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Metro Transit Police Department Chief Michael A. Taborn August 2012
Washington Metropolitan Area Transit Authority
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 Farragut North
June 29, 2012 Fort Totten
May 5, 2011 Bladensburg Bus
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 June 22, 2009
Coordinated Response Incident Command
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
Introduction – Director MTPD Office of Emergency Management
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 – Special Events Familiarizing Executive
Leadership with the EOP
EOP Annex
• Special Needs Annex • Code Black Procedures • 86 Rail Station Emergency Response and
Evacuation Plans
28
Vehicle Fleet
Command Vehicle
Response Vehicles
Training and Outreach
• Roll over
Training and Outreach
32
Large Scale Exercises
2 lg. scale exercises in 2012
At least one lg. scale exercise
scheduled annually
33
Life Saving Equipment
Fire Maps
EMS Cabinets
AEDs
34
PROTECT Program
Field Access
Alarms activate in OCC
Training in CBEmis
35
Rescue Carts
Metro Emergency Recon Vehicles (MERVs)
Emergency Tunnel Evacuation Cart (ETECs)
36
Rescue Carts
Responses
37
Type of Incidents/Events •Derailments •Injured Patrons •Suspicious Package •Power Outage •Fire/Smoke •System Monitoring – Track Maintenance •Escalators Rehabs •Severe Weather
38
Derailments
Derailment/split switch in rail yard
39
Derailments
Derailment in rail yard
40
Station Evacuation
Station Evacuation – Clarendon Drill
42
Bus fires
CNG Bus fire
43
Bus Accidents
Bus accident
44
Bus Collisions
Bus collision
45
Bus Collisions
Bus collision with a train
46
Severe Weather
47
Persons Struck
48
IED/Bomb Scares
Bus garage bomb scare
49
IED/Bomb Scares
In-service railcar bomb
scare
Patrons self-evacuated to
the track roadway
50
Infrastructure Flooding
Rail tunnel flood
51
Infrastructure Fires
Rail tunnel vent shaft
fire
52
MTPD-OEM EOC
Headquarters power failure
MTPD-OEM EOC
54
Rail Collisions
Collision on mainline
55
• Vision • Staff • Grant Awards- Technical Assistance • 24 – 7 accessibility • Emphasis on all EM phases:
– Preparedness/planning – Response – Recovery – Mitigation
• Networking
Accomplishments and Success
Transit Emergency Management
• Cost effective • Reduces risk • Minimizes
liability
57
• 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
Conclusion