Successful Practices and Training Initiatives to Reduce Accidents and Incidents at Transit Agencies (2017) / Chapter Skim
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Pages 23-65
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21 CHAPTER FOUR CASE EXAMPLES The case examples included in this examination were selected on the basis of their self-identified and self-defined successes in instituting programs that demonstrated improved safety results (including the reduction of transit collisions and other incidents) as reported in the responses to the survey questionnaire.
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22 A guide was developed to formalize the approach to the initial telephone interviews. Additional e-mail and telephone communications ensured the accuracy and thoroughness of the examination narrative.
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23 each promotion, additional training is required to ensure that the operators are familiar with the vehicles they will be operating. A promotion to full time requires the availability of a full-time position.
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24 The CATS hours-of-service regulation is based on Federal Motor Carrier Safety Regulations, and on-duty time is closely monitored to reduce incidents involving operator fatigue. If an operator is involved in an incident, the managers and supervisors who interview the operator check for signs of fatigue and discuss the events of the day to see what the operator was doing beforehand.
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25 Annual Passenger Miles 53,152,398 Annual Revenue Miles 5,040,007 Annual Unlinked Trips 15,223,961 Vehicles Operated Maximum Service 179 FIGURE 15. City of Madison Metro Transit (Metro)
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26 trainers, reducing the size of training classes. Metro has also allocated an additional bus to the training program to ensure that each trainee gets 4 to 5 hours of behind-the-wheel time per day of training.
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27 Metro launched the Safe Streets Campaign in November 2014, when Mayor Paul Soglin and Metro Transit GM Chuck Kamp held a press conference to release a compilation of safety-related close-call incidents that had been captured by bus surveillance cameras. The goal of the campaign was to increase safety for everyone and prevent accidents by increasing community education and awareness.
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28 FIGURE 16 Metro preventable/chargeable collisions.
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29 Before the restructuring, safety training focused predominately on remedial areas such as post-accident training or safety training for repetitive problems or repeat offences. The two trainers were bus operators who trained part time.
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30 information for dispatchers, road supervisors, and administrative staff. The combination of these tools allows GBT managers to have a full understanding of safety events and to address them properly.
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31 Summary Although GBT's preventable accident rate varies from month to month, the overall trend has seen a decrease in both number and severity since the restructuring and the implementation of the new safety measures. GBT uses the NSC definition of preventability as a collision in which the operator failed to exercise every reasonable precaution to prevent the collision.
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32 FIGURE 19 Greater Cleveland Regional Transit Authority (RTA) logo.
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33 In addition to the cameras that are part of the DMS, RTA's buses are equipped with audiovisual surveillance system equipment consisting of four external and four internal cameras. The use of this equipment has been beneficial for one-on-one bus operator coaching as well as for refresher training in group settings.
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34 RTA has a four-member Accident Review Committee, composed of a representative from the Safety Department, two from the Service Quality Department, and one rotating representative from a bus district. The committee meets every Wednesday to review all supervisor incident reports, watch video footage, and read written statements to determine the preventability of incidents.
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35 Annual Unlinked Trips 11,037,817 Vehicles Operated Maximum Service 158 FIGURE 21 Jacksonville Transportation Authority (JTA) logo.
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36 for bus operators, where they can provide feedback to management. When asked to identify the one safety program that has been most beneficial, the mandatory quarterly safety meetings were unequivocally identified as that program.
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37 on social media, based on retweets and reposts)
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38 The agency also reported significant reductions in bodily injury liabilities and property damage payouts, from $1,010,283 in 2013 to $696,859 in 2014. Other significant results include a 40% reduction in judgment errors and traffic violations and a 50% reduction in unsafe decision making from 2012 through 2014, tracked by the telemetry-based DMS.
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39 FIGURE 25 Kansas City Area Transit Authority (KCATA) logo.
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40 FIGURE 26 KCATA bus simulator. (Source: Doron Precision Systems, Inc.)
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41 KCATA has adopted FTA's TransitWatch program, which encourages riders to be proactive in ensuring the safety and security of the system, and has an established Code of Conduct for Riders, with a section dedicated to the ways in which riders can travel more safely. Other Policies and Practices KCATA has a PED policy in place that applies to all KCATA employees and AdVANtage operators.
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42 • In 2015, the agency's bus collision rate dropped by 10% from the previous year. The overall number of bus incidents declined from 470 in 2014 to 425 in 2015, a reduction of nearly 10%.
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43 KING COUNTY METRO (SEATTLE, WASHINGTON) King County Metro (Figure 30)
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44 also stress the three E's of safety: education, engineering, and enforcement. All operators begin as part-time employees and are guaranteed 2.5 hours a day.
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45 previous year. The base with the greatest yearly reduction also wins a breakfast or lunch served by staff from the other bases.
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46 as to why the judgment should be overturned, the panel deliberates in private. A unanimous or majority vote determines whether to sustain or overturn.
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47 1970 and serves the Eugene and Springfield metropolitan areas, as well as several neighboring communities. LTD public transit services include fixed-route bus, shuttle, and BRT services, as well as demand-response service for people with disabilities, a Commuter Solutions Program (vanpool, carpool, and employer programs)
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48 LTD's training program for new bus operators extends over a period of 8 weeks. The first 13 days of training include classroom and on-the-road practice sessions in an empty bus.
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49 Other Policies and Practices Route timing is reviewed on a regular basis by LTD's planning department, and the safety department is included in the process of planning for a new route or for a different style of vehicle (such as a 60-ft articulated bus) to be put in service on a specific route.
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50 With regard to instituting safety programs at transit agencies, LTD staff emphasized the importance of giving the program a sufficient trial period, being in it for the long run, avoiding programs that are overly punitive, and consistently delivering a message that reminds employees "why we're doing this and what the costs are if we don't." Staff also strongly advised that if an agency is going to institute a program, communication with the union should begin sooner rather than later. Figure 32 shows the number of accidents, total and preventable, at LTD since the implementation of the driver training system in 1997.
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51 FIGURE 34 Solano County Transit (SolTrans) logo.
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52 SolTrans uses an asset management and tracking company with a technology-based software platform that has GPSenabled advanced fleet monitoring, real-time vehicle location, and an asset management system. This technology has been in use at SolTrans for 1.5 years and was described by the interviewee as beneficial for the agency.
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53 Role of the General Manager/Chief Executive Officer The SolTrans GM has championed the safety culture at the agency. Quarterly town hall meetings are held at which operators can discuss any issues with corporate regional managers.
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54 TRIMET (PORTLAND, OREGON) The Tri-County Metropolitan Transportation District of Oregon, historically and locally referred to as TriMet (Figure 37)
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55 • Appointing an executive director of safety who has a seat at the leadership table and is responsible for developing and implementing a comprehensive safety program, enhanced tools for accountability, and an employee support culture; and • Reviewing reports and data from operators to track where close calls may have occurred, then working to eliminate any potential hazards. FIGURE 38 Safety banner at TriMet.
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56 FIGURE 39 TriMet driver's left mirror turn signal. (Source: K&J Safety and Security Consulting, Inc.)
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57 FIGURE 41 TriMet's "Be Alert, Be Safe" campaign. (Source: TriMet.)
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58 union representative. The board meets every other week to review any incident that resulted in damage or injury, regardless of severity.
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59 FIGURE 42 TriMet collision rate.
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60 Owing to concerns about retention of safety policies and procedures because of inconsistencies in behind-the-wheel training, UTA has added 3 classroom days to the new hire training. The goal of the new training is to use more videos and to incorporate policy review, claims, and safe bus operations.
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61 Safety Campaigns, Incentives, and Awards Safety is the number one priority at UTA; in fact, every meeting held at the agency begins with a safety moment. UTA has conducted several safety campaigns focusing on topics such as speed, proper curb distance, left-hand turns, wearing seatbelts, and red light stops.
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62 UTA defines a preventable accident or incident as one "that the Accident Review Committee, while applying defensive driving standards and/or UTA policies and procedures, determines to be avoidable." The agency has an accident prevention team at the Salt Lake business unit that consists of operations supervisors and managers, bus operators, a safety administrator, and, if needed, service planners, maintenance representatives, and others. Another initiative to improve safety at UTA is safety discussion groups, which consist of operators, supervisors, and management.
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63 FIGURE 47 Number of claims payments made by UTA.
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