Presentation on theme: "SSEP PROGRAM DEVELOPMENT"— Presentation transcript:
1 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 ProgramSTEP 2: Coordination Meeting with Executive Director and Vehicle Accident Prevention (VAP) Committee to:Establish how security and emergency preparedness activities will be organizedOutline employee and department responsibilities with respect to security and emergency preparedness Institute threat and vulnerability identification, assessment, and resolution methodologyDevelop and track Action Items for ImplementationSTEP 3: Executive Director will designate an SSEP Program Point of Contact (POC) to coordinate necessary interfaces and activities
2 SSEP PROGRAM DEVELOPMENT STEP 4: The SSEP Program POC will initiate Needs Assessment to:Identify current levels of criminal activityIdentify current security and emergency preparedness activitiesComplete the Security Baseline Planning WorksheetComplete the Emergency Preparedness Assessment WorksheetDevelop SSEP Program ObjectivesDevelop SSEP Program Supporting ActivitiesSTEP 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 ObjectivesSTEP 6: The SSEP Program POC will track implementation status and issue quarterly reports to the Executive Director.
5 DEVELOPMENT PROCESSTo ensure SSEP Program development, [NAME OF TRANSIT AGENCY] will take the following actions:Establish an SSEP Program Planning TeamAnalyze Capabilities and HazardsPerform Vulnerability AssessmentDevelop List of Action Items and Milestone ScheduleDocument Activities and Procedures
6 PLANNING TEAM We will establish an SSEP PROGRAM PLANNING TEAM. 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
7 PLANNING TEAMThe 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.
8 SAMPLE VAP COMMITTEE AGENDA I. Status of the SSEP Program PlanII. “Proactive” Items for Discussion· Assess the agency’s current capabilities regarding security andemergency preparedness program· Look for new ways and means to improve security and emergencypreparedness· Determine compliance with security and emergency responsibilities· Identify organizational issues that may contribute to securityincidents or hinder effective emergency coordination and response· Promote security awarenessIII. “Reactive” Items for Discussion· Review incidents to determine why they occurred· Debrief incidents, emergencies, drills and training to identify “lessonslearned” and means of improvement· Determine what measures should be taken to follow-up on incidents,events, drills and trainingIV. SSEP Program Action Items
12 ANALYZE CAPABILITIESThe 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 PlanRulebookStandard Operating Procedures (SOPs)Emergency Operating Procedures (EOPs)Facility and Vehicle Evacuation PlansFire protection planSafety and health programEnvironmental policiesSecurity proceduresInsurance programsFinance and purchasing proceduresEmployee manualsHazardous materials planRisk management planCapital improvement programMutual aid agreements
13 ANALYZE CAPABILITIES2. Meet with Outside Groups, including the following:Community emergency management officeMayor or Community Administrator's officeLocal Emergency Planning Committee (LEPC)Fire DepartmentPolice DepartmentEmergency Medical Services organizationsLocal Planning CommissionMajor 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.
14 ANALYZE CAPABILITIES 3. Identify Codes and Regulations, including: Occupational safety and health regulationsEnvironmental regulationsFire codesSeismic safety codesTransportation regulationsZoning regulationsAgency policies4. Identify Internal Resources and Capabilities that could be needed in an emergency, including the following:PersonnelEquipmentFacilitiesOrganizational capabilitiesBackup systems
15 ANALYZE CAPABILITIES5. Identify External Resources, including the following:Local emergency management officeFire DepartmentHazardous materials response organizationEmergency medical servicesHospitalsLocal and State policeCommunity service organizationsUtilitiesContractorsSuppliers of emergency equipmentInsurance carriersNOTE: 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, includingMeeting 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.
17 TRAINING AND EXERCISING TRANSIT AGENCY will formulate SSEP Program Training and Exercising (T&E) Plan:Determine NeedsOutline PlanSet GoalsEvaluate Current EffortsAssess Training StaffIdentify Additional ResourcesWrite Action Plan
18 TRAINING AND EXERCISING Issues to consider:In-house StaffLocal Law EnforcementContractorsRTAP Video LibraryODOTFTAOther
19 TRAINING AND EXERCISING Adult Learning Methods for Transit TrainingDemonstrationsStructured/Facilitated DiscussionsBehavior ModelingBrainstormingRole PlayingSimulationsLectureReading Assignments
20 TRAINING AND EXERCISING Opportunities for SSEP Program training:Organizational DevelopmentProfessional DevelopmentNew-Hire Driver Skill TrainingDriver Skill Retraining:Mechanic Skill TrainingSafety TrainingPassenger Relations Training
21 COORDINATION WITH LOCAL PUBLIC SAFETY ORGANIZATIONS
22 Public Safety Response NOTIFICATION: Reporting the incident to transit dispatch and supervisorsEVALUATION: Evaluating the incidentREQUESTING RESPONSE: Notifying local emergency responders; providing essential informationPROTECTING THE SCENE: Perimeter control, evacuation and rescue assistance, emergency first aidSUPPORTING RESPONDERS: Meeting their requests, specialized services and equipment
23 Public Safety Response Dispatching emergency response personnel and equipment to the incident siteBringing emergency responders to and from the sceneImplementing local incident command systemProviding incident briefings and situation updatesTriage and medical treatment and transportation to medical facilities for all victims
24 Public Safety Response Managing the emergency scene – initiating ICS functions as neededExpanding response to unified command with State and Federal resources (if needed)Demobilization – as control is restoredReturning the scene to “normal”Clean-upIncident debriefings and “after action reports”
25 TA Support Functions Evacuation (transportation and identification) Specialized transportation for mobility-impaired citizens away from sceneTransportation and shelter for emergency response response personnelTransportation of suppliesSupport of road blocks and perimeter controlWeather monitoring and route planningSpecialized equipmentTrained personnelCommunications
26 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?
27 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 agreementsMay remain as oral agreements
28 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 ASSESSMENTVulnerability 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
29 VULNERABILITY ASSESSMENT PROCESS Asset DefinitionClassify AssetsList the ThreatsClassify ThreatsVulnerability AnalysisDocument Results
30 ASSET DEFINITION PROCESS Review Submissions to the Public Transportation Facilities and Equipment Management System (PTMS)Interview StakeholdersReview Inventories and Financial ReportsOn-site “Walk-throughs”At the conclusion of this process, [NAME OF TRANSIT AGENY] will prepare a list that prioritizes identified assets by their value.
31 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 CriticalityAsset 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.
32 CLASSIFY ASSETS VITAL– Loss Would be Catastrophic IMPORTANT – Loss Would Prove Seriously DisruptiveSECONDARY – Loss Would Prove Relatively InsignificantAT THE CONCLUSION OT THIS ACTIVITY, [NAME OF TRANSIT AGENCY] WILL PREPARE MATRICES WHICH SHOW CLASSIFIED ASSETS.
34 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.
35 LIST THE THREATS - Floods CRIMINAL Part I and Part II Crimes: Burglary & RobberyLarceny & ArsonAssault & TheftBribery & ExtortionVandalismDrug / Alcohol AbuseTerrorism & SabotageSPECIAL ISSUES:Workplace ViolenceCrimes against DriversCrimes against PassengersNATURALDISASTERS- Floods- Tornadoes- Hurricanes- Blizzards- EarthquakesACCIDENTS- Hazardous Materials- Fire- Explosion- Industrial Safety- Negligence
37 CLASSIFY THREATS PROBABILITY OF OCCURANCE *Probable: Expect Event to Occur*Possible: Circumstances Expected for that Event*Unlikely: Possible But UnlikelySEVERITY OF OCCURANCE*Devastating: Disastrous Event*Moderate: Survivable*Insignificant: Relatively InconsequentialPREPARE MATRICES WHICH DOCUMENT THREAT CLASSIFICATION.
38 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 hostageBomb 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 minutesLocal chemical plant experience major chemical spill, requiring evacuation of downtown
39 SCENARIOSTo 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.
40 SCENARIOSWhen 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 proceduresPerformance of additional trainingAcquisition of additional equipmentEstablishment of mutual aid agreements
41 OUTCOMESThe 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 communityConducting individual and joint evaluations of risk factorsIdentifying what functions are critical to our operations, and understanding those essential functions for public safety agenciesDeveloping 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 stabilizedDeveloping training exercises and understanding the value of exercising emergency plansIncorporating mitigation throughout the entire process and recognizing its significance in preventing a major incident and reducing its potential impact
42 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 assaultsOther potential occurrences include:· Fare evasion· Loud radios/behavior· Smoking· Littering· Eating/drinkingBased 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.
43 ACTION ITEMSPLANNING TEAM will assemble priority activities that must be performed – based on the VULNERABILITY ASSESSMENTMANAGEMENT will review and approve the action item list and milestone scheduleBased on RESULTS, SSEP Program POC will initiate tracking and reporting
44 COUNTERMEASURESBased on the results of the analysis performed for the SSEP Program, [NAME OF TRANSIT AGENCY] will identify and implement 3 types of countermeasures:Physical ProtectionImproved Coordination with Local RespondersTraining and ExercisingOur approach to each of these is presented in this section of the SSEP Program Plan.