Meeting_Body
OPERATIONS, SAFETY, AND CUSTOMER EXPERIENCE COMMITTEE
SEPTEMBER 17, 2026
Subject
SUBJECT: MONTHLY UPDATE ON PUBLIC SAFETY
Action
ACTION: RECEIVE AND FILE
Heading
RECOMMENDATION
Title
RECEIVE AND FILE the Public Safety Report.
Issue
ISSUE
Metro is committed to providing outstanding trip experiences for all transportation system users. The agency implemented a multifaceted plan to improve safety outcomes and safety perceptions for riders and employees. The following summarizes current initiatives to accomplish this objective and recent public safety trends. This report summarizes June and July 2026 activities unless otherwise noted.
Background
BACKGROUND
The Department of Public Safety (DPS) focuses on a human-centered approach, compassion, and a culture of care, recognizing diversity and respecting the wide range of people and communities it serves. DPS seeks a reparative public safety model to address the root causes of crime and disorder that can occur within the system, minimize harm, and promote inclusion. By sharing public safety-related statistics, DPS builds trust in the public safety model, fosters transparency, improves public perception of safety in the system, and encourages community engagement. The Metro Safety Hub <https://www.metro.net/safety-support/by-the-numbers/> and data dashboard, which provide additional data, are accessible online. This hub demonstrates the department’s commitment to openness, accountability, and the safety and well-being of employees and the transit community.
Discussion
DISCUSSION
THE SAFETY ENVIRONMENT IN JUNE & JULY
Metro successfully provided public transportation during the 2026 FIFA World Cup, with no major incidents reported during this global event. In June, total reported violent crimes were 167, and property crimes totaled 73, equating to approximately 6.36 and 2.78 crimes per million boardings, respectively. Compared to May, violent crimes per million boardings were virtually identical despite the substantial increases in ridership from the summer and World Cup activities, increasing by only 0.3%, while property crimes per million boardings decreased by 18.5%.
In July, there were 183 reported violent crimes, or approximately 7.08 per million boardings. Though higher than the previous month, this was the lowest total of violent crimes in July since 2023. Property crimes increased from 73 to 90, or approximately 3.48 crimes per million boardings, a 25.3% increase compared to the previous month. Although property crimes decreased in June, law enforcement is aware of the July increase and continues to target these crimes. Law enforcement focused efforts at stations with high rates of robberies, phone thefts, and grand thefts, resulting in the arrest of suspects (one juvenile) wanted for multiple robberies.
Overall, in both months, most incidents were non-violent (related to trespassing, vandalism, and narcotics) and arose when security was enforcing Metro’s Code of Conduct. In June, the highest volume of cleanliness issues and Code of Conduct violations were reported from Westlake/MacArthur Park Station, Wilshire/Vermont Station, and LATTC/Ortho Institute Station. In July, they were reported from the 7th Street/Metro Center Station, Westlake/MacArthur Park Station, and Pico Station, which were reviewed and factored into deployment discussions to address them.
METRO’S THREE-PART SAFETY STRATEGY
1. Engaged and Visible Presence
Visible presence contributes directly to order, predictability, and rider confidence across the system. Law enforcement conducted 8,793 and 8,909 bus boardings in June and July, respectively, as part of visible engagement and deterrence efforts.
LAPD and LASD maintained a visible presence throughout both months. In July, LASD conducted several crime-suppression operations on the Metro system, primarily on the A and C lines, with special attention to Willowbrook/Rosa Parks Station, in response to increases in criminal activity. Deputies maintained a high-visibility presence during peak travel hours, patrolled platforms and other station areas, and monitored CCTV cameras, making multiple arrests and issuing citations.
2. Enhancing Access Control & Station Experience
Access control and station improvements, such as fare enforcement and improved signage for wayfinding, improve system integrity and predictability for riders and employees.
Beginning June 8, Metro Transit Security (MTS) has launched a Code of Conduct and fare enforcement operation on the G Line, mainly at North Hollywood Station, where officers check fare compliance on arrival and ensure passengers tap before boarding. Unpaid fare violators receive warnings or citations. An MTS Bus Safety Team also patrols the line to enforce conduct and remind passengers of fare requirements. This ongoing operation runs Monday through Friday with a 90-day review in September to assess improvements. Metro’s LIFE Program has been onsite once a week to provide on-the-spot enrollments to qualified riders. With these efforts, TAP data showed major increases in valid entries, including a 40% increase in valid taps at North Hollywood compared to the year prior. See Attachment A for more details.
These access control and station experience efforts will continue to ensure riders are there solely for transit purposes.
3. Building Partnerships to Address Societal Impacts
To ensure Metro has the right response to every situation, the agency invests in and implements care-based interventions. In June and July, Ambassadors and Community Intervention Specialists engaged with approximately 67,500 and 81,500 individuals, respectively, helping riders navigate the system more effectively, connect to essential Metro resources such as reduced fare programs, bike lockers, Metro Micro, TAP assistance, and be informed of service alerts.
Outreach teams engaged 411 individuals experiencing homelessness in June, resulting in 115 interim and 22 permanent housing placements through coordination with regional service providers. In FY26, the HOME teams placed 2,705 individuals in interim or permanent housing, exceeding their goal of 2,100 housing placements through June.
In July, there were 295 engagements, resulting in 191 interim and 31 permanent housing placements. For FY27, 415 people have been enrolled in HMIS, and 222 have been connected to interim or permanent housing, with the goal of 2,400 housing placements for the new fiscal year. See Attachment B for a detailed breakdown by service provider.
The 2026 point-in-time count, conducted in January, found 31% fewer people experiencing homelessness in the transit system than the previous year and 57% fewer people experiencing homelessness since 2024. This year’s count estimates 395 to 517 unhoused individuals on Metro compared to 631 to 684 in 2025 and 1,041 to 1,092 in 2024. As the point-in-time count is not an exact census, it is reported as a range to account for any statistical margins of error.
Observations and experience have shown that individuals who attempt to shelter on the system will ride trains and/or buses until the end of the line. In an effort to have the most impact, outreach teams are deployed in fixed locations at end-of-line stations to provide support and offer services as needed.
Frontline Protection
Any assault on a Metro employee or contractor is unacceptable and is addressed with investigative priority. There were 13 and 11 assaults on Metro employees and contractors in June and July, respectively.
Operator assaults totaled five in June, unchanged from May and up from four in June 2025.
• Three of the five incidents occurred while the operator was behind the operator safety barrier, successfully minimizing any serious injuries.
o One assault involved a suspect spitting at the barrier as the suspect was exiting the bus, but the fluids did not make contact with the operator.
o Another assault also involved a suspect spitting at the barrier as he exited the bus. After exiting the bus, the suspect approached the driver’s side window and broke the operator’s side window.
o The third assault occurred when a motorist pulled up along the driver’s side, jumped out of their vehicle, and threw alcohol in the operator’s eyes in an unprovoked assault.
• The remaining two incidents occurred outside the bus barrier, and the operator was pushed without provocation.
None of the five incidents in June required medical transport. Assaults on other frontline staff, including contract security, MTS, and Ambassadors, totaled eight in June, down from 13 in May and down from 12 in June 2025.
In July, there were six operator assaults, up from five in June and up from two in July 2025.
• Three of the six incidents occurred while the operator was behind the operator safety barrier, successfully minimizing any serious injuries.
o One assault involved the brandishing of a gun, with the suspect fleeing from the bus; the suspect is still outstanding.
o Another assault involved pepper spray getting through the operator barrier and on the operator, but the operator received medical treatment on scene and did not require medical transport.
o The last assault occurred when the suspect threw an object at the windshield, causing it to shatter. The operator sustained cuts from broken glass fragments and was transported for medical treatment.
• The remaining three incidents occurred outside the bus barrier, where the operators were assaulted without provocation.
One of the six incidents in July required medical transport. Assaults on other frontline staff totaled five in July, down from eight in June and down from 18 in July 2025.
Metro takes assaults on any employees or contractors very seriously, and staff works with local law enforcement to ensure that they receive justice if an assault occurs and that the individuals committing assaults on employees are held accountable. Assaults often escalate into physical altercations when enforcing the Code of Conduct or when requesting that a patron get off a bus or train. MTS Bus Safety Teams patrol the top 10 bus lines with the highest rates of operator assaults, and security personnel are stationed at end-of-line stations when service concludes.
Enforcement and Accountability
Maintaining a visible presence is crucial to enhancing both system safety and perceptions of safety. Enforcement activity during June included 480 arrests, 619 citations, and 3,423 Code of Conduct removals. 54% of removals were for attempted fare evasion, and the remaining removals were for loitering by the turnstiles, platform, and mezzanine areas of the station. In July, enforcement activity included 662 arrests, 587 citations, and 4,480 Code of Conduct removals. 45% of removals were for attempted fare evasion, and the remaining removals were for loitering by the turnstiles, platform, and mezzanine areas of the station.
Law enforcement focuses on deterring and stopping crime, while MTS and contract security officers enforce the Code of Conduct and cite and remove individuals who violate Metro’s policies. MTS ensures fare compliance during its checks, with the ongoing targeted fare compliance campaign on the G Line since June and a joint train-riding operation with LAPD and LASD on the A Line North that started on July 27. The joint operation will enable a more proactive response to unlawful activity and a more visible uniformed presence throughout the line.
Medical Emergencies
Staff trained in first aid have proven critical for medical emergencies on the system. DPS responded to 149 and 166 medical emergencies experienced by riders or staff in June and July, respectively.
In June, Narcan reversals reported by all DPS staff totaled 18, of which 12 were from contract security, three from CIS, two from law enforcement, and one was reported by Ambassadors. In July, eight Narcan reversals were reported: Ambassadors reported three, CIS reported three, and law enforcement reported two. Overdose incidents fluctuate monthly and reflect broader regional public health conditions. Each reversal reflects trained intervention and rapid-response capability.
Emergency Preparedness and System Readiness
From June 11 through July 10, 2026, DPS increased deployments of uniformed and care-based personnel and activated the Emergency Operations Center (EOC) to support the FIFA World Cup 2026 Fan Festival, Fan Zones, and games at Los Angeles Stadium, including various Transit First Events and Station Activations. The operational success of this activation is best measured by its outcome: no major security incidents were reported at any time during this historic 39-day global event. This achievement reflects the exceptional planning, coordination, and execution by all participating agencies and personnel and represents Metro’s most extensive coordination effort for any sporting event, demonstrating the agency’s proven crisis response readiness and ability to support millions of visitors while protecting critical infrastructure and ensuring safe transit operations.
Equity_Platform
EQUITY PLATFORM
The Metro system spans many diverse communities across Los Angeles County. Because Metro serves economically and socially diverse communities and riders, public safety needs across the system are equally varied and require tailored approaches. Metro continues to take a cross-disciplinary approach to sustain and grow ridership, improve customer experience, and, most importantly, ensure the safety of Metro’s system is equitable across Los Angeles County. The Care-Based Services Division demonstrates the agency’s holistic approach to improving public safety by bringing together all of Metro’s care-centered programs. Metro Ambassadors provide a highly visible, uniformed presence across the system with a focus on customer support, wayfinding, and helping riders feel safe. Homeless outreach teams complement this work by engaging vulnerable individuals with a focus on connection to appropriate services. Care-based program workers coordinate closely with sworn officers when needed to ensure situations are handled safely and effectively.
Vehicle_Miles_Traveled _Outcome
VEHICLE MILES TRAVELED OUTCOME
VMT and VMT per capita in Los Angeles County are lower than national averages, the lowest in the SCAG region, and on the lower end of VMT per capita statewide, with these declining VMT trends due in part to Metro’s significant investment in rail and bus transit.* Metro’s Board-adopted VMT reduction targets align with California’s statewide climate goals, including achieving carbon neutrality by 2045. To ensure continued progress, all Board items are assessed for their potential impact on VMT.
As part of these ongoing efforts, this item is expected to contribute to further reductions in VMT. This item supports Metro’s systemwide strategy to reduce VMT through operational activities that will improve public safety and customer experience on Metro’s bus and rail system and further encourage transit ridership. Metro’s Board-adopted VMT reduction targets were designed to build on the success of existing investments, and this item aligns with those objectives.
*Based on population estimates from the United States Census and VMT estimates from Caltrans’ Highway Performance Monitoring System (HPMS) data between 2001-2019.
Implementation_of_Strategic_Plan_Goals
IMPLEMENTATION OF STRATEGIC PLAN GOALS
The recommendation supports Strategic Plan Goals #2.1: Deliver outstanding trip experiences for all users of the transportation system; Metro is committed to improving security and #5.6: Provide responsive, accountable, and trustworthy governance within the Metro organization; Metro will foster and maintain a strong safety culture.
Next_Steps
NEXT STEPS
DPS will continue to monitor the performance of its law enforcement partners, private security, and in-house public safety team, as well as the agency’s crime statistics. It also considers information from system operations, surveys, customer complaints, and physical security assessments, amongst other sources, to analyze safety-related issues, adjust deployment strategies, and formulate new interventions.
Attachments
ATTACHMENTS
Attachment A - Station Experience Updates
Attachment B - HOME FY26 & FY27 Interim & Permanent Housing Placements
Breakdown
Prepared_by
Prepared by: Robert Gummer, Deputy Chief, Emergency Management and Security
Division, (213) 922-4513
Craig Joyce, Senior Executive Officer, Special Programs (213) 418-3008
Stephen Tu, Deputy Executive Officer, Operations, (213) 418-3005
Reviewed_By
Reviewed by: William Scott, Chief of Police and Emergency Management, (213) 922-
5448
Conan Cheung, Chief Operations Officer, (213) 418-3034
