agenda - cdn.ymaws.com · 12/5/2019 · –based on 2004‐2016 wstip ... • involvement of...

AGENDA Work Session

December 5, 2019 Hotel Murano ~ Tacoma

8:00 am BREAKFAST

9:00 am

Executive Committee Meeting

10:45 am

MEMBER REPRESENTATIVE MEETING (Find your rep)

12:00 pm

LUNCH

1:00 pm 2:00 pm 2:45 pm 3:00 pm 3:30 pm 4:15 pm 4:30 pm

PRESENTATIONS OR DISCUSSIONS 1. Pierce Transit Lytx Drive Cam Presentation – Reggie Reese, Jason Hovde,

Brentt Mackie; Pierce Transit 2. Pierce Transit Collision Avoidance Project Update – Heidi Soule, Pierce

Transit; and Dr. Jerome Lutin, Principal Research Investigator BREAK

3. Kitsap Transit Technology Grant Update – Dustin Rodriguez, Kelly Houck 4. Board Development Committee activity with your host, Tom Hingson!

BREAK 5. Strategic Plan Discussion

Sign-in sheet Page #

002

033

054 5:00 pm

ADJOURN

5:30 pm

Dinner

Pierce Transit Collision Avoidance and Mitigation Safety Research and

Demonstration Project

Update to Washington State Transit Insurance Pool Board of DirectorsDecember 5, 2019

Heidi Soule, PMO Manager, Pierce TransitJerry Lutin, Principal Investigator

1

Today’s Presentation

• Introduction – Heidi Soule• The problem – Jerry Lutin• Background ‐ Heidi Soule• Current project – Heidi Soule• Evaluation Process – Jerry Lutin• Continuing Activities/Next steps – Jerry Lutin• What we have learned so far‐ Jerry Lutin• Questions & Answers ‐ All

2

The Problem

FTA NTD 2017 Data for Rubber Tire Transit Modes*–Collisions = 4,739– Injuries = 16,353– Fatalities = 98–Casualty & Liability Expense = $717 Million

*Federal Transit Administration (FTA) National Transit Database (NTD)

US Annual Reported Bus Casualty and Liability Expenses

by reducing the following:

5

Background

IDEA Project Overall Findings• WSTIP member buses averaged 812,335 VRM between

collisions in 2015, so finding of no collisions during 344K miles of testing is not conclusive – more testing needed

• Rate of “near misses” measured as warnings per 1,000 vehicle miles used as proxy for system effectiveness

• Drivers were not pleased with system, but it changed their performance and significantly reduced forward vehicular and pedestrian collision near misses

• Business case for CAWS – based on 2004‐2016 WSTIP claims history, 65% of $53 million could be prevented with CAWS

• Return on investment turned positive at bus life of 6 years and CAWS could have saved annual claims cost of $900‐$1,900 per bus over 14‐year vehicle life depending on system effectiveness

Current Project

• Phase A. Test planning, instrumentation, and documentation

• Phase B. Closed‐Course Alpha Testing and Passenger Motion Testing

• Phase C. In‐Service Beta Testing and Data Collection Testing ‐ 4 buses

• Phase D. Revenue Service Field Demonstration –30 buses

• Phase E. Project Reporting and Evaluation

8

CAWS/AEB System Being Tested

• DCS Technologies, Inc. Pedestrian Avoidance Safety System (PASS)

• Detects objects using three Light Detection and Ranging (LiDAR) sensors

• Actuates de‐throttling • Actuates braking• Warns driver• Locates bus position using GPS• Logs events when system is activated

PASS LiDAR Sensor Package for Collision Avoidance

10

Pierce Transit Bus 230 at Virginia Tech Smart Road Facility

Jerry and Bob

11

Vulnerable Road User (VRU) Collision Avoidance Test

12

Drone View and Graphical Overlay of Bus Approaches on Test Track Intersection at VTTI

13

Forward Collision Testing at Virginia Tech Smart Road Facility

14

Interim Report Overview

15

Project Evaluation Performance Measures

• System Effectiveness• Safety• Return on Investment

System Effectiveness

• System Accuracy• Reductions in Stopping Forces, Reaction Time, and Effect on Bus Passengers

• Driver Acceptance

Safety

• Collisions• Injuries• Fatalities

Return on Investment

• Insurance Claims• Internal Costs• Equipment Life Cycle Costs• Net Benefits

Continuing Activities/Next Steps• Pierce Transit – Vendor and research partner

support• Vendor DCS Inc. – Beta testing and data collection

testing• Vendor DCS, Inc. – Procurement for 30 PASS

systems• UW – Video processor testing• VTTI – Driver trust survey and passenger motion• Veritas Forensic Accounting and Economics –

Historical claims and costs data acquisition

21

PASS System Telematics Data Acquisition

22

23

Source Data Element Data Element DescriptionMeasurement

UnitResolution

Bus Number Identification number of the bus under test 1PASS Event ID Identification code of PASS Event. 1PASS Event Vehicle Location

GPS longitude/latitude coordinate of a PASS Event Degrees 0.000001

Time Stamp Time stamp of PASS Event synchronized to GPS UTC UTC (ms) 1

Vehicle Heading (GPS)Vehicle directional heading at the time of the PASS event as reported by the GPS unit

Degrees 0.1

Vehicle Speed (J1939)The vehicle speed at the time of the PASS event as reported by the J1939 CCVS message.

MPH 0.1

Vehicle Brake SwitchThe Vehicle foundation brake application state as reported by the J1939 CCVS message.

1

Vehicle Throttle The Vehicle throttle position as reported by the J1939 EEC2 message.

% 1

Vehicle Longitudinal Acceleration

Measured vehicle acceleration along the longitudinal axis.

g 0.001

Vehicle Latitudinal Acceleration

Measured vehicle acceleration along the latitudinal axis. g 0.001

Vehicle Vertical Acceleration

Measured vehicle acceleration along the vertical axis. g 0.001

Vehicle Yaw Rate Measured vehicle Yaw rate. °/s 0.1

PASS Operating Mode

PASS operating mode:StealthCAWS OnlyCAWS + AEBFaulted/Non‐Op

Object Relative VelocityThe relative velocity of the object at the indication of a Collision Warning

MPH 0.1

Object DistanceThe distance from the vehicle collision point and the object at the indication of a Collision Warning

Feet 1

Object TTC Time to Collison of the object Seconds 0.01

PASS

Vehicle

UW Video Processor Testing

24

University of Washington Star LabTransit Event Logging System (TELS)

9

VTTI – Driver Trust Survey and Passenger Motion Testing

26

27

VTTI Passenger Motion Testing

Advancing Transportation

Through Innovation

Veritas Forensic Accounting and Economics –Historical claims and cost data acquisition

• Detailed loss data collection• Internal costs not covered by insurance• Vendor pricing and life‐cycle costs• Business case analysis

28

What We Have Learned So Far

Doing Research in the Transit Environment• Need high level champions• Involvement of insurers helps• We underestimated the time needed for contract negotiations

• We underestimated the time needed for board approvals

• Scope changes led to the need for additional expertise and testing facilities

29

What We Have Learned So Far

Retrofitting Buses with Advanced Technology• Locating sensors on the front of the bus was a challenge

• Equipment space is at a premium• Bus electrical power can be unstable

30

Questions?

Thank [email protected]@verizon.net

31

Dustin RodriguesKelly Houck

WSTIP December 5, 2019

The goal of the Driver Coaching safety program is to improve driver safety and reduce collisions.

The program utilizes a palm-sized recorder that is mounted in the vehicle to capture video that can be used to help you improve your driving skills.

AngelTrax CoPilot Recorder

December 2018 WSTIP issued represented partners risk ratings.

Pierce Transit Presented on Lytx DriveCamimplementation and early results

Lytx was the front runner for evaluated products for our fleet based on department needs and Pierce’s reported success

February 2019 began working with Reggie, Jason, and Brentt.

Put in contact with Barbara Egan at Lytx.◦ Identified product compatibility◦ Pricing (GSA Schedule 70 Contract)◦ Implementation and fleet rollout planning

WSTIP Technology Risk Reduction Initiative Grant Program identified March 2019

Kitsap Transit Executive Board commits $175,000 toward driver improvement technology implementation in April 2019.

Planning and Scope of Work outlined based on grant requirements and input from Pierce Transit.

Garnering Union support during contract negotiations◦ In April 2019 and MOU letter was sent to ATU

regarding the intent to procure a Driver Improvement Technology System◦ ATU requested a presentation during negotiations

in May 2019

Final grant paperwork submitted to WSTIP at the end of May 2019

Grant approval received June 2019

Resolution sent to Transit Board July 2019◦ Concerns related to records retention Poulsbo July Officer Involved Resolution not passed

Bus Camera System (AngelTrax) determined to need upgrades to Solid State Drives◦ AngelTrax introduces MotoTrax Driver Improvement System

September 2019 Kitsap Transit’s Executive Director commits to decreasing preventable collisions by 40% in 2020.

The Agency Safety Plan is submitted to the Transit Board and approved◦ As part of “Safety Assurance” the Driver Coaching

Technology System was identified a tool to support the agencies goals.

AngelTrax Lytx

Low Estimated ROI:◦ Claims savings 45%◦ Fuel savings 6%◦ Maintenance savings 10%

High Estimated ROI:◦ Claims savings 75%◦ Fuel savings 12%◦ Maintenance savings 15%

Comparative analysis presented to Kitsap Transit Directors Board based on:◦ Information gathering sessions◦ System capability analysis◦ ROI analysis◦ Current invested infrastructure◦ Future Bus Purchasing contracts

KT Directors support proceeding with AngelTrax

WSTIP contacted regarding an addendum to our current grant award

Addendum submitted November 2019

Bus Camera System (AngelTrax) determined to need upgrades to Solid State Drives◦ AngelTrax introduces MotoTrax Driver Improvement System

September 2019 Kitsap Transit’s Executive Director commits to decreasing preventable collisions by 40% in 2020.

The Agency Safety Plan is submitted to the Transit Board and approved◦ As part of “Safety Assurance” the Driver Coaching

Technology System was identified a tool to support the agencies goals.

Final FY 2019 Transit Board meeting is scheduled for December 17

Board Presentation of AngelTrax solution in January of 2020

Rollout planned for late January or early February 2020.

Privacy Button

• Deactivates microphone and interior camera for driver privacy

• Effective only when vehicle speed is 0 MPH

Camera Status

• Camera status LEDindicators: Alarm, record, network and power

In-Vehicle Camera Placement

Interior View Camera

Exterior View Camera

Mounting Bracket

C A M E R A P L A C E M E N TCamera Placement Diagram

1. CP7AI

Interior Camera View Exterior Camera View

The right information, easy to findKnow who your safest and riskiest drivers are in real time

Compare Scores Investigate Alerts

Coach DriversAnalyze Trends

DRIVER BEHAVIOR AND SCORING

Fleet Performance Data Sent to Ag

Monthly

• Trends Identified: Groups and

Individuals

Actionable Video Sent Immediately to Supervisors• Critical Clips for Prompt Response

Driver Behavior Incorporated to Improve Performance

• Automated Coaching Sent Direct to Drivers at Agencies request

• One on one coaching based on identified third party analysis

DRIVER BEHAVIOR AND SCORING

Monthly Driver Feedback on Improved Skills• Feedback includes driver rating among peers

• Provides area for improvement for the following month

CONTACT INFORMATIONDustin RodriguesSafety & Security Training Administrator60 Washington Ave., Suite 200Bremerton, WA 98337(360) 475-6894 D(360) 463-4189 [email protected]

Kelly HouckCapital Administrative Associate60 Washington Ave., Suite 200Bremerton, WA 98337(360) 824-4905 [email protected]

mailto:[email protected]


Washington State Transit Insurance Pool

How we started - How we have changed -What will we become

Historical Overview of WSTIP

Humble Beginnings in 1989

Eight members $1.2 million in assessments $250,000 retention No staff Liability only (general & public officials) Limits $5 million

Governance

Interlocal Agreement – Constitution Difficult to change / Member Boards must approve

Bylaws – Bylaws Amended by super majority vote of the Board

Executive Committee Also serves as Audit Committee, Claims Review, and Coverage Appeal Other Committees: Board Development, Governance Policy, Emerging

Risks & Opportunities, Coverage Review, Nominations & Elections Adopts governance policies

Board of Directors Adopts governance policies

Governance (continued)

Executive Committee Elected by Board Meets monthly Governance role and makes

recommendations to the Board Board of Directors

Fully representative of the membership Meets quarterly

Membership Growth (1998 to present)

0

5

10

15

20

25

30

Membership

Program Start 5 years 10 years 15 years 20 years 25 years 30 years

Basic Pooling Operations

Underwriting and Rating Collecting exposure items such as employee counts,

revenue miles, vehicle list/value, and property list/value annually

Actuarial analysis: 2/year + Capital Funding every 3 years + periodic review of UIM rate Experience rating, capping of losses by member size

Coverage and Insurance Purchasing Deciding what coverage to offer under WSTIP’s

retention (Coverage Documents) Purchasing commercial insurance

Basic Pooling Operations (ctd)

Claims Administration Managing Member’s claims and lawsuits Monitoring third party adjusters Managing defense of Members in lawsuits Collecting money owed

Establishing reserves for value Deciding liability Coverage evaluation Claims management strategy Litigation strategy Mediation, Arbitration and Trials


Member Services/Loss Prevention Loss prevention visits Serious loss review Best practices Training events Driver record monitoring Contract review Pre-litigation assistance ASK Transit Newsletters/website


Manage Ourselves Budget Building People management Information Technology Audits Procurement


Board Relations Meeting logistics Meeting substance Committee work Board Orientation and Training

Evolution

Mission Statement

1989 - Reduce and stabilize insurance costs by sharing risk

1992 – Make available comprehensive property and casualty insurance and quality related services on a long-term, financially secure, and cost-effective basis

Evolution

Mission & Vision Statement (ctd)

2002 Vision – We are the premier providers of high-quality risk and management-related products and services for all facets of the transit industry.

2002 Mission - Provide value-added services to our Members. We will accomplish this by: Reducing Member’s cost of risk Providing comprehensive management

services Looking at innovative opportunities, and Encouraging alliances and partnerships

Evolution

Mission & Vision Statement (ctd)

2008 Vision – Be the premier provider of high-quality, cost-effective risk management products and services

2008 Mission – Reduce member’s cost of risk

Remains Today

Evolution

Core Values

2002 We treat everyone fairly and with respect. We value

innovation and embrace technology as a partner. We are committed to excellence in service delivery and cost-effective programs. We value our employees. We value integrity and ethical conduct. We value the diversity of our members. We speak with one voice.

2012 - review

Evolution

Core Values (ctd)

2014 Integrity: Doing the right thing. Member

representatives and staff strive to always be honest and straightforward with each other, operating within the letter and spirit of the law, and utilizing all available tools to recognize, assess, and manage risk

Leadership: Vision, Focus, and Results. Member representatives and staff have a clear vision of where the Pool is going, focusing resources on Board defined objectives and strategies, developing collaboration skills, and taking on assigned areas of responsibility with a deep commitment to deliver results.

Evolution

Core Values (ctd)

Ownership: We’re all in this together. Member representatives place the interests of the Pool above the interests of their member systems, understanding that all members benefit most when the Pool is successful. This includes accepting responsibility for the entire Pool’s needs and seeking not only to improve their own systems but others’ as well.

Enthusiasm for Success: Determined to be great. Member representatives and staff are determined to be the best at what matters most. They have a healthy dissatisfaction with the status quo, a compelling desire to improve and excel, and are committed to excellent customer service.

Evolution

Core Values (ctd)

Trust: Good people doing great work. Member representatives and staff respect Pool colleagues, members, and stakeholders, treating them as they would want to be treated. They have confidence in each other’s capabilities and intentions, and believe people work best when there is a foundation of trust.

Exposure Over Time:Miles

0

20

40

60

80

100

120

Mill

ions

Miles


Exposure Over Time:Employees

0

1

2

3

4

5

6

Thou

sand

s

Employees


Exposure Over Time:Vehicle Values

0

50

100

150

200

250

Vehicles

Mill

ions

Vehicles


Exposure Over Time:Property Values

0

100

200

300

400

500

600

Mill

ions

Property


SIR Changes

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

Self-Insured Retention


WSTIP Today / 30 Years Later

25 members $19 million in member contributions $2 million SIR for liability lines $250K SIR for property and APD Expanded coverages

Property (including boiler and machinery, and crime) Pollution Underground storage tanks Liability (general and auto) Public Officials Liability

12 staff members

WSTIP Today / 30 Years Later

25 members 107 million miles 5,683 Employees 5,252 Vehicles $1.122 billion in vehicle and property

values

Staff Growth 1989 to present

0

2

4

6

8

10

12

14

# of Employees


Organization Chart

Evolution

Claims Administration

Prior to 1998 - Third party administration of claims

1998 Claims Administration brought in-house / managed by Deputy Director

2017 – Hired claims manager Staff uses claims adjusters and attorneys,

manage claims TWO FUNCTIONS: MANAGE CLAIMS AND

COLLECT MONEY Internal authority - $250,000

2001

2002

2003

2004

2005

Member Services Department CreatedTracey Christianson hired as Member Services Manager

WSTIP joins GEM

Vanpool Best Practices are reviewed for 15 passenger vansNewsletters Charting our Course and In Motion are created

Implementation of “Alert Driving” a program for VanpoolDevelopment of Risk Report Cards (Risk Profiles)

Implementation of continuing education programs for board member representatives

2006 Developed Integrated Risk Management EC expands from 5 to 8 membersRisk profiles are shared amongst members by group

Evolution

Member Services

2007

2008

2009

2010

Chris DeVoll hired, to lead risk management initiativesNew Member Admission Policy (2yrs, 2 modes, 200k miles)Launch of Member Representative MeetingsIT Security Audits & ORCA Cyber Security Evaluations

Implementation of Risk Management ProgramJoanne Kerrigan hired as Administrative Assistant

Integrated Risk Management Program Brought in HouseSoftware/Hardware Feasibility Study Conducted

Launch of Driver Record Monitoring via EnvisionThree new Best Practices: Hiring, Reduction in Force and Vehicle Operations for Video Cameras on Fleet Vehicles

2011 Development of the Operator Development CourseDevelopment of Best Practices Rural Boarding and Alighting,Transit Ops Rules of Conduct and Transit Exclusion Policies

Evolution

Member Services

2012

2013

2014

2015

Production of three transit operator videos: “Pull the Maxi”, “Rock and Roll” and “See it Sooner”Driver Record Monitoring extended to Non-MembersLaunched TransACTION newsletterDeveloped training video for securement of wheelchairsMigration to electronic packets for WSTIP board meetingsDeveloped Best Practice related to Vanpool

Implemented Vanpool Driver Refresher Training ProgramJeffrey S. Ristau Scholarship establishedLaunched Safety Stars Award ProgramReview of Loss Prevention in the ADA regulatory environment

Development of Best Practice for Securing Mobility Devices, Network SecurityPartnered in Mobileye collision avoidance pilot project

Evolution

Member Services

2017

2018

2019

2016 Revision to Best Practice: VanpoolDeveloped Mobility Device Securement Training ProgramImplementation of Origami for Claims ManagementBest Practice: Operator Training & Instructor CertificationPartnered with Pierce Transit/FTA on a collision avoidance and automatic emergency braking Joanne Kerrigan Promoted to Member Services ManagerLaura Juell hired as Risk and Training Coordinator

Technology Risk Reduction Initiative Grant ProgramDeveloped Partnering in Prevention with MunichReDeveloped Road Supervisor and Accident Review coursesDeveloped Training Academy Bootcamp for Transit Trainers

Matthew Branson hired as Member Services ManagerDeveloped Dispatcher Training CoursePresent Partnering in Prevention to MembersSupported Legislative fix to enable continuity of DRMAdopted a Business Continuity Plan

Evolution

Member Services

Other WSTIP Milestones

1996 – PRIMA Advisory Standard Recognition 1996 – First webpage (re-designed about

every five years thereafter) 1999 – Purchased RMIS: Riskmaster 2000 – AGRIP Advisory Standard Recognition

(to current)

2000 – Broker to Alliant (to current)

2001 – Amended Interlocal Agreement 2002 – Joined GEM, Purchased building

Other WSTIP Milestones (ctd)

2003 – Adopted current logo, introduced Citrix 2005 – Amended Interlocal Agreement,

Changed EC makeup from 5 to 7, new Bylaws, changed underwriting to actuary, first salary survey

2006 – Changed EC makeup to 8 adding past president, created Nominations Committee

2008 – Moved from resolution to policy-based governance

Other WSTIP Milestones (ctd)

2010 – ED claims authority raised to $100K (from $60K)

2014 – Amended Interlocal Agreement 2015 – Purchased RMIS: Origami 2016 - ED claims authority raised to $250K 2017 – Legal counsel change 2018 – Executive Director change 2019 – Coverage document refresh (for 2020)

2020 Retreat Strategic Plan Refresh

Expect a Survey asking you to give opinions on the following: Do you believe the WSTIP vision is still valid? Do you believe the WSTIP mission is still valid? Do you believe the WSTIP core values is still valid? What is your opinion of WSTIP’s financial health? What trends do you see in the transit industry in the next five years? What trends do you see in insurance in the next five years? What transit industry trends do you think WSTIP should follow?

2020 Retreat Strategic Plan Refresh

What financial measures should WSTIP use to assess its success?

What non-financial measures should WSTIP use to assess its success?

What are WSTIP’s top three strengths? What are WSTIP’s top three weaknesses? What is something you would like to see WSTIP start doing? What is something that WSTIP does, but you wish would do

better? What is something WSTIP does that you think it should stop?

Questions

Tracey ChristiansonExecutive [email protected]

Matthew BransonMember Services [email protected]

