SSEP PROGRAM DEVELOPMENT

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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

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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.

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Security Baseline Planning Worksheet
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Emergency Preparedness Assessment Worksheet
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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

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PLANNING TEAM

• We will establish an SSEP PROGRAM PLANNING
• TEAM. We will recruit representatives from
  throughout
• the 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

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PLANNING TEAM

• The Executive Director will be a member of the
  SEPP PROGRAM PLANNING TEAM, which will be headed
  by the agencys 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.

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SAMPLE VAP COMMITTEE AGENDA

•  
• I. Status of the SSEP Program Plan
•  
• II. Proactive Items for Discussion
•         Assess the agencys 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,

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VAP WORKSHEET
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VAP WORKSHEET
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VAP WORKSHEET
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ANALYZE CAPABILITIES

• The SSEP PROGEAM PLANNING TEAM will initiate
  activities to determine our agencys 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

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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.

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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

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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.
•  

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TRAINING AND EXERCISING
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TRAINING AND EXERCISING

• TRANSIT AGENCY will formulate SSEP Program
  Training and Exercising (TE) Plan
• Determine Needs
• Outline Plan
• Set Goals
• Evaluate Current Efforts
• Assess Training Staff
• Identify Additional Resources
• Write Action Plan

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TRAINING AND EXERCISING

• Issues to consider
• In-house Staff
• Local Law Enforcement
• Contractors
• RTAP Video Library
• ODOT
• FTA
• Other

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TRAINING AND EXERCISING

• Adult Learning Methods for Transit Training
• Demonstrations
• Structured/Facilitated Discussions
• Behavior Modeling
• Brainstorming
• Role Playing
• Simulations
• Lecture
• Reading Assignments

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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

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COORDINATION WITH LOCAL PUBLIC SAFETY
ORGANIZATIONS
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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

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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

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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

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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

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REQUIRED COORDINATION

• Whos 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?

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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

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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    

• 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

 
 
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VULNERABILITY ASSESSMENTPROCESS

• Asset Definition
• Classify Assets
• List the Threats
• Classify Threats
• Vulnerability Analysis
• Document Results

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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.

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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.

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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.

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SAMPLE MATRIX
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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.

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LIST THE THREATS

• CRIMINAL
• Part I and Part II
• Crimes
• 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

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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.

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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
  agencys 15 buses, set to detonate in 30 minutes
• Local chemical plant experience major chemical
  spill, requiring evacuation of downtown

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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 agencys 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.

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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
•  
• Do we have the needed resources and capabilities
  to respond?
• 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?
• What could we do to improve our capabilities to
  manage this situation?
• 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

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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

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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.

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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

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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.

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PHYSICAL PROTECTION
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PRINCIPLES

• Our agency will implement physical security
  measures (if recommended) using a FOUR-PRONGED
  STRATEGY
• DETER
• DETECT
• DELAY
• RESPOND

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DETERRENCE

• RAISED SECURITY PROFILE
• Controlled Access
• Increased Uniformed Presence
• Visible Technical Systems
• Barriers to Assets
• Audited Measures Procedures

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DETECTION

• IMMEDIATE KNOWLEDGE
• Alarms
• Security Guards
• CCTV
• Alert, Committed Drivers and Passengers

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DELAY

• LAYERS OF PROTECTION TO TARGET
• Perimeter Fencing Checkpoints
• Security Personnel
• Channeled Access
• Vehicle Checks
• Personnel Checks

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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