August 2012

DEPARTMENT 

OF STATE

AND 

DEPARTMENT 

OF 

HOMELAND 

SECURITY

EXECUTIVE ORDER 13597: 

IMPROVEMENTS TO VISA

PROCESSING AND FOREIGN

VISITOR PROCESSING 

180-DAY PROGRESS REPORT
i

Executive Summary

First impressions are important. A foreign visitor’s first and primary encounters with the U.S. 

government are often with the Departments of State (State) and Homeland Security (DHS), and these 

interactions shape visitors’ opinions about the United States. Executive Order (EO) 13597 (issued 

January 19, 2012) initiated a focused, goal-driven coordinated policy to ensure that these first 

impressions are the best impressions—by building capacity, leveraging existing resources, and improving

the visa application and entry processes without compromising security. From managing wait times to 

ensuring a high quality of interaction with Federal personnel, both Departments are on track to meet 

and exceed the Executive Order’s goals.

State and DHS are working together and with other parts of the government to support the travel and 

tourism industry, a major driver of economic growth. Over the past six months, we have made 

significant progress in three key areas: increasing productivity and efficiency; improving the traveler’s 

experience; and enhancing partnerships, both within the U.S. government and with the travel and 

tourism industry.

Productivity and Efficiency Measures

State and DHS are focused on making the travel process as efficient as possible for visitors and residents,

while increasing the government’s operational productivity. State has increased visa processing capacity 

in high-demand markets through a combination of increased staffing, workload management and 

expansion of its facilities. Similarly, DHS uses technology enhancements and process improvements to 

increase its capacity to process visitors and other entrants to the United States at its ports of entry. 

Increased productivity and efficiency are essential to ensuring that the Departments can accommodate 

increased demand for their services as more travelers seek to visit the United States.

Increased staffing has been key to lower visa interview wait times. By the end of 2012, State will have 

created more than 50 new visa adjudicator positions in China and 60 in Brazil, including 43 hired under 

State’s innovative Limited Non-career Appointment program. Between October 2011 and July 2012, 

State deployed, on temporary duty, 220 consular officers to Brazil (a 253 percent increase over the 

number of temporary officers sent the previous fiscal year) and 48 officers to China (a 60 percent 

increase). The additional staff enabled State to meet the 40 percent capacity increase target goal 

outlined in EO 13597 in Brazil in June 2012, and will enable State to meet that goal in China by 

December 2012.

Visa processing capacity in high-demand countries, particularly Brazil and China, has grown to meet 

sharply-rising demand. Consular managers in China are finding greater efficiencies and have expanded 

their work hours to maximize interview window use. Managers throughout Brazil’s four consular 

sections have responded to a nearly 50 percent year-on-year increase in demand by expanding 

operating hours, including occasional Saturdays and holidays. 

On January 20, 2012, State and DHS initiated a two-year Interview Waiver Pilot Program (IWPP) to 

streamline processing for low-risk visa applicants. The worldwide pilot program allows consular officers 

to waive in-person interviews for certain nonimmigrant visa applicants who are renewing a previous visa 
ii

within four years of its expiration. The pilot program also allows consular officers to waive interviews 

for qualified Brazilian applicants falling into specific age ranges, even when applying for visas for the first 

time. Many consular sections have implemented the IWPP during the past six months; as of August, 52 

visa processing posts in 28 countries participate in the pilot program, waiving interviews for more than 

63,000 low-risk visa applicants—without compromising security. 

DHS is also focusing on a risk-based approach to security to create efficiencies for travelers, as 

exemplified through its Trusted Traveler Programs. Participants in these programs, such as Global Entry, 

who have been pre-vetted and determined as low-risk travelers to the United States, experience 

expedited customs, immigration, and agriculture processing that saves time and allows travelers to 

begin enjoying all that the United States has to offer. In turn, DHS has saved thousands of inspectional 

hours, allowing the Department to allocate more resources to other visitors. Similar Trusted Traveler 

Programs, including NEXUS at Canadian airports and on the northern border and SENTRI on the 

southwest border, have saved DHS a combined total of more than 173,000 manpower hours in 2011 and 

continue to grow in popularity. The joint U.S.-Canada Action Plan, supporting the 2011 Beyond the 

Border initiative, facilitates travel between both countries by increasing the volume of NEXUS 

enrollments, coordinating aviation security measures, and leveraging technology to improve air and land 

border crossings. DHS has also implemented “Ready Lanes” on the land borders for use by travelers 

with certain technology-enhanced identification cards. The use of Ready Lanes for participants of these 

programs has increased throughput by an average of 20 percent. DHS business transformation and 

enhanced training will build on these productivity and efficiency gains. 

The Traveler Experience

State and DHS recognize the public’s demand for a straightforward visa application process and port of 

entry inspections. Wait times—either for an interview with a consular officer (where an interview is 

required) or in the line to be inspected for entry into the United States—are a key factor in travelers’ 

impressions of the United States. State is making changes in its staffing model to reduce interview wait 

times. DHS is addressing wait times at ports of entry and at domestic security checkpoints at airports, 

while focusing on training its officers to provide a high level of professionalism. 

At the time of this report’s submission, State is interviewing 85 percent of applicants worldwide within 

three weeks of their applications, compared with 57 percent in July 2011. In China, consular officers 

used Six Sigma management principles to train local staff and encourage critical thinking about the 

entire nonimmigrant visa application process. In Brazil, State expanded consular hours and used 

technology to decrease processing times. Long wait times are no longer the subject of discussion on 

Chinese and Brazilian internet chat rooms, and consular managers are shifting their focus from bringing 

down backlogs to finding even more ways to streamline operations and improve the applicant 

experience.

DHS is also continuing efforts to move travelers through screening processes as efficiently as possible,

while maintaining security and delivering high-quality customer service. In FY 2011, 95 million U.S. and 

foreign passengers and crew were processed at our international airports—the highest total on 

record. Current statistics show that 75 percent of international aviation travelers wait less than 30 

minutes for processing at U.S. ports of entry and 89 percent of travelers wait less than 45 minutes.

These wait times represent a minor decrease from the FY 2011 wait times, despite an average increase
iii

of 4 percent in the volume of international air travel. DHS’s U.S. Customs and Border Protection (CBP) is 

mitigating the impact of the growth in increasing traveler volume on wait times by increasing 

membership in Trusted Traveler Programs. More than 1.4 million people, including over 300,000 new 

members this year, have access to Trusted Traveler Programs, allowing program members to receive 

significantly faster processing and freeing resources to move other travelers through the queue more 

quickly.

The quality of interaction with Federal officials influences the traveler’s experience. CBP has made 

substantial investments in customer service training for its officers with positive results. A recent survey 

of travelers at airports in the Model Ports program—located at 20 airports representing 73 percent of

international aviation travelers at ports of entry—indicates that 90 percent of travelers agree that CBP 

officers are welcoming, hospitable, and provide the right information at the right time. 

DHS is also introducing efficiencies at Transportation Security Administration (TSA) security checkpoints 

that are of value to foreign visitors traveling by air within the United States. Foreign visitors benefit 

from the efficiency of TSA checkpoints. In 2011, over 99% of federalized airports’ checkpoint 

operational hours maintained wait times of less than 20 minutes. In addition, risk-based security 

initiatives that provide expedited screening to qualified travelers, such as children and the elderly, also 

benefit foreign visitors through the impact of more efficient checkpoint operations and through the 

enhanced security that a risk-based approach provides. In addition, risk-based security initiatives that

provide expedited screening to qualified travelers, such as children and the elderly, also benefit foreign 

visitors through the impact of more efficient checkpoint operations and through the enhanced security 

that a risk-based approach provides.

Building Partnerships

Both State and DHS value partnerships with the private sector and are strengthening these relationships 

to improve government processes for travelers wishing to come to the United States. For example, 

State is incorporating private sector best practices into the visa process. Industrial engineers from 

Disney Worldwide Services, Inc. are donating their time and expertise to evaluate consular sections in 

Brazil and China, where they will suggest improvements for queue management and other ways to 

improve the applicant experience. State has forged partnerships with American Chambers of Commerce 

to provide expedited interview appointments for business travelers and to streamline appointment 

systems. DHS has worked extensively with travel sector stakeholders to improve the arrivals experience 

for foreign visitors, develop travel facilitation programs for low-risk travelers, and review screening 

procedures. The Model Ports initiative, which DHS piloted in Orlando with the help of local airport 

authorities and Universal Orlando Parks and Resorts, among others, is an example of such collaboration. 

Similar partnerships have been built with private sector companies, such as American Express and Delta

Airlines, to increase enrollment in Trusted Traveler Programs.
Table of Contents

Part I: Introduction.......................................................................................................................................1

Part II: Productivity and Efficiency Measures..............................................................................................4

Part III: The Traveler Experience................................................................................................................18

Part IV: Building Partnerships ....................................................................................................................28

Part V: Conclusion......................................................................................................................................31
1 | Page

Part I: Introduction

Purpose

Executive Order (EO) 13597 on travel and tourism, issued January 19, 2012, establishes as U.S. policy 

that “a coordinated policy, consistent with protecting our national security, is needed to support a 

prosperous and secure travel and tourism industry in the United States.” It instructs U.S. government 

agencies to aggressively expand the nation’s ability to attract and welcome visitors while maintaining 

the highest standards of security. 

The EO uses specific goals to focus the Departments of State (State) and Homeland Security (DHS) in 

developing and implementing a strategy of investments and innovations needed to attract foreign 

visitors to the United States. It supports a vision of hospitality and frictionless travel that avoids 

unnecessary inconveniences that might detract from visitors’ experience in the country. Such a strategy

ultimately encourages the visitor to return.

This mid-year report accounts for the progress each Department has made towards meeting EO goals. 

These initiatives and results are organized into three key themes: 

1) Increasing productivity and efficiency;

2) Renewing the focus on the traveler’s experience through the visa and foreign entry process; and 

3) Building partnerships, both within the U.S. government and with the travel and tourism 

industry.

Each theme will explore the specific steps State and DHS have taken to meet the President’s goals. In 

preparing this report, both agencies expanded the scope of this paper to include related initiatives that 

support these goals to provide the full context of the Departments’ work in welcoming visitors. 

Background

The travel and tourism sector drives economic growth and is essential to the U.S. economy. In 2011, 

travel and tourism generated $1.4 trillion in economic activity and supported 7.5 million jobs (exports 

generated from international visitors supported 1.2 million of those jobs).

1 This scale of activity makes 

tourism the United States’ top services export. 

State and DHS are responsible for many of the services that travelers require to visit the United States. 

State processes visa applications, conducts visa interviews, and issues visas to qualified applicants. DHS 

implements customs, agriculture, and immigration laws and regulations at ports of entry; vets travelers

on flights into, out of, or within the United States; and provides checkpoint security for domestically 

originating flights. Consequently, the two Departments are typically responsible for the first and 

 1 Department of Commerce and Department of Interior. National Travel & Tourism Strategy, 2012. 

http://www.doi.gov/news/pressreleases/upload/NT-TS_final051512.pdf

Department of Commerce. International Trade Administration. Manufacturing and Services. Office of Travel and 

Tourism Industries. Fast Facts—United States Tourism and Travel Industry 2011. 

http://tinet.ita.doc.gov/outreachpages/download_data_table/Fast_Facts.pdf
2 | Page

primary encounters a foreign traveler will have with the Federal government. From managing wait 

times to ensuring a high quality of interaction with Federal personnel, State and DHS do much to shape 

visitors’ opinions about the United States.

Ensuring that the United States is a welcoming destination is essential for the health and prosperity of 

the tourism industry. The National Travel & Tourism Strategy cites an increasingly competitive global 

travel market.2

 Other countries are actively seeking to grow their market share, marketing their locales 

to attract travelers. Federal policies that support tourism can contribute to this industry’s growth in 

terms of revenue, job creation, and job support. 

Initial Response to Executive Order 13597

EO 13597 assigns the Departments of State and Homeland Security with lead roles in implementing the 

following directives: 

I. Increase nonimmigrant visa capacity in China and Brazil by 40 percent; (State)

II. Ensure that 80 percent of nonimmigrant visa applicants worldwide are interviewed within 

three weeks of receipt of application; (State)

III. Increase efforts to expand the Visa Waiver Program (VWP) and travel by nationals of VWP 

participants; (DHS) and 

IV. Expand reciprocal recognition programs for expedited travel, such as the Global Entry 

program. (DHS)

State developed a four-pronged approach that increases capacity in China and Brazil while lowering 

worldwide wait times for nonimmigrant visa applicants:

• Increase Staffing at Highest-Volume Posts, including: Increasing overall visa adjudicating 

positions in Brazil and China; and Hiring additional consular adjudicators with Portuguese and 

Chinese language ability via Limited Non-career Appointments.

• Expand Existing Facilities and Explore Possibilities for Additional Visa-Processing Facilities by: 

Opening two new consulates in Brazil; and Expanding, remodeling, and renovating existing 

facilities in Brazil and China.

• Increase Efficiency by: Expanding interviewing hours and multiple shifts in China, Brazil, and 

other high volume locations; and Implementing the Global Support Strategy that uses offsite 

support functions to free consular staff for adjudications.

• Implement the Pilot Program to Waive Interviews for Low-Risk Applicants by: Expanding the 

time within which a consular officer may renew, without interview, certain categories of visas 

for qualified applicants, from one to four years after expiration of the previous visa; and

Streamlining processing for certain Brazilian applicants younger than 16 years and 66 years of 

age and older.

 2 Department of Commerce and Department of Interior. National Travel & Tourism Strategy, 2012. Page 3.

http://www.doi.gov/news/pressreleases/upload/NT-TS_final051512.pdf
3 | Page

DHS similarly described initiatives to facilitate foreign visitor processing:

• Increase Efforts to Expand the Visa Waiver Program (VWP) and Travel by Nationals of Visa 

Waiver Program Countries by: Actively supporting legislation in Congress that would enable 

expansion of the VWP; Reviewing Taiwan for VWP designation; Preparing for further expansion 

of the VWP; and Supporting interagency efforts to grow the volume of travel by nationals of 

VWP countries to the United States.

• Expand Reciprocal Recognition Programs for Expedited Travel by: Maintaining and deepening 

existing reciprocal recognition programs; Establishing pilots with new partner countries;

Cultivating new reciprocal recognition programs through dialogue and sharing lessons learned; 

and Demonstrating the effectiveness of U.S. trusted traveler programs. 

State and DHS jointly submitted a 60-day implementation report to the President on March 19, 2012. 

That report described the Departments’ strategies to meet or exceed the goals in each of these four 

areas, outlining the actions both agencies would take to ensure a successful outcome at the end of 

2012. 

In preparing this 180-day report, State and DHS also included descriptions of additional initiatives they 

have undertaken beyond the Executive Order directives to support the President’s goals for increased 

travel and tourism.
4 | Page

Part II: Productivity and Efficiency Measures

State and DHS are focused on increasing the government’s operational productivity and making the 

travel process as efficient as possible for visitors while also increasing capacity and production. State is 

meeting the challenge of EO 13597 through a combination of increased staffing, investment in 

infrastructure, innovative workload management, and streamlined visa processing. Similarly, DHS, in 

consultation with State, manages the VWP, which allows citizens from participating countries who

otherwise would require a nonimmigrant visa for business or pleasure 

(category B-1/B-2) to visit the United States for up to 90 days without a visa. 

DHS also uses technology enhancements and process improvements to 

increase its capacity to process visitors and other entrants to the United 

States at its ports of entry. Both Departments have devoted considerable 

attention to increasing and enhancing travel with our two North American 

neighbors and greatest sources of visitors: Canada and Mexico. Increased 

productivity and efficiency are essential to growing the Departments’ capacity 

to provide the services required to accommodate the national goal of 

attracting 100 million international visitors annually by 2021.3

These efforts have paid off. International visitor arrivals increased 10 percent

in the first three months of the calendar year (CY) 2012, compared to visitor 

arrivals over the same time period in 2011.

4 State estimates that demand for 

tourist visas will increase almost 19 percent in CY 2012 from 2011 levels. 

 3 Department of Commerce and Department of the Interior. National Travel & Tourism Strategy, 2012. Page 4.

http://www.doi.gov/news/pressreleases/upload/NT-TS_final051512.pdf 4 Department of Commerce. Table C - Section 1: Total Visitation, Canada, Mexico, Total Overseas, Western Europe 

Non-Resident Visitation to the U.S. By World Region/Country of Residence, 2012. http://tinet.ita.doc.gov/view/m2012-I-001/table1.html

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

CY 2009 CY 2010 CY 2011 CY 2012*

3,511,239 3,877,651 4,445,776 5,376,203

3,527,095 3,984,169

4,758,043

5,548,378

Figure 1: Worldwide Nonimmigrant Visa (NIV) Workload Totals

Calendar Years (CY) 2009-2012*

(*Estimated: July through December)

July - December

January - June

Source: Department of State

(+11.7%) (+17.1%)

(+18.7%)

NIV Workload Total

(+11.7%) (+17.1%)

(+18.7%)

NIV Workload Total

Department of State 

Visa Pressing Station
5 | Page

Rising Demand

While worldwide demand for tourist and short-term business visas (B-1/B-2 visas) jumped 24 percent in 

the first six months of the calendar year (compared to the first six months in 2011), demand for these 

visas in Brazil and China surged by 38 percent and 48 percent, respectively. This trend does not appear 

to be short-lived. Bolstered by strong economic growth, China is expected to generate a 198 percent 

increase from current levels in international visitation by 2016. Visitation from Brazil is predicted to 

increase by 70 percent from 2011 levels.5

 Figures 2 and 3 below demonstrate the dramatic increase in 

visa demand in Brazil and China since CY 2009: 

 5 Department of Commerce. Forecast of International Travelers to the United States by Top Origin Countries 2011-

2016. http://tinet.ita.doc.gov/view/f-2000-99-001/forecast/Forecast-COUNTRIES.pdf

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

CY 2009 CY 2010 CY 2011 CY 2012*

213,768 281,560 415,642 564,824 267,870

331,042

512,781

687,831

Figure 2: Brazil Nonimmigrant Visa (NIV) Workload Totals

Calendar Years (CY) 2009-2012*

(*Estimated: July through December)

July - December

January - June

(+27.2%)

(+51.6%)

(+34.9%)

NIV Workload Total

Source: U.S. Department of State

0

500,000

1,000,000

1,500,000

CY 2009 CY 2010 CY 2011 CY 2012*

267,000 365,704 499,757 704,068 288,889

418,268

583,541

780,421

Figure 3: China Nonimmigrant Visa (NIV) Workload Totals

Calendar Years (CY) 2009-2012*

(*Estimated: July through December)

July - December

January - June

(+41%)

(+38%)

(+37%)

NIV WorkloadTotal

Source: U.S. Department of State
6 | Page

Adding Staff

By the end of 2012, State will have created over 50 new visa adjudicator positions in China and 60 in 

Brazil, including 43 hired under State’s innovative Limited Non-career Appointment (LNA) program. 

Between October 2011 and July 2012, State deployed, on temporary duty, 220 consular officers to Brazil 

(a 253 percent increase over the number of temporary officers sent the previous fiscal year) and 48 

officers to China (a 60 percent increase). The permanent staff increases alone will enable State to meet 

the 40 percent capacity increase target goal outlined in EO 13597 in Brazil by June 2012 and in China by 

December 2012, as shown in Figures 4 and 5 below:

50 50

70 70

20

40

60

80

100

Officers

Figure 4: Mission Brazil

Increase in NIV Visa Processing Capacity

June 2011 - October 2012

Consular Officers

Planned Consular Officers

Baseline

Baseline + 40%

Source:

U.S. Department of State

103 103

144 144

80

100

120

140

160

Officers

Figure 5: Mission China

Increase in NIV Visa Processing Capacity

June 2011 - October 2012

Consular Officers

Planned Consular Officers

Baseline

Baseline + 40%

Source:

U.S. Department of State
7 | Page

Investment in Infrastructure

State is investing millions of dollars to improve the infrastructure of its consular sections in China and 

Brazil, and will use the bulk of this investment to add interview windows in consular sections and create 

space for additional staff. At high-volume visa processing locations in China and Brazil, each new 

interview window can increase a consular section’s capacity by 30,000 visa applicants per year. 

These investments will increase Mission Brazil’s 

visa processing capacity to 2.2 million per year by 

CY 2014, a 140 percent increase over 2011 levels. 

State will expand and enhance consular facilities in 

Brasilia, Rio de Janeiro, and Sao Paulo, and open 

new consulates in Porto Alegre and Belo Horizonte. 

Construction at the existing posts will begin in July 

2012, with completion by spring 2013. These 

projects will add 10 new interview windows; make 

space for new staff; enlarge entrances, security 

screening areas, and waiting rooms; and provide 

more efficient floor plans that physically move 

applicants through the interview process as seamlessly 

as possible. State expects to open the new consulates 

in Belo Horizonte and Porto Alegre in late 2013 or early 

2014, with the joint capability to adjudicate up to 

400,000 nonimmigrant visa applications annually. 

Infrastructure improvements will increase Mission China’s visa capacity by 2.2 million applications by the 

end of 2013, a 120 percent increase from 2011 levels. In CY 2012, State will add a total of 48 additional 

interview windows in Beijing, Shanghai, Guangzhou, and Chengdu. In May, Embassy Beijing reopened its 

former consular section with 13 additional windows. A new building in Guangzhou and expanded 

facilities in Shanghai, Chengdu, and Shenyang will increase interview capacity at these consulates by 

over 50 percent in 2013. On June 8, U.S. Ambassador to China Gary Locke announced that the United 

States would offer full visa and American Citizen Services at the consulate general in Wuhan once a 

facility is completed in 2014. State also 

expects Wuhan will increase capacity by 

200,000 visa applications annually.

Increased Efficiency 

In Mission Brazil, managers implemented two 

interview shifts and expanded hours, including 

occasional Saturdays and holidays. Consular 

staff in Brazil improved applicant traffic flows 

that increased throughput and reduced the 

time applicants spend in consular waiting 

areas. Officers in Brazil also piloted the use of 

software that greatly reduces the typing 

required for documenting interview notes, 

From Left: Minister Counselor for Consular Affairs 

in Mission China Chuck Bennett and Assistant 

Secretary for Consular Affairs Janice L. Jacobs 

participate in a ribbon cutting ceremony to reopen 

the former consular section in Beijing, China.

Source: U.S. Department of State

Applicants gather to apply for visas during a “Super Saturday” 

in Sao Paulo, Brazil.

Source: U.S. Department of State
8 | Page

reducing the overall interview time and thus enabling consular staff to process more applicants in a 

shorter timeframe. Improved collaboration across the four posts in Brazil also ensured a more 

consistent applicant experience and facilitated the spread of innovative practices.

In Mission China, consular officers used Six Sigma management principles to train local staff and 

encourage critical thinking about the entire nonimmigrant visa application process. In Shenyang, this 

training resulted in staff targeting paper in the workflow as a drag on efficiency, and compelled them to 

devise a system of printing and affixing visa application and delivery service barcodes to each 

nonimmigrant visa applicant’s passport to eliminate the consular section’s dependence on paper-based 

tracking sheets. Officers also shrunk mandatory paper handouts to a passport-sized piece of paper 

containing links to online informational material. These innovations allowed staff to handle a 70 percent

increase in workload. In Shanghai, consular managers and visa adjudicators are examining ISO 9000 

standards to streamline workflow, and similar standards are being set in Guangzhou, where State will 

centralize processing for visa renewal applications when an interview is not required. 

Streamlining the Visa Application Process

On January 20, 2012, State and DHS initiated the two-year interview waiver pilot program (IWPP) to 

streamline processing for low-risk travelers. As part of this pilot, State implemented new policies, in 

coordination with DHS, which allow consular officers working in U.S. embassies and consulates to waive 

interviews for certain categories of qualified nonimmigrant visa applicants, including those renewing 

their visas within four years of the expiration of their previously held visa, subject to limitations. The 

pilot program also allows consular officers to waive interviews for qualified Brazilian nationals younger 

than 16 or older than 66 years of age, provided that there are no other security concerns. Consular 

officers continue to exercise their authority to interview any visa applicant when deemed necessary.

The IWPP builds upon the layers of security added over the last decade into the visa screening process. 

The visa application process incorporates multiple biographic and biometric security checks, all 

supported by a sophisticated global information technology network. These checks are completed for 

every visa application, whether the applicant appears for a personal interview or not. This system 

allows State and DHS to apply a risk management-based approach to the visa interview requirement—

facilitating travel while maintaining security. 

Consular sections at 52 visa processing posts in 28 countries, as of August, participate in the IWPP. In its 

first five months, the IWPP resulted in the waiver of more than 63,000 visa interviews, saving those 

applicants the time normally needed to schedule and participate in the visa interview process—in 

addition to potential travel to and from a U.S. Embassy/Consulate. The measure also allowed consular 

officers, who spend an average of two to four minutes per interview, to efficiently utilize approximately 

4,000 hours of interviewing time on first-time and higher-risk travelers. State expects additional 

consular sections to participate in the IWPP once they can make necessary changes to their 

appointment systems. 

The IWPP is very popular in China and Brazil, where over 80 percent of IWPP cases are processed. 

State’s Mission (the Embassy and constituent consulates) in Brazil processed almost 33,000 IWPP cases 

between March 2012 and June 2012, while Mission China processed over 20,000 IWPP cases between 

February 2012 and June 2012. The IWPP is gaining popularity in other key markets, including India. 

Mission India processed almost 4,000 IWPP applications since it launched its program in April 2012. 
9 | Page

IWPP participation and popularity is expected to increase as additional markets, including Mexico and 

Germany, begin IWPP participation in July 2012. 

Anticipating Visa Demand

State is taking steps to anticipate surges in visa demand from countries exhibiting strong economic 

growth. In Argentina, for example, a growing economy and ever more attractive cost savings associated 

with consumer purchases in the United States fueled a 97 percent increase in nonimmigrant visa 

demand between FY 2006 and FY 2011. Consular managers have reallocated current embassy staff to 

aid consular operations, added temporary duty staff, and recently added two new consular adjudicator 

positions. The Global Support Strategy (GSS), which streamlines visa application support activities, plays 

a major role in meeting Argentine visa demand.6

 As a result of all of these efforts, the U.S. embassy in 

Buenos Aires reduced the visa interview wait time from an all time high of more than 140 days to the 

current three days.

The extension of visa validity for Colombians traveling on nonimmigrant B-category (tourism and shortterm business) visas from five to ten years is a major step towards managing long-term growth. 

Colombians qualified for a B-category visa to the United States will only have to renew their visa once 

every ten years, encouraging increased travel between Colombia and the United States. In 2011, almost 

500,000 Colombians visited the United States. 

According to the Department of Commerce, visitors from India spent a record-breaking $4.4 billion in 

the United States in 2011, an increase of more than 10 percent from 2010. Visitation from Indian 

nationals is expected to increase by more than 30 percent over the next five years.7

 Annual U.S. travel 

and tourism exports to India have risen by double-digits in seven of the last eight years. The State 

Department is in front of this demand—visa applicants in India typically wait less than a week for an 

interview appointment and spend less than an hour in the consular section, and 97 percent of visas are 

processed within 24 hours.

Visa Waiver Program

DHS manages the Visa Waiver Program (VWP), which allows visa-free travel to the United States for 

eligible nationals of 36 countries visiting the United States for 90 days or less for business or tourism. 

DHS is pursuing several courses of action to assist with expansion of the program. One such avenue is 

DHS’s active support, in concert with other Federal agencies, for the passage of pending legislation in 

Congress that seeks to achieve broader discretion in expanding the program to new countries. These

bills in the House and Senate would amend VWP statutory provisions to give DHS broader authority to 

expand the VWP while strengthening the program’s already strong security standards. DHS, in 

consultation with other Federal agencies, has provided the Congressional authors with suggestions that 

would allow for a targeted, measured expansion of the program to well-qualified partners. DHS and its 

Federal partners will continue to engage with Congress to support the advancement of this legislation. 

 6 See Part III: The Traveler Experience for more information on the processing improvements under the Global 

Support Strategy.

7 See footnote 5.
10 | Page

Following the Secretary of State’s nomination of Taiwan in December 2011, DHS is now formally 

reviewing Taiwan's eligibility for VWP designation, as required by law.

8

 A technical team from DHS 

visited Taiwan in March 2012 to conduct an intensive on-site assessment of Taiwan’s law enforcement, 

security, and immigration systems. The results of that assessment are being consolidated with 

additional information from DHS and other U.S. government agencies to produce the final report. In 

conjunction with DHS’s review, the Director of National Intelligence will produce an independent 

intelligence community assessment of Taiwan’s potential designation into the VWP. On the basis of 

those two reports, the Secretary of Homeland Security will make a determination on Taiwan’s 

candidacy. 

DHS is actively working with partner countries to ensure compliance with all existing requirements and 

is preparing for further expansion of the VWP. DHS is also consulting with potential entrants to 

negotiate information-sharing agreements, as well as bring their law enforcement, security, and 

immigration capabilities up to VWP standards. This effort is another way that DHS continues to conduct 

preparatory work to pave the way for future expansion. 

Alongside efforts to expand the VWP, agencies across the Federal government are working to expand 

travel by nationals of existing VWP countries. DHS supported efforts led by the Departments of 

Commerce and the Interior to craft a National Travel & Tourism Strategy, released in May 2012, to 

promote domestic and international travel opportunities throughout the United States. 

By streamlining and automating processes and procedures, the VWP makes tourism to the United States 

more attractive to nationals of VWP countries. In 2010, in conjunction with the deployment of the 

Electronic System for Travel Authorization (ESTA), DHS’ U.S. Customs and Border Protection (CBP)

automated the Form I-94W used by VWP travelers, who comprise over 60 percent of travelers arriving 

by air in the United States. This change eliminated the need for VWP travelers, who have the required 

advance travel authorization via ESTA, to fill out and present to CBP the Form I-94W upon arrival in the 

United States. This change has resulted in 58 percent faster processing times for VWP travelers and 

decreased wait times at ports of entry. 

DHS will continue to consult with travel and tourism stakeholders, consistent with U.S. law and policy, 

on ways to encourage travel to the United States. 

Trusted Traveler Programs

DHS continues to facilitate the arrival process into the United 

States through Trusted Traveler Programs and other 

technology- and management-based improvements. CBP has 

partnered with airline carriers, airports, and other travel 

industry stakeholders to increase participation in programs 

that provide expedited and more efficient processing to 

frequent, low-risk travelers. Programs such as Global Entry 

for arrival by air into the United States, NEXUS for travel 

between Canada and United States, and Secure Electronic 

Network for Travelers Rapid Inspection (SENTRI) for 

 8 See Section 217(c)(2)(C) of the Immigration and Nationality Act (INA), 8 U.S.C. § 1187(c)(2)(C).

DHS Secretary Janet Napolitano and CBP Acting 

Commissioner David Aguilar opening the U.S.-South 

Korea Reciprocal Trusted Traveler Program with Korean 

Minister of Justice Kwon Jae-Jin. June 2012.

Source: U.S. Department of Homeland Security
11 | Page

crossing the southwest border, have provided these benefits to over 1.4 million members for travel 

through land, air, and sea ports. 

Trusted Traveler Programs employ a thorough vetting of 

travelers who have voluntarily applied for membership, paid a 

fee, and provided personal data (including biographic 

information, photos, and fingerprints) to CBP, which then 

performs rigorous background checks and performs an inperson interview of the applicant with a CBP officer. These 

programs provide expedited immigration, customs, and 

agriculture processing upon arrival in the United States for preapproved, low-risk participants through dedicated lanes and 

automated kiosks.

Productivity and efficiencies realized from these programs 

include the following: 

• The Global Entry program allows expedited clearance for 

pre-approved, low-risk air travelers upon arrival in the 

United States. Members may enter the U.S. by using 

automated kiosks, which are currently located at 37 sites 

(including pre-clearance locations). In addition to U.S. 

citizens and lawful permanent residents, Mexican nationals 

can now enroll in Global Entry, and Global Entry’s benefits 

are also available to Dutch citizens enrolled in the Privium 

program; South Korean citizens enrolled in the Smart Entry 

Service program; Canadian citizens and residents through the 

NEXUS program; and citizens of the United Kingdom, 

Germany, and Qatar through limited pilot programs. In 

addition, DHS has signed joint statements to develop trusted 

traveler arrangements with Australia, Israel, New Zealand, 

and Panama to allow their qualifying citizens to participate in 

Global Entry. DHS continues to expand the program both 

domestically and internationally as part of the 

Administration’s efforts to foster travel and tourism, 

supporting EO 13597. 

Global Entry allows vetted air passengers to clear CBP 

inspectional processing 70 percent faster than general 

passenger processing. Almost 44 percent of Global Entry passengers are admitted into the United 

States in less than one minute, and approximately 77 percent are admitted in less than five minutes. 

EO 13597 directs DHS to 

expand reciprocal trusted 

traveler arrangements like 

Global Entry. On June 12, 

2012, CBP launched a 

reciprocal program with South 

Korea. CBP has signed joint 

statements to develop trusted 

traveler arrangements with 

Australia, Israel, New Zealand, 

and Panama to allow 

qualifying citizens to 

participate in Global Entry. In 

addition to these new and 

potential cooperative 

partnerships, CBP operates 

limited pilot programs with 

Germany, Qatar, and the UK 

to provide expedited 

 

Global Entry Kiosks
12 | Page

Figure 6 depicts Global Entry 

enrollment and kiosk use from FY 

2008 - FY 2012. Since June 8, 

2008, Global Entry kiosks have 

been used more than 2.6 million 

times. CBP has processed over 

1,262,000 Global Entry 

passengers to-date in 2012, an 

increase of over 500,000 travelers 

compared to the same time in 

2011. Kiosk usage has saved CBP 

Officers more than 50,000

inspectional hours and has 

removed low-risk travelers from 

the general queue, thus reducing 

wait times for non-members. 

Global Entry kiosk usage has 

increased significantly as more 

members join the program and as kiosks become available at additional airports. 

• For travelers at the U.S. land border ports of entry from Mexico, the SENTRI program provides 

expedited CBP processing for pre-approved, low-risk travelers through a Dedicated Commuter Lane. 

SENTRI is open to citizens of any country. In FY 2012, SENTRI membership increased by 8.8 percent,

with CBP processing SENTRI travelers nearly 13 million times at southern border crossings to-date in 

2012. SENTRI members wait approximately 30 minutes less and are processed 63 percent faster 

than travelers going through general lanes on the southern border.

• NEXUS provides expedited CBP processing for pre-approved, low-risk travelers at pre-clearance 

airports, land border, and seaport crossings between the United States and Canada. NEXUS 

membership is open to U.S. and Canadian citizens and Lawful Permanent Residents. NEXUS 

membership increased by 16.4 percent in FY 2012, with CBP processing NEXUS travelers 3.5 million 

times at northern, land, sea, and air ports of entry this year to date. NEXUS members wait 

approximately 5 minutes less and are processed 58 percent faster than travelers going through 

general lanes on the northern border.

• Global Entry benefits are also extended to members of the SENTRI and NEXUS programs. As of July 

2012, over 578,000 trusted travelers receive Global Entry benefits through NEXUS membership, 

while over 142,000 receive them through SENTRI membership. 

Encouraging Travel at the Border

Beyond the Border Initiative

On February 4, 2011, President Obama and Canadian Prime Minister Stephen Harper issued a 

Declaration on a Shared Vision for Perimeter Security and Economic Competitiveness establishing a new 

long-term partnership that will accelerate the legitimate flows of goods and people between both 

0

100,000

200,000

300,000

400,000

500,000

2008 Q32008 Q42009 Q12009 Q22009 Q32009 Q42010 Q12010 Q22010 Q32010 Q42011 Q12011 Q22011 Q32011 Q42012 Q12012 Q2

Figure 6: Global Entry Enrollment and Kiosk 

Usage

FY 2008 - Q2 FY 2012

GE Enrollment GE Kiosk Usages

Source: U.S. Customs and Border Protection
13 | Page

countries. On December 7, 2011, Prime Minister Harper and President Obama announced the 

supporting Action Plan on Perimeter Security and Economic Competiveness. The Action Plan was 

designed to speed up legitimate trade and travel, improve security in North America, and align 

regulatory approaches between the two countries. 

Under the Action Plan, eight Canadian preclearance airports (Calgary, Edmonton, Halifax, Montréal, 

Ottawa, Toronto, Vancouver, and Winnipeg) will upgrade their checked baggage security to 

Transportation Security Administration (TSA)-certified Explosives Detection System equipment as the 

primary checked baggage screening equipment. The upgrades will facilitate travel for passengers from 

these airports who are connecting to other flights in the United States. The necessary upgrades are 

scheduled to be completed at all Canadian preclearance airports by March 31, 2015. In order for 

travelers to enjoy the benefits of this initiative as soon as possible, TSA and Canada will stop rescreening 

checked baggage on an airport-by-airport basis as new equipment is deployed and implemented. With 

the two countries mutually recognizing each other's air cargo security programs, the efficiency of 

screening is improved and the burden on the industry is reduced.

In May 2012, CBP and the Canada Border Services Agency (CBSA) announced joint efforts to expand and 

enhance NEXUS, including conducting enrollment blitzes, implementing an expedited renewal process, 

and creating a plan to expand NEXUS lanes and booths at key ports of entry. Initial steps include 

focusing on the timely processing of NEXUS applicants in Ottawa, deploying a new trusted traveler kiosk 

at Billy Bishop Toronto City Airport, and opening a NEXUS lane at the Queenston/Lewiston Bridge. In 

May and June 2012, CBSA and CBP enrolled more than 1,000 new members into the NEXUS program. 

Also, CBSA announced it will extend NEXUS membership eligibility to citizens of Canada currently 

residing abroad, or who have recently returned to Canada—aligning with amendments that the United 

States made in 2009. 

CBP and CBSA also announced the installation of new and advanced sensor technology at the Peace 

Bridge and Queenston-Lewiston Bridge that will help measure and report delays, and relay this 

information to travelers. As a result, people will be able to plan their routes better, time their crossing, 

and select the bridge with the shortest wait-times.

21st Century Border Initiative

On May 19, 2010, Presidents Obama and Calderon signed the Declaration Concerning 21st Century 

Border Management, pursuing initiatives and programs designed to expedite legitimate trade and 

travel, while ensuring security. The Declaration is aimed at increasing economic competitiveness, 

enhancing public safety, welcoming lawful visitors, facilitating trade, reducing the cost of doing business 

in North America, ensuring wise stewardship of shared resources, and promoting economic 

development in the border region. 

The bi-national Presidential Executive Steering Committee (ESC) for the Management of the 21st 

Century Border develops an annual Action Plan to focus attention on priority issues and also monitors 

the implementation of individual projects.

Accomplishments achieved under the ESC’s 2011 Action Plan included expanding the use of Trusted 

Traveler Programs by launching Global Entry; working to expand the world's busiest land border crossing 

at San Ysidro-Tijuana; modernizing the Tornillo-Guadalupe Bridge to enhance capacity; increasing the 

number of northbound commercial inspection lanes at the Nuevo Laredo - Laredo World Trade Bridge, 

the single most important truck crossing on the U.S.-Mexico border; breaking ground on the 
14 | Page

Matamoros-Brownsville West Rail Bypass project that will increase rail crossing efficiency by routing 

trains outside of the downtown area; and completing border wait time studies at Otay Mesa, California -

Mesa de Otay, Baja California, and Pharr, Texas - Reynosa, Tamaulipas. 

Under the 2012 Action Plan, efforts will continue to focus on expanding border crossing infrastructure at 

high priority locations such as the Mariposa port of entry in Nogales; supporting and institutionalizing 

the Regional Master Planning processes to jointly plan new border crossings; establishing pilot preinspection and pre-screening programs for cargo in the U.S. and Mexico; building complementary 

trusted traveler and trusted shipper programs; collaborating to combat transnational criminal 

organizations; and planning and executing joint patrols to prevent violence in the border region.

Streamlining the Visa Process in Mexico

Travel from Mexico accounts for 

more revenue to the U.S. economy 

than travel from any other country 

other than Canada (whose citizens 

are largely visa exempt). In 2011, 

Mexican visitors spent over $9.2

billion dollars in the United States, 

and 8.5 million Mexican citizens 

have valid U.S. tourist and/or 

business visas. Consular officers at 

State’s ten visa-issuing posts in 

Mexico issued 837,596 visas and 

border crossing cards from January 

through June 2012, an increase of 

almost 32 percent from the same 

time period in the previous year.

State is improving the visa applicant experience for Mexicans through a variety of efficiency measures. 

For example, consular sections there introduced a nationwide appointment system that allows 

applicants to find and utilize the next available appointment among all of the 10 consular sections in 

Mexico, and introduced fee payment by credit card online or over the phone—giving applicants more 

convenience and more options. State also opened a new consulate general building in Ciudad Juarez in 

2008, another in Tijuana in 2011, and will open a third in Monterrey in 2014. All of these facilities 

dramatically expanded the size and efficiency of consular operations. In Monterrey, the number of visa 

interview windows will increase from 27 to 41.

U.S. Consulate General Tijuana Building at new location in Mesa de Otay

Source: U.S. Department of State
15 | Page

Leveraging the Land Border Integration Initiative

CBP is focused on securing the U.S. northern border 

with Canada and the southern border with Mexico, 

while expediting the flow of lawful travel, trade, and 

immigration. Cross-border communities contain 

significant populations that commute across the 

border every day and whose water or electrical power 

comes from the other country. Recognizing the crossborder nature of infrastructure and commerce is 

critical to CBP’s ability to effectively manage each 

border.

CBP has greatly increased its use of technology in the 

land border environment; this technology is now 

integral to CBP operations, providing clear security 

and facilitation benefits. Scanning and screening 

technologies significantly augment CBP’s ability to expedite the legitimate flow of persons and cargo across 

land borders by helping to identify and segment traffic into higher and lower levels of risk. By employing 

these technologies, CBP can more quickly assess the risks associated with persons and goods seeking entry, 

enabling more efficient and risk-informed processing. 

DHS’s Land Border Integration (LBI) initiative —an expansion of the efforts begun under the Western 

Hemisphere Travel Initiative (WHTI)—uses technology to achieve productivity and efficiency gains through 

expedited land port facilitation. Radio frequency identification (RFID) technology, improved License Plate 

Readers, and the Vehicle Primary Client remain key to facilitating travel by providing traveler information to 

CBP officers and automatic queries of law enforcement databases as the traveler’s vehicle approaches the 

primary inspection. The Vehicle Primary Client is a next generation computer upgrade that allows CBP 

officers to verify the validity of travel documents quickly and make determinations regarding the 

admissibility of travelers. 

WHTI began these efforts to increase the security of the United States by requiring travelers to present one 

of a limited number of designated securely issued travel documents denoting identity and citizenship and

that can be verified electronically in real-time. WHTI has reduced the number of acceptable travel 

documents from over 8,000 to a core set of six secure document types (including new RFID-enabled 

documents). In addition to U.S. passports, the following RFID-enabled documents are accepted at the 

border:

• U.S. Passport Card

• Trusted Traveler Program cards (Global Entry, NEXUS, SENTRI, and FAST)

• Enhanced Driver's Licenses from issuing states and Canadian provinces (currently issued by 

Michigan, New York, Vermont, and Washington and British Columbia, Manitoba, Ontario, and 

Quebec) 

• New Border Crossing Card

• New Permanent Resident Card (green card)

• Enhanced Tribal Card (for U.S. federally recognized tribes and currently issued by the Pascua Yaqui 

of Arizona and the Kootenai of Idaho)

Land Border Crossing, Ambassador Bridge, 

Detroit, Michigan

Source: U.S. Customs and Border Protection
16 | Page

Governments and tribes have issued more than 16 million RFID-enabled travel documents that support 

facilitated travel. The use of RFID technology and the promotion of new RFID document options allows for 

the transition of travelers from less efficient to more efficient processing methods. Traveler law 

enforcement name queries using RFID travel documents are 20 percent faster than queries conducted with 

a machine-readable document without RFID and 60 percent faster than a manual entry with a paper 

document, such as a birth certificate.

Figure 7 represents the increasing number of RFID-enabled documents queried at the southern border from 

January 2008-May 2012, primarily the result of a large increase in Border Crossing Card renewals from 

consular sections in Mexico. Currently, there is a 53 percent saturation of RFID documents, meaning that 53

percent of all law enforcement queries are initiated by RFID-enabled travel documents. This statistic is 

significant because RFID document queries result in more efficient, faster processing.

CBP has instituted Ready Lanes—lanes reserved exclusively for travelers with RFID documents—at 16 

locations along the southern border and four locations along the northern border. Approximately 

200,000 vehicles and 350,000 travelers use Ready Lanes each week. Compared to 

general lanes, Ready Lanes are 15 percent more efficient along the southwest 

border and 37 percent more efficient along the northern border. 

To capitalize on Ready Lanes’ success, CBP is developing the capability to redesignate lanes in real time to maximize throughput. Active Lane Management is 

the principle of monitoring incoming traffic and making adjustments to lane 

designations as needed to facilitate traveler flows and maintain security. It allows 

CBP to switch a lane’s designation among general lanes, Trusted 

Traveler/Dedicated Commuter Lanes, and Ready Lanes based on current traffic 

patterns. This flexibility allows CBP to be more efficient in processing travelers at 

the land border.

Total RFID documents: 

15,481,175

(53% saturation)

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

RFID Documents

Figure 7: RFID Documents at the Border

2008 - Present

Source: U.S. Customs and Border Protection
17 | Page

Preclearance

CBP currently is able to provide streamlined border processing for inbound passengers departing from 

the 14 international aviation pre-clearance locations in Aruba, The Bahamas, Bermuda, Canada, and 

Ireland. The traveler inspection at a preclearance location is essentially the same inspection a traveler 

would experience at a U.S. port of entry, but is completed on foreign soil. TSA evaluates the host 

country’s aviation security standards at each of these locations to confirm that preclearance airports are 

performing checkpoint screening of passengers and accessible property using procedures that provide a 

level of security equivalent to the security that TSA screening provides in the United States. CBP stations 

officers at all preclearance locations to ensure the highest levels of security are being met.

All precleared flights arriving from the 14 preclearance airports are permitted to deplane passengers 

directly into the sterile area of the connecting domestic U.S. airports without being rescreened at a TSA 

checkpoint. The passengers’ connecting checked baggage, however, must still be screened by TSA upon 

arrival in the United States, unless the location has been approved for checked baggage preclearance. 

Preclearance airports are responsible for nearly a sixth of all incoming international aviation travelers. 

Business Transformation

In addition to integrating technology, CBP is seeking innovative ways to improve security, wait times, 

and traveler satisfaction. Some of these new initiatives include enhancing port operations through 

technology, assessing how to best staff ports of entry, and developing ways to automate the forms 

travelers use for entry. 

Areas under consideration include employing mobile technology to better access ports with 

infrastructure constraints and instituting programs that better assess the overall risk of the traveler.

After successfully automating the Form I-94W, CBP is working to automate the Form I-94, a paper form 

currently used by non-VWP visitors seeking admission into the United States at sea and air ports of 

entry. The automation of the Form I-94 will improve data accuracy and timeliness, and save data entry 

costs for CBP. It will have a positive impact at air and sea ports of entry, helping to mitigate the need for 

additional staff and allowing travelers to experience reduced wait times.

Additionally, CBP is researching and developing ideas that will leverage the time passengers spend prior 

to arrival at the primary customs processing booth for conducting significant aspects of primary 

processing. These improvements would be integral to enhancing CBP operations and processing in land, 

air, and maritime environments. CBP will continue to strive for more effective measures operationally, 

as well as develop effective strategies that will improve CBP ports of entry facilities, airline cooperation, 

flight scheduling, and passenger wait times.
18 | Page

Part III: The Traveler Experience

Wait time is a key factor in the traveler experience. Both the 

length of time an applicant must wait for an interview with a

consular officer (where an interview is required) or in the queue to 

be inspected for entry into the United States affect travelers’ 

impression of our country. This section describes how State is 

succeeding in reducing interview wait times, ensuring at least 80

percent of applicants worldwide are interviewed within three 

weeks of submitting an application, and how DHS addresses wait 

times at ports of entry and at security checkpoints at domestic 

airports, as well as other aspects of customer service related to 

travel. 

Visa Interview Wait Time

At the time of this report’s submission, State is interviewing 85 percent of applicants worldwide within 

three weeks of their applications, compared with 57 percent in July 2011. State has drastically reduced 

appointment backlogs in Brazil, resulting in a 98 percent decrease in interview wait times from a high of 

120 days in August 2011 to just two days in July 2012. In China, wait times have remained below three 

weeks since October 2011, and today remain under a week at some consular sections in Mission China. 

Long wait times are no longer the subject of discussion on Chinese and Brazilian internet chat rooms,

and consular managers are shifting their focus from bringing down backlogs to finding even more ways 

to improve operations. 

State will maintain its wait-time goal by deploying staff to high demand markets, including Brazil, China, 

India, and Mexico, to meet the seasonal increase in visa demand; shifting positions from low-demand to 

0

20

40

60

80

100

120

140

Avg. Wait Time (Days)

Figure 8: Mission Brazil

Monthly Average NIV Wait Time 

(B-1/B-2)

June 2011 - June 2012 

Source: U.S. 

Department of 

State

U.S. Ambassador to China Gary Locke 

congratulates the one millionth 

nonimmigrant visa applicant in 2011

Source: U.S. Department of State

0

10

20

30

40

50

60

Avg. Wait Time (Days)

Figure 9: Mission China

Monthly Average NIV Wait Time

(B-1/B-2)

June 2011 - June 2012 

Source: U.S. 

Department of 

State
19 | Page

high-demand markets; and hiring additional adjudicators as necessary. The continual addition of 

temporary and permanent staff has brought wait times in 2012 far below 2011 levels.

The Global Support Strategy

The Global Support Strategy (GSS) is a worldwide contract that changes the way a visa applicant 

experiences the visa process; streamlining the way he or she receives information, provides fingerprints, 

sets appointments, pays for visa fees, arranges for document delivery, and is welcomed into the 

consular section for his or her interview. The goals of GSS are better accountability, transparency, and 

customer service in the support activities supplied by commercial entities to consular sections around 

the globe.

GSS replaces the current patchwork of contractor-provided visa support services at overseas posts (e.g., 

call centers, appointment scheduling, and document delivery) with a single contract and comprehensive 

process for logistical arrangements preceding the actual adjudication process. Now covering nearly 59

percent of the visa processing posts worldwide, GSS has allowed consular managers to increase 

per-officer adjudications without adding staff, has improved transparency, and has established uniform 

service standards and goals. 

In January 2011, State opened 11 Applicant Service Centers (ASC) under GSS for visa applicants 

throughout Mexico. Three additional ASCs opened in Mexicali, Piedras Negras and Reynosa in June 

2012. These centers allow applicants who are renewing visas to complete much of their nonadjudication processing in a single visit averaging 20 minutes or less, giving applicants unprecedented 

flexibility and convenience in the application process. In many cases, the introduction of ASCs in Mission 

Mexico lowered the total cost of a U.S. visa to applicants in Mexico by eliminating third-party fees 

previously charged for appointment, information, and delivery services.

Mission Brazil implemented GSS in April 2012. GSS provides off-site biometric collection in Brazil as well, 

freeing up windows for interviews. State expects to introduce GSS in China, without offsite fingerprint 

centers, by spring 2013.

Explaining the Visa Process

State is working harder than ever to explain the visa application process, improving applicants’ access to 

simple, straightforward information before, during, and after they apply for a visa. Instructions on how 

to apply for a visa are available on every visa-processing embassy and consulate’s website, and the 

nonimmigrant visa application form (DS-160) is available in 23 languages, including Chinese, Hindi, 

Portuguese, Russian, and Spanish. 

State is close to completing a major “renovation” of its general information website to improve the 

content and accessibility.9 The new version of the travel.state.gov (TSG) website will include userfriendly tools such as the “Visa Wizard,” which through a series of questions will guide the user to 

information most appropriate to his or her needs. The new TSG contains broader, more user-friendly 

information than State’s current website, covering more than 35 different nonimmigrant visa categories 

and the Visa Waiver Program for VWP-eligible travelers. This new site will also offer easy access to 

information on interview wait times and fees. Applicants can even compare wait times at different 

 9 http://travel.state.gov
20 | Page

Source: U.S. Customs and Border Protection

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

Average Wait Time (Minutes)

Figure 10: Quarterly Wait Times: 

National Average

consulates within a country, giving them more options and more flexibility in scheduling their interview 

appointments.

Consular officers are reaching out to visa applicants through social media, traditional media, and 

in-person meetings to explain the visa application process in potential travelers’ own languages—

whether for tourists, business travelers, or students. Several consular sections have produced their own 

videos that debunk commonly held myths, engage audiences, and prepare applicants. State recently 

released a video entitled “Visit America: It’s Easier than you Think” that offers welcoming images of the 

United States coupled with straightforward information about the visa process.10

Wait Times at Ports of Entry

CBP provides both aggregate and port of entry-specific wait time information on its website.11 CBP has 

provided the public with an easily accessible tool, the CBP Airport Wait Times web site, that allows 

travelers to know what to expect when they are traveling.12 Additionally, CBP is working with airports 

and other stakeholders to better document the entire processing time of passengers, including time 

entering the facility, time spent waiting for baggage and other elements of the passenger experience. 

Figure 10 depicts the average wait time at airports from Q1 FY 2009 to present. Air wait times have 

increased in part because of increases in international travel. Beginning in 2010 and continuing through 

this year to date, international air travel has recovered dramatically after a decline from 2008-2009, 

averaging almost 4 percent growth per year. FY 2011 saw 95 million U.S. and foreign passengers and 

crew processed at international airports—the highest total on record. With the increase in the use of 

larger capacity aircraft, the number of passengers arriving on a “per flight” basis has increased 

significantly, causing a concentration of demand for inspection services and a resulting increase in wait 

times. Additionally, during FY 2011 and FY 2012, 47 new or expanded port facilities, including brand 

new international air terminals in Miami and Atlanta, and a doubling in the number of vehicle primary 

booths at San Ysidro, California, have opened or are slated to come on line. 

 10 http://travel.state.gov/visa/visa_5735.html 11 www.cbp.gov 12 http://www.cbp.gov/xp/cgov/travel/wait_times
21 | Page

Figure 11: Airport Wait Time Processing 

Intervals

FY2012 YTD (through March 18, 2012)

0-15 Min 16-30 Min 31-45 Min

46-60 Min 61-90 Min 91-120 Min

121+ Min

Source: U.S. Customs 

and Border Protection

Figure 11 depicts Airport Wait Time 

Processing Intervals in FY 2012, showing 

the percentage of passengers that wait 

between certain ranges of time. Current 

statistics show that 89 percent of travelers 

wait less than 45 minutes before being 

processed and 75 percent of travelers wait 

less than 30 minutes for CBP processing. 

The national wait time average in FY 2011 

was 22.8 minutes and was approximately 

21.7 minutes for the first quarter of FY 

2012. 

CBP also uses data to optimize staffing at 

Ports of Entry to minimize wait times. CBP 

port directors identify peak processing periods well in advance based on historical data and real time 

operational information provided by carriers and airport authorities. CBP identifies the hours when 

passenger volume and wait times are highest, times which differ from airport to airport. For example, 

peak hours generally occur at Los Angeles International Airport (LAX) between 9AM-6PM, but non-peak 

hours occur between 12AM-7AM. However, peak hours at Hartsfield-Jackson Atlanta International 

Airport (ATL) differ, occurring between 5AM-7AM and 1PM-8PM. With this advanced information, 

directors begin making operational adjustments before peaks occur to maximize capacity during these 

periods. These operational adjustments include expanding pre-primary roving operations, utilizing 

cargo lanes for passenger processing where possible, and adjusting individual schedules and lane 

assignments. 

Through innovation, modernization and business transformation efforts, CBP will be able to better 

allocate resources, as well as streamline the admission process for most travelers. CBP is developing the 

Airport Wait Time Console Real Time Flightboard, which uses live data feeds from multiple sources to 

create a view of passenger arrival data. The wait time for each arriving passenger is recorded, and 

aggregates of these wait times may be obtained based on the individual flight, class of admission, time 

of day, or any other data element associated with an arriving air passenger. CBP uses this data to report 

wait times on its public website. CBP is currently testing this program at a few key airports such as New 

York John F. Kennedy International Airport (JFK )and Los Angeles International Airport (LAX), and will 

expand the program to additional airports later this year.

Innovative Programs for Reducing Wait Times at Ports of Entry

Recognizing that one size does not fit all, CBP has launched several programs to facilitate travel by 

adapting the inspections process to meet travelers’ circumstances. In cooperation with airport 

operators and airlines, CBP has developed programs that greatly reduce missed connections, increase 

passenger throughput, and enhance the arrival processing experience. 

The “One-Stop” program is a CBP-managed initiative to facilitate the processing of arriving international 

travelers who do not have checked luggage. It is currently available at Houston George Bush 

Intercontinental Airport (IAH) and JFK, where CBP respectively processes 1,014 and 200 people per day

through the program. CBP provides a dedicated lane for travelers identified as eligible for One-Stop. 
22 | Page

CBP officers conduct all CBP inspection processes (Passport Control, Baggage Control, Agriculture, and, 

as necessary, Carry-on Luggage) at the passport control primary booth. 

The Express Connection program facilitates the entry process for international travelers with closely 

scheduled connecting flights. CBP dedicates a designated processing booth and participating airlines 

dedicate representatives in the Federal inspection area to identify and escort pre-selected travelers to 

the designated Express Connection primary booth(s). This program is currently available at the 

following airports, each one part of the Model Ports program: Atlanta, Boston, Chicago (O’Hare), Dallas, 

Detroit, Fort Lauderdale, Los Angeles, Miami, New York (JFK), Newark, and Orlando. Model Ports 

utilizing the Express Connection program are currently processing between 100 and 200 program 

travelers per day. 

Wait Times for Domestic Air Travel

After entering the United States, many international visitors take advantage of the nation’s extensive air 

transportation network for domestic travel. TSA ensures their security while traveling by air within the 

United States and is most visibly present through its over 50,000 trained and certified Transportation 

Security Officers who screen close to two million travelers daily at over 450 airports across the country. 

TSA has taken concrete steps to implement key components of its intelligence-driven, risk-based 

approach to security, advancing TSA toward its goal of providing the most effective security in the most 

efficient way possible. Foreign travelers benefit from these innovations largely through the impact of 

more efficient checkpoint operations and through the enhanced security a risk-based approach 

provides.

In 2011, over 99% of federalized airports’ checkpoint operational hours maintained wait times of less 

than 20 minutes in 2011. As part of its wait time management, TSA is developing Automated Wait Time 

(AWT) technology to monitor and track queuing traffic at security checkpoints, enabling TSA to 

reallocate screening personnel and resources to areas of higher congestion and priority as needed. The 

AWT system also includes the ability to display wait times to the traveling public on monitors at airport 

checkpoints to help travelers with their planning. TSA has tested an AWT system in its laboratories and 

anticipates field testing in airports in the coming months. 

One of the cornerstones of TSA’s risk-based security initiatives is TSA PreTM, an expedited screening 

program at certain U.S. airports. TSA PreTM affords eligible U.S. citizens traveling domestically with an 

opportunity to receive expedited screening, such as permitting some U.S. passengers to keep their shoes 

and light outerwear on and to leave laptop computers and a 1 quart bag containing liquids, gels, and 

aerosols in their carry-on bags. TSA will continue to incorporate random and unpredictable security 

measures throughout the security process. As of July 26, 2012, over 2 million U.S. passengers received 

TSA PreTM expedited screening at 18 participating domestic airports in partnership with Alaska, 

American, Delta, and United Airlines and US Airways. TSA PreTM helps facilitate travel for all 

passengers, including foreign visitors, as the resources saved from screening TSA PreTM passengers are

allocated to process others. 

TSA expects to bring TSA PreTM to a total of 35 domestic airports in partnership with 5 airlines, 

encompassing 51 checkpoints, by the end of CY 2012. 
23 | Page

The CBP Trusted Traveler Programs, especially Global Entry, have been instrumental to the success of 

TSA PreTM. To date, over 670,000 U.S. Citizens are able to access TSA PreTM through their 

membership in Global Entry. 

TSA also has introduced risk-based security screening to enhance the screening experience for children 

and the elderly. In the fall of 2011, TSA enacted risk-based checkpoint screening procedures for 

passengers 12 and under that include: 

• Allowing children 12 and under to leave their shoes on.

• Allowing multiple passes through the walk through metal detector and advanced imaging 

technology to clear any alarms on children.

• Using explosives trace detection technology on a wider basis to resolve alarms on children.

Since the spring of 2012, passengers 75 and older are now able to leave their shoes and a light jacket or 

outerwear on when passing through security. TSA anticipates these changes will further reduce—

though not eliminate—the need for a physical pat-down for these passengers.

Customer Service

Model Ports Initiative

DHS and its travel industry partners have worked together to improve processes for clearing and 

welcoming travelers into the country while maintaining the highest levels of professionalism. CBP has 

taken a proactive management approach in addressing passenger processing issues and continues to 

Source: Transportation Security Administration

Figure 12: TSA Risk-Based Security Initiatives
24 | Page

work in partnership with airport authorities, airlines, and the travel industry to identify new ways to 

more efficiently move people through the entry process. Best practices have been identified through 

the Model Ports program and shared with other locations around the nation.

Located at 20 airports representing 73 percent of incoming travelers, the Model Ports program offers 

several benefits to improve the traveler experience. Through modifications to airport facilities, Model 

Ports offer more streamlined, understandable, and welcoming CBP areas. Many model ports have 

foreign language welcome ambassadors and special service representatives to aid in directing travelers 

to open CBP primary booths and ensure CBP forms are completed prior to arrival in the processing area. 

CBP has redesigned and distributed over 1,400 new signs to display at Model Ports. From the best 

practices implemented at these ports, travelers experience an enhanced look and feel so that they feel 

welcomed when they enter the United States. 

Figure 13: Simplified Signage at Model Ports

Additionally, Model Ports have improved customer service through the establishment of the Passenger 

Service Manager (PSM) position, a key advocate for promoting traveler satisfaction. There are about 46 

full-time PSMs stationed at the 20 Model Ports. Photographs and contact information for all PSMs is 

prominently displayed for maximum traveler visibility and access. The PSM is a uniformed CBP manager 

able to respond to traveler complaints or concerns; oversee issues related to travelers requiring special

processing; observe overall traveler processing; address issues on site as they occur; and provide 

recommendations for improvement of traveler processing and professionalism. The PSM also provides 

training to managers, supervisors, and officers on customer service and professionalism issues; collects 

and analyzes reports concerning professionalism and traveler satisfaction; and promotes public 

awareness of the CBP mission through distribution of public information bulletins, brochures, and 

comment cards. 

Figure 14: Improved Queuing at Model Ports

Before: After:

Before: After:
25 | Page

Professionalism and Enhanced CBP Officer Training

As one of the first faces travelers see when they arrive in the United States, CBP officers play an integral 

role in providing an optimal traveler experience. CBP has worked to improve its CBP officer training to 

ensure that travelers are shown the highest level of professionalism. In 2008, CBP began working on a 

comprehensive basic training program for new officers. This new training program was launched in 

February 2011; there are currently 495 officers enrolled. The new curriculum includes three mandatory 

components: a 15-day pre-academy, an 89-day basic academy and a post-academy training program 

that ends as the trainee completes his or her probationary period. 

The goal of these programs is to produce a professional law enforcement officer who possesses the skills 

necessary to effectively carry out CBP’s critical mission. The programs prepare trainees mentally, 

physically, and ethically to meet the challenges and demands of a law enforcement position and equips 

them with the specific skills needed to perform their duties with a high level of competence.

Public Outreach

In the fall of 2011, TSA launched TSA Cares, a helpline specifically designed to assist travelers with 

disabilities and medical conditions. Travelers may call TSA Cares toll free at 1-855-787-2227 prior to 

traveling with questions about screening policies, procedures and what to expect at the security 

checkpoint. TSA Cares serves as an additional, dedicated resource specifically for passengers with 

disabilities, medical conditions or other circumstances, or their loved ones, who want to prepare for the 

screening process prior to flying. 

To provide passengers with 24/7 access to the most commonly requested TSA information on their 

mobile device, TSA has developed the My TSA mobile application. My TSA puts the most frequently 

requested information about security procedures at airport checkpoints right at a traveler’s fingertips. 

The application has multiple functions, including allowing travelers to find out if an item can be taken in 

checked or carry-on bags, view delays at all U.S. airports via a feed from the Federal Aviation 

Administration (FAA), receive commonly asked packing and traveling tips, and see other passengers’ 

wait times at checkpoints at specific airports. The application is available for free on iTunes and the 

mobile web version can be found on smartphones with a web browser.

Effective Redress Mechanism

The DHS Traveler Redress Inquiry Program (DHS TRIP) is part of a coordinated Federal government effort 

to provide a secure, easy-to-use single point of contact for travelers to resolve travel-related screening 

issues. DHS TRIP is recommended as a resource where individuals believe they have been unfairly or 

incorrectly delayed, denied boarding or improperly identified for additional screening at U.S.

transportation hubs or have experienced delays at customs and immigration ports of entry. DHS 

launched DHS TRIP in 2007 as part of a joint DHS-State initiative. 

As of July 11, 2012, DHS TRIP has adjudicated and closed more than 120,000 requests for redress in the 

five years since the program's inception. DHS TRIP improves the traveler’s experience by assisting the 

U.S. government with updates and corrections to inaccuracies in their records, reviewing the possible 

causes of additional screening, and providing a Redress Control Number that travelers can use to 

mitigate against misidentifications during commercial aviation security screening. Travelers who have 

been through the DHS TRIP process are encouraged to enter that number when booking a flight.
26 | Page

DHS TRIP is a web-based program that can be found through the TSA or DHS website.13 DHS TRIP is 

available to all travelers regardless of country of citizenship or residence.

Traveler Satisfaction Survey Results

As a result of CBP’s commitment to improve customer service, CBP and the DHS Private Sector Office 

developed and deployed a traveler satisfaction survey to benchmark passenger satisfaction and CBP 

professionalism at the 20 Model Ports of Entry. The survey was conducted by Medforce Government 

Solutions (MGS) to evaluate CBP’s performance in achieving Model Port goals. Customer survey 

research shows that travelers are very satisfied with their reception at Model Ports. 

The traveler satisfaction survey for all 20 Model Ports began October 12, 2011, and was completed on 

November 18, 2011. 

Figure 15: Customer Service Survey

The survey findings indicate that:

• Nearly 90 percent of travelers agree that CBP officers are welcoming;

• Over 90 percent of travelers agree that CBP is providing the right information to travelers, at the 

right time and in a hospitable manner;

• Over 80 percent of travelers agree that CBP is creating a calm, pleasant Customs waiting area; and 

• Nearly 90 percent of travelers feel that the entry processing time is either short or reasonable.

 

Source: U.S. Customs and 

Border Protection
27 | Page

Travelers have expressed a very high satisfaction with the way CBP is managing its entry process and 

providing timely and friendly customer service. CBP is still analyzing the results of this survey and will 

make additional results public. CBP is working directly with industry partners to develop and maintain 

an ongoing survey process to maintain a feedback loop with travelers so that improvements continue.

Aligned with the customer service survey initiative, CBP revitalized the comment card program. 

Comment cards are available in the CBP Areas and can be filled out by travelers wishing to express their 

views of CBP processing. Each card is collected and the results are shared with the ports of entry, and if 

necessary referred for additional investigation. CBP has improved the format of the card, making the 

cards more accessible to the traveling public, providing more analysis and feedback for the ports of 

entry, and taking corrective action where necessary. 
28 | Page

Part IV: Building Partnerships

As State and DHS confront the challenges of upholding border security and facilitating legitimate travel 

in an increasingly mobile world, both agencies have reached out to travel and tourism industry 

stakeholders for input or assistance. These public-private partnerships encourage innovation and 

collaboration, and advance the U.S. government and the industry’s mutual goals to attract international 

visitors to the United States. State and DHS have increasingly benefited from the support and expertise 

of the private sector to enhance regional and field-level operations and services. 

Department of State

State is incorporating private sector best practices into the visa process. Industrial engineers from 

Disney Worldwide Services, Inc. are donating their time and expertise to evaluate consular sections in 

Brazil and China, where they will suggest improvements for queue management and other ways to 

improve the applicant experience. These engineers will offer this expertise in a cross-sector effort to 

streamline U.S. visa operations in the most efficient and welcoming way possible. 

State has greatly benefited from ongoing partnerships between consular sections and business 

organizations overseas, most prominently the American Chambers of Commerce (AmCham). These 

organizations are in unique positions to offer assistance to small and medium size businesses in 

navigating the visa application process to do business in the United States. State has instructed consular 

officers to work with local business groups, including AmCham, to expedite urgent business travel 

requests. Some consular sections in Brazil, China, and Mexico offer designated interview time slots for 

verified members of these groups or their affiliates. These programs, which exist in over 100 countries, 

play a critical role in streamlining the appointment system so that managers can work to lower wait 

times across the board. Consular officers sincerely value the work these organizations do to encourage 

legitimate business travel to the United States.

Mission China’s Group Travel Leisure Program, implemented first at the U.S. Consulate General in 

Shanghai, has had a substantial impact on the President’s export initiative to promote and assist U.S. 

business abroad in order to spur exports, trade, and investment that create new jobs in the United 

States. The program connects with global travel agencies with the Foreign Commercial Service and the 

consular sections to ensure that U.S.-bound travel and leisure groups are afforded timely visa interview 

appointments. This effort was recognized in State’s selection of Mission China to receive the Economic 

and Business Affairs Assistant Secretary’s Export Promotion Achievement Award for 2011. The award 

was based on Mission China’s collaboration and partnership with the Foreign Commercial Service and 

pointed to their creation of the Group Leisure visa facilitation program, which led to more than $72 

million in U.S. exports in 2011.

Department of Homeland Security

CBP also works with airlines and other stakeholders to improve the inspection process in air ports of 

entry. For example, CBP developed Express Connection and One Stop in coordination with the air travel 

industry to facilitate travel. Strong partnerships with the travel industry also allow CBP to leverage 

different customer bases to identify frequent travelers and potential Global Entry members. CBP has 
29 | Page

partnered with airlines to promote the Global Entry program using advertisements, press releases, and 

media events. These efforts have resulted in significant increases in enrollment in the program. 

Additionally, CBP has conducted community outreach events designed to raise awareness of the 

program. Recognizing the benefits of the program, American Express and United Airlines now 

reimburse top-tier customers for Global Entry application fees. As of June 30, 2012, American Express 

has reimbursed nearly 90,000 Global Entry applications fees. CBP is currently working with several other 

partners to expand this program to more users later this year. 

TSA also leverages ongoing partnerships and communication with the aviation community - including 

airlines, airports, and industry and passenger trade associations - regarding risk-based security 

initiatives. TSA has also been engaging with non-traditional stakeholders in transportation security such 

as hotel chains, rental car companies, travel agents, visitors and convention centers, large companies 

and associations with traveling populations. TSA cooperates with the travel industry to conduct 

outreach at trade shows, association events, and annual meetings to educate passengers on risk-based 

security.

TSA works closely with its foreign partners around the world to promote secure travel. In 2011, it 

conducted aviation security training in 43 partner countries and signed 14 agreements on technical 

assistance and information sharing. TSA provided training assistance to more than 100 foreign 

governments with Last Points of Departure flights to the United States.

The Model Ports Initiative involves close public-private sector collaboration. To take one example of a 

successful Model Port, a partnership with industry partners and stakeholders resulted in significant 

improvements to the facilities at the Orlando International Airport. A working group that included DHS 

agencies, the Port of Orlando, and many private sector participants, such as Universal, Disney, 

Gatorland, and Seaworld, resulted in improved queuing, streamlined signage, a more welcoming interior 

decor, and foreign-language-speaking passenger facilitation. Partnership was critical in leading the 

private sector participation in that effort, and thousands of dollars worth of improvements were 

contributed. This local effort is considered a model for ports across the country; CBP is looking to 

highlight similar efforts in the future. 

CBP has also worked with the Walt Disney Company to develop an informational video in the passport 

primary queuing area titled, “Welcome to the United States ‘Simple as 1, 2, 3’,” which presents travelers 

with step-by-step instructions on what to expect during CBP processing. The video is subtitled in eight 

languages: Arabic, Chinese, French, German, Japanese, Korean, Russian, and Spanish, and is seen by 

over 25 million visitors to the United States each year.14 CBP also partnered with Disney to create a 

scenic video that shows travelers across the United States in everyday life. 

In addition to specific programs and initiatives, DHS entities have also worked with the travel and 

tourism industry to try to improve the traveling experience at a more comprehensive level. The Orlando 

and Las Vegas ports of entry collaborated with their airport authorities, local theme parks, hospitality, 

visitors’ bureaus, and other stakeholders to discuss local operations and implement initiatives to 

improve visitor processing and port facilities. Orlando businesses that were involved in this effort are 

now sharing their experiences with other tourism industry leaders to encourage more local-level 

initiatives at other airports. Similar meetings are held regularly at numerous airports across the country 

whereby process improvements, facility needs and innovative ideas, such as process streamlining, can 

 14 http://nemo.cbp.gov/opa/videos/2009/us_123.wmv
30 | Page

be discussed with all stakeholders in the arrivals process. CBP and TSA continue to welcome the efforts 

and willingness of industry to engage at the local level to address challenges and opportunities unique 

to the arrival experience at each airport.

DHS entities also leverage partnerships to improve the overall traveler experience for specific passenger 

groups. TSA continues to partner and communicate with a coalition of over 50 national organizations 

representing the interests of passengers with disabilities and those from diverse religious, ethnic, racial, 

and other backgrounds. TSA holds quarterly teleconferences with members of the Disability and 

Multicultural Coalition and also holds an annual conference every September at TSA headquarters. TSA 

personnel also present at the national conferences of groups that are members of the coalition and 

interact with individual members on a regular basis. Coalition members include the American Diabetes 

Association, the United Ostomy Associations of America, the Sikh Coalition, and the Muslim Public 

Affairs Council. Recent outreach activities include a presentation on TSA’s risk-based security efforts to 

the Sikh Community Leaders Briefing organized by the White House Initiative on Asian Americans and 

Pacific Islanders.

Expertise is also shared at the regional and local level. In March, a nationwide car rental company 

provided a briefing to CBP and TSA representatives to share best practices on queue management and 

customer service. In April, the Airports Council International convened a call with DHS and many of its 

member airports to discuss volunteer traveler aides and “ambassador” programs used to improve the 

welcoming experience. These kinds of efforts and communication help DHS learn best practices from 

industry leaders, provide industry and the travel and tourism community with an opportunity to better 

understand Federal operations, and facilitate stronger working relationships in daily port of entry and 

airport operations.

Beyond the sharing of expertise, partnerships with the private sector and other external entities have 

proved invaluable in the promotion of Federal programs and services. Companies and industry 

associations have the marketing capabilities to make appeals to many audiences. For example, DHS has 

developed a process to work with convention organizers to offer onsite Global Entry enrollment 

interviews for thousands of conference or convention participants. DHS partnered with the U.S. Travel 

Association and convention and visitors bureaus to enroll more people into Global Entry at their industry 

events. Through outreach at trade shows and association events, TSA and CBP educate industry and the 

traveling public on current initiatives and services, but have also been able to encourage participation in 

the Global Entry program. By continuing to add organizations to support and notify their members, TSA 

and CBP are able to grow membership in the Trusted Traveler Programs of DHS as well as provide a 

higher quality of screening experience. 

The Federal government will continue to welcome collaboration with private sector entities,

nongovernmental organizations, and the traveling public to enhance and grow services and programs 

that facilitate secure travel and tourism. 
31 | Page

Part V: Conclusion

State and DHS have exceeded or are on track to achieve EO 13597 goals by the end of CY 2012. As of 

submission of this report, approximately 85 percent of applicants worldwide are interviewed within 

three weeks of applying for a visa, and State’s capacity to process applications in Brazil and China has 

already met or will meet the 40 percent increase target before the end of the calendar year. DHS has 

launched a reciprocal Trusted Traveler Program with South Korea’s Smart Entry Service program; signed 

trusted traveler joint statements with Australia, Israel, New Zealand, and Panama; and is working with 

Congress to authorize broader discretion in expanding VWP to new countries, while working with 

specific VWP candidates —such as Taiwan—to review eligibility for VWP designation, as required by law.

Each Department will continue to build capacity, expand programs, modernize and reorganize

processes, and when appropriate and possible, hire more people. These efforts will not only assure a 

fully successful outcome at the end of 2012, but allow both Departments to fully support National Travel 

& Tourism Strategy goals to attract 100 million travelers by 2021.

The accomplishments to date, and the accomplishments to come, are the result of the dedication, 

commitment and hard work of thousands of Federal employees at home and overseas. Both State and 

DHS look forward to continuing to facilitate the travel of millions more international visitors this year, 

while upholding the highest level of border security.