Metrolink peer review report - Ventura County Star

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METROLINK COMMUTER RAIL SAFETY PEER REVIEW PANEL Final Report – January 5, 2009 18 Metrolink’s Enhanced Safety Action Plan and Milestones Issue Summary of Recommendations – Metrolink Enhanced Safety Action Plan g. Improve inter-departmental coordination. 6. Analysis of Metrolink Short Term Safety Projects a. In-cab video recording b. ATS/PTC c. Second set of eyes d. DigiCon Dispatch Issue e. Annual Medical & Psychological Evaluations f. & g, Railroad Industry Hours of Service/Split Shift Issue h. Strengthen the contractor’s document control policies. Infrastructure Safety Improvements a. Grade Crossing Safety: Continue to work with local and state stakeholders to implement grade crossing safety education and enforcement, and reduce grade crossings. b. Crash Energy Management (CEM): Continue to upgrade the vehicles fleet, including CEM technology. c. Grade Separations: Reevaluate intermediate and long range goals to construct further grade separations. d. Sealed Corridor: Continue with and expand SCRRA’s “Sealed Corridor Program” to enhance overall corridor safety and security. e. Double Tracking Program: Double track to improve operations and increase commuter/freight capacity and reduce train conflicts. a. Investigate, specify, procure, and install inward looking video technology in the operating cabs of SCRRA passenger equipment. Technology should include a software application for facilitating real time observations. b. Accelerate the implementation of Positive Train Control (PTC) over the entire Metrolink System and work with BNSF, UPRR, Amtrak, and FRA on cost-effective design and deployment. i. The implementation of ATS should not be a priority over or take resources away from the implementation of a PTC system. c. If the short term safety improvements in the Panel’s recommended Metrolink Enhanced Safety Action Plan are implemented, then those improvements will replace the “Second set of eyes”. Those actions include: i. Strategic Safety Leadership Team; ii. Organizational Re-structuring; iii. Enhanced Operations Testing Plan; iv. Increased observations of safety critical employees; and v. Installation of in-cab video technology. It is also recommend that SCRRA perform a Hazard Analysis under its SSPP including research and analysis of accident data where there has been a second set of eyes to better inform its decision on this issue. d. Expedite plans to transition from the DigiCon system and develop action plan for maintenance and other emergencies in the interim. e. Implement medical evaluations prior to placement of contractor employees in a safety covered position and at least every three years. This recommendation is consistent with the preliminary studies by the FRA Railroad Safety Advisory Committee (RSAC). The Panel did not find any evidence that psychological evaluations for train crews would reduce exposure to risk for Metrolink. However the Panel does recommend that SCRRA perform research in this area to determine if psychological exams would increase safety on its Metrolink system. f. Since SCRRA’s Transportation contractor uses split shift assignments in its train and engine crew schedules, it is the Panel’s recommendation that SCRRA participate actively on the Hours of Service issue as part of the FRA RSAC
METROLINK COMMUTER RAIL SAFETY PEER REVIEW PANEL Final Report – January 5, 2009 19 Metrolink’s Enhanced Safety Action Plan and Milestones Issue Summary of Recommendations – Metrolink Enhanced Safety Action Plan process. g. The Panel also recommends that SCRRA, in cooperation with its operating contractor, conduct a review of its contractor’s Hours of Service Split Shift schedules for their train and engine crews and determine if fatigue is a factor in the use of Split Shifts. In addition, SCRRA should evaluate whether any relevant rules and their particular application require any short term measures pending the results of the FRA RSAC process regarding Hours of Service. 7. Strategic Plan a. Update the strategic plan to include strategic operational and safety issues. b. Seek buy-in at multiple levels (staff, board, Member Agencies), including funding commitments, more flexible budgeting processes, and more rigorous project evaluation and prioritization. c. Maintain through the strategic planning process a continuous exploration and evaluation of new technologies, wider markets, and more effective operational safety strategies during the strategic planning process. 8. Governance a. Conduct a self-assessment of Board performance with particular emphasis on safety and operational oversight. b. Develop a more explicit definition of Board and Board member responsibilities and actions that might include: i. More rigorous briefing sessions for new Board members; ii. Board-adopted statement of duties and responsibilities for Board members and for the Board as a whole; iii. Establishment of new or rechartered standing subcommittees with added focus on operations and safety oversight and possibly, a subcommittee devoted to assessing Board performance; iv. Board-adopted performance safety and operational performance measures, and guidelines for the addition of safety and operational staff positions as new services are introduced; v. Revised, more comprehensive strategic plan for the agency that addresses safety and operational issues; and vi. Direct board involvement in developing/updating the Panel’s recommended Enhanced Safety Action Plan and monitoring its implementation.
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Metrolink peer review report - Ventura County Star

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