1. TRANSPORTATION SECURITY ADMINISTRATION
Enterprise Support
Office Overview and Priorities
November 2019

2. 2
New TSA Organization

3. Enterprise Support
Enterprise Support
Enterprise Support is
currently made up of 8
Offices, representing
various functions and is
supported by ~2000 staff
and a budget of ~$2
Billion including payroll
Professional Responsibility
17
Security & Administrative
Services
305
Information
Technology
Manage TSA networks to
ensure frontline systems
are secure from threats
Training &
Development
Human Capital
Recruit, hire, and provide human
resource services for TSA
employees
Inspections
Conduct tests and inspections to
find gaps in security performance
Acquisition Program
Management
Contracting &
Procurement
Security & Administrative
ServicesProfessional Responsibility
Executes TSA’s security
mission by implementing
processes that strengthen
services and drive efficiencies
across TSA’s human resources,
acquisition, and procurement,
training, logistics, and other
critical enterprise support
functions
Train TSA employees
to support
professional
development and
field performance
Manage procurement
of technologies to
ensure they meet legal
and operational
requirements
Deploy screening
technology to the
frontline to meet
security mission
needs
Investigate allegations of
misconduct for TSA officers to
ensure professional standards
are upheld
Provide administrative support
to meet employees’ professional
needs

4. 4
TSA Strategy – tsa.gov

5. ES Alignment to TSA Strategy
5
In FY19, Enterprise Support is responsible for key activities outlined in the TSA Strategy and Administrator’s
Intent.
IMPROVE SECURITY AND SAFEGUARD THE TRANSPORTATION SYSTEM
• Information Technology:
• Sustain and strengthen transportation vetting capabilities by modernizing information technology systems and
adopting innovative processes to drive efficiency and reduce the time required to implement new technical features
and capabilities.
• Training & Development:
• Implement the third-party K9 initiative in order to provide industry with another option for screening cargo to meet
regulatory requirements
ACCELERATE ACTION
• Acquisition Program Management:
• Establish strategies that embrace agile acquisition methods in order to support rapid prototyping, incremental
development, and cycles of continuous improvement. TSA has incorporated applicable short-term agile
acquisition strategies and approaches, and began execution of longer term agile acquisition initiatives with buy-in
from relevant stakeholder groups.
• Training & Development:
• Establish a standard process for rapidly revising training curriculum within 72 hours of final TSA procedures or as
otherwise directed when required to respond to imminent threats

6. ES Alignment to TSA Strategy, Cont’d
6
COMMIT TO OUR PEOPLE
• Enterprise Support:
• Create, refine, and promote the availability of accessible tools/resources to aid employees in resolving conflict at
the lowest level
• Develop framework to regularly assess current training, assessment instruments, and competencies to better
align with mission requirements and integrate them with the agency career progression framework
• Implement robust self-assessment and professional development resources for all agency employees
• Optimize application of performance-based pay with clearly articulated performance expectations tied to greater
pay for greater responsibilities along career path steps
• Human Capital:
• Develop a recruitment strategy to effectively meet identified workforce needs
• Define and publish career path progressions for all TSA operational career fields that include specialization,
leadership opportunities, and career development to continue the professionalization of the workforce
• Training and Development:
• Create a permanent TSAAcademy facility as the center of excellence for transportation security training
• Acquisition Program Management:
• Automate frontline non-security functions through connectivity to support remote centralized configuration
management and enhanced data collection and analysis to inform frontline operations and security solution
development

7. ES Strategic Principles
7
Enterprise Support is a customer service organization that serves the entirety of TSA (including ourselves)
and that Enterprise Support cannot be individually successful without our customer’s success.
We are Accountable to
Customer Needs
We Provide Creative,
Integrated, and
Collaborative
Solutions
We Set Clear Service
Expectations
• Meet customer needs by becoming a dependable and trustworthy source of
service, responsive to customer needs in a proactive and nimble manner
• Use our capabilities & knowledge to deliver high value results, that meet customer
needs & comply with best practices and statutory/regulatory frameworks
• Start customer engagements with an understanding that customers have valid
needs and begin the discussion on how these needs can be met and resolved
• Pioneer creative, inventive and practical solutions
• Work together with customers to combine our expertise with their mission area
knowledge
• Work across functional areas to provide holistic capabilities, not components of
solutions customers must integrate themselves
• Deploy as much electronic, on-demand solutions to enhance the customer
experience
• Employ value added processes that are measurable, predictable yet flexible, and
timely
• Ensure that these processes and expectations are published and we are
transparent throughout our engagements
• Ensure our processes and expectations balance agency risk, technical rigor, and
empower decision making

8. Checkpoint Computed Tomography Strategy
8
• Computed Tomography (CT)
technology is used by TSA in
Checked Baggage
operations.
• In order to address
emerging and evolving
threats, TSA is now
developing CT for the
checkpoint.
• CT systems can provide
enhanced explosives/
prohibited items detection
functionality to help reduce
variability introduced by
human screeners.
• Successful Acquisition
Review Board in December
2018 – authority to acquire
up to 300 AT/CTs
TSA is pursuing a dual-track approach to field CT systems by Fiscal Year (FY)
2019 and to enable CT systems to achieve a higher Checkpoint Property
Screening System (CPSS) detection standard.
Short-Term “AT/CT” Strategy
To enable the rapid qualification and deployment of CT units:
• Execute AT/CT project under the Advanced Technology (AT) program
• Conduct qualification testing (QT) in Q3 and operational testing (OT) in Q4 FY18;
Achieve ADE-3 by Q1FY19
• Awarded 300 units to Smiths Detection in FY19
• Begin deployment of CT systems in FY20
Long-Term “CPSS” Strategy
Concurrently, TSA will stand-up a separate CPPS Program to work towards an
improved algorithm and which received ADE-2a in FY19:
• Develop improved algorithms working towards the CPSS detection standard to
improve upon current detection.
• Ongoing CPSS algorithm development and full requirements/need will be built
out under official program.
The goal of these tracks is an eventual one-for-one replacement of ATs with CTs where physically possible.
FUTURE FOCUS
Additional work is necessary to optimize the integration of CT with operators and automate screening lane equipment.
Overview

9. Credential Authentication Technology
9
• CAT validates Identification (ID)
• CAT displays passenger vetting
status/boarding information to TSO
• TSOs directs passenger to lane
TSO
Passenger
Information
Airline
System
Secur
e
Flight
• Passenger provides data to SF
• SF conducts vetting and returns result
to airline
• Passenger accesses boarding pass
Passenger Pre-Screening Flyer Status Assessment Physical Screening
Checkpoint OperationsPre-Checkpoint Operations
Passenger and
SF Information
Passenger
w/ BP and ID
Passenger
Passenger risk is determined by SF and
communicated to CAT through STIP.
CAT will aid the Transportation Security
Officer (TSO) to expedite the validation of
the passengers’ credentials and
boarding/vetting status
The passenger undergoes physical
screening processes by TSOs.
Screening Lanes
Enhanced Screening
Standard Screening
AIT or Metal Detector, Standard Divestiture
Expedited Screening
Metal Detector, Fewer Items Divested
(e.g. Precheck)
• Eliminates reliance on Boarding Pass
• Improves authentication of IDs
• Enables risk-based security approach at the checkpoint
Benefits
CAT relies on network connection to Secure Flight (SF) via Security Technology Integrated Program (STIP) in order to receive
passenger flight and vetting information.
• Non-Compliant Real ID Recognition
• Two-way Secure Flight Functionality
• Preferred Vetting
• Mobile Drivers License
• Biometric Identity Validation
• Procured and deployed more 500 low-rate
initial production (LRIP) and FRP units
• Created an approved CAT cybersecurity
strategy and Authorization to Operate (ATO)
• Updated to Windows 10 operating system
Accomplishments
CAT Future State

10. Leadership Training Framework
10
TSA Atlantic City
• FLETC Glenco
• TSO-Basic Training for Federal and
Screening Partnership Program new
hire TSOs. Centralized at TSA
Academy in 2016.
• Two weeks in-residence classroom
practical training
• Three to five weeks of on-the-job
training at their home airport
• FY 18 – 7,828 New Hire TSOs
graduated
• FY 19 – ~11,000 New Hire TSOs
TSA Atlantic City
• Home of the TSA Leadership
Institute, primarily J/K bands.
• FY18 – Thousands of new and
advanced FAMS, 3,726 non–FAM
• Satellite Locations include FLETC
Charleston for Essentials Suite for
front-line screening leaders; and
Dallas & FLETC Artesia: FAMS
basic, and Federal Flight Deck
Officer initial and recurrent training

11. Red Team Vulnerability Index
11
Long-term testing program designed to assess system effectiveness over time.
The Vulnerability Index Requires continuously benchmarking performance under current
conditions to conduct comparisons, critical factors measurement, and other expansive
assessments year to year.
• Objective and free from bias
• Comprehensive in approach,
considering technology, people, and
process
• Disciplined in data collection and
analysis
• Long-term trends in security
effectiveness
• High volume of tests (1000s per
year)
• Answers the question “has
system performance changed
over time?”
• Continuous & consistent data
collection/analysis
• Impact of changes to Technology,
Process, and People
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CharacteristicsOverview

12. BRP Report Themes, Findings and Summary Recommendations
12
Human Capital Service Delivery Supporting the TSO Workforce
ATSA
HC
Service
Delivery
Focus on individual TSO pay raises rather
than across the board increases, pay
problems undermine employee engagement
Compensation
TSO turnover is high in comparison to other
positions in TSA and in the federal
workforce, but somewhat consistent with
other low wage jobs in the private sector.
Non-pay attrition drivers should be
addressed when developing solutions.
Turnover
Employees expressed issues with leadership,
"lack of management skills," "unfair
practices,“ and other concerns.
Leadership
The flexibilities provided by ATSA are used
ineffectively.
The HC struggles to deliver consistent
human capital services to the field, and
suffers from internal dissention, mistrust,
and leadership issues.
TSA’s service delivery model is ill-defined
and relies on contractors with inadequate
oversight.
Training
TSA’s field staff is poorly trained and often
do not receive formal human capital
training.
• Develop deliberate and strategic process for human capital service
delivery, establish professionalized field HR staff.
• Define policies, delegations, and authorities that maximize
flexibilities.
• Develop/deploy modern human capital information technology
architecture and systems.
• Establish improved accountability mechanisms and a Human
Capital User Advisory Group.
• Develop a strategy for use of contractors
• Implement targeted pay raises versus across-the-board increases, as
well as focus on non-pay related drivers of attrition.
• Consider developing a unique pay process for the TSO workforce.
• Implement promotion boards to reduce perceived favoritism in
promotions.
• Modernize the recruitment/hiring process, to include leader
selection and development.
Summary Recommendations

13. TSA Headquarters Relocation
13
• TSA’s 15-year replacement lease is for up
to 625,000 square feet of office space
• The relocation project reduces square
footage of three current TSA HQ locations
(Pentagon City, Walker Lane-Springfield, and
FAMS-Reston) into one location in Northern
Virginia
• New location is within 2,640 walkable linear
feet of a Metrorail station
• Aug 2020 Interior Construction
• Mar 2020 Furniture, Fixtures and Equipment
• Sep 2020 – Jan 2021 TSA HQ Personnel Move
• March 2021 – Existing HQ Lease Ends
• April 2021 – HQ Consolidation Project
CompleteKey Milestones
Quick Facts
HQ move is on time