Metrolink peer review report - Ventura County Star

METROLINK COMMUTER RAIL SAFETY PEER REVIEW PANEL
Final Report – January 5, 2009
Executive Summary
Enhanced Safety Action Plan are implemented, then those improvements will replace the “second set of
eyes”.
d. DigiCon Dispatch Issue: The Panel recommends that SCRRA expedite plans to transition from the
DigiCon system and develop an action plan for maintenance and other emergencies in the interim.
e. Annual Medical Evaluations: Implement medical evaluations prior to placement of contractor employees
in a safety covered position and at least every three years.
f. Hours of Service/Split Shift Issue: 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 Federal Railroad Administration (FRA) Rail Safety Advisory
Committee (RSAC) process.
g. Hours of Service Study: 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
Metrolink’s current strategic plan centers primarily on its capital improvement programs and to a lesser degree on
its SSPP. Review of the current SCRRA strategic plan reveals the agency’s process of prioritizing capital
improvements, the funding of these projects, and the documentation of improvement benefits.
The Panel has observed that Metrolink staff sees the strategic plan as a forecast of capital improvements to be
undertaken within the specific areas of each of the Member Agencies. As a result, the plan is looked upon as a
summary of project plans developed by the Member Agencies rather than a regionally-oriented plan for the
Metrolink system.
It is recommended that SCRRA develop a comprehensive strategic plan that identifies goals, the desired safety
culture, capital improvement plans and the overall agency mission. This document should be dynamic, visited
regularly and be developed by a team consisting of members from all levels and departments within SCRRA and
the Board.
8. Governance
Governance means the Board’s role in promoting safe and secure commuter rail operations, fostering a top-tobottom
safety culture, and exercising appropriate oversight of safety and operational performance.
The Panel recommends that the Board conduct a self-assessment of its performance with particular emphasis on
safety and operational oversight. This assessment should lead to a more explicit definition of Board and Board
member responsibilities and actions. The Panel lists several actions for the Board.
Enhanced Safety Action Plan and Milestones: The Panel developed a milestone action plan organized by the
eight major issues. Specific recommendations for improvement in each area were provided, and categorized as to
their implementation timeframe: short-term (six months), intermediate-term (18 months), or long-term (up to
four years). This plan is presented as Chart 1 on the following pages.
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