Deemed "Re&Ived and Filed.' the City Clerk Is Responsible for the Administration of This Process

DATE: July 11,2OOB

TO: lnterested Persons

FROM: Office of the CitY Clerk

SUBJECT: NOTICE OF EXPIRED FILE STATUS ln 2005, the council approved a policy wherein all council files pending Oefoie in" City Council, which have not been placed on a Council or commiftee agenda for consideration for a pe_rio{ o{ two years or more, are deemed "re&ived and filed.' The City Clerk is responsible for the administration of this Process.

Quarterly, on the last day of March, June, September and December of and filed ;h i;;r, the City Cleik administratively 9los9g all received Counif fibs. This letter provides notice that this Council file, and its rrUi""i matter, is no longei active as of July 1, 2008. This Council File is deemed closed.

p -f F'LE8 /, , /rn

PLACIE II{ FILES

JUL 2 { 2008 DEFUTY TBAIIKT. MASrINEZ OF LOS ANGELL- OfEce ofthe Clty Clert -:ITY CALIFORNIA CITY CLEBK Coundl and Publlc Servlceo KAf,ENE. KAI.N\YIN Boom 896, Clty IIaU Eroqrth3 OfEccr I^oo Angelee, CA 9fl)f2 Councll FlIe Informatton - (218) 07&l(X:! General Informadon - (2f8) 97&1f8{l ffien maldnglnqulrlee Far: (2r8) 97&1040 relath! to rhL ma,tter No. refer to Fllo rrEr_n:N GnvstsutBc JAMES K. HAHN Chlcf, Cou[.[l ard Publlc Scvle Dlvtdon MAYOR

o4-2468

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RE: I-,OS AITGEITES WORr-,D ATRPORTS PIJBTTTC SAFETY/SECURITY AIID LAW ENFORCEMMfiT SERVICE OPTIONS

At the meet,ing of the Council held on May 10, 2005, the attached cornmittee reporE was referred to the

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e€)o AN EQUAL ETPI.OYiIENT OPPIORTUNT.rY - AFFIR}IATIVE ACTION EMPLOYER & Ill s/r; File No. 04-2468

TO THE COUNCIL OF THE CITY OF LOS ANGELES

Your PUBLIC SAFEW Committee

reports as follows: Yes No Public Comments: XX

PUBLIC SAFETY COMMITTEE REPORT relative to Los Angeles World Airports public safety/security and law enforcement service options.

Recommendations for Council action:

1 NOTE and FILE the joint Chief Legislative Analyst (CLAyCity Administrative Officer (CAO) report dated Apnl22,2005 relative to Los Angeles World Airports (l3WA) public safety/security and law enforcement service options, inasmuch as this report is submitted for information and no Councilaction is necessary.

2. INSTRUCT the CLA and CAO to commence a Task Force, to include General Services Department, Los Angeles Police Department (I.APD), IAWA and the future ffice of Public Safety, to investigate and review the various issues related to this matter.

FiscallmpactStatement: NeithertheChief LegislativeAnalyst(Cl.A) northeCityAdministrativeOfficer (CAO) has completed a financialanalysis of this report.

Summary:

ln a joint report dated Apn!22,2005, the CLA and CAO state that, in February 2005, the City Council approved a measureto be placed on the May2005 GeneralMunicipalElection Ballot, toamendtheCity Charter to provide the City Council with the authority to enact changes to the methods of providing public safety securityflaw enforcement services at the various City airport facilities. At an earlier meeting, the Public Safety Committee also requested information regarding the cpsts, implementation issues and anticipated time line for implementing improvements to the cunent method of providing public safety, security and law enforcement services at the airport facilities and to consider the establishment of a single City public safety securityflaw enforcement service agency with responsibility over Cityowned airport facilities.

The CAO/CIA report indicates that the first step in developing such information was the ompletion of a study by the l3WA, entitled "Los Angeles lntemational (l3X) United Command Study,'which was prepared by the Counter Technology, lnc. (CTl) group. On April 5, 2005, the Public Safety Committee considered the CTI study and a report from the CtA. At that meeting, the Cl.A re@mmended that this matter be continued and that the CI.A and CAO work with the I-APD and LAWA to review the CTI study and report back to Committee. The April 22,2005 joint report summarizes the CLA and CAO proposed approach for evaluating the various airport public safety security/law enforcement service options and the status of the requested review. a

At its regular meeting on April 25,2005, the Public Safety Committee discussed this matter and cpncurred in the CLNCAO recommendation to Note and File the joint report and to request that the CLA and CAO commen@ a Task Force to include General SeMces Department, IAPD, |SWA and the future Offie of Public Safety, to investigate and review the various issues related to this matter. This matter is now being fonrarded to Council for consideration.

Respectfully submitted,

PUBLIC SAFETY COMMITTEE Y'h.e

MEMBER VOTE MrscrKowsKr YES fu,w1 REYES ABSENT PARKS ABSENT WEISS YES MAY 1 c zoos - ?eFQtA@ ry qffi ZINE YES innu,rpivF*r mJ.

AB 4-25-2005 , T

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a f( I a , FORtli OEN. l@ (Rov.6{0) CITY OF LOS ANGELES ..., ER-DEPARTMENTAL CORRESPONDE...,E

DATE: April 22,2005

TO: Honorable Members Public Safety Committee trR.OM: cerry F.Nliltg;ffitl William T Fujioka Sr Chief Legislativ-e Analpt City Administrative Offi cer

Airport Public Safety Security/law Enforcement Service Options

In February 2005, the City Council approved the placement of a measure on the May 2005 General Municipal Election Ballot to amend the City of Ips Angeles Charter to provide the City Council with the authority to enact by Ondinance changes to the methods of providing public safety secnrity/law e,nforcement senrices at City airport facilities (CF# 04-2468). The Fublic Safety Committee requested information regarding the costs, implementation issues, and anticipated time line for implernenting improve,ments to the curre,nt method of providing public safety security/law enforcement services at the various City airport facilities, including potentially establishing a single City public safety security/law enforcement agency with responsibility over City-owned airport facilities within City boundaries.

The first step in developing such information was the completion of a studyby the Ios Angeles World Airport (I-AWA). On March 24,2005,LAWA released the report prepared by CTI Consulting entitled "Los Angeles Intemational (LAX) Unified Command Study'(CTI Report).

With release of the CTI Report the Council directed the City Administrative Officer (CAO) and the Chief Legislative Analyst (CLA) to comprehensivelyreview the Report and evaluate other information and report back to the Public Safety Committee with recomme,ndations on how best to improve the efficiency of LAWA Police Deparfinent (LAWAPD) and Ios Angeles Police Departrnent (I-A'PD) operations at airport facilities and for implementing improvements to the current method of providing public safety securityflaw enforcement services at the various City airport facilities while maintaining the current level of seryice or enhancing it. This report summarizes the CLA and CAO proposed approach for evaluating various airport public safety security/law enforcement service options and the status of the requested review.

RECOMMEITTDATION:

It is recommended that the City Council receive and file this report.

APR 2 6 2000 2 CCI&IfuIEBCE E$IGY & NAT RES C.B[,B[IC SAFEIY 'i) ( ilir/'f ;t. r:r ,',I,!\trr lLr, : Clfri, ,": II ,t).,:r:,,_,_ ,..,i :(./f tr05 {t& ?d Atr 6: 0g i"IHK DISCUSSION

As previously reported, the CTI Report identifids several specific issues that are important to consider in any proposed airport security command structure changes, such as the role and resporsibilities of the Airport Security Coordinator mandated by the TSA. The CLA and CAO are firther reviewing the CTI Report and developing a list of requested clarifications, questions, and supporting documentation for submittal to LAWA and CTI forresponse. Upon review of that information, the CI-A and CAO will determine whether ornot additional inforrration in those areas covered in the CTI Report are required. At this time it is anticipated additional clarifications in costs, and roles and responsibilities of dispatch/communication, and canine unit operations may be needed.

In addition, the CLA and CAO have identified several areas that we believe are important to defining and evaluating airport public safety security/law enforcement senrice options dhat are not discussed in the CTI Report. Therefore, to supplement the information provided in the CTI Report, the CLA and CAO are working to obtain informatioq review, and evaluate the following areas forboth LAWAPD and LAPD operations at arport facilities within the Cityboundaries (I-AX and Van Nuys Airport):

o Deplolanent o Roles, responsibilities, duties, qualifications, and fraining of various security/law enforcement positions (Security Officer, Special Officer, Police Officer, Communications Specialist, Police Service Representatives) o Documentation of all LAPD operations at the airport (narcotics and organized crime investigations, etc.) and current Departnent of Airport funding responsibilities for those operations. o Review of other airports in the areas specified above. o Review of liability issues.

Four (4) general operational options are curre, rtly anticipated to be reviewed:

o All LAWAPD. o TAWAPDILAPD combination (similarto curre,nt operations). o All LAPD, with civilian sectritypersonnel positions being established within IAPD ("two tiered" approach mentioned in the CTI Report). o All LAPD, with all police officer positions (similar to CTI Report assumption).

Additional options that warrant consideration maybecome apparent upon further review of information. Further, variations of the above general operational options may be developed as the review process proceeds. Not all options or variations of options will be reviewed in the same detail. However, the benefits and limitations of the options, as well as the reason for not recommending or investigating an option detail will be doc',mented. Costs estimates for those

3 options deterrrined to reasonably achieve the efficie,nt security/law enforcement goals established for airport facilities will be developed.

Law e,lrforcement operations at other City owned airports (Ontario and Palmdale) will not be directly reviewed as part of this evaluatiorq but the implications of the various airport public safety securityflaw enforcement service options considered for facilities within the City to operations at airport facilities outside the City will be generally discussed. I-A,WAPD operations at Ontario airport will be reviewed in some detail, as a metlod to assist in understanding how an all LAWAPD option could be structured.

Evaluation Schedule

The CLA and CAO are in the process ofpreparing a list of questions, clarifications, and requested documents for I-AWA. IAPD has provided information previously requested and met witfr CI-A, and CAO staff to explain LAPD deplolme,lrt at LAX.

The CLA and CAO currently anticipate completing the information-gathering phase of the evaluation by the end of May. At that time, the schedule for completing the evaluation of the various security/law enforce,me,lrt options will be established.

4 .a

REPORT OF THE CHIEF LEGISLATTYE ANALYST

DATE: April4,2005

TO: Honorable Members Public Safety Committee

FROM: cerr'/F. Miller WWJ C.F.#: M-2468 Chief kgislative Ailalpt

Airport Public Safety Law Enforcement Seruice Options

The Public Safety Committee has requested inforrration regarding the costs, impleme,lrtation issues, and anticipated time line for implementing improveme,nts to the current method of providing public safety law e,nforce,ment services at the various City airport facilities, including potentially establishing a single City public safety law e,nforcement agency with responsibility over City-owned airport facilities within Cityboundaries. The first step in developing such inforrration is the completion of a studybythe Los Angeles World Airport (I-AWA) regarding I-AWA Police Department (LAWAPD) and Ios Angeles Police Departrnent (LAPD) operations at the City's airport facilities. On March 24,2005, LAWA released a report prepared by CTI Consulting entitled "Los Angeles Intemational (I-AX) Unified Command Study'(hereinafter "CTI Report").

RECOMMENDATION

It is recommended that City Council:

1) Direct the City Administrative Officer (CAO) and the Chief Legislative Analpt (CLA), in coordination with the Los Angeles Police Deparfinent (LAPD) and City Attomey, to comprehe,nsively review the CTI Report and related documents and information, and to subseque,lrtly meet with lps Angeles World Airport (I-A,WA) and CTI regarding areas of concern and to clarifr CTI Report inforrration and recommendations as appropriate.

2) Direct the CLA and CAO, upon completion of theirreview of the CTI Report and related documents and information, to report to the Public Safety Committee with recommendations on how best to improve the efficiency of LAWA Police Department and LAPD operations at City airport facilities and for implementing improvements to the curent method of providing public safety law enforcement services at the various City airport facilities while maintaining the current level of service or e,lrhancing it.

PUELIC SAFETY ijuiu;,,i[;iilr. ililtGY & J'IsnTm"

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. (,. . :,- liilS Jll:, :liillSl':l ' DISCUSSION

In December,2004, the Public Safety Committee requested information regarding the costs, implementation issues, and anticipated time line for implementing improvements to the curre,nt method of providing public safety law enforcement services at the various City-owned airport facilities, including potentially establishing a single City public safety law enforcement agency with responsibility over airport facilities within City boundaries, to assist in developing the best strategy for efficiently providing the highest level of public safety law enforcement services at City-owned airport facilities at a reasonable cost. Development of such information is contingent upon the establishment of specific proposals that meet the public safety law enforce,me,lrt needs ofthe various City-owned airport facilities. The first step in this process was the completion of the L,AWA commissioned CTI Report.

Background

On several separate occasions, the City Council has requested LAPD and LAWA to report to the Council regarding the appropriateness of maintaining two law e,nforce,me,nt agencies at LAWA (CF# 02-1480). In mid-2004, the Police Commission again acted to support the concept of the policing of airport facilities within Cityboundaries by LAPD only, thus supporting the merger of LAWAPD at facilities within City boundaries into the LAPD. At the time, the Airport Commission supported maintaining separate LAWAPD and LAPD service, consistent with current practice.

On May 11,2004, a Motion (Weiss -Miscikowski, et.al) (CF#02-1484-S1) was introduced requesting LAWA to hire an independent consultant to evaluate the pote,lrtial merger of LAWAPD and the LAPD. On July 6,2004, the Board of Airport Commissioners approved the release of a request for proposals @FP) for a "Comprehe,lrsive Evaluation of the Existing Organizational Stnrcture of the Ios Angeles Intemational Airport (LAX) Police and the Los Angeles Police Deparfinent's Role at LAX and to examine apotential merger of the two organizations." The REP was released July 20, 2004. A November 19, 2004, Council Motion (CF#04-2414), which was referred to Public Safetyand Commerce, Energy, and Nafiral Resources Committees, requested that the LAWAPD independe,nt review be expanded to include consideration of offi cer deployne,lrt.

Counter Technology, Inc. was selected by I-AWA to complete the I-AWAPDILAPD study and a contact was executed on December 15,2004. The contact has a not to exceed arnourt of $900,000 and tenn ofone year.

LAWA established an ambitious schedule for completion of the study. Therefore, the Council Public Safety Committee acted early in the process (January 10, 2005) to ensure at that the significant issues of concem to City Council would be included in the CTI study. The City Council noted that the scope of se,nrices for the LAWAPD/I-APD study focused on LAX and did not address City airport facilities outside the boundaries of the City of Ios Angeles and that it

2 would be important to understand whether or not all proposed public safety law enforcement options reviewed for LAX would be appropriate for the City's other airport facilities.

kr additiorU the City Council noted that the LAWAPD/I/,PD study's evaluation of the various organizational law enforce,me,nt structures should include the development of estimates of costs, including budgets, salaries, benefits, retiree programs, and insurance. Council considered it important that such development of cost estimates be placed within the context of the level and efficie,ncy of services afforded by each of the proposed strucfires. The Council asserted that the City Administrative Officer (CAO) should have a significant role is assisting in the development of cost estimates to ensure their validity within the context of City budgetary practices. Further, the Council indicated that the CAO, CLA, and LAPD participation in development of the merger of the Metopolitan Transportation Authority law enforceme,nt personnel into LAPD provides unique expertise regarding the tlpes of issues, specific to the City of Ios Angeles, that must be addressed and evaluated in anyreview of orgamzafional options. The Council therefore recommended that LAWA include in the CTI studyprocess, interface with the CAO, CLA, and LAPD to ensure that cost estimates were consistent with Citybudgetarypractices, that the benefits of efficiencies in the providing of services are appropriately addressed, and the implementation issues specific to the City of Ios Angeles are appropriately considered and addressed for each organizational option under review. Finally, Council requested that liability issues associated with the various unified command options reviewed in the studybe addressed.

CTI Report

On March 24,2005, LAWA released the report prepared by CTI entitled "los Angeles lnternational (LAX) Unified Command Study''(CTI Report). The CTI Report was prese,lrted and discussed at the March 30, 2005, Board of Airport Commissioners meeting. At that meeting, the Airport Commission directed the LAWA Executive Director to work with other City Deparfinents to perform additional analyses in order to develop a plan to impleme,lrt the CTI Report recommendations and report back to the Board within 3O-days.

Overview

The CTI Report identifies several specific issues that are important to consider in anyproposed security command stnrcture changes, such as the role and responsibilities of the Airport Security Coordinatormandated bythe TSA and the fiderallymandated airport securitypersonnel training requirements. However, the majority of the CTI Report addresses ttre quality/adequacy of airport security, rather than how a more coordinated LAWAPD and LAPD deploynent, cornmunication, and organization could enhance security, reduce duplication of effort between the two age,ncies, and minimize airport sectrity costs. Further, CTI's evaluation appears to focus on responses to recent major events at I-AX, rather than the continuum of LAWAPD and I-APD concenur expressed since before 1998.

It is the CL,A Office's understanding that the City Council intended the CTI study to be a review ofwhere LAWAPD and LAPD operations at the City's airport facilities were duplicative and 3 accordinglyto identiffmethods of increasing efficiency ofboth LAWAPD and LAPD operations at the such facilities. Areas of concern identified in the LAPD's 1998 "One Police - One Police Departrnent" proposal, and which continue today, were also intended to be reviewed, with recommendations to firther address such issues identified.

The Cityhas embarked upon the process of consolidating the security services of the various City deparhnents into the General Services Departrnent to increase efficiency of City security operations, as well as to improve service and security coverage Cityuride. This consolidation effort may not reduce costs, but is anticipated to enhance security seryices Citywide through maximized deployrrent ofresources and imple,rne,ntation of a consistent approach to security operations. The City Council intended that this concept be expanded to airport security operations. Indeed, in November 19, 2004, a Council Motion (CF#04-2414) referred to Public Safety and Commerce, Energy, and Natural Resources Committees, requested that the I/.WAPD independent review be expanded to include consideration of officer deployrrent.

kr addition, the City is working to establish better fiaining and coordination of private sectrity personnel to e,nsure good communication between such personnel and responding LAPD and LAFD emergency personnel. Accordingly, the City Council acted to support in concept the 'Los Angeles Safe and Secure Project Proposal."

The City has consistently moved to consolidate, standardize, and improve security se,l:rices Cityvide over the past few years, and the review of City airport facility security and law enforcement services was intended to be an extension of that on-going effort.

Two Models Reviewed

The CTI Report reviews two models for I-AX security/public safety operations at a very high level. The prese,ntation of the two Models reviewed on pages 8-9 and 89-90 of the Report is vague and difficult to understand. krdee{ the current configuration of LAr$IAPD and LAPD as it relates to I-AX security appears to be a mix of the two Models evaluated. While LAWAPD is responsible for LAX security, they also have limited police powerc. However, the LAPD is responsible for responding and investigating crime and major incidents at t AWA. The very *Model inefficiencie.s documented by CTI on pageg and in Section tV.G associated with 2' (which CTI does not recommend), the need for the airport to create a security office and staff, paytng for police services, turf issues, TSA having to coordinate with two entities, and communication or lack of communication betwee,n the police and securitypersonnel, were the very reasons the City Council requested that a study be initiated.

The CTI Report review of security Models does not address duplication of responsibilities and deploymrent, or offer definitions based upon other airport models of the exact role of airport security, ver$N law enforcement personnel, at the various airports reviewed. Therefore, the CTI Report appearc to not fully address the issues of concerm associated with the existing LAWAPD and LAPD operations.

4 With the change in focus of security services at the airport, and the associated need to ma:rimize efficiencies to provide enhanced security services at a reasonable cost, since Septenrber 11, 2001, a comprehensive review of LAWAPD and LAPD operations and deployrr.ent at the City's airport facilities is warranted. While, communicatio& unified command structure, and the clear delineation of LAWA and LAPD roles and responsibilities at LAX have improved since the release of the LAPD's 1998 "One Police - One Police Deparbne,lrt" proposal, issues rerrain. Therefore, continued work in this area is important.

As an exarnple, in the Fublic Safety Committee, it was discussed that LAPD identified a need for a greater number of I-APD Officers to be deployed to LAX for security reasons, than LAWA believed were necessary. The LAPD deployed those'oexcess" OfEcers to LAX and continues their presence there today. However, because LAWA believes they are not needed, the City of Ios Angeles ta:rpayers, not LAX reve,nues, are firnding those Officers. The curre,lrt command structure provides no method to resolve or address such important and fundamental airport facility security concens. This significant issue is not addressed in the CTI Report.

Although the CTI Report appears to indicate that the CI-A and CAO reviewed the cost estimates provided in the report, as well as the two Models presented in the Report, the CLA and CAO first saw the cost estimates and Models reviewed upon release of the report on March 24,2005. T\e CLA and CAO, along with LAPD Fiscal Operations Division, met with CTI on two occasions, March 8 and March 16,2005. Discussions in those meetings were general in nature, with no detailed cost information or assumptions provided for Cityreview or comme,lrt. The CLA's Office did advise CTI in those meetings, that it was important that CTI use precise language in its evaluation and Report, as LAWAPD officers (Security Officer and Special Officer) are actually a civilian civil service positions, while I-APD officers @olice Officers) are sworn civil sernice positions, to ensure a comnron understanding or roles, responsibilities, taining, and expectations associated with each positions discussed in the Report. These important distinctions are not made throughout the report, leading to potential confusion ormisunderstanding of the Report's recommendations. Furttrer, both the CAO and CI-A requested that deploynent of designated staffwith designated responsibilities be ide,ntified, to ensure that opportunities for efficie,lrcies in operations could be identified and addressed. The CTI Report does not provide the level of detail requested.

CTI Report Recommendations

The CTI Report recommendations are generally summarized below:

o There is no compelling reason to merge LAWAPD and LAPD. o LAWAPD should participate in I-APD fiaining on all levels (academytraining, supervisory taining, specialized taining, "table top" exercises, etc.). o Ir{PD officers working at the airport should receive Penal Code 832.1 training. o LAWAPD should adopt LAPD policies regardingpursuits, uses of force, etc.

5 o LAWAPD should receive LA,PD dispatcher taining. o 1988 LAWAPD and LAPD MOU should be updated. o A Deputy Executive Dhector Position should be established for LAWAPD. o L,AWAPD should maintain half of the TSA certified canine operations. o LAPD should provide all SWAT capabilities for LAX.

The recommendations appear to indicate that L,APD and LAWAPD training should be a single effort, since it is recommended that each entityreceive the same training and adhere to the same policies. If LAWAPD is to be responsible for law enforceme,lrt responsibilities at0ity airport facilities, then imple,nrentation of all related best managerrent practices established at I-APD, not just policies, is recommended by the CLA. Such best manage,me,nt practices include administrative investigation protocoldprocedures, auditing by an independent unit of adherence to arrest, booking, search and seizure, administrative investigation" etc. policies and procedures, integrity audits, civilian oversight, discipline reporting and participation in COMPSTAT processes.

The CTI review of the I-AWAPD and LAPD merger option (Model 2) fails to consider the various roles and rasponsibilities of LAWAPD and LAPD personnel. The CLA's Office notes that LAWAPD Special Officer positions have a salary level of approximately half that of LAPD Officers. It appears from the salary levels alone that the responsibilities and duties of the LAWAPD officer and L,APD officer positions are not equivalent. However, the LAWAPD and LAPD merger option cost estimates included in the CTI Report appears to assume that all LAWAPD Special Officers would become LAPD Officers. If a higher level of staffing responsibilities and duties are required necessitating the fansition of all LAWAPD Special Officers to LAPD Officers, this should be clearly detailed and supported and the benefits, such as potential heightened security and the pote,ntial to eliminate other positions, should be disclosed. If this is not the case, the CTI cost estimates for the merger are substantialty overstated.

The cost estimates for continued LAWAPD ope,rations, with implementation of the CTI Report recommendations, does not include the increased costs associated with LAPD training for I/,WAPD officers. LAPD recruit taining costs are significant. The CTI Report does not conduct any analyses of LAWAPD Security Officer and Special Officer turnover rates in evaluating the retum that would be received from the law enforcement training resources proposed to be invested. Further, there may be personnel issues associated with Special Officers receiving the same training as Police Officers, but having a compensation rate of 50% less than Police Officers. If LAWAPD Special Officers are intended to have similar duties, policies, and haining as LAPD Officers, the recommendation to manage operation of separate LAWAPD and LAPD forces would not appear to be justified.

Enhancement of communication and standardizatronof security operations Citywide is supported by the City. Therefore, the concept of a centalized position within LAWA (proposed as a Deputy Director Position in the CTI Report), which is inte,lrded to coordinate and oversee the City's various airport facility security operations, is supported by the CLA's Office. However, it

6 is recommended that the appropriate position level, authority, and duties for such a centralized position be reviewed bythe CAO and Personnel Departnent.

Additional infomration regarding canine LAWA and LAPD unit operations is needed to evaluate the CTI recommendation in this area

The recommendation that SWAT senrices be provided by LAPD is supported by the CLA's Office. The initial SWAT training and on-going tactical training and debriefings are resource inte,nsive and therefore best managed as a centalized resource within IAPD.

Recommendations For Council Consideration

As indicated above, preliminary review of the CTI Report has identified many important areas, such as deploynent and the clear definition of roles and responsibilities of I-AWAPD and I-APD at LAX, that remain uninvestigated. h additioq there are many questions and needed clarifications that arise from the Report. It is therefore recommended that City Council direct the CityAdministrative Officer (CAO) and the Chief Legislative Analyst (CLA), in coordination with the LAPD and City Attorney, to comprehensively review the CTI Report and to subseque,nt meet with LAWA and CTI regarding areas of concern and to clariffReport infonnation and recommendatiolu! as appropriate. The Cl,A and CAO should firttrerbe directed to report to the Public Safety Committee with recommendations on how best to improve the efficiency of LAWAPD and LAPD operations at City airport facilities and for implernenting improverrents to the current method of providing public safety law enforcement services at the various City airport facilities while maintaining the current level of service or enhancing it, upon completion of their CTI Report review.

7 Los Angeles 'World Airports 6*

April 1,2005

The Honorable City Council of the City of Los Angeles City Hall, Room 395 o\ Los Angeles, CA 90012 LAX Subject Council File #M-2468 Ontario Van Nuys CONS'DERATION FOR CITY COUNCIL Palmdale Transmitted herewith for your consideration, Resolution No. 22649 in which the Clty ot Los Angeles Board of Airport Commissionerc, at their meeting of March 30, 2005 accepted James K. Hahn the "Los Angeles lntemational Untfied Command Study Reporf of March 24, Mayor 2005 (5 copies of the report are attached) and instructed the Executive Director Board of Airpott perform commissioners to work with other city departnents and agencies to additional analysis as necessary in order to develop a plan to implement the study's Cheryl K. Petersen President recommendations and bring the plan to the Board of Airport Commissioners for

W. Jerome StanTey consideration in 30 days. Vice President

Miguel Contreras Also, fansmitted is one copy of the vldeo tape of the Board Meeting. Armando Vergara, Sr, Additional copies of the video trape will be fonrarded within the next week. David C. Voss,.Jr. Peter lvl. Weil Walter Zifkin There is no fiscal impact to the City's General Fund as a result of this action. Kinr Day Executive Drrector

Very lours,

Sandra J. Miller - Commission Executive Assistant ll BOARD OF AIRPORT COMMISSIONERS

@. Gerry Miller, Chlef Legislative Analyst, Enc. William Fujioka, CAO, Enc. City Clerk's Offi@, Enc. (one original and fifreen coples)

i"l;ltil;lill;I fl';G'f & ru.4,8 ffi$'" F[.IBI-IC SATETY

APR - 5 2005

1 World Way P.O.Box92216 Los Angeles Califoinia 90009-2216 lelephone 310 646 5252 Facsimile 310 646 0523 lnternet www.lawa.org t-if(.,ili,:..,r. I_rat-il r- - CII^I'aj i ' ' r-,i :iCE

?B5 APir -q M 6, Zs

CII'/ ri{_[ Los Angeles World Airports G4

RESOLUTTON NO.22649

BE lT RESOLVED that the Board of Alrport Commlssloners accepted the "Los Angeles lntemational Unified Command Study Reporf of Mardr 24, 2005, and lnstucted the Executive Dlrec'tor to work wlth other clty departnentrs and agencies to perform addltional analysls as neaessary in order to develop a plan to implement the study's recommendatlons and to bring the plan to the Board of Airport Commlssloners for consideration ln 30 days; and

BE lT FURTHER RESOLVED that the report be transmitted to the Los Angeles Clty LAX Councll and Board of Polie Commissionerc for thelr information and consideration as Ontarlo appropriate; and

Van Nuys BE lT FURTHER RESOLVED that this ac'tlon, as a continuing adminlstratlve activity, ls Palmdale exempt from the requirements of the Califomia Environmentral Quality Ac't (CEQA) as provided by Artide ll, Sec;tion 2 (O ot the Los Angeles City CEOA Guidelines, as Clty of Loe Angoles amended by the City Councll on July 31, 2@2; and James K. Hahn Mayor BE lT FURTHER RESOLVED that actions taken on this item by the Board of Alrport Board of Alrport Commissloners Commlssloners wlll beome final pursuant to the provisions of the Los Angeles Ctty Charter Section 245. Cheryl K. Petcrsen Presi dent

W. Jerome Stanley Vice President o0o Miguel Contreras Armando Vergara, Sr David C. Voss, Jr. Peter M. Weil I hereby certiry that the above is a true Zrfkin Walter and conect copy of Resolution No. 22849 Kim Day Executive Director adopted by the Board of Alrport Commissioners at a Speclal Meetlng held Wednesday, March 30, 2@5.

Sandra J. - Secretary BOARD OF AIRPORT COMMISSIONERS

1 WorldWay P.O.Box92276 LosAngelesCalifornra 90009-2216 Telephone 31O6465252 Facsimile 3106460523 lnternet www.lawa.org u,l3nv B€t€orrv eo'l oieqqc| BEgEIt' IHTTUIEEI

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za svd stfillt uI. rtAgxt dho? t}a-af.r FqBir cP,{9.!nT.ep} r: CITY OF LOS ANGELES 6,{ -zYb8- INTER.DEPARTMENTAL CORRESPONDENgE S,( +(

-TD' fAaoerc A-Jo"^^ -: Errav\ DATE: April22,2Ds k$

TO: Honorable Me,mbers Public Safety Committee f,ROM: cerry F.Millgffin William T Fujioka S-r Chief Legislativ6 Andtyst City Adminisf ative Offi cer

Aitport Public Safety Securlty/Iaw Enforcement Service Options

In February 2005, the City Council approved the place,rnent of a measure on the May 2005 General Municipal Election Ballot to ame,nd the Cityof Ios Angeles ftarter to provide the City Council with the authority to e,nact by Ordinance changes to the methods ofproviding public safety secnrity/law enforce,ment services at City airport facilities (ff# W2468). The puttic Safety Commiuee requested information re.garding the costs, implementation issues, and anticipated time line for impleme,nting improvements to the curre, rt method ofproviding public - safety security/law e,lrforce,me,nt services at the various City airport facilities, including potentiallyestablishing a single Citypublic safetysecurity/Iaw e,lrforce,me,nt agencywith responsibility over city-oumed airport facilities within City boundaries.

The first step in developing such information was the completion of a studybythe Ios Angeles World Airport (LAWA). On March 24,2N5,LAWA released the report prepared by CTI Consulting entitled'Ins Angeles International (LAX) Unified Command Stuay'(gif neport).

lVith release of the CTI Report the Council directed the City Administrative Officer (CAO) and the Chief Legislative Analyst (CLA) to comprehe,nsivelyreview the Report and evaluate other information and report back to the Public Safety Committee with recommendations on how best to improve the efficie,lrcy of LAWA Police Departuent (LAWAPD) and Ios Angeles police Departuent (I-APD) operations at airportfacilities and for imptementing improve,me,nts to the curre,lrt method of providing public safety security/law e,lrforce,me,nt serrrices at the various City airport facilities while maintaining the current level of service or e,nhancing it. Ttris report summarizes the CLA and CAO proposed approach for.evaluating various uirport public safety security/law enforcement service options and the status of the requested review.

RECOMMEITIDATION:

It is recommended that the citycouncil receive and fire this report.

2 DISCUSSION

As previously reportd the CTI Report identifies serreral specific issues that are important to consider in any proposed airport security command stnrcture changes, zuch as the role and responsibiiities of the Airport Security Coordinator mandated by the TSA. The CLA and CAO are firther reviewing the CTI Report and developing a list of requested clarifications, questions, andsupportingdocume,lrtationforsubmittaltoLAWAandCTlforresponse.Uponreviewof that information" the CI-A and CAO will determine whether or not additional information in those areas covered in the CTI Report are required. At this ti-e it is anticipated additional clarifications in costs, and roles.and responsibilities ofdispatch/communication, and canine unit operations may be needed.

In addition, the CI-A and CAO have identified several areas that we believe are important to defining and evaluating airport public safety security/law enforceme, rt service options that are not discussed in the CTI Report. Therefore, to snrppleme,nt the information provided in the CTI Report, the CLA and CAO are working to obtain information, review, and evaluate the following areas forboth I-AWAPD and LAPD operations at airport facilities within the Cityboundaries (I-AX and Van Nuys Airport):

o Deployrne,lrt o Roles, responsibilities, duties, qualifications, and taining of various security/law enforce,ment positions (Securif Officer, Sp€cial Officer, Police Officer, Communications Specialist Police Service Representatives) o Docume,ntation of all I-APD operations at the airport (narcotics and organized crime investigations, etc.) and curre, rt Departuent of Airport fimding responsibilities for those operations. o Review of other airports in the areas specified above. o Review of liability issues.

Foru (4) ge,neral operational options are currently anticipated to be reviewed: e ruftawapo. o LAWAPD/IAPD combination (similarto curre,rt operations). o All IAPD, with civilian securitypersonnel positions being established within IAPD Ct"no tiered" approach mentioned in the CTI Report). o All IAPD, $rith all police officer positions (similar to CTI Report assmption).

Additional options that warrant consideration maybecome apparent upon firther review of information. Further, variations ofthe above general operational options maybe developed as the revien, process proceeds. Not all options or variations of options will be reviewed in the same detail. However, the benefits and limitations of the options, as well as the r@son for not recommending or investigating an option detail will be documented. Costs estimates for those

3 options determined to reasonably achieve the efficient secruity/law enforcement goals established for airprt facilities will be developed.

Iaw eirforce,ment operations at other Cityowned airports (Ontario and Palmdale) will not be direcflyreviewed as part of this evaluation, but the implications of the various airportpublic safety securityAaw enforceme,nt senrice options considered for facilities within the City to operations at airport facilities outside the City will be ge,lrerally discussed. LAWAPD operations at Ontario airport will be reviewed in some detail, as a method to assist iu understanding how an all ITq,WAPD option could be stnrctured.

Evaluation Schedule

The CLA and CAO are in the process ofpreparing a list of questions, clarifications, and requested docume,lrts for LArtilA. LAPD has provided information previouslyrequested and met with CI"A and CAO staffto explain LAPD deplolment at LAX.

The CLA and CAO curre,ntly anticipate completing the information-gathoing phase of the evaluation by the end of May. At that t'ne, the schedule for completing the evaluation of the various security/law enforce,ment options wilt be established-

4 p,

| .. t-, I.- Los Angeles International (LD() Unified Gommand Study Report

Presented by GTI Gonsulting

March 24r 2OOs L$( Untf,ed Command Study March 24,2005

STUDY REPORT TABLE OF CONTENTS

I. EXECUTIVE SUMMARY A. lntroduction 1 B. Key Findings and Conclusions 1 .2 1 Cunent Security Program Status 2. Mlssion Capabilig 3 ..4 3. Training lssues and Needs .4 4. Response Capabilities, Response Protocols, Unffied Command. 5 5. Tactical Capabilities 6 6. Communlty Expectations 7. MTA Experience 7 8 C. Recommended Option for Organizatlonal Structure... 8 1 Optlon Selected... I 2. Reasons for Selection of Cunent Model 3. Other Options Considered I D Major Recommendations I

III. GENERAL FINDINGS AND IMPRESSIO A. Status of LAX Security Program B. Security Enhancements pre/post 19 91 1 20 c. Curent Status of Unified Command - Coordination and Mutual Support ...... 23 D. Recent Publicity on Specific lncidents .24

IV SPECIFIC FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS...... 25 A. cgpabitities tAWApD/rApD...... _.....:...... 1'fvtis9i91 - ...... 2s lSwAPD" ...... 31 2' LAPD ...... ,...... s7 B. Training lssues and Considerations ...... Sg 1. Cunent Levels of Training: Both Agenciei...... ::...... 58 2: lssues to be Addre6sed ..L...... c.]ac]i9]capabititiesofPoliceForcesatt3X...... IraiJul'g .....6V 1. LAWAPD...... 71 2. IAPD ...... 73 Tacticat_Capabitities 1 - tssues To Be AdOresseJ:..:...... 73 D. capabirities porice F"r.p-ol.9 of Forces at rAX- Response protocots ...... r4 1988 Memorandum 1. of Understanding...... -..__:...... 74 Response and Lead Agency 3.otnrirAgencies...... ]]l].::::::::...... ?. Matrix...... 76 LAX Untf,ed Command Study March 24,2W

4: Response Protoml lssues to be Addressed...... 76 E. Community Expectations...... 77 F. !4T{ Mer96r...... 80 G. Unified Command ...... g1 1. ltudy Approach to Organizationat Modets...... gg ?. Organizational Models Considered...... gg q. Organizational Modelselected ...... 91 4. Critical lssues to Consider Regarding a Merger ...... 96 v. cosT ANALYSIS ...... 98 vt. suMMARy OF RECOMMENDAT|ONS...... 102

APPENDICES

APPENDIX A CTI Recommended Model

APPEN.DIX B Cost Analysis Supporting Documentration

APPENDIX C Contacts

u Lrt)( Unif,ed Command Study March 24, 2005 t. EXECUTME SUMMARY A" lntroductlon This study is not a referendum on the capabil1ies or the services of the Los Angeles Police Department-(LAPD) in their ,ru"n-poricing mission or their services to the Airport. CTI believei ffe |APD couri accomplish the Airport security mission if they had to. tnstead, the question i$ c"n'tn"v o" in"jir as welt as the Los Angetes wortd Airports pirtice Division (LqwAiD): the ;J;, required speclalization.of th-e--airpbrt security ano polici? inliv-oo as cil it cost effectively, given the differences in pay and'tne training ;A ffi, necessary to thoroughly leam and understani the Airport securifi rir.i-onr Finally, the city has to ask: rs it the best ,." of uAFb staff and resources glven the ------criticality of their cunent mission ano oveiali.t"mng neeos. Moreover, this study does not seek to compare the IAWA porice force with the IAPD, especiafiy in the area of urban'poricing-. comparison of the two agencies is not varid. Each agelcv has its dwn uGt of eipertise in canving out their respective responsibllities. tnstead, cT| seeki question: to answei'ttie can the LAWAPD satisfactority and pror".rionally carry specialized -in" ort n" duties anq responsibilites inherent ln airport security mission? peer The answer, crt and the Revie* eroup believq irl tn"v and they do. i",

area f- 1p.ulting in this study is that of the disparate positions of the LAWApD detractors and the agencies and ordni-tiril recipient . th;i';; il; of their services and who have Federd 6versight over tnanirport Police and their gbilq t9 carry out the security mission. critics IAWAPD of the have stated that they ire incompetent, dntrained, are noi."i.ying out the security mission successfu[y, and' tnat inev neeo io oe tar

the TSA, 99.!y9F"rv, airtines, and federalagencies at the-.iemplary Airport say that the IAWAPD. are competent, -vgry thelr security-pro g rr.m i, and meets or exceeds all Federal security mandates;-and iecurity at Uix ii "second-to none" in this country; according to the TSA Administraioi who is familiar with program lh:-Hlrecurity and those of other mayoi airports. uoreover, tir-e LAWAPD have been commended by the TSA ior r,rring programs; ,oo"l-r".uriiv also, LAWAIo i: recognized in catifomi" ,io nation.rfiv a! experts policing. I.itng in airport ihey teach Airport law Enforcement to californla qirport police and to officers-fro, tne u.s. p"rr oirn industry-wide program. 11-a!ion ln addition, none"crori of r-npo senioi", star tolJ crl interviewers that the LAWAPD were incomprt"nt. rvilny made it a point to say that they thought the LAWApD is competent

1 LAX Untfied Command Stucty Marci 24,2A05

B. Key Ftndlngs and Conctuslons The prlmary flndlng of CTI and the Peer Revtew Group Is that there should not be a mergor of the two pollce ag"n"i"s, The l-AWApD competent, Is a -w_ell-tralned unlt, totaily dedilabd to tht ;pe;taltzeO securltyr of all four Los.Angetes alrpoits. Unlfled-ult command lssues-i""r"" have been, and conflnue to b", addiessed at ,oi*rJr, regardlng authortty, Jurrsdlcflon, and responslblllty are commbn to alt alrports, glven the number of federal, state, ino rocai aglna"" operatlng ln the alrport envlronment. Post lncident adJustmeits and enhancements are always revrewed and rmpt-r*t"o gr""" after every mafor lncldent. "t "rrpo.t"

Thls recommendafion ts no reflecflon on the professronafism, dedlcatlon, and capablltfies of the men and women who sele the Angeles Los Pollce Department or of the Department as a whole. The l-APD's reputafion as ono of the f,nest departments country bori"" in the ls well-earned. Thelr support and commltmeni to the securlty of !lr" 9!!{" arrporrs has been unwaverrng rn rh; the 9/11 t;;i;;;;-ti;ry events. LlpD offlcers, supervisors, and command staff have"n", worked hard to make the alrports sile. The declslon for not havrng a merger rs based on whether there are compirlllng reasons for such a merger. There aro no compeung reaaons. Thrs report descrrbes the capib[ifles of the I-ewe poiiJ",-""d Its reputatlon as one of the best atrport-poilce agencres rn the country. It Is regarded as belng htghty competent by the iax atrport communlty, by the- Transportatlon Security Admlnlstrition Os4 a'no oi6er ieoeral agencles that lt aenyes.

Although lt recommends that there shoutd not be a morger pollce of the two agencles, CTI recommends that there stroutO be a continual effort on the part of the Atrport stakehotdgry deftne, ciarry, the unlfied command !o system at LAK whlle'"r"rg"ncy"no "ii"ngih"nplans and response matrlces address somo lmportant crlficil rncijenii gre stakeholders need to revlew and plan for other typ"" of Incidents and emergencles, even lf they are of a tesser nature tfriir ttre incldents in itre matrlx. Thls revrew and process -prannrng needs to get down to ttre responslbllifies at the unlt tevel oi these agenctes. lssies ls as wrro responslble for closing or re-openrng t-he roadways; for"r"r, mandating partlal full or evacuation; for declarlng c-tosure of lncldent; lnitiating re-populatlon of terminals; keeplng the alrllnes abreast"n of timellnes- att these areaa should be defined and asslgned. .

The unifled command system shourd be strengthened pollcles, in the areas of tralning, tabletop and stmulation clarifying roles, and strengthenrng readershrp at LA)(. specific"r"i"i"e", i""orr"ndafion for

2 IAX Untfled Command Study March 24,2005

dolng thls are descrlbed in thls report. Thls unlfled command e-nhancement program should be structured and fLnneo wrfir progisss documented and reported quarterly.

1. Current Security program Status CTI and the Peer Rerriew Grouq were unanimous in the opinion that the IAWAPD are one of the most formidable airport porio 'Resources abencres in tne country. and monies have been iommittio GwA management b, and city govemment to make it one of the largest and oesi trained porice agencres in the country, q.nd it is organization;[y d;sitned to address all areas- of the airport selurity misslonl Rti rawn om."ri peace certiffed by the carifomia officers standards ano rraininiiFosil"r" and it has been stated oy i nosr inspector tnail[" r-qwepD receive more training than most other pofice agencies in the state. The TSA, airlines, and other federalagencies at the Airport say that IAWAPD the are very competent and.th6ir security prog";, is exemprary and meets or exceeds all Federal security mlrioaEs. naoreover, in6 LAWAPD have been commended by the rse roi n*ing ,ooli,;ffity programs and its gtatr. is .recognized in califomia aio nationalry ai experts it{p:rt poricing. lrai{ry posr [AWA officers train other ptric" in califomia on certified airport raw enrorcement trairiing.'rn"v"irport als-o train airport law enforcement officers rrom agencies througniuitr,6 U.S in addition to TSA personnel.

There is a tremendous amount of coordination and co[aboration between the LApD and the LAWAPD. Theywork together issues d;;t6;;t and cails for service; they train tog6tner on-Jmergency response lfroy0[tabletop exercises and iimulatioi orifls rr"n [perltion'pighi I"y1,, They back each other up on carts for service. orrind"r tn" Citv,i6ii- in .1992, upon request of the LApD, Airport pori& units assistei win patrol in immediate urban areas when LAPD units-in tho." *"i" called to assist with the riots. "r"",

The substation commander works crosety and proactivery with IAWAPD; the lnformation and intelligence are shared; LAWA detectives work with l-ApD detectives and sometimes are oiiected by the Gp-o detective supervisor; some LAWA investigators nave worked out of LAPD potice pacific the station in the erJa; fnWAiO yietd to LAPD officers/commanders- in major incident situations; t6" nirport ouvs equipment that specialized LApD units may n"ed to"nJ support the Airp6rt gecurity mission, but that can be used to assist the cig elsewhere. After 9111, large a contingent of LApD officers ,r"r" to tfre Airport, and the Pacific Area commander and his statf"rrigried itiyed at the Airp;ri continuously until critical issues were resolved.

3 l-AX Unlf,ed Qommand Study March 24,2M

The Airport has devetoped an etrecjlve, and lauded, security program at !{x_that ls the resutt of a combined.-effort ov air pariles: l-AwApD, I-APD, TsA, FBl, other Federal law enforcem"ri,t the airlines; and the wiflingness of I.{WA management and n6"g"ncies; crty to commii ne necessary resources to the security mission. The combination or an these efforts and the participation, an-d commitment by allstakeholdersls very important in making the l*X security program successtut and exemplary ln the industry. Airport star6nbuirs made extensive readjustments g/11 after to addres-s the new threat and federat security mandates. Any perception that there is disorganir"tid;;;;d;;; regarding the security mission and the roles of tie hw enforcement and security components is inconect. 2. Mlsslon Capabillty when cTl was first contrag!"0 perform !g this study it was presented with sound bites from certain city offtcials that the LeWnpD were not properly, ir.fn"o they were inept, and did not know what they were doing. As crl worked through the process, it interviewed nrr"rorc individuals who were in dairy oontact with the TAWAPD and who were recipients of their service. CTI also interviewed other police professionars wno weie familiar with the performance of the lewepo. eooitionairv,--cit interviewed Federal officials who have some oversight of tre liirport Police gecurity mission. rn not a singre inteMew did anyone-the express the same feelings of the detractors. Quite the contrary, interviewees were very complimentary of the services provided ind of the level of commitment fr9p. the airport police to the drirport community. From this information, cr berieves ths LAWA offfcers ar" more ttran capaor" oi fulfilling their mission respo{lsibitities.

3. Tralnlng lssues and Needs GTI reviewed the trarning program provided to the LAWAPD by outside :gylgg!_and by their own staff. cTl staff sat in on classes presented by LAWAPD staff- cr interviewed Rio Hondo coflege staff who pr"..ntl POST ceffied training to the entry levet Police otfr."rr tom grjeirp;rt, as well as other-police agencies in this part of califomia. cri ;taii interviewed poSr the official from califomia wno iecenfly conducted a study of the ISWAPD to determlne if they were performing to a tevel tnai would allow the State of Califomia to deciare theh efigibtJtor inctusion g30.1 police in califomia Penal code as officers, insilaa of penal code 830.33 which designates them as speciat officers, The posr omcLr found that the IAWAPD are not only receiving adequate training but, in fact, are receiving more tr.aining thai most ot[er pol'ice agencies in this part California, of regardless of ctassification. CTI rioted that ifre LAWAPD are also certified rhrough califomia posr to provide ,irp"rt specific training as required by catifomia penal code tb otner p,ili;; agencies which provide police servlces to other airports in the State of

4 IAX Unlf,ed Command Study March 24,2N5

Califomia. CTI also discovered thatthey atso provide this same training to airports from across the United states thr6ugh the auspices or inE Associatlon of American Airport Executives 6aa[1. 4- Response capabllitles, Response protocols, untfled command fn looking at unified command, the response capabilities of the LAWAPD, LAPD, and all other law enforcemeni agencies established response protocols, cTl found that the necessiry planning,"no preparedness, and established protocols for responding to td ;trdd ;i situations that occur at the Airport are in plale. Felerally ,dno"t"t protocols response and procedures for security, disasters, ano maJor incidents are also in place. They have been modified and enhanced over time utilizing best practices and lessons teamed from previous incidents-are at other airnor!9. The emergency response ptans fdr ne eirport developed by the Airport according to rsa,lrRR guidelines Lno are approved by these federal agencies before the Alrport can be certified to operate.

crl evaluated the LAX Airport Emergency plan (AEp) as approved by the FAA, which was found to be cunent and feaslble. commano ani control is addressed in the plan, as are responsibilities and tines oi authority. The TSA and the FAA require tabte top simulated exercises for disaster and security emergencies each yerr, full-scale simulated disaster exercises and security exercises every"nd three years.. These exercises, which are monitored and evaluated oy tne fed6ral.ag.n"i*, involve federal law enforcement agencies, police agencies, air &niers, and other stakeholders at the Airport.

ln essence, the issue of a unified command at an airport today, is a very fluid situation. lt is a finely balanced process and program that has been established over a long period of time. still, the lines-of authorlty il;g federal agencies and between federal agencies and tocal or airport iai enforcement agencies are not always clear. The events of gt11 iesulted in certain readjustments with the subsequent addition of the Transportation security Administration and Department of Homeland security into the process, and with the. assumption of greater aunoritv oy the federal government in security and safety matters.-

an fs example of how unified command in a major incident evotves, if a hijacked aircraft is still in the air, the TSA is in charge of the incident. lf and when it lands, the FBr becomes the lead alency. lf the plane crashes or a bomb explodes while the plane is on the giound, the Fire Department becomes the lead agency after security risks have been resolved. After all injured have been removed and the danger of firels eliminated, the FBI may resume command if it was a bombiig. or if the

5 LA)( Untfied Command Study March 24,2005

plane crashed during the incident, the National Transportation Safety Board (NTSB) may then take charge.

ln the opinion of the study Team, the peer Review Group, and others interviewed, issues regarding unified command arising'ito, ,"*;i' incidents are not a compeiling reason for a merg"r ofth" tio ajenci";.' 5. TastlcalGapablllfies All IAWAPD receive posr ceffied lmmediate Action/Rapid Deployment training, whioh provides personnel with the srifrs-necesslri when responding to an active shooter. IAWAPD requires p"oonn"ii6 complete the training - '- every two yearc via in-service trainN!, .---""-' The IAWAPD cunentty has a fu[-time unit with tiactical, non-swAT training; this is.the services Unit (ESU),'*hi"h developed .Ep-gry_eryv ;;; so that the LAWApD iould deploy a rapfi response team io emergency situations. Thls unit spends i c6nsHerable amount oi time training in responding to incidents in the alrport environment. personnel EsU receive tactical. trr[lg from two sour@s: the LA Cou.tv sherifPs Department provides swAr training u liivate nrm, Nationi Training concepts, lnc., provldes a week-loirg"no basii @urse rocusinj on gu!om.3ti9 weapons (Mp4, Mps, AR-15).' This training pr"gid typically hosted potice l; by the Anaheim Department and ii dtt"io"o ov several police agencies.

Full-scale swAT.support the Airport is provided by LApD swAT. The IAPD !o is nationally recognized for their taiticat c"faoiliti"s and its SWAi is considered among the wortd teaders in expertisb, n"ro experience, ano training. Their training is constant, but m6re importanfly, they h;ndi; critical incidents of one type or alotle1 atmost o'aity so ir,at tl.,"v grin lr:lgn9qys experience orr a constiant basis. There'is no question that I-APD swAT is a tremendous asset to the airport and is contacted immediately by either LAPD or LAWA-officers for emergencies ano raioi incidents that require- or may require their specific capabirities. addition tn to the swAT team, LAPD has oihe, aooiilonat tacticai capabilities and its officerc are trained in tmmediate A"tio,vnrpid Deployment tactics.

continued operation of a fult-scate tactical unit within the LAWApD is a duplication of efforts.since LAP_D specialized units are atready avaitaOte for rapid deployment upon notificaiion. lApD has the experience and resources needed to support a swAT unit while the lswAiro ooes not. The LAWAPD shourd continue deveroping the Emergency services Unit into tull-scale tacticar unit with speciafif trained rSrponr" personnet. These officers wourd perform routine Lqwepo runctidns during norr"i operations and specific high-risk operations such as the Er-Ar nighi

o LA)( Unlfled Command Study ttlardt24,200F,

detrails, but it wourd atso be avaitabte for rnrtiat response during gqerggncy situatlons. TAWAPD should have on staff at leist C tp""i,iiv tralned officers per shift. perconnet shourd receive taaicar miniig fr;; IAPD to attain the-capabirity of supporting tne swAr witn contaiiment support, sltuational -intelligence/infonnation gathering, and with Active 9!gqt"r response, shoutd rt be needed prior ti ne arrirat of an r-npo o, FBI swAT. ESU members should be trained to assess a sftuation and respond accordingly, and relinquish operations to LApD swAT *rn n lr debrief and provide support duties. " 6. CommunltyExpectaflons To fully assess community expectations, crt conducted interviews of numerous stakeholders of the Airport. This includes airline t"n"ntr, concessionaire tenants, other public safety entities, teoeral tenants, ;6;; neighboring community pollce chieib, sunounoins communitu leaders, and former lApD, anO LqWR emptoyees. 6 interviews -oissattsraction;;i6;;il;; wa:.. th9r9 gn expression br with the performance of the LAWApD. white some or tnose Ni;*idil'*;;; reluctant to take a position on whether one agency oi ne other snouu the police oe entity.at the Airport not one expiess6o the opinion tnat ne lSwAPD should be merged or replaced. or nose wiiling'to position, t;ke ; none supported a merger or reptacement by r_Apo oi in" LAWAPD.

The airlines felt that the TAWAPD were totatly dedicated to the airport, both in terms of geography and in carrying o.it ii" security mission,'and that they knew and understood the riee-os of the-airp,irt, ff"-rirpq; community, the airport "ng users, especially with iuch issues'as evacuation and closing airport terminals ind handling cafis win sensitivity. police -_of The officerc also know the schedules foithe airlines and the various peak periods for each terminat; they in kno* *to b"ffi; an area according to types of flights; anO if," vulnerabilities of intemational passengers newio this country.

The community groups from the areas sunounding the Airport stated that satisfied lh:y.-tg.vgry with the cunent services prbvided ov ir.," lSwAPD, incruding the rever of service provided to ar6a airport-r6uteo businesses and the alirity of the LAWApb to resfono to their needs and colgems. They arso fert that security at r3X required a porice dedicated :9!gl.y to the airport and not to the $"0: of the citv at targe. ftrev-spo[e hlghly of the LAlq and its capabitities, but fett tnii a polii. org"'nkltion as large as the rApD and with as many areas that ihey h;d a; may not .d;;; be able to provide the type and level of service thar the LAWAPD is providing tg lhe airport community and businers"". Th;i i;ii strongly that there should not be a merger.

7 l.A)( Unlfled Command Study Mardr 24,2Ws

The chiefs Fqgr*unding potlce departments whose officerc interface wlth the IAWAPD stated that thek redtionships with nem werl poritir"; that the ag9.lgrgg cooperated wtren necessary; and that the/ inlerfaceO with the LAWAPD on various commiftees andgroups regardlng training, intelligence sharing, and generat coordinati5n on taw enforcement issues.

The Federal Law Enforcement agencles representratives chose not to discuss the issue of a merger, but they dd state that based on their experience and interface with the HWAPD, they believed tne officers were very competent and that they provided the levet and quality of service expected of them. They did not have any problems witn rittt"t the l-{wA police or the LAPD officers stationed at ttrb Airport. 7. MTA Experlence Based on interviews conducted by CTl, a number of theories developed as to the reason the MTA contract was awarded to the Sheriffs Department and not lApD, each reason differed oepenoing on g," individual interviewed. Retired LAPD personnet that were iniervLweO echoed non-IAPD personnel interviewed - that the main issues were based on customer service and cost of business. cunent lApD staff interviewed, on the other hand, felt that the MTA was not *iNngi";;; for the level of service LAPD provides, and chose to go tovi oiooer. Another theory was that the transition ptan itsetf was Raw6O and that the leaming curve for customer servlce was difficult for lApD. some telt tnat if-the merger were to be done over again, there woutd be a concerted effort to keep exlsting MTA personnel on the contract until L,ApD personnel were fully established and able to provide the services-OesireO by the customer, including policing., non-policing, associateO security anO customer service duties. Other lessons learneO are that aniiciiateo budgets be-as accurate as possibte, all merger issues ano oetaits oe resolved beforehand, and that absorption of p6rsonnet from o*."g"n"v to another is complex and difficult. .

c. Recommended opfion for organrzaflonat structure 1. Option Selected As stated earlier CTI has re@mmended that there be no merger of the LAPD and the LAWAPD ior the reasons listed in foltowing i6cti;s ot this report. CTI recommends that |SWA adopt what CTI ilas identified as Model 1. There are two basic versions of Model 1. One version that is the LAIATAPD ma'nage the entire Airport security program. The other is that this responsibility is shared with Airport Opera-tions. CTI recommends the first version. !t should be noted that this is the model that LAWA cunenfly is configured on.

8 l-0( Unlfid Command Study March 24, 2005

while thls model lmpfles that the LAWAPD are the sote agency responsible for.pollcing the airport, crt finds that very few airports ilthi! country are able to provide all potice functions ln a stano .ron" configuration. Typically, thbse that are completely setf sustained are large airport authorities. crr re@mmends thai mWe refine rnt theircurent agreements with the IAPD for that agency to provide "rp*ocdrtain specialized police services to the Airport in support of the LAWApD misslon. These services are discussed in detall'in Section tV.O of tn[ report.

2. Reasons for Setecflon of Gurrent Model There are numerous reasons for this recommendation and they are described in further detair in section lv.G of this report. The p,ir"rv reasons are that the LAWApD is cunenfly meeilng ano in some areai exceeding the requirements of their misslon and that this model is the most cost efficient. Therefore there is no compelting reason to have a merger or replacement of the LAWAPD. 3. Other Optlons Consldered Aft9r benchmarking-:9v9rat alrports in the same security category as l-AX and based o.n c.Ils knowtedge of many of the rargestlirporti in nis country, cTl finds that there are onty two modes or airp6rt poricing. These two models have some variations at each airport oui tneA;;;i remains the same within the two models. There is a saying in ttie aviation industry, lrhen you have seen one airport, you have s6en one airport-" This means that all airports are in the bama business Out eacn has its own unique organizationatstructure.

The organizational structure of Model 1 in which the security program is shared by a dedicated airport police force and Airport operaiioni or an equivalent unit was very prevalent prior to the evenis of git 1. Since then many airports, LAX included, found that it was more efficient to ptacathe program 9ntlr9 se_cyrlty under the Airport police. one reason for this is that the TSA has fl:q:o more emphasis on the law enforcement eniitv ai the airports to fulfitl the responsibilities outlined in the Airport Secjrity porice Program. Airport more readily acknowledged that'they nave I security role in addition to a purely law enforcerient role. fnlor"orer, there are efficiencies in having the-entire security program managed by one entity.

The model that CTI has identified as Model 2 is one in which the airport contracts police services from the locat police entity, which may be i .itv, county, or state police department. cI found thit in every case wheie this model is employed, the security program is managed liy the airport, police and the serve as the responding, investigating a-rm orine p.dr., only. The inefficiencies with this modet are that, in Jooition to naiindanJ

9 LA)( Unlfled Command Study March 24.2006

paying pollce for the services, the airport has to create a security office and staff with sufficrent numbery of personnel to manage the piogram. lnvariably, there are turf issues betw6en that office anoine porice." rrre TSA has to coordinate wfth two entities, the police and the seiurity omce, in many instances. Communlcation or lacli of communication between the police and the security office has been identified as a problem *rron under this model. Weakness of this model is discusseOln Oetait in Section lV.G.

The office of the Cl-A and CAO of the Cig of Los Angeles suggested that CTI also consider a modet wherein the I-APD woutd-assrrJi.,"n"geriat control of the existing Airport police. ln this model, au uevtnpo perconnel ryoul! remg!1 as Speciat Officers at the atrpori but the Fofice Chief of that unit would be provided by I-APD. CTt cotilO not nnO a singte airport of any size in the country that 6mpbys that moder. uoreovei, crt is not certain to what extent the LApD wourd, or shoutd, ,t"ii tn" ISWAPD Department with its own personnel.

This two-tier, "umbrella'option may be chaltenged in court because the I-AWAPD gt"9tt would not get equal pay for elud work. lt demoratizes the IAWAPD force since the officers-hive not gained what haj-br"n proposed ln earlier merger studies and ln the MTA merger - p"rity witn the tApD pay. !n rq1k and LAWA officers may fear tfiat tnis fre ot merger makes them second-class police officers and there ,ay be exodus of lrwA swom and security officers. This model was not"n proposed . by the l-ApD when the options for unified command and merger were discussed during study lnterviews. They felt that a full merger, taking as many tAWApD officers on a one io one basis as possible, would be the modelused. D. MajorRecommendaflons

o There should.not be a merger of the LAWAPD and the LApD; the cunent organizational structure should be maintained with the variations recommended in section lv.G.3. organizationat Modet se/ecfed.

o The lSwAPD shoutd be represented within the I-AWA management organization at the Deplty Executive Director level, with direct ffirting to the LAWA Executive Director. This individual should be a Oiredor ot Public Safety and should have responsibility for police/security for allfour LAWA airports. ""ri*, o The unified command system should be strengthened in the areas of policies, training, tabletop and simulation exercises, ctariffing roles, and strengthening leadership at LAX. This unified command enhancement program should be structured and ptanned with progress documented and reported quarterly.

10 L$( Unlfled Command Study Marcfi 24,2W5

o LAWAPD should maintain overcight of at least half of all TSA-certified canine operations at l-AX. canlne overslght should remain under the supervision of a tIWApD Lieutenant or higher rank, to ensure the highest levelof service and coverage.

a The IAWAPD should abandon ib effort to maintain a fult-scale swAT ulit aJ the airport and.retyon the tApD swAT to respond toemergen;y situ ations requiring fu ll tactical capability.

o LAWAPD shoutd develop the emergency services unlt (ESU) to: o Qevelop and maintain the tacflcatcapability to support tn6 swer; o Gontinue servicing high threat air caniers; and o s.uccessfully respond to certain types of emergencies including active shooter incidents a IAWAPD should reconslder utilizlng lApD for basic academy training and should seek to continue the poticy of attendlng tApD instructioi @urses for continuing education and specialized training.

a IAWAPD and IAPD should pursue joint faining opportunities to enforce standardization efforts and to speciff clear linei oi detineation regaroint agency roles at the airport

a LAWAPD and I-APD should strive to send representatives to more terorism-related courses to enhanee their expertise regarding tenorism pre-indicators and response techniques, initiat inv6stigaiions, notifications. "no

o LAWAPD should limit the amount of training received from other agencies for training that can be providecl by lApD and utilize t.ApD as niuch as possible.

O IAWAPD dispatchers should receive applicable LAPD dispatcher training to ensure familiarity with procedures and code.

a The LAWAPD Training Unit has initiated a training requirements document which includes training requirements for ield i,"oonn"l, supervisory positions, speclalized units (ESU, K-9, etc.) ino oinei specialized duties (FTo instructor, detective, etc.) with ine goat of makint it policy and tulty enforceable by the Training lJnit - uwepo shoutl focus on making the document officiat policy and fast-track its compretion

a LAPD should attend 832.1training given by the t-AWApD.

a LAWAPD should ad!F!_[ApD's pursuit policy, use of force policy, etc. in order to ensure that LAPD's expertise in these areas are uiilized to their

11 L$( Untfied Command Study Mai$ 24,20o5

potential fullest and to continue the effort of a seamless hansition when IAPD support is requested.

a TAWAPD and IAPD shoutd develop tabletop exercises with the LAPD swAT, focusing on emergency scenarios thai would tnclude the need for a SWAT response.

o I-AWA shoub consider revisrffng the 19gg MoU between I-AWA and IAPD to reflect todat's sdcurity paradigm and the LAWApD,s evotution into a fully capable law enforcement agency.

LAWAPD should consider reachtng out to all the taw enforcement agengigs performing duties at the airport in an effort to identiff ierponre capabilities and coordinate response prctocol in sifuatlons where n.iy on be of assistance

o LAPD should utilize tho airport for SWAT live-training exercises to initiate responding personnel to the airport's tayout for familiirity.

o IAWAPD should consider establishing relationshlps with other airport police agencies, specifically at Category X airports. [. INTRODUCTION

A" Goals and ObJecflves of the Study T!r9 glmary goalof the study wa9 to study the existing overalt police services at LAX, assess the cunent unffied command struCture of dofice r"ri."t between the Los Angeles World Airports Police Division (LqWAFDI anO tne Los Angeles Police Department (LAPD) with respect to potice services at lAX, and to provide recommendations that will optimize the overall security program of the Airport through the better use of LAWAPD and lApD resources, including- addressing those issues invotved with a possibte m"rg"t of the two organizations.

MaJor Profect Taskq The following are the major tasks that uttimately comprised the unified command assessment of this study:

o A study of existing organizational structures of LAWAPD and lApD as they relate to LAX and other law enforcement agencies at l-AX including: o Mission Capabilities o Response capabllities to major incidents o Tacticalcapabilitles o . Operational issues o Procedures o Protocols o Training

12 t AX Untfled Command Study March 24,2005

o Personnelpolicies o Unlon issues o CommunltyexpectaUons a An examination of other airport taw enforcement organizational structures. o ldentification and analysis of potentlal organizational structures resulting from a merger. o Development of estimates of cost for both agencies regarding a merger o Recommend an organizationat modet based on anatyiis anJ discuslions with allparties.

B. Areas to bE Studied A number of areas were idenffied as qa{ ol the scope of work for this study. CTI addressed these areas and collected relevant in?ormation. The following primary are the areas that CTI evaluated in order to obtain the information ne@ssary to fully develop the recommendations found in this repor[

o fi cost analysis of having overlapplng municipal law enforcement agencies rt .Bl_specifically those liw services provided ov n" LAWAPD and..lAPD, including the costs associated wiih ililLirii;g an LAPD sub-stration at tAX. . analysis of cu,ent training type of training, ln - level of training, and--'- frequency of training retated to the Aiport (lipD ino r-qwnpDi'v' o Assessment and identification of cunent mission and mandaies of the . ISWAPD and their ability to achieve them. I!9 4,il!tv of the taw enforcement entities at LAX (tAWApD, LAPD, FAA, FBl, TsA, cHP, Department of Homeland security, oa\ U.s. customs & Border Protection, !o9 Angeles sheriff Department, etc.) to respono to major incidents including, but not limited to bombings, hiJacking, wMo, active shooters, cfuil unrest, and major aircraft incidenis. o Report on the response protocols of the relevant taw enforcement agencies at LAX and any deficiencies in command, controt, ano communications between overlapping agencies at l.AX. o Report on the need for tactical response capabilities at LAX and recommend the most effective method of deploying those ,"rorr".., lncluding addressing whether or not it is reasonaOie ior the tAWAFo id maintain an onsite resource or whether the lApD or.rnotn., ,g*.y should perform this function. o Report on the community expectations . as to the detivery of law enforcement and security services at IAX and whether the tRwRpo or the IAPD are best able to deliver services that meet those expectations. . 9tu9y and report on the tApD merger with the Metropoiitan Transit Authority (MTA) potice and cunent status of LApD d"*i""s b;in; provided to the MTA.

13 LA)( Unified Command Study March 24,20Os

C. Study Methodology and Approach CTI worked closely with all stakeholderc to insure that the concems, issues, gnd oxpectations of LAWA, lApD and other entities are ad'drsssed throughout the gludy. cTl met and coordinated closely with r-qwe management staff, Airport commisslon, cig council members, etc. on concems, goals, objectives, and expectations regarding what the city was looking for in terms of p0ect goats and comprehensiieness. The proJect was coordlnated through the Executlve Director's office to tnsure ttiat the focus ' and direction of the proJect was consistent and that resouroes and contacts for lntervlews were ma-de avaltable to the study Team.

CTI worked closely with City staff in identlffing key personnelwho should be interviewed because of thelr positions of rLiponsibility and/oi their knowledge of key issues. CTI also realized that the perception of the publlc regardlng the capabilities of all the law enforcement agencies at the Arport was as important as the reality of such capabilities.

ln. conducting its study, CTI relied on several methodologies. CTI used the interview prqcesgJo obtain key information on attaspects of tnis study, insure that all stakeholders were heard, and to identif, studies, ptans,'ieforts, analyses, and other documentation retateO to LeWRPD and'LAPD mLsion capabillties and posslble organization for a unified command.

As part of the study process, CTI reviewed and evaluated all gathered documents on costs ' of various aspects of police operati6n and administration, available resources, protocots for response, staffing levets, personnel tumover -rates, training records, emergency plans, ojmmand, Antrol and communication capabitities, and atlthe otherimportant elements. CTI used the observation process by participating in ride-atongs witn om""o, supervisors, and commanders to assess geographical ar6as within the jurisdiction of the ISWAPD and the [.APD at lAX, pitrottactics and patterns, and terminal, airfield, and perimeter patrot, airfteld enforcement, ant control alarm response, as some examptes. CTI also stationed".i".t staff . members to observe patrol pattems and frequency of patrol at a1 terminal areas.

ProJect Schedule and Mllestones This project was divided into three primary phases. tn phase l, tnformation Gathering, crl gathered all information necessary to successfulty address the tasks and areas identified under the scope of work for this projelt.

ln -.Phase ll, Analysis and Findings, cTt collated and analyzed all the collected data to insure that no area of study was negtected and that all information necessary for evaluation by the peer review gioup was collected.

14 LA)( Unlfled Command Study March 24,20S

ln Phase lll, conclusions and Recommendafions, cTl, based on the analysis of the collected data the cT staff, with the support of the peer neview Group, formulated the findings, conclusions and recorhmendations inciuding a recommended structure to enhance the security of the Airport and provid! for a responsive, unified command. The report wa-s completeo in tris phase. Benchmarklng of Other Alrports crl reviewed other alports slmilar to t.AX rn size, comptexity and tevet of threat, and identified their experience and lessons leame'd frorir mergeO anO from independent agencles. spedficaily, the goa! for the oencnmaitinj oi other airpgrts was to utilize the cunent and pasi experience of these airfrrts to assist LAWA in developlng an effective and coit efftcient struaure ior a unifted command that optimlzes their security program and ability to responO to major incidents and emergencles.

S pecific objectives were: o Obtain information on what other airports have as unifted command structures. o ldentiff those structures that could apply at IAWA. o Determine how wellthese structures are working at the airport. o Obtain information on issues and problems that occuned in transitions to unified command and how they were resotved. D. Peer Revlew Group Policing at an airport is a specialized service because it differs grealy from policing in an urban environment, both in mission and appr6ach.' cTt determined that the study could benefit greaUy from the iniirt of industry professionals with airport security experience. CTI formed a'peer Group of industry experts to aglas an objective third party group of experts who were qualifted to evaluate cI's findings and provide their expert opinions.

CTI presented findings on- costing, training, response protocots, capabilities and mission statements for IAWAPD anO l-RpO with regard to services provided at l-AX. The Peer Group was atso provided with information regarding the history of the LAWAPD, previous studies regarding merger possibilities, LAPD's involvement in previqus mergers with 6ther igencies, and other relevant documentation, including the signed 1988 MOU Setween the two agencies.

The Peer Group'met over a two day period and was presented with this information by crl project staff. After two days of open discussion and bqnchmarking of other successfur programs, various measures, modets, ideas, and recommendations were identified. CTI also consulted with the Peer Group before and after the meeting to take fult advantage of their expertise.

15 L"AX Unlfled Command Study Mardr 24, 2005

Makeup of the Peer Group peer crl underctood that the role of the Group was very lmportant to the 9u!9om9 of the report and that thelr experttse ln civil avlaiion ieanrity could turther the confidepe_gllhe Los Angetes oommunlty in the findings report. As a result, crl focused on staffing the peer Group wiffr-security"ifir" professionals with experience at atrports of similar slze and compleiity al LAX; in addition, crl's goal was to establish a diverse group of professionats who couldprovide actual experience ln all aspects of airport seiurity, Ootn ai the law enforcement and civilian executive level.

Ih" Peer Group was ultimately made up of cunent Airport security coordinatorc, cunent and former law enforcement personnet prwiaing poii; services in an airport environment, airport chiefs of police,'and pe-rsonnet pglice "iq gity deparfnent-airport potice department merger experlence. tn addition, the Peer Group was made up of personnel perromi,irg outi", ,t girports wit!geparate and autonomous airport potice departmentjlsimitar to the LAWAPD) and airports wrth city police departments ioentmeo as responsible for the law enforcement functions at the airport. The peer Group members are recognized and respected within the avlation industry witii Iany yeats of experlence in avlation security. They are curenfly serving or have served as members and teaders of industry related secirity organizations and committees.

The following individuals were so[cited to participate in the peer Review.

. 4lrport s9-qurity coordinator at Ronatd Reagan washington National Airport in washington, D.c. He has been employed at that-airport ror ne Metropolitan Washington Airports Authority tor i3 years and is a retired !rs. Nayy captain and pilot. He serves on the steering committee of the Airports Council lntemational- North Amerlca Public Safety anO Security committee. ln. his capacity at the airport, he is the Airport securiti, Coordinator and is responsible for the development of the Airport Security Program and implementation thereof. The Metropolitan'wasnintton police Airports Authority npr i-t! own Aiport Department; they are ii no potice way affiliated with the Metropotitan Department (MpDiwhich has jurisdiction in the city of Washington D.C. The Airpori poti|e fulfill the responsibilities of an airport police agency as outtined in TSA Regulation 1542.

a police Asslstant commander, Phoenix Department. He is assigned to the Phoenix Police Department, Airport Bureau and has been in this assignment tor 12 yeaF. For many years he was the senior potice persion assigned to the Bureau. Approximately 6 years ago a commander was assigned to head up the Bureau. bince inat timjtney have had four Bureau commanders. The phoenix police Department il assigned to fulfill the Airport police responsibitities as ouilined in TSA

16 LAX Unlfred Command Strdy March 24,20W

Regulation 1u2. The Airport security program ls devetoped and managed !y ne Airport operaflbns Division of the Depariment of Aviatlon. The Deputy Dlrector of operations is the Airport security Coordinator.

a chief of Police, Port of seaftle police Department, seattte, washington. He is the Airport Police chief and has been in that capacity for the-past port two years. He has been with the police tor 32 years. The maJority of that tlme has been assigned to the airport although he has also servei at the seaport. He has served as a board membeifor many years, and six yeaE, as Executive Director of the lntemational A.ssociition of Airports ?nq seaports. He is cunenfly the presldent of the Airport. Law Enforcement Assoclates Network. The port of seatfle polics fulfilt the police ?lrport responsibillties as ouflined in TSA Regulation 1il2. The 4irport sggyritv Program is developed and managed by the Airport security ffice under a clvilian Alrport security cooroinator who is not assigned to the police.

a plrief of Airport Polig, Kansas city rntemational Airport, Kansas city, Missouri. The chief has been in his cunent capacity ior t'g years. pri6; to that he sorved for 30 years with the Kansas city police bepartment. He retired as a Deputy chief ftom that agency. He is the Airpori security coordinator. The Police Division is responsible for development of and management of the entire airport security program. The Chief is cunentty on the steering committee of the Airports council lntemational - North America, Public safety and security committee. He is a past chairman of that committee.

. Deputy Director of Aviation pubric safety and rechnology, Houston Airport System, Houston, Texas. He has been with the airpori system for 35 years. For the first 22 years he served as an airpori police officer, achieving the rank of Captain. The alrport potice werothen merged with the Houston Police Departnent in which he served 10 years as a Captain. Upon retiring from the Houston Police'Department he took his cunent position. The airport, under his direction is responslble for the entire airport gecurity program and he seryes as the Airport Security Coordinator. He is a member of the Steering Committee oi the Airports Council lntemational - North America. E. Llmltatlons of the Study As mentioned earlier, CTI interviewed many individuals, studied a number of issues, reviewed many documents, and performed observations in an effort to fulfill the requirements of this project. However, it must be noted that this Report should not be seen as CTI's position regarding issues that are outside of the scope of this study. CTI did not address specific issues because they were not germane to the objectives of this study.

17 [A)( Untfied Command Study March 4,2005

The following summarizes the limitations of this study: o This study focuses on the TAWAPD and its capabilities in canyng out its misslon, and not the police capabirities of the l-{pD. the -t-epo,s abilities, expertlse and resources have never been questioned and CTI does not attempt to assess them in this report. o This is a merger/unified command study, and not lntended to be a management.slydy or staffing analysis. CTt does not attempt to ldentif! appropriate staffing levels or resources for the IAWAPD to operate more efftciently, only whether or not a merger should occur with tApD and explanation for that decision. o This report includes a cost comparison analysis and not a cost benefit analysis. Per the scope of this study, CTI only lncludes information regarding certain viable models and not the hundreds of variations or infinite number of lrtrat ifs' for trading certaln positions withln the two organizations. o This study did not attempt to ldentify all the posslble variations of the basic operational models, which would be too volumlnous and does not impact the merger decision. o Description of specific procedures and protocots were omitted from this rjpo{.as they may-contaln information which may be considered Sensitive Security lnformation, the unauthorized release of which is prohibited by the TSA. o CTI was asked to take Ontario and Patmdale Airports out of the study regarding the unifted command issue. Later, CTI was asked to considei them because even lf there was a merger, I.{WA police and other support services would still exist in order to support those airports. ilt GENERAL FINDINGS AND IMPRESSTONS Policing at an airport inciudes security and airport-specific etements not found in tra^^ditional municipal police departments. ln addition to traditignat police-type skills, law enforcement entities responsibte for policing at an airpbrt require specialized skills necessary to ensure the continued operation of the airport, while maintaining a safe and secure environment for employbes, tenants, canierc, passengers and meeter/greeters.

Spdcialized skills include airfield enforcement, whlch includes aircide taw enforcement responses, enforcement of TSA-mandated rutes and regulations related to the regu!1te{ areas (Security ldentification Display Area [SIDA], Air operationq Areas [AoA], and secured Area), as weil as knowledge oi rnf'part 139 requirements. ln addition, airport police must enforce the reluirements set folth in the TSA approved Airport security program (ASp) and any applicable TSA-issued Security Directives (SD).

ln addition to the routine law enforcement training required for State or tocal law enforcement certification, TSA regulation requires that taw enforcement personnel must be trained in the courteous and efficient treatment of persons

18 LA)( Unifled Command Study March 24,20G5

sup-l9ct to inspection, detentlon, search, arest, and other aviation securlty activitigs. Many of the individuals that airport law enforcement personnel come in contact with have not committed a crrme, but may navd viotaieJ , rsa regulation. with this i.n qrlnd, arrport taw enforcement p"oonn"l ,*ri r,"r" sPecific training in how to distlnguish between potential crlriinals anO viofaiors or a TSA regulation.

Further, per Federal Regulation, TSA is responslble for security "promulgaie"rut"r,at all certificated airports in the United Stiates, and as such, is authorized to regulations, and requirements which airports are mandated to foltow] TSA, by Delegation Order, established Federal Securtty Directors (FSD) in June,-2OOZ. were given the to provide fSP'9 -authoriry roi tne overali r".urity ot-"rirtior, including the securtty of aircraft and airports and retated facilities io *nrcn tn"y asslgned ?re in order to oversee the implementration of security measrier set forth by TSA and ensure their adequacy. As such, FSD's are recognized as the responsible authority when considering security countermeasures. FSD's are responsibte toi cooioinaiinJ ano implementing security countermeasures with appropriate Oepartmentf tocat offices of federal agencies, state and local law e'nlordem"nt ajencies, airports, and air caniers. FSD's also work with the FAA with respect ti any o1. activities that may affect aviation or aviation safety or aii canier otieLtionr,""tioh, in accordance with applicable Federal Regulations. Law enforcement entities with providing police services at an alrport must work within established"n1g.99 'the this framework. TSA has established requirements foi nw enforcement capabilities at an airport. The number of law enforcement personnel and the manner in which the_y-provide support is largely .n operator decision within the framework of this requirement, but is iu6iect to'fSn"irport review.

The I'.AWAPD provides policing services at LAX and meets all requirements set Pttft il Transportation Security nOministation Regutation (TSAR) The iirt iuZ. lSwAPD work crosery witn upo on specific'issues, ind requires r-ApD resources and/or for pre-established operationaf inciO'entsnsu"r. However, -o

19 LA)( Unif,ed Command Study March 24,2005

demonstrated their commltment to better secure thetr airports, facllities, passengers and employees through a varlety of methodologies. CTI assessed the levet of service provided by the IAWApD as it retates to the program security at l-AX; it is CTI's determination that LAX has a-sounO airportsecurity.prrylam and appg?ry to be meeting ail cunent publicLaw, regulations and guidance of the DHS and rsA, an-o oot ano rRe, wnere applicable

l-AX has tong been recognized as having a world class security program; a trendsettei within the u.s. civit aviation community. minaiement personnel ux are members 6f the Airport Council tntemational World S["nOing committee of Aviation security. This provides IAX p"oonn"l *iir,-r"nv opportunities to interface with TSA and other government entities to ensure that questions - any and/or concems are addressed regardlng new regulations, requirements, or guidance and how they might areit i-qx] ln addition, perconnel t-AX travel throughout the U.S. and even overseas tb countries such as in lsrael, to visit with other airports and observe their :99yrity operations.and in-place or planned counterme"rui"J. ir,ib rrelps tAX staffto remain knowledgeable regarding the tatest techniquqs, soiutions, and-technology used to secure an airport, and also to educat6 otn"r rirport on the LAX methodology with regard to security. B. Securlty Enhancements pre/post g11 Because of the_events of september 11, and subsequent FAA Emergency Amendments, TSA-security Directives, congressional iegistation, Gcnliorogy infusion into the ayig!!91_security indubtry, ind rapid imfbmentation oinew requirements, . the TAWAPD had to make a number of changes to ils security ?rggram and the Airport's security baseline to maintain-compliance-with fgderal regulations. Many of these changes were a@omplished despite challenging timetables.

The federal govemment has moved aggressively to implemsnt a number of security measures since g/11, and continues to do so. Besides posting initially U.S. Marshals and ordering National Guard personnet ai tne screening points, Congress- leglslated govemment trakeover of screening checkpoints, the scr.eening of emptoyeesind vehicles at terminal portafs perimeter gates, anO the re-vatidation _of emptoyee ioentr'ncaiiJn u"og", immedlately after september 11, the fingerprinting of ari airport-"rproy"", with access to the secured areas and the tbrminaUconcourse sterile areas, revision of written airport security programs, devetopment Lno implementation of bomb incident prevention plins, changes to the Aviation Security Contingency (AVSEC) measures, and severat pioposeJ r"gri.tory changes, such as the cunent cargo Notice of proposed Rure iaakin6 (NPRM).

20 LAX Unified Command Study March 24,2005

LAWA securlty personnel have the responsibility of deciding where the aiport should be in terms of security enhancements to protedt employees a-n{ thg traveling pubtlc, whlch is no imallfeat considerin! the new t'nreat in civil aviation security - this threat is more evident in LAX than many other airports. ln addition to self-initiated securig measures, LAWA staff must take into consideration those measures mandated by the TSA. LAWA has taken a proactive approach to security at [AX, and as a resutt, many security improvements have occuned. The following are mandated and sef-initiatei security improvements at [AX: o IAX has acte! aggressively in imptemenffng the various security Directives and Emergency Amendments continuously being issued by thi TSA, and work closely with their TSA affiliates. o l-AX had a comprehensive bomb blast analysis conducted and was successful in regaining the use of most of the parking areas. o l-AX successfully completed the devetopment of a TSA-mandated Bomb lncident Prevention Plan (Blpp). . lmmediately after the events of gt11, [Ax re-validated a[ active lD badges to bring its files and datrabases up to date regarding cunent employment or assignment of l-AX personnet. o l-{X has updated its written Airport security program (ASPO, which incorporates all securtty upgrades and changes since 9/11 and the new llnguage resulting from the conversion of Federat Aviation Regutation (FAR) Par|107 to 49 code of Federat Regutations (cFR) 1s40 anJ 1s42. o l-AX was noted by the Adminlstrator of the Transportation Securlty Administration as having the best security of any airpoain the u.s. o l-AX has the largest bomb detection canine program of any airport in the country. . rAX o instituted an enhanced lD badging office operation- that encompasses over 50 staff members to badge 50,000 employees and which has been lauded by TSA as a modet !D badging program. o LAX was the first airport to institute 10Oo/o electronic scr,eening of checked baggage in 2003. . !AL!"s begun the implementation of a new hightechnology fence that the TSA states will be the standard in the airport inOustry. o LAWA contracted with a private firm to provide a complete assessment of the existing communications system at tAX and to provlde re@mmendations for upgrade. ln addition, cunent plans inctude the expansion of the Communications Center. o l-AX was the first airport to require badging of all concessionaires, including fingerprint checks, even before it wis mandated by the TSA. o LAX has undertaken a proactive, non-mandated measure of badging - conducting fingerprint checks for ground transportation providers. o LAX volunteered as a test site for the new Transportation worker ldentification Card CftMC) that was being tested by the TSA.

21 l-AX Unlfred Command Study March 24,2005

a l3X is a test site for the Trusted rraveler program now being tested at different airports with different airlines. LAX has been the test site for various other programs including the use of nuclear detection technotogy and enhanced cargo security. o LAX has voluntarity instituted Level Orange conditions at the Airport even when the rest of the country has not. a I-AX has more security and law enforcement officers than any other airport in the us, lncluding the largest number of officers assigned to terninalpatrol. a The LAWAPD attended counter-tenorlsm training presented by John Miller - ISPD; the LAWAPD then requested and iei:eived a grairt tom the califomia Department of Justice whlch they used to foordinate .additional counter-terorism tralning fiom a DoJ+ecognized countertenorlsm instructor, whose training focused on pre-incident lndicators; attendance was mandatory. a ]|t" IAWAPD provlde speclal tacticat support to a high-threat international airline and has been noted by the head of securitf for that airllne as providing the best security for their operations than of iny other airport used by the airline. a 4ll LAwAPD perconnel must complete lmmediate Action/Rapld Deployment rraining; personnel firct receive the training once they have completed the basic academy at Rio Hondo, then receive this trainlng as a part of the IAWAPD's established post-academy training. The lSwAPD's Emergency services unit (ESU) cunentty assigns officerc to the ticket counters to ensure expanded, vlsible coverage-for detenent purposes and rapid response when necessary. a The LAWAPD, in conjunction with the LAPD, have provided training of local police agencies on combating the use of shouder fired anti-airdran missite (MANPAD) in protecting LAX flights. o The LAWAPD canine unit includes non-certified dogs that provided additional coverage; thege dogs receive posr recognized training for performing functions outside TSA-mandated responsibilities and act-as a visualdetenent. a ln lnsuring the best security for lAX, I-{WA contracts with the l-{pD and pays for the following services: o 2O-hour, Monday-Friday, coverage of two bomb squad personnel with a third individual being trained for deployment. o Use of motorcycle patrol for traffii enforcement and providing omnipresence at the Airport. o The purchasing and training of 10 bomb detection dogs and the salaries of ten IAPD dog handlers. o Purchase of two explosive disposal robots for use by the LAPD bomb squads. o Purchase of two explosive containment units also for use by the ljpD bomb squads.

22 L$( Unifled Command Study March 24, 2005

o Purchase of three decontamination units to be used by the lA Flre Department at lAX. o Deployment at l-AX of other speclalized units such as major case, organized crime, gang, and lntelligence squads. o Assignment of IAPD patrol officerc to the LAPD substatton at the Airport.

C. Current Status of Unlfled Command - Coordtnatlon and Mutual Support curently, the operating structure at LAX between the IAWApD and the I-{PD is based on a separate but cooperative mission. The IAWApD provide the law enforcement support the airport requires under TSA regulations (Part $a2l; the lApD also operates at the air,ort; however, their operations are not necessary to meet TSA requirements. The lApD staff assigned to the alrport does not typicatly work alongside their IAWApD counterparts; rather, each agency performs their duties according to their respective mission and operatonal procedures. During situations ihere the departments must work together, it is done so with little or no issue and the officerc from both departments typlcally work welt together. tt appears that those issues stemming from uncooperative'perconnel are quictty rectified; either in the field or aftenrvards by supervisory personnei. tri acldition, LAWAPD personnel attend incident command traiiring to ensure incidents are handled properly from the onset, with deferment io the proper agency durilg emergency situations (l-ApD, FBt, or TSA). Also, both ageinciei participate in tabletop scenarios which enforce their respective roi-es and responsibilities -during emergency situations. The suolect of unified command is further discussed in Section.tV.G.

As stated in the Executive Summary, although it recommends that there should not be a merger of the two police agencies, CTI recommends that there should be a continual effort on the part of the Airport stakeholderc to define, clariff, and strengthen the unified command system at LAX. while emergency plans anil response matrices address some important critical incidents, the stakeholders need to review and ptan for other types of incidents and emergencies, even if they are of a lesser nature tirln the incidents in the matrix. This review and planning process needs to get down to the responsibilities at the unit level of these agencies. lssues suc6 as who is responsible for c-losing or re-openlng the roadways; for mandating full or partial evacuation; for declaring closure of an inciderit; initiating re-po[uhtion of terminals; keeping the airlines abreast of timelines- all these areas should be defined and assigned.

Again, the unified command system should be strengthened in the areas of policies, training, tabletop and simulation exercisei, clariffing roles, and strengthening leadership at l-Ax. This unified command enhancement program should be structured and planned with progress documented and reported quarterly.

23 LA)( Untf,ed Command Study Marcfi 24,2005

D. Recent Publlclty on Speclf,c lncldents Over the past severalyearc, there have been lncldents that have occuned at the Airport, or which have lnvolved LAWAPD officers, that have been slngled out as reasons for a merger of the two potice departments. These inciddnts, which are disparate in nature, have been lumped together to question the capabilities of the LAWAPD organizaflon.

The incidents include the Slngapore Alrlines response, the shooting at the El Al Airlines ticket counter, the exploding flashlight battery at oie of the screening chegkpoints, the news report expos6 on officeri not performlng their duties, and the accident lnvolving a LAWAPD vehicle. Thi incidents involving Singapore Alrlines, the shooting at the El Al ticket counter, and the exploding battery are also discussed in other sections tater in this report; however, it is CTI's determination that there is no validity to the premise'that they were mlshandted by the t-AWApD. lndeed, ne mWepo were commended for thelr response and acffons in some of the incldents by other agencies involved in the incidents.

ln the Singapore Airline incident, the IAWAPD were the onty unit at the site with any kind of tactical capabitity for an interval of time whbn other tactical units from other agencles had not anived. They imp[emented containment tactics as called upon by Federal agencies. They entered the ptane when l9ked by the aircraft crew to veriff that a hijacking atarm was inadvertent. The primary criticism by some is that they should not have gone into the plane as this is not part of the protocol of these other agencies. Communication issues arising from this incident; have been revievied with the federal agency and have been resolved. The LAWApD have been recognized and commended for their response in this lncident.

ln the El At ticket counter shooting incident, the IAWApD responded w1h6 seconds with tlvo officers, while a customs fficer watking by also responded. ln this incident LAWAPD were recognizeo for fieii qui"r response and actions. Subsequent to the incident, LAWAPD collaborated with El Al security staff in redesigning and refining the comprehensive security program for the Airline's operations at LAX. LAX poliie security measures have been mentioned by senior Airline staff as one of the best ii the United States.

ln the exploding flashlight incident at the lntemationat rerminal, L.,AWAPD responded quickly and assisted in the evacuation of the area. The lrwApD then tumed over the incident to the LAPD and played a support rote for the LAPD, TSA, and FBl. They had no participation on how bhg the terminal was kept closed or the timeline for re-poputation of the terminal and concourses. ln sum, information on the first three incidents, as described by persons from agencies at the scene, do not indicate wrong doing on the part of the LAWAPD but, instead, show timely response to major incidents by

24 l-A)( Unlfled Command Study March 24,2005

IAWAPD officers and have resulted in recognition from certain agencies for thelr seMdes

The other two incidents that resutted in negative publicity included an investigative report and a vehicte accident. Thelnvestilaflve pi"o br;b;i news station showed l.{wApD officerc, who were filired, iitting at eating establishments for extended periods of time and it was altegeo ui ne newE report that the officers submitted inaccurate daily activity rdpors; fne oinei lncident involved an accident of an Airport poiice vehicle'whlch involved lnjuries to officens in the vehicle and others. These lncidents were/are Oeing investigated and may-involve disciplinary action and appeals; therefore, ii would -not.be appropriate to comment on them ln this'rbport. Regrettably, these incidents have been mentioned as grounds for a merger sr-nce n.ii 9qfgrylt"te inapproprlate action and posslble deficiencies on-the part ottfr6 IAWAPD.

M. sPEclFlc FlNDlNcs, coNcLusloNs, AND REcoMMENDATtoNs A" Misslon Capablfifles - LAWAPD/LAPD A key goal of this study was to conduct an assessment and ldentiftcation of cunent mission and ' mandates requlred at LAX and the capability of the two police agencies to achieve them. Mission capability is pernap's.the most crucial aspect oj the study since it is the day to day iecurity effectiveness of the security/police forces that detennines how successfulty the threatb to tne airport are addressed. For these reasons, it is very important ' to underctrand the totality of the securtty mlssion and the mandates thit are entrusted to the two police forc'es.

A-key finding of this study is the tack of understranding of the security misston of an airport police department by the public, newshedia, and even some govemment officials. There are a large number of examples. One key factor is that the regulate! nartY that is hetd accountable for the overall iecurity Plqqram by the Federal govemment is the airport operator, in the case of LAx, I-AWA management, and through them, tre mwnpD. The TSA recognizes the LAWAPD as the official law enforcement organization at l.lAX. This accountability applies to all llpects of the airport lecurity-mand]ates, program, including the implementation of TSA security measures and security breaches, and other failures in the seiurity program. Even when a city police department has the sote law enforcement iesponsibility at an airport, the airport operator is stil! accountable for the fines and penaliies that may be incurred because of something the police department did or failed to do.

The overall goveming federal agency for security and law enforcement is the Transportation Security Agency, while the Federal Aviation Administration still has some responsibility in the area of airport emergency response. The Federal government, specifically the FAA, has always been abl6 to dictate

25 LA)( Unif,ed Command Study March 24,200rs

securtty matters to the airports. Since 9/11, the TSA has assumed greater enforcement power through federal law regarding what security changes and what countermeasures the airport willapply on a day to day bdsis and during periods of enhanced threat.

The TSA is the approving authority for the Airport's security program. B-e3ag-se the Airport is the regulated party, such direction is conv6yed, offtcially, through the Airport Security Coordlnator. TSA regulation requlres the airport operator to appoint one or more persons as an Airport seburity coordinator. Each airport operator ls required to deslgnate by name (not by title) one or more'ASci in its airport i"cdrity progra;.=irpicatiy, eacn Lirport will deslgnate a primary ASc, and other tully quaiifieo Ascs will be designated to assist the primary ASc. TSA's intent is to ensure communication of cMl aviation securfi information and the airport's direct involvement in those matters through a designated official in ihe airports 'ASC's.f911al organizational stnrcture. Given the scope and the importance 6f tne duties, any change regarding the deslgnation of tne esc is tantiamount to a changed condition'affecting security under S1s42.103, which would requlre an amendment to the ASp.

The Airport Security Coordinator and altemate ASC's identified for LAX are members of the LAWAPD. ln airports where the local police department has airport police responsibility, the TSA stitt must funnel information via the airport operator (because they must communicate with the ASC per federal regulation) to make changes to the airport security mission or the security program.

This person may be part of airport management, a security specialist or manager, or an airport police manager. ln none of the Gategory X airports is the ASC position assigned to a member of a non-airport municipal, county, or 9!ate employee. ln any case, by federal regutation, no person can be identified as an ASC without compleflng the required ASC training. proof of completion of this training must be made available to TSA upon request.

Elements of the Alrport Security Mlsslon The LAX security mission can be divided into seven key areas: lD badging operations; airfield security enforcement, perimeter controt; access control program; access control alarm monitoring and response; traffic enforcement; and terninal and concourse patroUlaw enforcement.

TSA regulations stat-e each airport operator requlred to have a security program under S 1542.103(a) and (b) (appties to t-AX) shail provide: o Law enforcement personnel in the number and manner adequate to support its security program; and

26 l-A)( Unlfled Command Study March 24,2005

o uniformed law enforcement pgrsonnel in the number and manner adequate to support each system for screening percons and accessibte property.

The regulation does not stipulate politicatfurisdiction (city, county, or state); only that law enforcement perconnet be certified as'pdace offi-cers in th'e state in which the alrport is located. Thus, in the many iirports such as LAi, which have their police -own departments, the iirport police are the designated law enforcement agencles and are hetd iccountable for their respective airports' security programs. Again, it is lmportant to understand that the TSA-recognized Law Enforcement organizaiion (LEo) ror rnwA palmdate, girpgrts (LAX and Van Nuys, and ontario rurpd,rts) is Ure LAWAPD.

fngll1er !"v F !n"t ryt 9f the potice/security operation at any airport is non- traditional policing. What is knoram by airports and police wno wort at airports is that the Airport does not generally have to irandle the types or'catis l,q4!"0 by tirban police, especialty major pollce departments such as the l3PD. Besides terminal and concourse patrol, which can be by a swom or non-swom officer, and taw enforcement cails ror"..orpiirt servibe, tne"o other day to day aspects cif the airport security misslon are considereO tb Oe non-traditional policing. IVluch of the security program is aimed at protecting key areas of the airport ftom persions who do not possess authorized thu.s reducing vulnerabllity of these areas and the aircraft. Another key"roir, ;rea o{ th9 program addresses the insider threat, that is, threat trom emptoiees who intentionally sabotage the system or who are duped into sabotiagind the systgl. ln dealing with the insider threat where the airport, as riuc-h as possible, attempts to diminish or etiminate potential sabotage by employees or otherc who have a@ess to secure areas.

lD Badgino Ooeration The lD badging operations is one of the most crttical and most regulated areas at an alrport and is the heart of the airport security program. [ 6ntrols not only the identification of persons who are authorizedto be in secured and non secured areas of the airport, but also which persons can access secured leas a-nd wh!9h specific areas and secured doors each person can access. currently the !D Badging office is responsibte for the badging and granting ot access to over 5O,OO0 emptoyees.

The office is under the authority of the ljwApD; in many airports the lD badging is under other entities such as Airport operations. ihus, LAX has a distinct advantage insofar as the airport potice are able to apply its resources and authority to the operation. This is true because 9/11 has brought about changes to the !D badging operation such as criminal history record6 checks, adjudication of personal criminal records, and certain duress conditions such as taking away the Airport lD badges (and, thus, the job) from cunent or

27 LAX Unifred Command Study March 24,2N5

prospective employees who have been convicted of 36 specific crimes over the past ten yearc.

This lD badglng operation is constrantly audited by the TSA. Fallure to follow regulations such as proper deletion of badges; following federat taw on criminal history and prwious employment records checks; conducting and documenting TSA required tralning of every badged emptoyee; and flroper documentiation of employing mmpany authorlzation can resuit in severe fines to the Airport. ln addition, the atrport must re-badge alt s0,000 badged employees when the number of unaccounted badges ieaches Eyo; basedon our experience, CTI estimates that the cost of thgse efforts (overtime wages, strafftng, materials, etc) would be in excess of 2 milllon dollari.

Alrfield Enforcpment The airfield enforcement mission invotves the enforcement of Federat regulations at the airport. ISWAPD and security personnet insure that only pensons authorized to be in the airfleld, which ls dlvlded into secured areai Secured ldentification Display Areas (SIDA), and Alrport operations Areas (AOA), are in those areas. This requires constiant patrol in these restricted areas and citing for securtty violatlons those lndividuals who do not wear their badges, who do not challenge persons not wearing badges or those persons who may be in the wrong area. They also cite for security viotations those persons who fail to follow procedures for escorting persons who need to be in a restricted area but lack authorized access.

This airfield enforcement mission is very slgnificant because viotations found !V tn" TSA inspectors can lead to a fine for each viotation that ranges from $1,000 to $10,000. The airport is generaily herd accountable for the hnes. To insure compliance, the TSA inspectors may remove their tD badges and walk into a secured area to catch peftions who fail to challenge them. Typically, municipal police departments do not want to enforce federat regulaiions 6f such a non-criminal nature.

Perimeter Security Because of the length of the Airport perimeter and its vulnerabitity to penetration breaches, and the access of vehicles, including large trucks'and vehicles which may be hiding contraband or unauthorized persons, perimeter security is also a key area of responsibility for the lAWApci. Rlmeu enforcement also requires perimeter patrol, including patrot of areas conducive to the use of shoulder fired/ portable anti aircraft missiles. Perimeter gate security involves the inspection and searching of trucks and other vehicles at every perimeter access point. Moreover, during airport emergencies, IAWA security at the perimeter gates are responsible for shutting down the airport to everyone except persons authorized to enter during various emergencies.

28 l-A)( Unlf,ed Command Study March 24,2005

lSwAPD staff is also responslble for escorting emergency vehictes ffom sunounding jurisdictions into, out of, and withln, th; rurport during an emergency. This may include fire, EMT, and police vehicles, since personnel from these agencies are not familiar with the airfield and/or landside facilities.

Patrolling by vehicle inslde the AoA, especially on the aircraft movement areas, is a ctitical and complex procedure because of the risk of movement around alrcraft that are landing, taking off, taxiing, and backlng up; The FAA is extremely concemed and vigilant ln an attempt to preveni accidents. Pollce operatinQ on such patrol must be rigorously falned; they must also reta!1 their proficienry by freguenfly patrolling and by recuning training. tn -commun-icate addition, all vehicles driving on the airfretd shoutd be able to directly with the Alr Traffic Control Tower (ATCT) to timit the chances for runway incursions. A primary concem is that personnet, including LApD officers, who do not have the opportunity to drive on the airfield eGry day and are not familiar with the airfield, are at risk. Moreover, LApD vehlcles, cunently assigned to l3x, are not equipped with direct radio communications with the air traffic controltower (ATCT) which has to grant a vehicle specific permisslon to cross traxiways and runways.

Access ControlProoram The access control program is important since it keeps unauthorized persons from entering the most critical area of the airport, the area where the alrcraft are located. ln the terminals and concounBes, the Airport and the air caniers control a large number of access controlled doors. Each of these doors is monitored at the access control center by the lAWApD. Every time an access controldoor is used, the transaction is recorded, inctuding who used the door and the time it was accessed. This is also true of every alarm; a recqrd is kept of whether or not the alarm was acknowledged by a system operator and the disposition of that alarm. These records are required 5y the TSA.

Alarm Response Another task of the LAWAPD is the response to access controt atarms by lSwAPD and security staff. Per TSA requirements, these atarms, which may indicate breaches of security, must be monitored by the police and must be investigated and the outcome documented. tn some cases, TSA or FAA inspectors can generate an alarm and then wait to see lf there is a timety response by LAWA staff. obviously, the importance of this task is that th6 security of crucial aneas is contingent on the viability of the access control system and the alarm response program. ln most category X airports, this res-ponsibility is typically canied out by security officers and not by law enforcement officers, especially not by local law enforcement officers.

29 LA)( Unlfred Command Study March 24,2005

Traffic Enforcsment pince the- bombing of the Mun:ah Building in oklahoma city with a truck bomb, trafflc control at an airport has become a more serioui undertaklng. As is the case with most public facitities, airports are highly vutnerable ti vehicle improvised explosive devices (vlED). Thus, keepinj vehtctes from parking in front of tenninals, especially unattended vehlclei, nls become one of the most critical tasks ln overall traffic enforcement and one mandated and monitored closely by the TSA.

Terminat PatroULaw Enforcem'ent Terminal patrol is important for three primary reasons: as a detenence; to prolide qyick response capability; and to monitor activities. ln the airport !!9Yttty, this patrol is provided by law enforcement and/or security omcers. while detenence is not foolproof, the strategic deployment of poliie officers wlth automatic weapons at many airporb is done specificatly for detenence. At the same tme, tennlnal patrol officers atso provlde a-gulck response capability. For example, ln the case of the shooting at the et iU Rirtine ticket counter in 2002, two IAWAPD officers and one u.s. customs officer responded in less than 30 seconds of the shooting. Patrol atso provides an opportunity for airport police to look for suspiclous persons or activities and provide services to passengerci and others- in need of assistance or information

At many airports, specialized law enforcement units also provide bomb specialist, explosive detection canines, and tactical response services. ln many cases, these units may be part of the airport police, but in many cases t!-ey are provided by a municipal (or county or state) police department. While bomb specialists and tactical response units are almost always staffed by police officers, the bomb dog units are sometimes staffed by security officers or even civilians.

Authorlty of the TSA To understand the airport security mission, one must atso understand the role and authority of the TSA. one of the areas that most impact taw elfgrcement agencies at an airport is that of the mandates and requirements of the TSA. while there are a number of occasions where the TSh and the airports work together in addressing security program issues, there are atso many instances where the TSA can unilateratty order the Airport to implement a particular measure or program, with very litfle, if any, discussion on the matter at the time. This is especialty true during situations of raised threat to aviation or hometand security.

currently, when a need for enhanced measures occurs, the TSA directs the Airport to make the appropriate changes and the time frame to do so and the Airport complies. The decision on how to comply with those requirements is made by the LAWAPD and I-AWA management oh a very iimely basis.

30 LA)( Unlfled Command Study March 24,2005

Typically, ln the aviation industry, the aiport operator and its staff are conscious of the need for appropriate and timely action. They underctand whg] the airport can and cannot do, the resour@s that may b6 avallaote in addition to those of the police and securlty forces from the vartous jirport divisions.

1. I.AI'UAPD The IAWAPD cunenfly numberc approximately 124 swom officers; ail of which are Posr certtfied as peace officerc ln the state of califomia. ln additon, the lSwAPD also includes clvllian perconnet, security officers, and traffic enforcement officerc. The IAWApD is organized into seven major sections, each run by a Captaln, atl under the direction of the Chlef of Police. The following summarizes the services curently provided by the Airport Division.

9fflce_of the Chlef of Alrport pollce The Chief of Police is responsible to the Deputy Director of Operations for the proper administration and command- of the lAWApD, the suppression of crime, and the execution of poticies, rutes and procedures 9f the department. ln addition, this ffice interfaces with l.A)t Executive staff, l3PD, TSA, and other entifies on security issues affecting the airport. This office is_comprised of six personnet, including the chief (4 swom personnel and2 support straff, non-swom).

FlscalSupport Untt The Fiscal support Unit is responsibte for the overall development and management of the budget. The office has two main functions, budget gnd special projects and accounts payable and receivabl6s. Responsibilitles related to the budget and speciatprojects include: o Preparing and monitoring the division's budget o Liaison to LAWAs Financialplanning Division o Reviewing all divisional purchases for authorization and availabte funding o Composing board reports related to fiscatmafters o Managing TSA reimbursement program o Controlling and administering the bulletproof vest program o Researching and administering revenuegenerating piojects o Monitoring and reviewing consultant and LApD invoices o Establishing internal orders, location cost center, and cost centers for the division o Development of administrative/fiscal procedures for division o Recommendations to staff on special purchases or needs for the division: new equipment, facility improvements, etc. o Establishing lnternal orders (for special events and/or occunences) o Manoging claims for reimbursement

31 LA)( Untfied Gommand Study March 24,2A05

o Manoging and controlling all requests for computers and retated items (ISTRC) . Assgtlng dlvision projects: tlh 9o9.tal sAFE program,- range ctean up, Trafftc.Services Task Force, Traffic JLMC, eic.

Additionally, responsibilities related to accounts payable and account receivables include: o Tracking allpurchases made by IAWApD staff o Establishlng and tracking authorities for purchases o . Tracking and monltoring invoices o Establishing yearly purchase orders, AFEs, tDos, and operationat contracts for the dlvislon o Handling the divislon's multi-account petty cash funds . controlling and monltoring the drvision's credit card and gas card program o Liaison for IAWA accounting regarding accounts payable/receivables . Provlding support and asslstrance to dMisionat staff in matterc of purchases

This office is run by g sr.Management Analyst who answers direcfly to the office of the chief of Police. cunenfly, thls office has a staff of three personnel, which includes an Accounting cterk and two Anatyst lt positions.

checks and batances are in place to ensure expenditures are legitimate and based on need or requirement. For this reason the unit wajphced under the direct authority of the office of the chief, to ensure accountability and to allow the Fiscal staff to properly request information for budget requests and expenditures.

!9ou9s1 for expenditures must use proper forms (developed by the Fiscal unit) and must be signed by a lieutenant. Requests are then presented to the office of the chief of police for approvai and signature, and finally to the chief Financiar officer, with any disputes p6sented directly to the chief of Police for resotution. ln aooition, the offtce manages three credit cards with strict use limitations; card use is supervised by the Fiscal Unit.

The Fiscal Unit is responsible for maintaining proper records, audits are conducted by the city of Los Angeles'Accounting operations Division; all signs indicate that there is a good working retationship between these two offices. The Fiscal Unit has requested the authority to review LApD submitted invoices, and although they are now providbd with copies of the invoices, they have no approving authority for payment, alihough they have provided comments regarding the lack of breikdown of cojts

32 t.A)( Unlfled Command Study March 24,2005

and expenses, and the lack of supporilng documentation assoclated with the invoices.

The budget development process requires each department to submit their proposed budget, which is reviewed and commented on, and then sent back for reMsion and clarlfication until lt is ready to be resubmttted. The LAWAPD ls cqrgnly operating under the 200412005 budget which is approximately $50,000,000, although cunent reports show thls number as higher because retirement and health benefits have been added which have never been reflected in budgets before this year.

ln addition, the 200512006 budget is cunenfly in the process of being finallzed and adopted; cunent projections suggest the totat requested wil be. approximately $65,000,000, not including the recenfly added retirement and health benefits totals as montioned above. l.qwepo budgets do not reflect vehicle @sts, which are purchased through the I-AWA Transportation Department and maintalned by their staff.

Patrol Seruices Sectlon The primary mission of the patrol secilon is to provide crime prevention services and to act deterrent and ensure the safety and security of the traveling public, tenants, and emproyees engaged in civil Lviation operations at the Airport. This mission is also accomplished through antitenorist operations; to include detection, detenence, interdiction; the enforcement of rules, regulations, and the laws of the United strates, the state of california and the city of Los Angeles; and community policing programs. Patrol is the largest division in the lawApD in-ttirms oJ number of personnel.

Patrol services lncludes four lieutenants, each assigned with multiple responsibilities. Lieutenants now provide 20lT coverage at the airp6rt. Until recently, lieutenants performed duties as shift watch commandeis; however, under a recent change designed to increase lieutenant @verage, senior-level sergeants are now performing duties as watch commanders while lieutenants are scheduted as operations officers (the watch command unit is described tater in the Report). This has been done to provide command presence should an emergency or major incident occur.

Lieutenants have command responsibility, incruding responding to major incidents and establishing a unified command with the appropriite agencies and for carrying out specific rnanagerial responsioilities. Managerial responsibilities include assigned ptatoon (watch 14,), assigned service area (1-3 and Manchester square), as wett as speciil units within patrol, such as ESU and the bicycle unit. ln addition, patrol lieutenants have administrative oversight of the Field rraining program,

33 l-A)( Untfied Command Study Mardr 24,2005

crime scene lnvesflgation Unit, deployment plannlng and analysis, Jotnt operatlons center and station desk, and the rrolotng facfiitesi ;; lieutenant also sorves as the Execufive fficer.

The duties of the Lieutenant for the segmented patrol areas (Area 1 -41 lnclude serving as the law enforcemenipoint of bntact for tenants within their assigned area. Additionalty, the iieutenants, wort with the crime Prevention Unit to identiff crime trends and devetop patrol tactics to mitigate idenffied criminal acflvig.

9mpo are asslgned to one of four watehes to provide constant staff levels regardless of day of the week. wat6hes are deslgneo io provide -tfre a base patlgt!9yet or{10) otrcers with an additionat (17\ omcei surge level ftom 5:00 AM to 1:30 AM. watch duty hours are as foitow:

Watch 1 0500 - 1530 (Surge) Watch 2 0630 - 1900 Watch 3 1500 - 0130 (Surge) Watch 4 1830 - 0700

As with the Department as a whote, some services are lacking the appropriate or authorized staff due to attrition and promotions. For examp-le, the bicycle unit cunenfly has (1) sergeant and (s) officers but is for (16) -ar1!!91izeo officers. Atthough this ts true of fiosi units within the LAWAPD, Patrol services provides the field-levet policinj required or any police department, and is extremely vital in an airport eniironment wher6 customer service plays a maJor rote in an officersdaily activities.

Penal Gode 830.33, which governs airport police in the state of califomia, states that the airport potice's authority extends to any place in the state for the purpose of perfonning thelr primary duty oi irn"n making certain arests; however, the LAWApD's identinlo luiisoictional boundaries are as follows:

North - Manchester Avenue East - La Cienega Blvd. South - lmperial Hwy. West- Paclfic Ocean

Airport Police Operations Center (ApOC) The Airport Police operatlons center performs a variety of duties on a daily basis, including monitoring events, assisting with special events, making notifications, and supporting the watch commanders. The cunent APoc was the original I-AWAPD roll call room, which has been moved across the street behind the trailers. The Apoc cunenfly serves as the Airport's Eoc untila new one is built. current ptans inctud'e a new

u lA)( Untf,ed Command Study March 24,Ns

Eoc being conshJcted adjacent to the ptanned new communicafions center. The office has space assigned to csl for use in processlng vldeo and film for photos; ln addltion, it ls equipped with a taniline to th6 air trafflc control tower (ATcr) for direct communicafion durlng an incident.

This office is led by a sergeant, who is supported by three officerc and additional support slatr (4 communlcations operator t ano cunenfly in hiring mode for sr. clerk rypist positions). perconnel are schedule

Spedftc dutles this office is responsible for inctude: o Staffing the front desk o Collecting and logging alltime sheets fiom allwatches o Collectlng and monitoring allactivity logs o Collecting and monitoring allOper:ations incident logs . M?naging all service for all lrwApD vehicre potice gear only (radlos, lights, computer, etc:) o Scheduling coordination for special events (eg: fitming) . V{4"ining status of IAWA staff and outside agencies (FBl, TSA; BATF, etc.) iluring any incident - act as maii point bf contaci between the Airport and alloutslde agencies o Malntraining the Mobile command post and staff it during use (lcs and SEMS); o Monitoring LAWAPD radio communications; however, the Apoc does not perform dispatching functions untess it is wananted by an emergency situation - all dispatching is normally performed oy Communicatlons Center staff o Monitoring media outlets during an lncident for possible additional information o Assisting DAs office and Risk Management group in coordinating and scheduling officers for subpoenas and court time, depositions, etc. o Malntaining deptoyment stats cunent (change throughout the day) . cglle_cting and evaluating all reports from all agencies (including ljPD) o Assisting accounting department to veriff costs and manpower loading use and assignments fior billing purposes (like t-epo personnel staffing the checkpoints) o Coordinating all papenrork for evidence booking

ln addition, operations center staff is responsible for conducting routine security checks of lhe main police station, conducting holding cell inspections, and performing routine patrors of the police itation pi*ing area. The APoc also handles all monies associated with the impound lot.

35 LA)( Untfled Command Study March 24,2@5

Watch Cornmand Unit Twenty-four hour watch commander coverage is provided by the asslgnment of senior ggrgeants. The watch commanilers work ciosety with the operations officers (lieutenant position) on a daily basis. Th; !9!ch commandqrc seek the concurence of the on-duty operaflons fficer for maJor operational decisions whenever possible without adversely effecting public safety, such as maJor operational decistons that could have system-wide lmpact on air or ground-transportation, such as closures of the central reminat Area, aircraft ground stops and diversion of aniving flights. when an operations offi&r is not on duty, concuren@ is sought from the command duty officer when practicable.

Minimum deployment ls one watch commander per shift; there are cunently four Principal special officers (senior-levet sergeants) permanently assigned as watch commanderc. watch commanders are responsible for the- overall supervision of their respectfue shift, includtng field sergeants (minimum of three on each shift).- watch commande6 are also responslble for, critical site inspections (e.g. remote FAA equipment sites, etc.), in addiflon to taffic conditions-oil roadways, and airfield conditions in coordination with |-AWA Airport operations.

The watch commanderc interface with all-Federal agencies on a regular -very basis; !t was reported that those relationships are positive and professional. The LAWAPD watch commanders atso lnteract with and share information with the l,{pD watch commanders assigned to the Airport, including daity briefings (arso attended by LAX operations personnel).

Special Resoonse Team GSU) The ESU was formed in August of 20C4 and was originally identified as an sRT Team. The ESU consists of 11 officers (oneiddiiional member on prolonged military activation) and two sergeanis.

The functional focus of the ESU has changed tom a tactical response unit to a multifunctional support unit. ESU is cunenfly being uied to assist with large scale dignitary details and trainlng in omcer sarety ano survival tactics. The unit in the near future will oe performin! the following tasks as part of its primary mission: o Training of patrol officer in tactical operations (antitenorism funcfion such as in an active shooter scenario) o Provide urban police rifle instruction to patrolofficers o Less than lethalweapons training o Provide Urban search and rescue capabillty e HoStile environment EMT response capability

36 LA)( UnifledCommand Study March 24,n05

a Operaton of specialized equlpment, l.e. Mobite Command post Vehicle (to be procured' through approved grant funding) and speclalized aircraft equipment. a Provide menu option coverage for Homeland security Alert Levels Orange and Red o Large scale deployment of special operatons personnel24n through the use of part time team memberc deptoyed throughout the patrol Division.

This lncrease in mission function may require additional staffing, the goal of which is 15 full time and additional part time team members forrthe Patrol DiMsion.

Securltv Servlces Sectlon

Security and Access Control Unit (SACU) The security services section is dMded into two units: the security and Access control Unit (sACU) and the Airport security coordination unit (ASCU), which is described in detail in the next section; both are overceen by the asslgned IAWAPD lieutenant, who reports to the Captrain, Security Services Section.

The sAcu is responsible for coordinating alt overt and covert surveillance operations, investigating all reported security breaches, and regulatory issues (investigating any problems with access credentiats and ASP violations). ln addition, this offtce provides training to airport tenants and guards

LAX utilizes security guards (LAWA employees - not contracted) at all vehicle gate posts (5 total); security officerc also perform random vehicle inspections as assigned and in keeping with the t-AX security program. ln addition, security guards respond to atl ACAMS generated alarms in the Tom Bradley lntemational rerminal - ACAMS ararm response in the other terminals is handled by the respective airlines by way of contract security guards. security guards complete a training program administered by the ISWAPD.

The sACU includes one 1AWAPD Lieutenant (who atso oversees the AScu), two Principal security officers (civilian, unarmed security officers), 11 senior security officers I (civilian, unarmed security fficers), and '141 security officers (civilian, unarmed security officers). As mentioned earlier, the lieutenant is responsible for the sAcu and the AScu, which dictates that this position be intimatety familiar with rsA regulatory requirements since this is essentiatly the airport's regulatory compliance officer, among other things. As such, this lieutenant and his

37 LA)( Unified Command Study March 24,2005

staff provide valuable information, direction and support to limit the airport's vulnerabilities to civil penalties.

Aimort Securitv Coordlnation Unit (ASCU) This office is responsible for ongoing regulatory coordination and compliance with regard to TSA mandates and onsite inspections, coordination with TSA durlng routine and emergency conditions, coordination with other law enforcement agencies operiting at tAX, investlgation of breaches and ASp Motatiolns, training to. contracted security guards regardlng ACAMS response, training of lecurity officerc for vehicle inspectlons, overseeing the security officer Fleld rralning Program and maintenan@ of the Airport Securityprogram (ASp).

The ASCU includes one IAWAPD sergeant, nine rAwApD offi@rs, one Management Assistant (law background, assists with drafting various documents, lncluding those dealing with reguratory comptiance issues), and two administrative perconnel.

Personnel from thls office have regular communications wtth the l,AX l9D'! r"gutatory st1tr to prolnote a positive, non-advercarial retationshlp. The development of a comfortable working atmosphere becomes moie important during emergency situations, as well as when the threat tevel is increased, which requires joint-ptanning to appty specific countermeasures provided in the new AVSEC measures. This positive relationship also serves to encourage TSA to share informaiion on possible mandates or other upcoming govemment events/actions.

once an Airport security Program, which is ctassified as sensitive sgcurity.lnformation, has been signed and approved by TSA, it is the airport's responsibility to maintain the document. As part of the maintenance of the ASP, this office disseminates the apprwed ASp to those offices that reguire_ a copy. rn addifion, the Airport security coordination Unit tracks ASP copies during audits of the document.

Personnelfrom this office attend all new construction project meetings to ensure security reviews of proposed construction projects are condu&ed. lo ensyle compliance with Part 1s42 requirements, personnel provide input_with regard to proposed construction projects - iome projects are modffied as necessary. once a project is approved, this offibe provides TSA with notices of changed condition letters as required by part 1il2.

TSA issues security Directives (sD) when conditions warant mandating new or changed security procedures; sD's amend an airport's ASp and must be carried out as instructed. The LAX FSD's office receives sD,s, which are issued via TSA headquarters, and disseminates them to the LAWAPD through the office of the chief of police. The chiefs office in

38 lA)( Unlf,ed Command Study March 24,2005

tum dlssemlnates the sD's to the Airport securlty coordination Unit for action. This offfce helps coordlnate airport compliance measures to satisff TSA.

The Airport security coordlnation Unit arso participates in the development of the Par|1542 required annual tabtetop exercise, as wett as the tri-annual full scale exerclse.

Securltv Gredentlal Sectlon The security credential section provides all lD badging seMces at LAX. lD badging services are performed by 5s full.time emptoyees, who are responsible for the approxlmately 50,000 lD badges being used at lAX. lD badging servlces have been under control of the l-AWApD since tate 2000, prior to that, these seMces were part of the Airport operations section.

The security credentialsectlon works closely with LAWApD personnel, in fact one police officer is assigned to the secfion. Also, IAWApD officers have asslsted during tlmes of heaqy traffic in the fingerprinting office.

The security credential sectlon is divided into six areas: 1) security Access Analysis unit (sAAU), 2) Regulatory Audit and coordination Unit (RAcu_), 3) Badging Unit (BU), 4) Fingerprint Administration Unit (FAU), ? Adjudication and Confidential Records Unit (ACRU), anO 6l Enrollment & contract Management Unit (ECMU). Following are theii specific responsibilities and staffing totals:

Adiudication & Confid-entlal Records Unit (ACRU-) . 5 personnetwithin this unit. o Fingerprint based cHRc per 49 cFR section 1542.209 for both B2K and C2K Badge populations. o Process DOJ fingerprint based records for intemal filing and refenal to |.AWA Personnel Department. o Update B2K, C2K and DOJ fingerprint utility databases. o Maintain confidential cHRc Files (hard copies and electronic databases) for over 15,000 records. o conduct legal research of state records, court files, law enforcement files and military records. o Research and maintrain electronic records of criminal statues/codes for all strates. o Anallze Federal Policy and other related documents that affect the CHRC process. r contact and lnterview applicants regarding criminal record investigative issues. . Audit CHRC files weekly for accuracy and compliance.

39 L$( Unifled Gommand Study March 24,2006.

o Provlde appllcants, upon request, with a copy of FBI fingerprint records. o Process all cHRGbased wrltten conespondence to applicants and companies. o Process U.s. customs requests for coptes of FBlfingerprint records. o create and maintraln all docr.rment related to fingerprint adjudlcation pro@ss, lncludlng, but not limlted to flow chartrs, graphs/charts, and statlstics.

Badoino Unlt (BU) o 24 personnelwithin thls unit o Generate Daily Counter Schedules o conduct Badge counters, Fingerprint stiations, print stations & lnformation Desk Duties. o Admlnister Drlve/s Test o Provide Lobby and Line Control o Gonduct Daily Badge Audlts o Conduct Badge Recalls o Generate ISWAPD Employee lD Cards o Answer Phones o Provide Badge unit core Functions Triining for a[ sBo staffs

Enrollment & Contract Manaoement Unit (ECMU) . 7 personnelwithin this trnit. o lnitial contract for_all potential companies desiring to be in the security Badge Program & Terminal ldentification Card program. o Liaison with department and city entities to ensure city, state and Federal Rules and regulations are complied with throughout the enrollment process. o creation and updating of company badge enrottment procedure manual. o Admlnister all contracts for servlces and specialized suppties. . Prepare Section's annualbudget. o Responsible for inventory supply and controt. o Credit card management o Prepare financial report for section's ongoing contracts utilized by the Section. o Purchase and maintain disaster relief equipment and suppties. o Compile and maintain stall emergency contact information.

Security Access Analysis Unit (SAAU) . 6 personnelwithin this unit. o Provide Guard Post exception Report o Conduct Certified Trainer Program. o Conduct Airport Security Training.

40 LA)( Unlfled Comrnand Study March 24,2005

o Maintain the Alarm control and Access Monitoring system (ACAMS) o Assist Sub host OperatorforTBlT, T4 & TS. o Company File Malntenance. o Conduct Drlve/s Trainlng for SBO Staff. o Attend Con Lialson Meetlngs. o Aftend Ramp Safety Meefings. o Attend ITD/IAWAPD Meetings.

RegulatoryAudit and Coordination Unit (RACU) o 7 personnelwithin this unit o send out invalid/explred badge letters to companies and individuals. o Revise all SBO forms as required. o Administer and process airfield citations o update Newsletter on a rnonthly basis (1st week of each month). o Process regular updates for SBO website. o Adminlster and maintenance of the on-line reports for B2K companies. o Reconciliation of pre-pay AAAE account (fingerprint). o Process FingerprinUReprint stats. o Mass mailings and mass faxing to companles.

Finsemrint Administratlon Unlt (FAU) o 5 personnelwithin this unit o Process fingerprint information into databaseftvebsite within 24 hours oJ receipt of results from Fingerprint Resurts Distribution (FpRD) and Department of Justice (DOJ) o Process and maintain alltimekeeping matters o coordinate personnel all related conespondence, emptoyee'tuifton evaluations, interoffice training, and travel requests and reimbursement o Manage the process for the distribution of keys, tetephone and computer installation and repairs, and car and building repairs. o Maintain conftdentialfiles, chronological correspondence fites and the resource library. o Track pending fingerprint records on a weekly basis to efficienfly process the workflow fbr applicants with no resul-ts. o Maintrain recycle bins for shredding on confidential information.

Traffic Services Section

Trafftc Control Unit The lSwAPD utilizes uniformed trafftc security officers trained to perform traffiq control functions. Through the deployment of rraffic Enforcement officers, the airport meets its regutatory requirement to prevent parking and standing vehicles at the terminal curbside. The

41 LN( Untf,ed Command Study March 24,2W

Traffic Enforcement Unit (TEU) was estabrished in 1ggg, although staffing significantly lncreased ln 1999. subsequent to the events bf 9/11, l,A Dor augmented the TEU for curbside enforcement; Dor services were discontinued and TEU staffing was graduafiy increased approximately 30%. cunent staffing level totals are at 144 security officers (non-swom),25 of whlch are supeMsory posltions. seMces are scheduled in four shifts, providing 2417 average. The security officers performing traffic enforcement dutles at the Airport are the sahe used city-wlde, including some remote IAPD sltes.

The mission of the TEU is the management of vehicre traffic at the central rerminal and to assist the traveling pubric; the unit's policy is llnfo11, Request, and Enforce." The TEU ls typically the most ftequent (and first) contact the traveling public has with airport personneland are acutely aware of the customer servlce lssues related to their mission. The unit performs enforcement of parking restrlctions for over 4.8 mlilion vehicles annually.

Additionally, officers assigned to the TEU perform basic security functions, such as reporting suspicious activlty, crearing curbside for emergency vehicles, and assisting with terminal evacuations; in fact, the first call reporting the active shooter at the Bradley Terminal incident was fom a TEU officer.

The TEU falls wlthin the Traffic servlces section, and is supervised by lSwAPD perconnel. lnltial taining requirements consisted of on the ioir training (when the unit was first established); cunenfly, trffic enforcement offtcers complete a sk-weer security officers training @urse at Harbor college. Efforts are currenfly underway to establish a six-week training @urse through the Rio Hondo police Academy, which should provide a higher level of training for the officers.

Personnel are able to communicate directly with the communications center via the use of issued radios (channel 2). Additionally, cett phones are used as secondary communications when channel 2 is dedicated to emergencies.

TEU officers issue LA traffic cltations when necessary; a K-9 unit is always dispatched to dheck any vehicle to be towed. 6nce the vehicle has been checked, the TEU officer will impound the vehicre and complete a Califomia Highway Patrol lmpound Form.

citizen complaints against p'ersonnel of this unit are reviewed by the Airport lSwAPD's lntemal Affairs Unit; incidents indicating serious misconduct are investigated by lntemal Affairs while minor incidents are

42 L$( Unlf,ed Command Study Madr 24,2005

forwarded to the TEU for resolution ln accordance with tA invesflgafive procedures.

Ground Transportatign Enlorcement Unlt The LAWAPD GTU is responsible for the enforcement of viotations specific to ommercid vehicles servicing LAX. cunenfly there are 12 officers assigned to thls unit. whereas these officers have full anest powerc, their primary focus is commercialvehicle enforcement. This unit provides enforcement of Publlc utllties commlssion (pUC), lADor and LAWA Commercial vehicle regulations.

Additional dutles may include the investigation of unauthorized commercial vehicles (1.e. tour operators), soliciting business on I.,AX roadways. GTU personnel also provlde the following duties: . Spot checks for vehicle types, permits, etc o Patrol of l.,'AX roadways, staging areas, etc. enforcing commercial vehicle regulatlons.. o Provide major incident support (backup) to the patrot Division on an as needed basis. o Staffvehicle inspection stations when required. o Enforce vehicle permits; however, the actuat permits are issued by Landside Operations

Vehicle lmpound Unit All administrative duties associated with the Vehicle lmpound Unit are the responsibility of a Sr. Clerk Typist.

All L,{WA towed vehicles are stored at the IAWA impound yard, one LAWA security guard is posted at the site to provide 24fl secunly coverage. The lot is used by Canine Units fom LAWAPD, FBi, Customs, [APD, DEA, etc. for training purposes.

vehicles involved in major crime cases are towed to an LAPD controlted impound yard; however, if |SPD does not have it towed immediately, it is held in lSwA's lot until LAPD recovers the vehicte. IAWA uies a contract towing service refened to as Tow1, while tApD uses Bruffi's Tow Service.

No papenrork ls stored at the impound lot; when vehicles are towed to .the yard, the papenrork and keys are given to the individual responsible for the lmpound Unit's administrative trasks, who processes the tow and prepares the proper paperwork; the paperwork and keys are then given to the front desk at the LAWAPD police station.

The vehicle is reclaimed by paying the fineffee at the LAWApD ftont desk; once the fine/fee is paid, the paperwork is completgd and the keys

43 LA)( Unlf,ed Command Study March 24,2Ws

retumed to the owner. The indivldual must then respond to the impound yard to reclaim the vehicle.

Plannins and Development Sectlon

Trainino & Professional Standards Unit The Training and Professional Standards Unlt is discussed in Section lV Tmining lssues and Considerafions.

lnvestisations Unft The lnvestigations unlt includes lntemal Affairs and officer background investigations.

Background lnvestlgatlons until recenfly, all background investigations were handted by this o,ffice; a staff of five investigatorc performed the lnvesflgations, whlch inciuded responding to various locations throughout the stite to confirn applicants' information. The selection process is now conducted by the city under a recent change in policy which was intended to streamline the pro@ss, with the overall goal being to complete investigations and provide final results quicken this city policy affected all city agencies, not just l3WA.

since the new city policy, this offlce continues to monitor applicants' status up to academy appointment. Although this office is no tonger conducting the investigations, they are in constrant communication with the city to ensure the timely processing of lSWApD candidates. lntemal Affalrs curently, the lntemal Affairs office includes three sergeants (investigators), and one lleutenant who ovensees ail investigationl. Al investigators have attended the basic and advanced lntemat Affairs Training course at the |SPD Academy in addition to lntemal Affairs seminars conducted at cal€tate Long Beach. ln addition, all investigators have also completed the management tevet @urse 'Managing and Police Discipline,'which is a recognized course and is attended by representatives from several agencies throughout the state.

All citizen complaints are fonrvarded to lntemal Affairs. citizen complaints are then fonrarded to the respective section or unit involved for resolution and reporting back to lntemal Affairs. lnternal Affairs will either respond to the complaint via a letter explaining airport policy if no misconduct was found, or launch an investigation if the facts warrant it.

lntemalAffairs policy dictates that all investigations are compteted within four months. lA staff conducts their own investigations, including

M IAX Unlfrd Command Study March 24,2Ws

@nducting lnteMews, requestlng and reviowtng informatton, attending hearings, and making recommendatlons to rnanagement. on occaslon, I-APD and IAWAPD wlll conduct independent lnvestigations on the same incldent; howevgr, they coordinate between each other when that happens. lf criminal acts are discovered during the course of an investigation by lSwAPD personnel, that investigation is tumed over to LAPD for completion.

L,{WAPD lntemal Affairs investigates all incidents of IAWAPD (swom and non-swom personnel) misconduct. lnvesilgafions undertaken by lA include recent lncidents that were reported on by the local media; most of those investigaffons have been concluded with re@mmendations presented to the Chlefs office.

Human Resources Llaison Unit The HR Liaison unlt is'cunently staffed by two civitian personnel (one management analyst ll and one adminlstratve assistant). The primary function of this offtce is to provide a single point of contract for thi LAWAPD with lSwA HR. As such, the llaison position is responsible for managing over 802 positlons with varying levels of invotvement.

For all civilian non-sworn perconnel within the riwApD, this position performs all HR functions with the exception of security officer misconduct investigations which are controlled by lnternatAffairs. swom officers management is controlled up to the point that the officer candidate enters the police academy, this includes coordlnation with LA city HR for candidate lists based on test s@res administered by the city (a task which until recently had been performed by lAWAi. Upon completion of all requirements, this office clears the candidate for assignment to the Police Academy. Additionally, this office reviews advancement questions for the lSwAPD and fonrards to LAWA HR for final approval prior to questions being used.

Typical processing of personnel (the length of time it takes for an individualto begin working as an lewAPD ffice0 is anywhere between four months and one year. After initialtesting, onty those individuats with the highest three whole scores are scheduled for an interview. As with most departments, typically the largest loss of recruits is during the academy and during the FTO process.

The HR Llaison also manages the Divisions workmen compensation program, employees in light-duty programs, and reasonable accommodation process. cunently there is no restricted duty program for workers with prolonged disabilities.

/$ lA)( Unifled Command Study March 24,2005

lnltlatlves ln Progress: o Feaslbility studl/to develop a Restricted Duty program for employees with prolonged disabllitles o Airport Pollce Operations Center staffing study o classification review for the communication center personnel for consideration of change of classification to psR's (LAPD dispatcher classifrcation) o HR Lialson Unlt Head to be hired within next 2 to 3 weeks

Fleld Suppgrt Section

Communications Unlt The comrnunlcations Unit operates the communications Room. cunent staff levels include 12 acfive dlspatchers (communications is authorlzed to have 13 dlspatcher positions). The communlcations unit trains personnel from within. cunently, candldates are selected from the lA city pool with few basic requirements, i.e. GED or high school diploma. oftentimes, personnel selected are unfamiliar with the challenges of shift work which leads to a hlgh tumsver rate regarding trainees.

The communications room is curently set up with four dispatcher positions and one supervisor position. All dispatcher positions are configured the same (Allen-Bradley Duress Alarm system workstation, Alarm system workstation for Day care center, VNET workstation - checkpoints only, vESTo telecom workstation, cAD system workstation, Motorola Radio system workstation, ccrv system workstation - lr Building only, and LAWA PC workstation). The supervisor's station is outfitted with the same equipment as a dispatcher workstation, plus a Dictaphone Voice Recording System workstration.

The security checkpoint duress alarm push button ls tied direcfly to the cAD system so it gets a time-date stamp and automatically cafls up video on large overhead monitors, communlcations unit personnel then dispatch LAWAPD personnel to respond. Additionally, dispatchers monltor a second button that annunciates direcfly at the Motorota centracomm for alarm purposes only. The AEDs are cunentty connected to a telephone system which is then connected to the cAD system; direct communication to the cAD system should minimize points of failure.

communications personnel provide airport coVerage during two shifts (AM and PM). Three operators are scheduled per watch; operators take tums monitoring the radio (radio frequency 1 [LAWAPD and lApD] and radio frequency 2 [traffic, posts]). Frequency 2 is also used in incident management operations during emergencies, although it was reported that not all LAPD personnel have access to F2 which creates procedural

46 LN( Unlfled Command Study March 24,2005

and operaffonal problems. Frequency 3 is used for LAWA Maintenance, while Frequency 4 is reserved forAlrport Operations.

IAPD maintains two workstations in the communications room, which are staffed by |SPD dispatchers; however, lApD does not staff thls area with a supervisor. IAPD malntains its own radio frequency which is monitored by IAPD's Pacific Division Dispatch center. lApD utilizes a staff of four who rotate amongst themselves to cover two ten-hour shift.s (0500-1500 and 1500- 0100), Monday thru Friday - L,.APD dispatchers are never scheduled to work weekends or holidays. On those occasions when |SPD dlspatchers are not .scheduled (after-hours, weekends, holidays), LAWAPD dispatchers provide all dispatching duties to both lSwAPD personnel and IAPD personnel, although there is no written policy between I-APD and |SWA regardlng @verage.

Emergency -notiffcations are handled manually during emergency sifuations, slnce the system is cunently not automated. There-have been incidents of confuslon during emergency situations when LAPD dispatchers have attempted to direct IAPD and other responding units during incidents such as a suspicious package notiflcation. ln addition, LAWA dispatchers have not attended any tApD dispatcher training; although no emergency incidents have occuned during. hours wheie IAPD dispatchers are not on duty, this could become an officer safety issue for ISPD if trwA dispatcher coverage continues without l3pD dispatcher training.

Enhancements which are planned to be integrated into the new dispatch center include: o Spatial improvements to facilitate better configuration of work stations o Radio system upgrades to proMde lnteroperability with l-{pD, system enhancements are being facilitated through existing LAPD systems. o Phones located on the airport commercial property (excluding Market square propefi) will be routed through the IAWA Dispatch center ' instead of the City 911 center. o cAD system enhancements are linked to the operability of new LA Dispatch centers cAD system operation. once lA system is operationalthe system will be imptemented at the airport. ln addition to the airport the Market square property and other adjacent city property will be added to facilitate officer response in support of LAPD.

Records Unit The Records unit's responsibilities mainly involve payrolt issues; this office originally performed several additional services; however, most of the LAWAPD sections now perform thelr own duties with regard to

47 L$( Unlf,ed Command Strdy March 24,2005

records. The Records Unlt lncludes a staff of eight pensonnel, with specific duties lncludlng: o Distributingpaychecks o Pro@sslng reports (data entry) o Subpoena conhol o Producing overtime reports o Ordering supplies

Records retention and destruction duties are handled at the Retention Genter (west-end site). T-he Records Unit does release information to the general public based on specific requesb lf the request is approved by the city attomey's office. AllrsA and Rlsk Management requests for records/lnformation are fonrarded to the Securlty and Access Control Unit; information is released upon that offi@'s approval.

Ooerations/Mdterlals Suoport Unit The operations/Materials support unit is more @mmonty known as the Fleet and Facilities Unit. This unit is comprised of four cMtian personnel whose primary function is the disbursement of equipment to LAWApD perconnel (Police fficers, security officers, and rraffic Enforcement 9ffi""o). This unit_maintains allsupplies including police equipment (i.e. flashlights, handcuffs, batons, etc.) and uniforms. Additionafly, gris irnit maintains all department radio inventories, and is responsibte for overcight of the IAWAPD vehicle fleet. while they do not perform actual vehicle repairs, they are responsible to ensure that vehictes are ctean and coordinate repairs and maintenanoe with the LAWA Transportation Department.

This unit is also responslble for the oversight of the IAWApD buildings, including any maintenance required at those facilities. Whereas this unit is limited to minor maintenance issues, they coordinate any'major repairs with the appropriate IAWA department.

Lost & Found The Lost and Found office is tocated off century Blvd. near Aviation Blvd. in the cargo area. This office is staffed by two non-swom security personnOlwho report to an LAWApD sergeant.

All propefi collected at the Airport is eventuatty secured in this office, if not claimed. As LAWAPD personnel receive or find items, they are secured in an overnight locker located at the termina-|. personnel from this office make one run daily and pick up alt items from the previous day.

All items are catalogued and stored in the Lost and Found office, where they are be held for a period of 97 days if unclaimed; items of value are

N LAX Unlf,ed Command Study March 24,2005

maintrained ln a safe. After 97.days, items of vatue are tansfened to IAPD's van Nuys propefi dMslon;.all other ltems are etther destroyed or donated to local shelters.

All items are tagged once they are found/received, and personnel complete the chain of custody forms until the item reaches its final destination. lf ISPD personnel find/receive an item, they complete the proper paperwork and usually tum the item over to LAWAPD perconnel, who then complete the process. LAPD personnel occasionalty respond to this office to check on the status of specific items, and wl[, on occasion, transfer propefi to the Pacific Divislon for processing.

This office will conduct basic investigatlons to try and find the ownerc of lost ltems, wherever possible. lf someone comes to clalm a lost item, they must first answer specific questions about the ltem and describe it properly prior to the item being released to them.

Special Operations

Ganlne Detall Canine services at LAX are ac@mplished jointly by LAPD and IAWApD perconnel. Each agency has assigned a lieutenant to the detail, although the lSwAPD lieutenant acts as.the on-site supervisor and coordinates all schedules to ensure coverage is adequate. The LAPD lieutenant assigned to the LAX canine Detail is based out of l3pD's san Femando Emergency operations Bureau's HAZMAT section, arthough he is kept apprised of the efforts at l3X, including schedules, trainlng, etc.

LAX has 19 TSA-certified dogs; 10 are handted by lApD and 9 are handled by LAWAPD personnel. ln addition, the IAWApD has 9 "duat purpose" dogs. These dual purpose dogs are not TSA-certiffed and do not perform TSA required services; instead, they are used to proMde extra coverage in other aneas. cunently, these dogs are used for patrol purposes in different areas of the airport. This affords the lieutenant the opportunity to schedule2ofT canine coverage at l3X. cunenfly, offtcers are deployed on two 10-hour shifts, 0500 - 0100; response during "off hours is on an "on-call" basis.

As required by TSA, all certified dogs and handlers performing these duties at [AX, whether LAPD or LAWAPD, complete training at Lackland AFB in san Antonio and are required to be on site for at least B0% of the work hours performed by that team. The non-certified dogs complete a training program administered by the califomia Narcotics canine Association with monthly certification. This training is attended by canine units from agencies throughout Califomia.

49 t-A)( Unifled Command Study March 24,2005

I9A coryleted a post 9/11 study that stated that the airport should have 30 certified dogs in place by 2006. tAwApD ano Gpo have been coordinating the federal slots as they become avaitable to ensure both agencies have enough trained perconnel and dogs to provlde continuous coverage.

LAPD personnel have recently begun a pllot program to test a new method of canine seMces; the off-Leash program. The off-Leash Program is deslgned to give the dogs morio fteedom as they perform thelr duties without being leashed, although the handler is'always ry1fy. IAWAPD personnet are not invoMed"in this pllot; it is stricuiin LAPD coordinated and contnolled pilot program.

The LAWAPD canine Unit and the rApD share a @mmon facitity located on the south perimeter of the airport on tmperiat Hwy adjacent t6 the lmperial rerminal. This facility was originally Just an Lnpo r-g [acility; however, it became a shared facirity upon the inception of the IAWAPD K-9 unit. curent plans include a new facility; however, a site has not been setected.

IAWAPD dogs are made available to outside agencies (tocal municipalities) on an as needed basis; these outside requests for service occur approximately once perweek. IAWAPD personneltrain on a dally basis when not being utilized in other areas. Non-TSA certified dogl train on a_weekl!,_(minimum) basis, with oach wednesday specificaiiy declared Training Daf.

Dlgnltary Protectlon Unlt The safety and security of dignitaries, in and out of the airport, is this unit's prime mission; Dignitary protection personnet work ilosety with IAPD to ensure this mission is successfur. rAwApD personnet are responsible for safety and security of dignitaries withln the confines of the airport, from wheels down to curb, and conversely, from curb to wheels up; |SPD is responsibte for safety and security trom curb to points beyond. cunently, there are approximately g1 consulates within the cig of Los_Angeles with regular traver schedules for dignitaries and govemment VlPs.

Dignitary Protection Unit personnel conduct all prep and duty meetings with al! agencies involved for an upcoming visit. specifically, this unit coordinates all efforts through the Cit/s ffice of protocol and the individual airlines special service Group. ln addition, personne! work closely with state govemment representatives, as wett as with secret service, capitol Police, cHP, IAPD, as well as severatother agencies.

50 LA)( Untf,ed Command Strdy Marcfi 24,2005

Further, thls unit ls responsible for coordlnaflng with al! foreign country govemment representatives in conjunction with foreign protection units (specific to the indivldual traveling) ln coordination with locat Consulate/Embassy representiative.

All protocols required and entifled to are studled and adhered to; airside presence of outslde protection units are coordinated with t-{pD, such as CHP forthe Govemor or Secret Service for the President.

Thls unit has had a good working relationship with ail associated protection details ftom the various law enforcement agencles, including the state and city DA's offtces. All coordlnation effortrs with l-ApD are conducted through the IAPD alrport sub-station commanders, capt. Bowers and Lt. Hart. This unft was highty praised for the support that they have proMded to Federal agencies with dignitary protecfion responsibitities. The unlt, it was stated, just has to be told who ls coming in and they respond approprlately wlth the right program and resources wlthout having to have thlngs explained; they even anticipate what the govemment will be asking for in terms of support.

The Dignitary Protection Unit works four 10-hour days, as wefl as a mandatory fifth day; schedules are flexlble among the staff; however, a[ members of this unit are on call 2417. Training for personnet assigned to this unit is provided by the DoJ Dignitary Protection course through the state Department; in addition, personnel will attend cHp and capitol Police dignitary protection training when available.

Vldeo Network Team (VNET) The unit is responsible for all security checkpoint alarm response, and as such, this office is the first one called for such alarms. VNET is located in the same area as the communications room inside the lr Buirding. cunenfly; VNET occupies a srnall room for staff to perform video monitoring afid video review; VNET's video tape recorder setup takes up an entire equipment room curently located behind the communications Room. VNET staff is hopeful of getting larger facilities to be able to conduct their dutles properly. ln fact, camera usage at I-AX continues to grow and a new video monitoring center is scheduled for construction in the Tom Bradley lntemational Terminal (TBIT).

VNET staff consists of five sworn officers (two on day shift, one on swing shift, and two on midnight shift); however, the office is operational24lT, which requires a lot of overtime based on existing staffing levels.

The office has two separate and distinct roles broken up between the dayshift and the other two shifts. Day shift personnel's primary mission is to review all recorded vldeo of old incidents in an attempt to identiff

51 tA)( Unified Command Study March 24,2005

possible solution to an ongoing case, or to proude addftlonal information or other a-ssistance. There is no active ccTV monitorlng conducted during thls shlft, only review of older, actlve irwestigations-related vldeo ormonitoring or cunent events during speciflc sltuations. tn addition, day shlft personnel are also responsible for changlng, tagging and storing ail video tapes daily. Personnel must also set up all authorized Lnd installed covert camera. Swing shift and midnlght shift personnet actively monitor the airport vla the CCTV system.

The Unit has investigated and helped solve several cases involving auto thefl and were lnstrumentral in the appiehenslon of a suspect in a rape case at the airport. VNET has played a major role in recent cases, including the theft of items from hold baggage in which it was discovered through reviewlng ccw recordings that the suspects were intemal lSWA-badged staff.

The unit reviews all crime reports including those produced by l-ApD in an effort to assist with active investigatons. VNET personnet atways check for active @meras in the area of reported crimes for possibte video records that might help with the investigation. VNET personnel have produced some impressive results based on patience and determination, including lncidents of auto theft from the parking garages that were solved by staff reviewing recorded video and then comparing parking tickets to identiff suspects.

Detectlve Detall The lSwAPD has had a detective program for approximately fifteen years. At its inception, the program paired one LAWAPD officer with an IAPD detective. The program has evolved based on worktoad and experience; cunently, LAWAPD detectives work independent of LApD and without regular supervision, although cases are dispensed by the |SPD detective assigned to the LAWA substratlon, who has been identlfied as a supervlsory leveldetective.

The Detective Detail cunentty includes three detectives; each with at least six years of experience working specifically as a detective, atthough each individual has at least fourteen years experience as a member of the lSwAPD. lSwAPD detectives have completed the Detecttue Basic course presented by IAPD, as well as the Advanced lnvestigator course presented by 1-{ county and the criminal lnvestigations course presented by the Anaheim Police Department. Alltraining and education related to detective duties are POST certified courses.

LAWAPD detectives routinely travel to other jurisdictions when following leads during active investigations. LAWAPD detectives follow established protocol regarding notifications when following leads outside

52 C l3)( Untfred Command Study March 24,2Ws

lSwAPD recognized Jurisdictlon. ln addition, detectives interact with outslde agencles during the course of completing an invesfigation as necessary

LAWAPD detectives provide all detective-related seMces at IAX and investigate all crimes originating at l3X. IAWAPD detectives do not investlgate grimes involving death which are handled by tApD homicide detectives; in addition, LAWAPD detectives do not investigate crimes involvlng narcotics, LAPD participates in a narcotics task force with additional agencies and they investigate all crimes involving narcotics. However, lSwAPD detectives investigate all other crimes assigned regardless of classifl&tion, including robbery, theft, domestic violence, etc.

IAWAPD detectives typically work ten-hour schedures, Monday - Friday, although each is oncrrll2417.

Crlme Analysls The crime Analysis Unit reviews atl criminal and incident reports, including IAPD's monthly reports, in an effort to create specific reports designed to assist the lSwAPD with staffing efforts and areas of focus.

The office is managed by. a Management Analyst ll who has been with the IAWAPD for six yearc and received his certification through a college program certified by the califomia Department of Justice. The office has been in operation for approximately ten years.

Regular office hours are 0700 - 1800; however, staff must be flexible as extended coverage may be required - the office has been staffed 24fl in the past. staff consists of 1-swom offcer (who also seryes as the hearing officer), and 3-assistant clerks. The hearing officer is responsible for security airfteld and enforcement duties (adjudication of airfield violations), monitors the sAFE program, and works in conjunction with Airfteld operations, although this position is at the mercy of uniformed requirements, the officer may be pulled during full deployments. For example, the officer was reassigned to support patrol tunctions immediately after 9/11.

The office reviews data and produces annual, monthly, weekry, and dairy reports. weekly reports are reviewed by supervisory staff (sergeantrs and above) and reflects trend analysis. Monthly reports reflect trends for the previous four week period and are provided for use by lieutenants and above. The office also prepares the LAWAPD chiefs report for use at the air station managers meeting chaired by Terminal operations.

53 LA)( Unlfled Command Strdy Marct 24,2005

ln additlon, thls office preparos the annua! report every December; the annual report is a year-end report that mmpares prevlous year figures and trends with the cunent year broken down'by terminal ahd tocition; along with the development of the report, the office helps to prepare the year end press release for the public domain.

overall, reported crimes in 2004 show an increase of 1lo/o compared to 2003, trom 2147 to 2505 (358 crimes, whlch lncrudes crimes ciassified as miscellaneous misdemeanor crimes. overall anests in 2004 have lncreased by 33o/o compared to statlstics for 2003, from 956 lo 1272 (916 anests). . Not included within this staffstic woutd be reported anests performed by other agencies whlch occuned with Reforting District 1494.

Specific crime comparlson between 2003 and 2004 include:

Part lVlolent Crime decreased by 62Yo Part I Property Crime decreased by 4o/o Robberies decreased by 607o Aggravated Assault decreased by 73o/o Simple AssaulUBattery increased by 16Zo Commercial Burglary decreased by 24o/o Larceny did not increase nor decrease Burglary from Vehicle decreasedby 24o/o Thefts from Vehicle decreasedby 11o/o Auto Theft increased by 43o/o

Data is shared with sunounding law enforcement agencies to ensure both the l3wAPD and other local agencies are aware of persons of interest; for example, the crime Anallsis Unit regularly receives bulletins from lnglewood and El segundo Police Departments. The offtce regularly develops alert bulletins based on airport-specific information; IAWA butletins, as well as buttetins received from locat law enforcement agencies are posted on the roll call board.

The crime Analysis office also prepares various reports based on ad hoc requests from LAWAPD personnel, as well as assisting the Fiscal support Unit with rsA reimbursement tasks related to r-{pD offtcerc staffing checkpoint posts. The office also prepares cost benefit and cost comparative analysis reports when requested.

crime Analysis personnel attend the weekly LApD crime control meeting held at lSPD's Pacific Divislon station, as well as the station manageri meeting and the monthly tenants meeting. ln addition, the office also assists during operational meetings to identiff surveillance/observation locations for burglary/theft "hot spots."

* IAX Unlf,ed Qommand Strdy March 24,2N5

lntelllgence Gapabllltles There has been a concem by some that the IAWAPD do not have intelligence contracts or that the lApD has a greater intefiigence capability than the LAWAPD. The queston of which agsncy has the lette1 intelligence sources should not be an issue; the question should be "does each agency have the intelllgence resources and contacts that it needs to carry out lts respective mlsslon'and 'are the two city police agencies sharing information and mordlnafing ln obtainlng, an-al1zing, responding to identified threats or potenflalthreatrs".

The LAPD has great capabllities in the area of intel[gence. As a major pollce department, it has a@ess to a number of lntelligence sour@s including Federalsources. ln addition, through the years the Department has developed a sound intelligence capabirity ln varlous police areas, including organized crime, gangs, narcotics, and tenorism. The Department has a bureau dedicated to munter tenorism inteiltgence,.the counter Tenorism and crimlnal lntelligence Bureau. This Bureau disseminates information to I-APD perconneland shares info'rmation with other agencies, including the lAWApD. rnformation and inteiligence shared with the Airport is done through both the lApD force stationed at the Airport and through the IAWAPD.

TSA as a Kev Provlder of lntettioence and lnformation sinee the events of september 11, 2001, tenorist attacks and the formulation of the Transportation security Administration (TSA), the TSA has created and brought to the alrport security community a new and broad stream of information and intelligence regarding ihe threat to aviation. The TSA has appointed Federal security Directors at civit aviation airports, whose key role is to wo* with their respectively assigned airports in enhancing their overall security programs and postures, their capabillty to respond to increased threat tevets, and in the sharing of timely and relevant information and inteiligence. As iust one example, the TSA has created a protected website avaitable to airports that prwides daily information on incidents that occur or penetration tactics that are used at airports and other facilities throughout the world.

The TSA is constantly improving its program for providing infonnation and intelligence regarding existing and changing threati and threat levels. lt has created an enhanced cooperatfue program for enhancing the security level at the respective airports according to the threat faced by each airport and not necessarily according to a potential threat to a particular airport, region, or city that does not impact on other airports. For example, each airport will implement, after discussion and agreement between the airport security coordinator and the TSA Federal security Director, a number of threat countermeasures that suit its

55 LAX Untfred CommanO StuOy March 24,2005

respective needs from a list of possible @untermeasures that the.two parties idenffied earlier. ln sum, these countermeasures are tailored te the needs of the airport and not necessarity the threat response needs oi another airport on the other side of the country

Besides having access to, and being brlefed on, information obtained or developed by the IAPD counter Tenortsm and criminal lntelligence Bureau and other entites wlthin the LApD, the IAWApD interface win over 20 agencies at the federal, stiate, and locat tevels. This interface lncludes regular meetlngs and even daily contacts with the agencles. The llst of agencles lncludes intelllgence organizations wlth whicn tne IAWAPD has an affiliation, belongs to, or matntalns contact. Most of these afftliations are on a daily basis. LAWAPD cunenuy has one officer assigned full time to the local Joint renorism Task Foice (JTTF). The IAWAPD also maintains contact with other Airports of similar size and complexity. lntelllgence sharing also includes monthty meetings with a number of the sunoundlng police departments.

As examples of contacts and affiliations, some offtqers receive daily military intelligence information through military contacts. Another officer receives aviatlon intelligence through his contact with the Joint Tenorism Task Force. The Dignitary Protection Unit hosts a monthty intelligence brieflng at the LAWAPD station. The Dignitary protection unit persLnnel also attend a monthly brieftng hosted by the Hotel security Managers Associaton.

The agencies with which the LAWApD interface regarding inteiligence sharing are as follows: AFOSI-Air Force Office of Special lnvestigations ALEAN - Airport Law Enforcement Agencies Network CATIC - Califomia Anti-Tenorist lnformatton Center' CBP - Customs and Border Protection DEA-|3X - Drug Enforcement Agency - LAX DOJ lntelligence - Department of Justice - lntelligence Unit DSS - Diplomatic Security Service - US Department of State ESPD - El Segundo Police Department FAM - FederalAir Marshals FBI-IAX - Federal Bureau of lnvestigation at LAX HSM - HotelSecurity Managers (LAX) IAASP - lntemationalAssociation of Airport and seaport potice I CE - I nvestigations/Customs Enforcement ILG - lnternational Liaison Group IPD - lnglewood Police Department JTTF - Joint Terrorism Task Force OFM - Office of Foreign Missions - US Department of State SBIG - South Bay lntelligence Group

56 LAX Unlfred Command Study Marclr 24,2005

TEWG - Tenorist Early Wamlng Group TLO -Tenorist Liaison O,fficers TSA- Transportation Security Admintstraton |SPD lntelligence Management Bureau

2. LAPD under the 1988 Mou, which ls still in effect, r-ApD is'responsible for specific police services at lAX. ln order to accomptish these services, and to provide a presence at the airport, LAPD has establlshed the IAX Field Services Divislon as a part of the Pacific Area, whlctr ultlmately falls under the corhmand of the Deputy chief ln charge of the west gureau.

ln addition to those |SPD officerc assigned to the IAX Fleld servtces DiMsion, there are additional IAPD perconnet that perfonn services and/or respond to lncidents at l3X. Under separate contracts, lAwA secures IAPD services for specific dufies: motor units, canine, and security checkpoint staffing. ln addition to these lApD officers, there are additional personnel that perform other police services which are not under the command of the l-AX Field services Division, including participation in a DEA narcotics task force, officers from the Majoi crimes Unit, an organized crime detail, and some bomb technicians. lSwAPD personnel confirmed that incldents invoMng violent crimes are tumed over to LAPD's Paclfic Division and not the LAX Field services Division.

According to LAPD, the total number of personnet assigned to the LAX Field services Division is approxlmately 64 officers. The commanding officer holds the rank of captain; his staff inctudes the Assistant Commanding Officer who holds the rank of Lieutenant.

The commanding officer, l,AX Field services Division is responsible only for tfrcse personnel assigned to his Division. He does not supervise those officers not assigned to his Division, anhough his oifice is responsible for some coordination. The LAX Field services Division provides three uniform vehicle patrol watches and atso includes the Airport criminal lnvestigatlon Unit (Aclu). The ACIU inctudes nine investigators assigned to investigate cases involving cargo, financial crimes, auto thefts, and other incidents originating at the Airport. The ACIU includes three ISWAPD investigators.

The LAX Field services Division does not coordinate the motorcycte units; however, the office does have operational command of those officers. ln addition, they coordinate the scheduling of personnel for security checkpoint staffing. The LAX Field Services Division has litile or no interaction or responsibility for any other LApD services provided at LAX.

57 lA)( Untf,ed Command Study Mardr 24, 2005

IAPD Airport Divlslon Officers do not receive gg2.l training; the officers posted at the checkpoints have recelved a condensed four hour btock of training. Except for the perconnel assigned to the LAX Fteld services Division, most LAPD personnel performing duties at the Airport are on overtime status.

I,{PD officers have wide tatitude when responding to incidents at the Airport. I-{PD personnelwill respond to incidents identffied in the 19gg MOU with l3WA. tn addition, IAPD officers will respond to other lncidents, although there ls no protocol for such responses; responses for incidents not identifted as being an LAPD responsibllity ln thb lggA MOU occur sporadically. With the exception of the Canine-Detait, [ApD perconnel do not schedule operations wlth the IAWAPD. IAPD offfcerc conduct limited AOA patrols and indicated they also perform lD checks when on the ryfp, although thls has been disputed by IAWAPD personnel. ln addition, IAPD personnelhave not recefued 812.1training as mentioned earlier; they have, however, completed the SIDA training @urse when they received their alrport lD.

IAPD personnel increase their presence when the Homeland Securig Advisory System (HSAS) Threat Level is raised; patrol staff is increased to perform additional patrols and additional personnel are posted at the screening checkpoints. Also, LAPD persorinel staff the vehicle inspection pointrs, assisted by LAWApD traffic personnel.

There cunently is no sharing of resources between the two departments, lq are theydispatched by the same dispatcherc. There is no crosslioint training conducted on a regular basis, nor is any planned. Each agency performs individual roll calls; the only information sharing is by way of bulletins issued to other agencies.

B. Tralnlng tssues and Conslderatlons

1. Gurrent Levels of Tralning: Both Agencles . lnformation gathered during this study indicates that both agencies are expertly trained and perfopm at a high level as a resutt of that training. The differences in specific training conesponds to each agencies mission statement - LAPD provides services in an urban police environment, and as such receives expert training in those areas of taw enforcement that are necessary for them to accomplish their mission; however, those police services differ from the services required at an airport environment. This is not to say that law enforcement services are not necessary at an airport; quite the contrary, airports are required by federal law to staff armed personnel with anest authority in a numbei and manner that is sufficient to support operations at the airport. The differences rest with the core mission responsibilities of each agency,

58 LA)( Unlfled Command Study March 24,2005

while l-APD's goal is law enforcement, IAWAPD must also enforce the law (to include those mandates imposed federafly). However, they must take more of a security and customer service-based approach io their law enforcement duties

As such, lSwAPD personnel must complete the same training as LApD to receive Posr accreditation to perform services as a peace officer in the state of califomia; however, they must arso comftete addiflonal trainlng mandated by the state for personnel providing police seMces at an airport (Pc 832.1), as well as in-house on-the-job training related to specialized services requlred at an airport, including lD bidging, the Aiport security Program (ASP), airfield enforcement of regulated ireas, access control duties, and compllance with rsA requirements. This section focuses on |-AWAPD's overalltraining related to law enforcement services provided at the airport, which includes tradltional police seMces and specialized seMces required at an alrport. l-ApD's training was not presented as an lssue when thls study was lnitiated by the city; however, IAPD's tralning as it relates to civilaviation security was reviewed, and is included in this section. ln addition, crl presents suggested action items designed to enhance the overall security posture or tne airport with regard to training issues.

a. I-AWAPD Training for ISwAPD personnel is coordinated through the Training and Professional standards unit, which falls under the planning and Development section. The Tralning Unit is responsible for planning and scheduling of all training @urses for LAWApD personnel, for gqsgring all uniformed law enforcement personnelremain certified by Posr standards, and for maintaining al! training records for use during promotions, investlgations and audits.

lnitlally, IAWAPD personnel were stricfly identified as security officers; they were not Posr certffied peace officers and were not authorized to perform specific police-type functions. once the declsion was made to expand the Division's authority to include peace officer certiflcation, all qualified personnel attended a modified training academy at Rio Hondo which was designed to provide allthe training required to'bridge the gap'and bring a[ T-AWApD personnet up to Posr standards for peace officers in the state of califomia.

After completing the initial modified training academy, LAWAPD personnel attended lSPD's Police Academy for their training and certification. lt is not clear why lSwAPD personnel no tonger attend LAPD's academy; however, once LAPD's academy was no longer an option, personnel mostly attended the sheriff Department's basic

59 LA)( Untf,ed Command Study March 24.2005

academy. Cunently, the IAWAPD sends all itrs.new hires to the Rio Hondo Pollce Academy in Whlttier, Califomia.

Rio Hondo College is the regional training center for Los Angeles County and has been providing basic potice academy training to recruits from several pollce agencies for severalyearc. ln the state of Califomia, police academies must also be certified by pOST evory three years. Cunently, there are thirty-nine POST ceffied pollce academies operating in the state of Califomia. lncluding LAWApD, a total of fofi-three law enforcement agencies send their recruits to Rio Hondo for certification as a peace officer.

ln order to meet Posr certification requlrements for peace officer basic academy training, all police academies must provide the core reqqirements whlch add up to 664 hours of training in specific subJect areas - graduatlon from the Rio Hondo College police Academy requires 858 hours of training, surpassing the minlmum POST requirements.

Rlo Hondo also offerc re-certification programs for those perconnel who have had breaks in service of three or more years; several agencies, including l3PD, send personnel through this program to reacquire their certift cation.

Curentty, the ISWAPD has approximately 324 certified police officers; of the total number of officers, 261 completed the basic academy at Rio Hondo College. ln addition, 63 officers completed the basic academy at l3PD. Further, every IAWAPD individuat holding the rank of Sergeant completed his/lrer sergeant's tralning at IAPD, while those individuals holding the rank of Lieutenant attend training at Cal€tate Long Beach, as do many other agencies' lieutenant's, lncluding LAPD. TAWAPD personnel also attend an executive @urse in santa Rosa which is available to executive staff (including those holding the rank of Chief) and is attended by several agencies throughout the state.

The Training Unit ensures that all ISWAPD perconnel meet the Posr training requirements for continued peace officer certification. ln addition, some personnel receive additional training and have become POST certified instructors. Once again, the Training Unit ensures that all certified instructors attend and complete the proper training required for continued POST certification.

ln keeping with POST guidelines, the LAWAPD also has a Field Training Officer (ffO) program. Officers scheduled as FTO's must be certified by POST (personnel complete the FTO program at Rio

60 IAX Untfied Command Study March 24,2005

Hondo, attend the Patrol officers cource and complete civit Liabirity Training). FTO's provide supeMsion and trainlng during a new hire,s first six months. Although the FTO program is not a POST requirement, POST does have guidelines for departments to follow - LAWAPD is ln the process of updating their FTO program for submittalto POST.

ISWAPD personnel have attended various training sessions provided by the Orange County Sheriffs Department, as well as other local law enforcement agencies, such as the Anaheim police Department. !n addition, the ISWAPD utilizes a recognized private company for specific tralning. To ensure tactcaltralning is sufficient, the IAWAPD has requested to attend SWAT tralning presented by the l3 County Sheriffs Department.

Cunently, the Training Unit has initiated a "mlnimum training requirements' policy document, whlch will identiff required trainlng courses which would have to be completed by those obtaining rank, as well as those performing in speclallzed units (such as ESU) and those who are recognized as instructors. These minimum requirements would meet, and in most cases exceed, POST requirem ents/g uidel ines.

All training records are subJect to auditing by TSA and pOST personnel. To date there has been no issue related to fautty recordkeeping or issues of non-compliance related to any police perconnel performing law enforcement functions at [.AX.

Pre- and Post-Academy Tralnlng Prior to reporting to the academy at Rio Hondo College, prospective applicants must complete the ISWAPD's Pre-Academy training. The pre-academy, which is a six week program, is designed to prepare candidates for a career in airport law enforcement, as well as preparing them for the rigors of the academy. This program affords the LAWAPD the opportunity to weed out those candidates who are not suited for a career in law enforcement; it also provides candidates with a familiarity with the type of training and drilling to be expected at the academy. The pre-academy progjram has proven to be a tremendous tool for the IAWAPD; candidates that have completed the program have gone on to do very well at Rio Hondo.

The LAWAPD also has a Post-Academy training program that personnel must complete. The post-academy program is four weeks long, and is usually scheduled immediately upon completion of the basic academy at Rio Hondo College. The training program that fulfills thq requirements set forth in 832.1 Is always scheduled for the

61 LAX Unifred Command Study March 24,2005

firs! wegk of tho post-academy program. other areas of training post-academy 9u1ng_ this phase include orientation to the LAWApd iryluding Ground Transportafion Enforcement Unit, ACAMS, K-g: Airfield Patrol, Airfleld operations, enhanced range tralning inciuding shot gun, ballistic shields and force tactics, crowd/riot con-trol, repoi writing, DU|/vehicle stops, Mobile Fietd Force, tntermediate Action lapid Deployment (IARD) & Buitding search, weapons of Mass Destruction, baton tralning.

PC 832.1 Requlrements and Trainlng callfomia Penal code section gg2.1,states: Any airyort secufty officer, airport polireman, or airyort special officer, regutaiy employed and paid by a cfi, oounty, city and county, or aismct wno ls a peace officer shall have compreted a course oi training relative to airwrt security approved by the commission on peace officers sfandards and rraining. Any such atryortoffirer so emptoyed on the effective date of this section shall have completed ihe course of instructlon requlred by thts section by september 1, 1979. Any airport officer so employed after such effective date shalt haie ampleted the course of lnstruction within go days after such employment, Any officer who has nof safisfactoily completed such coutse within such prescibed time shall not coitinue io have the powers of a peace offlcer until they have safisfactofly completed such course".

LAWAPD personnel have developed a training progmm that exceeds these requirements; it is cunenfly presented is a +o-nour course of instruction. This program has been certified by posr and must be completed by all new h!1es upon completion of the basic academy at Rio Hondo college. LAWAPD lnstructors are recognized as experts in the field of civil aviation security, and as such, various agencies send personnel to l-{X to complete the strate-required gg2.l training to perform law enforcement duties at an airport. ln addition, Airpoi Division personnel have provided this same trainlng on a national level at various sites - these training sessions are coordinated by the Association of American Airport Executives (AAAE) and serve to promote the expertise in clvilaviation security that resides at LAWA. Counter-Terrorlsm Tralnlng The lSwAPD attended an l-ApD sponsored counter-tenorism training presented by John Miller of r.ApD. After compteting this course, the LAWAPD contacted DoJ to request additional counter- tenorism training. DoJ provided the tAWApD with both a DoJ- recognized counter-tenorism instructor and a grant to pay for his services. Mr. Jim Biesterfeld presented a twoday counter-tenorism course to LAWAPD personnel; attendance was mandatory. The

g2 LA)( Unified Command Study March 24,2005

@urse presented uniformed personnel with pre-terorism indicators, as well as response and mitigation instrustion. Attendance to thls coulse was open to surounding agencies, of which the Califomia Highway Patrol (CHP) and the 13 County Sheffis Department sent representratives.

Peace Offlcer Standards and Tralnlng (POST) The IAWAPD were accepted as a member agency by the Califomia commlssion on Peace officer standards and rraining in 19gg. The Commission on Peace Officer Standards and Tralning (pOST) was established by the Legislature in 1959 to set minimum selection and training standards for Califomia law enforcement. The POST organization, with more than 130 staff members, functions under the direction of an Executive Director appolnted by the Commission.

The Posr program is voluntary and lncentive-based.,participating agencies agree to abide by the standards established by pOST. The more than 600 agencies ln the Posr program are eliglble to recelve the Commission's services and benefits, such as job-related assessment tools, research into lmproved offtcer selection strandards, management counseling services, the development of new training courses, relmburcement for training, and quality leadership training programs. Posr also awards professionat certificates to recognize peace fficer achievement and proficiency.

At LAWAPD's request, POST conducted a comprehensive assessment to determine whether they met the requirements detailed in PC 830.1 to be recognized as a police department within th.at classification. POST perconnel spent approximately three months conducting their assessment, although the report has not been released. lt is important to note that CTI did speak to the individual assigned to complete the assessment, and although he could not share the report, he did state that it was his determination that IAWAPD personnel are well trained; in fact, he stated that they receive more training than do several other police departments, regardless of classification (830.33 vercus 830.1). I Professlonatstandards Professional standards is responsible for developing ail poricies and procedures for the ISWAPD, develops training bulletins, and occasionally participates in the development of directives issued by the Airport to tenants in response to TSA-issued Security Directives. ln addition, this office evaluates the affect new laws. have on cunent or upcoming policies and procedures, including Federal Law, such as the new Communicable Disease Policy.

63 IAX Untfred Command Study March 24,2006

The cunent approval process for proposed policy documents is through Command Staff, Patrol, Unlons, Traffic, and Security, also, all proposed policy documents must be reviewed by the City Attomey's ffice. The process for approval is stow but complete - while IAWAPD personnel review policy documents from an operdtional standpolnt, LAWA, reyiews ail policy documents from a llability standpoint.

lnltial development of policies and procedures was slow; however, the IAWAPD has made great strides in the past few yeafti with the development and/or modification of much needed policy documents. Cunently, lt appears that IAPD has stricter policles and procedures, for the most part. This office is using I-APD policy documents, as well as policy documents developed by other agencies, as guides and as a baseline when developlng new policies and procedures fon the I-AWAPD.

lnltlatlves ln Progress:

Manuals cunentlv beino modified: o Airport Manual o Employee Manual o Civilian Manual fl'raffic Control Officers who want to be sworn without golng through allthe required training)

Policies and Procedures cunenfly beinq revised and/or updated: o Fitness for Duty o Off Duty Anest o Officer lnvolved Sh6oting o Use of Force o Juvenile Handling and Detention o Detention (Dept. of Health Services and State Board of Conections) o Felony Stops o Ticketing of Vehicles o Death ln the Line of Duty o Self-Serving Directives (such as Bad Conduct Reporting and lnvestigation)

li Pistol Range Range personnel include two officers and one sergeant. The range consists of two sections: one section is equipped with five shooting lanes for standard course of fire for qualification; the second sectlon is utilized for one to two officers to conduct scenario training and is equipped with knockdown and moving

64 lA)( Unlfled Command Study Marcfi 24,2@5

targets that can be adJusted to create varied scenarlos. The range is also equipped with a 'shoot, no shoof scenario simulator (curently out of commlssion), a trainlng room, a weapons cleaning room, and staff office area. The range is certified for rifle and shotgun use, although the benefits for rifle training are limited due to the range length. Actuat distance qualification for the rifles is conducted at Rlo Hondo College.

Swom officerc are required to complete monthly range training. Bimonthly, the course of fire is the standard scored qualificafron course with the off months being utilized for scenario training deslgned to enhance offcer suMval techniques to inctude team entries, recovering downed officers in a hostile situation, and multiple and previously downed shooters.

Range lnstructors have completed Range Master Schools (attended by representatives from several agencies, including LAPD) taught by FBI lnstructors at Burbank. Additionalty, some staff has attended advanced instructor school at either NFIA or Rio Hondo college. lnstructors maintrain and utilize previous qualification records to individualize each officer,s training to strengthen his/her weakness. significant tools which instructor utilize in analyzing officers' shooting deficiencies are the taser sights which are equlpped to the majority of the officers, weapons (remaining weapons without laser sights are scheduled to be retrofitted). The laser sights allow the instructor to foflow the movement of the weapon at each shot, which allows the instructor to immediately address the shoote/s deficiencies; this helps to prevent the reinfsrcement of negative habits by taking conective action instead of allowing the officer to complete an entire cource of ftre before idenliffing the deficiency.

The range had previousty been used to assist local and federat jurlsdictions in meeting their range qualifications and was used fee of charge. Although use of the range increased dramatically, this practice was stopped due to the associated cost for.compliance with OSHA requirements. Curenfly, the I-AWAPD is working on a rate of charge for outside agencies that would compensate them for the increased cost associated with use of the range. Once the rate of charge has been set the range will again be authorized for use by outside agencies. No increase in IAWAPD range staff will be required; however, because of the proposed policy: if an agency with a large number of personnel request use of the range, it must be reserved for the day and that agency must prwide their own instructors; conversely, if an agency only has a small number of

65 LN( Unlf,ed Command Study Mardr 24, 2005

perconnel, they can be scheduld in combinaflon urith l_AWApD perconnel.

b. I.APD ISPD has long been recognized as a premier raw enforcement agency with expert instruction at every level, including the baslc academy and all continuing education; in fact, several taw enforcement agencies have attended varlous LAPD trainlng courses in an effort to upgrade thelr staffs pollce skills/knowtedge. Cunenfly, !h!g ghalng of infomation confinues as several agencies (includirig I*{WAPD) have personnel attend various LAPD @urses that are made available to outslde agencies such as supervisor and watch commande/s training; however, the basic academy. has not been accepting outside-agency personnel for some time. LApD has recently been approached by some of the sunounding agencies seeklng to establlsh agreements for their perconnet to attend LApD's baSic academy; these requests are curenfly belng reviewed.

The LAPD Training Division is responsibte for coordinating all training for IAPD personnel. The Training Divlsion includeJ two sections that were merged in January 200s. The Training Dlvision now includes all aspects of training lncluding the basic academy and in-seMce training. cunently, the Training Division doei not scfiedule any airport-specific training for l-ApD personnel.

Aviation-specific training for LAPD personnet assigned to the LAX substation consists of slDA training for lD badge issuance and AoA driver training; both training cources are administered by I-AWA personnel and are required by federal.regulation. ln addition, tApD personnel who sign up for the overtime checkpolnt screening deployment at I-AX must attend a four hour brock of instruction presented by lSwAPD personnel. This course is designed to familiarize L,APD personne! with LAX, its basic operations, Lnd the duties an officer is responsible for when staffing a cheokpoint; it does not provide in depth instruction regarding airport security procedures, philosophy or mission, nor does it meet the requirements set forth in PC 832.1.

LAPD personnel do not receive 832.1training nor do they attend any other similar training @urse. LAPD personnel do not conduct any training at l-AX, either for familiarization or for specific incidents. tn addition, there are no plans to pursue joint training opportunities with the IAWAPD. LAPD personnel do participate in the annuattabretop exercise at LAX.

66 l,AX Unlfred Command Study March 24,2005

2. Tralnlng lssues to be Addressed One of the objectlves of thls study was to evatuate the amount and tevel of trainlng recetued by LAWApD personnet and to determine if that trainlng is adequate to complete the mlssion of the Alrport Police. After a comprehensive evaluation of a[ aspects of training recefued by LAWApD perconnel, it was determined that IAWApD personnel receive as much, and in some cases more, training than other taw enforcement agencies, regardless of penal code classificaton. LAwApD perconnet are alt POST certified peace officers and as such ire able to perform duties as a police officer anywhere in the state of califomia, prwided they meet any additional site speclftc requlrements above and beyond those requlred by POST.

LAID perconnel are expgrfly tralned and are more than capable of performing duties as a peace officer in the state of califomia; however, |SPD perconnel have not received alrport-speclfic training, nor do they attend 832.1trainlng which provides a foundation for success as a polic6 officer at an alrport because it not only provides lnformation on ilotice functions landside, but it atso exposes officers to airside requirements, TSA's role, the air caniers role, and lD badging reguirements.

It is unclear as to what addltional requirements ljwApD personnet would have to complete if a fult merger were to occur; however, att indications suggest that personnel would be evaluated and a determination made with regard to suitability for lApD appointment. lf personnel are found suitable, then they would in all tikelihood be required to complete the established lateral prograrn (or a simitar program), which is__cunently in place to provide instruction to posr certmeci peace officers employed by other agencies that apply and are acceptbo uy l3PD. lt is unclear how long this progr€rm woutd be, how it would bil qffected by rank of personnel, and the time frame for completion once a determination were made. Regardless of merger possibilities, both agencies can benefit from additional tralning and improved coordination regarding haining subject areas, which in the end would enhance the overall security posture of the airport.

Follo'uring are action items that should be considered with regard to training:

a, LAWAPD Tralning Recommendaflons Pollce Academy - The LAWAPD should reconsider utilizing lApD for basic academy" training; although Rio Hondo provides expert training and meets all Posr requirements, LAWApD and l-ApD personnel frequently interact, from field officers to exbcutive tevel staff, this interaction would greatly benefit from a standardization of procedures and training between the two agencies. tn addition, the

a7 IAX Uniffed Command Study Marcfi 24,2A05

IAWAPD relies on-IAPD for speclfic response functions, including speciallzed unlts. Also, all bookings are reviewed by LApD and aii gnests are transported to IAPD facillties. Because of thls level of interaction, and since IAPD is the maln resource of speciatized response and also maintrains perconnel at the airport on a regular basis, it would only serve to promote a better coordination of efforts through improved communication lf art personnet involved in a situation, both routine and emergency, were tralned in the same manner, utilizlng the same technlques. This would attow a seamless transltion from initial response to responding LAPD support personnel to contrain and confol the situation.

Supervlsor and Speclallzed Tratnlng Curenfly, LAWAPD personnel do attend several couJ€es of instruction provtded by lApD instructors, @urses rarige from supervisor training to speliafized training, such as lA lnvestigations and the Detective! Baslc course. LAWAPD personnel receive additional faining fom other agencies, and have sought out specialized taining such as tactical trainlng. As with the basic academy, ln an effort to maintain strandardization between the two agencles wlth regard to police technlques and philosophy, the LAWAPD should seek to continue thls poticy of attending I-APD instruction courses for continuing education and specialized training. lt is important that there is a comfort level with regad to training *h9n LAPD response is requested for emergency situations; for example, any and all tactical training for members of the ISWAPD should be provided by LApD

Dispatcher Tralnlng - communication between the two agencies is extremely important, cunently; LAWA dispatcherc do not receive any training from IAPD. communications between ofificers from either agency occur via their respective dispatchers, although they reside in the same communications center - lApD psRs answer lApD calls for service and LAWA dispatchers answer LAWAPD calls with minimal, if any, interaction. Although LAWA dispatchers do not receive any LAPD instruction, they are required to answer LAPD calls during those hours when LAPD psRs are not on duty (after hours, weekends, holidays); although there have be-en no emergency incidents as of yet during these hours of operation (which could be considered an officer safety issue), it is important that IAWA dispatchers receive applicable l.,ApD dispatcher training to ensure familiarity with procedures and code, especially during those hours when they are supporting l-ApD calts and to piomote standardization between the two agencies.

Mlnimum Trainlng Requlrements - As mentioned previously, the Training unit has initiated a minimum training requirements

68 IAX Unlffed Command Study Marcfi 24,2005

document which includes training requrremenb for fietd perconnel, supervisory positons, speclallzed unlts (ESU, K-9, etc.) and other speclalized duties (FTo instructor, detective, etc.) with the goal of ryaking it LAWA policy and fully enforceabte by the Training Unit. crl recommends lSwA focus on this endeavor and fast-Gck its completion. ldentiffing minimum standards for IAWApD personnel would ensure that personnel receive proper training necessary to prepare them for the duties they are charged with. ln addiilon, thls would be another opportunlty to ensure that perconnet receive training comparable to 1APD perconnel, where appticable, as wettas the necessary speclalized training required to perform taw enforcement duffes at an airport.

Pollce standards and Pollcy - cunenfly, IAWApD standards are developed from a variety of sources, lncruding L,{pD established policy. IAPD promotes the use of their established standards by other agencies; IAWAPD should consider utirizrng r-{pDs standardi as a baseline when developing standards, with modifications as necessary with regard to an'airport environment. ln keeping with the standardization of police services where applicable, L,{WAPD should adopt lSPD's pursuit policy, use of force policy, etc. in order to ensure that IAPD's expertise in these areas are utilized to their fullest potential and to continue the effort of a seamless transition when LAPD support is requested. b. I-APD Tralnlng Recommendatlons 832.1 - As mentloned earller, LAPD personnel do not curenfly receive any airport-speciftc security training, other than the standard slDA and AoA driver training, which are not law enforcement specific, and the four hour block of instruction for those lndivlduals vol-unteering for the overtime posts at the screening checkpoints. 832.1training is an in-depth cource that provides detailed instruction regarding the seanrity program at LAX, law enforcement's role within that program, and training specific to airside and lD badging familiarization. Although the IrwApD do not rely on LAPD tor oaity support, LAPD personnel are on site because of the existing l.Ax substation. This training would greafly benefit lApD personnel asslgned to the substation in the same way LApD training would benefit LAWAPD perconnel - it promotes standardization and familiarity when iesponding to a call, either routine or emergency. c. Other Training lssues Alrport-speclfic Jolnt rralntng - LAWAPD and LAPD should pursue joint training opportunities to enforce standardization efforts and to speciff clear lines of delineation regarding agency rotes at the airport. Numerous opportunities for joint training operations exist

69 LAX Unlfied Command Study March 24,2005

between IAWAPD and LAPD perconnet asslgned to the LAx substation, as wellas on-slte training for lApD specialized units who would be called on to respond to emergency situations at the aiport.

counter-Terorlsm Tralnlng - Each agency has received speciftc terrorlsm-related training; |SPD has a criticar lncident Management Bureau which is dedicated to lntelligence and counter tenorism training for |SPD personnel. As menfloned eartier, this office provided a training session for LAWApD personnet on tenorism issues and IAWAPD received addiflonal terorism training -receivedfrom a DOJ recognized source. ln addition, each agency information regarding MANpADs after Septembei 11s. I.AX is recognized as one of the top tenorist targets in the country; as such it ls imperative that both Airport Dlvision personnet (as the police department responsible for l-AX security) and tApD (responsible for regponse and support) recelve as much training regarding this sybjgct matter as possible, especially the LAWApD. Both agencies should strive to send representratives to more tenorism-related @urses to enhance their expertise regarding tenorism pre-indicators and response technlques, lnitial investigaflons, and notifications.

Relatlonshlps with other Alrports - LAWAPD shoutd consider establishing relationships with other airports, specifically category X airports. There is value in increased communications witfr otirer airports; personnel should be exposed to operations, ldeas, and techniques utilized at other airports to enhance the LAWApD's overall knowledge regarding successful security procedures/operations and new promising technologies. Recommend that lSwAPD enter into agreements witn other airports where personnel can spend time ht other airports to observe their operations, tour their facilities, and examine the technology used for seculty (CCTV, intelligent video, perimeter intrusion, etc). ln addition, IAWAPD should consider identiffing staff that can gg{igipate in airport-specifrc law enforcement organizations (such as ALEAN); as well as AAAE and ACI conferences and/or training regarding security.

Tralnlng by other Agencles - While CTI is not opposed to IAWAPD requesting and receiving training from other agencies besides IAPD, the LAWAPD should consider keeping this practice to a minimum and utilize LAPD instruction as much as possible. A key eomponent to a successful working relationship between the two agencies is the knowledge that any incident or emergency situation is being addressed in the same manner, utilizing the same techniques and processing any scene based on the same philosophy, regardless'of the incident.

70 LN( Untfled Command Study March 24,2005

C. Tac,tlcal Capabilltles of Pollce Forces at t-AiX 1, LAWAPD All LAWAPD perconnel recelve lmmediate Acfion Rapid Deployment trainlng which provldes perconnel wlth the skifls necessary when responding to an active shooter. LAWAPD requires personnel to complete the training every two years via in-service training. As mentioned earlier in this report, lSwAPD recrutts must oomptete pre- and post- academy tralning; post-academy training includes lmmediate Action Rapid Deployment training which, along with the established in- service training, ensures that all lSwAPD personnel are trained and able to respond to an active shooter. The lmmediate Action Rapid Deployment faining was developed by the IAWApD; IAWAPD personnel with extensive sWAT and other tactical training created the training program and presented the materials to poST for ceffication. lSwAPD instructors provide TAWAPD members with the best pracflces and the latest techniques for dealing with an active shooter situatton; Posr certified the training program as meeting the standards and guidelines in Califomia.

ESU LAWAPD cunently has a tull-time unit with tactical taining; the Emergency services Unit (ESU). The ESU was developed so that the lSwAPD could deploy a rapid response team to emergency situations. The ESU is led by an IAWAPD sergeant and numbers 12 offcers; firearms caried on duty include MP4s, MPSs and urban patrol rifles. The ESU has a vehicle equipped with. necessary equipment which is available for its use. ESU perconnel provide coverage during each ElAl flight; in addition, ESU staff stands post at the ticket counters on a random basis.

As with any full time tactical unit, ESU personnel spend a considerabte amount of time training; in the case of the ESU, this training is in consideration of the airport enVironment in whlch they operate. ESU personnel receive tactical training. from two sources: the lA county sheriffs department provides swAT training and a private firm, National Trainlng concepts, lnc., provides a week-long basic course focusing on automatic weapons (MP4, MPs, AR-15). The training received from Nationalrraining concepts, lnc. is usually hosted by the Anaheim police Department and is attended by several police agencies.

The ESU is the successor of the Special Response Team (SRT). The SRT was first developed to ensure there was a unit with tactical training available for immediate emergency deployment at LAX. Although the LAWAPD understand and comply with established response protocols which identify LAPD as the lead agenry for large-scale and unusuar

71 LA)( Unlfied Command Study March 24,20W

sltuations, the IAWAPD declded that there was a need for an alrport- specific tactical unlt to provide additlonal response capabillties in support of an emergency sltuation.

It appearc that the sRTs training was not coordinated through the Training Unit; questions remain regarding the SRT's tralning program, instructor certification, ahd Posr compliance. The sRT was involved in two highly publiclzed incidents, the boarding of a singapore Airrines flight and a vehicle accident causing inJuries:

o Slngaoore Alrlines The events regarding the Slngapore flight are well known; an alarm was triggered while in-fllght whlch signaled a hiJacking, the pilot quickly acknowledged the alarm as a mistrake and the plane landed at l-AX. The SRT was deployed to the plane and the FBI and TSA were notified. The SRT obtained permlssion ftom the pilot to board the plane to ensure there was no emergency situation. Although this issue has been widely commented on by vadous indMduals, interviews with the FBI and TSA indicated their satisfaction with the response and actions of the SRT.

o Vehicle Accident The sRT was involved in a vehicle accident causing injuries whire attempting to assist a local police department in a vehlcle pursuit. Questions arose regarding the SRT's actions that day, speciffcalty, whether or not the SRT should have engaged in the pursuit and whether Joining the pursuit left the airport vulnerable due to their absence. The lnglewood Police Department conducted an investigation regarding the incident.

Both of these incidents called into question the SRT's training and response protocols, as well as the IAWAPD's policy regarding pursuits.

ESU oversight has been transfened to a different lieutenant aird field supeMsion has also been transfened to a different sergeant, neither of which was involved in either the singapore Airlines incident or the vehicle accident; also, the training is now better coordinated by the Training unit in an effort to ensure Posr cornpliance. As mentioned earlier, personnel receive tactical training utilizing automatic weapons and lmmediate Action Rapid Deployment training, both of which are POST certified. ln addition, ESU personnel receive long gun training; instructors attend rifle instructor's school, also presented by Nationar Training Concepts, lnc. and then provide the training to ESU perconnel. This training provides personnel with the necessary skills required to adequately respond to emergency situations utilizing long guns if

72 LAX Unlfred Command Study March 24,20W

neoassary. IAWAPD personnel maximize the use of this training - cunent plans include prcvidlng this tr:aining to pafolpersonnet. 2. IAPD The |SPD is nationally recognized for their tactical capabllities; LApD swAT is considered among the world leaders in expertise, fietd experience, and training. There is no question that lApD swAT is a tremendous asset to the airport and should be contacted immediatety when emergency incidents arise that require their.specificcapabilities. ln additon to the swAT team, LAPD has addlfional tactical capabillties. Thls level of expertise avallable from lrPD personnet is a valuabte commodity, IAPD SWAT are fully capable of responding to any emergency sifuation requiring an immediate response, and their seMcei must be utilized to ensure proper resolution of emergency situations. 3. Tactlcal Capabllltles - lssues To Be Addressed a. L-AwAPDRecommendatlons Esu - lt is ipparent that the continued operation of a tull-time tactical unit within the LAWAPD is a duplication of efforts since LAPD specialized units are alreddy available for rapid deployment upon .notification. LAPD has the experience, need and resources to support a full-time tactical unit, lSwAPD do not. LAWAPD should consider transforming the ESU ftom an identified tull-time tactical unit to specially trained response personnel. These officers would perform routine LAWAPD functions during normaloperations, as weil as specific high-risk operations such as the El Al flight detrails, but would also be available for initial response during ernergency situations. IAWAPD should have on staff at least 3 specially trained officers per shift. Personnel should receive tacticar faining from ISPD with the mandate that they assess the situation and respond accordingly, and relinquish operations to lApD SWAT with a tull debrief and fallback to support duties. b. LI\PD Recommendatlons Tabletop Exerclses - consider developing tabretop exercises with the I-APD swAT, focusing on emergency scenarios that would include the need for a swAT response. These training sessions should be coordinated by the LAWAPD's Tralning unit and coutd include situations such as hostage/banicade scenarios, active shooter scenarios, and tenorism scenarios. These airport-specific training sessions shoutd help to improve response, communications and operational cohesiveness between LAPD SWAT and the ISWAPD. ln addition, SWAT personnel should become more familiar with LAX operations and airport layout as these exercises

73 LA)( l,rntf,ed Command Study Marcfr 24,2@5

continue which could help during an actual emergency response sltuation.

Llve-Tralnlng at l.AlK - Consider utilizing the airport for SWAT livetraining exercises to lnitiate responding personnel to the airport's layout for familiarity. swAT response could be enhanced if perconnel are able to train on the airport and get acquainted with the roadways, terminal locations, and floorplans to ascertain if anything could affect their response efforts

D. Response Capabtlltles of Pollce Forces at l-AlX- Ffesponse Protocots The IAWAPD has grown throughout the years in number of officers and number of cMlian support staff; as such, the Division has evotved into a mostly self-sufficient law enforcement agency. Although LAWAPD must rely on IAPD for speclalized response resour@s, most police duties are performed by the LAWAPD.

Response protocols are extremely importantio ensure sifuations are handted efficiently with the highest regard for life safeg. lt is understood that LApD is 'the lead agency during various emergency and unusual incidents, and rightfully so - L,.{PD has the resour@s, experience, and personnet necessary to deplqy specially trained units/staff (swAT, EoD, hostage negotiator, etc) to specific emergency situations; however; both agencies must work togethei when addressing the issue of inoident command. Although the lead agency identified for the specific incident will ldentiff the incident commander, for both agencies to perform in a coordinated and timely effort, both agencies (as well as TSA representatives) should have representatives present at the incident command location untilthe incident is secure.

Due to their role as initial responder and because of their expertise regarding the airport's layout and operations, ISWAPD should be identified as the lead agency for establishing incident command; incident command shoutd be relinquished upon lead agency anival; however, as mentioned earlier, both agencies should be activb participants throughout the incident. 1. {988 Memorandum of Understandlng As established by the 1988 MOU between LAWA and LApD, the LAWAPD is responsible for: o Coordination of aviation -related interagency law enforcement planning; o Patrol of airport property and terminals in conjunction with the Department; o Vehicular and pedestrian traffic control and enforcement in the central terminalarea; o lnitiating, maintaining, securing and providing logistical support for emergency command posts and decision centers;

74 LAX Unlf,ed Command Study March 24, 2005

o Taxicab and ground transportation licenslng enforcement; and, . cdme prevention training and educaton for airport passengers, tenants and employees.

While the MOU is in dire need of updating, speclfically since it was written pre-9/11 and before TSA was created, it still serves as an example of the difference between the two agencies' mission statements whlch would largely remaln the same under a revlsed MOU - while LAPD is responsible for respondlng and supporting maJor and unusual incidents occuning at the airport, the ISWAPD are responsible for the dally security and law enforcement duties at LAX with specific responsibilities mandated by TSA.

The 1988 MOU specifies IAPD's responsibilitles as follorrvs: . Command responsibility for maJor unusual occurences; o Narcotics and Mce enforcement; o Organized crime activity; o Politically motivated criminal activity; o Labor dispute related criminal invesfigations and crime prevention; o Gang activity; . Traffic accident investigations (fatal, injury, city propefi involved and hit and run); o Hostage/kidnapsituations; o Bomb/explosive seeirches and disposal; and, o Detention of fugitives in transit.

Once again, while the MOU needs to be modified to reflect the expanding capabilities of the ISWAPD and the response requirements of each agency, it is evident that tIPD's role with regard to response protocol at the airport is geared toward supporting major incidents and providing specialized units, not the day to day security responsibilities mandated by TSA.

2. Response and Lead Agency Matrlx ln addition, the LAX-specific Response and Lead Agency Matrix was developed in 2004 that identified those specific agencies with response requirements to maJor incidents at tAX. This document established that the ISWAPD are charged with the initial response to any incident that would require a multi-agency response to control the situation and perform any subsequent investigations. The duties of the initial responding agency include responding to the scene and dealing with unfolding circumstances, establishing incident command, and coordinating with other responding agencies.

The events identified in the Matrix included hijackings, banicaded subjects, active shooter, hazardous devices, suspicious packages,

75 tA)( Unlfled Command Study March 24,2@5

aviation mishaps, and in-flight disturbances. Although IAWAPD personnel are trained to deal wlth situaflons as they happen, it must be understood that these are the types of specific incidents where speciallzed units from outslde agencies with specific training woutd be relied on. lt should be noted; however, that coordination with the lSwAPD is necessary throughout the response efforts to provide relevant airport information and to ensure that avlation operations are consldered during any su bseq uent lnvestigation. 3. Other Agencles while it is understood that the LAWAPD ls the first responder to any situation at the airport and |SPD is ldentfied as the lead agency for most major and unusual incidents, it must be noted that several federal agencies have perconnel stationed at the airport providlng a varlety of services specific to their mission, including TSA, FAA, FBl, lCE, and DEA. The FBI ls ldentified as the lead agency for hiJackings on the ground, with ISPD and ISWAPD support. The TSA is charged by federal mandate wfth the overall security of the airport; they ire th6 regulatorc and the airport is the regulated party, which is why the FSD and his staff must be notified of all emergency situations affecting the security of the airport and must be kept in the chain of communication when detemrining response affecting airport operations. Although the other federal agencies operating at the airport are not identified as lead agencies for incidents outside of their mission at the airport, they should be recognized as response support and, because of the fact that they have a presence at the airport, may be the initial responder to an incident by circumstrance. ln addition, ISWAPD or |SPD may be called upon to provide support to one of these agencies' in the event of an emergency situation. ln any case, communication with these agencies should be considered valuable to ensure their respectlve mission, capabilities, and locations are considered when determining response protocols at the airport.

4. Response Protocol lssues to be Addressed Re-wrlte the MOU - ISWA should consider revisiting the 1g8B MOU between lSwA and IAPD. The Mou should reflect todat's security paradigm and the IAWAPD's evolution into a tully capable law enforcement agency. The MOU should include clear lines of authority with respect to those services that are required from t.,{pD and those services that are provided by LAWAPD. Examples include follow-on investigations for incidents originating at the airport; tfre Rirport Division has Detectives curently performing these duties, these individuals have completed initial and subsequent training courses provided by LAPD and are curently actively conducting investigations. lt would be a.duplication of efforts to identiff LAPD as the lead agency for any investigations originating at LAX. The MOU should establish those special

76 L$( Unlf,ed Command Study March 24,2006

responsibilitles required from LAPD and identiff LAWepD as the agency responsible for all other incidenb.

Support from Other Agencles - LAWA should consider reaching out to all the law enforcement agencies performing duties at the airport ln an effort to idenfiff response capabilitles and coordinate response protocol in situations where they can be of assistrance. lt is understood that ' . asslstance fiom agencies other.than the FBI witl most likely @cur withln their areas of normal operations (most federal agencies operating at the airport have duties in the FIS area). E. Communlty Expectailons The scope of work for this prdect calls for a 'report on the communrty expectations as to the delivery of law enforcement and security services at LAX and whether the IAWAPD or the LAPD are best abte to deliver services that meet those expectations.' CTI examined the expectations of both the airport community and the communities sunounding the airport. The three groups examined were the airlines; off-airport community groups; and the three police departments of munlcipalities near the airport urtrich interface with the IAWA police. A fourth group is the federal law enforcement agencies who are the recipients of LAWA police and the LAPD.

Alr Carrlerc As part of the airline group, CTI intervlewed seven airlines (American, United, Alaska, Continental, Southwest, ElAl, and Korean Air.) CTI also interviewed the representative of LAX TEC, the organization which represents over 4s foreign air caniers at the Tom Bradley lnternational Terminal. The airline management staff stated that they were satisfied with the level and quatity of service provided by the ISWAPD.

The air caniers felt that the IAWAPD knew and understood the needs of the airport, the airport community, and the airport users. Various examples were pointed out. The evacuation of an airport if a very serious and chaotic thing, in almost all cases, it has serious financial consequences to the air camiers involved. while no police agency, airport police or municipal police at an airport, would intentionally disrupt the business and functional opdration of an airport, it is possible to do so when one does not understand the operation of the airport

As a case in point, ap;iroximately five years ago, a major airport shut down a terminal for several hours because of a security breach that occuned at a terminal exit pbint; due to the highly comptex flight hubbing systems cunentty used, the airline at that terminal cancelled 175 flights; the next day, that air canier cancelled another 125 flights.

77 LA)( Unlfled Command Sttrdy March 24,2005

The fact of life at airports is that closing down a tennlnal means that ptanes do not take off and slnce the terminal flight gates are full and the terminat is closed, planes cannot land, with a risk that planes may get "stiacked' ln the air, diverted to other alrports, or flights departing from other airports to l-AX cannot take off. Airports work on very tight schedules and are not configured to "park' planes, especially planes with passengers, at an airport that miy be shut down for hours.

tAwAPD are very aware of evacuation policies and procedures and the impact of such an incident on the airport and the air caniers. gimilarly, they are aware of the process of repopulating a tenninal (or the entle airport) ln i very organlzed process. For example, with aircraft landlng and taking off constantly, there is set number of persons (passenger and ernployees) at a terminal at a given time. A closure of a termlnal results in additional peopte who have anived at the Airport or anivlng passengerc who cannot transfer to a now cancelled flight. This means that repopulation of the termlnal can begin only with those persons whose flights.will be abte to depart first. Thus, the process can be long an arduous, especlally when one trakes into account the re-screening of passengers at the security checkpoints.

Another example of how LAWA officers handle calls with sensitivity to airport needs is the issue of unattended bags in the pubic areas. Because of the disruption caused by the evacuation of terminal areas due to suspicious bags, the ISWAPD have.developed specific protocols fcir determining if an unattended bag should be upgraded to the level of a suspicious bag. lt the bag is deemed to be suspicious, the bomb squad will be called. As the atrline managers pointed out, the LAWAPD have become very adept at handling these types of incidents and in calling in the bomb squad when the ownership of a bag or potential risk cannot be resolved. ln many cases, the LAWAPD offtcers will quietly station themselves in such a way that the public has to go around the area where an unattended bag is located until the issue is resolved or the bomb detection dogs anive and ascertrain the threat posed by the bag. Evacuation for every unattended bag would cause chaos to the business and functional operation of the Airport

The LAWA officers also know the schedules for the airlines and the various peak periods that occur at the Airport and at the respective terminats. They also know who belongs in an area and who does not; why you see more of certain types of passengers and meeterc and greeterc at certain times, due to arriving flights; and the vulnerabilities of the intemational passengers who are new to this country and could be taken advantage of.

Another concern brought up by the stakeholders was the fact that the LAWAPD officers were totally dedicated to the airport, both in terms of geography and in carrying out its security rnission. Promotion within the LAPD, transference to other areas, learning of non-airport police skilts, both

78 l-A)( Unlf,ed Command Study Marcfi 24,2005

operatonal and adminlstrative, are.not considerations for the ISWAPD and security omcerc.

Gommunlty Groups The community groups from the areas sunounding the Airport that were contacted included the westchester Neighborhood Council, chair of the Airport Relations committee (Robert Aokennan); rre LAX Area Advlsory Committee (Ray Hefner)i the Executive Director, Gateway l3X, who is atso the Chair of the Airport Relations for Westchester/Marina Del Ray Chamber of Commerce (Laurie Hughes).

The community Groups stated the followlng: They were very satisfied with the cunent services proMded by the IAWA police, including the level of service provided to area airport-relatqd buslnesses and the ability of the ISWAPD to respond to thelr needs and concems. They also felt that security at LAX required a police dedicated solely to the airport and not to the needs of the city at large. They spoke highly of the ISPD and its capabilities. However, they felt that a police organization as large as the liPD and with as many areas that they had to @ver, may not be able to provide the type and level of seryice that the LAWAPD can provide, and ls providing to the airport community and businesses. On the issue of whether or not to have a merger of the two agencles, they felt strongly that there should not be a merger.

AdJacent Pollce Departments The surounding jurisdictions whose personnel interface with the LAWAPD include lnglewood, Manhattan Beach, and El Segundo. The Department chiefs stated that their respecti-ve relationships with the IAWAPD were positive; that the agencies cooperated when necessary; and that they interfaced with the IAWA on various committees and groups regarding training, intelligence sharing, and general coordination on law enforcement issues.

Federal Law Enforcement Agencles The Federal Law Enforcement agencies whose senior staff members were also interviewed regarding the level of service that they receive or observe from the IAWA police and the IAPD include the FBl, Customs Border Protection, U.S. Secret Service, and the Transportation Security Agency. These agencies, which chose not to discuss the issue of a merger or unified command, instead commented on the level of service that they receive tom the LAWA police. Based on their experience and interface with the agency, they felt that the LAWAPD were very competent and that provided tne pvll and quality of service that they were expected to provide. The agencies also mentioned that they did not have any issues or problems regarding their respective ongoing relationships with the IAWA police or the LAPD officers stationed at the Airport. The U.S. Secret Service was very praising of the

79 LA)( Untfled Command Strdy March 24,2M

Dignitary Protecton Detail wlth whlch it interfaces atmost daity. The USSS stated that the Detall was v6ry responsive on all requests for support, anticipated govemment needs, and were very professionalin theirjobs. F. MTA Merger As historical reference, cTl analped the merger between the Metropolitan Transit Authorig Police and the IAPD. cTl conducted inteMews with various personnel involved ln the merger, and several documents were reviewed.

MTA made a decision to discontinue their police operations (includlng most of the security department) and contrac.t those services out. The police services were divided between the l3 County Sheffis Department and the I-APD under a formal contract for services. The tasking of duties was split in a 60/40 percentage agreement - I-APD was contracted for 607o of the police services, concentrating on MTA activity within the city of Los Angeles, while the Sheriffs Department was contracted tor 4oo/o of the police serylces, concentrating on MTA activlty outside the l.A city timits.

ln order to accomplish this transitlon ftom a proprietary MTA potice Departnent to contract services, it was decided that a hansitlon team be formed with the task of providing a phasing plan for the takeover of services. The transition team was made up of sherifFs Department perconnel, LAPD perconnel and a representative of the MTA as the contracting authority. These team members developed a transition plan that dealt with legat, labor, and operational issues. As problems were identified, they were documented and resolved when possible or held for adJudication if necessary.

MTA had a police forqe of approximately 70 swom police officers; the transition plan included Job security for the officers by givlng them the opportuni$ to become memberc of either the SherifFs Departrnent or |SPD once they completed the requisite screening process. ln the end, approximately 30o/o of the MTA officers that attempted to gain employment with the LAPD were denied, and approximately 1oo/o of the officers that attempted to gain employment with the Sheffis Department were denied.

IAPD's plan of operation for the MTA contract included providing a lower number of total officers assigned to the contract, so the shortage of officers from the MTA ranks did not affect officer deployment for the contract. [3PD's plan included the use of more security offtcers (non-swom personnel), which also kept costs down. The sheriffs Department had to make similar adjustments in their ratio of sworn officers to security officers to meet the budget demands of the MTA.

It was reported that the MTA was beset with customer complaints regarding the lack of visible police officers, as well as other complaints by both MTA

80 LA)( Untfied Command Study Mar$ 24,2W

staff and customerc stemmlng from the changeover ln pollce servi@s, mostty involvlng associated security seMces previously considered standard operating procedures under the MTA's proprietary police force. For example, it was policy under the MTA's proprietary police force to respond to bus breakdowns in high-crime areas to provide a law enforcement presence as a visual detenent, it was reported that I,{PD officerc were not inclined to respond to non-police calls for servlce. Another lssue discussed was the marking of vehicles identiffing them as being on the MTA detait. The vehicles were eveRtually marked with a large number that could be seen from the rear; however, customers were required to be famillar with the number to be able to identiff MTA-asslgned vehicles as there were no other markings to distlnguish those vehicles ftorn any others in l3pD's fleet.

At the end of the initial contract, the MTA decided to award the new mntract to one entity. The Sheriffs Department and I-APD had to make adjustrnents to the ratio of swom police officers versus non-swom security officers performing specffic duties for the MTA in order to bid on the contract. The MTA set specffic budget requirements and services required for the proposals, which the LAPD could not meet. The department, as a finaloffer, agreed to match the budget requlrement by subsidizing the MTA contract by two million dollars. The MTA opted to contract with the sheffis Department for all police services involving MTA operations.

Based on interviews conducted by cTl, a number of theories developed as to the reason the MTA contract was awarded to the sheriffs Department and not l3PD, each reason differed depending on the individual interviewed. Non-active or retired |SPD staff who were interviewed, echoed the other non-[APD perconnel interviewed - that the main issues were based on customer service and cost of business. Cunent LAPD straff interviewed, on the other hand, felt that the MTA was not willlng to pay for the level of service I*{PD provides. Another theory dealt with the transition plan itself; the leamlng curve for customer service was dfficult for LAPD, suggestions included that if the merger were to be done over again, there would be a concerted effort to keep existing MTA personnel on the contract until I.APD personnel were fully established and able to provide the services desired by the customer, including policing, non-policing, associated security and customer service duties.

G. Unifled Command Raising unified command as an issue and as a reason for merging the LAPD and the ISWAPD services at LAX has resulted in the inference that there is a lack of planning, preparedness, or established protocols for responding to the myriad of situations that occur at the Airport. This is not the case. Federally mandated response protocols and procedures for security, disasters are in place. They have been modified and enhanced over time utilizing best practices and lessons leamed from previous incidents at other

81 tAX Untfled Command Study March 24,2006,

airports throughout the world. The emergency response plans must be developed by the Airport acording to TSNFAA guidelines and must be ultimately approved by these federal agencies before the Alrport can be certified to operate. The Airport, air caniers, and other tenants such as cargo and charter airlines are required to have and update these plans.

C-Tl evaluated the LAX Airport Emergency Plan (AEP) as approved by the FM, which was found to.be cunent and feaslble. Command and Control is addressed in the plan. Responsibilities and lines of authortty are set out in the plan. lf all responding agencies were to famillarize themselves with the plan and follow it, there would be litfle or no questlons relating to Unity of Command

The TSA and the FAA require table top simulated exercises for disaster and security emergencies, each year,. and full-scale simulated disaster exerclses and security exercises every three yearc. All these exercises, which are monitored and evaluated by the federal agencies, involve all the federal taw enforcement agencies, police agencies, air caniers, and other stakeholders at the Airport.

As stated elsewhere in this report, unified command as the reason for the merger of the two agencies, in the opinion of the Study Team and the Peer Review Group, ls not a compelling reason. Cunently, there is no unified command for the City of Los Angeles in regards to the Port of Los Angeles Police and the Metropolitan Transit Authority Police, which had been merged with the LAPD for five years, but whose services ane now being proMded by Los Angeles Sheriffs Office. ln addition, there is the issue of two other I.AWA airports, Ontario and Palmdale, which will still require the existence and utilization of the 1AWAPD Division, even if there is a merger. lt should be pointed out that the uniformity rcgarding policy and procedures and the presence of the IAWAPD at allfour IAWA alrports, LAX, Ontario, Van Nuys, and Palmdale, constitutes a unified command.

Unified command can be deftned as the process for placing command and control under one specific person or entity. The major problem is that the incident command process in a major incident involving various agencies is a very dynamic process. lt changes according to the point in the time of the event. ln other words, as the incldent progrosses, changes in location, or evolves into different types or levels of threat, the lead agency in the incident command system may change. As a further complicating factor, in a given incident, the FBI may utilize the services of the I-APD SWAT temporarily, pending the arival of its own tacticaltearn. Thus the FBI may yield authority for tactical deployment decisions to the t.A SWAT while maintaining command of the overall incident, including the decision to use force.

82 LA)( Unifted Comrnand Study Marcfi 24,2005

For example, if a hifacked alrcraft is still in tte alr, the TSA ls in charge of the incident. lf and when it lands, the FBI becomes the tead agency. lf the plane crashes or bomb explodes while on the ground, the- Flre Depariment becomes the lead agency, assuming security risks have been resolvbo. After all inJured have been removed and the dangerbf fire is'etiminated, the FBI may resume @mmand if it was a bomblng. or if the plane crashed, the NationalTransportation Safety Board is then in charge.

Potential clashes in regards to unffied command, or the old oncept of T/ho's in charge here?" pertain more to misunderstandlng betrreen the AirporursA and the IAPD, than between the L,AWA police and the lApD. ln almost all cases, the LAWA police have yielded command of a situation they have encountered to the [.APD when 13 Police have either anived on th6 scene or when its officerc, regardless of rank, have stated they are ln charge of the incident.

Disagreements with the TSA or other Federal agencies stems primarily from misunderstanding of the roles of such agencles as the TSA or the Customs Border Protection agency, which controls the sensitive Federal tnspection s9rylces (Fls) area, where persons entering this country are processed. !-{PD officers working at the passenger screening checkpolnt may betieve that they are in charge o[the screening checkpoint, but that may be ftre only to a certain point. The TSA, since they control the X-ray and other screening equipment may deem an area safe and order that the checkpoint be opened.

Similarly, the FIS areas is a Federally controtled area and although the lApD and even the I-AWAPD could demand control during some critical situations, LAWA or even the I-APD officers cannot enter the area to meet acquaintances or family members. Potential attitudes that the Airport is part of Los Angeles and that the LAPD can go where it wants to would noi be valid. lndeed, before lSwA management goes into the Fls area, they call the CBP and requesUadvise the CBP of accessing the area.

The legal aspect of who is in charge of what area in the Airport can be researched and debated for a long time, and the issue may still not.be rbsolved with a definitive answer. This legal resolution is not the issue; the real issue is that all parties need to have a clear understanding of the roles (sometimes, changing roles) of all agencies, organizations, and businesses at the Airport and of the need for collaboration in resolving crises.

Response Matrix lssues It should also be noted that under the cunent airport emergency plan, which has to be approved by the FAA as a condition for the Airport to be certified to operate, the LAPD is the sole lead agency in only one type of emergency incident in the plan: suspicious bags. The TSA, FBl, and Fire Department are the respective lead agencies in the other emergencies. lncidentalty,

83 l3X Untfled Command Study Marcfi 24,20Os

IAWAPD personnel typically respond to unattended bags, whtch after algtys!9 according-P orotool, may or may not beJudged to bie suspicious, at which time the IAPD takes over the incident.

ln the experience of CTl, the maJor emergencies are easier to resolve than other types of incidents that may shut down all of part of an airport. A municipal police department, whose sote mission is not focused on the airyort, may interpret an incident differently than the airport pollce or tne federal agencies a! the airport. The federal agencies, airport police, and the air caniers have deatt with certain types of iicidents reieat6Oty over time, and have developed protocols for dealing with them. Theie protools seek to eliminate or minlmize- security and safety risks white insuring the qulckest recovery of airport and airline operation possible.

Airports cannot effectively operate with the shutting down of airports, termlnals, and concourses because there may be some doubt as to'whai actlon to take in given situations. Responding igencies must be wettversed on the solutions or possible solutlons for different types of incidents. They also have to insure through tabletop and futl scale ilhutated exerclses that all stakeholderc and the various law enforcement agencies understand the role each and every agency in the emergency response process has. tt is also important to understand that the lead agency mly yield incident command if it feets that another agency has a greater ahouni oi resources or expertise in a given situation.

Many incidents that would ordinarily.be considered minor infractions, such as a person entering a sterile area through the exit lane; a bag that is removed from the X-ray screening lane prior to conclusive assessmeit of the contents; or an unauthorized individual on the airfield, can result in the ctosing of areas of the airport..Police officers not familiar with airport operations an[ who are trying t9 apply procedures sotutions that are used on the city streets ,"y not see other options that are more conducive of quick recovery of airport operations.

An example of a successful unified command imptementation is the case of the recent train derailment in Glendale. six agencies; responded to the incident Glendale Fire Department, Glendale police Departnent, Los Angeles Fire Department, l*ApD, Los Angeles sheriffs Department, and the NationalTransportation Safety Board. They allworked togeiher, with the Fire D_epartment taking carg of the injured, pollce taking care-of the investigation after it was determined that it was caused by an individual who left a v6hicle on the tracks, and the NTSB investigating the train wreck itself. tn sum, several agencies were involved in a typically complex event with minimai issu.es regarding unified command. There is no reason why airport incidents can't be run as efficiently.

u l-A)( Unlf,d Command Str.rdy Marcfi 24,20W

one of the issues that would affect the concept of an LApD unified command is that of Ontario and Palmdale alrports. These two airports are part of the IAWA airport system. At present, lAwApD does have a unified command lnasmuch as its officerc are stationed at allfour IAWA airports. This includes Van Nuys Airport, whlch is a GeneralAvration (GA) airport and as such does not fall under the TSA regulation requlring the presence of taw enforcement to support a security program, since GA airports are not required to have a ggcurity ,program, although LAWAPD does asstgn officers to the airport. These officers share the same policies and procedures and answer to the same chain of command within the IAWAPD and are ultimately accountable to LAWA management. A full merger woutd not address the issue of a unified command as it applles to these two alrports. ln case of.an emergency or major incident, the LAWA potice, TSA, FBl, and the loca! police and-fire departments of the two respective cities woutd have the responsibility for responding.

under the cunent concept of a unified command at the Airport, when the TSA needs to make changes to the Airport security program, they go to one souroe, the LAX Airport security coordinator (ASC). The ASC then makes the changes or goes to LAWA management if addltional resources and/or monies are needed to accompllsh the task. The TSA is satisfied that with one phone call, the AirporulAWA will respond to the request and make the chalges quickly and efficiently. lt is anticipated that with the IAPD in charge, the IAPD force would not only have to go to IAWA management before thLy Gan commit and expend additional I-AWA resources monies, but would ab6 have to crjordinate with the IAPD executive straff to commit added personnel and other resources.

Moreover, in the event of a merger and the subcontracting of certain cunent IAWAPD oper:ations by the LAPD (such as lD badging operations, traffic enforcement, airfield enforcement, and perimeter gate security, the TSA is concemed that it will have to go to other agencies such as the Generat lgrvi-ces or the City Department of Transportation regarding security issues. This is not to say that the |SPD would subcontract these operations to other agencles, but in the event that subcontracting was done, certain probtems in unified command, from the TSA perspective, woutd arise.

ln essence, the issue of a unified command at an airport today, is a very tenuous matter in all aspects. lt is a finety balanced process and program that has been established over a long period of time. Again, the r6ason is that lines of authority arnong federal agencies and between federat agencies and local or airport law enforcement agencies are not always cleir. The events of 9/11 resulted in certain readjustmentrs with the subsequent addition of the Transportation Security Administration and Department of Homeland security into the proeess and the assumption of greater authority by the federalgovernment in security and safety matters.

85 l-A)( Untf,ed Command Study March 24,2W

lssues Regardlng Unlfled Command On July 4, 2002, there was an incident at the El Al Airline ticket counter where a male shot and kitled two percons and wounded others. During the incident, a security agent assigned to El Al Airlines shot and kiiled'the perpetrator. There were two I-AWA officers in the immediate area. one on the same floor level and close to the location of the incident and the other was at the upper level but close by wlth a vtew of the incident. There was a U.s. customs officer who was passing by the lncident at the time of occurence. The incident was over ln approximately ten seconds. The IAWAPD responded ln less than 30 seconds.

It is important to establish the fact that the incident muld not have been prevented; especlally if the shooter was suicidal. The termtnats are public places physlcally 3nd it is impossible to adequately search all persons in the terminal prior to the passenger screening checkpoint. The LRWRpo, which is acknowledged by the TSA as the law enforcement agency at irX, are trained in the use of firearms including handguns, and in some cases, long weapons including automatic weapons. They qualiff in the use of fireamri once a month and have thelr own firing r:ange at the Airport.

Today, the LAWAPD provide a team of officers who have been trained especiallyfor this type of incident and who possess the necessary equipment to respond to incidents and to, hopefully, deter most percons from atiempting such an incident. Thls team also provides additionatsecurity measures wtrici need not be described in this report. Because of the type and ftequency of this security operatrbn, this security measure is tabor intensive and'LAWA is able to provide the necessary staffing.

The Slngapore Alrllne lncldent ln the case of the Singapore Airline incident, without being explicit about Federal agency and police operations, it can be mentionedlnat'an aircraft which had just landed was diverted to a particular tocation of the Airport. The aircraft had accidentally indicated that there may be a possibte hijicking or other emergency on board. since tactical teams were still enroutg a t-.dwe tactical team recoived permission from a feder:at agency to provide containment at the location of the waiting aircraft. The tactical t6am was then agked by the crew of the aircraft to enter the ptane and assess the situation, which it did. After the incident was deemed to be a non-risk situation, the plane was allowed to go to a gate for unloading of passengerc.

There were two primary @ncerns. one is whether the LAWA team did follow IAPD protocol. Associated with this is the fact that the IAWA team had not had adequate level of training, or the equipment, to perform as a full-service tactical team. The second concem is that the trWA team did not receive specific permission from the federal agency to board the aircraft. on the plus

86 LA)( Unified Command Stu

slde, the LAWA team was able to set up a containment capability. secondly, they would have been on hand had the incldent tumed into an aiflve shooter situation, as occuned at the columbine High school shooting and bombint. Discussion with FBI officials reveated that these eoncems have bee--n addressed by the responsible agencies.

According to the federal agency, communications issues have been addressed and resolved. Regarding SWAT protocots, it is importrant for the two agencies, LAWAPD and the r-{pD swAT, to work out lsiues regarding the lSwA tactical can and cannot do, shoutd or should not do. rnJ r-npo SWAT should also asslst in the trainlng of the IAWA tactical team to enabte it to support the IAPD tacticalteam, especialty as it relates to contrainment of a situaffon or response to active shooter situations.

There was another incident in which the LAWAPD incuned criticism on the manner the incident was handled. The incldent occuned when a flashlight battery exploded at a passenger screening checkpoint at the same time tfiat a person bypassed another screening checkpoint accessing a sterite area through an exit lane. There were concems that the events riere connected, that one or both might be-diversionary actions. The events were found by the TSA to be unrelated and did not constitute a tenorist threat. The terminals remained shutdown until all concems were resolved.

During the incident, both the IAWApD and the LApD set up their own command posts. This has been cited as a criticism, unjustifiably. Every agency and air canier affected by the incident and who has resourcei involved in the incident has to deal with their own internal responsibilities. lf all these agencies handled their intemat processes at one, com.bined command post, it w-oyld soon be very chaotic. lnstead the command post of thelead agency, in this case the LAPD, should have a representative of each of the key agencies involved, as well as one representative for the airlines who report back on the anticipated time frame of opening the terminal.

ln another incident, a terminal was shut down because it was considered a crime scene, even though the incident was cteared by the TSA as a non- criminal or tenorist act. The LAWAPD was not tnvolved in that incident. ln sum, different lncidenls generate different opportunitles for ambiguous unified command situations.

summarizing our findings regarding the unity of comrnand and command and Controlissues we find the following:

Because of Unity of Command issues arising fom certain incidents at l-AX, the major entities got together before this study was commissioned and worked out a matrix of incident responsibilities. As the matrix ctearly shows, there are numerous entities who may respond to a major incident at the

87 LA)( Unlfied Command Study Mar& 24,2006

airport. lf they follow this matrix and the AEP referenced earller, the unity of command issues during incldents should be slgniffcanfly diminlshed.

Again, it is important to note that during the interviews with top tApD m€nagement, no one at the Police Department questioned the conipetency of the IAWAPD. lnstead, it was expressed that the I-{WAPD wai competent, but that the Airport needed a full service police department so that unified command would be enhanced.

1 Study Approach to Organlzatlonal Models As part of the study, crl was asked to recommend an organizational model best suited to a unified command fcirthe airport. crt'was also lnitially asked to develop an implementation plan for the recommended model; however, it was later requested that crl refrain from developlng an associated implementation plan until the City Council decided which optlon it would select. At that point, cfl could recommend an implementation plan for the selected option.

The study of the various organizational models was done to ascertain how other airports oJ similar size and threat are structured to determine its applicability in this situation. Based on its experience and knowtedge of airports, including Category X airports sucfr as LAX, anO benc{rmarking of some airports, crl identified the various types of organizational models that could be applied to LAX.

The process of benchmarking other airports is very usefut in determinlng how other similar airports are structured, how well these structures work, and how these law eirforcement agencies provide or are provided with specialized support units such as bomb disposal units and tactical squads. lt also allows for the identification of best practices regarding organizational structuring and even on consolidaflon of agencies and units that may be problematic. The cTl Team is familiar with the law enforcement agencies at the category X Airports and the source of specialized units.

ln regard to the benchmarking process, crlwas able to provide firsthand information on structure and the support of specialized units at many of the category X (and category l) airports based on the fact that cTl has worked at many of these airports (16 of 21 category X airports and an additional 60 plus airports). crl is also famlliar with the operation of many of these airports because of previous benchmarking efforts, slte visits on behalf of other category X airport clients, and personat knowledge of respective airport security coordinators, security directors, and key management staff from these airports. ln addition, cTl made efforts in support of this study to contract specific airports and veriff organizational information.

88 tAX Unlf,ed Command Study March 24,20o5

2. Organlzaflonal Models Consldered wfth regard to this study, there are onty two baslc modets that apply at an alrport, although there are many variltlons wlthin these basic r,iilfr. The base models are as fottows: Model I -_Airport staffs its own a]roort police separate trom the city, cgunty, or state Police. There are two @mmon rahamn, utilizeo winl'n this basic moderwith regard to managing an drporr;'*,-'it#,6ril"" o Airport police m_anage the entire prc,gram, including providing the Airport Security Coordinator (ASC).

o Airport operations or a simirar divisron manages the security program . by provtding.the 4sc, preparing the Airport Eecuritv pr"#il (AtCi, managing the communications center, and otlrer 6r"ments 6i security. The police are the responding, tnvesttgating ;i n; airport security program only.. "* Some of the airport owned police departnents are self sufficient, even when it comes to.bomb disposat, bdmb detecfion canines, or ticticai response units, although this level of independence is unique. alrports, Aiil;i the airport owned police will be ser sumcient except ror sJme reliance on extemar units such as tacticat support and exprosire oispos"r units, which are usuafly provided under rirbmoranouni of ,gr";i"ni (MOA) with a localpolice entity.

Benchmarked airports that operate under Model 1 include: o Reagan National o Dulles lntemational o Dallas-Fort Worth lntemationat o Newark lntemational o John F. Kennedy lnternationat o La Guardia r Seattle-Tacomalnternational o Detroit Metropolitan Wayne County Model 2 - Airport contracts police services from the locat police entity, i.e. city, county, or state police.

within this model, airport retains fu[ control over the security program. .the That is, the airport provides the ASC, prepares the ASp, manages the communications center, manages the badging section, and is responsible for any other erement of iecurity. The police contracted are the responding, investigating arm of the airport ,""urity program only.

89 LAX Unifled Command Study Mard 24,20ts

Benchmarked airports that operate under Model2 lnclude: o Mlaml lntematlonal o Baltlmore-Washlngton lntemationat o San Francisco tntemational o Denver lnternational o Phoenix Sky Harbor o Houston Airport System (Bush, Hobby)

It ls accurate to say that most airports have kept the type of police organizational strncture that they were respectively bom with. ln'other w-ords, if they started with airport potice, they kept-that model. lf it was ci$, county or state contracted police, they kepi those modets. some changes were made, of cource, to enhance iheir operations. one crranle that has occuned for all airports is that after sigriificant securlty ever.ri.i have occuned, the -securig, non-porice aspect or tne total sedurrynaw enforcement has changed, was increased and it eventuaily be6ame much greater and more prominent than the law enforcement mission.

For example, the mandated apptication of access controt systems and programs, after a mqjol hijacking, brought about increas-ed security personne! respond to alarms and security breaches. Mandatei programs -to for airfield challenge of persons, reguiatory enforcement, and training of all airport employees increased selurity officer stamng. rne bombing of the Munah Buiflding in oktahoma iity by a truck bomb brought about enhanced curbside traffic enforcemeni ani conesponoin! staffing. Finally, the g/11 events resutted in increased startng ioi perimeter control and inspections, terminat patrol, airfield enforceireni, lD- badging requirements, access contror door alarm response, and vehicle inspections under certain threat conditions. lt is common for non- sworn security personnel to outnumber the swom police officers.

These factors are important to the application of modets because of the juxtaposing of types and numberc of personnet and the criticatity or tne security and police mission, ln terms of rsA mandated issues, that has occured over time,-.but principally since g/11. lt is atso important because of the inability of the taw enforcement forces, ror a vaiiety ot reasons, to overcee or perform these duties.

The LAWAPD and its security sub-units number approximately g00 perconnel. The sworn officers number approximately 324. Thus, even within the Airport police force, security personnel outnumber'r*orn police officers. The number of l-ApD officers assigned to the LAX substation is 64, which includes all ranks.

The Two.TIer or "Umbrella,' Model

90 l3)( Unlfied Command Shrdy March 24,200E,

The one model that has not been seen by cfl staff or the rnembers of the Peer Review Group and other professionats contacted, is that of the ttrto-tiered model recenfly. brought up by the chief Legishtve enarvsi s ofiic9 !cLA). cTl was a9k9d by the ctA to took at th-e opflon ot nivint the IAPD take over the IAWA police in its entirety, leaving it very;r;[ as it is, and perfonning the same duties, but with the ptacement of a high level commander and, presupgbly, other commanders and, perhais, gve! supervisors, in charge of the Airport police. cTl staff usei lne *6rci "perhaps" because, again, it has not seen this model anywhere, and it ii not sure to what extent, the l-{pD could, or shoutd, itar ne [AwA organization with its staff.

For example, having no experrence in the operation of the security portion of the overall police misslon, would the i_rqpo commit command and supervision to this part of the operation? shoutd, or coutd, I-AWA supervisors in these. security secfions eventually be reptaceo oi repo supervisors? The chain of command, communlcauons and r6porting channels to lSwA management on a day to day basis, and lines o:f authority and accountabitity for a workable model are unclear.

A major @ncern with this organizational modet is that it does not enhance the security posture of the Airport. The same resources of the |SPD cunently provide will be avaitable under this model along witrr ne :am9 level of performance of the lAWApD. Furthermore, the t-awnpo has improved as a !?y enforcement agency over the past few yearc, but especially since 9/11. The IAWAPD officers, especially n6 younger joined police 9fncery who the Airport to be law enfoicemerit omodrs, m?y leave for other police departments.

3. Organlzatlonal Modet Selected crl recommends that there be no merger of the lAwApD and the LApD and that the cunent organizational structure be maintained, with a few re@mmended changes to the organizational structure and some of the sections.

There are a number of reasons why IAWApD should not merge with the LAPD. Many of these reasons have been enumerated and d6scribed in this report. some of these reasons focus on the capabilities of the I-AWAPD, but others focus on the existing coltaborative retationship that has been established at l.,AX by other key ageniies such as the LAPD, TsA, FBl, LA Fire Department, customs Border protection, and others. The following are some of the most substantive reasons why there should not be a merger.

o There is no compelling reason from a security or unified command perspective for having a merger, in whote or part. Nor does a two tier

91 LAX Unlfid Command Study March 24,2W

police organizafion, as suggested by the clA offtce, enhan@ the federal mandato to provide an airport-security program.

a LAWAPD cunently meets or exceeds the Federat mandate requlred or category X airports, and it proMdes the service level requlrio oy the airport stakeholders. The Admtnistrator of the transilortafion securlg Administration announced that in hls oplnion me'securitv program at LAX is second to none.

The LAWAPD has one of the targest airport police and security departments in the country. They provlde the largest number of terminal patrol officers, traffic enforcsrnent officers, lD badging program personnel, and bomb detection dog teams than that orin! other airport in the u.s. The roadway and terminal patrol and th6 canln_e coverage are even more formidable with the participation and contribution of the LAPD officers.

a Because of the off-airport properties that are owned by LAWA, the IAWAPD has also- developed urban patrot capability. rney rrave developed a crime investigation capability and work closety witn ne IAPD investigators assigned to the LApD substation.

a The LAWAPD has been lauded and commended and presented with awards by the TSA, FBl, LAPD, and airtines, including high threat airlines such as El . Al, for their competendy, service, accomplishments, an! gxgmplary operatons. rn6 reoeral security Director (FSD) indicated that in his opinion, the lAWAno were very competent, responsive in complying with requirements or requests for segyrity program changes and enhancements, and cooperative in addressing security @ncems.

a The LAWAPD is totally dedicated to the Airport. lt cannot be called out to other parts of the city or county because of wide scate emergencies such as riots, major shootings, and earthquakes, all of which have occuned in'the past. This is important because there could be a time when the LApD, if assigned as the airport police entity, would see a need to move airport resources off th6 airport to dealwith an emergency somewhere etse. in the city.

a The IAWAPD is the official rsA recognized taw enforcement organization (LEo) of the Airport; its chief is the designated Airport security coordinator, the officiar contact between an airport and the TSA; and it represents the Airport at all meeting of the Airport Law Enforcement Association Network (ALEAN), _ whose membership includes the offtcial law enforcement agencies at the countqy's largest airports.

92 IAX Unified Command Study March 24,20Vs o The IAWAPD has attained a sound level of proflciency-to in canying out the mission of. riry9rl sgcurity and in responding the ,r,wi.g mandates of the federal govemment, prwioing - while importan-t services to the buslness operaflons of the Airport. Their knowledge of Federal regulations, seo.rrlty needs, and the needs of the airport @mmunity not only in day to day service needs, but also in . preventing or minimlzing disruptions caused by closure of termlnats and evacuation of facllities, has been pointed out by the tenants as an important reason for not merging them with lApD:

o The LAWAPD has a strong relationship with the TSA based on its knowledge of the security mission, federat mandates and needs, and 3 U$ory of collaboration with the TSA This is not to say that tne LAPD ca'nnot develop that type of relationship; it certainly &n, and it already has in many instrances. But an enhanced l*ApD iorce at IAX will need time to develop an TAWApD-TSA tevel of relationshlp, be lpine! in airport security, and become famitiar witn tne airpori and the whole aviation environment. The rApD, every officer assigned to the Airport, and commanders at a[ revels, even if not assigned to the Airport, will need time to define and understand the misiion of the alrport and the mission of its security forces, and gain the experience that can be acquired only by working at LAX. Rdoitionally, if one believes that there is a high possibitity of a tenorist attack against and within this country, then now is not the time to disrupt the o[eration of the airport police by merging them with an outside agency.

o A merger will create a certaln degree of disruption of the cunent levet and quality of service. Depending on the type of merger attempted, a certain percentrage of the cunent staff will be tost either due'to tire fact that the LAPD cannot take certain individuals or that a certain number will leave and seek employment elsewhere. Morale has apparently already been affected by discussion and pubticity regarding the potential merger.

o !1om_a costing-perspeclive, using ail the cost models analyzed by crl, cl-A, and cAo and the proposed modet by lApD, indi;te thai for cost savings to the airport and the city, the crt recommended structure of a non-merger is the best option.

o ln regards to training, the lrwApD exceeds the califomia potice officer standards and rraining (posr) requirements. Alt IAWAPD officers have received the state mandated, certified training for Airport Police officers. The LAWApD is the sote agency-have at l-AX,inicn has received this mandated training. Att supervisors received Posr required supervisory training, and tieutenants and captains have received leadership training.

93 LN( Unlfred Command Study March 24,2005

o The TAWAPD are certified by posr to train alrport pollce officers ln califomia and they conduct regular training 'ab6programs at LA)( for these agencies. tAWApD personnet are trainers on a nationwide basis. They conduct training for the American Associaffon of Alrport Executives' (AAAE) Airport Law Enforcement rrainlng Programs, which are attended by TSA security personnet and potid officers, supervisors, and cohmanders, from agencies and departments throughout the U.S. o ln the area of need for a unifted command at tA[ it is crt's determination'that a unified command already exists. tnstances of sound collaborbflon between I-AWAPD and IAPD, as well as between these two agencies and Federar agencies at the Airport, vastly outnumber any incidents where coordination concems mignt have arisen. lndeed, federally mandated response protocots Jnd procedures for security and disastens are in ptace. They have beqn modified and enhanced over time utilizing best practces and lessons leamed ftom previous incidents at other airports throughout the world. Emergency response plans have been devetoped, and are constanily reviewed, by the Airport in accordance with rsA/FAA guidelines and requirements. The Airport, alr caniers, and cargo caniers are also required to have and to regularly update these plans.

o ln regards to the expectations of the airport communlty and its assessment of I-AWAPD service, all commentrary has been positive. seven of the largest air caniers and the representiativ6 of all intemational airlines stated that they were satisfied with the level and quality of service fom I-AWAPD and they had good communication with the LAWAPD management.

o The community groups fom surrounding Jurisdictions indicated that they were pleased with the service ftom, and their positive interface with, the LAWAPD to the point that they prefened that the IAWApD not be merged with the IAPD. The police departments from communities adjacent to the Airport also indicated that their interface with the LAWAPD was positive and that they had no lssues or problems with the Airport Police.

o while the LAWAPD does not have a tull-swAT capabitity such as the LAPD has, the Airport Police have developed a tactical capability which will allow it to respond quickty to serious incidents at the Airport with appropriate weapons, contain incidents in anticipation of the anival of the LAPD swAT, and respond rapidly in cases where a hostage taker begins shooting hostages as occurred at columbine High school. All officers have been trained in lmmediate Action, Rapid Deployment in order to respond to active shooter situations.

94 LA)( Unlfied Command Study Marcft 24,20o5

. Response protocots to emergencies and other major incldents have been updated and are curenfly in place. Table top exerctses, in conjunction with the lApD, TSA, FBl, and other organizations are held frequently to devetop and reinforce these response protocols and procedures. All these agencies also participate in iimulated ..exercises such..as the operation Nlght Hawk exercise and they train in the standardlzed Emergency Management system (sEMs), which incorporates the use of the lncrdent command System'(lcs), and the very similar National tncident Management sysiem 0.rirrasi'thrt th; fgdera!govemment is mandating for u.s. alrp6rts, which b based on the lCS.

. Response protocots include designaflon of the lead agencies tn every type ol major emergency as wett as idenfiffing ine' rote of th6 secondary agencies. The Airport Emergency Han (AEp) a required document that must be approved by the FAA, ls atso in ptac6 ano designates the roles of each of the key law enforcement ind pubtic safety agencies at LA)(

o ln regard to the abilities of the law enforcement agenctes at the Airport to respond_to major rncidents, again, the respbnse protocots plan and the 4i,port Emergency speciff the lead and' support agencies for each emergency. The key federat agencies are the'tsA and the FBl. other federal agencies do not have substantive rotes in that process, but as law enforcement entities, they do participate in tabletop and simulated exercises and can provide staff ahd resources if called upon. lome federal agencies at the Airport atso possers, part of their off-airport enforcement programs and responsibilities"s varying degrees of tactical capability.

Recommendatlons On The Exisilng Model As mentioned earlier, it is cI's re@mmendation that the organizationat model cunently in place remain, with several reasons alieady tisted above. ln keeping with the mandate to ensure the highest levels of security at l-AX, crl provides the following recommendations to the existing organizational model:

l-AwAPD Representation at a Hrgher Levet - crl recommends that the.lSwAPD be represent6d at the Deputy Executive Director tevel, with direct reporting to the chief , operating officer (coo). This level of representration will ensure that the security mission remains at a high level of service and would help to further establish the department aJa firsJ rate organization by providing decision making authority to those with a law enforcement background. ln addition, this tevel of representation provides partner law enforcement agencies with the assurance that communication with agency representatives is at a high level with no need to meet further with additional personnel with decisi5n

95 t-A)( Unified Cdmmand Study March 24,2005

making authority. .lt further hetps to ensure that mmmunicaflons are r9ut9d through one source to help miugate miscoinmuntcation, dupllcation of efforts, and unnecessary and cosfly oporationat venfures or programs. with this levelof representation in place, the ljwApD can revisit such issues as Joint trainlng, Mou's and MoAb and further establish response protocols, including response by LApD regardinj specialized unlts, such as SWAT and EOD. (See Appindix A).

Malntaln overslght of canlne operaflons - tAWApD should maintrain overslght of at least half of alt TSA-certified canine operations at lAX. c-anine oversight should remain under the supervlsion of an l-AWApD Lieutenant or higher pqking offtcer, to ensure tirat the airport is provided with the hlghest level of service ln terms of coverage. ln addifl6n, whlte TSA requires that canine units be on-slte at least g0% of the time in older to qualiff for relmburcement funds, IAWAPD canine units are onsite 100% of the time, therefore, if lApD units are requlred to respondto incidents outside the alrport, coverage is stilt availible via uewRpo- managed canine units.

Re-focus the ESU's Mlsslon - As mentioned earlier in this Report, it is crl's re@mmendation that the liwApD abandon its 'unit'at desire tohaintain a full-scale tactical the airport. Although we agree that the IAWAPD shoutd have personnet with tacticat trai-ning, inctioing Ginila on-.automatic weapons and tong guns, malntaining i nrrscale tactcdi ynlt dges not appear as a pracflcable operation. mFo swAT is experUi trained to respond to emergency situations requiring a tacticat capioittty and are notified immediately under cunent piotocols. ln order for th6 ESU to be effective, the unit would have to staff additional personnel to meet proper coverage requlrements to justiff-dfficult a full time unlt. Additionally, while lAx ts a high-threat target, tt ls to justiff a full time tactical unit when those officers could be used in other ireai. cI does recommend that additionat personnet receive tacticaltraining with j -trained containment mission so that IAWAPD can staff tacticaily personnel dulrng ev.ery shiftto provide tactical capabilities should they be necessary prior to the arrival of lApD swAT, at whlch point the situition would be tumed over and a support rote taken.

4. Crltlcal lssues to Conslder Regardlng a Merger Although a full or partial merger is not recommended in this Report, should a merger be decided on by L'AWA and city, cTl stresses that a specific issues be addressed before a merger cari tat

96 tA)( Untfled Command'Study Mardr 24,2005

the existing model may no longer work. The best way, and perhaps, the only way, to prevent thls is to lnsurc that contracts, MoU's,'and MdA's, have addressed all detiails, no matter how tnconsequential they may seem, before the merger takes place. The appropriate quote isi -rn6 best way to prevent a mlsunderctandrng is to have an understandlng." .

The following are lssues that should be resotved before a merger takes place: . Negotiate all labor contracts with all units merged or othenrise affected by the merger. o Determine how IAWAPD officers, supervisors, and command staff will be absorbed lnto the LAPD. o Determine how salary and benefits such as vacation, holidays, sick leave, and pension differentials will be resolved. o Determine how vacation and sick leave accruatwifl be handled. o Determine if the IAWAPD would be under the consent decree in case of a merger, in whole or part. o Dbtermine how agency liability insurance will be handted. 'Address r different labor related issues such as staffing squad cars with one or two officer unttrs or the span of control for sufervisors. . Agreements on keeping officers on campus. o Chain of oommand to be followed on various types of issues. o Authority of the Executive Director on police matters. o Authority of the Board of Aviation Directors. o Authority of the Police Commission on Airport Affairs. o Accountability of the IAPD for all costs of their operation. o Monitoring of assignments and work activity by LAWA management. o Presentation of a proposed budget for airport and airline review. o Accountability of-fines and penalfles assessed by TSA for security breaches and violations. . Placement and operation of lD badging operations within merged structure. o Placement of traffic enforcement units: curbside enforcement, com mercial vehicle enforcement. . Deployment and placement of Dignitary protection unit, Bomb Detection Canine teams, bomb specialists, o Tenure of assignment of tApD officers, supervisors, and commanders at the Airport. o Policv on transfer of promoted officers. o Program for prevention of diversion of funds. . Updating of MAA's and MOU's with LAWA and TSA. . Cross training of both agencies. . Any subcontracting of ISWAPD and security functions. o Control of public safety grants from TSA and others. o Weapons transfers, training, and costs.

97 l-A)( Unlfied Command Study March 24,2W5

o Vehicle transfer, purchase, and malntenan@. o Dispatch of security officers to airporUairfield ca[s. o Reportlng requirements to LAWA management, Board of AMation Commissionerc. o Overtinie and compensatory time. o Useof PD1, PD2,or pD3attheAirport. o Facilities for use by IAPD - would they require new facitities. v COST ANALYSIS As p-art oj the study, CTI was tasked to conduct a cost benefit analysis of having overlapping municipal law enforcement agencies at LAX. This task was furthei expanded after discussions with City Council members and members of the Board of Alrport Commissioners when CTI was asked to detennine the cost of a merger based on the I-,APD modeUplan for a full rnerger and contrast lt to the cost of a CTI recommended model. CTI's re@mmended modelwas to be babed on its_findings of a stydy !o develop an organizatlon and imptementration plan for a unified command of police services between the lAWAFDand the lApD.

As outlined in the preceding sections of the report, the model that CTI finds to best meet the security mission of IAX is a existing structural model with some variations. This recommended model is more cost effective for the Airport, but it does have some ne@mmendations that witl result ln slight increased coits. Some of these costs can be recovered by reducing the number of lApD perconnel assigred to the airports. A number of these officers are not billed to the airport at this time, allowing them to be re-allocated to other police districts to help ieii"re the.severe shortage of ISPD officers that the City is experiencing at this time. tn addition, a number of patrol officers, as welt as idministrative stitr, tnat no* t9t91or !V the airport can also be realtocated to further reduce the shortage"re of IAPD officers.

The added cost to the City for the realtocation of IAPD officers to City services, and who are curentlV qraig f9l Uy the Airport, appearc to be tess costtyihan hiring new police applicants. This hking of new officdr! invotves training ani other start up costs and probationary periods when they may not be as reidily deployable. ln- sum, the Ci$ would receive experienced officers back on the stieet,'since all LAPD police officers assigned to the airport are, at a minimum, potice officer 2 levels and not the police officer 1 tevels of new recruitrs.

As stated in the report, a critical need for effective liaison between the tApD and the IAWAPD will always be required. This is true of alt aspects of the [ApD and LAWAPD relationship at LAX, from basic training to coordination of specialized [.APD assets that are still required at the Airport. These assets include the IAPD's specialized and highly trained swAT and the Department's bomb disposal teams. Other units that the LAPD cunentty provides to the Airport include detectives, motorcycle traffic officers, and, on occasion, short and medium term surge capabilities of IAPD officers. An obvious support function of

98 l3X Unlfied Command Study Marcfi 24,2W

the IAPD is that of providing LAPD officers that staff the screening cfreckpoints at the airyort. These officers work on an overtime basis and ard paid tiy the Airport.

A very successful area of liaison between the two police departments is that of the intelligence unit and the sharing of information. This typ6 of collaboration is extremely useful and cost efiective and provides the key interaction between the two departments.

The additional I-AWA costs identified by CTI that will result even if there ls no morger, are thoseJor a higher level of law enforcement and Security presence at the airport, pulrlic in the [91n of a newly created position of Dlrector of Safety, to oversee all the LAWA law enforcemenUsecurity needs for its four alrports, as wett for standardizing the security posture of the alryorts. ln the past, smaller airports such as Van Nuys and Palmdale received little or no securlty attention Oi ne TSA and homeland security. As the seanrity for the maJor airiorts tighteni, the . smaller airports become more of a target for the tenoristC and thek vuinerabllities need to be addressed. This greater atterttlon and atlocaton of resources and security measures will result in additional costs to LAWA.

other increases in staff for LAWA, under'the non-merger model, include personnel that can work with the LAPD in scheduling, and inidentiffing areas of overlap and areas where cost effectiveness can be attained. fnis itaf can atso address special needs for equipment, training; including combined drilts, intended to enhance LAPD support effectiveness. An example of success of this type of cost efficiency collaboration involved meeting the equipment needs of the LA|D bomb squad that supports the Airport, The Alrport puichased specialized explosive contrainment vessels, specialized robotrs, and other equipment needed by the bomb squad for use at LAX.

During discussions with the City's various oversight groups, a request was made of CTI to provide costs for a two-tiered modelwhere the LAWA ilolice would be placed under the I-{PD command structure dsing existing UWe salaries and gity iob descriptlons, leaving the LAWA Police units in place, but not taking the IAWA Police officers into the IAPD as swom officers, supervisors, or command personnel. CTI does not recommend this model and betieves that it willcause a number of serious problems, as mentioned in this Report. The different cost permutations associated with this type of trakeover are extremely numerous to even quantifu. Thus, CTI has had to use the same speculafuve personnel reductions it has used for a merger such as the one in the original plan as outlined by LAPD staff. The costs for these models are: ggg,3Z6,AgO'for the existing model; $93,527,278 for the two-tiered modet, 911g,440,510 for the originally proposed model (using LAPD salaries), and 9gg,662,350 for the CTI proposed model.

99 l-N( Unlfied Command Study Marcfi 24, 2005

For costlng purposes, cTl has developed four modets. one is a model of the airport police costs as they exist at the present time.

The second is the'two-tiered model where the IAWA pollce woutd be placed under the LAPD command structure using existing IAWA sataries anO city;oU descriptions. lt shows the costs to LAWA, with the addition of costs for hiring the IAPD take over th9 Van Nuys airport law enforcement and security functioni as welt. This leaves the Ontario and Palmdale airports to be servic6d through continued LAWA police and security. The costs for the two-tered model have been contrasted to those of the present model.

Table I Cost Model I-AWA Salaries- LA)( & VNY $ 40,266,959 |SWA Salarles - l-N( $ 2,869,674 $ (37,397284) Totallndirects $ 30,312,966 Totallndirects $ 2,160,290 $ (28,152,676) Direcils $ 6,156,500 Dlrects $ 2,561,816 $ (3,59[,954) SubtotalI-AWA $ 76,736,424 SubtotalLAWA $ 7,591,510 $ (69,144,914) LAPD Salarles - Lfi)( $ 5,010,210 IAPD Salarles - LAJ( & VNY $ 41,395,061 $ 36,374,850 Totrallndirects $ 6,629,862 Totallndirects $ 4,5W,707 $ 37,920,945 Directs $- Dheds $- $- SubtotalI-APD $ 11,640,072 SubtotalLAPD $ 85,935,709 $ 74,295,696 ,781

flg mit9!s the original LAPD modelas underctood fiom meetings and interviews with I-APD staff and described in proposed plan a developed previously by-This the IAPD and recently updated by the LAPD under Chief Braiton's signatuie. model is the same as the two-tiered model, except that LAPD police sataries are used. The costs for the LAPD model have been contrasted to those of the present model.

Table 2 Cost - IAPD Model Dlfference LAWA Salaries - LA)( & \/NY $ 40,266,959 IAWA Salaries - LA)( $ 2,869,674 $ (37,397,284) Totallndirec.ts $ 30,312,966 Totallndlrects $ 2,160,290 $ (28,152,676) Directs $ 6,156,500 Dlrec{s $ 2,561,546 $ (3,591,954) SubtotalIAWA $ 76,736,424 SubtotalIAWA $ 7,591,510 $ (69,144,914) IAPD Sataries - l-A)( $ 5,010,210 LAPD Salarles - tAX & VNy $ 51,312,222 $ 46,302,012 Totallndlrbcts $ 6,629,962 Totallndirects $ 59,536,777 $ 52,906,915 Direds $ Dlrects $- $- SubtotalISPD $ 11 ,640,072 Subtotal[APD $110,849,000 $ 99,209,927 TOTAL TOTAL 1 13

The fourth is the CTI recommended model. lt reflects additional costs for recommended personnel additions made in this report. The costs for the CTI model have been contrasted to those of the present model.

100 t-A)( Unlfied Command Study March 24,2005

Table 3

LAWA Salaries - LA)( & VNY 40,266,959 $ LAWA Salarles - LA)( $ 40,416,959 $ 150,000 Totallndhects 30,312,966 $ Totallndireots 30,425,996 $ 112,920 Dlrects 6,156,500 $ Dlrects 6,179,434 $ 22,9U SubtotalIAWA 76,736,424 $ Subtotal|.AWA 77,022,279 $ 285,881 IAPD Salaries - LAX 5,010,210 $ IAPD Salarles - t-A)( & VNy 5,010,210 $ Totallndlrects $ 6,629,962 Totallndirec,ts 6,629,962 s Dlr€cts s- Dlrects $ SubtotalLAPD $ 11,64Q,072 SubtotralLAPD 11 ,6/]0,072 $

As can be seen in.the preceding tables, the costs are significanfly higher in the LAPD model. The breakout of the costs ls shown in Appendix B.

Assumptions have been made and are outlined ln the Appendix B. tn these cost calculations, crl has used the higher, or upper end, saliry costs for personnel in the LAWA figures and thg mean, or actual, costs ln lApb satary nju-res. tnus, the benefit of the doubt is given to the l3PD. ln addttion, CTI has aiiumeO many efficlencies of personnel that may not come to pass in a merger, which may be speculative since we do not know the worktoad ievet of existin-g LAPD personnet ln some cases. These efficiencies coutd occur because uFo and I-{WApD have duplicative positions. Depending on added worktoad, these positions may be eliminated at lAX. Examples include the hiring staff, training sffi aOOitional clerical staff, and additional internal affairs staff.

There has been mention.of possible efficiencies of cost in the purcfrasing of everything from cars to risk management insurance. ln looking at these poisible costs and reviewing how other airports and cities naw reached these efficiencies, it is CTI's belief that they can be reatized in either case, ,eijer or no merger. City wide purchases oJ equipment and services for different Ctti entities are realized in most cities. tt was brought out that ISPD has, as llsutts ot studies and tests, determined that specific models of cars and tires nave froven to be more cost effective and safer and that this ls a cost efficlency tnat wdulO Ue realized if the two departments merged. However, this type of iirformation can and should be available to all City Departments to promote cost efficiency and/or safety.

Lastly, there are benefits, such as reflrement, that differ between the two departments. The costs for merging these types of benefits have been oufliried in different reportp in the past; with great differences in the numbers. Some of t!es9 varying numbers were reported by the same City office. CTI can point to the fact that in past mergers in Catifomia and other States, the initially iOentmeO, pre merger costs have rarely been accurate and that not all parties and etements within_each merged enti$ are ever pleased with the outcome. In the 1990s, New York City merged a number of police departments, but to this day there are costs

101 L$( Unlf,ed Command Study March 24,2005

still belng determined, including ptans to fund different legacy penston plans tn the fufure at the City's expense.

Analysis of the MTA merger shows that dlsparate plans can be worked through and costs estimated that will only be accurate if personnet use the sp"cuf.t"O paths to retirement ouflined in the estimate. lf the decision to merge ii going to be based on such costs as retirement costs, these cosJs need to 5e neiotiateO with all the City and labor bargaining entlffes lnvolved. CTI betieves 6ai ir a merger was decided upon, the costs of normalizlng-ln the penslon ptans and other benefits would not be the determinlng factor. fait, the ligal costs-ano associated costs of developing detailed merger plans be a more Jignificant cost factor, since these one-time costs cannot Oe elCrapotated over tirie. The MTA merger plans for staff alone were over $10 million dottars for a merg"r of l""s than half the airport police staff and none of the TSA/FAA complexitieslnvolved. vt. SUMMARY OF RECOMMENDATIONS

. There should not be a merger of the IAWAPD and the lApD; the cunent organizational structure should be maintained with the variations re@mmended in section lv.G.3. organizationat Model seteded.

o The LAWAPD.. shoutd be represented within the IAWA management organization at theDeputy Executive Director level, with direct reportin! tb the IAWA Executive Director. This individuat should be a Direclor oipuotic Safety and should have responsibitity for police/security services for alt four LAWA airports.

o The unffied command lYstem should be strengthened ln the areas of policies, training, tabletop and iimulation exercises, clariffing rotes, anO'strenithening leadership at l-AX. This unified commanO enhancement program sfiould be structured and planned with progress documented and reportel quarterly.

o LAWAPD should maintain oversight of at least half of all TSA-certified canine operations at l-AX. Canine oversight should remain under the supeMsion of a LAWAPD Lieutenant or higher rank, to ensure the highest level of iervice and coverage.

o The LAWAPD should abandon its effort to maintain a full-scale SWAT unit at the airport and rely on the LAPD SWAT to respond to emergency situations requiring tull tactical capabitity.

o LAWAPD should develop the emergency services unit (ESU) to: o Develop and maintain the tacticalcapability to supp6rt ttr6 swRr; o Continue servicing high threat air caniers; and o Successfully respond to certain types of emergencies including active shooter incidents

102 LA)( Unifred Command Study March 24,2@5

a TAWAPD should reconsider utilizlng IAPD for baslc academy training and should seek to continue the pollcy of attendtng LAPD lnstucti6n cours'es for continuing education and specialized tr:ainlng.

o LAWAPD and IAPD should pursue joint training opportunities to enforce standardization efforts and to specrff clear linei oi'delineation retarOing agency roles at the airport.

a LAWAPD and IAPD should strive to send representratives to mor6 tenorism- related @urses to enhance their expgrtise regarding tenorism pre-lndl.aioo and response techniques, initial invesfigations, and notmcations.'

a ISWAPD should limit the amount of training received from other agencies for training that can be provided by LApD and utitize l-ApD as much aipossible.

o IAWAPD dispatcherc should receive appticable |SPD dispatcher trainlng to ensure familiarity with procedures and code..

a The ISWAPD Training Unit has initiated a training requirements document whlch includes trainlng requirements for fietd personnel, ,rp"rrirorv positions, specialized units (ESU, K-9, etc.) and other specialized outies (Fro instructor, detective, etc.) goal 'fully with the of making it policy-making ano enforceable by the Training unit - IAWAPD should focus on the document official policy and fast-track its comptetion.

o LAPD should attend }32.1training given by the LAWAPD.

I*AWAPD should aqgp.t lApD's pursuit policy, use of force policy, etc. in order to ensure that lSPD's expertise in these areas are utitized io their fullest potential and to continue the effort of a seamless transition when LlApD support is requested.

a IAWAPD and LAPD should develop tabletop exercises with the LAPD swAT, focusing on emergency scenarios that woulo include the need for a swAT respons€.

o LAWA shoutd consider revisiting the 19gg MoU between IAWA and lApD to reflect today's security paradigm and the LAWApD's evolution into a nrriy capable law enforcement agency.

a LAWAPD should consider reaching out to all the law enforcement agencies performing duties at the airport in an effort to identiff response cap6bnities and coordinate response protocol in situations w-here'they can be of assistance.

a LAPD should utilize the airport for SWAT livetraining exercises to initiate responding personnel to the airport's layout for famitiarity.

103 LA)( Untfied Command Study March 24,2@5

' IAWAPD should consider establishing relationships with other airport police agencies, specifically at Category X airports.

104 xlpued Los Angeles lnternational (LAX) Unified Command CTI Proposed Recommendation IIWA Executive Director

Dir.ector r a I t I t a r I I I t a I I I I I r I I I I I t I I i I I I l a a I Prrblic I l a a I I la tt LAPD Ghief of Police

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OFFICE OF THE CHIEF OF AIRFORT FISCAL SUPFORT UNIT POUCE

Chlef Spedat Ofilcer tt 1 Sr. Managemerd Analyct I 1 Prlncipal S@d Manag€m€ntAnalyst ll 2 Ofter 1 Senlor S@al Offcer 1 SECURITY CREDEIITTAL Accountlng Clerk ll 1 SECTIOT{ Seoetary 1 Sr. Managornent Anallrst ll Senlor Clerk Typlst 1 Sr. ManagementAnalytt

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Totsl NEw Positlon Authorities (effecffve Juty 1, 2004) = 69 (5 Sr. Spedal Offlcors. 40 Spedal Otrcar m.9. 20 Off,cers,4 Sr. Clork Typlste) S€crrlty lranagorEntAnalyBt lt 1 ManagonentAnalyet MA I Poeldon Upgrade b MA I Effec, Dec,2004 I 1 Managomern Asohilant Note: Alrport Potlce's 30 sub"authorltt6 (2s€pedal oficer (PSS); 1 tll l-pr Clk and 4 scT (sec. Cred.)) are not lndud€d ln 8r. Clerk TypH totals. I 1 ClertTyplst 1 LAX AIRPORT POLICE DlvtSION Oqantzatlon Chan 200&2005 - Authorlzed Poslflons # January 11, 2005 Los AngelesWorU Abpoftt Chlel Speclal Ofncor ll J

FIELD TRAFFIC SERVICES SECTION PI.ANNII{G & DEVELOPUENT SECTION Chlef Speclal Offcor I 1 Chief Spoclal Officer I 1 Chlef Speclal Ofllcer I 1 Prlnclpal Speclal Ofioer 1 Managemsnt Aselstant 1 Managomont Asol8tant 1 Sr. Spoolal Omcer 1 Sr. Clerk Typlst 1 Sr. Clert Typlst 1

TRAFFIC CONTROL UNIT UNIT Prlndpal Comm. Operator Senlor Comm. Operator tl (1) Prlnclpal Speclal Offr cer 1 comm. opelatrr lll Senlor Speclal Offlcer 3 Clerk Typlst 1 Pdnclpal Spec 6fflcer 1 Spsclal O,ffloer lll 4 Princlpal Securl| Ofllcer 2 (n€w) 1 RECORDS UNIT Senior Securlty O,fflcer 17 1 Prlnclpal Clerlt 1 Securlty Ofncsr 14? Asslstant 2 Sonlor Clerk Typlst 2 Clerk Typlst I Pletol Range Clert 1

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I}IVESTIGATIONS UNIT Management Anatlrst ll 1 Prlnclpal Speclal Ofllcer 't Stookeeper (2) 1 Senlor Speclal Offfcer 2 Prlnclpal Speclal Oftlirr 1 Tool Room Wofter t (3) 3 Spoclal Otncor lll Senlor Sp€clal Ofllcor 3 Clerk Typlet 1 Speclal Officer llt 3 Loat & Found Sr. Clerk Typlst 1 Seqrrlty Ofrcor 2

VEHICLE IUPOUND UNIT Prlnclpal Spedal Offcor HUMAN RESOURCES LIAISON UIIIT Canlne Detall Clork Sr. Typlst 1 Sr. Spechl Ofllcer 2 Managemont Analyst ll Spedal Officer lll 1 Managmont A8slstant Dlgnttsry Probcdon Untt Sr. Spedal Ofllcer 1 Spedal Offoer ttl 4 (1) One Com Op I posltlon upgraded to Com Op lll effoctlvo 2OO4 Vldoo llotrort Toam (2) Posltion re-allocated from Sr. Clerk Typbt to Slorekeeper. Ofllcer 1 (3) One Tool Room Worker posltlon r€allo@tod from Clork Typlst. Officer lll 6 Detecl0ve Detall Note: Alrport Pollce's 25 additonal Speclal Ofltcer ttl Sub-authorl0ee(for PSS) are not lncluded. Speclal Ofllcer lll 4 Crlme Analyelo Unlt Total New Posiljon Authorlties (effectlvo July 1, 2004) (5 = 69 Sr. Sp€clal Officsr8,40 Speclat Offlcer m,e, 20 Sacurtty Managmonl Anab'st tl 't Officers,4 Sr. Clork Typists) Sr. Clork Typlst 1 2 LAX AIRPORT POLTCE DtVtStON Posltlon Authorlty Totate ZOO4.2OOi January 17,2OOs

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cct Clork ll 0 1 0 0 0 0 o 7 f Spcl Oror I 1 0 1 1 0 1 1 5 hf Spcl Otcr ll 0 1 0 0 0 lerk 0 0 1 1 0 0 0 I 0 0 2 lork Typ,st 11 0 1 I 15 1 0 2e om Op I 0 .0 0 5 0 0 0 0 om Op lll 20 0 0 0 0 0 0 20 Anal I 0 0 0 0 Anal ll 6 0 0 t 2 2 1 1 I 0 0 ,12 lgt. Asst 0 0 4 0 ,| t0 1 1 l6 rln. Clork 0 0 0 0 rln Com Op I 0 0 7 0 0 0 0 0 o 1 rln Sec Ofcr 0 0 0 0 0 rln Spcl Ofct 2 2 I 2 1 2 4 0 1 ,,2 rotary 2 0 1 0 0 0 0 0 I u rlty O rcr 2 o pcl 0 0 0 141 r43 280 Otcr lll 33 0 g 2l 8 I 12 r. Clerk Typ t8 297 1 t 2 3 11 I 2 21 r. Mgt. Anal I 0 1 0 0 1 0 0 2 r. Mgt. Anal ll 0 0 0 0 r. Sec Ofct 1 0 0 1 0 0 0 0 0 l1 17 28 r. Com Op ll I 0 0 0 0 o r. Sp.cl Olor 0 0 5 1 6 2e 0 2 2 46 't 0 0 0 0 0 0 ol Rm rkr I I 3 0 0 0 0 o 0 3

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LAPD 2OO3{4 CosE b LAWA

Gross or CAP tndrtect Dly. *d IVef Salarles cTo cro Grcss SeI Cortsol. Cosf OIH DtyOtH Speclal SeMce Pqwnnel wloOT Rate Amouat wICTO Rare Amount Raae Anoutt Wme To/pilCrri 38 3,481,598 561,At8 68,182 LAX Detecttue Detall 1 $ 85,867 $ $ 85,867 W.79% S 79,676 18.S5% $ 16,188 181;29 Padflc Operations Support s DMsion 10217 6 9 $ $ 10,217 92.797o $ 9,4S0 18.85% $ 1,920 21,62e Pacifc Stolen/Rec. Vehldes $ (Swom) 17,157 1 $ $ $ 17,157 52.79% $ 15.920 18.86% $ 3,234 36,31l Padfic Stolen/Rec. Vehlcles $ (Clvlllan) 1$ 8,653 8,653 $ @.21% I 5,7n 23.16% $ 2,004 $ 16,386 WestTraffc DMsion 4$ 63,446 63,446 120.680/6 $ $ 76,567 4.52% $ 2,868 $ 142,8E0 WestTrafic DMslon 1S 12,74 12,74 $ 92.79% $ 11,825 4.25% s 3r2 $ 25,111 Narcotics Dlvlslon e$ 396,982 $ 396,932 120.@% $ 479,018 11.18% $ 4,377 $ u,tzs $ 1,W,452 Narcodcs DMslon K-9 4$ 166,6n '166,67't $ 120.8% s 2O1,1& 11.18% s 18,634 $ 9,0(x) $ 6,500 I 401,957 WLA Forgery Secdon 4$ T1,321 $ Tl,3?1 120.@o/o $ 93,311 s.@% s 4,3:10 $ 174,%2 Bomb Squad 18$ 294,n7 25.U% 73,669 $' 367,876 12o..6% $ 443,953 11.85% $ 43,593 $ 68ll $ 856,1(E Bomb Squad K-g 125 709,881 $ 709,881 114.64Yo $ 813,808 18.85% s133,813 s 193.493 1,971,717 Major Cdmes Divlsbn $n,la $ 1,$ 35,920 $ 35,920 92.79% $ 33,330 42.%% $ 15,180 84,430 Crimlnal Conspiracy $ 6S 3,989 $ 3,999 92.79% $ 3,701 11.8604 $ 473 s 1,593 9,746 Dh/blon $

18.857o TOTAL

I.APD COSTS - NONfXED POSTS.'s Page I of 1 3r22ffi LAWA LA)( Alrport pollce DMslon Estlmated Salaries and Stafi, post-tApD Merger

CLASSIFICATION Ftetd Sectlon

Chf SpclOfcr t I.APD $90,306.00 I-APD Prln SpclOfcr I.APD $77,214.24 aAPD SpclOfcr L\PD $65,625.84 | APD ClerkTyp LAPD $47,700.00 LAPD $

Com Op I.APD $56,U7.U I.APD . Com Op ll LAPD $ 53,600.00 I.APD Op lll I.APD $47,731.68 IAPD Typlst I.APD $ 38,700.00 I.APD $

Untt Prin. Clerk 1$ 56,8m.@ $ 56,800.00 ClerkTp 1$ 47,700.N $ 47,700.@ Typlst 2$ 38,700.00 $ T7,40A.OO 1$ 37,145.52 $ 37,145.52 $ 219,0/,5.52

Support Unit Mgt. Anat tt 1$ 72,000.00 $ 72,000.00 1$ 46,562.40 $ 46,562.40 Rm Wrkr I 1$ 43,889.76 $ 43,889.76 Typist 1$ 38,700.00 $ 38,700.00 $ 201,152.16

& Found Ofcr IAPD $42,500.00 IAPD Subtotal $ 420,197.68

SpclOfo LAPD $52,200.00 |-APD $

Detail Spd Ofcr LAPD $65,625.84 LAPD SpclOfcr lll LAPD $48,650.40 LAPD Subtotal $

Dlgnitary Protection Unit SpclOfcr 1$ 65,625.84 $ 65,625.94 Ofcr lll 2$ 48,650.40 $ 97,300.90 $ 162,926.U

Network Team SpclOfcr 1 $65,625.84 $ 65,625.84

[AWA-LAX POST MERGER.xts Page 1 of 10 3t2?t2005 leWA LAX Alrport pollce DMsion Estlmated Salarles and Staf, post-lApD Merger

Ofcr ltl 6 $48,650.40 $ 291,902.4 $ 357,528.24

Detail Spcl ofcr lll 2 $48,650.40 $ 97,300.80 Subtotal $ 97,300.90

Analysis Unit Analll 1 $72,[email protected] $ 72,000.00 Clerk Typ 1 $47,700.00 .$ 47,700.N $ 11 $ 737,455.68

SECTION TOTAL 23 , $ 1,157,653.36

IAWA-I AX POST MERGER.xIs Page 2 of 10 3t2212005 LAWA LA)( Alrport pollce DMslon Esffmated Salarles and Stafr, pGt-LApD Merger

CLASSIFICATION Officeof the Chief of Polloe

Spd Ofcr ll 1$95,317.20 $ 95,317.20 SpclOfo 1 $n214.24 $ 77,274.24 Sr. SpclOfcr 1 $65,625.84 $ 65,625.&4 1$51,824.16 $ 51,824.16 Clerk Typ 1 $47,700.00 $ 47,700.00 397,691.4 $337,681.44

Clert ll 1$ il,425.2A $ 50,425.20 Analll 2$ 72,000.00 $ 144,000.00 Sr. Mgrt. Anal I 1$ 85,100.00 $ 85,100.00 $279,525.20

SECTION TOTAL 9 $617,206.64

I-AWA-LAX POST MERGER.xIs Page 3 of 10 3t22t2005 IAWA LAX Atrport pollce Dlvlsion Esdmated Salaries and Statr, post-LApD Merger

CLASSIFICATION & Sectlon

Spd Ofcr I 1 $ 90,306.@ $ 90,306.00 Asst 1 $51,200.00 $ 51,200.00 141 $ 141,506.00

SpclOfcr 1$ 77,214.24 $ 77,214.24 Spd Ofcr 2$ 65,625.94 $ 131,251.68 Ofcr lll 2$ 48,650.40 $ 97,300.80 ClerkTyp 1$ 47,[email protected] $ 47,700.00 Typlst 1$ 38,700.00 $ 38,700.@ Asst 2$ 51,200.00 $ 102,400.@ $494,566.72

Range Ofcr lll 1 $48,650.40 $ 48,650.40 $ $ il3,217.12

Prin SpclOfcr 1 $77,214.24 $ 77,214.24 SpclOfcr 1 $65,625.84 $ 65,625.84 Ofcr lll 1 $48,650.40 $ 48,650.40 Clerk Typ 1 $47,700.00 $ 47,700.00 190.48 $ 239,190.48

Mgt. Anal 1 $ 72,000.00 s 72,OOO.0o Mgt. Asst 1 $51,200.00 $ 51,200.00 $t $ 123,200.00

SECTION TOTAL 18 $ 1,047,113.60

LAWA-I AX POST MERGER.xts Page 4 of 10 3t2A2005 LAWA LA)(AtmoilPolle DMslon Esdmated Salaries and Staff, Post-LApD Merger

CLASSIFICATION Patot SeMces Sec{on

Chf Spd Ofcr t IAPD $ 90,306.00 LAPD Mgt. Anal ll LAPD $ 72,000.00 I-APD Typist IAPD $ 38,700.00 LAPD $

SpclOfcr [.APD $65,625.84 I.APD Ofcr lll LAPD $4t!,650.40 I.APD Clerk Typ I-APD $47,700.00 I.APD opl I.APD $42,929.28 tAPD $

Prin Spcl Ofcr I.APD $n214.24 r-APD Spd Ofcr I.APD $65,625.84 IAPD Ofcr lll I.APD $48,650.40 I-APD $

Team SpclOfcr IAPD $65,625.84 !-APD SpclOfct lll I.APD $48,650.40 I,.APD Subtotal $

SpclOfcr LAPD $65,625.84 !-APD Ofcr lll IAPD $48,650.40 IAPD $ 1 SECTION TOTAL 0 $

LAWA-LAX POST MERGER.xIs Page 5 of 10 3t2U2005 DIVISION TOTALS SUMMARY

I-APD - Merged

CI.ASSIFICATION FSS OCOAP PDS PSS SCS SSS rSS TOTAL

Acct Clerk ll 0 0 0 0 0 0 0 0 Chf Spcl Ofcr I 0 0 0 1 0 1 1 3 Chf Spcl Ofcr ll 0 1 0 0 0 0 0 1 Clerk 0 0 0 0 1 0 0 1 Clerk Typist 1 0 0 1 15 1 0 18 Com Op I 0 0 0 5 0 0 0 5 Com Op lll 20 0 0 0 0 0 0 20 Mgt. Anall 0 0 0 0 5 0 0 5 Mgrt. Analll 0 0 0 1 6 0 0 7 Mgt. Asst 0 0 0 0 10 1 1 12 Prin. Clerk .0 0 0 0 0 0 0 0 Prin Com Op 1 0 0 0 0 0 0 1 Prin Sec Ofcr 0 0 0 0 0 2 2 4 Prin SpclOfcr 0 1 0 4 0 1 2 8 Secretary 0 0 0 0 0 0 0 0 Securtty Ofcr 2 0 0 0 0 1 41 1 43 286 SpclOfcr lll 19 0 0 218 1 12 18 268 Sr. Cle* Typ 0 0 0 3 11 1 1 16 Sr. Mgrt. Anal I 0 0 0 0 1 0 0 I Sr. Mgt. Anal ll 0 0 0 0 1 0 0 1 Sr. Sec Ofcr 0 0 0 0 0 11 17 28 Sr. Com Op ll 6 0 0 0 0 0 0 6 Sr. SpclOfcr 2 1 0 29 0 2 2 36 Storekeeper 0 0 0 0 0 0 0 0 ToolRm Wrkr I 0 0 0 0 0 0 0 0

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c c se* ee aonl trtOh.s*** (ooas .D BeA* a ss s* ss Ee o F6 !qqqq 6 NF? c, aD ao Ib Ct OF @ c ct nl oEt(oGrttDciilH$$$$$H qqt: Gl @ att aa (o GD TI' ro (\t6. F.t!i, OFO6 {o ti ari .OGlN ;- tf di o t $l c, tri, N 6l TGIGIN FN NNt\| N GlN NN i-Not; t\[{

o a o o c E6 I o c o ri .oo c Es E g P IL -6 g ll, c o dr! tL c o -trE6 o a 9= EE E(l 3 g E6 B. E EE ao = o E CDlt gs o oo' o ab !t- €E =a r .!a Et I E E:€ €EE C tDE x cE t FSE .eo 6LEE rd E E 6gE EgE 8ru< !, :t,(!- <( €Eg -663 10 aq dc ..= g 6gE o, g *.8 g EEE EEE 5E g BE R sfu sfu,s$$$g 6.{ C B Bos BOE Bos'E 3 3-E #gg, =-- ss#E o- n- !- E. o.L Overhead Cost Calculaton By Model

LAPD

GMlian 19,4*5,412 Fringe Benefits 25.050!/o $ 4,343,529 25.8% $ 4,950,223 $ 9,193,752 2!528olo Dept. Admin & Support 36.49% $ 6,327,161 23.13!o $ 4,402,891 $ 10,730,052 29.50o/o Dept. Field Support 27.89% $ 4;835,969 $- $ 4,835,969 13.29Vo Central Services 21.?2o/o $ 3,679,429 13.79Yo $ 2,624,983 $ 6,304,412 17.33% Div. O/H 18.85% 175 129.fiYo

28,06/.,129 46,302,012 Fringe Benefits 31.2701o $ 8,775,653 25.8% $ 4,647,013 $ 13,422,666 28.99% Dept. Admin & Support 36A90/o $ 10,240,600 23.13% $ 4,219,42, $ 14,459,023 31.23Yo Dept. Field Support 27.89% $ 7,827,085 $- $ 7,827,095 16.90% CentralSeMces 2122o/o $ 5,955,208 13.79% $ 2,515,004 $ 8,470,212 18.29% Dlv. O/H 18.85o/o 18.85% ,1 11

lndireots.xls Page 1 of2 gtznw OverhEad Cost Calculaton By Model

I.AWA PD

Fringe Benefib 25.05Vo $ 10,086,872.98 Dept. Admln & Support 32.91% $ 13,251,855.89 Genhal 1 13

Two.ttered and I-APD Models TOTAL

Fringe Benefib 25.057o $ 718,853.24 Dept. Admin & Support 32.910/o $ 944,409.58 Central 1 497 .47

Fringe Benefib 25.05% $ 10,124,U7.99 Dept. Admin & Support 32.91o/o $ 13,301,220.88 Central 17.32Yo 7 17.13

lndirects.xls Page2of 2 3t22t2005 COSTCOMPARISONS OF PROPOSED MERGER MODELS VS. PRESENT MODEL

Two-Tiered Model

Cost - Present Model Cost -Two-tiered Model Differene & Fringe Benefib $ 10,086,873 Fringe Benefib $ 718,853 Dept. Admin & Support $ 13,251,856 Dept. Admin & Support $ wA10 C€ntdSeMces $ 6,974,237 CenhalServices $ 497,O27 lndirects $ .30,312,966 lndirects $ 2,160,290 $ (28,1 Directs $ 6,156,500 $ 2,561,546 $ SubtotalLAWA $ 76,736,424 LAWA $ 7,591,510 $ (69, 1 LAPD Salaries - l-AX $ 5,010,210 Salaries-l-AX&VNY $ 41,385,061 $ 36,374,850 Fringe Benefits $ 1,561,879 Fringe Benefib $ 10,755,631 Dept. Admin & Support $ 1,799,887 Dept. Admin & Support $ 12,529,938 Dept. Field Support $ 1,327,890 Dept. Field Support $ 6,163,859 CentalServices $ 1,091,500 CentalSeMces $ 7,395,912 Div. O/H $ 848,707 Div. O/H $ 7,705,367 lndirects $ 6,629,862 lndirects $ 44,550.707 $ 37,920,845 Directs $- $- $ IAPD $ 11,U0,072 I.APD $ 85,935,768 $ 742:95,M ,781

Model Comparisons.xls Page 1 of3 3f22005 COSTCOMPARISONS OF PROPOSED MERGER MODELS VS. PRESENT MODEL

|SPD Equivalent Model

Cost - Present Model Cost - LAPD Model Differene

Fringe Beneftts $ 1 0,096,973 Fringe Benefits $ 718,853 Dept. Admin & Support $ 1 3,251,856 Dept Admln & Support $ wA10 CenfralServices $ 6,974,237 Cenhalservice $ 497,027 lndirecb $ 30,312,966 lndirects $ 2,160,290 $ (28, Directs $ 6,156,500 $ 2,561,546 $ SubtotalIAWA 76,736,424 $ LAWA $ 7,591,510 $ (6e, 1 IAPD Salaries - LAX $ 5,010,210 Salarles-LAX&VNY $ 51,312,22, $ rc,w'012 Fringe Benefits $ 1,561,979 Fringe Benefits $ 14.9U,544 Dept. Admln & Support $ 1,799,887 Dept. Admln & Support $ 16,258,909 Dept. Field Support $ 1,327,890 Dept. Fleld Support $ 9,154,975 CentalSeMces $ 1,091,500 CenhalSeMces $ 9,*1,712 Div. O/H $ 848,707 Div. O/H $ 9,576,637 lndirects $ 6,629,962 lndirect $ 59,536,72 $ 52,906,915 $ $- $- L,iN,D $ 11,W,072 I.APD $ 110,849,000 $ 99208,927 $ 1 0

Model Comparisons.xls Page 2 of 3 3r2t2W COSTCOMPARISONS OF PROPOSED MERGER MODELS VS. PRESENT MODEL

CTlProposed Model

Cost - Present Model Cost - ctl Model Difierence IAWA Salaries - LAX & 1 Fringe Benefits $ 1 0,086,873 Fringe Benefib $ 10,124,W Dept. Admin & Support $ 1 3,25 1,956 Dept. Admin & Support $ 13,301,21 CenbalSeMces $ 6,974,237 CenhalServices $ 7,0pc,217 lndirects $ 30,312,966 lndirects $ 30,425,896 $ 112,920 $ 6,'156,500 Directs $ 6,179,434 $ 2.,9u I.AWA $ 76,736,424 I.AWA $ 77,02,278 $ 285,854 Salaries - LAX $ 5,010,210 IAPD Salaries - LA)( & Vl{Y $ 5,010210 $ Fringe Benefits $ 1,561,879 Fringe Benefib $ 1,561,979 Dept. Admin & Support $ 1,799,887 Dept. Admin & Support $ 1,799,897 Dept. Field Support $ 1,327,890 Dept. Field Support $ 1,327,890 CentralSeMces $ 1,091,500 CenhalSeMces $ 1,091,5@ Div. O/H $ 848,707 Div. O/tl $ &48,702 lndirects $ 6,629,862 lndirec6 $ 6,629,862 $ Direc'ts $ $ $ IAPD $ 11 ,640,O72 LAPD $ .11 ,w,072 $ $ 2f35,W

Model Comparisons.xls Page 3 of 3 yznw Additional assumptions not explicitly stated in the re,port:

I. LAPD takes over 93 civilian positions in the following areas to be billed to I,AWA directly:

Patrol Services Sectioa - I management analys! 4 clerk qpists, 5 comm ops Security Credentials Section - 13 manageme,lrt analysts, l0 managemqrt assistaats, I clerk"26 clerk tlryish Security Services Section - I management assistan! 2 clerk tJpists Traffic Services Section - I management assistang I clerk qpist Office ofthe Chief - none Field Support Section - I clerk tfpisq 27 comm ops p[anning & Development Section - none Due to efficiencies in tne LAPD organization, civilian employees in the foltowing sections should not be taken over - Records Unit Operations/I{aterials Support tJnit, Crime Analysis Unit, Office of the Chief ofAirport Police, Fiscal Support tnig Training, Investigations, Htmran Resource Liaison, Vehicle Impormd" This represents 33 civilian employees.

That is noi to say all of these rurits should be eliminated- There are still l2g airryrtpolice personnel at Ontario (l0l of which are speciat police or security officers) and 3b at Van Nuys (28 special police or security officers). This figrre represents over11%oof the police labor at LAWA, and they will still require some level of administative and ope-rational support. The recent reopening of Pahndale may also require additional pcilice staffing needs.

The CLAhas made it known that it prefers that staffing be specifically identified where feasible, rather than retying on overhead rates.

2. LAPD will bill directly for for all staffing - sworn, security, and civilian

As stated above, the CLA prefers that staffing be specifically identified where feasible, qther than relying on overhead rates. All applicable overhead rates urill be applied as p€r city billing practices.

However, direct billing of all staffing may require an adjustnent to the Division Overhead rate, which normally includes costs of division heads, section zupervisorso clerical and other zupport staff.

!garport now employs Security Officers, some of whom are armed, and Special police Officers, who are sworn employees who have met the POST requirements afit pertains to 830.33 PC. It had been assumed from comrnents made by LAPD that they would replace the 830.33 special officers with 830.1 police officers at the Police Officer'Il level, and would either create a classification for the security officers or substitute another classification, such as Jailer. 3. LAPD will continue to staffthe scre€ning checkpoints and post-9/l I additions using overtime

The TSA does have specific requirements for security staffing at screening checkpoints of one stafffor every three checkpoints, with some exceptions. It does not have any for the post-g/l I additions. Servicing these requirements uing LAPD officers at staight time would result in cost increases between $6 million and $7 million p€r yeax.

For the purposes of comparing the cost impact of overtime, the I-APD is assumed to have a greater capability to provide staffduring situations in which overtime costs may be inctrned such as heavy tavel periods, elevated threat conditions, and arport incidents. However, since these costs are being passed directly on to LAWA' there is no financial ihcentive on the part of LAPD fs minimize them, especially if they are outside the scope of any future agree,ment betrvee,lr the two parties. In addition, the cost benefits of this capability are offset by the lower cost of overtime per how for LAWA police.

In their FY 2006 budgeg the LAWA Police Division has requested z{.0 additional special officers to be used tbroughout the division and to replace the current LAPD officers staffing the screening checkpoints. This would rqxesent a cost savings between $4 million and $5 million per year.

4. LAPD will provide all supplies, materials, taining, l,nifoms, etc. to their personnel at LAX as part of their Overhead rate, with the exception of certain direct costs.

Currently, LAPD provides all supplies, materials, taining, uniforms, etc. to their personnel at LAX as part of their overhead rate, with the exception of certain direct cos$.

5. The LAPD Div. O/H rate may be affected by direct billing of Division Overhead costs

As per the City Contoller, lilling entities must adjust their rates to deduct directly billed costs

6. With regard to the comparisons between LAWAPB classifications and LAPD classffications, these comparisons were made starting from the base assumption that the Specidl Offi.cer III positions would be replaced by LAPD Police Officer tr level personnel. The remaining comparisons were made to match classffications with similar duties and responsibilities. That is not to say they are equivalent in salary.

7. Due to efficiencies in the LAPD organization, police positions in the following sections should not be taken over - Dignitary Protection Unit, Video Network Team, Detective Detail, Crime Analysis Unit Office of the Chief of Airport Police, Training, Pistol Range, and lnvestigations. This represents 38 police positions. Sources for Costing Information:

l. LAX Airport Police Division" Los Angeles World Airports

2. Office ofthe CAO, City of Los Angeles

3. Vasquez & Company, LLC Certified Public Accountants

4. LAX Substation, Los Angeles Police Departnent

t. Financial Planning Division,Ios Angeles World Airports

6. City of los Angeles Class Title and Salary Schedule

7. MTA-LAPD-LASDTransitPolicingPartnership

8. Planning & Research Division, los Angeles Police Deparfinent

9. Matix Consulting Group

10. Office of the Contoller, City of Los Angeles 3 xlpued Ios Angeles World Airports Los Angeles World Airports William A. Bruce Madelelne Flanagan Director of Airport Adminishation Sr. N&nagementAnalyst Fiscal SrryportUnit l WorldSray AIPORT POLICE Ios Angeles, CA 90M5 (310) 64G5045 6320 West 966 Stueet For: Ql0)3374,714 Ios Angeles, CA 90045-5233 E-mail: [email protected] (310) 646-0200 Fax (3t0)ilffi926 E-mail: mflanaeun@l awaorg

I.os Angeles World Airports John E Kantz financid Manager Lewis Consulting Bayan Lewts . 7301 WorldWay West Risk lvlanagement Internal Ios Angeles, CA 90045 Audits Emeqgenoy lvfanagement (310) 417{431 Fa:r: (310) 41el186 1976 Currant Court E-mail: ikantz@lawaorg @rdnerville,NV 89410 Home Office: Q75) 782-8068 Cell: Q7rW1626 F.mail: [email protected] Los Angeles World Airports Michael R. Jeppson Principal Accountant Vasquez & Company LLP 7301WorldWay West Haidee D. Ramos Los Angeles, CA 90045 (310) 417443s 510 West Sixth Street, Suite 400 Fa,r: (310) 41Cl 186 Los Angeles, CA 90014-1315 E-mail : mj epllson@l awaorg Qt3)629-e0e4 Fax: (213)4894995 www.vasouezcDacom

Los Angeles World Airports Bruce D. Brown RiskManager Vasquez & Company LLP RiskManagement tr'ederico Quinto, Jr., CPA Frincipal 7301 World Way Wesq 2d Floor Los Angeles, CA 90045 510 West Sixth Seeet, Suite 400 (310) 215-5495 Ios Angelas, CA 90014,1315 VM: (3tq3e-1573 Q13)629-9094 Fax: (310) 649-3900 Cell: (562)40ol%n E-mail : bbrowp@ I awb.org Fa,r: Q13)489A995 fquinto@vasquezcpa. com www.vasqueTtrfra.enm los Angeles Clty Cormcil Los Angeles World Airpbrts Jeremy Robison Brtan D. Ealg Policy Director Se,nior N(anageme,nt Analyst tr Fifth Council District Office ofthe E:reortive Director

CityHall 1 World Wan P.O. Box922t6 200 N. Spring Sheeq Rm,t40 Ios Angeles, CA 9@09-2216 Los Angeles, CA 9@12 (3t0)2rs4797 QL3)473:700s Fa:r: (310)ilffi523 Fac Qt3).978-2250 Fmail; bhaig@Iawaorg Fmait [email protected] www.lacity.org/counciVcds

Ios Angeles World Airports Ktm Day, AIA Counf oflos Angeles Intedm E:recutive Director Sheriffs Deparhent Dan f inkelstein 1 World Way, P.O. Box922t6 Captain Ios Angeles, CA 900019-2216 Qt0)2rs4797 Transit Services Bureau Fa:r: QI0)UCO523 I Gateway Plaza Email kday@lawaorg Los Angeles, CA 90012 (213)922As60

Email: dfinkels@tasdorg Los Angeles Clty Council Jack lYeiss Councilmemberof the Fiffh Disfrict Los Angeles Police Departrrent Pacific Area BiIl Williams Captain Los Angeles Clty Council Commanding Officer MatthewGallagher Legislative Director 12312 CulverBoulevard FiffilCouncil Disnict Los Angeles, CA 90066 (310) 4826310 CityHall Fax: (310) 4826339 TDD: 200 N. Spring Seeet, Rm,l40 Q10)202a8A0 Los Angeles, CA 90012 Email: [email protected] Qt3)473-700s www.lapdonline.prg Fax: Ql3)978-2250 Email: [email protected] Los Angeles Police Departuent Los Angeles Police Deparhent LAX Field Services Division Fiscal Operations Division James V. Bower Laura R f,'flatoff Captain tr Police Administator I CommandingOfficer l.os Angeles Intemational Airport 802 WorldWay 150 N. Ioss Angeles Steet Ips Angeles, CA 90045 Ios Angeles, CA 90012 (213)48s-7109 (2r3)48s-s2e6 Fax Qt0)@G7756 For: ' Qt3)485-7t61 Pager: (800) 3069075 TDD: (877)27s-s273 TDD: (877)27s-s273 Emait GggS9@tapd lacitv.org Email: [email protected] .org

County of Ios Angeles Ios Angeles World Airports Leroy D. Baca PaulL. Green Sh€riff Chief Operating Officer 4700 Ramona Boulevard I WorldWay,2dFloor Monterey Park, CA 9175+2169 Los Angeles, CA 90045 (323) s2C5000 (310)4t7.6/,2e Fan: (323)2674600 Fax: (310) 337-1941 F.mail ldbaca@l asd.org Email: [email protected]

Los Angeles World Airports Los Angeles World Airports Carmen Sipple Martin T. Sato Executive Secretary Sr. I\danagement Analyst tr

I WorldWay l WorldWay Ios Angeles, CA 90045 Ios Angeles, CA 90045-5803 (310)4t7429 3rc4fi&29 Fax (310)337-1941 Fax 31U337-1941 Transportation Security Adnrinistation Cell: 31G994-8589 Larry tr'etters Alr 3tG4.t7-2853 Federal Secuity Director Email [email protected]

U.S. Departnent of Homeland Security Ios Angeles International Airport One World Way, 6e Floor Ios Angeles, CA 90045

(310) 215-5370 Fax: (310) UL-2817 Cell: (310) 3sl-7857 Email : Lawrenco. Fetters@dhs. gov I,os Angeles World Airports Los Angeles Police Deparment Kdren M. Schulz Counter - TErrorism Bureau Lieutenant Mark Leap Airport Police Comnander Assishnt Commanding Offic€r 7303 World Way West LosAngeles,CA90o4iS-5233 150 N. Los Angelgs Stneeq Rm 630 3tu2t5-5452 Los Angeles, CA 90012 Cell: 31U877-2137 (213)48s-321r lawa"org Email : kschulz@ Fax Qt3)473-6720 TDD: (877)27s-s273 Emait [email protected] www.laodonline.orp Los Angeles Clty Cormcil Ctndy Mlscikowsld Councilwoman-CD 11 Los Angeles Police Department Westlos Angeles Office Office of Support Services 1645 Corinth Avenue Sharon I( Papa Los Angeles, CA 90025 Assistant Chief (310) 575-8461 (310) Fa,r: 575-8305 150 N. Los Angeles Stneeq Rm 611 Email: nuncil.laci[v.org mis,oikow@f Los Angeles, CA 90012 (213) 4854018 Fa"r: Ql3)847-0937 TDD: (877)275-5273 Christensea, Mller, Pink, Jacobs, Glaser, Weil, & Shapiro, LLP Peter Il{. WeiI Attorney at Law Los Aageles World Airporu LaPonda J. Fltchpatrick Nineteenth Floor Captain 10250 Constellation Boulevard Airport Police Los Angeles, CA 90067 (310) 553-3000 6320 West 96e S&eet Direct Line: (310) 2824211 I,os Angeles, CA 90M5-5233 Fax QL0)55G2920 (310) 64G0200 Email: [email protected] Fax (310) 21s-5388 Email: [email protected] Continental Airlines Ios Angeles World Airports Jay C. Weddlng Dennts L. Green Dircotor B;recutive Assistant Airport Services 1 WorldWay, P.O. Box922l6 Ios Angeles lnternational Airport LosAngeles,CA9000l9-2216 @0 WorldWay (3t0)u63272 Los Angeles, CA 90045 Foc (310)UCl892 (310) 568-3100 Email: dgreen@lawa,org Fax: .(310) 568-3090 F-ail: [email protected]

Los Angeles World Airports Brian A. TYaIker Los Angeles Police Deparhent Lieutenant Lieutcnant BiIl Hart Airport Police Investigations Unit Officer-In4targe 6320 lYest 906 Stneet 802 World \May Ios Angeles CA90M5-5233 Ios Angeles, CA 90045 (310) 64ffis00 Qt3)48s-s29e Fa;r: (310) 649-0514 (3r0)&c22s5 F.mar!: [email protected] . Fax: QL0)@6-7756 Direct Line: (213) 485-7109 Email: 24 19 6@1 apd.laciry.orU LAX TEC Corp f,'rankA, Clark Executive Director Los Angeles Port Potce Ronald J. Boyd 380 WorldWay, Box S-18 Chief of Police Los Angeles, CA 90045 (3to)uc3s62 425 S. Palos Verdes Sfreet Fax Q10)6/r6,9602 San Pedro, CA 90731 Email fclark@ la:rtec. com Qto)732-3520 Fa* Qr0)547.2736 I?mail : [email protected] Bedrock Strategies, Inc. Scott W. Mann Los Angeles World Airports Leon O. Nixon 8033 Sunset Boulevard, Suite 960 Lieutenant Ios Angeles, CA 90046 Airport Police Division (323)962-3938 Email: [email protected] 6320 West 966 Steet www. bedrockstategies.com Ios Angeles, CA 90045-5233 (310) 6460200 Fa:r: Ql0)il54266 T.A.ATIOA LNUCommuoity Noise Roundtable Los Angeles Airport Peace Officers Association Denny Schnelder George G. Jarls BoardMember President 7929 BreenAvenue P.O. Box 92097 Los A4geles, CA 90045 Ios Angeles, CA 90009 Qto)ut4tge (310) 645-8818 Fan: (310)338-1550 Fax: (310) 64t8809 Fnait DennySchneider@\YeliveFree.com Email: qianris@lawaorg www.lawa"org/lax/

los Angeles Airport Police Anthony Boisselle LAXTEC Corp Sergeant Joe McGIynn Airport Security Coordination Unit Manager Planning & Programs

7303 World Way West 380 WorldWay, Box S-18 Angeles, [os CA 90045 Los Angeles, CA 90045 (310)215-5450ext. l0l (310) 64C2980 Fa,r: Ql0)6/r5426 Fax: Ql0)UG298l Cell: (310)46ffi67 Emait [email protected] Email a&oissell@lawa"org

los Angeles Police Departuent Korean Air Operations-West Bureau Randy Lee Campbell Michel R Moore Manager Deputy Chief Facilitation/Industry Atraim Commanding Officer Los Angeles Int'l Airport

4849 W. Venice Boulevard, Rm 213 Tom Bradley Int'l Terminal los i{ngeles, CA 90019 380 World Way Qt3)4734277 Los Angeles, CA 90045 Fax: (213)4734285 (3t0)417-s217 TDD: (877)275 5273 Fax: (310)417-8841 Emait moore,[email protected] Email: camobelh@la:rkkkoreanair.com Los Angeles Police Departueirt U.S. C\rstoms and Border Protection Yolanda Echols Ana B. HlnoJosa Detoctive Area Port Director Anti-Terrorist Division U.S. Deparhent of Homeland Security 150 N. Los Angeles Stneet Ios Angeles International Airport Ios Angeles, CA 90012 I1099 S. Ia Cienega Boulovand, 2d Floor Qt3)40s43e6 Ios Angeles, CA 90045 Fax: (213)485-5358 (310) 21s-2618 Fax (310)215-2013 Fm ai I ; ana-hinojosa@dhs. gov

Police Departrrent Ronald C. Banks Chief ofPolice SouthwestAirlines Co. Larry Pitts City of Inglewood Station I,Ianager I Irdaochester Boulevard P.O. Box 6500 100 WorldWay, Rm328, LAX3SM Inglewood, CA 90301 I,os Angeles, CA 90045-5854 QLO)At2-ss4o (310) 66s-5510 Fax: (310)412-8798 Fa:r: (310)665-5509 Email: chiefbanks@cityofingleruood-org Cell: (310) 21C8880 Email larry.pitts@wnco. com

LAX Edgar Allen Saenz Los Angeles City Council Rep. Maxine Waters (D{al.) Leslie Isa Pollner Policy Director 10124 S. Broadway, Suite I Ios Angeles, CA 90003 CityHall (310) 7s3-1668 2@ N. Spring Sfieeq Rm 475 Los Angeles, CA 90012 Qr3) Fax: (213) 68&7895 Los Angeles World Airports F.mail: lpollner@ Raymond E. Atlidnson Chief Terminal Operations

I WorldWay, P.O. Box922l6 Los Angeles World Airports Los Angeles, CA 90009-2216 PaulA. Haney Qt0)417{721 Dsprfy Executive Director Fa:r: (310)il65026 Public & Community Relations Email: [email protected] I WorldWay, P.O. Box922l6 Ios Angeles, CA 90009-2216 (3t0)@Gil26 Fax: (310) Ul-7132 Email: phaney@lawaorg Los Aageles World Airports Los Angeles World Airports KathyYan Ness Edn IVL f,snntng Financial Managertr LAXSecurityBadge Office Financial Ptanning Airpoft Police

7301 WorldWaylVest P.O. Box 92216 I WorldWpy Ios Angeles, CA 9W9-22L6 Ios A4geles, CA 90045 (3r0) 2rs-6074 P.O. Box 92216 Fa,x: (310) 641-s489 los Angeles, CA90m9 Email : kvannes@l awa.org (310) 64ffi508 Bxr 585 For: (310) 6468157 Email: ehenning@l awa.org

Los Angeles Police Deparhent John Mlller Commanding Officer los Angeles Clty Council f,'elipe Valladolid Chavez CormterTerrorism & Iegislative Analyst Criminal Intelligence Bureau 150 N. Ios Angeles Sfreet Rm 630 255 City Hall Los Angeles, CA 90012 200N. SpringStreet QL3)48s-32r1 Ios Angeles, CA 90012 Fa:r: QL3)4734720 (2r3)473-s729 F.mail: [email protected]* Far Ql3)473-5943 Email: [email protected] Ios Angeles Police Protective League Robert Baker President Los Angeles World Airports 1308 West Eighth Stueet, Suite 400 Juliet H. Bae los Angeles, CA 90017 lvlanagement Assistant tr QL3)2st4ss4 plenning & Development Section Fan: Qt3)2514566 Airport Police VM: Ql3)25t4585 Ernail : bobbake@l appl.org 6320 West 966 Street Ios Angeles, CA 90M5 (310) 6/i6{l200 Ext.2038 Fax QL0)6/l6l6926 Los Angeles World Airports Email: jbae@lawa-org Janice L. Guevara LAX Security Badge Offrce Airport Police

l WorldWay Ios Angeles, CA 90045 P.O. Box 92216 Los Angeles, CA 90009 (310) 64ffis08 Ext. 5844 Fax: (310) 6468157 Email: j [email protected] Los Angeles World Airports Los Angeles City Council Larry M. Gray Pafilcia Tolres Captain Assistimt to the Deputy }vlayor Airport Police Division Q,3)n8- 6320 West 966 Steet Fax: Ql3)978- Ios Angeles, CA 90045 (310) 64G0200 Fa,r: Ql0)Uffi926 F.mail3 lgray@lawaorg UtritedAirlines Mike Scanlan General N{anager

Los Angeles World Airports Ios Angeles Int'l Airport Curtis lhompson P.O. Box 92U5 Lieutenaut IosAngeles, CA90009 AirportPolice (310) 342-8lm Fan: (310)342-8111 6320 West gd Sneet los Angeles, CA 90045 (310) 6464200 Fa"r: (310)64ffi926 Los Angeles World Airports Email: [email protected] Ralph Yalencia Sergeant Airport Police

Los Angeles World Airports 6320 West 96e Sneet Greg M. Staar Ios Angeles, CA 90045 Captain (310) 215-s328 Airport Police Fa:r: (310) 641-1659

6320 West 966 Sneet Ios Angeles, CA 90045 (3r0) 64ffi200 Los Angeles World Airports Fa:r: (310) 215-5388 MIchaeI DiGirolamo Email: [email protected] Depuf Executive Director Airport Operations and Fublic Safety

Los Angeles City Council 1 World Way, P.O. Box 92216 Philip Depoian Ios Angeles, CA 90009 Senior Advisor on Aviation (310) 6463989 Fax: (310) 64G1892 200 N. Spring Street, Rm 303 Email: qqdigirolamo@lawaorg Los Angeles, CA 90012 Qt3)e7846M Fax: (213)978-065'l Los Angeles World Airports CheryI tr( Petersen President

I WorldWay, P.O. Box922l6 Ios Angeles, CA 90009 (3t0)64ffi263 Fa:r: 'Ql0)@6.1897

Los Angeles World Airports Gary T. Green CapAin Airport Police

6320 West 96e Seeet Los Angeles, CA 9@45 (310) 64ffi200 Fa,r: {3L0)Uffi9?S Email: [email protected]

Los Angeles World Airports Samson Mangista Deputy T'BAI\[KT. MANflNEZ ITY OF LOS ANGELL- Omce of Lho Glty ClerL CALIFORNIA CITY CLEBK Councll and Publlc Servlce KABENE. KAI.FAYIIN BooE 806, Clty lr4l! Erocuur€ OIEcer Loo Angelce, CA flnf2 Councll Flle Informatlon - (213) 97&f04t General Informatlon - (218) 0?&1f88 T9hcn ma&Ilg lnqulrlec Fa* (218) 07&1040 relatft'c to lItls msl,ter refcr to Fllo No. EEI.EN GINSBUBG JAMES K. HAHN Ctlef, Coundland Publlc 8en'ls Dtvlelon MAYOR 04-2468

,January 19, 2005

Honorable .Tames Hahn, Mayor All Councilmembers City Administrative Officer City Att,orney Chief l-regislative Analyst Controller, Room 300 Police Department Accounting Division, F&A Board of Police Conunisaioners Di-sbursement Division Los Angeles World Airports Board of Airport Cornmissioners

RE: AIRPORT PUBLIC SAFETY I,,AW ENFORCEMEMT SERVICE OPTIONS

At t,he meeting of the Council held Januar? 18, 2005, the following action was t,aken: At,tached report adopted x At,tachedmotion ( ) adopted Attached reeolut,ion adopted Ordinance adopted.. FORTIII{I:rH Motion adopted to approve communication reconunendation(s) ......

fi-J"kryq City Clerk jr

\P/or s ,TN EQUAL EiIFLOYMENT OPPORTUNITY - AFFINMATIYE ACTION EMPLOYER & p File No. 04-24ffi

TO THE COUNCIL OF THE CITY OF LOS ANGELES

Your PUBLIC SAFETY COMM ITTEE and COM M ERCE, EN ERGY AT{D hIATU RAL RESOURCES COM M ITTEE

report as follows: Ycs Public Comments p! Y

PUBLIC SAFEW and COMMERCE, ENERGY AND NATURAL RESOURCES COMMIfiEES' REPORT relative to Airport Public Safety Law Enforcement Service options.

Recommendations for Council action, as detailed in the Chief Legislative Analyst (Cl.A) report, (attached to the Committee report):

1. REQUEST the Los Angeles World Airports (l3WA) to expeditiously ensure that the Counter Technology, lnc. studyentitled "Developmentof and Organization and lmplementation Planfor a Unified Command of Police Services between Los Angeles World Airports Police Division (LAWAPD) and the Los Angeles Police Department (LAPD) with Respect to Services at Los Angeles lntemational Airporf (LAWAPD/I-APD study) include:

a. Evaluation of the mergerof the LAWAPD intothe LAPD, therebyestablishing the LAPD as the sole City law enforcement agency at all airport facilities within City boundaries, as one of the organizational options to be thoroughly evaluated.

b. Evaluation of the implications and limitations of thevarious organizationaloptions reviewed for both airport facilifies wtthin and outside the boundaries of the City of Los Angeles.

2. REQUEST the I.AWA to report to the Public Safety Committee at the Committee meeting directly following Counter Technology lnc.'s first monthly report to the Board of Airport Commissioners regarding the information provided in CounterTechnology, lnc.'s reporttothe Commission, the stratus of the project, and information regarding the following issues:

a. Themethodandtimingof CounterTechnology, lnc. meetingwithCityAdministraWeOfficer (CAO) representatives to ensure that ost estimates are consistent with City budgetary practices, that the benefits of efficiencies in the providing of services are appropriately addressed, and the implementation issues specific to the City of Los Angeles are considered and addressed for each organizational option under review.

b. The project work plan which establishes when the organizational options for the public safety law enforcement will be presented to the Board of Airport Commissioners for consideration and development of the implementation plan will be initiated.

c. The other law enforcement organizationalstructures, identified byAirport name, selected forexamination. d. The process used for selection of peer reviewers and the points in the process at which peer review will be sought.

Fiscal lmpact Statement: None submitted by the Cl3. The CAO has not completed a financial analysis of this report.

Summary:

The Cl3 reports that the Council is cunently considering a proposal to place a measure on the May 2005 General Municipal Election Ballot to arnend the City Charter to provide the City Council with the authority to enact by Ordinance changes to the methods of providing public safety law enforcement services at City airport facilities. The Charter cunently establishes that public safety lawenforcement services at airportfacilities must be provided by the Department of Airports. The proposed Charter change would allow such law enforcement services to be provided by the l3PD, and/or a combination of LAPD and IAWAPD, as deemed appropriate by the City Council.

The Council, in a separate action, requested the LAPD and the LAWA to report to the Council on the appropriateness of maintaining two law enforcement agencies at the l3WA. The Police Commission supported the concept of the policing of airport facilities wtthin City boundaries by IAPD only, thus supporting the merger of LAWAPD at facilities wtthin City boundaries into l3PD. TheAirprt Commission supported maintraining separate LAWAPD and LAPD service, consistent with cunent practice.

On May 11,200y', Motion (Weiss-Miscikowski, et al.) was introduced requesting LAWA to hire an independent consultant to evaluate the potential merger of LAWAPD and the l3PD. Counter Technology, lnc. was selected by lSWAto completethe ISWAPD/LAPD study. The contractwas executed December 15,20@., and the study is to be completed by February 28,2005.

The CLA reports qnd recommends that due to the ambitious schedule, it is important for the City Councilto ensure that its @ncems are included in the LAWAPD/I3PD study. The Councilshould clanil that the "unified command' options that will be considered and evaluated will not only consider organizational structures that provided for a unified command between IAWAPD and I3PD, but will also include evaluation of transition to the |SPD as the single agency responsible for public safety law enforcement efforts at City-owned airport facilities within City boundaries (i.e. merger of IAWAPD into LAPD), as specifically requested by the Council.

The Committees considercd reports from the City Attomey, Cty Adminisfrative Officer and Chief LegislativeAnalystwithrespecttotheLAWAPD/LAPDstudyandtheproposedCharteramendment to allow changes to the methods of providing law enforcement services at airport facilities.

At its January 10, 2005 meeting, the Public Safety Committee considered and approvedthe CLA recommendations and forwarded the matter to the Commere, Energy and Natural Resources (CENR) Committee. On January 1 1, 2005 the CENR Committee approved the recommendations (Cardenas-Miscikorrtrskivoted yes; Hahn voted no). This matter is nowforwarded for Council its onsideration. Respectfnlly subm itted,

PUBLIC SAFETY COMMERCE, ENERGY AND NATURAL RESOURCES uCOMMITTEE COMMITTEE tu

tr?t ADOPTED JAN 1 I 2005

MSNGETS ffiY MUHGEB.

MEMBER VOTE MEMBER VOTE MISCIKOWSKI: YES CARDE}.IAS: YES RB/ES: YES FIAHN: NO PARKS: ABSENT MISCIKOWSKI: YES WEISS: YES ZINE: YES

mk #M24ffi.wpd 01/1U05

Attrachment COUNCIL VOTE

Jan 18, 2OO5 1:03:37 PM, #e ITEM NO. (13) Voting on Item(s) : L3 RolI CalI

CARDENAS Yes *C'ARCETTI Yes GREUEL Yes HAHN Yes LABONGE Yes LT]DLOW Absent MISCIKOWSKI Yes PARKS Absent PERRY Yes REYES Absent SMITH Yes VTLLARAIGOSA Yes wErss Yes ZINE Yes PADILLA Yes Present: L2, Yes: L2 No: 0 FBANKT.IIAf,rtNEZ ;ITY OF LOS ANGELL- OIEce of tle Clty ClerL CALIFORNIA CITY CLEBK Councll and Publlc Servlceo KANEN E. KAI.FAU\I\I noom 896, Clty UsU Ercaur€ OlEcer Loo Angelos, CA grcf2 Councll Elle Infomatlon - (218) 97&f04, Geretnl Informal,lon - (213) 07&f f&, I9lrel rnatfug lnqulrlcs Fax: (2tB) 0?&1040 rolath'a to tils mrttor refer to FlIa No. UEI.EN GINSBUBG JAMES K. HAHN Chtcf' Goundl and Publlc Senle Dlvtelon MAYOR o4-2468

ilanuary 19, 2005

Honorable .fames Hahn, Mayor All Councilmembers City Attorney (with blue sheet) Controller, Room 300 City Administratj.ve Officer Accounting Division, F&A Chief Legislat,ive Analyst Disbursement, Divisi-on Police Department City Clerk, Executive Office Board of Police Cornrnissioners cc: Elect,ion Division Los Arrgeles World Airports cc: Helen Ginsburg Board of Airl>orE Conrnissioners

RE A PROPOSED BALIJOT MEASURE TO AMH{D TIIE CITY CHARTER IN CONNECTION WITH PI,BIJIC SAFETY ITAI'T ENFORCEMEIflT AT CITY AIRPORT FACIIJITIES

At the meeting of the Council held ilanuary 18, 2005, the following action was taken: Attached report adopt,ed.. .. Attachedmotion ( ) adopted Attached resolut,ion adopted Ordinance adopted... FORTITI{ITH X Motion adopted to approve corunrunication recommendation (s) fi-J" '*ry% City Clerk \o) a\ jr af )< l(y"t l7o7 il AN EQUAL EMPLOYiIENT OPPIORTUNITY AFFIRMATIVE ACTION EilPLOYER - €B \\ File No. A+2468

TO THE COUNGIL OF THE CITY OF LOS ANGELES

Your PUBLIC SAFETY COMMITTEE and COMMERCE, ENERGY AND NATURAL RESOURCES COMMITTEE

rcport as follorus: Yes Ng Public Comments XX

PUBLIC SAFETY and COMMERCE, ENERGY AND NATURAL RESOURCES COMMITTEES, REPORT relative to a proposed ballot measure to amend the City Charter in connection with public safety law enforcement at City airport facilities.

Recommendation for Council action:

REQUEST the City Attomey to prepare the necessary Ballot Resolution, Ballot Title Resolution and Ordinan@ to place on the May 17,2005 General Municipal Election Ballot a measure to amend the City of Los Angeles Charterto provide the City Councilwith the authority to enact by Ordinance changes to the methods of providing public safety law enforcement services at City airport facilities.

Fiscal lmpact Statement: Neither the City Administrative Officer nor the Chief Legislative Analyst has completed a financial analysis of this report.

TIME LIMIT FILE - JANUARY 26,2005

(LAST DAY FOR COUNCTL ACTTON - JANUARY 26, 2005)

Summary:

The Chief Legislative Analyst (Cl.A) reports thatthe Council is cunently considering a proposal to place a measure on the May 2005 Geneml Municipal Election Ballot to amend the City Charter to provide the City Councilwith the authority to enact by Ordinance changes to the methods of providing public safety law enforcement services at City airport facilities. The Charter cunently establishes that public safety law enforcement services at airport facilities must be provided by the Department of Airports. The proposed Charter change would allow such law enforcement services to be provided by the Los Angeles Police Department (I.APD), and/or a combination of the LAPD and Los Angeles World Airports Police Division, as deemed appropriate by the City Council.

The CLA, City Administrative Officer (CAO), and City Attomey presented reports relative to the optionsforCouncilwith respecttothevarious Chartersectionstoamend to allow lawenforcement services to be provided to the Airport by the IAPD. ln addition, the City Attomey discussed the potential personnel implications, including Memoranda of Underctanding, transfer from the Los Angeles City Employees Retirement System to the Fire and Police Pension System, City discipline proceduresversusthe ISPD Board of Rights, and the necessityforthe meetand confer process to take place.

At its January 10, 2005 meeting, the Public Safety Committee considered and approved the recommendation, as initiated by Motion (Weiss - Cardenas - et al.), to request the City Attomey to prepare the necessary documents to place on the May 17,2005 Municipal General Election Ballot a measure to amend the City Charter to allow the LAPD to provide law enforcement services at airport facilities within City boundaries, and fonrarded the matter to the Commerce, Energy and Natural Resources (CENR) Committee. On January 1 1, 2005 the CENR Committee approved the recommendations (Cardenas-Miscikowskivoted yes; Hahn voted no). This matter is now fonrarded for Council its consideration.

Respectfully submitted,

PUBLIC SAFETY COMMERCE, ENERGY AND NATURAL RESOURCES COMMITTEE COMMITTEE C,,-gha*J;' "lc& * (PT, ADOPTED JAN 1 I 2005

tostt0ELEs c[ImuH0[t FCRTHWITI{

MEMBER VOTE MEMBER VOTE MISCIKOWSKI: YES CARDENAS: YES REYES: YES HAHN: NO PARKS: ABSENT MISCIKOWSKI: YES WEISS: YES ZINE: YES mk M2@.@ 01113'05 COUNCIL VOTE Jan l-B , 20OS L:03 :55 PM, #l ITEM NO. (14) Vot,ing on Item(s) : 1,4 RolI CalI

CARDENAS Yes *GARCETTI Yes GREUEL Yes HAHN No LABONGE Yes LUDLOW Absent MTSCIKOWSK] Yes PARKS Absent PERRY Yes REYES AbsenL SMITH Yes IlII-,LARAIGoSA Yes WEISS Yes ZINE Yes PADILI,A Yes Present: 1-2, Yes: lL No: 1 \ CIT IF LOS ANGELES SPEAKEI ARD

Date Councll Flle No., Agendg ltem, or Caso No. I lrcl zs +r"{

I wish to speak before the Cotrr/ctt Name of CityAgency, Department, Committee or Council

Do you wish to comment, or to speak for or against a proposal on the agenda? 0 For proposal Against proposal Name: llo General @mments

Business or Organization Affiliation:

Address: Street Clty State zip Business phone: Representing:

CHECK HERE IF YOU ARE A PAID SPEAKER AND PROVIDE CLIENT INFORMATDN BELOW: 5t<-

Client Name: Phone #:

Client Address: Street City State Zip

Please see reverse of card for important information and submit this entire card to the presiding officer or chairperson. 7 CIT )F LOS ANGELES SPEAKEI IARD

Date Councll Flle No., Agenda ltem, or Caqg* No. €r /res/65 AGcrEnrr;rp rT5lrra 14

(-rr\, C-Etrhl <-r r- I wish to speak before the L. ,X Name of CityAgency, Department, Committee or Council

Do you wish to provide general public @mment, or to speak for or against a proposal on the agenda? ( ) Fpr proposal (>. i\, Name: Leor-r r\(o a.1 , .E ["]1A:?'::,t:9ffi1"

Business or Organization Affiliation: t-6,3, AxrGEuEi5 z\,lre12sr.+ Pc>Lr<_e, S.sev. A!3Sr\t Address: P-.s. flsrr a L A- c6 a1r=rs€> Street State Ap Business phone: Representing:

CHECK HERE IF YOU ARE A PAID SPEAKER AND PROVIDE CLIENT INFORMATTON BELOW:

Client Name: Phone #:

Client Address: Street Ctty State Zp

Please see reverse of card for importrant information and submit this entire card to the presiding officer or chairperson. C|r )F LOS ANGELES SPEAKET ARD

Dats Councll Flle No., Agenda ltem, or Case No. Taa, ll, zctot 3

I wish to speak before the _ Cs,np,*o- 6n"no i l'rrJ"-'t (r*, C/*q,Mo or douncil

Do you wish to provide general public @mment, or to speak for or against a proposal on the agenda? ( ) For proposal ( ) Against proposal Name: ( 9r'General@mments

Business or Organization Affiliation: 6 Address: t ?01 PWplltJrubr/t* 448- lil&{l&illlW. Dc Zorrg( Street City ffi Zp Business phone: Zo?,-7W.r{rut Representing: *w

CHECK HERE IF YOU ARE A PAID SPEAKER AND PROVIDE CLIENT INFORMATDN BELOW:

Client Name: Phone #:

Client Address: Streot City State Ap

Please see reverse of card for important information and submit this entire card to the presidingofficer or chairperson. CIT IF LOS ANGELES SPEAKEF ARD Date rfufo{ Council Flle#6 No., Agenda ltem, or Case No. lwish to speak before the C.E-NI R. Name of CityAgency, Department, Committee or Council

Do you wish to provide general public @mment, or to for or against a on the agenda? For proposal Against proposal i Name: l i4 General @mments

Business or Organization Affiliation: t^h\€oN Address: 61>o tt. 76 d st u* fln*,V, CA loo4r Street @- a State zip ,4Ce- Business phone: Gd oOt I Representing:

CHECK HERE IF VOU ARE A PAID SPEAKER AND PROVIDE CLIENT INFORMATIoN BELOW:

Client Name: Phone #:

Client Address: Streot Ctty State Zp

Please see reverse of card for importrant information and submlt this entire card to the presiding officer or chairperson. CITV : LOS ANGELES SPEAKER \RD

Date Council File No., Agenda ltem, or Case No. )- ta- o5 /rcA * I

I wish to speak before the ?ua tt. 6lrar2 or'ta"tzrtdE Name of CityAgency, Department, Committee or Council

Do you wish to provide general public comment, or to speak for or against a proposal on the agenda? ( ) For proposal ,.7 4) ( ) Against proposal Name: (* ltFl ,/f AZf ( ) Generalcomments

Business or Organization Affiliation: b??L

Address: tSoE u. EZ,e. TJ Sfeet Ctty State Zp Business phone: Representing o /r..

CHECK HERE IF YOU ARE A PAID SPEAKER AND PROVIDE CLIENT INFORMATION BELOW:

Client Name: Phone #:

Client Address: Streot City Slate Zp

Please see reverse of card for important information and submit this entire card to the presiding officer or chairperson. @a'4-;n C/$.>-r [q- t '[tolrg tl*- REPORT OF THE CHIEF I"EGISLI\TTVE ANALYST

DATE: January 7,2005

TO: Honorable Members Public Safety Commiuee o"l ' 3'lc a FR.OM: Gerry F.Millerr4fu C.F.#: 434002e85'6 Acting Chief l"egislative Analp Assignment No. : 03-09 -1456

Airport Public Safety Law Enforcement Service Options

The City Council is curre,ntly considering a proposal to place a measure on the May 2005 General Municipal Election Ballot to amend the City of Ios Angeles Charter to provide the City Council with the authority to enact by Ordinance changes to the methods of providing public safety law enforcement services at City airport facilities (CF# Oq-2468). The Public Safety Committee requested information regarding the costs, implementation issues, and anticipated time line for implernenting improveme,nts to the current method ofproviding public safety law enforcement services at the various City airport facilities, including potentially establishing a singte City public safety law e,nforcement agency with responsibility over City-owned airport facilities within Cityboundaries. The first step in developing such information willbe the completion of the current Ios Angeles World Airport (LAWA) study entitled'Development of and Organization and Implementation Plan for a Unified Command of Polioe Services Between Ios Angeles World Airports Police Division (LAWAPD) and LAPD with kespect to Services at Ios Angeles International Airport" (hereinafter LAWA/LAPD study).

RECOMMEiT[DATIONS:

It is recommended that City Council:

1) Request the Los Angeles World Airports (LAWA) to expeditiously ensure that the Counter Technolory, Inc. LAWAPD/LAPD study include:

a) Evaluation of the merger of the LAWA Police Division into the los Angeles Police Departnent thereby establishing the LAPD as the sole City law enforcerne,nt agency at all airport facilities within City boundaries, as one ofthe organizational options to be thoroughly evaluated.

b) Evaluation of the implications and limitations of the various organizational options revibwed for both airport facilities within and outside the boundaries of the City of Ios Angeles. 2) Request LAWA to report to the Public Safety Commiftee at the Committee meeting dhectly following Counter Technology, Inc.'s first monthly report to the Board of Airport Commissioners regarding the inforrration provided in Counter Technology, Inc.'s report to the Commission" the status of the project and information regarding the following issues:

a) The method and timing of Counter Technology, Inc. meeting with CityAdministative Officer (CAO) representatives to ensure that cost estimates are consistent with City budgetary practices, that the benefits of efficie,ncies in the providing of senrices are appropriately addressed, and the implementation issues specific to the City of Los Angeles are considered and addressed for each organizational option under review;

b) The project work plan which establishes whe,n the organizational options for the public safety law enforcerrent will be presented to the Board of Airport Commissioners for consideration and development of the implementation plan will be initiated.

c) The other law enforce,rnent organizational structures, identified by Airport narne, selected for examination.

d) The process used for selection of peer reviewers and the points in the process at which peerreview will be sought.

DISCUSSION

The City Council is curre,ntly considering a proposal to place a measure on the May 2005 General Municipal Election Ballot to arnend the City of Ios Angeles Charter to provide the City Council with the authority to e,nact by Ordinance changes to the methods of providing public safety law enforcement services at City airport facilities (CF# 04-2468). The Charter currently establishes that public safety law enforcement services at airport facilities must be provided by the Deparfine,nt of Airports. The proposed Charter change would allow such law e,nforceurent senrices to be provided by the Ios Angeles Deparfinent Police Deparfrnent (IAPD), and/or a combination of LAPD and LAWAPD, as deemed appropriate bythe City Cormcil.

The Public Safety Committee has requested information regarding the costs, implementation issues, and anticipated time line for implementing improvements to the curre,nt method of providing public safety law enforceme,nt services at the various City-owned airport facilities, including potentially establishing a singls City public safety law e'nforcement agency with responsibility over airport facilities within City boundaries, to assist in developing the best sfategy for efficientlyproviding the highest level of public safety law enforceme,nt services at

2 City-owned airport facilities at a reasonable cost. Development of such information is contingent upon the e.stablishment of specific proposals that meet the public safety law enforcement needs of the various City-owned airport facilities. The first step in this process would be the completion of the curre,nt LAWA proJect entitled'Development of and Organization and Implementation Plan for aUnified Command of Police Services Between Ios Angeles World Airports Police Division and LAPD with Respect to Services at Los Angeles International Airport" (LAWAILAPD Study).

LAWAPD/LAPD Study

The Council (CF# 02-1480) requested LAPD and LAWA report to the Cotrncil regarding the appropriateness of maintaining two law enforcement age,ncies at LAWA. The Police Commission supported the concept of the policing of airport facilities within Cityboundaries by LAPD only, thus supporting the merger of LAWAPD at facilities within Cityboundaries into LAPD. The Airport Commission supported maintaining separate LAWAPD and LAPD service, consistent with curre, rt practice.

OnMay 11,2004, aMotion (Weiss -Miscikowski, et.al) (CF#02-1484-S1) was infioduced requesting LAWA to hire an independent consultant to evaluate the potential merger of I-AWAPD and the IAPD. On July 6,2004, the Board of Airport Commissionerc approved the release of a request for proposals @FP) for a "Comprehensive Evaluation of the Existing Organizational Structure of the Ios Angeles International Airport (LAX) Airport Police and the Ios Angeles Police Departne,nt's Role at I-AX and to exarnine a potential merger of the two organizations." The RHP was released July 20, 2004. A November 19, 2004, Council Motion (CFffi4-2414), which was referred to Public Safety and Commerce Committees, requested that the LAWAPD independe,nt review be expanded to include consideration of officer deploynent.

Counter Technology, Inc. was selected by LAWA to complete the I-AWAPDILAPD study and a contract was executed on Decerrber 15,2004 (attached). The contact has a not to exceed amount of $900,000 and tenn of one year. The scope of services is general in nature, but does specificallyprovide forthe "developme,nt and analpis of altemative organizational structures (including associated costs) and the ensuing recommendation for a preferred structure is to be completed by February 28, 2005."

This is an arnbitious schedule, therefore it is imponant to e,nsure at this early stage in the process that the significant issues of concern to City Council are included in the I-AWAPD/LAPD study. Although the RFP sought a comprehe,nsive evaluation of the existing organizational structure of the Ios Angeles Intemational Airport (LAX) Airport Police and the LAPD's role at LAX and to o'developme,nt examine a potential merger of the two organizations, the contact provides for of an organization and implementation plan for a unified command of police services at LAX" and 'fthe integration of representatives of [LAWAPD] and LAPD into a working team." It is therefore r@ommended that it be expeditiously clarified that the'1mified command" options that will be considered and evaluated will not only consider organizational structures that provided

3 for a unified command between LAWAPD and LAPD, but will also include evaluation of transition to LAPD as the single agency responsible public safety law enforcerrent efforts at City-owned airport facilities within City boundaries (i.e. merger of I-AWAPD into I-APD), as specifically requested by City Council.

The scope of services for the LAWAPD/LAPD study focuses on LAX and does not address City airport facilities outside the boundaries ofthe Cityof Ios Angeles. It will !s important to understand whether or not all proposed public safety law e,nforcement options reviewed for LAX would be appropriate for the City's other airport facilities. Therefore, the study should include an evaluation of the applicability of the various organizational options to City-owned airport facilities both within and outside Cityboundaries.

The contract requires that the Consultant re,port to the Police Commission monthly. With the projected completion date of a r@ommended organizational option by February 28,2005,the first report to the Board of Airport Commissioners is anticipated to contain a substantial amount of important information. It is therefore recommended that LAWA be requested to report to the Public Safety Committee regarding that report and the status of the project at the Committee meeting immediately following the presentation to the Board of Airport Commissioners.

The LAWAPD/L,APD study's evaluation of the various organizational law e,nforcement stuctures will include the development of estimates of costs, includingbudgets, salaries, be,nefits, retiree prograrns, and insurance. In is important that cost estimates developed be placed urithin the context of the level and efficiency of services afforded by each of the proposed strucfires. The CityAdministrative Officer (CAO) should have a significant role is assisting in the development of cost estimates to e,nsure their validity within the context of City budgetary practices. Furtho, the CAO's participation in development of the merger of the Metopolitan Transportation Authority law enforcement personnel into LAPD provides unique expertise regarding the tlpes of issues, specific to the City of Ios Angeles, that must be addressed and evaluated in any review of organizalional options. It is therefore recommended that the City Council request that LAWA include in its report regarding the status of the proJect, infonnation regarding the planned interface with the CAO to ensune that cost estimates are consistent with City budgetary practices, that the benefits of efficie,ncies in the providing of se,rvices are appropriately addressed, and the implementation issues specific to the City of Ios Angeles are appropriately considered and addressed for each organizational option under review.

The contact scope of senrices provides that the'oConsultant will recommend an organizational model and develop the associated implementation plan." While it is appropriate that the Consultant recornmend an organizational structure, it would be appropriate for the Board of Airport Commissioners and City Council to review all options, including the Consultant's recommendation, prior to an impleme,ntation plan being developed. Development of an implernentation plan for a structure recommended by the Consultant, but which may not supported bythe Board of Airport Commissions, would result in an inefficient use of time and resources. Therefore, it is recommended that the LA,WA be requested to include in its report

4 regarding the status of the project, a project work plan identiffing whe,n the organizational options for the public safety law enforcernent will be prese,lrted to the Board of Airport Commissioners for consideration and the implerrentation plan developme,nt will be initiated.

The contact provides for a peer review compone,nt. Evaluation of the benefits and limitations of the various public safety law e,nforce,ment options for LAX will be a complex process. Peer review will serve to substantially enhance such evaluation. Engagernent of peer reviewers earlier in the process rather than later could serve to enhance the overall quality and comprehensive,lress of the organizational options selection for review and evaluation. Additional peer review enhanceme,nts could potentially be achieved by selecting peer reviewem that have expertise in areas that complime,nt the expertise of the Consultant, rather than duplicate their expertise, to erurure different perspectives of this complex issues. Further, since other airport law e,nforcement organization stnrctures will be reviewed as part of the prrcess, with the expertise and experience of each such organizatronanticipated being incorporated into the study, selection ofpeer reviewers from such organizations could serve to duplicate effort, rather than enhance the effort. .It is therefore recommended the LAWA be requested to include in its report regarding the status of the project, the other airport law enforcement organizational stnrctures selected for review as part of the studS the process used for selection of peer reviewers, and the points in the process at which peer review will be sought.

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18.1.4. Sutcoutttct"t CompnrnqS Conhactor agrc6 to iaolude in evqy sirbcoauact inrotving this Costroct oltcred into betwoa Coutrrcroraod arysuboonfaaoa apovisiortpisuut to wtridr scrr srboonfacOr(A) ngrccsto comptywirhthotivingWago Ordlnarce ard tts S€ryice Contractor Workcr kcteotior Osdlnalre wifi rcsped !o tlds Co0hacq (B) agocs not to fiali,atsrieAinss auy

182. S-efvice.Contmet WorkerRercndon Ordloucc.'Ihis Contac.t m{y bsubject to tts Scrvicc Conhct Worker Rptcntloa Ordirarrce Csc\lrROr[section 10,36, et seq, of the tos Angelcs Admiuishative Codo), which is incorpo,rated here'tn bythis reltr€occ. .A copy of Scction I0.36has ber:rr ecMforlheconvcnicnccofthopartiesas Bxhibit "G." Ifapplicablg Contractor must also coryly with the SC.tryRO whic;h requtres thaf unles spmifio eximptlcns apply, all anploytrs *d-r cootracils lhai aro priurartly for thc n[nishing of ssnvicrs to or for thg Ci'ilo]l-os Arigeles aud thal inrclve ar Sxpsnditure or rc@,ia ercess of$25,fl).0 gd tgorrtrar/. lemr ofat ieast &roe (3) mooths, shall lrovide reteffiod by a successor conhactor for.a ninety-dry pDaLy) rrarrsition perrod of thc crnployecs wtb havo bcur omployed for rhe precoding tv,, elva (12) rnoaths . or more by ths tsmindod contocts u s$aortrads, if arry,as pnoridod for iu thc SC$fi,O. Undcr tlre povisioiu of Scctiou 1O36.3(c) ofthe tos Angeles Adminisrativc Corte, Cityhus the arthority, rnde.r appropdde drem$arces, to tqrrriuate tHs Conrao and othcrwisc pursfle lcgal renredies that tmy b wailable if City detsrrine that the subjcct contractor vblated the provisions of lhe sc\frrRc,.

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a f( I a (6)

04-2598

Board of H Commissioners' report, CAO report, relative to proposed Foreign-Trade Operating Ag 2362with Kintetsu World Express (USA),lnc.,fora rAgreementfora and distribution centerat Los Angeles Foreig n- 202, Site 8-A, in Rancho Dominguez, Califomia.

Fiscal lmpact Statement itted by the Board and the CAO.

DISPOS

04-2597

Board of Harbor and CAO report, relative to proposed Foreign-Trade Zone No. 2363 with Kwikset Coporation, a Black and Decker ,fora r Agreement for a warehouse and distribution center at Los eles F, Zone 202, Site No.20-A, in Mira Loma, Califomia.

Fiscal lmpact Submitted: Yes, by rd and the cAo

DISPOSITI

(8)

04-2468 Chief Legislative Analyst, CAO, and City Attorney to report on Motion (Weiss - C6rdenas, et al.) relative to a May 2005 Genercl Municipal Election ballot measure relative to Council having authority to enact any additional measures to ensure public safety at the Los Angeles World Airport's (IAWA) facilities. (Also Public Safety Committee)

Fiscal lmpact Statement Submitted: No

& DISPOS ()lrf TC -Y4) fl ,Ttl N o f cA - Y61 )P{/0\

Commerce, Energy and Natural Resoures Tuesday, January 1 1, 2005 (e)

03-1220-S1 Resolution (C6rdenas - Garcetti) relative to calling upon the United States NaW and United States Department of Transportation to preserue a national aviation asset by pursuing the City's offer to lease Marine Corps Air Station (MCAS), El Toro, and operate the facility as a civilian passenger and cargo airport.

Fiscal lmpact Statement Submitted: No

05-0016 cD 11 Board of Airport Commissioners' report and CAO relative to proposed Right of Entry Permit for ContinentalAirlines to ll and operate a free product recovery system for removal of jet fuel from g at Los Angeles I ntemational Airport (LAX).

Fiscal lmpact Statement Submitted: Y by the Board and CAO.

DISPOS

cn0111.wpd

Commere, Energy and Natural Resources Cornmittee Tuesday, January 1 1, 2005 t

PUBLIC SAFETY COMMITTEE

MONDAY, JANUARY 10, 2OO5

ROOM 1O1O - CITY HALL - 10 AM 2OO NORTH SPRING STREET, LOS ANGELES, CA 90012

MEMBERS: COUNCILMEMBER CINDY MISCIKOWSKI, CHAIR COUNCILMEMBER ED P. REYES COUNCILMEMBER BERNARD C. PARKS COUNCILMEMBER JACK WEISS COUNCILMEMBER DENNIS P. ZINE

(Adrienne Bass - Legislative Assistant ll -213-978-1073 or email - [email protected])

Note: For information regarding the Committee and its operations, please contactthe Committee Legislative Asslstant at the phone number and/or email address listed above. The Legislatfue Assistant may ansuver questions, provide materials, and provide notice of materc scheduled before the City Council. Asslstive listening devices are available at the meeting; upn72 hour advance noti@, other accommodations, such as sign language interpretration, and tanslation services will be provided. Contract the Legislative Assistant listed above for the needed services. TDD available at (213) 978-1055.

FILE NO. SUBJECT

(1) Continued from December 13. 20M o4-2468 Chief LegislativeAnalyst (CLA), CityAdministrative Officer (CAO) and City Attorney to report on Motion (Weiss-Cardenas, et al.) relative to a May 2005 General Municipal Election ballot measure relative to Council having authority to enact any additional measures to ensure public safety at the Los Angeles World Airport's (LAWA) facilities. (Also refened to Commerce, Energy & Natural Resources Committee)

Fiscal lmpact Statement submitted: No- 3 R6r'. 6> er t' 6ggvn.-.CuA rc-c-e DI @ e€{€"t C,A 6o.st..t' %9o=* !r.!-(cee [email protected] $,- .=oas ( La.ei B, Cc. \ e-.-\i a<--D s)

PUBLIC SAFEW COMMITTEE Monday, January 10,2005

1 (2) Continued from December 13.2004 04-1033 Motion (Weiss-Smith) relative to Los Angeles Polie Department (lApD) and IAWA to report with a detailed After-action report explaining the LAWA Police involvement in the Friday, May 21st joint lnglewood police and |SPD pursuit.

Fiscal lmpact Statement submitted: No

DISPOSITION

(3) 04-2414 LAWA report in response to Motion (Zine-Cardenas-Weiss-Smith) relative to IAWA to report back on the investigation information gathered on Airport Police officers'dereliction of duties, falsification of worklogs, etc.

Fiscal lmpact Statement submitted: No

DISPOSITIO

(41 Continued from December 13.20M 0g."1218 LAPD report relative to repairc and renovations made to the 77h Street Area and its community room.

Fiscal lmpact Statement submitted: No

DISPOSITION

(5) 04-1330 Police commission report in response to Motion (Hahn-LaBonge) relative to status of rewards given to persons who report illegar dumping.

Fiscal lmpact Statement submitted: No

DISPOSITION

PUBLIC SAFEry COMMITTEE Monday, January 10,2005

2 0111012005 11:52 FAX 2028284209 AIR TBANSPORT ASSN E 002/008 ,'.,ST)|,Hs," casauIl! o4 -L1 66

AIR TRANSPORT ASSOCIATION

Stateuent bdore the coMMERCq ENERcy ArriD NATURAL RESOTTRCES COMIIrIEE CTTY COT'NCXL Otr LOS AITGELES Unlfrlng Il\X Polcs Forcs Jauuary 11r 2fr)s

It&. Chaimas, Merrbe,rs of fre Coumitee.

Good norning. My name is Robert Dibblee. I am lvlaoagiug Dirwtq( of Seato aud L@al Govemm€ot Aftirs for the Air fhnsput Association (ATA), fte trads associatim for the leadiug U.S. airlinEs. Our menfier airlines Eassport 95 porcent of aII passenger and cargo traffic in ths Uaited States. I an bere Oday nopreemting the members of the ATA, as well as the LA)( Akline Airyort Affiirs CommitEe, which repreronn all of ths t0- plus airlines - pasqgsr and caqgo, domostic and inremntional - serving L$(

I an plcased to be herc today to commgnt on an issue otherthau the LAX Master Plaa, specifically tho proposed uni8cation of the Lff( Airport Police brce with fte Ios Angeles Police Deparment now pendiqg boftro this Comnittee. As I urderstand, the pupos€ of this meIBEr would b to enhance and increse sccnrity at LAX.

ATA and its mfilbfiairlines are ia sound agrcmeut withmernbers offtis Committw and Se City Council that secruity at LAX Sould bo of paraaourt conoem to all of trs. \Ye, too, desite e safer and more secus LA)( that Eaiotains a high degree of customer sewice, aud ws aro confideut thc approval of the LAX Ma*erPlan bccins the process toward achiwing this outcome.

Br& I anprimarily htre today to mcourage this Cormdtteo to not prcceed with the popsd uorggr ofthe two police forues. firy actlon oB your pert Bt this time wq{d be prc, Etrrrc. As you hoq wen thougb this igsus has created significant discussioa ia thg past, LAWA has recently contracted with Counter Techuolory, Lrc- (Cfi) to cxamine wery aspt ofthe orgartizetional relationship befirrccn flre two forc€o md thc assooiatod economic, legal, and opsrationel dotails iuvolrrcd in pot€ntia[y neging the two grorps orplaciag them uuder a unified command stucture. We appleud tho Bord of Airput Corrmissiouors for authorizing ao idepcndent strrdy m this conplex isstre by an expaienced and wellqualifiEd national corrorlunt, aod we are partictrlarly pleasod with CT['s plsu to fint submit its ffndings to I group of airport socurityprofessiomls to m$r€ evicqf detail has reseivcd thomugh and unbiased cosideration before bringing it to ths Couocil. The desire to achierae a high degrec of objeaivity andtransparmcy to ths strrdy is conrmeudable and prcfcrable to any pred€fiermined actions by fris Committee. We suongy recommeod that thE C,oruoil rofrain from prempting the findings of the snrdy. Ttis is I yery serious issue, and it should not be p* before the voters rurtil all the angndaff isnrm ue addrosscd. I ,47fl5.t 4tE tErucmnr ASsggtATtot or AIEEIOA, tro. I l0 I Pmrrrn.vaNt^ AvENrrr. NV $rrrr t lfi, t/^BHt1irnroN, tx: 1000{. I ?0? 202.020.4000 errr.urrhAc!.ulgi 0111012005 11:53 FAX 2028284205 AIR TRANSPORT ASSN @ oo3/0os

At the *r'ne tiure, I would be rcmiss if I did not mendon sovcral ptential iupasti on the airliae ine$ry firom arruifiedpolice force that we have aheafi dcterained'

Thc fiaancial costs assooiated wi& a pomdal mergr or uaification of &e two foraa woul4 rrrcuudsstand, be ao$id*able-apprcximately M5 million initially wllh an additional S4 nritlion errery yeer &ereafter - to covu peusiod, faining md other ttlst€d exp6sos. We hsve no allrrsions as to the source ofthese additiotrEl fuods, Esryially c&riqg 8t atinewh€uure are atrady ftcing enrornous uuffluded s€surtty aandatss ftom the Fed€ml gsvqnrnfit andthe finmcial state oftte in&rsty ooatinuos to bo weak $7.J blllion projuted losses itr 2004, which is Eor€ frau twicg of last ym, fu a total orrer $30 billion since 2ffi1; the loss of 127,0@ jobs in ttrce yean; aad the list gocs on The infustry can ill afford such a taqge outlay of capital with no asiurarre offlte tangible beoefits enhancing our curent LAX oporatious.

Merghg or uniffing tho airport police fuce wi& LAPD may hane the potmtial for violating Fedmal law and policy regiardiqB the use of airpom rcvcilre. Reeut modia r€puts indicate thet sEvffil intsr€sbd parties supportive ofaunified policE forco arc tookiuetothis offort u amoans to fill alocal frradiqg ggp Brd sewre addid@dtl polics offioerg. If tsrr, &p mems do aotjumif, the end& A rmified force could lead o a rdeptoyrumt of airput ttrouroes finens€d by the csriero while providinS &$ious bcnefit to trcm. We do not relioh arryat ofthe tega.l disptse ou thE use ofairport rcvqurff exporieracod tocally iB the mid 1990's.

!yfr. Chaima!, we recognize andshem fre objcctivt of the Coracil's to furyrcw s0writy st LA)( Ag I $atod, rryo all wmt tbe saf,est aod most seolrs srviroanmt for our passmgffi md oru eorployees. Hourcv€r, we a$ not convinced that the proeosed @EEr of 6e LA)( Airport Polioe with the I-APD wiU accmplish thb goal. Thero frs Eany questions and issum tlut need to be thomrgUy rtvi€tted aud mswers4 whioh is why the figdinge of $o oEtont sildy wiu bs stitical to dictating 4 fin?I resolution" We cocouagp this Conurifiee to actpnrdcndyauduotrushto jrrdgnmtpriorto hcariry from the ery€rts,

Thankyou.

l4r8tt l PUBLIC SAFEry COMMI]TEE

MONDAY, DECEMBER 13, 2OO4

ROOM 1O1O - CITY HALL - 10 AM 2OO NORTH SPRING STREET, LOS ANGELES, CA 90012

MEMBERS: COUNCILMEMBER CINDY MISCIKOWSKI, CHAIR COUNCILMEMBER ED P. REYES COUNCILMEMBER BERNARD C. PARKS COUNCILMEMBER JACK WEISS COUNCILMEMBER DENNIS P. ZINE

(Adrienne Bass - Legislative Assistant ll -213-978-1073 or email - [email protected])

Note: For information regarding the Committee and its operations, please contractthe Committee Legislative Assistant at the phone number and/or email address listed above. The Legislative Assistant may ansuyer questions, provide materials, and provide noUce of matters scheduled before the City Council. Assistive listening devices are available at the meeting; upon72 hour advance noti@, other accommodations, such as slgn language interpretation, and translaton services will be provided. Contact the LeglslaUve Assistant listed above for the needed services. TDD availabte at (213) 978-1055.

FILE NO. SUBJECT

(1) (a) 0+2468 Motion (Weiss-Cardenas, et al.) relative to a May 2005 General M unicipal Election ballot measure relative to Council having authority to enact any additional measures to ensure public safety at the Los Angeles World Airport's (LAWA) facilities. C-Ohf Fiscal lmpact Statement submitted: No r"sx-\ [ 'd] |\., 6t'{&+* P4a? t (s.-kL4.,a-^4-- DISPOSITION ?- .e A , f fto .C ck +-c-&+) A +o re-rrlct* lca-

04-1033

PUBLIC SAFETY COMMITTEE Monday, December 13, 2004

1 i CIT )F LOS ANGELES .SPEAKET ARD i Date , Council File No., Agenda ltem, or Case No. I tz lolo I * L

t tl goti ,.1 ;t I wish to speak before the ?"bt,z eoyr"rd-t|,- Nrr" City Age""y Departilent, Comminee or Council "{ "f Do you wish to provide general public comment, or to speak for or against'a proposal on the agenda? ( ) For proposal _t) .-^- a (yfAgainst proposal l' 'r- Name , fu^ /tCAd bt 7l?LeE ( )Generarcomments

Busin"ess or Organization Affiliation ?o rL{. ,*rs ct t t^/ l i I * ( I Address: u t ?etu. Mil D.c I Street City State Zip

1 I Business phone ?aZ-h.\F*OO Representin o, ffA

1 CHECK HERE !F YOU ARE A PAID SPEAKER AND PROVIDE CLIENT INFORMATION BELOW:

Client Name Phone #

Client Address Street City State Zip t -4 i Plgase see reverse of card for important information and submit this entire card to the presiding officer or chairperson. ai I I I 12/ 13/2004 09 : 5 1 FAX 2028284208 AIB TRANSPORT ASSN @ 008/007 TaWBf d6hs6 W,% ATn TRnNSPORT ASSOCIATION

I Statement before the l PUBLIC SAFETY COMMITTEE I CITY COUNCIL OF LOS ANGELES 1 Unifying LAX Police Force t- December 13,2004

I Madam Chair, Members of the Committee' I Marraging Director of state and Local Good morning. My name is Robert Dibblee. I am Association the rade a-ssociation tbr : Government Affairs for the Air Transport 1'arn), 95 percent of all passenger and the leading U.S. airlines. Our rnembei airlincs transPort represgnli.nc the mernbers of the ATA" oargo traffic in the United states- I am here today which represents all of the 80- as well as the LAX ei.iirJifort Affairs Committee, serving LAx' plus airline, - purr"rrger and .rrgo, domestic and international -

I an issue other than the LAX Master Plan' I am pleased to be here today to comment on Polioe forcc with the Los sneciticatlv the proposed unification of tf'e feX Airyort the rlli;;;;;;;ent now pending beforo this committee. As r understand, ffi;kr at LAX' purpose of this or.rg., *ould bc io enhance and increase security

with members of this committee ATA and its member airlines are in sound agreement all of us. *Jit iitv counciithai security at LAx should be of paraniount to " a high 'onc.rndegree of customer w., ioo-a"rir" u sui"iund more secure LAX that maintains Master Plan begins the proceSs service, and we are confident the approval of the LAX toward aohieving this outcome. not proceed with tho. But, I am primarily here today to enoourage this Committee to would be i,rrs"r orttu two potice forces.-A.,y action on yotr.part at this time ;*;il significant diScussion in the premature. As you l*o't*, even though thiS iSSue has created Inc. (CTI) to examine past, LAWA f,us r...otty.*1ii*tt"a-*ith Counter Teohnology, ttre.two forces and tbe assooiated every aspect of the organizatiorral relationship between potentially merging the two .ro**ir, legal, and iperational details invoived in Sroups applaud the Board of Airport I ;;;i;;l;g thJnr under a unified command structure. we on this complex issuo by- an Commissioners for autiorizing an independent stirdy-and . *e are particularly pleasod with experienced un6 *r1:["*1id.[ rutlonui oonsultant, profesionals to cTI's plan to first submit its findirrgs to a group of airp-ort security before bringing it ,-nrur-*u.ry aetait tras recei.,"d th&ough Ind unbiased consideration objectivity and transparency to the to the Coun"il. the desire to achieve u ni+ degree of actions by this Committec' siuay is commendable and preferablc to anypredotermined precmptirrg the findings We strongly recommentl tnat tt e Council rifrain from g[tne put before the votert until all the ThiS is , ..iio* issue, and it should no-t be study. "u.y attendarrt issues are addressed'

! AIE TftAilAPOFT A5SOCIATION 'OF ATEEICA. II'IC. 5478 t 5,1 IJ0l IrrunsrrvnNI^ Avl'iNUE, NW Surrr. llotl WnsgrHcrQN' DC 20004'l?t)7 102.626.'+000 ww*.itirlrrtr6'org '12113/2004 09:52 FAH 2028284208 AIR TRANSPORT ASSN @007 t007

At the samo time, I would be remiss if I did not flcndon sweral poteotial impacts ou the airline iadusfy from a unifid police foroe that ure have already detcrmined

The finansial costs Essociated with a poEfltial merg€r or rmification of the two forces woul4 we understan{ be considerrable - aprproximatoly $45 miUion initially *ith T adOitionaf $4 millio'n every year thercafttr - to oover pe,nsiort, trainiry and otherre_land ;-p*.*. We have no allusions as to the souroe oftheso additional firnds especially *hiog at atime whm we are alreadyfrcing @qryoug unfutrd€d security raandatEs Aorm the federat gov6rnsreat and the finaqcial state of tho industry continuog to be weak $7.5 Uiffl* proj&t{ tsses in zM,which is more &m twioe of last year, for a total over S30 qu. Ulttioo ii"iu ZOOI; the loss of 127,@0iobs in tbree ywrs; and the list goog The indrrstry can ill afford s1rch a large outlay of capital with no assurance ofthe tangibte benefits enhanciug ouxcrurcnt LAX ope,rations-

Mergag or gniffing the airport police force with LAPD may bave the potmtiat for violffi Federal law and policy regarditrg the uso of alrpol levetru8. REseDt modia reports inai.ttt that several intoested partes supportive of a unified Police for1 1le toirUng to this offort as I moarn to fill a local frmding qaP and sesue additional aily pofi*-omor,rs. Iffire, tlrc nreans do not justify tre ends. ^a.lnineA force could lead to a La.ptoymert ofairport rosourcm financed by the carriers while providing_dubiotts benefit io tne* Wi ao not relish I r€p€at of the legal dispute ou the use of airport rsvenues euporienced loodly in the mid 1990's'

ldadagr Ctair, wo rocognize and share tho objective ofthe Cormcil's to improve socurity at LA;1 As I gtated, wi U wantthe safest and most sssult erl ironment for ou pes6eogers and our employffi. Howev_e1 ws are aot sonvinced that the proposod uetger i,ftne inXeirpo.tpoticewith the I"APD will ascorrrplishthis goal. fhe1e.qe.mryV quo;fl*r and G'lles that ueed to be thoroughly rwiem'cd gd3nswered, uihich is why the t"aiogr of the current study will be critical to dictatiug a fiTl resolutiotr" We enrconags this Comnitpe to act pnrdintly and not rush to judgnent prior to heariug from the experts.

Thank you.

'418t3,t tITY OF LOS ANGEuES FRAI\IKT. MARTINEZ Ofrcc of the ClQClerk CALIFORNIA CTTYCLERK Coondl ad Publlc Servlcce Roon 39S, Clty Erll KAREN I(ALFAYAN Io Angelcs, CA 90012 Erccutlve Oftrcer Coundl Ftb InformatloD - (2r3) 97&1043 General ldormatl,on - (213) 9&1133 When maHng laquh'leo Fat: (213) 9&t0.O relatlve to ttrls matter refer to Flle No. JAMES K. HAHN RELENGINSBURG MAYOR Chle! Colodl 8trd hrbllc Servlces Dlvlslon

Council File 04-2468

November 27,2004

Ron Deaton, Chief Legislative Analyst ffice of the Chief Legislative Analyst

Rockard Delgadillo, City Attorney Office of the City Attorney

RE: REQUEST FOR REPORT

At the request of the Chair of the Public Safety Committee, I am transmitting a copy of the Motion (Weiss- Cardenas, et al) relative to a May 2005 General Municipal Election ballot measure relative to Council having authority to enact any additional measures to ensure public safety at the Los Angeles World Airport's facilities, to your Office for review and recommendation. The Chair has requested that the CIA and City Attomey work together on the necessary recommendations and draft ordinance.

Please transmit your completed report to the Public Safety Committee, cy'o Adrienne Bass, Legislative Assistant, ffice of the City Clerk, Room 395, City Hall, for scheduling and consideration by the Committee.

Sincerely,

Adrienne Bass Legislative Assistant Public Safety Committee

AN EQUAL ETPLOYilENT OPPORTUNITY - AFFIRMATIVE ACTTON EUPLOYER pf fRr fln QnrtrTv '! C MIERCE, ENERGV & NAT[,. ., O[. RESOURCES

MONON r{oy 2 4 2004

The Los Angeles City Charter undenrent significant reform several years before the September 11,2OO1tenorist attacks and includes section 636, which provides in full that The Airport Police shall remain underthe independent and autonomous control of the Department of Airports."

The cunent threat of intemationalterorism to Los Angeles lntemational Airport and other critical infrastructure is much greater than it was when the Charter was redrafted, and certain of the City's laws, policies, and public safety organizational structures may require apprcpriate adjustments. However, the ability to act responsively will require action bythe City Council and the electorate to approve an amendment to the City Charter.

I THEREFORE MOVE that the City Attomey, with the assistance of the Chief Legislative Analyst, be requested to draft the necessary ordinance and resolution to place a measure on the May 2005 General Municipal Election Ballot amending the Charterto remove section 636 and make any other relevant and apprcpriate modifications, and provide the Council with the authority to enact by ordinance any additional measures which may be ne@ssary and appropriate to ensure public safety at Los Angeles World Airports' facilities.

CO.PRESENTED BY: ISS CARDE Councitmember,ft 5h District ncilmember, 6h District zt lmember, 1 2h District

SECONDED BY: ffi,X*€* Councitmember, 2d District

mI z 4 eoo4

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