First, the agency is to work with a contractor to evaluate the  assumptions—such as rates of expedited screening—used by the  computer-based staffing allocation model (model) to determine the  optimal number of TSOs at each airport based on airport size and  configuration, flight schedules, and the time it takes to perform checkpoint  and baggage screening tasks. Finally, at each airport, TSA is to collect throughput data on the number of  passengers screened under both expedited and standard screening and  monitor passenger wait times at screening checkpoints. TSA Modifies Its Staffing Assumptions and Relies on Airport Information to Tailor TSO Staffing Levels to Individual Airports

		TSA Modifies Its Staffing Assumptions as Needed Based on Contractor and TSA Officials’ Evaluations and Passenger Throughput Forecasts

In fiscal years 2016 and 2017, TSA modified the assumptions used in its  model, as needed, to reflect changes identified through annual  evaluations performed by a contractor. For example, TSA officials stated  that they increased the expected time needed to screen passengers for  one type of passenger screening equipment in fiscal year 2017 because  the contractor found that the actual time needed was more than the  assumption TSA used in fiscal year 2016. According to the officials, TSA modified this assumption in fiscal  year 2017 and now uses TSA Pre® Program data specific to each  individual airport in the model. For example, beginning in fiscal  year 2016, TSA used passenger throughput forecasts to allocate staff  commensurate with the expected rate of increase in passenger  throughput at each airport. Because the staffing  allocation resulting from TSA’s model does not reflect the full range of  operating conditions at individual airports, TSA headquarters officials use  airport-specific information to further adjust allocations by changing  individual line items within the allocation after running the model on both  an annual and an ad hoc basis. Similarly, officials  stated that they adjust the model’s output to account for individual airport  staff’s training needs so that each airport’s staff can meet TSA’s annual  training requirements. TSA Uses Data to Monitor Airport Operations and Respond to Increases in Passenger Wait Times and Throughput

		TSA Uses Passenger Wait Time and Throughput Data to Monitor Airport Operations on a Daily Basis

TSA collects passenger wait time and throughput data and uses those  data to monitor daily operations at airports. In May 2016, TSA established the Airport Operations Center (AOC)  that conducts near real time monitoring of the operations of 28 airports  that, according to TSA headquarters officials, represent the majority of  passenger throughput nationwide or are operationally significant. In addition, TSA officials at airports are  required to report to the AOC when an event occurs—such as equipment  malfunctions, weather-related events, or unusually high passenger  throughput—that affects airport screening operations and results in wait  times that are greater than TSA’s standards of 30 minutes in standard  screening lanes or greater than 15 minutes in expedited screening  lanes. For example, over the course of the summer of 2016, after  certain airports experienced long wait times in the spring of 2016 as  confirmed by our analysis, the AOC assisted in deploying additional  passenger screening canines and TSOs to those airports that  experienced longer wait times. To determine the extent to which TSA exceeded its wait time standards,  we analyzed wait time data for the 28 airports monitored by the AOC for  the period of January 2015 through May 2017 for both standard and  expedited screening. Our analysis shows that TSA met its wait time  standard of less than 30 minutes in standard screening at the 28 AOC  airports 99.3 percent of the time for the period of January 2015 through  May 2017. TSA Has Taken Steps to Improve Information Sharing with Stakeholders and Most Stakeholders We Interviewed Reported Improved Satisfaction

		TSA Improved Information Sharing with Stakeholders through Daily Conference Calls, Presentations, and Meetings

TSA headquarters has taken steps intended to improve information  sharing with stakeholders about staffing and related screening  procedures at airports. Additionally, stakeholders we interviewed generally reported positive  relationships or improved information sharing with FSDs, but also noted  differences in the type and extent of information that FSDs shared. According to TSA headquarters officials,  stakeholders can elevate any problems they experience with FSDs  sharing information to regional directors who are responsible for ensuring  that FSDs engage regularly with stakeholders.
Why GAO Did This Study

TSA employs about 43,000 TSOs who screen over 2 million passengers and their baggage each day at airports in the United States. TSA allocates TSOs to airports using both a computer-based staffing model and information from airports that are intended to provide each airport with the optimum number of TSOs. In the spring of 2016, long screening checkpoint lines at certain U.S. airports raised questions about TSA's process for allocating TSOs to airports.
The Aviation Security Act of 2016 includes a provision for GAO to review TSA's process for allocating TSOs. This report examines how (1) TSA modifies staffing assumptions and tailors staffing levels to airports' needs, (2) TSA monitors wait times and throughput and adjusts resources accordingly, and (3) TSA shares information with stakeholders about staffing and related screening procedures at airports. GAO reviewed TSA documentation describing how the agency modifies staffing assumptions and manages stakeholder coordination. GAO also analyzed passenger wait time and throughput data from January 2015 through May 2017 for the 28 airports monitored by headquarters. GAO visited eight airports selected on the basis of passenger volume and other factors and interviewed TSA officials and stakeholders at those locations.
GAO is not making any recommendations.

What GAO Found

The Transportation Security Administration (TSA) modifies staffing assumptions used in its computer-based staffing model (model) and tailors staffing levels to individual airport needs. Specifically, TSA works with a contractor annually to evaluate the assumptions used in the model and modifies the model's assumptions as needed. For example, TSA adjusted its model after contractor evaluations conducted in fiscal years 2016 and 2017 found that transportation security officers (TSO) needed more time to screen passengers and their baggage when using one type of screening equipment. Moreover, in 2016, TSA began using forecasts on the number of passengers screened at each airport's checkpoints (throughput) to better allocate staff commensurate with the expected rate of increase in passenger throughput at each airport. Furthermore, prompted by the long wait times at some airports in 2016, for the 2017 model TSA officials used actual expedited screening data, specific to each individual airport, rather than relying on the system-wide estimate used in 2016. TSA officials also use other information specific to each airport—such as staff training needs—to further tailor the TSO allocation because the initial allocation resulting from the model does not reflect the full range of operating conditions at individual airports.
TSA uses data to monitor passenger wait times and throughput on a daily basis and responds to increases. For example, TSA's Airport Operations Center (AOC) monitors daily wait times and passenger throughput from 28 airports that TSA officials say represent the majority of passenger throughput nationwide or are operationally significant. Furthermore, TSA officials at airports are required to report to the AOC when an event occurs—such as equipment malfunctions—that affects airport screening operations and results in wait times that are greater than 30 minutes in standard screening lanes. GAO analyzed wait time data for the AOC-monitored airports for the period of January 2015 through May 2017 and found that TSA's reported wait times met its standard of less than 30 minutes in standard screening 99 percent of the time. Within that time frame, two airports accounted for the longest wait times in the spring of 2016. TSA officials identified several tools, such as passenger screening canines, that they use to respond to increases in passenger wait times at these airports.
TSA has taken steps to improve information sharing with airline and airport officials (stakeholders) about staffing and related airport screening operations, and most stakeholders GAO interviewed reported improved satisfaction with information sharing. However, some stakeholders noted differences in the type and extent of information shared. According to TSA officials, stakeholders can elevate any problems they experience with information sharing within TSA to ensure information is shared regularly with stakeholders.