**SECURITY AND EMERGENCY PREPAREDNESS PLAN TEMPLATE**

Prepared By:

Daecher Consulting Group, Inc. for the American Bus Association and the
United Motorcoach Association through a grant from the Department of
Homeland Security, Office of State and Local Government Coordination and
Preparedness Grant. The views and opinions of authors of reference
materials expressed herein do not necessarily reflect those of the
United States Government. Reference within this document to any specific
commercial products, processes, or services by trade name, trademark,
manufacturer, or otherwise does not necessarily constitute or imply its
endorsement, recommendation, or favoring by the United States
Government. The information and statements contained within this
document shall not be used for the purposes of advertising, nor to imply
the endorsement or recommendation of the United States Government.

10/03/05

**Table of Contents**

[How To Use This Document 1](#how-to-use-this-document)

[Purpose and Background 2](#purpose-and-background)

[Terrorist Profiles and Operations
4](#terrorist-profiles-and-operations)

[Risk Assessment for Transportation Sector Service Providers
7](#risk-assessment-for-transportation-sector-service-providers)

[Glossary of Terms 13](#glossary-of-terms)

[Section 1: Motorcoach Operator Self-Assessment for Operations Security
and Response 16](#__RefHeading___Toc116368061)

[Management Structure & Operating Process
18](#management-structure-operating-process)

[Personnel: Information 20](#personnel-information)

[Personnel: Training and Enroute Procedures
21](#personnel-training-and-enroute-procedures)

[Facility/Terminal Security 22](#facilityterminal-security)

[Passenger & Baggage Screening 24](#passenger-baggage-screening)

[Cyber Security 25](#cyber-security)

[General Emergency Response Capabilities
26](#general-emergency-response-capabilities)

[Business Continuity 26](#business-continuity)

[Section 2: Risk Assessment 28](#__RefHeading___Toc116368070)

[What Is a Risk Assessment? 29](#what-is-a-risk-assessment)

[Threat Identification and Assessment
29](#threat-identification-and-assessment)

[Vulnerability Assessment 30](#vulnerability-assessment)

[Consequence Assessment 31](#consequence-assessment)

[Calculation of Risk 31](#calculation-of-risk)

[Prioritizing Needs 32](#prioritizing-needs)

[Threat Matrix 33](#threat-matrix)

[Vulnerability Matrix 34](#vulnerability-matrix)

[Consequence Matrix 35](#consequence-matrix)

[Risk Matrix 36](#risk-matrix)

[Section 3: Security and Emergency Preparedness Plan Guidelines
37](#__RefHeading___Toc116368081)

[Title Page 38](#title-page)

[Division of Responsibilities 39](#division-of-responsibilities)

[All Personnel 39](#all-personnel)

[Chief Executive Officer (CEO) 40](#chief-executive-officer-ceo)

[SEPP Point of Contact (POC) 40](#sepp-point-of-contact-poc)

[Security Committee (SC) 41](#security-committee-sc)

[Supervisors 42](#supervisors)

[Drivers 43](#drivers)

[Other Personnel 43](#other-personnel)

[Other Critical Roles and Responsibilities
44](#other-critical-roles-and-responsibilities)

[Security & Emergency Preparedness Practices & Actions
45](#security-emergency-preparedness-practices-actions)

[Training and Exercising 46](#training-and-exercising)

[Coordination with Public Safety Agencies
47](#coordination-with-public-safety-agencies)

[Coordination with Other Companies
47](#coordination-with-other-companies)

[Evaluation 47](#evaluation)

[Internal 47](#internal)

[External 47](#external)

[Modification and Update 47](#modification-and-update)

[Section 4: Emergency Response Procedures Guidelines
48](#__RefHeading___Toc116368100)

[Sample Emergency Contact Directory
50](#sample-emergency-contact-directory)

[Emergency Response Procedures 51](#emergency-response-procedures)

[Recommended Operational Procedures to Be Followed Throughout a Security
Threat or Incident
61](#recommended-operational-procedures-to-be-followed-throughout-a-security-threat-or-incident)

[Appendices 64](#__RefHeading___Toc116368104)

[Appendix A: Addressing Varying Threat Levels
65](#appendix-a-addressing-varying-threat-levels)

[Appendix B: Security Plan Considerations
68](#appendix-b-security-plan-considerations)

[Corporate vs. Facility Level Planning
68](#corporate-vs.-facility-level-planning)

[Security Plan Components 68](#security-plan-components)

[Unauthorized Access 70](#unauthorized-access)

[Appendix C: Security Issues from the SEPP to be Integrated into
Policies and Procedures Governing Fleet Operations
76](#appendix-c-security-issues-from-the-sepp-to-be-integrated-into-policies-and-procedures-governing-fleet-operations)

[Appendix D: Considerations for Conducting Emergency/Crisis Response
Exercises
80](#appendix-d-considerations-for-conducting-emergencycrisis-response-exercises)

[Appendix E: Reference Documents and Helpful Industry Web Sites
82](#appendix-e-reference-documents-and-helpful-industry-web-sites)

[Reference Documents 82](#reference-documents)

[Helpful Industry Websites 84](#helpful-industry-websites)

# How To Use This Document

This document is a guideline and template that you may use in developing
a SEPP. The steps involved in this process include an evaluation of
current security procedures, an identification of threats and
vulnerabilities to your operation, and the development of policies and
procedures to effectively address deficiencies.

**The template is primarily designed to be an adaptable document;
however, full customization can be substituted while following the flow
of the template.** Following is a review of the sections and appendices:

-   The purpose and background for developing a security and emergency
    preparedness plan as well as descriptions of terrorist profiles and
    operations and risk assessment protocols establishes the importance
    and justifications for your efforts in developing your plan.

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-   A Glossary of Terms, defining frequently used and/or important words
    found throughout the document, is located in front of the Table of
    Contents

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-   Section One is Self-Assessment Checklist. After completing this
    checklist, deficiencies in your operations relating to security will
    be identified for your consideration.

-   Section Two guides you through the process of identifying and
    prioritizing the threats and vulnerabilities to your operations. It
    is intended to help you identify threats for each element of your
    operations (service, facilities, employees, etc.), and to define
    vulnerabilities through a numerical ranking.

-   Section Three addresses the detailed components that need to be
    included in your security plan and provides a template to construct
    the plan. Components include: key personnel and their
    responsibilities for the use of the plan; specific procedures to be
    followed during an incident or crisis; training for employees;
    procedures for employee, facility and operational security;
    relationship with local, state and federal enforcement/emergency
    response agencies; and plan review and modification.

-   Section Four provides a template for developing Emergency Response
    Procedures and sample procedures for a security threat or incident.

-   The Appendices at the end of this document contain additional
    support materials. To enhance your use of this document. Each
    appendix is identified at the beginning of the sections for which
    they are most applicable.

**This document can be accessed and used to develop your Plan via the
web at www.operationsecuretransport.com**

# Purpose and Background

The terrible tragedy of September 11, combined with our nation's
continuing war on terrorism, has created a heightened threat environment
for passenger transportation. In this new environment, the
vulnerabilities have become more apparent. Threat assessments issued by
the Federal Bureau of Investigation, Department of Homeland Security,
and state and local agencies have consistently placed passenger
transportation at the top of the *critical infrastructure protection
agenda*, along with airports, nuclear power plants, and major utility
exchanges on the national power grid. The London bus bombing makes
similar threats here more ominous.

To establish the importance of security and emergency preparedness in
all aspects of your organization, you should develop a SEPP. The SEPP is
the culmination of a process to be used by your company to make informed
decisions that are appropriate for your operations, passengers,
employees and communities regarding the development and implementation
of a comprehensive security and emergency preparedness program.

 

As a result of this program, your company can achieve not only an
effective physical security program, but also enhance your coordination
with the local public safety agencies in your service area. Improved
communication will increase their awareness of your resources and
capabilities, and improve your readiness to support their efforts to
manage community-wide emergencies.

 

The overall purpose of the SEPP is to optimize \-- within the
constraints of time, cost, and operational effectiveness \-- the level
of protection afforded to passengers, employees, volunteers and
contractors, and any other individuals who come into contact with the
company, both during normal operations and under emergency conditions.

The SEPP should provide your company with a security and emergency
preparedness capability that will:

-   Ensure that security and emergency preparedness are addressed during
    all phases of operation, including the hiring and training of
    personnel; the procurement and maintenance of equipment; the
    development of policies, rules, and procedures; and coordination
    with appropriate federal, state, and local public safety and
    community emergency planning agencies.

-   Promote analysis tools and methodologies to encourage safe operation
    through the identification, evaluation and resolution of threats and
    vulnerabilities, and the on-going assessment of company capabilities
    and readiness.

-   Create a culture that supports employee safety and security and safe
    operation (during normal and emergency conditions) through motivated
    compliance with company rules and procedures and the appropriate use
    and operation of equipment.

-   Assist the company in adhering to governmental guidelines, rules and
    regulations that promote transportation security.

Every threat cannot be identified and resolved, but your company can
take steps to be more aware, to better protect passengers, employees,
the motoring public, facilities and equipment, and to stand ready to
support community needs in response to a major event. To this end, your
SEPP should have five objectives:

 

1.  Achieve a level of security performance and emergency readiness that
    meets or exceeds the operating experience of similarly-sized
    operations around the nation

2.  Increase and strengthen community involvement and participation in
    the safety and security of our operation

3.  Develop and implement an assessment program, and based on the
    results of this program, establish a course of action for improving
    physical security measures and emergency response capabilities to
    manage the identified risks.

4.  Expand our training program for employees, volunteers, first
    responders, and contractors to address security awareness and
    emergency management issues

5.  Enhance our coordination with applicable local, state and federal
    agencies regarding security and emergency preparedness issues

# Terrorist Profiles and Operations

**Terrorist Profiles**

In a 1999 retrospective report on terrorism, the FBI classified
terrorism as either domestic or international, depending on the origin,
base, and objectives of the terrorists. There are many types of
terrorists. Domestic terrorists may be delusional individuals (the
Unabomber and Timothy McVeigh), extreme fringe groups (some animal
rights and environmental groups), religious cults, or political
resistance fighters (including some so-called "militias"). International
terrorists may also include some of these groups, such as the religious
cult Aum Shinrikyo, in addition to groups like al Qaeda

To begin to think like a terrorist and thus identify security
vulnerabilities and weaknesses in your operations, you should begin with
an understanding of what motivates an individual or a group to commit a
terrorist act. For instance, al Qaeda is considered a special threat to
United States citizens and is a group that is difficult to fight. It has
the resources of a government without any of the responsibility. It is
an umbrella organization with a single point of contact for multiple
militant groups. It has about 700 core members from many countries and
thousands of supporters all over the world. It chooses targets that are
symbolic of its declared enemy, the United States. Its members are
devout followers of Osama bin Laden, not just willing but eager to
become the instrument of delivery in a terrorist act such as those
carried out in New York and Washington on September 11, 2001.

**Terrorist Operations**

Operational Acts Needed to Carry Out an Attack

Terrorist organizations, such as al Qaeda, are characterized by
meticulous planning, a focus on inflicting mass casualties, and multiple
and simultaneous suicide attacks. The operatives are highly trained in
basic and sophisticated surveillance techniques. In fact, surveillance
is only one step in a sequence of operational acts that a terrorist must
complete in order to execute a successful attack. These steps are:

-   Targeting---terrorists first must identify a target based on their
    primary objectives or motivations. This could include actions
    designed to inflict huge casualties or significant economic
    disruption, attacks on facilities or buildings with significant
    iconic value, such as monuments, and/or actions that will result in
    high media exposure. Your operation may provide terrorists the
    equipment or materials needed to attack their target.

-   Casing---this is the careful development of the terrorists' plan of
    attack. They will think through all the steps needed to carry out an
    attack and what countermeasures might stop them. They may try to get
    copies of your security procedures or plan.

-   Surveillance---a close observation of the elements of their plan.
    They may watch a facility to determine how many visitors,
    deliveries, and employees come and go and how often. Is there a
    regular pattern, such as during shift changes?

-   Rehearsal---rarely do terrorists carry out an attack without first
    testing out their plan. They may stop in front of a truck to see
    what the driver does. They may set off your perimeter
    motion-detection system to test your response time.

-   Attack---looks just like a rehearsal, except it doesn't end the same
    way. The goal of a security plan is to develop sufficient security
    measures to prevent them from getting to this stage at all!

The following is a list of possible indicators of terrorist casing or
surveillance. The list is not exhaustive, but provides examples of
suspicious activity for which passenger carriers and their employees
should be alert:

-   Unusual or prolonged interest in security measures or personnel,
    entry points and access controls, or perimeter barriers, such as
    fences or walls;

-   Unusual behavior, such as staring or quickly looking away from
    personnel or vehicles entering or leaving designated facilities or
    parking areas;

-   Increase in anonymous telephone or e-mail threats to facilities in
    conjunction with suspected surveillance incidents---indicating
    possible surveillance of threat reaction procedures;

-   Foot surveillance involving two or three individuals working
    together;

-   Mobile surveillance using bicycles, scooters, motorcycles, cars,
    trucks, or small aircraft;

-   Prolonged static surveillance using operatives disguised as
    panhandlers, demonstrators, shoe shiners, food or flower vendors,
    news agents, or street sweepers not previously seen in the area;

-   Discreet use of still cameras, video recorders or note taking at
    non-tourist type locations;

-   Use of multiple sets of clothing, identifications, or the use of
    sketching materials (paper, pencils, etc.); and

-   Questioning of security or facility personnel

**How Terrorists Pick Their Targets**

The Department of Homeland Security (DHS) issued an information bulletin
following the terrorist attacks in Riyadh, Saudi Arabia. The May 15,
2003, information bulletin provides potential indicators of threats
involving Vehicle-Borne Improvised Explosive Devices (VBIEDs) to alert
the public of possible terrorist planning and encourage the reporting of
suspicious activity. The characteristic tactics used in the Riyadh
attack were multiple targets, simultaneous attacks, multiple vehicles
per target, and an "assault/breaching cadre" armed with small
arms/weaponry accompanying the VBIED to clear security personnel and
gain access for the suicide bombers.

The most likely terrorist attack profiles for passenger transportation
by commercial motor vehicle are bombing, hijacking, and diversion.
Bombing is the placing and detonating of explosives on the vehicle. The
placing of explosives is accomplished by personal, direct detonation
(suicide bombing) or by discrete placement on the vehicle and remote or
timed detonation. Hijacking is the control and forcible direction of
drivers and passengers for some intended purpose. Theft is the taking of
a vehicle owned by a company for some intended purpose. Diversion is a
special case of interception in which the carrier is directed off its
intended route and to a predetermined target.

The target and attack profile chosen are based on the attractiveness of
a specific profile relative to others that maximizes the following:

-   Mass casualties;

-   Significant economic damage;

-   Extensive psychological trauma; and

-   High symbolic value.

The final determination of the attack profile a terrorist would use
considers the following criteria:

-   Minimal illegal activity, particularly in the early stages;

-   Fewest operational acts;

-   Maximizing consequences; and

-   High probability of success.

# Risk Assessment for Transportation Sector Service Providers

##  {#section .Heading-three .unnumbered}

##  {#section-1 .Heading-three .unnumbered}

Background

The transportation sector, and especially the "open" motor coach element
of it, must prepare for and protect its ridership and staff from acts of
terrorism to the greatest extent possible. Traditionally, the motor
coach industry has developed internal security and emergency
preparedness plans (SEPPs). Limited standards, guidelines and
recommendations have been provided, but development of the documentation
and approach has been specific to the individual service providers. This
situation has been further complicated by inconsistent, state-by-state
interpretation of security standards or requirements, resulting in a
national patchwork of plans, procedures and guidelines attempting to
serve this domain.

To establish a "best practices" planning model specific to the motor
coach industry, a baseline of standard elements must be identified.
Because this model should address common and unique issues in response
to terrorism, a natural starting point for its design is **Homeland
Security Presidential Directive (HSPD) 8 -- The Interim National
Preparedness Goal**. This directive:

> \"Establishes policies to strengthen the preparedness of the United
> States to prevent and respond to threatened or actual domestic
> terrorist attacks, major disasters, and other emergencies by requiring
> a **National Domestic All-Hazards Preparedness Goal**, establishing
> mechanisms for improved delivery of Federal preparedness assistance to
> State and local governments, and outlining actions to strengthen
> preparedness capabilities of Federal, State, and local entities.\"

Though this directive was aimed at government entities, its critical
elements are also appropriate for industry. Adherence to this directive
will provide a uniform approach to SEPP development. This approach
focuses on standardized scenarios, universal tasks and agency
capabilities, and is designed to address roles and responsibilities
pertaining to prevention, protection, response and recovery. This
directive focuses on critical elements of capability with regard to:
staffing and personnel; training; exercise, evaluation, and corrective
actions; equipment and systems; planning; and organization and
leadership. By assessing these critical elements, service providers can
begin to identify gaps and deficiencies.

The following pages provide a primer on risk analysis for terrorism. The
various elements of our nation's transportation system are all changing
their business paradigms to account for risk, especially the risk of
terrorism. Along with these alterations, a business model has evolved
that is intended to balance mitigation and countermeasures, with the
requirement not to impede throughput and client services. Consequently,
the application of risk management has evolved into a cost-benefit
approach to address the most challenging issues with the limited
resources available.

##   {#section-2 .Heading-three .unnumbered}

**Assessing and Managing Risk: A Primer**

The relative value of a potential target can have a major effect on the
likelihood of attack. Terrorists will set goals for an attack, such as
casualties and economic disruption, or they may choose a target for its
symbolic importance. Obviously, a larger relative value for one
potential target over another makes it more likely that the site will be
attacked. Changes in the relative value of other sites could change the
risk of terrorism at a particular site, even if no change has occurred
at the site itself.

**Components of Terrorism Risk**

-   **General Definition of Risk --** Risk is simply the likelihood of
    an event occurring multiplied by the estimated consequence of that
    event.

> *Risk = (Likelihood) x (Consequence)*

> Based on this equation, a risk represents the expected outcome over a
> period of time of some uncertain event.

**Likelihood**

In assessing the risk of terrorism, the likelihood of occurrence is the
product of two components: the likelihood of an attack occurring
(threat) and the likelihood of that attack being successful
(vulnerability).

*Likelihood = (Threat) x (Vulnerability)*

-   **Threat** -- The likelihood of an attack occurring is referred to
    as the threat. If we were to measure this factor in absolute terms,
    the threat would be equal to the probability of an attack or the
    frequency of attack on an asset. However, because it is in many
    instances difficult---if not impossible---to estimate these factors
    for terrorist attacks, threat must be evaluated on a relative scale.

> In this type of analysis, the likelihood of a particular type of
> attack occurring is driven by two factors: plausibility of attack
> (i.e., the overall likelihood of a certain type attack occurring,
> regardless of target) and target attractiveness (i.e., the likelihood
> that a certain asset would be targeted for that type of attack).

*Threat = f (plausibility, target attractiveness)*

> Plausibility could be driven by a number of factors, including:

-   Difficulty in obtaining the type of weapon

-   Difficulty in transporting and using the weapon

-   Presence of potential threat elements (PTE) in the geographic area

-   Past history of attacks

-   Specific intelligence.

> Target attractiveness measures the features of a particular asset that
> may make it more or less likely to be targeted by terrorists for a
> particular form of attack. Evaluation of target attractiveness should
> include an evaluation of two sets of features: target value and
> deterrence. Target value evaluates those features of an asset that
> make it more likely to be attacked or that make it attractive as a
> target. These may include potential for casualties, potential for
> economic disruption, and symbolic importance. Deterrence evaluates
> those features that make a target less likely to be attacked,
> including security and response capabilities.

-   **Vulnerability** -- The likelihood of an attack being executed
    successfully is referred to as the vulnerability. In determining the
    vulnerability of an attack, it is assumed that the asset has been
    targeted, the terrorists have the required weapon and equipment, and
    the attack will take place. Vulnerability measures the probability
    that the attack will achieve its desired result. The desired result
    in this case is successful completion of the attack, not the desired
    results in terms of damage or casualties.

**Consequence**

The consequence of a terrorist attack is a function of the total value
of the asset (the maximum potential consequence) and the impact that an
attack would have on that value. The asset value is sometimes referred
to as the criticality of the asset.

*Consequence = f (Criticality, Attack Impact)*

-   **Criticality** -- Criticality is defined by the maximum potential
    consequence that an attack could have. This value represents the
    aspects or features of an asset that would make someone want to
    protect it. Generally, criticality is defined using a set of
    "Critical Asset Factors." These factors define the features of an
    asset that could make it important to protect. Typical critical
    asset factors include:

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-   Potential for casualties

-   Potential economic disruption

-   National strategic importance

-   Potential for environmental impact.

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-   **Attack Impact** -- Criticality serves as the "yardstick" against
    which consequence can be measured. The evaluation of the criticality
    of an asset measures the greatest potential consequence of any
    attack on an asset from the perspective of the assessor. However,
    not all forms of attack would eliminate this importance. For
    example; a "backpack" type bomb may kill or injure a number of
    people at a train station but would not kill everyone in the station
    or destroy the station itself. For this reason, an evaluation of the
    expected impact of an attack scenario is completed to determine the
    portion of asset value that would likely be destroyed. The portion
    of the asset value is the consequence of the attack.

> The evaluation of impact must be tied to the critical asset factors
> that are used to define criticality. For each asset and critical asset
> factor, the degree to which the contribution of that asset is
> destroyed is assessed.

**Risk Assessment**

The basic equations presented above define the factors that must be
included in an assessment of risk. **Figure 1.1** shows the relationship
between these factors.

###### Figure 1.1 Components of Terrorism Risk

Three basic components of risk must be evaluated to calculate the level
of terrorism risk associated with an attack on a particular asset:

-   Threat

-   Vulnerability

-   Consequence

**Response Capabilities**

It is now appropriate to review key components of planning for and
responding to scenarios and/or a terrorism event. A key element of this
is identifying local capacities for a response. Often this involves a
meeting between agencies who, in the event of an incident, will have to
work together to address the incident. Dedication and commitment are
crucial to pre- and post-event planning. The following are key
considerations for those professionals and the respective disciplines in
which they serve:

-   **Staffing and Personnel --** Field and supervisory staff must
    understand their responsibilities as non-traditional emergency first
    responders following a terrorist incident. This understanding
    includes the ability to: recognize that an emergency has occurred;
    initiate an emergency response either directly to 911 dispatch or
    through the agency control center; evacuate the service vehicle in
    an efficient manner; and secure the service vehicle, preventing
    bystanders from entering a potentially hazardous scene. Service
    providers should review staff responsibilities following emergency
    events and ensure a clear understanding of policies and procedures.

-   **Training --** All staff with assignments and responsibilities in
    operations and/or communications should have appropriate weapons of
    mass destruction awareness training. This training should provide
    the necessary education and information to ensure the safety of
    staff and riders. Additionally, field supervisors are typically
    expected to provide critical technical representation in an incident
    command system situation. Incident command and management training
    is essential in establishing the required knowledge base to provide
    seamless technical support following an emergency, in addition to
    providing staff leadership and control. Senior safety and security
    managers may want to consider the online National Incident
    Management System (NIMS) training, which will help them gain a
    perspective on their roles and responsibilities during a
    response[^1].

-   **Exercise, Evaluation, and Corrective Actions --** Motor coach
    service providers should participate in local, regional, state, and
    federally sponsored exercises in addition to company-specific
    events. This participation will provide an environment to initiate
    networking opportunities, as well as respond to emergency response
    agency assumptions and potential false premises. In addition,
    appropriate training in "real-life" situations will instill staff
    policies and procedures and validate operational plans, policies,
    and procedures. It is imperative that service providers view their
    system not only as a point of attack but also as a means for
    assisting in response to an attack. The use of various elements of
    the transportation sector for triage, evacuation, and all facets of
    emergency response is a key element of consequence management.

-   **Equipment and Systems --** Motor coach services should coordinate
    active communication systems with area emergency response agencies
    in jurisdictions serviced by the provider. Communications systems
    include internal and external interoperability (the ability to
    exchange radio communication capabilities in a seamless manner),
    system redundancy, notification capacity (internal and external to
    the service provider), integrated communications plans with local
    emergency management, system linkage (ability to send and receive
    voice messaging or radio traffic to all service vehicles), and a
    panic priority system (designed to provide the service vehicle
    priority emergency communications with the appropriate control
    center).

-   **Planning --** Service providers should review existing emergency
    operations plans, policies, and procedures. HSPD 8 identifies the
    inclusion of Terrorism Incident Annexes (designed to provide unique
    emergency response and operations roles, responsibilities, and tasks
    following a terrorist incident) as a priority. Additionally,
    emergency operations plans should be shared with local emergency
    management offices for technical data support and reference when
    needed. Planning and preparedness goes beyond documentation. Company
    officials responsible for supervisory or emergency management
    assignments must participate in local area emergency planning
    committees, providing the technical knowledge and support necessary
    in overall incident command and control. Service providers should
    provide field staff and vehicle operators with reference cards
    containing checklists to ensure that assignments and
    responsibilities are carried out during emergency incidents. All
    plans, policies, and procedures should be validated and tested
    through internal and community tabletop, functional, and full-scale
    exercises. In the event of an elevation of the Homeland Security
    Advisory System alert level, these plans and procedures should be
    made available to every employee that makes your company a success.
    From the safety and security personnel to the drivers and senior
    administrative personnel, knowledge of these guiding principles may
    save lives and time.

-   **Organization and Leadership --** Motor coach service providers
    must identify management personnel who will be responsible for
    representing the company at command center facilities. Acts of
    terrorism will likely require representation at a variety of
    operations centers at the local, state, and/or federal levels, in
    addition to the service provider's own command and control center.
    Relying on a single employee to represent the company needs will
    result in a significant delay in relaying potentially critical
    information at the appropriate command level. Additionally, those
    tasked to represent the service provider should have the appropriate
    incident command and emergency management training. Service
    providers should implement an internal emergency command committee
    that reviews their policies and procedures in response to an
    emergency, in addition to providing appropriate incident command and
    emergency management training.

#  Glossary of Terms

+----------------+-----------------------------------------------------+
| Critical       | Number range CHAPTERAccidents, natural disasters,   |
| Incidents:     | crimes, terrorism, sabotage, civil unrest,          |
|                | hazardous materials spills, service interruptions,  |
|                | power outages and other events that require         |
|                | emergency response. Critical incidents require      |
|                | swift, decisive action from multiple organizations, |
|                | often under stressful conditions. Critical          |
|                | incidents must be stabilized prior to the           |
|                | resumption of regular service or activities.        |
+----------------+-----------------------------------------------------+
| Emergency:     | A situation which is life threatening to            |
|                | passengers, employees, or other interested citizens |
|                | or which causes damage to any company vehicle or    |
|                | facility or results in the significant theft of     |
|                | services and reduces the ability of the company to  |
|                | fulfill its mission.                                |
+----------------+-----------------------------------------------------+
| Emergency      | A uniform basis for operating policies and          |
| Preparedness:  | procedures for mobilizing company and other public  |
|                | safety resources to assure rapid, controlled, and   |
|                | predictable responses to various types of           |
|                | operational emergencies.                            |
+----------------+-----------------------------------------------------+
| Fatality:      | An operation caused death that occurs within 30     |
|                | days of the incident.                               |
+----------------+-----------------------------------------------------+
| Injury:        | Any physical damage or harm to a person that        |
|                | requires immediate medical attention and            |
|                | hospitalization.                                    |
+----------------+-----------------------------------------------------+
| Operation:     | A composite of people (employees, passengers,       |
|                | others), property (facilities and equipment),       |
|                | environment (physical, social, institutional), and  |
|                | procedures (standard operating, emergency           |
|                | operating, and training) integrated to deliver an   |
|                | intended service or function in a specific          |
|                | environment.                                        |
+----------------+-----------------------------------------------------+
| Operation      | The application of operating, technical, and        |
| security:      | management techniques and principles to the         |
|                | security aspects of company operations to reduce    |
|                | threats and vulnerabilities to the most practical   |
|                | level through the most effective use of available   |
|                | resources.                                          |
+----------------+-----------------------------------------------------+
| Operation      | An element of management that defines the operation |
| security       | security requirements and ensures the planning,     |
|                | implementation, and accomplishments of operation    |
| management:    | security tasks and activities.                      |
+----------------+-----------------------------------------------------+
| Operations     | The combined tasks and activities of security       |
| security       | management and security analysis that enhance       |
|                | operational effectiveness by satisfying the         |
| Program:       | security requirements in a timely and               |
|                | cost-effective manner through all phases of an      |
|                | operation life cycle.                               |
+----------------+-----------------------------------------------------+
| Safety:        | Freedom from danger.                                |
+----------------+-----------------------------------------------------+
| Secure areas:  | Locations within facilities that because of         |
|                | equipment locations, information or materials       |
|                | stored, or operations conducted, are restricted to  |
|                | access by selected individuals and/or at specific   |
|                | times.                                              |
+----------------+-----------------------------------------------------+
| Security:      | Freedom from intentional danger                     |
+----------------+-----------------------------------------------------+
| Security       | An unforeseen event or occurrence that endangers    |
| breach:        | life or property and may result in the loss of      |
|                | services or equipment.                              |
+----------------+-----------------------------------------------------+
| Security       | Persons selected by the Company to review, oversee, |
| Committee:     | and provide guidance/direction for security         |
|                | procedures and activities.                          |
+----------------+-----------------------------------------------------+
| Security       | An unforeseen event or occurrence that does not     |
| incident:      | necessarily result in death, injury, or significant |
|                | property damage but may result in minor loss of     |
|                | revenue.                                            |
+----------------+-----------------------------------------------------+
| Security       | Any source that may result in a security breach,    |
| threat:        | such as a vandal or a disgruntled passenger or      |
|                | employee; or an activity, such as an assault,       |
|                | intrusion, fire, etc.                               |
+----------------+-----------------------------------------------------+
| Threat:        | Any real or potential condition that can cause      |
|                | injury or death to passengers or employees or the   |
|                | motoring public or damage to or loss of company     |
|                | equipment, property, and/or facilities.             |
+----------------+-----------------------------------------------------+
| Threat         | A systematic analysis of operations performed to    |
| analysis:      | identify threats and make recommendations for their |
|                | elimination or mitigation during all activities.    |
+----------------+-----------------------------------------------------+
| Threat         | The probability a threat will occur during the      |
| probability:   | plan\'s life. Threat probability may be expressed   |
|                | in quantitative or qualitative terms. An example of |
|                | a threat-probability ranking system is as follows:  |
|                | (a) frequent, (b) probable, (c) occasional, (d)     |
|                | remote, (e) improbable, and (f) impossible.         |
+----------------+-----------------------------------------------------+
| Threat         | The analysis and subsequent action taken to reduce  |
| resolution:    | the risks associated with an identified threat to   |
|                | the lowest practical level.                         |
+----------------+-----------------------------------------------------+
| Threat         | A qualitative measure of the worst possible         |
| severity:      | consequences of a specific threat:                  |
|                |                                                     |
|                | -   **Catastrophic**. May cause death or loss of a  |
|                |     significant component of the operation, or      |
|                |     significant financial loss.                     |
|                |                                                     |
|                | -   **Critical.** May cause severe injury, severe   |
|                |     illness, major damage, or major financial loss. |
|                |                                                     |
|                | -   **Marginal**. May cause minor injury or damage, |
|                |     or financial loss.                              |
|                |                                                     |
|                | -   **Negligible**. Will not result in injury,      |
|                |     damage, or financial loss.                      |
+----------------+-----------------------------------------------------+
| Unsafe         | Any condition or act that endangers life or         |
| condition      | property.                                           |
|                |                                                     |
| / act:         |                                                     |
+----------------+-----------------------------------------------------+
| Vulnerability: | Characteristics of passengers, employees, vehicles, |
|                | and/or facilities that increase the probability of  |
|                | a security breach.                                  |
+----------------+-----------------------------------------------------+

[]{#__RefHeading___Toc116368061 .anchor}Section 1: Motorcoach Operator
Self-Assessment for Operations Security and Response

Management Structure & Operating Process

Personnel: Information

Personnel: Training

Facility/Terminal Security

Passenger & Baggage Screening

Cyber Security

General Emergency Response Capabilities

Business Continuity

The Motorcoach Operator Self-Assessment for Operations Security and
Response is a tool that motorcoach companies can use to assess their
security needs and response capabilities.

The Motorcoach Operator Self-Assessment for Operations Security and
Response is a series of questions designed to help you assess your
Company's Security and Response capabilities. Consider each question
carefully. If you answer any questions with a "NO", determine its
applicability to your company, and determine what actions the company
should take to correct the deficiency in the right hand column.

When you have completed this assessment, the company should have a clear
understanding of its security and response deficiencies and needs.

**Motorcoach Operator Self-Assessment for Transportation Security and
Response**

+----------------------------------------+----+----+-----------------+
|                                        | *  | ** | **Action to be  |
|                                        | *Y | No | Taken**         |
|                                        | es | ** |                 |
|                                        | ** |    |                 |
+========================================+====+====+=================+
| ## Ma                                  |    |    |                 |
| nagement Structure & Operating Process |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Am I committed to an activist approach |    |    |                 |
| to defeat terrorism?                   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do my "direct reports" know of this    |    |    |                 |
| commitment? Do they share it?          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do I have a Security Committee or team |    |    |                 |
| made up of senior executives?          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Where is our primary meeting place? Is |    |    |                 |
| this location properly equipped for    |    |    |                 |
| situation assessment and internal and  |    |    |                 |
| external communication with company    |    |    |                 |
| assets?                                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Where is our secondary meeting         |    |    |                 |
| location, if the primary location is   |    |    |                 |
| not functional?                        |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Can I reach Security Committee members |    |    |                 |
| immediately, day or night?             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Can all Committee members reach me     |    |    |                 |
| immediately, day or night?             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the Security Committee meet       |    |    |                 |
| regularly to discuss plans, operating  |    |    |                 |
| procedures and security information?   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the Security Committee monitor    |    |    |                 |
| threat data, including the U.S. threat |    |    |                 |
| color-code?                            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the Security Committee meet with  |    |    |                 |
| federal, state, and local law          |    |    |                 |
| enforcement, security and emergency    |    |    |                 |
| response units? If so, which ones?     |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are written minutes or other           |    |    |                 |
| (electronic) records of the meetings   |    |    |                 |
| kept?                                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the Security Committee perform    |    |    |                 |
| (or commission) security vulnerability |    |    |                 |
| assessments of the company's operating |    |    |                 |
| units on at least a quarterly basis?   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Has the Security Committee determined  |    |    |                 |
| what circumstances can harm the        |    |    |                 |
| operation of the organization?         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the Security Committee practice   |    |    |                 |
| responses to various threat scenarios? |    |    |                 |
| Are these drills documented with       |    |    |                 |
| quantitative (e.g., timed)             |    |    |                 |
| measurements?                          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the Security Committee maintain a |    |    |                 |
| list of emergency names, telephone     |    |    |                 |
| numbers, FAX numbers, and email        |    |    |                 |
| addresses for federal, state, and      |    |    |                 |
| local emergency responders? Is this    |    |    |                 |
| list (and copies) kept in safe but     |    |    |                 |
| accessible places?                     |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the Security Committee monitor    |    |    |                 |
| external events (e.g., news, CNN,      |    |    |                 |
| emergency broadcast networks, traffic  |    |    |                 |
| advisories, intelligence briefings,    |    |    |                 |
| etc.) to assess possible threats and   |    |    |                 |
| impacts on operations?                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company have any assets       |    |    |                 |
| (i.e., land, facilities, equipment,    |    |    |                 |
| people, and capital) at risk?          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does a written "risk analysis" exist?  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Has the "risk analysis" been reviewed  |    |    |                 |
| by any law enforcement, security or    |    |    |                 |
| emergency response organizations?      |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Can all company assets be located      |    |    |                 |
| within 2 hours?                        |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Can Corporate Management establish     |    |    |                 |
| communication with all operating units |    |    |                 |
| within 1 hour?                         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is there a plan to remove or minimize  |    |    |                 |
| the risk in the operation?             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is there someone within my             |    |    |                 |
| organization who is responsible for    |    |    |                 |
| determining the nature, scope and      |    |    |                 |
| impact of a crisis on our operations   |    |    |                 |
| and informing me and other affected    |    |    |                 |
| employees?                             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company have a contact list   |    |    |                 |
| of public authorities with their       |    |    |                 |
| telephone numbers and names or titles, |    |    |                 |
| and a plan for coordinating with these |    |    |                 |
| agencies?                              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company communicate with      |    |    |                 |
| other motorcoach companies for crisis  |    |    |                 |
| coordination?                          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Can key staff be contacted during      |    |    |                 |
| normal hours, nights, weekends?        |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does each employee know what to do     |    |    |                 |
| during a crisis? (Each senior manager  |    |    |                 |
| should ask this question.)             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company analyze technical     |    |    |                 |
| innovations for possible adoption      |    |    |                 |
| (e.g., tracking devices, communication |    |    |                 |
| systems, etc.)?                        |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company have its own          |    |    |                 |
| communications, command, and control   |    |    |                 |
| center?                                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company participate with      |    |    |                 |
| other companies in a collective        |    |    |                 |
| command and control system?            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company participate with any  |    |    |                 |
| trade association communications,      |    |    |                 |
| command and control, or "fusion"       |    |    |                 |
| center (e.g., American Trucking        |    |    |                 |
| Association Highway Watch ISAC)?       |    |    |                 |
+----------------------------------------+----+----+-----------------+
| ## Personnel: Information              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does a complete, accurate and          |    |    |                 |
| up-to-date list of all employees       |    |    |                 |
| exist?                                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company maintain emergency    |    |    |                 |
| contact information on its employees?  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are employees' identities checked      |    |    |                 |
| (e.g., Social Security cards,          |    |    |                 |
| fingerprinting, photographic IDs)?     |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are criminal background checks         |    |    |                 |
| completed for drivers and other        |    |    |                 |
| security-sensitive employees?          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Can personnel with names linked to one |    |    |                 |
| of the countries that have been        |    |    |                 |
| identified as supporters of terrorist  |    |    |                 |
| activities be identified?              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do these individuals have passports or |    |    |                 |
| other documents which indicate travel  |    |    |                 |
| (business, educational, pleasure) over |    |    |                 |
| the last ten years? Have these         |    |    |                 |
| documents been reviewed?               |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have detailed background checks been   |    |    |                 |
| performed on these individuals? Have   |    |    |                 |
| they been personally interviewed by    |    |    |                 |
| senior management? When was the last   |    |    |                 |
| time an interview was performed?       |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is U.S. citizenship verified for       |    |    |                 |
| applicable employees?                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| For individuals who are not U. S.      |    |    |                 |
| citizens, do we have immigration       |    |    |                 |
| papers on file? (Remember that         |    |    |                 |
| terrorists can and do obtain U. S.     |    |    |                 |
| citizenship if they are patient and    |    |    |                 |
| determined.)                           |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does each driver have access clearance |    |    |                 |
| (e.g., internal and/or customer        |    |    |                 |
| facility access credentials,           |    |    |                 |
| port/airport access badges, local      |    |    |                 |
| equivalents of the TWIC advocated by   |    |    |                 |
| TSA)?                                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are written records maintained on      |    |    |                 |
| these access clearances?               |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are access clearances reviewed on a    |    |    |                 |
| periodic basis?                        |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the renewal of access clearance   |    |    |                 |
| require an updated investigation?      |    |    |                 |
+----------------------------------------+----+----+-----------------+
| If anything suspicious arises during   |    |    |                 |
| the investigative process, is there a  |    |    |                 |
| defined process to follow?             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are safeguards in place to avoid       |    |    |                 |
| violation of civil liberties?          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do personnel have opportunity for      |    |    |                 |
| discovery, explanation and challenge   |    |    |                 |
| of unfavorable information?            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are appropriate company personnel      |    |    |                 |
| trained in the National Incident       |    |    |                 |
| Management System (NIMS)?              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| ## Pers                                |    |    |                 |
| onnel: Training and Enroute Procedures |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company participate in the    |    |    |                 |
| Highway Watch Program?                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have all company personnel received    |    |    |                 |
| formal training in the threat of       |    |    |                 |
| terrorism                              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have all company personnel received    |    |    |                 |
| training in company security           |    |    |                 |
| objectives, security procedures,       |    |    |                 |
| employee responsibility,               |    |    |                 |
| organizational security structure, and |    |    |                 |
| security support infrastructure?       |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have company drivers, dispatcher,      |    |    |                 |
| fleet maintenance personnel and        |    |    |                 |
| terminal employees received training   |    |    |                 |
| in observing suspicious behavior       |    |    |                 |
| and/or events?                         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have company drivers, dispatchers,     |    |    |                 |
| fleet maintenance personnel, and       |    |    |                 |
| terminal employees received training   |    |    |                 |
| in reporting suspicious incidents to   |    |    |                 |
| the company (internally) and/or to     |    |    |                 |
| external authorities?                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have company drivers, dispatchers,     |    |    |                 |
| fleet maintenance personnel, and       |    |    |                 |
| terminal employees been trained in how |    |    |                 |
| to respond to crisis?                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have company drivers been trained on   |    |    |                 |
| how to contact available support       |    |    |                 |
| resources to help while enroute in the |    |    |                 |
| event of a crisis?                     |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are drivers provided with effective    |    |    |                 |
| communication devices while enroute?   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is instantaneous two-way communication |    |    |                 |
| with drivers possible?                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are vehicles' locations automatically  |    |    |                 |
| tracked and reported enroute?          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are drivers (and dispatchers and fleet |    |    |                 |
| managers) briefed on possible security |    |    |                 |
| threats along their route before       |    |    |                 |
| departure?                             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are guards ever used to accompany      |    |    |                 |
| drivers?                               |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are drivers, fleet managers, and       |    |    |                 |
| facility managers trained to vary      |    |    |                 |
| routines whenever practical?           |    |    |                 |
+----------------------------------------+----+----+-----------------+
| ## Facility/Terminal Security          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company have partnerships     |    |    |                 |
| with local law enforcement officials,  |    |    |                 |
| emergency responders, and other public |    |    |                 |
| safety agencies with jurisdiction over |    |    |                 |
| company facilities (i.e., headquarters |    |    |                 |
| and remote facilities)?                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company get intelligence      |    |    |                 |
| regarding local threats? Does the      |    |    |                 |
| company have a procedure for reporting |    |    |                 |
| suspicious behavior to local law       |    |    |                 |
| enforcement agencies?                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company have a security plan  |    |    |                 |
| for each of its facilities?            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have law enforcement officials         |    |    |                 |
| reviewed the company's facility        |    |    |                 |
| security plans?                        |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is information on the company's        |    |    |                 |
| facilities restricted and protected?   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are security guards used during normal |    |    |                 |
| working hours?                         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are security guards used during nights |    |    |                 |
| and weekends? (Includes armed, unarmed |    |    |                 |
| and canine patrols.)                   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are there external patrols of facility |    |    |                 |
| perimeters by law enforcement          |    |    |                 |
| personnel?                             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do the patrols take place on a regular |    |    |                 |
| basis?                                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are these patrols predictable or       |    |    |                 |
| random?                                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is there fencing around the company's  |    |    |                 |
| facilities?                            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are fences well maintained?            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are they protected with supplemental   |    |    |                 |
| defenses (e.g., razor wire, alarms,    |    |    |                 |
| locks and other protective equipment)? |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are surveillance cameras, access       |    |    |                 |
| control devices, alarm systems,        |    |    |                 |
| communications equipment, and timed    |    |    |                 |
| closure devices in use? Are these      |    |    |                 |
| activities monitored, and by whom?     |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are such devices checked regularly for |    |    |                 |
| proper operations, with records kept   |    |    |                 |
| of their testing?                      |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is the lighting adequate for security? |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is access restricted to a single gate  |    |    |                 |
| or point-of-entry?                     |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are there restrictions on visitor      |    |    |                 |
| access?                                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are visitors required to register and  |    |    |                 |
| show a photographic ID?                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is a visitor log kept?                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Must an employee/security staff escort |    |    |                 |
| visitors at all times?                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do employees wear badges or carry      |    |    |                 |
| photographic ID when at company        |    |    |                 |
| facilities?                            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are random, spot security checks       |    |    |                 |
| conducted on personnel?                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are random, spot security checks       |    |    |                 |
| conducted on non-commercial vehicles?  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are security precautions taken for     |    |    |                 |
| package/materials pickups and          |    |    |                 |
| deliveries to company facilities?      |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are all non-company vehicles escorted  |    |    |                 |
| by employees/security staff?           |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are the mail room security procedures  |    |    |                 |
| recommended by the U.S. Postal Service |    |    |                 |
| in use?                                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do vendors provide advance             |    |    |                 |
| notification of delivery driver and    |    |    |                 |
| vehicle number? Are there any vendor   |    |    |                 |
| screening protocols in place?          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is there a central delivery point for  |    |    |                 |
| all packages and deliveries inside the |    |    |                 |
| facility?                              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is there a central delivery point at   |    |    |                 |
| an outside gate?                       |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are hazardous materials secured in     |    |    |                 |
| locked buildings or special fenced     |    |    |                 |
| areas?                                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are all keys signed out, with records  |    |    |                 |
| kept of their assignment?              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are hazardous materials quantitatively |    |    |                 |
| inventoried to enable theft            |    |    |                 |
| recognition?                           |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are all valves, manways, and other     |    |    |                 |
| vulnerable fixtures secured when not   |    |    |                 |
| in use?                                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are all vehicle power sources          |    |    |                 |
| disengaged when not in use?            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are all exterior vehicle doors locked  |    |    |                 |
| when the vehicle is parked?            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are all seals and locks                |    |    |                 |
| tamper-resistant or tamper-evident?    |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are records kept of actual and         |    |    |                 |
| suspected security incidents?          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Can these records help identify trends |    |    |                 |
| and potential vulnerabilities?         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do facility managers know how to       |    |    |                 |
| report suspicious incidents?           |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you know how long it takes from     |    |    |                 |
| incident detection to authority        |    |    |                 |
| notification?                          |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is this response time tested           |    |    |                 |
| periodically via drills and practice?  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you know the expected response time |    |    |                 |
| of law enforcement or other emergency  |    |    |                 |
| teams?                                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Has this response ever been measured   |    |    |                 |
| in a drill?                            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are affected employees knowledgeable   |    |    |                 |
| and trained about facility security    |    |    |                 |
| procedures?                            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| ## Passenger & Baggage Screening       |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are passengers screened at the time of |    |    |                 |
| ticket purchase?                       |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are passengers screened for weapons    |    |    |                 |
| before boarding?                       |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is there a published list of           |    |    |                 |
| prohibited items for passengers?       |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are passengers separated from their    |    |    |                 |
| checked baggage for the duration of    |    |    |                 |
| their trip?                            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do passengers have access to checked   |    |    |                 |
| baggage at interim points on their     |    |    |                 |
| trip?                                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is checked baggage matched with actual |    |    |                 |
| on-board passengers?                   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is checked baggage screened for        |    |    |                 |
| explosives before loading?             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is carry-on baggage checked for        |    |    |                 |
| weapons?                               |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is an oral or written announcement     |    |    |                 |
| made (or displayed) requesting         |    |    |                 |
| passengers to report suspicious        |    |    |                 |
| events/actions that they observe?      |    |    |                 |
+----------------------------------------+----+----+-----------------+
| ## Cyber Security                      |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have a written Cyber Security   |    |    |                 |
| Program?                               |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are connections to other networks      |    |    |                 |
| minimized and secure?                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are there policies and procedures to   |    |    |                 |
| ensure there are no unattended,        |    |    |                 |
| unsecured workstations?                |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is there an account management         |    |    |                 |
| program?                               |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is suitable physical protection        |    |    |                 |
| provided for computer systems?         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are there backups for electrical       |    |    |                 |
| power, communication and storage?      |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have security and theft         |    |    |                 |
| prevention countermeasures, systems    |    |    |                 |
| and procedures in place (e.g.          |    |    |                 |
| firewalls, encryption, passwords,      |    |    |                 |
| etc.)?                                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have intrusion detection        |    |    |                 |
| systems?                               |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company stay abreast of new   |    |    |                 |
| cyber threats?                         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are company websites, newsletters,     |    |    |                 |
| etc. controlled and secure for         |    |    |                 |
| security violations?                   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Is access to sensitive information     |    |    |                 |
| controlled?                            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do employees receive cyber security    |    |    |                 |
| training?                              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have a written cyber security   |    |    |                 |
| incident reporting and response        |    |    |                 |
| procedure?                             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are cyber security systems and         |    |    |                 |
| procedures tested?                     |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you conduct periodic audits of      |    |    |                 |
| cyber system and security practices?   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| ## G                                   |    |    |                 |
| eneral Emergency Response Capabilities |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company have an Emergency     |    |    |                 |
| Plan?                                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company have Emergency        |    |    |                 |
| Operating Procedures?                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company have an Incident      |    |    |                 |
| Response Plan for Terrorism, as an     |    |    |                 |
| appendix to the Emergency Plan or as a |    |    |                 |
| separate plan?                         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company coordinate with local |    |    |                 |
| public safety organizations on the     |    |    |                 |
| development, implementation and review |    |    |                 |
| of the Emergency Plan and procedures?  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the Emergency Plan specify use of |    |    |                 |
| the Incident Command System?           |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have employees been trained in the     |    |    |                 |
| Emergency Plan and Procedures?         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company conduct routine       |    |    |                 |
| drills and refresher training?         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Are there secure protocols for         |    |    |                 |
| identifying/communicating an event?    |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company coordinate its        |    |    |                 |
| drilling and training for emergency    |    |    |                 |
| response with local public safety      |    |    |                 |
| organizations?                         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does the company conduct briefings of  |    |    |                 |
| after-action reports to assess         |    |    |                 |
| performance during the dill or         |    |    |                 |
| exercise and identify areas in need of |    |    |                 |
| improvement?                           |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have employees of the company          |    |    |                 |
| participated in Domestic Preparedness  |    |    |                 |
| Training Programs sponsored by the     |    |    |                 |
| Federal government (FEMA, FBI, DoD,    |    |    |                 |
| etc.)?                                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| ## Business Continuity                 |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Has your company developed, tested and |    |    |                 |
| implemented a comprehensive Business   |    |    |                 |
| Continuity Plan (BCP) to be utilized   |    |    |                 |
| in the continuance of business         |    |    |                 |
| activities in the event of an          |    |    |                 |
| emergency?                             |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Has your company established realistic |    |    |                 |
| Recovery Time Objectives (RTOs) as     |    |    |                 |
| well as Recovery Point Objectives      |    |    |                 |
| (RPOs) for each of your business       |    |    |                 |
| functions/processes?                   |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have you allocated sufficient          |    |    |                 |
| resources (human, equipment,           |    |    |                 |
| financial, management, etc.) to the    |    |    |                 |
| Contingency Planning effort?           |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Does your company have service level   |    |    |                 |
| agreements (i.e., SLAs) with hot-sire  |    |    |                 |
| recovery facility vendors such as IBM  |    |    |                 |
| or SunGuard? How current are the       |    |    |                 |
| agreements? Has a determination been   |    |    |                 |
| made regarding what is specifically    |    |    |                 |
| included/excluded in the scope of      |    |    |                 |
| coverage? Does your company view the   |    |    |                 |
| SLA as sufficient to address all       |    |    |                 |
| recovery needs?                        |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have you implemented effective         |    |    |                 |
| communication plans, such that your    |    |    |                 |
| company can monitor and control the    |    |    |                 |
| flow of information to all relevant    |    |    |                 |
| parties (both internal and external)   |    |    |                 |
| to you company?                        |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Have you made arrangements for         |    |    |                 |
| off-site storage: recovery locations   |    |    |                 |
| and emergency operations located at a  |    |    |                 |
| safe distance and easily accessible    |    |    |                 |
| from the site of the incident?         |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have processes established to   |    |    |                 |
| facilitate automatic switching of      |    |    |                 |
| telephone and data lines?              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have a manual workaround        |    |    |                 |
| process established to continue        |    |    |                 |
| operations until information           |    |    |                 |
| technologies are available?            |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have recovery processes         |    |    |                 |
| established for dealing with loss of   |    |    |                 |
| information when restoring from backup |    |    |                 |
| data?                                  |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have end-to-end process testing |    |    |                 |
| done frequently and extensively?       |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have plan management and        |    |    |                 |
| deployment to facilitate maintenance   |    |    |                 |
| of plans?                              |    |    |                 |
+----------------------------------------+----+----+-----------------+
| Do you have a BCP awareness program    |    |    |                 |
| developed and implemented?             |    |    |                 |
+----------------------------------------+----+----+-----------------+

[]{#__RefHeading___Toc116368070 .anchor}Section 2: Risk Assessment

What Is a Risk Assessment?

Threat Identification and Assessment

Vulnerability Assessment

Consequence Assessment

Calculation of Risk

Prioritizing Needs

Threat Matrix

Vulnerability Matrix

Consequence Matrix

Risk Matrix

See Appendix A for additional information.

## What Is a Risk Assessment?

A risk assessment evaluates and compares consequences, vulnerabilities,
and\
threats of potential attacks on critical infrastructure. Development of
risk data provides an ability to identify critical assets and their
vulnerabilities to threats, to develop and implement countermeasures,
and to monitor and improve program effectiveness. This analysis is
guided by clear investigation of three critical questions:

-   Which assets can we least afford to lose?

-   What is our responsibility to protect these assets?

-   Where do we assume total liability for risk, and where to we
    transfer risk to local public responders, technical specialists,
    insurance companies, and the Federal government?

There are many ways to do a risk assessment, but most rely on some form
of subjective ranking system. For example, you may prioritize the
threats you face as highly likely, somewhat likely, possible, unlikely,
or improbable (of course, you could use a greater or fewer number of
categories). You may then rate your vulnerabilities (perhaps on a scale
from very low to high), considering how easy you believe it would be to
exploit that vulnerability given your current operations. You may also
rate the consequence of threats to the system. Combining all three
ratings into an overall risk rating can help you identify significant
risks and focus your energies and limited resources on those
vulnerabilities that lead to these risks. The following sections
describe a simple risk assessment strategy that can be applied to your
company's Elements of Operation.

## Threat Identification and Assessment

The first step in the risk assessment is to develop a set of viable
threats to your Elements of Operation. A method used to identify the
threats to the company's Elements of Operation is the collection of
historical data through incident reports submitted by drivers and
supervisors and information provided by local law enforcement and
contractors, events which have occurred to other companies, and
terrorist acts and activities that could affect company operations.

Information resources include the following:

-   Driver incident reports

-   Risk management reports

-   Facility security inspection reports

-   Bus maintenance reports

-   Marketing surveys

-   Passengers\' letters and telephone calls

-   Management\'s written concerns

-   Staff meeting notes

-   Federal, state and local law enforcement and Homeland Security
    Advisories

-   National Threat Levels determined by the Department of Homeland
    Security

-   Statistical reports

-   Special requests

-   Type of incidents

    -   Crimes against persons

    -   Crimes against property

    -   General incidents

-   Disposition of incidents

The Company Security Committee should review security information
resources and determine if additional methods should be used to identify
threats and vulnerabilities such as a formal evaluation program to
ensure that security procedures are maintained and that security systems
are operable.

The threats that are most likely to occur include the following
disruptive incidents:

-   Drunkenness

-   Disorderly conduct

-   Disputes

-   Minor assaults

Other potential occurrences include:

-   Road Rage

-   Robberies

-   Hijacking

-   Improvised Explosive Devices

-   Biological or Chemical Weapons

In the Threat Matrix, your company can make an assessment concerning the
relative likelihood of occurrence of each of the identified threats
against each Element of Operation. This assessment should take into
account both the ease with which an attack could be planned and executed
and the likelihood that a particular attack would be targeted against
the specific Element of Operation.

Threats are evaluated on the relative *likelihood* of a criminal or
terrorist act occurring. However, this is not likelihood in the
traditional sense of the word, since there are not sufficient historical
data to know the *probabilities* of any future terrorist acts; it is
simply used as a good substitute.

## Vulnerability Assessment

The next step in the risk assessment is to evaluate the vulnerability of
the Elements of Operations to each of the identified threats.

Security testing and inspections may be conducted to assess the
vulnerability of the company's Element of Operations to each threat.
Testing and inspection includes the following three-phase approach:

-   Equipment preparedness - to ensure that security equipment is
    operable and in the location where it belongs

-   Employee proficiency - To ensure that employees know how and when to
    use security equipment

-   System effectiveness - To evaluate security by employing security
    system exercises, including exercises with governmental/law
    enforcement agencies.

In the Vulnerability Matrix, your company can make an assessment
concerning the vulnerability of each Element of Operation to each
identified threat. Vulnerability ratings should be based on an
evaluation of current security procedures, equipment, and training.
Notes should be kept for each asset, identifying specific
vulnerabilities or security gaps. These notes will be used in the needs
assessment portion of the process to identify risk reduction solutions.

## Consequence Assessment

The next step in the risk assessment is to evaluate the consequence of
each of the identified threats to the Elements of Operations. The
consequence of an event can include a number of impacts to your company,
customers, or region, including: casualties, business impact, economic
impact, and replacement cost.

In the Consequence Matrix, your company can make an assessment
concerning the consequence of each identified threat to each Element of
Operations. Each identified threat should be evaluated against the
specific Element of Operations. A subjective estimate should be made for
the expected level of consequence that would result from a successful
attack.

## Calculation of Risk

The final step in the risk assessment is to calculate a level of
relative Risk for each of the identified threats against each Element of
Operations. The level of relative Risk is calculated as the product of
the threat rating, the Vulnerability rating, and the consequence rating.

Risk = Threat\* Vulnerability \* Consequence

The final calculated relative Risk ratings should be entered into the
Risk Matrix. These values represent the overall Risk of each identified
threat at each Element of Operations. They will be used to prioritize
potential risk reduction solutions.

## Prioritizing Needs

Companies have limited security dollars, making it necessary to
prioritize the needs to be addressed and the primary security objectives
(PSOs). Ultimately, you have to decide which vulnerabilities you need to
address, the order in which they should be addressed, and the relative
value of various risk mitigation solutions. The risk assessment
presented here provides you with a method for prioritizing risks and
needs.

The Company Security Committee should review the results of the risk
assessment. High-risk threats to Elements of Operations should be
identified and prioritized based on the final Risk rating. Reviewing the
notes that were developed as part of the vulnerability assessment,
specific risk reduction measures should be identified. These measures
could include security systems or devices, personnel, response
capabilities, training, or exercises. Measures can be prioritized based
upon the Risk rating for the threats that they are likely to address,
and the relative effectiveness of the measure at reducing those Risks.

An appropriate course of action, acceptable to company management,
should be determined and implemented.

## Threat Matrix

Using a scale of 1 to 5, rate each the relative likelihood of occurrence
for each identified threat against each element of your operations, with
one being the least likely, to five being the most likely. Ratings
should take into account both the ease of which an attack could be
planned and executed and the likelihood that a particular attack would
be targeted against the specific Element of Operation.

\*for example

Threat

<table style="width:100%;">
<colgroup>
<col style="width: 15%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
</colgroup>
<thead>
<tr class="header">
<th><p><strong>Elements of Operations</strong></p>
<p><strong>(Assets)</strong></p></th>
<th><blockquote>
<p><strong>Unacceptable Passenger Behavior</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Attack on Passenger</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Attack on Driver</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Robbery</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Hijacking</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Bomb</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Radiological</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Biological</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Chemical</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Fire</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Flood</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Earthquake</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Hurricane</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Tornado</strong></p>
</blockquote></th>
<th></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td><em>*Maintenance Facility</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Offices</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><em>*Bus Parking Area</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Terminal</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><em>*Buses</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Information Systems</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

\[Note: the list should be detailed, for example each type of service or
each facility. The 'Threats' heading should list all potential crimes,
terrorist acts, and natural disasters that have occurred or may occur,
affecting your operations.\]

##  {#section-3 .unnumbered}

## Vulnerability Matrix

Using a scale of 1 to 5, rate each element of your operation's
vulnerability to all identified threats, with one being the least
vulnerable, to five being the most vulnerable (attack is likely to
significantly impact the element of operations). Ratings should be based
on an evaluation of current security procedures, equipment, and
training. Notes should be kept for each asset, identifying specific
vulnerabilities or security gaps.

\*for example

Vulnerability

<table>
<colgroup>
<col style="width: 15%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
</colgroup>
<thead>
<tr class="header">
<th><p><strong>Elements of Operations</strong></p>
<p><strong>(Assets)</strong></p></th>
<th><blockquote>
<p><strong>Unacceptable Passenger Behavior</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Attack on Passenger</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Attack on Driver</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Robbery</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Hijacking</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Bomb</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Radiological</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Biological</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Chemical</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Fire</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Flood</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Earthquake</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Hurricane</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Tornado</strong></p>
</blockquote></th>
<th></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td><em>*Maintenance Facility</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Offices</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><em>*Bus Parking Area</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Terminal</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><em>*Buses</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Information Systems</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

\[Note: the list should be detailed, for example each type of service or
each facility. The 'Threats' heading should list all potential crimes,
terrorist acts, and natural disasters that have occurred or may occur,
affecting your operations.\]

## Consequence Matrix

Using a scale of 1 to 5, rate each the relative consequence of each
identified threat against each element of your operations, with one
representing the least consequence, to five representing the greatest
consequence. Consequence ratings should be based on an evaluation of all
potential impacts, including: casualties, business impact, economic
impact, and replacement cost.

\*for example

Consequence

<table>
<colgroup>
<col style="width: 15%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
</colgroup>
<thead>
<tr class="header">
<th><p><strong>Elements of Operations</strong></p>
<p><strong>(Assets)</strong></p></th>
<th><blockquote>
<p><strong>Unacceptable Passenger Behavior</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Attack on Passenger</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Attack on Driver</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Robbery</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Hijacking</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Bomb</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Radiological</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Biological</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Chemical</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Fire</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Flood</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Earthquake</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Hurricane</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Tornado</strong></p>
</blockquote></th>
<th></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td><em>*Maintenance Facility</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Offices</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><em>*Bus Parking Area</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Terminal</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><em>*Buses</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Information Systems</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

\[Note: the list should be detailed, for example each type of service or
each facility. The 'Threats' heading should list all potential crimes,
terrorist acts, and natural disasters that have occurred or may occur,
affecting your operations.\]

## Risk Matrix

For each identified Threat and Element of Operation, calculate a level
of Risk as the product of the Threat, Vulnerability, and Consequence
ratings.

Risk = Threat \* Vulnerability \* Consequence

\*for example

Risk

<table>
<colgroup>
<col style="width: 15%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
</colgroup>
<thead>
<tr class="header">
<th><p><strong>Elements of Operations</strong></p>
<p><strong>(Assets)</strong></p></th>
<th><blockquote>
<p><strong>Unacceptable Passenger Behavior</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Attack on Passenger</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Attack on Driver</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Robbery</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Hijacking</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Bomb</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Radiological</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Biological</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Chemical</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Fire</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Flood</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Earthquake</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Hurricane</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Tornado</strong></p>
</blockquote></th>
<th></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td><em>*Maintenance Facility</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Offices</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><em>*Bus Parking Area</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Terminal</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><em>*Buses</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><em>*Information Systems</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

\[Note: the list should be detailed, for example each type of service or
each facility. The 'Threats' heading should list all potential crimes,
terrorist acts, and natural disasters that have occurred or may occur,
affecting your operations.\]

[]{#__RefHeading___Toc116368081 .anchor}Section 3: Security and
Emergency Preparedness Plan Guidelines

Title Page

Division of Responsibilities

Responsibility Matrices

Existing SEPP Capabilities and Practices

Training and Exercising

Coordinating with Public Safety Agencies

Coordination with Other Companies

Evaluation

Modification and Update

This Guideline is a means from which a motorcoach operator can prepare a
Security and Emergency Preparedness Plan that is customized to its
operation and size.

See Appendices A, B, C, D & E for additional information.

## Title Page

**Security and Emergency Preparedness Plan**

**(SEPP)**

**\[Company Name\]**

Date:

Revision History:

![](media/image1.jpeg){width="1.7548611111111112in"
height="0.7951388888888888in"} ![](media/image2.png){width="0.8125in"
height="0.9895833333333334in"}
![](media/image3.jpeg){width="2.453472222222222in" height="0.81875in"}

![](media/image4.png){width="0.7479166666666667in"
height="0.7902777777777777in"}

**CONFIDENTIAL AND SECURITY SENSITIVE INFORMATION**

This document is confidential and security-sensitive. Any reproduction
or dissemination of any portion of this document is prohibited without
the written consent of the Chief Operating Officer of the Company.

## 

This Security and Emergency Preparedness Plan (SEPP) will attempt to
ensure that, if confronted with a security event or major emergency,
\[NAME OF COMPANY\] personnel will respond effectively, using good
judgment, ensuring due diligence, and building on best practices,
identified in drills, training, rules and procedures.

This level of proficiency requires the establishment of formal
mechanisms and procedures to be used by all personnel to identify
security threats and vulnerabilities associated with operations, and to
develop controls to eliminate or minimize them. This Plan also requires
processes for:

-   Coordinating with law enforcement and other public safety agencies
    to manage response to an incident that occurs on a vehicle or
    affects operations, and

-   Identifying a process for integrating company resources and
    capabilities into the community response effort to support
    management of a major event affecting the community.

Management expects all employees, volunteers and contractors, especially
those working directly with passengers, to support this Plan.

## Division of Responsibilities

## All Personnel {#all-personnel .Heading-three}

All personnel must understand and adopt their specific roles and
responsibilities, as identified in the SEPP, thereby increasing their
own personal safety and the safety of our passengers and the motoring
public, during normal operations and in emergency conditions.

To ensure the success of the SEPP, the following functions must be
performed by personnel:

-   Immediately reporting all suspicious activity, no matter how
    insignificant it may seem, to the Operations Manager or his/her
    designee;

-   Immediately reporting all security incidents

-   Using proper judgment when managing disruptive passengers and
    potentially volatile situations

-   Participation in all security and emergency preparedness training,
    including drills and exercises

-   Becoming familiar with, and operating within, all security and
    emergency preparedness procedures for the assigned work activity

-   Notifying the Chief Executive Officer or his/her designee when a
    physical or mental condition, or required medications or therapies,
    may impair the employee's ability to perform security or emergency
    preparedness functions

-   Accurately completing "Employee Statements" and appropriate reports
    as quickly as possible

-   Cooperating with/assisting first responders as necessary

## Chief Executive Officer (CEO) {#chief-executive-officer-ceo .Heading-three}

The Chief Executive Officer (CEO) has the overall authority to develop
and execute the company's SEPP. Ultimate accountability for
implementation of the SEPP rests with the Chief Executive Officer. In
addition, the CEO is responsible for the following specific activities:

-   Ensuring that sufficient resources and attention are devoted to the
    SEPP, including:

    -   Development of standard operating procedures related to employee
        security duties

    -   Development and enforcement of safety and security regulations;

    -   Development of emergency operating procedures to maximize
        company response effectiveness and minimizing service
        interruptions during emergencies and security incidents;

    -   Provision of proper training and equipment to employees to allow
        an effective response to security incidents and emergencies

```{=html}
<!-- -->
```
-   Development of an effective notification and reporting system for
    security incidents and emergencies

-   Designating a Point of Contact (POC) to manage the SEPP

-   Establishing a Security Committee

-   Communicating security and emergency preparedness as top priorities
    to all employees

-   Developing relations with outside organizations that contribute to
    the EPP Program, including local public safety and emergency
    planning agencies

## SEPP Point of Contact (POC) {#sepp-point-of-contact-poc .Heading-three}

To ensure coordinated development and implementation of the SEPP, the
CEO has designated \[INSERT TITLE OR NAME\] as the Security and
Emergency Preparedness Point of Contact (POC) for development and
implementation of the SEPP. The POC, who reports directly to the CEO,
has been granted the authority to utilize specific company resources to
develop the SEPP, to monitor its implementation, and to ensure
attainment of security and emergency preparedness goals and objectives.

The \[INSERT TITLE OR NAME\] has the responsibility for overseeing the
SEPP on a daily basis. The \[INSERT TITLE OR NAME\] will be the direct
liaison with the company's drivers and dispatchers, regarding the
Program. The \[INSERT TITLE OR NAME\] will also serve as the primary
contact with public agencies. To the extent that liaison is necessary
with local, state and federal agencies, the \[INSERT TITLE OR NAME\]
will serve as the lead liaison for the company. The \[INSERT TITLE OR
NAME\] will also be responsible for the agenda items for Security
Committee meetings and actions.

In managing this Program, the POC will:

-   Be responsible for successfully administering the SEPP and
    establishing, monitoring, and reporting on the company's security
    and emergency preparedness objectives

-   Review current company safety, security and emergency policies,
    procedures, and plans, and identifying needed improvements on a
    semi-annual basis

-   Develop and implement plans for addressing identified improvements

-   Coordinate with local public safety agencies, local community
    emergency planning agencies, and local human services agencies to
    address security and emergency preparedness; including participation
    in formal meetings and committees

-   Develop, publish, and enforce reasonable procedures pertinent to
    company activities for security and emergency preparedness

-   Provide adequate driver training and continuing instruction for all
    employees (and volunteers and contractors) regarding security and
    emergency preparedness

-   Review new company purchases to identify security related impacts

-   Ensure performance of at least one emergency exercise annually

## Security Committee (SC)  {#security-committee-sc .Heading-three}

Given the nature and scope of \[NAME OF COMPANY\] operations, it has
been determined that a separate Security Committee is \[necessary or
unnecessary\]. \[If unnecessary, start here.\] As a continuing
responsibility of the \[Vehicle Accident Prevention or Safety
Committee\], \[If necessary, start here\] there will be a permanent
agenda oriented toward security and emergency preparedness matters,
ranging from comments on the management of the SEPP to liaison with
public agencies and feedback from employees. It will also be an ongoing
part of the security agenda to determine the level of compliance with
company policies, rules, regulations, standards, codes, procedures, and
to identify changes or new challenges as a result of incidents or other
operating experience.

The SEPP POC will be responsible for managing the security agenda during
the Security Committee meetings. When appropriate, members of local fire
and police departments, state and federal agencies will be invited to
participate in the Committee meetings.

The Security Committee provides the primary mechanism through which the
company:

-   Identifies security conditions and problems at the company

-   Organizes incident investigations and develops and evaluates
    corrective actions to address findings

-   Obtains data on company security performance

-   Develops strategies for addressing company security problems

-   Coordinates the sharing of security responsibilities and information

-   Manages the integration of security initiatives and policies in
    company operations

-   Evaluates the effectiveness of the security program

-   Manages the development and revision of company policies,
    procedures, and rulebook

-   Coordinates interaction with external agencies

-   Reviews, evaluates and recommends approval of reports from company
    staff

The Committee also ensures that all company employees, volunteers and
contractors:

-   Have a full knowledge of the security program and emergency
    preparedness programs

-   Make security and emergency preparedness a primary concern while on
    the job

-   Cooperate fully with the company and local, state and federal
    agencies regarding any incident investigation

-   Raise security and emergency preparedness concerns

## Super**v**isors {#supervisors .Heading-three}

Supervisors are responsible for communicating the company's security and
emergency preparedness plan and procedures to all employees, volunteers
and contractors. For this reason, supervisors must have full knowledge
of all security rules and policies. Supervisors must communicate those
plans and procedures to operations personnel in a manner that encourages
them to incorporate SEPP practices into their everyday work. The
specific responsibilities of supervisors include the following.

 

-   Having full knowledge of all standard and emergency operating
    procedures, and are strongly encouraged to be trained in the
    National Incident Command System (NIMS).

-   Ensuring that drivers make security and emergency preparedness a
    primary concern when on the job.

-   Cooperating fully with the SEPP regarding any accident
    investigations as well as listening and acting upon any security
    concerns raised by the drivers.

-   Immediately reporting security concerns to the SEPP POC.

 

In addition, when supporting response to an incident, supervisors are
expected to:

-   Provide leadership and direction to employees during security
    incidents;

```{=html}
<!-- -->
```
-   Handle minor non-threatening rule violations;

```{=html}
<!-- -->
```
-   Defuse minor arguments;

```{=html}
<!-- -->
```
-   Determine when to call for assistance;

-   Make decisions regarding the continuance of operations;

-   Respond to service complaints;

-   Respond to security related calls with law enforcement officers when
    required, rendering assistance with crowd control, victim/witness
    information gathering, and general on-scene assistance;

-   Complete necessary security related reports;

-   Take photographs of damage and injuries;

-   Cooperate and coordinate with all outside agencies at incident
    scenes

## Drivers {#drivers .Heading-three}

In addition to the general responsibilities identified for ALL
PERSONNEL, drivers (including volunteers and contractors) are
responsible for exercising maximum care and good judgment in identifying
and reporting suspicious activities, in managing security incidents, and
in responding to emergencies. Each driver will:

 

-   Conduct vehicle security inspections

-   Take charge of a security incident scene until the arrival of
    supervisory or emergency personnel

-   Collect fares in accordance with company policy (if applicable)

-   Attempt to handle minor non-threatening rule violations

-   Respond verbally to complaints

-   Attempt to defuse minor arguments

-   Determine when to call for assistance

-   Maintain control of the vehicle

-   Report all security incidents to dispatch

-   Complete all necessary security related reports

-   Support community emergency response activities as directed by
    company policies, plans and procedures

## Other Personnel {#other-personnel .Heading-three}

Other personnel also have responsibilities for the SEPP.

 

Dispatchers are expected to:

-   Receive calls for assistance

-   Dispatch supervisors and emergency response personnel

-   Coordinate with law enforcement and emergency medical service
    communications centers

-   Notify supervisory and management staff of serious incidents

-   Establish on-scene communication

-   Complete any required security related reports

-   Provide direction to on-scene personnel

 

Mechanics (including volunteers and contractors) are expected to:

-   Conduct vehicle security inspections

-   Report suspicious behavior, packages, or situations

-   Report vandalism

-   Report threats and vulnerabilities of vehicle storage facilities

-   Provide priority response to safety and security critical items such
    as lighting

-   Maintain facility alarm systems

Human Resources personnel are expected to:

-   Ensure all pre-employment screening processes are carried out
    effectively

-   Notify the Chief Executive Officer of employee disciplinary action
    that may result in the affected employee becoming a risk to company
    facilities, systems, passengers, employees or other assets

-   Educate employees on employee ID policy and procedure

-   Ensure confidentiality of employment records and personal employee
    data

 

Communications (Marketing-Customer Service-Community Relations) are
expected to:

-   Request assistance from public safety resources as needed for
    special events

-   Provide insight into potential threats and vulnerabilities through
    feedback from customer focus groups and other information sources

-   Designate a Public Relations Coordinator (PRC) for media contact
    regarding security incidents and issues

## **Other Critical Roles and** Responsibilities {#other-critical-roles-and-responsibilities .Heading-three}

-   *Location Response Coordinator (if company has more than one
    location)* - This person will be responsible for carrying out all
    required activities at his/her operating location. This person may
    direct others at their location to assist in accomplishing necessary
    actions, but must be kept fully informed of progress and activities
    for immediate reporting to the Security Crisis Response Coordinator.
    The Location Response Coordinator will directly report to the
    Security Crisis Response Coordinator during the use of this plan.
    (Suggested personnel: General Manager or Terminal Manager)

-   *Public Relations Coordinator* - This person will be responsible for
    interacting with the media. This person should be in the same
    location as the Security Crisis Response Coordinator and should be
    kept fully informed of all activities and issues. No other person
    will interact with the press, or engage in any public relations
    related to the security threat or incident.

-   *Passenger Assistance Coordinator* - A person at each operating
    location will be designated to coordinate and assist all affected
    passengers to ensure their comfort and safety throughout a security
    related crisis. This person will also be responsible to answer calls
    of family members regarding the status and whereabouts of affected
    passengers. Other staff members may be assigned to assist in
    responding to family calls as needed. (Suggested Personnel:
    Dispatchers and Safety Directors)

-   *Driver Support and Direction Coordinator* - This person will be
    responsible for attending to drivers= needs during the crisis and
    preparing them for resumption of normal activities. This person will
    also be responsible for answering calls from family members
    regarding the status and whereabouts of the driver. (Suggested
    Personnel: Dispatchers and Safety Directors)

## Security & Emergency Preparedness Practices & Actions

\[Summarize methods and procedures, devices, and systems utilized by the
company to minimize and respond to security incidents and
emergencies\*\]

\*for example

\*A summary of the existing proactive methods, procedures, and actions
to prevent, deter, or minimize security incidents include:

-   Emphasis on company personnel awareness

-   Participation in local law enforcement and emergency response
    training and drills

-   Review of local law enforcement and emergency response materials

-   Analysis of security incidents and suspicious activities to refine
    and improve courses of action including:

    -   Identifying potential and existing problem areas

    -   Developing and refining action plans

    -   Implementing the plans

    -   Measuring results

-   Hosting an annual meeting with local law enforcement

-   Annual meeting with local emergency management agency

-   Review of company emergency plans

-   Review of TSA documentation on system security and emergency
    preparedness

-   Coordinate with DHS/TSA

-   Posting of contact data for law enforcement and DHS/TSA

-   Conducting security surveys with local law enforcement as a formal
    threat and vulnerability analysis process

-   Local police notification/participation in employee discharge and/or
    discipline process as needed

-   Evaluation of security/emergency response procedures for
    completeness and accuracy

-   Participation by local law enforcement in training of new drivers as
    requested to increase awareness in security matters

-   Presentations by local police and company personnel to employees,
    the public or other groups interested in security matters

-   Development and distribution of crime prevention information on
    company brochure for passengers and the public

-   Conducting criminal background investigations of employment
    applicants

-   Conducting inspections of facilities

-   Conducting security awareness training for employees, contractors
    and volunteers

-   Conducting security inspections

-   Identifying and purchasing necessary security technologies

-   Conducting crisis training for employees

-   Defining system shutdown protocols

-   Conducting mock system shutdown

-   Coordinating with public emergency response organizations

-   Conducting Business Continuity Exercise

## Training and Exercising

\[Company should formulate SEPP training and exercising program taking
into account the considerations identified below\]

1.  This section should describe basic and refresher security and
    emergency-related training programs for personnel with associated
    responsibilities.

2.  Description of all security-related training including refresher for
    non-security staff provided, including content, duration.

3.  Description of the process used to identify security-related
    training needs, to develop and present training classes, and to
    determine qualifications for instructors.

4.  This section should explain how the company determines what training
    to offer and ensures that all individuals are trained appropriately.

A sample Training & Exercising Description is as follows:

-   All personnel will receive emergency response and evacuation
    training for facility-related events upon hire.

-   All applicable personnel will receive Operation Secure Transport
    training within 90 days of hire.

-   All employees will receive refresher Operation Secure Transport
    refresher training on a biannual basis.

-   All applicable personnel will receive Highway Watch Training as soon
    as possible after hire.

-   A mock system shutdown or a mock local security incident will be
    scheduled to monitor company and employee preparedness and to
    determine areas for improvement. A review of all security incidents
    will be conducted on an annual basis to identify improvements to
    training and exercising. Any improvements identified will be
    incorporated into future employee training and exercising.

## Coordination with Public Safety Agencies {#coordination-with-public-safety-agencies .unnumbered}

\[Identify (by name and contact number) the local, state and federal law
enforcement, fire services, emergency medical services, and emergency
planning agencies within the company's service area\]

To support improved emergency and incident preparedness and response the
company will participate in, at a minimum, one exercise or drill with
local public safety organizations in order to:

-   Review current plans and policies

-   Identify current security and emergency considerations

-   Develop procedures (if necessary)

-   Establish and maintain ongoing communication

-   Update communications plan, ensure interoperability with local law
    enforcement in service areas

## Coordination with Other Companies {#coordination-with-other-companies .unnumbered}

\[Identify (by name and contact number) companies within your county or
neighboring counties that may need to be contacted in the event of a
critical incident\]

## Evaluation {#evaluation .unnumbered}

## Internal {#internal .Heading-three .unnumbered}

The SEPP is a "living document" and needs to address issues associated
with system security and emergency preparedness on a timely and
proactive basis. It is incumbent upon all appropriate personnel to
constantly evaluate the effectiveness of the SEPP as well as
implementation. The POC will work with the SC to ensure that the SEPP is
evaluated for effectiveness \[ENTER TIME FRAME (e.g. every 6 months)\].

## External {#external .Heading-three .unnumbered}

The SEPP POC will also serve as the company liaison with external
agencies involved in the auditing of existing procedures associated with
the SEPP.

## Modification and Update {#modification-and-update .unnumbered}

If during the internal or external evaluations, or based upon SC
findings and activities, the company will revise its SEPP and supporting
documentation and training to reflect new practices, policies, and
procedures. The SC is responsible for screening changes and
modifications to facilitate ongoing revisions to keep the SEPP current.

[]{#__RefHeading___Toc116368100 .anchor}Section 4: Emergency Response
Procedures Guidelines

Sample Emergency Contact Directory

Emergency Response Procedures

Operational Procedures to be Followed Throughout a Security Threat or
Incident

This guideline is a means from which a motorcoach operator can prepare
Emergency Response Procedures that are customized to operation and size.

Based upon your operation and size, the following topics should be
considered for response procedures:

-   Emergency Contact Directory

-   Facility Emergencies

    -   Emergency Evacuation/Shelter Procedures and Routes

    -   Emergency Shutdown Procedures

    -   Employee Accountability Procedures Following an Emergency
        Evacuation

    -   Emergency Response, Rescue and Medical Duties

    -   Assistance to Emergency Responders

-   In Vehicle Emergency Procedures

    -   Vehicle Breakdowns

    -   Vehicle Accidents

    -   Sick or Injured Passenger

    -   Fire or Smoke on Bus

    -   Aggressive/Confrontational Passenger Behavior

    -   Bomb Threat

    -   Terrorist Attack

    -   Suspicious Package

-   Operational Procedures to be Followed Throughout a Security Threat
    or Incident

## Sample Emergency Contact Directory

**COMPANY:**

**ADDRESS:**

##  

**[COMPANY CONTACTS:]{.underline}**

SEPP POC (Emergency Response Coordinator):

General Manager:

Safety Director:

**[LOCAL GOVERNMENT AGENCIES]{.underline}**

Emergency Services (OES):

Sheriff/Coroner:

Police:

Coroner:

Health Dept.:

Animal Control:

Mental Health Services:

Crisis Line:

**[LOCAL MEDICAL CENTERS:]{.underline}**

Hospital Emergency:

­­­­­­­­­­­­­­­­­­­­­­­­\_\_\_\_\_\_\_\_\_\_\_\_\_ Clinic:

\_\_\_\_\_\_\_\_\_\_\_\_\_ Clinic:

\_\_\_\_\_\_\_\_\_\_\_\_\_ Clinic:

Mental Health Services:

Crisis Line:

## Emergency Response Procedures

 

+-----------------------------------------------------------------------+
| ** 1.   FACILITY EMERGENCIES **                                       |
+-----------------------------------------------------------------------+
| **Types of Emergency:**                                               |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| -   Fire                                                              |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| -   Explosion                                                         |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| -   Tornado/Weather                                                   |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| -   Bomb Threat                                                       |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| -   Chemical Spill/Leak                                               |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| -   Violence                                                          |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| -   Medical                                                           |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| -   Other                                                             |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+

**Emergency Evacuation/Shelter Procedures and Routes**

-   Emergency evacuation/shelter procedures have been developed. Each
    employee receives these procedures when hired, reassigned, etc.
    Persons accountable for this task are:

  --------------------------- ----------------------- -------------------
  **NAME**                    **TITLE**               **WORK AREA**

                                                      

                                                      

                                                      
  --------------------------- ----------------------- -------------------

-   Evacuation/shelter master maps have been posted in each identified
    work area and are kept current. Persons accountable for this task
    are:

  --------------------------- ----------------------- -------------------
  **NAME**                    **TITLE**               **WORK AREA**

                                                      

                                                      

                                                      
  --------------------------- ----------------------- -------------------

-   Evacuation/shelter assistance during emergencies will be provided by
    designated employees in each work area. These employees will have
    received training in assisting employees during evacuation movements
    to shelter locations.

  ----------------- -------------- ------------- ------------ --------------
  **NAME**          **WORK AREA**  **TRAINING    **DATE OF    **NAME OF
                                   RECEIVED**    TRAINING**   TRAINER**

                                                              

                                                              

                                                              
  ----------------- -------------- ------------- ------------ --------------

-   Training is/was provided for employees when:

    a.  The plan was initiated or has changed

    b.  Responsibilities change

    c.  Employees are hired or transferred

Persons accountable for this task are:

  ---------------- -------------- ------------- ------------ --------------
  **NAME**         **TITLE**      **WORK AREA** **DATE OF    **NAME OF
                                                TRAINING**   TRAINER**

                                                             

                                                             

                                                             
  ---------------- -------------- ------------- ------------ --------------

**Emergency Shutdown Procedures**

During some emergency situations, it will be necessary for some
specifically assigned and properly trained employees to remain in work
areas that are being evacuated long enough to perform critical
operations. These assignments are necessary to ensure proper emergency
control. The following personnel have been assigned these duties.

  ----------------- --------------------- --------------- ----------------
  **NAME**          **WORK AREA**         **JOB TITLE**   **DESCRIPTION OF
                                                          ASSIGNMENT**

                                                          

                                                          

                                                          
  ----------------- --------------------- --------------- ----------------

 

These individuals have received special instructions and training by
their immediate supervisors to ensure their safety in carrying out the
designated assignments. A training record describing the instructions
provided and the detailed procedures to be followed is maintained in the
Emergency Response Coordinator's Office.

**Record of Emergency Shutdown Procedures/Critical Operations Training**

 

  ----------------- --------------------- --------------- ----------------
  **NAME**          **ASSIGNMENT**        **DATE OF       **NAME OF
                                          TRAINING**      TRAINER**

                                                          

                                                          

                                                          
  ----------------- --------------------- --------------- ----------------

**Employee Accountability Procedures Following An Emergency Evacuation**

** **

Each supervisor is responsible for accounting for each assigned employee
following an emergency evacuation. This will be accomplished by
performing the procedures established for such an eventuality.

 

**Employee Accountability**

** **

1.  Reassembly locations have been established for all
    evacuation/shelter routes and procedures. These locations are
    designated on each posted work area evacuation/shelter route map.

2.  All work area supervisors and employees must report to their
    designated reassembly locations immediately after an evacuation or
    move to a sheltered location.

3.  Each employee is responsible for reporting to his or her supervisor
    so that an accurate head count can be made. Supervisors will check
    off the names of all those reporting and will report those not
    checked off as missing to the Emergency Response Coordinator.

> 4\. The Emergency Response Coordinator will be located at one of the
> following locations:
>
>  

A. Primary Location:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

B. Secondary Location:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

 

> 5\. The Emergency Response Coordinator will determine the method to be
> utilized to locate missing personnel.

 

**Emergency Response, Rescue and Medical Duties**

** **

It may become necessary in an emergency to respond to the source of the
emergency (e.g. fire) to rescue personnel and perform some specified
medical duties, including first-aid treatment. All employees assigned to
perform such duties will have been properly trained and equipped to
carry out their assigned responsibilities properly and safely.

The following employees have accepted specific assignments and received
specific training:

  ----------- -------------- -------------- ------------ ------------ -----------
  **NAME**    **LOCATION**   **SPECIFIC     **SPECIFIC   **DATE OF    **NAME OF
                             ASSIGNMENT**   TRAINING     TRAINING**   TRAINER**
                                            PROVIDED**                

                                                                      

                                                                      

                                                                      
  ----------- -------------- -------------- ------------ ------------ -----------

**Assistance to Emergency Responders**

It may be necessary to assist emergency responders in entering and
searching facilities. All employees assigned to perform such duties will
have been properly trained and equipped to carry out their assigned
duties properly and safely.

  -------------- ---------------- -------------- -------------- --------------
  **NAME**       **ASSIGNMENT**   **TRAINING     **DATE OF      **NAME OF
                                  PROVIDED**     TRAINING**     TRAINER**

                                                                

                                                                

                                                                
  -------------- ---------------- -------------- -------------- --------------

**Special Instructions and Procedures**

** **

All personnel performing emergency rescue and medical duties must follow
these instructions:

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

**2.** **In Vehicle Emergency Procedures**

> These procedures have been established to respond to emergencies
> involving vehicles. The following general principles apply to all such
> emergencies:

-   Take charge

-   Save lives

-   Save property

-   Call for help

-   Gather information

> Drivers will be responsible for initiating these procedures. Dispatch,
> Safety and other applicable personnel are responsible for assisting
> and coordinating necessary actions to address the emergency.

-   **Vehicle Breakdowns**

+-----------------------------------+----------------------------------+
| **DRIVER**                        | **DISPATCHER**                   |
+-----------------------------------+----------------------------------+
| -   Stop bus in safe location     | -   Upon notification from       |
|                                   |     driver -- who, what, where,  |
| -   Explain to customer           |     when and driver/customer     |
|                                   |     cell phone if available      |
| -   Set out emergency triangles   |                                  |
|     and put on flashers           | -   Contact local police to      |
|                                   |     inform of bus location       |
| -   Contact dispatcher -- who,    |                                  |
|     what, where, when and         | -   Contact Safety Director      |
|     driver/customer cell phone if |                                  |
|     available                     | -   Contact General Manager      |
|                                   |                                  |
| -   If you suspect fire or danger |                                  |
|     evacuate the bus              |                                  |
|                                   |                                  |
| -   If on highway keep customers  |                                  |
|     on the bus                    |                                  |
+-----------------------------------+----------------------------------+

-   **Vehicle Accidents**

+-----------------------------------+----------------------------------+
| **DRIVER**                        | **DISPATCHER**                   |
+-----------------------------------+----------------------------------+
| -   Contact 911 -- who, what,     | -   Contact 911 -- who, what,    |
|     where, when and               |     where, when and              |
|     driver/customer cell phone if |     driver/customer cell phone   |
|     available                     |     if available                 |
|                                   |                                  |
| -   Check for injuries            | -   Contact General Manager      |
|                                   |                                  |
| -   Set out emergency triangles   | -   Contact Safety Director      |
|     and put on flashers           |                                  |
|                                   |                                  |
| -   Contact dispatcher -- who,    |                                  |
|     what, where, when and         |                                  |
|     driver/customer cell phone    |                                  |
|                                   |                                  |
|     -   Pass out passenger cards  |                                  |
|                                   |                                  |
|     -   Courtesy Cards to         |                                  |
|         witnesses                 |                                  |
|                                   |                                  |
|     -   Seating chart             |                                  |
|                                   |                                  |
|     -   Accident report           |                                  |
|                                   |                                  |
| -   Stay until released by        |                                  |
|     dispatcher                    |                                  |
|                                   |                                  |
| -   DO NOT ADMIT RESPONSIBILITY.  |                                  |
|     Only make statements to       |                                  |
|     police, company supervisors,  |                                  |
|     or other company personnel    |                                  |
|                                   |                                  |
| -   Do not move the bus until     |                                  |
|     instructed to do so by a      |                                  |
|     police officer or company     |                                  |
|     supervisory personnel         |                                  |
|                                   |                                  |
| -   The Accident Report must be   |                                  |
|     completed immediately after   |                                  |
|     the accident                  |                                  |
+-----------------------------------+----------------------------------+

-   **Sick or Injured Passenger**

+-----------------------------------+----------------------------------+
| **DRIVER**                        | **DISPTACHER**                   |
+-----------------------------------+----------------------------------+
| -   Stop bus in safe location     | -   Upon notification from       |
|                                   |     driver -- who, what, where,  |
| -   Look for Medic-Alert bracelet |     when and driver/customer     |
|     or necklace                   |     cell phone if available      |
|                                   |                                  |
| -   Contact 911 and dispatcher -- | -   Contact 911 -- who, what,    |
|     who, what, where, when and    |     where, when and              |
|     driver/customer cell phone if |     driver/customer cell phone   |
|     available                     |     if available                 |
|                                   |                                  |
| -   Ask for passengers with       | -   Contact Safety Director      |
|     medical help, "Doctor, nurse, |                                  |
|     EMT on board?"                | -   Contact General Manager      |
|                                   |                                  |
| -   Render whatever assistance    | -   Direct all media calls to    |
|     they are capable of           |     SEPP POC, General Manager or |
|                                   |     Safety Director              |
| -   Caution should be taken to    |                                  |
|     avoid coming in contact with  | -   Select another bus driver    |
|     blood or other bodily fluids  |     and bus to meet that driver  |
|                                   |                                  |
| -   Await for instructions from   | -   Contact SEPP POC if          |
|     dispatcher                    |     appropriate                  |
+-----------------------------------+----------------------------------+

-   **Fire or Smoke on Bus**

+-----------------------------------+----------------------------------+
| **DRIVER**                        | **DISPATCHER**                   |
+-----------------------------------+----------------------------------+
| -   Stop bus immediately, turn    | -   Contact driver get update    |
|     engine off, and open doors    |                                  |
|                                   | -   Select another bus driver    |
| -   *Getting customers off bus is |     and bus to meet the driver   |
|     first priority*               |                                  |
|                                   | -   Coordinate tow               |
| -   Control the fire using the    |     truck/mechanic               |
|     fire extinguisher, *remember  |                                  |
|     arm's width. .*               | -   Direct all media calls to    |
|                                   |     SEPP POC, General Manager or |
| -   After evacuating Contact 911  |     Safety Director              |
|     and dispatcher -- who, what,  |                                  |
|     where, when and               | -   Get accident forms from      |
|     driver/customer cell phone if |     driver upon return from      |
|     available                     |     accident                     |
|                                   |                                  |
| -   Await for instructions from   |                                  |
|     dispatcher                    |                                  |
|                                   |                                  |
| -   Fill out accident reporting   |                                  |
|     kit                           |                                  |
|                                   |                                  |
|     -   Pass out passenger cards  |                                  |
|                                   |                                  |
|     -   Courtesy Cards to         |                                  |
|         witnesses                 |                                  |
|                                   |                                  |
|     -   Seating chart             |                                  |
|                                   |                                  |
|     -   Accident report           |                                  |
|                                   |                                  |
| -   Stay until released by        |                                  |
|     passenger                     |                                  |
|                                   |                                  |
| -   DO NOT ADMIT RESPONSIBILITY.  |                                  |
|     Only make statements to       |                                  |
|     police, company supervisors,  |                                  |
|     or other company personnel.   |                                  |
|                                   |                                  |
| -   Do not move the bus until     |                                  |
|     instructed to do so by a      |                                  |
|     police officer or company     |                                  |
|     supervisory personnel         |                                  |
|                                   |                                  |
| -   Accident Report must be       |                                  |
|     completed immediately         |                                  |
+-----------------------------------+----------------------------------+

-   **Aggressive/Confrontational Passenger Behavior**

+-----------------------------------+----------------------------------+
| **DRIVER**                        | **DISPATCHER**                   |
+-----------------------------------+----------------------------------+
| Hold Ups, Hijacking, Shootings,   |                                  |
| Homicides, Hostage Situations,    |                                  |
| Assaults and Severe Passenger     |                                  |
| Disturbances on the Bus           |                                  |
+-----------------------------------+----------------------------------+
| -   Do not resist or try to       | -   If you hear a duress code,   |
|     overwhelm attacker(s)         |     respond to driver, try to    |
|                                   |     get -- who, what, where,     |
| -   If possible, try to pull the  |     when and driver/customer     |
|     bus over in a safe location   |     cell phone if available      |
|                                   |                                  |
| -   If possible, signal the       | -   If no answer try to contact  |
|     dispatcher using a duress     |     driver every 15 minutes with |
|     code                          |     "bus \_\_\_\_\_ you failed   |
|                                   |     to check in, what is your    |
| -   If possible, signal to police |     location?"                   |
|                                   |                                  |
| -   If possible, contact 911 and  | -   Contact 911 -- who, what,    |
|     dispatcher -- who, what,      |     where, when and              |
|     where, when and               |     driver/customer cell phone   |
|     driver/customer cell phone if |     if available                 |
|     available                     |                                  |
|                                   | -   Contact Safety Director      |
| -   Remember details of the       |                                  |
|     person(s) and get away        | -   Contact General Manager      |
|     vehicle if any -- *Think of   |                                  |
|     CYMBALS*                      | -   Contact SEPP POC             |
|                                   |                                  |
| **Persons**                       | -   Select another bus driver    |
|                                   |     and bus to meet that driver  |
| -   C = Color (hair, skin, eyes)  |     if applicable                |
|                                   |                                  |
| -   Y = Year of birth (age)       | -   Direct all media calls to    |
|                                   |     General Manager or Safety    |
| -   M = Make (Italian, Asian,     |     Director                     |
|     Hispanic)                     |                                  |
|                                   |                                  |
| -   B = Body (Height & Weight)    |                                  |
|                                   |                                  |
| -   A = Attire (color & type)     |                                  |
|                                   |                                  |
| -   L = Looks (tattoo, beard,     |                                  |
|     hair type)                    |                                  |
|                                   |                                  |
| -   S = Sex (male or female)      |                                  |
|                                   |                                  |
| **Get Away Car**                  |                                  |
|                                   |                                  |
| -   C = Color                     |                                  |
|                                   |                                  |
| -   Y = Year                      |                                  |
|                                   |                                  |
| -   M = Make/Model                |                                  |
|                                   |                                  |
| -   B = Body Style                |                                  |
|                                   |                                  |
| -   A = All Others (damage, signs |                                  |
|     or attachments)               |                                  |
|                                   |                                  |
| -   L = License Plate Number      |                                  |
|                                   |                                  |
| -   S = State                     |                                  |
|                                   |                                  |
| -   Wait for instructions from    |                                  |
|     dispatcher                    |                                  |
+-----------------------------------+----------------------------------+

-   **Bomb Threat**

+-----------------------------------+----------------------------------+
| **DRIVER**                        | **DISPATCHER**                   |
+-----------------------------------+----------------------------------+
| -   DO NOT PANIC . . . most bomb  | -   DO NOT PANIC . . . most bomb |
|     threats are false             |     threats are false            |
|                                   |                                  |
| -   Stop the bus at a safe        | -   Contact Safety Director      |
|     location                      |                                  |
|                                   | -   Contact General Manager      |
| -   Put on emergency flashers     |                                  |
|                                   | -   Contact SEPP POC             |
| -   Stand up, face the customers  |                                  |
|     and announce "Please do not   | -   If unable to reach General   |
|     panic, we are having a        |     Manager or Safety Director   |
|     problem with the bus, take    |     within 5 minutes:            |
|     all your packages, please     |                                  |
|     exit the bus and stand by the |     -   If directed to a         |
|     tree (any location at least   |         particular bus notify    |
|     300 feet away)"               |         driver                   |
|                                   |                                  |
| -   Do not answer any questions,  |     -   Get a bus and driver out |
|     firmly ask customers to leave |         to pick up the           |
|     the bus                       |         passengers from the      |
|                                   |         threatened bus           |
| -   Check bus for left behind     |         immediately              |
|     passengers                    |                                  |
|                                   | -   If unable to reach General   |
| -   DO NOT TOUCH ANY EXPLOSIVE    |     Manager or Safety Director   |
|     DEVICES OR SUSPICIOUS         |     within 5 minutes:            |
|     PACKAGES                      |                                  |
|                                   |     -   Call all buses "this is  |
| -   DO NOT USE THE BUS RADIO OR A |         a general threat warning |
|     CELLULAR TELEPHONE NEAR A     |         only extra vigilance     |
|     SUSPICIOUS PACKAGE            |         requested, there has     |
|                                   |         been a general bomb      |
| -   After evacuating tell         |         threat against \[NAME OF |
|     passengers about the bomb     |         COMPANY\] or             |
|     threat                        |         \[GEOGRAPHIC             |
|                                   |         DESCRIPTION\]            |
| -   After evacuating Contact 911  |                                  |
|     and dispatcher -- who, what,  | -   Direct all media calls to    |
|     where, when and               |     SEPP POC                     |
|     driver/customer cell phone if |                                  |
|     available                     |                                  |
|                                   |                                  |
| -   Await instructions from       |                                  |
|     dispatcher                    |                                  |
+-----------------------------------+----------------------------------+

-   **Terrorist Attack**

+-----------------------------------+----------------------------------+
| **DRIVER**                        | **DISPATCHER**                   |
+-----------------------------------+----------------------------------+
| -   Contact 911 and dispatcher -- | -   Contact 911 -- who, what,    |
|     who, what, where, when and    |     where, when and              |
|     driver/customer cell phone if |     driver/customer cell phone   |
|     available                     |     if available                 |
|                                   |                                  |
| -   Stay away from impact area    | -   Contact SEPP POC             |
|                                   |                                  |
| -   Dispatch/police will inform   | -   Contact Safety Director      |
|     you of best evacuation route  |                                  |
|                                   | -   Contact General Manager      |
| -   If in smoke shut all windows  |                                  |
|     and vents                     | -   Start coordinating alternate |
|                                   |     plans                        |
| -   If chemical attack explain to |                                  |
|     passengers;                   | -   Direct all media calls to    |
|                                   |     SEPP POC                     |
|     -   Not to leave              |                                  |
|                                   |                                  |
|     -   They need to be           |                                  |
|         decontaminated by         |                                  |
|         authorities               |                                  |
|                                   |                                  |
|     -   May take a long time --   |                                  |
|         be patient                |                                  |
|                                   |                                  |
|     -   If they go home they may  |                                  |
|         get sick and infect       |                                  |
|         others                    |                                  |
+-----------------------------------+----------------------------------+

-   **Suspicious Package**

+-----------------------------------+----------------------------------+
| **DRIVER**                        | **DISPATCHER**                   |
+-----------------------------------+----------------------------------+
| -   Stop Bus in a safe location   | -   Upon notification from       |
|                                   |     driver -- who, what, where,  |
| -   DO NOT TOUCH THE PACKAGE      |     when and driver/customer     |
|                                   |     cell phone if available      |
| -   Make a general announcement   |                                  |
|     to try to determine ownership | -   Talk with driver get details |
|                                   |     on package:                  |
| -   Check with other employees to |                                  |
|     see if they can identify the  |     -   TELL DRIVER NOT TO TOUCH |
|     owner                         |         THE PACKAGE              |
|                                   |                                  |
| -   Contact 911 and dispatcher;   |     -   Why is it suspicious?    |
|     coordinate response-- who,    |                                  |
|     what, where, when and         |     -   Is the package sealed or |
|     driver/customer cell phone if |         closed?                  |
|     available                     |                                  |
|                                   |     -   Does the package have    |
|                                   |         ownership information,   |
|                                   |         if so contact owner      |
|                                   |                                  |
|                                   |     -   Is the package in an     |
|                                   |         area not normally        |
|                                   |         visited by the           |
|                                   |         public/customer?         |
|                                   |                                  |
|                                   |     -   Make a general           |
|                                   |         announcement to try to   |
|                                   |         determine ownership      |
|                                   |                                  |
|                                   |     -   Ask customers in the     |
|                                   |         area if they misplaced   |
|                                   |         the package              |
|                                   |                                  |
|                                   |     -   Check with other         |
|                                   |         employees to see if they |
|                                   |         can identify the owner   |
|                                   |                                  |
|                                   |     -   Does the package exhibit |
|                                   |         any suspicious           |
|                                   |         indicators, such as      |
|                                   |         protruding wires, oily   |
|                                   |         stains or odors?         |
|                                   |                                  |
|                                   |     -   Are there any unusual    |
|                                   |         noises coming from the   |
|                                   |         package, such as an      |
|                                   |         electric hum or ticking  |
|                                   |         noises?                  |
|                                   |                                  |
|                                   |     -   Is the package leaking   |
|                                   |         fluid or powder?         |
|                                   |                                  |
|                                   | -   Consider package suspicious  |
|                                   |     if a package is sealed with  |
|                                   |     no marking and left in a     |
|                                   |     place not normally used by   |
|                                   |     the employees or public; or  |
|                                   |                                  |
|                                   |     -   There are unusual        |
|                                   |         noises, smells, wires,   |
|                                   |         leaking fluid or powder; |
|                                   |         or                       |
|                                   |                                  |
|                                   |     -   You have some other      |
|                                   |         reason to believe it is  |
|                                   |         suspicious               |
|                                   |                                  |
|                                   | -   Contact Safety Director      |
|                                   |                                  |
|                                   | -   Contact General Manager or   |
|                                   |     Location Manager (if         |
|                                   |     applicable)                  |
|                                   |                                  |
|                                   | -   Contact SEPP POC             |
|                                   |                                  |
|                                   | -   Direct all media calls to    |
|                                   |     SEPP POC or designated       |
|                                   |     person                       |
|                                   |                                  |
|                                   | -   Select another bus driver    |
|                                   |     and bus to meet the driver   |
+-----------------------------------+----------------------------------+

## Recommended Operational Procedures to Be Followed Throughout a Security Threat or Incident

+-----------------------------------+-----------------------------------+
| -   A call is received from a     | -   All phone numbers known to    |
|     person making a threat or     |     the public must have real     |
|     from an individual informing  |     voice 24 hour answering       |
|     us of an incident.            |     capabilities.                 |
|     Information regarding this    |                                   |
|     call must be transferred      | -   All people who will answer    |
|     immediately to the General    |     phones must be trained in     |
|     Manager at the location where |     security awareness to detect  |
|     the call was received. The    |     suspicious situations.        |
|     General Manager will          |                                   |
|     immediately inform the SEPP   | -   If a threat or an actual      |
|     POC.                          |     event is communicated by the  |
|                                   |     driver and involves a person  |
|                                   |     or situation on the coach,    |
|                                   |     immediate notification of the |
|                                   |     appropriate law enforcement   |
|                                   |     and other appropriate first   |
|                                   |     response agencies may be      |
|                                   |     made, while informing the     |
|                                   |     SEPP POC.                     |
+-----------------------------------+-----------------------------------+
| -   The SEPP POC will detail      | -   Cell phones will be the       |
|     actions to be taken as a      |     primary means of              |
|     whole or at each particular   |     communication from each       |
|     location to the Location      |     location to all drivers. It   |
|     Response Coordinators. The    |     is therefore important that   |
|     Location Response             |     each vehicle be equipped with |
|     Coordinators will, in turn,   |     a cell phone which can be     |
|     carry out these activities    |     carried by the driver at all  |
|     through communications with   |     times when away from the      |
|     appropriate management        |     vehicle and away from the     |
|     personnel, drivers, and       |     home base. Alternately,       |
|     others, as necessary.         |     drivers may be issued company |
|                                   |     cell phones which must be     |
|                                   |     required to be carried at all |
|                                   |     times when they are away from |
|                                   |     the home base with a          |
|                                   |     motorcoach.                   |
|                                   |                                   |
|                                   | -   A complete listing of all     |
|                                   |     cell phone numbers issued to  |
|                                   |     drivers or assigned to units  |
|                                   |     as well as a complete listing |
|                                   |     of all home phone numbers for |
|                                   |     drivers and other employees   |
|                                   |     must be developed and kept up |
|                                   |     to date at each location. A   |
|                                   |     copy of a current listing     |
|                                   |     must also be forwarded to the |
|                                   |     SEPP POC.                     |
|                                   |                                   |
|                                   | -   If cell phones cannot be used |
|                                   |     during a crisis, alternate    |
|                                   |     methods of regular contact or |
|                                   |     emergency contact must be     |
|                                   |     developed. These can include  |
|                                   |     a listing of numbers where    |
|                                   |     drivers are housed during off |
|                                   |     duty periods (e.g. hotels or  |
|                                   |     other locations based upon    |
|                                   |     scheduled service, charter or |
|                                   |     tour itineraries). Drivers    |
|                                   |     should be provided with       |
|                                   |     specific instructions that,   |
|                                   |     if cell phones do not work,   |
|                                   |     they attempt to contact       |
|                                   |     dispatch during any known     |
|                                   |     crisis and then re-contact    |
|                                   |     dispatch as directed.         |
+-----------------------------------+-----------------------------------+
| -   The location of all           | -   A daily inventory of coaches  |
|     motorcoaches must be          |     must be made. To accomplish   |
|     accounted for. When drivers   |     this, the bus inventory form  |
|     are contacted, specific       |     will be completed at each     |
|     locations should be reported. |     location for all units        |
|     Any units which are not       |     assigned to it. Any unit not  |
|     driven should be accounted    |     accounted for must be         |
|     for at one of the facilities. |     reported immediately to the   |
|                                   |     General Manager and then to   |
|                                   |     the SEPP POC.                 |
|                                   |                                   |
|                                   | -   Satellite global positioning  |
|                                   |     technology is suggested for   |
|                                   |     all buses. This technology    |
|                                   |     should be investigated, costs |
|                                   |     estimated, and efforts to     |
|                                   |     obtain funding for            |
|                                   |     implementation should be      |
|                                   |     made.                         |
+-----------------------------------+-----------------------------------+
| -   The Location Response         | -   Each location should contact  |
|     Coordinator will provide      |     and work with local emergency |
|     appropriate instructions to   |     responding agencies to        |
|     drivers.                      |     determine the most            |
|                                   |     appropriate response to bomb  |
|                                   |     threats or biohazard threats, |
|                                   |     and should seek information   |
|                                   |     then to determine their       |
|                                   |     desired response by the       |
|                                   |     Company if a threat is made   |
|                                   |     upon one or all of our buses. |
|                                   |     If an actual incident occurs, |
|                                   |     we must know where we should  |
|                                   |     evacuate our passengers.      |
|                                   |                                   |
|                                   | -   A directory of all emergency  |
|                                   |     phone numbers including TSA,  |
|                                   |     FBI, DHS, state and local     |
|                                   |     agencies should be developed  |
|                                   |     and kept up to date at each   |
|                                   |     location. This list should be |
|                                   |     forwarded to the SEPP POC.    |
+-----------------------------------+-----------------------------------+
| -   The accommodation and safety  | -   Any passengers experiencing a |
|     of passengers must be         |     medical emergency must be     |
|     achieved by the Passenger     |     attended to directly and      |
|     Assistance Coordinator.       |     locally through contact of    |
|                                   |     medical authorities by the    |
|                                   |     driver.                       |
|                                   |                                   |
|                                   | -   Reasonable accommodations     |
|                                   |     (hotels, transportation to    |
|                                   |     and from designated areas,    |
|                                   |     etc.) must be detailed and    |
|                                   |     deployed by the Passenger     |
|                                   |     Assistance Coordinator.       |
+-----------------------------------+-----------------------------------+
| -   The Passenger Assistance      | -   Use of e-mail notifications   |
|     Coordinator must provide      |     and the website should be     |
|     information concerning the    |     maximized for this purpose.   |
|     status and whereabouts of     |                                   |
|     affected passengers to        |                                   |
|     inquiring family member.      |                                   |
+-----------------------------------+-----------------------------------+
| -   The Driver Support and        | -   Appropriate information       |
|     Direction Coordinator should  |     regarding the status and      |
|     provide coordination and      |     whereabouts of the drivers    |
|     assistance to drivers         |     should be provided to their   |
|     throughout the crisis.        |     families when requested.      |
+-----------------------------------+-----------------------------------+
| -   The SEPP POC will direct the  | -   If no national emergency has  |
|     resumption of normal          |     been declared, hours of       |
|     operations after the crisis   |     service must be considered    |
|     has passed and/or clearance   |     for the resumption of normal  |
|     has been provided by law      |     service.                      |
|     enforcement or first          |                                   |
|     responder agencies.           | -   Notification of resumption of |
|                                   |     normal service to passengers  |
|                                   |     should be achieved through    |
|                                   |     the website and e-mail        |
|                                   |     notification as much as       |
|                                   |     possible.                     |
+-----------------------------------+-----------------------------------+

[]{#__RefHeading___Toc116368104 .anchor}Appendices

Appendix A: Addressing Varying Threat Levels

Appendix B: Security Plan Considerations

Appendix C: Security Issues to be Integrated into Risk Management of
Fleet Operations

Appendix D: Considerations for Conducting Emergency Crisis Response
Exercises

Appendix E: Reference Documents and Helpful Industry Websites

## Appendix A: Addressing Varying Threat Levels

The U.S. Department of Homeland Security determines the national threat
level based on information it receives from the various security
organizations. The five levels of the Homeland Security Advisory System
(HSAS) are color-coded based on the assessed threat condition. A *low*
condition *(green)* indicates a low risk of terrorist attack; a
*guarded* condition *(blue)* indicates a general risk; an *elevated*
condition *(yellow)* indicates a significant risk of terrorist attack; a
*high* condition *(orange)* elevates the level to a high risk; and a
*severe* condition *(red)* is the highest level, indicating a severe
risk of attack and requires the highest level of security.

The national threat level may be increased by one or more levels
depending on the nature of any pending threats. For example, if an
attack occurred under a guarded threat level (blue), the level would be
immediately raised to severe (red). While it is not required that your
plan address varying threat levels, it is highly recommended. Some
organizations adopt a system with less than five threat levels (for
example, often green, blue, and yellow are lumped into a single
category, resulting in three threat levels).

Your security plan should address the specific measures or actions to be
implemented for each of the threat levels. Again, some of these measures
may require only a policy change, while others may require a company to
incur up-front costs at the lowest threat level to prepare for the
highest threat level. You must already have the measures identified and
ready to be implemented if a "red" threat condition is declared. Here is
an example of why you need to think through your measures to see if
there may be a problem with implementation. If your plan includes the
use of off-duty police officers for security to satisfy a primary
objective at orange or red threat levels, you may have a problem. When
you need them most (at the red level), they are unavailable -- having
been assigned to perform other duties. Increased staffing needs for the
police at the orange threat level may make them unavailable. Therefore,
an alternative strategy or contingency plan would need to be included to
address this deficiency.

When considering how to respond to varying threat levels, you should
remember that the threat to your operation may be elevated for various
reasons, including trip destinations or the location of your facility,
even if the national threat level is not raised. For example, there was
an alert to possible terrorist threats in a state located in the Midwest
but HSAS remained at yellow. Motor carriers operating in that state,
however, might have implemented their plans for the orange level. Future
threats and alerts could be specific to your location, as in this
example, or to your industry.

Some examples of general measures to address the varying threat
conditions are provided in the following table.

  -------------- ------------ -------------------- -----------------------------------
  **Threat                                         **Measures**
  Conditions**                                     

                 LOW          A low risk of        General measures include ensuring
                              terrorist attacks.   personnel receive proper training
                                                   on the HSAS; regularly assess
                                                   vulnerabilities of all facilities
                                                   and regulated sectors.

                                                   

                                                   

                                                   

                                                   

                 GUARDED      A general risk of    In addition to protective measures
                              terrorist attacks.   for low condition, review and
                                                   update emergency procedures; check
                                                   communications with drivers and
                                                   employees.

                                                   

                                                   

                                                   

                                                   

                 ELEVATED     A significant risk   In addition to protective measures
                              of terrorist         taken in guarded condition,
                              attacks.             increase surveillance of critical
                                                   locations; implement contingency
                                                   and emergency plans, as
                                                   appropriate.

                                                   

                                                   

                                                   

                                                   

                 HIGH         A high risk of       In addition to protective measures
                              terrorist attacks.   for elevated condition, driver
                                                   should take additional precautions
                                                   when stopping en route; restrict
                                                   facility access to essential
                                                   personnel.

                                                   

                                                   

                                                   

                                                   

                 SEVERE       A severe risk of     In addition to protective measures
                              terrorist attacks.   for high condition, monitor or
                                                   constrain driver travel or
                                                   locations for stopping.

                                                   

                                                   

                                                   
  -------------- ------------ -------------------- -----------------------------------

As the table shows, with each increase in threat, additional measures
are implemented. Note that while you may implement additional measures
as the threat level is raised, you must be prepared for such
implementation well in advance of actual implementation. When the threat
is elevated, it will be too late to shop for equipment or to train
employees.

The following example for a motor carrier with only one small facility
will help illustrate the concepts presented in this chapter. We will
provide some sample security measures, organized by HSAS threat level,
for a primary objective related to personnel security.

**Primary Objective: Prevent unauthorized people from entering
facility**

*Sample Security Measures to Implement at Condition Green or Blue*

-   Implement photo employee ID badge system;

-   Establish control and custody process for badges;

-   Enforce display of badges for employees and visitors;

-   Rely on employees to challenge individuals with no visible badge or
    credentials;

-   Install a fence around facility;

-   Install security guard station(s) at gate(s), but leave them
    unstaffed; and

-   Install perimeter lighting.

*Additional Sample Security Measures to Implement at Condition Yellow*

-   Periodically patrol the site at irregular intervals to spot
    individuals not displaying their badges;

-   Check vehicle inventory and account for all vehicles on a daily
    basis; and

-   Occasionally test employee response to individuals without visible
    badges or credentials.

*Additional Sample Security Measures to Implement at Condition Orange*

-   Limit site access to one entrance and exit;

-   All visitors must be escorted at all times; and

-   Post a security guard at the gate for 24-hour (around the clock)
    coverage.

*Additional Sample Security Measures to Implement at Condition Red*

-   Deny visitors and vendors access to the site.

Notice that a guard gate is used at a higher threat level (orange), but
needs to be installed initially, when the threat is low. Otherwise, it
is too late to start constructing one in the hectic situation that will
undoubtedly accompany an elevated threat. All physical or hardware-based
security measures should be ready to deploy when they are needed.

## Appendix B: Security Plan Considerations

## 

## Corporate vs. Facility Level Planning {#corporate-vs.-facility-level-planning .Heading-three}

A security plan is not a "one-size-fits-all" plan. Each plan for a site
or terminal will vary based on the facility layout, design, location,
highway access, and operations. In the event your company has more than
one terminal or operation location, each facility would need to have a
site-specific security assessment, considering its unique
characteristics. Each facility would also need a site-specific security
plan developed for and maintained at that facility. Policies or
procedures may be set at the corporate level in some cases, but when
implemented, may need some modification at the facility level. Plans
should be reviewed on a regular basis.

Some companies may group their facilities according to the nature of
their operations and the types and levels of service that they
accommodate. Security planning may be done at different levels of detail
for each type of facility, with the more critical facilities getting a
very in-depth treatment. Some companies may wish to implement a
corporate-wide security plan for each type of facility since those
grouped together are very similar. This may not be appropriate!
Facilities of similar size and service levels may not have similar
threats and vulnerabilities. One may be in a very rural location and
another may be very close to a major urban population, critical bridge,
or other potential terrorist target. Local law enforcement in one area
may be very proactive and effective in deterring terrorist activity and
may be understaffed in another area. Also, consider the routes that
vehicles take when leaving your terminals, and the destinations of the
routes or trips. Your facility may not be in a target-rich environment,
but the routes you use may be. Site- and operation-specific analysis and
treatment are always required; however, the plan you implement may still
be the same.

## Security Plan Components {#security-plan-components .Heading-three}

There are three major components that must be included in your security
plan in some form: personnel security, unauthorized access, and en route
security. The number and extent of the measures that you choose to
implement for each component is solely dependent on your analysis of
your threats and vulnerabilities and your determination of the
cost-effectiveness of each measure for your organization.

This section offers more examples on how to structure the primary
objectives and select specific security measures that meet them. These
are offered only as limited examples and may not be appropriate or
sufficient for your organization. You should develop the details of your
security plan to address the vulnerabilities that you have identified in
your security assessment.

**Personnel Security**

Personnel security includes confirmation of identity and credentials.
Identification of personnel is the foundation for trust-based access
control. This means a degree of confidence that an individual is who he
represents himself to be and has the skills and experience claimed. This
trust progresses through the ability to confirm compliance with various
operational safety and security requirements to sophisticated permission
systems in support of information and physical access control. Please
review the graduated example below.

**Primary Objective: Confirm the identity and credentials of applicants
and employees**

*Sample Security Measures to Implement at Condition Green*

-   Check motor-vehicle records;

-   Have a criminal background check;

-   Check if applicant is listed on the FBI Watch List;

-   Confirm past employment;

-   Confirm Social Security number; and

-   Subject to drug and alcohol testing---drug or excessive alcohol use
    may make the individual more susceptible to blackmail or coercion.

*Additional Sample Security Measures to Implement at Condition Orange*

-   Former employees must return all company-issued credentials at the
    time of their separation from the Company;

-   Review the personnel files of employees who were recently terminated
    by your company to determine if they may pose a current security
    threat;

-   All employees must use a current credential to access workplaces (no
    piggybacking through access-controlled areas); and

-   Interview applicants only at certain times and dates.

PERSONNEL PROTECTION

Personal physical security as well as safety is an essential component
of this planning. This begins with the ability of the individual to
recognize threatening situations. This must also be supported by systems
and infrastructure that provide the capability for a proper response.
Robust communications, particularly the ability to communicate as well
as function under duress, are an essential consideration. Review the
graduated example below. Are there other security measures you would add
under a particular condition?

**Primary Objective: Protect personnel deemed as critical**

*Sample Security Measures to Implement at Condition Green*

-   Determine if the organization has personnel deemed as critical;

-   Establish procedures for the protection of personnel deemed
    critical;

-   Identify and assess potential safe havens within buildings to use in
    emergencies (safe havens are areas that are more survivable than
    other areas in buildings---basements, hallways, inner rooms, or
    stairwells---and that generally offer a significant barrier to an
    intruder);

-   Inform employees about buildings that contain safe havens;

-   Have an emergency evacuation plan;

-   Ensure the emergency evacuation plan has escape routes, emergency
    lighting, and exits; and

-   Establish emergency lockdown/shelter-in-place procedures.

*Additional Sample Security Measures to Implement at Condition Blue*

-   Rehearse procedures for the protection of personnel deemed critical;

-   Conduct drills moving employees to designated safe havens; and

-   Periodically run drills to test the emergency evacuation plan.

*Additional Sample Security Measures to Implement at Condition Yellow*

-   Ensure that personnel are alerted and familiar with the emergency
    evacuation plan; and

-   Ensure that personnel are familiar with emergency
    lockdown/shelter-in-place procedures.

*Additional Sample Security Measures to Implement at Condition Orange*

-   Be prepared and implement the emergency evacuation plan or
    lockdown/shelter-in-place plans, if required.

*Additional Sample Security Measures to Implement at Condition Red*

-   Implement protection procedures for critical personnel; and

-   Implement the safe-haven plan.

## Unauthorized Access {#unauthorized-access .Heading-three}

Access control is usually associated with either information or an
enclosed space. In either case, the basic organization and approach to
defining the control strategy should be as follows:

External Surveillance

**Primary Objective: Provide awareness of the area outside the protected
space, so that early warning of possible unauthorized access is
provided**

Review the security measures below. What others can you think of?

-   Install closed-circuit television (CCTV) to observe your facility
    externally and actively monitor its view of critical spaces;

-   Increase perimeter lighting;

-   Have security/law enforcement periodically check identified covered
    observation posts that can observe the site;

-   Have security/law enforcement periodically check identified
    cover/concealment opportunities for criminals or terrorists around
    the site;

-   Have security/law enforcement periodically check located
    infiltration/egress routes for criminal or terrorist use around the
    site; and

-   Have security/law enforcement periodically check the buffer zones
    around any facility.

Obstacles and Barriers

Obstacles and barriers provide the ability to prevent, discourage, or
delay entry into the protected space at its outer boundaries. Another
graduated example is provided below. Is this approach starting to make
sense?

**Primary Objective: Maintain a physical safety system**

*Sample Security Measures to Implement at Condition Green*

-   Install a fence around the site;

-   Fenced sites should have a "clear zone" inside and outside the fence
    for unobstructed observation;

-   Fenced-in sites should have the capability to have locked, secure
    gates;

-   Install a security alarm system;

-   Have sufficient lighting in and around the site; and

-   Purchase all necessary equipment for implementation at higher threat
    levels. A determination will have to be made as to when to install
    any equipment or devices, even if not used until later. If
    installation is time consuming, waiting until condition orange or
    red may be too late.

*Additional Sample Security Measures to Implement at Condition Blue*

-   Periodically check lighting in and around the site;

-   Test the security alarm systems;

-   Test the site alarm system with local law enforcement;

-   Test cyber-security protocols and back up plans on a semi-annual
    basis; and

-   Locking hardware for gates should be casehardened chain and
    high-security padlocks.

*Additional Sample Security Measures to Implement at Condition Yellow*

-   Routinely check lighting in and around the site; and

-   Rehearse actions required if the security alarm system is activated.

*Additional Sample Security Measures to Implement at Condition Orange*

-   Activate previously installed lighting in areas not routinely
    covered;

-   Activate the emergency law enforcement notification system; and

-   Backup automated access systems with employees.

*Additional Sample Security Measures to Implement at Condition Red*

-   Employ additional portable lighting in and around the site for
    critical assets, and

-   Employ obstacles or barriers in addition to standard fencing.
    Examples would be using concertina or razor wire to provide a double
    fence, or placing Jersey barriers to restrict vehicular traffic.
    While the concertina wire or Jersey barriers would have to already
    be on site, they can be put in place very quickly.

Access Control

Portals should allow authorized personnel, equipment and material to
pass through, and exclude the passage of all else. To accomplish this
filtration, it is necessary to identify those who have entrance
permission. Possession, such as the use of a key, is the most passive
form of confirmation, progressing to biometric and confirmation of
access systems that can be real-time updated.

**Primary Objective: Maintain control of everyone entering the
facility**

*Sample Security Measures*

What other measures would be appropriate for your operations?

-   Determine if employee identification badges are required;

-   Establish a control and custody process for the identification badge
    program;

-   Enforce display of badge for employees while at work;

-   Require photo identification badges;

-   Limit site access to one entrance and exit;

-   Post security guard at gate(s) if not routinely done; and

-   Deny visitors, vendors, and job applicants access to the site.

Intrusion Detection

The protected space should not rely totally on boundaries and access
controls. Confidence in the protected space can be maintained by an
awareness of activities, comparing this awareness with established norms
to recognize aberrant conditions.

**Primary Objective: Detect unauthorized entry into the facility**

*Sample Security Measures*

Once again, can you come up with other measures?

-   Train employees to recognize unauthorized people inside the
    facility;

-   Institute periodic roving patrols of the facility perimeter;

-   Install a property alarm system;

-   Integrate alarm systems with security force and regularly exercise
    and check for reliability;

-   Tie site alarm system and video surveillance system (if applicable)
    into local law-enforcement department;

-   Have a video camera monitor areas not under direct observation;

-   Employ explosive/GBR detection devices; and

-   Use metal detectors/x-ray machines to screen personnel, visitors,
    and bags.

Communication and Reporting

Fire alarms, intercoms, dedicated communication stations and similar
assets can be employed in support of detection and response protocols.
These capabilities can be employed in non-traditional ways to augment
security requirements. Graduated examples are listed below. Review these
and, as before, see if you can develop other primary objectives and
security measures that would apply.

**Primary Objective: Maintain positive communication with driver**

*Sample Security Measures to Implement at Condition Green*

-   Implement a predetermined communication plan with drivers and
    dispatch;

-   Driver and dispatcher communicate as needed via cell phone or radio;
    and

-   Purchase equipment and plan for primary, secondary, or tertiary
    means of communication. As mentioned previously, a determination
    will have to be made as to when to install any equipment or devices,
    even if not used until later.

*Additional Sample Security Measures to Implement at Condition Blue*

-   Driver and dispatch maintain regular daily communication via cell
    phone or radio; and

-   Train with new equipment and test your plan for primary, secondary,
    or tertiary means of communication.

*Additional Sample Security Measures to Implement at Condition Yellow*

-   Implement plan for primary and secondary means of communications;

-   Driver and dispatch maintain communication every eight hours via
    cell phone or radio;

-   Ensure dispatchers are familiar with drivers and their voices, and
    vice versa; and

-   Employ radio and Internet deceptive measures for routes, times, and
    deliveries.

*Additional Sample Security Measures to Implement at Condition Orange*

-   Employ tertiary means of communications to augment primary and
    secondary means; and

-   Driver and dispatch maintain communication every four hours via cell
    phone or radio.

*Additional Sample Security Measures to Implement at Condition Red*

-   Driver and dispatch maintain communication every two hours via cell
    phone or radio; and

-   Increase frequency of GPS satellite location messages, if used, for
    certain high-hazard materials.

Dispatch and Response

The response capability should be described in terms of timing,
capability, and quantity. Any response that can disrupt or otherwise
degrade a potential attack scenario, without placing additional people
at risk or otherwise raising the potential target value, may be
considered as a security measure. Can you think of other security
measures besides those listed below? What could be some primary
objectives that the security measures would address?

*Sample Security Measures*

-   Establish procedures for retaining essential employees on site;

-   Have an emergency notification plan for employees (e.g., calling
    tree);

-   Plan and procedures for emergency closure;

-   When a trip is delayed, late, or does not arrive as scheduled, have
    an emergency procedure in place for notification;

-   Conduct drills and rehearsals with the security response force; and

-   Implement predetermined alternate routes and safe stopping places as
    necessary.

Information Systems

The use of systems can enhance security and allows for the rapid
dissemination of information. However, these systems must be secure or
protected to prevent intrusion. Once again, some security measures are
listed below. Develop one or more primary objectives and then use the
measures below, or others you think of, to satisfy each primary
objective.

*Sample Security Measures*

-   Initiate a mass notification system for emergencies (public-address
    system, intercom, alarm);

-   Install a computer-intrusion-detection system;

-   Monitor Internet activity in your organization;

-   Periodically test back-up power for communication systems; and

-   Periodically test cyber-security protocol.

**En-route Security**

A vehicle in transit represents not just a moving target, but also a
critical space in constant exposure to an uncontrolled environment
harboring a diversity of threats. When defining primary objectives, it
is important to remember that the cargo is the prime source of
consequential damage. Security measures that do not, in some way, link
directly to the covered materials, but just the vehicle, may be of
limited value.

Tracking Systems

Satellite systems and other technologies are excellent examples of
graduated security capabilities. The frequency of location and status
checks can be varied with HSAS alert levels and tailored to specific
materials, reflecting the threat environment and potential consequences.
A graduated example of measures is listed below. As you review it, think
of what other technology is available to enhance security.

**Primary Objective: Employ technology to enhance en route security**

*Sample Security Measures to Implement at Condition Green*

-   Plan for primary (phone/cell phone), secondary (radio), and tertiary
    (satellite tracking) means of communications;

-   Install by-pass and shutdown mechanisms;

-   Install panic-button option in vehicles; and

-   Install theft-protection devices to disable fuel, hydraulics, and/or
    electrical systems;

-   Driver should always have a communication device readily available
    to him;

-   Purchase all other necessary technology devices to be installed; and

-   Routinely use primary means of communications.

*Additional Sample Security Measures to Implement at Condition Blue*

-   Train with new equipment and test plan for primary, secondary, and
    tertiary means of communications;

-   Periodically use secondary means of communication.

*Additional Sample Security Measures to Implement at Condition Yellow*

-   Periodically use tertiary means of communication.

## Appendix C: Security Issues from the SEPP to be Integrated into Policies and Procedures Governing Fleet Operations

+------------+---------------------------+----------------------------+
| FLEET      | **POLICIES AND            | **ADDITIONAL ISSUES IN     |
| OPERATIONS | PROCEDURES**              | SEPP**                     |
| COMPONENT  |                           |                            |
+============+===========================+============================+
| TITLE      |                           |                            |
+------------+---------------------------+----------------------------+
| **         | -   Safety Policy         | -   SECURITY AND EMERGENCY |
| MANAGEMENT |     Statement             |     PREPAREDNESS           |
| CO         |                           |                            |
| MMITMENT** |                           |                            |
+------------+---------------------------+----------------------------+
| **         | -   Operations/Safety     | -   EXPANDED TO ADDRESS    |
| COMPLIANCE |     Manager               |     SEPP                   |
| RESPONSI   |                           |                            |
| BILITIES** | -   Drivers, mechanics    | -   CREATION OF SEPP POINT |
|            |     and others operating  |     OF CONTACT (POC)       |
|            |     company vehicles (and |                            |
|            |     volunteers)           | -   SECURITY COMMITTEE     |
|            |                           |                            |
|            | -   Accident Prevention   | -   SEPP AGENDA FOR        |
|            |     Committee             |     QUARTERLY SECURITY     |
|            |                           |     COMMITTEE MEETINGS     |
|            | -   Safety incentive      |                            |
|            |     program(s)            |                            |
+------------+---------------------------+----------------------------+
| **DRIVERS  | -   Application           | -   CRIMINAL RECORDS CHECK |
| -- INITIAL |                           |                            |
| HIRE**     | -   Interviews            | -   EXPANSION OF NEW HIRE  |
|            |                           |     BACKGROUND CHECK       |
|            | -   Driver Performance    |                            |
|            |     History               | -   EXPANSION OF NEW HIRE  |
|            |                           |     APPLICATION PROCESS TO |
|            | -   Physical              |     EMPHASIZE IMPORTANCE   |
|            |                           |     OF SAFETY AND SECURITY |
|            | Requirements/Examinations |                            |
|            |                           |                            |
|            | -   Drug Testing          |                            |
|            |                           |                            |
|            | -   Age                   |                            |
|            |                           |                            |
|            | -   Knowledge of English  |                            |
|            |                           |                            |
|            | -   Driver Licensing      |                            |
|            |                           |                            |
|            | -   Operating Skills      |                            |
|            |                           |                            |
|            | -   Ability to perform    |                            |
|            |     simple math           |                            |
|            |                           |                            |
|            | -   Reasonable knowledge  |                            |
|            |     of the service area   |                            |
|            |     and ability to read   |                            |
|            |     basic maps            |                            |
|            |                           |                            |
|            | -   A road test given by  |                            |
|            |     a designated Company  |                            |
|            |     Supervisor is         |                            |
|            |     required              |                            |
+------------+---------------------------+----------------------------+
| **INITITAL | -   Company Policies and  | -   ADDITIONAL TRAINING TO |
| TRAINING** |     Procedures            |     ADDRESS SECURITY       |
|            |                           |     AWARENESS, REPORTING   |
|            | -   Federal and State     |     SUSPICIOUS ACTIVITY,   |
|            |     Regulations           |     REPORTS AND            |
|            |                           |     DOCUMENTATION, PRE AND |
|            | -   Pre and Post Trip     |     POST TRIP INSPECTIONS, |
|            |     Inspections           |     AND RESPONDING TO      |
|            |                           |     SECURITY-RELATED       |
|            | -   Vehicle               |     CRISES                 |
|            |     Familiarization       |                            |
|            |                           |                            |
|            | -   Basic Operations and  |                            |
|            |     Maneuvering           |                            |
|            |                           |                            |
|            | -   Special Driving       |                            |
|            |     Conditions            |                            |
|            |                           |                            |
|            | -   Backing               |                            |
|            |                           |                            |
|            | -   Bad Weather           |                            |
|            |                           |                            |
|            | -   Boarding and          |                            |
|            |     Alighting Passengers  |                            |
|            |                           |                            |
|            | -   Defensive Driving     |                            |
|            |                           |                            |
|            | -   Passenger             |                            |
|            |     Communication and     |                            |
|            |     Assistance Training   |                            |
|            |                           |                            |
|            | -   Off Road              |                            |
|            |                           |                            |
|            | -   On Road               |                            |
+------------+---------------------------+----------------------------+
| DRIVE      | -   Training -            | -   ADDITIONAL REFERSHER   |
| RS-ONGOING |     refresher/remedial    |     TRAINING AND           |
| S          |                           |     "PROFICIENCY TESTS"    |
| UPERVISION | -   Evaluation and        |     FOR KNOWLEDGE OF       |
| AND        |     supervision           |     EMERGENCY PROCEDURES   |
| TRAINING   |                           |                            |
|            | -   Motor vehicle record  | -   ADDITIONAL             |
|            |     checks                |     RESPONSIBLITIES FOR    |
|            |                           |     SUPERVISION            |
|            | -   Physical examination  |                            |
|            |                           |                            |
|            | -   Drug/Alcohol testing  |                            |
|            |                           |                            |
|            | -   Safety meetings       |                            |
|            |                           |                            |
|            | -   Seat-belt usage       |                            |
|            |                           |                            |
|            | -                         |                            |
|            |    Discipline/recognition |                            |
|            |                           |                            |
|            | -   Preventable           |                            |
|            |     accidents/injuries    |                            |
+------------+---------------------------+----------------------------+
| *          | -   Emergency driving     | -   EXPANSION OF EMERGENCY |
| *EMERGENCY |     procedures            |     PROCEDURES TO INCLUDE  |
| PR         |                           |     ADDITIONAL SECURITY    |
| OCEDURES** | -   Accident causes       |     AND EMERGENCY          |
|            |                           |     CONDITIONS             |
|            |     -   Slippery road     |                            |
|            |         surfaces          | -   EXPANSION OF EMERGENCY |
|            |                           |     PROCEDURES TO INCLUDE  |
|            |     -   Driving at night  |     SUPPORT OF COMMUNITY   |
|            |                           |     RESPONSE TO A MAJOR    |
|            |     -   Driving in        |     EVENT OR EMERGENCY     |
|            |         mountainous areas |                            |
|            |                           | -   EXPANSION OF           |
|            |     -   Winter driving    |     PROCEDURES FOR         |
|            |                           |     MANAGING DIFFICULT AND |
|            |     -   Driving in very   |     THREATENING            |
|            |         hot weather       |     PASSENGERS, INCLUDING  |
|            |                           |     ASSAULT AND HIJACK     |
|            | ```{=html}                |                            |
|            | <!-- -->                  | -   EMERGENCY TRAINING AND |
|            | ```                       |     EXERCISING             |
|            | -   Vehicle breakdowns    |                            |
|            |     and unavoidable stops |                            |
|            |                           |                            |
|            | -   Vehicle               |                            |
|            |     fire/evacuation       |                            |
|            |                           |                            |
|            | -   Hold up/robbery       |                            |
|            |                           |                            |
|            | -   Hijacking             |                            |
|            |                           |                            |
|            | -   Natural disasters     |                            |
|            |                           |                            |
|            |     -   Tornado           |                            |
|            |                           |                            |
|            |     -   Flood             |                            |
|            |         procedures -      |                            |
|            |         vehicle           |                            |
+------------+---------------------------+----------------------------+
| *          | -   General guidelines    | -   EXPANSION OF           |
| *PASSENGER |                           |     PROCEDURES FOR         |
| SAFETY**   | -   Seatbelts (if         |     RESPONSE TO BOMB       |
|            |     applicable)           |     THREATS AND CHEMICAL,  |
|            |                           |     RADIOLOGICAL AND       |
|            | -   Child safety seats    |     BIOLOGICAL EVENTS      |
|            |                           |                            |
|            | -   Mobility device       |                            |
|            |     securement and        |                            |
|            |     passenger restraint   |                            |
|            |     systems               |                            |
|            |                           |                            |
|            | -   Difficult passengers  |                            |
|            |                           |                            |
|            | -   Medical               |                            |
|            |     condition/medical     |                            |
|            |     assistance            |                            |
|            |                           |                            |
|            | -   Basic First Aid       |                            |
|            |                           |                            |
|            | -   Bloodborne            |                            |
|            |     pathogens/infection   |                            |
|            |     control               |                            |
+------------+---------------------------+----------------------------+
| **VEHICLES | -   Vehicles & equipment  | -   EXPANSION OF VEHICLE   |
| &          |                           |     SECURITY PROCEDURES    |
| E          |     -   A Level           |                            |
| QUIPMENT** |         Inspection        | -   EXPANSION OF           |
|            |                           |     MAINTENANCE PROCEDURES |
|            |     -   B Level           |     FOR IDENTIFYING AND    |
|            |         Inspection        |     REPORTING VANDALISM,   |
|            |                           |     SUSPICIOUS SUBSTANCES, |
|            |     -   C Level           |     OR VEHICLE TAMPERING   |
|            |         Inspection        |                            |
|            |                           | -   EXPANSION OF VEHICLE   |
|            | ```{=html}                |     PROCUREMENT PROCEDURES |
|            | <!-- -->                  |     TO ADDRESS AND INCLUDE |
|            | ```                       |     SECURITY TECHNOLOGY    |
|            | -   Pre & post trip       |                            |
|            |     inspections           |                            |
|            |                           |                            |
|            | -   Emergency equipment   |                            |
|            |     on vehicles and usage |                            |
|            |                           |                            |
|            | -   Use of emergency      |                            |
|            |     equipment on vehicle  |                            |
|            |                           |                            |
|            | ```{=html}                |                            |
|            | <!-- -->                  |                            |
|            | ```                       |                            |
|            | -   Vehicle security      |                            |
|            |                           |                            |
|            | -   Vehicle safety in and |                            |
|            |     around the shop or    |                            |
|            |     yard                  |                            |
+------------+---------------------------+----------------------------+
| **ACCIDENT | -   Accident              | -   ADDITIONAL TOOLS FOR   |
| MA         |     documentation packet  |     ACCIDENT DOCUMENT      |
| NAGEMENT** |                           |     PACKET TO ADDRESS      |
|            | -   Accident notification |     SECURITY               |
|            |     procedures -- driver  |                            |
|            |     responsibility        | -   ADDITIONAL TOOLS FOR   |
|            |                           |     MEDIA RELATIONS        |
|            | -   Accident              |                            |
|            |     investigation --      |                            |
|            |     management            |                            |
|            |     responsibility        |                            |
|            |                           |                            |
|            | -   Accident              |                            |
|            |     investigation kit     |                            |
|            |                           |                            |
|            | -   Reconstruction &      |                            |
|            |     analysis              |                            |
|            |                           |                            |
|            | -   Drug and alcohol      |                            |
|            |     tests                 |                            |
|            |                           |                            |
|            | -   Media relations and   |                            |
|            |     crises communication  |                            |
|            |     after an accident     |                            |
+------------+---------------------------+----------------------------+
| *          | -   Dealing with          | -   ADDITIONAL             |
| *INSURANCE |     adjusters             |     CONSIDERATIONS FOR     |
| CLAIMS AND |                           |     COVERAGE               |
| LITIGATION | -   Dealing with          |                            |
| MA         |     attorneys --          |                            |
| NAGEMENT** |     ours/theirs           |                            |
+------------+---------------------------+----------------------------+
| **DAY TO   | -   Record keeping        | -   ADDITIONAL REPORTS FOR |
| DAY        |                           |     SECURITY-RELATED       |
| OPERATIONS | -   Keeping informed      |     INCIDENTS              |
| --         |                           |                            |
| MONITORING |     -   Websites          |                            |
| FOR        |                           |                            |
| SAFETY**   |     -   Publications      |                            |
+------------+---------------------------+----------------------------+

## Appendix D: Considerations for Conducting Emergency/Crisis Response Exercises

Experience shows that exercises are the most practical, efficient, and
cost effective way to measure preparedness for disasters and crises. The
aim for any company should be to develop a progressive exercise program,
a long-term approach in which exercises are planned, conducted, and
evaluated as building blocks to competency in crisis management.

There are two principal benefits of such a program. First, people
practice their role and gain proficiency in crisis management. Second,
the coordination among service providers and local emergency response
agencies is improved. These benefits arise not from exercising alone,
but from evaluating the exercise and acting upon those results. An
exercise has value only when it leads to individual and/or collective
improvement.

Key terms used in the development of exercises include the following:

-   Progressive Exercise Program: A commitment from the company and
    community public safety agencies to plan and conduct increasingly
    more challenging exercises over a period of time, to achieve and
    maintain competency in executing the local crisis management plan.

-   Objective: A goal expressed in simple, clear, specific, and
    measurable terms. Serves as the foundation of all exercise planning.

-   Scenario: The overall outline of how an exercise will be conducted.
    Includes the narrative, major/detailed sequence of events, problems
    or messages, and expected actions. Often used interchangeably with
    the term narrative.

-   Narrative: A word "picture" that includes all essential elements of
    information concerning the incident used to initiate an exercise.

Types of exercises include the following:

-   Drill: Supervised activities that test, develop, or maintain skills
    in a single response procedure (such as: communications,
    notification, lockdown, shutdown, fire) and the possible or probable
    interaction with local government agency functions (such as:
    incident command posts, rescue squad entry, police perimeter
    control) will involve actual field response. These activities help
    prepare for more complex exercises in which several functions are
    coordinated and tested.

-   Activity Exercise: Designed to promote emergency preparedness; test
    or evaluate emergency operations, policies, plans, procedures or
    facilities; train personnel in emergency duties; and demonstrate
    operational capabilities.

-   Full-Scale Exercise: Evaluates the operational capability of
    emergency response management systems in an interactive manner.
    Includes the mobilization of emergency personnel and resources
    required to demonstrate coordination and response capability. Tests
    total response capability as close to a real emergency as possible.

-   Functional Exercise: A fully simulated interactive exercise; tests
    one or more functions in a time-pressured realistic simulation;
    focuses on policies, procedures, roles, and responsibilities.

-   Orientation Seminar: An informal discussion designed to familiarize
    participants with roles, plans, procedures, and resolve questions of
    coordination and assignment of responsibilities.

-   Tabletop Exercise: Simulates an emergency situation in an informal,
    stress-free environment. Designed to elicit discussion as
    participants examine and resolve problems based on existing crisis
    management plans.

    The National Incident Management System (NIMS) protocols should be
    incorporated into exercises conducted by the company as much as
    practical.

## Appendix E: Reference Documents and Helpful Industry Web Sites

## Reference Documents {#reference-documents .Heading-three}

The following are resources used to develop the policies and procedures
documented in this template:

Title: **Operation Secure Transport: Security Awareness Training for
Motorcoach Operators**

Authors: Daecher Consulting Group, Inc. and SPS Enterprises, Inc.

Year: 2004

Sponsoring Agencies: United Motorcoach Association and the American Bus
Associations through grants provided by the Transportation Security
Administration

Available:
[www.OnlineSafetyTraining.com](http://www.OnlineSafetyTraining.com/)

Title: **High Threat Security**

Author: Jeff Beatty

Year: 2002

Sponsoring Agency: American Bus Association

Available: [www.buses.org](http://www.buses.org/)

Title: **Critical Incident Management Guidelines**

Authors: Annabelle Boyd and James Caton

Year: 1998

Sponsoring Agency: Federal Transit Administration (FTA)

Volpe Report #: DOT-VNTSC-FTA-98-05

DOT Number: FTA-MA-26-7009-98-1

Available:
[www.transit-safety.dot.gov](http://www.transit-safety.dot.gov/)

Title: **Protecting Surface Transportation Systems and Patrons from
Terrorist Activities -- Volume One**

Author: Brian Michael Jenkins

Year: January 1997

Sponsoring Agency: San Jose University, Mineta International Institute
for Surface Transportation Policy Studies

Report Number: IISTPS 97-4

Full text available at:
www.transweb.sjsu.edu/publications/terrorism/Protect.htm

Title: **Protecting Surface Transportation Systems Against Terrorism and
Serious Crime -- 2001 Update**

Author: Brian Michael Jenkins

Year: October 2001

Sponsoring Agency: San Jose University, Mineta International Institute
for Surface Transportation Policy Studies

Report Number: IISTPS 01-7

Full text available at:
[www.transweb.sjsu.edu/publications/terrorism/Protect.htm](http://www.transweb.sjsu.edu/publications/terrorism/Protect.htm)

Title: **Uniting and Strengthening America by Providing Appropriate
Tools Required to Intercept and Obstruct Terrorism Act of 2001 (USA
PATRIOT Act), Title X, Section 1012**

Year: October 25, 2001

Enacted by Congress

Full text available at:
<http://thomas.loc.gov/cgi-bin/bdquery/z?d107:h.r.03162>:

Title: **Terrorism in the United States 1999, 30 Years of Terrorism A
Special Retrospective Edition**

Year: 1999

Sponsoring Agency: U.S. Department of Justice, Federal Bureau of
Investigation

Full text available at:
[www.fbi.gov/publications/terror/terror99.pdf](http://www.fbi.gov/publications/terror/terror99.pdf)

Title: **Life After Terrorism, What You Need to Know to Survive in
Today's World**

Author: Bruce D. Clayton

Year: 2002

Available for Purchase at:
[www.paladin-press.com](http://www.paladin-press.com/)

## Helpful Industry Websites  {#helpful-industry-websites .Heading-three}

American Bus Association: [www.buses.org](http://www.buses.org/)

Center for Defense and International Security Studies:
[www.cdiss.org/hometemp.htm](http://www.cdiss.org/hometemp.htm)

Center for Security Policy:
[www.security-policy.com](http://www.security-policy.com/)

Chemical and Biological Defense Information Analysis Center:
[www.cbiac.apgea.army.mil](http://www.cbiac.apgea.army.mil/)

Commercial Vehicle Safety Alliance: [www.cvsa.org](http://www.cvsa.org/)

Critical Infrastructure Assurance Office:
[www.ciao.gov](http://www.ciao.gov/)

Daecher Consulting Group, Inc..:
[www.safetyteam.com](http://www.safetyteam.com/)

Defense Threat Reduction Agency:
[www.dtra.mil/index.htm](http://www.dtra.mil/index.htm)

Department of Homeland Security: [www.dhs.gov](http://www.dhs.gov/)

Emergency Net News: [www.emergency.com](http://www.emergency.com/)

Federal Computer Incident Response Capability:
[www.fedcirc.gov](http://www.fedcirc.gov/)

Federal Motor Carrier Safety Administration:
[www.fmcsa.dot.gov](http://www.fmcsa.dot.gov/)

Institute for the Advanced Study of Information Warfare:
[www.psycom.net/iwar.l.html](http://www.psycom.net/iwar.l.html)

International Policy Institute for Counterterrorism:
[www.ict.org.il](http://www.ict.org.il/)

National Infrastructure Protection Center:
[www.nipc.gov](http://www.nipc.gov/)

National Security Agency: [www.nsa.org](http://www.nsa.org/)

National Terrorism Preparedness Institute:
[terrorism.spjc.cc.fl.us]{.underline}

Overseas Security Advisory Council:
[www.ds-osac.org](http://www.ds-osac.org/)

Rapid Response Information System:
[www.rris.fema.gov](http://www.rris.fema.gov/)

Terrorism Research Center:
[www.terrorism.com](http://www.terrorism.com/)

Training Alternatives Group, LC: [www.taglp.com](http://www.taglp.com/)

Transportation Security Administration:
[www.tsa.gov](http://www.tsa.gov/)

United Motorcoach Association: [www.uma.org](http://www.uma.org/)

US Department of Transportation, Office of Hazardous Materials Safety:
[hazmat.dot.gov]{.underline}

US Secret Service National Threat Assessment Center:
[treas.gov/usss/ntac.htm]{.underline}

US State Department, Office of the Coordinator for Counterterrorism:
[www.state.gov/s/ct](http://www.state.gov/s/ct)

[^1]: The online course may be located at http://www.nimsonline.com/