Why Airport Security Is Broken- and How to Fix It
Airport security in America is broken. I should know. For 3½ years—from my confirmation in July 2005 to President Barack Obama’s inauguration in January 2009—I served as the head of the Transportation Security Administration.
You know the TSA. We’re the ones who make you take off your shoes before padding through a metal detector in your socks (hopefully without holes in them). We’re the ones who make you throw out your water bottles. We’re the ones who end up on the evening news when someone’s grandma gets patted down or a child’s toy gets confiscated as a security risk. If you’re a frequent traveler, you probably hate us.
More than a decade after 9/11, it is a national embarrassment that our airport security system remains so hopelessly bureaucratic and disconnected from the people whom it is meant to protect. Preventing terrorist attacks on air travel demands flexibility and the constant reassessment of threats. It also demands strong public support, which the current system has plainly failed to achieve.
The crux of the problem, as I learned in my years at the helm, is our wrongheaded approach to risk. In attempting to eliminate all risk from flying, we have made air travel an unending nightmare for U.S. passengers and visitors from overseas, while at the same time creating a security system that is brittle where it needs to be supple.
Reuters
A TSA agent watches as a traveler undergoes a millimeter-wave scan.
Any effort to rebuild TSA and get airport security right in the U.S. has to start with two basic principles:
First, the TSA’s mission is to prevent a catastrophic attack on the transportation system, not to ensure that every single passenger can avoid harm while traveling. Much of the friction in the system today results from rules that are direct responses to how we were attacked on 9/11. But it’s simply no longer the case that killing a few people on board a plane could lead to a hijacking. Never again will a terrorist be able to breach the cockpit simply with a box cutter or a knife. The cockpit doors have been reinforced, and passengers, flight crews and air marshals would intervene.
Second, the TSA’s job is to manage risk, not to enforce regulations. Terrorists are adaptive, and we need to be adaptive, too. Regulations are always playing catch-up, because terrorists design their plots around the loopholes.
I tried to follow these principles as the head of the TSA, and I believe that the agency made strides during my tenure. But I readily acknowledge my share of failures as well. I arrived in 2005 with naive notions of wrangling the organization into shape, only to discover the power of the TSA’s bureaucratic momentum and political pressures.
There is a way out of this mess—below, I’ll set out five specific ideas for reform—but it helps to understand how we got here in the first place.
