Page 1
Examination of Passenger Assaults
On Bus Transit Systems
FDOT Task Work Order #943-26
University Master Agreement BDV25
FINAL REPORT
December 2015
PREPARED FOR
Florida Department of Transportation
Office of Freight, Logistics and Passenger Operations
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Final Report i
Examination of Passenger Assaults On Bus Transit Systems
Final Report
Funded By:
FDOT Project Manager:
Victor Wiley, Transit Safety Programs Manager
Florida Department of Transportation
605 Suwannee Street, MS-26
Tallahassee, FL 32399-0450
Prepared By:
USF Center for Urban Transportation Research
Lisa Staes, Program Director – Transit Safety and Workforce Development
Jan Davis, Deputy Director – Transportation Finance, Management and Administration
Contributor: Jodi Godfrey, Research Associate
December 2015
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Final Report ii
Disclaimer
The contents of this report reflect the views of the authors, who are responsible for the facts
and the accuracy of the information presented herein. This document is disseminated under
the sponsorship of the Florida Department of Transportation, in the interest of information
exchange. The Florida Department of Transportation assumes no liability for the contents or
use thereof.
The opinions, findings, and conclusions expressed in this publication are those of the
authors and not necessarily those of the Florida Department of Transportation.
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Final Report iii
Technical Documentation Page
1. Report No. 2. Government Accession No. 3. Recipient's Catalog No.
4. Title and Subtitle:
Examination of Passenger Assaults on Bus Transit Systems 5. Report Date December 2015
6. Performing Organization Code
7. Author(s)
Lisa Staes, Jan Davis, Jodi Godfrey
8. Performing Organization Report No. BDV25 Task Work Order #943-26
9. Performing Organization Name and Address
National Center for Transit Research
Center for Urban Transportation Research
University of South Florida
4202 E Fowler Avenue, CUT 100, Tampa, FL 33620-5375
10. Work Unit No. (TRAIS)
11. Contract or Grant No.
FDOT BDV25-943-26
12. Sponsoring Agency Name and Address
Florida Department of Transportation
605 Suwannee Street, MS-30
Tallahassee, Florida 32399-0450
13. Type of Report and Period Covered Research Report September 2014 – December 2015
14. Sponsoring Agency Code
N/A
15. Supplementary Notes
16. Abstract This research provides a status report on the state of the industry and current conditions under which Florida
public transportation systems are operating, and the type, severity, and prevalence of passenger assaults on
these systems. The project team will review the time of day assaults are most prevalent; type of services on
which they occur most frequently (i.e., paratransit, fixed-route, commuter/express route; and location (i.e., on
board, transfer locations, bus stops).
The goals of this research effort are to:
1. Identify the prevalence of assaults on bus transit passengers.
2. Identify the time of day within which the assaults are occurring
3. Identify the locations where assaults are occurring (i.e., on board, transfer stations, bus stops)
4. Identify any other environmental factors which may contribute to an increased occurrence of assaults
5. Identify any mitigation measures transit agencies have employed to reduce the incidence rate of these
assaults
6. Identify any mitigation measures that may not be currently utilized by Florida’s public transportation
agencies that may be deemed relevant and successful in curtailing assaults on transit passengers.
17. Key Words public transit, passenger assault, bus driver assaults, bus
operator training, transit safety
18. Distribution Statement
19. Security Classification (of this report)
Unclassified
20. Security Classification (of this page)
Unclassified
21. No. of Pages
115
22. Price
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Final Report iv
Metric Conversion
SI* Modern Metric Conversion Factors as provided by the Department of Transportation,
Federal Highway Administration http://www.fhwa.dot.gov/aaa/metricp.htm
LENGTH
SYMBOL WHEN YOU
KNOW
MULTIPLY BY TO FIND SYMBOL
in Inches 25.4 millimeters mm
ft Feet 0.305 meters m
yd Yards 0.914 meters m
mi Miles 1.61 kilometers km
AREA
SYMBOL WHEN YOU
KNOW
MULTIPLY BY TO FIND SYMBOL
in2 square inches 645.2 square millimeters mm2
ft2 square feet 0.093 square meters m2
yd2 square yard 0.836 square meters m2
ac Acres 0.405 hectares ha
mi2 square miles 2.59 square kilometers km2
LENGTH
SYMBOL WHEN YOU
KNOW
MULTIPLY
BY
TO FIND SYMBOL
mm millimeters 0.039 inches in
m meters 3.28 feet ft
m meters 1.09 yards yd
km kilometers 0.621 miles mi
AREA
SYMBOL WHEN YOU
KNOW
MULTIPLY BY TO FIND SYMBOL
mm2 square millimeters 0.0016 square inches in2
m2 square meters 10.764 square feet ft2
m2 square meters 1.195 square yards yd2
ha hectares 2.47 acres ac
km2 square kilometers 0.386 square miles mi2
*SI is the symbol for the International System of Units. Appropriate rounding should be
made to comply with Section 4 of ASTM E380.
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Final Report v
Acknowledgements
This research report was prepared by the Center for Urban Transportation Research for the
Florida Department of Transportation (FDOT), Office of Freight, Logistics, and Passenger
Operations.
The Research Team would like to express our appreciation to FDOT Project Manager, Victor
Wiley for his oversight, management, and support of this research effort. We would also like
to recognize and offer our thanks to the members of Florida’s Transit Safety Network who
provided valuable input in the scoping of this project and review of information and data
collected for this research. Finally, we would like to express our appreciation and gratitude
to the many public transit agencies that graciously responded to our inquiries and provided
input and data for this effort, including:
Broward County Transit (BCT)
Charlotte County Transit Division (CCTD)
Collier Area Transit (CAT)
Gainesville Regional Transit System (RTS)
Good Wheels, Inc.
Hillsborough Area Regional Transit Authority (HART)
Jacksonville Transportation Authority (JTA)
Lakeland Area Mass Transit District (Citrus Connection)
Lee County Transit (Lee Tran)
Central Florida Regional Transportation Authority, dba, LYNX
Manatee County Area Transit (MCAT)
Miami Dade Transit (MDT)
Palm Beach County Board of County Commissioners (Palm Tran)
Pasco County Public Transportation (PCPT)
Pinellas Suncoast Transit Authority (PSTA)
Polk County Transit Services Division (PCTS)
Sarasota County Area Transit (SCAT)
City of Tallahassee (Star Metro)
Transdev (Hardee, Highlands, Okeechobee, and Desoto counties)
Volusia County Transit System (VOTRAN)
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Table of Contents
List of Tables .......................................................................................................... viii
Acronyms ................................................................................................................. ix
Executive Summary ................................................................................................... xi
Chapter 1 – Trends in Passenger Assaults ..................................................................... 1
Background and Scope ............................................................................................. 1
Literature Review .................................................................................................... 4
Research Process .................................................................................................... 4
Assault-related Fatalities and Injuries ........................................................................ 5
Nationwide & Florida Trends – National Transit Database, 2008-2015 ............................ 5
Florida Trends – Aggregated Agency Incident Data ................................................... 9
Chapter 2 – Florida Transit Agency Procedures and Practices ......................................... 13
Profiled Florida Transit Agencies – Site Visits and Interviews ....................................... 13
Broward County Transit, Pompano Beach, FL ......................................................... 14
Central Florida Regional Transportation Authority, dba, “LYNX,” Orlando, FL .............. 16
Charlotte County Transit, Punta Gorda, FL ............................................................. 18
Collier Area Transit, Naples, FL ............................................................................. 21
Gainesville Regional Transit System, Gainesville, FL ................................................ 23
Good Wheels, Inc. Fort Myers, FL ......................................................................... 26
Hillsborough Area Regional Transit Authority, Tampa, FL ......................................... 29
Jacksonville Transportation Authority, Jacksonville, FL ............................................. 32
Lakeland Area Mass Transit District, d.b.a., Citrus Connection, Lakeland, FL .............. 36
Lee Tran, Ft. Myers, FL ........................................................................................ 39
Manatee County Area Transit, Bradenton, FL .......................................................... 42
Miami-Dade Transit, Miami, FL ............................................................................. 44
Palm Tran, West Palm Beach, FL ........................................................................... 47
Pasco County Public Transportation, Port Richey, FL ................................................ 50
Pinellas Suncoast Transit Authority, St. Petersburg, FL ............................................ 53
Polk County Transit Services Division, Bartow, FL ................................................... 55
Sarasota County Area Transit, Sarasota, FL ........................................................... 57
Star Metro, Tallahassee, FL .................................................................................. 60
Transdev, Sebring, FL ......................................................................................... 63
Votran, South Daytona, FL ................................................................................... 65
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Chapter 3 – Summary of Highlighted Practices ............................................................. 68
Training ............................................................................................................... 68
Customer Service .................................................................................................. 69
Incident Response & Investigations ......................................................................... 70
Corrective Actions ................................................................................................. 70
Safety Campaigns ................................................................................................. 70
Chapter 4 – Conclusions and Recommendations ........................................................... 72
Conclusions .......................................................................................................... 72
Recommendations ................................................................................................. 73
References .............................................................................................................. 74
Appendix A – Literature Review ................................................................................. 77
Appendix B – Passenger and Operator Incidents & Assaults Transit System Questionnaire . 87
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List of Tables
Table 1. Assault-related Fatalities and Injuries, 2008-2015.............................................. 2
Table 2. Florida Assault-related Fatalities and Injuries, 2008-2015 ................................... 2
Table 3. Percentage of Assault-related Fatalities/Injuries ................................................. 3
Table 4. Percentage of Florida Assault-related Injuries by Category of Injured, Florida
Agencies, 2008-2014 .................................................................................................. 3
Table 5. Assault-related Fatalities and Injuries, 2008-2015, All Agencies ........................... 6
Table 6. Assault-related Fatalities and Injuries, 2008-2015, Florida .................................. 6
Table 7. Type of Assault-related Injuries by Location, 2008-2015, All Agencies .................. 6
Table 8.Type of Assaulted-related injury by Location, 2008-2015, Florida .......................... 7
Table 9. On-vehicle Assault-related Injuries, 2008-2015, All Agencies .............................. 7
Table 10. On-vehicle Assault-related Injuries, 2008-2015, Florida .................................... 7
Table 11. Assault-related Injuries by Day of Week & Location, 2008-2015, All Agencies ...... 8
Table 12. Assault-related Injuries by Day of Week & Location, 2008-2015, Florida ............. 8
Table 13. On-vehicle Assault-related Injuries by Day of Week, 2008-2015 ........................ 9
Table 14. Conduct-related Incidents, 2013-2015 .......................................................... 10
Table 15. Conduct-related Incidents by Month, 2013-2015 ............................................ 10
Table 16. Conduct-related Incidents by Day of Week, 2013-2015 ................................... 11
Table 17. Conduct-related Incidents by Time of Day, 2013-2015 .................................... 12
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Acronyms
ADA Americans with Disabilities Act
APTA American Public Transportation Association
ATU Amalgamated Transit Union
AVL Automatic Vehicle Location
BCT Broward County Transit
CAD Computer Aided Dispatch
CAP Corrective Action Plan
CAT Collier Area Transit
CBA Collective Bargaining Agreement
CBT Computer Based Training
CCTD Charlotte County Transit Division
CDL Commercial Driver’s License
CEO Chief Executive Officer
CFO Chief Financial Officer
CFRPC Central Florida Regional Planning Council
CMV Commercial Motor Vehicle
CTC Community Transportation Coordinator
CUTR Center for Urban Transportation Research
DHS Department of Homeland Security
EAP Employee Assistance Program
ES Executive Summary
FAC Florida Administrative Code
FAMU Florida Agricultural and Mechanical University
FDOT Florida Department of Transportation
FHP Florida Highway Patrol
FON Florida Operation Network
FS Florida Statutes
FSU Florida State University
FTA Federal Transit Administration
FTE Full Time Equivalent
FTSN Florida Transit Safety Network
GPS Global Positioning System
GM General Manager
HART Hillsborough Area Regional Transit Authority
JSO Jacksonville Sheriff’s Office
JTA Jacksonville Transportation Authority
LAMTD Lakeland Area Mass Transit District
LCB Local Coordinating Board
LEETRAN Lee County Transit
MCAT Manatee County Area Transit
MDC Miami Dade County
MDT Miami Dade Transit
MVR Motor Vehicle Records
NCTR National Center for Transit Research
NSC National Safety Council
NTD National Transit Database
PALM TRAN Palm Beach County Surface Transportation
PBC Palm Beach County
PCPT Pasco County Public Transportation
PSTA Pinellas Suncoast Transit Authority
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PCTS Polk County Transit
RTS Gainesville Regional Transit System
SCAT Sarasota County Area Transit
SCSO Sarasota County Sheriff’s Office
SMS Safety Management Systems
SPP Security Program Plan
S&S Safety and Security (NTD reporting forms)
SSPP System Safety Program Plan
SSTO Safety, Security and Training Officer
SWAT Special Weapons and Tactics
TCRP Transit Cooperative Research Program
TD Transportation Disadvantaged
TOC Transit Operations Coordinator
TPD Tallahassee Police Department
TPO Transportation Planning Organization
TRID Transport Research International Database
TSA Transportation Security Administration
TSI Transportation Safety Institute
TWU Transport Workers Union
US United States
USC United States Code
USF University of South Florida
VIPR Visible Intermodal Prevention and Response
VOTRAN Volusia County Transit
WC Workers’ Compensation
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Executive Summary
Background
Florida’s public transit systems, as well as those across the United States (U.S.), have a
critical obligation to ensure the overall safe operation of their systems, as well as the
personal safety of transit customers, employees, and the public. Behavior ranging from
assaults, armed robbery, and vandalism to verbal abuse and intimidating and threatening
behavior has the potential to impact the physical and mental well-being of passengers and
drivers. The prevalence of assaults is a significant threat to transit safety, not only to the
safety of transit bus operators, but also to the safety of transit bus passengers.
The tables below reflect the total number of fatalities and injuries resulting from assaults
categorized as major incidents that were reported to the National Transit Database (NTD)
from 2008 through May 2015 for bus service. NTD defines an assault as “an unlawful attack
by one person on another.” Assaults are categorized within NTD as personal security events,
and must be reported to NTD as a “reportable incident” when “the event is related to or
affects revenue service, or affects persons engaged with the transit system, and meets one
or more NTD reporting thresholds.” The NTD data do not include assault-related injuries
that failed to meet the reportable-incident criteria.
Both nationally (Table ES-1) and in Florida (Table ES-2), assault-related injuries of transit
vehicle riders are notable, while fatalities resulting from assaults appear to be rare.
Nationally, there is an upward trend in assault-related injuries of transit vehicle riders with a
downward trend in assault-related injuries of transit vehicle operators. In Florida, assault-
related injuries of both transit vehicle riders and operators have declined, since a peak in
assault-related injuries in 2013.
Table ES-1. Assault-related Fatalities and Injuries, by Category, All Agencies, 2008-2015
2008 2009 2010 2011 2012 2013 2014 2015* Total
Fatalities – Transit Vehicle Rider 0 0 0 0 1 1 0 0 2
Fatalities – People Wait or Leave 0 1 0 0 1 0 1 0 3
Fatalities – Other 0 0 0 0 0 1 0 0 1
Total Fatalities 0 1 0 0 2 2 1 0 6
Injuries –Transit Vehicle Rider 56 64 103 159 226 204 221 79 1,112
Injuries – People Waiting or Leaving 38 20 26 49 58 63 63 17 334
Injuries – Transit Vehicle Operators 119 107 110 140 144 145 120 54 939
Injuries – Transit Employees 17 6 14 16 16 16 16 0 101
Injuries – Pedestrian Not in Crosswalk 0 1 3 1 2 2 2 0 11
Injuries – Pedestrian in Crosswalk 0 0 0 0 0 0 1 0 1
Injuries – Occupant of Other Vehicle 0 0 0 0 0 0 1 0 1
Injuries – Other Worker 0 0 0 1 0 1 1 0 3
Injuries – Other 3 4 3 2 3 2 3 0 20
Total Injuries 233 202 259 368 449 433 428 150 2,522
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015;
2008-2015; *2015 data represent January through May of 2015
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Table ES-2. Assault-related Fatalities and Injuries by Category,
Florida Agencies, 2008-2015
To provide insight into classifications of individuals at risk of injury from an assault, Table
ES-3 presents the nationwide percentage of total assault-related fatalities/injuries
represented by each category of injured person for the NTD reporting period from 2008
through 2014. Nationally, injuries to transit vehicle operators, as a percentage of the total,
generally exceeded the rate reported in Florida (Table ES-4), while injuries to Florida’s
transit vehicle riders, as a percentage of the total, consistently exceeded the percentage
reported nationally. At the national level, assault-related injuries to people waiting or
leaving, as a percentage, exceeded the Florida percentage.
Table ES-3 –Percentage of Assault-related Fatalities/Injuries
By Category of Injured, All Agencies, 2008-2014
2008 2009 2010 2011 2012 2013 2014 2015* Total
Total Fatalities 0 0 0 0 0 0 0 0 0
Injuries –Transit Vehicle Rider 2 6 4 6 6 7 4 3 38
Injuries – People Waiting or Leaving 1 1 3 0 0 1 0 0 6
Injuries – Transit Vehicle Operators 4 0 1 1 3 4 1 2 16
Injuries – Transit Employees 0 0 0 0 0 0 0 0 0
Injuries – Occupant of Other Vehicle 0 0 0 0 0 0 0 0 0
Injuries – Other 0 0 0 0 0 0 0 0 0
Total Injuries 7 7 8 7 9 12 5 5 60
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015;
2008-2015; *2015 data represent January through May of 2015
2008 2009 2010 2011 2012 2013 2014
Fatalities – Transit Vehicle Rider 0.0% 0.0% 0.0% 0.0% 50.0% 50.0% 0.0%
Fatalities – People Wait or Leave 0.0% 100.0% 0.0% 0.0% 50.0% 0.0% 100.0%
Fatalities – Other 0.0% 0.0% 0.0% 0.0% 0.0% 50.0% 0.0%
Injuries –Transit Vehicle Rider 24.0% 31.7% 39.8% 43.2% 50.3% 47.1% 51.6%
Injuries – People Waiting or Leaving 16.3% 9.9% 10.0% 13.3% 12.9% 14.5% 14.7%
Injuries – Transit Vehicle Operators 51.1% 53.0% 42.5% 38.0% 32.1% 33.5% 28.0%
Injuries – Transit Employees 7.3% 3.0% 5.4% 4.3% 3.6% 3.7% 3.7%
Injuries – Pedestrian Not in Crosswalk 0.0% 0.5% 1.2% 0.3% 0.4% 0.5% 0.5%
Injuries – Pedestrian in Crosswalk 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2%
Injuries – Occupant of Other Vehicle 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2%
Injuries – Other Worker 0.0% 0.0% 0.0% 0.3% 0.0% 0.2% 0.2%
Injuries – Other 1.3% 2.0% 1.2% 0.5% 0.7% 0.5% 0.7%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents),
2008-2015.
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Table ES-4 – Percentage of Assault-related Fatalities/Injuries
By Category of Injured, Florida Agencies, 2008-2014
In an effort to identify more accurately the extent to which passenger and bus operator
assaults are prevalent in Florida, the research team determined that further investigation
would be required to establish the magnitude of assaults that do occur, but fail to meet NTD
reportable criteria. The results of this investigation are contained within this report and
summarized below.
Scope of Study
The goals of this research effort are to:
1. Identify the prevalence of assaults on bus transit passengers – both those meeting
the thresholds for a NTD major incident, as well as those incidents that transit
agencies are recording and tracking that may be at thresholds significantly less than
those that would prompt an incident to be reported as a NTD major incident.
2. Identify the time of day within which the assaults are occurring.
3. Identify the locations where assaults are occurring (i.e., on board, transfer stations,
bus stops).
4. Identify any other environmental factors which may contribute to an increased
occurrence of assaults.
5. Identify any mitigation measures transit agencies have employed to reduce the
incidence rate of these assaults.
6. Identify any mitigation measures that may not be currently utilized by Florida’s
public transportation agencies that may be deemed relevant and successful in
curtailing assaults on transit passengers.
Research Methods Utilized
A literature review was conducted to provide a solid and necessary foundation for this
research (Appendix A). It includes the review of literature identified through a search of the
Transport Research International Database (TRID), Google, and other internet search tools
that address the complexity and relevance of assaults on transit passengers.
This literature review also includes an examination of formal publications, and newspaper
and online news articles; guidelines and recommended practices developed by industry
groups, including the American Public Transportation Association (APTA); and other
research reporting sources.
2008 2009 2010 2011 2012 2013 2014
Injuries –Transit Vehicle Rider 28.6% 85.7% 50.0% 85.7% 66.7% 58.3% 80.0%
Injuries – People Waiting or Leaving 14.3% 14.3% 37.5% 0.0% 0.0% 8.3% 0.0%
Injuries – Transit Vehicle Operators 57.1% 0.0% 12.5% 14.3% 33.3% 33.3% 20.0%
Injuries – Transit Employees 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Injuries – Occupant of Other Vehicle 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Injuries – Other 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents),
2008-2015.
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The review identifies representative work that addresses the prevalence or increasing
incidences of threats to transit passengers, and includes relevant studies from other
transportation modes and outside the transportation industry, where applicable.
Finally, the review explores elements that some consider to be pre-determinates in bus
operator and passenger assaults. Further examination of these elements could provide a
platform not only for additional research, but also the potential development of tools or
other resources to assist public transit agencies in mitigating bus operator, passenger
assaults, and other aggressive behavior.
The literature review was followed by a comprehensive examination of bus transit safety
data on passenger assaults. This examination began with a desk exercise utilizing NTD data
to frame general baseline data and issues. It was followed by an extensive effort to extract
incident data directly from a number of Florida’s transit properties.
Based on the review of agency and NTD data, a status report was developed that included
the state of the industry and current conditions under which Florida public transportation
systems are operating, as well as the type, severity, and prevalence of passenger assaults
on these systems. The project team reviewed the type of services (i.e., demand response,
demand response-taxi, fixed route bus) on which assaults occurred most frequently; the
location of the assault (i.e., on board, transfer locations, bus stops); the day of the week
assaults occurred; and, the time of day assaults occurred.
In addition, this research included site visits to the 20 Florida public transit properties
identified below, and corresponding examination of incident reports from those systems.
The properties were selected to ensure equitable consideration of operating location and
system size. The results of the on-site interviews, as well as aggregated agency data and
supporting documentation provided by the agencies, are included in this research report.
Broward County Transit Manatee County Area Transit
Charlotte County Transit Division Miami-Dade Transit
Collier Area Transit Palm Tran
Gainesville Regional Transit System Pasco County Public Transportation
Good Wheels, Inc. Pinellas Suncoast Transit Authority
Hillsborough Area Regional Transit Authority Polk County Transit Services Division
Jacksonville Transportation Authority Sarasota County Area Transit
Lakeland Area Mass Transit District Star Metro
Lee County Transit Veolia/Transdev
LYNX Votran
Organization
The report is organized into four chapters, as follows: Chapter 1 details trends in
passenger and bus operator assaults identified from NTD and transit agency data; Chapter 2
provides an overview of each of the 20 agencies with a discussion of the agency’s
procedures and practices, training, customer service, incident response and investigations,
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Final Report xv
corrective actions, and safety campaigns; Chapter 3 provides a summary of highlighted
practices (care was extended to ensure that specific assault data and sources of aggressive
behavior on transit buses for individual agencies remained anonymous); and Chapter 4
details conclusions and recommendations.
Research Summary
Trends in Passenger and Bus Operator Assaults
Both nationally and in Florida, assault-related injuries of transit vehicle riders are notable,
while fatalities resulting from assaults appear to be rare. Nationally, there is an upward
trend in assault-related injuries of transit vehicle riders with a downward trend in assault-
related injuries of transit vehicle operators. In Florida, assault-related injuries of both
transit vehicle riders and operators have declined, since a peak in assault-related injuries in
2013. Most assault-related injuries nationally (81.5%) and in Florida (86.7%) occurred on
the bus rather than at another location. Florida’s total transit injuries mirror nationwide
injuries, but show a greater incidence of injuries specifically to transit riders. Nationally,
while more injuries occurred on Friday, there is minimal difference in injuries by the day of
the week. Florida, on the other hand, shows substantial difference in the number of injuries
by day of the week, with more than a fourth of all injuries occurring on Thursdays.
Fifteen of the 20 Florida transit agencies that participated in the project provided conduct-
related data – incidents that transit agencies record and track that are at thresholds less
than those that would prompt the incident to be reported as an NTD major incident. These
data were aggregated (4,406 incidents) and analyzed to identify common characteristics,
such as the location of the occurrence, the day of the week on which incidents occurred, and
the time of day when most incidents occurred. All of the incidents examined occurred
onboard the bus.
Disorderly conduct/onboard disturbances accounted for 36 percent of all incidents, followed
by passengers being assaulted by passengers (12.1%). Fare evasion/disputes represented
8.7 percent of all incidents. Slightly more on-vehicle incidents were reported during the
month of April, with vandalism to the bus slightly higher-than-average. More incidents were
reported on Wednesdays, and were driven by higher-than-average passengers assaulting
passengers and incidents of theft. Slightly more incidents were reported during afternoon
and evening hours, with objects thrown at the bus and passengers assaulting passengers
slightly higher-than-average.
Summary of Florida Transit Agency Procedures and Practices
Eighteen of the 20 agencies included in the site visits directly operate and/or purchase bus
service. Agencies turn to the NTD glossary as the defining source for terms, such as assault,
which means an unlawful attack by one person on another, including spitting. The source of
the conflict that generates an assault, while not identified as a factor or term in the NTD,
can sometimes be gleaned from the description of the incident. Figure ES-1 details the
source of the conflict for the 35 assaults against Florida passengers, reported in NTD, 2008-
2015.
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Final Report xvi
Figure ES-1 Source of Conflict for Florida Assaults, NTD 2008-2015
Fixed route bus operators at twelve of the agencies are represented by a union with picks
that range from two to four times a year and are almost always based on seniority. Bus
operator lunch and bathroom breaks are rarely scheduled, so most operators must rely on
recovery time at the end of the route for relief.
Agencies typically provide three types of training: new operator, refresher, and remedial. All
agencies offer new operator training that consists of classroom instruction and on-the road
training ranging from one to in excess of eight weeks. De-escalation techniques, conflict
resolution and avoidance, basic body language, and fare handling are common topics. The
use of Transportation Safety Institute (TSI) instructor training, the Smith System for
defensive driving, and in-service training with experienced drivers are commonplace, but
the use of training simulators is rare. Refresher training is often presented on an annual
basis and focuses on several topics specific to corrective action and critical points. A few
agencies indicated that they avoid the use of remedial training. Agencies that do incorporate
its use find it helpful following serious collisions, unsafe driving habits, or customer
complaints. Some agencies require remedial training after every accident.
While customer service provisions vary from agency to agency, most agencies immediately
investigate complaints, review available video, meet with operators, and track progress in
resolving outstanding issues. One agency has a specific system devoted to customer
complaints. Another agency has a policy requiring that no passenger be left behind - a
Nature of Florida Assaults, 2008-2015
Assaults against Passengers
Operator assaulted passenger (after confrontation)
Passenger (intoxicated) assaulted passengers (2 female teens)
Passenger (male) assaulted passenger (female)
Passenger (teenage girl) assaulted passenger
Passenger assaulted passenger-11 incidents
Passenger assaulted passenger (after slurs)
Passenger assaulted passenger (argument)
Passenger assaulted passenger (elderly)
Passenger assaulted passenger (ex-boyfriend)
Passenger assaulted passenger (conflict over female)
Passenger assaulted passenger (with pepper spray)
Passenger assaulted passenger (students)
Passenger assaulted passenger (with handbag)
Passenger assaulted passenger (with metal baton)
Passengers (2 youths) assaulted passenger
Passengers (3 males) assaulted passenger (male)
Passengers (3 males) assaulted passenger
Passengers (3 youths) assaulted passenger
Passengers assaulted passenger
Passengers assaulted passengers
Passengers fighting-4 incidents
Passengers fighting (10 teenagers/adult male)
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Final Report xvii
passenger who is by-passed and calls the agency will be picked up and driven to his
destination. Support vehicles are equipped with bike racks and lifts to facilitate transport.
One agency recently hired new service managers and stationed them strategically to assist
customers and minimize complaints. An agency developed a Customer Service Review
Committee that meets once a week to address both complaints and commendations. Other
agencies have dedicated customer call-in lines, use courtesy cards, and encourage
customers to post comments on Facebook.
All agencies provided detailed guidelines for responding to accidents, incidents, and
complaints. Procedures are detailed in agency System Safety Program Plans (SSPPs),
Employee Handbooks, Driver Manuals, and general agency guidelines. While many of the
procedures are quite similar, agencies have incorporated unique aspects that apply to
special operating procedures within their agency and are designed to ensure the safety of
transit system users, employees, operators, and the general public. Few agencies employ a
security force; however, it is not uncommon for agencies to contract with private security
firms, local law enforcement, and off-duty local law enforcement officers to provide security
at transfer centers and stations, and to ride particular routes when there are issues. All
agencies rely on local law enforcement, when necessary.
While safety officers play a major role in accident, incident, and complaint investigations,
they receive a great deal of assistance in the conduct of investigations not only from transit
supervisors, many of whom have received TSI accident investigation training, but also from
risk management. It is not uncommon for risk management to handle all accidents and
workers compensation, maintain a database of accident-related data, and provide an
agency with a trend analysis of specific incidents. Fifteen agencies indicated they have video
in all vehicles and most transfer centers. Video and audio are reviewed for every accident,
incident, and complaint.
Most agencies incorporate retraining and progressive discipline for incidents involving bus
operators. Route and shift changes were agency-specific. One agency will modify a route if
an operator feels threatened or will place a supervisor or police at stops along the route.
Another agency changed a route to ensure that a specific operator would not transport a
specific customer due to personal conflict between the two individuals. One agency will
modify a route temporarily for specific issues, but not a specific operator. Several agencies
indicated they would modify a driver’s route assignment to ensure a driver’s safety.
A majority of the agencies are authorized to use restricted access (trespass) for unruly
customers. Two agencies will restrict access if there is video evidence of an assault. In most
cases, the trespass is requested by the agency, but is actually issued by the appropriate law
enforcement jurisdiction. The length and scope of the restricted access varies by agency,
and can range from one-day at the point of contact to one-year system-wide. Most agencies
have a prescribed appeal process that identifies the person responsible for hearing the
appeal, and the time frame for consideration of lifting the restriction. Two agencies have
three-member groups that make the appeal decision. For at least one of the agencies, the
restricted access can only be lifted by the issuing law enforcement agency.
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Final Report xviii
The majority of the site visit agencies identified two groups (homeless persons and
alternative schools) that challenge their mission to provide safe, high quality, on-time
transit service. The most significant problems with homeless persons include loitering at
transit centers and bus stops, particularly during off-hours; remaining on the bus during
service hours; personal hygiene; and personal belongings. Agencies have posted guards at
transit centers at night when transit service is not operating; instituted police patrols;
required payment at the end of each route; limited personal belongings brought onboard;
and referred individuals to local social service providers, such as the public health center
and local Council on Aging, as appropriate. One agency expanded services to the homeless
shelter. Several agencies provide cold-weather transports to shelters.
Agency efforts to improve relationships with alternative schools have been quite successful.
Agencies reached out to the schools and developed cooperative relationships that benefited
transit, the schools, and the students. One school staggered student release times to
minimize the size of groups boarding the bus. Several agencies established regular
meetings with schools, and school administrators now visit the transit agency on a regular
basis. One agency took a bus and staff to a school for the day to educate students on all
aspects of transit. The school issued student IDs, which the school can withdraw for
inappropriate behavior.
Summary of Highlighted Practices
During the conduct of the literature review and site visits with agency staff, a number of
comprehensive programs were identified that transit agencies have implemented to enhance
safety and reduce or minimize the likelihood of assaults on transit passengers and
operators. Areas of focus include training, customer service, incident response and
investigation, corrective actions, and safety campaigns.
Training
Numerous agencies, including Broward County Transit (BCT), LYNX, Hillsborough
Area Regional Transit (HART), Lee Tran, Pasco County Public Transit (PCPT), Pinellas
Suncoast Transit Authority (PSTA), and Votran, incorporate de-escalation techniques
in their new operator and refresher training programs. De-escalation techniques and
active shooter training are examples of the training provided in two-hour segments
during LYNX quarterly safety meetings.
The Jacksonville Transportation Authority (JTA) called on the Jacksonville Sheriff’s
Office (JSO) to provide training to their operators, who responded very favorably to a
presentation on basic body language (posturing, threatening vs non-threatening),
how to get yourself away from an attack, and verbal judo.
Citrus Connection developed and maintains an Operator Development Training
Program for new hire training and testing of employees that includes conflict
resolution and avoidance.
Gainesville Regional Transit System (RTS) initiates refresher training for complaints
in lieu of discipline or termination.
HART provides an increased level of sensitivity training to demand response
operators.
Both Palm Tran and PCPT developed specific fare handling policies designed to
reduce conflict. In fare disputes at Palm Tran, with the first occurrence, drivers are
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Final Report xix
trained to simply “state the fare” and let the customer ride; the second time they let
them ride; the third time, a supervisor is dispatched. At PCPT, operators are trained
to issue change cards that can be used at a later date, which has become a great
customer service issue, because passengers often leave their change for someone
less fortunate.
Two special training campaigns include JTA’s “would you let this guy on your bus at
11:30 pm if you are alone?” and PCTS’s “Hang Up and Drive – the Jacy Good Story”
video with comprehensive assessment.
Customer Service
Collier Area Transit (CAT) subscribes to the policy that “no passenger is left behind,”
and will actually transport someone who missed the bus and calls. Support vehicles
are equipped with bike racks and lifts for transport.
At Lee Tran, if a passenger has a complaint with the driver, the bus, or with Lee Tran
in general, the passenger is separated from the driver to control the situation and
offer reasonable resolutions to both the operator and the passenger. Unruly
passengers, if removed from the bus, may be given a ride to their destination (one
time only per passenger), to give the supervisor the opportunity to discuss the
incident and remind the passenger of Lee Tran policies.
Manatee County Area Transit (MCAT) allows operators to “challenge the policy,” in
two specific areas. The MCAT Bikes on Buses Policy (each bus has only 2 bike racks)
allows an operator to challenge the policy and allow folding bikes on buses if the bike
rack is full. Similarly, if all wheelchair slots are in use, the operator can call dispatch
and request that paratransit respond to the site to accommodate a wheelchair
customer.
Votran established a Customer Service Review Committee that meets once a week to
address both complaints and commendations.
Incident Response & Investigations
Lee Tran established mutual aid agreements with police jurisdictions, which has a
created a proactive atmosphere. Lee Tran allows police to use their new transit
facility for various activities, which strengthens their relationship and increases the
police presence in the neighborhood.
Use of Corrective Actions
If a BCT operator feels threatened, the agency will place a supervisor or police at
stops along the operator’s route.
Citrus Connection uses security on random bus routes to monitor teenagers fighting.
Lee Tran will contact and counsel disruptive passengers regarding their behavior, if
requested by the driver.
JTA met with school administrators, and they are working together to solve issues.
One thing they have been able to do that seems to have helped is modified school
release times to allow for staggering. This prevents large groups congregating at
bus stops and seems to reduce incidents. JTA, the Department of Juvenile Justice,
and JSO went to the school and discussed consequences of the students’ behavior.
JTA said that these external stakeholder partnerships are crucial.
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Final Report xx
Star Metro began regular meetings with the school administrator to resolve conflicts,
and, as a result, the school withdraws passes from problem students.
To diffuse the situations with disruptive students, Sarasota Count Area Transit
(SCAT) took buses to the school and spent a day with the students familiarizing them
with transit and SCAT bus policies.
Votran works closely with the Council on Aging, makes referrals to the Volusia
County Health Department, and provides cold weather movement to homeless
shelters.
Safety Campaigns
RTS developed a number of communications devices, including: stall memo
(described as “highly successful” by RTS staff); bulletin board; digital signs;
newsletters; mail box inserts; posted customer compliments (city linked); City
Manager meets with employees annually; locked drop box for comments,
suggestions, or other communication; “FYI” for drivers (drivers consider FYI to be
formal communication with a required timeline for response). RTS’s General
Manager makes a concerted effort to have dialogue directly with drivers during in-
service and annual training to obtain feedback.
HART facilitated ergonomic changes to the drivers’ compartment that included the
installation of adjustable accelerator and brake pedals and upgraded seats to a more
expensive model that includes better padding and lumbar support. HART bus
operators were involved in these modifications, as well as in the design and layout of
the driver cockpit. In an effort to improve the pool of bus operators hired, and
therefore ensuring better success for the agency’s drivers, HART’s Human Resource
Department is actively involved in the hiring process, including the use of ergo
metric testing to identify those with higher customer service skills scores.
Citrus Connection staged a bike safety demonstration and a wheelchair securement
demonstration at the terminal, both of which were well attended and welcomed by
the community
PSTA gives “Customer Service of the Quarter/Year” awards to their drivers and
prominently displays the names of the award recipients on plaques that hang in the
drivers’ lounge.
Conclusions and Recommendations
A series of conclusions or observations has been made as a result of this research, and is
included in the section that follows.
Furthermore, many of the agencies included in the site visits have been proactive in
addressing assault-related incidents and have implemented policy and procedural changes
that have met with success. This includes providing bus operators with the tools necessary
to effectively respond to volatile situations through training, establishing local policies and
procedures to deter assault events, and assisting in responding to events. Some of these
policies and practices were deemed critical to addressing bus operator and passenger
assaults. Specific recommendations based on these findings are also included in the section
below.
Conclusions
Bus operator and passenger assaults continue to occur nationwide and in Florida.
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Final Report xxi
Nationally, transit operators are at greater risk for a major assault than transit riders; in
Florida, transit riders face more risk of assault than drivers.
Frequent conduct-related incidents were documented on Florida’s transit systems. While
most of these do not meet the NTD definition of assault, they do represent anti-social
behavior that ranges from assaults, robbery and vandalism to verbal abuse and intimidating
and threatening behavior that impacts the physical and mental well-being of passengers and
drivers.
Summary data collected during the project proved helpful in identifying behavior that
disrupts transit service and poses a threat to operators and passengers.
Recommendations
During the agency site visits, a number of successful practices were identified and are
reflected in the recommendations below.
Recommendation 1: Coordinate agency efforts to codify anti-social and disruptive behaviors
and implement tracking systems that can be shared across agencies to identify trends,
catalogue successful measures used to minimize impacts of the behaviors, and share
findings.
Recommendation 2: Maximize bus operator training – expand the use of de-escalation
techniques, conflict resolution and avoidance, and basic body language (posturing,
threatening vs non-threatening) programs to assist operators in resolving incidents in an
effective way.
Recommendation 3: Develop a guide for best training practices that describes types of
suitable training for de-escalation and conflict avoidance and distribute to transit agencies to
ensure a concerted approach to training.
Recommendation 4: Share agency success stories of programs that have reduced anti-
social behavior on buses.
Recommendation 5: Expand educational endeavors – transit staff and local law
enforcement visit schools to explain the impact of anti-social behavior; develop student
contracts; assign student ID cards; and involve parents and teachers.
Recommendation 6: Evaluate infrastructure improvements, including: the consideration of
driver compartments; installation of video cameras with notices to passengers that cameras
are in use and violators could be prosecuted; and incorporation of panic buttons in
conjunction with a local law enforcement rapid response programs.
Recommendation 7: Continue development of working partnerships with a variety of
organizations, including local government, other transit agencies, local law enforcement,
community groups, social service agencies, and Federal agencies.
Recommendation 8: Work with local law enforcement agencies to improve response times
to acts of anti-social behavior, and target known hotspots for modified services for a
specified amounts of time.
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Final Report 1
Chapter 1 – Trends in Passenger Assaults
Background and Scope
Florida’s public transit systems, as well as those across the U.S., have a critical obligation to
ensure the overall safe operation of their systems, as well as the personal safety of transit
customers, employees, and the public. Behavior ranging from assaults, armed robbery, and
vandalism to verbal abuse and intimidating and threatening behavior has the potential to
impact the physical and mental well-being of passengers and drivers. The prevalence of
assaults is a significant threat to transit safety, not only to the safety of bus operators, but
also transit passengers.
Trends in passenger assaults are first discussed relative to major incidents as reported to
the NTD. Recognizing that further investigation is needed to determine the extent of
assaults that occur, but fail to meet NTD’s reportable criteria, this segment is followed by a
discussion of statewide trends based on aggregated data provided by Florida’s public transit
agencies.
The tables below reflect the total number of fatalities and injuries resulting from assaults
that were reported to the National Transit Database (NTD) for all transit systems and for
Florida’s transit systems from 2008 through May 2015 for bus service. NTD defines assault
as “an unlawful attack by one person on another.” Assaults are categorized within NTD as
personal security events, and must be reported to NTD as a “reportable incident,” when “the
event is related to or affects revenue service, or affects persons engaged with the transit
system, and meets one or more NTD reporting thresholds.” The data do not include assault-
related injuries that failed to meet the NTD reportable-incident criteria.
Both nationally (Table 1) and in Florida (Table 2), assault-related injuries of transit vehicle
riders are notable, while fatalities resulting from assaults appear to be rare. Nationally,
there is an upward trend in assault-related injuries of transit vehicle riders with a downward
trend in assault-related injuries of transit vehicle operators. Assault-related injuries of both
transit vehicle riders and operators have declined in Florida, since a peak in assault-related
injuries in 2013.
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Final Report 2
Table 1. Assault-related Fatalities and Injuries, 2008-2015
Table 2. Florida Assault-related Fatalities and Injuries, 2008-2015
To provide insight into classifications of individuals at risk of injury from an assault, Table 3
presents the percentage of total assault-related fatalities/injuries represented by each
category of injured person for the NTD reporting period from 2008 through 2014.
Nationally, injuries to transit vehicle operators, as a percentage, generally exceeded the
rate reported in Florida (Table 4), while injuries to Florida’s transit vehicle riders, as a
percentage, consistently exceeded the rate reported nationally. At the national level,
assault-related injuries to people waiting or leaving, as a percentage, exceeded the Florida
percentage.
2008 2009 2010 2011 2012 2013 2014 2015* Total %/Total
Fatalities – Transit Vehicle Rider 0 0 0 0 1 1 0 0 2 33.3%
Fatalities – People Wait or Leave 0 1 0 0 1 0 1 0 3 50.0%
Fatalities – Other 0 0 0 0 0 1 0 0 1 16.7%
Total Fatalities 0 1 0 0 2 2 1 0 6 100.0%
Injuries –Transit Vehicle Rider 56 64 103 159 226 204 221 79 1,112 44.1%
Injuries – People Waiting or Leaving 38 20 26 49 58 63 63 17 334 13.2%
Injuries – Transit Vehicle Operators 119 107 110 140 144 145 120 54 939 37.2%
Injuries – Transit Employees 17 6 14 16 16 16 16 0 101 4.0%
Injuries – Pedestrian Not in Crosswalk 0 1 3 1 2 2 2 0 11 0.4%
Injuries – Pedestrian in Crosswalk 0 0 0 0 0 0 1 0 1 0.0%
Injuries – Occupant of Other Vehicle 0 0 0 0 0 0 1 0 1 0.0%
Injuries – Other Worker 0 0 0 1 0 1 1 0 3 0.1%
Injuries – Other 3 4 3 2 3 2 3 0 20 0.8%
Total Injuries 233 202 259 368 449 433 428 150 2,522 100.0%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015;
*2015 data represent January through May of 2015
2008 2009 2010 2011 2012 2013 2014 2015* Total %/Total
Total Fatalities 0 0 0 0 0 0 0 0 0 0.0%
Injuries –Transit Vehicle Rider 2 6 4 6 6 7 4 3 38 63.3%
Injuries – People Waiting or Leaving 1 1 3 0 0 1 0 0 6 10.0%
Injuries – Transit Vehicle Operators 4 0 1 1 3 4 1 2 16 26.7%
Injuries – Transit Employees 0 0 0 0 0 0 0 0 0 0.0%
Injuries – Occupant of Other Vehicle 0 0 0 0 0 0 0 0 0 0.0%
Injuries – Other 0 0 0 0 0 0 0 0 0 0.0%
Total Injuries 7 7 8 7 9 12 5 5 60 100.0%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015;
*2015 data represent January through May of 2015
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Final Report 3
Table 3. Percentage of Assault-related Fatalities/Injuries
By Category of Injured, All Agencies, 2008-2014
Table 4. Percentage of Florida Assault-related Injuries by Category of Injured, Florida Agencies, 2008-2014
In this study, researchers at the National Center for Transit Research (NCTR) performed a
comprehensive examination of the nature and frequency of assault-related incidents and
mitigation efforts undertaken by Florida public transit agencies to minimize the impact on
the traveling public and agency employees. The goals of this research effort were to:
1. Identify the prevalence of assaults on bus transit passengers – both those meeting
the thresholds for a NTD major incident, as well as those incidents that transit
agencies are recording and tracking that may be at thresholds significantly less than
those that would prompt an incident to be reported as a NTD major incident.
2. Identify the time of day within which the assaults are occurring.
3. Identify the locations where assaults are occurring (i.e., on board, transfer stations,
bus stops).
4. Identify any other environmental factors which may contribute to an increased
occurrence of assaults.
5. Identify any mitigation measures transit agencies have employed to reduce the
incidence rate of these assaults.
6. Identify any mitigation measures that may not be currently utilized by Florida’s
public transportation agencies that may be deemed relevant and successful in
curtailing assaults on transit passengers.
2008 2009 2010 2011 2012 2013 2014
Fatalities – Transit Vehicle Rider 0.0% 0.0% 0.0% 0.0% 50.0% 50.0% 0.0%
Fatalities – People Wait or Leave 0.0% 100.0% 0.0% 0.0% 50.0% 0.0% 100.0%
Fatalities – Other 0.0% 0.0% 0.0% 0.0% 0.0% 50.0% 0.0%
Injuries –Transit Vehicle Rider 24.0% 31.7% 39.8% 43.2% 50.3% 47.1% 51.6%
Injuries – People Waiting or Leaving 16.3% 9.9% 10.0% 13.3% 12.9% 14.5% 14.7%
Injuries – Transit Vehicle Operators 51.1% 53.0% 42.5% 38.0% 32.1% 33.5% 28.0%
Injuries – Transit Employees 7.3% 3.0% 5.4% 4.3% 3.6% 3.7% 3.7%
Injuries – Pedestrian Not in Crosswalk 0.0% 0.5% 1.2% 0.3% 0.4% 0.5% 0.5%
Injuries – Pedestrian in Crosswalk 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2%
Injuries – Occupant of Other Vehicle 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2%
Injuries – Other Worker 0.0% 0.0% 0.0% 0.3% 0.0% 0.2% 0.2%
Injuries – Other 1.3% 2.0% 1.2% 0.5% 0.7% 0.5% 0.7%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015
2008 2009 2010 2011 2012 2013 2014
Injuries –Transit Vehicle Rider 28.6% 85.7% 50.0% 85.7% 66.7% 58.3% 80.0%
Injuries – People Waiting or Leaving 14.3% 14.3% 37.5% 0.0% 0.0% 8.3% 0.0%
Injuries – Transit Vehicle Operators 57.1% 0.0% 12.5% 14.3% 33.3% 33.3% 20.0%
Injuries – Transit Employees 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Injuries – Occupant of Other Vehicle 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Injuries – Other 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015
Page 26
Final Report 4
Literature Review
A literature review was conducted to provide a solid and necessary foundation for this
research (Appendix A). It includes the review of literature identified through a search of the
Transit Research International Database (TRID), Google, and other internet search tools
that address the complexity and relevance of assaults on transit passengers.
This literature review also include an examination of formal publications and newspaper and
online news articles; guidelines and recommended practices developed by industry groups,
including the American Public Transportation Association (APTA); and other research
reporting sources.
The review identifies representative work that addresses the prevalence or increasing
incidences of threats to transit passengers, and includes relevant studies from outside of the
transportation industry and other transportation modes, where applicable.
Finally, the review explores elements that some consider to be pre-determinates in bus
operator and passenger assaults. Further examination of these elements could provide a
platform not only for additional research, but also the potential development of tools or
other resources to assist public transit agencies in mitigating bus operator, passenger
assaults, and other aggressive behavior.
Research Process
The review of literature was followed by a comprehensive examination of bus transit safety
data on passenger assaults. The project team reviewed the time of day assaults occurred;
the day of the week assaults occurred; and, location (i.e., on board, transfer locations, bus
stops).
There were two sources of data used in this examination. First, the project team utilized
data extracted from NTD; assaults are categorized within NTD as personal security events,
and must be reported to NTD as a reportable incident, when the event is related to or
affects revenue service, or affects persons engaged with the transit system, and meets one
or more of the following NTD reporting thresholds:
Fatality
Includes suicides
Does not include deaths resulting from illnesses or other natural causes
Immediate transport away from the scene for medical attention (1 or more persons)
Except in the case of Other Safety Occurrences not Otherwise Classified
(OSONOC)
Each person immediately transported away from the scene for medical attention
by any type of vehicle, whether or not they appear to be injured, should be
reported as an injury.
Illnesses requiring transport for medical attention are not reportable.
Estimated property damage equal to or exceeding $25,000
Includes All property involved, including damage to private vehicles, if applicable.
An evacuation for life safety reasons
A life safety event is one that presents an imminent danger to ALL people in or on
transit property
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Final Report 5
In addition, this research included site visits to the 20 Florida public transit properties
identified below, and corresponding examination of incident reports from those systems. A
standard questionnaire (Appendix B) was prepared for use in acquiring consistent
information from each of the 20 agencies. The properties were selected to ensure equitable
consideration of operating location and system size. An extensive effort was undertaken to
extract incident data directly from the identified Florida transit properties. Assault-related
incidents for bus were reviewed in detail to identify location, day of week, and time of day.
The results of the on-site interviews, as well as data and supporting documentation
provided by the agencies, are included in this research report.
Broward County Transit Manatee County Area Transit
Charlotte County Transit Division Miami-Dade Transit
Collier Area Transit Palm Tran
Gainesville Regional Transit System Pasco County Public Transportation
Good Wheels, Inc. Pinellas Suncoast Transit Authority
Hillsborough Area Regional Transit Authority Polk County Transit Services Division
Jacksonville Transportation Authority Sarasota County Area Transit
Lakeland Area Mass Transit District Star Metro
Lee County Transit Transdev
LYNX Votran
Assault-related Fatalities and Injuries
The following section presents aggregated national and Florida specific transit assault data
for the 2008 through May 2015 NTD reporting years. It includes injuries and fatalities that
have resulted from assault-related incidents, the general categories of those who have been
victims, and data trends.
Nationwide & Florida Trends – National Transit Database, 2008-2015
Both nationally (Table 5) and in Florida (Table 6), assault-related injuries of transit vehicle
riders are notable, while fatalities resulting from assaults appear to be rare. Nationally,
there is an upward trend in assault-related injuries of transit vehicle riders with a downward
trend in assault-related injuries of transit vehicle operators. In Florida, assault-related
injuries of both transit vehicle riders and operators have declined, since a peak in assault-
related injuries in 2013.
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Final Report 6
Table 5. Assault-related Fatalities and Injuries, 2008-2015, All Agencies
Table 6. Assault-related Fatalities and Injuries, 2008-2015, Florida
Assault-related injuries by location for all agencies are delineated in Table 7. Florida injuries
by location are presented in Table 8. A clear majority of injuries, nationally (81.5%) and
within Florida (86.7%) occurred on the bus rather than at another location.
Table 7. Type of Assault-related Injuries by Location, 2008-2015, All Agencies
2008 2009 2010 2011 2012 2013 2014 2015* Total %/Total
Fatalities – Transit Vehicle Rider 0 0 0 0 1 1 0 0 2 33.3%
Fatalities – People Wait or Leave 0 1 0 0 1 0 1 0 3 50.0%
Fatalities – Other 0 0 0 0 0 1 0 0 1 16.7%
Total Fatalities 0 1 0 0 2 2 1 0 6 100.0%
Injuries –Transit Vehicle Rider 56 64 103 159 226 204 221 79 1,112 44.1%
Injuries – People Waiting or Leaving 38 20 26 49 58 63 63 17 334 13.2%
Injuries – Transit Vehicle Operators 119 107 110 140 144 145 120 54 939 37.2%
Injuries – Transit Employees 17 6 14 16 16 16 16 0 101 4.0%
Injuries – Pedestrian Not in Crosswalk 0 1 3 1 2 2 2 0 11 0.4%
Injuries – Pedestrian in Crosswalk 0 0 0 0 0 0 1 0 1 0.0%
Injuries – Occupant of Other Vehicle 0 0 0 0 0 0 1 0 1 0.0%
Injuries – Other Worker 0 0 0 1 0 1 1 0 3 0.1%
Injuries – Other 3 4 3 2 3 2 3 0 20 0.8%
Total Injuries 233 202 259 368 449 433 428 150 2,522 100.0%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015;
*2015 data represent January through May of 2015
2008 2009 2010 2011 2012 2013 2014 2015* Total %/Total
Total Fatalities 0 0 0 0 0 0 0 0 0 0.0%
Injuries –Transit Vehicle Rider 2 6 4 6 6 7 4 3 38 63.3%
Injuries – People Waiting or Leaving 1 1 3 0 0 1 0 0 6 10.0%
Injuries – Transit Vehicle Operators 4 0 1 1 3 4 1 2 16 26.7%
Injuries – Transit Employees 0 0 0 0 0 0 0 0 0 0.0%
Injuries – Occupant of Other Vehicle 0 0 0 0 0 0 0 0 0 0.0%
Injuries – Other 0 0 0 0 0 0 0 0 0 0.0%
Total Injuries 7 7 8 7 9 12 5 5 60 100.0%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015;
*2015 data represent January through May of 2015
2008 2009 2010 2011 2012 2013 2014 2015* Total %/Total
Non-revenue Facility 2 0 3 3 1 2 3 0 14 0.6%
On Vehicle 176 171 213 303 369 350 342 132 2,056 81.5%
Other 22 6 9 5 2 1 6 1 52 2.1%
Revenue Facility 33 25 34 56 72 78 73 14 385 15.3%
Right-of-Way 0 0 0 1 5 2 4 3 15 0.6%
Total Injuries 233 202 259 368 449 433 428 150 2,522
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents),
2008-2015; *2015 data represent January through May of 2015
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Final Report 7
Table 8.Type of Assaulted-related injury by Location, 2008-2015, Florida
A detailed review of the nature of assault-related injuries that occurred on the bus for all
agencies is presented in Table 9. Florida’s assault-related injuries on the bus are detailed in
Table 10. Florida’s injuries mirror national injuries, but have a greater incidence of transit
rider injuries.
Table 9. On-vehicle Assault-related Injuries, 2008-2015, All Agencies
Table 10. On-vehicle Assault-related Injuries, 2008-2015, Florida
Table 11 delineates injuries by the day of the week on which the injury occurred, as well as
where the injury occurred for all agencies. Florida’s injuries by the day of occurrence and
location are detailed in Table 12. Nationally, while more injuries occurred on Friday, there is
minimal difference in injuries by day of the week. Florida, on the other hand, shows
significant difference in the number of injuries by day of the week, with more than a fourth
of all injuries occurring on Thursdays.
2008 2009 2010 2011 2012 2013 2014 2015* Total %/Total
Non-revenue Facility 2 0 1 0 0 0 0 0 3 5.0%
On Vehicle 4 6 5 7 9 11 5 5 52 86.7%
Revenue Facility 1 1 2 0 0 1 0 0 5 8.3%
Total Injuries 7 7 8 7 9 12 5 5 60
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents),
2008-2015; *2015 data represent January through May of 2015
2008 2009 2010 2011 2012 2013 2014 2015* Total %/Total
On Vehicle
Injuries –Transit Vehicle Rider 53 64 102 158 226 203 219 78 1,103 53.6%
Injuries – People Waiting or Leaving 1 1 0 0 0 1 1 1 5 0.2%
Injuries – Transit Vehicle Operators 110 105 109 140 142 144 119 53 922 44.8%
Injuries – Transit Employees 12 0 2 5 1 1 2 0 23 1.1%
Injuries – Occupant of Other Vehicle 0 0 0 0 0 0 1 0 1 0.0%
Injuries – Other 0 1 0 0 0 1 0 0 2 0.1%
On Vehicle Total 176 171 213 303 369 350 342 132 2,056 100.0%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015;
*2015 data represent January through May of 2015
2008 2009 2010 2011 2012 2013 2014 2015* Total %/Total
On Vehicle
Injuries –Transit Vehicle Rider 2 6 4 6 6 7 4 3 38 73.1%
Injuries – People Waiting or Leaving 1 0 0 0 0 0 0 0 1 1.9%
Injuries – Transit Vehicle Operators 1 0 1 1 3 4 1 2 13 25.0%
On Vehicle Total 4 6 5 7 9 11 5 5 52 100.0%
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents), 2008-2015;
*2015 data represent January through May of 2015
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Final Report 8
Table 11. Assault-related Injuries by Day of Week & Location, 2008-2015, All Agencies
Table 12. Assault-related Injuries by Day of Week & Location, 2008-2015, Florida
Table 13 provides an overview of on-vehicle injuries by day of the week for all agencies and
Florida. For all agencies, Friday represented the peak day of the week for on-vehicle
assault-related injuries, and accounted for 16.9 percent of the total. For Florida, Thursday
was the peak day of the week for on-vehicle assault-related injuries, and accounted for
nearly 30 percent of the total.
Non-
Revenue On Revenue
Assaults Facility Vehicle Other Facility ROW Total %/Total
Monday 4 287 4 45 3 343 14.2%
Tuesday 0 286 9 40 1 336 13.9%
Wednesday 0 306 7 66 2 381 15.8%
Thursday 2 295 8 62 2 369 15.3%
Friday 3 333 10 66 4 416 17.3%
Saturday 2 262 6 49 1 320 13.3%
Sunday 2 206 4 32 2 246 10.2%
Total 13 1,975 48 360 15 2,411 100.0%
%/Total 0.5% 81.9% 2.0% 14.9% 0.6% 100.0%
2008-2015.
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents
Non-
Revenue On Revenue
Assaults Facility Vehicle Other Facility ROW Total %/Total
Monday 1 5 0 2 0 8 13.6%
Tuesday 0 7 0 0 0 7 11.9%
Wednesday 0 10 0 1 0 11 18.6%
Thursday 0 15 0 2 0 17 28.8%
Friday 1 8 0 0 0 9 15.3%
Saturday 0 3 0 1 0 4 6.8%
Sunday 0 3 0 0 0 3 5.1%
Total 2 51 0 6 0 59 100.0%
%/Total 3.4% 86.4% 0.0% 10.2% 0.0% 100.0%
2008-2015.
Source: National Transit Database (NTD), Safety & Security (S&S) 40 Form (Major Incidents),
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Final Report 9
Table 13. On-vehicle Assault-related Injuries by Day of Week, 2008-2015
Florida Trends – Aggregated Agency Incident Data
Fifteen of the 20 Florida transit agencies that participated in the project provided conduct-
related data – incidents that transit agencies record and track that are at thresholds less
than those that would prompt the incident to be reported as an NTD major incident. Data
were aggregated and analyzed to identify common characteristics, such as the location of
the occurrence, the day of the week on which incidents occurred, and the time of day when
most incidents occurred. All of the incidents represented by this data occurred onboard the
bus.
Agency incident logs varied in terms of fields reported:
All included the date of the incident
Few reported the actual time the incident occurred
Location information varied in specificity
Some agencies coded the nature of the incident
Incident descriptors varied, e.g., assault, threat, disorderly conduct
Some provided a summary of events without a detailed description
One agency reported no incidents during the past two years
Florida’s incidents by year are detailed in Table 14. Disorderly conduct/onboard disturbances
accounted for 36 percent of all incidents, followed by passengers being assaulted by
passengers (12.1%). Fare evasion/disputes represented 8.7 percent of all incidents, and
occurred more frequently than operators being assaulted by passengers. Combined, the
behaviors represented nearly two-thirds of the 4,406 incidents logged.
Day of Week
All
Agencies Florida
All
Agencies Florida
Monday 287 5 14.5% 9.8%
Tuesday 286 7 14.5% 13.7%
Wednesday 306 10 15.5% 19.6%
Thursday 295 15 14.9% 29.4%
Friday 333 8 16.9% 15.7%
Saturday 262 3 13.3% 5.9%
Sunday 206 3 10.4% 5.9%
Total 1,975 51 100.0% 100.0%
Source: National Transit Database (NTD), Safety & Security (S&S) 40
Form (Major Incidents), 2008-2015.
Assaults %/Total
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Final Report 10
Table 14. Conduct-related Incidents, 2013-2015
Florida’s incidents by month are detailed in Table 15. Slightly more on-vehicle conduct-
related incidents were reported during the month of April. Passenger assaults against
passengers, vandalism to the bus, and verbal threats to operators and passengers were also
slightly higher-than-average in the month of April.
Table 15. Conduct-related Incidents by Month, 2013-2015
Conduct-related Incidents 2013 2014 2015 Total %/Total
Disorderly conduct-Onboard disturbance 470 992 125 1,587 36.0%
Passenger assaulted passenger-Fighting 132 310 90 532 12.1%
Fare evasion-Fare dispute 146 196 42 384 8.7%
Passenger assaulted operator-Spitting 121 182 45 348 7.9%
Verbal threats to operator 58 170 77 305 6.9%
Trespassed-Arrested-Ejected 75 118 45 238 5.4%
Object thrown at bus-Projectile 65 108 25 198 4.5%
Theft-Attempted robbery-Robbery 46 107 21 174 3.9%
Vandalism-Damage to bus 31 120 14 165 3.7%
Drunkenness 59 55 34 148 3.4%
Verbal threats to operator/passengers 50 92 0 142 3.2%
Security Incident 33 38 3 74 1.7%
Verbal threats to passenger 14 30 14 58 1.3%
Indecent Exposure 23 23 3 49 1.1%
Operator assaulted passenger 2 2 0 4 0.1%
Total 1,325 2,543 538 4,406 100.0%
Source: Aggregate incident log data from 15 Florida Transit Agencies, 2012-2015.
Conduct-related Incidents Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Disorderly conduct-Onboard disturbance 113 142 150 151 155 130 118 130 130 127 132 109
Passenger assaulted passenger-Fighting 45 48 45 63 62 39 32 43 33 54 32 36
Fare evasion-Fare dispute 29 38 36 38 40 29 27 24 39 35 28 21
Passenger assaulted operator-Spitting 28 27 29 32 24 32 34 33 26 44 17 22
Verbal threats to operator 44 37 30 29 17 20 20 28 24 16 19 21
Vandalism-Damage to bus 11 16 18 24 18 11 7 15 14 13 8 10
Trespassed-Arrested-Ejected 20 20 22 23 33 17 14 18 22 20 16 13
Verbal threats to operator/passengers 14 10 6 18 17 16 5 11 17 9 6 13
Object thrown at bus-Projectile 19 26 20 17 22 16 11 17 9 16 11 14
Theft-Attempted robbery-Robbery 17 13 11 15 13 17 7 21 18 15 13 14
Drunkenness 20 11 15 13 16 14 9 4 12 13 6 15
Security Incident 3 6 7 7 7 7 6 6 7 4 7 7
Verbal threats to passenger 9 4 4 5 4 3 3 8 3 7 5 3
Indecent Exposure 7 6 0 3 3 1 5 9 6 3 3 3
Operator assaulted passenger 1 0 0 0 0 0 0 0 1 2 0 0
Total 380 404 393 438 431 352 298 367 361 378 303 301
%/Total 8.6% 9.2% 8.9% 9.9% 9.8% 8.0% 6.8% 8.3% 8.2% 8.6% 6.9% 6.8%
Source: Aggregate incident log data from 15 Florida Transit Agencies, 2012-2015.
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Final Report 11
Florida’s incidents by the day of the week are detailed in Table 16. Slightly more on-vehicle
conduct-related incidents were reported on Wednesdays, and were driven by high-than-
average passengers assaulting passengers and incidents of theft, attempted theft, and
robbery.
Table 16. Conduct-related Incidents by Day of Week, 2013-2015
Florida’s incidents by time of day are detailed in Table 17. Slightly more on-vehicle conduct-
related incidents were reported during afternoon and evening hours. Objects thrown at the
bus, passengers assaulting passengers, drunkenness, and bus vandalism were slightly
higher-than-average.
Conduct-related Incidents Mon Tue Wed Thu Fri Sat Sun
Disorderly conduct-Onboard disturbance 153 158 155 124 151 117 74
Passenger assaulted passenger-Fighting 70 67 78 69 67 66 32
Passenger assaulted operator-Spitting 43 72 66 51 50 41 26
Verbal threats to operator 47 48 49 52 42 30 37
Fare evasion-Fare dispute 43 37 41 43 29 19 21
Trespassed-Arrested-Ejected 32 31 36 33 51 33 22
Theft-Attempted robbery-Robbery 27 22 28 21 15 15 13
Object thrown at bus-Projectile 16 22 26 15 28 18 11
Vandalism-Damage to bus 27 23 21 23 24 18 16
Indecent Exposure 10 11 14 14 9 8 2
Drunkenness 11 13 12 18 12 11 8
Verbal threats to passenger 10 12 6 9 9 7 5
Verbal threats to operator/passengers 5 7 5 4 9 2 2
Security Incident 3 3 3 3 6 5 2
Operator assaulted passenger 0 1 2 0 1 0 0
Total 497 527 542 479 503 390 271
%/Total 15.5% 16.4% 16.9% 14.9% 15.7% 12.2% 8.4%
Source: Aggregate incident log data from 15 Florida Transit Agencies, 2012-2015.
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Final Report 12
Table 17. Conduct-related Incidents by Time of Day, 2013-2015
Conduct-related Incidents 7am-3pm 3pm-11pm 11pm-7am Total %/Total
Disorderly conduct-Onboard disturbance 427 385 54 866 30.8%
Passenger assaulted passenger-Fighting 157 189 18 364 13.0%
Passenger assaulted operator-Spitting 135 141 24 300 10.7%
Verbal threats to operator 133 139 14 286 10.2%
Object thrown at bus-Projectile 29 112 9 150 5.3%
Trespassed-Arrested-Ejected 98 112 16 226 8.0%
Fare evasion-Fare dispute 117 91 18 226 8.0%
Theft-Attempted robbery-Robbery 49 45 7 101 3.6%
Drunkenness 21 43 4 68 2.4%
Vandalism-Damage to bus 33 43 3 79 2.8%
Verbal threats to passenger 20 29 2 51 1.8%
Verbal threats to operator/passengers 15 19 0 34 1.2%
Indecent Exposure 16 15 4 35 1.2%
Security Incident 13 8 0 21 0.7%
Operator assaulted passenger 2 0 0 2 0.1%
Total 1,265 1,371 173 2,809 100.0%
%/Total 45.0% 48.8% 6.2% 100.0%
Source: Aggregate incident log data from 15 Florida Transit Agencies, 2012-2015.
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Final Report 13
Chapter 2 – Florida Transit Agency Procedures and
Practices
Most U.S. transit systems, including Florida’s systems, have been proactive in establishing
standard operating procedures (SOPs) developed to deter or reduce assault-related
incidents. Transit agencies also are making progress in preparing their bus operators to
respond effectively to escalating engagements with passengers through focused training on
topics such as defusing a volatile situation and customer service.
Profiled Florida Transit Agencies – Site Visits and Interviews
The research team performed site visits at 20 Florida transit agencies, including:
Broward County Transit Manatee County Area Transit
Charlotte County Transit Division Miami-Dade Transit
Collier Area Transit Palm Tran
Gainesville Regional Transit System Pasco County Public Transportation
Good Wheels, Inc. Pinellas Suncoast Transit Authority
Hillsborough Area Regional Transit Authority Polk County Transit Services Division
Jacksonville Transportation Authority Sarasota County Area Transit
Lakeland Area Mass Transit District Star Metro
Lee County Transit Transdev
LYNX Votran
Agency profile information was obtained from the National Transit Database for the 2013
reporting year.
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Final Report 14
Broward County Transit, Pompano Beach, FL
BCT is the public transportation provider for Broward County,
Florida covering an area of approximately 410 square miles. BCT
provides links to Miami-Dade Transit, Palm Tran, and to Tri-Rail
commuter rail service. Fixed routes provide connections to the
community’s multimodal transportation network, as well as
system-wide connections at four transfer terminals. The 2013 NTD
agency profile is provided below.
Agency Procedures and Practices
Fixed route operators are BCT employees, while demand response operators work directly
for the private contractor. All employees are unionized and pick assignments three times
per year based on seniority. Bus operators are afforded no lunch or bathroom breaks other
than during recovery time at the end of a route.
Training
New operators participate in an 8-week class with the last 2 weeks under the supervision of
a “trainer operator.” Operators engage in significant “in the seat” training, almost from
week one, when the operator drives the bus in the yard. De-escalation training is a critical
component for new operators. BCT’s Safety Division is in the process of revamping refresher
training, which is provided by operations. BCT provides no remedial training.
Incident Response
BCT provides armed security at each transfer center, 24 hours a day, even on those days
when the agency is not operating service, pursuant to a contract with the Broward County
Sheriff’s Office.
Investigations
Safety and security personnel are responsible for operations and maintenance safety, and
safety personnel have a dotted line reporting relationship to the general manager.
Additional safety personnel were recently hired to assist the organization in enhancing
safety training and oversight in an effort to reduce accidents and liability. Safety committee
meetings are held monthly and include as many as 20 participants who represent all
departments, the union, and risk management.
BCT has a monthly accident review board for operators and mechanics using National Safety
Council (NSC) Guidelines. The driver’s identity is anonymous. BCT subscribes to the
philosophy that “no collision is a free pass for the operator, if there are onboard injuries.”
Service Statistics - 2013 Directly Operated
Bus Bus Demand Response
Annual Unlinked Passenger Trips 37,975,300 123,600 693,500
Annual Passenger Miles 185,311,000 952,700 7,199,300
Annual Vehicle Revenue Miles 14,145,600 146,300 6,329,600
Vehicle Operated in Maximum Service 261 4 197
Source: National Transit Database,Table 19, 2013.
Purchased Transportation
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Final Report 15
Five preventable incidents in 24 months results in termination. County Risk Management
handles all claims.
All vehicles are equipped with audio and video, which can be viewed in the control room.
Video is downloaded wirelessly when the bus enters the yard. BCT is in the process of
adding more cameras and Computer Aided Dispatch (CAD)/Automated Vehicle Location
(AVL) to all fixed route buses. Video is also available at the main terminal. Vehicles are not
equipped with a panic button, but the operator and the control room can change the head
sign to say “call the police.”
BCT does have a wireless communications device policy that provides that a bus operator
must be out of the seat to use a wireless communication device. Progressive discipline is
used for violations that occur.
Corrective Actions
Corrective actions incorporated in the past several years include retraining, the use of
progressive discipline, and a route change for a specific driver. If a BCT operator feels
threatened, the agency will place a supervisor or police at stops along the
operator’s route.
BCT can bar passengers from the system, particularly in the case of an assault on
an operator. Responsibility for issuing a notice of trespass falls to a BCT supervisor rather
than to the local law enforcement agency.
There is a homeless encampment across the street from BCT’s main terminal. Individuals
who are living in this area have been known to disrupt transit services. Because homeless
shelters receive reduced fare passes for distribution, homeless persons are encouraged to
use transit. In cold weather, BCT does pick up and transport homeless persons to shelters
when the temperature reaches 45 degrees or less. BCT also posts a guard at the NE
transfer center at night, when not operating, in order to control the homeless
population.
Safety Campaigns
In the past several years, BCT has issued operator safety awards, safety certificates, and
awarded an “Operator of the Month” to an outstanding operator at each of the garages. The
BCT Operator of the year receives a plaque and the recipient’s picture is placed on
a bus.
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Final Report 16
Central Florida Regional Transportation Authority, dba, “LYNX,” Orlando, FL
LYNX is the public transportation provider for the Orlando, Florida
urbanized area. LYNX provides the following transit modes: bus,
demand response, and vanpool. LYNX is the designated Community
Transportation Coordinator for Orange, Osceola, and Seminole
counties. The 2013 NTD agency profile is provided below.
Agency Procedures and Practices
Fixed route and demand response operators are LYNX employees; however, paratransit
employees are administered by the contractor, MV Transportation (MV). Operators do not
crossover from fixed route to paratransit. Only fixed route and bus rapid transit operators
are unionized. LYNX has a major bid one time each year with routes picked quarterly.
Bathroom and lunch breaks for fixed route operators are not scheduled.
Training
LYNX significantly increased their new operator training, and reported a major improvement
in the overall attitude of operators in response to these changes. In addition, in 2013
LYNX introduced the use of a simulator in their training program. Training is also
the focus of quarterly safety meeting. De-escalation techniques and active shooter
training are examples of the training provided in two-hour segments during these
quarterly meetings.
Refresher training is provided annually, and retraining is customizable. The LYNX intranet
system allows for training via “LYNX University,” and provides training specific to
corrective actions established through vetting and counseling of the operator. Per
the employment contract, LYNX can make remedial training and use of Employee
Assistance Program (EAP), mandatory.
Customer Service
LYNX has a specific system devoted to customer complaints. Any complaints
received are thoroughly investigated, vetted, and resolved if deemed valid.
Recently, in an effort to improve customer service and retard any incidents of
aggressive behavior from their operators, LYNX initiated a renewed focus on
hiring, and introduced the Select Advantage screening tool.
Service Statistics - 2013
Bus BRT Bus
Demand
Response Vanpool
Annual Unlinked Passenger Trips 27,846,600 844,500 145,100 770,100 246,700
Annual Passenger Miles 146,407,100 615,800 1,235,000 9,816,500 9,225,200
Annual Vehicle Revenue Miles 14,328,500 140,200 555,700 8,903,600 1,554,700
Vehicle Operated in Maximum Service 226 7 14 236 88
Source: National Transit Database,Table 19, 2013.
Directly Operated Purchased Transportation
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Final Report 17
Incident Response & Investigations
The Risk, Safety, and Security function currently reports directly to LYNX’s Chief Executive
Officer. At one point, the functions were separate. Both safety and risk management
respond to the scene of an incident, which is under the control of operations; risk handles
risk-related elements. Safety does outreach and quarterly training, as mentioned above.
LYNX has no accident review committee. The supervisor controls the accident scene, takes
care of passengers, assigns a bus to continue the route, distributes courtesy cards,
completes an independent assessment, and administers the post-accident test. The
supervisor completes the report, and sends it to risk management, who makes the
preventable/non-preventable determination. Operations reviews, considers other factors
(union input), and makes a determination. The employee can request an appeal hearing
with the operations director.
All buses have cameras – 40’ buses have 8, and articulated buses have 12. Everything is
recorded, using the Seon Bus Surveillance System. Video is used for all reviews –
accidents, incidents, and complaints.
Operators are allowed to have wireless devices on board, but they must be stowed.
Operators may use wireless devices off of the bus at the end of the line. Violation of the
policy on use can result in termination. Notices are posted on the pavement in the
operations facility to remind employees to refrain from texting.
In an effort to ensure safe route operation, route locations and timing are reviewed semi-
annually.
Trapeze was put in place in 2012, and has led to improvements in the way data are
collected and tracked.
Corrective Actions
Corrective actions incorporated in the past several years include retraining and the use of
progressive discipline. LYNX is not likely to modify an operator’s shift, but did modify a
route only once due to a threat of violence.
LYNX employs no transit police and uses the Orange County Sheriff’s Office and local
jurisdictional police departments, when necessary. On occasion, LYNX has posted
supervisors at the terminal. LYNX indicated they have not experienced any difficulties with
any disruptive groups.
Safety Campaigns
In the past several years, LYNX has held a week-long safety campaign, single-day safety
events, and posted weekly safety notices on CCTV monitors in the drivers’ lounge with clips
from vehicles, YouTube, and other sources. As mentioned previously, they also conducted
quarterly safety meetings that include specific safety training. LYNX also placed critical
safety messages on the dispatchers’ daily “hot board.”
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Final Report 18
Charlotte County Transit, Punta Gorda, FL
Charlotte County Transit Division provides demand response,
demand response taxi, and vanpool services. Charlotte County,
Florida is the designated Community Transportation Coordinator
(CTC) for the county, and Charlotte County Transit is the
operational unit responsible for CTC functions. The 2013 NTD
agency profile is provided below.
Agency Procedures and Practices
Charlotte County Transit Division (CCTD) provides no fixed route bus service. As the CTC,
CCTD employs 31 contract drivers, 28 volunteer drivers, 10 full-time employees (3
dispatchers, 4 operations coordinators, a transit operations supervisor, and a 2-person fiscal
unit), and 4 part-time schedulers/dispatchers.
Training
After hire, but before being placed into road service, operators receive information on bus
transit system safety and operational policies and procedures; handling emergencies and
security threats; boarding and alighting passengers; and, security and threat awareness.
Instruction in CCTD rules and standard operating procedures is provided to drivers in the
following areas: general rules, including employee conduct codes; customer service; traffic
laws; fare handling; and, radio procedures. New drivers are required to successfully
undergo in-service training with an experienced driver. A Driver Manual for new hire
training and testing of employees that contains referenced information in a codified fashion
is maintained as part of the Safety Training Program.
Transit Operations Coordinators (TOCs) develop and maintain a Training Manual for on-
going and refresher training and testing of employees. The Training Manual contains
training course content, curriculum, lesson plans, and testing requirements. Annual
refresher training is provided. CCTD employs remedial training for drivers who have been
involved in a serious collision or have developed unsafe driving behavior or other driving
problems. Other causes for remedial training may include persistent customer complaints,
supervisor recommendations, or as a result of ongoing evaluations. Depending on the
circumstances, the assigned TOC will determine the appropriate remedial training and
testing after conferring with the Transit Supervisor.
Service Statistics - 2013 Directly Operated
Vanpool
Demand
Response
Demand
Response-Taxi
Annual Unlinked Passenger Trips 19,800 118,000 3,200
Annual Passenger Miles 330,300 1,059,000 88,100
Annual Vehicle Revenue Miles 94,400 810,100 88,100
Vehicle Operated in Maximum Service 8 25 3
Purchased Transportation
Source: National Transit Database,Table 19, 2013.
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Final Report 19
Customer Service
Customer service training covers expectations of employees when dealing with the public,
including instruction on how and to whom to report security incidents, and types of
individuals or situations to be aware of and report. Signs with the agency phone number for
complaints are posted in all vehicles. A review of complaints and grievances is prepared for
each quarterly Local Coordinating Board (LCB) Meeting. CCTD receives hundreds of
complaints each month. Most complaints are related to “no-shows,” the term the agency
uses to describe passengers who fail to call or show up for their scheduled pick-up times.
Repeated failure to show up for scheduled rides yields a 30-day suspension. Many
customers call after receiving a suspension notice. In general, half of the suspensions issued
in a day are withdrawn after speaking with customers. Minor verbal complaints are handled
by staff immediately – more serious complaints progress to supervisors, and then to the
transit manager.
Incident Response
In the event of an incident, including assaults or other aggressive or disruptive behavior,
the driver pulls off the road and stops the vehicle. If the driver requests assistance, the
dispatcher/supervisor calls 911. If the situation is defused, the driver resumes the route.
Dispatch logs the type of incident that occurred. CCTD reported that there have been no
incidents where a supervisor had to report to the scene.
Investigations
All vehicles have audio and video, which are used for accident and incident
investigations. CCTD will have a live feed of audio and video available by the end
of 2015.
In the event of an accident, the driver notifies dispatch. Dispatch notifies the supervisor and
calls 911, if necessary. The supervisor responds to the scene, where all parties are required
to remain. The supervisor takes statements from everyone present. TOCs track accidents
and calculate the chargeable accident rate. The Fleet & Transit Manager determines whether
an accident is preventable or non-preventable.
Corrective Actions
Retraining has never been required. CCTD does use progressive discipline, when necessary;
however, discipline has never escalated beyond a warning. Shift modifications are not used.
One route was changed so that one specific driver would not be required to transport one
specific passenger. There have been no modifications to driver-compartments.
Restricted access (trespass) is related to service “no-shows,” typically for 30 days, and can
be appealed immediately. Most are rescinded. CCTD has no in-house security personnel,
and uses local law enforcement, when necessary.
Use of wireless devices while the transit vehicle is in motion is prohibited. Progressive
discipline is used, starting with a warning. The agency has no violations beyond an initial
warning.
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Final Report 20
Safety Campaigns
The most recent safety campaign was called “No Sharps,” and was instituted after an empty
insulin syringe was dropped on a bus after a veterans’ hospital pick-up. A designated
Transit Operations Supervisor subscribes to “alerts” for road closures, and posts
the closures for the bus drivers. Bus drivers broadcast accidents they encounter.
Page 43
Final Report 21
Collier Area Transit, Naples, FL
Collier Area Transit (CAT) is the public transportation
provider for Collier County, Florida. Connecting the
community with transportation choices is an initiative of
Collier County to ensure all existing and potential transit
users are aware of all transit options. The 2013 NTD
agency profile is provided below.
Agency Procedures and Practices
CAT procures fixed route and demand response service from Keolis Transit America (Keolis).
CAT requires all contract service operators to fully comply with the established safety
standards set forth in Rule Chapter 14-90, Florida Administrative Code and the adopted
SSPP. The CAT Transit Manager oversees the Keolis contract. Keolis manages all aspects of
fixed route and demand response service.
Training
Training conforms to the SSPP and includes general rules, customer service, fare handling,
and radio procedures. Most operators are long-term employees. The Safety Manager is
responsible for conducting and documenting all training and testing activities. Refresher
training is conducted as necessary to remain compliant. Remedial training is employed for
drivers who have been involved in a serious collision or have developed unsafe driving
behavior or other driving problems. Other causes for remedial training may include
persistent customer complaints, supervisor recommendations, or a result of ongoing
evaluations. The Safety Manager determines the appropriate remedial training.
Customer Service
Video is reviewed for all customer complaints. No passenger is left behind – CAT
will actually transport someone who missed the bus and calls. Support vehicles
are equipped with bike racks and lifts.
Incident Response & Investigations
The County is self-insured. Keolis holds all accident liability; Collier County government is
“held harmless” for accidents/incidents. Collier Risk Management has no involvement in
accident/incident investigation or subsequent activities.
In an accident, the operator pulls over, calls dispatch, opens doors, and pushes the silent
alarm, so dispatch can hear any dialogue exchanged. Dispatch decides on what action to
Service Statistics - 2013
Bus
Demand
Response
Annual Unlinked Passenger Trips 1,361,300 87,300
Annual Passenger Miles 11,434,900 1,017,000
Annual Vehicle Revenue Miles 1,226,200 950,600
Vehicle Operated in Maximum Service 16 23
Purchased Transportation
Source: National Transit Database,Table 19, 2013.
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Final Report 22
take, sends out a blanket email (Transit Manager is on list), contacts appropriate staff, and
the supervisor responds. Dispatch sends another bus to complete the route.
The CAT Transit Manager has monthly meetings with the contractor regarding maintenance
and accidents and recently began registering accidents as preventable/non-preventable.
The Transit Manager sits on the Congestion Management Committee that tracks
accidents and road improvements and shares the information with CAT.
Membership of the Accident Review Committee is dependent upon the severity of the event,
but generally includes two union representatives, two management representatives, and the
General Manager. CAT reported a reduction in minor accidents after the addition of hands-
on training. Collier County does track trends of some types of incidents, such as
sideswipes and side mirror strikes.
All vehicles have video and audio. CAT reviews both audio and video for all
incidents.
Use of a personal wireless device is prohibited while the transit vehicle is in motion.
Emergency use is allowed, but the vehicle must be parked.
Corrective Actions
CAT has in-house security at the transit center, and uses local law enforcement, when
necessary.
Customers can be trespassed from the point of contact (bus stop) by the Collier County
Sheriff’s Office for a year. Customers cannot be trespassed system-wide. CAT posts pictures
of trespassed customers.
CAT indicated that there is a homeless shelter close to the transit center. If homeless people
stay at the bus stops, CAT calls security, and security notifies the Sheriff’s Office. CAT does
not provide local school transport, and has no problem with disruptive students.
Safety Campaigns
CAT posts the “Buzz of the Week” safety message and ongoing “Safety First” reminders are
issued or posted.
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Final Report 23
Gainesville Regional Transit System, Gainesville, FL
Gainesville Regional Transit System (RTS) is the public
transportation provider for the City of Gainesville, Florida, Alachua
County, Florida, and the campuses of the University of Florida and
Santa Fe State College. Americans with Disabilities Act (ADA)
Paratransit service is also provided to anyone with a Gainesville
address. The 2013 NTD agency profile is provided below.
Agency Procedures and Practices
Fixed route operators are RTS employees, while demand response operators work directly
for private contractors. All full-time employees are unionized. There are three picks per year
based on seniority.
Bus operators are afforded no lunch or bathroom breaks other than during recovery time at
the end of a route. Bus operators are not disciplined for being late on their runs which has
helped curb aggressive driving and provides an opportunity for relief breaks when recovery
time is constrained.
Training
RTS provides specific training for fare handling, which focuses on avoiding a
confrontation. New fare boxes have a short button in the event a passenger does
not have enough to pay their fare. Operators have access to three panic buttons: Event
recorder, Code with dispatch (radio), and Console – “Call the Police” display.
Operators receive 40 hours of refresher training each year. In-service refresher training is
conducted based on a specific incident or safety concern. Post-accident refresher
training is also provided. The driver is edited out of the video, and role play is used
to demonstrate how to prevent an accident or incident. RTS utilizes refresher
training for complaints in lieu of discipline or termination.
Every other year the Center for Independent Living does ADA certifications for sensitivity
training.
Customer Service
For complaints, RTS matches the driver with the corresponding video/audio
recording and will counsel an employee if there is evidence that the customer complaint is
valid. RTS uses counseling prior to issuing a written warning (RTS has issued a very small
number of written warnings) and an operator can be referred to training. The complaint
Service Statistics - 2013 Directly Operated
Purchased
Transportation
Bus Demand Response
Annual Unlinked Passenger Trips 10,832,700 51,100
Annual Passenger Miles 26,540,100 469,900
Annual Vehicle Revenue Miles 3,317,200 502,300
Vehicle Operated in Maximum Service 103 35
Source: National Transit Database,Table 19, 2013.
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remains in the operator’s file for 18 months (while safety violations never go away). RTS
has seen a reduction in the number of complaints.
Incident Response
RTS has no security personnel or contract security.
Investigations
For accidents, dispatch calls and emails RTS designated contacts and the City of Gainesville
Risk Management Department. Risk management always responds to accidents involving
injuries and fatalities, and interacts directly with the claimant. Supervisors, who have all
been trained in TSI accident investigation, conduct incident reviews. Risk management
informs RTS of employee injuries. Those incidents deemed serious are referred to the Safety
Committee that meets monthly. However, most safety incidents are handled directly
between the supervisor and employee. Preventability is determined by a group of RTS
managers. To aid in the accident review process, RTS vehicles have video cameras
providing six views and have real-time vehicle location and tracking software.
Incidents involving slips, trips, and falls are taken seriously and RTS monitors the condition
of steps and flooring of each vehicle to reduce these risks. Per RTS policy, passengers must
be secured before proceeding on a route, which RTS indicates is a controversial “grey area.”
Routes are frequently evaluated. Incidents that occur on the system are mapped via a
Global Positioning System (GPS) application. Trends by route are examined to identify any
issues that need to be addressed.
City policy requires that wireless devices cannot be located near the driver of any city
vehicle. For a city revenue vehicle, the first violation results in a 40-hour suspension, while
the second violation results in termination. For city non-revenue vehicles, the first violation
results in a written reprimand, the second violation results in a suspension, and the third
violation results in termination.
As mentioned previously, all RTS vehicles have video cameras that provide views from six
angles.
Corrective Actions
RTS has not modified an operator’s shift, and would only modify a route based on the line-
up of the route. RTS has not made adjustments to the driver-compartment, but has
modified seats and added fans, with a focus on keeping the bus operators comfortable. .
The City of Gainesville Police Department can trespass for one-year system-wide, while RTS
does have the option of trespassing a rider for 90-days system-wide. A trespass can be
appealed. RTS reported that only four persons have been trespassed, and none resulted
from an incident on the bus.
According to RTS personnel, there are disruptive groups that ride the system, including
students from an alternative school and the homeless. The school receives ½ fare passes,
and homeless shelters receive free passes from the City of Gainesville through RTS. RTS has
resolved the school conflict through discussions with school officials. RTS is actually
expanding routes to serve the homeless at the local shelter and Dignity Village.
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Safety Campaigns
In the past several years, RTS has instituted a bus version of “Click It or Ticket,” presented
cash awards for years of safe driving, and developed a number of communications
devices, including: stall memo (highly successful); bulletin board; digital signs;
newsletters; mail box inserts; posted customer compliments (City linked); locked
drop box; and “FYI” for drivers (drivers consider FYI to be formal communication
with a required timeline for response). In addition, RTS’s General Manager makes
a concerted effort to have dialogue directly with drivers during in-service and
annual training to obtain feedback.
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Good Wheels, Inc. Fort Myers, FL
Good Wheels, Inc. presently serves as the CTC in Lee, Hendry,
and Glades counties in Florida, and is the major transportation
provider for the Transportation Disadvantaged (TD) in those
counties. The 2013 NTD agency profile is provided below.
Agency Procedures and Practices
Good Wheels, Inc. (Good Wheels) completes background checks for new hires. Motor
Vehicle Records (MVRs) are pulled every 3-6 months.
Training
Training for a new hires includes seven days of classroom and hands-on training; however,
the actual length of the training depends on how the driver performs. The Safety and Driver
Trainer (trainer) uses OSHA training, as well as other sources for training small groups of
employees. The trainer uses a 2-step training program that is delivered during
employee meetings and in refresher training that that deals with the most
common incidents that have occurred on the system.
Refresher training provided by Good Wheels, Inc. includes:
Biennial Training for Experienced Drivers: National Safety Council’s Defensive Driving
Course
Curbing Transit Operator Distracted Driving Course
Handling Passengers with Special Needs
Road Test (Good Wheels renews this annually)
Certification renewal to operate specific vehicles and lift equipment (triennial)
First Aid (annual)
CPR (annual)
Blood borne Pathogens (annual)
Substance Abuse (Good Wheels renews this annually)
Wireless distractions training (every other year)
Additional refresher training may be provided on safety and relevant topics if specific issues
surface that could expose Good Wheels to increased risk.
Training sessions are provided to discuss and review other operational issues, including the
condition of the equipment and vehicles, customer service, safety, and road and traffic
concerns.
Service Statistics - 2013 Directly Operated
Bus
Annual Unlinked Passenger Trips 1,558,734
Annual Passenger Miles 8,299,619
Annual Vehicle Revenue Miles 1,508,510
Vehicle Operated in Maximum Service 45
Source: National Transit Database,Table 19, 2013.
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Customer Service
A complaint hotline number is posted in all vehicles. Good Wheels reported that there have
been no passenger complaints of mistreatment – ever. Good Wheels does assemble a
summary of complaints for presentation to the LCB. Good Wheels conducts periodic random
ridership surveys.
Incident Response
Good Wheels has no security personnel, and uses local law enforcement, when necessary.
Investigations
Good Wheels maintains a comprehensive accident reporting, evaluation, and record
maintenance system. In the case of an incident/accident, drivers notify dispatch. Dispatch
contacts the appropriate law enforcement accident investigating office, emergency medical
service (EMS), and supervisor, as required. The trainer reports to the scene of the accident
to assess and manage the situation, as necessary. The driver completes an
Incident/Accident Form, which, along with the Investigating Officer’s Report Form, and
other pertinent documentation, are provided to the Safety Committee for review.
All accidents and incidents are reviewed by the Safety Committee, which meets monthly.
Members of the Safety Committee include: CEO/CFO, Vice President of Operations, Director
of Human Resources, Safety and Driver Trainer, Paratransit Road Supervisor, and a driver.
The Safety Committee reviews the details of all accidents, decides if the accident was
chargeable or non-chargeable, and makes recommendations to prevent future occurrences.
The committee may recommend disciplinary action to be taken. The trainer is responsible
for determining if the accident was preventable or non-preventable, based on NSC
guidelines, and also identifies any other hazards at the accident scene that could contribute
to accidents in the future. All drivers are required to attend mandatory safety meetings.
If a credible source observes and reports any driver using a wireless communication device,
while moving, that driver will be disciplined up to and including termination. Good Wheels
may take the following action, as required: first violation – warning in the form of a written
reprimand, 1-day suspension without pay, and forfeit of safety incentive for that
particular month; second violation – immediate termination. Good Wheels has never
terminated a driver for violation of the wireless policy.
Good Wheels has no audio or video in any vehicle.
Corrective Actions
Good Wheels uses retraining and progressive discipline, which begins with a verbal warning,
and is based on three times and out. No driver compartment adjustments have been
proposed or made.
Restricted access (trespass) would be issued by local law enforcement, but Good Wheels
has never had a trespass issued on their behalf.
The typical disruptive passenger will remove their seatbelt and get up and walk around in
the moving vehicle. When this occurs, the driver must stop the vehicle immediately and
attempt to get the person seat-belted again. If the passenger responds positively, the driver
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resumes the route, and no written report is made. If there is a delay due to passenger’s
repeated refusal to return to his seat, the driver will call dispatch for assistance from the
Operations Manager. If passenger responds positively, the driver will resume the route, and
dispatch will contact the facility and notify them of the delay. If the passenger refuses to
comply or becomes violent, dispatch will call 911. Responding local law enforcement would
take custody of the passenger and determine the next course of action.
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Hillsborough Area Regional Transit Authority, Tampa, FL
HART provides public transportation for Hillsborough County,
Florida. Service includes fixed route local and express bus
service, door-to-door paratransit service, flex-route
neighborhood connector service, a version of bus rapid transit,
and management of the TECO Line Streetcar System. The 2013
NTD agency profile is provided below.
Agency Procedures and Practices
HART has a cross-training program for operators. Operators can volunteer to go to other
modes. Pay rates are the same. Crossover from bus to demand response is easy, but
demand response can only transfer to bus if certified (few are certified). Streetcar requires
a higher level of competency. All hiring is done within the agency. Transfer to streetcar
service is exempt from union rules because it is considered to be a special assignment.
Operators are unionized, and have three bid periods a year; however, they can only bid in
their prime category (fixed route, paratransit, or streetcar).
Operators do get breaks via a layover (recovery) time of 5-15 minutes at the end of their
route, during which they can have their lunch.
In an effort to improve the pool of bus operators hired, and therefore ensuring better
success for the agency’s drivers, HART’s Human Resource Department is actively involved in
the hiring process, including the use of ergo metric testing to identify those with higher
customer service scores.
Training
New operator training is eight weeks for bus, five weeks for demand response, and four
weeks for streetcar rail. HART uses TSI’s bus operator training curriculum. Demand
response receives more focused sensitivity training. HART requires drivers to take
“The Critical Point” video training that is part of the Smith System (critical
thinking, awareness of surroundings, enhancing the safety of existing drivers).
Four hours of refresher training was provided each month, but HART is trying a new system
where each person receives refresher training in their birthday month. Refresher training
always addresses top safety issues and critical points.
Service Statistics - 2013
Bus
Demand
Response
Streetcar
Rail
Annual Unlinked Passenger Trips 14,732,500 141,200 295,900
Annual Passenger Miles 73,720,700 1,002,700 516,100
Annual Vehicle Revenue Miles 7,598,800 1,253,200 66,800
Vehicle Operated in Maximum Service 158 36 3
Directly Operated
Source: National Transit Database,Table 19, 2013.
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HART uses remedial training for topics including: advanced customer service,
conflict de-escalation, and collision avoidance. Remedial training is mandatory
after the 2nd preventable accident.
Customer Service
If a driver has issues with customer service, he/she is brought in for advanced customer
service training. In addition, as mentioned previously, HART also teaches de-escalation
techniques when these issues are indicated.
Investigations and Incident Response
If there is an incident/accident, the driver pulls over, calls, and waits for further
instructions. If it is a serious accident or there are injuries, dispatch sends a supervisor. The
supervisor gathers information, contacts a risk specialist and the safety officer. If there are
injuries, the safety officer investigates, reviews photos, pulls video, and interviews the
driver. The Accident Review Board includes the safety officer, who actually makes the final
decision, a union representative, and an employee.
HART does record incidents that do not meet the thresholds for NTD reporting. HART
maintains hard copies in the form of a “Summary of Occurrence Log” for all
incidents and keeps logs on “significant” events.
Bus operators may use wireless devices, but they must be at the end of the line and off the
bus. The first violation yields a 3-day suspension; a second violation results in termination.
All buses and transfer centers have video, but no audio. There are no cameras in demand
response vehicles. Each HART bus is equipped with a panic button.
Corrective Actions
In the event of an assault or other aggressive behavior by their employee, HART utilizes
retraining and progressive discipline. Pursuant to the collective bargaining agreement
(CBA), HART cannot modify an operator’s shift in response to the employee’s interaction
with a passenger or fear of an operator assault by a passenger. HART will modify a route
temporarily for specific issues, but not for a specific operator.
Local law enforcement will issue trespass, the requirements of which vary by jurisdiction
from 180-days up to one year. Restricted access can be system-wide or specific to the
transit center. Trespass at HART’s Marion Transit Center has primarily been issued for drug
violations. The appeal process for a trespass requires that three staff members review the
trespass and call the violator. The group can leave the trespass as is (30% of the time),
remove the trespass (20% of the time), or shorten the trespass (50% of the time).
Disruptive groups include the homeless at Metro Rapid stations, which are patrolled by local
law enforcement on weekends, and any violators may be removed. HART had provided
transport for students from the North Tampa Alternative School and there had been
instances of disruptive behavior, but the Hillsborough County School Board now provides
transportation to these students.
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Safety Campaigns
Safety campaigns include: an ongoing 5-minute safety talk for all shifts at all facilities; de-
escalation training; HART facilitated ergonomic changes to the drivers’
compartment that included the installation of adjustable accelerator and brake
pedals and upgraded seats to a more expensive model that includes better
padding and lumbar support (HART bus operators were involved in these
modifications, as well as in the design and layout of the driver cockpit).
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Jacksonville Transportation Authority, Jacksonville, FL
JTA is the independent agency responsible for public transit in the city of
Jacksonville, Florida and roadway infrastructure that connects northeast
Florida. JTA provides regular bus service, express bus service, trolley-
replica buses, paratransit, and the JTA Skyway, an automated people-
mover system. The 2013 NTD agency profile is provided below.
Agency Procedures and Practices
JTA fixed route operators are Jax Transit Management Corporation employees, while
demand response operators work directly for a private contractor. JTA employees are
represented by three unions, and there are two picks each year based on seniority.
Operators have no lunch or bathroom breaks; however, JTA has a goal of 10 minutes
recovery time at the end of each run. If operators need to use the bathroom, there are
designated locations along the run. JTA’s planning office checks route timing, and safety
and road supervisors routinely check bus routes and individual bus stops and address
issues. If bus operators observe unsafe conditions, there is a mechanism to report
these conditions through dispatch.
Training
JTA’s Training Department is responsible for providing new bus operator training. Safety
provides specialty training and performs NTD reporting and accident investigation. In
addition, JTA’s Safety Office is responsible for oversight of data recording, tracking, and
reporting. JTA is focusing on the continuous improvement if the training offered, both the
training curriculum utilized in house and through the utilization of outside trainers. In
Spring 2015, JTA invited the Jacksonville Sheriff’s Office (JSO) to provide training to
their operators on subjects including basic body language (posturing, threatening
versus non-threatening), how to get yourself away from an attack, and verbal
judo. JTA’s bus operators responded very favorably to the training provided. JTA
recommended that other agencies work with their local law enforcement to see if
a similar training could be provided to their bus operators.
Refresher training is provided quarterly with topics chosen based on the trends that are
occurring and what is observed through video and LYTX Drive Cam. JTA also provides
defensive driving, and staged a “would you let this guy on your bus at 11:30 pm if
you are alone?” exercise. JTA does remedial training for accidents, and employees
requiring remedial training are provided with a corrective action plan (CAP). Post-accident
training is provided to bus operators and is documented.
Service Statistics - 2013
Purchased
Transportation
Automated
Guideway Bus Demand Response
Annual Unlinked Passenger Trips 1,079,200 11,220,200 378,500
Annual Passenger Miles 495,100 74,120,200 4,769,300
Annual Vehicle Revenue Miles 183,200 8,762,100 4,138,400
Vehicle Operated in Maximum Service 5 138 82
Directly Operated
Source: National Transit Database,Table 19, 2013.
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Customer Service
JTA has a large transit dependent population and has found that sometimes drivers are less
respectful of these individuals, so they focus on customer service during new operator,
refresher and remedial training when necessary. JTA hired four new Service Managers.
Each is assigned to a specific geographic area, supervises operators and
supervisors, and works with operators to resolve complaints. All complaints come
through the customer service line and are distributed to the Service Managers for follow-up
and resolution. Customer management also responds when complaints are received. While
the Safety Office does not interface with JTA’s customer service office, they do have access
to any extracted video, which is reviewed. The customer complaint hotline number is posted
in all vehicles. Complaints are reported to the JTA board monthly, and safety complaints are
forwarded to safety.
Incident Response & Investigations
When an incident occurs, the Safety Office collects as much information as possible, grades
the accident, makes a preventable/non-preventable determination, and sends to operations
for review. Safety may also recommend remedial training, if warranted. Operations works
with the driver and the union to determine what action will be taken, and creates a
corrective action plan that would incorporate and discipline and training prescribed. An
operator who has four preventable accidents in 24 months will be terminated.
An independent adjuster is responsible for those incidents that have the potential for
litigation. The adjusters issue separate accident reports (four to five adjusters are assigned
per day). JTA also has a risk coordinator, who manages workers compensation claims.
Supervisors are trained in accident investigation – TSI and internal training on
preventability (based on the TSI standard).
Safety recently put together a new procedure that explains NTD reporting and identifies all
information required. In JTA’s recent reorganization, a new position was created within JTA’s
Human Resource Office that is responsible for compliance and risk management.
When asked about the method in place to allow for near miss or close call reporting, JTA
indicated that their operators seem reluctant to share things with JTA’s Safety Office
because they appear to be concerned that JTA will pull video and target them for
investigation. This area of trust is one which JTA takes seriously and is working toward
improving.
JTA has internal quarterly safety sessions. In addition, JTA safety has monthly meetings
with police. Contract security personnel is used at eight Skyway stations and two main
transfer stations.
If a fare evasion occurs, the driver calls dispatch to approve the ride. With minor incidents,
the operator is instructed to make a brief call to dispatch. Eating and passenger distractions
are big issues for JTA. Often times when there is an event, it is hard to tell if the operator is
fatigued or if they are burdened by cognitive distractions. If it is a serious (major)
incident, JTA will pull the driver’s record for the prior seven days to determine if
the driver’s schedule may have led or contributed to fatigue.
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JTA operators can carry personal wireless devices, but cannot use them while the vehicle is
in motion or while the operator is sitting in the driver’s seat. Operators are terminated for
violating the wireless device policy.
All JTA vehicles have audio and video, which is pulled and reviewed for incidents,
accidents, and complaints. 50 buses have the LYTX Drive Cam, which allows for
individual coaching when there is an event. The system monitors seat belt use and
other on-board behavior, incorporates telemetry technology, and identifies multiple
categories of events, e.g., following too closely, hard braking, erratic maneuvering, etc. It
also includes locational tracking, and can be used to make a case for termination before
there is an accident. However, JTA said there are obvious limitations with this and it must
be addressed in the CBA. JTA has seen a decrease in claims and insurance, but the system
is expensive. Reports can be exported to excel, and incidents tracked by employee badge
number. JTA projects that Drive Cam yielded a 40 percent reduction in unsafe driving
decisions over the course of a year.
Corrective Actions
JTA uses progressive discipline – 1-day suspension; 3-day suspension; and termination.
Policies are outlined in the Operator’s Rule Book. If there are issues with a driver on a
particular shift (incidents with specific riders), they may be provided with a shift
modification. JTA was uncertain if an operator’s shift or route has ever been modified;
however, they may be looking into it, as there are some places where the fire department is
not allowed to go without a police escort. JTA is looking at moving stops in high crime
areas – either moving the stops completely or reducing the span of service (late
night eliminated), as long as they remain compliant with Title VI. While bus
operators have discussed the use of driver barriers/cages, they do not use them due to
feedback from operators who describe feeling trapped and/or secluded from passengers.
JTA has two officers staged at Rosa Parks Terminal (contracted with off duty JSO officers –
the contract term is generally one year). JTA authorizes JSO to issue a trespass, which
restricts an individual’s access system-wide for one year. While there is a current appeal
process for trespass, JTA is looking at ways to institute a variable length (30, 60, 180-days)
for trespass. Appeals come to JTA via a written request. The appeals committee
(customer service, EEO, and operations participate) schedules a hearing to provide
an opportunity for the individual to share their version of the story or state a
hardship. The committee either maintains or rescinds the decision. The appeals committee
can give direction on remedial training if an employee had a part in the conflict. There are
more individuals trespassed for incidents committed off of the bus than on the bus.
JTA does have issues with homeless individuals – one of the area’s homeless shelters is next
to the Rosa Parks Terminal, but the JSO does help keep individuals moving along. There are
events that occur periodically with intoxicated individuals, specifically those using the
summer beach trolleys. When this does occur, the local beach community police
departments are notified and they generally respond. JTA also has issues with unruly
behavior, specifically with students from a few alternative schools. JTA met with school
administrators, and they are working together to solve the issues. One thing they
have been able to do that seems to have helped is modified school release times to
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Final Report 35
allow for staggering. This prevents large groups of students congregating at bus
stops and seems to have reduced incidents. In an effort to curtail additional
issues, JTA, the Department of Juvenile Justice, and JSO went to the school and
discussed the consequences of the students’ behavior. JTA said that these
external stakeholder partnerships are crucial, and indicated that they have worked
with JSO and other local law enforcement to Baker Act violent or aggressive people. JTA has
also requested victimization/crime data from JSO for areas within ½ mile radius around
stops to identify areas of significant criminal activity that may result in increased safety
threats for the agency and their riders.
Safety Campaigns
In November 2015, JTA kicked-off a distracted driver training program. Other
campaigns have included a “fixed object campaign,” and asked operators how the
define “distracted” and reduce incidents due to “distractions.” JTA placed monitors
in the drivers’ lounge for messages and safety bulletins. Safety certificates and pins are
awarded annually.
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Lakeland Area Mass Transit District, d.b.a., Citrus Connection, Lakeland, FL
Citrus Connection is the public transportation service provider in
Lakeland, Florida. The system operates fixed route and
paratransit service in the Lakeland area, including service
provided for Winter Haven Area Transit to the neighboring cities
of Auburndale, Winter Haven, and Bartow. The 2013 NTD agency
profile is provided below.
Agency Procedures and Practices
Citrus Connection has some crossover between fixed route and demand response operators,
including the extra board.
Training
Customer service training includes the agency’s expectations of employees when dealing
with the public, and instruction on how and to whom to report security incidents and types
of individuals or situations to be aware of and report. Citrus Connection developed and
maintains an Operator Development Training Program for new hire training and
testing of employees. Conflict resolution and avoidance are included in the
training. Refresher training is conducted a minimum of every two years.
Citrus Connection requires remedial training for drivers who have been involved in a
preventable accident or have developed unsafe driving behavior or other driving problems,
when identified. Other causes for remedial training may include: persistent customer
complaints, supervisor recommendations, and as a result of ongoing evaluations.
Customer Service
Data on passenger claims and complaints are collected and retained by Citrus
Connection on an ongoing basis. The data are analyzed by Citrus Connection
management, and analysis results are useful for identifying necessary actions to
minimize safety risks and help to improve system performance. Courtesy cards are
located on every bus as a method for obtaining customer feedback (these are also used
when incidents occur). The supervisor reviews the complaint, calls the complainant, records
the complaint in the complaint database, and forwards the complaint to the safety officer.
The safety officer reviews and returns to supervisor for more follow-up or files. The safety
officer reviews the complaint database as each new incident occurs.
Service Statistics - 2013
Bus Demand Response
Annual Unlinked Passenger Trips 1,224,600 94,100
Annual Passenger Miles 6,385,700 577,000
Annual Vehicle Revenue Miles 968,900 364,300
Vehicle Operated in Maximum Service 22 12
Directly Operated
Source: National Transit Database,Table 19, 2013.
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Incident Response
Placards are posted on Citrus Connection buses detailing that passenger assaults are a
violation of state law. Operators are prohibited from using the radio while the vehicle is in
motion. When an incident occurs, the operator is instructed to call dispatch, and dispatch
calls the supervisor or safety hotline (safety officer) to determine if the operator should stay
or proceed. In cases of aggressive behavior, if the operator is not comfortable defusing the
situation, a supervisor will respond and interview the passenger. If the bus is delayed
longer than 10 minutes, a replacement bus is sent and passengers are off loaded
and transferred. The operator must complete an incident report at the end of the shift.
The safety officer reviews and returns to the supervisor for more follow-up or files. The
safety officer reviews consumer reports (and records in the incident database) as each new
incident occurs. In the case of fare evasion, the passenger is denied the trip and police are
called. For unruly passengers, the operator completes an incident report at the end of the
shift and the supervisor reviews and follows up to verify. Each incident is added to the
incident database by the safety officer.
Investigations
Accident and incident data are collected and retained by Citrus Connection on an ongoing
basis. Data are analyzed by Citrus Connection management both qualitatively and
quantitatively for safety hazard identification, resolution, and risk management purposes.
Analysis results are useful for identifying necessary actions to minimize safety risks and also
help improve system performance, not only in respect to safety, but also in overall delivery
of service to the public. Citrus Connection has a separate report for collisions.
All supervisors are accident investigators. Local law enforcement officers receive 8
hours of accident investigation training, and supervisors receive a minimum of 40
hours of TSI accident investigation training. Post-accident, the supervisor reviews the
video and interviews the operator. The safety officer reviews and determines responsibility,
updates the accident database, forwards to risk management, and completes the NTD
report.
Citrus Connection provides security at the Lakeland Terminal. The terminal coordinator
contacts local police, when necessary. Each bus is equipped with audio and video, and
all available audio and video are reviewed as part of the investigative process.
Corrective Actions
Citrus Connection has a trespass policy in place, which is authorized by the safety office and
handled by the Lakeland Police Department (or other jurisdictional authorities). Three
trespasses were authorized in 2014. A passenger can request that the trespass be lifted.
Citrus Connection logs nearly 17,000 student transports annually. The safety officer
meets with representatives from all of the schools on a regular basis. When a
student is trespassed, the school supports transit’s decision. There is no written appeal
process, but a student can appeal a trespass in writing. Citrus Connection uses security
on random bus routes to monitor teenagers’ behavior.
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Safety Campaigns
Citrus Connection have staged various demonstrations at the main terminal in
Lakeland, including a bike safety demonstration and a wheelchair securement
demonstration.
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Lee Tran, Ft. Myers, FL
Lee Tran is the transit bus service operated by the Lee County
Transit Department, providing service to Bonita Springs, Cape
Coral, Fort Myers, Fort Myers Beach, and much of the
unincorporated area of Lee County, Florida. The 2013 NTD
agency profile is provided below.
Agency Procedures and Practices
Based on seniority, Lee Tran operators pick days off and hours three times a year.
Training
New operators receive a minimum of 64 hours of new bus operator training that includes a
review of Lee County and Lee Tran policies and procedures, fare-box training, customer
service, and responding to emergencies. In addition to classroom training, new operators
receive a minimum of 32 hours of vehicle orientation and training. Upon successful
completion of classroom instruction and vehicle orientation training, drivers complete an
additional 120 hours of supervised on-the-job and on-the-road route training. The Deputy
Director visits every new employee class.
All Lee Tran operators are required to complete an annual re-fresher course, which includes
reviews of defensive driving techniques and/or substance abuse as the main topic.
Refresher courses also include targeted training goals, which focus on safety and
include, at a minimum, de-escalation techniques and conflict resolution.
Remedial training is provided on an as-needed basis and is specific to the operator’s need
targeted at correcting a deficiency. Remedial training may include classroom instruction,
supervised operating, or other instructional guidance and actions, as deemed necessary.
The employee’s participation and performance in the remedial training is documented.
Customer Service
If a passenger has a complaint with the driver, the condition of the bus, or with
Lee Tran in general while on board, the passenger is separated from the driver to
control the situation and responding supervisors offer reasonable resolutions to
both the operator and the passenger. Unruly passengers may be given a ride to
their destination, if removed from the bus (one time only per passenger), to give
the supervisor the opportunity to discuss the incident and remind the passenger of
Lee Tran policies. Comment cards are available on all vehicles. Lee Tran’s Deputy Director
of Safety, Security, Customer Service, Facilities, and Fixed Route Operations guides the
Service Statistics - 2013
Purchased
Transportation
Bus
Demand
Response Vanpool
Annual Unlinked Passenger Trips 4,075,300 104,300 44,600
Annual Passenger Miles 23,636,500 1,119,100 1,747,900
Annual Vehicle Revenue Miles 3,025,100 1,189,700 244,500
Vehicle Operated in Maximum Service 48 35 11
Directly Operated
Source: National Transit Database,Table 19, 2013.
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investigation of serious complaints and alleged assaults. Lee County is moving toward a
county-wide complaint system using a web-based database that creates a ticket that is
routed to the appropriate department.
Incident Response & Investigations
For all events, drivers are required to contact local law enforcement, dispatch, and
emergency medical services, as required, immediately. Supervisors are sent to the scene
depending upon the severity of the event at the discretion of the senior supervisor. Each
investigation is documented in a final report that includes: a description of the investigation
activities, identified causal factors, and any identified corrective action plan. Each corrective
action plan identifies the action to be taken. The senior supervisor monitors and tracks the
implementation of each corrective action plan. A Crime Tracking Report is completed.
The use of a personal wireless communication device is prohibited while the transit vehicle
is in motion. All personal wireless communication devices must be turned off with any
earpieces removed from the operator’s ear while occupying the driver’s seat. In an
emergency, a personal cellular phone may be used to contact the agency. In such a
situation, the driver must park the vehicle in a safe place of the road and call the direct line
to the dispatcher.
Lee Tran developed a comprehensive database system that is designed to store
and access all data in an electronic format. Lee Tran’s electronic report formatting
is highlighted as a “best practice.”
All vehicles have audio and video surveillance systems, which are reviewed for all
incidents and complaints.
Lee Tran currently employs an off-duty police officer to provide security for the Rosa Parks
Transfer Center, whose hours vary by time of day and day of week. Lee Tran participates
in Visible Intermodal Prevention and Response (VIPR) drills provided by
Department of Homeland Security (DHS), Transportation Security Administration
(TSA) two times a year. Lee Tran established mutual aid agreements with police
jurisdictions, which has a created a proactive atmosphere in preparing for and
responding to safety, security, or emergency management events. Lee Tran allows
police to use the new Lee Tran facility, which increases the police presence in the
neighborhood.
Corrective Actions
Lee Tran uses retraining, remedial training and progressive discipline. An actual review of
the video pulled from the vehicle is included in remedial training provided to a
driver. Progressive discipline is guided by the Deputy Director, and includes a verbal
warning and coaching as the first steps. Lee Tran will consider shift modifications if a regular
passenger is a nuisance to the operator. There has never been a need to modify a route,
nor have there been adjustments to the driver-compartment.
Lee Tran responds immediately to all types of disruptive behavior to resolve conflicts and
eliminate continuation of the negative behavior. Boisterous or unruly behavior is a
violation of Lee Tran policy. If requested by the driver, these passengers will be
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contacted and counseled regarding their behavior. If the behavior continues, they will
be considered for a trespass warning. A supervisor responds, when possible, to mitigate
these incidents and support the operator. Restricted access (trespass) can be used for the
following repeat behaviors: evasion of the payment of fares; misuse of passes or tickets;
playing sound equipment without the use of headphones; smoking, eating, or drinking with
unauthorized containers; opening emergency windows and/or hanging out of windows;
throwing objects or substances; expectorating or willfully committing any other unsanitary
act; gambling; use of profanity, obscene gestures, yelling or screaming while in Lee Tran
facilities or vehicles; vandalizing or defacing Lee Tran property; and willfully committing any
other act made unlawful by Florida Statute or Federal Law. The length of the restriction is
up to 365 days for a noncriminal act. The trespass is issued by local law enforcement. A
passenger can appeal a trespass, but the Deputy Director will meet with and counsel them
before the trespass will be lifted. If a person returns after 4-5 months and poses no issues,
the agency reinstates their access.
Lee Tran does not contract with schools to provide local school bus service, but does offer
discount bus passes. Marketing works with the schools, and if there are issues with unruly
or aggressive behavior, marketing staff will go to the school and discuss the issues with
school administrators.
Safety Campaigns
Lee Tran holds three Safety Awareness Days each year. One is a large, community event
with vendors and police in attendance. The others focus on safety information and prizes.
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Manatee County Area Transit, Bradenton, FL
MCAT is the public transportation service provider for
Manatee County, Florida. MCAT provides fixed route bus
service and dial-a-ride paratransit service. The 2013
NTD agency profile is provided below.
Agency Procedures and Practices
At the present time, a handful of MCAT operators cross over between fixed route and
demand response; however, MCAT’s goal is to cross train every operator. MCAT’s non-
unionized operators participate in run assignments one time each year. Open routes are
available for selection on a first-come basis. Fixed route operators have no scheduled lunch
or bathroom breaks. Paratransit drivers do receive breaks, and there is recovery time of
approximately 1 hour and 15 minutes per shift.
Training
The Smith System is utilized for new bus operator training (also required if there
is an accident or “citizen action complaint”). Initial driver training and testing includes
information on handling emergencies, security threats, and threat awareness. All newly
hired employees are also provided instructional training by the training manager.
Instruction in MCAT rules and standard operating procedures is provided to drivers in the
following areas: general rules, customer service, fare handling, and radio procedures. The
transit manager, a private contractor, and the safety manager developed a refresher course
that covers all aspects of MCAT operations. Refresher training is conducted annually for all
drivers and includes blood-borne pathogens, security, hazards, and accident procedures.
Distracted driving is MCAT’s biggest public transit issue; the safety manager has begun
focusing on “near misses,” specifically, the correlation between hard braking and passenger
falls. Remedial training and testing is completed on a case-by-case basis, as determined by
the training manager.
Customer Service
It is not uncommon to review the video tape of the incident with an operator who has
received a complaint, although MCAT indicated they have few customer complaints. The
MCAT Bikes on Buses Policy (each bus has only 2 bike racks) allows an operator to
“challenge the policy” and may allow folding bikes on buses if the bike rack is full.
Similarly, if all wheelchair slots are in use, the operator can call dispatch and
request that paratransit respond to the site to accommodate a wheelchair
customer.
Service Statistics - 2013
Bus
Demand
Response
Annual Unlinked Passenger Trips 1,780,500 84,700
Annual Passenger Miles 8,689,700 792,000
Annual Vehicle Revenue Miles 1,234,900 550,900
Vehicle Operated in Maximum Service 19 22
Directly Operated
Source: National Transit Database,Table 19, 2013.
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Incident Response & Investigations
For all events, drivers are required to stop the bus, open the door, and call dispatch. The
driver describes the incident to dispatch, which authorizes continuation on the route, or may
send a road supervisor and/or call the police in the case of an emergency. Following the
incident, the driver must complete an incident report, which is reviewed by the supervisor
and forwarded to either the fixed route or paratransit superintendent. The appropriate
superintendent will immediately pull the video tape, complete a report, and forward the
report to the operations chief.
The safety manager is notified of accidents, and will respond to the scene, depending on the
severity and anticipated duration of road blockage or closure. The operations chief reviews
all accident/incident reports and makes the preventable/non-preventable determination.
The final package is referred to the Safety Committee for review. The Safety Committee is
staffed by the following: operations chief, safety manager, division manager, fixed-route
superintendent, paratransit superintendent, and the logistics manager, and meets as a
group on a weekly basis, reviews accidents and incidents, and has authority to overturn
preventable/non-preventable decisions. Safety meetings are also held with office staff. The
safety manager prepares summaries of new safety topics, which are placed in a binder.
Staff is required to sign-off after reviewing. Manatee County Risk Management receives all
incidents reports and conducts all necessary investigations. Audio and video are reviewed in
all accident/incident investigations.
MCAT has a live camera feed at three transfer stations and the administration building;
additional signage is being produced to inform the public of the presence of the cameras. All
fixed route and demand response vehicles have audio, video, and AVL; however, fixed route
AVL is not operational.
Use of a personal wireless communication device is prohibited while the transit vehicle is in
motion and can result in a five-day suspension.
Corrective Actions
MCAT uses progressive discipline, and has removed an operator from a route due to conflict
with a passenger. Driver-compartment adjustments were requested at one time, but there
currently is no interest. MCAT does use restricted access (trespass). After an incident, the
video is reviewed and if an assault occurred, local law enforcement would trespass the
individual from the entire system for one year. No one has ever asked to rescind a
trespass, but MCAT would consider easing the restriction. MCAT has no problems with
unruly students. MCAT does not provide school bus service, but has a fare waiver in place
with several local colleges. MCAT does have an ongoing problem with homeless persons at
transfer stations and with religious groups distributing unsolicited information.
Safety Campaigns
Two significant safety campaigns MCAT has undertaken include the development
and distribution of the brochure “Would You Assault Your Bank Teller?” In
addition, the county’s Your Choice Health Insurance offers a major incentive for
employees to get and stay healthy with the overall goal of improving safety
related issues such as fatigue, illness, and distraction.
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Miami-Dade Transit, Miami, FL
MDT is the public transportation provider for the Miami, Florida
urbanized area. MDT provides bus, heavy rail, demand response,
and monorail/automated guideway transit services. MDT is the
designated Community Transportation Coordinator for Miami Dade
County (MDC). The 2013 NTD agency profile is provided below.
Agency Procedures and Practices
MDT fixed route operators are MDC employees, while demand response operators work
directly for a private contractor. Fixed route operators are unionized, and there are two
picks (June and November) each year based on seniority. Prior to the bids and biweekly,
MDT checks operator drive times on each route. If there is a complaint, planning checks the
route, using AVL playbacks, and supervisors go out into the field. The union meets with MDT
planning prior to route picks to identify those routes that may have timing issues. Fixed
route operators have no scheduled lunch break, and recovery time is declining.
Training
Bus Operations provides all operator training in-house utilizing TSI training curriculum,
while safety provides specific safety-related information. The new bus operator training
program lasts for 10 weeks. Refresher training is completed two times a year, before picks.
It is always electronic, focuses on ADA, and has a special emphasis on frequent issues.
During their semi-annual refresher training, trainers cover areas that are problematic and
those safety occurrences identified as becoming common. Every operator with a previous
incident gets remedial training. Running a red light results in a deduction of safety
points, the use of progressive discipline, and can result in remedial training.
Customer Service
MDT’s philosophy that “everyone pays the fare” creates multiple avenues for complaints,
particularly, because MDT does not want operators fighting with passengers over the fare,
and because MDT does not want the bus delayed. The operator can call and ask to have a
supervisor dispatched.
Incident Response & Investigations
MDT supervisors have received TSI’s accident investigation course. When an incident
occurs, bus traffic control (in operations) dispatches a supervisor, 911, fire department, and
risk management, as needed/required. The operations supervisor conducts the investigation
for non-major incidents. Safety conducts the investigation of major incidents. Reports
Service Statistics - 2013
Automated
Guideway Heavy Rail Bus Bus
Demand
Response
Annual Unlinked Passenger Trips 9,643,700 21,198,700 78,500,800 392,100 1,706,900
Annual Passenger Miles 9,472,300 155,169,100 414,639,900 27,661,300 21,753,900
Annual Vehicle Revenue Miles 1,222,400 7,884,800 28,366,300 569,800 14,680,000
Vehicle Operated in Maximum Service 21 78 692 7 336
Directly Operated
Source: National Transit Database,Table 19, 2013.
Purchased Transportation
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generated throughout each investigation has a specific Incident Report (IR) number that
helps with tracking. The Accident Review Board meets every month. Members of the board
include: two bus operators, bus operations instructor (chair), and a maintenance supervisor.
Each case is anonymous (bus operator is not named). Preventability determinations
are made utilizing National Safety Council guidelines. The board makes a decision and
issues a report to bus operations with the severity of the accident determining the
corrective action, i.e., a serious accident can result in termination. Safety does all NTD
reporting, tracks accidents, and completes a trend analysis. County risk management takes
care of everything associated with risk. In the event an incident results in the transport of
an individual away from the scene for medical purposes, MDC assumes responsibility for
claims, litigation, etc. If a bus operator seeks compensation or takes legal action against the
agency for injuries sustained due to an incident, the MDT risk management department
handles the claim
All MDT buses are equipped with audio, video, and CAD/AVL. MDT uses 4-way flashers
before a stop, and is currently preparing the infrastructure to allow auto/remote data
downloads from vehicle systems.
MDT has a MDC police unit dedicated to MDT, but they have to pay for their services.
Contract security personnel are located at major bus terminals and mover and rail stations.
MDT has had officers ride particular routes when there were issues.
In the past, MDT terminated employees for violation of the wireless policy. Personal devices
must be stored, and may only be used out of the seat, when the radio is broken. The 1st
violation results in a 15-day suspension; 2nd violation yields a 20-day suspension; and, 3rd
violation results in termination. Beginning December 1, 2015, MDT will return to their
previous policy, and the 1st violation will result in termination.
Corrective Actions
Retraining is always used by MDT. If an event is categorized as preventable, the bus
operator is automatically retrained. Progressive discipline is used; superintendents
make the determination on the nature of the discipline. MDT has modified an operator’s
shift, and would modify a driver’s route assignment to ensure an operator’s safety. MDT
started installing driver compartments in 1997, and they are installed in all buses
except one model (MCI). Modifications have eliminated passengers groping female
operators.
MDT considers restricted access a police issue, and it is only used on the rail system. The
Golden Passport can be pulled for a year, but MDT tries to avoid this option.
Miami students receive a discount pass. MDC police go to schools if there are issues.
The homeless qualify for the Golden Passport, but are required to register. MDT has had
problems with the homeless at rail stations, where they are now required to pay at the end
of the line.
Safety Campaigns
MDT encourages everyone to submit Service Improvement Reports. MDT wants feedback so
they ask that people identify themselves. Reports are reviewed monthly by operations and
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safety. Anyone can also submit an online Safety Concern (named or anonymous), which
goes to safety, and safety forwards it to operations. MDT has undertaken injury and
distracted driving poster campaigns. MDT issues safe driving awards and a “New Rule of
the Week” on various topics (e.g., lots of pedestrian accidents in an area). MDT
plans to set up mirror stations at one of their garages in an effort to ensure bus
operator visibility of his surroundings.
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Palm Tran, West Palm Beach, FL
Palm Tran is the public transportation system run by the Palm
Beach County Government, serving Palm Beach County,
Florida. Palm Tran provides fixe route bus service and shared
ride, door to door, paratransit service throughout the county.
The 2013 NTD agency profile is provided below.
Agency Procedures and Practices
Palm Tran fixed route operators are Palm Beach County (PBC) employees, while demand
response operators work directly for a private contractor. Fixed route operators are
unionized, and there are three picks (December, April, and August) each year based on
seniority. Planning, operations, and the union complete route checks prior to picks.
Training
New operator training includes four hours in-house and four hours hands-on training per
week for three weeks. Individuals are exposed to the transit bus on the first day of
training, and operate the bus on an obstacle course in the yard. If comfortable, on
the second day, new operators do left/right turn movements on the street. Topics
included in operator training are fare handling (in fare disputes, the first time,
drivers are instructed to simply “state the fare” and let the customer ride; the
second time – let them ride; the third time, a supervisor is dispatched); FEMA-work
place safety; computer based training modules (CBTs) from the Center for Urban
Transportation Research (CUTR); pedestrian awareness; customer service; farebox; AVL;
and, safety and security. PBC provides drug and alcohol training; Palm Tran reviews
consequences and transit agency policies. During driver training, Risk Management gives a
presentation about claims and what happens when there is a preventable/chargeable
accident. The assistant executive director, the union, and maintenance also make
presentations on relevant topics. Drivers receive an Employee Handbook and meet with
supervisors and communications staff. Remedial training is automatic after every accident.
Customer Service
Palm Tran has a dedicated customer call-in line through Palm Tran Connection (paratransit).
When calls come in, information is disseminated to the appropriate Palm Tran section. Palm
Tran uses courtesy cards for accidents, and customers can post comments on Facebook.
Service Statistics - 2013 Directly Operated
Bus
Demand
Response
Demand
Response-Taxi
Annual Unlinked Passenger Trips 12,018,200 686,100 267,800
Annual Passenger Miles 74,588,100 7,967,200 4,123,000
Annual Vehicle Revenue Miles 7,124,200 6,135,400 3,172,300
Vehicle Operated in Maximum Service 123 190 73
Purchased Transportation
Source: National Transit Database,Table 19, 2013.
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Incident Response & Investigations
The safety department reports to the general manager and is responsible for bus operator
training, maintenance training, supervisor training, as well as annual refresher training.
Safety is currently developing a new annual refresher course on fixed object collision
avoidance.
When an accident occurs, the bus operator pulls the bus over and calls dispatch. The driver
indicates if medical assistance is needed, if so, dispatch calls EMS/Police. A supervisor is
dispatched to the site to investigate and prepare reports. The supervisor must complete the
form and submit it on the same day of event. The supervisor must also take photos from all
angles. All supervisors (except those recently hired) have taken TSI’s Fundamentals of Bus
Collision Investigation course; a few have taken the advanced course. Audio is pulled, and
the video pull comes via email. The operator continues on the route, if able, but must
complete an incident report within 24 hours.
Accident Review Board members include: operations, safety, county risk management, and
county employees. Following an incident, the board interviews the driver; reviews audio and
video with driver; determines preventability using TSI guidelines and personal experience;
and, incorporates progressive discipline based on severity of incident.
Palm Tran scans and sends all information, including video, to risk management (county has
a site for sharing video; audio is never released). Risk management handles all
litigation, tracks accidents and workers’ compensation, and maintains a database
of events that Palm Tran staff utilizes to identify training needs. Twice a year, risk
management sends an accident status report to Palm Tran.
Palm Tran has a Safety Committee that meets quarterly. Members include: assistant
manager of operations; Deputy Director of fixed route; North County, South County, and
Bell Glades operations personnel; maintenance manager; a maintenance technician; North
County and South County supervisors; and a union representative. The safety and training
officer chairs the Safety Committee.
Palm Tran operators can carry wireless devices, but they must be stored. The operator must
be out of seat or off the bus to use. The 1st violation is a 1-day suspension, the 2nd violation
is a 2-day suspension, and the 3rd violation is a 4-day suspension. Palm Tran has terminated
for violation of the policy, and it was upheld in arbitration.
Each bus has 7 to 12 cameras. Buses also have panic buttons to alert Palm Beach County
Sheriff’s Office/West Palm Beach Police Department that there is an event/potential threat.
Palm Tran has contracted security at all facilities plus their intermodal terminal, which also
has city-owned video.
Corrective Actions
The Palm Beach County General Counsel had a problem with restricted access (trespass),
and as a result, the penalty was recently changed from one-year system-wide trespass to
one-route for 90-days. Palm Tran issues the trespass with police assistance.
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Palm Tran had some problems with disruptive students from a middle school and a
high school. Palm Tran staff and local school representatives met and were able
to resolve the issues they were experiencing. Homeless people are a problem at bus
stops and shelters, but law enforcement does assist in moving individuals along. Palm Tran
requires new payment at the beginning of each route, and does transport the homeless to
shelters when cold weather strikes.
Safety Campaigns
Palm Tran is still working on language for “Be Patient” stickers for the back of
buses. They have installed monitors and plan to post safety messages and videos.
Beginning in 2016, Palm Tran will begin issuing safety awards.
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Pasco County Public Transportation, Port Richey, FL
PCPT is the public transportation provider for Pasco County,
Florida. PCPT provides fixed route bus service and paratransit
service throughout Pasco County. The 2013 NTD agency profile is
provided below.
Agency Procedures and Practices
PCPT allows some crossover between fixed route and demand response operators; however,
a CDL is required. Fixed route and demand response operators are unionized; however, only
fixed route has picks, which occur every four-months based on seniority and attendance.
PCPT has low operator turnover due to a competitive salary. Operators are drawn from the
school board, who pays better, but employees only work 9 months. There is no fixed route
lunch break, but operators do have recovery time at the end of the route. PCPT constantly
monitors route timing. If an operator complains about route time, the manager will
drive the route in a bus; the manager drives a minimum of one-route each month.
No outside employment is permitted. Applicants for bus driver positions must have
their Commercial Driver’s License (CDL) and a minimum of 12-months commercial
driving experience.
Training
New operators receive four days of training, and spend some time the first day in a vehicle,
starting with a paratransit vehicle. Drivers are actually strapped into a wheelchair and
driven around to experience the ride and are required to ride several routes. Prior to
hire, drivers are asked to donate three hours of their time to ride with a
paratransit driver on a route in an effort to demonstrate the level of customer
service skills necessary for their positions. PCPT tries to place drivers on routes
generally known to have difficult passengers/situations to ensure realistic
expectations and awareness of situations that may occur.
PCPT conducts quarterly and annual employee evaluations; each employee has
goals, which are tracked. There is a dash cam of each route available, and the operator
must be able to show proficiency with each route. Everyone, including PCPT’s
administrative staff, receives training: disruptive passenger training (de-
escalation and body language); sensitivity training; fare handling (operator can
issue change cards that can be used at a later date – great customer service issue,
passengers often leave for someone less fortunate). The operator can advise
customer without fare to “have a seat – I’ll take care of it;” one day with no fare
Service Statistics - 2013
Purchased
Transportation
Bus
Demand
Response
Demand
Response-Taxi
Annual Unlinked Passenger Trips 1,003,600 29,900 48,800
Annual Passenger Miles 7,726,200 250,800 442,700
Annual Vehicle Revenue Miles 1,302,100 189,200 442,700
Vehicle Operated in Maximum Service 18 11 37
Directly Operated
Source: National Transit Database,Table 19, 2013.
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was described as “okay”, and indicated that could also be allowed if there are
multiple occurrences. PCPT will be utilizing the Smith System moving forward.
Operators receive county sensitivity training, and the manager provides transit sensitivity
training.
PCPT provides refresher training annually in October. Topics include: reasonable suspicion,
fires, evacuations, customer service (provided by Pasco County), wheelchair guidelines and
securement, NSC defensive driving, First Aid/CPR (all buses have AED – 2 lives saved last
year). Refresher training is tied to the local bus roadeo, and is also treated as an employee
appreciation day. Remedial training is provided based on the manager’s determination that
the operator could benefit from the training.
Customer Service
For customer complaints, the shop steward can sit in the investigation, which is conducted
by five supervisors and two lead drivers. The operator is closely monitored, and disciplinary
action occurs only after the operator has received several complaints. Each supervisor must
complete 10 monitors (street + video) a week.
Incident Response & Investigations
All drivers completed the newly released Chapter 14-90, FAC CBT training; a supervisor
reviewed information with them in advance of the training. Operators are required to
wait for the elderly and little kids to sit down (normally, the standard is cross the
standee line and the bus moves) before the bus moves, and cannot close the door
until ready to move. In the case of an accident, the operator pulls over and calls dispatch;
dispatch/supervisor responds immediately; the manager or supervisor responds to an
accident if more than minor (95% of events). The driver is pulled for the remainder of
the day and is required to watch a NSC training video. An at-fault accident results in
immediate termination. The manager looks at routes with multiple accidents and assembles
the information for operators. PCPT issues courtesy cards.
Members of the Safety Committee include: the lead supervisor, operations manager,
director, driver, and a union representatives. PCPT is strict with bus operators because they
are considered to be professional drivers. The committee reviews reports, police reports,
video, and audio. The county discontinued its accident review board, and now relies on
transit to complete the investigation. County risk management does not track accidents or
provide information to transit.
PCPT has no paid security staff.
All fixed route and demand response vehicles have audio and audio, including
side-view cameras. The manager uses video extensively to identify problems.
PCPT can see bus stops with cameras – the manager can log in live to view what is
occurring.
Corrective Actions
PCPT has incorporated a bi-monthly improvement process at each operational
location. They address the question, “What can we do to improve?” The manager serves as
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the facilitator, ten ideas are prioritized, and the manager posts and tracks results. Every
operational issue that is introduced is addressed.
PCPT had one trespass six years ago. It was the manager’s decision in conjunction with
Pasco County Sheriff’s Office. Trespass is forever, but the manager can rescind after 12-
months.
PCPT issues free passes (50 a month) to alternative schools. If there is a complaint, the
school revokes the pass and the student is required to pay full fare. The manager
communicates regularly with the schools, and the school director visits transit.
They have established a great working relationship.
The county provides reduced fare passes to homeless shelters. The homeless can ride all
day as long as they pay for each new route. The Pasco County Sheriff’s Office,
Homeless Division provides assistance at the transfer center, which is a busy stop.
PCPT has high-use areas power-washed every day.
Personal wireless devices must be turned off and stowed, not on the operator. A second
violation of the wireless policy results in termination.
Safety Campaigns
Safe driver awards are issued for a minimum of 25,000 miles accident or incident free. PCPT
has a 5-10 minute safety meeting every shift; each driver must sign-off. The manager
tries to do one safety broadcast over the radio every day. PCPT established a close
call reporting system for operators. PCPT holds a training day in October in conjunction
with the local roadeo and County Appreciation Day. PCPT moved all bus stops to the far
side, and is re-evaluating the number and spacing of bus stops on US 19 – they intend to
remove eight stops. In addition, PCPT will install bus pull outs on the Highway 54 corridor.
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Pinellas Suncoast Transit Authority, St. Petersburg, FL
PSTA is the public transportation provider for Pinellas County,
Florida. PSTA provides bus, express bus, demand response, and
demand response-taxi transit services. PSTA is the designated
Community Transportation Coordinator for Pinellas County. The
2013 NTD agency profile is provided below.
Agency Procedures and Practices
PSTA fixed route operators are Pinellas County employees, while demand response
operators work directly for a private contractor. Fixed route operators and supervisors are
unionized, and they bid every four months, based solely on seniority. The express service
route is part of the bid. Fixed route operators have no scheduled lunch break, but do have
recovery time available at the end of each route.
Training
New operator training consists of eight weeks of training, including one week with an
operator. Training topics include: general agency rules, reality-based customer service, fare
handling, radio procedures, emergencies, and security threats. Refresher training is
completed annually. PSTA is currently working on training their operators to train
new drivers. TSI programs are used, and PSTA is developing an in-house course on
de-escalation (body language and empathy). PSTA contracted with a group from New
York to provide customer service training.
Remedial training is incident specific. A computerized program is available for defensive
driving skill training. The Smith System is used for an operator who has a second
preventable accident. PSTA can refer an operator to an “incident behaviorist
counselor” with the employee assistance program (EAP), if warranted.
Incident Response & Investigations
If an incident occurs, the operator calls dispatch. Dispatch calls 911 and the supervisor, who
takes over the scene. If there is a serious injury, the dispatcher calls safety and risk
management. The operator prepares a report for safety. The supervisor investigates the
accident, and within four hours must submit a report to safety. Safety investigates the
scene, and then risk management takes control, and meets with the operator and
determines if the operator is at fault.
Service Statistics - 2013
Bus
Commuter
Bus Bus
Demand
Response
Demand
Response-Taxi
Annual Unlinked Passenger Trips 13,382,700 108,600 659,200 149,200 167,800
Annual Passenger Miles 65,145,000 1,138,200 3,255,000 744,100 1,261,000
Annual Vehicle Revenue Miles 8,423,800 224,000 426,000 1,513,500 1,385,600
Vehicle Operated in Maximum Service 156 6 17 60 53
Directly Operated Purchased Transportation
Source: National Transit Database,Table 19, 2013.
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The Accident Review Board consists of three safety supervisors, each of whom completes an
accident review form. The union requires that the operator has a right to discovery and to
be present at the review board.
PSTA has unarmed contract security at PSTA terminals.
Operators are permitted to use personal wireless devices once they are stopped and out of
the bus. The first violation of the wireless use policy results in a 2-day suspension. The
operator is terminated if a second violation occurs within 2 years.
All buses have audio and video. PSTA is installing audio and video in supervisors’ vehicles.
Corrective Actions
PSTA uses retraining and progressive discipline, but has not modified an operator’s shift or
route or made changes to the driver-compartment.
Restricted access (trespass) is a police issue that is an ongoing conflict. PSTA currently can
issue a trespass for only one location, and is attempting to broaden trespass to system-
wide. The length of trespass depends on jurisdiction: the St. Petersburg Police Department
will issue either a six months or one year trespass, and the Pinellas County Sheriff’s Office
issues trespasses for 6 months, as examples. PSTA typically will drop the trespass after six
months if the person asks to have it removed.
There are several schools close to bus stops. PSTA regularly visits the schools and
reports that they are quite supportive in addressing any issues with their
students. PSTA has a minor problem with the homeless at the transit center. They are not
permitted to board at the 49th Street Safe Harbor (homeless shelter) if they are inebriated.
Safety Campaigns
A year ago, PSTA set up a mirror display in the drivers’ room that discusses the
costs to the agency associated with mirror strikes, and since that time, incidents
have fallen 50 percent. PSTA posts safety posters, distributes annual safety awards,
prepares breakfast for all of the drivers, displays “Driver of the Quarter/Year” and
“Customer Service of the Quarter/Year” plaques on the wall.
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Polk County Transit Services Division, Bartow, FL
PCTS is the public transportation service provider for Polk County,
Florida. Transit Services oversees the Winter Haven Transit System,
two rural routes, and elderly and disabled services for local
residents. Riders can connect with Citrus Connection in Lakeland
and the LYNX system in Poinciana, which provides access to
Orlando. The 2013 NTD agency profile is provided below.
Agency Procedures and Practices
Training
New operator training includes: general agency rules; customer service, including effective
interaction and communication with passengers; fare handling; safety/security; enforcing
transit rules; responding to complaints; defusing arguments; deciding when to call for
backup; maintaining control of the vehicle and exhibiting leadership; incident
reporting; First aid/CPR training; Drug Free Workplace Policy; and Sexual
Harassment/Violence in the Workplace. The “Hang Up and Drive – the Jacy Good
Story” video with comprehensive assessment is also used in training in an effort to
eliminate distracted driving.
Annual refresher training includes: general safety; wheelchair; pre-trip
inspections; and a written roadeo test for which individuals receive a score.
Course completions are signed by the instructor and the employee. Distracted
driving content is included in the course as well as driving skills, which includes
the roadeo course. Polk County uses the Smith System for defensive driving.
Customer Service
Phone numbers for reporting a customer complaint or contacting an ombudsman are posted
on each bus and at the terminal. Every complaint is logged into the consumer reports
database, which is reviewed monthly by the LAMTD (Citrus Connection) Director of Safety
Security & Operational Support. Complaints are processed by service type, and the proper
supervisor is notified and meets with the driver.
Incident Response & Investigations
For safety/security threats, police are called for assistance (no transit security available,
except at Winter Haven Terminal) and the offender is trespassed. The bus operator
completes a report at the end of the shift. The incident is referred to the Safety
Subcommittee, which consists of the senior planner, program supervisor I, and safety
Service Statistics - 2013
Purchased
Transportation
Bus
Demand
Response
Demand
Response
Annual Unlinked Passenger Trips 524,800 54,600 53,100
Annual Passenger Miles 4,949,100 661,600 861,600
Annual Vehicle Revenue Miles 685,900 518,900 760,700
Vehicle Operated in Maximum Service 10 26 23
Directly Operated
Source: National Transit Database,Table 19, 2013.
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management coordinator, and meets monthly regarding any safety/security threat to the
system.
The Safety Team includes representatives from fleet maintenance, operations, risk
management, and customer service, and also includes a lead driver, paratransit supervisor,
and the call center manager. The team meets monthly and discusses the following topics:
incidents, preventability, trends, annual modifications to the SSPP and SPP. If there is a
particular trend or issue, they will issue safety memos to drivers or post information in
drivers’ lounge.
Risk Management processes county or 3rd party damage resulting from an incident;
interviews clients; and conducts accident investigations. Risk management also documents
assaults. Within the fixed route system, an offender will be trespassed; however, within
paratransit, risk management will work with the offender. Risk management maintains
police reports, monitors dispatch, and conducts ride-alongs. Risk management turns claims
over to the County Claims Division, which will handle any payouts, litigation, etc., and may
assign a private investigator, if warranted.
If an incident occurs that requires further assistance from the agency (such as the need for
a supervisor to handle a disruptive passenger), the driver is required to contact dispatch
with the following information: nature of the problem, location of the vehicle, and what
assistance is requested. The dispatcher responds with confirmation of the information, a
description of what action will be taken, an estimated time for a response to the problem,
and further instructions to the driver, if applicable (e.g., pull over and wait for assistance).
PCTS has contract security at the Winter Haven Terminal.
There is currently no video or audio in paratransit or fixed route vehicles; new vehicles on
order will have both audio and video.
PCTS’s wireless communication policy is written and dated. The first violation of the policy
results in a written reprimand; the second violation in a 3-year period, results in a minimum
3-day suspension without pay; and, the third violation in a 3-year period, results in
termination.
Corrective Actions
In the case of inappropriate behavior on the part of students, PCTS contacts the school
resource officer, and the student is trespassed. Schools consistently support transit’s
decision. While there is no written appeal process, a student can appeal the trespass in
writing.
Safety Campaigns
PCTS issues safety memos to drivers and posts information in the drivers’ lounge. There is
a comment box in the drivers’ lounge where drivers can report unsafe conditions.
PCTS placed reflective striping on the back of their buses in an effort to stem rear-ended
collisions.
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Sarasota County Area Transit, Sarasota, FL
SCAT is the public transportation service provider for Sarasota
County, Florida. SCAT provides fixed route bus service, express
bus service, and dial-a-ride paratransit service throughout the
county. The 2013 NTD agency profile is provided below.
Agency Procedures and Practices
SCAT has a small number of paratransit drivers who have never driven fixed route service;
nonetheless, all other drivers are interchangeable between fixed route and paratransit.
Operators are represented by a union and have two picks a year, in November and April, to
mirror seasonal routes.
Training
The Safety, Security & Training Officer (SSTO) provides the introductory 8-week basic
training for all new hires that includes classroom and on-the-road instruction for fixed route
and demand response. All drivers take CPR training, and since the Boston bombing in 2013,
receive one hour of bomb threat training. Other emergency response/security-related
training includes: NTI’s “The Mark” and local policies and procedures related to emergency
management/preparedness/response.
SCAT shelved refresher training a while ago as a cost-saving measure, but recently restored
four hours of annual refresher training.
Operations and safety managers make the determination for remedial training. If an
operator has preventable accidents or incidents, he/she is brought in for intensive
retraining, depending on preventability and the incident details. If the accident is serious,
the SSTO can initiate immediate administrative leave and retraining. The Safety Committee
makes the preventable/non-preventable determination at the next scheduled safety
committee meeting.
Customer Service
Every complaint, accident, and incident results in a review of audio and video
recordings. SCAT has a full-time supervisor who dedicates the majority of his time in
reviewing tapes, which occurs as soon as possible following an event. SCAT does have a
suggestion box and an 800 call center number for reporting complaints.
Service Statistics - 2013
Purchased
Transportation
Bus
Commuter
Bus
Demand
Response
Demand
Response
Annual Unlinked Passenger Trips 2,803,400 29,000 84,300 85,500
Annual Passenger Miles 14,353,600 813,100 761,200 1,013,900
Annual Vehicle Revenue Miles 2,737,900 174,200 542,600 753,300
Vehicle Operated in Maximum Service 42 4 27 35
Directly Operated
Source: National Transit Database,Table 19, 2013.
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Incident Response & Investigations
The SSTO reports directly to the Director and is responsible for all safety functions
performed within the organization, including: new hire training, refresher and defensive
driving, ADA/sensitivity training for SCAT employees, accident investigation, and accident
grading.
All SCAT managers and supervisors have primary responsibility for accident prevention and
hazard identification and resolution in their specific area of concern. Managers and
supervisors are also responsible for the submission of written incidents reports, and bus
operators are required to notify the dispatcher in the event of an accident/incident (SCAT no
longer uses the Event Button, due to too many inadvertent deployments). Bus operators
are allowed to communicate with dispatch while moving to report incidents; however, the
agency encourages the operators to stop to make calls. The dispatcher notifies police and
emergency services via 911 and dispatches a road supervisor to the incident scene, and
immediately notifies all management staff in the event of a serious accident, fire, or security
threat. The transportation road supervisor dispatched to the scene performs the accident
investigation once the scene is released by the responding law enforcement agency. The
SSTO responds to and investigates serious accidents. Employees involved in an incident or
accident must complete the “Sarasota County Incident Report” and the “SCAT Incident
Report” as soon as possible, but no later than 8:00 am the morning following the accident.
Operators receive paid overtime to complete the report. When there is an accident, the
driver is placed on administrative leave three days until post-accident tests are
returned.
The lead supervisor completes the CAP, which identifies the action to be taken by SCAT and
the schedule for its implementation. The SSTO monitors and tracks the implementation of
each CAP and the employee is required to submit a CAP completion form. The SSTO reviews
all reported incidents and accidents on a daily basis, and serves as the NTD reporter for
Safety and Security (S&S) Forms 40 and 50. Beginning January 1, 2015, the SSTO rolled
out a new process for collecting and analyzing accident/incident data and trends.
The Safety Committee includes: SSTO, lead supervisor, representative from Sarasota
County Risk Management, three Amalgamated Transit Union (ATU) drivers, and one
maintenance supervisor. The committee meets monthly and prepares a report for the
director. Meeting agendas include: workers compensation claims, safety issues,
accident/incident review, audio and video review, and preventable/non-preventable accident
determination. Employees are subjected to progressive discipline for preventable accidents.
Risk Management plays no role in the investigation of accidents or incidents, but does send
a representative to Safety Committee meetings. SCAT uses the Sarasota County Employee
Health Center (managed by US Health Works) for driver physicals. MVRs are pulled each
year by County risk management, and background screening is done for pre-employment.
SCAT does have in-house CDL testers.
Most buses and paratransit vehicles are equipped with an audio and video surveillance
systems, including a camera aimed out the front window. Most buses and five supervisor
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vans are equipped with AVL and GPS systems. SCAT has video and audio at transfer
centers.
Two SCAT terminals have full-time contract security; intermittent contract security is
provided at the third terminal. SCAT interfaces with six local jurisdictions, the state police,
and the Sarasota County Sheriff’s Office (SCSO). The 911 operator decides whom to call for
a response. Twice a year, SCAT and the SCSO participate in a Special Weapons and
Tactics (SWAT) exercise, which has helped to establish a cooperative relationship.
Corrective Actions
Retraining is completed immediately, and progressive discipline is used for multiple
infractions. Modification of shifts is not routinely used, except in special cases. SCAT did
eliminate an unnecessary diversion on one rather long route. SCAT looked at
partitions in an effort to protect their bus operators from assaults or other aggressive
behavior, but the union did not support the installation.
A trespass is issued by law enforcement at the specific location of the incident for a
maximum of one year. Based on a new ordinance effective January 14, 2015, a trespassed
person has seven days to appeal, with or without representation.
Homeless persons near one of the terminals present the most significant security problem to
SCAT. There have been issues with students from a specific school. To resolve issues
with school students, the SSTO meets monthly with the head of the school, who
recently issued IDs to all students authorized to use SCAT. In addition, the head of
the school stations a staff member at the transit center in the morning. To diffuse
the situation, SCAT took buses to the school and spent a day with the students
familiarizing them with transit and SCAT bus policies.
Safety Campaigns
To reduce distracted driving, SCAT added a second facility in southern Sarasota
County for pull out; it saves some operators as much as 45 minutes driving time.
Only minor maintenance is provided at the facility so the buses rotate to the main shop
every three days. SCAT allows no ads or commercial wraps on buses.
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Star Metro, Tallahassee, FL
Star Metro is the city-owned and operated public transit service
provider for Tallahassee, Florida. Star Metro operates both fixed
route and dial-a-ride paratransit service in the Tallahassee
Metropolitan area. The 2013 NTD agency profile is provided
below.
Agency Procedures and Practices
Fixed route and demand response operators are allowed to crossover; however, it is easier
to achieve full-time status if a fixed route operator. Operators are not unionized. Picks for
full-time operators are based on seniority. Supervisors rotate who they supervise with each
bid.
Operators can stop to use the restroom, but cannot stand in line to make purchases or
other activities that would delay the route. The operator must notify the passengers that
he/she is taking a bathroom break.
Training
Due to the recent agency re-organization, training for new operators is in transition.
Refresher training occurs every year on the employee’s anniversary date. Remedial training
ranges from four to twelve hours, based on the severity of the accident.
Star Metro uses onboard video in their training courses. Any video that displays
the face of the operator will be enhanced to ensure anonymity.
Customer Service
Video is reviewed for all customer complaints.
Incident Response
Bus operators are required to report all incidents, including incidents (falls) that
occur on board or within 10 feet of a bus stop. Comment cards are distributed to all
passengers onboard at the time of an incident. Video is reviewed for all incidents. Star
Metro plans to hire someone with clerical skills to input incident data.
Investigations
As a result of the recent re-organization, safety & security is overseen by operations.
Service Statistics - 2013
Bus
Demand
Response
Annual Unlinked Passenger Trips 4,432,100 86,500
Annual Passenger Miles 13,724,500 575,100
Annual Vehicle Revenue Miles 2,190,500 498,600
Vehicle Operated in Maximum Service 58 15
Directly Operated
Source: National Transit Database,Table 19, 2013.
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The City of Tallahassee is responsible for all risk management. The street supervisor,
supervisor, or safety supervisor investigates the accident and notifies risk management.
Risk management takes over if there are injuries on the bus.
Star Metro uses the FDOT’s Accident-Tracking Database that was developed by CUTR.
Preventability determinations are made by the safety officer, supervisor, and superintendent
of transit operations. Comment cards are distributed to passengers on the bus at the time
of the accident. City-wide risk management reviews accident data for trends; although, Star
Metro has the capability to track the following through Trapeze software: incident location,
driver on duty at the time, workers compensation costs, and the number of passengers
injured.
Star Metro has no official Safety Committee.
Buses have 12 video cameras and recordings can be accessed wirelessly while the vehicle in
in the year. Video was also recently installed in three supervisor vehicles. As mentioned
previously, Star Metro uses video in all investigations.
First violation of the policy on the use of personal wireless devices results in a one-week
suspension without pay, and the second violation results in termination. An operator is
immediately terminated for an accident that occurs while using a wireless device.
Corrective Actions
Corrective actions incorporated in the past several years include retraining and the use of
progressive discipline. Star Metro removed an operator from a route due to the operator’s
behavior.
Star Metro employs a private security firm and Tallahassee Police Department (TPD) at the
CK Steele Plaza (nine of eleven routes go back into the plaza).
An operator cannot “throw anyone off the bus,” but can call a supervisor directly if they are
exhibiting threatening behavior. The operator must pull over to talk to TPD and are
instructed to not move the bus until the police arrive. The supervisor directs the operator’s
action; only TPD can trespass after discussion with the supervisor. Star Metro has two types
of trespass: 1) system and 2) terminal. Restricted access is usually issued for one year.
Once issued, only TPD can lift (rarely lifted). Star Metro indicated that it has been a year
since the last trespass was issued. The Leon County Sheriff, Florida A&M University (FAMU),
Florida State University (FSU), and the Florida Highway Patrol (FHP) can all trespass
violators on the Star Metro system.
Star Metro identified two groups of disruptive passengers. First, the city located a homeless
shelter two blocks from Star Metro. After the shelter started distributing free passes, the
Star Metro route serving the shelter increased from 300 to 1,000 riders per day. Star Metro
currently allows one complete trip (both sides of the route) per pass. The most significant
problems include: transport of all personal belongings (carts), babies, some acting-out
behavior, and cleanliness. The second group is special schools that purchase passes in bulk;
although, Star Metro began regular meetings with the school administrator to
resolve conflicts. The school will now withdraw passes from problem students.
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Safety Campaigns
Star Metro just completed a city-wide safety campaign. Star Metro uses the city’s safety
policy, which is based on the job description. Three preventable accidents within 36 months
results in termination. Operators receive a cash safety award, which Star Metro is doubling
– 10-12 drivers will receive a $600 award.
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Transdev, Sebring, FL
Transdev is the CTC for four counties: DeSoto (under contract with the
DeSoto County Board of County Commissioners), and Hardee,
Highlands, and Okeechobee (under contract with the Central Florida
Regional Planning Council).
Agency Procedures and Practices
Training
Upon hire and prior to being placed into road service, all drivers are required to complete
training and testing in the following areas: handling of emergencies, security threats, and
threat awareness. All newly hired employees are also provided instructional training by the
contracted provider per Transdev’s Security Program Plan (SPP) (Transdev confirms the
conduct of the training and the associated record keeping on an annual basis). Drivers are
given instruction in rules and standard operating procedures in the following areas: general
rules, including employee conduct codes; customer service, which covers expectations of
employees when dealing with the public; and, instruction on how and to whom to report
security incidents, and types of individuals or situations to be aware of and report.
Transdev has developed and maintains an Operator Development Program
Training Manual that contract operators may use for new hire training and testing
of employees as part of the Safety Training Program.
Transdev provides annual refresher training that includes passenger relations through a
contractor. Transdev requires contracted providers to provide remedial training for drivers
who have been involved in a serious collision or have developed unsafe driving behavior or
other driving problems. Two Transdev contractors reported that they terminate rather than
provide remedial training.
Customer Service
Transdev maintains a summary of customer complaints and provided a copy of the
Transdev Complaint Summary Sheet (September 2014 through November 2014) that was
presented to LCB.
Incident Response
Events are considered accidents or incidents that involve a transit vehicle or take place on a
Transdev subcontractor’s controlled property. For all events, drivers are required to contact
local law enforcement, the dispatcher, and emergency medical services (as required)
immediately. Supervisors are sent to the scene depending on the severity of the event at
the discretion of the operations manager. Each investigation is documented in a final report
that includes: description of the investigation activities; identified causal factors; and, any
identified CAP.
Investigations
Vendors provide the general manager with accident and incident reports. A safety review is
conducted in conjunction with the Central Florida Regional Planning Council (CFRPC) annual
review. Accident reports and complaints are forwarded to the general manager, who reviews
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the reports and follows up as needed. Each contractor/subcontractor must submit a safety
and security certification to Transdev no later than January 15, annually, for the prior
calendar year period. Transdev has no official safety committee.
One of Transdev’s contractors indicated that they have no audio or video, but confirmed the
presence of GPS on 95 percent of their vehicle fleet. Another Transdev contractor indicated
they have video and audio in some of their newer vehicles
Use of a personal wireless communication device is prohibited while the transit vehicle is in
motion, and all personal wireless communications devices must be turned off with any
earpieces removed from the operator’s ear while occupying the driver’s seat. In an
emergency, if a driver is unable to use the radio, a personal cellular phone may be used to
contact the agency. In such a situation, the driver must park the vehicle in a safe place off
the road and call the direct line to the dispatcher. One driver was terminated for use of a
wireless communication device.
Corrective Actions
Transdev does not incorporate retraining into their driver retention programs, but does use
progressive discipline. While shift modifications have not been used, a driver’s route was
modified in response to a disruptive passenger. No adjustments have been made to the
driver-compartment.
Restricted access (trespass) is facilitated by the local police. The length of the restriction is
typically a year. Transdev does have an appeal process in place, and the trespass can be
suspended.
Transdev does not transport students, but reported having some problems with some of
their clients who have cognitive disabilities.
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Votran, South Daytona, FL
Votran is the public transportation service provider of Volusia
County, Florida. Votran provides fixed route bus, paratransit,
and vanpool service to all urban areas of the county. The 2013
NTD agency profile is provided below.
Agency Procedures and Practices
Operators do not crossover from fixed route to paratransit (pay scales differ), but are
permitted to formally change from one mode to another. Seniority starts over for drivers
who change modes. Bus operators are represented by a union, and picks are conducted
three times each year (January, June, and September) based on seniority. Bathroom breaks
are allowed but not scheduled. Some runs have splits; otherwise, operators must take
breaks in extra time.
Training
New operators receive 6-8 weeks of training, including 2 ½ weeks in the classroom. Two
Votran training supervisors are required to qualify a person ready to drive. Training
content includes: sensitivity training, de-escalation, drug-free workplace, and customer
service. Votran experienced an increase in the number of accidents within the last 3 weeks
(of the interview conducted), which appears to be tied to a number of new hires.
Refresher training is provided annually and focuses on sensitivity, de-escalation,
and customer service.
Votran uses remedial training for accidents, safety, and customer service issues, and
incorporates the use of video from on-board cameras to assist with one-on-one
remedial training activities.
Customer Service
Votran has an established Customer Service Review Committee that meets once a
week to address both complaints and commendations. Representatives include: the
Assistant General Manager, planning, Director of Safety & Training, Volusia TPO, Paratransit
Supervisor, and maintenance. The complaint is logged; paperwork is reviewed; video is
examined; vote is taken; and, disciplinary action is determined, if justified. Complaints of
speeding are referred to the Accident Review Committee.
Service Statistics - 2013
Bus
Demand
Response Vanpool
Demand
Response
Demand
Response-Taxi
Annual Unlinked Passenger Trips 3,734,100 164,500 20,600 100,900 4,600
Annual Passenger Miles 14,637,700 1,448,800 1,042,900 777,600 31,900
Annual Vehicle Revenue Miles 2,423,300 1,299,400 156,600 964,800 25,600
Vehicle Operated in Maximum Service 48 37 9 23 4
Directly Operated Purchased Transportation
Source: National Transit Database,Table 19, 2013.
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Incident Response & Investigations
Safety and security are overseen by the Director of Safety & Training. There is a separate
Management Safety Committee (consists of county risk, transit management, and insurance
subcontractor) that conducts a monthly review and identifies trends. Operators are drug-
tested after every accident, regardless of injuries.
The Director of Safety & Training chairs the monthly Accident Review Committee,
Representatives include: fixed route operator, paratransit operator, maintenance, fixed
route supervisor, and paratransit supervisor. The committee determines whether accident
was preventable/non-preventable using NSC guidelines.
Votran has strict procedures for safety incidents. All information is collected and
investigated internally. Findings are forwarded to Volusia County Risk Management for claim
follow-up. County risk management participates in the monthly management safety
committee meetings.
Buses have a minimum of six video cameras, including cameras on each side of bus;
paratransit vehicles have four video cameras, and the agency is asking for a fifth camera to
be installed in their paratransit vehicles. There is a live feed available at the main building,
and video is collected on a hard drive and then downloaded.
Wireless devices are allowed onboard, but must be stowed. Operators may use the devices
off of the bus for emergencies, when the radio is inoperable. Violation of the policy 2 times
within 12 months results in termination. Drivers are trained to pull over to communicate
with dispatch.
Votran contracts with private security for a guard at the transfer station, which has more
incidents because of a high level of activity.
Corrective Actions
Votran uses retraining and progressive discipline. They have pulled a paratransit operator
from a route, and, if absolutely necessary, they will do separate routes for disruptive
customers. Votran tries to balance safety with on-time performance; operators need
to notify dispatch if there is a problem.
Incidents of spitting on an operator are rare; operators are trained to de-escalate.
Votran is considering some kind of operator compartment design treatment to isolate
drivers, whose biggest source of distraction is passengers talking to the operator and each
other.
Volusia County has a legal issue with trespass. Law enforcement is restrictive. Votran will
trespass for one day, system-wide, and will distribute a text to operators. If access is
restricted for more than one day, the police must arrest the violator. Votran considers law
enforcement a partner, but tries to limit calls.
Votran has a positive relationship with two alternative schools, with whom they
work closely.
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Votran has a select group of disruptive passengers that affect both fixed route and demand
response service. One passenger in particular is verbally abusive, blocks the bus, and is
intoxicated most of the time. The typical response is to call law enforcement.
The homeless rate in the area is high, and while violence problems are not uncommon,
hygiene issues rather than disruptive behavior create difficulty. Votran works closely
with the Council on Aging, and does make referrals to public health. Votran does
cold weather movement to homeless shelters.
Safety Campaigns
Votran staff rides the bus routes in an effort to confirm the timing of the route and identify
any safety issues that may exist along the route or at bus stops. Votran uses payroll
stickers with safety messages, posters, and mailbox stuffings. Votran celebrates “No
Preventable Accidents” whenever they can. In one recent campaign, managers
used their own money to buy fortune cookies with 13 various safety messages
with prizes awarded for those who collected the most number of different
messages. Votran also takes advantage of photo opportunities, e.g., they wrapped
a bus with an acknowledgement of their 3 million-mile safety drivers.
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Chapter 3 – Summary of Highlighted Practices
During the conduct of the literature review and site visits with agency staff, a number of
comprehensive programs were identified that transit agencies have implemented to enhance
safety and reduce or minimize the likelihood of assaults on transit passengers and
operators. Areas of focus include training, customer service, incident response and
investigation, corrective actions, and safety campaigns.
Training
LYNX introduced a simulator to assist with training in 2013, and initiated a renewed
focus on hiring qualified bus operators, through the introduction of the Select
Advantage screening tool.
Numerous agencies, including BCT, LYNX, HART, Lee Tran, PCPT, PSTA, and Votran,
incorporate de-escalation techniques in their new operator and refresher programs.
De-escalation techniques and active shooter training are examples of the training
provided in two-hour segments during LYNX quarterly safety meetings.
JTA called on the JSO to provide training in spring 2015 to their operators, who
responded very favorably to a presentation on basic body language (posturing,
threatening vs non-threatening), how to get yourself away from an attack, and
verbal judo. JTA recommended that other agencies work with their local law
enforcement to see if a similar training could be provided to their bus operators.
Citrus Connection developed and maintains an Operator Development Training
Program for new hire training and testing of employees that includes conflict
resolution and avoidance.
TSI instructor training is now in place at Citrus Connection, HART, JTA, MDT, Palm
Tran, and PSTA.
MCAT not only employs the Smith System (critical thinking, awareness of
surroundings, enhancing the safety of existing drivers) for new bus operator training,
but also requires it if there is an accident or a “citizen action complaint.”
HART requires drivers to take “The Critical Point” video training that is part of the
Smith System.
PSTA uses the Smith System for an operator who has a second preventable accident.
PCTS draws on the Smith System for defensive driving. PCTS annual refresher
training includes a written roadeo test for which individuals receive a score. Course
completions are signed by the instructor and the employee. Distracted driving
content is included in the course as well as driving, which includes the roadeo
course. PCPT plans to incorporate the entire Smith System in their training program
moving forward.
CCTD requires new drivers to undergo successfully in-service training with an
experienced driver.
At Palm Tran, drivers are exposed to the transit bus on the first day of training, and
operate the bus on an obstacle course in the yard. If comfortable, on the second
day, new operators do left/right turn movements on the street.
PCPT requires new drivers to ride several routes, and prior to hire, drivers are asked
to donate 3 hours of their time to ride with a paratransit driver on a route. PCPT tries
to place drivers on routes generally known to have difficult passengers/situations.
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RTS initiates refresher training for complaints in lieu of discipline or termination.
HART provides an increased level of sensitivity training to demand response
operators.
Actual video footage is utilizes by a number of agencies in their refresher and
remedial training. As an example, Star Metro uses video from cameras that face the
driver to demonstrate issues such as distracted driving or interaction with
passengers (video is modified to ensure anonymity of the driver) and Votran
incorporates the video from on-board cameras in one-on-one remedial training
activities. PCPT can see bus stops with cameras that are currently in place; the
manager can log in live to view what is happening.
Both Palm Tran and PCPT developed specific fare handling policies designed to
reduce conflict. In fare disputes at Palm Tran, the first time, drivers are trained to
simply “state the fare” and let the customer ride; the second time they let them ride;
the third time, a supervisor is dispatched. At PCPT, operators are trained to issue
change cards that can be used at a later date, which has become a great customer
service issue, because passengers often leave their change for someone less
fortunate.
Two special training campaigns include JTA’s “would you let this guy on your bus at
11:30 pm if you are alone?” and PCTS’s “Hang Up and Drive – the Jacy Good Story”
video with comprehensive assessment.
Customer Service
At CCTD, repeated failure to show up for scheduled rides yields a 30-day suspension.
Many customers call after receiving a suspension notice; nonetheless, 5 of 10
suspensions issued in a day are withdrawn after speaking with customers. Minor
verbal complaints are handled by staff immediately – more serious complaints
progress to supervisors, and then to the manager.
CAT subscribes to the policy that “no passenger is left behind, “and will actually
transport someone who missed the bus and calls. Support vehicles are equipped with
bike racks and lifts.
At Lee Tran, if a passenger has a complaint with the driver, the bus, or with Lee Tran
in general, the passenger is separated from the driver to control the situation and
offer reasonable resolutions to both the operator and the passenger. Unruly
passengers, if removed from the bus, may be given a ride to their destination (one
time only per passenger), to give the supervisor the opportunity to discuss the
incident and remind the passenger of Lee Tran policies.
MCAT allows operators to “challenge the policy,” in two specific areas. The MCAT
Bikes on Buses Policy (each bus has only 2 bike racks) allows an operator to
challenge the policy and may allow folding bikes on buses if the bike rack is full.
Similarly, if all wheelchair slots are in use, the operator can call dispatch and request
that paratransit respond to the site to accommodate a wheelchair customer.
The Pasco County Sheriff’s Office, Homeless Division provides assistance at the PCPT
transfer center, which is a busy stop. PCPT has the high-use areas power-washed
every day.
Votran established a Customer Service Review Committee that meets once a week to
address both complaints and commendations. Representatives include: the assistant
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general manager, planning, director safety & training, TPO, paratransit supervisor,
and maintenance.
Incident Response & Investigations
LYNX posts notices on the pavement in the operations facility to remind employees
to refrain from texting.
At JTA, if an operator has a serious (major) incident, JTA will pull the driver’s record
for the prior seven days to determine if the driver’s schedule may have led to or
contributed to fatigue.
Lee Tran developed a system that is designed to store all data in an electronic
format. Lee Tran’s electronic report formatting appears to qualify as a “best
practice.”
Lee Tran established mutual aid agreements with police jurisdictions, which has a
created a proactive atmosphere. Lee Tran allows police to use their new facility,
which increases the police presence in the neighborhood.
Corrective Actions
If a BCT operator feels threatened, the agency will place a supervisor or police at
stops along the operator’s route.
Citrus Connection uses security on random bus routes to monitor teenagers fighting.
Lee Tran will contact and counsel disruptive passengers regarding their behavior, if
requested by the driver.
JTA said that external stakeholder partnerships are crucial.
Star Metro began regular meetings with the school administrator to resolve conflicts,
and, as a result, the school withdraws passes from problem students.
To diffuse the situations with disruptive students, SCAT took buses to the school and
spent a day with the students familiarizing them with transit and SCAT bus policies.
Votran works closely with the Council on Aging, and makes referrals to public health,
and does cold weather movement to homeless shelters.
Safety Campaigns
RTS developed a number of communications devices, including: stall memo (highly
successful); bulletin board; digital signs; newsletters; mail boxes; posted customer
compliments (City linked); City Manager meets with employees annually; locked
drop box; and FYI for drivers (drivers consider FYI to be formal communication with
a required timeline for response). RTS’s GM makes a concerted effort to have
dialogue directly with drivers during in-service and annual training to gather
feedback.
HART facilitated ergonomic changes to the drivers’ compartment – accelerator and
brake pedals are adjustable, upgraded seats to an expensive model that has air
pockets, include operator in the design/layout of cockpit, and Human Resources ergo
metrics testing to identify those potential employees with higher customer service
skills scores.
Citrus Connection staged a bike safety demonstration at the terminal and a
wheelchair securement demonstration, also at the terminal.
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MDT issues a “New Rule of the Week” (e.g., lots of pedestrian accidents in an area),
and plans to set up mirror stations at one of their garages in an effort to ensure bus
operator visibility of his surroundings.
Palm Tran continues to develop language for “Be Patient” stickers for the back of
buses.
PCPT established a close call reporting system for operators.
A year ago, PSTA set up a mirror display in the drivers’ room describing the costs
associated with mirror strikes, and since that time, related incidents have fallen 50
percent.
PSTA gives “Customer Service of the Quarter/Year” awards and places the plaques
on the wall.
PCTS has a comment box in the drivers’ lounge where drivers can report unsafe
conditions.
To reduce distracted driving, SCAT added a second facility for pull out; it saves some
operators as much as 45 minutes driving time
Votran celebrates No Preventable Accidents whenever they can. Votran managers
used their own money to buy fortune cookies with 13 different safety messages, and
prizes were awarded for those who collected the most different messages. Votran
also takes advantage of photo opportunities, e.g., they wrapped a bus with an
acknowledgement of their 3 million-mile safety drivers.
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Chapter 4 – Conclusions and Recommendations
The topic of transit passenger and operator assaults continues to be at the forefront of
transit safety discussions. For transit agencies across the U.S. and Canada, assault-related
injuries have grown by 83.7 percent since 2008. Nationwide, transit rider assaults grew by
8.3 percent in 2014, and by nearly 300 percent since 2008. Bus operator assaults
experienced a 17.2 percent decline in 2014, but showed an increase of one percent
compared to 2008.
Florida’s assault-related bus operator and transit rider injuries both declined, by 75.0
percent and 42.9 percent, respectively. Total injuries declined by 58.3 percent in 2014. Most
assault-related injuries nationally (81.5%) and in Florida (86.7%) occurred on the bus
rather than at another location. Florida’s injuries mirror nationwide injuries, but show a
greater incidence of transit rider injuries. Nationally, while more injuries occurred on Friday,
there is minimal difference in injuries by the day of the week. Florida, on the other hand,
shows substantial difference in the number of injuries by day of the week, with more than a
fourth of all injuries occurring on Thursdays.
In interviews and communication conducted during the site visits, the majority of the transit
agencies reported they have few, if any, major assaults. In fact, 10 of the 20 agencies
visited have not suffered an NTD-reportable assault at any time in the last eight years.
Nonetheless, the larger agencies stressed that minor assaults, which fail to meet NTD
reporting requirements, are on the increase.
Fifteen of the 20 Florida transit agencies that participated in the project provided conduct-
related data – incidents that transit agencies record and track that are at thresholds less
than those that would prompt the incident to be reported as an NTD major incident. Data
were aggregated (4,406 incidents) and analyzed to identify common characteristics, such as
the location of the occurrence, the day of the week on which incidents occurred, and the
time of day when most incidents occurred. All of the incidents were onboard the bus.
Disorderly conduct/onboard disturbances accounted for 36 percent of all incidents, followed
by passengers being assaulted by passengers (12.1%). Fare evasion/disputes represented
8.7 percent of all incidents. Slightly more on-vehicle incidents were reported during the
month of April, with vandalism to the bus slightly higher-than-average. More incidents were
reported on Wednesdays, and were driven by higher-than-average passengers assaulting
passengers and incidents of theft. Slightly more incidents were reported during afternoon
and evening hours, with objects thrown at the bus and passengers assaulting passengers
slightly higher-than-average.
Many of the agencies have been proactive in addressing assault-related incidents and have
implemented changes that include providing bus operators with the tools necessary to
effectively respond to volatile situations through training, establishing local policies and
procedures to deter assault events, and assisting in responding to events.
Conclusions
A series of conclusions or observations has been made as a result of this research and is
included below.
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Bus operator and passenger assaults continue to occur nationwide and in Florida.
Nationally, transit operators are at greater risk for a major assault than transit
riders; in Florida, transit riders face more risk of assault than drivers.
Frequent conduct-related incidents were documented on Florida’s transit systems.
While most of these do not meet the NTD definition of assault, they do represent
anti-social behavior that ranges from assaults, robbery and vandalism to verbal
abuse and intimidating and threatening behavior that impacts the physical and
mental well-being of passengers and drivers.
Summary data collected during the project proved helpful in identifying behavior that
disrupts transit service and poses a threat to operators and passengers.
Recommendations
During the agency site visits, a number of successful practices were identified. The
recommendations below include these practices.
Recommendation 1: Coordinate agency efforts to codify anti-social and disruptive behaviors
and implement tracking systems that can be shared across agencies to identify trends,
catalogue successful measures used to minimize impacts of the behaviors, and share
findings.
Recommendation 2: Maximize bus operator training – expand the use of de-escalation
techniques, conflict resolution and avoidance, and basic body language (posturing,
threatening vs non-threatening) programs to assist operators in resolving incidents in an
effective way.
Recommendation 3: Develop a guide for best training practices that describes types of
suitable training and distribute to transit agencies to ensure a concerted approach to
training.
Recommendation 4: Share agency success stories that reduced anti-social behavior on
buses.
Recommendation 5: Expand educational endeavors – transit staff and police visit schools to
explain the impact of anti-social behavior; develop student contracts; assign student ID
cards; and, involve parents and teachers.
Recommendation 6: Evaluate infrastructure improvements, including: the consideration of
driver compartments; installation of video cameras with notices to passengers that cameras
are in use and violators could be prosecuted; and, incorporation of panic buttons in
conjunction with local law enforcement rapid response programs.
Recommendation 7: Continue development of working partnerships with a variety of
organizations, including local government, other transit agencies, local law enforcement,
community groups, social service agencies, and Federal agencies.
Recommendation 8: Work with local law enforcement agencies to improve response time to
acts of anti-social behavior, and target known hotspots for a specified amount of time.
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Adams, E. (May 2012). NYS Senator Eric Adams will introduce legislation which will enable
Amtrak to provide Taser guns and training to Amtrak train conductors and
motormen. Senator Eric Adams Blog. Accessed January 24, 2013 at
http://www.nysenate.gov/press-release/nys-senator-eric-adams-will-introduce-
legislation-which-will-enable-amtrak-provide-tas
Adams, E. (April 2012). Statement from NYS Senator Eric Adams regarding the issuance of
Tasers for transit authority employees. Senator Eric Adams Blog. Accessed January
17, 2013 at http://www.nysenate.gov/blogs/2012/apr/17/
Amalgamated Transit Union. (2009). Know Your Rights: US Fair Credit Reporting Act
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2009, pp. 17-18. Washington, DC.
Bruyere, D. and Gillet, J.M., National Operator Assault Survey Results 2005, ATU, 2006.
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- Transport Workers Union Local 100 supporting measure as a way to protect
workers,” New York Daily News, April 16, 2012,. Accessed January 17, 2013 at
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Granville, S. and Campbell-Jack, D. Research to Investigate the Extent and Impact of Anti-
Social Behavior on Scottish Buses. 2005. George Street Research Limited. Accessed
January 7, 2013 at http://www.scotland.gov.uk/Publications/2005/03/20782/53859
Grynbaum, M. “When Passengers Spit, Bus Drivers Take Months Off,” New York Times, May
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Hendricks, M. “Is enough being done to stop the assault on bus operators?” Kansas City
Star, November 14, 2012. Accessed January 22, 2013 from the Missouri Public
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Jackovics, T. “HART union seeks investigation on attack on bus driver,” Tampa Tribune, July
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LoBasso, R. “Still no solution to deterring attacks on SEPTA drivers: Legislation that would
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Nakanishi, Y. and Fleming, W., TCRP Report 93: Practices to Protect Bus Operators from
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National Rural Transit Assistance Program. (2002). Problem Passengers: Challenging
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Pine, R. “Managing for Performance-Safety, Customer Service, Conflict and Work Ethic: A
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University of South Florida (USF). Accessed February 21, 2013 at
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Ergonomics Methods For Identifying Sources and Effects of Bus Driver Distraction,” Applied
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http://philadelphia.cbslocal.com/2012/03/18/bus-driver-safety-on-public-transit-draws-
more-attention-after-attack-on-septa-bus-driver/
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summit-seeking-solutions/
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Appendix A – Literature Review
This literature review was conducted to provide a solid and necessary foundation for
Examination of Passenger Assaults on Bus Transit Systems. The review provides a
comprehensive overview of the contributors or causal factors that lead to assaults and other
aggressive behaviors that involve transit bus operators and passengers. It includes the
review of literature that addresses the complexity and relevance of transit assaults and
aggressive behavior identified through a search of the Transit Research International
Database (TRID), as well as Google and other internet search tools. As one would expect,
the transit safety and security-related assault research is prevalent and the news media is
rife with stories about assaults on transit bus drivers, passenger on passenger assaults, and
transit bus driver on passenger assaults, with many of these articles reporting increases in
the number of events at transit agencies across the country.
To ensure a thorough examination providing a solid basis for this evaluation and indication
of model practices, the literature review also includes the identification and collection of
safety-related procedures, policies, regulations, and rules established by Florida’s public
transit agencies. Further, it includes an examination of formal publications and newspaper
and online news articles; guidelines and recommended practices developed by industry
groups, including the Amalgamated Transit Union and Transportation Workers United labor
organizations, and the American Public Transportation Association (APTA); and other
research reporting sources.
Many interrelated issues add complexity to the examination of bus operator and passenger
assaults and are a focus of this literature review, including how, where, and why assaults
take place; bus operator hiring and screening processes; training bus operators on ways to
de-escalate conflicts and self-defense training; customer service and behavioral assessment
training; transit operations decision support system and emergency communications; and
preventative strategies aimed at deterring assaults such as cameras, plexi-glass shields,
and the use or expanded use of security personnel and local uniformed or off-duty police
officers. It is also important to understand the impacts of state legislation to those agencies
operating within states where assaults on transit workers have punitive ramifications in their
characterization as either a first-degree felony or a misdemeanor. An understanding of
how these issues are compounded facilitates the development of comprehensive plans to
increase safety of both drivers and passengers
Finally, it is important to understand the underlying psychology of assaults. This literature
review includes those elements that may be present that could be considered pre-
determinates in bus operator and passenger assaults. Fatigue and distraction, both of
which are associated with stress and which have also been identified as pre-determinates in
assaults or aggressive behavior, are also part of the discussion explored in this
comprehensive literature review. The interrelated psychology and physiology impacting
responses to conflict are of seminal importance in discovering the “why” and properly
mitigating those factors. This examination could provide a platform for additional research
and potentially the development of tools or other resources to assist public transit agencies
further mitigate bus operator or passenger assaults and other aggressive behavior.
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A summary of research reports, articles, and academic papers focusing on transit assaults
and interrelated topics is provided below.
Transit safety and security have always been important topics to mass transit agencies as a
whole, and crime on public transportation has spurred countermeasures to be implemented
throughout time. In “Transit security: A description of problems and
countermeasures,”1 an overview of transit issues were reported following site visits at 13
different U.S. transit systems. This report, which was conducted for the Federal Transit
Administration in the 1980’s, identified key problems in addition to countermeasures used in
an attempt to deal with the key problems. It was discovered that large urban systems in
high-crime inner-city areas generally have higher crime rates than smaller or commuter-
oriented systems. The typical crimes against patrons are assaults and robberies while more
severe crimes are less common. Crime against employees is also typically more frequent on
large systems as compared to smaller systems, noting that isolated positions such as bus
operators are particularly vulnerable to violent attacks. The transit bus operator is
additionally vulnerable due to their requirement to collect fares. Problems associated with
transit safety are complex and detract from the continued viability of public transportation
as a whole. In addition, this report emphasizes that the costs of transit security are borne
by transit riders and the public at large, which could likely be reduced by utilizing
countermeasures that have already proved to be successful.
In “The risk estimate of being assaulted in public transport in Lille urban area,”2
the author’s objective was to estimate the risk of being assaulted in public transportation,
linking the number of attacks on passengers to specific indicators estimated from mobility
data, including: duration of exposure, number of trips, and travel time. The outcome was a
determination of risk by gender, time of day, economic status, mode of public
transportation used, and type of criminal act, as examples. The findings reflected in the
paper are that men in general have a higher risk than women of being a victim of assault,
while sexual assaults are almost always on women. The risk of assaults is much higher
after 9:00 p.m. and in more urbanized settings.
One detailed study that included an extensive survey of households, transit managers, and
bus operators, Research to Investigate the Extent and Impact of Anti-Social
Behavior on Scottish Buses, (Granville S. and Campbell-Jack D.), defined anti-social
behavior as behavior that threatens the physical or mental health, safety or security of
individuals or causes offence or annoyance to individuals including3:
1 Ronald A. Mauri, Nancy A. Cooney, and Garry J. Prowe. U.S. Department of Transportation, Federal Transit Administration. Transit security: A description of problems and countermeasures. October 1984. Accessed December 2, 2015 at http://www.fta.dot.gov/documents/TS_Problem_Coutnermeasures.pdf 2 Palmer, Patrick. The risk estimate of being assaulted in public transport in Lille urban area. 5th International Conference on Women’s Issues in Transportation, Proceedings. Paris, France. April 2014. http://wiit-paris2014.sciencesconf.org/conference/wiit-paris2014/pages/Proceedings_The_5th_International_Conference_on_WIiT_1.pdf 3 Sue Granville and Diarmid Campbell-Jack. Research to Investigate the Extent and Impact of Anti-Social Behavior on Scottish Buses. 2005. George Street Research Limited. Accessed January 7, 2013 at http://www.scotland.gov.uk/Publications/2005/03/20782/53859
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Harassment and intimidating behavior that creates alarm or fear, towards bus
drivers and/or other passengers, including verbal or physical abuse
Drunken and abusive behavior towards bus drivers and/or other passengers
Assault of bus drivers and/or other passengers
Vehicle crime such as vandalism, graffiti, throwing missiles or other deliberate
damage to buses or bus company property
Dumping litter or rubbish on buses
Conflicts or racist abuse/incidents
Engaging in threatening behavior in large groups at bus stops or on buses
Smoking of cigarettes or illegal drug-taking on buses or at bus stops
In Transit Cooperative Research Program (TCRP) Synthesis 93: Practices To
Protect Bus Operators From Passenger Assault, (Y. J. Nakanishi and W. C. Fleming),
the authors defined “assault” of a bus operator broadly as acts of aggression that may or
may not cause physical injury to the operator.4 Assault was defined as, “overt physical and
verbal acts by a passenger that interfere with the mission of a bus operator—to complete
his or her scheduled run safely—and that adversely affect the safety of the operator and
customers.”
In the TRCP Synthesis 93, the authors summarized survey and literature review results of
bus operator protection measures ranging from policing, personnel, and training to
technology, information management, policy, and legislation. When agencies selected and
implemented security measures, a variety of involved institutional, legal, and budgetary
constraints were considered. It was found that some measures were more appropriate for
preventing certain types of attacks. For example, conflict mitigation training was
appropriate for reducing assaults from disputes but barriers were useful in protecting the
operator against spontaneous attacks. Emergency communications and vehicle location
technologies improved incident response. Video surveillance was found to be effective for
deterrence and post-assault identification and prosecution of assailants whereas audio
surveillance was found specifically useful in addressing verbal attacks and threats.
Agencies have helped in passing legislation on enhanced penalties for operator assault and
have established agency policies such as suspending service for violating transit agency
rules. The authors of the TCRP Synthesis 93 also concluded that the socio-demographic
characteristics of assailants influence the protection method and the use of school outreach
programs could be a method used by transit agencies to mitigate assaults by teens. This
particular prevention measure was shared as one of the anticrime practices as reported by
TCRP Synthesis 80 – Transit Security Update, 2009 (Y. Nakanishi).5
Among other practices the author listed as part of the effective counterterrorism and
anticrime practices, as identified by the synthesis survey, case studies, literature review,
and input from industry experts were:
1. Crime statistics maps are valuable visual tools for transit police and are useful for the
strategic deployment of officers. Providing passengers with access to up-to-date
4 Yuko J Nakanishi and William C Fleming. TCRP Synthesis 93: Practices to Protect Bus Operators from Passenger Assault. Washington, DC: The National Academies Press, 2011. Accessed January 22, 2013 at http://onlinepubs.trb.org/onlinepubs/tcrp/tcrp_syn_93.pdf 5 Yuko J Nakanishi. TCRP Synthesis 80 – Transit Security Update, 2009. Washington, DC: The National Academies Press. Accessed January 22, 2013 at http://onlinepubs.trb.org/onlinepubs/tcrp/tcrp_syn_80.pdf
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crime data through interactive, user-friendly crime statistics maps increases their
perception of control over their transit trip.
2. Plainclothes officers within the transit system are used to catch perpetrators in the
act of committing a crime. The use of unmarked vehicles is also an effective practice
in transit park-and-ride or other parking facilities.
3. Training bus drivers in customer relations, conflict mitigation, and gang-related
violence provides bus drivers with increased confidence and knowledge in dealing
with the public.
4. Codes of conduct are rules that passengers must follow within the transit system.
Enforcing codes of conduct can assist agencies in detecting and deterring crime and
in enhancing the perception of security within their transit systems. 6
The authors recommended the following efforts as strategies to minimize anti-social
behavior:
Reporting of incidents by bus drivers and companies should be improved, with
particular emphasis on ensuring accurate data is kept on the frequency and nature of
incidents.
Wherever possible, information should also to be kept on the type of individual
committing each act of anti-social behavior.
Detailed records of costs relating to anti-social behavior should be kept by bus
companies.
Training for drivers (both as part of initial training and on an on-going basis) should
be introduced at each company and improved where necessary.
There should be increased emphasis on partnership working across organizations
dealing with anti-social behavior on buses.
There should be further focus on educational initiatives for dealing with problems in
more holistic manner.
Effort should be made to ensure that bus drivers and bus companies feel adequately
protected, both in terms of initiatives and the legal system.
A range of different initiatives encompassing physical, preventative and diversionary
approaches should be introduced.
An ongoing assessment of the cost-effectiveness of different initiatives, particularly
those involving diversionary approaches, should be undertaken.
Good practice across bus companies should be shared. The number of prosecutions
for anti-social behavior should be increased wherever possible.
A Transit Cooperative Research Program (TCRP) Report 180 – Policing and Security
Practices for Small- and Medium-Sized Public Transit Systems identifies specific challenges
associated with the security of small and medium sized transit systems, and broadens the
current state of practice7. First it is noteworthy that the challenges associated with the
safety and security of small- and medium-sized transit systems vary significantly from the
problems faced by large transit systems. While the protection of facilities and equipment is
important, the safety and security of the people who use and operate public transit systems
are of the utmost consideration when establishing or improving best practices for security.
There are several types of risks associated with the safety and security of the transit system
6 Ibid. 7 Ernest Frazier, Sr. TCRP Report 180: Policing and Security Practices for Small-and Medium-Sized Public Transit Systems. Washington, DC: The Transportation Research Board of the National Academies, 2015. Accessed December 2, 2015 at http://www.tcrponline.org/PDFDocuments/tcrp_rpt_180.pdf
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such as, the risk of terrorist attack, criminal activity such as violent crimes, property crimes,
and minor offenses and disorder. While the minor offenses and disorder may not seem
significant, the perception of safety of the transit system has an impact on the passengers
and operators feelings’ of safety and comfort, and thus affects the willingness to use the
transit system by the passenger, and increases absenteeism in transit operators. This TCRP
report acknowledges that the highest consequence security issues faced by small- and
medium-sized transit agencies is the potential for employees to be assaulted while
performing their duties. In 2012 the Amalgamated Transit Union (ATU) developed a
factsheet entitled Preventing Violence against Bus Operators which listed the following risk
factors associated with operator assaults:
Interacting directly with the public
Working alone or in isolated areas
Having a mobile workplace
Working late night or early morning hours
Working in high-crime areas
Providing services to people who may be frustrated
Having a workplace where access is uncontrolled
Handling money or fares
Having enforcement responsibilities, and
Having inadequate escape routes.
For small- and medium-sized transit agencies, finding the necessary resources to deploy
security forces in needed areas can be difficult due to the cost of adding personnel to the
payroll. Dedicated police or security forces are typically only maintained by large transit
agencies that have the resources available, and the frequency of crime which requires their
presence. The risks of an operator are not predetermined, in other words, violent
passengers do not wear warning signs to inform the operator that they may be of danger.
Plus, there is no screening prior to boarding the bus such as metal detectors to warn of
weapons. The openness of public transit systems makes them unprotectable using modern
security technology. The best defense for small- and medium-sized transit agencies is to
have an immediate response policy in place to address threats of violence or violent
incidents.
A 1996 working paper (Kompier, M.) by the Department of Work and Organizational
Psychology, University of Nijmegen, Netherlands, titled, Bus Drivers: Occupational
Stress and Stress Prevention, emphasizes both stress intervention and prevention.8 The
paper describes the tasks of a bus driver as mentally demanding with conflicting
requirements. The agency and the public demand a service-oriented driver, assisting and
providing information to passengers while keeping to a tight schedule in addition to the
need to drive safely. The author highlights the additionally increasing stress of being
subjected to threats and violence from disorderly and disruptive passengers. Based on
practical examples, the paper recommends preventing and combating work stress among
bus drivers by instating measures to adjust the work environment to the abilities and needs
of workers, through a better person-environment fit while utilizing the traditional
8 Kompier, M., 1996. Bus Drivers: Occupational Stress and Stress Prevention, Department of Work and Organizational Psychology, University of Nijmegen, Netherlands. Accessed January 3, 2013 at http://www.bvsde.paho.org/bvsast/i/fulltext/bustress/bustress.pdf
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approaches, usually by counseling individuals or small groups of employees on ways to
adapt to, or cope with various occupational stressors and/or their consequences.
That paper contains examples of policies on re-education on stress management training,
improving ergonomics, addressing shift schedules and the quality of break periods, team
work and consultation, individually adjusted schedules, rehabilitation and social medical
guidance, and other measures as well. Some examples of preventing aggression and violent
behavior included closing off driver cabins at night and on high-risk routes, increasing the
frequency of inspection and ticket control, installing an alarm button, maintain direct
contact with mobile control teams, training drivers on dealing with aggressive passengers,
training supervisors in coping with drivers who have been assaulted or intimidated, and
arranging individual work resumption plans for those drivers who have suffered from
violence.
A recent report called “Bus operator safety – Critical issues examination and model
practices,” (CUTR)9 conducted for the Florida Department of Transportation closely
examined several aspects of transit bus operator safety and current model practices within
the various transit agencies throughout the state. The chapters within this report touch on
the organizational structure and reporting of safety related issues within the transit
agencies, the bus operator assaults including post-event and return-to-duty practices
following an assault on a bus operator, model policies and procedures for driver’s license
and criminal background checks, and bus operator training programs and recommended
safety training practices. It was determined that while the majority of transit agencies in the
state do have separate safety department in their agency, there is no consistency regarding
the amount of authority the safety department has.
To further accentuate the challenges associated with assaults in the public transit sector, it
is necessary to consider the effects assaults have on the operator. Some agencies have
recognized the value of not only having prevention and response tactics for their operators,
but also providing support programs such as employee assistance programs, monetary
benefits such as ongoing financial support during recovery, recompense for the loss of
wages or damage and/or loss of personal property, opportunity for reassignment or light-
duty assignments, and life insurance that pays survivor benefits in the event a bus operator
dies as a result of the injuries sustained in an assault. In an effort to keep all associated
parties safety in mind, there were recommendations developed for the pre- and post-
employment cycle length on driver’s license and criminal history background checks. These
checks ensure that the transit bus operator remains in compliance with all minimum
requirements, even after the hiring process is completed. This report also recommended the
improvement of the training process and model programs ensuring that several delivery
methods are used to increase the probability of each transit bus operator retaining the
required information regardless of their learning style.
9 Lisa Staes, Jay A. Goodwill, and Roberta Yegidis, National Center for Transit Research (NCTR), Center for Urban Transportation Research (CUTR), Bus operator safety critical issues examination and model practices, January 2014, accessed October 12, 2015 at http://www.nctr.usf.edu/wp-content/uploads/2015/07/77953-Bus-Oper-Safety-Critical-Issues.pdf
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A New York Times article, “When passengers spit, bus drivers take months off,“ (M.
Grynbaum), reported that of all the assaults that prompted a bus operator to take paid
leave in 2009, a third of them, 51 in total, “involved a spat upon,” according to statistics the
MTA. 10 On average, paid leave involved 64 days off work, the equivalent of three months
with pay, and one driver spent 191 days on paid leave. John Samuelsen, the president of
the Transport Workers Union Local 100, was quoted in the article, “If transit workers are
assaulted, they are going to take off whatever amount of time they are going to take off to
recuperate.” Samuelsen admits being spat upon, especially in the face, mouth or eyes, can
be an extremely traumatic experience which causes concern for disease transmittal,
meaning many of the operators go to the hospital to receive medical screenings after such
an incident occurs. This article also mentions that there is heightened sensitivity to the
dangers transit bus operators face following the stabbing related death of a transit bus
driver in Brooklyn in 2008, which occurred as a result of a fare dispute.
The Sage Journal’s Association for Psychological Science published, “Directed attention as
a common resource for executive functioning and self-regulation,” (S. Kaplan and M.
Berman), which described self-regulation as the ability to control one’s self and behave in
an acceptable manner, even in tempting and/or distracting scenarios.11 Self-regulation is a
limited resource which is drawn upon by executive functioning, which is the managing of
one’s self to achieve a goal, each of which are finite and able to be depleted. The depletion
of these necessary resources cause fatigue and impact one’s performance abilities to
complete a task. Furthermore, when an individual is forced to divide their attention their
ability to inhibit socially inappropriate responses was reduced, confirming that distractions
further limit one’s capacity for response inhibition. One example of this lack of appropriate
response capacity is impulsive aggressive response due to unregulated emotional
exhaustion, further defining fatigue as a pre-determinate for aggressive response.
An Elsevier Journal of Personality and Individual Differences article, “Emotional
processing and frontal asymmetry in impulsive aggressive individuals,” (Sarah L.
Lake, Matthew S. Stanford, and Jim H. Patton), defines impulsive aggression as an
unplanned, immediate, violent response to minimal provocation and is often emotional,
which could stem from fatigue or other outside stressors, and is accompanied by poor self-
regulation and loss of behavioral control.12 In addition, individuals with dysfunctional anger
or anxiety disorders accentuate the lack of self-control, leading to an increased likelihood of
aggressive reaction. In other words, some people have more difficulty regulating the
emotions required to remain in complete self-control, especially under stress provocative
situations.
The Sage Journal’s Association for Psychological Science published, “The strength model
of self-control,” (R. Baumeister, K. Vohs, and D. Tice), which examines self-control as a
10 Michael Grynbaum, When Passengers Spit, Bus Drivers Take Months Off, New York Times, May 24, 2010. Accessed February 21, 2013 at http://www.nytimes.com/2010/05/25/nyregion/25spit.html?_r=0 11 Stephen Kaplan and Marc G. Berman, “Directed Attention as a Common Resource for Executive Functioning and Self-Regulation,” Perspectives on Psychological Science, 2010. Accessed September 24, 2015 at http://pps.sagepub.com/content/5/1/43.full.pdf+html 12 Sarah L. Lake, Matthew S. Stanford, and Jim H. Patton, “Emotional processing and frontal asymmetry in impulsive aggressive individuals,” Elsevier, July 19, 2014. Accessed September 24, 2015.
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limited resource. 13 It was determined through several conducted studies that distraction,
fatigue, and stress are all drawn from a common limited resource known as self-regulation,
and the depletion of self-regulation may cause fatigue and lead to impulse-driven
aggressive behaviors. In addition, evidence shows that ego-depletion contributes to problem
behaviors such as excessive alcohol consumption, overeating, prejudicial discrimination, and
violence. Further studies performed by Tice and Baumeister touched on restoring the self,
following ego depletion.
The Elsevier Journal of Experimental Social Psychology published, “Restoring the self:
positive affect helps improve self-regulation following ego-depletion,” (D. Tice, R.
Baumeister, D. Shmueli, and M. Muraven), which discussed the results of four experiments
performed to determine if positive mood or emotion can counteract ego-depletion.14 All four
studies conducted created a state of ego depletion by repeatedly engaging in self-
regulation, and found that an induced positive mood resulted in the improvement of self-
regulation. Furthermore, it was concluded that a dose of positive affect has remarkable
power to restore self-capacity and willingness to exert control and volition.
From the previous reports, there is evidence that self-regulation is not only a limited
resource, but also a replenish-able resource. In addition, the theory that depleting one’s
self-regulation increases their likelihood of aggressive response or aggressive behavior was
concluded. The next focus is to determine exactly what pre-determinates lead to the
depletion of self-regulation. The major characteristics hypothesized to be pre-determinates
of aggression are fatigue and distraction according to the literature reviews.
Fatigue is a suboptimal psychophysiological condition caused by exertion which results in
changes in strategies or resource use such that original levels of mental processing and/or
physical activity is reduced according to “A review of definitions of fatigue – And a step
towards a whole definition,” (R. Phillips).15 Phillips continues to delve deeper into
fatigue, noting that fatigue is performance decrement that is associated with circadian
rhythms. Circadian rhythm factors are daily oscillations in human biological rhythms which
have been found to effect human efficiency of execution of tasks.
Fatigue is also referred to as a feeling of burnout, and in this context referred to as “job
burnout”. Job burnout is defined as a prolonged response to chronic emotional and
interpersonal stressors on the job, primarily from exhaustion, cynicism, and inefficacy as
reported by, “Job burnout,” (Maslach, Schaufeli, & Leiter)16. Job burnout is the result of
prolonged workplace demands which lead to emotional exhaustion as well as
depersonalization and a reduced sense of worth or personal accomplishment. Emotional
exhaustion, depersonalization, and reduced self-worth are known to lead to reduced
13 Roy Baumeister, Kathleen Vohs, and Dianne Tice, “The Strength Model of Self-Control,” Association for Psychological Science, 2007. Accessed September 25, 2015 at http://www-personal.umich.edu/~prestos/Consumption/pdfs/BaumeisterVohsTice2007.pdf 14 Dianne Tice, Roy Baumeister, Dikla Shmueli, and Mark Muraven, “Restoring the self: Positive affect helps improve self-regulation following ego depletion,” Elsevier Journal of Experimental Social Psychology, 2007. 15 Ross O. Phillips, “A review of definitions of fatigue – And a step towards a whole definition,” Transportation Research Part F: Traffic Psychology and Behaviour, Volume 29, February 2015 16 Christina Maslach, Wilmar B. Schaufeli, and Michael P. Leiter, “Job burnout,” Annual Review of Psychology, Volume 52 pages 397-422, February 2001, accessed October 5, 2015 at http://www.annualreviews.org/doi/abs/10.1146/annurev.psych.52.1.397
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productivity, reduced job satisfaction, increased absenteeism and employee turnover, and in
turn an increased risk for aggressive behavior.
Just as fatigue can be caused by distraction, distraction may also be caused by fatigue. For
instance, if one is so fatigued that they simply do not have the mental capability to focus on
the task at hand, then they are also distracted. As mentioned previously, distraction and
fatigue draw on a common limited resource, self-regulation, and the depletion of self-
regulation leads to an increased likelihood of aggressive response.10
Distraction in the sense of a pre-determinate of aggressive behavior is mostly due to mental
distractions stemming from circumstances that lead to angst and other feelings of
discomfort. However, according to “Social psychology principles,” (Stangor)17 cognitive
dissonance is the discomfort felt resulting from behavior that is seen as inappropriate, such
as not living up to self-expectations. Frustration may be felt due to mental distractions, or
due to unrealistic expectations while working, and is just one of the feelings that may be
associated with cognitive dissonance. Stangor continues to explain that anything that leads
to discomfort or negative emotions can increase aggression.
Some pre-determinates of aggressive response and aggressive behavior have been
determined to be distraction and fatigue, which may stem from home or work
environments. The public transit bus operator is exposed to undue amounts of stress while
on the job which lead to fatigue and distraction, and if left unaddressed, may also lead to
aggression. One specific challenge associated with the transit bus operator is the
requirement to remain on a strict time schedule while maneuvering in often dense and
congested traffic along the transit routes. A report recently released called, “Mass transit
workers, urban publics, and the politics of time in San Francisco,” (Fleming)18
discloses the frustrations often vented on the driver regarding the tardiness of the transit
bus in reference to the schedule which the transit bus operator is attempting to adhere to.
Often times the users of the transit bus system perceive their time as more valuable than
the operator’s time, and blame the operator for the delays which they encounter. This
blame and frustration leads to disrespect on the part of the passenger, which often leads to
disrespect on the part of the transit bus operator, and events can quickly escalate if proper
training is not conducted and adhered to in these types of situations. In addition to dealing
with unruly or disrespectful customers, the transit bus operator is also required to adhere to
impossible schedules leading to the operator receiving no time for restroom or stretching
breaks, and still not arriving on time. This has been connected with several health related
issues faced by the operators including bladder infections and back/posture problems. Each
of these undesired requirements can lead to increased fatigue and distraction, and thus an
increased probability of aggressive response or aggressive behavior.
Given the understanding of these pre-determinates for aggression, in addition to the
comprehension of the safety-related policies, procedures, regulations and rules already
established within the transit agencies in the state of Florida, and the recommended training
17 Charles Stangor, “Social psychology principles,” Version 1.0 Chapter 3.2, 2012. Accessed October 5, 2015 at http://2012books.lardbucket.org/books/social-psychology-principles/ 18 Mark Fleming, “Mass transit workersm urban publics, and the politics of time in San Francisco,” July, 2014 accessed at http://escholarship.org/uc/item/2139f3cc
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and support available for the transit bus operators, the transit safety narrative should
convey public transit as safe and secure. However, according to “A new transit safety
narrative,” (Litman)19 many people consider transit travel dangerous and are reluctant to
use it or support service expansions despite the relatively low crash risk and low crime risk
associated with transit travel. In general, this study found that people tend to
underestimate automobile travel risks and exaggerate public transit travel risks. The data
reveals that transit travel not only has less than one tenth the crash casualty rate as
automobile travel, but also, transit crimes tend to be less frequent and less costly than
motor vehicle crimes. This report emphasizes that the overall perception of transit should be
a safe one, noting the ever-improving efforts made in the industry to continuously increase
safety for all users and operators.
This literature review serves as a comprehensive overview of transit bus operator and
passenger safety. Including the identification and collection of safety-related procedures,
policies, regulations, and rules established by Florida’s public transit agencies. It also
includes an examination of formal publications and newspaper and online news articles;
guidelines and recommended practices developed by industry groups, including the
Amalgamated Transit Union, Transportation Workers United labor organizations, and the
American Public Transportation Association (APTA); and other research reporting sources.
Finally, this literature review includes those elements that may be present that could be
considered pre-determinates in bus operator and passenger assaults. This examination
provides a platform for additional research and potentially the development of tools or other
resources to assist public transit agencies to further mitigate bus operator or passenger
assaults and other aggressive behavior.
19 Todd Litman, National Center for Transit Research (NCTR), Center for Urban Transportation Research (CUTR), “A new transit safety narrative,” Journal of Public Transportation Volume 17, Issue 4, 2014. Accessed at http://www.nctr.usf.edu/wp-content/uploads/2014/12/JPT17.4_Litman.pdf
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Appendix B – Passenger and Operator Incidents &
Assaults Transit System Questionnaire
Agency: ________________________________________ (NTDID: ________)
A. Project Goals
Identify prevalence of assaults on bus passengers and bus operators – both assaults
meeting the threshold for an NTD Major Incident and assaults recorded and tracked by the
agency that may be at thresholds sigificantly less than NTD Major Incident reporting
requirements – by time of day, location (on board vehicle, transfer station, bus stop), type
of service (paratransit, fixed route, commuter express); at 20 Florida agencies; and,
associated with conflict with operators or another passenger, tied to theft, or after
deboarded.
Identify any environmental factors that may contribute to an increased occurrence of
assaults.
Identify any mitigation measures the agency has employed to reduce the incidence of
assaults, and any measures other agencies are using that have proven successful in
curtailing assaults on operators and/or passengers.
B. Interview Questions
1. For each mode, please indicate the number of vehicles operated in maximum service by
type of service, i.e., directly operated or purchased; the number of routes provided via
fixed route service; and, service hours:
Mode
Directly
Operated
Purchased
Service
# Routes
Service
Days
Service
Hours
Bus (MB)
Commuter Bus (CB)
Bus Rapid Transit (RB)
Demand Response (DR)
2. Contract service providers for Purchased Service:
Mode Purchased Service Providers
Bus (MB)
Commuter Bus (CB)
Bus Rapid Transit (RB)
Demand Response (DR)
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3. Do Operators crossover between Fixed Route and Demand Response?
Crossover Yes or No Describe Selection Criteria
Describe Specialized
Training
All crossover
Some
crossover
No crossover
Occasionally
4. Are Employees represented by a labor union?
Classification Union Representation Local #
Fixed Route Bus Operators
Demand Response
Operators
Bus Supervisors
Maintenance Workers
5. Describe the basis and frequency for determining how an Operator’s shifts, hours, and
routes are determined (selected).
Selection/Assignment Shifts Hours Routes
Basis
Frequency
6. Date of most recent System Safety Program Plan update: ______________________.
7. Reporting relationship of agency personnel responsible for System Safety & Security:
Safety & Security
Personnel Supervisor Subordinates
8. Responsibilities of System Safety & Security Personnel:
Safety & Security Personnel Responsibilities
Training
Accident investigation
Incident investigation
Data recording
Data tracking
Data reporting
Safety Committee role
NTD reporting
Hazard investigation
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9. Describe agency role and responsibility for Risk Management:
Agency Personnel Risk Management Responsibilities
10. Describe role and responsibility for Risk Management of a Risk Management group
external to the Agency (e.g., county risk management):
External Risk Management
Personnel External Risk Management Responsibilities
Agency and External Risk Management Group Coordination Activities
11. Detail components of Initial Operator Training and Testing:
Topics Trainer
General agency rules
Customer service
Fare handling
Radio procedures
Emergencies
Security threats
On-the-Road
Total Hours/Days of Initial Training Hours _____ Days _____
12. Describe On-going/Refresher Training and Testing:
Frequency Duration
Every year – Every 2 years – Every 3 years Hours _____ Days _____
Topics Trainer
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13. Describe use of Remedial Training and Testing:
Agency Personnel Responsibilities
Authorized to make referral for remedial training
Provider of remedial training
Actions That Necessitate Remedial Training
14. Event investigation
Define “Accident”
Define “Incident”
15. Describe steps involved from the reporting of an accident through the accident
investigative process:
Agency Personnel Responsibilities
16. Describe steps involved from the reporting of an incident through the incident
investigative process:
Agency Personnel Responsibilities
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17. Describe steps involved from receiving a complaint through the complaint
investigation/resolution process:
Agency Personnel Responsibilities
Locations where the Phone Number for Reporting a Complaint is Posted
18. Describe the purpose of the Safety Committee, including the roles and responsibilities of
the Safety Committee members and the frequency of meetings:
Safety Committee Purpose
Safety Committee Meeting Schedule
Safety Committee Members Responsibilities
19. Describe the agency’s policy on the use of personal wireless communication devices by
operators of agency vehicles, including the use of progressive discipline for violation of
the agency’s policies:
Agency Policy on the Use of Personal Wireless Communication Devices
Disciplinary Action for Violation of Agency’s Policy on the Use of a Personal Wireless
Communications Device
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20. Describe use of technology within the Agency:
Vehicles/Stations/
Transfer Centers
Audio
Available
Video
Available
Live Feed
Available*
Use in
Investigation
*Specify how the public is notified of the existence of the live feed.
21. Describe use of Security Personnel within the Agency:
Administration/Stations/
Transfer Centers
Full-time
Agency
Personnel
Part-time
Agency
Personnel
Contract
Personnel
Hours of
Coverage
22. Identify the types of corrective actions the Agency has incorporated within the past 2
years:
Corrective Action Nature of Use
Retraining
Discipline/Progressive discipline
Modified operator’s shift
Modified a route
Adjustments to driver-
compartment
23. Describe the Agency’s use of Restricted Access (trespass) for Passengers, including the
jurisdiction responsible for issuing the restriction, the length of restriction, and the
appeal process:
Agency Policy on the Use of Restricted Access
Jurisdiction Responsible for Issuing Trespass
Length of Restriction
Appeal Process
24. Describe Safety Campaigns undertaken in the past several years:
Agency Safety Campaigns
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25. Identify Disruptive Groups, e.g., unruly students and/or homeless persons at transfer
stations, and detail special programs instituted to resolve conflict:
Disruptive Group Special Programs Instituted to Resolve Conflict
26. Please provide the following data:
Most recent System Safety Program Plan
Driver/Operator Handbook
Accident Log, 2013-2014
Incident Log, 2013-2014
Complaint Log, 2013-2014
27. Individuals participating in the interview: