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PROTECTING OUR PASSENGERS: PERSPECTIVES 

ON SECURING SURFACE TRANSPORTATION IN 

NEW JERSEY AND NEW YORK 

FIELD HEARING 

BEFORE THE

SUBCOMMITTEE ON 

EMERGENCY PREPAREDNESS, 

RESPONSE, AND COMMUNICATIONS 

OF THE

COMMITTEE ON HOMELAND SECURITY 

HOUSE OF REPRESENTATIVES 

ONE HUNDRED FOURTEENTH CONGRESS 

SECOND SESSION 

JUNE 21, 2016 

Serial No. 114–77 

Printed for the use of the Committee on Homeland Security 

Available via the World Wide Web: http://www.gpo.gov/fdsys/ 


Congress.#13
(II) 

COMMITTEE ON HOMELAND SECURITY 

MICHAEL T. MCCAUL, Texas, Chairman 

LAMAR SMITH, Texas 

PETER T. KING, New York 

MIKE ROGERS, Alabama 

CANDICE S. MILLER, Michigan, Vice Chair 

JEFF DUNCAN, South Carolina 

TOM MARINO, Pennsylvania 

LOU BARLETTA, Pennsylvania 

SCOTT PERRY, Pennsylvania 

CURT CLAWSON, Florida 

JOHN KATKO, New York 

WILL HURD, Texas 

EARL L. ‘‘BUDDY’’ CARTER, Georgia 

MARK WALKER, North Carolina 

BARRY LOUDERMILK, Georgia 

MARTHA MCSALLY, Arizona 

JOHN RATCLIFFE, Texas 

DANIEL M. DONOVAN, JR., New York 

BENNIE G. THOMPSON, Mississippi 

LORETTA SANCHEZ, California 

SHEILA JACKSON LEE, Texas 

JAMES R. LANGEVIN, Rhode Island 

BRIAN HIGGINS, New York 

CEDRIC L. RICHMOND, Louisiana 

WILLIAM R. KEATING, Massachusetts 

DONALD M. PAYNE, JR., New Jersey 

FILEMON VELA, Texas 

BONNIE WATSON COLEMAN, New Jersey 

KATHLEEN M. RICE, New York 

NORMA J. TORRES, California 

BRENDAN P. SHIELDS, Staff Director 

JOAN V. O’HARA, General Counsel 

MICHAEL S. TWINCHEK, Chief Clerk 

I. LANIER AVANT, Minority Staff Director 

SUBCOMMITTEE ON EMERGENCY PREPAREDNESS, RESPONSE, AND 

COMMUNICATIONS 

DANIEL M. DONOVAN, JR., New York, Chairman 

TOM MARINO, Pennsylvania 

MARK WALKER, North Carolina 

BARRY LOUDERMILK, Georgia 

MARTHA MCSALLY, Arizona 

MICHAEL T. MCCAUL, Texas (ex officio) 

DONALD M. PAYNE, JR., New Jersey 

BONNIE WATSON COLEMAN, New Jersey 

KATHLEEN M. RICE, New York 

BENNIE G. THOMPSON, Mississippi (ex officio) 

KERRY A. KINIRONS, Subcommittee Staff Director 

KRIS CARLSON, Subcommittee Clerk 

MOIRA BERGIN, Minority Subcommittee Staff Director 

(III) 

C O N T E N T S 

Page 

STATEMENTS 

The Honorable Daniel M. Donovan, Jr., a Representative in Congress From 

the State of New York, and Chairman, Subcommittee on Emergency Preparedness, Response, and Communications: 

Oral Statement ..................................................................................................... 1 

Prepared Statement ............................................................................................. 3 

The Honorable Donald M. Payne, Jr., a Representative in Congress From 

the State of New Jersey, and Ranking Member, Subcommittee on Emergency Preparedness, Response, and Communications: 

Oral Statement ..................................................................................................... 4 

Prepared Statement ............................................................................................. 5 

WITNESSES 

PANEL I 

Ms. Sonya Proctor, Director, Surface Division, Office of Security Policy and 

Industry Engagement, Transportation Security Administration: 

Oral Statement ..................................................................................................... 7 

Prepared Statement ............................................................................................. 8 

Mr. Thomas Belfiore, Chief Security Officer, The Port Authority of New 

York and New Jersey: 

Oral Statement ..................................................................................................... 13 

Prepared Statement ............................................................................................. 16 

Mr. Raymond Diaz, Director of Security, Metropolitan Transit Authority: 

Oral Statement ..................................................................................................... 20 

Prepared Statement ............................................................................................. 22 

Mr. Christopher Trucillo, Chief of Police, New Jersey Transit Police Department: 

Oral Statement ..................................................................................................... 24 

Prepared Statement ............................................................................................. 27 

Mr. Martin Conway, Deputy Police Chief, National Railroad Passenger Corporation—Amtrak: 

Oral Statement ..................................................................................................... 28 

Prepared Statement ............................................................................................. 30 

PANEL II 

Sergeant W. Greg Kierce, Director, Office of Emergency Management and 

Homeland Security, City of Jersey City, New Jersey: 

Oral Statement ..................................................................................................... 39 

Prepared Statement ............................................................................................. 41 

Mr. Richard Sposa, Operations Coordinator, Emergency Medical Services, 

Jersey Medical Center: 

Oral Statement ..................................................................................................... 42 

Prepared Statement ............................................................................................. 46 

Mr. Richard D. Gorman, Office of Emergency Management and Homeland 

Security, Department of Fire and Emergency Services, Jersey City, New 

Jersey: 

Oral Statement ..................................................................................................... 48 

Prepared Statement ............................................................................................. 51 

Page

IV 

Mr. Vincent Glenn, Commander, Emergency Service Unit, Police Department, 

Jersey City, New Jersey: 

Oral Statement ..................................................................................................... 53 

Prepared Statement ............................................................................................. 55 

Mr. Mike Mollahan, Trustee, Port Authority Police Benevolent Association: 

Oral Statement ..................................................................................................... 57 

Prepared Statement ............................................................................................. 59 

(1) 

PROTECTING OUR PASSENGERS: PERSPECTIVES ON SECURING SURFACE TRANSPORTATION IN NEW JERSEY AND NEW YORK 

Tuesday, June 21, 2016 

U.S. HOUSE OF REPRESENTATIVES, 

SUBCOMMITTEE ON EMERGENCY PREPAREDNESS, 

RESPONSE, AND COMMUNICATIONS, 

COMMITTEE ON HOMELAND SECURITY, 

Jersey City, NJ. 

The subcommittee met, pursuant to notice, at 10 a.m., in Room 

202, Hepburn Hall, New Jersey City University, 2039 Kennedy 

Boulevard, Jersey City, New Jersey, Hon. Daniel M. Donovan, Jr. 

(Chairman of the subcommittee) presiding. 

Present: Representatives Donovan, Payne, and Watson Coleman. 

Mr. DONOVAN. The Committee on Homeland Security’s Subcommittee on Emergency Preparedness, Response, and Communications will come to order. 

The subcommittee is meeting today to examine surface transportation security. I appreciate the effort taken on behalf of all those 

involved to have this important field hearing. 

This is an official Congressional hearing, as opposed to a town 

hall meeting, and as such, we must abide by certain rules of the 

Committee on Homeland Security and the House of Representatives. I kindly wish to remind our guests today that demonstrations 

from the audience, including applause and verbal outbursts, as well 

as the use of signs or placards, are a violation of the rules of the 

House of Representatives. It is important that we respect the decorum and the rules of this committee. 

I now recognize myself for an opening statement. 

Thank you all for being here today. First, I would like to thank 

New Jersey City University for hosting us today, as well as Ranking Member Payne, who has focused a great deal on our shared priority of security for transportation. 

Now, especially with a threat environment that is the highest 

since 9/11, it is critically important to examine our region’s surface 

transportation security. We are here to learn how Federal partners, 

transit agencies, and first responders are working together to protect passengers from the type of hateful violence that hit Orlando 

last week. 

As that attack tragically reminded us, the threats from terrorism 

and their sympathizers—terrorists and their sympathizers, are not 

going away. They are evolving and increasing. Now, more than 

ever, Congress needs to do everything it can to assist stakeholders 

2 

in building and sustaining their capabilities to prevent, protect 

against, and, God forbid, respond to a terrorist attack. 

Today, stakeholders from State and local government, the private 

sector, and surface transportation networks are giving their time to 

share with us their perspectives on achieving our shared goal of 

protecting millions of regional commuters. We will look specifically 

at the preparedness and response capabilities of surface transportation systems in New York and New Jersey, one of the highest 

threat regions in the world. 

Surface transportation networks serve more than 10 billion riders annually. MTA alone moves more than 8.7 million residents on 

their subways, buses, and commuter rails each day. It is no surprise then that nearly 15 years after the tragedy in lower Manhattan, our transportation systems remain a top target for international terror organizations. 

This isn’t a new threat. We have seen the devastating impacts 

of an attack against transportation systems, most recently a bombing in a metro station in Brussels. Since 2002, authorities have 

thwarted 6 terrorist plots against mass transit systems in the 

United States. Alarmingly, 5 of those 6 plots were against systems 

serving the New York metropolitan region. 

As the threat grows, we need to ensure that surface transportation systems and first responders have the resources necessary to 

respond to acts of terrorism and other emergencies. That is why we 

convened this hearing today. We want to hear from the people here 

on the ground, not hundreds of miles away in Washington, about 

what is working and what is not. 

Back in April, this subcommittee held a very informative roundtable discussion along with the Subcommittee on Transportation 

Security regarding this issue. We heard from multiple transit agencies, many of whom are represented on our first panel today, about 

how they have collaborated with Federal partners like the Transportation Security Administration to secure their infrastructures. I 

hope we could build upon that discussion today. 

When I came to Congress and attended my first few hearings, I 

asked my staff what happens when these hearings are finished? 

Who uses this information that we have obtained, and how do we 

use it? 

I assure you that the information gathered today will help form 

the policies we enact to improve security for our region’s commuters. I am particularly interested in learning about how our witnesses use the Transit Security Grant Program and other Homeland Security grants, and if there are needs to change or enhance 

these programs that Congress should be addressing. 

Also I am interested in hearing more about how security personnel for mass transit systems coordinate with Federal Government and local first responders to ensure everyone is prepared to 

respond to incidents. How are our witnesses working together with 

other transit agencies to share threat information and best practices? 

I want to thank all of our witnesses for testifying today. We have 

two very distinguished panels before us, and I look forward to 

learning how they are protecting passengers and what we, as Congress, can do to help mitigate any gaps. 

3 

[The statement of Chairman Donovan follows:] 

STATEMENT OF CHAIRMAN DANIEL M. DONOVAN, JR. 

JUNE 21, 2016 

Thank you all for being here today. 

First, I’d like to thank the New Jersey City University for hosting us today, as 

well as Ranking Member Payne, who has focused a great deal on our shared priority 

of transportation security. 

Now especially, with a threat environment that’s the highest since 9/11, it’s critically important to examine our region’s surface transportation security. 

We’re here to learn how Federal partners, transit agencies, and first responders 

are working together to protect the passengers from the type of hate-filled violence 

that hit Orlando last week. 

As that attack tragically reminded us, the threats from terrorist organizations 

and their sympathizers are not going away. They’re evolving and increasing. 

Now more than ever, Congress needs to do everything it can to assist stakeholders 

in building and sustaining their capabilities to prevent, protect against, and—God 

forbid—respond to a terrorist attack. 

Today, stakeholders from State and local government, the private sector, and surface transportation networks are giving their time to share with us their perspectives on achieving our shared goal of protecting millions of regional commuters. 

We’ll look specifically at the preparedness and response capabilities of surface 

transportation systems in New York and New Jersey, one of the highest-threat regions in the world. 

Surface transportation networks serve more than 10 billion riders annually. MTA 

alone moves more than 8.7 million residents on their subways, buses, and commuter 

rail lines each day. 

It’s no surprise, then, that nearly 15 years after the tragedy in lower Manhattan, 

our transportation systems remain a top target for international terror organizations. 

This isn’t a new threat. We’ve seen the devastating impacts of an attack against 

transportation systems, most recently a bombing at a metro station in Brussels. 

Since 2002, authorities have thwarted 6 terrorist plots against mass transit systems 

in the United States. 

Alarmingly, 5 out of those 6 plots were against systems serving the New York 

metropolitan region. 

As the threat grows, we need to ensure that surface transportation systems and 

first responders have the resources needed to respond to acts of terrorism and other 

emergencies. 

That’s why we convened this hearing today. We wanted to hear from the people 

here on the ground—not hundreds of miles away in Washington—about what’s 

working and what’s not. 

Back in April, this subcommittee held a very informative roundtable discussion 

with the Subcommittee on Transportation Security regarding this issue. 

We heard from multiple transit agencies, many of whom are represented on our 

first panel today, about how they’re collaborating with Federal partners, like the 

Transportation Security Administration, to secure their infrastructure. 

I hope we can build upon that discussion today. 

You know, when I came to Congress and attended my first few hearings, I asked 

my staff: ‘‘What happens when these hearings are finished? Who uses this information and how?’’ 

I assure you that the information gathered today will help form the policies we 

enact to improve security for our region’s commuters. 

I’m particularly interested in learning more about how our witnesses use the 

Transit Security Grant Program and other Homeland Security grants, and if there 

are needed changes or enhancements to these programs that Congress should address. 

Also, I’m interested in hearing more about how security personnel for mass transit systems coordinate with the Federal Government and local first responders to 

ensure everyone is prepared to respond to incidents. 

And how are our witnesses working with other transit agencies to share threat 

information and best practices? 

I want to thank all of the witnesses for testifying today. We have two very distinguished panels before us and I look forward to learning how they’re protecting passengers and what we, as Congress, can do to help mitigate any gaps. 

4 

Mr. DONOVAN. The Chair now recognizes the Ranking Member of 

the subcommittee, Mr. Payne, for an opening statement he may 

have. 

Mr. PAYNE. Good morning. I would first like to thank Chairman 

Donovan, my neighbor from Staten Island, for agreeing to hold today’s hearing on securing surface transportation here in Jersey 

City. 

Our region is a National transportation hub with diverse assets, 

from rail to bus to ferries. Our transit operators, first responders, 

and workers are uniquely positioned to tell us what the Federal 

Government does well to keep our system secure and what it can 

do better. In light of the number of transportation systems running 

through this area, the people here are especially qualified to share 

perspectives on coordination among transit operators with emergency responders. 

Since I joined the Committee on Homeland Security in 2013, I 

have focused my efforts on making sure people are safe in the 

places they should be safe, whether it is in a school, at a nightclub, 

a sporting event, or on a train, or getting to work. Two years ago, 

I hosted a hearing in Newark on securing mass gatherings, using 

New Jersey’s impressive preparations for the 2014 Super Bowl as 

a case study. New Jersey had important best practices to share. 

I am proud that the rest of the country was able to benefit from 

New Jersey’s expertise in making a soft target safer. Nevertheless, 

there are still people, whatever their motivations, who want to exploit soft targets in our communities. The tragic events in Orlando 

are evidence of that, and let me again express my deepest condolences to the families and loved ones of the victims in Orlando. 

The terrorist attacks in Belgium earlier this year also underscore 

the threats to soft targets. On March 22, the world was devastated 

when terrorists carried out 3 coordinated attacks at transportation 

facilities in Brussels. 

As I was in Washington getting briefed on the attacks, I could 

not help but think of my district and my constituents. Every day, 

thousands of my constituents board trains to get to work or visit 

somewhere along the Northeast Corridor, whether it is New Jersey 

Transit, PATH, subway, or Amtrak. When I saw the footage of the 

devastation in Brussels, I could not help but ask myself how do we 

make sure nothing like that happens here, and how do we make 

sure that our first responders are prepared to respond if it does? 

Congress took important steps to prevent attacks on our surface 

transportation systems nearly 10 years ago when it passed the 

9/11 Act. It required the Transportation Security Administration to 

issue regulations to secure high-risk transit systems and improve 

training for front-line employees. 

I am troubled the TSA is almost a decade behind in issuing these 

regulations and want to know why they have been held up and 

when we can expect them. Additionally, I am interested to learn 

how TSA coordinates with transit operators to improve security in 

the absence of the required regulations. 

Today, we also have a distinguished panel of emergency responders who have spent well over a decade building robust capabilities 

to respond to full-spectrum—the full spectrum of events, from manmade and natural disasters to mass transit disasters. The 9/11 atVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00008 Fmt 6633 Sfmt 6602 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
5 

tacks revealed significant gaps in the National response capabilities and the need for improved coordination among first responders 

and local stakeholders. 

The remarkable progress this region has made is due in large 

part to the significant—to the significant Federal Homeland Security grant funding. Today, we will have an opportunity to learn 

how grant investments have made us safer and what more the Federal Government needs to do. 

Once again, I would like to thank Chairman Donovan for holding 

today’s hearing in Jersey City. I would also like to thank my New 

Jersey colleague, Congresswoman Bonnie Watson Coleman, for participating. 

Finally, I would like to thank the New Jersey City University for 

hosting today’s field hearing, and I look forward to the witnesses’ 

testimony, and I thank them for being here. 

With that, Mr. Chair, I yield back. 

[The statement of Ranking Member Payne follows:] 

STATEMENT OF RANKING MEMBER DONALD M. PAYNE, JR. 

JUNE 21, 2016 

Our region is a National transportation hub with diverse assets—from rail, to bus, 

to ferries. 

And our transit operators, first responders, and workers are uniquely positioned 

to tell us what the Federal Government does well to keep our systems secure and 

what it can do better. 

In light of the number of transportation systems running through this area, people here are especially qualified to share perspectives on coordination among transit 

operators and with emergency responders. 

Since I joined the Committee on Homeland Security in 2013, I have focused my 

efforts on making sure people are safe in the places they should be safe—whether 

it is at a school, a night club, a sporting event, or on a train, getting to work. 

Two years ago, I hosted a hearing in Newark on securing mass gatherings, using 

New Jersey’s impressive preparations for the 2014 Super Bowl as a case study. 

New Jersey had important best practices to share. 

I am proud that the rest of the country was able to benefit from New Jersey’s 

expertise in making a ‘‘soft target’’ safer. 

Nevertheless, there are still people—whatever their motivations—who want to exploit soft targets in our communities. 

The tragic events in Orlando are evidence of that. I, again, want to express my 

deepest condolences to the families and loved ones of the victims. 

The terrorist attacks in Belgium earlier this year also underscore the threats to 

soft targets. 

On March 22, the world was devastated when terrorists carried out three coordinated attacks at transportation facilities in Brussels. 

As I was in Washington getting briefed on the attacks, I couldn’t help but think 

of my district, and my constituents. 

Every day, thousands of my constituents board trains to get to work or visit somewhere along the Northeast Corridor, whether it’s Jersey Transit, PATH, the subway, 

or Amtrak. 

When I saw footage of the devastation in Brussels, I couldn’t help but ask myself, 

‘‘How do we make sure nothing like that happens here?’’ and ‘‘How do we make sure 

that our first responders are prepared to respond if it does?’’ 

Congress took important steps to prevent attacks on our surface transportation 

systems nearly 10 years ago when it passed the 9/11 Act. 

It required the Transportation Security Administration to issue regulations to secure high-risk transit systems and improve training for front-line employees. 

I am troubled that TSA is almost a decade behind in issuing these regulations, 

and want to know why they have been held up and when we can expect them. 

Additionally, I am interested to learn how TSA coordinates with transit operators 

to improve security in the absence of the required regulations. 

6 

Today, we also have a distinguished panel of emergency responders who have 

spent well over a decade building robust capabilities to respond to the full spectrum 

of events—from manmade and natural disasters to mass transit incidents. 

The 9/11 attacks revealed significant gaps in National response capabilities and 

the need for improved coordination among first responders and local stakeholders. 

The remarkable progress this region has made is due, in large part, to significant 

Federal homeland security grant funding. 

Today, we will have the opportunity to learn how grant investments have made 

us safer, and what more the Federal Government needs to do. 

Mr. DONOVAN. Thank you, Mr. Payne. 

We are pleased to have two panels of very distinguished witnesses before us today on this important topic. I will now introduce 

our first panel. 

Ms. Sonya Proctor serves as the director for the Transportation 

Security Administration’s Surface Division, where she is responsible for developing risk-based security policies in conjunction with 

stakeholders in surface transportation modes. Prior to joining TSA, 

Ms. Proctor served as chief of the Amtrak Police Department and 

served 25 years on the Washington, DC, Metropolitan Police Department. 

Welcome. 

Ms. PROCTOR. Thank you. 

Mr. DONOVAN. Mr. Thomas Belfiore serves as the chief security 

officer for the Port Authority of New York and New Jersey, a position he has held since 2015. Prior to joining the Port Authority in 

2012, Mr. Belfiore held several positions in law enforcement as well 

as security management, including director of security operations 

for Major League Baseball. 

Mr. Raymond Diaz serves as the director of security for the Metropolitan Transportation Authority. In this capacity, he oversees 

the overall security of the MTA, including the coordination of 

MTA’s security efforts with Federal, State, and local law enforcement. Prior to joining the MTA, Mr. Diaz was a member of the 

New York City Police Department for 41 years and retired in 2011 

as the chief of the Transit Bureau. 

Welcome, Chief. 

Mr. Christopher Trucillo serves as the chief of New Jersey Transit, a position he has held since 2010. Prior to joining New Jersey 

Transit, Chief Trucillo served as the director of public safety for 

John Jay College of Criminal Justice and spent more than 20 years 

in the Port Authority Police Department, where he served as chief 

of department. 

Welcome, Chief. 

Chief TRUCILLO. Thank you. 

Mr. DONOVAN. Mr. Martin Conway serves as the deputy chief of 

the Amtrak Police Department, a position he has held since August 

2014. Prior to joining Amtrak, Chief Conway served on the New 

York City Police Department for 26 years. While with the New 

York City Police Department, he served as an inspector in the 

Counterterrorism Division responsible for coordinating counterterrorism measures within the New York subway system. 

The witnesses’ full written testimony will appear in the record. 

The Chair now recognizes Ms. Proctor for 5 minutes to testify. 

7 

STATEMENT OF SONYA PROCTOR, DIRECTOR, SURFACE DIVISION, OFFICE OF SECURITY POLICY AND INDUSTRY ENGAGEMENT, TRANSPORTATION SECURITY ADMINISTRATION 

Ms. PROCTOR. Thank you, Mr. Chairman, and good morning. 

Good morning, Chairman Donovan, Ranking Member Payne, and 

Representative Watson Coleman. I truly appreciate the opportunity 

to appear before you today to discuss the Transportation Security 

Administration’s role in transportation security. 

The transportation security network is immense, consisting of 

mass transit systems, passenger and freight railroads, highways, 

motor carrier operators, pipelines, and maritime facilities. The New 

York Metropolitan Transportation Authority, New York MTA, 

alone transports over 11 million passengers daily and represents 

just one of more than 6,800 U.S. public transit agencies for which 

TSA has oversight, ranging from very small bus-only systems in 

rural areas to very large multi-modal systems like the one in the 

New York MTA urban areas. 

More than 500 individual freight railroads operate on nearly 

140,000 miles of track, carrying essential goods. Eight million 

large-capacity commercial trucks and almost 4,000 commercial bus 

companies travel on the 4 million miles of roadway in the United 

States. 

Surface transportation operators carry approximately 750 million 

intercity bus passengers and provide 10 billion passenger trips on 

mass transit each year. The pipeline industry consists of more than 

2.5 million miles of pipelines owned and operated by approximately 

3,000 private companies, which transport natural gas, refined petroleum products, and other commercial products throughout the 

United States. 

These thousands of miles of transportation systems and millions 

of traveling people remain a target for terrorist activity, as evidenced by the recent attacks on mass transit and passenger rail 

carriers in France and Belgium. These attacks underscore the importance of building upon our surface transportation successes 

through stakeholder communication, coordination, and collaboration. 

Securing such a vast surface transportation network requires a 

group effort. TSA’s role is focused on security program oversight, 

while the direct responsibility to secure surface-specific transportation systems falls primarily on the system owners and operators. 

TSA works with State, local, and industry partners to assess risk, 

reduce vulnerabilities, and improve security through collaborative 

efforts. 

Collaboration between TSA and industry occurs through daily 

interaction and engagement, as well as through formal structures, 

including the DHS-led Critical Infrastructure Partnership Advisory 

Council framework, sector coordinating councils, and other industry-centric organizations, such as the Mass Transit Policing and Security Peer Advisory Group. 

TSA, security agencies, industry associations, and the corporate 

leadership of industry and municipal operator stakeholders jointly 

pursue policies to secure surface systems, including implementation of exercises and training, physical and cyber protective measures, and operational deterrence activities. Working with our partVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00011 Fmt 6633 Sfmt 6602 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
8 

ners, we develop resources for security training and exercises, such 

as TSA-produced training. 

For example, our Intermodal Security Training and Exercise Program, it is called I–STEP, helps surface entities test and evaluate 

their security plans and their ability to respond to threats along 

with other first responders. We also have the TSA First Observer 

Program, which trains highway professionals to observe, assess, 

and report potential security and terrorism incidents. 

TSA coordinates with Amtrak and New York MTA to support rail 

safe operations in which Amtrak police and law enforcement officers from Federal, State, local rail and transit agencies deploy at 

passenger rail and transit stations and along the railroad rightsof-way to exercise counterterrorism and incident response capabilities. The coordinated effort involves activities such as heightened 

station and right-of-way patrols, increased security presence onboard trains, explosives detection canine sweeps, random passenger 

bag inspections, and counter-surveillance. 

TSA also plays a role in surface transportation security through 

regulatory compliance inspections and voluntary assessments. We 

conduct thousands of inspections of freight railroads each year on 

rail cars carrying rail security sensitive materials as well as assessments on the 100 largest transit and passenger railroad systems, 

which account for over 95 percent of all users of public transportation. Results of these assessments translate into resource allocation decisions to ensure that the higher-risk entities with the greatest need receive priority consideration for available resources. 

TSA remains dedicated to securing the Nation’s surface transportation network from terrorist activities and attacks through close 

collaboration with our State, local, and industry partners. Moving 

forward, our goal working with our industry is to continually improve surface transportation security through the development and 

implementation of intelligence-driven, risk-based policies and 

plans. 

We thank you very much this morning for the opportunity to discuss these important issues and appreciate the committee’s support 

of TSA’s goals. 

Thank you. 

[The prepared statement of Ms. Proctor follows:] 

PREPARED STATEMENT OF SONYA PROCTOR

JUNE 21, 2016 

Good morning, Chairman Donovan, Ranking Member Payne, and distinguished 

Members of the subcommittee. I appreciate the opportunity to appear before you 

today to discuss the Transportation Security Administration’s (TSA) role in surface 

transportation security. 

The surface transportation network is immense, consisting of mass transit systems, passenger and freight railroads, highways, motor carrier operators, pipelines, 

and maritime facilities. The New York Metropolitan Transportation Authority (NY 

MTA) alone transports over 11 million passengers daily—and represents just one of 

the more than 6,800 U.S. public transit agencies for which TSA has oversight, ranging from very small bus-only systems in rural areas to very large multi-modal systems like the NY MTA in urban areas. More than 500 individual freight railroads 

operate on nearly 140,000 miles of track carrying essential goods. Eight million 

large capacity commercial trucks and almost 4,000 commercial bus companies travel 

on the 4 million miles of roadway in the United States and on more than 600,000 

highway bridges over 20 feet in length and through 350 tunnels greater than 300 

feet in length. Surface transportation operators carry approximately 750 million 

9 

intercity bus passengers and provide 10 billion passenger trips on mass transit each 

year. The pipeline industry consists of approximately 3,000 private companies, 

which own and operate more than 2.5 million miles of pipelines transporting natural 

gas, refined petroleum products, and other commercial products that are critical to 

the economy and the security of the United States. Securing such large surface 

transportation systems in a society that depends upon the free movement of people 

and commerce is a complex undertaking that requires extensive collaboration with 

surface transportation operators. 

Recent terror attacks on mass transit and passenger rail carriers in France and 

Belgium remind us of the need to remain vigilant. While there is no known specific, 

credible terrorist threat to the U.S. passenger rail system at this time, the August 

2015 incident in Paris and the March 2016 attacks in Brussels underscore the need 

to continue to build upon our surface transportation successes through stakeholder 

communication, coordination, and collaboration. Surface transportation passenger 

systems are, by nature, open systems. In the face of a decentralized, diffuse, complex, and evolving terrorist threat, TSA responds by employing cooperative and collaborative relationships with key stakeholders to develop best practices, share information, and execute security measures to strengthen and enhance the security of 

surface transportation networks. 

Unlike the aviation mode of transportation, direct responsibility to secure surface 

transportation systems falls primarily on the system owners and operators. TSA’s 

role in surface transportation security is focused on security program oversight, system assessments, voluntary operator compliance with industry standards, collaborative law enforcement and security operations, and regulations. Security and emergency response planning is not new to our surface stakeholders; they have been 

working under Department of Transportation (DOT) and U.S. Coast Guard (USCG) 

programs and regulations for many years. Although DOT’s regulations relate primarily to safety, many safety activities and programs also benefit security and help 

to reduce risk. In the surface environment, TSA has built upon these standards to 

improve security programs with minimal regulations. 

TSA’s spending on surface transportation realizes a massive return on its budgetary investment. TSA’s resources and personnel directly support on-going security 

programs by committed security partners who, in turn, spend millions of their own 

funds to secure critical infrastructure, provide uniformed law enforcement and specialty security teams, and conduct operational activities and deterrence efforts. We 

have invested our resources to help security partners identify vulnerabilities and 

risk in their agencies. Surface transportation entities know their facilities and their 

operational challenges, and with their knowledge and our assistance, they are able 

to direct accurately their own resources in addition to the hundreds of millions of 

dollars in Federal security grant funding to reduce the risk of a terrorist attack. 

FEDERAL, STATE, LOCAL, AND PRIVATE COORDINATION

Securing the vast surface transportation network requires a group effort. TSA 

oversees the development and implementation of risk-based security initiatives for 

surface transportation in coordination with our security partners. 

TSA, on behalf of the Department of Homeland Security (DHS), is a co-Sector-Specific Agency alongside DOT and USCG for the transportation sector. DOT and TSA 

work together to integrate safety and security priorities. As part of the DHS-led 

Critical Infrastructure Partnership Advisory Council (CIPAC) framework, TSA, 

DOT, and the USCG co-chair Government Coordinating Councils to facilitate information sharing and coordinate on activities including security assessments, training, and exercises. Additionally, TSA leverages its core competencies in 

credentialing, explosives detection, and intermodal security to support the USCG as 

lead agency for maritime security. 

TSA works with State, local, and industry partners to assess risk, reduce 

vulnerabilities, and improve security through collaborative efforts. Collaboration between TSA and industry occurs through daily interaction and engagement, as well 

as through formal structures including the DHS-led CIPAC framework, Sector Coordinating Councils, and other industry-centric organizations such as the Mass 

Transit Policing and Security Peer Advisory Group. TSA, security agencies, and the 

corporate leadership of industry and municipal operator stakeholders jointly pursue 

policies to secure surface systems, including implementation of exercises and training, physical and cyber hardening measures, and operational deterrence activities. 

REGIONAL ALLIANCE INCLUDING LOCAL, STATE, AND FEDERAL EFFORTS (RAILSAFE)

TSA coordinates with Amtrak and NY MTA to support RAILSAFE operations, in 

which Amtrak police and law enforcement officers from Federal, State, local, rail, 

10 

and transit agencies deploy at passenger rail and transit stations and along the railroad rights-of-way to exercise counterterrorism and incident-response capabilities. 

This coordinated effort involves activities such as heightened station and right-ofway patrols, increased security presence on-board trains, explosives detection canine 

sweeps, random passenger bag inspections, and counter-surveillance. RAILSAFE operations are conducted several times a year to deter terrorist activity through unpredictable security activities. On average, more than 40 States and Canada, and 

over 200 agencies participate in RAILSAFE operations. The most recent RAILSAFE 

operation was conducted on May 26, 2016, with more than 1,400 officers across 205 

agencies representing 42 States and Canada participating. 

EXERCISES AND TRAINING

TSA has developed multiple training and exercise programs to assist industry operators in directing their resources and efforts towards effectively reducing risk. 

With the support of Congress, TSA developed the Intermodal Security Training and 

Exercise Program (I–STEP). TSA facilitates I–STEP exercises across all surface 

modes to help transportation entities test and evaluate their security plans, including prevention and preparedness capabilities, ability to respond to threats, and cooperation with first responders from other entities. TSA uses a risk-informed process to select the entities that receive I–STEP exercises and updates I–STEP scenarios as new threats emerge to ensure industry partners are prepared to exercise 

the most appropriate countermeasures. Since fiscal year 2008, TSA has conducted 

over 105 I–STEP exercises throughout 40 High-Threat Urban Areas (HTUAs), including 8 conducted so far this fiscal year, such as motorcoach exercises in Los Angeles, CA and Myrtle Beach, SC; mass transit exercises in Houston and San Antonio, TX; and maritime exercises in New York City and Washington, DC. Additionally, TSA conducted an I–STEP exercise in Philadelphia in August 2015 to help that 

region prepare for the Papal visit. 

In fiscal year 2015, TSA developed and began utilizing the Exercise Information 

System (EXIS) tool, which examines a surface transportation operator’s implementation of security measures in the areas of prevention, protection, mitigation, response, and recovery. EXIS helps transportation operators identify areas of strength 

in an operator’s security program, as well as those areas that need attention where 

they can then focus or redirect resources, such as security grant funding. TSA also 

is able to provide operators with several resources that can improve capability in 

areas such as training, public awareness campaigns, and best practices that other 

systems have implemented to address security concerns. Since program inception, 

TSA has facilitated 16 EXIS exercises with stakeholders in HTUAs. 

TSA disseminates training materials and information to stakeholders through 

several avenues. Through the Security Measures And Resources Toolbox 

(SMARToolbox) and other security and public awareness training materials, TSA 

provides surface transportation professionals relevant insights into security practices used by peers throughout the industry and mode-specific recommendations for 

enhancing an entity’s security posture. TSA developed the Surface Compliance Analysis Network (SCAN) to analyze daily incidents reported to the Transportation Security Operations Center to identify security-related trends or patterns. TSA disseminates SCAN trend reports to affected entities, as well as to the broader industry for situational awareness. SCAN reports have been able to identify incidents 

that when taken individually may not seem to be an issue or threat, but when compiled over time and analyzed locally, regionally, and Nationally, present activities 

that may be pre-operational activity aimed at detecting the response methods and/ 

or capabilities of surface transportation systems. The number of similar incidents 

reported in relatively short periods of time may indicate the intent of a perpetrator 

to disrupt operations and potentially cause damage and injuries. These SCAN trend 

reports provide insight into those potential threats and operations. 

TSA’s First ObserverTM security domain awareness program delivers web-based 

training to surface transportation professionals, encouraging front-line workers to 

‘‘Observe, Assess, and Report’’ suspicious activities. Approximately 100,000 individuals have been trained on the First ObserverTM Program. Operators have credited 

First ObserverTM Program training in their ability to disrupt a potential Greyhound 

bus hijacking situation in February 2011. Also in February 2011, a concerned Conway employee followed principles he received from the Program’s training to alert 

authorities about inconsistencies regarding chemicals shipped and their intended 

use, which led to the arrest of an individual who was then charged with attempting 

to bomb nuclear power plants and dams along the West Coast. The investigation 

also revealed that the subject was planning to target the home of former President 

George W. Bush as well. 

11 

TSA strongly encourages the use of the If You See Something, Say SomethingTM

public awareness campaign—which the NY MTA created using DHS security grant 

funding—to make the traveling public the ‘‘eyes and ears’’ of the transportation systems. Similarly, TSA’s Not On My Watch program is directed at the surface transportation community and designed to make employees of surface transportation systems part of awareness programs intended to safeguard National transportation systems against terrorism and other threats. TSA also works with industry to identify 

emerging security training needs, develop new training modules, and refresh existing training. 

In September 2014, TSA began a program to provide senior-level industry transportation security officials with a detailed exposure to TSA’s surface security programs and policies. Once a quarter, a senior executive from a surface transportation 

operator or entity is invited to spend 4 to 6 weeks at TSA to gain first-hand experience in TSA’s counterterrorism and risk reduction efforts and foster beneficial relationships among TSA and industry stakeholders. Participants in the program have 

included Amtrak, the Washington Metropolitan Area Transit Authority, NY MTA, 

and the Bay Area Rapid Transit District. Executives from these agencies were given 

a broad exposure to TSA operations in the surface and aviation modes, and left with 

a better appreciation for the scope and breadth of the services TSA provides for all 

modes of transportation. The program also allows TSA to use the senior executives 

as sounding boards for potential security programs and policies, to ensure that our 

initiatives not only address their greatest security concerns, but are feasible from 

an operational perspective at the local levels of transportation. 

SECTOR-SPECIFIC PROGRAMS, ASSESSMENTS, AND INSPECTIONS

TSA performs regulatory inspections on railroad operations, and voluntary assessments of systems and operations within all of the surface transportation modes to 

ensure operator compliance with security regulations and adoption of voluntary security practices. TSA deploys 260 Transportation Security Inspectors for Surface 

(TSI–S) to assess and inspect the security posture of surface transportation entities. 

TSA and its partners in the freight rail industry have significantly reduced the 

vulnerability of rail security-sensitive materials, including Toxic Inhalation Hazard 

(TIH) materials, transported through populous areas by reducing urban dwell time. 

The National rate of regulatory compliance rate is above 99%. 

In 2006, TSA established the Baseline Assessment for Security Enhancement 

(BASE) program, through which TSA Inspectors conduct a thorough security program assessment of mass transit and passenger rail agencies as well as over-theroad bus operators. These inspectors help local transit systems develop a ‘‘path forward’’ to remediate vulnerabilities identified in the vulnerability assessments, and 

identify resources that TSA or other areas of the Federal Government can provide 

to help transit systems raise their security baseline. The results of these assessments are analyzed to influence TSA policy and development of voluntary guidelines 

to ensure that our voluntary policies and programs are addressing the most critical 

vulnerabilities from a security perspective. TSA performs these voluntary BASE assessments with emphasis on the 100 largest mass transit and passenger railroad 

systems measured by passenger volume, which account for over 95 percent of all 

users of public transportation. TSA has conducted over 430 assessments on mass 

transit and passenger rail systems since 2006. In fiscal year 2015, TSA Inspectors 

completed 117 BASE assessments on mass transit and passenger rail agencies, of 

which 13 resulted in Gold Standard Awards for those entities achieving overall security program management excellence. In 2012, TSA expanded the BASE program 

to the highway and motor carrier mode and has since conducted over 400 reviews 

of highway and motor carrier operators, with 98 reviews conducted in fiscal year 

2015. On average, approximately 150 reviews are conducted on mass transit and 

highway and motor carrier operators each year, with numerous reviews in various 

stages of completion for fiscal year 2016. 

TSA also regularly engages transit and passenger rail partners through the Transit Policing and Security Peer Advisory Group (PAG), which represents 26 of the 

largest public transportation systems in the United States, Canada, and the United 

Kingdom, and through regular monthly and as-needed industry-wide informationsharing calls, such as calls conducted after the attacks in Paris and Brussels. Our 

participation in forums such as the annual Mass Transit and Passenger Rail Security and Emergency Management Roundtable, and our continuing work with the 

PAG enable us to understand the security needs of our domestic and international 

security partners to collaboratively develop programs and resources to meet critical 

needs. Through the PAG and the Roundtables, we have restructured how security 

grant funds are awarded to high-risk transportation entities, ensuring that the 

12 

funding priorities address the current threat and risks that our surface transportation operators face. We also developed a list of Nationally critical infrastructure 

assets in order to better direct Federal and local resources to implement security 

measures to protect those assets. Since fiscal year 2006, over $565 million in Transit 

Security Grant Program funding has been awarded for security projects specifically 

to harden these critical assets. We have also been able to enhance and refine the 

ways and time frames in which we share threat and intelligence information, 

through mechanisms such as Security Awareness Messages, and regular and asneeded industry information sharing and intelligence conference calls. TSA also 

hosts Classified briefings for cleared industry stakeholders when warranted. 

TSA has established a productive public-private partnership with the pipeline industry to secure the transport of natural gas, petroleum, and other products. TSA 

conducts both physical and corporate security reviews (CSR) within the pipeline sector, with over 400 physical security reviews of critical facilities of the highest-risk 

pipeline systems completed since 2008 and over 140 corporate security reviews of 

high-risk systems since 2002. TSA completed 6 CSRs in fiscal year 2015; 4 have 

been completed in fiscal year 2016 with an additional 4 scheduled for completion 

by the end of the fiscal year. The Implementing Recommendations of the 9/11 Commission Act of 2007 (Public Law 110–53) required TSA to develop and implement 

a plan for inspecting the critical facilities of the top 100 pipeline systems in the Nation. TSA conducted these required inspections between 2008 and 2011 through the 

Critical Facility Inspection program and is now focused on regular recurring reviews 

through TSA’s Critical Facility Security Review (CFSR) program. TSA completed 46 

CFSRs in fiscal year 2015; 21 have been completed in fiscal year 2016 with 16 more 

expected to be completed by the end of the fiscal year. 

TSA has developed pipeline security guidance with the assistance of pipeline system owners and operators, pipeline industry trade association representatives, and 

Government partners. Wide-spread implementation of this guidance by the pipeline 

industry has enhanced critical infrastructure security throughout the country. TSA 

is currently working with stakeholders to update these guidelines. There has been 

an increase in the quality of the company corporate security programs reviewed during CSRs, as the guidance has served as a template for establishing a corporate security program including a Corporate Security Plan. For pipeline critical facilities 

reviewed during CFSRs, there has been an increase in the number of facilities conducting security drills and exercises, an increase in coordination with local law enforcement agencies, and an increase in the number of facilities conducting security 

vulnerability assessments, all of which are recommended practices in the Guidelines. 

SECURING SURFACE THROUGH GRANTS

TSA provides the Federal Emergency Management Agency (FEMA) with subjectmatter expertise to assist in the development of the Notice of Funding Opportunities 

for the Transit Security Grant Program. These FEMA grants support surface transportation risk mitigation by applying Federal funding to critical security projects 

with the greatest security effects. Between fiscal years 2006 and 2015, over $2.3 billion in Transit Security Grant funding was awarded to freight railroad carriers and 

operators, over-the-road bus operators, the trucking community, and public mass 

transit owners and operators, including Amtrak, and their dedicated law enforcement providers. One-hundred million dollars was appropriated in fiscal year 2016 

for mass transit, passenger rail, and motor coach security grants, which are currently in the application process. Applications were due April 25, 2016, and DHS 

expects to announce final award allocations on June 29, 2016. 

TSA reviews the grant program framework and makes recommendations to 

FEMA, ensuring funding priorities are based on identified or potential threats and 

vulnerabilities identified through TSA assessment programs such as the BASE program, together with consideration of potential consequences. For instance, in 2007, 

TSA’s review of the industry scores in the training category of the BASE assessments indicated a potential vulnerability, and TSA addressed the vulnerability by 

modifying the Transit Security Grant Program (TSGP) to prioritize front-line employee training. In fiscal year 2011, TSA’s review of BASE scores and discussions 

with industry revealed that vulnerabilities at Nationally critical infrastructure assets were not being addressed as quickly as they could be. TSA worked with FEMA 

to overhaul the TSGP framework to prioritize these assets (‘‘Top Transit Asset List’’) 

for funding through a wholly competitive process. As a result over $565 million has 

been awarded to protect these assets, resulting in over 80% of them being considered secure from a preventative standpoint. 

13 

As a result of information gained from TSA activities, DHS is able to direct grant 

funds to activities that have the highest efficacy in reducing the greatest risk, such 

as critical infrastructure vulnerability remediation, equipment purchases, anti-terrorism teams, mobile screening teams, explosives detection canine teams, training, 

drills and exercises, and public awareness campaigns. For example, the NY MTA 

has received $17 million in public awareness funding that helped create the If You 

See Something, Say SomethingTM campaign, which was credited with preventing a potential terrorist event in Times Square in New York City. Over $276 million in 

grant funds have been used to hire over 520 specialty transit law enforcement officers in the forms of K–9 teams, mobile explosives detection screening teams, and 

anti-terrorism teams. Transit systems in major cities including New York City, 

Washington, DC, Chicago, and Los Angeles use these grant-funded teams and patrols not only to conduct regular operations, but also to provide extra local security 

and deterrence in response to attacks across the world, including the recent attack 

in Brussels. 

CYBERSECURITY

TSA supports DHS cybersecurity efforts based on the National Institute of Standards and Technology cybersecurity framework, including within surface modes. The 

cybersecurity framework is designed to provide a foundation industry can implement to sustain robust cybersecurity programs, and TSA shares information and resources with industry to support adoption of the framework. TSA also provides a 

cybersecurity toolkit designed to offer the surface transportation industry an array 

of available no-cost resources, recommendations, and practices. Additionally, within 

the pipeline sector, TSA is coordinating a voluntary cyber-assessment program with 

the Federal Energy Regulatory Commission to conduct cybersecurity assessments of 

pipeline entities. TSA works closely with the pipeline industry to identify and reduce cybersecurity vulnerabilities, including through Classified briefings to increase 

awareness of the threat. TSA’s efforts in cybersecurity are critical to securing surface transportation modes from cyber intrusions. 

IMPLEMENTING RECOMMENDATIONS OF THE 9/11 COMMISSION ACT OF 2007

TSA has worked diligently to implement the requirements of the Implementing 

Recommendations of the 9/11 Commission Act of 2007 (Public Law 110–53). Under 

Administrator Neffenger’s leadership, TSA has prioritized the few remaining outstanding requirements of the Act. These mandates include the issuance of regulations relating to security training (Sections 1408, 1517, and 1534) and security planning and vulnerability assessments (Sections 1405, 1512, 1531), as well as establishment of a program to complete name-based background and immigration checks for 

public transportation and railroad employees (Sections 1411 and 1520). TSA is making significant progress on all of these rulemakings, among others, and continues 

to dedicate substantial time and resources towards this effort. TSA will continue its 

prioritization of these rules notwithstanding the complexity and time-consuming nature of the rulemaking process. 

CONCLUSION

TSA is dedicated to securing the Nation’s transportation systems from terrorist 

activities and attacks. Through its voluntary programs and minimal regulations, 

TSA mitigates security challenges faced by an open-by-nature surface transportation 

system in collaboration with our industry and Government partners. We are focused 

on improving surface transportation security through the development and implementation of intelligence-driven, risk-based policies and plans, and we appreciate 

the committee’s support of TSA’s goals. Thank you for the opportunity to discuss 

these important issues. 

Mr. DONOVAN. Thank you, Ms. Proctor. 

The Chair now recognizes Mr. Belfiore for 5 minutes of testimony. Welcome, sir. 

STATEMENT OF THOMAS BELFIORE, CHIEF SECURITY OFFICER, THE PORT AUTHORITY OF NEW YORK AND NEW JERSEY 

Mr. BELFIORE. Thank you, Mr. Chairman. 

Good morning, Members of the subcommittee. My name is Tom 

Belfiore, and I am the chief security officer for the Port Authority 

14 

of New York and New Jersey. I thank you for providing the opportunity to speak about this critically important topic. 

The Port Authority of New York and New Jersey conceives, 

builds, and operates infrastructure that is critical to the New York/ 

New Jersey region’s transportation and trade network. As you well 

know, the assets we protect include 6 airports, including JFK, 

Newark, and LaGuardia; 2 tunnels; 4 bridges—3 of them in Staten 

Island—and the George Washington Bridge, the busiest bridge in 

the world; the Port Authority bus terminal in Manhattan, the busiest bus terminal in America; the PATH rail system; the Ports of 

New York and New Jersey; and of course, the World Trade Center 

complex. 

Brussels, Paris, and Orlando prove to us that we must now, more 

than ever, be prepared to address the ever-growing, ever-evolving, 

and more lethal threats. To do so, we employ a multi-layered security approach to protect our critical infrastructure and those who 

depend on them. 

The layers in the methodology include intelligence-led policing, 

measuring risk through a layered assessment process, police prevention and interdiction methods, operation security measures and 

the use of contract security resources, the deployment of available 

and developing technologies, engineered-hardened solutions. 

We have our own Office of Emergency Management. We depend 

on Federal, State, and regional partnerships like those we have 

with my esteemed colleagues at the table today. We measure effectiveness, we audit effectiveness, and we revise it. 

This multi-layered security approach is applied to all of our facilities. But for today, we will talk about PATH, a rail system that 

has 13 stations and 26 miles of track. On any given business day, 

the system will carry 265,000 passengers. 

Our policing strategy is intelligence led, as the Port Authority 

Police Department has a presence in 28 Federal, State, and local 

law enforcement task forces that most notably include the FBI’s 

Joint Terrorism Task Force in both the States of New York and 

New Jersey. We are confident that we are connected to receive important and actionable intelligence and information. 

Our PAPD is a highly competent, professional, and well-trained 

police agency that has police commands assigned around the clock 

at Port Authority critical infrastructure. Our policing methods, of 

course, include routine patrols, high-visibility Emergency Service 

Unit deployment, the deployment of dedicated counterterrorism 

teams, as well as the assignment of explosive detection canines and 

radiation detection capabilities. 

It is important to note that police staffing at the PATH command 

has increased by 45 percent since 2002. Our police presence is supplemented by an unarmed contract security guard force at PATH 

of over 100 security officers who are trained in behavioral recognition techniques and counterterrorism awareness. These security officers are posted at critical locations throughout the system and 

also staff a 24/7 security operations center. 

In addition to these human assets, we have made significant investments in our capital security projects, as directed by our periodic program of risk assessments that inform our investments that 

further strengthen our facilities. Since 2001, the Port Authority has 

15 

spent over $1.2 billion in hardening its critical infrastructure, and 

for the coming years, we plan to spend nearly another $1 billion 

to protect these assets. The Federal grant money that this delegation and others have made is vital to that effort. 

For the PATH system, specific measures have been taken to 

harden and protect the system from a variety of man-made and 

natural hazards that include infrastructure strengthening that 

make PATH tunnels more resilient to man-made threats. The use 

of technology is paramount to our protection scheme. 

In addition to over 800 CCTV cameras, the Port Authority has 

invested in a robust card access control system at PATH, intrusion 

detection systems that protect tunnel entrances, detection devices 

that help protect against chemical, biological, and radiological 

threats. We have enhanced the PATH radio communication system 

to allow for interoperable and intraoperable communications for 

PAPD and our mutual aid partners such as NYPD, FDNY, and 

New Jersey first responders that are so important to our response 

to emergencies at our facilities. 

The Port Authority has its own Office of Emergency Management 

that is very important to this multi-layered protection approach. 

They lead our agency-wide business continuity program. They manage and administer agency-wide security grant programs. 

Another very important role for OEM is to plan and execute 

agency-wide training and full-scale exercises. These remarkable 

training programs involve both agency personnel and our regional 

first responders. To date, over 27,000 Port Authority staff and regional first responders have been trained on such topics as incident 

command, active shooter, PATH rail emergencies, terror attacks, 

and other hazards. 

In order to maintain a prepared, unified, and accountable security operation, we regularly measure, audit, and inspect programs 

and systems. These internal auditing programs allow us to 

proactively identify and mitigate issues and concerns before our adversaries can exploit them. 

Further, in an effort to ensure independent third-party review, 

the Port Authority participates in Department of Homeland Security SAFETY Act program. In 2001, PATH received SAFETY Act 

designation for the protective system that is in place to protect 

PATH underwater tunnels. 

The Port Authority also participates in the TSA Baseline Assessment and Security Enhancement Program. In 2015, the TSA 

awarded the PATH security program the gold standard for best 

practices in rail security. We are exceedingly proud of that achievement. 

How the Federal Government can help. First and foremost, I 

thank, Chairman, this delegation for your advocacy for all of the 

efforts that the Port Authority tries to put forward. We keep security as a top priority. A critical resource is the Federal grant funding program. A large source of our funding comes from the Transit 

Security Grant Program. 

In 2016, a maximum amount of funding through this program 

was set at $87 million Nation-wide, an increase, if possible, of that 

funding could allow transit operators to pursue larger capital and 

operational security projects. Additionally, an increase in the peVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00019 Fmt 6633 Sfmt 6602 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
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riod of performance from 3 to 5 years would allow us to plan larger-scale and more effective security capital projects. 

Additionally and last, perhaps DHS science and technology could 

publish a guide for review by decision makers relative to the investment and purchase of proven technologies that will better aid 

in the protection of transportation assets. 

In closing, I would like to thank the Members of this subcommittee and our Congressional delegation for their continuing 

support that allows us to better serve our employees, customers, 

and better protect our regional critical transportation infrastructure and those that rely on them. 

Thank you so much. 

[The prepared statement of Mr. Belfiore follows:] 

PREPARED STATEMENT OF THOMAS BELFIORE

JUNE 21, 2016 

ABOUT THE PORT AUTHORITY

The Port Authority of New York & New Jersey conceives, builds, operates, and 

maintains infrastructure critical to the New York/New Jersey region’s transportation and trade network. These facilities include America’s busiest airport system, 

including: John F. Kennedy International, LaGuardia, and Newark Liberty International airports, marine terminals and ports, the PATH rail transit system, 6 tunnels and bridges between New York and New Jersey, the Port Authority Bus Terminal in Manhattan, and the World Trade Center. For more than 90 years, the Port 

Authority has worked to improve the quality of life for the more than 18 million 

people who live and work in New York and New Jersey metropolitan region. 

THE OFFICE OF THE CHIEF SECURITY OFFICER

Created in 2012, the Office of the Chief Security Officer (OCSO) is a department 

within the Port Authority and is responsible for providing the highest quality public 

safety, facility security operations, security program management, emergency management, and airport rescue and firefighting training and services. Together, over 

2,000 employees ensure the security and safe movement of the Port Authority’s customers, partners, employees, and stakeholders every day. 

I. Port Authority New York and New Jersey Transportation Assets 

The Port Authority builds, operates, and maintains critical transportation and 

trade assets that fall under our 5 lines of business: 

• Aviation 

• Rail 

• Tunnels, Bridges, and Terminals 

• Ports 

• Commercial Real Estate 

Our aviation assets include 6 airports: John F. Kennedy International Airport, 

LaGuardia Airport, Newark Liberty International Airport, Teterboro Airport, and 

Stewart International Airport. In 2015, Port Authority airports moved an estimated 

124 million passengers. 

Our rail and surface transportation assets include the: Trans-Hudson Rail System 

(PATH), George Washington Bridge, Bayonne Bridge, Goethals Bridge, Outerbridge 

Crossing, the Port Authority Bus Terminal, George Washington Bridge Bus Station, 

Journal Square Transportation Center, Holland Tunnel, and Lincoln Tunnel. Over 

115 million vehicles travel over PA’s bridges and tunnels annually. 

Port Authority also manages ports that transport vital cargo throughout the New 

York and New Jersey region. The Port of New York and New Jersey is the largest 

on the East Coast and in 2015 moved over 3.6 million cargo containers. 

The Port Authority also owns and manages the 16-acre World Trade Center site, 

home to the iconic One World Trade Center. 

II. Our Multi-Layered Approach to Securing Our Assets and Protecting the Public 

We utilize a robust multi-layered security approach to protect the Port Authority’s 

customers, the general public, employees, and critical infrastructure by developing, 

implementing, and managing programs that preserve life and property, increase 

17 

safety and security, and support the agency’s business objectives by strengthening 

our resilience and continuity of operations. With these measures in place—there is 

no single point of failure. Our multi-layered approach is explained in detail below. 

Intelligence-Led 

The Port Authority Police Department (PAPD) implements intelligence-led policing to ensure our resources are effectively deployed to prevent potential threats to 

our customers, employees, and facilities. The PAPD has presence in 28 Federal, 

State, and local law enforcement task forces, to include: The Federal Bureau of Investigation Joint Terrorism Task Force (FBI JTTF) in New York and New Jersey 

which allows for shared intelligence across many agencies; The New York and New 

Jersey High-Intensity Drug Trafficking Areas (HIDTA) taskforce and the New Jersey State Police Regional Operations Intelligence Center (ROIC) that allows for the 

immediate exchange of important, timely, and actionable intelligence for both sides 

of the Hudson. 

Additionally, we have a stakeholder representative assigned full-time to the New 

York Police Department’s Lower Manhattan Security Initiative. This unit is a key 

provider of day-to-day actionable intelligence relative to routine conditions like large 

events and demonstrations to current and emerging threats. 

These combined resources result in the agile, flexible, effective, and efficient deployment of security and law enforcement resources that are responsive to current 

and developing threats and conditions. 

Risk Assessments 

The protection of critical infrastructure is driven by all-hazards risk assessments 

which are performed on a regular basis to better understand changes in threats and 

vulnerabilities related to our facilities. Our periodic multi-hazard assessments look 

across all agency assets and prioritize our risk so we can guide our security investments accordingly. 

Police Interdiction Activities 

The PAPD is comprised of over 1,800 uniformed police officers operating across 

13 Port Authority facilities. The department also includes a Criminal Investigations 

Bureau, Special Operations Division, which includes an Emergency Services Unit 

and a Canine Unit (K–9), and an Aircraft Rescue and Firefighting component at the 

Port Authority airports. 

Through visible uniformed police presence and in partnership with other law enforcement agencies, the PAPD suppresses crime and utilizes counterterrorism measures to thwart potential adversaries seeking to cause harm or disruption by way of 

an attack. PAPD also deploys high-visibility patrols and specialized services to enhance basic patrol functions utilizing intelligence-led policing concepts. 

Operational Security Measures and Security Agents 

The Port Authority implements civilian security programs to supplement our police department activities and increase the levels of protection at our facilities. 

These programs safeguard Port Authority facilities from threats to physical infrastructure, unauthorized access to restricted areas, cybersecurity attacks, and 

breaches of protected security information. 

Additionally, the Port Authority employs over 1,000 unarmed Uniformed Contract 

Security Agents to guard our facilities and keep our employees and customers safe. 

Technology 

A critical element of a robust multi-layered approach is the development and 

maintenance of advanced technology systems to support both security and resiliency. Significant investments have been made in the areas of Closed Circuit Television (CCTV), access control systems, and our perimeter intrusion detection system 

(PIDS). 

In addition, we have created a new Cyber Security program to better monitor and 

respond to suspicious activities occurring on our network, therefore strengthening 

our capability to protect our critical information and industrial control systems. The 

Port Authority operates a 24/7 cybersecurity operations center that can receive and 

respond to threats to our network and equipment. 

Engineered Hardening Solutions 

Since September 11, 2001, we have made over $1 billion in asset-hardening investments. Although faced with the challenge of retrofitting security features into 

existing facilities, we have implemented a multitude of hardening solutions such as 

bollard placement, fencing installation, tunnel and guard post hardening, floating 

barriers, facade glazing, flood mitigation systems and no trespassing signage. ProVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00021 Fmt 6633 Sfmt 6621 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
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spectively, these protective measures are built into new developments or the renovations of existing assets. 

Office of Emergency Management 

The Port Authority enhances resiliency, response, and recovery through our Office 

of Emergency Management (OEM). The OEM champions programs that provide the 

Port Authority with the resources, support, and capabilities to prepare for, respond 

to, recover from, and mitigate against all-hazards. The OEM is organized into 3 core 

mission areas: 

• Emergency Management.—Supports the Incident Command response structure 

at Port Authority during events or incidents. Additionally, responsible for allhazard planning and training for agency personnel and regional partners who 

will support our response activities to emergencies at our facilities located in 

New York and New Jersey. Through the use of table-top and full-scale exercise, 

over 27,000 Port Authority staff and regional partners have been trained on 

such topics as Active-Shooter response, PATH rail emergencies, terror attacks, 

and other hazards. 

• Grant Management.—Administers and manages all Federal and State Homeland Security Grants that allows us to harden our assets, invest in technology, 

initiate new programs, and provide for enhanced police protective services. 

• Risk Management and Resiliency.—Responsible for coordinating and implementing the agency-wide all-hazard risk assessment and oversees the Port Authority Business Continuity program. 

These programs are regularly adapted to meet the needs of the Port Authority 

with an impact range that stretches from individual employee preparedness to agency-wide, corporate-level resiliency. 

Federal, State, and Regional Partnerships 

The Port Authority understands the importance of maintaining strong relationships with our Federal, State, and local partners. These cooperative partnerships 

are integral to our intelligence, counterterrorism, cybersecurity, technology, and 

training efforts. The support received through these partnerships helps us better secure our assets and the information exchange is mutually beneficial to all partners. 

Measuring Effectiveness and Performance Assurance 

In order to maintain a prepared, unified, and accountable security operation, the 

Port Authority regularly measures, audits, and inspects programs and systems. This 

practice instills a culture of evaluating the effectiveness and integrity of our systems 

and program performance. The OCSO also maintains its own Quality Assurance Inspections program that evaluates the physical protection strategies employed at the 

Port Authority. These internal auditing programs allow us to proactively identify 

and mitigate issues and concerns before our adversaries exploit them. 

Furthermore, in an effort to ensure independent third-party review of our security 

programs, the Port Authority actively participates in the U.S. Department of Homeland Security (DHS) Safety Act program. To date, Port Authority received 6 awards 

for designation and 1 for certification at various facilities. 

III. The Application of the Multi-Layered Security Approach to PATH 

In 2015, the PATH system carried over 76.5 million passengers; an average of 

265,000 passengers per day. The security of those passengers is paramount. 

Human Assets 

We have a police command dedicated to patrolling the 13 stations and 26 miles 

of track. The PATH police command has grown by 45% since January 2002. Policing 

methods include: Routine uniformed patrols, high-visibility emergency service unit 

random anti-terrorism patrols, the deployment of dedicated counterterrorism teams, 

as well as the assignment of explosive detection canine (K–9) units. Police officers 

assigned to these teams and patrols are trained and equipped in the use of tactical 

weapons and equipment to include radiation detection capabilities. 

PAPD efforts to secure the PATH system are further supplemented by a contract 

security guard force of over 100 security officers who are trained in behavioral recognition techniques and counterterrorism awareness. These security officers are 

posted at critical locations throughout the system. They also staff a 24/7 Security 

Operations Center whose core function is to monitor a multitude of CCTV cameras 

and access control and intrusion alarms that span the entire rail system. Suspicious 

activity or other emergency conditions are immediately dispatched to PAPD for response. 

19 

Physical Security 

As previously discussed, the Port Authority has made significant investments in 

capital security projects. Specific measures have been taken to harden and protect 

the PATH system from a variety of man-made and natural hazards. These projects 

include right-of-way fencing and perimeter protection through the use of bollards, 

as well as infrastructure strengthening to make the PATH tunnels more resilient 

to man-made threats. Redundancy is also a critical part of our methodology, and as 

such we have constructed a new train control center. The existing train control center serves as a redundant back-up facility and is also used for training personnel. 

Technology 

In addition to CCTV, the Port Authority has invested in other security technology 

such as: 

• A laser intrusion detection system that helps protect against trespassers entering tunnels from the track. 

• An extensive and robust card access control system, which restricts access to 

critical areas to authorized personnel only. 

• The deployment of sensor and detection devices to help protect against chemical, biological, and radiological threats. 

• The use of detailed background and criminal history checks as part of a personnel assurance program to include outside contractors and service providers. 

• The enhancement of public safety communication systems at PATH stations 

and underground portions of the system. PAPD’s intra-operable 800MHz radio 

system has been installed throughout, enabling PAPD officers responding to an 

incident from a neighboring command (e.g. Holland Tunnel, Newark Airport, 

etc.) to talk seamlessly to other PAPD officers assigned to the PATH command. 

Further, we have deployed antenna networks carrying National Mutual Aid 

channels in both the UHF and 800MHz bands (‘‘UTAC and 8TAC’’) into the 

PATH underground to assure radio inter-operability with our mutual aid partners, such as NYPD, FDNY, and the city of Jersey City first-responder agencies. 

Quality Assurance and Independent Review 

In addition to our internal Quality Assurance Inspection program, the Port Authority participates in the Baseline Assessment and Security Enhancement (BASE) 

program, which is a voluntary program implemented by Transportation Security Administration (TSA). The BASE program assessment is composed of more than 200 

questions that review a transit system’s security and emergency preparedness posture regarding 17 Security and Emergency Preparedness Action Items. The TSA 

awards its ‘‘Gold Standard’’ to transit agencies and passenger railroads that achieve 

the highest rating on the BASE assessment and for building a strong security program. 

For 2015, TSA has awarded the PATH Security program its Gold Standard for 

best practices in rail security. 

Furthermore, in 2011, DHS awarded SAFETY ACT designation status to a protective system put in place to protect PATH underwater tunnels. 

IV. How the Federal Government Can Help? 

Grant Funding 

The Port Authority keeps security as a top priority as evidenced by the investments in resources it makes to that purpose. Currently, agency-wide, 24% of personnel and 22% of the operating budget is allocated to security. Since 2002, $1.2 

billion dollars has been spent in capital security projects and another $900 million 

in capital security projects have been identified for the coming years. A critical resource is the Federal grant funding program. This funding source is essential to 

help us continue to protect our facilities from evolving threats. 

A large source of funds for our capital security projects comes from the Transit 

Security Grant Program (TSGP). In 2016, the maximum amount of Federal funding 

through this program was set at $87 million Nation-wide for all transit operators. 

This amount, when distributed, can only fund smaller capital security projects. An 

increase in TSGP funding would allow transit operators to pursue larger capital security projects that would better reduce the risk to those who use our facilities. Additionally, the period of performance for grant funding is limited to 3 years, which 

hinders our ability to plan, design, and construct larger-scale projects. An increase 

in the period of performance from 3 years to 5 years would allow us to plan largerscale and more effective capital security projects. 

20 

DHS Science and Technology 

It would be valuable if the DHS Office of Science and Technology would publish 

a guide for review by decision makers that will aid in their selection of effective and 

proven technologies and equipment that would better protect the public and the infrastructure they depend upon. 

V. Closing Remarks 

In closing, I would like to thank the members of the Emergency Preparedness, 

Response, and Communications subcommittee for inviting me to testify on behalf of 

the Port Authority of New York and New Jersey regarding this critical topic of protecting our passengers. 

The Port Authority operates the busiest and most important transportation facilities in the region, as such, we take on the tremendous responsibility of maintaining 

safety and security. The Port Authority will continue to make enhancements to its 

policing and security programs and systems in an effort to stay current and adapt 

to the ever-changing threat landscape. I would like to thank our Congressional delegation for their continuing support that allows us to better serve our employees and 

customers and better protect our regional critical transportation infrastructure. 

Mr. DONOVAN. Thank you, sir. 

The Chair now recognizes Chief Diaz for 5 minutes. 

STATEMENT OF RAYMOND DIAZ, DIRECTOR OF SECURITY, 

METROPOLITAN TRANSIT AUTHORITY 

Mr. DIAZ. Good morning, Chairman Donovan and Ranking Members Payne and Coleman and other Members of the subcommittee. 

Thank you for holding this hearing today. 

I want to also thank the entire committee for its continued support to surface transportation security and the opportunity to discuss security and preparedness at New York’s Metropolitan Transportation Authority. 

Joining me today is Michael Coan, the chief of department of the 

MTA Police Department. 

I want to begin today by acknowledging the horrific attack in Orlando about a week ago. Speaking on behalf of the entire MTA, our 

thoughts and prayers go out to the entire Orlando community and 

everyone affected by the attacks. 

There have been no specific threats to our system related to the 

attack, but we have nevertheless significantly stepped up our security efforts, increasing patrols and surveillance in order to provide 

heightened protection across all our agencies. The incident serves 

as a stark reminder that we must continue to be vigilant, continue 

to be alert to the possibility of a terrorist attack on our system. 

It also reminds us that it is more important than ever for all of 

us to work together to keep each other safe. The idea is a central 

component of our ‘‘See something, say something’’ campaign, which 

we relaunched this year in February. 

Our new campaign incorporates real stories from real New Yorkers who have reported suspicious packages or activities, and we 

have added a tagline, ‘‘New Yorkers keep New York safe.’’ That 

resonates with me because it is so true. We all have a crucial role 

to play in keeping New York safe. 

I am here representing MTA chairman Tom Prendergast. But before I get into some of the topics he suggested I discuss, I want to 

provide some context with some background information on my job 

and the MTA’s operation. 

As the MTA director for security, I am responsible for the security of the MTA, including coordinating MTA efforts with the DeVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00024 Fmt 6633 Sfmt 6602 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
21 

partment of Homeland Security, FBI, the National Guard, the 

NYPD, and the New York and Connecticut State Police. I oversee 

the MTA Police Department, which has jurisdiction in 14 counties 

in New York and Connecticut and patrols a 5,000 square mile rail 

network. 

I am responsible for the implementation and execution of a security strategy that offers maximum protection to the public, MTA 

employees, and MTA property. It is a big responsibility. Every day, 

the MTA moves more than 8.7 million people on our subway, buses, 

and commuter rail lines. We are one of the few transit systems in 

the world that operates 24 hours a day, 7 days a week, 365 days 

a year. 

Our 7 bridges and tunnels carry nearly 300 million vehicles a 

year. If we were to build our network today, including about 9,000 

rail cars, 5,000 buses, and millions of other assets, it would cost almost $1 trillion. 

Protecting millions of people a day and a trillion-dollar asset is 

an enormous task, and I could tell you this. The MTA’s priority is 

crystal clear, ensuring the safety and security of our customers and 

employees. 

To protect our customers and assets, the MTA employs a multilayered security strategy. Some strategies, like policing, are highly 

visible. Others are less visible, like structural hardening, advances 

in technology, and improved communications. 

The hallmark of our policing strategy is collaboration. Let me explain. The NYPD is responsible for patrolling most of our heavilyused portion of our network, the New York City subways and 

buses. We work closely with the NYPD to ensure that capital investments are consistent with the latest security and policing strategies. 

The MTAPD polices our commuter rail system, including Metro 

North Railroad, Long Island Railroad, the two busiest commuter 

rails in the country. We are also responsible for policing the Staten 

Island Railway in Chairman Donovan’s district. 

Over the past 15 years, the MTAPD has grown from 494 uniformed officers to 722 today. In addition, the MTA chairman and 

board have approved the hiring of an additional 46 new officers for 

our counterterrorism deployments. We have 691 bridge and tunnel 

officers that patrol our 7 bridges and tunnels. 

Fifty explosive canine teams are now deployed throughout our 

system, and we have significantly increased our presence on trains 

and at stations. In support of the canine program, the MTA recently opened up a State-of-the-art canine training facility. This facility will enhance the canine program and allow for training of canines from other law enforcement agencies as well. 

In response to the growing threat of active-shooter attacks, every 

single MTA officer receives Transit Security Grant Program-funded 

active-shooter training. In addition, more than 60 officers have received on-going heavy weapons training. 

As mentioned previously, we have a robust ‘‘See something, say 

something’’ campaign, coupled with security and awareness training for our civilians and front-line employees. These initiatives encourage vigilance and teach people what to do if they see a suspicious package or activity. 

22 

To date, the MTA has trained more than 35,000 front-line employees. Recent active-shooter incidents clearly illustrate the importance of these awareness initiatives and training. Transit Security Grant Program grants also support our ‘‘See something, say 

something’’ campaign and also the civil employee training. 

Behind the scenes, one critical layer to our security is the structural and technological hardening of our infrastructure. Since 9/11, 

the MTA has invested close to $1.4 billion of local funds toward an 

aggressive campaign to harden our subway and commuter rail systems, as well as our bridges, tunnels, and other infrastructure. 

Critical stations in vulnerable areas have been secured with electronic security systems consisting of CCTV, intrusion detection, access control devices. In addition, we have deployed chemical, biological, and radiological detection technology at these locations. Since 2003, we have benefited from more than $470 million from 

DHS in support of our security program. TSA and FEMA have 

helped us immeasurably with grant allocations and reallocations. 

We are grateful for the support and pleased that the initial period 

of performance for transit security grants has been extended to 36 

months, which affords us more time needed to complete these capital security projects. 

Another layer of our MTA security strategy is communication 

and intelligence sharing. At the Federal level, we have excellent 

working relationship with our DHS partners, represented by FEMA 

and TSA. We regularly attend meetings, conference calls, and continually exchange information. When potential threats are identified, they are communicated immediately. 

We share intelligence with many law enforcement agencies on a 

daily basis through our Interagency Counterterrorism Task Force. 

We also conduct joint patrol initiatives, tabletop exercises, and 

drills with other regional transportation services, including Amtrak, the Port Authority of New York and New Jersey, New Jersey 

Transit, the New York and Connecticut State Police, and the New 

York National Guard—State National Guard, and the NYPD. 

MTA detectives represent MTA on a number of high-profile anticrime and anti-terrorism groups, including the FBI’s Joint Terrorism Task Force, the FBI’s Cyber Crimes Unit, the High-Intensity Drug Traffic Area Program, and the Counterterrorism Intelligence Division Units. In addition, when activated, the MTAPD is 

represented at emergency operation centers at the city and local 

level and State level. 

I am proud to oversee this system and its proactive and accomplished security personnel and look forward to continue to work 

with my colleagues in law enforcement and you in the House to 

keep our customers safe and our system secure. 

Once again, thank you for inviting me to testify today, and I am 

happy to answer any questions you may have. 

Thank you. 

[The prepared statement of Mr. Diaz follows:] 

PREPARED STATEMENT OF RAYMOND DIAZ

JUNE 21, 2016 

Good morning, Chairman Donovan and Ranking Member Payne, and other Members of the subcommittee. Thank you for holding this field hearing today. I want 

23 

to also thank the entire committee for its continued support to surface transportation security and the opportunity to discuss security and preparedness at New 

York’s Metropolitan Transportation Authority. Joining me today is Michael Coan, 

chief of department of the MTA Police. 

I want to begin today by acknowledging the horrific attack in Orlando about a 

week ago. Speaking on behalf of the entire MTA, our thoughts and prayers go out 

to the entire Orlando community and everyone affected by the attacks. 

There have been no specific threats to our system related to the attack, but we’ve 

nonetheless significantly stepped up our security efforts—increasing patrols and 

surveillance in order to provide heightened protection across all our agencies. The 

incident serves as a stark reminder that we must continue to be 

vigilant... continue to be alert to the possibility of a terrorist attack on our system. It also reminds us that it’s more important than ever for all of us to work together to keep each other safe. 

This idea is a central component of our ‘‘See Something, Say Something’’ campaign, which we relaunched this year in February. Our new campaign incorporates 

real stories from real New Yorkers who have reported suspicious packages or activities, and we’ve added a tagline—‘‘New Yorkers Keep New Yorkers Safe.’’ That resonates with me, because it’s so true—we all have a crucial role to play in keeping 

New York safe. 

I’m here today representing MTA chairman Tom Prendergast, but before I get 

into some of the topics he suggested I discuss, I want to provide some context, with 

background information on my job and the MTA’s operation. 

As the MTA’s director of security, I’m responsible for the security of the MTA, including coordinating MTA efforts with the Department of Homeland Security, the 

FBI, the National Guard, the NYPD, and the New York and Connecticut State Police. I oversee the MTA Police Department, which has jurisdiction in 14 counties in 

New York and Connecticut, and patrols a 5,000-square mile rail network. I’m responsible for the implementation and execution of a security strategy that offers 

maximum protection to the public, MTA employees, and MTA property. 

It’s a big responsibility. Every day, the MTA moves more than 8.7 million people 

on our subways, buses, and commuter rail lines. We’re one of the few transit systems in the world that operates 24 hours a day, 7 days a week, 365 days a year. 

Our 7 bridges and 2 tunnels carry nearly 300 million vehicles a year. And if we 

were to build our network today—including about 9,000 railcars, 5,000 buses, and 

millions of other assets—it would cost nearly $1 trillion. 

Protecting millions of people a day and a trillion-dollar asset is an enormous task, 

but I can tell you this: The MTA’s top priority is crystal clear—ensuring the safety 

and security of our customers and employees. To protect our customers and assets, 

the MTA employs a multi-layered security strategy. Some strategies, like policing, 

are highly visible. Others are less visible, like structural hardening, advances in 

technology, and improved communications. 

The hallmark of our policing strategy is collaboration. Let me explain. The NYPD 

is responsible for patrolling the most heavily-used portion of our network: New York 

City subways and buses. We work closely with the NYPD to ensure that capital investments are consistent with the latest security and policing strategies. 

The MTA PD polices our commuter rail system, including Metro-North Railroad 

and Long Island Rail Road—the two busiest commuter rail agencies in the country. 

We’re also responsible for policing the Staten Island Railway—in Chairman Donovan’s district. Over the past 15 years, the MTA PD has grown from 494 uniformed 

officers to 722 today. In addition, the MTA chairman and board have approved the 

hiring of 46 new officers for counterterrorism deployment, and 691 Bridge and Tunnel officers patrol our 7 bridges and 2 tunnels. 

Fifty explosive detection K–9 teams are now deployed throughout the system, and 

we’ve significantly increased our presence on trains and at stations. In support of 

the K–9 program, the MTA recently opened a state-of-the-art canine training facility. This facility will enhance the K–9 program and allow for training of canines 

from other law enforcement agencies. 

In response to the growing threat of active-shooter attacks, every single MTA PD 

officer receives Transit Security Grant Program-funded Active-Shooter Training. Additionally, more than 60 officers have received our on-going heavy weapons training. 

As mentioned previously, we have a robust ‘‘See Something, Say Something’’ campaign, coupled with security awareness training for civilian front-line employees. 

These initiatives encourage vigilance, and teach people what to do if they see a suspicious package or activity. To date, the MTA has trained more than 35,000 frontline employees. Recent active-shooter incidents clearly illustrate the importance of 

these awareness initiatives and training. TSGP grants also support our ‘‘See Something, Say Something’’ campaign and civilian employee training. 

24 

Behind the scenes, one critical layer to our security is the structural and technological hardening of our infrastructure. Since 9/11, the MTA has invested close to 

$1.4 billion of local funds toward an aggressive campaign to harden our subway and 

commuter rail systems, as well as bridges, tunnels, and other infrastructure. Critical stations and vulnerable areas have been secured with electronic security systems consisting of CCTV, intrusion detection, and access control devices. We’ve also 

deployed chemical, biological, and radiological detection technology at these locations. 

Since 2003, we’ve benefitted from more than $470 million from DHS in support 

of our security program. TSA and FEMA have helped us immeasurably with grant 

allocations and reallocations. We’re grateful for this support, and are pleased that 

the initial ‘‘period of performance’’ for transit security grants has been extended to 

36 months, which affords us the time needed to complete TSGP-funded capital security projects. 

Another layer of the MTA’s security strategy is communication and intelligence 

sharing. At the Federal level, we have an excellent working relationship with our 

DHS partners, represented by FEMA and TSA. We attend regular meetings and 

conference calls, and continually exchange information. When potential threats are 

identified, they are communicated immediately. 

We share intelligence with many law enforcement agencies on a daily basis 

through our Inter-Agency Counterterrorism Task Force. We also conduct joint patrol 

initiatives, table-top exercises, and drills with other regional transportation agencies 

including Amtrak, the Port Authority of New York and New Jersey, New Jersey 

Transit, the New York and Connecticut State Police, the New York State National 

Guard, and the NYPD. 

MTA PD detectives represent the MTA on a number of high-profile anti-crime and 

anti-terrorism groups, including the FBI’s Joint Terrorism Task Force, the FBI 

Cyber Crimes Unit, the High-Intensity Drug Trafficking Area program, and the 

NYPD Counter Terrorism and Intelligence units. In addition, when activated, the 

MTA PD is represented at Emergency Operations Centers at the city and State 

level. 

I’m proud to oversee this system and its proactive and accomplished security personnel, and look forward to continuing to work with my colleagues in law enforcement and you in the House to keep our customers safe and our system secure. Once 

again, thank you for inviting me to testify today. I’m happy to answer any questions 

you might have. 

Mr. DONOVAN. Thank you, Chief. 

The Chair now recognizes Chief Trucillo for 5 minutes. 

STATEMENT OF CHRISTOPHER TRUCILLO, CHIEF OF POLICE, 

NEW JERSEY TRANSIT POLICE DEPARTMENT 

Chief TRUCILLO. Good morning, Mr. Chairman, Representative 

Payne, Representative Watson Coleman. I welcome the opportunity 

to appear before you today to discuss the challenges of securing 

passengers utilizing surface transportation in New York and New 

Jersey. 

As you mentioned, before joining the Transit Police in July 2010, 

I served and had the honor of being the chief of department for the 

Port Authority in New York and New Jersey. During my tenure 

with them, I served as the commanding officer of the bus terminal 

in midtown Manhattan, as well as the commanding officer of Newark Liberty International Airport. 

Mr. Chairman, thank you for inviting me to testify at this hearing, which is aptly entitled Protecting Our Passengers: Perspectives 

on Securing Surface Transportation in New Jersey and New York. 

We appreciate the important role of this committee in matters related to transportation security, and we look forward to working 

with you on these issues. 

New Jersey Transit is the third-largest transit system in the 

country and also the Nation’s largest State-wide public transit system. Servicing an area of over 5,000 square miles, we provide alVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00028 Fmt 6633 Sfmt 6602 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
25 

most 1 million weekday trips on 257 different bus routes. We have 

3 light rail systems across the State, 11 heavy commuter rail lines, 

and our Access Link program, which serves our paratransit community. 

We serve 166 different rail stations across the State of New Jersey, 62 light rail stations. We have got more than 19,000 bus stops 

linking major points in New Jersey, New York, and Philadelphia. 

Mr. Chairman, the transportation services provided by New Jersey Transit are vital to the economic well-being of our State and 

this region. We provide an essential service to the nearly 10 percent of all New Jersey commuters who use and depend on the New 

Jersey Transit system. 

Mr. Chairman, as you know, transit agencies have unique security challenges, due to the large numbers of people we serve in publicly accessible facilities traveling on advertised, predictable schedules. Just over a week ago, we saw the carnage inflicted in Orlando 

by a radicalized extremist on a crowd of people in a nightclub, and 

earlier this year, the attacks in Brussels reminded us once again 

how mass transit systems world-wide continue to be the preferred 

targets of terrorists. 

Our most important priority is keeping our customers and employees safe as we continue to provide our essential transportation 

services. Safety and security are the top priority for all of us at 

New Jersey Transit and within the New Jersey Transit Police Department. 

Counterterrorism is our department’s No. 1 primary mission, and 

Mr. Chairman, we take that mission very seriously. New Jersey 

Transit uses a risk-based approach to maximizing our security efforts to protect our trains, buses, and light rail vehicles, and stations from all hazards and threats. 

The police department’s intelligence section provides the agency 

with strategic-level risk management tools in support of our 

counterterrorism efforts and coordinates all of our intelligence collection, analysis, and production efforts, including the reporting 

and monitoring of suspicious activity and individuals. We do this 

in collaboration with the FBI’s Newark, New York City, and Philadelphia Joint Terrorism Task Forces, the U.S. Department of 

Homeland Security, the New Jersey Office of Homeland Security 

and Preparedness, our partners at the NYPD and my partners at 

this table, and the New Jersey State Police Fusion Center run by 

the New Jersey State Police and other partners. 

Mr. Chairman, almost all of our 11,000 employees have received 

security awareness training. From conductors to bus operators to 

office staff, our employees are force multipliers. Extra eyes and 

ears, if you will, for our police department. 

We also work in cooperation with the thousands of businesses 

that are located near all our train stations to know what suspicious 

activity is and to report it. In addition, we continue to work closely 

with first responding agencies at the municipal, county, and State 

levels. 

To give you just an example, several times per year, members of 

New Jersey Transit’s police operations and administrative staff 

partner with local police, fire, and EMS agencies in advanced incident command training at Texas A&M University. To date, more 

26 

than 500 Transit employees from across all business lines and an 

equal number of our partners have participated in these joint exercises. 

In fact, right now this week, we have 65 people at Texas A&M 

and training for the entire week in advanced incident command. 

We are partnering with New Brunswick, New Jersey, first responders this week. 

New Jersey Transit also promotes a campaign urging customers 

who see suspicious activity or unattended packages at stations, 

aboard trains or buses, or near facilities to call the New Jersey 

Transit security hotline or to text us at our NJTPD text line. 

The New Jersey Transit mobile app for smartphones includes 

convenient one-touch access to call or text the New Jersey Transit 

Police Department directly. So not only can customers purchase 

digital tickets on-line, but with that same app, they can also report 

suspicious activity. 

We investigate all calls. We get back to those who alert us, and 

all information is kept confidential. 

Mr. Chairman, while we do not release details about police deployments or specific countermeasures, our uniformed patrol officers remain vigilant in monitoring our system, and they are supported by plainclothes detectives, anti-crime officers throughout the 

New Jersey Transit system. Our Special Operations Division provides enhanced capability to protect and respond to terrorism on 

our system. 

We perform random baggage screening. We also have the capability to detect and respond to incidents involving chemical, biological, radiological, and explosive materials. Our Emergency Service 

Unit, along with our train patrol units and conditions unit, also 

provides specialized tactical response capability and have unique 

training and capabilities specific to the mass transit environment. 

Our canine unit officers, along with their explosive detection 

dogs, perform perhaps some of our most important functions. These 

officers, along with their canine partners, do not just work to detect 

explosives throughout our system, but their presence, as we have 

come to learn, provides an effective, visible deterrent against our 

adversaries. 

To ensure that we are prepared and are able to respond adequately to a terrorism incident, the police Office of Emergency 

Management conducts regular drills and exercises that ensures 

that our response to terrorism incidents is both effective and wellcoordinated with our local, State, regional, and our Federal partners. Every member of the department is equipped with radiation 

pagers, and Mr. Chairman, we have tripled the number of officers 

trained in the use of long guns. We continue to work closely with 

TSA’s Office of Science and Technology as a testbed to test the next 

generation of technology that may be utilized to secure surface 

transportation. 

Mr. Chairman, in light of our Nation’s heightened security needs, 

we believe that the increased Federal investment in public transportation security by Congress and DHS is critical. New Jersey 

Transit has made great strides in transit security improvements in 

recent years, but much more needs to be done. We look forward to 

building on our cooperative working relationship with the DepartVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00030 Fmt 6633 Sfmt 6602 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
27 

ment of Homeland Security and Congress to further address these 

needs. 

On behalf of New Jersey Transit and the New Jersey Transit Police Department, I again thank you and the committee for allowing 

me to submit testimony on these critical issues, and I look forward 

to working with you on safety and security issues. 

[The prepared statement of Chief Trucillo follows:] 

PREPARED STATEMENT OF CHRISTOPHER TRUCILLO

JUNE 21, 2016 

Good morning Mr. Chairman and Members of the subcommittee, I welcome this 

opportunity to appear before you today to discuss the challenges of securing passengers utilizing surface transportation in New Jersey and New York. 

Before joining New Jersey Transit in July of 2010 as the chief of police for the 

New Jersey Transit Police Department, I served for 5 years as the chief of department for the Port Authority of New York and New Jersey Police Department. During my 23 year career with the Port Authority I served as the commanding officer 

of internal affairs and special investigations, the commanding officer of the Port Authority Bus Terminal in midtown Manhattan, as well as the commanding officer of 

Newark Liberty International Airport. 

Mr. Chairman, thank you for inviting me to testify at this hearing, which has 

been aptly entitled ‘‘Protecting our Passengers: Perspectives on Securing Surface 

Transportation in New Jersey and New York’’. We appreciate the important role of 

this committee in matters relating to transportation security, and we look forward 

to working with you on these issues. 

ABOUT NJ TRANSIT

NJ TRANSIT is the third largest transit system in the country and also the Nation’s largest State-wide public transportation system serving an area encompassing 

5,325 square miles. We provide more than 938,500 weekday trips on 257 bus routes, 

3 light rail lines, 11 commuter rail lines and through Access Link, our paratransit 

service. We serve 166 rail stations, 62 light rail stations, and more than 19,000 bus 

stops linking major points in New Jersey, New York, and Philadelphia. 

Mr. Chairman, the transportation services provided by NJ TRANSIT are vital to 

the economic well-being of our State and the region. We provide an essential service 

to the nearly 10 percent of all New Jersey commuters who use and depend on the 

NJ TRANSIT system. 

OVERVIEW

Mr. Chairman, as you know, public transit agencies have unique security challenges due to the large numbers of people we serve in publicly accessible facilities, 

traveling on advertised predictable schedules. Just a few days ago we saw the carnage inflicted in Orlando by a radicalized extremist on a crowd of people in a publicly accessible space, and earlier this year the attacks in Brussels reminded us once 

again how mass transit systems world-wide continue to be preferred targets of terrorists. 

Our most important priority is keeping our customers and employees safe as we 

continue to provide our essential transportation services. Safety and security are the 

top priority for all of NJ TRANSIT and within the New Jersey Transit Police Department—counterterrorism is our primary mission, and we take that mission very 

seriously. 

NJ TRANSIT utilizes a risk-based approach to maximizing our security efforts to 

protect our trains, buses, light rail vehicles, and stations from all hazards and 

threats. The Police Department’s Intelligence Section provides the agency with strategic level risk management tools in support of our counterterrorism efforts and coordinates intelligence collection, analysis, and production efforts, including the reporting and monitoring of suspicious activity and individuals, with the FBI’s Newark, New York City, and Philadelphia Joint Terrorism Task Forces, the U.S. Department of Homeland Security and the TSA, the New Jersey Office of Homeland Security and Preparedness, the NYPD, the New Jersey State fusion center, and other 

partners. 

Almost all of our 11,000 employees have received security awareness training. 

From conductors to bus operators to office staff, our employees are ‘‘force multiVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00031 Fmt 6633 Sfmt 6621 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
28 

pliers’’—extra eyes and ears for our police. We also work in cooperation with the 

thousands of businesses located near train stations to report suspicious activity. 

In addition, we continue to work closely with first responding agencies at the municipal, county, and State levels. To give you just an example, several times per year 

members of New Jersey Transit’s police, operations, and administrative staff partner with local police, fire, and EMS agencies in Incident Command Training at 

Texas A&M University. To date, more than 500 transit employees and an equal 

number of our partners have participated in these joint exercises. 

NJ TRANSIT also promotes a campaign urging customers who see suspicious activity or unattended packages at stations, aboard trains or buses, or near transit 

facilities to call the NJ TRANSIT security hotline at 1–888–TIPS–NJT, text us at 

NJTPD or notify a New Jersey Transit Police officer. The NJ TRANSIT mobile app 

for smartphones includes convenient one-touch access to call or text the New Jersey 

Transit Police Department directly. So, not only can customers purchase digital tickets by using the app, they can also easily say something if they see something. All 

calls are investigated, and all information is confidential. 

Mr. Chairman, while we do not release details about police deployments or specific countermeasures, our uniformed police patrol officers remain vigilant in monitoring our system and they are supported by plainclothes detectives and anti-crime 

officers throughout the NJ TRANSIT system. 

Our Special Operations Division provides enhanced capabilities to protect and respond to terrorism on our system. Random baggage screening performed by our 

Emergency Services Units provides us with the capability to detect and respond to 

incidents involving chemical, biological, radiological, and explosive materials. ESU 

along with our Train Patrol Units and Conditions Tactical Unit also provide a specialized tactical response capability with unique training and capabilities specific to 

the mass transit environment. 

Our canine unit officers along with their explosive detection dogs perform perhaps 

some of our most important functions. These officers along with their canine partners do not just detect explosives throughout the NJ TRANSIT system but their 

presence provides an effective visible deterrent against our adversaries. 

And to ensure that we are prepared for and are able to respond adequately to a 

terrorism incident, the NJTPD Office of Emergency Management conducts regular 

drills and exercises that ensures that our response to terrorism incidents is both effective and well-coordinated with our local, State, regional, and Federal partners. 

Every member of the department is equipped with radiation pagers and we have 

tripled the number of officers trained in the use of long guns. We continue to work 

closely with the TSA’s Office of Science and Technology to test the next generation 

of technology that will be utilized to secure surface transit. 

CONCLUSION

Mr. Chairman, in light of our Nation’s heightened security needs, we believe that 

increased Federal investment in public transportation security by Congress and 

DHS is critical. NJ TRANSIT has made great strides in transit security improvements in recent years, but much more needs to be done. We look forward to building 

on our cooperative working relationship with the Department of Homeland Security 

and Congress to further address these needs. On behalf of NJ TRANSIT and the 

New Jersey Transit Police Department, I again thank you and the committee for 

allowing us to submit testimony on these critical issues, and look forward to working with you on safety and security issues. 

Mr. DONOVAN. Thank you, Chief. 

The chair now recognizes Chief Conway for 5 minutes. 

STATEMENT OF MARTIN CONWAY, DEPUTY POLICE CHIEF, 

NATIONAL RAILROAD PASSENGER CORPORATION—AMTRAK 

Mr. CONWAY. Good morning, Chairman Donovan, Ranking Member Payne, and Members of the committee. 

I am Deputy Chief Martin Conway, and it is an honor to appear 

before you today to discuss our region’s coordinated preparations to 

secure vital transportation systems. 

Amtrak is America’s railroad, serving more than 500 communities in 46 States, carrying over 30 million travelers a year. The 

29 

Amtrak Police Department was created to protect employees, passengers, stations, rolling stock, and critical infrastructure. 

Uniformed patrol is our most visible presence, and they perform 

traditional policing. Our special operations unit performs station 

searches, performs counter surveillance, conducts random passenger bag screening, patrols the rights-of-way, and provides dignitary protection. Our canine program, which consists of both conventional and vapor-wake detection dogs, average over 1,000 train 

rides a month. 

We coordinate with numerous local, State, and Federal agencies. 

Members from APD’s intelligence unit are assigned to the FBI National Joint Terrorism Task Force, as well as regional joint terrorism task forces, including the New York JTTF. 

Major stations like Newark Penn Station and New York Penn 

Station connect with buses, subways, and commuter rail. The porous environment, meaning easy access, is an advantage for travelers, but a vulnerability from a security point of view. It is, therefore, of critical importance that we work closely with our transportation partners and their police forces to ensure that our information sharing and quick reaction capabilities are sufficient to keep 

us ahead of any threat. 

While small stations are frequently unstaffed, they provide access to major cities, and we must work closely with local police to 

ensure the same type of cooperation. This is a particularly important function here in the Northeast, where 5 of Amtrak’s 10 busiest 

stations are located. The Northeast Corridor carries more than 220 

million riders a year. 

Many railroad stations are a part of the urban fabric of city centers, with a tremendous volume of pedestrian traffic. New York 

Penn Station, for example, hosts more passengers than LaGuardia, 

JFK, and Newark airports combined. 

To ensure the necessary level of coordination and information 

sharing, Amtrak has partnered with the NYPD and TSA to form 

Operation Rail Safe, a regional and now National alliance that includes Federal, State, local railroad and transit police agencies. Operation Rail Safe, started in May 2010, functions at several levels, 

the most visible being tactical deployments at stations and along 

the right-of-way to exercise our incident response and counterterrorism capabilities. 

Operation Rail Safe has significantly improved cooperation 

among participating agencies, and that relationship has, in turn, 

provided a foundation for training opportunities that have so far 

been extended to over 250 public safety agencies. 

Screening every passenger prior to boarding a train, as the airports do, would require resources and technologies that rail properties don’t possess and probably could not afford. We do, however, 

employ a multi-layered approach while retaining robust capability 

to surge our resources and leverage our partnerships. 

We coordinate with other law enforcement agencies and the intelligence community to respond to threats and adapt tactics in anticipation of potential new threats. We have also trained Amtrak 

employees and passengers to spot and report suspicious behaviors 

via phone or text. 

30 

The ability to leverage our skilled work force contributes significantly to our safety and security. Our chief often says aviation gets 

billions and rail gets millions. Over the years, Amtrak has received 

varied levels of funding from Congress. Prior to 2012, Amtrak received over $20 million a year from the Intercity Passenger Rail 

Grant Program. But in the past several cycles, that has been reduced to about $10 million a year. 

Amtrak security would benefit from a restoration of these funds to the $20 million level and a discussion on future investment and 

eligibility for other programs. I look forward to answering any 

questions you might have regarding rail transportation security. 

Thank you. 

[The prepared statement of Mr. Conway follows:] 

PREPARED STATEMENT OF MARTIN CONWAY

JUNE 21, 2016 

Good morning Chairman Daniel Donovan, Ranking Member Donald Payne, Jr., 

and Members of the committee. Thank you very much for the invitation to speak 

today. Amtrak takes its responsibility to protect its riders seriously, and on behalf 

of Mr. Boardman, and the men and women of the Amtrak Police Department (APD), 

I’m Martin Conway, deputy of chief of police for Amtrak and it’s an honor to appear 

before you today on behalf of the men and women of Amtrak to discuss our region’s 

coordinated preparations to secure vital transportation systems. I’ve been with Amtrak for 5 years and prior to that, I was with the NYPD for 26 years. While with 

NYPD, I served as commanding officer of several commands within the bureaus, including the Transit Bureau; my last assignment was a 5-year stint as an inspector 

in the Counterterrorism Division, where I was responsible for coordinating all 

counterterrorism measures within the city subway system. 

Amtrak is America’s Railroad, serving more than 500 communities in 46 States, 

carrying over 30 million travelers a year. APD was created to protect employees, 

passengers, stations, rolling stock, and critical infrastructure. Uniformed officers are 

the most visible presence, but a Special Operations capability performs station 

surges and counter surveillance, conducts random passenger bag screening, patrols 

rights-of-way and protects dignitaries. Our K–9 program which consists of both conventional and vapor-wake detection dogs averages 1,000 train rides a month. We coordinate with numerous other local, State, and Federal agencies, and officers from 

Amtrak’s Intelligence Unit are assigned to the FBI National Joint Terrorism Task 

Force at the National Counter-Terrorism Center, as well as regional Joint Terrorism 

Task forces and the police and security organizations for connecting transit modes. 

A high level of cooperation and coordination is particularly important, because 

more than half of all Amtrak stations feature some form of connecting transportation service, and major stations like Newark Penn or New York Penn Station are 

multi-modal, hosting busses, subways, and commuter rail. Passenger rail security 

differs fundamentally from aviation security. The nodal aspect of our stations, combined with offices, food courts, and retail establishments, makes a major urban station into a high-traffic location. Daily commuting cycles require a fundamentally different security solution than airports, because urban terrain is different, and rail 

journeys are an organic part of our travelers’ daily schedule. The very high degree 

of connectivity between our modes is an advantage for travelers, but a vulnerability 

from the security point of view, and it is therefore of critical importance that we 

work closely with our modal connections and their police forces, to ensure that our 

information-sharing and quick reaction capabilities are sufficient to keep us ahead 

of any threat. 

While small stations (both rural and outlying commuter stops) are frequently 

unstaffed, they provide access and connectivity to major cities, and we must also 

work closely with local police to ensure the same type of cooperation. This is a particularly important function here in the Northeast, where 5 of Amtrak’s 10 busiest 

stations are located; the NEC carries more than 220 million riders a year. Amtrak 

serves more than 520 stations in 46 States, about a hundred more than the total 

count of airports that host scheduled domestic air service in the 48 contiguous 

States. Many railroad stations are a part of the urban fabric of city centers, with 

a tremendous volume of traffic. New York Penn Station, for example, hosts more 

rail travelers annually than the La Guardia, JFK, and Newark Airports together, 

31 

a combination of Amtrak and commuter rail passengers—and that total doesn’t include all of the subway and bus riders who pass through the station without taking 

a train. 

To ensure the necessary level of coordination and information sharing, Amtrak 

has partnered with NYPD and the TSA to form ‘‘Operation RAILSAFE,’’ a regional 

alliance that includes Federal, State, local, railroad, and transit police organizations. RAILSAFE functions at several levels, the most visible being tactical deployments at stations and along the right of way to exercise our incident response and 

counterterrorism capabilities, and we also conduct coordinated efforts such as 

heightened station patrols, increased security presence on trains, K–9 explosive 

sweeps, random bag inspections, and countersurveillance in an effort to reassure the 

public, display our capabilities, and make it more difficult for a would-be attacker 

to what the environment will look like at any particular time or place. RAILSAFE 

has significantly improved cooperation among participating agencies, and that relationship has in turn provided the foundation for training opportunities that have so 

far been extended to 56 separate agencies. 

Terrorist tactics continue to evolve, and we must keep pace. U.S.-based extremists 

will continue to pose the most frequent threat to the U.S. homeland. As the tragic 

attacks in Boston, Garland, Texas, and in New York have shown over the last several years, the new terrorist threats are already here. Either alone or in small 

groups, with the ability to mask the extent of their radicalization, these individuals 

represent the most lethal of threats. U.S.-based jihadist terror cases increased more 

in 2015 than in any full year since 2001. From ‘‘lone-wolf’’ attackers to ISIL radicals, we see a greater likelihood of attack than we have in years. The internet and 

cyber space have become the new recruiting ground and the new battle-space. Aided 

by the internet and social media, ISIL has featured plans to kill U.S. soldiers or 

law enforcement personnel and the recent attacks in France and against tourists in 

Tunisia demonstrate the threat is increasing. 

Screening every passenger prior to boarding a train, as the airports do would require resources and technology that rail properties don’t possess and probably 

couldn’t afford. We do however, employ a variety of tactics to surveil key infrastructure and stations, while retaining robust capability to surge our resources and leverage our partnerships in unpredictable ways to complicate the task for a would-be 

attacker. We coordinate with other law enforcement agencies and the intelligence 

community to respond to threats and adapt tactics in anticipation of potential new 

threats. We have also trained Amtrak’s employees and passengers to spot and report suspicious behaviors via phone or text. The ability to leverage our skilled workforce contributes significantly to our safety and security. 

Our chief often says ‘‘... aviation gets billions and rail gets millions’’ and the 

New York Times, recently noted that TSA’s $7.55 billion annual budget translates into a cost of about $10 per passenger-trip; that’s almost twice Amtrak’s total annual budget last year. Over the years Amtrak has received varied levels of funding 

from Congress. Prior to 2012 Amtrak received over $20 million from the Intercity 

Passenger Rail grant program but in the past several cycles that has been appropriated at $10 million level. Amtrak security would benefit from a restoration of 

these funds and a discussion on further future investment and eligibility for other 

programs. 

I look forward to answering any question you might have regarding rail transportation security. 

Mr. DONOVAN. Thank you, Chief. 

Let me thank all of you not only for your testimony, but for the 

vital service that you provide for all of our commuters. 

I remember one time when being on time was the No. 1 concern 

for a transportation system. Now it is the protection of their commuters, and I thank each of you. 

I recognize myself for questions now, and I throw this out to the 

panel. When I gave my opening statement, I talked about how 

when I first got to Congress I didn’t know if we utilized the information that we received at hearings from experts like yourselves 

and assured you that your testimony today would be brought back 

to Washington, and myself and other committee Members would 

put it to good use. 

One example of that is Chief Diaz spoke about how we expanded 

the time frame in which you could utilize the moneys that you are 

32 

granted through the Federal grants. Used to be a 2-year program. 

Through testimony, through hearing from the people on the 

ground, witnesses, we expanded that to 3 years. 

Now, Chief, I understand that an expansion of up to 5 years 

would be even more beneficial. This way, you could plan for longterm projects, and we will bring that back as well. 

Is there anything in the grant program that we could do to better 

it, to enhance it, to make your jobs easier besides more resources? 

Because we could all use more resources, and we understand that. 

But are there things in the program that hinder you? Is the program flexible enough for you to utilize the moneys to your specific 

needs, or is it too stringent, too structured, that what may be good 

for the MTA might not apply for the Port Authority Police? 

I would like to ask the entire panel this because each of you have 

a different agency that you are trying to get these grant moneys 

for. Sonya, is there? 

Ms. PROCTOR. Mr. Chairman, at this point, I would defer because 

I think the grantees might have a better perspective at the moment. 

Mr. DONOVAN. Then we will let you respond. 

Mr. PROCTOR. Yes, sir. Yes, sir. 

Mr. DONOVAN. Thank you. 

Mr. BELFIORE. So I think the Port Authority is finding the flexibility that it needs, thank you, other than the items that we talked 

about. We are able to leverage those available funds for operational 

measures in supporting PAPD counterterrorism measures, as well 

as asset hardening. So, so I have no additional recommendation. 

Mr. DONOVAN. The expansion of time, though, would be very 

helpful? 

Mr. BELFIORE. It would. You know, the Port Authority has its 

own process for moving large-scale capital projects through, which, 

you know, would help us accommodate that. But it would allow us 

to take on, you know, larger-scale and longer, more forward-looking 

capital projects if possible. 

Mr. DONOVAN. I always thought that the people who set the time 

frame never went through a procurement process with the city of 

New York. 

[Laughter.] 

Mr. DONOVAN. Chief, is there anything other than the time frame 

that would be helpful to you? 

Mr. DIAZ. The time frame was it for us, and if it could be expanded it would be great because by the time you do design and 

then you build the project, it takes a lot of time. So sometimes in 

some grant periods, we will just put in for design, and then, hopefully, for the next grant period, we can then put in for construction. 

So if that time frame is expanded, that would be helpful. 

The other thing is we have a great relationship with our DHS 

partners, FEMA and TSA. So we have a lot of conversations we put 

in for our grant applications, and they are very, very good at giving 

us guidance and where we should put our moneys. 

Mr. DONOVAN. The definition of the grants is flexible enough that 

you are not trying to squeeze something in that wouldn’t be your 

preference? The grant definitions are flexible enough that you could 

utilize it for different projects? 

33 

Mr. DIAZ. Yes, they are. Yes, sir. 

Mr. DONOVAN. Chief, do you have anything? 

Chief TRUCILLO. I concur with my colleague from the Port Authority that in capital investment, the increase from 3 to 5 years 

would make a significant difference and enable us to look at more 

capital infrastructure protection than we presently do. 

I also would be remiss if I didn’t commend TSA for not treating 

our region as a cookie cutter the same as across the entire Nation. 

They have been very good about allowing us to look at where our 

needs are operationally and to utilize our specific grants to help us 

cover operational costs that would otherwise be very problematic 

within our individual agencies. 

The only other thing, Mr. Chairman, I would like to mention is 

that we have done a tremendous job in our individual agencies 

with the grant program to buy down risk. We—I know I could 

speak for my agency—have seen a tremendous drop in risk based 

on what we have been able to accomplish and only accomplish 

through the grant program. 

I will give you an example. Cameras. But those cameras, over 

4,000 of them, which we have across our system, have a lifespan. 

So the ability to replace, sustain, maintain becomes very critical. 

So to be able to do that with the grant program, for my purposes, 

would be very significant and helpful. 

Mr. DONOVAN. Be able to replace perishable items? 

Chief TRUCILLO. Correct. 

Mr. DONOVAN. Thank you, Chief. 

Chief, is there anything? 

Mr. CONWAY. Probably nothing to add that hasn’t already been 

said. But I do know from attending meetings that time constraint 

for people who write these grants, as we know, things don’t happen 

as quickly as we would like them, especially when it comes to capital improvements, cameras, bollard systems. And as you said, in 

New York City and Penn Station, it is time-consuming. So I think 

that would help all of us. 

Mr. DONOVAN. All right. Great. Thank you. 

Many of you mentioned the ‘‘See Something, Say Something.’’ Is 

the program successful? Do people report things? I was just very 

curious about it, and I have all of you here. Do we have any success stories? 

Mr. DIAZ. Well, Congressman, just this past weekend, one of our 

MTA employees saw somebody suspicious on a platform wearing an 

MTA Metro North vest, called the police, and it turned out it was 

somebody that shouldn’t have been where he was, and we challenged them. He wound up being arrested. So people definitely see 

things, call us, and we take action on it. 

Mr. DONOVAN. That is great. Thank you. 

My time has expired. The Chair now recognizes the Ranking 

Member of this committee, my good friend from New Jersey, the 

gentleman from New Jersey, Mr. Payne. 

Mr. PAYNE. Thank you, Mr. Chairman. 

Ms. Proctor, as we discussed yesterday in my office, I am really 

concerned about the delay in the TSA’s implementing surface 

transportation security regulations under the 9/11 Act, and you 

were able to explain where we are and what is in. Just for the comVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00037 Fmt 6633 Sfmt 6602 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
34 

mittee and testimony, could you just explain where we are in the 

time line and the anticipated completion, whatever the challenges 

have stalled this process? 

Ms. PROCTOR. Yes, sir, Representative Payne. 

We recognize, obviously, the delay that you are addressing, and 

the completion of those requirements in the 9/11 Act are a high priority for Administrator Neffenger. As we discussed yesterday, we 

have under way now the effort to complete the remaining portions 

of those requirements. 

I think it is important to note that the 9/11 Act included 42 requirements, some which had more than one section. Of the 42, we 

have completed 91 percent of those requirements, and we are working on the remaining 3 at this point. 

The administrative rulemaking process in the Federal Government is a lengthy, complex process, and it doesn’t just apply to 

TSA. It applies to all Federal agencies. But it is a very—it is a very 

cumbersome process, and we are working through that process 

now. The standards for rulemaking are very high. So we are working to meet those standards. 

We recognize that implementing standards will have an economic 

impact as well. So we have to take all of that into consideration, 

but we are working diligently to complete the requirements in the 

9/11 Act. 

But in the interim, while we are working on those, we also have 

in many ways met the spirit of the 9/11 Act with the agreement 

that we have with our industry partners on the security action 

items, which have heightened the level of security in all of our 

transit systems. Those 17 security action items form the basis of 

the assessments that have been referenced here, the base assessments. 

Those 17 security action items have helped to raise the security 

bar across mass transit Nation-wide. So while we work to complete 

those requirements of the 9/11 Act, it is important to note—we 

would certainly like to note for everyone that we have been working hard to raise the security bar, and we believe that we have 

done that with the security action items while we continue to work 

to complete the 9/11 Act requirements. 

Mr. PAYNE. Thank you. 

You know, as I think about this, our transit employees are on the 

front lines identifying and responding to incidents on our systems. 

What kind of security training do you provide for your employees, 

and how do you leverage them in your plans to prevent and respond to transit incidents? Mr. Conway. 

Mr. CONWAY. Well, I know Amtrak, all of our employees receive 

a daily bulletin. We send out daily tips, what things to look for. 

That is sent out email. So in crew rooms, for example, at New York 

Penn Station, those would be posted before crews take their assignments on a train. 

Over the last 2 years now or so, we have started active-shooter 

training for our employees, both train crews and office workers. 

That was in response to, obviously, things that we are seeing in the 

terrorism world and workplace violence type-of situations. 

Can we do more? I think we need to do more. Funding, obviously, 

would help something like that. Because even when we provide free 

35 

training, we need—we have got to backfill people. A training crew 

comes off a train to go to training, somebody has got to take their 

place. So even free training costs. So, again, funding—I know we 

are probably all looking for additional funding, and everyone is always asking for it. But there is a legitimate reason for that. 

Mr. PAYNE. Thank you. 

Mr. Trucillo. 

Chief TRUCILLO. Congressman, as I had mentioned, New Jersey 

Transit has over 11,000 employees. To date, we have trained close 

to 10,000 of our employees in behavioral detection. Again, this is 

not looking at who a person is, but this is about what a person is 

doing. Is their behavior suspicious? 

We also, after the events in Orlando, will get our intelligence 

unit to put a relevant bulletin out, and that goes out to all 11,000 

employees to make them aware of the circumstances, to remind 

them in this case about their training, which they have all received 

about active shooter—run, hide, fight—and reminding them what 

they need to look for and what their protocols are, God forbid they 

find themselves in that situation. 

I think we need to continually engage. Last week, we were involved with the rail side of New Jersey Transit in gaming out an 

incident, an active-shooter incident on one of our trains. As you 

know, Congressman, our trains, on a typical rush hour, move upwards up to 1,200 to 1,300 people on a train on the Northeast Corridor that moves into and out of Penn Station in New York. 

So those are the kind of things that we are continually working 

on. We are continually trying to look at what our response would 

be in those situations. 

I mentioned to you that we have a group down at TEEX now, 

and that is the exact scenario, Congressman, that they are working 

on now as we sit here today. 

Mr. PAYNE. Thank you. 

Mr. DIAZ. Congressman, we look at our employees and our ridership as a force multiplier. We have a limited number of law enforcement personnel, but we have large numbers of ridership, large 

numbers of employees that see things out there. 

So we have an aggressive training program. We have trained 

over 35,000 of our front-line employees to identify suspicious behaviors and how to report those suspicious behaviors. We keep refreshing our ‘‘See Something, Say Something’’ campaign for our ridership, which is effective. 

For our office employees, we have our workplace violence instructions on what they should do—the run, hide, and fight procedure 

and other things that we put in place for our office employees. 

Mr. BELFIORE. So our facility operators and employees are 

trained through our exercises and drills in response. But taking a 

page from Chief Trucillo and Chief Diaz is in post-Brussels environment, we are going to go forward and train our employees in 3 

components of a training. 

One will be what to see, what to say, who to say it to, and how 

to say it so that we have more effective kind of force multipliers 

that are looking—you know, who truly understand what to look for 

and what to report. To provide each employee with what to do in 

36 

an active-shooter situation. So the run, hide, fight curriculum that 

DHS has put forward. 

Then finally, an OEM component that would be how to take care 

of yourself and your family in the event of a natural weather emergency so that you can, you know, respond to take care of others. 

That is grant-funded, by the way. We have the approval to spend 

grant funding to support that effort. 

Mr. PAYNE. Thank you. 

Mr. Chairman, I will yield back. Thank you for your graciousness 

in allowing me the extra time. 

Mr. DONOVAN. The Chair now recognizes the gentlewoman from 

New Jersey, Representative Watson Coleman, for 5 minutes. 

Mrs. WATSON COLEMAN. Thank you, Mr. Chairman. 

Ms. Proctor, you are—your agency is responsible for surface 

transportation. So that not only includes commuter transportation, 

but that is, you know, the freight that goes on the rails, right? 

Ms. PROCTOR. Yes, ma’am. That is correct. 

Mrs. WATSON COLEMAN. Buses? 

Ms. PROCTOR. Yes, ma’am. 

Mrs. WATSON COLEMAN. What about trucks on the highways? 

Ms. PROCTOR. Commercial trucks, yes, ma’am. 

Mrs. WATSON COLEMAN. So what is the point, what is the touch 

point for coordination in overseeing possible problems and risk associated particularly with the commercial trucks? Because I will 

tell you, coming here, I was in traffic, and all around me was 

trucks. 

I am thinking this is a great opportunity for some nefarious activities if someone had that in mind. What is the coordinating element with that part of the surface transportation network? 

Ms. PROCTOR. In Surface Division, one of the areas that I am responsible for, it is a highway motor carrier office, which comes 

under Surface Division, and we work with the Federal highway 

motor carrier unit to coordinate our efforts. Their primary function 

is safety. So they design the safety regulations, hours of work and 

the safety-focused regulations. 

We have security-focused regulations. So we work very closely 

with the trucking associations, American Trucking Association, for 

example, the Operators of Independent—OIDA, Operation of Independent Drivers Association. 

Mrs. WATSON COLEMAN. Let me ask you a question. How do you 

know who is driving these trucks? 

Ms. PROCTOR. The drivers of those trucks are required to have 

commercial driver’s licenses and their CDL licenses. So there is a 

process that they have to go through, a testing process to acquire 

that. Every State regulates that. 

Mrs. WATSON COLEMAN. Do you know whether or not they have 

got background checks that would give us any indication of, you 

know, sort-of associations, affiliations of that nature that could be 

harmful or dangerous? 

Ms. PROCTOR. There are some truck drivers that are required to 

have Transportation Worker Identification Credentials, TWIC, 

cards if they serve a maritime facility, a port facility. Other than 

those that are required to have the TWIC card, they would not 

have a required vetting process, but many do have that TWIC card. 

37 

Mrs. WATSON COLEMAN. So another interesting thing I read is 

that you also have responsibility for oversight of the transporting 

of natural gas through pipelines. 

Ms. PROCTOR. Yes, ma’am. That is correct. 

Mrs. WATSON COLEMAN. So how do we do that? 

Ms. PROCTOR. We have a pipeline office as well, and we work 

very closely with the pipeline associations. We recently had a hearing in Washington on the pipeline transportation issue. But we 

work very closely with the pipeline associations, and through our 

work with them, voluntary guidelines have been developed. So they 

have agreed to follow guidelines that were developed in conjunction 

with the pipeline operators, and those guidelines function as essentially standards. 

We conduct assessments with them. We conduct assessments at 

critical facilities, and we conduct corporate security reviews. So we 

have both corporate security reviews and critical facility security 

reviews with the pipeline community. 

Mrs. WATSON COLEMAN. Thank you. Thank you. 

I have a question for New Jersey Transit and Amtrak. I represent the 12th Congressional District. So I have the Princeton station, train station. I also have the large capital station in Trenton, 

and Trenton is a station that has New Jersey Transit, Amtrak, and 

it has SEPTA. But we don’t get the kind of grants and support in 

that part of the State as we do in the northern part of the State. 

So my question to Amtrak and to New Jersey Transit is to what 

extent are resources being utilized to protect those stations and the 

riders of those stations, particularly the Trenton train station? 

Chief TRUCILLO. All of the training that we give to the agency 

is given to the cadre of officers and civilian employees who work 

in Trenton as well, and we are able, we being New Jersey Transit, 

to participate in the grant program for the greater Philadelphia region. So we get that opportunity. 

Congresswoman, we also train with SEPTA and our greater 

Philadelphia partners, to include Amtrak in Trenton, in drills and 

exercises in that region. So what we are doing in the north part 

of the State, we are mirroring in the Trenton area as well for that 

key transportation facility in our State’s capital. 

Mrs. WATSON COLEMAN. Mr. Conway. 

Mr. CONWAY. Yes, from Amtrak, we are pretty limited in our responsibilities at Trenton. Our police officers will take train rides 

and pretty much turn around at Trenton. The policing of the station itself is left to New Jersey Transit police. In return, what happens in New York Penn Station, although we serve thousands of 

New Jersey Transit commuters, the Amtrak polices the New Jersey 

Transit side of Penn Station. 

So you won’t—unless there is a special event or something special going on, you will not see New Jersey Transit police in Penn 

Station. They come over for special events—the Pope, Super Bowl, 

New Year’s Eve, St. Patrick’s Day, events like that. 

So, again, New York Penn Station, New Jersey Transit side 

policed by Amtrak. The opposite is true for the most part at Trenton. 

Mrs. WATSON COLEMAN. OK. Thank you. I yield back. 

Mr. DONOVAN. The gentlewoman yields back. 

38 

I want to thank the witnesses for their testimony. Beside your 

testimony, though, I want to thank you for the efforts that you perform every day on behalf of our commuters and our families, and 

I want you to bring back, on behalf of this Congress, our thanks 

for the men and women who work for you, the members of the 

service. Tell them to continue to do the great job they are doing, 

to do it safely. 

This panel is dismissed. The clerk will prepare the witness table 

for our second panel. 

Thank you. 

[Pause.] 

Mr. DONOVAN. I would like to welcome our second panel to today’s hearing and thank them for their participation. 

Mr. Greg Kierce serves as director of Jersey City—excuse me. 

Serves as the director of the Jersey City, New Jersey, Office of 

Emergency Management and Homeland Security. In this capacity, 

he is responsible for the city’s response to disasters and manages 

the city’s homeland security grant funds. 

Sergeant Kierce previously served in the New Jersey State Police—excuse me, Jersey City’s police department, and I also want 

to note that this is his third appearance before our subcommittee, 

actually the second in this Congress. 

Welcome again, Sergeant. 

Mr. KIERCE. Thank you, Mr. Chairman. 

Mr. DONOVAN. Mr. Rick Sposa oversees emergency medical service operations at the Jersey City Medical Center. In this capacity, 

he is responsible for the dispatch center and the hospital’s emergency preparedness program. 

Additionally, Mr. Sposa is an adjunct professor at the Texas 

A&M Engineering Extension Services and a member of the National Domestic Preparedness Consortium. He previously served in 

the Borough of Norwood Office of Emergency Management. 

Welcome, sir. 

Mr. DONOVAN. Lieutenant Vincent Glenn serves as commander of 

the Jersey City Police Department’s Emergency Services Unit. He 

is also a member of the New Jersey State Render Safe Task Force, 

the FBI Weapons of Mass Destruction Stabilization Team, and the 

Jersey City Medical Center Paramedic Education Advisory Board. 

Welcome. 

Mr. GLENN. Thank you, sir. 

Mr. DONOVAN. Mr. Richard Gorman serves as a captain in the 

Jersey City Department of Fire and Emergency Services. In this 

capacity, he is responsible for the Jersey City Metropolitan Medical 

Response System and New Jersey Task Force One Urban Search 

and Rescue Team. 

Welcome, sir. 

Mr. GORMAN. Thank you. 

Mr. DONOVAN. Mr. Mike Mollahan serves as trustee and legislative director on the board of the Port Authority Police Benevolent 

Association. Mr. Mollahan joined the Port Authority Police Department in 2002. He began his law enforcement career with the NYPD 

in 1998. 

Welcome, sir. 

Mr. MOLLAHAN. Thank you. 

39 

Mr. DONOVAN. The witnesses’ full written testimony will appear 

on the record. The Chair now recognizes Sergeant Kierce for 5 minutes. 

STATEMENT OF SERGEANT W. GREG KIERCE, DIRECTOR, OFFICE OF EMERGENCY MANAGEMENT AND HOMELAND SECURITY, CITY OF JERSEY CITY, NEW JERSEY 

Mr. KIERCE. Chairman Donovan, Ranking Member Payne, Members of the subcommittee, Representative Bonnie Watson Coleman, 

thank you for affording me the opportunity to appear before you 

this morning. 

After every major terrorist attack in any part of the world, security officials and the American public alike turn to the question of 

what can be done to deter, prevent a similar attack from occurring 

here? Unfortunately, it requires a major disaster to arouse concern 

sufficiently to mobilize the political will to take needed action. 

Useful things are often accomplished in the shadow of tragedy. 

It is not because those charged with security are unable to imagine 

what terrorists might do. It is rather that people seldom support 

costly and potentially disruptive measures to protect them against 

things that haven’t occurred. 

The reality is because terrorists can attack anything, anywhere, 

anytime, while we cannot protect everything, everywhere, all the 

time, security tends to be reactive. Certainly, we must try to protect the targets that terrorists show a proclivity to attack. 

Terrorist attacks on public transportation are nothing new. Since 

the early 1990’s, those concerned with security of public surface 

transportation have been increasingly worried that trains and 

buses were becoming highly-attractive targets for terrorists bent on 

body counts. For those determined to kill in quantity and willing 

to kill indiscriminately, trains, subways, and buses are ideal targets. They offer terrorists easy access and escape, and congregations of strangers guarantee anonymity. 

Approximately one-third of terrorist attacks world-wide target 

transportation systems, with public transit the most frequent. An 

analysis of more than 22,000 terrorist incidents from 1968 through 

2014 indicated that assaults on land-based transportation targets, 

including mass transit, had the highest casualty rates of any type. 

Although major terrorist attacks like those on transit systems in 

other parts of the world have not occurred in the United States, 

chances prove exceedingly high. Heavily-populated systems that operate on predictable schedules with passengers having little or no 

chance to escape crowded stations, buses, trains, and other conveyances make public transportation susceptible to acts of terrorism. 

Moreover, many systems are expanding and ridership has generally increased, raising more policing concerns. Vehicular gridlock, 

air pollution, expensive parking, and higher gasoline prices have 

made mass transit an attractive option for urban dwellers in metropolitan areas. 

Numerous individuals have chosen to leave their vehicles at 

home and subsequently have logged millions of more daily rides on 

mass transit and regional rail. Terrorists and criminals continue to 

think of new schemes in attempts to adjust their tactics to thwart 

40 

law enforcement officials, who, in turn, must remain relentless 

when developing and integrating strategies to safeguard the public. 

Surface transportation cannot be protected in the ways that commercial aviation is protected. Trains, subways, and buses must remain readily accessible, convenient, and inexpensive. The deployment of metal detectors, X-ray machines, explosive sniffers, and 

armed guards, which have become features of the landscape at airports, cannot be transferred easily to subway stations or bus stops. 

The delays would be enormous and the cost-prohibitive. Public 

transportation would effectively shut down. 

Transportation facilities are open public places. Other public 

places that offer terrorists similar body counts—shopping malls, 

crowded streets, or the lines of people just waiting to get through 

security measures—are just as vulnerable. 

This does not mean that nothing can be done to increase surface 

transportation security. Security officials in countries that have 

been subjected to terrorist attacks have developed some effective 

countermeasures. Good security can make terrorist attacks more 

difficult, can increase their likelihood of being detected, can minimize casualties and disruption, can reduce panic and reassure passengers. 

Visible security patrols and staff have a deterrent effect. Closedcircuit television coverage has been used extensively in Europe 

with good results. Enlisting employees and the public in surveillance could also be very effective. 

Much can be done through the design of vehicles and facilities 

to eliminate hiding places, facilitate surveillance, and reduce casualties by removing materials that explosions may turn into shrapnel or burn with toxic fumes. Adequate ventilation to remove deadly smoke, a leading killer in tunnels, must be ensured. Safe areas 

can be created to protect passengers during bomb threats. 

Transportation operators, either public commissions or private 

companies, have the front-line responsibility for implementing security measures and responding to threats, crisis planning, and 

restoration operations. We must all do what we can to enhance the 

ability of our intelligence efforts and law enforcement officials to 

uncover and thwart terrorist plots, increase security around vulnerable targets, and improve our ability to respond to attacks when 

they occur. 

At the same time, we must be realistic about the acceptance of 

risk. We cannot allow fear to become the framework of American 

governance. Ensuring the security of this country’s critical infrastructure has become even more a priority since September 11, 

2001. 

To that end, public transportation systems must continuously develop and implement programs to protect passengers, employees, 

and property from those individuals who wish to do harm. We 

should be wary of slouching toward a security State in which protected perimeters, gates, and guards dominate the landscape and 

irrevocably alter everyday life. 

On behalf of Mayor Steven M. Fulop and the citizens of Jersey 

City, I once again thank you for inviting me here today and look 

forward to working with you in providing a safe and secure environment for the citizens which we serve. 

41 

[The prepared statement of Mr. Kierce follows:] 

PREPARED STATEMENT OF W. GREG KIERCE

TUESDAY, JUNE 21, 2014 

Chairman Donovan, Ranking Member Payne, and Members of the subcommittee 

thank you for affording me the opportunity to appear before you this morning. 

After every major terrorist attack in any part of the world, security officials and 

the American public alike turn to the question of what can be done to deter or prevent a similar attack from occurring here. 

Unfortunately, it often requires a major disaster to arouse concern sufficiently to 

mobilize the political will to take needed action. Useful things are often accomplished in the shadow of tragedy. 

It is not because those charged with security are unable to imagine what terrorists might do. It is rather that people seldom support costly and potentially disruptive measures to protect them against things that haven’t occurred. 

The reality is that because terrorists can attack anything, anywhere, any time, 

while we cannot protect everything, everywhere, all the time, security, tends to be 

reactive. Certainly we must try to protect targets that terrorists show a proclivity 

to attack. 

Terrorist attacks on public transportation are nothing new. Since the early 1990s, 

those concerned with the security of public surface transportation have been increasingly worried that trains and buses were becoming highly attractive targets for 

terrorists bent upon body counts. 

For those determined to kill in quantity and willing to kill indiscriminately, 

trains, subways, and buses are ideal targets. They offer terrorists easy access and 

escape. Congregations of strangers guarantee anonymity. 

Approximately one-third of terrorist attacks world-wide target transportation systems, with public transit the most frequent. Analysis of more than 22,000 terrorist 

incidents from 1968 through 2014 indicated that assaults on land-based transportation targets, including mass transit, have the highest casualty rates of any type. 

Although major terrorist attacks like those on transit systems in other parts of 

the world have not occurred in the United States, chances prove exceedingly high. 

Heavily-populated systems that operate on predictable schedules, with passengers 

having little or no chance to escape crowded stations, buses, trains, and other conveyances, make public transportation susceptible to acts of terrorism. 

Moreover, many systems are expanding and ridership has generally increased, 

raising more policing concerns. Vehicular gridlock, air pollution, expensive parking 

fees, and higher gasoline prices have made mass transit an attractive option for 

urban dwellers in the metropolitan. 

Numerous individuals have chosen to leave their vehicles at home and, subsequently, have logged millions of more daily rides on mass transit and regional rail. 

Terrorists and criminals continue to think of new schemes and attempt to adjust 

their tactics to thwart law enforcement officials who, in turn, must remain relentless when developing and integrating strategies to safeguard the public. 

Surface transportation cannot be protected in the same way commercial aviation 

is protected. Trains, subways, and buses must remain readily accessible, convenient, 

and inexpensive. 

The deployment of metal detectors, X-ray machines, explosive sniffers, and armed 

guards, which have become features of the landscape at airports, cannot be transferred easily to subway stations or bus stops. 

The delays would be enormous and the costs prohibitive—public transportation 

would effectively be shut down. 

Transportation facilities are public places. Other public places that offer terrorists 

similar body counts—shopping malls, crowded streets, or the lines of people waiting 

to get through security measures—are just as vulnerable. 

This does not mean that nothing can be done to increase surface transportation 

security. 

Security officials in countries that have been subjected to terrorist attacks have 

developed some effective countermeasures. 

Good security can make terrorist attacks more difficult, can increase their likelihood of being detected, can minimize casualties and disruption, can reduce panic, 

and can reassure passengers. 

Visible security patrols and staff have a deterrent effect. Closed-circuit television 

coverage has been used extensively in Europe with good results. And enlisting employees and the public in surveillance can also be very effective. 

42 

Much can be done through the design of vehicles and facilities to eliminate hiding 

places, facilitate surveillance, and reduce casualties by removing materials that explosions may turn into shrapnel or that burn with toxic fumes. 

Adequate ventilation to remove deadly smoke, a leading killer in tunnels, must 

be ensured. Safe areas can be created to protect passengers during bomb threats 

Transportation operators, either public commissions or private companies, have 

the front-line responsibility for implementing security measures, responding to 

threats, crisis planning, and restoring operations. 

We must do all we can to enhance the ability of our intelligence efforts and law 

enforcement officials to uncover and thwart terrorist plots, increase security around 

vulnerable targets, and improve our ability to respond to attacks when they occur. 

At the same time, we must be realistic about the acceptance of risk. We cannot 

allow fear to become the framework of American governance. 

Ensuring the security of this country’s critical infrastructure has become even 

more of a priority since September 11, 2001. 

To that end, public transportation systems must continuously develop and implement programs to protect passengers, employees, and property from those individuals who wish to do harm. 

We should be wary of slouching toward a ‘‘security state’’ in which protected perimeters, gates, and guards dominate the landscape and irrevocably alter everyday 

life. 

Mr. DONOVAN. Thank you, Sergeant. 

The Chair now recognizes Mr. Sposa for 5 minutes. 

STATEMENT OF RICHARD SPOSA, OPERATIONS COORDINATOR, EMERGENCY MEDICAL SERVICES, JERSEY MEDICAL 

CENTER 

Mr. SPOSA. Chairman Donovan, Members of the Subcommittee 

on Emergency Preparedness, Response, and Communications, on 

behalf of Barry Ostrowsky, president and chief executive officer of 

RWJ Barnabas Health, I would like to thank you for the opportunity to come before you today to discuss first responders and 

their role in supporting the efforts to secure transportation in the 

region. 

I would like to thank the subcommittee for its dedication to seeking input from a wide range of stakeholders, including first responders, on this critical issue. I hope to show how your financial 

commitment to emergency preparedness have better prepared the 

region and how continued appropriations will continue to support 

the medical surge needs and prepare health care systems for any 

disaster we could face, including a transit disaster or attack on its 

infrastructure. 

Today, I will speak both from the perspective of the pre-hospital 

EMS provider, as well as the emergency preparedness role in frontline acute care hospitals, and I would not think of a more fitting 

setting to discuss the topic than the city of Jersey City, New Jersey. 

It has been nearly 15 years since the deadliest terrorist attack 

on American soil, which occurred a mere 4 miles from this spot. I 

can tell you that we are most certainly better prepared today than 

we were in 2001 because of the development, funding, and implementation of Federal programs and local initiatives to bolster response capabilities. 

But I would be remiss if I told you there wasn’t more work to 

do, more goals to accomplish, and more loops to close. To begin, I 

would like to give you a snapshot of programs that exist within the 

health care community today because of the Federal Government’s 

43 

commitment to better preparing the community to protect the residents, visitors, and workers in New Jersey. 

Since 2003, the Federal Government has invested more than $33 

million in bolstering health care preparedness in the North Jersey 

UASI region, which includes Jersey City. This money has built new 

programs and provided the basis for some of the most unique and 

forward-thinking solutions to deal with medical surge and mass 

casualty incidents that exist in the country today. 

I would like to highlight some significant accomplishments, both 

in the hospital and EMS worlds that indeed make this region safer 

and more resilient in the face of an attack or large-scale incident. 

These programs enhance the ability of EMS and hospitals to respond to mass casualty events, pandemic events, and acts of terrorism and would have not been possible without the funding that 

was supplied by these important UASI grants. 

Hospitals are, by their very nature, considered to be a soft target 

for a number of reasons. The mission of all hospitals is to be available to their community 24/7/365. Because those in need of aid 

must have immediate access to life-saving care, entry to these facilities can’t be hampered or restricted. 

Our lights are always on, our doors unlocked, and our prominent 

role in the surrounding community unquestioned. This could easily 

be exploited, and therefore, the need to protect an open campus is 

paramount and a necessary first step to providing excellent patient 

care. 

The trauma centers in the UASI region have been able to harden 

their structures and better protect themselves from unwanted attacks through the trauma center target hardening grants. These 

improvements include increased closed-circuit television capabilities, the creation of blast buffer zones around the structures, the 

installation of radiation detection, and the placement of better access control systems to aid in that mission. 

Our hospitals are also better prepared for medical surge events 

as a result of the receipt of the UASI grants. For example, each of 

the 34 hospitals in the New Jersey UASI region has been provided 

with a medical surge trailer designed to provide the necessary supplies, tools, and protective equipment that would be needed in the 

face of a medical surge event. The coordination and uniform outfitting to each facility would not have been possible without an overarching mission directive like that from the UASI grant stream. 

In any medical surge event, communication systems and modalities will play a crucial role. If you read any after-action report from 

an incident or exercise, you will almost certainly find multiple references to communication gaps that occurred during the event, and 

UASI has allowed the hospitals to bolster their communications capabilities. The implementation of a mass notification system that 

allows hospitals to communicate and recall their staff was a key to 

building more resilient hospitals. 

Another major step forward for interoperability and communications that was undertaken was the Mutualink system that allows 

for cross-platform, multi-discipline communication in real time. 

This tool will assist with the overall response coordination by allowing multiple disciplines’ radios, phones, and even video feeds to 

44 

be shared in real time and increase capabilities of communications 

instantly. 

As you can see through these examples, the health-care community in the New Jersey UASI region has dramatically improved its 

response capabilities and resiliency since the inception of the UASI 

grant process, and these initiatives directly support securing the 

infrastructure of mass transit in the region. Through regular interfaces and exercises with the transit community, relationships are 

built and responses refined. The UASI program has directly impacted and improved these relationships through mutual training 

and cross-discipline planning. 

Turning specifically to our role in protecting and responding to 

emergencies within the transit systems, I want to focus on two collaborative endeavors. Our efforts in the creation of the passenger 

rail security plan, as well as our work through UASI grants to furnish our partners with specialized equipment geared toward transit 

events. 

First, the passenger rail security plan, which represents the most 

comprehensive initiative undertaken by EMS in New Jersey related to the transit system. The plan was developed by the New 

Jersey EMS Task Force, which is a stakeholder group of specialized 

resources, of which Jersey City Medical Center’s EMS is a charter 

member. 

The creation of the plan began with a kick-off meeting in October 

2009 and included nearly 80 representatives from local EMS agencies and the State Office of Emergency Management, as well as 

State, Federal, and private planning partners. The task force reviewed and analyzed response guidelines, best practices, and lessons learned from authorities such as Madrid’s Emergency Services, the London Ambulance Service, District of Columbia Fire and 

EMS, the Los Angeles Fire Department, Jersey City Medical Center EMS, and the Hudson County Office of Emergency Management. 

Completed in March 2011, the plan is an unprecedented 1,238- 

page detailed document, and as I have mentioned, it represents the 

largest EMS planning project in New Jersey’s history. Its authors 

invested more than 10,000 hours of work, and more than 70 agencies collaborated between its inception and completion. This plan 

incorporates more than 300 stations throughout the State overall. 

The most vulnerable stations, of which there are 38, spanning 10 

counties, have either ridership of at least 500,000 per year or attached to critical infrastructure, such as an airport, sporting event, 

or entertainment venue. This plan made unprecedented strides in 

terms of EMS coordination and integration with our transit partners. 

Next, we have equipped our partners with specialty equipment 

designed to enable remote access to patients, support mass casualty events, and aid in the mass transportation of patients. This 

is critically important, as one of the largest challenges that EMS 

face during mass transit events is the availability of access to remote locations. 

When an event occurs away from a station, it can be incredibly 

difficult—it can be incredibly difficult to access the incident location. To address this issue in New Jersey, we have amassed a fleet 

45 

of off-road ambulances built specifically to access remote locations 

and remove patients to central locations for further treatment and 

transport. 

These assets allow for the quick extraction of patients from remote locations and in time/life critical circumstances will mean the 

different between life and death. New Jersey EMS has assembled 

the largest known fleet of medical ambulance buses, which are designed to meet the needs of mass casualty events and are capable 

of transporting up to 22 patients with one trip. 

These assets would not have been obtainable without the support 

of UASI dollars coming through the region, and these assets have 

been proven time and time again in the region and continue to be 

a valued resource. Regularly assisting with nursing home evacuations and large-scale incidents throughout the State, these assets 

have been put into action on countless occasions and transported 

thousands of patients, allowing for quick evacuation and relocation 

with much less manpower during a disaster response. This fleet 

has become an indispensable asset in the region and a model for 

other locations to emulate. 

Based on some of the examples I provided with you today, you 

can see that hospitals, emergency medical providers, and other 

partners in the region are better prepared to handle adverse surge 

events, such as those that could be created by large-scale transit 

attacks or accidents, as a direct result of Federal dollars supplied. 

But there is more work to do in order to continue to ensure we are 

exceptionally prepared for any emergency response. 

This is particularly important as we see our terror threats evolving, such as the recent tragedy in Orlando. Our focus must be 

given to new threats, and training and equipment must change to 

meet those new threats. 

We are prepared for the all-hazards approach and have already 

refined our mission to include the latest trends throughout the 

EMS and hospital community by bolstering our bleeding control 

equipment and training and working with our partners in law enforcement and fire. To date, the New Jersey UASI has already invested nearly $4 million in the rescue task force concept and getting the right equipment into the hands of those who need it. This 

is another successful example of how these dollars prepare us for 

these events. 

We are cognizant of the limited resources available and the difficult decisions that you must make in Congress on how to allocate 

resources. However, because of the changing landscape, we are 

hopeful that the recent trend to reduce homeland security grants 

is reversed. 

In closing, I would like to once again offer my sincere appreciation for the opportunity to speak with you today. The region is 

most certainly prepared for an emergency of any kind than it was 

15 years ago, but the job is not done. The threat is not gone, and 

the realities are continually changing. 

I urge you to work with the vast group of stakeholders here 

today and others to begin planning how to make and continue us 

to make safer, more resilient, and more ready to face what seems 

to be a never-ending threat stream. 

Thank you, sir. 

46 

[The prepared statement of Mr. Sposa follows:] 

PREPARED STATEMENT OF RICHARD SPOSA

JUNE 21, 2016 

Chairman Donovan and Members of the Subcommittee on Emergency Preparedness, Response, and Communications, on behalf of Barry Ostrowsky, president and 

chief executive officer of RWJBarnabas Health, I would like to thank you for the 

opportunity to come before you today to discuss first responders and their role in 

supporting efforts to secure surface transportation in the region. 

RWJBarnabas Health is the largest not-for-profit integrated health care delivery 

system in New Jersey. The system includes 11 acute care hospitals, 3 children’s hospitals, a pediatric rehabilitation hospital, a freestanding behavioral health center, 

ambulatory care centers, geriatric centers, the State’s largest behavioral health network, comprehensive home care and hospice programs, and several accountable care 

organizations. As the second-largest private employer in New Jersey, RWJBarnabas 

Health includes more than 32,000 employees and over 9,000 physicians and we 

train more than 1,000 residents. 

Jersey City Medical Center’s Emergency Medical Service (EMS) has served the 

city of Jersey City uninterrupted as its ambulance and emergency service provider 

for more than 130 years. In fact, April 2016 marked our 133rd year of providing 

24/7/365 Basic and Advanced Life Support ambulance service to this great city. 

JCMC EMS has utilized many Nationally-recognized best processes and practices 

and has found that this has been instrumental in our system’s success. 

I would like to thank this subcommittee for its dedication to seeking input from 

a wide range of stakeholders, including first responders, on this critical issue. I hope 

to show how your financial commitment to emergency preparedness have better prepared the region and how continued appropriations will continue to support the 

medical surge needs, and prepare health care systems for any disaster we could 

face, including a transit disaster or attack on its infrastructure. 

Today I will speak from both the perspective of the pre-hospital EMS provider as 

well as the emergency preparedness role of front-line acute care facilities. And I 

could not think of a more fitting setting to discuss this topic than the city of Jersey 

City, New Jersey. It has been nearly 15 years since the deadliest terrorist attack 

on American soil, which occurred a mere 4 miles from this spot. I can tell you that 

we are most certainly better prepared today then we were in 2001 because of the 

development, funding, and implementation of Federal programs and local initiatives 

to bolster response capabilities. But I would be remiss if I told you there wasn’t 

more work to do, more goals to accomplish, and more loops to close. 

To begin, I would like to give you a snapshot of programs that exist within the 

health care community today because of the Federal Government’s commitment to 

better preparing the community to protect the residents, visitors, and workers in 

New Jersey. Since 2003, the Federal Government has invested more than $33 million in bolstering the health care preparedness in the North Jersey UASI region, 

which includes Jersey City. This money has built new programs and provided the 

basis for some of the most unique and forward thinking solutions to deal with medical surge and mass casualty incidents that exist in the country today. 

I would like to highlight some significant accomplishments both in the hospital 

and EMS worlds that indeed make this region safer and more resilient in the face 

of attack or large-scale incident. These programs enhance the ability of EMS and 

hospitals to respond to Mass Casualty Events, Pandemic Events, and Acts of Terrorism and would not have been possible without the funding that was supplied by 

these important UASI grants. 

Hospitals are, by their very nature, considered to be a soft target for a number 

of reasons. The mission of all hospitals is to be available to their community 24/ 

7/365 and because those in need of aid must have immediate access to life-saving 

care, entry to these facilities can’t be hampered or restricted. Our lights are always 

on, our doors unlocked, and our prominent role in the surrounding community unquestioned. This could easily be exploited and therefore the need to protect an open 

campus is paramount and a necessary first step in providing excellent patient care. 

The trauma centers in the UASI region have been able to harden their structures 

and better protect themselves from unwanted attacks through the Trauma Center 

Target Hardening grants. These improvements include increased closed circuit television capabilities, the creation of blast buffer zones around the structures, the installation of radiation detection and the placement of better access control systems 

to aid in that mission. 

47 

Our hospitals have also become better prepared for a medical surge event as a 

result of the receipt of UASI grants. For example, each of the 34 hospitals in the 

NJ UASI region has been provided with a medical surge trailer, designed to provide 

the necessary supplies, tools, and personal protective equipment that would be needed in the face of a medical surge event. The coordination and uniform outfitting to 

each facility would not have been possible without an overarching mission directive 

like that of the UASI grant stream. These trailers have been utilized for many 

events, such as during Hurricane Sandy, and are easily shared within the hospital 

community for more isolated incidents that don’t involve all the hospitals. 

In any medical surge event, communication systems and modalities will play a 

crucial role. If you read any after-action report from an incident or exercise you will 

almost certainly find multiple references to communication gaps that occurred during the event. And UASI has allowed the hospitals to bolster their communications 

capabilities. The implementation of a mass notification system that allows hospitals 

to communicate and recall their staff was a key to building more resilient hospitals. 

The other major step forward for interoperability and communications that was undertaken is the MutualLink system that allows for cross-platform, multi-discipline 

communication in real time. This tool will assist with the overall response coordination by allowing multiple disciplines, radios, phones, and even video feeds to be 

shared in real time and increase capabilities communications instantly. 

As you can see through these examples, the Emergency Medical Services community in the NJ UASI has dramatically improved its response capabilities and resiliency since the inception of UASI grant process. And these initiatives directly support securing the infrastructure of mass transit in the region. Through regular 

interfaces and exercises with the transit community, relationships are built and responses refined. The UASI program has directly impacted and improved these relationships through mutual training and cross discipline planning. 

Turning specifically to our role in protecting and responding to emergencies within transit systems, I want to focus on two collaborative endeavors—our efforts in 

the creation of the Passenger Rail Security Plan as well as our work, through UASI 

grants, to furnish our partners with specialized equipment geared toward transit 

events. 

First, the Passenger Rail Security Plan, which represents the most comprehensive 

initiative undertaken by EMS in New Jersey related to the transit system. The Plan 

was developed by the New Jersey EMS Taskforce, which is a stakeholder group of 

specialized resources of which Jersey City Medical Center’s EMS is a charter member. The creation of the Plan began with a kickoff meeting in October 2009 and included nearly 80 representatives from local EMS agencies and the State OEM, as 

well as State, Federal and private planning partners. The Task Force reviewed and 

analyzed response guidelines, best practices, and lessons learned from authorities 

such as Madrid’s emergency services, the London Ambulance Service, District of Columbia Fire and EMS, the Los Angeles Fire Department, Jersey City Medical Center EMS, the Hudson County Office of Emergency Management. Completed in 

March 2011, the Plan is an unprecedented 1,238-page detailed document and, as I 

mentioned, it represents the largest EMS planning project in New Jersey’s history. 

Its authors invested more than 10,000 hours of work, and more than 70 agencies 

collaborated between its inception and completion. 

The Plan incorporates more than 300 stations throughout the State overall. The 

most vulnerable stations, of which there are 38 spanning 10 counties, have either 

a ridership of at least 500,000 per year or are attached to critical infrastructure 

such an airport, sporting arena or entertainment venue. This Plan made unprecedented strides in terms of EMS coordination and integration with our transit partners. 

Next, we have equipped our partners with specialty equipment designed to enable 

remote access to patients, support mass casualty events, and aid in the mass transportation of patients. This is critically important as one of the largest challenges 

that EMS faces during mass transit events is the availability of access to remote 

locations. When an event occurs away from a station it can be incredibly difficult 

to access the incident location. To address this issue, in New Jersey we have 

amassed a fleet of off-road ambulances built specifically to access remote locations 

and remove patients to central locations for further treatment and transport. These 

assets allow for the quick extraction of patients from remote locations and, in time 

life critical circumstances, will mean the difference between life and death. 

New Jersey EMS has assembled the largest known fleet of Medical Ambulance 

Buses, which are designed to meet the needs of mass casualty events and are capable of transporting up to 22 patients with one trip. These assets would not have 

been obtainable without the support of the UASI dollars coming to the region, and 

these assets have been proven time and time again in the region and continue to 

48 

be a valued resource, regularly assisting with nursing home evacuations and largescale incidents throughout the State. These assets have been put into action on 

countless occasions and transported thousands of patients allowing for quick evacuation and relocation with much less manpower during a disaster response. This fleet 

has become an indispensable asset in the region and a model for other locations to 

emulate. 

NJ also has a large fleet of mass care response units (known as ‘‘MCRUs’’), spread 

throughout the State to meet the ever-evolving threat profile and these units will 

play a critical role in providing the much-needed supplies, equipment, and transport 

devices at an event. There are 5 large-scale MCRU’s capable of treating 100 patients 

each and an additional 7 smaller units that can each treat 50 patients. Should a 

large-scale transit event occur, these assets would be a critical asset that will be 

mobilized quickly and allow for adequate supplies to be delivered to the scene. 

Based on some of the examples I’ve provided you with today, you can see that 

hospitals emergency medical providers and other partners in the region are better 

prepared to handle adverse surge events, such as those that could be created by 

large-scale transit attacks or accidents, as a direct result of Federal dollars supplied. 

But there is more work to do in order to continue to ensure we are exceptionally 

prepared for any emergency response necessary. This is particularly important as 

we see terror threats evolving. 

As the challenges we are facing change, our needs to meet those challenges will 

change as well. We are talking about protecting our transit systems and how different aspects of the health care continuum support that. What we see unfolding 

is a new disturbing trend of active-shooter and mass-shooting events, such as seen 

in Orlando last weekend. Of course we need to be prepared for the next threat, but 

there is a benefit to the tasks already undertaken. We are prepared for the ‘‘all hazards’’ approach and are already refining that mission to include the latest trends 

in EMS and Hospital care by bolstering our bleeding control equipment and training 

and working with our partners in Law Enforcement and Fire. To date the NJ UASI 

has already invested nearly $4,000,000 in the rescue task force concept and getting 

the right equipment into the hands of those who need it this is another successful 

example of how these dollars prepare us for these events. 

We are cognizant of the limited resources available and the difficult decisions that 

you must make in Congress on how to allocate resources; however, because of the 

changing landscape, we are hopeful that the recent trend to reduce homeland security grants, is reversed. 

In closing, I would like to once again offer my sincere appreciation for the opportunity to speak with you today. The region is most certainly more prepared for an 

emergency of any kind than it was 15 years ago. But the job is not done, the threat 

is not gone, and the realities are continually changing. I urge you to work with the 

vast group of stakeholders here today, and others, to begin planning how to continue 

make us safer, more resilient, and more ready to face what seems to be a neverending threat stream. 

Mr. DONOVAN. Thank you. 

The Chair recognizes Captain Gorman for 5 minutes. 

STATEMENT OF RICHARD D. GORMAN, OFFICE OF EMERGENCY MANAGEMENT AND HOMELAND SECURITY, DEPARTMENT OF FIRE AND EMERGENCY SERVICES, JERSEY CITY, 

NEW JERSEY 

Mr. GORMAN. Thank you, Chairman Donovan, Ranking Member 

Honorable Donald Payne, and respective Members of the subcommittee. 

On behalf of the Jersey City Fire Department and the Emergency Response Partnership of the Northern New Jersey Region, 

please accept my deepest gratitude to appear and present testimony regarding the protection of our passengers on surface transportation. 

On February 9, 1996, at 8:40 a.m., the emergency response community of Jersey City, Hudson County, and New Jersey State and 

Federal agencies converged to a remote section of the Jersey CitySecaucus border. I was—as a young firefighter/EMT, I was one of 

49 

the first responders, and I was presented with a horrific crash of 

two commuter trains. 

Our society was beginning to worry about terrorist events with 

the 1993 World Trade Center bombing, which was right in our 

neighborhood, Jersey City. First thing you ask yourself, was this a 

terrorist event? 

As highlighted in the articles that I have submitted, you could 

review that for your future reference, as the police, fire, rescue, and 

EMS crews began to triage and treat the injured, we were quickly 

exhausted of our resources we had on hand. We were already beyond our capabilities, and we hadn’t even transported a single patient to the hospital. In order to accomplish that, command and 

control had to be established, and multi-discipline mutual aid to be 

summoned on an unprecedented scale for our area. 

Unfortunately, we measure our response by stating our losses, 

and that day, 3 people lost their lives, the 2 engineers and 1 passenger. But 162 passengers were injured, 16 severely, and we 

should begin to realize that we were successful in that every passenger that we treated on that day did survive, largely due to the 

rapid response, on-scene operations, due to the extensive training 

and superior knowledge, skill, and ability of many emergency response personnel, both on scene and in the hospitals. 

That day ended for us, and we were proud to say that we saved 

many from death and further injury, but the lessons learned continued to evolve. The executives of many agencies gathered and 

conducted very comprehensive evaluations and post-incident analysis of many aspects of this incident. There were models presented 

to many committees, which included natural and man-made disasters related to rail and surface mass transportation. 

Different target locations were introduced to include transportation hubs and terminals, as well as hard-to-access remote locations that is described in this incident. The State of New Jersey 

and Jersey City has come a long way since that day. 

As Director Kierce has testified to the attraction of attacks on 

our infrastructure, we in the emergency management and response 

community are well aware that any place is a potential target, and 

we respond to each and every one of them to protect the lives of 

the citizens we are sworn to protect. 

Many programs have been developed to support our response to 

terrorism and enhance our ability to operate in these large-scale 

events. To highlight a few, the Metropolitan Medical Strike Team; 

the Urban Area Security Initiative funding, or the UASI; SAFER 

grants, which is Staffing to Adequate Fire and Emergency Response; AFG, which is the Assistance to Firefighter Grant; the Port 

Security Grant Program. 

These work to enhance communications, develop threat analysis 

groups and fusion centers, form specialized teams, enhance training and exercise to include our working with FEMA for National 

exercise pilot programs, and the most recent exercise was the 

Bakken crude oil transport within Hudson County. Special trained 

law enforcement teams and rapid deployment forces and information-sharing committees were formed. 

MMRS was developed and was one of the first National grant 

programs to support emergency response agencies to address gaps 

50 

in equipment and training. This funding has been discontinued. 

However, many other programs, such as UASI, has replaced it and 

has a more detailed, focused structure to provide a better-defined 

overall system. 

The on-going interagency communication of radio, data, and livestreaming to enhance situational awareness from on-scene operation to senior commanders and executive decision-making officials 

continues to evolve. Secure radio communications have become better and will continue to grow with the demand. 

Systems like NJ NET and Mutualink are becoming common. 

Local, county, and State emergency operation centers, fusion centers, and coordination centers are in virtually every city and township, which are used for planned events and natural and manmade disasters. These systems and locations are extremely useful. 

However, they do have a price tag in the new and evolving technical support that they require. 

Additionally, challenges in permissions of being able to share frequencies with other agencies is becoming or has been a problem, 

and we seem to be overcoming that. The inception of dual and triband radios and the complicated user training that we will need to 

use them is going to be apparent. 

Specially-trained units, such as the New Jersey Task Force One 

Urban Search and Rescue Team, due to the large commitment of 

manpower and equipment, we were recently the latest to be accepted into the National Urban Search and Rescue Response System. 

This team began its journey in 1998. From that unit, a new concept 

was introduced in this region called the Metro Urban Strike Team. 

Based on a gap analysis from a first responder operating on a 

collapse to the time that the task force could arrive on scene, it was 

estimated to be a 1- to 6-hour window. The MUST team, or the 

Metro Urban Strike Team, fills that gap, and these teams are lined 

throughout the UASI region. Their capabilities are structural collapse, trench rescue, technical rescue, and we seek to train and respond in new disciplines as that committee unfolds. 

As Mr. Sposa stated, the New Jersey EMS Task Force is also a 

system born from this UASI subcommittee, and it has proven itself 

to be invaluable. New Jersey Transit provides also evacuation 

transport in stricken localities, such as Jersey City, to self-shelter 

areas. 

So if we had a shelter in Jersey City and we were in a danger 

zone, New Jersey Transit would mobilize buses, and we would 

move then to another section of the State which is safe. I would 

like to thank you for your support and commitment and our elected 

officials at many levels of government for that. 

Training and exercise programs in basic to advanced operations 

from initial arrival to advanced command-and-control have also 

been developed. These programs are world class, delivered by the 

very best instructors in the field. Many are sponsored by the National Office of Domestic Preparedness in similar agencies. 

These are invaluable. However, they are scaled down by departments due to operating at minimum staffing levels and budgetary 

concerns to pay for the venues and the expensive cost of replacing 

personnel. 

51 

Additionally, the allocation or allowance of Federally-funded 

training centers and staff should be seriously reconsidered. Hudson 

County does not have a fully-functional, fully-staffed, multi-disciplined training academy and training ground, and this area, 

being as compressed as it is, severely lacks that. The personnel 

must be placed off-duty and often replaced to attend training academies in other counties, leading to delays in response should they 

have to be recalled for an emergency within Hudson County. 

Other programs were the rapid deployment force and information-sharing component, such as the JTTF, which will be addressed 

by other capable persons here. But the most important thing that 

we have today, which we didn’t have, is the relationships with the 

mutual aid partnerships, the police departments, the EMS. Imagine a cop and a fireman getting along and getting things done. 

The Port Authority Police, the Port Authority OEM, New Jersey 

Transit Police, their special operations group, their OEM group, 

New Jersey State Police, Amtrak, Conrail, and Norfolk Southern, 

we work with many different partners to do training and district 

familiarizations. 

In closing, on behalf of the Director of Public Safety Shea and the 

Chief of Department Darren Rivers, the men and the women of the 

Jersey City Fire Department, the men and women of the New Jersey Task Force One, and of course, the Jersey City Mayor Steven 

M. Fulop, I thank you again for your interest in the most important aspect of our business, keeping the citizens of the United 

States and her visitors safe and secure. 

[The prepared statement of Mr. Gorman follows:] 

PREPARED STATEMENT OF RICHARD D. GORMAN

JUNE 21, 2016 

Chairman Donovan, Ranking Member Honorable Donald M. Payne Jr., and the 

respected Members of this subcommittee, On behalf of the Jersey City Fire Dept 

and Emergency Response partnership of the North New Jersey Region, please accept my deepest gratitude to appear and present testimony regarding the protection 

of our passengers on surface transportation. 

On February 9, 1996 at 8:40 a.m., the emergency response community of Jersey 

City, Hudson County and N.J. State, and Federal agencies converged to a remote 

section of Jersey City and Secaucus Border. As a young firefighter/EMT and one of 

the first due responders, I was presented with a horrific crash of 2 commuter trains. 

Our society was beginning to worry about terrorist events after the 1993 WTC 

Bombing. 

Was this a terrorist event? 

As highlighted in the New York Times article provided, there were many obstacles 

to overcome. 

As the police, fire rescue and EMS crews began to triage and treat the injured, 

we quickly exhausted the resources we had on hand. We were already beyond our 

capabilities, and we haven’t even transported a single patient to a hospital yet. In 

order to accomplish that, Command and Control had to be established, and multidiscipline mutual aid had to be summoned in an unprecedented scale for our city. 

Unfortunately we measure our response by stating our loses. Three people lost 

their lives, the 2 engineers and 1 passenger, 162 passengers were injured (16 severely). We should begin to realize that we were successful in that all the passengers treated survived largely due to the rapid response, on-scene operations due 

to extensive training and superior knowledge skill and ability of many emergency 

response personnel both on scene and in hospitals. 

That day ended for us, and we were proud to say that we saved many from death 

and further injury that day. But the lessons learned continue to evolve. 

The executives of many agencies gathered and conducted very comprehensive 

evaluation (Post-Incident Analysis) of many aspects of this accident. 

52 

There were models presented to many committees, which included natural and 

man-made disasters related to rail and surface mass transportation. Different target 

locations were introduced, to include transportation hubs and terminals, as well as 

hard-to-access remote locations as described. 

The State of New Jersey and Jersey City has come a long way from that day. 

As Director Kierce has testified to the attraction of attacks on our infrastructure, 

we in the emergency management and response community are well aware that any 

place is a potential target. And we respond to each and everyone of them to protect 

the lives of the citizens we are sworn to protect. 

Many programs have been developed to support our response to terrorism, and 

enhance our ability to operate in these large-scale events. • Metropolitan Medical Strike Team (MMRS) • Urban Area Security Initiative Funding (UASI) on a regional basis • Staffing for Adequate Fire and Emergency Response (SAFER) Grants • Assistance to Firefighter Grant (AFG) • Port Security Grant Program (PSGP) • Enhancement in the Communications • Threat Analysis Groups, Fusion Centers • Specially Trained Teams and Groups (NJ–TF 1, MUST, NJEMSTF, NJ Transit 

Police Special Operations) • Training and Exercise • Command and Control • Special Trained Law Enforcement Teams (RDF) • Information-Gathering Sharing committees 

MMRS was developed and was one to the first National Grant programs to support the emergency response agencies to address gaps in equipment and training. 

This funding has been discontinued, however many other programs such as the 

UASI has replaced it and has a more detailed, focused structure to provide a betterdefined overall system. 

The on-going inter agency communication of radio, data, and live-streaming to enhance situational awareness from on-scene operation to senior commanders and executive decision-making officials continues to evolve. Secure radio communication 

have become better and will continue to grow with the demand. 

Systems like NJ NET and Mutual Link are becoming common. Local, county, and 

State Emergency Operations Centers, Fusion Centers, Coordination Centers are in 

virtually every city and township, which are used for planned events, and natural 

and man-made disasters. 

These systems and locations are extremely useful, however they do have a price 

tag in the new and evolving technical support they require. 

Specially-Trained units such the NJ–TF 1 USAR team. Due to a large commitment of manpower and equipment was recently the latest to be accepted into the 

National Urban Search and Rescue Response System. This team began it’s journey 

in 1998. From that unit, a new concept was introduced in NJ. The Metro Urban 

Strike Team (MUST), Funded by the UASI program, local departments have received equipment and training to fulfill the first response operational period of the 

first 4–6 hours in structural collapse, trench rescue, technical rescue, and seek to 

train and respond in enhanced disciplines. The NJ EMFS Task Force is also a system born of the continued UASI subcommittees. 

I would like to thank you for your support and commitment and that of our elected officials from many levels of government. 

Training and Exercise Programs in basic to advanced operations. From initial arrival to advanced Command and Control have also been developed. These programs 

are world-class, delivered by the very best instructors in the their field. Many are 

sponsored by the National Office of Domestic Preparedness and similar agencies. 

These are invaluable, however often are scaled down due to departments operating at minimum staffing levels and or budgetary concerns to pay for venues and 

cost of replacing personnel. 

The allocation or allowance of Federally-funded training centers and staff should 

be seriously reconsidered. Hudson County does not have a fully functional, fullystaffed multi-discipline training academy training ground. The personnel must be 

placed off duty and often replaced to attend training academies in other counties 

leading to delays in response should they be recalled. 

RDF and Information Sharing Components (JTTF) have or will be addressed by 

other capable persons here. 

In closing, on behalf of Director of Public Safety Shea and Chief of Department 

Datten Rivers and the men and women of the Jersey City Fire Department, The 

men and women of the NJ Task Force 1, and of course Jersey City, City Mayor Steven M. Fulop, I thank you again for your interest in the most important aspect of 

53 

our business, keeping the citizens of the United States and her visitors safe and secure. 

Mr. DONOVAN. Thank you, Captain. 

The Chair now recognizes Lieutenant Glenn for 5 minutes. 

STATEMENT OF VINCENT GLENN, COMMANDER, EMERGENCY 

SERVICE UNIT, POLICE DEPARTMENT, JERSEY CITY, NEW 

JERSEY 

Mr. GLENN. Good morning. I am Lieutenant Vincent Glenn from 

the Jersey City Police Department, and I appreciate the opportunity to speak before you today. 

I am currently the commander of the Emergency Service Unit. 

The Emergency Service Unit, ESU, oversees the bomb squad, the 

scuba team, maritime operations, and the CBRNE response unit, 

CBRNE meaning chemical, biological, radiological, nuclear, and explosives. 

Our specially-trained and equipped personnel are responsible for 

prevention and response to terrorism events, including those in our 

local port areas, industrial facilities, transit hubs, and commuter 

corridors. Officers who are assigned to ESU include FBI-certified 

bomb technicians, Coast Guard credentialed boat operators, hazardous materials technicians, and fully-certified scuba divers. 

ESU officers are capable of responding with a full complement of 

CBRNE equipment to assist in the response and recovery of criminal incidents, terrorism events, and other emergencies. 

Please let me share some relevant details of our city. Jersey City 

is situated on a peninsula, with the Hackensack River and Newark 

Bay on its western shore and the Hudson River and New York Bay 

on its eastern shore. The city’s population is nearly 270,000 residents, and it is estimated that daytime commuters more than double that number. 

Our officers continually collaborate with emergency management 

officials, law enforcement partners, and first responders throughout 

the New York/New Jersey metropolitan region in a whole community approach to carefully manage resources and response activities. Some of our partnerships include participation in the New Jersey State Render Safe Task Force, Urban Area Security Initiative, 

Securing the Cities Program, WMD Stabilization Team, and FBI 

Electronic Countermeasures Task Force. 

Some of the critical infrastructure, buffer zones, and soft targets 

that fall within our area of responsibility include the Jersey City 

waterfront, financial district, the Holland Tunnel, 5 separate commuter ferry terminals, the Port Jersey shipping terminal, and various railways. 

Additionally, ESU’s incident prevention and response equipment 

is utilized along Newark Bay and the Hackensack River for security risk mitigation of the numerous bridge crossings for inter-State 

highways and railways running in and out of the New York/New 

Jersey region. 

My fellow officers and I take pride in our training and preparedness. One of the most fundamental aspects of responding to an 

emergency incident is interoperability. On a daily basis, the Jersey 

City Police Department, particularly ESU, is constantly working to 

foster partnerships and improve interagency communications. 

54 

Training courses, multi-jurisdictional drills, and interdisciplinary 

exercises prepare us to be ready to respond to every perceived 

threat to public safety, regardless of whether that threat is predictable or emerging. Because the skill set to meet an all-hazards approach is perishable, training and education must be on-going and 

repeated for new and seasoned responders alike. As complex 

threats intensify, it is our duty to lead, coach, and direct our first 

responders. 

ESU officers dedicate a significant number of hours to specialized 

training. For example, bomb technicians attend 6 weeks of training 

at the FBI’s Hazardous Devices School. They then continue their 

education with monthly in-service classes and periodic multi-jurisdictional drills. 

Our scuba divers spend hundreds of hours in initial training to 

attain skills such as advanced open water diving, rescue diving, 

and evidence recovery. Their training continues as they perform 

practical exercises in hazardous environments such as the Hudson 

River and Newark Bay. 

Boat operators are fully credentialed by the National Maritime 

Service, as they learn to pilot our 37-foot CBRNE rescue patrol 

boat. This credential mandates that operators maintain hundreds 

of hours on the water per year to ensure proficiency. 

Our emergency responders prepare and experience tremendous 

local support during drills conducted at public locations in sensitive 

areas. These drills, which are frequently covered by the media, give 

first responders an invaluable opportunity to work with stakeholders and other officials in demonstrating the interoperability 

that is so essential to managing a crisis. Within Jersey City, these 

drills have recently been carried out at the Holland Tunnel, the JP 

Morgan Chase building, and even right here at NJCU. 

It is not only emergency response agencies that need the ability 

to work cohesively, but it is important that the public be empowered to unite with first responders in achieving coordination and 

preparedness. For example, the police department’s bomb squad 

conducts community outreach to our partners in the public and private sector with lectures and demonstrations in such topics as IED 

awareness, evacuation procedures, response to bomb threats, and 

active-shooter safety. 

Our scuba team visits junior police academies to demonstrate 

water safety, and our canine officers provide question-and-answer 

sessions at local schools. It is because of the skills afforded to us 

by advanced training that we as professionals can continue to raise 

standards, improve planning, and build partnerships. 

Another important component to consider is equipment. Not only 

is training and education perishable, but the tools to meet emerging threats are perishable as well. Ordering specialized equipment 

often takes many steps and incurs considerable expense over time. 

Equipment and tools often require everything from rudimentary 

maintenance and repair to advanced technological upgrades. Some 

of these tools include radiation detectors, X-ray systems, air monitors, and bomb disposal robots. The specialized equipment that I 

just mentioned, among many other tools, demonstrate the multiple 

defenses that are needed to improve our approach to pervasive 

threats and targets of interest. 

55 

With pride, let me relate a few noteworthy incidents that occurred within the last year and concluded with positive outcomes. 

I responded to a report of a suspicious package on the PATH train 

in Jersey City during prime commuter hours. Upon assessing the 

situation, the item, a pressure cooker, was remotely dismantled 

with minimal disruption to the public. 

On another occasion, a radiological source was detected near the 

Hoboken waterfront and deemed to be nonhazardous by using an 

advanced isotope identifier. 

Recently, police divers retrieved a piece of sensitive homeland security equipment from the waters surrounding the Port Jersey marine terminal. It was through the cooperation of a variety of agencies that these incidents were quickly resolved. 

In summation, we need not be reminded that our area has been 

labeled as a target-rich environment, perhaps even the most highrisk urban area in the country. It is because of the constant vigilance of public safety professionals who operate in challenging environments all day, every day that allow for a robust response to disruptions and emergency events of all types. 

On behalf of the quarter-million residents of Jersey City, my professional partners, and our government officials, I thank you for affording me the opportunity to testify before you on these important 

matters. 

[The prepared statement of Mr. Glenn follows:] 

PREPARED STATEMENT OF VINCENT GLENN

JUNE 21, 2016 

INTRODUCTION

I am Lieutenant Vincent Glenn from the Jersey City Police Department and I appreciate the opportunity to speak before you today. I am currently the commander 

of the Emergency Service Unit. The Emergency Service Unit (ESU) oversees the 

Bomb Squad, SCUBA team, maritime operations, and the CBRNE response unit 

(CBRNE meaning response to chemical, biological, radiological, nuclear, and explosive incidents). 

Our specially-trained and equipped personnel are responsible for prevention and 

response to terrorism events, including those in our local port areas, industrial facilities, transit hubs, commuter corridors, and residential neighborhoods. Officers 

who are assigned to ESU include FBI-certified Bomb Technicians, Coast Guardcredentialed boat operators, State-certified hazardous material technicians, and 

fully certified SCUBA divers. ESU officers are capable of responding with a full 

complement of portable CBRNE equipment to withstand and assist in the response 

and recovery of criminal incidents, terrorism events, and emergencies due to natural 

disasters. 

BACKGROUND

The city of Jersey City is situated on a peninsula with the Hackensack River and 

Newark Bay on its western shore and the Hudson River and New York Bay on its 

eastern shore. The city’s residential population is nearly 270,000 residents and it 

is estimated that daytime commuters raises the populace to approximately half-amillion people. Jersey City’s 21 square miles and population density of nearly 17,000 

people per square mile makes it the third most-densely-populated large city in 

America and it is ranked as one of the top 120 cities vulnerable to a terrorist attack. 

Our officers continually collaborate with emergency management officials, law enforcement partners, and first responders, through the New York/New Jersey metropolitan region, in a whole-community-approach, to carefully manage resources and 

response activities. Some of our partnerships include participation in the NJ State 

Detect and Render Safe Task Force, Urban Area Security Initiative, Securing the 

Cities program, and FBI Level III WMD Stabilization Team, and FBI Electronic 

Countermeasures Task Force. 

56 

We, as first responders are dedicated to enhancing emergency preparedness and 

enabling rapid recovery from terrorist events, natural disasters, and other emergencies. Some of the critical infrastructure, soft targets, and buffer zone responsibilities include the Jersey City waterfront financial district, the Holland Tunnel, 5 separate commuter ferry terminals, 3 separate public marinas, Cape Liberty Cruise 

Port, Port Jersey Shipping Terminal, Global Container Terminal, Claremont Terminal, Public Service Electric Hudson Generating Station, Liberty State Park, and 

Ellis Island. Additionally, ESU incident prevention and response equipment is utilized along Newark Bay and the Hackensack River for security risk mitigation of 

the numerous bridge crossings and support stanchions for inter-State highways and 

State thoroughfares running in and out of the New York/New Jersey metropolitan 

area. The JCPD Emergency Service Unit has existing MOU’s with UASI and the 

USCG to respond with personnel and CBRNE equipment to areas along the Hudson 

River, Hackensack River, New York Bay, Raritan Bay, Kill Van Kull, Port Elizabeth, and Port Newark. 

TRAINING/PREPARATION

One of the most fundamental aspects of responding to any emergency incident is 

interoperability. On a daily basis, Jersey City Police Department, particularly ESU, 

relies on partnerships with all local agencies to ensure the safety of everyone. We 

are constantly working to foster these partnerships and improve our interagency 

communications. Training courses, multi-jurisdictional drills, and inter-disciplinary 

exercises, prepare us to be ready to respond to every perceived threat to public safety, regardless of whether that threat is predictable or emerging. And because the 

skill set to meet an all-hazards approach is perishable, training and education must 

be on-going and repeated—for new and seasoned responders alike. As complex 

threats intensify it is our duty to lead, coach, and direct our first responders. 

Members of ESU dedicate a significant number of hours to specialized training. 

Bomb Technicians earn certification after an initial 6 weeks of training at the FBI’s 

Hazardous Devices School, the only school in the country certified to train Bomb 

Technicians. They then continue their education with monthly in-service classes, 

periodic multijurisdictional exercises and drills, and continuing professional development at HDS. Our SCUBA divers spend hundreds of hours in initial training to attain skills such as advanced open-water diving, rescue diving, and evidence recovery. Their training continues as they perform practical exercises in hazardous environments such as the Hudson River, Hackensack River, Newark Bay, and New York 

Bay. Boat operators are fully credentialed by the National Maritime Service as they 

learn to pilot our 37-foot CBRNE rescue and patrol boat, which is also equipped 

with radiation detection equipment. This credential mandates that operators maintain hundreds of hours, on the water, per-year to ensure proficiency. Their skills are 

particularly necessary when operating under harsh conditions, which is likely to 

occur when responding to those in need of assistance. All of these disciplines practice response to, and recovery from, criminal incidents, terrorism events, and disruptions due to emergencies. However, just as important is the prevention and mitigation of security threats that these officers accomplish by routinely conducting critical 

infrastructure surveys and safety checks. 

Emergency response preparation has experienced tremendous local support during 

drills conducted at public locations and sensitive areas. These drills, which are frequently covered in the media, give first responders an invaluable opportunity to 

work with stakeholders and other officials in demonstrating interoperability that is 

so essential to managing a crisis. Within Jersey City, these drills have recently been 

carried out at the Holland Tunnel, the JP Morgan Chase building, St. Peter’s University and New Jersey City University. An upcoming drill is scheduled to test 

emergency response to the Newport Mall. In addition, on-going radiological training 

exercises are conducted at maritime chokepoints in the area of the Verrazano 

Bridge, George Washington Bridge, and Bayonne Bridge. 

It is not only emergency response agencies that need the ability to work cohesively, but it is important for the public to be educated and empowered to unite with 

first responders to achieve coordination and preparedness. For example, the Police 

Department’s Bomb Squad conducts community outreach to our partners in the public and private sector with lectures and demonstrations in such topics as IED awareness, evacuation procedures, response to bomb threats, and active-shooter safety. 

Our SCUBA team visits junior police academies to demonstrate water safety, and 

our K–9 officers provide question & answer sessions at local schools. It is because 

of special skills afforded by advanced training that we as a profession can continue 

to raise standards, improve preparedness planning, and build partnerships between 

local government and the public. 

57 

EQUIPMENT

Not only is training and education perishable, but the tools and equipment to 

meet emerging threats and mitigate disruptions due to emergencies are perishable 

as well. Not only does ordering specialized equipment take many steps, it moreoften-than-not incurs reoccurring expenses over time. Many of the tools to which I 

refer, require everything from rudimentary maintenance and repair, to advanced 

technological upgrades and expansion—this, in addition to running day-to-day operations. Some of the highly special tools needed to perform the task of protecting the 

public and enhancing emergency preparedness include radiation detectors, counterIED X-ray systems, suspicious powder test-kits, chemical air monitors, interoperable 

communications gear, and bomb disposal robots. The specialized equipment that I 

just mentioned, among many other tools, demonstrate the multiple defenses that are 

needed to improve our approach to pervasive threats, targets of interest, critical infrastructure. 

REALIZATION

With pride, I can relate a few incidents that occurred within the past year that 

concluded with a positive outcome. We responded to a report of a suspicious package 

on the PATH train in Jersey City, during prime commuter hours. Upon assessing 

the situation, the item, a pressure cooker, was remotely dismantled with minimal 

disruption to the public. On another occasion, a radiological source was detected by 

police near the Hoboken waterfront and ruled out as hazardous by the Jersey City 

Emergency Service Unit with the use of advanced isotope identification equipment. 

Recently, a piece of sensitive Homeland Security equipment was safely retrieved by 

Jersey City Police divers in the area of the Port Jersey Marine Terminal. It is 

through the cooperation of a variety of agencies and the public, that these incidents 

were quickly resolved without incident. 

SUMMARY

In summation, we need not be reminded that the New York/New Jersey metropolitan area has been labeled as a target-rich environment, perhaps even the most 

high-risk urban area in the country. It is the constant vigilance of public safety professionals who operate in a challenging environment, all day every day, that allow 

for a robust response to disruptions and emergency events of all types. On behalf 

of the quarter-million Jersey City residents, my professional partners, and our government officials, I thank you for affording me the opportunity to testify before you 

on these important matters. 

Mr. DONOVAN. Thank you, Lieutenant. 

The Chair now recognizes Officer Mollahan for 5 minutes. 

STATEMENT OF MIKE MOLLAHAN, TRUSTEE, PORT 

AUTHORITY POLICE BENEVOLENT ASSOCIATION 

Mr. MOLLAHAN. Chairman Donovan, Ranking Member Payne, 

Representative Watson Coleman, thank you for convening this important hearing and giving me the opportunity to appear before 

you today. 

My name is Mike Mollahan. I am the legislative director and a 

trustee of the Port Authority PBA. 

Our police officers patrol some of the most terrorist-targeted infrastructure and landmarks in the world, including the 6 bridges 

and tunnels between New Jersey and New York; the world’s busiest airport system of JFK, LaGuardia, and Newark; marine terminals and ports, including Port Newark, Elizabeth, and Brooklyn 

Piers; the largest and busiest bus terminal in the Nation, the Port 

Authority bus terminal in Manhattan; the sacred ground of the 

World Trade Center; and most relevant to this hearing, the PATH 

trains. 

The PATH heavy rail, rapid transit system serves as the primary 

transit link between Manhattan and neighboring New Jersey 

urban communities and suburban commuter railroads. PATH carVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00061 Fmt 6633 Sfmt 6602 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
58 

ries approximately 244,000 passengers each week day and is growing. 

In 2015, PATH carried approximately 76.6 million passengers. I 

have worked the PATH system for the last 12 years, and during 

this time, passenger loads have increased, trains have become more 

crowded, and threat incidents have risen. 

For today’s hearing, I would like to highlight two areas that are 

important to fortifying the security of PATH trains, training and 

resources for police officers and coordination with other agencies. 

Over the past 3 years, biannual training, which involves activeshooter and tactical weapons training, pistol requalification, legal 

updates, and a host of other important refresher training has gone 

down from 5 days of training to 2, which directly impacts officers’ 

readiness. 

In particular, active-shooter and tactical weapons training previously entailed a full day of training but has been cut to only a 

few hours. Tactical training involves using specialized weapons and 

equipment to breach doors in our ‘‘tac house’’ structures that are 

built to simulate rooms within buildings or train cars and mimic 

active-shooter and mass shooting situations. 

This type of training is more important now than ever in the 

aftermath of assault weapons attacks in Newtown, Connecticut; 

Aurora, Colorado; as well as the recent shootings in Orlando, Florida, and San Bernardino, California, which have now become all 

too frequent. To this end, heavy weapons and heavy weaponstrained officers need to be increased throughout the Port Authority 

facilities, along with the number of vehicles that can properly secure these weapons. 

Furthermore, the support services provided to our patrol units, 

including the Emergency Service Unit and canine unit, have been 

diminished. The ESU provides SWAP, sniper, and specialized response capabilities to issues that arise at all Port Authority facilities. ESU staffing levels have been cut for budget savings, and current ESU officers need better refresher training. The Port Authority canine unit, which covers PATH, the bus terminal, and the 

World Trade Center has also suffered. 

Last, while the camera systems at PATH have been updated, 

they lack enhancement capability, which can make identifying and 

apprehending suspects difficult. The cameras at Port Authority 

bridges, tunnels, and bus terminals are also outdated when compared to readily available and common technology on the market. 

With today’s technological advancements, the Port Authority police should have been able to have a photo of a suspect within minutes to be able to broadcast to all PAPD, NYPD, and MTAPD in 

proximity to the bus terminal. It is worth noting that the Port Authority has installed State-of-the-art cameras on the JFK Air Train 

and should deploy this camera technology to the rest of its facilities. 

We are still unsure if these incidents were pranks or tests of vulnerability by terrorists. Either way, it is unacceptable. 

The Port Authority Police attend New Jersey Transit Police 

training tools and tactics training, which is a step in the right direction. However, the Port Authority needs to expand this training 

59 

to more officers or similar training with other departments to ensure a seamless, multi-agency response. 

Further, when we train in multi-agency drills, the Port Authority 

staffs these drills at significantly higher levels than we staff on a 

daily basis, making the drills less realistic. Thus, multi-agency 

drills should be conducted with the regular number of officers assigned during the shift for the time of the drill. 

With regards to interagency communication, the PBA, along with 

Jersey City Office of Emergency Management, has made numerous 

requests to the Port Authority to install a Mutualink radio system, 

which allows multi-agency communications during emergencies. 

While the system has been installed at the PATH police desk, our 

officers are not trained how to use this capability. 

Training on this system should be made available to officers immediately so that in the event of a multi-agency response, our officers are able to relay information to mutual aid forces in order for 

a seamless and unified response. The Mutualink is a good communication system that needs to be placed at all Port Authority facilities, and we need to be trained in how to use it. 

Those seeking to disrupt travel and inflict harm are constantly 

working to identify and exploit vulnerabilities in our system. So we 

must remain vigilant and aggressive in our posture. Our officers 

also patrol the World Trade Center, where we witnessed the worst 

terrorist attack in American history, and I know that men and 

women who patrol and secure this area never want to let another 

tragedy like this happen on our watch. 

In this regard, the most important actions that can be taken to 

help secure PATH are to increase officer training and resources 

and to continue to enhance interagency coordination among the 

various first responder entities within our region. 

I would request that Members of this committee join me on a 

visit to the PATH facilities and other important Port Authority infrastructure to inspect these issues first-hand and see what needs 

to be done immediately to address these concerns and properly protect the public. 

Thank you again for inviting me to appear before your subcommittee, and I look forward to answering any questions you may 

have. 

[The prepared statement of Mr. Mollahan follows:] 

PREPARED STATEMENT OF MIKE MOLLAHAN

JUNE 21, 2016 

Chairman Donovan, Ranking Member Payne, and Members of the subcommittee, 

thank you for convening this important hearing and giving me the opportunity to 

appear before you today. 

My name is Mike Mollahan and I am legislative director and a trustee of the Port 

Authority Police Benevolent Association (PBA). Our police officers patrol some of the 

most terrorist-targeted infrastructure and landmarks in the world, including the 6 

bridges and tunnels between New Jersey and New York; the world’s busiest airport 

system of JFK, LaGuardia, and Newark airports; marine terminals and ports including Port Newark/Elizabeth and Brooklyn Piers; the largest and busiest bus terminal in the Nation, the Port Authority Bus Terminal in Manhattan; the sacred 

ground of the World Trade Center; and most relevant to this hearing, the PATH 

trains. 

The PATH heavy rail rapid transit system serves as the primary transit link between Manhattan and neighboring New Jersey urban communities and suburban 

60 

commuter railroads. PATH carries approximately 244,000 passengers each weekday 

and is growing; In 2015, PATH carried approximately 76.6 million passengers. I 

have worked the PATH system for the last 12 years and during this time, passenger 

loads have increased, trains have become more crowded and threat incidents have 

risen. 

For today’s hearing, I would like to highlight two areas that are important to fortifying the security of PATH trains: Training and resources for police officers and 

coordination with other agencies. 

TRAINING AND RESOURCES

Over the past 3 years, biannual training, which involves active-shooter and tactical weapons training, pistol re-qualification, legal updates, and a host of other important refresher training, has gone down from 5 days of training to 2 days of training which directly impacts officer readiness. 

In particular, active-shooter and tactical weapons training previously entailed a 

full day of training but has been cut to only a few hours. Tactical training involves 

using specialized weapons and equipment to breach doors and ‘‘tac house’’ structures 

that are built to simulate rooms within buildings or train cars and mimic activeshooter and mass-shooting situations. This type of training is more important than 

ever in the aftermath of assault weapons attacks in Newtown, CT and Aurora, CO, 

as well as the recent shootings in Orlando, FL, and San Bernadino, CA, which have 

now become all too frequent. 

To this end, ‘‘heavy weapons’’ and ‘‘heavy weapons trained’’ officers need to be increased throughout the Port Authority facilities, along with the number of vehicles 

that can properly secure these weapons. 

Furthermore, the support services provided to our patrol units, including the 

Emergency Service Unit (ESU) and K–9 Unit, have been diminished. The ESU provides SWAT, sniper, and specialized response capabilities to issues that arise at all 

Port Authority facilities. ESU staffing levels have been cut for budget savings and 

current ESU officers need better refresher training. The Port Authority K–9 unit, 

which covers PATH, the Bus Terminal and the World Trade Center, has also suffered. 

Lastly, while the camera systems at PATH have been updated, they lack enhancement capability, which can make identifying and apprehending suspects difficult. 

The cameras at the Port Authority bridges, tunnels, and Bus Terminal are also outdated when compared to readily-available and common technology on the market. 

With today’s technological advancements, the Port Authority Police should have 

been able to have a photo of the suspect within minutes to be able to broadcast it 

to all PAPD, NYPD, and MTA PD in proximity to the bus terminal. It is worth nothing that the Port Authority has installed state-of-the-art cameras on the JFK Air 

Train and should deploy this camera technology to the rest of its facilities. We are 

still unsure if these incidents were pranks or tests of vulnerability by terrorists. Either way this is unacceptable. 

INTERAGENCY COORDINATION

The Port Authority Police attend New Jersey Transit Police Transit Tools and 

Tactics Training which is a step in the right direction. However, the Port Authority 

needs to expand this training to more officers, or similar training with other departments, to ensure a seamless multiagency response to incidents. Further, when we 

train in multiagency drills, the Port Authority staffs the drills at significantly higher levels than we staff on a daily basis, making the drills less realistic. Thus, multiagency drills should be conducted with the regular number of officers assigned during the shift time for the drill. 

With regards to interagency communication, the PBA, along with the Jersey City 

Office of Emergency Management, has made numerous requests to the Port Authority to install a Mutualink Radio System which allows multiagency communications 

during emergencies. While the system has been installed at the PATH Police Desk, 

our officers are not trained on how to use this capability. Training on this system 

should be made available to officers immediately so that in the event of a multiagency response, our officers are able to relay information to mutual aid forces in 

order for a seamless and unified response. Mutualink is a good communication system that needs to be placed at all Port Authority facilities and we need to be trained 

in how to use it. 

Those seeking to disrupt travel and inflict harm are constantly working to identify 

and exploit vulnerabilities in our system, so we must remain vigilant and aggressive 

in our posture. Our officers also patrol the World Trade Center where we witnessed 

the worst terrorist attack in American history, and I know that the men and women 

61 

who patrol and secure this area never want to let another tragedy like this happen 

on our watch. In this regard, the most important actions that can be taken to help 

secure PATH are to increase officer training and resources and to continue and enhance interagency coordination among the various first responder entities within 

our region. 

I would request that Members of this committee join me on a visit to the PATH 

facilities, and other important Port Authority infrastructure, to inspect these issues 

first-hand and see what needs to be done immediately to address these concerns and 

properly protect the public. 

Thank you again for inviting me to appear before your subcommittee and I look 

forward to answering any questions you may have. 

Mr. DONOVAN. Thank you for your testimony, Officer. 

Not that we need a reminder of the dangerous times we are living in, but as we were all sitting here, two men and a woman carrying multiple loaded weapons have just been arrested at the New 

Jersey entrance to the Holland Tunnel. 

So the men and women who work for you are out there protecting us as we are sitting here right now. We don’t have any further detail on it, but thank you for that. 

I would like to, before I ask my questions—and I wanted to note 

that our colleague Congresswoman Watson Coleman had another 

engagement, but she didn’t want to leave before your testimony 

was over. It was that important to her. 

Before I ask my questions, I just want to comment, first of all, 

our committee is known as the Committee on Emergency Preparedness, Response, and Communications, and so many times, the communication part of that gets lost. Many of you spoke about how important the communication is. 

Captain, you did. Mr. Sposa, you did about how important in 

your efforts in communicating now compared to where they were 

back in 1993, 1998 are so much more better. So I was certainly 

glad to hear that. 

Also I was very glad to hear that many of your successes you 

share with other agencies. So we are learning from best practices 

of our colleagues. So that was refreshing, too. 

I had two quick questions, and then I am going to yield to my 

friend from New Jersey. One is what can Congress do to help you 

and the members of your various services to do your job better? 

The second thing I want to know is, are you getting sufficient information and readily getting the information about threats to our 

rail system? 

So let me open that up to the panel. No. 1, what can we do to 

help you, and No. 2, are you getting the information that you need 

to do your job? 

Mr. KIERCE. Thank you, Mr. Chairman. 

Two things. I think, you know, the UASI grant program, I know 

how hard you have fought to keep the dollars coming at the current 

funding levels. I think one thing that would benefit us all is a little 

more flexibility as far as the use of those dollars for backfill when 

it comes to training. 

As Captain Gorman had alluded to, many of the specialized 

training events out there necessitate replacing of on-line firefighters and on-line police officers to attend these events. Unfortunately, on the budget restrictions today, that has greatly been diminished. 

62 

I think many times we have seen that there have been a significant amount of UASI dollars remaining at the end of the funding 

cycle, which many times folks like yourself question, well, if the 

money isn’t being spent, why do we, you know, keep throwing 

money into the system? 

I think if there was more flexibility as far as allowing agencies 

to utilize some of that funds specific for backfill, that would greatly 

enhance the training capabilities of all the first responders in the 

area. 

As far as the information sharing, I have to say there has been 

great improvements. In Jersey City’s case, we have representatives 

assigned to the Joint Terrorism Task Force. I coordinate any terrorist events impacting Jersey City, and I have to say over the last 

couple of years, the flow from the Federal level down to the local 

level has greatly increased. 

Mr. SPOSA. Chairman, I would echo a lot of the comments of Director Kierce. The flexibility assigned to the grant dollars that 

come down would certainly assist in procuring the needed things 

and getting the backfill that is just so important. When it comes 

to—— 

Mr. DONOVAN. May I ask, is like the directive that comes down 

with the grant money is so stringent that you are only permitted 

to use it for certain purposes, and if that was expanded and made 

more flexible, we would get better use out of our dollars? 

Mr. SPOSA. I think we would, Chairman. Not only if it was more 

flexible, but to allow for the backfill as well, it would help. One of 

the other things that—— 

Mr. DONOVAN. That is not permitted now? 

Mr. SPOSA. Correct. 

Mr. DONOVAN. OK. 

Mr. SPOSA. One of the other things that would assist us greatly 

would be breaking down a few of the silos. You know, the partners 

here in Jersey City, we don’t have silos. We are all a forwardthinking agency, even though we are multiple agencies. 

But certainly amongst even the different grant streams within 

UASI, I think there are still silos that exist, whether it is firefighters talking to hospitals or hospitals talking to public health 

and different things. So I think a few of those silos, breaking them 

down would be a great help in the region. 

As far as communication with our transit partners, I will speak 

for myself and my agency. We work closely with our partners at 

Port Authority, closely with our partners at New Jersey Transit, 

certainly through the Jersey City Office of Management, we have 

representation with the Joint Terrorism Task Force as well with 

our Federal partners. 

So getting the information that we need is not—is not a problem 

right now. Getting it down to the troops could probably be done in 

a more efficient fashion. 

Mr. DONOVAN. That is not a problem of classification because we 

have heard from other witnesses at other hearings that if you don’t 

have somebody who has clearances, it is hard to pass that down. 

We have to scrub down that information so that people with proper 

clearances can receive that information. That is not what you are 

talking about? 

63 

Mr. SPOSA. I think that does play into a little bit. Speaking for 

myself, I have clearances. So I can get information that I don’t necessarily know what I can release, where I sort of err on the side 

of caution of not releasing Classified information versus getting the 

information to the masses. So I will ‘‘dumb it down’’ or smooth it 

out and get out a general awareness about a problem rather than 

say the problem is here. 

Mr. DONOVAN. Thank you. 

Mr. GORMAN. Sir, the only thing I would—two things I would 

like to add to my colleagues would be the current grant system 

does not allow for a brick-and-mortar kind of allocation. So using 

grant money, we cannot build a new facility, and we believe that 

that should be reconsidered. 

To have a state-of-the-art—Lieutenant Glenn, my department, 

the EMS department, Jersey City Fire Department has a doublewide trailer for our training facility. I don’t want to say it is an embarrassment because good work comes out of that, but we can do 

better. We go to any place in the State of New Jersey and around 

the country, and they have state-of-the-art amphitheaters, extrication equipment, trench rescue equipment. 

In Task Force One on Lakehurst, we have what is called the 

‘‘rubble pile’’ that was built, and that is an incredible facility, if you 

have ever been there. But in Jersey City or in something that we 

can share with Essex County, we should look to allocate that 

money to a brick-and-mortar facility. 

Mr. DONOVAN. Good recommendation. Thank you. Lieutenant, 

yes? 

Mr. GLENN. Sir, we have had a lot of success being able to assign 

personnel out to the Department of Justice, the Department of 

Homeland Security, Emergency Management. To be able to speak 

to them on a peer-to-peer basis enhances information sharing, and 

that has only come about within the past few years, I am happy 

to say. 

So, but there is a limitation to that, that, of course, when you 

lose personnel to another area, you have to backfill those people, 

which takes time and money. 

Mr. DONOVAN. Officer. 

Mr. MOLLAHAN. I think speaking about grants is a little outside 

my scope, but the one thing I have noticed is that everything always comes down to budget when it comes to training. Even if the 

money is there to budget for the training, like my colleagues have 

said, backfilling those people is the reservations that the agency always seems to have. 

Mr. DONOVAN. I mean, you were saying before like if the training 

could be free, but it is costing you manpower, it is costing you resources—— 

Mr. MOLLAHAN. Because you pulled them for the training. 

Mr. DONOVAN. Right. To pull them for the training. Grant 

money, as far as any of you know, is not permitted to use for that? 

Mr. KIERCE. It is specific to a program, Mr. Chairman. For instance, if it is an initiative that is coming out through the Department of Homeland Security, sometimes they will permit it. But the 

day-to-day training that is required, as Lieutenant Glenn and Rick 

and Captain Gorman had alluded to, it is not available. 

64 

For instance, we have one officer in particular was—paid for his 

own way to go to bomb school, and you know, we since were able 

to compensate that and get it done. But I think you can have all 

the equipment in the world, but unless you have qualified people 

to operate that equipment and sustain that equipment, it is for 

naught. 

Mr. DONOVAN. I yield whatever time I don’t have remaining to 

my colleague, Representative Payne. 

Mr. PAYNE. I thank the Chairman. 

I will ask each of you this question. You know, as I stated, mentioned in my opening statement, the attacks in Brussels earlier this 

year really had an impact on me and reminded me, reminded all 

of us—me and all of us the vulnerabilities inherent in our surface 

systems. 

Can you talk about how you had to adjust your operations and 

the communication in the days following those attacks? 

Mr. KIERCE. Well, Congressman, in Jersey City, and this would 

come out of Lieutenant Glenn’s house, we would do an uptick of 

high uniform presence, particularly members of the Emergency 

Services Unit. There again, it goes back. We still have a huge city 

to police. Our day-time population is over 500,000 people. 

So there, again, you know, when you have these type of events, 

you really haven’t got time to look at the budget and deal with it, 

you know, the effects of the additional manpower. You just have to 

do it. 

I think the public, the perception of the public requires it. They 

have to have a feeling of safety and security, and it is incumbent 

upon us to be able to deliver that service. 

Mr. SPOSA. Congressman, I would speak actually prior to the 

Brussels attacks. The attacks in Boston, the bombings in Boston is 

where we really saw an uptick and a change in our response modalities on a day-to-day basis. Since then, I have deployed nerve 

agent antidote kits on the bodies of our EMTs and paramedics here 

in Jersey City 24 hours a day, 7 days a week. 

Since the more recent attacks, we have deployed body armor to 

our emergency medical personnel and issue it to them on a daily 

basis. We are in the process right now of deploying bleeding control 

kits to face those type attacks and tourniquets and things like that 

to stop the bleeding to save lives in a mass attack or mass shooting 

or mass bombing event or transit event. 

Our roles are changing. The EMS role in particular is changing 

where we were on the sidelines for a while in these events, and 

that is just not the case anymore. The public’s perception and, 

quite frankly, what is needed is for us to be on the front lines and 

in that second wave of responders inside of a potentially dangerous 

situation. 

So we went from being on the sidelines to being in the front 

lines, and the equipment needed to do so is much different. A 

stethoscope won’t protect you inside an active-shooter event, but a 

bulletproof vest will. So we are changing every day. In fact, we are 

in the process right now of working with our partners to go to the 

next level and become part of that wave. 

Mr. PAYNE. Captain Gorman. 

65 

Mr. GORMAN. I think you wanted to see the communication. Our 

situational awareness comes from many, many things. Director 

Kierce and I, we share an office, and we monitor all the radios. We 

have become what you would call a news junkie, and we listen to 

everything. 

Even an inflection in a voice. Now I know Lieutenant Glenn very 

well. We grew up together. If I hear stress in his voice on the radio, 

I know something is not right, and we respond to that. 

That is the interpersonal relationships that we have, and then 

we have phone calls. New Jersey Transit OEM, they call me all the 

time with Hudson light rail problems, and we start to say what do 

you have on your camera? What if we look at our camera system? 

In fact, New Jersey Transit is in our office as often as they are 

in their own, getting video surveillance for crime follow-ups. So 

that is what we get. But the cell phones. The cell phones and the 

media, that is where we get a lot of our information. 

But I have that in the office. The guys responding don’t have the 

luxury of having information. They have to go in harm’s way. As 

Rick said, they are no longer watching. They no longer have the 

ability to wait for police and ESU to secure a scene before we have 

to go in. 

By virtue of our job, we have to go in and investigate. We have 

run active-shooter drills in Jersey City, and a lot of the scenarios 

have brought down first responding EMS and fire crews. Once you 

lose that command-and-control at a local level on a single unit, it 

complicates your problem. 

I would think that trying to get something as a computer-aided 

dispatch out to the guys to get updated information, to get response, better response information prior to arrival, I think that 

would help with our interoperability and our communications. 

Moving forward, how do we respond to this? Even tomorrow, we 

are going up to Morris County to deal with a Fire subcommittee 

on how to deal with active shooters. Now that also is going to take 

a lot of the groundwork that we have learned in looking for secondary devices when we respond to surface incidents. So a lot of 

the different trainings that we have over the last 20 years is really 

starting to coalesce. 

Then it goes back to the training. We have to release the people 

to get the training, but we can’t afford to do it. So there are some 

changes that need to be made. 

Mr. PAYNE. To your point, I know that you are familiar with my 

work around interoperability. 

Mr. GORMAN. Absolutely, sir. 

Mr. PAYNE. The whole question of that communication, and we 

continue to try to strive to give you the resources and the equipment you need in order to do this quickly and safely for the community and yourselves as well. I have even been approached in 

terms of trying to help Hudson County get a frequency that all of 

you can use to that end, and I am still working on it. 

So, but most of my work has been around interoperability question and understand what it means to you in these times of response. So, Lieutenant Glenn. 

Mr. GLENN. Sir, I would just like to add that we have been very 

proactive on the police side of the service in deploying those interVerDate Mar 15 2010 12:47 May 12, 2017 Jkt 000000 PO 00000 Frm 00069 Fmt 6633 Sfmt 6602 H:\114THCONGRESS\16EP0621\HM173120.TXT HEATH
66 

operable radios, using the frequencies given to us in the spectrum, 

and we are very privileged to have that opportunity. 

Mr. MOLLAHAN. As far as the Port Authority, specifically PATH, 

anytime there is an attack or after the attack, response is usually 

pretty strong. We deploy a lot of our SOD units, you know, ESU, 

canine, commercial vehicle inspection unit. The issue is in between 

attacks, we tend to get very lackadaisical. 

So you have mentioned, you know, how we react after an attack 

such as Brussels. Our response after the attack is usually pretty 

good. It is in between attacks where we are most vulnerable. 

Mr. PAYNE. You know, since we are on the—it seems like it has 

come up a couple of times and, naturally, because of the, you know, 

the incident that we had last weekend in Orlando, you know, guns 

can be used to breach security at soft targets to inflict great harm 

to innocent Americans. So it is critical that we are able to thwart 

naturally those kind of events and respond to them. 

I am not sure, but your agencies have been dealing with scenarios involving active shooters. I believe you have mentioned you 

are doing one tomorrow. 

Mr. GORMAN. Yes, sir. 

Mr. PAYNE. So how much has that grown over the last year or 

2 in light of what we have seen in South Carolina and San 

Bernardino and the myriad of issues that we—— 

Mr. KIERCE. Well, Congressman, I sit on the UASI executive 

board for Newark and Jersey City, which also oversees the seven 

contiguous counties, which in our case represent approximately 4.3 

million people, almost, if not more than half of the population of 

the State of New Jersey. It is a severe target-rich environment. 

For fiscal year 2015, we dedicated specific funding to training 

and equipping our various first responders in active-shooter operations. In Jersey City, we have undertaken a significant—conducted a significant amount of training both in the public and private sector. 

As Lieutenant Glenn alluded to, we recently conducted an activeshooter drill here on campus, and to say the least, it is an eyeopening experience. I think the days—in my experience, 30 years 

as a Jersey City police officer, the days of responding to a call like 

that and waiting for the specialized units to arrive is long gone. 

You know, the mindset is now is to engage the actor and neutralize 

him and then, you know, work on getting the injured and sick and, 

unfortunately, killed out of there. 

I hope that more money will be coming through the system. We 

had recently just purchased all of the IFAK kits for our police officers. We will be training them, and they will be issued and carried. 

We are working with Rick to buy them the bulletproof vests that 

they need. 

Then after that, we are moving toward our fire service. What we 

are looking to do here is to engage all of our first responders in an 

active-shooter situation. The years of them and us is no longer 

here. It is one operation to combat these types of events. 

Mr. SPOSA. Congressman, I would echo Director Kierce’s statements in that it is a partnership unlike any I have ever seen, and 

it is a necessary partnership. The recent events just underline that 

need. 

67 

These events aren’t going away, and we need to be prepared for 

them, and the way to save lives is to work together to have the 

right equipment in the right hands at the right time. We are doing 

that in this region. 

Mr. GORMAN. Yes, I would concur with my colleagues. It is an 

eye-opening experience. When I was hired, I didn’t suspect I would 

be fitted for a bulletproof vest to put fires out, but this world has 

changed, and so do we. Our tactics have to change as well. 

We will work on this committee tomorrow, and we will come up 

with a solution to keep our members safe in the fire service, our 

brothers and sisters in other agencies, and our citizens. So we 

will—we have a lot of work to do tomorrow. 

Mr. PAYNE. Thank you. Vinny. 

Mr. GLENN. Sir, I could say first-hand that not only has the frequency of our active-shooter drills increased maybe even three-fold 

from just 10 years ago, but perhaps even more importantly, there 

has been a large increase in the participants and the partners that 

we work with at these drills. 

Mr. MOLLAHAN. Our drills shifted a little bit. We used to do a 

lot of active-shooter within the department. That has decreased. 

We now do more interagency drills. So to say if our drilling has 

gone up or gone down, it has probably stayed about the same. It 

has just kind-of shifted in how we do it. 

Mr. PAYNE. Thank you. Well, I appreciate all the witnesses’ testimony and answers today. We really appreciate it. 

Mr. DONOVAN. Absolutely. I would like to also thank our witnesses not only for their testimony, but for your service to our communities particularly because the purpose of this committee are 

commuters, and I would also like to thank our members of the 

panel for their questions. 

The Members of the subcommittee may have additional questions 

for each of you, and we ask that you respond to those in writing. 

The hearing record will remain open for 10 days. 

This subcommittee stands adjourned. 

[Whereupon, at 12:45 p.m., the subcommittee was adjourned.] 

Æ