TELLING TRANSIT’S STORY: CREATING A CULTURE OF...

TELLING TRANSIT’S STORY: CREATING A CULTURE OF SAFETY KPTA Expo ’15

Manhattan, Kansas August 4, 2015

INTRODUCTION & OVERVIEW Creating a Culture of Safety

WELCOME & INTRODUCTION SWTA Facts - Eight-state professional transit association

1. Arizona

2. Arkansas

3. Colorado

4. Kansas

5. Louisiana

6. New Mexico

7. Oklahoma

8. Texas

• Instructors • Kristen Joyner, SWTA Executive Director

• Walt Diangson, SWTA Training Coordinator

• Susan Duffy, GM, Topeka Metro

AGENDA AND SESSION DIRECTION

TUESDAY: Safety Culture Overview

WEDNESDAY

• Leadership the Key to a Strong Safety Culture

• MAP-21, Pillars of Safety: How They Affect You Now

• Safety Management System (SMS)

• Tips, Tools, Ideas to implement a Safety Culture

PART 1: SAFETY CULTURE DEFINED

Creating a Culture of Safety

WHAT IS A TRUE CULTURE OF SAFETY?

A true safety culture is… “…the way in which safety is managed in the workplace, and often reflects "the attitudes, beliefs, perceptions and values that employees share in relation to safety” (Cox and Cox, 1991).

Term first coined: Chernobyl, Ukraine, 1986

CHERNOBYL NUCLEAR ACCIDENT, UKRAINE, 1986

International Nuclear Safety Advisory Group (INSAG)

IT STEMS FROM A PERSONAL VALUE - EXAMPLE

Subaru Motors

Illustration of Basic Safety Culture

TYPES OF SAFETY CULTURE IN THE U.S.

1

2

TYPES OF SAFETY CULTURE IN THE U.S.

3 4

Why is a positive safety culture so important?

WHY IS A POSITIVE SAFETY CULTURE SO IMPORTANT?

• Substance that makes training, rules policies & procedures work.

• More cost efficient, lower insurance rates, lower risk management costs.

• Lower turn-over rates, lower absenteeism and increase productivity.

• The right thing to do.

• Expectation of MAP-21.

WHAT DOES A POSITIVE SAFETY CULTURE INCLUDE?

• Mission, vision, core values

• Top management’s commitment to safety first

• Attitude behavior, inter-relationships

• Safety goals, policies, procedures

• Accountability, reporting, data-driven actions

• Teamwork, communications, collaboration

• Motivation, focus, increased awareness

• Being proactive

Counters the need for:

1. Employee suggestions

2. Provide feedback

3. Informed of safety changes

4. Able to freely speak-up

5. Question tasks counter to safety

6. Reporting near misses – no punish.

7. Safety top priority to mgmt.

8. Accidents + corrective measures

9. Safety VS. Productivity

10. Rules prevent accidents

11. Discuss prevention

12. Act on repeated accidents

13. Safety issues communicated

14. Mistakes not held against employee

15. Accidents don’t happen

16. No serious safety problems/issues

17. Leadership values safety

18. Effective SMS

19. Encouraged to identify hazards

20. Productive safety meetings

EXERCISE: SAFETY CULTURE SELF-ASSESSMENT: SCORE YOUR AGENCY’S

SAFETY CULTURE

See Handout: 1-25

EXERCISE GUIDE

• Describe your safety culture

• What makes it tick?

• Explain and work with list of all 25

• Select your one top issue

• Discuss

• Report out to the audience

Safer Conditions & Behaviors

Regulations Procedures Policies Training Technologies

Re-engineering Maintenance Security Safety Plans

Management Hiring Reporting Supervision

Transit

Other

Risk

Control.

SAFETY CULTURE’S FEATURES

Values

Tools Audits AI

Promotion

SMS

Topeka Metro

Susan Duffy, GM

www.topekametro.org

August 4th, 2015

SAFETY IS JOB 1: NOT JUST A FORD SLOGAN

• Vision

• Mission

• Values

• Signed Goals and Objectives Statement

• Organizational Commitment

SAFETY AND SECURITY SUPERVISOR: Board of Directors

(7)

Susan Duffy General Manager

Denise Ensley Chief Operations

Officer

Al Bradley Operations Supervisor

Bus Operators (43 F/T and 0 P/T)

John Robinson Operations Supervisor

Dispatchers (5 F/T)

Brad Abrahams Operations Supervisor

Nikki Ray Operations

Assistant

Melissa Snickles Customer Service

Specialist

Curt Dittmer Customer Service

Specialist

Tom Baumgartner Operations Supervisor

Security Officers (2 P/T)

Julie Anderson Planner

Terri Miller Human Resources

Coordinator

Chip Falldine Chief Financial

Officer

Mike Benson Accountant

Karla Richardson Executive

Financial Assistant

Bob Case Computer Support

Technician

Shelly Gomez Executive Assistant

John Cassidy General Counsel

Alan Parrish Director of

Maintenance

Dennis Bennett Parts & Purchasing

Agent

Professional Bus Mechanics

(5 F/T)

Service Techs (4 F/T)

Custodial (4 F/T and 1 P/T)

• Reporting directly to General Manager

Fire Suppression Exercise

MAP-21 INITIATIVE

• Create National Safety Plan for all modes of public transportation

• Establish minimal safety performance standards

• All recipients of federal transit funding are required to establish and have certified a comprehensive safety plan

SEEK PROFESSIONAL HELP!

SAFETY PRIORITIES:

• Passengers and Employees

• Equipment

• Environmental

WHAT TOPEKA METRO IS DOING:

• Preparedness: Planning and training for our response and recovery • Emergency Response Plan • Safety and Security Emergency Preparedness Plan • Policy Development

• Mitigation: Lessen the impact or affect next time we have an incident

• Response: Implementing our plans with response partners in exercises and actual events.

• Recovery/Resiliency: Helping to return to some degree of normalcy

The littered remains of the garage and headquarters of Topeka

Transportation Co., as it appeared the morning after the tornado of

June 8, 1966. Of the fleet of fifty busses, forty-two were damaged

beyond repair. The uninsured loss was $250,000.

COMPLETED RISK, THREAT, VULNERABILITY, AND CONSEQUENCES ASSESSMENTS WITH

PARTNERS.

• Performing Gap Analysis

• Timeline and action items for closing gap and reducing risks.

SECURITY ELEMENTS:

• Prevent: Helping to stop an event before it occurs

• Protect: Protecting our passengers and staff should an incident occur

• Deter: Convincing bad people to not perform their actions here

• Detect: Detecting when incidents are about to occur and take preventive actions

SAFETY AND SECURITY AREAS OF IMPROVEMENT:

• Training: Monthly

• Organizational wide Safety and Security Awareness campaign

• Technology

• Upgraded our communications

• Improving cameras and detection equipment

• Increasing our means of conveying duress situations.

• Perimeter Control

• Adding equipment like Bloodborne Pathogen kits to buses

• Signage: Safety and Security

SAFETY COMES FIRST IN PERSONNEL AND EQUIPMENT DECISION MAKING:

• Route safety when developing and planning our routes and detours

• Considerations of passengers and employees in adverse weather conditions

• Equipment and layout of equipment on vehicles

KEY ELEMENTS: TOPEKA METRO SAFETY PROGRAM

• Leadership and “all employee” engagement

• Active Management involvement

• Risk Reduction planning

• Measurement: Measuring and managing for success

• First question addressed in any decision “What are the safety considerations?”

WITH HUMANS MISTAKES HAPPEN EVERY DAY

Liberty Mutual Insurance

INTRODUCTION & OVERVIEW

• Mistakes happen every day.

Humans

TO BE CONTINUED TOMORROW