"C"L

AJli~n" 1/1'. Mg~

~ortation

S~uy

Adminlstration

Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 16
 
 
 

,

F......... IbM .,,,-.on .. prof"'"", i• .,;~ tlIe ""'" e..-.< l«""'*'Jy -' '<OO~

....·_and,,<OJ'OM.

'The 010 ...,._ ........1;< .. 0.<="" ,,_rsA's \rai>t;llC and "''''lof>mml JW<VIID'

rso.., Mly ;01p1emeti1 ......... _am and .tre.:li".ly .... "'" ,_

""~and t«1<l;q"", ;n ,_of.> i>bon """;'1

Sin« ;.,;ti.&lly ............ in 1OQZ. '"e 1';A"'".u.s has ..,,~,. mad< lSO l1";";oa' piority 11><

.'....11 ~b;hl)' ro. O««u<> m.l«I has _ "iIb.., "' ..... '" ""'" TSES _, "[SA !lou .....y ' in 2006. <1«""", n' .-'" <livid< troioin& r<-,bili!i<o 1><1_ "'" Ofll«of11...,., CoPtai (II'''''' uo<n;fIIl

on<! tho Offi« ofS«;w;ty Or«at""" (""""'coI11011lin1J.

j \100,1.r,"""""''''.... s..'wUyClJlkw T"";~ -''''''0>1TSA _ o;....;,~C."lfl«-"'" ~_,_-'"&

doc Op<oo<ionol on<! T",1itri<ol Tro"''' D;,isioo (OIT) "'tlrio It>< Off" of S<=riIy ~"""

.. ""' lead oIlie<...opono;bI< "'" tho"""aI' _ or"", "",I,~ .. de>ip. <1<",,,,,,,,,,,,",

and .fall TSO "'1oti<aI "'".,;"~

'''*'' OTT has l>e<n e.",";.,. ... t,.;,i~ poxIl>;;lS OI'<'<pI C\OITe!I\ "ilb S<>nolatO Op.n"", _and;' ,..""""',', ..i~ond ~,_.... _h .. the """""" .. ..b. and _ -..in 2006, wllieh • """"",;00<1 <xpIoo;...<k,,,,, "" liqum,

(lED)

_''''' tnuni.,.<lfo«. AcldiOona!ly. on<l<>'dop«! .... _ ''';'';IlOl'' oupport .."'If

_i,;,w opec;aJia<l """';1)' ","'iO<> ond!.. posi!;e"", ""... TSA tho

'..pon.'bil~iesro. T....',_... Chod... -"'ioN..'roiIIioj. k>r "Ir''''''';_

"""-"",, Il<t«tionOff,"'"..... s«,.;,y T..mioa 1"._ In 1009.rs" "'*'1, ..,.

"""""" '" ""-' "'" dotil" d<,,~ond d<li"<'ry of L«hoo><aI tnoini"i' OTT is in tlIe

pro«" or "'"",,""I. roodm>p "'"' 'oill"lp OblOfy """""..,;tid to hnl<l. ". "I"""rolio

to >I",,}'. ,omri_ to 1l>< ofTSO ",m...... obilh....

In the awli,,.,,.,., OIG "'"' '[SA .... "'" ~odpro«<I<=>,. d<tmmno '" "'_

the«l"'_-. lime _ foo the """'f""" """'''Ito """pkU traiJlini 1«1"_" .....

tI>oO TSA link «TOnI;=' 0'''';''' ofthe P"'l'""" TS>\ \w:1~ io ;.

"""""""' to o;,oli....""" ~"'ik 01(] _ not 11<1 ...·• tho< the doc_;"" kvrl ; fr,";_.

TSA dod;" Iio<' ~u, <,,,"", the loii"ieoI__, ofo>i1llll& ....

the """"""" _ ...h<Ih<r "lWI'M<"" '" ...... >Ilocol<ol foo vai .,.., ..... "f'I'I'OPri'"

k>.... In lto.,..",]1 ,ffm... fu>a)lre doc""""";"" _ ~in pro«<I..,.. .....

,....,....,. ",h.ed to "" d<>ip. de...~,Mol deh"OI)' ofte<bIb<oI "';";"10 TS>\ ";11

Iormolil:< ........'"""""s:! .-I .., """"';'"'" oil"" tIw: oquipm<nt ..... ""ioD<>l _ _ by the """"ro.", to"""'pkU _ lUt l>"Oinm&;' .......ly

....wMed ....""......,] mCf"'i .llo<o>ioo _ "'iat "" ink><rno>ion 11'_0 by ""

OlG duri..thi,...tn. '11lA 1• ....,-rino the poImti.ol ......d 10 __"""';f"'........ -.-li<>

..1>I<d ..,<>II-oi" """'"'lIlo<o>iool ",,,-.. 1«1\1i...........

w"" «p<l to the """',.;".,j by "'" 010 ~_ni';" Nt<d "'"' TSA,...,..._ "litlle

",,"06..0 ",'...."" 01"'" t..i"l.._'"TSA would II", to ...rify il hoo ocly

d<cmtnoliL<d tIw: deii'<rf or!<thtlOW ~Ib<~ 1<1 ... IIpOO its _ im<N<.... f""

Appendix B 

Management Comments to the Draft Report 

Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 17
 
 
 

,

401;>'«)' IIkl __""""" to =_~ 'i"" 0I'Id eqoj_~"""';" ... "..,..;.'.ed

to "" TSOo., "'" Ih<)' "'" """'l'lele ,II< NGoit<d no. aJT.nil IIQ 'ontrail,

_ tb< <lni~ <Ie>~~~ oj;rtribWon .rllle ''''''''ulom. nu,""';\<1 ..... tl>< """"'" ofOTT. l;eld _ on<! the 1'50> to i'

..._ i"""' TSA ...,..w H" '" is .... .- "'tM<d '" "'" ;mol_..... imoe<

;0_""'".; .."...,,,,,_iii""-.o<U""'>"';"4: ••"')' ;m..from ~'" t., ioo ""~. , ...........

iD<lk<ti" ..II..inoppn>o>ri". TS" ..Ii 'lI< <rilO<al._

'" "iJ'UiJht i...... ",-M, 1«1w>Ioii<s "'i!h ._' ....b;!iu.. bri,. inlro<lu=l """ ....

..,.,.". tho b.ia of HOy ....1I< ~"" "ilL _~, _Ib<re or<.1'>ri<Iy of

le<~~y<kplo)'.~_ TSIl "''''' 01>0 ...,;...... varid~ of.·roy",,- ro< Irait'linl

purpooes. OTT _......" "". imaI<>'" KlU!in<ly d<,~iop<d .. "'" "'" loti.,;,. '1",-"<> or<

",pWIy,""" .. It" i_ate """ ....1;_old« "'-'"'"

...Ili....l. Vi<v.inj<....,.. I)''''''''

oo:Ivao>c<d ....y .y"....,_ "'" don~iop<d fa< <it"" tIw: kp;y '-roy Of .... ","'or

,""""ioo 001. dl ..Y"'"Y, _III .... "."" <;>f """'.....,;..".. Si"", ,be"flM OU<lit r<po<t Tsll "'" okployed.., UNaO<"!be ~,"OI>KIr ",ft..- pod.o..

on<! 1,;0."","""' .,.. t<sIinJ ".... ;",..;"' ..... t ........ 1>0<, .....". ...., ........., ae->tioood_ y~

TIl... ~""" '"",....... mIeoip "" ""'" 1m< ~,;"i"'l ,x=<!, """"" wnkIIl""' ..... .- '" d<I;"" .... ""''''.....-nt. 1klrooic..-.. both tb<.o ~,law<>onl..,j60_

OJT mitWn"'" «q""'-'''' f<>nII ill AT5A ;"';loGo<. m;" of 01.."""","""""",

pn<ti<al "m;u.., i..... inl<rpr<l>O;'" _ __lobo. Tht lninil\ll i. «<>IiDuIIIly

"""";"'l to _ tb< inlro<!u<tioo> of....·"" ..., _L M",""" '""",'"

,..;pw [""US .1''''';'';01 to "'PI""! _iMio&' .~,OOO _~,TSA i.o """ .... .,

..... lIS trai.... to _"""'" oM impro>" _ >l.ills, ""'11< .... ","I~lni """f"\<rw:ies

""" i<o<l ., do< I""f......... d<w~of"'" Tso. imridoolly. and ..........

• S'Alnl. n .. fpc T!S~pIAI TAill., In lOla, TM', 0per0t:i0>D>J If>J T«_

1",,";"11

"'*'"'

Divi (Oll). ",ithi. th< off"" ofS«""'y ()p«aDom (000) r,....I"".

S~PI r do< _ordo<l«"";W~_Tb<pIan".,...... 100> and iDilio<i" .... occ(Mnrli'" _ pl, ~, f,,~ )'<0' spill. "r1vootlb

\hi, pi.... !SA I. obi< to Kkmify ..........

""""""'i

.....I> md 100101 tramia& portfolio< lOr do

>K<lf""" "'" ",;11 ..oar"", tbo «It< l<ti_ilieIlf>J

imP">"< .. >ki1Jl_.. 01 ,"perfurmonc<. Ad<litlonoJly. do< on SUIll<V; PI"" wi!! .1 ·, ...,..1)'_"'" ....,," d m<thod ofiM"""",",, • ,-.'.<ty of now """';"11 """"".

""'''';11 in=... th< rso. 1,!foeti........ md ""o<_y,

• Tt,hig' TA;'''' !!o.d.,,,, OTT "' ....",.n"ll <t>mpldion of. T«hnkol T,......

R~to "'IJr'OR Impl.,.,..,.. ""hnk" .... oft!>< "'""Ii< pl... 1f>J '" • ....,."" "I<ot po1lI

r"",-..l for roror.-. and .1.111, 4<_.q.,-. Th!o roodmop "ill 01....·rs" .. Ok""I',. th< ''''''' of""","," .. ~~l! .. identify ~hot od<l;t_;!f"""

.......... mill'< b<..- _'", ""' ......,.."""""""""" i.o I""f,,;"" in do< ..... d><). '""" p«fu<m. Thi• .-!m'<> wi!! Ilelp ...... tIw Ihe in"""""".r

........... mod< '_"';"'01< .. """'l'l'" "'" proj«to KIeoIi(0<4,

Appendix B 

Management Comments to the Draft Report 

Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 18
 
 
 

• SlI.dlOlk"M lid ltdO!"It.. IIID........', (>:SO ... """"''''''' "" 1"1<pt«I

T_{1Pl)oomprio«J of,,,,,,,,," 9<pDinnionoI,1trnm<t voi"",, TSA.....11.

OIlS So""", a Tt<1mo>kJ&y 11_ Fact9n .,peru. 10 _10 roo< """" ",",ysU of

IXI>~ _ ......ult>. fbi. ~m htlp TS'. b<tt<r -'=t>nd ..-hal.lyp<> ofadj_'"

henna. lotol ""..,iJh'. ...,_<0<>1;'''-. ...,I!or"';";"'l obould bt

'" bri"ll abo<>. ilnpro\-..l il>:Ii'...... ..,",-.II ')''''''' .ffoeo;;" ....... _

00 "'" ""'" pIII<tod by tho lPT

do>ii"'".o mo/li-n>onlh

"""""''"t~of

"lot. '"and _l"Zed b, QSOs ......._ip"am. TSA i.bt ""';., .......1VOOP of...no.., ..... ood

__"'"' voill .. f..ld _tor

of""-"

'" 'm,*"""" ••,"",,,," of

.....'_<lies 'p«irL<>lly _1"Id '""""""tho ""'''''''"''''' Dftho 'I"<,fl< """""" of "'" ..""'-.,It that "''P''''. no....;".oo. ~;II bt obi< to '001;,...... ood oUpoo

"""'"" dori", tit.. pi"" IOd -..... if"" a<li..m..-..........'

"""",_I. UoiflllIhL: ,.f~ &Uno<!,~ ..... fOilw, TSA ,,"II bt_'"

<Itt<man< if"", ""'"" bt ... oIl""""".booM!

• UA Auk.., T1iA i...fOioo"ll tIw: ftmihl,'Y of t>Dbli"'i"llo T1iA Acod<noy. A"

1f'T";II bt It"'" """ offd<al )~.. (FYI 2011. ID df",Iop.~...

•I_i,... ana/y>i. for ....... IuIdtnI>T "",_ioo, Tbt WT will pIII<r "",,,!hal

..

...

ill11."" id<otily ,.,...,i>l rom (both iDitW and ==ing). fot;ili'Y II'"'" ~lI,..

op<ci!l< 'Yl><' Dftrlliniol& that ........w,1:oWd bt """,<Itr<d f.. A<adtmy

de"w')'. TSA'.<WI'tIIt model ... .;".oo ....JlIOd lost""""" ..." ina 10<>111

at. ,>ri<ty Df<!Iff...... k><a<_ both.., and off"''P'''', On« III< _ti )'ai.

;.ooonpltotd. TSA ..ill <ltltmU0! ~hOI. oolut;"" ..ill bt>t """"""" '" tIw: I""f<>oionaI

_..".".., ofill_for«.

I. cone"""",, I""fJ'<Il .... bt= and """i""" .. "', """" .. 11I< ..... ofIro IniIli1ll and

!,ok ·1 dtv<1opmtnL 1 SA <ontinuoI '"t.uld ill tr>ini.. portfol", voith "'" dtoir«l

'"""""" of i",powi.. perf""""",,, and .....Iopinf; ir. """"lor« "' '" """'" TSA '"

"""'II"iZ«l .. 0 P'<"I""~"'" 'OItn<)'. Tht SIr*Iit ~I and R""""'" for lriOflinI

and _..".".." .. ~.II .. "'"S~on;l !'<rl'"""",,,, Impr<>V!Ift!!1I etr_, are ooIy _ oru.. pro;e«.

""",,<I, <wunily und<ro~t" TSA, !t ",,",,;p..od 1llM. .. TSA 010'"...... 1"'1""'. ~< ~·m ......, '"' _<mi'Y '" '" """,if} "i"~ <opabili'.... that ..ill ""<Dri_ and

TSO deV<"""",,,,- and.oo rontinor to h.Old 0

... "";";0\Il portfolio. TSA _, ,"",1ld1O rorobtM.ed ',)m"""''''''''''' ..it' DIG

Ieadio& '" impro.... pro«s"',

TSA """"'" ~'"" and .... .oI«OolY"'''''!<1» '" _ ........".01 of,o. ...

forth jo tile DIG drofI "l""'. TSA·. 'f'O<if"....,.,..... '" u.. oontoill:d in ....

&oft '<I'"" are """,hod.

Appendix B 

Management Comments to the Draft Report 

Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 19
 
 
 

u. s. ,...",_.,.f H ••,Io.d S«oority

T"''''ptlrt''500 s...o1ty Ad....b'...';." (TSA)

11.......... to OIG ll.-.ft Ittt>ort,

1:s:A ,,,_,of,,, _!>of "'orl./Ofa r...."",.,..,..... C... &.1_

1I.t<_..,.d,'''. _1, 1Ou> ,lot d _ ,io_ ••

.................... d ,;." 01, ,1>.•

........oIo>tY .. I_kl, It> dl.... ,. l«<tJ lb, TSO ,...lnl•• P ,.d riob .p-10-

• 1M', Opetoti<>rool "'"I",_aI IraiIIioa Di ';'''''' (OTT) to,,,,,,,,,,, '" dot=- ..:I

, ...fully tIt..no. "",r._koo'"_pri"",,,,,,,, In ""tlnn ,....,. of

"" Cwn<ul.... O<vtJopmmo k.<ftr<n<t00'0d<. Thi, pOd< ,.ill P'O"itIt.., It,.lofdot~_, Ioo-t!'Io ~_.......... ,,.;.....

_ ...1<rial. moai."1'"_or>l .."'_, Tho f,n>! ,_.-1>< ",·..1obIt

by ""...",..; 'f"""<'

_y

offiocal ,_ (~Y) ZOII , .. ,<I<'i..,.ol< ...... T", '-""'" oftl><

Spe<;.(;.<N Iraininr toll""", (SST'>'JO).

• orr =m<Iy <1<<<""'" • C..-n.:.....""i'i'''' Ik..,""""", RoodnIop tool th.d .-;..... 1)· dtpK-t,

tilt _ fot oil ~1.......1II!o<I OIl doe _, AJnoaa ""'" _fit>,

<liaIop< _ OIl this tDoI ..iU ......,.. on', ,101;", '" """" <"",,)' <lef;", ",hi<;h

.._ or """"" (.0.-;..... Moe........ _t. ""'.... _Uo£- _,",oJ

SliII, fiV>ltlOl"'" _ <1<,). """if;ully """'= ",~i<h "I"";f", """""'Mo, ""i1~_1or

_, tbK tool ,.;11 b«om< an Im_ pon of01T', m·...J1 --i<wfor i«qin;

trailbrtol ptOi>'''''.......-w."1'"_ood .."'....,

•

M"'i""". R<j:inni"J i" IT ZOl,o q""""l, ..<rl ,."""-..ill bt tonoiunt.i ~y ""orrn , The>< ""."" will «tlIy btl~ ""onM_Toom benet

ptiotiW>t,. ·ott _ '" bt """"""'" 0 .... 'he """ r,,,,aI ).., "'" oj .. tile ""'"

~,.;tn, I, -..ill oJ"" ~~,. ';';1010", m.. ""bo. "'""".......

..,.;.... ... ,.·IIi.. .......-ina ......1fe<l",.......,..".... ot>l itOtIt""'" 0(

""'" off"",,

• ">.,,,,,, II, tbt mol or"" r"", "",",,' of FY ZOl', ••", I'roet'om M..--....... S""""" Ser>i«s

-..ill brin&"" boor<! "'-0 oonoo: tho< ..ill bt loy _ 10

~~~.-.lJl""_

1I.t<o."...d..... Ill: ~".bll <Io<u,",." _.ri<y , 10..., Qoo., .., T.....'.I ,. .. """n, .._ p .........

to, T _",,;- Offi<tn " It,,·, .. _ •••n.

TSA C_,u,,, ""'to'" TSA Ila> oj"')" .....fotmal .........jol>-tnIdIi!If (OJT)__..

tIW>Jot«l by A'j...,.. ..... I""""",,","'" ""'",,"y Act. wi1h 'I""'r"'...-.."""..... off

l'Olulr<m<n" fot """'.i<m<nt duoi... OfT. ""'"""' ........."".. "" _.;,*" 1___

""', ISA 10 ....~; """" """""'"" ~J"OO<h '" uoinirc oN _i... tltd-i<;.....

Appendix B 

Management Comments to the Draft Report 

Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 20
 
 
 

Appendix B 

Management Comments to the Draft Report 

,

OJ1' """""'- TSA ....P""'_ «J!'i<> of.... 4"fi ,."rl,'" 010<_, "' .... OIlS OIG"'n

tnm <l.i.ooI: IIU, 0U<l;,

n..""..... orr ""'vam "i" "",,- ..,,,",,.""",..«llni"""CIlll'i<ulwn rot .... TSOo ,,110

"ill <i.. up '" _<.... OJT.If''''' I"""""" (run), .. ;",Iud< """"""'""""""" "" m<~

on<! P""idi"I in.., ...._, A.!olio_I", TSO ,,-ill <i..'<>ne-y<a<

."...";-.,,_'"

...

t_. 0> _"< .. on OJn """ .......... beea_ '1IiII;,. 001'*'*1 "'"'" .fthi, co<nmitm<nt "ill lim;' 110<;, ..·.iI.bility to <i.."I' ro. ..,. "'her coil d"t~

.. d<lMi """ }"<at, The 0111 pro~ .;11 ""I]> ,uabli'" """;*,,<;y;" __

""" '"""'"""" "'"" to .... __ mJ"0I'C< <kIrini II>is 'riIi<lll portkJo .r.... <n'mOl11ni"",~ ;";0..; no. lioom.oIi=lIni OJTI, "iU pmv;d< th:m "it, IOOlJ

tlwy neeoJ .. be .If''''' trainm and "',,\to .

TSA hu "'b<dul«l ..... "' be """""""'" ito .... """"'"..-", of FY :'011,.,.j ifm;ru....

_or DO <lIaoI<> or< requjf<dIhi'"os. mo~ Qftll< pilo< oondUC1OOl, TSA pl.." to tIIi'

__.)........."'"in 'h< ~_ "HV lOll.

_.tw<I"... oJ, II..';"', ,001 _ir i " .." ..i.in....... to ......

....'.i'" .' _ of " .......... to T_, Opt,,,,,,••I••d T<donit>ol

T.. •• u.n· ,

l>. , ...·Ide .........,«1 ,rlt,,;,, •.., '01<1.0." for ". pb«..,., ., i11101

....11>-•. TO~ .h••1d 1",,_ I•• uo< or"l"'P_' I. lb, ' 1 ".,........ "", 10

....... to .........., ..<bd....., .... ,....-..._

TSA C..,."" OTT";II_,on ,ff"" .. """lop. furnlw. for .1I~i~ traini~

_ ... tho ,..miq -.rial1l1'Wd""" roo<iMot 10 -., """" "H.. upon

infonnatioo 1e<btrtrk>lY (m ...'«y __for <\rij,.,'l', a .-....m<m <if

.._ ;, ~...-.l. One< , furnlul, ;, upon ""'"" TSA. ;, ";11 b< di"";_.,

.... f,dd. With <epnl '" traim", , ............ TSA', Offi« .H"'1d R<" E..t.t< S<r<Ord

(OFRES) i' ~y....';,'''1 .... Spoo:c Alkgti"" "'0<1._ (SAW) an<! Spoo:c

Goi<I<I;"" 10"_ ""'" JP"'< .. ..,~""t""OUIil<Gw,<,"<"to ""' .... b«o

la<kin<;" .... ".... orr;,;" """""..uc.oon ~i'" OFRES Ill ";tb

"'"""" Of""" -. OFRLS rt- "I tI" """. SA"'; __qI'NI<' of FY

Wll on<! .... ""'. p;.l<li..,.in .... "" cfFYW11

JI>. E Iu, oc.p..., bnl~ ......d , .. .•" .. ,~. ,ll<n' .....-...."0 ••_

lb pi........'.r.......". ~_ ''';.''a ......,.....

TSA C-...., _ oc p<'<liminary _ pherillll on<! inf"""""",,,,' di".sai"",,_

\be T'>A', Offoe< o(lof"""""", _;"1_T",....,...y (Oln on<! OSGOTT, ;,~.. d<Kmoin<d tho<

......;.0;..' ""'-.I ;, ..."..", t "'""'CO'< 10 ;,;",,;r,

lr'IIinirc

""uftmmo~

"'1'""_ond .... ,T oapoIOl;o.. "'" ,,;11 b< "",d<d _ ""'"'

no.";11 b< a\ooa-«tm .... <ifTSA on<! _ no< ..,., • oimpla ..,1............

.,_i" <an b< qu;cUy impI<m<nt<4, "'""'Of,,;....,,~"'" TSA ..ill FOb """y d;fI'=o< '>l"" <ifWol>-t-od "'uo"'" "'n to. "''' ..'.... ,....... ond _ .. ond

..........ill be _'<d "'iUt..." "'''' rroi«< ioiti>tod.

Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 21
 
 
 

;

............_ ..,<:_.,,,. ".dj' to ,OY ,10< , , ......,.II.., _«II.,TSOs

I.....plt< ,m! t"''''''I.Io<loolio, , -.kd ,. , <1 to ' '•• 10.._" .....

..t'",.blbb , ,"" 'b., .1 ".i 1•.,••<

,"'PN'•••

I<It".lb. 011.1 ,I••_td fo.-

i _ ,

TM C_·..., OTT b.. bti'"' """'",Ii"~. mody ",..wyz<""", 10<" "' ...."'. f"""",...

"""'" TSOo ... al """'0<1. ,""utiaol..,.j

........... "'*"'i='<nl pom·Nb. ..,IT,,;"" t ..... \0 """"""" '"'luUM""fti"", ioeloolino _ of_II oi!pC4't<0<. ~M «pt<I '" .... _ <>f_~

.lusroortWfo<ilitieo and .... 1yp« of«lu;1"I"'" i...... aUpon. C..,...,,11. n". SIalT""

AI_Mod<I ('SAM) do<> <&1<......... b u.i~ ..lUck;" -<I'" <n><r< oi'!""U !Ia'•

..rr~ oIa/f"'l '" o.Il...""'"., _ TSOs .. ..mq """...... ,..... "ill> """"""'"

'" ><r«ciDa Of'<\'''ioos, """"'.... S"" """'" ""'" not e-m><ly toe""""" oojdhi_ """". if

ow:<ded. "'-... ",1 .. an;! rtorn • tni",oJ f",ui"."'" 0.... II _ ...... >p«,6< "..mi.1

<quipmom;" l'!a< y .,,,..,, airport, Sotn< IifI>otU 110" M,'mC«! rm.,pn£ Ted,,,,,l<'iJ

(All) __hines oee<l troimn& -.ro< ..... "1\'1-. Scm<...,.,... Soon< .irport> do "'" ho'. AIT ond

"""'for< do "'" "...; ""'ni"ll ...... in """"""II""'. foci'''', ..-ithin "'" lornUn.ll ,•••" a>l """,r."..""'f

h... Qfbi\< mi.i.. f.dlOli<" md

One< funnWa;" d<vdo".d. TSA

_on:.

trami"ll

_tiM<llime for ...... is oUpon'

010",";,. oddi1~ .m<"'" MNod.b "".m Scm<II ooW«l.

";11 b< _ .._f" oIlo<otiomof<nini...-. bao<d

"" .-of...."""'.

Appendix B 

Management Comments to the Draft Report 

Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 22
 
 
 

 

 

 

 

 

 

Appendix C 

TSA Offices and Positions Primarily Focused on TSO Training 

Office of Security Operations 

Responsible for TSOs performing airport checkpoint and baggage screening operations. Includes: 

Office of Operational Performance - Coordinates TSO training to enhance aviation security 

screening performance. 

Operational and Technical Training Division - Designs, develops, implements, manages, 

supports, and evaluates training solutions required by statute or regulation to improve workforce 

performance throughout TSA. The division establishes training procedures and methodologies to 

ensure that training programs are effective. 

Aviation Security Assessment Program - Provides summary reports of testing to the Operational 

and Technical Training Division for recommended training improvements. Airports generate 

assessments using inert bombs, bomb parts, and other threat items from checkpoint bomb kits to 

identify weaknesses in the screening process in order to strengthen screening performance through 

training, procedures, or technology. 

Office of Human Capital 

Provides human capital strategies and services to build, develop, and sustain a high-performing, 

diverse TSA workforce. Includes: 

Human Capital Information Systems Division – Maintains TSA’s Online Learning Center 

Performance Accountability and Standards System - Provides annual TSO performance 

evaluations. This feedback may show what screening functions are problematic and may need to 

be a focus of TSO training. 

Office of Inspection 

Ensures the security and integrity of the agency’s operations through its covert testing program. The 

Office of Inspection provides its covert testing results to the Operational and Technical Training 

Division. 

Federal Security Directors 

Provide daily operational direction for federal security at airports. Federal Security Directors are to 

ensure that all TSOs have successfully completed initial and on-the-job training training, and are 

provided remedial training following an operational test failure. Federal Security Directors must 

ensure that each TSO’s work schedule includes sufficient time for meeting annual training 

requirements, including recurrent training standards. 

Training Managers/Training Specialists 

Arrange, organize, and ensure that TSOs receive required training and that the completed training is 

posted in the Online Learning Center. The training manager or specialist serves as the liaison between 

the Federal Security Director and Operational and Technical Training Division. 

Security Training Instructors 

TSOs assigned to Federal Security Directors’ staff who are responsible for delivery of nationally and 

locally developed, remediation, recurrent, and return-to-duty training. Instructors also assess and 

provide feedback for improvements to training materials or delivery techniques. These TSOs serve in 

the capacity of an instructor 80% of the time and as a TSO for 20% of the time. 

Transportation Security Officers 

Implement screening procedures central to TSA’s objectives. TSOs protect the traveling public by 

preventing deadly or dangerous objects from boarding aircraft. 

Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 23
 
 
Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 24
 
 

Appendix D 

TSO Training Flowchart 
Appendix E 

Major Contributors to This Report 

Patrick O’Malley, Director 

Elaine Ferguson, Project Lead 

Christopher Byerly, Program Analyst 

Megan McNulty, Program Analyst 

Emily Pedersen, Program Analyst 

Raul Quintero, Program Analyst 

Vanessa Santos, Auditor 

James Bess, Independent Referencer 

Kevin Donahue, Independent Referencer 

Transportation Security Administration’s 
 


Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 25
 
 
 

Appendix F 

Report Distribution 

Department of Homeland Security 

Secretary 

Deputy Secretary 

Chief of Staff 

Deputy Chief of Staff 

General Counsel 

Executive Secretariat 

Director, GAO/OIG Liaison Office 

Assistant Secretary for Office of Policy 

Assistant Secretary for Office of Public Affairs 

Assistant Secretary for Office of Legislative Affairs 

DHS Audit Liaison 

Transportation Security Administration 

Administrator 

OIG Audit Liaison 

Office of Management and Budget 

Chief, Homeland Security Branch 

DHS OIG Budget Examiner 

Congress 

Congressional Oversight and Appropriations Committees, as 

appropriate 

Transportation Security Administration’s 

Management of Its Screening Workforce Training Program Can Be Improved 
 


Page 26
 
 
ADDITIONAL INFORMATION AND COPIES 

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fax your request to (202) 254-4305, or visit the OIG web site at www.dhs.gov/oig. 

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misconduct relative to department programs or operations: 

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Attention: Office of Investigations - Hotline, 

245 Murray Drive, SW, Building 410, 

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