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K9 Units in Public Transportation: A Guide for Decision Makers (2002)

Chapter: Section 5 - Implementing the Program

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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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Suggested Citation:"Section 5 - Implementing the Program." National Academies of Sciences, Engineering, and Medicine. 2002. K9 Units in Public Transportation: A Guide for Decision Makers. Washington, DC: The National Academies Press. doi: 10.17226/24721.
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47 SECTION 5: IMPLEMENTING THE PROGRAM Once the proposal has been approved, the transportation system must begin the work of implementing the program. This includes: ❐ performing final selection, training, and certification of the K9 team(s); ❐ developing policy and performance standards for the program; and ❐ developing a strategy for integrating the K9 unit into transportation operations. K9 TEAM SELECTION, TRAINING, AND CERTIFICATION The proposal approved by transportation leadership should contain the results of research conducted by the system to identify the functions to be performed by the K9 unit, the preferred breed and source for the service K9(s), and the selection and evaluation process for the K9 teams. Assuming a reliable source of funding supports the program, the initial stages of K9 selection typically involve administrative functions. The transportation official (K9 program supervisor or coordinator) charged with developing the program must manage the procurement of the K9s, the selection of the handlers, and a range of tasks as varied as: ❐ reviewing liability insurance provisions; ❐ mounting a public relations campaign; ❐ developing a record-keeping system for the K9 program; ❐ investigating track and traffic safety rules and procedures for K9 teams; and ❐ resolving legal issues associated with the program. Other key activities include K9 familiarization training for both transportation executive leadership and transportation police officers. Several interviewed transportation systems emphasized the importance of familiarization training, especially because transportation executives generally have less working knowledge of deployment techniques for K9 units than municipal law enforcement supervisors. Interviewed transportation systems indicated that budgeting for K9 programs can be difficult, especially if outside grants or community funding drives provide some portion of the unit’s allocated funding. Several interviewed transportation systems reported that although they initially considered looking outside the department budget for additional funding, the level of effort required to support fund raising or grant submissions was too high for a small system. One challenge mentioned by several systems is the lack of training available from vendors and other sources for the K9 program coordinator function. Often, once a system decides to set up a K9 unit, the coordinator is thrown into a situation of developing policies, standards, and operational guidance without the time to master the subject and without external support. For coordinators who already view the unit as an added burden, this situation may create a negative internal dynamic that could limit the

48 opportunities offered by the program. If a system is starting up a program with more than five K9 teams, or expanding an existing program to include more than five teams, a full-time supervisor should be assigned to the unit. For most interviewed systems, experienced local law enforcement provided invaluable assistance during the early days of their programs, offering advice, sample policies and procedures, legal updates, and contract language and vehicles. Members of local law enforcement agencies attended interviews, met with transportation legal representatives, and performed both formal and informal evaluations of K9s and handlers, offering their recommendations to K9 program coordinators. The TSA program also receives high marks from NFTA and MARTA for the way in which it coordinates with local law enforcement and provides many essential tools for managing the early stages of start-up. THE ROLE OF VENDORS As reported in Section 3, all current transportation police K9 units obtained their K9s either from TSA/Lackland or through breeders or vendors. Further, whereas a few systems have in-house trainers, the majority of transportation systems use vendor services to support at least some component of their programs. Vendors may perform K9 selection and pre-training, K9 team basic training, evaluation and certification, and in-service training. Vendors may also support the preparation of internal policies and procedures for the unit and may help the transportation system locate additional sources or funding for the program. Vendors may also locate available resources to support training, particularly for explosives and narcotics detection. Two decades ago, vendors were not integrated into law enforcement, and many questions emerged regarding the quality of their services. Today, retired law enforcement officers (ex-K9 handlers, trainers, and master trainers) own 9 of the top 10 major suppliers of service dogs and 25 of the top 40 K9 training academies. Vendors have now become the main source of dogs and training, not only for transportation police and security departments, but also for municipal policing in general. It can be challenging to find a good vendor. Transportation systems reported that the recommendations of local law enforcement K9 units and other transportation systems were important in their ultimate selection of vendors. Interviewed systems reported generally favorable experience with vendors, although most have to work to educate vendors on the needs of the transportation environment and may have to develop components of selection testing and training programs dealing with that environment themselves. K9 SELECTION K9s deployed in the transportation environment have special requirements for temperament and obedience. Although the selection program described in the

49 transportation system’s approved proposal should address many basic quality issues, interviewed systems offered some helpful recommendations regarding K9s. ❐ Dogs must be adequately socialized and must be controllable (at all times) around the public. Natural tendencies when surprised or touched must be non- aggressive. ❐ Dogs must react calmly to new situations and environments including crowds, loud noises, high-pitched noises, many degrees of light, and varying temperatures. ❐ Dogs must be able to perform effectively on surfaces that traditionally challenge them (elevators, moving trains, stairwells, metal catwalks, grates, and linoleum are part of the transportation environment). ❐ Several systems recommended the use of female dogs, especially for patrol, because females are not territorial and do not establish alpha status. Their slightly smaller size can also be of benefit on transportation platforms. ❐ Consider apprehension and aggression training very carefully; assess how necessary it is for the transportation organization. The potential negative publicity from an act of aggression, or even a perceived act of aggression, on the part of a public transportation K9 could be very damaging for the program. If the system decides in favor of apprehension training, place the highest controls possible on dog selection and screening. Make sure vendors and others involved in the K9 selection process understand the public nature of the patrol function in the transportation environment. ❐ Handler and dog matching is very important. Avoid pairing opposite personality or physical types. ❐ If the K9 does not appear to be working out in the transportation environment, do not be reluctant to return it or enter into negotiations with the vendor for another service dog right away. A sample selection test for candidate service dogs working in the transportation environment is presented in Appendix F. This test is based on standards developed by the U.S. Military Working Dog Program and the Royal Canadian Mounted Police Canine Program. HANDLER SELECTION Handler selection is perhaps the most challenging task performed during the start-up period. The handler position is often a prestige assignment in the transportation environment. There may be many applicants with varied records to evaluate. Handlers

50 are generally selected based on an extensive review process, which includes a performance evaluation, a fitness test, a driving test, an oral board, and a house visit. Typically, handlers must have at least 3 years of law enforcement experience with the system and must be willing to commit at least 3 years to the K9 program. They must have the appropriate facilities to house and maintain the K9 when off duty. They must be available to answer off-hours calls, to make demonstrations and speak in public, and to testify in court. They must also have a willingness to maintain proficiency with the K9 and undergo performance evaluations and annual certification testing. Handlers in the transportation environment must also recognize the tremendous commitment they will be making to training with their assigned K9. During 8 to 10 years of service, a K9 team can easily log over 2,000 training hours. In practically every case, interviewed transportation systems recommended that the K9 program coordinator personally interview every handler candidate and his/her family, including spouses and children. Since the K9 will spend more of its time in the handler’s home than anywhere else, an assessment of this environment is critical. These systems also recommended that handlers either be homeowners (preferred) or have a written, legal agreement in place with their landlord regarding the K9. A handler’s temperament is also important. Even though the candidate may have an excellent patrol record, training with a K9 will be a new endeavor and will require the ability to take criticism and learn from it. Several interviewed systems recommended that the handler selection process include both a formally evaluated interview with the K9 and an essay or oral presentation prepared by the candidate describing why he/she prefers the assignment. These tools can help to screen for the handler’s commitment to this type of law enforcement and the understanding of what is required for success. The K9 coordinator must work with the Chief of Police, Security Director, or other transportation executives to make the final selection. By that time, the pre-training program for the K9(s) should be complete, and the basic training program for the K9 teams can be initiated. BASIC TRAINING, IN-SERVICE TRAINING, EVALUATION, AND CERTIFICATION The proper and effective use of K9 teams in the transportation environment is grounded in a basic training program that encompasses the knowledge and skills necessary to utilize the police dog in the field. In-service training is then needed to ensure that required basic skills are maintained. Performance evaluations and certifications support ongoing demonstration of the skills of the dog and handler. Basic Training In the transportation environment, basic training generally extends to both the handler and K9 team. Basic training is often described as a 2- to 4-month investment in the creation of an effective partnership between the K9 and its handler. A portion of basic

51 training for the transportation K9 handler (whether patrol or specialty) takes place in the classroom and generally includes the following topics: ❐ the role and use of the police patrol dog; ❐ techniques and field procedures; ❐ policy, procedures, and legal issues; ❐ report writing; ❐ record keeping; and ❐ the care and handling of the police patrol dog. Basic training for the K9 team that will perform patrol (whether single or dual purpose) typically occurs in the field (for the majority of hours) and covers a range of topics. ❐ Obedience and Control. Obedience is the basis of all K9 training. In service dog training, if the handler does not have obedience, then he/she does not have control. Lack of control is dangerous for the public, the handler, and the dog and is not acceptable. The transportation system has a legal obligation to ensure the obedience of its K9s to maintain handler control. ❐ Agility. To promote coordination and strength, the K9 will be trained to navigate obstacles, such as 3-foot hurdles, the A-frame, and the 6-foot broad jump. The K9 may also learn to climb a ladder that is 6 feet long and crawl under an 18-inch by 8-foot obstacle. ❐ Tracking. The K9 is usually trained to track a suspect for a minimum of 600 to 800 paces and for at least 30 minutes. K9s are typically taught this skill in vegetation, dirt, and on hard surfaces. ❐ Retrieving. This skill is usually taught and measured through the performance of a specific test. For example, the K9 will begin the test by sitting beside the handler in front of a 3-foot hurdle. Then, the handler will throw an article over the hurdle, and the dog will be given the command to fetch. A trained dog will jump the hurdle, retrieve the article, return over the hurdle, and deliver the article to the handler. ❐ Article Search. Searching is a critical skill for a transportation K9. Article searches support police evidence collection, as well as the search and retrieval of lost persons. At the completion of the article search training, the K9 should be able to identify two articles placed inside a 30-foot square covered with vegetation. ❐ Building Search. To support the non-violent apprehension of suspects fleeing from the scene of a crime, the K9 is usually trained to search a building off-leash, locate a suspect, and indicate where an article is hidden or exposed on that suspect by barking.

52 ❐ Area Search. The K9 will also be trained to search an open area off-leash, locate a suspect, and indicate where an article is hidden or exposed on that suspect by barking. Basic training for K9 specialty teams generally covers both obedience and agility, as mentioned above. However, specialty teams will also learn how to do scent work during basic training. Scent work can include one of the two following options: ❐ explosive detection service dog team work; or ❐ narcotics detection service dog team work. Scent work comprises a series of progressively more challenging exercises to train the K9 team to search for and find hidden quantities of explosives or narcotics in transportation vehicles, luggage, buildings, and other vehicles, as well as buried in open fields, and on aircraft. This training also teaches the handler to prepare training aids and hides for training scenarios, following all required safety and legal regulations on controlled substances. Finally, this training usually emphasizes first aid for dogs adversely affected by the ingestion of explosives or narcotics. Specialty K9s are never trained in both explosives and narcotics detection. K9 trainers refer to this combination as dangerous training, meaning that it dulls the capabilities of the K9 to perform effectively at either specialty. Table 18 details a representative basic training program (and training objectives) for a dual purpose K9 team in the transportation environment. This sample is based on several submissions from vendors and public transportation systems.

53 TABLE 18: SAMPLE BASIC TRAINING PROGRAM INTRODUCTION, K9 PSYCHOLOGY, WRITTEN EXAM, PROFICIENCY EXAMS, COURSE REVIEW – 40 CLASS HOURS ❐ investigate what is necessary to be a complete K9 team; ❐ investigate the basic mentality of a K9 in relation to police work; and ❐ investigate safety aspects to be followed both during and after the course. K9 CARE – 2 CLASS HOURS ❐ demonstrate how to administer first aid to a K9; ❐ demonstrate how to properly care for and groom the K9; and ❐ demonstrate the use of K9 equipment. K9 LEGAL ASPECTS – 12 CLASS HOURS ❐ write a complete, factual report on K9 use; ❐ be able to testify in court relative to K9 use and background; ❐ keep a complete training and activity log (patrol and narcotics); ❐ explain how a K9 is considered reliable; and ❐ explain relevant case law on K9 searches and public safety. CROWD CONTROL – 1 CLASS HOUR, 6 FIELD HOURS ❐ demonstrate when to use K9s for crowd control and if approval is required; ❐ demonstrate the proper method of utilizing K9 teams to control aggressive crowds; and ❐ demonstrate the procedures to follow during non-aggressive situations. OBEDIENCE – 1 CLASS HOUR, 25 FIELD HOURS ❐ explain why obedience is the basis for all other training; ❐ be able to demonstrate, both verbally and by hand signal, the commands of Heel, Sit, Down, Stay, Come, and Stand; ❐ be able to perform obedience exercises at various distances; ❐ be able to work in group and individual obedience exercises; ❐ demonstrate proper correction procedures; and ❐ demonstrate that after obedience exercises the K9 must receive praise. TRACKING – 2 CLASS HOURS, 37 FIELD HOURS ❐ be competent to track on gravel, asphalt, concrete, dirt, and grass, and through woods; ❐ describe how the K9 tracks a human subject; ❐ demonstrate how to keep the K9 interested in the task of tracking; ❐ demonstrate how to redirect the K9 if the scent or K9 interest is lost; ❐ demonstrate how to recognize that the K9 is indicating on an article on the track (down position) and the K9 body language that indicates the subject has been located; and ❐ demonstrate how and when to use the various length leads for a track, depending on the type of area.

54 TABLE 18: SAMPLE BASIC TRAINING PROGRAM OBSTACLES – 21 FIELD HOURS ❐ demonstrate how to assist the K9 to safely negotiate obstacles; and ❐ demonstrate how to teach the K9 to carefully self-negotiate all obstacles. ARTICLE SEARCH – 1 CLASS HOUR, 16 FIELD HOURS ❐ demonstrate how geography and weather affect the searching of an area; ❐ demonstrate how to use any present wind to the team's best advantage; ❐ show K9 indications that the article has been scented or found; ❐ demonstrate how to systematically dissect a large search area to ensure complete coverage; and ❐ demonstrate passive alert capabilities. AREA OR FIELD SEARCH – 1 CLASS HOUR, 24 FIELD HOURS OBJECTIVES ❐ demonstrate how geography and weather affect the searching of an area; ❐ demonstrate how to use any present wind to the team's best advantage; ❐ demonstrate how to direct assisting officers to contain the area to be searched and how backup officers may be deployed; ❐ demonstrate how to systematically dissect a large area to ensure complete coverage; ❐ encourage the K9 to indicate finding of a suspect by barking; and ❐ demonstrate what safety factors to follow, depending on the area or situation. BUILDING SEARCH – 10 CLASS HOURS, 26 FIELD HOURS ❐ demonstrate the legal and safety aspects of searching a building; ❐ demonstrate how weather, temperature, air currents, and building configuration affect a building search; ❐ demonstrate how to tactically practice officer safety during a search; ❐ demonstrate how the K9 indicates the presence of a human subject and the different alerts the K9 may give; and ❐ demonstrate the systematic approach to searching a building. NARCOTICS – 5 CLASS HOURS, 42 FIELD HOURS ❐ demonstrate how to properly and systematically search both indoors and outdoors of any area or vehicle for narcotic odor; ❐ demonstrate how the effects of air currents and their configuration affect the search; ❐ demonstrate the K9 indications when searching for narcotics; and ❐ demonstrate the difference between false and real indications.

55 In-Service Training The objective of in-service training is to work on increased proficiency, improved tactics, new environments, certifications, competitions, or other areas. In-service training for K9 patrol teams and K9 specialty teams in the transportation environment is generally conducted by K9 trainers or specialists utilized to conduct training in their areas of expertise. Training by specialists or other instructors is often at the discretion of the K9 program coordinator. Each handler is generally responsible not only for participating in this training but also for documenting its occurrence. The amount and type of in-service training varies dramatically among transportation systems. Some require handlers to train their dogs a minimum of 1 hour each day, 1 day a week, or a total of 20 hours a month. Other systems may require 1 day each month or may leave the determination to the discretion of the trainer. Some transportation systems require or encourage a minimum number of hours per year of outside specialized training, which often includes conferences, seminars, competitions, and certifications. Many systems value this activity to keep K9 units informed of current trends, practices, and training techniques. Transportation systems with an in-house K9 trainer and training facilities are more capable of providing consistent training schedules than smaller departments, or those with only one or two K9 teams, whose handlers, under a supervisor, are often responsible for maintaining training and certification to ensure that the K9 team can meet department service standards. In this case, outside specialists may provide monthly, bi-monthly, or quarterly in-service training sessions. For explosives detection and narcotics handlers, in-service training generally involves classroom instruction, which provides a review and update of applicable statutes, case law, and court rules relevant to K9 operations. This instruction also typically provides updates on search techniques for explosives or drugs, new and emerging trends in the placement or concealment of explosives and drugs, and advice regarding the management of hazards in detection work. Finally, in-service instruction may include the latest findings from veterinarians regarding the basic care and grooming of the service dog as well as recommendations from studies and experienced handlers regarding training programs. Typical in-service fieldwork programs consist of a series of exercises and scenarios that develop the skills of the K9 team in a variety of environments under a range of conditions. In-service training may also extend to familiarization training with local businesses and facilities that may require response from the K9 unit. Table 19 summarizes the in-service training practices of the interviewed systems.

56 TABLE 19: TRAINING PROGRAMS FOR K9 UNITS TRAINING PROGRAMS PUBLIC TRANSPORTATION SYSTEMS WITH K9 UNITS A M TR A K B A R T C TA H ou st on M ET R O M A R TA M B TA N FT A SE PT A W M A TA In-house trainer X X X X Contracted trainer X X X In-house training facility X X Shared training facility with local law enforcement X X TR A IN IN G R ES O U R C ES FAA training facility X X In-house X X X X X Contracted X X X X Combination X B A SI C TR A IN IN G FAA X Weekly (in-house or local law enforcement) X X X X X X Weekly (contractor) X X Monthly (in-house or local law enforcement) Monthly (contractor) X IN -S ER VI C E TR A IN IN G Performance evaluations as part of in-service training X X X In-house standards X X Outside certification agency X X X X X Contractor X C ER TI FI C A TI O N S Other X X Figure 5 depicts a sample policy for in-service training, provided by an interviewed transportation system.

57 CANINE TRAINING POLICY ❐ Initial training and in-service training will be set up and conducted by the handler and/or a departmentally approved and accredited K9 trainer. ❐ The handler will conduct weekly in-service training 1 day a week, in 2- to 4- hour blocks, or for 1 hour each day. The handler will complete a training report on all training activity. ❐ If any problems develop during any phase of the training process, the K9 sergeant will be notified as soon as possible to alleviate the problem. ❐ During periods of extreme heat, in-service training will be conducted during early morning hours (6:00 AM - 10:00 AM). The only exception is if the training is going to occur in an air-conditioned facility. ❐ Training schedules for the K9 unit will be modified depending on workloads and calls for services. ❐ The person(s) who own or who are in legal control of property where the K9 training may be conducted must first approve the use of any building, dwelling, vehicle, field, or other structure. ❐ The K9 officer shall continually train and work with the dog to ensure the highest level of proficiency. FIGURE 5: SAMPLE IN-SERVICE TRAINING POLICY In-service fieldwork for explosives and narcotics detection K9 teams generally emphasizes the creation and execution of search scenarios involving hidden items composed of different types and quantities of explosives or narcotics planted in different locations at the training facility. Basic obedience and agility training also supplement detection exercises. In-service training generally provides an opportunity for the K9 team to practice building and vehicle search techniques and to work on specific functions that may challenge the team. This type of training allows the trainer to assess team capabilities on a variety of surfaces (shiny floors, as well as grated and metal flooring that are known to distract K9s) and under a range of temperature and weather conditions. Performance Evaluations and Certifications Semi-annual, annual, or biennial K9 team evaluations conducted by the trainer, a specialist, or certification board generally provide the transportation system with basic legal assurances regarding the capabilities of its K9 teams. Evaluations conducted by transportation systems to ensure performance typically take place under conditions similar to those that exist during actual assignments. For those situations in which certifications are used in lieu of in-service evaluations, or as a

58 valuable supplement, these tests may be scheduled and coordinated with an appropriate certification board. Certifying organizations, including the United States Police Canine Association (USPCA), the North American Police Work Dog Association (NAPWDA), the National Narcotic Detector Dog Association (NNDDA), and the National Police Canine Association (NPCA), all provide certifications used by transportation systems with existing K9 programs. Basic Training and Qualification Records To document training and K9 program activity, the K9 handler (or unit) generally maintains the following types of records for each K9 team: ❐ the name and rank or title of the police officer handler; ❐ the name and address of the employing transportation law enforcement agency; ❐ the name and a description of the police dog; ❐ the name and employing system of the K9 trainer or supervising K9 trainer; ❐ the date, type, and location of all training and qualification activities; ❐ description of all training objectives covered or qualification exercises conducted; ❐ evaluations, based on system performance objectives for the K9 team (handler and dog), which indicate whether training was satisfactorily completed; ❐ summaries of any problems observed, any corrective measures taken, and the outcome of those measures; ❐ course schedules and detailed lesson plans; ❐ copies of relevant certificates and standards; ❐ copies of in-service training records, including trials; ❐ validity tests for narcotics detection; ❐ deployments and apprehensions; ❐ bites, including accidental bites; ❐ corrective actions; ❐ supervisory inspection of training and deployment; ❐ awards and certifications; and ❐ public relations appearances. These records can be maintained in a manual filing system or by using an automated system. GENERAL OR OPERATIONAL ORDERS AND PERFORMANCE STANDARDS General or operational orders define how the K9 program will be managed. In some instances, these orders also include the specific procedures used to guide the day-to- day functioning of the unit. These orders provide the basis of the system’s K9 training program, clarify supervisory roles and responsibilities, and may be closely examined in the event of a court proceeding involving the K9 unit. Many samples are available for consideration by a transportation system developing a K9 program.

59 Appendix G contains a Sample General Order prepared for this Guide. It combines key features of several orders submitted to the research team by the interviewed transportation systems and vendors. As with all materials in this Guide, the Sample General Order is intended only to stimulate transportation system evaluation of key issues to be addressed. It is not intended to be prescriptive or to mandate any specific practice. INTEGRATION OF K9 UNIT INTO OPERATIONS Once the K9 team has been trained and certified for service, however, the true test of the program begins. Scheduling and deploying the K9 unit can be one of the most challenging elements of the program for the transportation system. Over the last decade, for all the success of K9 teams in general service law enforcement, poor utilization of canine resources has resulted in a decrease of efficiency for certain teams and the disbanding of units. To avoid this situation, interviewed systems recommended that, whenever possible, hard and fast procedures should be set on the utilization of the K9 unit. Its members should be assigned to specifically defined missions and should operate following carefully formulated procedures that maximize the unit’s ability to respond to those situations for which it has been trained. In addition, the deployment schedule must address the need for in-service training. If the full potential of a K9 program is to be realized, the units must have the opportunity for consistent and ongoing training. In addition, for those systems with no in-house training resources, longer periods should also be scheduled for training sessions at a training facility to practice specific techniques and to conduct evaluations and corrections. This is critically important for a handler who does not have a trainer assigned to the unit and must assume responsibility for maintaining system performance standards. Above all, accurate records of the K9 unit’s accomplishments should be maintained and publicized throughout the system. K9 familiarization training, internal demonstrations, and ride-alongs should be annual events for transportation executives, patrol sergeants, watch commanders, and supervisors. DISPATCHING K9 UNITS K9 teams are generally assigned through the Uniformed Patrol Division (or equivalent) of the transportation law enforcement department. While these units may coordinate closely with local law enforcement bomb squads, SWAT teams, and investigative divisions, they are primarily a general service function provided by the transportation system. As such, K9 teams have scheduled tours, scheduled and unscheduled assignments, and respond to calls for service.

60 As a special resource in the transportation environment, K9 units generally do not have assigned random patrols, but are directed based on crime patterns and other public safety concerns. When responding to incidents, K9 units in the transportation environment are rarely dispatched as a primary unit. Generally, K9 teams are sent as an assisting unit, with the ability to return to service and respond elsewhere quickly. A priority is often placed on dispatching K9 units to assist on crimes in progress or ones that have just occurred, as well as calls to assist the officer. If feasible, K9 units also respond on other calls for service (alarms, assaults, public disturbances) that could eventually require their services. Through mutual aid agreements, most transportation K9 units are available to respond to calls for service in the surrounding city, county, or region. MARTA and NFTA coordinate closely with the airports in their service areas. While on patrol in the transportation environment, most K9 teams work a 2-hour or 4- hour revolving shift. The K9 is usually on leash (though not always) but is always under the full control of the handler. The K9 team will patrol parking lots, stations, bus transfers and pedestrian malls, and will board and ride transportation vehicles. K9 patrol is conducted for maximum visibility, but safety is always a concern. Crowds can be distracting to the K9. Sudden moves are plentiful; children are boisterous, and passengers are carrying a variety of packages, bags, and other items (such as umbrellas) that may be perceived as threatening by the dog. Therefore, emphasis is placed on meet-and-greet tactics, in which the K9 unit greets an arriving train or patrols the perimeter of the station. Under optimal conditions in the transportation environment, a K9 unit works five shifts of 7 hours per week, with 1 day per week reserved for training, and 1 hour per workday reserved for care of the assigned K9. Teams may also work four shifts of 9 hours per week, with similar allocations for training and K9 care. Not counting required medical and certification time for the K9 team, conferences and demonstrations, and vacation and sick time for the handler, an average K9 team provides 6 to 8 hours in the field, 4 days a week. Therefore, although different scheduling arrangements can increase K9 availability by an hour or two each day, most transportation systems that deploy K9 units do so judiciously. The average transportation system with K9 capability deploys a total of three to six K9 teams, split evenly over a minimum of two (and sometimes three) shifts, to provide 6- or 7-day-a-week coverage. In practical terms, this means that one K9 team is available most of the time at these systems. However, in the transportation environment, K9 teams supported by the system generally remain on call to respond to major events. Sample deployment considerations are shown in Table 20, and a sample schedule is provided in Table 21.

61 TABLE 20: K9 AVAILABILITY 8- Hr Shift 10-Hr Shift 11-Hr Shift 12-Hr Shift Days Per Week 5 days 4 days 4 days 4 days on 3 days off Daily Training 1-2 hrs 2 hrs 2 hrs 2 hrs Daily Grooming ½ hr ½ hr ½ hr ½ hr Sign-in or Transport ½ hr ½ hr ½ hr ½ hr Duty Cycle PATROL: 2 hrs then break DETECTION: 30 to 60 mins then break PATROL: 2 hrs then break DETECTION: 30 to 60 mins then break PATROL: 2 hrs then break DETECTION: 30 to 60 mins then break PATROL: 2 hrs then break DETECTION: 30 to 60 mins then break Daily Hours in Service 5-6 hrs 7-8 hrs 8 hrs 8-9 hrs Weekly Hours in Service 28 hrs 30 hrs 32 hrs 34 hrs 26 hrs 24/7 On-call for Emergencies? Yes/No Yes/No Yes/No Yes/No TYPICAL WORKDAY A typical workday for a dual purpose K9 team in the transportation environment is varied. For example, a patrol and narcotics detection team may perform some combination of the following activities during a standard shift:: commuting to and from assigned patrol locations; 2-hour patrol shifts followed by 20-minute breaks (or alternately, 1-hour sniffing shifts followed by 20 minutes of rest); response to a call for service requiring officer assistance with issuing a warrant; a high-risk arrest or narcotics detection; and conducting a demonstration at a school. TABLE 21: SAMPLE SHIFT CONFIGURATION Shift Monday Tuesday Wednesday Thursday Friday Saturday Sunday Shift No. 1 7:30a-5:30p Team #1 Team #1 Team #1 Team #1 9:30a-7:30p Team #2 Team #2 Team #2 Team #2 Shift No. 2 7:30p-5:30a Team #3 Team #3 Team #3 Team #3 9:30p-7:30a Team #4 Team # 4 Team #4 Team #4 Table 22 summarizes the activities that may be performed by this hypothetical team in the transportation environment over the course of a year.

62 TABLE 22: ACTIVITY OF DUAL PURPOSE K9 TEAM Activity Number per Year Public Relations and Other Demonstrations 10-20 Patrol Tours or Routes (two-hour shifts) 500-700 Narcotics Searches 25-50 Article Search 25 Building Search 100 Suspect Tracking 50 Victim or Lost Person Tracking 1 Police Officer Assist Calls 50 Local Agency Assist Calls 25 Arrests Made or Supported 12-50 Trials and Competitions 2

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TRB's Transit Cooperative Research Program (TCRP) Report 86: Public Transportation Security, Volume 2: K9 Units in Public Transportation: A Guide for Decision Makers offers information on current K9 deployment practices, K9 program establishment issues, and explosives detection.

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