Washington Metropolitan Area Transit Authority Metro Transit Police Department Chief Michael A. Taborn August 2012 Metro Transit Police Department Washington Metropolitan Area Transit Authority (WMATA) is a critical national asset. WMATA transports more than 40% of Federal Government employees to and from work during peak ridership hours MTPD Overview • 492 Sworn Officers, 164 Special Police Officers, 53 Civilians • Jurisdiction and arrest powers throughout the 1,500 square mile transit zone • Six MTPD Bureaus: o Executive Office of the Chief o Administrative Services Bureau o Office of Emergency Management o Patrol Operations Bureau o Special Operations Bureau o Homeland Security, Investigations and Intelligence Bureau Highlights 2011 – January - December • 16% reduction in Part I Crimes • 1,922 arrests • 7,020 criminal/civil citations for fare evasion and public conduct violations • 27% reduction in bus operator assaults (Reduced 90 to 66 assaults) • The probability of being a victim of a Part I crime in the Metrorail system is 5.61 per million riders X X X x MTPD Identified Crime Trends • Robberies and Larcenies • Assess crime trends through MetroStat to manage the deployment of officers • Mobilize Anti-Terrorism Teams(ATT) to blend patrol strategies with crime prevention goals • Increase the use of casual clothes officers to combat robberies and larcenies • Educate customers through a strong public awareness campaign • Youth disorder • Partner with local law enforcement agencies and strategize common crime prevention goals • High visible uniform presence in stations and parking lots MTPD Part I Crime Report 5 Year Comparison – Annual Part I Crime 2007 2008 2009 2010 2011 Aggravated Assault 106 92 94 136 108 Burglary 5 2 0 5 1 Homicide *1 0 *1 *1 *1 Larceny 739 864 811 925 791 Motor Vehicle Theft 166 181 152 129 83 Attempt Motor Vehicle Theft 117 101 79 65 43 Rape/Sexual Offenses 1 0 1 3 1 Robbery 445 581 894 1,007 871 Total 1,580 1,821 2,032 2,270 1,898 * Homicides reported and investigated by other police agencies. Special Events Approximately 600 special events in 2011 Presidential Inauguration - 2009 One of the largest public events in US history Metrorail weekday ridership record is set with 1.12 million trips Houston police officer volunteer saves customer’s life Threats and Vulnerability • Most public transportation systems are “open systems” • Office of Domestic Preparedness completed a Threat and Vulnerability Assessment in 2004; update process is underway • Must remain vigilant – Mass transit is a soft target – Large crowds – Limited resources – Proximity to public and federal places of interest 9 Suspicious Devices June 25, 2012 May 5, 2011 Farragut North Bladensburg Bus June 29, 2012 Fort Totten Cyber Security Technology and Equipment Security Inspection Points • Begun in December 2010 • Initially conducted with the assistance of Transportation Security Administration • Equipment tests for traces of explosives • Carry-on items are not searched unless there is reason to believe suspicious items are contained within Strategies to Improving Security • Effective organizational Safety and Security culture • Employee training • Mass communication to all employees through a variety of internal mechanisms • Public awareness and outreach • Emergency Preparedness • Passenger Information Display Systems (PIDS) • Local and regional drills with key stakeholders 14 MTPD Resources and Capabilities • Anti-Terrorism Team • Canine Unit • Explosive Ordinance Disposal • Local Joint Terrorism Task Force • National Joint Terrorism Task Force • Special Response Team • Office of Emergency Management 15 Anti-Terrorism Initiatives • Operation Blue Tide • Operation RAIL SAFE • Chemical detection program • Bio-Watch program • Target-Train Inspections (TTI) • Portable radiological pagers • Explosive containment trash cans • Relentless outreach/public awareness • License plate readers • Annual training for all employees • Regional drills and exercises 16 Partnerships The Metro Transit Police works in partnership with over 40 law enforcement and government agencies in the National Capital Region (NCR). • Department of Homeland Security • Department of Transportation • Federal Bureau of Investigation • Federal Transit Administration • Department of Defense • Transportation Security Administration • State and Local Law Enforcement • Fire/Rescue Crime Prevention Incident Response WMATA Train Accident Coordinated Response June 22, 2009 Incident Command Introduction – Director MTPD Office of Emergency Management Peter G. LaPorte, Director, OEM • Appointed Metro Office of Emergency Director 12/2008 • Former Director of the District of Columbia Emergency Management Agency • Former Massachusetts Emergency Management Director • Former New York Deputy Commissioner for New York City Police Department • Former Boston Police Department Chief of Staff • Bachelor of Science in Criminal Justice from Northeastern University and Juris Doctor from the New England School of Law. Father of two children, Elizabeth and Peter, Jr. Resides in Virginia Metro Transit Police Department-Office of Emergency Management (MTPD-OEM) • Background – Pilot Emergency Management Department – Created Office of Emergency Management December 2009 within the Metro Transit Police Department • Goal – Ensure Metro has the strongest and best transit emergency management team and capabilities in the nation. – Uniqueness of residing in the Nation’s Capitol and the National Capital Region (NCR) MTPD-OEM • Responsibilities – Planning and Preparedness • Development of emergency plans, procedures, and protocols based on National Incident Management System and Incident Command System – Training and outreach – Drills/Exercises – Equipment and tools • Respond to incidents – Special Events planning and coordination – Response and Recovery MTPD-OEM Staff • 2 former DC Homeland Security and Emergency Management Directors • Fire/Life Safety Officers – former senior command level fire/police officials • Engineer • Public health background – A wealth of experience, well respected throughout the National Capital Region – Trusted agents – Networking and building working relationships National Capital Region Preparedness and Planning EOP Annexes • Continuity of Operations • Emergency Operations Center Manual • Terrorism Incident Annex • Pandemic Flu Plan • Severe Winter Weather • Family Assistance Plan • Future Annexes – Public Information Familiarizing Executive – Special Events Leadership with the EOP EOP Annex • Special Needs Annex • Code Black Procedures • 86 Rail Station Emergency Response and Evacuation Plans Vehicle Fleet Command Vehicle 28 Response Vehicles Training and Outreach • Roll over Training and Outreach Large Scale Exercises 2 lg. scale exercises in 2012 At least one lg. scale exercise scheduled annually 32 Life Saving Equipment Fire Maps AEDs EMS Cabinets 33 PROTECT Program Training in CBEmis Field Access Alarms activate in OCC 34 Rescue Carts Emergency Tunnel Evacuation Cart (ETECs) Metro Emergency Recon Vehicles (MERVs) 35 Rescue Carts 36 Responses Type of Incidents/Events •Derailments •Injured Patrons •Suspicious Package •Power Outage •Fire/Smoke •System Monitoring – Track Maintenance •Escalators Rehabs •Severe Weather 37 Derailments Derailment/split switch in rail yard 38 Derailments Derailment in rail yard 39 Station Evacuation 40 Station Evacuation – Clarendon Drill Bus fires CNG Bus fire 42 Bus Accidents Bus accident 43 Bus Collisions Bus collision 44 Bus Collisions Bus collision with a train 45 Severe Weather 46 Persons Struck 47 IED/Bomb Scares Bus garage bomb scare 48 IED/Bomb Scares In-service railcar bomb scare Patrons self- evacuated to the track roadway 49 Infrastructure Flooding Rail tunnel flood 50 Infrastructure Fires Rail tunnel vent shaft fire 51 MTPD -OEM EOC Headquarters power failure 52 MTPD-OEM EOC Rail Collisions Collision on mainline 54 Accomplishments and Success • Vision • Staff • Grant Awards- Technical Assistance • 24 – 7 accessibility • Emphasis on all EM phases: – Preparedness/planning – Response – Recovery – Mitigation • Networking 55 Transit Emergency Management • Cost effective • Reduces risk • Minimizes liability Conclusion • Emergency Management should be a requirement for all transit systems • Exploration of local, state, and Federal grant opportunities should be considered to augment the transit systems EM capabilities • Networking/building relationships with the community, riders, and first responders is critical for success • EM is ongoing and planning is crucial for preparedness 57 .