SSEP PROGRAM DEVELOPMENT

[NAME OF TRANSIT AGENCY] will implement the following process to develop and monitor the SSEP Program:

STEP 1: Participate in Ohio Department of Transportation Office of Transit Security and Emergency Preparedness Planning Technical Assistance and Training Program

STEP 2: Coordination Meeting with Executive Director and Vehicle Accident Prevention (VAP) Committee to:

– Establish how security and emergency preparedness activities will be organized

– Outline employee and department responsibilities with respect to security and emergency preparedness Institute threat and vulnerability identification, assessment, and resolution methodology

– Develop and track Action Items for Implementation

STEP 3: Executive Director will designate an SSEP Program Point of Contact (POC) to coordinate necessary interfaces and activities

SSEP PROGRAM DEVELOPMENT

STEP 4: The SSEP Program POC will initiate Needs Assessment to:– Identify current levels of criminal activity– Identify current security and emergency preparedness

activities – Complete the Security Baseline Planning Worksheet– Complete the Emergency Preparedness Assessment

Worksheet– Develop SSEP Program Objectives– Develop SSEP Program Supporting Activities

 STEP 5: The SSEP Program POC and VAP Committee will prepare a

list of action items and a milestone schedule to address activities required to support SSEP Program Objectives

 STEP 6: The SSEP Program POC will track implementation status and

issue quarterly reports to the Executive Director.

SECURITY BASELINE PLANNING WORKSHEET

Yes No Notes

Has Executive Management accepted responsibility for the management of security vulnerabilities during the design, engineering, construction, testing, start-up and operation of the transit system?

Has Executive Management endorsed a policy to ensure that security vulnerabilities are identified, communicated, and resolved (or accepted) through a process that promotes accountability for decision-making?

Does your agency have clear and unambiguous lines of authority and responsibility for ensuring that security is addressed at all organizational levels within the operation (including contractors)?

Does your agency have access to personnel with security management experience, knowledge, skills, and abilities?

Does your agency ensure that resources are effectively allocated to address security considerations?

Is the protection of passengers, employees, contractors, emergency responders and the general public a priority whenever activities are planned and performed at the agency?

Wherever possible, does your agency guide design, engineering, and procurement activity with an agreed-upon set of security standards and requirements (including design criteria manuals, vehicle specifications, and contracting guidelines)?

Does your agency routinely evaluate its capabilities to provide adequate assurance that the public, and employees are protected from adverse consequences?

Has your agency committed to developing security mitigation measures to prevent and manage security vulnerabilities?

Has your agency appropriately documented its security measures in plans, procedures, training, and in project requirements, specifications and contracts?

Do your agency have a formal System Security Program, documented in a System Security Program Plan (Security Plan) ?

If “yes,” is the Security Plan current, reflecting current security operations and system configuration?

If “no,” does your agency have plans in place to develop a Security Plan?

If “no,” prepare a brief list of all activities performed at your agency that address security concerns (for example, include facility access control; procedures for handling difficult people; workplace violence program; bomb threat management plan; procedures for identifying and reporting suspicious activity; facility and vehicle evacuation and search procedures; coordination with local law enforcement, etc.)

ATTACH LIST

Security Baseline Planning Worksheet

GENERAL EMERGENCY RESPONSE CAPABILITIES

Yes No Notes

Does your agency have an Emergency Plan?

Does your agency have Emergency Operating Procedures?

Does your agency have an Incident Response Plan for Terrorism, as an appendix to the Emergency Plan or as a separate plan?

Does your agency coordinate with local public safety organizations on the development, implementation and review of the Emergency Plan and procedures?

Does your Emergency Plan specify use of the Incident Command System?

Have your employees been trained in the Emergency Plan and Procedures?

Does your agency conduct routine drills, table-tops and refresher training?

Does your agency coordinate its drilling and training for emergency response with local public safety organizations?

Does your agency conduct briefings of after-action reports to assess performance during the dill or exercise and identify areas in need of improvement?

Have members of your agency participated in Domestic Preparedness Training Programs sponsored by the Federal government (FEMA, FBI, DOD, etc.)?

PREVIOUS EXPERIENCE

Has your agency experienced an emergency in the last 12 months?

If” yes,” were you satisfied with the agency’s level of response?

Has your agency received a bomb threat in the last 12 months?

Has your agency evacuated in its facilities in the last 12 months as the result of a bomb threats?

Has your agency conducted a physical search of a facility in response to a bomb threat?

Emergency Preparedness Assessment Worksheet

DEVELOPMENT PROCESS

To ensure SSEP Program development, [NAME OF TRANSIT AGENCY] will take the following actions:

– Establish an SSEP Program Planning Team – Analyze Capabilities and Hazards – Perform Vulnerability Assessment– Develop List of Action Items and Milestone Schedule– Document Activities and Procedures

PLANNING TEAM

We will establish an SSEP PROGRAM PLANNINGTEAM. We will recruit representatives from throughoutthe agency, because:

– It encourages participation and gets more people invested in the process.

– It increases the amount of time and energy participants are able to give.

– It enhances the visibility and stature of the planning process. – It provides for a broad perspective on the issues.

We will begin with our VAP Committee, and expand membership (if necessary) to make sure we include:

Supervisors; drivers; volunteers and contractors; dispatchers; human resources; maintenance; safety and risk management; finance; marketing/community relations; and legal

PLANNING TEAM

The Executive Director will be a member of the SEPP PROGRAM PLANNING TEAM, which will be headed by the agency’s SSEP Program Point of Contact (POC).

The Executive Director will prepare a memorandum authorizing the PLANNING TEAM, and providing sufficient resources to support its activities. The SSEP PROGRAM PLANNING TEAM will provide an open invitation to all local public safety agencies to participate in meetings.

Team members will actively seek public safety personnel review of relevant planning areas, such as security procedures and emergency scene management.

The TEAM will make a formal presentation regarding its SSEP PROGRAM PLAN to its community public safety agencies, and will request the initiation of annual drilling and exercising activities with local responders.

SAMPLE VAP COMMITTEE AGENDA

 I. Status of the SSEP Program Plan II. “Proactive” Items for Discussion

·        Assess the agency’s current capabilities regarding security and emergency preparedness program

·        Look for new ways and means to improve security and emergency preparedness

·        Determine compliance with security and emergency responsibilities·      Identify organizational issues that may contribute to security

incidents or hinder effective emergency coordination and response·        Promote security awareness

 III. “Reactive” Items for Discussion

·        Review incidents to determine why they occurred·       Debrief incidents, emergencies, drills and training to identify “lessons

learned” and means of improvement·       Determine what measures should be taken to follow-up on incidents,

events, drills and training IV. SSEP Program Action Items

VAP WORKSHEETSSEP PROGRAM

Staffing and Composition:

Responsibilities Requirements Resources

VAP WORKSHEET

Deliverable Name Due Date Point of Contact

VAP WORKSHEET

TOP 5 ISSUES Issue Description Responsible

Individual Status

ANALYZE CAPABILITIES

The SSEP PROGEAM PLANNING TEAM will initiate activities to determine our agency’s current level of preparedness. We will: 1. Review Internal Plans and Policies, including the following:

– Vehicle Safety Program Plan– Rulebook– Standard Operating Procedures (SOPs)– Emergency Operating Procedures (EOPs)– Facility and Vehicle Evacuation Plans – Fire protection plan – Safety and health program – Environmental policies – Security procedures – Insurance programs – Finance and purchasing procedures – Employee manuals – Hazardous materials plan – Risk management plan – Capital improvement program – Mutual aid agreements

ANALYZE CAPABILITIES

2. Meet with Outside Groups, including the following: 

– Community emergency management office – Mayor or Community Administrator's office – Local Emergency Planning Committee (LEPC) – Fire Department – Police Department – Emergency Medical Services organizations – Local Planning Commission – Major Clients (hospitals, retirement homes, etc.)

 We will discuss our current procedures, ask for any ideas or suggestions these groups may have regarding our procedures, as well as their primary concerns regarding response to an incident at our agency, or a response to a community emergency involving support from our agency.

ANALYZE CAPABILITIES

3. Identify Codes and Regulations, including:  

– Occupational safety and health regulations – Environmental regulations – Fire codes – Seismic safety codes – Transportation regulations – Zoning regulations – Agency policies

4. Identify Internal Resources and Capabilities that could be needed in an emergency, including the following:

– Personnel – Equipment – Facilities – Organizational capabilities – Backup systems

ANALYZE CAPABILITIES

5. Identify External Resources, including the following: 

– Local emergency management office – Fire Department – Hazardous materials response organization – Emergency medical services – Hospitals – Local and State police – Community service organizations – Utilities – Contractors – Suppliers of emergency equipment – Insurance carriers

NOTE: There are many external resources that could be needed in an emergency. In some cases, formal agreements may be necessary to define the agency's relationship with them. 6. Perform an Insurance Review, including

– Meeting with insurance carriers to review all policies and coverage levels.

 Results from these activities will be summarized in minutes prepared for SSEP PROGRAM PLANNING TEAM meetings.

TRAINING AND EXERCISING

TRAINING AND EXERCISING

TRANSIT AGENCY will formulate SSEP Program Training and Exercising (T&E) Plan:

– Determine Needs

– Outline Plan

– Set Goals

– Evaluate Current Efforts

– Assess Training Staff

– Identify Additional Resources

– Write Action Plan

TRAINING AND EXERCISING

• Issues to consider:

– In-house Staff

– Local Law Enforcement

– Contractors

– RTAP Video Library

– ODOT

– FTA

– Other

TRAINING AND EXERCISING

• Adult Learning Methods for Transit Training

– Demonstrations

– Structured/Facilitated Discussions

– Behavior Modeling

– Brainstorming

– Role Playing

– Simulations

– Lecture

– Reading Assignments

TRAINING AND EXERCISING

• Opportunities for SSEP Program training:

– Organizational Development

– Professional Development

– New-Hire Driver Skill Training

– Driver Skill Retraining:

– Mechanic Skill Training

– Safety Training

– Passenger Relations Training

COORDINATION WITH LOCAL PUBLIC

SAFETY ORGANIZATIONS

Public Safety Response

– NOTIFICATION: Reporting the incident to transit dispatch and supervisors

– EVALUATION: Evaluating the incident

– REQUESTING RESPONSE: Notifying local emergency responders; providing essential information

– PROTECTING THE SCENE: Perimeter control, evacuation and rescue assistance, emergency first aid

– SUPPORTING RESPONDERS: Meeting their requests, specialized services and equipment

Public Safety Response

• Dispatching emergency response personnel and equipment to the incident site

• Bringing emergency responders to and from the scene

• Implementing local incident command system

• Providing incident briefings and situation updates

• Triage and medical treatment and transportation to medical facilities for all victims

Public Safety Response

• Managing the emergency scene – initiating ICS functions as needed

• Expanding response to unified command with State and Federal resources (if needed)

• Demobilization – as control is restored• Returning the scene to “normal”• Clean-up• Incident debriefings and “after action reports”

TA Support Functions

– Evacuation (transportation and identification)

– Specialized transportation for mobility-impaired citizens away from scene

– Transportation and shelter for emergency response response personnel

– Transportation of supplies

– Support of road blocks and perimeter control

– Weather monitoring and route planning

– Specialized equipment

– Trained personnel

– Communications

REQUIRED COORDINATION

• Who’s participating?

• Contact information?

• Jurisdictional control and authority?

• How is the response effort expanded?

• Chain of command and control?

• Transit point of contact and location?

• Equipment and resources available?

• Training?

• Meetings?

MOUs with Local Responders

Memoranda of Understanding (MOUs) serve as the basis of mutual acknowledgment of the resources that each agency will provide during response and recovery efforts. These agreements:

– Sometimes support Mutual Aid Pacts between two or more local jurisdictions.

– May accompany formal, written mutual-aid agreements– May remain as oral agreements

VULNERABILITY ASSESSMENT

Vulnerability Assessment is a process for identifying and evaluating those areas of transit operations, facilities, and vehicles that are most susceptible to criminal events and the consequences of natural disasters and other emergency situations. Vulnerability Assessment support the need of transit management in four key areas:

Asset valuation and judgment about consequence of loss. What assets must the transit agency protect? How should these assets be valued – both to the transit agency and a potential adversary? What is the impact if these assets are lost -- on passengers, employees, public safety organizations, the general public and the transit operation?

Identification and characterization of the threats to specific assets. What are the threats to the system? How can these threats be described and quantified in terms that support management decision-making activity?

Identification and characterization of the vulnerability of specific assets. What vulnerabilities -- or weaknesses in the security posture of the asset -- exist that could be exploited? Can the transit operator make design or operational changes to reduce risk levels by altering the nature of the asset itself?

Identification of countermeasures, costs, and tradeoffs. What different countermeasures are available to protect an asset? What is the varying cost or effectiveness of alternative measures? In many cases, there is a point beyond which adding countermeasures will raise costs without appreciably enhancing the protection afforded

 

 

VULNERABILITY ASSESSMENT

PROCESS• Asset Definition

• Classify Assets

• List the Threats

• Classify Threats

• Vulnerability Analysis

• Document Results

ASSET DEFINITIONPROCESS

• Review Submissions to the Public Transportation Facilities and Equipment Management System (PTMS)

• Interview Stakeholders• Review Inventories and Financial Reports• On-site “Walk-throughs”

At the conclusion of this process, [NAME OF TRANSIT AGENY] will prepare a list that prioritizes identified assets by their value.

ASSET CRITICALITY

Identification of Assets  • Critical assets, and the essential elements that are

associated with them, must be identified and assessed as to their importance. Critical assets include people, activities/operations, information, facilities, and equipment. Assets for a bus system may include bus terminals, buses, bus stops/shelters, maintenance and fuel storage facilities, command control center, and revenue collection facilities. Critical assets are determined primarily through inventories, interviews with asset managers, using structured interview guides, and data reviews – all in an effort to identify those system elements essential for the provision of service and protection of passengers, employees and emergency responders.

 Identify Asset Criticality • Asset criticality refers to an assessment performed to

determine which public transportation assets have the most impact on people (passengers and employees) and the system (ability to maintain service). This assessment makes it possible to identify those assets that are most important to the transit system, and therefore must be protected. In general, critical assets for bus systems include bus terminals, bus vehicles, and fuel storage facilities.

CLASSIFY ASSETS

• VITAL– Loss Would be Catastrophic

• IMPORTANT – Loss Would Prove Seriously Disruptive

• SECONDARY – Loss Would Prove Relatively Insignificant

AT THE CONCLUSION OT THIS ACTIVITY, [NAME OF TRANSIT AGENCY] WILL PREPARE MATRICES WHICH SHOW CLASSIFIED ASSETS.

SAMPLE MATRIX

Bus Transportation Assets Criticality (level of impact in the event of loss)

People System Terminal/Station High1 Medium to High

2

Entrances and exits High1 Low2 Escalators/elevators/stairs High1 Low2 Corridors/pathways Medium1 Low2 Mezzanines and concourses High1 Low2 Passenger loading and

unloading areas High1 Medium2

Vendors High1 Low2 Restrooms Medium Low2 Support facilities and storage Low1 Medium to High2 Administrative and employee

facilities Medium to High1 Medium to High3

LIST THE THREATS

Identify Threats to Critical Assets  • This step requires the identification of specific threats from

criminal activity and emergency events to critical transit assets, where threat is defined as any real or potential condition that can cause injury or death to passengers or employees or damage to or loss of critical assets. Threats are identified using both historical (trend) analysis of all attacks committed against public transportation targets and surveys of transit professionals. Many transit agencies conduct a thorough review of incident reports to identify past threats, including type of incident, location of incident, and final disposition of incident.

LIST THE THREATS

CRIMINAL

Part I and Part IICrimes:• Burglary & Robbery• Larceny & Arson• Assault & Theft• Bribery & Extortion• Vandalism• Drug / Alcohol Abuse

Terrorism & Sabotage

SPECIAL ISSUES:• Workplace Violence• Crimes against Drivers• Crimes against

Passengers

NATURAL

DISASTERS

- Floods

- Tornadoes

- Hurricanes

- Blizzards

- Earthquakes

ACCIDENTS- Hazardous Materials

- Fire

- Explosion

- Industrial Safety

- Negligence

Current Levels of Criminal Activity REPORTING YEAR: 200__

Part I. Offenses (Reports) Number of Incidents

Violent Crime 1 Homicide 2 Forcible rape 3 Robbery 4 Aggravated assault 5 Property crime 6 Burglary 7 Larceny/theft 8 Motor vehicle theft 9 Arson Part II. Offenses (Arrests) Number

of Incidents 10 Other assaults 11 Vandalism 12 Sex offenses 13 Drug abuse violations 14 Driving under the influence 15 Drunkenness 16 Disorderly conduct 17 Trespassing 18 Fare evasion 19 Curfew and loitering laws

Top Three Incidents by Month (January – August) January February March Intoxicated Passenger Intoxicated Passengers Intoxicated Passengers Adult Disturbance Adult Disturbance Other Other Other Operator Assaulted April May June Intoxicated Passenger Intoxicated Passenger Intoxicated Passenger Other Juvenile Disturbance Adult Disturbance Adult Disturbance Adult Disturbance Operator Assaulted July August Intoxicated Passenger Other Adult Disturbance/Theft Intoxicated Passenger Armed Passenger Adult Disturbance

CLASSIFY THREATS

• PROBABILITY OF OCCURANCE*Probable: Expect Event to Occur

*Possible: Circumstances Expected for that Event

*Unlikely: Possible But Unlikely

• SEVERITY OF OCCURANCE*Devastating: Disastrous Event

*Moderate: Survivable

*Insignificant: Relatively Inconsequential

PREPARE MATRICES WHICH DOCUMENT THREAT CLASSIFICATION.

SCENARIOS

Develop Threat Scenarios  • In this step, the critical assets and the key threats are

paired into scenarios to focus analytical activities. This activity provides for a representative a range of CRIMINAL AND EMERGENCY EVENTS, and allows for detailed analysis concerning the likely impacts of threats on critical assets. Some threats can be easily assessed; while others (such as hostage situations, sabotage, or terrorism) require a more detailed evaluation.

Examples of scenarios include the following:

• Disgruntled former employee storms into administrative office with shotgun and takes transit staff hostage

• Bomb threat is phoned into dispatch which states that caller has placed a bomb on one of the agency’s 15 buses, set to detonate in 30 minutes

• Local chemical plant experience major chemical spill, requiring evacuation of downtown

SCENARIOS

To complete the vulnerability assessment, the scenarios must be investigated by the PLANNING TEAM. The costs and impacts of these scenarios for the critical assets are then specified using a standard risk level matrix, which supports the organization of consequences into categories of HIGH, SERIOUS, MEDIUM, and LOW (see matrix below).

Consequences are assessed both in terms of severity of impact and probability of loss for a given threat scenario. Scenarios with vulnerabilities identified as HIGH and SERIOUS may require further investigation. Scenario-based analysis is not an exact science but rather an illustrative tool – demonstrating potential consequences associated with low-probability/high-impact events. To determine the agency’s actual need for additional counter-measures, and to provide the rationale for allocating resources to these counter-measures, the PLANNING TEAM must use the scenarios to pin-point the vulnerable elements of the critical assets and make evaluations concerning the adequacy of current levels of protection.

SCENARIOS

When reviewing the scenarios, the PLANNING TEAM will consider each potential occurrence from beginning to end, and each resource that would be needed to respond. For each we will ask the following questions:

 1. Do we have the needed resources and capabilities

to respond?

2. Will external resources be able to respond to us for this emergency as quickly as we may need them, or will they have other priority areas to serve?

3. What could we do to improve our capabilities to manage this situation?

4. Would any of the following activities improve our readiness:

• Development of additional procedures • Performance of additional training • Acquisition of additional equipment • Establishment of mutual aid agreements

OUTCOMES

The PLANNING TEAM will use the results of the scenario analysis to determine HOW WELL HAVE WE IMPLEMENTED PROCESSES FOR:

– Establishing partnerships in advance so the event can be IDENTIFIED, PREVENTED, OR MANAGED with minimum loss to the community

– Conducting individual and joint evaluations of risk factors– Identifying what functions are critical to our operations, and

understanding those essential functions for public safety agencies

– Developing joint emergency plans and procedures that address how community resources can be identified and shared to respond to disasters.

– Facilitating resumption and recovery after an incident has been stabilized

– Developing training exercises and understanding the value of exercising emergency plans

– Incorporating mitigation throughout the entire process and recognizing its significance in preventing a major incident and reducing its potential impact

SAMPLE OUTCOME FOR SECURITY

SAMPLE OUTCOME – SECURITY THREATS:

The SECURITY threats that are most likely to occur include the following disruptive incidents:·        Drunkenness·        Disorderly conduct·        Disputes·        Minor assaults

 Other potential occurrences include:·        Fare evasion·        Loud radios/behavior·        Smoking·        Littering·        Eating/drinking

 Based on past experience, there is no indication that serious system-wide transit related criminal activity is a threat to [NAME OF TRANSIT AGENCY].

However, we remain MOST vulnerable to workplace violence and passengers with weapons.

ACTION ITEMS

• PLANNING TEAM will assemble priority activities that must be performed – based on the VULNERABILITY ASSESSMENT

• MANAGEMENT will review and approve the action item list and milestone schedule

• Based on RESULTS, SSEP Program POC will initiate tracking and reporting

COUNTERMEASURES

Based on the results of the analysis performed for the SSEP Program, [NAME OF TRANSIT AGENCY] will identify and implement 3 types of countermeasures:

– Physical Protection– Improved Coordination with Local Responders– Training and Exercising

Our approach to each of these is presented in this section of the SSEP Program Plan.

PHYSICAL PROTECTION

PRINCIPLES

Our agency will implement physical security measures (if recommended) using a FOUR-PRONGED STRATEGY:

– DETER

– DETECT

– DELAY

– RESPOND

DETERRENCE

• RAISED SECURITY PROFILE

– Controlled Access

– Increased Uniformed Presence

– Visible Technical Systems

– Barriers to Assets

– Audited Measures & Procedures

DETECTION

• IMMEDIATE KNOWLEDGE

– Alarms

– Security Guards

– CCTV

– Alert, Committed Drivers and Passengers

DELAY

• LAYERS OF PROTECTION TO TARGET

– Perimeter Fencing & Checkpoints

– Security Personnel

– “Channeled” Access

– Vehicle Checks

– Personnel Checks

RESPONSE

• PLANNED IN ADVANCE

– Standard Operating Procedures (SOPs)

– Emergency Operating Procedures (EOPs)

– Communication and Coordination

– Alarms

– Security Guards

– Police and Emergency Services

– Effective Security Management