Characteristics and Elements of Nonpunitive Employee Safety Reporting Systems for Public Transportation (2020) / Chapter Skim
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11 Introduction Moving Ahead for Progress in the 21st Century (MAP-21) and its successor, the Fixing America's Surface Transportation (FAST)
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12 Characteristics and Elements of Nonpunitive Employee Safety Reporting Systems for Public Transportation • Organizational strategies for promoting procedural fairness for employees; • Impact of nonpunitive ESR systems on the safety culture of an organization; • Roles of stakeholders in the development, implementation, and ongoing operation of a nonpunitive ESR system; • Types of data that should be collected, tracked, and trended; • Strategies for collecting and managing the data; • Scalability of the ESR system for transit agencies of different sizes and data-processing capabilities; and • Use of third parties. Objective The objective of this research was to produce a compilation of the best practices used in nonpunitive employee reporting programs at transit agencies.
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Introduction 13 Estimation of Costs In the areas of program development, implementation, and ESR system management costs, case study transit agencies established ESR systems as part of their SMS program and, therefore, were unable to segment the personnel efforts for ESR system activities. More specifically, • Case study transit agencies are not documenting personnel participation and management of the report review, processing, follow-up, and ongoing tracking of reported safety concerns.
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14 Characteristics and Elements of Nonpunitive Employee Safety Reporting Systems for Public Transportation nine fatalities, 52 injuries, and an estimated $12 million in damages. This event led to NTSB recommendation R-10-004 to FTA: Facilitate the development of non-punitive safety reporting programs at all transit agencies to collect reports from employees in all divisions within their agencies and to have their safety departments; representatives of their operations, maintenance and engineering departments; and representatives of labor organizations regularly review these reports and share the results of those reviews across all divisions of their agencies.7 NTSB Recommendation R-10-017 to WMATA regarding the Fort Totten collision was as follows: Develop and implement a non-punitive safety reporting program to collect reports from employees in all divisions within your organization, and ensure that the safety department; representatives of the operations, maintenance, and engineering departments; and representatives of labor organizations regularly review these reports and share the results of those reviews across all divisions of your organization.8 NTSB findings from the December 1, 2013, derailment on the Metro-North Railroad Hudson Line in New York City indicated that there was not an effective program in place that encouraged all employees to report safety issues and observations.9 According to the NTSB Special Investigative Report Organizational Factors in Metro-North Railroad Accidents, although Metro-North had a safety hotline in place, employees were reluctant to report safety concerns out of fear of both discipline and retaliation resulting from the experiences of previous reporters.
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Introduction 15 FTA's Close Call Reporting System Program Implementation Plan, published in June 2012, was to help guide an FTA-sponsored pilot for a Confidential Close Call Reporting System (C3RS) .16 This pilot, had it been implemented, would have provided an opportunity to develop and iteratively improve a close call ESR system to allow transit agencies the opportunity to identify and subsequently mitigate hazards proactively.
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