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Open Recommendations (10 total)

Transportation Worker Identification Credential: Actions Needed to Address Maritime Security Risks

GAO-26-107521
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2 Open Recommendations
Agency Affected Recommendation Status
Transportation Security Administration The TSA Administrator should develop and implement a communication plan to systematically relay TWIC® program updates to stakeholders. (Recommendation 1)
Open
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Transportation Security Administration The TSA Administrator should coordinate with the Coast Guard, through DHS, to acquire TWIC® readers for use during inspections, as appropriate. (Recommendation 6)
Open
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Aviation Cybersecurity: FAA and TSA Are Collaborating on Cybersecurity but Need to Address Key Shortfalls

GAO-26-107693
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1 Open Recommendations
Agency Affected Recommendation Status
Transportation Security Administration The Administrator of TSA should update the TSA Cybersecurity Roadmap to define the roles and responsibilities for the TSA entities responsible for carrying out the goals and objectives described within it, including for the aviation subsector, and align the roadmap with the DHS Cybersecurity Strategy. The TSA Administrator should communicate its Cybersecurity Roadmap to appropriate non-federal stakeholders (recommendation 1)
Open
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Aviation Security: Transportation Security Administration Could Further Improve Officer Engagement

GAO-24-106052
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7 Open Recommendations
Agency Affected Recommendation Status
Transportation Security Administration The TSA Administrator should identify and implement actions, as appropriate, to address the underlying root causes of TSO dissatisfaction the agency has identified with how TSA manages and recognizes performance. (Recommendation 1)
Open – Partially Addressed
DHS concurred with this recommendation and has taken steps that partially address it. Specifically, TSA added relevant content to a performance management course for supervisors. The new content covers the importance of objective, prompt, specific, descriptive feedback and Personal Improvement Plans-a 30-day plan allowing employees a last chance to improve before potential adverse actions such as removal. These additions to supervisor training will help TSA address the underlying issues it identified with subjective or uninformed performance appraisals. However, we also reported in February 2024 that TSA faced challenges related to inadequate recognition for good work and TSA had discontinued one of the two programs used to formally recognize top performers. To fully address our recommendation, TSA would need to demonstrate how it is addressing this challenge.
Transportation Security Administration The TSA Administrator should conduct an analysis to identify the underlying root causes of TSO dissatisfaction with their opportunities for career development. (Recommendation 2)
Open – Partially Addressed
DHS concurred with this recommendation and has taken steps that partially address it. Specifically, in its most recent September 2025 analysis of Local Action Plans, TSA reported TSO responses separately from other employees, permitting better insight into TSO-specific issues. The analysis identified lack of career development opportunities and insufficient training resources for career development as key issues. It also identified potential causes of these issues including limited time to complete trainings and insufficient training offered on new equipment and standard operating procedures. This is clearer and more useful information than TSA's prior analyses. However, TSA has not yet addressed the limitation we reported that this analysis by design excludes any issues TSOs may have that are outside the control of airport leadership. To fully address this recommendation, TSA will need to address this limitation. Doing so will allow TSA to better ensure it is accurately identifying the root causes of TSO dissatisfaction with their opportunities for career development.
Transportation Security Administration The TSA Administrator should identify and implement actions, as appropriate, to address the root causes of TSO dissatisfaction with their opportunities for career development. (Recommendation 3)
Open – Partially Addressed
DHS concurred with this recommendation and said in its comment letter it would take steps to address it. Specifically, TSA reported plans to identify and implement actions to address the root causes of TSO dissatisfaction it identified, as appropriate. In August 2024, TSA also reported that it had made available to its workforce on-demand and e-learning classes related to career development and conducted a series of resume and interview development workshops in August 2023. To fully address the recommendation, TSA will need to demonstrate the training and workshops provided, or other actions it implements, address the root causes of TSO dissatisfaction with their opportunities for career development.
Transportation Security Administration The TSA Administrator should conduct an analysis to identify the underlying root causes of TSO dissatisfaction with TSA support for their work-life balance. (Recommendation 4)
Open – Partially Addressed
DHS concurred with this recommendation and has taken steps that partially address it. Specifically, in its most recent September 2025 analysis of Local Action Plans, TSA reported TSO responses separately from other employees, permitting better insight into TSO-specific issues. The analysis identified work-life balance as a key issue for TSOs. It also identified several potential causes including short-notice schedule changes; lack of communication when schedules change; insufficient staffing leading to the need for overtime and an inability to take leave; and TSOs' limited roles in determining their schedules. This is clearer and more useful information than TSA's prior analyses. However, TSA has not yet addressed the limitation we reported that this analysis by design excludes any issues TSOs may have that are outside the control of airport leadership. To fully address this recommendation, TSA will need to address this limitation. Doing so will allow TSA to better ensure it is accurately identifying the causes of TSO dissatisfaction with TSA support for their work life balance.
Transportation Security Administration The TSA Administrator should identify and implement actions, as appropriate, to address the root causes of TSO dissatisfaction with TSA support for their work-life balance. (Recommendation 5)
Open
DHS concurred with this recommendation and said in its comment letter it would take steps to address it. Specifically, TSA reported plans to identify and implement actions to address the root causes of TSO satisfaction it identified, as appropriate, while noting that TSA's mission limits its ability to provide its workforce with flexible schedules. In August 2024, TSA reported that a new collective bargaining agreement became effective in May 2024, which included benefits for bargaining unit employees such as enhanced shift trade options. However, this collective bargaining agreement was ended in March 2025. To fully address the recommendation, TSA will need to demonstrate that it has taken steps that address the root causes of TSO dissatisfaction with TSA support for their work-life balance.
Transportation Security Administration The TSA Administrator should track and monitor airport leadership progress implementing the three actions identified in each airport Local Action Plan to ensure the plans are implemented. (Recommendation 6)
Open – Partially Addressed
DHS concurred with this recommendation and has taken steps that partially address it. In July 2024, TSA officials provided documentation of a tracker and described the process it planned to use to monitor airports' Local Action Plan implementation. However, in April 2025, they told us that because of recent Executive Orders, the Office of Personnel Management's delay of the 2025 FEVS, and changes to senior TSA leadership, TSA would reevaluate its action planning process. In January 2026, TSA officials told us they were awaiting further guidance from the Office of Personnel Management before determining next steps on TSA's Local Action Planning. TSA's plans to track airport actions and require mid-year updates, if implemented as intended and sustained over time, could address the intent of our recommendation.
Transportation Security Administration The TSA Administrator should track and monitor whether employees and supervisors discuss the results from Leadership for Engagement Surveys and use those results to inform the development and implementation of individual action plans. (Recommendation 7)
Open – Partially Addressed
DHS concurred with this recommendation and has taken steps that partially address it. In June 2024, TSA developed a means to track the dates of these required leadership survey results discussions and in March 2025, TSA communicated to employees the requirements and process for using the new tracker. These actions, if implemented as intended and sustained over time, could address the intent of our recommendation. However, as of September 2025, TSA officials told us they did not plan to fund or conduct the leadership for engagement survey. We will continue to monitor TSA's actions with regard to this recommendation.
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