Transcript Document 7114077

Safety and Security Roundtable
Rural and Small
Urban Systems
Columbus, OH
January 23-24, 2002
Facilitators
• Annabelle Boyd
• James Caton
– Emergency
Preparedness and
Planning
– Security
Program
Planning
– [email protected]
– 434-973-9887
– [email protected]
– 434-973-9924
Managing Uncertainty
The need for Security and Emergency
Preparedness Planning
-- Every year, communities suffer
natural and man-made disasters
– The tragic events of September 11 have forced
every organization to focus on its preparations to
deal with security events and emergencies
Reactions to
Recent Events
“THROW EVERYTHING
AT SECURITY”
• The worst thing is to do nothing
• If everything is tried, something
is sure to work
• Now is a time for action;
analysts and specialists can sort
out the details later
• Our customers and employees
must be reassured
“IT WON’T HAPPEN HERE”
•
•
•
•
•
Threat is uncertain
Consequences are seen as remote
Assumption of government “bailout”
Unclear responsibilities
Transportation is not the security or
emergency response business
On Plans and Planning
“The Plan is
nothing,
planning is
everything”
(General Dwight David
Eisenhower, Commander in
Chief, Allied Forces, Europe)
Vulnerability of Rural and
Small Urban Communities
• Statistically less likely than their urban
counterparts to experience emergencies and
disasters
• However, the impact
on the community, when
these events do occur,
is far greater
Vulnerability of Rural and Small
Urban Transportation Providers
• Damage inflicted by security or emergency event
on system, which may be exacerbated by limited
mitigation planning
• Limited “reserves” and back-up
equipment or contracts to replace lost service
• Community’s shrinking tax base after event may
erode transportation funding – even forcing
closure of the system
Increasing Costs
of Natural Disasters
Disasters by State
Support Is Essential
• Community support is pivotal to survival of
transportation agency
• Transit agencies offer valuable resources to
support local emergency response which
must be integrated into local planning
• Transit agencies must remain “plugged in”
to post-emergency funding and planning
streams
Training Topics
Module 1:
Module 2:
Module 3:
Module 4:
Module 5:
Introduction
Security and Emergency
Preparedness Planning
Designated Responsibility
for Required Activities
Security Program Planning
Emergency Preparedness
Planning
Training Objectives
RURAL AND SMALL URBAN
OPERATORS WILL UNDERSTAND:
– Purpose of Security and Emergency
Preparedness Program
– Roles and Responsibilities for Developing and
Managing Program
– Security Planning Elements
– Emergency Preparedness Planning Elements
Training Outcome
RURAL AND SMALL URBAN OPERATORS
WILL BE ABLE TO IDENTIFY:
-- Threats and vulnerabilities of system and community
-- How to support community planning efforts
-- Where the security/emergency management function
should fit in their organization
-- Required activities for the security/emergency
management function
-- How to use templates and checklists to support activities
Format
• Participation encouraged
• Introductory information provided by Facilitators
• Break-out sessions for discussion and application
of material
• Review of checklists and templates and other tools
in Participant Manual
• Breaks and Lunch
• Beepers and Cell Phones
Participant Introductions
• Name
• Agency
• Brief Description of Level
and Type of Service Provided
Security and Emergency
Preparedness Planning
MODULE 2:
Part 1 -- Terms and Players
What is Transit Security?
Freedom From Intentional Danger
PASSENGERS
EMPLOYEES
SYSTEM
How Is It Measured?
•
•
•
•
•
•
Crime Rates
Quality of Life
Direct Sensory Experience
Knowledge of Security Incidents
Media
Experiences of Others
Types Of Criminal Offenses
• Part 1 Crimes
• Part 2 Crimes
• Local Offenses
• Terrorism
What Is Emergency
Preparedness?
• A uniform basis for operating policies and
procedures for mobilizing transit agency and other
public safety resources to assure rapid, controlled,
and predictable responses to various types of
transit and community emergencies.
Preparedness means being ready in advance to
react promptly and effectively.
How Is It Measured?
• Quality of plans and procedures
• Results of drills and tabletops
• Quality of inter-agency
communication and coordination
• Level of commitment to emergency
planning process
Security and Emergency
Preparedness Programs
• For Rural and Small Urban Operators, these
programs can be integrated into a
consolidated effort to manage impacts
resulting from intentional, accidental, manmade or climatic events
Relevance to Ohio Operators
A SECURITY AND EMERGENCY
PREPAREDNES PROGRAM SUPPORTS
THE EFFORTS OF OPERATORS:
– To protect passengers, employees and system
property from harm
– To ensure readiness in the event of a major
emergency or disaster that affects the rural
transportation provider and/or the surrounding
community
– To mitigate losses resulting from an emergency
and/or disaster
Relevance to Ohio
Operators
– To ensure that the local community
considers the rural transportation
provider in its emergency planning
efforts and activities
– To ensure that the rural transportation
provider is “plugged into” the
community’s response system and
recovery effort
– To ensure compliance with all Federal
and State rules and regulations
How Are Security and Emergency
Preparedness Related?
•
•
•
•
•
Planning
Response
Jurisdiction
Coordination
Impacts
Four Phases
• Security and Emergency Preparedness
Programs require proactive planning with
resources outside of the transit agency’s direct
control
• This planning is generally organized
according to four phases:
–
–
–
–
Mitigation
Preparedness
Response
Recovery
Four Phases
Mitigation
Preparedness
Response
Recovery
Codes, Standards, Designs,
Best Practices
Plans, Drills, Coordination
Activation of Additional
Local, State and Federal
Resources, Temporary Shelter
and Support, Coordination,
Communication
Financial Relief, Restoration
Creating Emergency
Management “Chains”
• Local resources: when a security event
or an emergency occurs, local responders
first attempt to manage its consequences
• Regional and State resources: if the event exceeds the
capacity of local government, they request the assistance of
other localities through activating Mutual Aid Agreements
and the State through the Ohio EMA.
• Federal resources: If an emergency response exceeds the
capacity of the Ohio EMA, aid is requested from the
President of the United States through the Federal
Emergency Management Agency.
The Players
• Federal Level
– FEMA – Consequence Management
– FBI – Crisis Management
– Other Partners – DOE, DOT, USDA, EPA, DHHS,
State, Treasury, CIA/ODCI, Homeland Security
– Military Assets (Weapons of Mass Destruction)
• State Level
– Ohio EMA, Ohio DPS, Ohio DOT, Ohio DPH, Ohio
State Police
• Local Level
– City and County Emergency Planning Committees; law
enforcement, fire and EMS, others…
• Rural and Small Urban Providers
The Emergency Community
FBI, FEMA, DOE, DOT,
USDA, EPA, DHHS, State,
Treasury, CIA/ODCI
Federal Players
MILITARY ASSETS
State Players
Ohio EMA, Ohio DPS, Ohio DPH,
Ohio DOT
Rural and Small
Urban Systems
County EOC
County Health Department,
County Fire & Rescue,
County Law Enforcement
Local Players
Hospitals, Private doctors, Medical Examiners,
City EOC
City Police, City Fire & Rescue
“Disaster Chain”
“WMD Chain”
Federal
Federal
State
County
City
Rural and Small
Urban Systems
City
Resources in Ohio
The Ohio “Chain”
• State Emergency Operations Plan
– Provides guidelines for local emergency operations
plans based on State-managed system for integrating
and directing local and State resources to a locality
overwhelmed by an emergency
– Directs State response for those activities managed
exclusively by State
– Coordinates State role with Federal government
• Local Emergency Operations Plan
– Provides “blueprint” to guide local response to an
emergency, including warning, notification, public
information, evacuation, mass care, and shelter
Ohio EMA
• Established under Chapter 5502 of the Ohio
Revised Code as:
– Central point of coordination within the State for
response and recovery to disasters
• Supports efforts of the State, and its 11 million
citizens, to ensure preparedness for emergency or
disaster response
• Leads mitigations efforts against the effects of
future disasters
Elements of Ohio’s EOP
Concept of Operations
•
•
•
•
•
1. Phases of Emergency Management
- Mitigation
- Preparedness
- Response
- Recovery
2. Crisis Action System
3. Ohio Emergency Operations Center
4. Operational Overview
- Direction and Control
- Relationship between Levels
of Government
- Assessment Team
Introduction
Background
Concept of Operations
Response and Recovery
Emergency Support Functions
Emergency Support Functions
1. Transportation
2. Communications
3. Engineering and
Public Works
4. Firefighting
5. Information and
Planning
6. Mass Care
7. Resource Support
8.
9.
10.
11.
12.
13.
Health and Medical
Search and Rescue
Hazardous Materials
Agriculture
Energy
Law Enforcement
ODOT has lead in ESF #1,
and supports ESF Numbers
2,3,4,5,7,10 and 12
LOCAL PLAYERS
• BRAINSTORM: Identify those agencies in
your service area with responsibility for
emergency and security mitigation,
preparedness, response, and recovery.
Security and Emergency
Preparedness Planning
MODULE 2:
Part 2 -- Threats, Vulnerabilities and
Resources
Immortal Words
“If you don’t
know where
you are going,
you might end
up someplace
else.”
Yogi Berra; Philosopher, Manager, and three-time MVP
Where Do We Want To Go?
VISION:
• PREVENT incidents within agency control and responsibility,
effectively protecting critical assets
• RESPOND decisively to events that cannot be prevented, mitigating
loss and protecting employees, passengers, and emergency
responders
• SUPPORT response to events that impact surrounding communities,
integrating agency equipment and capabilities seamlessly into the
total effort
• RECOVER from major events, taking full
advantage of available resources and programs
How To Get There?
• Build on EXISTING resources
– Risk management process
– Emergency planning process
•
•
•
•
•
Evaluate CURRENT position
Set GOALS
Develop METRICS
Evaluate and refine
Drill, drill, drill…
Hazard and risk
Risk: the chance of a
particular defined
hazard actually
occurring or the
exposure of all or part
of human society
…OR THE
PROBABILITY OF A
SPECIFIC HAZARD
OCCURRENCE
Hazard: a process or event capable
of causing loss of life, property, or the
environment or ‘a potential threat to
human societies and their welfare
New Challenges
• Day-to-day risk management practices:
• Will address “normal” events through
procedures, training and insurance
• May not prepare the agency for LOW
probability/HIGH consequence events
Elements of Risk
Threat:
What can
happen?
Vulnerability:
Can it happen
here?
Just what is
Our Exposure
Anyway???
Categories of Hazards
•
•
•
•
•
Security Issues
Natural Disasters
Societal Issues – Terrorism
Societal Issues – Civil Unrest
Technological Issues – Radiological,
Biological and Hazardous Materials
SECURITY ISSUES
Crime Rate
by County,
1998
Security Threats
•
•
•
•
•
•
Crime against passengers
Crime against employees
Crime against the system
Quality of life crimes
Threats and Hoaxes
Special Issue: Workplace Violence
Workplace Violence
About 1.4 million workers are
assaulted annually – physically
and/or verbally/ psychologically- by
co-workers, supervisors and
customers.
Although “public employees”
compose only 16% of the US labor
force, they are the victims of
approximately 30% of workplace
violence cases.
Impact of Workplace Violence
• One out of every four employees was threatened,
harassed or attacked at work in the last year.
• 1,000,000 individuals are victims of violent crimes in the
workplace each year
• Average time for victims to recover: 5 work days
• Homicide is the number two cause of death in the
workplace for men; number one for women
• 17% of all workplace deaths
• 8% of all rapes, 7% of all robberies, and 16% of all
assaults occur at work.
NATURAL DISASTERS
Declarations of Disaster
• Since 1965, presidents have
declared over 1,200 disasters,
including floods, tornadoes,
earthquakes, and hurricanes
• Few communities have been
spared
How Do Weather and Climate
Impact Our Nation?
• In the U.S. estimates of average annual
damage ($16 billion) and loss of life (1,500)
are significant and impact every state
• The Chicago Mercantile Exchange (stock
market) also estimates that roughly $2
trillion of our economy is affected by
weather and climate
How Do Weather and Climate
Impact Our Nation?
• According to the Department of Commerce, 42
percent of our gross domestic product is in sectors
that are affected by weather and climate.
• That represents $2.5 trillion and impacts
agriculture ($156 billion), construction ($222
billion), transportation/utilities ($529 billion),
retail trade ($558 billion), and finance/insurance
($1.1 trillion)
Flooding
• Heavy Rain
• Rapid SnowPack Melt
• Hurricane
• River Ice
• Dam Breach
Hurricanes
Vulnerability of Place
- The Floodplain -
Drought
Extreme Heat
Wildfire
Geologic Hazards
•
•
•
•
•
•
Earthquake
Landslide
Tsunami
Geomagnetism
Radon
Volcanism
Survey of the
World’s Great
Tsunamis
Volcanism
Landslide
Severe Wind Related Hazards
Tornado
Hurricane
Thunderstorm
Downburst
Lightning
Hailstorms
Severe Wind
Tornados
Lightning Strikes
Hailstorms
Winter Weather Related Hazards
•
•
•
•
•
Heavy Snow
Blizzard
Ice Storm
Snow Avalanche
River Ice
Flooding
Ice Storm
River Ice Flooding
River Ice Impacts on Structures
Societal Hazards
• Terrorism
Terrorism
“The unlawful use of force against
persons or property to intimidate or
coerce a government, the civilian
population, or any segment thereof,
in the furtherance of political or
social objectives”
--Federal Bureau of Investigation
Characteristics of Terrorism
• Deliberate, planned
• Intended to influence
behavior
• Designed to create a
climate of fear
• Directed at a larger
audience than immediate
victims
• Aimed at random or
symbolic targets, including
civilians
• Violate normal rules of
dissent and protest
Apr 19, 1995
Societal Hazards
• Civil Unrest
Technological Hazards
• Radiological
• Biological
• Haz Mat
Technological Hazards
• Commercial Nuclear Power Plants
• Research Nuclear Power Plants
• Hazardous Materials
– 5-year Ohio State Average: 1,300 incidents per
year, with 2 major and 2 minor injuries and 3
fatalities
George Bernard Shaw
• “The ‘Reasonable Man’ sees the world as
it is and adapts himself to it.”
• The ‘Unreasonable Man’ attempts to
adapt the world to suit himself.
• All progress therefore, depends on the
‘Unreasonable Man’.”
Security and Emergency
Preparedness Planning Objective
To safeguard passengers and employees,
as well as equipment, property and other
physical assets, and to ensure the ability
to return to normal operations as quickly
as possible.
Meeting the Challenge
Rural and Small Urban Resources
• BRAINSTORM
– Resources by Category of Event
•
•
•
•
•
Security Issues
Natural Disasters
Societal Issues – Terrorism
Societal Issues – Civil Unrest
Technological Issues – Radiological, Biological and
Hazardous Materials
Designated Responsibility for
Required Activities
MODULE 3
Required Activities
• What has to be done?
• What skills and resources are
required?
• What tools are available?
• What can I do?
The Key to Security and
Emergency Preparedness is
Advance Planning
• Reduces confusion
• Improves decision-making
• Saves lives and property
Approach
Designate a Team to Manage Planning:
• Encourage broad participation and involve
more people in the planning process
• Share the work and enable participants to
give more time and energy to the process
• Increase the visibility, credibility and
importance of security and emergency
planning in the workplace
• Ensure that the plan is complete and
adequately covers all of the system's
needs.
Size of Team
• The size of the team depends on:
– Nature of the system's operations
– Number of employees
– Complexity of the functions performed
by system
– Value of system’s assets
Authority of Team
• Specific authority should be granted by
the system's chief executive to:
– Allocate resources and support to Team
– Prevent interdepartmental disputes or turf
battles
– Designate a leader for the Team, with
specific responsibilities and budgetary
authority to ensure that the team produces a
complete work product
Step 1: Mitigation
Mitigation is any
action taken to
reduce the loss of
life or damage to
property from
Natural Hazards
or Security
Events
Analyze Potential Events
The Team needs to look at the system's
– Threats
– Vulnerabilities
It may not be able to identify all possible
contingencies, but the Team should
identify the types of problems the
system might face.
Analyze Capabilities
• Existing capabilities
– System policies and documentation, fire
protection plans, evacuation plans, health
and safety programs, employee manuals,
hazardous material plans, risk management
plans and security procedures.
• Available local capabilities
– Local governments, fire departments and
police departments, emergency planning
community
Risk Analysis
•
•
•
•
•
At Risk: Who, What, Where and How ?
Critical Facilities
Critical Services
Critical Equipment
Business infrastructure & economic losses
Planning Methodology:
Critical Asset Protection – Part 1
RISK MANAGEMENT
APPROACH
• Address
COMPLEXITY
• Identify CRITICAL
ASSETS
• Establish LEVELS OF
PROTECTION
(LOPs)
Used to evaluate the
likelihood of terrorist activity
against a given asset
Used to identify
weaknesses in facilities,
procedures and processes
that may be exploited
Used to identify and
evaluate the importance of
assets and infrastructure to
system operations
THREAT
ASSESSMENT
VULNERABILITY
ASSESSMENT
CRITICALITY
ASSESSMENT
HOMELAND
SECURITY
PROGRAM
Planning Methodology:
Critical Asset Protection – Part 2
• Match Critical Assets
to LOP
• Evaluate LOP countermeasures
– Cost
– Efficiency
– Effectiveness
• Revise and implement
lessons learned
1sr Order
(Highest Priority)
Critical Assets
1st Order
LEVEL OF PROTECTION
2nd Order of Importance
Critical Assets
2nd Order
LEVEL OF PROTECTION
AND SO ON...
Typical Mitigation Measures
•
•
•
•
•
•
Vehicle specification
Vehicle maintenance
Radio procedures
Traffic violation procedures
Onboard policies
Required onboard
emergency supplies
Step 2: Preparedness
• Identify Needs
–
–
–
–
–
Plans and procedures
Equipment
Training
Resources
Coordination
• Set Goals and Objectives
• Meet Goals and Objectives
“The Plan is nothing,
planning is everything”
FACTORS SUPPORTING
EFFECTIVE RESPONSE
Significance of Y2K Planning
Emerging Role of Private
Sector
Temporary EOCs
Satellite and electronic
communications
Specialized engineering and
environmental safety services
Issues to Consider
• Communicating with media
• Communicating with
employees' families
• Communicating with
vendors, customers, other
third-parties and the public
• Safeguarding passengers
• Safeguarding personnel
• Providing first aid
• Safeguarding critical records,
documents, equipment,
inventory and other physical
assets
• Preserving telephone and
radio records and voicemail
• Maintaining safety equipment,
such as fire extinguishers,
smoke detectors and
sprinklers
• Coordinating repairs with
insurance carriers and
state/local governments
• Obtaining temporary use of
alternative equipment
Typical Preparedness Activities
• Operator training
• Accident policies
• Severe weather action
plan
• Bomb threat procedure
• Concept of operations
for emergency
response
• Transportation
resource inventory
• Call out list
• No-fare service policy
• Training and drills
• Meetings and
coordination with
local public safety
organizations
Outline for Security and
Emergency Preparedness Plan
I.
Purpose
II. Authority
III. System Description
IV. Roles and Responsibilities
V. Managing the Security Program
VI. Coordination
VII. Training
VIII. Evaluation
IX. Incident-specific Procedures
Action Items
•
•
•
•
Develop Plans and policies
Develop procedures
Enhance coordination
Train, train, train…
Step 3: Response
• The Plan
– No matter the situation, the same
people will be doing the same
tasks & functions
– Must include procedures to
handle all situations
– Must be user friendly
– Must be team built
– All personnel informed of their
roles in advance (including
passengers)
– PLAN MUST BE EXERCISED!!!
Rural and Small Urban
Community Support Functions
– Evacuation (transportation and identification)
– Specialized transportation for mobility-impaired
citizens away from scene
– Transportation and shelter for emergency response
response personnel
– Transportation of supplies
– Support of road blocks and perimeter control
– Weather monitoring and route planning
– Specialized equipment
– Trained personnel
– Communications
Step 4: Recovery
• Plan on recovery contingencies:
– Protecting assets
– Financial Resources
– Grant Programs
– Lessons Learned
– Community Goodwill
• Execute
• Remain Flexible
• Seize Opportunity!!!
Who Should Be Responsible for
Security and Emergency
Preparedness at Your System?
BRAINSTORM:
-- Management
-- Operations and Maintenance
-- Human Resources
-- Planning and Administration
-- Auditing
-- Other???
Security Program Planning
MODULE 4
What Is System Security?
Facilities/
Equipment
People
SYSTEM
Procedures
Environment
System Security And The
System Life Cycle
Security Is Considered In A System’s:
PLANNING
DESIGN
CONSTRUCTION
OPERATION
Characteristics Of System
Security
• Emphasizes Crime Prevention
• Uses Data Collection And Analysis
• Focuses On Passengers, Employees And Property
DOCUMENTED IN PLAN AND PROCEDURES
Mitigation Activities
Security Considerations for
Addressing Threats
• Dedicated Security Function (if possible)
• Facility Security Plan (administrative and shops)
• Facility Risk Assessment (administrative and
shops)
• Security Design Criteria (vehicles and facilities)
• Security Procedures (operators and volunteers)
• Contingency Planning (community-based)
• Training and Coordination (local, State, and
Federal)
“Top Ten” Rural and Small
Urban Security Challenges
1.
2.
Funding for security measures and personnel
“Getting the attention” of local public safety
organizations
3. Absence of industry standards and clear
expectations
4. Access control for administrative facilities and offices
5. Protecting vehicle and fuel storage facilities
6. Availability of targeted training
7. Screening of employees
8. Automated dispatch systems
9. Vehicle tracking
10. Preventing theft and fraud in contracts
and subsidy programs
Rural and Small Urban
Priority Security Planning Issues
• Employee awareness
• Workplace violence
• Managing threats and evacuations
Employee Awareness
1. Assess the quality of procedures for detecting
unauthorized access and enlist employee assistance in
tightening physical security
2. Inventory badges, keys, uniforms and parking passes to
make sure that nothing is missing. Report missing items
to the appropriate authorities immediately.
3. Audit access control measures and employee
identification system. Now is the time for
improvement.
4. Institute formal employee sign-in at administrative and
non-revenue facilities housing critical systems and
equipment. If possible, prohibit parking in those areas
immediately adjacent to these facilities.
Employee Awareness
5. Conduct meetings with employees and ask them to
identify vulnerabilities they may have observed.
Set up a suggestion box for employee security
recommendations and concerns.
6. Use “escort” programs for visitors, vendors and
deliveries to non-revenue facilities. Light duty and parttime employees can support this program.
7. Reinforce the importance of “challenging” or reporting
those personnel who do not appear to have a legitimate
reason for being on transit property.
8. Evaluate current procedures for receiving mail and
deliveries; identify and resolve vulnerabilities.
9. Advertise resources available to support employee stress
management and counseling needs.
What to Look For…
•
•
•
Anonymous tips, phone calls, or notes of a
threatening nature which may identify groups or
carry extremist messages.
Surveillance by suspicious persons of offices or
employees performing official duties.
Unidentified or unattended packages, cans, or
other containers left in or near government
offices.
What to Look For…
•
•
•
Unattended and unoccupied vehicles parked in
unauthorized or inappropriate locations,
particularly those in close proximity to buildings
or other structures.
Requests for plans, blueprints, or engineering
specification for buildings by those who have no
official reason to have them.
Unauthorized access even to unsecured areas by
unknown or unidentified persons who have no
apparent reason for being there.
What to Look For…
•
•
•
Packages or heavy envelopes which arrive in the
mail from unknown senders or which have a
peculiar odor or appearance-often without a clear
return address.
Confrontation with angry, aggressively
belligerent, or threatening persons by officials in
the performance of their official duties.
Extremely threatening or violent behavior by coworkers who indicate that they may resort to
revenge against a group, company, or
government agency.
Types of Workplace Violence
PHYSICAL
–
–
–
–
Pushing
Hitting
Kicking
Sexual
Assault
VERBAL
–
–
–
–
Threats
Harassment
Intimidation
Abuse
Sources of Workplace Violence
• INTERNAL
Coworkers
Former Employees
• EXTERNAL
Criminals
Irate Customers
People with Political Motives
Internal Workplace Violence
•
•
•
•
•
•
•
•
•
Unstable Economy/Job Layoffs When It Happens
Lack of Individual Responsibility
Unrealistic Pressure for Increased Productivity
Rigid/Authoritarian/“Toxic” Management
Insensitive Terminations
Workplace “Culture” of Aggression
Romantic Entanglements/Obsessions/Stalking
Employees Over Perceived “Abuses”
Same Factors as External Workplace Violence
External Workplace Violence
•
•
•
•
•
Mental instability
Prevalence of drugs/alcohol abuse
Proliferation of guns in our society
Glamorization of violence in the media
Desire to “strike back” for perceived
injustices – public and private
When Do Verbal Threats Constitute
Workplace Violence?
This is by far the most
difficult aspect of
prevention....when do
verbal threats actually
constitute a form of
workplace violence? How
does an individual know
that he/she should report
the threat?
The Warning Signs

DIRECT THREATS
“I’ll get even with you!”

VEILED THREATS
“I could put this place out of
business!”

CONDITIONAL THREATS
“One more time and I’m taking
matters into my own hands!”
Is the Threat Real?
The only person who
really
knows whether or not the threat
will be carried out...
is the person who made it!
Common Behavioral Indicators
•
•
•
•
•
•
•
Fascination with Weapons/Violence
Family Problems
Rejection of Authority
Alcohol or Drug Abuse
Low Self - Esteem
Blame Avoidance
History of Aggression/Violence
Top 10 Anti-Violence Tools
•
•
•
•
•
•
•
•
•
•
Stay Calm
Pre “vent” Anger
Focus on Issues, Not Actions
Provide Solutions
Be Aware of Warning Signs
Help to Save Face
Deal With Threats
Mediate!
Repair Relationships
Eliminate Conflict
When Crisis Strikes
•
•
•
•
•
Do not resist demands that you can follow
Call security or 911 ASAP
Take care to accurately picture the attacker
Do not disturb the scene
If personally attacked, do not clean up,
change clothes, etc., until police arrive
Reporting Workplace Violence
Any threat of
violence is a form of
violence
REPORT IT!!!
•
•
•
Notify security
Stay calm and alert
DON’T BE A HERO!
Threats and Hoaxes
• Bomb Threats
• Fire Threats
• Chemical, Biological
and Radiological Agent
Release Threats
• Growing number of hoax events
Threats and Hoaxes
•
•
•
•
Plan
Evacuation procedures
Search procedure
Coordination with local law enforcement
Elements of Effective Security
Procedures
BRAINSTORM:
WHAT SHOULD BE
IN A PROCEDURE
FOR MANAGING A
BOMB THREAT??
Emergency Preparedness
Planning
MODULE 5
Preparedness Matters
A transit system's preparedness directly
influences the magnitude of danger in an
emergency situation.
Preparedness Elements for
Rural and Small Urban
Systems
• Understanding roles and responsibilities
• Process for coordination with local, State,
and Federal agencies
• Being “plugged in” – local emergency plan
and the Incident Command System
• Emergency procedures
• Emergency training
Leverage in Local Planning
• Community-based transportation
organizations, whose daily mission is to
help people with special needs, are the most
qualified agencies to provide relief to
vulnerable populations.
Coordinated Information
Sharing
Transit and emergency response personnel must:
• Work together -- to perform emergency response
activities
• Communicate -- to understand which activities have
been completed, which activities remain, and which
personnel will be performing necessary tasks
• Cooperate -- to share the resources and skills required
to resolve the situation in a unified action plan.
Getting Involved
 Rural and Small Urban Operators will
become involved in emergency response
in two ways:
 Direct experience (bomb threat, employee
violence, accident, hazardous material spill,
etc.)
 Activation of community response plan (called
on in event of tornado, hurricane, winter storm,
fire at nursing home, etc.)
Building on What’s Known
 Response to a major event should build on
already effective procedures for managing
minor ones (accidents, fires and other
“normal” emergency events):
NOTICIFCATION
EVALUATION
REQUESTING ASSISTANCE
SUPPORTING PUBLIC SAFETY
ORGANIZATION RESPONSE
RESTORATION OF SERVICE
Required Elements of Response
– Transit System
 notification: Reporting the incident to transit
dispatch and supervisors
 EVALUATION: Evaluating the incident
 REQUESTING RESPONSE: Notifying local
emergency responders; providing essential
information
 PROTECTING THE SCENE: Perimeter
control, evacuation and rescue assistance,
emergency first aid
 SUPPORTING RESPONDERS:
Meeting their requests, specialized
services and equipment
Required Elements of Response
– Public Safety
 Dispatching emergency response
personnel and equipment to the incident
site
 Bringing emergency responders to and
from the scene
 Implementing local incident command
system
 Providing incident briefings and situation
updates
 Triage and medical treatment and
transportation to medical facilities for all
victims
Required Elements of Response
– Public Safety
 Managing the emergency scene –
initiating ICS functions as needed
 Expanding response to unified command
with State and Federal resources (if
needed)
 Demobilization – as control is restored
 Returning the scene to “normal”
 Clean-up
 Incident debriefings and “after action
reports”
Required Elements of
Coordination
 Who’s participating?
 How do you reach them?
 Jurisdictional control and authority?
 How is the response effort expanded?
 Chain of command and control?
 Transit point of contact and location?
 Equipment and resources available?
 Training?
 Meetings?
MOUs with Local Responders
Inter-organizational Memoranda of
Understanding (MOUs) serve as the basis of
mutual acknowledgment of the resources that
each organization will provide during response
and recovery efforts. These agreements:
 Sometimes support Mutual Aid Pacts between
two or more local jurisdictions.
 May accompany formal, written
mutual-aid agreements
 May remain as oral agreements
How Do They Do It?
Local Responders and
Emergency Management
“A good plan violently executed NOW is better
than a perfect plan next week.”
• TEE (Training, Education, Experience)
• Good information sharing
• SOPs (Standard Operating Procedures)
• Acceptance of Risk
Incident Command System
(ICS)
Think of ICS as a Tool Box
• You only have to use the tools you need
• It is flexible
• It can be used to manage emergency and
non-emergency events
• It works well for both small
and major incidents
Primary ICS Management functions
Incident Command
Operations
Planning
Logistics
Finance/
Administration
Organization Structure
Managerial
Level
Incident
Command
Operations
Planning
Branch
Branch
Division
Single Resources
Task Forces
Strike Teams
Logistics
Branch
Command
Finance/
Administration
Branch
Section
Chief
Directors
Supervisors
Group
Units within Planning
Logistics
Finance/Administration
Units
Leaders
Unified Command Triad
FIRE
LAW
Transit
Authority
HEALTH
The IAP
•
•
•
•
•
•
Response objectives
Response options (strategy)
Incident priorities
Continual refinement
Exploits incident management tools
Documents the incident
Incident Command Organization
B
A
A
C
Single Command
Unified Command
Incident
Commander
In Charge
Deputy
Fully Qualified
ICS General Staff
OPERATIONS
SECTION
CHIEF
PLANNING/
INTELLIGENCE
SECTION
CHIEF
LOGISTICS
SECTION
CHIEF
FINANCE/
ADMINISTRATION
SECTION
CHIEF
Operations Section

Directs and coordinates all incident tactical
operations

Organization develops as required

Organization can consist of:




Single Resources, Task Forces,
and Strike Teams
Staging Areas
Air operations
Divisions, Groups, Branches
Geographic Divisions
A
B
A
B
6
5
4
3
2
1
Planning Section

Maintain resource status

Maintain situation status

Prepare Incident Action Plan

Provide documentation service

Prepare Demobilization plan

Provide technical specialists
Planning Section...
may be organized into four positions:

Resources Unit

Situation Unit

Documentation Unit

Demobilization Unit
Logistics Section
Provides services
and support to
the incident or
event
Logistics
Section
Service
Branch



Communications
Medical
Food
Support
Branch



Supply
Facilities
Ground Support
Primary
Logistics
Section
Units

Communications Unit

Medical Unit

Food Unit

Supply Unit

Facilities Unit

Ground Support Unit
Finance and
Administration
Section
$

Monitors incident costs

Maintains Financial
records

Administers
procurement contracts

Performs time recording
Unified Command:
Terrorism Response
Response and Recovery
•
•
•
•
•
•
•
Provision of resources to support response
Tracking of costs and time
Chain of command
Restoring service
Rural and
Small Urban
Debriefing
Systems
Reassuring community
Managing post-event financial and
facility/equipment recovery
Foundation of Success
Planning
Exercising
Evaluation
Remember:
It’s only a disaster if all
of your planning fails!!!