telling transit’s story: creating a culture of...
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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