g 22 EXECUTIVE MANAGEMENT COMMITTEE

MARCH 21,2002

22 SUBJECT: MTA SECURITY POLICY FRAMEWORK

Metropolitan ACTION: RECEIVE AND FILE Transportation

Authority

One Gateway Plaza RECOMMENDATION Los Angeles, CA

90012-2952 Receive and file the MTA Security Policy Framework report.

ISSUE

Several factors require a re-evaluation of MTA's security and law enforcement program. Listed below are four key factors:

The 911 1 terrorist attacks have renewed attention on the importance of security at all levels Substantial system growth is planned over the next ten years including the opening of the Gold Line in 2003 Customer focused management requires an improved sense of security for passengers and employees The existing contracts with the LASD and LAPD expire in June and November of this year

Decisions on these issues raise important policy questions for Board consideration. By almost any measure, the MTA spends more on transit security per rider than any other major public transit agency. This high-level of expenditure, and effective management of the security program, has produced a very safe system for our passengers and employees. On the MTA system, people have a much lower risk of any crime, especially violent crime, than in the county overall. The issue for the Board to consider is how to preserve this highly effective transit security program while bringing costs more into line with industry standards.

BACKGROUND

In November 1997, the MTA Transit Police Department was assimilated into the Los Angeles Police Department (LAPD) and Los Angeles County Sheriffs Department (LASD), and transit security and law enforcement services were consolidated under

the Transit Policing Partnership, which calls for the deployment of dedicated policing units for bus and rail in the City and County of Los Angeles.

Currently, MTA security and law enforcement needs are provided by three groups:

Internal Security provides security for certain facilities, operations, programs, and revenue collection activities.

94 uniformed personnel, 2 investigators, 4 command staff and 4 administrative staff (MTA

employees)

+ Responsibilities include revenue protection, threat management, board room security,

special event security, system-wide security planning and development, and management

and monitoring of security and law enforcement contracts

Contract Guards provide security primarily at light rail stations (platforms) and parking lots

Approximately 150 FTE equivalents (guard services purchased on an hourly basis)

Additional responsibilities include provision of security at certain MTA facilities

(divisions, storage andfor service properties) and construction sites

Law Enforcement Units maintain dedicated policing units for the bus and rail systems

Contracted service with Los Angeles Police Department and Los Angeles County Sheriffs

Department

372 authorized uniformed personnel, 54 authorized civilian personnel

LAPD covers services and facilities within the City of Los Angeles including the Red Line

LASD covers services and facilities in Los Angeles County but outside the City of Los

Angeles including the Blue and Green Lines

These arrangements have proven generally effective but staff believes that changes and improvements are required.

LAPD and LASD contracts have guaranteed the MTA highly trained professional sworn officers and specialists. However, the current contracts do not provide enough MTA input into deployment and services. Special services, such as the Ghost Team, Anti- Sexual-Predator Team, Anti-Counterfeiting Team, and Pick Pocket Detail are important MTA required services in which the MTA should gain more input in deployment. Police and internal security units currently report to the head of Safety and Security. The agency could improve management by having them report to a career policing professional. Startup of the Gold Line in mid-2003 offers an opportunity to optimize deployment and services. This may include a deployment strategy in which MTA security is backed up by local police departments.

MTA Security Policy Framework

Fare enforcement by sworn officers is costly and diverts valuable resources. Options, which staff will analyze, include civilian fare inspections, installation of fare barriers in the Metro Red Line stations, expanded use of MTA Revenue Department staff, and transit agents in the subway and light rail stations. Fare inspectors, security units, and law enforcement should have a high visibility and be able to respond quickly to an emergency. MTA should control and manage effectively and efficiently the security mix, deployment, performance results, and budget. Contracts with LAPD and LASD need to break out capital and reflect a lower overhead allocation.

DISCUSSION

Four recent independent studies of MTA security and law enforcement resulted in recommendations summarized on the schedule below. While staff is not in complete agreement with all of these recommendations, they provide valuable direction for development of new security policies.

- . RECOMMENDATION -" - - '

Review of MTA Security

Investment

Reassign fare inspection responsibilities to a non-sworn civilian security force Establish guidelines for activities such as police deployment, staffing and random inspections

x

x

Set performance goals for response times, evasion rates, etc.

Increase employee Iran ng on polenlla terror sl Ihrcals Eslaol sn spec f c contractual g~melmes for srafl ng, aeployment cosls ana I

x Formalize inspection process to ensure statisically valid fare evasion data Identify opportunities to create a larger security personnel presence within the current budget

I x

x

Perform background checks on all contracted personnel

reporting

Develop and implement a 5-year Security Program Management Plan Bring security organization in line with nationally recognized measures of I

x I

The MTA policy should emphasize the importance of a strong partner relationship in which the role of LAPD and LASD is focused transit law enforcement and the MTA security role is deterrence and prevention.

. - effectiveness -

Perform security peer review with LAPD & LASD to identify strategies for improving transit law enforcement Negotiate overhead rates and rates of growth per FTE law enforcement officer with both LAPD & LASD to stabilize costs Investigate expansion of security program involving non-sworn personnel to perform security activities and provide additional outreach

MTA Security Policy Framework 3

X

x

x

x

NEXT STEPS

Next steps for the development of the security and law enforcement strategy include:

More detailed analysis of policy options and impacts Development of a staffing plan for the system, designed to help best achieve the mission and goals, including a transition plan Brief Board staff, LAPD, and LASD on analysis results Recommend policy action and path forward

Prepared by: Dan Cowden, Director of Security & Law Enforcement Alex Clifford, Office of the Deputy CEOICOO

Deputy Chief Executive Officer (

Am* Roger snob16 Chief Executive Officer

MTA Security Strategy Framework

Executive Management & Audit Committee Presentation

( MTA Security Policy Framework

LACMTA March 21,2002

Purpose of this report:

To Obtain Board Direction

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1

' While the MTA Has a Very Safe System, Several Factors Have Prompted a Re-Evaluation of MTA's Security and Law Enforcement Program, Including:

b The 911 I terrorist attacks have renewed attention on the importance of security at all levels

b Substantial system growth is planned over the next ten years including the opening of the Gold Line in mid92003

b Customer focused management requires an improved sense of security for passengers and employees

r The existing contract with LASD expires in June and the LAPD contract expires in November of this year

Current MTA Security Structure

b Law Enforce ent - LAPDILASD

b Internal Security

b Contract Guards

Law Enforcement - LAPDILASD

Law Enforcement Units maintain dedicated patrol units for the bus and rail systems

b Contracted service with Los Angeles Police Department and Los Angeles Sheriff's Department

b 372 authorized uniformed personnel (219 LAPD & 153 LASD), 54 authorized civilian personnel

b LAPD covers services and facilities within the City of Los Angeles including the Red Line

b LASD covers services and facilities in Los Angeles County but outside the City of Los Angeles including the Blue and Green Lines

Internal Security

Internal Security provides security for certain facilities and revenue collection activities

b 94 uniformed personnel, 2 investigators, 4 management staff and 4 administrative (MTA employees)

b Responsibilities include revenue protection, threat management, board room security, special event security, critical facility security, system-wide security planning and development, and contract management

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Contract Guards

Contract Guards provide security primarily at light rail stations (platforms) and parking lots

b Approximately 150 guards

b Additional responsibilities include provision of security at certain MTA facilities (divisions, storage and/or service properties) and construction sites

The Scope of This Security Review is Made Up of Six Key Tasks

Review Prior Update Security Management Staff, Other MTA Staff,

Mission and Goals

LAPD, and LASD

Identify Major Policy Issues

-

Evaluate Staffing Needs & Policy

. Recommend Path Forward

Direction Options

L -

MTA's Security Mission Should be Accomplished Through the Use of Well-Managed Tools

h i h s i ~ n is t~ Protect

Employees, and Use the Right Mix of Tools (MTA Security,

Contract Security, Capital Equipment

Manage Results

Performance, and

Recommended Improvements

b Enhance MTA input into deployment

b Bring a career policing professional on board to enhance communications, coordination and direction with law enforcement and security units

b Optimize security deployment and services commencing with the startup of the Gold Line in mid-2003

b Staff will analyze and make recommendations on the use of civilian fare inspections, installation of fare barriers in the Metro Red Line stations, expanded use of MTA Operations staff, and transit agents in the subway and light rail stations

b Fare inspectors, station attendants, security and law enforcement should have a high visibility presence at all assigned locations

b MTA should control and manage effectively and efficiently the security mix, deployment, performance results, and budget

The Security Strategy Will Expand the Resources Used to Secure MTA's Passengers, Employees, Services, and Facilities

0

Deterrence & Our New Focus

What We Will Add

Enforcement What We DO NOW

Next Steps for the Development of the Security and Law Enforcement Strategy Include.. .

b Confer with our law enforcement partners and seek input on the policy direction

b More detailed analysis of policy options and impacts

b Development of a staffing plan for the system, designed to help best achieve the mission and goals, including a transition plan

b Evaluate a barrier system for the Metro Red Line and present findings and recommendations to the Board

b Evaluate a mix of law enforcement and unarmed civilian fare inspection staff who could have a secondary mission as eyes and ears to enhance security, provide customer service and serve as an aid to law enforcement on the Gold Line

b Brief Board staff, LAPD, and LASD on final recommended policy

b Recommend policy action and path forward