Risk Assessment of Transit in emergency

MPUR0305:DisasterMitigation and Management
A Report On
Risk Assessmentof Transit in emergency
Semester: III Sem.
Academic year: 2017-2018
Submitted by: -
Bhagvan Singh Mukhraiya
2016Murp020
Submitted to: -
Dr. Anil Minhans

Risk Assessment ofTransit in Emergency
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Table of Contents
1. Introduction...................................................................................................................... 3
2. Risk Assessment................................................................................................................ 3
2.1 security risk assessment...................................................................................................5
2.2 Benefits of Risk Assessment.............................................................................................. 6
3. Risk Identification.............................................................................................................. 9
4. Risk Analysis.................................................................................................................... 11
5. Risk Evaluation................................................................................................................ 12
6. Risk Treatment................................................................................................................ 13
7. Communication and Monitoring....................................................................................... 13
8. Hazard and Threat Assessment......................................................................................... 13
9. Physical Analysis.............................................................................................................. 14
10. Communicating About Risk........................................................................................... 15
11. Emergency Planning..................................................................................................... 15
11.1 Coordinating with Stakeholders.................................................................................... 17
11.2 Coordination with First Responders .............................................................................. 17
11.3 Drills and Exercises....................................................................................................... 18
11.4 Discussion-Based Exercises:.......................................................................................... 18
12. Safety, Security, & Emergency Preparedness Plan (SSEPP).............................................. 19
13. Conclusion................................................................................................................... 19
Bibliography............................................................................................................................... 20

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Introduction
A city can't keep running without open transport it is the fundamental necessity for a
contemporary society and to create the economy. It is hard to envision how a city could
function without open transport Public transport is the skeleton of a city. Open transport
resembles blood in our body. Blood always transports oxygen and supplements to the lungs
and tissues correspondingly open transport or travel continually conveys individuals starting
with one place then onto the next. It isn't just transporting individuals starting with one place
then onto the next it requires security and dependability at all level. For that, an efficient and
systematic recognizable proof and examination of hazard are subsequently important to
guarantee that the most noteworthy dangers are distinguished and managed fittingly. Before
most recent two decades the hazard in travel was fundamentally implied basic Incidents like
catastrophic events, mischances, disrupt, common agitation, crisis open transport
administrators or any organization who is in charge of hazard administration process
materials spills, and criminal action yet after 9/11, and the travel assaults in India, Spain, and
England this activated to take administer to travel security against demonstrations of fear
based oppression. Notwithstanding the reason, unsafe episodes require quick, definitive
activity to secure life and property. Basic events must be balanced out before the resumption
of consistent office or exercises. Powerful determination of basic episodes ordinarily requires
helpful endeavours by an assortment of reacting offices.
Risk Assessment
A risk assessment is a step in the “risk management cycle”. In the security context, it is a
procedure to assess the security risks to a public transport network by looking at the
probability of a threat occurring on the network and the impact that such athreat would have.
This is followed by a vulnerability analysis which assesses existing and potential safety and
security provisions against the risks diagnosed. Once a risk assessment has been carried out,
it can be used as a base for a structured, analytically clear and proportionate approach to
security planning for a public transport network.
Directing a security hazard evaluation gives the administrator a "photo" of the security
dangers to the system at the time the appraisal was led. This "photo" encourages the
administration group to choose where to contribute assets. Aside from this essential use,
there are different advantages those are advocated where to contribute assets, and where
not to contribute assets, uncover where venture as of not long ago may have been
insufficient,give administration trust in its basicleadership, uncovering the dangers canshow
to the experts the requirement for advance money related help

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Hazard appraisal is a termused to characterize the general procedure or strategy where open
transport administrators or any office who is in charge of hazard administration process
perceive crisis and hazard factors that can possibly cause hurt (crisis distinguishing proof).
Dissect and assess the hazard related with that crisis (chance investigation, and hazard
assessment). Decide appropriate approaches to dispose of the crisis, or control the hazard
when the crisis can't be killed (chance control). A hazard appraisal is an exhaustive look crisis
to distinguish those things, conditions, forms, and so on that may cause hurt, especially to
individuals. After the distinguishing proof is made, it must dissect and assess how likely and
serious the hazard is. At the point when this reason for existing is influenced, this to can next,
choose what measures ought to be set up to successfullytakeout or control the damage from
happening.
Hazard appraisal - the general procedure of Risk evaluation is chance Identification, Risk
Analysis, Risk Evaluation. Risk appraisals are critical as they frame an essential piece of a word
related wellbeing and danger administration design. It makes an awesome attention to lethal
crisis and hazard. It perceives who might be in danger (e.g., representatives, cleaners, guests,
temporary workers, people in general, and so on.). It decides if a control program is required
for a specific crisis. It decides whether existing control precautionary measures are sufficient
or if more ought to be finished. Stay away from wounds or ailments, particularly when done
at the outline or arranging stage. It positions crisis and control measures. It meets legitimate
prerequisites where pertinent.
The objective of the hazard appraisal process is to assess transport crisis in a crisis, at that
point evacuate that crisis or diminish the level of its hazard by including control techniques,
as vital. Thusly, open transport administrators or any organization who is in charge of the
hazard administration process have formed a more secure and more advantageous travel in
a crisis. The objective is to attempt to answer the accompanying inquiries:
(a) what can happen and under what conditions?
(b) What are the conceivable results?
(c) How likely are the plausible outcomes to happen?
(d) Is the hazard controlled effectively, or is further activity required? There might be many
reasons a hazard evaluation is required, including before new procedures or exercises are
presented, before changes are acquainted with existing procedures or exercises, including
when items, hardware, apparatuses, gear change or new data concerning hurt winds up
plainly accessible, or when a crisis is distinguished.
Hazard appraisals of travel in a crisis ought to be finished by an able individual or group of
people who have a decent working information of the circumstance being considered.
Incorporate either on the group or as wellsprings of data, the controllers, and laborers who
work with the procedure under survey as these people are the most acquainted with the
procedure.

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All in all, to do an evaluation it requires crisis ID, deciding the probability of damage, for
example, damage or disease happening, and its seriousness, thought of typical operational
circumstances and also non-standard events, for example, support, shutdowns, control
blackouts, crises, outrageous climate. Audit all accessible wellbeing and security information
about the hazard, for example, Safety Data Sheet (SDS), makers writing, data from
respectable open transport administrators or any organization who is in charge of hazard
administration process, aftereffects of testing, travel in crisis examination reports, records of
travel in crisis episodes (mischances), including data about the sort and recurrence of the
event, ailments, wounds, closemisses,and so on is likewiserequired. Understanding the base
enacted prerequisites for the purview.
Distinguishing proof of activities important to dispense with the crisis, or control the hazard
utilizing the chain of importance of hazard control strategies. Assessment is significantly
required to affirm if the crisis has been disposed of or if the hazard is fittingly controlled,
Monitoring is likewise a basic part to ensure the control keeps on being viable. Keeping any
archives or records that might be vital. Documentation may incorporate specifying the
procedure used to survey the hazard, sketching out any assessments, or itemizing how
conclusions were made.
While doing the hazard evaluation of travel in crisis the accompanying viewpoints additionally
consider
The methodologies and systems utilized as a part of the preparing, utilize, dealing with or
capacity of the substance, and so on.
The genuine and the potential introduction of specialists (e.g.,whatnumber of laborers might
be uncovered, what that experience is/will be, and how frequently they will be uncovered).
The strategies and measures important to control such introduction by methods for designing
controls, work practices, and cleanliness practices and offices. The length and recurrence of
the errand (to what extent and how frequently an undertaking is finished). The area where
the activity is finished. The apparatus, instruments, materials, and so on that are utilized as a
part of the procedure and how they are utilized (e.g., the physical condition of a substance,
or lifting substantial burdens for a separation). Any likely cooperation’s with different
exercises in the zone and if the assignment could influence others (e.g., cleaners, guests, and
so on.). The lifecycle of the item, process or administration (e.g., outline, development,
utilizes, decommissioning). The learning and preparing the laborers have gotten. How a man
would respond specifically conditions (e.g., what might be the most widely recognized
response by a man if the machine fizzled or broke down). Remember that the appraisal must
consider the present condition of the crisis as well as any potential circumstances also. By
deciding the level of hazard related with the crisis, the general population, and the wellbeing
and security it can choose whether a control program is required and to what level.
2.1 security risk assessment
Through a series of workshops with key members of the organisation and external partners,
each asset of the network is analysed by considering the probability of a threat occurring

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together with the impact that such a threat would have: this is the risk analysis. This is
followed by a vulnerability assessment which assesses potential safeguards against the risks
diagnosed.
2.2 Benefits of Risk Assessment
Conducting a security risk assessment gives the operator a “picture” of the security risks to
the network at the time the assessmentwas conducted. This “picture” helps the management
team to decide where to invest resources. Apart from this basic usage, there are other
benefits: - justify where to invest resources, and where not to invest resources - reveal where
investment up until now may have been ineffective - give management confidence in its
decision-making - revealing the risks can demonstrate to the authorities the need for further
financial support
Good reasons for conducting a risk assessment:
A sound methodology:
Risk assessment is the one and only method to assess needs in a systematic and analytically
clear way – instead of arbitrary – action;
A full picture:

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Risk assessment creates an overview on a scalable base, so that it is possible to compare
individual threats, risks and vulnerabilities. This is the precondition that the organisation can
justly focus on these factors that can impact the organisation most severely. This approach
establishes a solid and reasonable foundation for effective and cost efficient measures, or, on
the other hand, substantiates why action has not been taken in a certain area;
Definition of priorities:
Risk assessment is a precondition for defining priorities in risk reducing measures. At the
same time, risk assessment is a base to reveal unnecessary measures or identify better
alternatives;
Basis for management’s decision making:

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Risk assessment produces risk rankings which may serve the management of an organisation
in its decision making. A regular update of the risk assessment may also contribute to
integration of safety and security matters in the operation’s regular planning activities;
Communication and convincing stakeholders:
The management of the organisation may use the results of the risk assessment to
communicate needs and back up claims, for example for funding of security activities by
nd fiduciary obligation: It goes without saying that it is obligatory
for all public transport operations to live up to the highest standards in order to protect
passengers, staff, and their core business from any safety and security threats.
(Transportation, 2007)
The steps involved
The actual steps involved in this process can be summarised as follows: - read and understand
the guidelines - verify that you have full support from the following - management - external
partners, e.g. law enforcement, authorities etc - relevant internal staff - Workshop 1 – “Kick-
off” – all relevant parties must attend, including those mentioned above, to decide scope of
the study, distribution of tasks, agree definitions to be used, appoint workshop moderator,
adoption of work-plan etc - gather all necessary background information and arrange into an
operational diagram - Workshop 2 – “Risk Assessment” - Ranking of results - Vulnerability
assessment - A conclusions report to be submitted to management
Estimated workload
The workload will depend on the size of the network, the resources allocated to carry out the
process and how quickly support can be ensured from management and external partners,
such as the police. When the process was tested by an operator in Belgium (see appendix 4
– did not include the vulnerability assessment), the “Kick-off” workshop was held over one
day. Three weeks later, the “Risk Assessment” workshop was held over two days. More time
would have been helpful were it not for the constraints of the project deadlines. The first
time the process is carried out will be time-consuming. Once the process is integrated into
the yearly operations of the network, repeat assessments will take much less time.

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Establishment of context and definition of levels of detail for risk assessment
 Define the tangible and intangible assets of the PTO –Tangible assets, e.g.
passengers, staff, vehicles, facilities, etc. –Intangible assets, e.g. reputation, trust,
business objectives, etc.
 Define the potential risks for the company in general
 Define the goals and objectives for risk assessment
 Allocate resources for conducting risk assessment
 Assess the external context or environment –E.g. stakeholders, legal aspects,
legacy system, local or national
Risk Identification
In general, the objective is to discover and record conceivable crisis that might be
available in travel in a crisis. It might fill in as a group and incorporate the two
individuals acquainted with the work territory, and also individuals who are not -
along these lines open transport administrators or any organization who is in charge
of the hazard administration process have both the accomplished and crisp eye to
direct the review. In either case, the individual or group ought to be able to do the
evaluation and have great learning about the crisis being surveyed, any circumstances
that may likely happen, and defensive measures fitting to that crisis or hazard.
To make certain that all crisis ID incorporates all parts of the work, Non-routine
exercises, for example, fear mongering, the way the work is sorted out or done
(incorporate understanding of individuals taking the necessary steps, frameworks
being utilized, and so on), predictable strange conditions (for instance: conceivable
effect on danger control methods that might be inaccessible in a crisis circumstance,
control blackout, etc.)Determine whether a crisis item, machine or hardware can be
purposefully or inadvertently changed (e.g.,asecurity watch that could be evacuated).
Survey the majority of the crisis periods of the lifecycle. Analyze dangers to guests or
general society.Consider the gatherings of individuals that may have an alternate level
of dangers, for example, open transport administrators or any office who is in charge
of hazard administration handling or unpracticed specialists, people with incapacities,
or new or hopeful moms.
 Identify the precise risks and risk scenarios (to be managed) –What are the
potential threats and risk scenarios for your PTO?
 Categorise and group the previously identified risks –Which of the threats or
risk scenarios are of similar nature? –Which threats or risk scenarios can be
grouped together (e.g. security risks, safety risks, environmental risks, etc.)?
 Assign risk owners to the identified groups of risks (risk families)
 Prepare a working plan for the next steps in risk assessment

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Categorisation of hazard in a crisis is vital in chance ID in a crisis. Every crisis ought to
be concentrated to decide its level of hazard. To explore the danger, open transport
administrators or any organization who is in charge of hazard administration process
can look the dangers or hazard situations is of comparable nature, past encounters
(learning from people in general, specialists, and so forth.). Enacted necessities or
potentially appropriate norms, Industry codes of training/best practices, Health and
security material about the peril, for example, wellbeing information sheets (SDSs),
explore examines, or other producer data, Information from trustworthy open
transport administrators or any organization who is in chargeof hazard administration
process, Results of testing (barometrical or air inspecting of work environment,
natural swabs, and so on.). The ability of an expert wellbeing and security proficient.
Data about past wounds, ailments, close misses, episode reports, and so forth.
Perception of the procedure or assignment.
Hazard administration is a ceaseless procedure which requires observing and survey.
The Project has focused on a continuous procedure of hazard administration, which
will incorporate the improvement of a hazard administration arrange for which
recognizes the parts and obligations of particular staff amid both development and
operation. This preparatory hazard evaluation will shape the premise of the hazard
administration design created amid the future phases of the Project. The arrangement
will likewise distinguish a timetable for survey of the dangers in accordance with the
Project exercises. (Nelson, 1999)
showing different risks of different category at different levels

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showing different risks of different category at different levels
Risk Analysis
 Proposed matrix for risk categories (risk significance levels) measured by
likelihood and consequences:
 First part Assemble a group of experts for analysing risk scenarios in detail
and the assessment of risks –Involve police or law enforcement for security
risks
 Gain an understanding of the risks –e.g. what may cause serious threats and
who might be perpetrators?
 Identify and assess critical assets –e.g. tangible and intangible assets
 Identify and assess critical parts and functions –e.g. Which parts of the
system are more vital for operation than others?
 Identify and assess safeguards, which are already in place (for safety and
security) –e.g. human factors (trained front-line staff, security guards),
policies (regulations, cooperation’s with external parties), plans and
procedures (emergency plans), technological equipment (fire extinguishers,
CCTV), etc.
Second part
Set definitions for levels of –Likelihood (e.g. almost sure, very likely, possible,
unlikely) –consequence/impact (e.g. strong, medium, weak, no consequence)

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–and vulnerability (e.g. likely, possible, unlikely –in the sense of „weakness
“and „attractiveness“ of target)
 Set definitions for risk categories (risk significance levels) –e.g. high, medium
or low risks Assign the identified threats and risk scenarios to the risk
categories
Risk Evaluation
Evaluate the results of the risk analysis
 Define threats or risk scenarios which shall be assessed in more detail (e.g. in
specialised working groups)
The model supported by industry leaders includes transit’s role as:
• First Preventer – recognizing hazards and threats before they become major
incidents
• First Responder – supporting evacuations, transport of first responders,
providing mobile shelter, and otherwise supporting emergency response
activities
• First on Scene – reacting suitably to mischances and episodes, demonstrations
of nature, loss of hierarchical foundation, hazardous materials spills, criminal
action and even demonstrations of residential or worldwide psychological
warfare. Notwithstanding the reason, basic occurrences require quick
conclusive activity to ensure life and property. Perceiving the huge dangers
confronting the travel business, and the significance of transportation
foundation to the essentialness of the state, Caltrans has propelled a forceful
program concentrated on the crisis administration needs of California travel
frameworks. This program has included fundamental mindfulness preparing
for travel supervisors; interagency preparing and table best activities for travel
staff, people on call and crisis directors; and this Transit Emergency Planning
Guidance report forming travel frameworks' way to deal with crisis readiness
on an extensive premise. This Transit Emergency Planning Guidance archive
points of interest industry best works on, utilizing the foundations of crisis
arranging regulation:
• Prepare - Recognize resources fundamental to your main goal - Assess
dangers and dangers confronting your office and your group - Train staff on
the most proficient method to keep, react to and recuperate from prime
dangers - Coordinate with other crisis reaction partners.
• Prevent - Find a way to take out dangers where conceivable executive
summary Transit Emergency Planning Guidance Cal Trans Division of Mass
Transit - Institute approaches and techniques that diminish the probability of
episodes happening - Take steps that lessen the effect when occurrences do
happen Respond React quickly and decisively to critical incidents focusing on:
- Life Safety - Property Protection - Stabilization of Incident

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• Recover - Resume benefit conveyance in view of accessibility of assets -
Repair and supplant basic resources - Assess episode reaction and roll out
improvements in view of lessons learned.
Risk Treatment
This preparatory hazard evaluation has distinguished a rundown of potential risks to
individuals and property emerging from the Project's development and operation. The
use of relief measures or shields can for the most part decrease the hazard rating of
the peril and lower the remaining danger. The most critical dangers distinguished in
this evaluation are related with the need to clear the underground passage and
stations in case of a crisis. The hazard evaluation process is proposed to be ceaseless,
conveyed forward all through the diverse periods of the Project. The wellbeing and
security estimations of the group, partners, and workforce have been recognized and
are tended to by the important sections inside the EIS. Future nitty gritty evaluation
of human and general wellbeing is required in later phases of the Project conveyance.
(Mass Transit: Challenges in Securing Transit Systems , 2002)
Communicationand Monitoring
individuals and property emerging from the Project's development and operation. The
use of relief measures or shields can for the most part decrease the hazard rating of
the peril and lower the remaining danger. The most critical dangers distinguished in
this evaluation are related with the need to clear the underground passage and
stations in case of a crisis. The hazard evaluation process is proposed to be ceaseless,
conveyed forward all through the diverse periods of the Project. The wellbeing and
security estimations of the group, partners, and workforce have been recognized and
are tended to by the important sections inside the EIS. Future nitty gritty evaluation
of human and general wellbeing is required in later phases of the Project conveyance.
Hazard and Threat Assessment
Most transit systems define their mission in terms of mobility:
providing safe, reliable transportation to those who do not have other mobility
options, and/or those who choose transit. Defining your mission helps determine
what assets are most critical. Assets include people, information, and property,
each of which are designed to help fulfil the mission.
Assets are critical when their loss either endangers human life or impacts your
ability to meet your mission. Those assets whose loss would have the greatest
impact on your ability to meet your mission may require special protection. By
analysing the threats and hazards faced by your agency and community, you can
better prioritize emergency preparedness activities. Hazard and risk assessment is

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a comprehensive study of a systemto identify those components most vulnerable
to disruption or destruction and to assess the likely impact that such disruption or
destruction would have on passengers, employees, and the transit system. It
considers the likelihood of hazards and
threats damaging critical assets based upon:
• Historical analysis
• Physical surveys
•Expert evaluation
• Scenario analysis Important Definitions: Transit assets can be broadly defined
as People, Information, and Property:
• People – Passengers, employees, visitors, contractors, vendors, community
members, and others who come into contact with the system
• Information – Employee and customer information, computer network
configurations and passwords, ridership, revenue and service statistics,
operating and maintenance procedures, vehicle identification systems
• Property – Revenue vehicles, non-revenue vehicles, storage facilities, passenger
facilities, maintenance facilities and equipment, administrative offices, computer
systems and communications equipment Transit Emergency Planning Guidance
Caltrans Division of Mass Transit Historical Analysis Historical Analysis evaluates
threats and hazards based on historical trends for your agency and like-sized
agencies. External information resources may include Federal, state and local
agencies,other public and private organizations and peer transit agencies.Internal
information resources include accident/incident reports, vehicle maintenance
records, insurance claims,human resource records, and staffand passengerinput.
Physical Analysis
Physical and visual inspection is another essential method for identifying hazards
and threats to your critical assets. Physical surveys should consider:
• Location of facilities and operational service areas relative to hazards and
threats
• Exposure to natural hazards including acts of nature
• Exposure to potential toxic release
• Exposure of assets to fire risk
• Value of assets to criminals and as terrorist targets
• Fencing and perimeter security
• Lighting, surveillance, and monitoring capabilities
• Facility access control and intrusion security
• Life safety equipment and supplies Expert Evaluation Historical analysis and
physical analysis can be conducted by agency staff, consultants, and/ or partner
agencies such as local police, fire, and emergency medical services.
Regardless of who assesses your vulnerabilities, it is essential to:
• Identify each hazard and threat that your transit system faces

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• Evaluate each in terms of their potential impact on your critical assets, and
• Prioritize which of those threats and hazards pose the greatest risk to your core
mission. Scenario Analysis Scenario Analysis provides an estimate of the
probability of the risk occurring and damage attributable to any hazard or threat
if it does occur.
Transit risks can be framed in six key categories:
• Accidents and incidents
• Acts of nature
• Loss of organizational infrastructure
• Hazardous materials
• Criminal activity
• Domestic and international terrorism
Communicating About Risk
The goal of emergency preparedness is to reduce your agency’s risk experience.
As risk is endemic to transportation it is recommended that transit systems
establish a system by which to communicate when risk is low and when it is high.
Emergency Planning
It is vital that California transit systems be able to mobilize quickly in case of an
emergency. That requires planning and organization. Some of the planning
elements most essential to effective incident response include identification of
your internal emergency response team, contact information for all staff and
partner agencies, and drills and exercises by which to evaluate preparedness and
identify vulnerabilities.
Other planning challenges, some of which are of particular concern to California,
include:
• Overcoming language and cultural barriers
• Coordinating evacuation of special needs populations (e.g. people with
disabilities and elderly)
• Mass evacuation and mass care following major (e.g. earthquake) incidents
• Protocols for sweeping and clearing transit equipment following any sort of
transit attack such as the incidents in Madrid or London
Internal Contact Information
Every transit system should maintain accurate and up-to-date contact lists for all
staff. Contact lists should include work number, home number, cell phone
number, email address and home address. It is particularly important to have this
information for key staff such as Emergency Response Team personnel, board

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members, insurance carriers, legal counsel, claims/risk management staff and
executive staff.
External Contact Information
It is important to maintain accurate and up-to-date contact information for
community Transit Emergency Planning Guidance Cal Trans Division of first
responders and partner organizations to be notified in the case of safety and
security emergencies.
Typically this list will include work number, home number, cell phone number,
email address and home address for the following:
• Police Chief/Sheriff
• Fire Chief/deputy
• Emergency Medical Services
• Local and State Emergency Operations Centres
• Mayor/County Commissioners
• Local City DOT/Traffic Departments
• Freight rail dispatch centres
• Passenger rail systems
• Local hospital emergency room(s)
• Local Public Health Director/Deputy
• Transportation providers for people with disabilities (i.e., Paratransit, Dial-A-
Ride)
• Independent Living Centres
• Regional Centres
• Local media
Emergency Response Teams
It is essential that transit systems create a roster that includes contact
information of the transit incident management team in advance of any incident.
This team should include representation from each area of the organization.
Delegation of Authority
It is important to have a plan to ensure continuity of management throughout
any emergency incident. The succession plan provides for automatic delegation
of authority in cases where:
• A member of the incident response team is no longer able to perform incident-
related duties due to injury or illness
• A member of the incident response team is temporarily unable to perform
incident related duties due to loss of communications, competing priorities, or
mandated rest and recuperation
• Regular members of the agency incident response team are unavailable due to
travel (e.g., vacation, professional development, etc.) or are unable to access an
incident location or agency facility

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11.1 Coordinating with Stakeholders
Traditionally transit has not been considered a first responder organization. This
disconnect was probably never more clear than in the aftermath of Hurricane
Katrina, where thousands of transit dependent and special needs populations
were not considered until too late in the game. Transit is also dependent upon
traditional first responder organizations – police and fire in particular – to help
with emergency response and emergency response planning. One of the desired
outcomes of this Planning Guidance is to bridge the gap between transit and
local emergency planning committees who are responsible for a coordinated and
integrated approach to community incident response.
11.2 Coordination with First Responders
In addition to fostering relationships with the local emergency management
coordinator, it is recommended that transit build relationships directly with local
law enforcement, fire and EMS leadership to ensure transit issues are
understood. At a minimum, you should meet annually with local first responders
to discuss:
 Critical information that your dispatcher(s) must obtain from your bus/train
operator to ensure that first responders receive the most useful information
possible if/when something occurs requiring their help
• Regular and after-hours contact information for transit incident response
point people
Transit-specific issues (e.g., evacuation of transit vehicles, considerations for
people with disabilities) that first responder agencies need to understand
• Familiarization with equipment, facilities, and evacuation procedures
including:
 Vehicle and facility entry
 Recommended facility escape routes and safety zones
 Hazardous materials in facilities and on vehicles
 Fuel shut-off valves
 Equipment shutdown
 Railroad right-of-way access
 Emergency dump valves
 Battery cut-off switches
 Lift equipment operations
 Communications compatibility
• Any special tools/equipment first responders might need to address transit
emergencies, particularly items that they would not normally possess
• Opportunities for transit staff to be trained by law enforcement on
responding to violent perpetrators and vehicle (accidents)

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• Opportunities for transit staff to be trained by fire personnel on responding
to vehicle and facility fire situations
• Opportunities for transit staff to be trained by organizations providing
services to people with disabilities on evacuating and transporting to shelters
• Opportunities for law enforcement to be trained on how to safely fire their
weapons on a CNG bus
• Appropriate first responder unit jurisdictions
 Transfer of Command at any transit disaster
 Expectations for who your staff should expect to interface with on a local
disaster incident
• Opportunities for basic awareness training on local safety and security issues
11.3 Drills and Exercises
In crisis management, as in sports or music, you play the way you practice. That is
why it is essential that transit managers test emergency preparedness plans
through disaster drills and exercises that are increasingly challenging over time.
Implementation of such a program allows your staff to achieve and maintain
competency in the skills necessary to effectively respond to the risks you face.
11.4 Discussion-Based Exercises:
1. Seminars utilizing lecture, multi-media presentations, case studies, and expert
testimony to orient participants to response resources, strategies,policies,and
procedures. Seminars are recommended for organizations and jurisdictions
that are developing or making major changes to their emergency response
plans.
2. Workshops to develop specific incident response products, typically using
break-out sessions followed by plenary review and discussion. Workshops are
frequently used to establish exercise objectives, develop exercise scenarios,
and identify elements of standard performance.
3. top Exercises involving key personnel in discussions about realistic disaster
scenarios. Table top exercises are used to assess and enhance preparedness,
prevention, response and recovery plans, policies and procedures. Basic table
top exercises introduce acomplete disasterscenario for participants to discuss
and resolve. Advanced table top exercises introduce scenario components
incrementally forcing participants to adapt their response strategies to
changing disaster conditions.
4. Games provide scenario analysis and discussion in a competitive, time-
restricted environment, holding participants to the consequences of previous

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decisions. Games are used primarily to evaluate decision-making processes,
and do not involve actual deployment of operational resources. Operations-
Based Exercises:
5. Drills that develop and maintain skills in a single response procedure (e.g.,
evacuation procedures, notification, etc.). Drills are designed to measure
performance of operational activities against established response standards
with immediate player feedback.
6. Functional Exercises are full-scale interdisciplinary exercises focused on
exercising plans, policies, and procedures in coordination, under time
constraints, with simulated movement of personnel and equipment.
7. Full-Scale Exercises are full-scale interdisciplinary events that field test
multiple response functions in a time-pressured environment including
mobilization of response personnel and equipment. Full-scale exercises
measure the operational capability of emergency response plans in an
interactive manner resembling a real emergency incident as closely as
possible. Although pre-scripted events may be used, full-scale exercises are
primarily driven by player actions and decisions. (James Ogbonna)
Safety, Security, &Emergency Preparedness Plan(SSEPP)
To establish the importance of safety, security, and emergency preparedness in all
aspects of your transit organization, a formal Safety, Security, and Emergency
Preparedness Plan (SSEPP) should be developed and adopted by your agency’s
oversight board. This plan should outline the processes by which your agency
prepares for, prevents, responds to and recovers from critical incidents. The
activities documented in your SSEPP should clearly identify your methodology for
documenting and analysing potential safety hazards and security threats and
clearly assign responsibility for addressing these threats
Conclusion
individuals and property emerging from the Project's development and operation. The use of
relief measures or shields can for the most part decrease the hazard rating of the peril and
lower the remaining danger. The most critical dangers distinguished in this evaluation are
related with the need to clear the underground passage and stations in case of a crisis. The
hazard evaluation process is proposed to be ceaseless, conveyed forward all through the
diverse periods of the Project. The wellbeing and security estimations of the group, partners,
and workforce have been recognized and are tended to by the important sections inside the
EIS. Future nitty gritty evaluation of human and general wellbeing is required in later phases
of the Project conveyance.

20
Bibliography
JamesOgbonna,B.C. (n.d.).TransitSecurityandEmergencyPreparednessCaltrans,Divisionof Mass
Transportation.
Mass Transit: ChallengesinSecuringTransitSystems.(2002).
Nelson,K.P.(1999). Mass Transit:Target of Terror.
Transportation,C.D. (2007). TransitEmergencyPlanningGuidance.Division of MassTransportation.

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