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GAO – Aviation Security: TSA Continues to Face Challenges in Deploying Checkpoint Screening Technology

Tuesday, November 10th, 2009

U.S. GAO – Aviation Security: DHS and TSA Have Researched, Developed, and Begun Deploying Passenger Checkpoint Screening Technologies, but Continue to Face Challenges

Since fiscal year 2002, the Transportation Security Administration (TSA) and the Department of Homeland Security (DHS) have invested over $795 million in technologies to screen passengers at airport checkpoints. The DHS Science and Technology Directorate (S&T) is responsible, with TSA, for researching and developing technologies, and TSA deploys them. GAO was asked to evaluate the extent to which (1) TSA used a risk-based strategy to prioritize technology investments; (2) DHS researched, developed, and deployed new technologies, and why deployment of the explosives trace portal (ETP) was halted; and (3) DHS coordinated research and development efforts with key stakeholders. To address these objectives, GAO analyzed DHS and TSA plans and documents, conducted site visits to research laboratories and nine airports, and interviewed agency officials, airport operators, and technology vendors.

TSA completed a strategic plan to guide research, development, and deployment of passenger checkpoint screening technologies; however, the plan is not risk-based. According to TSA officials, the strategic plan and its underlying strategy for the Passenger Screening Program were developed using risk information, such as threat information. However, the strategic plan and its underlying strategy do not reflect some of the key risk management principles set forth in DHS’s National Infrastructure Protection Plan (NIPP), such as conducting a risk assessment based on the three elements of risk–threat, vulnerability, and consequence–and developing a cost-benefit analysis and performance measures. TSA officials stated that, as of September 2009, a draft risk assessment for all of commercial aviation, the Aviation Domain Risk Assessment, was being reviewed internally. However, completion of this risk assessment has been repeatedly delayed, and TSA could not identify the extent to which it will address all three elements of risk. TSA officials also stated that they expect to develop a cost-benefit analysis and establish performance measures, but officials could not provide timeframes for their completion. Without adhering to all key risk management principles as required in the NIPP, TSA lacks assurance that its investments in screening technologies address the highest priority security needs at airport passenger checkpoints. Since TSA’s creation, 10 passenger screening technologies have been in various phases of research, development, test and evaluation, procurement, and deployment, but TSA has not deployed any of these technologies to airports nationwide. The ETP, the first new technology deployment initiated by TSA, was halted in June 2006 because of performance problems and high installation costs. Deployment has been initiated for four technologies–the ETP in January 2006, and the advanced technology systems, a cast and prosthesis scanner, and a bottled liquids scanner in 2008. TSA’s acquisition guidance and leading commercial firms recommend testing the operational effectiveness and suitability of technologies or products prior to deploying them. However, in the case of the ETP, although TSA tested earlier models, the models ultimately chosen were not operationally tested before they were deployed to ensure they demonstrated effective performance in an operational environment. Without operationally testing technologies prior to deployment, TSA does not have reasonable assurance that technologies will perform as intended. DHS coordinated with stakeholders to research, develop, and deploy checkpoint screening technologies, but coordination challenges remain. Through several mechanisms, DHS is taking steps to strengthen coordination within the department and with airport operators and technology vendors.

New report says cyber war another, inevitable, field of warfare

Tuesday, October 20th, 2009

New report says U.S. Air Force should prepare for cyberwar – Homeland Security News Wire

New Rand Corp. report argues that the U.S. military branches must treat cyberwar as another emerging field of battle — one that both amplifies the threat of physical combat and presents new tactical challenges unfamiliar to everyone, not just the armed forces

IT security experts have been calling for some time now for greater attention to be paid to the growing risk for cyberattacks to be carried out against U.S. critical infrastructure assets. Legislators have bought into the notion of looming cyberwar, and they have support in a new report funded by the U.S. Air Force which argues that while still somewhat ambiguous, cyberwar is an inevitability.

Firearms Trafficking: U.S. Efforts to Combat Arms Trafficking to Mexico Face Planning and Coordination Challenges

Wednesday, October 7th, 2009

GAO – Firearms Trafficking: U.S. Efforts to Combat Arms Trafficking to Mexico Face Planning and Coordination Challenges

Summary

In recent years, violence along the U.S.-Mexico border has escalated dramatically, due largely to the Mexican government’s efforts to disrupt Mexican drug trafficking organizations (DTO). U.S. officials note the violence associated with Mexican DTOs poses a serious challenge for U.S. law enforcement, threatening citizens on both sides of the border, and U.S. and Mexican law enforcement officials generally agree many of the firearms used to perpetrate crimes in Mexico are illicitly trafficked from the United States across the Southwest border. GAO was asked to examine (1) data on the types, sources, and users of these firearms; (2) key challenges confronting U.S. government efforts to combat illicit sales of firearms in the United States and stem the flow of them into Mexico; (3) challenges faced by U.S. agencies collaborating with Mexican authorities to combat the problem of illicit arms; and (4) the U.S. government’s strategy for addressing the issue. GAO analyzed program information and firearms data and met with U.S. and Mexican officials on both sides of the border.

Available evidence indicates many of the firearms fueling Mexican drug violence originated in the United States, including a growing number of increasingly lethal weapons. While it is impossible to know how many firearms are illegally smuggled into Mexico in a given year, about 87 percent of firearms seized by Mexican authorities and traced in the last 5 years originated in the United States, according to data from Department of Justice’s Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF). According to U.S. and Mexican government officials, these firearms have been increasingly more powerful and lethal in recent years. Many of these firearms come from gun shops and gun shows in Southwest border states. U.S. and Mexican government and law enforcement officials stated most firearms are intended to support operations of Mexican DTOs, which are also responsible for trafficking arms to Mexico. The U.S. government faces several significant challenges in combating illicit sales of firearms in the United States and stemming their flow into Mexico. In particular, certain provisions of some federal firearms laws present challenges to U.S. efforts, according to ATF officials. Specifically, officials identified key challenges related to restrictions on collecting and reporting information on firearms purchases, a lack of required background checks for private firearms sales, and limitations on reporting requirements for multiple sales. GAO also found ATF and Department of Homeland Security’s (DHS) U.S. Immigration and Customs Enforcement, the primary agencies implementing efforts to address the issue, do not effectively coordinate their efforts, in part because the agencies lack clear roles and responsibilities and have been operating under an outdated interagency agreement. Additionally, agencies generally have not systematically gathered, analyzed, and reported data that could be useful to help plan and assess results of their efforts to address arms trafficking to Mexico. U.S. law enforcement agencies have provided some assistance to Mexican counterparts in combating arms trafficking, but these efforts face several challenges. U.S. law enforcement assistance to Mexico does not target arms trafficking needs, limiting U.S. agencies’ ability to provide technical or operational assistance. In addition, U.S. assistance has been limited due to Mexican officials’ incomplete use of ATF’s electronic firearms tracing system, an important tool for U.S. arms trafficking investigations. Another significant challenge facing U.S. efforts to assist Mexico is corruption among some Mexican government entities. Mexican federal authorities are implementing anticorruption measures, but government officials acknowledge fully implementing these reforms will take considerable time, and may take years to affect comprehensive change. The administration’s recently released National Southwest Border Counternarcotics Strategy includes, for the first time, a chapter on combating illicit arms trafficking to Mexico. Prior to the new strategy, the U.S. government lacked a strategy to address arms trafficking to Mexico, and various efforts undertaken by individual U.S. agencies were not part of a comprehensive U.S. governmentwide strategy for addressing the problem. At this point, it’s not clear whether ONDCP’s “implementation plan” for the strategy, which has not been finalized, will include performance indicators and other accountability mechanisms to overcome shortcomings raised in our report.

DHS’ Strategy and Plans to Counter Small Vessel Threats Need Improvement

Tuesday, October 6th, 2009

Department of Homeland Security Office of the Inspector General – DHS’ Strategy and Plans to Counter Small Vessel Threats Need Improvement

Executive Summary

A small vessel, such as a commercial fishing vessel or recreational boat, can be used as a waterborne improvised explosive device, as a platform for conducting an attack, or to smuggle weapons or terrorists into the United States. Recognizing the threat, in mid2006, the Department of Homeland Security initiated a working group to develop a small vessel security national strategy. In April 2008, the department published the Small Vessel Security Strategy to address these potential threats. The department is also developing an Implementation Plan, which is intended to provide direction to federal, state, and local agencies on achieving the major goals outlined in the Strategy. We reviewed the Small Vessel Security Strategy and the draft Implementation Plan to determine whether the department has developed a comprehensive approach for securing our ports, waterways, and maritime borders from small vessel threats.

Overall, the department has made progress, but more remains to be done to provide effective guidance and operate effective programs to address small vessel threats. The Strategy addresses two desirable characteristics of an effective national strategy as it defines the problem, and uses risk assessments to analyze the threats. However, the Strategy only partially addresses the remaining four characteristics. It partially addresses elements such as strategic priorities and milestones, and roles and responsibilities of state and local sectors, but it does not address performance measures, associated costs or human capital, or accountability and oversight frameworks.

Additionally, critical programs intended to support small vessel security may not be operating effectively. Although the department recognizes the need to raise public awareness and take action to mitigate the risk of small vessel threats, its approach was hindered because its components are not fully integrated. As a result, the nation’s ports, waterways, and maritime borders remain vulnerable to small vessel threats. The department partially concurred with our recommendation that it address the missing elements in its strategy. The department nonconcurred with our recommendation that it evaluate the effectiveness of the programs it intends to use to meet the strategy’s goals.

GAO Report: Observations on FEMA’s Community Preparedness Programs

Monday, October 5th, 2009

GAO: Emergency Management: Preliminary Observations on EMA’s Community Preparedness Programs

FEMA faces challenges measuring performance for Citizen Corps, partner
programs, and the Ready Campaign because it does not have a process to
verify that data for its principal performance measure–the registered number
of established volunteer organizations across the country–are accurate and
the Ready Campaign is not positioned to control the distribution of its
message or measure whether its message is changing individuals’ behavior.
FEMA faces challenges ensuring that the information needed to measure the
number of established, active volunteer units is accurate. For example,
officials representing 17 councils GAO contacted during its site visits stated
that 12 were active and 5 were not. FEMA officials said that the new online
registration process FEMA plans to adopt in 2010 will result in some programs
being removed from FEMA’s registries. They said that FEMA expects to use
the new process to collect more comprehensive data on membership and
council activities. FEMA counts requests for literature, Web site hits, and the
number of television or radio announcements made to gauge performance for
the Ready Campaign, but FEMA does not control when its message is viewed
because it relies on donated media, such as air time for television and radio
announcements. Because changes in behavior can result from a variety of
factors, including other campaigns, it is difficult to measure the campaign’s
effect on changes in individuals’ behavior.

FEMA’s challenges measuring the performance of community preparedness
programs is compounded by the fact that it has not developed a strategy to
encompass how Citizen Corps, its partner programs, and the Ready Campaign
are to operate within the context of the NPS. In April 2009, GAO reported that
FEMA’s National Preparedness Directorate (NPD), which is responsible for
community preparedness, had not developed a strategic plan. GAO reported
that instead of a strategic plan, NPD officials stated that they used a draft
annual operating plan and Post-Katrina Act provisions to guide NPD’s efforts.
However, the plan’s objectives do not include key elements of a strategy, such
as how NPD will measure its progress meeting goals and objectives or the
potential costs and types of resources and investments needed. GAO
recommended that NPD develop a strategic plan to implement the NPS that
contains these key elements. FEMA concurred with GAO’s recommendation
and told GAO that it is taking actions to strengthen strategic planning. FEMA
officials stated that they are reviewing implementation plans and policy
documents, such as the National Preparedness Guidelines, and that
community preparedness is a key element being considered in this process.
FEMA has not set a date for completion of the National Preparedness System
strategy, and the extent to which Citizen Corps, its partner programs, or the
Ready Campaign will be included in the final strategy is not clear. GAO will
continue to assess FEMA’s efforts related to community preparedness
programs as part of its ongoing work. FEMA provided technical comments on
a draft of this testimony, which GAO incorporated as appropriate.

Read The Full Report: Emergency Management: Preliminary Observations on EMA’s Community Preparedness Programs

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