HomeMy WebLinkAboutAGENDA REPORT 2020 1202 CCSA REG ITEM 10FCITY OF MOORPARK, CALIFORNIA
City Council Meeting
of December 2, 2020
ACTION Approved Staff Recommendation
Including Adoption of Resolution No. 2020-
3976. BY B.Garza.
F. Consider Resolution Approving and Certifying City of Moorpark Public Transit
Agency Safety Plan (PTASP). Staff Recommendation: Adopt Resolution No.
2020-3976 Adopting and Certifying the City of Moorpark Public Transportation
Agency Safety Plan. (Staff: Shaun Kroes)
Item: 10.F.
MOORPARK CITY COUNCIL
AGENDA REPORT
TO: Honorable City Council
FROM: Shaun Kroes, Program Manager
DATE: 12/02/2020 Regular Meeting
SUBJECT: Consider Resolution Approving and Certifying City of Moorpark
Public Transit Agency Safety Plan (PTASP)
BACKGROUND
The City of Moorpark (City) receives Federal Transit Administration (FTA) funding for
local bus and dial-a-ride services. An FTA “final rule” effective July 19, 2019 for Public
Transportation Agency Safety Plans as authorized by the Moving Ahead for Progress in
the 21st Century Act (MAP-21) requires states and certain operators of public
transportation systems develop PTASPs. The PTASP is based on the Safety
Management System (SMS) approach. The rule required that a PTASP be developed
by July 20, 2020; however, that deadline was extended to December 31, 2020 due to
COVID-19.
DISCUSSION
The new rule requires state departments of transportation (DOT) to prepare plans on
behalf of bus operators with fewer than 100 peak-hour buses, unless a bus operator
elects to prepare their own plan. A “peak-hour” refers to the time period when the
highest number of buses is in revenue service for the public’s availability. A bus
operator would have to have 100 or more buses operating at one time to be considered
operating more than 100 peak-hour buses. After reviewing the California Department of
Transportation (Caltrans) model PTASP, City staff elected to draft its own PTASP. The
Caltrans version was an in-house operation model; whereas, the City of Moorpark
contracts for bus services similar to the Ventura County Transportation Commission
(which also elected to develop its own PTASP).
The City’s draft PTASP identifies the City Manager as the designated “Accountable
Executive”, the Interim Deputy City Manager as the “Chief Safety Officer” and the Public
Works Program Manager as the “Agency Leadership/Executive Management”. All
Item: 10.F.
139
Honorable City Council
12/02/2020 Regular Meeting
Page 2
serve in roles intended to ensure that the City’s transit operations function in a safe
manner.
The PTASP also includes Safety Performance Targets for fatalities, injuries, safety
events, and system reliability. The City’s Safety Performance Targets are modeled after
the City of Thousand Oaks’ performance targets as the City contracts with Thousand
Oaks for transit services bus and dial-a-ride operator contracts. If a transit agency does
not adopt a PTASP, the FTA can withhold federal funds that the transit agency would
normally receive.
The PTASP is required to be reviewed annually and updated when necessary. The
PTASP will be reviewed for compliance as part of the City’s FTA triennial audit process.
FISCAL IMPACT
Participating in the PTASP is a requirement of future FTA funding. The City receives an
average of $260,000 annually in FTA funding for bus and dial-a-ride services.
COUNCIL GOAL COMPLIANCE
This action does not support a current strategic directive.
STAFF RECOMMENDATION
Adopt Resolution No. 2020-____ Adopting and Certifying the City of Moorpark Public
Transportation Agency Safety Plan.
Attachment: Draft Resolution No. 2020-____ Approving and Certifying the 2020 City of
Moorpark Public Transit Public Transportation Agency Safety Plan
140
ATTACHMENT
RESOLUTION NO. 2020-____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MOORPARK, CALIFORNIA, APPROVING AND CERTIFYING
THE 2020 CITY OF MOORPARK PUBLIC TRANSIT PUBLIC
TRANSPORTATION AGENCY SAFETY PLAN
WHEREAS, the City of Moorpark/Moorpark City Transit (City) is committed to
safety as a core value of the agency; and
WHEREAS, Title 49, Code of Federal Regulations (CFR), Subtitle B, Chapter VI,
Part 673, Public Transportation Agency Safety Plan (PTASP) requires that an agency
PTASP be approved and certified by its governing board; and
WHEREAS, Title 49, CFR, Subtitle B, Chapter VI, Part 674, State Agency
Oversight, requires the California Public Utilities Commission (CPUC), which is the State
Transit Safety Oversight Agency, to ensure the transit agency has a PTASP compliant
with 49 CFR Part 673 adopted by the governing board; and
WHEREAS, at their regular meeting of December 2, 2020, the City Council
considered the adoption of a local PTASP for purposes of compliance with the above
stated regulations.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MOORPARK DOES
HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The City Council of the City of Moorpark finds that the PTASP is
in compliance with 49 CFR Parts 673 and 674 and hereby approves and adopts the City
of Moorpark Public Transportation Agency Safety Plan set forth in full in Exhibit A to this
Resolution.
SECTION 2. The City Clerk shall certify to the adoption of this resolution and
shall cause a certified resolution to be filed in the book of original resolutions.
PASSED AND ADOPTED this 2nd day of December, 2020.
_____
Janice S. Parvin, Mayor
ATTEST:
________________________________
Ky Spangler, City Clerk
Attachment: Exhibit A – City of Moorpark Public Transportation Agency Safety Plan
141
EXHIBIT A
City of Moorpark
799 Moorpark Avenue
Moorpark, CA 93021
Public Transportation Agency Safety Plan
Adopted December 2, 2020
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Contents
Definitions ....................................................................................................................... 3
Section 1 Transit Agency Information.............................................................................. 6
Subsection 1.1 Accountable Executive ........................................................................... 6
Subsection 1.2 Chief Safety Officer................................................................................. 6
Section 2 Plan Development, Approval, and Updates ..................................................... 7
Section 3 Safety Performance Targets (SPTs) ............................................................... 8
Subsection 3.1 Target Development ............................................................................... 8
Section 4 Overview of the Agency’s Safety Management Systems (SMS) ..................... 9
Section 5 Safety Management Policy .............................................................................. 9
Subsection 5.1 Safety Management Policy Statement .................................................. 10
Subsection 5.2 Safety Management Policy Communication ......................................... 10
Subsection 5.3 Employee Safety Reporting Program ................................................... 10
Subsection 5.4 SMS Authorities, Accountabilities, and Responsibilities ....................... 12
Subsection 5.4.1 Accountable Executive ...................................................................... 12
Subsection 5.4.2 Chief Safety Officer............................................................................ 12
Subsection 5.4.3 Agency Leadership and Executive Management ............................... 13
Subsection 5.4.4 Key Staff ............................................................................................ 13
Section 6 Safety Risk Management (SRM) ................................................................... 14
Subsection 6.1 Safety Hazard Identification .................................................................. 15
Subsection 6.2 Safety Risk Assessment ....................................................................... 15
Subsection 6.3 Safety Risk Mitigation ........................................................................... 17
Section 7 Safety Assurance .......................................................................................... 18
Subsection 7.1 Safety Performance Monitoring and Measurement .............................. 18
Section 8 Safety Promotion ........................................................................................... 20
Subsection 8.1 Safety Communication.......................................................................... 20
Section 9 Documentation……………………………………………………………………..22
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Definitions
The City of Moorpark incorporates all of the Federal Transit Administration’s (FTA)
definitions that are in 49 Code of Federal Regulations (CFR) 673.5 of the Public
Transportation Agency Safety Plan Regulation.
Accident means an Event that involves any of the following: a loss of life; a report of a
serious injury to a person; a collision of public transportation vehicles; an evacuation for
life safety reasons.
Accountable Executive means the single, identifiable person who has ultimate
responsibility for carrying out the Public Transportation Agency Safety Plan of the
Agency; responsibility for carrying out the Agency’s Transit Asset Management Plan;
and control or direction over the human and capital resources needed to develop and
maintain both the Agency’s Public Transportation Agency Safety Plan, in accordance
with 49 United States Code (U.S.C.) § 5329(d), and the Agency’s Transit Asset
Management Plan in accordance with 49 U.S.C. § 5326.
Agency or Transit Agency means the City of Moorpark.
Agency Safety Plan (ASP), also referred to as the Public Transportation Agency Safety
Plan (PTASP), means the comprehensive agency safety plan for a transit agency,
including a Rail Transit Agency, that is required by 49 U.S.C. 5329(d) and based on a
Safety Management System.
Board or Board of Directors means the City of Moorpark City Council.
Caltrans means the California Department of Transportation.
Chief Safety Officer means the adequately trained individual who has responsibility for
safety and reports directly to the Transit Agency’s chief executive officer.
City Council means the governing body of the City of Moorpark.
CFR means Code of Federal Regulations.
Event means any Accident, Incident, or Occurrence.
FTA means the Federal Transit Administration, an operating administration within the
United States Department of Transportation.
Hazard means any real or potential condition that can cause injury, illness, or death,
damage to or loss of the facilities, equipment, rolling stock, or infrastructure of the
system, or damage to the environment.
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Incident means an Event that involves any of the following: a personal injury that is not
a serious injury, one or more injuries requiring medical transport, or damage to facilities,
equipment, rolling stock, or infrastructure that disrupts the operations of the Transit
Agency.
Investigation means the process of determining the causal and contributing factors of an
accident, incident, or hazard, for the purpose of preventing recurrence and mitigating
risk.
National Public Transportation Safety Plan means the plan to improve the safety of all
public transportation systems that receive federal financial assistance under 49 U.S.C.
Chapter 53.
Occurrence means an Event without any personal injury in which any damage to
facilities, equipment, rolling stock, or infrastructure does not disrupt the operations of the
Transit Agency.
Part 673 means 49 CFR (Code of Federal Regulations) Part 673.
Performance Measure means an expression based on a quantifiable indicator of
performance or condition that is used to establish targets and to assess progress
toward meeting the established targets.
Performance target means a quantifiable level of performance or condition, expressed
as a value for the measure, to be achieved within a time period required by the FTA.
Risk means the composite of predicted severity and likelihood of the potential effect of a
hazard.
Risk mitigation means a method or methods to eliminate or reduce the effects of
hazards.
Safety Assurance means processes within the Transit Agency’s Safety Management
Systems that function to ensure the implementation and effectiveness of safety risk
mitigation, and to ensure that the Transit Agency meets or exceeds its safety objectives
through the collection, analysis, and assessment of information.
Safety Management Policy (SMP) means the Transit Agency’s documented
commitment to safety, which defines the Transit Agency’s safety objectives and the
accountabilities and responsibilities of its employees in regard to safety.
Safety Management Systems (SMS) means the formal, top-down, organization-wide
approach to managing safety risk and assuring the effectiveness of a Transit Agency’s
safety risk mitigation. Safety Management Systems includes systematic procedures,
practices, and policies for managing risks and hazards.
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Safety Performance Target (SPT) means a Performance Target related to safety
management activities.
Safety Promotion means a combination of training and communication of safety
information to support SMS as applied to the Transit Agency’s public transportation
system.
Safety Risk Assessment (SRA) means the formal activity whereby the Transit Agency
determines Safety Risk Management priorities by establishing the significance or value
of its safety risks.
Safety Risk Management (SRM) means a process within the Transit Agency’s Public
Transportation Agency Safety Plan for identifying hazards and analyzing, assessing,
and mitigating safety risk.
Serious injury means any injury which: (1) requires hospitalization for more than 48
hours, commencing within seven (7) days from the date the injury was received, (2)
results in a fracture of any bone (except simple fractures of fingers, toes, or noses), (3)
causes severe hemorrhages, nerve, muscle, or tendon damage; (4) involves any
internal organ, or (5) involves second or third-degree burns, or any burns affecting more
than five percent of the body surface.
State of Good Repair (SGR) means the condition in which a capital asset is able to
operate at a full level of performance.
Transit Agency means an operator of a public transportation system.
Transit Asset Management Plan (TAM) means the strategic and systematic practice of
procuring, operating, inspecting, maintaining, rehabilitating, and replacing transit capital
assets to manage their performance, risks, and costs over their life cycles, for the
purpose of providing safe, cost-effective, and reliable public transportation, as required
by 49 U.S.C. 5326 and 49 CFR part 625.
U.S.C. means United States Code.
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Background
The Public Transportation Agency Safety Plan (PTASP) final rule (49 C.F.R. Part 673)
requires operators of public transportation systems that are recipients or sub-recipients
of FTA grant funds to develop safety plans that include the processes and procedures
necessary for implementing a Safety Management System (SMS).
A SMP is defined as the formal, top-down, organization-wide, data driven approach to
managing safety risk and assuring the effectiveness of safety mitigation. It includes
systematic policies, procedures, and practices for the management of safety risk. The
goal is to deliver positive, measurable results and ensure the best use of available
resources to identify safety hazards, analyze safety risks, and mitigate potential risks.
The following Agency Safety Plan addresses all applicable requirements and standards
as set forth in FTA’s Public Transportation Safety Program and the National Public
Transportation Safety Plan.
Section 1 Transit Agency Information
City of Moorpark (hereinafter referred to as “City”) is a California municipal corporation
and a general law City. The City contracts for fixed route and demand response (Senior
and Americans with Disabilities Act paratransit). The City’s primary contractor is the
City of Thousand Oaks (Thousand Oaks) which has a contract with MV Transportation
Inc. (MV Transit) to provide bus and demand response services. Thousand Oaks
maintains the City’s bus fleet. The City is a recipient/subrecipient of Federal Urban
Area Formula Program (5307); Enhanced Mobility Seniors & People with Disabilities
Program (5310) funds. The City does not provide transportation services on behalf of
another entity.
Subsection 1.1 Accountable Executive
The City’s Accountable Executive is Troy Brown, City Manager. The City Manager is
the single, identifiable person who has ultimate responsibility for carrying out this
Agency Safety Plan and the City’s Transit Asset Management (TAM) Plan, and control
or direction over the human and capital resources needed to develop and maintain both
this Plan and the TAM Plan.
The City Manager is accountable for ensuring that the Agency’s Safety Management
Systems (SMS) is effectively implemented throughout the Agency’s public
transportation system. The City Manager is accountable for ensuring action is taken, as
necessary, to address substandard performance in the Agency’s SMS. The City
Manager may delegate specific responsibilities, but the ultimate accountability for the
Transit Agency’s safety performance cannot be delegated and always rests with the
City Manager.
Subsection 1.2 Chief Safety Officer
The City Manager designates the Interim Deputy City Manager as the City’s Chief
Safety Officer who has the authority and responsibility for day-to-day implementation
and operation of the Agency’s SMS. The Chief Safety Officer holds a direct line of
reporting to the Accountable Executive and has a strong working relationship with the
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operations and asset management functions at the City. The Chief Safety Officer,
Agency leadership/Executive Management shall, with the City’s contractor, ensure
operations are performed safely.
Section 2 Plan Development, Approval, and Updates
Name of Entity that
Drafted this Plan
City of Moorpark
Signature by the
Accountable Executive
Signature of Accountable
Executive
Date of Signature
Approval by the Board of
Directors
Name of Entity that
Approved this Plan
Date of Approval
City of Moorpark 12/02/2020
Relevant Documentation (Title and Location)
City of Moorpark City Council Agenda Item (# to be filled
in) dated 12/02/2020 – PTASP File
Certification of
Compliance
Name of Entity that
Certified this Plan
Date of Certification
City of Moorpark 12/02/2020
Relevant Documentation (Title and Location)
Self-certified
Pursuant to 49 CFR Parts 673.13(a) and 673.13(b), the City certifies that it has
established this Agency Safety Plan, meeting the requirements of 49 CFR Part 673 and
will certify its compliance with 49 CFR Part 673.
Version Number and Updates
Version Number Section/Pages
Affected
Reason for
Change
Date Issued
1 Original Document 12/02/2020
Annual Review and Update of the Agency Safety Plan
City shall update this Safety Plan when information, processes or activities change
within the Agency and/or when applicable regulations change, whichever comes
sooner. The Plan will be reviewed and updated by the Chief Safety Officer with the
assistance of subject matter experts annually in July. The Accountable Executive will
approve any changes, signing the revised Plan, then bringing it to the City of Moorpark
City Council for review and approval. Additionally, FTA will oversee compliance with the
requirements of Part 673 through the existing Triennial Review processes.
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Section 3 Safety Performance Targets (SPTs)
Safety performance measurement is a key aspect of a safety management process,
and provides the basis for continuous safety improvement. Measurement and
evaluation of safety performance requires a carefully structured program of planning,
identifying valid measures, setting targets, conducting proper data analysis, and
implementing appropriate follow-up activities.
Subsection 3.1 Target Development
Successful performance targets are specific, measurable, attainable, relevant and time-
bound. The specific safety performance targets that the City adopted are based on the
Safety Performance Measures established by FTA in the National Public Transportation
Safety Plan. In the most recent version (2017 NSP3), FTA adopted four initial Safety
Performance Measures: (1) Fatalities, (2) Injuries, (3) Safety Events, and (4) System
Reliability.
Targets in the following table are based on review of the previous three (3) years of the
City’s safety performance data specific to each mode of transit service that the City
contracts for services. As the City contracts with Thousand Oaks for bus services and
demand services and City passengers on demand service travel with Thousand Oaks
residents, City’s performance targets match Thousand Oaks’ performance targets.
Safety Performance Targets
Mode of
Transit
Fatalities
(Total)
Fatalities
Rate
(per 100k
VRM)
Injuries
(Total)
Injuries
Rate
(per 100k
VRM)
Safety
Events
(Total)
Safety
Events
Rate
(per
100k
VRM)
System
Reliability
(Mean distance
between Major
Mechanical
Failures)
Fixed Route 0 0% 0 0.01 <1 0.01
To be
developed in
2021
Demand
Response 0 0% 0 0.01 <1 0.01
To be
developed in
2021
Safety Performance Target Coordination
FTA requires Caltrans to coordinate with FTA Region 9 and Ventura County
Transportation Commission (VCTC) to the maximum extent practicable. Pursuant to 49
CFR Part 673.15(a), Caltrans will make safety performance targets available to VCTC
to aid in the planning process upon certification of this plan. Additionally, the City will
transmit performance data against the safety performance targets to Caltrans, VCTC
and the Southern California Association of Governments (SCAG) on an annual basis.
The City will also coordinate, to the maximum extent practicable, with Caltrans, SCAG
and VCTC to support the selection of State and Metropolitan Planning Organization
(MPO) transit safety performance targets.
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Targets Transmitted to the
State (Caltrans)
State Entity Name Date Targets Transmitted
Caltrans
Targets Transmitted to the
Metropolitan Planning
Organization (MPO)
Metropolitan Planning
Organization Name
Date Targets Transmitted
Southern California
Association of Governments
Targets Transmitted to the
Transportation Planning Body
Transportation Planning Body Date Targets Transmitted
Ventura County
Transportation Commission
Section 4 Overview of the Agency’s Safety Management Systems (SMS)
SMS is a comprehensive, collaborative approach that brings management and labor
together to build on the transit industry’s existing safety foundation t o control risk better,
detect and correct safety problems earlier, share and analyze safety data more
effectively, and measure safety performance more carefully. The City’s SMS focuses
on applying resources to risk and is based on ensuring that the City has the
organizational infrastructure to support decision-making at all levels regarding the
assignment of resources. Some key parts of the City’s SMS include:
Defined roles and responsibilities;
Strong executive safety leadership;
Formal safety accountabilities and communication;
Effective policies and procedures; and
Active employee involvement.
Furthermore, the City’s SMS is based on the four (4) principles of SMS which are
discussed in more detail in subsequent sections to this Safety Plan:
Safety Management Policy
Safety Risk Management
Safety Assurance
Safety Promotion
Section 5 Safety Management Policy
The first component of the City’s SMS is the Safety Management Policy (SMP), which is
the foundation of the City’s safety management system. It clearly states the
organization’s safety objectives and sets forth the policies, procedures, and
organizational structures necessary to accomplish the safety objectives. The Safety
Management Policy clearly defines management and employee responsibilities for
safety throughout the organization. It also ensures that management is actively
engaged in the oversight of the system’s safety performance by requiring regular review
of the Safety Management Policy, budget and program by the designated Accountable
Executive.
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Subsection 5.1 Safety Management Policy Statement
Safety is a core value at the City, and managing safety is a core business function. The
City will develop, implement, maintain, and continuously improve processes to ensure
the safety of our customers, employees, and the public. The City’s overall safety
objective is to proactively manage safety hazards and their associated safety risk, with
the intent to eliminate unacceptable safety risk in our transit operations.
The City will:
Clearly, and continuously explain to all staff that everyone working within the City
must take part and be responsible and accountable for the development and
operation of the Safety Management System (SMS).
Work continuously to minimize safety risks. Work to comply with and, wherever
possible, exceed legislative and regulatory requirements and standards for
passengers and employees.
Work to ensure that all employees are provided appropriate safety information
and training, are competent in safety matters, and assigned tasks commensurate
with duties and skills.
Reaffirm that responsibility for making our operations safer for everyone lies with
all employees – from executive management to frontline employees. Each
manager is responsible for implementing the SMS in their area of responsibility
and will be held accountable to ensure that all reasonable steps are taken to
perform activities established through the SMS.
The City’s established safety performance targets help measure the overall
effectiveness of our processes and ensure we meet our safety objectives. The City will
keep employees informed about safety performance goals and objectives to ensure
continuous safety improvement.
Subsection 5.2 Safety Management Policy Communication
The Safety Management Policy is communicated throughout the Agency, which
includes applicable employees, contractors, and the City Council. The Chief Safety
Officer introduces principles of SMS and the Safety Management Policy Statement to
the Agency for dissemination to applicable employees and contractors and posting on
notice boards at applicable facilities. Distribution and review of the Safety Policy
Statement is also included in applicable new hire training, safety bulletins,
toolbox/tailgate safety meetings and/or safety committee meetings.
Subsection 5.3 Employee Safety Reporting Program
Employees who identify safety concerns in their day-to-day duties are encouraged to
report these safety concerns in good faith and without fear of retribution directly to
senior management or anonymously through reporting software or other alternatives.
Currently, MV Transit employees can report safety concerns anonymously through a
24-Hour Hotline. Thousand Oaks also has an Employee Safety Reporting Program.
The purpose, description and protections for employees to report unsafe conditions and
hazards are described in more detail in the following section.
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Purpose:
a) To establish a system for City employees to identify unsafe conditions or hazards at
work and report them to their department management without fear of reprisal.
However, disciplinary action could result if the condition reported reveals the employee
willfully participated in or conducted an illegal act, gross negligence or deliberate or
willful disregard of regulations or procedures, including reporting to work under the
influence of controlled substances, physical assault of a coworker or passenger, theft of
agency property, unreported safety events, unreported collisions, and unreported
passenger injuries or fatalities.
b) To provide guidelines for facilitating the timely correction of unsafe conditions or
hazards by the City’s management.
Description:
a) This program provides a method for the City’s management to identify, evaluate, and
correct or avoid unsafe conditions or hazards, procedural deficiencies, design
inadequacies, equipment failures, or near misses that adversely affect the safety of
employees.
Examples of voluntary safety reports include:
Safety hazards in the operating environment (for example, county or city road
conditions),
Policies and procedures that are not working as intended (for example,
insufficient time to complete pre-trip inspection),
Events that senior managers might not otherwise know about (for example, near
misses), and
Information about why a safety event occurred (for example, radio
communication challenges).
b) The program also involves recommending corrective actions and resolutions of
identified unsafe conditions or hazards and/or near miss.
c) All employees have the obligation to report immediately any unsafe conditions or
hazards and near miss to their immediate supervisor/department manager and may do
so without fear of reprisal.
d) Unsafe conditions or hazards may also be identified as a result of occupational injury
or illness investigations and/or by accident investigation.
e) Other means by which hazards may be identified are inspections/audits or
observations made by the supervisors/management staff.
f) Findings will be published immediately following mitigation actions. If employee
identification is available, direct feedback regarding mitigation will be provided.
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Subsection 5.4 SMS Authorities, Accountabilities, and Responsibilities
This Plan has assigned specific SMS authorities, accountabilities, and responsibilities to
the designated Accountable Executive; Chief Safety Officer; Agency’s
Leadership/Executive Management; and Key Staff/Employees as described below:
Subsection 5.4.1 Accountable Executive
The City’s Accountable Executive is the City Manager. The City Manager is
accountable for ensuring that the Agency’s SMS is effectively implemented throughout
the Agency’s public transportation system. The City Manager is accountable for
ensuring action is taken, as necessary, to address substandard performance in the
Agency’s SMS. The City Manager may delegate specific responsibilities, but the
ultimate accountability for the City’s safety performance cannot be delegated and
always rests with the City Manager. The City Manager is accountable for ensuring that
the Agency’s SMS is effectively implemented, and that action is taken, as necessary, to
address substandard performance in the Agency’s SMS. The Accountable Executive
may delegate specific responsibilities, but not accountability for the City’s safety
performance.
The City Manager’s roles include, but are not limited to:
Decision-making about resources (e.g. people and funds) to support asset
management, SMS activities, and capital investments;
Signing SMS implementation planning documents;
Endorsing SMS implementation team membership;
Ensuring safety concerns are considered and addressed in the agency’s ongoing
budget planning process;
Ensuring transparency in safety priorities: for the Board of Directors and for the
employees;
Establishing guidance on the level of safety risk acceptable to the agency;
Assuring safety policy is appropriately communicated throughout the agency; and
Other duties as assigned/necessary.
Subsection 5.4.2 Chief Safety Officer
The Chief Safety Officer has the authority and responsibility for day-to-day
implementation and operation of the City’s SMS.
Chief Safety Officer’s Roles include:
Decision-making about resources (e.g., people and funds) to support asset
management, SMS activities, and capital investments;
Overseeing the safety risk management program by facilitating hazard
identification, safety risk assessment, and the development and implementation
of safety risk mitigations;
Monitoring safety risk mitigation activities;
Providing periodic reports on safety performance;
Briefing the Accountable Executive and City Council on SMS implementation
progress;
Planning safety management training;
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Developing and organizing annual audits/reviews of SMS processes and the
Agency Safety Plan to ensure compliance with 49 CFR Part 673 requirements;
Maintaining safety documentation; and
Other duties as assigned/necessary.
Subsection 5.4.3 Agency Leadership and Executive Management
Agency Leadership/Executive Management also have authorities and responsibilities
related to day-to-day SMS implementation and operation of the SMS under this plan.
Agency Leadership and Executive Management include the City’s Public Works
Program Manager and the service contract providers’ General Managers, Maintenance
Managers, Operations Managers and Safety Managers. Some of their responsibilities
include:
Day-to-day implementation of the Agency’s SMS throughout their department
and the organization.
Communicating safety accountability and responsibility from the frontline
employees to the top of the organization.
Ensuring employees are following their working rules and procedures, safety
rules and regulations in performing their jobs, and their specific roles and
responsibilities in the implementation of this Agency Safety Plan and the
Agency’s SMS.
Ensuring that employees comply with the safety reporting progra m and are
reporting unsafe conditions and hazards to their department management; and
making sure reported unsafe conditions and hazards are addressed in a timely
manner.
Ensuring that resources are sufficient to carry out employee training/certification
and re-training as required by their job classifications.
Providing subject matter expertise to support implementation of the SMS as
requested by the Accountable Executive or the Chief Safety Officer, including
Safety Risk Management activities, investigation of safety events, development
of safety risk mitigations, and monitoring of mitigation effectiveness.
Subsection 5.4.4 Key Staff
The agency Key Staff/Employees may include managers, supervisors, specialists,
analysts, database administrators, and other key employees who are performing highly
technical work and overseeing employees performing critical tasks and providing
support in the implementation of this Agency Safety Plan and SMS principles in various
departments throughout the agency.
The City’s Key Staff/Employees responsibilities include:
Ensuring that employees are complying with the safety reporting program.
Ensuring supervisors are conducting their toolbox safety meetings.
Promoting safety in employee’s respective area of responsibilities – that means:
zero accidents; absence of any safety concerns; perfect employee performance;
and compliance with agency rules and procedures and regulatory requirements.
Ensuring safety of passengers, employees, and the public.
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Responding to customer complaints and expectations for frequency, reliability,
and convenience of service.
Replacing and maintaining aging facilities, equipment, and infrastructure.
Meeting increasing demands for fixed route, commuter service and paratransit
service.
Developing and maintaining programs to gather pertinent data elements to
develop safety performance reports and conduct useful statistical analyses to
identify trends and system performance targets.
Establishing clear lines of safety communication and holding accountability for
safety performance.
Assisting as subject matter experts in safety risk assessment and safety risk
mitigation processes.
Section 6 Safety Risk Management (SRM)
The second component of the City’s SMS is Safety Risk Management, which includes
processes and procedures to provide an understanding of the Agency’s operations and
vehicle maintenance to allow individuals to identify hazards associated with those
activities.
The City uses the Safety Risk Management (SRM) process as a primary method to
ensure the safety of its contracted operations, passengers, employees, vehicles, and
facilities. It is a process whereby hazards and their consequences are identified,
assessed for potential safety risk, and resolved in a manner acceptable to the City’s
leadership. The SRM process allows City staff and/or service contractors, to carefully
examine what could cause harm and determine whether sufficient precautions have
been taken to minimize the harm, or if further mitigations are necessary.
In Carrying out the SRM process, the following terms are used:
Event: Any accident, incident or occurrence;
Hazard: Any real or potential condition that can cause injury illness, or death;
damage to or loss of the facilities, equipment, rolling stock, or infrastructure
belonging to the City or service contractors; or damage to the environment;
Risk; Composite predicted severity and likelihood of the potential effect of a
hazard;
Risk Mitigation: Method(s) to eliminate or reduce the effects of a hazard;
Consequence: An effect of a hazard involving injury, illness, death, or damage to
City or Operations property or the environment.
The Safety Risk Management includes the following activities that are described in more
detail in the subsequent sections:
1. Safety Hazard Identification
2. Safety Risk Assessment
3. Safety Risk Mitigation
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Subsection 6.1 Safety Hazard Identification
The safety hazard identification process offers the City the ability to identify hazards and
potential consequences in the operation and maintenance of the City’s transit services.
Hazards can be identified through a variety of sources, including:
Employee safety reporting;
Review of monthly performance data and safety performance targets;
Observations from supervisors;
Maintenance reports;
Comments from customers, passengers, the public and third parties;
Drivers’ and All-Staff meetings;
Results from audits and inspections of vehicles and facilities;
Results of training assessments;
Investigations into safety events, incidents, and occurrences;
Review of vehicle camera footage; and
FTA and other oversight authorities.
When a safety concern is observed by management or supervisory personnel, whatever
the source, it is reported to the Chief Safety Officer. The Chief Safety Officer may
conduct further analysis of hazards to collect information and identify additional
consequences and to inform which hazards should be prioritized for safety risk
assessment. In following up on identification hazards, the Chief Safety Officer may:
Reach out to the reporting party, if available, to gather all known information
about the reported hazard,
Conduct a walkthrough of the affected area, assessing the possible hazardous
condition, generating visual documentation (photographs and/or video), and
taking any measurements deemed necessary,
Conduct interviews with employees in the area to gather potentially relevant
information on the reported hazard,
Review any documentation associated with the hazard (records, reports,
procedures, inspections, technical documents, etc.),
Contact other departments that may have association with or technical
knowledge relevant to the reported hazard,
Review any past reported hazards of a similar nature, and
Evaluate tasks and/or processes associated with the reported hazard.
Any identified hazard that poses an immediate risk to transit operations, the health and
safety of employees or the public, or equipment must immediately be brought to the
attention of the Accountable Executive and placed through the Safety Risk Management
Process for safety risk assessment and mitigation. Otherwise, hazards will be
prioritized for further Safety Risk Management activity.
Subsection 6.2 Safety Risk Assessment
Safety risk assessment defines the level or degree of the safety risk by assessing the
likelihood and severity of the consequences of hazards and prioritizes hazards based
on the safety risk. The Chief Safety Officer, with assistance from key staff subject
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matter experts, is responsible for assessing identified hazards and ratings using the
safety risk matrix below. Prioritizing safety risk provides the Accountable Executive with
the information needed to make decisions about resource application.
The following matrix, adopted from the TSI Participation Guide – SMS Principles for
Transit, facilitates the ranking of hazards based on their probability of occurrence and
severity of their outcome. The measuring goes from A to F with A being frequent or
likely to occur frequently and E being improbable or expected that this event will most
likely never occur. The designation F is used when potential hazards are identified and
later eliminated.
Probability Levels
Description Level Specific Individual Item Fleet Inventory
Frequent A Likely to occur often in the life
of an item. Continuously experienced.
Probable B Will occur several times in the
life of an item. Will occur frequently.
Occasional C Likely to occur sometime in the
life of an item. Will occur several times.
Remote D Unlikely, but possible to occur
in the life of an item.
Unlikely, but can reasonably be
expected to occur.
Improbable E
So unlikely, it can be assumed
occurrence may not be
experienced in the life of an
item.
Unlikely to occur, but possible.
Eliminated F
Incapable of occurrence. This
level is used when potential
hazards are identified and later
eliminated.
Incapable of occurrence. This
level is used when potential
hazards are identified and later
eliminated.
The Safety Risk Severity Table presents a typical safety risk. It includes four categories
to denote the level of severity of the occurrence of a consequence, the meaning of each
category, and the assignment of a value to each category using numbers. In this table,
1 is considered catastrophic meaning possible deaths and equipment destroyed and 4
is considered negligible or of little consequence with two levels in between.
Severity Levels
Description Level Mishap Result Criteria
Catastrophic 1
Could result in one or more of the following: death, permanent
total disability, irreversible significant environmental impact, or
monetary loss equal to or exceeding $10M.
Critical 2
Could result in one or more of the following: permanent partial
disability, injuries or occupational illness that may result in
hospitalization of at least three personnel, reversible significant
environmental impact, or monetary loss equal to or exceeding
$1M but less than $10M.
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Severity Levels
Marginal 3
Could result in one or more of the following: injuries or
occupational illness resulting in one or more lost work day(s),
reversible moderate environmental impact, or monetary loss
equal to or exceeding $100k but less than $1M.
Negligible 4
Could result in one or more of the following: injuries or
occupational illness not resulting in lost work day, minimum
environmental impact, or monetary loss less than $100k.
Safety Risk Probability and Safety Risk Severity are combined into the Safety Risk
Index Ranking to help prioritize safety risks according to the table below.
Safety Risk Assessment Matrix
Severity
Probability
Catastrophic
1
Critical
2
Marginal
3
Negligible
4
A-Frequent 1A 2A 3A 4A
B- Probable 1B 2B 3B 4B
C-Occasional 1C 2C 3C 4C
D- Remote 1D 2D 3D 4D
E- Improbable 1E 2E 3E 4E
F- Eliminated Safety Risk Index Ranking
1A, 1B, 1C, 2A, 2B High Unacceptable
1D, 2C, 3A, 3B
Seriou
s
Undesirable - with management decision
required
1E, 2D, 2E, 3C, 3D, 3E, 4A,
4B,
Mediu
m Acceptable - with review by management
4C, 4D, 4E Low Acceptable - without review
The Chief Safety Officer documents recommendations regarding hazard rating and
mitigation options and reports this information to the Accountable Executive.
Subsection 6.3 Safety Risk Mitigation
The Chief Safety Officer, with assistance of key personnel, reviews current safety risk
mitigations and establish procedures to 1) eliminate; 2) mitigate; or 3) accept specific
risks. Prioritization of safety remediation measures is based on risk analysis and a
course of action acceptable to City management.
The safety risk must be mitigated if ranked as Unacceptable (High- Red). Those safety
risks that have been mitigated, even those mitigated risks shown as Acceptable status
(Low -Green) undergo regular and consistent monitoring to ensure the mitigation
strategy is effective.
Key strategies to minimize the types of risks that potentially exist include:
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Development and deployment of policies and procedures that address known
hazards and risks,
Discussion of other actions, strategies and procedures that might help safeguard
against unknown/unforeseen risks,
Training of drivers and other agency staff on all safety policies and procedures,
Training of drivers and other agency staff on methodologies for handling
emergencies, and
Training of drivers and staff on proper and effective use of emergency equipment
and communication technologies and protocol.
Safety risk mitigations are tracked and updated in the Hazard Log by the Chief Safety
Officer.
Section 7 Safety Assurance
The third component of the Agency’s SMS is Safety Assurance, which ensures the
performance and effectiveness of safety risk controls established under safety risk
management. Safety assurance also helps ensure that the organization meets or
exceeds its safety objectives through the collection, analysis, and assessment of data
regarding the organization's performance. Safety assurance includes inspection
activities to support oversight and performance monitoring.
The City monitors its operations and maintenance protocols and procedures, and any
safety risk mitigations to ensure that it is implementing them as planned. Furthermore,
the Agency investigates safety events and any reports of non-compliance with
applicable regulations, standards, and legal authority. The City also has an Injury
Illness Prevention Program (Appendix I). Finally, the Agency continually monitors
information reported to it from the management of contracted services.
Some of the key elements of the City’s Safety Performance Monitoring and
Measurement are described in the following section.
Subsection 7.1 Safety Performance Monitoring and Measurement
As part of the Safety Assurance Process, the City, staff and/or service contractors:
Monitors the system for compliance with, and sufficiency of, the Agency’s
procedures for operations and maintenance through:
o Safety audits,
o Informal inspections,
o Regular review of on-board camera footage to assess drivers and specific
incidents,
o Employee safety reporting program,
o Investigation of safety occurrences,
o Safety review prior to the launch or modification of any facet of service,
o Daily data gathering and monitoring of data relating to the delivery of
service,
o Regular vehicle inspections and preventative maintenance, and
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o Continuous feedback loop between leadership and all levels of the
agency.
Results from the above processes are compared against recent performance
trends to determine where corrective action needs to be taken.
Monitors its operations to identify any safety risk mitigations that may be
ineffective, inappropriate, or were not implemented as intended through:
o Reviewing results from accident, incident, and occurrence investigations,
o Monitoring employee safety reporting,
o Reviewing results of internal safety audits and inspections, and
o Analyzing operational and safety data to identify emerging safety
concerns.
If the mitigation is not implemented or performing as intended, a different course
of action is proposed to modify the mitigation or other action is taken to manage
the safety risk.
Conducts investigations of safety events to identify causal factors and
determines whether:
o The accident was preventable or non-preventable,
o Personnel require discipline or retraining,
o The causal factor(s) indicate that a safety hazard contributed to or was
present during the event, and
o The accident appears to involve underlying organizational causal factors
beyond just individual employee behavior.
The City and/or service contractors maintain documented procedures for
conducting safety investigations of events (accidents, incidents, and occurrences
as defined by FTA) to find causal and contributing factors and review the
mitigations in place at the time of the event. These procedures also reflect all
traffic safety reporting and investigation requirements established by the
California Highway Patrol (CHP).
Monitors information reported through any internal safety reporting programs or
other means:
o The Chief Safety Officer in coordination with the Public Works Program
Manager and Operations’ General Managers routinely reviews safety data
captured in contract safety reports, safety meeting minutes, customer
complaints, and other safety communication channels. When necessary,
the Chief Safety Officer ensures that the issues and concerns are
investigated or analyzed through the safety risk assessment process.
o The Chief Safety Officer, in coordination Public Works Program Manager
and Operations’ General Managers, also reviews the results of internal
and external reviews, including audits and assessments, with findings
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affecting safety performance, compliance with operations and
maintenance procedures, or the effectiveness of safety risk mitigations.
o The Chief Safety Officer discusses relevant safety issues and concerns
with the Accountable Executive and executive management and
documents the results of these reviews.
Compares system performance against established Safety Performance Targets
as described in Section 3 (Fatalities, Injuries, Safety Events and System
Reliability).
In the event of a fatality, the City complies with all FTA drug and alcohol
requirements. In California, every driver involved in an accident that results in
death, injury, or property damage over $1,000, effective January 1, 2017, must
report the accident on a Report of Traffic Accident Occurring in California (SR 1)
form to the Department of Motor Vehicles (DMV). The report forms are available
at www.dmv.ca.gov, by calling 1-800-777-0133, and at CHP and DMV offices.
Also, under California Vehicle Code §16002(b) the driver of a vehicle that is
owned or operated by a publicly owned or operated transit system, or that is
operated under contract with a publicly owned or operated transit system, and
that is used to provide regularly scheduled transportation to the general public or
for other official business of the system shall, within 10 days of the occurrence of
the accident, report to the transit system any accident of a type otherwise
required to be reported pursuant to subdivision (a) of Section 16000. The City
requires driver notification to the City immediately and maintains records of any
report filed pursuant to this paragraph.
Section 8 Safety Promotion
The fourth component of the City’s SMS is Safety Promotion, which includes a
combination of training and communication of safety information to employees to
enhance the Agency’s safety performance. Safety Promotion sets the tone for the SMS
and helps the City to establish and maintain a robust safety culture. Safety Promotion
has two-components: (1) Safety Communication; and (2) Competencies and Training.
Subsection 8.1 Safety Communication
Ongoing safety communication is critical and the City ensures communication occurs
up, down, and across all levels of the organization. Any lessons learned are
communicated to all concerned. Management commitment to address safety concerns
and hazards is communicated on a regular basis. Management encourages and
motivates employees to communicate openly, authentically, and without concern for
reprisal; ensures employees are aware of SMS principles and understand their safety-
related roles and responsibilities; conveys safety critical information such as accident
data, injuries, and reported safety concerns and hazards and their resolutions to
employees. The City and contract services provide tools to support safety
communication include:
Safety bulletins
Safety notices
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Posters
CDs or thumb drives or online safety video access
Newsletters
Briefings or Toolbox talks
Seminars and workshops
New employee training and refresher training
Intranet or social media
Safety Committee Meetings
Competencies and Training: Executive Management ensures that all applicable
employees attend the training provided to understand their specific roles and
responsibilities for the implementation of SMS. The City ensures SMS training in the
following areas:
All Employees:
Understanding of Safety Performance Targets
Understanding of fundamental principles of SMS
Understanding of Safety Reporting Program – Reporting unsafe conditions and
hazards/near misses
Understanding of their individual roles and responsibilities under SMS
Managers and Supervisors
Understanding of Safety Risk Management
Understanding of Safety Assurance
Understanding of Safety Promotion
Understanding of their individual roles and responsibilities for SMS
Executive Management:
Understanding of management commitment to and support of all SMS activities
All employees are required to acquire the competencies and knowledge for the
consistent application of their skills as they relate to safety performance objectives. The
City and its service contractors dedicates resources to conduct effective safety-related
skill training. The scope of the safety training is appropriate to each employee’s
individual safety-related job responsibilities and their role in SMS. Components of skill-
related training include:
Conducting training needs analyses to ensure that the right information is being
taught to the right employees using the most efficient training methods.
Communicating purpose, objectives, and outcome.
Ensuring relevant content by directly linking training to the trainee’s job
experiences so trainees are more motivated to learn.
Using active hands-on demonstrations and practice to demonstrate skills that are
being taught and provide opportunities for trainees to practice skills.
Providing regular feedback during hands-on practice and exercises.
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Reinforcing training concepts in the post-training work environment by giving
employees opportunities to perform what they have learned.
The City’s contractor, Thousand Oaks, also has a Public Transportation Agency Safety
Plan, and the City’s bus operator, MV Transit, conducts refresher training monthly
during employee safety meetings. Safety training topics include, but are not limited to:
Left Turns and Pedestrians, Winter Driving, Mobility Device Securement, and Fire
Safety/Fire Extinguisher Training. A copy of the MV Transit System Safety Program is
included in Appendix II.
Section 9 Documentation
Pursuant to 49 CFR Part 673.31, the City maintains records related to this Safety Plan
and SMS implementation for a minimum of three years. These documents include but
are not limited to the results from SMS processes and activities. City will make these
documents available to FTA Region 9, Caltrans, and other Federal and state agencies
upon request.
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Appendix I
CITY OF MOORPARK
INJURY AND ILLNESS PREVENTION PROGRAM
October 24, 2016
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I. INTRODUCTION
In California, every employer is required by law (Labor Code Section 6400) to
provide a safe and healthful workplace. In addition, General Industry Safety
Orders Section 3203 requires every employer in the State, regardless of size or
industry, to implement an Injury and Illness Prevention Program (IIPP). A written
plan is required that describes the procedures to be put into practice.
II. STATEMENT OF SAFETY POLICY
It is the policy of the City of Moorpark (City) to strive for the highest safety
standards. Safety does not occur by chance. It is the result of careful attention to
all operations by those who are directly and indirectly involved. Employees at all
levels must work diligently to execute the City's policy of maintaining safety and
occupational health.
This safety program has been developed to assure compliance with Federal,
State, and Local regulations with particular emphasis on the Occupational Safety
and Health Act (OSHA), and the OSHA requirements that apply to our
operations. It is the obligation of all employees to be knowledgeable of the
standards established by these agencies and to implement the rules and
regulations contained therein on projects under their direction. Employees are
encouraged to access the California Joint Powers Insurance Authority (CJPIA)
Policy Library available through their website at www.cjpia.org to read or obtain a
copy of the current safety related sample policies, manuals, fact sheets,
checklists and other safety related forms.
Regard for the safety of our citizens, the general public, our own employees, and
the employees of our contractors is a responsibility of all levels of our
organization. We intend to prevent any human suffering. Accidents, even minor
ones, cause pain, both physical and mental. Prevention of injury and illness is a
goal well worth achieving.
A safe operation is organized, clean, and efficient. If every employee views
accidents in the same way we consider all other aspects of our operations, we
will be in a better position to control accidents and to improve the total
performance of our organization. It is, therefore, of utmost importance that all
aspects of our safety program are strictly adhered to, and that the intent of this
program is followed to the letter.
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III. ASSIGNMENT OF RESPONSIBILITIES
A. SAFETY PROGRAM COORDINATOR
The City Manager is the administrative head of the government of the City,
administers the City personnel system, and has overall responsibility for
compliance with and enforcement of laws and the ordinances of the City.
Section 2.12.060 of the City’s Municipal Code identifies the powers and
duties of the City Manager, including appointment authority. In compliance
with OSHA requirements, the City Manager has appointed the Assistant
City Manager, Administrative Services Department, as the City’s Safety
Program Coordinator with the following responsibilities:
1. Coordinate all loss control activities.
2. Establish minimum safe standards, rules, and regulations.
3. Review all supervisor accident investigation reports and follow up
on corrective action.
4. Establish training programs for employees and supervisors, as
required, and ensure safety training has been conducted as
required.
5. Report to the City Manager concerning safety concerns.
6. Serve as City representative for any OSHA audit or inspection of
City property or facilities.
7. Designate a Chair of the Safety Committee (Reference: "SAFETY
COMMITTEE CHAIR’S RESPONSIBILITIES" under the "SAFETY
COMMITTEE" section for more specific responsibilities).
8. Appoint a Secretary to record activities of the Committee.
9. Supervise preparation of the OSHA Injury and Illness Reporting
Forms 300, 300A, and 301, and maintain records for legal retention
period.
10. Conduct audits of the City’s safety programs to evaluate
compliance with OSHA requirements.
11. Report to City management regarding safety compliance status,
new or upcoming regulations, and other safety issues that require
their attention.
B. MANAGEMENT
Department directors shall support the City safety policy by:
1. Delegating and assigning safety responsibilities to all levels of
personnel.
2. Becoming fully knowledgeable of hazards and injury potentials in
their departments.
3. Ensuring employees and contractors are aware of and comply with
safety standards, work procedures, and OSHA regulations.
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4. Disciplining employees per the City’s discipline policy for violations
of safe practices and work procedures.
5. Correcting in a timely manner any unsafe conditions or work
practices that are observed or reported.
6. Appointing a Department Safety Coordinator.
7. Consistently monitoring safety program developments, progress,
and effectiveness.
8. Providing a budget to support loss control efforts.
C. SUPERVISORS
Division managers and supervisors have the following responsibilities:
1. Become fully knowledgeable of hazards and injury potentials in
their departments and/or divisions.
2. Communicate and enforce all City policies and procedures relating
to job safety, including safety rules and regulations to employees
under their supervision and ensure that contractors adhere to the
provisions of their contracts.
3. Respond to employee suggestions concerning safety matters,
including investigating any complaints or recommendations for
changes to commonly accepted safety practices or procedures.
4. Become knowledgeable of safety codes and regulations.
5. Conduct timely and effective hazard identification surveys and
accident investigations, and submit all related documentation to the
Safety Committee.
6. Conduct employee safety training and orientation, and submit
documentation of this training to the Safety Coordinator.
7. Correct in a timely manner any unsafe conditions or work practices
that are observed or reported.
8. Discipline employees per the City’s discipline policy for violations of
safe practices and work procedures.
D. EMPLOYEES
1. Safe Work Practices. Employees shall follow all safety rules and
procedures and ensure safety on the job for themselves and other
employees by complying with the following safe work practices:
a. Know the job and always apply safe work practices.
b. Recognize the hazards of the job and take precautions to
ensure the safety of themselves and others.
c. Adhere to all City policies and procedures relating to job
safety including both general safe work rules and task
specific rules and regulations.
d. Report all unsafe working conditions, tools, or equipment to
supervisory personnel immediately.
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e. Actively participate and cooperate in the overall safety
program.
f. Use all personal protective equipment as required.
g. Comply with all safety instructions from supervisors.
h. Obey all health and safety warning signs and standards.
i. Immediately report all accidents (vehicular or personal)
regardless of severity to the supervisor.
j. Do not jump from truck beds, platforms, fences, or other
elevated places.
k. Do not take shortcuts in or over dangerous places.
l. Do not participate in practical jokes and horseplay.
m. Do not wear loose clothing and jewelry while working on or
near equipment and machines.
n. Lift heavy objects using proper techniques and assistive
equipment when needed, and comply with supervisor’s
safety instructions when lifting.
2. Safety Suggestion and Complaint Procedure. Employees shall
have the right to make suggestions or complaints concerning safety
matters, including anonymous suggestions or complaints. Safety
suggestions or complaints may be made at any time, and an open
communication process between an employee and supervisor is
encouraged. If an employee has a suggestion or complaint
pertaining to job safety that has not been resolved informally with
their supervisor or division head, then the following safety complaint
reporting process should be followed, unless the department head,
Safety Program Coordinator, or City Manager determines an
immediate response to a safety complaint is required based on the
potential for injury or illness:
a. If the employee is not in agreement with the decision
rendered in the informal suggestion or complaint procedure,
an employee shall have the right to present a formal
complaint in writing to the department head. The department
head shall review the complaint and meet with the employee
within ten (10) work days of receipt of the complaint. The
department head shall prepare a written response and return
it to the employee with a copy to the City Manager, within
five (5) work days after meeting with the employee.
b. If the employee does not agree with the decision reached by
the department head on the safety complaint, the employee
may present in writing a formal, signed complaint to the City
Manager, with a copy to the Safety Program Coordinator,
within five (5) work days after the employee's receipt of the
department head's decision. The Safety Program
Coordinator shall schedule a meeting with the employee and
City Manager within ten (10) work days. Within seven (7)
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work days after the meeting, the City Manager shall render a
formal decision in writing, with a copy to the employee,
department head, and Safety Program Coordinator. The
decision of the City Manager shall be final.
c. Employees that prefer to submit an anonymous complaint
may submit such complaint directly to the Safety Program
Coordinator, for a recommendation to the City Manager. The
Safety Program Coordinator shall provide a written notice of
the complaint resolution decision of the City Manager to all
applicable supervisory personnel and the department head
within seventeen (17) work days of receipt of complaint. The
decision of the City Manager shall be final.
IV. CITY SAFETY COMMITTEE
A. At the request of the Safety Program Coordinator, department directors
will designate committee members. The Safety Program Coordinator will
designate the Safety Committee Chair and may designate a Vice-Chair if
determined necessary.
B. Committee membership will include representatives from each City
Department. The Administrative Services Department will represent the
City Manager’s Office.
C. The Safety Committee will assist the Safety Program Coordinator in
carrying out a planned safety program.
D. The Committee should confine all activities to the safety of employees,
City vehicles and property, and public liability exposures.
E. The functions of the Committee shall include:
1. Review accident trends, analyze records and reports, and take
appropriate action where trend indicates need.
2. Discuss injury prevention strategies.
3. Check on all activities to see that they are being carried out
effectively. (Some examples are: monthly department inspections
by first line supervisors, accident investigations by supervisors,
meetings on safety between employees and first line supervisors,
prompt action on safety work.)
4. Assist all supervisors in their efforts to implement accident
prevention.
5. Review recommendations submitted by supervisor, and take
appropriate action.
6. Promote and maintain interest in departmental safety activities,
inspections, etc.
7. Review and discuss accident experience.
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8. Investigate accident reports as a basis for recommending means to
prevent recurrence.
9. Review recommendations resulting from departmental inspections
and establish a procedure for handling suggestions.
10. Develop and review safety rules.
11. Discuss non-confidential safety complaints received from
employees.
12. Conduct safety inspections.
F. This Committee will meet not less than quarterly each year. Each meeting
will be documented through the use of the Minutes form in the Staff
Share/Risk Management/Injury & Illness Prevention Program folder. The
Minutes shall be prepared by the Safety Committee Chair, or by any other
designee of the Safety Program Coordinator. Each committee member is
responsible for reporting back to his/her department or division any
pertinent information discussed at the safety meeting.
G. The following is presented as a suggested order of business for Safety
Committee meetings:
1. Call to Order - the meeting should be called to order promptly at the
appointed time.
2. Roll Call - names of members and others present and absent
should be recorded.
3. Minutes of Previous Meeting - should be read and corrections
made.
4. Unfinished Business - all matters on which definite decisions have
not been made should be brought up for reconsideration.
5. Review of Accidents and Statistics - any accidents, which occurred
since the prior meeting, should be reviewed and preventative
measures discussed.
6. Safety Education- when time permits, the Chair will head a
discussion on a selected safety topic.
7. Inspection and Recommendations - review Department Inspection
Reports and include in the minutes.
8. New Business - safety suggestions and potential hazards and
recommendations should be discussed.
9. Adjournment
H. The agenda will be published and sent to each Committee member prior
to the meeting. It will also be posted on the bulletin boards for employees
to observe at least twenty-four (24) hours prior to the scheduled meeting.
I. The date, time, and place of the meeting will be noted on the posted
agenda.
J. The duties of the Chair of the Safety Committee will include:
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1. Through consultation with Safety Program Coordinator, direct
activities of the Safety Committee.
2. Schedule and conduct quarterly meetings.
3. Supervise selection and distribution of safety educational and
motivational literature or posters on bulletin boards.
4. Determine, with the Safety Program Coordinator, the need for
authoritative safety references (codes, standards, etc.), procure
them and place them in the hands of persons who are to apply
them.
5. Assist in the review and critique of accident investigation reports.
6. Assist in the safety education of Committee members.
7. Assign Committee members special projects, with the approval of
the Safety Program Coordinator.
8. Assist and advise the Safety Program Coordinator in the
formulation and presentation of safety training programs.
9. Assist the Safety Program Coordinator with coordination with the
CJPIA insurance company(ies) and other safety representatives
serving the CJPIA, accompanying them on their surveys, if
requested by the Safety Program Coordinator, and make maximum
utilization of their assistance.
V. EMPLOYEE EDUCATION AND TRAINING
A. Apathy about safety and unsafe actions are often the cause of accidents
in business and industry. Training is one way to change the way
employees think and act. Training of employees should start the first day
on the job. It should continue thereafter.
B. All employees shall receive safety training to assist them in effectively
completing their responsibilities in this regard.
C. All new hires shall review the IIPP and sign an acknowledgement as a part
of the new employee orientation. The IIPP shall be subsequently reviewed
and acknowledged in writing by employees each time the IIPP is
amended.
D. Safety training and orientation must be documented by the supervisor in
the mid-probation and annual performance evaluations. Evidence of
completion of mandatory OSHA Safety training shall be provided to the
Safety Program Coordinator for filing purposes.
E. Supervisors are responsible for observing the new employee on the job
after initial orientation and training have been completed and establishing
a period for evaluating employee safe work habits to ensure compliance
with safety standards.
F. Supervisors are responsible for providing safety training to the employees
under their supervision. Basic safety training will be provided to all new
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employees and to current employees when given new or different job
assignments. Supervisors should also periodically review safety training
topics with employees under their supervision. Basic safety training will
include the following:
1. Management’s intent and attitude towards safety.
2. City safety policies, rules, and procedures.
3. Written job description information to compliment actual on the job
training activities.
4. Use, care, and maintenance of any required personal protective
equipment.
5. Potential exposure to any major hazards (e.g., chemicals, toxic
materials, hazardous equipment, etc.) and ensure that they fully
understand the degree of hazard and the necessary precautions.
6. City disciplinary policies for violation of safety rules and regulations.
.
G. Periodic safety training, typically provided by CJPIA or another
professional organization, will be scheduled by the Human
Resources/Risk Management Division and includes the following:
1. Blood-borne pathogens.
2. Fire extinguisher use.
3. Driver awareness.
4. Hazard communication.
H. Additional specialized training, typically provided by CJPIA or another
professional organization, may be scheduled by a department director, a
supervisor (with the department director’s approval), or the Human
Resources/Risk Management Division. Specialized training may include
the following:
1. Respiratory training and fit test.
2. Confined space entry.
3. Hearing conservation.
4. Heat stress.
5. Ergonomics.
6. First aid, CPR, and AED.
7. Preventing substance abuse, safety sensitive positions.
I. Training shall also be provided directly by a supervisor, or if a more
specialized level of training is needed, scheduled with a professional
organization by a department director or a supervisor (with the department
director’s approval) whenever:
1. New substances, processes, procedures, or equipment are
introduced to the workplace and represent a new hazard. Any new
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substances or equipment shall include training that follows the
manufacturer’s guidelines.
2. Management becomes aware of a new or previously unrecognized
hazard.
VI. FACILITY INSPECTIONS
A. Inspection procedures have two basic objectives:
1. Maintaining a safe work environment and controlling the unsafe
actions of people, and
2. Maintaining operational profitability.
B. Inspections will not be limited to a search for unsafe conditions but will
also try to detect unsafe practices.
C. Corrective actions needed and other recommendations resulting from
inspections will be prioritized, assigned to a responsible individual and
given a time limit for completion.
D. Inspections shall be completed annually.
E. The Facilities Office Hazard Checklist and Safety Checklist will be used
during facility inspections (the Inspection Checklist Forms are available in
the Staff Share/Risk Management/Safety Committee folder).
1. All formal inspections must be documented.
2. The Facilities Office Hazard Inspection for each workplace facility is
to be conducted by the employee designated by the Parks and
Recreation Director.
3. The Safety Inspections are to be conducted by the employee
designated by each department director. The Administrative
Services Department will represent the City Manager’s Office.
4. Copies of the Inspection Checklists or a summary report prepared
by the Safety Committee Chair shall be submitted to the Safety
Committee for review.
VII. ACCIDENT INVESTIGATIONS
A. The objective of an accident or incident investigation is to find the causes
of an accident or other incident that results in injury, illness, or property
damage. This will allow corrective action to be devised and implemented
and minimize a recurrent problem.
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B. Employees must report all accidents, injuries, and work-related illnesses,
as well as any incident that could have resulted in an injury or property
damage (including near miss incidents) to their supervisor immediately. If
their supervisor is not immediately available, the accident, injury, illness,
or incident must be immediately reported to the Human Resources/Risk
Management division and the department director.
C. Investigation procedures are as follows:
1. Investigations will be conducted for all accidents or incidents which
require an employee to seek a physician's care, prevent an
employee from completing all of their job duties, or cause property
damage. An accident investigation will also be required for all first
aid cases, which might have resulted in more serious
consequences.
2. The investigation will be made by the supervisor in charge of the
injured employee, or that supervisor having jurisdiction over the
damaged equipment and/or property.
3. The investigation shall be made within 24 hours of the accident or
incident.
4. The supervisor conducting the investigation will record the results
of the investigation on the Supervisor’s Injury or Illness Event
Report (for any work-related employee injury or illness) available in
the Staff Share/Human Resources/Workers Compensation folder,
and may be asked by the Safety Program Coordinator to also
complete the CJPIA Significant Incident Form available in the Staff
Share/Risk Management/Forms folder (including for recording of
property damage and/or non-employee injury or illness).
5. The completed investigation form(s) will be reviewed by the Safety
Program Coordinator and discussed with the Safety Committee.
6. The investigation report shall indicate the specific causes of the
accident or incident. Specific actions or conditions which led to the
accident or incident must be included. Statements such as "the
cause of the accident was carelessness" are not useful or
acceptable.
7. When applicable, the Workers’ Compensation Claim form (DWC 1
form) available in the Staff Share/Human Resources/Workers
Compensation folder, and the Employer’s Report of Occupational
Injury or Illness form (Form 5020) will be completed and submitted
to the City’s Workers Compensation claims adjuster company
within the time limits required by State law. California law requires
employers to complete the Employer’s Report of Occupational
Injury or Illness Form 5020 within five (5) days of knowledge of
every occupational injury or illness which results in lost time beyond
the date of the incident or requires medical treatment beyond first
aid (this report is typically completed online by the City’s Human
Resources/Risk Management staff). Every serious injury/illness or
death must be reported immediately by telephone or FAX to the
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nearest office of the Division of Occupational Safety and Health
(OSHA) and the CJPIA. All supervisors have direct responsibility to
immediately accomplish the serious injury/illness or death reporting
as required by law.
VIII. CHEMICAL, EQUIPMENT, AND PROCEDURE INSPECTIONS
A. Inspections shall be conducted when new substances (including
chemicals), processes, procedures, or equipment are introduced into the
workplace that represent a new occupational safety or health hazard. This
inspection shall be conducted by the Department Safety Coordinator or
other designee of the Safety Committee Chair or Safety Program
Coordinator. The purpose of the inspection shall be to determine what, if
any, new training is needed for the new substances, processes,
procedures, or equipment and to ensure the proper use and/or
implementation of the new substances, processes, procedures, or
equipment.
B. Substances, equipment, and procedures not currently in use or operation
must be reviewed and approved by the Department Safety Coordinator
prior to purchase, use, and/or implementation.
IX. CORRECTING UNSAFE AND/OR UNHEALTHY CONDITIONS
A. All employees should be cognizant of unsafe and/or unhealthy conditions,
and are responsible for either correcting or reporting unsafe and/or
unhealthy conditions. Employees must correct unsafe and/or unhealthy
conditions when it is within their job description and capability to do so. If
an employee is unable to correct an unsafe and/or unhealthy condition,
he/she must report it to his/her supervisor, or complete a work order to
have the condition corrected.
B. Methods of correcting unsafe or unhealthy conditions will vary depending
upon the degree of hazard and control of the work site. Minor hazards,
such as housekeeping issues, trip hazards, minor spills, etc. shall be
corrected immediately. Hazardous conditions of a more serious nature, or
conditions which cannot be immediately remedied, must be handled so as
not to result in injury, illness, or property damage. This may require work
to be stopped, equipment to be tagged and taken out of service until
repaired, or the area to be cleared until corrective action can be taken.
C. Hazards of an imminent nature will require emergency notifications and
evacuation. If an emergency situation arises that results in an imminent
hazard that cannot be immediately abated, employees will be evacuated
(per the City’s evacuation procedures) from the area to a safe location
until the situation is corrected.
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D. Any injury, illness, or property damage that results from an unsafe and/or
unhealthy condition must be reported, and an investigation will be
completed as described in the Accident Investigation section of this IIPP.
X. SAFETY PROGRAM EVALUATION
A. In order to ensure that the City’s Safety program is adequately monitored
and maintained, it is necessary to conduct periodic evaluations of the
program and the supervisors' activities that are a vital part of it.
B. These evaluations are designed to complement the ongoing monitoring
conducted by the Safety Committee through their efforts.
C. Annually, each department director will complete the Annual Safety
Program Evaluation Form in the Staff Share/Risk Management/Injury &
Illness Prevention Program folder for submission to the City Manager on
the due date as determined by the City Manager.
D. The Annual Safety Program Evaluation forms will then be reviewed and
discussed at a Management Staff Meeting. “Unsatisfactory” and “Needs
Improvement” ratings shall be discussed and included as a focal point of
management efforts during the next year.
E. For the Public Works and Parks, Recreation, and Community Services
Departments, the Report of Supervisor’s Safety Activities Form (available
in the Staff Share/Risk Management/Injury & Illness Prevention Program
folder) should be submitted by supervisors of maintenance staff to
department directors no less than annually for review and action as
necessary. A copy of those reports should be attached to the Annual
Safety Program Evaluation Form when submitted to the City Manager.
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SYSTEM SAFETY PROGRAM PLAN
for
MV Transportation, Inc.
Appendix II
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Table of Contents
Section 1: Introduction .................................................................................................. 6
1.1 Introduction ................................................................................................................................ 6
1.2 Policy Statement and Mission .................................................................................................. 6
1.3 Purpose ........................................................................................................................................ 6
1.4 Scope ............................................................................................................................................ 6
1.5 Goals ............................................................................................................................................ 7
1.6 Objectives .................................................................................................................................... 7
1.7 Introduction and System Description ..................................................................................... 7
1.8 MV Transportation as a Company .......................................................................................... 8
1.9 Measures of Service ................................................................................................................... 9
1.10 Operations ................................................................................................................................... 9
1.11 Scope of Services and Organizational Structure .................................................................. 10
1.12 Elements of MV Transportation’s Plan ................................................................................ 10
1.13 Paratransit Van and Bus System Service ............................................................................... 17
1.14 Operations ................................................................................................................................. 17
1.15 Maintenance .............................................................................................................................. 18
1.16 Systems Modifications ............................................................................................................. 18
Section 2: Safety Activities - MV Transportation Executive Safety Committee ......... 20
2.1 Introduction – Control and Update Procedures ................................................................. 20
2.2 ESC Description ...................................................................................................................... 20
2.3 ESC Committee Chairperson and Chairperson Elect ........................................................ 20
2.4 ESC Member Responsibilities ................................................................................................ 20
2.5 Methodology to Achieve SSPP Goals ................................................................................... 21
2.6 Hazard Identification and Resolution Process (MIL - 882D) ........................................... 22
1. Hazard Identification .................................................................................................... 22
2. Hazard Assessment ....................................................................................................... 22
2.7 Risk Assessment ....................................................................................................................... 23
2.8 Follow-Up ................................................................................................................................. 25
Section 3: Safety Activities: Risk Management, Safety & Training ............................ 26
3.1 Risk Management Department .............................................................................................. 26
1. Insurance Program ........................................................................................................ 26
2. Claims Management ...................................................................................................... 26
3. Employee Related Work Injuries................................................................................. 27
4. Third Party Contracts .................................................................................................... 27
3.2 Operations Safety & Training Group ................................................................................... 27
1. Safety & Training Compliance Procedures ................................................................ 28
2. Training and Certification Programs........................................................................... 29
3. Employee Safety Programs and Training ................................................................... 30
4. Maintenance Safety Committee ................................................................................... 30
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Section 4: Safety Activities: Bus/van Transportation and Maintenance .................... 31
4.1 Introduction .............................................................................................................................. 31
4.2 Operations Department .......................................................................................................... 31
1. Safety Rules and Procedures ........................................................................................ 31
2. Safety Monitoring .......................................................................................................... 31
3. Accident / Incident Investigation ............................................................................... 31
4. Safety Awards ................................................................................................................. 31
5. Drivers Licenses ............................................................................................................. 32
6. Substance Abuse Program ............................................................................................ 32
7. Maintenance Inspections .............................................................................................. 32
8. Safety-Related SOPs ...................................................................................................... 32
9. Safety Manual ................................................................................................................. 32
10. First Aid........................................................................................................................... 33
11. Industrial Incident Investigation ................................................................................. 33
12. Equipment and Facility Inspection ............................................................................. 33
4.3 Interdepartmental Coordination as it Pertains to Operations ........................................... 33
4.4 Configuration Management .................................................................................................... 34
Section 5: Other Organizational Units ........................................................................ 35
5.1 Safety Activities: Other Organizational Units - Introduction .......................................... 35
1. Department and Division Heads (Vice Presidents and Directors) ........................ 35
2. Operations General Managers ..................................................................................... 35
3. Supervisors ...................................................................................................................... 35
4. Employees ....................................................................................................................... 35
5.2 Human Resources Department ............................................................................................. 35
5.3 Business Development Department ..................................................................................... 36
5.4 Legal Issues ............................................................................................................................... 36
5.5 Procurement Handled by the Operations Department ...................................................... 36
5.6 Information Technology Department .................................................................................. 37
Section 6: Required Safety Doctrines .......................................................................... 38
6.1 Understanding .......................................................................................................................... 38
6.2 Safety Training .......................................................................................................................... 38
6.3 Fire Protection .......................................................................................................................... 38
6.4 System Security and Emergency Preparedness Plan (SSEPP) ........................................... 38
6.5 Hazard Communication (HAZCOM) .................................................................................. 39
6.6 Lock-out/Tag-out .................................................................................................................... 39
6.7 Environmental Management Program ................................................................................. 39
6.8 Drug and Alcohol Program .................................................................................................... 40
6.9 New Systems Design and Control Safety Procedures ........................................................ 41
1. New Systems User Requirements ................................................................................ 41
2. New Systems Safety Design Review ........................................................................... 42
3. New Systems Specifications ......................................................................................... 42
4. New Systems Acceptance Testing and Inspection ................................................... 42
5. New Systems Configuration Management ................................................................. 42
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6. Construction Safety Plan .............................................................................................. 43
7. Drug-free and Alcohol-free Workplace Policy .......................................................... 43
Section 7: Updates, Audits and Regulatory Agencies ................................................. 44
7.1 Implementation / Revisions ................................................................................................... 44
1. Updates ............................................................................................................................ 44
2. Audits ............................................................................................................................... 44
3. Audit Responsibilities .................................................................................................... 44
4. Audit Schedule ............................................................................................................... 45
5. Audit Content ................................................................................................................. 45
6. Follow-Up/Action Plans .............................................................................................. 45
7. Documentation .............................................................................................................. 45
8. External Safety Audits ................................................................................................... 45
7.2 Regulatory Agencies ................................................................................................................ 46
1. Local Regulatory Agencies ........................................................................................... 46
2. State Regulatory Agencies ............................................................................................. 46
3. Federal Regulatory Agencies ........................................................................................ 46
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System Safety Policy Statement
MV Transportation has developed this System Safety Program Plan (SSPP) with the goal of
providing the safest transportation possible for our customers and the clients of our service
area and the safest work environment possible for our employees. Each department and
division is directed and empowered to administer the SSPP and its specific activities for the
prevention, control and resolution of unsafe conditions and actions.
MV’s safety policy shall at all times be guided by the following principles:
1. Safety is the responsibility of every employee.
2. Our operating environment can be safeguarded.
3. Injuries and occupational illness can be prevented.
4. Preventing injuries and incidents is good business.
5. Management will train all employees to work safely.
MV Transportation’s management is responsible for providing leadership in promoting
safety throughout the agency. Management will ensure that all employees are committed to
the safety of MV Transportation passengers, employees and property, as well as to members
of the general public who use our transportation services. The management team will
provide and maintain a safe and healthy working environment and follow practices to
safeguard employees and other persons interacting with agency personnel, property and
equipment.
Employees have a duty to carry out daily work assignments in a safe manner and maintain
work areas in accordance with established departmental safety procedures. Employees are
required to abide by all procedures relating to security and safety and must not engage in any
conduct that poses a threat to themselves, other employees, the general public or MV
Transportation property.
The Senior Vice President of Safety & Training, the Vice Presidents of Safety & Training,
the Executive Vice President of Risk Management and the MV Transportation Executive
Safety Committee have the responsibility to develop and implement programs to promote
safe operations, reduce or eliminate accidents and monitor SSPP compliance and
maintenance.
All managers and supervisors have the responsibility to develop, implement and enforce
safety rules and procedures in their respective areas.
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Section 1: Introduction
1.1 Introduction
This document is the System Safety Program Plan (SSPP or Plan) of MV Transportation.
System Safety is defined by the U.S. Department of Transportation as follows:
“The application of operating, technical and management techniques and pr inciples to the safety
aspects of a system throughout its life to reduce hazards to the lowest level possible through the most
effective use of available resources.”
This Plan describes the MV Transportation system and provides a methodology for
identifying hazards and implementing plans for their resolution. It establishes
accountability for safety throughout the organization.
1.2 Policy Statement and Mission
Our mission is to be The Standard of Excellence in the provision of passenger transportation
services.
We will provide these services to both public and private agencies nationwide.
We will accomplish this mission in a safe, efficient and cost effective manner while treating
our employees as part of our family and our customers as our most important asset.
1.3 Purpose
The purpose of the SSPP is to establish formal mechanisms to be used by all MV
Transportation departments to:
Identify hazards associated with MV Transportation systems.
Eliminate, minimize or control these hazards.
Coordinate and establish system safety throughout the company.
Provide a leadership safety document that is fluid and changing with our operating
environments.
The SSPP will be used as a means of preventing injuries, accidents and other losses. It
demonstrates MV Transportation’s commitment to safety and compliance through loss
prevention programs. The Plan is consistent with federal, state and local regulations, and
assures that industry standards are maintained in accordance with the SSPP standards of the
American Public Transportation Association (APTA) and the Federal Transit Administration
(FTA).
1.4 Scope
The SSPP applies to all organizational units affecting or affected by MV Transportation’s
operations, planning, procurement, testing, operation and maintenance activities.
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1.5 Goals
The goals of the SSPP are as follows:
Identify, eliminate, minimize and/or control safety hazards and their associated risks.
Provide a superior level of safety in our transit and student transportation operations.
Support the safety efforts of the clients we serve throughout the country.
Achieve and maintain a superior level of safety in the company’s work environment.
Comply with the applicable requirements of regulatory agencies.
Maximize the safety of future operations through the procurement process.
1.6 Objectives
The following objectives provide a means of achieving the SSPP goals and measuring the
effectiveness of MV Transportation safety initiatives.
Establish safety policies, procedures and requirements that integrate safety into decision-
making and operations.
Assign responsibilities related to safety policies, procedures, and requirements.
Thoroughly investigate all accidents, fires, injuries and near misses.
Identify, analyze and resolve all hazards in a timely manner.
Meet or exceed safety requirements in specifications, equipment installation, and system
testing, operations and maintenance.
Meet or exceed safety requirements in vehicle operations and maintenance.
Evaluate and verify operational readiness of new contracts.
Minimize bus and van system modifications on company vehicles in the operational
stages by establishing and utilizing safety controls at system procurement and design
stages.
Thoroughly evaluate the safety implications of all proposed system modifications prior
to implementation.
Establish doctrines, standards and procedures for employee qualifications, selection,
training and performance.
Establish doctrines, standards and procedures for scheduling MV Transportation System
Description
1.7 Introduction and System Description
MV operates transportation services in many communities across the nation for transit
authorities, cities, counties, state agencies, private parties, and any other entities that desire
high quality, cost effective transportation services. By remaining true to our core values and
providing excellent service, MV has become one of the largest transportation management
firms in the United States.
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1.8 MV Transportation as a Company
MV has been providing transit services throughout our company history, beginning in 1975.
We serve many public organizations today in ongoing paratransit and transit operations
contracts.
MV is a professional and innovative contractor who supplies top quality, safe and reliable
transit service for our customers at reasonable prices.
Approximately one half of our operations are dedicated paratransit operations and one half
dedicated to fixed route/multimodal services. We perform maintenance functions in nearly
80% of our current contracts across the nation.
Please also see our locations map on the previous page for a graphic representation of the
national scope of our services.
Paratransit
MV has provided Paratransit services since our company’s founding in 1975, predating the
Americans with Disabilities Act. MV’s experience in Paratransit operations ranges from
countywide ADA paratransit services to door-through-door, stair-assist ADA paratransit
services. Included in the scope of many of these services, MV operates reservations and
dispatch call centers utilizing a variety of different reservations and dispatch systems. Today,
MV is the largest provider of paratransit services in the nation and has a greater ability to
support automated scheduling software systems than any other firm.
MV works effectively with their clients in customizing their systems to meet the needs of the
community, from implementing high-end scheduling software products to building in-house
software, to recommending use of technology such as Mobile Data Terminals (MDT),
Automated Vehicle Locator (AVL) or Geographic Information Systems (GIS) products. We
analyze each of our operations periodically throughout our contract term to ensure that we
operate high levels of efficiency and productivity.
Fixed Route
MV has extensive experience in managing and operating Fixed Route services. Encompassed
in this experience are contracts that include unique projects where MV has implemented new
services into communities who previously did not have a transit system, and expanded on
existing fixed route systems to further meet passenger demand. MV also has many contracts
where we operate Multimodal Systems, providing both Fixed Route and complementary
Paratransit transit systems.
MV’s Fixed Route services range from small employee shuttle bus services to large transit
operations in major U.S. cities. Each of these current fixed route service contracts requires
extensive interaction with our client agencies to ensure that the needs of the agency and the
passengers are met. We approach our Fixed Route services as a truly dynamic service that
must change to meet the growing and diverse communities we serve.
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MV Student Transportation
MV Student Transportation, Inc (MVST) offers safe, reliable operation and maintenance of
student transportation systems.
We partner with educational institutions throughout the U.S. to provide a wide range of
contracted services in a variety of academic settings. MVST provides standard home-to-
school services and special needs services, extracurricular activity trips, and charter
transportation services. MVST has contracts with public, private and charter schools and
provides university shuttle services.
MVST has been successful at providing excellent service quality, at substantial savings to our
clients through effective cost control and service efficiency. MVST also provides routing
expertise and assistance to our clients.
Fleet Services
MV's comprehensive and detailed approach to maintenance has resulted in higher fleet
reliability and improved physical appearance in a number of operations for which we have
assumed responsibility.
MV invests significant resources in the training and support of our maintenance teams. We
commit the time, resources and effort to ensure we exceed our customers’ expectations in
this important area, a reason a number of the people have joined the MV.
The majority of divisions of MV have a dedicated service and maintenance shop on-site to
conduct vehicle maintenance. The shops are either owned by our clients or leased by MV
Transportation.
1.9 Measures of Service
Typical Modes of Service: Demand Response and Fixed Route
Measure of Service Indicator Exposure
Fixed route
Public bus stops, shelters, transit centers owned and maintained by our clients.
Paratransit
Door-to-door, curb-to-curb, other
Multi-modal services
Special trip requests
Outside public domain
Charter
Other
1.10 Operations
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MV Transportation’s Operations Department includes Operations, Vehicle Maintenance and
Safety & Training.
Vehicle Maintenance
The Vehicle Maintenance Group is responsible for the day-to-day revenue vehicle
maintenance at our operating divisions. They also maintain support vehicles. There is more
detailed information about this in Section 5.
Safety & Training Group
The Safety & Training Group supports the entire operation to ensure that workers are
knowledgeable, skilled and always focused on safety. There is more detailed information
about this in Section 4.
1.11 Scope of Services and Organizational Structure
The MV Transportation system includes operation of paratransit vehicles, transit buses and a
fleet of non-revenue support vehicles. These are explained in detail in Sections 3, 4 and 5.
1.12 Elements of MV Transportation’s Plan
APTA recognizes 26 elements for a system safety program plan. MV Transportation’s plan
includes all the elements, below in APTA’s order:
Element 1: Policy Statement and Authority for System Safety
Program Plan
This is listed in Section 1.2 of SSPP.
Element 2: Description of Purpose for System Safety Program Plan
This is listed in Section 1.3 of SSPP.
Element 3: Clearly Stated Goals for Bus Safety Management Program
This is listed in Section 1.5 of SSPP.
Element 4: Identifiable and Attainable Objectives
This is listed in Section 1.6 of SSPP.
Element 5: System Description
This is listed in Section 2.1 of SSPP.
Element 6: Control and Update Procedures
This System Safety Plan will be reviewed every two years and updated as needed by the
Senior Vice President of Safety & Training and the Executive Vice President of Risk
Management in consultation with the Executive Safety Committee and senior management.
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The SSPP Committee, which is also called the Executive Safety Committee or ESC, will
conduct reviews of all proposals for changes of the Plan. All proposed regulatory changes
will be reviewed by the Committee and will be published as addenda to the SSPP.
If system changes occur, the Senior Vice President of Safety & Training, the Executive Vice
President of Risk Management, the ESC Chairperson and the Committee will ensure that
any changes outside a scheduled SSPP review are incorporated into the SSPP. Change
bulletins may be issued within the two-year period, provided they are properly authorized by
the Committee and distributed through the company. The final decision of whether a
change is issued as addenda or requires a revision and redistribution of the Plan lies with the
Senior Vice President of Safety & Training, the Executive Vice President of Risk
Management, ESC Committee Chairperson and the Committee.
Element 7: Hazard Assessment, Recognition, Evaluation and Control
Establish and maintain safe and healthful conditions by identifying hazards, evaluating their
potential effects, developing ways to eliminate or control them and planning action priorities.
MV Transportation will use numerous tools to recognize and evaluate hazards. Then, given
the nature of the hazards identified, MV Transportation will take specific actions to control
them.
MV Transportation’s Safety and Training Group of the Operations Department is heavily
involved in hazard evaluation and control. This group is responsible for conducting periodic
occupational and operational inspections of facilities and equipment to identify hazards on a
proactive basis.
All MV Transportation employees are responsible for hazard identification and reporting any
potential hazards to their supervisor.
There is more information about this listed in Section 3.5.
Element 8: Accident / Incident Reporting and Investigation
This is listed in Section 4.3.
Element 9: Facilities Inspections (Systems, Programs, Equipment and Rolling
Stock)
All operating facilities are subjected to periodic safety and maintenance programs
inspections/audits to ensure compliance with Company policy and regulatory requirements.
It is each division General Manager’s responsibility to ensure on-going inspections are
conducted. It is the responsibility of each region’s Vice President to follow up on this audit
task.
Facility Inspections include monthly salf-inspections, annual facility audits, preventive
maintenance inspections, annual fire inspections and insurance underwriter inspections. Our
clients who are contracted to serve may also inspect the facilities. Typically, in many MV
locations, the client or agency we serve owns the facility that MV Transportation uses to
conduct its business.
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Annual Facility Audits – Each Operating Division is subject to a comprehensive audit by
members of the MV Transportation maintenance and safety teams on an annual basis.
Members of Operations will also support this process by performing and documenting a
monthly facility self-inspection. Standard inspection forms and photographs are used to
document the condition of all major components at each facility. Components include
foundations, substructures, superstructures, exterior closures, roofing, doors, walls, floors,
conveyors, plumbing, electrical and safety systems. These audits are used to prepare
condition profiles that assist in planning and programming all maintenance repair and
rehabilitation projects into annual budget plans.
Preventive Maintenance Inspections – Each division operating facility has a scheduled
PM program that ensures the facilities and their equipment are inspected and serviced based
on the manufacturers’ recommendations. These inspections are performed by in-house staff
and are typically on a quarterly basis. The client who may own the facility may incorporate
additional inspection guidelines.
Fire Safety Inspections – Each division is subjected to an unannounced fire inspection.
These inspections are based on compliance with all City fire and life safety codes.
Inspections are documented in the form of reports, with follow-up on any areas of identified
weaknesses. These inspections should happen at least once a year.
Insurance Inspections – Each division is subjected to a scheduled inspection by MV
Transportation’s insurance provider on a recurring basis. Insurance inspectors conduct the
inspections and provide written reports, documenting their findings and recommendations.
In addition to the above scheduled inspections, various members of MV Transportation
staff conduct daily walk-throughs at each division operating facility with a focus on safety.
Transit Centers and bus stops in fixed route service also are subject to routine inspections
focusing on the safety and security of the traveling public.
The goal of each of these inspections is to provide MV Transportation employees, the
clients we serve and the riding public with safe, reliable, high -quality service throughout the
country at all of MV’s locations.
External Audits – Audits of our safety procedures and systems at the Division and
Corporate level shall be used as directed by the Sr. VP of Safety.
Element 10: Maintenance Audits and Inspections
MV Transportation’s safety compliance assessment involves the process of spot-checking
maintenance documents such as DVI forms to find problems before they cause a negative
situation. Each maintenance area performs internal inspections daily. There is more
information in Maintenance Section 5.3. MV Transportation System Audits are covered in
Section 8.2.
Element 11: Rules and Procedures Review
MV Transportation ensures that annual and biannual reviews and necessary revisions are
performed for all safety rules/procedures or when a change in conditions may dictate such
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revisions. The Executive MV Transportation Safety Committee (ESC) must approve any
exceptions to this procedure.
The Chief Executive Officer, the Chief Operating Officer, the Executive Vice President of
Risk Management and the Senior Vice President of Safety & Training must approve any
exceptions to the Plan. The Committee will make necessary changes to the Plan in
accordance with the Procedures for Plan Revision found in Section 2.2, Element 6: Control
and Update Procedures.
All safety rules and procedures in effect shall be reviewed and revised in accordance with any
changes in all federal, state and local codes.
Element 12: Training and Certification Review and Audit
All MV Transportation training programs must be properly documented, regularly reviewed
and updated as needed. Each training area must be reviewed a nd audited at least annually.
All training will be reviewed to ensure it is being properly maintained and that employees are
receiving required training. The MV Transportation Safety & Training Division oversees this
function. There is more information in Section 4.3.
Element 13: Emergency Response Planning, Coordination, and
Training
MV Transportation, in conjunction with its clients has developed emergency procedures,
drill procedures and a drill schedule to conduct annual disaster and emergency response
drills in each of its modes of transportation. Emergency procedures are available at each
MV Transportation facility. These are covered in MV Transportation’s System Security and
Emergency Preparedness Plan (SSEPP).
Today’s safety and health programs must address risks beyond the organization’s walls. MV
Transportation will develop contingency plans and “what-if” worst-case scenarios to plan for
disasters, contractor activities and other liability exposures. These contingency plans will be
practiced and modified as necessary to achieve optimum protection. MV Transportation will
design and set up annual disaster and emergency training to ensure minimization of
exposure. This is also covered in the SSEPP.
All MV Transportation Bus Operators and Supervisors who are involved with the public
must receive training in emergency operations and participate in emergency drills as part of
their recurrent training. There is more information in Section 7.3.
Element 14: Process for System Modification Review and Approval
The SSPP was developed as a multidisciplinary document to identify, document and
coordinate the safety efforts of all personnel and all business units. During the process,
dozens of documents, guidelines, manuals, policies and procedures were identified that
outline the specific safety activities of various work groups. These items are identified as
Resource Documents and are maintained, in most cases, in the department to which they are
related.
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As MV Transportation’s operations, facilities, business and legal environments change, it
may be necessary to amend or add to this Plan. When such amendment or addition to the
Plan is proposed, it will be presented to the Executive Safety Committee for review and
analysis. Appropriate documentation, analysis and concurrence by all departments/divisions
impacted by the change will be required prior to submittal to the Executive Safety
Committee.
If it is determined to be a necessary and prudent change, the approval of the appropriate
division Vice President will be obtained before submittal to the President for final approval
and adoption.
Element 15: Safety Data Acquisition and Analysis
MV Transportation’s safety professionals conduct proactive safety and health activities,
including periodic inspections of facilities and other occupational health assessments. Other
activities include record keeping, conducting injury/illness/incident investigations and
performance reviews. MV Transportation safety professionals collect and analyze this data
in order to identify patterns and make recommendations. Complete and accurate records are
used to identify hazards as well as measure improvements in safety performance
Communication of safety data is managed electronically and through commercially available
software.
MV Transportation continually reviews policies, procedures, standards, legislation and other
activities designed to monitor and improve performance in safety.
Element 16: Interdepartmental Coordination
MV Transportation has continuing verbal and written communication procedures in place to
ensure interdepartmental and interagency coordination is occurring. Use of the SSPP will
help to achieve an open line of communication throughout the company and our clients.
MV Transportation understands that its real assets are people, not machinery, and employees
must recognize their stake in a safe and healthful workplace. Employees will be involved in
planning, implementation and improvement. Solutions to safety and health problems will be
solicited from affected employees. MV Transportation will ensure its employees contribute
to safety and health objectives through safety committees and teams. The Safety & Training
Group will also maintain a safety hotline on our internal website for all employees to use.
Element 17: Configuration Management
MV Transportation provides change control for its operations and those of its contractors
through the System Design and Control Process described in Section 7.6 of this document.
MV Transportation requires, as part of contract specifications, documentation in the form of
operations manuals and “as-built” drawings for new acquisitions and overhauls of any
owned vehicle rolling stock, system equipment and facilities. As required, certified and
qualified vendor trainers also provide training to MV Transportation and its clients. There is
more information in the Configuration Management Section 5.5.
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Element 18: Employee Safety Program and Training
New and transferred employees must become familiar with company polic ies and client
procedures and learn how to perform their jobs safely and efficiently. MV Transportation
will use on-the-job, classroom and specialty training to contribute to a successful safety and
health program. MV Transportation’s program will include hazard recognition, regulatory
compliance and prevention. Training will be reinforced though regular follow-ups with both
new and veteran employees. This document is also an integral part of the employee safety
program.
As part of its employee safety program, MV Transportation will use general approaches to
motivate employees and stress the role that visible management leadership plays in changing
unsafe or unhealthy behaviors and attitudes. MV Transportation uses three motivational
techniques on a regular basis: communication, incentives/awards/recognition and employee
feedback surveys.
Effective communication within the organization keeps employees informed about policies,
procedures, goals and progress. MV Transportation will spread the word about safety
programs inside the company through the use of bulletin board notices, newsletters,
meetings and other forums. Effective two-way communication between employees and
managers is critical, as is publicizing safety information in the community, and these will
become cornerstones of MV Transportation’s Safety and Health Programs.
Safety and health considerations are also important when planning for and staffing the
company’s work force. MV Transportation will research issues such as work safety rules,
employee assistance programs and requirements resulting from the Americans with
Disabilities Act. MV Transportation will comply with all laws and regulations, enhancing
worker dignity, safety, health and productivity.
Element 19: Hazardous Materials Plan
MV Transportation has a Hazardous Materials Management Plan for divisions (still under
development) that must use alternative fuels and hazardous materials as part of their client
requirements. This information is designed to assist local area Fire Departments in the event
of an emergency. This document names an emergency contact position and lists the types
and locations of chemicals stored at the facility.
Element 20: Drug and Alcohol Programs
MV Transportation has an extensive drug and alcohol program in place. MV
Transportation's program goes beyond FTA guidelines and has zero tolerance for substance
misuse. There is more information in the Drug and Alcohol Section 7.8.
Element 21: Contractor Safety Coordination
All contractor employees working on MV Transportation property or client property must
comply with all MV Transportation policies and procedures. If MV Transportation finds
that the contractor is not complying with the above requirements, MV Transportation has
the right to terminate contractor operations until full compliance is achieved.
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Element 22: Procurement
Operational safety and passenger safety are the highest priorities when defining vehicle and
facility design requirements. Design criteria are established to ensure the equipment meets
or exceeds all safety, flammability and environmental requirements and meets all state and
federal standards and regulations governing the specific equipment. MV Transportation’s
Operations Department works closely with all parties involved in any procurement.
Element 23: Alternative Fuels and Safety
MV Transportation has had a successful history of using alternative fuel vehicles when
required by our clients. As a result, any safety and regulatory initiatives required in the use of
alternative fuels have been met and followed by MV Transportation employees in support of
our client needs. We will continue to support the alternative fuel requirements of our clients
on each individual contract.
Element 24: Operating Environment and Environmental Compliance
MV Transportation will ensure that its environmental compliance program covers
compliance monitoring and contingency planning for emergencies. MV Transportation’s
program will include environmental management incorporating pollution prevention, waste
minimization and source reduction. MV Transportation will track and provide all necessary
documentation to ensure compliance with local, state and federal guidelines. We will also
meet individual client environmental requirements.
Element 25: Security
To emphasize the importance of security in all aspects of our organization, MV
Transportation has established a set of security activities, which are documented in the
System Security and Emergency Preparedness Plan (SSEPP). The overall goal of the
Security Program is to maximize the level of security afforded to all of our passengers,
employees and other individuals who come into contact with our services, as well as vehicles
and division facilities.
To ensure that the SSEPP is successfully implemented, the Senior Vice President of Safety &
Training and the Presidents of each MV Transportation company have the responsibility to
direct and oversee MV Transportation’s Security Program for the purpose of providing safe
and secure transit services. The plan complies with the Transit System Security Program
Plan Guide (FTA-MA-90-7001-94-1).
Element 26: Internal Safety Audit Process (Assessments, Audits, and
Evaluations)
MV Transportation will use a variety of evaluative tools to meet the needs of the
organization, including self-assessments and voluntary regulatory assessments. Numerous
resources will be accessed for conducting assessments, audits and evaluations, including the
company’s own internal staff. One such example is the periodic audits con ducted by our
Regional Vice Presidents of their General Managers’ Divisions.
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1.13 Paratransit Van and Bus System Service
MV Transportation provides paratransit and bus service to residents of more than 100 cities
across the country. There is more information about MV Transportation’s services in
Section 1.2.
1.14 Operations
Operations is responsible for managing and providing all MV Transportation operated
paratransit and bus service across the country. Some of the aspects of Operations include:
Provides paratransit and fixed route bus service for our clients across the country;
Leads and directs our operator and maintenance workforce;
Monitors service and the performance of Bus Operators to ensure that MV
Transportation provides a safe, courteous, reliable and on time service for the riding
public;
Provides evaluations of dial-a-ride service, routes, schedules, and facilities to determine
the effectiveness of service and condition of amenities;
Makes route changes as needed at the request of our clients;
Coordinates two-way radio communication to all revenue and non-revenue vehicles, and
receives and relays information to the proper sources to provide assistance and
coordination for a smooth service delivery;
Monitors bus services; and
Coordinates special events planning and services in support of our clients.
Safety
Road Supervisors monitor service for safety, on-time performance, efficiency and
compliance with operating rules. Ride checks also are performed periodically by Supervisors
to monitor operator performance.
Accident / Incident Investigation
Supervisors conduct the initial investigation and serve as an on-the-scene coordinator, which
involves securing witness statements, documenting evidence, etc. Operations coordinates
with the Safety & Training Group on classification of all incidents concerning preventability.
There is more information about this in Section 4.2.
Driver's Licenses – Physical Examinations – Drug & Alcohol Policy
Driver’s license checks are conducted periodically. Motor vehicle reports are pulled annually
for violations. Employees who have motor vehicle violations/convictions, DWIs, license
suspensions or any other activity in excess of what MV Transportation policy allows are
referred to appropriate managers for action. This function is now managed by Risk
management’s operator qualification group out of Elk Horn, Iowa.
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All employees receive a pre-employment drug test and are subject to random, post-accident,
reasonable suspicion and return-to-work testing as defined in the MV Transportation Drug
& Alcohol Policy. This program complies with all federal drug and alcohol testing laws and
regulations for employees in safety-sensitive positions. The program is administered by the
Human Resources Department.
1.15 Maintenance
The Operations Maintenance Division responsibilities focus upon the maintenance and
repair of MV Transportation equipment, rolling stock, and facilities. These responsibilities
include:
Performing preventive maintenance inspections, corrective repairs, troubleshooting,
campaigns and modifications, body shop repairs, vehicle servicing and cleaning of MV
Transportation revenue and non-revenue rolling stock.
Performing preventive and corrective maintenance of all MV Transportation mobile and
portable radios, electronic fareboxes, surveillance equipment and fixed-end
communications equipment for bus and paratransit operations where applicable.
Maintaining and repairing operating facilities equipment, including all installed
components and systems.
Developing and implementing training programs for mechanics, supervisors and other
maintenance personnel.
Processing and administering all vehicle, equipment and facility warranties.
Reviewing and monitoring consumable goods and services for contractual compliance to
technical specifications and quality standards.
Developing and implementing repair and maintenance procedures to ensure
performance and service quality are optimized.
Developing specifications, procedures, and requirements for the purchase, maintenance,
and improvement of vehicles, equipment and facilities.
Maintaining technical information related to the vehicles, equipment and facilities to
ensure that assets are maintained in accordance with the manufacturers' recommended
procedures.
Developing scope of work for construction and structural modifications to operating
facilities and equipment performed through contractor liaison. Conducting oversight
project management for operating facility and equipment modification construction
contracts to ensure work is performed in accordance with engineering design
specifications.
1.16 Systems Modifications
Proposed modifications often result from system observations, inspections, data analyses,
hazard reports, accident investigations and internal or external audits. Modifications may be
proposed as a means of improving a system’s efficiency, maintainability and performance, or
in order to eliminate or control hazards.
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MV Transportation has established a formal system review and approval process to ensure
that modifications do not negatively impact safety. The methodology used in addressing
system modifications includes control, testing and documentation (See paragraph 2.2,
Element 17: Configuration Management).
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Section 2: Safety Activities - MV Transportation Executive
Safety Committee
2.1 Introduction – Control and Update Procedures
The CEO and COO have delegated responsibility for implementing the SSPP to the Senior
Vice President of Safety & Training and Executive Vice President of Risk Management. The
Senior Vice President of Safety & Training oversees the Operations Safety & Training
Group, which in conjunction with the Risk Management Department monitors SSPP
implementation and maintenance.
The safety-related activities of the Executive Safety Committee (ESC) are described in this
section.
2.2 ESC Description
The MV Transportation Executive Safety Committee (ESC) will consist of Presidents, Vice
Presidents, Directors and General Managers within the various departments and divisions of
MV Transportation that have been identified as having a need to serve on the committee.
The areas represented on this committee include Operations, Maintenance, Safety,
Information Technology and Human Resources. The committee meets quarterly and is
charged with reviewing and approving all company safety changes, affected system elements
(facilities, equipment, etc.) and changes to the SSPP document. The committee members
also are responsible for reporting information from their division safety subcommittees.
2.3 ESC Committee Chairperson and Chairperson Elect
The MV Transportation Executive Safety Committee (ESC) elects the Chairperson by
general election vote from the committee members (to be approved). The Committee
Chairperson will serve in the role as Chairperson Elect for the period of one year before
assuming the role of Chairperson. The Committee Chairperson is responsible for
scheduling Committee meetings, preparing agendas, requesting assistance from nonmembers
and distributing ESC reports. The Chairperson also is responsible for maintaining complete
documentation of all ESC proceedings, including system modifications reviewed by the
ESC. Responsibilities include providing administrative, coordination and analysis support
for ESC activities. Reports from ESC members will be reviewed by the Chairperson to
ensure that required system safety activities are carried out. Reports of the committee
activities will be issued quarterly to MV Transportation management. The Chairperson will
reside in their position for a period of one year. The Chairperson Elect w ill provide
administrative support to the Committee Chairperson in their role.
2.4 ESC Member Responsibilities
All members of the ESC are responsible for participating in ESC meetings and assisting in
its activities, as requested by the Chair. During the scheduled ESC meetings, each member
is to apprise the Committee of any system safety issues, including proposed system
modifications involving his or her department. The members will also report on the level of
compliance with system safety requirements, including those pertaining to inspections, tests,
maintenance, certification, procurement, training, employee communication, accident and
incident investigations and procedures.
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2.5 Methodology to Achieve SSPP Goals
The methodology used in achieving SSPP goals and objectives involves having all MV
Transportation personnel take into consideration the safety implications of their decisions
and actions. It uses a proactive approach that stresses looking at systems and proposed
modifications to these systems from a safety perspective before losses occur.
The SSPP attempts to accomplish this through the following five steps:
1. Gaining an understanding of system functions and interrelationships among systems.
2. Identifying the critical elements and steps necessary to ensure that existing or planned
systems achieve the desired level of safety.
3. Establishing a process in which management controls are used to ensure these safety
critical elements and steps are consistently carried out.
4. Monitoring systems to ensure compliance with these requirements.
5. Improving the process by reviewing the effectiveness of management controls in
achieving the desired level of safety, and modifying safety critical elements and steps on a
continuing basis.
While these five steps describe the methodology of the SSPP, they also can be used at any
level of the organization as a means of maximizing the safety of all systems. The ESC has a
role in executing the functions necessary to carry out this methodology, as do all
departments and divisions. Specific safety-related tasks of the ESC are as follows:
Coordinate system safety activities of the company.
Meet to evaluate and resolve system safety issues that have not been resolved at the
department level.
Conduct special meetings as necessary at the request of Executive Management.
Compile pertinent system safety data and perform analysis to identify and assess
operational risk.
Assign its members, as well as other departments, tasks as necessary to address system
safety issues.
Request other entities within the agency to provide system safety support, such as data
acquisition and analyses, field and laboratory testing, experimentation, etc.
Assist in the investigation of accidents and incidents as appropriate or requested by
Executive Management or an ESC member.
Review maintenance records and failure reports and analyses to identify safety problems
related to maintenance activities.
Perform analyses to identify safety problems related to maintenance activities.
Evaluate proposed system modifications from a safety perspective.
Upon request, evaluate hazard resolutions proposed by other organizational units.
Use Committee consensus to develop hazard resolutions.
Bring feedback from department subcommittees back to ESC.
Report activities of the ESC to the MV Transportation Board as needed.
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2.6 Hazard Identification and Resolution Process (MIL - 882D)
The process of identifying and resolving hazards in the system is based on the FTA and
APTA’s adaptation of U.S. Military Standard MIL-882D. It involves three stages: Hazard
Identification, Hazard Assessment and Hazard Resolution. A description of this process
follows:
1. Hazard Identification
Hazard identification is a process whereby an attempt is made to discover conditions in the
system which, if not altered have the potential to cause accidents, injuries or other losses. All
employees are charged with the responsibility of identifying and reporting conditions that
have the potential to cause accidents, injuries or other losses. These conditions may be
found in the form of physical hazards, unsafe actions, and policies that create or fail to
recognize hazards. There also may be certain employees who, through periodic field
observations, review of incident and complaint data, and performance and complaint
records, are identified as needing special counseling, retraining or re-assignment.
Potentially hazardous conditions also may be identified through other means, including
those listed below:
Reports from passengers and other individuals through contact with our client customer
service, field personnel or management personnel.
Reports from operators and other field personnel regarding hazards associated with
agency vehicles, schedules, routes, policies and procedures.
Reports from maintenance personnel regarding equipment and facilities maintenance
hazards.
Investigation and review of accidents and incidents by safety personnel.
Collection and analysis of accident statistics and Risk Management information systems
data regarding safety, accident rates and claims reports.
Safety audits performed by knowledgeable system personnel.
Information, experiences and ideas from support departments.
Observations of facilities and operations in the workplace, including offices, by agency
personnel.
Conditions that have been identified as hazardous or potentially hazardous are reported to
the department head and the MV Transportation Executive Safety Committee (ESC). The
report may be made verbally or by use of a Hazard ID Form. If the department has not been
able to correct the condition within 30 days of receipt of the verbal or written report, the
item is placed on the agenda of the next meeting of the ESC.
2. Hazard Assessment
Hazard assessment involves determining whether assuming some or all of the risk associated
with a particular hazard would be acceptable and whether corrective action is called for. It
involves hazard severity, hazard probability and risk assessment.
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Hazard Severity
Hazard severity is a subjective measure of the worst credible mishap that could be expected
to result from human error, environmental conditions, design inadequacies, subsystem or
component failure or malfunction, and/or procedural deficiencies. Using U.S. Military
Standard MIL-882D, the ESC assigns one of four severity categories:
Hazard Severity Table
Category Description
1 – Catastrophic Death or system loss
2 – Critical Severe injury, severe occupational illness or
major system damage
3 – Marginal Minor injury, occupational illness or system
damage
4 – Negligible Less than minor injury, occupational illness
or system damage
Hazard Probability
The likelihood that a hazard will be experienced during the planned life expectancy of the
system can be estimated in potential occurrences per unit of time, events, population, items
or activity. The probability may be derived from research, analysis and evaluation of
historical safety data. Hazard probabilities are ranked as shown in the following table:
Hazard Probability Table
Probability Level Description
A – Frequent Likely to occur frequently. Continually experienced in the
fleet/inventory.
B – Probable Likely to occur several times in life of an item.
Likely to occur frequently in the fleet/inventory.
C – Occasional Likely to occur sometime in life of an item.
Likely to occur several times in the fleet/inventory.
D – Remote Unlikely, but possible to occur in the life of an item.
Reasonably expected in the fleet/inventory.
E – Improbable So unlikely, occurrence is not expected.
Unlikely to occur, but possible in the fleet/inventory.
2.7 Risk Assessment
After assessment of the severity and probability of a hazard, key departments and the ESC
will use a standard analysis. A determination will be made regarding acceptance of the risk
or taking corrective action. Risk assessment issues of significant impact will be submitted to
the CEO and the COO. This procedure also will be followed if there are issues where there
is a lack of consensus by the department involved and the ESC.
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Risk Assessment Frequency/Severity Matrix
Severity
Frequency 1
Catastrophic
2
Critical
3
Marginal
4
Negligible
A – Frequent 1/A 2/A 3/A 4/A
B – Probable 1/B 2/B 3/B 4/B
C – Occasional 1/C 2/C 3/C 4/C
D – Remote 1/D 2/D 3/D 4/D
E – Improbable 1/E 2/E 3/E 4/E
Hazard Resolution
After the risks are assessed, a plan is developed for resolution. There are essentially four
choices in the hazard resolution process, as shown in the Hazard Resolution Table below.
Hazard Resolution Table
Severity / Frequency Resolution
1/A | 1/B | 1/C | 2/A | 2/B | 3/A | Unacceptable—correction required.
1/D | 2/C | 2/D | 3/B | 3/C | Unacceptable—correction may be
required after review by CEO.
1/E | 2/E | 3/D | 3/E | 4/A | 4/B | Acceptable—with review by CEO.
4/C | 4/D | 4/E | Acceptable—without review.
The following hierarchy is used to eliminate or control hazards in the system:
Design for Minimum Risk. Provisions are made in all designs for the identification and
elimination of hazards through appropriate safety design concepts, such as fail-safe designs
and redundancy. If the identified hazards cannot be eliminated, they are controlled through
reducing the risk to an acceptable level.
Use of Safety Devices. Hazards that cannot be eliminated through design selection are
reduced to an acceptable level of risk through the use of fixed, automatic or other protective
safety design features or devices. The design provides for periodic functional checks of
safety devices.
Use of Warning Devices. When neither design nor safety devices can effectively control an
identified hazard, devices are used to provide timely detection of the hazard and to generate
adequate warning signals. The application of these devices shall be designed to minimize the
probability of incorrect reaction to the warning by employees or other individuals.
Provide Special Procedures. Where it is impossible to eliminate or adequately control
hazards through design, safety devices or use of warning devices, procedures and training are
used to control the hazard. Precautionary notation is standardized and safety -critical tasks
require certification through completion of MV Transportation-approved training courses.
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When the ESC has reached a consensus, a recommendation is first presented to the Chief
Operating Officer. After approval, it is presented to the CEO. The CEO may accept,
modify or reject the recommendation. If modified or rejected, the ESC is called into session
for further review and recommendation. Upon final approval of the CEO, the resolution is
placed into the hands of the responsible department for implementation.
2.8 Follow-Up
Follow-up of implemented resolutions is the responsibility of both the ESC and the involved
department(s). Two primary methods are used:
Statistical Analyses. Careful review of safety data, such as accident reports, claims,
customer complaints, etc., should continue for an acceptable time period after the
implementation of a hazard resolution. Comparison of “before-and-after” statistics also
can provide confirmation.
Audits. Auditing of the implementation resolution, including selective interviewing of
involved parties, surveillance, blind studies and use of inspectors. If the resolution is not
fulfilling the original objective or if implementation is inadequate, the ESC will be
responsible for taking appropriate action.
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Section 3: Safety Activities: Risk Management, Safety &
Training
3.1 Risk Management Department
The Risk Management Department is responsible for the insurance program, claim
management and third party contracts in MV Transportation. The Risk Management
Department also oversees the company’s operator qualification files and maintains a file
copy in Elk Horn, Iowa.
1. Insurance Program
The purchase of commercial insurance is one of the risk-financing methods used by MV
Transportation.
The Risk Management Department is responsible for protecting the assets of the company
through a systematic process of risk identification, assessment and evaluation of exposures
and hazards that adversely affect members of the public, our employees and the company's
property. Through risk identification and assessment, a determination is made of the
probability and severity of potential losses. Safety and loss control programs are developed
to modify and eliminate or reduce the risks of these exposures. Risks that cannot be
eliminated or reduced to an acceptable level require financing through one of the following
Risk Management techniques:
Transfer of risk to third parties through contractual language and indemnification
agreements;
Transfer of risk through the purchase of commercial insurance; or
Retention of risk through funded self-insurance programs.
Inspections of MV Transportation division facilities and fleet are carried out periodically by
representatives of Risk Management and/or the Safety & Training Group.
2. Claims Management
The information developed during the administration of self-insured claims and their
management provides information to MV Transportation on the causes and contributing
factors as well as the frequency and severity of accidents. This information is used by
Maintenance and Operations personnel to identify areas of focus for safety education and
training. The Risk Management data analyst enters safety and loss information into the RM
Information System (Risk Management), which provides accessible and understandable loss
data useful in the hazard identification process. This data is transferred over to MV’s
internal website for company management viewing.
Liability and workers’ compensation reports are used in pinpointing critical safety concerns
and areas in need of specific attention. Examples include losses by location/frequency,
claims by type of injury, losses ranked by total cost, losses identified by cause and losses by
division, department, location, route, etc.
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Reports are distributed to management for use in determining problem areas or to identify
certain individuals in need of specialized training. The Systems Safety Section uses the
reports to assist in analyzing safety trends and to monitor ongoing safety programs.
3. Employee Related Work Injuries
Employees involved in a work-related accident are required to report the accident to a
department supervisor, who documents the accident using state-approved reporting forms.
The Claims Adjuster classifies the type of accident before incorporating the claim into the
administrative process.
MV Transportation has a formal return-to-work program, which encourages employees to
return to work with restrictions in a modified duty assignment.
Reducing the frequency and severity of industrial accidents, through training programs,
procedural changes or implementation of safety devices, is the joint responsibility of Risk
Management and the affected division.
4. Third Party Contracts
The Risk Management Department reviews all contracts between MV Transportation and
third parties to ensure that sub contractors have appropriate and adequate insurance
coverage to protect the interests of MV Transportation, our employees and property, and
members of our client that may be affected by the services provided by the sub contractor.
Insurance requirements include, but are not limited to, general liability, workers’
compensation, auto liability and professional liability. MV Transportation requires
Certificates of Insurance naming MV Transportation as additional insured be received and
approved prior to the beginning of sub contracted work.
3.2 Operations Safety & Training Group
The Operations Safety & Training Group is responsible for all safety and training activities
in Bus and Paratransit Operations.
Safety & Training is involved in Operations training program design and program
implementation. Safety & Training is responsible for ensuring all training program needs in
Operations are met and addressed. All new-hire bus operators are trained under Safety &
Training’s tutelage. Safety & Training also works in partnership with Human Resources to
ensure all special needs training is met for all Operations employees.
Safety & Training also is responsible for all safety activities as they relate to Operations.
This includes incident and injury reduction, employee health and welfare, and all safety-
related aspects of public transportation.
The Senior Vice President of Safety & Training is tasked with leading the MV
Transportation Executive Safety Committee (ESC) and shares the SSPP oversight
responsibilities with the Executive Vice President of Risk Management. Elections will
occur in the future for new chairs of the committee. The committee chair position changes
annually. There is more information about this in Section 3.2.
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1. Safety & Training Compliance Procedures
The following outlines the policies and procedures of the Safety & Training Group, which
reports through Operations.
Operations Vehicle Incident Investigation
Employees are required to immediately report and document incidents and injuries, no
matter how slight. Bus Operators complete a written report on incidents and/or injuries
occurring on or near the bus. These reports are to be filled out before leaving the incident
scene.
Supervisors from the division location involved are called to every incident and assist in
controlling the incident scene, securing witness statements and performing the initial
investigation. All incidents are reported to the company’s 24 hour hotline telephone number
within a few minutes of occurring. If needed, an independent adjuster will be dispatched to
the scene.
Division Location Safety & Training Managers are notified of all incidents. Depending upon
the severity of the incident, a Safety & Training Manager may be dispatched to the scene.
Upon arrival, the Safety & Training Manager serves as the lead investigator at the incident
scene. The Safety & Training Managers are trained and certified in Bus Accident
Investigation by the Transportation Safety Institute (TSI).
The Area Safety Managers are responsible for determining the classification of incidents as
preventable or non preventable. This is done with the help and support of the division
Safety & Training Manager. If the division location General Manager disagrees with the
Area Safety Manager’s ruling, it is brought before the Senior Vice President of Safety &
Training for the final determination. The final decision may be appealed by Bus Operators.
The Vice Presidents of Safety & Training and Senior Vice President of Safety & Training
review all appeals.
If the incident is classified as preventable, the employee’s General Manager or his/her
designee will conduct an evaluation and make a decision regarding the appropriate corrective
or disciplinary action. Such decision will be made within 10 working days of rec eipt of
notification on preventability. Guidelines for making these decisions are outlined in the MV
Transportation Employee Handbook and Safety Culture Guide.
Additional Incident Investigation Process for Operations
The Road Supervisor is the first responder to investigate all reported incidents/accidents.
Additional personnel may respond to provide investigative assistance depending on the
severity, including an assigned independent adjuster. The on-duty claims adjuster will be
notified of all incidents classified as major events through the 24 hour hotline. All incidents,
no matter how minor, will be called in to the hotline immediately. A representative of senior
management will respond to all fatality accidents and other catastrophic events.
Emergency medical services will be requested for any injured parties via the division or client
Dispatcher. The investigative team will coordinate its investigation with the investigating
police agency and other MV Transportation personnel responding to the sce ne. The
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Supervisor also will ensure that all parties directly involved will be identified (including
potential witnesses) and contact information secured. The Supervisor also will ensure that
courtesy cards will be distributed and collected. The Supervisor will ensure that
comprehensive scene photographs are taken and that a scene diagram is prepared. Key
measurements also are to be recorded. If a Road Supervisor is unable to respond, the
operator must use the supplied incident kit that he or she carries. The operator will also be
responsible for taking pictures at the scene with the supplied camera in the kit.
All MV Transportation personnel will be subject to a drug/alcohol screen in accordance
with MV Transportation’s Zero Tolerance Policy.
All MV Transportation vehicle operators involved in an incident will complete an Incident
Report form while still at the scene. Documents, courtesy cards, photographic film, scene
diagram and any other investigative material will be sent to MV Transportation’s Risk
Management Claims Department. Copies also will be kept and held at the location division.
The Risk Management Division will archive the file on any Incident Reports on all fatality
incidents. The National Transportation Safety Board (NSTB) will be notified on all MV
Transportation incidents meeting the reporting criteria.
Safety Ride Checks
Safety ride checks are used to monitor Bus and Van Operator safety-related performance,
including speed, compliance with traffic regulations, vehicle handling and other safety-
related factors. MV Transportation requires a ride check on each operator twice a year.
Operators will be selected for targeted ride checks based on DriveCam history, customer
complaints, accident history, disciplinary history, or at the request of management or client.
2. Training and Certification Programs
Training programs designed to increase safety awareness are developed and taught by Safety
& Training personnel. Training is used as a regular part of recurrent training as well as in
response to specific problems identified in audits, safety check rides and statistical analyses.
Types of training experiences include:
LLLC Defensive Driving Program: Mandatory training for all Bus and Van Operators
that teaches defensive driving concepts behind-the-wheel.
Monthly Safety Meetings: Mandatory meetings attended by driving personnel where
instruction is offered on safe driving techniques, accident avoidance, customer relations,
radio usage and other safety-related topics.
Monthly Small Group Location Safety Meetings (LSC): In this version of the safety
meeting, employees are invited in small groups for discussion and problem resolution
with topics selected by the supervisor. An example of this is tool box safety meetings
for mechanics.
Personal Emphasis Safety Training (PET): This training is custom-designed to address
specific deficits in performance of employees. PET is accomplished with small groups of
individuals, depending on the nature and severity of the identified safety problem(s).
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Identification is accomplished through audits, customer complaints, observation, or
incident frequency.
Train-the-Trainer Behind-the-Wheel Instruction Courses: The Safety & Training Group
teaches a train-the-trainer course for all company BTW instructors. All BTW instructors
must be certified to instruct operators.
TSI Bus and Van Training Certification: All California BTW trainers must be certified
by TSI’s train-the-trainer instruction course. This is a four day course taught by TSI
certified instructors.
Other instructional events may include the use of safety videos played continuously in
the ready rooms, DriveCam video counseling sessions, individual counseling during and
after Safety Rides and Check Rides, and the following mandatory classes taught on an
on-going basis to employees. Some of the classes currently taught to Bus Operators are
Customer Relations & Conflict Resolution and the Ergometrics Passenger and Customer
(START) Program.
3. Employee Safety Programs and Training
The following outlines the Safety & Training Group’s responsibilities regarding employee
safety programs and training:
Oversee Operations safety programs and activities;
Oversee MV Transportation safety training program;
Submit recommendations to Operations management to improve safety procedures and
practices;
Review training programs and documentation to ensure personnel receive
comprehensive training and testing in safety areas;
Ensure safety training for contractors and other non-MV Transportation personnel
interfacing with sections of right of way in revenue service;
Conduct safety studies as directed by the Chief Operating Officer and Company
Presidents;
Investigate reported hazards;
Review safety rules and procedures;
Develop and maintain statistical database for all Operations safety records;
Liaison with public safety agencies; and
Liaison with our clients we serve.
4. Maintenance Safety Committee
The Maintenance Safety Committee, a management/worker group, will meet regularly to
discuss bus and bus maintenance safety issues. Issues that cannot be resolved are elevated to
the MV Transportation Executive Safety Committee. (This committee has not yet been
established but will be in the near future.)
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Section 4: Safety Activities: Bus/van Transportation and
Maintenance
4.1 Introduction
Service at MV Transportation is controlled by the Operations Department, which provides
both bus/van and vehicle maintenance service facilities.
4.2 Operations Department
The Operations Department is responsible for providing all MV Transportation operated
bus and van maintenance services. The functional areas of the department responsibilities
are Bus Operations and Maintenance.
1. Safety Rules and Procedures
The MV Transportation Employee Handbook defines rules and standard operating
procedures and serves as the official handbook of MV Transportation for Bus and Van
Operators. Safety rules in procedures are covered in complete detail in the new MV
Transportation Safety Culture Guide (under development).
2. Safety Monitoring
Operations Supervisors monitor bus and paratransit operations for safety, performance,
efficiency and compliance with operating rules. Ride checks and on board evaluations are
performed periodically by Road Supervisors and Safety & Training Managers to monitor
operator performance. All operators must have at least two ride checks a year.
3. Accident / Incident Investigation
A Road Supervisor conducts the initial investigation and serves as an On-Scene Coordinator
to secure witness statements, document evidence, etc. The Division Safety Manager
coordinates with the Area Safety Manager for investigation of preventability. Our Incident
Reporting Policy insures consistency in reporting and follow through company wide.
4. Safety Awards
The Operations Department conducts several award programs to encourage safe operating
practices, including a National, Regional and Division Safe Operator Award consistent with
the National Safety Council Safe Driver Award Program. Awards are given for 1, 5, 10, 15,
20, 25 years' safety record completion. A Professional Operator of the Year Award is also
given at the division, region and national levels. A major criterion for this award is the
avoidance of preventable accidents.
MV Transportation is developing a short term Safety Award Program for Bus and
Paratransit Operators. This short-term awards program recognizes operators that complete
a quarter and year without preventable incidents.
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5. Drivers Licenses
MVR checks are performed annually. Driver’s licenses’ are checked when operators check
in with dispatch.
6. Substance Abuse Program
Bus and Paratransit Van Operators receive a pre-employment drug test and are subject to
random, probable cause and post-accident tests as defined in MV Transportation’s Drug and
Alcohol Policy and Procedures and in compliance with federal drug and alcohol testing laws
and regulations for transportation workers in safety-sensitive positions.
7. Maintenance Inspections
State Safety Inspections – Some MV Transportation maintenance facilities have
technicians who are certified as State Safety Inspectors where this is required by state law.
These individuals carefully monitor the expiration dates of the safety inspection stickers
throughout their respective fleets and assure that all safety inspections are performed and
documented in a timely fashion.
Preventive Maintenance Inspections (PMI) – All revenue, non-revenue and off-road
support equipment is subject to scheduled Preventive Maintenance Inspection processes in
accordance with the manufacturers’ guidelines. The inspection processes afford the
opportunity to proactively assure that MV Transportation fleets are safe and well maintained.
This is done to meet our client contractual guidelines.
Post-Accident Quality Assurance Inspections – The Maintenance Division conducts
formal post-accident inspections on MV Transportation vehicles when there is an indication
that parts or vehicle system failure may have contributed to the accident. This is also
supported by the Safety & Training Group. Damage estimates are reported to the Risk
Management Department.
8. Safety-Related SOPs
Maintenance personnel work with established safety-related SOPs, including Lock-Out/Tag-
Out hazards materials and confined space procedures. Safety-related SOPs are developed by
the Safety & Training Group in cooperation with the maintenance division and must be
approved by management.
9. Safety Manual
All maintenance employees will be issued our industrial safety manual (currently under
development) applicable to the division to which they are assigned, through which they are
instructed on the rules and regulations of MV Transportation shops that reflect the overall
safety policies of the SSPP.
The manual addresses the following concerns: personal injury, hazardous material handling, personal
protective equipment, housekeeping, tools fire prevention, electrical (batteries) safety, welding, steam cleaning,
painting, road calls and material handling.
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Employees must adhere to all standard procedures and posted signs and understand the safe
practices and conditions of each job prior to starting the assignment. Questions regarding
safety of maintenance personnel or MV Transportation property are referred to the
employee’s immediate supervisor.
10. First Aid
Supplies are maintained in all MV Transportation shops. Shift Supervisors are trained to
follow specific procedures in case of employee injuries. Depending on the condition of the
employees, the Shift Supervisor may either allow them to return to work after receiving on -
site medical attention or have them transported to a medical facility.
11. Industrial Incident Investigation
The Safety & Training Group investigates and reviews industrial incidents. When necessary,
changes or additions to procedures, special communications or supplemental training are
initiated to prevent future incidents.
If identified hazards from this process are beyond the control of routine procedures, they are
referred to the MV Transportation Executive Safety Committee (ESC). Any major incidents
are also reported to the Chief Operating Officer, Region Presidents, RVPs, Vice Presidents
of Safety & Training and the Senior Vice President of Safety & Training.
12. Equipment and Facility Inspection
Daily inspections include equipment rooms, air compressors and AC units. Safety
equipment, such as sprinkler systems, fire extinguishers and security alarms also are checked
on schedules.
Reports of hazards and inoperative equipment generate specific, prioritized work orders.
Safety-related items are always top priority. If a safety-related, top-priority hazard requires a
special order for parts or tools to correct the situation, special privileges exist for obtaining
these items.
4.3 Interdepartmental Coordination as it Pertains to Operations
This program plan formalizes the establishment of lines of safety communications between
the Operations Safety & Training Group, the Risk Management Department and individuals
designated as Safety Coordinators, or focal points in MV Transportation’s
Divisions/Departments. The Safety Coordinators will be formally appointed and charged
with the authority and responsibility to interface with on-site management. The person
typically is the location or division Safety Manager.
In each facility, a safety-trained and qualified employee will be assigned safety responsibilities
including but not limited to:
Conducting and monitoring maintenance Toolbox Safety Meetings;
Assisting to verify adherence to safety policy and procedures;
Assisting the Safety Department in audits;
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Completing the MV Transportation hazard forms;
Functioning as a motivational safety force and an example for other employees in their
department; and
Reporting findings to the MV Operations Safety Committee.
4.4 Configuration Management
Configuration control procedures will be followed to assure that changes to facilities,
hardware, and operating and support systems are not made without the review of the new
configuration to ensure the modified system meets all approved safety standards.
The Safety & Training Group of Operations will include elements of configuration control
in the safety audits and reviews they conduct through the MV Transportation departments.
The MV Transportation Maintenance Division also plays a key role in configuration
management. It is responsible for all aspects of configuration management for revenue and
non-revenue rolling stock. These responsibilities include:
New Bus Purchases – A Project Manager (PM) is assigned to each new bus procurement
with a client. This is typically the GM assigned to that contract. The PM is responsible
for coordinating, monitoring and controlling all aspects of the new contract and the
ultimate equipment configuration. A formal review of MV Transportation’s technical
specifications (usually provided by our client) is conducted in the manufacturing plant of
each new bus contract to promote and assure full understanding of the required
vehicular configuration. This is usually done in support of the client we serve. A first
article vehicle is then produced, reviewed and approved as representative of all
production vehicles to be built under the terms and conditions of the bus contract. MV
Transportation Maintenance Inspectors may visit the manufacturing plant to monitor the
contractor’s in-plant inspection and configuration management. Upon final inspection,
release and acceptance by MV Transportation’s Maintenance division includes a post-
delivery audit of the bus equipment and records to assure that the agreed-upon
equipment configuration standards have been satisfied. MV Transportation’s
Maintenance Team conducts formal audits of the pre- and post-delivery processes.
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Section 5: Other Organizational Units
5.1 Safety Activities: Other Organizational Units - Introduction
General safety-related responsibilities for all MV Transportation personnel are as follows:
1. Department and Division Heads (Vice Presidents and Directors)
Responsible for the safety of their departments and divisions, including employees, facilities,
equipment, operations and services provided.
2. Operations General Managers
Responsible for the safety of their divisions, including employees, facilities, equipment,
operations and service provided. They are also responsible for evaluating and correcting
hazards.
3. Supervisors
This position is responsible for the safety of their units, including employees, facilities,
equipment, operations and services under their supervision.
4. Employees
All MV Transportation employees are responsible for working safely and following
established rules, procedures, policies and safe work practices.
All organizational units are responsible for Hazard Resolution as follows:
Maintain a hazard identification and reporting system in each division that encourages
employees to communicate unsafe conditions to management;
Resolve hazards reported or identified through inspections, analyses, incident
investigations, etc;
Use the process described in Chapter 3 for hazards and proposed system modifications
as appropriate; and
Follow up to ensure corrective actions are completed in a timely manner.
5.2 Human Resources Department
The Human Resources Department is responsible for recruiting, compensation, benefits,
employee relations, equal employment opportunity, training and development. In addition,
the department is responsible for:
Maintaining the drug and alcohol program;
Labor relations;
Uniform employee guidelines;
Conducting training courses to promote professional development and safety; and
Managing MV Transportation’s Drug and Alcohol Policy and Procedures, including the
administration of the drug/alcohol testing program listed in Section 7.8.
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5.3 Business Development Department
The Business Development Department is responsible for customer service, sales,
advertising and marketing, audio/visual graphics, the Internet, promotional events and
external communications. They are charged with finding and building new business for the
company.
The Department also plays a key role in providing safety-related information to our clients
through advertising, fliers, posters and the news media. Dissemination of information to the
news media includes providing details regarding accidents or safety-related incidents.
The safety aspects of MV Transportation’s operations are a major part of the Business
Development Department’s advertising and public information materials. The availability of
MV Transportation’s services and how to use them are topics explained in fliers, brochures
and other publications.
The Department helps coordinate public education efforts regarding safety around MV
Transportation’s services for the clients we serve.
5.4 Legal Issues
The Risk Management department works with our insurers to defend MV Transportation
against all tort and workers’ compensation claims and defends MV Transportation in other
areas. Some of Risk Management’s legal coverage issues include:
Monitoring legislation, regulatory and case information in order to ensure that MV
Transportation’s procedures are compliant.
Notifying department Vice Presidents, Directors and Managers when liability or safety
issues are identified in the course of case investigation or litigation.
Reviewing contract language in the use of subcontractors for our clients.
5.5 Procurement Handled by the Operations Department
Operational and passenger safety are the highest priorities when defining vehicle design
requirements. Design criteria are established to ensure the equipment meets or exceeds all
safety, flammability and environmental requirements, and meets all state and federal
standards and regulations governing the specific equipment in effect at the time. Conditions
covered in the Contract Specifications include verification of compliance, commencing with
the design phase and periodic inspections and testing during the construction phase
performed by qualified consultants. A thorough inspection and system testing is performed
before the equipment is conditionally accepted.
The purchasing process begins with the preparation of a request that is submitted to
Operations management. Advance planning includes considering safety, technical, business,
management, and other issues in controlling acquisition from inception to completion.
The Procurement area of Operations works in conjunction with the Operations Safety &
Training Group when purchasing personal protective equipment for employees, controlling
chemicals and other hazards in the workplace, mandating safety requirements in speci fic
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contracts and requiring compliance from specific vendors and clients with MV
Transportation’s safety requirements.
Operations requires the vendor to attach a Material Safety Data Sheet (MSDS) with each
hazardous chemical shipment in order for it to be accepted into our shops. Each
maintenance facility must have an approved chemical inventory list available for employees
with the Hazard Communication information containing MSDS sheets. The Maintenance
Division of Operations has a process of visually inspecting select parts, components and
materials. Some of the responsibilities include:
Ensuring procurement process complies with established procedures for evaluating
materials and products for use by MV Transportation;
Developing, maintaining, and utilizing a list of hazardous materials and equipment;
Enforcing procurement restrictions and other procurement procedures;
Adhering to safety procedures related to hazardous substance acquisition, handling,
labeling, storage, disposal and record keeping; and
Ensuring that sub contractors meet requirements related to the safety of MV
Transportation employees and property, and the public.
Safety-Related Procurement Tasks Include:
Establishing and maintaining a standard procedure for evaluation of all potentially
hazardous materials with safety department personnel;
Including safety performance standards on equipment specifications;
Establishing procedures that require safety department coordination for identification
and purchase of safety-critical/hazardous materials;
Annually reviewing inventory requirements for defined safety-critical items;
Reviewing and coordinating with Risk Management and Operations Safety & Training as
required for each proposed contract to determine any safety implications, including
whether safety performance standards should be specified;
Assigning responsibility for monitoring the safety provisions of each contract to the
project manager/contracting officer, who will coordinate with Operations Safety &
Training Group;
Assigning responsibility for monitoring storage safety by inspecting housekeeping
standards to identify slip, trip and fall hazards to improve the work environment.
5.6 Information Technology Department
The Information Technology (IT) Department is responsible for Application Development
and Maintenance, Database Administration, Computer Operations, Local and Wide Area
Networks, Office Automation, Telecommunications, Budgets and Procurement, Data
Security, and Computer Inventory and Asset Management. Also, the IT Department is
responsible for maintaining and updating the IT Recovery Plan that provides procedures and
instructions for dealing with emergency computer failure situations affecting MV
Transportation data center operations.
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Section 6: Required Safety Doctrines
6.1 Understanding
The creation and maintenance of a safe and healthy working environment and the use of
safe methods, practices and procedures are important objectives of MV Transportation. It is
management’s aim to see that our operations are conducted in a manner that will not
endanger the well being of our employees, patrons, community or the public.
Several written programs address safety requirements for all MV Transportation employees.
The following section outlines the major safety initiatives and the referenced documents
used to manage and maintain safe MV Transportation operations. A majority of the safety
requirements for all employees can be found in the Industrial Safety Program (still being
developed) and Employee Handbook.
6.2 Safety Training
This is listed throughout the SSPP under the various departments and divisions.
6.3 Fire Protection
Auditing of compliance to fire protection requirements will be accomplished through the use
of emergency drills, inspections, incident investigations and periodic testing of fire
protection and fire suppression systems. Training activities will be monitored for content
and accomplishment.
Fire protection and life safety requirements for MV Transportation Operations in all modes
of Transportation will be coordinated with the jurisdictional Fire Departments and County
Fire Marshall’s Office, emergency medical services and disaster preparedness groups. This
will be in support of our division locations’ client needs.
Agreements/Arrangements
Arrangements on fire and life safety equipment and procedures will be prepared by MV
Transportation and approved by jurisdictional fire departments. This is also covered in our
SSEPP (see below).
6.4 System Security and Emergency Preparedness Plan (SSEPP)
MV Transportation’s System Security and Emergency Preparedness Plan provides a source
of information outlining the overall policies to be used in implementing emergency operating
procedures to ensure the safety of passengers, employees and fire/rescue personnel during
emergencies involving MV Transportation client systems.
The System Security and Emergency Preparedness Plan (SSEP) covers MV Transportation
facilities, employees, sub contractors and guests. The SSEPP also covers issues associated
with the public, terrorist activities and other bus emergencies. These plans ensure:
Notification by MV Transportation of an emergency condition;
Response of fire/rescue emergency services; and
On-scene command and control and specific actions in an emergency situation.
This information is contained in more detail in the MV Transportation System Security and
Emergency Preparedness Plan (SSEPP).
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Inspections and Investigations
All new facilities will undergo pre-acceptance inspection by the Safety & Training Group to
ensure compliance with applicable codes and ordinances. This is typically performed by an
Area Safety Manager (ASM). Current operational facilities and systems receive a formal fire
and safety inspection once a year by MV Transportation Safety personnel through our
annual facility audits. Incidents involving equipment, vehicles and facilities will be
investigated in conjunction with local fire departments and other appropriate agencies. The
Risk Management Department also coordinates and schedules annual loss-control
inspections by insurance company representatives. All fire suppression systems undergo
annual maintenance with the support of our clients.
6.5 Hazard Communication (HAZCOM)
MV Transportation has an ongoing Hazard Communication Program, which is taught to all
new employees who work with or could be exposed to chemicals in their work environment.
All affected employees also receive annual training. The program is designed to inform
employees about the following:
1. The “Right to Know” Laws;
2. Workplace chemical lists;
3. How to read and interpret information on Labeling systems;
4. How to read and interpret information on Material Safety Data Sheets (MSDSs);
5. Physical and health hazards in the workplace;
6. Protective measures, specific work procedures and personal protective equipment; and
7. Methods and observations to detect the presence or release of a hazardous material.
6.6 Lock-out/Tag-out
MV Transportation has developed Energy Control Procedures also known as Lock-
out/Tag-out Procedures. Training for these procedures is conducted initially for new
employees and annually for existing employees. The written procedures outline the
following: Basic rules for using lockout and tag-out procedures;
1. Sequence of lock-out and tag-out system procedures;
2. Restoring machines or equipment to normal production operations; and
3. Procedures involving more than one person.
Details of the Energy Control Procedures can be found in the Maintenance Safety Work
Rules of the Industrial Safety Maintenance Manual (still in development).
6.7 Environmental Management Program
From the identification of a transit need through the stages of project design, initiation and
operation, environmental safety and compliance are primary considerations. MV
Transportation uses a multidisciplinary approach to environmental safety and compliance
that supports all aspects of existing operations as well as the future. MV Transportation is
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committed to the principles and practices of environmental responsibility and strives to
make decisions that are based on an understanding of environmental consequences and to
take actions that protect, restore and enhance the environment.
6.8 Drug and Alcohol Program
MV Transportation has adopted a comprehensive drug and alcohol policy. As mentioned in
the Human Resources Section 6.2, the Human Resources Drug & Alcohol Manager is
responsible for administering this program.
MV Transportation developed its drug and alcohol misuse program to promote the safety of
its patrons and employees by encouraging a drug-free workplace and by undertaking
affirmative measures to deter and detect the use of illegal drugs and alcohol misuse in the
workplace.
The policies and procedures conform to the drug and alcohol regulations of the United
States Department of Transportation’s (DOT) Federal Transit Administration (FTA) and are
intended to accomplish the objectives of those regulations. The policy identifies employees
subject to testing, testing requirements, prohibited behavior, consequences of positive results
and resources for employee assistance and rehabilitation. MV Transportation also has
extended the policy beyond FTA guidelines to Zero Tolerance.
Participation by covered employees in MV Transportation’s prohibited drug use and alcohol
misuse program is a condition of employment. Supervisors must not permit a safety-
sensitive employee to perform his/her job function if the employee has violated any
provision of the Policy.
Covered Employees
All employees who perform safety-sensitive functions for MV Transportation are subject to
the drug and alcohol testing provisions set forth in the FTA regulations. The four categories
of safety-sensitive functions are as follows:
Brief Description
1. Revenue Vehicle Operations (in or out of service)
2. Revenue Vehicle & Equipment Maintenance
3. Revenue Vehicle Control/Dispatch
4. CDL/Non-Revenue Vehicle Operations
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Circumstances for Testing
FTA requires that drug tests be given to safety-sensitive employees in the following
circumstances:
1. Pre-employment (new hires/employees transferring from non-safety-sensitive functions
to safety-sensitive functions and employees who have not performed a safety-sensitive
function for 90 consecutive days (regardless of reason)
2. Reasonable suspicion
3. Post-accident
4. Random
6.9 New Systems Design and Control Safety Procedures
Verification of compliance with safety requirements contained in the specifications is
accomplished by using coordinated reviews of contractual documentation, system design
reviews, assessment of failure modes and criticality analyses, fault-free analysis and
preparation of test results. During this verification effort, adherence to configuration
control and other appropriate management procedures also are assessed.
Procurement of new systems such as facilities, equipment, buses, vans and non-revenue
vehicles will include safety requirements in specifications, design reviews, testing,
configuration control and periodic safety evaluations. Most of the time, MV Transportation
will procure equipment at the request of our clients we serve.
1. New Systems User Requirements
It is the responsibility of the department drafting the specifications for the equipment,
system or facility to assure that safety requirements are included in procurement
specifications. Requirements for safety review of new systems or system modifications are
included in a subsection of this plan. Consideration is given to the following:
Compatibility with the safety features, design and procedures of existing MV
Transportation systems usually taken over at the request of our clients;
Initial staff training for new systems and new divisions;
Avoidance, elimination or reduction of identified safety hazards by design change, safety
devices and parts or materials selection;
Location of equipment components so that access by personnel during operation,
maintenance, repair or adjustment activities do not require exposure to hazards such as
electrical shocks, burns, sharp edges or points and dangerous or toxic materials;
Design to minimize severe damage to equipment or injury to personnel in the event of
an incident; and
Provision of suitable warning and caution notes in instruction for operation, assembly,
maintenance and repair, and distinctive markings for personnel protection on hazardous
components, equipment and facilities.
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2. New Systems Safety Design Review
Safety design reviews are an integral part of all acquisition processes for MV Transportation
facilities, systems and equipment. Safety design reviews must be conducted to assess the
compliance of facility or equipment design with specified safety requirements and to ensure
that the safety of existing MV Transportation equipment is not degraded by the addition of
new divisions, facilities or equipment. Safety reviews are normally carried out as an integral
part of MV Transportation’s Operations pre service inspections.
3. New Systems Specifications
Basic safety and user requirements will be included in procurement specifications and
coordinated with appropriate staff. As a new facility, new division, system or equipment
change specifications are proposed, responding sub contractors will be required to resolve
hazards in accordance with MV Transportation-established order of precedence:
Design for minimum hazard. The major effort during the design phase of a contract
is to select appropriate safety design features such as fail-safe and redundancy.
Safety Devices. Hazards that cannot be eliminated through design must be reduced to
an acceptable level through the use of appropriate safety devices.
Warning Devices. Where it is not possible to preclude the existence or occurrence of a
hazard, devices must be employed for the timely detection of the condition and the
generation of an adequate warning signal.
Special Procedure. Wherever it is not possible to reduce the magnitude of an existing
or potential hazard through design or the use of safety and warning devices, the
development of special procedures to control the hazard is required.
Subcontractors who provide systems, subsystems or equipment that affect safe movement of
vehicles (Bus, Van, and other services) or passenger/employee safety are requir ed to
establish and maintain a Safety Program in accordance with MV Transportation that defines
objectives, tasks, procedures, schedules and data submittals for the safety activities that will
be performed by the subcontractor.
Acceptance testing must include procedures that assess compliance with the safety
requirements of the procurement specification during Substantial Completion.
4. New Systems Acceptance Testing and Inspection
Inspections of new facilities and installation of equipment upon completion of acceptance
testing and inspection.
5. New Systems Configuration Management
Configuration Management requirements will be included in major contracts to assure that
changes to the design of equipment and facilities are adequately documented and approved
by MV Transportation.
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6. Construction Safety Plan
This defines construction safety functions and responsibilities and other construction safety
requirements such as safety equipment, documentation and safety personnel. All
subcontractors working for MV Transportation employees should comply by submitting and
having a Construction Safety Plan.
7. Drug-free and Alcohol-free Workplace Policy
All MV Transportation sub contractor personnel in safety-sensitive positions must comply
with this policy.
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Section 7: Updates, Audits and Regulatory Agencies
7.1 Implementation / Revisions
1. Updates
The SSPP will be updated every two years or upon demand if warranted.
The MV Transportation Executive Safety Committee (ESC) will take prime responsibility for
implementation of any revisions. The ESC also will assess the effectiveness of the SSPP,
develop and propose changes and solicit internal and external review.
Events which may require revision include the following:
Service changes;
New or retrofitted equipment or vehicles;
New facilities;
Organizational changes and reassignment of functions; and/or
Changes in safety policies, goals and objectives.
The assigned Document Control person of the Executive Committee will distribute
controlled copies of revised pages, and recipients will return confirmation of receipt.
Revision pages will include a revision number and date of applicability.
2. Audits
An Internal Safety and Audit Program will be established and audits performed by the
Systems Safety Section to measure the effectiveness of the SSPP in achieving the objectives
of the plan and compliance with its requirements. Program activities include the following:
Ensuring adequate on-the-job safety surveillance during system maintenance, operation
and modification;
Determining compliance with management safety policies as contained in the SSPP;
Determining compliance with operating rules, regulations, standards, codes and
procedures;
Recommending specific corrective action plans to eliminate or minimize the effects of
any deviations from compliance.
3. Audit Responsibilities
Regional Vice Presidents (RVP) and General Managers will be responsible for conducting
the audits with the help of the Operations Safety & Training Group. Safety & Training help
provide the independent nature of the audit process as other organizational units are
primarily involved with implementation of the audit items. Other organizational units are
required to cooperate with the audit.
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4. Audit Schedule
Audits will be announced in advance by the CEO or COO to ensure the full support and
participation of each department. An audit of a division will be conducted at a minimum of
every two years.
The audit may include the use of unannounced inspections and spot audits as determined by
the CEO or COO, Region Presidents, RVP’s and the MV Transportation Executive Safety
Committee.
5. Audit Content
The following functions will be addressed in the audit:
Facility inspections;
Maintenance audits and inspections;
Manpower and staffing;
Rules and procedures;
Training and certification;
Emergency response planning, coordination and training;
Safety data acquisition and analysis;
Interdepartmental and interagency coordination;
Configuration management;
Employee safety programs;
Hazard materials programs;
Drug and alcohol abuse programs; and
Procurement.
A list of specific items to be audited will be developed in advance, including checklists that
address both quantitative and qualitative aspects of performance. Organizational units will be
given time to produce documentation related to checklist terms.
6. Follow-Up/Action Plans
Departments and other organizational units are responsible for implementing their
respective approved recommendations and action plans within the established time frames.
7. Documentation
The Safety & Training Group, Operations and IT through MV’s internal website will
maintain audit documentation, including reports to the CEO, COO, Region Presidents and
Region Vice Presidents and to individual divisions or departments.
8. External Safety Audits
Periodic external audits may be required by local, state and federal agencies. The General
Manager of the corresponding division will coordinate the scheduling of such audits.
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7.2 Regulatory Agencies
The following are the major local, state and federal agency interfaces that affect safety for
MV Transportation:
1. Local Regulatory Agencies
The local interfaces are specified with all member clients and cites regarding operations,
maintenance, and emergency planning and response activities.
2. State Regulatory Agencies
The individual states are responsible for developing and enforcing environmental regulations
regarding air, water and noise pollution and hazardous materials regulations. MV
Transportation will comply with each states needs.
3. Federal Regulatory Agencies
The Department of Transportation (DOT) issues regulations affecting transit operations
including those related to the Americans with Disabilities Act (ADA) and drug/alcohol
testing of employees.
The Federal Transit Authority (FTA), an agency of DOT that is responsible for federal
funding (capital and operating) of transit authorities and oversight of those expenditures.
The FTA also compiles safety data on all transit agencies.
The Occupational Safety and Health Administration (OSHA) is responsible for developing
and enforcing federal regulations related to workplace safety, including maintenance shops,
offices and field activities which serve as guidelines to the MV Transportation operations.
MV Transportation is regulated by OSHA and is required to follow OSHA guidelines and all
standards incorporated by reference in the Code of Federal Regulations.
The Environmental Protection Agency (EPA) is responsible for developing and enforcing
federal regulation related to air, water and noise pollution and hazardous materials
regulation.
The National Transportation Safety Board (NTSB) is an independent federal agency
responsible for investigating transportation accidents and making recommendations to
prevent similar accidents from occurring.
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