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Report to Congressional Requesters: 

United States Government Accountability Office: 

GAO: 

September 2005: 

Passenger Rail Security: 

Enhanced Federal Leadership Needed to Prioritize and Guide Security 
Efforts: 

GAO-05-851: 

GAO Highlights: 

Highlights of GAO-05-851, a report to congressional requesters: 

Why GAO Did This Study: 

The U.S. passenger rail system is a vital component of the nation’s 
transportation infrastructure, carrying more than 11 million passengers 
each weekday. The Department of Homeland Security (DHS) and the 
Department of Transportation (DOT) share responsibility for ensuring 
the safety and security of rail systems. 

In this report, GAO addressed (1) DHS actions to assess the risks to 
the U.S. passenger rail system in the context of prevailing risk 
management principles, (2) federal actions taken to enhance the 
security of the U.S. passenger rail system, and (3) security practices 
that domestic and selected foreign passenger rail operators have 
implemented. 

What GAO Found: 

Within DHS, the Office for Domestic Preparedness has completed 7 risk 
assessments of passenger rail systems around the country, with 12 more 
under way. TSA has begun to conduct risk assessments and to establish a 
methodology for determining how to analyze and characterize risks that 
have been identified but has not yet completed either effort or set 
timelines for doing so. TSA will not be able to prioritize passenger 
rail assets and help guide security investment decisions until these 
efforts are completed. At the department level, DHS has begun 
developing, but has not yet completed, a framework to help agencies and 
the private sector develop a consistent approach for analyzing and 
comparing risks to transportation and other sectors. Until this 
framework is finalized and shared with stakeholders, it may not be 
possible to compare risks across different sectors, prioritize them, 
and allocate resources accordingly. 

The Federal Transit Administration and Federal Railroad Administration 
within DOT have ongoing initiatives to enhance passenger rail security. 
In addition, in 2004, TSA issued emergency security directives to 
domestic rail operators after terrorist attacks on the rail system in 
Madrid, Spain, and piloted a test of explosive detection technology for 
use in passenger rail systems. However, federal and rail industry 
officials raised questions about the feasibility of implementing and 
complying with the directives, citing limited opportunities to 
collaborate with TSA to ensure that industry best practices were 
incorporated. In September 2004, DHS and DOT signed a memorandum of 
understanding to improve coordination between the two agencies, and 
they are developing agreements to address specific rail security 
issues. 

Domestic and foreign passenger rail operators we contacted have taken a 
range of actions to help secure their systems. We also observed 
security practices among certain foreign passenger rail systems or 
their governments that are not currently used by the domestic rail 
operators we contacted, or by the U.S. government, and which could be 
considered for use in the United States. For example, some foreign rail 
operators randomly screen passengers, and some foreign governments 
maintain centralized clearinghouses on rail security technologies and 
best practices. 

[See PDF for image] 

[End of figure] 

What GAO Recommends: 

GAO is recommending, among other things, that the Secretary of DHS 
direct the Assistant Secretary of the Transportation Security 
Administration (TSA) to develop a plan with timelines for completing 
its methodology for conducting risk assessments and develop rail 
security standards that can be measured and enforced. The Secretary 
also should consider the feasibility of implementing certain security 
practices used by foreign operators. DHS, DOT, and Amtrak reviewed a 
draft of this report and generally agreed with the report’s 
recommendations. DHS’s detailed comments and GAO’s response are 
contained in the report. 

www.gao.gov/cgi-bin/getrpt?GAO-05-851. 

To view the full product, including the scope and methodology, click on 
the link above. For more information, contact Cathleen Berrick at (202) 
512-8777 or JayEtta Hecker at (202) 512-2834 

[End of section] 

Contents: 

Letter: 

Results in Brief: 

Background: 

DHS Has Taken Steps to Assess Risk to Passenger Rail Systems, but 
Additional Work Is Needed to Guide Security Investments: 

Multiple Federal Agencies Have Taken Actions to Enhance Passenger Rail 
Security: 

U.S. and Foreign Rail Operators Have Taken Similar Actions to Secure 
Rail Systems, and Opportunities for Additional Domestic Security 
Actions May Exist: 

Conclusions: 

Recommendations for Executive Action: 

Agency Comments and Our Evaluation: 

Appendix I: Objectives, Scope, and Methodology: 

Appendix II: Elements of a Typical Homeland Security Risk Assessment: 

Appendix III: FTA and ODP Passenger Rail Risk Assessments Conducted or 
In Progress: 

FTA Risk Assessments Conducted: 

ODP Risk Assessments: 

Appendix IV: Comments from the Department of Homeland Security: 

Appendix V: GAO Contacts and Staff Acknowledgments: 

Tables: 

Table 1: Selected Roles and Responsibilities of Federal Agencies 
Related to Risk Management and Critical Infrastructure Protection: 

Table 2: Selected Steps in ODP's Risk Assessment Process: 

Table 3: Examples of Measures Required by TSA Security Directives 
Issued to Passenger Rail Operators and Amtrak: 

Table 4: Domestic Passenger Rail Agencies We Visited or Interviewed for 
the Purposes of this Review: 

Table 5: Foreign Passenger Rail and Government Agencies We Visited or 
Interviewed for the Purposes of This Review: 

Figures: 

Figure 1: Geographic Distribution of Amtrak and Rail Transit Systems: 

Figure 2: Risk Management Cycle: 

Figure 3: Sample ODP Relative Risk Diagram: 

Figure 4: Status of TSA's Passenger Rail Risk Assessment Efforts, as of 
July 2005: 

Figure 5: Summary Information on TSA's Transit and Rail Inspection 
Pilot Program Phases: 

Figure 6: Example of Passenger Rail Customer Awareness Poster: 

Figure 7: Wallet-size Cards Distributed to BART Employees Containing 
Anti-terrorism Information: 

Figure 8: Selected Security Design Elements Incorporated into London's 
Underground: 

Figure 9: Security Design Elements Incorporated into London's 
Underground: 

Figure 10: Composite of Selected Security Practices in the Passenger 
Rail Environment: 

Abbreviations: 

AAR: American Association of Railroads: 

APTA: American Public Transportation Association: 

ATSA: Aviation and Transportation Security Act: 

BART: San Francisco Bay Area Rapid Transit: 

CCTV: closed-circuit television: 

DHS: Department of Homeland Security: 

DOT: Department of Transportation: 

FRA: Federal Railroad Administration: 

FTA: Federal Transit Administration: 

HSPD-7: Homeland Security Presidential Directive-7: 

IAIP: Information Analysis and Infrastructure Protection: 

MBTA: Massachusetts Bay Transportation Authority: 

MOU: memorandum of understanding: 

NIPP: National Infrastructure Protection Plan: 

ODP: Office for Domestic Preparedness: 

PANYNJ: Port Authority of New York and New Jersey: 

PATH: Port Authority Trans-Hudson: 

PDA: personal digital assistant: 

RATP: Regie Autonome des Transports Parisiens: 

SLGCP: Office of State and Local Government Coordination and 
Preparedness: 

TRIP: Transit and Rail Inspection Pilot: 

TSA: Transportation Security Administration: 

TSSP: transportation sector-specific plan: 

UASI: Urban Area Security Initiative: 

WMATA: Washington Metropolitan Area Transit Authority: 

United States Government Accountability Office: 

Washington, DC 20548: 

September 9, 2005: 

The Honorable Steven LaTourette: 
Chairman: 
Subcommittee on Railroads: 
Committee on Transportation and Infrastructure: 
House of Representatives: 

The Honorable Olympia Snowe: 
United States Senate: 

The Honorable Barbara Boxer: 
United States Senate: 

The Honorable Michael Castle: 
House of Representatives: 

The July 7 and July 21, 2005, bomb attacks on London's subway system, 
which resulted in over 50 fatalities and more than 700 injuries, 
dramatically highlighted the vulnerability of passenger rail systems 
worldwide to terrorist attacks and the need for an increased focus on 
security for these systems. The U.S. passenger rail system is a vital 
component of the nation's transportation infrastructure, encompassing 
rail transit (heavy rail, commuter rail, and light rail) and intercity 
rail systems.[Footnote 1] Together, these systems carry more than 11 
million passengers each weekday. One of the critical challenges facing 
rail system operators--and the federal agencies that regulate and 
oversee them--is finding ways to protect rail systems from potential 
terrorist attacks without compromising the accessibility and efficiency 
of rail travel. 

Several entities play a role in helping to fund and secure the 
passenger rail industry. The Department of Homeland Security's (DHS) 
Transportation Security Administration (TSA) is the primary regulator 
of the rail system's security, while DHS's Office for Domestic 
Preparedness (ODP) has been the primary federal source of security 
funding for passenger rail systems. In addition, the Department of 
Transportation's (DOT) Federal Transit Administration (FTA) and Federal 
Railroad Administration (FRA), state and local agencies (which operate 
most rail transit rail systems), and Amtrak are responsible for or have 
been involved in the security and safety of the U.S. passenger rail 
system. 

In the United States, passenger rail systems represent one of many 
modes of transportation--along with aviation, maritime, and others-- 
competing for limited federal security resources. Within the passenger 
rail sector itself, there is competition for resources, as federal, 
state, and local agencies and rail operators seek to identify and 
invest in appropriate security measures to safeguard these systems 
while also investing in other capital and operational improvements. 
Moreover, given competing priorities and limited homeland security 
resources, difficult policy decisions have to be made by Congress and 
the executive branch to prioritize security efforts and direct 
resources to areas of greatest risk within the passenger rail system, 
among all transportation modes, and across other nationally critical 
sectors. 

In this regard, to help federal decision makers determine how to best 
allocate limited resources, we have advocated, the National Commission 
on Terrorist Attacks Upon the United States (the 9/11 Commission) has 
recommended, and the subsequent Intelligence Reform and Terrorism 
Prevention Act of 2004 requires, that a risk management approach be 
employed to guide security decision making.[Footnote 2] A risk 
management approach entails a continuous process of managing risks 
through a series of actions, including setting strategic goals and 
objectives, assessing and quantifying risks, evaluating alternative 
security measures, selecting which measures to undertake, and 
implementing and monitoring those measures. In July 2005, in announcing 
his proposal for the reorganization of DHS, the Secretary of the 
Department of Homeland Security declared that as a core principle of 
the reorganization, the department must base its work on priorities 
driven by risk. 

You have expressed interest in the progress federal agencies and 
domestic passenger rail operators have made in setting and implementing 
security priorities in the wake of September 11 and terrorist attacks 
on rail systems. In addition, you expressed interest in learning about 
the security practices implemented by foreign passenger rail operators. 
For this report, we analyzed (1) the actions that DHS and its component 
agencies have taken to assess the risks posed by terrorism to the U.S. 
passenger rail system in the context of prevailing risk management 
principles; (2) the actions that federal agencies have taken to enhance 
the security of the U.S. passenger rail system; and (3) the security 
practices that domestic and selected foreign passenger rail operators 
have implemented to mitigate risks and enhance security, and any 
differences in these practices. 

To perform our analyses, we conducted site visits at, or held 
teleconferences with, a total of 32 passenger rail operators in the 
United States that represent over 95 percent of the nation's total rail 
ridership, as well as Amtrak. We also conducted site visits or met 
elsewhere with 13 passenger rail operators in seven European and Asian 
countries. During our domestic and international visits, we interviewed 
management and security personnel, toured stations and other facilities 
such as control centers, observed security practices, and obtained 
documentation of security procedures. In addition, we interviewed 
officials from domestic and foreign rail industry associations, foreign 
governments and rail operators, and representatives of the European 
Commission. Because we selected a nonprobability sample of both foreign 
and domestic passenger rail operators, the information we obtained from 
these interviews and visits cannot be generalized to all foreign or 
domestic rail operators. 

We also reviewed risk assessments of U.S. rail systems conducted by the 
federal government. Risk assessments are used to identify and rank 
risks to critical regional or national assets to further identify which 
would be most vulnerable to attack based on various threat scenarios. 
Risk assessments are an integral part of using a broader risk 
management approach to guide investments that help enhance security. 
While a risk management approach entails multiple iterative components, 
this report primarily addresses the risk assessment component of such 
an approach as applied in the homeland security context. (Additional 
information about the risk assessment component is contained in app. 
II.) Although we identified and cataloged security practices of the 
domestic and foreign passenger rail operators we contacted, we did not 
evaluate the appropriateness or effectiveness of these practices. We 
discussed foreign security practices we observed with DHS, DOT, 
passenger rail industry associations, select passenger rail operators, 
and transportation security experts from the RAND Corporation and the 
Mineta Transportation Institute to explore the potential applicability 
of these practices to U.S. passenger rail systems.[Footnote 3] Our work 
does not reflect the proposed reorganization of DHS and its component 
agencies announced by the Secretary of DHS. We conducted our work from 
May 2004 through July 2005 in accordance with generally accepted 
government auditing standards. Appendix I contains more details about 
our objectives, scope, and methodology. 

Results in Brief: 

Two component agencies with different missions within DHS are 
responsible for, and have engaged in, conducting risk assessments for 
the passenger rail industry, in an effort to identify and protect the 
assets most vulnerable to attack and most critical to operations, such 
as stations, tracks, and bridges. The first, the Office for Domestic 
Preparedness, is responsible for, among other things, providing grant 
funds and technical assistance to rail operators and others to improve 
preparedness at the state and local level. As part of this mission, ODP 
has developed and implemented a risk assessment methodology for mass 
transit agencies and port authorities, and used it to complete 7 risk 
assessments at rail facilities, with an additional 12 assessments in 
progress, as of July 2005. According to passenger rail operators we 
interviewed, ODP's risk management approach has helped them to 
prioritize and allocate resources to protect their systems. For 
example, one operator collaborated with ODP on a risk assessment that 
resulted in justifying a $500 million high-priority security capital 
investment program, which is to fund, among other things, a security 
operations center for its passenger train network, alarm monitoring 
systems, and an upgraded closed-circuit television system. The second 
agency, TSA, has also recently begun to conduct risk assessments of the 
rail sector as part of a broader effort to assess risk to all 
transportation modes. As of July 2005, while TSA had completed an 
overall threat assessment for mass transit and passenger rail, the 
agency had not yet completed a risk assessment for the passenger rail 
sector or a methodology for determining how to analyze and characterize 
risk (as high, medium, or low) identified through assessments, or 
indicated when this would be done. Until both of these efforts have 
been accomplished, in collaboration with rail industry stakeholders, 
TSA will not be able to prioritize passenger rail assets based on risk 
and help guide investment decisions about protecting them. A 2003 
presidential directive required DHS to, among other things, establish 
uniform guidelines and methodologies for integrating federal 
infrastructure protection and risk management activities within and 
across entire economic sectors, such as transportation (including 
rail), energy, and agriculture. To address this requirement, at the 
department level, DHS has been developing a broad framework intended to 
help federal agencies, the private sector, and state and local 
governments develop a consistent approach to analyzing risk to critical 
infrastructure within and across sectors. This framework is intended to 
enable risks across sectors to be compared as a means of guiding 
resource allocation and emergency response planning. Because DHS has 
not yet finalized this framework, it is not known what impact, if any, 
it may have on risk assessment efforts now under way by TSA, ODP, and 
other federal agencies with critical infrastructure protection 
responsibilities. Until DHS finalizes this framework, it may not be 
possible to compare risks across different sectors, prioritize them, 
and then allocate resources accordingly. 

A number of federal departments and their component agencies have taken 
actions to strengthen passenger rail security. FTA and FRA were the 
primary federal agencies involved in passenger rail security matters 
prior to the creation of TSA, and both undertook numerous initiatives 
both before and after September 11, 2001. For example, FTA conducted 
security readiness assessments, sponsored security training, and 
developed security guidance for transit agencies. FRA conducted 
security inspections of commuter railroads and researched various rail 
security technologies. After taking over as the lead federal agency 
responsible for transportation security, TSA issued security directives 
to the passenger rail industry in May 2004, after terrorists attacked 
the commuter rail system in Madrid, Spain. The directives--based upon 
industry best practices, according to TSA--required rail operators to 
implement a number of security measures, such as conducting frequent 
inspections of stations, terminals, and other assets, or utilizing 
canine explosive detection teams, if available. According to TSA 
officials, because of the need to act quickly, the rule-making process 
for these security directives did not include a public comment period. 
As a result, stakeholder input was limited. The rapid issuance of these 
directives has posed challenges to TSA and rail operators. For example, 
while rail operators are required to implement the measures, and TSA 
has hired rail inspectors to enforce them, operators told TSA they were 
unsure how to comply with the directives because, for example, the 
directives include instructions requiring them to perform "frequent 
inspections" of key facilities, without defining relevant parameters. 
TSA told rail operators when the directives were issued that additional 
performance-based guidance would be provided to clarify the directives 
requirements, but this information has not been supplied. Further, TSA 
has not yet developed criteria or procedures for rail inspectors to use 
in enforcing compliance with the directives. In addition, stakeholders 
we contacted questioned the extent to which the security directives 
reflected industry best practices. For example, one requirement of the 
directives was that the doors of the rail engineer's compartment be 
locked, which conflicts with an existing FRA safety regulation calling 
for these doors to remain unlocked for escape purposes. In September 
2004, in response to our prior recommendation, DHS and DOT signed a 
memorandum of understanding (MOU) intended to identify ways to improve 
coordination and collaboration between and among federal and rail 
industry stakeholders.[Footnote 4] As of July 2005, the departments 
were developing agreements within the framework of this memorandum to 
delineate specific security-related roles, responsibilities, and 
resources for mass transit, rail, research and development, and other 
matters.[Footnote 5] However, none of the agreements have been 
finalized and timelines have not been established for doing so. 
Completing these agreements could help to ensure that federal 
activities to secure passenger rail systems are coordinated and that 
stakeholders are appropriately involved in the development and 
implementation of these activities. 

Domestic and foreign passenger rail operators we contacted or visited 
have generally taken similar actions to help secure their systems 
against the risk posed by terrorism. Specifically, most U.S. and 
foreign operators we contacted had implemented customer awareness 
programs to encourage passengers to remain vigilant and report 
suspicious activities, increased the number and visibility of their 
security personnel, increased the usage of canine teams to detect drugs 
and explosives, enhanced employee training programs, upgraded security 
technology, tightened access controls, and made system design 
improvements to enhance security. However, we observed security 
practices among certain foreign passenger rail systems or their 
governments that were not in use, at the time we completed our 
fieldwork in June 2005, by the domestic rail operators we contacted or 
the U.S. government. For example, we found that 2 of 13 foreign rail 
operators we contacted utilize covert testing to help keep employees 
alert to security threats. In one type of covert test, suspicious items 
are placed throughout the rail system and employees are observed to see 
how long it takes them to find the objects. In addition, 2 of 13 
foreign rail operators we visited randomly screen passengers and their 
baggage. After the July 7, 2005, London bombings, four domestic 
passenger rail operators began randomly screening passengers and their 
baggage on a limited basis. Further, in five countries we visited, 
national governments have centralized research on security technologies 
and maintain clearinghouses on these technologies and security best 
practices, giving rail operators a single source for identifying and 
comparing, among other things, chemical sensors, closed-circuit 
television, and intrusion detection systems. Introducing any of these 
security practices into the U.S. rail system may pose political, legal, 
fiscal, and cultural challenges, but may nevertheless warrant 
examination to determine whether they could enhance the security of 
domestic rail systems. 

To help ensure that the federal government has the information it needs 
to prioritize passenger rail assets based on risk, and in order to 
evaluate, select, and implement commensurate measures to help the 
nation's passenger rail operators protect their systems against acts of 
terrorism, we are making several recommendations. Among them, we 
recommend that TSA establish a plan with timelines for completing its 
methodology for conducting risk assessments, develop security standards 
that reflect industry best practices and can be measured and enforced, 
and set timelines for completing memorandum of understanding 
agreements. In addition, we are recommending that the Secretary of DHS 
determine the feasibility, in a risk management context, of 
implementing certain security practices used by foreign rail operators. 
These recommendations should be implemented in collaboration with DOT 
and the passenger rail industry. We provided DHS, DOT, and Amtrak a 
draft of this report for review and comment. DOT and Amtrak generally 
agreed with our findings and recommendations and provided technical 
comments, which we have incorporated where appropriate. DHS generally 
concurred with the report's recommendations. However, DHS raised 
questions about, among other things, the extent to which the report 
reflected the agency's efforts to involve federal and rail industry 
stakeholders in the development of security directives and criticality 
assessments. According to TSA, the emergency circumstances under which 
the directives were issued allowed for only limited input and review by 
federal and rail industry stakeholders. However, we believe that using 
the federal rule-making process as a means of establishing permanent 
standards would make the process more transparent and could help TSA in 
developing standards that are most appropriate for the industry and 
which can be measured, monitored, and enforced. These stakeholders will 
be involved in administering, implementing, and/or enforcing TSA 
standards and stakeholder buy-in would be critical to the success of 
such initiatives. DHS's comments appear in appendix IV. 

Background: 

Overview of the U.S. Passenger Rail System: 

Each weekday, 11.3 million passengers in 35 metropolitan areas and 22 
states use some form of rail transit.[Footnote 6] Heavy rail systems-- 
subway systems like New York City's transit system and Washington, 
D.C.'s Metro--typically operate on fixed rail lines within a 
metropolitan area and have the capacity for a heavy volume of traffic. 
Commuter rail systems typically operate on railroad tracks and provide 
regional service (e.g., between a central city and adjacent suburbs). 
Commuter rail systems are traditionally associated with older 
industrial cities, such as Boston, New York, Philadelphia, and Chicago. 
Light rail systems are typically characterized by lightweight passenger 
rail cars that operate on track that is not separated from vehicular 
traffic for much of the way. All types of rail transit systems in the 
United States are typically owned and operated by public sector 
entities, such as state and regional transportation authorities. 

Amtrak operates the nation's primary intercity passenger rail service 
over a 22,000-mile network, primarily over leased freight railroad 
tracks.[Footnote 7] Amtrak serves more than 500 stations (240 of which 
are staffed) in 46 states and the District of Columbia, and it carried 
more than 25 million passengers in 2004. According to Amtrak, about two-
thirds of its ridership is wholly or partially on the "Northeast 
Corridor," between Boston and Washington, D.C. Amtrak owns about 650 
miles of track, primarily on the Northeast Corridor. Stations are owned 
by Amtrak, freight carriers, municipalities, and some private entities. 
Amtrak also operates commuter rail services in certain jurisdictions on 
behalf of state and regional transportation authorities. Figure 1 
identifies the geographic location of rail transit systems and Amtrak 
within the United States. 

Figure 1: Geographic Distribution of Amtrak and Rail Transit Systems: 

[See PDF for image] 

[End of figure] 

Passenger Rail Systems Are Inherently Vulnerable to Terrorist Attacks: 

To date, U.S. passenger rail systems have not been targets of terrorist 
attacks. However, worldwide, public transportation in general and 
passenger rail in particular, have been attacked multiple times, 
sometimes with grave results. According to a database of worldwide 
terrorist incidents maintained by the RAND Corporation, from 1995 to 
June 2005, there have been over 250 terrorist attacks worldwide against 
rail targets, resulting in almost 900 deaths and over 6,000 
injuries.[Footnote 8] Among them were the fatal 1995 sarin gas attack 
on the Tokyo subway system by the Aum Shinri Kyo doomsday cult, 
resulting in 12 deaths and 5,000 injuries; the December 2003 bomb 
attack by Chechen rebels on a Russian commuter train, resulting in 46 
fatalities and 165 injuries; and the March 2004 terrorist bombing 
attacks on commuter trains in Madrid, for which an al Qaeda affiliate 
organization claimed responsibility, and in which 191 people were 
killed and 600 were injured. 

According to passenger rail officials and passenger rail experts, 
certain characteristics of domestic and foreign passenger rail systems 
make them inherently vulnerable to terrorist attacks and therefore 
difficult to secure. By design, passenger rail systems are open (i.e., 
have multiple access points, hubs serving multiple carriers, and, in 
some cases, no barriers) so that they can move large numbers of people 
quickly. In contrast, the U.S. commercial aviation system is housed in 
closed and controlled locations with few entry points. The openness of 
passenger rail systems can leave them vulnerable because operator 
personnel cannot completely monitor or control who enters or leaves the 
systems. In addition, other characteristics of some passenger rail 
systems--high ridership, expensive infrastructure, economic importance, 
and location (e.g., large metropolitan areas or tourist destinations)--
also make them attractive targets for terrorists because of the 
potential for mass casualties and economic damage and disruption. 
Moreover, some of these same characteristics make passenger rail 
systems difficult to secure. For example, the numbers of riders that 
pass through a subway system--especially during peak hours--may make 
the sustained use of some security measures, such as metal detectors, 
difficult because they could result in long lines that could disrupt 
scheduled service. In addition, multiple access points along extended 
routes could make the cost of securing each location prohibitive. 
Balancing the potential economic impacts of security enhancements with 
the benefits of such measures is a difficult challenge. 

Multiple Stakeholders Share Responsibility for Securing Passenger Rail 
Systems: 

Securing the nation's passenger rail systems is a shared responsibility 
requiring coordinated action on the part of federal, state, and local 
governments; the private sector; and rail passengers who ride these 
systems. Since the September 11 attacks, the role of federal government 
agencies in securing the nation's transportation systems, including 
passenger rail, have continued to evolve. Prior to September 11, DOT-- 
namely FTA and FRA--was the primary federal entity involved in 
passenger rail security matters. In response to the attacks of 
September 11, Congress passed the Aviation and Transportation Security 
Act (ATSA), which created TSA within DOT and defined its primary 
responsibility as ensuring security in all modes of 
transportation.[Footnote 9] The act also gave TSA regulatory authority 
for security over all transportation modes. ATSA does not specify TSA's 
roles and responsibilities in securing the maritime and land 
transportation modes at the level of detail it does for aviation 
security. Instead, the act broadly identifies that TSA is responsible 
for ensuring the security of all modes of transportation. With the 
passage of the Homeland Security Act of 2002, TSA was transferred, 
along with over 20 other agencies, to the Department of Homeland 
Security.[Footnote 10] 

With the creation of DHS in 2002, one of its components, ODP, became 
the primary federal source for security funding for passenger rail 
systems.[Footnote 11] ODP is the principal component of DHS responsible 
for preparing the United States for acts of terrorism and has primary 
responsibility within the executive branch for assisting and supporting 
DHS, in coordination with other directorates and entities outside of 
the department, in conducting risk analysis and risk management 
activities of state and local governments.[Footnote 12] In carrying out 
its mission, ODP provides training, funds for the purchase of 
equipment, support for the planning and execution of exercises, 
technical assistance, and other support to assist states, local 
jurisdictions, and the private sector to prevent, prepare for, and 
respond to acts of terrorism. Through the Urban Area Security 
Initiative (UASI) grant program, ODP has provided grants to urban areas 
to help enhance their overall security and preparedness level to 
prevent, respond to, and recover from acts of terrorism. In 2003 and 
2004, $65 million and $50 million, respectively, were allocated to rail 
transit agencies through the UASI program. In addition, the DHS 
Appropriations Act of 2005 appropriated $150 million for rail transit, 
intercity passenger rail, freight rail, and transit agency security 
grants. This funding has allowed ODP to build upon the work under way 
through the UASI program and create and administer two new programs 
focused specifically on transportation security, the Transit Security 
Grant Program and the Intercity Passenger Rail Security Grant Program. 
These programs provide financial assistance to address security 
preparedness and enhancements for transit (to include commuter, heavy, 
and light rail systems, intracity bus, and ferry), and intercity rail 
(Amtrak) systems. The grant programs specifically provide funding for 
the prevention and detection of explosive devices and chemical, 
biological, radiological, and nuclear agents. About $108 million was 
provided to rail transit agencies and $7.1 million to Amtrak through 
these grant programs in 2005.[Footnote 13] 

While TSA is the lead federal agency for ensuring the security of all 
transportation modes, FTA conducts nonregulatory safety and security 
activities, including safety-and security-related training, research, 
technical assistance, and demonstration projects. In addition, FTA 
promotes safety and security through its grant-making authority. FTA 
provides financial assistance to rail transit agencies to plan and 
develop new systems and operate, maintain, and improve existing 
systems. FTA stipulates conditions of grants, such as certain safety 
and security statutory and regulatory requirements, and FTA may 
withhold funds for noncompliance with the conditions of a 
grant.[Footnote 14] While FTA cannot regulate safety and security 
operations at transit agencies,[Footnote 15] FRA has regulatory 
authority for rail safety over commuter rail operators and Amtrak, and 
employs over 400 rail inspectors that periodically monitor the 
implementation of safety and security plans at these systems.[Footnote 
16] 

State and local governments, passenger rail operators, and private 
industry are also important stakeholders in the nation's rail security 
efforts. State and local governments play a vital role, in part, 
because they may own or operate a significant portion of the passenger 
rail system. Even when state and local governments are not owners and 
operators, they are directly affected by passenger rail systems that 
run within and through their jurisdictions. Consequently, the 
responsibility for responding to emergencies involving the passenger 
rail infrastructure often falls to state and local governments. 

Passenger rail operators, which can be public or private entities, are 
responsible for administering and managing passenger rail activities 
and services, including security. Passenger rail operators can directly 
operate the service provided or contract for all or part of the total 
service. Although all levels of government are involved in passenger 
rail security, the primary responsibility for securing passenger rail 
systems rests with the passenger rail operators. We discuss actions 
taken by federal agencies and passenger rail operators to enhance 
security in more detail later in this report. 

Assessing and Managing Risks to Rail Infrastructure Using a Risk 
Management Approach: 

In recent years, we, along with Congress (most recently through the 
Intelligence Reform and Terrorism Prevention Act of 2004),[Footnote 17] 
the executive branch (e.g., in presidential directives), and the 9/11 
Commission have required or advocated that federal agencies with 
homeland security responsibilities utilize a risk management approach 
to help ensure that finite national resources are dedicated to assets 
or activities considered to have the highest security priority. We have 
concluded that without a risk management approach, there is limited 
assurance that programs designed to combat terrorism are properly 
prioritized and focused. Thus, risk management, as applied in the 
homeland security context, can help to more effectively and efficiently 
prepare defenses against acts of terrorism and other threats. 

A risk management approach entails a continuous process of managing 
risk through a series of actions, including setting strategic goals and 
objectives, performing risk assessments, evaluating alternative actions 
to reduce identified risks by preventing or mitigating their impact, 
selecting actions to undertake by management, and implementing and 
monitoring those actions. Figure 2 depicts a risk management cycle that 
is our synthesis of government requirements and prevailing best 
practices previously reported. 

Figure 2: Risk Management Cycle: 

[See PDF for image] --graphic text: 

1. Strategic goals, objectives, and constraints, 
2. Risk assessment, 
3. Alternatives evaluation, 
4. Management selection, 
5. Implementation and monitoring. 

Source: GAO. 

[End of figure] 

Setting strategic goals, objectives, and constraints is a key first 
step in implementing a risk management approach and helps to ensure 
that management decisions are focused on achieving a strategic purpose. 
These decisions should take place in the context of an agency's 
strategic plan that includes goals and objectives that are clear, 
concise, and measurable. 

Risk assessment, a critical element of a risk management approach, 
helps decision makers identify and evaluate potential risks so that 
countermeasures can be designed and implemented to prevent or mitigate 
the effects of the risks. Risk assessment is a qualitative and/or 
quantitative determination of the likelihood of an adverse event 
occurring and the severity, or impact, of its consequences. Risk 
assessment in a homeland security application often involves assessing 
three key elements--threat, criticality, and vulnerability: 

* A threat assessment identifies and evaluates potential threats on the 
basis of factors such as capabilities, intentions, and past activities. 

* A criticality or consequence assessment evaluates and prioritizes 
assets and functions in terms of specific criteria, such as their 
importance to public safety and the economy, as a basis for identifying 
which structures or processes are relatively more important to protect 
from attack. 

* A vulnerability assessment identifies weaknesses that may be 
exploited by identified threats and suggests options to address those 
weaknesses. 

Information from these three assessments contributes to an overall risk 
assessment that characterizes risks on a scale such as high, medium, or 
low and provides input for evaluating alternatives and management 
prioritization of security initiatives.[Footnote 18] Additional details 
on these assessment elements can be found in appendix II. The risk 
assessment element in the overall risk management cycle may be the 
largest change from standard management steps and is central to 
informing the remaining steps of the cycle. 

The next step in a risk management approach--alternatives evaluation-- 
considers what actions may be needed to address identified risks, the 
associated costs of taking these actions, and any resulting benefits. 
This information is then to be provided to agency management to assist 
in the selection of alternative actions best suited to the unique needs 
of the organization. An additional step in the risk management approach 
is the implementation and monitoring of actions taken to address the 
risks, including evaluating the extent to which risk was mitigated by 
these actions. Once the agency has implemented the actions to address 
risks, it should develop criteria for and continually monitor the 
performance of these actions to ensure that they are effective and also 
reflect evolving risk. 

Federal Agencies with Risk Management Responsibilities: 

A number of federal departments and agencies have risk management and 
critical infrastructure protection responsibilities stemming from 
various requirements. The Homeland Security Act of 2002, which created 
DHS, directed the department's Information Analysis and Infrastructure 
Protection (IAIP) Directorate to utilize a risk management approach in 
coordinating the nation's critical infrastructure protection efforts. 
This includes using risk assessments to set priorities for protective 
and support measures by the department, other federal agencies, state 
and local government agencies and authorities, the private sector, and 
other entities. Homeland Security Presidential Directive 7 (HSPD-7) 
defines critical infrastructure protection responsibilities for DHS, 
sector-specific agencies (those federal agencies given responsibility 
for transportation, energy, telecommunications, and so forth), and 
other departments and agencies. The President instructs federal 
departments and agencies to identify, prioritize, and coordinate the 
protection of critical infrastructure to prevent, deter, and mitigate 
the effects of terrorist attacks. The Secretary of DHS is assigned 
several responsibilities by HSPD-7, including establishing uniform 
polices, approaches, guidelines, and methodologies for integrating 
federal infrastructure protection and risk management activities within 
and across sectors. To ensure the coverage of critical sectors, HSPD-7 
designated sector-specific agencies for 17 critical infrastructure 
sectors.[Footnote 19] These agencies are responsible for infrastructure 
protection activities in their assigned sectors, including coordinating 
and collaborating with relevant federal agencies, state and local 
governments, and the private sector to carry out their responsibilities 
and facilitating the sharing of information about vulnerabilities, 
incidents, potential protective measures, and best practices. 

Pursuant to HSPD-7 and the National Infrastructure Protection Plan 
(NIPP), DHS was designated as the sector-specific agency for the 
transportation sector, a responsibility the department has delegated to 
TSA.[Footnote 20] As the sector-specific agency for transportation, TSA 
is required to develop a transportation sector-specific plan (TSSP) for 
identifying, prioritizing, and protecting critical transportation 
infrastructure and key resources that will provide key input to the 
broader NIPP to be prepared by IAIP. DHS issued an interim NIPP in 
February 2005 that was intended to serve as a road map for how DHS and 
stakeholders--including other federal agencies, the private sector, and 
state and local governments--should use risk management principles for 
determining how to prioritize activities related to protecting critical 
infrastructure and key resources within and among each of the 17 
sectors in an integrated, coordinated fashion. DHS expects the next 
iteration of the NIPP to be issued in November 2005, with the sector- 
specific plans, including the TSSP, being incorporated into this plan 
in February 2006. HSPD-7 also requires DHS to coordinate with DOT on 
all transportation security matters. Table 1 summarizes selected 
responsibilities for federal agencies with lead or supporting roles for 
critical infrastructure protection and risk management efforts. 

Table 1: Selected Roles and Responsibilities of Federal Agencies 
Related to Risk Management and Critical Infrastructure Protection: 

Statute or directive: Homeland Security Act of 2002: 

Agency with lead or supporting role: IAIP[A]; 
Selected responsibilities: Coordinates national critical infrastructure 
protection (CIP) efforts by: 
* conducting risk assessments of key resources and critical 
infrastructure to determine the risks posed by terrorist attacks within 
the United States; 
* integrating relevant information, analyses, and assessments (whether 
conducted by department or others) in order to identify priorities for 
protective and support measures; 
* recommending measures to protect the key resources and critical 
infrastructure of the United States in coordination with other federal 
agencies and in cooperation with state and local government agencies 
and authorities, the private sector, and other entities; 
Related output of action: Develop a comprehensive national plan for 
securing the key resources and critical infrastructure; 
Due date: Not specified. 

Agency with lead or supporting role: ODP[A]; 
Selected responsibilities: As the principal federal agency in preparing 
the United States for acts of terrorism: 
* assists and supports DHS in conducting appropriate risk analysis and 
risk management activities of state, local, and tribal governments; 
* serves as primary office responsible for providing training, funds 
for the purchase of equipment, support for the planning and execution 
of exercises; 
Related output of action: Risk analysis and risk management activities 
for states and local jurisdictions; 
Due date: Not applicable. 

Statute or directive: Homeland Security Presidential Directive-7: 

Agency with lead or supporting role: IAIP[B]; 
Selected responsibilities: Coordinate national CIP efforts by: 
* identifying, prioritizing, and coordinating the protection of 
critical infrastructure, emphasizing protection against catastrophic 
health effects or mass casualties; 
* establishing uniform policies, approaches, guidelines, and 
methodologies for integrating federal infrastructure protection and 
risk management activities within and across sectors; 
Related output of action: National Infrastructure Protection Plan; 
Due date: 12/04. 

Agency with lead or supporting role: TSA[C]; 
Selected responsibilities: As sector-specific agency for 
transportation: 
* identify, prioritize, and coordinate the protection of critical 
transportation systems infrastructure, including conducting and 
facilitating vulnerability assessments and encouraging risk management 
strategies; 
* coordinate and collaborate with relevant federal agencies, state and 
local governments, and the private sector; 
Related output of action: Transportation Sector-Specific Plan; 
Due date: 12/04. 

Agency with lead or supporting role: DOT[D]; 
Selected responsibilities: Support CIP activities in transportation 
sector by: 
* collaborating with DHS on all matters relating to transportation 
security and transportation infrastructure protection; 
Related output of action: Not applicable; 
Due date: Not applicable. 

Statute or directive: Intelligence Reform and Terrorism Prevention Act 
of 2004; 
Agency with lead or supporting role: TSA[E]; 
Selected responsibilities: Develop, prepare, implement, and update as 
needed a National Strategy for Transportation Security, including: 
* development of transportation modal security plans; 
* identification and evaluation of transportation assets that must be 
protected from terrorist attack; 
* development of risk-based priorities across all transportation modes 
and realistic deadlines for addressing security needs associated with 
those assets; 
Related output of action: National Strategy for Transportation 
Security; 
Due date: 4/05. 

Agency with lead or supporting role: DOT; 
Selected responsibilities: Works jointly with DHS to develop, revise, 
and update the National Strategy for Transportation Security; 
Related output of action: Not applicable; 
Due date: Not applicable. 

Source: GAO analysis of federal roles and responsibilities related to 
risk management and critical infrastructure protection. 

[A] Lead role designated by statute. 

[B] Lead role for all sectors; responsibility delegated by DHS. 

[C] Lead role for transportation sector; responsibility delegated by 
DHS. 

[D] Supporting role for DHS. 

[E] Lead role delegated by DHS. 

[End of table] 

DHS Has Taken Steps to Assess Risk to Passenger Rail Systems, but 
Additional Work Is Needed to Guide Security Investments: 

DHS component agencies have taken various steps to assess the risk 
posed by terrorism to U.S. passenger rail systems. ODP has developed 
and implemented a risk assessment methodology intended to help 
passenger rail operators and others enhance their capacity to respond 
to terrorist incidents and identify and prioritize security 
countermeasures. As of July 2005, ODP had completed 7 risk assessments 
with rail operators and 12 others were under way. Further, TSA 
completed a threat assessment for mass transit and rail and has begun 
to identify critical rail assets, but it has not yet completed an 
overall risk assessment for the passenger rail industry. DHS is 
developing guidance to help these and other sector-specific agencies 
work with stakeholders to identify and analyze risk. 

ODP Has Worked with Passenger Rail Operators to Develop Risk 
Assessments to Help Prioritize Rail Security Needs and Investments: 

In 2002, ODP began conducting risk assessments of passenger rail 
operators through its Mass Transit Technical Assistance program. These 
assessments are intended to help passenger rail operators and port 
authorities enhance their capacity and preparedness to respond to 
terrorist incidents involving weapons of mass destruction, and identify 
and prioritize security countermeasures and emergency response 
capabilities. ODP's approach to risk assessment is generally consistent 
with the risk assessment component of our risk management approach. The 
agency has worked with passenger rail operators and others to complete 
several risk assessments. As of July 2005, ODP had completed 7 risk 
assessments in collaboration with passenger rail operators.[Footnote 
21] Twelve additional risk assessments are under way, and an additional 
11 transit agencies have requested assistance through this program. 

ODP's methodology for conducting risk assessments is articulated in a 
tool kit designed to enable passenger rail operators and others to 
compare relative risks among assets, identify assets with a perceived 
high level of risk, and prioritize measures to mitigate those 
risks.[Footnote 22] Once ODP and a rail operator agree to collaborate 
on the risk assessment, ODP sends a technical assistance team 
consisting of experts in the risk management and emergency response 
field to visit the rail operator on-site to support the implementation 
of the risk assessment process. The team assists the operator in using 
the tool kit to generate information on criticality, threat, 
vulnerability, impact, and risk. Once completed, the documented results 
should serve as a guide for future applications of the risk assessment 
process to keep pace with new threat information and newly vulnerable 
assets. 

ODP's risk assessment process involves, first, an analysis of four 
elements--criticality, threat, vulnerability, and impact. Using the 
tool kit, the operator begins by conducting the criticality assessment 
to identify and prioritize critical assets based upon factors such as 
the potential for serious injury or loss of life, or the economic 
implications on the livelihood, resources, or wealth of the area, 
region, or country if the asset was destroyed. Assets deemed to be 
"most critical" are then evaluated using the remaining risk assessment 
components. The operator then conducts the threat assessment to 
identify the range of weapon types that terrorists might use against 
the operator's critical assets, establish the likelihood that critical 
assets might be targeted, and develop possible attack scenarios. These 
attack scenarios are then used to perform a vulnerability assessment 
that evaluates the susceptibility of critical assets to these scenarios 
and determines such things as the probability of an attack succeeding 
and whether it can be stopped. Once these first three assessment 
components are completed, the operator determines the impact that the 
partial or complete destruction of a critical asset would have on the 
asset's ability to function based upon specific threat scenarios. Table 
2 describes selected steps that operators take, in conjunction with 
ODP, to carry out these four assessment components using ODP's risk 
assessment tool kit. 

Table 2: Selected Steps in ODP's Risk Assessment Process: 

Assessment component: Criticality; 
Assessment steps: 
Step 1. Develop a worksheet of candidate critical assets (i.e., 
infrastructure, facilities, equipment, and personnel) that enable the 
operator to achieve its mission; 
Step 2. Establish critical asset factors--factors that describe the 
characteristics of assets that would result in significant negative 
impact to the operator given their loss in a terrorist event (i.e., 
economic impact, symbolic importance, functional importance); 
Step 3. Assign quantitative values to each factor that indicate the 
importance of the factor to the overall mission of the operator; 
Step 4. Apply the factors to the list of candidate assets to develop a 
criticality score; 
Step 5. Prioritize assets based upon their criticality scores. Rail 
operator officials review rankings to determine their reasonableness 
and to establish a threshold for the assets considered most critical. 

Assessment component: Threat; 
Assessment steps: 
Step 1. Develop a list of weapons types (i.e., large or small 
explosives, biological conventional explosive, nuclear device) that 
might be used by terrorists; 
Step 2. Evaluate the selected weapon types on the likelihood (using a 
five-point scale) that terrorists have each weapon and would use it 
against the operator's assets; 
Step 3. Evaluate the attractiveness of targets based on the potential 
for casualties, potential for economic disruption, and symbolic 
importance; 
Step 4. Define attack scenarios (based on target asset, weapon, and 
mode of delivery); the information will be used in subsequent 
assessment components. 

Assessment component: Vulnerability; 
Assessment steps: 
Step 1. Develop a rating to determine the probability of a successful 
attack. Rating is based upon three factors: the ability to limit or 
deny ingress and egress to an asset by a terrorist (access control), 
the ability to expose or reveal an attack before it takes place 
(detection capabilities), the ability to interdict once an attack has 
been detected (interdiction capabilities); 
Step 2. Using these probability ratings, develop an overall 
vulnerability rating that represents the relative likelihood of an 
attack being attempted and successfully carried out. 

Assessment component: Impact; 
Assessment steps: 
Step 1. Use the critical asset factors identified above to rate the 
effect of a weapon on each asset's mission; 
Step 2. Once each asset has been rated, use a mathematical formula to 
calculate a total overall impact level--how each asset's mission is 
affected based upon the extent to which it would be destroyed. 

Source: GAO analysis of ODP information. 

[End of table] 

The results developed in the threat, criticality, vulnerability, and 
impact assessments are then used to develop an overall risk assessment 
in order to evaluate the relative risk among various assets, weapons, 
and modes of attack. This is intended to give operators an indication 
of which asset types and threat scenarios carry the highest risk and 
that, accordingly, are likely candidates for early risk mitigation 
action. Using the results of the risk assessment process, a diagram of 
relative risk is developed by plotting the assets and scenarios in 
terms of vulnerability and consequence, as shown in figure 3.[Footnote 
23] 

Figure 3: Sample ODP Relative Risk Diagram: 

[See PDF for image] 

[End of figure] 

By showing the relative risk of all assets and scenarios identified, 
this diagram identifies the assets and scenarios that have the greatest 
estimated level of relative risk and provides critical information 
useful to develop and prioritize security countermeasures. According to 
ODP, assets with scenarios that fall in quadrants I and III have the 
greatest potential negative impact (i.e., the greatest consequence) on 
an operator's system if attacked. Assets with scenarios that fall in 
quadrants I and II have the greatest vulnerability to attack. 
Therefore, quadrant I contains the assets and scenarios that have the 
greatest vulnerability and negative consequence and are likely 
candidates for early mitigation action from a policy decision-making 
perspective. 

According to rail operators who have used ODP's risk assessment 
methodology and commented about it to DHS or us, the method has been 
successful in helping to devise risk reduction strategies to guide 
security-related investments. For example, between September 2002 and 
March 2003, ODP's technical assistance team worked with the Port 
Authority of New York and New Jersey (PANYNJ) to conduct a risk 
assessment of all of its assets--its Port Authority Trans-Hudson (PATH) 
passenger rail system, as well as airports, ports, interstate highway 
crossings, and commercial properties.[Footnote 24] According to PANYNJ 
officials, the authority was able to develop and implement a risk 
reduction strategy that enabled it to identify and set priorities for 
improvements in security and emergency response capability that are 
being used to guide security investments. 

As part of this risk assessment, PANYNJ identified and prioritized 
particular types of security countermeasures that, if implemented, 
would improve the authority's overall risk profile by moving assets 
into the lower parts of the risk diagram (as shown in fig. 3). Examples 
of countermeasures considered include site-hardening of assets such as 
bridges and tunnels; increased patrols, guards, and canine units; event-
activated closed-circuit television (CCTV); and intrusion detection 
systems. According to PANYNJ officials, the associated costs and 
benefits of the countermeasures identified were considered, and 
management was involved in choosing and prioritizing the actions 
included in the plan. More specifically, according to authority 
officials, the risk assessment was instrumental in obtaining management 
approval for a 5-year, $500 million security capital investment 
program, as it provided a risk-based justification for these 
investments.[Footnote 25] Examples of passenger rail security capital 
investments PANYNJ is making as part of this program include the 
development of a state-of-the art system wide security operations 
center for the PATH system, access control and alarm monitoring system 
replacement at 45 locations, and digital video recording upgrades to 
its CCTV system. At the time of our review, the authority was 2 years 
into implementing the strategy and associated capital investment 
program and had just completed its first risk assessment update. PANYNJ 
officials told us they have formally incorporated the ODP risk 
assessment model into the authority's annual planning and budgeting 
cycle and are able to track and assess how security projects improve 
the authority's overall risk profile. PANYNJ staff are now working on a 
cost-benefit module to be included in the authority's risk assessment 
program, with the objective of making more discrete trade-offs among 
high-cost security programs on the basis of which ones provided the 
highest payoff. 

The six other passenger rail operators that have completed ODP's risk 
assessment process also stated that they valued the process. 
Specifically, operators said that the assessments enabled them to 
prioritize investments based on risk and are already allowing or are 
expected to allow them to effectively target and allocate resources 
toward security measures that will have the greatest impact on reducing 
risk across their system. For example, one rail operator stated that it 
is planning on spending its fiscal year 2005 Transit Security Grant 
Program funding to expand its CCTV coverage, with a focus on stations 
that serve major public gatherings but do not have such equipment, a 
measure identified by the risk assessment as the second most effective 
risk reduction measure to implement. [Footnote 26] In addition, as a 
result of the assessment, the operator said that it has incorporated 
CCTVs into its standard design criteria for new system construction, 
such as stations and parking garages. 

ODP Has Sought to Promote Risk-Based Decision Making among Federal 
Agencies and Rail Operators: 

On the basis of its own experience with conducting risk assessments in 
the field, and in keeping with its mission to develop and implement a 
national program to enhance the capacity of state and local agencies to 
respond to incidents of terrorism, ODP has offered to help other DHS 
components and federal agencies to develop risk assessment tools, 
according to ODP officials. For example, ODP is partnering with the 
FRA, TSA, the American Association of Railroads (AAR), and others to 
develop a risk assessment tool for freight rail corridors.[Footnote 27] 
In a separate federal outreach effort, ODP worked with TSA to establish 
a Federal Risk Assessment Working Group to promote interagency 
collaboration and information sharing. Representatives from 
participating federal agencies meet monthly to encourage information 
sharing regarding risk assessments and other related homeland security 
issues.[Footnote 28] The working group has, among other things, created 
a Web-based calendar so participating agencies can upload and share 
information regarding planned assessments. The calendar also contains 
detailed information on assessments, including locations, dates, types 
of assessment, and points of contact. 

In addition, in keeping with its mission to deliver technical 
assistance and training, ODP has partnered with the American Public 
Transportation Association (APTA) to inform passenger rail operators 
about its risk assessment technical assistance program.[Footnote 29] 
Since June 2004, ODP has attended five APTA conferences or workshops 
where it has set up information booths, made the tool kit available, 
and conducted seminars to educate passenger rail operators about the 
risk assessment process and its benefits. According to an APTA 
official, ODP's risk assessment technical assistance program has been 
well received by the transit community. The program is dependent on 
funding available in ODP's technical assistance budget for support. In 
fiscal years 2004 and 2005, the program received $5.2 million and $5.7 
million, respectively, through ODP's technical assistance budget. 

ODP has leveraged its grant-making authority to promote risk-based 
funding decisions for passenger rail. For example, passenger rail 
operators must have completed a risk assessment to be eligible for 
financial assistance through the fiscal year 2005 Transit Security 
Grant program administered by ODP. To receive these funds, passenger 
rail operators are also required to have a security and emergency 
preparedness plan that identifies how the operator intends to respond 
to security gaps identified by risk assessments. This plan, along with 
a regional transit security strategy prepared by regional transit 
stakeholders, will serve as the basis for determining how the grant 
funds are to be allocated. 

Risk assessments are also a key driver of federal funds distributed 
through ODP's fiscal year 2005 Intercity Passenger Rail Grant Program. 
This $7.1 million program provides financial assistance to Amtrak for 
the protection of critical infrastructure and emergency preparedness 
activities along Amtrak's Northeast Corridor and its hub in Chicago. 
Amtrak is required to conduct a risk assessment of these areas in 
collaboration with ODP, in order to receive the grant funds.[Footnote 
30] A recent review of Amtrak's security posture and programs conducted 
by the RAND Corporation and funded by FRA in 2004 found that no 
comprehensive terrorism risk assessment of Amtrak has been conducted 
that would provide an empirical baseline for investment prioritization 
and decision making for Amtrak's security policies and investment 
plans. As another condition for receiving the grant funds, Amtrak is 
required to develop a security and emergency preparedness plan that, 
along with the risk assessment, is to serve as the basis for proposed 
allocations of grant funding. According to an Amtrak security official, 
it welcomes the risk assessment effort and plans to use the results of 
the assessment to guide its security plans and investments. According 
to ODP officials, as of July 2005, the Amtrak risk assessment was 
nearly 50 percent complete. 

TSA Has Begun to Assess Risks to Passenger Rail: 

As the agency responsible for ensuring the security of all modes of 
transportation, TSA has been charged by DHS with fulfilling key 
requirements of HSPD-7 and the Intelligence Reform and Terrorism 
Prevention Act of 2004. Specifically, TSA is required to conduct and 
facilitate risk assessments in order to identify, prioritize, and 
coordinate the protection of critical transportation systems 
infrastructure, as well as develop risk-based priorities across all 
transportation modes. As part of this effort, TSA is required to 
develop plans that, among other things, identify and prioritize 
critical transportation assets for protection. At the time of our 
review, TSA had taken steps to meet these responsibilities but had not 
yet completed the risk assessments for the rail industry (among others) 
or the plans that they support as required. 

In October 2004, TSA completed an overall threat assessment for both 
mass transit and passenger and freight rail modes.[Footnote 31] TSA 
began conducting a second risk assessment element--criticality 
assessments of passenger rail stations--in the spring of 2004, but the 
effort had not been completed at the time of our review. According to 
TSA, a criticality assessment tool was developed that considers 
multiple factors, such as the potential for loss of life or effects on 
public health; the economic impact of the loss of function of the asset 
and the cost of reconstitution; and the local, regional, or national 
symbolic importance of the asset. These factors were to be used to 
arrive at a criticality score that, in turn, would enable the agency to 
rank assets and facilities based on relative importance, according to 
TSA officials. 

To date, TSA has assigned criticality scores to nearly 700 passenger 
rail stations. In May 2005, TSA began conducting assessments for other 
passenger rail assets such as bridges and tunnels. TSA officials told 
us that as of July 2005, they had completed 73 criticality assessments 
for bridge and tunnel assets and expect to conduct approximately 370 
additional assessments in these categories. Once TSA has completed its 
criticality assessment, a senior group of transportation security 
experts will review these scores and subsequently rank and prioritize 
them. As of July 2005, TSA had not established a time frame for 
completing criticality assessments for passenger rail assets or for 
ranking assets, and had not identified whether it planned to do so. 

In 2003, TSA officials stated that they planned to work with 
transportation stakeholders to rank assets and facilities in terms of 
their criticality. HSPD-7 requires sector-specific agencies such as TSA 
to collaborate with all relevant stakeholders, including federal 
departments and agencies, state and local governments, and others. In 
addition, DHS's interim NIPP states that sector-specific agencies, such 
as TSA, are expected to work with stakeholders--such as rail operators-
-to determine the most effective means of obtaining and analyzing 
information on assets. While TSA's methodology for conducting 
criticality assessments calls for "facilitated sessions" involving TSA 
modal specialists, DOT modal specialists, and trade association 
representatives, these sessions with stakeholders have not been held. 
According to TSA officials, their final methodology for conducting 
criticality assessments did not include DOT modal specialists and trade 
associations. With respect to rail operators, TSA officials explained 
that their risk assessment process does not require operators' 
involvement. TSA analysts said they have access to a great deal of 
information (such as open source records, satellite imagery, and 
insurance industry data) that can facilitate the assessment process. 
However, when asked to comment on TSA's ability to identify critical 
assets in passenger rail systems, APTA officials and 10 rail operators 
we interviewed told us it would be difficult for TSA to complete this 
task without their direct input and rail system expertise. 

TSA plans to rely on asset criticality rankings to prioritize which 
assets it will focus on in conducting vulnerability assessments. That 
is, once an asset, such as a passenger rail station, is deemed to be 
most critical, then TSA would focus on determining the station's 
vulnerability to attacks. TSA plans to conduct on-site vulnerability 
assessments for those assets deemed most critical. For assets that are 
deemed to be less critical, TSA has developed a software tool that it 
has made available to passenger rail and other transportation operators 
for them to use on a voluntary basis to assess the vulnerability of 
their assets. As of July 2005, the tool had not yet been used. 
According to APTA officials, passenger rail operators may be reluctant 
to provide vulnerability information to TSA without knowing how the 
agency intends to use such information. According to TSA, it is 
difficult, if not impossible, to project any timelines regarding 
completion of vulnerability assessments in the transportation sector 
because rail operators are not required to submit them. In this regard, 
while the rail operators are not required to submit this information, 
as the sector-specific agency for transportation, TSA is required by 
HSPD-7 to complete vulnerability assessments for the transportation 
sector. Figure 4 illustrates the overall progress TSA had made in 
conducting risk assessments for passenger rail assets as of July 2005. 

Figure 4: Status of TSA's Passenger Rail Risk Assessment Efforts, as of 
July 2005: 

[See PDF for image] --graphic text: 

1. Strategic goals, objectives, and constraints, 
2. Risk assessment, (in progress)
3. Alternatives evaluation, 
4. Management selection, 
5. Implementation and monitoring. 

1. Threat assessment: fully completed. 
2. Criticality assessment: in progress. 
3. Vulnerability assessment: not initiated. 

Source: GAO. 

[End of figure] 

We recognize that TSA's risk assessment effort is still evolving and 
TSA has had other pressing priorities, such as meeting the legislative 
requirements related to aviation security. However, until all three 
assessments of rail systems--threat, criticality, and vulnerability-- 
have been completed in sequence, and until TSA determines how to use 
the results of these assessments to analyze and characterize risk 
(e.g., whether high, medium, or low), it may not be possible to 
prioritize passenger rail assets and guide investment decisions about 
protecting them. 

Finalizing a methodology for assessing risk to passenger rail and other 
transportation assets and conducting the assessments are key steps 
needed to produce the plans required by HSPD-7 and the Intelligence 
Reform and Terrorism Prevention Act of 2004. DHS and TSA have missed 
both deadlines for producing these plans. Specifically, DHS and TSA 
have yet to produce the TSSP required by HSPD-7 to be issued in 
December of 2004, though a draft was prepared in November 2004. DHS and 
TSA officials told us that they expected the first version of the TSSP 
to be completed in February 2006. DHS and TSA also missed the April 1, 
2005, deadline for completing the national strategy for transportation 
security required by the Intelligence Reform and Terrorism Prevention 
Act of 2004. In an April 2005 letter to Congress addressing the missed 
deadline, the DHS Deputy Secretary identified the need to more 
aggressively coordinate the development of the strategy with other 
relevant planning work such as the TSSP, to include further 
collaboration with DOT modal administrations and DHS components. The 
Deputy Secretary further stated that DHS expected to finish the 
strategy within 2 to 3 months. However, as of July 31, 2005, the 
strategy had not been completed. In April 2005, senior DHS and TSA 
officials told us that in addition to DOT, industry groups such as APTA 
and AAR would also be more involved in developing the TSSP and other 
strategic plans. However, as of July 2005, TSA had not yet engaged 
these stakeholders in the development of these plans. 

DHS Faces Challenges in Comparing and Reconciling Risks and 
Prioritizing Investments within and across Sectors: 

As TSA, other sector-specific agencies, and ODP move forward with risk 
assessment activities, DHS is concurrently developing guidance intended 
to help these agencies work with their stakeholders to assess risk. 
HSPD-7 requires DHS to establish uniform policies, approaches, 
guidelines, and methodologies for integrating federal infrastructure 
protection and risk management activities within and across sectors. To 
meet this requirement, DHS has, among other things, been working for 
nearly 2 years on a risk assessment framework through IAIP.[Footnote 
32] This framework is intended to help the private sector and state and 
local governments to develop a consistent approach to analyzing risk 
and vulnerability across infrastructure types and across entire 
economic sectors, develop consistent terminology, and foster consistent 
results. The framework is also intended to enable a federal-level 
assessment of risk in general, and comparisons among risks, for 
purposes of resource allocation and response planning. DHS has informed 
TSA that this framework will provide overarching guidance to sector- 
specific agencies on how various risk assessment methodologies may be 
used to analyze, normalize, and prioritize risk within and among 
sectors. The interim NIPP states that the ability to rationalize, or 
normalize, results of different risk assessments is an important goal 
for determining risk-related priorities and guiding investments. One 
core element of the DHS framework--defining concepts, terminology, and 
metrics for assessing risk--has yet to be completed. The completion 
date for this element--initially due in September 2004--has been 
extended twice, with the latest due date in June 2005. However, as of 
July 31, 2005, this element has not been completed. 

Because neither this element nor the framework as a whole has yet been 
finalized or provided to TSA or other sector-specific agencies, it is 
not clear what impact, if any, DHS's framework may have on ongoing risk 
assessments conducted by, and the methodologies used by, TSA, ODP, and 
others, and whether or how DHS will be able to use these results to 
compare risks and prioritize homeland security investments among 
sectors. Until DHS finalizes this framework, and until TSA completes 
its risk assessment methodology, it may not be possible to determine 
whether different methodologies used by TSA and ODP for conducting 
threat, criticality, and vulnerability assessments generate disparate 
qualitative and quantitative results or how they can best be compared 
and analyzed. In addition, TSA and others will have difficulty taking 
into account whether at some point TSA may be unnecessarily duplicating 
risk management activities already under way at other agencies and 
whether other agencies' risk assessment methodologies, and the data 
generated by these methodologies, can be leveraged to complete the 
assessments required for the transportation sector. In the future, the 
implementation of DHS's departmentwide proposed reorganization could 
affect decisions relating to critical infrastructure protection as new 
directorates are established, such as the directorates of policy and 
preparedness, and other preparedness assets are consolidated from 
across the department. 

Multiple Federal Agencies Have Taken Actions to Enhance Passenger Rail 
Security: 

FTA and FRA were the primary federal agencies involved in passenger 
rail security matters prior to the creation of TSA. Before and after 
September 11, these two agencies launched a number of initiatives 
designed to strengthen passenger rail security. TSA also took steps to 
strengthen rail security, including issuing emergency security 
directives to rail operators and testing emerging rail security 
technologies for screening passengers and baggage. Rail industry 
stakeholders and federal agency officials raised questions about how 
effectively DHS had collaborated with them on rail security issues. DHS 
and DOT have signed a memorandum of understanding intended to identify 
ways that collaboration with federal and industry stakeholders might be 
improved. 

DOT Agencies Led Initial Efforts to Enhance Passenger Rail Security: 

Prior to the creation of TSA in November 2001, DOT agencies (i.e., 
modal administrations)--notably FTA and FRA--were primarily responsible 
for the security of passenger rail systems. These agencies undertook a 
number of initiatives to enhance the security of passenger rail systems 
prior to and after September 11. For example, prior to September 11, 
FTA offered voluntary security assessments, sponsored training at the 
Transportation Safety Institute, issued written guidelines to improve 
emergency response planning, and partially funded a chemical detection 
demonstration project, called PROTECT, at the Washington Metropolitan 
Area Transit Authority. In response to the terrorist attacks on 
September 11, FTA, using an $18.7 million appropriation by the 
Department of Defense Emergency Supplemental Act of 2002, launched a 
multipart transit security initiative, much of which is still in place. 
The initiative included security assessments, planning, drills, and 
training, as described below: 

* Security readiness assessments: FTA deployed teams to assess security 
at 32 rail transit operators. FTA chose these 32 agencies on the basis 
of their ridership, vulnerability, and the potential consequences of a 
terrorist attack. Each assessment included a threat and vulnerability 
analysis, an evaluation of security and emergency plans, and a focused 
review of the agency's unified command structure with external 
emergency responders. FTA completed the assessments in late summer 
2002.[Footnote 33] 

* Security and emergency management technical assistance: As of July 
2005, FTA had provided technical assistance to 32 passenger rail 
agencies on security and emergency plans and emergency response drills. 
This is also a follow-on effort to the security assessments, as FTA is 
helping transit agencies fill identified security gaps customized to 
the individual agency's needs and operating characteristics. 

* Emergency response drills: FTA offered transit agencies grants up to 
$50,000 for organizing and conducting emergency preparedness drills. 
According to FTA officials, FTA has awarded $3.4 million to over 80 
transit agencies through these grants. 

* Transit Safety and Security Roundtables program: FTA developed the 
Transit Safety and Security Roundtables program, which brings together 
safety and security chiefs of the 30 largest transit systems to share 
information on technology and best practices and to develop 
relationships between federal and local officials working in the areas 
of transit safety and security. In October 2003, FTA and DHS, through 
TSA, sponsored the most recent roundtable, in Washington, D.C. In 
October 2005, FTA and DHS plan to hold a roundtable with safety and 
security representatives of the 50 largest transit agencies. 

* Connecting Communities program: FTA developed and currently is 
offering free emergency preparedness and security training to transit 
agencies through its Connecting Communities Forums. These forums are 
designed to bring together personnel from small and medium-sized 
transit agencies with their local emergency responders, including local 
firefighters and police officers. The purposes of the forums are to 
give the participants a better understanding of the roles played by 
transit agencies and emergency responders and to allow participants to 
begin developing the plans, tools, and relationships necessary to 
respond effectively in an emergency. FTA sponsored 17 forums under this 
program and has plans for the delivery of 12 more by the end of fiscal 
year 2006. TSA has provided financial support to this program. In 
fiscal year 2005, TSA transferred $100,000 to FTA to support the 
Connecting Communities program. 

* Transit Watch program: In 2003, FTA instituted the Transit Watch 
campaign, a nationwide safety and security awareness program designed 
to encourage the active participation of transit passengers and 
employees in maintaining a safe transit environment. The program 
provides information and instructions to transit passengers and 
employees so that they know what to do and whom to contact in the event 
of an emergency in a transit setting. Transit Watch invites riders and 
employees to be the "eyes and ears" of their local transit system. FTA 
plans to continue this initiative, in partnership with TSA and ODP, and 
offer additional security awareness materials that address unattended 
bags and emergency evacuation procedures for transit agencies. 

* Additional security training: In addition to the programs and 
training cited above, FTA worked with the National Transit Institute, 
Johns Hopkins University, and the Transportation Safety Institute to 
expand safety and security course offerings. For example, the National 
Transit Institute is now offering a security awareness course to 
frontline transit employees free of charge. The course covers skill 
sets for observing, determining, and reporting people and items that 
are suspicious or out of place. FTA also developed a training course 
for frontline transit employees to recognize and react to terrorist 
activity. This course incorporates the latest in international 
counterterrorism techniques. 

* Security guidance: FTA also developed security guidance for transit 
agencies based largely on the findings of the security readiness 
assessments. For example, in November 2003, FTA issued its Top 20 
Security Program Action Items for Transit Agencies, which recommends 
measures for transit agencies to implement into their security programs 
to improve both security and emergency preparedness. Recommended 
practices include performing background checks on employees, 
instituting access control procedures, and providing security awareness 
training to frontline employees. In 2003, FTA also issued recommended 
measures for transit agencies to implement in responding to various DHS 
threat level designations. 

FTA has also used research and development funds to develop guidance 
for security design strategies to reduce the vulnerability of transit 
systems to acts of terrorism. In November 2004, FTA provided rail 
operators with security considerations for transportation 
infrastructure. This guidance provided recommendations intended to help 
operators deter and minimize attacks against their facilities, riders, 
and employees by incorporating security features into the design of 
rail infrastructure. (Additional details on the use of this guidance 
are discussed later in this report.) 

FRA has also taken a number of actions to enhance passenger rail 
security since September 11. For example, it has assisted commuter 
railroads in developing security plans, reviewed Amtrak's security 
plans, and helped fund FTA security readiness assessments for commuter 
railroads. More recently, in the wake of the Madrid terrorist bombings, 
nearly 200 FRA inspectors, in cooperation with DHS, conducted multi-day 
team inspections of each of the 18 commuter railroads and Amtrak to 
determine what additional security measures had been put into place to 
prevent a similar occurrence in the United States. FRA also conducted 
research and development projects related to passenger rail security. 
These projects included rail infrastructure security and trespasser 
monitoring systems and passenger screening and manifest projects, 
including explosives detection. 

Although DOT modal administrations now play a supporting role in 
transportation security matters since the creation of TSA, they remain 
important partners in the federal government's efforts to improve rail 
security, given their role in funding and regulating the safety of 
passenger rail systems. Moreover, as TSA moves ahead with its passenger 
rail security initiatives, FTA and FRA are continuing their passenger 
rail security efforts. 

TSA Issued Mandatory Security Directives to Rail Operators but Faces 
Challenges Related to Compliance and Enforcement: 

In response to the March 2004 commuter rail attacks in Madrid and 
federal intelligence on potential threats against U.S. passenger rail 
systems, TSA issued security directives to the passenger rail industry 
in May 2004. TSA issued these security directives to establish a 
consistent baseline standard of protective measures for all passenger 
rail operators, including Amtrak.[Footnote 34] The directives were not 
related to, and were issued independent of, TSA's efforts to conduct 
risk assessments to prioritize rail security needs. TSA considered the 
measures required by the directives to constitute mandatory security 
standards that were required to be implemented within 72 hours of 
issuance by all passenger rail operators nationwide. In an effort to 
provide some flexibility to the industry, the directives allowed rail 
operators to propose alternative measures to TSA in order to meet the 
required measures. Table 3 contains examples of security measures 
required by these directives. 

Table 3: Examples of Measures Required by TSA Security Directives 
Issued to Passenger Rail Operators and Amtrak: 

TSA directives require passenger rail operators to: 
* designate coordinators to enhance security-related communications 
with TSA, 
* provide TSA with access to the latest security assessments and 
security plans, 
* reinforce employee watch programs, 
* ask passengers and employees to report unattended property or 
suspicious behavior, 
* remove trash receptacles at stations determined by a vulnerability 
assessment to be at significant risk and only to the extent practical, 
except for clear plastic or bomb-resistant containers, 
* install bomb- resistant trash cans to the extent resources allow, 
* utilize canine explosive detection teams, if available, to screen 
passenger baggage, terminals, and trains, 
* utilize surveillance systems to monitor for suspicious activity, to 
the extent resources allow, 
* allow TSA- designated canine teams at any time or place to conduct 
canine operations, 
* conduct frequent inspections of key facilities, stations, terminals, 
or other critical assets for persons and items that do not belong, 
* inspect each passenger rail car for suspicious or unattended items, 
at regular periodic intervals, 
* ensure that appropriate levels of policing and security are provided 
that correlate to DHS threat levels and threat advisories, 
* lock all doors that allow access to train operators' cab or 
compartment, if equipped with locking mechanisms, 
* require Amtrak to request that adult passengers provide 
identification at the initial point where tickets are checked. 

Source: TSA. 

[End of table] 

Although TSA issued these directives, it is unclear how TSA developed 
the required measures contained in the directives, how TSA plans to 
monitor and ensure compliance with the measures, how rail operators are 
to implement the measures, and which entities are responsible for their 
implementation. According to the former DHS Undersecretary for Border 
and Transportation Security, the directives were developed based upon 
consultation with the industry and a review of best practices in 
passenger rail and mass transit systems across the country and were 
intended to provide a federal baseline standard for security. TSA 
officials stated to us that the directives were based upon FTA and APTA 
best practices for rail security. Specifically, TSA stated that it 
consulted a list of the top 20 actions FTA identified that rail 
operators can take to strengthen security, FTA-recommended protective 
measures and activities for transit agencies that may be followed based 
on current threat levels, and an APTA member survey. While some of the 
directives correlate to information contained in the FTA guidance, such 
as advocating that rail personnel watch for abandoned parcels, 
vehicles, and the like, the source for many of the directives is 
unclear. For example, the source material TSA consulted does not 
support the requirement that train cabs or compartment doors should be 
kept locked. Furthermore, the sources do not necessarily reflect 
industry best practices, according to FTA and APTA officials. FTA's 
list of recommended protective measures and the practices identified in 
the APTA survey are not necessarily viewed as industry best practices. 
For example, the APTA member survey that TSA used reports rail security 
practices that are in use by operators but which are not best practices 
endorsed by the group or other industry stakeholders. 

TSA officials have stated that they understood the importance of 
partnering with the rail industry on security matters, and that they 
would draw on the expertise and knowledge of the transportation 
industry and other DHS agencies, as well as all stakeholders, in 
developing security standards for all modes of transportation, 
including rail. TSA officials held an initial meeting with APTA, AAR, 
and Amtrak officials to discuss the draft directives prior to their 
issuance and told them that they would continue to be consulted prior 
to their final issuance. However, these stakeholders were not given an 
opportunity to comment on a final draft of the directives before their 
release because, according to TSA, DHS determined that it was important 
to release the directives as soon as possible to address a current 
threat to passenger rail. In addition, TSA stated that because the 
directives needed to be issued quickly, there was no public comment as 
part of the rule-making process. Shortly after the directives were 
issued, TSA's Deputy Assistant Administrator for Maritime and Land 
Security told rail operators at an APTA conference we attended in June 
2004 that if TSA determined that there is a need for the directives to 
become permanent, they would undergo a notice-and-comment period as 
part of the regulatory process. As of July 2005, TSA had not yet 
determined whether it intends to pursue the rule-making process with a 
notice-and-comment period. 

APTA and AAR officials stated that because they were not consulted 
throughout the development of the directives, the directives did not, 
in their view, reflect a complete understanding of the passenger rail 
environment or necessarily incorporate industry best practices. For 
example, APTA, AAR, and some rail operators raised concerns about the 
feasibility of installing bomb-resistant trash cans in rail stations 
because they could direct the force of a bomb blast upward, possibly 
causing structural damage in underground or enclosed stations. DHS's 
Office for State and Local Government Coordination and Preparedness 
recently conducted tests to determine the safety and effectiveness of 
13 models of commercially available bomb-resistant trash receptacles. 
At the time of our review, the results of these tests were not yet 
available. 

Amtrak and FRA officials raised concerns about some of the directives, 
as well, and told us they questioned whether the requirements reflected 
industry best practices. For example, before the directives were 
issued, Amtrak expressed concerns to TSA about the feasibility of the 
requirement to check the identification of all adult passengers 
boarding its trains because they did not have enough staff to perform 
these checks. However, the final directive included this requirement, 
and after they were released, Amtrak told TSA it could not comply with 
this requirement "without incurring substantial additional costs and 
significant detrimental impacts to its operations and revenues." Amtrak 
officials told us that since passenger names would not be compared 
against any criminal or terrorist watch list or database, the benefits 
of requiring such identification checks were open to debate. To resolve 
its concern, and as allowed by the directive, Amtrak proposed, and TSA 
accepted, random identification checks of passengers as an alternative 
measure. FRA officials further stated that current FRA safety 
regulations requiring engineer compartment doors be kept unlocked to 
facilitate emergency escapes[Footnote 35] conflicts with the security 
directive requirement that doors equipped with locking mechanisms be 
kept locked. This requirement was not included in the draft directives 
provided to stakeholders. TSA did call one commuter rail operator prior 
to issuing the directives to discuss this potential proposed measure, 
and the operator raised a concern about the safety of the locked door 
requirement. TSA nevertheless included this requirement in the 
directives. 

With respect to how the directives were to be enforced, rail operators 
were required to allow TSA and DHS to perform inspections, evaluations, 
or tests based on execution of the directives at any time or location. 
Upon learning of any instance of noncompliance with TSA security 
measures, rail operators were to immediately initiate corrective 
action. Monitoring and ensuring compliance with the directives has 
posed challenges for TSA. In the year after the directives were issued, 
TSA did not have dedicated field staff to conduct on-site inspections. 
When the rail security directives were issued, the former DHS 
Undersecretary for Border and Transportation Security stated that TSA 
planned to form security partnership teams with DOT, including FRA rail 
inspectors, to help ensure that industry stakeholders complied with the 
directives. These teams were to be established in order to tap into 
existing capabilities and avoid duplication of effort across agencies. 
As of July 2005, these teams had not yet been utilized to perform 
inspections. TSA has, however, hired rail compliance inspectors to, 
among other things, monitor and enforce compliance with the security 
directives. As of July 2005, TSA had hired 57 of up to 100 inspector 
positions authorized by Congress.[Footnote 36] However, TSA has not yet 
established processes or criteria for determining and enforcing 
compliance, including determining how rail inspectors or DOT 
partnership teams will be used in this regard. 

Establishing criteria for monitoring compliance with the directives may 
be challenging because the language describing the required measures 
allows for flexibility and does not define parameters. In an effort to 
acknowledge the variable conditions that existed in passenger rail 
environments, TSA designed the directives to allow flexibility in 
implementation through the use of such phrases as "to the extent 
resources allow," "to the extent practicable," and "if available." The 
directives also include non-specific instructions that may be difficult 
to measure or monitor, telling operators to, for example, perform 
inspections of key facilities at "regular periodic intervals" or to 
conduct "frequent inspections" of passenger rail cars. When the 
directives were issued, TSA stated that it would provide rail operators 
with performance-based guidance and examples of announcements and signs 
that could be used to meet the requirements of the directives, 
including guidance on the appropriate frequency and method for 
inspecting rail cars and facilities. However, as of July 2005, this 
information had not been provided. 

Industry stakeholders we interviewed raised questions about how they 
were to comply with the measures contained in the directives and which 
entities were responsible for implementing the measures. According to 
an AAR official, in June 2004, AAR officials and rail operators held a 
conference call with TSA to obtain clarification on these issues. 
According to AAR officials, in response to an inquiry about what would 
constitute compliance for some of the measures, the then-TSA Assistant 
Administrator for Maritime and Land Security told participants that the 
directives were not intended to be overly prescriptive but were 
guidelines, and that operators would have the flexibility to implement 
the directives as they saw fit. The officials also asked for 
clarification on who was legally responsible for ensuring compliance 
for measures where assets, such as rail stations, were owned by freight 
railroads or private real estate companies. According to AAR officials, 
TSA told them it was the responsibility of the rail operators and asset 
owners to work together to determine these responsibilities. However, 
according to AAR and rail operators, given that TSA has hired rail 
inspectors and indicated its intention to enforce compliance with the 
directives, it is critical that TSA clarify what compliance entails for 
measures required by the directives and which entities are responsible 
for compliance with measures when rail assets are owned by one party 
but operated by another--such as when private companies that own 
terminals or stations provide services for commuter rail operations. 

The challenges TSA has faced in developing security directives as 
standards that reflect industry best practices--and which can be 
measured and enforced--stem from the original emergency nature of the 
directives, which were issued with limited input and review. TSA told 
rail industry stakeholders when the directives were issued 15 months 
ago that the agency would consider using the federal rule-making 
process as a means of making the standards permanent. Doing so would 
require TSA to hold a notice-and-comment period, resulting in a public 
record that reflects stakeholders' input on the applicability and 
feasibility of implementing the directives, along with TSA's rationale 
for accepting or rejecting this input. While there is no guarantee that 
this process would produce more effective security directives, it would 
be more transparent and could help TSA in developing standards that are 
most appropriate for the industry and can be measured, monitored, and 
enforced. 

TSA Has Begun Testing Rail Security Technologies: 

In addition to issuing security directives, TSA also sought to enhance 
passenger rail security by conducting research on technologies related 
to screening passengers and checked baggage in the passenger rail 
environment. Beginning in May 2004, TSA conducted a Transit and Rail 
Inspection Pilot (TRIP) study, in partnership with DOT, Amtrak, the 
Connecticut Department of Transportation, the Maryland Transit 
Administration, and the Washington Metropolitan Area Transit Authority 
(WMATA). TRIP was a $1.5 million, three-phase effort to test the 
feasibility of using existing and emerging technologies to screen 
passengers, carry-on items, checked baggage, cargo, and parcels for 
explosives. Figure 5 summarizes TRIP's three-phased approach. 

Figure 5: Summary Information on TSA's Transit and Rail Inspection 
Pilot Program Phases: 

[See PDF for image] --graphic text: 

Text box: 

Phase I: Screen commuter rail passengers and carry-on baggage before 
trains are boarded using an explosive detection device similar in 
appearance to an airport metal detector and other explosive screening
technologies. 

Phase II: Screen passenger baggage including checked baggage, unclaimed 
baggage, and cargo on longhaul Amtrak trains prior to departure. 

Phase III: Screen passengers and their carry-on baggage on board a 
moving commuter rail train. All passengers are required to enter the 
train in the specially designed screening car, which was a commuter 
rail passenger car that been reconfigured to hold screening equipment 
and security personnel. 

Source: TSA. 

[End of figure] 

According to TSA, all three phases of the TRIP program were completed 
by July 2004. However, TSA has not yet issued a planned report 
analyzing whether the technologies could be used effectively to screen 
rail passengers and their baggage. According to TSA officials, a report 
on results and lessons learned from TRIP is under review by DHS. TSA 
officials told us that based upon preliminary analyses, the screening 
technologies and processes tested would be very difficult to implement 
on more heavily used passenger rail systems, such as mass transit 
systems in large urban areas, because these systems carry high volumes 
of passengers and have multiple points of entry. However, TSA officials 
stated to us that the screening processes used in TRIP may be useful on 
certain long-distance intercity train routes, which make fewer stops. 
Further, officials stated that screening could be used either randomly 
or for all passengers during certain high-risk events or in areas where 
a particular terrorist threat is known to exist. For example, screening 
technology similar to that used in TRIP was used by TSA to screen 
certain passengers and belongings in Boston and New York during the 
Democratic and Republican national conventions, respectively, in 2004. 

APTA officials and the 28 passenger rail operators we interviewed--all 
who are not directly involved in the pilot--agreed with TSA's 
preliminary assessment. They told us they believed that the TRIP 
screening procedures could not work in most passenger rail systems, 
given the number of passengers using these systems and the open nature 
(e.g., multiple entry points) of the systems. For example, as one 
operator noted, over 1,600 people pass through dozens of access points 
in New York's Penn Station per minute during a typical rush hour, 
making screening of all passengers very challenging, if not impossible. 
Passenger rail operators were also concerned that screening delays 
could result in passengers opting to use other modes of transportation. 
APTA officials and some rail operators we interviewed said that had 
they been consulted by TSA, they would have recommended alternative 
technologies to explore and indicated that they hoped to be consulted 
on security technology pilot programs in the future. FRA officials 
further stated that TSA could have benefited from earlier and more 
frequent collaboration with them during the TRIP pilot than occurred, 
and could have tapped their expertise to analyze TRIP results and 
develop the final report. TSA research and development officials told 
us that the agency has begun to consider and test security technologies 
other than those used in TRIP, which may be more applicable to the 
passenger rail environment. For example, TSA's and DHS's Science and 
Technology Directorate are currently evaluating infrared cameras and 
electronic metal detectors, among other things. 

DHS and DOT Are Taking Steps to Improve Coordination and Collaboration 
with Federal Agencies and Industry Stakeholders: 

In our prior transportation security work, we have called for improved 
coordination among all levels of government and the private sector, as 
a means of enhancing security across all transportation modes.[Footnote 
37] In September 2004, DHS and DOT signed a memorandum of understanding 
to develop procedures by which the two departments could improve their 
cooperation and coordination for promoting the safe, secure, and 
efficient movement of people and goods throughout the transportation 
system. The MOU defines broad areas of responsibility for each 
department. For example, it states that DHS, in consultation with DOT 
and affected stakeholders, will identify, prioritize, and coordinate 
the protection of critical infrastructure. The MOU was developed in 
response to a recommendation we made in June 2003 in which we noted 
that the roles and responsibilities of DOT and TSA for transportation 
security matters had not been clearly defined. We emphasized the need 
for greater coordination between DOT and TSA on transportation security 
efforts--noting that the lack of coordination can lead to duplication 
or conflicting efforts and gaps in preparedness. To improve 
coordination between DOT and DHS on transportation security matters, we 
recommended that DOT and DHS develop a mechanism, such as a memorandum, 
to clearly define roles and responsibilities for transportation 
security matters, in such areas as the development and implementation 
of security standards and regulations, determining funding priorities, 
and interfacing with the transportation industry. 

The MOU between DHS and DOT represents an overall framework for 
cooperation that is to be supplemented by additional signed agreements, 
or annexes, between the departments. These annexes are to delineate the 
specific security-related roles, responsibilities, resources, and 
commitments for mass transit, rail, research and development, and other 
matters. As of July 2005, separate annexes for mass transit security, 
rail security, and research and development were at various stages of 
development, according to DHS and DOT officials. DHS and DOT officials 
told us that an annex for mass transit security had been prepared and 
was undergoing final review by both departments. According to DHS and 
DOT officials, the annex is intended to ensure that the programs and 
protocols for incorporating stakeholder feedback and making 
enhancements to security measures are coordinated. 

According to officials, the mass transit annex will address how DHS's 
Office of State and Local Government Coordination and Preparedness, 
TSA, FTA, and DOT's Office of Intelligence, Security, and Emergency 
Management are to coordinate their programs and services, including 
grants, training, exercises, risk assessments, and technical 
assistance, in order to better assist transit agencies in prioritizing 
and addressing their security needs. For example, officials stated to 
us that the annex would likely address coordination on such programs as 
FTA's Transit Watch and Transit Safety and Security Roundtables 
programs, which are designed to raise transit employees' on-the-job 
awareness about security and provide a forum for stakeholders to share 
information on technology and best practices. In addition, according to 
officials, the annex will require DHS and DOT to consult on such 
matters as regulations and security directives that affect security and 
will identify points of contact for coordinating this consultation. 

In addition to the annexes currently under development, DHS and DOT 
must also complete an annex to define and clarify the respective roles 
and responsibilities of DHS and DOT relating to public transportation 
security within 45 days of the enactment of The Safe, Accountable, 
Flexible, and Efficient Transportation Equity Act of 2005, which 
President Bush signed on August 10, 2005. According to the law, this 
annex shall establish a process to develop security standards for 
public transportation agencies; create a method of direct coordination 
with public transportation agencies on security matters; address any 
other issues determined to be appropriate by the Secretary of 
Transportation and the Secretary of Homeland Security; and include a 
formal and permanent mechanism to ensure coordination and involvement 
by DOT, as appropriate, in public transportation security.[Footnote 38] 

In addition to their work on the MOU and related annexes, DHS and TSA 
have taken other steps in an attempt to improve collaboration with DOT 
and industry stakeholders. In April 2005, DHS officials stated that 
better collaboration with DOT and industry stakeholders was needed to 
develop strategic security plans associated with various homeland 
security presidential directives and statutory mandates, such as the 
Intelligence Reform and Terrorism Prevention Act of 2004, which 
required DHS to develop a national strategy for transportation security 
in conjunction with DOT. Responding to the need for better 
collaboration, DHS established a senior-level steering committee in 
conjunction with DOT to coordinate development of this national 
strategy. In addition, senior DHS and TSA officials stated that 
industry groups will also be involved in developing the national 
strategy for transportation security and other strategic plans. 
Moreover, according to TSA's assistant administrator for intermodal 
programs, TSA intends to work with APTA and other industry stakeholders 
in developing security standards for the passenger rail 
industry.[Footnote 39] 

U.S. and Foreign Rail Operators Have Taken Similar Actions to Secure 
Rail Systems, and Opportunities for Additional Domestic Security 
Actions May Exist: 

U.S. passenger rail operators have taken numerous actions to secure 
their rail systems since the terrorist attacks of September 11, in the 
United States, and the March 11, 2004, attacks in Madrid. These actions 
included both improvements to system operations and capital 
enhancements to a system's facilities, such as track, buildings, and 
train cars. All of the U.S. passenger rail operators we contacted have 
implemented some types of security measures--such as increased numbers 
and visibility of security personnel and customer awareness programs-- 
that were generally consistent with those we observed in select 
countries in Europe and Asia. We also identified three rail security 
practices--covert testing, random screening of passengers and their 
baggage, and centralized research and testing--utilized by foreign 
operators or their governments that are not currently utilized by 
domestic rail operators or the U.S. government.[Footnote 40] 

Actions Taken by U.S. and Foreign Passenger Rail Operators to 
Strengthen Security Reflect Security Assessments, Budgetary 
Constraints, and Other Factors: 

All 32 of the U.S. rail operators we interviewed or visited reported 
taking specific actions to improve the security and safety of their 
rail systems by, among other things, investing in new security 
equipment, utilizing more law enforcement personnel, and establishing 
public awareness campaigns. Passenger rail operators we spoke with 
cited the 1995 sarin gas attacks on the Tokyo subway system and the 
September 11 terrorist attacks as catalysts for their security actions. 
After the attacks, many passenger rail operators used FTA's security 
readiness assessments of heavy and passenger rail systems as a guide to 
determine how to prioritize their security efforts, as well as their 
own understanding of their system's vulnerabilities, to determine what 
actions to take to enhance security. Similarly, as previously 
mentioned, the rail systems that underwent ODP risk assessments are 
currently using or plan to use these assessments to guide their 
security actions. In addition, 20 of the 32 U.S. operators we contacted 
or visited had conducted some type of security assessment internally or 
through a contractor, separate from the federally funded assessments. 
For example, some assessments evaluated vulnerabilities of physical 
assets, such as tunnels and bridges, throughout the passenger rail 
system. Passenger rail operators stated that security-related spending 
by rail operators was also based, in part, on budgetary considerations, 
as well as other practices used by other rail operators that were 
identified through direct contact or during industry association 
meetings.[Footnote 41] Passenger rail operators frequently made capital 
investments to improve security, and these investments often are not 
part of federal funding packages for new construction unless they are 
part of new facilities being constructed. According to APTA, 54 percent 
of transit agencies are facing increasing deficits, and no operator 
covers expenses with fare revenue; thus, balancing operational and 
capital improvements with security-related investments has been an 
ongoing challenge for these operators. Several foreign rail operators 
we interviewed also stated that funding for security enhancements was 
limited in light of other funding priorities within the rail system, 
such as personnel costs and infrastructure and equipment maintenance. 

Foreign rail operators we visited also told us that risk assessments 
played an important role in guiding security-related spending for rail. 
For example, one foreign rail operator with a daily ridership of 2.3 
million passengers used a risk management methodology to assess risks, 
threats, and vulnerabilities to rail in order to guide security 
spending. The methodology is part of the rail operator's corporate 
focus on overall safety and security and is intended to help protect 
the operator's various rail systems against, among other things, 
terrorist attacks, as well as other forms of corporate loss, such as 
service disruption and loss of business viability. According to the 
operator, the methodology employs a "risk-informed" approach to support 
management's business decision process regarding security. Other than 
the results of risk assessments, issues such as laws and regulations, 
and business requirements, are also taken into consideration. The 
approach relies on a combination of risk, threat, and vulnerability 
assessment and management, and focuses on proactive prevention. 
Implementing the methodology involves all corporate departments and 
staff at three activity levels: 

* At the corporate level, the focus on security is articulated in a 
three-part corporate security policy that states, among other things, 
that managers are responsible for performing risk management activities 
in their functional areas and maintaining cost-effective security 
measures. 

* At the department level, department heads are responsible for 
promoting security awareness, setting rules and guidelines, and 
allocating security responsibilities (in the form of assigning "risk 
ownership"). 

* At the line level, managers are responsible for implementing the risk 
assessment component of the methodology, consistent with the security 
policy described earlier. This component, which involves an iterative 
process, consists of identifying threats and quantifying risks (risk is 
expressed as a function of likelihood and consequence); designing and 
implementing security protective measures; and measuring compliance 
with and the effectiveness of these measures, similar to our risk 
management approach. 

According to officials of the foreign rail operator, to measure 
performance, the operator conducts periodic surveys to measure the 
perceptions of riders and employees; rates the success of drills; and 
measures the incidence of crime (such as pick pocketing). The 
operator's security department also conducts audits to measure 
compliance and help ensure that security procedures are being followed. 
Separately, the rail operator's insurers review the security management 
of the rail system, including the methodology, every 4 years. 

U.S. and Foreign Rail Operators Employ Similar Security Practices: 

Both U. S. and foreign passenger rail operators we contacted have 
implemented similar operational and capital improvements[Footnote 42] 
to enhance the security of their systems.[Footnote 43] A summary of 
these efforts follows. 

Operational improvements: 

Customer awareness: Customer awareness programs we observed used 
signage and announcements to encourage riders to alert train staff if 
they observed suspicious packages, persons, or behavior. Of the 32 
domestic rail operators we interviewed, 30 had implemented a customer 
awareness program or made enhancements to an existing program. FTA has 
assisted rail operators in this area by creating the Transit Watch 
program, in cooperation with industry groups such as APTA. Transit 
Watch is a nationwide safety and security awareness program designed to 
encourage the active participation of transit passengers and employees 
in maintaining a safe transit environment. FTA distributed education 
and training materials to rail operators so these materials could be 
provided to customers and employees. Rail operators stated that they 
attempt to entitle their customer awareness programs so that customers 
can easily remember the goals of the program. New York City Transit's 
"If You See Something, Say Something" campaign and the WMATA program, 
"Is That Your Bag?" are examples of this. (See fig. 6 for an example of 
public awareness signage). Foreign rail operators we visited also 
attempt to enhance customer awareness. For example, 11 of the 13 
operators we interviewed had implemented a customer awareness program. 
Similar to programs of U.S. operators, these programs used signage, 
announcements, and brochures to inform passengers and employees about 
the need to remain vigilant and report any suspicious activities. Only 
one of the European passenger rail operators that we interviewed has 
not implemented a customer security awareness program, citing the fear 
or panic that it might cause among the public. 

Figure 6: Example of Passenger Rail Customer Awareness Poster: 

[See PDF for image] 

[End of figure] 

Increased number and visibility of security personnel: Of the 32 U.S. 
rail operators we interviewed, 23 had increased the number of security 
personnel they utilized since September 11, to provide security 
throughout their system or had taken steps to increase the visibility 
of their security personnel. In addition to adding security personnel, 
many operators stated that increasing the visibility of security was as 
important as increasing the number of personnel. For example, several 
U.S. and foreign rail operators we spoke with had instituted policies 
such as requiring their security staff, in brightly colored vests, to 
patrol trains or stations more frequently, so they are more visible to 
customers and potential terrorists or criminals. These policies make it 
easier for customers to contact security personnel in the event of an 
emergency, or if they have spotted a suspicious item or person. At 
foreign sites we visited, 10 of the 13 operators had increased the 
number of their security officers throughout their systems in recent 
years because of the perceived increase in risk of a terrorist attack. 
One rail operator, the Tokyo Metro system, in addition to increasing 
the number of security personnel, has also made them more visible. 
Tokyo Metro stations now include an elevated security platform for 
security personnel to stand on, which allows them to better see 
throughout the station and allows passengers to see the security staff 
more easily. 

Increased use of canine teams: Of the 32 U.S. passenger rail operators 
we contacted, 21 had begun to use canine units, which include both dogs 
and human handlers, to patrol their facilities or trains or had 
increased their existing utilization of such teams. Often, these units 
are used to detect the presence of explosives, or in some cases, drugs, 
and may be called in when a suspicious package is detected. One 
operator we spoke with uses its canines to patrol its system simply as 
a crime deterrent rather than to detect explosives or drugs. Some 
operators that did not maintain their own canine units stated that it 
was prohibitively expensive to do so and that they could call in local 
police canine units if necessary. In foreign countries we visited, 
passenger rail operators' use of canines varied. In some Asian 
countries, canines were not culturally accepted by the public and thus 
were not used for rail security purposes. In contrast, most European 
passenger rail operators, as in the United States, used canines for 
explosive detection or as deterrents. 

Employee training: All of the domestic and foreign rail operators we 
interviewed had provided some type of security training to their staff, 
either through in-house personnel or an external provider. In many 
cases, this training consisted of ways to identify suspicious items and 
persons and how to respond to events once they occur. For example, the 
London Underground and the British Transport Police developed the "HOT" 
method for its employees to identify suspicious items in the rail 
system. In the HOT method, employees are trained to look for packages 
or items that are Hidden, Obviously suspicious, and not Typical of the 
environment. Items that do not meet these criteria would likely receive 
a lower security response than an item meeting all of the criteria. 
However, if items meet all of these criteria, employees are to notify 
station managers, who would call in the authorities and potentially 
shut down the station or take other action. According to London 
Underground officials, the HOT method has significantly reduced the 
number of system disruptions caused when a suspicious item was 
identified. In addition, officials noted that the HOT method is easy 
for rail employees to remember and is successful, in part, because it 
provides rail employees with the discretion to make security-related 
decisions on their own. According to British Transport Police and 
London Underground officials, there have been no cases where unattended 
packages that employees determined did not meet the HOT criteria 
contained explosive devices. Several passenger rail operators in the 
United States and abroad have trained their employees in the HOT 
method. Several domestic operators had also trained their employees in 
how to respond to terrorist attacks and provided them with wallet-size 
cards highlighting actions they should take in response to various 
forms of attack. (See fig. 7 for examples of cards that are distributed 
by the San Francisco Bay Area Rapid Transit [BART] to their employees 
to help them prevent or respond to terrorist attacks.) It is important 
to note that training such as the HOT method is not designed to prevent 
acts of terrorism like the July 2005 London attacks, where suicide 
bombers killed themselves rather than leaving bombs behind. 

Figure 7: Wallet-size Cards Distributed to BART Employees Containing 
Anti-terrorism Information: 

[See PDF for image] 

[End of figure] 

Officials from the London Underground also provided insights into the 
importance of how training is provided to staff, in addition to the 
type of training provided. In training rail station staff, London 
Underground officials stressed the importance of direct supervisors or 
managers providing security briefings to each employee or small groups 
of employees. In doing so, officials stated that they believed it helps 
make staff more aware of their responsibilities in certain situations, 
enables supervisors to hold employees accountable for what they learned 
in training, and allows employees to ask questions related to their 
specific job duties. 

Passenger and baggage screening practices: Some domestic and foreign 
rail operators have trained employees to recognize suspicious behavior 
as a means of screening passengers. Eight U.S. passenger rail operators 
we contacted were utilizing some form of behavioral screening. For 
example, the Massachusetts Bay Transportation Authority (MBTA), which 
operates Boston's T system, has utilized a behavioral screening system 
to identify passengers exhibiting suspicious behavior. The 
Massachusetts State Police train all MBTA personnel to be on the 
lookout for behavior that may indicate someone has criminal intent, and 
to approach and search such persons and their baggage when appropriate. 
Massachusetts State Police officers have been training rail operators 
on this behavior profiling system, and WMATA and New Jersey Transit 
were among the first additional operators to implement the system. 
According to MBTA personnel, several other operators have expressed 
interest in this system. Abroad, we found that 4 of 13 operators we 
interviewed had implemented forms of behavioral screening similar to 
MBTA's system. (Rail operators' use of random screening of passengers 
is discussed later in the report.) 

All of the domestic and foreign rail operators we contacted have ruled 
out an airport-style screening system for daily use in heavy traffic, 
where each passenger and the passenger's baggage are screened by a 
magnetometer or X-ray machine, based on cost, staffing, and customer 
convenience factors, among others. For example, although the Spanish 
National Railway screens passenger baggage using an X-ray machine on 
certain long-distance trains that it believes could be at risk, all of 
the operators we contacted stated that the cost, staffing requirements, 
delay of service, and inconvenience to passengers would make such a 
system unworkable in highly trafficked, inherently open systems like 
U.S. and foreign passenger rail operations. In addition, one Asian rail 
official stated that his organization was developing a contingency plan 
for implementing an airport-style screening system, but that such a 
system would be used only in the event of intelligence information 
indicating suicide bomb attacks were imminent, or if several attacks 
had already occurred during a short period of time. According to this 
official, the plan was in the initial stages of development, and the 
organization did not know how quickly such a system could be 
implemented. 

Capital improvements: 

Upgrading technology: Many rail operators we interviewed had embarked 
on programs designed to upgrade their existing security technology. For 
example, we found that 29 of the 32 U.S. operators had implemented a 
form of CCTV to monitor their stations, yards, or trains. While these 
cameras cannot be monitored closely at all times, because of the large 
number of staff they said this would require, many rail operators felt 
the cameras acted as a deterrent, assisted security personnel in 
determining how to respond to incidents that have already occurred, and 
could be monitored if an operator has received information that an 
incident may occur at a certain time or place in their system. One rail 
operator, New Jersey Transit, had installed "smart" cameras, which were 
programmed to alert security personnel when suspicious activity 
occurred, such as if a passenger left a bag in a certain location or if 
a boat were to dock under a bridge. According to the New Jersey Transit 
officials, this technology was relatively inexpensive and not difficult 
to implement. Several other operators stated they were interested in 
exploring this technology. 

Abroad, all 13 of the foreign rail operators we visited had CCTV 
systems in place. For example, the London Underground uses an extensive 
system of CCTV cameras to monitor all of its passenger rail system 
stations and respond to both criminal and emergency incidents. In 
addition, one Asian system we visited had over 1,000 cameras recording 
activity in some of its busier stations. However, as in the United 
States, foreign rail operators use these cameras primarily as a crime 
deterrent and to respond to incidents after they occur, because they do 
not have enough staff to continuously monitor all of these cameras. The 
Madrid Metro is currently testing the use of personal digital 
assistants (PDA), which would have the ability to operate all security 
functions in passenger rail stations. These PDAs would enab