Meeting_Body
OPERATIONS, SAFETY, AND CUSTOMER EXPERIENCE COMMITTEE
JULY 16, 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 April and May 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 APRIL & MAY
April and May marked the second and third months of consecutive drops in violent crime per one million boardings on the system. In April, total reported violent crimes were 169, and property crimes totaled 76, equating to approximately 6.44 and 2.90 crimes per million boardings, respectively. Compared to March, violent crimes per million boardings decreased by 8.6%, while property crimes per million boardings increased by 14.2%.
Violent crime in May decreased 1.6% per million boardings, with 171 reported violent crimes, equating to approximately 6.34 per million boardings. Property crimes increased from 76 to 92, equating to approximately 3.41 crimes per million boardings, an increase of 17.7% compared to the previous month.
Law enforcement is aware of the recent increase in property crimes, specifically thefts, over the past two months and has conducted a few robbery suppression operations in late April and mid-May after noting several instances of male juveniles snatching necklaces and cell phones mainly from females while riding trains and buses. A few arrests were made, although law enforcement will continue to monitor these types of thefts. Most incidents were non-violent and arose when security was enforcing Metro’s Code of Conduct.
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 9,824 and 10,249 bus boardings in April and May, respectively, as part of visible engagement and deterrence efforts.
Deployments of public safety personnel were adjusted at the end of April to rebalance resources in anticipation of the D Line Extension that opened in early May. Aggravated assaults have seen an increase in recent months compared to the previous year, but they remain within the trend seen the months leading up to the summer months, indicating a likely seasonal pattern.
2. Enhancing Access Control & Station Experience
Access control and station improvements reduce the risk of escalation, improve system integrity, and predictability for riders and employees. In April, DPS concluded its year-long expanded pilot of the weapons-detection screening, with preliminary findings showing the continued effectiveness in supporting visible deterrence and screening operations without significant operational disruptions. Additionally, consistent security patrols and the implementation of upgraded alarm systems in the ancillary areas continued to deter unauthorized access activity. These enhanced security measures contributed to maintaining a cleaner, safer, and more secure environment for employees, contractors, and the public. Ongoing monitoring indicates improved compliance, reduced security concerns, and strengthened protection of Metro assets and infrastructure (see Attachment A).
After the opening of three new stations along the D Line in early May, TAP-to-Exit was implemented at the taller faregates at the new end-of-line station, Wilshire/La Cienega. Preliminary results from recent faregate data show a promising start during the first full week (May 14-May 20). These gates automatically inspected over 4,000 exits from the station, and 57% of them were flagged for not tapping upon entry, so the appropriate deduction in fare was made. Furthermore, at the end of May, the taller faregates were reactivated at five key LA City stations following LAFD approval, resulting in 30,000 additional valid entries and more than a 240% increase in collected revenue. See Attachment B 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. During April and May, Ambassadors and Community Intervention Specialists made 95 calls to 911 and the Security Operations Center, primarily requesting Emergency Medical Services support, followed by reports of fights and disturbances. In addition, during this period, these teams helped riders navigate the system more effectively, connect them to essential Metro resources such as reduced-fare programs, bike lockers, Metro Micro, and TAP assistance, and stay informed about service alerts.
Outreach teams engaged 495 individuals experiencing homelessness in April, resulting in 294 interim and 78 permanent housing placements through coordination with regional service providers. In May, there were 428 engagements, resulting in 154 interim and 27 permanent housing placements. See Attachment C for a detailed breakdown by service provider. To date, the HOME teams have placed 2,568 individuals in interim or permanent housing, exceeding their FY26 goal of 2,100 housing placements.
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.
IMPLEMENTING METRO’S THREE-PART STRATEGY
Frontline Protection
Any assault on a Metro employee is unacceptable and is addressed with investigative priority. There were 15 and 18 assaults on Metro employees and contractors in April and May, respectively.
Operator assaults totaled three in April, down from 10 in March and seven in April 2025.
• Two of the three incidents occurred while the operator was behind the operator safety barrier, successfully minimizing any serious injuries.
o One assault involved a suspect throwing a beer at the safety barrier, causing liquid to land on the operator’s uniform but causing no injuries.
o Another assault involved the brandishing of a weapon after the suspect exited the bus.
• The third assault occurred when the operator left the driver’s area to ask the suspect, who was lying on the floor, to get up, and then the suspect punched the operator. The operator received medical attention at the scene.
None of the three incidents required medical transport. Assaults on other frontline staff, including contract security, MTS, and Ambassadors, totaled 12 in April, down from 15 in March and up from 11 in April 2025.
In May, there were five operator assaults, up from three in April and the same as in May 2025.
• Two of the five incidents occurred while the operator was behind the operator safety barrier and involved a fluid landing on the operator through the opening,
• The remaining three assaults occurred outside the bus.
• None of these assaults resulted in medical transport.
Assaults on other frontline staff totaled 13 in May, up from 12 in April and down from 17 in May 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. Between February 13 and May 16, 2026, LASD detectives investigated 14 assaults on MTS officers, contract security, and bus operators. Five of them have been solved, resulting in a citation, and of which three are pending a District Attorney's filing. Of the nine open cases, seven are active investigations, and two have no workable leads. Staff has requested updated investigation outcomes from the LAPD.
Assaults often escalated 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 April included 746 arrests, 1,278 citations, and 5,940 Code of Conduct removals. 38% 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 May, enforcement activity included 591 arrests, 1,015 citations, and 5,586 Code of Conduct removals. 46% 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, MTS, and contract security officers continued routine patrols on the system. While law enforcement focuses on deterring and stopping crime, MTS and contract security officers enforce the Code of Conduct and cite and remove individuals who violate Metro’s policies. MTS ensures individuals are fare compliant during their checks.
Medical Emergencies
Staff trained in first aid have proven critical for medical emergencies on the system. DPS responded to 138 and 149 medical emergencies experienced by riders or staff in April and May, respectively. Narcan reversals totaled 21 in April and 15 in May, compared to 18 in March. 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
Scenario-based discussions and training exercises enhance Metro’s preparedness for any emergency. Throughout April and May, DPS primarily focused on preparing for the 2026 FIFA World Cup, conducting several full-scale exercises to prepare coordination and communication processes and training Metro stakeholders on their roles in activating the Emergency Operations Center (EOC).
On April 29, Metro representatives at the Joint Tournament Operations Center in Inglewood and at the County EOC worked with the Metro EOC, Rail Operations Center, and Bus Operations Center to resolve hypothetical issues across the region, including a car bombing in West Hollywood, a wildfire in Malibu, and a drone attack at Sofi Stadium. On May 2 and 16, EMD conducted a full-scale exercise on an “active shooter” and “mass casualty chemical attack” at Downtown Inglewood and Hawthorne/Lennox stations, respectively, as part of a series of exercises in preparation for the FIFA World Cup tournaments. Both exercises successfully tested and validated the communication and coordination processes between stakeholders.
2026 FIFA WORLD CUP SAFETY PREPARATIONS
Leading up to the World Cup, Metro EMD, in coordination with regional partners, completed 21 training and exercise sessions. This included table-top exercises, full-scale exercises, K-9 training, and functional simulations. Additionally, as human trafficking is a known risk at large international events like the World Cup, Metro has provided ongoing training to raise awareness of human trafficking indicators for all employees as part of an annual training requirement. DPS worked with law enforcement partners to ensure appropriate reporting and coordination of human trafficking incidents and to provide enhanced training for frontline public safety resources such as Transit Ambassadors and Transit Security Officers. DPS also worked collaboratively with the Chief People Office (CPO) to provide all Metro Values in Practice (MVPs) with approximately one hour of human trafficking training on how to recognize and report human trafficking indicators, such as individuals being controlled by others, fear or inability to speak freely, inconsistent identification, or signs of abuse.
For the World Cup games and events, DPS increased law enforcement, Metro Security, contract security at Metro and non-Metro Park & Ride sites, and multimodal stations. Security presence was further increased through patrols on the platform, in vehicles, and on bus shuttle routes. Bomb detection and K-9 units patrolled specific stations, providing a high-visibility presence. Care-based resources, including Ambassadors and HOME, also increased deployments at game sites and other critical areas. DPS ensured coordination with regional law enforcement partners within the EOC and with the Transportation Security Administration’s Ground-Based Unit at stations. Technology, including drones, portable cameras, and social media, was leveraged to monitor critical game sites, the Coliseum Fan Festival, and the Union Station Fan Zone in real time. The EOC maintained a Level 1 activation in close coordination with internal Metro departments, law enforcement agencies, and regional partners to support enhanced transit operations, maintain situational awareness, and ensure the safe movement of patrons throughout the system.
Equity_Platform
EQUITY PLATFORM
The Metro system spans many diverse communities across Los Angeles County. Because Metro serves communities that vary significantly in both economic and ethnic composition, their public safety needs 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 programs work closely with sworn officers when needed to ensure situations are handled safely and effectively. Additionally, for the World Cup, DPS increased the deployments of care-based programs to account for the increased foot traffic around Metro stations in the community.
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 - Ancillary Areas Quarterly Update
Attachment B - Station Experience Updates
Attachment C - HOME FY26 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
